West Sacramento City Council
April 15, 2026

The agreement also outlines responsibilities related to service delivery and financial compensation. Cost recovery mechanisms are structured to ensure the City is reimbursed for services provided without adversely impacting the City’s General Fund.

As noted above, the West Sacramento Fire Department has responded to incidents within the EFPD for many years (historic average of 37 annually). In this role, the City has effectively served as a backfill provider when EFPD resources were unavailable, without receiving compensation for those services. Approval of this agreement establishes a formal funding mechanism to offset the costs associated with providing ongoing service.

The table below identifies the anticipated revenue to support service delivery, a portion of which is derived from property tax allocation. As reflected, an “Additional Contribution” is included to address the gap between available tax revenue and the total cost of providing services.

Revenue Total
Property Tax
$
34,661.00
Special Tax
$
21,075.00
Additional
Contribution
$
32,300.00
Total
$
88,036.00
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
The City may choose not to engage in an agreement with Yolo County and the Springlake Fire Protection District, but the option would perpetuate the issue of providing responsible mutual aid to the territory with no compensation.

Coordination and Review
This item and report were produced by the Fire Department in coordination with the City Manager’s Office, and City Attorney.

Budget/Cost Impact
The terms of the agreement provide compensation to the City, totaling approximately $88,036 annually, to offset the cost of providing the services. Resolution 26-36 requests the budget appropriation for the estimated cost as associated reimbursement related to this agreement.

ATTACHMENTS

1. Fire Protection Services Agreement

2. Exhibit A City of West Sacramento Service Area

3. Resolution 26-36
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4916-2757-9543.1 007203.001 1

AGREEMENT BETWEEN THE SPRINGLAKE FIRE PROTECTION DISTRICT, THE

COUNTY OF YOLO, AND THE CITY OF WEST SACRAMENTO FOR THE

PROVISION OF FIRE PROTECTION SERVICES
This Agreement (“Agreement”) is entered into this ____ day of ______, 2026 between the Springlake Fire Protection District (“Springlake FPD”), the County of Yolo (“County”), and the City of West Sacramento (“City”) (collectively, “Parties”).

RECITALS
WHEREAS, the Yolo Local Agency Formation Commission (“LAFCo”) has initiated proceedings to reorganize Elkhorn Fire Protection District (“Elkhorn FPD”), which may involve the dissolution of Elkhorn FPD and the annexation of Elkhorn FPD’s territory into Springlake Fire Protection District (“Springlake FPD”), or other reorganization of Elkhorn FPD and Springlake FPD as will be determined by LAFCo; and
WHEREAS, City provides fire protection, emergency response, and other services outside of the city boundaries in County Service Area No. 9 (“CSA No. 9”) pursuant to Agreement No. 92-140; and
WHEREAS, City currently provides mutual aid in the territory of the Elkhorn FPD; and WHEREAS, City may enter into an agreement or contract to provide fire protection services to another public agency pursuant to Government Code section 55632; and WHEREAS, City and County wish to supersede Agreement No. 92-140 with a this new Agreement for the provision of fire protection services for CSA No. 9 and portions of the reorganized Springlake FPD; and WHEREAS, City has agreed to continue providing services to the area of CSA No. 9 and provide services in the southern portion of Elkhorn FPD’s territory following any reorganization pursuant to the terms of this Agreement.

NOW, THEREFORE, the Parties agree as follows:

1. Incorporation of Recitals
The above recitals are incorporated into this Agreement by reference.

2. Definitions
a. “Effective Date” shall mean the effective date of the annexation of the Service Area into Springlake FPD.
b. “Services” shall mean all fire protection services, fire suppression services, emergency medical first responder services, hazardous material first responder services, technical rescue (including water rescue), and fire investigation (cause and origin only), as required by applicable laws and of the same quality as 1397
4916-2757-9543.1 007203.001 2
reasonably possible given geographic and land use differences as the services provided to property owners within City. “Services” shall not include the following:
i. Incident command and management responsibility for complex incidents.

Complex incidents include, but are not limited to: incidents requiring more than four hours to contain or mitigate, plane crashes, levee breaks, large explosion, complex hazmat incident, or other incident that would prevent response to incidents occurring within City's jurisdiction; ii. Administrative support to the District, except as reasonably necessary to provide the Services under this Agreement;
iii. Community risk reduction activities, such as plan review, fire and life safety inspections, code enforcement, and public education; iv. Emergency management;
v. Non-emergency call response (e.g. disabled vessel, vehicle/occupancy lockout, chirping smoke detector);
vi. Incident cost recovery.
c. “Service Area” shall mean the area described in Exhibit A.

3. Services To Be Provided by City
a. Commencing on the Effective Date, City shall, through its Fire Department, provide all Services in the Service Area.
b. In providing the Services required under this Agreement, City shall not be required to duplicate those efforts or services provided by other governmental agencies or to provide any services which are required by law to be provided by another governmental agency.
c. This Agreement shall supersede and replace Agreement No. 92-140, which is hereby terminated.

4. Services to be Provided by County
a. Commencing on the Effective Date, County shall, through its various departments, provide the following services in the Service Area, unless another agency or district has primary jurisdiction over these services:
i. Building permits, plan checks, and building inspections; ii. Code enforcement; and
iii. Criminal investigations related to fires and arson. 1398
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b. Commencing on the Effective Date, County shall bear primary responsibility for providing incident command for complex or large-scale incidents, consistent with any existing agreements on incident command and management. c. All other fire services not enumerated in this agreement shall be performed by the County or its various departments, or pursuant to other agreements.

5. Compensation
a. For the Services provided pursuant to this Agreement, Springlake FPD and County shall pay City the following:
i. The portion of real property taxes that Springlake FPD and County annually receives for real property in the Service Area following the Effective Date;
ii. Existing fire suppression assessments that Springlake FPD and County annually receives from real property located in the Service Area following the Effective Date. For purposes of this Agreement, “existing fire suppression assessments” shall include any assessments that are applied to the Service Area by LAFCo as a result of any annexation of the Service Area into Springlake FPD.
b. Payment of the property taxes and existing fire suppression assessments shall be made at the same time as property taxes and/or fire suppression assessments are paid to other fire protection districts in Yolo County. c. Additional Contribution.
i. In addition to the compensation provided in subsection (b), above, City shall be paid $32,300 per fiscal year commencing July 1, 2026 (“Additional Contribution”).
ii. The Additional Contribution shall be funded, in the discretion of the Springlake FPD Board, using any accrued reserves of the Elkhorn FPD that are transferred to Springlake FPD or any new assessments or fees collected in the Elkhorn area.
iii. In the event that Springlake FPD is unable to fund the full amount of Additional Contribution, the County shall pay the remaining amount of Additional Contribution.
iv. The first Additional Contribution shall be due within 30 days of the Effective Date. Each successive year shall be paid by July 31. For the fiscal year commencing July 1, 2027 and each fiscal year thereafter, the Additional Contribution shall be adjusted for inflation based on the percentage change in the Consumer Price Index for All Urban Consumers (CPI-U): San Francisco-Oakland-Hayward, CA, as published by the 1399
4916-2757-9543.1 007203.001 4
Bureau of Labor Statistics of the U.S. Department of Labor measuring the 12-month period ending December 31 of the preceding calendar year. v. Springlake FPD is the primary payor on the Additional Contribution.

Springlake FPD and County are jointly and separately liable for nonpayment of the Additional Contribution.

6. Fees for Service
a. As of the Effective Date of this Agreement, the City does not charge any fees for fire department response or services in the Springlake FPD and CSA No. 9 areas. b. In the event City elects to begin charging fees for Services in the Springlake FPD area, the City will provide written notice at least 90 days prior to the imposition of any fees. The City and Springlake FPD will meet and confer over the authority to impose fees, the amount of the fees, and the terms and conditions of enforcement of fees.

7. Term
a. The term of this Agreement shall begin on July 1, 2026 and shall, unless otherwise terminated in accordance with its terms, expire on midnight, June 30, 2031.
b. After expiration of the term, the Agreement shall continue on a year-to-year basis upon the same terms provided herein.

8. Termination and Default
a. Any party to this Agreement may terminate this Agreement for any reason upon the provision of at least one year’s advance written notice to the other parties. b. Defaults.
i. Springlake FPD and/or County’s failure to pay compensation due under this Agreement within 60 days of the due date shall be grounds for early termination of this Agreement.
ii. In the event of non-payment, City shall make a demand for payment to Springlake FPD and the Yolo County Chief Financial Officer. Such notice shall provide that failure to pay the full amount owed within 30 days of the notice shall be grounds for termination of this Agreement. iii. If the amounts due are not paid within this 30-day period, City may withdraw from or terminate its participation in this Agreement, and all services to be provided under this Agreement shall cease 60 days from the end of the thirty-day period.
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iv. In the event of termination for non-payment, Springlake FPD shall remain obligated to and shall pay City for services provided up to the date of termination in the amounts specified in this Agreement.

9. Partial Year Payment
a. In the event the Agreement is terminated at any time other than the end of the fiscal year (June 30), the County's Chief Financial Officer shall, within 60 days of the end of the fiscal year in which the Agreement was terminated, calculate the amount of City’s compensation prorated for the portion of the fiscal year in which the Agreement was terminated (“Partial Year Charge”).
b. In calculating the Partial Year Charge, the County's Chief Financial Officer shall determine the number of days during the last fiscal year that City provided Services under this Agreement, divided by 365, and then multiplied by the real property taxes, fire suppression assessments, and County Contribution received by Springlake FPD for the Service Area in the last fiscal year in which City provided Services.
c. If the total compensation received by City in the last fiscal year exceeds the Partial Year Charge, then City shall pay to the County the difference within 30 days, and the County's Chief Financial Officer shall allocate such payment between Springlake FPD and County. If the total compensation received by City in the last fiscal year is less than the Partial Year Charge, then the County shall pay City the difference from Springlake’s next property tax allocation. No interest shall be due for any under- or over-compensation.

10. Insurance and Indemnification
a. City shall, at all times, maintain insurance coverage through Yolo County Public Agency Risk Management Insurance Authority.
b. With the exception that this section shall in no event be construed to require indemnification to a greater extent than permitted under the public policy of the State of California, City shall indemnify, defend and hold harmless Springlake FPD, County, and their respective officers, agents, employees and volunteers from and against any and all claims, damages, demands, losses, defense costs, expenses (including attorney fees) and liability of any kind or nature arising out of or resulting from performance of the Services, provided that any such claim, damage, demand, loss, cost, expense or liability is caused in whole or in part by any negligent or intentional act or omission of City, any contractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable.
c. With the exception that this section shall in no event be construed to require indemnification to a greater extent than permitted under the public policy of the State of California, Springlake FPD shall indemnify, defend, and hold harmless City, County, and their respective officers, agents, employees and volunteers from 1401
4916-2757-9543.1 007203.001 6
and against any and all claims, damages, demands, losses, defense costs, expenses (including attorney fees) and liability of any kind or nature arising out of or resulting from performance of the Services, provided that any such claim, damage, demand, loss, cost, expense or liability is caused in whole or in part by any negligent or intentional act or omission of Springlake FPD, any contractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable.
d. With the exception that this section shall in no event be construed to require indemnification to a greater extent than permitted under the public policy of the State of California, County shall indemnify, defend, and hold harmless City, Springlake FPD, and their respective officers, agents, employees and volunteers from and against any and all claims, damages, demands, losses, defense costs, expenses (including attorney fees) and liability of any kind or nature arising out of or resulting from performance of the Services, provided that any such claim, damage, demand, loss, cost, expense or liability is caused in whole or in part by any negligent or intentional act or omission of County, any contractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable.
e. The responsibilities for defense and indemnity obligations shall survive the termination or completion of this agreement for the full period of time allowed by law. The defense and indemnification obligations of this agreement are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this agreement.

11. Miscellaneous Provisions.
a. Entire Agreement. This Agreement represents the entire agreement of the parties with respect to the subject of this Agreement, and no representations have been made or relied up on except as set forth herein. This Agreement supersedes all prior agreements between the parties with respect to the provision of fire protection services in the Service Area, including specifically Agreement No. 92- 140. Nothing in this Agreement shall be construed to affect any mutual aid or other agreements between the parties not directly governing fire protection services in the Service Area.
b. Governing Law and Venue. This Agreement is governed by the laws of the State of California. The Venue for any dispute under this Agreement shall be the Yolo County Superior Court, or the Federal District Court for the Eastern District of California.
c. Successors and Assigns. This Agreement shall be binding upon and inure to the benefit of the successors and assigns of each party, subject to review and approvals required by law. In the event Springlake FPD is further reorganized, consolidated, dissolved, or merged during the term of this Agreement, the obligations of Springlake FPD under this Agreement shall survive and transfer to 1402
4916-2757-9543.1 007203.001 7
any successor agency unless the Parties otherwise agree in writing. In no event shall any such reorganization relieve any Party of accrued payment obligations. d. Force Majeure. In the event of a declared state of emergency, large scale emergency, or other Act of God beyond the control of City prevents City from performing under this Agreement, failure to provide Services for the Service Area will not be considered a breach of this Agreement. Any compensation or payments required under this Agreement will be tolled until the triggering event has concluded or extinguished.
e. Modification. This Agreement may be amended or modified only by written, fully executed agreement of the parties.
f. Notices. Each Party must designate a point of contact for the purposes of administration of this Agreement. Notices and demands under this Agreement shall be made in writing and delivered via U.S. Mail to the point of contact of the other Parties.

City of West Sacramento
Fire Chief Steve Binns
(916) 617.4606
2040 Lake Washington Blvd.

West Sacramento, CA 95691
[email protected]
Springlake Fire Protection District
Sheila Allen
(530) 757.5554
625 Court St., Room #204
Woodland, CA 95695
[email protected]
County of Yolo
Sheila Allen
(530) 757.5554
625 Court St., Room #204
Woodland, CA 95695
[email protected]
g. Counterparts and Electronic Signatures. This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, and all of which together shall constitute one and the same instrument. Electronic signatures shall be deemed valid and binding to the same extent as original signatures. (Signatures on following page.)
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IN WITNESS WHEREOF, the parties have hereto set their signature as of the date first above named herein.

SPRINGLAKE FPD
By____________________________
Sheila A. Allen, Chair
Board of Directors
Attest:

Julie Dachtler, Senior Deputy Clerk
By_______________________________
(Seal)
Approved as to Form:
_________________________________
Philip Pogledich, County Counsel

COUNTY OF YOLO
By____________________________
Sheila A. Allen, Chair
Board of Supervisors
Attest:

Julie Dachtler, Senior Deputy Clerk
Board of Supervisors
By_______________________________
(Seal)
Approved as to Form:
_________________________________
Philip Pogledich, County Counsel

CITY OF WEST SACRAMENTO
By____________________________
Aaron Laurel
City Manager
Attest:

Jennifer Cusmir, City Clerk
By_______________________________
(Seal)
Approved as to Form:
_________________________________
Jeff Mitchell, City Attorney
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4916-2757-9543.1 007203.001 9
Exhibit A
Service Area
1405
 








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1406
RESOLUTION 26-36

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

AUTHORIZING AN APPROPRIATION FOR AN AGREEMENT BETWEEN THE SPRINGLAKE

FIRE PROTECTION DISTRICT, YOLO COUNTY, AND CITY OF WEST SACRAMENTO WHEREAS, for many years, the West Sacramento Fire Department has responded to incidents within the Elkhorn Fire Protection District (EFPD) under mutual aid agreements, ensuring continuity of service when EFPD resources were unavailable; and WHEREAS, due to ongoing operational challenges, including staffing limitations, financial constraints, and reduced response capacity, the EFPD has been unable to consistently provide reliable and timely emergency services and has subsequently filed for dissolution; and WHEREAS, the Yolo Local Agency Formation Commission (LAFCo) is currently evaluating options for the EFPD service area and in coordination with the Cities of Woodland and West Sacramento, LAFCo is proposing the neighboring jurisdictions assume responsibility for providing emergency services within the affected territory; and WHEREAS, the West Sacramento Fire Department will assume responsibility for fire protection and emergency response services within a defined service area of the District and provide limited emergency services including fire suppression, emergency medical services, technical rescue, hazardous materials response, and fire investigation; and WHEREAS, a budget appropriation for the estimated annual costs and associated reimbursements of $88,036 is needed; and
WHEREAS, the City Council has considered all information related to this matter, as presented at the public meetings of the City Council identified herein, including any supporting reports by City staff, and any other information provided during public meetings.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento as follows:
1) The City Council hereby approves amendments to the FY 2025/26 adopted budget as follows:

SOURCES
$ 88,036 256-9164-4810 Springlake FPD Reimbursement
USES
$ 88,036 256-9164-5259 Springlake FPD Emergency Responses Expenses 2) The City Manager may adjust the associated budget related to this agreement as needed during the duration of the agreement.
3) The City Council hereby finds that the facts set forth in the recitals to this Resolution are true and correct and establish the factual basis for the City Council’s adoption of this Resolution.
4) This Resolution shall take effect immediately upon its adoption. 1407
Resolution 26-36

PASSED AND ADOPTED by the West Sacramento City Council this 15th day of April 2026, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
1408

CITY COUNCIL AGENDA REPORT
MEETING DATE: April 15, 2026 ITEM # 15
SUBJECT:

CONSIDERATION OF RESOLUTION 26-16 DECLARING WEEDS GROWING ON

CERTAIN LOTS TO BE A PUBLIC NUISANCE AND SCHEDULING A PUBLIC

HEARING TO CONSIDER OBJECTIONS TO WEED ABATEMENT
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
The purpose of this report is to initiate the 2026 Weed Abatement Program which is a proactive approach to reducing the risk of vegetation fires. This item requests City Council adoption of a resolution declaring a list of lots to be hazards and set a public hearing at the May 6, 2026, City Council meeting to consider objections to the proposed removal of weeds. The program provides for weed abatement by the City’s contractor to commence on June 1, 2026.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Adopt Resolution 26-16 declaring weeds growing on certain lots to be a public nuisance and initiating the 2026 weed abatement program. The Resolution further directs the Fire Department to begin the formal weed abatement process by notifying all affected property owners by mail of the intended action by April 16, 2026; and

2. Set a public hearing at its regular meeting of May 6, 2025, to consider objections to the proposed removal of weeds.

BACKGROUND
This will be the 39th year the City has conducted weed abatement on non-complying properties. Each year the program has been highly successful in reducing the total number of vegetation fires, intensity and size of vegetation fires, and citizen complaints regarding high vegetation.

This year the program provides for weed abatement by the contractor to commence on June 1, 2026. The total annual contract has historically been under $15,000 with 100% recovery of the contract costs for private party weed abatement plus a 20% City of West Sacramento administrative fee. Property owners are given one opportunity to pay for the services provided by the City contractor and, if they do not, a lien will be placed on the property.

ANALYSIS
Vegetation fires, including grass, brush, and wildland fires, remain a persistent hazard nationally, statewide, and locally. According to National Incident Reporting System (NFIRS) data, in 2024 U.S. fire departments responded to approximately 1,389,000 fire incidents, of which 243,400 (17.5%) were vegetation fires. California fire departments reported 124,000 fire incidents, with 32,700 (26.4%) classified as vegetation fires, reflecting the state’s higher wildland-urban interface risk. In West Sacramento, the Fire Department responded to 772 fire incidents in 2024, including 68 vegetation fires (~9%), most occurring along levees, river parkways, and vacant lots. Although local incidents are generally small (under one acre), they have the potential to escalate quickly under hot, dry conditions, threatening property, infrastructure, and public safety. Nationally, 64,897 wildfires burned over 8.9 million acres in 2024, while California experienced 8,024 wildfires consuming over 1 million acres, highlighting the ongoing risk posed by unchecked vegetation.

A proactive weed abatement program is necessary to reduce this risk by eliminating dry brush and grass that serve as fire fuel, protecting residents and infrastructure, and reducing the operational burden on the Fire Department. By maintaining defensible space and controlling vegetation in high-risk areas such as levees, vacant lots, and open space corridors, the city can prevent small fires from escalating into major incidents. NFIRS and wildfire data demonstrate that preventing vegetation fires is far more effective than responding after ignition, and a structured abatement program supports long-term community resilience, regulatory compliance, and public safety.
1409
Consideration of Resolution 26-16
April 15, 2026

By the authority dictated by the California Government Code Sections 39560–39588, the City has created the Weed Abatement Program to ensure that this unnecessary fire threat is managed. Pursuant to this authority, Staff is requesting Council approval of Resolution 26-16 declaring weeds growing on certain lots to be a public nuisance, initiating the 2026 weed abatement program and directing the Fire Department to notify all affected property owners by mail of the intended weed abatement action. Staff is also requesting Council set a public hearing on May 6, 2026, for property owners to provide objections to the proposed removal of weeds. This hearing date will also be included on the notice to property owners. Under this program, the City’s contractor will only undertake weed abatement activities if the property owner fails to do so before the contractor.

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
This program assists the City in its efforts to reduce local climate vulnerability. By minimizing the fuel load in West Sacramento, this program will subsequently reduce the number of fires and smoke that pollute the atmosphere.

Alternatives
The City may choose not to actively pursue a weed abatement program; however, it is more than probable that there will be an increase in the intensity of vegetation fires as the fuel becomes drier during the summer months.

This added fuel load within the City is a threat to life and property. By reducing the size of the combustible vegetation, the risk and intensity of fires are significantly reduced.

Coordination and Review
This report was produced by the Fire Department.

Budget/Cost Impact
There is no anticipated budget impact as 100% of the private party weed abatement costs (historically under $15,000) are reimbursed by property owners, which also includes a 20% administrative fee.

ATTACHMENTS

1. Resolution 26-16

2. Property List by APN
1410
RESOLUTION 26-16

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF WEST SACRAMENTO DECLARING WEEDS

GROWING ON CERTAIN LOTS TO BE A PUBLIC NUISANCE
AND INITIATING THE 2026 WEED ABATEMENT PROGRAM
WHEREAS, the City Council elects to proceed under California Government Code, Article 2, Sections 39560 – 39588 to declare as a public nuisance and abate all weeds growing upon streets, sidewalks, and private property in the city; and WHEREAS, "weeds”, as used in this article includes any of the following:
a) Weeds which bear seeds of a downy or wingy nature.
b) Sagebrush, chaparral and any other brush or weeds which attain such large growth as to become, when dry, a fire menace to adjacent improved property. c) Weeds which are otherwise noxious or dangerous.
d) Poison oak and poison ivy when the conditions of growth are such as to constitute a menace to the public health.
e) Dry grass, stubble, brush, litter, or other flammable material which endangers the public safety by creating a fire hazard.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of West Sacramento hereby declares as a public nuisance all weeds growing upon the streets, sidewalks, and private property in the city, specifically identified on the attached list of properties. The City Council also declares weeds growing on said parcels to be a seasonal and recurrent nuisance.

BE IT FURTHER RESOLVED the City Council hereby instructs the Community Risk Reduction Division of the Fire Department to mail, no later than April 16, 2026, written notices of the proposed abatement and public hearing to be held on May 6, 2026, to all persons owning property, according to the last equalized assessment roll available, described in this Resolution.

BE IT FURTHER RESOLVED the City Council hereby sets its regular meeting of May 6, 2026, as a public hearing date to consider objections for the proposed removal of weeds.

PASSED AND ADOPTED this 15th day of April, 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
1411

APN APN APN APN APN APN
004-594-001-000 010-611-006-000 014-690-090-000 045-270-001-000 046-160-015-000 046-709-013-000 004-594-002-000 010-611-007-000 014-700-003-000 045-270-002-000 046-160-016-000 046-712-014-000 004-594-003-000 010-611-008-000 014-700-018-000 045-270-008-000 046-160-019-000 046-721-011-000 004-594-004-000 010-611-009-000 014-700-019-000 045-270-015-000 046-160-022-000 046-783-008-000 004-594-005-000 010-611-010-000 014-700-020-000 045-270-016-000 046-160-023-000 046-821-008-000 004-594-006-000 010-611-011-000 014-700-021-000 045-270-020-000 046-160-024-000 046-821-009-000 004-594-007-000 010-611-012-000 014-700-022-000 045-270-021-000 046-160-055-000 046-823-036-000 004-594-008-000 010-611-013-000 014-700-023-000 045-270-036-000 046-160-060-000 046-833-006-000 004-594-009-000 010-611-014-000 014-700-024-000 045-270-037-000 046-160-063-000 046-833-007-000 004-594-010-000 010-611-016-000 014-700-025-000 045-280-015-000 046-160-065-000 046-833-008-000 008-010-003-000 010-612-001-000 014-700-026-000 045-280-016-000 046-160-066-000 046-833-009-000 008-010-013-000 010-612-002-000 014-700-046-000 045-280-017-000 046-160-067-000 046-833-010-000 008-010-016-000 010-612-003-000 014-700-047-000 045-280-018-000 046-160-069-000 046-833-011-000 008-010-017-000 010-612-004-000 014-700-048-000 045-402-050-000 046-170-001-000 046-834-001-000 008-010-023-000 010-612-005-000 014-700-049-000 045-402-051-000 046-170-006-000 046-834-002-000 008-010-025-000 010-612-006-000 014-700-050-000 045-411-049-000 046-170-007-000 046-834-003-000 008-010-026-000 010-612-007-000 014-700-051-000 045-421-041-000 046-170-009-000 046-834-004-000 008-010-027-000 010-612-008-000 014-700-052-000 045-433-012-000 046-170-010-000 046-834-005-000 008-010-034-000 010-612-009-000 014-700-053-000 045-462-030-000 046-170-013-000 046-834-006-000 008-010-036-000 010-612-010-000 014-710-001-000 045-490-003-000 046-170-014-000 046-834-007-000 008-020-003-000 010-612-011-000 014-710-002-000 045-490-007-000 046-180-004-000 046-834-011-000 008-020-004-000 010-612-012-000 014-710-003-000 045-521-019-000 046-180-005-000 058-011-014-000 008-020-022-000 010-612-013-000 014-710-004-000 045-524-025-000 046-180-006-000 058-014-001-000 008-030-071-000 010-612-014-000 014-710-005-000 045-551-005-000 046-180-007-000 058-014-009-000 008-051-002-000 010-613-002-000 014-710-006-000 045-551-006-000 046-180-010-000 058-033-005-000 008-081-010-000 010-613-003-000 014-710-007-000 045-551-007-000 046-180-011-000 058-053-023-000 008-082-017-000 010-613-004-000 014-710-008-000 045-551-008-000 046-180-013-000 058-062-009-000 008-083-001-000 010-613-005-000 014-710-009-000 045-551-010-000 046-180-014-000 058-063-006-000 008-083-026-000 010-613-006-000 014-710-010-000 045-551-011-000 046-180-016-000 058-063-007-000 008-111-002-000 010-613-007-000 014-710-011-000 045-551-012-000 046-180-017-000 058-063-008-000 008-112-053-000 010-613-008-000 014-710-012-000 045-551-013-000 046-180-018-000 058-063-009-000 008-112-056-000 010-613-009-000 014-710-013-000 045-551-014-000 046-190-002-000 058-096-011-000 008-112-057-000 010-613-010-000 014-710-014-000 045-551-022-000 046-190-003-000 058-104-007-000 008-113-004-000 010-613-011-000 014-710-015-000 045-551-041-000 046-190-004-000 058-104-008-000 008-113-007-000 010-613-012-000 014-710-022-000 045-551-057-000 046-190-006-000 058-104-009-000 008-132-047-000 010-613-013-000 014-710-062-000 045-551-060-000 046-190-007-000 058-104-010-000 008-140-089-000 010-613-014-000 014-710-063-000 045-551-066-000 046-190-008-000 058-104-011-000 008-140-095-000 010-613-015-000 014-710-074-000 045-552-014-000 046-190-009-000 058-104-020-000 008-150-033-000 010-613-016-000 014-720-002-000 045-553-004-000 046-190-010-000 058-104-023-000 008-150-066-000 010-613-017-000 014-760-001-000 045-553-010-000 046-200-001-000 058-121-001-000 008-150-067-000 010-613-018-000 014-760-010-000 045-553-011-000 046-200-004-000 058-144-034-000 008-192-002-000 010-613-019-000 014-760-020-000 045-554-036-000 046-200-008-000 058-144-035-000 008-193-069-000 010-613-020-000 014-760-023-000 045-554-037-000 046-200-013-000 058-220-066-000 008-193-071-000 010-613-032-000 014-760-032-000 045-554-038-000 046-200-019-000 058-220-067-000 008-193-073-000 010-613-033-000 014-760-043-000 045-555-007-000 046-210-001-000 058-231-022-000 008-221-015-000 010-614-012-000 014-783-030-000 045-561-010-000 046-210-002-000 058-240-081-000 Weed Abatement Mailing List By APN 2026
1412
008-221-024-000 010-614-013-000 014-791-001-000 045-561-046-000 046-210-004-000 058-250-030-000 008-221-037-000 010-614-014-000 014-791-004-000 045-570-013-000 046-210-005-000 058-250-031-000 008-221-041-000 010-614-015-000 014-792-001-000 045-630-076-000 046-210-009-000 058-260-001-000 008-321-051-000 010-614-016-000 014-792-002-000 045-640-002-000 046-210-013-000 058-290-006-000 008-321-052-000 010-614-017-000 014-793-030-000 045-668-001-000 046-210-015-000 058-290-008-000 008-331-027-000 010-614-018-000 014-794-013-000 045-668-002-000 046-210-018-000 058-300-003-000 008-430-025-000 010-614-020-000 014-794-014-000 045-731-025-000 046-210-019-000 058-300-004-000 008-430-026-000 010-615-001-000 014-794-015-000 045-741-001-000 046-210-020-000 058-300-005-000 008-462-002-000 010-615-002-000 014-802-024-000 045-742-014-000 046-210-021-000 058-300-013-000 008-471-008-000 010-615-003-000 014-803-021-000 045-781-013-000 046-210-022-000 058-300-015-000 010-101-008-000 010-615-004-000 014-804-025-000 045-791-008-000 046-210-023-000 058-310-001-000 010-101-012-000 010-615-005-000 014-805-026-000 045-833-007-000 046-220-012-000 058-310-003-000 010-102-002-000 010-615-006-000 014-806-003-000 045-842-011-000 046-220-013-000 058-310-005-000 010-102-003-000 010-615-007-000 033-120-014-000 045-851-015-000 046-220-014-000 058-310-009-000 010-102-004-000 010-615-008-000 033-140-060-000 045-861-001-000 046-220-015-000 058-310-013-000 010-102-005-000 010-615-009-000 033-140-061-000 045-871-009-000 046-220-016-000 058-310-014-000 010-102-008-000 010-615-010-000 033-560-008-000 045-881-001-000 046-220-018-000 058-310-015-000 010-102-010-000 010-615-011-000 044-020-028-000 045-881-002-000 046-220-019-000 058-310-024-000 010-103-001-000 010-615-012-000 045-030-045-000 045-881-011-000 046-230-003-000 058-310-034-000 010-103-002-000 010-615-013-000 045-030-046-000 045-910-019-000 046-230-004-000 058-320-037-000 010-193-006-000 010-615-014-000 045-030-047-000 045-910-023-000 046-230-005-000 058-320-039-000 010-193-008-000 010-615-015-000 045-030-048-000 045-910-034-000 046-230-010-000 058-320-044-000 010-193-010-000 010-615-016-000 045-030-054-000 046-010-008-000 046-230-011-000 058-320-054-000 010-194-015-000 010-615-017-000 045-030-055-000 046-010-011-000 046-230-014-000 058-320-061-000 010-194-016-000 010-615-018-000 045-030-057-000 046-010-037-000 046-230-016-000 058-320-073-000 010-194-017-000 010-616-001-000 045-030-058-000 046-010-044-000 046-230-027-000 058-320-074-000 010-194-018-000 010-616-002-000 045-030-059-000 046-010-048-000 046-230-028-000 058-320-077-000 010-194-019-000 010-616-003-000 045-030-060-000 046-010-050-000 046-230-031-000 058-320-087-000 010-194-020-000 010-616-004-000 045-030-061-000 046-010-055-000 046-230-033-000 058-320-091-000 010-195-005-000 010-616-005-000 045-030-062-000 046-010-056-000 046-230-035-000 058-320-093-000 010-320-014-000 010-616-006-000 045-056-010-000 046-010-057-000 046-230-036-000 058-340-011-000 010-320-038-000 010-616-007-000 045-122-009-000 046-010-058-000 046-230-038-000 058-340-018-000 010-371-002-000 010-616-008-000 045-122-017-000 046-010-059-000 046-230-041-000 058-340-019-000 010-371-007-000 010-616-009-000 045-122-026-000 046-010-060-000 046-230-042-000 058-340-027-000 010-371-008-000 010-616-010-000 045-122-027-000 046-020-016-000 046-230-045-000 058-340-028-000 010-371-009-000 010-616-011-000 045-123-047-000 046-020-027-000 046-230-046-000 058-340-034-000 010-372-001-000 010-616-012-000 045-160-007-000 046-020-029-000 046-230-052-000 058-340-035-000 010-372-002-000 010-616-013-000 045-160-014-000 046-020-031-000 046-230-053-000 058-350-008-000 010-372-003-000 010-616-014-000 045-160-016-000 046-020-032-000 046-230-058-000 058-350-046-000 010-373-001-000 010-616-015-000 045-160-018-000 046-020-066-000 046-230-060-000 058-350-047-000 010-373-002-000 010-616-016-000 045-160-020-000 046-020-067-000 046-230-062-000 058-350-066-000 010-373-003-000 010-616-017-000 045-160-025-000 046-020-069-000 046-230-063-000 058-350-067-000 010-373-004-000 014-031-002-000 045-160-033-000 046-030-010-000 046-230-064-000 058-350-074-000 010-373-005-000 014-032-001-000 045-170-022-000 046-030-030-000 046-230-067-000 058-350-075-000 010-373-006-000 014-032-006-000 045-170-023-000 046-030-035-000 046-230-070-000 058-350-076-000 010-373-007-000 014-033-013-000 045-170-024-000 046-030-037-000 046-230-071-000 058-350-077-000 010-373-008-000 014-035-021-000 045-170-034-000 046-030-040-000 046-230-072-000 058-350-078-000 Weed Abatement Mailing List By APN 2026
1413
010-373-009-000 014-042-003-000 045-170-042-000 046-030-041-000 046-230-073-000 058-370-054-000 010-373-012-000 014-052-019-000 045-181-011-000 046-030-043-000 046-230-075-000 067-010-026-000 010-373-017-000 014-053-027-000 045-182-003-000 046-030-044-000 046-230-076-000 067-010-037-000 010-374-001-000 014-053-028-000 045-182-004-000 046-030-046-000 046-240-001-000 067-010-041-000 010-374-002-000 014-054-015-000 045-182-010-000 046-030-054-000 046-240-002-000 067-010-042-000 010-374-003-000 014-054-016-000 045-190-015-000 046-030-056-000 046-240-003-000 067-010-046-000 010-374-004-000 014-054-017-000 045-190-021-000 046-040-008-000 046-240-004-000 067-010-047-000 010-374-007-000 014-054-018-000 045-190-022-000 046-040-012-000 046-240-006-000 067-020-038-000 010-374-011-000 014-071-001-000 045-190-025-000 046-040-013-000 046-240-017-000 067-020-053-000 010-374-012-000 014-074-014-000 045-200-010-000 046-040-015-000 046-240-020-000 067-020-060-000 010-374-013-000 014-083-006-000 045-200-011-000 046-040-017-000 046-240-022-000 067-020-067-000 010-374-014-000 014-084-011-000 045-200-012-000 046-050-022-000 046-240-030-000 067-020-074-000 010-374-015-000 014-091-002-000 045-200-015-000 046-050-058-000 046-240-032-000 067-030-001-000 010-374-016-000 014-091-033-000 045-200-016-000 046-050-059-000 046-240-033-000 067-030-032-000 010-374-017-000 014-122-008-000 045-200-017-000 046-050-061-000 046-240-036-000 067-030-044-000 010-422-041-000 014-125-021-000 045-200-018-000 046-050-062-000 046-250-001-000 067-040-008-000 010-422-042-000 014-126-009-000 045-200-019-000 046-050-064-000 046-250-005-000 067-052-012-000 010-422-044-000 014-127-031-000 045-211-001-000 046-050-065-000 046-250-007-000 067-052-021-000 010-422-045-000 014-134-021-000 045-211-015-000 046-050-066-000 046-250-011-000 067-052-030-000 010-422-046-000 014-460-027-000 045-211-016-000 046-050-073-000 046-250-013-000 067-052-035-000 010-441-003-000 014-460-033-000 045-211-017-000 046-050-074-000 046-250-014-000 067-060-005-000 010-462-001-000 014-460-045-000 045-211-018-000 046-050-077-000 046-250-018-000 067-070-003-000 010-464-003-000 014-471-008-000 045-212-003-000 046-050-083-000 046-250-019-000 067-110-005-000 010-465-006-000 014-471-009-000 045-212-011-000 046-050-084-000 046-250-020-000 067-110-023-000 010-465-017-000 014-472-013-000 045-212-012-000 046-050-086-000 046-250-021-000 067-110-025-000 010-466-003-000 014-472-014-000 045-212-013-000 046-100-003-000 046-250-022-000 067-120-023-000 010-471-001-000 014-481-020-000 045-220-003-000 046-100-006-000 046-260-008-000 067-120-024-000 010-471-002-000 014-481-021-000 045-220-005-000 046-100-008-000 046-260-013-000 067-120-060-000 010-471-012-000 014-482-019-000 045-220-006-000 046-100-014-000 046-260-015-000 067-132-003-000 010-471-013-000 014-482-020-000 045-220-007-000 046-100-015-000 046-260-017-000 067-160-011-000 010-471-014-000 014-482-021-000 045-220-008-000 046-100-016-000 046-260-018-000 067-170-014-000 010-475-001-000 014-482-025-000 045-230-001-000 046-100-017-000 046-260-019-000 067-170-016-000 010-475-006-000 014-483-018-000 045-230-002-000 046-100-019-000 046-260-020-000 067-170-018-000 010-482-006-000 014-491-011-000 045-230-004-000 046-100-020-000 046-260-021-000 067-180-001-000 010-482-012-000 014-491-012-000 045-230-005-000 046-100-022-000 046-260-022-000 067-180-002-000 010-482-013-000 014-491-013-000 045-230-007-000 046-100-023-000 046-260-023-000 067-180-005-000 010-482-014-000 014-500-002-000 045-230-008-000 046-110-011-000 046-260-024-000 067-180-041-000 010-482-015-000 014-531-045-000 045-230-010-000 046-110-013-000 046-260-027-000 067-180-053-000 010-482-016-000 014-531-046-000 045-230-012-000 046-110-014-000 046-260-028-000 067-180-056-000 010-482-017-000 014-531-047-000 045-230-013-000 046-120-006-000 046-260-029-000 067-180-062-000 010-482-018-000 014-531-048-000 045-230-014-000 046-120-009-000 046-260-030-000 067-180-063-000 010-482-019-000 014-531-056-000 045-230-015-000 046-120-012-000 046-270-004-000 067-180-065-000 010-484-001-000 014-532-014-000 045-230-016-000 046-120-019-000 046-270-019-000 067-180-067-000 010-491-008-000 014-580-009-000 045-230-017-000 046-120-020-000 046-270-024-000 067-210-002-000 010-491-025-000 014-580-010-000 045-230-018-000 046-120-024-000 046-270-025-000 067-210-006-000 010-492-002-000 014-600-034-000 045-230-019-000 046-120-028-000 046-270-038-000 067-220-010-000 010-494-007-000 014-600-071-000 045-230-020-000 046-120-029-000 046-270-039-000 067-230-031-000 Weed Abatement Mailing List By APN 2026
1414
010-495-004-000 014-610-004-000 045-230-024-000 046-120-031-000 046-270-040-000 067-260-089-000 010-495-010-000 014-610-010-000 045-230-025-000 046-120-032-000 046-270-041-000 067-290-007-000 010-495-011-000 014-610-013-000 045-230-026-000 046-120-033-000 046-270-042-000 067-290-012-000 010-495-012-000 014-610-014-000 045-230-027-000 046-120-037-000 046-270-043-000 067-290-014-000 010-495-013-000 014-610-018-000 045-230-029-000 046-120-040-000 046-270-045-000 067-300-009-000 010-503-033-000 014-610-019-000 045-240-002-000 046-120-044-000 046-270-051-000 067-320-004-000 010-511-017-000 014-610-020-000 045-240-003-000 046-130-043-000 046-280-011-000 067-330-020-000 010-511-040-000 014-610-021-000 045-240-004-000 046-130-046-000 046-280-012-000 067-330-022-000 010-523-001-000 014-610-022-000 045-240-005-000 046-130-065-000 046-280-015-000 072-011-001-000 010-523-008-000 014-620-003-000 045-240-006-000 046-130-069-000 046-342-019-000 072-033-001-000 010-523-012-000 014-620-008-000 045-240-007-000 046-130-071-000 046-351-017-000 072-082-022-000 010-523-024-000 014-620-010-000 045-240-010-000 046-130-074-000 046-351-018-000 072-103-006-000 010-523-026-000 014-620-012-000 045-240-014-000 046-130-084-000 046-362-031-000 072-104-001-000 010-523-029-000 014-620-013-000 045-260-006-000 046-130-088-000 046-362-032-000 072-104-018-000 010-523-030-000 014-620-014-000 045-260-008-000 046-140-010-000 046-461-001-000 072-112-030-000 010-523-032-000 014-620-015-000 045-260-009-000 046-140-029-000 046-461-002-000 072-124-019-000 010-523-034-000 014-620-017-000 045-260-010-000 046-143-011-000 046-531-030-000 072-133-025-000 010-523-039-000 014-680-014-000 045-260-011-000 046-143-027-000 046-541-001-000 072-141-018-000 010-523-040-000 014-680-016-000 045-260-020-000 046-144-012-000 046-551-003-000 072-151-009-000 010-530-002-000 014-680-018-000 045-260-021-000 046-144-029-000 046-551-004-000 072-171-010-000 010-559-019-000 014-680-019-000 045-260-022-000 046-145-001-000 046-642-005-000 072-191-010-000 010-570-001-000 014-690-044-000 045-260-023-000 046-151-005-000 046-651-020-000 072-201-001-000 010-611-001-000 014-690-054-000 045-260-024-000 046-151-006-000 046-651-022-000 072-261-030-000 010-611-002-000 014-690-074-000 045-260-028-000 046-151-017-000 046-661-001-000 072-291-013-000 010-611-003-000 014-690-082-000 045-260-029-000 046-152-001-000 046-661-010-000 072-366-024-000 010-611-004-000 014-690-088-000 045-260-030-000 046-152-005-000 046-661-011-000 072-366-025-000 010-611-005-000 014-690-089-000 045-260-031-000 046-160-014-000 046-691-020-000 Weed Abatement Mailing List By APN 2026
1415

CITY COUNCIL AGENDA REPORT
MEETING DATE: April 15, 2026 ITEM # 16
SUBJECT:

CONSIDERATION OF FIRST READING OF ORDINANCE 26-2 REGARDING AMENDMENTS TO TITLE 12 (PUBLIC SPACES) OF THE MUNICIPAL CODE INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Erin Ayala, Business Manager
Parks and Recreation Department
ATTACHMENT [X ] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this item is to facilitate the City Council’s consideration of Ordinance 26-2 regarding amendments to Title 12 (Streets, Sidewalk, and Public Places) of the municipal code.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1) Consider a first reading and read by title and number only Ordinance 26-2, amending Title 12 (Street, Sidewalks, and Public Places) of the Municipal Code regarding: Chapter 12.15 Skateboard Parks and Regulations Governing the use of Skateboard Parks within the city limits of the City of West Sacramento; and
2) Inform the audience that the second reading and adoption of Ordinance 26-2, is tentatively scheduled for May 6, 2026.

BACKGROUND
The skate park at Westacre Park was constructed in 2004. Chapter 12.15 of the City of West Sacramento Municipal Code relating to skateboard parks and regulations governing use of skateboard parks within the city limits of the City of West Sacramento and was adopted by City Council via Ordinance 03-14.

Chapter 12.15 of the City of West Sacramento municipal code is intended to regulate skateboard parks to ensure the safety, health, and welfare of users by establishing park hours, rules for use, defining acceptable activities, and identifying prohibited activities.

ANALYSIS
Since 2003, the City has evolved and so have its parks. The City has two new skate parks in construction at Westacre Park and Heritage Oaks Park, with completion expected spring and summer 2026 respectfully. In addition to the skate facilities, two pump tracks will also be constructed at Westacre Park and Heritage Oaks Park, so use of those facilities will need to be regulated as well. Technology has changed since Chapter 12.15 of the municipal code was initially adopted, and skate parks and pump tracks have new users to consider. In addition to skateboards and bicycles that have traditionally used these facilities, we must consider roller skates, in-line skates, rollerblades, scooters, and other coasting devices, e-bikes and other electrical
Chapter 12.15 of the City of West Sacramento Municipal Code is proposed to be amended as follows:

Defining the following terms:
 Motorized vehicle to include: E-conveyances, E-skateboards, E-bikes, and E-scooters.  Pump track to mean surface that includes a circuit of rollers, banked turns, and features designed to be ridden completely by riders “pumping” – generating momentum by up and down body movement, instead of pedaling or pushing.
 Vehicle to include: gasoline, electric, battery, or other fuel-powered devices by which any person or object may be propelled, moved or drawn, including but not limited to go-karts, minibikes, motorized bikes, e-bikes, model boats, and model airplanes.  Redefine skateboard park to include pump tracks.
 Clarifying that a Skateboard means a non-motorized board of any material, which has wheels attached to it and which is propelled or moved by human, gravitational, or mechanical power 1416 First Reading of Ordinance 56-2
April 15, 2026

and to which there is not fixed any device or mechanism to turn or control the wheels.  Skates are defined as a non-motorized device worn or affixed to the feet with small wheels for skating on a surface other than ice.

Updating Regulations for Use
 Minor adjustments to the regulations for use in Section 12.15.030 to ensure internal consistency with definition updates.
 Prohibiting use of skateboard parks by motorized vehicles, as defined.  One new regulation prohibiting individuals from bringing any additional obstacles or other materials, such as ramps or jumps, into a skateboard park.

Environmental Considerations
This project is exempt from CEQA pursuant to CEQA Guidelines Sections 15061(b)(3) because it can be seen with certainty that there is no possibility that the adoption of the ordinance may have a significant effect on the environment and is exempt pursuant to CEQA Guidelines Section 15301 as this involves no expansion of existing skateboard parks.

Commission Recommendation
On February 3, 2026, the Parks Recreation and Intergenerational Services Commission were provided with an update on the proposed changes to the municipal code as part of the Director’s Report. The Commissioners were generally supportive of the proposed modifications.

Strategic Plan Integration
Updating Chapter 12.15 of the City of West Sacramento Municipal Code improves the regulation of skate parks and pump tracks with the City of West Sacramento, promoting the health and safety of our park users. These municipal code updates align with Strategic Plan Principle: Parks & Open Spaces – Provide diverse outdoor options for recreation and communing with natural at any age.

Alternatives
The Council’s primary alternatives are summarized below:

1. Propose additional modifications to the Municipal Code and direct staff to return at a future date with additional information and/or a modified Ordinance; or

2. Decline to take action on this item, and direct staff to discontinue work on the proposed Municipal Code modification.

Coordination and Review
The proposed Municipal Code updates have been coordinated with the Community Development Department, the City Mangers Office, and the City Attorney’s Office.

Budget/Cost Impact
The proposed Municipal Code updates will provide for better regulation of skateboard parks within the City of West Sacramento. Better regulation will result in a cleaner, safer park for users, and reduce ongoing repair and maintenance costs.

ATTACHMENTS

1. Draft Ordinance 26-2

2. Redline version of ordinance showing proposed amendments 1417
Attachment 1
4935-1703-6436.1 007203.004
ORDINANCE 26-02

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO AMENDING CHAPTER 12.15 OF THE

WEST SACRAMENTO MUNICIPAL CODE GOVERNING SKATEBOARD PARKS The City Council of the City of West Sacramento does ordain as follows:

Section 1. Purpose and Authority. The purpose of this Ordinance is to amend Chapter

12.15 of the City of West Sacramento Municipal Code relating to skateboard parks and regulations governing use of skateboard parks. The City Council enacts this Ordinance in accordance with the authority granted to Cities by State law.

Section 2. Amending Chapter 12.15. Chapter 12.15 of the West Sacramento Municipal Code is hereby amended to read as follows:

CHAPTER 12.15

SKATEBOARD PARKS AND REGULATIONS GOVERNING USE OF SKATEBOARD PARKS
§ 12.15.010. Definitions.

For purposes of this chapter, unless otherwise apparent from the context, certain words and phrases used in this chapter are defined as follows:
"Motorized vehicle" includes, but is not limited to, any and all vehicles commonly known as automobiles, motorcycles, E-conveyances, E-skateboards, E-bikes, and E-scooters. “Pump track” means a surface that involves a circuit of rollers, banked turns, and features designed to be ridden completely by riders “pumping” – generating momentum by up and down body movement, instead of pedaling or pushing.
"Skateboard" means a non-motorized board of any material, which has wheels attached to it and which is propelled or moved by human, gravitational, or mechanical power and to which there is not fixed any device or mechanisms to turn or control the wheels. "Skating" means the use of a skateboard or skates by an individual. "Skates" means a non-motorized device worn on or affixed to the feet with small wheels for skating on a surface other than ice.
"Skateboard Park" means an area designated as a skateboard park by the City of West Sacramento. The term "skateboard park" includes a pump track. “Vehicle” means and includes gasoline, electric or other fuel-powered or devices by which any person or object may be propelled, moved or drawn, including but not limited to go-karts, minibikes, motorized bikes, e-bikes, model boats and model airplanes. 1418
4935-1703-6436.1 007203.004
§ 12.15.020. Safety equipment requirement.

Any individual skating, riding and/or using a skateboard, scooter, non-motorized bicycle, skates, rollerblades or adaptive or similar coasting device at a skateboard park must wear a helmet, elbow pads and kneepads.
§ 12.15.030. Regulations for use.

Individuals skating, riding, and/or using a skateboard, scooter, non-motorized bicycle, skates, rollerblades or adaptive or similar coasting devices at a skateboard park, and all persons in charge of minors who are riding, skating and/or using the skateboard park, are subject to the following regulations:

A. It is unlawful for an individual to use a skateboard park for any purpose other than skating or skateboarding, scooting, biking, rollerblading, pumping, or utilizing an adaptive or similar coasting device.

B. It is unlawful to operate any motorized vehicle, whether licensed or unlicensed, within any skateboard park. This section shall not apply to individuals performing work for the City.

C. It is unlawful for an individual to use and/or possess alcohol or drugs in a skateboard park.

D. It is unlawful for an individual to litter in a skateboard park.

E. It is unlawful for an individual to cause graffiti or tagging in or on a skateboard park.

F. It is unlawful for an individual to skate, skateboard, scooter, bicycle, rollerblade or utilize an adaptive or similar coasting device on railing or structures not intended to be ridden on, including, but not limited to, fences, handrails, or the outer railing of a skateboard park.

G. It is unlawful for an individual to bring any additional obstacles or other material, such as ramps or jumps, into a skateboard park for utilization.

H. It is unlawful for an individual not expressly authorized by the City to remain in a skateboard park when said park is closed for public use.
§ 12.15.040. Hours of operation.

The director of Parks and Recreation shall establish the hours of operation for a skateboard park. Such hours shall be posted at the skateboard park. § 12.15.050. Violation—Penalty.

Violation of Section 12.15.020 shall result in the removal of the individual from the skateboard park. Violation of Section 12.15.030 shall be an infraction punishable by:

A. A fine not exceeding one hundred dollars for a first violation; B. A fine not exceeding two hundred dollars for a second violation within one year; and C. A fine not exceeding five hundred dollars for each additional violation within one year. 1419
4935-1703-6436.1 007203.004
Section 3. Severability. If any provision of this chapter, or the application of any such provision to any person or circumstance shall be held invalid, the remainder of this chapter, to the extent it can be given effect, or the application of those provisions to persons or circumstances other than those as to which it is held invalid, shall not be affected thereby, and to this end the provisions of this chapter are severable.

Section 4. Effective Date and Publication. This ordinance shall take effect 30 days after its adoption, and pursuant to Resolution 99-46 was published in summary format prior to adoption, and a summary will be published within fifteen (15) days after adoption in a paper of general circulation published and circulated within the City of West Sacramento.

Section 5. Environmental Review. This project is exempt from CEQA pursuant to CEQA Guidelines Sections 15061(b)(3) because it can be seen with certainty that there is no possibility that the adoption of the ordinance may have a significant effect on the environment, and is exempt pursuant to CEQA Guidelines Section 15301 as this involves no expansion of existing skateboard parks.
1420
4935-1703-6436.1 007203.004
PASSED AND ADOPTED by the City Council of the City of West Sacramento this 6th day of May, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST: Approved as to form:

Jennifer Cusmir, City Clerk Jeffrey Mitchell, City Attorney CODIFY UNCODIFY __________
1421
Attachment 2
4935-1703-6436.1 007203.004
ORDINANCE 26-02

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO AMENDING CHAPTER 12.15 OF THE

WEST SACRAMENTO MUNICIPAL CODE GOVERNING SKATEBOARD PARKS The City Council of the City of West Sacramento, CA does ordain as follows:
§ 12.15.010 STREETS, SIDEWALKS AND PUBLIC PLACES § 12.15.040 Section 1. Purpose and Authority. The purpose of this Ordinance is to amend Chapter

12.15 of the City of West Sacramento Municipal Code relating to skateboard parks and regulations governing use of skateboard parks. The City Council enacts this Ordinance in accordance with the authority granted to Cities by State law.

Section 2. Amending Chapter 12.15. Chapter 12.15 of the West Sacramento Municipal Code is hereby amended to read as follows:

CHAPTER 12.15

SKATEBOARD PARKS AND REGULATIONS GOVERNING USE OF SKATEBOARD PARKS
§ 12.15.010. Definitions.

For purposes of this chapter, unless otherwise apparent from the context, certain words and phrases used in this chapter are defined as follows:
"Motorized vehicle" includes, but is not limited to, any and all vehicles commonly known as automobiles, motorcycles, E-conveyances, E-skateboards, E-bikes, and E-scooters. “Pump track” means a surface that involves a circuit of rollers, banked turns, and features designed to be ridden completely by riders “pumping” – generating momentum by up and down body movement, instead of pedaling or pushing.
"Skateboard" means a non-motorized board of any material, which has wheels attached to it and which is propelled or moved by human, gravitational, or mechanical power and to which there is not fixed any device or mechanisms to turn or control the wheels. "Skating" means the use of a skateboard or skates by an individual. "Skates" means a non-motorized device worn on or affixed to the feet with small wheels for skating on a surface other than ice.
"Skateboard parkPark" means an area designated as a skateboard park by the cityCity of West Sacramento. The term "skateboard park" includes a pump track. (Ord. 03-14 § 3)
“Vehicle” means and includes gasoline, electric or other fuel-powered devices by which any 1422
4935-1703-6436.1 007203.004
person or object may be propelled, moved or drawn, including but not limited to go-karts, minibikes, motorized bikes, e-bikes, model boats and model airplanes. § 12.15.020. Safety equipment requirement.

Any individual skating or, riding and/or using a skateboard, scooter, non-motorized bicycle, skates, rollerblades or adaptive or similar coasting device at thea skateboard park must wear a helmet, elbow pads and kneepads. (Ord. 03-14 § 3)
§ 12.15.030. Regulations for use.

Individuals riding, skating, riding, and/or using a skateboard, scooter, non-motorized bicycle, skates, rollerblades or adaptive or similar coasting devices at a skateboard park, and all persons in charge of minors who are riding, skating and/or using the skateboard park, are subject to the following regulations:

A. It is unlawful for an individual to use thea skateboard park for any purpose other than skating or skateboarding. , scooting, biking, rollerblading, pumping, or utilizing an adaptive or similar coasting device.

B. It is unlawful to operate any motorized vehicle, whether licensed or unlicensed, within any skateboard park. This section shall not apply to individuals performing work for the City.

B.C. It is unlawful for an individual to use and/or possess alcohol or drugs in thea skateboard park.

C.D. It is unlawful for an individual to litter in thea skateboard park.

D.E. It is unlawful for an individual to cause graffiti or tagging in or on thea skateboard park.

E.F. It is unlawful for an individual to skate or skateboard, skateboard, scooter, bicycle, rollerblade or utilize an adaptive or similar coasting device on the fence orrailing or structures not intended to be ridden on, including, but not limited to, fences, handrails, or the outer railing of thea skateboard park.

F.G. It is unlawful for an individual to skatebring any additional obstacles or skateboard on the non-public property on which theother material, such as ramps or jumps, into a skateboard park is located. for utilization.

G.H. It is unlawful for an individual not expressly authorized by the cityCity to remain in thea skateboard park when said park is closed for public use. (Ord. 03-14 § 3) Downloaded from https://ecode360.com/WE5032 on 2026-03-02 City of West Sacramento, CA
§ 12.15.040 WEST SACRAMENTO CODE § 12.15.050
§ 12.15.040. Hours of operation.

The director of parksParks and community servicesRecreation shall establish the hours of operation for a skateboard park. Such hours shall be posted at the skateboard park. (Ord. 1423
4935-1703-6436.1 007203.004
03-14 § 3)
§ 12.15.050. Violation—Penalty.

