Item 32 2023-00322 Adoption of the Fiscal Year FY 2023-24 Operating Budget and 2023-2028 Capital Improvement Plan

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

Adoption of the Fiscal Year (FY) 2023/24 Operating Budget and 2023-2028 Capital Improvement Plan
File ID: 2023-00322
Location: Citywide
Recommendation: Conduct a public hearing and upon conclusion, adopt a Resolution approving the FY2023/24 Operating Budget and 2023-2028 Capital Improvement Program (CIP).

Contact: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager; Leyne Milstein, Assistant City Manager/Interim Finance Director, (916) 996-4065, [email protected], Office of the City Manager; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance Presenter: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager; Leyne Milstein, Assistant City Manager/Interim Finance Director, (916) 996-4065, [email protected], Office of the City Manager; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance Attachments:
1-Description/Analysis
2-Supplemental Budget Information
3-Planning and Design Commission’s Finding of Consistency Memo 4-Resolution - Redline
5-Resolution
6-Exhibit A - Budget Changes
7-Exhibit B - Position Changes
8-Exhibit C - FY2023/24 Approved Budget
9-Exhibit D - 2023-2028 Approved CIP
Description/Analysis
Issue Detail: The City Charter, Article IX Section II, requires the City Manager to deliver budget recommendations no later than 60 days prior to the start of the new fiscal year. The City Manager’s FY2023/24 Proposed Budget (Budget) was released on May 1, 2023, and is available at http://www.cityofsacramento.org/finance/budget.

Page 1 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

The Budget was presented to the Budget and Audit Committee on May 9, 2023, and May 30, 2023, and Council on May 9 and May 16, 2023. The 2023-2028 Capital Improvement Plan was presented to the Council in the afternoon of May 16, 2023. The public provided comments to the Council at each of the public meetings.

During the Budget process, City staff received 26 questions or requests for information. All but seven Supplemental Budget Information (SBI) requests have been previously answered and/or are included with this agenda item (Attachment 2). The remaining items will be sent to the Council after budget adoption as information becomes available.

Budget Adjustment Recommendations: On May 16, 2023, the Police Department presented the department’s FY2023/24 proposed budget, which included additional organizational changes to maximize staffing in field operations and the extension of contract authority to extend and increase ten grant agreements. Due to the timing of the budget release, these proposed changes are recommended to be included in the adoption of the Budget.

As identified in the General Fund/Measure U Five-Year Forecast included in the Budget, there is a $1.1 million shortfall in homeless services programming in the budget year that is proposed to be addressed with Measure U funds as part of the FY2023/24 Approved Budget. While this funding need was already addressed in the forecast, this report includes the budgetary authority necessary to provide the funding in the budget year.

In addition, there are five position changes proposed to be included in the Budget: the addition of a Program Specialist for the Office of Climate Action funded from Measure U, an Administrative Analyst for the initiation of the Language Access Program to be funded from the Language Access Program Multi-Year Operating Project (MYOP) (I02000410), two Park Safety Rangers to be funded from the Park Safety MYOP (I19160000) and a cost neutral position add/delete in the City Treasurer’s Office.

The MYOPs will be established with approval of the FY2022/23 companion report (File No. 2023- 00706). Finally, there are several other minor changes due to timing and/or technical adjustments included with the adjustments outlined above that are summarized in the following chart (see Exhibit A for the details).

Fund Proposed Changes FTE
Revenue/
Offset Change
Expenditure
Change
General Fund Delete one position (1.0 FTE Police Officer) and corresponding offset in the Auto Theft Division of
the Police Department because the position is no
longer needed for program purposes.
(1.00) (146,729) (146,729)
General Fund Delete one position (1.0 FTE Police Officer) and corresponding offset in Central Command of the
Police Department because associated grant
funding has ended.
(1.00) (198,597) (198,597)
General Fund Delete six positions (6.0 FTE Police Officer) and corresponding revenue budget because the two
hospital contracts ended.
(6.00) (1,058,427) (1,058,427)
General Fund Delete four positions (4.0 FTE Police Officer) less the allocation of $300,000 for overtime to support
the Police Department's reorganization in creating
a new patrol district.
(4.00) (515,431) (515,431)
General Fund Delete five positions (5.0 FTE Police Officer) and $23,763 in service & supplies budget and add
three positions (1.0 FTE Police Lieutenant and 2.0
FTE Police Sergeant) and a vehicle (sedan) to
support the Police Department's reorganization in
creating a new patrol district.
(2.00) - -
General Fund Delete seven positions (7.0 FTE Community
Service Officer I) and add thirty-six positions (0.50
FTE Student Trainee) to create additional entry-
level positions for college students.

11.00 - -
General
Fund/Measure U
Due to timing, various labor adjustments (i.e.

Compensation and Commission board approvals,
labor system technical offset adjustments).
- - 42,466
General
Fund/Measure U Various revenue/expense offset adjustments - 15,145 - General Fund Delete a Treasury Analyst (1.00 FTE) and add a Sr. Debt Analyst (1.0 FTE) to Debt team in the
City Treasurer's Office.
- - -
Measure U One-time funding to support continued
Homelessness programming in FY2023/24
(through Homeless Housing Initiatives MYOP).
- -
1,088,066
General/Measure U Funds Total (3.00) (1,904,039) (788,652) Community Center Various labor offset adjustments. - - 3,073 Delta Shores Increase revenues and expenditures budget. - 500,000 500,000 Storm Drainage Various labor offset adjustments. - - (2,803) Water Various labor offset adjustments. - - 13,491 Other Funds - 500,000 513,761 Total Change (3.00) (1,404,039) (274,891)

Page 2 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

11.00 - -
General
Fund/Measure U
Due to timing, various labor adjustments (i.e.

Page 3 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

The following summarizes the changes recommended by Council as part of the budget presentations through May 16, 2023:

Meeting Date Fund Proposed Changes FTE
Expenditure
Change
5/9/23 (CC) Measure U Add Program Specialist to the Office of Climate Action & Sustainability to support the management
and implementation of citywide climate-related
initiatives.

1.00 158,311
5/9/23 (CC) General $250,000 for Language Access Program multi- year operating project (MYOP) from FY2022/23.

Add an Administrative Analyst to be funded by
MYOP in FY2023/24.

1.00 -
5/16/23 (CC) Measure U $1 million for Office of Violence Prevention MYOP from FY2022/23.
- -
5/16/23 (CC) Measure U Reallocation of capital and MYOP funds for Southside Park Pool renovations.
- -
5/16/23 (CC) Measure U $431,529 for Park Safety MYOP from FY2022/23.

Add two Park Safety Rangers with equipment and
vehicles to be funded by MYOP in FY2023/24.

2.00 -
Total Change 4.00 158,311
Position and MYOP Moves: The following position and MYOP moves will be included in the FY2023/24 Approved Budget (see Exhibit B for staffing details). • Six positions (Special Projects Manager, Program Specialist, three Administrative Analyst and Administrative Technician) in the Office of Youth Development moved from the City Manager’s Office to Youth, Parks and Community Enrichment Department (YPCE). • Two positions (Projects Manager and Administrative Analyst) in the Office of Climate Action Initiatives moved from the City Manager’s Office to the Public Works Department. • One position (Program Specialist) in the Budget Division will move from the Finance Department to the Information Technology Department.

In addition to the position moves, the following Office of Youth Development MYOPs will move to YPCE (see Exhibit A for MYOP details).

Old Project # Project Name New Project #
G02001800 #SYW_BSCC Prop. 64-2 G19080600
G02001810 NLCI's Youth Excel Initiative G19080700
I02001800 Youth Pop Up Events I19143100
I02001830 Children & Youth Services Program I19143200
I02180910 FY22 M/C Econ Dev Priorities I19143300

Page 4 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

Public Works has created a MYOP (I15240100 Climate Action Initiatives) for the transfer of the Office of Climate Action Initiatives MYOP (I02002300 - Climate Action Initiatives).

Resolution Additions and Changes: Additional authority is required to allow the City Manager to conduct necessary budgetary changes to implement the FY2023/24 Approved Budget. The following outlines the additions and changes, and the authority recommended to be included in the FY2023/24 Budget Resolution (Attachment 4).

Expenditure and Revenue Authority: The City’s Manager’s Office and Utilities Department require additional authority to adjust and/or transfer funds to ensure that projects are able to be conducted in a timely manner. The following sections are recommended to be added.

Section 17.5 (F)
: Transfer expenditure budgets between I06420000 and the Youth Cannabis Outreach & Education program (I06420500) MYOP to support cannabis youth education and prevention workload in the Office of Youth Development.

Section 10.14 (C)
: For projects in funds 6205, 6206, and 6211 that result from an existing Operations and Maintenance Agreement for facilities maintained by the City but are owned or co-owned with Regional San and Sacramento Area Flood Control Agency, the City Manager or designee is authorized to do the following:
(1) Establish and/or adjust revenue and expenditure budgets of up to $250,000 for any emergency repair or replacement projects; and
(2) Adjust revenue and expense budget based on actuals for project closure.

Resolution Update: Section 10.8 is out of date. The projects associated with the listed resolutions have been closed. The following section is recommended to be amended as shown below.

10.8. Community/Neighborhood projects and appropriations established with one- time funding sources under Resolution No. 2000-682
(11/21/00), 2001-765 (11/20/01),
2003-412 (6/17/03), 2004-551 (6/29/04) , 2006-367 (5/23/06), and associated staff reports, is governed by the following procedures:
(A) Savings of up to and including $50,000 due to lower-than-expected costs or the securing of alternative funding sources may be administratively reprogrammed into other projects within the same Council District at the request of the Council District Office and with the approval of the City Manager.
(B) Savings above $50,000 may be reprogrammed upon approval by resolution of the Council.

Page 5 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

Police Department Contract Extensions: As presented during the May 16, 2023, budget hearing the Police Department requests authority to extend and increase the not-to-exceed amounts of four grant agreements, for an aggregate total of $200,000 from Office of Violence Prevention Measure U funding and six grant agreements, for an aggregate total of $249,999 from Gang Prevention and Intervention Measure U funding. Funding associated with the contract extensions and increases are included in the Police Department’s FY2023/24 budget.

The contracts will be extended until September 30, 2023, as specified in the table below and the language that follows:

Contract Authorized Increase Total
2022-0907: Brother 2 Brother Mentoring, Inc 249,999 62,500 312,499 2022-0908: Helping Our People Eat (HOPE) 249,999 62,500 312,499 2022-0939: Self Awareness and Recovery 100,000 25,000 125,000 2022-0945: Voices of the Youth, Inc. 200,000 50,000 250,000 Subtotal $799,998 $200,000 $999,998
2021-0981-1: Brother 2 Brother Mentoring, Inc. 499,980 62,500 562,480 2021-0985-1: Impact Sac 499,998 62,500 562,498
2021-0973-1: Neighborhood Wellness Foundation 499,980 62,500 562,480 2021-0974-1: Rose Family Creative Empowerment Center 166,666 20,833 187,499 2021-0971-1: Academics 4 Athletes (A4A) 166,660 20,833 187,493 2021-0986-1: Helping Our People Eat (HOPE) 166,666 20,833 187,499 Subtotal $1,999,950 $249,999 $2,249,949
Total $2,799,948 $449,999 $3,249,947
The following section is recommended to be added.

Section 17.9: The City Manager is authorized to amend following ten Police department contracts to extend them until September 30, 2023, and increase the funding as follows: Brother 2 Brother Mentoring, Inc (2022-0907) - $62,500; Helping Our People Eat (HOPE) (2022-0908) - $62,500; Self Awareness and Recovery (2022-0939) - $25,000; Voices of the Youth, Inc. (2022-0945) - $50,000; Brother 2 Brother Mentoring, Inc. (2021-0981-1) - $62,500; Impact Sac (2021-0985-1) - $62,500; Neighborhood Wellness Foundation (2021-0973-1) - $62,500; Rose Family Creative Empowerment Center (2021-0974-1) - $20,833; Academics 4 Athletes (2021-0971-1) $20,833; and HOPE (2021-0986-1) - $20,833.

Companion Report Addition: The companion report (File No. 2023-00706) proposes that any unspent appropriations in the Youth Sports Field Permit Program MYOP (I19143000) on June 30, 2023, must be transferred to the Measure U Park Improvements (L19706000), which will be used to address the backlog of deferred maintenance for sports fields. The proposed

Page 6 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.

FY2022/23 year-end transfer is recommended to be conducted each fiscal year; therefore, the following section is requested to be added.

Section 18.18: Each fiscal year, any unspent appropriations in the Youth Sports Field Permit Program MYOP (I19143000) on June 30 must be transferred to the Measure U Park Improvements (L19706000), to be used to address the backlog of deferred maintenance for sports fields.

FUEL Network: As recommended by the Budget and Audit Committee on May 30, 2023, $500,000 in FY2023/24 funding for the FUEL network is contingent on an audit being completed, compliance of audit findings, and Council approval. The following section is requested to be added.

Section 13.13
: The City Manager is authorized to transfer up to $500,000 in FY2023/24 from the General Fund fund balance to the CA Rural Legal Assistance MYOP (I02000800) to fund a new contract with the California Rural Legal Assistance Foundation for the FUEL Network program contingent upon satisfaction of the following conditions: (i) the City’s contractor completes its audit of City Contract #2021-1105; (ii) the City Manager determines that California Rural Legal Assistance Foundation has complied with all the audit findings; and (iii) the City Council reviews and approves the new contract.

Financial Policies Changes: On May 2, 2023, Council approved revisions of the Debt Management Policy and the Debt Management Policy: Supplemental Policy on Disclosure. On May 16, 2023, the Council approved revision of the Emergency Medical Services (EMS) Revenue Recovery and Fee Waiver Policy. The revised policies will be included in the FY2023/24 Approved Budget.

Policy Considerations: The Budget includes direction received from Mayor and Council during budget hearings and maintains prior direction expressed by Council prioritizing the delivery of quality core services while investing in inclusive economic development and providing critical support to the most vulnerable members of our community. The Budget includes continued resources for Council priorities related to inclusive economic development, youth, public safety, homelessness, and essential core services. However, the City, as a matter of policy, must remain focused on efforts to right-size the organization to achieve budget sustainability (ongoing expenditures below ongoing revenues) in the short-term.

Economic Impacts: Not applicable.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities

Page 7 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.
and government fiscal activities that do not constitute a “project” as defined by CEQA Guidelines section 15378 and California Public Resources Code section 21080 and are not subject to the provisions of CEQA (CEQA Guidelines, §15060(c)(3)). CEQA review for any project, which utilizes funds allocated in this report, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.

Sustainability: Not applicable.

Commission/Committee Action: Sacramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s five-year CIP for consistency with the City’s General Plan and to report its findings to the Council. The Commission met on May 25, 2023, and determined that the 2023-2028 CIP is consistent with the City’s General Plan (see Attachment 3).

On May 30, 2023, the Budget and Audit Committee received an overview of the Budget as proposed to be amended by Council at the June 9 and June 16, 2023, budget meetings and forwarded the Budget to the full Council for consideration. The Budget and Audit Committee also made a recommendation to fund the FUEL Network contingent on the completion of the audit process and compliance with all audit findings.

Rationale for Recommendation: The Budget is balanced and reflects Mayor and Council direction as well as adopted Council policies, goals, and planning/programming guides. There are sufficient resources to support the activities presented in the Budget.

Financial Considerations: The following forecast reflects the Budget as submitted with the adjustments listed in the Budget Change Recommendation sections and in the companion report (File No. 2023-00706). The funding for the FUEL Network is also included but is italicized reflecting the contingencies on funds being appropriated.
5-Year Forecast
General (G) and Measure U (MU) Funds ($ in 000s)
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
BEGINNING AVAILABLE FUND BALANCE 731 419 - - -
Revenues
Revenues 770,815 783,929 806,746 827,941 849,054
Other Sources 4,745 3,689 3,404 3,429 2,900
Total Revenues/Resources775,561 787,618 810,150 831,370 851,954 Expenditures
Department Operating, Debt, and MYOPs 747,322 777,372 804,813 827,613 853,337 Capital Projects 14,167 14,635 14,444 14,469 13,941
EUR Contribution 3,852 4,004 4,140 4,254 4,380
Total Expenditures/Uses765,340 796,011 823,397 846,337 871,658 Surplus/(Deficit) 10,220 (8,393) (13,247) (14,967) (19,704) Other Sources/(Uses)
Reserve for Future Budget Development (FY2020/21) - 10,000 - - - Reserve for Future Budget Development (FY2021/22) - 20,500 - - - Impact Fee Waiver Program - (3,000) (3,000) (3,000) (3,000) Climate Action FTE (158) (159) (162) (165) (168)
Park Ranger FTE - (226) (230) (234) (238)
Language Access MYOP - (132) (134) (137) (140)
Office of Violence Prevention - (1,000) (1,000) (1,000) (1,000) FUEL Network (Contingent on audit) (500) - - - -
Total Other Sources/(Uses)(658) 25,984 (4,526) (4,536) (4,546) Voter-Approved Spending
Measure L (8,787) (8,787) (8,787) (8,787) (8,787)
Total Voter-Approved Spending(8,787) (8,787) (8,787) (8,787) (8,787) Surplus/(Deficit) with Other Sources776 8,804 (26,560) (28,289) (33,037) Homeless Services
Schedule 9 MYOP Funding 11,368 11,414 11,460 11,507 11,555 Homeless Services Resources (HHAP) 19,833 - - - -
Whole Person Care Savings 7,162 - - - -
Current Year Savings/ARPA Scrub 2,922 - - - -
Homeless Services Programming (42,373) (47,337) (47,451) (48,637) (49,853) Total Homeless Services(1,088) (35,923) (35,991) (37,130) (38,298) Surplus/(Deficit) with Homeless Services(312) (27,118) (62,551) (65,419) (71,335) ENDING AVAILABLE FUND BALANCE WITH HOMELESS SERVICES419 (26,699) (62,551) (65,419) (71,335)

Page 8 of 9 ends

File ID: 2023-00322 6/13/2023 Public Hearing Item 32.
5-Year Forecast
General (G) and Measure U (MU) Funds ($ in 000s)
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
BEGINNING AVAILABLE FUND BALANCE 731 419 - - - Revenues
Revenues 770,815 783,929 806,746 827,941 849,054 Other Sources 4,745 3,689 3,404 3,429 2,900 Total Revenues/Resources775,561 787,618 810,150 831,370 851,954 Expenditures
Department Operating, Debt, and MYOPs 747,322 777,372 804,813 827,613 853,337 Capital Projects 14,167 14,635 14,444 14,469 13,941 EUR Contribution 3,852 4,004 4,140 4,254 4,380 Total Expenditures/Uses765,340 796,011 823,397 846,337 871,658 Surplus/(Deficit) 10,220 (8,393) (13,247) (14,967) (19,704) Other Sources/(Uses)
Reserve for Future Budget Development (FY2020/21) - 10,000 - - - Reserve for Future Budget Development (FY2021/22) - 20,500 - - - Impact Fee Waiver Program - (3,000) (3,000) (3,000) (3,000) Climate Action FTE (158) (159) (162) (165) (168) Park Ranger FTE - (226) (230) (234) (238)
Language Access MYOP - (132) (134) (137) (140)
Office of Violence Prevention - (1,000) (1,000) (1,000) (1,000) FUEL Network (Contingent on audit) (500) - - - - Total Other Sources/(Uses)(658) 25,984 (4,526) (4,536) (4,546) Voter-Approved Spending
Measure L (8,787) (8,787) (8,787) (8,787) (8,787) Total Voter-Approved Spending(8,787) (8,787) (8,787) (8,787) (8,787) Surplus/(Deficit) with Other Sources776 8,804 (26,560) (28,289) (33,037) Homeless Services
Schedule 9 MYOP Funding 11,368 11,414 11,460 11,507 11,555 Homeless Services Resources (HHAP) 19,833 - - - - Whole Person Care Savings 7,162 - - - - Current Year Savings/ARPA Scrub 2,922 - - - - Homeless Services Programming (42,373) (47,337) (47,451) (48,637) (49,853) Total Homeless Services(1,088) (35,923) (35,991) (37,130) (38,298) Surplus/(Deficit) with Homeless Services(312) (27,118) (62,551) (65,419) (71,335) ENDING AVAILABLE FUND BALANCE WITH HOMELESS SERVICES419 (26,699) (62,551) (65,419) (71,335) Local Business Enterprise (LBE): Not applicable.

Page 9 of 9 ends

SBI #
Date of
Request District Request Department (s) Status
1 5/9/2023 5,6 Efforts in training to reduce general and auto liability costs. Drivers of cost.

Human Resources Submitted with File No.
2023-00322 for 5pm
6/13/23 City Council
Meeting
2 5/9/2023 6 Sales tax leakage Finance Submitted as
Supplemental
Material for 5/30/23
Budget and Audit (B&A)
Committee Meeting
3 5/9/2023 6 Fees and fines policy update City Manager's Office - Office of Inclusive
Economic Development
Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
4 5/9/2023 8 High level timeline of Children's Fund Youth, Parks and Community Enrichment
(YPCE)
Presented at 2pm
5/16/2023 City Council
Meeting
5 5/9/2023 all Modernize Business Operati ons Tax (BOT) City Manager's Office - Government Relations
and Finance
Will take to B&A and
Law and Legislation
Committees
6 5/16/2023 6, 7 Pathway for youth into the DOR Program/Single Role
- How
to target high schools
- FCTC Statew
ide pool data
- DOR participant breakdow
n
- Achievements (race/gender/age breakdown of
participants)
Fire Submitted
as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
7 5/16/2023 6, 7 Pathway for youth into the Academy
- How
to target high schools
- Achievements (race/gender/age breakdown of
participants)
Police
Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
8 5/16/2023 7, Mayor Breakdown of fi refighters' demographic to compare to national average
- Now vs. the past.
- Race/gender/age breakdown
Fire
Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
9 5/16/2023 4 City comparison data of crime per capita Police Submitted as Supplemental
Material for 5/30/23
B&A Committee
Meeting
10 5/16/2023 3 Cost to run sprinklers in parks ov er the summer YPCE Submitted with File No. 2023-00322 for 5pm
6/13/23 City Council
Meeting
FY2023/24 Supplemental Budget Information (SBI) Log
Gray = Previously Delivered and White = To Be Delivered (items not complete by Budget Adoption will be added to the Council follow up log) Attachment 2
SBI #
Date of
Request District Request Department (s) Status
11 5/16/2023 Mayor Youth programs offered in the summer YPCE and Police Police - Submitted as Supplemental
Material for 5/30/23
B&A Committee
Meeting
YPCE - Submitted with
File No. 2023-00322 for
5pm 6/13/23 City
Council Meeting
12 5/16/2023 8 Potential revenue sources for workshop - BOT and park bonds
Finance No SBI. Take to B&A
Committee meeting at
later date. See SBI 5.
13 5/16/2023 4 Explain Department of Community Response decrease in mulit-year operating project
Finance Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
14 5/16/2023 5 Shot spotter data
- Statistics (# of false positives)
Police
Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
15 5/16/2023 8 Percent of youth violence prevention funding in Police's budget
- Breakdow
n of preventative programs
Police Submitted with File No.
2023-00322 for 5pm
6/13/23 City Council
Meeting
16 5/16/2023 3 How much are we spending to be compliance with State mandates?
Police Submitted with File No.
2023-00322 for 5pm
6/13/23 City Council
Meeting
17 5/16/2023 Mayor Debt payoff timeline City Treasurer's Office Submitted as Supplemental
Material for 5/30/23
B&A Committee
Meeting
18 5/16/2023 Mayor Capital Improvement Projects review Finance Submitted as Supplemental
Material for 5/30/23
B&A Committee
Meeting
19 5/16/2023 1 Park safety/maintenance plan YPCE
20 5/16/2023 1 Plan to increase maintenance workers YPCE 21 5/16/2023 7 5-year plan for dog parks YPCE
22 5/16/2023 6 5 -year plan for safe and clean restrooms YPCE
23 5/16/2023 4 Costs and information of weather-bas ed centers Community Response Presented at 5pm 5/30/2023 City Council
Meeting
24 5/16/2023 4, 8 Call analysis review Police In progress 25 5/16/2023 6 Motor units data/traffic control
- W
hat's being done about traffic safety?
Police Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
YPCE is working on the
Parks Plan 2040.

Expected to be
completed in late
CY2023
SBI #
Date of
Request District Request Department (s) Status
26 5/16/2023 1 Office of Violence Prevention data on CBO's work.

Long-range planning for funding violence
prevention CBOs.

Police Submitted as
Supplemental
Material for 5/30/23
B&A Committee
Meeting
Supplemental Budget Information – Item 1
Question: What are the efforts we are doing to reduce insurance costs? S hould we be
looking at other markets?
Response: City policy and practices to reduce the City’s liability are summarized by category below. Reducing claims is the best measure to reduce insurance costs.

The City’s insurance broker, Alliant Insurance Services, Inc., markets our insurance, including excess liability coverage, every year. Due to difficult market conditions nationwide brought about by recent increases in claims settlements and jury verdicts, there are not a lot of options for a City of our size with a public safety exposure. In recent years the City has purchased excess liability coverage from Public Risk Innovation, Solution, and Management (PRISM). PRISM is a joint Powers Authority whose membership includes 95% of the counties and 70% of the cities in California and is one of the largest public entity pools in the nation. Each year PRISM’s rates have been very competitive and their coverage documents less restrictive than their competitors. The City’s insurance broker will continue to market our account to find the best options for excess liability and all insurance coverage for the City.

Reducing Police Liability

1. Policy revisions and training on Use of Force, First Amendment/Protest Procedures, Less Lethal Weapons, Foot Pursuits, Critical Incident Response, Medical Care, Bias Policing, Conducted Energy Device, Use of K9, Media Relations, and others: 2020-2021

2. New stand-alone policies established on De-escalation and Duty to Intervene:
2021

3. Prohibition of the Carotid Control Ho ld and any neck restraint in 2020 and ongoing revision of the Use of Force policy per best practices, Department of Justice (DOJ) recommendations, and Council direction: Ongoing

4. EMT training for SWAT officers began in 2019-2020 and first aid policy, after force care, and training expanded for all officers to deliver prompt medical care to community members when needed as well as fellow employees: Ongoing

5. Work begun on establishment of a Traini ng Advisory Committee (TAC) consisting of key members of the department and community to recommend and review officer training: Ongoing

6. Various training courses established fo r officers, supervisors, and incident commanders regarding facilitating and responding to first amendment events and protests with a goal for better trained officers and techniques resulting in safer outcomes for all involved: 2020-2021

7. New Use of Force Review Board and Forc e Investigations Team established in 2020 per California DOJ recommendations to review reportable uses of force and make recommendations: Ongoing

8. New Inspection and Standards Team (IST) to conduct internal reviews and audits established in 2020. Goal is better processes, ensure compliance with policy, and reduce liability: Ongoing

9. New web-based analytical Early Intervention Program (EIP) for officers established in 2021 which allows for supervisory and managerial monitoring and peer-to-peer comparison of officer activity (pursuits, use of force, complaints etc.) to identify potential problems early: Ongoing

10. In-service class to update and certify Naloxone (NARCAN) program as well as first responder first aid and CPR training for officers: On-going in-service

Reducing Vehicle Liability

1. The Vehicle Review Committee, consis ting of management representation from all large departments, meets every four months to review collision frequency rates, accident trends, training programs, and initiatives to reduce accident frequency. (Citywide).

2. The Emergency Vehicle Operation Cent er (EVOC) provides classroom and hands on driver training to Police, Fire, Commercial Drivers, and City drivers who frequently drive on City business. Additional training is provided by City staff and through our virtual learning management system. (Citywide)

3. Mandatory Emergency Vehicl e Operator Course (EVOC) Augmentation Training instituted for Police employees with less than five years of employment. (Police)

4. A Safety Stay was initiated to focus on traffic safety due to several serious vehicle collisions within a short period of time. The plan included departmentwide messaging to bring awareness to driving safety, research on best practices and equipment, and feedback from end users. The collision rate has continued to decline since the Safety Stay was launched. (Police)

5. Reducing the 56-hour work week to 42 hours. This is the single role program staffing model. The intent is to convert three of our 56 hour a week units to a single role unit. Eventually, we will be adding additional units and converting more of the 56 hour a week type units to the single role model which is a 42 hour a week unit. (Fire)

6. Purchase of vehicles with increased safety features and narrower body design for safer vehicle operation. (Fire)

7. Incorporated hands-free equipment as st andard issue on new vehicles so that employees are not holding phones while driving. (DOU)

8. Safety Starts Here stickers placed on driver side doors of vehicles that encourage employees to remember to be safe while driving. (DOU)

9. Enforcement of City Driver Training Plan. All employees eligible to drive complete training which includes Defensive and Distracted Driving (Acumen) within 30 days of employment and hands on training (EVOC) within the first year. Investigate all vehicle incidents and accidents. Create a training program which focuses on driver safety (Smith System). The Department has invested in two Trained-Trainers and will require live training for those found chargeable in vehicle incidents. (DOU)

10. Reduce the size of vehicles whenever possible. Order Tech vans with backup cameras to improve backing visibility and without rear windows to reduce theft. (DOU)

11. Completed city-wide re-route and re-organization from 4-day/10-hour to 5-day/8- hour work week in February 2021 to reduce driver fatigue. (Public Works, Recycling & Solid Waste)

12. Implemented new GPS monitoring software (Samsara) to increase safety and efficiency in compliance with US Department of Transportation (DOT) regulations. This allows Solid Waste to monitor and evaluate driver speeds with an eye toward safety and reduced incidents. (Public Works)

13. Completed yard waste/organics agreements with three vendors up to 5+ years in length with facilities geographically located closer to our routes. Previously, the waste went to one facility in southeast Sacramento. With the new system, there are fewer vehicle miles travelled, particularly in the North areas of the City. (Public Works)

14. New residential collection vehicles are being purchased with on-board scales to reduce overweight vehicles, further reduce vehicle miles travelled, and increase time on route. (Public Works)

15. Deployment of safety incentive program which monitors metrics linked to safe driving, such as vehicle inspections, driving speeds, and vehicle weights. (Public Works, Recycling & Solid Waste)

16. Adopted the Smith System Driver Training program to reduce vehicle accidents. (All departments except public safety)

17. Improved training on proper hitching of trailers to City vehicles to reduce accidents/incidents. (YPCE)

18. Daily vehicle inspections are performed on non-commercial vehicles to identify new damages to improve accident reporting and accountability. (YPCE)

Reducing Dangerous Condition Liability

1. On January 19, 2017, the City Council adopted a Resolution with the following goal:

The City of Sacramento will work collaboratively in a data-driven effort to eliminate traffic fatalities and serious injuries by 2027. This is known as “Vision Zero.” Vision Zero Actions include the following:
a. Reduced school speed zones to 15 miles per hour in areas around 115 schools in Sacramento, affecting 225 streets.
b. Launched “Our Safety is Homegr own” campaign in Summer 2018, an educational campaign with messages to walk, bike, and drive safely. c. Adopted Vision Zero Action Plan based on data driven process, identifying those roads with the highest number of injuries and fatalities as “high injury network.” An action plan was prepared with improvements to address the top five corridors with the highest level of injuries and high injury corridors with schools. Funding is being sought to address these improvements. d. Implemented $30 million of safety impr ovement projects since 2013, including installation of pedestrian crossings, intersection and timing improvements, and lighting.
e. Installation of buffered bi ke lanes in Central City, 12th Street, and Franklin Boulevard.

2. An inventory is kept of all City maintained trees that documents the trees maintenance history. (Public Works)

3. A comprehensive pro-active pr uning program. (Public Works)

4. A team of City Arborists that are all trained in the most current tree risk assessment methods. (Public Works)

5. Specialized decay detection tools and diagn ostic tools for the early detection of pests and diseases in trees. (Public Works)

6. Animal Shelter implemented practice of having locked doors and changed the counter configuration which reduced risk to staff and volunteers with angry citizens. This also reduced risk from airborne pathogens because of the glass coverage. (CDD)

7. Evaluating ability to outfit kennels that the public accesses with large fans and hose reels to eliminate slip/trips/fall hazards. (CDD)

8. Response to water main breaks is 30 minutes during business hours and 1 hour after hours to minimize damage/impact. (DOU)

9. Scheduled piping inspec tions depending on conditions of the material, age, and/or risk of failure. This allows inspection of pipes that have the potential of being an issue in the near future until the appropriate decisions on repair or CIP replacement can be made. (DOU)

10. A Park inspection form has been created to provide monthly documentation of the condition of maintenance within each park. The Park Supervisor will conduct monthly inspections and the form is submitted to the Park Superintendent to review and act on any issues that come up. (YPCE)

11. Deferred Maintenance/ Facility Assessments - In 2018 a Study was conducted to document the status of equipment, facilities, and amenities within our parks and recreation facilities. This document is used to determine our safety needs to prioritize needed repairs. (YPCE)

Miscellaneous

1. Implementation of Rest Policy based on call volume for fire personnel to increase cognition on medical aids. (Fire)

2. The addition of the "Lucas Device" on engines, trucks, and medics to improve compressions during CPR and reduce exposure to airborne diseases. (Fire)

3. The addition of "Easy IOs" (medical devices to administer fluids and medications) on all engines and trucks improving patient care. (Fire)

4. Section 17.800.010 of City Code was am ended on July 27, 2021, to require applicants for rezoning, subdivisions, and design review, to defend, indemnify, and hold harmless the City if the City uses outside counsel to defend a claim against the City over a project approval or denial. It also requires all applicants to indemnify the City for any damages award secured against the City in a lawsuit over a project approval or denial. This amendment helps minimize risk to the City’s budget and recoup the actual cost of development (similar to other development impact fees). (CDD)

5. American Camp Association Accredi tation at Camp Sacramento including ongoing implementation of accreditation policies and standards related to program quality and health and safety of campers and staff. (YPCE) a. Accreditation requires campers to submit detailed medical and dietary information prior to arriving at camp. The information collected is reviewed and shared with staff.
b. Camp Sacramento is now a tree nut-f ree facility, reducing risk of allergy- related incidents at camp.
c. Certified Lifeguards pr ovide additional layer of water safety support at Camp Sacramento when campers are participating in activities in and near the water.

6. Formal Mandated Reporter training is condu cted for all community center staff on an annual basis. (YPCE)

7. At least two staff member s are required to be with participants at all times for all YPCE programs; no staff person is ever alone with participants; and a lead staff (career-level coordinator or supervisor) is always on site, roving during program times. (YPCE)

8. Installation of Automated External Defi brillator (AED) in all community centers and CPR/AED and First Aid training for all community centers staff annually. (YPCE)

9. Instituted an online registration system, including all waivers, ensuring we have participant information and waivers completed prior to participants entering facilities for all programs. (YPCE)

10. Convention Center Operations Team reviews event set ups to identify potential hazards. (CCS)

11. Updating emergency evacuation plans and providing training to staff to promote safe egress in case of emergency. (CCS)

12. Provided crowd management and active shooting training to staff. (CCS)

13. Risk Team Meetings are held annually with all large City departments with high claim exposure to review claim history and develop action plans to reduce costs. (Citywide)

14. Consultants specializing in workplace viol ence prevention pr ovide Confrontation Management training to staff in multiple departments who hav e customer facing roles to help de-escalate difficult situations. (CDD, Public Works, and YPCE)

15. Completing hazardous materials handlin g/emergency response training and acquiring spill response supplies to prepare for potential fuel spill incidents at the Marina. (Public Works)

Supplemental Budget Information – Item 2

Questions: How much money is the City losing due to sales tax leakage? Which sectors are losing money? Which jurisdictions are absorbing our leakage?

Response:

How much money is the City losing due to sales tax leakage? The City’s sales tax consultant, Avenu Insights & Analytics (Avenu), estimates that overall consumer-based sales tax leakage is approximately $37.9 million .

This is comprised of $22.8 million from base sales tax, $5.0 million from the county pool (part of the base sales tax), and $10.1 million from Measure U.

Which primary sectors are losing money?
The primary components of the City’s leakage are $20.2 million from the retail sector ($10.1 million from the base sales tax and the same $10.1 million from the Measure U tax), $10.6 million from new auto sales (all auto sales leakage is from the base sales tax) and roughly $5 million from the county pool as detailed in the Capture and Gap analysis provided below . Overall retail leakage results when residents leave the city limits for their retail purchases. Much of the retail and auto leakage is going to Roseville which has several retail venues and a large/active auto mall.

Leakage Details
County Pool: Approximately 20% of the City’s total base sales tax revenues come from the county pool. Allocation of the county pool is based on the City’s percentage of sales tax receipts within the county, so if there is leakage, this further reduces the City’s percentage of the pool.

Another factor affecting county pool revenues is the types of transactions that flow through the county pool . For example, when Amazon changed its operations to reporting more of their sales tax through warehouse fulfillment center locations and less through the county pools the result was the unincorporated county which has an Amazon warehouse is receiving a much larger share of the pool than it had in the past. This is different from traditional ‘leakage’ but is a form of leakage, nonetheless . The changes in the distribution of sales tax through the county pool is a hot policy topic and it is a much larger and complex discussion being considered by Cal Cities and other interested parties.

Measure U: The Measure U sales and use tax “behaves” differently from the City’s base sales tax as it is destination based. As such a Capture and Gap report isn’t available . It should be noted that the City gets 100% of new auto sales tax from the district tax as it is based on the registration location for the new car. So, all cars purchased by Sacramento residents generate Measure U revenues. Likewise, the City gets 100% of the Measure U sales tax from online retail sales delivered to Sacramento residents as it is based on the delivery location for the item purchased. Bric k and mortar retail leakage for the district tax will be similar to the City’s base sales tax leakage percentage as the point of sale and point of destination are typically the same for brick-and-mortar purchases.

Given these factors, overall, there is much less leakage from the district tax than from the City’s base sales tax and it is primarily $10.1 million in brick -and-mortar retail sales (shown in the base sales tax leakage report below) lost for the district tax.

Which jurisdictions are absorbing our leakage?
Auto sales are strong in Roseville ($9 million capture rate), Elk Grove ($5.6 million capture) and Folsom ($2.2 million capture), so we can assume that a significant portion of the new auto related leakage is going to these cities or the unincorporated cou nty or other cities within the region. R etail leakage looks to be primarily going to Roseville ($9 million capture) though it likewise will be dispersed throughout cities within the county or to adjacent counties.

Note: The information in this report and the associated tables and chart were provided by Avenu , based on estimates of what the anticipated sales tax revenue should be for Sacramento based on regional spending patterns and sales tax revenues. It is not possible to know exactly where the leakage is going, however assumptions are based on data from other cities within the Sacramento region .

Supplemental Budget Information – Item 3

Question: What is the update on the Fees and Fines Policy?

• Where is the City on the progress?
• If fees and fines becomes too punitive, how are we to address any inequities caused by them?

Response:

The City was chosen in mid-2020 to be part of the PolicyLink Cities and Counties for Fine and Fee Justice (FFJ) cohort, focused on reducing the impact of fines and fees on disproportionately impacted low-income households and residents of color. Each chosen jurisdiction’s aim was to identify and implement three reforms that would reduce such burdens.

With guidance from PolicyLink and the City/County of San Francisco’s Financial Justice Project, our City undertook an extensive analysis of fines and fees levied. This process included engaging leadership from each relevant department both individually and in team meetings about both the data collected and their take on the most impactful and feasible potential reforms. Simultaneously, we did extensive community engagement with community leaders known to be concerned about this issue; monthly resident community conversations over 12 months on the topic, some of which were joined by local officials from both the city and county; video testimonials from several affected residents; and a resident survey. After consulting with both internal and external stakeholders, a short list of priorities emerged and the first reform chosen was to waive the $180 towing administration fee levied by the Sacramento Police Department for low- income residents.

As a part of FY22 midyear budgeting, the towing admin fee waiver reform was funded by a $200,000 ARPA allocation. This dictated eligibility based on the income guidelines outlined here. Using historical Sac PD data, the $200,000 allocation was estimated to be enough to fund the waiver for approximately two years. The first year of implementation has just passed, and 508 waivers have been granted, saving residents a total of $91,440.

Of the $50,000 grant received from PolicyLink under this initiative, $17,871 has been spent on the following:

o a small amount of staff coordination time
o stipends for both data analyses and outreach and engagement to individuals and community organizations, including:
 payments for resident video testimonials
 support for an organization that helped reach and survey our unhoused population as they are also impacted by fines and fees

The balance of the grant is $32,129. PolicyLink is flexible about spending this grant as long as it supports the stated aims of the initiative. The Office of Innovation and Economic Development continues to work with other departments to identify the next fee(s) to address and the best use of these grant funds.

A key finding in this work has been that in many cases departments levying fines/fees do not collect race and/or income information about those affected. To help guide future reforms, this is something the City may want to look at as we continue aiming to reduce burdens on low-income families and people of color.

For information on media coverage on the Fines and Fees Policy, please see below:

o https://www.abc10.com/article/news/local/sacramento/city-of-sacramento- hosts-zoom-call-with-residents-over-fines-fees/103-66def25a-7409-4264- 8f64-8da9977ab0e0
o https://www.abc10.com/article/news/local/sacramento/city-of-sacramento- hosts-zoom-call-with-residents-over-fines-fees/103-66def25a-7409-4264- 8f64-8da9977ab0e0
o https://finesandfeesjusticecenter.org/campaigns/counties-and-cities-for- fine-and-fee-justice/
o https://www.capradio.org/articles/2021/03/23/municipal-fees-bolster- inequity-in-low-income-communities-sacramento-could-change-this/ o https://www.fresnobee.com/news/california/article260989352.html o https://sacobserver.com/2021/01/city-and-county-discuss-fee-justice- reform-program/
o https://www.sacbee.com/news/local/article260989352.html

Supplemental Budget Information – Item 6

Question: Pathway for youth into the DOR Program/Single Role

• How to target high schools
• FCTC Statewide Pool Data breakdown (race/gender/age)
• DOR participant breakdown (race/gender/age)
• Achievements (race/gender/age)

Response:

How to target high schools:

As the program grows, so does the outreach of our programs. Attached is a list of our list of school programs we are a part of and the number of contacts we have made this past fiscal year.

FCTC Statewide Pool Data & Participant Breakdown:

In order to provide precise detail, the following table provides the Cultural and Gender Identity of the City of Sacramento Census and the FCTC Statewide Eligibility Listing for 2021:

We are currently recruiting for, as well as the 2023 Fire Recruit class. We have compared these numbers against the EMS Student Trainee Applicants. You can tell by just these two recruitments; we are changing the department's demographics. Most noticeably, the difference in gender identity. The Fire Recruit class only had 9% females, while the EMS Student Trainees were 23% females. This change represents a 14% increase over our last recruitment. The complete Spreadsheet is attached.

DOR Participant Breakdown & Achievements:

Statistical Data for the Youth Academy

YA Ages # of each
14 1
16 8
17 13
18 9
Grand Total 31

*
Only 1 Student not in Sac County – (Placer)

High School # of Each
C. K. McClatchy High School 1
Center High School 1
Del Campo High School 1
Florin High School 2
Grant Union High School 2
Health Professions High School 2
Hiram Johnson High School 8
Inderkum High School 3
John Adams Academy 2
Kit Carson Middle School 1
Lathrop High School 1
Leroy Greene Academy 1
Natomas High School 1
SAVA: Sacramento Academic and Vocational Academy 2
The Met 2
Valley High School 1
Grand Total 31

Statistical Data for the Reserve Program

Age # of Ages
N/A 2
18 4
19 3
20 4
21 2
22 1
23 8
24 2
25 1
26 4
27 2
28 3
30 2
32 2
33 1
34 1
35 1
37 1
52 1
Grand Total 45

County # of Each
El Dorado County 1
Placer 4
Sacramento 35
San Mateo 1
Stanislaus 1
Yolo 3
Grand Total 45

Statistical Data for the EMS Trainee Candidates.

Stats: Pipeline Programs/Veterans
Female 30%
Youth Academy 30%
Reserves 50%
Sac Area Girls Camp 15%
Veteran 25%
More than one program involvement 30%

Council Districts
Kaplan District 1 5%
LoLee District 2 5%
Talmantes District 3 10%
Valenzuela District 4 5%
Maple District 5 15%
Guerra District 6 15%
Jennings District 7 10%
Vang District 8 0%

Support
Staff
Diversity,
Outreach &
Recruitment
Fire Equity Core
Team
Office of Equity & Diversity
Citywide Race & Gender
Equity Action Plan

ACED IT
Advisory Committee for
Equity, Diversity, &
Inclusive Transformation
Pipeline
Programs
Youth
Programs
Outreach &
Recruitment
Expanded Youth
Programs
Community
Outreach Team
EMS Student
Trainee
Girls Fire Camp
Firefighter Youth
Academy
Valley HS
Recruitment
Team
Volunteer Fire
Reserves
Inderkum HS
Sacramento Fire Department = Dual and Single Role
Career Preparation &
Training Pathways via
Work-Based Learning
and Postsecondary Edu.

Functions
Career Awareness &
Exploration Pathways
Through Mentoring,
Career Readiness
Workshops, etc.

Functions
Recruitment Events
and Community
E
ducation, Safety, &
Engagement
Functions
Advisory Committee for Equity, Diversity, & Inclusive
Transformation- Makes recommendations to the Chief to ensure SFD is a Diverse, Equitable, and Inclusive work place.

Support
Staff
Diversity,
Outreach &
Recruitment
Fire Equity Core
Team
Office of Equity & Diversity
Citywide Race & Gender
Equity Action Plan

Functions
Career Awareness &
Exploration Pathways
Through Mentoring,
Career Readiness
Workshops, etc.

