Agenda packet — West Sacramento City Council, June 17, 2026 (part 6 of 8)

3. Assistant City Manager – Administrative Services Job Classification Description

4. Assistant City Manager – Community Services Job Classification Description

5. Fire Battalion Chief Job Classification Description

6. Water Treatment Plant Superintendent Job Classification Description

7. Program Technician I/II Job Classification Description 816

CITY OF WEST SACRAMENTO

SEWER SUPERVISOR
DEFINITION: The Sewer Supervisor performs a variety of tasks including laying out, assigning, supervising, and participating in the work of crews engaged in the construction, maintenance, inspection, and repair of the municipal wastewater collection system, including sewer mains, laterals, manholes, pumps, force mains, and related appurtenances. The position ensures regulatory compliance, safe work practices, system reliability, and effective customer service while providing leadership and technical guidance to assigned staff. The Sewer Supervisor is an “at will” position and is appointed by and sits at the pleasure of the City Manager.

SUPERVISION RECEIVED AND EXERCISED: The Sewer Supervisor receives general direction from the Utilities Maintenance Superintendent or designee. Exercises direct and indirect supervision over wastewater field operations staff, including assigning work, providing training, and evaluating performance.

CLASS CHARACTERISTICS: This is a supervisory classification responsible for overseeing day-to-day field operations of the wastewater collection system within the Public Works, Operations & Maintenance Department. The position is distinguished by its responsibility for coordinating daily work activities, supervising personnel, ensuring adherence to safety and regulatory requirements, and responding to emergency situations. The Sewer Supervisor is expected to work independently and exercise sound judgment in decision-making.

EXAMPLES OF ESSENTIAL FUNCTIONS: 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.  Layout, assign, supervise, and participate in the construction, relocation, maintenance, and repair of sewer mains, laterals, manholes, lift stations, pumps, valves, force mains, and related appurtenances.
 Supervise CCTV inspection, cleaning, root control, rehabilitation, and overflow response activities.
 Estimate quantities and order materials, equipment, and supplies; oversee acquisition and purchasing as needed.
 Maintain work time, equipment, and material records; prepare reports of work performed.  Inspect work in progress; assist crews in resolving difficult problems; instruct staff in proper techniques and safe equipment use.
 Ensure compliance with Federal, State, and local regulatory, safety, certification, and training requirements including Cal/OSHA, CWEA, and confined space standards.  Coordinate work with contractors to ensure proper size, location, and placement of sewer connections.
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CITY OF WEST SACRAMENTO
Sewer Supervisor (Continued)
2  Respond to and investigate customer complaints and service requests related to wastewater operations.
 Coordinate work with other utilities, divisions, and agencies.  Assist in locating underground utilities and appurtenances.  Assist in budget preparation and administration for sewer operations.  Determine jurisdictional limits of responsibility in field operations.  Supervises, trains, and evaluates assigned personnel, providing guidance and disciplinary action as needed.
 Implement emergency response plans and coordinate with Police, Fire, and regulatory agencies during sewer overflows or hazardous conditions.  Respond to hazardous materials calls for the division as assigned.  Maintain compliance documentation and regulatory reports.  Perform related duties as assigned.

QUALIFICATIONS:

Knowledge of: Wastewater collection system construction, maintenance, and repair methods; Sewer system locations and characteristics; operation and maintenance of wastewater pump stations; Occupational health and safety standards, confined space entry, and hazardous materials handling; Principles of plumbing, hydraulics, and incident command systems; emergency response procedures; Principles of supervision, training, and performance evaluation; CMMS and computer systems for recordkeeping and reporting.

Skill in: Planning, supervising, and inspecting field operations; Interpreting plans, specifications, and work orders; Estimating costs and determining staffing and equipment needs; Maintaining accurate records and preparing reports; Working effectively with customers, contractors, and staff; Performing under emergency conditions; Recognizing confined spaces and applying traffic control techniques safely.

EDUCATION AND EXPERIENCE:

Education: High school diploma or equivalent required. Coursework or certifications in public works management, construction technology, or a related field is desirable.

Experience: Five (5) years of experience in municipal wastewater collection system operations, or a related field, including at least two (2) years in a supervisory or lead role.

LICENSES AND CERTIFICATIONS:

Possession of a valid Class A California Commercial Driver’s License (CDL) with appropriate endorsements or the ability to obtain one within six (6) months of hire. Possession and maintenance of a Collection System Maintenance Grade II Certificate or higher issued by the California Water Environment Association (CWEA). Possession and maintenance of a Collection System Maintenance Grade III Certificate or higher issued by the California Water Environment Association (CWEA) within twelve (12) months of appointment. 818

CITY OF WEST SACRAMENTO
Sewer Supervisor (Continued)
3 WORKING CONDITIONS:

Work is primarily performed outdoors in varying weather conditions. May be required to work extended hours, including evenings, weekends, and holidays, especially during emergency responses. Exposure to hazards such as heavy machinery, traffic, dust, noise, and hazardous materials. May be subject to response by phone and in person in the event of utility emergencies and citywide emergency response events.

PHYSICAL DEMANDS:

Mobility to work in a standard office or construction environment, use standard office equipment and attend off-site meetings. On an intermittent basis, sit at a desk for long periods of time; intermittently walk, stand, bend, squat, twist, and reach while performing office duties; mobility to occasionally traverse uneven terrain, periodically standing, stooping, bending, climbing and kneeling to perform inspections; on occasion may be required to work in exposure to inclement weather. Manual dexterity to use standard office equipment and supplies and small tools and to manipulate both single sheets of paper and large document holders (manuals, binders, etc.); vision to read handwritten and printed material and a computer screen; hearing and speech to communicate in person and by telephone; ability to lift and carry items weighing up to 50 pounds such as files, manuals, or small tools and equipment for distances up to 50 feet.

ENVIRONMENTAL ELEMENTS:

Employees partially work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances; and partially work in the field and are occasionally exposed to wastewater, odors, loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confined workspaces, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

Adopted: 6/17/2026
Revised:

Maintenance Update:

Title Change:

Job Category: Administrators/Managers
Employee Group: Management
Bargaining Unit: N/A
At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
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CITY OF WEST SACRAMENTO

WATER DISTRIBUTION SUPERVISOR
DEFINITION: The Water Distribution Supervisor plans, organizes, assigns, supervises, and participates in the activities of the Water Distribution Division, including the maintenance, repair, inspection, and construction of the municipal water distribution system. This includes water mains, service laterals, hydrants, valves, meters, pumps, pressure regulating devices, and related appurtenances. The position ensures regulatory compliance, safe work practices, water quality protection, and system reliability while providing leadership and technical guidance to assigned staff. The Water Distribution Supervisor is an “at will” position and is appointed by and sits at the pleasure of the City Manager.

SUPERVISION RECEIVED AND EXERCISED: The Water Distribution Supervisor receives general direction from the Water Treatment Plant Superintendent or designee. Exercises direct and indirect supervision over water distribution field operations staff, including assigning work, providing training, and evaluating performance.

CLASS CHARACTERISTICS: This is a supervisory classification responsible for overseeing day-to-day operations of the water distribution system within the Public Works, Operations & Maintenance Department. The position is distinguished by its responsibility for coordinating daily work activities, supervising personnel, ensuring adherence to safety and regulatory requirements, and responding to emergency situations. The Water Distribution Supervisor is expected to work independently and exercise sound judgment in decision-making.

EXAMPLES OF ESSENTIAL FUNCTIONS: 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.  Layout, assign, supervise, and participate in the construction, relocation, maintenance, and repair of water mains, service laterals, hydrants, valves, meters, pumps, pressure regulating devices, and related appurtenances.
 Supervise leak detection, main break repairs, valve exercising, hydrant flushing, meter installations, and system testing.
 Estimate quantities and order materials, equipment, and supplies; oversee acquisition and purchasing as needed.
 Maintain work time, equipment, and material records; prepare reports of work performed.  Inspect work in progress; assist crews in resolving difficult problems; instruct staff in proper techniques and safe equipment use.
 Ensure compliance with Federal, State, and local regulatory, safety, certification, and training requirements including Cal/OSHA, State Water Resources Control Board (SWRCB), and American Water Works Association (AWWA) standards.
 Coordinate work with contractors to ensure proper size, location, and placement of water service connections.
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CITY OF WEST SACRAMENTO
Water Distribution Supervisor (Continued)
2  Respond to and investigate customer complaints and service requests related to water distribution operations.
 Coordinate work with other utilities, divisions, and agencies.  Assist in locating underground utilities and appurtenances.  Assist in budget preparation and administration for water distribution operations.  Determine jurisdictional limits of responsibility in field operations.  Supervises, trains, and evaluates assigned personnel, providing guidance and disciplinary action as needed. Implement emergency response plans and coordinate with Police, Fire, and regulatory agencies during major main breaks, service outages, or water quality incidents.
 Maintain compliance documentation and regulatory reports.  Perform related duties as assigned.

QUALIFICATIONS:

Knowledge of: Water distribution system construction, maintenance, and repair methods; System hydraulics, water quality protection, and regulatory compliance requirements; Occupational health and safety standards and confined space entry procedures; Principles of plumbing and hydraulics; Principles of supervision, training, and performance evaluation.

Skill in: Supervising, training, and evaluating staff; Planning, scheduling, and inspecting field work; Interpreting plans, specifications, and work orders; Communicating clearly and concisely; Establishing and maintaining effective working relationships.

EDUCATION AND EXPERIENCE:

Education: High school diploma or equivalent required. Coursework or certifications in public works management, construction technology, or a related field is desirable.

Experience: Five (5) years of experience in municipal water distribution system operations, or a related field, including at least two (2) years in a supervisory or lead role.

LICENSES AND CERTIFICATIONS:

Possession of a valid Class A California Commercial Driver’s License (CDL) with appropriate endorsements or the ability to obtain one within six (6) months of hire. Possession and maintenance of a Water Distribution Operator Grade D2 Certificate or higher issued by the State of California Water Resources Control Board. Possession and maintenance of a Water Distribution Operator Grade D3 Certificate or higher issued by the State of California Water Resources Control Board within twelve (12) months of appointment.

WORKING CONDITIONS:

CITY OF WEST SACRAMENTO
Water Distribution Supervisor (Continued)
3 materials. May be subject to response by phone and in person in the event of utility emergencies and citywide emergency response events.

PHYSICAL DEMANDS:

ENVIRONMENTAL ELEMENTS:

Employees partially work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances; and partially work in the field and are occasionally exposed to water, odors, loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confined workspaces, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

Adopted: 6/17/2026
Revised:

Maintenance Update:

Title Change:

Job Category: Administrators/Managers
Employee Group: Management
Bargaining Unit: N/A
At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
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CITY OF WEST SACRAMENTO
ASSISTANT CITY MANAGER – ADMINISTRATIVE SERVICES
DEFINITION: The Assistant City Manager – Administrative Services coordinates and administers major staff support programs, undertakes special projects as assigned, and performs a wide variety of miscellaneous administrative duties. The Assistant City Manager – Administrative Services is responsible for managing the activities of the City Clerk, Deputy City Manager, Administrative Support, Human Resources, Information Technology, West Sacramento Home Run and Community Relations Divisions of the City Manager’s Office, the Finance Department, represents the city on various boards, and assists in the coordination of the annual budget. The Assistant City Manager – Administrative Services is an at-will position that is appointed by and sits at the pleasure of the City Manager.

SUPERVISION RECEIVED AND EXERCISED: Receives administrative direction from the City Manager. Exercises direct supervision over executive management, management, professional, paraprofessional, technical and/or clerical staff.professional, technical, administrative and supervisory staff.

CLASS CHARACTERISTICS: The Assistant City Manager – Administrative Services provides operational oversight for the City Manager’s Office (which includes the City Clerk, Deputy City Manager, Human Resources, Information Technology, West Sacramento Home Run and Community Relations) and the Finance Department. In addition to providing designated staff and policy assistance to the City Manager in assigned administrative areas, this position class has administrative responsibility for policy development and program planning and implementation with citywide implications. The incumbent is responsible for accomplishing administrative goals and objectives and/or furthering city goals and objectives within general policy guidelines. This class is distinguished from the City Manager in that the latter has full administrative responsibility for city operations and functions. The Assistant City Manager will run the City Manager’s Office (which includes the City Clerk, Deputy City Manager, Human Resources and Community Relations).

CITY OF WEST SACRAMENTO
Assistant City Manager – Administrative Services (Continued) 2  Directs the selection, development, evaluation, and discipline of department staff.  Assists the City Manager in developing recommendations on a wide variety of municipal programs and issues.
 Develops programs, policies and plans related to all facets of city government.  Assists with the coordination of the annual budget process.  Develops and ensures that city policies, procedures and rules are followed.  Coordinates the city’s self-insurance programs.
 Supervises the City Clerk, Deputy City Manager Human Resources, Community Relations and Administrative Support functions of the City Manager’s Office.  Assists the City Manager in developing recommendations on a wide variety of municipal programs and issues.
 Prepares reports and correspondence for the City Manager, City Council or outside agencies as required.
 Attends City Council meetings.
 Plans, directs and oversees recruitment and testing, classification and compensation, equal employment opportunity, employee health and welfare benefits and employee recognition programs.
 May serve as the chief spokesperson in collective bargaining and administers memoranda of understanding after agreements are reached.
 Interprets and applies relevant laws, policies, and rules of the City personnel system.  Ensures compliance with the City’s Equal Employment Opportunity/Federal Affirmative Action Policy and Harassment Prevention Policy.
 Develops and implements employee relations policies and practices to improve and enhance City and departmental operations and communications.
 Oversees the maintenance of personnel records.
 Provides staff assistance to the City Manager, City Council, commissions and committees.  May oversee and monitor contracts or franchise agreements.  Prepares or directs the preparation of reports, memoranda, correspondence, studies, research and special projects.
 Performs such additional duties as requested by the City Manager and as directed by other City Ordinances.
 Represents the City Manager at various meetings or other functions.  Acts in the place of the City Manager in the event of theirhis/her absence.

QUALIFICATIONS:

Knowledge of: Scope and function of local government; the principles of public administration; research methods and report preparation; principles and practices of personnel administration; budget and fiscal management.

Skill in: Coordinating and directing city programs in a focused manner; preparing comprehensive staff reports; recommending and adopting effective courses of action; and establishing and maintaining effective working relationships with city officials, employees and the general public.

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:
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CITY OF WEST SACRAMENTO
Assistant City Manager – Administrative Services (Continued) 3 Education: A Bachelor’s Degree from an accredited college or university with major work in public or business administration or related field. Masters Degree is highly desireable.

Experience: Seven (7) years of experience in administrative staff work, at least three (3) of which must include supervisory experience and be at the municipal or local government level.

A Master’s Degree in public or business administration or related field may be substituted for one (1) year of the required experience.

LICENSES AND CERTIFICATES: Possession of a valid California driver’s license.

WORKING CONDITIONS: Serves as staff to City Council, boards and commissions and will be required to attend off-hour meetings.

PHYSICAL DEMANDS: Mobility to work in a standard office environment, use standard office equipment and attend off-site meetings. On an intermittent basis, sit at a desk for long periods of time; intermittently walk, stand, bend, squat, twist, and reach while performing office duties.

Manual dexterity to use standard office equipment and supplies and to manipulate both single sheets of paper and large document holders (manuals, binders, etc.); vision to read handwritten and printed material and a computer screen; hearing and speech to communicate in person and by telephone; ability to lift and carry items weighing up to 25 pounds such as files, manuals, or equipment for distances up to 50 feet.

ENVIRONMENTAL ELEMENTS: Employees work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing department guidelines, policies and procedures.

Adopted: 06/15/1988
Revised: 08/18/1993; 08/12/2011; 10/06/2017; 12/13/2017; 06/17/2026
Maintenance Update:

Title Change:10/06/2017; 12/13/2017; 06/17/2026
Job Category: Administrators/Managers
Employee Group: Executive Management
Bargaining Unit: Department HeadsN/A
At-Will:  Yes •No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
825

CITY OF WEST SACRAMENTO
ASSISTANT CITY MANAGER – COMMUNITY SERVICES
DEFINITION: The Assistant City Manager – Community Services coordinates and administers major staff support programs, undertakes special projects as assigned, and performs a wide variety of miscellaneous administrative duties. The Assistant City Manager – Community Services is responsible for managing the activities of Capital Projects, Community Development, Economic Development & Housing, Parks & Recreation, and Public Works Operations & Maintenance Departments and assists in the coordination of the annual budget.The Assistant City Manager – Community Services is an at-will position that is appointed by and sits at the pleasure of the City Manager.

SUPERVISION RECEIVED AND EXERCISED: Receives administrative direction from the City Manager. Exercises direct supervision over department heads, executive management, management, professional, paraprofessional, technical and/or clerical staff.

CLASS CHARACTERISTICS: The Assistant City Manager – Community Services provides leadership and operational oversight for the Capital Projects, Community Development, Economic Development & Housing, Parks & Recreation, and Public Works Operations & Maintenance Departments. In addition to providing designated staff and policy assistance to the City Manager in assigned areas, the incumbent is responsible for policy development and program planning and implementation as well as accomplishing administrative goals and objectives and/or furthering city goals and objectives within general policy guidelines for the assigned areas.

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.
 Plans, organizes, assigns, and directs the activities, operations, projects, and programs of the Capital Projects, Community Development, Economic Development & Housing, Parks & Recreation, and Public Works Operations & Maintenance Departments.  Oversees planning, design, construction, and delivery of the City’s capital improvement program.
 Prepares reports and correspondence for the City Council or outside agencies as required.  Attends City Council meetings.
 Leads cross-departmental collaboration to align planning, capital delivery, maintenance, housing, recreation, and economic development functions.  Establishes, implements, and evaluates departmental goals, priorities, procedures, and policies.
 Provides staff assistance to the City Manager, City Council, commissions and committees.  Represents the City to outside groups and organizations.  Coordinates department activities with those of other departments and outside agencies.  Directs the preparation, justification, and administration of the department budget and work plan.
 Directs the selection, development, evaluation, and discipline of department staff.  Prepares or directs the preparation of reports, memoranda, correspondence, studies, research and special projects.
 Performs such additional duties as requested by the City Manager and as directed by other City Ordinances.
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CITY OF WEST SACRAMENTO
Assistant City Manager - Community Services (Continued) 2 QUALIFICATIONS:

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: A Bachelor’s Degree from an accredited college or university with major in public or business administration or related field. A Master’s Degree is highly desirable.

Experience: Seven (7) years of experience in administrative staff work, at least three (3) of which must include supervisory experience and be at the municipal or local government level.

A Master’s Degree in public or business administration or related field may be substituted for one (1) year of the required experience.

LICENSES AND CERTIFICATES: Possession of a valid California driver’s license.

WORKING CONDITIONS: Serves as staff to City Council, board and commissions, and will be required to attend off-hour meetings.

Adopted: 06/17/2026
Revised:

Maintenance Update:

Title Change:

Job Category: Administrators / Managers
Employee Group: Execument Management
Bargaining Unit: N/A
At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
827

CITY OF WEST SACRAMENTO

FIRE BATTALION CHIEF
DEFINITION: The Fire Battalion Chief plans and supervises the activities of firefighting personnel and is assigned to a battalion shift or functional program area within the Fire Department, including administration, fire suppression, fire prevention, training, emergency management, or other specialized programs, including the supervision and deployment of personnel and resources consistent with the assigned function.The Fire Battalion Chief plans and supervises the activities of firefighting personnel on one of three shifts in the Operations Division including the general supervision and deployment of personnel and equipment. The Fire Battalion Chief is responsible for the operation, care and maintenance of station facilities, apparatus and equipment and other assets of the City. The Fire Battalion Chief may provide professional and technical staff assistance to the Fire Chief and/or Fire Division Chief(s)Deputy Chief.

SUPERVISION RECEIVED AND EXERCISED: Receives direction from the Fire Chief or Deputy ChiefFire Division Chief(s). Exercises direct supervision over sworn firefighting staff and/or assigned personnel.assigned to his/her shift.

CLASS CHARACTERISTICS: This classification acts as a Chief Officer, responsible for directing the day-to-day activities of an assigned battalion shift or functional program areaactivities of a shift in the Operations Division. This classification may conduct staff studies and research projects, and participates as a member of the Fire Department’s management team.

Incumbents may be assigned to either a 56-hour shift schedule with primary responsibility for emergency response operations, or a 40-hour administrative schedule with primary responsibility for a functional program area such as fire prevention, training, emergency preparedness, or other specialized assignments, based on organizational needs.

Assignments are distinct, and incumbents are responsible for the primary duties associated with their assigned function.

This classification is assigned to work forty-eight (48) hour tours aligned with the existing schedule of one of three shifts or may be assigned to work a forty (40) hour work week.

CITY OF WEST SACRAMENTO
Fire Battalion Chief (Continued)
2  Plans, organizes, assigns, directs, trains, supervises, reviews, and evaluates assigned suppression personnel.evaluates assigned personnel within the shift or functional program area.
 Recommends and implements policies and procedures.
 Assists in establishing work standards.
 Plans, develops, evaluates and implements a variety of department activities.  Assigns personnel on a daily, weekly, or monthly basis to ensure service levels.  Assists in department budget preparation and administration.  Responds to emergency situations and determines appropriate equipment necessary for situations.
 Directs fire suppression, hazardous materials, rescue or similar emergency activities unless relieved by a higher ranking officer.
 Performs research and makes recommendations regarding capital purchases for facility and equipment improvements.
 Supervises the maintenance, testing, inspection, and care of equipment and property.  Evaluates performance of subordinates and takes or recommends appropriate disciplinary actions.
 Participates in interviewing and selecting candidates for Fire Department positions.  Activates the Emergency Operations Center (EOC) when appropriate.  Keeps detailed record and prepares reports.
 Assists in development and implementation of policies and procedures relating to Fire Department activities.
 Interprets City policies and procedures to employees and is responsible for the morale, development, and productivity of assigned personnel.
 Represents the City in the community and coordinates department activities with other City departments and outside agencies.
 Serves in higher-level command or administrative roles as assigned.Serves as Fire Division Chief as assigned or required.

When Assigned to Operations (Shift or Training Assignment):
 Directs fire suppression, rescue, hazardous materials, and emergency medical operations.  Supervises shift personnel, station operations, and deployment of resources.  Serves as Incident Commander or in other Incident Command System roles.  When assigned to 40-hour administrative operations training assignment, coordinates and supports Department training functions, including shift training, multi-company drills, training records, operational readiness training, promotional testing processes, acting-rank development, probationary employee training, and ensures consistency of training delivery across shifts.

When Assigned to Fire Prevention (Fire Marshal Assignment):
 Develops, plans, organizes, implements, and supervises comprehensive fire prevention, code enforcement, community risk reduction, public education, community outreach, and weed abatement programs.
 Interprets, enforces, and recommends updates to applicable fire, building, and hazardous materials codes, ordinances, and regulations.
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CITY OF WEST SACRAMENTO
Fire Battalion Chief (Continued)
3  Directs, conducts, and oversees fire cause and origin investigations, including coordination with law enforcement and regulatory agencies.
 Oversees plan review and inspection activities to ensure compliance with applicable codes and regulations.
 Plans, organizes, implements, and supervises hazardous materials inspection and regulatory compliance programs.
 Provides technical guidance to developers, contractors, and partner agencies.  Represents the Department in development review, regulatory processes, and public engagement.
 Supports emergency management planning, including updates to applicable emergency operations plans, and operates or provides technical oversight of the City’s Emergency Operations Center.

QUALIFICATIONS:

Knowledge of: The Incident Command system and the management and deployment of resources in large scale incidents; modern principles, practices, and procedures of fire suppression and prevention; operation and maintenance of fire and first aid apparatus and equipment; principles and techniques of fire cause and arson investigation; modern administrative and management techniques and principles of supervision and training; management of hazardous materials emergencies; Federal, state and local fire and hazardous materials codes and laws and the techniques of inspection and enforcement; mechanical, chemical, and related characteristics of a wide variety of flammable and explosive materials and objects; labor relations practices and procedures; principles, practices, and procedures related to disaster preparedness and emergency education. Principles and practices related to community risk reduction, regulatory compliance, and public safety education.

Skill in: Planning, organizing, directing and evaluating the work of others; conducting studies, analyzing problems and making effective recommendations; learning local geography and location of main hydrants and fire hazards; learning and understanding laws, rules, regulations, and ordinances of the City and departments; developing departmental policies and procedures; developing and mentoring subordinates to act in his/her absence; preparing training programs and lesson plans and instructing or facilitating classroom instruction; communicating effectively in both written and verbal form and making oral presentations before large and small groups; assisting in the preparation of department budget and development of goals and objectives; making sound judgments under emergency situations; operating personal computers and performing basic mathematics; providing effective leadership and maintaining a high degree of professionalism and accountability within the department; maintaining a service orientation in the delivery of fire department services; interpreting and enforcing City, department, state, and national laws, standards, regulations, policies and procedures; establishing and maintaining effective working relationships with other agencies, co-workers, and the public; reviewing injury, accident, and health exposure reports; identifying unsafe work environments and/or practices and taking appropriate actions to prevent reoccurrences. Interpreting and applying applicable laws, regulations, policies, standards, and procedures related to fire department operations and programs.
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CITY OF WEST SACRAMENTO
Fire Battalion Chief (Continued)
4 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:

Graduation from an accredited four (4) year college or university and three (3) years of full-time supervisory experience as a Fire Captainwith a municipal fire department in area of assignment (i.e., fire operations or fire prevention); OR completion of sixty (60) college semester units or ninety (90) quarter units from an accredited institution and four (4) years progressively responsiblefull-time supervisory experience with a municipal fire department in area of assignmentas a Fire Captain for the City of West Sacramento; OR a minimum of eight (8) years full-time supervisory experience with a municipal fire department in area of assignment.as an appointed Fire Captain for the City of West Sacramento
LICENSES AND CERTIFICATES: Possession and maintenance of a valid Class 3 Class C California driver’s license or higher; AND
When Assigned to Operations (Shift or Training Battalion Chief):
 pPossession and maintenance of Emergency Medical Technician (EMT) certification.  Possession and maintenance of Cardio-Pulmonary Resuscitation (CPR) certification.  Possession of a State Fire Officer and/or Company Officer certificate or completion of the West Sacramento Fire Department’s Acting Battalion Chief Program. Possession and maintenance of Emergency Medical Technician (EMT) and Cardio-Pulmonary Resuscitation (CPR) Certifications.

When Assigned to Fire Prevention (Fire Marshal Assignment):
 Proof of completion of coursework in the following California State Fire Marshal (CSFM) professional certification tracks at time of appointment is desirable, and is required within twelve (12) months of appointment:
o Plan Examiner
o Fire Inspector 1
o Fire Inspector 2
o Fire Investigator 1A, 1B, 1C (2023 curriculum) or Fire Investigation 1A & 1B (legacy curriculum)
o Emergency Management Concepts course (California Specialized Training Institute) WORKING CONDITIONS: Incumbents will be required to wear the appropriate Fire Department uniform. Incumbents will be assigned to a fifty-six (56) hour work week, but may be assigned to a forty (40) hour work week.

PHYSICAL DEMANDS: Must maintain stamina, strength, coordination and dexterity necessary for the performance of assigned duties and responsibilities including running, walking, crouching, or crawling on uneven or slippery surfaces; moving equipment and injured/deceased persons; climbing stairs/ladders; performing lifesaving and rescue procedures, and operating equipment and vehicles. Performance of duties requires sensory abilities of smell for distinguishing odors of potentially hazardous materials; hearing for distinguishing audible alarms; acute vision for making observations; and the ability to project a voice that can be heard in a noisy environment. 831

CITY OF WEST SACRAMENTO
Fire Battalion Chief (Continued)
5 ENVIRONMENTAL ELEMENTS: Performance of duties may involve exposure to environmental conditions such as smoke, heat, inclement weather, traffic hazards, communicable diseases, electrical currents, and hazardous materials.

Adopted: 11/02/2011
Revised: 10/08/2013; 10/24/2014; 06/17/2026
Maintenance Update:

Title Change:

Job Category: Protective Service Workers
Employee Group: N/A
Bargaining Unit: ManagementBattalion Chiefs' Association At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
832

CITY OF WEST SACRAMENTO

WATER TREATMENT PLANT SUPERINTENDENT
DEFINITION: The Water Treatment Plant Superintendent plans, organizes, and supervises the programs and activities of the City’s water treatment plants, water distribution system, storage reservoirs, and related facilities. This is an “at-will” position that is appointed by and sits at the pleasure of the City Manager.

SUPERVISION RECEIVED AND EXERCISED: Receives direction from the Director of Public Works, Operations & Maintenance or designee. Exercises direct supervision over professional, technical, and supervisory staff.

CLASS CHARACTERISTICS: This is a single, management level position. The incumbent reports to the Director of Public Works, Operations & Maintenance or designee and has the responsibility for providing daily supervision to professional, technical and supervisory staff.

QUALIFICATIONS:

Knowledge of: Materials, methods, practices, and equipment used in the operation and maintenance of water treatment and water distribution facilities; operational technical aspects of programmable controllers and computers; principles and objectives of water 833

CITY OF WEST SACRAMENTO
Water Treatment Plant Superintendent (Continued)
2 laboratory analysis; principles of supervision and effective management; and safe work practices.

Skill in: Planning, organizing, and supervising the operation of water treatment plants, water distribution systems, and associated and facilities; supervising laboratory tests; analyzing and interpreting results submitted by laboratories for state agencies; operating all water treatment plant equipment; operating and programming plant computer and controllers; supervising the preventative maintenance program; maintaining accurate records and preparing clear and concise reports; establishing and maintaining cooperative relationships with employees, public and private agencies, and the general public; providing and maintaining a professional working environment for employees; understanding and applying teamwork; dealing fairly and impartially with subordinates; maintaining effective audio-visual discrimination and perception needed for making observations, communicating with others, reading and writing, and operating assigned office equipment; maintaining mental capacity which allows the capability of making sound decisions.

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. A Bachelor’s Degree in engineering, applied sciences, public administration, business or related field is highly desirable.

Experience: Five (5) yeas of increasingly responsible experience in water treatment, including at least two (2) years in a supervisory capacity.

LICENSES AND CERTIFICATES: Possession of a valid Class “3” or “C” California driver license; possession of a valid Grade IV Water Treatment Plant Operator Certification;e possession of a valid with the ability to acquire a Grade V within eighteen (18) months of date of hire OR Grade V Water Treatment Plant Operator’s Certificatione as issued by the State of California Department of Public Health State Water Resources Control Board within eighteen (18) months of date of hire; possession of a Grade D43 or higher Water Distribution SystemOperator Certificatione as issued by the State of California Department of Public Health State Water Resources Control Board or the ability to acquire within eighteen (18) months of date of hire.

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

Travel to attend a variety of meetings. Shall serve as the City’s Chief Operator as stated in Title 22, Department of Public Health Drinking Water Program, Article I, 63750.25 and must be able to respond accordingly on a 24-hour basis.

PHYSICAL DEMANDS: Mobility to work in a standard office or water treatment plant environment; use standard office equipment and attend off-site meetings. On an intermittent basis, sit at a desk for long periods of time; intermittently walk, stand, bend, squat, twist, and reach while performing office duties; mobility to occasionally traverse 834

CITY OF WEST SACRAMENTO
Water Treatment Plant Superintendent (Continued)
3 uneven terrain, periodically standing, stooping, bending, climbing and kneeling to perform inspections; on occasion may be required to work in exposure to weather. Manual dexterity to use standard office equipment and supplies and small tools and to manipulate both single sheets of paper and large document holders (manuals, binders, etc.); vision to read handwritten and printed material and a computer screen; hearing and speech to communicate in person and by telephone; ability to lift and carry items weighing up to 25 pounds such as files, manuals, or small tools and equipment for distances up to 50 feet.

ENVIRONMENTAL ELEMENTS: Employees work in an office and water facilities environment with moderate noise levels and controlled temperature conditions; may work in confined spaces; may be exposed to hazardous materials and chemicals. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing department guidelines, policies and procedures.

Adopted: 04/06/1988
Revised: 10/03/1990; 08/19/1993; 12/13/1995; 04/22/2014; 06/17/2026
Maintenance Update: 09/01/2015
Title Change: 09/19/1990; 12/13/1995
Job Category: Administrators and Managers
Employee Group: Management
Bargaining Unit: N/AManagement
At-Will:  Yes  No
Form 700:  Yes  No
FLSA Status:  Non-Exempt  Exempt
835

CITY OF WEST SACRAMENTO

PROGRAM TECHNICIAN I/II
DEFINITION: The Program Technician I/II provides assistance to an assigned specialized city program or project. The Program Technician I/II assists with administering, monitoring, and/or implementing a program, process, or functional area specific to the area of assignment.

SUPERVISION RECEIVED AND EXERCISED: Receives general direction from the Department Head to which assigned or designee. No supervision of staff is exercised.

CLASS CHARACTERISTICS: This is an entry level classification that provides support to the professional staff of a City Department. Incumbents may be assigned to any department with the expectation that each assignment will require specialized knowledge of the program area and the laws, regulations, policies, and procedures relevant to that program. Incumbents may receive work direction from a variety of professional staff within the Department.

The Program Technician I is the entry-level class within the Program Technician series. This class is distinguished from the Program Technician II classification by the performance of the more routine tasks and duties assigned to positions within this series. Incumbents in this classification are not expected to perform with the same independence of direction and judgment on matters related to established procedures and guidelines as incumbents in the journey level classification. Upon recommendation of the Department Head and approval by the City Manager or designee, a Program Technician I may advance to the Program Technician II classification after performing the full range of duties of a Program Technician I for two (2) years, has demonstrated the abilities and competencies necessary to perform the full range of Program Technician II duties and has attained the minimum qualifications for Program Technician II position.

The Program Technician II is the full journey level class within the Program Technician series.

This class is distinguished from the Program Technician I by the assignment of the full range of duties. Incumbents in this classification receive only occasional instruction or assistance as new or unusual situations arise and they are fully aware of the operating procedures and policies.

CITY OF WEST SACRAMENTO
Program Technician I/II (Continued)
2  Represents the department in a variety of meetings pertaining to assigned programs, activities or projects.
 Works with and coordinates with other City departments, outside agencies and partners with respect to activities affecting their operation.
 Compiles data and assists in preparation of reports, documents, memoranda coorespondence and summaries for the Department, City Council, outside agencies, other departments, and other agencies as required.
 Performs administrative tasks associated with the operation of a collaborative program, such as taking minutes, filing, responding to email and phone requests, conducting program or project related outreach, preparing materials, and utilizing a variety of software applications (e.g Microsoft Excel, Word, Outlook, database software).  Performs other related duties and responsibilities as required.

QUALIFICATIONS:

Knowledge of: Operations, programs, services, activities, and resources of assigned program areas; city organization and functions; laws, rules, codes, and regulations governing department activities; principles and practices of fiscal, statistical, and administrative research, and report preparation; principles and practices of program development and administration; principles and practices of records management; methods and techniques involved in conducting administrative practices, methods and procedures; english usage, spelling, grammar and punctuation; modern office practices and technology including personal computer hardware and software; techniques for providing a high level of customer service and dealing effectively with the public, vendors, contractors and city staff.

Skill in: Analyzing problems, evaluating alternatives, and making sound recommendations related to department activities; analyzing department support needs and ensuring prompt and efficient delivery of service, materials, and supplies; interpreting, applying and ensuring program or project compliance with applicable federal, state and local policies, procedures, laws, regulations, codes and ordinances; preparing statistical reports; acquiring subject matter expertise in the functions and activities of the department to which assigned; preparing clear, concise and accurate reports, correspondence and other written materials; preparing clear and concise program documentation, reports, and other written materials; maintaining accurate and effective filing systems and records; organizing and prioritizing a variety of projects and assignments in an effective and efficient manner; organizing work, setting priorities, and meeting critical deadlines; exercising sound independent judgment within established guidelines; establishing, maintaining and fostering positive and harmonious working relationships with those contacted in the course of work; using computer technology and applications in the performance of daily activities; meeting the physical requirements necessary to safely and effectively perform the assigned duties.

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:
837

CITY OF WEST SACRAMENTO
Program Technician I/II (Continued)
3 Education: An Associate of Arts degree or higher from an accredited college or university, with major work in business administration, public administration or of the program to which assigned.

Experience: Program Technician I: One (1) year of professional paid experience. Program Technician II: Two (2) years of experience equivalent to a Program Technician I. Additional qualifying experience can substitute for the required education on a year-for-year basis. A Bachelors Degree with major coursework in a related field may be substituted for one (1) year of the experience requirement.

LICENSES AND CERTIFICATES: If assigned duties require driving, possession of a valid California driver's license.

PHYSICAL DEMANDS: The incumbent appointed to this class must be physically able to perform the duties of this position, including the mobility to work in a standard office setting and use standard office equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups and over the telephone; finger dexterity to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment; ability to bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information; occasionally lift and, carry reports and records that typically weigh less than 20 pounds.

ENVIRONMENTAL ELEMENTS: Incumbents work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances, and may interact with upset staff and/or public representatives in interpreting and enforcing departmental policies and procedures.

Adopted: 12/19/2018
Revised: 11/18/2025
Maintenance Update:

Title Change: 8/16/2023
Job Category: Paraprofessionals
Bargaining Unit: N/A
Employee Group: Specialist & Professionals
At-Will: Yes No
Form 700: Yes  No
FLSA Status:  Non-Exempt  Exempt
838

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 17, 2026 ITEM # 13
SUBJECT:

CONSIDERATION OF APPROVAL OF THE MINUTES OF THE MARCH 4, 2026, MARCH 18, 2026, APRIL 15, 2026, MAY 6, 2026, MAY 20, 2026, AND JUNE 3, 2026 REGULAR

MEETINGS OF THE WEST SACRAMENTO CITY COUNCIL, REDEVELOPMENT

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

OBJECTIVE
The objective of this report is to provide the City Council with the draft minutes of the March 4, 2026, March 18, 2026, April 15, 2026, May 6, 2026, May 20, 2026 and June 3, 2026 Regular Meetings of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council approve the minutes of the March 4, 2026, March 18, 2026, April 15, 2026, May 6, 2026, May 20, 2026 and June 3, 2026 Regular Meetings of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

BACKGROUND
N/A

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

ATTACHMENT(S)
1) Draft Minutes of the March 4, 2026 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority. 2) Draft Minutes of the March 18, 2026 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority. 3) Draft Minutes of the April 15, 2026 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority. 4) Draft Minutes of the May 6, 2026 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority. 5) Draft Minutes of the May 20, 2026 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority. 6) Draft Minutes of the June 3, 2026 Regular Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority. 839

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
MARCH 4, 2026 MINUTES
The meeting was called to order at 7:03 p.m.

Present
Mayor Martha Guerrero; Mayor Pro Tem Dawnte Early; Council Member Quirina Orozco; Council Member Norma Alcala; Council Member Verna Sulpizio Hull GENERAL ADMINISTRATION FUNCTION – PART I

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

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

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

PRESENTATIONS

2. City Manager's Office
PRESENTATION OF PROCLAMATION RECOGNIZING WOMEN’S HISTORY MONTH AND HONORING ARTISTS PARTICIPATING IN THE GALLERY 1075 MARCH EXHIBITION City Council presented a proclamation recognizing March 2026 as Women’s History Month.

CONSENT AGENDA
Approved the Consent Agenda.

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

3. Capital Projects

CONSIDERATION OF APPROVAL OF A CONSTRUCTION CONTRACT WITH PRO-EX CONSTRUCTION, INC. FOR CARPET REPLACEMENT AND REPAIR ASSOCIATED WITH THE CITY HALL SECOND FLOOR MAINTENANCE PROJECT (CIP 54031)
Found that approval of a construction contract with Pro-Ex Construction, Inc. is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(d) for existing facilities; awarded a contract for construction services to Pro-Ex Construction, Inc. in the amount not to exceed $65,104 for the City Hall Second Floor Maintenance Project; authorized the City Manager, or his designee, to execute a construction contract with Pro-Ex Construction, Inc. in the amount of $65,104; authorized the City Manager, or his designee, to make contract amendments up to 15% ($9,765) of the total contract value; delegated authority to the City 840
2 Manager, or his designee, to execute non-substantive changes or modifications to the professional services contract, with approval from the City Attorney; and delegated authority to the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

4. Community Development
CONSIDERATION OF RESOLUTION 26-19, ANNOUNCING THE CITY’S INTENTION TO VACATE A PUBLIC UTILITY EASEMENT LOCATED AT 905 SOULE STREET Adopted Resolution 26-19 declaring the City’s intent to vacate a public utility easement located at 905 Soule Street.

5. Economic Development & Housing

CONSIDERATION OF COMMITMENT OF HOME PROGRAM INCOME FUNDS TO WEST

SACRAMENTO LAKE WASHINGTON BOULEVARD LP TO SUPPORT THE LAKE WASHINGTON

APARTMENTS
Authorized the commitment of up to $1.4 million in HOME Program Income funds to West Sacramento Lake Washington Boulevard LP to support the Lake Washington Apartments consistent with the attached Term Sheet; authorized the City Attorney to make non-substantial changes if needed; and authorized the City Manager, or designee, to execute and deliver any and all documents, do any and all things, and take any and all actions that may be necessary or advisable, in his discretion, in order to complete the transactions described in the report.

6. City Manager's Office
CONSIDERATION OF APPROVAL OF THE MINUTES OF THE SEPTEMBER 17, 2025, OCTOBER 15, 2025, AND NOVEMBER 19, 2025 REGULAR MEETINGS OF THE WEST

SACRAMENTO CITY COUNCIL, REDEVELOPMENT SUCCESSOR AGENCY, AND WEST

SACRAMENTO FINANCING AUTHORITY
Approved the minutes of the September 17, 2025, October 15, 2025, and November 19, 2025 Regular Meetings of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

REGULAR AGENDA

7. Economic Development & Housing

PRESENTATION TO CONSIDER GOALS FOR FIVE-YEAR CONSOLIDATED PLAN AND TO ANNOUNCE THE AVAILABILITY OF 2026 COMMUNITY DEVELOPMENT BLOCK GRANT

FUNDING
Heard a staff presentation to consider the proposed goals for the CDBG 2026-2030 Five-Year Consolidated Plan, in addition to proposed activities for the upcoming 2026 Annual Action Plan, and provided feedback.

PUBLIC HEARINGS
None
GENERAL ADMINISTRATION FUNCTION – PART II

8. COUNCIL COMMUNICATIONS / ASSIGNMENTS
No reports.
841
3 9. PART II
A. Council Calendar
Mayor Guerrero announced a Women’s History Month event and Police Department open house scheduled for March 8.

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

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
None.

F. Adjourn
Adjourned at 8:04 p.m.

Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on June 17, 2026.

Jennifer Cusmir, City Clerk
842

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
MARCH 18, 2026 MINUTES
The meeting was called to order at 7:22 p.m..

Present
Mayor Pro Tem Dawnte Early; Council Member Norma Alcala; Council Member Verna Sulpizio Hull
Absent
Mayor Martha Guerrero; Council Member Quirina Orozco
GENERAL ADMINISTRATION FUNCTION – PART I
Mayor Pro Tem Sulpizio Hull called the meeting to order. Mayor Guerrero was absent at the beginning of the meeting and arrived later during the meeting.

Mayor Guerrero returned at 7:26 p.m.

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

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

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

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

PRESENTATIONS

2. City Manager's Office
PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL RECOGNIZING MARCH 2026

AS AMERICAN RED CROSS MONTH
City Council presented a proclamation recognizing March 2026 as American Red Cross Month in the City of West Sacramento.

CONSENT AGENDA
Approved the Consent Agenda.

MOTION: Alcala SECOND: Early
Roll Call Vote
YES: Early, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT: Guerrero, Orozco; RECUSED: (None); MOTION PASSED
843
2 Mayor Guerrero requested that it be included in the minutes that if she had been present she would have voted in the affirmative for approval of the Consent Agenda.

3. Capital Projects

CONSIDERATION OF APPROVAL OF THE PROJECT PLANS AND SPECIFICATIONS AND AWARD OF A CONSTRUCTION CONTRACT TO B&M CIVIL LLC dba B&M BUILDERS FOR THE 6TH STREET & CUMMINS WAY TRAFFIC SAFETY PROJECT (CIP 12023) Found that a Class 1 exemption under California Code of Regulations Title 14, Division 6, Chapter 3, Article 19, Section 15301 is the appropriate level of environmental review for CEQA for the construction of the 6th Street & Cummins Way Traffic Safety Project (CIP 12023); approved the Project Plans and Specifications for the 6th Street & Cummins Way Traffic Safety Project; awarded a construction contract to the lowest responsive, responsible bidder, B&M Civil LLC; delegated authority to the City Manager, or his designee, to execute a construction contract with B&M Civil LLC for an amount not to exceed $127,937.00; authorized the City Manager, or his designee, to execute non-substantive changes or modifications, amendments, change orders, agreements, and purchases up to 20% of the construction contract ($25,587.40) with approval from the City Attorney; and authorized the City Manager, or his designee, to extend the term of the construction contract with B&M Civil LLC, if necessary.

4. Capital Projects
CONSIDERATION OF AWARD OF CONTRACT TO ROBERT A. BOTHMAN CONSTRUCTION FOR BRYTE PARK MASTER PLAN IMPLEMENTATION PROJECT (CIP 62138) Found that the environmental impacts of awarding a construction contract to Robert A. Bothman Construction for the Bryte Park Master Plan Implementation Project (CIP 62138) are fully analyzed in the previously adopted Mitigated Negative Declaration adopted by the Council on October 5, 2016 and March 5, 2026 Addendum, and that the need for subsequent environmental review pursuant to Public Resources Code Section 21166 and State CEQA Guidelines Sections 15162 and 15164 is not triggered; awarded a construction contract to Robert A. Bothman Construction in the amount not to exceed $48,076,000 for the Bryte Park Master Plan Implementation Project (CIP 62138); authorized the City Manager, or his designee, to execute a contract with Robert A. Bothman Construction in the amount of $48,076,000; authorized the City Manager, or his designee, to approve change orders and contract amendments up to 20% ($9,615,200) of the total contract value; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

5. Economic Development & Housing
CONSIDERATION OF RESOLUTION 26-13 AUTHORIZING THE CITY TO ENTER INTO

AGREEMENTS TO RECEIVE AFFORDABLE HOUSING AND SUSTAINABLE COMMUNITIES

GRANT FUNDS, APPROVING THE SECOND AMENDMENT TO THE GRAND GATEWAY

EXCLUSIVE NEGOTIATION AGREEMENT, AND RELATED ACTIONS FOR THE GRAND

GATEWAY DEVELOPMENT
Adopted Resolution 26-13 authorizing the City of West Sacramento to enter into any and all necessary agreements with the California Housing and Community Development Department to receive Affordable Housing and Sustainable Communities Grant Program funds for select transportation improvements and housing programs; and authorized the City Manager, or designee, to approve the Second Amendment to the Grand Gateway Exclusive Negotiating Agreement consistent with the changes provided in the staff report.

6. Economic Development & Housing
CONSIDERATION OF RESOLUTION 26-22 AUTHORIZING APPLICATION FOR, AND RECEIPT

OF, PROHOUSING INCENTIVE PROGRAM FUNDS
844
3 Adopted Resolution 26-22 approving the submittal of an application for the Prohousing Incentive Program; and authorized the City Manager, or his designee, to execute and deliver the application and related documents and, if funded, execute a Standard Agreement, all amendments thereto, and any other related documents..

7. Parks & Recreation
CONSIDERATION OF RESOLUTION 26-1 AUTHORIZING THE ACCEPTANCE OF GRANT

FUNDING FROM THE OUTDOOR RECREATION LEGACY PARTNERSHIP PROGRAM FOR THE

BRYTE PARK IMPLEMENTATION PROJECT
Approved the acceptance of $15 million of grant funding from the Outdoor Recreation Legacy Partnership Program for the Bryte Park Master Plan Implementation Project; adopted Resolution 26-1 appropriating the $15 million ORLP grant funds and $604,178 from the Childcare Impact Fee Fund to CIP 62138; and authorized the City Manager to execute, on behalf of the City, any and all contracts and agreements necessary to satisfy the terms of the Outdoor Recreation Legacy Partnership Program grant.

8. Police
CONSIDERATION OF ACCEPTANCE OF THE FY 2024 HOMELAND SECURITY GRANT PROGRAM (HSGP) – URBAN AREA SECURITY INITIATIVE (UASI) SUBAWARD OF $21,241 FOR THE PURCHASE OF EOD EQUIPMENT AND ADOPTION OF RESOLUTION 26-14

ACCEPTING AND APPROPRIATING FUNDING FOR THE GRANT
Adopted Resolution 26-14 authorizing the acceptance of the FY 2024 Homeland Security Grant Program–Urban Area Security Initiative subaward for $21,241; and authorized the City Manager, or designee, to execute all grant-related documents, contracts, and purchase orders for the purchases related to the grant.

9. Police

CONSIDERATION OF POLICE DEPARTMENT MILITARY EQUIPMENT USE ANNUAL REPORT

AFFIRMING RENEWAL OF
ORDINANCE 22-16
Received the Police Department military equipment use policy and annual report; accepted public comments concerning the report; and affirmed renewal of Ordinance 22-16.

10. City Manager's Office

CONSIDERATION OF A LOAN AGREEMENT WITH THE CAPITAL AREA REGIONAL TOLLING AUTHORITY FOR A LOAN FROM THE MEASURE V FUND OF UP TO $14 MILLION FOR

STARTUP OPERATIONS
Authorized the City Manager, or designee, to execute a Loan Agreement with the Capital Area Regional Tolling Authority in a form approved by the City Attorney; authorized the City Manager, or designee, to make non-substantive changes or modifications to the Loan Agreement and its attachments with the approval of the City Attorney; and adopted Resolution 26-25 appropriating funds in FY 2025-26 from Measure V (Fund 109) unencumbered balance for the loan to CARTA.

11. City Manager's Office

CONSIDERATION OF UPDATED ADMINISTRATIVE POLICIES UNDER CITY COUNCIL

AUTHORITY IN ACCORDANCE WITH LAWS, PROCESSES, AND BEST PRACTICES Approved Administrative Policy IX-A-09 City Sponsored Events; approved revisions to Administrative Policies I-D-4 Employee Use of Passes or Tickets and IX-A-06 Community Events Fee Waivers; and approved deletion of Administrative Policies XII-B-01 Tax Increment Use of 845
4 Housing Set-Aside, XII-B-02 Development Assistance, XII-C-01 Selection of Title Companies, and XII-C-02 Index of Past Studies Conducted by City and Consultants.

REGULAR AGENDA
None.

PUBLIC HEARINGS

12. Finance
PUBLIC HEARING AND CONSIDERATION OF RESOLUTIONS 26-23 AND 26-24 MAKING

CERTAIN FINDINGS ABOUT WRITTEN OBJECTIONS AND IMPLEMENTING WATER AND

SEWER RATES FOR THE NEXT FIVE YEARS
Kathey Bailey spoke against any utility rate increases.

Alicia Gutierrez spoke against any utility rate increases.

Maria Garcia spoke against any utility rate increases.

Jack Chandler spoke against any utility rate increases.

Matt Weaver spoke against any utility rate increases.

Dennis Price spoke against any utility rate increases.

Chris Kim spoke against any utility rate increases.

Received the staff report and presentation regarding proposed water and sewer rate adjustments and the written objections submitted pursuant to Government Code Section 537959.1 (AB 2257); opened the Proposition 218 public hearing regarding the proposed water and sewer rate adjustments and accept public comments; adopted Resolution 26-23 making findings regarding the written objections received and the City’s written responses, determining whether the objections warrant clarification, reduction, or further review of the proposed rates pursuant to Government Code section 53759.1; and closed the public hearing.

MOTION: Alcala SECOND: Early
Roll Call Vote
YES: Guerrero, Early, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT: Orozco; RECUSED: (None); MOTION PASSED
Recessed to tabulate protests and with 195 letters of protest, a majority protests did not exist; adopted Resolution 26-24 establishing water and sewer service rates for the next five years, beginning April 1, 2026.

MOTION: Sulpizio Hull SECOND: Early
Roll Call Vote
YES: Guerrero, Early, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT: Orozco; RECUSED: (None); MOTION PASSED
Adopted the Rate Assistance program for Low Income and Fixed Income Senior utility customers.

MOTION: Alcala SECOND: Sulpizio Hull
846
5 Roll Call Vote
YES: Guerrero, Early, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT: Orozco; RECUSED: (None); MOTION PASSED

13. Community Development
PUBLIC HEARING AND CONSIDERATION OF FIRST READING OF ORDINANCE 26-1 AMENDING TITLE 8 (HEALTH AND SAFETY), TITLE 17 (ZONING) AND TITLE 18 (FLOODPLAIN

MANAGEMENT) OF THE MUNICIPAL CODE
This item was heard before Item 12.

Conducted a publice hearing, waived first reading and read by title only Ordinance 26-1 amending Title 8 (Health and Safety), Title 17 (Zoning), and Title 18 (Floodplain Management) of the Municipal Code; and found that the project is exempt from California Environmental Quality Act (CEQA) review pursuant to §15305 (Minor Alterations in Land Use Limitations) and §15061(b)(3) (where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment) of the CEQA Guidelines.

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

14. Community Development
PUBLIC HEARING AND CONSIDERATION OF FIRST READING OF ORDINANCE 26-3 REPEALING AND REENACTING CHAPTER 5.12 OF THE CITY OF WEST SACRAMENTO

MUNICIPAL CODE RELATED TO MASSAGE BUSINESSES
Reconsider the vote on the motion to approve the Consent Agenda.

MOTION: Alcala SECOND: Guerrero
Roll Call Vote
YES: Guerrero, Alcala; NO: Early, Sulpizio Hull; ABSTAIN: (None); ABSENT: Orozco; RECUSED: (None); MOTION FAILED
Conducted the public hearing; found that the project is exempt from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) – the “Common Sense Exemption”; and conducted the first reading of Ordinance 26-3, by title and number only, repealing and reenacting Chapter 5.12 of the City of West Sacramento Municipal Code related to Massage Businesses.

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

15. COUNCIL COMMUNICATIONS / ASSIGNMENTS
No report.

16. PART II
847
6 A. Council Calendar
No report.

B. City Manager Report
City Manager Laurel provided his report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
None.

F. Adjourn
Adjourned at 10:39 p.m.

Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on June 17, 2026.

Jennifer Cusmir, City Clerk
848

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
APRIL 15, 2026 MINUTES
The meeting was called to order at 7:03 p.m.

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

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

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

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

PRESENTATIONS

2. City Manager's Office
PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL RECOGNIZING APRIL 19–25, 2026 AS NATIONAL LIBRARY WEEK
City Council presented a proclamation recognizing April 19–25, 2026 as National Library Week.

3. City Manager's Office
PRESENTATION OF PROCLAMATION RECOGNIZING APRIL 2026 AS CHILD ABUSE

PREVENTION MONTH
City Council presented a proclamation recognizing April 2026 as Child Abuse Prevention Month.

CONSENT AGENDA
Consent agenda was approved.

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

4. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 26-34 AMENDING THE CAPITAL IMPROVEMENT PROGRAM BUDGET AND APPROVE CHANGE ORDER NO. 2 WITH 849
2 AFFORDABLE QUALITY PAINTING, INC. FOR THE INTERIM HOUSING REPAIRS PROJECT (CIP 51056)
Adopted Resolution 26-34 amending the Capital Improvement Program Budget and approved and authorized the City Manager, or his designee, to execute Change Order No. 2 to the construction contract with Affordable Quality Painting, Inc. for additional construction repairs for the Interim Housing Repairs Project (CIP 51056) in the amount of $1,217,525.

