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

1334
Battalion Chief's Association City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE

BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

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

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1335
City Manager City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION
TITLE

BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

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

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1336
Confidential City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Administrative Clerk I CONFID 7/1/26 $25.3558 $30.8885 $4,395 $5,354 $52,740 $64,248 $4,395 $4,505 $4,618 $4,733 $4,851 $4,972 $5,096 $5,223 $5,354 Administrative Clerk II CONFID 7/1/26 $27.8942 $33.9865 $4,835 $5,891 $58,020 $70,692 $4,835 $4,956 $5,080 $5,207 $5,337 $5,470 $5,607 $5,747 $5,891 Administrative Clerk III CONFID 7/1/26 $29.5038 $35.9481 $5,114 $6,231 $61,368 $74,772 $5,114 $5,242 $5,373 $5,507 $5,645 $5,786 $5,931 $6,079 $6,231 Executive Assistant to the City Manager CONFID 7/1/26 $36.1962 $44.1000 $6,274 $7,644 $75,288 $91,728 $6,274 $6,431 $6,592 $6,757 $6,926 $7,099 $7,276 $7,458 $7,644 Human Resources & Payroll Analyst I CONFID 7/1/26 $42.2538 $51.4788 $7,324 $8,923 $87,888 $107,076 $7,324 $7,507 $7,695 $7,887 $8,084 $8,286 $8,493 $8,705 $8,923 Human Resources & Payroll Analyst II CONFID 7/1/26 $49.7135 $60.5712 $8,617 $10,499 $103,404 $125,988 $8,617 $8,832 $9,053 $9,279 $9,511 $9,749 $9,993 $10,243 $10,499 Human Resources & Payroll Technician I CONFID 7/1/26 $31.3385 $38.1808 $5,432 $6,618 $65,184 $79,416 $5,432 $5,568 $5,707 $5,850 $5,996 $6,146 $6,300 $6,457 $6,618 Human Resources & Payroll Technician II CONFID 7/1/26 $36.1962 $44.1000 $6,274 $7,644 $75,288 $91,728 $6,274 $6,431 $6,592 $6,757 $6,926 $7,099 $7,276 $7,458 $7,644

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1337
Elected Officials City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE

EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

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

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1338
Executive Management City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Assistant City Manager - Administrative Services EXECMGM 7/1/26 $108.2365 $131.5431 $18,761 $22,801 $225,132 $273,610 Assistant City Manager - Community Services EXECMGM 7/1/26 $103.0846 $125.2805 $17,868 $21,715 $214,416 $260,583 Deputy City Manager EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Director of Capital Projects EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Director of Community Development EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Director of Economic Development & Housing EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Director of Finance EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Director of Parks & Recreation EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Director of Public Works Operations & Maintenance EXECMGM 7/1/26 $88.3615 $107.3833 $15,316 $18,613 $183,792 $223,357 Fire Chief EXECMGM 7/1/26 $103.0846 $125.2805 $17,868 $21,715 $214,416 $260,583 Police Chief EXECMGM 7/1/26 $107.9942 $131.2462 $18,719 $22,749 $224,628 $272,992 Port General Manager EXECMGM 7/1/26 $78.5423 $95.4518 $13,614 $16,545 $163,368 $198,540

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1339
Firefighter's Association City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026
Hired After 1/1/2025

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H Fire Captain FFA 7/1/26 $45.8942 $54.5481 $11,137 $13,237 $133,644 $158,844 $11,137 $11,415 $11,700 $11,992 $12,292 $12,599 $12,914 $13,237 Fire Engineer FFA 7/1/26 $39.9725 $47.5137 $9,700 $11,530 $116,400 $138,360 $9,700 $9,942 $10,191 $10,446 $10,707 $10,975 $11,249 $11,530 Firefighter FFA 7/1/26 $36.6346 $43.5412 $8,890 $10,566 $106,680 $126,792 $8,890 $9,112 $9,340 $9,573 $9,812 $10,057 $10,308 $10,566 Hired Prior to 1/1/2025

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H Fire Captain FFA 7/1/26 $44.8764 $54.5481 $10,890 $13,237 $130,680 $158,844 $10,890 $11,435 $12,007 $12,607 $13,237 Fire Engineer FFA 7/1/26 $39.0907 $47.5137 $9,486 $11,530 $113,832 $138,360 $9,486 $9,960 $10,458 $10,981 $11,530 Firefighter FFA 7/1/26 $35.8228 $43.5412 $8,693 $10,566 $104,316 $126,792 $8,693 $9,128 $9,584 $10,063 $10,566 *Based on 2912 annual hours

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1340
Local 39 City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Accounting Technician I LOCAL39 7/1/26 $27.9058 $33.9981 $4,837 $5,893 $58,044 $70,716 $4,837 $4,958 $5,082 $5,209 $5,339 $5,472 $5,609 $5,749 $5,893 Accounting Technician II LOCAL39 7/1/26 $31.3846 $38.2385 $5,440 $6,628 $65,280 $79,536 $5,440 $5,576 $5,715 $5,858 $6,004 $6,154 $6,308 $6,466 $6,628 Accounting Technician III LOCAL39 7/1/26 $33.7327 $41.0942 $5,847 $7,123 $70,164 $85,476 $5,847 $5,993 $6,143 $6,297 $6,454 $6,615 $6,780 $6,949 $7,123 Chief Facilities Maintenance Worker LOCAL39 7/1/26 $41.5385 $50.6192 $7,200 $8,774 $86,400 $105,288 $7,200 $7,380 $7,565 $7,754 $7,948 $8,147 $8,351 $8,560 $8,774 Chief Parks & Grounds Worker LOCAL39 7/1/26 $33.7327 $41.0942 $5,847 $7,123 $70,164 $85,476 $5,847 $5,993 $6,143 $6,297 $6,454 $6,615 $6,780 $6,949 $7,123 Chief Treatment Plant Mechanic LOCAL39 7/1/26 $45.9692 $56.0077 $7,968 $9,708 $95,616 $116,496 $7,968 $8,167 $8,371 $8,580 $8,795 $9,015 $9,240 $9,471 $9,708 Clerk LOCAL39 7/1/26 $23.1231 $28.1712 $4,008 $4,883 $48,096 $58,596 $4,008 $4,108 $4,211 $4,316 $4,424 $4,535 $4,648 $4,764 $4,883 Clerk, Senior LOCAL39 7/1/26 $25.1481 $30.6288 $4,359 $5,309 $52,308 $63,708 $4,359 $4,468 $4,580 $4,694 $4,811 $4,931 $5,054 $5,180 $5,309 Electrical Technician LOCAL39 7/1/26 $43.1135 $52.5288 $7,473 $9,105 $89,676 $109,260 $7,473 $7,660 $7,852 $8,048 $8,249 $8,455 $8,666 $8,883 $9,105 Engineering Technician I LOCAL39 7/1/26 $31.6673 $38.5788 $5,489 $6,687 $65,868 $80,244 $5,489 $5,626 $5,767 $5,911 $6,059 $6,210 $6,365 $6,524 $6,687 Engineering Technician II LOCAL39 7/1/26 $35.5154 $43.2808 $6,156 $7,502 $73,872 $90,024 $6,156 $6,310 $6,468 $6,630 $6,796 $6,966 $7,140 $7,319 $7,502 Engineering Technician III LOCAL39 7/1/26 $41.0538 $50.0135 $7,116 $8,669 $85,392 $104,028 $7,116 $7,294 $7,476 $7,663 $7,855 $8,051 $8,252 $8,458 $8,669 Engineering/GIS Technician LOCAL39 7/1/26 $43.1019 $52.5115 $7,471 $9,102 $89,652 $109,224 $7,471 $7,658 $7,849 $8,045 $8,246 $8,452 $8,663 $8,880 $9,102 Equipment Mechanic I LOCAL39 7/1/26 $29.0654 $35.4173 $5,038 $6,139 $60,456 $73,668 $5,038 $5,164 $5,293 $5,425 $5,561 $5,700 $5,843 $5,989 $6,139 Equipment Mechanic II LOCAL39 7/1/26 $31.2635 $38.0885 $5,419 $6,602 $65,028 $79,224 $5,419 $5,554 $5,693 $5,835 $5,981 $6,131 $6,284 $6,441 $6,602 Facilities Maintenance Aide LOCAL39 7/1/26 $21.1962 $25.8173 $3,674 $4,475 $44,088 $53,700 $3,674 $3,766 $3,860 $3,956 $4,055 $4,156 $4,260 $4,366 $4,475 Facilities Maintenance Worker LOCAL39 7/1/26 $32.6942 $39.8308 $5,667 $6,904 $68,004 $82,848 $5,667 $5,809 $5,954 $6,103 $6,256 $6,412 $6,572 $6,736 $6,904 Facilities Maintenance Worker, Senior LOCAL39 7/1/26 $35.9827 $43.8404 $6,237 $7,599 $74,844 $91,188 $6,237 $6,393 $6,553 $6,717 $6,885 $7,057 $7,233 $7,414 $7,599 Groundskeeper LOCAL39 7/1/26 $22.3096 $27.1846 $3,867 $4,712 $46,404 $56,544 $3,867 $3,964 $4,063 $4,165 $4,269 $4,376 $4,485 $4,597 $4,712 Instrumentation Technician LOCAL39 7/1/26 $47.8038 $58.2404 $8,286 $10,095 $99,432 $121,140 $8,286 $8,493 $8,705 $8,923 $9,146 $9,375 $9,609 $9,849 $10,095 Lead Road Maintenance Worker LOCAL39 7/1/26 $35.6250 $43.3962 $6,175 $7,522 $74,100 $90,264 $6,175 $6,329 $6,487 $6,649 $6,815 $6,985 $7,160 $7,339 $7,522 Lead Sewer Maintenance Worker (hired prior to
4/15/2026 without CWEA Grade II) LOCAL39 7/1/26 $35.6250 $43.3962 $6,175 $7,522 $74,100 $90,264 $6,175 $6,329 $6,487 $6,649 $6,815 $6,985 $7,160 $7,339 $7,522 Lead Sewer Maintenance Worker LOCAL39 7/1/26 $35.9769 $43.8346 $6,236 $7,598 $74,832 $91,176 $6,236 $6,392 $6,552 $6,716 $6,884 $7,056 $7,232 $7,413 $7,598 Lead Water Maintenance Worker LOCAL39 7/1/26 $36.1327 $44.0308 $6,263 $7,632 $75,156 $91,584 $6,263 $6,420 $6,580 $6,745 $6,914 $7,087 $7,264 $7,446 $7,632 Maintenance Worker LOCAL39 7/1/26 $28.7308 $35.0077 $4,980 $6,068 $59,760 $72,816 $4,980 $5,105 $5,233 $5,364 $5,498 $5,635 $5,776 $5,920 $6,068 Maintenance Worker, Senior LOCAL39 7/1/26 $31.7365 $38.6827 $5,501 $6,705 $66,012 $80,460 $5,501 $5,639 $5,780 $5,925 $6,073 $6,225 $6,381 $6,541 $6,705 Parks & Grounds Worker LOCAL39 7/1/26 $27.3519 $33.3288 $4,741 $5,777 $56,892 $69,324 $4,741 $4,860 $4,981 $5,106 $5,234 $5,365 $5,499 $5,636 $5,777 Parks & Grounds Worker, Senior LOCAL39 7/1/26 $29.9019 $36.4385 $5,183 $6,316 $62,196 $75,792 $5,183 $5,313 $5,446 $5,582 $5,722 $5,865 $6,012 $6,162 $6,316 Permit Technician I LOCAL39 7/1/26 $31.3615 $38.2154 $5,436 $6,624 $65,232 $79,488 $5,436 $5,572 $5,711 $5,854 $6,000 $6,150 $6,304 $6,462 $6,624 Permit Technician II LOCAL39 7/1/26 $33.7327 $41.0942 $5,847 $7,123 $70,164 $85,476 $5,847 $5,993 $6,143 $6,297 $6,454 $6,615 $6,780 $6,949 $7,123 Planning Technician LOCAL39 7/1/26 $31.3904 $38.2442 $5,441 $6,629 $65,292 $79,548 $5,441 $5,577 $5,716 $5,859 $6,005 $6,155 $6,309 $6,467 $6,629 Recreation Coordinator LOCAL39 7/1/26 $27.9115 $34.0096 $4,838 $5,895 $58,056 $70,740 $4,838 $4,959 $5,083 $5,210 $5,340 $5,474 $5,611 $5,751 $5,895 Recreation Supervisor I LOCAL39 7/1/26 $34.8692 $42.4904 $6,044 $7,365 $72,528 $88,380 $6,044 $6,195 $6,350 $6,509 $6,672 $6,839 $7,010 $7,185 $7,365 Recreation Supervisor II LOCAL39 7/1/26 $38.7635 $47.2269 $6,719 $8,186 $80,628 $98,232 $6,719 $6,887 $7,059 $7,235 $7,416 $7,601 $7,791 $7,986 $8,186 Secretary LOCAL39 7/1/26 $31.2231 $38.0423 $5,412 $6,594 $64,944 $79,128 $5,412 $5,547 $5,686 $5,828 $5,974 $6,123 $6,276 $6,433 $6,594 Senior Water Treatment Plant Operator LOCAL39 7/1/26 $49.2462 $60.0000 $8,536 $10,400 $102,432 $124,800 $8,536 $8,749 $8,968 $9,192 $9,422 $9,658 $9,899 $10,146 $10,400 Special Events Supervisor I LOCAL39 7/1/26 $34.8692 $42.4904 $6,044 $7,365 $72,528 $88,380 $6,044 $6,195 $6,350 $6,509 $6,672 $6,839 $7,010 $7,185 $7,365 Special Events Supervisor II LOCAL39 7/1/26 $38.7635 $47.2269 $6,719 $8,186 $80,628 $98,232 $6,719 $6,887 $7,059 $7,235 $7,416 $7,601 $7,791 $7,986 $8,186 Stationary Engineer LOCAL39 7/1/26 $39.5712 $48.2135 $6,859 $8,357 $82,308 $100,284 $6,859 $7,030 $7,206 $7,386 $7,571 $7,760 $7,954 $8,153 $8,357 Treatment Plant Mechanic I LOCAL39 7/1/26 $37.3154 $45.4673 $6,468 $7,881 $77,616 $94,572 $6,468 $6,630 $6,796 $6,966 $7,140 $7,318 $7,501 $7,689 $7,881 Treatment Plant Mechanic II LOCAL39 7/1/26 $41.0538 $50.0135 $7,116 $8,669 $85,392 $104,028 $7,116 $7,294 $7,476 $7,663 $7,855 $8,051 $8,252 $8,458 $8,669 Water Meter Technician LOCAL39 7/1/26 $29.0654 $35.4173 $5,038 $6,139 $60,456 $73,668 $5,038 $5,164 $5,293 $5,425 $5,561 $5,700 $5,843 $5,989 $6,139 Water Treatment Plant Operator II LOCAL39 7/1/26 $36.3462 $44.2846 $6,300 $7,676 $75,600 $92,112 $6,300 $6,458 $6,619 $6,784 $6,954 $7,128 $7,306 $7,489 $7,676 Water Treatment Plant Operator III LOCAL39 7/1/26 $40.1654 $48.9346 $6,962 $8,482 $83,544 $101,784 $6,962 $7,136 $7,314 $7,497 $7,684 $7,876 $8,073 $8,275 $8,482

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Accounting Technician III LOCAL39 7/1/26 $33.8077 $41.0942 $5,860 $7,123 $70,320 $85,476 $5,860 $6,153 $6,461 $6,784 $7,123

SALARY SCHEDULE B

SALARY SCHEDULE A

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1341
Management City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Business Manager MGMT 7/1/26 $61.1712 $74.3423 $10,603 $12,886 $127,236 $154,632 Capital Improvement Manager MGMT 7/1/26 $67.9269 $82.5519 $11,774 $14,309 $141,288 $171,708 Chief Building Official MGMT 7/1/26 $67.9269 $82.5519 $11,774 $14,309 $141,288 $171,708 City Clerk MGMT 7/1/26 $71.1635 $86.4865 $12,335 $14,991 $148,020 $179,892 Code Enforcement Manager MGMT 7/1/26 $61.1712 $74.3423 $10,603 $12,886 $127,236 $154,632 Community Investment Manager MGMT 7/1/26 $65.8558 $80.0365 $11,415 $13,873 $136,980 $166,476 Community Investment Principal Planner MGMT 7/1/26 $64.0269 $77.8096 $11,098 $13,487 $133,176 $161,844 Community Investment Senior Planner MGMT 7/1/26 $55.4942 $67.4423 $9,619 $11,690 $115,428 $140,280 Construction & Facilities Development Manager MGMT 7/1/26 $67.9269 $82.5519 $11,774 $14,309 $141,288 $171,708 Construction Inspection Manager MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Court Liaison Officer MGMT 7/1/26 $42.3000 $51.4038 $7,332 $8,910 $87,984 $106,920 Data Services Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Development Services Manager MGMT 7/1/26 $67.9269 $82.5519 $11,774 $14,309 $141,288 $171,708 Economic Development Manager MGMT 7/1/26 $65.8558 $80.0365 $11,415 $13,873 $136,980 $166,476 Equipment and Facilities Superintendent MGMT 7/1/26 $61.1654 $74.3365 $10,602 $12,885 $127,224 $154,620 Facilities Supervisor MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Finance Manager MGMT 7/1/26 $71.1635 $86.4865 $12,335 $14,991 $148,020 $179,892 Finance Supervisor MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Fire Marshal MGMT 7/1/26 $67.9212 $82.5462 $11,773 $14,308 $141,276 $171,696 Flood Protection Manager MGMT 7/1/26 $70.5692 $85.7596 $12,232 $14,865 $146,784 $178,380 Flood Protection Planner MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Geographical Information Systems Supervisor MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Home Run Manager MGMT 7/1/26 $67.9269 $82.5519 $11,774 $14,309 $141,288 $171,708 Housing Manager MGMT 7/1/26 $65.8558 $80.0365 $11,415 $13,873 $136,980 $166,476 Human Resources Manager MGMT 7/1/26 $71.1635 $86.4865 $12,335 $14,991 $148,020 $179,892 Human Resources Supervisor MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Information Technology Business Services Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Information Technology Manager MGMT 7/1/26 $71.1635 $86.4865 $12,335 $14,991 $148,020 $179,892 Park Planning & Development Manager MGMT 7/1/26 $61.1712 $74.3423 $10,603 $12,886 $127,236 $154,632 Parking Manager MGMT 7/1/26 $65.8558 $80.0365 $11,415 $13,873 $136,980 $166,476 Parks Facility Maintenance Supervisor MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Parks Operations Superintendent MGMT 7/1/26 $61.1654 $74.3365 $10,602 $12,885 $127,224 $154,620 Permit Services Manager MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Planning Manager MGMT 7/1/26 $67.9269 $82.5519 $11,774 $14,309 $141,288 $171,708 Police Records & Property Manager MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Police Support Services Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Preschool Site Supervisor MGMT 7/1/26 $36.2885 $44.1000 $6,290 $7,644 $75,480 $91,728 Principal Engineer MGMT 7/1/26 $70.5692 $85.7596 $12,232 $14,865 $146,784 $178,380 Program Manager MGMT 7/1/26 $46.8288 $56.9077 $8,117 $9,864 $97,404 $118,368 Public Information Officer MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Purchasing Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Recreation Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Road Maintenance Supervisor MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Senior Analyst MGMT 7/1/26 $53.2558 $64.7250 $9,231 $11,219 $110,772 $134,628 Senior Engineer MGMT 7/1/26 $64.0212 $77.8038 $11,097 $13,486 $133,164 $161,832 Senior Finance Analyst MGMT 7/1/26 $55.4942 $67.4423 $9,619 $11,690 $115,428 $140,280 Senior Planner MGMT 7/1/26 $55.4942 $67.4423 $9,619 $11,690 $115,428 $140,280 Senior Program Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Senior Project Manager MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Senior Transportation Planner MGMT 7/1/26 $55.4942 $67.4423 $9,619 $11,690 $115,428 $140,280 Sewer Supervisor MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Supervising Transportation Planner MGMT 7/1/26 $61.1712 $74.3423 $10,603 $12,886 $127,236 $154,632 Sustainability Manager MGMT 7/1/26 $61.1712 $74.3423 $10,603 $12,886 $127,236 $154,632 Technical Services Manager MGMT 7/1/26 $58.1250 $70.6385 $10,075 $12,244 $120,900 $146,928 Utilities Maintenance Superintendent MGMT 7/1/26 $61.1654 $74.3365 $10,602 $12,885 $127,224 $154,620 Water Distribution Supervisor MGMT 7/1/26 $55.4885 $67.4365 $9,618 $11,689 $115,416 $140,268 Water Treatment Plant Superintendent MGMT 7/1/26 $64.0269 $77.8096 $11,098 $13,487 $133,176 $161,844

Page 9 of 15 ends

1342
Police Officer's Association City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

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

Page 10 of 15 ends

1343
Police Manager's City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

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

POSITION TITLE BARGAINING
UNIT
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

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

SALARY SCHEDULE A

SALARY SCHEDULE B

Page 11 of 15 ends

1344
Recruit City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Fire Recruit RECRUIT 7/1/26 $41.0308 $7,112 $85,344
Police Recruit RECRUIT 1/1/26 $39.4212 $6,833 $81,996

Page 12 of 15 ends

1345
Safety Management City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE EMPLOYEE
GROUP
SALARY

EFFECTIVE
HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM

STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Deputy Fire Chief SAFEMGT 7/1/26 $86.3135 $104.8962 $14,961 $18,182 $179,532 $218,184 Deputy Police Chief SAFEMGT 7/1/26 $90.4212 $109.8865 $15,673 $19,047 $188,076 $228,564

Page 13 of 15 ends

1346
Specialist & Professionals City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026

POSITION TITLE EMPLOYEE GROUP SALARY EFFECTIVE HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Accountant I SPECPROF 7/1/26 $38.4577 $46.8577 $6,666 $8,122 $79,992 $97,464 $6,666 $6,833 $7,004 $7,179 $7,358 $7,542 $7,731 $7,924 $8,122 Accountant II SPECPROF 7/1/26 $44.9596 $54.7846 $7,793 $9,496 $93,516 $113,952 $7,793 $7,988 $8,188 $8,393 $8,603 $8,818 $9,038 $9,264 $9,496 Administrative Analyst I SPECPROF 7/1/26 $38.4231 $46.8173 $6,660 $8,115 $79,920 $97,380 $6,660 $6,827 $6,998 $7,173 $7,352 $7,536 $7,724 $7,917 $8,115 Administrative Analyst II SPECPROF 7/1/26 $46.7077 $56.9077 $8,096 $9,864 $97,152 $118,368 $8,096 $8,298 $8,505 $8,718 $8,936 $9,159 $9,388 $9,623 $9,864 Assistant Community Investment Planner SPECPROF 7/1/26 $38.4231 $46.8173 $6,660 $8,115 $79,920 $97,380 $6,660 $6,827 $6,998 $7,173 $7,352 $7,536 $7,724 $7,917 $8,115 Assistant Engineer SPECPROF 7/1/26 $46.6615 $56.8442 $8,088 $9,853 $97,056 $118,236 $8,088 $8,290 $8,497 $8,709 $8,927 $9,150 $9,379 $9,613 $9,853 Assistant Planner SPECPROF 7/1/26 $38.4231 $46.8173 $6,660 $8,115 $79,920 $97,380 $6,660 $6,827 $6,998 $7,173 $7,352 $7,536 $7,724 $7,917 $8,115 Assistant Transportation Planner SPECPROF 7/1/26 $38.4231 $46.8173 $6,660 $8,115 $79,920 $97,380 $6,660 $6,827 $6,998 $7,173 $7,352 $7,536 $7,724 $7,917 $8,115 Associate Community Investment Planner SPECPROF 7/1/26 $44.9654 $54.7904 $7,794 $9,497 $93,528 $113,964 $7,794 $7,989 $8,189 $8,394 $8,604 $8,819 $9,039 $9,265 $9,497 Associate Engineer SPECPROF 7/1/26 $55.3558 $67.4423 $9,595 $11,690 $115,140 $140,280 $9,595 $9,835 $10,081 $10,333 $10,591 $10,856 $11,127 $11,405 $11,690 Associate Planner SPECPROF 7/1/26 $44.9654 $54.7904 $7,794 $9,497 $93,528 $113,964 $7,794 $7,989 $8,189 $8,394 $8,604 $8,819 $9,039 $9,265 $9,497 Associate Transportation Planner SPECPROF 7/1/26 $44.9654 $54.7904 $7,794 $9,497 $93,528 $113,964 $7,794 $7,989 $8,189 $8,394 $8,604 $8,819 $9,039 $9,265 $9,497 Building Inspector I SPECPROF 7/1/26 $39.6058 $48.2538 $6,865 $8,364 $82,380 $100,368 $6,865 $7,037 $7,213 $7,393 $7,578 $7,767 $7,961 $8,160 $8,364 Building Inspector II SPECPROF 7/1/26 $44.9596 $54.7846 $7,793 $9,496 $93,516 $113,952 $7,793 $7,988 $8,188 $8,393 $8,603 $8,818 $9,038 $9,264 $9,496 CALEA Coordinator SPECPROF 7/1/26 $46.7077 $56.9077 $8,096 $9,864 $97,152 $118,368 $8,096 $8,298 $8,505 $8,718 $8,936 $9,159 $9,388 $9,623 $9,864 Construction Administrative Specialist SPECPROF 7/1/26 $34.0731 $41.5154 $5,906 $7,196 $70,872 $86,352 $5,906 $6,054 $6,205 $6,360 $6,519 $6,682 $6,849 $7,020 $7,196 Construction Inspector I SPECPROF 7/1/26 $37.7192 $45.9577 $6,538 $7,966 $78,456 $95,592 $6,538 $6,701 $6,869 $7,041 $7,217 $7,397 $7,582 $7,772 $7,966 Construction Inspector II SPECPROF 7/1/26 $42.8192 $52.1769 $7,422 $9,044 $89,064 $108,528 $7,422 $7,608 $7,798 $7,993 $8,193 $8,398 $8,608 $8,823 $9,044 Construction Inspector III SPECPROF 7/1/26 $47.3942 $57.7442 $8,215 $10,009 $98,580 $120,108 $8,215 $8,420 $8,631 $8,847 $9,068 $9,295 $9,527 $9,765 $10,009 Court Liaison Specialist SPECPROF 7/1/26 $28.9212 $35.2327 $5,013 $6,107 $60,156 $73,284 $5,013 $5,138 $5,266 $5,398 $5,533 $5,671 $5,813 $5,958 $6,107 Deputy City Clerk SPECPROF 7/1/26 $34.0731 $41.5154 $5,906 $7,196 $70,872 $86,352 $5,906 $6,054 $6,205 $6,360 $6,519 $6,682 $6,849 $7,020 $7,196 Engineering Assistant I SPECPROF 7/1/26 $39.6058 $48.2538 $6,865 $8,364 $82,380 $100,368 $6,865 $7,037 $7,213 $7,393 $7,578 $7,767 $7,961 $8,160 $8,364 Engineering Assistant II SPECPROF 7/1/26 $44.9596 $54.7846 $7,793 $9,496 $93,516 $113,952 $7,793 $7,988 $8,188 $8,393 $8,603 $8,818 $9,038 $9,264 $9,496 Engineering Assistant III SPECPROF 7/1/26 $49.7596 $60.6288 $8,625 $10,509 $103,500 $126,108 $8,625 $8,841 $9,062 $9,289 $9,521 $9,759 $10,003 $10,253 $10,509 Finance Analyst SPECPROF 7/1/26 $49.7135 $60.5712 $8,617 $10,499 $103,404 $125,988 $8,617 $8,832 $9,053 $9,279 $9,511 $9,749 $9,993 $10,243 $10,499 Financial Specialist SPECPROF 7/1/26 $34.0731 $41.5154 $5,906 $7,196 $70,872 $86,352 $5,906 $6,054 $6,205 $6,360 $6,519 $6,682 $6,849 $7,020 $7,196 Fire Inspector SPECPROF 7/1/26 $39.5596 $48.2019 $6,857 $8,355 $82,284 $100,260 $6,857 $7,028 $7,204 $7,384 $7,569 $7,758 $7,952 $8,151 $8,355 Information Technology Specialist I SPECPROF 7/1/26 $41.5615 $50.6423 $7,204 $8,778 $86,448 $105,336 $7,204 $7,384 $7,569 $7,758 $7,952 $8,151 $8,355 $8,564 $8,778 Information Technology Specialist II SPECPROF 7/1/26 $46.7077 $56.9077 $8,096 $9,864 $97,152 $118,368 $8,096 $8,298 $8,505 $8,718 $8,936 $9,159 $9,388 $9,623 $9,864 Landscape Inspector SPECPROF 7/1/26 $39.5596 $48.2019 $6,857 $8,355 $82,284 $100,260 $6,857 $7,028 $7,204 $7,384 $7,569 $7,758 $7,952 $8,151 $8,355 Plans Examiner I SPECPROF 7/1/26 $39.6058 $48.2538 $6,865 $8,364 $82,380 $100,368 $6,865 $7,037 $7,213 $7,393 $7,578 $7,767 $7,961 $8,160 $8,364 Plans Examiner II SPECPROF 7/1/26 $44.9596 $54.7846 $7,793 $9,496 $93,516 $113,952 $7,793 $7,988 $8,188 $8,393 $8,603 $8,818 $9,038 $9,264 $9,496 Police Records Supervisor SPECPROF 7/1/26 $39.5769 $48.2250 $6,860 $8,359 $82,320 $100,308 $6,860 $7,032 $7,208 $7,388 $7,573 $7,762 $7,956 $8,155 $8,359 Preschool Teacher SPECPROF 7/1/26 $21.9519 $26.7404 $3,805 $4,635 $45,660 $55,620 $3,805 $3,900 $3,997 $4,097 $4,199 $4,304 $4,412 $4,522 $4,635 Program Technician I SPECPROF 7/1/26 $29.5038 $35.9481 $5,114 $6,231 $61,368 $74,772 $5,114 $5,242 $5,373 $5,507 $5,645 $5,786 $5,931 $6,079 $6,231 Program Technician II SPECPROF 7/1/26 $34.0731 $41.5154 $5,906 $7,196 $70,872 $86,352 $5,906 $6,054 $6,205 $6,360 $6,519 $6,682 $6,849 $7,020 $7,196 Project Manager I SPECPROF 7/1/26 $44.9654 $54.7904 $7,794 $9,497 $93,528 $113,964 $7,794 $7,989 $8,189 $8,394 $8,604 $8,819 $9,039 $9,265 $9,497 Project Manager II SPECPROF 7/1/26 $49.7135 $60.5712 $8,617 $10,499 $103,404 $125,988 $8,617 $8,832 $9,053 $9,279 $9,511 $9,749 $9,993 $10,243 $10,499 Senior Accountant SPECPROF 7/1/26 $49.7596 $60.6288 $8,625 $10,509 $103,500 $126,108 $8,625 $8,841 $9,062 $9,289 $9,521 $9,759 $10,003 $10,253 $10,509 Senior Building Inspector SPECPROF 7/1/26 $49.7596 $60.6288 $8,625 $10,509 $103,500 $126,108 $8,625 $8,841 $9,062 $9,289 $9,521 $9,759 $10,003 $10,253 $10,509 Senior Deputy City Clerk SPECPROF 7/1/26 $38.4000 $46.7885 $6,656 $8,110 $79,872 $97,320 $6,656 $6,822 $6,993 $7,168 $7,347 $7,531 $7,719 $7,912 $8,110 Senior Fire Inspector SPECPROF 7/1/26 $44.9596 $54.7846 $7,793 $9,496 $93,516 $113,952 $7,793 $7,988 $8,188 $8,393 $8,603 $8,818 $9,038 $9,264 $9,496 Senior Landscape Inspector SPECPROF 7/1/26 $44.9596 $54.7846 $7,793 $9,496 $93,516 $113,952 $7,793 $7,988 $8,188 $8,393 $8,603 $8,818 $9,038 $9,264 $9,496 Senior Plans Examiner SPECPROF 7/1/26 $49.7596 $60.6288 $8,625 $10,509 $103,500 $126,108 $8,625 $8,841 $9,062 $9,289 $9,521 $9,759 $10,003 $10,253 $10,509 Technical Support Specialist I SPECPROF 7/1/26 $29.4981 $35.9423 $5,113 $6,230 $61,356 $74,760 $5,113 $5,241 $5,372 $5,506 $5,644 $5,785 $5,930 $6,078 $6,230 Technical Support Specialist II SPECPROF 7/1/26 $34.0731 $41.5154 $5,906 $7,196 $70,872 $86,352 $5,906 $6,054 $6,205 $6,360 $6,519 $6,682 $6,849 $7,020 $7,196 Technical Support Specialist III SPECPROF 7/1/26 $39.5769 $48.2250 $6,860 $8,359 $82,320 $100,308 $6,860 $7,032 $7,208 $7,388 $7,573 $7,762 $7,956 $8,155 $8,359