Violation of Section 12.15.020 shall result in the removal of the individual from the skateboard park. Violation of Section 12.15.030 shall be an infraction punishable by:

A. A fine not exceeding one hundred dollars for a first violation; B. A fine not exceeding two hundred dollars for a second violation within one year; and C. A fine not exceeding five hundred dollars for each additional violation within one year. (Ord. 03-14 §
Section 3) . Severability. If any provision of this chapter, or the application of any such provision to any person or circumstance shall be held invalid, the remainder of this chapter, to the extent it can be given effect, or the application of those provisions to persons or circumstances other than those as to which it is held invalid, shall not be affected thereby, and to this end the provisions of this chapter are severable.

Downloaded from https://ecode360.com/WE5032 on 2026-03-02Section 4. Effective Date and Publication.

This ordinance shall take effect 30 days after its adoption, and pursuant to Resolution 99-46 was published in summary format prior to adoption, and a summary will be published within fifteen (15) days after adoption in a paper of general circulation published and circulated within the City of West Sacramento.

Section 5. Environmental Review. This project is exempt from CEQA pursuant to CEQA Guidelines Sections 15061(b)(3) because it can be seen with certainty that there is no possibility that the adoption of the ordinance may have a significant effect on the environment, and is exempt pursuant to CEQA Guidelines Section 15301 as this involves no expansion of existing skateboard parks.
1424
4935-1703-6436.1 007203.004
PASSED AND ADOPTED by the City Council of the City of West Sacramento this 6th day of May, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST: Approved as to form:

Jennifer Cusmir, City Clerk Jeffrey Mitchell, City Attorney CODIFY UNCODIFY __________
1425

Statutory Exemptions. State code number:

_______________________________________________
Print Form
Notice of Exemption Appendix E
To: Office of Planning and Research From: (Public Agency): ____________________________ P.O. Box 3044, Room 113 _______________________________________________ Sacramento, CA 95812-3044 County Clerk
(Address)
___________________________
___________________________
County of: __________________
Project Title: ____________________________________________________________________________ Project Applicant: ________________________________________________________________________ Project Location - Specific:

Project Location - City: ______________________ Project Location - County:

Description of Nature, Purpose and Beneficiaries of Project:
_____________________
Name of Public Agency Approving Project: _____________________________________________________ Name of Person or Agency Carrying Out Project: ________________________________________________ Exempt Status: (check one):

Ministerial (Sec. 21080(b)(1); 15268);
Declared Emergency (Sec. 21080(b)(3); 15269(a));
Emergency Project (Sec. 21080(b)(4); 15269(b)(c));
Reasons why project is exempt:

Lead Agency
Contact Person: ____________________________ Area Code/Telephone/Extension: _______________ If filed by applicant:

1. Attach certified document of exemption finding.

2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No Signature: ____________________________ Date:

Signed by Lead Agency Signed by Applicant
Authority cited: Sections 21083 and 21110, Public Resources Code. Date Received for filing at OPR:

Reference: Sections 21108, 21152, and 21152.1, Public Resources Code. _______________
Categorical Exemption. State type and section number: ____________________________________ ______________________________________________
______________ Title: _______________________
Revised 2011
Attachment 3
1426

CITY COUNCIL AGENDA REPORT
MEETING DATE: April 15, 2026 ITEM # 17
SUBJECT:

CONSIDERATION OF RATIFICATION OF STRATEGIC PLAN SUMMARY FOR 2026 INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ X ] Staff
[ ] Other
Amanda Berlin, Asst. City Manager – Admin. Services
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
The purpose of this report is to seek ratification of the City Council’s Strategic Plan Summary for 2026.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council review and ratify the attached 2026 Strategic Plan Summary.

BACKGROUND
For over 20 years, the City Council has met annually for a strategic planning session. One of the primary products from each session is a Policy and Management Agenda for the year, which is presented in a Strategic Plan Summary. The Council develops the City’s annual Strategic Plan Summary by identifying strategic priorities for action and implementation in that year based on consideration of and selection from both councilmemberpresented ideas, projects, programs and initiatives, as well as staff-identified projects and programs.

The Strategic Plan Summary include two main categories of items. The Policy Agenda reflects those projects, programs or ideas wherein the Council believes it still needs to provide policy guidance. The Management Agenda has project, programs or ideas where, generally, the Council has given policy guidance and the matter now rests with the management team to implement or take the next steps.

Based on the Strategic Plan Summary, staff also produces an Action Agenda which serves as a more detailed description of each of the items in the Summary along with the department overseeing the item, and the expected milestones, completion dates and notes. It also contains a third category of items, Major Projects, which includes development, capital and planning projects funded in the CIP or by Council action which need design or to be constructed/implemented. The document is intended to be a living document and is updated periodically as milestones are reached, added or revised. Subsequent to ratification of the 2026 Strategic Plan Summary, the 2026 Action Agenda will be completed and both documents will be provided to the Council and posted on the City’s website.

ANALYSIS
The City Council met on February 5 & 6 for its 2026 strategic planning session. The attached 2026 Strategic Plan Summary reflects the primary outcome from the annual strategic planning session and comprises the Policy and Management Strategic Priorities for action and implementation in the upcoming year. Given their magnitude and complexity, some items on the 2026 Strategic Plan Summary have been carried over from prior years. The format of the 2026 Strategic Plan Summary includes the lists of Policy and Management Priorities as well as a graphic that visually demonstrates the Strategic Principles reflective of and tied to the items on the lists by color.

Environmental Considerations
N/A
Commission Recommendation
N/A
Strategic Plan Integration
The 2026 Strategic Plan Summary reflects the primary work product from the Council’s annual strategic planning session.
1427
2026 Strategic Plan Summary
April 15, 2026

Alternatives
Staff recommends ratification of the 2026 Strategic Plan as reflective of the discussion at the Council’s planning session. As an alternative, the Council could modify any of the wording or order of items.

Coordination and Review
The 2026 Strategic Plan Summary was first agreed upon by the Council at its February planning session.

Budget/Cost Impact
N/A

ATTACHMENT

1. 2026 Strategic Plan Summary
1428

STRATEGIC

PRINCIPLES

STRATEGIC

MOBILITY &

CONNECTIVITY
Provide convenient and
sustainable choices for
people to get where
they are going.

INCLUSIVE & DIVERSE
Effectuate equitable investment and
social/environmental justice in the
city and cultivate an organization
that reflects our city’s diversity.

PARKS &

OPEN SPACE
Provide diverse outdoor
options for recreation
and community with
nature at any age.

CORE SERVICES &

INFRASTRUCTURE
Sustain a financially sound city in which
everyone feels safe and secure, with quality
services and well-maintained infrastructure.

CLIMATE & ENERGY

RESILIENCY
Reduce climate impact, protect
our environment and energy
and improve reliability.

ENGAGE & LEARN
Leverage existing and new
programming to support a
sense of community and
lifelong learning.

HOUSING &

HOMELESSNESS
Provide housing options for
everyone and services for the
most vulnerable members of our
community.

LOCAL ECONOMIC DEVELOPMENT
Catalyze development in riverfront and downtown
areas and attract and retain businesses to maintain
a strong and diverse local economy.
2026 STRATEGIC PRIORITIES

MANAGEMENT
Measure O/EIFD Bond Implementation
Bryte Park Construction
I Street Bridge Replacement/Deck Conversion
Construction
Stone Lock Planning & Development
Grand Gateway Development
Pheasant Club Development
City Gateway Beautification
Small Business/Childcare Grant Program
Broadband Access & Affordability
Climate Action Plan Implementation
POLICY
Flood Protection Construction
Future of City Transit
Enterprise Crossing Design & Engineering
Retail Cannabis Program Direction
Tree Preservation Ordinance Updates & Urban
Forest Master Plan
Industrial Zoning Modernization
West Capitol Avenue Redevelopment
MLB Expansion Exploration
Local Non-Profit Services Impact Assessment
Homelessness Response & Support
Immigration Protection Response
Waste Hauler Contract Implementation
Local Hire/Skilled Workforce Ordinance &
Alternative Bidding Practices Exploration
Emergency Water Intertie
Southport Design Guidelines
Performance Management Platform
1429
CITY COUNCIL AGENDA REPORT.

MEETING DATE: April 15, 2026 ITEM # 18
SUBJECT:

CONSIDERATION OF APPROVALS OF JOB DESCRIPTIONS AND UPDATES TO

PUBLICLY AVAILABLE PAY SCHEDULE, AUTHORIZED POSITION LIST FOR FISCAL YEAR 2025/2026, AND THE STATIONARY ENGINEERS, LOCAL 39 BENEFIT SUMMARY INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X ] Staff
[ ] Other
Kaitlyn Montez, Human Resources Supervisor
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
The purpose of this report is to seek City Council approval for various job descriptions and updates to the publicly available pay schedule FY25/26, Authorized Position List for FY25/26 and the Stationary Engineers, Local 39 Benefit Summary.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Approve the amended and updated publicly available pay schedule (Classification Plan) for Fiscal Year 2025/26;

2. Approve the amended and updated Authorized Position List (APL) for Fiscal Year 2025/26;

3. Approve the Lead Road Maintenance Worker Job Description;

4. Approve the Lead Sewer Maintenance Worker Job Description;

5. Approve the Lead Water Maintenance Worker Job Description; and

6. Approve the updated and amended Stationary Engineers, Local 39 Benefit Summary.

BACKGROUND
Pursuant to City Personnel Rules, Section 3.4, each position in the City is required to be assigned to an appropriate classification. For each classification, a written description of the classification is required to be prepared by the City Manager and approved by the City Council. The description must include the official title of the classification and the minimum qualifications required for admission in the classification. When new classifications are added or changes in duties and responsibilities or qualifications for existing classifications are required, the City Council must approve such descriptions.

The Authorized Position List (APL) identifies the number of positions and their respective classification titles by budget unit. Staff must bring an updated Authorized Position List to the City Council for approval whenever there are changes to the number(s) of positions or budget unit(s).

The Publicly Available Pay schedule (Classification Plan) establishes the monthly and annual salary ranges for all regular authorized positions as well as the pay schedule for the Mayor, City Council members, and all extra help positions in the City. CalPERS requires the City bring updated salary ranges (Classification Plan) to the City Council whenever there are changes to the salary ranges or job titles.

The City also maintains Benefits Summaries which contain information regarding benefits offered to the various employee groups. When updates to Benefits Summaries are proposed, they are presented to the Council for consideration and approval. The Benefits Summaries attached include updates related to the proposed classification changes for the Stationary Engineers, Local 39 employee group.

ANALYSIS
Previously, the City maintained a single Chief Maintenance Worker classification that could be assigned to Water, Sewer, or Roads. Because the classification covered multiple specialty areas, the job description remained broad and did not fully capture the specific duties, certifications, and technical expertise required for each discipline. This structure also created recruitment challenges, as candidates were expected to demonstrate qualifications across all functional areas, even if the vacancy was specific to one. By separating the classification into distinct specialty roles, the City can now recruit candidates with focused experience and credentials in the specific area they are applying for, resulting in a more targeted, competitive, and effective hiring process. As a 1430
Updates To Publicly Available Pay Schedule, Job Descriptions, Authorized Position List, and Benefit Summary.

April 15, 2026

result of this change, the City also updated the salary schedule, Authorized Position List (APL), job descriptions, and benefit summary to reflect the new titles and corresponding pay.

Environmental Considerations
Not applicable
Commission Recommendation
Not applicable
Strategic Plan Integration
These recommendations support the City Council’s Mission to provide Quality Municipal Services and a City government that is financially sound with a superior workforce.

Alternatives
The City Council may choose not to approve the recommended action, and the Human Resources Division and Public Works O&M Department would resume the meet and confer process with the Stationary Engineers, Local 39 to implement the desired changes.

Coordination and Review
This report has been coordinated between the City Manager's Office, Human Resources Division, and the Public Works O&M Department.

Budget/Cost Impact
The associated cost increases created by the adjustments to the publicly available pay schedule (Classification Plan) will be absorbed in the department’s current operating budget.

ATTACHMENTS

1. Amended and updated publicly available pay schedule (Classification Plan) for Fiscal Year 2025/26

2. Amended and updated Authorized Position List (APL) for Fiscal Year 2025/26

3. Lead Road Maintenance Worker Job Description

4. Lead Sewer Maintenance Worker Job Description

5. Lead Water Maintenance Worker Job Description

6. Stationary Engineers, Local 39 Benefit Summary
1431

CITY OF WEST SACRAMENTO

LEADCHIEF ROAD MAINTENANCE WORKER
DEFINITION: The Lead RoadChief Maintenance Worker performs a variety of tasks necessary to install, maintain, repair, and improve all streets and roads-related City infrastructure, which includes, but is not limited to, the sewer collection and water distribution systems, storm drainage facilities, streets and sidewalks, curbs and gutters.

SUPERVISION RECEIVED AND EXERCISED: Receives general direction from the Utilities Maintenance Superintendent or designee. Exercises lead technical and functional direction and training over assigned staff.

CLASS CHARACTERISTICS: The ChiefLead Road Maintenance Worker is an advancedjourney level classification, the senior level in this series, providing technicallead supervision over the work and training to subordinate personnel. This class is distinguished from the entry and journey level classification in the Maintenance Worker/Senior series because it is responsible for lead direction and oversight; but it is also distinguished from the next higher-level classification, which is supervisory.

EXAMPLES OF ESSENTIAL FUNCTIONS: (Illustrative Only): Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Assists the Utilities Maintenance Superintendent and Road Maintenance Supervisor to implement goals, objectives, policies, and priorities.
 Assigns, performs, inspects and supervises the installation, repair, replacement, and maintenance of roadssewer, water, streets, signs and markings as well as storm drain systems and related facilities.
 Assigns and performs the most complex and highly skilled operational duties such as budget reviewadministration, parts and equipment procurement, and preparing operating procedures.
 Spreads asphaltic road building material over road surfaces by shoveling, raking, and brushing material to correct thickness.
 Performs Ccrack seals, patches, oils, and seals road surfaces.  Repairs and patches curbs, gutters, bridge decks, sidewalks, and performs related concrete work.
 Fills potholes.
 Sets out and picks up barricades and warning signs.
 Operates an acetylene torch.
 Cuts, fits, lays and repairs drainage mains.
 Cleans, weedeats, mows, and repairs ditches and canals.  Operates and maintains a variety of pipe cleaning, inspection, and maintenance equipment.
1432

CITY OF WEST SACRAMENTO
LeadChief Road Maintenance Worker (Continued)
 Operates hydraulic equipment, high pressure combination cleaners and closed-circuit camera equipment in preventive maintenance and emergency cleaning of storm mains and drains.
 Practices shoring techniques when appropriate.
 Develops schedules and methods to accomplish assignments ensuring work is completed in a timely and efficient manner.
 Reads and interprets system maps and blueprints, including Underground Service Alert marking and notification.
 Plans, installs, maintains, repairs, and upgrades streets, street signs, and markings, storm mains, storm drains, canals, and ditches..

Plans, installs, maintains, repairs, and upgrades storm mains, storm drains, canals, and ditches.
 Creates and makes signs usuing sign making software and equipment. 
 Maintains detailed records.
 Respond to emergency calls.

 Evaluates operational effectiveness.
 Provides technical training and lead supervision to subordinate personnel.  Participates in the operation and maintenance of a variety of equipment, including but not limited to, large trucks and medium-sized construction equipment such as loaders, backhoes, paving machines, pavement rollers, trenching machines, mowers, jackhammers and compressors, as well as pipe threaders, and concrete saws.  Operates and maintains Sstreet cleaning equipment, mowing equipment, and a variety of hand and power tools.
 Operates and maintains mowing equipment.
 Operates and maintains a variety of heavy, medium, and light equipment.

Operates and maintains a variety of hand and power tools.  Inspects, cleans, adjusts and services tools and equipment.  Performs daily vehicle walk arounds.
 pPerforms weed abatement as necessary.
 Sets up and inspects traffic safety controls and/or devices prior to beginning field work; inspects traffic control during maintenance and construction assignments.  Provides overall supervision during the SupervisorSuperintendent's or designees absence.
 Assigns and performs other related duties and responsibilities as required.

QUALIFICATIONS:

Knowledge of: Methods, tools, materials and equipment used in the maintenance of public infrastructures with particular reference to sewer, water, storm drain facilities, streets, signs and markings, sidewalks, curbs and gutters; maintenance and construction standards and techniques related to municipal drainagesewer and water facilities and roads; the State Motor Vehicle Code as it applies to the operation of road construction, maintenance and repair 1433

CITY OF WEST SACRAMENTO
LeadChief Road Maintenance Worker (Continued)
equipment; operation and maintenance of light, medium, and heavy motorized equipment; principles of supervision and training, and safe work practices.

Skill in: Supervising the normal activities of subordinate personnel; performing heavy manual labor; performing assigned tasks safely and efficiently; performing a variety of tasks necessary to install, maintain, repair or improve City infrastructure; operating heavy trucks and equipment; and communicating effectively, both orally and in writing.; responding to emergency calls; operating and using modern office equipment including computers and applicable software; utilizing appropriate safety procedures and practices for assigned duties; establishing and maintaining effective working relationships with City staff and those contacted in the course of work; working with various members of the public in a tactful and effective manner; knowing and understanding operations, and observing safety rules; intermittently analyzing problem equipment; identifying and locating equipment; and interpreting work orders; EDUCATION AND EXPERIENCE: Any combination of training and experience which would provide the required knowledge and skill. A typical way to obtain the required knowledge and skill would be:

Education: High school diploma or equivalent.

Experience: TwoFive (25) years of experience equivalent to a Senior Maintenance Worker in the City of West Sacramento.

LICENSES AND CERTIFICATES: A valid California driver’s license. Possession of a valid Class "A" California driver's license within one (1) year of appointment and maintenance of license pursuant to the Department of Transportation regulations. Possession of Grade D2 or higher Water Distribution Certificate issued by the Water Resources Control Board at time of appointment. Ability to obtain within eighteen (18) months of appointment, a valid Grade D3 or higher Water Distribution Certificate issued by the Water Resources Control Board. Qualified Applicator’s Certificate as issued by the State of California Department of Pesticide Regulations is desirable.

WORKING CONDITIONS: Ability to wear and use SCBA units as regulated by CalOSHA.

Classification is subject to the drug and alcohol testing policy pursuant to the U.S. Department of Transportation regulations implementing the Federal Omnibus Transportation Employee Testing Act of 1991. Field and construction site environment; exposure to dust and noise; some heavy lifting, standing, climbing and bending; work with heavy equipment; work in inclement weather conditions, adverse conditions, and/or emergency situations.

PHYSICAL DEMANDS: Must possess mobility to work in the field, streets and various other City infrastructure; strength, stamina and mobility to perform medium to heavy physical work, operate varied hand and power tools and construction equipment; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone or radio. The job involves field work requiring frequent walking at construction site areas to identify problems or hazards. Finger dexterity is needed to access, enter and retrieve 1434

CITY OF WEST SACRAMENTO
LeadChief Road Maintenance Worker (Continued)
data using a computer keyboard or calculator and to operate above-mentioned tools and equipment. Positions in this classification bend, stoop, kneel, reach and climb to perform work and inspect work sites; lift, move, and carry materials and equipment weighing up to 50 pounds and heavier weights with the use of proper equipment.

ENVIRONMENTAL ELEMENTS: Field and construction site environment; travel from site to site; exposure to water including sewer water, dust, noise, traffic and hazardous materials; some heavy lifting, standing, climbing and bending; work with heavy equipment; may work at heights and in confined spaces; work in inclement weather conditions and/or emergency situations.

Employees may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

Adopted: 04/19/89
Revised:: 08/18/93; 10/01/97; 06/11/03; 9/26/16; 06/19/19; 4/15/2026
Maintenance Update: 01/01/96
Title Change: 10/01/97; 4/15/2026
Job Category: Svc/Maint
Employee Group: N/A
Bargaining Unit: Stationary Engineers, Local 39
At-Will:  ¨ Yes  þ No
Form 700:  o Yes  þ No
FLSA Status:  þ Non-Exempt  o Exempt
1435

CITY OF WEST SACRAMENTO

LEADCHIEF SEWER MAINTENANCE WORKER
DEFINITION: The Chief Lead Sewer Maintenance Worker performs and leads a variety of tasks necessary to install, maintain, repair, and improve all City wastewater infrastructure, which includes, but is not limited to, the installation, maintenance, and repair of valves, mains, services and related potable water distribution system facilities and appurtenances.; athe sewer collection and water distribution Divisionsystems, storm drainage facilities, streets and sidewalks, curbs and gutters.sewer mains, laterals, manholes, lift stations, pumps, force mains, and related appurtenances.

SUPERVISION RECEIVED AND EXERCISED: Receives general direction from the Utilities Maintenance Superintendent or designee. Exercises lead technical and functional direction and training over assigned staff.

CLASS CHARACTERISTICS: The Chief Lead Sewer Maintenance Worker is an advancedjourney level classification,is the senior level in this series, providing technicallead supervision over the work and training to subordinate personnel. This class is distinguished from the entry and journey level classification in the Maintenance Worker/Senior series because it is responsible for lead direction and oversight; but it is also distinguished from the next higher-level classification, which is supervisory.

EXAMPLES OF ESSENTIAL FUNCTIONS: (Illustrative Only): Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Assists the Utilities Maintenance Superintendent and Sewer Supervisor to implement goals, objectives, policies, and priorities.
 Assigns, performs, inspects and supervises the work of staff assigned to excavate, inspect, flush, clean and repair water mains, lines and laterals; perform weed abatement as necessary.the installation, repair, replacement, and maintenance of sewer mains, laterals, manholes, lift stations, pumps, force mains, and related infrastructure and facilities.
 Assigns, performs, inspects and supervises the work of staff assigned to install, repair, upgrade and/or replace manholes, fire hydrants, valves, meters, and meter vaults; exercise valves according to preventive maintenance schedules and test water volume and pressure.the installation, repair, replacement, and maintenance of sewer, water, streets, signs and markings as well as storm drain systems and related facilities.Leads and coordinates daily sewer maintenance activities including cleaning, CCTV inspection, root control, and rehabilitation.
 Practice shoring techniques when appropriate.

Operate a jackhammer
 Pour and finish concrete.

Commented [RS1]: I think we should leave it at “weed
abatement as necessary”
1436

CITY OF WEST SACRAMENTO
LeadChief Sewer Maintenance Worker (Continued)
 Cut, fit, lay and repair wastewater mains.
 Develop schedules and methods to accomplish assignments, ensuring work is completed in a timely and efficient manner.
 Operation of a variety of equipment including large trucks and medium-sized construction equipment such as loaders, backhoes, trenching machines, and compressors, as well as pipe threaders, concrete saws and jackhammers.
 Set up and inspect traffic safety controls and/or devices prior to beginning field work; inspect traffic control during maintenance and construction assignments.  Read and interpret wastewater system maps and blueprints, including Underground Service Alert marking and notifications.
 Perform routine preventive maintenance on tools, equipment, and vehicles; stock vehicles with adequate supply of tools and equipment needed to perform the work.  Keep records of related to work, materials, and maintenance activities, including confined space entry.
 Assigns and performs the most complex and highly skilled operational duties such as budget reviewadministration, parts and equipment procurement, and preparing operating procedures.
 Maintains detailed records.
 Responds to emergency calls.
 Evaluates operational effectiveness.
 Provides technical training and lead supervision to subordinate personnel.  Operates and maintains a variety of heavy, medium, and light equipment.  Operates and maintains a variety of hand and power tools.  Provides overall supervision during the Supervisorintendent's or designee’s absence.  Assigns and performs other related duties and responsibilities as required.  Computer skills: You should be proficient in using computersUses a computer for tasks like enteringto enter data into maintenance management systems (CMMS), createing reports, and handlmanageing work orders.
 Communication:Builds and maintains positive working relationships with co-workers, other City employees, outside agencies, and the public using principles of good customer service. Strong verbal and written communication skills are essential for relaying instructions, coordinating with other agencies, and interacting with the public.

QUALIFICATIONS:

Knowledge of: Methods, techniques, tools, and operating characteristics of mechanical equipment used in the construction and maintenance of wastewater systems facilities; oOperations, procedures, policies and precedents of the City.; pPrinciples, methods and practices related to job safety and safe work practices.; uUse of power tools and construction materials.; Pand principles and practices of customer service. Methods, tools, materials and equipment used in the maintenance of public infrastructures with particular reference to sewer, water, storm drain facilities, streets, signs and markings, sidewalks, curbs and gutters; maintenance and construction standards and techniques related to municipal sewer and water facilities and roads; the State Motor Vehicle Code as it applies to the operation of road 1437

CITY OF WEST SACRAMENTO
LeadChief Sewer Maintenance Worker (Continued)
construction, maintenance and repair equipment; operation and maintenance of light, medium, and heavy motorized equipment; principles of supervision and training, and safe work practices.

Regulatory Standards for Wastewater as specified through American Water Works Association (AWWA), California Water Enviromental Association (CWEA) and American Public Works Association (APWA
CRegulatory codes related to water distribution-related chemical applications Flood Fighting Procedures
Skill in: Supervising the normal activities of subordinate personnel; performing heavy manual labor; performing assigned tasks safely and efficiently; performing a variety of tasks necessary to install, maintain, repair or improve City infrastructure; operating heavy trucks and equipment; and communicating effectively, both orally and in writing; responding to emergency calls; operating and using modern office equipment including computers and applicable software; utilizing appropriate safety procedures and practices for assigned duties; establishing and maintaining effective working relationships with City staff and those contacted in the course of work; working with various members of the public in a tactful and effective manner; knowing and understanding operations, and observing safety rules; intermittently analyzing problem equipment; identifying and locating equipment; and interpreting work orders; .

EDUCATION AND EXPERIENCE: Any combination of training and experience which would provide the required knowledge and skill. A typical way to obtain the required knowledge and skill would be:

Education: High school diploma or equivalent.

Experience: TwoFive (25) years of experience equivalent to a Senior Maintenance Worker in the City of West Sacramento.

LICENSES AND CERTIFICATES: A valid California driver’s license. Possession of a valid Class "A" California driver's license within one (1) year of appointment and maintenance of license pursuant to the Department of Transportation regulations. Possession of Grade D2 or higher Water Distribution Certificate issued by the Water Resources Control Board at time of appointment. Ability to obtain within eighteen (18) months of appointment, a valid Grade D3 or higher Water Distribution Certificate issued by the Water Resources Control Board. Qualified Applicator’s Certificate as issued by the State of California Department of Pesticide Regulations is desirable. Possession and maintenance of a Collection System Maintenance Grade I Certificate issued by the California Water Environment Association (CWEA). Within twelve (12) months of appointment, possession and maintenance of a valid CWEA Collection System Maintenance Grade II Certificate issued by the California Water Environment Association (CWEA).

WORKING CONDITIONS: Ability: Ability to wear and use SCBA units as regulated by CalOSHA. Classification is subject to the drug and alcohol testing policy pursuant to the U.S. 1438

CITY OF WEST SACRAMENTO
LeadChief Sewer Maintenance Worker (Continued)
Department of Transportation regulations implementing the Federal Omnibus Transportation Employee Testing Act of 1991. Field and construction site environment; exposure to dust and noise; some heavy lifting, standing, climbing and bending; work with heavy equipment; work in inclement weather conditions, adverse conditions, and/or emergency situations.

PHYSICAL DEMANDS: Must: Must possess mobility to work in the field, streets and various other City infrastructure; strength, stamina and mobility to perform medium to heavy physical work, operate varied hand and power tools and construction equipment; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone or radio. The job involves field work requiring frequent walking at construction site areas to identify problems or hazards. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard or calculator and to operate above-mentioned tools and equipment. Positions in this classification bend, stoop, kneel, reach and climb to perform work and inspect work sites; lift, move, and carry materials and equipment weighing up to 50 pounds and heavier weights with the use of proper equipment.

ENVIRONMENTAL ELEMENTS: Field and construction site environment; travel from site to site; exposure to water including sewer water, dust, noise, traffic and hazardous materials; some heavy lifting, standing, climbing and bending; work with heavy equipment; may work at heights and in confined spaces; work in inclement weather conditions and/or emergency situations.

Employees may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

Adopted: 04/19/89
Revised: 08/18/93; 10/01/97; 06/11/03; 9/26/16; 06/19/19; 4/15/2026
Maintenance Update: 01/01/96
Title Change: 10/01/97; 4/15/2026
Job Category: Svc/Maint
Employee Group: N/A
Bargaining Unit: Stationary Engineers, Local 39
At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
1439

CITY OF WEST SACRAMENTO

LEADCHIEF WATER MAINTENANCE WORKER
DEFINITION: The Chief Lead Water Maintenance Worker performs a variety of tasks necessary to install, maintain, repair, and improve all City water infrastructure, which includes, but is not limited to, the installation, maintenance, and repair of valves, mains, services and related potable water distribution system facilities and appurtenances.; athe sewer collection and water distribution Divisionsystems, storm drainage facilities, streets and sidewalks, curbs and gutters.

SUPERVISION RECEIVED AND EXERCISED: Receives general direction from the Utilities Maintenance Superintendent or designee. Exercises lead technical and functional direction and training over assigned staff.

CLASS CHARACTERISTICS: The Chief Lead Water Maintenance Worker an advancedjourney level classification,is the senior level in this series, providing technicallead supervision over the work and training to subordinate personnel. This class is distinguished from the entry and journey level classification in the Maintenance Worker/Senior series because it is responsible for lead direction and oversight; but it is also distinguished from the next higher-level classification, which is supervisory.

EXAMPLES OF ESSENTIAL FUNCTIONS: (Illustrative Only): Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Assists the Utilities Maintenance Superintendent and Water Supervisor to implement goals, objectives, policies, and priorities.
 Assigns, performs, inspects and supervises the work of staff assigned to excavate, inspect, flush, clean and repair water mains, lines and laterals; perform weed abatement as necessary.
 Assigns, performs, inspects and supervises the work of staff assigned to install, repair, upgrade and/or replace manholes, fire hydrants, valves, meters, and meter vaults; exercise valves according to preventive maintenance schedules and test water volume and pressure.the installation, repair, replacement, and maintenance of sewer, water, streets, signs and markings as well as storm drain systems and related facilities.  Practice shoring techniques when appropriate.
 Locate, excavate, tap, and repair water lines.

Operate a jackhammer
 Pour and finish concrete.
 Cut, fit, lay and repair water mains.
 Develop schedules and methods to accomplish assignments ensuring work is completed in a timely and efficient manner.

Commented [RS1]: I think we should leave it at “weed
abatement as necessary”
1440

CITY OF WEST SACRAMENTO
LeadChief Water Maintenance Worker (Continued)
 Participate in the operation of a variety of equipment including large trucks and mediumsized construction equipment such as loaders, backhoes, trenching machines, and compressors, as well as pipe threaders, concrete saws and jackhammers.  Operate leak detection and pipe location equipment relative to excavation, tapping and repair of mains and lines; inspect and assess leaks.
 Set up and inspect traffic safety controls and/or devices prior to beginning field work; inspect traffic control during maintenance and construction assignments.  Read and interpret water system maps and blueprints, including Underground Service Alert marking and notification.
 Perform routine preventive maintenance on tools, equipment, and vehicles used in the work and stock vehicles with adequate supply of tools and equipment needed to perform the work.
 Keep records related to work, materials, and maintenance activities, including confined space entry.
 Assigns and performs the most complex and highly skilled operational duties such as budget reviewadministration, parts and equipment procurement, and preparing operating procedures.
 Maintains detailed records.
 Respond to emergency calls.
 Evaluates operational effectiveness.
 Provides technical training and lead supervision to subordinate personnel.  Operates and maintains a variety of heavy, medium, and light equipment.  Operates and maintains a variety of hand and power tools.  Provides overall supervision during the Supervisorintendent's or designees absence.  Assigns and performs other related duties and responsibilities as required.  Computer skills: You should be proficient in using computersUses a computer for tasks like enteringto enter data into maintenance management systems (CMMS), createing reports, and handlmanageing work orders.
 Communication:Builds and maintains positive working relationships with co-workers, other City employees, outside agencies, and the public using principles of good customer service. Strong verbal and written communication skills are essential for relaying instructions, coordinating with other agencies, and interacting with the public.

QUALIFICATIONS:

Knowledge of: Methods, techniques, tools, and operating characteristics of mechanical equipment used in the construction and maintenance of water systems facilities; oOperations, procedures, policies and precedents of the City.; pPrinciples, methods and practices related to job safety and safe work practices.; uUse of power tools and construction materials.; Pand principles and practices of customer service. Methods, tools, materials and equipment used in the maintenance of public infrastructures with particular reference to sewer, water, storm drain facilities, streets, signs and markings, sidewalks, curbs and gutters; maintenance and construction standards and techniques related to municipal sewer and water facilities and roads; the State Motor Vehicle Code as it applies to the operation of road construction, maintenance 1441

CITY OF WEST SACRAMENTO
LeadChief Water Maintenance Worker (Continued)
and repair equipment; operation and maintenance of light, medium, and heavy motorized equipment; principles of supervision and training, and safe work practices.

Regulatory Standards for Wastewater as specified through American Water Works Association (AWWA), California Water Enviromental Association (CWEA) and American Public Works Association (APWA
CRegulatory codes related to water distribution-related chemical applications Flood Fighting Procedures
Skill in: Supervising the normal activities of subordinate personnel; performing heavy manual labor; performing assigned tasks safely and efficiently; performing a variety of tasks necessary to install, maintain, repair or improve City infrastructure; operating heavy trucks and equipment; and communicating effectively, both orally and in writing; responding to emergency calls; operating and using modern office equipment including computers and applicable software; utilizing appropriate safety procedures and practices for assigned duties; establishing and maintaining effective working relationships with City staff and those contacted in the course of work; working with various members of the public in a tactful and effective manner; knowing and understanding operations, and observing safety rules; intermittently analyzing problem equipment; identifying and locating equipment; and interpreting work orders; .

EDUCATION AND EXPERIENCE: Any combination of training and experience which would provide the required knowledge and skill. A typical way to obtain the required knowledge and skill would be:

Education: High school diploma or equivalent.

Experience: TwoFive (25) years of experience equivalent to a Senior Maintenance Worker in the City of West Sacramento.

LICENSES AND CERTIFICATES: A valid California driver’s license. Possession of a valid Class "A" California driver's license within one (1) year of appointment and maintenance of license pursuant to the Department of Transportation regulations. Possession of Grade D2 or higher Water Distribution Certificate issued by the Water Resources Control Board at time of appointment. Ability to obtain Wwithin eighteen (18) months of appointment, possession and maintenance of a valid Grade D3 or higher Water Distribution Certificate issued by the Water Resources Control Board. Qualified Applicator’s Certificate as issued by the State of California Department of Pesticide Regulations is desirable.

WORKING CONDITIONS: Ability to wear and use SCBA units as regulated by CalOSHA.

Classification is subject to the drug and alcohol testing policy pursuant to the U.S. Department of Transportation regulations implementing the Federal Omnibus Transportation Employee Testing Act of 1991. Field and construction site environment; exposure to dust and noise; some heavy lifting, standing, climbing and bending; work with heavy equipment; work in inclement weather conditions, adverse conditions, and/or emergency situations. 1442

CITY OF WEST SACRAMENTO
LeadChief Water Maintenance Worker (Continued)
PHYSICAL DEMANDS: Must possess mobility to work in the field, streets and various other City infrastructure; strength, stamina and mobility to perform medium to heavy physical work, operate varied hand and power tools and construction equipment; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone or radio. The job involves field work requiring frequent walking at construction site areas to identify problems or hazards. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard or calculator and to operate above-mentioned tools and equipment. Positions in this classification bend, stoop, kneel, reach and climb to perform work and inspect work sites; lift, move, and carry materials and equipment weighing up to 50 pounds and heavier weights with the use of proper equipment.

ENVIRONMENTAL ELEMENTS: Field and construction site environment; travel from site to site; exposure to water including sewer water, dust, noise, traffic and hazardous materials; some heavy lifting, standing, climbing and bending; work with heavy equipment; may work at heights and in confined spaces; work in inclement weather conditions and/or emergency situations.

Employees may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

Adopted: 04/19/89
Revised: 08/18/93; 10/01/97; 06/11/03; 9/26/16; 06/19/19; 4/16/2026
Maintenance Update: 01/01/96
Title Change: 10/01/97; 4/15/26
Job Category: Svc/Maint
Employee Group: N/A
Bargaining Unit: Stationary Engineers, Local 39
At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
1443
Authorized Position List 2025/2026
Cover Page
Approved: 04/15/2026
Effective: 04/15/2026
City of West Sacramento
Authorized Position List
Fiscal Year 2025 / 2026
Total Authorized Positions:
508.55
1444
Authorized Position List 2025/2026
Capital Projects
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
101-9653Engineering101-9654Inspection Engineering652-9040Flood Protection 101-9651Engineering Administration101-9652Facilities Development104-9657 Real Property Management Grand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 2 1 3
CAPITAL IMPROVEMENT MANAGER 0.25 0.5 0.25 1
CONSTRUCTION & FACILITIES DEVELOPMENT MANAGER 0.5 0.5 1 CONSTRUCTION ADMINISTRATION SPECIALIST 0.5 0.5 1
CONSTRUCTION INSPECTION MANAGER 1 1
CONSTRUCTION INSPECTOR I/II/III 5 5
DIRECTOR OF CAPITAL PROJECTS 1 1
ENGINEER SERIES (ASSISTANT/ASSOCIATE/SENIOR) 8 1 9
ENGINEERING TECHNICIAN I/II/III 1 1
FINANCIAL SPECIALIST 1 1
FLOOD PROTECTION MANAGER 1 1
FLOOD PROTECTION PLANNER 1 1
PRINCIPAL ENGINEER 1 1
PROGRAM MANAGER/SENIOR 1 1
PROGRAM TECHNICIAN I/II 2 2
PROJECT MANAGER I/II/SENIOR 7 7
Grand Total 10.25 7 5 3.5 10.3 1 37.00
1445
Authorized Position List 2025/2026
City Manager's Office
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
104-9016City Manager's Office104-9021Government Relations104-9022City Clerk104-9024Human Resources104-9026Community Relations104-9034Information Technology104-9035GIS106-9020Economic Development110-9017Kids Home Run Initiative110-9018Smart City Initiatives516-9700Port Administration650-9035GIS650-9310Comm Development Admin.Grand Total ADMINISTRATIVE ANALYST I/II/SENIOR 2 2
ADMINISTRATIVE CLERK I/II/III 1 1
ASSISTANT CITY MANAGER - ADMINISTRATIVE SERVICES 0.62 0.2 0.08 0.1 1 ASSISTANT CITY MANAGER - COMMUNITY SERVICES 1 1
CITY CLERK 1 1
CITY MANAGER 0.55 0.2 0.25 1
DATA SERVICES MANAGER 1 1
DEPUTY CITY CLERK I/II/SENIOR 1.925 0.075 2
DEPUTY CITY MANAGER 0.34 0.33 0.33 1
ENGINEERING/GIS TECHNICIAN 2 2
EXECUTIVE ASSISTANT TO THE CITY MANAGER 0.75 0.05 0.2 1 GEOGRAPHICAL INFORMATION SYSTEMS SUPERVISOR 1 1
HOME RUN MANAGER 1 1
HUMAN RESOURCES & PAYROLL ANALYST I/II 3 3
HUMAN RESOURCES & PAYROLL TECHNICIAN I/II 4 4
HUMAN RESOURCES MANAGER 1 1
HUMAN RESOURCES SUPERVISOR 1 1
INFORMATION TECHNOLOGY BUSINESS SERVICES MANAGER 1 1
INFORMATION TECHNOLOGY MANAGER 1 1
INFORMATION TECHNOLOGY SPECIALIST I/II 4 2 1 1 1 9
PORT GENERAL MANAGER 1 1
PROGRAM MANAGER/SENIOR 1 1 1 3
PROGRAM TECHNICIAN I/II 2 2 4
PUBLIC INFORMATION OFFICER 1 1
TECHNICAL SERVICES MANAGER 1 1
TECHNICAL SUPPORT SPECIALIST I/II/III 4 4
Grand Total 5.92 0.34 3.925 9 3.33 12.2 5 0.33 4 1.33 2.625 1 1 50.00 1446
Authorized Position List 2025/2026
Community Development
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
101-9130Code Enforcement
101-9655Transportation and Mobility106-9311Planning106-9655Transportation and Mobility
108-9130Code Enforcement650-9310Comm Development Admin. 650-9311Planning
650-9315Building Inspection650-9321Dev/Traffic Engineering 653-9661Sustainability
Grand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 1 5 6
ASSISTANT/ASSOCIATE PLANNER 1 1
BUILDING INSPECTOR I/II/SENIOR 2.5 2.5
CHIEF BUILDING OFFICIAL 1 1
CLERK/SENIOR CLERK 1 1
CODE ENFORCEMENT MANAGER 1 1
CODE ENFORCEMENT OFFICER I/II/SENIOR 3 1 4
DEVELOPMENT SERVICES MANAGER 1 1
DIRECTOR OF COMMUNITY DEVELOPMENT 1 1
ENGINEER SERIES (ASSISTANT/ASSOCIATE/SENIOR)* 1 1 3 5
ENGINEERING ASSISTANT I/II/III** 1 1
PERMIT SERVICES MANAGER 1 1
PERMIT TECHNICIAN I/II 3.5 0.5 4
PLANNING MANAGER 1 1
PLANNING TECHNICIAN 1 1
PLANS EXAMINER I/II/SENIOR 1.5 1.5
PRINCIPAL ENGINEER 1 1
SECRETARY 1 1 2
SENIOR PLANNER 1 2 3
SUPERVISING TRANSPORTATION PLANNER 1 1
SUSTAINABILITY MANAGER 1 1
TRANSPORTATION PLANNER SERIES (ASSISTANT/ASSOCIATE/SENIOR) 2 2 Grand Total 5 4 1 1 1 5 5 9.5 5.5 6 43.00
Note*: 1.0 FTE Engineer Series in 650-9321 may be filled at lower level Engineer Assistant I/II/III or Engineering Technician I/II/III.

Note*: 1.0 FTE Engineer Assistant I/II/III may be filled at lower level Engineering Technician I/II/III. 1447
Authorized Position List 2025/2026
Economic Development & Housing
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
106-9020Economic Development110-9023Homeless Program
Eco/Housing
Activities
218-9810Project Homekey
219-9328Parking ActivitiesGrand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 1 1 2
COMMUNITY INVESTMENT MANAGER 1 1
COMMUNITY INVESTMENT PLANNER SERIES (ASSISTANT/ASSOCIATE/SENIOR) 2 2 COMMUNITY INVESTMENT PRINCIPAL PLANNER 1 1
DIRECTOR OF ECONOMIC DEVELOPMENT & HOUSING 1 1
ECONOMIC DEVELOPMENT MANAGER 1 1
FINANCIAL SPECIALIST 1 1
HOUSING MANAGER 1 1
PARKING MANAGER 1 1
PROGRAM MANAGER/SENIOR 1 1 1 3
PROGRAM TECHNICIAN I/II 9 9
SECRETARY 1 1
Grand Total 10 1 1 10 2 24.00
*7.0 FTE Program Technician I/II in 218-9810 limited term through 9/30/2027 1448
Authorized Position List 2025/2026
Finance
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
104-9050Finance Administration104-9051Finance Fiscal Records104-9052Finance Revenue Collections 104-9053 Procurement & Contracting104-9054Budget & Financial Planning Grand Total
ACCOUNTANT I/II/SENIOR 3 3
ACCOUNTING TECHNICIAN I/II/III 2 4 6
ADMINISTRATIVE ANALYST I/II/SENIOR 1 3 4
CLERK/SENIOR CLERK 1 1
DIRECTOR OF FINANCE 1 1
FINANCE ANALYST/SENIOR 2 2
FINANCE MANAGER 1 0.2 0.8 2
FINANCE SUPERVISOR 1 1 2
PURCHASING MANAGER 1 1
Grand Total 2 7 6.2 4 2.8 22.00
1449
Authorized Position List 2025/2026
Fire
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
101-9153Fire - Hazardous Materials
101-9150Fire - Administration101-9151Fire - Operations101-9152Fire Prevention 256-9158SAFER - Grant112-9150Fire - Administration112-9151Fire - Operations108-9151Fire - Operations Grand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 1 1 1 3
DEPUTY FIRE CHIEF 1 1
EQUIPMENT MECHANIC I/II 1 1
FINANCIAL SPECIALIST 1 1
FIRE BATTALION CHIEF 4 4
FIRE CAPTAIN 19 19
FIRE CHIEF 1 1
FIRE ENGINEER 18 18
FIRE INSPECTOR/SENIOR 2 2
FIRE MARSHAL 0.9 0.1 1
FIREFIGHTER* 14 9 2 25
PLANS EXAMINER I/II/SENIOR 1 1
Grand Total 3.9 4.1 55 1 9 1 1 2 77.00
Move 9.0 FTE Fire Fighter from 256-9158 to 112-9151 effective 1/1/2028. 1450
Authorized Position List 2025/2026
Parks & Recreation
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
101-9500Parks & Recreation Admin101-9510Recreation Activities254-9555Discovery Preschool Program Various Community Facilities Districts (CFD)213-9175Landscape & Lighting 101-9520Parks & Trail Maintenance110-9520Parks & Trail Maintenance112-9500Parks & Recreation Admin112-9520Parks & Trail Maintenance112-9019Homeless Program101-9554Special Events110-9141Homeless Program - PD108-9515Recreation Grand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 2 2
BUSINESS MANAGER 1 1
CHIEF PARKS & GROUNDS WORKER 0.8 3.2 1 1 6
DIRECTOR OF PARKS & RECREATION 1 1
GROUNDSKEEPER 4 1 3 1 1 10
LANDSCAPE INSPECTOR/SENIOR 0.8 0.2 1
PARKS & GROUNDS WORKER/SENIOR 7 2 1 10
PARKS FACILITY MAINTENANCE SUPERVISOR 1 1
PARKS OPERATIONS SUPERINTENDENT 1 1
PARKS PLANNING & DEVELOPMENT MANAGER 1 1
PRESCHOOL SITE SUPERVISOR 0.8 0.8
PRESCHOOL TEACHER 0.75 0.75
PROJECT MANAGER I/II/SENIOR 0.8 0.2 1
RECREATION COORDINATOR 6.56 0.44 7
RECREATION MANAGER 2 2
RECREATION SUPERVISOR I/II 6 6
SECRETARY 1 1
SPECIAL EVENTS SUPERVISOR I/II 1 1
Grand Total 5 14.56 1.55 2.4 0.4 15.2 1 2 6 2 1 2 0.44 53.55 1451
Authorized Position List 2025/2026
Police
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
101-9110Police - Administration101-9111Police - Investigations101-9113Police - Patrol108-9111Police - Investigations 101-9112Police - Records101-9114Police - COS111-9110Police - Administration111-9113Police - Patrol101-9117Police - C.L.O. Program101-9116Police - Traffic/Parking Safety112-9111Police - Investigations112-9112Police - Records112-9113Police - Patrol112-9114Police - COS112-9116Police - Traffic/Parking Safety110-9141Homeless Program - PD Grand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 4 2 6
BUSINESS MANAGER 1 1
CALEA COORDINATOR 1 1
CLERK/SENIOR CLERK 1 1
COMMUNITY SERVICES OFFICER I/II/SENIOR 4 2 6
COURT LIAISON OFFICER 0.5 0.5
COURT LIAISON SPECIALIST 0.5 0.5
CRIME ANALYST I/II/SENIOR 1 1
CRIME SCENE INVESTIGATOR I/II/III 2 2
DEPUTY POLICE CHIEF 1 1
FINANCIAL SPECIALIST 1 1
MENTAL HEALTH CLINICIAN 2 2
POLICE CHIEF 1 1
POLICE LIEUTENANT 2 1 2 5
POLICE OFFICER 10 38 1 3 2 6 2 2 64
POLICE RECORDS & PROPERTY MANAGER 1 1
POLICE RECORDS SUPERVISOR 1 1
POLICE RECORDS TECHNICIAN I/II/SENIOR 6 6
POLICE SERGEANT 1 1 8 2 1 1 14
POLICE SERVICES COORDINATOR 1 1
POLICE SUPPORT SERVICES MANAGER 1 1
PROGRAM MANAGER/SENIOR 1 1
PROGRAM TECHNICIAN I/II 1 1 2
PROPERTY/EVIDENCE TECHNICIAN I/II 2 2
SECRETARY 1 1 1 3
YOUTH COUNSELOR 1 1
Grand Total 14 17 52 3 9 4 1 2 1 4 2 1 6 5 3 2 126.00
1452
Authorized Position List 2025/2026
Public Works O & M
Approved: 04/15/2026
Effective: 04/15/2026

POSITION
104-9325City Facility Project & Maint
104-9326Fleet Maintenance
108-9205Street Sweeping Maintenance108-9210Road Maintenance 108-9515Recreation Center112-9210Road Maintenance
201-9205Street Sweeping Maintenance201-9210Road Maintenance215-9230Storm Water Maint-MS4 218-9019Homeless Program218-9810Project Homekey
501-9410Sewer Collection506-9610Water Treatment506-9611Water Distribution506-9612Water Backflow Prevention Prg 610-9650Public Works O&M Administration
Grand Total
ADMINISTRATIVE ANALYST I/II/SENIOR 2 2
CHIEF FACILITIES MAINTENANCE WORKER 1 1
CHIEF TREATMENT PLANT MECHANIC 0.5 0.5 1
DIRECTOR OF PUBLIC WORKS OPERATIONS & MAINTENANCE 1 1
ELECTRICAL TECHNICIAN 1 1 2
EQUIPMENT & FACILITIES SUPERINTENDENT 0.5 0.5 1
EQUIPMENT MECHANIC I/II 3 3
FACILITIES MAINTENTANCE WORKER/AIDE/SENIOR 3 1 4
FACILITIES SUPERVISOR 1 1
INSTRUMENTATION TECHNICIAN 1 1
LEAD ROAD MAINTENANCE WORKER 1 3 4
LEAD SEWER MAINTENANCE WORKER 1 1
LEAD WATER MAINTENANCE WORKER 1 1
MAINTENANCE WORKER/SENIOR 1 1 6 1 4 2 7 9 2 33
PROGRAM TECHNICIAN I/II 1 1
ROAD MAINTENANCE SUPERVISOR 1 1
SECRETARY 2 2
SENIOR WATER TREATMENT PLANT OPERATOR 1 1
STATIONARY ENGINEER 2 1 1 4
TREATMENT PLANT MECHANIC I/II 2 1 3
UTILITIES MAINTENANCE SUPERINTENDENT 0.25 0.25 0.25 0.25 1 WATER METER TECHNICIAN 1 1
WATER TREATMENT PLANT OPERATOR APPRENTICE/II/III 5 5
WATER TREATMENT SUPERINTENDENT 1 1
Grand Total 7.5 3.5 1 2 1 10 1 4.25 2.25 1 1 11.8 10.5 11.25 2 6 76.00 1453
Authorized Position List 2025/2026
Summary Amendments
Approved: 04/15/2026
Effective: 04/15/2026
Date Dept Approved By Amendment
7/1/2025 Fire City Council Add 1.0 Equipment Mechanic I/II to 112-9151. 7/1/2025 Capital Projects City Council Eliminate 1.0 FTE Secretary from 652-9040; Add 1.0 Administrative Analyst I/II/Senior to 652-9040; Add 1.0 FTE Project Manager I/II/Senior and

1.0 FTE Program Technician to 101-9652; Add 1.0 FTE Engineer Series (Assistant/Associate/Senior) to 101-9653. 7/1/2025 City Manager's Office City Council
Title change current Assistant City Manager to Assistant City Manager - Administrative Services; Add 1.0 FTE Assistant City Manager - Community Investment to 101-9016; Move 1.0 FTE Engineering Technician I/II/III, 1.0 FTE Engineering GIS Technician and 1.0 FTE IT Specialist I/II from Capital Projects 101-9651 to City Manager's Office 104-9035. Reclassify 1.0 FTE Engineering Technician I/II/II 104-9035 to 1.0 FTE Engineering GIS Technician 104-9035; Change 1.0 FTE IT Specialist I/II from 104-9034 to 650-9035. 7/1/2025 Community Development City Council Reclassify 1.0 FTE Program Technician I/II 653-9661 to Adminstative Analyst I/II/Senior 653-9661. 7/1/2025 Public Works O&M City Council Eliminate unfunded 1.0 FTE Engineering Assistant I/II/II and Traffic Control & Lighting Technician I/II from 101-9112. 7/1/2025 Police City Council
Add 2.0 FTE Police Officer to 112-9116; Add 1.0 FTE Police Officer to 112-9113; Add 2.0 FTE Police Officer to 112-9114; Add 2.0 FTE Police Officer to 112-9111; Add 1.0 FTE Police Sergeant to 112-9116; Add 2.0 FTE Mental Health Clinician to 112-9114; Change 2.0 FTE from 110-9019 to 110- 9141.
7/1/2025 Finance City Council Change 1.0 FTE Finance Analyst/Senior to Administrative Analayst I/II/Senior in 104-9053. 7/1/2025 Parks & Recreation City Council
Add 1.0 FTE Parks Planning Development Manager to 112-9500; Add 1.0 FTE Chief Parks & Grounds Worker, 2.0 Parks & Grounds Worker/SR, 3.0 FTE Groundskeeper to 112-9520. Change 1.0 FTE Special Events Supervisor I/II from 101-9500 to 101-9554; Change .44 FTE Recreation Coordinator from 108-9515 to 108-9510
8/6/2025 City Manager's Office City Council
Eliminate 1.0 FTE Payroll Administrator from 104-9024. Title Change Human Resources Analyst I/II to Human Resources & Payroll Analyst I/II.

