Item 09 2024-00819 Fiscal Year (FY) 2024/25 Proposed Budget Overview — Sacramento City Council, May 7, 2024 (part 1 of 2)

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-00819 5/7/2024 Discussion Item 9.

Fiscal Year (FY) 2024/25 Proposed Budget Overview
File ID: 2024-00819
Location: Citywide
Recommendation: Receive and consider for final budget adoption.

Contact: Peter Coletto, Director of Finance, (916) 808-5416, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Presenter: Peter Coletto, Director of Finance, (916) 808-5416, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Attachments:
1-Description/Analysis
2-FY2024/25 Proposed Budget
3-2024-2029 Proposed Capital Improvement Program
4-Reduction Strategies Included in Proposed Budget
5-Available Reduction Strategies Not Included in the Proposed Budget 6-Parking Resolution
Description/Analysis
Issue Detail: The City Charter, Article IX Section 111, 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 FY2024/25 Proposed Budget was released on April 30, 2024. This report transmits the FY2024/25 Proposed Budget (Budget) (Attachment 2) and the 2024-2029 Capital Improvement Program (CIP), which includes the FY2023/24 CIP Budget (Attachment 3) to Council for approval and is available at https://www.cityofsacramento.gov/finance/budget.

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File ID: 2024-00819 5/7/2024 Discussion Item 9.

Introduction
The City is facing significant financial challenges for the coming fiscal year, including a structural imbalance between City operating costs and available resources. The Budget begins to address this structural deficit while maintaining core City services and advancing Council priorities.

The Budget is balanced and closes a $66 million funding gap without the elimination of filled positions. The Budget totals approximately $1.6 billion from all funding sources and supports 5,028.70 full-time equivalent (FTE) positions. This includes $836 million for General and Measure U (G/MU) Fund operations and capital projects, and $731 million for the City’s enterprise and other fund activities.

Structural Budget Deficit and Closing the Gap
In February, the City released its updated financial forecast which projected a $66 million budget deficit for FY2024/25 with deficits increasing annually throughout the forecast period. The forecast assumed continued economic growth and revealed a fundamental imbalance in the City’s budget with expenses outpacing revenues. This imbalance is known as a structural deficit. The structural deficit is the result of many decisions that the City and voters have made over the past few years along with macroeconomic forces such as high inflation. This includes the expansion of services beyond its traditional core service areas, new programs, new labor contracts, higher prices for supplies, services and insurance, increased staffing levels, and the voters have approved measures to redirect G/MU revenues for specific purposes. In summation, the City is offering more programs and services, and the costs of those programs and services continue to increase.

The Budget addresses the City’s structural deficit by prioritizing core City services and taking a strategic approach to revenue enhancements and expenditure reductions instead of simply pursuing across-the-board cuts. Reduction strategies included in the Budget aim to minimize program and service impacts to the community to the extent possible. Proposed solutions to close the $66 million funding gap include a combination of one-time and ongoing strategies with $30.1 million in ongoing reduction strategies and $36.6 million in one-time solutions.

Budget Modifications - Reductions
Departments under the purview of the City Manager were instructed to submit reduction plans that totaled 15% of their G/MU discretionary funding and were given a framework designed to protect core services and Council priorities. Departmental reduction strategies were categorized on a one through four scale based on impact to residents and communities, with one being a low impact and four being resulting in a severe impact.

In addition, staff analyzed “citywide” strategies to identify previously allocated funding for projects or citywide programs that could be redirected for budget balancing. Overall, staff identified 276 one-time

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File ID: 2024-00819 5/7/2024 Discussion Item 9.
and ongoing revenue-enhancement and expenditure-reduction strategies totaling more than $130 million in savings.

Category FTE Change
Net Budget
Change
Revenues - ($14,941,493)
1 (27.15) (17,616,733)
2 (51.53) (11,151,653)
3 (37.00) (5,676,753)
4 (252.52) (36,521,019)
Citywide* - (46,290,135)
Total (368.20) ($132,197,786)
All Strategies - G/MU/IGF Funds
* Includes prior year savings of $7.4 million
Of the $132.2 million, the Budget includes $69.6 million in reduction strategies, with a reduction of

44.24 FTEs. Details of the proposed strategies can be found in Attachment 4. All strategies that were not chosen can be found in Attachment 5.

Category FTE Change
Net Budget
Change
Revenues - ($14,941,493)
1 (23.15) (17,005,876)
2 (21.05) (4,010,023)
3 - -
4 - -
Citywide* - (33,657,802)
Total (44.20) ($69,615,194)
Proposed Strategies - G/MU/IGF Funds
* Includes prior year savings of $7.4 million
In addition to budget balancing strategies, the Budget also includes additional Citywide Revenue and Expense Adjustments, Department Augmentations, and Salary Savings Adjustments that factor into closing the $66 million gap.

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File ID: 2024-00819 5/7/2024 Discussion Item 9.

The Budget also includes $1.7 million in increases and strategic reductions to other funds that were directly tied to the proposed reduction strategies. This included swapping G/MU Fund for other funds and Citywide strategies that not only reduced the impact to G/MU Fund, but also to the other funds.

Category FTE Change
Net Budget
Change
Revenues - (295,000)
1 - 1,487,829
2 - -
3 - -
4 - -
Citywide - 560,677
Total - 1,753,506
Proposed Strategies - Other Funds
Other Modifications - Augmentations and Position Add/Deletes There were $2.4 million in modifications to G/MU Fund and Innovation and Growth Fund (IGF) for augmentations and position add/deletes. This also included a reduction of 18.81 FTEs.

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File ID: 2024-00819 5/7/2024 Discussion Item 9.

Department FTE Change
Net Budget
Change
City Manager 1.00 $187,652
Community Development (1.00) (146,964)
Convention and Cultural Services 6.00 836,940
Finance - -
Information Technology - 1,058,394
Police (5.66) -
Public Works - 482,571
Youth, Park & Community Enrichment (19.15) -
Total (18.81) $2,418,593
Modifications* - G/MU/IGF Funds
* Includes Augmentation and Add/Deletes
Finally, the Budget includes $1.4 million in modifications to other funds for augmentations and position add/deletes. There is an increase of 1.10 FTEs.

Department
(Fund) FTE Change
Net Budget
Change
Convention and Cultural Services (Community Center) (0.50) ($68,279) Human Resources (Risk) - 120,000
Information Technology (Community Center) - 60,711
Information Technology (Parking) - 25,600
Information Technology (Solid Waste) - 124,827
Information Technology (Storm Drainage) - 83,883
Information Technology (Wastewater) - 59,479
Information Technology (Water) - 210,090
Public Works (4th R) - 59
Public Works (Community Center) - 141
Public Works (Fleet Management) 1.00 142,593
Public Works (Gas Tax) - 825,441
Public Works (Lighting and Landscaping) - 123,239
Public Works (Marina) - 56
Public Works (New Measure A Maintenance) - 77,731
Public Works (Parking) - (751,373)
Public Works (Recycling and Solid Waste) - 216,002
Public Works (Storm Drainage) - 39,491
Public Works (Wastewater) - 37,412
Public Works (Water) - 39,989
Public Works (Risk) - 5,455
Utilities (Water) 1.00 -
Youth, Parks and Community Enrichment (4th R) (0.40) -

1.10 $1,372,547
Modifications* - Other Funds
* Includes Augmentation and Add/Deletes

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1.10 $1,372,547
Modifications* - Other Funds
* Includes Augmentation and Add/Deletes
Additional information for all modifications can be found in the Budget (Attachment 2).

Revenue Overview
While the Budget includes Citywide revenue growth, the increase is lower than previous fiscal years.

Despite a slowdown in real estate transactions, property values remain strong and property tax revenue growth is expected to continue. Property Tax has a 4.0% increase in FY2024/25 and an average increase of 2.9% thereafter. Sales Tax and Measure U Sales Tax Revenues are projected to grow, but at a slower rate than during the post-pandemic recovery. Sales and Use Tax changes range from 3.3% in FY2024/25 to 2.3% in FY2028/29. Measure U Transaction and Use Tax changes range from 2.9% in FY2024/25 to 2.7% in FY2028/29. Utility Users’ Tax (UUT) is projecting growth. UUT has a 3.6% increase in FY2024/25 and a 0.5% increase thereafter. Many of the department revenues

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from programs and services have increased as departments pursue new revenue opportunities and increase fees associated with higher operating costs. Other revenues range from 9.9% in FY2024/25 to 1.2% in FY2028/29.

The following table highlights the forecast for the top four G/MU revenue sources representing 67% of all G/MU revenues.

All revenues have recovered from the pandemic except for off-street parking. Off-street parking fees revenues in the Parking Fund are still below pre-pandemic levels. Projected off-street parking revenues for FY2023/24 are approximately 89% of FY2018/19 levels (the last fiscal year uninterrupted by the pandemic) and is projected to increase to 95% in FY2024/25. Revenue from parking fees collected at City garages is projected to increase by 8% in FY2024/25 as operations continue to recover from the impacts of the pandemic and the anticipated fee increases. The City projects parking fee revenue increases of 5% through FY2026/27 and a 2% increase in FY2028/29.

The City projects to see a full recovery from the pandemic in FY2026/27. Staff will continue to monitor all revenue streams.

Capital Improvement Program Overview
The Proposed 2024-29 CIP totals $1.9 billion in capital needs with $0.5 billion in identified funding leaving an unfunded balance of $1.4 billion. Funded projects in the CIP total $482.5 million, including $71.0 million in G/MU Funds. The fiscal year FY2024/25 CIP budget totals $114.9 million, including $14.5 million in G/MU Funds. Additional projects and maintenance beyond the five-year CIP are estimated to bring the total to approximately $9.3 billion.

A summary of the modifications included in the CIP is provided below, and additional information can be found in the 2024-2029 Proposed Capital Improvement Program (Attachment 3).

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Policy Updates
Due to the projected budget gaps shown in the Forecast, Council approved the authority to commit non-mandated FY2022/23 and FY 2023/24 G/MU fund revenues and positive net year-end results under Sections 17 and 18 of the Approved Budget Resolutions (Resolutions 2022-0198 and 2023- 0205) to future budget development reserves on February 27, 2024 (Resolution 2024-0069). Staff recommends that the language be added to Sections 17.1 and 18.2 of the FY2024/25 Budget Resolution to ensure fiscal sustainability by proactively identifying and committing resources to address deficits.

The Sacramento Utility Rate Assistance (SURA) Program (I14130100) is dependent on the General Fund through the voter approved General Fund Tax on Utility Funds. To ensure the SURA Program remains within the approved budget, staff recommends adding Section 13.13 to the FY2024/25 Budget Resolution, authorizing the City Manager or designated project manager to administer and manage the SURA Program up to the annual budget of $5.4 million.

On June 11, 2019, Council approved the Economic Uncertainty Reserve (EUR), which establishes a minimum reserve 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 (Resolution No. 2019-0248). Due to the budget gap, the estimated FY2024/25 transfer of $3,976,000 is one of the proposed reduction strategies. Without the transfer, the EUR balance would be 9.6% of FY2024/25 revenues and below the target. Staff recommends adding Section 5.3 to the FY2024/25 Budget Resolution, which would authorize the City Manager to maintain an EUR reserve below the minimum threshold prescribed in the Council-adopted EUR Policy in FY2024/25 and forgo an FY2024/25 EUR contribution from the G/MU Fund to support the development of a balanced Budget. The recommendations for the FY2024/25 Budget Resolution are detailed in Section 31 of the Budget (Attachment 2).

Due to the budget gap, expansion of hours and days for all metered and non-metered parking are

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included as proposed reduction strategies. Per Sacramento City Code 10.40.070, operating hours for metered parking are from 8 AM to 6 PM from Monday through Saturday and parking meters and pay stations are not operated on legal holidays. In addition, Council approved an On-Street Holiday Parking Program on November 12, 1996 (Resolution 1996-0612), which allows free parking after 3:00pm on weekdays and all-day Saturday, the weekend after Thanksgiving and ten (10) days before Christmas and the day immediately after Christmas in the area bounded by I, L, 3rd and 29th Streets.

A repeal of and/or modification to these policies would require a resolution approved by Council. The Parking Policy Adjustment Resolution (Attachment 5) would allow for the proposed reduction strategies to be conducted and keep the Budget balanced.

Budget Hearings
The Council will consider the Budget during regularly scheduled meetings in May and June, with final budget adoption scheduled for June 11, 2023. The tentative hearing schedule is reflected below:

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Policy Considerations: The Budget maintains the direction provided by Council and prioritizes maintaining core City services and advancing Council priorities while closing the budget gap in FY2024/25. The Budget includes continued resources for Council priorities related to inclusive economic development, youth, public safety, homelessness and essential core services. The strategic approach to choose specific revenue enhancements and expenditure reductions instead of simply pursuing across-the-board cuts minimizes program and service impacts to the community to the extent possible.

Economic Impacts: Not applicable.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines sections 15378 and California Public Resources Code section 21080 and are not subject to the provisions of CEQA (CEQA Guidelines section 15060(c)(3)). CEQA review for any project, which utilizes funds allocated under the FY2024/25 CIP Budget, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.

Sustainability: None.

Commission/Committee Action:

Budget and Audit Commission: The Budget and Audit Committee will review the report on May 7, 2024.

Planning and Design Commission: 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 City Council. The 2024-2029 Proposed CIP was presented to the Commission on May 23, 2024, and the Commission’s determination will be provided to Council during the budget hearings. The General Plan Consistency Memo will be included in the Adopted Budget staff report.

Measure U Commission: The Budget and CIP will be presented to the Commission on May 20, 2024.

Rationale for Recommendation: The actions recommended in this report address the structural budget gap by making strategic revenue enhancements and expenditure reductions and requesting the necessary authority to help close the budget gaps in FY2024/25 and future fiscal years.

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Financial Considerations: The City’s Budget is balanced and reflects adopted Council policies, goals, and planning/programming guides. The following five-year forecast provides a multi-year view of revenues and expenditures, allowing an assessment of the fiscal consequences of both prior and current funding decisions in the context of forecasted revenues and expenditures. While the recommended reduction strategies help close the funding gap in FY2024/25, these efforts do not completely fill the gaps in future fiscal years. The current five-year forecast is presented below.

Additional challenges in the G/MU Fund forecast are similar to what has previously been identified for Council and the Committee:
· California Public Employees’ Retirement System (CalPERS) unfunded liability costs will increase by $28.8 million (30.3%) over the next four years. · Liability insurance premiums are estimated to increase by $26.7 million (63%) over the next Page 11 of 12 File ID: 2024-00819 5/7/2024 Discussion Item 9.
· Liability insurance premiums are estimated to increase by $26.7 million (63%) over the next four years.
· Uncertainty with future labor costs. Two of the eleven labor contracts will end before the close of FY2024/25 and the forecast does not include future increases for COLAs or health insurance.
· Approximately $1.4 billion in unfunded capital needs between 2024 and 2029 are not included in the forecast. Unfunded capital needs consist of the maintenance and repairs of existing City facilities and assets and the purchase of new assets required to maintain a consistent level of service to City residents.
· Compliance with the Advance Clean Fleets (ACF) Regulation will have a financial impact which is unknown at this time.
· Homeless services will cost approximately $201 million over the next four years. · Two Library measures, Measure B and Measure X, provide approximately $10 million to the Library and are scheduled to expire on June 30, 2026, and June 30, 2027, respectively.

With Council’s approval, the City plans to place a renewal measure on the November 2024 ballot to ensure continued funding. If the measure does not pass, this could have an additional financial impact.
· A proposed state ballot measure, if approved by voters, would limit the City’s ability to charge fees at a level that recovers the cost of providing a service.

With the exception of future labor contract increases, unfunded capital needs, compliance with the ACF Regulation and Library measures, estimates for the above challenges have been included in the forecast as presented.

Enterprise and Other Funds: The City’s Enterprise and other Funds are included in the Budget. Fiveyear forecasts for each of the enterprise funds are available in the Forecast section of the Budget (Attachment 2).

Local Business Enterprise (LBE): Not applicable.

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PROPOSED

CITY OF SACRAMENTO
FISCAL YEAR 2024/25 BUDGET

DARRELL STEINBERG
Mayor

LISA KAPLAN CAITY MAPLE
Councilmember, District 1 Vice Mayor, District 5

SHOUN THAO ERIC GUERRA
Councilmember, District 2 Councilmember, District 6

KARINA TALAMANTES RICK JENNINGS, II
Mayor Pro Tempore, District 3 Councilmember, District 7

KATIE VALENZUELA MAI VANG
Councilmember, District 4 Councilmember, District 8

HOWARD CHAN
City Manager

MICHAEL JASSO MARIO LARA LEYNE MILSTEIN
Assistant City Manager Assistant City Manager Assistant City Manager

RYAN MOORE
Assistant City Manager
Prepared by

DEPARTMENT OF FINANCE
BUDGET, POLICY and STRATEGIC PLANNING DIVISION

Peter Coletto Mirthala Santizo
Jason Bader Angie Galieote Nora Howard Brian Martin
Leila Menor Elizabeth Ramos Michael Tamayo Cham Tu
In conjunction with Department Staff

C I T Y H AL L
91 5 I S T R EE T , 5 T H F L OO R
S AC RAM EN T O, C A 95 814

3 4
Table of Contents
SECTION 1
SECTION 2
SECTION 3
SECTION 4
SECTION 5
5 SECTION 6
SECTION 7
SECTION 8
SECTION 9
SECTION 10
SECTION 11
SECTION 12
SECTION 13
SECTION 14
SECTION 15
SECTION 16
SECTION 17
6 SECTION 18
SECTION 19
SECTION 20
SECTION 21
SECTION 22
SECTION 23
SECTION 24
SECTION 25
SECTION 26
SECTION 27
SECTION 28
SECTION 29
7 SECTION 30
SECTION 31
8 FY2024/25 Proposed Budget
1 SECTION - 1
Budget Message
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FY2024/25 Proposed Budget
10 April 30, 2024
Honorable Mayor and City Council
Sacramento, California
Dear Mayor and Members of the City Council:

As we approach Fiscal Year (FY) 2024/25, the City is facing significant financial challenges, including a structural imbalance between City operating costs and available resources. Unfunded pension liabilities and substantial unfunded capital needs are also contributing to the Citys ongoing economic uncertainty. The Proposed FY2024/25 Budget begins to address these structural issues while maintaining core City services and advancing Council priorities.

The Proposed Budget recommends a balanced $1.6 billion spending plan for City programs and services and supports a workforce of over 5,000 employees. It closes a $66 million funding gap without the elimination of any filled positions and reflects the input provided by Council, City department heads and the public. $s in millions FY2023/24
Approved
FY2024/25
Proposed Change
All Funds $1,469.3 $1,567.1 $97.8
G/MU $772.0 $836.0 $64.0
Full-Time Equivalent Positions 5,075.3 5,028.7 (46.6)

STRUCTURAL BUDGET DEFICIT
In February, the City released its updated financial forecast which projected a $66 million budget deficit for FY2024/25 with deficits increasing annually throughout the forecast period. The forecast assumed continued economic growth and revealed a fundamental imbalance in the Citys budget with expenses outpacing revenues. This imbalance is known as a structural deficit.

The structural deficit is the result of many decisions that the City and voters have made over the past few years along with macroeconomic forces such as high inflation. In an effort to better serve its residents, especially during the pandemic, the City expanded beyond its traditional core service areas and launched new programs, often with one-time federal funding. New labor contracts and higher prices for supplies, services and insurance have increased operating costs. The City has increased staffing levels, and voters have approved measures to redirect G/MU revenues for specific purposes while Howard Chan
City Manager
City Hall
915 I Street, Fifth Floor
Sacramento, CA 95814-2604
916-808-5704
11 FY2024/25 Proposed Budget
other revenues, such as those associated with parking, have still not recovered to preCOVID levels. In summation, the City is offering more programs and services, and the costs of those programs and services continue to increase. This has resulted in a situation where City expenses are growing faster than City resources.

CLOSING THE GAP
The Proposed Budget seeks to address the Citys structural deficit by defining core City services and taking a strategic approach to revenue enhancements and expenditure reductions instead of simply pursuing across-the-board cuts.

Departments under the purview of the City Manager were instructed to submit reduction plans that totaled 15% of their G/MU discretionary funding and were given a framework designed to protect core services and Council priorities. Departmental reduction strategies were categorized on a one through four scale based on impact to residents and communities, with one being a low impact and four being resulting in a severe impact.

In addition, staff analyzed citywide strategies to identify previously allocated funding for projects or citywide programs that could be redirected for budget balancing. Overall, staff identified 276 one-time and ongoing revenue-enhancement and expenditure-reduction strategies totaling more than $130 million in savings. A description of each strategy is included in the Proposed Budget document.

Category Number of
Strategies
G/MU
Impact
(millions)
Vacant
FTE
Impact
Filled
FTE
Impact
Total FTE
Impact
Revenue
Enhancement 132 ($14.9) 0.00 0.00 0.0
Level 1 Low
Impact 40 ($17.6) (23.15) (4.00) (27.15)
Level 2 -Moderate
Impact 32 ($11.2) (38.33) (13.20) (51.53)
Level 3 High
Impact 10 ($5.7) (26.00) (11.00) (37.00)
Level 4 Severe
Impact 32 ($36.5) (136.52) (116.00) (252.52)
Citywide
Strategies 30 ($46.3) 0.00 0.00 0.0
Total 276 ($132.2) (224.00) (144.20) (368.20)
Proposed solutions to close the $66 million funding gap include a combination of onetime and ongoing strategies with $30.1 million in ongoing reduction strategies and $36.6 million in one-time solutions. The Proposed Budget includes the elimination of 44 vacant full-time equivalent positions but does not include the elimination of any filled positions.
12 FY2024/25 Proposed Budget
A summary of the budget balancing strategies in the Proposed Budget are in the table below:

PENDING FACTORS
As the City heads into the new fiscal year, increasing service needs, higher costs and slower revenue growth will continue to create challenges. Its also worth noting that any economic downturn would cause further strain on the Citys budget.

The ongoing solutions used to balance the Proposed Budget will begin to address our deficit for the following fiscal year. While one-time balancing strategies allow the City to maintain services for one year, they do not solve the structural nature of the budget deficit.

The City must address its long-term liabilities to ensure its fiscal stability. While the Proposed Budget includes $115 million in funding for deferred maintenance and capital projects, the five-year Capital Improvement Plan identifies approximately $1.4 billion of unfunded capital projects and deferred maintenance costs on City-owned properties that, if not addressed, will increase dramatically as buildings and infrastructure continue to age.

NEXT STEPS
As Council considers the Proposed Budget and our structural financial challenges, it will be essential to balance current needs with long-term fiscal health. The Proposed Budget 13 FY2024/25 Proposed Budget
strives to define and maintain the core services that Sacramentans rely on, maintain our City workforce and begin to address our structural budget deficit.

While addressing the Citys fiscal challenges remains a top focus, the City continues to make meaningful progress via its strategic investments in several critical areas. In recent months the City opened a new shelter-and-service campus on Roseville Road for people experiencing homelessness bringing our total number of beds to 1,350, ratified important contracts with more than a dozen of our labor partners and approved the 2040 General Plan, which facilitates the construction of much-needed missing middle housing such as duplexes, triplexes and fourplexes. In addition, the City has completed the Del Rio Trail, which connects multiple neighborhoods in South Sacramento and encourages people to travel without using an automobile.

In my eighth year as City Manager, I offer a Proposed Budget that is balanced and supports the overall vision articulated by the Council and its work to recognize, advance and uplift all Sacramento neighborhoods and communities. I would like to thank the Council for its ongoing commitment to resolving the Citys structural deficit while ensuring residents continue to receive the essential services they depend upon in their daily lives.

Respectfully submitted,
Howard Chan
City Manager
14 FY2024/25 Proposed Budget
Operating Budget Excellence Award
The Citys FY2023/24 Approved Operating Budget received the Operating Budget Excellence Award from the California Society of Municipal Finance Officers (CSMFO).

The award process includes peer reviews of cities operating budgets. Peer review methods are employed to maintain standards, improve performance, and provide credibility.

In preparing the FY2024/25 Budget document, the award criteria were followed and prepared in accordance with generally accepted accounting principles. This document will be submitted to the CSMFO for consideration for the Fiscal Year 2024/25 Operating Budget Excellence Award.
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FY2024/25 Proposed Budget
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2 SECTION - 2
City at a Glance
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FY2024/25 Proposed Budget
18 FY2024/25 Proposed Budget
Sacramento at a Glance
History of the City of Sacramento
The City of Sacramento was established in 1849 and became the capital for the State of California in 1854. Sacramento also serves as the seat of Sacramento County government. It is the sixth largest city in California with a population estimated at 518,161.1 The population of the County of Sacramento is estimated at 1,572,453.1 Sacramento encompasses 101 square miles and is in the northern section of Californias Central Valley.

Sacramento is a charter city and operates under a Council-Manager form of government that currently provides for a nine-member elected City Council (Council), including an elected Mayor. There are no other elected City officials. Members of the Council serve alternating terms of four years, with the Mayor and Councilmembers representing even numbered districts up for reelection in calendar year 2024 and the Councilmembers representing odd numbered districts up for reelection in 2026. All registered voters in the City vote for the Mayor, while Councilmembers are elected by voters in specific districts.

The Council appoints the City Manager, City Attorney, City Auditor, City Clerk, and the City Treasurer to carry out its adopted policies.

The City provides a full range of municipal services including police, fire, water, sewer, storm drainage, solid waste, code enforcement, construction and maintenance of parks and streets, planning and development, recreation and cultural activities, community response, and general administration.

The Sacramento City Charter requires that the City Manager submit a proposed budget to the Council at least 60 days prior to the commencement of each fiscal year. Once approved by Council, this annual budget serves as the foundation for the City of Sacramentos financial planning and control. Budgetary control is maintained at the department level, by fund. Budgetary control for capital improvement projects is maintained at the individual project level.

The following information summarizes the Citys key demographics and community profile.
1 Based on California Department of Finance estimates as of January 1, 2023. 19 Back to Table
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FY2024/25 Proposed Budget
Demographics
The information presented is based on the 2018-
2022 American Community Survey (ACS) 1-Year
Estimates from the United States Census Bureau.

Population by Sex
Percent female persons 50.8%
Percent male persons 49.2%
Race and Origin
Hispanic or Latino (of any
race) 30.4%
White 30.1%
Asian 20.1%
Black or African American 11.4%
Two or more races 5.9%
Native Hawaiian and Other
Pacific Islander 1.2%
Some other race 0.8%
American Indian and Alaska
Native 0.1%
Age Distribution
0-14 years 17.5%
15-24 years 13.8%
25-64 years 53.8%
65 years and over 14.9%
Median age 36.0
Housing Status
Total 212,260
Occupied 200,189
Owner-occupied 105,227
Renter-occupied 94,962
Average Household Size
Owner-occupied unit 2.79
Renter-occupied unit 2.37
Residential Vacancy Rate
Vacant 12,071
Homeowner vacancy rate 0.4%
Rental vacancy rate 5.9%
Home Values
Median value of owneroccupied units $520,200
Occupied units paying rent 92,820
Median gross rent $1,650
Commuting to Work
Mean travel time to work
in minutes 23.8
Occupation
Management, business,
science, and arts
occupations
112,042
Service occupations 48,898
Sales and office
occupations 53,250
Natural resources,
construction, and
maintenance occupations
17,433
Production, transportation,
and material moving
occupations
30,539
Household Income
Total households 200,189
Median household income $80,254
Mean household income $104,495
Individual Income
Per capita income $40,502
Median earnings for
workers $45,085
Education
Percent high school graduate
or higher 88.8%
Percent bachelor's degree or
higher 33.9%
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FY2024/25 Proposed Budget
Community Profile
The information presented is based on the Citys
Annual Comprehensive Financial Report (ACFR)
for the fiscal year ending June 30, 2023.

Principal Employers
State of California 107,876
UC Davis Health System 16,075
Sacramento County 13,252
Kaiser Permanente 10,934
US Government 10,507
Sutter Health 9,350
Dignity Health 7,353
Intel Corporation 5,000
San Juan Unified School
District 4,801
Los Rios Community College
District 3,049
Operating Indicators
Police:

Citizen initiated calls for
service with officer
responses
149,182
Fire:

Number of incidents 110,221
Number of structure fires 1,106
Number of construction
inspections/reviews 8,854
Public Works:

Number of traffic
investigations completed 920
Residential garbage
disposed (in tons) 127,791
Youth, Parks, & Community
Enrichment:

Number of students enrolled in
START 456
Number of students enrolled in
4th R 1,876
Utilities:

Number of water accounts 148,237
Water distributed/pumped
(millions of gallons) 25,884
Number of wastewater
accounts 79,287
Wastewater
distributed/pumped
(millions of gallons)
6,360
Number of storm drainage
accounts 149,005
Storm drainage
distributed/pumped
(millions of gallons)
23,987
Community Development:

Number of building permits
issued 19,451
Building permit valuation (in
millions of dollars) $1,185
Number of animal licenses
issued 19,126
Number of animal
outplacements 7,076
Convention & Cultural Services:

Number of Community
Convention Center events 406
Community Convention
Center event attendance 531,284
Number of Zoo attendance 488,627
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FY2024/25 Proposed Budget
Capital Asset Statistics
Police:

Number of stations 4
Number of patrol units 265
Number of aircraft 4
Number of watercraft 4
Fire:

Number of stations 24
Number of fire suppression,
support, or prevention vehicles 153
Number of watercraft 6
Public Works:

Miles of streets 3,154
Number of streetlights 39,788
Number of City public parking
spaces 5,635
Number of City leased
parking spaces 2,298
Number of City garages and
open parking lots 14
Number of City leased
garages and open parking
lots
7 Miles of off-street bikeways 78
Youth, Parks, & Community
Enrichment:

Number of parks 235
Park acreage 4,331
Number of community centers 13
Number of swimming pools
(including wading pools) 28
Utilities:

Miles of water mains and
distribution lines 1,639
Miles of sanitary sewers and
storm drainage 1,981
Miscellaneous:

Number of boat harbor
slips 475
Number of Golf Courses 6
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FY2024/25 Proposed Budget
3 SECTION - 3
Budget Overview
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FY2024/25 Proposed Budget
24 FY2024/25 Proposed Budget
Proposed Budget Overview
Introduction
The City is facing significant financial challenges for the coming fiscal year (FY), including a structural imbalance between City operating costs and available resources. The FY2024/25 Proposed Operating and Capital Improvement Program (CIP) Budget (Budget) begins to address this structural deficit while maintaining core City services and advancing Council priorities.

The Budget continues to invest in community needs and preserve mandated and core services. The Budget maintains funding for key priorities such as homelessness including continued funding for the operation of 1,350 shelter beds and the Citys Affordable Housing Fee Credit program. The Citys workforce also remains intact as no filled positions were cut.

Structural Deficit
In February, the City released its updated financial forecast which projected a $66 million budget deficit for FY2024/25 with deficits increasing annually throughout the forecast period. The forecast assumed continued economic growth and revealed a fundamental imbalance in the Citys budget with expenses outpacing revenues. This imbalance is known as a structural deficit.

The structural deficit is the result of many decisions that the City and voters have made over the past few years along with macroeconomic forces such as high inflation. In an effort to better serve its residents, especially during the pandemic, the City expanded beyond its traditional core service areas and launched new programs, often with one-time federal funding. New labor contracts and higher prices for supplies, services and insurance have increased operating costs. The City has increased staffing levels, and voters have approved measures to redirect G/MU revenues for specific purposes. In summation, the City is offering more programs and services, and the costs of those programs and services continue to increase. This has resulted in a situation where City expenses are growing faster than City resources.

Closing the Budget Gap
The Budget seeks to address the Citys structural deficit by defining core City services and taking a strategic approach to revenue enhancements and expenditure reductions instead of simply pursuing across-the-board cuts. Reduction strategies included in the Budget aim to minimize program and service impacts to the community to the extent possible. Proposed solutions to close the $66 million funding gap include a combination of one-time and ongoing strategies with $30.1 million in ongoing reduction strategies and $36.6 million in one-time solutions. The Budget includes the elimination of 44 vacant full25 Back to Table
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FY2024/25 Proposed Budget
time equivalent positions but does not include the elimination of any filled positions. More information on the budget balancing process and balancing strategies can be found in Section 4 - Budget Modifications.

Revenue Outlook
While the Budget includes citywide revenue growth, the increase is lower than previous FYs. Despite a slowdown in real estate transactions, property values remain strong and property tax revenue growth is expected to continue. Sales Tax and Measure U Sales Tax Revenues are projected to grow, but at a slower rate than during the post-pandemic recovery. Interest Income and Utility Users Tax (UUT) are projecting growth. Many of the department revenues from programs and services have increased as departments pursue new revenue opportunities and increase fees associated with higher operating costs.

The Citys homelessness services are highly reliant on State funding, primarily from the States Homeless Housing, Assistance, and Prevention Grant (HHAP) program. The FY2024/25 Budget assumes a $27.1 million HHAP-5 allocation and $3.8 million of funding from prior year HHAP grants. With the State facing a large structural deficit, the future of HHAP funding is in doubt. Absent future rounds of HHAP, the City will need to reduce homelessness spending, raise additional revenues for homelessness programs, or reduce other G/MU programs to maintain the current level of homelessness services.

Pending Factors
As the City heads into the new fiscal year, increasing service needs, higher costs and slower revenue growth will continue to create challenges. Its also worth noting that any economic downturn would cause further strain on the Citys budget.

The ongoing solutions used to balance the Budget will begin to address our deficit for the following fiscal year. While one-time balancing strategies allow the City to maintain services for one year, they do not solve the structural nature of the budget deficit.

The City must address its long-term liabilities to ensure its fiscal stability. While the Budget includes $115 million in funding for deferred maintenance and capital projects, the fiveyear CIP identifies approximately $1.4 billion of unfunded capital projects and deferred maintenance costs on City-owned properties that, if not addressed, will increase dramatically as buildings and infrastructure continue to age.

In addition, the California Public Employees Retirement System (CalPERS) latest Actuarial Valuation report reflects an unfunded pension liability of $1.4 billion. The City also has approximately $200 million in unfunded Other Post-Employment Benefits (OPEB) that primarily consists of retiree health care obligations. 26 FY2024/25 Proposed Budget
Total Proposed City Budget: $1.6 Billion
Revenues
Expenditures
Note: The above charts do not include other sources and uses as represented in Schedules 2A and 2B. 27 FY2024/25 Proposed Budget
Budget Modifications
The Budget seeks to address the Citys structural deficit by defining core City services and taking a strategic approach to revenue enhancements and expenditure reductions instead of simply pursuing across-the-board cuts.

In addition to budget balancing strategies, the Budget also includes additional Citywide Revenue and Expense Adjustments, Department Augmentations, and Salary Savings Adjustments that factor into closing the $66 million gap.

Category FTE Change
Net Budget
Change
Revenues - ($14,941,493)
1 (27.15) (17,616,733)
2 (51.53) (11,151,653)
3 (37.00) (5,676,753)
4 (252.52) (36,521,019)
Citywide* - (46,290,135)
Total (368.20) ($132,197,786)
All Strategies - G/MU/IGF Funds
* Includes prior year savings of $7.4 million
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FY2024/25 Proposed Budget
Of the $131.3 million, the Budget includes $69.5 million in reduction strategies, with a reduction of 44.24 FTEs.

Category FTE Change
Net Budget
Change
Revenues - ($14,941,493)
1 (23.15) (17,005,876)
2 (21.05) (4,010,023)
3 - -
4 - -
Citywide* - (33,657,802)
Total (44.20) ($69,615,194)
Proposed Strategies - G/MU/IGF Funds
* Includes prior year savings of $7.4 million
29 FY2024/25 Proposed Budget
There were $2.4 million in modifications to G/MU Fund and Innovation and Growth Fund (IGF) for augmentations and position add/deletes. This also included a reduction of 18.81 FTEs.

Finally, the Budget includes $1.4 million in modifications to other funds for augmentations and position add/deletes. There is an increase of 1.10 FTEs.

Category FTE Change
Net Budget
Change
Revenues - (295,000)
1 - 1,487,829
2 - -
3 - -
4 - -
Citywide - 560,677
Total - 1,753,506
Proposed Strategies - Other Funds
Department FTE Change
Net Budget
Change
City Manager 1.00 $187,652
Community Development (1.00) (146,964)
Convention and Cultural Services 6.00 836,940
Finance - -
Information Technology - 1,058,394
Police (5.66) -
Public Works - 482,571
Youth, Park & Community Enrichment (19.15) -
Total (18.81) $2,418,593
Modifications* - G/MU/IGF Funds
* Includes Augmentation and Add/Deletes
30 FY2024/25 Proposed Budget
2024-2029 CIP
The Proposed 2024-2029 CIP is the Citys five-year financial and strategic plan for infrastructure, deferred maintenance and facility needs. In accordance with best practice, beginning with the Proposed 2024-2029 CIP, the CIP will identify all capital needs, including projects that do not currently have identified funding or are not yet fully funded.

The addition of unfunded capital needs gives Council a clearer picture of the status of the Citys infrastructure and fiscal health, allows Council to prioritize infrastructure investments more holistically, and aids in the development of a comprehensive capital financing plan.