Supplemental Budget Information – Item 7
R
equest: Pathway for youth into the academy
• How to target high schools
• Achievements – race/gender/age breakdown for participants R
esponse: The primary programs that focus on recruiting high school students are the Criminal Justice Magnet Academy Program and the Cadet Program.

T
he chart below summarizes the participant demographics for the Magnet Program:

School Male Female Total Ages 13-15 Ages 16-18 % Low
Income
% Single
Parent
# Foster
Youth
# Special
Needs
Youth
Grant Union H.S. 68 98 166 75 91 85% Unknown 5 14
C.K. McClatchy H.S. 67 46 113 69 44 80% Unknown Unknown 10 John F. Kennedy H.S . 43 57 100 30 70 80% Unknown Unknown Unknown Hiram W. Johnson
H.S. 61 42 103 32 71 Unknown Unknown Unknown Unknown Inderkum H.S. 49 18 67 6 61 24% 19% 1 2
Total 288 261 549 212 337
School White Black Hispanic Asian Pacific Islander Native American Bi-Racial Multi -Ethnic Grant Union H.S. 7 10 108 22 2 - 13 5
C.K. McClatchy H.S. 20 11 67 6 - - - 9
John F. Kennedy H.S. 8 16 35 40 - 1 - -
Hiram W. Johnson H.S. 9 10 61 12 7 1 - 2
Inderkum H.S. 15 9 14 8 1 - 7 13
Total 59 56 285 88 10 2 20 29
% by Race 10.7% 10.2% 51.9% 16.0% 1.8% 0.4% 3.6% 5.3%
The following chart summarizes the participant demographics for the Cadet Program (ages 14-20):

Male Female Total White Black Hispanic Asian Other
8 13 21 6 2 8 3 2
38% 62% 28.6% 9.5% 38.1% 14.3% 9.5%
• 2
Others – Middle Eastern and Indian
F
rom these groups and other recruiting methods, the Department hires youth into its Hiring Pipeline Program. The Department’s Hiring Pipeline Program is funded by Measure U. If the Fiscal Year (FY) 2023/24 Proposed Budget is approved with the additional changes requested, the program will support 57 part-time Student Trainee (28.5 FTE total) positions and 46.0 FTE Community Service Officer II positions. Below are the demographics of the current student trainees:

White Hispanic /
Latino
Black /
African
American
Native
Hawaiian /
Pacific
Islander
Other
Male 3 3 1
Female 3 3 1 1

Of the student trainees: one is scheduled to attend the July police officer academy, (female, Hispanic/Latino); one is scheduled to attend the July Community Service Officer academy (female, Native Hawaiian/Pacific Islander); and one is in backgrounds to attend the January 2024 police officer academy (male, Hispanic/Latino).

This pathway of student trainee leads to our next pipeline position of Community Service Officer, police officer or other professional staff positions within the Police Department.

Supplemental Budget Information – Item 8

Question: Current demographic breakdown of Firefighters hired in the city to compare the national average

• Now vs. the past (Maybe the past 5 years)
• Race/gender/age breakdown of participants

Response:

The following chart shows the breakdown of ethnicity between SFD Employees vs. the City of Sacramento Population Census. We have included information from 2023 and 2018 to show the difference in ethnicity between the years.

The SFD increase in ethnicity for 2018 to 2023 by 22%: Increasing our percentage of African Americans, American Indians, Asians, Hispanics or Latinos, MENA, and two or more races.

Sacramento 2023
U.S. Census Bureau
2022* Sacramento 2018
U.S. Census Bureau
2018*
Ethnicity # of SFD % City % U.S. % % 2018 City % U.S. % African American 27 4.03% 13.4% 13.6% 2.21% 13.2% 14.1% American Indian or Alaskan Native 15 2.24% .8% 1.3% 2.21% 0.3% 1.7 Asian (Includes Filipino) ** 41 6.12% 19.0% 6.1% 5.16% 18.1% 6.8 Hispanic or Latino 102 15.22% 28.9% 18.9% 12.89% 28.1% 18.3 Native Hawaiian or Pacific Islander 3 0.45% 1.8% 0.3% 1.84% 1.5% 0.4 Middle Eastern North African (MENA) 3 0.45% N/A N/A 0.00% N/A N/A White Alone, Not Hispanic or Latino 446 66.57% 40.9% 75.8% 70.17% 33.6% 75.1 Two or More Races 32 4.78% 11.7% 2.9% 5.16% 4.7% 3.4
Not Specified 1 0.15% N/A N/A 0.4% N/A
Totals 670

(2022, July 1). Quick facts US. Population Estimates . United States Census Bureau. Retrieved May 25, 2023, from https://www.census.gov/quickfacts/fact/table/US/PST045222

(2018, July 1). ACS Demographics 2018 Data Profile . United States Census Bureau. Retrieved May 25, 2023, from https://data.census.gov/table?t=American+I ndian+and+Alaska+Native&g=310XX00US40900&y=2018 The following chart shows the breakdown of gender ethnicity between SFD Employees vs. the City of Sacramento Population Census.

I have included information from 2023 and 2018 to show the difference in ethnicity between the years.

The SFD has increased the number of female employees by 1% since 2018.

Sacramento 2023 U.S. Census Bureau 2022* Sacramento 2018 U.S. Census Bureau 2018* Gender # of SFD % City % U.S. % % 2018 City % U.S. %
Female 68 10% 50.8% 50.5% 9% 51.1% 50.7%
Male 602 90% 49.2% 49.5% 91% 48.9% 49.3%

The following chart shows the breakdown of age range and ethnicity by age range in SFD Employees. Our most significant number of employees is between 41 and 50. The change in ethnicity among our 21–30 year-olds and 41–50 year-olds shows the change in hiring practices.

Sacramento 2023
Age Range of Staff # of SFD %
21-30 years 99 15%
31-40 years 203 30%
41-50 years 242 36%
51-60 years 118 18%
60+ years 8 1%
Total 670 100%

Ethnicity 21-30 years 31-40 years 41-50 years 51-60 years 60+ years African American 5 6 8 6 2
American Indian or Alaskan Native 2 5 4 4
Asian (Includes Filipino) ** 6 8 21 3
Hispanic or Latino 15 46 24 17
Native Hawaiian or Pacific Islander 1 1 1
Middle Eastern North African (MENA) 1 1 1
White Alone, Not Hispanic or Latino 60 131 171 81 3
Two or More Races 10 5 11 3 3
Totals: 99 203 242 118 8
(2022, July 1). Quick facts US. Population Estimates . United States Census Bureau. Retrieved May 25, 2023, from https://www.census.gov/quickfacts/fact/table/US/PST045222 (2018, July 1). ACS Demographics 2018 Data Profile . United States Census Bureau. Retri eved May 25, 2023, from https://data.census.gov/table?t=American+Indian+and+Alaska+Native&g=310XX00US40900&y=2018 The final chart shows the breakdown of our professional and sworn staff's ethnicity and gender. Per City HR staff, eCAPS cannot pull past data accurately. The reports eCaps produces would contain the information for all SFD positions, for multiple years. Therefore, provided duplicates and inaccuracies in the data.

Ethnicity of Staff - Professional
Staff vs. Sworn
Sacramento 2023 Professional Staff (54) Sworn Staff (616) Professional
Staff Sworn Female % Male % Female % Male %
African American 7 20 5 13% 2 13% 1 3% 19 3%
American Indian or Alaskan Native 1 14 1 3% 0% 1 3% 13 2% Asian (Includes Filipino) ** 8 33 6 16% 2 13% 3 10% 30 5% Hispanic or Latino 11 91 6 16% 5 31% 0% 88 15%
Native Hawaiian or Pacific Islander 3 0% 0% 3 10% 3 1% Middle Eastern North African
(MENA) 1 2 1 3% 0% 0% 2 0%
White Alone, Not Hispanic or Latino 18 428 14 37% 4 25% 0% 409 70% Two or More Races 8 24 5 13% 3 19% 19 63% 21 4%
Not Specified 1 0% 0% 3 10% 0%
Total 54 616 38 16 30 585

Supplemental Budget Information – Item 9

Request: Explain why the comparative crime rate per capita tables have not been updated since FY2021/22 Budget Adoption.

Response: The data featured in the tables is retrieved from the Federal Bureau of Investigation’s (FBI) Uniform Crime Reporting (UCR) portal. In January of 2021, the FBI implemented a new data collection system: the National Incident -Based Reporting System (NIBRS), and discontinued collection of crime data under the legacy system, the Summary Reporting System (SRS). Federal, state, local, and tribal agencies were given a five-year period to transition from SRS to NIBRS; the Police Department completed its transition to NIBRS in November of 2022.

As of December 31, 2022, the UCR Quarterly Crime Report contained NIBRS data from only 25 California cities with resident populations of 100,000 or more. Of the nine major California cities SPD uses to compare crime data, onl y two – Fresno and San Diego – had NIBRS data for calendar year 2022.

Supplemental Budget Information – Item 10

Question: What is the cost to run sprinklers in parks over the summer?

Response:

Based on recent utility billing figures the additional expense would amount to $5 - $10* per day / per park for (4) four hours.

Park Maintenance Division (PMD) operates 12 splash pads citywide. Parks include North Natomas Regional; Valley Oak; Witter Ranch; Magnolia; Gardenland; Golden Poppy; Strawberry Manor; McClatchy; Guerrero; Oki; and Shasta. In addition to splash pads, YPCE operates 17 public pools, including 4 wading pools that are free of charge.

YPCE does recognize that operating sprinklers in parks can provide relief and entertainment during the summer months. However, there are potential safety risks associated with their use. Here are some considerations:

1. Slip and Fall Hazards: When the sprinklers are activated, the turf can become wet and slippery, increasing the risk of slips and falls. This is especially true if the surface is uneven or if people are running and playing vigorously.

2. Waterborne Diseases: If the water used in the sprinklers is not properly treated or maintained, it can become a breeding ground for harmful bacteria and parasites.

This can potentially lead to waterborne diseases. Note: This would apply only to certain parks that use non-potable well water for irrigation.

3. Slippery Surfaces on hardscape features and walkways: In addition to the slip and fall hazards mentioned earlier, the areas containing non-permeable surfaces (i.e., concrete walkways) immediately surrounding the sprinklers may become particularly slippery due to the continuous flow of water. Extra precautions will need to be implemented in these areas to prevent accidents.

To mitigate these risks, Park Maintenance would need to ensure that enhanced and potentially costly safety measures are in place. More frequent inspections of the sprinkler systems, possible water quality testing, and appropriate signage with clear guidelines for park users.

In addition, in 2023 PMD entered into an MOU with the Department of Utilities, Water Conservation Office to increase water conservation efforts in parks. The running of sprinklers during summer months would lead to a substantial increase in water usage and the related utility costs. Conservation minded constituents could perceive this initiative as wasteful and in contradiction to the City’s overall environmental sustainability goals.

* Assumptions: Does not include additional staff costs for enhanced safety measures such as inspections and water quality testing.

Individual Records = 6,021
Total Annual Exp. = $3,059,128
Mean = $506.63
(1σ) Standard Deviation = $952.81

$506.63 / 365 days = $1.39 X 4hrs = $5.55
$952.81 / 365 days = $2.61 X 4hrs = $10.44

Supplemental Budget Information – Item 11
Question: What youth programs are offered in the summer by PD (and YPCE)? Response: PD’s Office of Violence Prevention anticipates t he following programs, however, they are not finalized:

Academics 4 Athletes
GPIT Summer Bridge 2023 is an engaging and transformative 12-week program designed to address gang intervention and prevention among at-risk youth in North Sacramento. With a focus on creating a safe and supportive environment, we aim to guide 50 students, 35 boys and 15 girls, from neighborhoods like Del Paso Heights, Strawberry Manor, and Hagginwood toward positive change. Our program, named GPIT Summer Bridge 2023, will follow a Theory of Change framework that encompasses five crucial phases: Identification, Trust Building, Influencing, Mentality Shifting, and Graduating.

Rose Family Creative Empowerment Center
Summer funding will allow Rose Family to run a six-week leadership academy for 50 youth with a culminating service-learning project at the end of the summer. The program will run Monday through Friday at J ohn Still from June 26th through August 4th.

Brother 2 Brother Mentoring, Inc.

Safe Space – Monday through Friday, 4:00 PM – 8:00 PM – basketball, vi deo games and tutoring.

Pastor P - Community Tribe
Block 2 Block – Thursdays, 5:30 PM – 8:00 PM – mentorship, games, activities, healing circles Block 2 Block throughout the North Sacramento Community.

Helping Our People Eat (HOPE)
Monday through Friday, 10:00 AM – 2:00 PM – mentoring, movie nights, workshops, guest speakers, basketball, tennis and swimming.

Neighborhood Wellness Foundation
Mentorship, healing circles, activities, movie nights.

Self Awareness and Recovery
1-2 weekly Fishing, bowling, collaborative CBO events, mentoring, leadership development, power source group workshops.

Impact SAC
Social justice, drug awareness, youth pop-ups
Voices of the Youth, Inc.
8-week sessions for at-risk-youth, life skills, coping skills, mental health development, resiliency skills, establish protective factors, social justice, stimulant and opioid prevention workshop and violence prevention workshops - June 21, June 28, July 12, July 19, July 26, August 2, August 19, 2:00 PM – 4:30 PM.

Police Department

Kops and Kids Summer Camp

Leroy Green Middle School Drone summer program – June 5-23, 2023 (20 students)

Will work with YPCE/Office of Youth Development for youth pop-ups. Managed by OYD historically, even in FY23.

Supplemental Budget Information – Item 11

Question: Youth programs offered in the Summer

Response:

The attached spreadsheet contains a total of 146 summer programs provided by YPCE for Summer 2023 and provides the following information for each program broken down by Council district:

 Type of Unit Classification
 Program Name
 Location
 Program Description
 Program Fee
 Time of the program
 Age Group
 Youth Program
 Total # of Youth Served
 Number on waitlist
 Measure L Goal Alignment

Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
District 1
1 Expanded Learning Summer Oasis North Natomas Park Mix big summer fun with big summer learning—at various neighborhood parks. Designed especially for 1st‐6th graders, Summer Oasis features supervised exploration, individual hands‐on activities, and interactive games. The perfect way to sharpen your students’ skills and bond with new friends. Campers should be at least six but no more than twelve years old. Campers should bring lunch/snacks, water bottles, and sunscreen. 2 Expanded Learning 4th "R" Heron Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 3 Expanded Learning 4th "R" Natomas Park Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 4 Expanded Learning 4th "R" Paso Verde Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 5 Expanded Learning Regency Park Discovery Camp Regency Park Elem Each week, campers jump into action as they explore science and nature, become involved in creative and performing arts, and participate in sports and games. Our activity blocks give campers fun and variety in their camp day. 6 Community Recreation SK8 Clinics Wild Rose Skate Park Sutter’s Landing 28th and B Street Skate & Urban Art Park offers this Summer Skateboarding Clinic at No‐Cost at City of Sacramento's selected OUTDOOR Skate Parks!
7L e i s u r e Enrichment (Contracted
classes)
Youth Sports North Natomas Community Park Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 8L e i s u r e Enrichment (Contracted
classes)
Dance North Natomas Community Center Zumbini, Zumba, HIGH Fitness, On Stage Improv, On Stage Theatre, Kids R It Dance classes, Showbiz dance classes, 9L e i s u r e Enrichment (Contracted
classes)
Martial Arts North Natomas Aquatic Complex Dragon Fire Martial Arts, Cardio Kickboxing, and Taekwondo 10 Leisure Enrichment (Contracted
classes)
Music North Natomas Aquatics Complex Piano lessons & guitar lessons (all levels). 11 Access Leisure and Adaptive Sports Adaptive Swimming North Natomas Aquatic Center Adaptive Swim program for adults with physical disabilities 12 Aquatics Junior Lifeguard North Natomas Aquatics Complex Junior Lifeguard Camp is a week‐long program that provides a foundation of lifeguarding, helping youth prepare for enrollment in an American Red Cross Lifeguard course. Each camp covers the same essential core material of lifeguarding, and each theme week places an additional emphasis on different sets of skill: Water Warriors, CPR Heroes, Emergency Responders and First Aid Champions.
13 Aquatics Recreational Swimming North Natomas Aquatics Complex Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
14 Aquatics Swim Lessons North Natomas Aquatics Complex Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers. 15 Aquatics Swim Team North Natomas Aquatics Complex Swim Team offers a summer of swim training and competition in our Rec Swim League. Swimmers will refine their strokes, learn starts, turns, and work on building endurance and speed. Teams offer multiple practices a week and opportunities to participate in swim meets throughout the season.

YPCE Summer 2023 Programs
Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
District 1
1 Expanded Learning Summer Oasis $100 per 4 week session 6/5 to 7/28 9:00 am ‐ 1:00 pm 1st ‐ 6th Yes 150 session 1 ‐ 75 / session 2 ‐ 68
Summer Programs and After School
Programs
2 Expanded Learning 4th "R" Yes, scale based on hour used
5/26 ‐ 8/9 7:00 am ‐ 6:00 pm K ‐ 6th Yes 150 85 Summer Programs and After School Programs
3 Expanded Learning 4th "R" Yes, scale based on hour used
5/26 ‐ 8/9 7:00 am ‐ 6:00 pm K ‐ 6th Yes 100 Summer Programs and After School Programs
4 Expanded Learning 4th "R" Yes, scale based on hour used
5/26 ‐ 8/9 7:00 am ‐ 6:00 pm K ‐ 6th Yes 150 8 Summer Programs and After School Programs
5 Expanded Learning Regency Park Discovery Camp Free to Twin Rivers families 6/20 ‐ 7/28 7:00 am ‐ 6:00 pm K ‐ 6th Yes 100 Summer Programs and After School Programs
6 Community Recreation SK8 Clinics Free 6/27‐6/29, 7/11‐ 7/13, and 7/25‐
7/27
10am‐12pm 5 ‐15 Yes Yes Summer Programs and After School Programs
7L e i s u r e Enrichment
(Contracted classes)
Youth Sports Varies Varies Varies Varies Yes Yes Summer Programs and After School Programs
8L e i s u r e Enrichment
(Contracted classes)
Dance Varies Varies Varies Varies (0+ depending on
class)
Yes Summer Programs and After School
Programs
9L e i s u r e Enrichment
(Contracted classes)
Martial Arts $75 for 4‐week sessions Varies Varies 3+ depending on the class
Yes Summer Programs and After School
Programs
10 Leisure Enrichment
(Contracted classes)
Music $25 per lesson Varies Varies 6+ Yes Summer Programs and After School Programs
11 Access Leisure and Adaptive
Sports
Adaptive Swimming $8 per session 6/16, 6/30, 7/7,
7/14, 8/18, 8/25,
9/15, 9/28
9:15am‐11:15am 18+ No 1 Mental Health Counseling & Wellness 12 Aquatics Junior Lifeguard 39 6/19 ‐8/10, Days
and Dates vary
10am‐2pm 12 ‐15 years old Yes 36 N/A Summer Programs and After School Programs, Youth Workforce (including
career pathways that advance climate
action goals)
13 Aquatics Recreational Swimming 5 4/22 ‐10/23 Times vary All Yes 35477 N/A Summer Programs and After School Programs
14 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 568 N/A Summer Programs and After School Programs
15 Aquatics Swim Team 99 6/19 ‐8/10, Days
and Dates vary
Times vary 7‐17 years old Yes 100 N/A Summer Programs and After School Programs
Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
District 2
1 Expanded Learning Summer Youth Camp Bell Elem During the Kids First Expanded Learning Summer Program, your child will have the opportunity to explore a variety of enriching activities and experiences designed to stimulate their minds, ignite their imaginations, and foster a love for learning. From hands‐on STEAM projects that promote critical thinking and problem‐solving skills to exciting outdoor play that encourages physical activity and socialization, our program is tailored to meet the needs and interests of children in grades K‐6.
2 Expanded Learning Summer Youth Camp Glenwood Elem During the Kids First Expanded Learning Summer Program, your child will have the opportunity to explore a variety of enriching activities and experiences designed to stimulate their minds, ignite their imaginations, and foster a love for learning. From hands‐on STEAM projects that promote critical thinking and problem‐solving skills to exciting outdoor play that encourages physical activity and socialization, our program is tailored to meet the needs and interests of children in grades K‐6.
3 Workforce Prime Time Teen Joe Mims Jr.‐Hagginwood CC Eight week interactive workforce readiness and skill development program for young people 13‐17 years of age. Focus is on developing 21st Century workforce skills and a community service project which is youth led. Participants who meet attendance goals and participate in the community service project receive a certificate and $500 monetary stipend.

Participants live within Sacramento city limits.
4 Community Centers Kids Camp Hagginwood Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
5 Community Centers Teen Scene Hagginwood Summer Camp is for children 13‐17 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
6 Community Centers Hot Spot Remix Hagginwood Hot Spot Remix is a free special event series for teens that offer games, movies, food, prizes and other fun activities. 7 Community Recreation Jr. Giants Robla Park The Jr. Giants Youth Baseball & Softball Summer league runs from mid‐June through early August and includes a free movie night at the Land Park Amphitheatre. Jr. Giants is a free league for youth ages 5‐18. 8 Community Recreation SK8 Clinics Robla Skate Park Sutter’s Landing 28th and B Street Skate & Urban Art Park offers this Summer Skateboarding Clinic at No‐Cost at City of Sacramento's selected OUTDOOR Skate Parks!
9 Community Recreation SK8 Clinics Robertson Skate Park Sutter’s Landing 28th and B Street Skate & Urban Art Park offers this Summer Skateboarding Clinic at No‐Cost at City of Sacramento's selected OUTDOOR Skate Parks!
10 Community Recreation Summer Sports Event Sacramento Softball Complex More details coming soon: This is a family event (all ages). Goal: introduce families to the Sacramento Softball Complex and sport opportunities offered by YPCE.
11 Access Leisure and Adaptive Sports Teen Night Out Community based, Country Club Lanes Community outings for teens with disabilities, money handling, social skills, exploring community resources, improve overall wellness, peer interaction
12 Aquatics Basic Water Safety Johnston Pool Basic Water Safety programs are three, 30‐min no‐cost classes with a focus on age‐ and ability‐appropriate activities that teach important basic swimming and water safety concepts. Registration is required for all Basic Water Safety classes. This program is funded through the City of Sacramento Swim Safe Scholarship Program. 13 Aquatics Recreational Swimming Johnston Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
14 Aquatics Recreational Swimming Roberston Wading Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
15 Aquatics Swim Lessons Johnston Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers.

Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
District 2
1 Expanded Learning Summer Youth Camp Free 6/26 ‐7/28 8:00 am ‐ 5:00 pm K ‐ 6th Yes 125 11 Summer Programs and After School Programs
2 Expanded Learning Summer Youth Camp Free 6/26 ‐7/28 8:00 am ‐ 5:00 pm K ‐ 6th Yes 125 2 Summer Programs and After School Programs
3 Workforce Prime Time Teen N/A 6/12 ‐8/2, MW 9am ‐12pm 13 ‐17 Yes 34 20 Youth Workforce (including career pathways that advance climate action
goals)
4 Community Centers Kids Camp Free 6/5 to 7/28 9am ‐2pm 1st ‐6th Yes 50 20 Summer Programs and After School Programs
5 Community Centers Teen Scene Free 6/5 ‐7/28 9am ‐2pm 13 ‐17 Yes 25 Summer Programs and After School Programs
6 Community Centers Hot Spot Remix Free Varies Varies 13 ‐17 Yes Varies Summer Programs and After School Programs
7 Community Recreation Jr. Giants Free 6/1/23 ‐ 8/5/23 Practice times vary by age group (Tuesday ‐
Friday, 5pm‐6:30pm,
games are played on
Saturdays
5‐18 Yes 800 No Summer Programs and After School
Programs
8 Community Recreation SK8 Clinics Free 6/27‐6/29, 7/11‐ 7/13, and 7/25‐
7/27
10am‐12pm 5 ‐15 Yes Yes Summer Programs and After School Programs
9 Community Recreation SK8 Clinics Free 6/27‐6/29, 7/11‐ 7/13, and 7/25‐
7/27
10am‐12pm 5 ‐15 Yes Yes Summer Programs and After School Programs
10 Community Recreation Summer Sports Event Free for youth, $5 for adults Friday, August 11th 6pm ‐ 9pm All ages Yes Summer Programs and After School Programs & Early Childhood Education and
Family Support Services
11 Access Leisure and Adaptive
Sports
Teen Night Out $8 + depending on
programming
Friday, June 16th 5:00pm ‐8:00pm ages 13‐22 Yes 20 youth Summer Programs and After School Programs
12 Aquatics Basic Water Safety Free 6/26 ‐8/2, Days and Dates vary
Times vary 3 years old to Adults Yes 42 N/A Summer Programs and After School Programs
13 Aquatics Recreational Swimming 2 June 11 – August
17 Times vary All Yes 666 N/A Summer Programs and After School Programs
14 Aquatics Recreational Swimming Free June 11 – August 17 Times vary under 7 Yes 593 N/A Summer Programs and After School Programs
15 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 21 N/A Summer Programs and After School Programs
Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
District 3
1 Expanded Learning 4th "R" Two Rivers Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 2 Community Centers Kids Camp South Natomas Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
3 Community Centers Camp McKinley Clunie This is a specialized youth programs for ages 6 ‐ 12 years old! Each week will focus on a new skill or activity. Join us for some fun this summer and meet new friends.
4 Community Centers Teen Scene South Natomas Summer Camp is for children 13‐17 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
5 Community Centers Hot Spot Remix South Natomas Hot Spot Remix is a free special event series for teens that offer games, movies, food, prizes and other fun activities. 6 Community Centers Recreation Explorer Camp REC Clunie The REC Program is for 3‐5 year old children. We will provide a recreational program filled with FUN activities. The program will focus on social, physical, academic, emotional and themes activities. We ensure your child is in a safe, supportive, and caring environment. All participants must be fully potty trained. 7L e i s u r e Enrichment (Contracted
classes)
Dance South Natomas Community Center Zumbini, Zumba, HIGH Fitness, On Stage Improv, On Stage Theatre, Kids R It Dance classes, Showbiz dance classes, 8 Access Leisure and Adaptive Sports Art ‐tism South Natomas Community Center Art program for youth with Autism ‐exploration and expression through art, improve overall wellness and have positive peer interactions
9O l d e r Adult Services Neighborhood Walk South Natomas Community Center Walk with your neighbors to get exercise and meet new people. 10 Aquatics Junior Lifeguard Doyle Pool Junior Lifeguard Camp is a week‐long program that provides a foundation of lifeguarding, helping youth prepare for enrollment in an American Red Cross Lifeguard course. Each camp covers the same essential core material of lifeguarding, and each theme week places an additional emphasis on different sets of skill: Water Warriors, CPR Heroes, Emergency Responders and First Aid Champions.
11 Aquatics Recreational Swimming Doyle Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
12 Aquatics Swim Lessons Doyle Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers.

Participants live within Sacramento city limits.
5 Community Centers Kids Camp Southside Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
6 Community Centers Hot Spot Remix Southside Hot Spot Remix is a free special event series for teens that offer games, movies, food, prizes and other fun activities. 7 Community Recreation SK8 Camps 28th & B Skate Park 28th & B Street Skateboard Camps are open to all skill levels and for youth ages 5‐15 years old. During the course of our 4‐ day skate camp, experienced skate instructor staff will be teaching basic skateboard fundamentals as well as more technical skills for advance skaters. This is a great opportunity for the youth of Sacramento to meet other skaters from the regions and acquire some tricks at the same time.
8L e i s u r e Enrichment (Contracted
classes)
Youth Sports McKinley Park Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 9L e i s u r e Enrichment (Contracted
classes)
Music Southside Clubhouse Piano lessons & guitar lessons (all levels). 10 Access Leisure and Adaptive Sports Wheelchair Tennis McKinley Park Tennis Courts Tennis program for players who utilizes a wheelchair, ages 18 and up 11 Access Leisure and Adaptive Sports July ‐ Monthly social and fitness programs Yoga, Movie and Ice Cream Social, Walking
Group, Zoom
Hart Center, McKInley Park, William Land
Park, Zoom
Social and fitness programs are community wide activities open to teens and adults with intellectual and developmental disabilities to help enhance social skills and fitness, throughout the summer to promote inclusion and social skill development.
12 Access Leisure and Adaptive Sports August ‐ Yoga, Safari Day Camp, Gardening, Bingo, Walking Group,
Hart Center, NNACC, McKinley Park, William
Land Park
Social and fitness programs are community wide activities open to teens and adults with intellectual and developmental disabilities to help enhance social skills and fitness, throughout the summer to promote inclusion and social skill development.
13 Access Leisure and Adaptive Sports Inclusive Playdates Southside Park Playground Play dates for youth with and without disabilities, this program provides a “sensory‐rich” experience for kids of all abilities. An inclusive playground gives children, regardless of their abilities, a safe place to interact, learn from each other and have fun. Inclusive play gives children, of all abilities, an opportunity to learn how to make friends and take steps in learning how to live with others, understand differences, and accept them. 14 Access Leisure and Adaptive Sports Youth Day Camp Southside Clubhouse Combined Inclusive Day Camp for youth with disabilities 15 Access Leisure and Adaptive Sports Art ‐tism Southside Clubhouse Art program for youth with Autism ‐exploration and expression through art, improve overall wellness and have positive peer interactions
16 Older Adult Services Neighborhood Walk Hart Senior Center Walk with your neighbors to get exercise and meet new people. 17 Aquatics Junior Lifeguard Clunie Pool Junior Lifeguard Camp is a week‐long program that provides a foundation of lifeguarding, helping youth prepare for enrollment in an American Red Cross Lifeguard course. Each camp covers the same essential core material of lifeguarding, and each theme week places an additional emphasis on different sets of skill: Water Warriors, CPR Heroes, Emergency Responders and First Aid Champions.
18 Aquatics Recreational Swimming Bertha Henschel Wading Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
19 Aquatics Recreational Swimming Clunie Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
20 Aquatics Recreational Swimming Glenn Hall Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
21 Aquatics Swim Lessons Clunie Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers. 22 Aquatics Swim Lessons Glenn Hall Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers.

Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
District 4 (cont.)
23 Aquatics Swim Team 99 6/19 ‐8/10, Days
and Dates vary
Times vary 7‐17 years old Yes 100 N/A Summer Programs and After School Programs
24 Aquatics Swim Team 99 6/19 ‐8/10, Days
and Dates vary
Times vary 7‐17 years old Yes 100 N/A Summer Programs and After School Programs
Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
District 5
1 Expanded Learning 4th "R" Hollywood Park Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 2 Workforce Prime Time Teen Oak Park CC Eight week interactive workforce readiness and skill development program for young people 13‐17 years of age. Focus is on developing 21st Century workforce skills and a community service project which is youth led. Participants who meet attendance goals and participate in the community service project receive a certificate and $500 monetary stipend.

Participants live within Sacramento city limits.
3 Community Centers Kids Camp Oak Park Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
4 Community Centers Teen Scene Oak Park Summer Camp is for children 13‐17 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
5 Community Centers Hot Spot Remix Oak Park Hot Spot Remix is a free special event series for teens that offer games, movies, food, prizes and other fun activities. 6O l d e r Adult Services Neighborhood Walk Oak Park Community Center Walk with your neighbors to get exercise and meet new people. 7 Aquatics Basic Water Safety Mangan Pool Basic Water Safety programs are three, 30‐min no‐cost classes with a focus on age‐ and ability‐appropriate activities that teach important basic swimming and water safety concepts. Registration is required for all Basic Water Safety classes. This program is funded through the City of Sacramento Swim Safe Scholarship Program. 8 Aquatics Basic Water Safety McClatchy Pool Basic Water Safety programs are three, 30‐min no‐cost classes with a focus on age‐ and ability‐appropriate activities that teach important basic swimming and water safety concepts. Registration is required for all Basic Water Safety classes. This program is funded through the City of Sacramento Swim Safe Scholarship Program. 9 Aquatics Recreational Swimming Mangan Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
10 Aquatics Recreational Swimming McClatchy Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
11 Aquatics Swim Lessons Mangan Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers. 12 Aquatics Swim Lessons McClatchy Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers.

Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
District 5
1 Expanded Learning 4th "R" Yes, scale based on hour used
6/16 ‐ 8/30 7:00 am ‐ 6:00 pm K ‐ 6th Yes 100 Summer Programs and After School Programs
2 Workforce Prime Time Teen N/A 6/20 ‐8/10, TTh 9am ‐12pm 13 ‐17 Yes 34 24 Youth Workforce (including career pathways that advance climate action
goals) &
Summer Programs and After School
Programs
3 Community Centers Kids Camp Free 6/26 ‐8/18 9am ‐2pm 1st ‐6th Yes 85 7 Summer Programs and After School Programs
4 Community Centers Teen Scene Free 6/26 to 8/18 9am ‐2pm 13 ‐17 Yes 40 Summer Programs and After School Programs
5 Community Centers Hot Spot Remix Free Varies Varies 13 ‐17 Yes Varies Summer Programs and After School Programs
6O l d e r Adult Services Neighborhood Walk Free Varies by location Varies by location 50+ No N/A N/A 7 Aquatics Basic Water Safety Free 6/26 ‐8/2, Days and Dates vary
Times vary 3 years old to Adults Yes 42 N/A Summer Programs and After School Programs
8 Aquatics Basic Water Safety Free 6/26 ‐8/2, Days and Dates vary
Times vary 3 years old to Adults Yes 42 N/A Summer Programs and After School Programs
9 Aquatics Recreational Swimming 2 June 18 – August
20 Times vary All Yes 1858 N/A Summer Programs and After School Programs
10 Aquatics Recreational Swimming 2 June 18 – August
20 Times vary All Yes 1466 N/A Summer Programs and After School Programs
11 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 20 N/A Summer Programs and After School Programs
12 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 21 N/A Summer Programs and After School Programs
Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
District 6
1 Expanded Learning Bancroft 4th "R" Bancroft Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 2 Expanded Learning 4th "R" Sequoia Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 3 Community Centers Kids Camp Coloma Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
4 Community Centers Kids Camp George Sim Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
5 Community Centers Teen Scene George Sim Summer Camp is for children 13‐17 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
6 Community Centers Hot Spot Remix George Sim Hot Spot Remix is a free special event series for teens that offer games, movies, food, prizes and other fun activities. 7 Community Centers Recreation Explorer Camp REC Coloma The REC Program is for 3‐5 year old children. We will provide a recreational program filled with FUN activities. The program will focus on social, physical, academic, emotional and themes activities. We ensure your child is in a safe, supportive, and caring environment. All participants must be fully potty trained. 8 Community Recreation Jr. Giants George Sim The Jr. Giants Youth Baseball & Softball Summer league runs from mid‐June through early August and includes a free movie night at the Land Park Amphitheatre. Jr. Giants is a free league for youth ages 5‐18. 9L e i s u r e Enrichment (Contracted
classes)
Youth Sports Oki Park Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 10 Leisure Enrichment (Contracted
classes)
Youth Sports Glenbrook Park Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 11 Leisure Enrichment (Contracted
classes)
Youth Sports George Sim Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 12 Leisure Enrichment (Contracted
classes)
Dance Coloma Community Center Zumbini, Zumba, HIGH Fitness, On Stage Improv, On Stage Theatre, Kids R It Dance classes, Showbiz dance classes, 13 Leisure Enrichment (Contracted
classes)
Martial Arts Coloma Community Center Dragon Fire Martial Arts, Cardio Kickboxing, and Taekwondo 14 Leisure Enrichment (Contracted
classes)
Music Coloma Community Center Piano lessons & guitar lessons (all levels). 15 Leisure Enrichment (Contracted
classes)
Dog Obedience Classes Tahoe Park Designed to help you learn to communicate with your dog. Traditional exercises including heeling, auto sit, sit stay, down, down‐stay and come when called. Dog must be at least 4 months old. Bring dog to all four classes. Additional time will be scheduled for pets with special problems.
16 Access Leisure and Adaptive Sports Adaptive Cycling American River Bike Trail Adaptive cycling program for adults with disabilities to ride safely along the American River Bike Trails 17 Access Leisure and Adaptive Sports Adaptive Cycling with the VA Mather Field VA In partnership with the California VA, we are providing adaptive cycling for wounded, injured or ill veterans 18 Access Leisure and Adaptive Sports Sensory Swim Youth Mondays Oki Pool Sensory Swim for youth with disabilities, provides body movement, positive peer interaction, sensory friendly, safe space to swim
19 Older Adult Services Neighborhood Walk George Sim Community Center Walk with your neighbors to get exercise and meet new people. 20 Aquatics Basic Water Safety George Sim Pool Basic Water Safety programs are three, 30‐min no‐cost classes with a focus on age‐ and ability‐appropriate activities that teach important basic swimming and water safety concepts. Registration is required for all Basic Water Safety classes. This program is funded through the City of Sacramento Swim Safe Scholarship Program. 21 Aquatics Basic Water Safety Oki Pool Basic Water Safety programs are three, 30‐min no‐cost classes with a focus on age‐ and ability‐appropriate activities that teach important basic swimming and water safety concepts. Registration is required for all Basic Water Safety classes. This program is funded through the City of Sacramento Swim Safe Scholarship Program. 22 Aquatics Recreational Swimming Colonial Wading Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
23 Aquatics Recreational Swimming George Sim Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
24 Aquatics Recreational Swimming Oki Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.

Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
District 6 Cont.
25 Aquatics Recreational Swimming 2 June 17 – Sept 4T i m e s vary All Yes 1401 N/A Summer Programs and After School Programs
26 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 21 N/A Summer Programs and After School Programs
27 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 21 N/A Summer Programs and After School Programs
28 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 368 N/A Summer Programs and After School Programs
Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
District 7
1 Expanded Learning Summer Oasis Garcia Bend Mix big summer fun with big summer learning—at various neighborhood parks. Designed especially for 1st‐6th graders, Summer Oasis features supervised exploration, individual hands‐on activities, and interactive games. The perfect way to sharpen your students’ skills and bond with new friends. Campers should be at least six but no more than twelve years old. Registration begins April 19th, 2023 at 12 noon. Campers should bring lunch/snacks, water bottles, and sunscreen. 2 Expanded Learning Summer Oasis Land Park Mix big summer fun with big summer learning—at various neighborhood parks. Designed especially for 1st‐6th graders, Summer Oasis features supervised exploration, individual hands‐on activities, and interactive games. The perfect way to sharpen your students’ skills and bond with new friends. Campers should be at least six but no more than twelve years old. Campers should bring lunch/snacks, water bottles, and sunscreen. 3 Expanded Learning Kids Camp Evelyn Moore CC Mix big summer fun with big summer learning—at various neighborhood parks. Designed especially for 1st‐6th graders, Summer Oasis features supervised exploration, individual hands‐on activities, and interactive games. The perfect way to sharpen your students’ skills and bond with new friends. Campers should be at least six but no more than twelve years old. Campers should bring lunch/snacks, water bottles, and sunscreen. 4 Expanded Learning Summer Matters Sam Brannan Middle School Summer Matters@SCUSD‐Elementary is a stimulating 24 day summer learning program that will give your incoming Kinder through incoming 6th grade child the opportunity to participate in a meaningful and engaging summer learning experience to mitigate learning loss and accelerate classroom learning and equip them with the skills to transition and succeed in the 2023‐2024 school year.
5 Expanded Learning Crocker Riverside 4th "R" Crocker Riverside Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 6 Expanded Learning 4th "R" Didion Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 7 Expanded Learning 4th "R" Sutterville Elem The 4th “R” introduces children to a variety of recreational activities while providing a well‐planned, nurturing environment that promotes healthy development of the child. Qualified staff provide a wide variety of group and individual activities to enhance your child’s physical, social, and emotional development. 8 Community Recreation Jr. Giants Land Park The Jr. Giants Youth Baseball & Softball Summer league runs from mid‐June through early August and includes a free movie night at the Land Park Amphitheatre. Jr. Giants is a free league for youth ages 5‐18. 9L e i s u r e Enrichment (Contracted
classes)
Youth Sports Land Park Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 10 Leisure Enrichment (Contracted
classes)
Youth Sports Genevieve ‐Didion Gym Soccer, basketball, tennis, table tennis, football, basketball, volleyball camps/ clinics. 11 Leisure Enrichment (Contracted
classes)
Dance Belle Cooledge Community Center Zumbini, Zumba, HIGH Fitness, On Stage Improv, On Stage Theatre, Kids R It Dance classes, Showbiz dance classes, 12 Aquatics Recreational Swimming Land Park Wading Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.

Participants live within Sacramento city limits.
2 Community Centers Kids Camp Pannell Summer Camp is for children 6‐12 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
3 Community Centers Teen Scene Pannell Summer Camp is for children 13‐17 years of age. Participants will enjoy a variety of activities, including games, crafts, drama, science, reading and sports.
4 Community Centers Hot Spot Remix Pannell Hot Spot Remix is a free special event series for teens that offer games, movies, food, prizes and other fun activities. 5 Access Leisure and Adaptive Sports RCIF Spring Baseball River Cats Independence Field Baseball program designed for participants with disabilities of ages 5 and up. 6 Access Leisure and Adaptive Sports Baseball For All River Cats Independence Field In partnership with the Sacramento River Cats, we put on a clinic for individuals to meet the players, socialize, and learn from the pros as the River Cats players lead skills and drills stations 7 Access Leisure and Adaptive Sports Wheelchair Giants Practice River Cats Independence Field This program is designed for our elite athletes to practice at a high level, maximizing their ability to play wheelchair softball, and compete in the Wheelchair World series in August 8 Access Leisure and Adaptive Sports Teen Aqua Aerobics Pannell Meadowview Pool Aqua Aerobics for Teens with disabilities to help improve overall wellness, strength conditioning, peer interaction, body movement, improve gross motor functions
9 Access Leisure and Adaptive Sports Sensory Swim Youth Fridays Cabrillo Pool Sensory Swim for youth with disabilities 10 Access Leisure and Adaptive Sports Art ‐tism Pannell Community Center Art program for youth with Autism ‐exploration and expression through art, improve overall wellness and have positive peer interactions
11 Older Adult Services Neighborhood Walk Pannell Community Center Walk with your neighbors to get exercise and meet new people. 12 Aquatics Basic Water Safety Cabrillo Pool Basic Water Safety programs are three, 30‐min no‐cost classes with a focus on age‐ and ability‐appropriate activities that teach important basic swimming and water safety concepts. Registration is required for all Basic Water Safety classes. This program is funded through the City of Sacramento Swim Safe Scholarship Program. 13 Aquatics Junior Lifeguard Pannell Meadowview Pool Junior Lifeguard Camp is a week‐long program that provides a foundation of lifeguarding, helping youth prepare for enrollment in an American Red Cross Lifeguard course. Each camp covers the same essential core material of lifeguarding, and each theme week places an additional emphasis on different sets of skill: Water Warriors, CPR Heroes, Emergency Responders and First Aid Champions.
14 Aquatics Recreational Swimming Cabrillo Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
15 Aquatics Recreational Swimming Pannell Meadowview Pool Recreational swimming is an unstructured, fun, and positive way to practice new skills, be physically active and spend quality time with family and friends.
16 Aquatics Swim Lessons Cabrillo Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers. 17 Aquatics Swim Lessons Pannell Meadowview Pool Learn ‐to‐swim programming is designed for all levels. Classes allow swimmers to develop good habits in, on, and near water, become comfortable in the water, learn and refine new strokes, and become stronger, safer swimmers. 18 Aquatics Swim Team Pannell Meadowview Pool Swim Team offers a summer of swim training and competition in our Rec Swim League. Swimmers will refine their strokes, learn starts, turns, and work on building endurance and speed. Teams offer multiple practices a week and opportunities to participate in swim meets throughout the season.

Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
District 8
1 Workforce Prime Time Teen N/A 6/20 ‐8/10, TTh 2 ‐5pm 13 ‐17 Yes 34 27 Youth Workforce (including career pathways that advance climate action
goals)
Summer Programs and After School
Programs
2 Community Centers Kids Camp Free 6/5 to 8/18 9am ‐2pm 1st ‐6th Yes 40 38 Summer Programs and After School Programs
3 Community Centers Teen Scene Free 6/5 to 8/18 9am ‐2pm 13 ‐17 Yes 20 Summer Programs and After School Programs
4 Community Centers Hot Spot Remix Free Varies Varies 13 ‐17 Yes Varies Summer Programs and After School Programs
5 Access Leisure and Adaptive
Sports
RCIF Spring Baseball $25 per season 4/29, 5/13, 5/20, 6/3, 6/17, 6/24
9am‐11am 5+ Yes 45194 Summer Programs and After School Programs
6 Access Leisure and Adaptive
Sports
Baseball For All Free 45108 Saturday 10am‐1pm 3+ Yes 30 Summer Programs and After School Programs
7 Access Leisure and Adaptive
Sports
Wheelchair Giants Practice Free Tuesdays,
Thursdays,
Saturdays,
Sundays6/6, 6/11,
6/15, 7/8, 7/9, 7/22
9am‐1pm 18+ No 0 Mental Health Counseling & Wellness
8 Access Leisure and Adaptive
Sports
Teen Aqua Aerobics 5 Sunday 6/18,
7/9, 8/6
10:00am ‐12:00pm ages 13‐22 Yes 25 Yes Summer Programs and After School Programs
9 Access Leisure and Adaptive
Sports
Sensory Swim Youth Fridays Free 6/30,7/14,7/28,8/1
1 1:00 pm ‐ 2:30 pm ages 3‐12 Yes 20 youth Summer Programs and After School Programs
10 Access Leisure and Adaptive
Sports
Art‐tism 5 7/20, 7/27, 8/3,
8/10 , 8/17
4:00 pm ‐ 6:00 pm ages 3‐12 Yes 20 ‐25 Summer Programs and After School Programs
11 Older Adult Services Neighborhood Walk Free Varies by location Varies by location 50+ No N/A N/A 12 Aquatics Basic Water Safety Free 6/26 ‐8/2, Days and Dates vary
Times vary 3 years old to Adults Yes 42 N/A Summer Programs and After School Programs
13 Aquatics Junior Lifeguard 39 6/19 ‐8/10, Days
and Dates vary
10am‐2pm 12 ‐15 years old Yes 48 N/A Summer Programs and After School Programs, Youth Workforce (including
career pathways that advance climate
action goals)
14 Aquatics Recreational Swimming 2 June 17 – August
20 Times vary All Yes 988 N/A Summer Programs and After School Programs
15 Aquatics Recreational Swimming 2 June 17 – Sept 4T i m e s vary All Yes 3113 N/A Summer Programs and After School Programs
16 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 20 N/A Summer Programs and After School Programs
17 Aquatics Swim Lessons 56 6/19 ‐8/10, Days
and Dates vary
Times vary 6 months to Adults Yes 502 N/A Summer Programs and After School Programs
18 Aquatics Swim Team 99 6/19 ‐8/10, Days
and Dates vary
Times vary 7‐17 years old Yes 100 N/A Summer Programs and After School Programs
Council District #
Unit (Workforce, Civic Eng, Exp
Learning) Program Name Location Program Description
All Districts
1 Workforce Landscape & Learning Citywide Paid work experience program for young people who are eligible for a work permit. Crews work directly in community parks and green spaces weeding, pruning, and providing general park maintenance and clean up. All young people hired to participate in this program receive specialized training and earn $15.50 an hour. Participants live within Sacramento city limits and eligible for a work permit.
2O l d e r Adult Services Caring in Motion Hart Senior Center Family caregivers taking care of a loved one with dementia will have the opportunity to drop their loved one off at the Triple‐R respite program while participating in a support group that uses QiGong and Meditation for support the well‐ being of the caregiver
3O l d e r Adult Services Red, White and Brunch Event Hart Senior Center Catered brunch under the canopy of trees at Marshall Park. The group Lifting Spirits, a student musician organization, will perform a special 4th of July concert
4O l d e r Adult Services Trips & Tours Pickup Location Throughout City Recreation adult travel program. Enjoy site‐seeing, shopping, dining and entertainment throughout Northern California at an affordable cost.
5 Civic Engagement S@CH City Hall Summer @ City Hall (S@CH) is a six‐week summer interactive learning experience that provides high school students the opportunity to learn about local government processes and how to become an active citizen in their community. Student participants are supported throughout the program by a variety of team members including credentialed teachers delivering a daily curriculum focusing on civic engagement, local level governmental structures, and youth development.

Various & N/A
N/A Access Leisure and Adaptive Sports Wheelchair World Series Ozinga Field – 14011 S Kenton, Crestwood, IL 60418
Wheelchair softball is for individuals with spinal cord injuries and lower extremity impairments, who still wanted to enjoy America’s greatest pastime. The game is played on hard surfaces, such as a parking lot, instead of the normal grassy infield, and a 16‐inch softball, which allows wheelchair players to keep one hand one the wheelchair while catching a softball without a glove.

N/A Access Leisure and Adaptive Sports Summer Camp Tuolumne Trails ‐ Groveland, CA Campers, together with their counselors, create a personalized experience based on the camper’s individual ability.

Campers can choose from different structured activities, some camping activities include fishing, arts and crafts, nature walks and other special educational outdoor hands‐on activities. These activities will increase knowledge and skills learned through outdoor education and overall physical, leisure, and social capabilities. Each participant with develop basic skills and knowledge, along with attitudes to enjoy an outdoor camping experience, and fostering their emotional and social independence.

N/A Access Leisure and Adaptive Sports Camp Nejedly Hawley Lake, Johnsville, Ca For campers and counselors, summer camp at Camp “Nej” is a place to nurture independence, encourage responsibility while testing skills in problem solving and learn to adjust to new environments. Campers will explore interests, values and talents, along with building lifelong friendships. This camp is for children and youth age 10‐24 with physical disabilities, a place to learn that they are not alone and that there are other kids who have disabilities similar or identical to their own.

Various Access Leisure and Adaptive Sports Veteran Fishing Program various In Collaboration with VA Northern California Health Care System and California Department of Fish and Wildlife . This program will assist our wounded, injured and ill veterans a much‐needed emotional benefit, just getting outside. There will be structured activities, such as casting techniques, baiting and of course landing the big one in a fun, pressure‐free environment creating opportunities for community building and personal healing.

Various Access Leisure and Adaptive Sports June ‐ Monthly Social and Fitness programs, Yoga, River Cats Games, Bingo, Aqua
Aerobics and Social swim, Summer Bowling
league and Zoom.

Hart Center, Sutter Health Park, Pannell‐
Meadowview Pool, Country Club Lanes.

Social and fitness programs are community wide activities open to teens and adults with intellectual and developmental disabilities to help enhance social skills and fitness. Activities include, walking for fitness, physical and emotional wellness, and crafts programs. Special events, trips and out of town excursions are provided for people with intellectual and developmental disabilities throughout the year to promote inclusion and social skill development.

Council District #
Unit (Workforce, Civic Eng,
Exp Learning) Program Name Program Fee (if applicable) Dates/Days Times Ages Youth
Program
Total # Youth
Served
# Waitlisted (if
applicable) Measure L Goal Alignment
All Districts
1 Workforce Landscape & Learning N/A 6/19 ‐8/11, M‐F8 a m ‐2:30pm with 30 minute unpaid lunch
14‐17 Yes 127 Yes Youth Workforce (including career
pathways that advance climate action
goals)
Summer Programs and After School
Programs
2O l d e r Adult Services Caring in Motion Free/Registration Required 1st & 3rd Tuesdays 7/1‐12/13
TBD 18+ No N/A N/A
3O l d e r Adult Services Red, White and Brunch Event Free/Registration Required 45107 10:00am ‐11:30am 50+ No N/A N/A 4O l d e r Adult Services Trips & Tours Fees vary based on trip 7/15/23 ‐12/9/23 Varies with trip All No N/A N/A 5 Civic Engagement S@CH N/A or Stipend Based 6/19/ ‐8/2 8:00am ‐3:00pm Rising Soph. Jr. Sr's Yes 90 60 Summer Programs and After School Programs/Youth workforce/
Various & N/A
N/A Access Leisure and Adaptive
Sports
Wheelchair World Series $700 to register and fees August 3‐6a l l day 18+ No Mental Health Counseling & Wellness N/A Access Leisure and Adaptive
Sports
Summer Camp 600 June19 ‐23 all day 18 + No Varies Yes Summer Programs and After School Programs
N/A Access Leisure and Adaptive
Sports
Camp Nejedly 650 July 15‐22 and July
23‐29
all day 10 ‐24 Yes 20 Yes Summer Programs and After School Programs
Various Access Leisure and Adaptive
Sports
Veteran Fishing Program Free The 3rd Monday of
every month
10:00‐3:00pm 18+ No Mental Health Counseling & Wellness Various Access Leisure and Adaptive
Sports
June ‐ Monthly Social and
Fitness programs, Yoga, River
Cats Games, Bingo, Aqua
Aerobics and Social swim,
Summer Bowling league and
Zoom.

Fees range from $5‐$30
depending on program
Month of June;
Monday, Tuesday,
Wednesday,
Thursday, Friday
and Saturdays
Program times range
from 10:00am to as
late as 10:00pm
18+ No 5 and up
depending on
program
Yes Mental Health Counseling & Wellness
Supplemental Budget Information – Item 13

Question: Explain the decrease in MYOP funding for the Department of Community Response.

Response:

The decrease in MYOP funding for the Department of Community Response (DCR) is related to a shift in the composition of funding sources for homeless services programs, not a reduction in funding for homeless services. The City’s homeless services programs are planned to continue in FY2023/24 at the same levels as in FY2022/23.

During the FY2022/23 budget hearings, a shortfall of approximately $8.3 million was identified for City-run homeless services programs. That shortfall was backfilled by one- time Measure U funding. In developing the FY2023/24 Proposed Budget, the one-time Measure U funding was removed, resulting in a decrease in the funds budgeted in the DCR MYOP. Resources to fund homeless services in FY2023/24 are proposed to be provided as detailed in the following paragraph.

As part of the budget development process DCR reevaluated anticipated funding sources/needs for homeless services programs. Higher anticipated grant funding from the State’s Homeless Housing, Assistance, and Prevention (HHAP) Program and resources other than Measure U were identified to help close the funding gap in FY2023/24 including: 1) residual one-time funding from the Whole Person Care program, which ended this fiscal year; 2) FY2021/22 year-end savings from the DCR operating budget, required by the annual budget resolution to be reallocated to homeless services programs; and 3) savings from the ARPA Reinvestment Fund related to FY2021/22 labor. Use of these funding sources eliminated the need for the $8.3 million Measure U backfill required in FY2022/23 resulting in the decrease in MYOP funding in the FY2023/24 Proposed Budget.

The shortfall is projected to be $1.1 million in FY2023/24. Staff will be seeking Council authority to use Measure U funds to backfill the $1.1 million shortfall as part of the FY2023/24 Approved Budget. If approved, homeless services programming will be fully funded in FY2023/24.
1 Supplemental Budget Information – Item 14
Request: Provide data and statistics, to include incidents of false positives, to support the investment in ShotSpotter.

Response: ShotSpotter was implemented in the City of Sacramento in three phases over three years. In July 2015, a three-square mil e zone in north Sacramento became the pilot area for the first installation. Due to the success and our confidence in the system, we made it permanent. Since then, we have added two additional ShotSpotter systems, one in the south area in 2017, and another in the east area in 2018.

ShotSpotter is not only instrumental in helping SPD investigate gun crimes, but its data helps determine if a 911 call to report gunfire is accurate, or if the reported gunfire is something else (e.g., firecrackers, a car back-firing, etc.). Whatever the determination – actual gunfire or something else – ShotSpotter is essential t o addressing gun violence and to helping make sure our communities are not over-policed.

Between May 2022 and April 2023, there have been approximately 39,000 ShotSpotter detections, of which 833 were confirmed to be gunfire. Of all the ShotSpotter detections analyzed during that period, three resulted in a false positive – meaning that these were activations in which noise was misidentified as gunfire.

In the last 4 years, ShotSpotter alerts have led to the recovery of over 2,089 expended casings, the seizure of 226 guns, 201 arrests and 366 National Integrated Ballistic Information Network (NIBIN) leads. NIBIN allows for the capture and comparison of ballistic evidence to aid in solving and preventing violent crimes involving firearms.

We see ShotSpotter as a valuable tool to enhance the Department’s ability to respond to and investigate violent crimes involving illegal gunfire. We also know to completely maximize the benefit we need to be able to respond quickly to gunfire alerts. We currently have three ShotSpotter teams; one in each of the ShotSpotter zones. Officers assigned to ShotSpotter teams work strategic hours, seven days a week, based on crime analysis research, including ShotSpotter activation history. Unfortunately, due to staffing shortages, these teams will be absorbed back into Patrol in 2024. Patrol officers and specialty teams in the field will be responsible for handling ShotSpotter related calls.

Officers routinely develop significant leads in the preliminary stages of ShotSpotter investigations that lead to arrests and the seizure of firearms at the scene. In addition, they conduct follow up investigations on ShotSpotter alerts, to include serving search warrants and conducting parole & probation searches, which often lead to the identification of shooters and/or the recovery of illegally used or possessed firearms. It’s important to highlight that the ShotSpotter alerts provide officers a lead on where a shooting may be occurring, but the officers still need to have more criteria to justify any detentions or arrests.

On New Year’s Ev e leading into 2022, the South Gang Enforcement Team conducted a 2 follow up investigation related to a ShotSpotter activation at a residence in South Sacramento. It was determined that the resident was a convicted felon. A search warrant was served at the location and an AR-15 style rifle, plus 3 handguns were seized. Two subjects were arrested, including the resident, for firearms possession and negligent discharge of a firearm charges.

The Sacramento Police Department treat ShotSpotter activations as high priority calls, meaning that they are extremely urgent and necessitate immediate response from our ShotSpotter officers, but also any officers that are near the location.

We believe ShotSpotter is a valuable tool to increase community safety and is just one aspect of our department’s Violent Crime Reduction Strategy. ShotSpotter alerts are often the only notification of gunfire received by our Communications Center. Between January 1, 2019, and December 31, 2022, 80% of ShotSpotter activations had no associated call from a community member. In these instances, potentially 2,886 gunfire incidents would have likely had no police response due to a lack of reporting.

A
s an example, in February of last year, at approximately 11:59 PM, a ShotSpotter system activation directed patrol officers to an incident of gunfire in a residential area in North Sacramento. Upon arrival, officers located the victim in the middle of the street suffering from multiple gunshot wounds. We did not receive any citizen calls prior to locating the victim. Due to the rapid response of officers, they were able to request medics and provide immediate medical aid to the victim including the application of chest seals. The victim was transported to the hospital and survived his injuries. Valuable evidence was recovered connecting this shooting to another shooting in a neighboring jurisdiction.

Traditional reporting, if made, has significant delays from the time of the initial call and the time officers are dispatched. Officers respond to ShotSpotter alerts in the immediate timeframe of shootings occurring, sometimes while shooting is still actively taking place.

This speedy response allows officers to administer aid to injured parties, stop additional violence from taking place, recover firearms, locate evidence, and hold perpetrators of gun violence accountable for their crimes.

Our officers have the ShotSpotter mobile application on their patrol vehicle computers, and many have the application on their smart phones and watches. This allows them to be made aware of gunfire alerts before they are dispatched. Upon receiving these alerts, as a matter of routine, officers voice the pertinent information and self-dispatch themselves to shootings, saving priceless time when seconds matter.

ShotSpotter increases legitimacy in communities most impacted by gun violence. While specifics regarding the systems boundaries, placement, and other classified information is not made public, community members are aware of the system and its general purpose. We routinely share information on incidents involving the use of ShotSpotter with the media and on our social media platforms. Officers often explain to detainees and other community members they contact, the reason for them being there, sometimes 3 going as far as showing them the activation map in the ShotSpotter mobile application.

ShotSpotter increases officer safety. Immediately upon receiving ShotSpotter alerts, officers are often given additional information including whether there was automatic gunfire, multiple shooters, moving vehicles involved, high-capacity magazines, and other crucial information. Officers can also listen to the recorded gunfire. This ensures officers can secure necessary resources to handle these incidents before responding, while still maintaining very short response times.

ShotSpotter can also assist officer and investigators in determining the order of events and other facts related to shootings. ShotSpotter’s advanced reporting capabilities have assisted the department in determining the order of events of gunfire related to shootings, murders, and officer involved shootings. In the absence of video evidence, the facts provided by ShotSpotter have sometimes been the sole evidence of the timeline of said shootings. This information is provided via ShotSpotter “Detailed Forensic Reports” which have repeatedly been introduced as evidence in courts at the state and federal level.

This technology was used when one of our officers was shot after contacting a subject on a neighborhood street. ShotSpotter’s detailed reports assisted investigators with establishing timelines, positions of involved parties, sequence of events and gunfire, and physical locations. Detectives were also able to locate a second scene and connect the suspect to an earlier shooting. This information allowed for an efficient investigation which led to additional evidence being recovered.
4 ShotSpotter Alerts with Shooting Victims and
No Citizen Calls
Since 2020, there have been eight ShotSpotter activations in which there were no other notifications made to police, and in which there was a victim of gun violence:
1) A
ssault with a deadly weapon (245 PC)
D
ate & Time Location Detected
Rounds Victim(s)
2/15/2022, 11:58 pm Del Paso Blvd., 2000 Block 11 1
Units arrived on scene and located a male with multiple gunshot wounds lying in the street. Officers provided immediate medical aid including chest seals. The victim was transported to the hospital and survived. Valuable evidence including shell casings were located and later connected to another shooting to a shooting in the County.
2) A
ssault with a deadly weapon (245 PC); Discharge of a firearm into an inhabited dwelling (246 PC)
D
ate & Time Location Detected
Rounds Victim(s)
7/11/2021, 11:31 pm Center Parkway, 8100 block 12 1
While units were enroute, the gunshot victim arrived in a vehicle at Kaiser South.

An occupant fled on foot from the vehicle and was located by officers. A stolen firearm was located in the vehicle. Officers located the scene based on the ShotSpotter alert and recovered expended casings.
3) N
egligent discharge of a firearm (246.3 PC)
D
ate & Time Location Detected
Rounds Victim(s)
7/11/2021, 12:10 pm Del Paso Blvd., 1700 block 1 1
Officers arrived on scene and located a male on the sidewalk with a gunshot wound to his leg. Officers requested medics and provided immediate medical aid to the victim. The victim was transported to UC Davis Medical Center and survived his injury.
4) H
omicide (187 PC)
D
ate & Time Location Detected
Rounds Victim(s)
6/25/2021, 3:58 am Kesner Ave., 500 block 1 1
5 Officers located a deceased gunshot victim inside a vehicle. A homicide unit call out was initiated. Evidence was recovered at the scene.

5) Assault with a deadly weapon (245 PC); Discharge of a firearm into an inhabited dwelling (246 PC); Robbery (211 PC)

Date & Time Location Detected
Rounds Victim(s)
2/17/2020, 9:56 pm Rio Linda Blvd., 2700 block 3 1
When officers arrived on scene, they located expended casings but no victim.

While officers were investigating the scene, the gunshot victim arrived at Kaiser North. Officers were able to connect the victim to the scene and recover evidence, including the casings.

6) Assault with a deadly weapon (245 PC)

Date & Time Location Detected
Rounds Victim(s)
11/21/2020, 8:44 pm Tangerine Ave., 4800 block 5 1
Officers arrived and canvassed the area. They spoke to residents who heard gunshots but didn’t call the police. While on scene, officers learned that the gunshot victim was dropped off at Kaiser South Hospital. Officers located the shooting scene and recovered evidence, including an expended casing.

7) Homicide (187 PC)

Date & Time Location Detected
Rounds Victim(s)
7/1/2020, 10:28 pm Mack Road, 5500 block 4 1
Officers were patrolling the area heard the gunshots but could not locate the scene before receiving the ShotSpotter activation. Officers arrived at the ShotSpotter alert location and found a gunshot victim on his back, still breathing, in the parking lot. Subjects were observed fleeing from the scene and other officers set up a perimeter. Officers requested medics while performing medical aid, however the victim did not survive their injuries. A homicide unit call out was initiated. The shooting suspect who had fled on foot was later located within the perimeter and arrested for murder.

8) Homicide (187 PC)

Date & Time Location Detected Victim(s)
6 Rounds
5/28/2020, 10:08 pm Coral Gables Court 10 1
Officers arrived on scene and located casings on the roadway. Nearby, they located a vehicle with bullet holes and a gunshot victim inside. Medics were requested and officers had to break the vehicle window to access the victim. They performed medical aid, but the victim did not survive. Medics pronounced the victim deceased on scene.

Supplemental Budget Information – Item #15

Question: Percent of youth violence prevention funding in PD’s budget  Breakdown of preventative programs

Response: The following are Police Department violence prevention programs:

Criminal Justice Magnet Academies

5.0 FTE Police Officer positions at five city high schools - $1,056,000

0.50 FTE Police Sergeant - $133,800

School White Black Hispanic Asian Pacific Islander Native American Bi-Racial Multi-Ethnic Grant Union H.S. 7 10 108 22 2 - 13 5
C.K. McClatchy H.S. 20 11 67 6 - - - 9
John F. Kennedy H.S. 8 16 35 40 - 1 - -
Hiram W. Johnson H.S. 9 10 61 12 7 1 - 2
Inderkum H.S. 15 9 14 8 1 - 7 13
Total 59 56 285 88 10 2 20 29
% by Race 10.7% 10.2% 51.9% 16.0% 1.8% 0.4% 3.6% 5.3%

Cadet Program (ages 14-20)
Four ancillary police officers – total average of 11 hours per week for the four police officers - $19,000

Male Female Total White Black Hispanic Asian Othe r
8 13 21 6 2 8 3 2
38% 62% 28.6% 9.5% 38.1% 14.3% 9.5%

 2 Others – Middle Eastern and Indian

SHOCK Youth Diversion Program (ages 12-17)
Four ancillary police officers – total average of 24 hours per week for 16 weeks for the four police officers - $54,000 (24hrs * 16 weeks)

Male Female Total White Black Hispanic
9 6 15 6 4 5
60% 40% 40% 27% 33%

Sacramento Police Activities League (SacPAL)

Rugby – one ancillary police officer, two hours per week - $8,100

Male Female Total White Black Hispanic Asian Pacific
Islander
Multi-
ethnic
55 45 100 8 2 7 2 75 6
55% 45% 8% 2% 7% 2% 75% 6%

Boxing – two ancillary police officers, average of four hours per week for both officers - $16,200

Male Female Total White Black Hispanic Othe r
15 0 15 2 10 2 1
100% 13.33% 66.67% 13.33% 6.67%

Ski/Snowboarding – four ancillary police officers, 50 hours total for five trips - $4,300

Male Female Total White Black Hispanic Othe r
20 10 30 9 9 9 3

66.67% 33.33% 30% 30% 30% 10%

Two additional SacPAL programs are being developed – a Leadership Camp Program and Drone/UAS Program

Kops n Kids Camp (ages 8-14)
The next Kops N Kids Camp is June 19th through June 23rd from 0800-1600 at Rosemont High School. Events include tennis, basketball, soccer, volleyball, bikes, dance/cheer, and flag football. This year’s enrollment is still not finalized.  20 ancillary police officers work 40 hours each in that week – $57,000

In 2022, the statistics were as follows:

Male Female Total One-Parent
Household
Two-Parent
Household
Other
Household
143 128 271 43 221 7
53% 47% 16% 81% 3%

Black White Native
American
Asian Indian Hispanic Multi-
ethnic
Declined
to State
38 3 5 49 4 48 119 5

So far, the statistics for 2023 are as follows:

Male Female Total One-Parent
Household
Two-Parent
Household
Other
Household
137 113 250 22 225 3
55% 45% 9% 90% 1%

Black White Native
American
Asian Middle
Eastern/Persian
Hispanic Samoan Multi-
ethnic
Declined
to State
14 2 8 69 2 33 4 116 2

5.6% 0.8% 3.2% 27.6% 0.8% 13.2% 1.6% 46.4% 0.8%

Natomas Unified School District (NUSD) School Resource Officer Program

0.50 FTE Police Sergeant - $133,800

3.0 FTE Police Officer positions, 40 hours per week - $497,500  14 Schools and 11,248 Students
 Contract with NUSD to cover cost fo r regular time and overtime through the school year and summer school

Office of Violence Prevention (Measure U) – please also see SBI#26 Positions:
 1.0 FTE Special Projects Manager - $177,900
 1.0 FTE Administrati ve Analyst - $123,600
 1.0 FTE Administrative Technician (FY2023/24 Proposed Budget) - $97,700

Multi-Year Operating Projects:
 Gang Prevention & Intervention Task Force - $1.4 Million  Evidence-Based Interruption, Dis ruption & Suppression - $1 million  Additional violence prevention funding requested by Mayor Steinberg (proposed) - $1 million
 Youth Pop-ups (managed by OYD/YPCE) - $1.3 million

Summary

Program Total
Criminal Justice Magnet Academy 1,189,800
Cadet Program 19,000
SHOCK Program 54,000
Sacramento Police Activities League 28,600
Kops n Kids 57,000
Natomas Unified School District SROs 631,300
Office of Violence Prevention 5,099,200
Estimated Total Youth Violence Prevention $7,078,900
Youth Violence Prevention % of Total Budget 3.1%

 Includes estimated service & supplies for regular positions  Does not include any fleet/vehicle costs
Supplemental Budget Information – Item #16

Question: How much is PD spending to be compliant with State mandates?

Response: There are four primary state mandates that have expanded law enforcement agencies’ data collection and public records disclosure requirements; a summary of each mandate is included as part of this res ponse. The PD has 33 authorized FTEs in its FY2023/24 Proposed Budget to meet these responsibilities. The estimated cost, including labor and services/supplies, of these positi ons is approximately $5 million per year.

Additional annual costs not re lated to these positions are an estimated $650,000, as noted in the below discussion of Assembly Bill 953.

The total estimated cost of these mandates is $5.7 million per year:

Classification Quantity Total
Administrative Analyst 6.00 816,025
Administrative Officer 2.00 339,941
Administrative Technician 3.00 324,391
Police Captain 1.00 353,512
Police Lieutenant 1.00 316,710
Police Officer 5.00 1,142,673
Police Records Specialist 10.00 785,478
Police Records Supervisor 2.00 199,700
Police Sergeant 3.00 773,835
Subtotal 33.00 $5,052,265
Annual RIPA Activities 650,000
Grand Total* $5,702,265
*Does not include fleet O&M costs for sworn positions

1. Assembly Bill 953 (2015) (AB 953): Racial and Identity Profiling Act of 2015 (RIPA)

This legislation requires all California law enforcement agencies to collect detailed data as described in Government Code Se ction 12525.5 of all detentions and searches.

In 2020, the California Commission on Stat e Mandates determined that RIPA is subject to reimbursement, as discuss ed in Government Code Section 17550 et seq.

MGT Consulting, the City’s contractor fo r state-mandated cost claim services, estimates that RIPA activities cost approximately $650,000 pe r year. The City’s first RIPA reimbursement (F Y 2021/22) was submitted ear lier this year in the amount of $237,759 and is pendi ng state review. It is unk nown if the City will be reimbursed the full amount or if the state will make an adjustment. Total costs, net state reimbursements, have yet to be determined at this time.

Today’s law, as amended, is codified in Section 12525.5 of the Government Code, and Sections 13012 and 13519.4 of the Penal Code.

2. Senate Bill 1421 (2017) (SB 1421): Peace officers: release of records This legislation defined the scope of peace officer records that are subject to disclosure under the California Public Records Act (PRA). Such records must first be redacted to remove personal data or information of peace officers prior to public disclosure. Peace officer records subjec t to public disclosure include those of officer-involved shootings; uses of force re sulting in great bodily injury or death; sustained findings of sexual assault invo lving a member of a public; sustained findings of perjury, false statements, f iling false reports, or the destruction, falsification, or concealment of evidence.

This mandate is not reimbursed under the provisions of Government Code Section 17550 et seq.

The law, as amended, is codified in Sections 832.7 and 832.8 of the Penal Code.

3. Senate Bill 16 (2021) (SB 16): Peace officers: release of records This legislation expanded the types of records subject to disclosure under SB 1421 and the PRA to include peace officer re cords with sustained findings of:
unreasonable or excessive use of force; failure to intervene against another officer using unreasonable or excessive use of force; unlawful arrests; unlawful searches; prejudiced or discriminatory treatment protected classes.

This mandate is not reimbursed under the provisions of Government Code Section 17550 et seq.

The law, as amended, is codified in Sections 1045 of the Evidence Code, Sections 832.5, 832.7, 832.12, and 832.13 of the Penal Code.

4. Assembly Bill 481 (2021) (AB 481): La w enforcement and state agencies:
military equipment: funding, acquisition, and use
This legislation established requirement s for law enforcement agencies to obtain annual approval of the applicable gover ning body, by adoptio n of a military equipment use policy, prior to funding, acquiring, or using military equipment. The legislation also stipulates that law enforcement agencies mu st obtain governing body approval for the continued use of military equipment acquired prior to January 1, 2022.

This mandate is not reimbursed under the provisions of Government Code Section 17550 et seq.

The law, as amended, is codified in Sections 7070 through 7075 of the Government Code.

Supplemental Budget Information – Item 17
Q
uestion: Debt Payoff Timeline
R
esponse:

T
he following pages provide graphical depictions of the outstanding General Fund net debt service. The first graph shows the aggregate amount due in each year through FY37. The second graph provides details of the amounts of debt service attributable to the three series of lease revenue bonds expected to be paid in part by the General Fund.

A
dditional notes:
1) General Fund net debt service ranges from $16.9mm in FY24 and incrementally decreases to $7.9mm in FY37 with the payoff of the General Fund-supported debt obligations.
2) Maturity of lease revenue debt:
a. 2006 CIRB, Series E will mature in FY34.
b. 2006 CIRB, Series B will mature in FY37.
c. 2015 Refunding Revenue Bonds will mature in FY37.
3) Due to anticipated offsets, the General Fund is not expected to be responsible for any debt service payments associated with the 2015 Lease Revenue Bonds (Golden 1 Center) or the 2016 H Street Complex (CA Musical Theater). $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 City of Sacramento
General Fund Net Debt Service
Fiscal Years 2024 through 2037
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 City of Sacramento
General Fund Net Debt Service
Fiscal Years 2024 through 2037
2006 CIRB, Series B 2006 CIRB, Series E 2015 Revenue Refunding Bonds Supplemental Budget Information – Item 18
Question: Provide a list of Capital Improvement Projects (CIPs) for review and potential reallocation.

Respon
se: Attached is the fiscal year 2024-2028 CIP list by district by fund. Please contact the City Manager’s Office if you would like to consider redirecting funding to an alternate project. Consideration of redirection must be consistent with the requirements of the source of project funding.

In addition, section 10.4 of the annual budget resolution requires review and closure of inactive projects.

10.4. Completed and inactive projec ts will be closed annually, except for projects that have existing litigation or payment disputes. An inactive project is one where transaction activity is less than $1,000 over the prior three years. Closures are the responsibilit y of the designated project manager.

The managing department and the City Manager ar e each authorized to process the necessary documentation to close inactive projects.