POSITION TITLE EMPLOYEE GROUP SALARY EFFECTIVE HOURLY

MINIMUM
HOURLY

MAXIMUM

MONTHLY

MINIMUM

MONTHLY

MAXIMUM
ANNUAL

MINIMUM
ANNUAL

MAXIMUM STEP A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP I Administrative Analyst II SPECPROF 7/1/26 $46.8173 $56.9077 $8,115 $9,864 $97,380 $118,368 $8,115 $8,521 $8,947 $9,394 $9,864

SALARY SCHEDULE B

Page 14 of 15 ends

1347
Extra Help City of West Sacramento
2026/2027 Classification Plan
Approved: 06/17/2026
POSITION TITLE SALARY EFFECTIVE Minimum Hourly Maximum Hourly Assistant Pool Manager 1/1/2026 $18.75 $19.50
Emergency Services Coordinator 2/22/2025 $55.00 $55.00
Extra Help/Special Events Officer 1/1/2026 $58.59 $58.59 Laborer 1/1/2026 $17.00 $20.00
Lead Program Leader 1/1/2026 $23.50 $26.00
Lead Recreation Leader 1/1/2026 $19.25 $20.25
Lifeguard/Swim Instructor 1/1/2026 $17.25 $18.75
Pool Manager 1/1/2026 $19.50 $20.50
Program Aide 1/1/2026 $17.00 $19.00
Program Assistant 1/1/2026 $17.00 $22.00
Program Leader 1/1/2026 $19.00 $21.50
Program Site Leader 1/1/2026 $21.50 $24.00
Recreation Aide 1/1/2026 $17.00 $17.00
Recreation Assistant 1/1/2026 $20.25 $22.00
Recreation Leader 1/1/2026 $17.00 $18.50
Retired Annuitant 1/1/2026 $17.00 $86.00
Senior Recreation Leader 1/1/2026 $18.50 $19.25
Senior Traffic Operations Officer 1/1/2026 $23.25 $26.00 Student Intern 1/1/2026 $17.00 $22.00
Substitute Preschool Teacher 1/1/2026 $17.00 $19.25
Traffic Operations Officer 1/1/2026 $20.50 $23.25
Salary increases at $0.25 increments with a maximum of $1.00.

Page 15 of 15 ends

1348

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

PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 26-17 CERTIFYING THE

LIST OF WEED ABATEMENT CHARGES, DIRECTING THAT A LIEN BE PLACED ON

THE SUBJECT PROPERTIES AND REQUESTING INCLUSION OF THESE CHARGES ON

THE SECURED TAX ROLL IN ORDER THAT THEY MAY BE COLLECTED IN THE SAME

MANNER AS GENERAL TAXES
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [ X ] Staff
[ ] Other
Bryan Jonson, Fire Marshal
Fire Department
ATTACHMENT [ X ] Yes [ ] No [ ] Information [ ] Direction [ X ] Action

OBJECTIVE
This item requires a public hearing and adoption of a resolution for certifying the list of weed abatement charges and securing the charges against the properties to be placed in the Yolo County Tax Assessor’s Roll.

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:

1. Open the public hearing to receive public comment on the charges for mandatory weed abatement services initiated by the City; and

2. Adopt Resolution 26-17 certifying the list of weed abatement charges and direct the Yolo County Auditor to add the expenses to the individual tax rolls.

BACKGROUND
On April 15, 2026, the City Council adopted Resolution 26-16, beginning the weed abatement process. The Fire Department notified property owners to mitigate nuisance weeds on their property and for those who did not, we utilized our third-party contractor to abate the fire hazard that the nuisance weeds represent. As a result of the charges incurred by the City during last year’s weed abatement season, the City must transfer these costs to the responsible parcel owners. Failure to notify the Yolo County Auditor of this special assessment will result in the City absorbing the cost of this service.

ANALYSIS
In August of each year, the City must notify the Yolo County Auditor of any special assessments to be placed on the tax rolls. The City has paid the initial contractor invoice and then invoiced each parcel owner for the cost of weed abatement services plus a 20% administrative fee, giving them a final opportunity to settle their debt.

Unpaid balances ($6,612.00) will now be directed to the Yolo County Auditor to lien the respective assessments as they appear on the current assessment roll and to credit the appropriate revenue account of the City upon receipt of said assessment.

For charges detailed in the attachments to this staff report, there is a visible discrepancy between the contractor invoice and the list of charges proposed for the tax roll. The two reasons for this discrepancy are that some of the charges have been paid by the property owners and the addition of the aforementioned administrative fee of 20%.

Environmental Considerations
This item is not a project that is subject to CEQA, because it is not an activity that may cause either a direct or reasonably foreseeable indirect physical change in the environment. (Pub. Resources Code, § 21065; CEQA Guidelines § 15060(c), § 15378(a).)
Commission Recommendation
Not Applicable
Strategic Plan Integration
Removal of weeds on lots improves community image, builds community consensus and provides a safe and secure place to live.
1349
Public Hearing and Consideration of Resolution 26-17
June 17, 2026

Page 2 ends

Alternatives
The Council may modify the list or provide staff with alternative direction based on testimony received at the public hearing or based on any other additional information.

Coordination and Review
This report was coordinated and reviewed by the Fire Department and the Finance Department.

Budget/Cost Impact
If the costs for the abated parcels are not transmitted to the county tax roll, the City will not be reimbursed for the cost of the weed abatement services provided.

ATTACHMENTS

1. Resolution 26-17
a. Exhibit A – Delinquent Weed Abatement Charges

2. Weed Abatement Contractor Invoice
1350
ATTACHMENT 1
RESOLUTION 26-17

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

CERTIFYING THE LIST OF WEED ABATEMENT CHARGES, DIRECTING THAT A LIEN BE

PLACED ON THE SUBJECT PROPERTIES AND REQUESTING INCLUSION OF THESE

CHARGES ON THE SECURED TAX ROLL IN ORDER THAT THEY MAY BE

COLLECTED IN THE SAME MANNER AS GENERAL TAXES
WHEREAS, the City of West Sacramento, pursuant to California Government Code, Article 2, Section 39560 – 39588, adopted Resolution 26-16 declaring weeds growing on certain lots within the jurisdictional boundaries of the City of West Sacramento to be a public nuisance; and
WHEREAS, pursuant to Government Code Section 39575, a notice of hearing and a report listing affected parcels was posted; and
WHEREAS, pursuant to Government Code Section 39577, the cost of abatement in front of or upon each parcel of land constitutes a special assessment against that parcel; and WHEREAS, in accordance with all applicable laws and through appropriate due process and notification, the owners of the subject properties have not paid the incurred charges.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of West Sacramento does hereby:
a) Certify the listing of weed abatement charges attached hereto as Exhibit A and determine that each charge prescribed in said exhibit for each parcel is proper and correct; and b) Request that the Yolo County Tax Collector place said charges and penalties on the property tax roll and collect the charges with the general municipal taxes; and c) Direct that liens of the same amount be placed on the properties to further secure the payment of costs; and
d) Agree upon written notice by Yolo County of any claim or challenge to defend with counsel of its choice, indemnify and hold harmless Yolo County, its Board of Supervisors, Officers, Officials, Agents and employees (collectively “the County”) against the payment of any liabilities, losses, costs and expenses, including attorney’s fees and costs not due to the county’s own active negligence or willful misconduct, which the County may incur in the exercise and performance of its powers and duties in placing these charges onto the County property tax roll and tax bills for the City.

PASSED AND ADOPTED this 17th day of June, 2026 by the following vote:

AYES:

NOES:

ABSENT:
______________________________
Martha Guerrero, Mayor
ATTEST:
______________________________
Jennifer Cusmir, City Clerk
1351

APN OWNER NAME PARCEL ADDRESS AMOUNT DUE
010-320-038-000 RPRO152N3 LLC 851 SACRAMENTO AVE $780.00 010-374-015-000 FONG HOLLAND 420 2ND ST $99.00
010-374-016-000 FONG HOLLAND 414 2ND ST $99.00
010-374-017-000 FONG HOLLAND 410 2ND ST $99.00
010-464-003-000 FIFTH STREET JR LLC 641 5TH ST $360.00
010-482-018-000 LOTUS 333 C STREET LP 312 3RD ST $300.00 010-495-004-000 NEXT GENERATION CAPITAL LLC 407 B ST $159.00 058-350-066-000 LONESTAR CALIFORNIA INC 1501 SOUTH RIVER RD $1,950.00 $3,846.00
2025 Weed Abatement Lien List
Exhibit A
1352

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

PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 26-58, A RESOLUTION ADOPTING THE 2025 URBAN WATER MANAGEMENT PLAN AND WATER SHORTAGE

CONTINGENCY PLAN
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Amber Wallace, Senior Civil Engineer
Capital Projects Department
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action

OBJECTIVE
The objective of this item is to conduct a public hearing and to provide the City Council with sufficient information to adopt Resolution 26-58 approving the 2025 update to the West Sacramento Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP).

RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1) Conduct the Public Hearing on the update to the West Sacramento Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP);
2) Direct staff to finalize the 2025 UWMP and WSCP, including incorporating any comments raised during the public hearing as needed;
3) Find the adoption of the 2025 UWMP and WSCP is exempt from the California Environmental Quality Act pursuant to Water Code Section 10652 and California Code of Regulation, Title 14, Chapter 3 (CEQA Guidelines) Section 15282(v);
4) Adopt Resolution 26-58 approving the 2025 update to the UWMP and WSCP; and 5) Direct staff to submit the 2025 UWMP and WSCP to the California Department of Water Resources (DWR) by the July 1, 2026 deadline.

BACKGROUND
The California Water Code requires urban water suppliers within the State to prepare and adopt Urban Water Management Plans (UWMPs) for submission to the DWR. The UWMPs, which are required to be filed every five years, must satisfy the requirements of the Urban Water Management Planning Act (UWMP Act) of 1983 including amendments that have been made to the UWMP Act and other applicable regulations. The UWMP Act requires urban water suppliers servicing 3,000 or more connections or supplying more than 3,000 acre-feet (AF) of water annually, to prepare an UWMP.

The purpose of the UWMP is for water suppliers to evaluate their long-term resource planning and establish management measures to ensure adequate water supplies are available to meet existing and future demands.

The UWMP provides a framework to help water suppliers maintain efficient use of urban water supplies, continues to promote conservation programs and policies, ensures that sufficient water supplies are available for future beneficial use, and provides a mechanism for response during water drought conditions.

ANALYSIS
The consultant team Zanjero, aided by City Staff, has completed development of the updated Urban Water Management Plan and Water Shortage Contingency Plan. The team includes staff from the Community Development Department, Economic Development and Housing Department, Public Works Department, and Capital Projects Department, as well as the consultants from Zanjero.

Public Notice of the draft 2025 Urban Water Management Plan and Water Shortage Contingency Plan was published on May 22 and May 29, 2026 in the West Sacramento News-Ledger. An electronic copy can be found on the City website1.

Fundamental findings of the 2025 Urban Water Management Plan and Water Shortage Contingency Plan include:
• Projected annual demands are increasing
1 https://www.cityofwestsacramento.org/government/departments/community-development/development-engineeringdivision/utility-studies 1353 Resolution 26-58: Urban Water Management Plan Adoption
June 17, 2026

Page 2 of 3 ends

• 2025 demands were 10,464 acre-feet
• Projected 2050 demands are 20,297 acre-feet
• Per Capita water demands decreasing
• Baseline water use was 234 GPCD (2015 UWMP)
• Current use is 175 GPCD
• Reliable water supplies in 5-year drought
• Supplies require active management from CWD
• SWRCB Permit Supply
• CVP Project Supply
• North Delta Water Agency supply
• Groundwater
• Total Available Supplies
• Normal Year – 36,000 acre-feet
• Single Dry Year – 23,900 acre-feet
• Consecutive Dry Years – 23,900 to 30,000 acre-feet
• Short-term actions to augment reliability outlook
• Pursue the intertie with the City of Sacramento
• Incorporate groundwater and storage into future supply portfolio • Improve redundancy of City’s water system
• Increase CVP Project Supply water use in normal years • Clarify Reclamation’s Municipal & Industrial Shortage Policy • Continue SWRCB Permit renewal activities
• Reliable water supplies through 2050
• Complete redundancy for City’s system
• Improve conjunctive use and storage actions
Environmental Considerations
The preparation and approval of the UWMP and WSCP are exempt from CEQA pursuant to Water Code Section 10652 and CEQA Guidelines Section 15282(v).

Commission Recommendation
N/A
Strategic Plan Integration
The UWMP and WSCP support the City’s vision of a vibrant city where you can live, work, learn, and play. The UWMP enables residents to feel safe and secure and enjoy comfortable living by providing quality city infrastructure.

Alternatives
The Council’s primary alternatives are summarized below:
1) Approve the recommended actions as stated above.
2) Delay or revise the recommended actions.
3) Deny the recommended actions.

Alternative 1 is staff’s recommended action. Any delay in this action would delay completion of the 2025 UWMP, which is required by the State of California to receive water grants and loans.

Coordination and Review
This report has been coordinated with the Public Works Department and Finance Department.

Budget/Cost Impact
The cost of preparing the 2025 UWMP was included in CIP 25023 (Water Management Strategy) at a cost of $102,401. As a planning document required by DWR, adoption of the UWMP does not have an immediate impact on the budget or water rates. Certain capital improvements and programmatic commitments identified in the 2025 UWMP may have budget and rate impacts in the future as projects are implemented.

ATTACHMENTS

1. Resolution 26-58

2. 2025 Urban Water Management Plan and Water Shortage Contingency Plan 1354
Attachment 1
RESOLUTION 26-58

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST SACRAMENTO ADOPTING THE 2025 URBAN WATER MANAGEMENT PLAN AND WATER SHORTAGE

CONTINGENCY PLAN
WHEREAS, the California Water Code requires all urban water retailers serving more than 3,000 customers or 3,000 acre-feet of treated water annually to prepare an Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP) every five years and submit the plans to the California Department of Water Resources (DWR); and WHEREAS, the City of West Sacramento (City) has prepared and made available to the public for review, an updated Urban Water Management Plan and Water Shortage Contingency Plan, dated May 20, 2026, in compliance with the California Water Code; and WHEREAS, based on findings included in the UWMP, the City should have adequate water supplies through 2050 during normal and driest water years; and WHEREAS, the updated WSCP provides response actions, demand reduction measures, and monitoring procedures to preserve the City’s supply during water shortage conditions; and
WHEREAS, the City held a public hearing to receive comments from the public on the UWMP and WSCP on June 17, 2026; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West Sacramento approves the following:

1. The 2025 Urban Water Management Plan is hereby adopted; and

2. The Water Shortage Contingency Plan is hereby adopted; and

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

BE IT FURTHER RESOLVED THAT the City Council of the City of West Sacramento directs City staff (or designated consultants) to submit the documents to DWR by the July 1, 2026, deadline.

PASSED AND ADOPTED by the West Sacramento City Council this 17th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:

Martha Guerrero, Mayor
ATTEST:

Jennifer Cusmir, City Clerk
1355
Public Draft – May 20, 2026
2025 Urban Water Management Plan
Prepared By:

Attachment 2
1356
ii
Table of Contents
EXECUTIVE SUMMARY LAYPERSON’S DESCRIPTION.............................................................................. 1 ES.1 City of West Sacramento ............................................................................................................................................................. 2 ES.2 Water Service Reliability ............................................................................................................................................................... 4 Chapter 1.0 Introduction....................................................................................................................... 1-1

1.1 Background and Purpose ............................................................................................................................................................... 1-1

1.2 Basis for Plan Preparation .............................................................................................................................................................. 1-2

1.3 Coordination and Outreach ........................................................................................................................................................ 1-4

1.3.1 Water Supplier Information Exchange ......................................................................................................................1-5

1.3.2 Statutory Requirements for Notice ..............................................................................................................................1-5

1.4 UWMP Adoption....................................................................................................................................................................................1-5

1.5 Document Organization ................................................................................................................................................................ 1-6 Chapter 2.0 Water Service and System Description..................................................................... 2-1

2.1 Service Area Climate ...................................................................................................................................................................... 2-3

2.1.1 Climate Change.................................................................................................................................................................... 2-4

2.2 Current and Projected Population, Land Use, Economy, and Demographics........................................... 2-6

2.2.1 Current Population and Historic Trends.................................................................................................................. 2-7

2.2.2 Projected Population .......................................................................................................................................................... 2-8

2.2.3 Current and Projected Land Use ................................................................................................................................. 2-9

2.2.4 Economic Trends & Other Social and Demographic Factors ................................................................. 2-13

2.3 Delivery System Details ................................................................................................................................................................ 2-15

2.4 Energy Intensity ................................................................................................................................................................................. 2-17 Chapter 3.0 Water Supply................................................................................................................... 3-1

3.1 Description of Surface Water Supplies................................................................................................................................ 3-2

3.2 Sacramento River Watershed Supplies .............................................................................................................................. 3-2

3.2.1 SWRCB Appropriative Water Right Permit 18150 ............................................................................................... 3-2

3.2.2 Central Valley Project Contract Supplies .............................................................................................................. 3-5

3.2.3 North Delta Water Agency .............................................................................................................................................. 3-8

3.2.4 Curtailments Under the 2021-2023 Drought Emergency Regulations .............................................. 3-10

3.2.5 Bay-Delta Water Quality Plan Update .................................................................................................................... 3-11

3.3 Groundwater ....................................................................................................................................................................................... 3-12

3.3.1 Groundwater Basin ............................................................................................................................................................. 3-12

3.3.2 Groundwater Basin Management ............................................................................................................................ 3-13 1357
iii

3.3.3 City’s Groundwater Use ................................................................................................................................................... 3-15

3.4 Recycled Water Supplies............................................................................................................................................................. 3-16

3.5 Desalinated Water........................................................................................................................................................................... 3-16

3.6 Planned Water Supplies ............................................................................................................................................................... 3-16

3.7 Water Quality ...................................................................................................................................................................................... 3-16

3.8 Water Transfers and Exchanges ............................................................................................................................................ 3-17

3.8.1 Central Valley Project Water Transfers.................................................................................................................. 3-18

3.9 Water Supply Portfolio Assessment ..................................................................................................................................... 3-18 Chapter 4.0 Water Use......................................................................................................................... 4-1

4.1 Current Customer Water Use ..................................................................................................................................................... 4-1

4.1.1 Customer Water Use: 2021 to 2024 ............................................................................................................................. 4-1

4.1.2 Customer Use in 2025........................................................................................................................................................ 4-3

4.1.3 EXISTING DISTRIBUTION SYSTEM LOSSES ................................................................................................................... 4-3

4.2 Compliance with Water Use Targets and Objectives............................................................................................... 4-4

4.2.1 Compliance with 2020 Urban Water Use Target ............................................................................................. 4-4

4.2.2 Urban Water Use Objective Compliance .............................................................................................................. 4-4

4.3 Demand Management Measures .......................................................................................................................................... 4-5

4.3.1 Foundational Demand Management Measures ............................................................................................. 4-5

4.3.2 Recent DMM Activities....................................................................................................................................................... 4-12

4.3.3 Planned DMM Activities....................................................................................................................................................4-14

4.4 Forecasting Customer Water Use ...................................................................................................................................4-14

4.4.1 Representing Current Customer Water Use ......................................................................................................4-15

4.4.2 Factors Affecting Future Customer Use ................................................................................................................4-15

4.4.3 Customer Water Use Forecast ....................................................................................................................................4-19

4.4.4 Summary of Forecast Water Use ............................................................................................................................ 4-24

4.4.5 Dry Year Adjustments ..................................................................................................................................................... 4-25

4.4.6 Climate Change Conditions ....................................................................................................................................... 4-26

4.5 Projecting Disadvantaged Community Water Use ........................................................................................... 4-26 Chapter 5.0 Water System Reliability.............................................................................................. 5-1

5.1 Five-Year Drought Risk Assessment .......................................................................................................................................5-1

5.2 Long Term Service Reliability..................................................................................................................................................... 5-2

5.2.1 Long Term Service Reliability......................................................................................................................................... 5-3

5.2.2 Five Consecutive Dry Years (2030-2050) ............................................................................................................. 5-3

5.3 Annual Reliability Assessment.................................................................................................................................................. 5-5 1358
iv

5.3.1 Normal Year Supply and Current Water Use ...................................................................................................... 5-5

5.3.2 Single Dry Year Supply and Dry Year Current Demand ............................................................................... 5-6

5.4 Water Supply Reliability Summary.................................................................................................................................. 5-6 Chapter 6.0 Water Shortage Contingency Plan ............................................................................ 6-1

6.1 Water Supply REliability Analysis............................................................................................................................................. 6-2

6.2 Annual Water Supply and Demand Assessment Procedures ............................................................................. 6-4

6.2.1 Analytical and Decision-Making Processes ........................................................................................................ 6-4

6.2.2 Submittal Procedures ........................................................................................................................................................ 6-5

6.3 Six Standard Water Shortage Stages and Triggers .................................................................................................... 6-5

6.4 Shortage Response Actions................................................................................................................................................. 6-5

6.4.1 Stages of Shortage Response Actions .................................................................................................................... 6-5

6.4.2 Demand Reduction Actions .......................................................................................................................................... 6-12

6.4.3 Mandatory Prohibitions .................................................................................................................................................... 6-12

6.4.4 Emergency Operations Plan for Catastrophic Water Shortages ......................................................... 6-13

6.4.5 Seismic Risk Assessment and Mitigation Plan..................................................................................................6-15

6.5 Communication Protocols ...................................................................................................................................................6-15

6.6 Compliance and Enforcement ........................................................................................................................................ 6-16

6.7 Legal Authorities ............................................................................................................................................................................... 6-16

6.8 Financial Consequences of WSCP .................................................................................................................................. 6-17

6.8.1 Revenue and Expenditure Impacts.......................................................................................................................... 6-17

6.8.2 Drought Rate Structures and Surcharges ...........................................................................................................6-18

6.9 Monitoring and Reporting.....................................................................................................................................................6-18

6.10 Re-Evaluation and Improvement Procedures ........................................................................................................6-19

6.11 Special Water Feature Distinction ...................................................................................................................................6-19

6.12 Plan Adoption, Submittal, and Availability ................................................................................................................6-19 Appendix A – Notifications and Coordination................................................................................ A-1 1359
v
List of Tables
Table 1-1: Public Water System Information.......................................................................................................................................... 1-2 Table 1-2: Public and Agency Coordination .........................................................................................................................................1-5 Table 2-1: Customer Water Service Connections ........................................................................................................................... 2-3 Table 2-2: Historical Population................................................................................................................................................................... 2-7 Table 2-3: Historical Growth Rates ........................................................................................................................................................... 2-8 Table 2-4: Population Growth Rate 2015-2024................................................................................................................................. 2-8 Table 2-5: Population Forecast ................................................................................................................................................................... 2-9 Table 2-6: Current and Projected Future Residential Housing Connections ............................................................... 2-10 Table 2-7: Current and Projected Future Non-Residential Connections ........................................................................ 2-11 Table 2-8: Expected Total Water Service Connections .............................................................................................................. 2-12 Table 2-9: Summary of Land Use Plans in Service Area with Future Residential Units ......................................... 2-13 Table 2-10: Energy Intensity - Total Utility Approach11 ................................................................................................................. 2-17 Table 3-1: Historic Monthly Water Use (5-years) Permit 18150 (Values in Acre-Feet)............................................ 3-4 Table 3-2: Monthly Availability of Permit 18150 Through 2030 (Values in Acre-Feet)............................................. 3-4 Table 3-3: Annual Availability of Permit 18150 Through 2050 (Values in Acre-Feet per Year).......................... 3-4 Table 3-4: West Sacramento CVP Allocations 2020-2025 (Values in Acre-Feet per Year & %)....................... 3-7 Table 3-5: Annual Availability of CVP Allocations Through 2030 (Values In Acre-Feet per Year) .................. 3-7 Table 3-6: Annual Availability of CVP Allocations Through 2050 (Values In Acre-Feet per Year)................. 3-8 Table 3-7: West Sacramento NDWA Use 2021-2025 (Values in Acre-Feet per Year) ............................................. 3-9 Table 3-8: Annual Availability of NDWA Through 2030 (Values in Acre-Feet per Year) ...................................... 3-10 Table 3-9: Annual Availability of NDWA Through 2050 (Values in Acre-Feet per Year) ...................................... 3-10 Table 3-10: Future Projected Groundwater Supply Availability Through 2050 (AFY) ............................................. 3-16 Table 3-11: West Sacramento Water Quality ..................................................................................................................................... 3-17 Table 3-12: Potable Supply Availability in Varying Water Year Types Through 2030 (Values in AF) ............ 3-18 Table 3-13: Future Projected Total Potable Supply Availability Through 2050 (AFY) .............................................. 3-19 Table 4-1: Metered Customer Use: 2021 to 2024 (Values in Acre-Feet) ........................................................................... 4-2 Table 4-2: Actual Customer Water Use in 2025 (Values in Acre-Feet)............................................................................ 4-3 Table 4-3: Distribution System Loss Between 2021 And 2025.................................................................................................. 4-4 Table 4-4: Regional Rebates and Installations from 2021-2025........................................................................................... 4-9 Table 4-5: Representative Current Water Use (Acre-Feet) ....................................................................................................4-15 Table 4-6: Representative Current Water Use by Month (Acre-Feet).............................................................................4-15 Table 4-7: Anticipated Cumulative New Residential Units (from Table 2-6)............................................................ 4-20 Table 4-8: Future Non-Residential Connections .......................................................................................................................... 4-24 Table 4-9: Forecast Future Water Use (Values in Acre-Feet per Year)......................................................................... 4-25 Table 4-10: Estimated Low-Income Water Use Forecast (Acre-Feet)............................................................................. 4-27 Table 5-1: Five Year Drought Risk Assessment (AFY) .................................................................................................................... 5-2 1360
vi
Table 5-2: Normal and Single Dry Year Water Supply and Demand through 2050 (AFY) .................................. 5-3 Table 5-3: Five Consecutive Dry Years Water Supply and Demand through 2050 (AFY) ................................... 5-4 Table 5-4: Normal Year Water Supply and Demand ................................................................................................................... 5-5 Table 5-5: Single Dry Year Water Supply and Demand (AFY) ................................................................................................ 5-6 Table 6-1: Stage 1 Water Alert – Savings up to 10% ........................................................................................................................ 6-8 Table 6-2: Stage 2 Moderate Shortage – Savings up to 20% ................................................................................................. 6-9 Table 6-3: Stage 3 Severe Shortage – Savings up to 30% .......................................................................................................6-10 Table 6-4: Stage 4 Critical Shortage – Savings up to 40% ....................................................................................................... 6-11 Table 6-5: Stage 5 Shortage Crisis – Savings up to 50% ........................................................................................................... 6-11 Table 6-6: Stage 6 Emergency Shortage – Savings >50% ...................................................................................................... 6-12 Table 6-7: Summary of Actions for Catastrophic Events .........................................................................................................6-14 1361
vii
List of Figures
Figure ES-1: City of West Sacramento’s Water Service Area ......................................................................................................... 3 Figure 2-1: Water Service Area ......................................................................................................................................................................2-2 Figure 2-2: Average Climate Conditions .............................................................................................................................................. 2-4 Figure 2-3: Annual Precipitation Variability (Years)...................................................................................................................... 2-5 Figure 2-4: Historical Annual Temperature (Years) ...................................................................................................................... 2-6 Figure 2-5: West Sacramento Unemployment Data ................................................................................................................... 2-14 Figure 2-6: Potable Water Delivery System........................................................................................................................................ 2-16 Figure 3-1: West Sacramento Service Area and Key Water Supply Features ................................................................. 3-1 Figure 3-2: West Sacramento Permit 18150 Place of Use ........................................................................................................... 3-3 Figure 3-3: CVP Contract Place of Use ................................................................................................................................................... 3-5 Figure 3-4: City of West Sacramento Service Area and NDWA Service Area ............................................................... 3-9 Figure 3-5: Permit 18150 Curtailments During 2021-2022 Drought ....................................................................................... 3-11 Figure 3-6: City of West Sacramento’s Service Area in Yolo Subbasin ........................................................................... 3-13 Figure 3-7: Yolo Subbasin Groundwater Agency Management Areas ........................................................................... 3-14 Figure 3-8: City of West Sacramento Service Area in the South Yolo Management Area ................................. 3-15 Figure 6-1: City’s Service Area ...................................................................................................................................................................... 6-3 1362
viii
List of Preparers
City of West Sacramento
Amber Wallace, Senior Civil Engineer
Rebecca Scott, Director of Public Works, O&M
Ryan Burnett, Sustainability Manager
Chris Kania, Water Treatment Superintendent
Kevin Jones, Senior Water Treatment Plant Operator
Daniel Berumen, Senior Planner
Zanjero
Gwyn-Mohr Tully, J.D., Principal
Brad Hubbard, Senior Resources Planner
Kris Olof, Senior Resources Planner
Savanna Sanders, Resources Planner
Jennie McCarl, Office Manager
This 2025 Urban Water Management Plan was prepared under the direction of a California licensed civil engineer.
[Placeholder for PE Stamp]
1363
Executive Summary
2025 UWMP – Draft ES-1