The Proposed 2024-29 CIP totals $1.9 billion in capital needs with $0.5 billion in identified funding leaving an unfunded balance of $1.4 billion. Funded projects in the CIP total $482.5 million, including $71.0 million in G/MU Funds. The fiscal year FY2024/25 CIP budget totals $114.9 million, including $14.5 million in G/MU Funds. Additional projects and maintenance beyond the 5-year CIP are estimated to bring the total to approximately $9.3 billion.

1.10 $1,372,547
Modifications* - Other Funds
* Includes Augmentation and Add/Deletes
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FY2024/25 Proposed Budget
A summary of program and service changes included in the CIP is provided below. The Information Technology department submitted various one-time budget adjustments to implement several critically needed system updates and renewals. The Police Department reduced funding from the Information Technology Critical Infrastructure Program. Public Works increased several Solid Waste projects with commercial waste compliance revenues and is also receiving one-time funding to upgrade various fleet shops. Citywide projects identified as budget reductions and included in the CIP are the Council Chamber Hearing Room Project and the Oak Park Facility Improvement Project.

Additional details are provided in the department sections.

Budget Hearings
On May 7, 2024, the Budget and Audit Committee will hold the first public hearing on the Budget. Council will consider the budget in May and June with adoption scheduled for June 11, 2024. These meetings provide the Council and public with an opportunity to provide input on the Budget. The following reflects the planned budget hearing schedule.

It is important to note that meeting dates may change as needed to address other City business.

Department
(Fund) FTE Change NET Budget Change
Information Technology (Various*) - 2,593,000 Police (General) - (426,000) Public Works (General) - 549,000 Public Works (Various*) - 742,022 Citywide and Community Support (General/Measure U) - (33,265) $3,424,757 * Various Funds include 4th R Program, Community Center, General Fund, Marina, Measure U, Parking, Recycling and Solid Waste, Risk Management, Storm Drainage, Wastewater, and Water.

Capital Improvement Program
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FY2024/25 Proposed Budget
On the Horizon Future Fiscal Challenges
Aside from the forecasted deficits, the City continues to face ongoing challenges such as increasing labor costs and liabilities that compete with the priorities and needs of our community. The following summarizes a few of the challenges ahead, which not only impacts the G/MU Fund but the Enterprise Funds as well.

Rising Labor Costs
All contracts of the Citys eleven recognized employee organizations (REOs) were renegotiated during FY2023/24 with 18 to 24 months terms. Two contracts will expire during FY2024/25, Sacramento Area Firefighters, Local 522 (September 30, 2024) and Sacramento Police Officers Association (January 24, 2025). The remaining nine REOs contracts will expire in FY2025/26. Future labor cost increases resulting from negotiations are not included as part of the five-year forecast.

Annual Pension CostsCalPERS
CalPERS employer retirement contribution rates have increased significantly over the past few FYs due to lowered expectations for future investment returns (discount rate).

Based on estimates provided by CalPERS, the Citys payment for unfunded accrued liabilities (UAL) (when investment returns do not achieve the target earning assumptions 33 Back to Table
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FY2024/25 Proposed Budget
rate) will increase by $35.3 million over the term of the forecast, $28.8 million in the G/MU Fund. The total UAL for the Safety and Miscellaneous CalPERS plans is $1.4 billion. The current funding ratio (assets divided by the funding target) is 70.2% for the Miscellaneous Plan and 65.0% for the Safety Plan. In July 2023, CalPERS announced a preliminary

5.8% net return on investments for the 12 months ending June 30, 2023. Should future investment returns not achieve the earning assumptions rate of 6.8%, the Citys payments toward the unfunded liability will further increase.

General Liability and Auto Liability Insurance (GL&AL)
Liability costs continue to rise with higher settlements and jury awards. This has caused many insurance carriers to withdraw policy coverage over the past two years. As a result, the number of reinsurers writing public entity business in California had been reduced to about one-third of what it was in 2015, resulting in fewer options for excess insurance and higher premiums. Concerns regarding potential exposure to loss, that may have been less concerning until recently, will likely yield coverage restrictions, new exclusions, and/or reduction in limits. The annual growth rate in jury verdicts from 2010 to 2020 was 11%. The annual rate of increases in liability costs nationwide is even higher in recent years, with a 16% annual growth rate from 2018 to 2022, according to an October 2023 Swiss Re Institute Report. Additionally, property insurance costs have been increasing since 2017 due to an increase in the number and cost of natural disasters. Recent winter storms nationwide have also contributed to a hardening property insurance market with increased costs. The City has included 14% to 15% insurance cost increases in futures years of the G/MU forecast.

Consistent with Councils adopted Risk Management Funding and Reserve Policy, the G/MU contribution to the GL&AL Fund increased from $36.7 million in FY2023/24 to $42.3 million (15% increase) in FY2024/25. The Forecast section of the Budget provides additional information on GL&AL cost increases.

OPEB
The City currently provides a medical insurance subsidy to retirees who meet certain longevity standards, on a pay as you go basis. This benefit was eliminated for all new hires between 2012 and 2014, except for Local 522 which eliminated the benefit in January 2020.

Several years ago, the Governmental Accounting Standards Board (GASB) set new standards (GASB Statement 45, subsequently updated by GASB Statement 75) that require reporting of the cost of the retiree medical benefit on an accrued actuarial basis and to put forward a plan to fund the benefit. At one point, the Citys projected unfunded accrued liability for retiree benefits was $452 million (June 2014). To address this liability, the City began including contributions to the Citys OPEB Trust (Trust) in the FY2014/15 budget. In FY2015/16 the City adopted the OPEB Funding Policy. This policy directed staff to continue efforts to reduce and eventually eliminate this liability. Council also authorized the transfer of any available resources in the pension budget accounts at the end of the fiscal year to the Trust. The total OPEB liability for all funds was approximately $206 million as of June 30, 2023.
34 FY2024/25 Proposed Budget
Compliance with Zero Emission Vehicle (ZEV) regulations Consistent with the Citys Fleet Sustainability Policy and its climate goals, the City is making all efforts to electrify its fleet. The California Air Resources Board adopted the Advance Clean Fleets (ACF) Regulation which became effective October 1, 2023, and focuses on medium and heavy-duty fleet vehicles. As currently proposed, compliance with this regulation requires 50% of medium and heavy-duty vehicle purchases to be ZEVs starting January 1, 2024, and 100% ZEV purchases by 2027.

Compliance with ACF mandates will require significant, currently unfunded investments that the City will be required to implement. The State did not provide any funding to support implementation of the ACF. These costs fall into three major categories: vehicles, charging infrastructure, and vehicle maintenance. The City currently has no dedicated ongoing funding to cover the costs for installation and maintenance of charging infrastructure. While there are often available rebates that help offset some of the costs, they typically do not cover costs for the electrical upgrades needed to install chargers at locations where City fleet vehicles are deployed. The City is currently relying on pursuit of one-time grants to address infrastructure costs; however, these grant opportunities are very limited and the need for infrastructure to support the ongoing electrification of light duty fleet is escalating.

Given the significance and magnitude of these requirements, City staff has been working with the Sacramento Municipal Utilities District (SMUD) to help analyze the necessary steps and estimated costs for compliance with ACF. The City has also retained a consultant to review and identify the necessary fleet shop modifications so City technicians can meet requirements to service electric vehicles. Total costs are anticipated to be in the tens to hundreds of millions of dollars to fully implement ACF. Until all the analysis is completed, the specific full costs and challenges of continuing to electrify the Citys fleet and comply with ACF are still unknown. The City will update the five-year forecast once costs are more available.

Current National Economic Conditions
National, State, and local economic conditions are more concerning than they were a year ago. While the employment market remains strong, the unemployment rate has increased compared to last year, and the labor market is weaker in California than it is nationally. Employment also tends to be a lagging indicator of economic activity, with unemployment spikes typically occurring after the onset of an economic slowdown or recession.

Over the past three years, central banks both in the United States and globally have pursued more restrictive monetary policies to combat inflation. These actions have increased borrowing costs throughout the economy and have acted as a brake on economic activity. Higher interest rates have resulted in fewer real estate transactions locally and have put pressure on home prices. As the rate of inflation has slowed, the Federal Reserve is not expected to increase interest rates farther and may enact rate cuts later this year. Given local governments reliance on property tax for discretionary revenue, the City is closely monitoring inflation and interest rates. Finally, commercial real estate vacancies remain a major concern as vacancy rates remain well above prepandemic levels in most metropolitan areas in California. 35 FY2024/25 Proposed Budget
Overall, the economy continues to grow, but at a slower pace than in the immediate postCOVID period. The Proposed Budget is assuming continued economic growth; however, a recession remains a risk and would have a significant negative impact on City finances.

The City will continue to monitor economic conditions, review all available forecasts and recommendations, and recommend adjustments to the Budget if necessary.

Ballot Measures
In 2014 and 2016, voters in the City declared their support for the Sacramento Public Library by passing two parcel taxes, Measure B and Measure X, for Library services which provide approximately $10 million for the operation of the City libraries and to maintain and add services, staff and technology. Without the parcel taxes, the Library would be in further danger of having to close facilities and reduce services, which would impact vulnerable youth, job seekers and those who rely on high-speed internet access and computing resources for access to basic life services. Measure B will expire on June 30, 2026, and Measure X on June 30, 2027. Because of changes in the election cycle and the need to combine the two parcel taxes, the City and the Library must return to the voters in 2024 to ensure continued funding. The City plans to work with the Library this Spring to place a renewal measure on the ballot, which will go to Council for approval.

In November 2024, California voters may decide on a ballot initiative known as the Taxpayer Protection and Government Accountability Act. This initiative would revise the California Constitution with provisions that limit voters authority and input, adopt new and stricter rules for raising taxes and fees, and may make it more difficult to impose fines and penalties for violation of state and local laws. It would put tens of millions in local fee revenue at risk, increase litigation costs for the City and would likely result in service reductions.

General Fund Revenues: Options and Opportunities
The following are budget sustainability measures for Councils consideration to ensure that the Citys financial position is sustainable over the long-term:

Support state legislative efforts to maximize revenues for local government:

The City will continue to oppose legislation that calls for additional unfunded mandates on local governments. Further, the City will support legislation that increases and protects state-shared revenue, expands local opportunities for public-private partnerships, and collection of revenue from non-traditional vendors in the areas of transient occupancy taxes for online travel companies and UUT for streaming services. The City will also advocate for a solution to collect parking meter revenue lost due to ongoing abuse, while also ensuring access for those with disabilities.

Update Fees and Charges: Many of the City departments fees and charges have not been updated to keep up with the actual cost of providing programs and services. Although the City conducts a biennial CPI increase, many departments 36 Back to Table
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FY2024/25 Proposed Budget
have not reviewed their fees to ensure that there is a full cost recovery. Not only does this partially contribute to Citys deficit, but it also decreases the Citys ability to provide and/or expand programs and services. The City plans to conduct fee studies to determine full cost recovery, which will allow for many of the fees and charges to be updated in the next fiscal year.

Update Business Operation Tax (BOT) (requires voter approval): BOT rates have not been adjusted since 1991. During the FY 2023/24 budget process, Council directed staff to explore options to modernize the BOT. Staff returned with a proposal to modernize the BOT by increasing the gross receipts minimum threshold, adding an inflation adjustment for gross receipts tax businesses, increasing the maximum annual cap and conducting a five-year phase-in, increasing minimum payment, conducting an inflation adjustment to the professional flat fee with an ongoing annual inflation adjustment, treating shortterm rentals (for landlords with four or more rentals) equivalently to hotels and motels, and conducting an inflation adjustment to the flat fee for residential rentals, hotels and motels with an ongoing annual inflation adjustment. On November 14, 2023, Council adopted Ordinance 2023-0023 to conduct the proposed updates, which was subject to approval of the voters. Measure C was added to the Statewide Municipal Election, held on March 5, 2024, and 61% of the voters voted against the measure. The City will continue to assess options to modernize the BOT and if directed by Council will develop a future ballot measure.

Conclusion
As the City continues to overcome deficits in FY2024/25 and future fiscal years, investing in community needs and preserving mandated and core services remains a priority. The City will continue to utilize strategies to reduce expenditures and increase revenues to ensure that the Budget is balanced. Maximizing revenue opportunities, especially from Federal and State relief funding and grants will provide some relief and help leverage limited resources for operational needs and community programming investments. 37 Back to Table
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4 SECTION - 4
Budget Modifications
38 Back to Table
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39 Budget Modifications
Department Reduction Process
Reduction Type
Review Process
40 Proposal Type/Category Submittals
Amount
(in
millions)
Vacant
FTEs*
Filled
FTEs
Total
FTEs
Total 276 $132.2
Proposed Budget Strategies
Category FTE Change
Net Budget
Change
Total (44.20) ($69,615,244)
Proposed Strategies - G/MU/IGF Funds
41 Revenue Strategies
Department Description
Discretionary or
Mandated Fund
Revenue/
Offset
Adjustment
Expenditure
Change
42 Department Description
Discretionary or
Mandated Fund
Revenue/
Offset
Adjustment
Expenditure
Change
43 Department Description
Discretionary or
Mandated Fund
Revenue/
Offset
Adjustment
Expenditure
Change
44 Department Description
Discretionary or
Mandated Fund
Revenue/
Offset
Adjustment
Expenditure
Change
45 Department Description
Discretionary or
Mandated Fund
Revenue/
Offset
Adjustment
Expenditure
Change
46 Department Description
Discretionary or
Mandated Fund
Revenue/
Offset
Adjustment
Expenditure
Change
Total Change $(26,213,993) $11,272,500
47 Department Strategies G/MU/IGF
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
1 48
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
1 (cont)
49 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
1 (cont)
2 50
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
2 (cont)
51 Citywide Strategies
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
2 (cont)
Total Change $ (75,000) $(20,940,899) (44.20) -
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
52 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
Total Change $ - $(33,657,802) - -
53 Measure L Review
Department Description Fund
Expenditure
Change
FTE
Change
FTE
Filled
Measure L
Amount Reason
54 Department Description Fund
Expenditure
Change
FTE
Change
FTE
Filled
Measure L
Amount Reason
Total Change $ (2,623,366) (22.34) - $(966,784)
55 Department and Citywide Strategies Other Funds
Revenue Strategies
Department Strategies
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
Total Change $ (305,000) $ 10,000
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
1 Total Change $ 75,000 $ 1,412,829 - -
56 Citywide Strategies
Proposed Budget Modifications
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
Total Change $ - $ 560,677 - -
Department
FTE
Change
Net Budget
Change
Total (18.81) $2,418,593
Modifications* - G/MU/IGF Funds
57 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
58 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
59 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
60 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
61 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
62 Proposed Budget Modifications Other Funds
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ (2,394,106) $ 4,812,699 (18.81)
* IT projects are included for informational purposes, but is excluded from the total. The General Fund portion is covered by the Digital Strategy Project (A07000700) thus making it cost neutral.

Department
(Fund) FTE Change
Net Budget
Change
Modifications* - Other Funds
63 Department
(Fund) FTE Change
Net Budget
Change

1.10 $1,372,547
Modifications* - Other Funds (cont.)
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
64 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
65 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
66 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
67 Budget Reduction Strategies Not Chosen
not included in
Department Strategies G/MU
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ (644,423) $ 2,016,970 1.10
Category FTE Change
Net Budget
Change
Total (324.00) ($62,582,592)
Strategies Not Chosen - G/MU Fund
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
1 2
68 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
2 (cont)
69 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
2 (cont)
3 70
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
3 (cont)
4 71
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
4 (cont)
72 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
4 (cont)
73 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
4 (cont)
74 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
4 (cont)
Total Change $ 25,000 $(49,975,259) (324.00) 144.20
75 Citywide Strategies G/MU
Proposed Budget Augmentations Not Approved
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
Total Change $ - $(12,632,333) - -
Department FTE Change
Net Budget
Change
Total - $1,650,000
Augmentations Not Approved
General & Other Funds
Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
76 Department Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ - $ 1,650,000 -
77 FY2024/25 Proposed Budget
5 SECTION - 5
Understanding the Budget
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79 FY2024/25 Proposed Budget

BUDGET INFORMATION
Budget Presentation
The presentation of the Budget includes both the FY2024/25 Proposed Operating Budget and the 2024-2029 Proposed Capital Improvement Program (CIP) Budget which includes the FY2024/25 CIP Budget. The Budget documents are available on the Citys website at:
www.cityofsacramento.org/finance/budget. The Budget includes technical information concerning operating departments and estimated citywide revenues and expenses. The Forecast Section provides an outline of anticipated revenue, including an explanation of assumptions, and a five-year G/MU Fund forecast (revenues and expenditures). The Budget Schedules include detailed information on staffing, revenue estimates, and proposed expenditures for the governmental funds, the enterprise, and other special revenue funds. The Staffing section provides a list of authorized positions for each department, by classification, including the changes in FTE.

The Budget Process
The City engaged and educated the community on the budget process and the Citys financial challenges by completing a community budget survey, conducting community meetings, and facilitating discussions at the Budget and Audit Committee (Committee) and Council meetings from February through April. The following graphic represents the Citys budget/program planning cycle:

The Citys fiscal year is July 1 through June 30. As such, the Council adopts the City's operating and capital budgets for a single fiscal year beginning July 1 and ending June 30 in the subsequent calendar year.
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FY2024/25 Proposed Budget
To establish the annual budget, the Budget, Policy and Strategic Planning Division of the Finance Department, in coordination with the City Manager and the Citys operating departments, develops a proposed revenue and expenditure plan for the coming fiscal year. The existing approved expenditure plan is carried over from the prior year and:

Labor costs are updated to reflect current salaries, minimum wage changes and adjustments for taxes as well as salary and benefit changes called for in union contracts. Estimates are also established for unrepresented employees.

Cost Plan allocations which reimburse the General Fund for support provided to the enterprise funds are updated based on services (accounting, budget, facility maintenance, human resources, information technology [IT], payroll as well as Council and Charter Offices) provided.

Debt service is updated to reflect the actual payments required.

Fleet (City vehicles) expenditures including vehicle acquisition, fuel, operations and maintenance, and motor pool are updated based on established replacement schedules, prior year actual costs/usage and anticipated cost increases.

General Liability and Auto Liability insurance costs are updated based on annual experience and exposure cost allocation studies in accordance with the adopted Risk Management Funding and Reserve Policy.

Retiree health care costs and pension payments for the Sacramento City Employees Retirement System (SCERS) are updated based on actuarial reports.

Departments are also provided with an opportunity to request budget changes to address ongoing initiatives like repair and replacement of aging equipment and infrastructure, utilities, and staffing needs. These requests are submitted and reviewed by the City Managers Office. A summary of budget modifications is outlined in the Budget Modification Section.

A five-year revenue model has been developed based on prior year actual revenue receipts and economic and revenue indicators to determine what resources, tax revenues, and other discretionary revenues will be available to support operating requirements. Detailed information on the revenue forecast, including estimated ongoing impacts of the pandemic, is included in the Forecast Section. Capital improvement programs and projects are identified and funded with available G/MU Funds, enterprise funds, internal service funds, grants, transportation, and other funding sources as identified in Schedule 4 and detailed in the 2024-2029 CIP.

Council Priorities
On February 14, 2017, the Council adopted the following Core Budget Policies and Guidelines (Resolution 2017-0078) for the annual budget. 81 Back to Table
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Financial Management Policies
The City of Sacramento develops its annual budget according to Council-adopted sustainable budget policies. These policies call for one-time funding sources to only be used for one-time operating and capital expenditures. Ongoing expenditures are to be matched with ongoing financing sources. Reserves are to be used in a planned and strategic manner. The five-year forecast for the G/MU Funds will be updated as new information becomes available. Full reviews of revenue receipts in comparison to the budgetary estimates are performed and corrective actions recommended, if necessary.

The ongoing core of the Councils budget philosophy continues to be sustainability. The Council has adopted the following financial management policies that guide the development of the Budget, financial decision making, and fund management. These policies are included in the Financial Policy Section of the document.

Budget Control
Debt Management and Debt Management Disclosure
Development Stabilization Contingency Reserve (DSCR) and Development Services Fund Management

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 shall be added to maintain this level through the budget and midyear processes as necessary.

1. Maintain a fiscally sustainable, balanced budget.

2. The Mayor and Councils 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 Council informed on the fiscal condition of the City and conduct continuous evaluations for efficiencies and effectiveness.

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

Budget Guidelines
Core Budget Policies
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Emergency Medical Services (EMS) Revenue Recovery and Fee Waiver Fees and Charges
General/Measure U (G/MU) Fund Economic Uncertainty Reserve (EUR) Interfund Loans
Investment
Other Post-Employment Benefits (OPEB)
Pension Funding
Risk Management Funding and Reserve
Sacramento City Employees Retirement System (SCERS) Investment Performance Measurement
A performance management program is an important tool in city management. It offers a method of measuring the success of programs and activities in achieving outcomes that reflect public priorities. The establishment and evaluation of performance metrics and business improvement activities will serve to inform operational and strategic decisionmaking throughout the organization. As a management tool, it will aid in evaluating how well programs are providing quality services.

The National Performance Management Advisory Commissions A Performance Management Framework for State and Local Government, provides a model for public sector performance management based on seven key principles, which can be applied to local government planning, budgeting, management, and evaluation to bring together critical processes and decision making to improve results. The seven principles ensure that:

1. A results focus permeates strategies, processes, the organization culture, and decisions. While compliance with prescribed processes can assure fairness, fiscal integrity, or adherence to the law, it does not necessarily result in substantial benefits to the public. Performance management assures that the organizations culture and processes are aligned with the goals the organization wishes to achieve.

2. Information, measures, goals, priorities, and activities are relevant to the priorities and well-being of the government and the community. To achieve results, an organization must first establish goals and performance targets that are relevant to stakeholders. It then must ensure that all levels of the organization (e.g., policy makers, managers, staff, and others) understand how to implement performance management tools that will achieve those goals.

3. Information related to performance, decisions, regulations, and processes is transparent, i.e., easy to access, use, and understand. The transparency (i.e., completeness, organization, and understandability) of performance information is critical to fostering evidence-based planning, budget, and decision making.

4. Goals, programs, activities, and resources are aligned with priorities and desired results. Effective performance management systems ensure alignment 83 Back to Table
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among an organizations goals, priorities, programs, activities, resources, and desired results.

5. Decisions and processes are driven by timely, accurate, and meaningful data. Collecting, storing, and applying performance data is essential to tracking and understanding results.

6. Practices are sustainable over time and across organizational changes. Performance management is not an event, a program, or a quick fix Efforts
must be sustainable, flexible, and adaptable enough to keep up with inevitable changes, whether those changes take place within the organizations leadership or the community in which the organization is located.

7. Performance management transforms the organization, its management, and the policy-making process. An organization that has been truly transformed by performance management uses evidence-based planning and management, objective goal setting, and alignment of its structure, systems, and resources to achieve its desired results.

The City has been working on performance management with departments to identify measures that address these principles. While department sections include a few key measures, there are many additional measures being tracked citywide. The City Managers Office directly oversees this program and is working on strengthening existing measures and adding measures that are important to the Council, our community, and the operating departments/management.
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FINANCIAL INFORMATION
Budget Basis
The Citys annual budget is prepared on a modified accrual basis of accounting.

Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the City considers revenues to be available if they are collected within 60 days of the end of the current fiscal period.

Property taxes, franchise taxes, licenses, intergovernmental revenue, special assessments, charges for services, and interest associated with the current fiscal period are all considered to be susceptible to accrual, and so have been recognized as revenues of the current fiscal period. All other revenue items are considered measurable and available only when cash is received by the government.

Expenditures are generally recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due.

Budgets are modified throughout the year when the tax base changes, fees are modified, new revenue sources are identified, or programs are changed. The City Manager is authorized to administratively amend the budget during the year for transactions less than $250,000 without Council approval. All other appropriation adjustments during the year require Council approval. Unencumbered annual budget appropriations lapse at fiscal year-end except as specifically identified in the annual budget resolution. Multi-year budget appropriations are automatically carried over into the next fiscal year.

Fund Structure
The City uses fund accounting to assure and demonstrate compliance with financerelated legal requirements. A fund is defined as a separate accounting entity with a selfbalancing set of accounts recording cash and other financial resources together with related liabilities. Each fund was established for the purpose of accounting for specific activities in accordance with applicable regulations, restrictions, or limitations. The City has three types of funds:

Governmental Funds Account for activities which are primarily supported by taxes or other mandatory payments. Most of the Citys basic services are included in governmental funds. There are three categories of Governmental Funds:

The General Fund is the primary operating fund of the City and accounts for all financial resources except for those that are required to be accounted for in separate funds. Sources of General Fund revenues include taxes, licenses, permits, fees, fines, intergovernmental revenues, and charges for services, 85 Back to Table
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special assessments, interest income, and other resources available for discretionary funding.

The G/MU Fund EUR was established to provide resources for the Mayor and Council to manage the impact of economic fluctuations that negatively impact the Citys revenues. - April 26, 2016 Council-adopted the General Fund EUR Policy (Council Motion 2016-00440) establishing a minimum reserve level equal to 10% of annual General Fund revenues and a target reserve level equal to two months of regular ongoing General Fund expenditures, including transfers (17% of General 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 General Fund. - February 5, 2019 Council adopted the General/Measure U Fund EUR Policy (Resolution 2019-0248) adding the Measure U Fund to the original EUR Policy.

The Measure U Fund was established to account for revenues collected from the half-cent transactions and use tax approved by voters on November 6, 2012.

On November 6, 2018, the voters approved a change to Measure U, increasing the tax to one cent. Measure U was approved as a general tax and can be used for any general government purpose. This tax is charged on each dollar of taxable sales of goods purchased from retailers within the City of Sacramento, and on the taxable storage, use, or consumption of goods purchased outside the city and delivered to a location within the city.

Other Governmental Funds include: - Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes other than debt service or capital projects. These funds are generally required by statute, charter, or ordinance to finance specific governmental functions. - Debt Service Funds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for principal and interest, or that are being accumulated for principal and interest maturing in future years. - Capital Projects Funds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for governmental capital assets.

Proprietary Funds Account for services for which customer fees are intended to finance the costs of operations. There are two types of Proprietary Funds:
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Enterprise Funds account for programs and services financed and operated similar to business-type activities which include services rendered to the general public on a fee basis. - Community Center Fund accounts for the operation and maintenance of the Citys Convention Center Complex, including the Convention Center Theater, Memorial Auditorium, and the Community Center. - Parking Fund accounts for the operation and maintenance of five City parking garages and 39 surface parking lots (including lots owned by the State of California and numerous private owners). - Solid Waste Fund accounts for the collection and disposal of refuse throughout the City and for landfill closure. - Storm Drainage Fund accounts for the operation and maintenance of the Citys surface drainage system. - Wastewater Fund accounts for the operation and maintenance of the Citys wastewater system. - Water Fund accounts for the operation and maintenance of the Citys water treatment and water transmission and distribution systems.

Internal Service Funds, i.e., the Citys Fleet Fund and Risk Management Fund, account for the activities that provide services delivered by one department to another department on a cost reimbursement basis.

Fiduciary Funds Account for activities that most closely resemble not-for-profit organizations, including trusts and agency activities. The City is:

The trustee, or fiduciary, for its closed (effective January 1977) defined benefit pension plan Sacramento City Employees Retirement System (SCERS).

Responsible for other assets, held on behalf of investors, in the Citys investment pool and individual investment accounts.

Responsible for the assets received by the Successor Agency from the Citys former Assembly Bill X1 26 which dissolved redevelopment agencies in California.

The agent for bonded assessment and community facilities districts and responsible for ensuring the assets reported in these funds are used for their intended purposes.

Annual budgets are adopted for the governmental funds, enterprise funds, special revenue funds, and internal service funds. Expenditures are appropriated on a modified accrual basis, except the commitments related to purchase orders and contracts are treated as expenditures in the year of commitment.
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HOW TO READ THIS DOCUMENT
The Budget for each department is presented in a format that includes the following:

Department mission statement (if available)
Budget/staffing changes
A department level budget summary table showing budget for:

FY2021/22 Actuals
FY2022/23 Actuals
FY2023/24 Approved Budget
FY2023/24 Amended Budget (as of February 2024)
FY2024/25 Proposed Budget
Variance
The summary table shows for each year:

Budgeted expenditures by category
Funding sources and amounts
A division level summary budget table:

FY2021/22 Actuals
FY2022/23 Actuals
FY2023/24 Approved Budget
FY2023/24 Amended Budget (as of February 2024)
FY2024/25 Proposed Budget
Variance
A division level summary staffing table:

FY2021/22 Actuals
FY2022/23 Actuals
FY2023/24 Approved Budget
FY2023/24 Amended Budget (as of February 2024)
FY2024/25 Proposed Budget
Variance
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Department Budget Summary Table
The Budget for each department is compared with the prior year amended. A sample is as follows:

Column 1 FY2021/22 actual expenditures by category and funding amounts by source.

Column 2 FY2022/23 actual expenditures by category and funding amounts by source.

Column 3 FY2023/24 Approved Budget by category and funding amounts by source.

Column 4 FY2023/24 Amended Budget by category and funding amounts by source (as of February 2024).

Column 5 FY2024/25 Proposed Budget by category and funding amounts by source.

Column 6 The budget change between the FY2024/25 Proposed and the FY2023/24 Amended budget.

Change
Human Resources FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 10,827,246 $ 11,535,813 $ 12,648,583 $ 12,648,583 $ 13,686,828 $ 1,038,245 Other Services and Supplies 43,999,886 63,501,837 52,104,850 52,600,850 61,274,543 8,673,693 City Property 36,321 67,296 43,200 43,200 43,200 -
Multi-Year Operating Projects - - 235,810 102,250 182,250 80,000 Transfers (68,807) (82,847) - - - -
Labor and Supply Offset 5,833,167 3,398,354 1,432,937 1,432,937 1,863,295 430,358 Total $ 60,627,813 $ 78,420,453 $ 66,465,380 $ 66,827,820 $ 77,050,116 $ 10,222,296 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 4,090,961 $ 4,219,935 $ 5,126,898 $ 5,126,898 $ 5,644,088 $ 517,190 Interdepartmental Service 1,673,537 1,725,737 1,664,044 1,664,044 1,763,967 99,923 Measure U - 499,655 456,853 456,853 503,266 46,413
Marina - - 4,811 4,811 4,000 (811)
Parking - - 4,811 4,811 4,000 (811)
Water 57,700 - - - - -
Wastew ater 18,585 - - - - -
Recycling and Solid Waste 117,545 150,087 152,226 152,226 168,606 16,380 Storm Drainage 45,189 - - - - -
Fleet Management 59,614 59,614 14,433 14,433 16,000 1,567 Risk Mgmt 40,623,117 25,969,628 42,480,421 42,346,861 50,031,825 7,684,964 Worker's Compensation Fund 13,941,565 45,795,797 16,560,883 17,056,883 18,914,364 1,857,481 Total $ 60,627,813 $ 78,420,453 $ 66,465,380 $ 66,827,820 $ 77,050,116 $ 10,222,296 90 FY2024/25 Proposed Budget
Division Budget Summary Table
The Division Budget Summary table shows proposed expenditures for each division in the department. The tables look like the one below:

Column 1 FY2021/22 actual expenditures by division.

Column 2 FY2022/23 actual expenditures by division.

Column 3 FY2023/24 Approved Budget by division.

Column 4 FY2023/24 Amended Budget by division (as of February 2024).

Column 5 FY2024/25 Proposed Budget by division.

Column 6 The budget change between the FY2024/25 Proposed and the FY2023/24 Amended Budget.

Change
Human Resources FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division $ 1,645,888 $ 1,619,354 $ 2,139,897 $ 2,139,897 $ 2,338,984 $ 199,087 Benefit Services Division 1,165,041 1,214,386 1,205,582 1,205,582 1,300,510 94,928 Employment, Classification and Development Divison 1,758,658 1,918,039 2,050,864 2,050,864 2,200,337 149,473 Risk Management Administration Division 51,382,963 68,596,996 55,573,571 55,936,011 65,132,457 9,196,446 Workers' Compensation Division 2,958,229 2,855,472 3,183,891 3,183,891 3,520,055 336,164 Labor Relations Division 1,717,034 1,716,481 1,854,722 1,854,722 2,054,507 199,785 Office of Diversity and Equity Division - 499,725 456,853 456,853 503,266 46,413 Total $ 60,627,813 $ 78,420,453 $ 66,465,380 $ 66,827,820 $ 77,050,116 $ 10,222,296 91 FY2024/25 Proposed Budget
Staffing Levels Summary Table
The Staffing Levels Summary table shows proposed Full-Time Equivalent (FTE) positions for each division in the department. The tables look like the one below: Column 1 FTEs by division in FY2021/22.

Column 2 FTEs by division in FY2022/23.

Column 3 FTEs by division in the FY2023/24 Approved Budget.

Column 4 FTEs by division for the FY2023/24 Amended Budget (as of February 2024).

Column 5 FTEs by division as Proposed for FY2024/25.

Column 6 The budget change in FTEs by division between the FY2024/25 Proposed and the FY2023/24 Amended Budget.

