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REFERENCE MATERIALS
A variety of documents have been developed to reflect the diverse and growing needs and priorities of Sacramento residents, businesses, developers, and visitors. Extensive outreach has been done to develop the documents listed below and, in an effort to maintain transparency, the following provides a synopsis and location of the ma terials that were referenced to develop the 2023-2028 CIP. The connection to these background resources provides a wider understanding of the efforts made to deter mine, rank, and invest public funds towards maintenance, rehabilitation, or improvement of public infrastructure, public safety, recreational experiences, and assurance that Sacramento remains well-positioned for further economic growth and opportunities.
While each section utilizes the resources listed in the General Plan Consistency Section, other documents are section-specific.
Section C: General Plan Consistency
River District Sp ecific Plan (2011)
http://portal.cityofsacramento.org/Community-Development/Planning/Long- Range/Specific-Plans
The 773-acre River District Area proposes adopting policy documents to support a transit- oriented, mixed-use, and urban environment that would include 8,144 dwelling units,
3.956 million square feet of of fice, 854,000 square feet of reta il/wholesale, 1.463 million square feet light industrial, and 3,044 hotel units . The vision for the River District is that of an eclectic mix of uses that will evolve fr om a primarily light-indus trial, low-intensity commercial district, to that of a series of distinctive walkable neighborhoods within a district that is contiguous to the American River and serves as the northern gateway into the Central City. The guiding principle for this plan is to maintain its unique character and design while increasing its diverse economy.
Sacramento 2035 General Plan Update (2015)
http://portal.cityofsacramento.org/Community-Development/Planning/Long- Range/General-Plan
A document shaped by extensive outreach to residents, business, developers, and decision-makers to guide Sacramento to “be the most livable city in America.” It was developed based on the City’s Sm art Growth Principles; Council adopted Vision and Guiding Principles for the General Pl an; and the Sacramen to Area Council of Governments Blueprint (https://www.sacog.org/2004-sacramento-regional-blueprint).
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Sacramento Center for Innovation Specific Plan (2013)
http://portal.cityofsacramento.org/Community-Development/Planning/Long- Range/Specific-Plans
The goal of the Sacramento Cent er for Innovation (SCI) Specific Plan is to create an environment that fosters t he exchange of technical know ledge and expertise between students, faculty, and privat e sector business enterprises. Formerly known as the Innovation/Technology Village, the SCI area is located to the south of California State University, Sacramento, to the east of the Union Pacific Ra ilroad, and to the west of the Granite Regional Park development area. Currently, it is primarily heavy commercial, light industrial, and industrial uses. The General Pl an identified the area south of the existing Regional Transit light rail tracks, the Ramona Avenue area, as an Opportunity Area, changed the land use designation from Industrial to Employment Center, and recommended further land use refinement.
Section D: General Government
City Facility Condition Assessment (2018)
In September 2017, City Council authorized a City Facility Condition Assessment of over 100 facilities. The assessment was comple ted in June of 2018 and identified the prioritization and selection st andards for the City Facility Re investment Program. Initial Council-approved criteria were safety, end of component’s useful life, and outdated standards. The criteria have since been expanded to the following:
1. Safety: Projects that, if not corrected, will create a haz ard or that may result in personal injury to staff or the public.
2. Renewal/Replacement: Projects with worn, obsolete, and/or failed major components have reached the end of their useful life and are needed to protect or maintain facility integrity. These items, if not addressed, will require excessive man-hours and funding to prevent further d egradation of the facility and to keep the facility functional or do not meet today's standards in terms of functionality or code requirements.
3. High energy consumption: Projects t hat can achieve significant savings through the upgrading of components.
4. High volume for immediate service reques ted: Projects that have components or equipment/facilities chronically needing repair.
5. Cost-effective/Combination of projects: Projects that are combined to make them more cost-effective, such as replacing roof mounted HVAC equipment at the same time a roof is replaced.
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Sacramento Public Library Authority Facility Master Plan 2007-2025 (2007) https://www.saclibrary.org/About/Our-Governance/Budget-and-Plans/SPLA-Facility- Master-Plan-2007-2025.aspx
A document that focuses on service-driven fa cilities to meet the needs of specific populations and provides guidance in plan ning and improving up on the Sacramento Public Library facilities.
Section F: Convention, Culture, and Leisure
Sacramento Marina Business Plan (2014)
The Marina’s business plan was presented to the City Council on March 25, 2014. It is reviewed annually.
