West Sacramento outlines plan to consolidate emergency motel shelters, acquire three replacement sites

City staff described a plan to consolidate West Sacramento’s motel-based emergency housing program by transferring occupants from two interim sites to three recently acquired motels, expanding on-site services and continuing case management while rehabilitations proceed.

The update reported that the city acquired the former Flamingo Motel in May 2023 (a 21-unit property that serves about 30 people on average) and later purchased two additional motels—the Pickwick (19 units) and El Tejon (23 units)—in August of the prior year and began rehabilitation work. Staff said they expect that rehab to be completed by May, after which placements and transfers from the Roadway Inn and Flamingo would begin. The city is also negotiating to acquire the Westwood Motel, described as a 19-unit site, and expects to close escrow in May. The replacements are intended to consolidate services across fewer locations and create a more centralized operations hub.

Why it matters: the city has used motel acquisitions as a short-term homelessness response while planning longer-term redevelopment, but staff and commissioners repeatedly highlighted that a shortage of permanent housing is the largest barrier to exiting stabilized program participants into housing.

Details of operations and eligibility

Staff said the motel program follows a housing-first model with low- to no-barrier entry, including a short-term “respite room” reserved for immediate, very short stays. Case managers provide stabilization services and help residents secure medical care and public benefits through county and community providers. Walk-in drop-in services and distribution of hygiene kits and limited food operate Monday through Friday between about 9 a.m. and noon at one site, and security is provided seven days a week.

Placements are prioritized for people with a connection to West Sacramento—current or former residents, those with family in the city, or other local ties—though the city will take residents from other Yolo County jurisdictions in emergencies and will refer people from outside the county to their home jurisdictions when possible. Daily operations were described as run by Program Manager James Mayoral, assisted by program technician Aaron Hyatt and maintenance lead Johnny Sam; staff said the council recently approved two additional positions (one program technician and one maintenance worker) to support expanded sites.

Funding and timelines

Staff said acquisitions and operations were funded with a combination of local measure funds, state grants and Yolo County contributions; the county has also provided funds for operations. Staff reported that current operations funding is expected to last “at least the middle of next year,” and they remain actively pursuing grants and other funding sources.

Planned closures and redevelopment

City staff said the Roadway Inn and Flamingo sites were always intended as interim facilities. The Roadway Inn is included in the Grand Gateway master plan and has been identified for future affordable housing as part of that larger mixed‑use redevelopment; staff said they intend to close the Roadway Inn by the end of the year. Flamingo’s closure had been anticipated in 2026 but staff said that timeline could move forward. Once occupants are transferred, staff said the city would either place the Flamingo site on the market or demolish the property to prepare it for future redevelopment.

Placement challenges and next steps

Commissioners and staff emphasized that a central obstacle is the availability of permanent housing in the region. Staff cited past placements into Mercy Housing’s permanent supportive housing project and noted other forthcoming affordable projects—such as West Gateway Place Phase 2 and the Grand Gateway affordable housing component—as potential longer‑term exits for stabilized clients, but said those projects typically take years to complete. Staff recommended continued pursuit of permanent supportive housing and other affordable units to expand exit options.

Ending note

Staff closed the presentation by inviting questions and noting the operational steps—rehabilitation completion, staged transfers, and continuing coordination with county and nonprofit partners—needed before larger-scale transfers occur.