Change
Human Resources FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division 9.00 9.00 9.00 9.00 9.00 -
Benefit Services Division 9.00 9.00 9.00 9.00 9.00 -
Employment, Classification and Development Divison 15.00 15.00 15.00 15.00 15.00 - Risk Management Administration Division 17.00 17.00 17.00 17.00 17.00 - Workers' Compensation Division 19.00 19.00 19.00 19.00 19.00 - Labor Relations Division 10.00 11.00 11.00 11.00 11.00 - Office of Diversity and Equity Division - 3.00 3.00 3.00 3.00 - Total 79.00 83.00 83.00 83.00 83.00 -
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93 6
SECTION - 6
The Forecast
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95 Proposed Financial Forecast
Financial Forecast
General and Measure U (G/MU) Funds Overview
February 2024 Forecast
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The Five-Year G/MU Fund Forecast
97 5-Year Forecast
General (G) and Measure U (MU) Funds ($ in 000s)
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING AVAILABLE FUND BALANCE 42 709 - - - Revenues
Total Revenues/Resources
Expenditures
Total Expenditures/Uses
Surplus/(Deficit)
Other Sources/(Uses)
Total Other Sources/(Uses)
Voter-Approved Spending
Total Voter-Approved Spending
Surplus/(Deficit) with Other Sources
Homeless Services
Total Homeless Services
Surplus/(Deficit) with Homeless Services 666 (77,929) (86,748) (97,888) (116,514) ENDING AVAILABLE FUND BALANCE WITH HOMELESS SERVICES 709 (77,221) (86,748) (97,888) (116,514) 98 General/Measure U Fund Revenues
Property Tax
Revenue Source ($ in 000s)
FY2023/24
Amended
FY2024/25
Proposed
FY2025/26
Projected
FY2026/27
Projected
FY2027/28
Projected
FY2028/29
Projected
Total General/Measure U Revenue 770,820 813,875 826,500 845,390 863,136 880,934 99 Back to Table
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Overall Real Estate Activity for the Sacramento Region
Category
2/2024 vs 2/2023
% Change
100
Summary of Proposition 8 Assessments by Land Use
Property Type Prop 8 Prop 13 % of Full Value
City Total 3,558,087,139 4,486,519,933 79%
101
Property Tax In-Lieu of Vehicle License Fees (VLF)
Property Transfer Tax and Supplemental Property Tax
102
Sales Tax
Total 100.0%
G/MU Sales Tax Breakdown
by Economic Segment
103
104
YE 2019Q4 YE 2020Q4 YE 2021Q4 YE 2022Q4 YE 2023Q4
General Retail Total 19,490,941 17,653,766 21,629,298 20,695,094 19,504,269 Food Products Total 17,484,126 13,105,988 16,748,627 19,322,128 20,205,601 Transportation Total 13,819,476 12,430,649 15,264,705 16,882,148 15,905,343 Construction Total 9,998,827 10,534,345 12,233,629 14,521,114 13,142,331 Business To Business Total 13,333,332 13,427,225 15,299,815 17,811,797 16,144,423 Miscellaneous Total 1,628,264 1,526,388 1,713,094 1,969,002 2,117,588 Net Pools/Admin/Adjustments 14,537,148 14,495,163 18,787,683 17,044,362 17,894,342 Total Measure U Receipts 90,292,114 83,173,524 101,676,851 108,245,645 104,913,897 General Sales and Use Tax
(Benchmark Calendar Year)
105
YE 2019Q4 YE 2020Q4 YE 2021Q4 YE 2022Q4 YE 2023Q4
General Retail Total 21,373,826 30,546,655 35,985,090 33,788,690 32,484,295 Food Products Total 13,870,426 13,908,465 17,750,366 20,596,432 21,522,712 Transportation Total 14,609,227 18,248,080 23,122,920 24,864,781 24,830,764 Construction Total 10,049,536 13,759,071 15,676,133 17,564,750 16,903,870 Business To Business Total 19,446,571 26,102,055 27,841,614 29,545,193 29,242,683 Miscellaneous Total 2,971,704 3,931,506 4,942,411 5,201,759 5,039,238 Net Pools/Admin/Adjustments (3,458,351) (2,207,957) 1,936,278 738,138 2,817,954 Total Measure U Receipts 78,862,939 104,287,875 127,254,812 132,299,743 132,841,516 Measure U Transactions and Use Tax
(Benchmark Calendar Year)
106
Utility User Tax (UUT)
UUT Revenue by Source
107
108
Cannabis Business Operations Tax (CBOT)
Fees and Charges
109
Tourism and Parking
110
General and Measure U Fund Expenditures
CalPERS
111
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CalPERS Discount Rate (earnings assumption)
General Liability, Auto Liability, and Workers Compensation Insurance PERS
Type
Approved
FY2017/18
Approved
FY2018/19
Approved
FY2019/20
Approved
FY2020/21
Approved
FY2021/22
Approved
FY2022/23
Approved
FY2023/24
Proposed
FY2024/25
112
$37M
$42M $41M
$47M
$52M
$-
$10
$20
$30
$40
$50
$60
FY21 FY22 FY23 FY24 FY25 Millions
Fiscal Year Ending
Insurance Cost Allocation for the General Fund
General Liability Auto Liability Workers' Compensation
113
Measure U Programming and Forecast - $148.6 million
114
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FY2023/24 Measure U Programming
Revenues and Expenditures in ($ in 000s)
FY2024/25
FTE
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
REVENUES 140,344 142,554 147,071 151,389 155,506 EXPENDITURES Affordable Housing
Affordable Housing Subtotal 21.00 5,439 5,469 5,522 5,625 5,650 Arts/Creative Edge Arts/Creative Edge Subtotal 28.95 4,070 4,103 4,160 4,214 4,295 Climate Action Climate Action Subtotal 4.00 862 872 887 901 919 Community Investment Community Investment Subtotal 177.17 29,392 31,209 30,915 30,683 32,396 Community Response Community Response Subtotal 130.00 28,145 28,290 28,899 29,981 29,684 Homelessness Homelessness Subtotal 6.00 3,130 3,147 3,171 3,194 3,223 Inclusive Economic Development
Inclusive Economic Development Subtotal 33.00 8,632 8,793 8,958 9,119 9,323 Library Library Subtotal - 14,672 15,172 15,672 16,272 16,772 Public Safety Community Development
Community Development Subtotal 15.00 1,978 2,183 2,128 2,104 2,118 Fire Fire Subtotal 18.00 10,330 10,311 10,516 10,723 10,947 Police Police Subtotal 84.50 7,354 7,489 7,662 7,832 8,044 Youth Parks & Community Enrichment (YPCE) YPCE Subtotal 15.00 1,973 2,008 2,056 2,103 2,165 Public Safety Subtotal 132.50 21,635 21,991 22,362 22,763 23,275 Youth Youth Subtotal 360.76 26,593 27,187 26,596 27,058 27,630 Miscellaneous Miscellaneous Subtotal - 6,099 6,775 7,499 8,319 9,247 Total Expenditures 893.38 148,670 153,008 154,641 158,128 162,415 (0.5% of Expenses) Net Resources (revenues less expenditures) (11,219) (8,326) (8,342) (7,531) (7,721) 115 FY2023/24 Measure U Programming (continued)
Summary of Measure U Programs:

Affordable Housing $5.4 million, 21.0 FTE
Arts/Creative Edge $4.1 million, 28.95 FTE
Climate Action $862,000, 4.00 FTE
Community Investment - $29.4 million, 177.17 FTE
Community Response - $28.1 million, 130.0 FTE
Revenues and Expenditures in ($ in 000s)
FY2024/25
FTE
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Other Sources/Uses
Homeless Services
Homeless Services Subtotal (8,167) (37,516) (38,718) (39,172) (39,631) Revised Forecast 893.38 (23,307) $ (48,059) $ (46,371) $ (46,000) $ (46,635) $ 116
Homelessness - $3.1 million, 6.0 FTE
Inclusive Economic Development - $8.6 million, 33.0 FTE Library - $14.7 million
Public Safety - $21.6 million, 132.50 FTE
Youth - $26.6 million, 360.76 FTE
Miscellaneous - $6.1 million
117
Enterprise Funds
Department Description Fund Net Budget
Change
FTE
Change
118
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of Contents
Department Description Fund Net Budget
Change
FTE
Change
119
Department Description Fund Net Budget
Change
FTE
Change
Total Change 1,796,591 $ 0.50
120
Fund Status
121
($ in 000s)
FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 21,153 15,520 10,658 8,657 8,078 8,906 ($ in 000s) FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 2,389 2,081 948 265 734 1,476 ($ in 000s) FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 37,967 39,237 44,485 42,162 31,286 12,463 ($ in 000s) FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 31,557 29,037 25,191 20,251 14,090 6,878 ($ in 000s) FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 4,299 11,126 14,005 17,647 21,841 25,980 ($ in 000s) FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 26,300 26,626 22,919 15,714 9,939 2,436 ($ in 000s) FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
Ending Funding Balance 55,726 44,492 18,938 19,506 (6,859) (35,251) Water Fund Community Center Fund
Parking Fund
Solid Waste Fund
Storm Drainage Fund
Storm Drainage Property Fee Fund
Wastewater Fund
122
Community Center Fund (6010)
123
FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING FUND BALANCE 14,864 21,153 15,520 10,658 8,657 8,078 REVENUES TOTAL REVENUES 42,679 44,705 46,346 48,069 49,859 51,720 EXPENDITURES TOTAL EXPENDITURES 43,217 50,038 50,958 49,821 50,188 50,642 ANNUAL SURPLUS/(DEFICIT) (538) (5,333) (4,612) (1,752) (329) 1,078 ENDING FUND BALANCE 21,153 15,520 10,658 8,657 8,078 8,906 Community Center Fund (Fund 6010)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
124
Parking Fund (6004)
125
Column1 FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING FUND BALANCE 3,220 2,389 2,081 948 265 734 REVENUES TOTAL REVENUES 17,747 19,052 19,213 20,095 20,474 20,679 EXPENDITURES TOTAL EXPENDITURES 19,438 19,360 20,346 20,778 20,005 19,937 ANNUAL SURPLUS/(DEFICIT) (1,691) (308) (1,133) (683) 469 742 ENDING FUND BALANCE 2,389 2,081 948 265 734 1,476 Parking Fund (Fund 6004)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
126
Solid Waste Fund (6007)
Column1
FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING FUND BALANCE 29,709 37,967 39,237 44,485 42,162 31,286 REVENUES TOTAL REVENUES 94,141 96,727 97,538 98,362 99,192 100,029 EXPENDITURES TOTAL EXPENDITURES 86,952 95,457 92,290 100,685 110,068 118,852 ANNUAL SURPLUS/(DEFICIT) 7,189 1,270 5,248 (2,323) (10,876) (18,823) ENDING FUND BALANCE 37,967 39,237 44,485 42,162 31,286 12,463 Solid Waste Fund (Fund 6007)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
127
Storm Drainage Fund (6011)
128
Column1 FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING FUND BALANCE 33,444 31,557 29,037 25,191 20,251 14,090 REVENUES TOTAL REVENUES 41,685 41,150 41,161 41,210 41,235 41,265 EXPENDITURES TOTAL EXPENDITURES 44,878 43,670 45,007 46,151 47,396 48,476 ANNUAL SURPLUS/(DEFICIT) (3,193) (2,520) (3,846) (4,941) (6,161) (7,211) ENDING FUND BALANCE 31,557 29,037 25,191 20,251 14,090 6,878 Storm Drainage Fund (Fund 6011)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
129
Storm Drainage Property Fee Fund (6021)
130
Column1 FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING FUND BALANCE 7,179 4,299 11,126 14,005 17,647 21,841 REVENUES TOTAL REVENUES 20,349 20,250 20,675 21,125 21,591 22,072 EXPENDITURES TOTAL EXPENDITURES 23,229 13,423 17,796 17,483 17,398 17,933 ANNUAL SURPLUS/(DEFICIT) (2,880) 6,827 2,880 3,642 4,194 4,139 ENDING FUND BALANCE 4,299 11,126 14,005 17,647 21,841 25,980 Storm Drainage Property Fee Fund (Fund 6021)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
131
Wastewater Fund (6006)
132
Column1 FY2023/24
Estimated
FY2024/25
Proposed
FY2025/26
Projection
FY2026/27
Projection
FY2027/28
Projection
FY2028/29
Projection
BEGINNING FUND BALANCE 19,542 26,300 26,626 22,919 15,714 9,939 REVENUES TOTAL REVENUES 45,653 45,554 45,643 45,735 45,794 45,868 EXPENDITURES TOTAL EXPENDITURES 44,620 45,228 49,350 52,940 51,569 53,371 ANNUAL SURPLUS/(DEFICIT) 1,033 326 (3,707) (7,205) (5,775) (7,503) ENDING FUND BALANCE 26,300 26,626 22,919 15,714 9,939 2,436 Wastewater Fund (Fund 6006)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
133
Water Fund (6005)
134
135
7 SECTION - 7
Budget Schedules
136
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of Contents
137
Schedule 1A
Current Operations Appropriations by Fund (in 000s)
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Governmental Funds
Subtotal Governmental Funds 626,033 668,385 757,771 755,051 821,488 66,437 Enterprise Funds
Subtotal Enterprise Funds 277,499 312,432 354,494 346,124 383,629 37,505 Internal Service Funds
Subtotal Internal Service Funds 98,540 135,478 122,375 128,449 136,315 7,866 Other Governmental Funds
138
Schedule 1A (continued)
Current Operations Appropriations by Fund (in 000s)
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Other Governmental Funds (continued)
Subtotal Other Governmental Funds 20,336 83,248 127,274 126,164 110,845 (15,319) Total $ 1,022,407 $ 1,199,544 $ 1,361,914 $ 1,355,788 $ 1,452,276 $ 96,489 139
Schedule 1B
Current Operations Appropriations by Department (in 000s) Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Mayor Offices
Subtotal Mayor Offices 7,202 7,901 8,147 10,254 9,266 (987) Charter Offices
Subtotal Charter Offices 30,643 31,363 45,684 45,918 27,486 (18,432) Operating Offices
Subtotal Operating Offices 790,649 974,217 1,089,324 1,073,371 1,202,305 128,934 Other Offices
Subtotal Other Offices 193,913 186,062 218,759 226,245 213,219 (13,026) Total $ 1,022,407 $ 1,199,544 $ 1,361,914 $ 1,355,788 $ 1,452,276 $ 96,489 140
Schedule 1C
Staffing by Department (in Full-time Equivalents)
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Mayor Offices
Subtotal Mayor Offices 37.00 40.00 40.00 46.00 46.00* - Charter Offices
Subtotal Charter Offices 183.00 180.00 176.00 178.00 175.00 (3.00) Operating Offices
Subtotal Operating Offices 4,730.73 4,790.14 4,853.30 4,860.61 4,807.70 (52.91) Other Offices
Subtotal Other Offices 7.00 7.00 6.00 6.00 - (6.00)
Total 4,957.73 5,017.14 5,075.30 5,090.61 5,028.70 (61.91) 141
Schedule 1D
Staffing by Fund (in Full-Time Equivalents)
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Go vernmental F unds
General
Subto tal General F und 2,917.46 2,934.36 2,961.56 2,967.56 2,932.00 (35.56) M easure U
Subto tal M easure U F und 855.58 883.34 909.52 920.83 893.38 (27.45) Subto tal Go vernmental F unds 3,773.04 3,817.70 3,871.08 3,888.39 3,825.38 (63.01) Enterprise F unds
C o mmunity C enter
P arking
So lid Waste
Sto rm D rainage
Wastewater
Water
Subto tal Enterprise F unds 901.75 916.50 920.28 920.28 920.78 0.50 142
Schedule 1D (continued)
Staffing by Fund (in Full-Time Equivalents)
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Internal Service F unds
F leet M anagement
R isk M anagement F und
Wo rkers' C o mpensatio n F und
Subto tal Internal Service F unds 119.00 119.00 118.00 118.00 119.00 1.00 Other Go vernment F unds
4th R P ro gram
C ty/ C nty Office-Water P lanning
Inno vatio n and Gro wth
M arina

ST A R T
Subto tal Other Go vernmental F unds 163.94 163.94 165.94 163.94 163.54 (0.40) 4,957.73 5,017.14 5,075.30 5,090.61 5,028.70 (61.91)
143
Schedule 1E
Current Operations Staffing and Appropriations by Department (in 000s) Total
FY2024/25 FY2024/25 Operating
Total FTE Operating MYOP* Budget
Mayor Offices
Subtotal Mayor Offices 46.00 9,261 5 9,266
Charter Offices
Subtotal Charter Offices 175.00 38,664 (11,178) 27,486
Operating Offices
Subtotal Operating Offices 4,807.70 1,138,210 64,095 1,202,305 Other Offices
Subtotal Other Offices - 197,238 15,981 213,219
Total 5,028.70 $ 1,383,373 $ 68,903 $ 1,452,276
144
Schedule 2A
Summary of Revenues, Appropriations, & Changes in Fund Balance (in 000s) Governmental** Enterprise
Internal
Service Other Gov't Gross Net*
Funds Funds Funds Funds Total Total
Current Resources
Revenues
Total Current Resources 813,875 404,934 138,952 157,829 1,515,590 1,376,638 Current Requirements
Current Operations
Subtotal Current Operations 821,488 383,629 136,315 110,845 1,452,276 1,315,961 Total Current Requirements 836,030 418,765 136,523 175,827 1,567,145 1,430,622 Total Surplus (Deficit) 666 (11,271) 1,430 (12,353) (21,527) (22,957) Beginning Fund Balance
Ending Fund Balance $ 709 $ 168,120 $ 1,957 $ 215,821 $ 386,606 $ 384,649 145
Schedule 2B
Detail of Revenues, Appropriations, and Changes in Fund Balance (in 000s) Resources
Other
Total Current Sources Surplus /
Revenues Operations CIP Total (Uses) (Deficit) Beginning Ending Governmental Funds
Subtotal Governmental Funds 813,875 821,488 14,542 836,030 22,821 666 42 709 Enterprise Funds
Subtotal Enterprise Funds 404,934 383,629 35,136 418,765 2,560 (11,271) 179,391 168,120 Internal Service Funds
Subtotal Internal Service Funds 138,952 136,315 208 136,523 (999) 1,430 527 1,957 Other Governmental Funds
Requirements Fund Balance
146
Schedule 2B (continued)
Detail of Revenues, Appropriations, and Changes in Fund Balance (in 000s) Resources
Other
Total Current Sources Surplus /
Revenues Operations CIP Total (Uses) (Deficit) Beginning Ending Other Governmental Funds (continued)
Subtotal Other Governmental Funds 157,829 110,845 64,983 175,827 5,645 (12,353) 228,173 215,821 Total $1,515,590 $1,452,276 $114,868 $1,567,145 $30,027 (21,527) $408,134 $386,606 Requirements Fund Balance
147
Schedule 2C
Summary of Revenues, Expenditures, and Budgeted Fund Balances (in 000s) FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25
Approved Approved Approved Approved Proposed
Governmental Funds*
Total Resources
Expenses
Total Requirements
Beginning Fund Balance 17,042 589 4,761 731 42
Ending Fund Balance 577 168 7,120 457 22,112
Enterprise Funds
Total Resources
Expenses
Total Requirements
Beginning Fund Balance 212,227 239,840 248,632 144,975 179,391 Ending Fund Balance 169,032 207,944 227,998 135,388 165,560 Internal Service Funds
Total Resources
Expenses
Total Requirements
Beginning Fund Balance 1,083 2,646 403 573 527
Ending Fund Balance 601 2,005 476 301 2,956
Other Governmental Funds
Total Resources
Expenses
Total Requirements 189,544 148,254 192,094 172,029 175,827 Beginning Fund Balance 163,527 161,403 190,936 195,751 228,173 Ending Fund Balance $ 132,975 $ 138,883 $ 174,984 $ 180,945 $ 210,176 148
Schedule 3
Contributions to General Fund Support (in 000s)
Cost* In-Lieu In-Lieu Voter Approved
Allocation Property Franchise General
Plan Tax Tax Tax
Fund FY2023/24 FY2024/25 FY2023/24 FY2024/25 FY2023/24 FY2024/25 FY2023/24 FY2024/25 Enterprise Funds
Total Enterprise Funds 21,341 19,401 700 700 3,011 3,255 35,758 36,180 Internal Service Funds
Total Internal Service Funds 3,540 4,395 - - - - - - GRAND TOTAL 24,881 $ 23,796 $ 700 $ 700 $ 3,011 $ 3,255 $ 35,758 $ 36,180 $ *COST ALLOCATION PLAN
149
Schedule 4
Summary of Capital Funding by Funding Source (in 000s)
Fund Description
Budget
Through
02/2024 FY2024/25 FY2025/26 FY2026/27 FY2027/28 FY2028/29 Total
Five-year
Funding
150
Schedule 4 (continued)
Summary of Capital Funding by Funding Source (in 000s)
Fund Description
Budget
Through
02/2024 FY2024/25 FY2025/26 FY2026/27 FY2027/28 FY2028/29 Total
Five-year
Funding
Total $ 1,439,917 $ 114,868 $ 94,749 $ 96,295 $ 87,909 $ 88,714 $ 482,536 151
Schedule 5
Article XIIIB Appropriation Limit Calculation (in 000s) "GANN" Appropriations Limit
APPROPRIATION LIMIT (Section 1) FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 Total Appropriation Limit 890,747 $ 945,554 $ 1,016,435 $ 1,305,724 $ 1,677,349 $ PROCEEDS OF TAXES (Section 2)
Total Proceeds of Taxes 455,170 $ 550,536 $ 621,293 $ 649,971 $ 664,544 $ APPROPRIATIONS SUBJECT TO LIMIT (Section 3)
Total Appropriations Subject to Limit 561,917 $ 596,653 $ 694,951 $ 688,961 $ 724,109 $ 152
Schedule 6
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Governmental Funds
Taxes
Subtotal Property Taxes 199,872 215,419 221,833 221,833 233,338 Subtotal Other Taxes 372,941 365,717 371,904 371,904 372,415 Total Taxes 572,813 581,135 593,737 593,737 605,754
Licenses and Permits
Subtotal Licenses and Permits 34,624 32,037 34,685 34,685 34,690 153
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Governmental Funds (continued)
Fines, Forfeitures, and Penalties
Subtotal Fines, Forfeitures, and Penalties 10,057 9,112 7,272 7,272 9,256 Interest, Rents, and Concessions
Subtotal Interest, Rents, and Concessions 1,901 5,338 1,854 1,854 6,315 Intergovernmental
Subtotal Intergovernmental 30,708 30,844 18,757 18,757 18,609 Charges, Fees, and Services
154
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Governmental Funds (continued)
Subtotal Charges, Fees, and Services 71,654 77,219 70,136 70,136 94,007 Contributions from Other Funds
Subtotal Contributions from Other Funds 38,895 40,644 42,469 42,469 43,935 Miscellaneous Revenues
Subtotal Miscellaneous Revenue 676 451 1,908 2,090 1,308 Total General Funds $ 761,328 $ 776,781 $ 770,820 $ 771,002 $ 813,875 155
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Enterprise Funds
Community Center
Subtotal Community Center 37,259 46,332 42,897 42,897 44,705 Parking
Subtotal Parking 13,894 17,268 16,418 16,418 19,052
Solid Waste
Subtotal Solid Waste 76,666 88,604 93,473 93,473 96,727 156
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Enterprise Funds (continued)
Storm Drainage
Subtotal Storm Drainage 40,465 41,350 39,839 39,839 41,150 Storm Drainage Property Fee
Subtotal Storm Drainage Property Fee - 19,757 19,500 19,500 20,250 Wastewater
Subtotal Wastew ater 44,888 45,918 44,015 44,015 45,554 Water
157
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Enterprise Funds (continued)
Subtotal Water 160,903 139,686 136,798 102,827 137,496
Total Enterprise Funds $ 374,075 $ 398,914 $ 392,942 $ 358,970 $ 404,934 158
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Internal Service Funds
Fleet Management
Subtotal Fleet Management 53,548 76,995 61,966 67,634 67,680 Risk Management
Subtotal Risk Management 55,993 58,361 61,570 61,470 71,272 Total Internal Service Funds $ 109,541 $ 135,356 $ 123,536 $ 129,104 $ 138,952 159
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Other Governmental Funds
160
Schedule 6 (continued)
Revenue Budget (in 000s)
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25
Actuals Actuals Approved Amended Proposed
Other Governmental Funds (continued)
Other Governmental Funds $ 141,846 $ 197,353 $ 146,735 $ 144,743 $ 157,829 161
Schedule 7A
Operating Grants - $81.6 million
CITY MANAGER - $45,134,464
FY 2024 Go-Biz Cannabis Equity Grants for Local Jurisdictions $1,250,000 FY 2023 Go-Biz Cannabis Equity Grants for Local Jurisdictions $1,563,722 FY2022 Department of Cannabis Control $5,786,617
Local Jurisdiction Assistance Grant
FY2022/23 Assembly Bill 178 $20,000,000
California Natural Resource Agency Community Reinvestment Project FY2022/23 Assembly Bill 179 $800,000
California State Parks Grants & Local Services
162
FY2024/25 United States Environmental Protection Agency (US EPA) $800,000 Marysville and Grand Multipurpose Grant
FY2024/25 Cities for Financial Empowerment (CFE) Fund, Inc. $170,000 Financial Empowerment Cities Grant
FY2023/24 State of California Volunteers $6,980,080
Californians for All: Youth Workforce
FY2024/25 U.S Small Business Administration $300,000
Sacramento Neighborhood Equity Initiative
FY2024/25 U.S. Department of Labor $394,000
Early Childhood Education (ECE) Apprenticeship
163
FY2024/25 The California Department of Food and Agriculture $ 500,000 Meadowview Community Farmers Market
FY2023/24 California Department of Housing and Community $2,500,000 Developments (HCD) Pro-housing Incentive Pilot Program FY2022/23 Homeless Housing, Assistance and Prevention III $2,740,791 FY2023/24 Homeless Housing, Assistance and Prevention IV $1,349,254 COMMUNITY RESPONSE - $21,888,982
FY2024/25 Homeless Housing Assistance and Prevention V $20,888,982 164
Budget Act of 2022 (Chapter 249, Statutes of 2022, AB 179, $1,000,000 Section 19.56)
CONVENTION & CULTURAL SERVICES - $171,000
National Endowment for the Arts $100,000
California Arts Council State and Local Partners Grant $71,000 FIRE DEPARTMENT - $1,422,956
Urban Search and Rescue (US&R) $1,422,956
165
POLICE DEPARTMENT - $8,841,280
FY2020/21 Urban Area Security Initiative $3,097,500
FY2021/22 Urban Area Security Initiative $3,097,000
FY2022/23 Citizens Option for Public Safety $800,102
FY2023/24 Citizens Option for Public Safety $805,643
FY2023/24 Selective Traffic Enforcement Program $400,000 FY2023/24 Gang Violence Suppression $363,000
FY2022/23 Edward Byrne Memorial Justice Assistance Program $278,035 UTILITIES - $1,539,208
Department of Water Resources (DWR): Flood Maintenance $550,600 Assistance Program (FMAP) Grant
166
Department of Water Resources: Floodplain Management $842,414 Protection and Risk Awareness Program, Prop 68 Grant
(Florin Creek Study & Pomegranate Localized Flood
Control Project)
Regional Water Authority (RWA): Turf Replacement and $146,194 Customer Outreach Project
YOUTH, PARKS, & COMMUNITY ENRICHMENT - $2,577,640
START (Students Today Achieving Results for Tomorrow) $753,792 Workforce Innovation and Opportunity Act (WIOA)/Youth $222,263 Program Development
ASES Program $172,960
167
Expanded Learning Opportunities Program (ELO-P) $1,428,625 168
Schedule 7B
City Grant Awards
Department
Grant Program Name Grantee Amount Awarded
City Manager
Subtotal American Rescue Plan Fund Total 10,251,182 $
Subtotal Innovation Growth Fund Total 1,844,241 $
Subtotal Measure U Fund Total 3,639,998 $
169
Schedule 7B (continued)
City Grant Awards
Department
Grant Program Name Grantee Amount Awarded
City Manager (cont)
Subtotal Operating Grant Total 30,352,330 $
Subtotal Other Capital Grants Total 2,000,000 $
City Manager Total $ 48,087,751
Community Response
Subtotal American Rescue Plan Fund Total 2,499,475 $
Subtotal General Fund Total 600,000 $
Subtotal Measure U Fund Total 3,787,452 $
Subtotal Operating Grant Total 26,435,356 $
Community Response Total $ 33,322,283
Convention and Cultural Services
170
Schedule 7B (continued)
City Grant Awards
Department
Grant Program Name Grantee Amount Awarded
Convention and Cultural Services (cont)
171
Schedule 7B (continued)
City Grant Awards
Department
Grant Program Name Grantee Amount Awarded
Convention and Cultural Services (cont)
Subtotal American Rescue Plan Fund Total 4,475,642 $
172
Schedule 7B (continued)
City Grant Awards
173
Schedule 7B (continued)
City Grant Awards
174
Schedule 8
Reclassification Requests (in Full-Time Equivalents)
all requests are subject to Human Resources approval
Citywide Classification and Compensation Study
175
Schedule 9
Multi-year Operating Projects (MYOPs)
Department
Fund
Project
Numer
Project Name Total
Project
Budget as
of April
2024
Estimated
Balance
as of April
2024
FY2024/25
Funding
City Clerk's Office
City Clerk's Office Total 51,900 (24,800) 84,150
City Manager's Office
City Manager's Office Total 29,670,150 22,287,970 (11,180,278) Community Development
Community Development Total 28,943,421 10,724,826 7,853,700 Community Response
Community Response Total 7,384,502 7,282,084 11,413,712 Convention and Cultural Services
Convention and Cultural Services Total 1,064,000 367,126 678,000 Finance
Finance Total 18,658,182 2,745,352 2,885,000
Fire
Fire Total 0 0 1,286,444
Human Resources
Human Resources Total 2,171,449 1,024,584 180,000
176
Schedule 9 (continued)
Multi-year Operating Projects (MYOPs)
Department
Fund
Project
Numer
Project Name Total
Project
Budget as
of April
2024
Estimated
Balance
as of April
2024
FY2024/25
Funding
Information Technology
Information Technology Total 1,809,558 246,178 318,000
Police
Police Total 11,915,253 2,818,641 9,279,008
Public Works
Public Works Total 15,946,548 4,766,135 17,901,903
Utilities
Utilities Total 66,545,791 16,701,300 11,041,908
Youth, Parks, and Community Enrichment
Youth, Parks, and Community Enrichment Total 673,485 664,445 1,187,436 Citywide and Community Support
Citywide and Community Support Total 32,252,147 13,302,260 15,974,396 Grand Total 217,086,386 82,906,101 68,903,379
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Five-Year Projected Net Debt Service by Fund (in 000s)
Fund Type FY2024/25 FY2025/26 FY2026/27 FY2027/28 FY2028/29 Governmental Funds
Subtotal Governmental Funds 16,578 16,567 16,631 16,858 16,902 Enterprise Funds
Subtotal Enterprise Funds 71,454 70,331 70,410 69,516 69,761 Internal Service Funds
Subtotal Internal Service Funds (9) (3) 3 9 17
Other Governmental Funds
Subtotal Other Governmental Funds 6,383 7,481 7,049 7,444 7,533 Total $94,407 $94,375 $94,093 $93,828 $94,214
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8 SECTION - 8
Mayor and City Council
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Mayor and City Council
The Mayor and City Council, consisting of the Mayor and eight Councilmembers, are the policy-making body for the City of Sacramento. The goal of the Council is to govern the City in a manner that is both responsive to the needs and concerns of City residents and financially sound.

The Mayor and City Council (Council) pass City ordinances, provide administrative direction and authority by resolution, approve new programs, and approve the annual budget. The Council acts as Sacramentos Financing Authority, Housing Authority, Public Financing Authority, and Redevelopment Agency Successor Agency. They also appoint the Citys Charter Officers (City Attorney, City Auditor, City Clerk, City Manager, and City Treasurer) and the Director of the Office of Public Safety Accountability.

Mayor and City Council: The governing body of the City. The Mayor is elected by all city voters and Councilmembers are
elected by voters in each specific Council District.

The Mayor appoints Councilmembers to serve on
various regional boards, commissions, and joint
powers authorities.

Office of Public Safety
Accountability:

Provides an independent review of complaints
involving police and fire employees as a means
of furthering relationships between the Citys
public safety departments and the community. PROGRAMS/SERVICE HIGHLIGHTS Provide work experience opportunities in the Mayors and City Council Offices to high school and college youth through the Citys volunteer internship program, Thousand Strong program, and various university and fellowship programs.

Sponsor and/or organize community events such as movie nights, musical entertainment, holiday celebrations, cultural celebrations, community resources, and farmers markets to enhance the communities experience of living in the City.

Financially support community organizations that provide services to City residents in the areas of racial equity, health and wellness, homelessness, teen learning, arts and culture, and youth sports.
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Hold ongoing community meetings throughout the City to share information and gather ideas that support and connect residents to one another and local government.

Through the ceremonial resolution process, recognize community-oriented civic celebrations, causes, issues, companies, organizations, and individual residents that have achieved notable milestones or made contributions to the city and/or community. Also, honor and recognize the passing of residents.

Issue Keys to the City via the Mayors Office for residents reaching the 100-year milestone birthday or who have demonstrated remarkable service to the City throughout their life.

DEPARTMENT EFFICIENCIES
Utilizing the 311 system and integrated constituent management system to support constituents in tracking neighborhood complaints and requests for service.

OBJECTIVES FOR FY2024/25
Continue evaluating and incorporating new and existing information technology tools to achieve sustainable services, increase transparency, and strengthen community engagement.

Continue using websites and social media to share information and to communicate in a timely fashion with the community on issues of interest and impact.

Continue providing work experience opportunities (internships) to college and high school students focused on building meaningful skill sets that will aid the student in obtaining full-time employment.

Continue using electronic communications whenever possible to limit the use of printed materials. Printed materials will be made available to constituent communities, as necessary.

Department Budget Summary
Change
Mayor/Council FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended* Proposed Proposed/Amended Employee Services $ 6,626,779 $ 7,049,644 $ 7,313,806 $ 7,733,167 $ 8,359,997 $ 626,830 Other Services and Supplies 600,868 1,034,458 1,065,932 2,752,949 1,020,558 (1,732,391) City Property 17,704 21,678 2,000 2,000 2,000 -
Multi-Year Operating Projects - - 4,950 4,950 4,950 -
Transfers - (87,099) - - - -
Labor and Supply Offset (43,443) (118,020) (239,262) (239,262) (121,114) 118,148 Total $ 7,201,907 $ 7,900,660 $ 8,147,426 $ 10,253,804 $ 9,266,391 $ (987,413) *The Amended FY2023/24 Budget includes carryover of unspent FY2022/23 Budget and/or transfers to capital projects. 182
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Department Budget Summary (continued)
Division Budget Summary
Staffing Levels
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended* Proposed Proposed/Amended General Fund 4,927,365 5,537,918 5,702,089 7,389,106 5,945,473 (1,443,633) Interdepartmental Service 1,433,202 1,503,943 1,477,587 1,477,587 1,440,510 (37,077) Measure U 841,340 858,799 967,750 1,387,111 1,880,408 493,297 Total $ 7,201,907 $ 7,900,660 $ 8,147,426 $ 10,253,804 $ 9,266,391 $ (987,413) *The Amended FY2023/24 Budget includes carryover of unspent FY2022/23 Budget and/or transfers to capital projects.

Change
Mayor/Council FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Mayor $ 1,885,366 $ 1,878,192 $ 1,922,340 $ 2,157,813 $ 853,992 $ (1,303,821) Mayor Council Operations Division - - - - 1,880,885 1,880,885 City Council District 1 544,439 772,159 657,167 811,034 672,449 (138,585) City Council District 2 454,544 510,497 657,167 996,090 308,206 (687,884) City Council District 3 615,343 621,023 657,167 832,151 672,449 (159,702) City Council District 4 515,195 668,808 657,167 777,198 308,206 (468,992) City Council District 5 641,304 667,848 657,167 765,891 672,449 (93,442) City Council District 6 664,941 681,298 657,167 792,353 672,449 (119,904) City Council District 7 546,331 616,630 657,167 912,208 672,449 (239,759) City Council District 8 493,104 625,407 657,167 821,955 672,449 (149,506) Office of Public Safety Accountability Division 841,340 858,799 967,750 1,387,111 1,880,408 493,297 Total $ 7,201,907 $ 7,900,660 $ 8,147,426 $ 10,253,804 $ 9,266,391 $ (987,413) *The Amended FY2023/24 Budget includes carryover of unspent FY2022/23 Budget and/or transfers to capital projects.

Change
Mayor/Council FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Mayor 12.00 15.00 15.00 15.00 15.00 -
City Council District 1 2.50 2.50 2.50 2.50 2.50 -
City Council District 2 2.50 2.50 2.50 2.50 2.50 -
City Council District 3 2.50 2.50 2.50 2.50 2.50 -
City Council District 4 2.50 2.50 2.50 2.50 2.50 -
City Council District 5 2.50 2.50 2.50 2.50 2.50 -
City Council District 6 2.50 2.50 2.50 2.50 2.50 -
City Council District 7 2.50 2.50 2.50 2.50 2.50 -
City Council District 8 2.50 2.50 2.50 2.50 2.50 -
Office of Public Safety Accountability Division 5.00 5.00 5.00 11.00 11.00 - Total 37.00 40.00 40.00 46.00 46.00 -
*Three positions in the Office of the Mayor are limited term until 12/30/2024 (Per reso 2022-0365). Funding has been allocated until then and positions will be removed. 183
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MEASURE U
The following chart summarizes the Offices Measure U programs.

Funding Category Program Name FTE
FY2024/25
Proposed
Community Response
Operations Office of Public Safety
Accountability 11.00 1,875,458
Miscellaneous
MYOP Commission Stipends - 4,950
Grand Total 11.00 $ 1,880,408
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City Attorney
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City Attorney
The mission of the Sacramento City Attorneys Office is to provide the highest quality legal services to the City of Sacramento.

The Office of the City Attorney serves as legal counsel to the City Council, City Officers and Department staff, boards, and commissions as well as the Administration, Investment and Fiscal Management Board, Sacramento City Financing Authority, and Sacramento Regional Arts Facilities Financing Authority. The Office provides legal representation in criminal, civil and administrative litigation, renders advice and counsel, and prepares ordinances, resolutions, contracts, opinions, and other legal documents for the City and its related entities. The City Attorneys Office is organized into four operational divisions and an administration division.

Administration:

Develops and implements office policies and
procedures; monitors overall office performance;
prepares and administers the office budget; develops
and implements education and training; handles all
personnel hiring, evaluation, and other personnel
matters; assembles and analyzes office productivity
data, including the production of an annual report; and engages in long-range planning.

General Counsel &
Advisory Division:

Provides advisory and transactional advice and
support to charter offices and city departments on all
aspects of municipal law including Brown Act; Public
Records Act; CEQA and NEPA; water law;
propositions 26 and 218; public bidding, construction,
and procurement; contract negotiation, drafting and
review; prevailing wages; transportation modes; real
estate procurement, conveyance, and leasing; solid
waste disposal; landfill regulation; and various other
areas of municipal law.

Litigation Division: Defends and prosecutes civil litigation cases on behalf of the City and its officers and employees
acting in the course and scope of employment; and
provides legal support to Risk Management.
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PROGRAMS/SERVICE HIGHLIGHTS
General Counsel & Advisory
Assisted the City Managers Office in negotiating an extension of the Citys Community Workforce Training Agreement for another five-year term, which requires Public Works contractors to utilize unionized labor for city construction projects over $1 million and prioritizes local hiring.

Assisted with the development and adoption of the 2040 General Plan.

Coordinated the efforts of Department of Utilities water quality staff and outside counsel in litigation to obtain a settlement estimated at $5 million to compensate the city for damages related to per- and polyfluoroalkyl substances (i.e., forever chemicals) contamination of City water sources.

Assisted Recycling and Solid Waste in drafting an ordinance updating collection and disposal requirements for organic waste to ensure compliance with new state laws and reduce the amount of waste deposited in landfills, thereby reducing methane gas emissions.

Assisted the Convention and Cultural Services Department in continuing to distribute State and Federal grant funds, which allowed hundreds of organizations and individuals to provide programs, services, and activities to communities that were adversely impact by the COVID-19 pandemic. This effort involved preparing grant guidelines, notices of funding availability, and preparing dozens of grant agreements totaling over $4 million dollars.

Litigation
Case No. 1: Plaintiff alleged she was assaulted by a Sacramento Police Officer during a pat down for weapons prior to being transported and booked in the Main Jail. Case went to trial in U.S. District Court, Eastern District of California and CAO obtained a unanimous defense verdict in favor of the City and Officer Mulligan.

Community
Advocacy & Public
Safety Division:

Strategic Projects
& Research
Division (SPR):

Works collaboratively with City departments on code
enforcement, social nuisance abatement, public safety
issues, including prosecuting code violations through
administrative, civil, or criminal proceedings, and social nuisances through civil litigation and training, and
advising staff on enforcement matters.

Provides strategic support to the City Councils
policymaking function by providing legal advice and
response on multi-departmental projects and Council
initiatives, including issues of homelessness,
economic development, cannabis regulations, and
emergency management.
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Case No. 2: The City was sued for motor vehicle negligence because of a collision wherein Plaintiff rear-ended a Police Department (SPD) police vehicle that was travelling with lights and sirens. Plaintiffs agreed to dismiss the case in its entirety after the CAO filed a motion for summary judgment on behalf of the City and the officer. The case was dismissed on December 7, 2023.