5. Capital Projects

CONSIDERATION OF AWARD OF CONTRACT TO XEELA ENGINEERING, LLC AND CIP

BUDGET AMENDMENT FOR COUNCIL CHAMBERS LIGHTING AND CONTROLS REPLACEMENT PROJECT (CIP 54027)
Found that a Class 1 exemption under California Code of Regulations Title 14, Division 6, Chapter 3, Article 19, Section 15301 is the appropriate level of environmental review under CEQA for the Council Chambers Lighting and Controls Replacement Project (CIP 54027); adopted Resolution 26-29 amending the FY 25/26 Capital Improvement Program (CIP) to appropriate additional funding needed to complete the Council Chambers Lighting and Controls Replacement Project (CIP 54027); awarded and authorized the City Manager, or designee, to execute a construction contract for the Council Chambers Lighting and Controls Replacement Project to Xeela Engineering LLC in an amount not to exceed $147,734.00; authorized the City Manager, or his designee, to approve non-substantive changes or modifications to the contract, subject to approval by the City Attorney; and authorized the City Manager, or his designee, contract amendments or change orders up to 20% ($29,600) of the total contract value.

6. Capital Projects
CONSIDERATION OF RESOLUTION 26-33 AND APPROVAL OF CONTRACT AMENDMENT #2 FOR PROFESSIONAL SERVICES WITH WOOD RODGERS, INC. FOR THE SOUTH RIVERWALK TRAIL EXTENSION PROJECT (CIP 15131)
Approved Resolution 26-33 delegating authority to the City Manager to undertake certain actions to commence and complete real property transactions for the South Riverwalk Trail Extension Project; authorized the City Manager, or his designee, to execute Amendment No. 2 with Wood Rodgers, Inc. for the South Riverwalk Trail Extension Project (CIP 15131); authorized the City Manager, or his designee, to approve minor amendments to the scope of services and execute non-substantive changes or modifications to Amendment No. 2, with approval from the City Attorney; authorized the City Manager, or his designee, to execute amendments or change orders up to $92,600; and authorized the City Manager, or designee, to execute amendments to extend the term of the contract, if necessary.

7. Capital Projects

CONSIDERATION OF AWARD OF CONTRACT TO ACCO ENGINEERED SYSTEMS, INC FOR

CONSTRUCTION SERVICES FOR THE RECREATION CENTER LAP POOL HEATER REPLACEMENT PROJECT (CIP 60003)
Found that Recreation Center Lap Pool Heater Replacement Project (CIP 60003) is exempt from review under California Code of Regulations, Title 14, Division 6 Chapter 3 (“CEQA Guidelines”) Section 15301 (Class 1 (b)) and Section 15303 (Class 3) under the California Environmental Quality Act; awarded a construction contract to ACCO Engineered Systems Inc. in the amount of $278,500 for the Recreation Center Lap Pool Replacement Project which includes the preparation, purchase and installation of two commercial pool heaters; authorized the City Manager, or his designee, to execute a contract with ACCO Engineered Systems Inc. in the amount not to exceed $278,500; authorized the City Manager, or his designee, to execute nonsubstantive changes or modifications to the contract with ACCO Engineered Systems Inc. with the approval from the City Attorney; and authorized the City Manager, or his designee, to execute contract amendments, up to 20% ($55,700) of the value of the contract. 850
3 8. Capital Projects

CONSIDERATION OF APPROVAL OF THE PROJECT PLANS AND SPECIFICATIONS FOR THE

SOUTH RIVER ROAD DRIVEWAY INSTALLATION PROJECT AND AWARD A CONSTRUCTION CONTRACT TO FBD VANGUARD CONSTRUCTION, INC.

Found that a Class 1 exemption under California Code of Regulations Title 14, Division 6, Chapter 3, Article 19, Section 15301 is the appropriate level of environmental review for CEQA for the construction of the South River Road Driveway Installation Project; approved the project plans and specifications; awarded a construction contract to FBD Vanguard Construction, Inc.; authorized the City Manager, or his designee, to execute a construction contract with FBD Vanguard Construction, Inc. for an amount of $35,991.00; and authorized the City Manager, or his designer, to execute amendments, change orders, and purchases up to 20% of the construction contract ($7,200.00), with approval from the City Attorney and the Finance Department.

9. Community Development
CONSIDERATION OF SECOND READING AND ADOPTION OF ORDINANCE 26-1 REGARDING AMENDMENTS TO TITLE 8 (HEALTH AND SAFETY), TITLE 17 (ZONING) AND TITLE 18 (FLOODPLAIN MANAGEMENT) OF THE MUNICIPAL CODE
Found that the amendments to Title 8 (Health and Safety), Title 17 (Zoning), and Title 18 (Floodplain Management) of the Municipal Code are exempt from California Environmental Quality Act (CEQA) review pursuant to §15305 (Minor Alterations in Land Use Limitations) and §15321 (Enforcement Actions by Regulatory Agencies) of the CEQA Guidelines and waived the second reading and adopted Ordinance 26-1 regarding amendments to Title 8 (Health and Safety), Title 17 (Zoning), and Title 18 (Floodplain Management) of the Municipal Code.

10. Community Development

CONSIDERATION OF AWARD OF A FEDERAL CONTRACT FOR PROFESSIONAL SERVICES

WITH DOKKEN ENGINEERING FOR THE SYCAMORE TRAIL PHASE IV AND V PROJECT (CIP 11043) AND ADOPTION OF RESOLUTION 26-31 APPROVING RELATED BUDGET

ADJUSTMENTS
Awarded the federal contract for professional services with Dokken Engineering for the Sycamore Trail Phase IV and V Project (CIP 11043); authorized the City Manager, or designee, to execute the contract (CDD26-088) with Dokken Engineering for an amount not-to-exceed $693,355.75; authorized the City Manager, or designee, to make non-substantive changes or modifications to the federal contract for professional services, with approval from the City Attorney; authorized the City Manager, or designee, to make contract amendments up to 10 percent ($69,336) of the value of the contract; and adopted Resolution 26-31 authorizing the transfer of $33,562 from the Measure E Fund in order to support the contract contingency toward the Sycamore Trail Phase IV and V Project.

11. Community Development

CONSIDERATION OF AWARD OF A FEDERAL CONTRACT FOR PROFESSIONAL SERVICES WITH KIMLEY-HORN AND ASSOCIATES, INC. TO PREPARE A PROJECT INITIATION DOCUMENT AND CONDUCT PLANNING STUDIES FOR THE US50/BUS80 COMMUNITY CONNECTIVITY PROJECT (CIP 11044)
Awarded the federal contract for professional services with Kimley-Horn and Associates, Inc. for the US50/BUS80 Community Connectivity Project (CIP 11044); authorized the City Manager, or designee, to execute the federal contract (CDD26-100) with Kimley-Horn and Associates, Inc. for an amount not-to-exceed $1,750,657.01; authorized the City Manager, or designee, to make non-substantive changes or modifications to the federal contract for professional services, with approval from the City Attorney; and authorized the City Manager, or designee, to make contract amendments up to 10% ($175,066) of the value of the contract. 851
4 12. Community Development
CONSIDERATION OF SECOND READING AND ADOPTION OF ORDINANCE 26-3 REPEALING AND REENACTING CHAPTER 5.12 OF THE CITY OF WEST SACRAMENTO MUNICIPAL CODE

RELATED TO MASSAGE BUSINESSES
Found that the project is exempt from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) – the “Common Sense Exemption” and waived the second reading and adopted Ordinance 26-3 repealing and reenacting Chapter

5.12 of the City of West Sacramento Municipal Code related to Massage Businesses.

13. Finance

CONSIDERATION OF ACCEPTANCE OF THE ANNUAL COMPREHENSIVE FINANCIAL REPORT AND RELATED DOCUMENTS FOR FISCAL YEAR ENDING JUNE 30, 2025 Accepted the Annual Report, Single Audit, and Appropriations Limit Report for fiscal year ending June 30, 2025.

14. Fire

CONSIDERATION OF AN AGREEMENT BETWEEN THE SPRINGLAKE FIRE PROTECTION

DISTRICT, COUNTY OF YOLO, AND CITY OF WEST SACRAMENTO FOR THE PROVISION OF FIRE PROTECTION SERVICES AND ADOPTION OF RESOLUTION 26-36 AUTHORIZING AN

APPROPRIATION FOR THIS AGREEMENT
Authorizeed the City Manager, or designee, to execute an agreement with Yolo County and the Springlake Fire Protection District to provide fire protection services substantially in the form presented; authorized the City Manager, or designee, and City Attorney to make minor edits, as necessary; and adopted Resolution 26-36 appropriating estimated costs and associated reimbursement related to this agreement.

15. Fire
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
Adopted Resolution 26-16 declaring weeds growing on certain lots to be a public nuisance and initiating the 2026 weed abatement program; directed 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 set a public hearing at its regular meeting of May 6, 2025, to consider objections to the proposed removal of weeds.

16. Parks & Recreation
CONSIDERATION OF FIRST READING OF ORDINANCE 26-2 AMENDING CHAPTER 12.15 OF

THE CITY OF WEST SACRAMENTO MUNICIPAL CODE RELATING TO SKATEBOARD PARKS

AND REGULATIONS GOVERNING USE OF SKATEBOARD PARKS
Considered 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 informed the audience that the second reading and adoption of Ordinance 26-2, is tentatively scheduled for May 6, 2026.

17. City Manager's Office
CONSIDERATION OF RATIFICATION OF STRATEGIC PLAN SUMMARY FOR 2026 Reviewed and ratifed the attached 2026 Strategic Plan Summary. 852
5 18. City Manager's Office

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
Approved the amended and updated publicly available pay schedule (Classification Plan) for Fiscal Year 2025/26; approved the amended and updated Authorized Position List (APL) for Fiscal Year 2025/26; approved the Lead Road Maintenance Worker Job Description; approved the Lead Sewer Maintenance Worker Job Description; approved the Lead Water Maintenance Worker Job Description; and approved the updated and amended Stationary Engineers, Local 39 Benefit Summary.

REGULAR AGENDA

19. Community Development

CONSIDERATION OF AN INTERIM PROPORTIONAL IMPACT FEE REDUCTION PROGRAM

FOR TINY HOMES ON WHEELS (THOWS) USED AS PRIMARY DWELLING UNITS Found that, pursuant to Section 15378(b)(4) of the CEQA Guidelines, the proposed program establishing proportional impact fee reductions for Tiny Homes on Wheels (THoWs) used as primary dwelling units, including impact fee deferral and payment plan options, is not considered a “project” and therefore is not subject to CEQA review, as it involves the creation of a government funding mechanism or fiscal activity that does not commit the City to a specific project and would not result in a direct or reasonably foreseeable indirect physical change in the environment; adopted 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 authorized the City Manager, or designee to approve an administrative policy defining the terms of the payment plan for Tiny Homes on Wheels (THoWs).

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

PUBLIC HEARINGS

20. Economic Development & Housing
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 Conducted a public hearing to receive community input on the proposed 2026-2030 Consolidated Plan and 2026 Annual Action Plan; adopted Resolution 26-6 approving the 2026-2030 CDBG Consolidated Plan; adopted Resolution 26-7 approving the 2026 Annual Action Plan for the use of CDBG funding; and authorized 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.

MOTION: Alcala SECOND: Orozco
Roll Call Vote
YES: Guerrero, Early, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT:
(None); RECUSED: (None); MOTION PASSED
853
6 21. Community Development
PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 26-30, A RESOLUTION TO VACATE A PUBLIC UTILITY EASEMENT LOCATED AT 905 SOULE STREET Conducted a public hearing and adopted Resolution 26-30 vacating a public utility easement located at 905 Soule Street.

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

22. COUNCIL COMMUNICATIONS / ASSIGNMENTS
Councilmember Early reported on the Yolo Transportation District meeting.

Councilmember Suplizio Hull reported on the Yolo Subbasin Sustainable Groundwater Agency meeting.

Councilmember Alcala reported on the Yolo-Solano Air Quality Management District meeting.

Mayor Guerrero spoke about a future event, the annual Cap to Cap conference.

23. PART II
A. Council Calendar
No report.

B. City Manager Report
No report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
F. Adjourn
Adjourned at 9:18 p.m.

Jennifer Cusmir, City Clerk
854
7 Minutes approved as presented by a majority
vote of the City Council on June 17, 2026.

Jennifer Cusmir, City Clerk
855

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Coucil Regular Meeting
MAY 6, 2026 MINUTES
The meeting was called to order at 7:04 p.m..

Present
Mayor Martha Guerrero; Mayor Pro Tem Dawnte Early; Council Member Quirina Orozco; Council Member Norma Alcala; Council Member Verna Sulpizio Hull GENERAL ADMINISTRATION FUNCTION – PART I

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

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

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

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

PRESENTATIONS

2. City Manager's Office
CONSIDERATION OF A PROCLAMATION RECOGNIZING MAY 2026 AS "MAY IS BIKE MONTH"

IN THE CITY OF WEST SACRAMENTO
City Council presented the proclamation declaring May 2026 as May is Bike Month.

3. City Manager's Office
PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL RECOGNIZING MAY 4, 2026

AS INTERNATIONAL FIREFIGHTERS' DAY
City Council presented the proclamation recognizing May 4, 2026, as International Firefighters’ Day in West Sacramento.

CONSENT AGENDA

4. Capital Projects
CONSIDERATION OF RESOLUTIONS 26-46 AND 26-47 DELEGATING AUTHORITY TO THE CITY MANAGER TO ACQUIRE 817 AND 829 - 849 JEFFERSON BOULEVARD (APNS 067-310- 018, 019 and 020) AND RELATED BUDGET ACTIONS
Found that the acquisition of Properties located at 817 and 829-849 Jefferson Boulevard is exempt from California Environmental Quality Act (CEQA) analysis under the Class 32 (Infill Development Projects) Categorical Exemption, under California Code of Regulations, Title 14, Division 6, Chapter 3, Section 15332 and that Exemption reflects the independent judgement of the City as lead agency under CEQA; adopted Resolution 26-46 establishing a budget appropriation of $6,400,000 from Measure G funds, including a loan of $2 million from the 856
2 General Long-Term Debt fund, to cover initial acquisition costs; and adopted Resolution 26-47 delegating authority to the City Manager to take any and all actions necessary to complete the City’s acquisition of Properties.

5. Capital Projects
CONSIDERATION OF RESOLUTION 26-37 AUTHORIZING APPLICATIONS FOR GRANT

FUNDING FROM THE SACRAMENTO AREA COUNCIL OF GOVERNMENTS SYSTEM

PRESERVATION PROGRAM
Adopted Resolution 26-37 authorizing applications for grant funding from the SACOG STBG Program; approved the City’s SACOG 2026 federal funding program application priorities; and delegated authority to the City Manager, or his designee, to execute all required grant documents and ensure timely project delivery.

6. Capital Projects
CONSIDERATION OF AMENDMENT NO. 1 WITH ADVANCE DESIGN CONSULTANTS, INC.,

FOR THE DESIGN OF EMERGENCY GENERATOR AND ELECTRIC CHARGING STATION FOR THE CORPORATION YARD PROJECT PHASE II O&M TRANSITION PROJECT (CIP 51032) Approved and authorized the City Manager, or his designee, to execute Amendment No. 1 to the contract for services with Advance Design Consultants, Inc., in the amount of $16,980; authorized the City Manager, or his designee, to execute amendments or change orders up to 20% ($3,396) of the contract amendment value; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the services contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

7. Capital Projects

CONSIDERATION OF APPROVAL OF THE PROJECT PLANS AND SPECIFICATIONS AND AWARD OF A CONSTRUCTION CONTRACT TO LORANG BROTHERS CONSTRUCTION, INC.

FOR THE WATER TREATMENT PLANT HIGH SERVICE MANIFOLD PROJECT – PHASE 1 FLOW METER VAULT (CIP 21041)
Found that a Class 1 exemption under California Code of Regulations Title 14, Division 6, Chapter 3, Article 19, Section 15302(c) is the appropriate level of environmental review for CEQA; approved the Project Plans and Specifications for the George Kristoff Water Treatment Plant High Service Manifold Project; authorized the City Manager, or his designee, to execute a construction contract with Lorang Brothers Construction, Inc., for an amount not to exceed $707,000; authorized the City Manager, or his designee, to execute non-substantive changes or modifications, amendments, change orders, and purchase orders up to 10% (70,700) of the construction contract with approval from the City Attorney; and authorized the City Manager, or his designee, to extend the term of the construction contract with Lorang Brothers Construction, Inc., if necessary.

8. Capital Projects

CONSIDERATION OF REJECTION OF ALL BIDS FOR THE GALLERIA FLOOR CONCRETE REPAIRS AND REFINISHING PROJECT (CIP 54033)
Rejected all bids for the Galleria Floor Concrete Repairs and Refinishing Project (CIP 54033).

9. Economic Development & Housing

CONSIDERATION OF AFFORDABLE HOUSING AGREEMENT WITH ION SOCHIRCA AND MARIANNA SOCHIRCA, FOR THE 114 5TH STREET APARTMENTS
Found that this proposal is Categorically Exempt from CEQA under Class 5 (Section 15305 of the CEQA Guidelines) and Class 32 (In-fill Development Projects) Categorical Exemptions as 857
3 the appropriate level of review under CEQA; approved the Affordable Housing Agreement with Ion Sochirca and Marianna Sochirca, in substantially the form included as Attachment 1 for the 114 5th Street Apartments project (Agreement); and authorized the City Manager or his designee to execute the Agreement and make non-substantive corrections or modifications with the approval of the City Attorney.

10. Economic Development & Housing
CONSIDERATION OF RESOLUTIONS 26-44 AND 26-45 DELEGATING AUTHORITY TO THE CITY MANAGER TO ACQUIRE PROPERTIES LOCATED AT 860-870 RISKE LANE (APNS 058- 310-018/-019)
Found that the acquisition of properties located at 860-870 Riske Lane (Properties) is exempt from California Environmental Quality Act (CEQA) analysis pursuant to §15183 (Projects Consistent with a Community Plan or Zoning) of the CEQA Guidelines; adopted Resolution 26- 44 establishing a budget appropriation of $3,200,000 from Bridge District Infrastructure Financing District funds to cover initial acquisition costs; and adopted Resolution 26-45 delegating authority to the City Manager to take any and all actions necessary to complete the City’s acquisition of Properties.

11. Economic Development & Housing

CONSIDERATION OF OPTION AGREEMENT FOR THE MOSA APARTMENT HOMES AFFORDABLE HOUSING PROJECT AT 817 WEST CAPITOL AVE. AND RESOLUTION 26-48

APPROVING AN AMENDMENT TO THE WEST CAPITOL AVENUE STREETSCAPE MASTER

PLAN AND DESIGN GUIDELINES
Found that the recommended actions are not a project subject to CEQA because they are not an activity that may cause either a direct or foreseeable physical change in the environment (Pub.

Resources Code, §21065; CEQA Guidelines §§15060(c), 15378(a)); authorized the City Manager to execute an Option Agreement for the MOSA Apartment Homes consistent with the terms included in this report; authorized the City Manager to take any other actions necessary to effectuate the transactions described in this agenda report, including but not limited to minor modifications to the Option Agreement terms, subject to the approval of the City Attorney; and adopted Resolution 26-48 directing staff to make the required edits to the West Capitol Avenue Streetscape Master Plan and Design Guidelines.

12. Finance
CONSIDERATION OF RESOLUTION 26-38 INITIATING THE LEVY OF ANNUAL ASSESSMENTS FOR LANDSCAPING AND LIGHTING DISTRICT NO. 1
Adopted Resolution 26-38, a Resolution of Intention initiating the levy of annual assessments for the Landscaping and Lighting District No. 1 and establishing the date of June 3, 2026 for a public hearing under the Landscaping and Lighting Act of 1972.

13. Finance
CONSIDERATION OF RESOLUTION 26-39 INITIATING ANNUAL PROCEEDINGS UNDER THE STORM DRAIN MAINTENANCE ACT OF 1937 FOR STORM DRAIN MAINTENANCE DISTRICT NO. 1 (RALEY’S LANDING)
Adopted Resolution 26-39 initiating annual proceedings and establishing the date for a public hearing to be conducted under the Storm Drain Maintenance District Act of 1937 (the “1937 Act”) for Storm Drain Maintenance District No. 1 (Raley’s Landing).

14. Finance
CONSIDERATION OF RESOLUTION 26-40 AUTHORIZING THE COLLECTION OF SPECIAL TAX

ON THE SECURED ROLL IN THE SAME MANNER AS THE ORDINARY AD VALOREM 858
4 PROPERTY TAXES FOR EXISTING COMMUNITY FACILITY DISTRICTS FOR AUTHORIZED

CAPITAL FACILITY CONSTRUCTION PURPOSES
Adopted Resolution 26-40 authorizing the collection of a special tax and to place these taxes on the secured tax roll to be collected in the same manner as the ordinary ad valorem property taxes. Furthermore, the actions recognize that the collection of taxes will be used to pay outstanding bond debt and other purposes previously authorized by the City.

15. Finance
CONSIDERATION OF RESOLUTION 26-41 AUTHORIZING THE COLLECTION OF SPECIAL TAX

ON THE SECURED TAX ROLL IN THE SAME MANNER AS THE ORDINARY AD VALOREM

PROPERTY TAXES IN ORDER TO PAY FOR CERTAIN MAINTENANCE SERVICES Adopted Resolution 26-41 authorizing the collection of special tax to pay for certain Community Facility District services on the secured tax roll in the same manner as the ordinary ad valorem property taxes.

16. Parks & Recreation
CONSIDERATION OF SECOND READING AND ADOPTION OF ORDINANCE 26-2 REGARDING AMENDMENTS TO TITLE 12 (STREETS, SIDEWALKS, AND PUBLIC PLACES) OF THE

MUNICIPAL CODE
Found that the project is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Sections 15061(b)(3) and 15301 and direct staff to file a Notice of Exemption; and waived the second reading, read by title and number only, and adopted Ordinance 26-2, amending Title 12 (Streets. 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.

REGULAR AGENDA

17. City Manager's Office
WORKSHOP ON OPTIONS FOR THE FUTURE USE OF THE CITY-OWNED PROPERTY AT 427 C ST. AND 317 5TH ST.

Received a presentation on the options for future use of the City-owned property at 427 C St. and 317 5th St. and provided input and direction.

18. City Manager's Office
CONSIDERATION OF ADOPTION OF RESOLUTION 26-28 APPROVING THE ADOPTION OF A

POLICY REGARDING DISRUPTION OF SERVICE IMPACTING PUBLIC TWO-WAY REMOTE

PARTICIPATION DURING A CITY COUNCIL MEETING
Adopted Resolution 26-28 approving the policy establishing procedures for the City Council when there is disruption of telephonic or internet service during an open session meeting of the City Council that prevents the public’s ability to attend or observe a meeting via two-way remote participation.

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

PUBLIC HEARINGS
859
5 19. Fire

PUBLIC HEARING TO CONSIDER OBJECTIONS TO THE PROPOSED REMOVAL OF WEEDS Conducted the public hearing to consider objections to the proposed removal of weeds and direct staff to proceed with the 2026 weed abatement program.

GENERAL ADMINISTRATION FUNCTION – PART II

20. COUNCIL COMMUNICATIONS / ASSIGNMENTS
Councilmember Alcala reported on the Cap to Cap conference.

Councilmember Early reported on the Yolo Transportation District meeting.

Councilmember Orozco reported on the River City Regional Stadium Authority meeting.

Mayor Pro Tem Sulpizio Hull reported on the Yolo Habitat Conservancy meeting and the Cap to Cap conference.

Mayor Guerrero reported on the 2x2 meeting with Washington Unified School District and the Cap to Cap conference.

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

B. City Manager Report
City Manager Laurel gave the City Manger report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
Mayor Guerrero requested a proclamation for a retiring city emplioyee be on the next agenda.

F. Adjourn
Adjourned at 10:31 p.m.

Jennifer Cusmir, City Clerk
860
6 Minutes approved as presented by a majority
vote of the City Council on June 17, 2026.

Jennifer Cusmir, City Clerk
861

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Coucil Regular Meeting
MAY 20, 2026 MINUTES
The meeting was called to order at 7:02 p.m.

GENERAL ADMINISTRATION FUNCTION – PART I

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

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

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

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

PRESENTATIONS

2. City Manager's Office

PRESENTATION BY YOLO COUNTY - YOUTH EMPOWERMENT SUMMIT
The City Council heard a Presentation by Yolo County on the Youth Empowerment Summit.

3. City Manager's Office

PRESENTATION BY SACRAMENTO-YOLO MOSQUITO & VECTOR CONTROL DISTRICT The City Council heard a Presentation by the Sacramento-Yolo Mosquito and Vector Control District.

4. Police
PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL RECOGNIZING MAY 11–16, 2026 AS NATIONAL POLICE WEEK AND MAY 15, 2026 AS PEACE OFFICERS’ MEMORIAL DAY City Council presented a proclamation recognizing May 11–16, 2026 as National Police Week and May 15, 2026 as Peace Officers’ Memorial Day.

5. City Manager's Office

PROCLAMATION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO HONORING

SERGEANT LOU CAMERON ON HIS SERVICE WITH THE POLICE DEPARTMENT AND HIS

RETIREMENT
City Council presented the proclamation recognizing Sergeant Lou Cameron for his dedicated service to the West Sacramento Police Department and, upon his retirement, his commitment to protecting the safety of its residents.
862
2 6. City Manager's Office

PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL RECOGNIZING MAY AS

ASIAN AMERICAN AND PACIFIC ISLANDER HERITAGE MONTH
City Council presented a proclamation recognizing the month of May 2026 as Asian American and Pacific Islander Heritage Month in the City of West Sacramento.

7. City Manager's Office
PROCLAMATION OF THE WEST SACRAMENTO CITY COUNCIL RECOGNIZING MAY 2026 AS

MENTAL HEALTH AWARENESS MONTH
City Council presented a proclamation recognizing May 2026 as Mental Health Awareness Month.

8. Public Works
CONSIDERATION OF PROCLAMATION RECOGNIZING MAY 17-23, 2026 AS NATIONAL

PUBLIC WORKS WEEK
City Council presented the proclamation recognizing May 17-23, 2026 as National Public Works Week.

CONSENT AGENDA
Approved the Consent agenda.

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

9. Capital Projects
CONSIDERATION OF APPROVAL OF AMENDMENT NO. 1 TO CONTRACT WITH DOKKEN ENGINEERING, INC. FOR THE PUBLIC BOAT DOCK DEBRIS DEFLECTOR REPAIR PROJECT (CIP 62157)
Approved and authorized the City Manager, or his designee, to execute Amendment No. 1 to the Design Services contract with Dokken Engineering for additional design work for the Public Boat Dock Debris Deflector Repair (CIP 62157) in the amount of $21,680; authorized the City Manager or their designee to execute non-substantive changes and modifications, with approval from the City Attorney; and authorized the City Manager or their designee to extend the contract term and adjust compensation, within the limits of the Council-approved budget as needed.

10. Capital Projects

CONSIDERATION OF APPROVAL OF A CONTRACT FOR SERVICES WITH ADVANCE DESIGN CONSULTANTS, INC., FOR ARCHITECTURAL AND STRUCTURAL ENGINEERING FOR THE CITY HALL BUILDING MAINTENANCE AND SAFETY IMPROVEMENT PROJECT (CIP 54032) Awarded a contract for services to Advance Design in the amount of $69,400; authorized the City Manager, or his designee, to execute a contract for services with Advance Design Consultants, Inc., in the amount of $69,400; Authorized the City Manager, or his designee, to execute contract amendments or change orders up to 20% ($13,880) of the contract value; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the services contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary. 863
3 11. Capital Projects

CONSIDERATION OF APPROVAL OF A CONSTRUCTION CONTRACT WITH SPOOR'S HEATING AND AIR CONDITIONING, INC. FOR THE FIRE STATION 45 HVAC UNIT REPLACEMENT PROJECT (CIP 51055)
Found that approval of a construction contract with Spoor's Heating and Air Conditioning, Inc. for the Fire Station 45 HVAC Unit Project is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(d) for existing facilities; awarded a contract for construction services to Spoor's Heating and Air Conditioning, Inc. in the amount not to exceed $249,000; authorized the City Manager, or his designee, to execute a construction contract with Spoor's Heating and Air Conditioning, Inc. in the amount of $249,000; authorized the City Manager, or his designee, to make contract amendments up to 15% ($37,350) of the total contract value; authorized the City Manager, or his designee, to execute non-substantive changes or administrative modifications to the construction contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute change orders necessary to adjust the contract term, if required.

12. Capital Projects
CONSIDERATION OF APPROVAL OF CHANGE ORDER NO. 18 TO THE CONSTRUCTION CONTRACT TO ABIDE BUILDERS, INC. AND APPROVAL OF ADDITIONAL CONTINGENCY FOR THE WESTACRE PARK RENOVATION AND EXPANSION PROJECT (CIP 62155) Approved Change Order No. 18 to the construction contract with Abide Builders, Inc., in the amount of $44,794; approved additional contract contingency for the construction contract with Abide Builders, Inc., in the amount of $150,000; delegated authority to the City Manager, or his designee, to execute Change Order No. 18 and execute change orders to the construction contract with Abide Builders, Inc. up to the contingency amount; delegated authority to the City Manager, or his designee, to execute non-substantive changes or modifications to the construction contract, with approval from the City Attorney; and delegated authority to the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

13. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 26-49 AMENDING THE CAPITAL

IMPROVEMENT PROGRAM BUDGET AND APPROVAL OF A CONSTRUCTION CONTRACT

WITH B & M CIVIL LLC FOR THE POLICE DEPARTMENT HVAC REPLACEMENT PROJECT (CIP 50004)
Adopted Resolution 26-49 amending the Capital Improvement Program (CIP) budget; Found that approval of a construction contract with B & M Civil LLC is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(d) for existing facilities; awarded a contract for construction services to B & M Civil LLC in the amount not to exceed $518,740 for the Police Station HVAC Replacement Project; authorized the City Manager, or his designee, to execute a construction contract with B&M Civil LLC in the amount of $518,740; authorized the City Manager, or his designee, to make contract amendments up to 15% ($78,411) of the total contract value; authorized the City Manager, or his designee, to execute non-substantive changes or administrative modifications to the construction contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute change orders necessary to adjust the contract time, if required.

14. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 26-50 AMENDING THE CAPITAL

IMPROVEMENT PROGRAM BUDGET AND APPROVAL OF A CONSTRUCTION CONTRACT WITH KP MARTIN GENERAL ENGINEERING, INC. FOR THE BEES LAKES HABITAT RESTORATION AND PUBLIC ACCESS PROJECT (CIP 62131)
864
4 Adopted Resolution 26-50 amending the Capital Improvement Program (CIP) budget; found that approval of a construction contract with KP Martin General Engineering, Inc. for the Bees Lakes Habitat Restoration and Public Access Project is within the scope of the previously adopted Initial Study/Mitigated Negative Declaration and Mitigation Monitoring and Reporting Plan, and that no new significant environmental effects or substantial increases in severity of previously identified effects would occur, and therefore no subsequent environmental document is required under CEQA Guidelines Section 15162; awarded a contract for construction services to KP Martin General Engineering, Inc. in the amount not to exceed $2,765,518; authorized the City Manager, or his designee, to execute a construction contract with KP Martin General Engineering, Inc. in the amount of $2,765,518; authorized the City Manager, or his designee, to make contract amendments up to 15% ($414,827) of the total contract value; authorized the City Manager, or his designee, to execute non-substantive changes or administrative modifications to the construction contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute change orders necessary to adjust the contract time, if required.

15. Parks & Recreation
CONSIDERATION OF RESOLUTION 26-53 AUTHORIZING A CALIFORNIA STATE PARKS

DIVISION OF BOATING AND WATERWAYS GRANT APPLICATION FOR THE BARGE CANAL

BOAT LAUNCH IMPROVEMENTS PROJECT
Adopted Resolution 26-53 authorizing the submission of a grant application for the Waterway Connections Initiative funding through the California State Parks Division of Boating and Waterways for the Barge Canal Boat Launch Improvements Project.

16. Public Works

CONSIDERATION OF AWARD OF A CONTRACT WITH DMS FACILITY SERVICES FOR

JANITORIAL SERVICES AT CITY FACILITIES
Awarded a contract for janitorial and cleaning services at City facilities to DMS Facility Services; authorized the City Manager or his designee to execute the contract; authorized the City Manager or his designee to execute non-substantive changes or modifications to the Contract for Services with approval from the City Attorney; authorized the City Manager or his designee to execute amendments or change orders up to 10% of the contract amount; and authorized the City Manager or his designee to execute amendments to extend the term of the contract.

REGULAR AGENDA

17. City Manager's Office
CONSIDERATION OF RESOLUTION 26-32 AND CITY COUNCIL POLICY I-B-08 REGARDING

INTERACTIONS WITH FEDERAL IMMIGRATION AUTHORITIES
Adopted Resolution 26-32 approving City Council Policy I-B-08 regarding City interactions with federal immigration authorities; and authorized the City Manager, or his designee, to take all actions necessary to implement City Council Policy I-B-08.

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

PUBLIC HEARINGS
None.

GENERAL ADMINISTRATION FUNCTION – PART II
865
5 18. COUNCIL COMMUNICATIONS / ASSIGNMENTS
Councilmember Early reported on a meeting she attended for the Yolo Transportation District on May 18, 2026 and the Capital Area Regional Tolling Authority (CARTA) on May 20, 2026.

Mayor Pro Tem Sulpizio Hull reported on a meeting she attended for the Executive Commission to Address Homelessness, the Yolo Habitat Conservancy meeting and a fee study for the Yolo Subbasin Sustainable Groundwater Agency she attended on May 18, 2026.

Councilmember Alcala thanked the Council for being available to the public when concerns come up.

Mayor Guerrero reported on the Yolo Animal Servies Planning Agency JPA meeting she attended on May 20, 2026; followed by a report on a meeting for U.S. Mayors and CEO's housing held in Washinton D.C. the week prior.

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

B. City Manager Report
No report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
None.

F. Adjourn
Adjourned at 9:22 p.m.

Katie Dyck, Deputy City Clerk
Minutes approved as presented by a majority
vote of the City Council on June 17, 2026
Jennifer Cusmir, City Clerk
866

WEST SACRAMENTO CITY COUNCIL AND

WEST SACRAMENTO REDEVELOPMENT SUCCESSOR AGENCY AND

WEST SACRAMENTO FINANCING AUTHORITY
City Council Regular Meeting
JUNE 3, 2026 MINUTES
The meeting was called to order at 7:08 p.m.

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

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

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

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

PRESENTATIONS

2. City Manager's Office
PRESENTATION OF PROCLAMATION RECOGNIZING JUNE 2026 AS PRIDE MONTH City Council presented a proclamation recognizing June 2026 as Pride Month and approve the flying of the Rainbow Flag at City Hall throughout the month.

CONSENT AGENDA
Approved the Consent Agenda.

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

3. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 26-54 AMENDING THE CAPITAL

IMPROVEMENT PROGRAM (CIP) AND APPROVAL OF CONTRACT AWARD TO AMERICAN WINDOW AND DOOR SYSTEMS, INC., FOR THE GALLERIA DOOR REPLACEMENT PROJECT (CIP 52086)
867
2 Adopted Resolution 26-54 approving an amendment to the Capital Improvement Program (CIP) budget; found that the Galleria Door Replacement Project is exempt from environmental review under CEQA pursuant to Section 15301(c), Class 1, Existing Facilities; approved and authorized the City Manager, or his designee, to execute a construction contract to American Window and Door Systems, Inc., in the amount of $126,000.00; authorized the City Manager, or his designee, to execute amendments or change orders up to 20% ($25,200) of the contract amendment value; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the construction contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

4. Capital Projects
CONSIDERATION OF CONTRACT AWARD TO EVT BUILDERS LLC., FOR THE COMMUNITY

CENTER - NORTH AND SOUTH ENTRANCE ENCLOSURE DESIGN AND CONSTRUCTION PROJECT (CIP 60000)
Approved and authorized the City Manager, or his designee, to execute a construction contract with EVT Builders LLC, in the amount of $104,990.00; found that the Community Center – North and South Entrance Enclosure Design and Construction project is exempt from environmental review under CEQA pursuant to Section 15301(c), Class 1, Existing Facilities; authorized the City Manager, or his designee, to execute amendments or change orders up to 20% ($21,000) of the contract amendment value; authorized the City Manager, or his designee, to execute nonsubstantive changes or modifications to the construction contract, with approval from the City Attorney; and authorized the City Manager, or his designee, to execute amendments to extend the term of the contract, if necessary.

5. Capital Projects
CONSIDERATION OF REJECTION OF ALL BIDS FOR THE CORPYARD PHASE II – CONNEX STORAGE CONTAINERS PROJECT (CIP 51032)
Rejected all bids (26-030-ITB) for the Corpyard Phase II – Connex Storage Containers Project (CIP 51032).

6. Capital Projects
CONSIDERATION OF ADOPTION OF RESOLUTION 26-55 AUTHORIZING CITY MANAGER TO

EXECUTE LEASE AGREEMENT WITH CALIFORNIA DEPARTMENT OF TECHNOLOGY TO CONSTRUCT AND OPERATE A BROADBAND FIBER HUT AT 412 NORTH HARBOR BOULEVARD (APN: 014-791-002)
Found that approval of a lease agreement with the California Department of Technology is not subject to the California Environmental Quality Act (CEQA) as it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment pursuant to CEQA guidelines section 15060(c) and 15378(a); adopted Resolution 26-55 authorizing the City Manager, or his designee, to execute a lease agreement with the California Department of Technology; authorized the City Manager, or his designee, to execute non-substantive changes or modifications to the lease agreement, with approval from the City Attorney; and delegated authority to the City Manager, or his designee, to execute amendments to modify the term of the lease agreement, if necessary.

7. Capital Projects
CONSIDERATION OF REJECTION OF ALL BIDS FOR THE FIRE STATION 43 APPARATUS BAY

INTERIOR AND BUILDING EXTERIOR PAINTING & ENHANCEMENT AND APPARATUS BAY EPOXY FLOOR PROJECT (CIP 51054 & 51057)
Rejected all bids for the Fire Station 43 – Apparatus Bay Paint & Epoxy Flooring and Exterior Repaint Project (CIP 51054 & 51057).
868
3 8. City Manager's Office

CONSIDERATION OF APPOINTMENTS TO THE ENHANCED INFRASTRUCTURE FINANCING

DISTRICTS PUBLIC FINANCING AUTHORITY (EIFD PFA)
Conducted the annual nomination and appointment of the members of the EIFD PFA.

9. City Manager's Office
CONSIDERATION OF APPROVAL OF THE MINUTES OF THE OCTOBER 1, 2025, NOVEMBER 5, 2026, DECEMBER 3, 2025, JANUARY 21, 2026, AND FEBRUARY 18, 2026 REGULAR MEETINGS AND THE FEBRUARY 5-6, 2026 SPECIAL MEETING OF THE WEST SACRAMENTO

CITY COUNCIL, REDEVELOPMENT SUCCESSOR AGENCY, AND WEST SACRAMENTO

FINANCING AUTHORITY
Approved the minutes of the October 1, 2025, November 5, 2025, December 3, 2025, January 21, 2026, and February 18, 2026 Regular Meetings and February 5-6, 2026 Special Meeting of the West Sacramento City Council, Redevelopment Successor Agency, and West Sacramento Financing Authority.

10. City Manager's Office
CONSIDERATION OF RESOLUTION 26-60 CALLING AN ELECTION AND REQUESTING THAT

THE BOARD OF SUPERVISORS PERMIT THE COUNTY CLERK TO RENDER SPECIFIED

SERVICES TO THE CITY RELATING TO THE CONDUCT OF A MUNICIPAL ELECTION ON NOVEMBER 3, 2026
Adopted Resolution 26-60 calling an election and requesting that the Board of Supervisors permit the County Clerk to render specified services to the City relating to the conduct of a Municipal Election to be held on November 3, 2026 in consolidation with the General Election.

REGULAR AGENDA
None.

PUBLIC HEARINGS

11. City Manager's Office
PUBLIC HEARING PURSUANT TO GOVERNMENT CODE SECTION 3502.3 TO RECEIVE A

REPORT ON CITY OF WEST SACRAMENTO VACANCIES, AND RECRUITMENT AND

RETENTION EFFORTS
Conducted the public hearing and received the informational report on City of West Sacramento Vacancies, and Recruitment and Retention Efforts Pursuant to Government Code Section 3502.3.

12. Finance
PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 26-42 CONFIRMING THE

DIAGRAM AND ASSESSMENT AND ORDERING IMPROVEMENTS (MAINTENANCE) TO BE MADE FOR THE LANDSCAPING AND LIGHTING DISTRICT NO. 1
Conducted a public hearing; approved the Landscaping & Lighting District No. 1 Report for 2026- 2027 with budget and fee schedule; and adopted Resolution 26-42 confirming diagram and assessment, and ordering improvements (maintenance) to be made for the Landscaping and Lighting District No. 1.

MOTION: Sulpizio Hull SECOND: Alcala
869
4 Roll Call Vote
YES: Guerrero, Orozco, Alcala, Sulpizio Hull; NO: (None); ABSTAIN: (None); ABSENT: Early; RECUSED: (None); MOTION PASSED

13. Finance
PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 26-43 CONFIRMING THE

DIAGRAM AND ASSESSMENT AND ORDERING IMPROVEMENTS FOR THE STORM DRAIN MAINTENANCE DISTRICT NO. 1 (RALEY’S LANDING)
Conducted a public hearing; approved the Storm Drain District No. 1 Report for Fiscal Year 2026- 2027 with budget and fee schedule; and adopted Resolution 26-43 confirming the diagram and assessment and ordering improvements (maintenance) to be made for the Storm Drain Maintenance District No. 1.

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

14. COUNCIL COMMUNICATIONS / ASSIGNMENTS
Councilmember Orozco reported on the Sacramento Area Sewer District Board meeting.

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

B. City Manager Report
No report.

C. City Attorney Report
No report.

D. Staff Direction from City Council Members
None.

E. Future Agenda Item Requests by Council
None.

F. Adjourn
Adjourned at 8:30 p.m.
870
5 Jennifer Cusmir, City Clerk
Minutes approved as presented by a majority
vote of the City Council on June 17, 2026.

Jennifer Cusmir, City Clerk
871

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 17, 2026 ITEM # 14
SUBJECT:

CONSIDERATION OF ADOPTION OF A CITY COUNCIL MEDIA CONTACTS POLICY INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Doug Drozd, Deputy City Manager
Lanaya Lewis, Public Information Officer
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ x ] Action

OBJECTIVE
The objective of this report is to provide the City Council with sufficient information to adopt a Media Contacts policy that establishes procedures for responding to press inquiries regarding City matters.

RECOMMENDED ACTION
Staff respectfully recommends the City Council adopt Media Contacts Policy I-C-11, as a City Council policy.

BACKGROUND
Administrative Policy I-C-11, Media Contacts, was adopted on February 1, 2000, and has served as the City's guiding document for media relations for more than 26 years. While the policy continues to provide valuable direction on how employees and the Community Relations Division respond to media inquiries, it does not reflect modern communications and public relations strategies, lacks key details to guide City staff in addressing media inquiries, and does not address the role of City Council in media interactions related to City business.

As communication practices and public expectations have evolved, there is a need to update the policy to establish a clear process for Council participation in media interviews and responses to media inquiries regarding City matters. The proposed revisions will build upon the existing framework while providing guidance that promotes accurate, timely, and coordinated communication.

ANALYSIS
The proposed revised policy establishes the Community Relations Division as the primary point of contact for coordinating communication between the City, Council, and members of the media and provides guidance on:
 The importance of providing accurate, timely, and consistent information to the media;  The designation of official City spokespersons;
 Procedures for responding to media inquiries;
 The time-sensitive nature of media requests;
 Information that may and may not be shared with the media;  Proactive media outreach and information sharing;
 Procedures for addressing factual inaccuracies in media coverage; and  The distinction between expressing an opinion and speaking on behalf of the City.

Updating the 26-year-old policy allows for provisions and guidance on how the City Council coordinates media inquiries through the City Manager's Office and Community Relations Division, including:
 Media requests can be evaluated to determine the City's level of participation and identify the most appropriate spokesperson(s);
 Interview requests can be coordinated efficiently with media representatives;  Council members can be provided with current background information and suggested talking points to support consistent and accurate messaging;
 Potential risks, legal considerations, or communication concerns can be identified and addressed in advance;
 The Community Relations Division can monitor resulting media coverage and, when necessary, work with media outlets to correct factual inaccuracies; and  The City can maintain awareness of media activity and ensure communication efforts align with organizational priorities and objectives.

Commission Recommendation
N/A
872
Consideration of Media Contacts Policy
June 17, 2026

Page 2 ends

Strategic Plan Integration
This item is not related to a specific 2026 Strategic Plan item. However, staff is recommending City Council adoption of this policy based on ongoing implementation of the 2025 Strategic Plan item titled “Proactive & Strategic Communications.”
Alternatives
N/A
Coordination and Review
The Community Relations Division staff prepared this item in consultation with other staff in the City Manager’s Office.

Budget/Cost Impact
N/A

ATTACHMENT

1. Copy of original Media Contacts Policy I-C-11 dated February 1, 2000

2. Copy of the updated draft Media Contacts Policy I-C-11 873
1 CITY OF WEST SACRAMENTO
ADMINISTRATIVE POLICY NUMBER: I-C-11
DATE: February 1, 2000
SUBJECT: MEDIA CONTACTS AUTHORITY: City Manager

PURPOSE
The purpose of this policy is to establish a process that will encourage accuracy and consistency in information provided to the media.

POLICY
It is the policy of the city of West Sacramento to provide information to the media that is accurate and consistent.

PROCEDURE
A. Media Inquiries
Inquiries from the media should be answered by the appropriate city spokesperson for the issue. Should a city staff member who is not that spokesperson receive the inquiry, a referral should be made to the appropriate individual.

Typically, the spokesperson will be a Council Member, the City Manager, a department head, or designee, or a member of the Community Relations Division. Care should be taken to avoid speculation or giving less than factual information.

When possible, the City Manager’s Office should be made aware of an upcoming interview. If that is not possible, the interview should be reported after-the-fact.

B. Press Releases
Press releases should be transmitted in the standard format found at the computer address F:\WSFORMS\Press Release (a copy is attached.)
Copies of all press releases are to be sent to the Community Relations Division where they will be maintained in a chronological file.

Prior to sending out a press release, the Community Relations Division is available to assist with coordinating media contacts and/or editing.
874
1 CITY OF WEST SACRAMENTO
ADMINISTRATIVE POLICY NUMBER: I-C-11
DATE: February 1, 2000
Revised: June 17, 2026
SUBJECT: MEDIA CONTACTS AUTHORITY: City Council

PURPOSE
Media coverage for the City of West Sacramento can provide a valuable opportunity to promote the work and ideals of the City and community. However, contact between City Officials (City Council, Commissions, Advisory Boards, or any official body governed by the Brown Act), City staff, and the media requires a transparent and coordinated approach to media relations. The purpose of this policy is to establish a process for the City to interface with the media that is managed appropriately to maximize the benefits for the City and encourage accuracy and consistency in information provided to the media.

POLICY
It is the policy of the City of West Sacramento to provide information to the media that is accurate and consistent.

PROCEDURE
The term “media” includes, but is not limited to, newspapers, magazines, billboards, journals, bulletins, newsletters, radio programs, television programs, and electronic media such as online journals, online news websites, alternative news websites, journalism schools, blogs, podcasts, electronic newsletters, and electronic notice boards.

The Community Relations Division is responsible for managing communications between the City and the media. Questions about this, identification of designated spokespersons and media liaisons, and requests for media training should be directed to the Public Information Officer.

A. Designated Spokespersons
Inquiries from the media should be answered by the appropriate City spokesperson for the issue. Typically, the Public Information Officer will be the designated spokesperson for routine and emergency media communications and will work with the appropriate staff to respond to requests from the media that are within their area of expertise and professional function.

For media inquiries requiring a response from the City Council, as determined by the Public Information Officer and City Manager, the Mayor will be the designated spokesperson; the Mayor Pro Tem or other Councilmember designated by the Mayor may act in the Mayor’s absence.

Unless authorized, staff shall not communicate with the media on City matters – verbal or written.

B. Media Inquiries
Upon receiving a media inquiry or interview request regarding City policy, programs, initiatives, facilities, infrastructure, vendors, contracts, or special events, any City Official, City 875
Administrative Policy I-C-11
Media Contacts
(continued)
2 employee, or City contractor/consultant must work with the Community Relations Division to respond.

1. Notification
Media inquiries should be brought to the immediate attention of the Public Information Officer.

All media inquiries - written or verbal - shall be immediately communicated by the individual with whom the inquiry is initiated via e-mail to the Public Information Officer and the appropriate Division Manager(s) and Department Director(s), if area-specific. The e-mail should contain a brief synopsis of the inquiry, the reporter's name, the name of the media outlet, the date of the inquiry, and the deadline to respond.

Due to the time-sensitive nature of media reports, it is incumbent upon any person receiving a media inquiry to take all actions necessary and appropriate to ensure a timely and appropriate response.

2. Response
The Public Information Officer will work with the Division Manager(s), Department Director(s), and Deputy City Manager to develop an appropriate response to media inquiries. The Public Information Officer is responsible for conveying that response to the media outlet requesting information and may designate a spokesperson for interview requests at their discretion.

Additionally, the Public Information Officer, in coordination with the Deputy City Manager, Assistant City Managers, and City Manager, may determine that a response from the City Council is appropriate and may confer with the Mayor or designee to serve as spokesperson on behalf of the City Council.

C. Release of Information

1. Reports
Reports (staff reports, studies, plans, etc.) prepared by City staff for submission to City Official(s) shall not be shared with the media or the public until they have first been provided to the intended City Official(s). In addition, reports that are in draft form shall not be shared with the media or the public; only the final version may be released.

2. Confidential Information
News Releases shall not contain information that is confidential or privileged pursuant to provisions of State or Federal statutory or decisional law or was received by the City pursuant to a representation of confidentiality.

Documents or information exempt from disclosure pursuant to provisions of the California Public Records Act shall not be contained in any news release without the City Attorney's approval.

No City representative shall release public information contrary to the provisions of the California Public Records Act, Brown Act, California Penal Code, and any other applicable law, cases interpreting those laws, or City policy.

Any questions related to Public Records Act requests should be directed to the City Clerk's Office and the City Attorney.
876
Administrative Policy I-C-11
Media Contacts
(continued)
3 3. Litigation, Personnel, Election Issues
Any request for information related to litigation, personnel, or election issues must immediately be referred to the appropriate department or division as identified below.

This information includes private employee information, employee disciplinary actions, matters considered in closed sessions of City Council, law enforcement records, matters related to internal and external security, privileged communication records, and work products of the City Attorney's Office or special legal counsel, draft correspondence or documents, and records pertaining to litigation to which the City is a party.  Media inquiries regarding pending or ongoing litigation shall be referred to the City Manager’s Office and City Attorney's Office as appropriate.  Questions regarding personnel issues or matters should be referred to the Human Resources Division.
 Any inquiries regarding election or campaign issues shall be referred to the City Clerk's Division.

In all cases, the City Manager, Assistant City Managers, Deputy City Manager, and Public Information Officer shall be notified immediately about the inquiry, especially if there is a question as to which division or department should respond.

D. City-initiated Media Contacts/Information Distribution Proactive media contact will be regularly made by the Public Information Officer or the City Manager's designee and includes issuing news releases and media advisories as well as making personal contact with news reporters and editors to build collaborative, mutually beneficial relationships.

1. PRESS RELEASES
a. Approval
Whenever possible, for ongoing City programs, events, and initiatives, the Community Relations Division shall be consulted no less than two weeks in advance to determine whether a full news release and/or alternative tool (such as a news brief, calendar item, website posting, and/or social media post) is appropriate.

A complete list of media contacts is maintained by the Public Information Officer.

News releases shall be prepared in coordination with the Public Information Officer.

Relevant Department Director(s) and Division Manager(s) shall be consulted as well and should be copied in communication regarding news releases.

Draft releases will be routed to the appropriate Division Manager(s) and Department Director(s) based on subject matter for review and approval before release to the media.

The City Manager or their designee will have final approval of all news releases, and all news releases shall be released by the Public Information Officer. b. Format
All official City news releases, media advisories, and official statements shall use the standard format found at the computer address F:\WSFORMS\Press Release (a copy is attached). News releases shall include the name and telephone number of a designated spokesperson to contact for additional information.
877
Administrative Policy I-C-11
Media Contacts
(continued)
4 c. Exception
Police Department and Fire Department responses to investigations and/or emergencies in the community shall be handled directly by the designated Information Officers for those departments. All such news releases should be copied to the City Manager, the Assistant City Managers, the Deputy City Manager, and the Public Information Officer. On a caseby-case basis, the City may issue a statement regarding Police and Fire investigations and/or emergencies. The roles, responsibilities, and protocols that guide the City in sharing information during an emergency or crisis are detailed in the Crisis Communications Plan located in PowerDMS.
d. City Council Notification
News releases containing controversial or sensitive materials and/or matters relating to public safety shall be distributed to the City Council prior to release to the media if practical. e. All-Staff Notification
News release items shall be shared with all City Officials and City staff via the weekly City Council newsletter (see Administrative Policy I-C-2), posted to the City's website under the News section on the homepage, and released to local media outlets. When the City issues a news release, City staff will also share pertinent information on the City’s social media platforms.

2. Billboards
The City contracts with Clear Channel Outdoor for space available messaging space on two electronic billboards. Messages may include such matters as City-sponsored or City-located events. Camera-ready art must be provided to Community Relations staff using the attached Digital Billboard Requirements form for submittal to Clear Channel ten business days prior to the posting date. City messages shall not include any names, logos, or marks associated with any third-party non-governmental person or entity, except for partners on certain events, such as the Chamber of Commerce, Yolo County, etc.

The City Manager, or their designee, is responsible for determining what content is approved for display on billboards.

3. Social Media
The Community Relations Division is the lead in all City social media activities. Information that is appropriate for social media involves events, City Council-approved initiatives and priorities, and official responses to newsworthy issues. Social media is also a hub for crisis communications, when needed. The City has a comprehensive Social Media Policy, Administrative Policy I-C-1.

E. Personal Points of View
City Officials and City employees have a right to their personal points of view and the freedom to express their personal opinions.

Any City Official or staff member who identifies him/herself as a City Official or an employee of the City must clearly indicate that their opinions do not represent those of the City but are the City Official's or employee's personal opinions.
878
Administrative Policy I-C-11
Media Contacts
(continued)
5 In addition, City resources, including but not limited to work hours, City letterhead and City equipment may not be used to contact the media as a private citizen.

F. Errors in Reporting
Reporting errors should be brought to the attention of the Public Information Officer. The Public Information Officer, in conjunction with the City Manager, the Assistant City Managers and Deputy City Manager, or the appropriate Department Head, will determine whether the reporter should be contacted about the error and whether a factual correction should be requested. The City Manager, the Assistant City Managers, and the Deputy City Manager, or the appropriate department head, shall be notified of any errors in reporting that have been requested for correction.