CIP Projects by District
General/Measure U Funds
District Project # Project Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 1 L19140500 NNRP ‐ DOG PARK RELOCATION General/Measure U $200,000 $0 $0 $0 $0 $0 $0 L19921006 PA10 ‐ APP: NNCCAC General/Measure U $496,000 $58,358 $0 $0 $0 $0 $0 1 Total $696,000 $58,358 $0 $0 $0 $0 $0
1, 2 L19920200 PA2 ‐ ART IN PUBLIC PLACES (APP) PROGRAM General/Measure U $6,148 $6,148 $0 $0 $0 $0 $0 1, 2 Total $6,148 $6,148 $0 $0 $0 $0 $0
1, 2, 5, 6, 7, 8 T15180405 ACTIVE TRANSPORTATION AUDITS General/Measure U $900,000 $374,380 $0 $0 $0 $0 $0 1, 2, 5, 6, 7, 8 Total $900,000 $374,380 $0 $0 $0 $0 $0 1, 3 L19800205 FACILITY IMP‐NATOMAS General/Measure U $325,617 $275,922 $0 $0 $0 $0 $0 L19920100 PA1 ‐ ART IN PUBLIC PLACES (APP) PROGRAM General/Measure U $22,298 $22,298 $0 $0 $0 $0 $0 1, 3 Total $347,915 $298,220 $0 $0 $0 $0 $0
2 C13000454 DEL PASO HEIGHTS ADA PARKING UPGRADE General/Measure U $112,896 $0 $0 $0 $0 $0 $0 C15000850 NORTH SACRAMENTO LIBRARY RELOCATION General/Measure U $7,545,000 $4,293,336 $0 $0 $0 $0 $0 D01000216 DISTRICT 2 ‐ IMPROVEMENTS General/Measure U $77,178 $69,227 $0 $0 $0 $0 $0 F13000312 FIRE STATION 17 EMERGENCY GENERATOR General/Measure U $300,000 $184,649 $0 $0 $0 $0 $0 L19003504 RENFREE/DEL PASO REGIONAL REPAIRS General/Measure U $31,000 $24,767 $0 $0 $0 $0 $0 L19108700 DISTRICT 2 MI NOR PARK IMPROVE General/Measure U $75,000 $33,126 $0 $0 $0 $0 $0 L19155600 ROBLA COMMUNITY PARK PHASE 4 General/Measure U $700,000 $649,473 $0 $0 $0 $0 $0 L19190100 ROBERTSON PARK RESTROOM REPLAC General/Measure U $475,000 $407,050 $0 $0 $0 $0 $0 L19190300 DEL PASO HEIGHTS SPORTS COMPLX General/Measure U $1,647,146 $740,139 $0 $0 $0 $0 $0 L19190301 DEL PASO SPORT COM STAFF TIME General/Measure U $150,000 $42,787 $0 $0 $0 $0 $0 L19190302 ROBERTSON PARK SOFTBALL FIELD General/Measure U $172,854 $26,169 $0 $0 $0 $0 $0 L19196200 MAMA MARKS PARK IMPROVEMENTS General/Measure U $59,400 $0 $0 $0 $0 $0 $0 L19205100 TRIANGLE PK PLAYGROUND REPLACE General/Measure U $301,140 $63,643 $0 $0 $0 $0 $0 L19703700 HAGGINWOOD PARK SOCCER FIELD General/Measure U $500,000 $486,141 $0 $0 $0 $0 $0 L19706048 MU JOHNSTON PK PIPE REPL ACEMEN General/Measure U $171,980 $100,001 $0 $0 $0 $0 $0 L19706071 MU HAGGINWOOD PK TURF REPLACE General/Measure U $25,000 $14,897 $0 $0 $0 $0 $0 L19706072 MU DEL PASO SB COMPLEX CONCRET General/Measure U $50,000 $14,175 $0 $0 $0 $0 $0 L19800203 FACILITY IMP‐HAGGINWOOD COMMUNITY CENTER General/Measure U $250,542 $30,170 $0 $0 $0 $0 $0 L19800209 FACILITY IMP‐WOODLAKE CLUBHOUSE General/Measure U $33,342 $0 $0 $0 $0 $0 $0 L19800216 FACILITY IMP‐ROBERTSON COMMUNITY CENTER General/Measure U $329,079 $259,902 $0 $0 $0 $0 $0 L19800227 FACILITY IMP ‐ JOHNSTON CC General/Measure U $135,000 $25,113 $0 $0 $0 $0 $0 2 Total $13,141,557 $7,464,766 $0 $0 $0 $0 $0
2, 3 L19920900 PA9 ‐ ART IN PUBLIC PLACES (APP) PROGRAM General/Measure U $1,000 $0 $0 $0 $0 $0 $0 2, 3 Total $1,000 $0 $0 $0 $0 $0 $0
2, 4, 5 C13001916 FIRE STATIONS LED 1,2,6,20,56 General/Measure U $105,000 $105,000 $0 $0 $0 $0 $0 2, 4, 5 Total $105,000 $105,000 $0 $0 $0 $0 $0
2, 4, 5, 6, 8 T15215000 TRAFFIC SIGNAL SAFETY PROJECT General/Measure U $113,788 $90,135 $0 $0 $0 $0 $0 2, 4, 5, 6, 8 Total $113,788 $90,135 $0 $0 $0 $0 $0
3 C15000830 GARDENS/ARTS REHAB OLD FS15 General/Measure U $800,000 $650,302 $0 $0 $0 $0 $0 L19108200 BARANDAS PARK PHASE 2 IMPROVEMENTS General/Measure U $2,398 $0 $0 $0 $0 $0 $0 L19141000 NINOS PKWY/RIO TIERRA DEV WT General/Measure U $353,183 $63,661 $0 $0 $0 $0 $0 L19156800 S. NATOMAS COMM PK MULTI‐PU RPO General/Measure U $21,000 $0 $0 $0 $0 $0 $0 L19809000 GARDENLAND PARK PSIP TIER III General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19809007 GARDENLAND PARK PH3 General/Measure U $16,673 $4,060 $0 $0 $0 $0 $0 L19920901 PA9 ‐ APP: S NATOMAS COMM PK General/Measure U $12,997 $1 $0 $0 $0 $0 $0 T15046100 NORTHGATE BOULEVARD STREETSCAPE TW56 General/Measure U $1,326 $0 $0 $0 $0 $0 $0 T15046101 NORTHGATE BOULEVARD SIGNALS PROJECT General/Measure U $150,000 $0 $0 $0 $0 $0 $0 T15046102 NORTHGATE FENCE REPAIR General/Measure U $100,000 $32,865 $0 $0 $0 $0 $0 3 Total $1,457,577 $750,889 $0 $0 $0 $0 $0
4 A03000100 CITY ATTORNEY AUTOMATION PROGRAM General/Measure U $1,261,565 $68,598 $0 $0 $0 $0 $0 A07001000 CITY HALL HEARING ROOMS TECHNOLOGY PROGRAM General/Measure U $12,246 $12,246 $0 $0 $0 $0 $0 B18119000 JOE’S CRABSHACK & RIO CITY CAFÉ REPAIR AND MAINTENANCE PROGRAM General/Measure U $857,089 $502,855 $0 $0 $0 $0 $0 C13000850 ANIMAL CARE SAFETY IMPROVEMENT General/Measure U $95,000 $33,120 $0 $0 $0 $0 $0 C13900390 OLD SAC DOCK REPAIR PROGRAM General/Measure U $900,408 $17,994 $0 $0 $0 $0 $0 C13900670 MCCLATCHY LIBRARY PAINT/WINDOWS General/Measure U $280,000 $105,667 $0 $0 $0 $0 $0 C13901240 CITY HALL UPS REPLACEMENT General/Measure U $140,000 $97,277 $0 $0 $0 $0 $0 C13901440 CENTRAL LIBRARY HVAC REPAIR General/Measure U $250,000 $200,771 $0 $0 $0 $0 $0 C13901530 ANIMAL CARE KENNEL VENTS &ROOF General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 C13901570 FIRE STATION 1 SECURITY GATE General/Measure U $150,000 $147,822 $0 $0 $0 $0 $0 C13901600 OLD SAC HANDRAIL/DECK REPL MT General/Measure U $100,000 $3,436 $0 $0 $0 $0 $0 C13901610 ANIMAL CARE PED GATE General/Measure U $125,000 $125,000 $0 $0 $0 $0 $0 CIP Projects by District
General/Measure U Funds
District Project # Project Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 4 C13901630 OLD SAC STEAMERS BUILDING REP. General/Measure U $300,000 $263,572 $0 $0 $0 $0 $0 C15000401 CROCKER ART MUSEUM CCTV General/Measure U $445,428 $10,058 $0 $0 $0 $0 $0 C15000403 300 RICHARDS CCTV General/Measure U $85,464 $352 $0 $0 $0 $0 $0 C15001800 WINN PARK TENANT IMPROVEMENTS General/Measure U $200,000 $200,000 $0 $0 $0 $0 $0 C15100023 HCH 2ND CONF. ROOM REMODEL/AV General/Measure U $100,000 $25,963 $0 $0 $0 $0 $0 C15100028 REVENUE DIVISION MAIL DROP/REMODEL General/Measure U $172,764 $115,320 $0 $0 $0 $0 $0 C15100029 COMMUNITY RESPONSE OFFICE SUITE 180 General/Measure U $90,000 $6,396 $0 $0 $0 $0 $0 C15100038 CITY ATTORNEY NEW SUITE RELO General/Measure U $88,453 $36,048 $0 $0 $0 $0 $0 F13000310 POLICE PROPERTY GENERATOR General/Measure U $300,000 $222,271 $0 $0 $0 $0 $0 K15125000 TWO RIVERS TRAIL PHASE II General/Measure U $34,653 $11,432 $0 $0 $0 $0 $0 L19000300 DISTRICT 4 PARK AND RESTROOM IMPROVEMENTS General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19000305 ROOSEVELT PARK RESTROOM RENOV General/Measure U $12,000 $0 $0 $0 $0 $0 $0 L19017100 TOWNSHIP 9 PARK General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19162500 SOUTHSIDE PARK IMPROVEMENTS General/Measure U $706 $706 $0 $0 $0 $0 $0 L19167000 SUTTER’S LANDING PARK PROGRAM General/Measure U $1,457,491 $844,224 $240,000 $240,000 $240,000 $240,000 $240,000 L19167007 SUTTER’S LANDING ‐ CONERGY General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19167012 SLP: 28TH AND B SKATE PARK IMP General/Measure U $220,773 $1 $0 $0 $0 $0 $0 L19167014 SLP: 28TH AND B SKATE PK PHS‐2 General/Measure U $123,791 $1 $0 $0 $0 $0 $0 L19167019 SUTTER'S LA NDING FACILITY IMP General/Measure U $700,000 $590,622 $0 $0 $0 $0 $0 L19167022 SUTTER'S LANDING GATES General/Measure U $83,224 $4,593 $0 $0 $0 $0 $0 L19167200 ARPE AT SUTTER'S LANDING General/Measure U $527,383 $153,904 $0 $0 $0 $0 $0 L19167400 STANFORD PARK RESTROOM REPLACEMENT General/Measure U $6,000 $0 $0 $0 $0 $0 $0 L19207200 CESAR CHAVEZ RESTROOM General/Measure U $360,000 $51 $0 $0 $0 $0 $0 L19706057 MU ALI YOUSSEFI SQUARE ICE SKATE RINK General/Measure U $100,000 $41,351 $0 $0 $0 $0 $0 L19706061 MU CLUNIE CENTER BATHROOM General/Measure U $25,000 $14,382 $0 $0 $0 $0 $0 L19706065 MU SUTTERS LANDING SKATE PARK General/Measure U $305,000 $35,726 $0 $0 $0 $0 $0 L19706066 MU MCKINLEY PK TT EMERGENCY EX General/Measure U $96,000 $48,615 $0 $0 $0 $0 $0 L19706068 MU STANFORD RESTROOM General/Measure U $39,000 $1,590 $0 $0 $0 $0 $0 L19706069 MU MILLER PARK RESTROOM RENOVA General/Measure U $355,000 $507 $0 $0 $0 $0 $0 L19706070 MU MILLER PARK DECK DEMOLITION General/Measure U $52,674 $1 $0 $0 $0 $0 $0 L19706507 CITYWIDE POOL REPAIR‐GLENNHALL General/Measure U $299,650 $0 $0 $0 $0 $0 $0 L19706509 CITYWIDE POOL REPAIR‐CLUNIE General/Measure U $440,000 $8,349 $0 $0 $0 $0 $0 L19706510 BERTHA WADING POOL RESURFACE General/Measure U $12,400 $0 $0 $0 $0 $0 $0 L19706512 SOUTHSIDE PARK POOL REPAIRS General/Measure U $2,400 $200 $0 $0 $0 $0 $0 L19800202 FACILITY IMP‐HART SENIOR CENTER General/Measure U $803,877 $366,270 $0 $0 $0 $0 $0 L19800217 FACILITY IMP‐CLUNIE COMMUNITY CENTER General/Measure U $55,741 $0 $0 $0 $0 $0 $0 M17100000 COMMUNITY CENTER IMPROVEMENTS PROGRAM General/Measure U $0$ 0$ 0$ 0$ 0$ 0$ 0 M17100100 CONVENTION CENTER COMPLEX RENOVATION PROJECT General/Measure U $2,890,000 $0 $0 $0 $0 $0 $0 M17100101 CONVENTION CENTER EXPANSION PROGRAM General/Measure U $225,119 $0 $0 $0 $0 $0 $0 M17100102 COMMUNITY CENTER THEATER RENOVATION PROGRAM General/Measure U $5,063,830 $0 $0 $0 $0 $0 $0 M17100103 MEMORIAL AUDITORIUM UPGRADE PROGRAM General/Measure U $506,051 $0 $0 $0 $0 $0 $0 M17100104 APP‐SCC COMPLEX RENOVATION General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 M17100700 COMMUNITY CENTER SECURITY SYSTEM PROGRAM General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 M17101000 MEMORIAL AUDITORIUM IMPROVEMENTS PROGRAM General/Measure U $80,000 $0 $0 $0 $0 $0 $0 M17500000 HARBOR DREDGING PROGRAM General/Measure U $1,335,717 $156,652 $0 $0 $0 $0 $0 M17700000 OLD SACRAMENTO SERVICE COURTS & SUPPORT FACILITIES PROGRAM General/Measure U $1,024,334 $602,759 $0 $0 $0 $0 $0 M17700001 SERVICE COURT 11 REMODEL General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 M17700100 OLD SACRAMENTO DISTRICT IMPROVEMENTS PROGRAM General/Measure U $873,580 $387,665 $0 $0 $0 $0 $0 M17700101 PIONEER PARK IMP. General/Measure U $200,000 $149,498 $0 $0 $0 $0 $0 R15188516 R STREET REFORESTATION General/Measure U $10,000 $0 $0 $0 $0 $0 $0 S18160100 CENTRAL CITY WAYFINDING General/Measure U $100,000 $52,958 $0 $0 $0 $0 $0 T15029011 SVS PLATFORM REPAIRS General/Measure U $2,516,821 $1,964,701 $0 $0 $0 $0 $0 T15029060 INTERMODAL PHASE 3 PLANNING General/Measure U $195,337 $0 $0 $0 $0 $0 $0 T15175100 CAPITOL MALL REVITALIZATION General/Measure U $210,000 $0 $0 $0 $0 $0 $0 T15185100 MCKINLEY VILLAGE ALTERNATIVE TRANSPORTATION & CENTRAL CITY STREETLIGHTS PHASE 2 IMPROVEMEGeneral/Measure U $7,800 $0 $0 $0 $0 $0 $0 V15710000 PARKING FACILITIES DEVELOPMENT PROGRAM General/Measure U $204,942 $0 $0 $0 $0 $0 $0 Y13000200 CANNON‐SCOLLAN LANDFILL CLOSURE PROGRAM General/Measure U $900,000 $900,000 $0 $0 $0 $0 $0 Y14000907 28TH STREET OFFICE IMPROVEMENT PROJECT General/Measure U $416,000 $349,907 $0 $0 $0 $0 $0 4 Total $29,025,711 $9,081,430 $240,000 $240,000 $240,000 $240,000 $240,000 4, 5, 6 L19920500 PA5 ‐ ART IN PUBLIC PLACES (APP) PROGRAM General/Measure U $585 $585 $0 $0 $0 $0 $0 4, 5, 6 Total $585 $585 $0 $0 $0 $0 $0
CIP Projects by District
General/Measure U Funds
District Project # Project Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 4, 5, 7 K15165101 DEL RIO TRAIL PUBLIC ART General/Measure U $10,000 $10,000 $0 $0 $0 $0 $0 4, 5, 7 Total $10,000 $10,000 $0 $0 $0 $0 $0
4, 6 L19920600 PA6 ‐ ART IN PUBLIC PLACES (APP) PROGRAM General/Measure U $4,400 $4,400 $0 $0 $0 $0 $0 4, 6 Total $4,400 $4,400 $0 $0 $0 $0 $0
5 C13900770 OAK PARK COMMUNITY CENTER RENOVATION General/Measure U $126,159 $34,822 $0 $0 $0 $0 $0 C13901160 SACY BUILDING 4 ELECTRICAL REHABILITATION General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 C13901540 FIRE STATION 6 KITCHEN REMOD. General/Measure U $300,000 $300,000 $0 $0 $0 $0 $0 C15000402 SACY CCTV General/Measure U $64,650 $0 $0 $0 $0 $0 $0 D01000500 CNF ‐ DISTRICT 5 1140 General/Measure U $3,438 $3,438 $0 $0 $0 $0 $0 L19706035 MU AIRPORT LEAGU BALL FIELD RP General/Measure U $247,965 $245 $0 $0 $0 $0 $0 L19706052 MU OAK PARK CC CRIME PREVENT General/Measure U $88,182 $3,147 $0 $0 $0 $0 $0 L19706505 CITYWIDE POOL REPAIR‐MCCLATCHY General/Measure U $409,617 $394,464 $0 $0 $0 $0 $0 L19800206 FACILITY IMP‐OAK PARK COMMUNITY CENTER General/Measure U $440,797 $252,861 $0 $0 $0 $0 $0 5 Total $1,680,808 $988,976 $0 $0 $0 $0 $0
5, 7 K15165100 DEL RIO TRAIL General/Measure U $206,611 $0 $0 $0 $0 $0 $0 5, 7 Total $206,611 $0 $0 $0 $0 $0 $0
5, 8 L19920400 PA4 ‐ ART IN PUBLIC PLACES (APP) PROGRAM General/Measure U $ 5$ 5$ 0$ 0$ 0$ 0$ 0 5, 8 Total $5 $5 $0 $0 $0 $0 $0
6 F13000102 911 COM M CENTER ELECTRICAL General/Measure U $800,000 $22,459 $0 $0 $0 $0 $0 L19186100 OKI PARK RESTROOM RENOVATION General/Measure U $50,000 $0 $0 $0 $0 $0 $0 L19192100 PARKS, PARKWAYS, & OPEN SPACES General/Measure U $51,685 $50,337 $0 $0 $0 $0 $0 L19192101 TAHOE PARK POOL SHADE General/Measure U $414,000 $28,941 $0 $0 $0 $0 $0 L19192103 MAE FONG SOCCER FIELD General/Measure U $371,000 $0 $0 $0 $0 $0 $0 L19192104 GLENBROOK RIVER ACCESS General/Measure U $100,000 $102 $0 $0 $0 $0 $0 L19192105 TAHOE TALLAC IMPROVEMENTS General/Measure U $289,315 $7 $0 $0 $0 $0 $0 L19192106 GRANITE DOG PARK LIGHTING General/Measure U $250,000 $250,000 $0 $0 $0 $0 $0 L19192107 GRANITE PARK PLAYGROUND General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19192108 OKI PARK OPEN SPACE General/Measure U $250,000 $250,000 $0 $0 $0 $0 $0 L19706037 MU OKI PARK FIELD RENOVATIONS General/Measure U $31,500 $17,845 $0 $0 $0 $0 $0 L19706502 OKI PARK POOL REPAIRS General/Measure U $174 $0 $0 $0 $0 $0 $0 L19706506 CITYWIDE POOL REPAIR‐TAHOE General/Measure U $285,567 $0 $0 $0 $0 $0 $0 L19706511 COLONIAL WADING POOL RESURFACE General/Measure U $18,290 $0 $0 $0 $0 $0 $0 L19800207 FACILITY IMP‐GEORGE SIM COMMUNITY CENTER General/Measure U $8,451 $0 $0 $0 $0 $0 $0 L19800210 FACILITY IMP‐COLOMA COMMUNITY CENTER General/Measure U $67,694 $50,001 $0 $0 $0 $0 $0 L19806000 GRANITE ALL WEATHER FIELD PROGRAM General/Measure U $212,409 $212,409 $0 $0 $0 $0 $0 T15216100 MORRISON CREEK TRAIL General/Measure U $25,000 $4,238 $0 $0 $0 $0 $0 6 Total $3,225,085 $886,339 $0 $0 $0 $0 $0
7 C13900810 PSAB FLOORING General/Measure U $349,971 $4,108 $0 $0 $0 $0 $0 C13900950 PSAB STRUCTURAL REPAIR PHASE 2 General/Measure U $200,000 $63,701 $0 $0 $0 $0 $0 C13901340 BELLE COOLEDGE LIBRARY EXTERIOR TILE General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 C13901590 PSAB CONTROLS UPGRADE General/Measure U $275,000 $30,000 $0 $0 $0 $0 $0 D01000702 FREEPORT RESERVOIR ENHNSMT1140 General/Measure U $64,419 $0 $0 $0 $0 $0 $0 K15185000 SACRAMENTO RIVER PARKWAY BIKE TRAIL General/Measure U $330,199 $0 $0 $0 $0 $0 $0 K15185005 SACRAMENTO RIVER PARKWAY PRELIMINARY General/Measure U $4,172,451 $3,887,759 $0 $0 $0 $0 $0 L19005100 CONLIN COMPLEX IMPROVEMENTS General/Measure U $97,471 $31,522 $0 $0 $0 $0 $0 L19012600 LAND PARK ELECTRICAL SERVICE P General/Measure U $53,000 $10,060 $0 $0 $0 $0 $0 L19012800 SWANSTON FOUNTAIN RECIRCULATIO General/Measure U $287,000 $598 $0 $0 $0 $0 $0 L19013900 DISTRICT 7 PARK SIGNS REPLACEMENT General/Measure U $327,510 $324,964 $0 $0 $0 $0 $0 L19120300 GARCIA BEND PK CT RENOVATIONS General/Measure U $275,000 $254,808 $0 $0 $0 $0 $0 L19128300 LAND PARK AMPHITHEATER RENOVATION General/Measure U $778,000 $406,931 $0 $0 $0 $0 $0 L19159600 SHORE PARK IMPROVEMENTS General/Measure U $50,000 $3,353 $0 $0 $0 $0 $0 L19703600 GARCIA BEND PARK IMPROVEMENT General/Measure U $35,341 $35,218 $0 $0 $0 $0 $0 L19706032 MU LAND PK RESTROOM DEMO/REPLA General/Measure U $205,963 $1 $0 $0 $0 $0 $0 L19706033 MU LAND PARK WALKWAY REPAIRS General/Measure U $108,211 $8,268 $0 $0 $0 $0 $0 L19706044 MU CITY CEMETERY SURVEY General/Measure U $695,000 $242,328 $0 $0 $0 $0 $0 L19706074 MU LAND PARK RESTROOM REPLACE General/Measure U $250,000 $250,000 $0 $0 $0 $0 $0 L19800218 FACILITY IMP‐4TH R SUTTERVILLE General/Measure U $74,914 $0 $0 $0 $0 $0 $0 M17900000 FUNDERLAND FOOD CONCESSION General/Measure U $188,720 $0 $0 $0 $0 $0 $0 7 Total $8,918,170 $5,653,619 $0 $0 $0 $0 $0
7, 8 K15155000 SOUTH SACRAMENTO PARKWAY TRAIL ‐ WEST General/Measure U $18,286 $0 $0 $0 $0 $0 $0 7, 8 Total $18,286 $0 $0 $0 $0 $0 $0
CIP Projects by District
General/Measure U Funds
District Project # Project Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 8 C13000200 MEADOWVIEW REMEDIATION PROGRAM General/Measure U $0 $0 $70,000 $70,000 $70,000 $70,000 $70,000 C13000202 MEADOWVIEW COMMUNITY CENTER PCE REMEDIATION General/Measure U $2,004,000 $30,308 $0 $0 $0 $0 $0 C15000840 MLK LIBRARY RENOVATION General/Measure U $30,000 $26,393 $0 $0 $0 $0 $0 D01000817 UTILITY BOX ART WRAPS General/Measure U $22,800 $910 $0 $0 $0 $0 $0 D01000818 DISTRICT 8 ‐ POD'S General/Measure U $50,854 $0 $0 $0 $0 $0 $0 L19111700 CABRILLO PARK IRRIGATION General/Measure U $50,000 $34,696 $0 $0 $0 $0 $0 L19171200 VALLEY HI PARK PLAYGROUND REPL General/Measure U $99,000 $5,136 $0 $0 $0 $0 $0 L19706063 MU CABRILLO POOL MEN RESTROOM General/Measure U $220,570 $220,337 $0 $0 $0 $0 $0 L19706075 MU REITH PARK IMPROVEMENTS General/Measure U $300,000 $300,000 $0 $0 $0 $0 $0 L19706508 CITYWIDE POOL REPAIR‐PANNELL General/Measure U $14,369 $1 $0 $0 $0 $0 $0 L19800204 FACILITY IM P‐ MEADOWVIEW COMMUNITY CENTER General/Measure U $150,923 $75,000 $0 $0 $0 $0 $0 8 Total $2,942,516 $692,781 $70,000 $70,000 $70,000 $70,000 $70,000 All A04000100 CITY CLERK AUTOMATION PROGRAM General/Measure U $1,390,124 $927,857 $60,000 $60,000 $60,000 $60,000 $60,000 A04000102 REDISTRICTING General/Measure U $240,000 $100,885 $0 $0 $0 $0 $0 A04000103 2021 AGENDA MGMT UPGRADE General/Measure U $58,000 $58,000 $0 $0 $0 $0 $0 A07000300 IT EQUIPMENT REPLACEMENT PROGRAM General/Measure U $2,961,221 $680,000 $680,000 $680,000 $680,000 $680,000 $680,000 A07000302 VOIP PHONE & VOICE MAIL SYSTEM PROGRAM General/Measure U $4,138,077 $674,130 $0 $0 $0 $0 $0 A07000303 VIRTUAL SERVER & STORAGE PROGRAM General/Measure U $2,172,775 $879,978 $0 $0 $0 $0 $0 A07000309 GIS PROGRAM ENHANCEMENT & REPLACEMENT General/Measure U $200,000 $163,852 $0 $0 $0 $0 $0 A07000311 CARD KEY REPLACEMENT General/Measure U $227,629 $0 $0 $0 $0 $0 $0 A07000400 CITYWIDE FIBER EXPANSION PROGRAM General/Measure U $429,438 $2,388 $0 $0 $0 $0 $0 A07000600 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT PROGRAM General/Measure U $12,020,714 $0 $0 $0 $0 $0 $0 A07000608 FY16 HYPERION UPGRADE ‐ SUPPORT General/Measure U $1,041,600 $125,000 $0 $0 $0 $0 $0 A07000609 ECAPS ‐ PAYROLL ENHANCEMENTS General/Measure U $108,678 $0 $0 $0 $0 $0 $0 A07000699 RESERVE PROGRAM General/Measure U $399,415 $208,595 $0 $0 $0 $0 $0 A07000700 DIGITAL STRATEGY General/Measure U $0 $0 $706,542 $0 $0 $0 $0 A07000702 AUTOMATED BIDS & DIGITAL SIGNATURE (ABCD) General/Measure U $2,351,146 $9,576 $0 $0 $0 $0 $0 A07000705 CITYWIDE RECORD MANAGEMENT General/Measure U $153,895 $87,809 $0 $0 $0 $0 $0 A07000706 ONLINE PAYMENTS General/Measure U $103,767 $96,019 $0 $0 $0 $0 $0 A07000710 311 CHAT AUTOMATION General/Measure U $100,000 $45,988 $0 $0 $0 $0 $0 A07000799 IT CRITICAL INFRASTRUCTURE General/Measure U $2,990,190 $2,990,190 $0 $0 $0 $0 $0 A07000800 IT SECURITY PROGRAM General/
Measure U $137,870 $0 $0 $0 $0 $0 $0
A07000801 SECURITY ENHANCEMENTS General/Measure U $206,007 $202,949 $0 $0 $0 $0 $0 A07001100 ECAPS ENHANCEMENT General/Measure U $1,246,350 $379,056 $0 $0 $0 $0 $0 A07001200 CITYWIDE CASHIERING General/Measure U $840,000 $91,512 $0 $0 $0 $0 $0 A07001300 311 MOBILE APPLICATION MODERNIZATION General/Measure U $106,615 $970 $0 $0 $0 $0 $0 A07001400 NEW GENERATION FIREWALL REPLACEMENT General/Measure U $715,452 $11,584 $0 $0 $0 $0 $0 A07001500 GRANTS MANAGEMENT TECHNOLOGY SYSTEM General/Measure U $800,000 $676,800 $0 $0 $0 $0 $0 A07001600 FIBER OPTIC INFRASTRUCTURE PROGRAM General/Measure U $600,000 $432,925 $200,000 $200,000 $200,000 $200,000 $200,000 A21006400 PLANNING TECHNOLOGY PROGRAM General/Measure U $1,058,950 $0 $0 $0 $0 $0 $0 A21006600 BUILDING PERMIT TECHNOLOGY PROGRAM General/Measure U $3,147,475 $0 $0 $0 $0 $0 $0 C13000400 FACILITY ADA COMPLIANCE PROGRAM General/Measure U $2,522,483 $357,929 $500,000 $500,000 $500,000 $500,000 $500,000 C13000453 ADA TRANSITION PL AN UPDATE PROGRAM General/Measure U $411,580 $0 $0 $0 $0 $0 $0 C13001900 ENERGY REINVESTMENT PROGRAM General/Measure U $442,775 $104,240 $0 $0 $0 $0 $0 C13001914 CITY FACILITY ENERGY RETROFIT PROGRAM General/Measure U $1,188,256 $1,188,256 $0 $0 $0 $0 $0 C13900000 CITY FACILITY REINVESTMENT PROGRAM General/Measure U $836,277 $642,240 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 C13900750 CAMP SACRAMENTO ELECTRICAL UPGRADE General/Measure U $1,000,000 $425,939 $0 $0 $0 $0 $0 C15000400 SECURITY CAMERA REPLACEMENT PROGRAM General/Measure U $257,988 $153,876 $24,520 $24,520 $24,520 $24,520 $24,520 C15001300 DEVELOPMENT OF SLEEPING CABINS General/Measure U $650,000 $65,802 $0 $0 $0 $0 $0 C15001600 ELECTRIC VEHICLE SUPPLY EQUIPMENT PROJECT General/Measure U $270,050 $69,979 $0 $0 $0 $0 $0 C15100000 CITY FACILITY IMPROVEMENTS PROGRAM General/Measure U $55,707 $55,707 $0 $0 $0 $0 $0 C15210000 SACRAMENTO EV BLUEPRINT PHASE2 General/Measure U $374,208 $211,814 $0 $0 $0 $0 $0 C15210050 SACRAMENTO EV BL
UEPRINT PHASE 2 INFRASTRUCTURE General/Measure U $11,806 $0 $0 $0 $0 $0 $0 D01000000 COMMUNITY NEIGHBORHOOD IMPROVEMENTS PROGRAM General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 D05000100 CITY TREASURER INVESTMENT MANAGEMENT RESERVE PROGRAM General/Measure U $710,372 $52,769 $0 $0 $0 $0 $0 D05000101 EBANKING PROGRAM General/Measure U $202,025 $103,500 $0 $0 $0 $0 $0 F11100500 BODY WORN CAMERA AND CONDUCTIVE ELECTRICAL DEVICE PROGRAM General/Measure U $488,846 $488,846 $1,644,500 $2,100,000 $2,100,000 $2,100,000 $2,100,000 F11100522 OSP 7: YEAR 1 General/Measure U $1,058,409 $0 $0 $0 $0 $0 $0 F11100523 OSP 7 ‐ YEAR 2 General/Measure U $2,093,985 $2,093,985 $0 $0 $0 $0 $0 F11100600 POLICE DEPARTMENT IT CRITICAL INFRASTRUCTURE PROGRAM General/Measure U $2,236,500 $478,025 $600,000 $600,000 $625,000 $625,000 $625,000 F11100623 PSIT CI ‐ FY23 CHIL D General/Measure U $651,312 $450,650 $0 $0 $0 $0 $0 CIP Projects by District
General/Measure U Funds
District Project # Project Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 All F11100700 POLICE DEPARTMENT FLEET EQUIPMENT AND TECHNOLOGY PROGRAM General/Measure U $4,489,354 $912,269 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 F11100800 POLICE SAFETY EQUIPMENT PROGRAM General/Measure U $4,048,203 $938,244 $1,001,000 $1,001,000 $1,001,000 $1,001,000 $1,001,000 F12000200 ADVANCED LIFE SUPPORT EQUIPMENT PROGRAM General/Measure U $0 $0 $1,050,000 $1,769,607 $1,553,726 $1,578,912 $1,050,000 F12000201 ALS ‐ DURABLE EQUIPMENT PROGRAM General/Measure U $7,517,008 $2,575,776 $0 $0 $0 $0 $0 F12000202 ALS ‐ AMBULANCES PROGRAM General/Measure U $11,749,770 $2,729,830 $0 $0 $0 $0 $0 F12000203 ALS ‐ GURNEYS PROGRAM General/Measure U $1,123,472 $315,964 $0 $0 $0 $0 $0 F12000204 ALS ‐ PATIENT CARE TABLETS General/Measure U $938,677 $487,492 $0 $0 $0 $0 $0 F12000205 ALS ‐  POWER LOADS General/Measure U $1,020,000 $678,056 $0 $0 $0 $0 $0 F12000300 FIRE APPARATUS PROGRAM General/Measure U $41,522,282 $1,657,005 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 F12000500 FIRE SAFETY EQUIPMENT PROGRAM General/Measure U $7,477,207 $2,542,807 $850,000 $850,000 $850,000 $850,000 $850,000 F12000501 THERMAL IM
AGING CAMERAS General/Measure U $660,000 $243,509 $0 $0 $0 $0 $0 F13000300 PUBLIC SAFETY ADMINISTRATION FACILITIES GENERATOR UPGRADE PROGRAM General/Measure U $1,383,697 $374,832 $150,000 $150,000 $150,000 $150,000 $150,000 F13000800 FIRE STATION REPLACEMENT PROGRAM General/Measure U $143 $0 $0 $0 $0 $0 $0 K15125200 BIKE PARKING PROGRAM General/Measure U $49,100 $0 $0 $0 $0 $0 $0 K15185100 BIKEWAY IMPROVEMENTS & ALTERNATIVE MODES PROGRAM General/Measure U $122,866 $107,976 $0 $0 $0 $0 $0 K15185109 BIKESHARE BIKE CORRALS General/Measure U $200,000 $0 $0 $0 $0 $0 $0 K15195100 SHARED‐RIDEABLE IMPLEMENTATION PROGRAM General/Measure U $1,060,359 $352,552 $0 $0 $0 $0 $0 K15222100 PEDESTRIAN AND BIKE TRAIL REPAIR AND MAINTENANCE PROGRAM General/Measure U $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 L15000100 CITYWIDE PARK TREE ASSESSMENT General/Measure U $350,000 $111,937 $0 $0 $0 $0 $0 L19003500 REGIONAL PARK/PARKWAYS PROGRAM General/Measure U $755,705 $183,547 $0 $0 $0 $0 $0 L19703100 PARK MAINTENANCE IRRI SYS 4727 General/Measure U $2,473,459 $6,009 $0 $0 $0 $0 $0 L19706000 MEASURE U PARK MAINTENANCE IMPROVEMENTS General/Measure U $2,044,261 $887,929 $0 $0 $0 $0 $0 L19706046 MU CITYWIDE SIDEWALK REPAIRS General/Measure U $2,060,000 $611,144 $0 $0 $0 $0 $0 L19706049 MU BALLFIELD IMPROVEMENTS General/Measure U $669,847 $234,286 $0 $0 $0 $0 $0 L19706051 MU PARK SAFETY SECURITY CAMERA General/Measure U $369,648 $37,962 $0 $0 $0 $0 $0 L19706060 MU COMMUNITY GARDENS General/Measure U $150,000 $65,052 $0 $0 $0 $0 $0 L19706064 MU LIFEGUARD STANDS ‐ WADING P General/Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19706073 MU CITYWIDE SPORTS CT RESURFAC General/Measure U $410,000 $410,000 $0 $0 $0 $0 $0 L19706076 PARK MAINTENANCE IRRIGATION U P General/Measure U $280,000 $35,426 $0 $0 $0 $0 $0 L19706077 POND REPAIR AND REPLACEMENTS General/Measure U $63,326 $63,326 $0 $0 $0 $0 $0 L19706078 PM ‐ ELECTRICAL UPGRADES General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 L19706079 PLAYGROUND REPAIR & MAINT General/Measure U $130,000 $130,000 $0 $0 $0 $0 $0 L19706080 PM PARKING LOT IMPROVEMENTS General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 L19706500 CITYWIDE POOL ASSESSMENT/REPAIR PROGRAM General/Measure U $2,575,577 $2,287,674 $0 $0 $0 $0 $0 L19800200 RECREATION FACILITY IMPS General/Measure U $1,145,178 $1,145,178 $0 $0 $0 $0 $0 L19800201 FACILITY IMP‐CAMP SACRAMENTO General/Measure U $643,641 $215,264 $0 $0 $0 $0 $0 L19800211 FACILITY IMP‐ACCESS LEISURE General/Measure U $166,645 $101,774 $0 $0 $0 $0 $0 L19800213 FACILITY IMP‐SACRAMENTO SFTBAL General/Measure U $360,110 $350,000 $0 $0 $0 $0 $0 L19800214 FACILITY IMP‐VAR BAL L FIELDS General/Measure U $83,515 $0 $0 $0 $0 $0 $0 L19800220 CENTER ACTIVE NET‐ SUPPORT General/Measure U $30,000 $12,350 $0 $0 $0 $0 $0 L19800221 CCTV PROJECTS General/Measure U $112,637 $32,877 $0 $0 $0 $0 $0 L19800225 FACILITY IMP ‐ MUSCO LIGHTING General/Measure U $49,981 $3,262 $0 $0 $0 $0 $0 L19800228 PUBLIC COUNTER IMPRVMTS @ 7 CC General/Measure U $220,000 $169,326 $0 $0 $0 $0 $0 L19800229 WIFI ACCESS & IMPROVMENTS General/Measure U $80,000 $61,617 $0 $0 $0 $0 $0 L19800230 FACILITY IMP‐CTR BOTTLE FILLER General/Measure U $50,000 $45,809 $0 $0 $0 $0 $0 L19800231 FACILITY IMP‐ CC FLOORING General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 L19900300 PARKS & RECREATION RESERVATION SYSTEM PROGRAM General/Measure U $247,910 $1,485 $0 $0 $0 $0 $0 L19920000 ART IN PUBLIC PLACES PROGRAM General/ Measure U $ 0$ 0$ 0$ 0$ 0$ 0$ 0 R15078400 URBAN FOREST ENHANCEMENT PROGRAM General/Measure U $294,290 $0 $0 $0 $0 $0 $0 S15121800 STREETLIGHT/COPPER WIRE REPAIR PROGRAM General/Measure U $953,677 $0 $0 $0 $0 $0 $0 T15007200 STATE AND FEDERAL GRANT MATCH PROGRAM General/Measure U $4,500,000 $4,500,000 $0 $0 $0 $0 $0 T15100900 ALLEY ABATEMENT PROGRAM General/Measure U $485,035 $28,412 $90,000 $90,000 $90,000 $90,000 $90,000 Z14003614 MEADOWVIEW COMMUNICATION TOWER General/Measure U $100,000 $100,000 $0 $0 $0 $0 $0 All Total $160,924,545 $41,837,576 $13,856,562 $14,325,127 $14,134,246 $14,159,432 $13,630,520 Grand Total $223,725,706 $68,303,608 $14,166,562 $14,635,127 $14,444,246 $14,469,432 $13,940,520 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 1 L19001406 STUDIO T ARTS URBAN DANCE ACAD Grants $500,000 $0 $0 $0 $0 $0 $0 L19009100 GREENBRIAR PHASE 1 PARK DEVELO Grants $30,000 $0 $0 $0 $0 $0 $0 L19009100 GREENBRIAR PHASE 1 PARK DEVELO Park Development $73,193 $36,127 $0 $0 $0 $0 $0 L19009103 GREENBRIAR PHASE 2 Park Development $11,070 $0 $0 $0 $0 $0 $0 L19109210 BLACKBIRD PARK PHASE 2P a r k Development $960,408 $878,206 $0 $0 $0 $0 $0 L19138100 MEADOWS COMMUNITY PK PH ONE Park Development $3,015,749 $1 $0 $0 $0 $0 $0 L19138100 MEADOWS COMMUNITY PK PH O N E T r a n s p o r t a t i o n $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19138110 MEADOWS PARK PHASE 2P a r k Development $784,251 $66,404 $0 $0 $0 $0 $0 L19138110 MEADOWS PARK PHASE 2 Transportation $46,670 $46,670 $0 $0 $0 $0 $0 L19138120 MEADOWS PARK PHASE 3P a r k Development $1,200,000 $1,200,000 $0 $0 $0 $0 $0 L19140200 NNRP‐FARMERS MARKET & PARKING Other $0 $0 $0 $0 $0 $0 $0 L19140200 NNRP‐FARMERS MARKET & PARKING Park Development $1,631,464 $82 $0 $0 $0 $0 $0 L19140218 NN REG FIELD PKNG LOT LIGHTING Park Development $310,714 $0 $0 $0 $0 $0 $0 L19140400 NORTH NATOMAS MASTER PLAN AMEN Other $55,083 $55,083 $0 $0 $0 $0 $0 L19140400 NORTH NATOMAS MASTER PLAN AMEN Park Development $73,350 $1 $0 $0 $0 $0 $0 L19140400 NORTH NATOMAS MASTER PLAN AMEN Transportation $397,776 $397,776 $0 $0 $0 $0 $0 L19140500 NNRP ‐ DOG PARK RELOCATION Park Development $1,105,707 $1 $0 $0 $0 $0 $0 L19152400 REGENCY PARK PLAYGROUND RENOVATION Park Development $459,767 $38,294 $0 $0 $0 $0 $0 L19168500 SWAINSON'S HAWK PK PH2 Park Development $250,000 $117 $0 $0 $0 $0 $0 L19175300 WESTSHORE PARK Park Development $1,914,484 $1,727,288 $0 $0 $0 $0 $0 L19175301 WESTSHORE PARK SURVEY Park Development $10,516 $2,384 $0 $0 $0 $0 $0 L19184000 VALLEY OAK PARK IMPR Park Development $49,388 $1 $0 $0 $0 $0 $0 L19184002 VALLEY OAK PARK PHASE 2P a r k Development $491,552 $2,461 $0 $0 $0 $0 $0 L19300001 N. NATOMAS AQUA CTR PROJ CONST Park Development $250,000 $246,955 $0 $0 $0 $0 $0 L19300007 D1‐NNRP GREAT MEADOW Park Development $250,000 $250,000 $0 $0 $0 $0 $0 L19803502 REGENCY PARK DEFERRED MAIN Other $10,866 $1 $0 $0 $0 $0 $0 L19803507 HERON 4TH R DEFERRED MAINT Other $20,000 $2,649 $0 $0 $0 $0 $0 L19803511 NATOMAS PK 4TH R DEF MAINT Other $438 $0 $0 $0 $0 $0 $0 L19921001 PA10 ‐ APP: BURBERRY PK Other $26,127 $167 $0 $0 $0 $0 $0 L19921001 PA10 ‐ APP: BURBERRY PK Park Development $20,500 $0 $0 $0 $0 $0 $0 L19921002 PA10 ‐ APP: VALLEY OAK PARK Park Development $16,879 $0 $0 $0 $0 $0 $0 L19921003 PA10 ‐ APP: DOGWOOD PARK Park Development $26,126 $1,798 $0 $0 $0 $0 $0 L19921004 PA10 ‐ APP: NORTH NATOMAS REGIONAL PARK Park Development $162,500 $10,000 $0 $0 $0 $0 $0 L19921006 PA10 ‐ APP: NNCCAC Other $8,000 $8,000 $0 $0 $0 $0 $0 T15008800 NORTH NATOMAS FREEWAY MONITORING PROGRAM Other $282,135 $41,145 $11,500 $11,500 $11,500 $11,500 $11,500 T15122305 MAIN AVE ABUTMENT & SHEAR KEY Transportation $35,000 $17,888 $0 $0 $0 $0 $0 1 Total $14,479,713 $5,029,499 $11,500 $11,500 $11,500 $11,500 $11,500 1, 2 L19920200 PA2 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Other $0 $0 $0 $0 $0 $0 $0 L19920200 PA2 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $26,875 $26,875 $0 $0 $0 $0 $0 L19920800 PA8 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Other $17,022 $0 $0 $0 $0 $0 $0 L19920800 PA8 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $53,238 $53,238 $0 $0 $0 $0 $0 T15095200 RIO LINDA BOULEVARD AND MAIN AVENUE BRIDGE Grants $8,010,543 $10 $0 $0 $0 $0 $0 T15095200 RIO LINDA BOULEVARD AND MAIN AVENUE BRIDGE Other $439,038 $0 $0 $0 $0 $0 $0 T15095200 RIO LINDA BOULEVARD AND MAIN AVENUE BRIDGE Transportation $2,627,418 $175,203 $0 $0 $0 $0 $0 T15095201 RIO LINDA BOULEVARD & MAIN AVENUE BRIDGE‐ PLANT ESTABLISHMENT Grants $132,795 $20,803 $0 $0 $0 $0 $0 T15095201 RIO LINDA BOULEVARD & MAIN AVENUE BRIDGE‐ PLANT ESTABLISHMENT Transportation $17,553 $7,270 $0 $0 $0 $0 $0 T15145600 BELL AVENUE COMPLETE STREET REHABILITATION Grants $5,759,968 $47,347 $0 $0 $0 $0 $0 T15145600 BELL AVENUE COMPLETE STREET REHABILITATION Transportation $1,054,318 $262,013 $0 $0 $0 $0 $0 X14160501 SUMP 87 DIVERSION Utilities $1,464,387 $965,618 $0 $0 $0 $0 $0 1, 2 Total $19,603,155 $1,558,376 $0 $0 $0 $0 $0
1, 2, 3, 8 Z14110108 GROUNDWATER FLUSH‐TO‐WASTE Utilities $8,026,500 $101,083 $0 $0 $0 $0 $0 1, 2, 3, 8 Total $8,026,500 $101,083 $0 $0 $0 $0 $0
1, 2, 4, 5, 7, 8 T15185600 HSIP 8 ‐ TRAFFIC AND PEDESTRIAN SIGNALS Grants $5,292,800 $411,125 $0 $0 $0 $0 $0 T15185600 HSIP 8 ‐ TRAFFIC AND PEDESTRIAN SIGNALS Transportation $2,269,500 $1,854,806 $0 $0 $0 $0 $0 1, 2, 4, 5, 7, 8 Total $7,562,300 $2,265,931 $0 $0 $0 $0 $0 1, 2, 5, 6, 7, 8 T15180405 ACTIVE TRANSPORTATION AUDITS Transportation $700,000 $699,764 $0 $0 $0 $0 $0 1, 2, 5, 6, 7, 8 Total $700,000 $699,764 $0 $0 $0 $0 $0 1, 3 L19920100 PA1 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $125,526 $103,526 $0 $0 $0 $0 $0 L19921000 PA10 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Other $6,700 $6,700 $0 $0 $0 $0 $0 L19921000 PA10 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $341,260 $338,160 $0 $0 $0 $0 $0 W14121100 CFD 97‐01 IMPROVEMENTS N N C D P O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 W14121102 CFD 97‐01 MAIN DRAIN DREDGING Other $830,456 $684,097 $0 $0 $0 $0 $0 W14121103 CFD 97‐01 CLEAN UP Other $452,468 $335,064 $0 $0 $0 $0 $0 1, 3 Total $1,756,410 $1,467,548 $0 $0 $0 $0 $0
CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 2 C15000850 NORTH SACRAMENTO LIBRARY RELOCATION Grants $0 $0 $493,000 $0 $0 $0 $0 C15001402 L E X I N G T O N / D I X I E N A N N E ( L A N D ) O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 C15001501 SAFE PARKING AT ROSEVILLE ROAD RT STATION Other $104,272 $0 $0 $0 $0 $0 $0 C15001505 COLFAX YARD SAFE PARKING Other $821,504 $129,329 $0 $0 $0 $0 $0 C15001506 ELEANOR YARD SLEEPING CABINS Other $167,952 $0 $0 $0 $0 $0 $0 C15001507 LEXINGTON/DIXIEANNE SLEEPING CABINS Other $186,008 $0 $0 $0 $0 $0 $0 L19001410 GRANT DRUM LINE MUSIC ASSOCIAT Grants $75,000 $75,000 $0 $0 $0 $0 $0 L19003504 RENFREE/DEL PASO REGIONAL REPAIRS Park Development $4,287 $4,287 $0 $0 $0 $0 $0 L19108300 DISTRICT 2 PLYGRND, SPORTS CT Park Development $377,294 $1 $0 $0 $0 $0 $0 L19115100 WINNER’S CIRCLE PARK Park Development $100,000 $96,204 $0 $0 $0 $0 $0 L19145200 OFFICER TARA O'SULLIVAN MEMORIAL Park Development $14,475 $0 $0 $0 $0 $0 $0 L19147200 WOODLAKE PARK WALKWAY IMPROVE Park Development $30,000 $27,843 $0 $0 $0 $0 $0 L19155110 ROBLA COMMUNITY PARK Other $200,000 $0 $0 $0 $0 $0 $0 L19155110 ROBLA COMMUNITY PARK Park Development $93,213 $0 $0 $0 $0 $0 $0 L19190200 ROBERTSON PARK MASTER PLAN AMENDMENT STUDY Park Development $24,877 $1,098 $0 $0 $0 $0 $0 L19190300 DEL PASO HEIGHTS SPORTS C O M P L X O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19190300 DEL PASO HEIGHTS SPORTS COMPLX Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19190302 ROBERTSON PARK SOFTBALL FIELD Other $277,146 $0 $0 $0 $0 $0 $0 L19196200 MAMA MARKS PARK IMPROVEMENTS Other $600,000 $600,000 $0 $0 $0 $0 $0 L19196200 MAMA MARKS PARK IMPROVEMENTS Park Development $310,000 $13,610 $0 $0 $0 $0 $0 L19205100 TRIANGLE PK PLAYGROUND REPLACE Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19703700 HAGGINWOOD PARK SOCCER F I E L D G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19703700 HAGGINWOOD PARK SOCCER FIELD Other $177,952 $177,952 $0 $0 $0 $0 $0 L19808810 HAGGINWOOD PARK SAFETY IMPROVE Park Development $200,000 $2,383 $0 $0 $0 $0 $0 L19911800 DEL PASO REG PK‐SOFTBALL COMPL Grants $350,000 $350,000 $0 $0 $0 $0 $0 R15200026 EXPOSITION BOULEVARD REHABILITATION Transportation $65,000 $19,664 $0 $0 $0 $0 $0 R15210021 DEL PASO BOULEVARD ROAD DIET Other $500,000 $0 $0 $0 $0 $0 $0 R15210021 DEL PASO BOULEVARD ROAD DIET Transportation $3,142,005 $440,825 $0 $0 $0 $0 $0 R15222204 MARCONI BRIDGE REPAIRS Transportation $10,000 $10,000 $0 $0 $0 $0 $0 S15184117 SAFE STREETS FOR ALL GRANT Transportation $150,000 $35,134 $0 $0 $0 $0 $0 T15122307 ROSEVILLE ROAD BRIDGE CHANNEL REPAIR Transportation $109,844 $3,110 $0 $0 $0 $0 $0 T15145300 AUBURN BOULEVARD BRIDGE REPLACEMENT Grants $2,635,070 $1,557,304 $0 $0 $0 $0 $0 T15145300 AUBURN BOULEVARD BRIDGE REPLACEMENT Transportation $798,330 $126,431 $0 $0 $0 $0 $0 T15180411 GRAND AVE SIDEWALK INFILL Transportation $300,000 $296,931 $0 $0 $0 $0 $0 T15186100 NORTHWOOD SCHOOL ACCESS IMPROVEMENTS Grants $350,000 $0 $0 $0 $0 $0 $0 T15186100 NORTHWOOD SCHOOL ACCESS IMPROVEMENTS Transportation $1,155,094 $239,413 $0 $0 $0 $0 $0 T15205500 HSIP 9 LAMPASAS AVENUE AND RIO LINDA BOULEVARD Grants $604,900 $436,971 $0 $0 $0 $0 $0 T15205500 HSIP 9 LAMPASAS AVENUE AND RIO LINDA BOULEVARD Transportation $601,700 $462,328 $0 $0 $0 $0 $0 T15205501 HSIP 9 LAMPASAS PAVEMENT REHAB Transportation $300,000 $263,763 $0 $0 $0 $0 $0 T15216300 MARYSVILLE BOULEVARD VISION ZERO SAFETY IMPROVEMENTS Transportation $1,200,000 $1,186,810 $0 $0 $0 $0 $0 T15216400 EL CAMINO AVENUE VISION ZERO SAFETY IMPROVEMENTS Transportation $800,000 $795,678 $0 $0 $0 $0 $0 T15235100 DIXIEANNE CLEAN GREEN ALLEYS Grants $4,858,267 $4,752,096 $0 $0 $0 $0 $0 W14004500 SUMP 117 ELECTRICAL REHAB Utilities $233,000 $199,493 $0 $0 $0 $0 $0 W14130609 SUMP 151 OUTFALL REPLACEMENT Utilities $8,634 $8,634 $0 $0 $0 $0 $0 W14130617 SUMP 157 SECURITY UPGRADE Utilities $572,700 $474,302 $0 $0 $0 $0 $0 W14140200 HUDSON WAY DRAINAGE IMPROVEMENTS Utilities $267,746 $0 $0 $0 $0 $0 $0 W14170103 JOELLIS WAY DRAINAGE IMPROVE Utilities $290,000 $278,697 $0 $0 $0 $0 $0 W14170105 NORTH AVE/I‐80 CMP MAIN RPLCMN Utilities $175,000 $175,000 $0 $0 $0 $0 $0 W14170106 LEISURE LN/SR‐160 CMP RPLCMEN Utilities $60,000 $60,000 $0 $0 $0 $0 $0 W14170107 ARDEN WAY CMP MAIN REPL Utilities $165,000 $165,000 $0 $0 $0 $0 $0 W14170108 FELL ST/GRAND AVE CMP REPLACE Utilities $75,000 $75,000 $0 $0 $0 $0 $0 X14130904 SUMP 85 RECONSTRUCTION Utilities $1,477,620 $1,113 $0 $0 $0 $0 $0 Z14130513 BELL AVE BOOST ST ELECT REHAB Utilities $35,000 $27,673 $0 $0 $0 $0 $0 2 Total $25,053,890 $13,569,077 $493,000 $0 $0 $0 $0