Case No. 3: This matter involved an officer-involved shooting of a suspect that was pointing a replica gun at citizens on the streets of Sacramento. At the close of the trial, a single juror hold-out prevented a defense verdict, and a mistrial was declared. On the eve of the retrial a year later, the case was resolved for a fraction of the plaintiffs demand.

Case No. 4: A local business owner sued the City alleging that the Citys failure to move homeless individuals around his business negatively impacted his business to the point that it was a constitutional violation. The court granted the Citys motion for summary judgment holding decisions regarding enforcement are discretionary and could not serve as a basis of liability.

Case No. 5: Plaintiff asserted various civil rights violations after being detained while SPD investigated a shooting at a residence. The City filed a successful motion for summary judgment and the case was dismissed.

Community Advocacy & Public Safety
Continued to abate illegal cannabis production and collect administrative and civil penalties to fund the Justice for Neighbors (JFN) Fund, which provides funding for training, equipment, and the Emergency Home Repair Program (EHRP).

Led the JFN team to abate social and physical nuisance properties throughout the City. Created the JFN EHRP that provides up to $15,000 in funding to homeowners to assist in repairing dangerous or substandard conditions at their home prior to the home becoming a public nuisance.

Assisted the Department of Community Response and the City Managers Office with Citywide Homelessness Response Protocols and provided guidance on those Protocols to protect both the public and the rights of people experiencing homelessness.

Assisted the Police Department with training and producing confidential police personnel records pursuant to SB 1421 and AB 748 state disclosure laws.

Assisted the Police Department with prosecuting Gun Violence Restraining Orders, taking weapons off the street and from individuals who propose a threat to either themselves or the public at large.

Strategic Projects & Research
Homelessness. SPR attorneys advised the City regarding the Partnership Agreement with the County of Sacramento regarding homelessness, its companion Collaboration Protocol, the Emergency Shelter, and Enforcement Act 189
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of 2022 (Measure O), as well as numerous other homelessness-related service contracts and grant documents.

Sacramento Iceland. SPR attorneys assisted the City in providing over $1.3 million in funding to build a roof over the Sacramento Iceland ice rink and to make improvements to the existing building façade.

North Natomas Community Facilities District No. 4, Special Tax Refunding Bonds, Series G (2023) Par Amount $25,125,000. SPR attorneys assisted the City Treasurer with the issuance of these bonds that lowered the interest owed by property owners within the district.

Sacramento Innovation Grant Program. SPR attorneys provided legal advice on the Sacramento Innovation Grant Program which annually offers up to $1 million in grants to support Sacramentos entrepreneurial and innovative ecosystem.

St. Anton Ascent Project. The St. Anton Ascent project is a proposed 120-unit affordable housing project in Council District 1. SPR attorneys provided legal advice to secure benefits for residents and City oversight.

DEPARTMENT EFFICIENCIES
Addressed vacant attorney positions by either restructuring the work and holding vacancies, or under-filling Senior Deputy City Attorney positions with Deputy City Attorney I/II level hires to optimize budget.

Continued to reduce print materials and opt for electronic where available to reduce cost and increase access.

Continued to incorporate new office space in City Hall 4133 by opening access within the existing suite City Hall 4006. Optimized carryover budget from FY2021/22 to complete this project in 2024.

OBJECTIVES FOR FY2024/25
Follow through with process put in place to enhance the office diversity, equity and inclusion goals designed to improve internal commitment for recruitment and hiring, outreach to the community, and operations within the City Attorneys Office.

Continue to advise the Council and City departments regarding recent changes to cannabis laws and regulations, and the ongoing development of the Cannabis Opportunity Reinvestment and Equity program.

Assist the Council and City Manager with interpretation and implementation of recently passed Measure L (Sacramento Children & Youth Health and Safety Act).

Provide citywide training through City U courses to include Public Records Act, public contracting, First Amendment issues, and the Brown Act. 190
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Continue supporting the Citys pursuit of racial and social justice and racial equity through ongoing support for the Police Department and the Office of Public Safety Accountability, by working to increase the publics oversight of its Police Department, and by helping to reimagine and retool the Citys delivery of public safety services.

Retain a staff of highly qualified and dedicated attorneys and support staff with extensive knowledge of the City of Sacramento and municipal law to deliver high quality legal services and advice more efficiently and effectively.

Continue to defend the Citys legal interests in court and in administrative proceedings and initiate legal action and other initiatives to protect and advance the rights, interests, and quality of life of our community, and to ensure justice and equity.

Department Budget Summary
Division Budget Summary
Staffing Summary

Change
City Attorney FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 12,308,760 $ 13,288,417 $ 13,989,990 $ 14,224,500 $ 15,534,999 $ 1,310,499 Other Services and Supplies 440,580 550,723 529,466 529,466 529,589 123 City Property 33,163 18,121 13,750 13,750 13,750 -
Labor and Supply Offset (1,233,585) (1,432,265) (1,548,062) (1,548,062) (1,306,153) 241,909 Total $ 11,548,917 $ 12,424,996 $ 12,985,144 $ 13,219,654 $ 14,772,185 $ 1,552,531 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 8,638,526 $ 9,470,193 $ 10,470,489 $ 10,704,999 $ 11,521,894 $ 816,895 Interdepartmental Service 2,432,221 2,426,557 1,983,763 1,983,763 2,652,049 668,286 Measure U 229,033 254,564 245,744 245,744 279,402 33,658 Water 146,742 161,472 168,238 168,238 181,739 13,501
Wastewater 47,336 52,000 54,178 54,178 54,203 25
Storm Drainage 42,602 46,526 48,475 48,475 73,333 24,858 Cty/Cnty Office-Water Planning 12,457 13,684 14,257 14,257 9,565 (4,692) Total $ 11,548,917 $ 12,424,996 $ 12,985,144 $ 13,219,654 $ 14,772,185 $ 1,552,531 03000
Change
City Attorney FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Attorney Division $ 11,548,917 $ 12,424,996 $ 12,985,144 $ 13,219,654 $ 14,772,185 $ 1,552,531 Total $ 11,548,917 $ 12,424,996 $ 12,985,144 $ 13,219,654 $ 14,772,185 $ 1,552,531 Change
City Attorney FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Attorney Division 62.00 62.00 62.00 64.00 64.00 -
Total 62.00 62.00 62.00 64.00 64.00 -
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MEASURE U
The following chart summarizes the Offices Measure U programs.

Funding Category Program Name FTE
FY2024/25
Proposed
Community Response
Operations City Attorney Department - 279,402
Grand Total - $ 279,402
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City Auditor
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City Auditor
The mission of the Office of the City Auditor is to provide a catalyst for improvements of municipal operations, promote credible, efficient, effective, equitable, fair, focused, transparent, and a fully accountable City Government.

The Office of the City Auditor is an essential element of the City of Sacramento's public accountability, built on standards of independence, objectivity, and technical accuracy. The audit process involves verifying compliance with laws and regulations, identifying internal control weaknesses and failures, and assessing whether the City has acquired and used its resources efficiently. The Office of the City Auditor conducts performance audits in accordance with Generally Accepted Government Auditing Standards and has strict quality assurance programs to ensure that staff exercise due professional care, adequately plan audits, and prepare work papers that contain sufficient and compelling evidence to support any statements of fact in its audit reports. The Office of the City Auditor consists of the following operations:

Performance Auditing: Provides independent, objective, and reliable information regarding the City's ability to meet its
goals and objectives and establish an adequate
system of internal controls.

Research and Analysis: Provides independent, objective, and reliable research and analysis related to a wide variety of
topics including revenues, expenditures, diversity,
and community livability.

Whistleblower Investigative
Audits:

Conducts investigative audits of allegations of
potential improper government activities (i.e.,
fraud, waste, or abuse) reported through the
Citys whistleblower hotline.

PROGRAMS/SERVICE HIGHLIGHTS
Developed an Annual Work Plan using several quantitative and qualitative techniques, sources, and stakeholder input to identify areas of high audit and research potential.
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Issued the City Auditors Baseline Funding Calculation for the Sacramento Childrens Fund. In compliance with section 120(e)(1)(A) of the City Charter, this report documents the City Auditors calculation and publishing of the Baseline Funding amount no later than December 31, 2023.

Issued Assessments of Revenues and Expenses Associated with the Citys COVID-19 Response Report No. 5. This report represents the fifth and final report in the series. It provides information to help the City prepare for State and Federal audits of the Citys use of emergency funding.

Issued an Audit of the Police Departments Evidence and Property Division Sexual Assault Evidence Kits. This audit assessed the Departments compliance with applicable policies, laws, and industry best practices. The report made eight recommendations aimed at improving data, managing evidence collected in sexual assault investigations, and enhancing compliance with State law. This audit was awarded the Association of Local Government Auditors 2023 Distinguished Knighton Award.

Issued an audit of Department of Utilities Supervisory Control and Data Acquisition (SCADA) System. Due to the critical and sensitive nature of SCADA, this report contained two findings and eight recommendations that were provided in a detailed oral report to the Department of Utilities.

Conducted a Community Survey of Sacramento residents to understand how they feel about the quality of services provided, facets of livability, use of resources, and present and future needs of the community.

Monitored the status of over 140 open audit recommendations by conducting follow-up reviews every six months.

Received and processed various whistleblower allegations regarding potential improper government activities (i.e., fraud, waste, or abuse).

DEPARTMENT EFFICIENCIES
Continued our agreement with Missionmark to explore the potential for developing audit software that will digitize internal audit processes and reduce processing time. Fully implemented Missionmarks time tracking feature to help evaluate future project timelines and budgets.

Managed online dashboards that provide the public with interactive information on the status of whistleblower investigations, audit recommendations, and gender and ethnic composition of City employees.

Modernized the City Auditors public website to provide additional functionality, improved look/feel, and enhancements to better serve the public. 196
FY2024/25 Proposed Budget
OBJECTIVES FOR FY2024/25
Improve the efficiency and effectiveness of City operations by performing audits and conducting independent research and analysis.

Deter and detect improper government activities (i.e., fraud, waste, or abuse) by managing the Citys Whistleblower Hotline.

Fulfill the City Auditors responsibilities related to the Sacramento Childrens Fund.

Provide work experience opportunities (internships) to college and high school students focused on building meaningful skill sets that will aid the students in obtaining full-time employment.

Department Budget Summary
Division Budget Summary
Staffing Levels

Change
City Auditor FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 1,763,346 $ 1,758,400 $ 1,847,684 $ 1,847,684 $ 1,900,199 $ 52,515 Other Services and Supplies 90,066 115,470 163,581 163,581 163,581 - City Property 6,066 12,231 5,000 5,000 5,000 -
Labor and Supply Offset (153,391) (164,783) (168,553) (168,553) (187,255) (18,702) Total $ 1,706,088 $ 1,721,317 $ 1,847,712 $ 1,847,712 $ 1,881,525 $ 33,813 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 1,125,369 $ 1,124,998 $ 1,271,702 $ 1,271,702 $ 1,277,578 $ 5,876 Interdepartmental Service 455,925 476,696 427,958 427,958 440,589 12,631 Water 77,372 74,166 91,792 91,792 101,282 9,490
Wastewater 24,959 23,925 29,611 29,611 32,672 3,061
Storm Drainage 22,463 21,532 26,649 26,649 29,404 2,755 Total $ 1,706,088 $ 1,721,317 $ 1,847,712 $ 1,847,712 $ 1,881,525 $ 33,813 01500
Change
City Auditor FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Performance Auditing Division $ 1,184,564 $ 1,205,084 $ 1,269,911 $ 1,269,911 $ 1,235,078 $ (34,833) Research & Analysis Division 521,523 516,233 577,801 577,801 646,447 68,646 Total $ 1,706,088 $ 1,721,317 $ 1,847,712 $ 1,847,712 $ 1,881,525 $ 33,813 Change
City Auditor FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Performance Auditing Division 7.00 7.00 7.00 7.00 7.00 - Research & Analysis Division 3.00 3.00 3.00 3.00 3.00 - Total 10.00 10.00 10.00 10.00 10.00 -
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City Clerk
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City Clerk
The mission of the City Clerks Office is to provide quality public service and connect the public with the legislative process. We strive to ensure that the Citys legislative processes are open and public by providing a link between citizens and government with processes aimed toward transparency. Through efficient use of City resources, we can ensure the preservation of Sacramentos legislative history.

City Clerk
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PROGRAMS/SERVICE HIGHLIGHTS

DEPARTMENT EFFICIENCIES
202
OBJECTIVES FOR FY2024/25

BUDGET AND POSITION CHANGES
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ - $ (50) -
Change
City Clerk FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 3,149,649 $ 3,207,381 $ 3,836,692 $ 3,836,692 $ 4,146,782 $ 310,090 203
Department Budget Summary (continued)
Division Budget Summary
Staffing Levels
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 3,149,649 $ 3,207,381 $ 3,836,692 $ 3,836,692 $ 4,146,782 $ 310,090 Change
City Clerk FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $3,149,649 $3,207,381 $3,836,692 $3,836,692 $4,146,782 $310,090 Change
City Clerk FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 24.00 24.00 24.00 24.00 24.00 -
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City Manager
City Manager
207

PROGRAMS/SERVICE HIGHLIGHTS
Executive Office
Community and Economic Development
208
209
Public Safety
OBJECTIVES FOR FY2024/25
210

REORGANIZATION

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
211
BUDGET AND POSITION CHANGES (continued)
Department Budget Summary
Division Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ (28,092) $(22,300,099) (3.00)
Change
City Manager FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 11,894,761 $ 11,675,447 $ 24,077,313 $ 24,077,313 $ 3,527,852 $ (20,549,461) Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 11,894,761 $ 11,675,447 $ 24,077,313 $ 24,077,313 $ 3,527,852 $ (20,549,461) Change
City Manager FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 11,894,761 $ 11,675,447 $ 24,077,313 $ 24,077,313 $ 3,527,852 $ (20,549,461) 212
Staffing Levels

MEASURE U

PERFORMANCE MEASURES
Change
City Manager FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 73.00 70.00 66.00 66.00 63.00 (3.00)
Funding Category Program Name FTE
FY2024/25
Proposed
Affordable Housing
Inclusive Economic Development
Grand Total 32.00 $ 7,009,566
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
FY21 FY22 FY23 FY24 FY25
213
FY21 FY22 FY23 FY24 FY25
Estimate
214
215
13 SECTION - 13
City Treasurer
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217
City Treasurer
Provide banking, investment, and debt financing services for and to protect the fiscal integrity of the City of Sacramento.

City Treasurer

PROGRAMS/SERVICE HIGHLIGHTS
218

DEPARTMENT EFFICIENCIES
OBJECTIVES FOR FY2024/25
219

BUDGET CHANGES AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
FTE
Filled
Total Change $ (1,020,000) $ - - -
220
Department Budget Summary
Division Budget Summary
Staffing Levels
Change
City Treasurer FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 2,344,041 $ 2,334,222 $ 2,937,000 $ 2,937,000 $ 3,158,079 $ 221,079 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 2,344,041 $ 2,334,222 $ 2,937,000 $ 2,937,000 $ 3,158,079 $ 221,079 Change
City Treasurer FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 2,344,041 $ 2,334,222 $ 2,937,000 $ 2,937,000 $ 3,158,079 $ 221,079 Change
City Treasurer FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 14.00 14.00 14.00 14.00 14.00 -
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Community Development
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FY2024/25 Proposed Budget
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FY2024/25 Proposed Budget
Community Development
We help plan, build, and maintain a great city.

The Community Development Department plans for growth, development, and prosperity in Sacramento; reviews and approves development applications and building permits; responds to issues related to the Health and Safety Code while ensuring wellmaintained properties and preserving the existing housing stock; and provides animal care services. The Department consists of the following service areas.

Administrative Services: Provide centralized support for Department budgeting, accounting, personnel services,
procurement, boards and commissions, and
marketing and communications.

Animal Care Services: Provide animal care services through enforcement of City codes with emphasis on public safety, cruelty,
and abuse investigations, sheltering, adoption, and
community outreach, along with a robust volunteer
program affording a high level of community
engagement.

Building: Protect public health and safety by regulating construction and development through provision of
permits, plan review, and building inspections.

Provide building application and building permit
services and specialized development project
management services.

Code Compliance: Promote and maintain a safe and desirable living and working environment through enforcement of
City and state codes. Programs and services include
neighborhood and business code compliance,
graffiti abatement, weed abatement, substandard/
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FY2024/25 Proposed Budget
dangerous building inspections, tenant protection,
vacant building monitoring, and residential rental
housing inspections.

Planning: Provide a vision for a great city by leading the Citys planning, development, urban design, and historic
preservation efforts. Guide development for public
and private sector investment throughout our
community.

PROGRAMS/SERVICE HIGHLIGHTS
The Planning Division completed the 2040 General Plan and Climate Action & Adaptation Plan and is on track to process approximately 675 private development applications by the end of FY2023/24. Notable projects include:

Continued residential and commercial development in the Panhandle area, the Railyards, and Delta Shores. The Panhandle alone includes approval of over 800 residential lots with another 160 lots in process.

Approval of planning entitlements for the Stone Beetland project, encompassing approximately 1,100 residential units and commercial development adjacent to the Morrison Creek light rail station.

Notable highlights in the Building Division include:

Implementation of the Alternative Water Systems Ordinance, which outlines new graywater piping requirements applicable to certain new non-residential buildings over 10,000 square feet.

Availability of permit-ready Accessory Dwelling Unit (ADU) plans for studio, one-bedroom, and two-bedroom units for the public.

Launch of the SolarApp program enabling registered solar contractors to apply and be issued permits virtually.

Animal Care Services Homeless Outreach and Assistance Program has provided vaccinations, veterinary care, and spay/neuter services to 1,466 animals owned by 260 owners.

Code Compliance developed a community outreach and resource team to attend community events and proactively engage the community.

The Emergency Home Repair Program was implemented. This program provides grants to help income-eligible households who are not able to make necessary repairs impacting the safety and habitability of their homes. 225
FY2024/25 Proposed Budget

DEPARTMENT EFFICIENCIES
Animal Care Services updated the adoption process to a completely online process, allowing adoptions to be finalized without the adopter having to be present at the shelter, and saving time with electronic applications online.

The Building Division implemented 100% online submittals for permitting to provide a more transparent tracking mechanism, enhance accuracy, and streamline processing; all sections transitioned to electronic codes in lieu of hard copy.

The Code Compliance Division restructured the Hearings Unit by adding a Program Specialist to lead the program and ensure its separation from enforcement. This ensures that all communication concerning Hearings and Appeals flows through an unbiased group. It also allows work to be redistributed and creates efficiencies within the process and has helped streamline the special assessment lien process.

The Planning Division transitioned from responding to public inquiries via email to utilizing Salesforce, which is a case-based software that can track staff responses, provide data on the nature of the inquiries, and measure employee performance and workload.

OBJECTIVES FOR FY2024/25
Amend the Planning and Development Code to implement the Missing Middle Housing and other land use policies of the newly adopted 2040 General Plan.

Recruit and retain staff for all sections of the shelter.

Provide a public kiosk and in-person assistance to navigate the website during the time counter services are open.

Implement an enhanced Rental Housing Inspection Program.

Propose an enhanced Tenant Protection Program while extending the December 2024 sunset date.

Implement a new code enforcement case management and reporting system that will be used by several departments.

REORGANIZATION
As part of the FY2024/25 Budget, 1.0 FTE position and associated budgets were moved from the Community Development Department to the City Managers Office. 226
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BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Administration Transfer a position (1.0 FTE - Administrative Analyst) from the Community Development
Department to the City Manager's Office. This
position handles public information coordination,
media inquiries, external/internal
communications, and will report to the Media
and Communications Manager.

General - (146,964) (1.00)
Administration Decrease funding for the credit card fees to eliminate City subsidies of merchant fees for
credit card payments and pass those costs onto users. General - (36,000) - Administration Decrease funding for the credit card fees to eliminate City subsidies of merchant fees for
credit card payments and pass those costs onto users. Measure U - (1,584) - Animal Care Increase funding for veterinary services at the City's Animal Shelter to provide life saving afterhours care.

Measure U - 665,960 -
Building Change funding source for information
technology development related resources from
General/Measure U Fund to Development
Services Fund. The technology surcharge fee
should fund the maintenance of current
information systems and implementation of
information system needs.

General - (612,317) -
Code Maintain one-time increase in the revenue
budget for Neighborhood Code Compliance.

General (715,950) - -
Code Maintain one-time increase in the revenue
budget for Business Compliance.

General (350,000) - -
Code Increase funding for heavy-duty towing services
associated with recreational vehicles and the
unhoused population.

Measure U - 400,000 -
Department-wide Reduce General/Measure U Fund services and supplies budget in the amount of $867,383 as
part of the citywide reduction plan.

General - (867,383) -
Planning Increase reimbursements in the Long Range
Planning Division to recognize staff charges to
projects related to the General Plan Update.

Measure U - (500,000) -
Planning Decrease annual funding for the Neighborhood
Development Action Team (NDAT, I22000100)
from $1.2 million to $600,000.

Measure U - (600,000) -
Planning Delete a position (1.0 FTE - Associate Planner) and add a position (1.0 FTE - Senior Planner)
for Long Range Planning. This position will
focus on affordable housing policies and
regulatory improvements to facilitate housing
development in the city to align with State
mandates.

Measure U (42,433) 42,433 -
Total Change $ (1,108,383) $ (1,655,855) (1.00)
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Department Budget Summary
Division Budget Summary
Staffing Levels
Change
Community Development FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 33,242,970 $ 35,273,739 $ 40,664,689 $ 40,664,689 $ 44,508,889 $ 3,844,200 Other Services and Supplies 9,469,149 10,903,029 11,230,945 10,800,834 12,467,545 1,666,711 City Property 374,110 240,908 181,641 181,641 181,641 - Multi-Year Operating Projects - - 4,231,430 3,826,300 7,888,400 4,062,100 Transfers 302,075 327,838 350,212 350,212 328,418 (21,794) Labor and Supply Offset (3,048,189) (3,519,826) (2,853,094) (2,853,094) (3,080,429) (227,335) Total $ 40,340,115 $ 43,225,689 $ 53,805,823 $ 52,970,582 $ 62,294,464 $ 9,323,882 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 29,508,143 $ 31,236,205 $ 35,449,868 $ 34,936,127 $ 37,554,964 $ 2,618,837 Development Services - 158,088 2,266,000 2,266,000 3,688,700 1,422,700 Landscaping and Lighting 137,294 206,913 255,000 255,000 262,600 7,600 Measure U 7,979,219 10,166,525 13,194,955 12,873,455 17,568,200 4,694,745 Special Program Donations - - 250,000 250,000 250,000 - Citywide Low Income Housing 2,790,748 1,804,605 2,390,000 2,390,000 2,970,000 580,000 Risk Mgmt (75,289) (346,647) - - - -
Total $ 40,340,115 $ 43,225,689 $ 53,805,823 $ 52,970,582 $ 62,294,464 $ 9,323,882 Change
Community Development FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration Division $ 2,360,484 $ 2,477,410 $ 3,364,919 $ 3,384,808 $ 3,775,737 $ 390,929 Animal Care Services Division 6,298,828 7,763,511 8,221,488 7,899,988 9,232,946 1,332,958 Building Division 14,596,172 14,918,893 18,319,334 17,979,334 19,225,167 1,245,833 Planning Division 6,717,548 6,959,083 11,661,581 11,511,581 15,317,482 3,805,901 Code Compliance Division 10,367,083 11,106,793 12,238,501 12,194,871 14,743,132 2,548,261 Total $ 40,340,115 $ 43,225,689 $ 53,805,823 $ 52,970,582 $ 62,294,464 $ 9,323,882 Change
Community Development FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration Division 16.00 18.00 20.00 19.00 19.00 - Animal Care Services Division 61.00 61.00 63.00 63.00 63.00 - Building Division 87.00 90.00 89.00 90.00 89.00 (1.00)
Planning Division 52.00 54.00 55.00 55.00 55.00 -
Code Compliance Division 92.00 92.00 92.00 92.00 92.00 - Total 308.00 315.00 319.00 319.00 318.00 (1.00)
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MEASURE U
The following chart summarizes the Departments Measure U programs.

PERFORMANCE MEASURES
Animal Care Services Division
The live release rate is a key measure of the Front Street Animal Shelter's success in achieving its mission of saving lives. The live release rate can be affected by a variety of factors including the health of animals upon intake, the number of animals received due to bite/abuse/neglect investigations, staffing levels, and volunteer/community involvement. With the surge in animal intake, we foresee challenges in achieving our live release rate target.

Building Division
Most inspections are completed on the day that they are scheduled. Development activity is increasing which will result in more inspections, especially as development resumes in North Natomas.

Most residential permits are minor in nature and may be approved in the online permitting platform. This measure is tracked nationally and offers a means of comparison with other agencies.

Funding Category Program Name FTE
FY2024/25
Proposed
Affordable Housing
MYOP Specific Plans - 600,000
Zero-Dollar Fee Program - 3,000,000
Operations Long Range 13.00 707,207
Zoning 6.00 764,532
Community Response
MYOP Fleet Acquisitions - 185,000
Operations Animal Care Administration 14.00 1,295,967
Animal Care/Shelter 34.00 4,835,870
Neighborhood Code Compliance 40.00 4,383,257
Miscellaneous
MYOP Commission Stipends - 3,500
Public Safety - Community Development
MYOP Fleet Acquisitions - 40,000
Operations Animal Enforcement/Field Services 15.00 1,977,867 Grand Total 122.00 $ 17,793,200
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Percent of animals that are adopted, transferred, sent to rescue, or returned to owner (live release rate) 85% 85% 87% 90% 90% FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Percent of development inspections performed on the day scheduled 99% 99% 98% 98% 96%
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Percentage of residential building permits issued within two days 80% 85% 85% 85% 85%
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Code Enforcement Division
Abandoned or inoperable vehicles are investigated by Neighborhood Code Compliance. When a Code Enforcement Officer confirms a vehicle violation, the vehicle is marked, and the registered owner of the vehicle has three days to remove the vehicle, or it may be towed.

Planning Division
The Planning Division tracks and reports on the time it takes to approve a staff hearing-level review. This review includes a technical analysis of the project to determine compliance with guidelines and standards, is noticed to the public, and is presented in a public hearing to the Zoning Administrator, Design Director, or Preservation Director.

FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Vehicle cases closed within 21 days 86% 52% 64% 75% 78% FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Percent of director-level planning files completed within 90 days 39% 19% 50% 82% 80%
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15 SECTION - 15
Community Response
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FY2024/25 Proposed Budget
Community Response
The mission of the Department of Community Response is to serve as an alternative response that connects individuals in crisis with appropriate services and treatment options.

On July 1, 2020, the City Council directed the City Manager to develop an alternative response model for 911 calls that do not require traditional emergency services. This Office was originally created as a Division in the City Managers Office. The Division became the standalone Department of Community Response (DCR) effective July 1, 2021.

DCR deploys social workers and outreach specialists who are trained to resolve certain crises such as behavioral health, homelessness, youth and family disturbances, school response, and substance use issues. The goal of DCR is to divert entry into jails and emergency departments by connecting individuals with appropriate services and treatment options to better resolve such crises.

To facilitate the shift toward this alternative response model, DCR is comprised of the following three offices:

Office of Community Outreach: Responsible for responding to calls for service by deploying teams of social workers and outreach specialists who will use evidencebased practices such as cultural competency, motivational interviewing, and strengths-based approaches that are not typically found within traditional emergency response models.

Office of Homeless Services: Responsible for the Citys response to homelessness, which includes coordinating with various Federal, State, local, nonprofit, and faith-based entities to end homelessness and administering millions in contracts to fund emergency shelter, wraparound services, and housing projects.

Office of the Director: Responsible for the strategic planning, fiscal, human resources, and administrative management of the Department. 233
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PROGRAMS/SERVICE HIGHLIGHTS
DCR opened the Roseville Road Shelter and Service Campus at 3900 Roseville Road in North Sacramento. The new campus features 60 Pallet sleeping cabins built by Pallet LLC and 40 trailers, most of which were provided by the State during the pandemic. The Roseville Road Campus is operational 24/7 with a capacity of up to 240 guests. The site includes permanent, plumbed restrooms and showers for clients to use. The campus also includes a central building for clients to gather for meals, activities, or during inclement weather, and other buildings with office space for service providers including behavioral health specialists coordinated through the Citys partnership with the County of Sacramento. In the first two months of operation, 166 people were sheltered at the Campus and six individuals were moved into permanent housing.

In collaboration with the Police Department, the Fire Department, the Community Development Department, the Youth, Parks, and Community Enrichment Department, and other contracted providers, the Office of Community Outreach (OCO) established the Incident Management Team (IMT). The IMT responds with a collaborative approach to address City code violations, while also connecting unhoused community members to services and access to shelter. In calendar year 2023, the IMT responded to and closed nearly 31,000 calls.

In calendar year 2023, the OCO responded to over 47,000 calls for service regarding community members experiencing homelessness in partnership with its contracted outreach provider Hope Cooperative, the Sacramento County Homeless Engagement and Response Team, and the Incident Management Team. These calls for service included nearly 16,000 calls for trash removal which resulted in over 10,000,000 pounds of garbage being removed from encampments. Additionally, these teams have enrolled nearly 2,500 people into the Homeless Management Information System (HMIS) and provided 2,447 people with a variety of services.

The Office of Homeless Services (OHS) conducted Requests for Proposals for Women and Family Shelter Programs, Youth Shelter and Rehousing Services, and the City Motel Shelter Program. OHS entered into agreements with two Women and Family Shelters, four Youth Shelters, and six Motels for shelter.

In calendar year 2023 City funded shelters provided shelter to 4,380 individuals, including 1,044 children. During calendar year 2023, 3,090 individuals exited Cityfunded shelters, including 605 (20%) who exited to permanent housing and 662 (21%) who exited to positive temporary housing.

DEPARTMENT EFFICIENCIES
The Office of Director (OOD) continued to work on strategic planning, management of fiscal/budget, and HR solutions. OOD has refined DCR recruitment, selection, and hiring processes to support all programs and operations. In FY2022/23, DCR 234
FY2024/25 Proposed Budget
successfully recruited and hired nine Neighborhood Resources Coordinators (NRCs), two Administrative Analysts, an Administrative Assistant, an Administrative Technician, and an Accountant Auditor.

OCO has focused on creating data driven responses to calls for services involving unhoused community members. Working in collaboration with the Information Technology Department and Sacramento Steps Forward (Coordinated Access System), OCO continued to implement various tools to decrease response times and concentrated resources in the Citys most impacted neighborhoods.

Developed the Weekly IMT Data Report. This report visualizes the impact the Incident Management Team has had since inception in September 2023. The Weekly IMT Data Report was prepared for Council and published by the Sacramento City Express for public consumption.

Monitored non-profit partners to ensure City funds were not only spent appropriately but also produced a positive impact on the community. OCO relied on weekly reports on availability and services provided to hold partners accountable.

OHS staff utilized the HMIS to track the performance outcomes of over 20 agreements for City-funded shelters and service programs on a monthly basis and monitored the contracted performance goals of each agreement.

OBJECTIVES FOR FY2024/25
Collaborate with local partners including the County of Sacramento, Sacramento Steps Forward, the Sacramento Continuum of Care, and the Sacramento Housing and Redevelopment Agency, to execute All In Sacramento, Sacramentos Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness.

Develop possible solutions to address funding issues. Continue to apply for all grant funding available (i.e., Homeless Housing, Assistance and Prevention (HHAP) and Encampment Resolution Funding (ERF)). Create and find efficiencies in the current service delivery model, and/or shift to a different delivery model.

Partnering with the Information Technology Department and Sacramento 311, DCR will be the first test department for Salesforce 360. This approach will allow community members to report several issues within a single 311 call, reducing the need for constituents to submit several 311 calls related to one location, and reduces the chance of a 311 call being incorrectly categorized.

OCO aims to continue the development of 311 dashboards and heatmaps to provide transparency for officials and community members. The Department will partner with the Information Technology Department and GIS staff to develop a 235
FY2024/25 Proposed Budget
public facing dashboard and heatmap for public consumption, which contains only de-identified data.

Hire all funded Neighborhood Resource Coordinator positions and move toward increased coverage and diversity of response. OCO, when fully hired, will be able to staff the IMT as well as establish more in-depth social service focused response teams. These teams include staffing the Street Overdose Response Team (SORT) in partnership with the Fire Department, as well as establishment of case-carrying work focused on rehousing and resource connection.

BUDGET AND POSITION CHANGES
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Office of the Director Delete a position (1.0 FTE - Senior Accountant Auditor) and add a new position (1.0 FTE -
Accountant Auditor) to align with department
current structure.

Measure U - (4,971) -
Office of Community Outreach Delete a position (1.0 FTE - Staff Aide) and add a new position (1.0 FTE - Program Specialist) to
help the implementation of Incident Management
Team and to address the growing issue of
homelessness.

Measure U - (10,372) -
Office of Community Outreach Delete a position (1.0 FTE - Program Coordinator in the Office of Director ) and add a
new position (1.0 FTE - Senior Staff Assistant in
Office of Community Outreach) to address the
needs of Notice and Demand required by
Measure O.

Measure U - 15,343 -
Total Change $ - $ - -
Change
Community Response FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 2,624,706 $ 3,244,449 $ 4,372,476 $ 4,372,476 $ 4,857,915 $ 485,439 Other Services and Supplies 325,166 464,484 693,409 693,409 682,583 (10,826) City Property 88,985 11,346 390,856 390,856 322,790 (68,066) Multi-Year Operating Projects 26,120 - 12,456,279 12,456,279 11,413,712 (1,042,567) Labor and Supply Offset (87,602) - - - - -
Total $ 2,977,374 $ 3,720,279 $ 17,913,020 $ 17,913,020 $ 17,277,000 $ (636,020) Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Measure U $ 2,977,374 $ 3,720,279 $ 17,913,020 $ 17,913,020 $ 17,277,000 $ (636,020) Total $ 2,977,374 $ 3,720,279 $ 17,913,020 $ 17,913,020 $ 17,277,000 $ (636,020) 23000
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Division Budget Summary
Staffing Levels

MEASURE U
The following chart summarizes the Departments Measure U programs.

PERFORMANCE MEASURES
Community Response
[1] Refers to the total number of 311 calls responded to and closed by DCR staff, in coordination with the Police Departments IMPACT team, Park Rangers, Hope Cooperative, and Forensiclean. Calls include the following service types: Homeless Encampment Trash, Homeless Encampment Concern, Homeless Encampment 500 Feet from School, Homeless Encampment Blocking Sidewalk, and Unhoused Self-Referral.
[2] Count of unique client services were provided to, in partnership with Sacramento County, Hope Cooperative, and Community Health Works.
[3] Count of individuals enrolled into DCR Partnerships Program or the City of Sacramento Sacramento County Collaboration program within the Homeless Management Information System. [4] Rapid Placements are placements directly into the Roseville Road Campus (formerly Miller Park until January 2024) and the Outreach and Engagement Center, via DCR Staff and contractors.

Change
Community Response FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of Director $ 813,820 $ 1,128,301 $ 1,079,314 $ 1,079,314 $ 1,051,342 $ (27,972) Office of Community Outreach Division 1,391,639 1,823,302 12,675,912 12,675,912 5,974,092 (6,701,820) Office of Homeless Services Division 511,267 768,676 4,157,794 4,157,794 10,251,566 6,093,772 Office of Violence Prevention Division 260,647 - - - - - Total $ 2,977,374 $ 3,720,279 $ 17,913,020 $ 17,913,020 $ 17,277,000 $ (636,020) Change
Community Response FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of Director 8.00 8.00 7.00 7.00 6.00 (1.00)
Office of Community Outreach Division 24.00 24.00 24.00 24.00 25.00 1.00 Office of Homeless Services Division 6.00 6.00 6.00 6.00 6.00 - Office of Violence Prevention Division 2.00 - - - - -
Total 40.00 38.00 37.00 37.00 37.00 -
Funding Category Program Name FTE
FY2024/25
Proposed
Community Response
MYOP Community Outreach - 9,267,712
Operations Office of Community Outreach 25.00 3,828,092 Office of Director 6.00 1,051,342
Homelessness
MYOP Homeless Housing Initiative - 2,146,000
Operations Office of Homeless Services 6.00 983,854
Grand Total 37.00 $ 17,277,000
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
311 Calls Responded To [1] n/a 20,768 28,397 64,000 67,000 Unique Clients Services Provided [2] n/a n/a n/a 4,600 5,000 HMIS Enrollments [3] n/a n/a 397 4,500 5,000
Rapid Placements [4] n/a n/a 621 975 1,000
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16 SECTION - 16
Convention and Cultural Services
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FY2024/25 Proposed Budget
Convention and Cultural Services
The mission of the Convention and Cultural Services Department is to promote and preserve our unique culture and heritage by delivering accessible arts, leisure, and educational experiences to enrich people's lives and enhance the metropolitan area.

The Convention and Cultural Services Department (CCS) provides exceptional cultural, artistic, and leisure opportunities that enrich the quality of life and contribute to a vibrant metropolitan region. As key contributors to the regions quality of life, our Sacramento Treasures serve both residents and visitors. Significant economic impact can be attributed directly to the numerous educational, cultural, and recreational events offered. These experiences are provided by our divisions and nonprofit partners. The Department includes the following operations and programs/services:

CCS Administration: Provides overall Department policy, oversees financial transactions, and assists divisions with
human resources functions.