EXECUTIVE SUMMARY
LAYPERSON’S DESCRIPTION
After the devastating drought in the late 1970s, the California Legislature declared California’s water supplies as a limited resource subject to ever-increasing demands, and that a longterm, reliable supply of water is essential to protect California’s communities, businesses, agricultural production, and environmental interests. The Legislature also recognized a need to strengthen local and regional drought planning and increase statewide resilience to drought and climate change. Thus, in 1983, the California Legislature created the Urban Water Management Planning Act (UWMPA).1 The UWMPA requires urban water suppliers serving over 3,000 customers or supplying at least 3,000 acre-feet of water annually to prepare and adopt an Urban Water Management Plan (UWMP) every five years,2 which shall demonstrate water supply reliability in a normal year, single dry year, and droughts lasting at least five years over a 20-year planning horizon.3 The UWMPA also requires each urban water supplier to prepare a drought risk assessment and water shortage contingency plan (WSCP).4 Additionally, beginning in July 2022, each urban water supplier must prepare an annual water supply and demand assessment.5 The California Legislature asserts that aggregating all of these legal requirements at the urban water supplier level will improve local, regional, and statewide water planning and water resilience.

The UWMP is the legal and technical water management foundational document for urban water suppliers throughout California. A well-constructed UWMP provides the supplier’s elected officials, management, staff, and customers with an understanding of past, current, and future water conditions and management. The UWMP integrates local and regional land use planning, regional water supply, infrastructure, and demand management projects as well as analyzing statewide challenges that may manifest through climate change and evolving regulations. Thoughtful urban water management planning provides an opportunity for the supplier to integrate supplies and demands in a balanced and methodical planning platform that addresses short- and long-term planning conditions. In short, the UWMP gathers, characterizes, and synthesizes water-related information from numerous sources into a plan with local, regional, and statewide practical utility. 1 California Water Code (CWC) §10610 et seq. (Chapter 1 added by Stats. 1983, Ch. 1009, Sec. 1). 2 CWC §10610 et seq.
3 CWC §§10631-10635
4 CWC §§10632
5 CWC §§10632.1
1364
Executive Summary
2025 UWMP – Draft ES-2
ES.1 CITY OF WEST SACRAMENTO
The City of West Sacramento (City) is a public water agency that provides potable water directly to retail customers throughout its approximately 23 square mile service area. The City is bounded by the Sacramento River on its north and east sides and by the Yolo Bypass on its western border. The Deep Water Ship Channel borders the City on its southwestern portion with a component of the channel piercing the City to the West Sacramento Port. The City’s southern border approximates a line moving west to east at the intersection of Jackson Boulevard and the Deep Water Ship Channel.

The City integrated its land use and water service authorities upon incorporation in 1987. At that time, the City assumed the East Yolo Community Services District’s water service duties and finally developed the Bryte Bend Water Treatment Plant to divert and treat surface water from the Sacramento River. The City has since overseen the development and implementation of its water service that parallels the growth and development within the City. The City delivers quality, reliable water to over 16,000 active service connections serving a population of approximately 55,400 people.

The City is one of the fastest growing areas in California due to the City’s centralized location and its proximity to the California State Capitol. The City’s population has increased by nearly 75 percent since 2000 and the City continues to rapidly expand its economy and residential services. The City’s water system continues to expand to serve this growth. Figure ES-1 shows the City of West Sacramento’s water service area that incorporates both the developed and undeveloped areas identified in the City’s General Plan. 1365
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FIGURE ES-1: CITY OF WEST SACRAMENTO’S WATER SERVICE AREA The City holds essentially four water assets – (1) a State Water Resources Control Boardissued Appropriative Water Right Permit (Permit 18150), (2) a Central Valley Project water supply contract (CVP Contract); (3) water supplies derived from the North Delta Water Agency (NDWA) contract; and (4) groundwater from the Yolo Subbasin. All of these water assets are subject to unique monthly and annual management conditions that affect their reliability under various climatological and regulatory conditions. Each of these surface water assets have attributes and limitations that require active management.

The City’s surface water assets are wholly derived from the Sacramento River. These supplies are subject to the hydrological and regulatory patterns in the operations of the federal and state storage facilities in the watershed. The City has a single point of diversion to capture these surface water supplies, treat the supplies, and deliver them to consumers throughout the City boundary. Together, the City’s surface water supply portfolio constitutes the vast majority of water served within the City’s boundary.

The City also has access to groundwater supplies. At the time of incorporation, the City was using groundwater as the primary source of water to service the regional customers. The City extracted water from the Yolo Subbasin, treated the water at the source, and delivered it to end users within the proximity of the extraction wells. With the development and perfection of 1366
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the City’s surface water supplies, the City reduced its reliance on its groundwater system and looked to preserve that supply to supplement supply deficits in its surface water system. In the context of the Yolo Subbasin Groundwater Authority’s work in the Sustainable Groundwater Management Act (SGMA), the City continues to preserve its groundwater assets and plans to use those assets, as needed, to meet its urban demands. Chapter 3 of this Urban Water Management Plan describes the key surface water and groundwater resource management strategies to maximize water service reliability.

ES.2 WATER SERVICE RELIABILITY
The City is uniquely positioned with ample water supplies to meet both current and future customer demand. Specifically, with an array of surface water assets (e.g. the City’s water rights and surface water contracts (2)) that can be flexibly managed in a single year and across multiple years, the City maintains strong reliability even during drought conditions6.

Nevertheless, the City continues to encourage customers to use water efficiently and continues to see lowering per-capita water use.

The City has reliable water supplies to meet demands through the 25-year planning horizon contemplated in this Urban Water Management Plan. The City’s water service reliability, however, hinges upon the active management of its water supply sources to meet the hydrological and regulatory variability inherent in each source. More specifically, the City must manage its water supplies to address the monthly supply limitations embedded in each water asset, particularly in a drought lasting five consecutive years. The City is pursuing improvements to its system reliability by further diversifying its water asset portfolio, improving water storage options, and integrating with neighboring water systems to create redundancy in its water system. The City is actively pursuing all of these activities in order to create water service reliability that is resilient to a changing climate and other potential short-term and long-term changes to supply availability.

Although the City has sufficient supplies to meet its needs during single-dry years and extended droughts as evaluated in this 2025 UWMP, other regulatory constraints or unique conditions, like the declaration of a drought emergency by the Governor of the State of California, State-ordered curtailment of water rights, low reservoir levels, or regional supply conditions may require the City to reduce its water service to customers. To address these water service reliability concerns, the City is actively pursuing infrastructure projects, studies, and demand management measures. For example, the City is advancing planning for an intertie connection with a neighboring water purveyor to improve regional reliability and emergency preparedness. The City is also actively pursuing groundwater well rehabilitation projects to diversify the City’s supply options and improve the City’s service reliability. Other 6 While the City’s water right and contract water supply maintains strong reliability, the City is still vulnerable to emergency water shortages should diversions to the City’s one (and only) intake off of the Sacramento River be interrupted.
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recent key efforts include a lead pipe study, and sonic leak detection study, both of which will help facilitate the City’s efforts to improve system safety and reliability.

The City has sufficient and reliable water supplies to meet forecasted customer water needs through 2050 considering water use forecasts for both normal and dry conditions. Table ES-1 shows the City’s annual supply as compared to its annual demands through the period 2026-2030 in normal conditions. Table ES-2 shows the City’s annual supply as compared to its annual demands through the period 2030-2050 in dry conditions. These tables demonstrate the City’s water supply reliability through the 25-year planning horizon contemplated in this Urban Water Management Plan.

TABLE ES-1:WATER SUPPLY RELIABILITY IN NORMAL CONDITIONS THROUGH 2030 (VALUES IN ACRE FEET

PER YEAR)
TABLE ES-2:WATER SUPPLY RELIABILITY IN DRY CONDITIONS THROUGH 2050 (VALUES IN ACRE FEET PER YEAR)
2026 2027 2028 2029 2030
Supply 29,432 28,402 23,904 27,373 28,406
Demand 12,853 12,484 13,233 13,981 14,729
Difference 16,579 15,918 10,671 13,392 13,677
2030 2035 2040 2045 2050
27,862 28,865 29,868 30,972 32,076
16,132 20,452 21,757 22,458 23,341
11,730 8,413 8,111 8,514 8,735
Supply
Demand
Difference
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CHAPTER 1.0

INTRODUCTION
The City of West Sacramento (City) has provided safe, reliable, and high-quality water service to its community since its incorporation in 1987. Through its Public Works Department, the City operates and maintains the water diversion, treatment, and distribution systems that sustain residents, businesses, and industries across West Sacramento. The City is governed by a five-member City Council, including a Mayor elected at large, which provides policy direction and oversight for the City’s utility services and long-term resource management.

Situated in eastern Yolo County, the City is uniquely defined by the waterways that surround it: the Sacramento River to the north and east, and the Yolo Bypass and Sacramento River Deep Water Channel to the west, supporting both natural habitats and the City’s active port.

Positioned in California’s Central Valley, between the San Francisco Bay Area and the State Capitol, the City sits at an elevation of approximately 20 feet above sea level. West Sacramento continues to grow as a dynamic urban community, guided by planning principles that emphasize sustainable development, revitalization of existing neighborhoods, and the use of data-driven decision-making to support economic stability and environmental stewardship.

The City is taking a forward-looking approach to ensuring a reliable and sustainable water supply. As part of this effort, the City is advancing planning for an intertie connection with a neighboring water purveyor to improve regional reliability and emergency preparedness. The intertie would provide an alternate potable water supply pathway, improving redundancy and operational flexibility, while supporting mutual aid and emergency response during system disruptions and periods of drought. The City’s surface water supplies, secured through existing rights and contracts, continue to provide the foundation of its water system; however, continued integrated planning and investment are essential to managing variability in river hydrology and evolving regulatory and environmental conditions.

The 2025 Urban Water Management Plan (UWMP) builds on prior planning efforts and incorporates updated local, regional, and statewide information. This UWMP provides a comprehensive framework to guide water resource management decisions, ensuring that West Sacramento can adapt to evolving conditions, meet regulatory requirements, and plan for future growth in a sustainable and resilient manner.

1.1 BACKGROUND AND PURPOSE
The Urban Water Management Planning Act (UWMPA) was enacted by the California Legislature in 1983 to address the growing need for comprehensive water supply planning 1369
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across the state's urban areas. Codified in California Water Code sections 10610-10656, the UWMPA requires urban water suppliers serving more than 3,000 customers or delivering more than 3,000 acre-feet annually to prepare and adopt comprehensive water management plans every five years. The City has prepared this 2025 UWMP to comply with the UWMPA requirements and address the City's water management planning efforts to assure adequate water supplies to meet forecast demands over the next 25 years.

As required by the UWMPA, this 2025 UWMP specifically assesses the availability of the City's supplies to meet forecast water uses during average, single-dry, and five consecutive drought years through 2050. Verification that future demands will not exceed supplies and assuring the availability of supplies in dry-year conditions are critical outcomes of this plan.

The 2025 UWMP is an update to the City's 2020 UWMP and presents new data and analysis as required by the California Department of Water Resources (DWR) and the California Water Code (CWC). This comprehensive water planning document describes existing and future supply reliability, forecasts future water uses, presents demand management progress, updates the City’s Water Shortage Contingency Plan (WSCP), and identifies local and regional cooperative efforts to meet projected water use.

The UWMP is designed to be a valuable water management and planning tool to guide and inform the City's managers, customers, and the State of California about Sacramento's water management practices. It reflects the City's planning assumptions and goals and should be used in combination with other planning resources and documents over the UWMP planning horizon, representing the City of West Sacramento's continued commitment to responsible water stewardship and proactive strategies that protect both water reliability and community prosperity.

1.2 BASIS FOR PLAN PREPARATION
The City operates a Public Water System as described in California Health and Safety Code 116275. The City qualifies as a Retail Urban Water Supplier as described in CWC Section 10617, providing water for municipal purposes to more than 3,000 customers or 3,000 acre-feet of water per year. This qualification requires the preparation of an Urban Water Management Plan every five years.

The City's Public Water System details are listed in Table 1-1.

TABLE 1-1: PUBLIC WATER SYSTEM INFORMATION
Public Water System
Number Public Water System Name Number of Municipal Connections 2025 CA5710003 City of West Sacramento 16,004
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The State Legislature passed numerous new requirements for the 2020 UWMP cycle which continue to apply to this 2025 UWMP. Since there have been no additional statutory changes to UWMP requirements between 2020 and 2025, this plan incorporates the same comprehensive framework established for 2020 UWMPs. Major requirements implemented in 2020 and continued in this 2025 UWMP are listed below along with references to the corresponding sections where they are addressed in this document.

Five Consecutive Dry-Year Water Reliability Assessment: The Legislature modified the dryyear water reliability planning from a "multiyear" time period to a "drought lasting five consecutive water years" designation. This statutory change requires the City to analyze the reliability of its water supplies to meet its water use over an extended drought period. This requirement is addressed in Chapter 3—Water Supply Characterization, Chapter 4—Water Use, and Chapter 5—Water Service Reliability Assessment.

Drought Risk Assessment (DRA): Due to the severity of recent California droughts and the variability associated with climate change predictions, the California Legislature created a DRA requirement for UWMPs. The DRA requires assessment over a five-year period from 2026 to 2030 that examines water supplies, water uses, and the resulting water supply reliability for five consecutive dry years. The DRA is addressed in Chapter 5—Water Service Reliability Assessment and Chapter 6—Water Shortage Contingency Plan.

Seismic Risk: Evaluating seismic risk to water system infrastructure and facilities and having a mitigation plan is required by the Water Code. Incorporating the water system into regional or county hazard mitigation planning is an important aspect of this statute. Seismic risk is addressed in Chapter 6.

Water Shortage Contingency Plan: The Legislature modified the UWMPA to require a Water Shortage Contingency Plan (WSCP) with specific elements. The WSCP is a document that provides the City with an action plan for a drought or catastrophic water supply shortage.

This WSCP updates the 2020 version based on an assessment of response action and protocol effectiveness during the 2020-2025 implementation period. The WSCP is presented in Chapter 6 of this UWMP.

Groundwater Supplies Coordination: UWMPs are required to be consistent with Groundwater Sustainability Plans (GSPs) following the 2014 Legislature enactment of the Sustainable Groundwater Management Act (SGMA). In past years, the City maintained an extensive network of groundwater wells throughout its service area and pumped groundwater throughout the year for supplies. While the City does not currently (Spring 2026) utilize groundwater supplies, projects are underway to get wells rehabilitated and back online in 2026. This GSP coordination/consistency requirement is met in Chapter 3—Water Supply Characterization.
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Lay Description: A synopsis of the fundamental determinations of the UWMP is a statutory requirement. This section is intended for new staff, new governing members, customers, and the media, and ensures a consistent representation of the City's detailed analysis.

1.3 COORDINATION AND OUTREACH
The City has complied with the UWMPA by engaging in coordination with local and regional agencies to ensure a consistent, transparent, and regionally integrated approach to water resource planning. Coordination and communication among agencies play a critical role in promoting reliability, resilience, and sustainability of the region’s water supplies. In accordance with CWC 10620(d)(3), the City coordinated the preparation of this UWMP with other appropriate agencies within and adjacent to its service area, including water suppliers sharing common sources, water management agencies, and relevant public entities.

The City continues to participate in region-wide water planning efforts that support sustainable, integrated water management. The City is an active member of the Regional Water Authority (RWA), which represents most of the water providers in the greater Sacramento area and facilitates regional supply planning, drought preparedness, and advocacy on statewide water issues. The City is also a member of the Yolo Subbasin Groundwater Agency which oversees groundwater management in the Yolo Subbasin. The agency is responsible for implementing the Groundwater Sustainability Plans (GSPs) to ensure long-term basin health.

In compliance with CWC 10621(b), the City provided notification to all affected cities and counties at least 60 days prior to the public hearing on this UWMP update. Additionally, the City conducted outreach to community stakeholders and encouraged the involvement of diverse social, cultural, and economic elements within the service area, as required under CWC 10642. These efforts reflect the City’s ongoing commitment to public transparency and engagement in water resource planning. A summary of these notifications is provided in Table 1-2, and copies of the notification letters are included in Appendix A. 1372
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TABLE 1-2: PUBLIC AND AGENCY COORDINATION
Coordinating Agencies Sent 60-Day
Notice
Made Public Draft
Available
Notice of Public
Hearing
Yolo County X X X
Yolo Subbasin Groundwater Agency X X
United States Bureau of Reclamation X X
Regional Water Authority X X
North Delta Water Agency X X
Department of Water Resources X X
City of Sacramento X X X
Yolo County LAFCo X X
General Public X X

1.3.1 WATER SUPPLIER INFORMATION EXCHANGE
In accordance with Water Code Section 10631(h), wholesale and retail water suppliers must exchange information regarding projected water supply and demand in order to facilitate consistent planning assumptions. Since the City’s surface water rights and general availability are intertwined with neighboring agencies, it has coordinated with those other suppliers within the Sacramento River watershed to provide supply and demand information.

1.3.2 STATUTORY REQUIREMENTS FOR NOTICE
In compliance with Water Code Section 10621(b), the City notified Yolo County and the City of Sacramento on January 21, 2026, regarding its intent to update and adopt this 2025 UWMP.

The notification was provided more than 60 days prior to the scheduled public hearing, fulfilling statutory requirements. Furthermore, consistent with Water Code Section 10642, the City encouraged public participation by providing notice of the hearing date, time, location, and methods for accessing the draft UWMP. Notifications were published in local newspapers and sent directly to interested stakeholders to promote inclusive community involvement in the plan’s development.

1.4 UWMP ADOPTION
In compliance with Water Code Section 10642, the City held a publicly noticed hearing on June 17, 2026, to review and consider adoption of the 2025 UWMP and associated WSCP. The hearing provided an opportunity for community members, partner agencies, and regional stakeholders to comment on the proposed Plan. Following public input, the City Council formally adopted the 2025 UWMP by resolution.
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The City adopted this 2025 UWMP on June 17, 2026. A copy of the adopted 2025 UWMP will be submitted to DWR, provided to the County of Yolo, and the California State Library, and posted onto the City’s website. The City plans to submit all required documentation related to the UWMPA through the DWR submittal website within 30 days of adoption. These include the following required DWR Excel workbooks:
• “2025 Submittal Tables.xlsx”
• “Energy Use Tables.xlsx”

1.5 DOCUMENT ORGANIZATION
This 2025 UWMP is organized as follows:
• Executive Summary provides a layperson’s overview of the purpose and findings of this 2025 UWMP.
• Chapter 1 establishes the basis for the UWMP, describes the outreach activities, and introduces the document organization.
• Chapter 2 provides a description of the City’s service area, demographic characteristics, and climate, and describes the future population the City anticipates needing to serve.
• Chapter 3 describes the current and future water supplies and the availability of the supplies through 2050.
• Chapter 4 details the customer uses, including the past and future estimated uses, and describes City’s past and on-going demand management measures. • Chapter 5 presents the City’s water system service reliability into the future, including an assessment of reliability if a drought occurred over the next five consecutive years. • Chapter 6 is the City’s stand-alone water shortage contingency plan, incorporated as a chapter in this UWMP, but also available to be shared and utilized separately from the UWMP.
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NOTE TO DWR:

The City of West Sacramento has prepared this Urban Water Management Plan (UWMP) primarily as a water resources planning tool to effectively manage water supply, reliability and demand. This UWMP also satisfies all the requirements of the Urban Water Management Planning Act (UWMPA).

The body of the document provides narratives, analysis and data that DWR requests in its 2025 UWMP Guidebook, including changes to the California Water Code since 2020. Efforts have also been made to include enhancements to this document wherever possible as recommended in the 2020 UWMP Guidebook.

To facilitate review by DWR for compliance with the UWMPA, data from the body of the document has been transferred into required DWR submittal tables consistent with the organization of the tables in Appendix E of the 2025 UWMP Guidebook. These tables are separately uploaded to DWR’s web portal. This UWMP has been reviewed for adequacy according to the UWMP Checklist as contained in Appendix F in the 2025 UWMP Guidebook.

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CHAPTER 2.0

WATER SERVICE AND SYSTEM

DESCRIPTION
The City of West Sacramento (City) serves water to its customers directly through its Public Works, Operations & Maintenance Department. The City is located in eastern Yolo County (County), sitting between the City of Davis to the west and the City of Sacramento to the east.

The City provides water for irrigation, municipal, domestic, industrial and commercial customers through its several water rights and contracts. The City was incorporated in 1987 and assumed ownership and operations of the water system from the East Yolo Community Services District that same year. In 1988, the City’s Bryte Bend Water Treatment Plant (WTP) became operational. The WTP allowed the City to convert from a total reliance on groundwater to a usage of surface water from the Sacramento River. Currently, there are areas within the City limits that remain undeveloped and are not connected to the City’s water distribution system.

The original water supplies within the City’s service area were used to provide irrigation water for farming, but as residential neighborhoods became established, the Sacramento River Deep Water Channel (Channel) was constructed, and the industrial areas surrounding the river and the port developed. The City’s water supply responsibilities came to serve a diverse mix of customer classes upon City incorporation. Today, the City serves approximately 16,000 connections. While the vast majority of the water supply comes from direct diversions from the river, the City also operates a few groundwater wells that may supply raw water into its delivery system as well as operates a few raw water irrigation wells used at parks and for some of the community aesthetic residential lakes. The City’s water supply is discussed in detail in Chapter 3.

The northern and eastern boundaries of the City and its water service area are mostly contiguous with the course of the Sacramento River. The southwestern boundary follows the Channel which also crosses east to west through the City center. The historic industrial and farming community of West Sacramento occupied the central part of the present-day City north of the Channel, stretching from the Sacramento River in the east to the Yolo Bypass in the west. This area now includes a mix of residential, commercial, and industrial development, including significant industrial land uses along the Channel. Lands south and east of the Channel are considered the Southport area. This is where most of the vacant parcels in the City still exist and which will experience the majority of future residential growth. 1376
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The water service area covers about 22 square miles as shown in Figure 2-1. Notably, two place of use boundaries are shown in the figure: (1) customers located outside of the North Delta Water Agency (NDWA) boundary, generally located north of the railroad tracks near the Broderick neighborhood, and (2) customers located within the NDWA boundary. This distinction is important as it relates to water supplies discussed in further detail in Chapter 3.

The City provides both water and wastewater services to its community. The water service area is contiguous with the City boundaries (Figure 2-1), encompassing about 22 square miles. The City is dedicated to supplying its customers with a safe and reliable supply of highquality drinking water.

FIGURE 2-1: WATER SERVICE AREA
The City provides water service to approximately 16,000 residential, commercial, irrigation, and institutional/governmental service connections. Much of the development is low-density, single-family housing and retail related commercial use. Table 2-1 shows the number of service connections by customer class for 2020 through 2025, representing the mix of customer types and total customer connections since the 2020 UWMP. 1377
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TABLE 2-1: CUSTOMER WATER SERVICE CONNECTIONS
The City also operates and maintains a sewer collection system consisting of 12 sewer pump stations along with all underlying sewer pipes throughout the City. The collected sewage is then delivered to the Sacramento County Regional Sanitation District for treatment via the 19- mile Lower Northwest Interceptor pipeline.

2.1 SERVICE AREA CLIMATE
West Sacramento’s climate is characterized as a mild Mediterranean climate with a wet winter and a dry summer. Historical averages show January as the coolest and wettest month, and July as the hottest and driest. The wet season is from October to April with a 30- year annual average rainfall of 19.24 inches. The annual mean temperature is 61 degrees, but the summer months can regularly see average highs in the mid to high 90s, and average winter lows hover down in the 40s, occasionally reaching the 30s. Other climate characteristics include occasional tule fog coinciding with the rainy season, which brings dense fog caused by high relative humidity (after rain) and rapid cooling during the night.

The fog can get trapped, due to temperature inversions common in the Sacramento valley, for days or even weeks. Snow is rare but cold fronts can bring freezing temperatures with trace amounts of snow and ice. Autumn starts warm and dry and becomes cooler, wetter and foggier later in the season. Autumns remain comparatively warm, cooling dramatically by late November, when the rainy season typically begins. Spring brings gradual warming by late March with most winter rain ending by late April or early May.

Figure 2-2 presents average historical climate data for the service area, including average monthly temperature, rainfall, and reference evapotranspiration (ETo) from the past 30 years.

As shown in Figure 2-2, the warmest months of the year on average are July and August with an average temperature of about 71° Fahrenheit (F), while the coldest months of the year are December and January with average temperatures falling to approximately 49° F. Historically the most rainfall also occurs in December and January with precipitation tapering into the spring and minimal amounts falling in the summer months. Average annual rainfall over the historical period totals just over 19 inches.
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FIGURE 2-2: AVERAGE CLIMATE CONDITIONS7

2.1.1 CLIMATE CHANGE
The California Water Code does not prescribe specific climate change planning and management measures for water suppliers; however, urban water suppliers should consider climate change when evaluating water supply availability and customer water use trends.

For example, drier conditions or drought can lead to more residential irrigation and increased water use compared to wetter years. Specifically, increased demand during spring and fall months, where in normal years precipitation is adequate, can stress supplies during seasons the historically had more supply availability and flexibility between sources.

Climate change will likely alter precipitation patterns, resulting in consequential externalities like reductions in Sierra Nevada snowpack. Given the City’s reliance on imported water, particularly from the Sacramento River, which relies on melting snowpack, any effect from climate change on Sierra Nevada snowpack levels and inflows to Northern California reservoirs and the Delta will have a serious impact on water availability. Specific risks to the City’s water supply portfolio are further discussed in Chapter 3. Precipitation has varied widely in recent years as shown in Figure 2-3. Rainfall totals have seen negative deviation from the 7 Temperature and rainfall data represents annual averages from 1995-2024 from the PRISM Climate Group http://www.prism.oregonstate.edu/documents/PRISM_datasets. Location: Lat: 38.5825 Lon: -121.5409 Elev: 20ft; ETo data is from CIMIS Davis Station 6, April 2001 - December 2024. 1379
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mean from 40% to over 70% in multiple years, with a trend of wide swings in consecutive years over the last two decades.