Section G: Parks and Recreation
Parks and Recreation Master Plan 2005-2010 Technical Update (2009) http://www.cityofsacramento.org/ParksandRec/Parks/Park-Planning- Development/MasterPlan-PRPG/
The Parks and Recreation Master Plan is a poli cy document that addresses: recreation and human services; children’s and teen program s; community centers; park planning and development; partnerships; maintenan ce and tree planting; park operations and maintenance; marketing and special event s; sustainability; and department-wide administrative services.
An update to this plan, the Parks Plan 2040, is anticipated to be completed in Fall 2023.
Park Project Programming Guide (PPPG) (2018)
https://www.cityofsacramento.org/-/media/Corporate/Files/ParksandRec/parks- planning/PPPG-2018.pdf
The PPPG identifies, evaluates, ranks, and prioritizes unfunded park and recreation projects, including acquisitions, repair/rehabili tation, development, community facility, and regional projects.
The PPPG’s goals are to:
Provide an integrated system of parks, open space areas, and recreational facilities that are safe and connect the diverse communities of Sacramento; Plan and develop parks, recreation, and co mmunity facilities that enhance community livability, are equitably distributed throughout the city, and are responsive to the needs and interests of residents, employees, and visitors; and Secure adequate and reliable funding fo r the acquisition, development, and maintenance of parks, recreation facilities, and open space. 2023-2028 Proposed Capital Improvement Program
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Projects are evaluated and grouped within each of the ten CPAs for consistency with the City’s Parks and Recreation Master Plan, last updated in 2009. The criteria in each CPA focuses on:
1. Neighborhood, community, and/or regional need
2. Funding availability for ongoing maintenance
3. Site significance, public priority or public use, and suitability to the area
4. Gives priority to economic ally disadvantaged neighborhoods
5. Health, safety, or legal mandates
6. Land availability
7. Cost offsets/partnerships
Section H: Transportation
Transportation Programming Guide (TPG) (2022)
http://www.cityofsacramento.org/Public-Works/Transportation/Planning- Projects/Transportation-Priorities-Plan
The Transportation Priorities Plan (TPP) is a document that prioritizes over 700 of the City’s planned transportation projects that are estimated to cost $5 billion. Projects that were prioritized were those that have been approved by City Council, those that included community engagement, and those in a plan or study. The values shared during community engagement in the initial phase of plan development became the criteria and metrics for transportation investments and prioritization and were adopted by City Council on March 15, 2022 with Resolution 2022-0079:
Improves air quality, climate and health
o Supports bicycling
o Supports walking
o Supports transit or electric vehicles
Provides equit able investment
o Benefits neighborho ods that lack basic infrastructure o Benefits communities that have been recipients of racism and bias Provides access to destinations
o Connects to jobs
o Connects to schools
o Connects to parks
Improves transportation safety
o Improves a Vision Zero Top 10 corridor
o Improves a Vision Zero HIN street or is a Vision Zero School Safety Project Fixes and maintains the transportation system
o Improves pavement or bridges
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o Improves traffic signals
The TPP was adopted by City Council on November 15, 2022 with Resolution No. 2022- 0361.
City of Sacramento Bicycle Master Plan (2016)
http://www.cityofsacramento.org/Public-Works/Transportation/Planning- Projects/Transportation-Planning-and-Policy-Library
This Plan was developed to set forth bicycle related investments, policies, program, and strategies for a complete bicycle system. Its goal is to encourage more bicycling by the citizens of Sacramento for both transportation and recreati on, and thereby allowing the City of Sacramento to meet General Plan emission targets.
The goals of the plan are to increase:
Ridership and attain a 7% bicycle mode share by 2020; Safety so there are no bicycle-related fatalities;
Connectivity thereby doubli ng the percentage of residents that can conveniently reach a contiguous bikeway network; and
Equity so that all areas of the city are equally invested in.
Pedestrian Master Plan, Making Sacramento the Walking Capital (2006) http://www.cityofsacramento.org/Public-Works/Transportation/Planning- Projects/Transportation-Planning-and-Policy-Library
The Pedestrian Master Plan provides a co mprehensive vision for improving pedestrian conditions. Its objectives are to create standard and procedural recommendations as well as improve upon the current pe destrian deficiencies and to establish and maintain a pedestrian-friendly city. This will be accomplished by improving connectivity, accessibility, and safety.