Crocker Art Museum: The Crocker Art Museum brings people together and connects them in unexpected ways with art,
ideas, each other, and the world around them. The
Museum features the worlds foremost display of
California art and is renowned for its holdings of
master drawings. Other major collection areas
include international ceramics, European
paintings, and Asian, African, and Oceanic art.

The Museum serves as the primary regional
resource for the study and appreciation of fine art
and offers a diverse spectrum of exhibitions,
events, and programs to augment its collections,
including films, concerts, studio classes, lectures,
childrens activities, and more.
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FY2024/25 Proposed Budget
Entertainment Services: The Entertainment Services Division is a new division that will consolidate all entertainmentrelated permitting (film, special events, and entertainment permits) into a single division. In
doing so, the City will create a single point of entry
for these services and increase staffing and
capacity to support those activities within the City
of Sacramento.

Fairytale Town: At Fairytale Town, children and families enjoy a magical, safe place to imagine, play, and learn.

This nonprofit storybook park and education
center promotes the imagination, creativity, and
education of children. More than 250,000 visitors
laugh and learn in a typical year at the main park
while at-risk youth benefit from hands-on
exploration at the Sacramento Adventure
Playground located in South Sacramento.

History: The Center for Sacramento History (CSH) is the official repository and research center for City and
County historical collections. The Center collects,
organizes, and preserves the regions vast cultural
heritage, and makes it available to the public,
academics, students, genealogists, filmmakers,
and more. The division also serves as the
administrator for the Old Sacramento Riverfront
Historic District, which is the Citys largest tourist
attraction. The Centers collections are displayed
in exhibitions created by Center staff at the
Sacramento History Museum and City Hall.

Museum of Science and
Curiosity:

The SMUD Museum of Science and Curiosity
(MOSAC) is a premier institution for informal
science education for people of all ages in
Sacramento and the Northern California Region.

The Museum piques curiosity and sparks
imagination with hands-on interactive exhibits and
programming that explore the wonders of science,
technology, engineering, the arts, and math. The
new state-of-the-art exhibits address vital global
issues presented through a local lens, with topics
relating to sustainability/energy, water, nature,
space, design engineering, and early learning.

The entertaining science demonstrations bring
science to life with live presenters. The digital
dome theater screens films and other digital
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FY2024/25 Proposed Budget
content, and hosts live star shows created by our
planetarium staff. The museum and its everchanging programming will continually bring new experiences and ideas to the Sacramento region.

Office of Arts and Culture: The City of Sacramentos Office of Arts and Culture is the Citys chief point of interface with the creative community. Together with other city and
civic partners, the Office of Arts and Culture is
working toward development of a vibrant and just
creative economy in Sacramento. Creative Edge:

Sacramentos Arts, Culture and Creative
Economy Plan is its guiding policy framework. The
Office of Arts and Culture is responsible for
creative economy grantmaking and educational
programming as well as the Citys Art in Public
Places program and Sacramento Film and Media.

The Office of Arts and Culture serves as a source
of information on the state and impact of the
creative economy.

Sacramento History
Museum:

The Sacramento History Museum is dedicated to
sharing and making accessible, Sacramentos rich
and diverse history. The Museum explores the
stories of the areas first inhabitants, from the
native peoples who originally lived here, to the
thousands of immigrants who came from around
the world to seek their fortune in Californias gold
fields, creating the indomitable city. With
engaging educational programs serving
thousands of students each year, public
programming and tours of The Old Sacramento
Waterfront District, innovative social media, and
immersive exhibits, the Museum brings
Sacramentos people and history to life for over
50,000 visitors each year.

Sacramento Zoo: The Sacramento Zoo is one of the region's top attractions, with an annual attendance of more
than 500,000. The Zoo's collection consists of
more than 400 animals, diverse botanical life, and
several specialized gardens.

SAFE Credit Union
Convention and
Performing Arts District:

Located in the heart of downtown, the SAFE Credit
Union Convention and Performing Arts District
includes the SAFE Credit Union Convention
Center, SAFE Credit Union Performing Arts
243
FY2024/25 Proposed Budget
Center, and Memorial Auditorium. This district is
the venue for a variety of events including major
conventions, trade shows, sporting events,
seminars, performing arts, concerts, comedy,
commencements, weddings, and galas.

PROGRAMS/SERVICE HIGHLIGHTS
The SAFE Credit Union Convention Center, SAFE Credit Union Performing Arts Center, and Memorial Auditorium collectively hosted 402 events, served 690,200 attendees, and contributed over $160 million in economic impact to the Sacramento Region. SodexoLive!, our exclusive in-house food and beverage provider, donated over 17,000 meals to the Works of Mercy Homeless Outreach program, which is distributed throughout the Sacramento region.

The Center for Sacramento History received the Leadership in History Award of Excellence from the American Association for State and Local History for its short film series Unlocking the Past: A History of Prejudice and Racism in Sacramento. Kids Collect, a temporary exhibition that was a partnership between the Center for Sacramento History, the Office of Arts and Culture, and American Legion High School, was installed in City Hall. A partnership with the nonprofit Sol Collective yielded a Dia de los Muertos (Day of the Dead) celebration in Old Sacramento, and a partnership with the Sacramento County Office of Education served 226 students through the National History Day competition. The annual Archives Crawl invited over 300 attendees to engage with exhibitions of original historical resources.

The Office of Arts and Culture (OAC) continued its movement to advance the goals of the Creative Edge Plan. OAC awarded $5,017,000 in grants through the American Rescue Plan Act (ARPA) Arts and Culture Nonprofit Recovery Program and the 2023-2024 California Arts Council Capital Region Creative Corps Program. OAC employed Capitol Region Creative Corps artists to work within five different City of Sacramento agencies, building communications and outreach campaigns concerning critical civic issues. Work continued on the Del Rio Trail artist and wayfinding installations, Florin Community Beautification Project artwork, and Hanami Line artwork design and fabrication. Sacramento Film + Media continued its successful film grant program, partnered on the NorCal Film Expo, and secured a major motion picture that yielded approximately $900,000 in hotel expenditures, 172 local hires, and $5.3 million in local spending.

The Citys nonprofit partners collectively welcomed hundreds of thousands of visitors, supported school outreach and out of school programs for thousands of youth, and developed new programs, exhibits, and activities to make programming more accessible and reflective of the Citys rich diversity of residents.

The Crocker Art Museum served over 187,000 people in FY2022/23. 244
FY2024/25 Proposed Budget
Fairytale Town welcomed over 200,000 visitors, carried out 85 classroom visits with live animals, hosted 460 birthday parties, and entertained 1,500 summer camp participants.

SMUD Museum of Science and Curiosity served more than 160,000 visitors and 24,000 school students, opened a new Design Lab with maker workshops for 5th to 8th graders, and created new engineering design challenges.

Sacramento History Museum engaged in collaborative partnerships with local cultural groups to develop two relevant community-driven museum exhibits that reflect the diversity of the Sacramento region. They also improved accessibility to the Blind and sight-impaired communities with tactile/audio components and exclusive tours.

DEPARTMENT EFFICIENCIES
CCS Administration was restructured to provide better services to its sister divisions. Financial management and procurement functions were centralized to achieve greater departmental efficiency and effectiveness, while an examination of HR processes and workflows was conducted to ensure compliance with Citywide HR policies. Office of Arts and Culture continued to create more uniform approaches to grant and public art commission processes, such as evaluation rubrics, application advising, and panel review processes. An internal marketing and communications working group has been developed to streamline and support marketing and communications efforts. An annual retreat was conducted, and efforts to document and map administrative, financial, and programmatic processes have begun.

With just two planetarium staff, SMUD Museum of Science and Curiosity (MOSAC) created all new school planetarium live presenter content, customizing shows to grade levels, aligning closely with NGSS curriculum standards. School bookings increased as a result. An evening Pink Floyd experience (a journey through the history of the space program) was added for eight months without increasing headcount. School attendance grew by more than 70% without increasing headcount.

The Sacramento History Museum added a dedicated outreach coordinator to bring programs to the schools that cannot otherwise provide field trips for their students.

A new water bottle refill station was added inside the History Museum which eliminates the need for plastic bottled water for guests.

OBJECTIVES FOR FY2024/25
Complete the move of a portion of Crocker Art Museum and Center for Sacramento History collections to a new, more secure, shared use and climate-controlled facility. The new space will give both the Crocker and the Center storage space that is desperately needed for their collections.
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FY2024/25 Proposed Budget
Continue to promote the SAFE Credit Union Convention and Performing Arts District, particularly the Memorial Auditorium and Performing Arts Center, by exploring new business strategies and community partnerships that expand facility usage and contribute to neighborhood vibrancy.

Continue to advance the goals of the Creative Edge: Arts, Culture, and Creative Economy Plan, implementing American Rescue Plan Act support for the Creative Economy, including projects and initiatives focused on individuals, arts journalism, creative businesses, and youth workforce development. Major projects will continue through Art in Public Places, as will film funding and incentive programs through Sacramento Film + Media.

Establish a new strategic plan for the Center for Sacramento History and develop a new partnership with the Sacramento History Alliance and shared vision for the Sacramento History Museum.

Work with our nonprofit partners to advance the Citys broader race and cultural equity objectives, streamline their engagement with City offices, and further shared goals.

Establish a new division that will consolidate permitting functions for entertainmentrelated activity.

BUDGET AND POSITION CHANGES
Division Description Fund Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
History Increase revenue budget for History Division
based on FY24 projections and previous years
collections.

General (63,881) - -
History Increase various fees based on CPI:

Editorial Use - Electronic/Film
Editorial Use - Non-profit non-electronic
Non-Editorial Use - Merchandise (Commercial
Rate)
Non-Editorial Use - Merchandise (Non-profit
Rate)
General (5,100) - -
History Decrease funding to the Sacramento History
Alliance based upon City's discretionary
authority to adjust operating support provided
by the terms of the agreement.

Measure U - (87,000) -
Museum of Science and
Curiosity
Decrease funding to the SMUD Museum of
Science and Curiosity (MOSAC) based upon
City's discretionary authority to adjust operating
support provided by the terms of the agreement.

Measure U - (87,000) -
Entertainment Services
Division
Create Entertainment Services Division and add
6 positions (1.0 FTE Program Manager, 1.0
FTE Program Specialist, 1.0 FTE Administrative
Analyst, and 3.0 FTE Administrative
Technician). This division would be the
consolidation of the business functions for film,
special events and entertainment licenses to
help reduce inefficiency and confusion for the
public.

Measure U - 836,940 6.00
246
FY2024/25 Proposed Budget
BUDGET AND POSITION CHANGES (continued)
Department Budget Summary
Division Description Fund Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
CCS Administration Delete 1 position (1.0 FTE Administrative Officer) and add 1 new position (1.0 FTE
Contracts and Compliance Specialist). This is to
help align and centralize our fiscal operations
based on the needs for the department.

Community
Center
- (4,734) -
CCS Administration Delete 1 position (1.0 FTE Administrative Analyst) and add 1 new position (0.5 FTE
Administrative Analyst). This is to resolve
discrepancy between Budget and HR systems
regarding allocated FTE.

Community
Center
- (63,545) (0.50)
History Decrease funding for the credit card fees to
eliminate City subsidies of merchant fees for
credit card payments and pass those costs onto users. Measure U - (1,000) - SAFE Credit Union
Convention and Performance
Arts District
Decrease funding for the credit card fees to
eliminate City subsidies of merchant fees for
credit card payments and pass those costs onto users. Community Center
- (3,500) -
Various Shift of eligible costs for visitor-serving facilities to the Community Center Fund. The shifting of
funds allows for CCS to add the new
Entertainment Services Division.

Measure U - (1,412,829) -
Various Shift of eligible costs for visitor-serving facilities to the Community Center Fund.

Community
Center
- 1,412,829 -
Total Change $ (68,981) $ 590,161 5.50
Change
Convention and Cultural Services FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 8,861,654 $ 9,345,950 $ 12,366,019 $ 12,366,019 $ 14,475,003 $ 2,108,984 Other Services and Supplies 8,565,482 10,379,483 10,326,535 10,333,535 11,433,769 1,100,234 City Property 25,523 77,455 63,000 63,000 69,000 6,000
Multi-Year Operating Projects - - 1,614,000 1,614,000 678,000 (936,000) Transfers (157,728) (56,278) - - - -
Labor and Supply Offset 1,426,226 1,633,936 1,476,355 1,476,355 1,933,084 456,729 Operating Transfers 2,593,005 3,070,274 2,017,300 2,017,300 2,162,500 145,200 Total $ 21,314,164 $ 24,450,820 $ 27,863,209 $ 27,870,209 $ 30,751,356 $ 2,881,147 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 8,155,625 $ (4,799,908) $ 727,827 $ 734,827 $ 796,808 $ 61,981 Innovation and Growth - - 1,000,000 1,000,000 - (1,000,000) Old Sacto Maint Dist 67,190 67,220 66,715 66,715 66,719 4 Measure U 3,951,867 3,653,275 4,833,191 4,833,191 4,167,726 (665,465) Old Sac Market 63,749 85,219 104,000 104,000 104,000 -
H Street Theater 9,856 65,855 45,000 45,000 45,000 -
Zoo 101,271 84,865 50,000 50,000 50,000 -
Fairytale Town 103,383 84,865 50,000 50,000 50,000 -
Winchester G & Mary Alice Felt 33,704 85,000 110,270 110,270 85,000 (25,270) Community Center 8,827,520 25,124,428 20,876,206 20,876,206 25,386,103 4,509,897 Total $ 21,314,164 $ 24,450,820 $ 27,863,209 $ 27,870,209 $ 30,751,356 $ 2,881,147 247
FY2024/25 Proposed Budget
Division Budget Summary
Staffing Levels

MEASURE U
The following chart summarizes the Departments Measure U programs:

Change
Convention and Cultural Services FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CCS Administration Division $ 2,112,507 $ 2,109,695 $ 1,792,721 $ 1,792,721 $ 2,206,286 $ 413,565 SAFE CU Conv. & Perf. Arts Dist. Division 12,899,148 15,998,198 18,034,613 18,034,613 20,566,413 2,531,800 Crocker Art Museum Division 2,210,358 2,298,352 2,367,211 2,367,211 2,416,567 49,356 Fairytale Town Division 124,301 99,793 62,245 62,245 62,245 - History Division 2,238,544 2,570,895 2,646,983 2,646,983 2,665,977 18,994 Sacramento Office of Arts and Culture Division 681,938 714,050 2,333,138 2,340,138 1,250,675 (1,089,463) Powerhouse Science Center Division 238,337 145,337 145,337 145,337 58,337 (87,000) Sacramento History Museum Division 260,933 143,595 143,528 143,528 143,528 - Sacramento Zoo Division 548,096 370,906 337,433 337,433 356,393 18,960 Entertainment Services Division - - - - 1,024,935 1,024,935 Total $ 21,314,164 $ 24,450,820 $ 27,863,209 $ 27,870,209 $ 30,751,356 $ 2,881,147 Change
Convention and Cultural Services FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CCS Administration Division 8.00 8.00 8.00 8.00 9.50 1.50 SAFE CU Conv. & Perf. Arts Dist. Division 89.30 90.05 86.05 86.05 84.05 (2.00) Crocker Art Museum Division 6.00 5.00 5.00 5.00 5.00 -
History Division 8.20 8.95 8.95 8.95 8.95 -
Sacramento Office of Arts and Culture Division 9.00 9.00 9.00 9.00 8.00 (1.00) Sacramento Zoo Division 3.00 2.00 2.00 2.00 2.00 -
Entertainment Services Division - - - - 7.00 7.00
Total 123.50 123.00 119.00 119.00 124.50 5.50
Funding Category Program Name FTE
FY2024/25
Proposed
Arts/Creative Edge
MYOP Cultural Arts Awards - 614,000
Operations Art in Public Places 3.00 - Arts Education and Outreach 1.00 114,686 Creative Economy and Grants 2.00 218,487
Crocker Art Museum 5.00 - Entertainment Services Division 7.00 1,017,935 History 8.95 1,552,294
Office of Arts and Culture - Admin 2.00 303,502
Community Investment
Operations Sacramento History Museum - 127,267
Youth
Operations Fairytale Town - 12,245
Sacramento Zoo 2.00 207,310
Grand Total 30.95 $ 4,167,726
248
FY2024/25 Proposed Budget

PERFORMANCE MEASURES
Convention Center Complex Division
The SAFE Credit Union Convention and Performing Arts District provides both ticketed and non-ticketed events to the public. It is home to local arts groups Broadway Sacramento, Sacramento Ballet, Sacramento Choral Society and Orchestra, Sacramento Philharmonic and Opera and Sacramento Speaker Series. The Performing Arts Center has played host to touring shows such as Wicked, Frozen and Hadestown; concerts such as Bonnie Raitt and John Mellencamp; comedians such as David Spade, Fortune Feimster, and Brett Goldstein; and speakers such as Malala Yousafzi and Dr. Anthony Fauci.

The SAFE Credit Union Convention Center has followed industry best practices in securing contracts with in-house service providers.

Currently, the City has contracts with SodexoLive! as the exclusive food and beverage services provider, Encore as the preferred audio-visual services provider and exclusive rigging services provider and Smart City Networks as the exclusive telecommunications services provider.

Crocker Art Museum Division
The Crocker Art Museum serves as the primary regional resource for the study and appreciation of fine art and offers a diverse spectrum of exhibitions, events, and programs to augment its collections, including films, concerts, studio classes, lectures, childrens activities, and more. Attendance figures reflect the exhibition and programmatic schedule. The decrease in attendance and membership figures in FY21 are a direct reflection of the museum being closed to the public because of COVID-19.

Center for Sacramento History Division
The Center for Sacramento History (CSH) holds original, historical public records from the City and County. These records are an essential resource for accurate information about the Sacramento regions past and play a key role in reflecting the development of our city and our legal system. We provide access to these records in-person and virtually to the public and researchers of all types, including students, genealogists, and historians. They use these records for their own personal research, for academic study, for environmental and preservation purposes, to publish books and papers, and to produce films and television series. Over the last 10 years, we have dramatically increased access to our collections by placing collection guides and digitized material on the Online Archive of California and Archive.org, both national databases that have opened us to an ever-growing audience. By providing prompt and accurate research and response, CSH has facilitated the use of Sacramento film and photographic collections in both mainstream and independent films shown on HBO, CNN, NBC, Netflix, and local news agencies, serving to raise the profile of our city nationally and internationally. CSH responds to research requests virtually, and in-person research. Thanks to the increase in CSH materials and collection guides available online, our public usage continues to increase.

The Center for Sacramento Historys inventory consists of the following types of catalogued items: artifacts; photographs; government, business, and organizational records; personal and family manuscripts; audio, film, and video; and digital objects. These all tell the story of the Sacramento region. Each year we increase the amount of collection material available online. Following the reopening of the Center as the pandemic eases, we are able to utilize the work of students and volunteers again to digitize at a more consistent rate. Now, thanks to a grant from the County, we are able to digitize our extensive television film collection in house with new digitization equipment and students to complete the work.

FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Total events and performances 0 174 398 402 420
Number of tickets sold 0 119,624 129,766 120,590 123,760 FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Total revenue of in-house vendors $0 $8,218,022 $15,320,150 $15,369,600 $16,681,100 FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Attendance 25,000 147,256 187,324 187,000 200,000
Membership 8,500 12,380 12,253 12,250 12,800
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Number of Researcher Interactions (In Person, Online, By Phone) N/A N/A 665 700 725
Number of Users Accessing Online Records 40,000 147,962 207,398 218,000 220,000 FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Number of items listed in collection's databases 134,000 130,377 132,515 134,000 137,000 249
FY2024/25 Proposed Budget
Office of Arts and Culture Division
Public Art Program
The Art in Public Places program is funded through an ordinance that requires at least two percent of eligible City and County capital improvement project budgets be set aside for public art. Several of the objects in the City and County public art collection have been recognized nationally. The number of projects in progress may vary significantly year-to-year based on funding for new construction.

Project timelines are generally multi-year and undergo an extensive public process of artist selection, community input, and oversight by Arts Commission staff. Gallery exhibitions are also produced as part of the program. The City and County public art collection includes more than 675 objects. Public artworks that are maintained or conserved year-to-year may vary due to funding and/or project complexity.

Any Given Child Program
A program developed by the John F. Kennedy Center for Performing Arts, Any Given Child, provides equitable access to arts education experiences for K-8 students during the school day. Services offered under the program include in-class arts residencies, school assemblies delivered by local arts organizations, and professional development workshops for teachers, school administrators, and artists. The structure of the fees-for-service menu distributed to participating school districts changed. Districts now purchase a specific number of Teaching Artist Residencies, Arts Exposure Events (assemblies), and seats at Professional Development workshops, to be used throughout the year.

Cultural Arts Awards (CAA) Program
The Cultural Arts Awards (CAA) grants program offers general operating support for nonprofit arts and cultural organizations. The CAA grant is funded by both the County and City of Sacramento. Data on in-person attendance, digital attendance, total expenditures and total paid positions comes from SMU Data Arts through the Cultural Data Project profile that organizations complete annually.

There is a lag in reporting, which is why for some years data is not yet available.

FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Number of exhibitions produced 10 4 4 4 4
Number of artworks conserved, maintained, or repaired 15 10 10 10 10 Number of public art projects completed (installed) 10 21 2 20 5 Number of permanent public art projects in progress 30 21 21 10 10 Special events, workshops, lectures (New for FY20) 3 15 10 5 5 FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Number of arts education school assemblies organized 75 14 50 100 125 Number of participants reached through above events 18,000 4,250 17,500 25,000 32,000 Number of professional development events for artists and classroom teachers 12 4 6 8 10
Number of artists and classroom teachers served in
professional development 314 83 61 200 240
Number of students served in six- or 10-week residences 750 1,200 3,710 4,000 4,000 FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Number of Cultural Arts Award (CAA) grantees 0 69 64 64 70 CAA grant allocation 0 $950,000 $902,164 $902,164 $950,000 In Person Attendance 616,938 1,104,523
Not yet
available
Not yet
available
Not yet
available
Digital Attendance 662,704 658,226
Not yet
available
Not yet
available
Not yet
available
Total Expenditures $70,095,306 $95,450,099
Not yet
available
Not yet
available
Not yet
available
Total Paid Positions (FT, PT, Independent Contractors) 1,767 2,671 Not yet
available
Not yet
available
Not yet
available
250
FY2024/25 Proposed Budget
Film and Media
Sacramento Film + Media became part of the City of Sacramento's Office of Arts and Culture in 2019. It carries out film permitting, promotes the City as a filmmaking destination, and serves as a general resource for, and a driver of, film and media industry development in the City of Sacramento. Sacramento Film + Media measures its progress through the number of film permits, hotel nights and extended stays, local hires and film production spend in the City.

FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Number of Permits Issued 70 82 73 90 100
Number of Film Days 175 176 159 275 350
Total Amount of Production Company Spending in
Sacramento $1,750,000 $2,735,645 $2,005,342 $8,500,000 $2,750,000 Number of Local Hires 400 729 411 1,800 800
Number of Hotel Nights 400 637 836 5,500 800
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17 SECTION - 17
Finance
252
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of Contents
253
Finance
The mission of the Finance Department is to educate, inform, and provide excellent internal and external customer service with integrity, efficiency, and quality.

Finance Department
254

PROGRAMS/SERVICE HIGHLIGHTS

DEPARTMENT EFFICIENCIES
255
OBJECTIVES FOR FY2024/25
256

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
257
BUDGET AND POSITION CHANGES (continued)
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ (439,890) $ (82,350) (0.90)
Change
Finance FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 11,804,250 $ 12,614,592 $ 14,237,058 $ 14,237,057 $ 17,924,330 $ 3,687,273 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended 258
Department Budget Summary (continued)
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 11,804,250 $ 12,614,592 $ 14,237,058 $ 14,237,057 $ 17,924,330 $ 3,687,273 259
Division Budget Summary
Staffing Levels

PERFORMANCE MEASURES
Accounting Division
Finance Administration Division
Change
Finance FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 11,804,250 $ 12,614,592 $ 14,237,058 $ 14,237,057 $ 17,924,330 $ 3,687,273 Change
Finance FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 92.00 93.90 94.90 94.90 94.00 (0.90)
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
260
Procurement Division
Revenue Division
FY21 FY22 FY23 FY24 FY25
FY21 FY22 FY23 FY24 FY25
Estimate
261
262
18 SECTION - 18
Fire
263
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of Contents
264
Fire
Committed to excellence in enhancing and protecting life, property, and the environment.

Fire Department
265

PROGRAMS/SERVICE HIGHLIGHTS

DEPARTMENT EFFICIENCIES
266
OBJECTIVES FOR FY2024/25

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $(18,722,370) $ 9,750,000 -
267
Department Budget Summary
Division Budget Summary
Staffing Levels

MEASURE U
Change
Fire FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 130,624,118 $ 189,035,960 $ 191,919,377 $ 190,804,877 $ 219,809,015 $ 29,004,138 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 130,624,118 $ 189,035,960 $ 191,919,377 $ 190,804,877 $ 219,809,015 $ 29,004,138 Change
Fire FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 130,624,118 $ 189,035,960 $ 191,919,377 $ 190,804,877 $ 219,809,015 $ 29,004,138 Change
Fire FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 717.50 729.50 760.50 760.50 760.50 -
Funding Category Program Name FTE
FY2024/25
Proposed
Public Safety - Fire
Grand Total 18.00 $ 10,330,271
268

PERFORMANCE MEASURES
Emergency Operations Division
Fire Administration Division
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Estimate
FY21 FY22 FY23 FY24 FY25
FY21 FY22 FY23 FY24 FY25
269
19 SECTION - 19
Human Resources
270
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271
Human Resources
The Department of Human Resources delivers programs and services to customers which result in a positive experience.

Department of Human Resources (HR)
272

PROGRAMS/SERVICE HIGHLIGHTS

DEPARTMENT EFFICIENCIES
273
OBJECTIVES FOR FY2024/25

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset Adjustment
Expenditure
Change
FTE
Change
Total Change $ (195,000) $ 303,203 -
274
Department Budget Summary
Division Budget Summary
Staffing Levels
Change
Human Resources FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 60,627,813 $ 78,420,453 $ 66,465,380 $ 66,827,820 $ 77,050,116 $ 10,222,296 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 60,627,813 $ 78,420,453 $ 66,465,380 $ 66,827,820 $ 77,050,116 $ 10,222,296 Change
Human Resources FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 60,627,813 $ 78,420,453 $ 66,465,380 $ 66,827,820 $ 77,050,116 $ 10,222,296 Change
Human Resources FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 79.00 83.00 83.00 83.00 83.00 -
275

MEASURE U

PERFORMANCE MEASURES
HR Administration Division
Labor Relations Division
Risk Management Administration Division
Funding Category Program Name FTE
FY2024/25
Proposed
Inclusive Economic Development
Grand Total 3.00 $ 503,266
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
276
277
20 SECTION - 20
Information Technology
278
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279
Information Technology
The Department of Information Technology (IT) is committed to ensuring IT investments and strategic business technologies are innovative, reliable, equitable, and deliver the highest possible value to the City and its constituents.

IT Department
280

PROGRAMS/SERVICE HIGHLIGHTS

DEPARTMENT EFFICIENCIES
281
OBJECTIVES FOR FY2024/25
282

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
283
BUDGET AND POSITION CHANGES (cont.)
Department Budget Summary
Division Description Fund Revenue/ Offset Adjustment
Expenditure
Change
FTE Change
Total Change $ (2,793,000) $ 2,521,928 (6.00)
* Various Funds include General, Parking, Water, Wastewater, Solid Waste, Community Center, and Storm Drainage. A full breakdown of the fee increases is listed in the Budget Modification section.

Change
Information Technology FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 25,801,469 $ 30,301,469 $ 32,921,587 $ 32,821,587 $ 35,503,454 $ 2,681,867 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 25,801,469 $ 30,301,469 $ 32,921,587 $ 32,821,587 $ 35,503,454 $ 2,681,867 284
Division Budget Summary
Staffing Levels

MEASURE U

PERFORMANCE MEASURES
IT 311 Division
Change
Information Technology FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 25,801,469 $ 30,301,469 $ 32,921,587 $ 32,821,587 $ 35,503,454 $ 2,681,867 Change
Information Technology FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 200.50 202.50 208.50 208.50 202.50 (6.00)
Funding Category Program Name FTE
FY2024/25
Proposed
Community Response
Miscellaneous
Grand Total - $ 431,819
FY21 FY22 FY23 FY24 FY25
Actuals Actuals Actuals Estimate Target
285
IT Regional Support Division
IT Operations Division
FY21 FY22 FY23 FY24 FY25
Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Actuals Actuals Actuals Estimate Target
286
287
21 SECTION - 21
Police
288
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289
Police
The mission of the Police Department is to work in partnership with the community to protect life and property, solve neighborhood problems, and enhance the quality of life in our City.

Police Department
290

PROGRAMS/SERVICE HIGHLIGHTS
291
292

DEPARTMENT EFFICIENCIES
293
OBJECTIVES FOR FY2024/25
Violent Crime Reduction
294
Reduce and address crimes related to Homelessness
Community Engagement
Employee Wellness
Compliance with Mandates
295

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE -
Change
296
BUDGET AND POSITION CHANGES (continued)
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE -
Change
Total Change $ (1,611,566) $ (3,884,745) (15.66)
Change
Police FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 146,318,562 $ 218,358,216 $ 227,331,845 $ 222,416,463 $ 250,860,019 $ 28,443,556 297
Department Budget Summary (continued)
Division Budget Summary
Staffing Levels

MEASURE U
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 146,318,562 $ 218,358,216 $ 227,331,845 $ 222,416,463 $ 250,860,019 $ 28,443,556 Change
Police FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 146,318,562 $ 218,358,216 $ 227,331,845 $ 222,416,463 $ 250,860,019 $ 28,443,556 Change
Police FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 1,126.96 1,128.96 1,131.16 1,135.16 1,119.50 (15.66) Funding Category Program Name FTE
FY2024/25
Proposed
Public Safety - Police
Youth
Grand Total 87.50 $ 11,474,949
298

PERFORMANCE MEASURES
Department-wide
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Part 1 Crimes
Estimated Reported per 1,000
Ranking City Population * Total PIC ** Residents
5 Sacramento 518,161 21,632 41.75
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
Sworn Part 1 Crimes
Filled Estimated Total Per 1,000 per Filled
City Sworn * Population ** PIC *** Residents Sworn
4 Sacramento 665 518,161 21,632 1.28 32.53
Workload
Measure
Ranking
299
Field Services Division
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
300
301
22 SECTION - 22
Public Works
302
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303
Public Works
We keep the City of Sacramento operating and moving forward.

Public Works Department
Facilities and Real
Property Mgmt
Maintenance
Services
Mobility and
Sustainability
Recycling and
Solid Waste
Public Works
Engineering
Services
Fleet
Management
Office of the
Director
Parking
Services
Transportation
304

PROGRAMS/SERVICE HIGHLIGHTS
305

DEPARTMENT EFFICIENCIES
306
OBJECTIVES FOR FY2024/25
307
308

REORGANIZATION

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
309
BUDGET AND POSITION CHANGES (continued)
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
310
BUDGET AND POSITION CHANGES (continued)
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
311
BUDGET AND POSITION CHANGES (continued)
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total (8,692,220) 5,064,172 1.00
312
Department Budget Summary
Change
Public Works FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $160,388,152 $178,177,185 $222,312,124 $216,986,228 $240,936,490 $ 23,950,262 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $160,388,152 $178,177,185 $222,312,124 $216,986,228 $240,936,490 $ 23,950,262 313
Division Budget Summary
Staffing Levels

MEASURE U
Change
Public Works FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $160,388,152 $178,177,185 $222,312,124 $216,986,228 $240,936,490 $ 23,950,262 Change
Public Works FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 751.15 766.15 768.65 768.65 769.65 1.00
Funding Category Program Name FTE
FY2024/25
Proposed
Climate Action
Community Investments
Community Response
Grand Total 4.00 $ 4,532,464
314

PERFORMANCE MEASURES
Facilities & Real Property Management Division
Fleet Management Division
Maintenance Services Division
Parking Services Division
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
315
Marina Division
Recycling & Solid Waste Division
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
316
23 SECTION - 23
Utilities
317
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318
Utilities
The mission of the Department of Utilities is to provide dependable, high-quality water, wastewater, and storm drainage services in a fiscally and environmentally sustainable manner.

Department of Utilities (DOU)
319
320

PROGRAMS/SERVICE HIGHLIGHTS
321

DEPARTMENT EFFICIENCIES
.

OBJECTIVES FOR FY 2024/25
322

REORGANIZATION

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ - $ (488,211) 1.00
323
Department Budget Summary
Division Budget Summary
Change
Utilities FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $135,295,368 $141,429,781 $169,804,794 $167,586,093 $183,453,304 $ 15,867,211 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $135,295,368 $141,429,781 $169,804,794 $167,586,093 $183,453,304 $ 15,867,211 Change
Utilities FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $135,295,368 $141,429,781 $169,804,794 $167,586,093 $183,453,304 $ 15,867,211 324
Staffing Levels

PERFORMANCE MEASURES
Business Services Division
Engineering & Water Resources Division
Operations & Maintenance Division
Change
Utilities FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 571.90 572.90 582.18 582.18 589.18 7.00
FY21 FY22 FY23 FY24 FY25
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Estimate
325
326
24 SECTION - 24
Youth, Parks, & Community
Enrichment
327
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328
Youth, Parks, & Community Enrichment
To empower our youth, strengthen neighborhoods, and provide life-enriching programs for a beautiful livable community.

Youth, Parks, & Community Enrichment (YPCE) Department
329
330

PROGRAMS/SERVICE HIGHLIGHTS
331

DEPARTMENT EFFICIENCIES
332
OBJECTIVES FOR FY2024/25
333

BUDGET AND POSITION CHANGES
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
334
BUDGET AND POSITION CHANGES (continued)
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
335
BUDGET AND POSITION CHANGES (continued)
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
336
BUDGET AND POSITION CHANGES (continued)
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
337
BUDGET AND POSITION CHANGES (continued)
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change (2,438,168) (2,150,034) (42.85)
Change
Youth, Parks, and Community Enrichment FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 55,157,195 $ 54,482,707 $ 64,750,037 $ 62,936,692 $ 66,445,524 $ 3,508,832 Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended 338
Department Budget Summary (continued)
Division Budget Summary
Staffing Levels
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 55,157,195 $ 54,482,707 $ 64,750,037 $ 62,936,692 $ 66,445,524 $ 3,508,832 Change
Youth, Parks, and Community Enrichment FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 55,157,195 $ 54,482,707 $ 64,750,037 $ 62,936,692 $ 66,445,524 $ 3,508,832 Change
Youth, Parks, and Community Enrichment FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 720.22 737.23 749.41 752.72 709.87 (42.85)
339

MEASURE U

PERFORMANCE MEASURES
Park Operations Division
Funding Category Program Name FTE
FY2024/25
Proposed
Community Investment
Public Safety - YPCE
Miscellaneous
Youth
Grand Total 547.93 $ 45,745,784
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
340
Park Safety Division
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
FY21 FY22 FY23 FY24 FY25
Key Measure Actuals Actuals Actuals Estimate Target
341
342
25 SECTION - 25
Citywide and Community Support
343
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344
Citywide and Community Support
Citywide Support
Employee Benefits and Insurance
Retired/Transfer Employee Benefits
345
Citywide Maintenance Contracts and Utilities
Sacramento County Charges and Assessments
Multi-Year Operating Projects (MYOPs)
346
Administrative Contingency
Office of Arts and Culture (OAC)
Redevelopment Agency Successor Agency (RASA)
Miscellaneous
347
Citywide Revenues
Community Support
City/County Office of Metropolitan Water Planning (CCOMWP) Property and Business Improvement Districts (PBIDs)
Visit Sacramento
Downtown Sacramento Partnership (DSP)
Greater Sacramento Area Economic Council (GSEC)
348
Sacramento Public Library Authority (SPLA)
349
General Information
Economic Uncertainty Reserve (EUR)
350
Other Sources and Uses
Beginning Fund Balances
Ending Fund Balances

MEASURE U
Funding Category Program Name FTE
FY2024/25
Proposed
Arts/Creative Edge
Community Investment
Inclusive Economic Development
Library
Miscellaneous
Youth
Grand Total - $26,743,919
351

BUDGET AND POSITION CHANGES
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ - $(10,965,769) -
Change
Citywide and Community Support FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 96,965,477 $109,238,969 $137,687,530 $145,173,732 $131,678,354 $ (13,495,378) 352
Department Budget Summary (continued)
Division Budget Summary
Staffing Levels
Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 96,965,477 $109,238,969 $137,687,530 $145,173,732 $131,678,354 $ (13,495,378) Change
Citywide and Community Support FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 96,965,477 $ 109,238,969 $ 137,687,530 $ 145,173,732 $ 131,678,354 $ (13,495,378) Change
Citywide and Community Support FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 7.00 7.00 6.00 6.00 - (6.00)
353
354
26 SECTION - 26
Debt Financing
355
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356
Debt Financing
Debt Financing Program
357
Debt Limit
Summary of the City and Related Sacramento City Financing Authority and Sacramento Public Financing Outstanding Debt (does not include land-secured debt) are listed below.
2006 Capital Improvement Revenue Bonds (CIRBs), Series B, and E (Crocker Art Museum Association, B Street
Theater, Studio for Performing Arts, community non-profit organizations for the arts and youth)
(water and golf
capital improvement projects [CIPs]) (Civic Center, Sacramento Housing and Redevelopment Agency [SHRA] projects and other CIPs) (911 call center and other CIPs)
2013 Water Revenue Bonds
2015 Golden 1 Center (G1C) Lease Revenue Bonds
2015 Refunding Revenue Bonds
(three new libraries, four community center renovations, regional park improvements, a new cattery building, and improvements to Fairytale Town, Discovery Museum, neighborhood/community lighting and transportation facilities) 2016 H Street Refunding Bonds
358
2017 Water Revenue Bonds
2018 Transient Occupancy Tax Revenue Bonds
2019 Sacramento Tourism Infrastructure District Assessment Revenue Bonds
2019 Wastewater Revenue Bonds
2020 Wastewater Revenue Refunding Bonds
2020 Water Revenue Refunding Bonds
2023 Water Revenue Refunding Bonds
CA Department of Boating and Waterways Loans
Miscellaneous Debt (New Money)
Miscellaneous Debt (Refunding)
359
State Revolving Fund Loan (Drinking Water Program)

BUDGET AND POSITION CHANGES
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Total Change $ - $ - -
Change
Debt Service FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total 101,319,425 100,057,347 105,714,271 105,714,271 105,168,181 (546,090) Change
FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Total $ 101,319,425 $ 100,057,347 $ 105,714,271 $ 105,714,271 $ 105,168,181 $ (546,090) 360
Division Budget Summary
Change
Debt Service FY2021/22 FY2022/23 FY2023/24 FY2023/24 FY2024/25 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Total $101,319,425 $100,057,347 $105,714,271 $105,714,271 $105,168,181 $ (546,090) 361
362
FY2024/25 Proposed Budget
27 SECTION - 27
Staffing
363
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of Contents
FY2024/25 Proposed Budget
364
FY2024/25 Proposed Budget
Citywide Staffing Summary
Department
FY2023/24
Amended
FY2024/25
Proposed
Mayor/Council 46.00 46.00 City Auditor 10.00 10.00
City Attorney 64.00 64.00
City Clerk 24.00 24.00
City Manager 66.00 63.00
City Treasurer 14.00 14.00
Community Development 319.00 318.00 Community Response 37.00 37.00 Convention and Cultural Services 119.00 124.50 Finance 94.90 94.00 Fire 760.50 760.50 Human Resources 83.00 83.00 Information Technology 208.50 202.50 Police 1,135.16 1,119.50 Public Works 768.65 769.65 Utilities 582.18 589.18 Youth, Parks, and Community Enrichment 752.72 709.87 Citywide and Community Support 6.00 - Total 5,090.61 5,028.70 365
FY2024/25 Proposed Budget
Mayor/Council
FY2023/24
Amended
FY2024/25
Proposed Change
Chief of Staff to the Mayor 1.00 1.00 - City Council 4.00 4.00 - Council Representative 4.00 4.00 Director of Public Safety Accountability 1.00 1.00 - Executive Assistant (MC) 13.00 13.00 - Mayor 1.00 1.00 - OPS Accountability Analyst 2.00 2.00 - OPS Accountability Inspector General 1.00 1.00 - OPSA Assistant Director 1.00 1.00 - OPSA Deputy Inspector General 1.00 1.00 - OPSA Investigator 4.00 4.00 - Senior Advisor to the Mayor 3.00 3.00 - Senior Council Representative 8.00 8.00 - Special Assistant to the Mayor 1.00 1.00 - Staff Aide MCS 1.00 1.00 - Total 46.00 46.00 - *Three positions in the Office of the Mayor are limited term until 12/30/2024 per Resolution 2022-0365.