FIGURE 2-3: ANNUAL PRECIPITATION VARIABILITY (YEARS)
As shown by the trendlines in Figure 2-4, there has been a gradual warming in average temperatures over the past 100 years. Rising temperatures impact the region and its water demands at large, especially outdoor water uses, and further exacerbates supply reliability.

With existing water supplies facing constraints, additional demand driven by climate change could result in supply shortfalls for many water retailers. Figure 2-4 illustrates the general warming trend experienced by the City over the last 100 years. 1380
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FIGURE 2-4: HISTORICAL ANNUAL TEMPERATURE (YEARS) 8
Accordingly, this UWMP assesses supply availability in dry-year conditions (Chapter 3) and provides a drought risk assessment and long-term reliability projections (Chapter 5). The City’s Water Shortage Contingency Plan (WSCP) is also updated in this UWMP as required by the UWMPA.9 Additional discussion regarding the potential effects of climate change is included in Chapter 3, Chapter 4, and Chapter 5.

2.2 CURRENT AND PROJECTED POPULATION, LAND USE,

ECONOMY, AND DEMOGRAPHICS
Service area population and land use projections are critical to developing a useful planning framework, as population dynamics and growth are a primary driver on water use. These projections directly influence planning decisions for system supply, delivery, infrastructure, and demand management. Similarly, understanding the City’s economic, social, and demographic trends is requisite for water management and planning. This section of the UWMP addresses these factors to provide a supportable basis for forecasting future water use.

Developing these planning frameworks and growth projections begins with calculating an informed estimate of the City’s current service area population, consistent with DWR 8 Temperature data is from the PRISM Climate Group http://www.prism.oregonstate.edu/ Period: 1920 - 2024 Location:

Lat: 38.5825 Lon: -121.5409 Elev: 20 ft
9 CWC Section 10632.2
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requirements. There are multiple approaches to developing this estimate; however, because the City’s boundaries correspond by 95% or more with the City’s water service area, population estimates prepared by the Department of Finance were used.

2.2.1 CURRENT POPULATION AND HISTORIC TRENDS
Through the 1920s and 1930s, West Sacramento remained primarily rural. The population grew to about 5,185 and changed very little through World War II. West Sacramento then experienced a major post war boom, due in large part to the construction of the Sacramento-Yolo Port (now known as the Port of West Sacramento). The population doubled to 11,225 by 1950 and by 1960, the Census reported the population of East Yolo at 25,032. The appearance of the area changed with growth. The rural landscapes gave way to large-scale commercial and industrial buildings and new residential subdivisions sprouted up to provide housing for the growing workforce. Through the 1960s and 1970s government agencies were also formed to provide services to the growing population.

Following its 1987 incorporation, West Sacramento adopted its first General Plan in 1990. Since that time, the City has continued to grow into a vibrant community with a wide range of housing types and densities, commercial and industrial areas, and parks and open space. In 2020, the City had a population of 52,853 according to the State of California’s Department of Finance population estimates. West Sacramento is transitioning from a suburban community to an urban city. Historical population dating back to 1990 is shown in Table 2-2, with population and growth rate over the past few decades provided in Table 2-3. Because the water service area is contiguous with City boundaries represented by the California Department of Finance in their historic and recent population analyses, the estimates in these tables are derived directly from these population estimates.

TABLE 2-2: HISTORICAL POPULATION10
The recent historic growth of the City was examined to lend context to the consideration of future growth. Using data from the CA Department of Finance (DOF) and US Census Bureau, decadal growth rates from 2000 to 2020 were calculated (Table 2-3). The data show that while the City experienced rapid growth (above four percent annually) from 2000 to 2010, that growth has slowed since 2010 (approximately one percent). As of the 2020 census, the City had a population of 53,915 occupying 19,550 housing units. 10 State of California, Department of Finance, E-4 Population Estimates for Cities, Counties, and the State, 1981-1990, 1990-2000, 2000-2010, 2010-2020, 2020-2025. Sacramento, California, May 1992. For consistency purposes, representative population statistics reflect the most recent values available, as of January 1st or April 1st of each year. 1382
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TABLE 2-3: HISTORICAL GROWTH RATES
Data sources: 1. CA Dept of Finance; 2. CA Dept of Finance; 3. US Census Over the last decade, the City has experienced modest but notable shifts in population. While the population grew between 2010 and 2020 – from 48,744 to 53,915 – it has since shown signs of inconsistent growth (e.g. between 2021 and 2022 the population decreased by 1.95%).

This growth rate is shown in the rate of change in the City’s population by year, shown in Table 2-4. This trend reflects broader regional dynamics, including housing affordability challenges and shifting migration patterns within the suburbs of the Sacramento Valley region.

TABLE 2-4: POPULATION GROWTH RATE 2015-202411

2.2.2 PROJECTED POPULATION
Accurate population forecasts of the service area require consideration of past growth rates, local economic predictions, and current and projected land uses. New residents are effectively added to the population of existing residents. The UWMP Act states urban water suppliers “shall coordinate with local or regional land use authorities” regarding land uses that may affect water management planning.12
The City’s projected population growth is estimated using a methodology that combines historical DOF populations with occupancy rates and future development capacity, as well as 5 State of California, Department of Finance, E-4 Population Estimates for Cities, Counties, and the State, 2010-2020, 2020-2025. Sacramento, California. For consistency purposes, representative population statistics reflect the most recent values available, as of January 1st or April 1st of each year. 12 8 CA Water Code Section 10631(a)
Metric 2000 2010 2020
Population 31,615 48,744 53,915
Annual Growth rate 4.40% 1.00%
Housing Units 12,133 18,681 20,245
Annual Growth rate 4.40% 0.80%
Occupied Housing Units 11,404 17,421 19,550
Annual Growth rate 4.30% 1.20%
Vacancy Rate 6.00% 6.70% 3.40%
Household Size 2.75 2.78 2.74
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
50,859 52,233 52,378 52,700 52,622 52,848 53,723 52,676 54,543 54,938

0.92% 2.70% 0.28% 0.61% -0.15% 0.43% 1.66% -1.95% 3.54% 0.72% 1383
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data from the preliminary planning documents for residential developments anticipated throughout the planning horizon.

The resulting projected population through the planning horizon of 2050 is presented in Table 2-5. Values are rounded to represent the estimated nature of this forecast.

TABLE 2-5: POPULATION FORECAST

2.2.3 CURRENT AND PROJECTED LAND USE
The City is undergoing a significant transformation, with a clear shift from its historically residential and agricultural roots towards a more urbanized, high-density community. This evolution leverages redevelopment of river-adjacent industrial land and in-fill opportunities rather than outward expansion. A prime example of this trend is the Grand Gateway District, an 8.6-acre, City-owned property at the intersection of Grand Street and Tower Bridge Gateway. This long-anticipated project is set to become a high-density, mixed-use hub featuring over 450 multi-family residential units, including 144 affordable housing units, as well as ground-floor retail space, a hotel, and public park space. Future development within the City is anticipated to focus on residential uses concentrated in three key areas.

BRIDGE DISTRICT
The Bridge District is the City’s most active redevelopment area. Former river-adjacent industrial land is actively being converted into high-density, mixed-use neighborhoods.

Developments in the Bridge District and along the riverfront emphasize housing options with a range of affordability, walkability, and access to public transportation.

NORTH AREA
The north area includes a mix of residential, commercial, and industrial development. There is a concentration of industrial use along the Deep Water Ship Channel and in the northwest part of the service area, including heavy-, light-, and mixed-commercial, and industrial in the northwest. Residential land use north of the Channel is mostly low density, punctuated by pockets of medium- and high-density residential areas. Other land uses include retail and service, commercial, office, industrial, public or quasi-public uses, including parks and recreation, schools, agriculture/open space, and vacant land.

SOUTHPORT
The Port of West Sacramento and surrounding areas to the south are a critical land use focus.

Many vacant large and small parcels in the City are concentrated in this area. Located south and east of the Deep Water Ship Channel, the area includes industrial land use, a large mix of Year 2025 2030 2035 2040 2045 2050
Projected Population 55,403 64,642 75,422 87,999 102,674 119,796 1384
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low to medium density residential and rural residential land classifications, and swaths of recreational parks and open space along the river.

The adopted 2021-2029 Housing Element Update includes a detailed analysis of vacant lands, known and anticipated residential development projects, and estimates of near-term growth rates and housing characteristics as well as growth to 2040.

Using existing customer account information, coupled with an analysis of recent customer water use data, the “current” number and mix of residential and non-residential water users can be characterized. This provides a representation of the current land use and current unit water demands by land-use classification (as further discussed in Chapter 4).

Building on the current representation, data and analysis detailed in the 2021-2029 Housing Element Update provides a basis for estimates of future growth within these general land-use classifications to generate an overall characterization of the future land use and customer classifications requiring City water service. Table 2-6 provides the resulting representation of current and forecast residential connections, in five-year increments, through 2050. Values in this table reflect information detailed in Appendix A and Appendix B of the City’s 2021-2029 Housing Element Update with an estimated distribution among residential classifications for the purpose of estimating future water needs. Actual growth within each classification will be dependent on proposed development projects and other considerations the City will evaluate as part of its ongoing planning and community development efforts.

TABLE 2-6: CURRENT AND PROJECTED FUTURE RESIDENTIAL HOUSING CONNECTIONS13 13 The “Current” multi-family quantity reflects total connections and does not reflect the quantity of actual multi-family units. The “Future” values reflect forecast units within each sub-classification.

Current 2030 2035 2040 2045 2050
Single 13,732 13,732 13,732 13,732 13,732 13,732
Family R1 Future 0 1,385 2,770 3,590 4,410 5,960
R2 Future 0 1,520 3,040 4,010 4,980 6,810
13,732 16,637 19,542 21,332 23,122 26,502
Multi- 320 320 320 320 320 320
Family Studio Future 565 1,130 1,380 1,630 2,100
1B Future 705 1,410 1,770 2,130 2,810
2B Future 510 1,020 1,220 1,420 1,800
3B Future 45 90 110 130 170
2,145 3,970 4,800 5,630 7,200
Total Residential Connections 14,052 18,782 23,512 26,132 28,752 33,702 Residential Customers
Cumulative Connections
Current
Total Single-Family
Current
Total Multi-Family
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Using the City’s recent non-residential customer water use data, the ratio of residential to non-residential connections was estimated to be one non-residential connection for every 10 residential connections – or 10%. Further analysis allowed an estimate of non-residential customers to be subdivided among primary classifications of commercial, public, industry and irrigation. These ratios were used to estimate future non-residential connections expected to occur as residential growth occurs. Table 2-7 presents the forecast for nonresidential connections.

TABLE 2-7: CURRENT AND PROJECTED FUTURE NON-RESIDENTIAL CONNECTIONS Table 2-8 presents the expected total water service connections by classification, combining the new residential and non-residential connections with the existing connections. This connection forecast will be used to estimate future water use, as detailed in Chapter 4.

Current 2030 2035 2040 2045 2050
Existing 1,374 1,374 1,374 1,374 1,374 1,374
Future 0 370 720 930 1,120 1,500
Existing 75 75 75 75 75 75
Future 0 90 110 130 180 200
Existing 95 95 95 95 40 95
Future 0 10 20 20 30 40
Existing 185 185 185 185 185 185
Future 0 7 30 30 40 50
2,206 2,609 2,839 3,044 3,519
Industry
Irrigation
Total Non-Residential
Non-Residential Cumulative Connections
Connections
Comm
Public
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TABLE 2-8: EXPECTED TOTAL WATER SERVICE CONNECTIONS
Table 2-9 on the next page represents the planned mix of new residential connections expected by the City between now and 2050. This information is used in Chapter 4 to forecast future water use needs. The summary of land use plans and the future residential unit figures include information provided on projected new developments that are currently under planning review or have recently received Planning Commission approval. These residential unit figures factor in the buildout scenario provided in the City’s General Plan. 2030 2035 2040 2045 2050
Single Family Residential
Multi-Family Residential
Commercial/Institutional
Landscape Irrigation
Single Family Residential 2,905 5,810 7,600 9,390 12,770 Multi-Family Residential 1,825 3,650 4,480 5,310 6,880
Commercial/Institutional470 850 1080 1330 1740
Landscape Irrigation 7 30 30 40 50
Single Family Residential 16,637 19,542 21,332 23,122 26,502 Multi-Family Residential 2,145 3,970 4,800 5,630 7,200
Non-residential 1,729 2,109 2,339 2,589 2,999
Total Connections 20,511 25,621 28,471 31,341 36,701
Total
13,732
320
1,544
185
Customer Class
Existing New
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TABLE 2-9: SUMMARY OF LAND USE PLANS IN SERVICE AREA WITH FUTURE RESIDENTIAL UNITS14

2.2.4 ECONOMIC TRENDS & OTHER SOCIAL AND DEMOGRAPHIC

FACTORS
The local economy of West Sacramento is diverse and dynamic, characterized by a strong industrial and business base, numerous sources of government employment, and a strategic location that makes it a key logistics and transportation hub. West Sacramento’s proximity to the nearby State Capital makes state and local government a major employment anchor.

This proximity coupled with its strategic location along major transportation corridors, including Interstate 80 and the Sacramento Deep Water Ship Channel, have fostered a strong industrial and logistics industry. The City also supports burgeoning sectors in education and 14 The specific details of the land use plans presented in this table are derived from information provided by the City or publicly available project application documents, and are subject to change.

Residential Units
Future Residential-focused
Developments Single-family Multi-family
Five20 5th Street 0 125
Brar Farms 259 0
Grand Gateway Development 0 450
641 5th Street 0 37
210 E Street 0 30
River 1 0 57
River 1 Phase 2 0 95
River Oaks 115 0
Grand Street Apartments 0 195
326 5th Street 0 30
The Crest 59 0
1990 Lake Washington Blvd. 0 152
3895 Marshall Rd. 9 0
50 Water Pl 0 165
Lewis Homes 0 210
Yarbrough Master Plan 1174 1170
Liberty 934 569
River Park 1473 1315
Bridge District Phase IV 0 260
218 4th Street Townhomes 0 25
1900 West Capitol Avenue 0 17
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healthcare, professional services, arts and entertainment, and construction, along with the typical retail and commercial jobs to support a growing residential population.

While not located in Sacramento County, West Sacramento is accounted for as part of a four-county metropolitan area that includes Yolo County, Sacramento County, and portions of Placer and El Dorado Counties. It closely mirrors the economic trends of the SacramentoRoseville-Arden-Arcade Metropolitan Statistical Area. The metro area has made impressive headway in bolstering economic growth and reducing unemployment. Labor force participation has grown from 1,049,556 in January 2015 to 1,203,507 as of November 2025.15 The unemployment rate has trended downward from 6.8% in January 2015 to 5.0% as of November 2025. Notably, the unemployment rate has recovered since its COVID-19 Pandemic peak of nearly 14% (Reference Figure 2-5 for more detail).

FIGURE 2-5: WEST SACRAMENTO UNEMPLOYMENT DATA
According to the 2020 US Census, the ethnic makeup of West Sacramento is 41.1% White, 34.0% Hispanic/Latino, 13.2% Asian, 3.9% Black, and 17.8% Other/Two Races or More. A notable characteristic is the City’s number of foreign-born persons, 23.6%. The median household income is $90,791, with 13.4% of the population living below the federal poverty line. 15 https://www.bls.gov/eag/eag.ca_sacramento_msa.htm
0 2
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8 10
12 14
16 18
0 2000
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6000
8000
10000
12000
14000
16000
18000
20000
2015 Jan
2015 Apr
2015 Jul
2015 Oct
2016 Jan
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2017 Jan
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2017 Jul
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2018 Jan
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2021 Jan
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2025 Jul
Unemployment Rate %
Population
Labor Force Employment Unemployment Rate
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2.3 DELIVERY SYSTEM DETAILS
This subsection focuses specifically on the City's potable water delivery system. The physical water supplies are characterized in Chapter 3, with water uses described in Chapter 4.

The City operates a potable water system to provide water service to its customers. The potable water distribution system consists of essentially two systems (or zones) that are maintained by storage tanks and booster pumping stations. The Deep Water Shipping Channel serves as a major separation between the north and south zones. Figure 2-6 represents the major features of this system, including the City’s diversion on the Sacramento River, its water treatment plant, and the numerous transmission lines. Additionally, the City operates several wells to supply raw water to its delivery system and a few raw water wells for irrigation.

The City’s George Kristoff Water Treatment Plant (“WTP”) began treating surface water in 1988.16 Its establishment allowed the City to diversify its water supplies beyond its historical reliance on groundwater. The facility treats surface water diverted from the Sacramento River using a comprehensive, multi-stage process that includes chemical coagulation, Actiflo® high-rate clarification, dual media granular activated carbon filtration, and chlorine disinfection. An expansion completed in 2004 increased the WTP’s maximum capacity to 58 million gallons per day (mgd), though it operates under a permit that seasonally restricts output to 40 mgd from November to March. Once treated, the water is pumped through the City's extensive distribution system to serve customers.

While the vast majority of the water supply comes from direct diversions from the Sacramento River, the City also owns several groundwater wells. The City is presently working on treatment improvements for one well to support potential future use. The City also owns several raw water irrigation wells that serve parks and certain residential lakes. 16 Previously known as the Byrd WTP, renamed in 2014.
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FIGURE 2-6: POTABLE WATER DELIVERY SYSTEM
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2.4 ENERGY INTENSITY
California Water Code Section 10631.2(a) codified the requirement that urban suppliers must include information it can readily obtain related to the amount of energy consumed to divert, extract, produce, treat, and deliver water. Referred to as “Energy Intensity Reporting” for urban water suppliers, Energy Intensity is defined as: the total amount of energy expended in kilowatt-hours (kWh) by the urban water supplier on a per acre-foot basis to convey water from the location where the urban water supplier acquires the water to its point of delivery (i.e., turnout).

Due to the manner in which water is supplied within the City’s various service areas, it is not currently possible to parse out energy use for extraction, treatment, and distribution. This limitation is due to the delivery and treatment facilities operating on single power meters, the use of some gravity-fed storage tanks, and the use of solar at some of the City’s facilities. As a result, the City employs a Total Utility Approach, which sums the annual net energy consumed for all water management processes, divided by total volume of water (in acrefeet).17 These processes include diversion, conveyance, treatment, and distribution. The total energy intensity is reported in Table 2-10.

TABLE 2-10: ENERGY INTENSITY - TOTAL UTILITY APPROACH11 Sum of All Water Management Processes
Volume of Water Entering Process (acre-feet) 11,073
Energy Consumed (kWh) 6,715,837
Energy Intensity (kWh/acre-foot) 606.5
17 Energy consumption numbers cover water treatment plant and pump stations for the period July 2024 through June 2025. Monthly water production from the treatment plant differs slightly from the energy use period due to variations in electric billing cycles not lining up perfectly monthly. 1392
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CHAPTER 3.0

WATER SUPPLY
The City of West Sacramento (“City”) utilizes a variety of water supply sources to serve its customers, including surface water rights and contracts, and groundwater. While these supplies are significant, their availability varies monthly, making careful management of the water supply portfolio crucial for ensuring long-term reliability, particularly during multi-year drought periods. This section examines the specifics of each water asset and its impact on the City’s water supply. Figure 3-1 provides an overview of the service area and key water supply features.

FIGURE 3-1: WEST SACRAMENTO SERVICE AREA AND KEY WATER SUPPLY FEATURES 1393
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3.1 DESCRIPTION OF SURFACE WATER SUPPLIES
The City’s water management strategy centers on the active, collective oversight of its three surface water supplies, all derived from the Sacramento River Watershed. This surface water asset portfolio comprises: (1) State Water Resources Control Board appropriative water right permit, (2) Central Valley Project contract, and (3) North Delta Water Agency contract. These water assets are collectively managed to optimize delivery across different water year types, minimize delivery costs, manage water quality issues, and ensure reliability during emergencies. To meet long-term objectives, this strategy is being supplemented by rehabilitating groundwater sources and developing an emergency intertie with the City of Sacramento. A core conclusion of the water analysis conducted in the 2025 UWMP is that this hands-on-approach, including close coordination with the U.S. Bureau of Reclamation, is essential for navigating critical drought periods. The sections below will explore the City’s water assets and management needs in greater detail.

3.2 SACRAMENTO RIVER WATERSHED SUPPLIES
The City’s surface water system is derived entirely from the Sacramento River Watershed. This single physical surface supply source is derived from both the natural flow of the Sacramento River as well as stored water in both the federal and state reservoir systems. All Sacramento River water supplies are diverted from a single intake, creating an inherent vulnerability should a catastrophic event disrupt access to the river.

Nevertheless, the City’s portfolio of three distinct surface water sources – State Water Resources Control Board Permit 18150, Central Valley Project Contract No. 0-07020-W0187-P, and North Delta Water Agency Contract – are sufficient to ensure reliable water supplies through 2050 in normal, single dry, and five consecutive dry year conditions. The details of each supply are described further in this Chapter.

3.2.1 SWRCB APPROPRIATIVE WATER RIGHT PERMIT 18150
The City holds State Water Resources Control Board (“SWRCB”) issued appropriative water right Permit 18150 (“Permit 18150”). With a priority date of 1977, Permit 18150 authorizes the City to divert up to 18,350 acre-feet of water annually from the Sacramento River at a rate not to exceed 62 cubic feet per second (cfs). These diversions are permitted for municipal use anywhere in the City’s service area (as shown in Figure 3-2 from January 1st through June 30th and September 1st through December 31st each year. 1394
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FIGURE 3-2: WEST SACRAMENTO PERMIT 18150 PLACE OF USE
There are significant limitations that impact the reliability of Permit 18150, especially during drought periods:
• Seasonal Restrictions: The permit prohibits the City from diverting water during the months of July and August in any year. During these months, the City must rely on its other surface supplies to meet demands.
• Term 91: Permit 18150 is subject to “Term 91,” a special condition that limits the water diversions of certain some SWRCB issued appropriative water rights when it determines that insufficient flow is available. This condition is often declared when it is determined that the State Water Project (“SWP”) and U.S. Bureau of Reclamation’s Central Valley Project (“CVP”) are required to release stored water in excess of low natural flow to meet Sacramento Valley in-basin uses plus export demands. When activated, Term 91 terminates the availability of Permit 18150 water to the City.

Table 3-1 shows the monthly water use of Permit 18150 over the last five years (since 2021).

Term 91 was declared in water years 2018, 2020, 2022, 2024 and 2025. 1395
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TABLE 3-1: HISTORIC MONTHLY WATER USE (5-YEARS) PERMIT 18150 (VALUES IN ACRE-FEET) Anticipating more frequent and prolonged Term 91 curtailments due to hydrological and regulatory uncertainty, the City has adopted a conservative water supply forecast for this UWMP. The unpredictable nature of these curtailments makes the supply from Permit 18150 unreliable, necessitating a flexible backup water supply. To account for this, the City’s five consecutive dry year scenario assumes Term 91 will be active for six to seven months in each year. Table 3-2 and Table 3-3 detail the projected monthly and annual availability of Permit 18150.

TABLE 3-2: MONTHLY AVAILABILITY OF PERMIT 18150 THROUGH 2030 (VALUES IN ACRE-FEET) TABLE 3-3: ANNUAL AVAILABILITY OF PERMIT 18150 THROUGH 2050 (VALUES IN ACRE-FEET PER YEAR) Under normal water years, Permit 18150 is relatively reliable and serves the entire City.

However, its reliability is vulnerable to drought conditions. In 2022, for instance, California implemented an Emergency Drought Regulation that curtailed the City’s use of Permit 18150.

This unreliability particularly affects the northern area of the City, which does not have access to the City’s most reliable drought supply from the North Delta Water Agency.

Year JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total 2021 560 550 703 912 0 0 0 0 0 184 611 589 4109
2022 580 550 806 789 1069 82 0 0 0 0 0 462 4338
2023 562 550 550 689 1089 1279 0 0 1096 915 688 605 8023 2024 567 514 587 688 979 1212 0 0 0 1071 720 590 6928
2025 595 512 618 777 1075 809 0 0 0 0 0 0 4386
Year JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total Normal 2,292 2,294 2,294 2,294 2,294 0 0 0 0 2,294 2,294 2,294 18,350 Single
Dry 3,812 3,443 3,812 0 0 0 0 0 0 0 0 3,812 14,879
2026 3,058 3,058 3,058 3,058 0 0 0 0 0 0 3,058 3,058 18,348 2027 3,727 3,442 3,727 3,727 0 0 0 0 0 0 0 3,727 18,350 2028 3,812 3,443 3,812 0 0 0 0 0 0 0 0 3,812 14,879
2029 3,727 3,442 3,727 3,727 0 0 0 0 0 0 0 3,727 18,350 2030 3,058 3,058 3,058 3,058 0 0 0 0 0 0 3,058 3,058 18,348 2030 2035 2040 2045 2050
18,350 18,350 18,350 18,350 18,350
14,879 14,879 14,879 14,879 14,879
Year 1 18,348 18,348 18,348 18,348 18,348
Year 2 18,350 18,350 18,350 18,350 18,350
Year 3 14,879 14,879 14,879 14,879 14,879
Year 4 18,350 18,350 18,350 18,350 18,350
Year 5 18,348 18,348 18,348 18,348 18,348
Multi-Year
Drought
Year Type
Normal
Single Dry Year
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3.2.2 CENTRAL VALLEY PROJECT CONTRACT SUPPLIES
On May 26, 2020, the U.S. Bureau of Reclamation executed an amendment to the City’s Central Valley Project Contract (No. 0-07020-W-0187) under the Water Infrastructure Improvements for the Nation Act (“WIIN Act”). This amended contract integrates two of the City’s surface supplies: (1) Permit 18150 and (2) CVP Contract supplies. The amended CVP Contract incorporates Permit 18150 water as “Base Supply” and CVP Contract water as “Project Supply.” Integrating the two surface supplies into a unified supply framework ensures a more flexible approach to meeting demands across the City’s jurisdictional boundaries.

Figure 3-3 shows the CVP Contract’s place of use, which includes nearly the entirety of the City’s boundaries.

FIGURE 3-3: CVP CONTRACT PLACE OF USE
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Article 3 of the CVP Contract limits the City’s Base Supply to 18,350 acre-feet per year (e.g. the maximum quantity authorized for diversion under Permit 18150) and the Project Supply to 9,680 acre-feet per year. Article 3 further limits the combined supply available under both the Base Supply and the Project Supply to 23,600 acre-feet. Article 9(c) of the CVP Contract dictates that the City must prioritize use of Base Supply under Permit 18150 before accessing Project Supply water. Consequently, this makes Project Supply critical during July and August, or when the SWRCB issues a Term 91 curtailment. Given the contract term runs from March 1st through February, the 9,680 acre-feet Project Supply requires diligent monthly management to maintain supply reliability.

The water supplies available under the CVP Contract face additional limitations under the U.S.

Bureau of Reclamation’s Municipal and Industrial Shortage Policy (“M&I Shortage Policy”).18 The M&I Shortage Policy governs the amount of water available to the City when Reclamation’s CVP Allocation to the City is less than 100%. Under the M&I Shortage Policy, an average of the City’s last three unconstrained years of CVP Project Supply water use is the primary determinant of the supply available. For example, if the City used an average of 10,000 acre-feet in the last three 100% allocation years (unconstrained years), then in a 75% of historic use allocation year, the M&I Shortage Policy allocation would be 75% of 10,000 acrefeet, or 7,500 acre-feet of available CVP Project Supply. Similarly, in a 25% allocation, the City’s available supply would be 25% of 10,000 acre-feet of prior average use, or 2,500 acre-feet of CVP Project Supply. Thus, the City’s use of the CVP Project Supply allocation in unconstrained years is the primary determinant of the availability of the CVP Project Supply in constrained years. It is important to note that the M&I Shortage Policy may be adjusted for public health and safety or other reasons, including extraordinary conservation measures or unique circumstances.

While the M&I Shortage Policy allows for adjustments based on population growth, extraordinary conservation measures, or the use of alternative supplies, the City’s ability to secure larger dry-year supplies depends heavily on its usage during wet years. However, the requirement in Article 9(c) to prioritize Base Supply first creates a strategic challenge, as it may limit the City’s ability to increase Project Supply usage during unconstrained periods.

Table 3-4 shows the last five years of the City’s CVP Contract supply water use. Table 3-5 and Table 3-6 show the annual availability of CVP Contract supply for the City under normal, single dry, and five-consecutive dry year scenarios through 2050. The monthly availability of the CVP Contract supply is detailed later in Chapter 3. 18 https://www.usbr.gov/mp/cvp/mandi.html
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TABLE 3-4: WEST SACRAMENTO CVP ALLOCATIONS 2020-2025 (VALUES IN ACRE-FEET PER YEAR & %) Table 3-5 uses the current three-year use average in 100% allocation years (2023, 2024, and 2025) for a total of 4,174 acre-feet. Appurtenant percentages for each year are attached to project future supply reliability based on conservation assumptions to ensure coordinated management actions. A single dry year is equated to a critically dry year and employs a 25% allocation under the M&I Shortage Policy. The allocation percentages for the five consecutive dry years are as follows: 75%, 50%, 25%, 25%, and 50%, in accordance with the assumptions of other regional purveyors. Although this situation has never happened in historical record, it provides a conservative pattern for the purposes of this water supply analysis, particularly in the event of a significant or unforeseen drought situation.