2, 3 L19920900 PA9 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Other $7,042 $1,072 $0 $0 $0 $0 $0 L19920900 PA9 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $66,263 $63,855 $0 $0 $0 $0 $0 R15210020 SILVER EAGLE REHABILITATION Transportation $250,000 $29,158 $0 $0 $0 $0 $0 2, 3 Total $323,305 $94,085 $0 $0 $0 $0 $0
2, 3, 4 Z14130305 CRITICAL VALVE INSTALLATION Utilities $400,000 $223,859 $0 $0 $0 $0 $0 2, 3, 4 Total $400,000 $223,859 $0 $0 $0 $0 $0
2, 4 X14131511 SUMP 152 TRANSFORMER REPLACEMENT Utilities $330,000 $63,549 $0 $0 $0 $0 $0 2, 4 Total $330,000 $63,549 $0 $0 $0 $0 $0
2, 4, 5, 6, 8 T15215000 TRAFFIC SIGNAL SAFETY PROJECT Grants $796,000 $767,108 $0 $3,311,226 $0 $0 $0 T15215000 TRAFFIC SIGNAL SAFETY PROJECT Transportation $358,000 $312,507 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 2, 4, 5, 6, 8 Total $1,154,000 $1,079,615 $0 $3,311,226 $0 $0 $0 2, 5, 6 R15200029 COUNTY SHARED OVERLAY PROJCTS Transportation $2,300,000 $2,300,000 $0 $0 $0 $0 $0 2, 5, 6 Total $2,300,000 $2,300,000 $0 $0 $0 $0 $0
2, 6 L19920700 PA7 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $2,420 $2,420 $0 $0 $0 $0 $0 T15185700 HSIP 8 ‐ MAST ARM SIGNAL IMPROVEMENTS Grants $1,880,100 $84,735 $0 $0 $0 $0 $0 T15185700 HSIP 8 ‐ MAST ARM SIGNAL IMPROVEMENTS Transportation $452,930 $282,105 $0 $0 $0 $0 $0 2, 6 Total $2,335,450 $369,260 $0 $0 $0 $0 $0
3 C15000830 GARDENS/ARTS REHAB OLD FS15 Grants $14,700 $14,700 $0 $0 $0 $0 $0 K15202000 NINOS PARKWAY PHASE 2 Other $68,310 $68,310 $0 $0 $0 $0 $0 K15202000 NINOS PARKWAY PHASE 2 Transportation $250,000 $7,513 $0 $0 $0 $0 $0 K15222101 NINOS PARK BIKE TRAIL REPAIRS Transportation $320,000 $2,046 $0 $0 $0 $0 $0 L19001418 CAMP POLLOCK AND CAMP RIVER Grants $3,500,000 $3,500,000 $0 $0 $0 $0 $0 L19005200 RIVER OAKS (COVE) PARK DEVELOP Park Development $114,114 $1 $0 $0 $0 $0 $0 L19102100 AIRFIELD PARK PHASE ONE Park Development $1,980,138 $1 $0 $0 $0 $0 $0 L19102110 AIRFIELD PARK PHASE 2 Park Development $1,340,000 $420,049 $0 $0 $0 $0 $0 L19108200 BARANDAS PARK PHASE 2 IMPROVEMENTS Park Development $970,400 $78 $0 $0 $0 $0 $0 L19141000 NINOS PKWY/RIO TIERRA DEV WT Other $16,570 $1 $0 $0 $0 $0 $0 L19141000 NINOS PKWY/RIO TIERRA DEV WT Park Development $448,919 $1 $0 $0 $0 $0 $0 L19144000 OAKBROOK PARK ‐ MP O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19144000 OAKBROOK PARK ‐ MP Park Development $53,780 $1 $0 $0 $0 $0 $0 L19144001 OAKBROOK PARK DEV Other $392,000 $1,163 $0 $0 $0 $0 $0 L19144001 OAKBROOK PARK DEV Park Development $1,446,085 $3,293 $0 $0 $0 $0 $0 L19144100 OAKBROOK PARK IMPROVEMENTS Park Development $600,000 $600,000 $0 $0 $0 $0 $0 L19146500 PARKEBRIDGE PARK Park Development $1,843,213 $55,906 $0 $0 $0 $0 $0 L19156600 SOUTH NATOMAS COMMUNITY PARK IMPROVEMENTS Other $146,265 $117,085 $0 $0 $0 $0 $0 L19156600 SOUTH NATOMAS COMMUNITY PARK IMPROVEMENTS Park Development $446,677 $14 $0 $0 $0 $0 $0 L19156700 S. NATOMAS PK SECURITY CAMERA Park Development $28,444 $1,543 $0 $0 $0 $0 $0 L19156800 S. NATOMAS COMM PK MULTI‐PURPO Other $222,500 $473 $0 $0 $0 $0 $0 L19156800 S. NATOMAS COMM PK MULTI‐PURPO Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19169200 TANZANITE PARK FUTSAL COURTS Park Development $815,000 $2,791 $0 $0 $0 $0 $0 L19198100 CHUCKWAGON PK ACQUISITION PROJ Park Development $161,741 $9,405 $0 $0 $0 $0 $0 L19290000 PARK SITE SN2 MASTER PLAN & PHASE 1 IMPROVEMENTS Other $25,000 $25,000 $0 $0 $0 $0 $0 L19803504 WITTER RANCH DEFERRED MAINT Other $45,000 $8,433 $0 $0 $0 $0 $0 L19809000 GARDENLAND PARK PSIP TIER III Grants $26,057 $0 $0 $0 $0 $0 $0 L19809000 GARDENLAND PARK PSIP TIER III Other $8,607 $0 $0 $0 $0 $0 $0 L19809000 GARDENLAND PARK PSIP TIER III Park Development $213,730 $122,510 $0 $0 $0 $0 $0 L19809007 GARDENLAND PARK PH3 Park Development $222,385 $5,265 $0 $0 $0 $0 $0 L19911600 THELMA HAWK PARK Other $580,000 $580,000 $0 $0 $0 $0 $0 L19920901 PA9 ‐ APP: S NATOMAS COMM PK Park Development $9,860 $174 $0 $0 $0 $0 $0 R15210019 NORTHGATE NEIGHBORHOOD RESURFACING Transportation $2,893,098 $946,549 $0 $0 $0 $0 $0 R15210025 WEST EL CAMINO REHABILITATION Transportation $2,814,000 $494,589 $0 $0 $0 $0 $0 R15212900 CITATION I‐5 IMPROVEMENTS Transportation $417,000 $50,982 $0 $0 $0 $0 $0 S15120510 FONG RANCH ROAD PED CROSSING Other $50,000 $50,000 $0 $0 $0 $0 $0 S15120510 FONG RANCH ROAD PED CROSSING Transportation $80,000 $79,335 $0 $0 $0 $0 $0 S15131804 STREETCAR DESIGN CONTRIBUTION Other $149,000 $149,000 $0 $0 $0 $0 $0 T15046100 NORTHGATE BOULEVARD STREETSCAPE TW56 Transportation $120,000 $79,908 $0 $0 $0 $0 $0 T15046101 NORTHGATE BOULEVARD SIGNALS PROJECT Other $800,000 $0 $0 $0 $0 $0 $0 T15046101 NORTHGATE BOULEVARD SIGNALS PROJECT Transportation $1,200,000 $322,683 $0 $0 $0 $0 $0 T15046102 NORTHGATE FENCE REPAIR Other $2,000,000 $2,000,000 $0 $0 $0 $0 $0 T15180404 AIRPORT RD CLASS I PATH PROJECT Grants $10,000 $10,000 $0 $0 $0 $0 $0 T15180404 AIRPORT RD CLASS I PATH PROJECT Transportation $80,000 $11,308 $0 $0 $0 $0 $0 T15205200 HSIP 9 DUCKHORN DRIVE Grants $757,440 $284,547 $0 $0 $0 $0 $0 T15205200 HSIP 9 DUCKHORN DRIVE Transportation $83,800 $8,667 $0 $0 $0 $0 $0 T15225500 JACK RABBIT TRAIL CROSSING Grants $200,000 $200,000 $0 $0 $0 $0 $0 T15225700 RAILYARDS REHAB Grants $30,000,000 $734,265 $0 $0 $0 $0 $0 T15235500 FOLSOM BLVD SAFETY IMPROVEMENT Grants $0 $0 $5,000,000 $0 $0 $0 $0 T15235500 FOLSOM BLVD SAFETY IMPROVEMENT Transportation $600,000 $591,898 $0 $0 $0 $0 $0 V15551910 SAND COVE PARK PARKING LOT IMPROVEMENT PROGRAM Transportation $94,907 $92,761 $0 $0 $0 $0 $0 W14140100 ASSESSMENT DISTRICT BASIN 141 IMPROVEMENTS Other $1,600,000 $1,565,444 $0 $0 $0 $0 $0 W14140100 ASSESSMENT DISTRICT BASIN 141 IMPROVEMENTS Utilities $50,000 $50,000 $0 $0 $0 $0 $0 Z14130514 CAPITOL GATEWAY RESV REPAIRS Utilities $1,240,000 $1,139,146 $0 $0 $0 $0 $0 3 Total $61,548,740 $14,406,841 $5,000,000 $0 $0 $0 $0
3, 4 S15131800 DOWNTOWN/RIVERFRONT STREETCAR Other $23,154 $0 $0 $0 $0 $0 $0 3, 4 Total $23,154 $0 $0 $0 $0 $0 $0
CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 3, 4, 5 X14170112 2021 WW PIPE BURSTING/LINING Utilities $246,583 $149,703 $0 $0 $0 $0 $0 3, 4, 5 Total $246,583 $149,703 $0 $0 $0 $0 $0
4 A07001000 CITY HALL HEARING ROOMS TECHNOLOGY PROGRAM Grants $1,146,769 $354,121 $0 $0 $0 $0 $0 B18219600 TOWNSHIP 9 TOD INFRASTRUCTURE Grants $6,259,817 $3,243,434 $0 $0 $0 $0 $0 C15000200 SVS TENANT IMPROVEMENTS PROGRAM Other $155,714 $0 $0 $0 $0 $0 $0 C15000205 SVS ‐ COMMON AREAS Other $94,616 $20,483 $0 $0 $0 $0 $0 C15000230 SVS DEPT OF GENERAL SERVICES TI Other $215,000 $121,827 $0 $0 $0 $0 $0 C15000401 CROCKER ART MUSEUM CCTV Other $106,000 $0 $0 $0 $0 $0 $0 C15001900 NORTH PUBLIC MARKET LIGHTING Other $130,134 $130,134 $0 $0 $0 $0 $0 F11100905 RTCC HYPERWALL Grants $350,000 $350,000 $0 $0 $0 $0 $0 K15125000 TWO RIVERS TRAIL PHASE II Grants $2,264,423 $686,583 $3,333,000 $0 $0 $0 $0 K15125000 TWO RIVERS TRAIL PHASE II Transportation $659,805 $16,306 $0 $0 $0 $0 $0 L19000300 DISTRICT 4 PARK AND RESTROOM IMPROVEMENTS Landscaping & Lighting $7,667 $5 $0 $0 $0 $0 $0 L19000300 DISTRICT 4 PARK AND RESTROOM IMPROVEMENTS Park Development $71,186 $12,944 $450,000 $0 $0 $0 $0 L19000305 ROOSEVELT PARK RESTROOM RENOV Park Development $457,620 $0 $0 $0 $0 $0 $0 L19000306 FREMONT PARK UTILITY BUILDING Park Development $470,012 $1 $0 $0 $0 $0 $0 L19000308 ONEIL STREET SOCCER Park Development $30,000 $2,900 $0 $0 $0 $0 $0 L19001403 ROBLA SCHOOL DISTRICT CAP KID Grants $500,000 $500,000 $0 $0 $0 $0 $0 L19001407 SACRAMENTO HISPANIC CHAMBER Grants $150,000 $150,000 $0 $0 $0 $0 $0 L19004800 RIVER DISTRICT MULTI‐SPORTS CT Grants $462,520 $72,474 $0 $0 $0 $0 $0 L19004800 RIVER DISTRICT MULTI‐SPORTS CT Other $370,000 $7,715 $0 $0 $0 $0 $0 L19004800 RIVER DISTRICT MULTI‐SPORTS CT Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19017000 CANNERY PLAZA ‐ TK Park Development $150,801 $80,732 $0 $0 $0 $0 $0 L19017100 TOWNSHIP 9 PARK Park Development $145,450 $31,720 $0 $0 $0 $0 $0 L19017200 TOWNSHIP 9 PARKS   VICTORY PARK, VICTORY PROMENADE, AND PEACH PASEO Grants $26,454 $2,989 $0 $0 $0 $0 $0 L19017200 TOWNSHIP 9 PARKS   VICTORY PARK, VICTORY PROMENADE, AND PEACH PASEO Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19143600 OLYMPIAN FARM/COMM GARDEN PROJ Grants $19,200 $19,200 $0 $0 $0 $0 $0 L19143600 OLYMPIAN FARM/COMM GARDEN PROJ Park Development $946,754 $60,872 $0 $0 $0 $0 $0 L19145100 OLYMPIAN PARK DEVELOPMENT PR Park Development $1,018,634 $1 $0 $0 $0 $0 $0 L19145101 OLYMPIAN PK DEV STAFF TIME Park Development $174,054 $0 $0 $0 $0 $0 $0 L19145500 O'NEIL PARK RESTROOM REPLACEME Other $530,000 $456,250 $0 $0 $0 $0 $0 L19155500 ROOSEVELT PARK BASEBALL LIGHT Grants $500,000 $0 $0 $0 $0 $0 $0 L19155500 ROOSEVELT PARK BASEBALL LIGHT Park Development $252,172 $1 $0 $0 $0 $0 $0 L19162500 SOUTHSIDE PARK IMPROVEMENTS Park Development $746,085 $503,977 $90,000 $0 $0 $0 $0 L19162501 SOUTHSIDE PK POND REHABILITATI Park Development $185,446 $1 $0 $0 $0 $0 $0 L19167000 SUTTER’S LANDING PARK P R O G R A M G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19167000 SUTTER’S LANDING PARK PROGRAM Park Development $7,699 $0 $0 $0 $0 $0 $0 L19167007 SUTTER’S LANDING ‐ CONERGY Grants $141,666 $92,295 $0 $0 $0 $0 $0 L19167200 ARPE AT SUTTER'S LANDING Grants $1,479,502 $0 $0 $0 $0 $0 $0 L19167400 STANFORD PARK RESTROOM REPLACEMENT Park Development $430,000 $11,718 $0 $0 $0 $0 $0 L19169500 MARISOL VILLAGE PARK & COMMUNITY GARDEN Grants $59,558 $1,980 $0 $0 $0 $0 $0 L19169500 MARISOL VILLAGE PARK & COMMUNITY GARDEN Park Development $20,000 $0 $0 $0 $0 $0 $0 L19179500 WINN PARK IMPROVEMENTS Park Development $328,749 $53,965 $0 $0 $0 $0 $0 L19188100 EAST PORTAL PARK RESTROOM RENOVATION Park Development $500,000 $424,899 $0 $0 $0 $0 $0 L19207200 CESAR CHAVEZ RESTROOM Park Development $72,787 $0 $0 $0 $0 $0 $0 L19706509 CITYWIDE POOL REPAIR‐CLUNIE Park Development $709,700 $37,695 $0 $0 $0 $0 $0 L19800202 FACILITY IMP‐HART SENIOR CENTER Grants $287,235 $287,235 $0 $0 $0 $0 $0 L19803505 CALEB GREENWOOD DEFERRED MAINT Other $70,000 $24,763 $0 $0 $0 $0 $0 L19803509 PHOEBE HEARST DEFERRED MAINT. Other $27,981 $25,000 $0 $0 $0 $0 $0 L19911200 ROBERT T MATSUI WATERFRONT MASTER PLAN & PROGRAM Grants $1,081,398 $259,969 $0 $0 $0 $0 $0 L19911200 ROBERT T MATSUI WATERFRONT MASTER PLAN & PROGRAM Other $398,312 $295,345 $0 $0 $0 $0 $0 L19911200 ROBERT T MATSUI WATERFRONT MASTER PLAN & PROGRAM Park Development $300,000 $980 $125,000 $0 $0 $0 $0 L19911201 MATSUI HANAMI LINE Grants $3,684,221 $3,684,221 $0 $0 $0 $0 $0 L19911201 MATSUI HANAMI LINE Other $1,688 $0 $0 $0 $0 $0 $0 L19911701 SLP SITE AMENITIES PLAN Grants $50,000 $50,000 $0 $0 $0 $0 $0 L19911702 SLP‐CONC/REST/MULTI BLDG Grants $2,800,000 $2,800,000 $0 $0 $0 $0 $0 L19911703 SLP‐PUBLIC ART MURAL Grants $50,000 $50,000 $0 $0 $0 $0 $0 L19911704 SLP‐SKATE PARK IMPROV Grants $300,000 $300,000 $0 $0 $0 $0 $0 L19911705 SLP‐GATE/SAFETY IMP Grants $50,000 $50,000 $0 $0 $0 $0 $0 L19911706 SLP‐HABITAT ENHANCEMENT Grants $150,000 $150,000 $0 $0 $0 $0 $0 M17100000 COMMUNITY CENTER IMPROVEMENTS PROGRAM Other $2,387,059 $1,273,189 $430,000 $750,000 $1,675,000 $325,000 $325,000 M17100100 CONVENTION CENTER COMPLEX RENOVATION P R O J E C T G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 M17100100 CONVENTION CENTER COMPLEX RENOVATION PROJECT Other $4,348,506 $869 $0 $0 $0 $0 $0 M17100101 CONVENTION CENTER EXPANSION PROGRAM Grants $1,613,492 $999,999 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 4 M17100101 CONVENTION CENTER EXPANSION PROGRAM Other $232,729,876 $348,389 $0 $0 $0 $0 $0 M17100102 COMMUNITY CENTER THEATER RENOVATION PROGRAM Grants $3,886,508 $0 $0 $0 $0 $0 $0 M17100102 COMMUNITY CENTER THEATER RENOVATION PROGRAM Other $113,608,717 $243,116 $0 $0 $0 $0 $0 M17100103 MEMORIAL AUDITORIUM UPGRADE PROGRAM Other $18,865,130 $2,523,995 $0 $0 $0 $0 $0 M17100104 APP‐SCC COMPLEX RENOVATION Other $3,900,000 $1,153,464 $0 $0 $0 $0 $0 M17100300 CONVENTION CENTER AUDIO‐VISUAL IMPROVEMENTS PROGRAM Other $434,053 $148,115 $0 $0 $25,000 $0 $25,000 M17100500 CONVENTION CENTER CHILLER UPGRADE PROGRAM Other $362,000 $50,119 $0 $25,000 $0 $25,000 $0 M17100700 COMMUNITY CENTER SECURITY SYSTEM PROGRAM Other $540,000 $28,681 $0 $0 $25,000 $0 $25,000 M17101000 MEMORIAL AUDITORIUM IMPROVEMENTS PROGRAM Other $9,746,823 $2,239,106 $125,000 $125,000 $125,000 $125,000 $125,000 M17101000 MEMORIAL AUDITORIUM IMPROVEMENTS P R O G R A M T r a n s p o r t a t i o n $ 0$ 0$ 0$ 0$ 0$ 0$ 0 M17101000 MEMORIAL AUDITORIUM IMPROVEMENTS PROGRAM Utilities $0 $0 $0 $0 $0 $0 $0 M17101500 CONVENTION CENTER CARPET REPLACEMENT Other $0 $0 $0 $0 $0 $0 $0 M17101600 CONVENTION CENTER DURABLE EQUIPMENT REPLACEMENT PROGRAM Other $515,000 $146,241 $0 $0 $0 $25,000 $0 M17101700 CONVENTION CENTER PRODUCTION EQUIPMENT UPGRADES PROGRAM Other $2,110,000 $2,110,000 $0 $50,000 $0 $50,000 $0 M17101800 PERFORMING ARTS CENTER IMPROVEMENTS PROGRAM Other $2,357,357 $2,205,334 $775,000 $775,000 $775,000 $775,000 $775,000 M17500000 HARBOR DREDGING PROGRAM Grants $3,067 $0 $0 $0 $0 $0 $0 M17500000 HARBOR DREDGING PROGRAM Other $870,194 $333 $0 $0 $0 $0 $0 M17500400 MARINA IMPROVEMENTS PROGRAM Other $774,406 $330,313 $60,000 $60,000 $60,000 $60,000 $60,000 M17600300 GOLDEN 1 CENTER ART IN PUBLIC PLACES Grants $0 $0 $0 $0 $0 $0 $0 M17600300 GOLDEN 1 CENTER ART IN PUBLIC P L A C E S O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 M17600302 REGIONAL ART Grants $500,000 $2,113 $0 $0 $0 $0 $0 M17600302 REGIONAL ART Other $1,000,000 $2,528 $0 $0 $0 $0 $0 M17600401 NORTH 12TH STREET GATEWAY PROJECT Grants $435,693 $52,926 $0 $0 $0 $0 $0 M17600402 NORTH 12TH STREET ENGAGEMENT Grants $295,000 $104,500 $0 $0 $0 $0 $0 M17700000 OLD SACRAMENTO SERVICE COURTS & SUPPORT FACILITIES PROGRAM Other $30,000 $29,890 $0 $0 $0 $0 $0 R15192302 FLOODWALL ON STATE ROUTE 51 Transportation $425,000 $38,297 $0 $0 $0 $0 $0 R15192302 FLOODWALL ON STATE ROUTE 51 Utilities $425,000 $166,022 $0 $0 $0 $0 $0 R15200033 ELVAS AVE REHABILITATION Transportation $550,000 $547,338 $0 $0 $0 $0 $0 S15101350 TOC (TRAFFIC OPERATIONS CENTER) SYSTEM OPERATIONS PROGRAM Transportation $715,000 $112,086 $0 $0 $0 $0 $0 S15120507 K ST STREETSCAPE IMPROVEMENTS Transportation $50,000 $3,679 $0 $0 $0 $0 $0 S18160100 CENTRAL CITY WAYFINDING Other $50,000 $50,000 $0 $0 $0 $0 $0 S18160100 CENTRAL CITY WAYFINDING Transportation $100,000 $66,794 $0 $0 $0 $0 $0 T15029000 INTERMODAL TRANSPORTATION FACILITY Grants $3,055,786 $0 $0 $0 $0 $0 $0 T15029000 INTERMODAL TRANSPORTATION FACILITY Other $856,995 $0 $0 $0 $0 $0 $0 T15029000 INTERMODAL TRANSPORTATION FACILITY Transportation $1,923,328 $1,178,346 $0 $0 $0 $0 $0 T15029060 INTERMODAL PHASE 3 PLANNING Grants $491,770 $0 $0 $0 $0 $0 $0 T15029060 INTERMODAL PHASE 3 PLANNING Other $186,012 $1,502 $0 $0 $0 $0 $0 T15029060 INTERMODAL PHASE 3 PLANNING Transportation $8,690,000 $4,379,435 $0 $0 $0 $0 $0 T15029061 3RD STREET SACRAMENTO VALLEY STATION ACCESS & NB I‐5 RAMP RECONFIGURATION Grants $500,000 $6,439 $0 $0 $0 $0 $0 T15029061 3RD STREET SACRAMENTO VALLEY STATION ACCESS & NB I‐5 RAMP RECONFIGURATION Transportation $200,000 $26,260 $0 $0 $0 $0 $0 T15029062 SVS GOVERNANCE Transportation $2,000,000 $1,943,221 $0 $0 $0 $0 $0 T15087700 DOWNTOWN TRANSPORTATION SYSTEM MANAGEMENT (TSM) PROGRAM Transportation $386,438 $15,058 $0 $0 $0 $0 $0 T15136000 I STREET BRIDGE REPLACEMENT Grants $18,577,590 $5,030,437 $0 $0 $0 $0 $0 T15136000 I STREET BRIDGE REPLACEMENT Transportation $2,188,691 $268,706 $0 $0 $0 $0 $0 T15142100 HOLLOW SIDEWALK MONITORING PROGRAM Transportation $388,776 $179,381 $0 $0 $0 $0 $0 T15155300 BROADWAY BRIDGE Transportation $800,000 $5,961 $0 $0 $0 $0 $0 T15165100 RICHARDS BOULEVARD / I‐5 INTERCHANGE Grants $3,098,000 $57,542 $0 $0 $0 $0 $0 T15165100 RICHARDS BOULEVARD / I‐5 INTERCHANGE Transportation $1,500,000 $389,571 $0 $0 $0 $0 $0 T15165400 NORTH 16TH STREET STREETSCAPE Grants $443,000 $0 $0 $0 $0 $0 $0 T15165400 NORTH 16TH STREET STREETSCAPE Other $300,000 $8,038 $0 $0 $0 $0 $0 T15165400 NORTH 16TH STREET STREETSCAPE Transportation $150,000 $18,896 $0 $0 $0 $0 $0 T15175100 CAPITOL MALL REVITALIZATION Grants $550,000 $34,220 $0 $0 $0 $0 $0 T15175100 CAPITOL MALL REVITALIZATION Transportation $160,000 $38,649 $0 $0 $0 $0 $0 T15175300 BROADWAY COMPLETE STREETS Grants $903,000 $2,218 $0 $0 $0 $0 $0 T15175300 BROADWAY COMPLETE STREETS Other $550,000 $0 $0 $0 $0 $0 $0 T15175300 BROADWAY COMPLETE STREETS Transportation $918,000 $59,070 $0 $0 $0 $0 $0 T15185100 MCKINLEY VILLAGE ALTERNATIVE TRANSPORTATION & CENTRAL CITY STREETLIGHTS PHASE 2 IMPROVEGrants $342,724 $240,242 $0 $0 $0 $0 $0 T15185104 MCKINLEY VILLAGE WAYFINDING Grants $10,000 $6,687 $0 $0 $0 $0 $0 T15195000 DOWNTOWN MOBILITY PROJECT Grants $8,063,186 $7,063,460 $0 $0 $0 $0 $0 T15195000 DOWNTOWN MOBILITY PROJECT Transportation $2,000,000 $1,945,091 $0 $0 $0 $0 $0 T15195001 DOWNTOWN MOBILITY‐TWO‐WAY‐CONV Other $907,000 $43,086 $0 $0 $0 $0 $0 T15195001 DOWNTOWN MOBILITY‐TWO‐WAY‐CONV Transportation $463,000 $959 $0 $0 $0 $0 $0 T15195002 DOWNTOWN MOBILITY‐BIKEWAYS Transportation $230,000 $11,501 $0 $0 $0 $0 $0 T15195003 DOWNTOWN MOBILITY ‐ SJRRC BIKEWAYS Grants $3,061,000 $2,667,567 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 4 T15195004 SHRA EDUCATION Grants $40,000 $29,815 $0 $0 $0 $0 $0 T15225100 PEDESTRIAN CROSSING AT R STREET & 29TH/30TH STREETS Grants $1,022,000 $1,011,314 $0 $0 $0 $0 $0 T15225100 PEDESTRIAN CROSSING AT R STREET & 29TH/30TH STREETS Transportation $121,000 $82,175 $0 $0 $0 $0 $0 T15225300 LIGHTING & SAFETY ENHANCEMENT Other $0 $0 $0 $0 $0 $0 $0 T15225301 OLD SACRAMENTO STREET LIGHT FIXTURE REPLACEMENT Other $815,000 $372,452 $0 $0 $0 $0 $0 T15225302 OLD SACRAMENTO INTERSECTION SAFETY STREET LIGHTING Other $210,000 $40,329 $0 $0 $0 $0 $0 T15225303 POLICE OBSERVATION CAMERA INST Other $300,000 $239,157 $0 $0 $0 $0 $0 T15225400 TWO RIVERS TRAIL PHASE 3 Grants $2,000,000 $2,000,000 $0 $0 $0 $0 $0 T15225600 K STREET LIGHTING Other $619,150 $318,147 $0 $0 $0 $0 $0 V15110000 RETAIL & OFFICE SPACE IMPROVEMENTS PROGRAM Transportation $1,936,712 $172,621 $150,000 $50,000 $50,000 $50,000 $50,000 V15110002 MEMORIAL GARAGE BUCKHORN TENANT IMPROVEMENT Transportation $75,000 $18,631 $0 $0 $0 $0 $0 V15210000 STRUCTURE REPAIRS & MAJOR MAINTENANCE PROGRAM Transportation $5,689,325 $822,048 $250,000 $250,000 $250,000 $250,000 $250,000 V15210001 CAP. GARAGE STAIR IMPROVEMENTS Transportation $1,139,153 $698,185 $0 $0 $0 $0 $0 V15210003 PARKING SERVICES SUPPORT CENTER (PSSC) REMODEL Transportation $2,466,627 $649,667 $0 $0 $0 $0 $0 V15210007 CIVIL UNREST REPAIRS 6.1.2020 Transportation $225,678 $96,043 $0 $0 $0 $0 $0 V15410000 ELEVATOR RENOVATION/MODERNIZATION PROGRAM Transportation $2,833,531 $695,600 $25,000 $25,000 $25,000 $25,000 $25,000 V15420000 MECHANICAL/ELECTRICAL EQUIPMENT REPAIR PROGRAM Transportation $4,136,370 $1,766,486 $0 $0 $0 $0 $0 V15510000 PARKING FACILITIES PAINT/SIGNAGE PROGRAM Transportation $4,450,334 $1,294,696 $50,000 $50,000 $50,000 $50,000 $50,000 V15520000 SURFACE PARKING LOT PAINT/SIGNAGE PROGRAM Transportation $598,827 $400,706 $20,000 $20,000 $20,000 $20,000 $20,000 V15551900 CITY PARKS PARKING LOT IMPROVEMENT P R O G R A M T r a n s p o r t a t i o n $ 0$ 0$ 0$ 0$ 0$ 0$ 0 V15551901 MILLER REGIONAL PARK PARKING LOTS IMPROVEMENT PROGRAMS Transportation $57,323 $51,171 $0 $0 $0 $0 $0 V15620000 PARKING VIDEO SURVEILLANCE SYSTEM PROGRAM Transportation $750,000 $478,236 $0 $0 $0 $0 $0 V15710000 PARKING FACILITIES DEVELOPMENT PROGRAM Transportation $6,865,031 $6,137,899 $100,000 $200,000 $200,000 $200,000 $200,000 V15710004 OUTDOOR DINING PROGRAM Other $189,139 $189,139 $0 $0 $0 $0 $0 V15710004 OUTDOOR DINING PROGRAM Transportation $200,000 $10,861 $0 $0 $0 $0 $0 W14130407 MILLER PARK RR CROSSING Utilities $10,000 $10,000 $0 $0 $0 $0 $0 X14010113 5TH AND U ST. WEIR VAULT Utilities $150,000 $135,910 $0 $0 $0 $0 $0 X14131513 PIONEER CHEM TANK REPLACEMENT Utilities $150,000 $150,000 $0 $0 $0 $0 $0 X14170106 24TH ST. IN‐LINE STORAGE PIPE Utilities $1,255,790 $219,789 $0 $0 $0 $0 $0 X14170107 W & 25TH ST STORAGE FACILITY Utilities $2,413,902 $1,285,876 $0 $0 $0 $0 $0 Y13000200 CANNON‐SCOLLAN LANDFILL CLOSURE PROGRAM Utilities $4,300,000 $3,718,218 $0 $0 $0 $0 $0 Y14000100 LANDFILL SITE CLOSURE PROGRAM Utilities $10,675,577 $1,940,403 $325,000 $325,000 $217,000 $217,000 $217,000 Y14000400 GROUNDWATER REMEDIATION PROGRAM Utilities $575,875 $328,001 $23,000 $23,000 $23,000 $23,000 $23,000 Y14000401 28TH STREET LANDFILL PLEDGE PROGRAM Utilities $551,100 $551,100 $0 $0 $0 $0 $0 Y14000700 DELLAR LANDFILL CLOSURE PROGRAM Utilities $4,278,301 $1,021,578 $0 $0 $0 $0 $0 Y14000907 28TH STREET OFFICE IMPROVEMENT PROJECT Utilities $443,786 $359,121 $0 $0 $0 $0 $0 Y15000100 28TH STREET LANDFILL REGULATORY COMPLIANCE UPGRADES PROGRAM Utilities $9,225,000 $7,018,013 $1,000,000 $750,000 $750,000 $750,000 $750,000 Y15000200 RIVERFRONT PARCEL 31 REMEDIATION EFFORTS PROJECT Utilities $500,000 $480,833 $0 $0 $0 $0 $0 Y15000300 BELL MARINE LANDFILL CLOSURE PROGRAM Utilities $400,000 $284,811 $0 $0 $0 $0 $0 Z14010101 RIVER PARK PHASE 1 PR/WMR Utilities $25,405,430 $800,859 $0 $0 $0 $0 $0 4 Total $596,193,967 $91,903,602 $7,331,000 $3,478,000 $4,270,000 $2,970,000 $2,920,000 4, 5 R15210024 34TH STREET REHABILITATION Transportation $2,962,000 $929,767 $0 $0 $0 $0 $0 S15184110 COMMERCIAL CORRIDORS TRANSPORTATION PLAN Grants $509,048 $19,113 $0 $0 $0 $0 $0 S15184110 COMMERCIAL CORRIDORS TRANSPORTATION PLAN Transportation $160,000 $18,092 $0 $0 $0 $0 $0 T15216200 HSIP‐10 PEDESTRIAN CROSSINGS Grants $40,000 $35,161 $208,600 $0 $0 $0 $0 T15216200 HSIP‐10 PEDESTRIAN CROSSINGS Transportation $130,000 $89,334 $0 $0 $0 $0 $0 Z14130511 ALHAMBRA AND MED CENTER VALVES Utilities $25,000 $1,801 $0 $0 $0 $0 $0 Z14130516 CONCRETE TANK ALTITUDE VALVES Utilities $420,293 $420,293 $0 $0 $0 $0 $0 4, 5 Total $4,246,341 $1,513,560 $208,600 $0 $0 $0 $0
4, 5, 6 L19920500 PA5 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Landscaping & Lighting $2,994 $2,994 $0 $0 $0 $0 $0 L19920500 PA5 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Other $0 $0 $0 $0 $0 $0 $0 L19920500 PA5 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $52,074 $52,074 $0 $0 $0 $0 $0 4, 5, 6 Total $55,068 $55,068 $0 $0 $0 $0 $0
4, 5, 6, 7 X14170500 CSS SUMP/TREATMENT FACILITIES PROGRAM Utilities $135,180 $132,765 $150,000 $0 $0 $0 $0 4, 5, 6, 7 Total $135,180 $132,765 $150,000 $0 $0 $0 $0 4, 5, 7 K15165101 DEL RIO TRAIL PUBLIC ART Grants $2,500,000 $2,468,289 $0 $0 $0 $0 $0 Z14130303 CITY COLLEGE RES TMAIN RPLCMNT Utilities $535,000 $223,887 $0 $0 $0 $0 $0 4, 5, 7 Total $3,035,000 $2,692,176 $0 $0 $0 $0 $0
4, 6 L19920600 PA6 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Landscaping & Lighting $2,000 $2,000 $0 $0 $0 $0 $0 L19920600 PA6 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $208,099 $208,099 $0 $0 $0 $0 $0 4, 6 Total $210,099 $210,099 $0 $0 $0 $0 $0
4, 6, 7 Z14010107 AWMP PIPELINE REPLACEMENTS Utilities $29,150,109 $3,182,749 $0 $0 $0 $0 $0 Z14210119 SRWTP GRIT BASIN CRACK Utilities $50,000 $35,000 $0 $0 $0 $0 $0 4, 6, 7 Total $29,200,109 $3,217,749 $0 $0 $0 $0 $0
CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 4, 7 T15103306 BROADWAY STREETLIGHT REPLACEMENT Landscaping & Lighting $400,000 $51,682 $0 $0 $0 $0 $0 T15103306 BROADWAY STREETLIGHT REPLACEMENT Transportation $400,000 $294,591 $0 $0 $0 $0 $0 4, 7 Total $800,000 $346,273 $0 $0 $0 $0 $0
5 B02000110 TREE NURSERY GRANT AGREEMENT Grants $2,040,000 $33,334 $0 $0 $0 $0 $0 B02000110 TREE NURSERY GRANT AGREEMENT Other $50,000 $50,000 $0 $0 $0 $0 $0 C15000402 SACY CCTV Other $34,640 $21,445 $0 $0 $0 $0 $0 C15000402 SACY CCTV Utilities $58,910 $4,610 $0 $0 $0 $0 $0 D01000500 CNF ‐ DISTRICT 5 1140 O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19001408 SOJOURNER TRUTH MUSEUM PROGRAM Grants $125,000 $30,583 $0 $0 $0 $0 $0 L19001409 NEIGHBORWORKS AND OAK PARK FARM Grants $250,000 $0 $0 $0 $0 $0 $0 L19001416 SACRAMENTO REGIONAL CONS CORPS Grants $100,000 $100,000 $0 $0 $0 $0 $0 L19108600 DISTRICT 5 MINOR PK RENOVATION Park Development $48,600 $17,269 $0 $0 $0 $0 $0 L19141600 NIELSEN PARK Other $350,000 $61,450 $0 $0 $0 $0 $0 L19141600 NIELSEN PARK Park Development $20,000 $6,581 $0 $0 $0 $0 $0 L19148500 PHOENIX GREEN LEASE/PURCHASE Park Development $192,073 $153,000 $0 $0 $0 $0 $0 L19210200 MANGAN PARK IMPROVEMENTS Other $430,000 $0 $0 $0 $0 $0 $0 L19210200 MANGAN PARK IMPROVEMENTS Park Development $231,207 $8,524 $0 $0 $0 $0 $0 L19262000 TEMPLE PARK IMPROVEMENTS Other $200,000 $15,674 $0 $0 $0 $0 $0 L19300003 D5 MANGAN CLUBHOUSE Park Development $250,000 $250,000 $0 $0 $0 $0 $0 L19803501 HOLLYWOOD PARK DEFERRED MAINT Other $18,924 $1 $0 $0 $0 $0 $0 L19911300 D5 CDBG MANGAN AND CHORLEY PARK IMPROVEMENTS Park Development $15,000 $15,000 $0 $0 $0 $0 $0 L19911900 MCCLATCHY PK‐BASEBALL IMP Grants $275,000 $275,000 $0 $0 $0 $0 $0 L19920402 PA4 ‐ APP: WOODBINE PARK Grants $800 $800 $0 $0 $0 $0 $0 L19920402 PA4 ‐ APP: WOODBINE PARK Park Development $4,200 $4,200 $0 $0 $0 $0 $0 R15200031 FRANKLIN BLVD REHABILITATION Transportation $500,000 $468,771 $0 $0 $0 $0 $0 R15200032 T STREET REHABILITATION Transportation $500,000 $360,627 $0 $0 $0 $0 $0 R15210026 BROADWAY VISION ZERO Transportation $1,000,000 $209,166 $0 $0 $0 $0 $0 R15222202 LA MANCHA BRIDGE REPAIRS Transportation $50,000 $50,000 $0 $0 $0 $0 $0 T15165500 FRANKLIN BOULEVARD COMPLETE STREET Grants $443,000 $0 $0 $0 $0 $0 $0 T15165500 FRANKLIN BOULEVARD COMPLETE STREET Other $250,000 $0 $0 $0 $0 $0 $0 T15165500 FRANKLIN BOULEVARD COMPLETE STREET Transportation $160,000 $2,948 $0 $0 $0 $0 $0 T15165501 FRANKLIN BOULEVARD COMPLETE STREET SEGMENT 1 Grants $500,000 $0 $0 $0 $0 $0 $0 T15165501 FRANKLIN BOULEVARD COMPLETE STREET SEGMENT 1 Other $250,000 $228,600 $0 $0 $0 $0 $0 T15165501 FRANKLIN BOULEVARD COMPLETE STREET SEGMENT 1 Transportation $215,000 $149,485 $0 $0 $0 $0 $0 T15165502 FRANKLIN BOULEVARD COMPLETE STREET SEGMENT 2 Grants $1,880,000 $98,124 $0 $0 $0 $0 $0 T15165502 FRANKLIN BOULEVARD COMPLETE STREET SEGMENT 2 Transportation $625,000 $578,648 $0 $0 $0 $0 $0 T15180408 UC DAVIS MEDICAL CENTER CROSSWALK Grants $13,752 $13,752 $0 $0 $0 $0 $0 T15225000 ENVISION BROADWAY IN OAK PARK Grants $713,000 $711,962 $0 $1,101,000 $0 $0 $0 T15225000 ENVISION BROADWAY IN OAK PARK Transportation $237,000 $187,909 $0 $0 $0 $0 $0 T15235300 21ST AVE BEAUTIFICATION Grants $1,758,178 $1,429,009 $0 $0 $0 $0 $0 W14170102 FRUITRIDGE DRAIN REPLACEMENT Utilities $2,162,286 $253,043 $0 $0 $0 $0 $0 X14131512 REHAB SUMP 36‐DEMO SUMP 122 Utilities $100,000 $52,381 $0 $0 $0 $0 $0 Z14130512 MED CENTER ELECTRICAL REHAB Utilities $695,006 $672,917 $0 $0 $0 $0 $0 Z14140617 SACY NACY IMPROVEMENTS Utilities $59,300 $24,968 $0 $0 $0 $0 $0 5 Total $16,805,876 $6,539,783 $0 $1,101,000 $0 $0 $0
5, 7 K15165100 DEL RIO TRAIL Grants $15,603,000 $1,192,770 $0 $0 $0 $0 $0 K15165100 DEL RIO TRAIL Transportation $4,246,928 $880,240 $0 $0 $0 $0 $0 5, 7 Total $19,849,928 $2,073,010 $0 $0 $0 $0 $0
5, 7, 8 T15185800 HSIP 8 ‐ FLORIN ROAD SIGNAL IMPROVEMENTS Grants $359,500 $11,651 $0 $0 $0 $0 $0 T15185800 HSIP 8 ‐ FLORIN ROAD SIGNAL IMPROVEMENTS Transportation $200,725 $38,762 $0 $0 $0 $0 $0 T15205400 HSIP 9 FLORIN ROAD Grants $219,240 $98,543 $0 $0 $0 $0 $0 T15205400 HSIP 9 FLORIN ROAD Transportation $197,600 $125,234 $0 $0 $0 $0 $0 5, 7, 8 Total $977,065 $274,190 $0 $0 $0 $0 $0
5, 8 L19920400 PA4 ‐ ART IN PUBLIC PLACES (APP) P R O G R A M G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19920400 PA4 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Other $0 $0 $0 $0 $0 $0 $0 L19920400 PA4 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $28,691 $1,621 $0 $0 $0 $0 $0 M17600500 FLORIN RD. BEAUTIFICATION Grants $1,122,173 $1,121,298 $0 $0 $0 $0 $0 T15205300 HSIP 9 VALLEY HI DRIVE AND LA MANCHA WAY Grants $258,210 $78,223 $1,277,730 $0 $0 $0 $0 T15205300 HSIP 9 VALLEY HI DRIVE AND LA MANCHA WAY Transportation $216,800 $136,027 $0 $0 $0 $0 $0 T15215800 FLORIN ROAD VISION ZERO SAFETY Grants $0 $0 $2,248,000 $4,252,000 $0 $0 $0 T15215800 FLORIN ROAD VISION ZERO SAFETY Transportation $720,000 $18,848 $0 $0 $0 $0 $0 T15215801 FLORIN ROAD VISION ZERO PAVEMENT REHABILITATION Transportation $350,000 $32,224 $0 $0 $0 $0 $0 Z14010088 GOLF COURSE TERRACE/MEADOWVIEW Utilities $13,262,675 $1,944,200 $0 $0 $0 $0 $0 5, 8 Total $15,958,549 $3,332,442 $3,525,730 $4,252,000 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 6 F11100903 COMM CENTER WORKSTATIONS Grants $671,000 $116,761 $0 $0 $0 $0 $0 F13000100 911 DISPATCH   TRNG FAC 3282 Other $21,707,034 $0 $0 $0 $0 $0 $0 L19001402 HIRAM JOHNSON HS SUPP PROG FAC Grants $1,000,000 $1,000,000 $0 $0 $0 $0 $0 L19001405 GENDER HEALTH CENTER ADVOCACY Grants $250,000 $250,000 $0 $0 $0 $0 $0 L19001411 YES2KOLLEGE PROGRAM FACILITY I Grants $150,000 $150,000 $0 $0 $0 $0 $0 L19001413 INTERNATIONAL GARDEN OF MANY C Grants $50,000 $50,000 $0 $0 $0 $0 $0 L19001414 COMMUNITY CONNECTIONS 95820 PR Grants $50,000 $50,000 $0 $0 $0 $0 $0 L19001415 YISRAEL FAMILY FARMS URBAN ROOTS INITIATIVE Grants $50,000 $50,000 $0 $0 $0 $0 $0 L19100500 21ST AVENUE PARK SITE PLAN Other $50,000 $17,885 $0 $0 $0 $0 $0 L19122300 GRANITE REGIONAL PARK RESTROOM Grants $20,000 $16,921 $0 $0 $0 $0 $0 L19129110 LAWRENCE PARK JOGGING TRAIL Park Development $50,000 $18,099 $0 $0 $0 $0 $0 L19186100 OKI PARK RESTROOM RENOVATION Park Development $158,966 $424 $0 $0 $0 $0 $0 L19186300 OKI PARK PLAYGROUND Park Development $263,000 $320 $0 $0 $0 $0 $0 L19192100 PARKS, PARKWAYS, & OPEN S P A C E S O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19192100 PARKS, PARKWAYS, & OPEN SPACES Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19192101 TAHOE PARK POOL SHADE Park Development $58,543 $7,438 $0 $0 $0 $0 $0 L19192103 MAE FONG SOCCER FIELD Park Development $21,923 $1,478 $0 $0 $0 $0 $0 L19192105 TAHOE TALLAC IMPROVEMENTS Park Development $10,709 $830 $0 $0 $0 $0 $0 L19192108 OKI PARK OPEN SPACE Other $175,000 $175,000 $0 $0 $0 $0 $0 L19202500 CAMELLIA PARK TENNIS CT RENOV Grants $100,000 $6,727 $0 $0 $0 $0 $0 L19221000 GLENBROOK PARK IMPROVEMENTS Park Development $800,000 $1,106 $0 $0 $0 $0 $0 L19300005 GRANITE REGIONAL PARK IMPROVEM Park Development $250,000 $242,174 $0 $0 $0 $0 $0 L19803503 GOLDEN EMPIRE DEFERRED MAINT Other $956 $0 $0 $0 $0 $0 $0 L19803508 BANCROFT 4TH R DEFERRED MAINT Other $61,546 $1 $0 $0 $0 $0 $0 L19803513 ERLEWINE 4TH R DEF MAINT Other $2,889 $4 $0 $0 $0 $0 $0 L19806000 GRANITE ALL WEATHER FIELD PROGRAM Other $592,682 $0 $0 $0 $0 $0 $0 L19911400 D6 CDBG MEDIAN PARK MP, NUNN PLAYGROUND, CAMELLIA PARK IRRIGATION Park Development $41,000 $41,000 $0 $0 $0 $0 $0 L19911500 LAWRENCE PARK IMPROVEMENTS Park Development $50,000 $48,787 $0 $0 $0 $0 $0 R15200025 FLORIN PERKINS REHABILITATION Transportation $250,000 $127,664 $0 $0 $0 $0 $0 R15210028 CALTRANS/UPRR ‐ RAMONA CROSSING Grants $130,000 $130,000 $0 $0 $0 $0 $0 R15210028 CALTRANS/UPRR ‐ RAMONA CROSSING Transportation $30,000 $29,398 $0 $0 $0 $0 $0 R15235000 FLORIN DEPOT INDUSTRIAL PARK Other $564,000 $564,000 $0 $0 $0 $0 $0 R15235101 21ST AVENUE MEDIAN PROJECT Transportation $25,000 $25,000 $0 $0 $0 $0 $0 T15008700 GRANITE PARK TRANSPORTATION MITIGATION Grants $470,381 $470,381 $0 $0 $0 $0 $0 T15008700 GRANITE PARK TRANSPORTATION MITIGATION Other $787,855 $0 $0 $0 $0 $0 $0 T15036300 FRUITRIDGE ROAD STREETSCAPE ENHANCEMENTS Grants $207,834 $0 $0 $0 $0 $0 $0 T15036300 FRUITRIDGE ROAD STREETSCAPE ENHANCEMENTS Other $211,941 $0 $0 $0 $0 $0 $0 T15036300 FRUITRIDGE ROAD STREETSCAPE ENHANCEMENTS Transportation $313,664 $24,845 $0 $0 $0 $0 $0 T15036301 FRUITRIDGE ROAD IMPROVEMENTS Grants $321,166 $70,217 $0 $0 $0 $0 $0 T15036301 FRUITRIDGE ROAD IMPROVEMENTS Other $188,955 $0 $0 $0 $0 $0 $0 T15036301 FRUITRIDGE ROAD IMPROVEMENTS Transportation $471,805 $104,680 $0 $0 $0 $0 $0 T15098600 14TH AVENUE EXTENSION Other $2,124,375 $1,820,080 $0 $0 $0 $0 $0 T15098600 14TH AVENUE EXTENSION Transportation $360,000 $42,557 $0 $0 $0 $0 $0 T15186000 POWER INN ROAD QUEUE CUTTERS Grants $1,914,437 $248,998 $0 $0 $0 $0 $0 T15186000 POWER INN ROAD QUEUE CUTTERS Transportation $82,187 $28,356 $0 $0 $0 $0 $0 T15216100 MORRISON CREEK TRAIL Grants $697,000 $180,676 $0 $0 $0 $0 $0 T15216100 MORRISON CREEK TRAIL Transportation $100,000 $81,237 $0 $0 $0 $0 $0 W14130610 SUMP 43 OUTFALL REPLACEMENT Utilities $96,571 $50,643 $0 $0 $0 $0 $0 W14130613 SUMP 96 REPAIRS Utilities $25,000 $25,000 $0 $0 $0 $0 $0 Z14130100 FLORIN RESERVOIR BACKUP ENGINE PROGRAM Utilities $5,485,789 $1,140,656 $0 $0 $0 $0 $0 Z14130234 FWTP‐GRIT BASIN SCRAPER ASSM Utilities $50,000 $36,425 $0 $0 $0 $0 $0 6 Total $41,543,208 $7,445,768 $0 $0 $0 $0 $0