Add 1.0 FTE Human Resources & Payroll Analyst I/II to 104-9024. Eliminate 1.0 FTE IT Operations Manager from 104-9034. Add 1.0 FTE Technical Services Manager to 104-9034. Title Change Assistant City Manager - Community Investment to Assistant City Manager - Community Services. 8/6/2025 Community Development City Council Move 1.0 FTE Permit Technician I/II from 650-9311 to 650-9315. 8/6/2025 Economic Development &
Housing City Council Title Change Community Investment Planner Series (Assistant/Associate) to Community Investment Planner Series (Assistant/Associate/Senior). 8/6/2025 Finance City Council Eliminate 1.0 FTE Accounting Technician I/II/III from 104-9052 and 1.0 FTE Administrative Assistant 104-9050. Add 1.0 FTE Clerk/Senior Clerk 104- 9052 and 1.0 FTE Administrative Analyst I/II/Senior 104-9050. 9/17/2025 Economic Development &
Housing City Council Add 7.0 FTE Program Technician I/II to 218-9810 limited term through 9/30/2027. 10/15/2025 City Manager's Office City Council Add 1.0 FTE Administative Analyst I/II/Senior to 104-9016; add 1.0 FTE Program Technician I/II to 104-9026. 1/21/2026 City Manager's Office City Council Eliminate 1.0 FTE Human Resources & Payroll Technician I/II from 104-9024. Add 1.0 FTE Human Resources & Payroll Analyst I/II to 104-9024. 1/21/2026 Community Development City Council Add 1.0 FTE Engineer Series (Assistant/Associate/Senior) to 101-9655. 1/21/2026 Economic Development &
Housing City Council Add 1.0 FTE Financial Specialist to 110-9023. 1/21/2026 Public Works O&M City Council Add 1.0 FTE Facilities Supervisor to 104-9325. 4/15/2026 Public Works O&M City Council
Reclassify 1.0 FTE Chief Maintenance Worker 108-9210 to 1.0 FTE Lead Road Maintenance Worker 108-9210, 3.0 FTE Chief Maintenace Worker 112-9210 to 3.0 FTE Lead Road Maintenance Worker 112-9210, 1.0 FTE Chief Maintenance Worker 501-9410 to 1.0 FTE Lead Sewer Maintenance Worker 501-9410, 1.0 FTE Chief Maintenance Worker 506-9611 to 1.0 FTE Lead Water Maintenance Worker 506-9611. 1/1/2028 Fire City Council After SAFER Grant Expiration, move 9.0 FTE Fire Fighter to 112-9151. 1454
Title Page City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026
City of West Sacramento
Salary Schedule
Fiscal Year 2025 / 2026

1455
Battalion Chief's Association City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE

BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Fire Battalion Chief BCA 11/1/25 $50.3118 $61.1415 $12,209 $14,837 $146,508 $178,044 *Based on 2912 annual hours

1456
City Manager City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION
TITLE

BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I City Manager 7/1/2025 $146.7043 $25,429 $305,145

1457
Confidential City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Administrative Clerk I CONFID 8/9/25 $24.1442 $29.4173 $4,185 $5,099 $50,220 $61,188 $4,185 $4,290 $4,397 $4,507 $4,620 $4,736 $4,854 $4,975 $5,099 Administrative Clerk II CONFID 8/9/25 $26.5673 $32.3654 $4,605 $5,610 $55,260 $67,320 $4,605 $4,720 $4,838 $4,959 $5,083 $5,210 $5,340 $5,473 $5,610 Administrative Clerk III CONFID 8/9/25 $28.0962 $34.2346 $4,870 $5,934 $58,440 $71,208 $4,870 $4,992 $5,117 $5,245 $5,376 $5,510 $5,648 $5,789 $5,934 Executive Assistant to the City Manager CONFID 8/9/25 $34.4712 $42.0000 $5,975 $7,280 $71,700 $87,360 $5,975 $6,124 $6,277 $6,434 $6,595 $6,760 $6,929 $7,102 $7,280 Human Resources & Payroll Analyst I CONFID 8/9/25 $40.2462 $49.0269 $6,976 $8,498 $83,712 $101,976 $6,976 $7,150 $7,329 $7,512 $7,700 $7,892 $8,089 $8,291 $8,498 Human Resources & Payroll Analyst II CONFID 8/9/25 $47.3481 $57.6865 $8,207 $9,999 $98,484 $119,988 $8,207 $8,412 $8,622 $8,838 $9,059 $9,285 $9,517 $9,755 $9,999 Human Resources & Payroll Technician I CONFID 8/9/25 $29.8442 $36.3635 $5,173 $6,303 $62,076 $75,636 $5,173 $5,302 $5,435 $5,571 $5,710 $5,853 $5,999 $6,149 $6,303 Human Resources & Payroll Technician II CONFID 8/9/25 $34.4712 $42.0000 $5,975 $7,280 $71,700 $87,360 $5,975 $6,124 $6,277 $6,434 $6,595 $6,760 $6,929 $7,102 $7,280

1458
Elected Officials City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE

EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I City Council Member ELECTED OFFICIAL 12/14/24 $1,600 $19,200 Mayor ELECTED OFFICIAL 12/14/24 $1,600 $19,200

1459
Executive Management City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Assistant City Manager - Administrative Services EXECMGM 8/9/25 $103.0846 $125.2791 $17,868 $21,715 $214,416 $260,581 Assistant City Manager - Community Services EXECMGM 8/9/25 $98.1750 $119.3148 $17,017 $20,681 $204,204 $248,175 Deputy City Manager EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Director of Capital Projects EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Director of Community Development EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Director of Economic Development & Housing EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Director of Finance EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Director of Parks & Recreation EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Director of Public Works Operations & Maintenance EXECMGM 8/9/25 $84.1500 $102.2698 $14,586 $17,727 $175,032 $212,721 Fire Chief EXECMGM 2/18/26 $98.1750 $119.3148 $17,017 $20,681 $204,204 $248,175 Police Chief EXECMGM 2/18/26 $102.8538 $124.9964 $17,828 $21,666 $213,936 $259,993 Port General Manager EXECMGM 8/9/25 $74.8038 $90.9065 $12,966 $15,757 $155,592 $189,085

1460
Firefighter's Association City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026
Hired After 1/1/2025

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H Fire Captain FFA 7/1/25 $44.1305 $52.4505 $10,709 $12,728 $128,508 $152,736 $10,709 $10,977 $11,251 $11,532 $11,820 $12,115 $12,418 $12,728 Fire Engineer FFA 7/1/25 $38.4396 $45.6882 $9,328 $11,087 $111,936 $133,044 $9,328 $9,561 $9,800 $10,045 $10,296 $10,553 $10,817 $11,087 Firefighter FFA 7/1/25 $35.2212 $41.8681 $8,547 $10,160 $102,564 $121,920 $8,547 $8,761 $8,980 $9,204 $9,434 $9,670 $9,912 $10,160 Hired Prior to 1/1/2025

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H Fire Captain FFA 7/1/25 $43.1497 $52.4505 $10,471 $12,728 $125,652 $152,736 $10,471 $10,995 $11,545 $12,122 $12,728 Fire Engineer FFA 7/1/25 $37.5865 $45.6882 $9,121 $11,087 $109,452 $133,044 $9,121 $9,577 $10,056 $10,559 $11,087 Firefighter FFA 7/1/25 $34.4423 $41.8681 $8,358 $10,160 $100,296 $121,920 $8,358 $8,776 $9,215 $9,676 $10,160 *Based on 2912 annual hours

1461
Local 39 City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Accounting Technician I LOCAL39 7/1/25 $26.5731 $32.3769 $4,606 $5,612 $55,272 $67,344 $4,606 $4,721 $4,839 $4,960 $5,084 $5,211 $5,341 $5,475 $5,612 Accounting Technician II LOCAL39 7/1/25 $29.8846 $36.4154 $5,180 $6,312 $62,160 $75,744 $5,180 $5,310 $5,443 $5,579 $5,718 $5,861 $6,008 $6,158 $6,312 Accounting Technician III LOCAL39 7/1/25 $32.1231 $39.1385 $5,568 $6,784 $66,816 $81,408 $5,568 $5,707 $5,850 $5,996 $6,146 $6,300 $6,458 $6,619 $6,784 Chief Facilities Maintenance Worker LOCAL39 7/1/25 $39.5654 $48.2077 $6,858 $8,356 $82,296 $100,272 $6,858 $7,029 $7,205 $7,385 $7,570 $7,759 $7,953 $8,152 $8,356 Chief Parks & Grounds Worker LOCAL39 7/1/25 $32.1231 $39.1385 $5,568 $6,784 $66,816 $81,408 $5,568 $5,707 $5,850 $5,996 $6,146 $6,300 $6,458 $6,619 $6,784 Chief Treatment Plant Mechanic LOCAL39 7/1/25 $43.7827 $53.3423 $7,589 $9,246 $91,068 $110,952 $7,589 $7,779 $7,973 $8,172 $8,376 $8,585 $8,800 $9,020 $9,246 Clerk LOCAL39 7/1/25 $22.0212 $26.8269 $3,817 $4,650 $45,804 $55,800 $3,817 $3,912 $4,010 $4,110 $4,213 $4,318 $4,426 $4,537 $4,650 Clerk, Senior LOCAL39 7/1/25 $23.9423 $29.1692 $4,150 $5,056 $49,800 $60,672 $4,150 $4,254 $4,360 $4,469 $4,581 $4,696 $4,813 $4,933 $5,056 Electrical Technician LOCAL39 7/1/25 $41.0654 $50.0250 $7,118 $8,671 $85,416 $104,052 $7,118 $7,296 $7,478 $7,665 $7,857 $8,053 $8,254 $8,460 $8,671 Engineering Technician I LOCAL39 7/1/25 $30.1558 $36.7442 $5,227 $6,369 $62,724 $76,428 $5,227 $5,358 $5,492 $5,629 $5,770 $5,914 $6,062 $6,214 $6,369 Engineering Technician II LOCAL39 7/1/25 $33.8308 $41.2212 $5,864 $7,145 $70,368 $85,740 $5,864 $6,011 $6,161 $6,315 $6,473 $6,635 $6,801 $6,971 $7,145 Engineering Technician III LOCAL39 7/1/25 $39.0981 $47.6308 $6,777 $8,256 $81,324 $99,072 $6,777 $6,946 $7,120 $7,298 $7,480 $7,667 $7,859 $8,055 $8,256 Engineering/GIS Technician LOCAL39 7/1/25 $41.0538 $50.0135 $7,116 $8,669 $85,392 $104,028 $7,116 $7,294 $7,476 $7,663 $7,855 $8,051 $8,252 $8,458 $8,669 Equipment Mechanic I LOCAL39 7/1/25 $27.6865 $33.7327 $4,799 $5,847 $57,588 $70,164 $4,799 $4,919 $5,042 $5,168 $5,297 $5,429 $5,565 $5,704 $5,847 Equipment Mechanic II LOCAL39 7/1/25 $29.7750 $36.2769 $5,161 $6,288 $61,932 $75,456 $5,161 $5,290 $5,422 $5,558 $5,697 $5,839 $5,985 $6,135 $6,288 Facilities Maintenance Aide LOCAL39 7/1/25 $20.1808 $24.5885 $3,498 $4,262 $41,976 $51,144 $3,498 $3,585 $3,675 $3,767 $3,861 $3,958 $4,057 $4,158 $4,262 Facilities Maintenance Worker LOCAL39 7/1/25 $31.1365 $37.9327 $5,397 $6,575 $64,764 $78,900 $5,397 $5,532 $5,670 $5,812 $5,957 $6,106 $6,259 $6,415 $6,575 Facilities Maintenance Worker, Senior LOCAL39 7/1/25 $34.2692 $41.7519 $5,940 $7,237 $71,280 $86,844 $5,940 $6,088 $6,240 $6,396 $6,556 $6,720 $6,888 $7,060 $7,237 Groundskeeper LOCAL39 7/1/25 $21.2538 $25.8923 $3,684 $4,488 $44,208 $53,856 $3,684 $3,776 $3,870 $3,967 $4,066 $4,168 $4,272 $4,379 $4,488 Instrumentation Technician LOCAL39 7/1/25 $45.5308 $55.4654 $7,892 $9,614 $94,704 $115,368 $7,892 $8,089 $8,291 $8,498 $8,710 $8,928 $9,151 $9,380 $9,614 Lead Road Maintenance Worker LOCAL39 4/15/26 $33.9288 $41.3308 $5,881 $7,164 $70,572 $85,968 $5,881 $6,028 $6,179 $6,333 $6,491 $6,653 $6,819 $6,989 $7,164 Lead Sewer Maintenance Worker (hired prior to
4/15/2026 without CWEA Grade II) LOCAL39 4/15/26 $33.9288 $41.3308 $5,881 $7,164 $70,572 $85,968 $5,881 $6,028 $6,179 $6,333 $6,491 $6,653 $6,819 $6,989 $7,164 Lead Sewer Maintenance Worker LOCAL39 4/15/26 $34.2692 $41.7462 $5,940 $7,236 $71,280 $86,832 $5,940 $6,088 $6,240 $6,396 $6,556 $6,720 $6,888 $7,060 $7,236 Lead Water Maintenance Worker LOCAL39 4/15/26 $34.4135 $41.9365 $5,965 $7,269 $71,580 $87,228 $5,965 $6,114 $6,267 $6,424 $6,585 $6,750 $6,919 $7,092 $7,269 Maintenance Worker LOCAL39 7/1/25 $27.3519 $33.3404 $4,741 $5,779 $56,892 $69,348 $4,741 $4,860 $4,982 $5,107 $5,235 $5,366 $5,500 $5,638 $5,779 Maintenance Worker, Senior LOCAL39 7/1/25 $30.2365 $36.8423 $5,241 $6,386 $62,892 $76,632 $5,241 $5,372 $5,506 $5,644 $5,785 $5,930 $6,078 $6,230 $6,386 Parks & Grounds Worker LOCAL39 7/1/25 $26.0423 $31.7423 $4,514 $5,502 $54,168 $66,024 $4,514 $4,627 $4,743 $4,862 $4,984 $5,109 $5,237 $5,368 $5,502 Parks & Grounds Worker, Senior LOCAL39 7/1/25 $28.4827 $34.7019 $4,937 $6,015 $59,244 $72,180 $4,937 $5,060 $5,186 $5,316 $5,449 $5,585 $5,725 $5,868 $6,015 Permit Technician I LOCAL39 7/1/25 $29.8788 $36.3981 $5,179 $6,309 $62,148 $75,708 $5,179 $5,308 $5,441 $5,577 $5,716 $5,859 $6,005 $6,155 $6,309 Permit Technician II LOCAL39 7/1/25 $32.1231 $39.1385 $5,568 $6,784 $66,816 $81,408 $5,568 $5,707 $5,850 $5,996 $6,146 $6,300 $6,458 $6,619 $6,784 Planning Technician LOCAL39 7/1/25 $29.8904 $36.4212 $5,181 $6,313 $62,172 $75,756 $5,181 $5,311 $5,444 $5,580 $5,719 $5,862 $6,009 $6,159 $6,313 Recreation Coordinator LOCAL39 7/1/25 $26.5846 $32.3885 $4,608 $5,614 $55,296 $67,368 $4,608 $4,723 $4,841 $4,962 $5,086 $5,213 $5,343 $5,477 $5,614 Recreation Supervisor I LOCAL39 7/1/25 $33.2077 $40.4654 $5,756 $7,014 $69,072 $84,168 $5,756 $5,900 $6,048 $6,199 $6,354 $6,513 $6,676 $6,843 $7,014 Recreation Supervisor II LOCAL39 7/1/25 $36.9115 $44.9769 $6,398 $7,796 $76,776 $93,552 $6,398 $6,558 $6,722 $6,890 $7,062 $7,239 $7,420 $7,606 $7,796 Secretary LOCAL39 7/1/25 $29.7404 $36.2308 $5,155 $6,280 $61,860 $75,360 $5,155 $5,284 $5,416 $5,551 $5,690 $5,832 $5,978 $6,127 $6,280 Senior Water Treatment Plant Operator LOCAL39 7/1/25 $46.8981 $57.1442 $8,129 $9,905 $97,548 $118,860 $8,129 $8,332 $8,540 $8,754 $8,973 $9,197 $9,427 $9,663 $9,905 Special Events Supervisor I LOCAL39 7/1/25 $33.2077 $40.4654 $5,756 $7,014 $69,072 $84,168 $5,756 $5,900 $6,048 $6,199 $6,354 $6,513 $6,676 $6,843 $7,014 Special Events Supervisor II LOCAL39 7/1/25 $36.9115 $44.9769 $6,398 $7,796 $76,776 $93,552 $6,398 $6,558 $6,722 $6,890 $7,062 $7,239 $7,420 $7,606 $7,796 Stationary Engineer LOCAL39 7/1/25 $37.6904 $45.9173 $6,533 $7,959 $78,396 $95,508 $6,533 $6,696 $6,863 $7,035 $7,211 $7,391 $7,576 $7,765 $7,959 Treatment Plant Mechanic I LOCAL39 7/1/25 $35.5385 $43.3038 $6,160 $7,506 $73,920 $90,072 $6,160 $6,314 $6,472 $6,634 $6,800 $6,970 $7,144 $7,323 $7,506 Treatment Plant Mechanic II LOCAL39 7/1/25 $39.0981 $47.6308 $6,777 $8,256 $81,324 $99,072 $6,777 $6,946 $7,120 $7,298 $7,480 $7,667 $7,859 $8,055 $8,256 Water Meter Technician LOCAL39 7/1/25 $27.6865 $33.7327 $4,799 $5,847 $57,588 $70,164 $4,799 $4,919 $5,042 $5,168 $5,297 $5,429 $5,565 $5,704 $5,847 Water Treatment Plant Operator II LOCAL39 7/1/25 $34.6038 $42.1731 $5,998 $7,310 $71,976 $87,720 $5,998 $6,148 $6,302 $6,460 $6,622 $6,788 $6,958 $7,132 $7,310 Water Treatment Plant Operator III LOCAL39 7/1/25 $38.2500 $46.6038 $6,630 $8,078 $79,560 $96,936 $6,630 $6,796 $6,966 $7,140 $7,318 $7,501 $7,689 $7,881 $8,078

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Accounting Technician III LOCAL39 7/1/25 $32.1981 $39.1385 $5,581 $6,784 $66,972 $81,408 $5,581 $5,860 $6,153 $6,461 $6,784

SALARY SCHEDULE B

SALARY SCHEDULE A

1462
Management City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Business Manager MGMT 8/9/25 $58.2577 $70.8000 $10,098 $12,272 $121,176 $147,264 Capital Improvement Manager MGMT 8/9/25 $64.6962 $78.6231 $11,214 $13,628 $134,568 $163,536 Chief Building Official MGMT 8/9/25 $64.6962 $78.6231 $11,214 $13,628 $134,568 $163,536 City Clerk MGMT 8/9/25 $67.7769 $82.3673 $11,748 $14,277 $140,976 $171,324 Code Enforcement Manager MGMT 8/9/25 $58.2577 $70.8000 $10,098 $12,272 $121,176 $147,264 Community Investment Manager MGMT 8/9/25 $62.7173 $76.2231 $10,871 $13,212 $130,452 $158,544 Community Investment Principal Planner MGMT 8/9/25 $60.9750 $74.1058 $10,569 $12,845 $126,828 $154,140 Community Investment Senior Planner MGMT 8/9/25 $52.8519 $64.2288 $9,161 $11,133 $109,932 $133,596 Construction & Facilities Development Manager MGMT 8/9/25 $64.6962 $78.6231 $11,214 $13,628 $134,568 $163,536 Construction Inspection Manager MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Court Liaison Officer MGMT 8/9/25 $40.2865 $48.9577 $6,983 $8,486 $83,796 $101,832 Data Services Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Development Services Manager MGMT 8/9/25 $64.6962 $78.6231 $11,214 $13,628 $134,568 $163,536 Economic Development Manager MGMT 8/9/25 $62.7173 $76.2231 $10,871 $13,212 $130,452 $158,544 Equipment and Facilities Superintendent MGMT 8/9/25 $58.2519 $70.7942 $10,097 $12,271 $121,164 $147,252 Facilities Supervisor MGMT 1/21/26 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Finance Manager MGMT 8/9/25 $67.7769 $82.3673 $11,748 $14,277 $140,976 $171,324 Finance Supervisor MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Fire Marshal MGMT 8/9/25 $64.6904 $78.6173 $11,213 $13,627 $134,556 $163,524 Flood Protection Manager MGMT 8/9/25 $67.2058 $81.6750 $11,649 $14,157 $139,788 $169,884 Flood Protection Planner MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Geographical Information Systems Supervisor MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Home Run Manager MGMT 8/9/25 $64.6962 $78.6231 $11,214 $13,628 $134,568 $163,536 Housing Manager MGMT 8/9/25 $62.7173 $76.2231 $10,871 $13,212 $130,452 $158,544 Human Resources Manager MGMT 8/9/25 $67.7769 $82.3673 $11,748 $14,277 $140,976 $171,324 Human Resources Supervisor MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Information Technology Business Services Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Information Technology Manager MGMT 8/9/25 $67.7769 $82.3673 $11,748 $14,277 $140,976 $171,324 Park Planning & Development Manager MGMT 8/9/25 $58.2577 $70.8000 $10,098 $12,272 $121,176 $147,264 Parking Manager MGMT 8/9/25 $62.7173 $76.2231 $10,871 $13,212 $130,452 $158,544 Parks Facility Maintenance Supervisor MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Parks Operations Superintendent MGMT 8/9/25 $58.2519 $70.7942 $10,097 $12,271 $121,164 $147,252 Permit Services Manager MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Planning Manager MGMT 8/9/25 $64.6962 $78.6231 $11,214 $13,628 $134,568 $163,536 Police Records & Property Manager MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Police Support Services Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Preschool Site Supervisor MGMT 8/9/25 $34.5577 $42.0000 $5,990 $7,280 $71,880 $87,360 Principal Engineer MGMT 8/9/25 $67.2058 $81.6750 $11,649 $14,157 $139,788 $169,884 Program Manager MGMT 8/9/25 $44.5962 $54.1962 $7,730 $9,394 $92,760 $112,728 Public Information Officer MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Purchasing Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Recreation Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Road Maintenance Supervisor MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Senior Analyst MGMT 8/9/25 $50.7231 $61.6442 $8,792 $10,685 $105,504 $128,220 Senior Engineer MGMT 8/9/25 $60.9750 $74.1000 $10,569 $12,844 $126,828 $154,128 Senior Finance Analyst MGMT 8/9/25 $52.8519 $64.2288 $9,161 $11,133 $109,932 $133,596 Senior Planner MGMT 8/9/25 $52.8519 $64.2288 $9,161 $11,133 $109,932 $133,596 Senior Program Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Senior Project Manager MGMT 8/9/25 $52.8462 $64.2231 $9,160 $11,132 $109,920 $133,584 Senior Transportation Planner MGMT 8/9/25 $52.8519 $64.2288 $9,161 $11,133 $109,932 $133,596 Supervising Transportation Planner MGMT 8/9/25 $58.2577 $70.8000 $10,098 $12,272 $121,176 $147,264 Sustainability Manager MGMT 8/9/25 $58.2577 $70.8000 $10,098 $12,272 $121,176 $147,264 Technical Services Manager MGMT 8/9/25 $55.3558 $67.2750 $9,595 $11,661 $115,140 $139,932 Utilities Maintenance Superintendent MGMT 8/9/25 $58.2519 $70.7942 $10,097 $12,271 $121,164 $147,252 Water Treatment Plant Superintendent MGMT 8/9/25 $60.9750 $74.1058 $10,569 $12,845 $126,828 $154,140

1463
Police Officer's Association City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Code Enforcement Officer I POA 1/1/26 $30.5423 $37.2115 $5,294 $6,450 $63,528 $77,400 $5,294 $5,426 $5,562 $5,701 $5,844 $5,990 $6,140 $6,293 $6,450 Code Enforcement Officer II POA 1/1/26 $33.7500 $41.1231 $5,850 $7,128 $70,200 $85,536 $5,850 $5,996 $6,146 $6,300 $6,458 $6,619 $6,784 $6,954 $7,128 Code Enforcement Officer, Senior POA 1/1/26 $37.2808 $45.4269 $6,462 $7,874 $77,544 $94,488 $6,462 $6,624 $6,790 $6,960 $7,134 $7,312 $7,495 $7,682 $7,874 Community Services Officer I POA 1/1/26 $25.1250 $30.6058 $4,355 $5,305 $52,260 $63,660 $4,355 $4,464 $4,576 $4,690 $4,807 $4,927 $5,050 $5,176 $5,305 Community Services Officer II POA 1/1/26 $28.1365 $34.2808 $4,877 $5,942 $58,524 $71,304 $4,877 $4,999 $5,124 $5,252 $5,383 $5,518 $5,656 $5,797 $5,942 Community Services Officer, Senior POA 1/1/26 $31.5115 $38.3942 $5,462 $6,655 $65,544 $79,860 $5,462 $5,599 $5,739 $5,882 $6,029 $6,180 $6,335 $6,493 $6,655 Crime Analyst I POA 1/1/26 $36.0346 $43.9038 $6,246 $7,610 $74,952 $91,320 $6,246 $6,402 $6,562 $6,726 $6,894 $7,066 $7,243 $7,424 $7,610 Crime Analyst II POA 1/1/26 $40.9442 $49.8865 $7,097 $8,647 $85,164 $103,764 $7,097 $7,274 $7,456 $7,642 $7,833 $8,029 $8,230 $8,436 $8,647 Crime Analyst, Senior POA 1/1/26 $45.7846 $55.7769 $7,936 $9,668 $95,232 $116,016 $7,936 $8,134 $8,337 $8,545 $8,759 $8,978 $9,202 $9,432 $9,668 Crime Scene Investigator I POA 1/1/26 $31.3500 $38.1981 $5,434 $6,621 $65,208 $79,452 $5,434 $5,570 $5,709 $5,852 $5,998 $6,148 $6,302 $6,460 $6,621 Crime Scene Investigator II POA 1/1/26 $34.8462 $42.4673 $6,040 $7,361 $72,480 $88,332 $6,040 $6,191 $6,346 $6,505 $6,668 $6,835 $7,006 $7,181 $7,361 Crime Scene Investigator III POA 1/1/26 $38.1115 $46.4308 $6,606 $8,048 $79,272 $96,576 $6,606 $6,771 $6,940 $7,113 $7,291 $7,473 $7,660 $7,852 $8,048 Police Officer POA 1/1/26 $49.2808 $58.5865 $8,542 $10,155 $102,504 $121,860 $8,542 $8,756 $8,975 $9,199 $9,429 $9,665 $9,907 $10,155 Police Records Technician I POA 1/1/26 $23.8615 $29.0712 $4,136 $5,039 $49,632 $60,468 $4,136 $4,239 $4,345 $4,454 $4,565 $4,679 $4,796 $4,916 $5,039 Police Records Technician II POA 1/1/26 $26.2904 $32.0365 $4,557 $5,553 $54,684 $66,636 $4,557 $4,671 $4,788 $4,908 $5,031 $5,157 $5,286 $5,418 $5,553 Police Records Technician, Senior POA 1/1/26 $28.9327 $35.2442 $5,015 $6,109 $60,180 $73,308 $5,015 $5,140 $5,268 $5,400 $5,535 $5,673 $5,815 $5,960 $6,109 Police Sergeant POA 1/1/26 $60.8654 $72.3462 $10,550 $12,540 $126,600 $150,480 $10,550 $10,814 $11,084 $11,361 $11,645 $11,936 $12,234 $12,540 Police Services Coordinator POA 1/1/26 $31.5173 $38.4058 $5,463 $6,657 $65,556 $79,884 $5,463 $5,600 $5,740 $5,884 $6,031 $6,182 $6,337 $6,495 $6,657 Property & Evidence Technician I POA 1/1/26 $28.0673 $34.2058 $4,865 $5,929 $58,380 $71,148 $4,865 $4,987 $5,112 $5,240 $5,371 $5,505 $5,643 $5,784 $5,929 Property & Evidence Technician II POA 1/1/26 $30.8885 $37.6327 $5,354 $6,523 $64,248 $78,276 $5,354 $5,488 $5,625 $5,766 $5,910 $6,058 $6,209 $6,364 $6,523 Youth Counselor POA 1/1/26 $36.9346 $45.0000 $6,402 $7,800 $76,824 $93,600 $6,402 $6,562 $6,726 $6,894 $7,066 $7,243 $7,424 $7,610 $7,800

1464
Police Manager's City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Police Lieutenant POLMGT 1/1/26 $77.7692 $94.7538 $13,480 $16,424 $161,760 $197,088 $13,480 $13,817 $14,162 $14,516 $14,879 $15,251 $15,632 $16,023 $16,424

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Police Lieutenant POLMGT 1/1/26 $77.9654 $94.7538 $13,514 $16,424 $162,168 $197,088

SALARY SCHEDULE A

SALARY SCHEDULE B

1465
Recruit City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Fire Recruit RECRUIT 7/1/25 $39.4500 $6,838 $82,056
Police Recruit RECRUIT 1/1/26 $39.4212 $6,833 $81,996

1466
Safety Management City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Deputy Fire Chief SAFEMGT 8/9/25 $82.2000 $99.9000 $14,248 $17,316 $170,976 $207,792 Deputy Police Chief SAFEMGT 8/9/25 $86.1115 $104.6538 $14,926 $18,140 $179,112 $217,680

1467
Specialist & Professionals City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Accountant I SPECPROF 8/9/25 $36.6173 $44.6250 $6,347 $7,735 $76,164 $92,820 $6,347 $6,506 $6,669 $6,836 $7,007 $7,182 $7,362 $7,546 $7,735 Accountant II SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Administrative Analyst I SPECPROF 8/9/25 $36.5885 $44.5904 $6,342 $7,729 $76,104 $92,748 $6,342 $6,501 $6,664 $6,831 $7,002 $7,177 $7,356 $7,540 $7,729 Administrative Analyst II SPECPROF 8/9/25 $44.4750 $54.1962 $7,709 $9,394 $92,508 $112,728 $7,709 $7,902 $8,100 $8,302 $8,510 $8,723 $8,941 $9,165 $9,394 Assistant Community Investment Planner SPECPROF 8/9/25 $36.5885 $44.5904 $6,342 $7,729 $76,104 $92,748 $6,342 $6,501 $6,664 $6,831 $7,002 $7,177 $7,356 $7,540 $7,729 Assistant Engineer SPECPROF 8/9/25 $44.4346 $54.1385 $7,702 $9,384 $92,424 $112,608 $7,702 $7,895 $8,092 $8,294 $8,501 $8,714 $8,932 $9,155 $9,384 Assistant Planner SPECPROF 8/9/25 $36.5885 $44.5904 $6,342 $7,729 $76,104 $92,748 $6,342 $6,501 $6,664 $6,831 $7,002 $7,177 $7,356 $7,540 $7,729 Assistant Transportation Planner SPECPROF 8/9/25 $36.5885 $44.5904 $6,342 $7,729 $76,104 $92,748 $6,342 $6,501 $6,664 $6,831 $7,002 $7,177 $7,356 $7,540 $7,729 Associate Community Investment Planner SPECPROF 8/9/25 $42.8250 $52.1827 $7,423 $9,045 $89,076 $108,540 $7,423 $7,609 $7,799 $7,994 $8,194 $8,399 $8,609 $8,824 $9,045 Associate Engineer SPECPROF 8/9/25 $52.7192 $64.2288 $9,138 $11,133 $109,656 $133,596 $9,138 $9,366 $9,600 $9,840 $10,086 $10,338 $10,596 $10,861 $11,133 Associate Planner SPECPROF 8/9/25 $42.8250 $52.1827 $7,423 $9,045 $89,076 $108,540 $7,423 $7,609 $7,799 $7,994 $8,194 $8,399 $8,609 $8,824 $9,045 Associate Transportation Planner SPECPROF 8/9/25 $42.8250 $52.1827 $7,423 $9,045 $89,076 $108,540 $7,423 $7,609 $7,799 $7,994 $8,194 $8,399 $8,609 $8,824 $9,045 Building Inspector I SPECPROF 8/9/25 $37.7192 $45.9577 $6,538 $7,966 $78,456 $95,592 $6,538 $6,701 $6,869 $7,041 $7,217 $7,397 $7,582 $7,772 $7,966 Building Inspector II SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 CALEA Coordinator SPECPROF 8/9/25 $44.4750 $54.1962 $7,709 $9,394 $92,508 $112,728 $7,709 $7,902 $8,100 $8,302 $8,510 $8,723 $8,941 $9,165 $9,394 Construction Administrative Specialist SPECPROF 8/9/25 $32.4519 $39.5365 $5,625 $6,853 $67,500 $82,236 $5,625 $5,766 $5,910 $6,058 $6,209 $6,364 $6,523 $6,686 $6,853 Construction Inspector I SPECPROF 8/9/25 $37.7192 $45.9577 $6,538 $7,966 $78,456 $95,592 $6,538 $6,701 $6,869 $7,041 $7,217 $7,397 $7,582 $7,772 $7,966 Construction Inspector II SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Construction Inspector III SPECPROF 8/9/25 $47.3942 $57.7442 $8,215 $10,009 $98,580 $120,108 $8,215 $8,420 $8,631 $8,847 $9,068 $9,295 $9,527 $9,765 $10,009 Court Liaison Specialist SPECPROF 8/9/25 $27.5423 $33.5538 $4,774 $5,816 $57,288 $69,792 $4,774 $4,893 $5,015 $5,140 $5,269 $5,401 $5,536 $5,674 $5,816 Deputy City Clerk SPECPROF 8/9/25 $32.4519 $39.5365 $5,625 $6,853 $67,500 $82,236 $5,625 $5,766 $5,910 $6,058 $6,209 $6,364 $6,523 $6,686 $6,853 Engineering Assistant I SPECPROF 8/9/25 $37.7192 $45.9577 $6,538 $7,966 $78,456 $95,592 $6,538 $6,701 $6,869 $7,041 $7,217 $7,397 $7,582 $7,772 $7,966 Engineering Assistant II SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Engineering Assistant III SPECPROF 8/9/25 $47.3942 $57.7442 $8,215 $10,009 $98,580 $120,108 $8,215 $8,420 $8,631 $8,847 $9,068 $9,295 $9,527 $9,765 $10,009 Finance Analyst SPECPROF 8/9/25 $47.3481 $57.6865 $8,207 $9,999 $98,484 $119,988 $8,207 $8,412 $8,622 $8,838 $9,059 $9,285 $9,517 $9,755 $9,999 Financial Specialist SPECPROF 8/9/25 $32.4519 $39.5365 $5,625 $6,853 $67,500 $82,236 $5,625 $5,766 $5,910 $6,058 $6,209 $6,364 $6,523 $6,686 $6,853 Fire Inspector SPECPROF 8/9/25 $37.6788 $45.9058 $6,531 $7,957 $78,372 $95,484 $6,531 $6,694 $6,861 $7,033 $7,209 $7,389 $7,574 $7,763 $7,957 Information Technology Specialist I SPECPROF 8/9/25 $39.5827 $48.2308 $6,861 $8,360 $82,332 $100,320 $6,861 $7,033 $7,209 $7,389 $7,574 $7,763 $7,957 $8,156 $8,360 Information Technology Specialist II SPECPROF 8/9/25 $44.4750 $54.1962 $7,709 $9,394 $92,508 $112,728 $7,709 $7,902 $8,100 $8,302 $8,510 $8,723 $8,941 $9,165 $9,394 Landscape Inspector SPECPROF 8/9/25 $37.6788 $45.9058 $6,531 $7,957 $78,372 $95,484 $6,531 $6,694 $6,861 $7,033 $7,209 $7,389 $7,574 $7,763 $7,957 Plans Examiner I SPECPROF 8/9/25 $37.7192 $45.9577 $6,538 $7,966 $78,456 $95,592 $6,538 $6,701 $6,869 $7,041 $7,217 $7,397 $7,582 $7,772 $7,966 Plans Examiner II SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Police Records Supervisor SPECPROF 8/9/25 $37.7019 $45.9288 $6,535 $7,961 $78,420 $95,532 $6,535 $6,698 $6,865 $7,037 $7,213 $7,393 $7,578 $7,767 $7,961 Preschool Teacher SPECPROF 8/9/25 $20.8962 $25.4654 $3,622 $4,414 $43,464 $52,968 $3,622 $3,713 $3,806 $3,901 $3,999 $4,099 $4,201 $4,306 $4,414 Program Technician I SPECPROF 8/9/25 $28.0962 $34.2346 $4,870 $5,934 $58,440 $71,208 $4,870 $4,992 $5,117 $5,245 $5,376 $5,510 $5,648 $5,789 $5,934 Program Technician II SPECPROF 8/9/25 $32.4519 $39.5365 $5,625 $6,853 $67,500 $82,236 $5,625 $5,766 $5,910 $6,058 $6,209 $6,364 $6,523 $6,686 $6,853 Project Manager I SPECPROF 8/9/25 $42.8250 $52.1827 $7,423 $9,045 $89,076 $108,540 $7,423 $7,609 $7,799 $7,994 $8,194 $8,399 $8,609 $8,824 $9,045 Project Manager II SPECPROF 8/9/25 $47.3481 $57.6865 $8,207 $9,999 $98,484 $119,988 $8,207 $8,412 $8,622 $8,838 $9,059 $9,285 $9,517 $9,755 $9,999 Senior Accountant SPECPROF 8/9/25 $47.3942 $57.7442 $8,215 $10,009 $98,580 $120,108 $8,215 $8,420 $8,631 $8,847 $9,068 $9,295 $9,527 $9,765 $10,009 Senior Building Inspector SPECPROF 8/9/25 $47.3942 $57.7442 $8,215 $10,009 $98,580 $120,108 $8,215 $8,420 $8,631 $8,847 $9,068 $9,295 $9,527 $9,765 $10,009 Senior Deputy City Clerk SPECPROF 8/9/25 $36.5769 $44.5615 $6,340 $7,724 $76,080 $92,688 $6,340 $6,498 $6,660 $6,827 $6,998 $7,173 $7,352 $7,536 $7,724 Senior Fire Inspector SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Senior Landscape Inspector SPECPROF 8/9/25 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Senior Plans Examiner SPECPROF 8/9/25 $47.3942 $57.7442 $8,215 $10,009 $98,580 $120,108 $8,215 $8,420 $8,631 $8,847 $9,068 $9,295 $9,527 $9,765 $10,009 Technical Support Specialist I SPECPROF 8/9/25 $28.0904 $34.2288 $4,869 $5,933 $58,428 $71,196 $4,869 $4,991 $5,116 $5,244 $5,375 $5,509 $5,647 $5,788 $5,933 Technical Support Specialist II SPECPROF 8/9/25 $32.4519 $39.5365 $5,625 $6,853 $67,500 $82,236 $5,625 $5,766 $5,910 $6,058 $6,209 $6,364 $6,523 $6,686 $6,853 Technical Support Specialist III SPECPROF 8/9/25 $37.7019 $45.9288 $6,535 $7,961 $78,420 $95,532 $6,535 $6,698 $6,865 $7,037 $7,213 $7,393 $7,578 $7,767 $7,961

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Administrative Analyst II SPECPROF 8/9/25 $44.5904 $54.1962 $7,729 $9,394 $92,748 $112,728 $7,729 $8,115 $8,521 $8,947 $9,394

SALARY SCHEDULE B

1468
Extra Help City of West Sacramento
2025/2026 Classification Plan
Approved: 04/15/2026
POSITION TITLE SALARY EFFECTIVE Minimum Hourly Maximum Hourly Assistant Pool Manager 1/1/2026 $18.75 $19.50
Emergency Services Coordinator 2/22/2025 $55.00 $55.00
Extra Help/Special Events Officer 1/1/2026 $58.59 $58.59 Laborer 1/1/2026 $17.00 $20.00
Lead Program Leader 1/1/2026 $23.50 $26.00
Lead Recreation Leader 1/1/2026 $19.25 $20.25
Lifeguard/Swim Instructor 1/1/2026 $17.25 $18.75
Pool Manager 1/1/2026 $19.50 $20.50
Program Aide 1/1/2026 $17.00 $19.00
Program Assistant 1/1/2026 $17.00 $22.00
Program Leader 1/1/2026 $19.00 $21.50
Program Site Leader 1/1/2026 $21.50 $24.00
Recreation Aide 1/1/2026 $17.00 $17.00
Recreation Assistant 1/1/2026 $20.25 $22.00
Recreation Leader 1/1/2026 $17.00 $18.50
Retired Annuitant 1/1/2026 $17.00 $86.00
Senior Recreation Leader 1/1/2026 $18.50 $19.25
Senior Traffic Operations Officer 1/1/2026 $23.25 $26.00 Student Intern 1/1/2026 $17.00 $22.00
Substitute Preschool Teacher 1/1/2026 $17.00 $19.25
Traffic Operations Officer 1/1/2026 $20.50 $23.25
Salary increases at $0.25 increments with a maximum of $1.00.

1469
City of West Sacramento
Benefits Summary
STATIONARY ENGINEERS, LOCAL 39
TERM OF AGREEMENT: 07/01/2024 – 06/30/2027
Revised: 4/15/2026
Acting Supervisor Differential: Paid additional 5% of base salary after first 3 days per calendar year in acting role.

Auto Allowance: None
Bereavement Leave &
Reproductive Loss:

When a death occurs in an employee's immediate family the City will provide time off, with pay, up to a maximum of four (4) days. An additional one (1) day may be taken, however, this additional time shall be charged against the employees vacation, floating holiday, or sick leave, or taken without pay if no leave time exists. The employee may elect which accrued leave to use.

An additional five (5) days may be granted by the Department Head in their discretion, depending upon the circumstances; however, this additional time shall be charged against the employees’ vacation, floating holiday, or sick leave, or taken without pay if no leave time exists. The employee may elect which accrued leave to use.

When a reproductive loss event is experienced by an employee the City will provide time off, with pay, up to a maximum of four (4) days per loss event. An additional two (2) days of leave may be taken per loss event; however, this additional time shall be charged against the employee's vacation, floating holiday, or sick leave accruals, as designated by the employee, or taken without pay if no leave time exists.

Bilingual Pay: A premium pay of 5% will be added for employees possessing and utilizing bilingual skills on duty.

The number of individuals to receive this pay, the languages eligible, and the qualification requirements will be determined by the City.

Call Back: Paid minimum of 2 hours at the overtime rate of time and one-half.

Employees who are called back on the New Year’s Day, Independence Day, Thanksgiving Day and Christmas Day holidays shall retain the holiday hours actually worked, not to exceed eight (8) hours. The holidays hours are to be taken at a later date within the same fiscal year earned and if not taken will be paid to the employee following the end of the current fiscal year.

Career Enhancement &
Wellness:

Reimbursement for various career enhancing (education, home office equipment, etc.) and wellness related expenses that qualify under the policy up to $1,000 per employee annually.

Deferred Compensation: Voluntary.

Educational Incentive Program: See separate chart.

Holidays: 12 set and 4.5 floating. If required to work on a holiday, paid at 1 ½ overtime rate and save holiday hours to be taken off later or cashed out.

Life Insurance: $20,000 term. $1,000 term for spouse/children ages 6 months to 19 years; $100 term for children 14 days to 6 months. 100% paid by City. See rate chart for premium.

Long Term Disability Insurance: Standard LTD paid by City (cost = 1.0% of gross wages).

Management Leave: None
Meal Allowance: Paid $18.00 meal allowance after 10 hours of work. Additional $18.00 meal allowance paid after 15 hours of work if City doesn't provide meal.

Medical, Dental and Vision
Insurance:

Medical plans are offered through the CalPERS medical program (PEHMCA) using the unequal, minimum contribution methodology. Dental plan is self-insured through Delta Dental. Vision 1470
City of West Sacramento Benefits Summary
Stationary Engineers, Local 39
07/01/2024 – 06/30/2027

plan is Vision Service Plan.

The cafeteria plan amount for health benefits (medical, dental and vision) for Employee Only shall either be equal to one hundred percent (100%) of the cost of the Kaiser plan for employee only and one hundred percent (100%) of the cost of employee only basic dental and vision or equal to $865, whichever is greater; for Employee plus One, the cafeteria plan amount shall either be equal to eighty percent (80%) of the Kaiser plan for employee plus one and eighty percent (80%) of the cost of employee plus one basic dental and vision or equal to $1255, whichever is greater; and for Employee plus Two or more, the cafeteria plan amount shall either be equal to eighty percent (80%) of the costs of employee plus two or more and eighty percent (80%) of the cost of employee plus two or more basic dental and vision or equal to $1625, whichever is greater. In no event shall any of the cafeteria plan contributions exceed 100% of the selected plan premium cost.

Medical, Dental and Vision
Insurance: Share the Savings
(Opt Out)
Employees hired prior to August 21, 2019, who opt out of the City's medical plans and show proof of enrollment in another group medical plan shall receive four hundred dollars ($400) per month plus City paid basic dental/vision up to the Employee Plus Two or More rate depending on coverage selected. This shall be referred to as "Share the Savings." Employees hired on or after August 21, 2019, who participate in Share the Savings will receive four hundred dollars ($400) plus City paid basic dental/vision at the Employee Only rate.

Employees may purchase dental/vision coverage up to the family rate with the Share the Savings funds.

Medical and Dental After
Retirement:

For employees and retirees hired before August 21, 2019: Medical and dental premiums to be paid by the City according to the formula below:
10-14 years of service = $50 + 25% of premiums
15-19 years of service = $75 + 30% of premiums
20 or more years of service = $100 + 50% of premiums
This benefit is never to exceed 75% of total premium or $750, whichever is less.

Vision is offered for up to 18 months (COBRA) and is paid by the retiree.

For employees hired on or after August 21, 2019: The City’s maximum monthly medical contribution for each eligible retiree shall be equal to the minimum employer contribution required for active employees pursuant to the Public Employees Medical and Hospital Care Act (PEMHCA). In addition to the PEMHCA minimum, employees will receive the following contributions to their Retiree Health Savings (RHS) account:
 From zero (0) to five (5) years of service, employees shall receive Twenty-five ($25) per month into be deposited to the employee’s RHS account
 After completion of five (5) years of continuous service with the City, employees shall receive One hundred dollars ($100.00) per month to be deposited into their RHS account.
 After completion of ten (10) years of continuous service with the City, employees shall receive One hundred and fifty dollars ($150.00) per month to be deposited into their RHS account.
 After completion of twenty (20) years of continuous service with the City, employees shall receive Two hundred dollars ($200.00) per month to be deposited into their RHS account.
1471
City of West Sacramento Benefits Summary
Stationary Engineers, Local 39
07/01/2024 – 06/30/2027

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

Employees will fall under the medical retirement tier based on original date of hire as a regular employee.

Night Shift Differential: Paid additional 5% of base salary if 50+% of regular work hours is after 6pm and before 7am.

Overtime: Paid 1 ½ overtime rate or equivalent compensation time after 8 hours* worked in a day or 40 hours worked in a week. Overtime to be taken in cash or CTO. CTO not to accrue in excess of 80 hours. All accrued CTO to be paid off at termination. (*After 10 hours for Recreation Supervisor I/II and Recreation Coordinator.)
Retirement: For employees hired on or after January 1, 2013, who are new CalPERS members, the retirement formula will be 2% @ 62 in accordance with the Public Employees’ Pension Reform Act of 2013 (PEPRA) and includes highest thirty-six months for final compensation determination and Unused Sick Leave Credit. Employees pay the contribution rate of fifty percent (50%) of the total normal cost rate on a pre-tax basis. For employees hired on or after February 11, 2012, the retirement program shall be the CalPERS 2% @ 60 formula, highest thirty-six months for final compensation determination, 3rd level of the 1959 Survivor Benefit, Military Service Credit as Public Service, the Unused Sick Leave Credit option. Employee contributes entire 7% of the employee’s contribution on a pre-tax basis.

For employees hired before February 11, 2012, the retirement program shall be the CalPERS

2.5% @ 55 plan, includes highest thirty-six months for final compensation determination, 1959 Survivor's Benefit (3rd Level) and Unused Sick Leave Credit. Employee contributes entire 8% of the employee’s contribution on a pre-tax basis.

New employees covered by a public retirement system with reciprocity (i.e., 37 Act), will be placed in the 2% @ 60 plan, in accordance with PEPRA.

Safety Equipment: For specified positions. See MOU for details.

Salary Increases: Effective the pay period inclusive of July 1, 2024, a general salary increase of five percent (5.0%).

Effective the pay period inclusive of July 1, 2025, a general salary increase of five percent (5.0%).

Effective the pay period inclusive of July 1, 2026, a general salary increase of five percent (5.0%).

Sick Leave: 12 days per year. Unlimited accumulation. Employees will be allowed to use sick leave as family sick leave. An employee shall be paid one-half of the value of their accumulated sick leave upon retirement, layoff or death based upon their salary at the time of termination. At retirement, employee may choose to have 100% of unused sick leave reported to CalPERS as service credit or up to 50% cash out/remainder reported to CalPERS.

Signing Bonus Effective the pay period inclusive of July 1, 2024, all employees will receive a one-time, nonPERSable lump sum retention payment in the amount of two thousand five hundred dollars ($2,500).
1472
City of West Sacramento Benefits Summary
Stationary Engineers, Local 39
07/01/2024 – 06/30/2027

Employees in this group should refer to the City Personnel Rules for further information on Employer/Employee relations, personnel practices, and terms and conditions of employment.

Effective the pay period inclusive of July 1, 2025, all employees will receive a one-time, nonPERSable lump sum retention payment in the amount of one thousand five hundred dollars ($1,500).

Effective the pay period inclusive of July 1, 2026, all employees will receive a one-time, nonPERSable lump sum retention payment in the amount of one thousand two hundred dollars ($1,200).

Special Recognition Pay: Employees hired prior to August 21, 2019, have completed five (5) years with the City based on their original hire date as a regular employee will receive sixty dollars ($60) per month in Special Recognition Pay.

Employees hired on or after the August 21, 2019, who have completed ten (10) years with the City based on their original hire date as a regular employee will receive an amount equal to sixty dollars ($60) per month in Special Recognition Pay.

Standby: Paid $3.00 for each assigned hour. Water Treatment Plant Operators will receive $3.00 per hour for up to 8 hours of sleep time in their 24-hour shift. If while on stand by employee must leave home to report to work, employee will be paid minimum 2 hours at overtime rate.

Employees who are required to be available for standby duty on the New Year’s Day, Independence Day, Thanksgiving Day and Christmas Day holidays shall retain four (4) holiday hours in addition to standby pay. The holidays hours are to be taken at a later date within the same fiscal year earned and if not taken will be paid to the employee following the end of the current fiscal year.

Uniform Allowance: City provided.

Vacation: 1-5 yrs = 10 days; 6-10 yrs = 15 days; 11-19 yrs = 20 days; 20+ yrs - 25 days. Maximum accumulation = 240 hours per year. Maximum accumulation increases to 300 hours after 20 years. Total payoff at separation.

Employees with a maximum accrual of two-hundred forty (240) hours may sell back a maximum of twenty (20) hours per calendar year.

Employees with a maximum accrual of three-hundred (300) hours may sell back a maximum of forty (40) hours per calendar year.

Eligible employees electing to cash out vacation hours may do so by completing the process implemented by Human Resources no later than December for the next calendar year. The decision by an employee to cash out vacation hours is irrevocable. 1473
City of West Sacramento
Local 39 Educational Incentives
General Unit: General Unit members will receive:
 60 College Semester Units = $75/month – OR –
 90 College Semester Units = $120/month
In addition, Local 39 members are eligible for the following certificate pays:

Position Certificate / Incentive
Chief Facilities Maintenance Worker  Certificate of Completion of coursework in mechanical-electrical technology from an accredited college or university = 2.0% Chief Maintenance Worker  D-4 Water Distribution Certificate = 2.0%  Class A Commercial License = 5.0%
 Spray Applicator or Pest Applicator Certificate = 0.5% Chief Parks & Grounds Worker  Spray Applicator or Pest Applicator Certificate = 0.5%  Arborist Certificate = 1.25%
Chief Treatment Plant Mechanic  D-2 Water Distribution Certificate = 1.0%  Class A Commercial License = 5.0%
 CWEA Grade I Mechanical Technologist Certificate = 1% Electrical Technician  Certified General Electrician = 5.0% Equipment Mechanic I/II  ASE Certificate (any) = 0.5% (limit 8) o Upon completion of a Master Certification, five (5%) per month, and any incentive pay for individual ASE certifications will cease.  Equipment Mechanic II – Class A Commercial License = 5.0% Facilities Maintenance Aide/Worker/Senior
 Certified Pool Operator or Aquatics Facilities Operator Certificate = 1.0%  Certificate of Completion of coursework in mechanical-electrical technology from an accredited college or university = 2.0% Groundskeeper  Spray Applicator or Pest Applicator Certificate = 0.5%  Arborist Certificate = 1.25%
Lead Road Maintenance Worker  D-3 Water Distribution Certificate = 1.5% – OR –  D-4 Water Distribution Certificate = 2.0%
 Class A Commercial License = 5.0%
 Grade II CWEA Collection System Maintenance Certification = 1.0%  Spray Applicator or Pest Applicator Certificate = 0.5% Lead Sewer Maintenance Worker  D-3 Water Distribution Certificate = 1.5% – OR –  D-4 Water Distribution Certificate = 2.0%
 Class A Commercial License = 5.0%
 Spray Applicator or Pest Applicator Certificate = 0.5% Lead Water Maintenance Worker  D-4 Water Distribution Certificate = 2.0%  Class A Commercial License = 5.0%
 Grade II CWEA Collection System Maintenance Certification = 1.0% 1474
City of West Sacramento Benefits Summary
Stationary Engineers, Local 39
07/01/2024 – 06/30/2027

 Spray Applicator or Pest Applicator Certificate = 0.5% Maintenance Worker/Senior  Spray Applicator or Pest Applicator Certificate = 0.5%  Grade II CWEA Collection System Maintenance Certification for the duration an employee is assigned to perform sewer collection duties =

1.0%
 D-1 Water Distribution Certificate = 0.5% – OR –
 D-2 Water Distribution Certificate = 1.0% – OR –
 D-3 Water Distribution Certificate = 1.5%
 Senior Maintenance Worker – Class A Commercial License = 5.0% Parks & Grounds Worker/Senior  Spray Applicator or Pest Applicator Certificate = 0.5%  Arborist Certificate = 1.25%
Recreation Coordinator  CPRS Professional Certificate = 0.5%  Certified Pool Operator or Aquatics Facilities Operator Certificate = 1.0% Recreation Supervisor I/II  CPRS Professional Certificate = 0.5%  Certified Pool Operator or Aquatics Facilities Operator Certificate = 1.0% Treatment Plant Mechanic I/II  D-2 Water Distribution Certificate = 1.0%  Class A Commercial License = 5.0%
 CWEA Grade I Mechanical Technologist Certificate = 1% Water Meter Technician:  D-2 Water Distribution Certificate = 1.0% Water Treatment Plant Apprentice  T-2 Water Operator Certificate = 1.0%  Class A Commercial License = 5.0%
Water Treatment Plant Operator II  D-3 Water Distribution Certificate = 1.5% – OR –  D-4 Water Distribution Certificate = 2.0%
 T-3 Water Operator Certificate = 1.5% – OR –
 T-4 Water Operator Certificate = 1.75%
 Class A Commercial License = 5.0%
Water Treatment Plant Operator III  D-4 Water Distribution Certificate = 2.0%  T-4 Water Operator Certificate = 1.75% – OR –
 T-5 Water Operator Certificate = 2.0%
 Class A Commercial License = 5.0%
Senior Water Treatment Plant Operator  D-4 Water Distribution Certificate = 2.0%  T-5 Water Operator Certificate = 2.0%
 Class A Commercial License = 5.0%
Water Treatment Plant Operator Apprentice -
Senior
 Laboratory Analyst/Water Quality Analyst Certificate Grade I = 2.0%  Water Treatment Plant Operator Apprentice - IV shall be eligible to receive certificate incentives concurrently. The total number of employees who receive the Laboratory Analyst/Water Quality Analyst Certificate Grade I incentive is limited to one (1) employee at any given time.
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City of West Sacramento Benefits Summary
Stationary Engineers, Local 39
07/01/2024 – 06/30/2027

1476

CITY COUNCIL AGENDA REPORT
MEETING DATE: April 15, 2026 ITEM # 19
SUBJECT:

CONSIDERATION OF AN INTERIM PROPORTIONAL IMPACT FEE REDUCTION

PROGRAM FOR TINY HOMES ON WHEELS (THOWS) USED AS PRIMARY DWELLING

UNITS AND PAYMENT PLAN OPTION
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Daniel Berumen, AICP, Senior Planner
Community Development
Marc Rotteveel, Senior Finance Analyst
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
This item is to consider a proposed program establishing interim proportional impact fee reductions for Tiny Homes on Wheels (THoWs) used as primary dwelling units and payment plan option.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Find that, pursuant to Section 15378(b)(4) of the CEQA Guidelines, this is not considered a “project” and therefore is not subject to CEQA review; and,

2. Adopt Resolution 26-18 establishing an interim proportional impact fee reduction program for Tiny Homes on Wheels (THoWs) used as primary dwelling units and payment plan option; and

3. Authorize the City Manager, or designee, to approve an administrative policy defining the terms of the payment plan for Tiny Homes on Wheels (THoWs).

BACKGROUND
The City of West Sacramento has consistently identified the provision of diverse, attainable, and flexible housing options as a core policy objective. Through multiple City Council goal-setting sessions, Housing Element updates, and Planning Commission discussions, the City has emphasized the importance of expanding housing choices that support missing-middle housing, multi-generational living arrangements, and attainable homeownership opportunities. These policy priorities have guided recent efforts to evaluate alternative residential formats and remove regulatory barriers that disproportionately affect smaller housing types.

Beginning in 2022, the Planning Commission and City Council initiated a series of policy discussions focused on expanding the City’s housing toolkit beyond conventional single-family and multifamily products. During these discussions, community members, housing advocates, and policymakers highlighted growing interest in Tiny Homes on Wheels (THoWs) as a potential long-term housing solution. At that time, THoWs were not permitted as permanent residences under the Zoning Code, and existing regulations did not provide a clear pathway for their use within established neighborhoods.

In response, the City Council directed staff to conduct a comprehensive evaluation of movable tiny homes and to determine whether THoWs could be safely and feasibly integrated into the City’s regulatory framework.

Between 2023 and 2025, staff from the Community Development Department collaborated to assess best practices from other California jurisdictions, review guidance from the California Department of Housing and Community Development, and evaluate life-safety, anchoring, utility, and inspection requirements necessary for permanent occupancy.

This effort also included analysis of zoning compatibility, infrastructure impacts, and the City’s unique parcel patterns, many of which limit the feasibility of traditional accessory dwelling units or conventional infill development. Outreach with tiny home manufacturers, operators, and residents further informed the City’s understanding of design standards, construction methods, and practical implementation considerations.

As a result of this work, staff concluded that THoWs, when subject to appropriate development standards, could function as a viable, low-impact housing option that advances affordability and housing choice objectives. In April 1477
THoW Interim Fee Reduction Program
April 15, 2026

2025, the City Council adopted the Tiny Home on Wheels Ordinance (24-9), formally authorizing THoWs 399 square feet or less to be permitted as either primary dwelling units or accessory dwelling units, subject to building, fire, and utility standards.

Following adoption of Ordinance 24-9, staff began implementation efforts, including development of internal process flowcharts, coordination across reviewing departments, and evaluation of how existing development impact fees apply to THoWs. This review identified a key policy issue: when classified as primary dwelling units, THoWs are subject to full impact fees based on assumptions tied to conventional housing types, despite their substantially smaller size and reduced infrastructure demand.

Assembly Bill 602
Assembly Bill 602 (AB 602) effective January 1, 2022, amended the Mitigation Fee Act (Government Code Section 66000 et seq.) to strengthen requirements governing the adoption and implementation of development impact fees, particularly as they relate to housing development projects. This legislation was adopted in response to statewide concerns regarding the transparency, consistency, and legal defensibility of local impact fee programs, as well as the potential effect of fees on housing production. AB 602 establishes new statutory requirements for the preparation, adoption, and maintenance of impact fee nexus studies. It also would require impact fees to be proportional to the size of a new home. The law requires local agencies to adopt a nexus study prior to imposing or increasing development impact fees, and to update such studies at least once every eight years. The nexus study must clearly identify existing and proposed levels of service, demonstrate the relationship between the fee and the impacts of new development, and evaluate assumptions supporting the fee structure.

The City has until January 1, 2030, to fully comply with AB 602.