TABLE 3-5: ANNUAL AVAILABILITY OF CVP ALLOCATIONS THROUGH 2030 (VALUES IN ACRE-FEET PER YEAR) Table 3-6 represents a similar pattern of supply availability based upon a conservative Central Valley Project future water use forecast. Here, future unconstrained water use would occur during months when Permit 18150 supplies are unavailable. As a result, the CVP Project Supply may only be available for use in two months of the year in wet conditions – like 2023 – or may be more widely used if Term 91 curtailment is enacted in June and lifted in October, as occurred in water year 2025. CVP Project Supply availability projections hinge upon the City’s actual use of its CVP Project Supply under unconstrained conditions during 100% allocation years.

Amount
9,680
1,043
Year 1 3,130
Year 2 2,087
Year 3 1,043
Year 4 1,043
Year 5 3,130
Multi-Year
Drought
Year Type
Normal
Single Dry Year
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TABLE 3-6: ANNUAL AVAILABILITY OF CVP ALLOCATIONS THROUGH 2050 (VALUES IN ACRE-FEET PER YEAR)

3.2.3 NORTH DELTA WATER AGENCY
The North Delta Water Agency (“NDWA”) was formed in 1974 to protect the water resources in specific portions of Yolo, Solano, Sacramento, and San Joaquin Counties. In 1981, as part of a settlement of claims related to the then-proposed “Peripheral Canal,” the NDWA executed the “Contract Between the California Department of Water Resources for the Assurance of a Dependable Water Supply of Suitable Quality (“NDWA Contract”).” The NDWA Contract guarantees a dependable water supply of adequate quantity and quality for municipal, industrial, and agricultural purposes within the NDWA service area, sourced from both the State Water Project and CA DWR’s water right permits. Specifically, Article 8(a) of the contract stipulates that, “...the State shall furnish such water as may be required within the Agency to the extent not otherwise available under the water rights of water users.” A large portion of the City’s service area boundary lies within the NDWA service area and the property owners within the NDWA boundary are paying property tax assessments to secure NDWA water supplies. Figure 3-4 shows the City’s service area in the context of the NDWA service area. 1400
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FIGURE 3-4: CITY OF WEST SACRAMENTO SERVICE AREA AND NDWA SERVICE AREA NDWA water supplies constitute a foundational component of the City’s long-term service reliability. As this supply is considered 100% reliable across all water year types, the City utilizes NDWA water supplies to serve the portion of its service area situated within NDWA boundaries. Characterized by 100% reliability in all hydrologic conditions, these supplies are essential for meeting both current and projected future demands in the overlapping City and NDWA service area. Recent data on the last five years of NDWA deliveries are in Table 3-7.

TABLE 3-7: WEST SACRAMENTO NDWAUSE 2021-2025 (VALUES IN ACRE-FEET PER YEAR) Year Used
2021 8,311
2022 5,823
2023 1,613
2024 0
2025 0
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Table 3-8 and Table 3-9 provide annual availability forecasts for normal, single dry, and fiveconsecutive dry year scenarios through 2050. These supplies are positioned to satisfy any monthly demand fluctuations in the NDWA service area within the City and will scale proportionally with the City’s ongoing residential, commercial, and industrial growth.

TABLE 3-8: ANNUAL AVAILABILITY OF NDWA THROUGH 2030 (VALUES IN ACRE-FEET PER YEAR) TABLE 3-9: ANNUAL AVAILABILITY OF NDWA THROUGH 2050 (VALUES IN ACRE-FEET PER YEAR)

3.2.4 CURTAILMENTS UNDER THE 2021-2023 DROUGHT

EMERGENCY REGULATIONS
Between August 20, 2021, and April 3, 2023, the State Water Resources Control Board implemented emergency drought regulations for the Sacramento–San Joaquin Delta watershed. These measures authorized curtailments of surface water rights when hydrologic conditions indicated insufficient supply to meet projected demands. For the City, the effects of these curtailments impacted its appropriative water right during various periods and the seasonal conditions during 2022.

When the initial Delta watershed curtailment order took effect on August 20, 2021, the City’s appropriate right (18150) was suspended. As conditions improved, the curtailments were lifted in September 2021, temporarily restoring diversion authority. Renewed suspensions were imposed during the summer of 2022, when flows again dropped below thresholds established under the emergency regulations.

Year Amount
Normal 7,995
Single Dry 7,995
Dry Year 1 7,995
Dry Year 2 7,995
Dry Year 3 7,995
Dry Year 4 7,995
Dry Year 5 7,995
2030 2035 2040 2045 2050
9,835 10,755 11,675 12,696 13,616
9,835 10,755 11,675 12,696 13,616
Year 1 9,835 10,755 11,675 12,696 13,616
Year 2 9,835 10,755 11,675 12,696 13,616
Year 3 9,835 10,755 11,675 12,696 13,616
Year 4 9,835 10,755 11,675 12,696 13,616
Year 5 9,835 10,755 11,675 12,696 13,616
Year Type
Normal
Single Dry Year Multi-Year Drought
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Permit 18150 was affected by the emergency framework. It was curtailed from July 21 through early September 2022, with an additional brief suspension in mid-September, before diversions were fully reinstated. This pattern illustrated the limited dependability of the permit under drought conditions and the heightened risk of extended interruption for later-dated rights.

All curtailment orders were ultimately rescinded on April 3, 2023. Figure 3-5 below illustrates the timing and duration of curtailments for the City’s Sacramento River water right. The frequency and length of suspensions depended on each water right’s seniority. Some urban water suppliers experience longer suspensions of one or more rights. Those urban water suppliers with multiple water rights generally experienced varying length and unpredictable suspensions of their multiple rights.

FIGURE 3-5: PERMIT 18150 CURTAILMENTS DURING 2021-2022 DROUGHT In addition to the City’s water right curtailments occurring in 2021 and 2022, some of the U.S.

Bureau of Reclamation’s CVP water rights in the Sacramento River basin and in the Sacramento - San Joaquin Delta were curtailed during various periods. These CVP water right curtailments caused significant impacts to water allocations throughout the State and notably affected urban water suppliers throughout the Sacramento River and American River basins.

3.2.5 BAY-DELTA WATER QUALITY PLAN UPDATE
The Bay-Delta Water Quality Control Plan Update (Plan) is a pending State Water Resources Control Board (State Board) action that may affect water supplies that connect to the Sacramento-San Joaquin Bay Delta (Delta). Although the Plan has not yet been adopted, the various proposed State Board actions could impact each urban water purveyor’s water supply reliability. The Healthy Rivers and Landscapes Program (HRL Program) is an alternative to the Plan and provides opportunities for urban purveyors to meet the Plan’s aquatic species and water quality objectives through coordinated regional management activities. In addition, the Plan has numerous post-adoption water management activities, such as coldwater storage and management, that are to be determined as the Plan is implemented.

These to-be-determined management actions could impact how water supplies are made available to each urban purveyor. Finally, the Plan appears to exempt some tributaries and other geographical areas from strict adherence to the Plan or HRL Program that would not 1403
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affect long-term urban water planning projections. The water supply reliability projections described in this UWMP update reflect characterizations of water supplies and demands as they exist based upon reasonably available information. Although the Plan, HRL Program, and post-Plan water management adjustments could change UWMP water supply reliability projections, the water supply implications are not yet suitable for analytical integration into the current water supply reliability projections for this UWMP iteration. Once the Plan or HRL Program is adopted, and post-adoption implementation actions become better known, the projections for urban water supply reliability can be reasonably calculated. We anticipate that the 2027 through 2030 iterations of Annual Assessments will guide urban purveyors in assessing near term impacts of the Plan on water supply reliability and generate useful information that can be incorporated into the next UWMP update in 2030.

3.3 GROUNDWATER
Groundwater is a key element of the City’s water asset portfolio to provide for water supply resilience. Following the 1986 commissioning of the Bryte Bend Water Treatment Plant, the City transitioned primarily to surface water, limiting groundwater extraction to baseline potable demands while maintaining the capacity for future expansion. Currently, the City is evaluating strategies to rehabilitate and scale its groundwater systems. These efforts aim to supplement existing resources and establish a critical emergency backup in the event that surface water supplies from the Sacramento River Watershed are interrupted. This section details the groundwater basin’s characteristics, its governing management structures, and quantifies the City’s total available groundwater supply.

3.3.1 GROUNDWATER BASIN
The City overlies the Yolo Subbasin (Basin No. 5-021.67), a high-priority groundwater basin located in the southwestern Sacramento Valley. The Yolo Subbasin covers approximately 540,700 acres, primarily within Yolo County, and is defined by several prominent geographic boundaries: the Sacramento River to the east, the Coast Range to the west, Cache Creek to the north, and Putah Creek to the south. The subbasin’s primary water-bearing units consist of alluvial flood basin deposits and historical stream channel formations, characterized by sand and gravel lenses underlain by brackish groundwater. Groundwater levels in the subbasin fluctuate annually in response to shifting hydrological and regulatory conditions.

During dry years, groundwater extraction rates accelerate to offset declines in surface water availability, while wet years allow for significant basin recovery and rebound in storage levels.

Yolo Subbasin groundwater is vital for the region’s agricultural, municipal, and industrial needs. Figure 3-6 below shows the City’s service area in the context of the Yolo Subbasin. 1404
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FIGURE 3-6: CITY OF WEST SACRAMENTO’S SERVICE AREA IN YOLO SUBBASIN

3.3.2 GROUNDWATER BASIN MANAGEMENT
The Yolo Subbasin Groundwater Agency (“YSGA”) serves as the exclusive Groundwater Sustainability Agency (“GSA”) for the Yolo Subbasin, with jurisdictional boundaries that align precisely with the subbasin’s geographic limits. The YSGA was formed in 2017 to comply with the Sustainable Groundwater Management Act (“SGMA”) and sustainably manage the subbasin’s groundwater resources. Administratively, the subbasin is organized into six “management areas:” (1) Capay Valley, (2) Central Yolo, (3) Clarksburg, (4) Dunnigan Hills, (5) North Yolo, and (6) South Yolo. These divisions, illustrated in Figure 3-7, allow for management strategies tailored to the unique characteristics of each management area by facilitating local oversight. In 2022, the YSGA adopted a Groundwater Sustainability Plan (“GSP”), which targets a sustainability horizon of 2042. The YSGA’s adoption of the GSP was followed by DWR’s approval of it on October 26, 2023. A hallmark of the GSP is its reliance on conjunctive use – using surface water in wet years to allow aquifers to recharge, ensuring groundwater remains available during dry years – to achieve basin wide sustainability. 1405
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FIGURE 3-7: YOLO SUBBASIN GROUNDWATER AGENCY MANAGEMENT AREAS The City is located in the South Yolo Management Area. Figure 3-8 illustrates the City’s service area in the South Yolo Management Area.
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FIGURE 3-8: CITY OF WEST SACRAMENTO SERVICE AREA IN THE SOUTH YOLO MANAGEMENT AREA

3.3.3 CITY’S GROUNDWATER USE
Historically, the City has not relied significantly on Yolo Subbasin groundwater supplies to meet its potable water demands. While the City maintains an extensive network of groundwater wells throughout its service area, these assets have remained largely inactive for potable uses in recent years. Nonetheless, the City anticipates reactivating and integrating groundwater into its potable supply mix to address projected increases in demand. This strategic shift is reflected in Table 3-10, which details the City’s projected groundwater utilization across normal, single dry, and five-consecutive dry year scenarios through 2050.
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TABLE 3-10: FUTURE PROJECTED GROUNDWATER SUPPLY AVAILABILITY THROUGH 2050 (AFY)

3.4 RECYCLED WATER SUPPLIES
Wastewater generated in the City’s water service area is delivered to the Sacramento Area Sewer District (SacSewer) via the Lower Northwest Interceptor Pipeline, which flows under the Sacramento River to SacSewer’s facilities near Elk Grove. SacSewer conveys and treats the City’s wastewater outside of the City’s service area. The City currently lacks the infrastructure required to capture and distribute treated wastewater provided by SacSewer. Thus, recycled water is not available for either potable or non-potable uses. The City remains open to future opportunities to use recycled water for landscape or park irrigation; however, recycled water service is not currently a priority for the City.

3.5 DESALINATED WATER
The City has no access to desalinated water supplies and therefore does not consider desalinated water as a viable long-term water supply.

3.6 PLANNED WATER SUPPLIES
The City has a critical need for an emergency back-up water supply to augment its existing portfolio and ensure resilience against catastrophic outages and fire emergencies. To address this, the City has engaged in discussions with the City of Sacramento to secure surface supplies from the eastern side of the Sacramento River and American River, and inlieu groundwater supplies from the North American Groundwater Subbasin. Although these discussions are in their infancy, the City’s aim is to develop redundant water supplies to insulate its service area from unforeseen supply failures.

3.7 WATER QUALITY
The drinking water quality of the West Sacramento System must comply with the Safe Drinking Water Act (“SDWA”), which is composed of primary and secondary drinking water standards. West Sacramento continually monitors the water quality within its water service area system and samples water at the sources as well as throughout the distribution system 2030 2035 2040 2045 2050
2,000 2,000 2,000 2,000 2,000
2,000 2,000 2,000 2,000 2,000
Year 1 2,000 2,000 2,000 2,000 2,000
Year 2 2,000 2,000 2,000 2,000 2,000
Year 3 2,000 2,000 2,000 2,000 2,000
Year 4 2,000 2,000 2,000 2,000 2,000
Year 5 2,000 2,000 2,000 2,000 2,000
Year Type
Normal
Single Dry Year Multi-Year Drought
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to ensure regulatory compliance. All water derived from contracted supplies and groundwater systems utilizes appropriate treatment actions to meet all state and federal guidelines. Table 3-11 shows the most recent water quality report issued by the City for the water service area, further demonstrating its compliance with all water quality regulatory standards. As shown in Table 3-11, the City meets and exceeds all water quality conditions for its 2025 data collection and assessments.

TABLE 3-11: WEST SACRAMENTO WATER QUALITY

3.8 WATER TRANSFERS AND EXCHANGES
Water transfers and exchanges are regularly executed by the City. Under the Central Valley Project Improvement Act (“CVPIA”), the City facilitates the transfer of a portion of its Central Valley Project Supply to neighboring water agencies via the U.S. Bureau of Reclamation’s accelerated transfer program. Although the City currently does not require supplemental water transfers and exchanges, it is evaluating the development of option agreements with other Sacramento Valley water users. These proactive arrangements aim to secure additional water assets that can be triggered in the event of severe statewide shortages, ensuring long-term service reliability.
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3.8.1 CENTRAL VALLEY PROJECT WATER TRANSFERS
Surplus surface water, particularly the City’s Central Valley Project Supply, can be readily transferred and exchanged between willing sellers and willing buyers. As a CVP Contractor, the City may transfer unused CVP Project Supply allocation to other CVP Contractors as either a short-term or long-term transfer. Water transfers can be structured as either shorter-term (one year or less) or long-term transfers (more than one year). This arrangement is statutorily outlined under the Central Valley Project Improvement Act (“CVPIA”). In 2010, the City and the Dunnigan Water District executed an agreement for an annual water sale from the former to the latter. The transfer began in 2011 and continued through 2014 as allowed under USBR’s accelerated transfer program for the transfer of unused CVP Project Supply allocation watershed of origin transfer. Pursuant to the terms, Dunnigan agreed to purchase a minimum of 1,000 acre-feet of unused CVP Project Supply allocation each year for four consecutive years. All diversions were made at the Tehama Colusa Canal Diversion on the Sacramento River. In October 2020, the City and the Woodland-Davis Clean Water Agency (WDCWA) executed an agreement for a short-term transfer of up to 2,000 acre-feet of unused CVP Project Supply from the City to WDCWA. When Term 91 curtailments were in effect after October, WDCWA exercised an option to use a portion of the City’s CVP surface water supplies.

3.9 WATER SUPPLY PORTFOLIO ASSESSMENT
The purpose of this section is to present the current and projected water supplies for the Agency and to assess the supply reliability under hydrological and regulatory conditions.

The City maintains three surface water assets: (1) State Water Resources Control Board water right Permit 18150; (2) Central Valley Project Contract No. 0-07020-W0187-P; and (3) North Delta Water Agency contract water. Additional groundwater supplies will be sourced for potable uses in the near future following well rehabilitation. All these supplies are available under normal, single dry, and five-consecutive dry year scenarios through the 25-year planning horizon of this 2025 UWMP. Table 3-12 summarizes the supplies available from 2026 through 2030.

TABLE 3-12: POTABLE SUPPLY AVAILABILITY IN VARYING WATER YEAR TYPES THROUGH 2030 (VALUES IN AF) 1410
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Table 3-13 presents the City’s annual future supplies available through 2050. The monthly timestep for management of these water supplies requires similar management actions as shown in the 2026 through 2030 management actions.

TABLE 3-13: FUTURE PROJECTED TOTAL POTABLE SUPPLY AVAILABILITY THROUGH 2050 (AFY) 1411
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CHAPTER 4.0

WATER USE
Developing a thorough understanding of water use enables the City to reliably and costeffectively manage its water supplies to continue to meet customer needs. This chapter characterizes the City’s current and forecasted retail customer water needs, examining how various factors such as seasons, land use classifications, and differing hydrologic conditions impact water use.

A thorough analysis of the City’s past and current water use enables realistic water use predictions to be made for the future that consider anticipated growth, new regulations, changing climate conditions, and trends in customer water use behaviors. After individually analyzing each water use sector, information can be aggregated into a comprehensive projection of customer water use that becomes the foundation for integration with the City’s water supplies (see Chapter 3) to assess long-term water system reliability (see Chapter 5).

Comprehensive demand and growth analysis was recently completed for the City in an updated Water Master Plan dated February 2025. The analysis in this chapter is consistent with and expands on the technical work undertaken to complete the Water Master Plan.

4.1 CURRENT CUSTOMER WATER USE
The City’s water system distributes potable water to over 16,000 customer connections. Under normal conditions, the City’s entire water supply is drawn from the Sacramento River, treated at the City’s George Kristoff Water Treatment Plant, and distributed through an extensive network of pipelines and turnouts (reference Figure 2-6). Analyzing current customers’ water use trends and active demand management efforts provides the empirical foundation for the 2025 UWMP water use forecast through 2050. Additionally, actual 2025 water use serves as the benchmark for evaluating compliance with the City’s 2025 gallons per capita per day (GPCD) target defined in the 2020 UWMP.

4.1.1 CUSTOMER WATER USE: 2021 TO 2024
Recent customer water use data can help the City understand water use trends, effects of temporary use restrictions imposed during the most recent prolonged drought and recovery from such temporary restrictions, effects of long-term demand management measures, and other pertinent water use factors relevant to its forecast of future water use. Additionally, the City is required to quantify past customer water use pursuant to California Water Code §10631(d)(1).
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Table 4-1 presents the City’s historical metered water use by customer classification for the years of 2021 through 2024. The City has been actively working on water meter installations and rehabilitation projects to increase the total connections that are metered. Approximately 10% of the City’s connections remain unmetered. The City classifies water use into four primary categories which include:
• Single-Family Residential
• Multi-Family Residential
• Commercial and Institutional
• Landscape Irrigation
TABLE 4-1: METERED CUSTOMER USE: 2021 TO 2024 (VALUES IN ACRE-FEET) Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2021 250 218 265 396 503 529 572 524 458 365 228 218 4527 2022 303 314 388 391 508 555 633 589 520 462 522 289 5474 2023 283 273 301 354 466 555 636 616 545 463 349 291 5,130 2024 220 207 224 266 403 529 593 535 471 423 279 233 4,383 2021 74 70 74 86 98 94 110 113 94 100 72 70 1056
2022 76 73 82 81 92 97 112 102 98 94 79 75 1059
2023 81 71 73 82 88 96 103 100 96 86 76 71 1022
2024 71 63 52 55 64 101 81 86 71 75 61 56 839
2021 154 146 181 236 290 312 353 331 298 256 157 151 2865 2022 150 171 218 216 264 293 445 310 291 250 187 174 2970 2023 184 144 153 162 245 276 305 321 291 240 184 161 2665 2024 157 90 95 121 190 240 259 256 212 212 131 104 2067 2021 22 18 35 90 131 147 174 155 123 96 17 15 1022
2022 15 43 61 52 115 125 156 146 117 90 39 14 972
2023 13 10 10 43 92 133 155 152 133 78 44 27 889
2024 12 8 14 39 82 124 127 134 109 94 37 10 791
2021 500 452 556 808 1021 1083 1209 1123 973 816 474 455 9470 2022 543 601 749 741 979 1070 1347 1146 1026 896 826 552 10475 2023 561 498 537 641 890 1059 1199 1188 1065 867 652 550 9707 2024 461 369 386 482 739 994 1060 1012 863 804 509 403 8080 SingleFamily
Residential
Multi-Family
Residential
Commercial
Institutional
Landscape
Irrigation
Total
Metered
Deliveries
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4.1.2 CUSTOMER USE IN 2025
Each customer served by the City is metered at its connection to the City’s potable water distribution system. As of January 1, 2024, for each customer account, the City is required to collect and submit monthly metered delivery values to the State Water Resources Control Board (SWRCB), summarized annually in an auto-generated Clearinghouse Annual Inventory Report (CAIR Report). This data was formerly submitted as part of the City’s annual reporting to the SWRCB Division of Drinking Water. The 2025 actual customer use presented in Table 4-2 represents the summarized delivery to all the City’s potable customers during calendar year 2025. It does not, however, include the distribution system losses inherent in a pressurized water delivery system that occur during the City’s efforts to treat, store, and route the water throughout the extensive distribution system to each customer’s connection.

TABLE 4-2: ACTUAL CUSTOMER WATER USE IN 2025 (VALUES IN ACRE-FEET)

4.1.3 EXISTING DISTRIBUTION SYSTEM LOSSES
Distribution system water losses (also known as “real losses”) are the physical water losses from the City’s distribution system up to the point of delivery to the customer’s service connection. Quantitatively, real losses are the difference between the amount of water produced and the amount of water billed to customers.

The City has quantified its distribution system losses using the American Water Works Association Method. These annual audits are submitted to the DWR by October 1 of each year for the prior year’s estimated distribution system losses, using DWR’s online submittal tool pursuant to Code of Regulations §638.5. Table 4-3 summarizes the relevant loss factor from the City’s submittals from the past four years. The 2025 estimate has not yet been officially filed, but is projected to be approximately 1,231 acre-feet, representing approximately 11.8% of the water entering the City’s distribution system.

Use Category Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Single-Family
Residential
231 207 230 297 459 469 533 550 208 208 244 233 3870
Multi-Family
Residential
55 70 74 79 95 97 110 116 101 84 79 81 1040
Commercial
Institutional
101 150 165 195 251 299 316 325 284 184 137 121 2528
Landscape
Irrigation
39 12 21 70 145 153 174 190 124 85 37 18 1069
Subtotal 427 439 490 641 950 1018 1134 1180 717 561 496 454 8507 1414
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TABLE 4-3: DISTRIBUTION SYSTEM LOSS BETWEEN 2021AND 2025 Given the dynamic nature of a pressurized potable water network, annual and monthly distribution losses will naturally fluctuate. On average, these distribution system losses account for approximately 14% of the water entering the City’s system.

4.2 COMPLIANCE WITH WATER USE TARGETS AND

OBJECTIVES
This section examines the City’s derivation and compliance with state-mandated water use targets and objectives. The Water Conservation Act of 2009, also known as SBX7-7, introduced water conservation targets that served as a valuable measure of progress through 2020 and beyond.

4.2.1 COMPLIANCE WITH 2020 URBAN WATER USE TARGET
SBX7-7, also known as the Water Conservation Act of 2009, introduced sustainable water use and demand reduction legislation requiring the City to make incremental progress in reducing per-capita water use. Specifically, urban water retailers were tasked with achieving a 10% reduction in per capita water use by December 31, 2015, and a 20% reduction by December 31, 2020. Beyond 2020, although reporting on compliance is no longer required, this target remains valuable as a baseline for the City to measure progress on achieving water efficiency goals.

The City’s 2020 GPCD target was established in the 2015 UWMP as 234 GPCD, derived as the “gross water use” divided by the population during a defined baseline period, and reduced pursuant to one of four methods defined under California Water Code §10608.20(b). As was demonstrated in the 2020 UWMP, the City was in compliance with the CWC water use targets and compliance objectives. The City currently remains in compliance with all water use targets and objectives set in the CWC.

4.2.2 URBAN WATER USE OBJECTIVE COMPLIANCE
In 2018, the California Legislature passed Senate Bill 606 and Assembly Bill 1668, directing the SWRCB to adopt standards to encourage more efficient urban water use. This legislation, known as "Making Conservation a California Way of Life," was adopted in 2024, establishing individualized Urban Water Use Objectives (UWUOs) for each urban retail water supplier. In contrast to the SBX7-7 per-capita targets, this legislation functions as a water budget tailored to a supplier’s service area, considering residential indoor use, residential and commercial 2021 2022 2023 2024 2025
N/A 15.7 N/A 14.9 11.8
Average = 14.1
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outdoor use based on local evapotranspiration and irrigable landscape area, water loss, and bonus incentives for potable reuse. In addition to the volumetric UWUO, the regulation establishes performance measures for commercial, industrial, and institutional (CII) sectors.

The standards become progressively more stringent through 2040. Compliance with efficiency-based UWUOs aligns with both the City's Demand Management Measures (DMMs) detailed in Section 4.3 and the adaptive management strategies outlined in the City's Water Shortage Contingency Plan (WSCP) in Chapter 6.

In each of the first three reporting years, the City submitted required annual reports to the SWRCB demonstrating that actual water use remained below its calculated UWUO, confirming compliance in 2023, 2024, and 2025.

4.3 DEMAND MANAGEMENT MEASURES
Pursuant to California Water Code § 10631(e), the City provides a narrative discussion regarding its past, current, and future water demand management measures (“DMMs”).

Evaluating these measures allows the City to gauge the effectiveness of existing conservation efforts, guiding the refinements and augmentations necessary to meet future state wateruse objectives.19 To date, the City’s commitment to conservation has yielded significant long-term savings.

This success is bolstered by the City’s membership in the Regional Water Authority (“RWA”) Water Efficiency Partnership (“WEP”). Representing 24 water providers in the greater Sacramento region, the RWA enhances local reliability and affordability through regional initiatives. By integrating the WEP’s school education, public outreach, and rebate programs with its own local efforts, the City has significantly enhanced its DMM programs, as detailed in the following subsections.

4.3.1 FOUNDATIONAL DEMAND MANAGEMENT MEASURES
This subsection describes the foundational demand management measures (DMMs) that underpin the City’s operations and customer deliveries. These particular DMMs represent adopted ordinances, policies, and long-standing budgeted conservation programs.

WATER WASTE PREVENTION ORDINANCES
Wasteful water use is prohibited in the City’s service area as recognized by Section 13.04.770.

This City code imposes penalties for violation of any of the water waste provisions inclusive in Sections 13.04.770 through 13.04.790. The City also mandates Water Efficient Landscaping for new construction and rehabilitated landscapes in accordance with City of West Sacramento Water Efficient Landscaping Code (Chapter 13.04, Article 12). 19 Beginning in 2023, all urban retail water agencies are required to begin reporting their use compared to a “Water Use Objective,” established in accordance with California Water Code §10609.20. 1416
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In addition to the City’s own water waste monitoring activities, citizens can report water waste online through the West Sacramento Connect tool, or by calling the Water Waste Line at (916) 617-4545. Once a report is posted, City staff will contact the responsible party to issue a water waste warning notice, if appropriate. These notices list the possible violations, as well as resources to learn more about water waste and water conservation.

Additionally, City Ordinance (13.04.830 Declaration of water shortage) recognizes emergency water restrictions. This Ordinance includes the regulations in the Water Shortage Contingency Plan and ensures that restrictions will apply upon declaration from the City Manager that water supply conditions justify implementation of emergency restrictions. These fundamental prohibitions align with state-mandated requirements. The ordinance prohibits all users from unreasonable waste and includes graduated penalties for waste and/or unreasonable use during all stage declarations. For all conditions, including Normal Water Supply, restrictions on water waste include:
• Causing or permitting excessive water to discharge, flow, or run to waste into any gutter, sanitary sewer, water course, or storm drain, or to any adjacent property, from any tap, hose faucet, pipe, sprinkler, or nozzle. In the case of irrigation, "discharge," "flow," or "run to waste" means that the earth intended to be irrigated has been saturated with water to the point that excess water flows over the earth to waste. • Allowing water fixtures or heating or cooling devices to leak or discharge excessively. • Backwashing so as to discharge to waste from swimming pools, decorative basins or ponds in excess of the frequency necessary to ensure the healthful condition of the water or in excess of that required by standards for professionally administered maintenance or to address structural considerations.
• Using any city-provided water through a hose for the purpose of washing a vehicle unless the hose is equipped with an automatic shut-off nozzle attachment, and the attachment is being used to shut off flow of water at all times when the hose is not being used to wash the vehicle.
• Operation of an irrigation system that applies water to an impervious surface or that is in disrepair.
• Using city-provided water for landscape irrigation during or within 48 hours after measurable rainfall. As used in this subsection, “measurable rainfall” means a rainfall event for which 0.125 inches of precipitation or more is recorded. • Noncompliance with water use restrictions implemented by the City under its Water Shortage Contingency Plan.
• Failure to fix leaks or faulty irrigation within 72 hours of discovery. 1417
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• Hosing off sidewalks, driveways, and other hardscapes. This section shall not apply to water-conserving spray cleaning devices (e.g. pressure washers). A simple spray nozzle does not qualify as a water-conserving spray cleaning device. • Using non-recirculated water in a fountain or other decorative feature. • Any other actions as determined by the City Manager and designee.