7 D13000206 ZEV PUBLIC SAFETY CALEVIP Grants $50,000 $23,320 $0 $0 $0 $0 $0 D13000206 ZEV PUBLIC SAFETY CALEVIP Other $5,000 $0 $0 $0 $0 $0 $0 F11100904 PSU BUILDOUT Grants $120,413 $60,527 $0 $0 $0 $0 $0 K15185005 SACRAMENTO RIVER PARKWAY PRELIMINARY Grants $1,760,000 $1,087,678 $0 $0 $0 $0 $0 K15185005 SACRAMENTO RIVER PARKWAY PRELIMINARY Transportation $310,646 $310,646 $0 $0 $0 $0 $0 L19001401 SAC CITY COLLEGE CHILD DEV CNT Grants $1,000,000 $1,000,000 $0 $0 $0 $0 $0 L19005100 CONLIN COMPLEX IMPROVEMENTS Landscaping & Lighting $74,550 $0 $0 $0 $0 $0 $0 L19005100 CONLIN COMPLEX IMPROVEMENTS Park Development $865,803 $17,512 $0 $0 $0 $0 $0 L19012800 SWANSTON FOUNTAIN RECIRCULATIO Other $35,000 $3,109 $0 $0 $0 $0 $0 L19013900 DISTRICT 7 PARK SIGNS REPLACEMENT Park Development $34,781 $0 $0 $0 $0 $0 $0 L19112400 CROCKER VILLAGE PARK DEVELOPME Park Development $750,974 $720,586 $0 $0 $0 $0 $0 L19120200 GARCIA BEND PARK RESTROOM AND FISH CLEANING STATION Park Development $350,000 $11,986 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 7 L19128300 LAND PARK AMPHITHEATER R E N O V A T I O N O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19300002 RENFREE FIELD PHASE 1 DESIGN Grants $3,251,550 $3,042,800 $0 $0 $0 $0 $0 L19300002 RENFREE FIELD PHASE 1 DESIGN Park Development $500,000 $354,562 $0 $0 $0 $0 $0 L19300004 D4 LAND PARK Other $119,070 $0 $0 $0 $0 $0 $0 L19300004 D4 LAND PARK Park Development $500,000 $490,415 $0 $0 $0 $0 $0 L19707000 Z'BERG PARK SIGN AND MINOR IMP Park Development $12,000 $1,947 $0 $0 $0 $0 $0 L19803506 DIDION 4TH R DEFERRED MAINT Other $46,733 $4,975 $0 $0 $0 $0 $0 L19803510 WENZEL 4TH R DEF MAINT Other $5,067 $0 $0 $0 $0 $0 $0 L19803512 PONY EXPRESS 4TH R DEF MAINT Other $47,457 $1 $0 $0 $0 $0 $0 L19803514 ALICE BIRNEY 4TH R DEF MAINT Other $11,840 $0 $0 $0 $0 $0 $0 L19803515 SUTTERVILLE DEFERRED MAINT Other $62,000 $15,529 $0 $0 $0 $0 $0 L19920300 PA3 ‐ ART IN PUBLIC PLACES (APP) PROGRAM Park Development $33,350 $33,350 $0 $0 $0 $0 $0 W14110600 SUMP 39 SWITCHGEAR REPLACEMENT Utilities $230,189 $138,023 $0 $0 $0 $0 $0 W14130601 SUMP 142 SITE OUTFALL REPAIRS Other $90,000 $0 $0 $0 $0 $0 $0 W14130601 SUMP 142 SITE OUTFALL REPAIRS Utilities $75,000 $48,578 $0 $0 $0 $0 $0 W14130602 SUMP 138 SITE REPAIRS Utilities $149,000 $54,416 $0 $0 $0 $0 $0 W14130604 SUMP 34 ELECTRICAL LOAD BANK Utilities $120,000 $76,381 $0 $0 $0 $0 $0 X14002300 POCKET AD 2 SEWER IMNPRVMENT Utilities $89,990 $1 $0 $0 $0 $0 $0 X14002302 SUMP 137 RECONSTRUCTION Utilities $4,056,605 $50,000 $0 $0 $0 $0 $0 X14010049 CWTP ELECTRICAL MCC Utilities $2,754,490 $2,314,706 $0 $0 $0 $0 $0 X14131100 SUMP 2/2A REHABILITATION/REPAIR PROGRAM Utilities $10,000 $10,000 $0 $0 $0 $0 $0 X14131200 COMBINED WATER TREATMENT PLANT REHABILITATION/REPAIR PROGRAM Utilities $21,587 $21,587 $0 $100,000 $100,000 $100,000 $100,000 X14131201 CWTP WATER SUPPLY REHABILITATION Utilities $222,725 $7,507 $0 $0 $0 $0 $0 X14170114 COUNTY 72‐IN MAIN FORCE LINING Utilities $100,000 $100,000 $0 $0 $0 $0 $0 Z14006835 RIVERSIDE RES PUMP REPLACEMENT Utilities $85,000 $11,075 $0 $0 $0 $0 $0 Z14010090 LAND PARK PH 6 & 7 WMR (MND) Utilities $8,905,017 $5 $0 $0 $0 $0 $0 Z14130506 FREEPORT RES PUMP REPLACEMENT Utilities $1,754,340 $5,934 $0 $0 $0 $0 $0 Z14140608 1395 35TH AVE BLDG HVAC Utilities $2,100,000 $144,345 $0 $0 $0 $0 $0 Z14140618 SUMP 2 ROOF RESTORATION Utilities $64,386 $64,386 $0 $0 $0 $0 $0 7 Total $30,774,563 $10,225,888 $0 $100,000 $100,000 $100,000 $100,000 7, 8 K15155000 SOUTH SACRAMENTO PARKWAY TRAIL ‐ WEST Grants $241,362 $56,918 $0 $0 $0 $0 $0 K15155000 SOUTH SACRAMENTO PARKWAY TRAIL ‐ WEST Transportation $202,385 $16,237 $0 $0 $0 $0 $0 Z14010087 MEADOWVIEW & LAND PARK PR/WMR Utilities $10,286,376 $2,718,900 $0 $0 $0 $0 $0 7, 8 Total $10,730,123 $2,792,055 $0 $0 $0 $0 $0
8 C13000202 MEADOWVIEW COMMUNITY CENTER PCE REMEDIATION Other $1,055,000 $0 $0 $0 $0 $0 $0 C15001509 MEADOWVIEW SAFE GROUND PARKING Other $459,999 $75,970 $0 $0 $0 $0 $0 D01000817 UTILITY BOX ART WRAPS Grants $34,200 $2,890 $0 $0 $0 $0 $0 D01000817 UTILITY BOX ART WRAPS Other $3,000 $0 $0 $0 $0 $0 $0 L19014100 NORTH LAGUNA POND RENOVATION Other $70,458 $0 $0 $0 $0 $0 $0 L19014100 NORTH LAGUNA POND RENOVATION Park Development $519,890 $114,765 $0 $0 $0 $0 $0 L19106500 ANTHONY PARK FUTSAL & MINOR IM Park Development $158,837 $158,837 $0 $0 $0 $0 $0 L19111700 CABRILLO PARK IRRIGATION Park Development $250,000 $0 $0 $0 $0 $0 $0 L19118400 FREEPORT PARK IRRIGATION Park Development $350,000 $77,235 $0 $0 $0 $0 $0 L19146210 PANNELL CENTER LANDSCAPE IMPROVEMENTS Park Development $101,772 $0 $0 $0 $0 $0 $0 L19146400 MEADOWVIEW PARK PLAYGROUND IMP Other $510,000 $23,630 $0 $0 $0 $0 $0 L19146600 MEADOWVIEW RESTROOM RENOVATION Park Development $41,163 $0 $0 $0 $0 $0 $0 L19154300 LEVAR BURTON PARK SHADE STRUCTURE Park Development $136,988 $0 $0 $0 $0 $0 $0 L19159400 SHASTA PARK FRONTAGE IMPROVEM Park Development $192,779 $3,700 $0 $0 $0 $0 $0 L19171200 VALLEY HI PARK PLAYGROUND REPL Park Development $110,575 $0 $0 $0 $0 $0 $0 L19208100 WOOD PARK PLAYGROUND RENOVATIO Grants $40,800 $0 $0 $0 $0 $0 $0 L19208100 WOOD PARK PLAYGROUND RENOVATIO Park Development $292,500 $16,130 $0 $0 $0 $0 $0 L19208101 WOOD PARK MASTER PLAN AMENDMEN Park Development $50,000 $852 $0 $0 $0 $0 $0 L19208200 WOOD PARK COMMUNITY GARDEN Other $80,000 $65,291 $0 $0 $0 $0 $0 L19300006 D8 PANNELL CC IMP Park Development $250,000 $250,000 $0 $0 $0 $0 $0 L19804100 RCIF LONG‐TERM CAPITAL IMPROVEMENT PROGRAM Grants $30,287 $0 $0 $0 $0 $0 $0 L19804100 RCIF LONG‐TERM CAPITAL IMPROVEMENT PROGRAM Park Development $173,622 $15,900 $0 $0 $0 $0 $0 L19804200 INDEPENDENCE FIELD DUGOUT SHADE Park Development $87,369 $3,210 $0 $0 $0 $0 $0 L19920403 PA4 ‐ APP PANNELL KINETIC ART Grants $40,000 $0 $0 $0 $0 $0 $0 L19920403 PA4 ‐ APP PANNELL KINETIC ART Park Development $101,278 $1,437 $0 $0 $0 $0 $0 T15180410 KASTANIS WAY SIDEWALK INFILL Transportation $300,000 $294,821 $0 $0 $0 $0 $0 W14130105 SUMP 46 STORM DAMAGE REPAIRS Utilities $59,774 $11,752 $0 $0 $0 $0 $0 W14130404 SUMP 90 CHANNEL Utilities $68,824 $4,659 $0 $0 $0 $0 $0 Z14005400 SHASTA PARK RESERVOIR AND PUMP STATION PROJECT Utilities $6,466,918 $2,100,000 $0 $0 $0 $0 $0 Z14005402 SHASTA PARK WATER FACILITY Utilities $19,204,133 $201,362 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 8 Total $31,240,166 $3,422,443 $0 $0 $0 $0 $0
All A04000100 CITY CLERK AUTOMATION PROGRAM Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000300 IT EQUIPMENT REPLACEMENT PROGRAM Grants $75,000 $0 $0 $0 $0 $0 $0 A07000300 IT EQUIPMENT REPLACEMENT PROGRAM Other $0 $0 $0 $0 $0 $0 $0 A07000300 IT EQUIPMENT REPLACEMENT P R O G R A M T r a n s p o r t a t i o n $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000300 IT EQUIPMENT REPLACEMENT PROGRAM Utilities $0 $0 $0 $0 $0 $0 $0 A07000311 CARD KEY REPLACEMENT Other $70,503 $0 $0 $0 $0 $0 $0 A07000311 CARD KEY REPLACEMENT Transportation $5,594 $0 $0 $0 $0 $0 $0 A07000311 CARD KEY REPLACEMENT Utilities $168,774 $0 $0 $0 $0 $0 $0 A07000400 CITYWIDE FIBER EXPANSION PROGRAM Grants $188,252 $63,700 $21,000 $21,000 $21,000 $21,000 $21,000 A07000400 CITYWIDE FIBER EXPANSION PROGRAM Other $241,000 $0 $0 $0 $0 $0 $0 A07000400 CITYWIDE FIBER EXPANSION PROGRAM Utilities $40,000 $0 $0 $0 $0 $0 $0 A07000403 STATE FIBER INSTALLATION Grants $117,569 $11,832 $0 $0 $0 $0 $0 A07000403 STATE FIBER I N S T A L L A T I O N O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000600 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT P R O G R A M G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000600 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT PROGRAM Other $671,111 $0 $0 $0 $0 $0 $0 A07000600 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT PROGRAM Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000600 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT PROGRAM Transportation $447,481 $0 $0 $0 $0 $0 $0 A07000600 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT PROGRAM Utilities $4,704,097 $0 $0 $0 $0 $0 $0 A07000700 DIGITAL STRATEGY O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000700 DIGITAL STRATEGY Transportation $0 $0 $28,334 $0 $0 $0 $0 A07000700 DIGITAL STRATEGY Utilities $0 $0 $265,124 $0 $0 $0 $0 A07000702 AUTOMATED BIDS & DIGITAL SIGNATURE (ABCD) Other $83,347 $0 $0 $0 $0 $0 $0 A07000702 AUTOMATED BIDS & DIGITAL SIGNATURE (ABCD) Transportation $62,113 $0 $0 $0 $0 $0 $0 A07000702 AUTOMATED BIDS & DIGITAL SIGNATURE (ABCD) Utilities $703,394 $6,624 $0 $0 $0 $0 $0 A07000705 CITYWIDE RECORD MANAGEMENT Other $5,222 $86 $0 $0 $0 $0 $0 A07000705 CITYWIDE RECORD MANAGEMENT Transportation $3,998 $1,546 $0 $0 $0 $0 $0 A07000705 CITYWIDE RECORD MANAGEMENT Utilities $86,885 $33,603 $0 $0 $0 $0 $0 A07000706 ONLINE PAYMENTS Other $111,886 $103,532 $0 $0 $0 $0 $0 A07000706 ONLINE PAYMENTS Transportation $6,731 $6,228 $0 $0 $0 $0 $0 A07000706 ONLINE PAYMENTS Utilities $77,616 $71,821 $0 $0 $0 $0 $0 A07000800 IT SECURITY PROGRAM Grants $0 $0 $0 $0 $0 $0 $0 A07000800 IT SECURITY PROGRAM O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 A07000800 IT SECURITY PROGRAM Transportation $0 $0 $0 $0 $0 $0 $0 A07000800 IT SECURITY PROGRAM Utilities $0 $0 $0 $0 $0 $0 $0 A07000801 SECURITY ENHANCEMENTS Other $9,017 $5,934 $0 $0 $0 $0 $0 A07000801 SECURITY ENHANCEMENTS Transportation $6,577 $4,328 $0 $0 $0 $0 $0 A07000801 SECURITY ENHANCEMENTS Utilities $79,529 $44,989 $0 $0 $0 $0 $0 A07001100 ECAPS ENHANCEMENT Other $46,900 $7,726 $0 $0 $0 $0 $0 A07001100 ECAPS ENHANCEMENT Transportation $33,250 $5,478 $0 $0 $0 $0 $0 A07001100 ECAPS ENHANCEMENT Utilities $423,500 $69,771 $0 $0 $0 $0 $0 A07001200 CITYWIDE CASHIERING Transportation $32,000 $0 $0 $0 $0 $0 $0 A07001200 CITYWIDE CASHIERING Utilities $128,000 $0 $0 $0 $0 $0 $0 A07001300 311 MOBILE APPLICATION MODERNIZATION Other $106 $53 $0 $0 $0 $0 $0 A07001300 311 MOBILE APPLICATION MODERNIZATION Transportation $4,706 $2,353 $0 $0 $0 $0 $0 A07001300 311 MOBILE APPLICATION MODERNIZATION Utilities $88,573 $21,778 $0 $0 $0 $0 $0 A07001400 NEW GENERATION FIREWALL REPLACEMENT Other $12,529 $0 $0 $0 $0 $0 $0 A07001400 NEW GENERATION FIREWALL REPLACEMENT Transportation $8,883 $0 $0 $0 $0 $0 $0 A07001400 NEW GENERATION FIREWALL REPLACEMENT Utilities $113,136 $0 $0 $0 $0 $0 $0 A13000200 FLEET MANAGEMENT TECHNOLOGY PROGRAM Other $2,049,000 $229,554 $50,000 $50,000 $50,000 $50,000 $50,000 A21006400 PLANNING TECHNOLOGY PROGRAM Other $2,172,235 $1,487,168 $181,000 $189,000 $199,000 $206,000 $212,000 A21006403 DEVELOPMENT TRACKER UPGRADE Other $53,770 $0 $0 $0 $0 $0 $0 A21006600 BUILDING PERMIT TECHNOLOGY PROGRAM Other $13,146,101 $8,770,362 $1,169, 000 $1,225,000 $1,318,000 $1,384,000 $1,450,000 A21006601 ACCELA PROGRAMMING IT POSITIONS Other $3,071,883 $398,978 $0 $0 $0 $0 $0 A21006602 DEVELOPMENT PROCESS IMPROVEMENT TECHNOLOGY Other $380,000 $318,636 $0 $0 $0 $0 $0 A21006603 DIGITIZATION OF COUNTER Other $150,000 $150,000 $0 $0 $0 $0 $0 B13000100 FLEET FACILITIES PROGRAM Other $2,053,680 $304,860 $50,000 $50,000 $50,000 $50,000 $50,000 C13000100 FUEL MANAGEMENT AND SUPPORT EQUIPMENT PROGRAM Other $3,438,599 $144,033 $50,000 $50,000 $50,000 $50,000 $50,000 C13000400 FACILITY ADA COMPLIANCE PROGRAM Grants $26,421 $0 $0 $0 $0 $0 $0 C13000400 FACILITY ADA COMPLIANCE PROGRAM Other $1,524,767 $439,785 $50,000 $50,000 $50,000 $50,000 $50,000 C13000400 FACILITY ADA COMPLIANCE PROGRAM Transportation $122,170 $100,141 $50,000 $50,000 $50,000 $50,000 $50,000 C13000400 FACILITY ADA COMPLIANCE PROGRAM Utilities $41 $0 $0 $0 $0 $0 $0 C13001900 ENERGY REINVESTMENT PROGRAM Grants $591,785 $9,749 $0 $0 $0 $0 $0 C13900000 CITY FACILITY REINVESTMENT PROGRAM Other $5,178 $0 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 All C15000400 SECURITY CAMERA REPLACEMENT PROGRAM Other $17,320 $9,147 $2,055 $2,055 $2,055 $2,055 $2,055 C15000400 SECURITY CAMERA REPLACEMENT PROGRAM Utilities $29,455 $26,499 $3,495 $3,495 $3,495 $3,495 $3,495 C15001400 PROPERTY ACQUISITION FOR COMPREHENSIVE SITING PLAN LOCATIONS Other $0 $0 $0 $0 $0 $0 $0 C15001500 SITING PLAN LOCATION BUILDOUT Other $48,728 $17,040 $0 $0 $0 $0 $0 C15001600 ELECTRIC VEHICLE SUPPLY EQUIPMENT PROJECT Landscaping & Lighting $20,191 $20,191 $0 $0 $0 $0 $0 C15001600 ELECTRIC VEHICLE SUPPLY EQUIPMENT PROJECT Other $45,429 $45,429 $0 $0 $0 $0 $0 C15001600 ELECTRIC VEHICLE SUPPLY EQUIPMENT PROJECT Transportation $93,382 $93,382 $0 $0 $0 $0 $0 C15001600 ELECTRIC VEHICLE SUPPLY EQUIPMENT PROJECT Utilities $196,859 $196,859 $0 $0 $0 $0 $0 C15210000 SACRAMENTO EV BLUEPRINT PHASE2 Grants $978,490 $588,729 $0 $0 $0 $0 $0 C15210050 SACRAMENTO EV BLUEPRINT PHASE 2 INFRASTRUCTURE Grants $846,928 $778,536 $0 $0 $0 $0 $0 D13000200 FLEET ALTERNATIVE FUEL EQUIPMENT REPLACEMENT PROGRAM Other $764,002 $55,335 $50,000 $50,000 $50,000 $50,000 $50,000 D13000201 ZEV INFRASTRUCTURE PROGRAM Grants $368,269 $86,917 $0 $0 $0 $0 $0 D13000201 ZEV INFRASTRUCTURE PROGRAM Other $93,509 $0 $0 $0 $0 $0 $0 F11100300 POLICE AIR PROGRAM C I P G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 F11100302 PAP CIP ‐ AF DOT Grants $101,135 $0 $0 $0 $0 $0 $0 F11100303 PAP CIP ‐ AF DOJ Grants $105,167 $0 $0 $0 $0 $0 $0 F11100304 PAP CIP ‐ SURPLUS Grants $123,000 $0 $0 $0 $0 $0 $0 F11100500 BODY WORN CAMERA AND CONDUCTIVE ELECTRICAL DEVICE PROGRAM Other $0 $0 $0 $0 $0 $0 $0 F11100900 PD FACILITIES AND WORKSTATIONS Grants $42,588 $36,965 $0 $0 $0 $0 $0 F11101000 POLICE DEPARTMENT SPECIALTY VEHICLES AND EQUIPMENT Grants $500,000 $500,000 $0 $0 $0 $0 $0 F12000300 FIRE APPARATUS PROGRAM Other $477,933 $0 $0 $0 $0 $0 $0 K15125200 BIKE PARKING PROGRAM Grants $85,600 $0 $0 $0 $0 $0 $0 K15125200 BIKE PARKING PROGRAM Transportation $445,861 $118,999 $60,000 $60,000 $60,000 $60,000 $60,000 K15185109 BIKESHARE BIKE CORRALS Transportation $124,226 $78,246 $0 $0 $0 $0 $0 K15222100 PEDESTRIAN AND BIKE TRAIL REPAIR AND MAINTENANCE PROGRAM Transportation $254,016 $254,016 $200,000 $200,000 $200,000 $200,000 $200,000 L15000100 CITYWIDE PARK TREE ASSESSMENT Other $10,000 $10,000 $0 $0 $0 $0 $0 L19001300 PRYDE PROGRAM Grants $0 $0 $0 $0 $0 $0 $0
L19001301 PRYDE ‐ ALWAYS KNOCKING, INC. Grants $32,449 $32,449 $0 $0 $0 $0 $0 L19001302 PRYDE ‐ CROCKER ART MUSEUM Grants $75,000 $0 $0 $0 $0 $0 $0 L19001303 PRYDE ‐ HOOKED ON FISHING... Grants $29,250 $0 $0 $0 $0 $0 $0 L19001304 PRYDE ‐ IMPROVE YOUR TOMORROW Grants $30,058 $0 $0 $0 $0 $0 $0 L19001305 PRYDE ‐ REIMAGINE MACK ROAD.. Grants $73,500 $0 $0 $0 $0 $0 $0 L19001306 PRYDE ‐ SQUARE ROOT ACADEMY Grants $112,812 $0 $0 $0 $0 $0 $0 L19001307 PRYDE ‐ TOFA OF SACRAMENTO Grants $25,815 $0 $0 $0 $0 $0 $0 L19001308 PRYDE ‐ UC DAVIS Grants $32,448 $0 $0 $0 $0 $0 $0 L19001309 PRYDE ‐ SAC CITY UNIFIED Grants $195,000 $0 $0 $0 $0 $0 $0 L19001310 PRYDE ‐ SAC PUBLIC LIBRARY Grants $75,600 $0 $0 $0 $0 $0 $0 L19001311 PRYDE ‐ PANNELL COMMUNITY CENTER Grants $53,068 $2,123 $0 $0 $0 $0 $0 L19001400 COMMUNITY REINVESTMENT SUBRECI Grants $4,730,000 $4,730,000 $0 $0 $0 $0 $0 L19001404 SAC GIRLS ON THE RUN PROG Grants $100,000 $100,000 $0 $0 $0 $0 $0 L19001412 OUR DAUGHTER’S DESTINY PROGRAM Grants $70,000 $57,111 $0 $0 $0 $0 $0 L19001417 WOODLAKE GATEWAY  ‐ RIVER ACCE Grants $3,000,000 $3,000,000 $0 $0 $0 $0 $0 L19003500 REGIONAL PARK/PARKWAYS PROGRAM Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19112500 CITYWIDE PARKS MASTER PLAN UPDATE PROGRAM Park Development $475,000 $2,884 $0 $0 $0 $0 $0 L19300000 CITYWIDE PARK IMPROVEMENT PROGRAM Grants $350,000 $350,000 $0 $0 $0 $0 $0 L19300000 CITYWIDE PARK IMPROVEMENT PROGRAM Other $0 $0 $0 $0 $0 $0 $0 L19300000 CITYWIDE PARK IMPROVEMENT PROGRAM Park Development $38,259 $38,259 $300,000 $0 $0 $0 $0 L19703100 PARK MAINTENANCE IRRI SYS 4727 Landscaping & Lighting $9,556 $130 $0 $0 $0 $0 $0 L19703100 PARK MAINTENANCE IRRI SYS 4727 Other $18,000 $0 $0 $0 $0 $0 $0 L19703100 PARK MAINTENANCE IRRI SYS 4727 Park Development $1,259 $881 $0 $0 $0 $0 $0 L19706000 MEASURE U PARK MAINTENANCE I M P R O V E M E N T S O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19706000 MEASURE U PARK MAINTENANCE IMPROVEMENTS Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19706046 MU CITYWIDE SIDEWALK REPAIRS Other $60,995 $1,014 $0 $0 $0 $0 $0 L19706500 CITYWIDE POOL ASSESSMENT/REPAIR PROGRAM Other $233,146 $1 $0 $0 $0 $0 $0 L19706500 CITYWIDE POOL ASSESSMENT/REPAIR PROGRAM Park Development $0 $0 $200,000 $0 $0 $0 $0 L19800200 RECREATION FACILITY IMPS Grants $0 $0 $0 $0 $0 $0 $0 L19803500 4TH "R" DEFERRED MAINT PROGRAM Other $218,303 $218,303 $0 $0 $0 $0 $0 L19900300 PARKS & RECREATION RESERVATION SYSTEM PROGRAM Park D e v e l o p m e n t $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19900300 PARKS & RECREATION RESERVATION SYSTEM P R O G R A M T r a n s p o r t a t i o n $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19920000 ART IN PUBLIC PLACES PROGRAM O t h e r $ 0$ 0$ 0$ 0$ 0$ 0$ 0 L19920000 ART IN PUBLIC PLACES PROGRAM Park Development $50,000 $50,000 $22,300 $0 $0 $0 $0 M17600400 CHOICE NBHD INITIATIVE ( C N I ) G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 M17600403 WAYFINDING Grants $66,787 $47,917 $0 $0 $0 $0 $0 M17600404 PROJECT ADMINISTRATION Grants $175,160 $90,390 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 All R15078400 URBAN FOREST ENHANCEMENT PROGRAM Landscaping & Lighting $1,302,817 $1,169,778 $0 $0 $0 $0 $0 R15188500 TREE PLANTING AND REPLACEMENT PROGRAM Transportation $431,680 $431,680 $120,000 $120,000 $120,000 $120,000 $120,000 R15188515 PLANTER ENHANCEMENT PROGRAM Transportation $450,000 $388,281 $0 $0 $0 $0 $0 R15192300 BRIDGE & FLOODGATE MAINTENANCE PROGRAM FY2019 Transportation $259,895 $11,408 $0 $0 $0 $0 $0 R15192301 LEVEE FLOODGATE REPAIRS Transportation $580,474 $92,894 $0 $0 $0 $0 $0 R15200000 TRANSPORTATION CORRIDOR PROGRAM Transportation $8,519,008 $8,519, 008 $12,922,672 $12,922,672 $12,922,672 $12,922,672 $12,922,672 R15200800 PAVEMENT MANAGEMENT APPLICATION UPDATE PROGRAM Transportation $724,648 $517,988 $175,000 $175,000 $175,000 $175,000 $175,000 R15210000 TRANSPORTATION CORRIDOR PROGRAM Transportation $2,432,152 $2,429,116 $0 $0 $0 $0 $0 R15210022 UTILITY TRENCH CUT STUDY Transportation $200,000 $72,500 $0 $0 $0 $0 $0 R15210023 FY21 CURB, GUTTER & SW REPAIRS Transportation $347,000 $300,054 $0 $0 $0 $0 $0 R15212300 BRIDGE & FLOODGATE MAINTENANCE PROGRAM FY2021 Transportation $298,592 $147,666 $0 $0 $0 $0 $0 R15212500 TRENCH CUT FEE PROGRAM FY2021 Transportation $51,516 $51,516 $0 $0 $0 $0 $0 R15212800 WORK MANAGEMENT SYSTEM PROGRAM ‐ STREETS AND FACILITIES Transportation $121,453 $61,373 $0 $60,000 $60,000 $60,000 $60,000 R15222200 BRIDGE MAINTENANCE PROGRAM Transportation $65,000 $65,000 $375,000 $375,000 $375,000 $375,000 $375,000 R15222201 CONCRETE BRIDGE REPAIRS PROGRAM Transportation $175,000 $52,707 $0 $0 $0 $0 $0 R15222203 BRIDGE MAINT PROJECT SCOPING PROGRAM Transportation $25,000 $25,000 $0 $0 $0 $0 $0 R15222300 FLOODGATE MAINTENANCE PROGRAM Transportation $250,000 $250,000 $1,000,000 $0 $0 $0 $0 R15222500 TRENCH CUT FEE PROGRAM Transportation $25,125 $25,125 $0 $0 $0 $0 $0 R15235100 DROUGHT TOLERANT LANDSCAPE REPLACEMENT Transportation $1,775,000 $1,775,000 $2,000,000 $0 $0 $0 $0 S15101300 TRAFFIC OPERATIONS CENTER PROGRAM Transportation $200,927 $8,729 $280,000 $280,000 $280,000 $280,000 $280,000 S15101301 SIGNAL TIMING PLANNING PROGRAM Transportation $1,385,867 $102,088 $0 $0 $0 $0 $0 S15101351 SIGNAL SYSTEM EQUIPMENT PROGRAM Transportation $612,000 $173,242 $0 $0 $0 $0 $0 S15101352 SIGNAL SYSTEM INFRASTRUCTURE‐ CONTRACTOR PROGRAM Transportation $246,325 $36,328 $0 $0 $0 $0 $0 S15101353 SIGNAL SYSTEM INFRASTRUCTURE‐ CITY FORCES PROGRAM Transportation $93,000 $25,034 $0 $0 $0 $0 $0 S15101354 TRAFFIC SIGNALS‐ MONITOR/ADJUST: FAIR SHARE CONTRIBUTIONS PROGRAM Other $196,100 $180,136 $0 $0 $0 $0 $0 S15114100 TRAFFIC SIGNAL SAFETY PROGRAM Other $23,592 $23,592 $0 $0 $0 $0 $0 S15114100 TRAFFIC SIGNAL SAFETY PROGRAM Transportation $464,537 $83,239 $0 $0 $0 $0 $0 S15120500 ACTIVE TRANSPORTATION SAFETY PROGRAM Transportation $2,831,676 $1,878,831 $600,000 $600,000 $600,000 $600,000 $600,000 S15120506 PED CROSSINGS ENHANCEMENTS PROGRAM Transportation $50,402 $0 $0 $0 $0 $0 $0 S15120508 INTERSECTION SAFETY PROJECT Transportation $350,000 $297,246 $0 $0 $0 $0 $0 S15120509 PEDESTRIAN CROSSINGS ENHANCEMENTS ‐ CONSTRUCTION Transportation $1,120,000 $839,577 $0 $0 $0 $0 $0 S15121800 STREETLIGHT/COPPER WIRE REPAIR PROGRAM Landscaping & Lighting $500,000 $307,912 $0 $0 $0 $0 $0 S15121800 STREETLIGHT/COPPER WIRE REPAIR PROGRAM Transportation $1,000,000 $0 $0 $0 $0 $0 $0 S15132400 GUARDRAIL REPLACEMENT PROGRAM Transportation $500,070 $39,107 $50,000 $50,000 $50,000 $50,000 $50,000 S15132700 TRAFFIC SIGNAL EQUIPMENT UPGRADE PROGRAM Transportation $2,012,934 $32,520 $150,000 $150,000 $150,000 $150,000 $150,000 S15133400 STREET LIGHT RELAMP AND REFURBISHMENT PROGRAM Landscaping & Lighting $1,282,965 $571,390 $215,000 $215,000 $215,000 $215,000 $215,000 S15133400 STREET LIGHT RELAMP AND REFURBISHMENT PROGRAM Transportation $866,880 $8,582 $0 $0 $0 $0 $0 S15184100 VISION ZERO SAFETY PROGRAM Transportation $1,589,234 $1,428, 987 $2,003,455 $2,003,455 $2,003,455 $2,003,455 $2,003,455 S15184105 LOW COST SAFETY/MEDIAN ISLAND IMPROVEMENTS Transportation $700,000 $414,232 $0 $0 $0 $0 $0 S15184111 TRAFFIC CALMING MAINTENANCE PROGRAM Transportation $318,000 $176,909 $0 $0 $0 $0 $0 S15184113 TRAFFIC SIGNAL OPERATION MANUAL Transportation $150,000 $194 $0 $0 $0 $0 $0 S15184115 NEIGHBORHOOD COMMERCIAL SAFETY Transportation $340,000 $339,755 $0 $0 $0 $0 $0 S15184116 PEDESTRIAN CROSSING TREATMENTS PROGRAM Transportation $400,000 $362,199 $0 $0 $0 $0 $0 S15184118 2022 SPEED LUMPS Transportation $400,000 $179,310 $0 $0 $0 $0 $0 S15184119 STREET DESIGN STANDARDS UPDATE Transportation $500,000 $499,836 $0 $0 $0 $0 $0 S15184120 AB 43 SPEED LIMIT UPDATE Transportation $200,000 $192,417 $0 $0 $0 $0 $0 S15201700 TRANSPORTATION MASTER PLAN Transportation $1,014,000 $298,206 $0 $0 $0 $0 $0 S15245700 CITY RAILWAY QUIET ZONES PROGRAM Transportation $0 $0 $50,000 $50,000 $50,000 $50,000 $50,000 T15007200 STATE AND FEDERAL GRANT MATCH PROGRAM Transportation $11,687,119 $11,687, 119 $3,400,000 $1,400,000 $1,400,000 $1,400,000 $1,400,000 T15100900 ALLEY ABATEMENT PROGRAM Grants $24,840 $0 $0 $0 $0 $0 $0 T15100900 ALLEY ABATEMENT PROGRAM Other $1,316 $0 $0 $0 $0 $0 $0 T15100900 ALLEY ABATEMENT PROGRAM Transportation $651,730 $0 $0 $0 $0 $0 $0 T15103200 NEIGHBORHOOD STREET LIGHT REPLACEMENT PROGRAM Landscaping & Lighting $319,037 $289,323 $1,200,000 $400,000 $400,000 $400,000 $400,000 T15103219 2021 LED RETROFIT PROJECT Grants $85,313 $35,750 $0 $0 $0 $0 $0 T15103219 2021 LED RETROFIT PROJECT Landscaping & Lighting $2,880,000 $70,995 $0 $0 $0 $0 $0 T15103220 NEIGHBORHOOD STREETLIGHTS FY23 Landscaping & Lighting $235,000 $235,000 $0 $0 $0 $0 $0 T15103300 MAJOR STREET LIGHTING REPLACEMENT PROGRAM Landscaping & Lighting $14,436 $14,436 $0 $0 $0 $0 $0 T15103300 MAJOR STREET LIGHTING REPLACEMENT PROGRAM Transportation $60 $60 $0 $0 $0 $0 $0 T15122200 BRIDGE MAINTENANCE ENGINEERING PROGRAM Transportation $294,585 $31,265 $0 $0 $0 $0 $0 T15122300 BRIDGE REHABILITATION PROGRAM (2013) Transportation $37,236 $37,236 $0 $0 $0 $0 $0 T15122312 BRIDGE INSPECTION & MANAGEMENT Transportation $50,000 $6,440 $0 $0 $0 $0 $0 T15140100 CAPITAL GRANT PREPARATION PROGRAM Other $50,000 $15 $0 $0 $0 $0 $0 T15140100 CAPITAL GRANT PREPARATION PROGRAM Transportation $2,129,578 $128,008 $200,000 $200,000 $200,000 $200,000 $200,000 T15180400 ACTIVE TRANSPORTATION PROGRAM Transportation $4,620,732 $4,348, 097 $2,137,152 $2,137,152 $2,137,152 $2,137,152 $2,137,152 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 All T15180402 MARKED CROSSWALK IMPROVEMENTS Other $14,782 $14,782 $0 $0 $0 $0 $0 T15180402 MARKED CROSSWALK IMPROVEMENTS Transportation $943,000 $680,513 $0 $0 $0 $0 $0 T15180403 BIKEWAY DELINEATOR PILOT Transportation $225,000 $191,747 $0 $0 $0 $0 $0 T15180406 BICYCLE DETECTION PROGRAM Transportation $260,000 $37,330 $0 $0 $0 $0 $0 T15180409 TRANSPORTATION DEMAND MANAGEMENT UPDATE Transportation $250,000 $249,836 $0 $0 $0 $0 $0 T15180412 15‐MINUTE NEIGHBORHOOD PLAN Transportation $206,779 $206,389 $0 $0 $0 $0 $0 T15180413 ACTIVE TRANSPORTATION EDUCATION Transportation $60,000 $59,836 $0 $0 $0 $0 $0 T15190600 PUBLIC RIGHTS‐OF‐WAY ACCESSIBILITY PROGRAM FY2019 Transportation $204 $204 $0 $0 $0 $0 $0 T15190610 ACCESSIBILITY PGM‐ADMIN FY2019 Transportation $296,874 $10,508 $0 $0 $0 $0 $0 T15200600 PUBLIC RIGHTS‐OF‐WAY ACCESSIBILITY PROGRAM Transportation $140,000 $140,000 $900,000 $200,000 $200,000 $200,000 $200,000 T15200610 ACCESSIBILITY PROGRAM‐ ADMIN Transportation $150,000 $39,303 $0 $0 $0 $0 $0 T15200612 RAMPS‐ STREET MAINTENANCE PROGRAM Transportation $155,000 $70,803 $0 $0 $0 $0 $0 T15200613 RAMPS PROGRAM‐ CITIZEN REQUESTED Transportation $190,000 $81,004 $0 $0 $0 $0 $0 T15200616 TRANSPORTATION DIVISION ADA PROGRAM REQUESTS Transportation $35,000 $15,804 $0 $0 $0 $0 $0 T15200617 2023 AUDIBLE SIGNALS Transportation $450,000 $424,811 $0 $0 $0 $0 $0 T15215700 CITY RAILWAY QUIET ZONES PROGRAM Transportation $199,991 $29,866 $0 $0 $0 $0 $0 T15217300 OVERWIDTH PAVEMENT REIMBURSEMENT PROGRAM Transportation $500,000 $500,000 $0 $0 $0 $0 $0 V15610000 REVENUE CONTROL SYSTEM PROGRAM Transportation $5,191,402 $1,165,182 $120,000 $120,000 $120,000 $120,000 $120,000 W14000200 BASE CIP CONTINGENCY DRAINAGE PROGRAM Utilities $334,955 $320,272 $750,000 $750,000 $750,000 $750,000 $1,000,000 W14000201 6021 CONTINGENCY RESERVE Utilities $1,234,690 $1,234,690 $0 $0 $0 $0 $0 W14120600 DITCH REPAIR PROGRAM Utilities $39,227 $34,404 $600,000 $700,000 $2,200,000 $600,000 $2,100,000 W14120800 DRAIN INLET REPLACEMENT PROGRAM Utilities $16,026 $11,004 $100,000 $100,000 $100,000 $0 $100,000 W14130100 DRAINAGE UNPLANNED REPAIRS PROGRAM Utilities $113,159 $0 $350,000 $350,000 $350,000 $250,000 $350,000 W14130106 SUMP 159 REPAIRS Utilities $152,500 $8,260 $0 $0 $0 $0 $0 W14130107 6021 UNPLANNED RESERVE Utilities $250,000 $250,000 $0 $0 $0 $0 $0 W14130400 DRAINAGE CHANNEL IMPROVEMENTS PROGRAM Utilities $353,215 $346,294 $755,000 $0 $0 $0 $0 W14130600 DRAINAGE SUMP REPLACEMENT AND REHABILITATION PROGRAM Other $308 $308 $0 $0 $0 $0 $0 W14130600 DRAINAGE SUMP REPLACEMENT AND REHABILITATION PROGRAM Utilities $3,793,968 $3,724, 145 $2,116,000 $1,870,000 $515,000 $680,000 $180,000 W14130618 6021 SUMP RESERVE Utilities $3,945,000 $3,945,000 $0 $0 $0 $0 $0 W14130800 DRAINAGE PLANT REGULATORY IMPROVEMENT PROGRAM Utilities $26,472 $1,100 $0 $0 $0 $0 $0 W14150700 DRAINAGE IMPROVEMENT PROGRAM Utilities $11,477 $11,477 $0 $1,405,000 $1,430,000 $992,000 $1,307,000 W14170100 DRAINAGE COLLECTION SYSTEM REPAIR AND REHABILITATION PROGRAM Utilities $750,390 $656,951 $0 $0 $750,000 $1,500,000 $750,000 W14230100 DRAINAGE TRASH CAPTURE PROGRAM Utilities $600,000 $600,000 $1,200, 000 $1,200,000 $1,100,000 $1,100,000 $1,100,000 W14230101 6021 TRASH CAPTURE RESERVE Utilities $500,000 $500,000 $0 $0 $0 $0 $0 W14230200 DRAINAGE FACILITY ELECTRICAL REHABILITATION PROGRAM Utilities $2,050,000 $2,050,000 $3, 140,000 $2,110,000 $1,440,000 $2,120,000 $5,740,000 X14000500 BASE CIP CONTINGENCY WASTEWATER PROGRAM Utilities $162,502 $162,502 $121,500 $179,000 $123,000 $155,000 $155,000 X14010000 WASTEWATER COMBINED SEWER SYSTEM CAPITAL P R O G R A M G r a n t s $ 0$ 0$ 0$ 0$ 0$ 0$ 0 X14010000 WASTEWATER COMBINED SEWER SYSTEM CAPITAL PROGRAM Utilities $581,313 $445,727 $0 $0 $0 $0 $0 X14010114 6021 CSS CAPITAL RESERVE Utilities $2,000,000 $2,000,000 $0 $0 $0 $0 $0 X14110400 WASTEWATER MANHOLE REHABILITATION/REPLACEMENT PROGRAM Utilities $176,295 $5,972 $0 $0 $0 $0 $0 X14120300 SEWER REPAIRS PROGRAM Utilities $132,916 $9,650 $0 $0 $0 $0 $0 X14130400 WASTEWATER FLOW METERING PROGRAM Utilities $966,737 $915,987 $300,000 $0 $0 $0 $0 X14130402 WASTEWATER FLOWMETERS PHASE II Utilities $250,000 $203,191 $0 $0 $0 $0 $0 X14130900 WASTEWATER SUMP REHABILITATION AND REPLACEMENT PROGRAM Utilities $130,047 $50,805 $150,000 $150,000 $150,000 $150,000 $150,000 X14131500 FACILITY ELECTRICAL REHABILITATION PROGRAM Utilities $888,064 $887,375 $200,000 $400,000 $0 $0 $0 X14131600 GENERATOR IMPROVEMENT PROGRAM Utilities $866,221 $241,615 $300,000 $200,000 $100,000 $100,000 $100,000 X14160500 SEPARATED PIPE REHABILITATION AND REPLACEMENT PROGRAM Utilities $1,742,147 $1,733,372 $100,000 $700,000 $400,000 $400,000 $100,000 X14170100 COMBINED COLLECTION SYSTEM REHABILITATION AND REPLACEMENT PROGRAM Utilities $1,249,654 $1,175,797 $4, 250,000 $4,050,000 $5,050,000 $10,050,000 $4,550,000 Y14000900 SOLID WASTE FACILITY REPAIR & REHABILITATION PROGRAM Utilities $4,268,851 $3,098,135 $0 $0 $0 $0 $0 Y15000400 RSW FLEET MANAGEMENT TECHNOLOGY PROGRAM Utilities $100,000 $100,000 $50,000 $50,000 $50,000 $50,000 $50,000 Z14000700 BASE CIP CONTINGENCY WATER PROGRAM Utilities $57,404 $57,104 $900,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Z14000800 BACKFLOW PREVENTION DEVICE PROGRAM Utilities $2,371,916 $58,276 $0 $25,000 $25,000 $25,000 $0 Z14001500 DRINKING WATER QUALITY PROGRAM Utilities $4,563,455 $2,604,614 $300,000 $400,000 $200,000 $275,000 $0 Z14001501 DISTRIBUTION FLUSHING Utilities $810,000 $77,066 $0 $0 $0 $0 $0 Z14001504 INSTRUMENT REPLACEMENT, WQ LAB Utilities $395,026 $91,091 $0 $0 $0 $0 $0 Z14001507 DRINKING WTP PILOT PLANT Utilities $503,800 $0 $0 $0 $0 $0 $0 Z14001900 UTILITY ENERGY EFFICIENCY PROGRAM Utilities $932,154 $789,910 $300,000 $300,000 $300,000 $300,000 $200,000 Z14003600 INFORMATION TECHNOLOGY ‐ SCADA PROGRAM Utilities $4,207,861 $4,204,819 $1, 725,000 $1,400,000 $1,400,000 $3,923,030 $2,873,980 Z14003606 SCADA RADIO REPLACEMENT Utilities $454,366 $271,146 $0 $0 $0 $0 $0 Z14003611 SCADA FIBER OPTICS Utilities $878,000 $390,440 $0 $0 $0 $0 $0 Z14003612 SCADA WATER PLANTS MOBILE ACC. Utilities $539,000 $19,887 $0 $0 $0 $0 $0 Z14003614 MEADOWVIEW COMMUNICATION TOWER Utilities $100,000 $84,877 $0 $0 $0 $0 $0 Z14003615 SCADA & PLC UPGRADES Utilities $2,821,482 $2,017,960 $0 $0 $0 $0 $0 Z14003616 6021 IT SCADA RESERVE Utilities $686,620 $686,620 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 All Z14006700 WHOLESALE CONNECTION FEE IMPROVEMENTS Utilities $745,241 $353,415 $0 $0 $0 $0 $0 Z14006800 UNPLANNED CORRECTIVE MAINTENANCE WATER PROGRAM Utilities $651,247 $357,745 $500,000 $400,000 $500,000 $500,000 $500,000 Z14006809 VALVE IRON ADJUSTMENT Utilities $64,781 $10,144 $0 $0 $0 $0 $0 Z14006822 SRWTP CAUSTIC MITIGATION Utilities $260,000 $161,599 $0 $0 $0 $0 $0 Z14006831 FWTP PLUMBING REPLACEMENT Utilities $25,000 $18,696 $0 $0 $0 $0 $0 Z14006833 FWTP INTAKE PUMPS Utilities $80,000 $59,842 $0 $0 $0 $0 $0 Z14006836 SRWTP BACKWASH CHECK VALVES Utilities $245,000 $133,580 $0 $0 $0 $0 $0 Z14006837 ALHAMBRA RES PAVEMENT REPAIRS Utilities $95,000 $68,160 $0 $0 $0 $0 $0 Z14006838 FALL PROTECTION AUDIT‐WATER Utilities $40,000 $17,673 $0 $0 $0 $0 $0 Z14009400 FIRE HYDRANT AND GATE VALVE REPLACEMENT PROGRAM Utilities $3,080,826 $306,868 $250,000 $250,000 $250,000 $250,000 $250,000 Z14010000 RESIDENTIAL WATER METER PROGRAM Utilities $26,775,093 $25,422,793 $250,000 $0 $0 $0 $0 Z14010001 RESIDENTIAL WATER METER‐PROJECT MGMNT FY2007 Utilities $3,092,652 $487,930 $0 $0 $0 $0 $0 Z14010053 AMI: METER READING Utilities $10,700,663 $498,919 $0 $0 $0 $0 $0 Z14010091 TOWNHOMES/CONDOS WMR Utilities $4,560,345 $112,393 $0 $0 $0 $0 $0 Z14010093 INDIVIDUAL METER RETROFIT PH 1 Utilities $3,957,341 $331,845 $0 $0 $0 $0 $0 Z14010108 AWMP INSTALL INVESTIGATION Utilities $5,191,329 $22,817 $0 $0 $0 $0 $0 Z14010109 AWMP NON‐COMPLIANT REPAIRS Utilities $500,000 $484,148 $0 $0 $0 $0 $0 Z14110100 WELL REHABILITATION PROGRAM Utilities $4,469,008 $4,287,517 $3,113,400 $545,000 $5,836,400 $2,275,000 $1,891,000 Z14110110 FWTP WELL EQUIPPING PROJECT Utilities $7,250,000 $5,900,906 $0 $0 $0 $0 $0 Z14110111 RANNEY COLLECTOR REHAB Utilities $70,000 $70,000 $0 $0 $0 $0 $0 Z14110112 WELL 133 PFAS TESTING Utilities $115,000 $60,000 $0 $0 $0 $0 $0 Z14130200 FAIRBAIRN WATER TREATMENT PLANT REHABILITATION PROGRAM Utilities $6,226,029 $5,576,516 $2, 820,000 $1,415,000 $1,370,000 $2,300,000 $2,400,000 Z14130212 FWTP SUBSTATION REPLACEMENT Utilities $3,822,353 $3,558,055 $0 $0 $0 $0 $0 Z14130215 FWTP BLOWER MODIFICATIONS Utilities $25,000 $9,628 $0 $0 $0 $0 $0 Z14130217 FWTP CHLORINATORS Utilities $30,000 $10,000 $0 $0 $0 $0 $0 Z14130219 FWTP VFDS Utilities $140,000 $35,374 $0 $0 $0 $0 $0 Z14130220 FWTP MOVS / ACTUATORS Utilities $160,000 $31,056 $0 $0 $0 $0 $0 Z14130221 FWTP CHAIN & FLIGHTS Utilities $692,000 $27,499 $0 $0 $0 $0 $0 Z14130222 FTWP FILTER SMART SENSORS Utilities $35,652 $0 $0 $0 $0 $0 $0 Z14130224 FWTP EQUIP‐FILTER VALVE REHAB Utilities $200,000 $83 $0 $0 $0 $0 $0 Z14130225 FWTP EQUIP ‐ HIGH LIFT PUMP 1 Utilities $50,000 $50,000 $0 $0 $0 $0 $0 Z14130226 FWTP EQUIP ‐ INTAKE PUMP Utilities $20,000 $20,000 $0 $0 $0 $0 $0 Z14130228 FWTP EQUIP ‐ CHEM FEED PUMP Utilities $20,000 $20,000 $0 $0 $0 $0 $0 Z14130230 FWTP INTAKE BRIDGE CHANNELS Utilities $402,000 $109,697 $0 $0 $0 $0 $0 Z14130300 TRANSMISSION MAIN REHABILITATION PROGRAM Utilities $15,745,961 $15,733,319 $0 $525,000 $250,000 $250,000 $1,000,000 Z14130400 DISTRIBUTION MAIN REHABILITATION PROGRAM Utilities $5,323,563 $5,319,499 $1,000,000 $0 $700,000 $3,000,000 $5,722,400 Z14130403 DISTRIB WM R&R PRGRM PLAN DEV Utilities $100,000 $97,915 $0 $0 $0 $0 $0 Z14130500 RESERVOIR REHABILITATION PROGRAM Utilities $3,796,238 $3,713,016 $4, 015,500 $7,348,600 $6,221,000 $8,290,000 $3,700,000 Z14130510 CONCRETE RESERV EQUIP HOISTS Utilities $97,000 $53,870 $0 $0 $0 $0 $0 Z14130515 ELKHORN RES VFD REPLACEMENT Utilities $235,000 $16,000 $0 $0 $0 $0 $0 Z14140100 SECURITY AND EMERGENCY PREPARATION PROGRAM Utilities $846,902 $798,297 $1,307,000 $1,032,000 $932,000 $887,000 $1,422,000 Z14140110 FY23 VIDEO SURVEILLANCE Utilities $280,000 $223,777 $0 $0 $0 $0 $0 Z14140114 6021 SECURITY & EMERG RESERVE Utilities $550,000 $550,000 $0 $0 $0 $0 $0 Z14140115 FY23 PHYSICAL & PERIMETER Utilities $450,530 $450,530 $0 $0 $0 $0 $0 Z14140600 DOU FACILITY IMPROVEMENTS AND REHABILITATION PROGRAM Utilities $1,020,942 $976,153 $1,217,500 $150,000 $200,000 $100,000 $250,000 Z14140616 DOU CORP YARD STORAGE Utilities $220,000 $188,042 $0 $0 $0 $0 $0 Z14170100 DEPARTMENT OF UTILITIES’ IT PROGRAM Utilities $15,719 $2,094 $1,862,000 $609,400 $429,000 $330,600 $103,000 Z14170104 DOU INVENTORY MODULE Utilities $1,439,910 $875,156 $0 $0 $0 $0 $0 Z14170105 6021 IT PROGRAM RESERVE Utilities $100,000 $100,000 $0 $0 $0 $0 $0 Z14190100 WATER+ PROGRAM Utilities $10,627,787 $10,608,595 $7,822,500 $7,040,000 $7,100,000 $5,451,870 $1,000,000 Z14190101 WTP ART IN PUBLIC PLACES Utilities $279,030 $279,030 $0 $0 $0 $0 $0 Z14190102 WATER SUPPLY EXPANSION PRE‐DESIGN Utilities $8,169,000 $2,810,329 $0 $0 $0 $0 $0 Z14190103 WATER+ PROPERTY ACQUISITION Utilities $1,454,852 $54,409 $0 $0 $0 $0 $0 Z14190104 LIME SLURRY MODIFICATIONS Utilities $1,300,000 $1,227,023 $0 $0 $0 $0 $0 Z14210100 SRWTP IMPROVEMENTS PROGRAM Utilities $2,511,282 $2,429,491 $3, 817,500 $2,990,000 $3,920,600 $1,922,500 $3,100,000 Z14210101 SRWTP FILTER HATCH COATING Utilities $110,000 $101,896 $0 $0 $0 $0 $0 Z14210103 SRWTP CHLORINATORS Utilities $90,000 $12,740 $0 $0 $0 $0 $0 Z14210105 SRWTP CHEMICAL TANK Utilities $260,000 $260,000 $0 $0 $0 $0 $0 Z14210106 SRWTP LIME SLAKER Utilities $60,000 $60,000 $0 $0 $0 $0 $0 Z14210107 SRWTP ATI ANALYZERS Utilities $80,000 $80,000 $0 $0 $0 $0 $0 Z14210108 SRWTP CHAIN & FLIGHT Utilities $800,000 $353,427 $0 $0 $0 $0 $0 Z14210109 SRWTP MOVS / ACTUATORS Utilities $116,700 $21,310 $0 $0 $0 $0 $0 Z14210110 SRWTP FILTER VALVE REHAB Utilities $120,000 $3,205 $0 $0 $0 $0 $0 Z14210111 SRWTP FILTER SMART SENSORS Utilities $71,304 $0 $0 $0 $0 $0 $0 CIP Projects by District
All Other Funds
District Project #P r o j e c t Name FundType As of 2/2023 Budget
As of 2/2023
Unobligated FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 All Z14210112 SRWTP OFFICE TRAILER Utilities $437,750 $124,749 $0 $0 $0 $0 $0 Z14210113 SRWTP CHLORINATORS 2 Utilities $90,000 $90,000 $0 $0 $0 $0 $0 Z14210114 SRWTP MOV ACTUATORS 2 Utilities $100,000 $0 $0 $0 $0 $0 $0 Z14210115 SRWTP CHEM FEED PUMPS Utilities $40,000 $40,000 $0 $0 $0 $0 $0 Z14210120 SRWTP CHEMICAL TRENCH Utilities $150,000 $150,000 $0 $0 $0 $0 $0 Z14210121 SRWTP FILTER INFLUENT &GALLERY Utilities $400,000 $400,000 $0 $0 $0 $0 $0 Z14210122 SRWTP RESERVOIR 1 Utilities $350,000 $350,000 $0 $0 $0 $0 $0 Z14230100 WATER METER REPLACEMENT PROGRAM Utilities $0 $0 $100,000 $250,000 $500,000 $1,000,000 $4,300,000 All Total $312,116,592 $203,386,366 $76,433,487 $63,352,829 $69,203,829 $74,611,829 $71,151,209 Grand Total $1,259,715,035 $382,941,425 $93,153,317 $75,606,555 $73,585,329 $77,693,329 $74,182,709 Supplemental Budget Information – Item 25
Question: Motor units data/traffic c ontrol. What is being done about traffic safety? Response: The Department currently has 10 authorized swor n positions for its traffic enforcement teams. However, two of those positions are vacant due to limited staffing.