ATTACHMENTS
Press Release
Digital Billboard Requirements
879

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

CONSIDERATION OF A PRESENTATION ON YOLO COUNTY ANIMAL SERVICES

GOVERNANCE AND PURSUING AN OPERATIONAL JOINT POWERS AGENCY FOR

ANIMAL SERVICES IN YOLO COUNTY
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ X ] Staff
[ ] Other
Doug Drozd, Deputy City Manager
City Manager’s Office
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ X ] Direction [ ] Action

OBJECTIVE
The objective of this item is to provide the City Council with a presentation from Yolo County staff on Joint Powers Agency (JPA) governance models for animal services and to receive Council direction on pursuing an operational JPA for animal services in Yolo County.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council receive a presentation from Yolo County staff on JPA governance models for animal services and direct staff to transmit the attached letter affirming the City's interest in advancing the evaluation of an operational JPA to govern the delivery of animal services in Yolo County.

BACKGROUND
Animal Services in Yolo County
Beginning in 1988, animal services in Yolo County were provided by the Yolo County Sheriff’s Office, serving the unincorporated areas of Yolo County and contracting with the cities of Davis, West Sacramento, Winters, and Woodland, as well as UC Davis. In 2023, the Yolo County Board of Supervisors transferred animal services from the Sheriff’s Office to the County Administrator’s Office and subsequently transferred animal services to the County’s Department of Community Services, where it remains today. The City of West Sacramento continues to contract with the County for the provision of these services today.

Yolo Animal Services Planning Agency Joint Powers Agency In 2013, a Yolo County Local Agency Formation Commission (LAFCo) and UC Davis Koret Shelter Medicine Program study found the Yolo County Animal Shelter to be “inadequate, outdated, and compromising the program’s ability to adequately serve the community.” Additionally, it identified the establishment of an Animal Shelter JPA as a means to provide participating jurisdictions with increased control over budget and operational decision-making for the Yolo Animal Shelter.

In the Fall of 2018, representatives of the County, cities of Davis, Woodland, Winters, and West Sacramento, and UC Davis (“Animal Shelter Working Group”) held two joint meetings to gather information on the status of the Yolo Animal Shelter and determine next steps for action. The recommendation from these meetings was for each jurisdiction’s governing board to approve moving forward with the first phase of JPA development, and to receive a check-in from staff at each transition point in the phases.

In 2020, the four Yolo County cities and the County formed the Yolo Animal Services Planning Agency Joint Powers Agency (YCASPA JPA). To date, YCASPA JPA is a planning agency only, focused on the future of animal sheltering. It does not provide operational animal services.

ANALYSIS
The YCASPA JPA recently gave direction to Yolo County staff to conduct an analysis of operational JPA models for animal services and to present findings back to the YCASPA JPA Board. The City of West Sacramento is represented by Mayor Guerrero (primary) and Mayor Pro Tem Sulpizio Hull (alternate) on the YCSAPA JPA. A summary report of this analysis has been completed and presented to both the Yolo County Board of Supervisors on February 10th and the YCASPA JPA Board on February 18th. A copy of the analysis report, as well as a copy of the staff report to the Board of Supervisors, are included as attachments to this item.

As a part of this City Council agenda item, Yolo County staff will present their findings related to options for operational JPA models. The YCASPA JPA Board has requested that each of the jurisdictions review the analysis of JPA governance models prepared by the County and provide a written indication of interest to advance analysis and development of a JPA to govern the operations of animal control and sheltering services.

City staff have prepared a draft letter for Council review that states the City of West Sacramento’s interest in 880
Consideration of Operational Animal Services JPA
June 17, 2026

Page 2 ends

pursuing an operational JPA. Any edits suggested by the Council during the discussion of this item will be included and transmitted to the County Administrator following the meeting.

Staff is recommending this statement of interest because the County’s costs for animal services have nearly tripled over the past 10 years, and the inability of Yolo County cities, including West Sacramento, to control those increases has been a major impetus for this exploration of alternative governance models. For example, Yolo County’s proposed budget for Fiscal Year 26-27 contemplates a contribution of $1,268,866 from West Sacramento, whereas in FY 24-25 the City’s contribution was $863,820. Staff believes that an operational JPA would provide participating jurisdictions with increased local input and flexibility in determining service levels, delivery approaches, and associated costs within their communities.

Environmental Considerations
The proposed actions contained in this report fall within the “common sense” CEQA exemption set forth in CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Commission Recommendation
N/A
Strategic Plan Integration
N/A
Alternatives
Staff has summarized the Council’s primary alternatives below:

1. Direct staff to provide the attached letter expressing the City’s interest in further pursuing an operational animal services JPA.

2. Direct staff to provide the attached letter expressing the City’s interest in further pursuing an operational animal services JPA with directed modifications.

3. Decline to direct staff to provide a letter expressing the City’s interest in further pursuing an operational animal services JPA.

Alternative 1 is staff’s recommended action. Staff is prepared to implement Alternative 2. Staff is not recommending Alternative 3 because the current delivery model for animal services in Yolo County does not allow sufficient input from contracting agencies, including West Sacramento, which has experienced significant cost growth since animal services over the past ten years.

Coordination and Review
City Manager’s Office staff prepared this item.

Budget/Cost Impact
There is no direct budget or cost impact associated with this item. However, the City’s future financial contribution to Yolo County for animal services may be affected by the formation of an operational animal services JPA.

ATTACHMENT

1. Draft Animal Services JPA Letter of Interest

2. Yolo County Animal Services Operational Analysis Report

3. Yolo County Board of Supervisors Staff Report

4. Presentation Slides
881
1110 West Capitol Avenue
West Sacramento, CA 95691
(916) 617-4500
www.cityofwestsacramento.org
June 18, 2026
Yolo County Administrator’s Office
Michael Webb, Chief Administrative Officer
625 Court Street, Room 202
Woodland, CA 95695
Dear Mr. Webb,
The City of West Sacramento is writing to express its interest in continuing discussions regarding the potential formation of a joint powers agency (JPA) to oversee animal services operations throughout Yolo County.

Following review of the preliminary analysis prepared by the County and presented to the City Council on June 17, the City believes that an operational JPA structure for animal services could provide participating jurisdictions with increased local input and flexibility in determining service levels, delivery approaches, and associated costs within their communities.

The City appreciates the County’s leadership in facilitating the evaluation of alternative governance and service delivery models. We look forward to collaborating with the County and the other member jurisdictions to further develop a governance and operational framework that maintains high-quality animal services while allowing each participating agency greater ability to manage expenditures and operational priorities.

Please do not hesitate to contact me if you have any questions or if additional information regarding the City of West Sacramento’s interest in pursuing establishment of the JPA would be helpful.

Sincerely,
Aaron Laurel
City Manager
City of West Sacramento
882
2026
Yolo County Animal
Services Operational
JPA Analysis

CITIES OF DAVIS, WEST SACRAMENTO, WINTERS, AND

WOODLAND, UC DAVIS, AND THE COUNTY OF YOLO
YOLO COUNTY ADMINISTRATOR’S OFFICE

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1 Contents
Background ..................................................................................................................... 2 Historical Information ....................................................................................................... 2 LAFCo Summary ......................................................................................................... 2 Formation of the Yolo County Planning JPA ................................................................ 3 Overview of Animal Care and Control ............................................................................. 4 Legal Mandates ........................................................................................................... 4 Current Animal Services Delivery Model ...................................................................... 8 Animal Control Service Agreements ............................................................................ 9 Animal Service Statistics .............................................................................................. 9 Status of the Yolo County Animal Shelter .................................................................. 11 Existing External Partnerships for Services ............................................................... 13 Environmental Scan/Comparative Analysis ............................................................... 14 Potential Models for Animal Care and Control Services ................................................ 16 JPA Contract with County ....................................................................................... 17 Self-Sufficient JPA .................................................................................................. 18 JPA Contract with Non-Profit .................................................................................. 19 Hybrid Model........................................................................................................... 21 Request for Information (RFI) and Responses ........................................................... 24 Summary of Findings .................................................................................................... 25 Attachment A: Marketing Posts
Attachment B: RFI and Vendor Response Form
Attachment C: RFI Responses (Including UCD Letter of Interest) Attachment D: FY 24/25 Animal Services Call Report

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2 Background
At the May 20, 2025, Yolo County Board of Supervisors meeting, County staff provided an update on the Yolo Animal Services Planning Agency Joint Powers Agency (YCASPA JPA), and reviewed examples of JPA governance models for consideration.

Subsequently, the Board of Supervisors directed the County Administrator’s Office (CAO) to complete an analysis of potential governance models for the YCASPA JPA.

This document will first lay out the foundation for understanding the historical formation of the YCASPA JPA followed by the legal mandates and jurisdictional responsibilities as defined by the State of California. An overview of the existing service model will be reviewed, including animal shelter statistics and an environmental scan. Finally, an analysis of existing governance models will be outlined to support the exploration of alternative potential pathways and approaches to animal services. The intent of this analysis is to provide the Board of Supervisors insight into various animal services governance models to assist deliberations in considering potential alternative models that meets public expectations, limits public costs, and maintains positive outcomes for the animals within the community.

Historical Information
LAFCo Summary
In 2012, Yolo County Local Agency Formation Commission (LAFCo) hired consultants from the Animal Protection League to complete a study of Yolo County Animal Services on behalf of the County and the cities of Davis, West Sacramento, Winters, Woodland, and the UC Davis campus, who contract with the County for animal services. This study was a review of the services provided and was aimed at determining if alternative governance models could be more cost effective. This study and its findings were presented to the County and each contracting agency in Fall 2012.

The consultants suggested the following improvements to enhance the shelter’s best practices:
 Privatization of animal services through formation of a Joint Powers Authority or contracting with a humane society.
 Create a licensing unit to promote responsible pet ownership and pursue licensing compliance to generate significant revenue.
 Establish an aggressive spay/neuter program including a high-volume spay/neuter clinic.
 Hire an Outreach/Education Director to develop education opportunities and a spay/neuter awareness campaign.
 Hire a Volunteer Coordinator to develop a volunteer program and recruit, train,

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and supervise volunteers.
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3  Implement proactive strategies in the Animal Control Field Services division to effectively deploy resources and address animal-related policing issues.  Build a new animal shelter.

The Board of Supervisors and the city councils expressed interest in continuing to study alternative organizational models that could provide quality animal services at a reduced cost, and to determine the appropriate and sustainable level of staffing and programs for animal services in Yolo County so that cost scenarios could be developed.

In 2013, LAFCo commissioned a study to determine a method of providing animal services in Yolo County. The first portion of the study, completed by UC Davis Koret Shelter Medicine Program (UCD KSMP), looked at animal services programming and staffing to determine the levels necessary to meet legal requirements and public expectations. The second portion, completed by LAFCo, provided potential models of animal services based on the recommended staffing and programming levels by UCD KSMP.

The study found the Yolo County Animal Shelter to be “inadequate, outdated and compromising the program’s ability to adequately serve the community.” Additionally, it proposed the establishment of an Animal Shelter Joint Powers Authority (JPA) as a means to provide participating jurisdictions with increased control over budget and operational decision making. A JPA typically forms so economies of scale can be achieved, which include the reduction of administrative activities, shared resources, and the cost savings that result from more efficient operations. The Study presented cost savings due to lower salary and benefit rates for private staffing, as well as expanding staffing and programming. It also stated that public agencies are “generally less able to take advantage of opportunities to generate funds,” as compared with non-profits that can potentially access grant funding and other revenue generating enterprises inaccessible to government entities.

Formation of the Yolo County Planning JPA
In the Fall of 2018, representatives of the County, cities of Davis, Woodland, Winters, and West Sacramento, and UC Davis formed the Animal Shelter Working Group (the “Working Group”), which held joint meetings to gather information on the status of the Yolo Animal Shelter and determine next steps for action. Inspired by a collective interest to control costs, the Working Group met throughout 2018 and 2019 to discuss the governance structure, with a shared interest in developing a JPA to create a governance entity that would have operational and budgetary control over animal services and authority to make improvements to shelter facilities. The Working Group participants agreed that the JPA should start as a planning agency only, and that the operational and program options should be studied first, before proceeding to consideration of facility options.

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4 The recommendation from these meetings was for each jurisdiction’s governing board to approve moving forward with the first phase of JPA development, and phase further transition points in the JPA’s growth. The suggested phases of JPA development included:

1. Determine Governance Model: Outline the charge, scope and governance structure of the JPA, including powers, membership, bylaws and voting structure.

2. Develop Strategic Plan: Formation of the JPA’s shared vision, mission, goals, and objectives.

3. Establish JPA Operational Model: JPA would consider operational models, staffing, and program options; allowing for updated financial projections before moving forward to consider facility options.

Once an operational model was agreed upon, additional phases might include:
 Implementation of Joint Powers Agreement
 Creation of a Budget
 New Shelter Location and Design
 Discussion of Financing Options
On September 19, 2019, the Working Group met to discuss the governance structure.

The County and four cities, in consultation with UC Davis, ultimately agreed to continue moving forward with the initial formation of a JPA that was flexible to participating agencies. For example, agencies could leave their agreements with Yolo County and choose to provide services individually on a city-by-city basis; or alternatively, agencies could elect to enter into an agreement with Yolo County for provision of animal services at a later date. This flexible model was named the Yolo Animal Services Planning Agency Joint Powers Agency (YCASPA JPA). The YCSASPA JPA has a board that includes representatives from Yolo County and the cities of Davis, West Sacramento, Winters, and Woodland and remains the current governing model today.

Overview of Animal Care and Control
Legal Mandates
In California, legislative mandates require cities and counties to provide certain animal control services. The main requirements include an animal shelter for stray animals, enforcement of animal laws, rabies control and licensing, and the spaying or neutering of animals prior to adoption placement. County or city governments may have their own animal control departments to oversee compliance within their jurisdiction. These departments may choose to work collaboratively to enforce regulations and address complaints or violations.

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5 The County currently provides animal sheltering and control to contracting jurisdictions, but it is not obligated to implement state mandates specific within cities and performs those duties on a contractual basis. Cities participating in the YCSASPA JPA have all elected to adopt and follow Yolo County’s ordinances concerning the provision of animal services.

Regardless of how animal control and services are organized within municipalities, it must be done within the legislative mandates. Below is a chart of some state and county regulations related to animal services. This is only a partial list of the most significant legal mandates and County implementing ordinances:

State Regulations
Health and Safety
§121575-121710
Obligates “[e]ach city, county, or city and county to provide” a rabies control shelter system and a rabies control
program, including immunization and licensing; reporting, investigation, and isolation of animals involved in bite incidents; and public education
Health and Safety
§121690
Rabies vaccination requirements and exemptions; provision of public dog vaccination and licensing
Food and Agricultural
Code §30501
Identifies sections of Food & Ag Code that any county or city governing body relating to animal licensing and care may adopt, and states that counties are not required to enforce those provisions within any city
Food and Agricultural
Code §31105
Requires a board of supervisors to provide for “the taking up and impounding (sheltering) of all dogs which are found running at large,” as well as euthanasia when allowed by law. Under section 30501, mentioned above, counties are not required to provide these services within cities
Food and Ag §31101-
31109 & §31752
Legal holding period for stray dogs and cats and other
provisions relating to seizing, impounding, and identifying stray dogs
Food and Ag §31108.3 &
§31752.1

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Microchip dogs and cats prior to release from shelters
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6 Food and Ag §30503 &
§31751.3
Spay and neuter of cats/dogs prior to adoption, with limited exceptions
Food and Ag §21621-
31626
Seizure and care of potentially dangerous or vicious dogs, owner due process rights, and related matters
Penal Code §597-§597.1 Crimes against animals: seizure of abused and neglected animals; investigation for animal cruelty and referral for prosecution; care for injured stray animals and owner (if known) liability for costs; permitting animals to go without care
County Regulations
Section 6-1.103 Cites the Government Code, Health & Safety Code, and Food and Agricultural Code as authority for related County Code provisions
Section 6-1.202 To operate and maintain the Animal Control Center and to administer and enforce the Animal Control Center provisions Section 6-1.202 To cooperate with the Health Officer in the administration and enforcement of the rabid and dangerous animal provisions Section 6-1.202 To remove and dispose of the carcass of any dog found in or on any street, alley, or other public place, except State highways
Section 6-1.202 To receive applications for dog licenses, to issue dog licenses, to collect dog license fees in advance, and to enforce the dog licensing provisions
Section 6-1.401 Addresses animals running at large, leash requirements, and other matters related to care, licensing, and vaccination Section 6-1.601 Dog licensing requirements and related fees, penalties, and

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procedural matters
889
7 Section 6-1.802 Redemption periods for animals at the shelter Section 6-1.803 Animals voluntarily surrendered shall not be deemed to be impounded and need not be kept or retained for any
minimum period of time
Section 6-1.804.1 Provide euthanasia services on animals whose owners request it (this is not a mandate but a service that YCAS chooses to provide)
Section 6-1.901 Every owner of a dog over four (4) months in age shall have such dog vaccinated with such canine anti-rabies vaccine and at such intervals as prescribed by the State Department of Health
Section 6-1.905 Reports related to Rabies Control
Section 6-1.1003 Vicious dog investigations

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8 Current Animal Services Delivery Model
Yolo County’s Animal Services (YCAS) is a division within the Department of Community Services that provides animal control and sheltering in Yolo County. YCAS serves over 216,000 residents in the cities of Woodland, Davis, West Sacramento, Winters, and the University of California Davis campus, as well as the unincorporated areas of Yolo County.

Yolo County administers the state-mandated rabies control program, which includes facilitating rabies vaccinations and managing bite reports and quarantine of dangerous animals. Yolo County collects license compliance data from all jurisdictions and submits County-wide reports to the state. The County also coordinates emergency response and animal emergency evacuation planning.

All services other than the state-mandated rabies control program are provided to Yolo County cities by the Yolo County Animal Services program on a fee-for-service contractual basis.

Sheltering services include animal sheltering, pet adoptions, lost & found, pet licensing, Trap-Neuter-Return (TNR) surgical services, low-cost vaccination clinics, and volunteer/foster opportunities. The Yolo County animal shelter is a public, openadmission shelter staffed by Yolo County employees and volunteers. Funding for the shelter includes grants for government agencies and brick-and-mortar facilities, for which the Friends of YCAS is ineligible. Field services provide the law enforcement, nuisance abatement and primary public health/rabies control aspects of an animal control and sheltering program.

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9 Animal Control Service Agreements
Yolo County, through the Animal Services program, is contractually responsible for providing incorporated jurisdictions, the cities of West Sacramento, Davis, Winters, and Woodland and the campus of UC Davis with animal services. The services Yolo County provides to its partner cities include, for example, pick up of stray animals, rabies control, response to vicious animals, handling animal complaint reports, and other similar services. Below are links to current agreements between the County and local jurisdictions, which expire in June 2026:
 UC Davis $68,721* per year
 City of West Sacramento $949, 029* per year
 City of Davis $604,576* per year
 City of Winters $86,068* per year
 City of Woodland $1,184,000* per year
*less any licensing/fee revenues received during the service period Each agreement details the services the County provides relating to animal services.

Total program cost to the cities and UCD is based on the Recommended Fiscal Year Animal Services budget and is allocated between UC Davis, the cities of Davis, West Sacramento, Winters, Woodland, and Yolo County based on a three-year rolling average of 1) the number of animals housed; and 2) number of calls for service received from each jurisdiction. The number of calls of service received from each jurisdiction account for differences in contract amounts between Yolo County and its cities. For example, in FY 2024-25, the City of West Sacramento had 2,674 calls for service. In comparison, the City of Winters had 279. (See Animal Service Statistics below for more information.)
Yolo County covers the portion of costs associated with animal services provided to the unincorporated areas of the County. The total budget for animal control services for FY 2025-25 was $5 million, with a net county cost of $1.3 million.

YCAS and department fiscal staff meet monthly with the contracted agencies on service levels, concerns, and cost charges, which are billed quarterly. While the contracted parties do not have the authority to make budgetary, staffing, or operational decisions and these decisions remain solely with the County, Yolo County staff remains open to suggestions and ongoing discussions with its partner cities. Feedback is obtained through periodic contract and budgetary meetings with individual cities, as well as the quarterly YCAS JPA public meetings.

Animal Service Statistics
Below are the Animal Service Calls statistics for FY 2024/2025 to illustrate the service demands and cost associated with County contracted services delivered to the jurisdictions.

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10 Calls for Service FY 24/25*
County of Yolo 1,668
Davis 1,064
UC Davis 178
West Sacramento 2,674
Winters 279
Woodland 2,890
No Response Area 399
Total 9,161
Calls Disposition (across all jurisdictions) FY
24/25*
Officer Follow-Up 2,235
Stray at Large 951
Stray Contained 896
General Questions 730
Deceased Wildlife Pick Up 630
Deceased Domestic Pick Up 563
Stray Injured 234
Verbal Warning 219
Bite Report 192
Wildlife Relocated/Injured 328
*For more information regarding calls received in FY 24/25, please see Attachment D:

FY 24/25 Animal Services Call Report.

When considering the framework of animal services, the shelter’s ability to meet the needs of every animal admitted to the shelter will need to be reviewed. Determining the shelter’s ability to function at its highest potential involves assessing staffing, intakes, outcomes, and actual kennel capacity.

Below are the statistics for the Yolo County Animal Shelter in CY 2024:

Intakes
Strays at Large 2,877
Relinquished by Owner 438
Seized 204
Other 78
Outgoing
Adoptions 1,777
Returned to Owner 858
Returned to Field 106
Died in Care 98

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11 Lost in Care 9
Euthanasia
Owner Intended Euthanasia (In) 104
Owner Intended Euthanasia (Out) 93
Shelter Euthanasia 288
Additional shelter statistics may be found here:
https://www.yolocounty.gov/government/general-government-departments/communityservices/animal-services/animal-services-stats Status of the Yolo County Animal Shelter
The current animal shelter facility was built in 1970 and was originally 4,828 square feet with a portion of the office used as housing. In 1974, a kennel area of 2,966 square feet was added and in 2003, a cat annex building added 2,870 square feet.

In 2014, the County contracted Jacobs Engineering Group to conduct a space utilization study for all County facilities during the development of the County’s capital improvement plan and the desire to take a holistic approach to facility strategic planning and asset management to best serve the residents of Yolo County. The Jacobs Strategic Space Utilization Study determined that the current Yolo County Animal Shelter sites were inadequate for the needs of Yolo County Animal Services. As a result of the study, an exploratory committee was formed and included representation from the County, the Cities, the Yolo SPCA, and the UC Davis Koret Animal Resource Center.

The exploratory committee met on April 14, 2016 and reviewed scope of work proposals from leading animal shelter architects from across the country. The local firm, Indigo Architects, in partnership with the UC Davis Koret Shelter Medicine team, conducted a needs assessment to ensure adequate medical, quarantine, adoption, and community space were identified and determined the potential cost and ongoing operating costs of a new facility.

On June 20, 2016, the County entered into a contract with Indigo Architects to prepare cost estimates for animal shelter options. Indigo Architects met with the Yolo County Animal Services Exploratory Committee to review animal intake data and future growth projections to prepare an estimation of animal housing needs at a new shelter.

Indigo Architects presented to the Yolo County Board of Supervisors conceptual designs of a 28,000 square feet shelter with costs estimated between $15 million and $24 million at the time. Unfortunately, due to budget constraints, funding to move forward with a new shelter has not been identified.

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12 RENDERING OF YOLO COUNTY ANIMAL SHELTER BY INDIGO (SEE HTTPS://WWW.INDIGOARCH.COM/YOLO-COUNTY-ANIMAL-SHELTER23) In February 2024, the Yolo County Board of Supervisors approved a phased approach to address the shelter’s deferred maintenance and future space needs:

Shelter Improvements
Phase Description Status
1 Complete deferred maintenance, such as roof and parking lot repairs, at the animal shelter using YCAS FY 2023-24 budget savings totaling approximately $300,000.

Near
completion
2A Remodel the former Day Reporting Center into a
community spay/neuter clinic at 2780 East Gibson Rd
using $500,000 from the Animal Services Reserves
account plus $150,000 in Accumulated Capital Outlay
funds.

In progress
2B Seek partnerships, possibly with UC Davis School of
Veterinary Medicine (UCD-SVM), to provide shelter
medicine services in a future modular building adjacent to the 2A building.

Paused
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Plan a long-term solution for a new animal shelter. Not started 895
13 Existing External Partnerships for Services
Yolo County Board of Supervisors requested Department of Community Services Staff to evaluate the potential external partnerships, whether as part of a future JPA or in the current model.

Currently, the following services are provided by external partners or vendors:
 Emergency Veterinary Care (UC Davis)
 Online Pet Licensing (Docupet)
o Requires County staff time to process rabies certificates and on-site licensing
Opportunities and considerations for outsourcing are identified below; however, the County and JPA should first consider the costs, benefits, and impact on existing systems and staffing before pursuing and committing to additional partnership opportunities.

Opportunity Considerations
Veterinary Services For several years, UC Davis School of Veterinary Medicine was contracted for on-site Shelter Medicine and after-hours Emergency Care. However, due to growing community
needs and differences in program goals, the contract for the Shelter Medicine portion ended while use of Emergency Care continues for after-hours and holiday closures.

Fundraising
Coordinator
Hiring a fundraising coordinator would be costly, but
focused efforts towards fundraising could yield additional funding. Community organization(s) may also be positioned to take the lead on such efforts.

Shelter Operations A contractor may be brought in to operate the existing shelter. The County would need to explore the costs and expectations of the contractor for full-service operation and maintenance of the shelter.

Field Operations City code enforcement or police departments may consider providing these services internal to their jurisdiction.

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14 Environmental Scan/Comparative Analysis
In 2023, CAO staff conducted a brief survey and analysis of Animal Services operational costs from similar and/or neighboring jurisdictions to determine if there were any notable budgetary or employment differences between the County’s Animal Services program and selected peers, as seen below:

In 2025, an updated comparative analysis of neighboring jurisdictions show that Yolo County’s spending is in line with the median budgeted for animal services, however, a jurisdiction’s organizational structure may affect per capita costs. This includes updates to Yolo County’s service offerings as low-cost spay/neuter is unsuspended and YCAS offers free microchip and vaccine clinics.

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15 *The City of Lodi FY 2025budget does not include the $4 million towards an estimated $13 million for the replacement of the animal shelter set to open in March 2026.
2025 Comparative Analysis of Operational Costs from Similar/Neighboring Jurisdictions Jurisdiction Annual Budget
(FY2025)
Population
Served
Area
Served (sq
mi)
Per Capita
Costs
Median Household
Income FTEs
Yolo County $5,032,358.00 225,251 1015 $22.34 $88,818.00 22 City of Sacramento $9,233,229.00 520,407 99 $17.74 $80,254.00 63 Sacramento County
(unincorporated areas of
Sacramento County and the Cities
of Citrus Heights and Galt) $21,641,015.00 718,000 735 $30.14 $88,724.00 67 San Luis Obispo County $5,333,160.00 278,348 3299 $19.16 $90,216.00 24.5 El Dorado County $4,741,787.00 192,823 1708 $24.59 $106,190.00 18 Solano County (animal control for
unincorporated Solano County and
the City of Vallejo & excludes
sheltering for Vallejo’s impounded
animals) $6,611,941.00 455,101 822 $14.53 $99,994.00 29 Santa Cruz County JPA $6,403,261.00 262,572 445 $24.39 $109,266.00 31 City of Lodi* $958,810.00 66,509 14 $14.42 $78,468.00 4 City of Rancho Cordova (does not
operate a shelter) $914,988.00 81,117 35 $ 11.28 $77,044.00 3 Average $6,763,394.33 311,125 908 $19.84 $90,997.11
Median $5,333,160.00 262,572 735 $19.16 $88,818.00

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16 Potential Models for Animal Care and Control Services Transitioning the current Planning JPA to a different model could present opportunities to engage in shared governance in order to improve outcomes.

The benefits of an operational JPA potentially include reduced administrative overhead, streamlined services, and increased collaboration between each jurisdiction. Below is a chart of potential governance options for animal services, where the JPA board would be operational and the governing body for animal services:

JPA Models/Governance
Options Contractor(s)
Customer
Services/Animal
Sheltering
Field Services
Self-Sufficient JPA None JPA JPA
JPA Contract with
Non-Profit for Services Non-Profit Non-Profit Non-Profit JPA Contract with
County for Services Yolo County Yolo County Yolo County Hybrid Model Non-Profit &
County Non-Profit County

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17 JPA Contract with County
The Planning JPA would transition to an Operational JPA and contract with the County to provide all animal services, similar to the current Yolo County Animal Services model.

Contracting with the County will allow the Operational JPA to create shared governance with each participating jurisdiction having an equal vote in matters without hiring personnel for shelter and field operations. Each participating jurisdiction and the County would continue to pay a portion of the operational expenditures based on population and workforce statistics. The Operational JPA would be governed by a Board made up of either elected officials or appointed representatives, who determine the service needs, resource capacities, and potential cost-sharing mechanisms.

STANISLAUS ANIMAL SERVICES AGENCY (SASA)
Before transitioning to a JPA, animal services in Stanislaus County was provided by a county department which billed each city for services, similar to the way Yolo County provides animal services currently. To create more buy-in and cooperation amongst the jurisdictions, the County shifted to an Operational JPA model. The JPA Board is comprised of city managers or their designees and the County Administrator to represent their respective jurisdictions. The JPA Board approves the agency’s budget, determines the cost structure, and creates the policies and procedures. SASA employees are employed by the County and receive County benefits.

CONTRA COSTA COUNTY ANIMAL SERVICES (CCAS)
CCAS provides full animal care and control services, including sheltering and field services, to the unincorporated County and through contracts to eighteen of the nineteen cities in Contra Costa County (the exception being the City of Antioch). CCAS is comprised of one shelter and over 75 full-time employees, including: field officers,

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18 medical staff, animal care staff, community and media relations personnel, and administration. As of July 2024, the Department serves a population of 1,146,626 people and, in the calendar year of 2023, took in a total of 7,114 animals with an overall live release rate of 85 percent.

Self-Sufficient JPA

A Self-Sufficient JPA allows all jurisdictions to financially contribute to the general operations of the JPA based on a fee schedule agreed to by the JPA board, allowing for equal representation of each participating jurisdiction. The cities, County, and UC Davis would contract individually with the JPA for animal services. The JPA would be responsible for administering the entire animal services program, hiring employees, and providing services to all participating jurisdictions. A self-sufficient JPA would have its own staff who oversee both sheltering services and field services.

WEST END ANIMAL SERVICES/ANIMAL RESOURCE CENTER OF THE INLAND

EMPIRE (ARC)
Staff met with the Executive Director of ARC to discuss the formation of the JPA. He stated that ARC was formed as no organization could provide generalized animal services in the area.

Prior to the formation of the ARC JPA, animal services were provided by the Inland Valley Humane Society (IVHS). Due to the geographical location of IVHS from the cities of Ontario, Montclair, and Chino, the three jurisdictions decided to form a JPA in November 2024 in anticipation of the IVHS contract expiring in June 2025. Comprised of the City of Ontario, Montclair, Chino, and parts of unincorporated San Bernardino County, ARC is a full-service animal services agency providing both animal control and sheltering services to member

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19 agencies as of Summer 2025. The Agency sets and adopts operational policies, adopts an annual budget, and employs about 34 employees. ARC provides services out of a temporary facility in Ontario with a permanent shelter is expected to open in 2027, paid for through a 12- year payment plan.

The ARC JPA Board is made up of elected officials or their designees. The City of Ontario is the financial representative, provided the land for the new shelter and Human Resources services for the JPA. Personnel are employed by ARC and do not receive the benefits of City or County employees. Per the Executive Director, since its formation, public opinion of ARC has been generally positive.

SANTA CRUZ COUNTY ANIMAL SHELTER (SCCAS)
The SCCAS is a non-profit joint powers authority formed in June 2002 that includes the County of Santa Cruz, and the cities of Capitola, Santa Cruz, Scotts Valley, and Watsonville. The SCCAS provides 24-hour animal rescue and is Santa Cruz County’s only full service, open-admission animal shelter. The SCCAS is governed by a Board of Directors that has representatives from each of the participating jurisdictions, which includes the Public Health Director, city managers, police deputies, the undersheriff, and the Assistant County Executive Officer.

Staff reached out to SCCAS but did not receive a response.

JPA Contract with Non-Profit
The JPA may contract with a non-profit to provide both sheltering services and field services for all the jurisdictions. Contracting with a private non-profit could allow for certain cost-savings related to staffing. Partnering with a private, non-profit organization may open funding opportunities to the JPA that is not available to public agencies. For

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20 example, BluePearl Cares and Stand Up for Pits, 501c3 nonprofit organizations with grant programs, require grant applicants be a nonprofit organization with proof of 501c3 status.

This model is inherently dependent on there being an appropriate non-profit partner which can provide such services; if there is a lack of interest or options for service providers, this governance model may not be a viable option.

MARIN COUNTY JPA & MARIN HUMANE (MH)
Marin Humane (MH) operates a county-wide animal care and control services program through a contract and partnership with the County and the cities and towns of Marin.

The JPA contracts with the MH for $12 million over three years (2023-2026) for field enforcement and shelter services, including appointment of animal control officers. The funding is a lump sum to carry out all the work and operate the animal shelter. The contract is negotiated by a committee which is made up of representatives of either two or three cities along with a representative from the county. Once a new contract is approved by the committee and the MH Board of Directors, it is presented to the Marin County Board of Supervisors for approval. All cities have to accept the terms to make enforcement consistent throughout the county. Marin Humane has their own internal operating policies and procedures, which are not subject to the County's review or approval.

Staff met with Marin Humane’s CEO/President and Director of Shelter Services to discuss their contract with Marin County, which is entering the last year of the current three-year contract. The main successes, from their perspective, is the ease in which the contract is managed, the trust MH receive from the cities and county to carry out Animal Services for Marin County, and the flexibility in carrying out the terms of the agreement. As the single animal sheltering agency in the County, MH has direct communication with public health officials as the animal services officers work as agents of the health department for rabies control. It is written into the contract that MH work within local ordinances. MH is committed to being the one and only animal services agency for the county. If their contract was terminated, the county would need to build their own sheltering facility and hire staff.

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21 Hybrid Model

The final potential model is the hybrid JPA model. Yolo County and its five agencies form an Operational JPA, and contract with various service providers, which may include the County or other public agency, non-profits, private organizations, and the university. For example, the JPA could contract with a non-profit for the provision of animal sheltering services and YCAS for field services.

FRIENDS OF THE ALAMEDA ANIMAL SHELTER & CITY OF ALAMEDA Friends of the Alameda Animal Shelter (FAAS) is a private non-profit that operates the shelter while the City of Alameda coordinates its Animal Control operations. Since 2012, FAAS provides shelter services, animal rescue, adoptions, foster care, licensing, spay/neuter, and education programming. Compensation for services is through an annual sum from the City to FAAS to offset 50% of the FAAS budget for the provision of shelter services. The City budgeted $1.2 million for the animal shelter in FY 2024 and $1.4 million in FY 2025. FAAS collect fees from the public based upon FAAS's schedule of fees and apply such collections entirely and exclusively to the performance of the Shelter Services.

The City has two full-time Animal Control Officers, which enforce relevant laws and ordinances, pick up stray animals, and remove animal carcasses. They also respond to barking dog complaints, aggressive animals, and bite incidents.

Staff reached out to the City of Alameda and Friends of the Alameda Animal Shelter but did not receive a response.

SONOMA COUNTY ANIMAL SERVICES (SCAS)
SCAS is a public agency that serves county residents who reside in the unincorporated areas, the City of Healdsburg, and the City of Santa Rosa. North Bay Animal Services (NBAS) provides shelter and field services to the cities of Cloverdale, Windsor,

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22 Sebastopol, and Petaluma. The remaining county residents receive animal control services through local police departments and shelter care through the Rohnert Park Animal Shelter, the Humane Society of Sonoma County and numerous private and nonprofit organizations that provide shelter, adoption, and spay/neuter programs for Sonoma County.

The 2024-2025 Sonoma County Civil Grand Jury released a report in May 2025 highlighting the costs and consequences of decentralization of animal services in Sonoma County. The report concluded that insufficient oversight and the lack of coordination, shared data, and communication amongst the various animal services providers contributed to inadequate services such as untimely license renewals and disparities in staff and volunteer training. The report recommended a governance structure which can provide cost-efficient solutions and increased revenue collection.

Staff met with the Sonoma County Animal Services Operations Manager to discuss the grand jury report and its findings. She stated that the County is researching the JPA process to determine if it makes sense for the County to form a JPA to provide shelter and field services for the County and its cities.

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23 Comparison of Yolo County’s Animal Services Budget and Local JPAs Organization Annual Budget Population
Served
Per Capita
Costs FTEs
Yolo County Animal Services $5,032,358.00 225,251 $22.34 22 Sonoma County Animal
Services $6,700,000.00 305,000 $21.97 63
Stanislaus Animal Services
Agency* $6,642,750.00 548,701 $12.11 38
ARC of the Inland Empire $6,833,450.00 315,000 $21.69 34 Average $ 6,302,139.50 348,488 $19.53
Median $ 6,671,375.00 310,000 $21.83
*The City of Modesto, the largest city in Stanislaus County with a population of approximately 218,000, operates field services through their police department.

Based on our research into various JPA governance models and conversations with animal services leaders in California jurisdictions, the formation of an operational JPA should have a JPA Board serving as the governing body for animal services to allow buy-in from each jurisdiction and include a centralized animal services provider, whether through an operational JPA or single vendor. The per capita cost of the current Yolo County service model is in line with JPAs across California, as shown in the table above.

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24 Request for Information (RFI) and Responses
CAO staff worked with the County’s Procurement Department to release a Request for Information (RFI) on August 25, 2025 to capture potential providers in the region to better understand the services offered and to determine if public/private partnerships may be feasible. A similar RFI issued by Yolo LAFCo in 2014 did not yield any viable proposals. To widen the pool of respondents, the RFI was shared via a press release and on County social media pages (see Attachment A: Marketing Posts).

The RFI was intended strictly for information-gathering purposes and did not result in a contract. Information on costs was not collected. The intent of the RFI was to help the County understand the local animal services landscape, including available services and which potential providers can meet the County’s animal services needs. Interested organizations were encouraged to respond with their experience in shelter management, animal intake, rescue and foster programs, spay/neuter, and field services (see Attachment B: RFI and Exhibit A Vendor Response Form).

The RFI was originally set to close on October 23, 2025, and the deadline was extended to November 20, 2025. The County received four responses: Best Friends Animal Society, Animal Community Alliance, Jenee Rawlings, and Unleashing the Possibilities (see Attachment C: RFI Responses).

BEST FRIENDS ANIMAL SOCIETY
Best Friends Animal Society is an animal welfare organization based in Utah.

They operate more than 5,500 facilities across the U.S., and work with shelters and rescue organizations to help them reach and sustain no-kill. Though the organization partners with shelters, they cannot provide sheltering, licensing, or veterinarian services. Their Vendor Response Form states that they can assist with building volunteer, transport, and intake diversion programs. Based on their proposal, the Society is looking to partner with the shelter and is unable to provide sheltering and field services.

ANIMAL COMMUNITY ALLIANCE
Animal Community Alliance is a non-profit organization that serves Solano and parts of Yolo County. The Alliance’s proposal states that they can provide some services immediately, such as animal behavior training and rehoming programs.

Per their Vendor Response Form, they can add sheltering, licensing, and veterinarian services in an estimated time frame of 90 days of signing a contract.

JENEE RAWLINGS
Rawlings is a local business leader and volunteer foster with the Yolo County Animal Services. She offered input in improving operational efficiencies and community engagement. Rawlings also requested clarification on the roles of the

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25 UNLEASHING THE POSSIBILITIES
Unleashing the Possibilities (UTP) is a non-profit organization serving Yolo County. Their response to the RFI includes a draft proposal for an Adoption Education Center (AEC). The proposal states that the AEC would operate under a Memorandum of Understanding (MOU) between the County and the AEC to promote adoptions and education programs in a community-based facility. UTP is unable to provide sheltering or field services based on their submission.

Of the four submissions received, Animal Community Alliance’s proposal was the only response willing to provide management of Yolo County’s shelter, animal control, and veterinary needs. The other three proposals seek to create or expand partnerships with the Yolo County Animal Shelter. The JPA may choose to partner with these interested organizations in the future to improve community engagement, if the budget allows.

On December 30, 2025, the County received a Letter of Interest to partner with the Yolo County Animal Shelter from the UC Davis School of Veterinary Medicine. UC Davis expressed interest in providing clinical services, such as spay and neuter, to the animals residing in the shelter with an expectation of compensation. In their letter, UC Davis states that they can potential serve: 200 male dogs/year, 250 female dogs/year, and 550 Trap, Neuter, Release cats/year.

Summary of Findings
In summary, here are the governance models to which the existing YCASPA JPA may transition:

Model Details/Features
Status Quo
Each jurisdiction contracts with the County to provide
sheltering and field services, and may dissolve the planning JPA. County staff meet with partner cities for periodic financial reporting and may incorporate suggestions partner cities in its operations, at the County’s discretion and budget permitting
JPA contract with
County
The JPA contracts with Yolo County for both sheltering and field services with a sheltering facility and animal control staff already in place
Self-Sufficient JPA
The JPA would be responsible for administering the entire animal services program, hiring employees, and providing

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services to all participating jurisdictions
908
26 JPA contract with NonProfit
The JPA contracts with a non-profit (or for-profit)
organization to provide animal services, and the JPA would have little or no staff
Hybrid Model
The JPA contracts with various service providers, which may include the County, non-profits, private organizations, and UC Davis
In an effort to improve high-quality animal care and control services and explore costefficient possibilities, the Board of Supervisors directed CAO staff to analyze the governance models that could be effectively implemented in Yolo County. Here are the key findings from the various models presented above:
 There exists a significant gap between community expectations and the resources available for the Yolo County Animal Services department to meet those expectations.
 The per capita costs of Yolo County’s animal services operation is in line with the per capita costs of local jurisdictions, including those with an operational JPA and private, non-profit partners.
 There are currently limited non-profit organizations interested in partnering with the County in providing animal services.
 An operational JPA may better enable collective governance and decision-making and foster greater engagement and responsiveness to issues related to animal services in partner jurisdictions as each jurisdiction could control the cost and level of services provided. However, there may be considerable capital costs to initiate a full-service, self-sufficient JPA.
 A potential disadvantage of forming an operational JPA include diminished autonomy and control by individual member agencies.
 The County providing animal services would be advantageous as there are existing facilities and staff.
 A hybrid model would allow each vendor organization to scale services to meet population demand. However, contracted organizations may have their own internal operating policies and procedures, which may not be subject to the JPA's review or approval. Administration of multiple decentralized contracts may prove to be a challenge.
 If the JPA does not move forward, YCAS should prioritize improving partnerships with jurisdictions in order to create more collaboration within the existing service model.

In conclusion, if the Board is interested in pursuing an operational JPA model for animal services, the most expeditious approach would be for an operational JPA to contract

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27 with the County for continuity of services due to the current capacity of private, nonprofit organizations. This option would also likely have lower start-up costs than other models and would not preclude the possibility of other JPA models being considered in the future. Regardless of whether the Board determines to move forward with a JPA, CAO and YCAS staff will follow up with the RFI respondents to explore the potential for future collaborative opportunities.

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Attachment A: Marketing Posts

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COUNTY OF YOLO
Office of the County Administrator
Disponible en español usando la función Traducir en la parte superior de nuestro sitio web Доступно на русском языке с помощью функции «Перевести» в верхней части нашего сайта 使用我们网站顶部的翻译功能可以获取中文版本
625 Court Street, Room 202 ▪ Woodland, CA 95695
www.YoloCounty.gov
Michael Webb
County Administrative Officer
FOR IMMEDIATE RELEASE Contact: Laura Galindo
September 4, 2025 Email: [email protected]
Phone: (530) 341-9865
Yolo County Seeks Input on Future Improvements of Animal Services
(Woodland, CA) – Yolo County is seeking interested organizations including local nonprofits to respond to a Request for Information (RFI) to provide professional services for animal care operations within Yolo County.

The County is exploring opportunities to strengthen and enhance animal services, including shelter management, animal intake and care, redemption and adoption services, rescue and foster programs, spay/neuter and vaccination clinics, veterinary services for small and large animals, humane law enforcement, community education, volunteer coordination, fundraising, and special event production. “This exploratory process will help us identify qualified organizations that may be strong partners in promoting and protecting the health and welfare of both animals and residents within Yolo County,” said Angel Barajas, Yolo County Board of Supervisors and the County’s representative on the Animal Services JPA committee. “We look forward to better understanding what opportunities may exist to enhance animal services in Yolo County.”
This RFI is intended strictly for information-gathering purposes. It will help the County and its partner cities of Davis, West Sacramento, Winters, and Woodland to evaluate potential approaches for improving animal welfare and better understand opportunities for other partnerships. No contract will result directly from this process. Information received through this RFI will assist in assessing future organizational models for animal services in Yolo County.

Interested organizations must complete the Vendor Response Form (Exhibit A) and submit electronically through Beacon at https://tinyurl.com/YoloAS or by email at [email protected]. Submissions will be accepted until Thursday, October 23.
###

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Attachment B: RFI and Vendor Response Form

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1 Notice of Request for Information (RFI)
For
Animal Services
RFI-2025-0001
Post Date:

August 25, 2025
Responses Due:
2:00 pm
October 24, 2025
Yolo County Department of General Services
Procurement Division
120 W Main St., Ste. C
Woodland, CA 95695
RFI Coordinator:

Keely Mendes
[email protected]

COUNTY OF YOLO
General Services Department -Procurement Division

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2 I. INTRODUCTION
The County of Yolo invites qualified organizations to respond to a request for information to provide professional services for animal care operations in the County of Yolo to include, but not be limited to, overall management of shelter operations, acceptance and care of animals, tracking all animal intake, redemption of animal to owners, adoption, euthanasia, disposal, veterinary care for small and large animals, spay/neuter and rabies vaccine services for small and large animals, adoptions, rescue programs, foster care, and implement volunteers services program, community education program, fundraising, special event production, humane law enforcement and related field services.

This Request for information (RFI) is being sought strictly for the purpose of gaining knowledge of current options available and shall not be construed as an intent, commitment, or promise to acquire services, supplies, or solutions offered. No contract will result from any response to this RFI.

The County of Yolo will not pay for any information herein requested nor is it liable for any cost incurred by the vendor.

II. PURPOSE
The objective of Animal Services for the County of Yolo is to improve the well-being of all animals in our community through adoption and stabilization of the stray population. The County of Yolo is undertaking this process to evaluate better ways to approach animal services. This process will give qualified and experienced organizations an opportunity to demonstrate how they can help the County improve performance and meet its goals for animal welfare.

The County and its municipalities, the Cities of Davis, West Sacramento, Winters and Woodland, formed the Yolo County Animal Services Joint Powers Agency (JPA), a planning agency to study operational and program options to adequately service the community. The JPA is exploring options for providing a quality animal services program that will allow them to manage costs for their respective cities. This RFI will provide a launching point to determine potential providers in the region.

III. SCOPE OF WORK
Yolo County (“County”) is located in Northern California and is bordered by Sacramento County, Napa County, and Solano County. It covers over 1,020 square miles of both urban and rural areas with a population of approximately 216,000 people.

Currently, Yolo County Animal Services (“YCAS”) provides animal control and sheltering for the County, serving the cities of Woodland, Davis, West Sacramento, Winters, and the University of California, Davis (“UC Davis”), as well as the unincorporated areas of Yolo County. YCAS operates a municipal, open-admission animal shelter in Woodland, CA and provides pet adoptions, rescues, licensing, spay/neuter, medical treatments, and low-cost vaccinations for dogs and cats. In addition to these services, YCAS also investigates animal cruelty, barking and noise complaints, responds to loose, sick and injured domestic and wildlife animals, animal bites and attacks, and provides welfare checks on animals.

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3 According to the YCAS, their 2024 Animal Services Statistics are as follows:
o Intakes
 Strays: 2,877 animals
• 1,384 dogs
• 1,493 cats
 Relinquished by Owner: 438 animals
• 251 dogs
• 187 cats
o Adoptions: 1,777 animals
 760 dogs
 1,017 cats
o Returned to Owner: 858 animals
 733 dogs
 125 cats
o Shelter Euthanasia: 288 animals
 116 dogs
 172 cats
Updated statistics can be found here: https://www.yolocounty.gov/government/generalgovernment-departments/community-services/animal-services/animal-services-stats IV. INFORMATION REQUESTED
Information requested as fully described in Exhibit A, Vendor Response Form.

1. Organizational Experience and Capability
Provide brief overview of the organization, including:
• Operations: Describe the size of the organization, the locations it serves, and its capacity to manage the County’s workload.
• History: Outline the organization’s history, including the number of years it has provided housing for animals.
• Structure and Leadership: Detail the organizational structure, incorporation information, and names of directors.
• Future Plans: Explain the plans for continuing services over the next five years. • Physical Facilities: Describe the facilities available for animal housing, as well as those available for staff and volunteers (e.g., modular units, restrooms), if any.

Specify the maximum capacity for housing animals.

2. Readiness

3. Services Provided

4. Other Features
Describe and discuss any other features, services, options, or considerations you believe would be beneficial in enhancing the Yolo County Animal Services.

V. COMMUNICATION
All communication concerning this RFI must be directed to the RFI Coordinator below:

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4 Keely Mendes
Procurement and Contract Services Officer
(530)406-5774
[email protected]
Questions concerning this request for information, including specifications, requirements, terms and/or conditions should be submitted in writing online at:
https://www.beaconbid.com/solicitations/yolo-county/open in the questions and answers section of the RFI or emailed to [email protected] no later than the date and time noted below in the Section VI: Submission Instructions, Timeline, Deadline for Questions.

VI. SUBMISSION INSTRUCTIONS
Interested Vendors shall submit the following:

Vendors shall provide a RFI response by completing the Exhibit A, Vendor Response Form, and submitting your response electronically through Beacon or by email at [email protected] . Submissions will not be accepted later than October 23, 2025.

The County reserves the right, at its sole discretion, to adjust this schedule as it deems necessary.

Notification of any adjustment to the Schedule of Events shall be provided to all vendors through Beacon.

Timeline
Action Responsible Party Due Date
Issue RFI Yolo County August 25, 2025
Deadline for Questions Potential Responders October 9, 2025, at 2:00 PM Deadline for Answers to Questions Yolo County October 16, 2025 Submission of Information Responders October 23, 2025, at 2:00 PM VII. NOTICE TO RESPONDENTS REGARDING THE PUBLIC RECORDS ACT Responses to this RFI shall become the exclusive property of the County. Responses to this RFI and information provided in response to this RFI become a matter of public record and may appear in future reports and/or requests, with the exception of those parts of each submission which are justifiably defined as business or trade secrets, and, if by the proposer, plainly marked as "Trade Secret," "Confidential," or "Proprietary."
The County shall not, in any way, be liable or responsible for the disclosure of any such record or any parts thereof, if disclosure is required or permitted under the California Public Records Act or otherwise by law. A blanket statement of confidentiality or the marking of each page of the submission as confidential shall not be deemed sufficient notice of exception. The Respondents must specifically label only those provisions of their respective submission that are "Trade Secrets," "Confidential," or "P

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roprietary" in nature.
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EXHIBIT A
Vendor Response Form
Organization Name: Click or tap here to enter text.

Contact Person, Title: Click or tap here to enter text.

Phone Number: Click or tap here to enter text.

Email Address: Click or tap here to enter text.

Federal Tax ID Number: Click or tap here to enter text.

Yolo County appreciates your assistance in answering the below questions regarding services your company may offer.

Note: If your company does not currently offer a feature or area of interest but may be interested in adding it (or are currently working to add), please note that in the comments section. Please include how your company will be able to provide the service in the future and if applicable, an estimated start date.

1.1 Organizational Background and Experience
Comments/Description
Operations: Describe the size of your
organization, the locations it serves,
and how it can manage a workload
like the County’s.

History: Outline your organization’s
history, including the number of years
it has provided animal services.

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Structure and Leadership: Detail
your organizational structure,
incorporation information, and names
of directors.

Future Plans: Explain the plans for
continuing services over the next five
years.

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Insurance: Does the organization
currently carry all necessary
insurance, including Yolo County
insurance requirements (See
Attachment 1)?
☐ ☐
Staffing: Would the organization
need to hire additional staff to furnish
these services?
☐ ☐
Immediacy: Could the organization
begin to provide services
immediately? Describe if the
organization would need time to
scale or add capacity.
☐ ☐

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☐ ☐
920
Provide vaccination and microchip
services.
☐ ☐
Administer a small and large animal
rescue and foster program.
☐ ☐
Administer a structured volunteer
program.

Conduct outreach and coordinate
with placement partners to facilitate
adoptions.
☐ ☐
Provide animal behavior
modification and training.
☐ ☐
Provide a structured program to
support owners in keeping pets in
their homes or rehoming animals.
☐ ☐
Provide a structured owner
surrender process with a goal of
reducing unnecessary intake.
☐ ☐
Provide availability to the public 6
days per week, 7 hours per day, and
coordinate with County of Yolo for
emergency response outside regular
operating hours.
☐ ☐
Provide animal field services,
including investigating complaints of
animal cruelty and neglect, animal
bites, and pick up of lost or
deceased animals.
☐ ☐

1.4 Other Features, Optional Enhancements, and Additional Services Describe and discuss any other features,
services, options, or considerations you
believe would be beneficial in enhancing
Yolo County Animal Services.

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Attachment C: RFI Responses (Including UCD Letter of Interest)

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1 EXHIBIT A
Vendor Response Form
Organization Name:

Contact Person, Title:

Phone Number:

Email Address:

Federal Tax ID Number:

Yolo County appreciates your assistance in answering the below questions regarding services your company may offer.

1.1 Organizational Background and Experience
Comments/Description
Operations: Describe the size of
your organization, the locations it
serves, and how it can manage a
workload like the County’s.

History: Outline your organization’s
history, including the number of
years it has provided animal services.

Structure and Leadership: Detail
your organizational structure,
incorporation information, and names
of directors.

Best Friends operates facilities across the U.S., each serving a unique lifesaving role in advancing our mission. In addition to our flagship Sanctuary in Kanab, Utah, we have locations in five U.S. cities where our teams work collaboratively to attain and sustain our national no-kill goals. In addition, through our national network of partners, lifesaving tactics are being implemented in shelters and rescue groups across the country.

Best Friends Animal Society is a leading animal welfare organization dedicated to saving the lives of dogs and cats in America's shelters and making the entire country no-kill. Founded in 1984, Best Friends runs lifesaving facilities and programs nationwide in partnership with more than 5,500 shelters and rescue organizations. From our headquarters in Kanab, Utah, we also operate the nation's largest no-kill animal sanctuary — a destination that brings our mission to life for thousands of visitors each year. We maintain the most comprehensive animal sheltering data in the country and make it accessible to the public — empowering communities with critical insights into the needs of their local shelters and how they can help. We believe every dog and cat deserves a home. And we believe that, by working together, we can Save Them All®
For a detailed history please visit our website: https://bestfriends.org/who-we-are/our-story Please see our Pacific Regional team on our
Network Partner page:
https://bestfriends.org/network/meet-team#pacific
Best Friends Animal Society Yael Oppenheimer, Pacific Regional Manager 669-842-1921 [email protected] 23-7147797

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2 Future Plans: Explain the plans for
continuing services over the next five
years.