ANALYSIS
The proposed THoW Proportional Impact Fee Reduction Program is grounded in the principle that development impact fees should reasonably reflect a project’s actual demand on public facilities and infrastructure. Traditional impact fee structures are structured to be applied to conventional single-family residences, which typically range between 1,500 and 2,500 square feet and generate predictable service and infrastructure demands. In contrast, THoWs are substantially smaller in scale (generally between 150 and 399 square feet) and are designed for efficient occupancy with lower utility usage, and overall service demand.

Under the City’s current fee framework, THoWs classified as primary dwelling units are subject to full impact fees despite their reduced size and limited infrastructure impacts. This creates a disproportionate financial burden on a housing type that is expressly intended to provide lower-cost housing options. The proposed proportional fee program addresses this discrepancy by scaling impact fees to reflect unit size and anticipated infrastructure demand, thereby improving internal consistency within the City’s fee system.

The program aims to align with the intent of AB 602, which requires development impact fees to be based on a reasonable relationship between the fee charged and the impacts of the development. While the City’s existing Nexus Studies predate the adoption of the THoW ordinance and do not expressly evaluate movable tiny homes, the interim proportional methodology provides a defensible bridge until comprehensive, AB 602-compliant updates are completed.

The proposed Fee Reduction Program is only intended to reduce fees for THoWs utilized as primary homes.

Accessory Dwelling Units (ADUs) under 750 square feet (including THoWs being utilized as ADUs) and Junior ADUs are already exempted from impact fees entirely, via State law, so there is no practical need to include them in this Program.

From a housing policy perspective, the program supports City Council goals related to housing diversity, missingmiddle housing, and infill development. THoWs offer a viable housing solution for aging-in-place households, multi-generational families, and residents seeking an attainable path to homeownership. Fee proportionality reduces a key barrier to production and improves the feasibility of utilizing constrained or undersized parcels that are otherwise unsuitable for traditional housing products.

Due to their size and occupancy characteristics, THoWs generally generate lower vehicle trip rates, reduced water and wastewater demand, and limited impacts on parks, libraries, and other community facilities. While cumulative, long-term impacts should continue to be monitored, staff does not anticipate that the interim fee reductions will result in immediate or significant strain on City infrastructure.

Staff acknowledges that reduced impact fees will likely result in lower per-unit fee revenue when compared to conventional housing. However, this potential revenue reduction must be balanced against the broader public benefit of increased housing production and the likelihood that many THoWs would not be constructed at all 1478
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April 15, 2026

under a full-fee scenario. In this context, proportional fees are more likely to facilitate incremental housing supply rather than displace traditional development.

Importantly, the program is structured as an interim measure. Staff will continue to work with the Finance Department and consultants to update the City’s Nexus Studies to fully account for THoWs and other smallformat residential units. These future updates will allow the City to refine fee assumptions, evaluate cumulative impacts, and ensure long-term fiscal sustainability while remaining compliant with State law and ultimately comply with AB 602. The proposed fee reduction would be effective immediately to assist current applicants applying for THoWs as primary units.

Methodology
The proposed THoW Impact Fee Reduction Program does not waive, exempt, or eliminate development impact fees. Instead, the program applies methodologies in a manner that reflects the reduced scale, intensity, and infrastructure demand of THoWs, thereby maintaining compliance with applicable legal requirements. Please see Table 1 (Methodology for THoW Impact Fee Reductions) for a further explanation:

Table 1 – Methodology for THoW Impact Fee Reductions
Fee Category Standard Fee Basis Methodology
Applied for THoWs
Rationale for Adjustment or No
Adjustment
Water Connection
Fees
Meter size No reduction applied Water demand is driven by landscaping and projected usage rather than unit size. Nexus
analysis indicates THoWs have comparable
water demand to conventional dwelling units.

Sewer Connection
Fees
Equivalent Dwelling
Unit (EDU)
Apply multi-family
EDU rate (75% of
single-family)
Sewer demand is based on EDU rather than
square footage. Multi-family rate more
accurately reflects reduced wastewater
generation.

Traffic Impact Fees Square footage Lowest residential tier (≤700 sq. ft.); flat fee
Trip generation correlates to dwelling size.

Proportional adjustment reflects reduced
traffic impacts.

Park Impact Fees Land use category /
EDU
Apply multi-family rate Park impact fee nexus relies on population and EDU comparisons; multi-family rate
reflects anticipated occupancy.

Fire Facilities
Development Fees
Square footage Smallest residential
tier (<1,100 sq. ft.),
prorated
Fire service impacts scale with building size;
proportional reduction reflects minimal
structural impact.

Police Facilities
Development Fees
Square footage Smallest residential
tier (<1,100 sq. ft.),
prorated
Police facility impacts tied to building size
and population; proportional reduction
ensures nexus consistency.

Corporation Yard
Facilities Fees
Square footage Smallest residential
tier (<1,100 sq. ft.),
prorated
Citywide service infrastructure impacts are
minimal for THoWs.

City Hall Facilities
Development Fees
Square footage Smallest residential
tier (<1,100 sq. ft.),
prorated
Administrative facility impacts scale with
development intensity; THoWs generate
minimal demand.

Childcare Impact
Fees
Square footage Fee exempted City policy exempts units under 600 sq. ft.; THoWs fall below threshold.

In-Lieu Flood
Protection Fees
Square footage Smallest residential
tier, prorated
Flood infrastructure impacts are tied to
impervious area and building size under
1,100 sq. ft.; proportional reduction
maintains nexus.

Fee Review and Categorization
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City staff conducted a comprehensive review of all applicable development impact fees to determine which fees are eligible for proportional adjustment and which fees must be assessed at the fully adopted rate. Impact fees imposed and administered by the City that are calculated based on square footage, equivalent dwelling unit assumptions, meter size, or other measurable demand-based criteria were identified as eligible for proportional adjustment. These fees include, but are not limited to traffic, fire facilities, police facilities, corporation yard facilities, city hall facilities, childcare, flood protection, and parks fees. Impact fees imposed by outside agencies, including Washington Unified School District (WUSD) fees, Yolo County development impact fees, and Regional Sanitation District fees, are not eligible for adjustment under this program. These fees are adopted and administered by independent agencies, and the City does not have legal authority to modify or reduce those fees. Accordingly, all outside agency fees shall continue to be assessed at the fully adopted rate. Staff reached out to each of these outside agencies regarding the consideration of reducing impact fees for THoWs as part of this program in January of 2026; thus far, staff have not heard of a determination by these agencies to reduce their impact fees.

Utility Connection Fees
Water and sewer connection fees are calculated based on meter size and equivalent dwelling unit (EDU) assumptions established in the City’s adopted utility fee schedules and utility master plans. An EDU relates multi family, commercial, and industrial connections to an equivalent single family residential connection based on the ratio of the customer’s estimated daily sewer water use compared to that of a single-family residence. For THoWs, utility fees are calculated using the smallest feasible meter size that meets City standards and operational requirements. This approach reflects the reduced water consumption and wastewater generation associated with THoWs and ensures consistency with the assumptions underlying the City’s utility infrastructure planning and cost recovery models.

Square Footage–Based Impact Fees
For City impact fees calculated on a per-square-foot basis, including traffic, fire, police, city hall, corporation yard, childcare, and flood-related fees, the applicable THoW impact fee is calculated by applying the lowest residential square footage tier identified in the City’s adopted nexus studies and fee schedules, then multiplying by the actual square footage of the unit.

This methodology is consistent with the City’s existing approach for calculating impact fees for small multi-family units and ensures that fees are directly proportional to anticipated demand on public infrastructure and facilities.

Traffic Impact Fees
Traffic impact fees are calculated by considering the relative impact created by a specific use to the City’s traffic system. This is typically based upon a presumed number of vehicle trips which will be generated by each use.

The City’s current fee schedule differentiates between the level of impacts of residential uses by designating fees based upon square footage of the dwelling units. Smaller homes, with the potential for fewer residents, drivers, and vehicles, pay less impact fees than a larger home. The smallest residential category in the current fee schedule applies to any home which is less than 700 square feet. This might apply to a studio unit or a 1- bedroom apartment. Either of these uses could potentially house 1 or 2 residents. Similarly, a THoW could provide for the same occupancy level and traffic impact as the current minimum category. Based upon relative impact, staff is recommending that the traffic impact fee for THoWs be equivalent to the fee currently assessed for homes less than 700 square feet.

Park Impact Fees
Park impact fees are calculated using the lowest applicable residential land-use category identified in the adopted Parks Impact Fee Nexus Study. This methodology reflects reduced household size, limited private outdoor space, and reduced demand for park facilities typically associated with THoWs. Both neighborhood park and community-wide park components are retained and applied proportionally to ensure continued funding for park facilities while maintaining consistency with nexus study assumptions.

Comparative Analysis
The application of the proportional methodologies described above results in total THoW impact fees that are markedly lower than those applicable to standard single family residential development and are generally comparable to, or lower than, impact fees assessed for one-bedroom multifamily units. This comparative analysis confirms that the proposed fee reductions are proportional to the reduced infrastructure impacts associated with THoWs and does not constitute favored treatment or a comprehensive waiver of applicable impact fees.

Excluded Fees
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THoW Interim Fee Reduction Program
April 15, 2026

The following fees are explicitly excluded from the THoW Impact Fee Reduction Program and shall be assessed at the full adopted rate without reduction:
 Washington Unified School District (WUSD) fees
 Yolo County development impact fees
 Regional Sanitation District fees
Payment Plan Option
A payment plan option for eligible ThoW applicants is also proposed as part of this program. A payment plan for City impact fees would reduce the upfront financial burden associated with building ThoWs. By spreading costs over time, applicants would be more likely to proceed with permitting and installation. The payments under the payment plan option would require an initial payment of 25% of the impact fees due. The remaining balance would be paid in quarterly installments until either the impact fees are paid in full or final permitting occurs, whichever comes first.

Environmental Considerations
The fee reduction program is not a “project” as defined by the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(4) and therefore is not subject to CEQA review. CEQA applies only to activities that have the potential to cause a direct physical change in the environment or a reasonably foreseeable indirect physical change. CEQA Guidelines Section 15378(b)(4) excludes from the definition of a project the creation of government funding mechanisms or fiscal activities that do not involve commitment to a specific project.

Commission Recommendation
In recent years, staff have completed numerous workshops and presentations to the Economic Development and Housing Commission focused on the City’s development and housing assistance programs, including impact fee reductions. On May 24, 2023, and again on November 29, 2023, staff presented updates on the status of the Council-directed expanded impact fee reduction program. The Commission’s feedback supported the proposed expanded impact fee reductions. In April 2025, City Council passed Ordinance 24-9 to allow Tiny Homes on Wheels (ThoWs) as both primary and accessory dwelling units.

Strategic Plan Integration
This proposed program advances the 2025 Policy Agenda strategic principal Housing & Homelessness: provide housing options for everyone and services for the most vulnerable members of society.

Alternatives
The City Council’s primary alternatives are summarized below.

1. Adopt Resolution 26-18 to facilitate an interim proportional impact fee reduction program for Tiny Homes on Wheels (ThoWs) as primary dwelling units and payment plan option; or

2. Deny adoption of Resolution 26-18 at this time; and/or

3. Continue the item to a future date and request additional information be provided at that time.

Staff recommends Alternative #1. Staff does not recommend Alternative #2 as this would not provide a mechanism for proportional impact fees for ThoWs at this time. Staff is prepared to effectuate Alternative #3 at the Council’s direction.

Coordination and Review
The project was coordinated with staff from the Community Development Department and Finance Department.

Budget/Cost Impact
Implementation of the proposed ThoW Impact Fee Reduction Program is anticipated to result in minimal fiscal impacts on the City. The program applies only to select City-imposed impact fees that are calculated based on proportional demand metrics such as square footage, meter size, or equivalent dwelling unit assumptions, and does not affect any fees imposed by outside agencies, including school district or County fees. The program will be implemented using existing staff resources and fee calculation processes and will not require additional staffing or budget appropriations.
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ATTACHMENTS

1. Resolution 26-18
a. Exhibit A – THoW Impact Fee Calculations
b. Exhibit B – Impact Fee Comparison
c. Exhibit C – Impact Fee Zones Map
d. Exhibit D – Traffic Impact Fee Zones Map

2. THoW Interim Proportional Impact Fee Schedule
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Attachment 1
RESOLUTION 26-18

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF WEST SACRAMENTO ADOPTING AN INTERIM PROPORTIONAL

IMPACT FEE REDUCTION PROGRAM FOR TINY HOMES ON WHEELS (THOWS) USED AS

PRIMARY DWELLING UNITS AND PAYMENT PLAN OPTION
WHEREAS, the City Council of the City of West Sacramento has consistently identified the provision of diverse, attainable, and flexible housing options as a core policy objective, including support for missing-middle housing, multi-generational living, aging in place, and lower-cost pathways to homeownership; and
WHEREAS, beginning in 2022, the City Council and Planning Commission directed staff to evaluate alternative housing formats, including Tiny Homes on Wheels (THoWs), and to assess their feasibility, regulatory framework, infrastructure impacts, and consistency with State housing policy; and
WHEREAS, in April 2025, the City Council adopted an ordinance authorizing THoWs, defined as movable residential units under 399 square feet, to be permitted as primary dwelling units or accessory dwelling units, subject to applicable development standards; and WHEREAS, California Government Code § 65852.2 exempts ADUs under 750 square feet from impact fees, recognizing their limited impact on public facilities; and WHEREAS, staff has determined that application of standard residential impact fees to THoWs does not accurately reflect the reduced scale, intensity, and infrastructure demand associated with these small-format housing units; and
WHEREAS, staff has prepared an interim proportional impact fee methodology that applies existing, adopted nexus-based fee calculation methods, including square footage, meter size, and equivalent dwelling unit assumptions, in a manner proportionate to THoW development impacts; and
WHEREAS, the interim fee program shall be implemented administratively upon adoption of this Resolution and shall remain in effect until such time as the City Council adopts updated AB 602–compliant Nexus Studies and corresponding impact fee schedules, or until modified or repealed by subsequent action of the City Council; and WHEREAS, the interim proportional impact fee methodology applies only to Cityimposed impact fees and does not modify or reduce any fees imposed by outside agencies, including school district, sanitary district, or county fees; and WHEREAS, the City Council desires to implement an interim fee structure to support the timely production of THoWs while ensuring continued compliance with state law and fiscal responsibility; and
WHEREAS, adoption of the interim proportional impact fee reduction program will further the City’s Housing Element objectives, support infill development, and expand housing opportunities while maintaining consistency with adopted infrastructure funding assumptions; and
WHEREAS, the proposed program would establish a payment plan for eligible THoWs to pay impact fees in installments in accordance with the Finance Department; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento as follows:
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1) The City Council hereby adopts the Interim Proportional Impact Fee Reduction Program for Tiny Homes on Wheels, including the proportional fee methodology and interim fee schedule presented to the City Council.
2) The interim fee program shall apply to qualifying THoWs, classified as primary dwelling units, in accordance with applicable State law and City regulations. 3) The interim proportional impact fee schedule shall apply only to City-imposed impact fees and shall not affect fees imposed by outside agencies. 4) The interim fee program shall be implemented administratively upon adoption of this Resolution and shall remain in effect until such time as the City Council adopts updated AB 602–compliant Nexus Studies and corresponding impact fee schedules, or until modified or repealed by subsequent action of the City Council. 5) The implementation of an impact fee payment plan option for eligible THoW projects to be applied in accordance with the Finance Department.

PASSED, APPROVED AND ADOPTED by the City Council of the City of West Sacramento on this ___ day of April 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Guerrero, Mayor
ATTEST: Approved as to form:

Jennifer Cusmir, City Clerk Jeffrey Mitchell, City Attorney

CODIFY X UNCODIFY
1484
Exhibit A - THoW Proportional Impact Fee Calculations
City Impact Fees Type of Fee Notes Rationale
Water Connection fees Based on Meter
Size $11,944-Zone 1 // $4,778-Zone 2
After reviewing the Nexus study, the impact of a THOW is still the same as a regular home: primarily based on landscaping and projected usage which determines meter size. Recommend not to reduce the fee.

Sewer Connection fees Based on Meter
Size Zone 2 and using multi-family rate
Based on the Master Plan, Sewer is based on EDU, the study took into consideration multi-family, etc. Recommend to use the multi-family rate which is 75% of the single family rate.

Traffic Impact fees Based on Square
Footage
up to 700sf, varies by District (I-5 Subregional
Corridor)
This fee depends on which Traffic District a THoW will be placed. Recommend to use the lowest fee for residential which would be 700 or less. Calculation is find the per square foot per 700 and then multiply it by square footage of unit.

Park Impact Fees Based on land
use category
charging neighborhood facilities +
communitywide facilities
Like Sewer, PIF Master Plan has a multi-family rate and based on the EDU comparison. Recommend to use the multi-family rate.

Fire Facilities Development fees Based on Square
Footage <1,100 sf
The calculation is determined by the smallest amount of square footage which is 1,099 and then calculated that by square footage of unit.

Police Facilities Development fees Based on Square
Footage <1,100 sf
The calculation is determined by the smallest amount of square footage which is 1,099 and then calculated that by square footage of unit.

Corporation Yard Facilities Development fees Based on Square Footage <1,100 sf
The calculation is determined by the smallest amount of square footage which is 1,099 and then calculated that by square footage of unit.

City Hall Facilities Development fees Based on Square
Footage <1,100 sf
The calculation is determined by the smallest amount of square footage which is 1,099 and then calculated that by square footage of unit.

Childcare Impact fees Based on Square
Footage up to 600sf No childcare fees for this program.

In-Lieu Flood Protection Payment Option fees Based on Square Footage $383-Zone 1 // $1,932-Zone 2
The calculation is determined by the smallest amount of square footage which is 1,099 and then calculated that by square footage of unit.

Impact Fees for Outside Agencies
Washington Unified School District (WUSD)
Price per square
foot
$5.17 psf (Washington Unified School District -
Developer Fees) Cannot reduce this fee because it is not a city fee.

Yolo County Development Impact Fee (YCDIF)
Based on land
use category
Based on Current Master Fee Schedule
(12/12/25). Cannot reduce this fee because it is not a city fee.

Regional San Sewer
Based on land
use category
https://www.cityofwestsacramento.org/home/sh
owpublisheddocument/11285/637323131337730
000 Cannot reduce this fee because it is not a city fee.

City Connection Fees
City Impact Fees
Outside Agency Impact Fees
Proposed Methodology for Impact Fee Reductions for THoWs as Primary Units 1485
Updated 3.13.26
City Impact Fees Single Family Rate (2500 sf) THoW Rate (399sf) THoW Rate (per sf) 1-bed multi-family Single Family Rate (2500 sf) THoW Rate (399sf) THoW Rate (per sf) 1-bed multi-family EXISTING PROPOSED RATE - MAX S.F. PROPOSED P.S.F. RATE EXISTING EXISTING PROPOSED RATE - MAX S.F. PROPOSED P.S.F. RATE EXISTING Water Connection fees $12,241 $12,241 - $12,241 $4,897 $4,897 - $4,778 Sewer Connection fees $7,959 $7,959 - $5,969 $3,183 $3,183 - $2,388 Traffic Impact fees $9,413 - $23,534 $1,846 - $4,614 $4.62 - $11.56 $1846 - $4,614 $3,964 - $6,821 $797- $1370 $1.99 - $3.43 $797- $1370 Park Impact fees $13,633 $13,633 $34.17 $11,179 $5,454 $5,454 $13.67 $4,473.00 Fire Facilities Development fees $1,763 $1,273 $3.19 $1,273 $705 $509 $1.28 $509.00 Police Facilities Development fees $1,730 $1,250 $3.13 $1,250 $693 $499 $1.25 $499.00 Corporation Yard Facilities Development fees $1,320 $953 $2.39 $953 $528 $382 $0.96 $382.00 City Hall Facilities Development fees $965 $697 $1.75 $697 $386 $280 $0.70 $280.00 Childcare Impact fees $830 $104 $0.26 $104 $0.00 $0.00 $0.00 $0.00 In-Lieu Flood Protection Payment Option fees $893 $393 $0.98 $136 $4,500 $1,980 $4.96 $1,557 Impact Fees for Outside Agencies
Washington Unified School District (WUSD) $12,925 $2,062 - $3,102 $12,925 $2,062 - $3,102 Yolo County Development Impact (YCDIF) $4,407 $4,407 - $3,267 $4,407 $4,407 - $3,267 Regional Sewer (SRSD) $3,602 $3,602 - $3,602 $3,602 $3,602 - $3,602 Total $71,681 - $85,802 $50,420 - $53,188 $45,619 - $48,387 $45,244 - $48,101 $28,052 - $28,625 $25,634 - $26,207 LEGEND *Single Family Rate is calculated using a 2,500sf unit City Connection Fees *Tiny Home Rate is calculated using 399sf unit City Impact Fees
Outside Agency Impact Fees
Traffic Impact Fee Districts (Citywide by District)
Residential Use Zone 1A (Southport) Zone 1B (Stone Lock) Zone 2 (Port) Zone 3 (WC/CBD) Zone 4 (Riverfront) Zone 5 (Lighthouse) Zone 6 (Reed/Harbor) Zone 7 700sf or less $4,614 $1,846 $1,370 $1,370 $797 $1,370 $1,370 n/a 701 to 1,100sf $14,446 $5,779 $4,290 $4,290 $2,494 $4,290 $4,290 n/a 1,101 to 2,500sf $18,176 $7,271 $5,399 $5,399 $3,138 $5,399 $5,399 n/a Greater than 2,500sf $23,534 $9,413 $6,990 $6,990 $4,062 $6,990 $6,990 n/a Note: District (Zone) 7 is not reflected in this table since these areas have their own negotiated impact fee package.

Zone 1 (Southern Area of the City)
Proposed THoW Impact Fees - Impact Fee Comparison
Zone 2 (Urban Infill Fee Reduction Area)
** Bridge District (Triangle) not eligible for THoW - only allowed in residential zones. *1 bed multi-family is based on avg 600sf unit
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Exhibit C
1487
Exhibit D
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City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

CHILDCARE IMPACT FEE
Residential
Zone 1
≤600 sf Per Dwelling Unit $104.00 Impact Fee Inflationary Adjustment 600 – 1000 sf Per Dwelling Unit $311.00 Impact Fee Inflationary Adjustment 1001 – 1400 sf Per Dwelling Unit $519.00 Impact Fee Inflationary Adjustment >1400 sf Per Dwelling Unit $830.00 Impact Fee Inflationary Adjustment Zone 2
≤600 sf Per Dwelling Unit $0.00 Impact Fee Inflationary Adjustment 600 – 1000 sf Per Dwelling Unit $0.00 Impact Fee Inflationary Adjustment 1001 – 1400 sf Per Dwelling Unit $0.00 Impact Fee Inflationary Adjustment >1400 sf Per Dwelling Unit $0.00 Impact Fee Inflationary Adjustment Hotel
Zone 1 Per 1,000 gross square feet of building area $249.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $0.00 Impact Fee Inflationary Adjustment Retail
Zone 1 Per 1,000 gross square feet of building area $623.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $0.00 Impact Fee Inflationary Adjustment Office
Zone 1 Per 1,000 gross square feet of building area $830.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $0.00 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per 1,000 gross square feet of building area $249.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $0.00 Impact Fee Inflationary Adjustment Tiny Homes On Wheels As Primary Unit
Zone 1 Per Square Feet $0.00 Impact Fee Inflationary Adjustment Zone 2 Per Square Feet $0.00 Impact Fee Inflationary Adjustment Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 1 of 17 1489 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

CITY HALL FACILITIES DEVELOPMENT FEE
Residential > 2500 Sq. Ft.

Zone 1 Per Dwelling Unit $965.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $386.00 Impact Fee Inflationary Adjustment Residential 1100-2500 Sq. Ft
Zone 1 Per Dwelling Unit $885.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $355.00 Impact Fee Inflationary Adjustment Residential < 1100 Sq. Ft.

Zone 1 Per Dwelling Unit $697.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $280.00 Impact Fee Inflationary Adjustment Retail/Service Commercial
Zone 1 Per 1,000 gross square feet of building area $536.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $300.00 Impact Fee Inflationary Adjustment Office/Business Park
Zone 1 Per 1,000 gross square feet of building area $893.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $499.00 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per 1,000 gross square feet of building area $357.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $200.00 Impact Fee Inflationary Adjustment Tiny Homes On Wheels As Primary Unit
Zone 1 Per Square Feet $0.63 Impact Fee Inflationary Adjustment Zone 2 Per Square Feet $0.32 Impact Fee Inflationary Adjustment Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 2 of 17 1490 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

CORPORATION YARD FACILITIES
Residential > 2500 Sq. Ft.

Zone 1 Per Dwelling Unit $1,320.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $528.00 Impact Fee Inflationary Adjustment Residential 1100-2500 Sq. Ft
Zone 1 Per Dwelling Unit $1,210.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $484.00 Impact Fee Inflationary Adjustment Residential < 1100 Sq. Ft.

Zone 1 Per Dwelling Unit $953.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $382.00 Impact Fee Inflationary Adjustment Retail/Service Commercial
Zone 1 Per 1,000 gross square feet of building area $733.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $412.00 Impact Fee Inflationary Adjustment Office/Business Park
Zone 1 Per 1,000 gross square feet of building area $1,221.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $684.00 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per 1,000 gross square feet of building area $489.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $274.00 Impact Fee Inflationary Adjustment Tiny Homes On Wheels As Primary Unit
Zone 1 Per Square Feet $0.87 Impact Fee Inflationary Adjustment Zone 2 Per Square Feet $0.35 Impact Fee Inflationary Adjustment Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 3 of 17 1491 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

FIRE FACILITIES DEVELOPMENT FEE
Residential > 2500 Sq. Ft.

Zone 1 Per Dwelling Unit $1,763.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $705.00 Impact Fee Inflationary Adjustment Residential 1100-2500 Sq. Ft
Zone 1 Per Dwelling Unit $1,616.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $646.00 Impact Fee Inflationary Adjustment Residential < 1100 Sq. Ft.

Zone 1 Per Dwelling Unit $1,273.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $509.00 Impact Fee Inflationary Adjustment Retail/Service Commercial
Zone 1 Per 1,000 gross square feet of building area $979.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $548.00 Impact Fee Inflationary Adjustment Office/Business Park
Zone 1 Per 1,000 gross square feet of building area $1,631.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $913.00 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per 1,000 gross square feet of building area $653.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $365.00 Impact Fee Inflationary Adjustment Tiny Homes On Wheels As Primary Unit
Zone 1 Per Square Feet $1.16 Impact Fee Inflationary Adjustment Zone 2 Per Square Feet $0.46 Impact Fee Inflationary Adjustment Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 4 of 17 1492 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

FLOOD PROTECTION IN-LIEU FEE
A Summary of Flood Protection In-Lieu Fees
Residential
Single Family
<1,100 sq. ft.

Zone 1 Per Dwelling Unit $393.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $1,980.00 Impact Fee Inflationary Adjustment Zone 3 Per Dwelling Unit $790.00 Impact Fee Inflationary Adjustment 1,101–2,500 sq. ft.

Zone 1 Per Dwelling Unit $643.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $3,241.00 Impact Fee Inflationary Adjustment Zone 3 Per Dwelling Unit $1,296.00 Impact Fee Inflationary Adjustment >2,500 sq. ft.

Zone 1 Per Dwelling Unit $893.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $4,500.00 Impact Fee Inflationary Adjustment Zone 3 Per Dwelling Unit $1,800.00 Impact Fee Inflationary Adjustment Multi-Family
<900 sq. ft.

Zone 1 Per Dwelling Unit $136.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $1,596.00 Impact Fee Inflationary Adjustment Zone 3 Per Dwelling Unit $637.00 Impact Fee Inflationary Adjustment >900 sq. ft.

Zone 1 Per Dwelling Unit $203.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $2,394.00 Impact Fee Inflationary Adjustment Zone 3 Per Dwelling Unit $957.00 Impact Fee Inflationary Adjustment Tiny Homes On Wheels As Primary Unit
Zone 1 Per Square Feet $0.36 Impact Fee Inflationary Adjustment Zone 2 Per Square Feet $1.80 Impact Fee Inflationary Adjustment Zone 3 Per Square Feet $0.72 Impact Fee Inflationary Adjustment Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 Commercial
Retail
Zone 1 Per 1,000 Building Square Feet $819.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 Building Square Feet $4,118.00 Impact Fee Inflationary Adjustment Zone 3 Per 1,000 Building Square Feet $2,306.00 Impact Fee Inflationary Adjustment Office
Zone 1 Per 1,000 Building Square Feet $530.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 5 of 17 1493 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority Zone 2 Per 1,000 Building Square Feet $3,845.00 Impact Fee Inflationary Adjustment Zone 3 Per 1,000 Building Square Feet $2,152.00 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per 1,000 Building Square Feet $196.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 Building Square Feet $1,846.00 Impact Fee Inflationary Adjustment Zone 3 Per 1,000 Building Square Feet $1,035.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 6 of 17 1494 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

PARK IMPACT FEES

A NEIGHBORHOOD FACILITIES
Residential Dwelling Unit
Single-family
Zone 1 EA $2,225.00 Impact Fee Inflationary Adjustment
Zone 2 EA $890.00 Impact Fee Inflationary Adjustment
Multifamily
Zone 1 EA $1,824.00 Impact Fee Inflationary Adjustment
Zone 2 EA $731.00 Impact Fee Inflationary Adjustment
Tiny Homes On Wheels As Primary Unit
Zone 1 EA $1,824.00 Impact Fee Inflationary Adjustment
Zone 2 EA $731.00 Impact Fee Inflationary Adjustment
Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2

B COMMUNITYWIDE FACILITIES
Residential Dwelling Unit
Single-family
Zone 1 EA $11,408.00 Impact Fee Inflationary Adjustment Zone 2 EA $4,564.00 Impact Fee Inflationary Adjustment
Multifamily
Zone 1 EA $9,355.00 Impact Fee Inflationary Adjustment
Zone 2 EA $3,742.00 Impact Fee Inflationary Adjustment
Tiny Homes On Wheels As Primary Unit
Zone 1 EA $9,355.00 Impact Fee Inflationary Adjustment
Zone 2 EA $3,742.00 Impact Fee Inflationary Adjustment
Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 Nonresidential
Commercial
Zone 1 Per Bldg. Sq. Ft $1.48 Impact Fee Inflationary Adjustment Zone 2 Per Bldg. Sq. Ft $0.84 Impact Fee Inflationary Adjustment Office
Zone 1 Per Bldg. Sq. Ft $2.09 Impact Fee Inflationary Adjustment Zone 2 Per Bldg. Sq. Ft $1.17 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per Bldg. Sq. Ft $1.03 Impact Fee Inflationary Adjustment Zone 2 Per Bldg. Sq. Ft $0.58 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 7 of 17 1495 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

POLICE FACILITIES DEVELOPMENT FEE
(CITYWIDE)
Residential > 2500 Sq. Ft.

Zone 1 Per Dwelling Unit $1,730.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $693.00 Impact Fee Inflationary Adjustment Residential 1100-2500 Sq. Ft
Zone 1 Per Dwelling Unit $1,586.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $634.00 Impact Fee Inflationary Adjustment Residential < 1100 Sq. Ft.

Zone 1 Per Dwelling Unit $1,250.00 Impact Fee Inflationary Adjustment Zone 2 Per Dwelling Unit $499.00 Impact Fee Inflationary Adjustment Retail/Service Commercial
Zone 1 Per 1,000 gross square feet of building area $961.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $538.00 Impact Fee Inflationary Adjustment Office/Business Park
Zone 1 Per 1,000 gross square feet of building area $1,601.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $897.00 Impact Fee Inflationary Adjustment Industrial
Zone 1 Per 1,000 gross square feet of building area $641.00 Impact Fee Inflationary Adjustment Zone 2 Per 1,000 gross square feet of building area $359.00 Impact Fee Inflationary Adjustment Tiny Homes On Wheels As Primary Unit
Zone 1 Per Square Feet $1.14 Impact Fee Inflationary Adjustment Zone 2 Per Square Feet $0.58 Impact Fee Inflationary Adjustment Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 8 of 17 1496 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

SEWER IMPACT FEES (CONNECTION FEES)

CITYWIDE
A Zone 1
Single family residential 4” diameter connection Each $7,959.00 Impact Fee Inflationary Adjustment Multiple Dwelling units: include duplexes,
triplexes, quadraplexes,condominiums,
townhouses, apartments, mobile homes, tiny
homes on wheels or any type of dwelling
intended for residential use other than single
family residential.

Multifamily = 75% of single-family rate Each $5,969.00 Impact Fee Inflationary Adjustment Commercial/Industrial: the connection fees for
commercial and industrial
developments shall be determined based on the
estimated flow per 1,000
square feet used in the Wastewater Master Plan
2016 Update and have
been indexed to July 2024 ENRCCI (13556)
below
Commercial
Water related Per 1,000 sq. ft. $2,359.00 Impact Fee Inflationary Adjustment General Per 1,000 sq. ft. $2,359.00 Impact Fee Inflationary Adjustment Neighborhood Per 1,000 sq. ft. $1,888.00 Impact Fee Inflationary Adjustment Community Per 1,000 sq. ft. $1,888.00 Impact Fee Inflationary Adjustment Highway Per 1,000 sq. ft. $1,888.00 Impact Fee Inflationary Adjustment Office Per 1,000 sq. ft. $2,359.00 Impact Fee Inflationary Adjustment Industrial
Water related Per 1,000 sq. ft. $942.00 Impact Fee Inflationary Adjustment Light Per 1,000 sq. ft. $942.00 Impact Fee Inflationary Adjustment Mixed comm/Ind Per 1,000 sq. ft. $1,414.00 Impact Fee Inflationary Adjustment Business Park Per 1,000 sq. ft. $1,888.00 Impact Fee Inflationary Adjustment Heavy Per 1,000 sq. ft. $1,888.00 Impact Fee Inflationary Adjustment Minimum collection charge for commercial and
industrial
developments Each $7,959.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 9 of 17 1497 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority For all tenant improvements, remodels, or
additions to commercial
and industrial buildings which were issued
building permits for
new construction before November 14, 1990 Per Plumbing Fixture Unit $129.00 Impact Fee Inflationary Adjustment B Zone 2
Single family residential 4” diameter connection Each $3,183.00 Impact Fee Inflationary Adjustment Multiple Dwelling units: include duplexes,
triplexes, quadraplexes, condominiums,
townhouses, apartments, mobile homes, tiny
homes on wheels, or any type of dwelling
intended for residential use other than single
family residential.

Multifamily = 75% of single-family rate Each $2,388.00 Impact Fee Inflationary Adjustment Commercial/Industrial: the connection fees for
commercial and industrial
developments shall be determined based on the
estimated flow per 1,000
square feet used in the Wastewater Master Plan
2016 Update and have
been indexed to July 2024 ENRCCI (13556)
below
Commercial
Water related Per 1,000 sq. ft. $1,320.00 Impact Fee Inflationary Adjustment General Per 1,000 sq. ft. $1,320.00 Impact Fee Inflationary Adjustment Neighborhood Per 1,000 sq. ft. $1,058.00 Impact Fee Inflationary Adjustment Community Per 1,000 sq. ft. $1,058.00 Impact Fee Inflationary Adjustment Highway Per 1,000 sq. ft. $1,058.00 Impact Fee Inflationary Adjustment Office Per 1,000 sq. ft. $1,320.00 Impact Fee Inflationary Adjustment Industrial
Water related Per 1,000 sq. ft. $528.00 Impact Fee Inflationary Adjustment Light Per 1,000 sq. ft. $528.00 Impact Fee Inflationary Adjustment Mixed comm/Ind Per 1,000 sq. ft. $791.00 Impact Fee Inflationary Adjustment Business Park Per 1,000 sq. ft. $1,058.00 Impact Fee Inflationary Adjustment Heavy Per 1,000 sq. ft. $1,058.00 Impact Fee Inflationary Adjustment Minimum collection charge for commercial and
industrial
developments Each $3,183.00 Impact Fee
Inflationary Adjustment
City of West Sacramento Book of Fees Effective April 15, 2026 Page 10 of 17 1498 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority For all tenant improvements, remodels, or additions
to commercial and industrial buildings which were
issued building permits for new construction before
November 14, 1990 Per Plumbing Fixture Unit $129.00 Impact Fee Inflationary Adjustment

C ACCESSORY DWELLING UNIT (ADU)
Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 11 of 17 1499 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority TRAFFIC IMPACT FEE CITYWIDE BY $8.00
A Southport – District Zone 1A Fee
Industrial
Light Industrial Per 1,000 sq. ft. $21,428.00 Impact Fee Inflationary Adjustment Heavy Industrial Per 1,000 sq. ft. $4,155.00 Impact Fee Inflationary Adjustment Warehousing Per 1,000 sq. ft. $10,277.00 Impact Fee Inflationary Adjustment Residential
700 s.f. or less Per Dwelling Unit $4,614.00 Impact Fee Inflationary Adjustment 701 to 1,100 s.f. Per Dwelling Unit $14,446.00 Impact Fee Inflationary Adjustment 1,101 to 2,500 s.f. Per Dwelling Unit $18,176.00 Impact Fee Inflationary Adjustment Greater than 2,500 s.f. Per Dwelling Unit $23,534.00 Impact Fee Inflationary Adjustment Tiny Homes on Wheels
700 s.f. or less Per Dwelling Unit $4,614.00 Impact Fee Inflationary Adjustment Lodging
Hotel/Motel Per Room $12,484.00 Impact Fee Inflationary Adjustment Recreational
Movie Theater Per 1,000 sq. ft. $34,622.00 Impact Fee Inflationary Adjustment Health Club Per 1,000 sq. ft. $19,535.00 Impact Fee Inflationary Adjustment Institutional
Schools/Day Care Per Student $1,122.00 Impact Fee Inflationary Adjustment Church Per 1,000 sq. ft. $10,795.00 Impact Fee Inflationary Adjustment Medical
Hospital Per 1,000 sq. ft. $27,100.00 Impact Fee Inflationary Adjustment Nursing Home/ Continuing Care Per 1,000 sq. ft. $4,110.00 Impact Fee Inflationary Adjustment Office
150,000 or less Per 1,000 sq. ft. $20,472.00 Impact Fee Inflationary Adjustment 150,001 to 300,000 Per 1,000 sq. ft. $25,211.00 Impact Fee Inflationary Adjustment Greater than 300,000 s.f. Per 1,000 sq. ft. $27,988.00 Impact Fee Inflationary Adjustment Retail
100,000 s.f. or less Per 1,000 sq. ft. $19,692.00 Impact Fee Inflationary Adjustment Greater than 100,000 s.f. Per 1,000 sq. ft. $29,489.00 Impact Fee Inflationary Adjustment Heavy Commercial Per 1,000 sq. ft. $12,805.00 Impact Fee Inflationary Adjustment Furniture Store Per 1,000 sq. ft. $6,020.00 Impact Fee Inflationary Adjustment Restaurant Per 1,000 sq. ft. $20,943.00 Impact Fee Inflationary Adjustment Restaurant w/Drive Thru Per 1,000 sq. ft. $84,751.00 Impact Fee Inflationary Adjustment B Stone Lock Southport District Zone 1B Fee
Industrial
Light Industrial Per 1,000 sq. ft. $11,999.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 12 of 17 1500 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority Heavy Industrial Per 1,000 sq. ft. $2,327.00 Impact Fee Inflationary Adjustment Warehousing Per 1,000 sq. ft. $5,756.00 Impact Fee Inflationary Adjustment Residential
700 s.f. or less Per Dwelling Unit $1,846.00 Impact Fee Inflationary Adjustment 701 to 1,100 s.f. Per Dwelling Unit $5,779.00 Impact Fee Inflationary Adjustment 1,101 to 2,500 s.f. Per Dwelling Unit $7,271.00 Impact Fee Inflationary Adjustment Greater than 2,500 s.f. Per Dwelling Unit $9,413.00 Impact Fee Inflationary Adjustment Tiny Homes on Wheels
700 s.f. or less Per Dwelling Unit $1,846.00 Impact Fee Inflationary Adjustment Lodging
Hotel/Motel Per Room $6,996.00 Impact Fee Inflationary Adjustment Recreational
Movie Theater Per 1,000 sq. ft. $19,388.00 Impact Fee Inflationary Adjustment Health Club Per 1,000 sq. ft. $10,938.00 Impact Fee Inflationary Adjustment Institutional
Schools/Day Care Per Student $628.00 Impact Fee Inflationary Adjustment Church Per 1,000 sq. ft. $6,046.00 Impact Fee Inflationary Adjustment Medical
Hospital Per 1,000 sq. ft. $15,176.00 Impact Fee Inflationary Adjustment Nursing Home/ Continuing Care Per 1,000 sq. ft. $2,302.00 Impact Fee Inflationary Adjustment Office
150,000 or less Per 1,000 sq. ft. $11,465.00 Impact Fee Inflationary Adjustment 150,001 to 300,000 Per 1,000 sq. ft. $14,117.00 Impact Fee Inflationary Adjustment Greater than 300,000 s.f. Per 1,000 sq. ft. $15,673.00 Impact Fee Inflationary Adjustment Retail
100,000 s.f. or less Per 1,000 sq. ft. $11,027.00 Impact Fee Inflationary Adjustment Greater than 100,000 s.f. Per 1,000 sq. ft. $16,514.00 Impact Fee Inflationary Adjustment Heavy Commercial Per 1,000 sq. ft. $7,171.00 Impact Fee Inflationary Adjustment Furniture Store Per 1,000 sq. ft. $3,371.00 Impact Fee Inflationary Adjustment Restaurant Per 1,000 sq. ft. $11,728.00 Impact Fee Inflationary Adjustment Restaurant w/Drive Thru Per 1,000 sq. ft. $47,460.00 Impact Fee Inflationary Adjustment C Port Industrial - District 2 WC/CBD – District 3 Lighthouse – District 5 Reed/Harbor – District 6 Fee Industrial
Light Industrial Per 1,000 sq. ft. $8,912.00 Impact Fee Inflationary Adjustment Heavy Industrial Per 1,000 sq. ft. $1,728.00 Impact Fee Inflationary Adjustment Warehousing Per 1,000 sq. ft. $4,274.00 Impact Fee Inflationary Adjustment Residential
700 s.f. or less Per Dwelling Unit $1,370.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 13 of 17 1501 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority 701 to 1,100 s.f. Per Dwelling Unit $4,290.00 Impact Fee Inflationary Adjustment 1,101 to 2,500 s.f. Per Dwelling Unit $5,399.00 Impact Fee Inflationary Adjustment Greater than 2,500 s.f. Per Dwelling Unit $6,990.00 Impact Fee Inflationary Adjustment Tiny Homes on Wheels
700 s.f. or less Per Dwelling Unit $1,370.00 Impact Fee Inflationary Adjustment Lodging
Hotel/Motel Per Room $5,196.00 Impact Fee Inflationary Adjustment Recreational
Movie Theater Per 1,000 sq. ft. $14,398.00 Impact Fee Inflationary Adjustment Health Club Per 1,000 sq. ft. $8,124.00 Impact Fee Inflationary Adjustment Institutional
Schools/Day Care Per Student $466.00 Impact Fee Inflationary Adjustment Church Per 1,000 sq. ft. $4,490.00 Impact Fee Inflationary Adjustment Medical
Hospital Per 1,000 sq. ft. $11,271.00 Impact Fee Inflationary Adjustment Nursing Home/ Continuing Care Per 1,000 sq. ft. $1,708.00 Impact Fee Inflationary Adjustment Office
150,000 or less Per 1,000 sq. ft. $8,514.00 Impact Fee Inflationary Adjustment 150,001 to 300,000 Per 1,000 sq. ft. $10,484.00 Impact Fee Inflationary Adjustment Greater than 300,000 s.f. Per 1,000 sq. ft. $11,639.00 Impact Fee Inflationary Adjustment Retail
100,000 s.f. or less Per 1,000 sq. ft. $8,190.00 Impact Fee Inflationary Adjustment Greater than 100,000 s.f. Per 1,000 sq. ft. $12,264.00 Impact Fee Inflationary Adjustment Heavy Commercial Per 1,000 sq. ft. $5,327.00 Impact Fee Inflationary Adjustment Furniture Store Per 1,000 sq. ft. $2,504.00 Impact Fee Inflationary Adjustment Restaurant Per 1,000 sq. ft. $8,709.00 Impact Fee Inflationary Adjustment Restaurant w/Drive Thru Per 1,000 sq. ft. $35,248.00 Impact Fee Inflationary Adjustment D Riverfront – District 4 Fee
Industrial
Light Industrial Per 1,000 sq. ft. $5,181.00 Impact Fee Inflationary Adjustment Heavy Industrial Per 1,000 sq. ft. $1,003.00 Impact Fee Inflationary Adjustment Warehousing Per 1,000 sq. ft. $2,483.00 Impact Fee Inflationary Adjustment Residential
700 s.f. or less Per Dwelling Unit $797.00 Impact Fee Inflationary Adjustment 701 to 1,100 s.f. Per Dwelling Unit $2,494.00 Impact Fee Inflationary Adjustment 1,101 to 2,500 s.f. Per Dwelling Unit $3,138.00 Impact Fee Inflationary Adjustment Greater than 2,500 s.f. Per Dwelling Unit $4,062.00 Impact Fee Inflationary Adjustment Tiny Homes on Wheels
City of West Sacramento Book of Fees Effective April 15, 2026 Page 14 of 17 1502 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority 700 s.f. or less Per Dwelling Unit $797.00 Impact Fee Inflationary Adjustment Lodging
Hotel/Motel Per Room $3,019.00 Impact Fee Inflationary Adjustment Recreational
Movie Theater Per 1,000 sq. ft. $8,369.00 Impact Fee Inflationary Adjustment Health Club Per 1,000 sq. ft. $4,722.00 Impact Fee Inflationary Adjustment Institutional
Schools/Day Care Per Student $272.00 Impact Fee Inflationary Adjustment Church Per 1,000 sq. ft. $2,610.00 Impact Fee Inflationary Adjustment Medical
Hospital Per 1,000 sq. ft. $6,551.00 Impact Fee Inflationary Adjustment Nursing Home/ Continuing Care Per 1,000 sq. ft. $993.00 Impact Fee Inflationary Adjustment Office
150,000 or less Per 1,000 sq. ft. $4,949.00 Impact Fee Inflationary Adjustment 150,001 to 300,000 Per 1,000 sq. ft. $6,094.00 Impact Fee Inflationary Adjustment Greater than 300,000 s.f. Per 1,000 sq. ft. $6,765.00 Impact Fee Inflationary Adjustment Retail
100,000 s.f. or less Per 1,000 sq. ft. $4,760.00 Impact Fee Inflationary Adjustment Greater than 100,000 s.f. Per 1,000 sq. ft. $7,128.00 Impact Fee Inflationary Adjustment Heavy Commercial Per 1,000 sq. ft. $3,095.00 Impact Fee Inflationary Adjustment Furniture Store Per 1,000 sq. ft. $1,454.00 Impact Fee Inflationary Adjustment Restaurant Per 1,000 sq. ft. $5,064.00 Impact Fee Inflationary Adjustment Restaurant w/Drive Thru Per 1,000 sq. ft. $20,487.00 Impact Fee Inflationary Adjustment E Credits
Credits Each 12.8% Impact Fee Inflationary Adjustment

F ACCESSORY DWELLING UNITS (ADU)
Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2 City of West Sacramento Book of Fees Effective April 15, 2026 Page 15 of 17 1503 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority

WATER IMPACT FEES (CONNECTION FEES)

A CONNECTION PERMIT APPLICATION FEE
Connection Permit Application Fee Each $250.00 User Fee Inflationary Adjustment

B CAPACITY CHARGES
Zone 1 Residential Fees
¾" meter Each $12,241.00 Impact Fee Inflationary Adjustment 1" meter Each $20,441.00 Impact Fee Inflationary Adjustment 1 ½" meter Each $40,763.00 Impact Fee Inflationary Adjustment 2" meter Each $65,242.00 Impact Fee Inflationary Adjustment 3" meter Each $130,608.00 Impact Fee Inflationary Adjustment 4" meter Each $204,052.00 Impact Fee Inflationary Adjustment 6" meter Each $407,986.00 Impact Fee Inflationary Adjustment 8" meter Each $652,799.00 Impact Fee Inflationary Adjustment 10" meter Each $938,500.00 Impact Fee Inflationary Adjustment 12" meter Each $1,754,508.00 Impact Fee Inflationary Adjustment Zone 2 Residential Fees
¾" meter Each $4,897.00 Impact Fee Inflationary Adjustment 1" meter Each $8,175.00 Impact Fee Inflationary Adjustment 1 ½" meter Each $16,306.00 Impact Fee Inflationary Adjustment 2" meter Each $26,097.00 Impact Fee Inflationary Adjustment 3" meter Each $52,243.00 Impact Fee Inflationary Adjustment 4" meter Each $81,621.00 Impact Fee Inflationary Adjustment 6" meter Each $163,195.00 Impact Fee Inflationary Adjustment 8" meter Each $261,119.00 Impact Fee Inflationary Adjustment 10" meter Each $375,400.00 Impact Fee Inflationary Adjustment 12" meter Each $701,804.00 Impact Fee Inflationary Adjustment Zone 2 Non-residential Fees
¾" meter Each $6,855.00 Impact Fee Inflationary Adjustment 1" meter Each $11,446.00 Impact Fee Inflationary Adjustment 1 ½" meter Each $22,827.00 Impact Fee Inflationary Adjustment 2" meter Each $36,536.00 Impact Fee Inflationary Adjustment 3" meter Each $73,141.00 Impact Fee Inflationary Adjustment 4" meter Each $114,268.00 Impact Fee Inflationary Adjustment 6" meter Each $228,472.00 Impact Fee Inflationary Adjustment 8" meter Each $365,567.00 Impact Fee Inflationary Adjustment 10" meter Each $525,559.00 Impact Fee Inflationary Adjustment 12" meter Each $982,525.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 16 of 17 1504 City of West Sacramento Book of Fees
Fee # Description Unit Current Fee Fee Type Current Authority C Tiny Homes on Wheels
Tiny Homes On Wheels As Primary Unit
Zone 1 Each $12,241.00 Impact Fee Inflationary Adjustment Zone 2 Each $6,855.00 Impact Fee Inflationary Adjustment

D ACCESSORY DWELLING UNIT (ADU)
Accessory Dwelling Unit (ADU)
≤750 sf Per Dwelling Unit $0.00 Impact Fee CA Govt Code § 65852.2

E FIRE SPRINKLERS
Private (Commercial) Fire Protection Per Tap, Any Size $12,241.00 Impact Fee Inflationary Adjustment City of West Sacramento Book of Fees Effective April 15, 2026 Page 17 of 17 1505

CITY OF WEST SACRAMENTO

ERRATA MEMORANDUM
TO: Mayor Guerrero and City Council Members
FROM: Daniel Berumen, AICP, Senior Planner
Marc Rotteveel, Senior Finance Analyst
CC: Aaron Laurel, City Manager
Amanda Berlin, Assistant City Manager
Ariana Adame, Assistant City Manager
Doug Drozd, Deputy City Manager
Jeff Mitchell, City Attorney
Jennifer Cusmir, City Clerk
DATE: April 15, 2026
SUBJECT: City Council Meeting Agenda – Item 19: Consideration of an interim proportional impact fee reduction program for Tiny Homes on Wheels (THoWs) used as primary dwelling units and payment plan option.

In Attachment #2 (THoW Interim Proportional Impact Fee Schedule), there is a minor error to correct. On page 16 of the fee schedule, we note a water impact (connection) fee in Zone 2 listed as $6,855.00 for a Tiny Home On Wheels as Primary Unit. The actual fee should be 4,897.00 based on the proposed methodology.

Below you can see the updated fee schedule section:

To view the updated Book of Fees – scan the QR code
1506

CITY COUNCIL AGENDA REPORT
MEETING DATE: April 15, 2026 ITEM # 20
PUBLIC HEARING TO CONSIDER RESOLUTION 26-6 ADOPTING THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2026–2030 CONSOLIDATED PLAN AND RESOLUTION 26-7 ADOPTING THE CDBG 2026 ANNUAL ACTION PLAN INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Isaah Alford, Associate Community Investment Planner
Economic Development and Housing
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this report is to provide the Council with the information necessary to conduct a public hearing, receive public comments, and adopt the 2026–2030 Consolidated Plan and the 2026 Annual Action Plan (Attachment 1) for the allocation of federal Community Development Block Grant (CDBG) funding.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Conduct a public hearing to receive community input on the proposed 2026-2030 Consolidated Plan and 2026 Annual Action Plan;

2. Adopt Resolution 26-6 approving the 2026-2030 CDBG Consolidated Plan (Attachment 2);

3. Adopt Resolution 26-7 approving the 2026 Annual Action Plan (Attachment 3) for the use of CDBG funding; and

4. Authorize the City Manager (or designee) to make minor technical or budget adjustments to the Consolidated Plan and Annual Action Plan as necessary to effectively implement the program.

BACKGROUND
In Fiscal Year 2016/2017, the City became an Entitlement Jurisdiction, receiving CDBG funding directly from the U.S. Department of Housing and Urban Development (HUD). As a condition of Entitlement status, the City is required to develop a Five-Year Consolidated Plan that assesses the needs of low-income persons and establishes priorities for the use of CDBG funds (see Attachment 4 for HUD Area Median Household Income).

The City must also adopt an Annual Action Plan identifying specific projects and funding allocations for each program year.

Adopted on April 21, 2021, the City’s 2021–2025 Consolidated Plan prioritizes homelessness, infrastructure, fair housing, economic development, and the creation and preservation of affordable housing. The City is now completing that planning period and has prepared a new 2026–2030 Consolidated Plan, along with the 2026 Annual Action Plan, for City Council consideration and adoption.

The CDBG program is intended to support affordable housing, create suitable living environments, and expand economic opportunities for low-income households. All funded activities must meet at least one of the following national objectives: benefit low- and moderate-income households, aid in the prevention or elimination of slums or blight, or address an urgent need. In addition, at least 70% of funds must benefit low- and moderate-income households, public services are limited to 15% of the annual allocation, and administrative and planning costs are limited to 20%. Additionally, there are strict timeframes (referred to as the “Timeliness Test”) associated with the expenditure of funds and projects funded with CDBG funding must comply with National Environmental Protection Act requirements, which can create significant delays and added costs for projects. Failure to meet the requirements results in penalties which may impact future allocations for the City.

At the March 4, 2026, workshop, Mayor and Council provided input on the upcoming Five-Year Consolidated Plan and 2026 Annual Action Plan, including expanding outreach for the Community Needs Survey, translating materials into multiple languages, targeting transit and immigrant populations, and exploring strategies used by similar cities.

In response, staff created an informational flyer—translated into Spanish and Russian—and social media posts to request public input during the 30-day public comment period, and reopened the Community Needs Survey for additional input. Materials were distributed to the Washington Unified School District, affordable housing sites, ASES KidZone and Club West after school programs, local churches, the West Sacramento Library, and City 1507
CDBG 5-Year Consolidated Plan/Annual Action Plan
April 15, 2026

Hall. The Plans were also previously shared through the Yolo County Homeless and Poverty Action Coalition, Broderick Bryte Community Action Network, and the City newsletter to maximize community engagement.

ANALYSIS
As an Entitlement Jurisdiction, the City must prepare a Five-Year Consolidated Plan addressing the needs of low-income persons and neighborhoods. CDBG-funded activities must comply with federal requirements, including meeting a national objective and adhering to limits on public services and administrative costs. Staff is presenting the Consolidated Plan and Annual Action Plan for City Council consideration and adoption.

HUD encourages jurisdictions to focus CDBG funds on activities that achieve measurable impact and leverage other funding sources. Eligible activities include, but are not limited to:
 Acquisition and/or rehabilitation of affordable housing (new housing construction is not allowed).  Acquisition, construction or rehabilitation of public facilities serving low-income persons (e.g. parks, youth centers, health clinics or homeless shelters).
 Construction or rehabilitation of public infrastructure that serves low-income residential units or neighborhoods (e.g. sewer lines or street improvements).  Public services limited to low-income residents (e.g. homeless programs, youth programs, services for the elderly).
 Economic development activities that create jobs for low-income persons (e.g. business loans) or assistance to low-income microenterprise business owners.  General administration and planning studies for CDBG eligible projects.

Federal Entitlement status allows the City to fund projects based on local priorities, rather than competitive State grant criteria. To help inform the development of proposed goals and objectives for Council consideration, staff collected data from the following sources to provide insight into the needs of low-income neighborhoods in our community:
 Community Needs Assessment Survey (Public Input Tool) - As part of the outreach process for the 2026–2030 Consolidated Plan, the City conducted an online Community Needs Assessment Survey to gather direct input from residents, service providers, and community stakeholders. The Survey was advertised in the News Ledger, through the City’s website and social media platforms and distributed to affordable housing project residents.

The Survey focused on identifying perceived gaps in housing, supportive services, and infrastructure affecting low- and moderate-income residents and neighborhoods. Although the survey responses were limited, the results received indicated that homelessness, lack of affordable housing, housing stability, and access to supportive services are still significant concerns within the West Sacramento community.