Funding has been allocated until then and then positions will be removed. 366
FY2024/25 Proposed Budget
City Attorney
FY2023/24
Amended
FY2024/25
Proposed Change
Assistant City Attorney 2.00 2.00 - Chief Assistant City Attorney 1.00 1.00 - City Attorney 1.00 1.00 - Deputy City Attorney II 3.00 3.00 - Investigator 1.00 1.00 - Law Office Administrator 1.00 1.00 - Legal Secretary (Ex) 9.00 9.00 - Legal Staff Assistant (Ex) 2.00 2.00 - Paralegal (Ex) 6.00 6.00 - Paralegal Technical Support 1.00 1.00 - Senior Deputy City Attorney 29.00 29.00 - Senior Legal Staff Asst (Ex) 1.00 1.00 - Special Assistant to City Attorney 1.00 1.00 - Supervising Deputy City Attorney 4.00 4.00 - Supervising Legal Secretary 2.00 2.00 - Total 64.00 64.00 - 367
FY2024/25 Proposed Budget
City Auditor
FY2023/24
Amended
FY2024/25
Proposed Change
Assistant City Auditor 1.00 1.00 - City Auditor 1.00 1.00 - Fiscal Policy Analyst 3.00 3.00 - Principal Fiscal Policy Anlyst 1.00 2.00 1.00 Senior Fiscal Policy Analyst 4.00 3.00 (1.00) Total 10.00 10.00 - *The Principal Fiscal Policy Analyst and Senior Fiscal Policy Analyst change is due to changes between flex positions. 368
FY2024/25 Proposed Budget
City Clerk
FY2023/24
Amended
FY2024/25
Proposed Change
Administrative Analyst 6.00 6.00 - Assistant City Clerk 1.00 1.00 - City Clerk 1.00 1.00 - Council/Clerk Operations Manager 1.00 1.00 - Deputy City Clerk 8.00 8.00 - Program Specialist 3.00 3.00 - Senior Deputy City Clerk 3.00 3.00 - Staff Assistant-Mayor Council 1.00 1.00 - Total 24.00 24.00 - 369
FY2024/25 Proposed Budget
City Manager
FY2023/24
Amended
FY2024/25
Proposed Change
Accountant Auditor 1.00 1.00 - Administrative Analyst 15.00 15.00 - Administrative Officer 2.00 2.00 - Administrative Technician 5.00 4.00 (1.00) Assistant City Manager 4.00 4.00 - Assistant Director 1.00 1.00 - Assistant to the City Manager 1.00 1.00 - Cannabis Manager 1.00 1.00 - City Housing Manager 1.00 1.00 - City Manager 1.00 1.00 - Community Engagement Manager 1.00 1.00 - Development Project Manager 10.00 10.00 - Director of Emergency Management 1.00 1.00 - Director of Governmental Affairs 1.00 1.00 - Economic Development Manager 3.00 3.00 - Executive Assistant (CMO) 2.00 1.00 (1.00) Graphic Designer 1.00 1.00 - Media and Communications Officer 1.00 1.00 - Media and Communications Specialist 3.00 2.00 (1.00) Neighborhood Services Area Manager 1.00 1.00 - Principal Planner 1.00 - (1.00) Program Specialist 3.00 4.00 1.00 Senior Development Project Manager 4.00 4.00 - Special Projects Manager 2.00 2.00 - Total 66.00 63.00 (3.00) 370
FY2024/25 Proposed Budget
City Treasurer
FY2023/24
Amended
FY2024/25
Proposed Change
Administrative Analyst 1.00 1.00 - Banking Operations Manager 1.00 1.00 - Chief Investment Officer 1.00 1.00 - City Treasurer 1.00 1.00 - Debt Analyst 1.00 1.00 - Investment Officer 1.00 1.00 -
Investment Operations Analyst 1.00 1.00 - Senior Debt Analyst 2.00 2.00 - Senior Investment Officer 1.00 1.00 - Treasury Analyst 2.00 2.00 - Treasury Assistant 1.00 1.00 - Treasury Manager 1.00 1.00 - Total 14.00 14.00 - 371
FY2024/25 Proposed Budget
Community Development
FY2023/24
Amended
FY2024/25
Proposed Change
Account Clerk II 2.00 2.00 - Accountant Auditor 1.00 1.00 - Accounting Technician 5.00 5.00 - Administrative Analyst 9.00 8.00 (1.00) Administrative Assistant 1.00 1.00 - Administrative Officer 1.00 1.00 - Administrative Technician 5.00 5.00 - Animal Care Services Manager 1.00 1.00 - Animal Care Technician 16.00 16.00 - Animal Control Officer I 5.00 4.00 (1.00) Animal Control Officer II 7.00 8.00 1.00 Animal Services Coordinator 6.00 6.00 - Assistant Architect 1.00 1.00 - Assistant Code Enforcement Officer 6.00 6.00 - Assistant Director 1.00 1.00 - Assistant Planner 2.00 6.00 4.00 Associate Civil Engineer 3.00 3.00 - Associate Planner 19.00 18.00 (1.00) Building Inspector I 20.00 19.00 (1.00) Building Inspector II 13.00 12.00 (1.00)
Building Inspector III 18.00 20.00 2.00 Building Inspector IV 13.00 13.00 - Chief Animal Control Officer 1.00 1.00 - Chief Building Official 1.00 1.00 - Code Enforcement Manager 1.00 1.00 - Code Enforcement Officer 25.00 25.00 - Code and Housing Enforcement Chief 1.00 1.00 - Crew Leader (Landscape&Learning) 0.50 0.50 - Customer Service Representative 18.00 18.00 - Customer Service Specialist 8.00 8.00 - Customer Service Supervisor 3.00 3.00 - Deputy Chief Building Official 1.00 1.00 - Development Project Manager 5.00 5.00 - Development Services Technician I 6.00 7.00 1.00 Development Services Technician II 4.00 3.00 (1.00) Development Services Technician III 4.00 4.00 - Director of Community Development 1.00 1.00 - Junior Planner 7.00 3.00 (4.00) Painter 1.00 1.00 - Permit Services Manager 1.00 1.00 - Permit Services Supervisor 1.00 1.00 - Planning Director 1.00 1.00 - Plans Examiner III 1.00 1.00 - Principal Building Inspector 3.00 3.00 - Principal Planner 6.00 6.00 - Program Manager 2.00 2.00 - Program Specialist 7.00 7.00 - Public Information Coordinator 1.00 1.00 372 FY2024/25 Proposed Budget
Community Development (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Registered Veterinary Technician 7.00 7.00 - Senior Accountant Auditor 1.00 1.00 - Senior Accounting Technician 1.00 1.00 - Senior Animal Care Technician 2.00 2.00 - Senior Animal Control Officer 2.00 2.00 - Senior Architect 2.00 2.00 - Senior Code Enforcement Officer 5.00 5.00 - Senior Development Project Manager 2.00 2.00 - Senior Engineer 1.00 1.00 - Senior Painter 1.00 1.00 - Senior Planner 10.00 11.00 1.00 Supervising Building Inspector 8.00 8.00 - Supervising Code Enforcement Officer 2.00 2.00 - Supervising Engineer 1.00 1.00 - Supervising Financial Analyst 1.00 1.00 - Support Services Manager 1.00 1.00 - Urban Design Manager 1.00 1.00 - Veterinarian 3.00 3.00 - Youth Aide 0.50 0.50 - Zoning Investigator 2.00 2.00 - Total 319.00 318.00 (1.00) *The Animal Control Officer I and II change is due to changes between flex positions. *The Assistant Planner and Junior Planner change is due to changes between flex positions. *The Building Inspector I, II, and III change is due to changes between flex positions. *The Development Services Technician I and II change is due to changes between flex positions. 373
FY2024/25 Proposed Budget
Community Response
FY2023/24
Amended
FY2024/25
Proposed Change
Accountant Auditor - 1.00 1.00 Administrative Analyst 6.00 6.00 - Administrative Assistant 1.00 1.00 - Administrative Technician 1.00 1.00 - Director of Community Response 1.00 1.00 - Neighborhood Resources Coordinator I 11.00 12.00 1.00 Neighborhood Resources Coordinator II 8.00 7.00 (1.00) Program Coordinator 1.00 - (1.00) Program Manager 2.00 2.00 - Program Specialist 3.00 4.00 1.00 Senior Accountant Auditor 1.00 - (1.00) Senior Staff Assistant - 1.00 1.00
Staff Aide OFF 1.00 - (1.00)
Support Services Manager 1.00 1.00 - Total 37.00 37.00 - *The Neighborhood Resources Coordinator I and II change is due to changes between flex positions. 374
FY2024/25 Proposed Budget
Convention and Cultural Services
FY2023/24
Amended
FY2024/25
Proposed Change
Administrative Analyst 4.00 4.50 0.50 Administrative Officer 3.00 2.00 (1.00) Administrative Technician 2.75 5.75 3.00 Archivist 3.00 3.00 - Art Museum Registrar 1.00 1.00 - Arts Administrator 1.00 1.00 - Arts Program Assistant 2.00 2.00 - Arts Program Coordinator 2.00 2.00 - Arts Program Specialist 1.00 1.00 - Assistant Box Office Supervisor 2.00 2.00 - Assistant Director 1.00 1.00 - Associate Curator of Art 1.00 1.00 - Booking Coordinator 1.00 1.00 - Building Maintenance Worker 1.00 1.00 - City Historian 1.00 1.00 - Community Center Attendant I 10.00 10.00 - Community Center Attendant II 6.00 6.00 - Contract and Compliance Specialist - 1.00 1.00 Convention Center General Manager 1.00 1.00 - Cultural and Creative Economy Manager 1.00 1.00 - Curator of Art 1.00 1.00 - Curator of Education 1.00 1.00 - Curator of History 1.00 1.00 - Deputy Convention Center General Manager 1.00 1.00 - Director of Convention and Cultural Services 1.00 1.00 - Events Associate 14.50 14.50 - Events Coordinator 5.00 5.00 - Events Duty Person 2.30 2.30 - Events Services Manager 3.00 3.00 - Events Services Supervisor 12.00 12.00 - Facilities and Real Property Superintendent 1.00 1.00 - Marina Aide 1.20 1.20 - Mechanical Maintenance Supervisor 1.00 1.00 - Museum Security Supervisor 1.00 1.00 - Office Specialist 1.00 1.00 - Program Manager 1.00 2.00 1.00 Program Specialist 1.00 2.00 1.00 Registrar 1.00 1.00 - Senior Stationary Engineer 2.00 2.00 - Stagehand I 2.00 2.00 - Stagehand II 2.00 2.00 - Stationary Engineer 6.00 6.00 - Supervising Community Center Attendant 4.00 4.00 - Ticket Seller (Exempt) 6.25 6.25 - Zoo Attendant I 2.00 2.00 - Total 119.00 124.50 5.50 375 FY2024/25 Proposed Budget
Finance
FY2023/24
Amended
FY2024/25
Proposed Change
Account Clerk II 4.00 4.00 - Accountant Auditor 1.00 1.00 - Accounting Technician 3.00 3.00 - Administrative Analyst 6.00 6.00 - Administrative Assistant 1.00 1.00 - Administrative Officer 1.00 1.00 - Administrative Technician 4.00 4.00 - Budget Manager 1.00 1.00 - Claims Collector 6.00 6.00 - Contract and Compliance Specialist 2.00 2.00 - Customer Service Representative 15.90 15.00 (0.90) Customer Service Specialist 4.00 4.00 - Customer Service Supervisor 2.00 2.00 - Development Project Manager 2.00 2.00 - Director of Finance 1.00 1.00 - Enforcement and Collections Supervisor 1.00 1.00 - Finance Manager 3.00 3.00 - Financial Services Supervisor 1.00 1.00 - Payroll Technician 4.00 4.00 - Principal Budget Analyst 3.00 3.00 - Procurement Services Manager 1.00 1.00 - Program Manager 3.00 4.00 1.00 Program Specialist 2.00 1.00 (1.00) Senior Accountant Auditor 9.00 9.00 - Senior Accounting Technician 2.00 2.00 - Senior Budget Analyst 3.00 3.00 - Senior Claims Collector 1.00 1.00 - Senior Development Project Manager 4.00 4.00 - Special Districts Manager 1.00 1.00 - Supervising Financial Analyst 3.00 3.00 - Total 94.90 94.00 (0.90) 376
FY2024/25 Proposed Budget
Fire
FY2023/24
Amended
FY2024/25
Proposed Change
Account Clerk II 3.00 3.00 - Administrative Analyst 9.00 9.00 - Administrative Assistant 1.00 1.00 - Administrative Officer 1.00 1.00 - Administrative Technician 11.00 11.00 - Cache Logistics Coordinator 2.00 2.00 - Contract and Compliance Specialist 1.00 1.00 - Customer Service Representative 3.00 3.00 - Deputy Fire Chief 3.00 3.00 - Emergency Medical Service Trainee 10.00 10.00 - EMS Coordinator 2.00 2.00 - Fire Assistant Chief 9.00 9.00 - Fire Battalion Chief 12.00 12.00 - Fire Battalion Chief (Admin) 3.00 3.00 - Fire Captain 108.00 111.00 3.00 Fire Captain (Admin) 16.00 13.00 (3.00) Fire Chief 1.00 1.00 - Fire Engineer 102.00 105.00 3.00 Fire Engineer (Admin) 7.00 4.00 (3.00) Fire Investigator I 5.00 5.00 - Fire Investigator II 2.00 2.00 - Fire Marshal 1.00 1.00 - Fire Prevention Officer I 2.00 1.00 (1.00) Fire Prevention Officer II 14.00 13.00 (1.00) Fire Prevention Officer Trainee - 2.00 2.00 Fire Recruit 11.50 11.50 - Fire Service Worker 3.00 3.00 - Firefighter 348.00 349.00 1.00 Firefighter (Admin) 4.00 3.00 (1.00) Investigator 1.00 1.00 - Media and Communications Specialist 1.00 1.00 - Office Specialist 6.00 6.00 - Pick Up Driver 2.00 2.00 - Program Specialist 1.00 1.00 - Program Supervisor 1.00 1.00 - Public Safety Administrative Manager 1.00 1.00 - Sacramento Fire EMT 20.00 20.00 - Sacramento Fire Paramedic 20.00 20.00 - Senior Accountant Auditor 1.00 1.00 - Senior Fire Prevention Officer 4.00 4.00 - Senior Staff Assistant 1.00 1.00 - Stores Administrator 1.00 1.00 - Stores Clerk I 1.00 1.00 - Stores Clerk II 3.00 3.00 - Supervising Fire Service Worker 1.00 1.00 - 377 FY2024/25 Proposed Budget
Fire (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Support Services Manager 1.00 1.00 - Total 760.50 760.50 - *The Fire Captain and Fire Captain (Admin) change is due to changes between flex positions. *The Fire Enginner and Fire Enginner (Admin) change is due to changes between flex positions. *The Fire Prevention Officer I, II and Fire Prevention Officer Trainee change is due to changes between flex positions. *The Firefighter and Firefighter (Admin) change is due to changes between flex positions. 378
FY2024/25 Proposed Budget
Human Resources
FY2023/24
Amended
FY2024/25
Proposed Change
Accountant Auditor 1.00 1.00 - Administrative Analyst 10.00 10.00 - Administrative Assistant 1.00 1.00 - Administrative Technician 1.00 1.00 - Director of Human Resources 1.00 1.00 - Diversity and Equity Manager 1.00 1.00 - Environmental Health and Safety Manager 1.00 1.00 - Environmental Health and Safety Officer 1.00 1.00 - Environmental Health and Safety Specialist 7.00 7.00 - Equal Employment Manager 1.00 1.00 - Equal Employment Specialist 1.00 1.00 - Human Resources Manager (Rep20) 3.00 3.00 - Labor Relations Adm/EEO Investigatior 2.00 2.00 - Labor Relations Analyst 1.00 1.00 - Labor Relations Officer 5.00 5.00 - Personnel Analyst 6.00 6.00 - Personnel Technician 15.00 15.00 - Program Manager 1.00 - (1.00) Program Specialist 2.00 3.00 1.00 Risk Manager 1.00 1.00 - Senior Personnel Analyst 3.00 3.00 - Senior Staff Assistant 4.00 4.00 - Staff Assistant 2.00 2.00 - Workers Compensation Claims Assistant I 3.00 3.00 - Workers Compensation Claims Manager 1.00 1.00 - Workers Compensation Claims Representative 6.00 6.00 - Workers Compensation Claims Supervisor 2.00 2.00 - Total 83.00 83.00 - 379
FY2024/25 Proposed Budget
Information Technology
FY2023/24
Amended
FY2024/25
Proposed Change
311 Customer Service Agent 32.50 32.50 - 311 Customer Service Specialist 3.00 3.00 - 311 Customer Service Supervisor 3.00 3.00 - 311 Manager 1.00 1.00 - Administrative Analyst 4.00 3.00 (1.00) Administrative Technician 1.00 1.00 - Applications Developer 8.00 8.00 - Assistant Director 1.00 1.00 - Chief Information Officer 1.00 1.00 - Department Systems Specialist I 1.00 1.00 - Department Systems Specialist II 3.00 3.00 - Geographic Information Systems Specialist I 3.00 1.00 (2.00) Geographic Information Systems Specialist II 8.00 8.00 - Geographic Information Systems Specialist III 4.00 4.00 - Information Technology Manager 5.00 5.00 -
Information Technology Supervisor 12.00 12.00 -
Information Technology Support Specialist I 7.00 6.00 (1.00) Information Technology Support Specialist II 13.00 8.00 (5.00) Information Technology Trainee 13.00 17.00 4.00 Media Production Specialist I 1.00 1.00 - Media Production Specialist II 1.00 1.00 - Principal Applications Developer 12.00 12.00 - Principal Systems Engineer 7.00 7.00 - Program Manager 3.00 3.00 - Program Specialist 11.00 11.00 - Senior Applications Developer 16.00 15.00 (1.00) Senior Department System Specialist 6.00 6.00 - Senior Information Technology Support Specialist 2.00 2.00 - Senior Systems Engineer 10.00 10.00 - Senior Telecommunications Technician 1.00 1.00 - Systems Engineer 11.00 11.00 - Telecommunications Engineer III 3.00 3.00 - Telecommunications Technician I 1.00 1.00 - Total 208.50 202.50 (6.00) *The Information Technology Support Specialist II and Information Technology Trainee (4.0 FTE) change is due to changes between flex positions
380
FY2024/25 Proposed Budget
Police
FY2023/24
Amended
FY2024/25
Proposed Change
Account Clerk I 1.00 1.00 - Account Clerk II 1.00 1.00 - Accountant Auditor 1.00 1.00 - Accounting Technician 2.00 2.00 - Administrative Analyst 32.00 31.00 (1.00) Administrative Officer 5.00 5.00 - Administrative Technician 14.00 14.00 - Community Service Officer II 46.00 46.00 - Community Service Officer III - 10.00 10.00 Community Service Representative I 3.00 3.00 - Custodian II 5.00 5.00 - Deputy Police Chief 3.00 3.00 - Dispatcher I 9.00 11.00 2.00 Dispatcher II 71.00 69.00 (2.00) Dispatcher III 12.00 12.00 - Evidence & Property Technician 9.00 9.00 - Fingerprint Clerk 3.00 3.00 - Forensic Investigator I 10.00 8.00 (2.00) Forensic Investigator II 11.00 13.00 2.00 Governmental Affairs Manager 1.00 1.00 - Media and Communications Specialist 1.00 1.00 - Media Production Specialist I 1.00 1.00 - Media Production Specialist II 2.00 1.00 (1.00) Personnel Transactions Coordinator 1.00 1.00 - Police Captain 11.00 11.00 - Police Chief 1.00 1.00 - Police Clerk II 17.00 17.00 - Police Clerk III 2.00 2.00 - Police Lieutenant 25.00 26.00 1.00 Police Officer 619.00 599.00 (20.00) Police Records Specialist I 20.00 23.00 3.00 Police Records Specialist II 36.00 33.00 (3.00) Police Records Specialist III 3.00 3.00 - Police Records Supervisor 9.00 7.00 (2.00) Police Sergeant 96.00 95.00 (1.00) Police Social Services Administrator 1.00 - (1.00)
Program Manager 1.00 1.00 - Program Specialist 1.00 2.00 1.00 Public Safety Admin. Manager 1.00 1.00 - Public Safety Communications Manager 1.00 - (1.00) Reserve Police Officer I 0.50 - (0.50)
Reserve Police Officer II 0.16 - (0.16)
Senior Evidence/Property Tech 4.00 4.00
Senior Personnel Transaction Coordinator 1.00 - (1.00)
Senior Police Records Supervisor 3.00 3.00 - Senior Staff Assistant 1.00 2.00 1.00 Special Projects Manager 1.00 1.00 Student Trainee (Most Majors) 28.50 28.50 - Supervising Dispatcher 3.00 3.00 - 381 FY2024/25 Proposed Budget
Police (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Supervising Forensic Investigator 4.00 4.00 - Total 1,134.16 1,118.50 (15.66) *The Dispatcher I and II change is due to changes between flex positions. *The Forensic Investigator I and II change is due to changes between flex positions. *The Police Records Specialist I and II change is due to changes between flex positions. 382
FY2024/25 Proposed Budget
Public Works
FY2023/24
Amended
FY2024/25
Proposed Change
Account Clerk II 3.00 3.00 - Accountant Auditor 2.00 2.00 - Accounting Technician 6.00 6.00 - Administrative Analyst 27.00 30.00 3.00 Administrative Assistant 1.00 1.00 - Administrative Officer 2.00 4.00 2.00 Administrative Technician 9.00 9.00 - Arborist/Urban Forester 7.00 7.00 - Architectural Technician III 2.00 2.00 - Assistant Architect 1.00 1.00 - Assistant Civil Engineer 17.00 17.00 - Assistant Director 1.00 1.00 - Assistant Electrical Engineer 1.00 1.00 - Associate Architect 2.00 2.00 - Associate Civil Engineer 8.00 7.00 (1.00) Associate Electrical Engineer 1.00 1.00 - Associate Mechanical Engineer 1.00 1.00 - Building Inspector III 1.00 - (1.00) Building Inspector IV 1.00 1.00 - Building Maintenance Worker 8.00 9.00 1.00 Building Services Manager 2.00 2.00 - Carpenter 3.00 3.00 - Code Enforcement Officer 5.00 5.00 - Concrete Construction Leadworker 2.00 2.00 - Construction Inspector I 1.00 1.00 - Construction Inspector II 7.00 9.00 2.00 Construction Inspector III 13.00 11.00 (2.00) Contract and Compliance Specialist 2.00 2.00 - Custodian I 4.00 4.00 - Custodian II 1.00 1.00 - Customer Service Representative 2.00 2.00 - Customer Service Specialist 3.00 3.00 - Development Project Manager 3.00 3.00 - Development Services Technician I 1.00 - (1.00) Development Services Technician II 1.00 2.00 1.00 Director of Public Works 1.00 1.00 - Electrical Construction Inspector II 2.00 2.00 - Electrician 3.00 3.00 - Electrician Supervisor 1.00 1.00 - Electronic Maintenance Tech I 1.00 1.00 - Engineering Manager 2.00 2.00 - Engineering Technician I 2.00 2.00 - Engineering Technician III 7.00 6.00 (1.00) Equipment Maintenance Supervisor 4.00 4.00 - Equipment Mechanic I 8.00 8.00 - Equipment Mechanic II 25.00 25.00 - Equipment Mechanic III 7.00 7.00 - Equipment Serviceworker 22.00 22.00 - Facilities and Real Property Superintendent 2.00 2.00 - Facilities Manager 1.00 1.00 - Fleet Management Technician 3.00 3.00 - 383 FY2024/25 Proposed Budget
Public Works (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Fleet Manager 1.00 1.00 - Fleet Service Coordinator 3.00 3.00 - HVAC Supervisor 1.00 1.00 - HVAC Systems Mechanic 6.00 6.00 - Integrated Waste Equipment Operator 132.30 132.30 -
Integrated Waste General Manager 1.00 1.00 -
Integrated Waste General Supervisor 2.00 2.00 -
Integrated Waste Planning Superintendent 1.00 1.00 -
Integrated Waste Supervisor 10.00 10.00 - Licensed Land Surveyor 1.00 1.00 - Locksmith 1.00 1.00 - Mail Processor I (Legacy) 1.00 1.00 - Mail Processor II (Legacy) 1.00 1.00 - Maintenance Worker 17.00 16.00 (1.00) Marina Aide 1.60 1.60 - Marina Manager 1.00 1.00 - Marina and Boating Facilities Attendant 3.00 3.00 - Media and Communications Specialist 1.00 1.00 - Operations General Supervisor 11.00 11.00 - Painter 3.00 3.00 - Parking Enforcement Officer 48.00 48.00 - Parking Enforcement Supervisor 4.00 4.00 - Parking Facilities Maintenance Supervisor 1.00 1.00 - Parking Lot Attendant 19.75 19.75 - Parking Lot Supervisor 5.00 5.00 - Parking Manager 1.00 1.00 - Parking Meter Coin Collector 4.00 4.00 - Parking Meter Collection Supervisor 1.00 1.00 - Parking Meter Repair Worker 3.00 3.00 - Planning Director - 1.00 1.00 Plumber 4.00 4.00 - Plumbing Supervisor 1.00 1.00 - Principal Planner 2.00 2.00 - Program Manager 6.00 5.00 (1.00) Program Specialist 14.00 14.00 - Real Property Agent II 2.00 2.00 - Real Property Agent III 2.00 2.00 - Senior Accountant Auditor 2.00 1.00 (1.00) Senior Accounting Technician 4.00 3.00 (1.00) Senior Architect 2.00 2.00 - Senior Code Enforcement Officer 1.00 1.00 - Senior Electronic Maintenance Technician 1.00 1.00 - Senior Engineer 15.00 16.00 1.00 Senior Engineering Technician 2.00 2.00 - Senior HVAC Systems Mechanic 2.00 2.00 - Senior Integrated Waste Equipment Operator 9.00 9.00 - Senior Landfill Engineering Technician 1.00 1.00 - Senior Maintenance Worker 1.00 1.00 - Senior Office Specialist 5.00 5.00 - Senior Parking Lot Attendant 5.00 5.00 - 384 FY2024/25 Proposed Budget
Public Works (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Senior Planner 1.00 1.00 - Senior Tree Maintenance Worker 4.00 4.00 - Senior Tree Pruner 4.00 4.00 - Staff Assistant 2.00 2.00 - Street Construction Equipment Operator 7.00 7.00 - Street Construction Laborer 37.00 34.00 (3.00) Street Construction Laborer Trainee 6.00 9.00 3.00 Street Maintenance Supervisor 7.00 7.00 - Streets Manager 1.00 1.00 - Structural Maintenance Supervisor 2.00 2.00 - Supervising Architect 2.00 2.00 - Supervising Construction Inspector 3.00 3.00 - Supervising Engineer 6.00 6.00 - Supervising Financial Analyst 3.00 3.00 - Supervising Surveyor 1.00 1.00 - Support Services Manager 3.00 2.00 (1.00) Survey Party Chief 2.00 2.00 - Survey Technician II 3.00 3.00 - Telecommunications Engineer I 1.00 1.00 - Telecommunications Engineer II 1.00 1.00 - Telecommunications Technician I 1.00 1.00 - Traffic Control and Lighting Supervisor 3.00 3.00 - Traffic Control and Lighting Technician I 2.00 2.00 - Traffic Control and Lighting Technician II 7.00 5.00 (2.00) Traffic Control and Lighting Technician Trainee 5.00 8.00 3.00 Traffic Investigator I - 1.00 1.00 Traffic Investigator II 3.00 3.00 - Traffic Investigator III 3.00 2.00 (1.00) Traffic Supervisor 3.00 3.00 - Traffic Worker I 8.00 8.00 - Traffic Worker II 6.00 6.00 - Traffic Worker III 2.00 2.00 - Tree Maintenance Supervisor 1.00 1.00 - Tree Maintenance Worker 6.00 6.00 - Tree Pruner I 1.00 - (1.00) Tree Pruner II 7.00 8.00 1.00 Tree Pruner Supervisor 2.00 2.00 - Tree Pruner Trainee 2.00 2.00 - Vehicle Service Attendant 2.00 2.00 - Total 768.65 769.65 1.00 *The Construction II and III change is due to changes between flex positions. *The Development Services Technician I and II change is due to changes between flex positions. *The Street Construction Laborer and Trainee change is due to changes between flex positions. *The Traffic Control and Lighting Technician Trainee and II change is due to changes between flex positions. *The Traffic Investigator I and III change is due to changes between flex positions. *The Tree Pruner I and II change is due to changes between flex positions. 385
FY2024/25 Proposed Budget
Utilities
FY2023/24
Amended
FY2024/25
Proposed Change
Accountant Auditor 1.00 1.00 - Accounting Technician 5.00 5.00 - Administrative Analyst 29.00 31.00 2.00 Administrative Assistant 1.00 1.00 - Administrative Technician 11.00 13.00 2.00 Assistant Civil Engineer 7.00 13.00 6.00 Assistant Director - 1.00 1.00
Assistant Electrical Engineer 1.00 1.00 Assistant Water Cross Connection Control Specialist 4.00 4.00 - Associate Civil Engineer 14.00 9.00 (5.00) Blacksmith Welder 1.00 1.00 - Business Services Manager 1.00 1.00 - Claims Collector 1.00 1.00 - Construction Inspector II 1.00 1.00 - Construction Inspector III 1.00 1.00 - Customer Service Representative 27.00 27.00 - Customer Service Specialist 7.00 7.00 - Customer Service Supervisor 4.00 4.00 - Development Services Technician II 2.00 2.00 - Development Services Technician III 1.00 1.00 - Director of Utilities 1.00 1.00 - Electrical Design Technician 1.00 1.00 - Electrician 10.00 10.00 - Electrician Supervisor 2.00 2.00 - Engineering Manager 1.00 1.00 - Engineering Technician II 2.00 2.00 - Engineering Technician III 1.00 1.00 - Executive Director SAC CCOMWP - 1.00 1.00 Generator Technician 5.00 5.00 - Instrument Technician I - 3.00 3.00
Instrument Technician II 9.00 8.00 (1.00)
Instrument Technician Trainee 2.00 - (2.00)
Instrumentation Supervisor 1.00 1.00 -
IT Supervisor 2.00 2.00 - Junior Engineer 3.00 2.00 (1.00) Junior Plant Operator 13.00 11.00 (2.00) Machinist 16.00 16.00 - Machinist Helper 16.00 16.00 - Machinist Supervisor 4.00 4.00 - Media and Communications Specialist 1.00 1.00 - Meter Reader 4.00 4.00 - Meter Reading Supervisor 1.00 1.00 - Office Specialist 2.00 2.00 - Personnel Transactions Coordinator 2.00 1.00 (1.00) Plant Operator 34.00 35.00 1.00 Process Control Systems Specialist 7.00 7.00 - Program Manager 6.00 7.00 1.00 Program Specialist 16.00 16.00 - Public Information Coordinator 1.00 1.00 - Senior Accountant Auditor 1.00 1.00 - Senior Electrician 3.00 3.00 - Senior Engineer 18.00 19.00 1.00 Senior Engineering Technician 1.00 1.00 - Senior Generator Technician 2.00 2.00 - 386 FY2024/25 Proposed Budget
Utilities (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Senior Maintenance Worker 3.00 3.00 - Senior Personnel Transaction Coordinator 1.00 1.00 - Senior Plant Operator 17.00 17.00 - Senior Staff Assistant 4.00 5.00 1.00 Senior Store Keeper 1.00 1.00 - Storekeeper 4.00 4.00 - Stores Administrator 1.00 1.00 - Student Trainee 0.18 0.18 - Supervising Construction Inspector 1.00 1.00 - Supervising Engineer 7.00 7.00 - Supervising Financial Analyst 1.00 1.00 - Supervising Generator Technician 1.00 1.00 - Supervising Plant Operator 8.00 8.00 - Supervising Water Quality Chemist 1.00 1.00 - Support Services Manager 1.00 1.00 - Utilities Locator 9.00 9.00 - Utilities Operations and Maintenance Leadworker 73.00 73.00 - Utilities Operations and Maintenance Manager 2.00 2.00 - Utilities Operations and Maintenance Serviceworker 78.00 89.00 11.00 Utilities Operations and Maintenance Serviceworker Apprentice 15.00 4.00 (11.00) Utilities Operations and Maintenance Superintendent 8.00 8.00 - Utilities Operations and Maintenance Supervisor 18.00 18.00 - Utility Construction Coordinator 2.00 2.00 - Utility Services Inspector 2.00 2.00 - Water Conservation Representative 3.00 3.00 - Water Conservation Specialist 4.00 4.00 - Water Cross Connection Control Specialist 1.00 1.00 - Water Quality Chemist 5.00 5.00 - Water Quality Lab Technician 4.00 4.00 - Total 582.18 589.18 7.00 *The Assistant, Associate and Junior Civil Engineer change is due to changes between flex positions. *The Instrument Technician I, II and Trainee change is due to changes between flex positions. *The Utilities Operation and Maintenance Apprentice and Serviceworker change is due to changes between flex positions. 387
FY2024/25 Proposed Budget
Youth, Parks, & Community Enrichment
FY2023/24
Amended
FY2024/25
Proposed Change
Accounting Technician 4.00 2.00 (2.00) Administrative Analyst 11.00 10.00 (1.00) Administrative Assistant 1.00 1.00 - Administrative Officer 4.00 4.00 - Administrative Technician 4.00 4.00 - Aquatic Specialist 1.80 1.80 - Aquatics Recreation Coordinator 4.00 4.00 - Aquatics Recreation Supervisor 2.00 2.00 - Assistant Camp Caretaker 0.35 0.35 - Assistant Camp Chef 1.03 1.03 - Assistant Camp Sacramento Supervisor 1.00 1.00 - Assistant Director 1.00 1.00 - Assistant Pool Manager 10.80 10.80 - Associate Landscape Architect 3.00 3.00 - Associate Planner 1.00 1.00 Building Monitor 14.76 13.96 (0.80) Camp Aide 6.08 5.00 (1.08) Camp Caretaker 0.50 0.50 - Camp Chef 1.50 1.50 - Camp Host 0.70 0.50 (0.20) Camp Program Director 1.99 1.99 - Camp Recreation Leader 2.47 1.70 (0.77) Camp Sacramento Supervisor 1.00 1.00 - Cashier (Aquatics) 6.40 5.85 (0.55) Chief Animal Control Officer - 1.00 1.00 Community Center Attendant I 2.00 2.00 - Contract and Compliance Specialist 1.00 1.00 - Crew Leader (Landscape and Learning) 7.16 6.80 (0.36) Custodial Supervisor 1.00 1.00 - Custodian II 15.80 16.60 0.80 Customer Service Assistant 10.30 9.60 (0.70) Customer Service Representative 10.00 10.00 - Customer Service Specialist 1.00 1.00 - Customer Service Supervisor 1.00 1.00 - Director of Youth, Parks & Community Enrichment 1.00 1.00 - General Repair Worker 1.00 1.00 - Graduate Student Trainee 0.80 0.80 - Graphic Designer 1.00 1.00 - Graphics Assistant 1.80 1.00 (0.80) Irrigation Technician 5.00 5.00 - Junior Landscape Assistant 2.00 2.00 - Junior Plant Operator 3.00 3.00 - Lifeguard 21.00 17.40 (3.60) Nurse (Adaptive Recreation) 0.10 - (0.10) Park Equipment Operator 1.00 1.00 - Park Maintenance Manager 1.00 1.00 - Park Maintenance Superintendent 2.00 2.00 - Park Maintenance Worker 36.00 36.00 - Park Maintenance Worker I 23.00 23.00 - Park Maintenance Worker II 43.00 43.00 - Park Maintenance Worker III 5.00 5.00 - Park Plan Design and Development Manager 1.00 1.00 - 388 FY2024/25 Proposed Budget
Youth, Parks, & Community Enrichment (continued)
FY2023/24
Amended
FY2024/25
Proposed Change
Park Safety Ranger 11.00 10.00 (1.00) Park Safety Ranger Assistant 2.00 2.00 - Park Safety Ranger Supervisor 2.00 2.00 - Parks Supervisor 8.00 7.00 (1.00) Plant Operator 1.00 1.00 - Pool Manager 6.05 6.05 - Program Coordinator 49.95 48.95 (1.00) Program Coordinator (Adaptive Recreation) 3.00 3.00 - Program Coordinator (Older Adults) 6.40 6.40 - Program Developer 19.00 19.00 - Program Developer (Older Adults) 2.00 2.00 - Program Leader 11.25 11.95 0.70 Program Manager 1.00 1.00 - Program Specialist 4.00 4.00 - Program Supervisor 16.00 17.00 1.00 Program Supervisor (Older Adults) 2.00 2.00 - Public Service Aide 1.91 - (1.91) Recreation Aide 173.76 160.06 (13.70)
Recreation Aide (Older Adults) 7.05 7.05 - Recreation General Supervisor 5.00 3.00 (2.00) Recreation Leader (Adaptive Recreation) 5.93 5.48 (0.45) Recreation Manager 3.00 3.00 - Recreation Superintendent 4.00 4.00 - Senior Accountant Auditor 1.00 1.00 - Senior Accounting Technician 4.00 3.00 (1.00) Senior Landscape Architect 1.00 1.00 - Senior Lifeguard 23.60 21.70 (1.90) Senior Planner 1.00 1.00 - Senior Recreation Aide 31.57 30.21 (1.36) Senior Recreation Aide (Older Adults) 5.64 5.64 - Staff Assistant 1.00 1.00 - Student Trainee (Most Majors) 2.40 2.40 - Supervising Landscape Architect 1.00 1.00 - Support Services Manager 1.00 1.00 - Utility Worker 17.44 11.10 (6.34) Youth Aide 33.43 30.70 (2.73) Total 752.72 709.87 (42.85)
389
FY2024/25 Proposed Budget
Citywide and Community Support
FY2023/24
Amended
FY2024/25
Proposed Change
Administrative Analyst 2.00 - (2.00)
Executive Director CCOMWP 1.00 - (1.00)
Program Manager 1.00 - (1.00)
Senior Engineer 1.00 - (1.00)
Senior Staff Assistant 1.00 - (1.00)
Citywide and Community Support Total 6.00 - (6.00)
390
FY2024/25 Proposed Budget
391
FY2024/25 Proposed Budget
28 SECTION - 28
Multi-Year Projects
Back to Table
of Contents
FY2024/25 Proposed Budget
FY2024/25 Proposed Budget

DESCRIPTION
This section contains information on operating grants and projects. New operating grants and projects are approved by Council and are managed in accordance with Sections 10 through 12 of the Budget Resolution. New appropriations included in the FY2024/25 Operating Budget are included on Schedule 9.