1.2 Readiness
Services Yes No Comments/Description
Physical Facilities: Does the
organization have the infrastructure
needed for servicing and housing
animals? Describe the facilities
available for animal housing, as well
as those available for staff and
volunteers (e.g., modular units,
restrooms), if any. Specify the
maximum capacity for housing and
servicing animals.
☐ ☐
Licenses: Does the organization
currently have necessary licensing
and credentialing (business,
Department of Consumer Affairs,
Internal Revenue Service, veterinary
license, etc.)? Please affirm that
your organization meets these
eligibility criteria.
☐ ☐
Insurance: Does the organization
currently carry all necessary
insurance, including Yolo County
insurance requirements (See
Attachment 1)?
☐ ☐
Staffing: Would the organization
need to hire additional staff to
furnish these services?
☐ ☐
Best Friends Animal Society partners with shelters and rescue organizations to help them reach and sustain no-kill. Through hands-on mentoring, customized training, and collaborative program development, we work side by side with shelter staff to identify lifesaving opportunities and remove barriers to success. Together, we build and expand innovative programs that meet the unique needs of each community, whether that’s boosting adoptions, increasing foster engagement, or creating behavior and enrichment initiatives that keep pets thriving. By combining tailored guidance with direct financial support, Best Friends empowers shelters to not only save more lives today but to create sustainable systems that will keep pets safe for years to come, all moving us closer to our shared goal of making every community no-kill.

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3 Immediacy: Could the organization
begin to provide services
immediately? Describe if the
organization would need time to
scale or add capacity.
☐ ☐

1.3 Services Offered
Service Yes No Comments/Description
Perform all animal sheltering and
impoundment services.
☐ ☐
Provide dog and cat licensing
services.
☐ ☐
Provide veterinarian care as
needed.
☐ ☐
Provide spay and neuter services
for dogs and cats.
☐ ☐
Administer a spay neuter lowincome voucher program.
☐ ☐
Provide vaccination and microchip
services.
☐ ☐
Administer a small and large
animal rescue and foster program.
☐ ☐
Administer a structured volunteer
program.

Conduct outreach and coordinate
with placement partners to facilitate
adoptions.
☐ ☐
Provide animal behavior
modification and training.
☐ ☐
Provide a structured program to
support owners in keeping pets in
their homes or rehoming animals.
☐ ☐
We can assist building and a volunteer
program
We can assist building transport
relationships
We can assist building intake diversion
programming
Yes, we'd be happy to start work ASAP

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925
4 Provide a structured owner
surrender process with a goal of
reducing unnecessary intake.
☐ ☐
Provide availability to the public 6
days per week, 7 hours per day, and
coordinate with County of Yolo for
emergency response outside regular
operating hours.
☐ ☐
Provide animal field services,
including investigating complaints
of animal cruelty and neglect,
animal bites, and pick up of lost or
deceased animals.
☐ ☐

Best Friends looks forward to partnering
with Yolo County to strengthen its animal
services program.

We can provide assistance here
We can assist building triage programming

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926
1 EXHIBIT A
Vendor Response Form
Organization Name:

Contact Person, Title:

Phone Number:

Email Address:

Federal Tax ID Number:

Yolo County appreciates your assistance in answering the below questions regarding services your company may offer.

1.1 Organizational Background and Experience
Comments/Description
Operations: Describe the size of
your organization, the locations it
serves, and how it can manage a
workload like the County’s.

History: Outline your organization’s
history, including the number of
years it has provided animal services.

Structure and Leadership: Detail
your organizational structure,
incorporation information, and names
of directors.

Animal Community Alliance is a non profit
organizaiton that is led by pet and business
professionals. We currrently have a board of 5
members. We serve Solano, Yolo and other areas
per request. Managing Yolo counties sheltering,
animal control and veterinay needs would allow us
to expand our current workforce.

Our organization is young in age, 3 years old. While
young as a team we have extensive experience in
serving the animal communites locally and
remotely. Our team includes business
professionals, feed store managers, insurance and
saddle shop owners, equine hoof specialist and a
multi species trainer and behavior consultant. 50
plus years service.

We operate as a non profit organization.

We are approved per the IRS and CA State
Registar of Charities.

Rebecca Hintz CEO/President
Giovanni Zappetta CFO
Kimi Bunetta Vice President
Mari Bunetta Vice President
Jackie Zappetta Secretary
Animal Community Alliance Rebecca Hintz, CEO 7076863973 [email protected] 92-3100725

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2 Future Plans: Explain the plans for
continuing services over the next five
years.

1.2 Readiness
Services Yes No Comments/Description
Physical Facilities: Does the
organization have the infrastructure
needed for servicing and housing
animals? Describe the facilities
available for animal housing, as well
as those available for staff and
volunteers (e.g., modular units,
restrooms), if any. Specify the
maximum capacity for housing and
servicing animals.
☐ ☐
Licenses: Does the organization
currently have necessary licensing
and credentialing (business,
Department of Consumer Affairs,
Internal Revenue Service, veterinary
license, etc.)? Please affirm that
your organization meets these
eligibility criteria.
☐ ☐
Insurance: Does the organization
currently carry all necessary
insurance, including Yolo County
insurance requirements (See
Attachment 1)?
☐ ☐
Staffing: Would the organization
need to hire additional staff to
furnish these services?
☐ ☐
Our focus is education to both improve the lives of
animals and their caretakers while reducing the
need for shelter and rescue work. If we work with
Yolo county our plans would include reducing the
pet population using modern systemic methods
while partnering with the community to work
together for success.
processes that create ppartners of our community.

A new facility would be an asset to
Yolo county. Our team includes an
multi certificated project manager with
19 years working for the federal
government. The building or
remodeling of a facilitiy is a task we
are equipped to take on.

We carry some of the licenses, those
we do not have we will obtain. We
currently carry non profit business
approvals per the IRS and CA State
Charities registart. Training credentials
for animals per the Karen Pryor
Academy are also in place. Veterinary
licenses are not currrently held but
can be obtained through hiring.

We do not currenlty carry the
insurance Yolo County requires as it is
not needed for our current practices.

We do carry insurance specific to what
our currrent needs.

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3 Immediacy: Could the organization
begin to provide services
immediately? Describe if the
organization would need time to
scale or add capacity.
☐ ☐

Add service 90 days post contract
acceptance.

Add service or partnerships 90 days post
contract acceptance.

Add service 90 days post contract
acceptance.

Currently providing and will expand 90
days post contract acceptance.

We could provide some services immediately. We

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929
4 Provide a structured owner
surrender process with a goal of
reducing unnecessary intake.
☐ ☐
Provide availability to the public 6
days per week, 7 hours per day, and
coordinate with County of Yolo for
emergency response outside regular
operating hours.
☐ ☐
Provide animal field services,
including investigating complaints
of animal cruelty and neglect,
animal bites, and pick up of lost or
deceased animals.
☐ ☐

Additionally we would work to create income
producing programs to help fund the shelter
and the services it would offer. Education for
our staff, volunteers and community will be
offered to help create lasting change for the
animals we serve. Our focus will be on
creating a postive, uplifting program that
people want to be a part of at every level.

Add service 90 days post contract acceptance. Add service 90 days post contract acceptance.

Add service 90 days post contract acceptance.

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1 of 4
To: Yolo County Board of Supervisors
From: Jenee Rawlings, Volunteer (Kitten Foster) and Local Business Leader Date: November 2025
RE: Response to RFI -Strengthening Animal Care Services in Yolo County Thank you for the opportunity to offer input as part of the County’s Request for Information (RFI). I appreciate that the County is taking a thoughtful and exploratory approach to understanding what solutions may best support the wellbeing of animals and the community. My perspective comes both from my experience as a volunteer foster with Yolo County Animal Services (YCAS) and from my professional background in organizational leadership, operational efficiency, and community-focused service delivery.

My intent is not to advocate for or against any single model, but simply to share observations and constructive recommendations that may support the Board’s goals for long-term sustainability, strong community partnerships, and improved outcomes for animals.

Overall Perspective
The RFI is an important opportunity to examine what is working well and where additional support, structure, or modernization could enhance service delivery.

From my volunteer experience, I have seen firsthand the dedication of the staff and volunteers who work under sometimes challenging conditions. Strengthening operations and community engagement can multiply their efforts and help the County achieve better long-term outcomes without dramatic increases in cost.

Key Observed Opportunities

1. Increase Operational Efficiency in Shelter Functions Improving efficiency within existing resources can make a significant impact.

Some opportunities include:
• Moving more administrative and public-facing processes online (adoption applications, volunteer onboarding). This helps to reduce paper-based processes and duplicate workflows that slow down response times. It could also greatly reduce data entry errors.
• Streamlining foster and rescue coordination to shorten length of stay and

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reduce shelter crowding.
931
2 of 4

2. Strengthen Public Image and Community Engagement
A more welcoming and cohesive public environment can significantly influence how the community perceives and engages with the shelter. Suggestions include:
• Updating the visitor-facing office area to be more organized and welcoming, portraying a more professional first impression. • Refreshing the lobby with clear information on adoptions, licensing, volunteering, and donations - consistent with a refreshed website and social media.
• Using strategically placed digital screens to highlight adoptable animals, recent successes, and community partners.
• Offering customer-service training for frontline staff and volunteers to ensure every visitor interaction feels helpful and inviting.

3. Expand Preventative Programs (Spay/Neuter & TNR)
Preventing animals from entering the shelter is one of the most impactful strategies for long-term sustainability. Increasing visibility and access to the following services can significantly reduce intake, improve welfare, and ultimately lower the County’s costs.
• low-cost spay/neuter (consistently accessible)
• partnership-based mobile clinics, and
• robust Trap-Neuter-Return (TNR) efforts
I also encourage the County to explore expanded prevention strategies for community cats. Currently, it appears that healthy kittens or cats found outdoors are often declined for intake and trappers are advised to return them to where they were found (unaltered). While I understand the capacity challenges that drive this approach, it can unintentionally contribute to rapid population growth and additional litters within just a few months. Even small adjustments such as ensuring these kittens or the colony cats they originate from are sterilized before being returned or placed could significantly reduce future intake and improve long-term outcomes. This is an area where strong partnerships with nonprofits, rescues, and trained volunteers could make a meaningful difference.

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3 of 4
Request for Clarity Regarding Roles and Coordination Among Nonprofit Partners
To support long-term planning and strengthen collaboration across the community, it may be helpful for the County to offer additional clarity regarding the roles, responsibilities, and current capacities of the various nonprofit organizations that support Yolo County Animal Services. Community members, volunteers, and partner organizations often wish to contribute meaningfully, yet it is not always clear how these entities interface with one another, how funds flow, or who is responsible for coordinating shared efforts.

For example, Friends of YCAS is understood to operate with an annual budget of approximately $50,000, which naturally limits the scale of initiatives they can independently support. Unleashing the Possibilities, Inc., established around 2016–2017, reported raising approximately $65,000 in its early years but appears to have had limited public activity in recent years. Its website still solicits donations on behalf of YCAS, and it would be helpful for the community to understand the status of those funds—whether they remain designated for specific purposes, are held in reserve, or have been allocated—and what governance and oversight structures guide their use.

Similarly, it appears that the Yolo Animal Services Planning Agency (JPA) also accepts donations for the benefit of the shelter, though the process for collecting, managing, and deploying those funds is not widely understood by the public.

Clarifying these pathways would help volunteers and supporters better understand how their contributions make an impact.

Providing additional transparency about the financial capacity of each nonprofit partner, the accountability structures in place, and the intended use of donated funds would not only strengthen public trust but also help the County evaluate how these partnerships can most effectively align with and support future improvements in animal services.

Clear, public-facing metrics would also help the community understand ongoing progress and reinforce support for the County’s efforts. Examples may include trends in volunteer participation, spay/neuter volume, reductions in intake (particularly for community cats in connection to increased sterilization efforts), foster and adoption outcomes, rescue-partner engagement, operational efficiencies achieved through digitization, and cost savings generated through preventative programs. Regular reporting of these indicators would highlight improvements, promote accountability, and help community partners align their

FINAL DRAFT
efforts with the County’s priorities.
933
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Thank you for inviting input through this RFI process. Yolo County has a meaningful opportunity to strengthen animal care in ways that benefit animals, staff, volunteers, and the broader community. My recommendations are offered in a spirit of partnership and continuous improvement, not criticism, and I remain committed to supporting the County’s efforts in any way I can.

Volunteers and community organizations are eager to align with the County’s vision, and additional clarity and transparency would help reinforce, amplify, and build community support for the important work already underway. In my professional experience leading complex organizations and cross-sector partnerships, I have seen how essential clear communication, shared expectations, and well-defined roles are to making collective progress. Applying those same principles here can help ensure that all partners - public, nonprofit, and community - are rowing in the same direction and contributing to a cohesive, coordinated effort.

Respectfully,

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1 EXHIBIT A
Vendor Response Form
Organization Name:

Contact Person, Title:

Phone Number:

Email Address:

Federal Tax ID Number:

Yolo County appreciates your assistance in answering the below questions regarding services your company may offer.

1.1 Organizational Background and Experience
Comments/Description
Operations: Describe the size of
your organization, the locations it
serves, and how it can manage a
workload like the County’s.

History: Outline your organization’s
history, including the number of
years it has provided animal services.

Structure and Leadership: Detail
your organizational structure,
incorporation information, and names
of directors.

Unleashing the Possibilites (UTP) is a non-profit,
established to serve the citizens of Yolo County. We
are presenting a project to work in synergy with the
Yolo County Animal Shelter and other rescues in
the area.

We respectfully submit the attached document for
the JPA to consider as a potential project. The idea
was conceived and developed as a collaborative
effort between UTP’s President, Lisa Gaynes and
YCAS Director, Stephanie Amatto.

UTP is a 501(c)3
Chairman: Judge David Rosenberg,
President, Lisa Gaynes
Vice President, Sally Ozonoff
Treasurer, Brian Christison
Secretary, Lea Rosenberg
Directors: Beth Dovi, Julielani Chang,Heidy Kellison
Bob Schabert, Evelyn Dale, Lori Lubin, Janis
Rosenberg Unleashing The Possibilities Lisa Gaynes, President (916)717-7959 [email protected] 81-0248195

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2 Future Plans: Explain the plans for
continuing services over the next five
years.

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936
3 Immediacy: Could the organization
begin to provide services
immediately? Describe if the
organization would need time to
scale or add capacity.
☐ ☐

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☐ ☐
937
4 Provide a structured owner
surrender process with a goal of
reducing unnecessary intake.
☐ ☐
Provide availability to the public 6
days per week, 7 hours per day, and
coordinate with County of Yolo for
emergency response outside regular
operating hours.
☐ ☐
Provide animal field services,
including investigating complaints
of animal cruelty and neglect,
animal bites, and pick up of lost or
deceased animals.
☐ ☐

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November 14, 2025
Working Draft: Proposal for an Adoption Education Center

1. Purpose of the Center
The purpose of the Adoption Education Center (AEC) is to serve as a community-based facility dedicated to:
 Reducing shelter overcrowding by increasing successful adoptions and lowering rates of animal surrender through education and support.
 Promoting adoptions of dogs and cats from the county’s overcrowded animal shelter through outreach, events, and visibility.
 Engaging volunteers in meaningful, skill-building roles that support both the shelter and community education efforts.
 Educating the public on responsible pet ownership, including training, health care, spay/neuter practices, and long-term commitment.

Ultimately, the AEC would act as a bridge between the YCAS and the community, emphasizing both placement (adoption facilitation) and prevention (education).

2. Location
The AEC should be strategically located near the area with the highest volunteer and adopter potential—typically a population center with strong civic engagement, educational institutions, and community traffic.
 Recommended Location Criteria:
o Within a 15–20-minute drive of the main county animal shelter. o In proximity to high-traffic community areas such as shopping centers, schools, or parks.
o Accessible by public transportation.
o Located where there is already an active base of volunteers and foster caregivers—likely near the county’s most active community.

This allows for maximum community participation, volunteer engagement, and adoption visibility without duplicating existing shelter functions.

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November 14, 2025

3. Operations and Management
The Adoption Education Center would operate under a Memorandum of Understanding (MOU) between the county/YCAS and AEC, establishing shared goals and expectations while maintaining independent day-to-day management.
 Operational Structure:
o Nonprofit or Community Partner: Responsible for daily operations, staff and volunteer coordination, fundraising, and educational programming. This partner would oversee the AEC’s facility, programs, and volunteer corps. o YCAS: Provides strategic guidance, ensures alignment with shelter goals, and facilitates the transfer of adoptable animals for display and adoption events. Their role is advisory and collaborative, not administrative. o MOU Framework: The MOU would outline cooperative objectives such as reducing shelter overcrowding, increasing adoptions and promoting humane education. It will ensure compliance with animal welfare standards, determine the pace and timing of animal transfers to the AEC and define the limits of county involvement.

This model enables community partners to handle the operational and financial responsibilities, ensuring flexibility and efficiency, while keeping the county engaged in mission oversight.

4. Benefits to the Existing Shelter
 Reduces overcrowding by moving adoption-ready animals to AEC facilites.  Increases adoptions by housing adoption ready animals in a space with increased visibility and better access.
 Improves shelter outcomes by promoting pre-adoption education, reducing returns due to behavior or expectation mismatches.
 Enhances community perception of the shelter system as proactive, educational, and humane.
 Creates a volunteer pipeline, with trained individuals supporting both the AEC and the main shelter.

This model is synergistic with the shelter’s mission to focus on proactive (education and placement) rather than reactive (intake and housing) to

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November 14, 2025

5. Funding and Sustainability
The AEC should be primarily privately funded and community-supported, with limited county financial obligation.

Funding Sources:

1. Private Donations and Sponsorships
o Naming opportunities for rooms, kennels, or programs. o Partnerships with local businesses, veterinarians, and pet supply retailers.

2. Grant Funding
o Applications to national animal welfare organizations (e.g., PetSmart Charities, Best Friends Animal Society, ASPCA grants).
o Foundation grants for humane education and community engagement.

3. Volunteer and In-kind Contributions
o Use of volunteer labor for operations, training, and maintenance. o In-kind donations of materials, food, and equipment.

4. Program Revenue
o Modest fees from training classes, workshops, and merchandise. o Community fundraising events (adoption fairs, pet walks, raffles).

5. Public-Private Partnership
o The county could contribute land, utilities, or administrative support in lieu of direct funding.

This diversified funding model ensures long-term sustainability without drawing heavily from county resources.

6. Implementation Steps

1. Feasibility Study: Identify volunteer base density, potential sites, and operational partners.

2. MOU Development: Establish a memorandum of understanding between the county and animal services to define roles and objectives.

3. Facility Acquisition: Secure donated or low-cost space, ideally a repurposed building.

4. Fundraising Campaign: Launch capital and operating fundraising efforts with local sponsors and community leaders.

5. Program Launch: Begin with adoption events, volunteer training, and public education workshops.

6. Evaluation: Monitor adoption rates, volunteer participation, and shelter intake to

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measure impact.
941
November 14, 2025

7. Expected Outcomes
 20–30% increase in adoptions from the county shelter within the first year.  10–15% decrease in owner surrenders due to pre-adoption education.  100+ active volunteers engaged in ongoing community animal welfare.  Increased community awareness and support for the shelter system.

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UNIVERSITY OF CALIFORNIA, DAVIS
BERKELEY • DAVIS • IRVINE • LOS ANGELES • MERCED • RIVERSIDE • SAN DIEGO • SAN FRANCISCO SANTA BARBARA • SANTA CRUZ

December 24, 2025
Michael Webb
Chief Administrative Officer
625 Court Street, Room 202
Woodland, CA 95695

Dear Mr. Webb:

RE: Letter of Interest to Partner with the Yolo County Animal Shelter I write to express the UC Davis School of Veterinary Medicine’s interest in providing additional clinical services to the shelter animals residing at the Yolo County Animal Shelter (YCAS). Since the dissolution of our contract with YCAS, we have pursued different avenues to serve shelter animals and educate our veterinary students on shelter medicine and surgery. We currently provide spay and neuter clinical services for a small number of shelter cats from YCAS and non-profit rescue organizations in our Center from Companion Animal Health. We also provide spay and neuter services for shelter dogs and cats from YCAS and non-profit rescue organizations at our Gourley Teaching Center. We are constructing a new, 2000 square foot shelter and access to veterinary care (AVC) facility on the west side of our Gourley Surgery Center for High Volume/High Quality spay and neuter services for dogs and cats. This will expand our service capabilities and should be open in October 2026. In addition, we plan to offer a small but potentially growing vaccine, medical examination, and spay/neuter AVC clinic within the new Pet Smart facility near the UC Davis campus (on the corner of Russell Boulevard and Anderson Road) by June 2026. As a result of these efforts, there are additional opportunities for UC Davis to provide clinical services to YCAS shelter animals.

We have surveyed our faculty members and believe we can serve the following number of animals: 200 male dogs/year; 250 female dogs/year; and 550 Trap, Neuter, Release (TNR) cats/year. The provision of cases would need to align with our curricular needs so cases could not be equally spread throughout the year. There are definitely logistics to be understood regarding moving animals to and from Davis. Our School would also expect compensation for our services.

With the changes in our clinical spaces and the expansion of our services both on campus and at Pet Smart, it would be helpful to understand if and how we can work together to provide care for more YCAS animals. We would like to meet again via Zoom or in person in the New Year to discuss a further partnership if the County is interested. We remain committed to serving Yolo County shelter animals and the community.

Sincerely,
Bruno Pypendop, DrVetSci, Dipl. ACVA
Executive Associate Dean
School of Veterinary Medicine

SCHOOL OF VETERINARY MEDICINE

OFFICE OF THE DEAN
944 Garrod Drive, Suite 2045
DAVIS, CA 95616
Tel (530) 754-7464
[email protected]

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Attachment D: FY 24/25 Animal Services Call Report

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944
Call Disposition (majority of calls received in FY 24/25) Officer Follow Up 2,235
Stray at Large 951
Stray Contained 896
Cancelled 886
General Questions 730
Deceased Wildlife Pick Up 630
Deceased Domestic Pick Up 563
Stray Injured 234
Bite Report 192
Wildlife Relocated 186
Wildlife Injured 142
Wildlife to Resue 141
Wildlife EA 127
Animal in Car 70
On Viewed 68
Home Quarantine Abated 68

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945
Transport to UCD 68
Quarantine ON 62
Quarantine OFF 61
Home Quarantine Started 58
Safekeeping Arrested 51
YCC Release 47
Cite Issued 40
Citizen Call Back 36
Owner Requested Deceased Pick Up 36
Livestock UTL 33
Courtesy Notice Issued 33
Barking Investigation 32
Owner Surrender 26
Livestock Contained 23
Safekeeping Hospital 21
Cruelty Investigation 17

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Regular-General Government # 35.

Board of Supervisors County Administrator
Meeting Date: 02/10/2026
Brief Title: Yolo Animal Services Planning Agency JPA Governance Models Analysis From: Michael Webb, County Administrator, County Administrator's Office Staff Contact: Yen Nguyen, Associate Management Analyst, County Administrator's Office, x5776 Supervisorial District Impact:Countywide
Subject
Receive presentation on joint powers authority (JPA) governance models for animal services and provide direction on potential next steps. (No general fund impact) (Webb/Tengolics/Nguyen) (Est. Staff Presentation: 10 mins) Recommended Action
Receive presentation on joint powers authority (JPA) governance models for animal services and provide direction on potential next steps.

Strategic Plan Goal(s)
Thriving Residents
Collaborative Community
947
Operational Excellence
County Mandated Service
Reason for Recommended Action/Background
At the May 20, 2025 Yolo County Board of Supervisors meeting, staff provided an update on the Yolo Animal Services Planning Agency Joint Powers Agency (YCASPA JPA), and reviewed examples of Joint Powers Agency (JPA) governance models for consideration. The Board of Supervisors directed the County Administrator’s Office (CAO) to complete an analysis of potential governance models for the YCASPA JPA. The goal of this presentation is to provide the Board with insight and assist with deliberations in potential models that meets public expectations, limits public costs, and maintains positive outcomes for the animals within Yolo County. The analysis provides the foundation for understanding the historical formation of the YCASPA JPA, including previous efforts to determine if alternative governance models could be more cost effective, such as the 2012 Yolo County Local Agency Formation Commission (LAFCo) study of animal services, completed by the Animal Protection League, and the 2013 LAFCo study to determine a method of providing animal services, completed with the UC Davis Koret Shelter Medicine Program (UCD KSMP). The analysis highlights how transitioning the current Planning JPA to a different model could present opportunities to engage in shared governance in order to improve outcomes.

Overview of Animal Care and Control
In California, legislative mandates require cities and counties to provide certain animal control services. The main requirements include an animal shelter for stray animals, enforcement of animal laws, rabies control and licensing, and the spaying or neutering of animals prior to adoption placement. The County, through the Animal Services Division, currently provides animal sheltering and control via contracts with the jurisdictions of Woodland, Davis, West Sacramento, Winters, and the UC Davis campus, as well as the unincorporated areas of Yolo County. Sheltering services include animal sheltering, pet adoptions, lost & found, pet licensing, Trap-Neuter-Return (TNR) surgical services, low-cost vaccination clinics, and volunteer/foster opportunities. Field services provide the law enforcement, nuisance abatement and primary public health/rabies control aspects of an animal control and sheltering program. All services other than the state-mandated rabies control program are provided by the Yolo County Animal Services program on a fee-for-service contractual basis. Below are links to current agreements between the County and local jurisdictions, which expire in June 2026:

UC Davis $68,721* per year
City of West Sacramento $949,029* per year 948
City of Davis $604,576* per year
City of Winters $86,068* per year
City of Woodland $1,184,000* per year
*less any licensing/fee revenues received during the service period Yolo County covers the portion of costs associated with animal services provided to the unincorporated areas of the County. The total budget for animal control services for FY 2024-25 was $5 million, with a net county cost of $1.3 million. Below are the Animal Service Calls statistics for FY 2024-25 to illustrate the service demands and cost associated with County contracted services delivered to the jurisdictions.

Calls for Service FY 24/25*
County of Yolo 1,668
Davis 1,064
UC Davis 178
West Sacramento 2,674
Winters 279
Woodland 2,890
No Response Area 399
Total 9,161
In determining the cost effectiveness of the County's animal services operations, staff completed a comparative analysis of operational costs from similar/neighboring jurisdictions. The analysis show that Yolo County’s spending is in line with the median budgeted for animal services, however, a jurisdiction’s organizational structure may affect per capita costs.

Jurisdiction Annual Budget
(FY2025)
Population
Served
Area
Served
(sq mi)
Per Capita
Costs
Median
Household
Income
FTEs
Yolo County $5,032,358.00 225,251 1015 $22.34 $88,818.00 22 City of Sacramento $9,233,229.00 520,407 99 $17.74 $80,254.00 63 Sacramento County
(unincorporated areas
of Sacramento County
and the Cities of Citrus
Heights and Galt) $21,641,015.00 718,000 735 $30.14 $88,724.00 67 San Luis Obispo
County $5,333,160.00 278,348 3299 $19.16 $90,216.00 24.5 El Dorado County $4,741,787.00 192,823 1708 $24.59 $106,190.00 18 Solano County (animal
control for
$6,611,941.00 455,101 822 $14.53 $99,994.00 29
949
unincorporated Solano
County and the City of
Vallejo & excludes
sheltering for Vallejo’s
impounded animals)
Santa Cruz County JPA $6,403,261.00 262,572 445 $24.39 $109,266.00 31 City of Lodi* $958,810.00 66,509 14 $14.42 $78,468.00 4 City of Rancho
Cordova (does not
operate a shelter) $914,988.00 81,117 35 $11.28 $77,044.00 3 Average $6,763,394.33 311,125 908 $19.84 $90,997.11
Median $5,333,160.00 262,572 735 $19.16 $88,818.00
*The City of Lodi FY 2025 budget does not include the $4 million towards an estimated $13 million for the replacement of the animal shelter set to open in March 2026.

Potential Models for Animal Care and Control Services
The benefits of an operational JPA potentially include reduced administrative overhead, streamlined services, and increased collaboration between each jurisdiction. Below is a chart of potential governance options for animal services, where the JPA board would be operational and the governing body for animal services:

Model Details/Features Examples
Status Quo
Each jurisdiction contracts with the County to provide sheltering and field services, and may dissolve the planning JPA. County staff meet with partner cities for periodic financial reporting and may incorporate suggestions from partner cities in its operations, at the County’s discretion and budget permitting.

Contra Costa County Animal
Services
JPA contract with
County
The JPA contracts with Yolo County for both sheltering and field services with a sheltering facility and animal control staff already in place.

Stanislaus Animal Services
Agency
Self-Sufficient JPA The JPA would be responsible for administering the entire animal services program, hiring employees, and providing services to all participating jurisdictions.

West End Animal
Services/Animal Resource
Center of the Inland Empire
950 (ARC)
Santa Cruz Animal Shelter
JPA contract with
Non-Profit
The JPA contracts with a non-profit (or for-profit) organization to provide animal services, and the JPA would have little or no staff.

Marin County JPA & Marin
Humane
Hybrid Model The JPA contracts with various service providers, which may include the County, non-profits, private organizations, and UC Davis.

City of Alameda
Sonoma County Animal
Services
Request for Information
To determine the feasibility of contracting with a private, non-profit organization, the County issued an Request for Information (RFI) on August 25, 2025 to capture current potential providers in the region to better understand the services offered. The County received four (4) total submissions by November 30, 2025. And on December 30, 2025, the CAO received a Letter of Interest from the UC Davis School of Veterinary Medicine in response to the issued RFI.

Respondent Details
Best Friends Animal Society Seeking to partner with YCAS and is unable to provide sheltering and field services.

Animal Community Alliance Proposal states that they can provide sheltering, licensing, and veterinarian services within a 90-day timeframe of signing a contract.

Jenee Rawlings Provided input regarding operational efficiencies and community engagement.

Unleashing the Possibilities Provided draft proposal for an Adoption Education Center.

UC Davis School of Veterinary Medicine Expressed interest in providing limited clinical services, such as spay/neuter.

Findings
Here are some of the key findings from the analysis:

The per capita cost of Yolo County’s animal services operation is in line with the per capita costs of local jurisdictions, including those with an operational JPA and private, non-profit partners.

There are currently limited operational capacity for non-profit organizations interested in partnering with the County in providing animal services.

An operational JPA may better enable collective governance and decision-making and foster greater engagement and responsiveness to issues related to animal services in partner jurisdictions as each jurisdiction could control the cost and level of 951 services provided. However, a potential disadvantage of forming an operational JPA include diminished autonomy and control by individual member agencies.

If the JPA does not move forward, YCAS should prioritize improving partnerships with jurisdictions in order to create more collaboration within the existing service model.

If the Board is interested in pursuing an operational JPA model for animal services, the most expeditious approach would be for an operational JPA to contract with the County for continuity of services due to the current capacity of private, non-profit organizations.

This option would also likely have lower start-up costs than other models and would not preclude the possibility of other JPA models being considered in the future.

Next Steps
CAO staff intend to present this analysis, along with any direction from the Board of Supervisors, to the YCASPA JPA at its February 18, 2026 meeting to capture the feedback and concerns of individual member agencies and the community. All participating jurisdictions will need to have a high level of commitment to an operational JPA for it to be successful, should the planning JPA transition. Staff will report back to the Board on the outcome of any YCASPA JPA deliberations. Regardless of whether the Board determines to move forward with an operational JPA, CAO and YCAS staff will follow up with the RFI respondents to explore the potential for future collaborative opportunities.

Finally, YCAS staff intend to return to the Board in March to provide an update on YCAS operations and process improvement efforts.

Collaborations (including Board advisory groups and external partner agencies) County Counsel
Department of Community Services
Attachments
Att. A. Presentation
Att. B. Governance Models Analysis
Form Review
Inbox Reviewed By Date
Yen Nguyen (Originator) Yen Nguyen 02/02/2026 05:52 PM
Mark Bryan Mark Bryan 02/03/2026 09:32 AM
County Counsel Phil Pogledich 02/05/2026 12:15 PM
Michael Webb Michael Webb 02/05/2026 01:01 PM
Cindy Perez Cindy Perez 02/05/2026 01:26 PM
Yen Nguyen (Originator) Yen Nguyen 02/05/2026 03:55 PM
Cindy Perez Cindy Perez 02/05/2026 04:22 PM
Cindy Perez Mark Bryan 02/05/2026 04:33 PM
Form Started By: Yen Nguyen 952 Started On: 10/21/2025 02:13 PM Final Approval Date: 02/05/2026
953
Yolo County Animal
Services Operational
JPA Analysis
Yolo County Administrator’s Office
March 17, 2026
1 954
Overview

1. Background and Previous Efforts

2. JPA Governance Models

3. Cost Comparisons

4. RFI

5. Next Steps
2 955
• 2012 – LAFCo hired Animal Protection League to complete study to review animal services and determine the most effective governance model.
• 2013 - LAFCo commissioned study of Yolo County Animal Services, completed by UCD Koret Shelter Medical Program, to complete a governance analysis based on operational needs. • 2018/2019 – Animal Shelter Working Group met to discuss governance structure, which formed the planning agency JPA. • May 2025 –BOS directed CAO to complete JPA analysis.

Background
3 956
JPA Governance Models
4 Model Details/Features Examples
Status Quo Each jurisdiction contracts with the County to provide sheltering and field services
Contra Costa County
Animal Services
JPA contract
with County
The JPA contracts with Yolo County for both
sheltering and field services with a sheltering
facility and animal control staff already in place
Stanislaus Animal Services
Agency
Self-Sufficient
JPA
The JPA would be responsible for administering the
entire animal services program, hiring employees,
and providing services to all participating
jurisdictions.

West End Animal
Services/Animal Resource
Center of the Inland Empire
(ARC)
Santa Cruz Animal Shelter
JPA contract
with Non-Profit
The JPA contracts with a non-profit (or for-profit)
organization to provide animal services, and the
JPA would have little or no staff
Marin County JPA & Marin
Humane
Hybrid Model
The JPA contracts with various service providers,
which may include the County, non-profits, private
organizations, and UC Davis
City of Alameda
Sonoma County Animal
Services
957
FY 2025 Operational Costs Comparison
5 Comparative Analysis of Operational Costs from Similar/Neighboring Jurisdictions Jurisdiction Annual Budget (FY2025) Population
Served
Area Served
(sq mi) Per Capita Costs
Median Household
Income
FTEs
Yolo County $5,032,358.00 225,251 1015 $22.34 $88,818.00 22 City of Sacramento $9,233,229.00 520,407 99 $17.74 $80,254.00 63 Sacramento County (unincorporated areas
of Sacramento County and the Cities of
Citrus Heights and Galt)
$21,641,015.00 718,000 735 $30.14 $88,724.00 67
San Luis Obispo County $5,333,160.00 278,348 3299 $19.16 $90,216.00 24.5 El Dorado County $4,741,787.00 192,823 1708 $24.59 $106,190.00 18 Solano County (animal control for
unincorporated Solano County and the City
of Vallejo & excludes sheltering for Vallejo’s
impounded animals)
$6,611,941.00 455,101 822 $14.53 $99,994.00 29
Santa Cruz County JPA $6,403,261.00 262,572 445 $24.39 $109,266.00 31 City of Lodi* $958,810.00 66,509 14 $14.42 $78,468.00 4 City of Rancho Cordova (does not operate a
shelter) $914,988.00 81,117 35 $ 11.28 $77,044.00 3
Average $6,763,394.33 311,125 908 $19.84 $90,997.11
Median $5,333,160.00 262,572 735 $19.16 $88,818.00
*The City of Lodi FY 2025 budget does not include the $4 million towards an estimated $13 million for the replacement of the animal shelter set to open in March 2026.
958
FY 2025 Operational Costs Comparison
6 *The City of Modesto, the largest city in Stanislaus County with a population of approximately 218,000, operates field services through their police department.

Organization Governance Model Annual Budget Population
Served
Per
Capita Cost
s
FTEs
Yolo County Animal
Services $5,032,358.00 225,251 $22.34 22
Sonoma County Animal
Services Status Quo $6,700,000.00 305,000 $21.97 63
Stanislaus Animal
Services Agency*
JPA Contract with
County $6,642,750.00 548,701 $12.11 38
ARC of the Inland Empire Self-Sufficient JPA $6,833,450.00 315,000 $21.69 34 Average $ 6,302,139.50 348,488 $19.53
Median $ 6,671,375.00 310,000 $21.83
959
Request for Information
• Timeline
o Released August 25, 2025
o Original deadline October 23, 2025
o Extended deadline November 20, 2025
• The County received 4 submissions and a letter of
interest from UC Davis School of Veterinary Medicine.
7 960
Request for Information
8 Respondent Details
Best Friends Animal Society Seeking to partner with YCAS and is unable to provide sheltering and field services.

Animal Community Alliance
Proposal states that they can provide sheltering,
licensing, and veterinarian services within a 90-
day timeframe of signing a contract.

Jenee Rawlings Provided input regarding operational efficiencies and community engagement.

Unleashing the Possibilities Provided draft proposal for an Adoption Education Center.

UC Davis School of Veterinary
Medicine
Expressed interest in providing limited clinical
services, such as spay/neuter.
961
Analysis Findings
• The per capita costs of Yolo County’s animal services operation is in line with the per capita costs of local jurisdictions, including those with an operational JPA and private, non-profit partners.
• The administration of multiple decentralized contracts, e.g. hybrid JPA model, may be a challenge and less cost-efficient.
• There is currently limited operational capacity for non-profit organizations interested in partnering with the County in providing animal services.
9 962
Governance Structure
Considerations
If the JPA Board is interested in pursuing an operational JPA model for animal services, the most expeditious approach would be for an operational JPA to contract with the County for continuity of services due to the current capacity of private, nonprofit organizations. This option would also likely have lower start-up costs than other models and would not preclude the possibility of other JPA models being considered in the future.
10 963
Next Steps
o JPA Board Members report to their governing boards
& provide feedback
o County staff to present to the Board of Supervisors on animal services operations in March
o Potentially transition from Planning JPA to Operational JPA
11 964

CITY COUNCIL AGENDA REPORT
MEETING DATE: June 17, 2026 ITEM # 16
SUBJECT:

CONSIDERATION OF RESOLUTION 26-66 ADOPTING THE OPERATIONS &

MAINTENANCE (O&M) AND CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGETS FOR FISCAL YEAR 2026/27
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Becky Robertson, Finance Manager
Roberta Raper, Finance Director
Finance Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The purpose of this report is to present and seek City Council approval of the proposed Operations and Maintenance (O&M) and Capital Improvement Program (CIP) annual budgets for fiscal year 2026/27.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Adopt Resolution 26-66 approving the Operations & Maintenance and Capital Improvement Program (CIP) budgets for FY 2026/27;

2. Approve the amended Authorized Positions List (APL); and

3. Approve the amended Salary Schedule.

BACKGROUND
Historically, the City Council has adopted a biennial budget every two years. This approach provided efficiencies by consolidating the often lengthy and detailed budgeting process into a single cycle. However, in recent years, significant economic and operational changes occurring between budget adoption and the second year of the cycle have resulted in increasingly substantial mid-year and mid-term budget amendments — undermining some of the efficiency the biennial approach was intended to provide.

Staff, therefore, presented and the City Council adopted an annual budget for FY 2025/26Continuing with an annual budget cycle provides greater flexibility to respond to changing conditions and helps ensure that the budget presented to Council reflects the current financial landscape rather than projections made twelve to twenty-four months prior. The implementation of the City's new budgeting system, which offers enhanced scenario planning and forecasting capabilities, further supports this approach and is better aligned with an annual cycle.

The annual budget presented for Council consideration tonight is primarily a “status quo” budget — one that reflects revenue projections based on current services and historical trends, and expense appropriations necessary to continue delivering the same services at tomorrow's expected costs.

New programs, positions, or services, as well as one-time expenses, capital project funding, and significant increases to existing budgets, are requested through supplemental budget proposals in the form of Decision Packages for operations and maintenance (O&M) costs, and CIP requests for Capital Improvement projects. For funds with available capacity, supplemental requests have been incorporated into the proposed budget where appropriate. However, given the revenue constraints facing the General Fund and tax measure funds described in this report, new supplemental requests against those funds have been intentionally limited and others delayed.

Staff will return to Council later this year with a comprehensive budget update that addresses the longer-term balance of the General Fund and presents priority supplemental requests that cannot be funded today but for which appropriate funding sources have been identified.

ANALYSIS
Current and projected trends indicate general tax revenue contractions. The two largest general revenue sources, property tax and sales tax, together represent approximately 74% of total General Fund revenues and 100% of tax measure fund revenues. Both are experiencing slowing and came in below projections for FY 2025/26. Specifically:
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 Sales tax revenues have declined each of the past two fiscal years, even with the addition of revenues from A’s baseball, reflecting softening consumer activity, shifts in purchasing patterns, and broader economic conditions. This trend is expected to continue into at least the next fiscal year.  Property tax revenues are growing at a slower pace than in prior years, driven by a reduction in real property transactions and a corresponding slowdown in assessed value growth. As property tax revenues alone make up over 45% of the General Fund, impacts to this revenue source can be substantial over time.

In light of these trends, which are not unique to West Sacramento, many cities in the region and across California are currently facing severe General Fund shortfalls, laying off staff, and reducing services that residents depend on. West Sacramento is not in that position. The passage of Measure O, the City's one-cent transactions and use tax, has been transformative, enabling the City to expand staffing, grow programming, and invest in infrastructure at a time when neighboring jurisdictions have been forced to contract. The reserves built by this Council and prior Councils provide an additional cushion that many cities simply do not have.

While West Sacramento’s fiscal position can be distinguished from other cities in the region, after the period of expansion enabled by Measure O and prior reserve-building, the City is transitioning into a period of maintaining and sustaining its current, expanded level of service.

General Fund
The General Fund is projected to end FY 2025/26 with $87.5 million in ongoing revenues to cover $88.9 million in ongoing expenses. To offset this gap, staff proposes utilizing $1.6 million in budget savings realized in the PERS line item from position vacancies and forego the voluntary annual contribution to the PERS Supplemental Trust, resulting in a projected operating surplus of approximately $187,776 for the fiscal year.

Table 1: Projected FY 2025/26 Ending Net Position
The proposed General Fund revenue budget for FY 2026/27 is $90.5 million, reflecting an increase of approximately $1.5 million or 1.7% compared to the FY 2025/26 adopted budget of $89.1 million. This modest year-over-year growth reflects both continued economic resilience and a realistic outlook on volatile or one-time revenue sources (i.e., sales tax). The proposed expenditure budget totals $92.5 million, leaving a projected revenue shortfall (expenses over revenues) of $1.9 million before considering supplemental budget requests, as shown in Table 2. Additional details and explanation are included in Attachment 1.

Table 2: Proposed FY 2026/27 General Fund Budget Operating Position before supplemental adjustments As shown in Table 3, this report recommends Council approval of $612,930 in ongoing O&M budget adjustments, including $313,430 in cost allocation impacts of proposed budget adjustments in the General Support Fund and $275,000 in financing payments for two new Fire Engines. When these adjustments are accounted for, the net General Fund revenue shortfall is expected to be $2,562,145. This shortfall is proposed to be funded using available one-time fund balance in the General Fund while staff work to update revenue projections and tighten expenditures to ensure a balanced budget in future fiscal years.

General Fund
FY 2025/26
Adopted
FY 2025/26
Projected Difference
Revenues $ 89,059,116 $ 87,535,860 $ (1,523,256)
Expenses $ 89,453,061 $ 87,348,084 $ (2,104,977)
Projected Net Surplus/Deficit $ (393,945) $ 187,776 $ 581,721 General Fund
FY 2025/26
Adopted
FY 2026/27
Proposed % Change
Revenues $ 89,059,116 $ 90,549,590 1.7%
Expenses $ 89,453,061 $ 92,498,805 3.4%
Projected Net Surplus/Deficit $ (393,945) $ (1,949,215) 966
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Table 3: General Fund Operating Surplus After Proposed Supplemental Budget Adjustments Some of the proposed supplemental budget expenses are one-time costs such as CIP projects that are measured against the City’s one-time fund balance. As shown in Table 4, the City’s available fund balance is estimated at $1,258,477. The sum of the one-time requests being proposed at this time is $39,019 which includes a return of funds from a delayed CIP to cover additional funding needed for other projects, including $379,500 for the Recreation Center Local Room Renovation. Council approval of the one-time requests described in this report would leave an ending fund balance of $1,219,458.

Table 4: General Fund Ending Balance if Proposed One-Time Budget Adjustments are Approved The General Fund, after funding the proposed FY 2026/27 budget, including the limited supplemental requests, is expected to end the fiscal year with a balanced budget after use of $2.6 million in one-time fund balance to bridge the revenue shortfall for the fiscal year. The ending fund balance is expected to be $1.2 million. In order to create the one-time balance for this purpose, staff proposes requesting a reimbursement from the Other Post Employment Benefits (OPEB) Trust to reimburse the City’s general funds for pay-go retiree health reimbursements for this fiscal year and last fiscal year. Taking this reimbursement is consistent with the purpose of the OPEB Trust and the approach recommended by the City's actuary. This is a practice the City regularly participated in until a couple of years ago when revised assumptions reduced the funded percentage from nearly 100% to around 80%.

Measure O
The Measure O fund anticipates approximately $20.1 million in sales tax revenues for FY 2026/27. Ongoing expenses proposed in FY 2026/27 total $12.5 million to cover staffing costs for the 39 positions approved last year as well as the O&M and general support cost allocation for the Measure O fund.

Supplemental requests for the Measure O fund total just over $4 million for FY 2026/27, including one-time requests of $1.8 million. Ongoing appropriations of $1.6 million are proposed to fund two new positions in Police and Fire as well as $1.2 million in POA MOU costs transferred from Measure N to create capacity for possible future project financing. Council approval of the proposed budget would result in a surplus of $6.9 million and an available balance of just over $5 million.

A portion of the remaining ongoing capacity is reserved for anticipated future costs, including Fire Station #45 operations after the SAFER grant expires, a potential Park Ranger program, and other operations costs currently FY 2026/27
Proposed
ORIGINAL SURPLUS/(DEFICIT) $ (1,949,215)
Total Cost of Ongoing Requests 612,930
Position Requests 0
Other Ongoing O&M 612,930
One-Time O&M Requests 0
Vacancy Factor 0
Cost Allocation (Estimate) 0
PROJECTED SURPLUS/(DEFICIT) $ (2,562,145)

GENERAL FUND ONGOING
FY 2026/27
Proposed
AVAILABLE FUND BALANCE $ 1,258,477
Total Cost of One-Time Requests 39,019
O&M One-Time (357,926)
CIP 396,945
ENDING BALANCE $ 1,219,458

GENERAL FUND ONE-TIME
967
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being explored. Additionally, there is approximately $10.6 million in remaining unspent appropriations from FY 2024/25 capital projects which will draw from the available fund balance as funds are spent for these projects over the next couple of years.

Table 5: Measure O Anticipated Revenues and Proposed Expenses Other Tax Measure Funds
Existing ballot measure funds continue to be an engine for quality-of-life improvements in the City of West Sacramento. Revenues in these funds are projected to end lower than originally expected, as shown in Table 6 below; however, staff projects that all ballot measure funds will end FY 2026/27 with positive fund balances.

Table 6: Ballot Measure Funds Net Position and Ending Balance BALLOT MEASURE FY 2026/27
Ballot Measure Revenues Expenses
Projected
Net Surplus/
(Deficit)*
Projected
Ending
Fund Balance*
Measure K $5,268,649 $5,779,113 $(510,464) $169,347
Measure V $5,145,295 $11,325,000 $(6,179,705) $14,801,745 Measure E $5,182,390 $5,617,286 $(434,896) $109,651
Measure N $5,102,204 $4,753,618 $348,586 $444,639
Measure O $20,140,633 $16,559,019 $3,581,614 $5,068,335 The ballot measure funds are an indispensable aid as the Council strives to align City programs, projects and services with the needs of a growing community. Expenditures totaling $44,034,036 are proposed across these funds in FY 2026/27 for annual O&M costs for the voter approved categories of funding, as well as several infrastructure projects, including citywide traffic calming plan, lighting improvements to the Clarksburg Brach Line Trail, HVAC replacement at Club West, and several fire station improvements. Analyses of past year uses of ballot measure funds is available on the City’s website at https://wsac.city/accountability.

Staffing Proposals
Proposed supplemental budget requests include the addition of ten (10) new positions, including two positions (one for Police and one for Fire) in Measure O, 7 positions in the Water and Sewer Enterprise funds which were anticipated in the recent rate study, and a Program Technician dedicated to Media Production/AV Services for the Council Chambers. One position upgrade is proposed to upgrade an Administrative Analyst position to a Program Manager position in the City Manager’s Office. After these adjustments, the City will end with 518.55 FTE.

Table 7 provides the listing of proposed position changes, FTE impacts, position cost, and proposed funding source for each new position and position change proposed for FY 2026/27.

Measure O Fund
FY 2026/27
Proposed
Revenues $ 20,140,633
Expenses $ 16,559,019
Projected Net Surplus/Deficit $ 3,581,614
Beginning Available Balance $ 1,486,721
ENDING BALANCE $ 5,068,335
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Table 7: Proposed Position Changes
Supplemental Budget Proposals
FY 2026/27 supplemental budget requests include $25.2 million in one-time requests, including $17.3 million in new capital project funding (offset by $701,490 in grant funding), and $4.2 million in ongoing appropriations across all funds. The requests by category are summarized below in Table 8.

Table 8: Supplemental Budget Proposals

EXPENSE CATEGORY ONE-TIME ONGOING TOTAL
Personnel $140,000 $2,000,380 $2,140,380
Technology & Software 319,820 324,465 644,285
Supplies & Services 2,401,000 1,282,538 3,683,538
Vehicle & Equipment 3,807,500 496,400 4,303,900
Other 1,291,149 60,000 1,351,149
TOTAL O&M ADJUSTMENTS $7,959,469 $4,163,783 $12,123,252 Capital Projects (CIP) 17,257,008 17,257,008
TOTAL EXPENSES $25,216,477 $4,163,783 $29,380,260
The attachments to this report provide detailed information supporting the supplemental budget proposals.

Upon approval of the proposed FY 2026/27 budget, all City funds will be balanced. Some funds reflect a planned use of fund balance for one-time projects or to bridge near-term gaps, as is the case in the General Fund, but in each instance that use is intentional, measured, and consistent with the purpose for which those reserves were built. Restricted funds are used exclusively for eligible purposes, and the progress made in recent years in staffing, programming, infrastructure investment, and service delivery as a result of the adoption of Measure O and the issuance of EIFD bonds, is maintained as staff undertakes the deeper analysis needed to ensure structural balance going forward.

Staff will return to Council later this year with a comprehensive update that includes a multi-year financial model, strategies for responding to the slowing revenue growth, and priority supplemental requests that were not currently recommended to be funded in the budget, but for which appropriate funding sources have been identified. In developing that plan, staff is committed to balancing fiscal responsibility with the City's obligations to its employees and the community it serves — protecting the service levels residents depend on, ensuring fair compensation for City staff including public safety, and positioning the City to meet both its current and future financial needs.

Budget Book Development
After the FY 2026-27 Budget is adopted by Council, the City of West Sacramento will finalize and publish its new Digital Budget Book by July 1, 2026. The Digital Budget Book is an interactive, web-based budget document designed to improve transparency, accessibility, and ease of use for City Council, staff, and the public. Unlike a 969
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traditional PDF document, the Digital Budget Book allows users to navigate directly to sections of interest, expand and collapse content, and view budget information in a more intuitive and user-friendly format.

The FY 2026/27 Digital Budget Book will include the following sections at launch:
 Introduction — Mayor and City Council information; City Council district map; Citywide organizational chart
 Departments and Divisions — Organizational charts; department and division narratives; authorized position listings; budget summaries and financial information  Funds — Fund narratives and descriptions; budget summaries and financial information for each fund  Capital Improvement Program — Five-year CIP by funding source and by project; individual project details
The implementation of the Digital Budget Book is part of a broader effort to modernize the City's budget development, reporting, and transparency tools. During the past few months, Budget staff in the Finance Department simultaneously worked to implement a new budget management system and developed the FY 2026-27 Annual Budget. Given the scope of that work, the initial budget book release focuses on the foundational budget content needed to support budget adoption while establishing the framework for future enhancements.

Additional sections and features are currently under development and are expected to include expanded financial information, capital improvement information, budget process documentation, policies, budget summaries, and other resources designed to provide greater insight into City operations and finances.

Staff anticipates publishing the limited version online by July 1st and will present the completed Digital Budget Book and additional functionality to the City Council at a future meeting later this fiscal year.

The Digital Budget Book will serve as the City's primary budget reference document and will continue to evolve as a living resource that supports transparency, accountability, and public engagement in the City's financial planning process.

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

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

Alternatives

1. The City Council may adopt the FY 2026/27 budget as presented; or

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

3. The City Council may delay final consideration/adoption of the budget to a special meeting before the end of June 2026
The latter is not recommended as the City has a statutory requirement to adopt a budget by the beginning of the fiscal year, July 1, 2026.

Coordination and Review
The information in this report was coordinated with each City department throughout the budget development process. The final report was reviewed and approved by the City Manager’s Office.

Budget/Cost Impact
The budget and the potential decisions therein are the subject of this report. Impacts on City funds are summarized in the exhibit to resolution 26-66 and throughout this report. 970
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ATTACHMENTS

1. FY 2025/26 General Fund Update

2. Tax Measure Funds Update

3. Summary of Supplemental Budget

4. Resolution 26-66 Adopting the FY 2026/27 O&M and CIP Budgets

5. Authorized Position List effective July 1, 2026

6. Salary Schedule (Classification Plan) update effective July 1, 2026 971
ATTACHMENT 1 – GENERAL FUND UPDATE
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FY 2025/26 CURRENT YEAR BUDGET STATUS
The General Fund began FY 2025/26 with $11.7 million in total available fund balance, a significant portion of which was appropriated for one-time infrastructure and project costs during the year. The General Fund is projected to end FY 2025/26 with $87.5 million in ongoing revenues to cover $88.9 million in ongoing expenses. To offset this gap, staff proposes to utilize $1.6 million in budget savings realized in the PERS line item from position vacancies and forego the voluntary annual contribution to the PERS Supplemental Trust, resulting in a projected operating surplus of approximately $187,776 for the fiscal year.

One-time General Fund expenses are projected to total $10.6 million for the fiscal year, offset by $2,710,709 in one-time revenues. $2.6 million of that is due to a drawdown of reimbursement from the OPEB trust for pay-as-you-go retiree health reimbursements for FY 2024/25 and FY 2025/26, previously not taken. Combined with the projected operating surplus, this results in an overall planned use of fund balance of approximately $7.9 million for the fiscal year, and an ending available fund balance of $4.0 million.

The General Reserve remains funded at a minimum of 17% of General Fund annual revenues, ending FY 2025/26 at an estimated 18% of revenues ($15,735,212). The Budget Stabilization Reserve maintains a balance of $3.0 million, and the Staffing Continuity Reserve remains untouched at $500,000.

Table 1 provides the General Fund budget and projections for the current fiscal year, and revenue and expenditure estimates for FY 2026/27 prior to consideration of new budget requests.

FY 2026/27 BUDGET STATUS
The FY 2026/27 budget estimates $90.5 million in annual revenues against $92.5 million in ongoing expenses, resulting in a projected revenue shortfall of approximately $2.0 million. This shortfall reflects, as outlined above, a convergence of slowing revenues and continued expense growth - a trend that, if unaddressed, could widen in future years.

To address the current shortfall for FY 2026/27, Staff proposes the following measures:

1. Use of one-time General Fund balance
Staff proposes to draw from available one-time fund balance to cover the projected shortfall while revenue and expenditure analyses are completed and longer-term strategies are implemented.

2. Suspension of the annual $1.0 million contribution to the General Facilities Fund The FY 2026/27 budget proposes to suspend the annual discretionary contribution to the General Facilities Fund for one year. This adjustment does not affect core service delivery and can be reinstated as needed and as funding capacity allows.