The Survey serves as a public engagement tool and represents one source of input used to inform the City’s broader analysis of community needs.
 Needs Assessment (HUD-Required Section of the Consolidated Plan) - The Needs Assessment section of the Consolidated Plan is a HUD-required analysis that evaluates the housing, homelessness, economic development, and infrastructure needs of low- and moderate-income residents in West Sacramento. This section synthesizes information from multiple sources, including:
- U.S. Census and HUD data
- The City’s Housing Element
- Yolo County Homeless Point-In-Time Count data
- Current program performance and outcome data
- Stakeholder consultations and focus group discussions - Results of the Community Needs Assessment Survey
The results of the Needs Assessment analysis are included in Attachment 1 and point to the high cost of housing as the most significant housing challenge affecting low-income households across all household types. This analysis, in combination with the Community Needs Assessment Survey information and other program requirements, helped to inform the goals and strategies proposed for the 2026–2030 Consolidated Plan. 1508
CDBG 5-Year Consolidated Plan/Annual Action Plan
April 15, 2026

2026-2030 Consolidated Plan
The information described above was used to inform development of the proposed 2026-2030 Consolidated Plan, which focuses on five goals:

1. Goal #1 (High Priority): Provide Supportive Services for Homeless Persons The purpose of this goal is to fund outreach efforts to persons experiencing homelessness to provide intake assessments, referrals to needed services, case management, and assistance with the search for appropriate housing. The Community Needs Assessment Survey identified homelessness as an ongoing significant concern for residents of West Sacramento. Focus group discussions and consultations with services providers indicated that persons experiencing unsheltered homelessness often have difficulty accessing supportive services needed to achieve housing stability. A key strategy to address homelessness is conducting outreach and offering intake assessments, referrals to needed services, case management, and assistance with the search for appropriate housing.

2. Goal #2 (High Priority): Expand Availability of Low-Barrier Housing This goal focuses on the development of low- barrier housing for extremely low- and very low-income persons, and persons exiting homelessness. Funding is proposed to be targeted to housing linked with supportive services. There is a significant need for small units that will accept persons with limited income such as social security or disability payments that have barriers to entry into housing such as poor credit or rental history.

3. Goal #3: Reduce Housing Discrimination and Evictions Fair housing service providers under contract with the City report receiving housing discrimination complaints from West Sacramento residents, especially discrimination on income source and refusal to provide reasonable accommodations for persons with a disability. This is further confirmed by random fair housing testing conducted by the agencies. Funding is proposed to support contracting with service providers for ongoing monitoring, enforcement and reporting related to housing discrimination and evictions.

4. Goal #4: (High Priority) Support Affordable Housing Opportunities Provide support to developers of affordable housing for households at the extremely low-, very low- and low-income levels by offering gap financing for land acquisition, site preparation, building rehabilitation, new construction and/or offsite infrastructure. Focus group discussions and the Community Needs Assessment Survey demonstrated community concern for the ability to expand affordable housing opportunities. The Needs Analysis section of this Consolidated Plan indicates that housing cost burden is the most significant challenge for low-income West Sacramento residents of all household types. Supporting the development of new affordable housing units helps to expand housing opportunities at lower costs for residents thus lowering the housing cost burden.

5. Goal #5: (High Priority) Support Housing Stability for Persons Exiting Homelessness Provide support for individuals and families exiting homelessness by making available emergency/interim housing that includes case management, housing navigation and supportive services leading to permanent housing placement and stability. This includes ongoing support to operate the City’s Homeless Emergency Housing Program at multiple sites in the City. Both the Community Needs Assessment Survey and the Needs Assessment Section of the Consolidated Plan indicate a strong need for continued interim housing options and wraparound services to support successful transitions from homelessness to permanent housing.
2026 Annual Action Plan Recommended Activities
The following activities are proposed for the 2026 year, subject to final funding allocations:
 Homeless Emergency Housing Rehabilitation Project – Since 2020, the City has acquired multiple motel properties to operate a Homeless Emergency Housing Program, providing non-congregate interim housing for persons experiencing homelessness. These acquisitions include the former 40-unit Rodeway Inn (2020), the 21-unit former Flamingo Motel (2023), the Pick Wick and El Tejon motels (2024), and the Westwood Motel (2025). The Pick Wick, El Tejon, and Westwood properties were acquired to expand the Homeless Emergency Housing Program and to support the transition of program participants from the Rodeway Inn and Flamingo Motel sites, which are scheduled to terminate in early 2026. These properties require varying levels of rehabilitation and ongoing repairs to ensure long-term use and the health and safety of program participants.
1509
CDBG 5-Year Consolidated Plan/Annual Action Plan
April 15, 2026

The City previously allocated $482,660 of 2024 CDBG funds for rehabilitation work, which wasn’t able to fund all rehabilitation work needed. Up to $366,495 of the 2026 CDBG funding allocation is proposed for additional rehabilitation needs at the Pick Wick, El Tejon, and Westwood motels. Rehabilitation activities may occur in phases and may extend beyond the 2025 Annual Action Plan period. As a result, the City anticipates continuing this activity in the 2026 Annual Action Plan to address remaining or future rehabilitation needs, including safety and security improvements such as lighting, cameras, and a security gate.  Homeless Supportive Services - CDBG funds may support case management for the Homeless Emergency Housing Program at existing and future sites. Funding is limited to 15% of annual allocation, and services aim to stabilize and move program participants into permanent housing.  General Administration and Planning - Funds support reporting to HUD, environmental review, planning activities, and fair housing services. Funding is limited to 20% of the allocation. 2026 CDBG Funding Available
On April 3, 2026, HUD notified the City of its Fiscal Year 2026 CDBG funding allocation. The following summarizes recommended program funding, while ensuring compliance with all federal requirements, including a public services cap (NTE 15%), administration and planning cap (NTE 20%) and the requirement that at least 70% of funds benefit low- and moderate-income households. 2026 Proposed CDBG Funding Amount
Confirmed Annual CDBG Allocation $517,683
Estimated Program Income $30,000
Total Estimated Funding for Projects $547,683
Proposed Use of Funds
Homeless Emergency Housing Rehabilitation Project $366,495 Homeless Supportive Services (NTE 15%) $77,652
General Administrative and Planning (NTE 20%) $103,536
Total Proposed Funding for Projects $547,683
Proposed Updates to the Citizen Participation Plan
The Citizen Participation Plan (Attachment 5) was adopted in 2016 and outlines the City’s process for public engagement in CDBG-funded programs. Minor updates are proposed to better align with current City practices and improve efficiency. These include:
 Adding flexibility for public hearings and workshops - While the current Plan requires commissions to conduct workshops and public hearings for the Consolidated Plan, Annual Action Plan and any Substantial Amendments, updated language offers an opportunity for the City Council to conduct these hearings or workshops, due to more recent challenges with achieving quorums at commission meetings. This ensures timely compliance with federal CDBG requirements while maintaining opportunity for public input.  Establishing updated funding thresholds for contracting and budget adjustments consistent with the City’s current procurement and budget policies.

Submission to HUD
The Five-Year Consolidated Plan and Annual Action Plan were made available for a 30-day public review period.

Following City Council adoption, the plans will be submitted to HUD by the required deadline.

Environmental Considerations
Activities receiving CDBG funding must satisfy all National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) requirements. HUD requires the City to complete all required NEPA/CEQA reviews prior to initiating any grant activity.

Commission Recommendation
On January 28, 2026, the Economic Development and Housing (EDH) Commission held a public hearing on the proposed CDBG Consolidated Plan, Annual Action Plan and proposed updates to the Citizen Participation Plan.

On February 3, 2026, the Parks, Recreation and Intergenerational Services (PRIS) Commission reviewed the 1510
CDBG 5-Year Consolidated Plan/Annual Action Plan
April 15, 2026

proposed plans and provided feedback. Both commissions asked questions regarding CDBG program income, HUD spending caps, housing affordability needs, funding for the Homeless Emergency Rehabilitation Project (Westwood Project), progress toward the Five-Year Plan goals, and community feedback received. Both commissions also expressed concern regarding the Citizen Participation Plan and proposed updates related to funding thresholds for Plan Amendments, emphasizing transparency and sensitivity to reallocating larger funding amounts without additional public hearings. Staff explained that the funding thresholds hadn’t been updated since 2016 and the proposed updates were consistent with the City’s current procurement and budget policies.

Following discussion, both commissions unanimously voted to recommend approval of the draft documents as presented.

Strategic Plan Integration
CDBG funding supports the City’s mission to provide quality municipal services, improve infrastructure, strengthen neighborhoods, and maintain a financially sound government. The 2026–2030 Consolidated Plan is aligned with Strategic Plan priorities related to Housing and Homelessness, Core Services and Infrastructure, and Inclusive and Diverse Communities.

Alternatives
The following alternatives are submitted for the Council’s consideration:

1. Do not adopt the Consolidated Plan, Annual Action Plan, and/or Citizen Participation Plan; or

2. Adopt the Plans with modifications.

These alternatives are not recommended, as the proposed Plans reflect the results of the Needs Assessment, community input, and stakeholder engagement, and are consistent with HUD requirements. Failure to adopt the Plans in a timely manner could impact the City’s ability to receive and expend CDBG funding.

Coordination and Review
This report has been prepared in coordination with the Community Outreach Division of the Police Department, HUD representatives and member agencies of the Homeless and Poverty Action Coalition (HPAC).

Budget/Cost Impact
The City’s 2026 CDBG funding allocation is $517,683. Additional resources for the 2026 Annual Action Plan include approximately $30,000 in anticipated program income.

ATTACHMENTS
Attachment 1 – CDBG 2026-2030 Consolidated Plan and 2026 Annual Action Plan Attachment 2 – Resolution 26-6
Attachment 3 – Resolution 26-7
Attachment 4 – HUD Area Median Household Income for Yolo County Attachment 5 – Citizen Participation Plan
1511
Attachment 1
DRAFT
2026-2030 Consolidated Plan
(July 1, 2026 – June 30, 2031)
and
2026-2027 Annual Action Plan
Submitted to the
U.S. Department of Housing and Urban Development
for administration of the
Community Development Block Grant Program
Adopted April 15, 2026
1512
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 1
Table of Contents
Executive Summary ........................................................................................................................3 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ...........................................................3 The Process...................................................................................................................................10 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b).............................................................10 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ..............11 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)....................................21 Needs Assessment........................................................................................................................29 NA-05 Overview ........................................................................................................................29 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ......................................................31 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ..........................42 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)...............46 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) ....................50 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)........................................52 NA-35 Public Housing – 91.205(b) ............................................................................................54 NA-40 Homeless Needs Assessment – 91.205(c)......................................................................60 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) ..............................................67 NA-50 Non-Housing Community Development Needs – 91.215 (f)..........................................71 Market Analysis ............................................................................................................................75 MA-05 Overview .......................................................................................................................75 MA-10 Number of Housing Units – 91.210(a)&(b)(2) ...............................................................77 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) .................................................82 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)........................................87 MA-25 Public and Assisted Housing – 91.210(b) ......................................................................91 MA-30 Homeless Facilities and Services – 91.210(c) ................................................................96 MA-35 Special Needs Facilities and Services – 91.210(d) .........................................................99 MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................102 MA-45 Non-Housing Community Development Assets – 91.215 (f).......................................103 MA-50 Needs and Market Analysis Discussion .......................................................................111 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -

91.210(a)(4), 91.310(a)(2).......................................................................................................120 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ...........................................................121 Strategic Plan..............................................................................................................................122 SP-05 Overview.......................................................................................................................122 SP-10 Geographic Priorities – 91.215 (a)(1) ............................................................................123 SP-25 Priority Needs - 91.215(a)(2).........................................................................................124 SP-30 Influence of Market Conditions – 91.215 (b) ................................................................129 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ...................................................131 SP-40 Institutional Delivery Structure – 91.215(k)..................................................................134 1513
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 2
SP-45 Goals Summary – 91.215(a)(4)......................................................................................140 SP-50 Public Housing Accessibility and Involvement – 91.215(c) ...........................................143 SP-55 Barriers to affordable housing – 91.215(h)...................................................................144 SP-60 Homelessness Strategy – 91.215(d)..............................................................................146 SP-65 Lead based paint Hazards – 91.215(i) ...........................................................................149 SP-70 Anti-Poverty Strategy – 91.215(j)..................................................................................151 SP-80 Monitoring – 91.230 .....................................................................................................153 2026-2027 Annual Action Plan ...................................................................................................154 AP-15 Expected Resources – 91.220(c)(1,2) ...........................................................................154 AP-20 Annual Goals and Objectives........................................................................................157 AP-35 Projects – 91.220(d) .....................................................................................................159 AP-38 Project Summary ..........................................................................................................160 AP-50 Geographic Distribution – 91.220(f).............................................................................163 AP-55 Affordable Housing – 91.220(g)....................................................................................164 AP-60 Public Housing – 91.220(h)...........................................................................................166 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ............................................168 AP-75 Barriers to affordable housing – 91.220(j) ...................................................................171 AP-85 Other Actions – 91.220(k).............................................................................................173 Program Specific Requirements .................................................................................................177 AP-90 Program Specific Requirements – 91.220(l)(1,2,4).......................................................177 1514
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 3
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
The City of West Sacramento (City) 2026-2030 Consolidated Plan contains the City’s strategy for the use of Community Development Block Grant (CDBG) funding received from the U.S. Department of Housing and Urban Development (HUD) for the period of July 1, 2026, through June 30, 2031. The Consolidated Plan is a five-year planning document required by HUD for jurisdictions that are direct recipients of entitlement funding programs including CDBG, HOME Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), Housing for Persons with AIDS (HOPWA) and Housing Trust Fund. The Consolidated Plan is implemented through Annual Action Plans adopted each year. The fiscal year 2026-2027 Annual Action Plan is included in this document.

The CDBG program is authorized under Title 1 of the Housing and Community Development Act of 1974, as amended under Title 1 of the Housing and Community Development Act of 1977 and the Cranston-Gonzalez National Affordable Housing Act of 1990. The City does not receive HOME, ESG, HOPWA or HTF funding directly from HUD. However, the City is eligible to apply to the State of California HOME and HTF programs for funding.

Figure 1 – Mercy Housing Permanent Supportive Housing
This plan uses the following income level definitions, except where noted otherwise: HAMFI (HUD Area Median Family Income); AMI (Area Median Income); Extremely Low Income (0-30% of HAMFI or AMI); Very Low Income (30-50% HAMFI); Low Income (50-80% HAMFI or AMI); Moderate Income (80-100% HAMFI or AMI); and Above Median Income (over 100% HAMFI or AMI). The term “lower-income” refers to all persons at or below 80% HAMFI or AMI. The HUD CDBG term Low- and Moderate-Income also refers to all persons at or below 80% of HAMFI or AMI.
1515
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 4
Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview The data and outreach results reviewed during development of the Needs Assessment and Market Analysis sections of this plan portray the needs of West Sacramento lower-income residents and neighborhoods.

Despite the City’s facilitation of the development of nearly 1,700 affordable units of affordable housing, affordability continues to be a major concern for lower-income households. Housing affordability is particularly difficult for residents of the older, central areas of the city, small households and renter households. Many persons with a disability may need both affordable housing and accommodations or accessibility improvements to live safely and independently.

Data provided by HUD and the U.S. Census Bureau indicates that minority race households experience housing problems at a significantly higher rate than the city as a whole. The most common housing discrimination complaints are for discrimination of income source, such as housing voucher assistance or governmental assistance, and refusals to provide reasonable accommodations for persons with a disability.

Homelessness was noted as a significant concern throughout both the public outreach and participation process, and data research. The 2024 Point-in-Time (PIT) Count conducted by the Yolo County Homeless and Poverty Action Coalition (HPAC), found 289 West Sacramento residents experiencing homelessness on one night, of which 184 were unsheltered. Solutions to homelessness are complicated and require both low-barrier deeply affordable housing and supportive services to promote housing stability. Housing discrimination may result in a barrier to housing entry or a critical loss of housing. 2026-2030 Consolidated Plan Goals
The City will use HUD CDBG funding to accomplish the following goals during the 2026-2030 planning period.

Goal 1 – Provide Supportive Services for Persons Experiencing homelessness Support the City’s Community Outreach and Support Division providing supportive services, referrals and case management for individuals and families in crisis and those experiencing unsheltered homelessness.

Goal 2 – Expand Access to Low-Barrier Housing
Support the development and operation of low barrier housing targeted to persons experiencing or at risk of homelessness, and promote housing stability for persons exiting homelessness.

Goal 3 – Increase Affordable Housing Opportunities
Increase the number of units affordable to Extremely Low-, Very Low- and Low-Income households.

Goal 4 – Reduce Housing Discrimination and Evictions
Provide support for fair housing counseling, education and enforcement services to affirmatively further fair housing choice, strengthen compliance with fair housing laws and reduce the incidence of eviction in West Sacramento.

Goal 5 – Support Housing Stability for Persons Exiting Homelessness Provide support for individuals and families existing homelessness through case management, housing navigation and supportive services leading to permanent housing placement and long-term stability. 1516
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 5
Figure 2 - Emergency Housing Rehabilitation Project – Pickwick Motel 2025-2026 Annual Action Plan
The City’s 2026-2026 allocation of CDBG funding, plus any program income received during the year will be dedicated to the following activities addressing Consolidated Plan goals.

Project 1 - Homeless Emergency Housing Rehabilitation - Westwood Motel Project 2 - Supportive Services for Persons Experiencing Homelessness and Housing Instability Project 3 - General Administration and Planning activities for the CDBG program Evaluation of past performance
The City is in the final year of the five-year 2021-2025 Consolidated Plan and has made noteworthy progress towards achieving plan goals. During the first four years of the plan, CDBG funding was leveraged with local and State of California funds funding to accomplish 2021-2025 Consolidated Plan Goals.

Goal 1 - Provide Supportive Services for Persons Experiencing Homelessness Over 100 persons per year experiencing homelessness received services through the Downtown Streets Team, a work-first model providing an opportunity to gain work experience completing beautification projects on the West Capitol corridor and along the riverbank. Participants receive case management, housing search assistance and stipends for food and other necessities. In addition, supportive services and case management were provided to residents of the Mercy Housing permanent supportive housing located at 817 West Capitol Avenue.

The project provides affordable housing to homeless persons with a disability. 1517
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 6
Goal 2 - Create Low-Barrier Housing Opportunities
The 86-unit Mercy Housing Permanent Supportive Housing project was completed in 2021-22. The project will serve persons experiencing or at risk of homelessness that have disabilities and barriers to sustaining stable housing.

The Homeless Emergency Housing Rehabilitation Project provided CDBG, State and local funds for the acquisition of four former motel properties – the Roadway Inn, Flamingo, Pick Wick and El Tejon, that were converted to use as non-congregate interim shelter for persons experiencing homelessness. The goal of the program is to provide the support needed to transition residents into permanent housing. The Pick Wick and El Tejon Motels required varying levels of rehabilitation, including electrical upgrades, roof repairs, HVAC replacements, exterior improvements, and safety enhancements. CDBG funding was leveraged with State Behavioral Health Bridge Housing funds to bring the units up to suitable living standards.

Goal 3 - Improve Infrastructure in Low- and Moderate-Income Neighborhoods The North River Walk Trail Extension improved approximately 2,650 feet of multi-use levee maintenance road/ Class I trail along the crown of the Sacramento River levee and created an undercrossing of the I Street Bridge.

The project improved existing pedestrian facilities to create a safe, Americans with Disabilities Act (ADA) compliant pedestrian/bicycle connection between two existing portions of the River Walk Trail.

The Washington and Broderick Lighting and Safety Project improved pedestrian safety and driver visibility throughout the Washington and Broderick neighborhoods by replacing and updating street and traffic lights, in addition to installation of some security cameras to improve policing resources.

Goal 4 - Provide Fair Housing Services
Over the past four years, 115 households received
fair housing counseling, education and enforcement
services to affirmatively further fair
housing choice, strengthen
compliance with fair housing laws and
reduce the incidence of eviction.

Goal 5 - Support Small Business Success
The City provided training, education
and assistance to 60 Low- and
Moderate-Income microenterprise
business owners.

Goal 6 - Preserve the Affordable Housing Stock
As noted above, new permanent supportive housing
was developed and emergency housing units were Figure 3 - Washington and Broderick Lighting and Safety Project Rehabilitated to provide safe and sanitary housing for
persons experiencing homelessness.

During the final year of the 2021-2025 Consolidated Plan, the majority of available CDBG funds is dedicated to the rehabilitation of a motel for conversion to emergency shelter for persons experiencing homelessness.

Additional available funding will be used to provide supportive services for persons experiencing homelessness and for fair housing activities.
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Summary of citizen participation process and consultation process The City initiated the citizen participation process by conducting two virtual focus groups with providers working with lower-income West Sacramento residents. Both meetings opened with an overview of the Consolidated Plan process and uses of Community Development Block Grant (CDBG) funding, followed by a discussion of Comprehensive Housing Affordability Strategy (CHAS) data published by HUD and the 2024 Homeless Point-inTime (PIT) Count. This was followed by conducting an online Community Needs Assessment. Individual consultations were conducted with services providers to solicit in-depth information and data regarding the populations they serve. Draft Priority Needs and Goals developed in response to citizen participation comments and data research were presented in a public hearing before the City’s Economic Development and Housing Commission on January 28, 2026; and in a workshop format for the Parks, Recreation and Intergenerational Services Commission on February 3, 2026, and the City Council on March 4, 2026. Based on comments and recommendations received during the citizen participation process, the draft Consolidated Plan was made available for a 30-day public review from March 6, 2026, through April 7, 2026. A final public hearing was held before the City Council on April 15, 2026, prior to adoption of the plan.

Summary of public comments
Citizen participation outreach was centered on identifying unmet needs of lower-income individuals and families in West Sacramento. The following is a brief summary of comments. Additional details are available in Appendix C.

Results from Focus Groups and Consultations
There is a significant need for more affordable housing for lower-income households in West Sacramento. In particular, there is a critical need for low-barrier housing for persons exiting homelessness or other crisis situations. Barriers include landlord requirements such as credit, rental history, or tenant income of at least three times the monthly rental amount. Projects that require third party verification of income, which is most HUD funded projects, can be difficult if employers do not respond promptly. Application, credit check and leasing fees are common and are not refunded if the tenant is denied for the unit.

Rental assistance that was available during and immediately following COVID has ended and many families are left with increasing rent payments that are not sustainable. The increasing cost of food, clothing and other necessities can also result in housing instability. Adults on a fixed income, many of whom are seniors or persons with disabilities, struggle with the increase in the cost of living. The Yolo County Housing Authority provides Housing Choice Voucher rental assistance (formerly known as Section 8), but the need far exceeds the number of vouchers available.

Supportive services are key to fostering housing stability for persons exiting homelessness, persons with mental health or substance use issues and youth exiting the foster care system. Persons in crisis may benefit from homeless prevention services, which currently are underfunded, to avoid homelessness. Individuals and families fleeing domestic violence and victims of sexual assault have complex housing and service needs. More affordable and accessible units are needed for persons with disabilities.

A comment was received from a representative of the Washington Unified School District working with families experiencing housing insecurity. The commenter highlighted the limited availability of affordable housing for families with children in West Sacramento, noting that many families are doubled up, living in motels, or otherwise unstably housed. The comment emphasized that these households are often less visible than unsheltered individuals but face significant challenges maintaining stability, particularly for school-aged children. The commenter encouraged the City to prioritize assistance for families with children and long-term community residents at risk of displacement.
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Public Feedback on Housing Needs
During a City Council workshop, a comment was received regarding strategies to address the need for small, low-barrier housing units. The suggestion highlighted a small-unit production initiative, such as Accessory Dwelling Units (ADUs) or tiny homes, that could provide infrastructure and site preparation support—including utility hookups, required sidewalks, scaled impact fee waivers, and pre-approved designs—to help incomequalified residents build affordable housing. Nonprofit-owned tiny home communities paired with supportive services were also suggested as a long-term solution. These types of activities are eligible for CDBG funding; however, given the City’s current funding allocation and regulatory requirements, such projects may require leveraging additional funding sources to fully implement and may not be able to be implemented within the CDBG mandatory timeframes.

Community Needs Assessment
Respondents to the online survey identified affordable housing to be the most pressing need for lower-income persons in West Sacramento. All types of housing received a significant number of Great Need votes, underscoring the magnitude of affordable housing need in West Sacramento. Affordable housing for seniors received the largest number of Great Need responses, followed closely by affordable housing for persons with disabilities, emergency or transitional housing for persons experiencing homelessness and emergency or transitional housing for persons experiencing homelessness.

Over half of respondents indicated that services for persons experiencing homelessness was a Great Need in West Sacramento, followed by mental health services and substance use treatment and recovery services.

Respondents were very concerned about the need for street, sidewalk, streetlight and other safety improvements in lower-income areas of the City.

Consultations
Summary of comments or views not accepted and the reasons for not accepting them All comments were accepted.
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Figure 4 - North Riverwalk Trail Extension
Summary
Citizen participation is critical to the CDBG planning process to identity the most pressing needs of lower-income individuals, families and neighborhoods. The City's citizen participation process built on previous community efforts and included extensive outreach to individuals, non-profit organizations, social service agencies and governmental agencies to ensure the most effective use of scarce local resources to effect long-term, substantial change in the lives of lower-income residents of West Sacramento. 1521
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
As the lead agency, the City of West Sacramento is responsible for developing and implementing the five-year Consolidated Plan and one-year Annual Action Plan. The City analyzed available data; and conducted outreach to residents, non-profit organizations, social service agencies and governmental agencies to ensure the most effective use of scarce local resources to effect long-term, substantial change in the lives of lower-income residents of West Sacramento.

Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator CITY OF WEST

SACRAMENTO
Economic Development & Housing
Department
Table 1 – Responsible Agencies
Narrative
The City of West Sacramento Department of Economic Development and Housing is the lead agency for the development and implementation of the 2026-2030 Consolidated Plan.

Consolidated Plan Public Contact Information
Isaah Alford, Associate Community Investment Planner
Department of Economic Development and Housing
City of West Sacramento
1110 West Capitol Avenue
West Sacramento, CA 95691
Phone: (916) 617-4555
Email: [email protected]
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) Introduction
The City's citizen participation process included extensive outreach to individuals, non-profit organizations, social service agencies and governmental agencies to ensure the most effective use of scarce local resources to effect long-term, substantial change in the lives of lower-income residents of West Sacramento.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City of West Sacramento is committed to reducing the incidence of homelessness and the impact it has on individuals, families and the community. Consultation with agencies serving lower-income households, homeless and special populations are critical to the CDBG planning process to identify the most pressing needs of lower-income individuals, families and neighborhoods.

As the local Continuum of Care (CoC), the Yolo County Homeless and Poverty Action Coalition (HPAC) provides leadership on homelessness and poverty in Yolo County. The City of West Sacramento is an active HPAC partner agency.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS.

The City of West Sacramento does not receive annual ESG funding from HUD.

However, as an active member of the Continuum of Care, the City supports non-profit, for-profit, governmental and faith-based organizations providing ESG funded services to the neediest residents of the community. In 2019, West Sacramento worked with Yolo County, the cities of Davis, Woodland and Winters, along with community partners to develop the Yolo County Plan to Address Homelessness to provide an overview of the state of homelessness and provide a set of solutions to improve and expand the system of care across the county. The plan focuses on:
 Strengthening the homeless crisis response system with an emphasis on developing prevention services.
 Increasing affordable housing options for the most vulnerable. 1523
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 Stabilizing and maintaining physical and behavioral health for those with the highest needs.
 Examining systems-level coordination and identifying opportunities for improved partnership.

Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities.

Table 2 – Agencies, groups, organizations who participated Agency/Group/Organization Yolo County Housing Authority Agency/Group/Organization Type Housing
PHA
Services - Housing
Other government - Federal
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
1 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Consultation with Yolo County Housing Authority
(YCH) staff. YCH staff completed a survey providing
information on the needs of persons receiving
housing assistance and persons residing in public
housing; in addition to providing information on
public housing conditions. YCH was provided copies
of the community needs survey for distribution to
Housing Choice Voucher and public housing
residents. Comments informed the City's Homeless
Strategy and Anti-poverty Strategy.

Agency/Group/Organization Yolo County Homeless and Poverty Action Coalition Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
2 What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
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Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Invited all member agencies of the Yolo County
Homeless and Poverty Action Coalition (HPAC) to
attend Focus Groups centered on Affordable
Housing and Homelessness. Requested HPAC to
forward the invitation to all interested parties on
their email list (approximately 280 community
members). HPAC also sent email notices to all
agencies and the email list regarding the availability
of the draft Consolidated Plan and Annual Action
Plan.

Agency/Group/Organization Mosaic West Sac
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
Neighborhood Organization
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
3 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from Mosaic (formerly known as the
Mercy Coalition) attended both the Affordable
Housing and the Homelessness focus groups. Mosaic
was provided with copies of the community needs
survey for distribution to their clients. Comments
informed the City's Homeless Strategy and Antipoverty Strategy, and the use of CDBG funds.

Agency/Group/Organization Legal Services of Northern California Agency/Group/Organization Type Service-Fair Housing
4 What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
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Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from Legal Services of Northern
California attended both the Affordable Housing and
the Homelessness focus groups. Comments informed
the City's Homeless Strategy and development of a
program to reduce housing discrimination. Legal
Services was provided with copies of the community
needs survey for distribution to their clients.

Agency/Group/Organization Partnership Health Plan of California Agency/Group/Organization Type Services - Housing
Services-Health
Health Agency
Regional organization
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
5 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from Partnership Health Plan of
California attended the Affordable Housing focus
group and provided information on the use of MediCal funding to provide transitional rental assistance.

They were provided with copies of the community
needs survey for distribution to their clients and
service providers. Comments informed the City's
Homeless Strategy and Anti-poverty Strategy.

Agency/Group/Organization Mutual Housing California
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
6 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
Representatives from Mutal Housing California
attended the Affordable Housing focus group. They
were provided with copies of the community needs
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of the consultation or areas for improved
coordination?
survey for distribution to their tenants. Comments
informed the City's Homeless Strategy and Antipoverty Strategy.

Agency/Group/Organization Yolo County Office of Education Agency/Group/Organization Type Services-Children
Services-homeless
Services-Education
Other government - County
What section of the Plan was addressed
by Consultation?
Homelessness Strategy
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
7 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from the Yolo County Office of
Education, Foster and Homeless Education Services,
attended the Homelessness focus group. They were
provided with copies of the community needs survey
for distribution to homeless families and
unaccompanied youth. Comments informed the
City's Homeless Strategy for families with children.

Agency/Group/Organization Yolo County Behavioral Health Agency/Group/Organization Type Services-Victims of Domestic Violence Services-homeless
Services-Health
Services - Victims
Health Agency
Other government - County
Services - Mental Health
What section of the Plan was addressed
by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
8 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from Yolo County Behavioral Health
attended the Homelessness focus group. They were
provided with copies of the community needs survey
for distribution to their clients. Comments informed
the City's Homeless Strategy, Anti-poverty Strategy
and the use of CDBG funds.
9 Agency/Group/Organization Yolo County Children's Alliance Agency/Group/Organization Type Services-Children
Services-homeless
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What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from the Yolo County Children's
Alliance attended the Homelessness focus group.

They were provided with copies of the community
needs survey for distribution to their clients.

Comments informed the City's Homeless Strategy
and Anti-poverty Strategy for families with children.

Agency/Group/Organization Empower Yolo, Inc.

Agency/Group/Organization Type Services-Victims of Domestic Violence Services - Victims
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Families with children
Non-Homeless Special Needs
Anti-poverty Strategy
10 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from the Empower Yolo attended
the Homelessness focus group. They were provided
with copies of the community needs survey for
distribution to their clients. Comments informed the
City's Homeless Strategy and Anti-poverty Strategy.

Agency/Group/Organization Turning Point Community Programs Agency/Group/Organization Type Services-homeless
Services-Health
Services - Mental Health
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
11 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from Turning Point attended the
Homelessness focus group. They were provided with
copies of the community needs survey for
distribution to their clients. Comments informed the
City's Homeless Strategy and Anti-poverty Strategy
and use of CDBG funds.
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Agency/Group/Organization Washington Unified School District Agency/Group/Organization Type Services-Children
Services-homeless
Services-Education
Services - Narrowing the Digital Divide
Other government - Local
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
12 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from the Washington Unified School
District Student and Family Support Office attended
the Homelessness focus group. A representative also
participated in a one-on-one consultation. One area
of concern noted was that homeless families often
live in places without access to internet, which
makes it difficult for children to complete homework
assignments. They were provided with copies of the
community needs survey for distribution to families
experiencing homelessness. Comments informed the
City's homeless strategy and use of CDBG funds.

Agency/Group/Organization West Sacramento Community Outreach and Support
Agency/Group/Organization Type Services-homeless
Other government - Local
Grantee Department
What section of the Plan was addressed
by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
13 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Representatives from the City of West Sacramento
Community Outreach and Support Division attended
the Homelessness focus group and participated in
one-on-one consultations. They were provided with
copies of the community needs survey for
distribution to families experiencing homelessness.

Comments informed the City's Homeless Strategy
and use of CDBG funding.
14 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Service-Fair Housing
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What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
A representative from Project Sentinel participated
in a one-on-one consultation to discuss fair housing
needs in West Sacramento. Comments informed the
City's consideration of fair housing needs and goals.

Agency/Group/Organization Yolo County Veterans Services Office Agency/Group/Organization Type Housing
Services-Persons with Disabilities
Services-homeless
Other government - County
Services - Veterans
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homelessness Needs - Veterans
15 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
A representative from the Yolo County Veteran's
office participated in a one-on-one consultation to
discuss the needs of homeless Veterans and their
families. Comments informed the City's Homeless
Strategy.

Agency/Group/Organization West Sacramento Economic Development and Housing Commission
Agency/Group/Organization Type Housing
Other government - Local
Business Leaders
Civic Leaders
Business and Civic Leaders
16 What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Economic Development
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Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
The Economic Development and Housing
Commission reviewed Consolidated Plan data;
provided comments on Consolidated Plan Priority
Needs and Goals; and made recommendations on
the use of CDBG funds in the Annual Action Plan.

Agency/Group/Organization West Sacramento Parks, Recreation and Intergenerational Services Commission
Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Other government - Local
Services - parks and recreation
What section of the Plan was addressed
by Consultation?
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Non-Housing Community Development
17 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
The Parks, Recreation and Intergenerational Services
Commission reviewed Consolidated Plan data;
provided comments on Consolidated Plan Priority
Needs and Goals; and comments on the use of CDBG
funds in the Annual Action Plan.

Agency/Group/Organization Capital Region Coalition for Digital Inclusion Agency/Group/Organization Type Services - Broadband Internet Service Providers Services - Narrowing the Digital Divide
Regional organization
What section of the Plan was addressed
by Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
18 How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
The Capital Region Coalition for Digital Inclusion
provided information regarding the need for digital
access through affordable Internet and devices,
along with digital literacy/skills in the Sacramento
region.

Identify any Agency Types not consulted and provide rationale for not consulting The City made a diligent effort to contact all agencies working with Low- and Moderate-Income persons and special needs populations. No agencies were excluded from consultation. 1531
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Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Yolo County Homeless and
Poverty Action Coalition
The City supports the goals of the 2023-2026 Yolo
County Plan to Address Homelessness.
2021-2029
Housing Element
Update
City of West Sacramento The Housing Element to the City's General Plan provides the policy foundation for meeting the
housing needs of residents across all socioeconomic segments of the community.

YCH 2025-2029
Strategic Plan
Yolo County Housing
Authority
The YCH plan contains 3 Pillars: 1) Provide support
and growth opportunities for residents,
participants, employees and community partners;
2) Expand housing accessibility and elevate the
standard of living in our existing communities; and
3) Operate an efficient, effective, and fiscally
responsible Agency.

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
Notices of the development of the Consolidated Plan were sent to adjacent jurisdictions including the counties of Yolo and Sacramento, and to the cities of Sacramento, Woodland and Davis.

Staff from the Yolo County Health and Human Services Agency and the Yolo County Veterans Services Office participated in Focus Groups and through individual consultations, providing information regarding the lower-income, homeless and other special needs populations that they serve. The Yolo County Housing Authority provided data regarding affordable housing units and Housing Choice Vouchers, in addition to participating in consultations.

Narrative (optional):
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting.

The City initiated the citizen participation process by conducting two virtual focus groups with providers working with lower-income West Sacramento residents. Both meetings opened with an overview of the Consolidated Plan process and uses of Community Development Block Grant (CDBG) funding, followed by a discussion of Comprehensive Housing Affordability Strategy (CHAS) data published by HUD and the 2024 Homeless Point-in-Time (PIT) Count. This was followed by conducting an online Community Needs Assessment. Individual consultations were conducted with services providers to solicit in-depth information and data regarding the populations they serve. Draft Priority Needs and Goals developed in response to citizen participation comments and data research were presented in a public hearing before the City’s Economic Development and Housing Commission on January 28, 2026; and in a workshop format for the Parks, Recreation and Intergenerational Services Commission on February 3, 2026, and the City Council on March 4, 2026. Based on comments and recommendations received during the citizen participation process, the draft Consolidated Plan was made available for a 30-day public review from March 6, 2026, through April 7, 2026. A final public hearing was held before the City Council on April 15, 2026.

Housing Focus Group
There were 15 participants in the Housing Focus Group, held on October 15, 2025. Participants included affordable housing providers, Legal Services of Northern California, and social service providers. Participants agreed that Housing Cost Burden was the most pressing need for lower-income individuals and families. Areas of concern noted were:
 Limited stock of affordable housing stock
 Barriers to the housing application process including the cost of rental deposits and additional leasing fees  Recent loss of funding sources for rental assistance
 Increasing cost of living
 Possible loss of benefits such as Supplemental Nutrition Assistance Program (SNAP), commonly known as food stamps  Critical need for supportive services for persons exiting homelessness, persons with mental health or substance use issues, and youth exiting the foster care system (transitional aged youth) 1533
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Homelessness Focus Group
The Homeless Focus Group consisted of 17 participants, including homeless service providers, managers of permanent supportive housing for persons exiting homelessness, youth service providers, mental health and substance use service providers, Yolo County Department of Education, Yolo County, Yolo County Library and West Sacramento Police Department. The group identified the following needs of persons experiencing homelessness in West Sacramento:
 Housing navigation services to help persons prepare for and locate suitable housing  Ongoing supportive services once housing is attained
 Rental assistance to make housing sustainable
 More affordable, low-barrier housing units
 Homeless prevention services
 Services for unaccompanied youth, especially those that lose benefits at age 18 or whose parents have been deported  Rental assistance for adults on a fixed income
 Assistance for victims of sexual assault or fleeing domestic violence situations  Accessible and affordable housing for persons with disabilities Consultations
In addition to information collected from service and housing agencies through the Focus Groups, the City conducted individual consultations with Washington Unified School District, the West Sacramento Community Outreach and Support team, Yolo County Children’s Alliance (YCCA), Yolo County Health and Human Services Agency (HHSA), Yolo County Housing Authority (YCH), Yolo County Poverty and Homeless Action Coalition (HPAC), and the Yolo County Veteran’s Services Office.

Community Needs Assessment
The City of West Sacramento conducted a survey of the needs of low- and moderate-income community residents and neighborhoods in November 2025 as a component of outreach for the 2026-2030 Consolidated Plan process. The survey was available online and was accessible through a link or a QR code. Copies in pdf format were provided to organizations serving low- and moderate-income residents for distribution to their clients. Results of the Community Needs Assessment emphasized community concern regarding the need for more affordable housing for seniors, persons with disabilities and low-income families with children. Respondents also expressed a need for more services for persons experiencing homelessness, mental health services and food assistance. Details of the survey results are available in Appendix B.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 23
Economic Development and Housing Commission
The Economic Development and Housing Commission held a public hearing and asked questions regarding CDBG program income, HUD spending caps, housing affordability needs, funding for the Homeless Emergency Rehabilitation Project (Westwood Project), progress toward the five-year goals, and community feedback received. The Commission expressed concern regarding the proposed increase to the substantial amendment signing authority threshold from $20,000 to $100,000, emphasizing transparency and sensitivity to reallocating larger funding amounts without additional public hearings, and asked when the threshold was last adjusted.

Following discussion, the Commission unanimously voted to recommend approval of the item.

Parks, Recreation and Intergenerational Services Commission The Parks Commission reviewed the proposed CDBG Consolidated Plan, Annual Action Plan, and Citizen Participation Plan amendment and discussed affordable housing as a priority, including ownership and management of units, income and rent limits, and the role of nonprofit versus private developers. Commissioners supported homeownership strategies such as down payment assistance and use of CDBG funds to stabilize households and support transition from homelessness with supportive services. Additional comments addressed oversight of City-owned emergency housing sites, high rental costs, potential block grant funding impacts, barriers to CDBG use, public health and workforce outcomes, and services for children, families, and individuals with disabilities. The Commission also expressed concern with the proposed increase to the substantial amendment threshold from $20,000 to $100,000, emphasized transparency, and recommended approval of the item.

City Council
The City Council conducted a public workshop on March 4, 2026, to review the proposed goals and priorities for the 2026–2030 Consolidated Plan and the 2026 Annual Action Plan. During the workshop, City staff presented an overview of the Consolidated Plan process, community needs assessment findings, and draft priority needs and goals developed through stakeholder engagement and data analysis. The City Council provided comments and guidance on proposed funding priorities, housing and homelessness strategies, and the allocation of CDBG resources.

A public hearing for formal consideration and adoption of the Consolidated Plan and Annual Action Plan is scheduled for April 15, 2026.

Citizen Participation Outreach
Focus groups, public hearings, workshops, and the 30-day public review period were announced in English and Spanish through multiple communication channels, including a public notice in the West Sacramento News-Ledger, the City’s website, and the City’s 1535
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 24
social media platforms (Facebook and X, formerly Twitter). Notifications were also distributed via email to member agencies of the Yolo County Homeless and Poverty Action Coalition (HPAC) and to an established email list of interested parties. Documentation of these notifications is included in Appendix B.

In addition, the City conducted targeted outreach during the 30-day public comment period to encourage broad community participation. Public notices were distributed at key community locations throughout West Sacramento, including the Washington Unified School District, Bryte & Broderick Community Action Network (BBCAN), the Homeless and Poverty Action Coalition, local affordable housing apartment communities, the West Sacramento Public Library, the West Sacramento Community Center, Holy Cross Church, and a local Russian-speaking church serving the community.

To improve accessibility for non-English-speaking residents, public notices were translated into Spanish and Russian. These combined efforts were designed to reduce barriers to participation and ensure meaningful input from historically underrepresented populations, including low- and moderate-income residents, families with children, and individuals experiencing housing instability.

Citizen Participation Outreach
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments received
Summary of
comments not
accepted
1 Focus Group -
Affordable
Housing
Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
A focus group was held on
10/15/25 to discuss the housing
needs of lower-income residents
and persons with special needs.

Fifteen persons participated
including affordable housing
providers, Legal Services of
Northern California, and social
service providers.

Participants agreed that Housing
Cost Burden was the most pressing
need for lower-income individuals
and families. Participants provided
information on barriers, primarily
the lack of sufficient affordable
housing, the cost of entry into
housing (even affordable housing),
restrictive landlord requirements
and a loss of funding sources for
rental assistance.

All comments
were accepted.
2 Focus Group -
Affordable
Housing
Persons experiencing or
at risk of homelessness
A focus group was held on
10/22/25 to discuss the housing
needs of persons experiencing or
at risk of homelessness.

Seventeen persons participated
Significant needs noted: housing
navigation assistance, supportive
services, rental assistance, more
housing units affordable to persons
on social security/disability,
All comments
were accepted.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 25
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments received
Summary of
comments not
accepted
including homeless service
providers, managers of
permanent supportive housing
for persons exiting
homelessness, youth service
providers, mental health and
substance use service providers,
Yolo County Department of
Education, Yolo County, Yolo
County Library and West
Sacramento Police Department
housing discrimination, and
homeless prevention services. For
persons exiting homelessness,
there is a need for ongoing
supportive services to facilitate the
transition to housing stability.
3 Newspaper Ad Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Public Notice of the Community
Needs Assessment survey was
published in the West
Sacramento News-Ledger in
English and Spanish.

Results of the survey are included
in the attachments.

All comments
were accepted.
4 Internet
Outreach
Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Notice of the Community Needs
Assessment survey was posted
to the City of West Sacramento
website, Facebook page and X
(twitter) account.

Results of the survey are included
in the attachments.

All comments
were accepted.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 26
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments received
Summary of
comments not
accepted
5 Focus Group -
Affordable
Housing
Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Notice of the Community Needs
Assessment survey was emailed
to service providers and
interested parties.

Results of the survey are included
in the attachments.

All comments
were accepted.
6 Focus Group -
Affordable
Housing
Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
A Community Needs Assessment
survey was conducted on
11/5/25 through 11/28/25. The
survey was accessible online
through a web address and
through the use of a QR code.

Paper copies were provided to
service agencies for distribution
to their clients and at City Hall. A
summary of survey results is
included in the Citizen
Participation Comments
attachment.

Results of the survey are included
in the attachments.

All comments
were accepted.
7 Newspaper Ad Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Public Notice of a Public Hearing
before the Economic
Development and Housing
Commission was published in the
West Sacramento News-Ledger
in English and Spanish on
January 2, 2026.
xx xx
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 27
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments received
Summary of
comments not
accepted
8 Internet
Outreach
Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Notice of a Public Hearing held
before the Economic
Development and Housing
Commission was posted to the
City of West Sacramento
website, Facebook page and X
(twitter) account.
xx xx
9 Public Hearing Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
A Public Hearing was held before
the City of West Sacramento
Economic Development and
Housing Commission on
1/28/2026.
xx xx
10 Public Meeting Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
A Public Meeting was held
before the City of West
Sacramento Parks, Recreation
and Intergenerational Services
Commission on 2/3/2026.
xx xx
11 Newspaper Ad Minorities
Non-English Speaking -
Specify other language:

Spanish
Public Notice of a 30-day Public
Review Period for the 2026-2030
Consolidated Plan, 2026 Annual
Action Plan, and amendment to
The City acknowledges the
importance of addressing housing
instability among families with
children, particularly those who
xx
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 28
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments received
Summary of
comments not
accepted
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
the Citizen Participation Plan was
published in the West
Sacramento News-Ledger in
English and Spanish. Notice was
also emailed to interest parties.
may not be visibly homeless but
are at risk of displacement. The
Consolidated Plan and Annual
Action Plan include priorities and
funding allocations that support
affordable housing, homelessness
prevention, and services for
vulnerable populations, including
families. The City will continue to
coordinate with local partners,
including school districts and
service providers, to better identify
and support families experiencing
housing insecurity and to explore
strategies that prevent
displacement and promote longterm housing stability.
12 Newspaper Ad Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Public Notice of a Public Hearing
to review the 2026-2030
Consolidated Plan, 2026 Annual
Action Plan, and amendment to
the Citizen Participation Plan was
published in the West
Sacramento News-Ledger in
English and Spanish. Notice was
also emailed to interest parties.
xx xx
13 Public Hearing Minorities
Non-English Speaking -
Specify other language:

Spanish
Persons with disabilities
A Public Hearing was held before
the City Council to review the
2026-2030 Consolidated Plan,
2026 Annual Action Plan, and
xx xx
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 29
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
Comments received
Summary of
comments not
accepted
Non-targeted/broad
community
Residents of Public and
Assisted Housing
amendment to the Citizen
Participation Plan.

Table 4 – Citizen Participation Outreach
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 30
Needs Assessment
NA-05 Overview
Needs Assessment Overview
The consolidated planning process for the use of Community Development Block Grant (CDBG) funding begins with an analysis of socio-economic conditions, population statistics and projections, special needs groups, and housing market projections to determine current and future affordable housing needs. The assessment also identifies the need for public services, public facilities and public infrastructure. Data related in this section of the Consolidated Plan was gathered from the U.S. Census Bureau; the 2021-2029 Housing Element of the City of West Sacramento General Plan; the Yolo County Homeless Point-In-Time Count conducted by the Homeless and Poverty Action Coalition (HPAC); research; consultation with local service providers; comments received from focus group meetings and public hearings; and an online community needs survey.

The Needs Assessment identifies gaps in services, housing and infrastructure for Low- and Moderate-Income residents and neighborhoods. This information is used to inform development of the five-year Strategic Plan. Many of the data tables in this section are populated with default data from the 2016-2020 Comprehensive Housing Affordability Strategy (CHAS), a data set tabulated by the U.S. Census Bureau for the U.S. Department of Housing and Urban Development (HUD) based on five-year American Community Survey (ACS) estimates. CHAS data in this section of the plan references the Yolo County Area Median Income (AMI) as determined by the Census Bureau and the HUD determined Area Median Family Income (HAMFI) for Yolo County which is adjusted by family size.

The ACS provides one-, three- or five-year data estimates, although not all data is available in all formats. The most recent data available is included in the analysis. However, 2016-2020 ACS data is used when comparison to 2016-2020 CHAS data is indicated.

Income Levels
The Needs Assessment section of the plan uses the following income level definitions:
 Extremely Low-Income (0-30% of HAMFI or AMI)
 Very Low-Income (30-50% HAMFI)
 Low-Income (50-80% HAMFI or AMI)
 Moderate Income (80-100% HAMFI or AMI)
 Above Moderate Income (over 100% HAMFI or AMI)
The term lower-income refers to all persons at or below 80% HAMFI or AMI. The HUD CDBG term Low- and Moderate-Income also refers to all persons at or below 80% of HAMFI or AMI and 1542
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 31
is used throughout the plan. Table 6 indicates that there are an estimated 8,365 Low- and Moderate-Income households in West Sacramento (45.6% of households).

Needs Assessment Significant Findings
An analysis of the HUD required Needs Assessment data and citizen participation efforts provides the following conclusions:
 Housing affordability is the most significant need for individuals and families of all races and ethnicities.
 Residents of the older, central areas of the city, small households and renter households are most susceptible to housing cost burden.
 There is an insufficient supply of housing that is affordable housing to Extremely Low- and Very Low-Income households.
 There is a need for accommodations or accessibility improvements to allow persons with a disability to live independently.
 Minority race households experience housing problems at a higher rate than the city as a whole.
 Common housing discrimination complaints are for discrimination of income source, such as housing voucher assistance or governmental assistance, and refusals to provide reasonable accommodations for persons with a disability.  On the night of January 24, 2024, 289 West Sacramento residents were experiencing homelessness, of which 184 were unsheltered.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 32
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The ability of a household to secure sustainable housing is dependent on a number of factors including availability, household income and housing cost. Tables 5 through 26 below reflect data from the HUD 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) and estimates the number of lower-income households experiencing what HUD defines as “housing problems”.

The analysis of HUD “housing problems” data focuses on:
 Substandard housing with either a lack of complete kitchen facilities or a lack of complete plumbing;
 Overcrowding at more than 1 person per room; and/or
 Housing cost burden paying more than 30% of household income towards housing costs.

HUD defines a “severe housing problem” as:
 Substandard housing with either a lack of complete kitchen facilities or a lack of complete plumbing;
 Severe overcrowding at more than 1.5 persons per room; and/or  Severe housing cost burden paying more than 50% of household income towards housing costs.

The CHAS is based on custom tabulations from the U.S. Census American Community Survey (ACS), combined with the HUD Area Median Family Income (HAMFI). Due to the additional calculations the Census Bureau must conduct to provide CHAS data, it often lags behind more recent ACS data. When available, CHAS data is supplemented by more recent housing data for the City of West Sacramento.

It should be noted that the HUD CHAS and the U.S. Census ACS report provide estimates based on surveys conducted with random households. HUD requires the inclusion and analysis of this data as a component of the consolidated planning process. For larger jurisdictions, the random surveys are considered statistically accurate. However, for smaller jurisdictions like West Sacramento, the small sample size of some categories can have a relatively large margin of error that may result in data that is not representative of the entire community.

Tables 7 through 12 below identify households by income level and severity of housing conditions including homes that lack complete kitchen or plumbing systems, overcrowded units and housing cost burden. HUD considers households paying more than 30% of household income toward housing costs to be “cost burdened”, while those paying in excess of 50% of income for housing to be “severely cost burdened” and at-risk of becoming homeless. The CHAS data reveals that the high cost of housing is the most prevalent housing concern in the City of West Sacramento.

The CHAS does not compute housing cost burden for households that did not report income, reported zero income or that reported negative income (no/negative income) to the Census Bureau.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 33
Residents of the older, central areas of the city are most susceptible to housing cost burden. The HUD Community Planning and Development Maps System (CPD Maps) cross references Housing cost burden with census tract information. CPD Maps identifies Census Tract 102.03 as the area with the highest percentage of residents experiencing housing cost burden (60.0%) in West Sacramento, followed by Census Tract 102.04 (43.5%) as demonstrated in Map 1.

Demographics Base Year: 2009 Most Recent Year:
2020
Percent
Change
Population 50,745 53,575 6%
Households 17,930 18,355 2%
Median Income $52,763 $73,979 40%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 3,705 1,820 2,840 2,005 7,980
Small Family Households 1,120 690 1,145 790 4,865
Large Family Households 440 220 565 270 650
Household contains at least
one person 62-74 years of age
790 325 945 595 1,610
Household contains at least
one person age 75 or older
525 325 140 170 320
Households with one or more
children 6 years old or younger
700 355 780 280 1,465
Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 34
Housing Needs Summary Tables
Housing Problems - Households with one of the listed needs Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard Housing - Lacking complete
plumbing or kitchen facilities
30 0 15 0 45 0 0 4 20 24
Severely Overcrowded - With >1.51
people per room (and complete kitchen
and plumbing)
105 125 40 15 285 0 0 0 0 0
Overcrowded - With 1.01-1.5 people per
room (and none of the above problems)
325 110 225 145 805 0 0 50 25 75
Housing cost burden greater than 50%
of income (and none of the above
problems)
1,225 160 60 0 1,445 605 180 115 25 925
Housing cost burden greater than 30%
of income (and none of the above
problems)
430 445 410 190 1,475 85 260 540 255 1,140
Zero/negative Income (and none of the
above problems)
80 0 0 0 80 25 0 0 0 25
Table 7 – Housing Problems Table
Data Source: 2016-2020 CHAS
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 35
Severe Housing Problems - Households with one or more Severe Housing Problems (lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more of four housing
problems
1,690 395 335 155 2,575 605 180 170 70 1,025
Having none of four housing problems 1,055 790 1,065 685 3,595 360 455 1,265 1,095 3,175 Household has negative income, but
none of the other housing problems
0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data Source: 2016-2020 CHAS
Housing Cost Burden – Household paying in excess of 30% of monthly income towards housing costs Renter Owner
0-30% AMI >30-50%
AMI
>50-80%
AMI
Total 0-30% AMI >30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 695 270 235 1,200 315 175 350 840
Large Related 360 60 0 420 0 60 60 120
Elderly 360 125 149 634 325 180 195 700
Other 640 240 95 975 49 30 55 134
Total need by income 2,055 695 479 3,229 689 445 660 1,794 Table 9 – Cost Burden > 30%
Data Source: 2016-2020 CHAS
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 36
Severe Housing Cost Burden - Household paying in excess of 30% of monthly income towards housing costs Renter Owner
0-30% AMI >30-50%
AMI
>50-80%
AMI
Total 0-30% AMI >30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 75 75 270 75 0 345
Large Related 0 0 0 0 0 50 0 50
Elderly 200 45 0 245 290 35 45 370
Other 0 570 45 615 45 0 0 45
Total need by income 200 615 120 935 605 160 45 810
Table 10 – Cost Burden > 50%
Data Source: 2016-2020 CHAS
Overcrowding – Units with more than one person per room Renter Owner
0-30% AMI >30-50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single-family households 430 220 255 20 925 0 0 50 0 50 Multiple, unrelated family
households
0 15 10 120 145 0 0 0 25 25
Other, non-family households 0 0 0 15 15 0 0 0 0 0
Total need by income 430 235 265 155 1,085 0 0 50 25 75 Table 11 – Crowding Information – 1 of 2
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Households with
Children Present The CHAS does not provide this data.

Table 12 – Crowding Information – 2 of 2 (Data Source: 2016-2020 CHAS) 1548
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 37
Describe the number and type of single-person households in need of housing assistance.

The 2023 ACS estimates that 4,509 West Sacramento households are single person households (24% of total households). Single person households are nearly evenly divided between owners and renters with 2,180 homeowners (47.7%) and 2,389 living in rental units (52.3%). The 2016- 2020 CHAS reveals that 23.7% of small households are cost burdened and pay more than 30% of household income towards housing costs, while 4.9% of small households are severely cost burdened, paying more than 50% of income towards housing. small household renters experience cost burden at a significantly higher rate than small household homeowners. Based on this data, it is estimated that 1,069 single person households can be expected to need assistance to secure affordable housing, with affordable rental housing being the type most needed.

Although the average household size saw a slight increase from 2010 to 2020 (2.8 persons per unit to 2.82 per unit), the Sacramento Area Council of Governments (SACOG) estimates that average household size in West Sacramento will decrease over the next two decades to 2.5 persons by 2040. As household size declines, additional smaller housing units will be needed to accommodate the needs of smaller households. SACOG is a joint powers authority serving as the metropolitan and transportation planning agency for 28 city and county governments in El Dorado, Placer, Sacramento, Sutter, Yolo and Yuba counties.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

Disabled Residents
The 2023 five-year ACS estimates that 5,848 West Sacramento residents (10.8%) are living with a disability. The percentage increases to 28.5% for persons age 65 to 74 and 55.4% for persons age 75 years or older. Within the disabled population, 1,191 report a hearing difficulty; 1,146 a vision difficulty; 2,270 a cognitive difficulty; 2,890 an ambulatory difficulty; 1,211 a self-care difficulty; and 2,309 an independent living difficulty.