METERING
Following the 2015 Meter Implementation Plan—enacted when only 60% of the City’s service connections were metered—the City created a dedicated budget to achieve 100% metering across all its service connections. This initiative is nearing completion, with only a small percentage (approximately 10%) of residential connections remaining unmetered. Parallel to this effort, the City began transitioning to Advanced Metering Infrastructure (“AMI”) to enhance data accessibility for both management and customers. AMI technology is proven to reduce exterior landscaping demand and provide modest savings in interior use. By 2021, the City had installed over 10,000 AMI meters, covering over 70% of all customer connections.

CONSERVATION PRICING
The City’s water rate structure is set to generate the necessary funds to efficiently operate the City’s water system and maintain reliable water supplies, as well as to collect these revenue requirements equitably from each class of user in accordance with their differing demands placed upon the system. The City periodically reviews the rates and typically conducts a utility rate study every three to five years. The most recent rate study was completed in late 2025, and a five-year rate adjustment schedule was adopted in March 2026, with the first adjustment going into effect on April 1, 2026. The City uses a combination of fixed rates and usage rates to collect water fees. Customers pay a fixed monthly fee based on the size of their water meter. Most residential customers have 3/4 inch meters or 1 inch meters. The fixed rate is created to ensure all essential programs can be funded, regardless of water usage from year to year. Essential programs include running the Water Treatment Plant and funding core staff to ensure potable water is delivered to customers and businesses on a daily basis.

In addition to the fixed rate, customers pay a usage (or commodity) rate based on how much water they use per month. This rate is calculated as each 748 gallons of water used. This unit of water is also called a CCF (i.e. hundred cubic feet). Every time a customer uses 748 gallons of water, they are charged $2.46. When the two rates are combined, they create a customer’s water usage bill for the month. By creating a dynamic water bill that reflects actual water use, customers are incentivized to reduce water usage.

PUBLIC EDUCATION AND OUTREACH
West Sacramento regularly engages its customer base with a number of conservation and demand management outreach programs. Promoting water-wise activities, water schedules, 1418
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and educational programs are part of the City’s regular outreach efforts, which include a water efficiency web page providing conservation resources to the community.20 In addition to local public education and outreach programs, the City also participates in a regional public education and outreach program through the Regional Water Authority (“RWA”). The Regional Water Authority is a joint powers authority formed in 2001 to promote collaboration on water management and water supply reliability programs in the greater Sacramento, Yolo, El Dorado, and Sutter Counties. In collaboration with 19 water agency members and other wastewater, stormwater, and energy partners, RWA formed the Water Efficiency Program (WEP) in 2001 to bring cost effectiveness through economies of scale to public education and outreach activities.

The main function of the WEP is to develop and distribute public outreach messages to customers in the region by collaborating with its water supplier members. The Program distributes these messages on a regional scale through media and advertising buys and was honored with the following awards: United States Environmental Protection Agency WaterSense Partner of the Year in 2021; and three Public Relations Society of America (PRSA), California Capital Chapter awards in 2023/2024 for WEP’s public outreach and school education programs. From 2021-2025, the WEP created a series of public outreach campaigns.

To support public outreach messaging and promote water savings tips, WEP also coordinated several regional rebate programs, which were partially or fully funded by state, federal and private foundation grants. A variety of high efficiency rebate options were provided including toilets, clothes washers and irrigation efficiencies (full summary in Table 4-4). Additionally, from August 2023 to November 2025, RWA managed a regional direct installation program, in which a contractor was hired to replace old high use fixtures in multifamily and commercial/institutional properties in disadvantaged communities in the region. Collectively these rebates and direct installations will produce an estimated lifetime (10 years) savings of 7.4 billion gallons of water and 7.9 million kilowatt hours of energy. 20 https://www.cityofwestsacramento.org/government/departments/community-development/sustainability/waterconservation. 1419
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TABLE 4-4: REGIONAL REBATES AND INSTALLATIONS FROM 2021-2025 Rebate/Installation
Type
2021 2022 2023 2024 2025
Lifetime
Water
Savings
2021-25
(AF)
Lifetime
Energy
Savings
2021-25
(kWh)**
High Efficiency
Clothes Washer
Rebates
359 256 307 321 298 229.2 79,309
High Efficiency
Toilet Rebates 767 1,275 602 423 326 422.0 145,990
Smart Irrigation
Controller Rebates 686 1,049 3,051 556 464 3,652.6 1,264,024 Irrigation
Efficiencies
Rebates*
5,941 7,153 13,327 11,160 10,321 16,170.6 5,595,912
Turf Replacement
Rebates (sq ft) 153,880 239,645 135,607 300,152 266,840 1,244.7 430,711 Toilet Direct
Installation n/a n/a 584 2,183 1,688 435.5 150,671
Showerhead Direct
Installation n/a n/a 562 1,766 1,532 605.2 209,475
Faucet Aerators
Direct Installation n/a n/a 884 3,215 2,343 63.2 21,850 Urinal Direct
Installations n/a n/a n/a 19 40 4.0 1,348
Total Water Savings 22,826.7 7,899,291
*Includes: pressure regulator equipment, pipe and pipe fittings, drop or low volume equipment, and sprinkler heads or nozzles.
**Regional average of 346 kWh per AF
kWh = kilowatt-hour
AF = acre-feet
n/a = no funding available
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In addition to public outreach, WEP also coordinates regional school education activities. The RWA-sponsored water efficiency exhibits ($500,000 sponsorship) opened for viewing in 2021 at the SMUD Museum of Science and Curiosity (MOSAC) in downtown Sacramento. The exhibits teach visitors to become a “Home Water Detective,” create their own mix tape from water conserving sounds in “Drop a Beat,” and learn about local “Water Champions.” MOSAC welcomes around 150,000 visitors a year from all over the region.

PROGRAMS TO ASSESS AND MANAGE DISTRIBUTION SYSTEM REAL LOSS The City’s water loss assessment and management program includes annual water audits and an ongoing leak detection and repair program. This includes an ongoing meter calibration and replacement program for all production and distribution meters. The City’s activities include:
• Annual water audit and water balance;
• Proactive leak identification and repair in the City’s distribution system; • Monthly outreach to residents with higher water usage.

Additionally, the City is undertaking projects to address significant defects in its water infrastructure primarily due to the age of the assets. Currently, the City is designing the Westmore Oaks, Park Boulevard, and Jefferson Boulevard Sewer and Water Rehabilitation Project. This project is anticipated to start construction in Fall of 2026 and provide residents with safer and more reliable sewer/water services.

WATER CONSERVATION PROGRAM COORDINATION AND STAFFING SUPPORT The City funds one full time Water Conservation Coordinator (Coordinator) to run the City’s water conservation programs with an annual budget of approximately $70,000. The Water Conservation Coordinator supervises DMM implementation, evaluates effectiveness, and communicates program goals to the community. Additionally, the Coordinator assists in readying residents and businesses for a commodity-based rate structure as it is implemented, specifically how they can save water and therefore save money. The Coordinator also works with customers, neighboring water suppliers, and RWA to promote conservation through public education, water audits, landscape studies to affect water conservation, and monitoring conservation efforts.

The City is working toward compliance with the state’s landmark legislation “Making Water Conservation a California Way of Life.” This sweeping regulation requires, fundamentally, that each water agency in California adopt and adhere to an “urban water use objective” or “water budget.” This regulation is a response to previous efforts to save water through generic percent reduction demands during times of drought. These demands, while simple to communicate, rewarded inefficient water agencies and penalized efficient water agencies because, while the former had plenty of opportunity to save, the latter did not. This created an 1421
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unfair system. To better tailor water saving goals for each agency, Senate Bill 606 and Assembly Bill 1668 were created.

This regulation, known often as the “Framework,” has two components: 1) the urban water use objective and 2) performance measures.

The urban water use objective, or “water budget,” accounts for jurisdiction-specific conditions, and then forms a right-sized goal for water use. It is important to note that this water budget is applied at the City level. It does not drill down to commercial or residential customers. The water budget is created using the following metrics:
• Aggregate estimated efficient indoor residential water use. • Aggregate estimated efficient outdoor residential water use. • Aggregate estimated efficient outdoor irrigation of landscape areas with dedicated irrigation meters or equivalent technology in connection with CII water use. • Aggregate estimated efficient water losses.
• Aggregate estimated water use for approved variances.

When all of these different factors are gathered together, a lump sum total of efficient water use is created for each year. This number is then compared to actual water use, and if actual water use is higher than efficient water use, the City is considered over budget.

The second component of the Framework is performance measures. Unlike the residential sector, the commercial sector is highly variable when it comes to water use. While two businesses may be of the same size, one may be a traditional office and the other may be a soy sauce factory or soda plant. Clearly, the latter properties use much more water than an office, but may, in fact, use that water efficiently. Because of this difficulty in establishing a shared standard of water use, the commercial sector is approached differently. In this case, best practices are implemented instead. These include:
• Classifying water use types (e.g. restaurant, car wash, office, hotel, etc.) • Converting mixed-use water meters to separate standard water meters and irrigation water meters
• Implementing water analysis technologies in lieu of installing dedicated irrigation meters
• Water audits
• Water management plans
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The objectives and the actual use vary significantly from year to year. Reaching compliance with this sweeping regulation poses a challenge to the City, but with the right programs and resources, keeping the City under budget can become a reality. In 2026, a regional partner, CalWEP, provided advanced technical assistance to City staff for compliance in the commercial sections of the Framework legislation. This included classifying water use types, mapping data around mixed-use meters and ensuring all components of the CII BMP portion of the regulation were in compliance.

Since hiring a dedicated staff member for water conservation in 2015, the City has offered a suite of programs to encourage water efficiency. These include workshops, newsletter items, social media campaigns, water waste enforcement, Water Wise House Calls, updates to the municipal code, rebates for irrigation efficiency and weather-based irrigation controllers, and a whole host of other activities.

Additionally, staff have continued to provide the Smart Controller Rebate program, the LawnBe-Gone program and High Water Use outreach. These programs will be detailed more in sections below.

Since 2020, City water conservation staff have implemented new programs. These include:
• Lawn-Be-Gone
• Water Portal
• Permanent Watering Schedule
Because the largest use of water in the residential sector is often from watering cool-season or warm-season turf, staff launched a program called Lawn-Be-Gone. This program is a voucher program that provides up to $300 toward compost and mulch at properties where grass is covered by cardboard or weed fabric. The customer then receives the compost and mulch, which is layered on top of the weed cover, to kill the lawn.

Additionally, the City, through the Utility Billing department, now provides free access to realtime water use. Through what is known as the “Water Portal,” customers can log in to a platform that details hourly water usage. Customers can also sign up for leak alerts based on frequency of consistent use and daily use thresholds.

4.3.2 RECENT DMM ACTIVITIES
For the past five years, City staff have worked to reduce water demand through a variety of measures. These include:
• Water Waste Investigations
• Water Wise House Calls
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• High Water Use Outreach
• Smart Irrigation Controller Rebate
• Social Media
• Newsletters
• Partnerships with RWA
Water waste investigations ensure public-facing instances of water waste are addressed promptly and professionally by City staff. Common forms of waste include creating runoff by overwatering, broken sprinklers, watering outside the permanent watering schedule and applying water to an impervious surface, like sidewalks. Since 2017, staff have investigated over 600 cases of water waste throughout the City and have resolved all of them.

The City also offers free Water Wise House Calls. These visits help residents better understand their personal water use history, and how they can lower their water bills. Visits include checking for leaks using the water meter and shut-off valves; review of sprinkler schedules and sprinkler zones; analysis of recent water use patterns; and tailored advice for more efficient water use. Over 700 House Calls have been performed since 2017.

Beginning in 2018, staff have conducted the High Water Use letter campaign in the residential sector. This simple program sends letters to the top 50 water users on a monthly basis, offering a Water Wise House Call to determine the source of the increase. In most cases, high water use has been from three main causes: system leaks, toilet leaks, and excessive irrigation schedules. Those who reach out and participate see a drop in water use from as high as 10,000 gallons per month down to as low as 5,000 gallons per month.

Because high water use so often stems from excessive irrigation schedules, the City has offered a Smart Irrigation Controller Rebate since 2017. This program has, to date, rebated nearly 500 new irrigation controllers that use weather data to create site-specific watering schedules. These devices access the internet to determine weather patterns and then adjust watering based on watering needs. They also monitor for high winds, rain, and cold fronts.

In addition to these efforts, the water conservation team has a consistent outreach program.

Staff use social media and quarterly newsletters to advertise programs, answer common questions, and provide updates on regulations and drought conditions.

In 2022, the City adopted a permanent watering schedule. The conditions of the watering schedule are as follows:
• All new construction and rehabilitated landscapes shall be installed in accordance with City of West Sacramento Water Efficient Landscaping Code (Chapter 13.04, Article 12).
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• Outdoor watering is restricted to three days a week: Tuesday, Thursday and Saturday for premises with odd numbered addresses; and Wednesday, Friday and Sunday for premises with even numbered addresses. No outdoor watering on Monday. • No person shall use, or cause to be used, any city water for landscape irrigation between the hours of 10 a.m. and 7 p.m.
• The limitations specified in the ordinance shall not apply to landscape irrigation using a low volume irrigation system, nor to the irrigation of container plants, nor to the irrigation of Special Landscape Areas, nor to the irrigation of new landscaping, in that is subject to city of West Sacramento Water Efficient Landscaping Code (Chapter

13.04, Article 12).

Finally, the City maintains a robust partnership with the RWA, and has benefited from RWA’s numerous direct-install programs and grants.

4.3.3 PLANNED DMM ACTIVITIES
In addition to ongoing water conservation commitments, the City will continue to evaluate the need for additional programs and actions necessary to achieve water use objectives in compliance with California Water Code §10609.20. Resources will be dedicated in the City’s budget for demand management activities which will help comply with these future water use objectives and standards. Special consideration will be taken regarding changing urban water use patterns in the service area as well as the configuration of anticipated new residential customers to ensure use remains efficient.

4.4 FORECASTING CUSTOMER WATER USE
Accurately forecasting future water demands is predicated on a comprehensive analysis of existing customer demands and emerging trends. This process accounts for anticipated demographic expansion and incorporates various long-term variables influencing usage for both existing and new customer bases – with a particular emphasis on factors that enhance water-use efficiency.

Pursuant to California Water Code §10610.4(c), urban water suppliers are required to develop water management plans to actively pursue the efficient use of available water supplies. A primary objective of this directive is to ensure that long-term usage forecasts, which serve as the foundation for resource planning, accurately reflect these efficiency gains. Consequently, projected water needs for the 25-year planning horizon have been modeled to incorporate ‘efficient use’ standards as required by the Act.
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4.4.1 REPRESENTING CURRENT CUSTOMER WATER USE
Table 4-1 and Table 4-2 provided the actual monthly customer water use for 2021 through 2025. From this information, an estimate of the representative “current” water use by existing customers has been developed. Knowing that actual use by existing customers varies slightly year-to-year based on a variety of factors (e.g., total rainfall and the timing of spring rain events impacting when landscape irrigation may begin), the recent data provides a basis for estimating current water use.

This representative water use for current conditions provides the foundation for estimating the future needs of these existing customers. Table 4-5 provides the representative monthly and annual current water use, including distribution system losses.

TABLE 4-5: REPRESENTATIVE CURRENT WATER USE (ACRE-FEET) Table 4-6 provides the representative monthly pattern of this proxy for current use, based upon the estimates of Table 4-5.

TABLE 4-6: REPRESENTATIVE CURRENT WATER USE BY MONTH (ACRE-FEET)

4.4.2 FACTORS AFFECTING FUTURE CUSTOMER USE
There are several factors that affect the forecast of future customer water use, ranging from State and local landscape regulations, building code requirements, and other water-use mandates to changes in the types of housing offered (e.g., single-family vs. multi-family).

These factors are incorporated into determining appropriate per dwelling unit or per customer connection water demand values for use in forecasting future water needs.

Relevant characteristics of the factors are described here.

Customer
Classification
Units/
Connection
Demand
Factor (af/yr)
Demand
(af/yr)
SFR 13,732 0.32 4348
MFR 327 3.7 1210
Comm 1,311 1.85 2425
Public 103 2.7 278
Industrial 130 2.80 365
Landscape 185 3.28 607
9233
1,231
10,464
Customer Demand
Distribution System Loss (11%)
Total System Demand
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Current
Use 595 512 618 777 1075 1213 1292 1287 1151 811 594 539 10464 1426
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WATER CONSERVATION DIRECTIVES
In 2009, then Governor Arnold Schwarzenegger signed Senate Bill No. 7 (SBX7-7), which established a statewide goal of achieving a 20 percent reduction in urban per capita water use by 2020 for urban retail water suppliers.21 As presented previously, the City has met and maintained this mandated target.

Furthermore, the efforts undertaken by the City and its customers to meet these targets, as well as efforts throughout the State by other urban retail suppliers, have changed the availability and use of appliances, fixtures, landscapes and other water using features, through changes or additions to ordinances and/or through a continuing “conservation ethic.”
In addition, CWC §10608.14 prohibits the use of potable water to irrigate “non-functional turf” for commercial, industrial, institutional, as well as on properties of homeowners’ associations, common interest developments, and community service organizations or similar entities. This restriction has the potential to reduce overall water use associated with the City’s landscape irrigation customers.

URBAN WATER USE OBJECTIVES
In response to the recent multi-year drought conditions, former Governor Jerry Brown issued Executive Order B-37-16 in May 2016 entitled “Making Water Conservation a California Way of Life.” In May 2018, then Governor Brown signed SB 606 and AB 1668 into law, which imposed additional statutory requirements above and beyond the 20 percent by 2020 target reflected in the 2009 legislation.

The Urban Water Use Objective (“UWUO”) is comprised of five components representing the aggregate amount of water that would be used if all water in the supplier's service area were used efficiently22. These components include:
• Residential Indoor Water Use: Statewide per capita standard23 multiplied by the supplier’s service area population.
• Residential Outdoor Water Use: Landscape area multiplied by an ET-based standard incorporating principles of the Model Water Efficient Landscape Ordinance. • CII with Dedicated Irrigation Meters Outdoor Water Use: Commercial, Industrial, and Institutional landscapes served by a dedicated irrigation meters (CII DIM) using ETbased standards. 21 CWC §10608.20
22 CWC §966
23 47 gallons per capita per day (2025 – 2029) and reducing to 42 gallons per capita per day (beginning in 2030). 1427
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• Water Loss: Based on water loss audit submitted, the State Water Resources Control Board developed individual water loss standards representing the maximum allowable “real” water loss for a system.
• Variance/Temporary Provisions: Allowances for unique local uses that have a material effect on water use such as significant use of evaporative coolers, livestock watering, seasonal population fluctuations, or high-TDS recycled water irrigation. Temporary Provisions include adjustments due to challenges with wastewater collection, treatment and reuse (Residential Indoor), planting of new, climate-ready trees (Residential Outdoor and CII DIMs), as well as establishment of qualifying landscapes (Residential Outdoor and CII DIMs).

The UWUO and associated regulations are factors to consider when projecting City demands as it represents “efficient” water use for the listed use-types.

REQUIREMENTS IN THE CALIFORNIA BUILDING CODE
Beginning in January 2010, the California Building Standards Commission adopted the statewide mandatory Green Building Standards Code (hereafter the “CAL Green Code”) requiring the installation of water-efficient indoor and outdoor infrastructure for all new projects after January 1, 2011. The CAL Green Code was incorporated as Part 11 into Title 24 of the California Code of Regulations and was most recently updated in 2025.

The CAL Green Code applies to the planning, design, operation, construction, use and occupancy of every newly constructed or remodeled building or structure. All new residential and non-residential customers must meet the water use requirements of the CAL Green Code as well as the outdoor requirements described by MWELO (see next section).

The CAL Green Code’s indoor requirements generally manifest through: (1) installation of plumbing fixtures and fittings that meet the 20 percent reduced flow rate specified in the CAL Green Code, or (2) by demonstrating a 20 percent reduction in water use from the building “water use baseline.”24

CALIFORNIA MODEL WATER EFFICIENT LANDSCAPE ORDINANCE AND CITY

ORDINANCE
The Water Conservation in Landscaping Act was enacted in 2006, and has since been revised and expanded multiple times by DWR resulting in today’s MWELO.25 In response to former Governor Brown’s executive order dated April 1, 2015, (EO B-29-15), DWR updated the MWELO and the California Water Commission approved the adoption and incorporation of the updated State standards for MWELO on July 15, 2015. MWELO requires a retail water supplier or 24 See CAL Green Code Chapter 4.
25 Gov. Code §§ 65591-65599
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a county to adopt the provisions of the MWELO or to enact its own provisions equal to or more restrictive than the MWELO provisions. The City uses the State’s standard.

The changes included a reduction to 55 percent of reference evapotranspiration rates for the maximum amount of water that may be applied to residential landscapes, and nonresidential projects to 45 percent, which effectively reduces the landscape area that can be planted with high water use plants, such as turf. For residential projects, the allowable maximum coverage of high-water use plants is reduced to 25% of the landscaped area (down from 33%). The newly updated MWELO also now applies to new construction with a landscape area greater than 500 square feet (the prior MWELO only applied to landscapes greater than 2,500 square feet).26 The City reviews all relevant new development for conformance with these standards.

PROHIBITION ON NON-FUNCTIONAL TURF
In 2023, the Legislature determined that the use of treated, potable drinking water for irrigating decorative or aesthetic landscaping that serves no recreational or public use is inefficient and inconsistent with state water conservation and climate resilience objectives.27 Under CWC §10608.12(u), “nonfunctional turf” (NFT) is defined as “any turf that is not functional turf, and includes turf located within street rights-of-way and parking lots.” Per CWC 10608.12 (m), “functional turf” is defined as “a ground cover surface of turf located in a recreational use area or community space. Turf enclosed by fencing or other barriers to permanently preclude human access for recreation or assembly is not functional turf”. The NFT definition excludes cemeteries, parks, sports fields, and lawns that are regularly used for recreation or community gathering.28
The prohibition on NFT applies primarily to commercial, industrial, institutional, and municipal properties, as well as common areas maintained by homeowners’ associations and common interest developments29. Potable water may continue to be used to maintain the health of trees and other perennial, non-turf landscaping, and where irrigation is necessary to address immediate public health or safety concerns. For example, potable irrigation may be allowed where discontinuation would compromise fire prevention or fuel reduction efforts, dust control, or other measures needed to protect human health and safety.

Implementation of the NFT provisions will be phased over several years and may be enforced at the local level by public water systems, cities, and/or counties.30 Non-compliance of the 26 CCR Title 23, Div. 2, Ch. 27, Sec. 490.1.
27 In 2025 provisions of Assembly Bill 1572 were codified into the California Water Code. 28CWC §10608.12
29 Per Civil Code §4100, common interest developments are defined as community apartment projects, condominium projects, planned developments, and stock cooperatives. 30 CWC §10608.14
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NFT provisions may result in civil penalties imposed on property owners, or other locally defined enforcement actions.

Initial compliance begins in 2026, with progressively broader property categories subject to the prohibition through 2030 and beyond, including later deadlines for properties located in disadvantaged communities.31 In 2026, public water systems will be required to update local ordinances and customer policies to reflect the new restrictions.

METERING, VOLUMETRIC PRICING, AND WATER BUDGETS
California Water Code §525 requires water purveyors to install meters on all new service connections after January 1, 1992. California Water Code §527 requires water purveyors to charge for water based upon the actual volume of water delivered if a meter has been installed. This action alone is not expected to substantially reduce water use. However, it is anticipated that the retail billing system will encourage and help maintain reasonable use (e.g., through implementation of a tiered rate structure and/or water budgets), so that individual customer water demands are reasonably not expected to increase over time.

4.4.3 CUSTOMER WATER USE FORECAST
The following subsections detail the assumptions used to forecast customer water use and gross water needs for City of West Sacramento’s water service area, separated into the needs of (a) existing potable water use customers, and (b) new potable water use customers.

EXISTING CUSTOMER FUTURE USE
To be conservative and assure the analysis of water system reliability is adequate (see Chapter 5) for future demands of existing customers, the City is maintaining the annual “current” retail customer potable water use as shown in Table 4-5. This amounts to a total annual potable demand of about 9,233 acre-feet, with a total diversion for potable needs of about 10,464 acre-feet when considering system loss.

While these existing customers may undertake a variety of conservation measures – actively through decisions to modify a behavior or a water use, or passively through the purchase of appliances and fixtures that simply use less water – they may also maintain their use as-is.

Holding the current use as a constant for all existing customers into the future will provide a conservative number that can be re-evaluated prior to future UWMP updates and compliance with water use objectives.
31 Per CWC 10608.12 (l), “disadvantaged community” means a community with an annual median household income that is less than 80 percent of the statewide annual median household income. 1430
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NEW CUSTOMER FUTURE USE
As detailed in Chapter 2, the City anticipates continued growth with an associated increased demand placed upon the City’s water supplies. Forecasting the needs of these future customers is dependent upon the type and number of customers and the unit water demand factors associated with each customer type.

For this UWMP, two distinct customer classifications are anticipated: (1) residential, and (2) non-residential. Residential customers will include a number of single-family dwelling units built under a variety of densities as well as a number of multi-family residential dwelling units.

Non-residential uses are expected to include mostly commercial customers as part of anticipated mixed-use developments. Additional landscapes, such as parks, are also expected as growth is expected in different areas within the City along with the mixed-use projects.

NEW RESIDENTIAL CUSTOMER WATER USE
As detailed in Chapter 2, the City anticipates continued growth with an associated increased demand placed upon the City’s water supplies. Forecasting the needs of these future customers is dependent upon the type and number of customers and the unit water demand factors associated with each customer type. Table 4-7 presents the relevant residential growth information from Table 2-6.

TABLE 4-7: ANTICIPATED CUMULATIVE NEW RESIDENTIAL UNITS (FROM TABLE 2-6) The City anticipates over 19,000 new residential housing connections during the UWMP planning horizon. The anticipated housing units and development projects are described in Table 2-9, which provides a list of anticipated new developments within the City and which are considered in the City’s General Plan population growth projections and zoning. These anticipated new residential units were estimated by reviewing the City’s 2035 General Plan (and updates), Sacramento Area Council of Governments’ (SACOG) 2025 Blueprint Plan documents with land use growth projection data, and information provided on projected new developments that are currently under planning review or have recently received Planning 2030 2035 2040 2045 2050
R1 1,385 2,770 3,590 4,410 5,960
R2 1,520 3,040 4,010 4,980 6,810
2,905 5,810 7,600 9,390 12,770
Studio 565 1130 1,380 1,630 2,100
1B 705 1,410 1,770 2,130 2,810
2B 510 1,020 1,220 1,420 1,800
3B 45 90 110 130 170
1,825 3,649 4,479 5,309 6,879
Total Residential Connections 4,730 9,459 12,079 14,699 19,649 Multi-Family
Single Family
New Connections Residential Customers
Total Single Family
Total Multi-Family
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Commission approval. The City anticipates these new residential elements will be built in accordance with all applicable building codes including the water efficiency requirements of Cal Green Code, discussed previously, and relevant local ordinances.

Distinct demand factors are provided for the following residential uses, for both single-family and multi-family connections:
• Indoor Residential Use – this category identifies the generally anticipated water use for single-family and multi-family connections.
• Outdoor Residential use - this category addresses the landscape water demands commonly anticipated for the two primary residential connection types.

For purposes of this UWMP, residential unit water demand factors are described as “the acrefeet of water use annually per residential connection” – or acre-feet/connection (“af/connection”). New residential connections are assumed to meet all Urban Water Use Objectives. All residential connections built until January 1, 2030, are assumed to meet the 47 gpcd indoor residential use standard. Starting in 2030, all new residential units are assumed to meet the 42 gpcd standard under California Water Code §10609.4. Recent changes in California state law have significantly expanded the development potential for Accessory Dwelling Units (ADUs), including both attached and detached units within existing residential parcels. These legislative changes have resulted in a notable increase in ADU permitting across many California communities and represent an evolving component of residential growth within the City’s service area.

ADUs generally utilize existing residential parcels and infrastructure and therefore differ from traditional housing growth patterns that involve new subdivisions or large-scale development. While ADUs increase residential density, they typically do so incrementally and at a smaller unit size relative to primary single-family residences. As a result, ADUs tend to contribute a modest increase in water demand on a per-unit basis when compared to conventional single-family or multifamily housing.

Based on this per-capita assumption, the following indoor per-dwelling unit value is assumed for each new residential unit: 32
• Single-family R1 indoor use: 0.17 acre-feet per year based upon an assumed occupancy of 2.8 for people per unit.
• Single-family R2 indoor use: 0.15 acre-feet per year based upon an assumed occupancy of 2.5 for people per unit.
32 The residential occupancy rates are estimated based upon information in the City’s 2021-2029 Housing Element Update and expected values for studio and 1-bedroom multi-family units. 1432
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• Multi-family Studio indoor use: 0.06 acre-feet per year based upon an assumed occupancy of 1 person per unit.
• Multi-family 1-bedroom indoor use: 0.07 acre-feet per year based upon an assumed occupancy of 1.2 people per unit.
• Multi-family 2-bedroom indoor use: 0.14 acre-feet per year based upon an assumed occupancy of 2.2 people per unit.
• Multi-family 3-bedroom indoor use: 0.15 acre-feet per year based upon an assumed occupancy of 2.5 people per unit.