3. Suspension of the PERS Supplemental Trust contribution Consistent with the approach proposed for FY 2025/26, staff recommends foregoing the discretionary contribution to the PERS Supplemental Trust that is typically funded from budget savings in the PERS line item. This does not affect the City's required pension contributions or actuarial funding status, and the Supplemental Trust contribution can be resumed in future years as conditions allow.

4. Reimbursement of retiree health costs from the OPEB Trust The City has accumulated reserves in its Other Post-Employment Benefits (OPEB) Trust.

Beginning in FY 2026/27, staff proposes to draw from those trust reserves to reimburse the General Fund for retiree health costs currently paid on a pay-as-you-go (PAYGO) basis.

Taking this annual reimbursement is consistent with the purpose of the OPEB Trust and the approach recommended by the City's actuary. This reimbursement is reflected in the FY 2026/27 budget figures presented today.
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ATTACHMENT 1 – GENERAL FUND UPDATE
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Together, these measures are projected to bridge the projected FY 2026/27 revenue shortfall and preserve the City's reserve levels. Staff will continue working on, and return to Council at a later date with, a sustainable multi-year plan for General Fund budget stabilization.

It is important to note that Table 1 includes the General Fund proposed budget prior to consideration of supplemental budget requests, which are discussed in more detail in other attachments as well as in the main staff report.
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ATTACHMENT 1 – GENERAL FUND UPDATE
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Table 1 – FY 2025/26 General Fund Budget and Projections

GENERAL OPERATING FUND

REVENUES BUDGET PROJECTION

DIFFERENCE

OVER/(UNDER)
FY 2026/27

ESTIMATED
Property Tax $ 40,322,025 $ 39,595,234 $ (726,791) $ 41,174,124 Sales Tax 26,131,248 $ 25,500,000 $ (631,248) $ 25,500,000 Transient Occupancy Tax 2,425,916 $ 2,572,034 $ 146,118 $ 2,700,000 Other Taxes 3,024,787 $ 2,829,456 $ (195,331) $ 2,904,684 Intergovernmental 387,150 $ 387,984 $ 834 $ 365,000
Licenses & Permits 442,325 $ 470,884 $ 28,559 $ 488,760 Fines & Forfeitures 187,500 $ 155,000 $ (32,500) $ 166,750 Charges for Service 2,695,748 $ 2,669,374 $ (26,374) $ 2,585,000 Work Order Reimbursement Revenue 7,253,434 $ 6,330,000 $ (923,434) $ 6,859,277 Cannabis Revenue 280,000 $ 775,000 $ 495,000 $ 1,000,000 Other Revenues 3,029,429 $ 3,371,340 $ 341,911 $ 3,920,629 Transfers In 265,685 $ 265,685 $ - $ 271,497
Measure O/N Reimbursement 2,613,869 $ 2,613,869 $ - $ 2,613,869 TOTAL ONGOING REVENUES $ 89,059,116 $ 87,535,860 $ (1,523,256) $ 90,549,590

EXPENSES BUDGET PROJECTION

DIFFERENCE

OVER/(UNDER)
FY 2026/27

PROPOSED
Salaries & Wages 40,097,218 $ 39,856,076 $ (241,141) $ 43,193,979 Pension Expense 11,975,727 $ 10,397,363 $ (1,578,364) $ 11,938,968 OPEB Expense 1,718,775 $ 1,390,409 $ (328,366) $ 1,392,232 Other Benefits 7,107,523 $ 7,134,492 $ 26,969 $ 7,977,101 Payroll Reimbursement Offset (1,989,910) $ (1,973,985) $ 15,925 $ (2,034,131) Vacancy Factor - $ - $ - $ (898,677)
Operations & Maintenance 10,141,154 $ 10,141,154 $ - $ 9,754,877 Non-Operating 5,032,635 $ 5,032,635 $ - $ 5,330,992
Capital Outlay 241,221 $ 241,221 $ - $ 104,907
Transfers Out 2,718,597 $ 2,718,597 $ - $ 2,571,348
General Support Allocation 12,410,122 $ 12,410,122 $ - $ 13,167,209 TOTAL ONGOING EXPENSES $ 89,453,061 $ 87,348,084 $ (2,104,977) $ 92,498,805 NET ONGOING SURPLUS/(DEFICIT) $ (393,946) $ 187,776 $ 581,721 $ (1,949,215)

GENERAL ONE-TIME FUND BUDGET PROJECTION

DIFFERENCE

OVER/(UNDER)
FY 2026/27

PROPOSED
One-Time Revenues $ - $ 2,710,709 $ 2,710,709 $ -
One-Time Expenses $ 10,563,151 10,563,151 $ - 216,000
NET NONRECURRING SURPLUS/(DEFICIT) $ (10,563,151) $ (7,852,442) $ 2,710,709 $ (216,000)

GENERAL FUND TOTAL BUDGET PROJECTION
FY 2026/27

PROPOSED
Beginning Fund Balance $ 11,701,287 $ 11,701,287 $ 4,036,621 Net Surplus/(Deficit) (10,957,097) (7,664,666) (2,165,215) ENDING FUND BALANCE $ 744,191 $ 4,036,621 $ 1,871,406
GENERAL FUND RESERVES JUNE 30, 2025 JUNE 30, 2026 JUNE 30, 2027 Available Fund Balance $ 11,701,287 $ 4,036,621 $ 1,871,406 Staffing Continuity Reserve 500,000 500,000 500,000
Budget Stabilization Reserve 2,817,054 $ 2,994,767 $ 3,112,730 General Reserve Balance 15,235,212 15,735,212 15,735,212 % of General Fund Revenues 17.1% 18.0% 17.4%
FY 2025/26
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ATTACHMENT 2 – TAX MEASURE FUNDS
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MEASURE O FUND — FY 2026/27
The Measure O Fund projects revenues of $20,140,633 against ongoing expenses of $12,547,734, generating an annual surplus of $7,592,899 and leaving $9,079,620 available for supplemental requests.

Proposed supplemental requests include:
 Position related requests ($703,160) include $250,662 for a Senior Crime Analyst in the Police Department; $312,498 for a Battalion Chief dedicated to Fire Marshal duties and creating capacity in the Battalion Chief rotation, and $140,000 toward BC overtime to maintain an administrative BC for the remainder of the calendar year.  Capital projects ($868,000): $400,000 for a Citywide Neighborhood Traffic Calming Plan and $468,000 for various Fire Station improvements.
 One-time operations ($936,615): $480,000 for Police vehicles; $185,000 for Fire operations and maintenance; $125,615 to subsidize SAFER grant revenues for Fire Station #45 costs; and $105,000 for a pilot Behavioral Health services contract.  Ongoing operations ($1,503,510): $1,200,000 toward Police Officers Association MOU costs; financing costs for replacement of Self-Contained Breathing Apparatus; and $48,281 in estimated cost allocation.

After funding all proposed requests, the Measure O Fund is projected to end FY 2026/27 with a surplus of $6,872,950 and an available balance of $5,068,335. A portion of the remaining ongoing capacity is reserved for anticipated future costs, including Fire Station #45 operations after the SAFER grant expires, a potential Park Ranger program, and other operations costs currently being explored. Additionally, there is approximately $10.6 million in remaining unspent appropriations from FY 2024/25 capital projects which will draw from the available fund balance as funds are spent for these projects over the next couple of years.

MEASURE K FUND — FY 2026/27
The Measure K Fund projects revenues of $5,268,649 against ongoing expenses of $5,663,690, resulting in a revenue shortfall of $395,041 for FY 2026/27, with an available fund balance of $284,770 before supplemental requests.

Supplemental requests include $60,452 for capital projects and $54,971 in estimated cost allocation, bringing the total use of fund balance to $510,012 and leaving an ending balance of $169,347.

While the fund balance is sufficient to absorb this year's gap, the current level of expenditure is not sustainable over time. The primary driver of the shortfall is the annual General Fund subsidy to the Lighting and Landscape (L&L) District, which grows each year as maintenance costs increase.

MEASURE V FUND — FY 2026/27
The Measure V Fund projects revenues of $5,145,295 against ongoing expenses of $5,225,000, with planned use of fund balance of $79,705 for FY 2026/27 and an available fund balance of $20,901,745 before supplemental requests.

Proposed supplemental requests include $850,000 in one-time funding for Via transportation services to bridge a funding gap in FY 2026/27, and $5,250,000 toward the Light Rail Extension project in the Capital Improvement Program. After funding these requests, the Measure V Fund is projected to end the fiscal year with an available balance of $14,801,745 which is fully committed toward the Light Rail Project, federal match for the WSAFCA levee project, and future installments of the approved loan to CARTA.
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ATTACHMENT 2 – TAX MEASURE FUNDS
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MEASURE E FUND — FY 2026/27
The Measure E Fund projects revenues of $5,182,390 against ongoing expenses of $4,881,614, generating an annual surplus of $300,776 and leaving $845,324 available for supplemental requests.

Proposed supplemental requests total $714,049 in capital projects, the largest of which is $500,000 for Clarksburg Branch Line Trail Lighting Improvements. An estimated $21,624 in cost allocation is also included. After funding all requests, the Measure E Fund is projected to end FY 2026/27 with a surplus of $279,152 and an ending balance of $109,651.

MEASURE N FUND — FY 2026/27
The Measure N Fund projects revenues of $5,102,204 against ongoing expenses of $4,891,086, generating an annual surplus of $211,118 and leaving $307,171 available before supplemental requests.

Proposed supplemental requests include:
 A shift of $1,233,566 in annual transfers to the General Fund for 2018 POA MOU costs to Measure O. This reallocation addresses public safety expenditures that exceed the 50% target for Measure N's Public Safety category and frees up capacity in the Measure N Fund for potential debt service payments associated with one or more large infrastructure projects.
 $750,000 in one-time funding for the City's required contribution to the Washington Unified School District for tennis court repairs at River City High School.  $341,779 in capital project funding, including $250,000 for Sycamore Trail Phase 3.

After funding all proposed requests, the Measure N Fund is projected to end FY 2026/27 with a surplus of $1,440,365 and an available balance of $444,639. * * *
The next two tables provide a summary of revenues, expenses, surplus/(deficit) and remaining fund balance for each of the district sales tax measure funds, both before and after funding the budget proposals under consideration tonight.

Table 1: Ballot Measure Funds FY 2026/27 Capacity BEFORE Supplemental Proposals

DISTRICT SALES TAX MEASURES
Ballot Measure Revenues Expenses
Projected
Net Surplus/
(Deficit)*
Projected
Ending
Fund Balance*
Measure K $ 5,268,649 $ 5,663,690 $ (395,041) $ 284,770 Measure V $ 5,145,295 $ 5,225,000 $ (79,705) $ 20,901,745 Measure E $ 5,182,390 $ 4,881,614 $ 300,776 $ 845,324
Measure N $ 5,102,204 $ 4,891,086 $ 211,118 $ 307,171
Measure O $ 20,140,633 $ 12,547,734 $ 7,592,899 $ 9,079,620 Totals $ 40,839,171 $ 33,209,124 $ 7,630,047 $ 31,418,630 * BEFORE consideration of supplemental budget requests
FY 2026/27
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ATTACHMENT 2 – TAX MEASURE FUNDS
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Table 2: Ballot Measure Funds FY 2026/27 Supplemental Budget Proposals and Ending Balance

TAX MEASURES MEASURE K MEASURE V MEASURE E MEASURE N MEASURE O AVAILABLE FUND BALANCE $ 284,770 $ 20,901,745 $ 845,324 $ 307,171 $ 9,079,620 Total Cost of Requests $ 115,423 $ 6,100,000 $ 735,673 $ (137,468) $ 4,011,285 Position Requests - - - - 703,160
Other Ongoing O&M - - - (1,233,566) 1,455,229
One-Time O&M - 850,000 - 750,000 936,615
Cost Allocation (Estimate) 54,971 - 21,624 4,319 48,281 CIP Requests 60,452 5,250,000 714,049 341,779 868,000
Ongoing Surplus/(Deficit) (450,012) (79,705) 279,152 1,440,365 6,872,950 ENDING FUND BALANCE $ 169,347 $ 14,801,745 $ 109,651 $ 444,639 $ 5,068,335 977
FY 2026/27 Budget
Summary of Supplemental Requests by Fund and Type
FUND # FUND TITLE POSITIONS
ANNUAL

O&M ONE-TIME O&M

TOTAL O&M

REQUESTS

CAPITAL

PROJECTS TOTAL
101 General Fund $ 612,930 - $ $ (1,500) $ 611,430 $ - $ 611,430 103 General Long-Term Debt Fund $ - $ (1,000,000) - $ $ (1,000,000) $ - $ (1,000,000) 104 General Support Srv Fund $ 154,003 $ (513,823) $ 359,820 $ - $ - $ - 105 Budget Stabilization Fund $ 20,000 - $ $ 400,000 $ 420,000 $ - $ 420,000 106 Gen Special Purpose C.I. Fund $ 1,375,058 $ 33,775 $ 1,934,575 $ 3,343,408 $ 540,000 $ 3,883,408 107 Gen One-Time Money Fund $ - $ (357,926) - $ $ (357,926) $ 396,945 $ 39,019 108 Measure K (Sales Tax) Fund $ 54,971 - $ $ - $ 54,971 $ 60,452 $ 115,423 109 Measure V Fund $ - $ 850,000 - $ $ 850,000 $ 5,250,000 $ 6,100,000 110 Measure E Fund $ 21,624 - $ $ - $ 21,624 $ 714,049 $ 735,673 111 Measure N Fund $ (1,229,247) - $ $ 750,000 $ (479,247) $ 341,779 $ (137,468) 112 Measure O Fund $ 703,160 $ 1,503,510 $ 936,615 $ 3,143,285 $ 868,000 $ 4,011,285 201 Road Fund (Gas Tax) $ 72,140 - $ $ 132,000 $ 204,140 $ 210,000 $ 414,140 202 Transit Fund $ - $ 634 $ - $ 634 $ - $ 634
203 Road Fund (SB1) $ - $ 25 $ - $ 25 $ 1,466,282 $ 1,466,307 205 Traffic Improvement Fund $ - $ 17 $ - $ 17 $ 497,798 $ 497,815 206 Cable TV Fund $ 139,590 - $ $ 5,000 $ 144,590 $ - $ 144,590 207 General Equipment Fund $ 146,900 - $ $ 54,000 $ 200,900 $ - $ 200,900 208 General Facilities Fund $ - $ 579,500 - $ $ 579,500 $ (828,543) $ (249,043) 211 Park Improvement Fund $ - $ 9 $ - $ 9 $ 2,250,250 $ 2,250,259 212 Tree Mitigation Fund $ - $ 35 $ - $ 35 $ - $ 35
213 Landscaping & Lighting AD's $ - $ 1,453 $ - $ 1,453 $ - $ 1,453 215 Storm Water Maint. Fund $ - $ 5,791 $ - $ 5,791 $ - $ 5,791 217 RD 811 Maintenance Fund $ - $ 2 $ - $ 2 $ - $ 2
218 Project Homekey ARP $ (1,375,058) $ (400,000) - $ $ (1,775,058) $ - $ (1,775,058) 219 Parking Improvement Fund $ - $ 4,670 $ - $ 4,670 $ - $ 4,670 221 Technology Impact Fees $ - $ 70 $ 50,000 $ 50,070 $ - $ 50,070 222 Police Facility Impact Fees $ - $ 2 $ - $ 2 $ - $ 2 223 Fire Facility Impact Fees $ - $ 3 $ - $ 3 $ - $ 3
228 Corporation Yard Develop Fees $ - $ 13 $ - $ 13 $ - $ 13 254-9555 Discovery Preschool $ - $ 3,026 $ - $ 3,026 $ - $ 3,026 256-9158 SAFER Grant $ - $ (125,615) - $ $ (125,615) $ - $ (125,615) 261-9385 Housing Trust Fund $ - $ - $ - $ - $ 650,000 $ 650,000 264-9395 Stone Lock Maintenance $ - $ 799 $ - $ 799 $ - $ 799 269-9176 CFD A-Gateway Services $ - $ 87 $ - $ 87 $ - $ 87 269-9177 CFD B-Newport Estates Services $ - $ 184 $ - $ 184 $ 44,571 $ 44,755 269-9178 CFD C-Bridgeway Island Service $ - $ 317 $ - $ 317 $ - $ 317 269-9179 CFD D-Southport Indust Park Sr $ - $ 214 $ - $ 214 $ - $ 214 269-9180 CFD E-The Classics Services $ - $ 76 $ - $ 76 $ - $ 76 269-9181 CFD F-Pheasant Hollow Services $ - $ 47 $ - $ 47 $ - $ 47 269-9182 CFD G-Gateway, Unit 4 Services $ - $ 21 $ - $ 21 $ - $ 21 269-9183 CFD H-Bridgeway Lakes I Srvs $ - $ 343 $ - $ 343 $ - $ 343 269-9184 CFD I-River Ranch Services $ - $ 59 $ - $ 59 $ - $ 59 269-9185 CFD J-Parella Services $ - $ 122 $ - $ 122 $ - $ 122 269-9186 CFD K-River Walk Park $ - $ 95 $ - $ 95 $ - $ 95 269-9188 CFD M-The Rivers Services $ - $ 133 $ - $ 133 $ - $ 133 269-9189 CFD N-Parlin Ranch Services $ - $ 112 $ - $ 112 $ 200,000 $ 200,112 269-9192 CFD O-Linden South Services $ - $ 25 $ - $ 25 $ - $ 25 269-9193 CFD P-Ironworks Services $ - $ 43 $ - $ 43 $ - $ 43 269-9194 CFD R - Bridge District $ - $ 141 $ - $ 141 $ - $ 141 269-9195 CFD S - Port Towne $ - $ 15 $ - $ 15 $ - $ 15
269-9196 CFD T - Southport $ - $ - $ - $ - $ - $ -
271 Public Art Fund $ - $ - $ - $ - $ 553 $ 553
296 Bridge District IFD $ - $ 4 $ - $ 4 $ - $ 4
297 Enhanced Infr Financing District $ - $ 6 $ - $ 6 $ (2,059,525) $ (2,059,519) 313 $ - $ - $ - $ - $ - $ -
501 Sewer Operating Fund $ 469,412 $ 322,447 $ 1,662,250 $ 2,454,109 $ - $ 2,454,109 502 Sewer Capital Projects Fund $ - $ - $ - $ - $ 60,000 $ 60,000 506 Water Operating Fund $ 813,805 $ 897,902 $ 1,870,750 $ 3,582,457 $ - $ 3,582,457 507 Water Capital Projects Fund $ - $ - $ - $ - $ 345,328 $ 345,328 511 Refuse Operating Fund $ 14,594 - $ $ 120,000 $ 134,594 $ - $ 134,594 650 Comm. Dev. Support Services $ 32,933 - $ $ - $ 32,933 $ - $ 32,933 Attachment 3
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FY 2026/27 Budget
Summary of Supplemental Requests by Fund and Type
FUND # FUND TITLE POSITIONS
ANNUAL

O&M ONE-TIME O&M

TOTAL O&M

REQUESTS

CAPITAL

PROJECTS TOTAL
652 W S Flood Support Fund $ - $ 8,356 $ - $ 8,356 $ - $ 8,356 654 Port Support Services Fund $ - $ 5,787 $ - $ 5,787 $ - $ 5,787 713 C.F.D. #8 Series 99 Southport $ - $ 88 $ - $ 88 $ - $ 88 716 C.F.D. # 9 - Staple Project $ - $ 3 $ - $ 3 $ - $ 3 719 C.F.D. # 12 - Raley's Field $ - $ 17 $ - $ 17 $ - $ 17 722 CFD #14 - Newport Estates Debt $ - $ 29 $ - $ 29 $ - $ 29 724 CFD #15 Pheasant Hollow Debt $ - $ 8 $ - $ 8 $ - $ 8 725 CFD#16 Bridgeway Lakes Debt $ - $ 30 $ - $ 30 $ - $ 30 727 CFD #17-Parella Debt 03 $ - $ 19 $ - $ 19 $ - $ 19
728 CFD#18 Gateway Unit 4 Debt $ - $ 5 $ - $ 5 $ - $ 5
729 CFD#19 River Ranch Debt $ - $ 8 $ - $ 8 $ - $ 8
731 CFD #20 Bridgeway Lakes II Dbt $ - $ 25 $ - $ 25 $ - $ 25 732 CFD #21 Parlin Ranch Debt $ - $ 9 $ - $ 9 $ - $ 9
734 CFD #23 Triangle Area Debt $ - $ 12 $ - $ 12 $ - $ 12 736 CFD #10 Series 2006 Brdgwy Isl $ - $ 56 $ - $ 56 $ - $ 56 737 CFD #11 Series 06 Gateway $ - $ 13 $ - $ 13 $ - $ 13 739 CFD #24 Bridgeway Lakes North $ - $ 4 $ - $ 4 $ - $ 4 742 CFD #27 Bridge District Debt $ - $ 62 $ - $ 62 $ - $ 62 747 CFD #29 Port Towne Debt $ - $ 16 $ - $ 16 $ - $ 16
760 Southport Development $ - $ 2 $ - $ 2 $ - $ 2
794 EIFD Constr Bonds $ - $ - $ - $ - $ 5,697,578 $ 5,697,578 880 River City Stadium Fin Auth $ - $ 15 $ - $ 15 $ - $ 15 EXTERNAL Grants, Donations, Etc. $ - $ - $ - $ - $ 701,490 $ 701,490 TOTAL $ 2,140,380 $ 2,163,403 $ 7,819,469 $ 12,123,252 $ 17,407,008 $ 29,530,260 979
FY 2026/27 Budget
Decision Package Budget Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
SALARIES, WAGES & BENEFITS $ 140,000 $ 2,000,380
808 Senior Program Manager- Crime Analysis Unit Police Measure O Fund - 250,662 973 Sewer Supervisor (Utility Rate Increase) Public Works Sewer Enterprise Fund - 223,950 974 Lead Sewer Maintenance Worker (Utility Rate Increase) Public Works Sewer Enterprise Fund - 156,825 975 Water Distribution Supervisor (Utility Rate Increase) Public Works Water Enterprise Fund - 223,950 976 Lead Water Distribution Maintenance Worker (Utility Rate Increase) Public Works Water Enterprise Fund - 156,825 977 Treatment Plant Mechanic I/II (Utility Rate Increase) Public Works Water Enterprise Fund - 167,119 978 Administrative Analyst I/II (WTP) (Utility Rate Increase) Public Works Water Enterprise Fund - 177,274 979 Administrative Analyst I/II (Sewer/Water) (Utility Rate Increase) Public Works Sewer Enterprise Fund - 88,637 979 Administrative Analyst I/II (Sewer/Water) (Utility Rate Increase) Public Works Water Enterprise Fund - 88,637 1004 Retaining Administrative Battalion Chief in Fire Admin for remainder of 2026 Fire Measure O Fund 140,000 - 1055 Operational Funding for Homeless Emergency Housing Program Economic Development & Housing Community Investment Fund 1,375,058 - 1055 Operational Funding for Homeless Emergency Housing Program Economic Development & Housing Disaster Relief Fund (1,375,058) - 1058 New Position - Program Technician I/II (Media Production/AV Services) City Manager's Office Cable TV Fund - 137,054 1068 New Battalion Chief Position for Fire Marshall duties Fire Measure O Fund - 312,498 1070 CMO Position Change - Elim. Admin Analyst; Add Program Manager City Manager's Office General Support Services Fund - 16,949 TECHNOLOGY & SOFTWARE $ 319,820 $ 324,465
852 Firewall Replacements City Manager's Office General Support Services Fund 185,000 - 941 OnBase Solutions Renewal City Manager's Office General Support Services Fund - 105,665 970 Website Redesign Additional Fees City Manager's Office General Support Services Fund 4,820 3,300 984 Cloudflare DNS hosting platform City Manager's Office General Support Services Fund 5,000 7,500 995 Waste Hauler Software Community Development Refuse Operating Fund 70,000 - 1003 Replacement Self Contained Breathing Apparatus (SCBA) Fire Measure O Fund - 208,000 1050A Accela System Optimization and "Full Reset" Initiative Community Development Technology Impact Fees 50,000 - 1058 New Position - Program Technician I/II (Media Production/AV Services) City Manager's Office Cable TV Fund 5,000 - VEHICLE & EQUIPMENT $ 3,807,500 $ 496,400
417 Police Department Fleet Increase Police Measure O Fund 240,000 - 580 Police Department Vehicle Replacement Fund Increase Police Measure O Fund 240,000 - 974 Lead Sewer Maintenance Worker (Utility Rate Increase) Public Works Sewer Enterprise Fund 300,000 - 975 Water Distribution Supervisor (Utility Rate Increase) Public Works Water Enterprise Fund 150,000 - 976 Lead Water Distribution Maintenance Worker (Utility Rate Increase) Public Works Water Enterprise Fund 300,000 - 977 Treatment Plant Mechanic I/II (Utility Rate Increase) Public Works Water Enterprise Fund 350,000 - 981 New Fire Plans Examiner/Inspector Vehicle Fire General Equipment Fund - 10,500 992 Recreation Van Replacements (2) Parks & Recreation General Fund (1,500) - 992 Recreation Van Replacements (2) Parks & Recreation General Equipment Fund - 32,000 1018 Security Camera Maintenance and Repair Public Works General Support Services Fund - 30,000 1021 Vaccon Combination Sewer Cleaning Truck (Utility Rate Increase) Public Works Sewer Enterprise Fund 650,000 - 1022 Sewer Division Dump Truck Replacement (Utility Rate Increase) Public Works Sewer Enterprise Fund 275,000 - 1023 Sewer Division Utility Work Truck Replacement (Utility Rate Increase) Public Works Sewer Enterprise Fund 175,000 - 1024 Sewer Division Utility Work Truck Replacement (Utility Rate Increase) Public Works Sewer Enterprise Fund 100,000 - 1025 Police Department Unmarked Fleet Budget Increase Police General Equipment Fund 54,000 104,400 1029 Additional Storm Rental Funding Public Works Budget Stabilization Fund - 20,000 1030 5-Yard Water Distribution Dump Truck Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 200,000 - 1031 10-Yard Water Distribution Dump Truck Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 275,000 - 1033 6-inch Trash Pump Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 60,000 - 1035 Light Trailer Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 15,000 - 1036 Ditch Witch FX30 Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 50,000 - 1037 WTP Forklift Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 100,000 - 1038 Utility Work Truck Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 150,000 - 1039 WTP Superintendent Vehicle Replacement (Utility Rate Increase) Public Works Water Enterprise Fund 125,000 - 1042A Vehicle Replacements / (2) Type I Pumpers / Fire Engines Fire General Fund - 275,000 1052 Traffic Unit Budget Increase Police General Fund - 24,500 SERVICES & SUPPLIES $ 2,401,000 $ 1,282,538
808 Senior Program Manager- Crime Analysis Unit Police Measure O Fund 11,000 13,663 928 City Hall HVAC Building Automation Maintenance (HVAC) Public Works General Support Services Fund - 10,000 929 On-Demand Rideshare Program Gap Funding Community Development Measure V Fund 850,000 - 973 Sewer Supervisor (Utility Rate Increase) Public Works Sewer Enterprise Fund 155,500 10,996 974 Lead Sewer Maintenance Worker (Utility Rate Increase) Public Works Sewer Enterprise Fund 5,000 31,345 975 Water Distribution Supervisor (Utility Rate Increase) Public Works Water Enterprise Fund 5,500 9,995 976 Lead Water Distribution Maintenance Worker (Utility Rate Increase) Public Works Water Enterprise Fund 5,000 30,925 977 Treatment Plant Mechanic I/II (Utility Rate Increase) Public Works Water Enterprise Fund 5,000 28,400 978 Administrative Analyst I/II (WTP) (Utility Rate Increase) Public Works Water Enterprise Fund 3,500 10,300 979 Administrative Analyst I/II (Sewer/Water) (Utility Rate Increase) Public Works Sewer Enterprise Fund 1,750 5,157 979 Administrative Analyst I/II (Sewer/Water) (Utility Rate Increase) Public Works Water Enterprise Fund 1,750 5,157 989 Waste Hauler Contract Services Community Development Refuse Operating Fund 50,000 - 1000 Water Treatment Plant Chemical Costs Public Works Water Enterprise Fund - 99,700 1017 Emergency Vehicle Preemption (EVP) Maintenance and Repair Public Works Road Fund - 11,650 1018 Security Camera Maintenance and Repair Public Works General Support Services Fund - 16,750 1041 Equipment Maintenance Cost Center Funding Realignment to Support Operational Requirements
Fire Measure O Fund 30,000 -
1048 Security at Arthur F. Turner Library Public Works General Support Services Fund - 96,000 1051 Sign Shop Base Stock Public Works Road Fund 132,000 - 1055 Operational Funding for Homeless Emergency Housing Program Economic Development & Housing Community Investment Fund 720,000 - 1058 New Position - Program Technician I/II (Media Production/AV Services) City Manager's Office Cable TV Fund - 2,500 1059 Professional Services (Utility Rate Increase) Public Works Water Enterprise Fund - 300,000 1060 2026 City Facility Safety Inspection Improvements Public Works General Support Services Fund 15,000 - 1061 Cross Connection Survey (Utility Rate Increase) Public Works Water Enterprise Fund 75,000 - 1062 Traffic Signal & Street Light Emergency Repairs Public Works Road Fund - 50,000 1063 Major Water System Emergency Repairs Public Works Water Enterprise Fund - 300,000 1064 Major Sewer System Emergency Repairs Public Works Sewer Enterprise Fund - 250,000 1066 HVAC Emergency Repairs Public Works General Support Services Fund 150,000 - 1067 Increase to Operations Vehicle Maintenance, Stations & Grounds, and Household Expenses
Fire Measure O Fund 185,000 -
OTHER $ 1,291,149 $ 60,000
999 SWRCB Drinking Water Fees Public Works Water Enterprise Fund - 60,000 1027 Tennis Court Repairs (Rec Center) Parks & Recreation Measure N Fund 750,000 - 1055 Operational Funding for Homeless Emergency Housing Program Economic Development & Housing Community Investment Fund 6,000 - 1071 SAFER Subsidy Fire SAFER Grant (125,615) -
980
FY 2026/27 Budget
Decision Package Budget Requests by Category
DP # TITLE DEPARTMENT FUNDING SOURCE ONE-TIME ONGOING
1071 SAFER Subsidy Fire Measure O Fund 125,615 -
1071 Police MOU contribution in excess of the 50% annual Measure N allocation Police Measure N Fund (1,233,566) 1071 Police MOU contribution in excess of the 50% annual Measure N allocation Police Measure O Fund - 1,233,566 1071 Behavioral Health - Yolo County Police Measure O Fund 105,000 - 1071 2026 Baseball Season Police General Fund - -
1071 2026 Baseball Season Economic Development & Housing Community Investment Fund 208,575 - 1071 2026 Baseball Season Finance One-Time General Fund 221,574 - 1071 817 and 829-849 Jefferson Blvd loan repayment Economic Development & Housing Community Investment Fund 1,000,000 - 1071 817 and 829-849 Jefferson Blvd loan repayment Economic Development & Housing General Long-Term Debt Fund (1,000,000) - 1071 Disaster Relief Fund True-Up Finance Budget Stabilization Fund 400,000 - 1071 Disaster Relief Fund True-Up Finance Disaster Relief Fund (400,000) - 1071 Transfer from Gen Facilities to One-Time Gen Fund Finance General Facilities Fund 579,500 - 1071 Transfer from Gen Facilities to One-Time Gen Fund Finance One-Time General Fund (579,500) - 1072 Expanded Food and Beverage Facility Enhancement Program Economic Development & Housing Community Investment Fund - - 1074 Supplemental Cost Allocation Finance General Support Services Fund - 645,984 1074 Supplemental Cost Allocation Finance Various - (645,984) 7,959,469 4,163,783
981
Budget Decision Package
$0.00
$240,000.00
$240,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00417
Status: Council Review
Title: Police Department Fleet Increase
Department: Police Priority: 3
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
The department is looking to increase our marked patrol fleet by (8) eight patrol vehicles over the course of the next 4 years, 2 extra new patrol vehicles per year. This is in addition to the seven vehicles we already anticipate purchasing annually. This would bring our marked fleet from 7 vehicles annually to 9 vehicles annually over the next 4 years. Delays in the ability to buy and up-fit vehicles has left the department with a deficit of operational vehicles. The goal of the increase is to mitigate these issues to help the Police Department maintain an operable fleet.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
207 9113 5572 Cost of Two Patrol Vehicles
Total cost of a new vehicle: $59,500
Total cost of upfitting a new vehicle: $29,000
** To build a new patrol car we would have the above
costs and an additional $8,000.00 Motorola Radio,
$9,500.00 In-car Camera system and $3,000.00 MDC.

Total for a New Vehicle: $120,000 (x2)= $240000
$0.00 $240,000.00 Yes
207 9113 4990 Vehicle Purchase
Vehicle Transfer In
$0.00 ($240,000.00) Yes
112 9113 5950 Vehicle Purchase
Transfers Out of Vehicle Purchase
$0.00 $240,000.00 Yes
Total $0.00 $240,000.00
Section 3 - Detailed Information
Objectives/Need for Request:
• The gradual increase of our marked fleet will align with anticipated staffing increase in patrol (fully staffed to approximately 36).
• Future staffing growth in field services will potentially lead to the need to increase the number requested • Vehicles scheduled for routine service/maintenance are taken out of available use fleet • Vehicles used for court/training
• Vehicles used for special events (in addition to patrol) • Pool vehicles
• Delays in manufacturer vehicle production and upfitting completion (ie. Vehicles purchased in 2024 will not be inservice until 2026) 982 Page 1 of 121
Consequences of Not Funding:

There will continue to be an increase in vehicles (often new vehicles) being out of service in order to complete repairs and troubleshoot problems associated with old equipment being transferred to new vehicles.

The ability to deploy a sufficient amount of patrol vehicles to safely police the community will continue to be a challenge for the department.

There will continue to be an unbudgeted increase in vehicle expenses associated with vehicles needing be taken out of service due to equipment troubleshooting and repair due to equipment failure. This will also tax the limited IT staff employed by the city who often initiate the troubleshooting before sending it out to vehicle upfitters.

Alternatives Considered:

Continue to repair and replace equipment once issues are identified.

If patrol teams are short vehicles, implement “two person” vehicles due to vehicle shortages (less geographic coverage).

Section 4 - Attachments
983 Page 2 of 121
Budget Decision Package
$0.00
$240,000.00
$240,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00580
Status: Council Review
Title: Police Department Vehicle Replacement Fund Increase Department: Police Priority: 1
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: Yes
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
The department is seeking an increase to the allocated amount for our vehicle replacement funs. The costs for vehicles and their upfitting/ equipment has increased dramatically and far exceeds the amount budgeted for maintaining the Police Department's fleet.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
112 9113 5950 Cost Increase for Vehicle Purchases
Current allocation for 7 vehicles is 600,000 per year.

Current cost for 1 vehicles including equipment build-out & equipment is $120,000
Current cost for 7 vehicles including equipment build-out & equipment is approx. $840,000 annually
Difference between allocated amount and actual amount
needed is $240,000 annually
$0.00 $240,000.00 Yes
207 9113 5572 Vehicle Replacement
Purchase of the Vehicles
$0.00 $240,000.00 Yes
207 9113 4990 Vehicle Replacement
Transfers In from Fund 101
$0.00 ($240,000.00) Yes
Total $0.00 $240,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of the department is to increase the amount of money allocated to maintaining a working fleet of vehicles for the Police Department to meet the current cost increases.

Consequences of Not Funding:

The Police Department will not be able to acquire the required amount of vehicles to replace those that are meeting their end of service. This will significantly decrease the ability to deploy the correct amount of vehicles to safely police the city and serve the community.

Alternatives Considered:

The only alternative would be to implement a "two person" vehicle due to vehicle shortages, however this would decrease the available amount of officers to respond to pending calls Section 4 - Attachments
984 Page 3 of 121
Budget Decision Package
$0.00
$275,325.00
$275,325.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00808
Status: Council Review
Title: Senior Program Manager- Crime Analysis Unit
Department: Police Priority: 1
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The West Sacramento Police Department and the City of West Sacramento have established a Public Safety Technology Program to serve as a force multiplier in supporting all aspects of public safety emergency response, crime suppression, criminal investigations, traffic collision investigation, traffic management and special events management.

This program will ultimately be supported by a Public Safety Technology Master Plan which is currently being developed. This program is being developed and managed by a Police Lieutenant with support from a crime analyst.

The Police Lieutenant retired at the end of 2025 and it is necessary to create a non sworn manager role to take over the primary role in managing the program.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
112 9110 5111 Senior Program Manager
Full cost of the position. Prorated for 10 months.
$0.00 $250,662.00
112 9110 5258 Ongoing Training
Annual training and Professional Licensing
$0.00 $7,000.00
112 9110 5251 Equipment
Computer and Office Furniture
$0.00 $11,000.00 Yes
112 9110 5257 Software Licensing (Office, Adobe, 8x8 Axon, Absolute) Software Licensing (Office, Adobe, 8x8 Axon, Absolute)
$0.00 $5,703.00
112 9110 5221 Verizon Costs for Cell / Laptop
Verizon Costs for Cell / Laptop
$0.00 $960.00
Total $0.00 $275,325.00
Section 3 - Detailed Information
Objectives/Need for Request:

The Police Lieutenant retired at the end of 2025 and it is necessary to create a non sworn manager role to take over the primary role in managing the program. The programs workload will exceed that of a Police Lieutenant capability while managing other aspects of the department under their control. An additional impact will be a second Police Lieutenant vacancy expected in 2025 leading to two of five Police Lieutenant positions needing to be filled.

The creation of this position will additionally support the management of a Real-Time Information Unit being formed in 2025 to combine public safety technology and crime analysis support to the department in a more efficient and timely manner.
985 Page 4 of 121
Consequences of Not Funding:

The Public Safety Technology Program will no longer be supported and public safety emergency response, crime suppression, criminal investigations, traffic collision investigation, traffic management and special events management that was supported by the Lieutenant will not have leadership or support from a subject matter expert. The requested position is an immediate need to facilitate a smooth hand-off before the Lieutenant current in charge retires.

Alternatives Considered:

Section 4 - Attachments
Attachment Attachment Description
Job Description
Proposed Changes to Existing Job
Description
Position Request Form
986 Page 5 of 121
Budget Decision Package
$0.00
$185,000.00
$185,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00852
Status: Council Review
Title: Firewall Replacements
Department: City Manager's Office Priority: 2
Contact: Dean Hebenstreit Phone: (916) 617-4518
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Information Technology Project
In June of 2020 I.T. purchased two Fortigate Firewalls that need to be replaced. These Firewalls are the first line of defense in our Cybersecurity posture that protects both City Hall and the Police Department. They provide comprehensive network security, including preventing threats, managing traffic, and enhancing visibility into network activity as well as the services that support the VPN. Budgetary Quotes provided contain 3 year cost for hardware and licensing. Budget was estimated from the quotes however the Firewall vendor has indicated a price increase in Quarter

3. Budget was developed with this increase in mind.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9034 5574 Firewall Replacements
Replacement cost for 2 Firewalls and their 3 year
software subscriptions including Analyzer, EMS and
cloud log storage.
$0.00 $185,000.00 Yes
Total $0.00 $185,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Fund the one time expense of the Firewall replacements according to I.T. standards to replace critical cybersecurity infrastructure every 6 years.

Consequences of Not Funding:

The consequences of not funding would include:

Performance degradation of the City’s Internet, which can lead to outages or slowdowns in critical systems and services that depend on secure and consistent network access.

Maintaining outdated systems typically consumes more staff time for troubleshooting, manual configuration, and patching, while spare parts or vendor support (if available) come at a premium.

As threats evolve and infrastructure advances, I.T. may fall behind in being able to secure resources, adopt new technologies, or support digital transformation initiatives. Last year the City’s firewalls blocked over 130,000 malicious attempts to breach our network.

Alternatives Considered:

The equipment is necessary for communication and protection to and from the Internet. The only viable alternative is to not replace the equipment at this time and revisit this issue during the next budget cycle or when we have a major equipment failure. This is not recommended due to the age of the equipment and lack of product support.

Section 4 - Attachments
987 Page 6 of 121
Attachment Attachment Description
3 Year Budgetary Replacement Cost
988 Page 7 of 121
Budget Decision Package
$0.00
$10,000.00
$10,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00928
Status: Council Review
Title: City Hall HVAC Building Automation Maintenance (HVAC) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Description:

Project Type:

New Program/Initiative
Following a catastrophic failure of the previous HVAC system, City Hall recently completed the installation of a new, state-of-the-art heating, ventilation, and air conditioning (HVAC) system. The new system includes an advanced automation component that allows for improved energy efficiency, remote monitoring, and better climate control throughout the building. This upgrade ensures a more reliable and sustainable environment for staff and visitors alike.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5261 Building Automation Maintenance Contract
Approximate one-year cost for Building Automation
Maintenance Support
$0.00 $10,000.00
Total $0.00 $10,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

To ensure the long-term success and reliability of the newly installed HVAC system, we recommend implementing a professional services contract. This agreement would provide two key benefits:

Staff Training – The new system includes advanced automation features that require specialized knowledge for effective operation. Professional training will equip our facilities staff with the skills needed to monitor, manage, and troubleshoot the system efficiently, reducing reliance on outside support for routine issues.

Quarterly Preventive Maintenance – Regular maintenance by certified technicians will help prevent future system failures, extend equipment lifespan, and ensure optimal performance year-round. Scheduled inspections and tune-ups can also help identify minor issues before they become costly repairs.

This proactive approach will protect our investment, minimize downtime, and support a comfortable and efficient environment at City Hall.

Consequences of Not Funding:

Without proper training, staff may struggle to fully understand or utilize the system’s advanced automation features, leading to inefficient operation, increased energy costs, and a higher risk of user error. Additionally, without scheduled preventive maintenance, minor issues may go unnoticed until they escalate into major system failures—potentially resulting in unplanned outages, expensive emergency repairs, and significant discomfort for staff and the public. Over time, lack of maintenance can also shorten the lifespan of the system, undermining the City’s investment and potentially requiring premature replacement. A modest, ongoing investment in training and maintenance is critical to protecting both the functionality and value of this essential infrastructure. 989 Page 8 of 121
Alternatives Considered:

1. Limited-Term Training Engagement
Instead of an ongoing contract, the City could arrange a one-time or short-term training session with the system vendor or a certified HVAC consultant. This would ensure staff receive essential operational knowledge without committing to long-term expenses.

2. As-Needed Maintenance Services
The City could contract with a service provider on an as-needed basis for maintenance and repairs. While this is less proactive than quarterly maintenance, it allows for some professional oversight without the cost of a full service agreement. However, it may lead to delayed response times or higher fees for emergency calls.

3. Hybrid In-House Model
City staff could handle routine inspections and basic maintenance, while more complex tasks—especially those involving automation or diagnostics—are outsourced. This would require some initial training but could reduce longterm reliance on outside vendors.

4. Shared Services Agreement
If feasible, the City could explore a shared services arrangement with nearby municipalities or government buildings using similar systems. Pooling resources could lower costs while still providing access to professional expertise.

Each alternative carries trade-offs in terms of risk, cost, and system reliability, but they may serve as interim solutions until a full professional services contract becomes financially viable.

Section 4 - Attachments
990 Page 9 of 121
Budget Decision Package
$0.00
$850,000.00
$850,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00929
Status: Council Review
Title: On-Demand Rideshare Program Gap Funding
Department: Community Development Priority: 1
Contact: Jason McCoy Phone: (916) 617-4832
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

Change to Existing Program/Service
The West Sacramento On-Demand Rideshare Program (also known as Via) was launched in May 2018. Since its inception, the City funded the On-Demand Rideshare Program with Transportation Development Act (TDA) funds - specifically Local Transportation Funds. TDA is administered by the California Department of Transportation (Caltrans) and provides two sources of public transportation funding for local governments: Local Transportation Funds (LTF) and State Transit Assistance (STA) funds. The funds are intended for the development and support of public transportation needs that exist in California and are allocated to counties based on population, taxable sales and transit performance.

LTF funds are primarily intended to support public transit services, but can support a wide variety of transportation programs including planning activities, pedestrian and bicycle facilities, road rehabilitation or other community transit, bus and rail projects. STA funds have restrictive criteria and regulations that must be met in order to fund eligible expenses and cannot be used for fund administration, streets, roads, or pedestrian/bicycle facility purposes.

When the On-Demand Rideshare Program initiated in 2018, the City had prior year LTF balances dating back to Fiscal Year 2016-17 (FY16-17) and supported the On-Demand Rideshare Program using these prior year reserves. Leading up to the June 2024 contract award, staff presented City Council with updates and workshops on the future of the OnDemand Rideshare Program, focusing on the funding shortfall to continue the program long-term and options to consider. Annual LTF balances available for local use after expenses for SACOG and YoloTD are not, and have never been, sufficient to cover the On-Demand Rideshare Program’s annual costs.

Staff conducted a workshop with budget scenarios for continuation of the program when awarding a new contract in June 2024, and the City Council directed staff to award the contract under a full operations scenario. The three-year initial term contract with Nomad Transit LLC for $10,046,947 assuming 57,200 vehicle hours annually. The City Council approved Resolution 24-61, transferring $3,160,368 of Bridge District Funds to support contracted services, staff time and resources for the On-Demand Rideshare Program. With the FY24-25 TDA claim and Resolution 24-89, the prior year LTF balances were fully claimed in FY24-25. Staff estimated another funding source would need to be identified for the remaining gap for the 3rd year of the contract (FY26-27), and for a significant portion annually for contract extensions beyond FY26-27.

Again, in August 2025, staff presented to City Council on the future of the program with the FY25-26 TDA claim. At this time, staff estimated approximately $1.08 million in additional funding will need to be identified to fully operate through FY26-27 and approximately $2.4+ million each year after (Via contract includes a 3% annual increase in consider of CPI inflation). Staff also recommended consideration of fare changes to help manage the demand and recover more per ride to reinvest in the Program. At this meeting, City Council did approve the FY25-26 TDA claim, however City Council did not approve the fare changes and requested staff return the Council with additional analysis and other considerations.

After the City Council meeting, YoloTD notified City that they overclaimed TDA funds in FY23-24 and planned to apply that overclaim to FY24-25 expenses. This resulted in available TDA funds for City to use for Via for FY25-26. Staff now 991 Page 10 of 121
estimates that there is approximately $450k in additional funding will need to be identified to fully operate through FY26-27 and approximately $2.4+ million each year after.

Fixed route, intercity bus transit, and paratransit services are provided by Yolo County Transportation District (YoloTD).

The City launched the On-Demand Rideshare Program in May 2018, commonly known as Via, to provide an ondemand flat-rate citywide transit service. Sacramento Regional Transit District (SacRT) and City are currently extending regional rail transit over the Sacramento River into Yolo County via Tower Bridge with the upcoming Downtown Riverfront Streetcar Project.Both SacRT and YoloTD are updating their respective Short Range Transit Plans (SRTP). The SRTP outlines how each transit agency’s public transportation system will operate and serve local communities. West Sacramento is currently served by YoloTD and are within the YoloTD service boundary with a long-term agreement in place to provide public transit. Additionally, the City is located within the SacRT jurisdictional boundary and are currently working with SacRT to develop the operations and maintenance agreement for providing LRT service to the city.

The City was awarded a Caltrans Sustainable Communities planning grant to develop the "West Sac Forward Transit Priority Plan." This Plan will develop a set of community-vetted local policies, strategies, and recommended transit and road infrastructure improvements designed reduce transit delays, improve the reliability of public transportation, increase transit ridership, improve access and mobility for equity priority communities and transit-dependent populations, reduce Greenhouse Gas (GHG) emissions, reduce congestion and Vehicle Miles Traveled (VMT), and improve traffic safety while balancing service cost, infrastructure cost, and performance.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
109 9910 5950 One-Time Funding for FY26-27
City staff anticipates a $850,000 gap in On-Demand
Rideshare funding for FY26-27 and $2.5M+ annually
thereafter. Staff has notified City Council of this gap to consider changes to the On-Demand Rideshare
Program. Staff is requesting $850k for FY26-27 as the
West Sac Forward Transit Priority Plan is developed.
$0.00 $850,000.00 Yes
202 9222 4990 One-Time Funding for FY26-27 $0.00 ($850,000.00) Yes 202 9222 5261 One-Time Funding for FY26-27 $0.00 $850,000.00 Yes Total $0.00 $850,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Support On-Demand Rideshare through the FY26-27 contract period as the City develops the West Sac Forward Transit Priority Plan. This will allow staff the opportunity to develop a coordinated recommendation for the City's OnDemand Rideshare Program in relation to other public transit options provided by YoloTD and SacRT. The West Sac Forward Transit Plan is anticipated to be complete by August 2028. 992 Page 11 of 121
Consequences of Not Funding:

Via is contracted to serve West Sacramento with 57,200 hours annually at approximately $3.5M through FY26-27.

Note that Via's contract includes a 3% annual increase in consideration of inflation. Funding is also necessary for City staff time to manage the program.

If there are no other sources of funding identified for FY26-27 for the On-Demand Rideshare Program, staff estimates ~7,000 vehicle hours (estimated $450,000 gap) to be unfunded. Lack of funding will significantly affect the service, which currently serves approximately 16,000-18,000 riders a month.

If other funding is not identified for FY27-28 and beyond, the City will only be able to support On-Demand Rideshare with the remaining available TDA funding for local use (approximately $1 million dollars). Operations and maintenance are not typically funded by external funding (i.e. grants), unless there is some improvement related such as expansion of service or electrification of vehicles. After FY26-27 and beyond, at ~$1 million dollars of annual funding, staff expects significant deterioration of the service - unavailable seats, unmet demand, and wait times will increase. City staff has presented options for Council to consider such as fare increases, discontinuation of frequent weekly rider pass, changes to hours of operations, changes to eligible riders, or changes to service area. The City Council has not approved any changes to the Program and generally indicated support to continue the program as is. There is no way to continue the program as is without other funding.

Alternatives Considered:

Alternatives have been presented to Council. City staff has presented options for Council to consider such as fare increases, discontinuation of frequent weekly rider pass, changes to hours of operations, changes to eligible riders, or changes to service area. In 2023 and 2024, staff presented on the upcoming funding gap and asked City Council to consider funding scenarios for the future of the On-Demand Service. In August 2025, staff proposed to increase ViaPass fares from $15 to $28. At this time, the City Council has not approved any changes to the Program and generally indicated support to continue the Program as is. There is no way to continue the Program as is without other funding.

Section 4 - Attachments
Attachment Attachment Description
Via Analysis - Budget Reduction Impacts on
Service
Details provided by Via if contracted hours were reduced and impacts to service.

TDA and Via Excel Estimate Back-up documentation on additional funding needs based on FY26-27 STA/LTF estimates and estimated YoloTD budget.
2025.08.20 CC - Via Workshop and TDA
Claim
FY25-26 TDA Claim City Council Agenda Report
993 Page 12 of 121
Budget Decision Package
$0.00
$105,665.00
$105,665.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00941
Status: Council Review
Title: OnBase Solutions Renewal
Department: City Manager's Office Priority: 2
Contact: Jennifer Cusmir Phone: (916) 617-4528
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
In November 2025 the agreement with Hyland Software LLC for OnBase Document Management and Agenda (SaaS) was renewed. The agreement is a 3-year contract. Funds to cover the first year of the agreement were approved by the City Council on 10/15/2025 and this decision package is requesting the funds to cover the cost of year two of the agreement.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9022 5257 OnBase Document Management Software Annual Maintenance Fee
Second year subscription fee.
$0.00 $105,665.00
Total $0.00 $105,665.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective is to request the funds needed to continue contract with Hyland Software and allow the City to continue to use the OnBase software for electronic document storage and management and agenda management.

Consequences of Not Funding:

If this contract is not fully funded, the City would need to find and migrate to another software solution for document storage and agenda management which would increase the cost substantially due to the amount of staff time this process would take.

Alternatives Considered:

None.

Section 4 - Attachments
994 Page 13 of 121
Budget Decision Package
$0.00
$8,119.97
$8,119.97
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00970
Status: Council Review
Title: Website Redesign Additional Fees
Department: City Manager's Office Priority: 2
Contact: Kaisa Miller Phone: (916) 617-4640
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Information Technology Project
Per the DP00792, in 2025, the City Manager's Office began a website redesign project and migration to a new platform with the City's vendor, Granicus. During the purchasing process, there was a misunderstanding between staff and the vendor, resulting in a one-time implementation fee and an annual subscription increase coming due in the same fiscal year. It also took longer than anticipated to execute the contract, which reduced the prorated credit amount from the current service. This oversight created an unexpected budgetary shortfall for Granicus in this cost center. While part of this request is one-time money to complete the one-time implementation, the request also includes an additional 10% in the annual subscription costs to catch up to the quote.

DP00792 Description: At the 2025 Strategic Planning Retreat, the City Council directed staff to include a "Proactive & Strategic Communications" Management Agenda item in the 2025 Strategic Plan. The City's official website is one of the City's primary communication tools and is among the highest (if not the highest) touchpoints the City has with residents, yet the website has not been updated since 2017. This decision package requests funding for a redesign and improvement of the City's website that will reduce resident frustration by improving user interface and usability, boost public engagement with the website, and generally enhance the effectiveness of the City's communications efforts.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9026 5261 Implementation Costs
Additional implementation costs that was misunderstood
by original quote.
$0.00 $4,819.97 Yes
104 9026 5257 Annual Fees Increase
Due to a misunderstanding of the quote, we need to
project for another 10% increase from the FY 25/26
annual fees.
$0.00 $3,300.00
Total $0.00 $8,119.97
995 Page 14 of 121
Section 3 - Detailed Information
Objectives/Need for Request:

This project aims to fully modernize the City's website to ensure staff is able to implement all available features without settling for a partial upgrade. The current outdated site lacks functionality and confuses users.

From DP00792, which was approved in January 2026, Objectives/Goals:

There are three primary objectives of this project. First, is to address the fact that the City's website is outdated, lacks functionality, and can be confusing to residents and employees alike. By modernizing the website to current standards, the City can improve usability and aesthetics for all users. The second objective is to improve the City's communications with residents, which this redesign will achieve by reducing confusing interfaces, increasing residents' understanding of government through new features, and improving access to government services. Third, this proposal will allow the City to take advantage of technological advances in government website design that cannot be implemented via the City's current outdated website software. Specifically, many features that the City pays other vendors for separately (e.g., resident request input and tracking, community calendars, and social media engagement tools) can now be provided through improved website technology.

Consequences of Not Funding:

Without full funding, staff would need to work with Granicus to reduce the project scope and lose important features that will benefit the functionality and usability of the website.

Alternatives Considered:

The primary alternative is to temporarily cover this shortfall with excess funds from other accounts, but that would have impacts elsewhere in the Community Relations budget.