There are two criteria for ranking projects: safety and project setting.
Safety-oriented criteria
Barrier Elimination – abili ty to remove obstacles for safe travel or to introduce a shorter travel distance
Infrastructure Completeness – ability to bring existing conditions into compliance
Vehicle/Pedestrian Collisions – report ed collisions between car and pedestrian that occurred during the previous three years.
Speed – Posted speed limit at the project location.
Volume – Based on the average daily traffic at the project location.
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Project setting criteria
Transit Access – enables direct a ccess to the Rapid Transit system. Economic Development – falls wit hin the 2013 Economic Development Strategy
Infill Development – located within Tier I or Tier II areas as defined by the 2035 General Plan.
Adjoining Property – based on the orient ation of the development at the back of sidewalk, or where the sidewalk would be when a sidewalk is not present. Land Use – based on the predominant land use designation. Activity Centers – based on the number of activity centers within a 600’ radius to its parcel boundary.
Section I: City Utilities
Department of Utilities’ Guide Capital Improvement Programming Guide (2012) https://www.cityofsacramento.org/Utilities/Reports
This guide explains the processes, meth odologies, and funding sources used in developing the City Utilities Pr ogram. It also provides an overview of the water, wastewater, and storm drainage utilities operations and func tions; explanations of the criteria used to rank projects; descriptions of the types of CIPs ; and profiles planned capital projects. Also included is a long- term (30-year) and short-term (three-year) investment strategy for improving the utility infrastructure of the city.
Its goals include:
Complying with all government regulations and legal requirements Providing high-quality, safe, and reli able utility systems through proactively monitoring/maintaining assets and reducing system vulnerability Planning for current and future generations by protecting, preserving, and enhancing resources, the environment, and the community Providing for environmenta lly sound landfill closure
Projects are assessed and ranked by:
1. Mandate by state and federal laws or regulations
2. Protect the public by meeti ng health and safety requirements
3. Meet the demands of increased growth
4. Manage funding by finding alternative fundi ng sources, such as grants or other revenues
5. Improve or reduce ongoing facili ty operations and maintenance costs
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Department of Utilities 2022 Water Supply Master Plan
The Water Supply Master Plan is intended to provide a comprehensive evaluation of existing and future demand projections, a co mplete water supply inventory and updated supply portfolio, a detailed water system as sessment, an updated hydraulic model, and a recommended Capital Improvement Progra m to support the City’s ongoing capital improvement prioritization program.
Regional Water Quality Control Board Na tional Pollutant Discharge Elimination System (NPDES) permit Long-Term Control Plan
The Long-Term Control Plan is a guide for improvement and rehabilitation projects that will meet the Combined Sewer System long term goals.
Section J: Description of Major Funding Sources
FY2023/24 Proposed Budget
http://www.cityofsacramento.org/Finance/Budget
A companion book to the CIP, the Budget provides an overview of the operating budget, the five-year forecasts for the General and Enterprise Funds, as well as an overview of the debt service program that finances the cost of some capital improvements.
CityofSacramento.org
City of Sacramento
PROPOSED BUDGET | FISCAL YEAR 2023/24
PROPOSED BUDGET | FISCAL YEAR 2023/24 | CITY OF SACRAMENTO
CITY OF SACRAMENTO FACTS
• The City of Sacramento was founded in 1849 and is the oldest incorporated city in California. • In 1
920, city voters adopted a Charter (municipal constitution) and a City Council/City Manager form of government.
• Th
e City is divided into eight districts.
• Ele
cted members of the City Council serve a four-year term. • Th
e Mayor is elected by all voters in the City. In 2002, voters approved a measure for the Mayor to serve full-time. All other Councilmembers are elected by district and serve part-time. • Th
e Mayor and other Councilmembers have an equal vote in all matters. • The
City of Sacramento currently encompasses approximately 100 square miles. • Th
e City of Sacramento population is estimated at 518,037.
DARRELL STEINBERG
Mayor
LISA KAPLAN
Councilmember, District 1
SEAN LOLOEE
Councilmember, District 2
KARINA TALAMANTES
Councilmember, District 3
KATIE VALENZUELA
Councilmember, District 4
CAITY MAPLE
Councilmember, District 5
ERIC GUERRA
Vice Mayor, District 6
RICK JENNINGS, II
Councilmember, District 7
MAI VANG
Mayor Pro Tempore, District 8