Traffic team deployment is based on traffic data and complaints. E ach police district is patrolled four days a week unless the Unit is pulled for special events or protests.

The Department also has an Off ice of Traffic Safety (OTS) grant which funds enforcement and education through overtime.

Patrol officers also conduct traffic enforcement, as time permits, in between calls for service.

Below you will find some traffic data for the last three calendar years that was included as part of the most recent OTS grant application:

Supplemental Budget Information – Item 26
Q
uestion: Office of Violence Prevention (OVP) data on CBO’s work.

R
esponse: Attached are the reports on the outcomes of OVP’s three city-funded programs:
1) G
ang Prevention & Intervention Task Force
2) Evidence-Based Community Violence Intervention
3) Evidence-Based Community Violence Interruption, Disruption, and Suppression
I
n addition, OVP manages two California Board of State and Community Corrections (BSCC) grants that will conclude in the current calendar year:
1) FY
2019/20 California Violence Intervention & Prevention (CalVIP) Grant The purpose of the CalVIP grant is to improve public health and safety by supporting effective violence reduction initiatives in communities that are disproportionately impacted by violence, particularly group-member involved homicide, shootings, and aggravated assaults.

P
artnerships include:
a) Sierra Health Foundation
b) Movement 4 Life (formerly Advance Peace)
c) South Sacramento Christian Center
d) Black Child Legacy Foundation
e) Another Choice, Another Chance
2) F
Y2019/20 Youth Reinvestment Grant (YRG)
The YRG grant supports programs that divert low-level offenders primarily in underserved communities from initial contact with the juvenile justice system using approaches that are evidence-based, culturally relevant, trauma-informed, and developmentally appropriate.

P
artnerships include:
a) Rose Family Creative Empowerment Center
b) Hawk Institute
c) Another Choice, Another Chance
d) Sacramento County Department of Children, Family and Adult Services
e) Sacramento Unified School District
March 2023
City of
Sacramento
Midyear Report
Ga
ng Prevention and
Intervention Task Force
Center for Student Assessment and Program Accountability Sacramento County Office of Education
2 Contents
2022-2023 Grant Program .......................................................................................... 3 Youth Participants ......................................................................................................... 4 Family and Community Empowerment...................................................................... 8 People in Support Roles ............................................................................................ 8 Incidental or Indirect Services .................................................................................. 8 Participant Surveys ........................................................................................................ 9 Survey Respondents .................................................................................................. 9 Surveys: Protective and Risk Factors ........................................................................... 9 Protective Factors ..................................................................................................... 9 Risk Factors ............................................................................................................... 10 Safety ........................................................................................................................ 10 Violence ................................................................................................................... 11 Vision for the Future ................................................................................................. 11 Surveys: Program Experience .................................................................................... 12 Attitudes and Beliefs ............................................................................................... 12 Program Quality ...................................................................................................... 12 Program Highlights and Impact ................................................................................ 14 Highlights .................................................................................................................. 14 Program Challenges ............................................................................................... 14 Summary ...................................................................................................................... 14 2022-2023 GPIT Midyear March 2023 v2 3

2022-2023 Grant Program

The City of Sacramento (City) has continued to fund the Gang Prevention and Intervention Task Force (GPIT) to reduce violence, gang-related crimes, and gang involvement in the city. Prevention and intervention efforts are in alignment with the City’s developed framework (Figure 1) to meet the needs of Sacramento and • Serve Targeted Populations
• Service support for Youth, Family, and Community Development, and • Provide services in high-need geographic areas.

Figure 1. Prevention and Intervention Framework

Through the request for proposal process, the task force approved six agencies to conduct this work during the 2022-2023 year (Figure 2). The midyear (July 1-Dec 31, 2022) and end of year (July 1, 2022 -June 30, 2023) reports assessed the overall impact of the GPIT grant across all programs served through the grant cycle and include analysis of program outcomes as reported by grantees and the GPIT participant survey. The midyear report summarizes service provided from July through December 2022 and preliminary survey results.

Figure 2. GPIT funded six grant agencies in 2022-2023

Academics 4 Athletes Brother 2 Brother H.O.P.E. Impact Sac

Neighborhood Wellness Foundation Rose Family Creative Empowerment Center

As part of the evaluation contract, the Center for Student Assessment and Program Accountability (C-SAPA) at the Sacramento County Office of Education provided evaluation and technical support services to the City and grantees. Support involved assessing impact and reviewing grantees’ services and programs provided to youth and the community in the grant cycle.

Serve Targeted
Populations
•at risk or high risk
•gang involved
•hard core
Service Support for Youth,
Family, and Community
Development
•life skills
•student enrichment
•workforce readiness
•crisis response
Provide Services in High-
Need Geographic Areas
•Valley Hi
•Del Paso Heights
•Meadowview
•Oak Park
•Fruitridge/Lemon Hill
2022-2023 GPIT Midyear March 2023 v2 4

Youth Participants

705
youth participants
111,785
hours of program services

At
midyear, grant agencies supported 705 participants in more than 111,785 program services hours.

Participants were diverse in race/ethnicity (Figure 3), age (Figure 4), and risk level (Figure 5). African American/Black (84%) and Hispanic (8%) youth represented over 90% of participants in these programs, and 7% identified as Asian, Two or More races, or White. More than half of participating youth were under 18 years old (55%).

Collectively, high risk youth represented the largest group served (44%) by grantees (Figure 5).

Figure 3. 92% of participating youth are Black/African American or Hispanic.

Race Percent
Black/African American 84%
Hispanic 8%
White 1%
Asian 1%
Native Hawaiian/ Pacific
Islander 0%
Middle Eastern/North
African 0%
Multiple 5%
Unknown/Other 0%
American Indian/Alaska
Native 0%

Black/African
American
84%
Hispanic
8%
Multiple
5%
2022-2023 GPIT Midyear March 2023 v2 5
F
igure 4. More than half of participants were under 18 years old.

F
igure 5. Collectively, nearly half of participating youth served through the grant are high risk for gang involvement.

G
rant agencies provided services across all targeted high-need geographic regions, and more than half provided services to youth living in the Del Paso Heights, Valley High, and Meadowview neighborhoods (Figure 6).
117
272
152 163
1 Under 13 13-17 18-24 25+ Unknown
High Risk Gang Involved Hard Core All
High Risk
44%
Gang Involved
31%
Hardcore
25%
2022-2023 GPIT Midyear March 2023 v2 6
F
igure 6. More than half of grantees (4 or more grantees) provided services to participants residing in Valley High, Del Paso Heights, and Meadowview.

C
ollectively, youth participants received 111,785 hours of programs and services. Over 40% of service hours were designated to life skills or cognitive development (47219), 30% for academic support or enrichment (37189), and 25% for social justice (27377) (Figure 8). This trend was similar across risk level groups (high risk, gang involved, and hard core) with most of the hours dedicated to life skills or cognitive development, followed by academic/enrichment, and then social justice (Figure 9). 4 5
4 3
2 3
Valley High Del Paso Heights Meadowview Oak Park Fruitridge/ Lemon Hill
Other

2022-2023 GPIT Midyear March 2023 v2 7

Figure 8. 111,785 hours of programs and services were provided to youth.

Figure 9. Life skills or cognitive development services accrued the most service hours across all risk groups.

You
th programs and services included:
• Mentoring
• Education and/or academics
• Therapy sessions and/or group support
• Workshops and/or classes, and
• Case management and wrap around services.

27377
37189
47219
Social Justice
Academic Support/ Enrichment
Life Skills/ Cognitive Development
39%
47%
Life Skills/ Cognitive
Development, 49%
35%
32%
Academic Support/
Enrichment, 29%
26%
22%
Social Justice, 23%
High Risk
Gang Involved
Hard Core
2022-2023 GPIT Midyear March 2023 v2 8

Family and Community Empowerment

People in Support Roles

160
adults in support roles
14,528
hours of program services

In
addition to supporting at risk and gang involved youth, grant agencies also provided direct services to adults in support roles. People in support roles included teachers, immediate and extended family members including parents, spouses, siblings, and grandparents. Through December 2022, 160 adults received over 14,000 training and service hours in life skills, academic support, or social justice (Figure 10).

Most of the service hours for adults focused on life skills/cognitive development.

Figure 10. 14,528 total program services hours provided to adults in support roles.

Incidental or Indirect Services

Additionally, grant agencies connected with 205 individuals to provide indirect services or information to support violence prevention. Services included event or session attendance, referrals to resources, or one-time supports.

Life Skills/Cog
Dev, 6640, 46%
Academic
Support/
Enrichment, 3444,
24%
Social Justice,
4444, 30%
2022-2023 GPIT Midyear March 2023 v2 9
Participant Surveys
G
rant agencies administered the GPIT survey to participants receiving program services. The survey assessed factors associated with risk for and protection from gang involvement and the overall program experience. Preliminary survey results are reported as the percent of participants that agreed (strongly agree or agree) with statements on a five-point scale (strongly agree, agree, uncertain, disagree, and strongly disagree); N/A or blank responses were removed from analysis.

At
midyear preliminary results are reported for overall program quality and participant protective and risk factors. Full analysis of respondents’ demographics and open- ended survey response will be conducted at the end of year report.

Survey Respondents
At
midyear, a total of 234 surveys were completed.

Surveys: Protective and Risk Factors
P
rotective Factors
P
rotective factors can help to mitigate the likelihood of youth gang involvement and involve supportive adults. Survey analysis indicated that most youth had connections to a supportive adult (Figure 11). Overall, 90% of youth indicated they had a responsible adult they could count on to help with a problem (91%), had a caring relationship with an adult (94%), and education was valued by an adult (96%).

F
igure 11. Over 90% of youth reported connections to a supportive adult. 96%
91%
94%
Getting a good education is important to my
parents/guardians.

If I have a problem, I know that there is a
responsible adult who would help me.

I have a caring relationship with one or more
adults.
2022-2023 GPIT Midyear March 2023 v2 10

Risk Factors

Risk factors highlight behaviors or associations that make youth more vulnerable to gang involvement. Although one factor may not put youth at risk, multiple factors may increase the potential for gang involvement. Survey results suggest that some youth may be at high risk for gang involvement. About one third of survey respondents indicated they had friends in a gang or got into trouble when they are with their friends (Figure 12).

Figure 12. 35% of youth indicated that they had friends who are in a gang.

Safety

Prevention and intervention efforts aimed to reduce violence, gang-related crimes, and gang involvement in the City – is also focused on increasing youth safety. Survey results indicated nearly 25% of youth felt unsafe in their neighborhood or afterschool and half heard gun shots in their neighborhood (Figure 13).

Figure 13. About 25% of respondents reported they did not feel safe in their neighborhoods.

24%
38%
35%
I get into trouble at school.

I tend to get into trouble more when I am with my
friends.

I have friends who are in a gang.
79%
72%
46%
I feel safe after school.

I feel safe in my neighborhood.

I hear gun shots in my neighborhood,
2022-2023 GPIT Midyear March 2023 v2 11
Violence
T
he normalization of violence is closely tied to risk for gang involvement, and in this report is categorized separately from other risk factors. Survey analysis indicated more than 40% of youth experienced the normalization of violence across their home, peer, and community (Figure 14).

F
igure 14. More than 40% of youth experienced normalized violence across their home, peer, and community.

Vision for the Future
H
aving a strong sense of the future and purpose in life can serve as a protective factor for youth. Both internal and external protective factors may minimize risk factors and the level of vulnerability youth may have for gang involvement. Survey analysis indicated that most youth had plans for their future (college, goals, and future orientation) (Figure 15).

F
igure 15. 90% of youth indicated that they have goals for their future. 43%
42%
47%
Violence is normal for my neighborhood
Violence is normal for some of my family members.

Violence is normal for some of my friends.
86%
87%
90%
Going to college or a vocational school is
important to me.

I believe I will have a good future 10 years from
now.

I have goals for my future.
2022-2023 GPIT Midyear March 2023 v2 12
C
ollectively, youth survey respondents indicated they experienced both protective and risk factors that could mitigated, shield, or increased vulnerability for gang involvement. These results highlight the importance and continued support of prevention and intervention programming for youth in the Sacramento area.

Surveys: Program Experience
A
ttitudes and Beliefs
T
o assess the impact of programs funded by the GPIT grant, youth participants were asked to reflect on their beliefs and attitudes about violence and gangs before and after program participation. Survey results indicated that program participation positively impacted beliefs and attitudes. Results revealed an increase in understanding of the risk associated with gang involvement and concern for a gang involved friend. Results also showed a decrease in the belief that using threats to get a point across was okay (Figure 16). Overall, the results confirmed that program participation supported the goals of gang prevention and intervention.

F
igure 16. After program participation, more youth indicated they understood the risk of being in a gang, and fewer youth indicated that it is okay to threaten others to get a point across.

Program Quality
T
he survey also assessed overall program quality – particularly program helpfulness.

Nearly all respondents agreed that the program helped them (Figure 17) and over 90% would recommend the program to a friend. Additionally, 9 out of 10 respondents indicated the program was helpful in all 10 areas surveyed (Figure 18). Specifically, youth indicated the programs helped them stay safe, make better choices, belong, 71%
93%
65%
91%
32%
14%
Before After
I understand the risks of being in a gang.

I would worry about a friend if he or she was involved with gangs.

It's ok to threaten people to get your point across.
2022-2023 GPIT Midyear March 2023 v2 13
b
elieve in themselves, think, have better relationships, learn, and do better in school.

Collectively, survey results indicated the helpfulness of the programs and positive experience in supporting youth.

F
igure 17. 9 out 10 respondents found the programs to be helpful and would recommend the program to a friend.

F
igure 18. Nearly all youth indicated that the program was helpful and identify specific areas that the program had helped them grow.
91%
96%
I would tell a friend or another person to come to
this program.

Did this program help you?
95%
94%
97%
97%
94%
96%
91%
95%
92%
94%
stay safe.
feel like I belong to something important.
to believe in a better future for myself.
make better choices.
to think before I act.
have better relationships with people.
learn how to be a leader.
learn how to stand up for myself.
learn about finance and how to handle money.
do better in school.
2022-2023 GPIT Midyear March 2023 v2 14

Program Highlights and Impact

Grant agencies detailed both successes and challenges experienced through the grant cycle (July 2022 – December 2022). Successes shared were about participants’ growth in communication and achieving academic and career success.

Highlights

Highlighted across grant agencies’ successes were participants’ personal growth and successes. Grantees observed positive changes in participants’ actions and engagement. Successes included academic achievement, career and employment opportunities, program completion, youth projects, and participation in program offerings. One grantee reported prevention of gang retaliation, domestic violence, and opioid overdose.

Program Challenges

At midyear, challenges encountered by grantees included the limited capacity to expand employment opportunities to participants and gang activity in the community.

Summary

This report highlighted the progress of the GPIT grant in supporting programs that serve youth in the Sacramento region in 2022-2023. At midyear, over 111,000 service and program hours were provided to 705 participants across areas of life skills/cognitive development, academic support, and social justice. Preliminary survey analysis indicated youth participants experienced both protective and risk factors associated with gang involvement, and that program participation increased awareness and understanding of the risk associated with gang involvement. Additionally, nearly all participants reported the programs were helpful and would recommend the program to a friend.

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The programs helped me ....
make better
choices.
stay safe. feel like I
belong to
something
important.
have better
relationships
with people.
to believe in
a better
future for
myself.
92% 92% 89% 86% 89%
>13-25+
Age Range
63%
Black/African American
Program Contact
Office of Violence Prevention [email protected]
Office of Violence Prevention
participants
92%
recommend to friend
97%
program helped me
627
Valley High • Del Paso Heights •
Meadowview • Oak Park • Fruitridge • Old Sac
"When I came ... I was all over the place. And
being here help[ed] me be a better person."
"I want to thank [the program] for their time,
and reaching out to show me options out
here; make better decision. It's okay if I make
a mistake, don't ever give up. I matter. I'm
somebody that will be successful."
Safe Spaces • Healing Circles • Workforce
Development • Field Trips • Community
Service and Engagement • Communication •
Graduation & Grades • Mentoring
The City of Sacramento Office of Violence Prevention strives to reduce gang violence through the implementation of four key initiatives: Gang Prevention and Intervention Taskforce • Gang Prevention and Intervention Taskforce Grant Program • Peacemake Fellowship Program • Violence Reduction Summit life skills 28299
academic 21187
28019
social justice
78K
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
feel like I
belong to
something
important.
stay safe. do better in
school.
learn how to
be a leader.
make better
choices.
86% 90% 91% 86% 95%
13-24
Age Range
42%
Black/African American
Program Contact
Raquel Shipp [email protected]
Sacramento Youth Center
participants
95%
recommend to friend
95%
program helped me
36 Valley High • Del Paso Heights • Old North Sac
"This program has helped me learn more
about my mental health and ways I can better
myself to be a kinder and more responsible
person. It has also helped [me] be open with
my peers and show that I'm not alone."
Peer Specialists • Week of Service • Music
and Recording Arts • Youth Training • SEL
Mentoring • Peer Mentoring • Learn & Earn
• CA Dept of Health Care services
presentation • Community clean up project •
W
orkforce Development • Skateboards •
Girls Night Out • Snow Camp
We are aiming to serve a diverse youth population in the areas we indicated. We aim to hire representative mentors/peer specialists whose lived experiences are similar to those of our youth. We aim to serve as many youth as possible -- even above the grant goals if necessary to have maximum impact. 1039
643
380
life skills
academic
social justice
2062
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
feel like I
belong to
something
important.
learn how to
be a leader.
learn how to
stand up for
myself.
make better
choices.
stay safe.
96% 100% 100% 100% 96%
>13-24
Age Range
67%
Black/African American
Program Contact
Tim Poole [email protected]
Hooked on Fishing not on Violence
participants
92%
recommend to friend
100%
program helped me
18 Valley High • Meadowview • Oak Park •
Fruitridge
"It helps me focus on my work and not
the streets."
"It helped me understand that I have a choice on
how I live my life and what my future could be."
Referrals to ACAC and AOD counseling •
"Healing as one" project • Healing Circles •
Parent Participation • Deep Sea Fishing •
Winter Coats
HOFNOV has created cultural opportunities for members of our target population to identify their similarities, differences, and assets. If we assume we are different because of our culture, religion, sexual orientations, or ethnicity, we may end up perpetuating stereotypes. Our efforts have focused on helping different groups understand their similarities so that the gap between them may seem smaller.
life skills 296
academic 296
310
social justice
902
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
feel like I
belong to
something
important.
learn how to
be a leader.
learn how to
stand up for
myself.
make better
choices.
stay safe.
100% 100% 100% 100% 100%
>13-17
Age Range
50%
Black/African American
Program Contact
Prentice Wilson [email protected]
Academics 4 Athletes
participants
100%
recommend to friend
100%
program helped me
50 Del Paso Heights
"It teaches me to be a leader and how to
make decisions that help me and better my
future to be an athlete and student that I want
to be."
"They are good for students because we
learn more about ourselves."
Local Elections and Voter Registration •
Overnight Camping • Cal Berkeley Football •
Grant High School Football • Improved
Grades • Zero School Suspensions
Equity is at the core of everything we do. We focus on having a diverse representation. life skills 3382
academic 1250
3332
social justice
7964
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
make better
choices.
stay safe. to think
before I act.
have better
relationships
with people.
do better in
school.
62% 54% 54% 57% 60%
>13-17
Age Range
63%
Black/African American
Program Contact
Dr. Lenore Tate [email protected]
CA WrapAround
participants
50%
recommend to friend
81%
program helped me
43 Del Paso Heights
"It taught me some things about how to be
strong and confident."
"The program helped me understand that it is
okay to feel what I do."
Interactive Engagement • Anger Management
Tools • Self-Esteem • Communication •
Decrease Bullying • Parent Group
No Girl Left Behind supports after school progamming, mentors, and outreach to community based organizations for middle school girls. Parents and guardians will learn skills and provided with tools to strengthen family and community connections thereby reducing opportunities for gang, gun and violence in their communities. life skills 899
305
305
academic
social justice
1509
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
feel like I
belong to
something
important.
learn how to
be a leader.
learn how to
stand up for
myself.
make better
choices.
stay safe.
100% 100% 100% 100% 100%
13-25+
Age Range
53%
Black/African American
Program Contact
Dr. Eric Gravenberg [email protected]
HAWK - Bridge to the Future
participants
100%
recommend to friend
80%
program helped me
261
Meadowview • Oak Park • Fruitridge • Old Sac
"Help[s] you prepare for your future and helps
you succeed in life."
"Helps me think about goals and future with
others intel/opinions and thoughts."
Code of Responsibility • Graduation • College
and Career • Voting and Community •
Business partnership for youth internships •
Mentoring • Small Groups • Leadership Class
The HAWK Institute is an educational system designed to promote educational and economic equity through its ever evolving programs, services and currciculm to meet the needs of a complex and growing multi-cultural community. Our mission is to train a cadre of courageous leaders for the future. life skills 5709
2549
social justice 272
academic
8530
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
make better
choices.
do better in
school.
learn how to
stand up for
myself.
stay safe. to believe in
a better
future for
myself.
100% 100% 100% 100% 100%
13-17
Age Range
63%
Black/African American
Program Contact
Nickey Whiteside [email protected]
H.O.P .E. Project Thrive
participants
100%
recommend to friend
100%
program helped me
40 Valley High • Del Paso Heights • Meadowview
• Oak Park • Fruitridge • Old Sac
"I met people my age and older who go
through things that I go through. Everyone is
nice and helpful."
"It helped me to get a better understanding of
life things I should and should not do in life
[and] to think hard before I react."
Community and Family Engagement Event •
Big Bounce America • Graduation • Increased
Outreach • Stipends • Safe Space
Project Thrive has open many doors for our youth and provided an enormous amount of resources to help them to succeed in any future endeavors no matter what background or situation they come from. We will continue to pour into the growth of our youths to prepare them for a better future. life skills 734
484
academic
1218
hours
services & activities

Power BI Desktop
Office of Violence and Prevention
Evidenced-Based
Community Violence Intervention
EBCVI 2022-2023
The program helped me ....
stay safe. feel like I
belong to
something
important.
make better
choices.
to believe in
a better
future for
myself.
to think
before I act.
100% 100% 90% 95% 88%
>13-25+
Age Range
87%
Black/African American
Program Contact
Gina Warren [email protected] …
Neighborhood Wellness Foundation
participants
98%
recommend to friend
100%
program helped me
179
Del Paso Heights • Fruitridge • Northgate
"Before I [went to this program] my life was
going down a path that I did not want it to go."
"They helped me find what I want to be in life."
Certification in "Stop the Bleed" and "Opiod
Crisis and use of Narcan" • Video
Presentation • Honor Roll • Football Banquet
• BBQ Ribs with Sacramento PD • Outdoor
Educational Field
Trips • Unlearning •
National Night Out • Literacy Program • Lit
Nation • Holiday Gifts and Giftcards • Annual
Christmas/Holidays with Neighbors
Employment for heavily gang affiliated neighbors, improving academic performance and literacy, and exposing neighbors to educational awareness, justice involved have opportunities to be successful impacts generationally. life skills 16240
academic 15660
23420
social justice
55K
hours
services & activities

1 Evidence-Based Community Violence
Interruption, Disruption, and
Suppression (EBCVIDS)
Mid -Year Data Summary – July 1, 2022 – December 31, 2022 Revised April 26, 2023
Background
The Evidence-Based Community Violence Interruption, Disruption, and Suppression (EBCVIDS) Grant Program was created to reduce violence in the City of Sacramento and address the health disparities and social determinants of health caused by the Covid-19 pandemic.

The EBCVIDS project was funded by the Coronavirus State and Local Fiscal Recovery Fund (SLFRF) established under Section 9901 of the American Rescue Plan (ARP) Act. The ARP Act was intended to help local jurisdictions to recover from the health and economic impacts caused by the Covid-19 pandemic, and the Sacramento City Council appropriated $1.5 million of its SLFRF funds to reduce gang and gun violence in the city, which had increased since the pandemic began.

The EBCVIDS initiative runs from July 1, 2022, through June 30, 2023. This mid-year report summarizes program activities in the first half of the program: July 1, 2022, through December 31, 2022.

Grant Partners
The following Community-Based Organizations were awarded funding through EBCVIDS:
• Self-Awareness and Recovery (SAR)
• Brother 2 Brother
• City of Refuge
• Helping Our People Eat (H.O.P.E.)
• Impact Sac
• Neighborhood Wellness Foundation (NWF)
• Rose Family Creative Empowerment Center (RFCEC)
• Voices of Youth (VOY)
Program Activities
Violence interruption, disruption, and suppression are accomplished through four areas:
• Emergency Critical Incident Response Activities
• Disruption Response Intervention Prevention (DRIP) Activities • Community Intervention Discussions
• Partnership among community-based organizations to support high needs community members
2 CBOs were involved in one or more types of program activity, depending on the goals and competencies of their organization.

Emergency Critical Incident Response Activities
Emergency Critical Incident Response Activities involve community-based organizations responding to violence. CBOs may be requested to come to the scene by law enforcement or other city staff or may be self-dispatched when hearing about violence through other sources. Community-based organizations respond to victims, family members, and other members of the community to provide support and prevent further violence.

As of the end of December 2022, CBOs reported supporting 38 emergency incidents (Table 1).

Table 1. Emergency Critical Incident Response Activities from July 1 – December 31, 2022.

CBO Incidents Supported
Self Awareness and Recovery (SAR) 1
Brother 2 Brother 9
Helping Our People Eat (H.O.P.E.) 13
Voices of Youth (VOY) 15
Total 38
W
hen law enforcement directs CBOs to support at the scene of an emergency, information about the response time and overall effectiveness of the CBOs’ presence is reported. As of the end of December 2022, the police department had submitted information regarding CBO support at 6 emergency events. The police department reported that CBOs responded to emergencies within an hour of notification 100% of the time. All reports indicated that CBOs were effective and that there was productive communication between law enforcement and the CBO.

CBOs were also asked to provide information about their support at each emergency event. Based on narrative information contained in these reports:
• CBOs mentioned learning about emergency situations from a variety of sources in addition to the Everbridge text relay system used by the police department. CBOs frequently heard about emergencies from community members and self-dispatched to provide support. • Support at emergency events most often involved helping law enforcement control the crowd by keeping them behind crime scene tape, de-escalating tensions, providing information about crime scene processing, and preventing misinformation from being shared within the crowd. • Just as often, CBOs mentioned their work in calming and supporting family members of victims of violence. CBOs provided support at the scene, and often followed up with support one or more times after the emergency had occurred.

Disruption Response Intervention Prevention (DRIP) Activities Disruption Response Intervention Prevention (DRIP) Activities aim to prevent violence by dispatching community-based organizations to areas of the city when and where the risk of violence is high (shopping malls, football games, etc.). Community-based organizations interact with the community to prevent and disrupt potential violence.
3 As of December 31, 2022, CBOs completed community violence disruption activities 51 times. Each CBO was assigned a target number of activities to complete over the grant period, and by mid-year, one of the four CBOs doing violence disruption work had already met their target, and the other three were on track to meet or exceed their targets by June 30, 2023 (Table 2).

Table 2. Disruption Response Intervention Prevention (DRIP) Activities from July 1 – December 31, 2022.

CBO Target Number Incidents Supported
Self Awareness and Recovery (SAR) 12 11
Brother 2 Brother 15 7
Helping Our People Eat (H.O.P.E.) 12 22
Voices of Youth (VOY) 15 11
Total 54 51

As they do with emergency events, CBOs were asked to provide information whenever they participated in DRIP activities. DRIP events often targeted youth gatherings, such as youth football games or areas that were not supervised by adults, such as public transportation, shopping centers, and movie theaters. CBOs also frequented areas downtown where people congregate, like the Downtown Commons and the Golden 1 Center. Disruption and prevention activities included breaking up fights and appearing in areas where fights were rumored to happen.

Community Intervention Discussions
Community Intervention Discussions bring victims, families, and community members together to work through the impacts of violence. Discussions can range from therapeutic encounters to meetings facilitated by counselors. Between July 1 and December 31 of 2022, 93 community intervention discussions were held by four CBOs (Table 3).

Table 3. Community Intervention Discussions held by EBCVIDS CBOs between July 1 – December 31, 2022.

CBO Community Intervention Discussions Held
City of Refuge 3
Impact Sac 12
Neighborhood Wellness Foundation (NWF) 28
Rose Family Center for Creative Empowerment
(RFCEC) 50
Total 93

The most frequently held meetings were healing circles—whether in response to a recent event or to long- held trauma. Healing circles often included people of a wide range of age groups. The second most frequent type of community intervention discussion involved groups of youth (aged 11-22) who met for support and social-emotional learning topics that could help prevent future violence. 4 One partner held two equine therapy sessions with adult participants, and another partner held jiu-jitsu self- defense trainings where life skills were also discussed.

Partnership Activities
Through partnership among community-based organizations, certain individuals with a need for intensive wraparound support are provided with a wide range of services that aim to prevent them from being victims or perpetrators of violence. Referrals to the network of CBOs participating in this area of work might come from the Office of Violence Prevention, law enforcement, the community, or other CBOs. As of December 2022, 92 individuals had been served by the four participating CBOs.1 The target number over the lifetime of the grant was set at 160 (Table 4).

Table 4. Individuals served through Partnership Activities, July 1 – December 31, 2022.

CBO Target Number Individuals Served
Self Awareness and Recovery (SAR) 20 22
Brother 2 Brother 50 19
Helping Our People Eat (H.O.P.E.) 50 24
Voices of Youth (VOY) 40 27
Total 160 92
C
BOs reported partnership activities through an online system called WizeHive. A demographic summary for individuals served through December 31, 2022, can be seen in Table 5.

Table 5. Demographic details for individuals served through Partnership Activities, July 1 – December 31, 2022.

Sex Individuals Served
Female 20
Male 72
Intersex 0
Prefer to self-describe 0
Prefer not to say 0
Age Group Individuals Served
12 years or younger 5
13-17 years 47
18-25 years 21
26-35 years 4
36-45 years 1
46-55 years 0
56-65 years 1
Unknown/Prefer not to say 13
1 Although newer data has not been inspected to eliminate duplicate individuals, to date (4/26/23), 169 individuals were recorded in the WizeHive system by EBCVIDS CBOs.
5 Table 5. Demographic details for individuals served through Partnership Activities, July 1 – December 31, 2022 (Continued).

Race/Ethnicity Individuals Served
Asian 1
Black/African American (not of Hispanic origin) 65
Filipino (not of Hispanic origin) 2
Hispanic or Latino/LatinX 11
Native Hawaiian/Pacific Islander 4
White (not of Hispanic origin) 2
Unknown/Prefer not to say 7
Supplemental Budget Information – Item 26
Question: Long-range planning for funding violence prevention CBOs? Response: Most of the violence preventi on CBO funding is s upported with MYOP resources, which are renewed annually.

During initial FY2023/24 budget development activities, the Department requested an annual allocation o f $1,000,000 for Fiscal Years 2023/24, 2024/25, and 2025/26 t o continue OVP’s Disruption, Response, Interruption, and Prevention (DRIP) gran t program. The DRIP grant was first implemented in FY2022/23 with ARPA reinvestme nt funds.

In addition, the Department projects there will be approximately $813,222 in Off ice of Violence Prevention (OVP) MYOP resources from prior fiscal years that are available to support FY2023/24 programs. These prior -year resources increase the total availab le funds for FY2023/24 programming from $3. 7 million dollars to $4.5 million dollars as demonstrated below:

Budget Obligated Balance
I02000600 (FY2016/17 – FY2021/22) 8,041,662 7,635,118 406,544 I11003000 (effective FY2022/23) 1,411,696 1,005,018 406,678 Subtotal: Prior FY Resources $9,453,358 $8,640,136 $813,222 FY2023/24 Proposed :

Gang Prevention Intervention Taskforce (GPIT) 1,398,567 - 1,398,567 Disruption, Response, Interruption, Prevention
(DRIP) (EBCVIDS) 1,000,000 - 1,000,000
Family & Youth Investments (Youth Pop-Ups) 1,300,000 - 1,300,000 Subtotal : FY2023/24 Proposed $3,698,567 $0 $3,698,567 Total Resources $13,151,925 $8,640,136 $4,511,789
C
ouncil authorization is required to transfer the $406,544 fund balance from OVP’s legacy MYOP (I02000600) to its replacement MYOP (I11003000).

EMORANDUM
Date: May 25, 2023
To
: Leyne Milstein, Assistant City Manager and Interim Director of Finance F
rom: Greg Sandlund, Planning Director
S
UBJECT: 2023-2028 Proposed CIP – Planning and Design Commission’s Finding of Consistency
S
acramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s 5-year Capital Improvement Program (CIP) for consistency with the City’s General Plan and to report its finding to the City Council. On May 25, 2023, the Planning and Design Commission conducted this review and found the 2023-2028 Proposed CIP to be consistent with the Sacramento 2035 General Plan.

Sincerely,
___
______________________
Greg Sandlund
Planning Director
(916) 808-8931
CC: M
att Hertel, Long Range Planning Manager
Remi Mendoza, Senior Planner
Nguyen Nguyen, Associate Planner
Michael Tamayo, Principal Budget Analyst
Attachment 3
RESOLUTION NO 2023-XXXX
A
dopted by the Sacramento City Council
J
une XX, 2023
A
pproving the Fiscal Year 2023/24 Operating and
Capital Improvement Program Budgets
BACKG
ROUND
A. Article IX, section 111, of the City Charter requires the City Manager to present a balanced budget to the Mayor and City Council no less than 60 days before the beginning of each fiscal year.

B. The City of Sacramento, through the leadership and direction of the Mayor and City Council, has maintained a sustainable budget philosophy. Given this concept of fiscal sustainability, the City Council adopted the following core budget policies and budget guidelines on February 14, 2017 (Resolution No. 2017-0078):

Core Budget Policies

1. City Council must adopt a balanced budget.

2. Funding decisions should be consistent with Council-adopted policies.

3. The Economic Uncertainty Reserve shall be maintained at a minimum of 10% of budgeted General Fund revenues. Resources must be added to maintain this level through the budget and midyear processes, as necessary.

Budget Guidelines

1. Maintain a fiscally sustainable, balanced budget.

2. The Mayor and Council’s priorities, based on community input, should drive the budget creation.

3. Continue a community-based budget process where city residents are engaged and educated on budget processes and provide feedback on budget priorities.

4. Look for ways to grow the reserve beyond its current goal.

5. All budget actions must be considered in a five-year context, with new revenues not counted or spent until realized. One-time resources should be used for one- time needs, not ongoing expenses.

6. Do not make spending decisions in isolation. Avoid spending money on one-off projects or without looking at the big picture. Understand long-term consequences and opportunity costs.

7. Keep City Council informed on the fiscal condition of the City and conduct continuous evaluations for efficiencies and effectiveness.

Attachment 4

8. The City must consistently look for opportunities to proactively grow revenues instead of simply being reactive.

9. Make every effort to identify private financing or federal and state grant opportunities before using City resources. Pursue new and enhance existing revenue sources.

10. Before new expenditures are made, identify return on investments and impacts, fiscal and social benefits.

11. Address unfunded long-term liabilities.

12. Remain a full-service City.

C. On June 11, 2019, the City’s Economic Uncertainty Reserve (EUR) Policy was amended to include Measure U resources in determining the amount to be set aside in reserves (Resolution No. 2019-0248) as directed by the City Council on February 5, 2019 (Resolution No. 2019-0047).

D. The FY20223/234 Proposed Budget (which includes the Operating Budget and the Capital Improvement Program [CIP] Budget) are consistent w ith City Charter requirements and the City Council’s adopted Core Budget Policies and Budget Guidelines.

E. T he Mayor and Council conducted budget discussions during May and June 20223 to discuss and consider the City’s FY20223/234 Budget.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:

Section 1. Preliminary Matters.

1.1. The Budget changes attached as Exhibit A and the Summary of FTE attached as Exhibit B are hereby approved.

1.2. The FY2023/24 Operating and CIP Budgets (collectively the Approved Budget), as defined in section 3. 2 below, and attached as Exhibit C and D are hereby approved.

1.3. The 2023-2028 CIP, which provides a comprehensive five-year plan for the City’s capital project expenditures and attached as E xhibit D , is hereby approved.

1.4. Sections 2 through 20 below, which define the authority and responsibilities of the City Manager in implementing the Approved Budget, are hereby approved.

1.5. The City Manager is authorized to incorporate final decisions of the Council, and to refine and add content, as may be needed to meet Government Finance Officers Association and California Society of Municipal Finance Officers budgeting-award requirements into the Proposed Operating and CIP Budgets to create the FY2023/24 Approved Budget.

1.6. The attached Exhibits A through D are part of this resolution.

1.7. The City’s Debt service must be limited to 6% of total General and Measure U (G/MU) Fund revenues, excluding Department revenues.

1.8. The City Treasurer shall conduct a financial stress test on the combined G/MU Funds before the issuance of any bonds.