EXISTING OPERATING GRANTS
The following is a list of existing operating grants, the total budget, and available budget based on data available as of April 2024:

Project Description Project #
Total
Budget
Available
Budget
General Fund
2016 AFG Source Capture Grant G12902500 72,307 16,364
2020 AFG Program G12903200 35,128 1
2020 SHSGP G12903300 10,270 10,270
C19-Great Plates Emerg Food G02610300 108,900 108,900
CalVIP - GPITF G02000700 124,700 -
CalVIP Cohort 3 Grant 2020-23 G02000710 127,158 69,554
FY2015/16 Adaptive Sports G19100400 20,922 -
FY2015/16 OHV Grant G11015100 6,459 -
FY2016/17 OHV Program G11015118 16,711 -
FY2017/18 State OHMVR Grant G11015119 14,613 -
FY2018/19 - ASES - SCUSD G19041290 20,885 -
FY2019/20 S.A.V.E. Program G11012419 15,404 -
FY2020/21 SAVE Grant G11012420 17,413 4,360
FY2022/23 SAVE Grant G11012423 16,787 16,787
HHAP Homeless Grant Program G02000950 880,000 -
Homeless Motel Voucher Program G02001700 115,672 -
LGBTQ+ Historic Experience G21000800 34,400 34,400
River Crossing Art Project G17605000 62,500 33,083
Youth RIV Grant FY2018/19-23 G02001300 24,570 6,000
General Fund Total 1,724,798 299,719
Measure U Fund
2016 AFG Source Capture Grant G12902500 390,000 3,801
C19-CARES Act Program G02610100 733,275 60,699
CalVIP Cohort 3 Grant 2020-23 G02000710 154,838 60,611
FY2022/23 - SCUSD ASES G19041340 25,945 1
Measure U Fund Total 1,304,058 125,112
Enterprise Funds
CY20 Curbside Supplemental Pay G15312000 177,095 (60,087) CY21 Curbside Supplemental Pay G15312100 154,089 154,089 CY22 Curbside Supplemental Pay G15312200 129,848 129,848 DFERG Prop 1 Round 3 G14220100 550,777 283,730
FY2020/21 City-County Payment G15302100 125,152 75,152
FY2020/21-22 City-County Payment G15302200 127,305 37,305 FY2021/22-23 City-County Paymen G15302300 128,873 1,833 FY2023/24 DOU Operating Grant Program G14240100 1,846,794 1,757,616 Levee Debris Removal G14230100 740,890 715,970
RW Efficiency Acceleration GP G14110200 265,543 -
FY2024/25 Proposed Budget
Project Description Project #
Total
Budget
Available
Budget
Enterprise Funds (cont)
SB1383 LA Grant OWR1 FY2021/22 G15003200 727,761 -
Used Oil Payment Program-OPP11 G15003010 53,594 -
Used Oil Payment Program-OPP12 G15003020 67,200 -
Used Oil Payment Program-OPP13 G15003030 77,563 27,689
Enterprise Funds Total 5,172,484 3,123,145
Other Funds
2009 Urban Search & Rescue G12500900 1,002,343 -
2010 Urban Search & Rescue G12501000 1,075,681 -
2016 AFG Source Capture Grant G12902500 723,071 -
2017 CHP (2017-ULWX-0028) G11017000 1,875,000 -
2017 Urban Search & Rescue G12501700 1,254,520 433
2018 OTS BIKE/PED (PS18013) G11016300 75,000 3,886
2018 SHSGP Grant G12902800 83,780 -
2018 Urban Search & Rescue G12501800 1,277,823 -
2019 OTS STEP (PT19103) G11016219 403,304 40,483
2019 UASI G11016919 2,687,737 -
2020 AFG COVID-19 Supplemental G12903000 467,408 318,270 2020 AFG Program G12903200 351,273 -
2020 OTS STEP (PT20148) G11016220 375,000 157,359
2020 SHSGP G12903300 19,575 -
2020 UASI G11016920 2,894,500 (12,209)
2020 Urban Search and Rescue G12502000 1,270,549 (5,021) 2021 CHP Grant G11017021 1,875,000 1,078,377
2021 SHSGP G12903400 230,550 11,069
2021 UASI G11016921 3,097,000 777,975
2021 Urban Search and Rescue G12502100 1,514,228 116,706 2022 HMEP Grant G12903700 100,280 100,280
2022 JAG G11017822 258,140 120,871
2022 SHSGP G12903600 140,000 1,908
2022 Urban Search and Rescue G12502200 1,332,150 194,709 2023 Urban Search and Rescue G12502300 1,422,956 997,025 Annual Funds for CA-TF7, US&R G12501900 1,236,104 (22,303) AR Floodplain and Side Channel G14140400 7,960,103 2,153,101 AR Juvenile Salmonid Habitat G14140700 1,494,900 251,023 ASPCA Grants G21002300 12,000 1,433
Broadband Strategic Plan G07000100 210,300 -
Brownfields Revolving Loan G02180100 750,000 520,515
BSCC Officer Wellness G11018700 480,297 480,297
C19-CARES Act Program G02610100 11,409,040 -
C19-Great Plates Emerg Food G02610300 19,777,029 629,967 C19-Public Safety G02610500 2,399,636 -
C19-US DOJ CESF G02610400 795,286 518,584
CA Creative Corps Program G17610000 4,750,000 423,567
CA Healthy Rivers Prop 68 G14140800 5,000,000 210,776
CAC State and Local Partnership G17606000 227,250 98,512 CalCompass Grant G19090910 350,000 58,699
CalGRIP Safe Comm 4/10-3/12 G11007100 382,639 2,196
California Local Equity Grant G02420100 1,197,120 12
FY2024/25 Proposed Budget
Project Description Project #
Total
Budget
Available
Budget
Other Funds (cont)
CalVIP - GPITF G02000700 868,700 467,883
CalVIP Cohort 3 Grant 2020-23 G02000710 2,718,004 887,993 CERT Support Grant Program G12903500 15,000 27
Champlain Tower Collapse G12704800 127,631 -
Citizens Option G11018100 276,143 12,447
Citizens Option G11018400 2,395,736 1,047,423
Citizens Option - Growth G11018500 1,270,655 1,180,840
City/County Fine=Fee Justice G02002000 50,000 32,129
Citywide Disaster Recovery Pln G02000800 25,000 -
CNRA - Cmnty Reinvst Proj. G02000420 20,000,000 20,000,000 Community Benefit Partnership G02000610 125,000 125,000 DEL ORO - TRIPLE R SUBSIDY G19090900 6,000 -
ECE Workforce Training Program G02180340 394,000 373,049 ERA Program G02610600 52,425,290 43,346
Federal ARPA Program G02611000 112,313,331 -
FIRE FY05 Homelnd Security2541 G12901000 95,169 1
FitLot AARP Grant G19090800 11,030 10,544
FY2015/16 Adaptive Sports G19100400 70,967 -
FY2015/16 OHV Grant G11015100 24,351 -
FY2016/17 Citizen's Option Growth G11016700 294,826 527 FY2016/17 CITY LE GRANT (BSCC) G11015900 168,138 160,633 FY2016/17 OHV Program G11015118 48,037 4,780
FY2016/17 OTS - Bike/Ped G11015500 125,425 22,476
FY2017/18 Citizen's Option G11016800 754,331 (4,573)
FY2017/18 Citizen's Option Growth G11017400 367,710 76,109 FY2017/18 JAG (2018-DJ-BX-0855) G11017500 252,397 7,916 FY2017/18 State OHMVR Grant G11015119 23,746 612
FY2017/18/19 Citizen's Option Grwth G11018000 426,297 609 FY2018/19 - ASES - SCUSD G19041290 139,230 -
FY2018/19 Citizen's Option G11017300 740,696 12,133
FY2018/19 JAG (2019-DJ-BX-0685) G11017800 246,833 1,644 FY2019/20 ABC Grant G11017220 100,000 27,324
FY2019/20 CitzOpt Growth G11017920 436,881 -
FY2019/20 JAG (2020-DJ-BX-0740) G11017820 220,111 6,603 FY2019/20 S.A.V.E. Program G11012419 100,600 15,627
FY2020/21 ABC GRANT G11017221 64,429 (5,067)
FY2020/21 DBW BSEE G11018300 22,001 2,299
FY2020/21 Emergency Comms Equipment G02000810 180,000 6,209 FY2020/21 JAG G11017821 248,731 (4,000)
FY2020/21 OTS STEP G11016221 385,000 155,450
FY2020/21 SAVE GRANT G11012420 174,134 (1,030)
FY2021/22 - EEMI G02002100 95,000 45,012
FY2021/22 - WIOA G19090220 83,640 7,972
FY2021/22 ABC Grant G11017222 97,500 2,150
FY2021/22 DCC Grant G02420400 5,786,617 4,877,221
FY2021/22 OTS STEP (PT22190) G11016222 400,000 217,617
FY2021/22 UASI G11016922 3,097,000 2,859,274
FY2022/23 - SCUSD ASES G19041340 172,961 (84)
FY2022/23 - WIOA G19090230 89,216 16,002
FY2024/25 Proposed Budget
Project Description Project #
Total
Budget
Available
Budget
Other Funds (cont)
FY2022/23 ABC G11017223 75,000 33,379
FY2022/23 Go-Biz Equity Grant G02420600 1,563,723 1,297,561 FY2022/23 OTS Step (PT23162) G11016223 390,000 218,476
FY2022/23 SAVE Grant G11012423 167,870 17,684
FY2023/24 - SCUSD ASES G19041350 172,961 41,383
FY2023/24 - WIOA G19090240 222,263 98,486
Gang Violence Supp - Parent G11017600 1,620,852 617,694 Hawaii Wildfires G12705600 178,500 38,328
HHAP 2 G02000960 3,246,214 568,043
HHAP 3 G02000970 16,683,570 3,571,436
HHAP 4 G02000980 24,791,417 7,458,163
HHAP Homeless Grant Program G02000950 14,330,531 59,254 Homeless Emergency Aid Program G02000820 685,433 60,815 Homeless Motel Voucher Program G02001700 13,822,694 3,999,412 Hurricane Fiona Deployment G12705300 63,000 28,432
Hurricane Florence G12703700 1,123,200 240,339
Innovation Grant 2019 G21002000 75,000 -
Innovations Grant Program G11017700 134,186 95,917
JAG 10/08-9/12 G11006518 614,921 -
Kentucky Floods Deployment G12705200 84,000 5,236
KY Tornados G12705100 23,206 1
LARCP Cordova Creek FY20 G14140500 335,000 -
LEAP Program G21001100 750,000 7,318
LGBTQ+ Historic Experience G21000800 66,667 (63)
Marysville & Grand - EPA Grant G02180110 800,000 800,000 Meadowview Farmers Market G02180350 500,000 331,332
More Pets and People Together G21002523 165,215 165,215 NEA ARP Grant G17608000 487,500 12,502
NEA Arts Collective Grant G17607000 75,000 45,000
Neighborhood Equity Initiative G02180320 300,000 300,000 NLCI's Youth Excel Initiative G19080700 150,000 (2,360) Northeast Sacramento G02001200 300,000 6,642
OED ARPA Grant G17609000 4,200,000 282,886
OTS FY2017/18 STEP (PT18072) G11016200 567,331 182,357
OTS FY2024 STEP (PT24166) G11016224 400,000 370,459
Petco Innovation Showdown G21001800 250,000 51,174
Petco Love 2023 G21002700 75,000 (3,649)
Petco Love 2024 G21002800 80,000 80,000
PS Charities Capacity Building G21002600 50,000 (297)
Puerto Rico Earthquake G12704200 34,019 1
REAP 2021 G21001010 600,000 -
River Crossing Art Project G17605000 150,000 570
Sanitation Grant G02000900 150,000 -
SB 2 Planning Grant Program G21001300 1,225 -
SHRA IPA (B -18-MC-06-0003) G02180200 60,000 4,700
SLP-23-20672-100 G17606100 70,800 70,800
Solar Permitting Platform G21008000 100,000 90,000
Street Soccer USA Project G02000410 800,000 -
SYW_BSCC Prop. 64-2 G19080600 999,555 25,789
FY2024/25 Proposed Budget
Project Description Project #
Total
Budget
Available
Budget
Other Funds (cont)
Tropical Cyclone Dorian G12704000 623,200 97,086
Tropical Cyclone Douglas G12704100 525,400 230,093
Tropical Cyclone Ida G12705000 66,000 36,944
Tropical Cyclone Idalia G12705700 49,000 31,033
Tropical Cyclone Laura/Marco G12704400 30,800 162
Tropical Cyclone Zeta G12704600 15,400 3,289
UASI Hmland Sec 07 11/07-6/10 G11005700 3,336,000 -
UCDavis Grants G21002500 58,500 36,181
Vermont Flooding G12705500 49,000 19,869
WPC Augmentation Support G02001500 - 51,220
Youth RIV Grant FY2018/19-23 G02001300 999,780 3,115
Other Funds Total 391,130,998 63,700,033
Grand Total 399,332,338 67,248,009
FY2024/25 Proposed Budget

EXISTING OPERATING PROJECTS
The following is a list of existing operating projects, the total budget, and available budget based on data available as of April 2024:

Project Description Project # Total Budget
Available
Budget
General Fund
21st Century Skills Grant Prog I01000400 175,460 460
ADA Education & Training I08000100 575,876 555,535
APP Maintenance I17000500 1,265,033 883,931
Archives East End Project I17000100 86,350 11,523
Arts and Cultural Plan I17000900 110,000 53
Arts Ed and Community Outreach I17001100 177,536 56,618 B Street Theatre I80180000 3,000,000 -
Business Capacity I02001900 350,000 -
Business Incentives Program I02001300 100,000 100,000
C19-Economic Relief I02003000 87,680 -
CA Rural Legal Assistance I02000800 1,300,000 -
Cemetery Facility Improvement I17000300 13,359 -
Cesar Chavez Park Maintenance I19101200 105,905 96,865
Citywide Classification Study I08000400 3,100,000 2,226,585 Citywide Litigation Project I80310000 6,570,623 1,618,003 Citywide Strategic Plan I02000400 1,624,493 316,658
Climate Action Initiatives I02002300 245,000 9,232
Climate Action Initiatives I15240100 1,948,346 782,939
Comm Outreach & Enhanced Srvcs I02001100 200,000 320
Commercial Waste Compliance I15220000 6,125,017 6,125,017 Commission Stipends I04000100 76,450 20,650
Community Capacity I02002000 350,000 -
Community Investment Program I02001200 90,000 -
Community Nonprofit Assistance I02001000 200,000 -
Community Response I23000100 4,307,106 494,096
CORE I02420000 4,791,500 954,021
County COVID-19 Testing & Vac I12000100 10,057 10,057
Creative Edge I02181100 1,951,857 157,085
Crisis Intervention Training I11002200 173,002 -
Cultural and Economic Vitality I17001000 505,540 234,866 Cultural Arts Awards I17000700 3,050,000 7,845
Curtis Park Village Litigation I21005400 824,243 74,948 CW Innov. & Efficiency Assesmt I01002000 268,900 -
CWTP - City Manager I02002200 200,000 -
Digital Equity I07001100 400,000 -
Disability Advisory Commission I15230200 51,400 7,333
Downtown ESC Project I02000500 288,081 250,000
EBCVIDS (DRIP) I11003200 200,000 -
Electrical Safety Program I13000100 830,259 66,292
F.O.C.A.S. I13000400 60,500 -
Fairytale Town Expansion I17006100 609,000 -
Fare Free Transit for Youth I02181400 750,000 297,333
FEMA Corrective Action Plan I21004900 400,000 63,321
Financial Empowerment I02182000 50,000 -
Fleet - City Manager I06020000 342,958 93,962
Fleet - Community Development I06210000 160,630 25,849
Fleet - Fire I06120000 3,726,484 1,286,781
Fleet - Police I06110000 18,976,486 7,008,191
Fleet - PW General Fund I06150000 1,214,850 65,465
Fleet FY2020/21 - YPCE (Parks) I06190000 792,257 -
Fleet FY2021/22 - IT I06070000 140,886 (606)
FY2022/23 Affordable Housing I02189050 12,943,880 3,405,607 Gang Prevention & Intervention I02000600 3,811,114 177,483 General Plan Update I22000000 876,671 374,540
FY2024/25 Proposed Budget
Project Description Project # Total Budget
Available
Budget
General Fund (cont)
Greater Sac Econ Council I02181000 206,269 (27)
Habitat Project I01000600 30,000 -
Homeless Housing Initiative I02000200 7,396,848 487,456 Illegal Dumping I15200200 1,412,500 -
Impact Teams I11002400 3,991,884 806,000
JFN Emerg. Home Rpr. Pilot I21000700 200,000 -
Justice for Neighbors (JFN) I03000100 2,603,917 1,204,257 Language Access Program I02000410 250,000 250,000
Low Income Spay/Neuter Program I13000600 583,730 37,793 Major League Soccer I80020500 549,000 3,465
Marshall Hotel Hyatt Centric I18000400 3,600,000 -
Mayor's Office LT Positions I01002500 568,720 309,525
McClellan Park Storage I17002000 270,000 270,000
Measure L Youth Funding I80000100 9,241,400 9,241,400
Mental Wellness Program I11002600 568,850 236,088
NBHD Comm & Economic Plans Prg I02001700 354,754 354,754 Nextgen Mobile Computer Repl. I11000100 1,291,292 -
North Sac ED Investment I02180600 900,000 260,001
Northgate Blvd. PBID I02186000 68,000 68,000
Oak Park Clinic Building Maint I19101100 267,580 267,580 Oak Park Community Enhancement I19708000 200,000 17,145 Oak Park Rev. Fund Loan Prog. I02423100 1,100,000 -
OCM - Cannabis Program I06420000 49,104,872 28,754,116
Office of Violence Prevention I11003000 800,000 795,000 Park Safety I19160000 431,529 381,181
Participatory Budget Program I80010000 25,000 -
PDIT Critical Infrastructure I11002700 1,629,309 1,069,109 Police Observation Devices (PODs) I11002300 205,785 36,220 RASA Support I80005010 1,500,000 843,494
Respite Centers Program I23002000 1,433,255 242,441
Sac Zoo Relocation Study I02002100 275,000 35,118
Sacramento Riverfront I02180200 1,330,760 515,388
SEED Corporation I18000200 50,083 -
ShotSpotter I11002500 1,088,092 28,125
Stockton Blvd Housing Dvlpmnt I02189010 5,000,000 -
Summer Night Lights I02000700 300,000 -
Summer Night Lights I11002100 600,000 -
Summer Youth & Community Programs I19141000 221,475 -
Supplemental Waste Programs I15230000 1,745,501 103,376 SVS Operations and Mgmt I15001000 1,356,752 422,644
Thousand Strong (ETP Pilot) I01000300 2,476,000 93,428
Training and Outreach I08000300 3,175,758 2,048,142
Transp Mgmt Plan - Update 2024 I15221700 249,999 249,999 Truth, Reform, & Recon Project I01140100 320,000 320,000 UCD Community Garden I19130000 25,000 -
Utility Rate Asst Prgm I14130100 16,366,754 (1)
Water Conservation I14120400 97,622 97,622
Webgrant Restructuring Project I07000900 1,409,558 46,178 Whole Person Care I02000900 47,432 1
Wong Center Senior Housing I02189020 2,796,005 -
Youth Engagement & Summer Program I01000100 400,000 43,848 Youth Pop Up Events I19143100 2,721,000 211,000
Youth Services Program I19140000 25,000 -
General Fund Total 223,447,073 78,008,722
Internal Service Funds
Citywide Litigation Project I80310000 19,000,000 4,000,000 Fleet - HR Risk Fund I06081000 243,560 243,560
Fleet - PW Fleet Fund I06151000 265,000 166,829
Internal Service Funds Total 19,508,560 4,410,389
FY2024/25 Proposed Budget
Project Description Project # Total Budget
Available
Budget
Measure U Fund
Animal Care for the Zoo & FTT I17005100 1,171,000 -
ARPA Workforce Training I02612020 785,299 284,854
CA Rural Legal Assistance I02000800 1,750,000 -
Children & Youth Services I19143200 6,926,745 1,005,978 Children & Youth Services Program I02001830 2 (222,498) City Manager Youth Programs I80020800 250,000 157,076
Commission Stipends I04000100 55,400 29,950
Community Response I23000100 20,783,654 10,464,569
Creative Edge I02181100 2,640,000 536,401
Cultural Arts Awards I17000700 564,000 222,810
Digital Equity I07001100 400,000 200,000
EBCVIDS (DRIP) I11003200 1,000,000 225,000
ED Initiatives I02181000 500,000 200,650
Fare Free Transit for Youth I02181400 3,750,000 -
Financial Empowerment I02182000 300,000 -
Fire - DOR Program I12000200 774,619 774,619
Fleet - CDD Measure U I06211000 654,487 358,848
Fleet - YPCE Measure U I06191100 3,327,582 953,236
Fleet FY2021/22 - Fire Measure U I06121000 347,022 (4,230) Forgivable Loan Program I02180400 1,233,990 -
FY2017/18 - Summer at City Hall I80190600 183,801 1,684 FY2017/18 Police Measure U I80110600 24,609,871 26,233
FY2019/20 Police Measure U I80110800 37,158,244 5,554
FY2021/22 M/C City's Racial Equity I02004000 300,000 300,000 FY2021/22 M/C Econ Dev Priorities I02180910 9,300,000 4,437,083 FY2022/23 Affordable Housing I02189050 4,167,500 1,230,318 Gang Prevention & Intervention I02000600 2,397,037 229,062 Homeless & Community Outreach I23004000 89,067 89,067
Homeless Housing Initiative I02000200 19,889,912 4,542,187 Iceland Restoration I02181600 66,010 10
Illegal Dumping I15200200 2,910,000 557,536
JFN Emerg. Home Rpr. Pilot I21000700 304,000 -
K to College Savings Program I02181300 150,000 -
LGBT Center Relocation I02181500 750,000 -
M/C Econ Dev Priorities I19143300 300,000 300,000
Mayor's Comm on Climate Change I01001000 150,000 -
McClellan Park Storage I17002000 413,090 413,090
Museum Insurance Reimbursement I17000100 131,872 131,872 NBHD Comm & Economic Plans Prg I02001700 34,246 34,246
NDAT I22000100 4,710,451 3,227,373
NDAT Community Engagement I02180290 150,000 123,877
North Area Freedom Schools I02181200 290,000 -
OCM - Cannabis Program I06420000 - (71,842)
Office of Violence Prevention I11003000 2,866,368 473,351 Participatory Budget Program I80010000 1,225,000 105,757 PDIT Critical Infrastructure I11002700 1,559,190 -
Police Observation Devices (PODs) I11002300 187,000 7,971 PW Sustainability Program I15220300 473,986 236,385
Respite Centers Program I23002000 7,400,055 -
Riverfront Properties I02180200 300,000 (42,550)
Sac Municipal Reparations Comm I01002100 200,000 200,000 ShotSpotter I11002500 616,608 -
SPLA Maintenance I15220100 1,200,000 429,319
Step Up Housing Dev I02189040 2,925,000 -
Stockton Blvd Anti-Displacement I02189030 5,000,000 2,958,500 Stockton Blvd Housing Dvlpmnt I02189010 5,000,000 -
Summer Youth & Community Programs I19141000 754,353 259,453 Thousand Strong (ETP Pilot) I01000300 2,661,954 1,631,714 Utility Rate Assistance Program I14130100 10,072,720 1,203,472 Webgrant Restructuring Project I07000900 48,525 -
Whole Person Care I02000900 150 -
FY2024/25 Proposed Budget
Project Description Project # Total Budget
Available
Budget
Measure U Fund (cont)
Wong Center Senior Housing I02189020 703,995 -
Youth & Family Investments I11003100 2,600,000 186,035
Youth Pop Up Events I19143100 1,300,000 254,498
Youth Sports Field - Sponsorship I19143000 210,000 206,657 Measure U Fund Total 202,973,805 38,875,174
Enterprise Funds
American River Source Water I14520400 1,592,715 839,304 Arc Flash Hazard Analysis I14020100 933,344 378,968
Arts and Cultural Plan I17000900 111,000 100
Asset Management Program I14010700 707,599 458,202
City of Festivals Program-CCS I15001211 1,489,000 140,845 Citywide Litigation Project I80310000 578,826 (3,993)
Climate Action Initiatives I15240100 106,693 -
Combined Master Plan Program I14610300 2,335,222 725,372 Comission Stipends I04000100 4,300 3,250
Condition Assessment Program I14010800 3,411,772 2,332,215 Conjunctive Use - Groundwater Wells I14510100 1,907,599 376,689 CSS Management Plan I14630200 2,081,056 1,535,746
CSS Regulatory Compliance I14120600 5,384,545 420,823
Cultural Arts Awards I17000700 500,000 144,316
CWTP - City Manager I02002200 89,716 1
DOU Arborist Program I14240100 600,000 600,000
Drainage Master Plan Program I14710100 930,952 751,082
Electrical Equipment Program I14050200 136,415 76,415
Energy Efficiency Program I14040200 293,843 293,843
ESC CTO Propty Transfer Cons I02000500 47,100 -
Fleet - DOU Sewer Fund I06146000 6,119,309 3,188,633
Fleet - DOU Storm Drain Fund I06141000 4,243,412 708,972 Fleet - DOU Water Fund I06145000 9,352,155 1,501,201
Fleet - PW Solid Waste Fund I06147000 41,443,621 1,507,379 Flood Control Planning I14010100 4,330,231 291,970
Flow Monitoring/Hydrology Program I14610100 1,005,364 250,000 General Plan Update I22000000 1,855 1,855
Groundwater Abandon/Protect Program I14520100 565,392 353,098 Information Technology Program I14040100 1,985,820 1,648,839 Keep Our Waters Clean Outreach I14520200 45,233 37,374
Legacy Landfill Operations I14120100 550,000 428,699
NPDES Stormwater Program I14010200 19,749,524 2,227,330 Sacramento River Source Water I14520300 1,667,044 626,953 SAFCA Levee Maintenance I14120300 6,732,552 1,518,289
SCADA Planning Program I14010900 746,486 205,615
Sewer System Management Plan I14110100 3,904,202 1,135,022 Solid Waste Outreach I14120200 5,435,425 884,415
SSMP Eng/Regulatory Support I14620100 491,500 244,916
Storm Drainage Planning & Mgmt I14100000 2,950,000 2,950,000 SVS Operations and Mgmt I15001000 1,305,000 130,201
SW Container Replacement I14120500 17,493,245 2,093,246 Wastewater Planning Program I14610200 971,620 630,087
Water Conservation I14120400 13,869,359 1,085,343
Water Master Plan Program I14510200 3,858,716 1,847,566 Water Master Planning I14160100 118,226 118,226
Water Meter Replacement Prgm I14010500 7,439,234 605,354 Enterprise Funds Total 179,616,223 35,293,758
Other Funds
2021 CHP Grant I11002900 4,044,804 2,083,366
65th Street Impact Fee Program I06000600 993,228 46,228 905 S Street I21006600 318,975 266,395
Accela Maintenance I21000800 450,000 450,000
Alchemist CDC Site Acquisition I02180610 900,000 -
Animal Svcs for Homeless Resp I21008500 529,520 263,702 APP Maintenance I17000500 276,462 159,198
FY2024/25 Proposed Budget
Project Description Project # Total Budget
Available
Budget
Other Funds (cont)
ARPA Grant Liaison Consulting I02612060 1,037,695 (2,063) ARPA Small Business Support I02612000 7,678,106 3,304,472 ARPA Workforce Training I02612020 14,010,080 7,486,903
Arts & Creative Economy Program I17609000 7,750,000 6,249,000 Arts and Cultural Equity Grant I17000600 500,000 14,988 Arts Ed and Community Outreach I17001100 310,180 72,380 Basin 6 Drainage I22200600 6,696,296 69,804
Bonded CFD/AD Applications I22310100 2,766,652 300,588
BRLF Program Income I02180800 1,736,063 1,211,951
Busins Complnc Unit Night Team I21000400 1,473,669 529,917 C19-Economic Relief I02003000 10,148,449 -
Centene Emp Incentive I02180100 13,500,000 13,500,000
Central City Fee District I06132110 225,000 121,660
Children & Youth Services I19143200 720,000 192,518
City Hall Tech Program I02001500 750,000 445,803
Citywide Strategic Plan I02000400 20,000 -
Climate Action Initiatives I02002300 - (1)
Code Service Homeless Rsp Team I21000500 205,683 96,919 College Square Reimbursement I22310200 30,000 13,800
Commission Stipends I04000100 9,850 2,651
Community Response I23000100 8,871,644 4,190,589
CORE I02420000 - (720,892)
Council Led Strategic Initiatives I01002200 550,000 331,380 County COVID-19 Testing & Vac I12000100 398,363 72,354
Creative Economy Pilot Project I18000300 500,000 14,431 Creative Edge I02181100 1,000,000 965,000
CRF/LARP Grants I19101400 15,650,000 14,110,302
Cultural and Economic Vitality I17001000 36,000 35,000
Cultural Arts Awards I17000700 250,000 25,539
Cultural Plan Implementation I17000900 29,350 -
D1 - Youth Workforce Program I19142000 244,336 56,710
Delta Shores Fee District I06132130 1,466,119 461,341
Digital Equity I07001100 250,000 -
Downtown ESC Project I02000500 6,078,917 -
ELOP Program I19150000 1,380,829 1,155,996
Enhanced Infrastructure (EIFD) I02000520 465,000 270,000 ESC Art Maintenance I17000400 289,516 210,766
F.O.C.A.S. I13000400 3,948,070 529,769
Fairytale Town Expansion I17006100 1,800,000 -
Financial Empowerment I02182000 2,000,000 378,662
Fire Opioid Settlement I12000300 1,687,394 1,687,394
Fleet - Community Dev L&L Fund I06212000 193,294 (20,129) Fleet - PW Gas Tax Fund I06152100 9,261,033 1,234,324
Fleet - PW L&L Fund I06152000 1,904,111 638,680
Fleet - PW Solid Waste Fund I06147000 200,000 -
Food Security Initiatives Project I02612070 1,500,000 - Forgivable Loan Program I02180400 2,926,000 2,751,250
FY2017/18 - Summer at City Hall I80190600 11,600 -
FY2022/23 Affordable Housing I02189050 18,858,713 14,158,713 FY2023/24 ELOP Program I19150100 1,428,625 1,072,552
Gang Prevention & Intervention I02000600 1,507,500 947
Gateway Mixed Income Housing I02189010 15,000,000 15,000,000 General Plan Update I22000000 21,899,471 6,538,442
Gobler-Park Trust Cold Storage I17009100 32,500 32,500
Grant HS Quadrangle I02187000 200,000 200,000
Hart Trust Proj Fund FY2011/12-16 I19120000 - -
Hart Trust Proj Fund FY2022/23-26 I19122000 871,580 740,552 Health & Wellness Program I08000200 3,000 3,000
Homeless & Community Outreach I23004000 5,613,793 5,613,793 Homeless Housing Initiative I02000200 20,171,964 307,645 Illegal Dumping I15200200 638,660 -
FY2024/25 Proposed Budget
Project Description Project # Total Budget
Available
Budget
Other Funds (cont)
Inclusive Business Assistance I02612040 3,500,000 -
Inclusive Economic Development I02180900 2,000,000 1,699,000 JCPA Administrative Ctrl 3131 I22205100 653,869 85,269
Kids Play Mc Kinley-Maint 4711 I19000800 12,870 7,151
LGBT Center - CNRA Grant I02181510 1,000,000 -
Major League Soccer I80020500 2,400,000 1,251,102
Marshall Environmental I18000400 200,000 -
MBI I02180700 995,400 395,557
MLS - CDD I21006200 1,140,240 870,400
N Natomas Admin Control I22000100 17,846,066 2,001,891
Natomas Central CFD 2006-02 I22340000 100,000 55,692
Natomas Landing CFD2008-01 I22310500 64,500 55,221
Natomas Meadows CFD I22310000 62,000 42,329
Neigh Park Maint CFD 4815 I22300000 598,056 77,300
NN Youth Workforce Dev Prog I19145000 100,000 100,000
NNAC&CC Feasibility Study Proj I19000900 158,858 -
Non-Bonded Service Dist Appls I22300100 803,986 82,713
North Area Economic Recovery I02612090 4,875,000 4,171,445 Northgate Economic Recovery I02612080 3,000,000 420,172 NSacto Code Enforce. &Outreach I21000600 450,000 433,468 Oak Park Broadway I02180300 1,236,098 1
Oak Park Rev. Fund Loan Prog. I02423100 1,108,197 1,108,197 Old Sacramento Improvements I02612030 4,055,403 3,166,663 PANHANDLE ANNEXATION 4811 I22209000 124,990 3,466
PBID/BIA Applications I22310600 45,000 20,815
Project Pony 2112 I11001900 6,600 5,202
Public Records Staffing I11002800 3,319,727 789,043
Railyards Block 48 I21006300 849,461 385,417
Railyards Fee District I06132100 2,168,000 83,863
Regional Community Policing In I11001600 49,871 3,545
Respite Centers Program I23002000 115,397 -
River District Fee District I06132120 100,000 35,607
Sac Ent. Dev. Academy Ph1 I02183000 1,875,000 1,628,006 Sacramento Canopy Hotel I21006400 439,890 355,107
Sacramento Econ Gardening 3yr I02184000 2,835,750 948,560 Sacramento Innovation Grant I18000100 6,970,709 3,216,205 Sacramento Railyards 2006 FINP I22208000 740 1
Sacramento Riverfront I02180200 17,000 4,621
SPD Training Facility 2157 I11002000 46,700 58
Stockton Blvd Anti-Displacement I02189030 410,000 -
Telegrapher I21006500 490,445 448,943
TMA Shuttle I22200700 1,318,200 192,000
Transportation Planning MYOP I15221700 750,000 576,233
UCD Community Garden I19130000 25,000 102
Utility Box Artwork Project I17000800 87,598 28,459
Vaccine Outreach and Education I02612050 1,000,000 12,248 Wastewater Planning Program I14610200 29,203 29,203
Water Forum 2.0 I80240100 570,500 -
Water Master Plan Program I14510200 90,095 27,166
Whole Person Care I02000900 11,496,413 3,199,874
Willowcreek Fee District I22206000 3,759,498 456,896
Youth Pop Up Events I19143100 1,300,000 216,787
Youth Services Program I19140000 18,300 -
Youth Stipend Program I19144000 21,900 -
Other Funds Total 312,890,625 137,617,786
Grand Total 938,436,285 294,205,830
FY2024/25 Proposed Budget