Outdoor residential water use is primarily a factor of lot size and the type and extent of landscaped area and is governed by MWELO. The City’s anticipated growth will likely include a range of residential densities (e.g., houses per acre) that will mimic the range of existing housing densities.

Using information from the City’s 2021-2029 Housing Element, the R1 class is assumed to have a total gross area of 7,000 square-feet, with 4,000 square-feet anticipated to be irrigable (after accounting for the home footprint, driveways, walkways, other hardscapes, and nonirrigated areas). The R2 class is assumed to have a total gross area of 4,000 square feet, with 2,500 square-feet anticipated to be irrigable. These assumptions are conservatively high for irrigable area per lot, assuming over 50% of each lot would be irrigable.

For the various classifications of multi-family units, which typically have shared common landscape areas, two landscape assumptions are made. For Studio and 1-Bedroom, each unit is assumed to have the equivalent of 150 square-feet of irrigable area per unit. For 2- Bedroom and 3-Bedroom, each unit is assumed to have the equivalent of 300 square-feet of irrigable area per unit.

Outdoor demands for new residential dwelling units are calculated based on regulations defined under the MWELO. The MWELO provides for determining the Maximum Applied Water Allowance (MAWA) where the maximum residential allowance is calculated as 55 percent of the reference evapotranspiration for the area for every square foot of landscaped area, resulting in the following equation:

MAWA = (ETo)(0.62)(0.55 x LA), where ETo is the reference evapotranspiration in inches per year, and LA is the landscape area in square feet. 0.62 is a conversion factor to gallons. The resulting value is in “gallons per year.” 1433
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A primary factor in this calculation is evapotranspiration (“ET”). The methodology directs the use of ET from a reference crop, such as maintained grass – a value referred to as ETo. For this UWMP, the ETo is 50.6 inches per year (4.2 feet per year).33 Using the MAWA equation, outdoor demand factors for each residential lot category are calculated:
• Single-Family R1 – Anticipated single-family dwellings are conservatively assumed to be constructed on lots averaging 7,000 sf, with an average landscape area of 4,000 sf.

The resulting outdoor demand factor is forecast to be 0.21 acre-feet per dwelling unit per year.
• Single-Family R2 – Anticipated single-family dwellings are conservatively assumed to be constructed on lots averaging 4,000 sf, with an average landscape area of 2,500 sf.

The resulting outdoor demand factor is forecast to be 0.13 acre-feet per dwelling unit per year.
• Multi-Family Studio and 1-bedroom – Anticipated multi-family dwellings will have larger common areas, assumed to equate to 150 sf of landscape area per unit. The resulting outdoor demand factor is forecast to be 0.01 acre-feet per dwelling unit per year.
• Multi-Family 2 and 3-bedroom – Anticipated multi-family dwellings will have larger common areas, assumed to equate to 300 sf of landscape area per unit. The resulting outdoor demand factor is forecast to be 0.02 acre-feet per dwelling unit per year.

NEW NON-RESIDENTIAL CUSTOMER WATER USE
The City anticipates several acres of non-residential uses to be developed in the future to accompany the residential growth. Non-residential per-connection demand factors were also estimated for purposes of forecasting the water needs of these anticipated commercial, institutional, industrial and irrigated landscape customers. This customer classification represents a wide array of different uses, from neighborhood retail centers, to large retail centers, to office and government buildings with a range of actual use per type of commercial service. For purposes of this UWMP, the City assumes non-residential connections will mimic the existing residential to non-residential ratios, where non-residential connections represent about 10% of the total current connections. Table 4-8 provides the resulting assumed additional connections for commercial, public, industry, landscape irrigation (e.g. parks and recreational areas).
33 ETo is from the CIMIS Station 235 (Verona) available at: https://cimis.water.ca.gov/Default.aspx 1434
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TABLE 4-8: FUTURE NON-RESIDENTIAL CONNECTIONS
For the purposes of this UWMP, the demand factors utilized for the Water Master Plan were:
• Commercial: 1.85 acre feet per acre.
• Public: 0.97 acre feet per acre.
• Industrial: 1.12 acre feet per acre
• Landscape Irrigation: 3.28 acre feet per account.

4.4.4 SUMMARY OF FORECAST WATER USE
Based upon the estimated water use of the existing and new customers, the City anticipates a continued increase in potable water use over the planning horizon. Table 4-9 presents the resulting customer water use forecast. Values in the table have been rounded to the nearest 10 acre-feet to recognize the approximate nature of this forecast. This information will be used to evaluate the City’s water system reliability in Chapter 5. 2030 2035 2040 2045 2050
Commercial 370 720 930 1,120 1,500
Public 90 110 130 180 200
Industry 10 20 20 30 40
Landscape Irrigation 7 30 30 40 50
Other
Total Connections 477 880 1110 1370 1790
Non-Residential
Customers
New Connections
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TABLE 4-9: FORECAST FUTURE WATER USE (VALUES IN ACRE-FEET PER YEAR)

4.4.5 DRY YEAR ADJUSTMENTS
The demand forecasts presented in the prior subsection represent expected water needs under normal hydrologic conditions. To credibly forecast potential maximum future water use, the forecasted normal year water uses must be modified to reflect anticipated increases in demand during drier conditions.

Conservative modifications to the forecast normal year water use to more likely reflect use conditions during drier and dry years are warranted to help adequately address water service reliability in Chapter 5. For purposes of this UWMP, the following adjustment is made:
• Single dry year: Landscape irrigation needs would increase to reflect the generalized earlier start of the landscape irrigation season due to limited rainfall in the single driest year. Since this increase only applies to the outdoor portion of a customer’s 2030 2035 2040 2045 2050
3,870 3,870 3,870 3,870 3,870
1,040 1,040 1,040 1,040 1,040
2,528 2,528 2,528 2,528 2,528
1,069 1,009 1,009 959 959
8,507 8,447 8,447 8,397 8,397
R1 SFL 799 1,598 2,006 2,169 2,248
R2 SFM 654 1,307 1,642 1,775 1,839
Total Single Family 1,453 2,905 3,648 3,944 4,086
Studio 78 155 210 226 439
1B 116 233 314 339 659
2B 155 311 419 452 878
3B 16 31 42 45 88
Total Multi-Family 365 730 985 1062 2064
1,645 3,145 3,240 3,724 3,219
230 755 820 876 928

NA NA NA NA NA
9 40 59 79 99
3,702 7,575 8,752 9,685 10,396
5,323 6,775 7,518 7,814 7,957
1,405 1,770 2,025 2,102 3,104
4,403 6,428 6,588 7,128 6,675
1,078 1,049 1,068 1,038 1,058
12,209 16,022 17,199 18,082 18,793
1,819 1,762 1,720 1,447 1,503
14,028 17,784 18,919 19,528 20,297
SFR
New Customer Total
New
Existing Customer Total
Existing
Customer Classification
Single Family Residential
Multi-Family Residential
Commercial/Institutional
Landscape Irrigation
MFR
Commercial/Industry
Public
Other
Landscape Irrigation
Total System Demand
Distribution System Loss
Commercial/Institutional
Landscape Irrigation
Total Customer Demand
Total
Single Family Residential
Multi-Family Residential
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forecast use, an adjustment factor of 5% is applied to the total normal-year forecasts to conservatively reflect the expected increase in demand for water for landscaping. • Multiple dry years: During multiple dry years, demands are also expected to increase, similar to the single dry year. For multiple dry year conditions, the single dry year increase of 5% is held in each of the subsequent years. This is representative of an “unconstrained demand” as should be represented when evaluating whether Water Shortage Contingency Plan actions may be warranted.

These values are reflected in tables provided for the Drought Risk Assessment and Annual Reliability Assessment presented in later sections.

4.4.6 CLIMATE CHANGE CONDITIONS
Including climate change analysis in a water use analysis will assist the City in understanding the potential effects on long-term reliability, which in turn allows the City to proactively begin planning appropriate responses. For example, hotter and drier weather may lead to an increased demand in landscape irrigation, especially during spring and fall months, increasing the pressure on water supplies that may have availability restrictions during these periods. Chapter 2 provides a more detailed discussion of potential effects of climate change on the City’s supplies and customer water needs.

The potential for water needs to be higher is reflected in the consideration of the single dry year increase of 5% that is used for the water service reliability analysis, as discussed previously. Whether the elevated single dry year water forecast becomes more akin to the “normal” demand will become more apparent as the City continues to assess monthly water use trends throughout its service area.

4.5 PROJECTING DISADVANTAGED COMMUNITY WATER
USE
Pursuant to CWC §10631.1, retail suppliers are required to include the projected water use for lower income households. Per California Health and Safety Code §50079.5, a lower income household has an income below 80 percent of area median income, adjusted for family size.

For purposes of this UWMP, annual median income was derived from 2024 Census Bureau data and determined to be about $93,188 for the City. Therefore 80% of this median income is estimated to be about $74,550 per year. According to the detailed data, approximately 42% of households in the City’s service area earn at or below this 80-percentile income.

For purposes of estimating the future water needs, 42% of the total single-family and multifamily connections are presumed to represent disadvantaged households. Applying this condition to the forecast water use for the entire City results in the estimate provided in Table 4-10.
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TABLE 4-10: ESTIMATED LOW-INCOME WATER USE FORECAST (ACRE-FEET) Since the 2020 UWMP, the City prepared a detailed assessment of water supply reliability in low-income areas in accordance with Housing Element Policy 5.2. The City’s diverse water supply portfolio coupled with its treatment and conveyance systems allows the City to distribute water to all areas of the City, ensuring supply reliability for low-income communities.
2030 2035 2040 2045 2050
Total Potable Use 14,028 17,784 18,920 19,528 20,296
Low Income Use 2,257 2,872 3,187 3,313 3,373
% of Total Potable 16.1% 16.2% 16.8% 17.0% 16.6%
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CHAPTER 5.0

WATER SYSTEM RELIABILITY
This chapter provides the City of West Sacramento’s water system reliability findings as required under California Water Code §10635.

Assessing water service reliability is the fundamental purpose for the City in preparing its 2025 UWMP. Water service reliability reflects the City’s ability to meet the water needs of its customers under varying conditions throughout the planning horizon to 2050. The City’s 2025 UWMP considers the reliability of meeting customer water use by analyzing anticipated hydrological variability, regulatory variability, climate conditions, and other factors that impact the City’s water supply and its customer water use. The reliability assessment looks beyond past experience and considers what could be reasonably expected in the future. This chapter synthesizes the details embedded in Chapters 3 and 4 and provides a rational basis for future decision-making related to supply management, demand management, and project development. This chapter presents the reliability findings of the Five-Year Drought Risk Assessment as well as Long-Term Service Reliability.

This analysis confirms the City has reliable water supplies available for its entire service area through 2050. While the City’s water right and contract water supply maintains strong reliability, the City is still vulnerable to emergency water shortages should diversions to the City’s one intake off of the Sacramento River be interrupted. Planning is currently underway to address this intake redundancy risk by assessing options for a water supply connection within neighboring water supply purveyors that have reliable surface and groundwater supplies.

5.1 FIVE-YEAR DROUGHT RISK ASSESSMENT
The Drought Risk Assessment requires a methodical assessment of water supplies and water uses under an assumed drought period that lasts five consecutive years.

The City maintains ample water supplies to meet current and growing customer demand.

Specifically, with an array of surface water assets that can be flexibly managed in a single year and across multiple years (see Chapter 3), the City can maintain reliability during 1439
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drought conditions34. Nevertheless, the City continues to encourage its customers to use water efficiently and continues to see lowering water use (see Chapter 4).

Although the City has sufficient supplies to meet its five consecutive dry year demands, other regulatory constraints, like the declaration of a drought emergency by the Governor of the State of California, or State-ordered curtailment of water rights, may require the City to reduce its water service to its customers.

Table 5-1 below shows the City’s DRA, which integrates all of its supplies for 2026 through 2030 as described in Chapter 3 and reflects the dry year unconstrained water uses described in Chapter 4.

TABLE 5-1: FIVE YEAR DROUGHT RISK ASSESSMENT (AFY)
As shown in the table, total projected water use increases over the five-year period, reflecting anticipated growth in municipal demands. At the same time, available water supplies decrease over the planning horizon, representing increasingly constrained hydrologic conditions during a prolonged drought. The supplies decrease over the first two years and then start going back up in years 4 and 5 based on the assumptions related to CVP Contract supply allocations.

Despite these opposing trends of increasing demand and decreasing supply, the City maintains a substantial surplus in each year of the analysis, demonstrating the reliability and flexibility of its water supply portfolio under extended dry conditions.

5.2 LONG TERM SERVICE RELIABILITY
The Urban Water Management Planning Act directs urban water purveyors to analyze water supply reliability in a normal, single dry, and five consecutive dry years over a 20-year planning horizon. The 2025 UWMP Guidebook recommends extending that period to 25 years to provide a guiding document for future land use and water supply planning through the next UWMP cycle. The following subsections describe the long-term water service reliability for the City through a 25-year planning horizon.
34 While the City’s water right and contract water supply maintains strong reliability, the City is still vulnerable to emergency water shortages should diversions to the City’s single intake off of the Sacramento River be interrupted.

Five Year Drought 2026 2027 2028 2029 2030
Supply 29,432 28,402 23,904 27,373 28,406
Demand 12,853 12,484 13,233 13,981 14,729
Difference 16,579 15,918 10,671 13,392 13,677
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5.2.1 LONG TERM SERVICE RELIABILITY
The City’s long-term service reliability reflects the recommended 25-year planning horizon anticipating a normal, single dry, and five consecutive dry years from 2025 through 2050. The City’s future water supplies in normal and single dry year conditions reflect the same hydrological, regulatory, and institutional criteria described in previous sections. Specifically, the City has sufficient and reliable water supplies to meet forecasted customer water needs through 2050 considering water use forecasts for both normal and dry conditions35. The customer use information is detailed in Chapter 4 and reflected in the number shown in the tables below.

Table 5-2 presents the projected supply and demand for normal year and single dry year in five-year timesteps from 2030 through 2050. Based on its ability to manage a unique water supply portfolio, the City anticipates having adequate supplies to meet all unconstrained demands through the planning horizon. Ensuring this reliability, however, requires the City to diligently monitor and manage resources during wet years to maximize operational flexibility for when supplies become constrained. In the event of a supply shortage, the City will implement its WSCP to mitigate impacts through protocols set forth in Chapter 6.

TABLE 5-2: NORMAL AND SINGLE DRY YEAR WATER SUPPLY AND DEMAND THROUGH 2050 (AFY)

5.2.2 FIVE CONSECUTIVE DRY YEARS (2030-2050)
The City defines a drought condition lasting five consecutive years as one in which hydrological, regulatory, and institutional constraints limits access to portions of its water supply portfolio. Under such conditions, regulatory restrictions on the City’s water rights become more stringent and contractual supplies face more constrained conditions. These restrictive conditions impair the availability of the City’s water assets during different periods in a given year but maintain annual volumes above annual needs. Moreover, these restrictive conditions may also impact the increased uses of available supplies in the future that are 35 While the City’s water right and contract water supply maintains strong reliability, the City is still vulnerable to emergency water shortages should diversions to the City’s one intake off of the Sacramento River be interrupted. 2030 2035 2040 2045 2050
39,865 40,785 41,705 42,726 43,747
14,028 17,784 18,919 19,528 20,297
25,837 23,001 22,786 23,198 23,450
2030 2035 2040 2045 2050
27,862 28,865 29,868 30,972 32,076
16,132 20,452 21,757 22,458 23,341
11,730 8,413 8,111 8,514 8,735
Normal Year
Supply
Demand
Demand
Difference
Supply
Single Dry Year
Difference
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associated with land use and population growth. These conditions are described in significant detail in Chapter 3 and reflected in the tables below.

Five consecutive dry year demands include the anticipated demands based on historic trends in customer water use. Demand during extended dry conditions may increase as hydrological conditions drive increased outdoor irrigation. As the severity and frequency of droughts grows, demand may decline as the realistic constraints on supply availability are realized at the customer level. This future reliability assessment adopts a conservative approach by excluding potential demand decreases, focusing instead on ensuring supplies meet all projected demands. Forecasted demand integrates anticipated conservation improvements in indoor and outdoor water use, alongside shifting consumer behaviors.

Additionally, the assessment accounts for the impact of population growth and land use changes under dry conditions. Refer to Chapter 4 for a comprehensive analysis of these variables.

Table 5-3 below shows the annual water supply and demand conditions in five consecutive dry years from 2030 through 2050. Actual supply and demand conditions experienced during a multi-year drought could vary from the representations presented here and as described in detail in Chapter 3 and Chapter 4.

TABLE 5-3: FIVE CONSECUTIVE DRY YEARS WATER SUPPLY AND DEMAND THROUGH 2050 (AFY) 2030 2035 2040 2045 2050
Supply 33,625 34,794 35,963 37,234 38,505
Demand 16,132 20,452 21,757 22,457 23,342
Difference 17,493 14,342 14,206 14,777 15,163
Supply 32,478 33,564 34,651 35,838 37,025
Demand 14,729 18,673 19,865 20,504 21,312
Difference 17,749 14,891 14,786 15,334 15,713
Supply 27,862 28,865 29,868 30,972 32,076
Demand 14,729 18,673 19,865 20,504 21,312
Difference 13,133 10,192 10,003 10,468 10,764
Supply 31,332 32,335 33,338 34,442 35,546
Demand 14,729 18,673 19,865 20,504 21,312
Difference 16,603 13,662 13,473 13,938 14,234
Supply 32,478 33,564 34,651 35,838 37,025
Demand 14,729 18,673 19,865 20,504 21,312
Difference 17,749 14,891 14,786 15,334 15,713
Year 5
Year 1
Year 2
Year 3
Year 4
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5.3 ANNUAL RELIABILITY ASSESSMENT
The City may consider current supply and demand conditions and perform an annual water supply and demand assessment (Annual Assessment) pursuant to Water Code §10632.1 to evaluate real time or near-term circumstances that are different than the DRA scenario. This assessment would evaluate actual current water supply and use conditions. For purposes of this UWMP, the “current” water use conditions as described in Chapter 4 are compared to the availability of the City’s existing water supplies as described in Chapter 3. Two scenarios are illustrated:
• Normal Year condition: reflecting the availability of supplies under normal conditions and the “current” water uses.
• Single-Dry Year condition: reflecting the availability of supplies under a severe, singledry year and elevated “current” water uses reflecting increased demands expected in a single dry year.

5.3.1 NORMAL YEAR SUPPLY AND CURRENT WATER USE
The City’s current normal year water supply and demand conditions represent the expected water supply and demand conditions that would likely occur based upon a reasonable assessment of regional and statewide hydrology and limited regulatory constraints. Under these conditions, the City anticipates that its access to its Sacramento River surface water supplies would be fully available.

The City’s characterization of current water use conditions represents a historical assessment of water use within the City as well as reasonable characterizations of growth and potential customer use patterns. The combination of these considerations presents a normal water year use assessment that is incorporated into this reliability determination. Demands in normal conditions are generally lower in wetter months and higher in drier months. The demands also account for reasonable water conservation measures derived from improved efficiencies in indoor fixtures, improved management of outdoor landscape irrigation, and a general awareness of the value of long-term water conservation at the consumer level. These demand conditions are described in significant detail in Chapter 4 and reflected in the demand assessments shown below.

Table 5-4 below shows the normal year water supply and demand conditions for the City’s service area.

TABLE 5-4: NORMAL YEAR WATER SUPPLY AND DEMAND
Current
36,026
10,494
25,532
Normal Year
Supply
Demand
Difference
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5.3.2 SINGLE DRY YEAR SUPPLY AND DRY YEAR CURRENT DEMAND The City defines a single dry year condition as one in which hydrological, regulatory, and institutional constraints limit access to portions of its water supply portfolio. Under such conditions, regulatory restrictions on the City’s water rights may become more stringent and supplies available under its Central Valley Project (CVP) contract may be significantly reduced. These constraints result in changes to the monthly availability of certain water supply assets. The resulting monthly supply conditions are described in detail in Chapter 3.

Single dry year demands reflect anticipated demands based upon historical trends in water usage during drought conditions. Demand during dry years may increase during normally wetter months, as reduced precipitation generally results in greater outdoor irrigation. These conditions are described in detail in Chapter 4 and are reflected in the demand tables below.

The analysis is based on “current” water use, as adjusted in accordance with the methodologies outlined in Chapter 4.

Table 5-5 shows the single dry year water supply and demand conditions for the City’s service area.

TABLE 5-5: SINGLE DRY YEAR WATER SUPPLY AND DEMAND (AFY)

5.4 WATER SUPPLY RELIABILITY SUMMARY
The City of West Sacramento maintains a diverse and resilient water supply portfolio. On an annual basis, the City’s supplies are generally sufficient to meet its forecasted water demands in normal years from 2025 through 2050, assuming active management of its supply portfolio. An important consideration, discussed in Chapter 3, pertains to how the supply reliability is contingent upon assumptions related to future hydrologic, regulatory, and infrastructure conditions, all of which warrant further evaluation in the context of proposed land use plans and ongoing water management practices. Moreover, the City plans on rehabilitating key groundwater wells, and constructing interties with neighboring water systems, notably the City of Sacramento, to address unforeseen water supply emergencies.

During single dry and multiple dry year conditions, depending on how the City manages its supply assets, projected demands may approach available supplies, potentially triggering implementation of the City’s WSCP. Anticipated conditions and the potential for supply shortfalls will be evaluated at the beginning of each year through the City’s Annual Assessment procedures, as described in Chapter 6. These annual supply reliability Current
23,904
12,068
11,836
Demand
Difference
Normal Year
Supply
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determinations will also account for future changes in water management strategies and infrastructure.

Maintaining reliability through 2050 requires coordinated water management between the City and applicable regulatory agencies due to the diversity of the City’s water supply portfolio. The City acknowledges that month-to-month demand variability may challenge supply availability under certain hydrologic conditions. These circumstances are currently being evaluated through more detailed analyses of supply management scenarios and opportunities. The City will continue to assess monthly supply and demand conditions to ensure long-term reliability for its customers throughout the year. 1445
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CHAPTER 6.0

WATER SHORTAGE CONTINGENCY PLAN
This Water Shortage Contingency Plan (WSCP) presents the City of West Sacramento’s approach for identifying and mitigating various water shortage conditions, pursuant to CWC §10632. This WSCP is included in the City’s 2025 UWMP, although the WSCP can be amended, as needed, without the requirement to amend the UWMP. It is noted that the CWC does not exclude the City from taking actions not specifically contained in its WSCP in response to supply shortage conditions. This WSCP applies to any shortage condition identified or incurred by the City, including shortages identified by the Annual Water Supply and Demand Assessment (Annual Assessment). Further, the WSCP shortage levels are also applicable to catastrophic interruption in supplies, including but not limited to, an earthquake, a regional power outage, and other emergency events. This WSCP is organized as follows:

1. An analysis of water supply reliability.

2. Procedures for conducting an annual water supply and demand assessment.

3. Six standard water shortage levels corresponding to progressive ranges of up to 10, 20, 30, 40, and 50 percent shortages and greater than 50 percent shortages.

4. Shortage response actions that align with the defined shortage levels.

5. Communication protocols and procedures.

6. Customer compliance, enforcement, appeal and exemption procedures.

7. Description of legal authorities.

8. Description of financial consequences.

9. Monitoring and reporting requirements.

10. Re-Evaluation and improvement procedures.

11. Special Water Feature Distinction.

12. Plan Adoption, Submittal, and Availability.
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While the UWMPA sets specific state requirements for each of the elements,36 this WSCP is designed for practical implementation. In compliance with CWC §10632, the WSCP is incorporated into the UWMP but also functions as a stand-alone document that can be independently adopted, amended, or refined and readopted over coming months and years as needed. To provide an enforcement mechanism, the WSCP is directly integrated with Article IX of Chapter 13.04 of the City’s Municipal Code.37 This local ordinance empowers the City to manage water conservation and water shortage conditions arising from drought, catastrophic outages, or state-mandated reductions in water use, ensuring the strategies in this WSCP are backed by local law.

The City’s current WSCP is still valid and was specifically adopted by the City Council on November 18, 2021. This WSCP contained here in Chapter 6 of the 2025 UWMP contains only minor changes to the WSCP that was adopted in 2021. The changes are mostly minor and were made to reflect current state processes and submittal procedures that have taken effect since 2021. The primary substantive features of the 2021 WSCP have remained unchanged in this 2025 WSCP.

6.1 WATER SUPPLY RELIABILITY ANALYSIS
Situated on the eastern edge of Yolo County, the City of West Sacramento serves a population of approximately 55,000 people. Its 23-square mile service area is bordered by the Sacramento River to the north and east, the Yolo Bypass and the Sacramento Deep Water Ship Channel to the west, and the town of Clarksburg to the south as shown in Figure 6-1. The City delivers high quality, reliable water through more than 16,000 active service connections, serving a mix of residential, commercial, industrial, and institutional water users. Formed in 1987 by integrating numerous smaller areas, the City now operates as a single public entity. 36 California Water Code §10632
37 City of West Sacramento - Municipal Code
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FIGURE 6-1: CITY’S SERVICE AREA
As described in Chapter 5 of the UWMP, the City’s water supply is considered reliable under normal, single dry, and five consecutive dry year conditions through 2050. The primary supply source for the City is surface water diverted from the Sacramento River, supplemented by groundwater resources managed under the Yolo Groundwater Sustainability Plan (“GSP”).

While secure, both surface water and groundwater supplies are vulnerable to climatic factors, catastrophic events, and regulatory actions – all of which are considered in the reliability assessment in Chapter 5. To address these risks, the City continuously evaluates its overall supply reliability through its UWMP and collaborative regional planning efforts with partners like the Regional Water Authority (“RWA”), Yolo Subbasin Groundwater Management Agency (“Agency”), and other neighboring water purveyors. Therefore, despite its secure water supply, this WSCP serves as a critical roadmap to help the City navigate the challenges that may arise from future droughts, regulatory actions, and unforeseen man-made and natural disasters.
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6.2 ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT

PROCEDURES
The WSCP describes the City’s procedural methodology for managing shortages and conducting its required Annual Water Supply and Demand Assessment (“Annual Assessment”). The Annual Assessment is to be submitted to the California Department of Water Resources (“DWR”) by July 1 each year with the first Annual Assessment due July 1, 2022.

The Annual Assessment examines the City’s anticipated water reliability for the current year and one additional dry year. The Annual Assessment is prepared at the beginning of each calendar year to evaluate near-term water supply reliability and determine what, if any, water shortages may be triggered during the required period. The Annual Assessment will be used by City decision-makers to prepare for and initiate implementation of any needed response actions, as well as to inform customers, the general public, interested parties, and local, regional, and state government entities to prepare for such required actions.

6.2.1 ANALYTICAL AND DECISION-MAKING PROCESSES
The City will prepare its Annual Assessment using the following key data and analytical procedures (which may be modified as needed):
• Prepare supply estimates for each water source on a monthly basis for the analysis period.
• Update unconstrained customer demand and estimate anticipated actual water use on a monthly basis for the analysis period.
• Update infrastructure assessment, including estimated water supply production capability on a monthly basis for the analysis period.
• Identify and quantify any locally applicable factors that may influence or disrupt supplies during the analysis period.
• Refine the definition of “dry year” as relevant to dry conditions like water year 2015 and 2021.
• Identify any shortfall between projected supply and anticipated demand. • Identify and incorporate any applicable constraints (infrastructure, regulatory, etc.). • Develop, analyze, and propose water resource management strategies to address any shortfall between projected supply and anticipated demand with reference to the water shortage stages identified in this WSCP.
• Present the Annual Assessment (and resulting water shortage stage declaration, if applicable) to the City decision-makers.
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If the results of the Annual Assessment indicate the need for any alternative water shortage response actions which may be addition to those specified in Section 6.4, below, the alternative response actions will be described and submitted in the Annual Assessment, as specified in CWC §10632.2.

6.2.2 SUBMITTAL PROCEDURES
Since 2022, the City has been submitting, and will continue to submit annually, its Annual Assessment to the DWR via the online Water Use Efficiency Data (WUEdata) portal by July 1 each year. At the time of DWR submittal, City will also notify RWA, Yolo County, Yolo Subbasin Groundwater Agency, the Public, and other interested stakeholders where the Annual Assessment is available for review.

6.3 SIX STANDARD WATER SHORTAGE STAGES AND

TRIGGERS
New state requirements for the WSCP require water suppliers to adopt six water shortage stages, which correspond to progressively severe water shortage conditions (up to 10%, 20%, 30%, 40%, 50%, and greater than 50% percent shortage), as compared to the normal service reliability condition. Each stage corresponds to a range of reductions in anticipated water supply availability and is aligned with shortage response actions which can reduce water demand as needed to address the water shortage. Reduction of available water supply by the indicated percentages will trigger an appropriate water shortage stage and the City will implement the response actions identified in Tables 6-1 through 6-6.