Throughout the citizen participation process, service providers emphasized the critical need for housing affordable to households that rely on disability income. Most are at the Extremely LowIncome level, which provides very limited housing choices. Many may need an accommodation to live independently such as bathroom grab bars, wheelchair ramps or a service animal. This often makes it even more difficult to locate appropriate housing.

Victims of Domestic Violence, Dating Violence, Sexual Assault and Stalking The Yolo County District Attorney’s office provides the public with ongoing access to Yolo County’s criminal justice data. Known as “Commons”, the online database was created in partnership with Measures for Justice, the Yolo County Multi-Cultural Community Council and the Yolo County District Attorney’s Office. In the 12 months from July 2024 through June 2025, there were 32 sex offenses cases in West Sacramento referred to the Prosecutor’s office and 263 1549
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 38
Domestic Abuse cases. Many of these crimes go unreported so the number of victims of these offenses is expected to be higher than these numbers would imply.

Shelter is critical for persons who are escaping a dangerous situation, but it needs to be coupled with permanent housing solutions once the person or family is stabilized. Empower Yolo provides ongoing counseling, financial coaching and legal advocacy for victims and their families. Between July 30, 2024, and June 30, 2025, Empower Yolo safehouse programs served 19 West Sacramento clients across 20 shelter stays providing a total of 1,144 nights of safe housing for adults and children. Most were seeking immediate safety due to domestic violence or sexual assault. The safehouses also served persons who did not provide an address, some of which also were likely to be West Sacramento residents.

What are the most common housing problems?
Housing Cost Burden
The CHAS data strongly indicates that housing cost burden is the most significant housing need for lower-income West Sacramento residents of all household types. Paying more than an affordable percentage of a family’s income toward housing costs significantly affects housing stability. Households with severe cost burdens experience significant financial stress and instability, as they have less money for food, healthcare, transportation, and other essential expenses. housing cost burden disproportionately affects lower-income families, with Extremely Low-Income renters being the most affected group.

Table 7 indicates that 2,170 West Sacramento Low- and Moderate-Income households are paying more than 30% of income towards housing costs and defined by HUD as “cost burdened”. An addition 1,445 are paying more than 50% of household income towards housing costs, which may be unsustainable long-term, placing them at risk of entering homelessness. HUD defines these households as “severely cost burdened”.

Overcrowding
Overcrowding is an issue for some residents, though not nearly as significant as cost burden. The CHAS notes 710 Low- and Moderate-Income households reporting between 1.1 and 1.5 persons per room which HUD defines as “Overcrowded” and 270 with more than 1.5 persons per room, defined as “Severely Overcrowded”.

Are any populations/household types more affected than others by these problems? Extremely Low-Income Renter Households
The CHAS notes that the majority of severely cost burdened households (77%) are at or below 30% of AMI and renters are far more likely to be cost burdened than homeowners. A four-person household at the 30% AMI level in West Sacramento would have an annual income of $37,750.

At this income level, HUD would expect an affordable monthly housing cost (rent or mortgage payment) to be no more than $943. However, the 2023 ACS reports a median gross rent of $1,568.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 39
The majority of households reporting overcrowding are at or below the 30% AMI level. Renters are subject to overcrowding more often than homeowners. Overcrowding is often the result of high housing costs which places lower income families in smaller, less costly units or “doubling up” of more than one family in a unit. Overcrowding can have serious impacts on household members’ mental and physical health and can have an effect on children’s educational performance.

Small Households
More small, related households experience housing cost burden than larger, related or other household compositions.

Elderly Households
Elderly households also are more impacted by housing costs. However, in contrast to other household types, there are more elderly homeowners experiencing housing cost burden than elderly renters.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance.

Imminent Risk of Homelessness
There is no emergency shelter available in West Sacramento for families with children. As of November 2025, the Washington Unified School District was serving 147 students from families experiencing homelessness. These families, along with those receiving rapid re-housing assistance, often have difficulty securing housing due to poor credit or rental history, recent evictions, mental health issues or substance use. Some are immigrants that may be undocumented. Many do not have sufficient income to meet landlord’s requirements as they often require an income of two times or three times the monthly rental amount. Requiring first and last month’s rent, deposit, application fees, credit check and other fees add to the barriers these families encounter. Although there is some assistance available through Yolo County Health and Human Services Agency, some families make too much money to qualify, yet not enough to find housing.

Children in families facing housing instability often have school attendance problems as they move from one temporary housing site to another. Many may be forced to move to a nearby city temporarily but cannot continue in their West Sacramento school as transportation is only available within the city. Teachers indicate that there is a need for Wi-Fi-enabled Chromebooks that will allow students to access online classes and homework if they are living in a motel, a car or other location without Wi-Fi access.
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Loss of Rapid Re-Housing Assistance
Rapid Re-Housing assistance provides subsidies for deposits and initial rental assistance to families facing a loss of housing or that recently became homeless. Once persons are stably housed, they are expected to pay their rent and maintain other household expenses. This is often difficult as many of these households are Extremely Low- or Very Low-Income, placing them at risk of re-entering homelessness. With the loss of federal funding dedicated to keeping persons housed during the COVID-19 pandemic, many individuals and families are struggling to maintain rental payments and retain housing at market rate rents.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates.

In most instances, HUD considers Extremely Low-Income households (at or below 30% of AMI) and those paying more than 50% of income towards housing costs to be at risk of losing their housing.

HUD homeless funding programs administered by Yolo County and member agencies of the local Continuum of Care (CoC) must use a complicated and specific definition of persons considered to be “at risk of homelessness”, and therefore eligible for housing and services paid with HUD homeless funding. The definition can be found at 24 CFR 578.3.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness.

Housing instability is a complex issue. One major factor in West Sacramento, and throughout California, is the cost of housing compared to household income. There is an insufficient number of housing units affordable to families at the lower end of the income scale. Most lower-income families do not have sufficient disposable income to accumulate savings or other assets. A few months without a paycheck, expensive car repairs, sudden illness or some other unexpected expense can result in an inability to meet financial obligations. Families may be faced with a choice of selling what they have, borrowing money (usually at unfavorable terms) or defaulting on a mortgage, rent or other bills. For the average lower-income household, an unexpected expense of just $400 may lead to financial and/or housing instability.

An aging population will result in seniors with special housing needs related to reduction in income, declining mobility and self-care capability. Seniors on fixed incomes or limited retirement savings may need financial assistance for housing rehabilitation, accessibility improvements or supportive services to retain independence in their homes.

Families and individuals in crisis may have poor credit, poor rental history, recent evictions, mental health issues or substance use. Landlords, even managers of affordable rental properties, usually will not accept persons demonstrating credit risk as tenants. 1552
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Many lower-income households do not have sufficient income to meet a landlord’s requirements. They often require an income of two times or three times the monthly rental amount. Requiring first and last month’s rent, deposit, application fees, credit check and other fees add to the housing barriers these families encounter. Although there is some assistance available through Yolo County Health and Human Services Agency, some families make too much money to qualify for affordable housing, yet not enough to secure market rate housing.

Housing stability is crucial for families with children. An unstable housing situation makes it much more difficult for children to be successful at school, which further perpetuates the cycle of poverty. The National Coalition for the Homeless explains that families experiencing homelessness move frequently. Every time a child must change schools, his or her education is disrupted. The organization notes that some studies report that children lose 3-6 months of education with every move. According to the National Center for Homeless Education, students experiencing homelessness are chronically absent at a rate that is at least double that of the overall student population.

Discussion
Housing stability for lower-income individuals and families requires attention to household income, housing costs and long-term household asset generation. An approach to alleviating housing cost burden and promoting housing stability will be most effective if it addresses all three of these factors.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
West Sacramento is a small, diverse community with a strong presence of recent immigrant families. According to the 2023 U.S. Census American Community Survey (ACS), one in four residents were born outside of the United States.

According to HUD, a “disproportionately greater need” exists when the members of a racial or ethnic group at a given income level experience housing problems at a rate that is significantly higher than the general population at the same income level. HUD considers a 10% or more disparity to indicate disproportionate need.

It should be noted that the Census Bureau indicates that ACS data is an “estimate”. Due to the smaller size of the City of West Sacramento, sample sizes used in the ACS and the HUD Comprehensive Housing Affordability Strategy (CHAS) for some racial groups at certain income levels are very small. In particular, the relatively small numbers of Black/African American, American Indian/Alaskan Native and Native Hawaiian/Pacific Islander populations within each income level may skew percentages and interfere with interpretation of datasets in the Tables below. We have made an effort to verify data findings through consultations with agencies that are familiar with the housing situations of persons from the racial and ethnic categories noted below.

The 2016-2020 CHAS data in Tables 13 through 21 provides an overview of housing needs for households at various income levels by race and ethnicity. The CHAS does not compute housing cost burden for households that did not report income, reported zero income or that reported negative income. These households are identified as “no/negative income”.

When reporting race, the U.S. Census ACS distinguishes persons of two or more races and persons identifying as a race other than the standard categories. However, the CHAS data in the tables does not include data for these groups. The 2016-2020 ACS indicates that West Sacramento households identify themselves as:

West Sacramento Racial and Ethnic Composition
Number Percentage
Race
White 33,947 63.4%
Black/African American 2,443 4.6%
Asian 6,242 11.7%
American Indian/Alaska Native 396 0.7%
Native Hawaiian/Other Pacific
Islander
527 1.0%
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West Sacramento Racial and Ethnic Composition
Number Percentage
Race
Some other race 3,700 6.9%
Two or more races 6,319 11.8%
Ethnicity
Hispanic 17,454 32.6%
Non-Hispanic 36,120 67.4%
Data Source: 2023 ACS
Extremely Low-Income Households between 0%-30% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 2,805 905 0
White 905 585 0
Black / African American 475 44 0
Asian 270 65 0
American Indian, Alaska Native 40 0 0
Pacific Islander 0 4 0
Hispanic 1,015 195 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS
Very Low-Income Households between 30%-50% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 1,280 545 0
White 565 255 0
Black/African American 50 50 0
Asian 155 45 0
American Indian/Alaska Native 0 25 0
Pacific Islander 30 0 0
Hispanic 440 170 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
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Low-Income Households between 50%-80% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 1,455 1,385 0
White 580 690 0
Black/African American 40 74 0
Asian 135 80 0
American Indian/Alaska Native 30 0 0
Pacific Islander 15 0 0
Hispanic 605 445 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
Moderate-Income Households between 80%-100% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 670 1,335 0
White 295 775 0
Black/African American 60 10 0
Asian 65 105 0
American Indian/Alaska Native 0 0 0
Pacific Islander 4 15 0
Hispanic 215 375 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
Discussion
The following chart summarizes the CHAS data in Tables 13 – 16 as percentages to facilitate comparison and identification of impacts on racial and ethnic groups at varying income levels. 1556
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Summary of Households Reporting One or More Housing Problems Extremely
Low-Income
(0-30% AMI)
Very LowIncome (30-
50% AMI)
Low-Income
(50-80% AMI)
ModerateIncome (80-
100% AMI)
All Income
Levels
Combined
Citywide 75.6% 70.1% 51.2% 33.4% 59.8%
Race: White 60.7% 68.9% 45.7% 27.6% 50.4%
Race: Black/African
American

91.5% 50.0% 35.1% 85.7% 77.8%
Race: Asian 80.6% 77.5% 62.8% 38.2% 67.9%
Race: American
Indian/Alaska Native
100.0% 0.0% 100.0% 0.0% 73.7%
Race: Pacific Islander 0.0% 100.0% 100.0% 21.1% 72.1%
Race: Non-White 87.4% 66.2% 58.8% 49.8% 72.6%
Ethnicity: Hispanic 83.9% 72.1% 57.6% 36.4% 65.8%
The small number of households reported within some racial groups by income level can make interpretation of disparity challenging. For example, Table 13 identifies only four Pacific Islander households and 40 American Indian/Alaska Native households at the Extremely Low-Income Level. Analysis based on such small sample sizes can result in misleading assumptions of the entire population.

Another example of inconsistency within the CHAS data is that the percentage of Extremely LowIncome and Moderate-Income Black/African American households experience housing problems at a significantly higher rate (91.5% and 85.7% respectively) compared to Black/African Americans at the Very Low- and Low-Income Levels (50.0% and 35.1%). This data seems to be contradictory, which may be due to the small sample size margin of error.

Taking this into consideration, the data does appear to indicate that Extremely Low-Income Black/African American, Asian and American Indian/Alaska Native households are most significantly impacted by Housing Problems.

Combining the data for all income levels together, it is evident that Non-White race households experience housing problems at a higher rate (72.6%) than the city as a whole (59.8%) and the difference is even more significant when compared to the rate of White households (50.4%).

Black/African American, American Indian/Alaska Native and Pacific Islander households are particularly impacted by housing problems. There is not a significant disparity between Hispanic households at any income level reporting Housing Problems (65.8%) as reported by residents at the same income level citywide (59.8%).

Housing Discrimination
Consultations with local fair housing services providers reveal that they receive relatively few housing discrimination complaints based on race or ethnicity from West Sacramento residents.

The majority of complaints are based on discrimination of income source (illegal in California) and refusal to provide reasonable accommodations for persons with a disability. This is further confirmed by random fair housing testing conducted by the agencies. Providers also work with 1557
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households facing eviction in an effort to resolve disputes with landlords to keep families housed.

The City provides CDBG funding to ensure that fair housing education, counseling and enforcement services are available to all residents.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
As noted in the section above, the phrase “disproportionate need” refers to a particular race or ethnicity group at a certain income level experiencing one of the HUD housing problems at a rate that is significantly higher than the rate for total residents at the same income level. HUD generally considers a discrepancy of more than 10% to be evidence of disproportional need. The analysis of “severe housing problems” focuses on four categories that are similar to factors examined in section NA-15, but are more serious in effect on well-being and housing stability:
 lack of complete kitchen facilities;
 lack of complete plumbing;
 overcrowding at 1.5 or more persons per room; and/or
 paying more than 50% of income towards housing.

HUD does not compute housing dost burden for households that did not report income, reported zero income or that reported negative income (no/negative income) in the U.S. Census.

Extremely Low-Income Households between 0%-30% of Area Median Income Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 2,295 1,415 0
White 735 760 0
Black / African American 380 134 0
Asian 240 100 0
American Indian, Alaska Native 40 0 0
Pacific Islander 0 4 0
Hispanic 815 395 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
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Very Low-Income Households between 30%-50% of Area Median Income Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 575 1,245 0
White 210 615 0
Black / African American 50 50 0
Asian 130 70 0
American Indian, Alaska Native 0 25 0
Pacific Islander 30 0 0
Hispanic 140 470 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
Low-Income Households between 50%-80% of Area Median Income Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 505 2,330 0
White 180 1,090 0
Black / African American 4 109 0
Asian 85 125 0
American Indian, Alaska Native 0 30 0
Pacific Islander 0 15 0
Hispanic 215 835 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
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Moderate-Income Households between 80%-100% of Area Median Income Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Jurisdiction as a whole 225 1,780 0
White 25 1,040 0
Black / African American 10 60 0
Asian 30 140 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 20 0
Hispanic 130 460 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
Discussion
The following chart summarizes the CHAS data in Tables 17 – 20 as percentages to facilitate comparison and identification of impacts on racial and ethnic groups at varying income levels.

Summary of Households Reporting One or More Severe Housing Problems Extremely
Low-Income
(0-30% AMI)
Very LowIncome (30-
50% AMI)
Low-Income
(50-80% AMI)
ModerateIncome (80-
100% AMI)
All Income
Levels
Combined
Citywide 61.9% 31.6% 17.8% 11.2% 34.7%
Race: White 49.2% 25.5% 14.2% 2.3% 24.7%
Race: Black/African
American

73.9% 50.0% 3.5% 14.3% 55.7%
Race: Asian 70.6% 65.0% 40.5% 17.6% 52.7%
Race: American
Indian/Alaska Native
100.0% 0.0% 0.0% - 42.1%
Race: Pacific Islander 0.0% 100.0% 0.0% 0.0% 43.5%
Race: Non-White 73.5% 59.2% 24.2% 15.4% 53.1%
Ethnicity: Hispanic 67.4% 23.0% 20.5% 22.0% 37.6%
The number of persons with severe housing problems in Tables 17-20 is barely half the number of those identified with Housing Problems in Tables 13-16 above. One should be cautious drawing conclusions drawn from individual income level data due to the limited number of households included in the ACS estimates. However, Black/African American, Asian, American Indian/Alaska Native and Pacific Islanders at the Extremely Low- and Very Low-Income levels appear to be most impacted by severe housing problems.

Comparing the data for all income levels together, Non-White race households are affected by severe housing problems at a higher rate (53.1%) than the city as a whole (34.7%). White 1561
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households report the lowest occurrence of severe housing problems (24.7%) while Black/African American and Asian households have the highest rate (55.7% and 52.7% respectively).

Hispanic households at all income levels report Severed Housing Problems at roughly the same rate (37.6%) as all residents citywide (34.7%).
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
HUD defines housing affordability as a monthly rent or mortgage payment that does not exceed 30% of a household's monthly gross income. Households with housing costs exceeding 30% of monthly income are considered to have a “housing cost burden” Families and individuals experiencing housing cost burden have limited disposable income to place in savings to cover unanticipated expenses. A car repair, medical bills or an unexpected loss of income due to illness or layoff may leave these families unable to pay the monthly rent or meet other necessary expenses such as food or utility bills. Families and individuals paying more than 50% of income towards housing are considered to have a “severe housing cost burden” leading to a high risk of housing instability. HUD considers these households to be at imminent risk of becoming homeless.

The discussion below focuses on disparities of housing cost burden and severe housing cost burden, based on the race and ethnicity of West Sacramento residents at various income levels.

The CHAS does not compute housing cost burden for households that did not report income, reported zero income or that reported negative income (no/negative income).

Housing Cost Burden
Affordable
Housing Paying
Less than 30%
Housing Cost
Burden
Paying 30-50%
Severe
Housing Cost
Burden
Paying More
than 50%
No/negative
income (not
computed)
Jurisdiction as a
whole
12,145 3,300 2,775 135
White 7,025 1,545 1,100 35
Black / African
American
445 220 410 0
Asian 1,225 335 240 80
American Indian,
Alaska Native
29 30 40 0
Pacific Islander 44 20 30 4
Hispanic 2,845 1,060 845 20
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Discussion:
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As demonstrated in Table 7 above, housing cost burden is the most significant housing problem faced by lower-income households in West Sacramento. Those at the very lowest income levels are most impacted. An analysis of the CHAS data reveals that 66.2% of residents have affordable housing (paying less than 30% of gross income towards housing costs). However, significantly fewer Black/African American, American Indian/Alaska Native and Pacific Islander households enjoy affordability (41.4%, 29.3% and 44.0% respectively). These three racial groups experience a higher level of impact by severe housing cost burden (38.1%, 40.4% and 30.6% of households) while citywide, only 15.1% of households have a severe housing cost burden.

The cost of housing imparts a substantial impact on lower-income households and contributes to limited housing choices including living in substandard housing, undesirable neighborhoods or underperforming school districts. These issues can magnify effects of housing cost burden on families.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The data in Tables 13-21 demonstrate that the percentage of Black/African American, Asian and American Indian/Alaskan Native households impacted by housing problems is disproportionately higher than the population as a whole. Whereas persons of Hispanic ethnicity experience housing problems in relatively the same proportion as non-Hispanics. Extremely Low- and Very LowIncome households experience the highest incidence of housing problems, with housing cost burden being the most common problem.

If they have needs not identified above, what are those needs? The City conducted focus groups, consultations with services providers and conducted an online community needs survey to identify the needs of lower-income residents in West Sacramento.

Across the board, housing affordability was noted as the most significant need for individuals and families of all races and ethnicities.

A review of 2023 ACS homeownership rates reveals that Black/African American households have a significantly lower rate of homeownership than households of other races. Although they comprise 4.2% of all occupied units, they only represent half that amount (2.2%) of homeownership units. Native Hawaiian and Other Pacific Islanders are also underrepresented homeowners; however this data may be skewed by the small number of households of this race as reported in the census estimates.

Race and Ethnicity of Householders Percent of
Occupied Housing
Units
Percent of OwnerOccupied UnitsPercent of RenterOccupied Units Race
White 58.3% 60.1% 55.7%
Black/African American 4.2% 2.2% 7.2%
American Indian/Alaska Native 0.7% 0.9% 0.5%
Asian 11.6% 12.3% 10.5%
Native Hawaiian/Other Pacific Islander 0.2% 0.1% 0.4%
Some other Race 10.7% 10.3% 11.3%
Two or more Races 14.2% 14.1% 14.4%
Ethnicity
Hispanic 28.3% 25.3% 32.7%
Data Source: 2023 ACS
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
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As demonstrated in HUD CPD Map 1, Census Tracts with the highest percentage of housing cost burden are 102.03 and 102.04. Maps 2-9 indicate the concentration of racial and ethnicity groups within census tracts in West Sacramento. The HUD CPD Mapping Tool does not indicate any one race to be concentrated in the highest housing cost burden census tracts. However, there is an elevated concentration of persons of Hispanic ethnicity located in these two census tracts. 1566
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NA-35 Public Housing – 91.205(b)
Introduction
HUD funded Public Housing and Housing Choice Voucher rental assistance (formerly known as Section 8) in West Sacramento are administered by the Housing Authority of the County of Yolo, known as Yolo County Housing (YCH).

Voucher assistance in the table below includes the following:
 Tenant-based Vouchers - HUD's major program for assisting Very Low-Income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the private market. Rental subsidies are paid to the landlord on behalf of the family or individual. Participants are able to select their own housing including single-family homes, townhouses and apartments.  Project-based Vouchers – The housing authority assigns a portion of its Housing Choice Vouchers to a particular affordable housing project. Rental subsidies are only paid to the landlords of selected projects.  Veterans Affairs Supportive Housing Vouchers (HUD-VASH) – The VASH program combines HUD’s Housing Choice Voucher (HCV) rental assistance with case management and clinical services for homeless Veterans provided by the Department of Veterans Affairs (VA).
 Family Unification Program (FUP) – Permanent rental subsidy Vouchers are set aside for families in danger of having their children removed due to inadequate housing. Youth transitioning from foster care may receive a FUP Voucher for a period not to exceed 36 months.
 Disabled/Mainstream Vouchers - Rental subsidies for non-elderly disabled persons or families with disabilities.

The Characteristics of Residents Table 24 below noted below counts the total number of elderly heads of household (age 62 and older) only. YCH serves a total of 199 elderly persons in Public Housing and 893 elderly persons in Voucher assisted housing. 1567
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Totals in Use
Program Type
Vouchers
Special Purpose Voucher
Certificate ModRehabPublic
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Number of units with
vouchers in use
0 0 380 1,633 360 1,279 64 26 58
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Vouchers Data Source: Yolo County Housing Authority (YCH)
Characteristics of Residents
Program Type
Vouchers
Special Purpose Voucher
Certificate ModRehabPublic
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 $28,332 $19,839 $15,979 $20,985 $17,329 $23,987 Average length of stay 0 0 14 10 3.5 12 3 2
Average Household size 0 0 2 2 2 2 1 3
Number of Homeless at admission 0 0 17 188 93 93 34 8
Number of Elderly Program Participants
(over age 62)
0 0 160 729 593 593 27 0
# of Disabled Families 0 0 158 948 223 725 41 1
# of Families requesting accessibility
features
0 0 0 N/A N/A N/A N/A N/A
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 24 – Characteristics of Public Housing Residents by Program Type 1568
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Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Vouchers
Special Purpose Voucher
Race Certificate ModRehabPublic
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 776 2,055 352 1,703 50 58 69
Black/African American 0 0 45 426 120 307 17 12 17
Asian 0 0 39 169 16 153 0 0 2
American Indian/Alaska
Native
0 0 14 63 18 45 5 0 2
Pacific Islander 0 0 2 28 10 18 1 1 0
Other 0 0 37 122 25 86 0 9 3
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Vouchers Table 25 – Race of Public Housing Residents by Program Type Data Source: Yolo County Housing Authority (YCH)
Ethnicity of Residents
Program Type
Vouchers
Special Purpose Voucher
Ethnicity Certificate ModRehabPublic
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 628 695 158 537 5 26 24
Not Hispanic 0 0 286 2,169 387 1,782 63 61 65
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Vouchers Table 26 – Ethnicity of Public Housing Residents by Program Type Data Source: Yolo County Housing Authority (YCH)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units.

Yolo County Housing Authority notes that requests for accessibility needs primarily are modifications to bathrooms (shower bars, handicap toilets), transfers to single-floor units, additional bedrooms for live-in aides and/or medical equipment. In addition, there is a high volume of requests for service animals as a reasonable accommodation.

What are the number and type of families on the waiting lists for public housing and section 8 tenant-based rental assistance?
There are a total of 490 West Sacramento households on the YCH waiting list, 436 of which are single person households, 9 are disabled and 1 household is currently homeless. The Housing Choice Voucher list was last opened for applications in 2022. This means that eligible households may wait for many years to receive housing assistance. This is an indicator of the unmet need for housing assistance in the community.

Racial and Ethnic Composition of the YCH Waiting List
Race
White 285
Black/African American 77
Asian 39
American Indian/Alaskan Native 14
Pacific Islander 5
More than one race 9
Ethnicity
Hispanic 110
Non-Hispanic 380
Source: Yolo County Housing Authority
Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of residents of Public Housing and Housing Choice voucher holders?
YCH staff have noted that the highest needs have been food insecurity and utility assistance. In public housing, challenges include conflict resolution with neighbors and the need for financial assistance to pay for rental and utilities arrears.

Fair housing services providers have seen an increase in discrimination complaints when landlords refuse to accept Vouchers or other government housing subsidies. Discrimination against source of income in housing became illegal in California in 2020, but many landlords are not aware of the law or simply ignore it. More outreach and education is needed for both tenants and landlords.
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How do these needs compare to the housing needs of the population at large? Residents of public housing and voucher holders often share the same basic needs as the population at large including safe housing, stable income, good schools, healthcare, and safe communities. Although they have secured housing affordability, many face high barriers and require supportive services to achieve stability and upward mobility.

Discussion
The amount of money a housing authority can pay towards the monthly rent of a particular household is based on the HUD Fair Market Rent (FMR). HUD establishes an FMR for each metropolitan area, representing the cost of a moderately priced unit. Housing authorities must set a Payment Standard that is between 90% - 110% of the HUD FMR. Exception Payment Standards that go above the 110% threshold may be adopted with HUD approval. A household pays a portion of the rent (typically 30% - 40% of their income) and the housing authority covers the rest, up to the Payment Standard.

Currently, YCH has set the Payment Standard between 95% to 105% FMR depending on location and unit size. In California, landlords are required to accept vouchers as a form of income and are prohibited from rejecting tenants solely on the basis they have a housing voucher. The lack of rental housing inventory and the payment standard limitation are both factors that can prolong the housing search timeline.

Public housing has its challenges as well. The subsidies that HUD allocates to housing authorities for the Public Housing program are not sufficient to meet the needs of operating, maintaining, or modernizing the aging public housing units across the nation. The consequences of this underfunding include units falling into disrepair faster than they can be rehabilitated and poor living conditions for residents due to leaks, mold, broken systems, etc. This may lead public housing authorities to consider options such as demolition, disposition, or the Rental Assistance Demonstration (RAD) program.
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction
The City of West Sacramento is an active member of the Davis/Woodland/Yolo County Continuum of Care (CA-521), known as the Yolo County Homeless and Poverty Action Coalition (HPAC). HPAC is a local planning body that provides leadership and coordination on the issues of homelessness and poverty in Yolo County. Every two years, HPAC surveys homeless persons in Yolo County using the HUD prescribed “Point-in-Time Count” methodology. The Point-in-Time Count (PIT Count) is a “snapshot” reflecting the number of persons experiencing homelessness in West Sacramento on a single night in January. The most recent PIT Count was conducted on January 24, 2024, and found 289 persons experiencing homelessness in West Sacramento, of which 184 were unsheltered. It should be noted that many people move in and out of homelessness over time. The actual number of persons experiencing homelessness over the course of an entire year is much higher than the number of persons identified in the one-day PIT Count.

The PIT Count only identifies persons that meet the HUD definition of homeless. This does not include persons that slept the night before in transient situations such as the motels along West Capitol Avenue, “couch surfing” temporarily or were in institutionalized care that night. These persons are not reflected in the PIT Count. It appears that families with children are under-reported in the PIT Count. The PIT Count only found one family meeting the HUD definition of homeless with children in West Sacramento. However, the Washington Unified School District reports serving 147 students from families experiencing homelessness, in addition to 36 students living in foster care. The weather was very cold and wet the night of the 2024 PIT Count and it is likely that families with children sought shelter in a motel or other accommodation for the night.

The first two columns of Table 27 below contain “one night” PIT Count data. Columns 3-6 provide information from HPAC Homeless Management Information System (HMIS) that collects client information from HPAC service provider members year-round. The HMIS data in columns 3-6 is for the period of October 1, 2023, through September 30, 2024, and includes information on 694 persons experiencing homelessness over this timeframe in West Sacramento. During the PIT Count, persons identified as homeless were asked to provide demographic information through the completion of a survey. There were a number of individuals that, although counted, declined to complete the survey. Specific categories in the PIT Count columns may not reflect the entire homeless population.

HPAC also administers the Yolo County Coordinated Entry System. This system allows people experiencing a crisis to access emergency homeless and housing services with as few barriers as possible and ensures that the most vulnerable individuals or families are prioritized first for permanent housing placements. Clients are tracked through the HMIS system. 1572
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The data below notes that on the date of the PIT Count, 175 persons in West Sacramento (60.6% of homeless) met the HUD definition of “Chronically Homeless” which is a person with a disability who:
 Has been homeless for at least 12 months,
 Has been homeless on at least 4 separate occasions in the last 3 years, or  Has been residing in an institutional care facility including jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria as chronically homeless before entering that facility.

Homeless Needs Assessment
Population Estimate the # of persons
experiencing
homelessness on a given
night (PIT Count data)
3 Estimate the #
experiencing
homelessness
each year
4 Estimate the
# becoming
homeless
each year
5 Estimate the #
exiting
homelessness
each year
6 Estimate the #
of days persons
experience
homelessness
1 Sheltered
2 Unsheltered
Persons in Households with
Adult(s) and Child(ren)
0 3 62 42 127 80
Persons in Households with
Only Children
0 0 0 0 0 0
Persons in Households with
Only Adults
105 181 492 330 79 197
Chronically Homeless
Individuals
57 118 202 0 69 365
Chronically Homeless Families 0 0 0 0 0 0
Veterans 2 3 14 9 5 197
Unaccompanied Child 0 0 0 0 0 0
Persons with HIV 0 0 0 0 0 0
Table 27 - Homeless Needs Assessment
Alternate Data Source Name: 2024 Yolo County Homeless PIT Count and Yolo County HPAC HMIS Data Data Source Comments:

Indicate if the homeless population is: Has No Rural Homeless 1573
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Rural Homeless Needs Assessment
Not applicable.

For persons in rural areas who are homeless or at risk of homelessness, describe the nature and extent of unsheltered and sheltered homelessness with the jurisdiction.

Not applicable.

If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).

Not applicable.
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Nature and Extent of Homelessness: (Optional)
Sheltered Unsheltered (optional)
Race
White 66 80
Black or African American 23 45
Asian 4 0
American Indian or Alaskan Native 5 5
Pacific Islander 0 3
Multiple Races 4 7
Unknown 9 44
Ethnicity Sheltered Unsheltered (optional)
Hispanic 16 38
Non-Hispanic 86 102
Data Source: 2024 Yolo County Homeless PIT Count
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

Families with Children
Based on Yolo County HPAC HMIS Data, there were 62 homeless persons in households with children, all living in Shelter, between October 2023 and September 2024. No unaccompanied children (primarily youth transitioning from foster care or emancipated youth) were identified.

However, as explained above, the HUD methodology significantly undercounts families with children and unaccompanied youth by limiting the count to persons living in shelters (Sheltered) or those living on the streets (Unsheltered). Families staying temporarily in motels or residing temporarily with other people due to lack of alternatives are not included.

The Washington Unified School District (WUSD) served 147 homeless students in West Sacramento during the month of November 2025, and another 36 students in foster care. All of these families qualify as homeless under the McKinney-Vento Act, although many are not counted as homeless under PIT Count rules. It is crucial to identify the needs of these uncounted families as studies demonstrate that homeless students who stay with other people temporarily or in motels have poor attendance records and lower academic outcomes than those living in shelter or those that find permanent housing. As families move from one temporary location to another, they encounter transportation issues that make it difficult for children to get to school.

There is also a need for consistent internet access. Most of the motels and other places homeless families stay do not have Wi-Fi. WUSD is often asked to provide Chromebooks with an installed Wi-Fi chip to allow students to complete homework or to work from home when they are unable to get to class. Funding for this is limited.
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According to WUSD Student Services staff, there is a critical need for emergency shelter for families with children. Currently the only shelter in West Sacramento is limited to adults only.

Families experiencing homelessness often have difficulty finding permanent housing. Some have sufficient income to make a monthly rent payment, but landlords will not accept them due to poor credit or previous evictions. Many of these families can afford the monthly rent but cannot save enough money to pay the required first and last month’s rent plus utility deposits. Funding that was available for this during COVID has expired. Many face substance use or mental health issues.

Families of Veterans
The Yolo County Veterans Services Office (VSO) reports that they typically work with 10-15 Veterans experiencing homelessness in West Sacramento. As clients become housed and leave their caseload, new Veterans needing services arrive. The VSO works with the Veterans Administration (VA) to locate appropriate housing and supportive services. These agencies are not direct service providers, but provide housing search assistance and referrals to County, State, affordable housing or non-profit agencies to secure housing and services for Veterans and their families. Most difficult to locate is family-sized housing units that are affordable to households at risk of or exiting homelessness. However, additional one-bedroom units are also limited. The VSO coordinates with the Yolo County Housing Authority to refer homeless Veterans and their families for housing assistance through the VASH voucher program. As noted above, Yolo County Housing administers 64 VASH vouchers that come with critical supportive services from the VA to strengthen a family’s ability to transition from homelessness to housing stability.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

Racial and ethnic data collected during the 2024 PIT Count compared with data from the 2023 ACS reveals several disparities. Most significantly, persons of Black/African American race comprise 6.2% of the West Sacramento population but are 23.2% of homeless persons identified in the PIT Count. The representation of Whites, and Native Hawaiian/Pacific Islanders is relatively the same in the general population and the homeless population. American Indian/Alaskan Natives are nearly twice as high in the homeless population, however due to the small number of persons in this race category, there may be a significant margin of error when looking at the comparisons. The percentage of Asians and persons of Hispanic ethnicity experiencing homelessness are substantially lower than the general population. 2023 ACS 2024 PIT Count
Race
White 67.5% 63.2%
Black/African American 6.2% 29.4%
American Indian/Alaskan Native 2.4% 4.3%
Asian 18.7% 1.7%
Native Hawaiian/Pacific Islander 1.2% 1.3%
Ethnicity
Hispanic 34.0% 22.3%
Source: Yolo County HPAC 2024 PIT Count
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Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

HUD defines “Sheltered” homeless as individuals or families living in emergency shelter or transitional housing, while “Unsheltered” are persons sleeping in a place not designed for a regular sleeping accommodation such as a vehicle, shed, garage, abandoned building, train station or outdoors. Again, persons living temporarily in motels, even for one night, are not included in PIT Count data unless the room cost was paid by an agency serving homeless persons.

The majority of persons experiencing homelessness West Sacramento are Unsheltered (62.4%) versus those that are Sheltered (37.6%).

Discussion
Between the 2017 PIT Count and the 2024 Count, West Sacramento saw a 66% increase in the number of persons experiencing homelessness. Most homeless individuals were in the age range of 25-54 (169 individuals). There were 93 individuals age 55 and older, 2 children under age 18 and 15 young adults age 18-24. West Sacramento findings show that 152 persons experiencing homelessness were male and 112 were female.

The PIT Count revealed that at least 60% of homeless persons met the HUD definition of “Chronically Homeless”:
 The individual has been homeless for at least 12 consecutive months, or homeless on at least 4 separate occasions, totaling 12 months or more, within the last 3 years; AND  Can be diagnosed with Post Traumatic Stress Disorder (PTSD), a serious mental illness, substance use disorder, a developmental disability, or a cognitive or physical illness or disability.

Among the 289 individuals found experiencing homelessness in West Sacramento, 18% stated they were suffering from PTSD, 29% had some form of serious mental illness, 24% were dealing with a substance use disorder, 11% had a development disability, 13% had a chronic physical illness or disability, and 5% had co-occurring mental health and substance use disorders.

PIT Count statistics show that only 29% of West Sacramento’s homeless population are receiving some form of income. Of the persons responding to the survey, 38% stated they became homeless because they were facing an eviction, 18% had been in the foster care system at some point in their youth, 28% identified that they had experienced domestic violence and 14% stated that they became homeless due to fleeing a domestic violence situation. Pets are important to many people, providing companionship and safety. No sheltered persons reported animal ownership, but 47% of unsheltered persons had a pet. More than half of survey respondents did not answer questions about criminal convictions, but of those that did, 63% said that they had a conviction at some point in time. The PIT Count did not find any unaccompanied youth (primarily youth transitioning from foster care or emancipated youth). 1577
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction
HUD generally defines special needs populations as: seniors; frail elderly; persons with mental, physical and/or developmental disabilities; persons with substance abuse addictions; victims of domestic violence, dating violence, sexual assault and stalking. Special needs populations may find it more difficult to locate suitable and sustainable housing within the community. HUD also considers persons at risk of or experiencing homelessness to be a special needs population, but they are addressed in the previous section of this Plan.

Throughout the citizen participation process, there was a consensus that the most critical need for special populations in West Sacramento is housing affordable for households at the Extremely Low- and Very Low-Income levels as many of these households rely on social security or disability incomes.

Describe the characteristics of special needs populations in your community.

Seniors
Many seniors have special needs related to reduction in income, lifestyle changes and declining mobility or self-care capability. The 2016-2020 CHAS estimates that 34% of West Sacramento senior households (age 62 and older) are under the Very Low-Income level (50% AMI). Income levels drop even lower as residents age. For seniors age 75 and older, the percentage increases to 57% of households. There are a total of 1,315 senior households at Extremely Low-Income (30% AMI) and another between 30-50% AMI. The 2023 ACS estimates that 23% of persons age 60 and older live alone. Seniors on fixed incomes or limited retirement savings may have difficulty keeping up with rising rental rates.

Persons with a Disability
The 2023 ACS estimates that 11% of West Sacramento residents have a disability. This increases to 23% for persons age 60 and older. The 2023 ACS estimates the following number of persons with a disability in West Sacramento:

Number of Persons with a Disability
Hearing difficulty 1,191
Vision difficulty 1,146
Cognitive difficulty 2,270
Ambulatory difficulty 2,890
Self-care difficulty 1,201
Independent living difficulty 2,309
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Persons with mental, physical or developmental disabilities may require accommodations to ensure housing stability and the ability to live as independently as possible. Project Sentinel, the City’s contracted fair housing counseling agency, notes that many of the discrimination complaints they receive are related to a request for a reasonable accommodation for a disability.

Accommodations may include items such as installation of bathroom grab bars or wheelchair ramps, transfer to a ground floor unit or more accessible unit, assigning an accessible parking spot, or waiving a “no pets” policy to allow a service animal.

Alta California Regional Center assists persons with intellectual and developmental disabilities throughout the Sacramento Region. The State considers developmental disabilities to include Intellectual Disability, Autism Spectrum Disorder, Epilepsy, Cerebral Palsy, and other conditions that occur before age 18 and require similar treatment as Intellectual Disability (for example traumatic brain injury, drowning in a pool, etc.). Currently there are 2 licensed residential homes for individuals with developmental disabilities in the City. Adults with developmental disabilities largely rely on Social Security for their living expenses. Social Security payments are approximately $1,000 per month, making an affordable rent amount for these individuals to be about $300 a month. The Alta California Regional Centers 2025-2026 Regional Plan, developed after an extensive research and outreach process, places affordable housing as the number one need for persons with disabilities in the Sacramento region.

Youth
Disadvantaged youth and youth exiting the foster care system usually do not have sufficient income, rental history, credit history or references to secure a rental unit. They do not have the education or job skills to get a job that provides a sustainable income. Often, they are too young to be accepted into a shelter program and end up moving from place to place, staying temporarily with friends or living on the streets. Housing targeted to this population would need to be low barrier entry, affordable at the Extremely Low-Income level and include supportive services.

Victims of Domestic Violence, Dating Violence, Sexual Assault and Stalking Empower Yolo provides services in West Sacramento to address both acute trauma from violence and broader, community-wide instability requiring sustained, trauma-informed, and culturally responsive support. Last fiscal year, the agency served 235 clients in West Sacramento, of whom 171 experienced victimization—primarily domestic violence (115 cases), child sexual abuse (31), and adult sexual assault (11)—with most harm occurring within intimate or family relationships and disproportionately affecting women. Clients required intensive, ongoing support, reflected in 3,772 service contacts, with the highest demand for advocacy, peer counseling, crisis intervention, legal support (especially restraining orders and court navigation), and language assistance for Spanish-speaking and limited-English-proficient clients. Basic needs insecurity is widespread across both victims and non-victims, with high utilization of food, clothing, diapers, hygiene supplies, housing assistance, and emergency shelter, underscoring significant economic and housing instability in the community. Mental health needs are substantial, involving hundreds of hours of therapy for survivors and ongoing emotional support for others. Non-victim clients served (56 individuals), while not affected by crime, faced similar challenges related to 1579
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poverty, housing instability, parenting stress, system navigation including Child Protective Services (CPS) and public benefits, transportation barriers and language access.

What are the housing and supportive service needs of these populations and how are these needs determined?
The most significant need for all special populations is additional rental assistance and additional affordable rental housing units, especially for households at the Very Low- and Extremely LowIncome levels for those living on fixed incomes, social security or disability payments. Seniors that own their homes may need financial assistance for housing rehabilitation or accessibility improvements to retain independence in their homes. As they continue to age, residents may need assistance with upkeep of their homes or may need to move to single floor and/or accessible units to maintain independence. Transportation is also a need. Frail elderly may require self-care services or assisted living communities to ensure housing stability.

Persons with intellectual or developmental disabilities may require assistance with self-care or home management tasks. Those with physical or mobility impairments may require accessible units or adaptive home improvements to remain safely and independently housed. Food insecurity is an issue for seniors, persons with disabilities, recent immigrant families and the lowest income West Sacramento residents. The Yolo Food Bank reports serving 30,000 households countywide each month and providing home delivery meals to seniors and persons with disabilities in West Sacramento; in addition to operating food distribution sites throughout the City. Food is distributed every Saturday at the West Sacramento City Hall parking lot.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area.

The California Department of Public Health (CDPH), Office of AIDS (OA) works with local health jurisdictions to collect, analyze, and disseminate surveillance data on people living with HIV in California. Providers and clinical laboratories provide HIV surveillance data to local health jurisdictions as a routine public health activity required by state law. Historically, Yolo County’s HIV incidence has been consistently lower than found across the State of California. The 2023 California HIV Surveillance Report states that the rate of new HIV diagnoses statewide increased from 11.7 per 100,000 persons in 2019 to 12.3 in 2023. In Yolo County the rate of new HIV diagnoses remained the same at 9.5 in both 2019 and 2023. There were 22 new cases identified in 2023.

In 2023, there were 387 persons in Yolo County living with HIV, of those individuals, 306 (79.1%) were “In Care”, defined as having at least one CD4, viral load, or HIV-1 genotype test during the calendar year. There were 271 persons living with HIV that had achieved “Viral Suppression” defined as persons whose most recent HIV viral load test result during the calendar year was no more than 200 copies/ml.
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The City of West Sacramento is not a recipient of HUD Housing for Persons With AIDS (HOPWA) funding. HOPWA funding for the Sacramento region is administered by the Sacramento Housing and Redevelopment Agency (SHRA).

If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)).

HUD has not designated West Sacramento as a Participating Jurisdiction (PJ) which means that the City is not eligible to receive HOME funds directly from HUD. West Sacramento is eligible to apply for HOME funding through competitive grants from the State of California Department of Housing and Community Development, when funding is available.

Discussion
The needs of special populations are varied. As the number of seniors increases, there will be an increased need for housing rehabilitation and modifications for accessibility, transportation and self-care assistance. Food insecurity is an issue for persons in all special needs categories. Youth transitioning from foster care and emancipated youth face many housing barriers. Programs providing housing stability, life skills, education and job readiness may help to reduce the risk of future homelessness.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities.

The City conducts community engagement and outreach sessions to foster inclusive civic engagement by striving to ensure that all residents are well informed and their voices are heard regarding issues such as public improvements.

Recreational Facilities
There are 38 parks and 5 recreational facilities in West Sacramento. The City’s Parks, Recreation and Open Space Master Plan identifies five parks and one facility with structural assets at the end of its useful lifecycle: Meadowdale Park, Bryte Park, Alyce Norman Playfield, Memorial Park, Redwood Park and the Club West youth center. All except Redwood Park are located in older, lower-income neighborhoods north of the Deep Water Ship Channel. Improvements to these parks is complicated by the fact that the City does not own the properties. Most are owned by the Washington Unified School District or other entities that existed before the City was incorporated in 1987. Outreach to underprivileged neighborhoods conducted as a part of parks planning efforts received many requests for more parks, bike trails and bike paths.

The Bryte, Broderick and Washington neighborhoods have traditionally included fewer recreational amenities compared to other areas of the City. Bryte Park, at the intersection of the Bryte and Broderick neighborhoods is the largest park in the City and the most heavily used and programmed park in the City. The property is owned by the Washington Unified School District but has been improved and maintained by the City through a Joint Use Facilities Agreement. An ADA transition plan was completed which identified a total of 36 accessibility barriers that need to be improved. These include providing accessible seating for athletes and spectators at each playfield, creating accessible routes from playfields and other amenities to walking paths, providing ADA ramps in the older play equipment area, providing wheelchair user access in picnic areas and accessibility improvements at the older restroom facilities. In late 2024, the City received a $15 million grant from Land and Water Conservation enabling the City to purchase the 24-acre parcel from the school district. The remaining grant funds are allocated to construction of improvements. The land purchase and construction are anticipated to be completed in late 2028.

The Parks Department is currently conducting community workshops focused on the future planning and development of Alyce Norman Park located just south of Bryte Park and encompasses the Bryte Career and College Training Center. The City is seeking feedback to help guide the creation of a vision for park improvements. Improvements to Westacre park are underway and will include a skate park, pump track, playfields, inclusive playground, splash pad, restroom, walking loops, pickleball and futsal courts, reflexology and meditation paths, and public art. A new neighborhood park is planned for a site at 6th and E Streets in the Washington neighborhood and an expansion of Arlington Oaks neighborhood park is in the design phase. 1582
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Homeless Facilities
The City has purchased four former motel properties – the Roadway Inn, Flamingo, Pick Wick and El Tejon for conversion to non-congregate interim shelter for persons experiencing homelessness.

The projects serve homeless adults and couples. The Pick Wick and El Tejon Motels required varying levels of rehabilitation, including electrical upgrades, roof repairs, HVAC replacements, exterior improvements, and safety enhancements to bring the units up to suitable living standards.

There are no emergency shelters for families with children located in West Sacramento. This was noted as a critical need during focus groups and consultations with service providers. Although permanent affordable housing was the highest priority need identified in the community needs assessment survey, emergency and transitional housing for persons experiencing homelessness were also seen as significant needs in the City.

How were these needs determined?
On January 9, 2013, the City Council adopted a Master Plan for Bryte Park, which was the result of a robust community engagement effort, developed in coordination with over 200 community members and stakeholders. The original Master Plan spanned three properties: Bryte Park, Alyce Norman Playfields/Bryte Career and College Training Campus, and Holy Cross School. A key component of the City Council 2025 Strategic Plan is completion of the Bryte Park Master Plan.

Emergency and transitional housing needs were identified through the Consolidated Plan outreach process including focus groups, service provider consultations, consultations with City staff and public hearings.

Describe the jurisdiction’s need for Public Improvements.

Water, wastewater, drainage, and road systems in West Sacramento are generally adequate to support housing development with minimal off-site improvements. The City’s housing development sites inventory in the 2021-2029 Housing Element is focused on properties that have access to services in adjacent rights-of-way.

Public Infrastructure in Older Neighborhoods
The City has adopted a policy to restore vitality to areas suffering from decades of disinvestment in older, northern neighborhoods. he oldest residential neighborhoods in West Sacramento are located north of the Deep Water Ship Channel. The Washington neighborhood (Census Tract 101.01) was founded in 1850 and is the oldest portion of the City. Due to its age and the demands of urban development, infrastructure in Washington is in need of improvement including water, sewer, storm drain and transportation backbones. The neighborhoods of Bryte and Broderick also are challenged with undersized and aging infrastructure (Census Tracts 101.01 and 101.02).

Substantial utility and street improvements are needed in these neighborhoods to accommodate existing and alternative modes of travel for residents. During the previous Consolidated Plan period (2021-2025), the City used a majority of its CDBG funding to improve the North River Walk 1583
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Trail Extension; to improve existing pedestrian facilities to create a safe, Americans with Disabilities Act (ADA) compliant pedestrian/bicycle connection between two existing portions of the River Walk Trail; and to improve pedestrian safety and driver visibility throughout the Washington and Broderick neighborhoods by replacing and updating street and traffic lights, in addition to installation of security cameras to improve policing resources. The City continues to improve infrastructure in the older sections of town using other funding sources.

Flood Control
The West Sacramento Area Flood Control Agency (WSAFCA) was formed in 1994 through a Joint Exercise of Powers Agreement among the City of West Sacramento, Reclamation District 900, and Reclamation District 537. WSAFCA is composed of a 3-member Board and supported by City staff. The City and WSAFCA are working to address the challenges of stricter flood control standards imposed by the State in 2006. These new standards must be met by 2030. Together with our partners from the California Department of Water Resources, Central Valley Flood Protection Board and U.S. Army Corps of Engineers, WSAFCA has moved to design and construct projects that meet the 200-year level of flood protection requirement imposed by new state law and new federal levee standards imposed after the Gulf Coast disasters.

Sidewalk Improvements
The City’s 275 miles of sidewalks play a vital role in supporting residents’ mobility, safety, and quality of life by encouraging walking and other outdoor activities. Many homeowners, especially in lower-income neighborhoods, struggle with the maintenance of their sidewalks, leading to neglecting necessary repairs. The City’s Sidewalk and Transportation Equity Program (STEP) identifies underserved neighborhoods where sidewalks are broken or missing and prioritizes them for construction. A funding plan for repairs is underway. The City aligns sidewalk upgrades with its Americans with Disabilities Act (ADA) Transition Plan to eliminate accessibility barriers.

How were these needs determined?
The 2021-2029 Housing Element process included public participation from all economic segments of the community. The City solicited feedback from key stakeholders and the public through interactive webinars that focused on issues related to the development of affordable housing and the approach to housing. In addition, the City conducted a Community Survey on the Housing Element Update which identified residents’ priorities, preferences, and concerns.

Housing affordability, senior housing, amenities, overcrowding, and traffic concerns were noted in the survey as top issues for West Sacramento residents. The feedback and comments received from all forms of community outreach were tracked and organized by topic, then were used to inform the update to the Housing Element.

The City’s consolidated planning process included focus groups, an online community needs survey, consultations with service providers serving lower income residents, and public hearings to receive additional comments. Streets, sidewalk and safety improvements in older neighborhoods was identified as a higher priority need in the community needs survey. 1584
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Describe the jurisdiction’s need for Public Services.

There is a continuing need for services targeted to lower-income households and special needs populations including persons experiencing homelessness; persons with disabilities; seniors; disadvantaged youth; and victims of domestic violence, dating violence, sexual assault or trafficking.

Public services are essential to promote housing and financial stability for vulnerable households.

For households at risk of or experiencing homelessness, service needs include housing search assistance, financial coaching, legal advocacy, food assistance and educational support for families with children. Lower income seniors and persons with disabilities may need food and utility assistance, transportation, or help with self-care and home management tasks. Substance use and mental health treatment are key to assisting persons in crisis.

Respondents to the community needs survey felt that the most critical public services needs in West Sacramento are services for persons experiencing homelessness, mental health services and food assistance. Senior services, substance use treatment and youth programs also scored relatively high in the need category.

How were these needs determined?
Public services need analysis is based on focus group discussions; the community needs survey; comments received during public hearings; and consultations with service providers, members of the Yolo County Homeless and Poverty Action Coalition (HPAC) and the Yolo County Housing Authority.
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Market Analysis
MA-05 Overview
Market Analysis Overview
The City of West Sacramento 2021-2029 Housing Element to the General Plan provides the policy foundation for meeting the housing needs of residents across all socio-economic segments of the community. The Housing Element supports this vision by prioritizing housing production, preservation, and protection strategies; expanding access to transportation choices; and promoting neighborhood design that supports health, active living, and social connection. A core principle of the Housing Element is fostering “complete communities” that integrate housing with access to jobs, schools, parks, services, and multimodal mobility options.

According to the 2016–2020 ACS, approximately 15% of West Sacramento residents live below the federal poverty level, representing more than 8,000 residents. Housing affordability continues to be a challenge that disproportionately impacts renters, seniors, communities of color and households at the lower income levels. HUD’s affordability benchmark indicates that households should spend no more than 30% of income on housing. HUD considers households paying over 50% of income towards housing to be at risk of homelessness. To ensure housing stability, a four-person household at the federal poverty level of $32,150 should pay no more than $803 per month towards housing costs.

Affordability factors are compounded by regional economic dynamics. Families who move farther from job centers to find lower-cost housing often face higher transportation costs. National research shows that when households move farther from job centers in search of more affordable housing, increased transportation costs often offset much of the savings, reducing the overall financial benefit and increasing economic vulnerability. West Sacramento’s planning efforts therefore emphasize proximity to employment, improved transit and active transportation networks, and equitable investment in older neighborhoods, supporting both lower housing and transportation cost burdens for residents.

Market Analysis Significant Findings
Review of the data as required by HUD reveals the following:
 The City has facilitated the development of nearly 1,700 affordable units of housing.  Despite the City’s efforts, there is still a strong need for deeply affordable housing, especially for Extremely Low-Income households and individuals with barriers to housing stability.
 There are an estimated 600 single-family homes in older neighborhoods that are substandard but suitable for rehabilitation.
 The Yolo County Housing Authority (YCH) administers 431 public housing units and provides rental assistance to 1,629 voucher holder households in West Sacramento.  YCH reports that there are 490 West Sacramento families on the Housing Choice waiting list, indicating a critical need for more rental assistance. 1586
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 The City works to foster and strengthen an interconnected web of service providers including non-profit organizations, Yolo County, the Yolo County Homeless and Poverty Action Coalition (HPAC), the Yolo County Housing Authority, local school districts, and private non-profit and for-profit housing developers.
 Economic opportunity is strong in West Sacramento, especially for the education, healthcare services, food processing and manufacturing, transportation logistics, manufacturing and warehousing industries.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
This section reflects data from the 2016–2020 American Community Survey (ACS), the 2016– 2020 HUD CHAS dataset, the 2021–2029 City of West Sacramento Housing Element, the California Department of Housing and Community Development (HCD), the Sacramento Area Council of Governments (SAGOG) and information from the Yolo County Housing Authority.

According to the 2016–2020 ACS, West Sacramento has an estimated 18,857 households comprised of 54,373 residents. The city’s housing stock is primarily single-family homes, which represent approximately 64% of all housing units. Multifamily buildings with 20 or more units comprise only about 8% of the total housing inventory. Continued diversification of housing types is a key strategy towards meeting the needs of a growing and diverse population.

Regional growth patterns and the SACOG Blueprint forecast continued population and employment growth in West Sacramento, with the City projected to reach approximately 88,000 residents by 2040. Based on an average household size of 2.83 persons per household, achieving this planned growth and maintaining housing supply adequacy will require the addition of thousands of housing units over the coming decades to support demand, promote affordability and advance equitable housing access.

The 2021–2029 Housing Element emphasizes the development of complete neighborhoods, increased residential capacity through infill and mixed-use development and continued investment in affordable housing. These efforts are closely aligned with the City’s broader goals to provide a range of housing options, support economic mobility, reduce household cost burdens, and ensure access to transportation, amenities, and services for households of all income levels.

All residential properties by number of units
Property Type Number %
1-unit detached structure 12,315 64%
1-unit, attached structure 1,135 6%
2-4 units 1,060 5%
5-19 units 1,950 10%
20 or more units 1,835 9%
Mobile Home, boat, RV, van, etc. 1,080 6%
Total 19,375 100%
Table 31 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
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Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 30 0% 445 6%
1 bedroom 175 2% 2,080 26%
2 bedrooms 1,835 18% 2,670 34%
3 or more bedrooms 8,345 80% 2,775 35%
Total 10,385 100% 7,970 101%
Table 32 – Unit Size by Tenure
Data Source: 2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

West Sacramento’s housing stock is primarily single-family, with 63% of units in detached homes and only 9% of units in buildings with 20 or more units (ACS 2016–2020). While most owneroccupied units have three or more bedrooms (78%), the majority of rental housing consists of smaller units, with 72% of renter households living in zero-, one- or two-bedroom units, highlighting the importance of producing family-sized affordable housing.