1.9. Available resources in the Innovation and Growth Fund (Fund 2031) shall be transferred to the General Fund as needed to offset projected deficits shown in the G/MU Fund five-year forecast included in the Approved Budget. (A) Expand the usage of the Innovation and Growth Funds consistent with either ScaleUp Sacramento: An Inclusive Economic Action Agenda (Motion No. 2021-0022) or sections one through five of the Inclusive Economic Development Investment Funding Guidelines (Motion No. 2019-0307).

Section 2. Scope.

This resolution defines the authority and responsibilities of the City Manager in implementing the Approved Budget and supersedes Resolution No. 2022-0198.

Section 3. Definitions.

3.1. “Account” is the primary accounting field in the budget used to describe t he nature of the financial transaction (overtime, professional services, debt, etc.).

3.2. “Approved Budget” means the Approved Operating Budget (Operating Budget) and the Approved Capital Budget (CIP Budget), which are attached as Exhibits C and D and reflects the FY2022/23 Proposed Operating and CIP Budgets, as amended by the Council to incorporate the approved Budget Changes attached as Exhibit A, and a summary of position changes as displayed in Exhibit B.

3.3. “City Manager” means the City Manager or, if so desi gnated, the Director of Finance.

3.4. “Department” means Mayor and City Council; City Manager; City Attorney; City Auditor; City Clerk; City Treasurer; Community Development; Community Response; Convention and Cultural Services; Finance; Fire; Human Resources; Information Technology; Police; Public Works; Utilities; Youth, Parks, and Community Enrichment; and Citywide and Community Support.

3.5. “Full Time Equivalent” and “FTE” mean the decimal equivalent of a position, e.g., one full -time position is 1.00 FTE and one quarter -time position is 0.25 FTE.

Section 4. Approved Budget Appropriations, FTEs, and Adjustments.

4.1. The City Manager is authorized to make any expenditure and resource adjustments to the Operating Budget based on final Council action to adopt the Operating Budget.

4.2. The City Manager is authorized to establish the appropriations and FTE as shown in Schedules 1A, 1B, 1C, 1D, and 1E and the fund summaries, including transfers, as shown in Schedules 2A, 2B, and 2C, as displayed in Exhibit C.

4.3. The City Manager is authorized to modify FTE classifications by Department as necessary to implement the reclassifications and studies authorized by Schedule 8, as displayed in Exhibit C.

4.4. The City Manager is authorized to revise any appropriation made in the Approved or Amended Budget where the revision is of a technical nature and is consistent with the Council’s intent.

4.5. The City Manager may authorize the use of the Old Sacramento Public Market Fund (Fund 2601) for the development, repair, and maintenance of the north and south public markets.

4.6. The City Manager is authorized to make annual loan payments to the Risk Fund from the Community Center Fund subject to the availability of funds. As of June 30, 2022, the balance of the Risk Fund loan to the Community Center Fund totaled approximately $5.0 million.

4.7. Following budget adoption, the City Manager is authorized to do the following:
(A) Transfer appropriations from the operating budget and establish or adjust revenue and expenditure budgets for externally funded programs (EFPs), multi-year operating projects (MYOPs), and operating grants as shown in Schedule 9 displayed in Exhibit C.
(B) Adjust any appropriation made in the Approved Budget to reflect changes from amounts budgeted for updated labor (for example, changes in retirement rates, payroll taxes, health benefits), fleet (including accident recovery costs), utilities in Citywide Support , 311 Call Center (reimbursements based on call data), cost plan, and risk -management changes, from available fund balance or reserves for the respective funds. (C) Adjust budgets to reflect all required debt service and related payments, including adjustments to rate stabilization reserves, pursuant to City debt agreements.
(D) Revise and establish indirect cost rates to be applied to hourly salary rates in order to achieve full cost recovery of services; and adjust the Operating Budget to reflect the indirect cost rate plan for FY2023/24.

Section 5. Economic Uncertainty Reserve Policies and Transfers from Contingency and Reserve Funds.

5.1. The Council-adopted EUR Policy as amended on February 5, 2019 (Resolution No. 2019-0248) establishes a minimum reserv e level equal to 10% of annual G/MU Fund revenues and a target reserve level equal to two months of regular ongoing General Fund expenditures, including transfers (17% of G/MU Fund expenditures). Resources to fund this reserve will be identified on an ongoing basis and can include positive year -end results or other one-time resources available to the G/MU Fund.

5.2. The G/MU Fund EUR is maintained to bridge the gap between projected revenue and expenditures during periods of significant revenue declines, expenditure growth, or both. Consistent with Governmental Accounting Standards Board Statement No. 54 (Fund Balance Reporting and Governmental Fund Type Definitions), the Council-adopted parameters for using the EUR are as follows:
(A) The City Manager may recommend a release from the EUR when the gap between projected revenue and expenditures is greater than $1 million in the proposed budget.
(B) Any release from the EUR requires the Council’s approval. (C) These parameters may only be changed by resolution of the Council.

5.3. The City Manager is authorized to make appropriation changes (increases or decreases) less than $250,000 by fund from available fund balance.

Appropriation changes, whether increases or decreases, including $250,000 or more require Council approval, except for payments to employees for vacation and sick leave payouts. Payments to employees for vacation and sick leave payout may be approved by the City Manager.

5.4. The City Manager is authorized to make appropriation changes (increases or decreases) less than $250,000 to any Department or project from Administrative Contingency established in the General Fund. Appropriation changes (increases and decreases) more than and including $250,000 to the Department or project require Council approval.

5.5. Transfers must not be made from an available fund balance or Administrative Contingency if the transfer will result in a negative balance.

5.6. The City Manager is authorized to release the General Fund (Fund 1001) and Measure U (2401) commitments of fund balance (up to $30.5 million) for future budget development as needed to submit a balanced budget.

5.7. Use of committed fund balance reserves, except as authorized in section 5.6, requires the Council’s approval by resolution.

Section 6. Appropriation Increases and Decreases.

6.1. All appropriation changes (increases or decreases) $250,000 or more to the Approved Budget require Council approval by resolution.

6.2. The City Manager is authorized, upon completion of the audited financial statements for FY2022/23, to adjust FY2023/24 fund contingencies by the amount of net changes in available fund balance. The available fund balance in the G/MU Fund must be included and explained in the report to the Council accompanying the Annual Comprehensive Financial Report (ACFR).

6.3. Residual balances from unexpended debt proceeds will revert to the appropriate fund and used for the lawful purposes as specified in the conditions of the debt issuance. The City Manager is authorized to establish appropriations and account for the expenditure of these unexpended proceeds.

Section 7. Appropriation Transfers.

7.1. Operating appropriation transfers within the same Department and the same fund, including the Department’s established fleet MYOP, require the City Manager’s approval.

7.2. Appropriation transfers between two or more Departments, less than $250,000, must be approved by the City Manager. Such transfers more than and including $250,000 requires Council approval by resolution.

Section 8. Staffing Changes.

8.1. Any increase or decrease in FTE by department or by fund as authorized in the Operating Budget, by subsequent approval of the Council, or by the City Manager in accordance with this resolution, is subject to approval by the Council except for renewals or expansion of fully offset grants or EFPs as spec ified in section 8.2.

8.2. The City Manager is authorized to adjust staffing levels for renewals, expansions, or reductions to fully offset Council -approved operating grants or EFPs. Grant/EFP positions must be terminated upon completion or cancellation of the grant/EFP unless specifically continued by a Council resolution that includes a source of replacement funding. Any existing positions approved on the assumption that the City would receive a grant or other reimbursements must have continued funding verified before filling the position.

8.3. Any reassignment of authorized FTE and employee-services funding associated with the FTE, within a Department and within the same fund, may be made at the discretion of the Department director with the approval of the City Manager as long as there is no net change to authorized FTE and funding levels.

8.4. The City Manager is authorized to modify any authorized FTE classification as necessary to reflect current incumbent status based on the established flexibly staffed classifications included in Council-approved labor contracts.

8.5. All new job classifications or classification changes (as identified in Exhibit C, Schedule 8) are subject to classification review and approval by the Director of Human Resources.

8.6. The City Manager is authorized to adjust staffing levels in the Police and Fire Training Academies based on projected vacancies.

8.7. The Director of Human Resources is authorized to establish non-budgeted positions (NBPs) for the following:
(A) Mayor and Council Offices, to be funded from their existing operations budgets.
(B) Departments as needed to reflect current staffing needs. Departments must have sufficient labor savings to cover the cost of NBPs, and none of the NBPs may be used for more than one year. Departments will seek budget authority to convert NBPs to authorized FTE positions or the NBPs will be eliminated during the budget process.

Section 9. Revenue Budget.

9.1. The FY20223/24 revenue budget is summarized in Exhibit C, Schedule 6.

9.2. Any increase or decrease greater than (and including) $250,000 by fund in estimated revenue by Department to the Approved Budget requires the Council’s approval.

9.3. The City Manager is authorized to implement biennial Consumer Price Index increases if the increases are warranted based on the adopted Fees and Charges Policy.

9.4. Proceeds from the sale of General Fund and Redevelopment Agency Successor Agency surplus land, unless otherwise specified, will be budgeted in the Innovation and Growth Fund (Fund 2031).

9.5. Unbudgeted one-time general revenue received in a fiscal year, which is not required to balance the budget as part of the midyear review or fiscal year -end close, will be added to the G/MU Fund EUR.

Section 10. Capital Improvements.

10.1. Capital projects and/or appropriations will be used for the following:
(A) Repairs, maintenance, improvements, or acquisitions with a total cost of at least $20,000 and a useful life that exceeds one fiscal year; and (B) Community/Neighborhood projects as approved in separate resolutions by the Council.

10.2. Council approval is required for the establishment or cancellation (without completion) of a CIP, except as provided below:
(A) The City Manager is authorized to approve and establish one or more capital projects for internal City operations related to improvements and minor construction of existing City-owned or occupied buildings if the total cost to deliver each project is less than $250,000. Projects will be managed in the City Facility Improvement (C15100000) project. (B) Capital projects may be subdivided into separate sub-projects as needed to administer, manage, and deliver the original scope of the project, without further Council action.
(C) Projects established for agreements the City Manager executes in accordance with Sacramento City Code chapter 18.18. The City Manager is authorized to make all necessary budgetary adjustments when the City accepts improvements constructed under these agreements.

10.3. Capital appropriations must be used solely for the originally approved project or projects except as provided in this section.

10.4. Completed and inactive projects will be closed annually, except for projects that have existing litigation or payment disputes. An inactive project is one where transaction activity is less than $1,000 over the prior three years. Closures are the responsibility of the designated project manager. The managing department and the City Manager are each authorized to process the necessary documentation to close inactive projects.

10.5. Each fiscal year, all multi -year CIP projects in existence on June 30 will be continued except as provided otherwise in section 10.4. The FY20223/234 CIP Budget is summarized on Schedules 2 and 4 as displayed in Exhibit C and on Schedule 4 as displayed in Exhibit D.

10.6. Each fiscal year, unobligated appropriations for all inactive projects, as defined in section 10.4, will expire on June 30 following the third full year of the last appropriation to the project. Projects requiring continuing appropriations will require Council action through programming within the CIP or through a separate appropriation to the project authorized by resolution of the Council.

10.7. Each fiscal year, on June 30, the balance of each CIP project must be zero or have a positive balance by fund. Projects with spending in excess of available budget from all funding sources (i.e., with negative balance) will be treated as follows:
(A) If the CIP balance exceeds budget by less than $250,000, the CIP must first be corrected within each fund, and then any remaining negative balance must be corrected by a transfer from the CIP manager’s Operating Budget (all transfers less than $250,000 must be made as provided for in section 6.1).
(B) If expenditures exceed the budget by more than and including $250,000, a corrective plan of action must be submitted to the Council for approval by resolution.

10.8. Community/Neighborhood projects and appropriations established with one- time funding sources under Resolution No. 2000-682 (11/21/00), 2001-765 (11/20/01), 2003-412 (6/17/03), 2004-551 (6/29/04), 2006-367 (5/23/06), and associated staff reports, are is governed by the following procedures:
(A) Savings of up to and including $50,000 due to lower-than-expected costs or the securing of alternative funding sources may be administratively reprogrammed into other projects within the same Council District at the request of the Council District Office and with the approval of the City Manager.
(B) Savings above $50,000 may be reprogrammed upon approval by resolution of the Council.

10.9. Except as provided in section 10.8, the City Manager is authorized to transfer appropriations less than $250,000 as follows:
(A) General, Measure U, and Capital Bond Funds:
(1) From a project that has not been completed, if a revised project estimate confirms that upon completion there will be project savings. (B) All other funds from Project A to Project B if:
(1) Project A is complete and has savings; or
(2) Project A has not been completed and a revised project estimate confirms that there will be project savings upon completion.

10.10. Upon completion and closure of a capital project, the City Manager is authorized to transfer any remaining project balance as follows:
(A) To the available fund balance of the respective fund, the Capital Projects Base Reserve in the Utilities CIP or, in the case of the General Fund, Administrative Contingency; or in the case of capital grants, to amend the revenue and expenditure budgets to actual revenues received and expenditures incurred.
(B) As provided for in section 10.9.

10.11. Except for projects covered by section 10.10, the City Manager is authorized to increase or decrease project budget appropriations by less than $250,000 for each project. Appropriation changes more than and including $250,000 in total for any project must be approved by resolution of the Council. The City Manager’s administrative authority to adjust budgets for capital projects will be reset after budgetary actions are authorized by the Council. If the appropriation is from available fund balance, it is subject to the provisions in section 5.

10.12. Measure A Sales Tax (Fund 2001) revenue and expenditure budgets can be loaded into the City’s financial system before approval by the Sacramento Transportation Authority Board (STA Board). Work on CIP projects in this fund is done before receiving funding. Project funding and appropriations must be as follows:
(A) The City Manager is authorized to enter the revenue and expenditure budgets as reflected in the Approved Budget (revenues) and CIP Budget (expenditures).
(B) The City Manager is authorized to enter revenue and expenditure budgets before STA Board approval.
(C) STA Board approval is required for all Measure A reallocations. When the Council acts on recommended Measure A reallocations before STA Board action, Council approval will be contingent on STA Board approval.

10.13. Projects funded by New Measure A Project Construction Sales Tax are included within the CIP Budget for planning purposes. Work on CIP projects funded by New Measure A Project Construction Sales Tax (Fund 2023) is done before receiving funding, and project funding and authorization for these projects must be as follows:
(A) Fund 2023 revenue and expenditure budgets will not be loaded into the City’s financial system until STA Board approval and Council appropriation through separate Council action.

10.14. Projects funded by the following reimbursable (grant) funds are included within the Operating and CIP Budgets for planning purposes: Funds 3702, 3703, 3704, 6205, 6206, 6207, and 6211. Work on CIPs funded by these sources is done before receiving funding, and project funding and authorization for these projects must be as follows:
(A) Funds 2700, 3702, 3703, 3704, 6205, 6206, 6207, and 6211. Revenue and expenditure budgets will not be loaded into the City’s financial system until agreements (Program Supplements/E -76s, Individual Project Agreements, Cooperative Agreements, etc.) have been executed by the City and the funding authority.
(B) Funds 3703 and 3704. The City is eligible to receive federal or state funding, or both, for certain transportation projects through the California Department of Transportation (Caltrans). Master Agreements, Progr am Supplemental Agreements, Fund Exchange Agreements, and Fund Transfer Agreements must be executed by Caltrans before such funds can be claimed. The City Manager is authorized to execute on the City’s behalf all Master Agreements, Program Supplemental Agreements, Fund Exchange Agreements, and Fund Transfer Agreements, and any amendments thereto.

The City Manager is authorized to transfer matching funds as specified in the approved CIP from the state and federal Grant Match (T15007200) CIP, and to enter the revenue and expenditure budgets as reflected in the grant agreement, only if the amount differs by less than $250,000 from what was reflected in the Approved CIP Budget that authorized the project funding. Project agreements that differ by more than and including $250,000 from the anticipated budget require the Council’s approval by resolution.
(C) For projects in funds 6205, 6206, and 6211 that result from an existing Operations and Maintenance Agreement for facilities maintained by the City but are owned or co-owned with Regional San and Sacramento Area Flood Control Agency, the City Manager or designee is authorized to do the following:
(1) Establish and/or adjust revenue and expenditure budgets of up to $250,000 for any emergency repair or replacement projects; and (2) Adjust revenue and expense budget based on actuals for project closure.

10.15. The 2023-2028 CIP Budget (Schedule 4, Exhibits C and D) includes projects that are directly supported by user and developer fees and utility rebates. The City Manager is authorized to adjust department revenue budgets and CIP expenditure budgets for projects as identified in the General Government section of the CIP that are directly supported by fees and rebates based on the actual fees and rebates collected, l ess any operating costs associated with delivering the service.

10.16. The City Manager is authorized to adjust revenue and expenditure budgets to reflect actual revenues received and expenditures incurred in compliance with the original grant award and any amendments. If the grant is not renewed or is changed by more than and including $250,000, the managing department must return to the Council for corrective action.

Section 11. Operating Grants.

11.1. Council approval is required for the establishment or cancellation (without completion) of an operating grant except as follows:
(A) Where the operating grant is less than $250,000 and does not require any of the following:
(1) any increase or decrease, by department or by fund, in FTE as authorized in the Approved Budget or by any subsequent approval by the Council or the City Manager in accordance with this resolution;
(2) matching funds from City resources; or
(3) any ongoing service or funding by the City.
(B) The City Manager is authorized to establish operating grants and authorize spending and allocation of resources more than and including $250,000 in advance of formal agreements in response to governmental requests for public-safety assistance related to homelessness, disasters and national-security risks. The department responding to these events shall report to the Council within 60 days after receiving formal program documents from the requesting governmental agency or agencies to obtain approval to enter into agreements and accept reimbursements. (C) Operating grants may be subdivided into separate sub-projects as needed to administer, manage, and deliver the original scope of the project, without further Council action.

11.2. The City Manager is authorized to adjust FTE and associated service and supplies budget, in accordance with section 8.2, for renewals or expansions of fully offset grants previously approved by the Council.

11.3. If a grantor requires Council action as a condition of funding the grant, the establishment of the grant requires Council approval regardless of the grant amount.

11.4. Each fiscal year, all multi-year operating grant budgets in existence on June 30 will be continued in the next fiscal year.

11.5. The City Manager is authorized to adjust revenue and expenditure budgets for renewals, up to the amount previously approved by the Council, and augmentations less than $250,000 of fully offset grants.

11.6. The City Manager is authorized to establish revenue and expenditure budgets for federal or state grant -funded youth programs and parks -and-recreation programs based on the prior year award before receipt of signed agreements.

Project funding and appropriations must be adjusted based on the final grant agreement. If the grant is not renewed or is changed by more than and including $250,000, the managing department must return to the Council for corrective action.

11.7. Each fiscal year, on June 30, the balance of each grant budget must be zero or have a positive balance by fund. Grants in excess of the budget f rom all funding sources (total budget has a negative balance) will be treated as follows:
(A) If the Grant balance exceeds budget by less than $250,000, the Grant must first be corrected within each fund, and then any remaining negative balance must be cor rected by a transfer from the Grant manager’s Operating Budget (all transfers of less than $250,000 must be made as provided for in section 6.1).
(B) If the project balance exceeds budget by more than and including $250,000, a corrective plan of action mus t be submitted to the Council for approval by resolution.

11.8. The City Manager is authorized to adjust grant and operating expenditure budgets to account for Council-approved grant match and retention obligations.

11.9. The City Manager is authorized to adjust revenue and expenditure operating grant budgets to reflect actual revenues received and expenditures incurred upon closure of a project in compliance with the original grant award and any amendments.

11.10. Award and Distribution of City Grants.
(A) Council approval is required: (1) to award grants to an individual, non- profit, business, or community-based organization that applies for a City grant more than and including $250,000; and (2) to execute contracts with the grantees for the services to be provided.
(B) Consistent with Council direction, the City Manager is authorized: (1) to award grants to an individual, non-profit, business, or community- based organization that applies for a City grant in amounts less than $250,000; and (2) to execute contracts with the grantees for the services to be provided.
(C) The award and distribution of grants must comply with any Citywide Grant Distribution Policy.
(D) Before grant funds are distributed, the City and the grantee must execute a City contract that outlines the public benefit, timelines, and reporting requirements.
(E) For grant contracts of any amount, the City Manager is authorized to execute amendments consistent with the authority granted to the City Manager in section 3.56.290 of the City Code and related policies. (F) The annual budget must list all grants awarded the previous calendar year.

Section 12. Externally Funded Programs (EFP).

12.1. Council approval is required for the establishment or cancellation (without completion) of an EFP, except as follows:
(A) Where the EFP is less than $250,000 and does not require any of the following:
(1) any increase or decrease, by department or by fund, in FTE as authorized in the Approved Budget or by any subsequent approval by the C ouncil or by the City Manager in accordance with this resolution;
(2) matching funds from City resources; or
(3) any ongoing service or funding by the City.
(B) EFPs may be subdivided into separate sub-projects as needed to administer, manage, and deliver the original scope of the project, without further Council action.

12.2. Each fiscal year, all multi -year EFP budgets in existence on June 30 will be continued in the next fiscal year.

12.3. The City Manager is authorized to adjust revenue and expenditure budgets for EFP renewals, up to the amount previously approved by Council, and augmentations less than $250,000.

12.4. Each fiscal year, on June 30, the balance of each EFP budget must be zero or have a positive balance by fund. EFPs in excess of the budget from all funding sources (total budget has a negative balance) will be treated as follows:
(A) If the EFP balance exceeds budget by less than $250,000, the EFP must first be corrected within each fund, and t hen any remaining negative balance must be corrected by a transfer from the EFP manager’s Operating Budget (all transfers of less than $250,000 must be made as provided for in section 6.1).
(B) If the project balance exceeds budget by more than and including $250,000, a corrective plan of action shall be submitted to the Council for approval by resolution.

12.5. EFPs with existing contracts approved by the Council, funding ongoing operations and studies, can be adjusted annually (revenues and expenditures) based on the actual revenues received.

Section 13. Multi-Year Operating Projects (MYOP).

13.1. A MYOP is used for the following:
(A) Economic Development Assistance and Development Programs (e.g., inclusionary housing).
(B) Planning, audit, and other consultant studies that will take more than one fiscal year to complete.
(C) Department fleet (vehicle or equipment) acquisition charges from the Fleet Management internal service fund.
(D) Other projects and activities that are multi -year in nature and ar e not capital improvement projects.

13.2. Council approval is required for the establishment or cancellation (without completion) of a MYOP, except as provided in section 13.7.

13.3. MYOPs may be subdivided into separate sub-projects as needed to administer, manage, and deliver the original scope of the project without further Council action.

13.4. Each fiscal year unobligated appropriations in existence on June 30 for existing MYOPs will be continued in the next fiscal year except as noted in sections

13.10, 13.11, and 18.11.

13.5. MYOPs must be used solely for the originally approved program or study.

Completed or inactive MYOPs will be closed annually. An inactive project is one where transaction activity is less than $1,000 over the prior three years.

Closures are the responsibility of the designated project manager. The managing department and the City Manager each have the authority to process the necessary documentation to close inactive projects.

13.6. The Police and Fire Departments are authorized t o use Measure U MYOPs savings from vacancies for background investigations, recruit academies, and overtime associated with restored programs and operations.

13.7. The City Manager is authorized to establish and adjust budgets for private development activ ities (Funds 2016 and 2018) managed in MYOPs that are fully offset by development fees.

13.8. Each fiscal year, on June 30, the balance of each MYOP must be zero or have a positive balance by fund. Projects in excess of the budget from all funding sources (total budget has a negative balance) will be treated as follows:
(A) If the MYOP balance exceeds budget by less than $250,000, the MYOP must first be corrected within each fund, and then any remaining negative balance must be corrected by a transfer from the MYOP manager’s Operating Budget (all transfers of less than $250,000 must be made as provided for in section 6.1).
(B) If the MYOP balance exceeds budget by more than and including $250,000, a corrective plan of action must be submitted to the Council for approval by resolution.

13.9. The City Manager is authorized to increase or decrease MYOP budget appropriations by less than $250,000 for each project. Transfers that exceed and including $250,000 in total for any MYOP require Council approval by resolution.

13.10. The City Manager is authorized to review MYOPs on an annual basis and return excess funds to the fund balance or contingency of the respective fund (e.g., Fleet, Measure U, Utility Rate Assistance).

13.11. The Utility Box Artwork (I17000800) MYOP General Fund budget can be amended up to $450,000 ($50,000 for each Councilmember and the Mayor) based on requests and resources provided from the operations budgets of the elected official initiating the request.

13.12. MYOPs with existing contracts approved by the Council funding ongoing operations and studies, can be adjusted annually (revenues and expenditures) based on the actual revenues received.

13.13. The City Manager is authorized to transfer up to $500,000 in FY2023/24 from the General Fund fund balance to the CA Rural Legal Assistance MYOP (I02000800) to fund a new contract with the California Rural Legal Assistance Foundation for the FUEL Network program contingent upon satisfaction of the following conditions: (i) the City’s contractor completes its audit of City Contract #2021-1105; (ii) the City Manager determines t hat California Rural Legal Assistance Foundation has complied with all the audit findings; and (iii) the City Council reviews and approves the new contract.

Section 14. In-Lieu Property Taxes and In-Lieu Franchise Fee.

An in-lieu property tax and in-lieu franchise fee are hereby imposed on the Community Center (Fund 6010) and Parking (Fund 6004) Funds in the amounts provided in Schedule 3 as displayed in Exhibit C. The Council finds that the in-lieu property tax as detailed in Schedule 3 represents the property-tax revenue that would be received by the General Fund if the real and personal property owned by these enterprises were taxable under private ownership. The in-lieu franchise fee as detailed in Schedule 3 represents the franchise fees that the City would receive from private entities as a rental or a toll for the use of city streets and rights-of-way.

Section 15. Appropriation Limits.

The appropriation limit and the appropriations subject to the limit are hereby amended in accordance with article XIIIB of the California Constitution for FY2023 /24, as detailed in Schedule 5 as displayed in Exhibit C.

Section 16. Midyear Report.

16.1. The City Manager shall present a Midyear Budget Report including a revised estimate of the financial condition of all funds, estimated revenues and expenditures, and recommendations for eliminating any projected fund deficits to the Council.

16.2. The Council will act on any projected fund deficits as part of the midyear review.

Section 17. Adjustments for Revenue Offset Programs and Services.

17.1. The City Manager is authorized to adjust revenue and expenditure budgets in special revenue funds based on actual revenues collected to provide appropriation authority for operating costs associated with delivering the service.

17.2. The City Manager is authorized to make the following adjustments to Department Operating Budgets or fund balance:
(A) Adjust Fire Department revenue and expenditure budgets based on actual revenues received for Department strike-team services provided throughout California.
(B) Adjust operating department revenue and expenditure budgets based on actuals revenues received for providing reimbursable services to the Golden 1 Center as outlined in the City’s agreement to provide services. (C) Adjust the revenue budget for the Sacramento Police Department’s Secondary Employment Program to reflect actual revenues received and adjust the expenditure budget by a like amount for providing reimbursable services as outlined in the City’s Secondary E mployment Agreement.
(D) Adjust the revenue and expenditure budgets for facility maintenance and repair services provided to outside agencies and entities (15004521 - 338020) and for private property concrete maintenance and sidewalk repairs (15001641-343010) to reflect actual revenues received for these services.
(E) Increase the revenue (Account 391320) and fleet -replacement expenditure (Account 474210) budgets in the Fleet Fund (Fund 6501) based on departmental fleet purchasing changes (additional or earl y replacement) approved by the Council during the fiscal year and upon completion of audited financial statements to allow the continued purchasing of prior-year-funded replacement vehicles.
(F) Transfer excess parking meter revenue from the General Fund (Fund 1001) to cover eligible costs that are incurred in the Parking Fund (Fund 6004) if the full costs of the current fiscal year operations for parking meters has been recovered and the department has positive net year - end results.
(G) The Rental Housing Inspection Program Fees are established to recover the costs of the program. If the full cost of the current-year operations for that program have been recovered, then excess revenues for the program will be committed to fund a reserve equal to one year’s revenue budget for the program.

If these operations do not achieve the budgeted revenues or if program costs exceed the program budget, then resources must be transferred from the commitment of fund balance for the Rental Housing Inspection Program to cover the shortfall.
(H) Adjust the revenue budget for the Community Development Department’s Housing Trust and Housing Impact administrative fees to reflect actual revenues received and increase the expenditure budget by a like amount in the General Plan Update (I22000000) MYOP. (I) Increase the revenue and expenditure budgets in the Garcia Bend Park (L19703600) CIP based on the actual revenues received from increased boat launch ramp fees at Garcia Bend Park, provided that the Department has positive net revenues after all Parking Services Division costs related to the Garcia Bend launch ramp are paid.
(J) Adjust the Police Department revenue and expenditure budgets based on actual revenues received for mutual aid provided to other jurisdictions.

(K) Establish Department of Utilit ies revenue and expenditure budgets for any projects that result from an existing operations and maintenance agreements for facilities maintained by the City, but owned or co-owned with an outside agency for less than $250,000 in the Water Grant Reimbursement Fund (Fund 6205), the Wastewater Grant
Reimbursement Fund (Fund 6206), and the Storm Drainage Grant Fund (Fund 6211) for an agency’s share and to adjust revenue and expense budget based on actuals for project closure.

17.3. The City Manager is authorized to make the following adjustments between Department operating budgets and CIPs or MYOPs:
(A) Adjust the revenue budget for the City Attorney’s Office and the expenditure budget in the Justice for Neighbors (JFN) (I03000100 ) MYOP based on the actual fees, penalties, and other revenues collected from third parties for Public Nuisance, Social Nuisance, and JFN actions brought by the City Attorney.
(B) Adjust the Community Development Department operating budget for spay/neuter and unaltered pet -licensing revenue accounts (Account 341380 [Program Code 13006] and 351020) and increase the Animal Care Low Income Spay/Neuter Program (I13000600) MYOP expenditure budget in the General Fund (Fund 1001) to reflect 50% of the penalty fees and 50% of unaltered pet-licensing fees collected in accordance with Sacramento City Code section 9.44.215.D.
(C) Adjust the revenue budget for the Convention and Cultural Services Department franchise fee to reflect actual revenues received and increase the expenditure budget by a like amount in the Old Sacramento Service Courts & Support Facilities (M17700000) CIP.
(D) Adjust the Convention and Cultural Services revenue budget for Memorial Auditorium Facility Fee revenues and the Memorial Auditorium Improvements (M17101000) CIP expenditure budget based on actual fees collected, less any operating costs associated with delivering this service.
(E) Adjust the Convention and Cultural Services revenue budget for SAFE Credit Union Performing Arts Center Facility Fee revenues and the Performing Arts Center Improvements (M17101800) CIP expenditure budget based on the actual fees collected, less any operating costs associated with delivering this service.
(F) Adjust the Public Works Department revenue budget to reflect actual revenues received and the Sacramento Valley Station Operations and Management (I15001000) MYOP expenditure budget by a like amount. (G) Increase the Public Works Department revenue and expenditure budgets for launch-ramp activities to reflect actual revenues received and transfer any resulting year-end savings for these activities to the Harbor Dredging (M17500000) CIP if the Department has positive net year-end results. (H) Adjust the Public Works Department revenue budget and the expenditure budget in the Shared-Rideable Implementation (K15195100) CIP based on the actual revenues received from the Shared-Rideable permit fees, except for the portion of the fee assessed to offset parking-meter - revenue loss.
(I) Adjust the Public Works Department revenue budget (15001021) and the expenditure budget in the Tree Planting and Replacement (R15188500) CIP based on actual revenues received in the Tree Planting and Replacement Fund (Fund 2035).
(J) Adjust the Youth, Parks, and Community Enri chment Department revenue budget for recreation-program fees and increase the expenditure budget in the Recreation Facility Improvement (L19800200) CIP if the full cost of the current fiscal -year operations for this CIP have been recovered and the Department has positive net year-end results. (K) Adjust appropriations made in the Approved Budget for fleet replacements from amounts budgeted for updated fleet -replacement costs less than $250,000 by department and by fund and transfer expenditure budgets from department operating budgets to the Fleet Acquisitions (I06000999) MYOP if the department is projecting expenditure savings in excess of the transfer.
(L) Increase the transfer from the Community Center Fund (Fund 6010) to the G/MU Fund (Fund 1001/2401) to offset the annual budget provided for in Schedule 9 for the Powerhouse Science Center (E18000400) EFP as authorized by Council through December 2048, if Transient Occupancy Tax revenues exceed budget by an amount up to $600,000 at year -end and if the Comm unity Center Fund has positive year -end available fund balance.
(M) Increase the Youth, Parks, and Community Enrichment Department revenue budget for the all -weather sport field facility fees received and increase the expenditure budget in the Granite All Weather Field (L19806000) CIP, provided that the Department has positive net year - end G/MU Fund (Fund 1001/2401) results.
(N) Adjust the Transportation CIP budget to meet the City’s SB 1 Maintenance of Effort (MOE) requirements.
(O) Adjust Community Development Department’s revenue budget for the Housing Trust and Housing Impact administrative fees to reflect actual revenues received and increase the expenditure budget by a like amount in the General Plan Update (I22000000) MYOP.

17.4. The City Manager is authorized to make the following adjustments to CIPs and MYOPs:
(A) Adjust the revenue and expenditure budgets in the Old Sacramento Garbage Service Courts (M17700000), Old Sacramento District Improvements (M17700100), and the Joe’s Crab Shack & Rio City Café Repairs and Maintenance (B18119000) CIPs based on actual rent proceeds available after payment of all fees to the State of California and funding of annual required maintenance costs.
(B) Adjust revenue and expenditure budgets in the Energy Reinvestment Program (C13001900) CIP to reflect actual energy rebates and incentives received.

17.5. The City Manager is authorized to implement the following fiscal transactions as needed to properly manage and account for the City’s c annabis revenues and expenditures:
(A) Adjust the Citywide revenue budgets for all Business Operations Taxes relative to Cannabis activities based on actual revenues received and increase the expenditure budget in the Cannabis Policy and Enforcement (I06420000) MYOP as necessary to cover costs.
(B) Adjust the revenue budget for the City Manager’s Office of Cannabis Management operations (02001101) to reflect actual revenues received and increase or decrease the expenditure budget in the operating budget by a like amount. At year-end excess resources must be transferred to I06420000 to offset the cost of enforcement. If there are inadequate revenues available, resources must be transferred from I06420000 to cover the actual operating costs incurred in 02001101.
(C) Establish or increase the revenue budget(s) for fines and administrative penalties collected in accordance with Sacramento City Code sectionchapter 8.132, relating to the cultivation of cannabis, in the department were collected and increase the expenditure budget in I06420000 to support enforcement activities based on actual revenues received.
(D) Adjust the revenue budget for Housing and Dangerous Building fines, fees, and penalties collected by the Community Development Department and the expenditure budget in I06420000 at year-end based on actual revenues received.
(E) Transfer expenditure budgets between I06420000 and the Cannabis Opportunity, Reinvestment and Equity (CORE) (I02420000) MYOP to support CORE program operations.
(F) Transfer expenditure budgets between I06420000 and the Youth Cannabis Outreach & Education program (I06420500) MYOP to support prevention workload in the Office of Youth Development.

17.6. The City Manager is authorized to implement the following fiscal transactions as needed to proper ly manage and account for the City’s efforts toward reducing homelessness:
(A) Adjust revenue and expenditure budgets in the Whole Person Care (I02000900) MYOP related to intergovernmental transfers received to support program activities through the perfor mance period up to the amount of the annual program -year budget approved by the California Department of Health Care Services.

At year-end, the revenue and expenditure budgets in I02000900 will be adjusted to match actuals.
(B) Adjust the revenue and expenditure budgets to reflect actual contributions received from external partners in the Homeless Housing Initiatives (I02000200) MYOP to support homeless-services programs. (C) Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in exist ence in the Office of Homeless Services (23001031) on June 30 must be transferred to the Homeless Housing Initiatives (I02000200) MYOP if the Department has positive net year - end results.
(D) Adjust interdepartmental transfers related to the Whole Person C are (I02000900) MYOP as needed for the duration of that program. (E) Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Community Outreach (23001021) on June 30 must be transferred to the Community Response (I23000100) MYOP if the Department has positive net year-end results.

(F) Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Violence Prevention (11001491) on June 30 must be transferred to the Gang Prevention and Intervention (I11003000) MYOP if the Department has positive net year- end results.

17.7. The City Manager is authorized to implement any necessary financial transactions for the administration of revolving loan fund programs authorized by the Council.

17.8. The City Manager is authorized to use Emergency Medical Services Revenue Recovery funds ( Intergovernmental Transfer - Ground Emergency Medical Transport and Public Provider – Ground Emergency Medical Transport) to cover overages from the Single Role program and related equipment and vehicles as necessary.

17.9. The City Manager is authorized to amend the following ten Police department contracts to extend them until September 30, 2023, and increase the funding as follows: Brother 2 Brother Mentoring, Inc (2022-0907) - $62,500; Helping Our People Eat (HOPE) (2022-0908) - $62,500; Self Awareness and Recovery (2022-0939) - $25,000; Voices of the Youth, Inc. (2022-0945) - $50,000; Brother 2 Brother Mentoring, Inc. (2021-0981-1) - $62,500; Impact Sac (2021- 0985-1) - $62,500; Neighborhood Wellness Foundation (2021-0973-1) - $62,500; Rose Family Creative Empowerment Center (2021-0974-1) - $20,833; Academics 4 Athletes (2021-0971-1) $20,833; and HOPE (2021- 0986-1) - $20,833.

Section 18. Year-End Process and Carryover Authority.

18.1. Each fiscal year, all purchase-order commitments outstanding on June 30, and associated appropriations, are hereby continued.

18.2. If there is not a budgetary surplus in the G/MU Fund (Fund 1001/2401) at year- end, the City Manager shall suspend the G/MU Fund transfers and carryovers authorized in this section.

18.3. Each fiscal year, unobligated appropriations in existence on June 30 for the Council operations budget will be carried over to the next fiscal year.

18.4. Each fiscal year, unobligated General Fund appropriations in existence in the Arts Stabilization budget (80001065) on June 30 must be transferred to the Cultural and Economic Vitality (I17001000) MY OP if the department has positive net year-end General Fund results.

18.5. Each fiscal year, revenues in excess of budget in Building Inspection, Building Plan Check, Customer Service/Permit Counter, and Planning Operations areas of the Community Development Department must be transferred to the Development Stabilization Contingency Reserve (DSCR), consistent with the adopted DSCR policy, if the Department has positive net year-end results.

If these operations do not achieve the budgeted revenues or if program costs exceed the program budget, then resources must be transferred from the DSCR to these areas of the Community Development Department to cover the shortfall.

18.6. Each fiscal year, unobligated General Fund appropriations in existence in the Human Resources Department on June 30 must be transferred to the Training and Outreach (I08000300) MYOP if the Department has positive net year-end General Fund results.

18.7. Each fiscal year, unobligated net appropriations in existence on June 30 in the Information Technology (IT) Department operations General Fund budget and the citywide IT budget in Citywide and Community Support must be transferred to the IT Critical Infrastructure (A07000700) CIP to create a funding mechanism for future citywide technology initiatives, which the City Manager will review annually.

18.8. Each fiscal year, unobligated appropriations in the City’s California Public Employees’ Retirement System budget account(s) (413170/413172) that are not required to balance the budget must be transferred to the City’s other post- employment benefit trust.

18.9. Each fiscal year, if the START Fund (Fund 2501) has a deficit, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Youth, Parks, and Community Enrichment Department on June 30 must be transferred to Fund 2501 to cover any deficit associated with the general - and auto-liability insurance premiums if the Department has positive net year-end General Fund results.

18.10. Each fiscal year, the Fleet Acquisitions (I06000999) MYOP will be reviewed, and excess funds will be returned to the fund of origin.

18.11. Each fiscal year, unobligated appropriations in the fiscal year operating Measure U MYOPs at the close of the fiscal year must be returned to Measure U available fund balance (Fund 2401).

18.12. Each fiscal year, unobligated net appropriations in existence on June 30 in the Public Works Department (15005861) must be transferred to the Commercial Waste Compliance (I15220000) MYOP.

18.13. Each fiscal year, any unspent Measure U Fund (Fund 2401) appropriations in the Youth, Parks, and Community Enrichment Department on June 30 must be transferred to the Measure U Park Improvements (L19706000), Citywide Pool Assess/Repair (L19706500), or Recreation Facility Improvements (L19800200) CIPs until the backlog of deferred maintenance, for existing projects within the programs, are completed.

18.14. The City Manager is authorized to make all necessary budgetary adjustments to account for the interfund Loan from the Risk Fund (Fund 6502) to the General Fund (Fund 1001) related to the agreement with the City and the Natomas Basin Conservancy Loan.

18.15. Each fiscal year, adjust transfers from the Water Fund (Fund 6005) available fund balance to the Drinking Water State Revolving Fund (Fund 6312) to pay for interest expense and negative interest earnings incurred since the inception of the loan.

18.16. Each fiscal year, transfer up to $500,000 of available operating grant resources to the Public Safety Capital Improvement Program (F11101000) for specialty vehicle and equipment purchases.

18.17. Each fiscal year, any unspent Measure U Fund (Fund 2401) appropriations in the Diversity, Outreach and Recruitment (DOR) program on June 30 must be transferred to the Fire – Diversity, Outreach and Recruitment Program (I12000200) MYOP as long as any Fire Department year-end deficits can be covered with available year-end G/MU Fund (Fund 1001/2401) budgetary surplus.

18.18 Each fiscal year, any unspent appropriations in the Youth Sports Field Permit Program MYOP (I19143000) on June 30 must be transferred to the Measure U Park Improvements (L19706000), to be used to address the backlog of deferred maintenance for sports fields.

Section 19. Year-End Reporting.

19.1. Each fiscal year, after any adjustments specifically provided for in other sections of this resolution, all appropriations in the Operating Budget that remain unspent and unencumbered (unobligated) on June 30 will revert to the available fund balances of the respective funds. Any budgetary surplus in the G/MU Fund (Fund 1001/2401), determined as part of the fiscal year-end close process, will be reported in the ACFR as Assigned for Next Year’s Budget, Unassigned, or as specifically directed below or in a subsequent resolution.

19.2. All unrealized investment gains determined as part of the fiscal year-end close process will be reported in the ACFR as Assigned for Unrealized Investment Gains, as those gains are not available for appropriation.

Section 20. Miscellaneous Controls and Considerations.

20.1. Expenditures by fund at the department level must not exceed the Operating Budget as amended by any subsequent approval by the Council or the City Manager in accordance with this resolution.

20.2. Subject to the City Manager’s approval, projected fund deficiencies in any department must be corrected as follows in accordance with the sections of this resolution governing transfers and appropriations by reducing expenditures in the department (e.g., restricting purchase orders, freezing vacant positions) or by an appropriation transfer from Administrative Contingency or available fund balance, or both, subject to the provisions of section 5.

20.3. The City Manager is authorized to eliminate funds as required for proper accounting and fiscal management when the purpose of a fund has expired, and its fund balance has been expended.

20.4. In all staff reports that come before the Council, net budgetary impacts on al l funds, including indirect impacts, must be stated clearly and concisely so that the Council has a full understanding of the financial consideration and impacts of its decisions.

20.5. The City Manager shall begin using an equity lens in the review of all budgetary recommendations to Council including the annual budget, midyear budget and staff reports as soon as practical after development of a shared definition of equity in coordination with the community, development of associated outcomes and measures and Council’s creation and adoption of an Equity Resolution.

Resolution Exhibits:

Exhibit A – Budget Changes
Exhibit B – Staffing Summary
Exhibit C – FY20223/234 Approved Operating Budget
Exhibit D – 20223-20278 Approved Capital Budget

RESOLUTION NO 2023-XXXX
A
dopted by the Sacramento City Council
J
une XX, 2023
A
pproving the Fiscal Year 2023/24 Operating and
Capital Improvement Program Budgets
BACKG
ROUND
A. Article IX, section 111, of the City Charter requires the City Manager to present a balanced budget to the Mayor and City Council no less than 60 days before the beginning of each fiscal year.

Core Budget Policies

1. City Council must adopt a balanced budget.

2. Funding decisions should be consistent with Council-adopted policies.

Budget Guidelines

1. Maintain a fiscally sustainable, balanced budget.

2. The Mayor and Council’s priorities, based on community input, should drive the budget creation.

3. Continue a community-based budget process where city residents are engaged and educated on budget processes and provide feedback on budget priorities.

4. Look for ways to grow the reserve beyond its current goal.

5. All budget actions must be considered in a five-year context, with new revenues not counted or spent until realized. One-time resources should be used for one- time needs, not ongoing expenses.

6. Do not make spending decisions in isolation. Avoid spending money on one-off projects or without looking at the big picture. Understand long-term consequences and opportunity costs.

7. Keep City Council informed on the fiscal condition of the City and conduct continuous evaluations for efficiencies and effectiveness.

Attachment 5

8. The City must consistently look for opportunities to proactively grow revenues instead of simply being reactive.

9. Make every effort to identify private financing or federal and state grant opportunities before using City resources. Pursue new and enhance existing revenue sources.

10. Before new expenditures are made, identify return on investments and impacts, fiscal and social benefits.

11. Address unfunded long-term liabilities.

12. Remain a full-service City.

D. The FY2023/24 Proposed Budget (which includes the Operating Budget and the Capital Improvement Program [CIP] Budget) are consistent w ith City Charter requirements and the City Council’s adopted Core Budget Policies and Budget Guidelines.

E. The Mayor and Council conducted budget discussions during May and June 2023 to discuss and consider the City’s FY2023/24 Budget.