Section 4 - Attachments
996 Page 15 of 121
Budget Decision Package
$0.00
$390,446.00
$390,446.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00973
Status: Council Review
Title: Sewer Supervisor (Utility Rate Increase)
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Sewer Supervisor position is proposed to provide direct operational leadership and administrative oversight within the Public Works sewer division. Currently, all sewer staff report directly to the Utilities Maintenance Superintendent (also in charge of water distribution, roads, and the storm drain system), creating an unsustainable span of control and limiting the ability to provide consistent supervision, performance management, and regulatory oversight. This position would serve as a critical link between field operations and management, ensuring daily work is properly coordinated, compliance requirements are met, and staff are supported through clear direction and accountability.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5215 Sewer Supervisor
Safety uniform, boots, PPE
$0.00 $1,471.00
501 9410 5219 Sewer Supervisor
Misc kitchen and household expenses
$0.00 $7.00
501 9410 5221 Sewer Supervisor
Verizon costs for iPad
$0.00 $1,104.00
501 9410 5221 Sewer Supervisor
Verizon costs for laptop and cell phone
$0.00 $960.00
501 9410 5251 Sewer Supervisor
Office supplies
$0.00 $150.00
501 9410 5251 Sewer Supervisor
Office setup (chair, white board, etc.)
$0.00 $1,500.00 Yes
501 9410 5255 Sewer Supervisor
Fuel and maintenance
$0.00 $4,400.00
501 9410 5256 Sewer Supervisor
Membership dues
$0.00 $500.00
501 9410 5257 Sewer Supervisor
CMMS, Verizon Telematics, other software expenses
$0.00 $1,104.00
501 9410 5257 Sewer Supervisor
iPad and Laptop
$0.00 $4,000.00 Yes
501 9410 5258 Sewer Supervisor
Training and travel
$0.00 $1,000.00
501 9410 5259 Sewer Supervisor
Misc. expenses
$0.00 $50.00
501 9410 5260 Sewer Supervisor
Legal consultation costs
$0.00 $250.00
501 9410 5572 Sewer Supervisor
Vehicle for supervisor to drive. This will be a long-range electric vehicle to help meet fleet requirements.
$0.00 $150,000.00 Yes
997 Page 16 of 121
501 9410 5111 Sewer Supervisor
Salary and benefits
$0.00 $223,950.00
Total $0.00 $390,446.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of the Sewer Supervisor position is to establish a functional supervisory level within the sewer division. This role will oversee field crews, conduct employee evaluations, ensure work is completed in accordance with safety and regulatory standards, manage operational priorities, and assist with budget monitoring and cost controls.

The position will also be responsible for drafting, compiling, and submitting required state and regulatory reports. Filling this position will result in improved communication, accountability, regulatory compliance, and overall system reliability.

Consequences of Not Funding:

Without this position, the sewer division will continue to operate with a single management layer, placing excessive supervisory and administrative burdens on the Superintendent. This structure increases the risk of missed regulatory deadlines, inconsistent performance management, delayed decision-making, reduced field oversight, and lower employee accountability. Over time, this lack of supervisory capacity may result in compliance violations, operational inefficiencies, employee dissatisfaction, and increased liability for the City.

Alternatives Considered:

The Department has considered redistributing supervisory responsibilities among existing staff; however, this approach is not feasible due to current workload demands and the lack of formal authority within existing classifications.

Contracting out supervisory or reporting functions was also reviewed but determined to be costly, inefficient, and ineffective for daily operational oversight. The creation of a dedicated Sewer Supervisor position is the most sustainable and cost-effective solution.

Section 4 - Attachments
998 Page 17 of 121
Budget Decision Package
$0.00
$493,170.00
$493,170.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00974
Status: Council Review
Title: Lead Sewer Maintenance Worker (Utility Rate Increase) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Lead Sewer Maintenance Worker position is proposed to provide on-site leadership and operational coordination within the sewer division. This role will function as a working crew leader responsible for directing daily field activities, ensuring work is performed safely and efficiently, and serving as the primary point of contact between field staff and supervisory personnel. The addition of this position will allow the division to operate two fully functional sewer crews simultaneously, significantly improving response capacity for maintenance and service calls.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5212 Lead Sewer Maintenance Worker
Tools for projects
$0.00 $810.00
501 9410 5212 Lead Sewer Maintenance Worker
One-time outfitting of truck tools
$0.00 $3,000.00 Yes
501 9410 5215 Lead Sewer Maintenance Worker
Uniform, boots, PPE
$0.00 $1,935.00
501 9410 5221 Lead Sewer Maintenance Worker
Verizon iPad costs
$0.00 $700.00
501 9410 5240 Lead Sewer Maintenance Worker
Equipment maintenance
$0.00 $5,200.00
501 9410 5241 Lead Sewer Maintenance Worker
Structure maintenance
$0.00 $7,050.00
501 9410 5245 Lead Sewer Maintenance Worker
Equipment rental costs
$0.00 $6,600.00
501 9410 5251 Lead Sewer Maintenance Worker
Office expenses
$0.00 $50.00
501 9410 5255 Lead Sewer Maintenance Worker
Fuel and maintenance
$0.00 $5,800.00
501 9410 5256 Lead Sewer Maintenance Worker
Membership dues
$0.00 $100.00
501 9410 5257 Lead Sewer Maintenance Worker
CMMS, Verizon telematics, other software
$0.00 $1,300.00
501 9410 5257 Lead Sewer Maintenance Worker
iPad
$0.00 $2,000.00 Yes
501 9410 5258 Lead Sewer Maintenance Worker
Training expenses
$0.00 $750.00
501 9410 5259 Lead Sewer Maintenance Worker
Misc. expenses
$0.00 $200.00
501 9410 5260 Lead Sewer Maintenance Worker
Legal consultation
$0.00 $50.00
999 Page 18 of 121
501 9410 5261 Lead Sewer Maintenance Worker
Contracts and services
$0.00 $800.00
501 9410 5572 Lead Sewer Maintenance Worker
Field vehicle for Lead position. This will be a repair truck, carrying additional tools and equipment, as opposed to a standard utility truck.
$0.00 $300,000.00 Yes
501 9410 5111 Lead Sewer Maintenance Worker
Salary and benefits
$0.00 $156,825.00
Total $0.00 $493,170.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary goal of this position is to strengthen field operations by providing consistent leadership at the crew level.

The Lead Sewer Maintenance Worker will assign tasks, monitor work quality, ensure safety compliance, coordinate equipment and materials, and support training and mentoring of staff. This role will increase the department’s ability to respond to routine maintenance, emergency repairs, and customer service requests without delays, while improving overall workflow and accountability.

Consequences of Not Funding:

Without this position, the sewer division will continue to rely on a single crew structure, limiting its ability to respond to multiple service calls or emergencies at the same time. This constraint increases response times, creates backlogs, and raises the risk of system failures, environmental impacts, and customer complaints. Staff will remain stretched, overtime costs may increase, and critical maintenance may be deferred. In addition, currently accepted best practices recommend a minimum crew size of 3-5 employees when dealing with Emergency Sewer Overflows (SSO), blockages, and collapses which limits response availability.

Alternatives Considered:

Alternatives such as assigning informal crew leads or rotating leadership among staff were considered; however, these approaches do not provide the consistency, authority, or accountability required to manage daily operations effectively.

Contracting out maintenance services was also reviewed but found to be significantly more expensive and less responsive than in-house crews. Establishing a Lead Sewer Maintenance Worker position is the most effective and cost-efficient solution.

Section 4 - Attachments
1000 Page 19 of 121
Budget Decision Package
$0.00
$389,445.00
$389,445.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00975
Status: Council Review
Title: Water Distribution Supervisor (Utility Rate Increase) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Water Distribution Supervisor position is proposed to provide direct operational leadership and administrative oversight within the water distribution division. Similar to the sewer division, the current structure lacks a sufficient supervisory layer, with all field staff reporting directly to the Utilities Maintenance Superintendent (also in charge of sewer, roads & the storm drain system). This creates an excessive span of control and limits effective management of daily operations, performance, regulatory compliance, and safety.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5215 Water Distribution Supervisor
Safety uniform, boots, PPE
$0.00 $1,471.00
506 9611 5219 Water Distribution Supervisor
Misc. kitchen and household expenses
$0.00 $10.00
506 9611 5221 Water Distribution Supervisor
Verizon costs for iPad
$0.00 $1,104.00
506 9611 5251 Water Distribution Supervisor
Office supplies
$0.00 $150.00
506 9611 5251 Water Distribution Supervisor
Office setup (chair, whiteboard, office furniture)
$0.00 $1,500.00 Yes
506 9611 5255 Water Distribution Supervisor
Fuel and maintenance
$0.00 $4,356.00
506 9611 5256 Water Distribution Supervisor
Membership dues
$0.00 $500.00
506 9611 5257 Water Distribution Supervisor
CMMS, Verizon telematics, other software expenses
$0.00 $1,104.00
506 9611 5257 Water Distribution Supervisor
iPad and Laptop
$0.00 $4,000.00 Yes
506 9611 5258 Water Distribution Supervisor
Training and travel
$0.00 $1,000.00
506 9611 5259 Water Distribution Supervisor
Misc. expenses
$0.00 $50.00
506 9611 5260 Water Distribution Supervisor
Legal consultation costs
$0.00 $250.00
506 9611 5572 Water Distribution Supervisor
Vehicle for supervisor
$0.00 $150,000.00 Yes
506 9611 5111 Water Distribution Supervisor
Salary and benefits
$0.00 $223,950.00
Total $0.00 $389,445.00
1001 Page 20 of 121
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of the Water Distribution Supervisor position is to establish a functional supervisory level within the water distribution division. This role will oversee field crews, conduct employee evaluations, ensure compliance with safety and regulatory requirements, manage operational priorities, and assist with budget oversight. The position will also be responsible for drafting and compiling required state and regulatory reports related to water system operations. Having this position filled will result in improved communication, accountability, and reliability across the water distribution system.

Consequences of Not Funding:

Without this position, the water distribution division will continue to operate with a single management layer, increasing the risk of missed reporting deadlines, inconsistent performance management, delayed field response, and reduced oversight. This lack of supervisory capacity may result in regulatory compliance issues, increased system failures, employee burnout, and higher operational risk for the City.

Alternatives Considered:

The Department evaluated redistributing supervisory duties among existing staff; however, this is not feasible due to current workload and the absence of formal supervisory classifications. Contracting for supervisory or reporting support was also considered but would be costly and ineffective for daily operations. The creation of a dedicated Water Distribution Supervisor position is the most sustainable and cost-effective solution.

Section 4 - Attachments
1002 Page 21 of 121
Budget Decision Package
$0.00
$492,750.00
$492,750.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00976
Status: Council Review
Title: Lead Water Distribution Maintenance Worker (Utility Rate Increase) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Lead Water Distribution Maintenance Worker position is proposed to provide on-site leadership and operational coordination within the water distribution division. This role will function as a working crew leader responsible for directing daily field activities, ensuring work is performed safely and efficiently, and serving as the primary point of contact between field staff and supervisory personnel. The addition of this position will allow the division to operate two fully functional water crews simultaneously, significantly improving response capacity for maintenance, repairs, and service calls.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5212 Lead Water Distribution Maintenance Worker Misc tools for jobs and projects
$0.00 $675.00
506 9611 5212 Lead Water Distribution Maintenance Worker Tool outfitting for new vehicle
$0.00 $3,000.00 Yes
506 9611 5215 Lead Water Distribution Maintenance Worker Uniform, boots, PPE
$0.00 $1,500.00
506 9611 5221 Lead Water Distribution Maintenance Worker iPad Verizon costs
$0.00 $700.00
506 9611 5240 Lead Water Distribution Maintenance Worker Equipment maintenance
$0.00 $4,000.00
506 9611 5241 Lead Water Distribution Maintenance Worker Structure maintenance
$0.00 $13,500.00
506 9611 5245 Lead Water Distribution Maintenance Worker Rental equipment
$0.00 $1,500.00
506 9611 5251 Lead Water Distribution Maintenance Worker Office expenses
$0.00 $50.00
506 9611 5255 Lead Water Distribution Maintenance Worker Fuel and maintenance
$0.00 $6,500.00
506 9611 5256 Lead Water Distribution Maintenance Worker Membership dues
$0.00 $100.00
506 9611 5257 Lead Water Distribution Maintenance Worker CMMS, Verizon Telematics, other software
$0.00 $600.00
506 9611 5257 Lead Water Distribution Maintenance Worker iPad
$0.00 $2,000.00 Yes
506 9611 5258 Lead Water Distribution Maintenance Worker Training
$0.00 $750.00
506 9611 5259 Lead Water Distribution Maintenance Worker Misc. expenses
$0.00 $50.00
1003 Page 22 of 121
506 9611 5261 Lead Water Distribution Maintenance Worker Contract costs
$0.00 $1,000.00
506 9611 5572 Lead Water Distribution Maintenance Worker Field vehicle for Lead position. This will be a repair truck, carrying additional tools and equipment, as opposed to a standard utility truck.
$0.00 $300,000.00 Yes
506 9611 5111 Lead Water Distribution Maintenance Worker Salary and benefits
$0.00 $156,825.00
Total $0.00 $492,750.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary goal of this position is to strengthen field operations by providing consistent leadership at the crew level.

The Lead Water Distribution Maintenance Worker will assign tasks, monitor work quality, ensure safety compliance, coordinate equipment and materials, and support training and mentoring of staff. This role will improve productivity, reduce service interruptions, and enhance the department’s ability to address routine maintenance and emergency repairs without delay.

Consequences of Not Funding:

Without this position, the water distribution division will continue to rely on a single crew structure, limiting its ability to respond to multiple service calls or emergencies at the same time. This increases response times, creates backlogs, raises the risk of service disruptions, and may result in customer complaints and regulatory concerns. Deferred maintenance and increased overtime costs are also likely.

Alternatives Considered:

Alternatives such as rotating crew leadership or assigning informal leads were considered; however, these approaches do not provide consistent accountability or authority. Contracting out maintenance services was also reviewed and found to be significantly more costly and less responsive than in-house operations. Establishing this position is the most effective and cost-efficient solution.

Section 4 - Attachments
1004 Page 23 of 121
Budget Decision Package
$0.00
$550,519.00
$550,519.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00977
Status: Council Review
Title: Treatment Plant Mechanic I/II (Utility Rate Increase) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Water Treatment Plant Mechanic position is requested to add an additional skilled mechanic to support the City’s water pump stations, treatment facilities, and remote infrastructure. The current workload requires ongoing preventative and corrective maintenance across multiple systems, including pumps, motors, wet wells, lift stations, and treatment process equipment. With only the existing staffing level, the department is unable to keep pace with both routine maintenance and unplanned repairs. This additional position will help ensure critical equipment is maintained, repaired, and monitored to protect system reliability, regulatory compliance, and public health.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5212 Treatment Plant Mechanic
Misc. small tools
$0.00 $650.00
506 9610 5212 Treatment Plant Mechanic
Cost to outfit new vehicle for position
$0.00 $3,000.00 Yes
506 9610 5215 Treatment Plant Mechanic
Uniforms, boots, PPE
$0.00 $1,500.00
506 9610 5221 Treatment Plant Mechanic
Verizon iPad charges
$0.00 $700.00
506 9610 5240 Treatment Plant Mechanic
Equipment maintenance
$0.00 $4,000.00
506 9610 5241 Treatment Plant Mechanic
Structure maintenance
$0.00 $13,500.00
506 9610 5251 Treatment Plant Mechanic
Office supplies
$0.00 $50.00
506 9610 5255 Treatment Plant Mechanic
Fuel and maintenance
$0.00 $6,500.00
506 9610 5256 Treatment Plant Mechanic
Memberships
$0.00 $100.00
506 9610 5257 Treatment Plant Mechanic
CMMS, Verizon Telematics, other software
$0.00 $600.00
506 9610 5257 Treatment Plant Mechanic
iPad
$0.00 $2,000.00 Yes
506 9610 5258 Treatment Plant Mechanic
Training
$0.00 $750.00
506 9610 5259 Treatment Plant Mechanic
Misc. expenses
$0.00 $50.00
506 9610 5572 Treatment Plant Mechanic
Crane truck and upfitting
$0.00 $350,000.00 Yes
1005 Page 24 of 121
506 9610 5111 Treatment Mechanic
Salary and benefits
$0.00 $167,119.00
Total $0.00 $550,519.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of this position is to strengthen the department’s ability to perform preventative and corrective maintenance on water treatment and pump station equipment. The mechanic will perform skilled mechanical and basic electrical repairs, troubleshoot and replace components, maintain equipment at remote sites, and ensure accurate maintenance records are kept. This role will also support inventory control, cost-effective repair decisions, and implementation of the preventative maintenance program. The goal is to reduce equipment downtime, extend asset life, improve system reliability, and ensure facilities remain safe and compliant.

Consequences of Not Funding:

Without this additional mechanic, preventative maintenance will continue to be deferred in favor of emergency repairs.

This reactive approach increases the risk of pump failures, service interruptions, regulatory violations, environmental impacts, and costly emergency responses. Equipment life will be shortened, repair costs will increase, and staff will remain overextended, raising the risk of burnout and operational errors. Ultimately, system reliability and public safety may be compromised.

Alternatives Considered:

The Department considered redistributing mechanical responsibilities among existing staff and utilizing outside contractors for repairs. However, current staff are already at capacity, and contract services are significantly more expensive, less responsive, and unfamiliar with the City’s systems. Relying on contractors also limits preventative maintenance and increases downtime. Hiring an additional Water Treatment Plant Mechanic is the most cost-effective and sustainable solution.

Section 4 - Attachments
1006 Page 25 of 121
Budget Decision Package
$0.00
$191,074.00
$191,074.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00978
Status: Council Review
Title: Administrative Analyst I/II (WTP) (Utility Rate Increase) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Administrative Analyst I/II position is requested to provide dedicated administrative, analytical, and technical support to the Water Treatment Plant. This role will assist in the management of policy implementation, reporting, and regulatory compliance, helping to ensure efficient and effective use of resources. Currently, administrative and analytical responsibilities are absorbed by supervisory and operational staff, limiting their capacity to focus on core operational priorities. A dedicated analyst will streamline administrative processes, improve reporting accuracy, and support departmental planning and compliance efforts.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5214 Administrative Analyst I/II (WTP)
First aid, PPE
$0.00 $675.00
506 9610 5215 Administrative Analyst I/II (WTP)
PPE
$0.00 $300.00
506 9610 5219 Administrative Analyst I/II (WTP)
Misc household expenses
$0.00 $25.00
506 9610 5241 Administrative Analyst I/II (WTP)
Contribution to structure services
$0.00 $5,400.00
506 9610 5251 Administrative Analyst I/II (WTP)
Office expenses
$0.00 $700.00
506 9610 5251 Administrative Analyst I/II (WTP)
Office setup (chair, etc.)
$0.00 $1,500.00 Yes
506 9610 5252 Administrative Analyst I/II (WTP)
Postage and mailing costs
$0.00 $100.00
506 9610 5256 Administrative Analyst I/II (WTP)
Memberships
$0.00 $100.00
506 9610 5257 Administrative Analyst I/II (WTP)
CMMS, other software
$0.00 $600.00
506 9610 5257 Administrative Analyst I/II (WTP)
Laptop
$0.00 $2,000.00 Yes
506 9610 5258 Administrative Analyst I/II (WTP)
Training
$0.00 $500.00
506 9610 5259 Administrative Analyst I/II (WTP)
Misc. expenses
$0.00 $50.00
506 9610 5260 Administrative Analyst I/II (WTP)
Legal consultations
$0.00 $850.00
506 9610 5261 Administrative Analyst I/II (WTP)
Professional services
$0.00 $1,000.00
1007 Page 26 of 121
506 9610 5111 Admin Analyst
Salary and benefits prorated for 10 months
$0.00 $177,274.00
Total $0.00 $191,074.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of this position is to enhance operational efficiency and administrative support at the Water Treatment Plant. The Administrative Analyst I/II will assist in monitoring budgets, preparing reports, analyzing financial and operational data, supporting grant applications, and coordinating with other City departments. The role will also identify areas for operational improvement, assist with policy and procedure development, and ensure compliance with applicable regulations. Overall, this position will enable management to make informed decisions, improve workflow, and enhance the effectiveness of plant operations.

Consequences of Not Funding:

Without this position, administrative and analytical duties will continue to be managed by operational staff and supervisors, diverting their attention from core operational and maintenance responsibilities. This may result in delayed reporting, reduced oversight of budget and regulatory compliance, inefficient workflows, and missed opportunities for process improvements or grant funding. Over time, the lack of dedicated support may increase operational risk, reduce accountability, and hinder the plant’s ability to meet strategic objectives.

Alternatives Considered:

The Department considered redistributing administrative and analytical duties among existing staff or outsourcing certain functions. However, existing staff are fully engaged in operational responsibilities, and contracting administrative support is costly and does not provide the institutional knowledge necessary for complex plant operations. Establishing a dedicated Administrative Analyst II position is the most effective and sustainable approach.

Section 4 - Attachments
1008 Page 27 of 121
Budget Decision Package
$0.00
$191,088.00
$191,088.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00979
Status: Council Review
Title: Administrative Analyst I/II (Sewer/Water) (Utility Rate Increase) Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

New Program/Initiative
The Administrative Analyst I/II position is requested to provide dedicated administrative and analytical support shared between the Sewer and Water Distribution divisions. This role will assist with budgeting, reporting, policy implementation, regulatory compliance, and operational analysis for both divisions. Currently, these duties are absorbed by operational and supervisory staff, which limits their capacity to focus on core field operations. A shared analyst will ensure that administrative tasks are completed efficiently, allowing field crews and supervisors to prioritize maintenance, service delivery, and compliance obligations.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5214 Administrative Analyst I/II (Sewer/Water) First Aid, AED
$0.00 $337.00
506 9611 5214 Administrative Analyst I/II (Sewer/Water) First aid, AED
$0.00 $337.00
501 9410 5215 Administrative Analyst I/II (Sewer/Water) PPE, other supplies
$0.00 $150.00
506 9611 5215 Administrative Analyst I/II (Sewer/Water) PPE, other supplies
$0.00 $150.00
501 9410 5219 Administrative Analyst I/II (Sewer/Water) Misc. household expenses
$0.00 $20.00
506 9611 5219 Administrative Analyst I/II (Sewer/Water) Misc household expenses
$0.00 $20.00
501 9410 5241 Administrative Analyst I/II (Sewer/Water) Contribution to structure maintenance
$0.00 $2,700.00
506 9611 5241 Administrative Analyst I/II (Sewer/Water) Contribution to structure maintenance
$0.00 $2,700.00
501 9410 5251 Administrative Analyst I/II (Sewer/Water) Office supplies
$0.00 $350.00
506 9611 5251 Administrative Analyst I/II (Sewer/Water) Office supplies
$0.00 $350.00
501 9410 5251 Administrative Analyst I/II (Sewer/Water) Office setup
$0.00 $750.00 Yes
506 9611 5251 Administrative Analyst I/II (Sewer/Water) Office setup
$0.00 $750.00 Yes
501 9410 5252 Administrative Analyst I/II (Sewer/Water) Postage and mailing
$0.00 $50.00
506 9611 5252 Administrative Analyst I/II (Sewer/Water) Postage and mailing
$0.00 $50.00
1009 Page 28 of 121
501 9410 5256 Administrative Analyst I/II (Sewer/Water) Memberships
$0.00 $50.00
506 9611 5256 Administrative Analyst I/II (Sewer/Water) Memberships
$0.00 $50.00
501 9410 5257 Administrative Analyst I/II (Sewer/Water) CMMS, other software
$0.00 $300.00
501 9410 5257 Administrative Analyst I/II (Sewer/Water) Laptop
$0.00 $1,000.00 Yes
506 9611 5257 Administrative Analyst I/II (Sewer/Water) CMMS, other software
$0.00 $300.00
506 9611 5257 Administrative Analyst I/II (Sewer/Water) Laptop
$0.00 $1,000.00 Yes
501 9410 5258 Administrative Analyst I/II (Sewer/Water) Training
$0.00 $250.00
506 9611 5258 Administrative Analyst I/II (Sewer/Water) Training
$0.00 $250.00
501 9410 5259 Administrative Analyst I/II (Sewer/Water) Misc expenses
$0.00 $25.00
506 9611 5259 Administrative Analyst I/II (Sewer/Water) Misc expenses
$0.00 $25.00
501 9410 5260 Administrative Analyst I/II (Sewer/Water) Legal consultation
$0.00 $425.00
506 9611 5260 Administrative Analyst I/II (Sewer/Water) Legal consultation
$0.00 $425.00
501 9410 5261 Administrative Analyst I/II (Sewer/Water) Professional services
$0.00 $500.00
506 9611 5261 Administrative Analyst I/II (Sewer/Water) Professional services
$0.00 $500.00
501 9410 5111 Admin Analyst
Salary and benefits
$0.00 $88,637.00
506 9611 5111 Admin Analyst
Salary and benefits
$0.00 $88,637.00
Total $0.00 $191,088.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of this position is to enhance administrative and analytical support across the Sewer and Water Distribution divisions. The Analyst will assist in monitoring divisional budgets, preparing statistical and narrative reports, analyzing operational and financial data, supporting regulatory reporting requirements, and identifying opportunities to improve efficiency. The position will also assist in developing departmental policies and procedures, coordinating activities between divisions, and ensuring regulatory compliance. Overall, the role will improve operational oversight, accountability, and service delivery for both divisions.

Consequences of Not Funding:

Without this position, administrative and analytical duties will continue to fall on field supervisors and operational staff, reducing their availability for hands-on leadership, maintenance oversight, and emergency response. This may result in delayed reporting, missed regulatory deadlines, inefficient workflows, limited process improvements, and increased operational risk. Over time, the lack of dedicated support may reduce accountability and negatively impact both system reliability and service delivery.

Alternatives Considered:

The Department considered distributing administrative responsibilities among existing staff or contracting support services. However, existing staff are fully committed to field operations, and outsourcing administrative and analytical tasks is cost-prohibitive and does not provide the specialized knowledge needed for water and sewer system operations. A shared Administrative Analyst I/II position is the most effective and sustainable solution.

Section 4 - Attachments
1010 Page 29 of 121
Budget Decision Package
$0.00
$10,500.00
$10,500.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00981
Status: Council Review
Title: New Fire Plans Examiner/Inspector Vehicle Financing Department: Fire Priority: 2
Contact: Bryan Jonson Phone: (916) 617-4608
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
This item seeks to replace the CRRD's Fire Plans Examiner/Inspector's vehicle - a 2016 Ford Escape. This vehicle has been in the fleet for 10 years and is passed its useful life. We would be looking to provide a replacement vehicle similar to the compact trucks (Ford Ranger) used by our Fire Inspectors. The net number of fleet vehicles assigned to the Fire Department will remain unchanged.

Additionally, this vehicle has been leased through Enterprise 5 years beyond the original lease expiration.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
207 9152 5572 Replacement Vehicle Purchase and Upfit
To replace aging vehicle in fleet for the Fire Plans
Examiner/Inspector.
$0.00 $10,500.00
Total $0.00 $10,500.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of this vehicle replacement is to provide a reliable vehicle for staff while considering the cost impact of an aging vehicle in compliance with Administrative Policy IV-C-3.

Consequences of Not Funding:

If not approved, the O and M budget may be affected with increased cost for vehicle maintenance. Additionally, with the grossly expired lease, we need to address any further extension with Enterprise.

Alternatives Considered:

Alternatively, replacement could be postponed, but this would result in an increase in vehicle expenses, staff hours, and a reduction in reliability and efficiency.

Section 4 - Attachments
1011 Page 30 of 121
Budget Decision Package
$0.00
$12,500.00
$12,500.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00984
Status: Council Review
Title: Cloudflare DNS hosting platform
Department: City Manager's Office Priority: 2
Contact: Dean Hebenstreit Phone: (916) 617-4518
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety & Security
Description:

Project Type:

Information Technology Project
Purchase Cloudflare DNS hosting platform subscription to prepare for mandatory transition (AB 1637) to transition all public-facing websites and employee emails to a .gov domain. The DNS (Domain Name System) technology is like the internet’s phonebook for computers, it translates easy-to-remember addresses like westsac.gov or cityofwestsacramento.org into the technical server locations that make websites load and your email deliver correctly.

The Federal Cybersecurity and Infrastructure Security Agency (CISA) oversee and secures the entire .gov domain program, ensuring that government websites and email systems meet federal security and reliability standards. As part of that effort, CISA selected Cloudflare to provide the official DNS hosting for .gov domains, giving agencies a modern, resilient, and federally supported DNS platform.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9034 5257 Cloudflare DNS Subscription
Annual Software subscription
$0.00 $7,500.00
104 9034 5261 Cloudflare DNS - Novacoast Professional Services 20 hours of professional services for hosting platform
discovery and configuration.
$0.00 $5,000.00 Yes
Total $0.00 $12,500.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal is to fund the paid subscription to provide fast and reliable web services to residents to help them quickly recognize our website and email as legitimate government services. Additionally, the system uses intelligent automation to detect and block cyber threats in real time, protecting sensitive resident data and preventing service outages before they occur.

Consequences of Not Funding:

The consequence of not funding would delay our transition to our new westsac.gov domain.

Alternatives Considered:

Cloudflare does offer lower levels of service but lacks many of the enterprise grade security and reliability features that the City considers standard. Examples include the lack of single sign-on, reduced PCI compliance, and slower response times in the event of an outage. This falls short of the standards that Information Technology requires to ensure secure and reliable services for staff and citizens.

Section 4 - Attachments
1012 Page 31 of 121
Attachment Attachment Description
Cloudflare Budgetary Pricing Cloudflare Budgetary Pricing 1013 Page 32 of 121
Budget Decision Package
$0.00
$50,000.00
$50,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00989
Status: Council Review
Title: Waste Hauler Contract Services
Department: Community Development Priority: 0
Contact: Ryan Burnett Phone: (916) 617-5025
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
Managing the waste hauler contract requires industry-level expertise outside of staff resources or knowledge. Current staff are trained in operating a specific hauler contract and creating behavior change within the City. Knowing waste hauler standards and practices goes beyond current capacity. In anticipation of a new contract, and for the remainder of that contract, it is key to have a strong consulting partner who can provide insight from the industry.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
511 9450 5261 Waste Hauler Consulting Services
Managing the waste hauler contract requires significant industry expertise, especially in the case of shifting from one hauler to another, as is possible during the
2026/2027 fiscal year. Working with a consultant who
can provide industry-level guidance greatly assists in the City's ability to navigate the waste hauling world with confidence and professionalism.
$0.00 $50,000.00 Yes
Total $0.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Provide professional advice to Sustainability staff around waste hauler contracts, including insight on transitions from one hauler to another, trends across other agencies and expertise on real-time decisions around state compliance and enforcement of the waste hauler contract.

Consequences of Not Funding:

Staff will be compelled to make decision with insufficient knowledge. In the case of waste hauling, mistakes can affect residents and businesses for decades.

Alternatives Considered:

Continue to seek one-off contracts for specific program needs. This is problematic because it pigeon-holes what can and cannot be discussed based on the scope of the contract, and it also does not foresee unforeseen issues.

Section 4 - Attachments
1014 Page 33 of 121
Budget Decision Package
$0.00
$30,500.00
$30,500.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00992
Status: Council Review
Title: Recreation Van Replacements (2) Financing
Department: Parks & Recreation Priority: 2
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
The Parks and Recreation Department’s vehicle fleet is aging and increasingly costly to maintain. Our current vans, maintained by the Public Works Department (Fleet Division), have minimal resale value, estimated at only $500 each, and several are no longer operational. Two 15-passenger vans cannot be used as they require a specialized driver’s license, and the other was recently vandalized, with repair costs exceeding $12,000.

Currently, the department relies on only two functional passenger vans. One is used daily for After School Programming, while the other supports community events, senior trips, and other recreational programs. This limited transportation capacity restricts our ability to safely provide services.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
207 9510 5572 Van Replacements (2)
Each Passenger Van is approximately $69k
$0.00 $32,000.00
101 9510 4899 Vehicle Auction Revenue (3)
Revenue from when Public Works will auction off these
vehicles.

Estimated $500/Van.
$0.00 ($1,500.00) Yes
Total $0.00 $30,500.00
Section 3 - Detailed Information
Objectives/Need for Request:

We are requesting funding to acquire two new passenger vans. These replacements will ensure safe, reliable transportation, and reduce ongoing maintenance costs.

Ensure Operational Reliability – Replace an aging vehicle to maintain uninterrupted Parks and Recreation services.

Reduce Maintenance Costs – Avoid excessive repair expenses that exceed the vehicle’s value.

Consequences of Not Funding:

Service and Safety Impacts: Aging and unreliable vans and vehicles could lead to program cancellations, reduced community services, and increased safety risks for staff and residents. 1015 Page 34 of 121
Alternatives Considered:

Repair, rental, or leasing options: Fixing existing vans, using rentals, or leasing vehicles would be costly, temporary, and still leave the fleet unreliable.

Section 4 - Attachments
Attachment Attachment Description
VAN Quote
1016 Page 35 of 121
Budget Decision Package
$0.00
$70,000.00
$70,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00995
Status: Council Review
Title: Waste Hauler Software
Department: Community Development Priority: 1
Contact: Ryan Burnett Phone: (916) 617-5025
Mandatory: No
Section 1 - General Information
Strategic Plan:

Climate Action Plan Implementation
Description:

Project Type:

Significant Increase
The Sustainability Division currently uses Recyclist and ReTrac software in order to maintain records pertaining to CalRecycle-related regulations. Recyclist allows for the tracking of SB 1383 and general waste reduction implementation data, while ReTrac allows the City to maintain records on non-exlusive hauler data. Both are necessary for regulatory compliance and for the increase in diversion, which is a major factor in the City's GHG emissions portfolio.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
511 9450 5574 Waste Hauler Software
Maintain existing contracts and add funding for the
possible expansion of software for extra features.
$0.00 $70,000.00 Yes
Total $0.00 $70,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Continue to provide funding for these two software suites in order to remain compliant with state regulation, and in order to track and increase diversion of materials from the landfill. This funding has been broken into different object codes in the past. Using 511-9450-5574 in order to keep the expenses in one place moving forward. The current software has additional features of interest to the Sustainability Division. One such feature is a "What Goes Where" app in which businesses and residents can quickly list a disposable item and receive custom instruction where it should be recycled.

Consequences of Not Funding:

Without this software, the City is under threat of being out of compliance with CalRecycle. As part of SB 1383, we are required to have up-to-date records. CalRecycle mandates that we keep a very accurate "Implementation Record" that shows all of the ways in which we are currently achieving SB 1383 goals, including procuring compost and mulch, and achieving high subscription rates to organics carts and bins in the commercial sector. Without this software, it would be significantly hard to track this data.

Alternatives Considered:

Pursue alternative software, though there are very few SB 1383 compliance software options on the market.

Section 4 - Attachments
1017 Page 36 of 121
Budget Decision Package
$0.00
$60,000.00
$60,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-00999
Status: Council Review
Title: SWRCB Drinking Water Fees
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
The California State Water Resources Control Board Drinking Water Program assesses annual water system fees for public water systems that provide potable water to customers. These fees are not connection or capacity charges, but regulatory fees that fund the State’s oversight of drinking water systems, including permitting, inspections, technical assistance, and enforcement. The amount is generally based on the number of service connections or population served, with different fee schedules for community and non-community systems.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5310 Water System Annual Fees (SWRCB)
Current line item budget is $20,075. Most recent invoice is for $77,286.72, for a difference of $57,211.72.

Calculating in a 3% annual increase results in a need for an additional ongoing amount of $58,928.07 which has
been rounded up.
$0.00 $60,000.00
Total $0.00 $60,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

For FY 2025/26, annual regulatory fees assessed by the California State Water Resources Control Board Drinking Water Program increased significantly compared to prior fiscal years. The adjustment reflects updated statewide fee schedules adopted to support program administration, compliance oversight, and implementation of Safe Drinking Water Act requirements. The increase results in a measurable rise in per-connection costs for public water systems and will have a corresponding budgetary impact.

Consequences of Not Funding:

Payment of annual drinking water system fees to the California State Water Resources Control Board is mandatory and required under state law. Failure to fund and remit these fees may result in penalties, interest assessments, compliance actions, or referral to the State for collection. Non-payment can also jeopardize a water system’s regulatory standing and ability to maintain an active permit to operate. As such, funding these fees is not discretionary and must be included in the operating budget to ensure continued legal operation of the public water system.

Alternatives Considered:

Not applicable.

Section 4 - Attachments
1018 Page 37 of 121
Budget Decision Package
$0.00
$99,700.00
$99,700.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01000
Status: Council Review
Title: Water Treatment Plant Chemical Costs
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
The George Kristoff Water Treatment Plant (GKWTP) uses chemicals as part of the water treatment process to provide safe and reliable water to the City of West Sacramento. The GKWTP operates under a California State Drinking Water Permit, which is required for public water systems to operate. In addition to reporting requirements, the permit requires compliance with state and federal drinking water standards.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5210 ALUMINUM SULFATE (ALUM)
15% increase based on historical data
$0.00 $4,125.00
506 9610 5210 FLOURIDE 24%
15% increase based on historical data
$0.00 $5,445.00
506 9610 5210 DW25 (Formerly LT-25 Binding Polymer)
15% increase based on historical data
$0.00 $8,355.00
506 9610 5210 POLY ALUMINUM CHLORIDE (PACl)
15% increase based on historical data
$0.00 $27,675.00
506 9610 5210 SILICA SAND
15% increase based on historical data
$0.00 $1,800.00
506 9610 5210 SODIUM CHLORIDE
15% increase based on historical data
$0.00 $550.00
506 9610 5210 SODIUM HYDROXIDE
15% increase based on historical data
$0.00 $18,000.00
506 9610 5210 SODIUM HYPOCHLORITE
15% increase based on historical data
$0.00 $33,750.00
Total $0.00 $99,700.00
Section 3 - Detailed Information
Objectives/Need for Request:

To receive competitive prices for chemicals used by water treatment plants, the GKWTP participates in the North Bay Agency Chemical Pool (NBACP) which is comprised of 14 public agencies. Three of the chemicals used at the GKWTP were not included in the NBACP bid process for Fiscal Year 2026-27 as they are deemed as "specialty chemicals," so the City must buy these chemicals outside of the NBACP. 1019 Page 38 of 121
Consequences of Not Funding:

These specific chemicals are listed on the State Drinking Water Permit as necessary and approved; any deviation would require costly additional permits and testing and could result in alternatives not being as effective or accepted by the State.

Alternatives Considered:

None.

Section 4 - Attachments
1020 Page 39 of 121
Budget Decision Package
$0.00
$208,000.00
$208,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01003
Status: Council Review
Title: Replacement Self Contained Breathing Apparatus (SCBA) Financing Department: Fire Priority: 1
Contact: Mark Hull Phone: (916) 617-4602
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
This DP seeks funding to replace our cache of Self-Contained Breathing Apparatus (SCBA) equipment. SCBAs are mission-critical life-safety equipment that allow FF's to operate in hazardous atmospheres by providing clean breathing air during structure fires, rescue operations, and other incidents involving smoke, toxic gases, or oxygen-deficient environments.

Our current SCBA units were manufactured in 2013 and are therefor apprx. 13 years old. Industry standards recommend replacement every 10-15 years due to expiring warranties, increasing maintenance needs (and therefore escalating costs), and advancements to firefighter safety technology (specifically UEBSS--see below).

In addition to addressing their advanced age and expired warranty, replacing our SCBAs will bring WSFD into compliance with the latest NFPA 1981 standards, including the Universal Emergency Breathing Safety System (UEBSS) requirement that allows firefighters to share emergency air supplies in life-threatening situations. To this end specifically, replacement will ensure equipment compatibility with neighboring automatic aid fire departments (Sac City, etc.) ensuring that our FFs can safely share emergency air and operate seamlessly together on auto aid/mutual aid incidents.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
313 9099 5412 Replacement of SCBAs
Replacement of SCBAs and associated equip - MMR's,
SCBA bottles
$0.00 $208,000.00
313 9099 4990 Replacement of SCBAs $0.00 ($208,000.00)
112 9151 5950 Replacement of SCBAs $0.00 $208,000.00
Total $0.00 $208,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this goal is to equip WSFD personnel with modern, NFPA compliant equipment, that is mission-critical life-safety equipment that allow FFs to operate in hazardous atmospheres by providing clean breathing air. 1021 Page 40 of 121
Consequences of Not Funding:

If this DP is not funded, the dept will continue operating SCBA equipment that is beyond the manufacturer's warranty and nearing the end of its typical service life. As a result, all repair and replacement costs for the existing aged cache, which is already frequent and not insignificant, will be borne not by the manufacturer under warranty, but rather entirely by the City. These costs are expected to increase as the equipment continues to age.

Furthermore, deferring replacement will also delay compliance with current NFPA 1981 standards, including the Universal Emergency Breathing Safety System (UEBSS), and will therefore limit compatibility with neighboring automatic aid fire departments. However, it's important to note that while UEBSS compliance should be considered critical, a retrofit alternative exists which would essentially "buy time" on this project, and is discussed further in the "alternatives considered" section below.

Alternatives Considered:

Instead of replacing our SCBAs we could retrofit our existing SCBAs - funding already approved in previous DP-00707 = $120,000.

This would be a temporary solution and buy us 2-3 years before we would need full replacement of all SCBAs.

However, this is not an ideal option. Not all of our SCBAs can be retrofitted which would result in different style SCBAs within the agency which is not ideal for FF safety.

If this DP for replacement of SCBAs is approved, we can apply DP-00707 towards the cost of this DP.

Section 4 - Attachments
1022 Page 41 of 121
Budget Decision Package
$0.00
$140,000.00
$140,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01004
Status: Council Review
Title: Retaining Administrative Battalion Chief in Fire Admin for remainder of 2026 Department: Fire Priority: 1
Contact: Brenna Howell Phone: (916) 617-4725
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety & Security
Description:

Project Type:

One Time Expenditure
This decision package respectfully requests funding to retain one line Battalion Chief (BC) on administrative duty for an additional six months (July 1, 2026 - December 31, 2026).

The requested funding will cover overtime backfill costs for the temporarily vacant line BC position, as well as the 5% shift differential for the BC assigned to administrative duties. This temporary assignment is essential to ensure completion of critical software and hardware procurement, system design, installation, training, and implementation activities.

This effort supports two major technology initiatives:

1. Replacement of the Fire Department’s obsolete and soon-to-be noncompliant Records Management System (Zoll) with a modern, compliant platform (ImageTrend). Federal and State law require the collection and reporting of incident data for all emergencies, and adherence to best practices and risk management principles (i.e. documentation) compels the use of a comprehensive, reliable, and state-of-the-art system to document responses, operational actions, and patient care interventions. Failure to meet compliance standards could imperil the department’s ability to retain current grants (SAFER) and will disqualify it from future state and federal funding opportunities.

2. Rollout and implementation of Tablet Command, a modern command-and-control platform designed to enhance resource deployment, improve real-time tracking and regional interoperability, and increase overall operational efficiency and personnel safety.

Funding for both the Records Management System and Tablet Command has already been approved in prior decision packages. This request seeks six additional months of funding to retain our primary administrative lead on 40 hour workweeks in order to complete their full implementation.

Section 2 - Costs
1023 Page 42 of 121
Fund Activity Object Description 2025/2026 2026/2027 One Time
112 9151 5113 Retain Admin BC 6 mos; OT/backfill 10 shifts/mo + 5% differential = $140K, effective 1/1/26.

Additional funding is requested to retain the
Administrative Battalion Chief on special administrative duty for six months to complete critical projects, including software implementation ensuring State and Federal
reporting compliance, personnel safety, resource
efficiency, and regional interoperability. Without funding, delays could jeopardize SAFER grant compliance and
future funding eligibility. Reassigning duties or using consultants were considered but would increase costs
and delays. Total cost of $140,000 covers overtime
backfill for 10 shifts per month plus a 5% administrative duty differential.
$0.00 $140,000.00 Yes
Total $0.00 $140,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Successful implementation of essential software programs to maintain State and Federal reporting compliance, enhance personnel safety, improve resource deployment and accountability, and ensure seamless interoperability with regional partners.

Consequences of Not Funding:

Failure to fund this position will likely result in significant delays in project implementation and may also result in noncompliance with State and Federal emergency response reporting requirements (USFA, OSFM-CA), potentially jeopardizing existing grant funding such as SAFER and limiting eligibility for future funding opportunities.

Alternatives Considered:

We considered alternatives, including delaying the projects, redistributing responsibilities among existing staff, or outsourcing to consultants. However, these options would result in significant delays, increased costs, reduced institutional knowledge, and no local integration with regional partners. Retaining this position is the most effective and cost-efficient solution.

Section 4 - Attachments
1024 Page 43 of 121
Budget Decision Package
$0.00
$11,650.00
$11,650.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01017
Status: Council Review
Title: Emergency Vehicle Preemption (EVP) Maintenance and Repair Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety, Security & Service Metrics
Description:

Project Type:

New Program/Initiative
The Emergency Vehicle Preemption (EVP) system is installed at 61 signalized intersections throughout the City to allow authorized Police and Fire vehicles to safely and efficiently control traffic signals when responding to emergencies.

When activated, the system provides a green light in the direction of the responding vehicle while holding cross traffic, reducing response times and improving intersection safety.

This decision package funds the annual maintenance, repair, and operational support of the EVP infrastructure.

Maintenance and repair services will be provided by the City’s existing traffic signal contractor and include troubleshooting, equipment replacement, software updates, and ensuring system reliability across all equipped intersections.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
201 9212 5261 Emergency Vehicle Preemption Scheduled Maintenance Annual maintenance- $150/intersection x 61 mobilized
intersections.
$0.00 $9,150.00
201 9212 5261 Emergency Vehicle Preemption Repair
Units are under warranty through February 2027. This is contingency in case something needs repair that is
outside of the warranty or out of the warranty period.
$0.00 $2,500.00
Total $0.00 $11,650.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of this program is to maintain reliable operation of the EVP system across all 61 equipped intersections to support safe and efficient emergency response operations. Continued maintenance will ensure that Police and Fire vehicles can consistently preempt traffic signals during emergency calls, improving response times and reducing the risk of intersection conflicts. Funding will also protect the City’s investment in the recently installed infrastructure by ensuring that equipment is maintained, repaired promptly when issues arise, and remains fully operational for emergency responders.

Consequences of Not Funding:

Without dedicated funding for maintenance and repairs, EVP equipment failures may go unaddressed or experience delayed repairs, resulting in intersections where emergency vehicles cannot safely preempt traffic signals. This would likely increase response times for Police and Fire services and elevate the risk of collisions at signalized intersections during emergency responses. Over time, lack of maintenance may also shorten the lifespan of the system infrastructure and result in higher costs associated with emergency repairs or premature equipment replacement. 1025 Page 44 of 121
Alternatives Considered:

Several alternatives were considered, including relying solely on reactive maintenance when issues are reported. A reactive-only approach would likely result in longer outages and inconsistent system performance, potentially impacting emergency response operations. Performing maintenance in-house would require specialized training, diagnostic equipment, and additional staff resources that are not currently available. Utilizing the City’s existing traffic signal contractor to perform maintenance and repairs ensures qualified technicians, faster response times, and continuity with the installation and operation of the City’s traffic signal infrastructure.

Section 4 - Attachments
1026 Page 45 of 121
Budget Decision Package
$0.00
$46,750.00
$46,750.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01018
Status: Council Review
Title: Security Camera Maintenance and Repair
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety, Security & Service Metrics
Description:

Project Type:

New Program/Initiative
The City maintains security camera systems across multiple facilities, parks, and Police Department locations to support public safety, protect City assets, and assist with incident investigation. These cameras provide monitoring of City buildings, public spaces, and critical infrastructure, and are frequently used by staff and law enforcement to review incidents, deter vandalism, and enhance situational awareness. This decision package provides funding for the ongoing maintenance, repair, and operational support of these security camera systems. Maintenance services will include troubleshooting, replacement of failed components, camera calibration, software updates, and system diagnostics to ensure cameras remain operational and recording as intended.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5261 Security Camera Maintenance - Facilities
$250 per service call x 33 cameras
$0.00 $8,250.00
104 9325 5261 Security Camera Maintenance - Police
ACTUAL GL:
$250 per camera x 34 cameras
$0.00 $8,500.00
104 9325 5575 Security Camera Replacement
Security camera replacement
$0.00 $30,000.00
Total $0.00 $46,750.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal of this program is to maintain reliable and consistent operation of security camera systems across City facilities, parks, and Police Department locations. Continued maintenance will ensure that cameras remain functional, provide clear and usable video footage, and support the City’s efforts to deter crime, investigate incidents, and protect public infrastructure. Funding will help preserve the City’s investment in security technology while ensuring that equipment failures are addressed promptly to maintain continuous monitoring capabilities.

Consequences of Not Funding:

Without dedicated funding for maintenance and repair, camera systems may experience prolonged outages, degraded video quality, or complete system failures. This could reduce the City’s ability to monitor facilities and parks, limit available evidence for incident investigations, and weaken deterrence against vandalism, theft, or other unlawful activity. Over time, lack of maintenance may also shorten the lifespan of camera equipment and increase the likelihood of larger system failures that require more costly replacements. 1027 Page 46 of 121
Alternatives Considered:

Alternatives considered included addressing issues only when reported or attempting to perform maintenance entirely with existing City staff. A reactive-only approach may result in longer system outages and unreliable monitoring coverage. Performing maintenance internally would require specialized equipment, software access, and additional staff training that may not be available for all camera systems. Utilizing contracted technical support and maintenance services allows the City to ensure qualified technicians perform diagnostics, repairs, and system updates while minimizing downtime and maintaining system reliability.

Section 4 - Attachments
1028 Page 47 of 121
Budget Decision Package
$0.00
$650,000.00
$650,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01021
Status: Council Review
Title: Vaccon Combination Sewer Cleaning Truck (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
This decision package provides funding to replace the Sewer Division’s 2016 Vaccon combination sewer cleaning truck.

The Vaccon is a critical piece of equipment used for sewer system maintenance, including hydro-jetting sewer lines to remove debris and roots and vacuuming material from manholes, catch basins, and sewer lines. This specialized combination truck is essential for preventative maintenance, emergency response to sewer blockages, and maintaining proper flow throughout the wastewater collection system.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5575 Vaccon Combination Sewer Cleaning Truck
Vaccon cost
$0.00 $650,000.00 Yes
Total $0.00 $650,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to maintain reliable and efficient sewer system maintenance operations by replacing aging equipment before significant reliability issues occur. A new combination sewer cleaning truck will allow staff to continue performing preventative maintenance activities such as line cleaning and debris removal while maintaining the ability to quickly respond to sewer blockages, overflows, and other operational issues. Replacing the vehicle on a planned schedule helps maintain service reliability and supports the City’s efforts to protect public health and environmental quality.

Consequences of Not Funding:

Without replacement of the truck, the Sewer Division will experience increased equipment downtime, higher repair costs, and reduced reliability of critical sewer maintenance operations. Failure of this equipment will limit the City’s ability to perform preventative cleaning and respond quickly to sewer blockages or overflows, increasing the risk of sanitary sewer spills and service disruptions. Delaying replacement may also result in higher long-term costs due to major repairs or emergency equipment replacement.

Alternatives Considered:

Alternatives considered included continuing to operate the existing vehicle beyond its planned replacement cycle or renting or contracting sewer cleaning services as needed. Continuing to operate the aging unit increases the likelihood of major mechanical failures and extended downtime. Contracting out services may be significantly more costly over time and may limit the City’s ability to respond quickly to emergency situations. Replacing the existing Vaccon truck ensures the Sewer Division maintains reliable in-house capability to perform routine maintenance and emergency sewer system response.

Section 4 - Attachments
1029 Page 48 of 121
Budget Decision Package
$0.00
$275,000.00
$275,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01022
Status: Council Review
Title: Sewer Division Dump Truck Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Funding to replace the Sewer Division’s 2006 GMC 10-yard dump truck with a new 5-yard dump truck better suited to the operational needs of the division. The existing vehicle has reached the end of its useful service life and requires increasing maintenance to remain operational. Additionally, the current 10-yard configuration is larger than necessary for most sewer maintenance tasks and can be difficult to maneuver in residential areas and confined workspaces where sewer infrastructure is often located. A 5-yard dump truck will provide sufficient hauling capacity for materials such as spoils, gravel, and debris while offering improved maneuverability and operational efficiency for day-to-day sewer maintenance work.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5575 Sewer Division Dump Truck Replacement
Sewer Division Dump Truck Replacement (Utility Rate
Increase)
$0.00 $275,000.00 Yes
Total $0.00 $275,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to replace aging equipment with a vehicle that better aligns with the operational requirements of the Sewer Division. A smaller dump truck will improve access to tight work areas, including residential streets, alleys, and confined utility locations, while still providing the hauling capacity needed for maintenance and repair activities. The replacement will support efficient field operations, improve crew productivity, and reduce downtime associated with aging equipment while ensuring the division maintains reliable hauling capability for materials generated during sewer maintenance and repair work.

Consequences of Not Funding:

Without replacement, the Sewer Division will continue to rely on an aging vehicle that may experience increasing mechanical issues, higher maintenance costs, and potential downtime. Equipment failures could disrupt scheduled maintenance activities or delay sewer repair work, particularly when hauling materials from job sites. Additionally, continuing to operate an oversized vehicle for typical sewer operations may limit access to certain work areas and reduce efficiency in daily operations.

Alternatives Considered:

Alternatives considered included continuing to operate the existing 10-yard dump truck or replacing it with another vehicle of similar size. Continuing to operate the aging unit would likely result in increasing repair costs and reduced reliability. Replacing the vehicle with another 10-yard dump truck was also evaluated; however, operational experience has shown that a smaller truck better meets the needs of the Sewer Division by improving maneuverability while still providing adequate hauling capacity.

Section 4 - Attachments
1030 Page 49 of 121
1031 Page 50 of 121
Budget Decision Package
$0.00
$175,000.00
$175,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01023
Status: Council Review
Title: Sewer Division Utility Work Truck Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Funding to replace the Sewer Division’s 2009 Chevrolet Silverado with a utility work truck equipped with a service body and lift gate. The existing vehicle has reached the end of its useful service life and no longer adequately supports the operational needs of the division. The replacement vehicle will provide improved functionality through integrated tool storage, organized equipment compartments, and a hydraulic lift gate capable of safely loading and unloading heavier equipment such as pumps, generators, and maintenance tools. This configuration will allow sewer maintenance staff to transport necessary equipment more efficiently while improving safety and reducing manual lifting during field operations.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5572 Sewer Division Utility Work Truck
Sewer Division Utility Work Truck (Utility Rate Increase) $0.00 $175,000.00 Yes
Total $0.00 $175,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to provide sewer maintenance staff with a vehicle that better supports daily operational requirements and improves field efficiency. A utility service body will allow for organized storage of tools, parts, and equipment commonly used during sewer inspections, maintenance, and repair activities. The addition of a lift gate will enable staff to safely load and unload heavier equipment, reducing the risk of injury and improving productivity.

Replacing the aging vehicle with a properly configured work truck will help ensure staff have reliable transportation and the equipment necessary to perform maintenance and emergency response activities.

Consequences of Not Funding:

Without replacing the existing vehicle, the Sewer Division will continue to rely on an aging truck that may experience increased mechanical failures, higher maintenance costs, and reduced reliability. The current vehicle configuration also limits the ability to safely transport and load heavy equipment, which may require additional staff time or the use of other equipment to complete tasks. This may reduce efficiency in field operations and increase the risk of workplace injuries related to manual lifting of heavy tools or equipment.

Alternatives Considered:

Alternatives considered included continuing to operate the existing vehicle or replacing it with a standard pickup truck similar to the current configuration. Continuing to operate the aging vehicle would likely result in increasing repair costs and potential downtime. Replacing the vehicle with a standard pickup would address reliability concerns but would not improve equipment storage or safe loading capabilities. A utility work truck with a service body and lift gate provides the most effective solution by improving organization, operational efficiency, and worker safety.