The City utilizes federal, state, and local resources to assist Low- and Moderate-Income households and to expand affordable housing opportunities. Since incorporation in 1987, the City has facilitated the development of nearly 1,700 affordable units, including 324 senior units, 11 transitional housing units, and 91 permanent supportive housing units for formerly homeless households. Units assisted range from single-family homes to large multifamily projects, with affordability levels typically between 30% and 65% AMI, though some units serve households up to 120% of area median income. Of these, 192 affordable units are integrated into mixed-income developments, with the remainder in 100% affordable projects.

Since 2014, the City’s Housing Trust Fund has supported development of 221 affordable units.

As of the date of this report, current funding is committed to the development of 36 additional units at the 641 5th Street Apartments. Notably, 32 of these units will be affordable to households at the Extremely Low-Income level (at or below 30% AMI). Housing affordable at the Extremely Low-Income level is very difficult to develop as it requires significantly deep subsidies to build and for ongoing operational costs.

In 2020, the City converted a 40-unit motel into a temporary interim housing project, currently serving approximately 60 highly vulnerable unhoused individuals. In 2023, the City acquired a second motel for a temporary expansion of the program. Program participants receive case management, housing navigation and other supportive services. In 2024, City Council approved the purchase of two more motels that will provide a long-term homeless emergency housing solution. In 2025, the City acquired a fifth motel site to further expand services and to assist with transitioning program participants from the original two temporary sites. The projects require rehabilitation work for the health and safety of program participants and to ensure longer-term viability of the properties.
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As of November 2025, the City’s Inclusionary Housing Ordinance has produced 1,108 long-term affordable units, including 434 Very Low-Income units (affordable to households at or below 50% AMI), 474 Low-Income units (at or below 80% AMI) and 200 Moderate-Income units (at or below 120% AMI).

The Yolo County Housing Authority (YCH) administers Housing Choice Vouchers and public housing in Yolo County, serving primarily Extremely Low- and Very Low-Income households and individuals with special needs. As of October 2025, YCH provides rental assistance to 1,633 voucher households and operates 380 units of public housing in West Sacramento.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

Affordable housing subsidies require that unit rents be maintained at affordable levels for a designated period of time. When the affordability period runs out, lower-income occupants may be subject to displacement as rents rise to market levels. The City tracks the expiration dates of affordable projects and works with property owners to renew or restructure funding to ensure continued affordability. There are no units at risk of conversion to market rate rents in West Sacramento over the five-year period of this Plan.

Does the availability of housing units meet the needs of the population? A balanced housing market typically has a 4–7% vacancy rate. According to the 2016–2020 ACS, West Sacramento’s rental vacancy rate was approximately 3.4% and the homeownership vacancy rate was 1.0%, both are below healthy market levels. These tight conditions increase pressure on rents and home prices and make it challenging for new households, lower-income residents and first-time homebuyers to secure housing. The 2021–2029 Housing Element identifies significant unmet demand across income levels and household types, especially for family-sized units and deeply affordable housing.

Every eight years, the State of California Department of Housing and Community Development (HCD) determines the number of housing units affordable at differing income levels that each region must plan for, known as the Regional Housing Needs Allocation (RHNA). The Sacramento Area Council of Governments (SACOG) works to ensure that the region’s RHNA numbers meet State requirements. The most recent RHNA cycle (2021-2029) assigns West Sacramento 9,392 housing units with 2,287 Very Low-Income and 1,378 Low-Income units, reflecting the scale of regional housing need. It should be noted that the City is required to ensure that sufficient land is zoned for development of the RHNA units, but it takes a willing housing developer and a considerable amount of subsidy for affordable units to be built.

Home prices are one consideration when determining affordability. Mortgage rates have a direct effect on a homebuyer’s monthly mortgage payment. Mortgage rates have fluctuated significantly over the last decade, with the period from 2020-2021 seeing a historic low of under 3% due to the COVID-19 pandemic. Interest rates spiked to 7-8% in late 2023. Currently rates are approximately 6-6.5% and are expected to remain around this level for the next year. 1590
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Following that, rates will depend on the actions of the Federal Reserve in response to inflation and the state of the economy.

While some neighborhoods are more accessible for entry-level housing options, rising land and construction costs and persistent low vacancy rates have contributed to increased prices across the City. Continued production of infill, mixed-income, and affordable housing, paired with efforts to preserve existing affordable units, is necessary to ensure residents at all income levels have access to suitable housing and avoid displacement.

Describe the need for specific types of housing.

Community feedback received through the Consolidated Plan process and Housing Element outreach indicates a strong need for deeply affordable housing, especially for Extremely LowIncome households and individuals with the greatest barriers to securing housing. Community members have emphasized challenges finding studio and one-bedroom units with low barriers to entry. For example, lower-income households have difficulty saving sufficient funds to meet landlord requirements of first and last month’s rent, deposit and utility deposits. Many have poor rental or credit histories that exclude them from housing, including affordable units set aside for lower-income households. Persons with a mobility disability often must wait longer than other applicants to secure an appropriate unit. Affordable housing complexes are required to have a certain percentage of accessible units, however, there are often more persons with disabilities needing units than the number available.

Insufficient inventory results in long waiting lists that continue to limit access to affordable homes. The Yolo County Housing Authority reports wait times of several years for Housing Choice Vouchers. While most existing affordable units in West Sacramento are targeted at 50–60% of AMI, CHAS data shows that approximately 3,705 Extremely Low-Income households (at or below 30% AMI) and 1,820 Very Low-Income households (30-50% AMI) reside in the city, highlighting a significant unmet need for deeper affordability.

The Housing Element also identifies the need for rehabilitation and accessibility improvements, senior housing, and family-sized units located near childcare, schools, transit, and parks.

Demographic trends show growth in both households with children and smaller household sizes overall, underscoring the need for both larger family units and more small units, particularly near services and transit. Larger homes are predominantly ownership units, suggesting continued need for assistance to help Low- and Moderate-Income households access appropriately sized homes.

Discussion
West Sacramento continues to work toward providing a range of housing choices affordable to residents across all income levels. However, long waiting lists indicate that the need for affordable housing exceeds supply. Low vacancy rates and increasing housing costs of market rate units reduces naturally affordable housing and creates additional challenges for lowerincome households. Ongoing community feedback highlights the need for deeply affordable and 1591
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supportive housing, as well as a mix of unit types for families and smaller households. Continued public investment and strategic partnerships will be necessary to expand affordable housing options, preserve existing units, and support long-term housing stability. Community input will continue to guide these efforts.

In 2025, the City provided funding to a developer of 36 units of housing that, once built, will be affordable to Extremely Low-Income households. This is very encouraging but does not address the full affordable housing need for the lowest-income individuals and families. The City also has a program in development that will provide accessibility improvements to lower-income homeowners with disabilities.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
The housing market in West Sacramento is driven by a number of factors including the job market, the economy, educational opportunity, availability of infrastructure and the City’s proximity to downtown Sacramento, regional job centers, and the riverfront. A strong housing market supports reinvestment and new construction, but it can limit the availability of housing affordable to lower-income households and increase cost burdens for struggling renters and firsttime homebuyers. Regional trends also influence local conditions, and West Sacramento is subject to the influence of the broader Sacramento metro area housing market.

Housing cost burden is the most common housing problem in West Sacramento and is especially prevalent among Extremely Low- and Very Low-Income households, and among small households. However, even some Low- and Moderate-Income households experience housing cost burden. Recent ACS data and the City’s Housing Element indicate that housing costs are growing faster than household incomes and intensifying affordability challenges, particularly for Extremely Low-, Very Low-, and Low-Income households.
2023 ACS data points to a loss of housing affordability between 2020 and 2023, especially for renters. Median home values in West Sacramento, as noted below, increased by 33.3% and median contract rent by 44.0%, while median income only increased by 22.7%.

The High HOME and Low HOME monthly rent amounts noted in Table 36 refer to tenant rent limits for projects subsidized by the HUD HOME Investment Partnerships Program (HOME). The Fair Market Rent (FMR) refers to an estimate of the 40th Percentile of market rents based on data from the federal Office of Management and Budget, the ACS 1-year data, the ACS 5-year data and local survey data. The FMR is used to determine the maximum allowable rent payment to a property owner for the Housing Choice Voucher program (formerly known as Section 8) and other HUD funded programs.

Cost of Housing
Base Year: 2009 Most Recent Year:
2020
% Change
Median Home Value 252,800 372,700 47%
Median Contract Rent 791 971 23%
Table 33 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 1,130 14.2%
$500-999 3,190 40.0%
$1,000-1,499 1,885 23.7%
$1,500-1,999 1,120 14.1%
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Rent Paid Number %
$2,000 or more 645 8.1%
Total 7,970 100.0%
Table 34 - Rent Paid
Data Source: 2016-2020 ACS
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 780 No Data
50% HAMFI 2,685 525
80% HAMFI 5,340 1,580
100% HAMFI No Data 2,785
Total 8,805 4,890
Table 35 – Housing Affordability
Data Source: 2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,386 $1,406 $1,851 $2,561 $3,072
High HOME Rent $1,174 $1,259 $1,513 $1,740 $1,921
Low HOME Rent $918 $984 $1,181 $1,363 $1,521
Table 36 – Monthly Rent
Data Source: HUD 2023 FMR and HOME Rents
The most recent CHAS dataset available from HUD, the 2016-2020 CHAS, primarily was compiled prior to the COVID-19 pandemic. More recent data from the ACS provides an overview of changes in the West Sacramento housing market and housing costs over the past five years. Significantly, there has been an increase in the percentage of owner-occupied households. This is likely a contributing factor to the 23.8% rise in median home values, as demand increases and supply dwindles. Rental rates have climbed as well, 26.5% over the five-year period.

Summary of Changes in Housing Market
2018-2023
2018 2023 Percent
Change
Total Housing Units 19,215 20,282 5.6%
Number of occupied units 18,177 19,065 4.9%
Percent owner-occupied 54.4% 59.5% 9.5%
Percent renter-occupied 43.7% 38.7% -11.4%
Homeownership Units
Number of owner-occupied units 9,884 11,347 14.8%
Median home value $401,400 $497,100 23.8%
Median monthly housing cost $2,456 $2,394 -2.5%
Average household size 2.83 2.82 -0.4%
Homeownership vacancy rate 3.0% 0.3% -2.7%
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Summary of Changes in Housing Market
2018-2023
2018 2023 Percent
Change
Rental Units
Number of renter-occupied units 7,936 7,375 -7.1%
Median gross rent $1,240 $1,568 26.5%
Average household size 2.84 2.92 2.8%
Rental vacancy rate 1.6% 9.3% 7.7%
Data Source: 2018 and 2023 ACS 5-Year Estimates
Is there sufficient housing for households at all income levels? Additional affordable housing is needed for households at all income levels in West Sacramento.

As noted in the Housing Needs Assessment above renters, smaller households and those with incomes below 50% of AMI are particularly impacted by housing costs, many experiencing severe housing cost burden. However, even some Low- and Moderate-Income households experience housing cost burden which may lead to housing instability.

Low barrier housing is needed for households that are hampered by poor credit or rental history, income that does not meet the landlord’s requirements, or an inability to secure sufficient funds for first and last month’s rent, application fees and utility deposits.

Table 35 indicates the number of units located in West Sacramento that are affordable to households at differing income levels, based on CHAS data. The data indicates that there are 780 rental units affordable to Extremely Low-Income households while the CHAS notes that there are 3,705 Extremely Low-Income households in West Sacramento. This is another indicator of the severity of need for affordability at the lowest income level.

The Owner units noted in Table 35 are not currently on the market at these income levels. The table uses housing costs reported in the U.S. Census. Most of these homes have been owned for many years and mortgage payments reflect home costs and interest rates at the time of home purchase, not today. As income levels rise over time, these payments become more affordable for long-term homeowners. However, new households and first time homebuyers are at a disadvantage.

The National Association of Realtors produces a Housing Affordability Index for metropolitan areas that measures whether a typical family earns enough income to qualify for a mortgage loan on median home price. The most recent Affordability Index for the Sacramento-Roseville-ArdenArcade Metropolitan Statistical Area (MSA) shows a steep decline in affordability between 2019 and 2022. The index is based on median home sales price, median family income, the prevailing mortgage interest rate and a 20% downpayment. The index gives a value of 100 if a median income family has exactly enough income to qualify for a mortgage on a median-priced home.

The higher the index score, the higher the affordability. For example, an index of 120 indicates that a median income family has 120% of the income required to purchase a median income home. An index below 100 signifies that a median income family does not earn enough income 1595
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to qualify for a mortgage loan on a median-priced home with a 20% downpayment. This means housing choices will be limited and/or the family must provide a much higher downpayment. The most recent Affordability Index for the Sacramento-Roseville-Arden-Arcade Metropolitan Statistical Area (MSA) fell from 124.7 to 89.0 between 2019 and 2022 (a loss of 25.9%).

How is affordability of housing likely to change considering changes to home values and/or rents?
Homeownership Housing
Homeownership housing will continue to be out of reach for most Low- and Moderate-Income households for the foreseeable future in West Sacramento. According to the 2018 and 2023 ACS, homeownership vacancy rates dropped from 3% to 0.3%. This lack of for-sale inventory resulted in a jump in median home sales price from $401,400 in 2018 to $497,100 in 2020, an increase of

23.8%. Between 2020 and 2023, median home values increased another 33.3% while median income only increased by 22.7% which further widens the affordability gap.

Home values in West Sacramento have dropped slightly over the past year, however, not in an amount sufficient to fully counteract the market increases between 2018 and 2023. The Federal Reserve Bank of San Francisco reports that the number of mortgages issued climbed from 1,570 in 2018 to a high of 2,253 in 2021, indicating strong housing demand. This was followed by a market contraction as sales prices and mortgage rates increased. The total number of mortgages in 2022 dropped to 1,421 and in 2023 it was only 1,264, a drop of 43.9% from the peak in 2021 and even lower than pre-COVID pandemic levels.

According to the Sacramento Association of Realtors, the average sold price per square foot in October 2025 was down 4.1% compared to October 2024. The average sold price trend is depreciating and the median sold price trend is considered to be neutral as of November 2025.

The average days on market showed an upward trend, an increase of 33.3% compared to October 2024 which indicates that the amount of for-sale inventory is beginning to increase.

Sale price is not the only determinate of affordability for homebuyers. Each percent increase in the mortgage rate raises the monthly payment amount by $100 or more. Mortgage rates have fluctuated significantly over the last decade. Rates in November 2025 were approximately 6-6.5% and are expected to remain around this level for the next year. If rates climb, homeownership affordability will continue to decline.

Rental Housing
West Sacramento has seen a significant increase in the cost of market rate rental housing over recent years, due in great part to demand. This trend is likely to continue. A balanced housing market typically has a 4% to 7% vacancy rate. According to the 2016–2020 ACS, West Sacramento’s rental vacancy rate was approximately 3.4% which is below a healthy market level.

These tight conditions increase upward pressure on rents and make it challenging for lowerincome residents to secure and maintain housing stability. The median contract rent climbed a staggering 44.0% between 2020 and 2023, while median income only increased by 22.7%. It is 1596
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not expected to improve significantly in the near future. Although the City of West Sacramento has sufficient land zoned for multifamily development, as required by the State of California, development of new market rate units takes years to come to fruition. Development of new affordable units takes even longer. It takes a significant amount of subsidy to create affordable housing and these crucial subsidy programs are highly competitive.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? HUD has not designated the City of West Sacramento as a Participating Jurisdiction (PJ) to receive a direct award of HOME funds. Any rental projects in West Sacramento interested in receiving HOME subsidy must submit a competitive grant application to the State of California HOME program. As it is not a developer, the City would support an affordable housing developer in an application for HOME funding. As indicated in table 36, either a High HOME Rent project or a Low HOME Rent project would improve affordability for renter households.

Fair Market Rent (FMR) is HUD’s determination of the fair market cost of standard-quality rental units within a community. Many HUD subsidy programs limit rent payments based on the FMR.

In 2020, High HOME Rents were close to the FMR at the 0-, 1-, and 2-bedroom unit sizes. In 2025, this is no longer the case. he High HOME Rents for smaller units is significantly less than the FMR and are far less at the 3- and 4-bedroom unit size.

Discussion
Housing affordability is a concern throughout the State of California. In West Sacramento, most for-sale units are not affordable for Low-Income households and for many Moderate-Income households. Market rate rental units are out of the range of affordability for Extremely Low- and Very Low-Income households.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
Unless properly maintained, housing begins to reach structural obsolescence between 30 and 40 years of age. In West Sacramento, 36% of homeownership and 54% of rental housing was built more than 40 years ago. In addition to potentially needing substantial repair, units constructed prior to 1979 are at risk of containing lead-based paint. Homeowners with special housing needs may require housing rehabilitation to provide age-in-place home improvements and accessibility improvements. Energy efficiency improvements can be especially helpful for Low- and ModerateIncome homeowners as a reduction in utility costs reduces overall housing costs.

A survey of West Sacramento housing conditions was conducted in 2020. Neighborhoods with the oldest housing stock were identified and the survey evaluated approximately one of every three housing units or structures within these areas. The survey evaluated 1,152 housing structures and found approximately 82% to be in sound condition, 11% were in need of minor repair, and 7% were in need of moderate rehabilitation. Only 1% were deemed dilapidated. The survey can be used to estimate that approximately 2,833 units in older neighborhoods are in sound condition, 380 in need of minor repair, 242 in need of moderate rehabilitation and 35 homes are best suited to demolition or reconstruction.

Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation".

In this section of the Plan, “Standard” is defined as units that meet all applicable building codes. “Substandard but Suitable for Rehabilitation” is defined as units that do not meet all applicable building codes where the cost of rehabilitation is less than the cost of demolition and reconstruction.

The condition of units data reported in the table below estimates the number of housing units with one or more of the selected housing problems defined by HUD as 1) lacks complete plumbing facilities, 2) lacks complete kitchen facilities, 3) overcrowding with more than one occupant per room, or 4) household cost burden exceeds 30% of income.

Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 2,775 27% 3,650 46%
With two selected Conditions 10 0% 485 6%
With three selected
Conditions
20 0% 30 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 7,590 73% 3,800 48%
Total 10,395 100% 7,965 100%
Table 37 - Condition of Units
Data Source: 2016-2020 ACS
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Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 5,140 49% 2,100 26%
1980-1999 1,535 15% 1,600 20%
1950-1979 3,090 30% 3,290 41%
Before 1950 630 6% 970 12%
Total 10,395 100% 7,960 99%
Table 38 – Year Unit Built
Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 3,720 36% 4,260 54% Housing Units build before 1980 with children
present
2,305 22% 1,410 18%
Table 39 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 29 89
Abandoned Vacant Units
REO Properties 6 9
Abandoned REO Properties
Table 40 - Vacant Units
Alternate Data Source Name:

Zillow.com; Foreclosure.com
Data Source
Comments:

As of December 2025, Zillow.com reports 89 single family homes for sale in West Sacramento. Foreclosure.com reports 9 single family homes in foreclosure, preforeclosure or set for auction.

Describe the need for owner and rental rehabilitation based on the condition of the jurisdiction’s housing.

A housing conditions survey conducted in 2020 during development of the City’s Housing Element indicates that over 600 units in the older neighborhoods are substandard but suitable for minor to moderate rehabilitation. Since these are less affluent neighborhoods, assistance to lower-income owners and owners of affordable renter-occupied units would help maintain the stock of affordable housing. The housing conditions survey is a more accurate portrayal of the need for repair or rehabilitation than the tables above, although the survey does not distinguish between owner-occupied and renter-occupied units.
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Zillow.com reports 89 single family homes available for sale, of which 29 were built prior to 1995 and may be Substandard but Suitable for Rehabilitation. Foreclosure.com reports nine single family homes in foreclosure, pre-foreclosure or set for auction. Six of these units were built prior to 1995 and may be Substandard but Suitable for Rehabilitation. The remaining 3 units are less than six years old and are likely in Standard condition. Rehabilitation is not expected to be necessary.

Older neighborhoods contain Substandard but Suitable for Rehabilitation units in need of moderate to significant rehabilitation to maintain housing stock that is affordable to lowerincome residents. The relatively low number of units meeting the HUD definition of “Substandard Housing” in Table 7 HUD Housing Problems (units lacking complete plumbing or kitchen facilities) reflects only a fraction of the need for repair or rehabilitation. Units needing roof repairs, those needing heating or cooling system repair, with aging appliances, or that have other conditions requiring rehabilitation are not included in the HUD housing problems data.

Units with lead-based paint hazards and units occupied by persons with mobility impairments that need accessibility improvements are not included in the HUD housing problems tables. The numbers in Table 37 include both Substandard units and units where the household is experiencing housing cost burden, which does not accurately portray the need for rehabilitation.

Estimate the number of housing units within the jurisdiction that are occupied by Low- or Moderate-Income families with lead-based paint hazards. 91.205(e), 91.405 Lead-based paint (LBP) was banned for residential use in 1979 because of discovered hazardous health conditions that may be caused by inhalation or direct touching of lead-based paint. The health effects are significant for children if exposed, potentially causing life-long impairment.

Table 39 demonstrates that there are approximately 3,720 owner-occupied housing units and 4,260 renter-occupied housing units built before 1980 for a total of 7,980 units at risk for leadbased paint. Of those units, children are present in 3,715 units. The majority of Low- and Moderate-Income households live in older, less expensive units. It can be estimated that there are 6,300 Low- and Moderate-Income families residing in units built before 1980. Based on the number of units rehabilitated through the City’s Owner-Occupied Housing Rehabilitation Program in the past, it is likely that least one-half of units will have received abatement of any lead-based paint hazards during substantial rehabilitation in the intervening years. Therefore, it is estimated that approximately 3,150 Low- and Moderate-income families residing in units at risk of containing lead-based paint hazards.

The State of California Department of Public Health (CDPH) Childhood Lead Poisoning Program, consisting of the CDPH’s CLPP Branch (CLPPB) in partnership with local childhood lead poisoning prevention programs (CLPPPs), carries out primary prevention by developing and engaging in multi-level transdisciplinary partnerships to leverage strategies for lead poisoning prevention, and by identifying and eliminating all lead hazards where children live, play, learn, and spend time. CLPP Program’s focus on secondary prevention includes timely detection of all children who are lead burdened through universal evaluation and risk-appropriate blood lead testing. 1600
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The CLPPB states that lead poisoning is one of the most common and preventable environmental diseases in California children. The U.S. Centers for Disease Control and Prevention uses 3.5 microunits per deciliter (µg/dL) as the threshold for which children are identified as having elevated blood lead levels. However, there are no known safe levels of lead in children. The CLPPB asserts that preventing lead exposure is the best approach. Laboratories and health care providers that perform a blood lead analysis drawn in California must electronically report all blood lead levels to the CLPPB. The CLPPB reports the number of persons with elevated lead levels by County. Information specific to the City of West Sacramento is not available. The CLPPB identifies the following blood lead levels for Yolo County children under age 6 in 2023.

Number of Children
under 3.5 µg/dL
Percent of Children
under 3.5 µg/dL
Number of Children
over 3.5 µg/dL
Percent of Children
over 3.5 µg/dL
Total Children with
a Blood Lead Level
Identified
2,028 96.02% 646 3.92% 16,491
Data Source: State of California Department of Public Health (CDPH) Childhood Lead Poisoning Program Branch (CLLPB)
Discussion
Most single-family homes in Census Tracts 101.01 and 101.02 (Washington, Broderick and Bryte neighborhoods) were constructed in the 1950s and early 1960s. Preservation of aging single family housing stock can ensure that new homebuyers have lower-cost housing opportunities available; families are living in decent, safe and sanitary homes; and households aging in place have a safe and suitable housing situation. Rehabilitation of older homes ensures safety and viability in older neighborhoods and reduces likely exposure to lead-based paint in homes built before 1979.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City has facilitated the development of nearly 1,700 units of affordable housing in 24 different multifamily projects owned and managed by for-profit or non-profit housing developers. In addition, the City has provided support to the development of 91 permanent supportive housing units for formerly homeless individuals with disabilities, and 11 transitional units that are currently serving unaccompanied youth. Yolo County Housing (YCH), the local housing authority, administers 139 public housing units and 2,005 Housing Choice Vouchers (formerly known as Section 8) providing rental assistance to Extremely Low- and Very Low-Income households. Housing Choice Vouchers may be tenant-based (the tenant is issued a Voucher and may choose where to lease a unit) or project-based (assistance is limited to units within a particular project). YCH reports that as of October 2025, there are 490 West Sacramento families on the Housing Choice waiting list. New Hope Community Development Corporation, a subsidiary agency of Yolo County Housing, partnered with Mercy Housing to build an 85-unit permanent supportive housing project for homeless persons with disabilities in West Sacramento.

YCH recently completed an extensive outreach effort culminating in the development of the Yolo County Housing Authority 2025-2029 Strategic Plan. The intent of the Plan is to provide the community and the YCH Commission with a clear vision of YCH’s longer term strategies and goals while also allowing YCH Staff to work towards shared goals. The Strategic Plan focuses on three pillars:
 People - provide support and growth opportunities for residents, participants, employees and community partners;  Housing - expand housing accessibility and elevate the standard of living in our existing communities; and  Administration - operate an efficient, effective, and fiscally responsible Agency.

The following data provides an overview of YCH assistance to individuals and families living in West Sacramento. Voucher assistance in the table below includes the following:
 Tenant-based Vouchers - HUD's major program for assisting Very Low-Income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the private market. Rental subsidies are paid to the landlord on behalf of the family or individual. Participants are able to select their own housing including single-family homes, townhouses and apartments.  Project-based Vouchers – The housing authority assigns a portion of its Housing Choice Vouchers to a particular affordable housing project. Rental subsidies are only paid to the landlords of selected projects. 1602
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 Veterans Affairs Supportive Housing Vouchers (HUD-VASH) – The VASH program combines HUD’s Housing Choice Voucher (HCV) rental assistance with case management and clinical services for homeless Veterans provided by the Department of Veterans Affairs (VA).
 Family Unification Program (FUP) – Permanent rental subsidy Vouchers are set aside for families in danger of having their children removed due to inadequate housing. Youth transitioning from foster care may receive a FUP Voucher for a period not to exceed 36 months.
 Disabled/Mainstream Vouchers - Rental subsidies for non-elderly disabled persons or families with disabilities.  Emergency Housing Vouchers (EHV) – Rental subsidies assisting individuals and families who are homeless, at-risk of homelessness, fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, stalking, or human trafficking, or were recently homeless or have a high risk of housing instability.

Totals Number of Units
Program Type
Vouchers
Special Purpose Voucher
Certificate Mod-Rehab Public
Housing Total Project -based Tenant -based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units available 0 0 431 2,005 376 1,629 87 26 79
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 41 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Data Source
Comments:

Total Vouchers includes Emergency Housing Vouchers (EHV) provided by HUD to assist individuals and families who are homeless, atrisk of homelessness, fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, stalking, or human trafficking, or were recently homeless or have a high risk of housing instability. 1603
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Describe the supply of public housing developments.

YCH administers three public housing developments located in West Sacramento. Riverbend Manor I and Riverbend Manor II (senior/disabled housing) were established in 1987, and Las Casitas (multi-family) was built in 2001. Las Casitas is the most recently constructed public housing development in Yolo County.

Yolo County Housing has applied for the HUD Rental Assistance Demonstration program (RAD) to preserve affordable housing in the jurisdiction. As part of the application process, Yolo County Housing has received a Commitment to Enter into a Housing Assistance Payment contract from HUD. RAD, or a similar repositioning strategy as approved by HUD, will allow the housing authority to convert public housing into a more sustainable financial framework and enable the agency to address deferred maintenance needs of the properties. In addition, repositioning allows for the public housing projects to transition into mixed income developments where feasible.

Of the 431 units of public housing in Yolo County, 139 are located in West Sacramento. The public housing units at Las Casitas (76 units) and Riverbend Manor I and II (63 intended as Senior/Disabled only units) are owned and managed by Yolo County Housing. The most recent significant improvement was the HVAC and roof replacement in 2025. Through its ancillary entity, New Hope Community Development Corporation, YCH is developing 36 units of housing affordable to Extremely Low-Income tenants in West Sacramento. The City has committed $2.8 million to the project which is expected to be under construction in 2026.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan.

HUD's Real Estate Assessment Center (REAC) conducts physical property inspections of properties that are owned, insured or subsidized by HUD, including public housing and multifamily assisted housing. REAC’s primary mission is to provide our customers with independent, actionable assessments that advance risk-informed decisions about the condition of the nation’s affordable housing portfolio. The new NSPIRE model prioritizes health, safety, and functional defects over appearance. It implements inspections that better reflect the true physical conditions of the property. The NSPIRE model supports the adoption of sound, yearround maintenance practices.

HUD requires that all available REAC inspection scores be noted in following chart. The score reported below is the most current score reported in 2024. Scores of 90-100 indicate excellent physical condition with no health or safety deficiencies. A score of 60 or below would indicate a property in poor condition. It should be noted that the REAC score system has been replaced by the National Standards for the Physical Inspection of Real Estate (NSPIRE) system. 1604
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Public Housing Condition
Public Housing Development Average Inspection Score
AMP III (West Sacramento) 79
Table 42 - Public Housing Condition
Data Source: Yolo County Housing Authority
Describe the restoration and revitalization needs of public housing units in the jurisdiction.

HUD funding allocated to housing authorities for the Public Housing program is not sufficient to meet the needs of operating, maintaining, or modernizing the aging public housing units across the nation. The consequences of this underfunding include units falling into disrepair faster than they can be rehabilitated and poorer living conditions for residents due to leaks, mold, broken systems, etc. This leads public housing authorities to consider options such as demolition, disposition, or conversion to regular affordable housing.

YCH continues its efforts to revitalize and redevelop existing units and fully utilize housing resources. YCH works diligently to maintain its public and affordable housing portfolio throughout the jurisdiction. Some of the properties in the portfolio originally were built in the early 1950s and have been upgraded over the decades through use of HUD Federal set-aside or Capital Funds. The steady reduction in HUD Capital Fund and Operating Funds over the years has directly impacted housing authority’s ability to address all physical needs improvements.

The YCH 2025-2029 Strategic Plan includes rehabilitation and/or conversion of public housing units to affordable housing. Proposed improvements in West Sacramento include the rehabilitation of Riverbend Manor phase 1 to include roof, HVAC and boiler system replacement.

The plan also outlines the development of 36 units of affordable housing on 5th Street in West Sacramento.

Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing.

As part of the Strategic Plan, YCH has outlined goals and tactics aimed at improving the living environment for the families residing in public housing including improving resident access to educational, community and career advancement resources, increasing the number of homeownership opportunities for residents and improving the quality of services we provide to residents. The YCH strategic plan also includes goals and tactics that address health and safety hazards at each of the properties, updating security systems, and completing a capital needs assessment. YCH is currently in the process of repositioning/redeveloping one of its sites with the intention of pursuing a similar effort at another location.

Yolo County Housing also administers a Family Self Sufficiency program to encourage education, job skill advancement and expanded employment opportunities serving low- income residents 1605
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throughout the county who reside in public housing or participate in the Housing Choice Voucher program.

Discussion
Yolo County Housing Authority serves the housing needs of some of the lowest income, most vulnerable residents of West Sacramento by administering public housing units, Housing Choice Vouchers and as a partner in affordable housing development.

City of West Sacramento housing staff conduct regular on-site and off-site monitoring of all publicly assisted housing within the city. Health and safety issues and any code violations are required to be corrected immediately. Routine maintenance is required to ensure the long-term viability of affordable projects. The City uses a web-based monitoring program that facilitates adherence to tenant selection and rent policies.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The City of West Sacramento is committed to ensuring that housing and services are available to residents who are experiencing homelessness or are at imminent risk of homelessness. As an active member of the Yolo County Homeless and Poverty Action Coalition (HPAC), the regional Continuum of Care (CoC), the City supports non-profit, for-profit, governmental and faith-based organizations providing services to the neediest members of the community. HPAC operates the local Coordinated Entry System designed to streamline access to essential services for homeless and lower-income individuals. Coordinated Entry provides a seamless process for housing assessment, ensuring that support is delivered efficiently and effectively.

Since December 2020, the City has operated the Homeless Emergency Housing Program to provide non-congregate emergency housing for the City’s unhoused population. The program was initiated in response to the COVID 19 pandemic to provide emergency housing to one of the City’s most vulnerable populations. The program is an integral part of the City’s homeless initiatives and provides case management, housing navigation and other supportive services to program participants.

Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing
Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and
Child(ren)
0 4
Households with Only
Adults
109 86
Chronically Homeless
Households
Veterans
Unaccompanied
Youth
13 Table 43 - Facilities and Housing Targeted to Homeless Households Data Source: HPAC 2024 PIT Count, HPAC HIC data as of 12/2025 Data Source
Comments:

Permanent Supportive Housing is reported by the number of Units, not the number of Beds. 1607
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

Comprehensive, quality, culturally sensitive health and mental health services are available to persons experiencing homelessness through multiple agencies. The Yolo County Department of Health and Human Services Agency offers health and mental health treatment at the West Sacramento office. The Yolo County CalWorks program provides housing assistance for homeless and at-risk families with children. CommuniCare Health Centers offers mobile health services including blood pressure, vision, flu, COVID and strep testing; physical exams and other medical services.

The Yolo County Continuum of Care (YCCC) provides mental health outreach, treatment, crisis beds and permanent supportive housing for homeless with a mental disability. CommuniCare provides health services and substance abuse treatment to the uninsured at the Salud Clinic while Elica Health Centers provides health services to the uninsured and persons receiving benefits from the Affordable Care Act at its two West Sacramento locations. Employment services are provided by the West Sacramento office of the Yolo County Workforce Investment Board (WIB) and the Yolo County CalWorks program. The West Sacramento Center of Sacramento City College offers college courses, support services, tutoring, math and computer labs and library services.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

In 2020, the City created the Emergency Housing Program and converted the Rodeway Inn motel into a temporary non-congregate 48-bed emergency/interim housing site, currently serving approximately 60 highly vulnerable unhoused adults. Program participants receive case management, housing navigation and other supportive services The site was acquired with assistance from the State of California Homekey Program, Yolo County American Rescue Plan (ARP) funds and local City funds, including CDBG and Measure E. The Yolo County Health and Human Services Agency (HSSA) partners with the City for 31 of the beds by providing State Behavioral Health Bridge Housing (BHBH) program assistance for supportive services and housing navigation. Placements to the Emergency Housing Program are managed by the City’s Homeless Coordinator who works collaboratively with case managers, HPAC, HSSA and other homeless service providers.

In June 2023, the City acquired the Flamingo motel to expand the temporary program by an additional 20 beds. In 2024, City Council approved the purchase of two additional motels, the Pick Wick and the El Tejon providing 31 and 7 beds respectively. On May 16, 2025, the City acquired the West Wood motel, to further expand the Homeless Emergency Housing Program and to assist with the future transitioning of participants from the temporary Rodeway Inn and Flamingo Motel sites. The Pick Wick, El Tejon and West Wood motels will require rehabilitation 1608
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work for the health and safely of program participants and to ensure the long-term viability of the sites.

Walk-up services are available to individuals experiencing homelessness Monday through Friday.

Individuals can access walk-up services at the Rodeway Inn campus. Targeted primarily to the needs of chronically homeless persons, services consist of food, water, clothing, birth certificate vouchers (for individuals born in California), hygiene kits, ID vouchers and bus passes when in stock. Life skills classes, harm reduction services and referrals to other supportive services are also available.

Shores of Hope (formerly the Broderick Christian Center), a non-profit located in the Washington neighborhood, has provided support and assistance for the homeless population and lowerincome families with children since the 1940s. The agency operates a preschool offering a safe, nurturing environment for children 3-5 years old to learn and grow. For the unhoused, they provide essential resources including a permanent mailing address for receiving benefits and communications, access to an emergency food and clothing closet, distribution of hygiene kits and case management services. In 2016, Shores of Hope created a program to house and mentor transition-aged foster youth, providing housing, mentoring, life skills, educational opportunities, referrals to essential benefits and services, financial literacy coaching and assistance with securing permanent housing.

Mosaic West Sac (formerly known as the Mercy Coalition) is a collaborative of faith-based organizations supporting the City’s most vulnerable neighbors including those experiencing homelessness, substance-use challenges, and generational poverty. Programs include emergency food and clothing distribution, trauma-informed internships through the Jobs and Mentoring Academy, case management services, and the creation of permanent supportive housing. Mosaic developed and operates the Recovery Café, a restorative community supporting individuals who have suffered trauma, homelessness, addiction and other mental-health challenges.

The Yolo County Veterans Service Office (VSO) assists Veterans, their dependents and survivors, to obtain benefits from federal, state and local agencies administering programs for veterans.

The VSO assists Veterans dealing with the U.S. Department of Veterans Affairs (VA). Services provided include comprehensive benefit counseling; claim preparation, submission and followup; development of appeals when appropriate; networking with federal, state and local agencies; information and referral services for employment, public assistance, VA medical care, Social Security and transportation to medical appointments.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Special needs populations may encounter barriers to obtaining and maintaining affordable housing. This section examines facilities and services needed to assist persons who are not homeless but may require support to achieve housing stability. An example of a barrier to housing is a person with a mobility impairment who must wait longer than other persons on a housing wait list because they need an accessible unit, most of which are in short supply. Another example is a person with a mental disability who may have difficulty paying rent on time or complying with apartment complex rules without the assistance of proper medication, a case manager or counseling.

Permanent supportive housing links affordable housing with the services special needs populations require to achieve housing stability. Permanent supportive housing is very limited due to the amount of funds required to provide both housing affordable to persons at the lower end of the income scale and the cost of supportive services.

Many special needs populations may not have the income needed to afford market rate housing.

For example, people who are 65 or older, as well as people of any age who are blind or have disabilities may rely on Supplemental Security Income (SSI). SSI payments vary depending on a person’s situation, but most receive around $1,300 per month or $2,300 for a couple, placing these households below the Extremely Low-Income limit. Using the HUD standard of affordability, an affordable rent would be no more than $390 for one person or $690 for a couple.

The 2023 Census ACS reports the 2023 median rent in West Sacramento is $1,568, well out of reach for these families. According to the 2023 ACS, there were an estimated 3,705 Extremely Low-Income households in West Sacramento, yet only 785 rental units with a gross rent of less than $1,000.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, describe their supportive housing needs.

Mobility Impairments
To remain housed in place, the elderly, frail elderly and persons with physical disabilities may benefit from the installation of wheelchair ramps, grab bars or other adaptive elements. Seniors and persons with disabilities may have a need for transportation assistance to remain in independent living situations. Yolo Bus serves the City of West Sacramento and Shores of Hope provides transportation assistance to needy residents.

Discrimination
Special populations may need fair housing services when encountering discriminatory housing practices. Consultations with local fair housing services providers reveal that majority of complaints received are based on discrimination of income source (illegal in California) and 1610
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refusal to provide reasonable accommodations for persons with a disability. This is further confirmed by random fair housing testing conducted by the agencies. Fair housing counseling is needed for households that are unable to lease up or are facing eviction based on receipt of government subsidies or disability status.

Independent Living Difficulties
If living alone is no longer an option, assisted living facilities that provide personal care support may be needed. Skilled nursing facilities (nursing homes) normally are the most expensive option but may be needed for persons requiring skilled medical attention. Persons with addictions may require either outpatient or in-patient treatment. According to the California Department of Social Services, West Sacramento has 6 State licensed assisted living facilities providing a total of 67 beds; two adult residential facilities licensed for 10 beds; and 307 units of affordable housing dedicated to seniors seeking independent living arrangements.

HIV/AIDS
The Yolo County Department of Health and Human Services Agency provides HIV and Hepatitis C virus (HCV) provides prevention education to community groups, testing for populations at risk of infection and harm reduction services. CommuniCare Health Centers provide services in the West Sacramento offering health care to the underinsured including HIV testing and case management. The Center for AIDS Research, Education and Services (CARES) in Sacramento also provides case management and clinical services to non-hospitalized persons infected with HIV.

Mental Health/Substance Use Disorders
Individuals with a mental health issue may need outreach, treatment, crisis beds, case management or permanent supportive housing to achieve housing stability. Those with substance use issues may need out-patient or residential treatment. Yolo County, CommuniCare, YCCC and Elica Health Centers provide health services and substance abuse treatment to the uninsured and/or persons receiving healthcare benefits from the Affordable Care Act.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing.

Yolo County Care Continuum (YCCC) is a non-profit provider of mental health and supportive housing services for persons with mental disabilities. YCCC provides a range of housing options, depending on the needs of the client: Safe Harbor, a short-term residential treatment facility for persons experiencing a psychiatric crisis; The Farmhouse, a long-term rural residential program offering a group living environment; and permanent supportive housing. For persons unable to participate in traditional mental health service programs, YCCC also operates the Greater Access Program (GAP) which offers outreach and engagement, wrap around services, mental health and substance abuse treatment, and treatment for co-occurring issues 24 hours per day, 7 days per week.

Yolo County Housing Authority operates a four-bed transitional home in West Sacramento that is funded through the State of California Mental Health Services Act (MHSA). The project provides 1611
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 100 mental health services to residents as they transition to permanent housing solutions. Supportive housing is also available from Turning Point Community Programs and from Fourth and Hope.

Fourth and Hope is located in nearby Woodland but provides services to all Yolo County residents.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.

91.315(e).

All housing projects undertaken by the City and all projects receiving financial support from the City are designed and constructed to meet Americans with Disabilities Act (ADA) accessibility requirements.

The West Sacramento Senior Center supports active aging at a minimal cost to seniors. Services include a senior lounge with free coffee and games; programs such as trivia night, Lotería and dancing; chair exercise and other physical activity classes; blood pressure checks; movie nights and holiday parties; hot meals on Wednesdays; craft classes; informational workshops, onsite legal services and tax preparation assistance; and free transportation.

The City uses CDBG funding to contract with a fair housing services organization to ensure that households unable to lease up or facing eviction based on discrimination, including discrimination against disability status or receipt of government subsidies, have access to fair housing counseling. The organization also provides education to landlords regarding housing law and conducts random fair housing testing to identify and correct discriminatory housing practices.

The City is providing a $2.8 million loan for development of 36 units of Extremely Low-Income housing that is targeted to persons with developmental disabilities. Construction is expected to be underway in 2026.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2).

West Sacramento is not a consortia grantee.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 101 MA-40 Barriers to Affordable Housing – 91.210(e)
Describe any negative effects of public policies on affordable housing and residential investment.

The City’s housing policies encourage the development of both affordable housing and market rate housing. Under the Housing Element to the General Plan, West Sacramento has zoned vacant land suitable for affordable housing development to accommodate future lower-income housing and market rate housing as determined by the Sacramento Area Council of Governments (SACOG). Biannually, the City reviews the Zoning Ordinance to ensure conformity to State law and address any constraints to the development of housing affordable to all income levels.

Some potential constraints may arise from government actions such as zoning, fees, permit processes, or the inability of government to provide services to new development; others result from the workings of the housing market, such as home lending practices, construction costs, and land costs. Additional constraints may relate to environmental conditions affecting land development, such as flood-prone areas and natural habitats containing endangered plants or animals.

Despite the City’s efforts, development of affordable housing is a lengthy and costly process throughout California. Development impact fees, environmental analysis, prevailing wage and conflicting requirements of the multiple funding sources needed to complete an affordable housing project result in delayed projects and escalating costs. 1613
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 102 MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
West Sacramento maintains a business-friendly environment and reputation in the region. The City is committed to creating inclusive economic development opportunities for residents of older, less affluent sectors of the City through infrastructure financing programs, small business assistance, and educational and workforce development initiatives.

As a relatively young city (incorporated in 1987), West Sacramento has positioned itself for growth and economic development. In 2014, the City formed an Enhanced Infrastructure Financing District (EIFD) as a financing tool for infrastructure and amenities to address inequities in older neighborhoods. This was followed in 2019 by the adoption of Measure N, a one-quarter percent sales tax to fund public safety, economic development, and quality of life improvements targeted to disadvantaged neighborhoods. In future years, infrastructure bonds and Measure O, adopted in 2025, will provide an income stream for strategic investments through transformative infrastructure projects and initiatives.

The City is home to 2,600 businesses, diverse and historic neighborhoods, and a federal Opportunity Zone. Due to its proximity to downtown Sacramento, the capital of California, West Sacramento has a significant number of governmental jobs. Looking beyond government sector, the City has a strong presence in education, healthcare services, food processing and manufacturing, transportation logistics, manufacturing, and warehousing industries. West Sacramento offers an emerging urban riverfront, close proximity to the Sacramento region’s economic and cultural core, direct access to major transportation networks including Sacramento International Airport and a deep water port, ample availability of development sites and existing buildings of various sizes, quality municipal water, in addition to dedicated financial resources to invest in infrastructure improvements.

The data tables in this section are derived from HUD CHAS and U.S. Census ACS data, which are estimates based on surveys conducted with random households. For larger jurisdictions, the random surveys are considered statistically accurate. However, for smaller jurisdictions like West Sacramento, the small sample size of certain sectors may result in data estimates that are not representative of the community.

Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas
Extraction
377 78 2.0% 0.3% -1.7%
Arts, Entertainment, Accommodations 2,413 2,096 12.6% 7.6% -5.0% 1614
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 103 Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Construction 1,410 2,151 7.4% 7.8% 0.4%
Education and Health Care Services 3,384 2,543 17.7% 9.2% -8.5% Finance, Insurance, and Real Estate 964 938 5.0% 3.4% -1.6% Information 315 597 1.6% 2.2% 0.5%
Manufacturing 1,155 2,753 6.0% 9.9% 3.9%
Other Services 708 869 3.7% 3.1% -0.6%
Professional, Scientific, Management
Services
1,591 2,372 8.3% 8.6% 0.3%
Public Administration 3,130 3,130 16.4% 11.3% -5.0%
Retail Trade 2,038 2,685 10.7% 9.7% -0.9%
Transportation and Warehousing 816 3,576 5.3% 12.9% 8.7% Wholesale Trade 835 3,882 4.4% 14.0% 9.7%
Total 19,136 27,670 -- -- --
Table 45 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Labor Force
Total Population in the Civilian Labor Force 26,575
Civilian Employed Population 16 years and
over
24,985
Unemployment Rate 5.96
Unemployment Rate for Ages 16-24 16.16
Unemployment Rate for Ages 25-65 3.70
Table 46 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of People
Management, business and financial 6,785
Farming, fisheries and forestry occupations 870
Service 2,855
Sales and office 4,540
Construction, extraction, maintenance and
repair
2,685
Production, transportation and material
moving
1,255
Table 47 – Occupations by Sector
Data Source: 2016-2020 ACS
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Travel Time Number Percentage
< 30 Minutes 14,635 65%
30-59 Minutes 6,146 27%
60 or More Minutes 1,604 7%
Total 22,385 100%
Table 48 - Travel Time
Data Source: 2016-2020 ACS
Education
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian
Employed
Unemployed Not in Labor
Force
Less than high school graduate 2,015 310 1,400
High school graduate (includes
equivalency)
3,685 210 1,525
Some college or Associate's degree 7,340 200 2,330
Bachelor's degree or higher 7,860 330 1,070
Table 49 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 0 240 490 970 515
9th to 12th grade, no diploma 520 625 530 870 670
High school graduate, GED, or
alternative
1,650 1,745 1,330 2,340 1,625
Some college, no degree 2,150 1,965 1,935 3,195 1,360
Associate's degree 195 805 690 1,285 545
Bachelor's degree 600 1,905 1,855 1,975 725
Graduate or professional degree 69 745 1,395 1,390 505
Table 50 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 26,568
High school graduate (includes equivalency) 32,826
Some college or Associate's degree 51,987
Bachelor's degree 60,816
Graduate or professional degree 97,933
Table 51 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 105 Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Located at the urban core of the Capital region and only 15 miles from world-renown University of California, Davis (UCD), West Sacramento is one of the region's principal employment centers and is a global food hub connecting the nation's most productive agricultural valleys to international manufacturing, production, sensing, research, innovation, and logistics. Dominant industries include public administration, education and healthcare services, food processing and manufacturing, transportation logistics, manufacturing and warehousing. Small businesses are mostly concentrated in support services for the community and large industries such as government and food service.

West Sacramento is known as a food and agriculture hub focused on urban farming, food access, farm-to-fork industry and agricultural technology. The Center for Land-Based Learning, located in the City, was selected as one of three first ever recipients of the U.S. Department of Agriculture’s new Urban Agriculture and Innovative Production Competitive Grants Program.

Retail has become a significant source of employment over the past two decades, starting with the development of IKEA in 2006, the first major tenant in the Riverpoint Marketplace center, and continuing with development of shopping centers in the Southport neighborhood, Describe the workforce and infrastructure needs of the business community.

Workforce Development
Growth in new sectors of the economy presents opportunities for higher paying jobs for residents. Advancement and the ability to earn a living wage is dependent on acquiring new skills.

To address workforce development needs, the City seeks to attract public and private educational and technical institutions with specialized training to meet local and regional workforce requirements and to promote technical programs in secondary schools.

Future economic development will require a trained and educated workforce. The City developed the West Sacramento Home Run program as an innovative initiative creating a thriving community that benefits children, families and local businesses by providing access to highquality early learning for all children, opportunities to develop valuable work-readiness skills, and financial assistance for postsecondary education and training. The program has initiated a transitional Kindergarten (age 4) program; paid teen internships offering Digital Micro credentials to participants; a gardening and nutrition curriculum in 22 sites across the City; the College Promise program providing scholarships and ensuring that all West Sacramento high school graduates are guaranteed admission to Sacramento City College; and financial wellness and family strengthening events.

West Sacramento has easy access to the UCD campus, generating a source of research, technology and innovation for the business community. UCD is ranked 1st in the nation for agriculture and forestry, and veterinary medicine; 2nd for graduate financial success; and 9th 1617
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 106 overall among public universities. The school is also well known for programs in the natural sciences; engineering and technology; arts and humanities; and social sciences and management.

Infrastructure
West Sacramento recognizes that development is dependent on an extensive network of public infrastructure. Water, wastewater, stormwater drainage, solid waste, and utility systems must expand concurrently with new development, population and employment growth. Infrastructure improvements are needed in the downtown and mixed-use districts to support infill and intensified development consistent with the City’s priorities for “Smart Growth”. Older neighborhoods located near downtown Sacramento core are situated for infill development but have significant infrastructure needs.

In 2014, the City established an Enhanced Infrastructure Financing District (EIFD) as a financing tool for infrastructure and amenities to address inequities in older neighborhoods. This was followed in 2019 by the adoption of Measure N, a one-quarter percent sales tax to fund public safety, economic development, and quality of life improvements targeted to disadvantaged neighborhoods. In future years, infrastructure bonds and Measure O, adopted in 2025, will provide an income stream for strategic investments through transformative infrastructure projects and initiatives.

The Mobility Element to the General Plan identifies a need for multi-modal transportation systems to accommodate various modes and enhance connections among modes so each can fill its optimal role in the overall transportation system. The City’s policies in the Mobility Element seek to create a transportation system in West Sacramento and the region that is paired with supportive development patterns to accommodate walking, bicycling, transit use, and vehicular travel, while encouraging infill development and benefiting community and environmental health.

The Mobility Element also emphasizes the City’s commitment to creating “Complete Streets” that accommodate pedestrian, bicycle, and transit access, as well as vehicular access and create a safer transportation system for all modes of transit. To ensure a varied and viable range of transportation options, people must feel comfortable and secure on the street, no matter the mode of travel. For decades, however, streets were designed to move cars quickly and efficiently, prioritizing driving speed and convenience without regard to the impact on the safety and convenience of other modes of transportation. Complete Streets provide a high degree of “connectivity” – a term which describes the degree to which there are multiple routes available to reach destinations. A highly connected street pattern offers dense system of parallel routes, both east-west and north-south, with many streets providing through connections; no cul-desacs, dead-ends, or looped streets; frequent intersections; and frequent points of access.

Flood protection is a major concern in West Sacramento due to its location along the Sacramento River. The West Sacramento Area Flood Control Agency (WSAFCA), a joint powers authority between the City and Reclamation District 900, provides administration, financing, project management, and technical support for levee improvement projects throughout the City. The 1618
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 107 City and WSAFCA works closely with state and federal partners to advance flood risk reduction projects to achieve 200-year level flood protection for by 2040.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

The City continues efforts to become a major hub for food and agricultural businesses including food production and distribution; equipment manufacturing; education; research and development. Water and sewer improvements are needed in some areas to support the burgeoning opportunities in these industries.

A 60-acre advanced life sciences and technology manufacturing project is in the development stage to the south of the Port of West Sacramento. A Subdivision Improvement Agreement was approved by the City Council in February 2020 for the supporting infrastructure (streets and utilities). Construction of the supporting infrastructure is currently ongoing. The project will require Design Review approval prior to construction.

Located in the northeast corner of the City, the Washington neighborhood has been the site of deterioration, disinvestment, Brownfields and other barriers to development for many years including a street grid created over 100 years ago. The Washington Realized project has improved streets and circulation infrastructure but more remains to be done. The City is in the midst of an update to the 1996 Washington Specific Plan that will reflect outcomes of the Washington Realized effort, while providing more detailed land use and urban design framework, architectural guidelines, including historical architectural guidelines, strategies for addressing parking needs, and implementation strategy for achieving the vision for the Washington neighborhood.

The City continues to implement the Bridge District Specific Plan providing for the development of a well-planned, waterfront orientated urban district. The transition from the area’s industrial past to the vision of an urban mixed-use district is well under way.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The City’s workforce has evolved since the last Consolidated Plan was adopted. West Sacramento has traditionally been an employment center for the Sacramento region with far more jobs than workers available. This disparity is becoming less noticeable, indicating that the City’s balance between workforce skills and experience is better suited to employers’ needs than it was in the past. According to ACS data 65% of employed West Sacramento residents travel less than 30 minutes to their worksite each day.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 108 The number of persons in the workforce over the past five years has increased by 33% from 14,352 to 19,136 while the number of jobs has increased 14% from 24,231 to 27670.

Unemployment has dropped from 10.3% to 5.96%. Job increases are primarily in the management, business and financial sector. This may be related to the increase in the percentage of persons in civilian employment with some college or higher educational attainment from

69.1% to 72.7%. Median earnings have increased at all educational attainment levels, with those with less than a high school degree achieving the highest increase (64.1%).

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The City administers a Small Business Accelerator Program (SBAP) to provide capital for small businesses located within West Sacramento. The program is intended to assist small businesses that need financial assistance to make improvements to their brick-and-mortar location, especially ones located in economically disadvantaged parts of the city. The program offers funding for façade improvements, tenant improvements, food and beverage facility enhancements, permit fees and vandalism relief.

The Washington Unified School District (WUSD) operates a Washington Middle College High School, a high school that offers a combination of high school and college courses as its curricular program through a process called “dual enrollment." The goal of the school is to graduate students with 30 to 60 transferable college units and/or one or more associate degrees.

Embedded in the high school program are multiple support systems to ensure students are academically and emotionally ready and able to be successful in their college courses.

West Sacramento is emerging as a food and agriculture hub, focusing on urban farming, food access, farm-to-fork industry and agricultural technology. The Center for Land-Based Learning was selected as one of three first ever recipients of the U.S. Department of Agriculture’s new Urban Agriculture and Innovative Production Competitive Grants Program. The project will work with low-income residents of the Broderick and Bryte neighborhoods who experience high levels of food insecurity.

The Yolo County Workforce Innovation Board (WIB) partners with county government, local public and state agencies, labor unions, community colleges, and the Yolo County Office of Education. The WIB oversees the YoloWorks! One-Stop Career Centers in Yolo County, including the West Sacramento site. The WIB is responsible for providing leadership on public policy for adult and youth employment issues, identifying labor market needs, and developing effective and innovative responses to those needs. At the One-Stop Career Centers, employers can coordinate services to screen and test job applicants, arrange training, obtain research, and receive out-placement services to assist them in transitioning skilled individuals to find the right jobs at all skill levels. One-Stop Career Center services provide a variety of resources to help job seekers find work, plan a career, prepare for interviews, and receive training. 1620
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 109 Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

Currently, the City does not participate in a CEDS. The West Sacramento General Plan includes an Economic Development Element providing policies intended to take advantage of opportunities to position West Sacramento for increased private investment, thereby stimulating job growth, expanding City revenues, and improving the quality of life for residents. The policies provide for maintaining a strong and comprehensive economic development program focused on attracting and retaining businesses in targeted sectors and fostering entrepreneurship, investing in infrastructure to prepare properties and key areas for development, maintaining a business-friendly environment, increasing access to education and job training for existing residents while attracting new residents to provide a skilled workforce, and expanding retail choices for residents and the greater region.

Goals in the Economic Development Element include:
 Maintain and expand a strong, diverse and sustainable local economy that provides abundant employment opportunities, a high quality of life and a sound tax base.  Make available suitable sites with adequate infrastructure to meet the needs of businesses and real estate development opportunities.
 Maintain a healthy business climate that increases the City’s ability to retain and expand existing businesses and attract new ones.
 Provide a well-educated and highly-trained workforce that effectively competes for meaningful and productive employment, earns competitive wages, and meets existing and future local and regional industry needs.