6.4 SHORTAGE RESPONSE ACTIONS
The WSCP is required to identify a set of locally appropriate shortage response actions that align with the defined shortage stages and include demand reduction actions, supply augmentation actions, system operational changes, and mandatory prohibitions against specific water use practices that are in addition to state-mandated prohibitions and appropriate to the local conditions. Critically, the WSCP must also quantify the expected water savings for each response action, estimating how effectively it will help close the gap between supply and demand.

6.4.1 STAGES OF SHORTAGE RESPONSE ACTIONS
The City has identified shortage response actions to be implemented during each of the six sequential stages and corresponding water shortage conditions. These actions are based on specific hydrological and regulatory conditions and the fundamental need to meet water service requirements within the City’s service area. Moreover, the shortage response actions provide the City with some flexibility to address dynamic water shortage conditions while 1450
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protecting the City against extreme conditions where supplies are drastically reduced beyond 50%. The following is an overview of the staged response actions the City could follow during a given water shortage condition based on shortage severity, relative supply conditions for each stage, and percent shortage reduction levels. A water shortage declaration would be made by resolution of the City Council, with administrative discretion delegated to the City Manager or that person’s designee. Importantly, the City reserves its ability to use various tools to meet water conservation objectives in each identified stage, such as warnings and fines for unauthorized water uses, as described in the City’s Municipal Code.

The shortage response actions that may be implemented in each stage are listed in detail in Table 6-1 through Table 6-6 but are summarized in the information below:

STAGE 1 (UP TO 10% SHORTAGE) - WATER ALERT
If water supplies are threatened with constraint, this WSCP calls for an introductory Stage 1 drought response, during which customers are informed of possible shortages and asked to voluntarily conserve 10 percent. In addition, customers are prohibited from wasting water or unreasonably using water for beneficial purposes. For example, prohibited water uses under this stage that align with the Municipal Code include: allowing water to run off unused into a gutter, ditch, or drain; failing to repair a controllable leak; washing sidewalks, driveways, parking areas, tennis courts, patios, or other paved areas; utilizing a hand-held hose without an automatic shut-off nozzle; and irrigating during a precipitation event. This stage includes performing public outreach and education about the shortage and methods individuals can implement to reduce their water use. The City will inform the public and neighboring governmental bodies of the potential shortage condition and will coordinate with customers to implement the actions consistent with this Stage. The City will use its enforcement authorities as needed to ensure consistency with the objectives within this stage.

STAGE 2 (10-20% SHORTAGE) - WATER WARNING
In the event Stage 2 is implemented the City will continue to encourage community-oriented voluntary conservation measures, enforce conservation measures, and implement mandatory water use reduction measures to decrease demand by up to 20 percent. Stage 2 activities include a continuation of activities described under Stage 1, as well as greater conservation and water use restrictions. These additional restrictions go beyond those identified in Stage 1, limiting outdoor irrigation to the hours of 9:00 PM and 9:00 AM and requiring vehicle washing to be done using a bucket or hand-held hose with an automatic shut-off nozzle, or take place at a commercial car wash. Customer baseline water use may be monitored and addressed with excess use above the shortage percentage subject to financial penalties under Chapter 13.04 of the City’s Municipal Code and other enforcement authorities as applicable. The City will also continue to engage in public outreach and education as it applies to the water shortage conditions and the actions necessary to achieve up to 20% reduction in use.
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STAGE 3 (20-30% SHORTAGE) - SEVERE SHORTAGE
Stage 3 includes all response actions taken in Stages 1 and 2 and is focused on continuing to encourage customers to voluntarily reduce water use regarding turf watering, filling pools, etc. Mandatory watering restrictions will be implemented following additional shortage actions described in Stage 2. Increased monitoring related to prescribed water conservation actions will occur under this stage. Customer baseline water use may be monitored and addressed with excess use above the shortage percentage subject to financial penalties under Chapter 13.04 of the City’s Municipal Code and other enforcement authorities as applicable. The City will also continue to engage in public outreach and education as it applies to the water shortage conditions and the actions necessary to achieve up to 30% reduction in use.

STAGE 4 (30-40% SHORTAGE) - CRITICAL SHORTAGE
Stage 4 includes all response actions taken in prior stages regarding mandatory conservation and intensifies their implementation and enforcement. Stage 4 restrictions will be implemented if the Stage 3 demand reduction and other response actions are deemed insufficient to achieve reductions due to water supply shortages. All Stage 3 response actions will be intensified, and water production will be monitored daily by the City for compliance with necessary reductions. Customer baseline water use may be monitored and addressed with excess use above the shortage percentage subject to financial penalties under Chapter

13.04 of the City’s Municipal Code and other enforcement authorities as applicable. The City will also continue to engage in public outreach and education as it applies to the water shortage conditions and the actions necessary to achieve up to 40% reduction in use.

STAGE 5 (40-50% SHORTAGE) - WATER CRISIS
Stage 5 includes all response actions taken in prior stages regarding mandatory conservation. The primary focus of Stage 5 is to ensure the protection of the water supply for all public health and safety purposes. This Stage will require reductions in water demand by up to 50 percent and will follow all voluntary and mandatory actions described in Stages 1-4.

Customer baseline water use may be monitored and addressed with excess use above the shortage percentage subject to financial penalties under Chapter 13.04 of the City’s Municipal Code and other enforcement authorities as applicable. The City will also continue to engage in public outreach and education as it applies to the water shortage conditions and the actions necessary to achieve up to 50% reduction in use.

STAGE 6 (>50% SHORTAGE) - WATER EMERGENCY
Stage 6 includes all response actions taken in prior stages focused on reducing water demands by more than fifty percent in response to greater than 50 percent water shortages.

This water emergency stage action becomes effective when the City Council declares that the City is unable to provide sufficient water supply to meet ordinary demands, to the extent that insufficient supplies are available for human consumption, sanitation, and fire protection. The declaration is to be based on their judgment concerning the degree of the 1452
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immediate or future supply deficiency. This stage requires only use of water for human health and safety purposes. No additional water uses are permitted, including any outdoor irrigation for anything other than maintenance of legacy vegetation. Customer baseline water use may be monitored and addressed with excess use above the shortage percentage subject to financial penalties under Chapter 13.04 of the City’s Municipal Code and other enforcement authorities as applicable. The City will also continue to engage in public outreach and education as it applies to the water shortage conditions and the actions necessary to achieve greater than 50% reduction in use.

Table 6-1 through Table 6-6 details each stage’s response actions.

TABLE 6-1: STAGE 1WATER ALERT – SAVINGS UP TO 10%
Stage 1 Water Alert: Savings up to 10%

1. Waste and unreasonable use of water prohibited, and voluntary conservation encouraged (up to 10%).

2. Water shortage situation and possible subsequent water shortage stages explained to the public and governmental bodies (up to 10%)

3. Establish customer use baselines.

4. Identify customers with high per capita water usage to achieve proportionally greater reduction than those with low use.

5. Water use penalties under Chapter 13.04.

6. Actions may include, but are not limited to: Public information campaign consisting of distribution of literature, speaking engagements, website updates, bill inserts, and conversation messages printed in local newspapers and educational programs in area schools.

7. Consumption Reduction Methods, including:
• Encourage customers to fix leaks or faulty sprinklers promptly (0-1%). • Decorative water features (water fountains, etc.) to recirculate water and be leak proof (0-1%). • Direct customers to irrigate landscapes during cooler morning and evening hours to reduce evaporation and minimize landscape runoff (0-5%).
• Landscape watering shall be confined to a user's property and shall not runoff onto adjacent properties, roadsides or gutters (0-5%).
• No landscape watering shall occur while it is raining (0-5%). • Use a shutoff nozzle on hoses (0-1%).
• Washing down impervious surfaces such as driveways and sidewalks is prohibited unless for public health and safety purposes (0-1%).
• Unauthorized use of hydrants is prohibited. Authorization for use must be obtained from water supplier (0-1%).
• Commercial, industrial, and institutional equipment must be properly maintained and in full working order (0-1%).
• Encourage customers to wash only full loads when washing dishes or clothes (0-1%). • Encourage customers to use pool covers to minimize evaporation (0-1%). • Encourage restaurants to only serve water to customers on request (0-1%). 1453
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TABLE 6-2: STAGE 2 MODERATE SHORTAGE – SAVINGS UP TO 20% Stage 2 Moderate Shortage: Savings up to 20%

1. All measures implemented in Stage 1

2. Voluntary conservation usage reductions (up to 20%)

3. Mandatory conservation rules and restrictions and some prohibitions on end uses (10-20%).

4. Water Use Penalties under Chapter 13.04.

5. All consumption reduction methods from Stage 1 and intensified as needed; additionally:
• Mandatory outdoor irrigation restrictions including limiting number of watering to 3 days per week, and time when irrigation can occur (e.g., between 9:00 pm and 9:00 am). Plant containers, trees, shrubs and vegetable gardens may be watered additional days using only drip irrigation or hand watering (5-10%).
• Fix leaks or faulty sprinklers within 7 days (0-1%).
• Restaurants serve water only upon customer request (up to 1%). • Pool covers required (up to 5%)
• Non-essential potable water uses strongly discouraged (up to 20%) • No restrictions on landscape watering with non-potable water. • Assess customer usage against baseline (up to 20%).
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TABLE 6-3: STAGE 3 SEVERE SHORTAGE – SAVINGS UP TO 30%
Stage 3 Severe Shortage: Savings up to 30%

1. All measures implemented in Stages 1 and 2

2. Some or all of the following:
• Adherence to customer baselines and actual water use reductions, water allocations and mandatory conservation rules (20-30%)
• Customer water usage in excess of baseline to be monitored and recorded • Water use prohibitions include further restrictions of days and daytime hours for watering, excessive watering resulting in gutter flooding, using a hose without a positive shutoff device, prohibition on use of decorative fountains with non-recirculating pumps, prohibition on washing down sidewalks or patios, not repairing leaks in a timely manner, etc. (up to 30%)

3. All activities are intensified and production is monitored daily for compliance with necessary reductions from customer baseline (up to 30%)

4. Water Use Penalties under 14.04.160

5. All Consumption Reduction Methods from Stage 2 and intensified as needed; additionally:
• Fix leaks or faulty sprinklers within 3 days (0-1%).
• Decorative water features that use potable water must be drained and kept dry (0-1%). • Car washing is only permitted using a commercial carwash that recirculates water or by high pressure/low volume wash systems (0-1%).
• Require a construction water use plan be submitted to the water supplier that addresses how impacts to existing water users will be mitigated (such as dust control) (0-1%). • With the exception of landscapes watered with non-potable water, limit the installation of new landscaping to drought tolerant trees, shrubs and groundcover. Prohibit installation of new turf or hydroseed. Customers may apply for a waiver to irrigate during an establishment period for the installation of new turf or hydroseed. (0-1%)
• During Warm/Dry Season: Up to two days per week turf watering when using potable water (5- 20%) and irrigation between 10 pm and 7 am. Cool/Wet Season: Turf shall not be watered unless utilizing non-potable water during extended dry spells (1-5%). • Mandatory rationing as measured against customer baseline (up to 30%) 1455
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TABLE 6-4: STAGE 4 CRITICAL SHORTAGE – SAVINGS UP TO 40% Stage 4 Critical Shortage: Savings up to 40%

1. All measures implemented in Stages 1-3

2. All activities are intensified and production is monitored daily for compliance with necessary reductions from customer baseline. (up to 40%)

3. All Consumption Reduction Methods from Stage 3 and intensified as needed; additionally:
• Fix leaks or faulty sprinklers within 1 day (0-1%).
• Existing pools shall not be emptied and refilled using potable water unless required for public health and safety purposes (0-1%).
• Water use for new landscape installations or renovations is prohibited (0-1%). • Previous waivers for watering during an establishment period will be revoked (0-1%). • Warm/Dry Season outdoor irrigation: Up to one day per week turf watering when using potable water (10-30%) from 11 pm to 6 am. Cool/Wet Season: Turf shall not be watered unless utilizing non-potable water during extended dry spells (1-5%).

4. Water use penalties under Chapter 13.04.

TABLE 6-5: STAGE 5 SHORTAGE CRISIS – SAVINGS UP TO 50%
Stage 5 Shortage Crisis: Savings up to 50%

1. All measures implemented in Stages 1-4

2. Source of supply for the System is severely curtailed to the level that requires each customer to restrict their water use for only human health and safety purposes (up to 50%)

3. All conservation activities are intensified and production is monitored daily for compliance with necessary reductions from customer baseline (up to 50%).

4. Actions will likely include, but are not limited to: Public information campaign consisting of distribution of literature, speaking engagements, website updates, bill inserts, and conversation messages printed in local newspapers and educational programs in area schools.

5. All Consumption Reduction Methods from previous stages and intensified as needed

6. Update current water shortage condition response measures based on Council approvals and direction, state policy directives, emergency conditions, or to improve customer response

7. Water use penalties under Chapter 13.04.

8. Catastrophic Event (Supply reduction up to 50%): Implement Applicable Actions for Catastrophic Events (such as boil water order)
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TABLE 6-6: STAGE 6 EMERGENCY SHORTAGE – SAVINGS >50%
Stage 6 Emergency Shortage: Savings greater than 50%

1. All measures implemented in Stages 1-5

2. Source of supply for the System is severely curtailed to the level that requires each customer to restrict their water use for only human health and safety purposes. Customer rationing may be implemented. (>50%)

3. All conservation activities are intensified and production is monitored continually for compliance with necessary reductions from customer baseline (more than 50%).

5. All Consumption Reduction Methods from previous stages and intensified as needed

6. Update current water shortage condition response measures based on Council approvals and direction, state policy directives, emergency conditions, or to improve customer response

7. Catastrophic Event (Supply reduction greater than 50%): Implement Applicable Actions for Catastrophic Events.

8. Water use penalties under Chapter 13.04.

6.4.2 DEMAND REDUCTION ACTIONS
The City has identified a range of available and feasible customer demand reduction actions that can be used adaptively and implemented with progressively greater intensity to meet the supply shortage challenges faced under each water shortage condition. These demand reduction actions are identified by the associated water shortage stage in which they may be implemented. Other response actions not specified in this Plan may also be identified by the City to implement the essential purposes of this Plan or the UWMP (see CWC §10632.2).

Table 6-1 through Table 6-6 summarize the Demand Reduction Actions associated with each water shortage stage and shortage level, and provide an estimate of the action’s effectiveness as related to that stage.

6.4.3 MANDATORY PROHIBITIONS
This section is required to identify any mandatory prohibitions against specific water use practices that are in addition to state-mandated prohibitions and appropriate to the local conditions. The City adopted Article IX of Chapter 13.04 of the City’s Municipal Code to address water waste. The ordinance prohibits intentional or unintentional water waste and unreasonable uses of water and encourages beneficial water use. 1457
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6.4.4 EMERGENCY OPERATIONS PLAN FOR CATASTROPHIC WATER

SHORTAGES
This section identifies actions to be undertaken by the City to prepare for, and implement during, a catastrophic interruption of water supplies. In addition to climate, other events that can cause water supply shortages are earthquakes, chemical spills, dam failures, canal breaks, waterline ruptures, and energy outages at water treatment and pumping facilities, which could cause a water shortage severe enough to induce a Stage 1-6 water supply shortage condition.

The City has an adopted an Emergency Operations Plan (EOP) which provides procedures and guidance to City personnel in responding to emergency situations including catastrophic events, both natural and manmade. The EOP provides procedures for preparing, mobilizing, and employing City resources and coordinating outside resources during an emergency. The City provides periodic training, including simulated events and responses to keep City personnel fully trained on implementation of emergency procedures. Mobilization is consistent with Standardized Emergency Management and the Incident Command System.

In addition to specific actions to be undertaken during a catastrophic event, the City performs maintenance activities, such as annual inspections for earthquake safety, and budgets for emergency items, such as auxiliary generators, to prepare for potential events.

Table 6-7 is a summary of actions cross-referenced against specific catastrophes for three of the most common possible catastrophic events: regional power outage (such as Public Safety Power Shutoff or “PSPS” events), natural disasters (such as earthquake, flood or storm damage, or fire), and malevolent acts.
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FACTORS AFFECTABLE 6-7: SUMMARY OF ACTIONS FOR CATASTROPHIC EVENTS Possible
Catastrophe Summary of Potential Actions
Regional Power
Outage

1. Isolate areas that will take the longest to repair and/or present a public health threat. Arrange to provide emergency water.

2. Establish water distribution points and ration water if necessary.

3. If water service is restricted, attempt to provide potable water tankers or bottled water to the area.

4. Make arrangements to conduct bacteriological tests, in order to determine possible contamination.

5. Utilize backup power supply to operate pumps in conjunction with elevated storage.

Natural Disaster 1. Assess the condition of the water supply system.

2. Complete the damage assessment checklist for reservoirs, water treatment plants, system transmission and distribution.

3. Coordinate with Governor’s Office of Emergency Services utilities group or fire City to identify immediate firefighting needs.

4. Isolate areas that will take the longest to repair and/or present a public health threat. Arrange to provide emergency water.

5. Prepare report of findings, report assessed damages, advise as to materials of immediate need and identify priorities including hospitals, schools and other emergency operation centers.

6. Take actions to preserve water storage.

7. Determine any health hazard of the water supply and issue any “Boil Water Order” or “Unsafe Water Alert” notification to the customers.

8. Cancel the order or alert information after completing comprehensive water quality testing.

9. Make arrangements to conduct bacteriological tests, in order to determine possible contamination.

Malevolent acts 1. Assess threat or actual intentional contamination of the water system.

2. Notify local law enforcement to investigate the validity of the threat.

3. Get notification from public health officials if potential water contamination

4. Determine any health hazard of the water supply and issue any “Boil Water Order” or “Unsafe Water Alert” notification to the customers, if necessary.

5. Assess any structural damage from an intentional act.

6. Isolate areas that will take the longest to repair and or present a public health threat.

7. Arrange to provide emergency water.
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6.4.5 SEISMIC RISK ASSESSMENT AND MITIGATION PLAN
All urban water suppliers are statutorily required to prepare a seismic risk assessment and mitigation plan as part of their UWMP, pursuant to CWC §10632.5.38 This requirement assesses the vulnerabilities of the water system’s facilities and presents best practices to mitigate those vulnerabilities. Moreover, this requirement can be met by submittal of a copy of the most recent adopted local hazard mitigation plan or multi-hazard mitigation plan under the federal Disaster Mitigation Act of 2000 (Public Law 106-390) if the local hazard mitigation plan or multi-hazard mitigation plan addresses seismic risk.

City intends to submit a copy of the 2023 Yolo County Multi-Jurisdictional Hazard Mitigation Plan (“HMP”).39 Updated in 2023, several jurisdictions, including the City, participated in the update by submitting separate Jurisdictional Annexes. The HMP inventories the natural hazards that Yolo County is most vulnerable to, assesses risks to community members, resources, buildings, and critical facilities, and identifies and prioritizes actions for risk reduction based on a comprehensive mitigation strategy. The Federal Emergency Management Agency (“FEMA”) approved the HMP on October 15, 2024. Yolo County also completed an update to its EOP in 2024.40 Accordingly, the HMP is incorporated by reference into City’s WSCP.

6.5 COMMUNICATION PROTOCOLS
The City maintains an established and effective communications program to inform its customers, neighbors, and other stakeholders of water service issues, updates, and policies.

Implementation of the WSCP will utilize the existing communication program structure to inform customers and others of the declared shortage stage and respective actions and restrictions in place.

The City Council meetings addressing the Annual Assessment and any potential water shortage declaration will be noticed using normal Council meeting public notification procedures. The meeting will also be announced through regular press release protocols.

Once a shortage stage has been declared by the City Council, the City will notify its customers and others through a range of efforts. The stage and restrictions will be identified in a press release, customer billing statements, and posted on the City’s website. Specifically, the City’s website will be updated to feature the shortage declaration, restrictions, and resources available to customers from the City and other entities to help meet the restrictions. Subsequent City Council meetings will include a review of the shortage condition, customer response results, and discussion and recommendations for potential modifications. 38 Requirement became active as of January 2020.
39 Yolo County Hazard Mitigation Plan - Plans
40Yolo County Hazard Mitigation Plan - Plans.
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The City will also coordinate with the neighboring public agencies to declare a local emergency with respect to anticipated water supplies and demands in the event conditions necessitate.

The City’s communications protocols may include, but are not limited to, some or all of the following locally relevant actions. These communications protocols will be used at the discretion of City staff based on then-current and anticipated water shortage conditions:
• Publishing information on the City’s website
• Staffing a telephone hotline
• Providing bill inserts and direct mailings above and beyond those legally required • Directly calling and/or emailing customers
• Developing materials for non-English speaking customers • Preparing social media posts to communicate City actions • Advertising actions on other local audio and video media • Coordinating voluntary and mandatory water conservation activities with other local and regional governing bodies

6.6 COMPLIANCE AND ENFORCEMENT
The City’s Water Ordinance embodied in Chapter 13.04 of the Municipal Code has significant compliance and enforcement options for implementing its water shortage planning.

Financial penalties, flow restrictors, and disconnected water service are among the options available to the City to ensure compliance with the required water shortage actions. Appeals processes are also available for those that are subject to the enforcement provisions of the Municipal Code.

In addition, the General Provisions of the California Municipal Code states that the City may begin an administrative proceeding against the customer to impose and collect the administrative fine and recover the City’s enforcement costs, if a notice of public nuisance has been issued to the customer and corrective work specified in the notice has not been completed within specified time.

6.7 LEGAL AUTHORITIES
The City is empowered to implement and enforce its WSCP under its organizing statutes and Chapter 13.04 of the Municipal Code. In addition, the City is able to exercise general powers granted to water distributors in CWC §§350-359. CWC §350 authorizes the governing body of a distributor of a public water supply to declare a water shortage emergency whenever it 1461
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finds and determines that the ordinary demands and requirements of water consumers cannot be satisfied without depleting the water supply of the distributor to the extent there would be insufficient water for human consumption, sanitation, and fire protection. Upon a finding of such an emergency condition, the distributor can adopt such regulations and restrictions on the delivery and consumption of water as will conserve the water supply for the greatest public benefit, with particular regard to domestic use, sanitation, and fire protection (CWC §353). The regulations and restrictions remain in force and effect until the supply of water available for distribution within such area has been replenished or augmented, and restrictions may include the right to deny new service connections and discontinue service for willful violations (CWC §355 and §356). The City also coordinates with Yolo County within which it provides water supply services for the possible proclamation of a “local emergency” under California Government Code, California Emergency Services Act (Article 2, Section 8558).

6.8 FINANCIAL CONSEQUENCES OF WSCP
The UWMPA requires an analysis of the impacts of implementation of this WSCP and likely financial consequences imposed on the City. This section addresses aspects of revenue reduction, expense increases, and additional costs that may arise, and identifies financial response actions.

6.8.1 REVENUE AND EXPENDITURE IMPACTS
The City has established water rates that support its ongoing operation and maintenance activities, as well as the capital projects required to provide a safe and reliable water supply to its customers. Water rates are tied to City customers’ normal water consumption activities, which will be reduced through voluntary or mandatory water conservation by customers.

Thus, in times of shortage, there will be revenue reductions to the City. In addition to the revenue reductions, City will also experience an increase in expenses resulting from augmented communication actions, increased enforcement activities, and the administration of water shortage management actions identified in the WSCP. In March 2026, through the Proposition 218 process, the City adopted the schedule of rate adjustments as presented in the Proposition 218 Notice. Details can be found at the City website (address link provided in footnote below): Water & Sewer Rate Study41 When a drought or water shortage occurs, the City’s costs increase due to the additional activities and duties of instituting a stage of action. Not only will there be costs for materials and time from permanent staff, but additional staff may need to be hired to assist in implementing the WSCP. Staff will regularly report the identified and anticipated revenue and 41 https://www.cityofwestsacramento.org/government/departments/finance-department/water-and-sewer-ratestudy/notice-of-public-hearing/-loadingmode-EditContent/-fsiteid-1?navid=1452%20%20 1462
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expenditure impacts and recommend appropriate responses to the City Council. The City maintains a reserve fund to supplement revenue shortfalls.

6.8.2 DROUGHT RATE STRUCTURES AND SURCHARGES
City does not currently have drought rate structures or surcharges. As water rate structures are subject to the regular rate review, the City may choose to consider adopting drought rate structures or surcharges to address the financial consequences of longer-term water shortages. Should the City decide to proceed, such rate changes would be adopted in compliance with then current legal requirements.

6.9 MONITORING AND REPORTING
After any water shortage declaration is made by City Council, the City will conduct regular monitoring and reporting to ensure WSCP implementation is effective and responsive to conditions as they unfold. The City will then use this information to restore and maintain the water supply and demand balance. Similar to the supply and demand projections used to establish a shortage condition, the City will monitor the same data to determine the effectiveness and efficacy. Monitoring activity is expected to include, but not be limited to:
• Gathering monthly or bi-monthly customer water use data. • Preparing technical assessments of customer water use and identifying deficiencies. • Analyzing trends in water supply availability, including meteorological events, regional water supply coordination actions, and statewide regulatory trends. • Assessing water conservation activities and the effectiveness of enforcement actions as applicable to achieving conservation objectives.

City staff will report to decision makers at least quarterly on status and results. Data reporting will include preparation of written reports and presentations, as necessary, for City management meetings and other public meetings summarizing key information and data, including but not limited to:
• Actual water demands compared to projected demands by customer class and total. • Actual supply availability and utilization compared to projected availability for each supply source.
• Projected supply availability for the next 12 months for each supply source. • Monthly reporting of water production and conservation, as required by the State Water Resources Control Board.
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These and other data will be regularly evaluated by staff to assess the effectiveness of response measures and to identify the need for any changes or modifications to the declared water shortage stage or actions based on the results. With regard to monitoring and reporting, City staff may determine the need for additional monitoring and reporting measures, or the need to develop or amend ordinances, or update the WSCP as a whole. Any WSCP update or modification will be conducted through the City Council meeting process, unless specific conditions require otherwise.

6.10 RE-EVALUATION AND IMPROVEMENT PROCEDURES
The City will continually review and assess its procedures for implementing the WSCP.

Specifically, the City will use the monitoring and reporting protocols identified above as a quality assurance and quality control measure to understand the effectiveness of water conservation activities. These re-evaluation and improvement procedures will include developing reports, memoranda, and presentations that assess the effectiveness of water conservation actions and the WSCP. These materials will be provided to the City’s customers and decision-makers for consideration. Public comments on the published materials and management considerations should be incorporated into the development and implementation of future actions. These protocols will be continually assessed and updated by City management staff.

6.11 SPECIAL WATER FEATURE DISTINCTION
For purposes of water shortage contingency planning and implementation, the City defines as “special water features” those that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains. Such special water features are considered distinct from swimming pools and spas (as defined in subdivision (a) of §115921 of the Health and Safety Code).

Water shortage response actions will focus on health and safety issues and balancing continuation of these uses with the severity of the water shortage condition. The relative total water use from these sources is a consideration for how special water features and swimming pool uses could be curtailed during specific water shortage conditions. For instance, when swimming pool filling and refilling would exceed a customer’s use allocation under the various drought stages in the Municipal Code, then these actions are prohibited and can be subject to drought penalties and other City enforcement actions. The City determined that special water features are a relatively small discretionary use but may be restricted under all identified water shortage conditions.

6.12 PLAN ADOPTION, SUBMITTAL, AND AVAILABILITY
This WSCP has been adopted, submitted and is available as required by the Urban Water Management Planning Act. The City may refine or amend this WSCP as necessary and in 1464
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compliance with the normal public notice and adoption. The City has also adopted a water conservation ordinance Article IX in Chapter 13.04 “Water Conservation” of the City’s Municipal Code. This Ordinance directly integrates the UWMP and the WSCP with City policy.

The current WSCP is posted and available for download at this website:
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APPENDIX A – NOTIFICATIONS AND

COORDINATION
City and County outreach email and notification letter are provided on the next pages. 1466
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From: Wallace, Amber
Bcc: "[email protected]"; "[email protected]"; "[email protected]"; Michel, Traci; Adame, Ariana; Brad Hubbard; Gwyn-Mohr Tully; Scott, Rebecca; Jonson, Bryan; Burnett, Ryan; Kania, Chris; Jones, Kevin; Mitchell, Jeff; Cusmir, Jennifer; Chahal, Jaipal
Subject: City of West Sacramento"s Notice of Preparation of a 2025 UWMP Date: Wednesday, January 21, 2026 1:46:00 PM
Attachments: NOP - 2025 UWMP City of West Sacramento - Letter.docx image001.png Dear Local City or County,
The attached letter provides notice of the City of West Sacramento’s intent to prepare a 2025 Urban Water Management Plan pursuant to the California State Water Code. A draft UWMP will be made available for review in advance of the City’s public hearing, anticipated in June 2026. A formal notification of the public hearing will be distributed prior to its date. Additional information, including updates on the schedule and draft materials, will also be posted on the City’s website at
https://www.cityofwestsacramento.org/government/departments/communitydevelopment/development-engineering-division/utility-studies.

If you have any questions regarding this notification or the City’s 2025 UWMP process, please contact Amber Wallace, Senior Engineer, at (916) 617-5327 or by email at [email protected].

Amber Wallace, PE Senior Civil Engineer
Capital Projects Department
1110 West Capitol Avenue, 1st Floor
West Sacramento, CA 95691 Desk (916) 617-5327
Mobile: (916) 505-0348
[email protected]
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West Sacramento City CouncilJune 17, 2026

West Sacramento City Council
June 17, 2026