Section 4 - Attachments
1032 Page 51 of 121
Budget Decision Package
$0.00
$100,000.00
$100,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01024
Status: Council Review
Title: Sewer Division Utility Work Truck Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
This decision package provides funding to replace the Sewer Division’s 2011 Chevrolet Silverado with a utility work truck equipped with a service body designed to support sewer maintenance operations. The existing vehicle has reached the end of its useful service life and is experiencing increased maintenance needs that impact reliability and operational efficiency. The replacement utility work truck will provide integrated tool compartments and secure equipment storage, allowing sewer maintenance staff to transport tools, parts, and supplies needed for daily operations and emergency responses. This configuration improves organization, efficiency, and readiness for field work while ensuring staff have reliable transportation to perform inspections, maintenance, and repairs across the wastewater collection system.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5572 Sewer Division Utility Work Truck
Sewer Division Utility Work Truck (Utility Rate Increase) $0.00 $100,000.00 Yes
Total $0.00 $100,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this request is to replace aging equipment with a vehicle that better supports the operational needs of the Sewer Division. A utility work truck with a service body will allow crews to organize tools and equipment more effectively, reducing time spent retrieving materials and improving productivity during field operations. The vehicle will support daily sewer system inspections, preventative maintenance activities, and emergency response operations while ensuring staff have reliable and properly equipped transportation to perform their duties.

Consequences of Not Funding:

Without replacement, the Sewer Division will continue to rely on an aging vehicle that may experience increasing mechanical failures, higher maintenance costs, and reduced reliability. Equipment downtime could impact the division’s ability to respond quickly to sewer system issues or conduct routine maintenance and inspections. Additionally, the lack of dedicated storage in the current pickup configuration may continue to limit the ability to efficiently transport tools and equipment needed for maintenance and repair activities.

Alternatives Considered:

Alternatives considered included continuing to operate the existing vehicle or replacing it with another standard pickup truck. Continuing to operate the aging vehicle would likely result in increased repair costs and potential operational disruptions. Replacing the vehicle with a standard pickup would address reliability concerns but would not improve equipment storage or operational efficiency. A utility work truck with a service body provides the most effective solution by improving organization, equipment accessibility, and overall field productivity.

Section 4 - Attachments
1033 Page 52 of 121
Budget Decision Package
$0.00
$158,400.00
$158,400.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01025
Status: Council Review
Title: Police Department Unmarked Fleet Financing
Department: Police Priority: 1
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
The Police Department currently leases vehicles for our administrative and investigations fleet. In years past, the lease contract with Enterprise allowed for the option to keep previously leased vehicles as part of our fleet at the end of the lease term. This option allowed the Department to stretch the lifespan of our unmarked fleet, decrease the amount of unmarked vehicles needing to be replaced on a regular basis, and reduce the cost of our unmarked fleet. However, Enterprise no longer allows this option as part of the lease structure and additionally charges an administrative fee for all leased vehicles that are kept once the term of the lease has concluded. The Department currently needs to replace nine previously leased vehicles in our unmarked fleet assigned to investigations and administration (8 investigations, 1 administration). The cost of replacing and upfitting similar and/or like vehicles has increased which will require additional funding.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
207 9110 5255 Financed Vehicles
One unmarked Admin Vehicle Lease
$0.00 $11,600.00
207 9111 5255 Financed Vehicles
8 Investigations Unmarked Vehicle Leases
$0.00 $92,800.00
207 9111 5575 Unmarked Upfitting
Upfitting of 9 unmarked vehicles
$0.00 $54,000.00 Yes
Total $0.00 $158,400.00
Section 3 - Detailed Information
Objectives/Need for Request:

The Department is looking to replaced nine (9) vehicles in our unmarked fleet due to the terms of the leases being completed and/or the vehicles have reached the end of their life cycle. The vehicles are currently assigned to the Investigations or Administration Divisions.

Two Options:

Lease 9 Vehicles: $700/month - $8,400/year X 9 Vehicles = $75,600 $6000 per vehicle = $54,000 (One-Time)
Total = $129,600
Purchase of 9 Vehicles $40,000/vehicle x 9 = $360,000
$6,000/vehicle = $54,000
Total = $414,000
1034 Page 53 of 121
Consequences of Not Funding:

The consequences of not funding are we can continue to pay the required administrative fees for 5 of the 9 vehicles that are still in decent condition and continue to operate the other 4 owned vehicles until they are no longer worth repairing. There will also be an increase the costs associated with anticipated maintenance repairs for older owned vehicles and vehicles with higher miles, as well as a decrease in the value of the vehicles once we continued to age and reach their end of life cycle.

Alternatives Considered:

Some alternatives that can be considered :

Stagger the purchasing of the replacement vehicles over a period of time to reduce initial cost.

Retain lower mileage vehicles for a period of time and pay the administrative fee required by Enterprise.

Delay the upfitting of each vehicle to reduce the cost.

Sell vehicles that were previously leased and currently owned to recoup a percentage of the new vehicle costs.

Section 4 - Attachments
1035 Page 54 of 121
Budget Decision Package
$0.00
$750,000.00
$750,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01027
Status: Council Review
Title: Tennis Court Repairs (Rec Center)
Department: Parks & Recreation Priority: 1
Contact: Natalie Townes Phone: (916) 617-4517
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Restoration of Program/Services
The city engaged a geotechnical consultant to assess the cracking and surface movement, who identified significant base failures beneath the tennis courts. The school district is proceeding with the repairs, and under our joint use agreement, the city is responsible for covering half of the costs.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
111 9375 5310 Tennis Court Repairs
Repairs to the Tennis Courts at the Recreation Center.
$0.00 $700,000.00 Yes
111 9375 5310 Contingency
Contingency in case the bid is over the estimated price $0.00 $50,000.00 Yes
Total $0.00 $750,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Under the city’s joint use agreement with the school district, the city is responsible for funding half of the repair costs.

Providing this funding will fulfill our contractual obligations, protect the long-term investment in the courts, and support high-quality recreational and educational opportunities for both school programs and the broader community.

Consequences of Not Funding:

If the city does not fund its share of the repairs, the underlying base failures beneath the courts will remain unaddressed, and any surface-level resurfacing may fail prematurely. This could lead to worsening cracking, uneven surfaces, and safety hazards for students and community users, increasing the risk of injuries.

Additionally, delaying or avoiding funding would violate the city’s joint use agreement with the school district, potentially straining the partnership and limiting future collaborative opportunities. Over time, neglecting proper repairs will likely result in significantly higher costs, as emergency repairs or full court replacements may become necessary.

Alternatives Considered:

Per the city’s joint use agreement with the school district, funding this repair is not optional. The agreement requires the city to cover 50% of the costs for necessary court repairs. Surface-level resurfacing or deferring work is not a viable alternative, as the underlying base failures must be addressed to ensure safe, usable courts and to meet our contractual obligations.

Section 4 - Attachments
Attachment Attachment Description
Court Sketch
1036 Page 55 of 121
Bid Plans
Bid Specs
1037 Page 56 of 121
Budget Decision Package
$0.00
$20,000.00
$20,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01029
Status: Council Review
Title: Additional Storm Rental Funding
Department: Public Works Priority: 2
Contact: Vincent Ramirez Phone: (916) 617-4571
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
This decision package requests additional funding for Storm division related rentals. These funds will help ensure that staff can continue storm response efforts at a high level of efficiency in the event of a key piece of equipment (such as a vacuum truck) unexpectedly being out of service. Prior years have seen acute spikes in Storm related efforts needed during the rainy season, and rentals have often played a crucial role during these times when various pieces of equipment needed to clear flooding or clogged storm drains have been out of service. The rental equipment allows staff to efficiently respond to work orders and clear flooded roadways while the broken equipment is being repaired.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
215 9230 5245 Additional Storm Rental Funds
Additional funds for rentals during storm season
$0.00 $20,000.00
105 9910 5950 Additional Storm Rental Funds
Additional Storm Rental Funds
$0.00 $20,000.00
215 9230 4990 Additional Storm Rental Funds
Additional Storm Rental Funds
$0.00 ($20,000.00)
Total $0.00 $20,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of adding additional rental funds would be to ensure staff can continue efficient operations during storm season if key pieces of equipment used in storm response efforts are broken or out of service. This funding will allow staff to continue operations without slowing response times or resorting to less optimal manual procedures while the equipment is repaired, and ensure flooded roadways are cleared in a timely manner.

Consequences of Not Funding:

Inadequate funding for storm season rentals could result in slower response times for the Storm division if key equipment fails and staff needs to resort to improvised or manual drain clearing processes when rental funding is unavailable. This could result in hazardous conditions for public roadways if staff cannot adequately address flooding issues caused by plugged storm drains.

Alternatives Considered:

Staff can improvise with alternative equipment or manual processes if key storm response equipment fails and rental funds are not available to replace it. this can include using available equipment not designed for storm response, or possibly clearing storm drains with manual tools/processes instead of with a vacuum truck.

Section 4 - Attachments
1038 Page 57 of 121
Budget Decision Package
$0.00
$200,000.00
$200,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01030
Status: Council Review
Title: 5-Yard Water Distribution Dump Truck Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Replacement of a 2000 model 5-yard dump truck currently used to support daily maintenance, repair, and construction activities throughout the water distribution system. This vehicle is used to transport soil, gravel, asphalt, tools, and other materials necessary for water main repairs, valve replacements, service line installations, and other field operations. After more than two decades of service, the truck has reached the end of its useful life and is experiencing increasing maintenance needs, reduced reliability, and greater downtime. Replacing this vehicle will ensure that Water Distribution crews continue to have dependable equipment necessary to perform routine maintenance and emergency repairs efficiently. A new dump truck will also provide improved safety features, better fuel efficiency, and greater operational reliability compared to the existing unit.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5575 5-Yard Water Distribution Dump Truck
5-Yard Water Distribution Dump Truck (Utility Rate
Increase)
$0.00 $200,000.00 Yes
Total $0.00 $200,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Maintaining reliable operational support for Water Distribution field crews responsible for maintaining and repairing the city’s water infrastructure. The new vehicle will help ensure crews can safely and efficiently transport materials and equipment required for water system repairs and maintenance activities. Additional goals include reducing equipment downtime, lowering long-term maintenance and repair costs, improving safety through updated vehicle technology and safety systems, and maintaining the division’s ability to respond quickly to service requests and emergency water main breaks. Replacing this vehicle will support continued productivity and operational readiness within the Water Distribution Division.

Consequences of Not Funding:

If this replacement is not funded, the division will continue operating an aging vehicle that is increasingly prone to mechanical failure and extended repair periods. As the truck continues to age, maintenance costs are expected to increase and parts availability may become more limited. Equipment downtime may disrupt scheduled maintenance work and delay response to water main breaks or service repairs. In some cases, crews may need to rely on borrowed vehicles or rented equipment, which can reduce efficiency and increase operational costs. Continued reliance on aging equipment may also pose safety concerns and negatively impact the division’s ability to provide timely and reliable service to the community.
1039 Page 58 of 121
Alternatives Considered:

Several alternatives were evaluated prior to requesting replacement funding. One option was to continue maintaining the existing 2000 dump truck; however, given its age and increasing maintenance requirements, this approach would likely result in higher repair costs and more frequent downtime. Leasing or renting a dump truck was also considered, but this option would not provide consistent availability for daily operational needs and would likely be more expensive over time. Sharing equipment with other divisions was also evaluated but determined to be impractical due to overlapping operational demands and scheduling constraints. Based on these considerations, replacing the existing truck is the most reliable and cost-effective long-term option.

Section 4 - Attachments
1040 Page 59 of 121
Budget Decision Package
$0.00
$275,000.00
$275,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01031
Status: Council Review
Title: 10-Yard Water Distribution Dump Truck Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Purchase of a new 10-yard dump truck to support daily operations and infrastructure maintenance activities. This vehicle will be used by field crews to transport materials such as excavated soil, gravel, asphalt, sand, and construction debris associated with water main repairs, service line installations, valve replacements, and other maintenance work within the water distribution system. A 10-yard dump truck will provide increased hauling capacity compared to smaller vehicles currently in use, improving operational efficiency and reducing the number of trips required to transport materials to and from job sites. The addition of this vehicle will support ongoing maintenance and repair operations while ensuring crews have reliable equipment necessary to maintain critical water infrastructure and respond to emergency repairs.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5575 10-Yard Water Distribution Dump Truck
10-Yard Water Distribution Dump Truck (Utility Rate
Increase)
$0.00 $275,000.00 Yes
Total $0.00 $275,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of purchasing a 10-yard dump truck is to enhance the operational capacity and efficiency of the Water Distribution Division. The increased hauling capacity will allow crews to transport larger quantities of materials and debris in a single trip, reducing travel time and improving productivity during maintenance and construction activities. Additional goals include improving response capability during water main breaks and other emergency situations, supporting preventative maintenance programs, and ensuring crews have dependable equipment that meets current safety and operational standards. The new truck will also help optimize workflow by allowing crews to complete jobs more efficiently while maintaining safe and reliable operations.

Consequences of Not Funding:

If this purchase is not funded, Water Distribution crews will continue relying on smaller or limited hauling equipment, which can reduce efficiency during excavation and repair activities. Multiple trips may be required to transport materials and debris, increasing travel time, fuel usage, and labor costs. Limited hauling capacity may also slow response times during emergency repairs such as water main breaks. Over time, these inefficiencies could impact the division’s ability to complete maintenance tasks in a timely manner and maintain optimal service levels. Additionally, relying on insufficient equipment capacity may increase wear on existing vehicles and contribute to operational delays during high-demand periods.
1041 Page 60 of 121
Alternatives Considered:

Several alternatives were evaluated prior to requesting the purchase of a new 10-yard dump truck. One option was to continue operating with existing vehicles; however, current equipment does not provide the hauling capacity necessary to efficiently support excavation and repair activities. Another option considered was renting or leasing a dump truck when needed. While this could provide short-term capacity, rental equipment may not always be available during emergency situations and would likely result in higher long-term costs. Sharing equipment with other divisions was also considered but determined to be impractical due to overlapping operational schedules and service demands.

Section 4 - Attachments
1042 Page 61 of 121
Budget Decision Package
$0.00
$60,000.00
$60,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01033
Status: Council Review
Title: 6-inch Trash Pump Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Replacement of a 1997 6-inch trash pump currently used to support water system maintenance, repair, and emergency response operations. This pump is used to remove water from excavations during water main repairs, service line installations, and valve maintenance activities. The existing pump has been in service for nearly 30 years and has far exceeded its expected operational life. As a result, it is experiencing increased mechanical wear, reliability issues, and difficulty obtaining replacement parts. Replacing this pump will ensure crews have dependable dewatering equipment necessary to safely and efficiently perform excavation work and maintain water system infrastructure. A new unit will also provide improved reliability, efficiency, and safety features compared to the aging equipment currently in service.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5575 6-inch Trash Pump Replacement (Utility Rate Increase) 6" Trash Pump Replacement (Utility Rate Increase)
$0.00 $60,000.00 Yes
Total $0.00 $60,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of replacing the 1997 6-inch trash pump is to ensure reliable dewatering capability for Water Distribution crews performing maintenance and repair activities. Effective dewatering is critical to maintaining safe work conditions in excavations and allowing crews to perform repairs efficiently. Additional goals include reducing equipment downtime, minimizing delays caused by pump failures, improving operational reliability during emergency repairs, and ensuring that field crews have equipment that meets current operational and safety standards. Replacing this pump will support the division’s ability to maintain productivity and complete water system repairs in a timely manner.

Consequences of Not Funding:

If this replacement is not funded, the division will continue to rely on an aging pump that is increasingly prone to failure and operational inefficiency. Equipment breakdowns could delay water system repairs and extend excavation times, particularly during periods of high groundwater or stormwater intrusion. Unreliable dewatering equipment may also create unsafe working conditions for crews by allowing water to accumulate in excavations. In addition, continued reliance on aging equipment may result in increased maintenance costs and potential project delays. In emergency situations such as major water main breaks, pump failure could significantly slow response efforts and prolong service disruptions.
1043 Page 62 of 121
Alternatives Considered:

Several alternatives were evaluated prior to requesting replacement funding. One option was to continue maintaining the existing pump; however, due to its age and increasing maintenance requirements, this approach would likely result in continued reliability issues and rising repair costs. Renting pumps when needed was also considered, but this option would not guarantee immediate availability during emergency situations and could increase operational costs over time. Borrowing equipment from other divisions was evaluated but determined to be impractical due to overlapping operational needs. Based on these considerations, replacing the existing 1997 pump is the most reliable and costeffective long-term solution.

Section 4 - Attachments
1044 Page 63 of 121
Budget Decision Package
$0.00
$15,000.00
$15,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01035
Status: Council Review
Title: Light Trailer Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Replacement of a 2005 Magnum light trailer currently used to provide portable lighting for nighttime operations, emergency repairs, and low-visibility work conditions. This equipment is essential for maintaining safe working environments when crews respond to water main breaks, perform early morning or late evening repairs, or conduct work in areas with limited lighting. The existing light trailer has been in service for approximately 20 years and has exceeded its expected service life. Due to its age, the unit is experiencing increased maintenance needs, reliability concerns, and outdated lighting technology.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5575 Light Trailer Replacement
Light Trailer Replacement (Utility Rate Increase)
$0.00 $15,000.00 Yes
Total $0.00 $15,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Objective: reliable portable lighting to safely perform emergency repairs and maintenance activities in low-light environments. Adequate job site lighting is critical for maintaining worker safety, visibility, and productivity during nighttime operations. Additional goals include improving operational readiness for emergency responses, reducing equipment downtime associated with aging lighting equipment, and providing updated lighting technology that improves illumination and energy efficiency.

Consequences of Not Funding:

If this replacement is not funded, the division will continue to rely on aging lighting equipment that may experience mechanical failures or reduced lighting performance. Equipment failure during nighttime operations could delay repair activities or require crews to rely on less effective temporary lighting solutions. Reduced lighting capability may also create safety concerns by limiting visibility at excavation sites and work zones. Continued reliance on aging equipment may lead to increased maintenance costs, potential operational delays, and reduced efficiency during emergency repairs that occur outside of normal daylight hours.

Alternatives Considered:

Several alternatives were considered prior to requesting replacement funding. One option was to continue maintaining the existing light trailer; however, due to its age and increasing maintenance needs, this approach is expected to result in continued reliability issues. Another alternative considered was renting portable lighting equipment when needed, but this option may not guarantee availability during emergency situations and could result in higher long-term costs.

Sharing lighting equipment with other divisions was also evaluated but determined to be impractical due to overlapping operational needs and emergency response requirements. Replacing the existing unit with a new light trailer provides the most reliable and cost-effective long-term solution.

Section 4 - Attachments
1045 Page 64 of 121
1046 Page 65 of 121
Budget Decision Package
$0.00
$50,000.00
$50,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01036
Status: Council Review
Title: Ditch Witch FX30 Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Replacement of a 2010 Ditch Witch FX30 vacuum excavator currently used to support water system maintenance, repair, and installation activities. This equipment is utilized by field crews for hydro excavation and vacuum removal of soil around underground utilities, allowing for safe and efficient exposure of water mains, service lines, valves, and other infrastructure. The unit plays an important role in reducing the risk of damage to underground utilities during excavation activities. After more than a decade of service, the existing FX30 unit has experienced increasing maintenance needs, reduced reliability, and wear associated with extended operational use. Replacing this equipment will ensure that Water Distribution crews continue to have dependable vacuum excavation capability necessary to perform safe and efficient utility work. A new unit will also provide improved vacuum performance, updated safety features, and enhanced operational efficiency.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5575 Ditch Witch FX30 Replacement (Utility Rate Increase) Ditch Witch FX30 Replacement (Utility Rate Increase)
$0.00 $50,000.00 Yes
Total $0.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of replacing the 2010 Ditch Witch FX30 is to maintain reliable vacuum excavation capability for Water Distribution operations. Vacuum excavation allows crews to safely expose underground utilities with minimal risk of damage compared to traditional mechanical excavation methods. Additional goals include reducing equipment downtime, improving crew productivity during repair and installation work, and ensuring the availability of equipment that meets current operational and safety standards. The replacement unit will also support safe excavation practices, improve efficiency during water system repairs, and help maintain the division’s ability to respond quickly to service requests and emergency situations.

Consequences of Not Funding:

If this replacement is not funded, the division will continue to rely on aging vacuum excavation equipment that is increasingly prone to mechanical issues and operational downtime. Equipment failures could delay maintenance and repair activities, particularly when crews need to safely expose underground utilities prior to excavation. Reduced reliability may also increase the risk of delays during emergency response situations such as water main breaks.

Additionally, continued reliance on aging equipment may lead to increased maintenance costs and potential productivity impacts if crews are forced to rely on less efficient excavation methods. 1047 Page 66 of 121
Alternatives Considered:

Several alternatives were evaluated prior to requesting replacement funding. One option was to continue maintaining the existing FX30 unit; however, increasing maintenance costs and declining reliability make this option less costeffective over time. Renting or contracting vacuum excavation services was also considered, but this approach would not guarantee equipment availability when needed and could result in higher operational costs. Sharing equipment with other divisions was evaluated but determined to be impractical due to scheduling conflicts and operational demands.

Based on these considerations, replacing the existing 2010 unit is the most reliable and cost-effective long-term solution.

Section 4 - Attachments
1048 Page 67 of 121
Budget Decision Package
$0.00
$100,000.00
$100,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01037
Status: Council Review
Title: WTP Forklift Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
The Water Treatment Division is requesting approval to replace a 1988 Hyster forklift currently used to support material handling and operational activities at the water treatment facility. This forklift is used for moving pallets of treatment chemicals, equipment, maintenance materials, and other supplies necessary for plant operations and maintenance. The existing unit has been in service for more than 30 years and has significantly exceeded its expected service life. Due to its age, the forklift is experiencing increasing maintenance requirements, reliability concerns, and limited availability of replacement parts. Replacing this equipment will ensure the facility maintains dependable material handling capability needed for daily operations, maintenance work, and delivery management. A new forklift will also provide updated safety features, improved lifting performance, and enhanced operational efficiency compared to the existing unit.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5575 Forklift Replacement
Forklift Replacement (Utility Rate Increase)
$0.00 $100,000.00 Yes
Total $0.00 $100,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of replacing the 1988 Hyster forklift is to ensure reliable and safe material handling capability for Water Treatment Division operations. The forklift is essential for moving chemical containers, maintenance supplies, and equipment used in treatment processes and facility upkeep. Additional goals include reducing equipment downtime, improving operator safety with modern safety features and controls, lowering long-term maintenance costs, and ensuring that staff have reliable equipment to support daily operational tasks.

Consequences of Not Funding:

If this replacement is not funded, the division will continue operating an aging forklift that is increasingly prone to mechanical failures and operational downtime. Equipment breakdowns could delay the movement of critical supplies and maintenance materials needed to support plant operations. Continued reliance on aging equipment may also result in higher repair costs and potential safety concerns due to outdated components and reduced reliability. In some cases, staff may need to rely on manual handling or temporary equipment solutions, which could reduce operational efficiency and increase the risk of workplace injuries. These issues could ultimately impact the division’s ability to maintain consistent and efficient facility operations.
1049 Page 68 of 121
Alternatives Considered:

Several alternatives were evaluated prior to requesting replacement funding. One option was to continue maintaining the existing forklift; however, due to its age and increasing maintenance needs, this option is expected to become less reliable and more costly over time. Renting or leasing a forklift was also considered, but this approach would not guarantee consistent availability for daily operational needs and would likely result in higher cumulative costs. Sharing equipment with other departments was evaluated but determined to be impractical due to scheduling limitations and operational demands. Based on these considerations, replacing the existing forklift is the most reliable and costeffective long-term solution.

Section 4 - Attachments
1050 Page 69 of 121
Budget Decision Package
$0.00
$150,000.00
$150,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01038
Status: Council Review
Title: Utility Work Truck Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Replacement of a 2005 Chevrolet Express van with a utility service truck to better support field maintenance and repair operations. The existing van has been used to transport tools, equipment, and materials needed for water system inspections, maintenance, and repair work. After nearly two decades of service, the vehicle has exceeded its expected service life and is experiencing increased maintenance needs, reduced reliability, and limited storage capacity for specialized equipment. Replacing the van with a utility truck will provide improved functionality through integrated tool storage, secure equipment compartments, and greater payload capacity. This upgrade will allow field crews to better organize and transport the tools and materials required for daily operations while improving efficiency and safety during field work.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5572 Utility Work Truck (Utility Rate Increase) Utility Work Truck (Utility Rate Increase)
$0.00 $150,000.00 Yes
Total $0.00 $150,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Objective: improve operational efficiency and reliability for Water Distribution field crews. A utility truck will provide purpose-built storage for tools, parts, and equipment needed for water system repairs and maintenance, reducing time spent organizing and retrieving materials on job sites. Additional goals include improving crew productivity, enhancing safety through better equipment organization and secure storage, reducing vehicle downtime associated with the aging van, and ensuring reliable transportation for staff responding to routine maintenance and emergency repair calls.

Consequences of Not Funding:

If this replacement is not funded, the division will continue relying on an aging van that is increasingly prone to mechanical issues and operational downtime. The current vehicle’s limited storage capacity and lack of dedicated equipment compartments can make it more difficult for crews to efficiently transport and organize tools and materials needed for field operations. Continued use of the existing vehicle may result in higher maintenance costs, potential reliability issues, and reduced operational efficiency during maintenance and repair activities. In emergency situations, vehicle reliability issues could also impact response times and the ability of crews to perform repairs quickly.

Alternatives Considered:

Several alternatives were evaluated prior to requesting replacement funding. One option was to continue maintaining the existing van; however, increasing maintenance costs and declining reliability make this option less cost-effective over time. Another alternative considered was replacing the van with a similar cargo vehicle, but this option would not provide the dedicated storage and operational functionality offered by a utility service truck. Leasing or renting a vehicle was also considered but would likely result in higher long-term costs and limited customization for operational needs. Based on these considerations, replacing the aging van with a utility truck provides the most practical and efficient solution for supporting field operations.
1051 Page 70 of 121
Section 4 - Attachments
1052 Page 71 of 121
Budget Decision Package
$0.00
$125,000.00
$125,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01039
Status: Council Review
Title: WTP Superintendent Vehicle Replacement (Utility Rate Increase) Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
Replacement of a leased 2019 Chevrolet Equinox with a long-range electric vehicle (EV). The existing vehicle has been used by Water Treatment supervisory and operations staff for daily travel between treatment facilities, maintenance sites, meetings, and operational coordination activities. The lease term for the vehicle has now ended, requiring the division to return the vehicle and secure a replacement. Purchasing a long-range electric vehicle will provide reliable transportation for staff while supporting daily operational needs. In addition, transitioning to an electric vehicle will reduce fuel consumption, lower long-term operating and maintenance costs, and support the organization’s sustainability and fleet electrification regulatory requirements and initiatives.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5572 Superintendent Vehicle Replacement
Superintendent Vehicle Replacement (Utility Rate
Increase)
$0.00 $125,000.00 Yes
Total $0.00 $125,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Objective: ensure Water Treatment Division staff have reliable transportation to support daily operational responsibilities. Staff frequently travel between treatment facilities, infrastructure sites, and administrative locations to oversee operations, conduct inspections, coordinate maintenance activities, and respond to operational needs.

Additional goals include reducing fuel costs, lowering vehicle maintenance requirements, and supporting organizational sustainability goals through the adoption of electric vehicle technology.

Consequences of Not Funding:

If this replacement is not funded, the Water Treatment Division will no longer have a dedicated vehicle available following the expiration of the lease. Staff may need to rely on limited shared fleet vehicles, personal vehicle use with mileage reimbursement, or short-term vehicle rentals to perform required travel. These alternatives could increase operational costs, reduce scheduling flexibility, and impact the efficiency of staff who regularly travel between facilities and operational sites. Additionally, the opportunity to transition to a lower-cost, lower-emission electric vehicle would be delayed, resulting in continued reliance on gasoline-powered vehicles within the fleet. 1053 Page 72 of 121
Alternatives Considered:

Several alternatives were evaluated prior to requesting approval to purchase a long-range electric vehicle. One option was to renew or initiate a new lease for a gasoline-powered vehicle; however, this would continue recurring lease costs without building fleet assets and would not support fleet electrification goals. Another alternative was to purchase a conventional gasoline-powered vehicle, but this option would result in higher fuel and maintenance costs over time compared to an electric vehicle. The division also considered relying solely on shared fleet vehicles, but this approach would reduce vehicle availability and operational efficiency for staff who frequently travel between treatment facilities and work sites. Based on these considerations, purchasing a long-range electric vehicle provides the most practical and cost-effective long-term solution.

Section 4 - Attachments
1054 Page 73 of 121
Budget Decision Package
$0.00
$30,000.00
$30,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01041
Status: Council Review
Title: Equipment Maintenance Cost Center Funding Realignment to Support Operational Requirements Department: Fire Priority: 1 Contact: Mark Cullison Phone: (916) 617-4607
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
The 101 9151 5240 cost center supports the maintenance, repair, and operational readiness of essential FD Operations equipment, including SCBA components and accessories, hydraulic extrication tools ("jaws of life"), chainsaws and other small equipment, nozzles, rope rescue hardware, mobile and in-station SCBA air fill systems, and associated air compressors. These tools are critical to firefighter safety and emergency response capability and require regular inspection, maintenance, and repair to remain operational and compliant with applicable safety standards.

The budget allocation for this cost center has remained unchanged at $24,040 for at least the past five years, despite rising service costs, aging equipment, and increasing maintenance demands. During this same 5 year period, actual expenditures have consistently exceeded the allocated budget by approximately $20,000–$30,000 annually in order to maintain equipment in safe working condition (**see attached graphic in "attachments", note that in FY 23–24 and FY 24–25, we were frequently reallocating funds to cover expenses, which resulted in what appears to be drastically lower overages for those years--however if funding had not been shifted in those circumstances the over-expenditures would likely still be around the $20,000 range).

This request therefore proposes a structural increase to the cost center to better align the budget with the actual cost of maintaining essential firefighting equipment.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
112 9151 5240 Ongoing Increase to Equipment Maintenance Cost Center
This request proposes a $25,000 ongoing increase to the equipment maintenance cost center to better align the
budget with the actual costs required to maintain Fire
Operations equipment. The current appropriation of
$24,040 has remained unchanged for at least the past
five years and has consistently proven insufficient to
support required maintenance, testing, and repair of
essential firefighting and rescue equipment. Actual
expenditures in the cost center have exceeded the
budget allocation by approximately $20,000–$30,000
annually in order to maintain equipment in safe working condition, indicating a structural mismatch.

The requested increase therefore reflects a structural
adjustment intended to more accurately fund the true
cost of maintaining critical operational equipment and
reduce the need for recurring mid-year budget transfers from other Fire Operations cost centers.
$0.00 $30,000.00 Yes
Total $0.00 $30,000.00
1055 Page 74 of 121
Section 3 - Detailed Information
Objectives/Need for Request:

The objective of this DP is to better structurally align the 5240 budget for ops equipment maintenance with the actual operational costs required to maintain FD equipment in safe and reliable working condition. Adequate funding will ensure that critical firefighting, rescue, and air supply equipment can be inspected, maintained, and repaired in a timely manner, supporting firefighter safety, operational readiness, and compliance with applicable safety standards.

Increasing this cost center will better enable the department to manage equipment maintenance needs in a more predictable and sustainable manner.

Consequences of Not Funding:

The maintenance, inspection, testing, and certification of firefighting and rescue equipment are not discretionary activities; they are required to ensure FF safety and operational readiness. If this cost center continues to be funded below the level necessary to meet these obligations, the department will continue to exceed the allocated budget in order to maintain critical equipment in serviceable condition. Historically, this has required transferring funds from other operational cost centers to cover these unavoidable expenses, creating a “rob Peter to pay Paul” situation that risks shortfalls elsewhere in the ops budget. Without a structural adjustment to this cost center, the department will continue to rely on reactive budget shifts rather than a stable and sustainable funding model to support required equipment maintenance.

Alternatives Considered:

In prior years, the department has managed this shortfall through internal budget adjustments within Fire Operations, shifting funds from other cost centers to cover required equipment maintenance expenses, or in some instances, delaying repairs until a new fiscal yr. While this approach has allowed the department to maintain critical equipment in service, it does not address the underlying mismatch between the current budget allocation and the actual cost of maintaining this equipment. These internal reallocations require ongoing adjustments and can place pressure on other operational areas and also serve to create preventable administrative burden on FD and Finance administrative staff .

Because maintenance, testing, and certification of firefighting and rescue equipment are required activities, continuing to rely on these internal adjustments should not be considered a sustainable long-term solution. An increase to this cost center would better align the budget with the actual operational costs of maintaining essential equipment.

Section 4 - Attachments
Attachment Attachment Description
5240 Last 5 yrs graphic
1056 Page 75 of 121
Budget Decision Package
$0.00
$275,000.00
$275,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01042
Status: Council Review
Title: Vehicle Replacements / (2) Type I Pumpers / Fire Engines Department: Fire Priority: 1
Contact: Steven Binns Phone: (916) 617-4606
Mandatory: No
Section 1 - General Information
Strategic Plan:

Measure O/EIFD Bond Implementation
Description:

Project Type:

Significant Increase
This decision package requests funding to replace two fire engines in Fire Operations: a 2008 Pierce Type 1 Pumper (license #1286749) and a 2015 Pierce Type 1 Pumper (license #1507215). Both vehicles will have exceeded their useful life based on years of service, mileage, and service hours.

The request is to replace these apparatus with new vehicles of similar type and capacity. The total number of fleet vehicles assigned to the Fire Department will remain unchanged.

Due to current manufacturing backlogs, extended build times, delivery, upfitting, and radio installation, the estimated timeline from order to placement into service is approximately 60 months. If ordered, these apparatus won't go into service until the Fall 2031.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
313 9099 5412 Vehicle Replacements / (2) Type I Pumpers / Fire Engines Financing
Replacement of two Type I Pumpers (fire engines)
$0.00 $275,000.00
313 9099 4990 Vehicle Replacements / (2) Type I Pumpers / Fire Engines Financing
Vehicle Replacements / (2) Type I Pumpers / Fire
Engines Financing
$0.00 ($275,000.00)
101 9151 5950 Vehicle Replacements / (2) Type I Pumpers / Fire Engines Financing
Vehicle Replacements / (2) Type I Pumpers / Fire
Engines Financing
$0.00 $275,000.00
Total $0.00 $275,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Vehicle replacement is addressed in Administrative Policy IV-C-3 and in the newly released Vehicle Utilization Study and Replacement Plan Report. In accordance with both policies, this request seeks to replace two Type I Pumpers (fire engines) that will have exceeded their useful life based on years of service, mileage, and service hours.

Consequences of Not Funding:

Without replacement, these vehicles will likely see an increase in failure and maintenance costs and a decrease in our ability to accomplish our mission safely and efficiently. 1057 Page 76 of 121
Alternatives Considered:

Alternatively, replacement could be postponed to 2027, but this would result in an increase in vehicle expenses, staff hours, and a reduction in reliability and efficiency and possibly jeopardize firefighter and public safety.

Section 4 - Attachments
Attachment Attachment Description
Quote / Fire Engines Attached is the quote I received from our vendor with some payment options.
1058 Page 77 of 121
Budget Decision Package
$0.00
$96,000.00
$96,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01048
Status: Council Review
Title: Security at Arthur F. Turner Library
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety, Security & Service Metrics
Description:

Project Type:

Significant Increase
This decision package requests additional funding to provide dedicated security patrol services for the Arthur F. Turner Library area. While the library itself is not directly managed as a City facility, it shares a parking lot and surrounding access areas with the West Sacramento Community Center, which are maintained under the City’s Common Area Maintenance (CAM) agreement. As a result, activity and incidents occurring in the shared parking lot and surrounding exterior areas directly affect City-maintained property and facilities. Additional security patrols would focus on monitoring the shared parking areas, exterior gathering spaces, and surrounding access points during peak library and community center hours. The goal is to improve safety, deter nuisance or criminal activity, and ensure that the shared space remains welcoming and accessible for residents utilizing both the library and adjacent City facilities. Three separate levels of security have been quoted:

Option 1: 93.5 hours/week for $13,482.06/month;
Option 2: 110 hours/week for $15,947.72/month; and
Option 3: 168 hours/week for $24,360.69.

For budgeting purposes, the highest quote was used for the request.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5261 Security at Arthur F. Turner Library

93.5 hours per week at $35.15 per hour (the 2026/27
Security rate)
$0.00 $171,000.00
104 9325 4810 CAM Reimbursement
CAM Reimbursement
$0.00 ($75,000.00)
Total $0.00 $96,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of this funding request is to enhance safety and reduce incidents in the shared campus that includes the Arthur F. Turner Library, the West Sacramento Community Center, and surrounding public areas covered under the City’s CAM responsibilities. Increased security presence is intended to deter vandalism, loitering, theft, and other disruptive behaviors that have occurred in the parking lot and surrounding common areas. By improving visibility and response capability, the patrol service will support a safer environment for patrons, staff, and community members. 1059 Page 78 of 121
Consequences of Not Funding:

If additional funding for security patrols is not approved, the shared parking lot and surrounding exterior spaces may continue to experience incidents that impact both the Arthur F. Turner Library and nearby City facilities. Without a visible deterrent or proactive monitoring, issues such as vandalism, unauthorized gatherings, and other disruptive behaviors may persist or increase. These incidents can negatively affect the perception of safety for patrons and staff, potentially reducing community use of both the library and the community center. Continued incidents may also lead to higher maintenance and repair costs for City-maintained property within the CAM area and place additional demands on staff and law enforcement response.

Alternatives Considered:

Several alternatives were considered prior to recommending additional security patrol funding. One option was to maintain the current level of monitoring and rely solely on reactive responses from existing City staff and law enforcement when incidents occur. However, this approach does not provide proactive deterrence and may result in continued or increased incidents. Another alternative included installing additional lighting or surveillance cameras; while these measures can support long-term safety improvements, they do not provide the immediate on-site presence needed to deter behavior or respond to issues in real time. Increasing security patrol coverage provides a more direct and flexible solution that can be adjusted based on activity levels and operational needs.

Section 4 - Attachments
Attachment Attachment Description
Yolo County Library Quote
1060 Page 79 of 121
Budget Decision Package
$0.00
$50,000.00
$50,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01050
Status: Council Review
Title: Accela System Assessment
Department: Community Development Priority: 0
Contact: Andrea Ouse Phone: (916) 617-4675
Mandatory: No
Section 1 - General Information
Strategic Plan:

Development Services Enhancements
Description:

Project Type:

Information Technology Project
The Community Development Department is requesting funding to undertake a comprehensive “full reset” of the City’s Accela Civic Platform permitting system. Accela serves as the backbone of the City’s development services operations, supporting permitting, plan review, inspections, code enforcement, and customer interactions. Over time, incremental system modifications, evolving regulatory requirements, and inconsistent configuration practices have resulted in a system that is no longer operating efficiently or intuitively. Staff and customers experience friction at multiple points in the process, including application intake, routing, plan review workflows, inspection scheduling, and status transparency.

This project would engage a qualified third-party consultant to conduct a comprehensive system optimization, including:

A full gap analysis comparing current system functionality to best practices Identification of root causes of inefficiencies and process breakdowns Evaluation of end-user experience (staff and customers) Documentation of current-state vs. future-state workflows Development of a prioritized implementation roadmap
Configuration reset and/or rebuild of key modules to align with optimized workflows This is not a minor system tune-up—it is a strategic re-engineering of how the City delivers development services, using Accela as the enabling platform. This investment is not simply a technology upgrade—it is a service delivery transformation initiative. A fully optimized Accela system will directly support the City’s goals of efficiency, transparency, economic development, and organizational excellence. Without this reset, the City will continue to operate within a system that constrains performance rather than enables it. With it, we position ourselves to deliver faster, clearer, and more predictable development services—consistent with the expectations of our community, applicants, and policy leadership.

Section 2 - Costs
1061 Page 80 of 121
Fund Activity Object Description 2025/2026 2026/2027 One Time
221 9310 5261 Accela System Assessment
This reflects a comprehensive, consultant-led system
optimization and reconfiguration for West Sacramento's
Accela platform. Includes: Discovery and Gap Analysis;
Business Process Reengineering; System
Reconfiguration/"Reset"; Data Cleanup and Migration;
Testing, Training and Change Management; plus
contingency of 10-15%. Could also include potential for Reporting Dashboards/KPI tools.
$0.00 $50,000.00 Yes
Total $0.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The Accela Reset Initiative is intended to achieve the following:

1. Improve Operational Efficiency
Streamline permit intake, routing, and approvals
Reduce redundant steps and manual workarounds
Standardize workflows across divisions (Planning, Building, Engineering)

2. Enhance Customer Experience
Provide clear, transparent, and predictable permitting processes Improve online application usability and real-time status tracking Reduce processing times and customer frustration

3. Increase System Reliability and Data Integrity
Eliminate inconsistent configurations and “shadow processes” Improve data quality for reporting, compliance, and decision-making Ensure system aligns with current codes, policies, and business practices

4. Support Staff Effectiveness and Morale
Reduce administrative burden and inefficiencies
Provide intuitive tools that align with how staff actually work Minimize reliance on institutional knowledge and workarounds

5. Establish a Scalable, Future-Ready Platform
Position the City to adapt to future regulatory changes (e.g., State housing laws) Enable integration with other systems (GIS, finance, document management) Create a governance framework for ongoing system management 1062 Page 81 of 121
Consequences of Not Funding:

Failure to invest in a system reset will result in continued, and likely worsening, operational challenges, including but not limited to:

1. Ongoing Inefficiencies and Delays
Continued reliance on manual processes and workarounds
Longer permit processing times and reduced throughput

2. Increased Customer Dissatisfaction
Lack of transparency and predictability in permitting
Higher volume of complaints and escalations from applicants and developers

3. Staff Burnout and Capacity Constraints
Staff time diverted to troubleshooting system issues rather than delivering services Increased training burden due to system complexity and inconsistency

4. Risk to Economic Development Goals
Perception of the City as difficult to navigate for development Potential loss of investment opportunities due to delays and uncertainty

5. Data and Compliance Risks
Inconsistent or incomplete data affecting reporting and decision-making Challenges in meeting State mandates and performance expectations Alternatives Considered:

Alternative 1: Maintain Status Quo (No Action)
If Community Development continues operating with the current Accela configuration and address issues incrementally as they arise:

Pros: No upfront cost
Cons: Does not address root causes, leads to continued inefficiencies and escalating staff/customer frustration, ultimately results in higher long-term costs
Alternative 2: Incremental Internal Improvements
If CDD utilizes internal staff to make ongoing adjustments and refinements:

Pros: Lower cost than a full reset; leverages internal knowledge Cons: Limited staff capacity and technical expertise, risk of perpetuating inconsistent configurations, no comprehensive, system-wide solution
Alternative 3: Partial System Optimization (Targeted Modules Only) This alternative would focus on improving select components (e.g., permitting or inspections only):

Pros: Lower initial cost; targeted improvements
Cons: Does not resolve cross-functional workflow issues, risks creating further fragmentation, misses opportunity for transformational change
Section 4 - Attachments
Attachment Attachment Description
Accela Issue Paper Issue paper presented to Exec Team in December 2025, and recommended to be implemented "at staff level".
1063 Page 82 of 121
Budget Decision Package
$0.00
$132,000.00
$132,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01051
Status: Council Review
Title: Sign Shop Base Stock
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

One Time Expenditure
Establishment of a full base stock inventory for the Sign Shop in order to fully utilize newly acquired sign-making equipment. The equipment enables in-house production of street name signs, regulatory signs, and vinyl decals, reducing reliance on outside vendors and improving response times for maintenance and replacement needs. As this equipment is newly implemented, staff required several months to become proficient in its operation, refine workflows, and accurately assess production capacity. With this learning curve now complete, the division is positioned to efficiently produce a consistent volume of signage, making it both practical and cost-effective to maintain a wellstocked inventory of commonly used sign materials and finished products.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
201 9210 5240 Sign Shop Base Stock
One-time purchase of base stock
$0.00 $132,000.00 Yes
Total $0.00 $132,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Objective: establish and maintain a reliable base stock of sign materials and frequently used signs to support timely installation and replacement throughout the City. This includes improving operational efficiency by reducing lead times, minimizing emergency orders, and enabling rapid response to damaged or missing signage. Additionally, the goal is to maximize the return on investment of the new equipment by increasing in-house production capabilities, reducing outsourcing costs, and standardizing sign quality and availability across all service areas.

Consequences of Not Funding:

If this request is not funded, the Sign Shop will continue to operate without sufficient inventory, resulting in delays in sign replacement and installation. This may lead to increased reliance on external vendors, higher per-unit costs, and longer procurement timelines. Operational inefficiencies will persist, limiting the City’s ability to respond promptly to regulatory and safety-related signage needs. Additionally, the full value of the recently acquired equipment will not be realized, as production capabilities will remain underutilized due to inconsistent material availability.

Alternatives Considered:

An alternative to this request is to continue procuring signs and materials on an as-needed basis, either through limited in-house production or outsourcing to third-party vendors. While this approach reduces upfront costs, it results in higher long-term expenses, slower response times, and less control over production schedules. Another alternative is to utilize Measure O funds to support the base stock purchase; however, this would require prioritization against other competing needs funded through that source. Ultimately, establishing a dedicated base stock budget provides the most sustainable and operationally efficient solution.

Section 4 - Attachments
1064 Page 83 of 121
Budget Decision Package
$0.00
$24,500.00
$24,500.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01052
Status: Council Review
Title: Traffic Unit Budget Increase
Department: Police Priority: 1
Contact: Shawnae Brooks Phone: (916) 617-5057
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
The Police Department Traffic Unit has assumed new responsibilities regarding the reclassification of Parking Enforcement Officers to Traffic Operations Officers to address personnel needs for the increased special events and Major League Baseball Athletics. With the industry standards of traffic education, enforcement, and investigations the unit has also leveraged new technology regarding scene investigations and parking enforcement. These advancements come with added and increased costs to support the technology and personnel. The Department is seeking an increase in the traffic unit budget to address the ongoing technology equipment and software subscriptions, as well as the increase costs to purchase safety equipment and uniforms for the Traffic Operations Officers and Motor Officers.

There is also an immediate need to replace (6) aging speed measuring equipment (LIDARs) that are no longer supported by manufacturers, as well the need to purchase, outfit, and support two existing parking vehicles with two license plate reader systems to integrate with the city’s parking meters.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9116 5257 Traffic Collision Software
Traffic Collision Software
$0.00 $11,500.00
101 9116 5261 RADAR/LIDAR Calibration Services
Annual RADAR/LIDAR Calibration
$0.00 $3,000.00
101 9116 5215 New Traffic Operations Officer Uniforms
5-6 Traffic Operations Officer Uniforms / annual
$0.00 $5,000.00
101 9116 5215 Motor Officers Safety Equipment and Supplies Increase in costs of Motor Equipment and Supplies
$0.00 $5,000.00
Total $0.00 $24,500.00
Section 3 - Detailed Information
Objectives/Need for Request:

Increase the utilization and optimization of Traffic and Motor Units throughout the City Of West Sacramento.

Consequences of Not Funding:

Software and equipment will not be supported with current subscriptions and will not be available for the unit to use for investigation and enforcement operations.

An increase in cost associated with anticipated onboarding of new Traffic Operations Officers will be constant due to seasonal positions and increased special events and sporting events.

If Lidar units are not replaced there will be no support for repairs when units sustain software or hardware failure.

Alternatives Considered:

Stagger the purchasing of the replacement LIDAR units for a period of time to reduce initial cost.

Section 4 - Attachments
1065 Page 84 of 121
1066 Page 85 of 121
Budget Decision Package
$0.00
$726,000.00
$726,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01055
Status: Council Review
Title: Operational Funding for Homeless Emergency Housing Program Department: Economic Development & Housing Priority: 1
Contact: Raul Huerta-Castro Phone: (916) 617-4561
Mandatory: No
Section 1 - General Information
Strategic Plan:

Homelessness & Communitywide Impact Management
Description:

Project Type:

One Time Expenditure
The City has been operating a Homeless Emergency Housing Program (Program) since December 2020. The Program initiated with the City's acquisition of the former Rodeway Inn motel to provide non-congregate emergency housing for homeless individuals as a response to the COVID pandemic. The Program has since expanded with the City's acquisition of the former Flamingo Motel in 2023, the Pick Wick and El Tejon motels in 2024 and the Westwood Motel in 2025. The Program serves more than 100 unique individuals at any given time, who also receive case management support with the ultimate goal of placement into permanent housing. Operational costs for the Program include staff (Program manager, two Program Technicians, and case managers), security services, limited food distribution, property maintenance activities and utilities. Other operational expenses include mattress/bed replacements and emergency repairs. The City has been very successful in applying for and being awarded grant funds for these operational expenses totaling more than $5.7 million from sources like Prohousing Incentive Program (PIP) Round 1, Emergency Solutions Grant (ESG), Homeless and Housing Assistance Program (HHAP), Homekey Program, Community Development Block Grant (CDBG) and Yolo County. To date, less than 10% of operational funding for the Program has come from local funds. Unfortunately, the current federal environment is creating significant hurdles for local homeless services as national policy shifts away from long-standing, evidence-based funding models. Between proposed budget cuts and a move toward more restrictive grant requirements, local agencies are facing a gap in the reliable support they need to maintain stable housing programs. Existing grant funds for the operational Program costs are only sufficient through June 30, 2026.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
106 9020 5111 Operational Funding - Homeless Emergency Housing Program
Salaries for Case Managers
$0.00 $1,375,057.94 Yes
106 9020 5261 Operational Funding - Homeless Emergency Housing Program
Lyons Security, Mosaic West, Pest, others.
$0.00 $644,000.00 Yes
106 9020 5222 Operational Funding - Homeless Emergency Housing Program
ATT, PGE, City, WM, etc.
$0.00 $36,000.00 Yes
106 9020 5241 Operational Funding - Homeless Emergency Housing Program
Miscellaneous grounds maintenance.
$0.00 $20,000.00 Yes
106 9020 5212 Operational Funding - Homeless Emergency Housing Program
Miscellaneous maintenance tools needed for repairs.
$0.00 $10,000.00 Yes
106 9020 5330 Operational Funding - Homeless Emergency Housing Program
Taxes, assessments.
$0.00 $6,000.00 Yes
1067 Page 86 of 121
106 9020 5251 Operational Funding - Homeless Emergency Housing Program
Misc. Office supplies/equipment.
$0.00 $10,000.00 Yes
218 9810 5111 Operational Funding - Homeless Emergency Housing Program
$0.00 ($1,375,057.94) Yes
Total $0.00 $726,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of the Program is to provide a stable, non-congregate environment that transitions individuals from unsheltered homelessness into permanent, sustainable housing. By utilizing acquired motel properties like the Rodeway Inn and Westwood Motel, the City aims to offer more than just a bed; the goal is to deliver comprehensive case management and essential support services that address the root causes of instability. Ultimately, the Program seeks to reduce the prevalence of local encampments, alleviate the strain on municipal emergency resources, and foster long-term self-sufficiency for over 100 vulnerable residents at any given time.

Consequences of Not Funding:

Failing to sustain the operational funding for this Program would trigger cascading impacts, forcing the displacement of over 100 program participants and reversing years of progress toward building readiness for permanent housing.

Beyond the immediate human toll, the loss of on-site case management and 24/7 security would inevitably lead to a rise in unsheltered homelessness and encampments, placing an expensive and avoidable strain on local police, fire, and emergency medical services.

Alternatives Considered:

The City recently learned it was not awarded a Round 4 Prohousing Incentive Program (PIP) grant, which would have provided nearly $1 million in essential operational funding. Despite this competitive setback, City staff is committed to pursuing alternative resources to sustain the Program’s success. City staff is actively targeting several upcoming highpriority funding streams, including:
- PIP Round 5: Re-applying with a strengthened case for the City’s prohousing initiatives. - Permanent Local Housing Allocation (PLHA): Utilizing formula-based state funding for housing-related services. - Homeless Housing, Assistance and Prevention (HHAP): Pursuing regional and state block grants designed specifically for homelessness interventions.

Section 4 - Attachments
1068 Page 87 of 121
Budget Decision Package
$0.00
$144,554.00
$144,554.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01058
Status: Council Review
Title: New Position - Program Technician I/II (Media Production/AV Services) Department: City Manager's Office Priority: 2 Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This decision package is to request the addition of a Program Technician I/II for the Community Relations Division. The Community Relations Division provides communications, event planning, and community outreach support to departments throughout the City organization. The request is to add a position to provide support to the Division for video and other media production, but also provide support to IT and Clerk's divisions by operating the AV system for the Council Chambers for public meetings. The longtime consultant who operated the AV system for broadcasting the meetings passed away suddenly and staff has been relying on a temporary consultant to provide the service.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9026 5111 New Position - Program Technician I/II
Media production and AV services for Council Chambers
$0.00 $137,054.00
104 9026 5574 Laptop, Office Equipment
Laptop, office equipment, etc.
$0.00 $5,000.00 Yes
104 9026 5257 Office Licenses
Licenses for new position, including Office 365, Adobe, etc.
$0.00 $1,500.00
104 9026 5258 Training/Conferences
Training for new position
$0.00 $1,000.00
206 9038 5950 Transfer fr 206 to 104
Transfer fr 206 to 104
$0.00 $139,554.00
206 9038 5950 Transfer fr 206 to 104
Transfer fr 206 to 104
$0.00 $5,000.00 Yes
104 9026 4990 Transfer fr 206 to 104
Transfer fr 206 to 104
$0.00 ($139,554.00)
104 9026 4990 Transfer fr 206 to 104
Transfer fr 206 to 104
$0.00 ($5,000.00) Yes
Total $0.00 $144,554.00
Section 3 - Detailed Information
Objectives/Need for Request:

By adding a new Program Technician I/II for the Community Relations Division, staff hopes to provide consistency and stability to the operation of the AV system for broadcasting public meetings in the Council Chambers.

Consequences of Not Funding:

Without funding, staff will need to continue to rely on the temporary consultant or contract for another outside contractor at a greater expense.
1069 Page 88 of 121
Alternatives Considered:

Continue to rely on the temporary consultant or contract for another outside contractor at a greater expense.

Section 4 - Attachments
1070 Page 89 of 121
Budget Decision Package
$0.00
$300,000.00
$300,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01059
Status: Council Review
Title: Professional Services (Utility Rate Increase)
Department: Public Works Priority: 2
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
This decision package requests an increase in professional services funding for the Water Treatment Plant to support compliance with evolving state and federal regulatory requirements, as well as to provide necessary technical expertise for capital improvement projects. These funds will be used to contract with qualified vendors and consultants to perform specialized services, including regulatory testing, reporting, engineering analysis, and project planning. As regulatory standards continue to become more stringent, the need for external expertise has increased beyond what can be supported with existing staff resources.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9610 5261 Professional Services (Utility Rate Increase) Professional services
$0.00 $300,000.00
Total $0.00 $300,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Ensure continued compliance with all applicable state and federal drinking water regulations while maintaining safe and reliable water treatment operations. Additional goals include leveraging professional expertise to support the planning, design, and implementation of capital improvement projects, improving operational efficiency, and minimizing regulatory risk. This funding will also allow the City to proactively address emerging requirements and maintain high water quality standards for the community.

Consequences of Not Funding:

If this request is not funded, the City may face challenges in meeting increasingly complex regulatory requirements, which could result in compliance violations, fines, or enforcement actions. Limited access to specialized expertise may delay or hinder critical capital improvement projects, potentially impacting system reliability and long-term infrastructure planning. Additionally, staff may be required to take on responsibilities outside their expertise, increasing operational risk and reducing overall efficiency.

Alternatives Considered:

One alternative considered is to continue operating within the current budget and limit the use of external consultants; however, this approach is not sustainable given the increasing complexity of regulatory requirements and project demands. Another option is to hire additional in-house staff with specialized expertise, which may provide long-term benefits but would require significant ongoing costs related to salaries, benefits, and training. Utilizing professional service contracts provides flexibility, access to specialized knowledge, and scalability based on project needs.