Discussion
West Sacramento promotes financial stability and prosperity for residents by creating a businessfriendly environment and workforce development initiatives. The City has developed infrastructure financing mechanisms and small business assistance to support inclusive economic development opportunities targeted to older sectors of the City suffering from decades of disinvestment.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 110 MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? Include a definition of "concentration".

HUD defines “housing problems” as households with:
 Substandard housing with either a lack of complete kitchen facilities or a lack of complete plumbing;
 Overcrowding at more than 1 person per room; and/or
 Housing cost burden paying more than 30% of household income towards housing costs.

HUD defines a “severe housing problem” as:
 Substandard housing with either a lack of complete kitchen facilities or a lack of complete plumbing;
 Severe overcrowding at more than 1.5 persons per room; and/or  Severe housing cost burden paying more than 50% of household income towards housing costs.

The HUD CPD Mapping Tool uses 2016-2020 ACS data to identify concentrations of housing problems. The area of the City with the highest concentration of all HUD severe housing problems is Census Tract 103.02 with 77% of lower-income residents reporting one or more severe housing problems (Map 1). Census Tract 101.02 has 73% of lower-income residents with severe housing problems followed by 102.04 and 104.02 at 67%; and 103.13 with 65%. All remaining Census Tracts have 60% or fewer lower-income residents with a severe housing problem.

The most common housing problem in West Sacramento is, by far, housing cost burden. The CPD Mapping Tool indicates that Census Tract 102.03 has the highest percentage of residents experiencing housing cost burden with 60% of residents paying more than 30% of household income towards housing (Map 2). This is followed by Census Tract 102.04 at 44% of households with cost burden; 101.05 at 43%; and 103.15 at 42%. The remaining Census Tracts have less than 40% of residents experiencing housing cost burden.

Three Census Tracts are areas of concentration for overcrowding. Census Tract102.03 with 20% of lower-income households; 102.04 with 19% and 103.012 with 18%. All remaining Census Tracts have less than 9% overcrowded lower-income households (Map 3). There are no Census Tracts with more than 5% of lower-income households reporting substandard conditions (Map 4).

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? Include a definition of "concentration".

HUD defines racially or ethnically concentrated areas of poverty (also known as a R/ECAP) as a Census Tract that:
 Has a non-White population of 50% or more; and
1622
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 111  Has a poverty rate of 40% or more.

The only racially/ethnically concentrated area of poverty in West Sacramento based on data from the HUD Mapping Tool is Census Tract 102.30 with a non-White population of 73% and a poverty rate of 42%, the highest in the City (Maps 5 and 6).

What are the characteristics of the market in these areas/neighborhoods? Census Tract 102.03 is located on the western edge of the City and bounded by the Union Pacific railroad tracks to the north, the Deep Water Ship Channel to the south, and the Sycamore Trail/Sycamore Avenue to the east. The area is home to 1,995 households, primarily living in the northeast quadrant. The remaining three-fourths of the Census Tract is composed of industrial and commercial parcels including the Port of West Sacramento. Despite the concentration of jobs available within the Census Tract, the unemployment rate for residents is 42%, the highest rate in the City. The neighborhood is an older area of the City and has suffered from disinvestment in the past.

The neighborhood is 75% renter-occupied with a 3% vacancy rate. Most units are single family homes or small multifamily properties, with only 19% of units located in structures of 20 units or more. Many homes are at risk of containing lead-based paint since 53% were built before 1980 and 10% were built before 1949, indicating a potential need for rehabilitation or replacement.

The median income is $25,451 which is below the federal poverty level for a family of four. An estimated 17% of adult residents have a disability, far exceeding the 11% citywide. Median contract rent is $832, which is 39% of the median monthly income, exceeding the HUD affordability rate of 30% resulting in the highest percentage of housing cost burden in the City. A total of 55% of households report having one or more housing problems. The median home value in 2023 was $347,100 which is 7% lower than the citywide median of $372,700.

Census Tract 102.03 is the most diverse area of the City with a 73% non-White population and 53% of the population is of Hispanic origin.

Are there any community assets in these areas/neighborhoods? The residential area of Census Tract 102.03 is served by two small neighborhood parks, Meadowdale Park on the western end and Joey Lopes Park on the eastern edge. The new Barge Canal Recreational Access is a beautiful amenity just to the south of the Census Tract; however, it is not a walkable distance due to the location of the Port in-between the residential neighborhood and the recreation area. There is a Grocery Outlet and several small markets in the neighborhood. Riverpoint Market Place shopping center is just to the north featuring a Walmart SuperCenter, IKEA, Home Depot and a wide variety of shopping, dining and service businesses.

The residential area is served by Westfield Elementary School and River City High School. Yolo High School, a personalized alternative education program, and Heritage Peak Charter School, a 1623
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 112 tuition free TK-12 public charter school offering personalized homeschooling and independent study, have campuses located in the Census Tract.

Are there other strategic opportunities in any of these areas? Lower property values in older areas of the City make homeownership more affordable to entry level homebuyers. Lower property values also make it less costly to develop affordable multifamily rental properties. However, large parcels suitable for development are limited and aggregation of smaller parcels may take a long time to accomplish.

Due to the high unemployment rate, it appears that there is a mismatch between residents’ employment skills/education levels and the jobs available in the industrial areas and commercial corridor. Efforts to promote work readiness and educational attainment could help to stimulate employment and improve household incomes and quality of life. 1624
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 113 Map 1 – Severe Housing Problems
1625
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 114 Map 2 – Housing Cost Burden
1626
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 115 Map 3 – Overcrowding
1627
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 116 Map 4 – Substandard Housing Conditions
1628
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 117 Map 5 – Concentration of White Non-Hispanic Population
1629
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 118 Map 6 – Concentration of Poverty
1630
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 119 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

According to the 2023 ACS, 96.4% of West Sacramento households have one or more computers, smartphones, and/or tablets; and 94.1% have a broadband internet subscription. This is up from 94% and 88% in the 2015 ACS. Of these households, 80.8% use a desktop or laptop, 67.2% have a tablet, and 93.7% have a smartphone. A total of 9.8% of households use a smartphone only, with no other type of computing device.

As in other parts of the country, the COVID-19 pandemic exposed significant challenges in West Sacramento related to the affordability and reliability of broadband Internet service, particularly for lower-income households. The West Sacramento City Council Strategic Plan includes a goal of ensuring broadband access and affordability for all residents. The intent is to bridge the digital divide that persists in the city for households that are unable to afford quality Internet service.

The City will conduct a human-centered research and outreach effort to confirm the greatest needs and barriers to achieving widespread broadband usage, focusing on geographic and demographic factors.

The State of California Interactive Broadband Map provides an overview of areas served by internet service equal to or greater than 25 Mbps download and 3 Mbps upload s of December 31, 2023. In West Sacramento, the vast majority of residential neighborhoods are served. One exception is mobile home parks located in older, northern and central neighborhoods.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

West Sacramento residents have a variety of internet service provider options including Xfinity, AT&T, TMobile, EarthLink, unWired, Fidium, Astound (formerly Wave), and Viasat. Not all providers are available in all locations. As noted above, the one exception is mobile home parks located in older, northern and central neighborhoods.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 120 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City of West Sacramento Climate Action and Adaptation Plan (CAAP) was adopted by the City Council on June 4, 2025, serving as a roadmap to reduce greenhouse gas (GHG) emissions toward carbon neutrality by 2045 and strengthen climate adaptation and resiliency in an equitable manner. As part of the CAAP development process, the project team developed a Climate Adaptation Analysis and Policy Recommendations memo that included a West Sacramento Vulnerability Report. The report identifies the following key impacts and vulnerabilities including:
 Extreme heat – having direct health impacts, wear and tear on infrastructure, increased energy bills and power outages from energy demand spiles.  Poor air quality during wildfire seasons – persons with pre-existing respiratory conditions, those living in substandard housing or lack resources to purchase air filtration systems, and outdoor agricultural and other workers will be especially impacted.  Threatened water supply – due to changes in snowpack and participation patterns.  Increased risk of flooding – due to increased frequency of severe storms and increases in sea level which increases stress on levees and stormwater drainage systems.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

The effects of climate change will not be felt equally across all community groups, and historically marginalized communities are likely to bear a disproportionate amount of future impact. The relationship between socio-economic characteristics and sensitivity to climate impacts is due to many factors, such as access to transportation options, access to economic resources, linguistic or cultural isolation and preexisting physical or mental health conditions. These residents may lack adequate resources to adapt to climate impacts like prolonged heat events or to participate fully in the Green House Gas reduction actions identified in the CAAP without additional support.

The CAAP considers climate inequality in its implementation approach with the goal of providing a balanced approach to local action that allows benefits of the plan to be shared equitably. 1632
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 121 Strategic Plan
SP-05 Overview
Strategic Plan Overview
The 2026-2030 Consolidated Plan responds to imminent community needs in West Sacramento anticipated in the next five years based on analysis of available data, community input, consultation with service providers, focus group discussions and the Community Needs Assessment survey; in addition to recommendations from the Economic Development and Housing Commission, the Parks, Recreation and Intergenerational Services Commission and comments received during public hearings. The five-year Strategic Plan encompasses programs and projects that may be supported using CDBG funds received annually from HUD and other federal, State, local and private resources to address critical needs throughout the City.

The five-year Strategic Plan focuses on promoting housing stability through support for affordable housing efforts; services for persons at-risk or experiencing homelessness; and assistance for persons facing housing discrimination or eviction. 1633
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 122 SP-10 Geographic Priorities – 91.215 (a)(1)
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA).

The City of West Sacramento will use CDBG funds to address homelessness, create affordable housing and provide fair housing services throughout the city. Funding will not be limited to a particular neighborhood.

West Sacramento is not a recipient of HUD Housing Opportunities for Persons With AIDS (HOPWA) funding. HOPWA funding for the Sacramento region is administered by the Sacramento Housing and Redevelopment Agency (SHRA).

Geographic Priorities
Target Area
Not applicable
Table 62 - Geographic Distribution
1634
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 123 SP-25 Priority Needs - 91.215(a)(2)
HUD requires the City to identify Priority Needs that will be addressed during the five-year term of the Consolidated Plan. Priority Needs were determined based on community input from focus group discussions, consultations with social service providers and the Community Needs survey and public hearings; in addition to comments from the Economic Development and Housing Commission, the Parks, Recreation and Intergenerational Services Commission, and the City Council. Community input was considered in combination with review of HUD Comprehensive Housing Affordability Survey (CHAS) data, ACS data from the U.S. Census, the Yolo County Homeless Point-in-Time Count, the City of West Sacramento Housing Element of the General Plan and other local data sources. The West Sacramento City Council supports the goals in the Consolidated Plan for the improvement of housing and support for Low- and Moderate-Income households through the following actions:
 Continued funding and construction of flood protection  Enacting developer fees for the childcare assistance program  Development of interim and permanent housing for persons experiencing homelessness  Provision of case management and supportive services for persons experiencing or exiting homelessness
 Development of affordable housing for lower-income households and persons with disabilities
 Development of local funding sources for projects that will improve quality of life for residents in disadvantaged areas of the City
 Small business assistance
 Support for broadband access for all
The data and outreach results reviewed during development of the Needs Assessment and Market Analysis sections of this plan portray the needs of West Sacramento lower-income residents and neighborhoods. Housing affordability for lower-income individuals and families is a major concern. Housing affordability is particularly difficult for residents of the older, central areas of the city, small households and renter households. Many persons with a disability may need both affordable housing and accommodations or accessibility improvements to live safely and independently.

HUD CHAS data indicates that minority race households experience housing problems at a significantly higher rate than the city as a whole. Fair Housing service providers receive the most housing discrimination complaints for discrimination of income source, such as housing voucher assistance or governmental assistance, and refusals to provide reasonable accommodations for persons with a disability.

Homelessness was noted as a significant concern throughout both the public outreach and participation process, and data research. The 2024 Point-in-Time (PIT) Count conducted by the 1635
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 124 Yolo County Homeless and Poverty Action Coalition (HPAC), found 289 West Sacramento residents experiencing homelessness on one night, of which 184 were unsheltered. Solutions to homelessness are complicated and require both low-barrier deeply affordable housing and supportive services to promote housing stability. Housing discrimination may result in a barrier to housing entry or a critical loss of housing.

Priority Needs
Table 2 – Priority Needs Summary
Priority Need
Name
Services for Unsheltered Homelessness
Priority Level High
Populations
Served
Income Levels:

Extremely Low
Family Types:

Large Families, Families with Children, Elderly
Homeless:

Chronic Homelessness, Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Victims of Domestic Violence, Unaccompanied Youth
Geographic
Areas
Affected
Citywide
Associated
Goals
Provide Supportive Services for Homeless Persons
Expand Access to Low Barrier Housing
Description Conduct outreach to persons experiencing homelessness to provide intake assessments, referrals to needed services, case management, and assistance with the search for appropriate housing.
1 Basis for
Relative
Priority
The community needs assessment identified homelessness as a significant concern for residents of West Sacramento. Focus group discussions and consultations with services providers indicated that persons experiencing unsheltered homelessness often have difficulty accessing supportive services needed to achieve housing stability. The key to moving people out of homelessness is the provision of outreach, intake assessments, referrals to needed services, case management, and assistance with the search for appropriate housing.

Priority Need
Name
Expand Availability of Low Barrier Housing
Priority Level High
2 Populations
Served
Income Levels:

Extremely Low, Low
Family Types:
1636
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 125 Large Families, Families with Children, Elderly
Homeless:

Chronic Homelessness, Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Victims of Domestic Violence, Unaccompanied Youth
Geographic
Areas
Affected
Citywide
Associated
Goals
Expand Access to Low Barrier Housing
Increase Affordable Housing Opportunities
Description Development of Low Barrier Housing for Extremely Low- and Very LowIncome persons, and persons exiting homelessness. Funding will be targeted to housing linked with supportive services. There is a significant need for small units that will accept persons with limited income such as social security or disability payments that have barriers to entry into housing.

Basis for
Relative
Priority
Focus group discussions and consultations with service providers indicate that many housing opportunities are closed to persons with mental health, substance use, credit, rental or criminal histories. Housing linked with services is needed to provide a path to housing stability for persons exiting long-term homelessness. Those with mental health or substance use challenges often require supportive services to remain successfully housed. According to the Yolo County Homeless and Poverty Action Coalition Point-in-Time Count, there were 289 persons experiencing homelessness on one night in January 2024 of which 175 met the HUD definition of "Chronically Homeless" indicating a need for Low Barrier Housing.

Priority Need
Name
Fair Housing Education and Enforcement
Priority Level Low
3 Populations
Served
Income Levels:

Extremely Low, Low, Moderate
Family Types:

Large Families, Families with Children, Elderly, Public Housing Residents
Homeless:

Chronic Homelessness, Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Victims of Domestic Violence, Unaccompanied Youth
Non-homeless Special Needs Populations:

Elderly, Frail Elderly, Persons with Mental Disabilities, Persons with 1637
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 126 Physical Disabilities, Persons with Developmental Disabilities, Persons Alcohol or Other Addictions, Persons with HIV/AIDS and their Families Victims of Domestic Violence
Geographic
Areas
Affected
Citywide
Associated
Goals
Reduce Housing Discrimination and Evictions
Description Reduce the incidence of eviction and increase compliance with federal and state Fair Housing laws through outreach, education and enforcement.

Basis for
Relative
Priority
Fair housing services providers report receiving housing discrimination complaints from West Sacramento residents, especially discrimination on income source and refusal to provide reasonable accommodations for persons with a disability. This is further confirmed by random fair housing testing conducted by the agencies.

Priority Need
Name
Support Affordable Housing Opportunities
Priority Level High
Populations
Served
Income Levels:

Extremely Low, Low, Moderate
Family Types:

Large Families, Families with Children, Elderly
Homeless Served:

Individuals, Families with Children, Veterans
Non-homeless Special Needs Populations Served:

Elderly, Frail Elderly, Persons with Mental Disabilities, Persons with Physical Disabilities, Persons with Developmental Disabilities Geographic
Areas
Affected
Citywide
Associated
Goals
Expand Access to Low Barrier Housing
Increase Affordable Housing Opportunities
Housing Stability for Persons Exiting Homelessness
4 Description Provide support to developers of affordable housing for households at the Extremely Low-, Very Low- and Low-Income levels as gap financing for acquisition, clearance, rehabilitation, gap financing assistance and/or provision of offsite infrastructure.
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2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 127 Basis for
Relative
Priority
Focus group discussions and the community needs survey demonstrated community concern for expansion of affordable housing opportunities.

The Needs Analysis section of this Plan indicates that Housing Cost Burden is the most significant housing need for low-income West Sacramento residents of all household types.

Priority Need
Name
Supportive Services for Formerly Homeless Persons
Priority Level Low
Populations
Served
Income Levels Served:

Extremely Low, Low
Family Types Served:

Large Families, Families with Children, Elderly
Homeless Served:

Chronic Homelessness, Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Victims of Domestic Violence, Unaccompanied Youth
Geographic
Areas
Affected
Citywide
Associated
Goals
Housing Stability for Persons Exiting Homelessness
Description Provide case management, housing navigation and supportive services for formerly homeless individuals and households to promote housing stability and reduce the incidence of return to homelessness. 5 Basis for
Relative
Priority
The community needs assessment identified homelessness as a significant concern for residents of West Sacramento. Focus group discussions and consultations with services providers indicated that persons exiting homelessness often require ongoing supportive services to achieve housing stability and avoid returning to homelessness.

Narrative (Optional)
The Priority Needs above will guide the City’s use of CDBG funds over the five-year planning period. The City will endeavor to use CDBG and other federal, State and local funding sources to address all critical needs of lower-income residents and neighborhoods. 1639
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 128 SP-30 Influence of Market Conditions – 91.215 (b)
The following table reviews conditions that affect Priority Needs and Goals decisions determined during preparation of the Consolidated Plan.

Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for Affordable Housing Type
Tenant Based
Rental
Assistance
(TBRA)
The most common funding sources for long-term tenant-based rental assistance (TBRA) are the HUD HOME and ESG programs. However, the City does not receive ESG or HOME funds directly from HUD. The City is eligible to apply for funding under the competitive State of California HOME program. However, the State HOME program restricts the amount of TBRA funds that may be used for program administration. A separate funding source would be needed to operate a TBRA program. The City is not eligible to receive ESG funds. ESG is awarded to the County or the local Continuum of Care (HPAC).

CDBG public service funding, limited to no more than 15% of the City’s annual allocation, may be used for temporary rental assistance not to exceed 90 days. Limited funding coupled with the high cost of rent in West Sacramento would severely limit the number of households that could be assisted. The City has elected to use public service funds to support homeless and fair housing services.

TBRA for NonHomeless
Special Needs
The City does not receive ESG or HOME funds from HUD that could be used for TBRA. As noted above, the City has elected to use limited public service funds for homeless and fair housing services. The City is eligible to apply for TBRA funding under the competitive State of California HOME program.

New Unit
Production
New unit production is needed to address housing cost burden. Low barrier to entry permanent housing that is affordable to Extremely LowIncome persons is a critical need. HUD does not allow the use of CDBG funding for new housing construction, but it may be used to defray the cost of land acquisition, clearance, or off-site infrastructure in support of new housing development.
1640
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 129 Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for Affordable Housing Type
Rehabilitation To retain existing West Sacramento housing stock, an estimated 380 housing units are in need of minor repair, 242 in need of moderate rehabilitation and 35 that may be best suited to demolition or reconstruction. Most of these units are owner-occupied homes located in older neighborhood. Currently, the City’s Owner-Occupied Housing Rehabilitation program does not have funding available . However, the City is developing a new program focused on accessibility improvements for persons with mobility impairments in owner-occupied housing. The program will be funded through the State Permanent Local Housing Allocation (PLHA). The City will continue to support rehabilitation of affordable multifamily projects to maintain the rental housing stock and address housing cost burdens for renters. Funding sources will depend on the type of project, income levels of tenants and other factors.

Acquisition,
including
preservation
The City’s Housing Element supports the preservation of affordable housing for lower-income households. The City will continue to support the acquisition and preservation of affordable housing to maintain the affordable rental housing stock and address housing cost burden.

Funding sources will depend on the type of project, income levels of tenants and other factors.

Table 54 – Influence of Market Conditions
1641
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 130 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The following table summarizes CDBG funding available during the five-year term of the 2026-2030 Consolidated Plan. HUD notified the City that its allocation amount for fiscal year 2026-2027 is $517,683. In addition to the annual federal Entitlement award, the City estimates receiving $30,000 of program income from CDBG funded activities completed in previous years that will be received and available for use in 2026-2027.

Anticipated Resources
Program Source of Expected Amount Available Year 1
Funds
Eligible Uses of
Funds Annual
Allocation
Program
Income
Prior Year
Resources
Total
Expected
Amount
Available
Remainder of
Con Plan
Narrative Description
CDBG PublicfederalAcquisition,
Admin and
Planning,
Economic
Development,
Housing,
Public
Improvements,
Public Services
$517,683 $30,000 $0 $547,683 $2,000,000 Estimated HUD
Allocation of $517,683
is based on FY 2025-
2026 award. Program
Income received in FY
2026-2027 is estimated
to be $30,000. The City
has no unallocated prior
year CDBG Resources.

Table 55 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.

The City's annual allocation of CDBG funding and program income only represents a portion of the federal, State, local and private funding allocated to serving the needs of lower-income residents and neighborhoods in West Sacramento. CDBG funds are allocated 1642
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 131 to projects where the funding can be used most efficiently, while more flexible funding sources are used for other critical service and infrastructure needs.

The CDBG program does not require matching funds. However, the City of West Sacramento strives to leverage federal funding with State, local and private sources. The City actively seeks additional funding for affordable housing activities. The following funding is currently available:
 $1,400,000 of State of California HOME program income  $433,182 of State of California CalHome program income  $763,253 of State Permanent Local Housing Allocation (PLHA) funds  $3,079,129 in the City of West Sacramento Housing Trust Fund It is anticipated that $1,800,000 will be used towards the development of more than 100 units of affordable housing at West Gateway Place Phase 2 and an affordable housing project in Southport. The residents of West Sacramento approved Measure E that has an annual target funding allocations of $300,000 for homelessness initiatives and $500,000 for reducing impacts of homelessness. PLHA funds noted above will be used for affordable housing development and to provide accessibility improvements to Low-Income homeowners with mobility impairments.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

Publicly Owned Land
In 2008, the City sold a parcel of land to the developer of West Gateway Place Phase 1 for the development of 77 units of affordable housing. The City provided CDBG funds for offsite infrastructure, in addition to City Housing Trust Fund and State Affordable Housing and Sustainable Communities (AHSC) funding to cover a portion of the construction cost. The City sold an adjacent parcel set aside for development of Phase 2 which is currently under construction and anticipated to be completed in 2026. The City provided HOME Program Income and Housing Trust Funds to support the development of Phase 2. In late 2025, the City approved $3 million in Housing Trust Funds to support a 37 unit affordable housing development in the Washington district. This project will serve vulnerable populations including individuals with disabilities, veterans at-risk of homelessness and extremely low-income families. 1643
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 132 In December 2020, the City initiated the Homeless Emergency Housing Program with the acquisition of a 40-unit motel to provide non-congregate interim housing for individuals experiencing homelessness in response to the COVID-19 pandemic. The initial site was anticipated to operate for a five-year period, which is now approaching completion. Since that time, the City has expanded the program through the acquisition of several additional motel properties to increase interim housing capacity and support the transition of program participants from earlier sites scheduled to terminate in early 2026.

To date, the City has utilized a combination of CDBG, State, and local funds to acquire multiple motel properties that have been converted for use as interim shelter. The goal of the program is to provide safe, non-congregate housing paired with supportive services to assist residents in transitioning to permanent housing. Several of the acquired properties required varying levels of rehabilitation to ensure long-term use and to meet health and safety standards, including electrical upgrades, roof repairs, HVAC replacements, exterior improvements, and other safety enhancements.

Remaining City owned parcels are not appropriate for residential or facility development due to location, size constraints or contamination issues. However, the City will continue to seek usable sites when available.

Privately Owned Land
As a component of the 2021-2029 West Sacramento Housing Element, the City maintains an inventory of land that is suitable for residential development, including vacant sites and sites having the potential for redevelopment. Zoning and infrastructure on the sites are analyzed to ensure that housing development is feasible during the eight-year planning period.

Based on the State of California Department of General Services Excess Sites for Affordable Housing website, there are no State-owned excess sites available for affordable housing development in West Sacramento.

Discussion
The City's annual allocation of CDBG and program income are only a portion of federal, State, local and private funding allocated to serving the needs of low-income residents and neighborhoods in West Sacramento. CDBG funds are allocated to projects where the funding can be used most efficiently, while more flexible funding sources are used for other critical housing, services and infrastructure needs.
1644
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 133 SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible
Entity Type
Role Geographic Area
Served

CITY OF WEST

SACRAMENTO
Government Economic Development
Homelessness
Non-homeless special needs
Ownership
Planning
Rental
Neighborhood improvements
Public facilities
Public services
Jurisdiction
Yolo County Homeless
and Poverty Action
Coalition (HPAC)
Continuum of
Care
Homelessness
Public services
Region
Yolo County Housing
Authority
PHA Public Housing
Rental
Region
Shores of Hope Non-profit
organizations
Homelessness
Non-homeless special needs
Public facilities
Public services
Jurisdiction
Yolo County Health and
Human Services Agency
Government Homelessness
Non-homeless special needs
Public facilities
Public services
Region
Project Sentinel Non-profit
organizations
Homelessness
Non-homeless special needs
Public services
Jurisdiction
Legal Services of
Northern California
Non-profit
organizations
Non-homeless special needs
Public services
Region
Yolo County Children's
Alliance
Non-profit
organizations
Homelessness
Non-homeless special needs
Public services
Region
West Sacramento
Housing Development
Corporation
Developer Rental Jurisdiction
Jamboree Housing
Corporation
Developer Rental State
1645
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 134 Responsible Entity Responsible
Entity Type
Role Geographic Area
Served
Yolo Food Bank Non-profit
organizations
Non-homeless special needs
Public services
Region
Yolo Community Care
Continuum (YCCC)
Non-profit
organizations
Homelessness
Non-homeless special needs
Public services
Region
Alta California
Sacramento Regional
Center
Non-profit
organizations
Non-homeless special needs
Public services
Region
Communicare Health
Centers
Non-profit
organization
Homelessness
Non-homeless special needs
Elica Non-profit
organization
Homelessness
Non-homeless special needs
Empower Yolo Non-profit
organizations
Non-homeless special needs
Public services
Region
Friends of the Mission Non-profit
organizations
Homelessness
Rental
Region
Mercy Housing Non-profit
organizations
Homelessness
Rental
Nation
Mosaic West Sac
(formerly the Mercy
Coalition)
Community/
Faith-based
organization
Homelessness
Rental
Public services
Jurisdiction
Partnership Health Plan Non-Profit
organizations
Non-homeless special needs
Public services
Region
Washington Unified
School District (WUSD)
Public Schools Non-homeless special needs
Public services
Jurisdiction
Yolo County Office of
Educations
Public Schools Non-homeless special needs
Public services
Region
Turning Point
Community Programs
Non-profit
organizations
Non-homeless special needs
Public services
Region
Table 56 - Institutional Delivery Structure
Assess strengths and gaps in the institutional delivery system.

The institutional delivery system for public services in West Sacramento is based on coordination and collaboration with non-profit service providers, the Yolo County Department of Health and Human Services Agency, Yolo County Homeless and Poverty Action Coalition (HPAC), Yolo County Housing Authority, local school districts, and private non-profit and for-profit housing developers. The City has worked diligently to foster and strengthen an interconnected web of services for persons in need.
1646
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 135 Information gathered during the citizen participation process indicates that the most critical gap at this time is the need for permanent, low barrier to entry housing that is affordable to Extremely Low-Income persons. Services for persons at risk of or experiencing homelessness are available but continue to be a critical need in the community.

The Community Needs Survey results emphasized community concerns regarding the need for more affordable housing for seniors, persons with disabilities and low-income families with children. Respondents also expressed a need for more services for persons experiencing homelessness, more mental health services and food assistance.

Availability of services targeted to homeless persons and persons with HIV and mainstream services.

Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach
Services
X X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X
Education X
Employment and
Employment Training
X
Healthcare X X X

HIV/AIDS X
Life Skills X X X
Mental Health Counseling X X
Transportation X X
Other
Other: Food Assistance X X
Table 57 - Homeless Prevention Services Summary
1647
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 136 Describe the extent to which services targeted to homeless persons and persons with HIV; and mainstream services, health, mental health and employment services are made available to and used by homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) and persons with HIV within the jurisdiction.

Mainstream services are generally considered to be programs available to the general public and are not targeted to a particular population. These services are primarily offered by the Yolo County Department of Health and Human Services Agency and the Washington Unified School District. County services include healthcare, behavioral health services, Medicaid, Medicare, Temporary Assistance for Needy Families (TANF), Supplemental Nutrition Assistance Program (SNAP, also known as Food Stamps), HIV treatment and prevention. Most affordable housing in West Sacramento is available to all persons meeting income requirements. However, persons in special populations may encounter barriers to entry. The school district offers educational opportunities in addition to services targeted to homeless unaccompanied youth and families with children.

Services specifically targeted to persons experiencing homelessness are available from several agencies including the City of West Sacramento, Yolo County Department of Health and Human Services Agency, the Washington Unified School District (WUSD), Mosaic (formerly Mercy Coalition) and Shores of Hope. Services include healthcare and mental health treatment, housing search assistance, assistance with applying for income payments or healthcare coverage, food and nutrition, transportation, legal services and fair housing counseling including eviction prevention.

The City of West Sacramento Division of Community Outreach and Support provides immediate assistance to individuals and families in crisis; suffering from mental illness, substance abuse disorders; experiencing homelessness or other conditions. Mosaic offers emergency food and clothing distribution, trauma-informed internships, case management services and permanent supportive housing. Mosaic also operates the Recovery Café, a restorative community supporting individuals who have suffered trauma, homelessness, addiction and other mental-health challenges.

The County CalWorks program focuses on families with children in need and offers temporary financial assistance, assistance with applications for healthcare coverage or income assistance and employment assistance. Permanent supportive housing projects provide housing linked with supportive services for persons experiencing homelessness that have a disability.

The Yolo County Veterans Services Office (VSO) provides housing search assistance and referrals to County, State, affordable housing or non-profit agencies to secure housing and services for Veterans and their families. The Yolo County Housing Authority administers 64 Veterans Affairs Supportive Housing Vouchers (HUD-VASH) that couple rental assistance with case management and clinical services for homeless Veterans and their families. 1648
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 137 Shores of Hope operates a program to house and mentor transition-aged foster youth, providing housing, mentoring, life skills, educational opportunities, referrals to essential benefits and services, financial literacy coaching and assistance with securing permanent housing.

Describe the strengths and gaps of the service delivery system for special needs populations and persons experiencing homelessness, including, but not limited to, the services listed above.

The City works diligently to foster and strengthen an interconnected web of services for persons in need. In recent years, the public services delivery system in West Sacramento is a collaboration between the City, non-profit service providers, the Yolo County Department of Health and Human Services Agency, Yolo County Homeless and Poverty Action Coalition (HPAC), Yolo County Housing Authority, WUSD, and private non-profit and for-profit housing developers.

Information gathered during the citizen participation process indicates that the most critical gap at this time is the need for permanent, low barrier to entry housing that is affordable to Extremely Low-Income persons. Services for persons at risk of or experiencing homelessness are available but continue to be a critical need in the community.

The Community Needs Survey results emphasized community concerns regarding the need for more affordable housing for seniors, persons with disabilities and low-income families with children. Respondents also expressed a need for more services for persons experiencing homelessness, more mental health services and food assistance.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.

The City is an active participant in the Yolo County Homeless and Poverty Action Coalition (HPAC).

As the local Continuum of Care (CoC), HPAC promotes community-wide commitment to the goal of ending homelessness. HPAC oversees HUD funding for nonprofit service providers, state and local governments to rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness.

The City Council conducts an annual Strategic Planning Workshop to review progress and establish the direction for the coming year. The process involves articulating a vision of where the organization wants to go, creating a plan for how to get there and identifying how to carry out the plan to produce tangible, measurable and meaningful results. The current Strategic Plan includes the following action items related to the service delivery system:

Flood Protection Construction
West Sacramento has worked diligently over the past 20 years with the US Corps of Engineers and the West Sacramento Area Flood Control Agency to address flood hazards. The City has passed local funding measures and successfully applied for state and federal funding for improvement and construction of levees and other flood protection projects. 1649
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 138 Affordable childcare/Home Run Integration
Developer fees will be used to create a new childcare assistance program. Utilization of the current balance in the Childcare Impact Fund and future funding will help bridge the gap between current availability and what is needed. The plan will include capital improvements for childcare providers converting space for more usable infant and toddler space, or to be able to retain spaces for children age 0-5.

Homelessness and Communitywide Impact Management
The City has purchased motel properties for emergency housing, including the Rodeway Inn and Flamingo motel initially, then adding the El Tejon, Pick Wick and Westwood motels. The newer motel acquisitions will support transitioning participants from the temporary Rodeway Inn and Flamingo motels to the new long-term sites. The City will provide case management and supportive services at these locations. In addition, support will be provided to the 85-unit Permanent Supportive Housing project (PSH) on West Capitol Avenue. Staff will partner with the County through the State’s Behavioral Health Bridge Housing (BHBH) Program to further expand bridge housing services and will continue to look for appropriate opportunities for property acquisition that both aids in homelessness support and future economic development and that can be programmatically and/or financially supported by Yolo County Health and Human Services Agency or other sources. Police Department staff will transition to supporting homeless services outreach staff directly as a result of Measure O enabled hiring.

Grand Gateway Development
The City Council approved the Grand Gateway Master Plan in 2013 which designates the Cityowned property at the intersection of Washington, Central Business and Bridge Districts for higher-density mixed-use development. The plan includes a city-owned site that will be used for the construction of West Gateway Place Phase 2, a 60-unit affordable housing project.

Equitable Investment Strategy
Measure N, enacted by voters in November 2018, includes dedicated funding for Inclusive Economic Development. The basic purpose of this set-aside is to provide funding for programs or projects which empower and create direct, near-term quality of life improvements for residents experiencing quality of life challenges, primarily within disadvantaged areas of the city in a meaningful and sustainable way. Examples include streets, sidewalk and transportation improvements; small business support programs; broadband access and affordability for all. 1650
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 139 SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Goal
Number
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
Provide
Supportive
Services for
Homeless Persons
2026 2030 Homeless Citywide Address Unsheltered
Homelessness
CDBG:
$250,000
Public Service activities other
than Low/Moderate Income
Housing Benefit:
250 Persons Assisted
Homeless Person Overnight
Shelter:
10 Persons Assisted
1 Goal Description Support the City’s Community Outreach and Support Division providing supportive services, referrals and case management for individuals and families in crisis and those experiencing unsheltered homelessness.

Expand Access to
Low Barrier
Housing
2026 2030 Affordable
Housing
Homeless
NonHomeless
Special
Needs
Citywide Address Unsheltered
Homelessness,
Expand Availability of
Low Barrier Housing,
Support Affordable
Housing
Opportunities
CDBG:
$1,250,000
Overnight/Emergency
Shelter/Transitional Housing
Beds added:
10 Beds
Housing for Homeless added:
5 Household Housing Units
2 Goal Description Support the development and operation of low barrier housing targeted to persons experiencing or at risk of homelessness, and promote housing stability for persons exiting homelessness.
3 Increase
Affordable
Housing
Opportunities
2026 2030 Affordable
Housing
Citywide Expand Availability of
Low Barrier Housing,
Support Affordable
CDBG:
$535,000
Public Facility or
Infrastructure Activities for
Low/Moderate Income
Housing Benefit:
1651
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 140 Goal
Number
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
Housing
Opportunities
5 Households Assisted
Rental units constructed:
5 Household Housing Units
Goal Description Increase the number of units affordable to Extremely Low-, Very Low- and Low-Income households.

Reduce Housing
Discrimination
and Evictions
2026 2030 Affordable
Housing
NonHomeless
Special
Needs
Citywide Fair Housing
Education and
Enforcement
CDBG:
$125,000
Public Service activities other
than Low/Moderate Income
Housing Benefit:
250 Persons Assisted
4 Goal Description Provide support for fair housing counseling, education and enforcement services to affirmatively further fair housing choice, strengthen compliance with fair housing laws and reduce the incidence of eviction in West Sacramento.

Support Housing
Stability for
Persons Exiting
Homelessness
2026 2030 Affordable
Housing
Homeless
Citywide Address Unsheltered
Homelessness
Expand Availability of
Low Barrier Housing
Support Affordable
Housing
Opportunities
CDBG:
$400,000
Public Service activities other
than Low/Moderate Income
Housing Benefit:
40 Persons Assisted
Overnight/Emergency
Shelter/Transitional Housing
Beds added:
19 Beds
5 Goal Description Provide support for individuals and families existing homelessness through case management, housing navigation and supportive services leading to permanent housing placement and longterm stability.

Table 7 – Goals Summary
1652
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 141 Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2).

It is estimated that Supportive Services for persons experiencing homelessness will assist a minimum of 200 households, the majority of which are at the Extremely Low-income level (at or below 30% of Area Median Income). Low barrier housing will provide affordable housing primarily for an estimated 10 Extremely Low-income households and affordable housing for 5 Low-Income households. Fair housing services will serve an estimated 60 Low- and Moderate-income households. 1653
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 142 SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The Yolo County Housing Authority is not under a Section 504 Voluntary Compliance Agreement.

Activities to Increase Resident Involvements
The Yolo County Housing Authority (YCH) 2025-2029 Strategic Plan was developed through a process that featured multiple strategic planning sessions; and a survey of the Commission, residents, community members, and YCH Staff. The plan includes goals and strategies related to YCH Migrant Centers, properties owned and operated by New Hope CDC, properties owned on behalf of local jurisdictions, and staff related goals and strategies to continue enhancing the support, growth, and development of YCH personnel.

Action steps included in the YCH plan to enhance resident well-being and success include:
 Increasing homeownership opportunities for residents by 50% by 2029.  Improving resident access to educational, community and career advancement resources by increasing communication to residents and holding quarterly events.  Improving quality of services provided to residents.
 Creating cross educational opportunities between YCH and community partners for potential collaborative opportunities.

Is the public housing agency designated as troubled under 24 CFR part 902? No
Plan to remove the ‘troubled’ designation.

The Yolo County Housing Authority is not designated as a troubled agency. 1654
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 143 SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
In California, the most significant barrier to affordable housing development is the cost of housing construction relative to household income. Bridging the gap between the two requires a considerable amount of subsidy. The City of West Sacramento has developed housing policies to encourage the development of both market rate and affordable housing. Despite the City’s efforts, development of affordable housing is a lengthy and costly process. Multiple funding sources must be “layered” for each project. Conflicting requirements between the various funding sources can result in costly delays and escalating construction costs. Land use restrictions, development impact fees, environmental analysis and mitigation, and federal and State prevailing wage also have an impact on the cost of development. Land costs typically account for a large share of the cost of housing. High land costs may make housing development infeasible or result in escalating rents or sales prices. And finally, the cost of construction has escalated dramatically over the past five years since the COVID pandemic.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City’s zoning ordinance provides for a wide range of housing to meet the needs of households across a broad spectrum of income levels. The ordinance allows residential development in both residential and commercially zoned areas. Four residential zoning designations allow single family development by right, one allows it with a minor use permit, and one allows with a conditional use permit. Three residential zoning designations allow multifamily development by right. The Central Business District, Commercial, Mixed-Use and Waterfront zoning designations allow residential development. The City provides a “density bonus” which encourages the production of lower-income and senior housing.

The cost of land, development and construction is the most difficult barrier to the creation of affordable housing in West Sacramento. To address this barrier, the City created a Housing Trust fund that has provided financial assistance to 221 units of affordable housing since inception in 2014. Additional Housing Trust Fund money has been committed to the development of 60 units of affordable housing at West Gateway Place Phase 2 and 36 units on 5th Street dedicated to persons with developmental disabilities. City staff support developers of affordable housing with federal and State funding applications if needed.

In 2014, the City adopted an inclusionary housing ordinance that requires developers of multifamily projects to make 5% of units affordable to Very Low-Income households and 5% to Low-Income Households. For sale projects must make 10% of units available to Low-Income Households. The inclusionary housing ordinance has produced 1,108 long-term affordable units, including 434 Very-Low-income units (households at or below 50% AMI), 474 Low-income units (households at or below 80% AMI), and 200 Moderate-income units (households at or below 120% AMI). Inclusionary units are generally required to be built onsite and disbursed to avoid 1655
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 144 over-concentration. The ordinance allows developers to propose an alternative such as payment of in-lieu fees to be placed in the City’s Housing Trust Fund.

For many years, much of West Sacramento was located in flood zones. Affordable housing funding sources typically will not fund development in a flood zone. The City has worked diligently to improve and construct levees and enact other flood protection measures to remove this hazard and foster future development.
1656
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 145 SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The West Sacramento City Council adopted a Homelessness and Communitywide Impact Management Strategy that focuses on providing interim housing and supportive services for persons experiencing homelessness. The City of West Sacramento is an active member of the Yolo County Homeless and Poverty Action Coalition (HPAC), the local Continuum of Care organization.

The City works with Yolo County and HPAC member agencies to provide outreach and assistance to persons that are at-risk or experiencing homelessness. HPAC is a local planning body that provides leadership and coordination on the issues of homelessness and poverty in Yolo County.

HPAC serves numerous roles and responsibilities, many of which fulfill federal, state and local government mandates. Such activities include:
 Implementing the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act.
 Implementing the region’s Homeless Management Information System (HMIS).  Developing and operating the Coordinated Entry system that follows a “no wrong door” policy for assessment, referral and placement.
 Maintaining a coordinated response among service providers to ensure continuity of services.
 Assessing needs and identifying gaps in services for persons facing homelessness in Yolo County on an ongoing basis.
 Supporting the planning, funding, and development of services to meet prioritized needs within Yolo County.
 Planning, developing, and sustaining options to meet the housing needs of people facing homelessness.
 Promoting access to and effective utilization of mainstream human services programs.

The City’s Community Outreach and Support team is embedded in the Police Department and focuses on assistance to those in crisis, suffering from mental illness or substance abuse disorders, or are experiencing homelessness or other conditions. The team primarily works “in the field” and often makes first contact with unsheltered individuals and families. They are tasked with intake assessments, referrals to needed services, case management, and assistance with gaining permanent housing situations. Homeless families with children are referred to Yolo County CalWORKs program to access the services and assistance they provide. Individuals without children do not qualify for CalWORKs and are the focus of the Community Outreach and Support team’s case management services.
1657
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 146 Addressing the emergency and transitional housing needs of homeless persons.

The City of West Sacramento is dedicated to addressing housing needs of persons experiencing homelessness. The City provided land for the development of an 85-unit permanent supportive housing project for homeless persons with disabilities. In 2020, the City converted a 40-unit motel into a temporary interim housing project, currently serving approximately 60 highly vulnerable unhoused individuals. In 2023, the City acquired a second motel for a temporary expansion of the program. Program participants receive case management, housing navigation and other supportive services. In 2024, City Council approved the purchase of two more motels that will provide a long-term homeless emergency housing solution.

In 2025, the City acquired a fifth motel site to further expand services and to assist with transitioning program participants from the original two temporary sites. During 2026-2030, the City will use CDBG funding to complete rehabilitation work for the health and safety of program participants and to ensure longer-term viability of the properties.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

As noted above, the City’s Community Outreach and Support team provides outreach and case management for persons that are in crisis, suffering from mental illness or substance abuse disorders, or experiencing homelessness or other conditions. The team conducts intake assessments, provides referrals to needed services, provides case management, and assists individuals, families and unaccompanied youth to locate interim and permanent housing situations. In addition, the City provides funding for case management for formerly homeless residents living in the 85-unit Permanent Supportive Housing project (PSH) on West Capitol Avenue. The City uses CDBG funding to provide ongoing case management services to persons that have exited homelessness, but need continued support to maintain housing stability.

In November of 2016, residents of West Sacramento passed Measure E, enacting a 1/4 percent transactions and use tax (sales tax) raising funds for general governmental purposes. This measure funds, among other things, city services and initiatives aimed at reducing homelessness and its community impacts, in addition to improving educational and career opportunities for youth.

Help low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs.
1658
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 147 The City provided financial assistance to Mercy Housing for the development of 86 units of permanent supportive housing. The City will use CDBG and other funding sources to subsidize case management at the Mercy project and Community Outreach and Support team services.

These actions continue the City’s commitment to addressing homelessness. In 2012, the City provided HUD Neighborhood Stabilization Program (NSP) funds to Friends of the Mission to purchase and rehabilitate vacant single family and duplex homes to create 8 beds of permanent supportive housing for formerly homeless persons. Shores of Hope (formerly known as Broderick Christian Center) operates 11 units of interim housing in West Sacramento for youth transitioning out of foster care or who have been victims of trafficking. The City purchased, rehabilitated and donated the units to Shores of Hope in the 1990s.
1659
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 148 SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards.

Lead is a toxic metal that has been used in many products over time. Even in small amounts, lead can have harmful effects on the body, which may lead to lifelong learning, behavioral, reproductive, cardiovascular, and other health problems. While lead-based paint was banned in 1978, lead contamination may still be found in and around older homes. Lead poisoning is one of the most common environmental illnesses in California but is preventable with proper testing and abatement.

The City requires all construction assisted with CDBG or other federal housing funds to comply with HUD lead-based paint hazard reduction requirements. Over the years, the City has provided assistance to 227 lower-income homeowners through the Owner-Occupied Housing Rehabilitation Program. Homes of an age that places them at-risk of lead-based paint contamination were provided testing and abatement assistance. Currently, the City does not have funding for the program but is developing an owner-occupied housing accessibility improvement program. This program also will provide lead-based paint testing and assessment for at-risk units.

The City provides support and technical assistance to owners of affordable multifamily units seeking financing for rehabilitation of their properties. The City may apply for funding on behalf of affordable projects or may provide local funds when available. Lead-based paint testing and abatement are funded, when appropriate.

How are the actions listed above related to the extent of lead poisoning and hazards? The State of California Department of Public Health (CDPH) Childhood Lead Poisoning Program (CLPPB) states that lead poisoning is one of the most common and preventable environmental diseases in California children. Although there are no known safe levels of lead in children, the U.S. Centers for Disease Control and Prevention uses 3.5 microunits per deciliter (µg/dL) as the threshold for which children are identified as having elevated blood lead levels. The CLPPB reports the number of persons with elevated lead levels by County. Information specific to the City of West Sacramento is not available. The CLPPB estimates that in 2023, 3.92% of children under age 6 in Yolo County had a blood lead level exceeding 3.5 µg/dL. Testing has identified 646 children under age 6 in Yolo County with a blood lead level exceeding 3.5 µg/dL.

The ACS reports that there are 8,562 housing units in West Sacramento built before 1980. Units of this age are at risk of containing lead-based paint. Of these units, 2,955 are occupied by households with children under age 6. Children under age 6 are considered to be at highest risk of lead-based paint poisoning. The majority of child-occupied units are owner-occupied (62.8%).

As noted above, the City’s Owner-Occupied Housing Rehabilitation Program has assisted 227 1660
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 149 units, which ensures that these units are free of lead-based paint hazards. The City also assists with rehabilitation financing for aging affordable multifamily complexes.

How are the actions listed above integrated into housing policies and procedures? Implementation of HUD lead-based paint reduction requirements is included in the City's OwnerOccupied Housing Rehabilitation Program guidelines and the Multifamily Rental Rehabilitation Program guidelines. The City ensures that lead testing and abatement procedures are completed by qualified and certified individuals.
1661
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 150 SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families.

The City of West Sacramento takes a strong leadership role in the development of affordable housing choices for persons of all income levels and family types. As an active member of the Yolo County Homeless and Poverty Action Coalition (HPAC), the local Continuum of Care, the City supports non-profit, for-profit, governmental and faith-based organizations providing services to the neediest residents of the community. Affordable housing provides the stability that individuals and families need to increase earning potential and improve their way of life.

The West Sacramento Homerun program provides access to high-quality learning for children of all income levels and financial assistance for post-secondary education and training. The Summer STEPS program has been integrated into the Homerun and provides opportunities for youth to develop valuable workplace skills. The goal of the Homerun program is to prepare youth to enter adulthood with the skills needed to obtain meaningful employment, start new businesses and raise thriving families in West Sacramento.

The City’s Equitable Investment Strategy dedicates funding for inclusive economic development to support programs or projects which empower and create direct, near-term quality of life improvements for residents experiencing quality of life challenges, primarily within disadvantaged areas of the city in a meaningful and sustainable way. Examples include streets, sidewalk and transportation improvements; small business support programs; broadband access and affordability for all.

The City has purchased motel properties for emergency housing, including the Rodeway Inn and Flamingo motel initially, then adding the El Tejon, Pick Wick and Westwood motels. The newer motel acquisitions will support transitioning participants from the temporary Rodeway Inn and Flamingo motels to the new long-term sites. The City will provide case management and supportive services at these locations. In addition, support will be provided to the 85-unit Permanent Supportive Housing project (PSH) on West Capitol Avenue. Staff will partner with the County through the State’s Behavioral Health Bridge Housing (BHBH) Program to further expand bridge housing services and will continue to look for appropriate opportunities for property acquisition that both aids in homelessness support and future economic development How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The City’s efforts to reduce poverty under this plan are primarily focused on assisting low-income and vulnerable populations to achieve housing stability. 1662
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 151 Goal 1 – Provide Supportive Services for Homeless Persons Support the City’s Community Outreach and Support Division providing supportive services, referrals and case management for individuals and families in crisis and those experiencing unsheltered homelessness
Goal 2 – Expand Access to Low-Barrier Housing
Support the development and operation of low barrier housing targeted to persons experiencing or at risk of homelessness.

Goal 3 – Increase Affordable Housing Opportunities
Increase the number of units affordable to Extremely Low-, Very Low- and Low-Income households.

Goal 4 – Reduce Housing Discrimination and Evictions
Provide support for fair housing counseling, education and enforcement services to affirmatively further fair housing choice, strengthen compliance with fair housing laws and reduce the incidence of eviction in West Sacramento.

Goal 5 – Support Housing Stability for Persons Existing Homelessness Provide support for individuals and families existing homelessness through case management, housing navigation and supportive services leading to permanent housing placement and longterm stability. 1663
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 152 SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.

The City uses a web-based housing monitoring compliance software to ensure that affordable housing property managers follow all regulations regarding tenant income and rent calculation.

In addition, the City monitors all affordable units remotely each year and conducts on-site monitoring at least once every three years to verify data, inspect units for habitability and to educate property managers on affordable housing requirements.

All subrecipient agencies receiving CDBG funding are required to follow federal procurement procedures, including outreach to minority businesses. The City monitors all subrecipients at least once per year to verify compliance with all contract requirements and federal policies. The City follows a HUD-compliant procurement process for contractors paid with CDBG funds including outreach to minority businesses.

All programs or projects funded with CDBG funds are required to collect beneficiary data meeting HUD requirements, which is entered into the HUD Integrated Disbursement and Information System (IDIS) reporting system in compliance with the Consolidated Plan. 1664
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 153 2026-2027 Annual Action Plan
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The 2026-2027 Annual Action Plan guides the use of the City’s annual allocation of CDBG funding received from HUD. HUD informed the City that its allocation amount for fiscal year 2026-2027 is $517,683. In addition to the annual federal Entitlement award, the City estimates receiving $30,000 of program income from CDBG funded activities completed in previous years that will be received and available for use in 2026-2027.

Anticipated Resources
Program Source Expected Amount Available Year 1
of Funds
Eligible Uses of
Funds Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total
Expected
Amount
Available
Remainder of
Con Plan
Narrative Description
CDBG PublicfederalAcquisition,
Admin and
Planning,
Economic
Development,
Housing,
Public
Improvements,
Public Services
$517,683 $30,000 $0 $547,683 $2,000,000 HUD Allocation of $517,683 is based on
FY 2025-2026 award.

Program Income
received in FY 2026-
2027 is estimated to be
$30,000. The City has
no unallocated prior
year CDBG Resources.

Table 59 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.
1665
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 154 The CDBG program does not require matching funds. However, the City of West Sacramento strives to leverage federal funding with State, local and private sources. As noted above, the City also has State CalHome program income of $433,182 and $3,079,126 of local funds in the Housing Trust Fund. It is anticipated that much of this money will be used towards the development of affordable housing at West Gateway Place Phase 2. The City leverages CDBG funds for homeless services and case management with local funds including General Fund, Measure N and Measure E. The City-owned emergency/interim housing program receives acquisition and operations funding from the Yolo County Behavioral Health Bridge Housing (BHBH) Program from Yolo County.

In recent years, the City has used State of California Project Homekey funds for the purchase and conversion of motel properties into interim housing for homeless persons. The City provided land for the Mercy Housing 86- unit permanent supportive housing project, in addition to local Housing Trust Funds and CDBG funds in support of the development. The City assisted with applications for a State of California No Place Like Home grant, and private foundation donations from Sutter Health and Partnership Health Plan of California.

The project also receive 40 project-based vouchers from the Yolo County Housing Authority to ensure that rents are affordable to persons at the lowest income levels.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

Publicly Owned Land
In 2008, the City sold a parcel of land to the developer of West Gateway Place Phase 1 for the development of 77 units of affordable housing. The City provided CDBG funds for offsite infrastructure, in addition to City Housing Trust Fund and State Affordable Housing and Sustainable Communities (AHSC) funding to cover a portion of the construction cost. The City sold an adjacent parcel set aside for development of Phase 2 which is currently under construction and anticipated to be completed in 2026. The City provided HOME Program Income and Housing Trust Funds to support the development of Phase 2. In late 2025, the City approved $3 million in Housing Trust Funds to support a 37 unit affordable housing development in the Washington district. This project will serve vulnerable populations including individuals with disabilities, veterans at-risk of homelessness and extremely low-income families.

In December 2020, the City initiated the Homeless Emergency Housing Program with the acquisition of a 40-unit motel to provide non-congregate interim housing for individuals experiencing homelessness in response to the COVID-19 pandemic. The initial site was anticipated to operate for a five-year period, which is now approaching completion. Since that time, the City has expanded the 1666
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 155 program through the acquisition of several additional motel properties to increase interim housing capacity and support the transition of program participants from earlier sites scheduled to terminate in early 2026.

To date, the City has utilized a combination of CDBG, State, and local funds to acquire multiple motel properties that have been converted for use as interim shelter. The goal of the program is to provide safe, non-congregate housing paired with supportive services to assist residents in transitioning to permanent housing. Several of the acquired properties required varying levels of rehabilitation to ensure long-term use and to meet health and safety standards, including electrical upgrades, roof repairs, HVAC replacements, exterior improvements, and other safety enhancements.

Remaining City owned parcels are not appropriate for residential or facility development due to location, size constraints or contamination issues. However, the City will continue to seek usable sites when available.

Privately Owned Land
As a component of the 2021-2029 West Sacramento Housing Element, the City maintains an inventory of land that is suitable for residential development, including vacant sites and sites having the potential for redevelopment. Zoning and infrastructure on the sites are analyzed to ensure that housing development is feasible during the eight-year planning period.

Based on the State of California Department of General Services Excess Sites for Affordable Housing website, there are no State-owned excess sites available for affordable housing development in West Sacramento.

Discussion
The City's federal Entitlement CDBG funds are only a portion of total funding allocated to serving the needs of low-income residents and neighborhoods. CDBG funds are allocated to projects where the funding can be used most efficiently, while more flexible funding sources are dedicated to other critical housing, services and infrastructure needs. 1667
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 156 Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Goal
Number
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
Provide Supportive
Services for Homeless
Persons
2026 2027 Homeless Services for
Unsheltered
Homeless
Persons
CDBG:
$40,500.00
Public service activities
other than Low/Moderate
Income Housing Benefit:
50 Persons Assisted
1 Goal Description Provision of supportive services as a key component of any program targeted to helping persons experiencing homelessness move toward housing stability Expand Access to Low
Barrier Housing
2026 2027 Affordable
Housing
Homeless
Non-Homeless
Special Needs
Services for
Unsheltered
Homeless
Persons
Expand
Availability of
Low Barrier
Housing
CDBG:
$385,118.00
Overnight/Emergency
Shelter/Transitional
Housing Beds added:
19 Beds
2 Goal Description Ensure long-term viability of emergency/interim housing targeted to persons at-risk of or exiting homelessness.
1668
2026-2030 Consolidated Plan CITY OF WEST SACRAMENTO 157 Goal
Number
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
Housing Stability for
Persons Exiting
Homelessness
2026 2027 Affordable
Housing
Homeless
Supportive
Services for
Formerly
Homeless
Persons
CDBG:
$41,449.00
Public service activities
other than Low/Moderate
Income Housing Benefit:
50 Persons Assisted
3 Goal Description Provision of ongoing supportive services to encourage successful transition from homelessness to housing stability.
4 Reduce Housing
Discrimination and
Evictions
2026 2027 Affordable
Housing
NonHomeless
Special Needs
Fair Housing
Education and
Enforcement
CDBG:
$0
Prior year
CDBG funds
will be used
for this
activity.