Section 4 - Attachments
1071 Page 90 of 121
Budget Decision Package
$0.00
$15,000.00
$15,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01060
Status: Council Review
Title: 2026 City Facility Safety Inspection Improvements Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety, Security & Service Metrics
Description:

Project Type:

One Time Expenditure
This decision package requests funding to address priority findings identified in the 2026 City Facility Safety Inspection.

The top three issues requiring immediate attention include: (1) engaging a qualified structural professional to assess a large visible crack on the gym wall at Fire Station 45, (2) upgrading access control measures at the 2nd floor building counter to improve security and staff safety, and (3) equipping the Water Treatment Plant Old Lab building with appropriate storage solutions to reduce clutter and maintain clear emergency egress pathways. These improvements are necessary to correct identified safety deficiencies and ensure compliance with applicable safety standards and best practices.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5241 2026 City Facility Safety Inspection Improvements Initial budget request to begin remediation of the
identified deficiencies. Additional funds may be required to complete remediation.
$0.00 $15,000.00 Yes
Total $0.00 $15,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Remediate identified safety hazards and reduce risk to staff, visitors, and City assets. Specific goals include obtaining a professional structural evaluation to determine the severity and required remediation of the wall crack, enhancing access control to limit unauthorized access and improve workplace safety, and improving storage conditions at the Water Treatment Plant to ensure safe, organized, and code-compliant conditions. Collectively, these efforts aim to strengthen overall facility safety and operational integrity.

Consequences of Not Funding:

Failure to fund this request may result in continued exposure to safety risks and potential liability. The structural crack at Fire Station 45 could worsen if not properly assessed, potentially leading to more significant structural issues and higher future repair costs. Inadequate access controls may increase the risk of unauthorized access, security incidents, or staff safety concerns. Continued clutter and insufficient storage at the Water Treatment Plant Old Lab building may obstruct emergency exit pathways, creating life safety hazards and increasing the likelihood of regulatory violations.

Delaying these corrections may also result in higher long-term costs and potential compliance issues.

Alternatives Considered:

Alternatives considered include addressing these issues on a reactive or phased basis using existing maintenance budgets. However, this approach may delay critical safety improvements and does not ensure timely resolution of identified hazards. Another alternative is to defer action; however, this significantly increases risk and potential liability.

Limited interim measures, such as temporary barriers or administrative controls, could reduce some risk but would not fully resolve the underlying issues. Dedicated funding provides the most effective and timely approach to address these priority safety concerns.
1072 Page 91 of 121
Section 4 - Attachments
1073 Page 92 of 121
Budget Decision Package
$0.00
$75,000.00
$75,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01061
Status: Council Review
Title: Cross Connection Survey (Utility Rate Increase)
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Previous Years Priorities
Description:

Project Type:

One Time Expenditure
This decision package requests additional funding to supplement the existing budget for the Cross Connection Survey Program. While initial funding was previously allocated, the project experienced delays and was not implemented as originally planned. With the recent approval of the water rate increase and the addition of staffing resources, the City is now prepared to move forward with the program. However, due to inflationary pressures and increased vendor costs, the original funding is no longer sufficient to complete the survey. Additional funds are necessary to contract with qualified vendors to perform the comprehensive cross connection survey in compliance with current regulatory requirements.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9612 5261 Cross Connection Survey (Utility Rate Increase) additional funding to supplement the existing budget for the Cross Connection Survey Program
$0.00 $75,000.00 Yes
Total $0.00 $75,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The primary objective of this request is to complete a comprehensive cross connection survey to ensure compliance with state drinking water regulations and protect the integrity of the City’s potable water system. A key goal is to collect accurate system-wide data that will support the development and long-term management of the City’s cross connection control program. This effort is especially critical as the City prepares to hire a Water Program Supervisor in Fiscal Year 2027-28, who will oversee this program along with other regulatory and operational responsibilities. Having complete and reliable data in place will enable effective program management, compliance tracking, and future planning.

Consequences of Not Funding:

If additional funding is not approved, the City will be unable to complete the cross connection survey, increasing the risk of non-compliance with state regulations and potential enforcement actions. Without this survey, the City will lack critical data needed to identify and manage cross connection hazards, potentially compromising water quality and public health. Additionally, delaying the project further may result in continued cost increases and hinder the ability of incoming staff to effectively manage the program.

Alternatives Considered:

One alternative considered is to scale down the survey or complete it in phases using existing funds; however, this would delay full compliance and extend project timelines. Another option is to perform the survey in-house; however, current staff resources and expertise are insufficient to complete the work within a reasonable timeframe. Deferring the project entirely was also considered but would significantly increase regulatory risk and potential future costs.

Increasing the existing budget to reflect current market conditions provides the most efficient and compliant path forward.
1074 Page 93 of 121
Section 4 - Attachments
1075 Page 94 of 121
Budget Decision Package
$0.00
$50,000.00
$50,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01062
Status: Council Review
Title: Traffic Signal & Street Light Emergency Repairs
Department: Public Works Priority: 1
Contact: Lorianne Landsaw Phone: (916) 617-4579
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
This item is to provide funding for traffic signal emergency repairs from collisions with the traffic signal and street lighting equipment. It also is to provide funding for necessary traffic signals materials and equipment failures in the events of "acts of God" such as storms, earthquakes, etc.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
201 9212 5993 Traffic Signal & Street Light Emergency Repairs Previously CIP #12204
$0.00 $50,000.00
Total $0.00 $50,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The costs associated with failing to make repairs is considerably greater from a risk factor than making the repairs when necessary. This is a necessary function of operating traffic signal and street light systems.

Consequences of Not Funding:

Failing to repair non-working traffic signals is unacceptable. Further expecting the Traffic Signal Technicians to repair non-working traffic signals without the funds to purchase the necessary materials and equipment necessary for the repairs is also unacceptable.

Alternatives Considered:

Section 4 - Attachments
1076 Page 95 of 121
Budget Decision Package
$0.00
$300,000.00
$300,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01063
Status: Council Review
Title: Major Water System Emergency Repairs
Department: Public Works Priority: 1
Contact: Rebecca Scott Phone: (916) 617-5259
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
Major repairs of water distribution system and/or reservoirs (tanks) pumping systems for unforeseen and emergency repairs.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
506 9611 5993 Major Water System Emergency Repairs
Previously CIP 21007
$0.00 $300,000.00
Total $0.00 $300,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Needed for unforeseen and emergency repairs.

Consequences of Not Funding:

Funding would not be available for major repairs associated with unforeseen emergencies.

Alternatives Considered:

Section 4 - Attachments
1077 Page 96 of 121
Budget Decision Package
$0.00
$250,000.00
$250,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01064
Status: Council Review
Title: Major Sewer System Emergency Repairs
Department: Public Works Priority: 1
Contact: Rebecca Scott Phone: (916) 617-5259
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
Repairs of sanitary sewer distribution system and/or pumping systems (lift stations) in unforeseen and emergency situations.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
501 9410 5993 Major Sewer System Emergency Repairs
Previously CIP 31007
$0.00 $250,000.00
Total $0.00 $250,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

These repairs of the sanitary sewer distribution system and/or pumping systems (lift stations) would only be necessary in unforeseen and emergency situations.

Consequences of Not Funding:

There would be no funding available for these emergency repairs.

Alternatives Considered:

Doing nothing and not planning for emergency repair work.

Section 4 - Attachments
1078 Page 97 of 121
Budget Decision Package
$0.00
$150,000.00
$150,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01066
Status: Council Review
Title: HVAC Emergency Repairs
Department: Public Works Priority: 0
Contact: Rebecca Scott Phone: (916) 617-5259
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
The Public Works Operations & Maintenance Department seeks funding to proactively replace aging HVAC units across City facilities, including offices, community centers, and public safety buildings. With the proposed request of a new Stationary Engineer position in Facilities, the City will have the capacity to monitor HVAC systems for end-of-life indicators, enabling early identification of units at risk of failure. This program will allow for strategic planning and replacement of HVAC units before catastrophic failures occur, ensuring reliable operation, energy efficiency, and a safe and comfortable environment for City staff and the public.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9325 5993 HVAC Emergency Repairs
Previously CIP 50007
$0.00 $150,000.00 Yes
Total $0.00 $150,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

Due to current staffing shortages, Facilities has historically taken a reactive approach to HVAC maintenance, often responding to failures rather than preventing them. The new Stationary Engineer position will provide the additional staff time needed to detect units nearing the end of their service life. Funding for replacement units is essential to support this proactive maintenance strategy, minimize emergency repair costs, and maintain operational continuity.

Early replacement protects the City’s capital investment, ensures compliance with safety and comfort standards, and supports energy-efficient operations.

Consequences of Not Funding:

Without funding for HVAC replacements, the City risks catastrophic failures of aging systems, resulting in costly emergency repairs, operational disruptions, and decreased comfort and safety in City facilities. Reactive maintenance may also lead to increased energy usage and accelerated wear on other building systems, further escalating long-term costs. Delaying replacements can reduce system reliability, shorten equipment lifespan, and compromise the City’s ability to maintain a safe and efficient working environment. The City also hosts cooling centers for residents in extreme heat events, and requires functioning HVAC systems to offer this service.

Alternatives Considered:

Alternatives include continuing reactive maintenance, performing partial or phased replacements, or relying solely on emergency repairs. However, these approaches carry significant drawbacks: reactive maintenance leaves the City vulnerable to unexpected system failures, phased replacements may fail to address critical units in time, and emergency repairs are typically more costly and disruptive than planned replacements. Proactively funding full replacements of aging HVAC units is the most reliable and cost-effective method to ensure system reliability, energy efficiency, and long-term operational sustainability.

Section 4 - Attachments
1079 Page 98 of 121
1080 Page 99 of 121
Budget Decision Package
$0.00
$185,000.00
$185,000.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01067
Status: Council Review
Title: Increase to Operations Vehicle Maintenance, Stations & Grounds, and Household Expenses Department: Fire Priority: 0
Contact: Sharee Wooten Phone: (916) 617-5029
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
An increase in funding is necessary to address rising costs associated with the maintenance and operation of department facilities, fire apparatus, and personnel support needs, and to align adopted budget levels with current operational demands. The affected cost centers--Vehicle Maintenance, Stations & Grounds, and Household Supplies-- have not kept pace with the actual costs required to sustain day-to-day operations.

Costs associated with facility maintenance and upkeep across all five fire stations continue to escalate, placing strain on the Stations & Grounds budget.

Similarly, fleet growth, rising parts and service costs, and the continued operation of aging apparatus have significantly impacted the Vehicle Maintenance budget. Due to the critical nature of emergency response operations, necessary repairs are performed as needed to keep apparatus in service, resulting in expenditures that routinely exceed the adopted budget in this cost center.

The Household Supplies budget has not been adjusted to reflect a 20% increase in staffing, creating a gap in resources necessary to maintain functional living environments for personnel.

This request represents a structural alignment of these cost centers with current operating conditions and ensures that essential maintenance, repairs, and personnel support needs are appropriately budgeted. This approach also improves budget predictability and reduces reliance on year-end adjustments to address known and recurring operational costs.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
112 9151 5241 Maintenance - Structures & Grounds
Expenses related to routine maintenance, contracted
services, and ongoing upkeep across all five fire stations continue to rise significantly, placing increasing strain on the existing Stations and Grounds budget.
$0.00 $25,000.00 Yes
112 9151 5219 Operations- Household Expenses
Additional funding is required for household expenses to adequately support a 20% increase in staffing and
ensure fire stations are properly supplied and maintained as safe, clean, and functional living environments for
personnel.
$0.00 $10,000.00 Yes
112 9151 5255 Maintenance - Vehicle Expenses
Additional funding is required for vehicle apparatus
maintenance due to rising costs, an expanding fleet, and increased repairs associated with aging equipment to
ensure all units remain safe, reliable, and fully
operational for emergency response.
$0.00 $150,000.00 Yes
1081 Page 100 of 121
Total $0.00 $185,000.00
Section 3 - Detailed Information
Objectives/Need for Request:

The goal/ objective is to secure additional funding to offset rising costs for services, maintenance, repairs, and supplies, reduce deferred maintenance through proactive upkeep, extend the lifespan and efficiency of existing equipment, and align the Household Supplies budget with current staffing levels. Achieving these goals will support operational readiness and ensure the continued safety of personnel and the community.

Consequences of Not Funding:

Not funding this decision package will result in continued misalignment between adopted budget levels and actual expenditures across the affected cost centers (particularly 5255). Due to the critical nature of emergency response operations, necessary apparatus repairs and maintenance will continue to be performed to keep units in service, roadsafe, and compliant with applicable DOT/DMV requirements. As a result, the Vehicle Maintenance cost center will continue to experience recurring overages.

This approach, while operationally necessary, requires continued reliance on unplanned budget overages to maintain essential operations.

Additionally, insufficient funding for household supplies will limit the department’s ability to consistently maintain clean, safe, and functional living environments for personnel, which may impact morale and day-to-day readiness.

Collectively, these conditions maintain current service levels in the short term but do so through a reactive and less efficient funding approach.

Alternatives Considered:

Option 1: Maintain Current Funding Levels (Status Quo)
Under this option, the FD would continue operating within existing appropriations. Due to the critical need to maintain a fully functional fleet, necessary repairs and maintenance would continue to be performed as issues arise and in accordance with DMV/DOT requirements. This will result in ongoing expenditures exceeding the adopted budget in the Vehicle Maintenance cost center. While service levels would be maintained, this approach creates ongoing variances between budgeted and actual costs and limits the ability to accurately forecast and manage expenditures.

Option 2: Reallocate Existing Department Resources
This option would redistribute funds from other FD operational cost centers to offset increased maintenance, facility, and supply costs. However, we have been working with CMO & Finance over the past several budget cycles to ensure that existing FD cost centers are appropriately calibrated to accurately reflect current operational demands, including training, equipment replacement, and emergency operations. Therefore, reductions elsewhere to offset increases in these problematic areas would reverse this progress and reintroduce structural imbalances into the FD budget.

Option 3: Defer Maintenance and Reduce Expenditures
Reducing expenditures by deferring facility maintenance, delaying apparatus repairs, or limiting household supply purchases was considered. However, the magnitude of the funding shortfall in the Vehicle Maintenance cost center exceeds what can be absorbed through reductions in other operational areas. Attempting to do so would shift risk across the organization, increase long-term costs, and accelerate the deterioration of facilities and equipment. In the case of apparatus, deferring repairs is not operationally feasible beyond a limited threshold, as it would compromise reliability and response readiness.

Recommended Option: Align Budget with Actual Operational Costs:

The recommended approach is to increase ongoing appropriations to the Vehicle Maintenance, Stations & Grounds, and Household Supplies cost centers to reflect actual, unavoidable operational expenditures. This adjustment aligns adopted budget levels with current operating realities and ensures that costs associated with maintaining a reliable emergency response system are planned for and budgeted.

This approach supports continued reliability of frontline apparatus, maintains safe and functional facilities, and provides adequate resources to support personnel. It also improves budget predictability and reduces recurring variances between adopted and actual expenditures, consistent with direction provided by the Finance Department.

Section 4 - Attachments
1082 Page 101 of 121
Attachment Attachment Description
Apparatus Maintenance Budget Snapshot Attached is a budget snapshot covering the past five fiscal years, along with our current status for the Vehicle Apparatus Maintenance budget. 1083 Page 102 of 121
Budget Decision Package
$0.00
$312,498.00
$312,498.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01068
Status: Council Review
Title: New Battalion Chief Position for Fire Marshal duties Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:

Citywide Public Safety & Security
Description:

Project Type:

New Program/Initiative
This proposal respectfully requests funding for the creation of a fifth Battalion Chief position that would be assigned Fire Marshal responsibilities, to strengthen the Fire Department’s command capacity and ensure the organization is positioned to meet current and future demands. The Fire Marshal function encompasses fire prevention, code enforcement, plan review, and community risk reduction -- areas that are expanding in both complexity and consequence as development activity and regulatory expectations continue to increase. The position could also have a role in emergency management.

The addition of this position will establish a dedicated command-level leader for these critical functions, increasing administrative leadership capacity within WSFD without modifying or reclassifying any existing positions. Assigning these responsibilities at the Battalion Chief level ensures the City maintains consistent, accountable, and appropriately authorized oversight of fire and life safety regulations.

This position is essential to future-proofing the organization. Without additional command-level capacity, the department’s ability to effectively manage increasing workload, regulatory complexity, and community expectations will become increasingly constrained. Establishing a fifth Battalion Chief–level for Fire Marshal duties provides focused leadership for these growing demands while allowing the existing four Battalion Chiefs to remain focused on their field/operational assignments.

It's important to note that this model reflects established regional and industry best practice, wherein Fire Marshal functions are typically assigned at the Battalion Chief level or higher. This convention recognizes the technical expertise, sound judgment, and organizational impact required of the role. This model also strengthens long-term organizational sustainability by creating expanded career pathways at the Battalion Chief level, supporting recruitment, retention, and succession planning.

Lastly, this proposal brings the Fire Department’s command structure into alignment with the Police Department (1 Chief, 1 Deputy Chief, 5 Lieutenants), promoting consistency across public safety leadership models and ensuring the City maintains a balanced and resilient command framework.

Section 2 - Costs
1084 Page 103 of 121
Fund Activity Object Description 2025/2026 2026/2027 One Time
112 9153 5111 Ongoing funding for one Battalion Chief-Fire Marshal Position (salary/benefits)
The requested funding represents an ongoing
investment in increased administrative command
capacity necessary to effectively manage growing
regulatory requirements, development activity, and
community expectations. Establishing a Battalion
Chief–level Fire Marshal position provides consistent,
high-level oversight of fire prevention, code enforcement, and life safety functions while aligning the City with
regional and industry standards. This position enhances the department’s ability to recruit and retain qualified personnel and ensures dedicated leadership for
increasingly complex administrative responsibilities. By expanding command capacity, the investment supports
organizational stability, preserves the effectiveness of existing Battalion Chief assignments, facilitates
succession planning and broader career pathways, and
future-proofs the department’s ability to meet evolving service demands.

This is a new position
$0.00 $312,498.00
Total $0.00 $312,498.00
Section 3 - Detailed Information
Objectives/Need for Request:

Objectives/goals of this decision package are as follows:
· Future-proof the organization by establishing sufficient command-level capacity to meet increasing regulatory requirements, development activity, and community expectations · Strengthen administrative command capacity through the addition of a dedicated Battalion Chief–level Fire Marshal to oversee fire prevention, code enforcement, plan review, and community risk reduction functions . Consolidates fire prevention and community risk reduction under a single authority, reducing duplication of effort and streamlining decision-making
· Enhance public safety through proactive risk management, ensuring complex occupancies, special events, and development projects receive consistent, high-level oversight aligned with applicable fire and life safety codes · Attract and retain highly qualified leadership for the Fire Marshal function by aligning the position with industry standards, recognizing the technical expertise, judgment, and accountability required for effective fire and life safety regulation
· Reduce long-term organizational and community risk exposure by ensuring fire prevention and code enforcement activities are led at an appropriate level of authority and consistency · Maintain focus within existing Battalion Chief assignments by ensuring growing administrative demands are managed without impacting current roles and responsibilities · Align the department’s command structure with comparable public safety models (1 Chief, 1 Deputy Chief, 5 Battalion Chiefs), consistent with the Police Department and regional norms · Support long-term organizational sustainability by expanding leadership capacity and strengthening succession planning at the Battalion Chief level
· Provide additional career pathways within the organization, including opportunities for experienced personnel to transition into administrative leadership roles without loss of rank 1085 Page 104 of 121
Consequences of Not Funding:

Consequences of not funding this decision package include the following:
-Inability to scale with growth and complexity: WSFD's command structure will not keep pace with increasing development activity, regulatory requirements, and community expectations, resulting in a more reactive posture over time, leading to an elevated risk profile.
-Reduced consistency in fire prevention oversight: Without dedicated command-level leadership, plan review, inspections, and code enforcement functions may become less consistent as workload increases. -Increased organizational and community risk exposure: Complex occupancies, special events, and evolving building uses require experienced, consistent oversight; insufficient command capacity increases the likelihood of gaps in review, coordination, or follow-through.
-Challenges in attracting and retaining qualified personnel: Misalignment with regional and industry norms will undoubtedly limit the City’s ability to recruit and retain highly qualified candidates for this specialized role. This decision package seeks to structurally align this role with regional norms and industry best practices. -Ongoing strain on existing command staff: Growing administrative demands will continue to compete for limited leadership capacity, reducing flexibility and organizational resilience -Failure to future-proof the organization: The department will remain structured to meet current conditions rather than positioned to effectively manage future demands and risks. -Continued misalignment in public safety command structures: The Fire Department will remain structured differently than the Police Department (1 Chief, 1 Deputy Chief, 5 Lieutenants), limiting consistency in leadership capacity and coordination across public safety operations.

Alternatives Considered:

Status Quo (No Change) - Maintaining the current structure avoids immediate cost but does not address increasing workload, regulatory complexity, or long-term organizational needs. This option does not support future-proofing and maintains existing capacity limitations.

Section 4 - Attachments
1086 Page 105 of 121
Budget Decision Package
$0.00
$16,949.00
$16,949.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01070
Status: Council Review
Title: CMO Position Change - Elim. Admin Analyst; Add Program Manager Department: City Manager's Office Priority: 2
Contact: Amanda Berlin Phone: (916) 617-4512
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Change to Existing Program/Service
On October 15, 2025, Council approved the addition of 1.0 FTE Administrative Analyst I/II/Senior to cost center 104- 9016. The addition of this position was, in part, intended to allow the City Manager's Office to oversee the increase in special projects assigned to the CMO that don't fit neatly into the domain of any other department. With the City embarking on preparation for pursing a MLB expansion team, the need arises for a higher level position to manage this project and other related tasks. The Analyst series previously approved is currently vacant and staff desires to eliminate that position and add a Program Manager/Senior position.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
104 9016 5111 Add 1.0 FTE Program Manager/Senior
New Program Manager Position - differential
$0.00 $16,949.00
104 9016 5111 Eliminate 1.0 FTE Administrative Analyst I/II/Senior Eliminate position to add Program Manager
$0.00 $0.00
Total $0.00 $16,949.00
Section 3 - Detailed Information
Objectives/Need for Request:

Provide appropriate staff support for overseeing the City's preparation for pursing a MLB expansion team and other related tasks.

Consequences of Not Funding:

CMO may lack the appropriate staff resources to support the all aspects of preparing for seeking an MLB expansion team.

Alternatives Considered:

Retaining the Analyst series position.

Section 4 - Attachments
1087 Page 106 of 121
Budget Decision Package
$0.00
$535,149.00
$535,149.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01071
Status: Council Review
Title: Miscellaneous Adjustments
Department: Finance Priority: 0
Contact: Becky Robertson Phone: (916) 617-4584
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
These adjustments reflect miscellaneous routing adjustments required with the annual budget Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
103 9910 4990 817 and 829-849 Jefferson Blvd loan repayment Loan repayment from Measure G
$0.00 ($1,000,000.00) Yes
106 9020 5950 817 and 829-849 Jefferson Blvd loan repayment Loan repayment to GF LT Debt Fund
$0.00 $1,000,000.00 Yes
111 9111 5950 Police MOU contribution in excess of the 50% annual Measure N allocation
Police MOU contribution in excess of the 50% annual
Measure N allocation
$0.00 ($1,233,566.00)
112 9111 5950 Police MOU contribution in excess of the 50% annual Measure N allocation
Police MOU contribution in excess of the 50% annual
Measure N allocation
$0.00 $1,233,566.00
105 9910 5950 Local contribution to FEMA close-out
Local contribution to FEMA close-out
$0.00 $400,000.00 Yes
218 9301 4990 Local contribution to FEMA close-out
Local contribution to FEMA close-out
$0.00 ($400,000.00) Yes
256 9158 4990 SAFER Grant Subsidy
SAFER Grant Subsidy
$0.00 ($125,615.00) Yes
112 9151 5950 SAFER Grant Subsidy
SAFER Grant Subsidy
$0.00 $125,615.00 Yes
107 9554 5259 2026 Baseball Season
One-time expenses
$0.00 $221,574.00 Yes
101 9554 4810 2026 Baseball Season
2026 Baseball Season
$0.00 ($1,581,093.00) Yes
101 9554 5259 2026 Baseball Season
2026 Baseball Season
$0.00 $1,581,093.00 Yes
101 9110 5113 2026 Baseball Season
2026 Baseball Season
$0.00 $19,000.00 Yes
101 9110 5199 2026 Baseball Season
2026 Baseball Season
$0.00 ($19,000.00) Yes
101 9111 5113 2026 Baseball Season
2026 Baseball Season
$0.00 $90,000.00 Yes
101 9111 5199 2026 Baseball Season
2026 Baseball Season
$0.00 ($90,000.00) Yes
101 9113 5113 2026 Baseball Season
2026 Baseball Season
$0.00 $160,000.00 Yes
1088 Page 107 of 121
101 9113 5199 2026 Baseball Season
2026 Baseball Season
$0.00 ($160,000.00) Yes
101 9116 5113 2026 Baseball Season
2026 Baseball Season
$0.00 $190,000.00 Yes
101 9116 5199 2026 Baseball Season
2026 Baseball Season
$0.00 ($190,000.00) Yes
106 9020 5259 2026 Baseball Season
2026 Baseball Season
$0.00 $208,575.00 Yes
101 9910 4990 Transfer fr 208 to 101/107
Transfer fr 208 to 101/107
$0.00 $0.00 Yes
208 9910 5950 Transfer fr 208 to 101/107
Transfer fr 208 to 101/107
$0.00 $0.00 Yes
107 9910 4990 Transfer fr 208 to 101/107
Transfer fr 208 to 101/107
$0.00 ($579,500.00) Yes
208 9910 5950 Transfer fr 208 to 101/107
Transfer fr 208 to 101/107
$0.00 $579,500.00 Yes
112 9114 5310 Behavioral Health Contract with Yolo County Behavioral Health
$0.00 $105,000.00 Yes
Total $0.00 $535,149.00
Section 3 - Detailed Information
Objectives/Need for Request:

Consequences of Not Funding:

Alternatives Considered:

Section 4 - Attachments
1089 Page 108 of 121
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01072
Status: Council Review
Title: Expanded Food and Beverage Facility Enhancement Program Department: Economic Development & Housing Priority: 2
Contact: Meaghan Stiles Phone: (916) 617-4519
Mandatory: No
Section 1 - General Information
Strategic Plan:

Pheasant Club Development
Description:

Project Type:

Change to Existing Program/Service
In 2024, the City launched the Food and Beverage Facility Enhancement (FBFE) Program to help fund improvements for new and existing restaurants located in the City’s infill areas to support increased foot traffic anticipated by the temporary relocation of the Athletics to West Sacramento. To date, the Program has been very successful, with over $400,000 in grants issues for 25 businesses. A key challenge expressed by businesses participating in the Program are the large up-front costs associated with establishing a new business or improving an existing business without having a sufficient revenue stream to cover the costs. Additionally, there has been significant interest from existing and prospective businesses that are either located outside of the eligibility area, or don’t meet the City’s current small business criteria, making them ineligible to access the Program.

The Expanded FBFE Program is intended to make the Program available to businesses citywide, as well as broaden the eligibility to larger restaurants or food and beverage facilities to support West Sacramento as a year-round destination with strong dining and shopping offerings. Program grant funds may be used for strategic tenant improvements and furniture, fixtures, and equipment (FF&E) for restaurant and food-and-beverage tenants occupying targeted commercial properties within West Sacramento. Priority will be given to first-time locations within West Sacramento, unique dining concepts not currently represented in the market, businesses generating significant sales tax revenue, or projects located in priority commercial corridors or catalytic redevelopment areas, such as the riverfront, West Capitol Avenue/Central Business District corridor and Club Pheasant properties.

Similar to the current FBFE Program, the City would offer one-time grants for eligible businesses that fall into the following categories: quick service dining, casual dining, fine dining, fast casual dining, brewery, or tasting room; and businesses must be privately operated (no national brands or chains). Funds are intended to assist eligible businesses with FF&E expenses, including but not limited to: restaurant equipment, dining room furnishings, and technology.

Grant amounts may vary by business, based on tenant space size, type of use, and funding availability.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
106 9020 4820 Measure G ( proceeds from Club Pheasant Sale) Revenue from Club Pheasant property
$0.00 ($1,500,000.00) Yes
106 9375 5310 Measure G
Proposing to utilize the Club Pheasant sale proceeds to expand our current Food & Beverage Facility
Enhancement Grant Program to support multiple new
restaurants locating to West Sacramento.
$0.00 $1,500,000.00 Yes
Total $0.00 $0.00
1090 Page 109 of 121
Section 3 - Detailed Information
Objectives/Need for Request:

Establish an expanded FBFE program to support the successful redevelopment, recruitment, and activation of food and beverage spaces throughout the City in new developments or high-priority redevelopment areas.

Consequences of Not Funding:

Ongoing retail storefront vacancies and delays in securing tenants for new projects, such as the Club Pheasant project.

Delays in attracting destination dining and entertainment concepts result in reduced future taxable sales and associated revenues.

Alternatives Considered:
• Continue with the current business incentive programs which are limited to small businesses within the City’s infill areas.
• Apply business incentive programs on a project-by-project basis. This is not recommended as it creates more risk/uncertainty for businesses as the timing and likelihood of receiving grant funds is unpredictable.

Section 4 - Attachments
1091 Page 110 of 121
Budget Decision Package
$0.00
$0.00
$0.00
Net Request (2025/2026):

Net Request (2026/2027):

Total Net Request:

Package ID: DP-01074
Status: Council Review
Title: Supplemental Cost Allocation
Department: Finance Priority: 1
Contact: Becky Robertson Phone: (916) 617-4584
Mandatory: No
Section 1 - General Information
Strategic Plan:

Not Applicable
Description:

Project Type:

Significant Increase
This reflects the cost allocation associated for the general support services decision packages recommended for the 26 -27 fiscal year budget.

Section 2 - Costs
Fund Activity Object Description 2025/2026 2026/2027 One Time
101 9016 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $759.00
101 9110 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $13,180.00
101 9111 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $15,010.00
101 9112 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $7,366.00
101 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $45,912.00
101 9114 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,378.00
101 9115 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $108.00
101 9116 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,747.00
101 9117 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $813.00
101 9119 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $12.00
101 9130 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $7,795.00
101 9146 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $23.00
1092 Page 111 of 121
101 9150 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4,581.00
101 9151 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $61,506.97
101 9152 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,109.00
101 9153 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4,085.00
101 9311 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1.00
101 9500 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $6,592.00
101 9510 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $21,173.00
101 9515 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,211.00
101 9517 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $23,867.00
101 9520 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $25,680.00
101 9521 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $41.00
101 9554 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,410.00
101 9651 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9,956.00
101 9652 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $12,856.00
101 9653 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $14,668.00
101 9654 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $11,162.00
101 9655 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4,720.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $15,559.00
106 9311 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,611.00
106 9655 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,569.00
1093 Page 112 of 121
106 9657 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $43.00
101 9110 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $55.00
101 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $18.00
101 9116 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $5.00
101 9151 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $22.00
101 9520 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9.00
108 9016 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4.00
108 9111 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,666.00
108 9130 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,506.00
108 9151 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,148.00
108 9205 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,516.00
108 9210 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,208.00
108 9500 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4.00
108 9510 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $129.00
108 9515 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $43,756.00
108 9520 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $34.00
110 9014 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $218.00
110 9017 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8,130.00
110 9018 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,825.00
110 9019 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,257.00
1094 Page 113 of 121
110 9140 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $59.00
110 9510 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8.00
110 9520 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,451.00
110 9810 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8.00
111 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,471.00
111 9110 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $897.00
111 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,643.00
111 9375 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $23.00
201 9205 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,787.00
201 9210 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8,423.00
201 9212 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $280.00
202 9220 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $628.00
202 9222 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $6.00
203 9211 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $25.00
205 9211 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $17.00
206 9038 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $36.00
101 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $34.00
101 9515 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $6.00
101 9520 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $13.00
211 9530 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9.00
1095 Page 114 of 121
112 9019 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,645.00
112 9110 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $753.00
112 9111 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,773.00
112 9112 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $846.00
112 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $5,324.00
112 9114 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4,276.00
112 9116 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,745.00
112 9150 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,984.00
112 9151 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,360.00
112 9210 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $16,331.00
112 9500 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,589.00
112 9520 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8,653.00
112 9523 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2.00
213 9175 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,453.00
215 9230 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $5,712.00
215 9232 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $79.00
217 9231 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2.00
110 9019 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,393.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $14,670.00
219 9328 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4,670.00
1096 Page 115 of 121
221 9034 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $70.00
222 9110 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2.00
223 9150 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3.00
228 9327 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $13.00
101 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2.00
101 9113 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $32.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,149.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $100.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $17.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $37.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $15.00
101 9500 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $856.00
101 9500 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1.00
254 9555 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,026.00
101 9151 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9,623.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $51.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $69.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $25.00
1097 Page 116 of 121
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $46.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $10.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4.00
264 9395 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $23.00
264 9395 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $776.00
269 9176 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $87.00
269 9177 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $184.00
269 9178 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $317.00
269 9179 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $214.00
269 9180 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $76.00
269 9181 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $47.00
269 9182 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $21.00
269 9183 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $343.00
269 9184 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $59.00
269 9185 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $122.00
269 9186 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $95.00
269 9188 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $133.00
269 9189 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $112.00
269 9192 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $25.00
269 9193 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $43.00
1098 Page 117 of 121
269 9194 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $141.00
269 9195 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $15.00
106 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $13.00
296 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4.00
297 9020 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $6.00
101 9910 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $32.00
501 9400 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $104.00
501 9410 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $24,552.00
501 9400 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $28.00
501 9400 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $265.00
506 9600 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,016.00
506 9610 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $24,317.00
506 9611 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $21,433.00
506 9612 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3,119.00
506 9613 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,361.00
506 9600 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $179.00
511 9450 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $11,267.00
654 9045 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $5,765.00
650 9035 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,968.00
650 9311 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9,139.00
1099 Page 118 of 121
650 9315 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $13,452.00
650 9321 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8,374.00
652 9040 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $7,884.00
713 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $88.00
716 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $3.00
719 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $17.00
722 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $29.00
724 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8.00
725 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $30.00
727 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $19.00
728 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $5.00
729 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $8.00
731 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $25.00
732 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $9.00
734 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $12.00
736 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $56.00
737 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $13.00
739 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $4.00
742 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $62.00
747 9901 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $16.00
1100 Page 119 of 121
760 9906 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2.00
652 9040 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $387.00
652 9040 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $18.00
880 9905 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $15.00
652 9040 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $46.00
652 9040 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $21.00
110 9023 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $1,372.00
212 9522 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $35.00
654 9045 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $22.00
110 9141 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $2,903.00
111 9370 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $285.00
106 9375 5991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 $96.00
104 9016 4991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 ($16,949.00)
104 9022 4991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 ($105,665.00)
104 9026 4991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 ($8,119.97)
104 9034 4991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 ($197,500.00)
104 9325 4991 FY 2026-27 SUPPLEMENTAL CAP
Imported by Lewis Dymond from file 26-27
SUPPLEMENTAL CAP DP.csv on 6/10/2026
$0.00 ($317,750.00)
Total $0.00 $0.00
Section 3 - Detailed Information
Objectives/Need for Request:

Consequences of Not Funding:
1101 Page 120 of 121
Alternatives Considered:

Section 4 - Attachments
1102 Page 121 of 121
America Rescue Plan Act (ARPA)
62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation - - - - - - - - America Rescue Plan Act (ARPA) Total - - - - - - - -
Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1103
CFD B - Newport Estates
62100 Heritage Oaks Park - Newport10 (381) City Parks & Recreation $84,514 - $44,571 - - - - $129,085 CFD B - Newport Estates Total $84,514 - $44,571 - - - - $129,085 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1104
CFD C - Bridgeway Island
16011 Targeted Traffic Operations and Safety
Improvements (607) City Community Development $59,325 - - - - - - $59,325 CFD C - Bridgeway Island Total $59,325 - - - - - - $59,325 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1105
CFD N - Parlin Ranch
60015 CFD-N Landscape Improvement Projects (1367) City Parks & Recreation - $200,000 $200,000 - - - - $400,000 CFD N - Parlin Ranch Total - $200,000 $200,000 - - - - $400,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1106
Child Care Impact Fees
62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation - $604,178 - - - - - $604,178 Child Care Impact Fees Total - $604,178 - - - - - $604,178 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1107
Donations & Contributions
15036 3rd and C St. Gateway (575) City Economic Development & Housing $50,000 - - - - - - $50,000
60003 Recreation Center Lap Pool Heater Replacement
(1345) City Public Works - - $270,000 - - - - $270,000
62100 Heritage Oaks Park - Newport10 (381) City Parks & Recreation $220,392 - - - - - - $220,392 62132 Shade Structures in Parks (1080) City Parks & Recreation $10,000 - - - - - - $10,000 Donations & Contributions Total $280,392 - $270,000 - - - - $550,392 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1108
EIFD Construction Bonds
15058 319/325 Third Street Properties (Capitol Plating) (1343) City Economic Development & Housing - $2,000,000 (2,000,000) - - - - - 54030 City Hall/Community Center Re-Configuration
Design (1392) City Capital Projects - $3,000,000 (3,000,000) - - - - - 50002 New Police Department Location Pre-Design
(1287) City Police - $4,000,000 $12,000,000 - - - - $16,000,000 52083 Community Center HVAC Replacement (1290) City Public Works - $3,000,000 (3,000,000) - - - - - 52085 Corporation Yard Phase 3 (1391) City Capital Projects - $2,559,422 (2,559,422) - - - - - 50005 Grand Gateway Parking Structure (1389) City Economic Development & Housing - $4,000,000 (4,000,000) - - - - -
62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation - - $30,000,000 - - - - $30,000,000 62142 Washington Neighborhood Park (1099) City Economic Development & Housing - - $1,150,000 - - - - $1,150,000
14027 Sycamore Trail Phase 3 (824) City Capital Projects - $1,800,000 - - - - - $1,800,000 10033 C Street/Railyards Bridge - Final Design & Right
of Way Phases (236) City Capital Projects - $20,000,000 (20,000,000) - - - - - 17032 Jefferson Blvd Complete Streets Improvements
(1390) City Capital Projects - $1,000,000 $2,000,000 - - - - $3,000,000 16013 North 5th Street Connectivity and Complete
Street (PA&ED Phase) (1203) City Capital Projects - $3,170,000 (1,893,000) - - - - $1,277,000 10048 Sacramento Avenue Complete Streets Corridor
Improvement Plan (1125) City Community Development - $3,000,000 (3,000,000) - - - - - EIFD Construction Bonds Total - $47,529,422 $5,697,578 - - - - $53,227,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1109
Enhanced Infrastructure Financing District (EIFD)
62142 Washington Neighborhood Park (1099) City Economic Development & Housing - $1,150,000 (1,150,000) - - - - -
10033 C Street/Railyards Bridge - Final Design & Right
of Way Phases (236) City Capital Projects $6,050,000 $1,189,491 - - - - - $7,239,491 11042 Enterprise Blvd. Corridor & Bridge Crossing
(1179) City Community Development - $909,525 (909,525) - - - - - 14004 Streetcar Light Rail Extension - Design Phase
(1018) City Community Development - $2,474,008 - - - - - $2,474,008 Enhanced Infrastructure Financing District (EIFD) Total $6,050,000 $5,723,024 (2,059,525) - - - - $9,713,499 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1110
Gen C.I. Spec Tax (Measure G)
11026 Grand Gateway Development Implementation
(247) City Economic Development & Housing $250,000 $100,000 $50,000 - - - - $400,000 14033 5th And C St Garage Improvements (264) City Economic Development & Housing $697,000 - (489,274) - - - - $207,726
15036 3rd and C St. Gateway (575) City Economic Development & Housing $1,016,463 - (127,832) - - - - $888,631
15056 B Street Tower Parklet Project (1235) City Economic Development & Housing $950,000 - (834,408) - - - - $115,592
15058 319/325 Third Street Properties (Capitol Plating) (1343) City Economic Development & Housing - - $1,451,514 - - - - $1,451,514 50005 Grand Gateway Parking Structure (1389) City Economic Development & Housing - - $150,000 - - - - $150,000
Gateway Beautification- Jefferson I-50/ I-80
(1428) City Economic Development & Housing - - $250,000 - - - - $250,000 62141 Dock Security and Surveillance improvements
(1097) City Economic Development & Housing $24,459 - - - - - - $24,459 62142 Washington Neighborhood Park (1099) City Economic Development & Housing $400,000 (400,000) - - - - - -
10033 C Street/Railyards Bridge - Final Design & Right
of Way Phases (236) City Capital Projects $1,650,000 (1,189,491) - - - - - $460,509 11042 Enterprise Blvd. Corridor & Bridge Crossing
(1179) City Community Development $2,874,739 (909,525) - - - - - $1,965,214 16013 North 5th Street Connectivity and Complete
Street (PA&ED Phase) (1203) City Capital Projects $155,000 - - - - - - $155,000 35000 Washington District Underground Utility
Infrastructure Infill and Upgrade Project (1197) City Capital Projects $300,000 - $90,000 - - - - $390,000 Gen C.I. Spec Tax (Measure G) Total $8,317,661 (2,399,016) $540,000 - - - - $6,458,645 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1111
General Facilities Fund
City Hall Roof Assessment (1433) City Public Works - - $100,000 - - - - $100,000 54015 City Hall Reconfiguration (820) City Capital Projects $1,990,000 $600,000 (929,500) - - - - $1,660,500 51273 Station 41 Re-paint (570) City Capital Projects $55,000 - $957 - - - - $55,957 52083 Community Center HVAC Replacement (1290) City Public Works $1,500,000 - - - - - - $1,500,000 62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $538,912 - - - - - - $538,912 General Facilities Fund Total $4,083,912 $600,000 (828,543) - - - - $3,855,369 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1112
General Fund (One-Time)
15056 B Street Tower Parklet Project (1235) City Economic Development & Housing $300,000 - - - - - - $300,000
51045 Appropriate storage lockers for firefighter
personal protective equipment (1284) City Capital Projects $75,000 - $703 - - - - $75,703 52083 Community Center HVAC Replacement (1290) City Public Works $1,000,000 - - - - - - $1,000,000 62154 Recreation Center - Slide Pool Slide Stair Repair (1143) City Parks & Recreation $100,000 - (10,811) - - - - $89,189 62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $1,261,088 - - - - - - $1,261,088 62149 Recreation Center - Leisure Pool and Slide Pool
Replaster (1106) City Parks & Recreation $250,000 - $27,554 - - - - $277,554 17026 Neighborhood Pavement Preservation Program
(1119) City Capital Projects $250,000 - - - - - - $250,000 16011 Targeted Traffic Operations and Safety
Improvements (607) City Community Development $150,000 - - - - - - $150,000 16017 Citywide Neighborhood Traffic Calming Plan
(1305) City Community Development - $200,000 - - - - - $200,000 General Fund (One-Time) Total $3,386,088 $200,000 $17,445 - - - - $3,603,533 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1113
Grants | Federal
62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $3,240,000 - - - - - - $3,240,000 14027 Sycamore Trail Phase 3 (824) City Capital Projects $2,500,000 - - - - - - $2,500,000 10033 C Street/Railyards Bridge - Final Design & Right
of Way Phases (236) City Capital Projects $1,500,000 (1,500,000) - - - - - - 10048 Sacramento Avenue Complete Streets Corridor
Improvement Plan (1125) City Community Development $272,670 $1,666,279 - - - - - $1,938,949 Grants | Federal Total $7,512,670 $166,279 - - - - - $7,678,949 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1114
Grants | Other Agencies
52075 FS-41 Art Installation Project (1149) City Parks & Recreation $5,000 - - - - - - $5,000 62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $185,000 - - - - - - $185,000 10033 C Street/Railyards Bridge - Final Design & Right
of Way Phases (236) City Capital Projects - $471,325 - - - - - $471,325 16013 North 5th Street Connectivity and Complete
Street (PA&ED Phase) (1203) City Capital Projects $638,000 - - - - - - $638,000 Grants | Other Agencies Total $828,000 $471,325 - - - - - $1,299,325 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1115
Grants | State
11026 Grand Gateway Development Implementation
(247) City Economic Development & Housing $60,000 - - - - - - $60,000 61005 Southport Levee Trailhead (785) City Parks & Recreation $573,000 - - - - - - $573,000 62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $1,500,000 $15,000,000 - - - - - $16,500,000 10033 C Street/Railyards Bridge - Final Design & Right
of Way Phases (236) City Capital Projects $1,925,000 (1,925,000) - - - - - - 16013 North 5th Street Connectivity and Complete
Street (PA&ED Phase) (1203) City Capital Projects - - - $2,924,000 - - - $2,924,000 10048 Sacramento Avenue Complete Streets Corridor
Improvement Plan (1125) City Community Development $609,000 - - - - - - $609,000 12022 Transit Priority & LRT/BRT Readiness Plan
(Measure V) (1161) City Community Development - - $431,490 - - - - $431,490 35000 Washington District Underground Utility
Infrastructure Infill and Upgrade Project (1197) City Capital Projects $4,000,000 - - - - - - $4,000,000 Grants | State Total $8,667,000 $13,075,000 $431,490 $2,924,000 - - - $25,097,490 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1116
Housing Trust Fund
11026 Grand Gateway Development Implementation
(247) City Economic Development & Housing $150,000 - - - - - - $150,000 Housing Element Update (1438) City Community Development - - $650,000 - - - - $650,000 Housing Trust Fund Total $150,000 - $650,000 - - - - $800,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1117
Measure E Funds - Bikes/Peds/Trails
61005 Southport Levee Trailhead (785) City Parks & Recreation $1,041,350 - $55,000 - - - - $1,096,350 14027 Sycamore Trail Phase 3 (824) City Capital Projects $189,000 - - - - - - $189,000 62136 Summerfield Park Trail Improvements (600) City Parks & Recreation $55,000 - $88 - - - - $55,088 Clarksburg Branch Line Trail Lighting
Improvements (1431) City Capital Projects - - $500,000 - - - - $500,000 Measure E Funds - Bikes/Peds/Trails Total $1,285,350 - $555,088 - - - - $1,840,438 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1118
Measure E Funds - Road Rehabilitiation
17021 Arterial Street Pavement Repair Program (1082) City Capital Projects $1,550,000 - $107,116 - - - - $1,657,116 17026 Neighborhood Pavement Preservation Program
(1119) City Capital Projects $2,621,360 - $51,845 - - - - $2,673,205 15054 Sutter Street Pavement & Drainage
Rehabilitation Project (1266) City Capital Projects $280,000 - - - - - - $280,000 10048 Sacramento Avenue Complete Streets Corridor
Improvement Plan (1125) City Community Development - $500,000 - - - - - $500,000 Measure E Funds - Road Rehabilitiation Total $4,451,360 $500,000 $158,961 - - - - $5,110,321 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1119
Measure K Funds - Parks
62132 Shade Structures in Parks (1080) City Parks & Recreation $326,720 - $30,147 - - - - $356,867 62194 Alyce Norman Park - New Play Equipment
(1171) City Parks & Recreation $122,000 - - - - - - $122,000 Measure K Funds - Parks Total $448,720 - $30,147 - - - - $478,867 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1120
Measure K Funds - Recreation Center
Club West HVAC Replacement (1434) City Capital Projects - - $140,000 - - - - $140,000 60003 Recreation Center Lap Pool Heater Replacement
(1345) City Public Works - $400,000 (110,000) - - - - $290,000 62520 High School Pool Cover (1005) City Parks & Recreation - - $305 - - - - $305 Measure K Funds - Recreation Center Total - $400,000 $30,305 - - - - $430,305 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1121
Measure K Funds - Roads
17021 Arterial Street Pavement Repair Program (1082) City Capital Projects $250,000 - - - - - - $250,000 17026 Neighborhood Pavement Preservation Program
(1119) City Capital Projects $16,196 - - - - - - $16,196 16011 Targeted Traffic Operations and Safety
Improvements (607) City Community Development $100,000 - - - - - - $100,000 Measure K Funds - Roads Total $366,196 - - - - - - $366,196 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1122
Measure N Funds - Community Investment
Alyce Norman Bullpens (1439) City Parks & Recreation - - $115,000 - - - - $115,000 62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $3,000,000 - - - - - - $3,000,000 62162 Alyce Norman Playfield Conversion Project
(1293) City Capital Projects $72,620 $61,708 (27,779) - - - - $106,549 62194 Alyce Norman Park - New Play Equipment
(1171) City Parks & Recreation - - $4,558 - - - - $4,558 14027 Sycamore Trail Phase 3 (824) City Capital Projects $150,000 - $250,000 - - - - $400,000 10048 Sacramento Avenue Complete Streets Corridor
Improvement Plan (1125) City Community Development $149,866 - - - - - - $149,866 Measure N Funds - Community Investment Total $3,372,486 $61,708 $341,779 - - - - $3,775,973 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1123
Measure N Funds - Inclusive Economic Development
10048 Sacramento Avenue Complete Streets Corridor
Improvement Plan (1125) City Community Development $84,459 - - - - - - $84,459 Measure N Funds - Inclusive Economic Development Total $84,459 - - - - - - $84,459 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1124
Measure O - Road/Traffic CIP
16017 Citywide Neighborhood Traffic Calming Plan
(1305) City Community Development - - $400,000 $400,000 - - - $800,000 Measure O - Road/Traffic CIP Total - - $400,000 $400,000 - - - $800,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1125
Measure O Funds
Fire Station 41 Fitness Area Expansion (1420) City Capital Projects - - $190,000 - - - - $190,000 51049 Fire Department PPE Extractors (1302) City Capital Projects $175,000 - $28,000 - - - - $203,000 51058 Fire Station Apparatus Bay Door Replacement
(1376) City Capital Projects - $650,000 $250,000 - - - - $900,000 17029 Pavement Preservation Program (1306) City Capital Projects $2,000,000 - - - - - - $2,000,000 Measure O Funds Total $2,175,000 $650,000 $468,000 - - - - $3,293,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1126
Measure V Funds - Transit
16013 North 5th Street Connectivity and Complete
Street (PA&ED Phase) (1203) City Capital Projects $1,122,000 - - - - - - $1,122,000 14004 Streetcar Light Rail Extension - Design Phase
(1018) City Community Development $15,500,000 (2,474,008) $5,250,000 $5,250,000 $3,402,000 - - $26,927,992 12022 Transit Priority & LRT/BRT Readiness Plan
(Measure V) (1161) City Community Development $600,000 - - - - - - $600,000 Measure V Funds - Transit Total $17,222,000 (2,474,008) $5,250,000 $5,250,000 $3,402,000 - - $28,649,992 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1127
One-Time General Fund Parks
Rec Center Locker Room Renovation (1396) City Parks & Recreation - - $379,500 $695,750 $727,375 - - $1,802,625 One-Time General Fund Parks Total - - $379,500 $695,750 $727,375 - - $1,802,625 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1128
Park Impact Fee
62154 Recreation Center - Slide Pool Slide Stair Repair (1143) City Parks & Recreation $162,880 - - - - - - $162,880 Arlington Park Acquisition and Design (1437) City Parks & Recreation - - $2,000,000 - - - - $2,000,000 61005 Southport Levee Trailhead (785) City Parks & Recreation $568,845 - $250,250 - - - - $819,095 62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $3,200,000 - - - - - - $3,200,000 62142 Washington Neighborhood Park (1099) City Economic Development & Housing $1,100,000 - - - - - - $1,100,000
Park Impact Fee Total $5,031,725 - $2,250,250 - - - - $7,281,975 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1129
Police Facility Impact Fee
50002 New Police Department Location Pre-Design
(1287) City Police $800,000 - - - - - - $800,000
Police Facility Impact Fee Total $800,000 - - - - - - $800,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1130
Port Operations Fund
11042 Enterprise Blvd. Corridor & Bridge Crossing
(1179) City Community Development $1,513,723 - - - - - - $1,513,723 Port Operations Fund Total $1,513,723 - - - - - - $1,513,723 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1131
Public Art Impact Fee
52075 FS-41 Art Installation Project (1149) City Parks & Recreation $50,000 - $553 - - - - $50,553 Public Art Impact Fee Total $50,000 - $553 - - - - $50,553 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1132
Road Fund - Gas Tax
15054 Sutter Street Pavement & Drainage
Rehabilitation Project (1266) City Capital Projects - - $60,000 - - - - $60,000 16011 Targeted Traffic Operations and Safety
Improvements (607) City Community Development $350,000 - $150,000 $150,000 - - - $650,000 Road Fund - Gas Tax Total $350,000 - $210,000 $150,000 - - - $710,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1133
Road Fund - SB1
17026 Neighborhood Pavement Preservation Program
(1119) City Capital Projects - - - - - - - -
17029 Pavement Preservation Program (1306) City Capital Projects $933,373 - $1,466,282 $1,466,282 - - - $3,865,937 16011 Targeted Traffic Operations and Safety
Improvements (607) City Community Development $200,000 - - - - - - $200,000 Road Fund - SB1 Total $1,133,373 - $1,466,282 $1,466,282 - - - $4,065,937 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1134
Sewer Impact Fee
35000 Washington District Underground Utility
Infrastructure Infill and Upgrade Project (1197) City Capital Projects $200,000 - $60,000 - - - - $260,000 Sewer Impact Fee Total $200,000 - $60,000 - - - - $260,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1135
Traffic Improvement Fund (TIF)
11042 Enterprise Blvd. Corridor & Bridge Crossing
(1179) City Community Development $102,563 - - - - - - $102,563 15055 2024 Citywide Traffic Data Collection Program
(1227) City Community Development $40,000 - (2,202) - - - - $37,798 12018 Fifth Street & F Street Traffic Signal (14) City Capital Projects $700,000 - $500,000 - - - - $1,200,000 Traffic Improvement Fund (TIF) Total $842,563 - $497,798 - - - - $1,340,361 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1136
Unknown
62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation - - - - - - - - Unknown Total - - - - - - - -
Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1137
Water Enterprise Fund
22065 WTP VFD Replacement (1223) City Public Works $390,000 - - - - - - $390,000 Water Enterprise Fund Total $390,000 - - - - - - $390,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1138
Water Impact Fee Fund
35000 Washington District Underground Utility
Infrastructure Infill and Upgrade Project (1197) City Capital Projects $500,000 - $150,000 - - - - $650,000 22065 WTP VFD Replacement (1223) City Public Works - - $195,000 - - - - $195,000 21022 McGowan Bridge Water Main Connection (279) City Capital Projects $224,000 - $328 - - - - $224,328 Water Impact Fee Fund Total $724,000 - $345,328 - - - - $1,069,328 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1139
West Riverview Settlement
62138 Bryte Park Master Plan Implementation (770) City Parks & Recreation $2,600,000 - - - - - - $2,600,000 West Riverview Settlement Total $2,600,000 - - - - - - $2,600,000 Capital Improvement Program
by Fund
W.O. Project Description
Prior
Years
2025
2026
2026
2027
2027
2028
2028
2029
2029
2030
Future
Years
Total
Cost
Biennial Capital Budget
Agency Department
Capital Budget Plan
1140
Rec Center Locker Room Renovation
CIP-01396
Parks & Recreation
City of West Sacramento | General (Fund 400)
Citywide Public Safety, Security & Service Metrics
Agency:

West Sacramento City CouncilJune 17, 2026

West Sacramento City Council
June 17, 2026