EXTERNALLY FUNDED PROGRAMS
The following is a list of existing externally funded programs, the total budget, and available budget based on data available as of April 2024:

Project Description Project # Total Budget
Available
Budget
General Fund
Powerhouse Science Center E18000400 3,160,000 6,659
Railyards Project Management E02000100 606,853 270,928
General Fund Total 3,766,853 277,587
Internal Service Funds
Driver Training Acadmy (SRDTA) E08000100 1,595,573 469,049 Robla Facility Safety Training E08000200 1,500 1,500
Internal Service Funds Total 1,597,073 470,549
Measure U Fund
Powerhouse Science Center E18000400 1,200,000 600,000
Measure U Fund Total 1,200,000 600,000
Other Funds
2023/2024 CA-TF7 US&R Mobex E12000300 519,000 500,387
Academy Activities 7/07-6/11 E11002200 1,003,859 100,599 AM/PM POD E11007132 15,000 2,544
CA TF7 Mobex 2022 E12000200 150,000 150,000
Clean CA Beautification Rt 99 E17001100 115,100 (7,100) DMV Anti-Auto Theft E11005400 3,335,855 620,909
Federal Forfeiture - DOT E11003200 1,099,987 2,917
Federal Forfeiture - DOT E11006900 12,243 (4,886)
Federal Forfeiture - Justice E11008300 61,218 61,218
Federal Forfeiture - Treasury E11008200 517,609 329,962 FY2014/15 AB109/RCISP E11006400 147,080 76,115
Hidalgo Bust Restoration E17001200 28,400 28,400
Los Rios Vocational Training E11006500 3,583,278 919,501 Phoenix Park PODs E11007125 36,685 7,328
PODs - Arden Fair Assoc. E11007118 68,000 4,193
PODs - Beazer Homes & The Cove E11007129 15,699 2,797
PODs - Housing Authority E11007127 19,850 7,123
PODs - Jackson Lab E11007120 48,256 19,367
PODs - MO Florin West E11007121 9,000 115
PODs - Power Inn Alliance E11007131 27,996 9,238
PODs - RT E11007128 37,500 12,221
PODs - Stockton Blvd Prtnshp E11007119 13,820 1,205
PODs - Stockton Blvd Prtnshp E11007130 7,340 3,012
PODs - The Cove E11007124 36,700 8,797
PODs Arden Fair FY2020 E11007122 42,500 42,500
PODs MO Capital Nursery E11007123 6,000 -
PODs Providence Place E11007126 16,657 5,968
Police Observation Devices E11007100 98,712 6,372
Powerhouse Science Center E18000400 6,250,000 399,999
SAR-Smart Growth Program E01000100 15,000 -
SMAC Galleries E17000500 176,000 1,000
State Forfeiture - Health & Safety E11002800 4,415,816 154 State Forfeiture - Health & Safety E11006718 1,089,722 145 State Forfeiture - Health & Safety E11008000 2,067,482 1,674,206 State Forfeiture Drug & Gang Prevention E11006818 160,522 22,892 State Forfeiture Drug & Gang Prevention E11008100 470,813 459,298 Vocational Ed Training - Fire E12000100 7,272,041 526,536 Other Funds Total 32,990,740 5,995,033
Grand Total 39,554,666 7,343,169
FY2024/25 Proposed Budget
29 SECTION - 29
Financial Policies
407
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of Contents
408
Budget Control Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
Effective Date:
409
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of Contents
Budget Control Policy

1. PURPOSE

2. BACKGROUND

3. POLICY
410
Debt Management Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Regulatory References
Effective Date: May 02, 2023
411
Back to Table
of Contents
Debt Management Policy

1. Introduction
Background City
Purpose Policy
Scope of Application
412
City Debt
Debt Manager

2. Governing Authority, Points of Contact, and Responsibility Authority
Delegation of Authority
Point of Contact
Responsibilities
413
414

3. Capital Financing Considerations
Constraints.
415
Debt Capacity
Feasibility
416
417
418
419
IRS
Capital Expenditure Considerations
420

4. Debt Issuance
Types and Purposes of Debt.
421
Mello-Roos Act
. Marks-Roos Act
422
. 423
TRANs
BANs
GANs
424
425
Public Policy Discussion
Reimbursement of City Expenditures.

Method of Sale
Pooled Financing
426
Professional Assistance

5. Debt Structure Features
Debt Repayment
Credit Quality
For Moodys Investor Service, investment grade means a rating of P-3 or higher for short-term debt and Baa3 or higher for long-term debt. For Standard & Poors, investment grade means a rating of A-3 or higher for short-term debt and BBB or higher for long-term debt. And for Fitch Ratings, investment grade means a rating of F-3 or higher for shortterm debt and BBB or higher for long-term debt. 427
Credit Enhancement
Non-Cash Reserve and Reduced Reserve
Fixed-Rate Debt.

Variable-Rate Debt.
428
Derivatives.

Call Provisions.

Bond Size.
6 Debt Administration and Regulatory Compliance
Policies and Procedures for Post-Issuance Compliance
Federal Income Tax Compliance
429
430
Use of Proceeds from Tax-Exempt or Taxable Debt and of Assets Financed with Tax-Exempt Debt.
431
Policies and Procedures For Use of Special Assessment and Mello-Roos Community Facilities District Financing For Infrastructure, Public Facilities, Programs and Services
Development Fee Financing Program for Commercial, Industrial and Residential Development Projects
Appraisal Standards for LandSecured Financings
Debt-Management Policy Supplemental Policy on Disclosure 432
Debt Management Policy - Disclosure
Supplemental Policy on Disclosure
Scope: CITYWIDE
Administrative Entity
Table of Contents
Regulatory References
Effective Date: May 02, 2023
433
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of Contents
Debt Management Policy - Disclosure

1. Introduction
Policy
EIFD
SEC
434

2. Governing Authority, Point of Contact, and Responsibility Debt Manager
435
MSRB
436

3. Certifications
437
438
Development Stabilization Contingency Reserve (DSCR) and Development Services Fund Management Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
439
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of Contents
DSCR and Development Services Fund Management Policy

1. PURPOSE

2. BACKGROUND

3. POLICY
440

4. MANAGEMENT OF ACTIVITIES IN FUND 2016
441
442
Emergency Medical Services (EMS) Revenue Recovery and
Fee Waiver Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
Effective Date:
443
Back to Table
of Contents
EMS Revenue Recovery and Fee Waiver Policy
1) PURPOSE
2) DEFINITIONS
3) BACKGROUND
444
4) EMS FEE RECOVERY POLICY
445
5) EMS FEE WAIVER POLICY
446
Household Size
Poverty Level
(100% Waiver)
2X Poverty Level
(50% Reduction)
3X Poverty Level
(25% Reduction)
2024 Federal Poverty Levels
447
448
P
Fees and Charges Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
Effective Date:
449
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of Contents
Fees and Charges Policy

1. PURPOSE
Impact/development fees are
Service fees
Regulatory fees
Rental fees
Penalties/Fines
2 THE CITY ATTORNEY'S ROLE IN EVALUATING FEE STUDIES.
450

2. POLICY
A. Cost Recovery Goals
Categories of Cost Recovery Levels in Which to Categorize/Organize Fees 3 451
Enterprise:

High:

Medium:

Low:

Other:

C. Methods for Determining Which Category a Fee Falls Under 452
Factors to Consider
The Nature of the
Facilities,
Infrastructure or
Services
The Nature and
Extent of the Benefit
to The Fee Payers
Effect of Pricing on
the Demand for
Services
Feasibility of
Collection and
Recovery Higher Cost Recovery Lower Cost Recovery 4
5 6
453
D. Establishment and Modification of Fees and Charges
454

3. Proposition 26
Tax Defined:

Exception 1 Benefit Conferred or Privilege Granted
Exception 2 Government Service or Product
Exception 3 Licenses and Permits
455
Exception 4 Use of City property
Exception 5 Fines and Penalties
Exception 6 Property Development Charges
Exception 7 Proposition 218 Fees
Burden of Proof:
456
Burden of Proof: A 3-step Analysis
457
458
General/Measure U (G/MU) Fund Economic Uncertainty
Reserve (EUR) Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
Effective Date:
459
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of Contents
General/Measure U (G/MU) Fund Economic Uncertainty
Reserve (EUR) Policy

1. PURPOSE

2. BACKGROUND
460

3. POLICY
461
462
Interfund Loans
Scope: CITYWIDE
Administrative Entity
Table of Contents

1. 2.

3. 3.1

3.2 3.3
Related Regulatory References

463
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of Contents
Interfund Loans Policy

1. PURPOSE

2. BACKGROUND

3. POLICY
464
465
466
Investment Policy
Scope: CITYWIDE
Administrative Entity
Regulatory References
Effective Date: July 28, 2020
467
Back to Table
of Contents
Investment Policy
I. Governing Authority; Scope
II. Objectives

1. Safety
468

2. Liquidity
Yield
469
Pooling of Funds

2. Local Considerations
470
Favored Investments
III. Standards of Care
Prudence
471
Ethics and Conflicts of Interest
Delegation of Authority
472
IV. Authorized Financial Institutions, Depositories, and Broker/Dealers Selection
Performance Review
473
V. Safekeeping and Custody
Delivery vs. Payment
Safekeeping
Internal Controls, Investment Procedures Manual
VI. Suitable and Authorized Investments
Investment Types
474
Extended Maturities
Securities Lending
475
VII. Investment Parameters
Diversification
Cash Management Funds
Competitive Bids
VIII. Reporting
Investment Reports
476
Marking to Market
Performance Standards
IX. Policy Considerations
Exemption
Amendments
X. City Council Consideration of Investment Policy
XI. Miscellaneous
A. Statutory References
477
478
Other Post-Employment Benefits (OPEB)
Scope: CITYWIDE
Administrative Entity
Table of Contents
Effective:
479
Back to Table
of Contents
Other Post-Employment Benefits (OPEB) Policy

1. PURPOSE

2. BACKGROUND
480

3. POLICY
481
482
Pension Funding
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
483
Back to Table
of Contents
Pension Funding Policy

1. PURPOSE

2. BACKGROUND
Pension Funding: A Guide for Elected Officials
484
Actuarially Determined Contributions.

Funding Discipline
Intergenerational equity
Contributions as a stable percentage of payroll
Accountability and transparency

3. POLICY
485
486
Risk Management Funding and Reserve Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Related Regulatory References
487
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of Contents
Risk Management Funding and Reserve Policy

1. PURPOSE

2. BACKGROUND

3. POLICY
488
489
490
Sacramento City Employees Retirement System (SCERS)
Investment Policy
Scope: CITYWIDE
Administrative Entity
Table of Contents
Regulatory References
Effective Date: July 28, 2020
491
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of Contents
Sacramento City Employees Retirement System (SCERS)
Investment Policy

1. INTRODUCTION

2. INVESTMENT PHILOSOPHY
492
AIFM BOARDS MISSION STATEMENT

3. INVESTMENT GOALS AND OBJECTIVES
493

4. GENERAL INVESTMENT POLICIES

FIDUCIARY DUTIES

AUTHORITY TO INVEST AND DELEGATION THEREOF
494

PERFORMANCE MEASUREMENT

DIVERSIFICATION

LIQUIDITY REQUIREMENTS OF THE SYSTEM
495

ASSET ALLOCATION AND RISK MANAGEMENT OF INVESTMENTS
Strategic Asset Allocation
496
Rebalancing of Portfolios

5. SUITABLE AND AUTHORIZED INVESTMENTS

AUTHORIZED INVESTMENTS

INVESTMENT TYPES
Domestic Equity
497
International Equity
Domestic Fixed Income
International Fixed Income
Commodities

SECURITIES LENDING
498

OPTION STRATEGIES

REAL ESTATE MORTGAGES

6. AUTHORIZED FINANCIAL INSTITUTIONS, DEPOSITORIES, BROKER/DEALER

SELECTION
499

PERFORMANCE REVIEW

7. SAFEKEEPING AND CUSTODY
DELIVERY VS. PAYMENT

CUSTODY OF SYSTEM ASSETS
500

INTERNAL CONTROLS

8. REPORTING

INVESTMENT REPORTS

MARKING TO MARKET

9. POLICY CONSIDERATIONS

ETHICS AND CONFLICTS OF INTEREST
501

EXEMPTION

AMENDMENTS

CITY COUNCIL CONSIDERATION OF INVESTMENT POLICY
502
FY2024/25 Proposed Budget
30 SECTION - 30
Resources
503
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of Contents
FY2024/25 Proposed Budget
504
FY2024/25 Proposed Budget
Glossary
Account - The primary accounting field in the budget used to describe the type of financial transaction.

Actual - Actual level of expenditures/FTE positions approved for fiscal year as noted.

Amended - Level of expenditures/FTE positions reflecting adjustments made during the current fiscal year.

Appropriation - An authorization by the Council, which permits officials to incur obligations and expend City resources, for a specific purpose within a fiscal year.

Assessment - Revenue collected for City services that benefit properties in specific areas or districts.

Assessment District - A separate local government agency formed to provide specific services. Property owners within the Assessment District boundary pay the district in proportion to the benefits or services they receive.

Balanced Budget - The amount of budgeted expenditures is equal to or less than the amount of budgeted revenues plus other available resources.

Beginning/Ending Fund Balance - Unencumbered resources available in a fund from the prior/current year after payment of the prior/current year's expenses. Not necessarily cash on hand (also refer to Fund Balance).

Budget - An annual financial plan consisting of Proposed/Approved expenditures for specified purposes and the Proposed/Approved means of financing them.

California Public Employees Retirement System (CalPERS) The nations largest public pension fund, providing health and retirement benefits to more than 2 million state, public school, and local public agency employees, retirees, and their families. The City contracts for retirement benefits only.

Capital Assets - Capital assets include land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period (fiscal year).

Capital Improvement - A specific undertaking involving procurement, construction or installation of facilities or related equipment that improves, preserves, enhances, or modernizes the Citys provision of municipal services, has a useful life of at least five years, and costs in excess of $20,000. CIPs may include construction or major repair of City buildings and facilities such as streets, roads, storm drains, traffic signals, parks, community centers, etc.
505
FY2024/25 Proposed Budget
Capital Improvement Program (CIP) - An ongoing five-year plan of single and multipleyear capital expenditures which is updated annually.

Carryover - Appropriated funds remaining unspent at the end of the fiscal year, which can be retained by the project to which they were appropriated so that they may be expended in the next fiscal year.

Charter Offices - City Attorney, City Auditor, City Clerk, City Manager, and City Treasurer.

Citywide and Community Support - Program costs that do not relate to any one department, but represent costs of a general citywide nature, such as debt service.

Combined Sewer System (CSS) - Sewers that are designed to collect rainwater runoff, domestic sewage, and industrial wastewater in the same pipe. Combined sewer systems transport their wastewater to a sewage treatment plant, where it is treated and then discharged to a water body.

Community Facilities District (CFD): The Mello-Roos Act (1982) allows any county, city, special district, school district, or joint powers authority to establish a CFD that allows for financing of public improvements (e.g., sewers, streets) and services. To establish a CFD, voters within the district must approve its creation by two-thirds.

Debt Financing - Issuance of bonds and other debt instruments to finance municipal improvements and services.

Debt Service - The costs of paying the principal and interest on borrowed money according to a predetermined payment schedule.

Department - Department refers to the Council; City Manager; City Attorney; City Auditor, City Clerk; City Treasurer; Convention and Cultural Services; Community Development; Community Response; Finance; Fire; Human Resources; Information Technology; Police; Public Works; Utilities; Youth, Parks, & Community Enrichment; and Citywide and Community Support.

Dept ID - A sub-unit of a department or division.

Division - A roll-up of units within a department. There are one or more units within a division.

Employee Services - The personnel costs of a City program, including wage/salary, direct and indirect benefits, such as health insurance, social security costs, retirement contribution, workers compensation, unemployment insurance, etc.

Enterprise - A governmental facility or service that is self-supporting through fee and charge revenue.
506
FY2024/25 Proposed Budget
Enterprise Funds - These funds are used to account for operations for which it is the stated intent that the costs of providing services to the public on a continuing basis be financed or recovered primarily through user charges and space rentals, e.g., Water Fund, Wastewater Fund (also known as the Sewer Fund).

Equipment - Capital outlay for tangible property of a relatively permanent nature, such as vehicles or equipment with a unit cost of $20,000 or more.

Expenditure Class - A roll-up of accounts: employee services, services and supplies, property, debt service, and interdepartmental transfers.

Expenditure - The actual spending of funds authorized by an appropriation. Expenditures are divided into the following classes of individual line items:

Employee Services
Services and Supplies
Equipment
Debt Service
CIP or Grant Labor Offset
Capital Improvements
Externally Funded Program - Program revenues provided by external agencies which are restricted to a specified purpose.

Fiscal Year (FY) - A time period designated by the City signifying the beginning and ending period for recording financial transactions. Sacramento has a fiscal year from July 1 through June 30, referred to as FY2024/25 or FY25.

Full-Time Equivalent (FTE) - A unit indicating the workload of a position in order to distinguish workloads comparable to a full-time position. An FTE of 1.0 means that the position is equivalent to a full-time workload, while an FTE of 0.50 signals that the position is half-time.

Fund - A group of related accounts used to maintain control over resources that have been segregated for specific activities or objectives.

Fund Balance - The total dollars remaining after current expenditures for operations and capital improvements are subtracted from the sum of the beginning fund balance and current resources.

General Fund - The City's principal operating fund, which is supported by taxes and fees and which, generally, has no restrictions on its use. Expenditures may be described as discretionary and non-discretionary.

Discretionary - That portion of the General Fund for which there are no restrictions on the use of the fees or taxes collected. 507
FY2024/25 Proposed Budget
Non-discretionary - Expenditure of revenues which are collected by users of a program to offset the cost of the program. State law requires that fees charged cannot exceed the cost of the service.

Grant - Contributions of cash or other assets provided by external agencies, which are restricted to a specific purpose, have a time limit for use, and frequently are reimbursed after incurring eligible costs.

Growth Rate - Level at which expenditures and revenues are expected to increase annually.

Impact - Effects on the service level provided by a particular program due to budget changes.

Indirect Costs - Those elements of cost necessary in the performance of a service that are not readily identified to the unit of service, such as administration, supplies, etc.

Internal Service Fund (ISF) - An ISF provides services to all City departments and bills the various other funds for services rendered. ISFs are self-supporting. Only the expenditure by the ISF is counted in budget totals; the internal transfer from the department to the ISF is excluded to avoid double-counting expenditures.

Internal Service Fund Transfer - A transfer from operating funds to an ISF, e.g., Risk Management or Fleet Management.

Labor/Supply Offset (CIP/Grant/Labor) - Amounts for employee salaries and benefits expected to be charged to a CIP or grants, thus reimbursing the operating budget for these costs.

Measure U Fund This fund was established to account for revenues collected from the transactions and use tax voted in on November 6, 2018 and took effect on April 1, 2019.

Measure U was approved as a general tax and can be used for any general government purpose. This one-cent tax is charged on each dollar of taxable sales of goods purchased from retailers within the City of Sacramento, and on the taxable storage, use, or consumption of goods purchased outside the City and delivered to a location within the City.

Multi-year Operating Projects (MYOPs) A project/program with funding for internal operations (e.g., community outreach, fleet acquisitions, grants, rebates, and studies) that do not result in capital assets.

Operating Budget - Annual appropriation of funds for ongoing program costs, including employee services, other services and supplies, equipment, and debt service.

Operating Transfers - Moving dollars from a fund receiving revenue to a fund which will expend the resources.
508
FY2024/25 Proposed Budget
Ordinance - A law or regulation made by a city or town government.

Other Governmental Funds - These funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes, e.g., Gas Tax Fund, Traffic Safety Fund, Operating Grant fund.

Other Post-Employment Benefits (OPEB) - Benefits that an employee will begin to receive at the start of retirement, not including pension benefits.

Proposition 218 - Passed by California voters in 1996, Proposition 218 specifies requirements for how utility rates for water, sewer, drainage, and solid waste services are set and how the funds generated by those rates are used. Some of the requirements of include:

Holding a public hearing prior to any rate changes for water, sewer, drainage, or solid waste services and notifying rate payers of that hearing via mail at least 45 days in advance.

Using funds generated by a particular rate, such as water rates, for water operations and projects.

Project, Child: - A project that falls under the budget appropriation authority of a parent project. Child projects are not required of a parent project.

Project, Parent: - A project that has budget appropriation authority given by Council.

Parent project numbers usually end in zero-zero (00).

Resolution - A formal declaration by Council.

Resources - Total dollars available for appropriation during the fiscal year, including estimated revenues, fund transfers, and beginning fund balances.

Revenues - Income received from seven categories:

Taxes - Revenue including sales tax, property tax, utility user tax, etc., collected to fund general operating City programs.

Charges for Fees and Services - Fees charged to the user of any specific service provided by the City not supported by the General Fund. The fee cannot exceed the cost of providing the service.

Licenses and Permits - Revenues collected for construction, maintenance, and/or operation of designated equipment, businesses, buildings, and private property including animals.

Use of Money and Property - Interest earned on City investments or countyheld funds.

Inter-Governmental - Revenue disbursements from other agencies, such as State Motor Vehicle In-Lieu Tax and State Homeowners Property Tax Relief, and revenue reimbursement for services provided to other agencies. 509
FY2024/25 Proposed Budget
Fines, Forfeitures, and Penalties - Revenues collected for violations of City ordinances, late payments, etc.

Miscellaneous Revenues - Revenues not categorized above.

Revenues can also be classified as operating or non-operating in the enterprise activities.

Operating revenues are directly related to the funds primary service activity and consist primarily of user fees and charges. Non-operating revenues are incidental to, or byproducts of the enterprises primary service, such as interest income or the Transient Occupancy Tax for the Community Center Fund.

Services and Supplies - Costs of contractual or outside services, office supplies, and equipment.

Special Revenue Funds - These funds are used to account for activities supported by specific taxes or other revenue sources. These funds are generally required by statute, charter, or ordinance to finance specific government functions.

Successor Agency - Pursuant to operation of California state law, the Redevelopment Agency was dissolved. Effective February 1, 2012, former activities and affairs of the Sacramento Redevelopment Agency were transformed to the City of Sacramento as the Successor Agency. The Successor Agency is authorized by law to accept and maintain the legal title, custody and dominion of records that were created by another agency.

Surplus - An excess of total current resources over total current requirements. Total City Budget - The Citys total fiscal year expenditure budget (operating and capital) as approved by the Council.

Trust Funds - These funds are used to account for assets and activities restricted to a specific purpose in accordance with a trust agreement, e.g., Ethel MacLeod Hart Trust Fund.

User Charges/Fees - The payment of a fee for direct receipt of a public service by the party benefiting from the service.

Variance - Change in expenditures or staffing levels between fiscal years. 510
FY2024/25 Proposed Budget

ACRONYMS
A.B. Assembly Bill
ABCDs Automated Bids, Contracts, and Digital Signatures ACFR Annual Comprehensive Financial Report
ACH Automated Clearing House
ADA Americans with Disabilities Act
ALF American Leadership Forum
ALM Asset Liability Management
ALS Advanced Life Support
ARP American Rescue Plan 2021
ARRA American Recovery and Reinvestment Act
ASES After School Education and Safety
AWMP Accelerated Water Meter Program
AWWA American Water Works Association
BID Business Improvement District
BOE Board of Education
BOT Business Operations Tax
BWC Body Worn Camera
CAA Cultural Arts Awards
CalPERS California Public Employees Retirement System
CASH Community Against Sexual Harm
CA-TF7 California Task Force 7
CBOT Cannabis Business Operations Tax
CCM Citywide Content Management
CCOMWP City/County Office of Metropolitan Water Planning CCPI CA Consumer Price Index
CCR Consumer Confidence Report
CCS Convention and Cultural Services
CDTFA CA Department of Tax and Fee Administration
CE Cultural Equity
CEQA California Environmental Quality Act
CERBT California Employers' Retiree Benefit Trust
CFD Community Facilities District
CIO Chief Information Officer
CIP Capital Improvement Program or Project
CIRBs Capital Improvement Revenue Bonds
CIS Customer Information System
CIT Crisis Intervention Training
CLASS Childcare Learning and Student Support
CMO City Managers Office
CNG Compressed Natural Gas
CO2e Carbon Dioxide equivalent
COLA Cost of Living Adjustment
COPS Community Oriented Policing
CORE Cannabis Opportunity Reinvestment and Equity
511
FY2024/25 Proposed Budget
CPI Consumer Price Index
CRCIP Community Reinvestment Capital Improvement Program CRS Community Rating System
CSH Center for Sacramento History
CSS Combined Sewer System
CSUS California State University Sacramento
DACs Disadvantaged Area Communities
DDW Department of Drinking Water
DHS Department of Homeland Security
DISTRICT SCU Convention & Performing Arts District
DMAs District Metered Areas
DOE Department of Education
DOU Department of Utilities
DSCR Development Stabilization Contingency Reserve
DSP Downtown Sacramento Partnership
DUI Driving Under the Influence
DWR Department of Water Resources
eCAPS Electronic Citywide Accounting and Personnel System EEO Equal Employment Office
EGUSD Elk Grove Unified School District
EIFD Enhanced Infrastructure Financing District
EIR Environmental Information Regulation
ELAP Environmental Laboratory Accreditation Program
EMS Emergency Medical Services
EOC Emergency Operations Center
ERP Enterprise Resources Planning
EUR Economic Uncertainty Reserve
EVOC Emergency Vehicle Operations Course
F.O.C.A.S. Friends of the Citys Animal Shelter
FDIC Federal Deposit Insurance Corporation
FEC Financial Empowerment Center
FEMA Federal Emergency Management Agency
FMAP Flood Maintenance Assistance Program
FTE Full-time equivalent
FUEL Family, Unity, Education, and Legal Network
FY Fiscal Year
G/MU General and Measure U
G1C Golden 1 Center
GARE Government Alliance on Race and Equity
GASB Governmental Accounting Standards Board
GL&AL General Liability and Auto Liability
HR Human Resources
ICMA International City/County Management Association
IRS Internal Revenue Service
ISA International Society of Arboriculture
512
FY2024/25 Proposed Budget
IST Inspection and Standards Team
IT Information Technology
JPA Joint Powers Agreement
LAFCo Sacramento Local Agency Formation Commission
LDI Liability Driven Investment
LMA Local Maintaining Agencies
LPRs License Plate Readers
MG Million Gallons
MICC Mobile Incident Command Center
MOE Maintenance of Effort
MOFIE Mayors Office of Innovation and Entrepreneurship MOSAC SMUD Museum of Science and Curiosity
MYOP Multi-year Operating Project
NACHA National Automated Clearing House Association
NPDES National Pollutant Discharge Elimination System
OAC Office of Arts and Culture
OCM Office of Cannabis Management
OEG Office of Economic Growth
OEM Office of Emergency Management
OPEB Other Post-Employment Benefits
PAR Personnel Action Request
PARCS Parking Access and Revenue Control System
PBIDs Property and Business Improvement Districts
PCI Payment Card Industry
PCI DSS Payment Card Industry Data Security Standard
PCR Patient Care Reports
PD Police Department
PELLET-B Police Entry Level Law Enforcement Test
PEPRA Public Employees Pension Reform Act
PERS California Public Employees Retirement System
PG&E Pacific Gas and Electric
PODs Police Observation Devices
POP Problem Oriented Policing
POS Point-of-Sale
POST Police Officers Standard and Training
PPE Personal Protective Equipment
PPP Public-Private Partnerships
PRAs Public Records Act
PRISM Public Risk Innovation, Solutions, and Management PTTVC Prime-Time Teen Virtually Connected
RAILS Rapid Acceleration, Innovation & Leadership
RASA Redevelopment Agency Successor Agency
REO Recognized Employee Organization
RFP Request for Proposal
RGEAP Race and Gender Equity Action Plan
513
FY2024/25 Proposed Budget
RSW Recycling and Solid Waste Division
SACOG Sacramento Area Council of Governments
SAFER Staffing for Adequate Fire & Emergency Response Grants SAMS Software Asset Management System
SASD Sacramento Area Sewer District
SAVSA Sacramento Abandoned Vehicle Service Authority
S.B. Senate Bill
SCADA Supervising Control and Data Acquisition
SCERS Sacramento City Employees Retirement System
SCMS Security Camera Monitoring System
SCU SAFE Credit Union
SCUSD Sacramento City Unified School District
SCVB Sacramento Convention and Visitors Bureau
SCXEA Sacramento City Exempt Employees Association
SETA Sacramento Employment and Training Agency
SHRA Sacramento Housing and Redevelopment Agency
SMAC Sacramento Metropolitan Arts Commission
SMHST Sacramento Museum of History, Science, and Technology SMUD Sacramento Municipal Utility District
SPCA Society for the Prevention of Cruelty to Animals
SPLA Sacramento Public Library Authority
SRCSD Sacramento Regional County Sanitation District
SRF State Revolving Fund
SSO Sanitary Sewer Overflows
START Students Today Achieving Results for Tomorrow
STEAM Science, Technology, Engineering, Art, and Math
SURA Sacramento Utility Rate Assistance
SUV Sport Utility Vehicle
SWA Solid Waste Authority
SWAT Special Weapons and Tactics
SWRCB State Water Resources Control Board
TOT Transient Occupancy Tax
UAL Unfunded Accrued Liability
UAS Unmanned Aerial System
UHU Unit Hour Utilization
URAC Utility Rate Advisory Commission
US&R Urban Search & Rescue
UUT Utility User Tax
VLF Vehicle License Fee
VoIP Voice over Internet Protocol
VPN Virtual Private Network
WC Workers Compensation
YDPM Youth Development Program Manager
YPCE Youth, Parks, and Community Enrichment
514
31 SECTION - 31
Resolution
515
Back to Table
of Contents
516

RESOLUTION NO 2024-XXXX
Approving the Fiscal Year 2024/25 Operating and
Capital Improvement Program Budgets

BACKGROUND
Core Budget Policies
Budget Guidelines
517

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

Section 1. Preliminary Matters.
518

Section 2. Scope.

Section 3. Definitions.

Section 4. Approved Budget Appropriations, FTEs, and Adjustments. 519
Section 5. Economic Uncertainty Reserve Policies and Transfers from Contingency and Reserve Funds.
520
Section 6. Appropriation Increases and Decreases.
521
Section 7. Appropriation Transfers.

Section 8. Staffing Changes.
522

Section 9. Revenue Budget.

Section 10. Capital Improvements.
523
524
525
526

Section 11. Operating Grants.
527
528

Section 12. Externally Funded Programs (EFP).
529
Section 13. Multi-Year Operating Projects (MYOP).
530

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

Section 15. Appropriation Limits.

Section 16. Midyear Report.
531
Section 17. Adjustments for Revenue Offset Programs and Services. 532
533
534
535
536

Section 18. Year-End Process and Carryover Authority.
537
Section 19. Year-End Reporting.
538

Section 20. Miscellaneous Controls and Considerations.
539
Exhibit A
FY2023/24 BUDGET CHANGES
(will be added after Budget Adoption)
540

Exhibit B
CITYWIDE STAFFING SUMMARY (By Department)

Department
FY2023/24
Amended
FY2024/25
Re-Org
FY2024/25
Add deletes
FY2024/25
Augmentation/Reduction
FY2024/25
Proposed
Total 5,090.61 - (13.74) (48.17) 5,028.70
541
Exhibit B
CITYWIDE STAFFING SUMMARY (By Fund)
FY2023/24
Amended
FY2024/25
Re-Org
FY2024/25
Add/deletes
FY2024/25
Augmentation/Reduction
FY2024/25
Proposed
General Fund
Subtotal General Funds 2,967.56 - (6.00) (29.56) 2,932.00 Measure U Subtotal General Funds 920.83 - (5.84) (21.61) 893.38 Enterprise Funds Subtotal Enterprise Funds 920.28 - (1.50) 2.00 920.78
Internal Service Funds
Subtotal Internal Service Funds 118.00 - - 1.00 119.00 542

Exhibit B
CITYWIDE STAFFING SUMMARY (By Fund) (continued)
FY2023/24
Amended
FY2024/25
Re-Org
FY2024/25
Add/deletes
FY2024/25
Augmentation/Reduction
FY2024/25
Proposed
Other Governmental Funds
Subtotal Other Governmental Funds 163.94 - (0.40) - 163.54 TOTAL 5,090.61 - (13.74) (48.17) 5,028.70 543
Exhibit C
FY2024/25 APPROVED OPERATING BUDGET
(will be added after Budget Adoption)
544

Exhibit D
APPROVED 2024-2029 CAPITAL IMPROVEMENT PROGRAM
(will be added after Budget Adoption)
545
546
City of Sacramento
PROPOSED CAPITAL IMPROVEMENT PROGRAM | 2024-29
Finance Department

PROPOSED

CITY OF SACRAMENTO

CAPITAL IMPROVEMENT PROGRAM
2024-2029

DARRELL STEINBERG
Mayor

LISA KAPLAN CAITY MAPLE
Councilmember, District 1 Vice Mayor, District 5

SHOUN THAO ERIC GUERRA
Councilmember, District 2 Councilmember, District 6

KARINA TALAMANTES RICK JENNINGS, II
Mayor Pro Tempore, District 3 Councilmember, District 7

KATIE VALENZUELA MAI VANG
Councilmember, District 4 Councilmember, District 8

HOWARD CHAN
City Manager

MICHAEL JASSO MARIO LARA
Assistant City Manager Assistant City Manager

LEYNE MILSTEIN RYAN MOORE
Assistant City Manager Assistant City Manager
Prepared by

DEPARTMENT OF FINANCE

BUDGET, POLICY, AND STRATEGIC PLANNING DIVISION

PETER COLETTO MIRTHALA SANTIZO

JASON BADER ANGIE GALIEOTE NORA HOWARD BRIAN MARTIN

LEILA MENOR ELIZABETH RAMOS MICHAEL TAMAYO CHAM TU
in conjunction with CIP coordinators and staff
2024-2029 Proposed Capital Improvement Program
i
Table of Contents Page

EXECUTIVE SUMMARY AND OVERVIEW
Transmittal Letter ............................................................................................................. 1 Capital Budgeting Excellence Award ............................................................................... 3 Proposed Overview of the 2024-2029 CIP ....................................................................... 4

HOW TO READ THIS DOCUMENT
Key Sections .................................................................................................................... 8 The Budget Process ........................................................................................................ 9 The CIP Review Process ................................................................................................. 9 General Plan Consistency – Section C .......................................................................... 10 Program Area Summaries – Sections D-I ...................................................................... 11 Unfunded Capital Needs – Section J ............................................................................. 16 Description of Major Funding Sources – Section K ........................................................ 16 Indexes – Sections L-O .................................................................................................. 16 Resources – Section P .................................................................................................. 16 SECTION A – BUDGET SCHEDULES
Schedule 1 – Capital Budget by Fund .......................................................................... A-1 Schedule 2 – Capital Budget by Program Area ........................................................... A-2 Schedule 3 – Fund and Program Area Summaries ...................................................... A-3 Schedule 4 – Capital Improvement Program: Total Fund Summary ............................ A-4 Schedule 5 – Capital Improvement Program: Total Program Summary ...................... A-8 SECTION B – SACRAMENTO AREA MAPS
City Council Districts .................................................................................................... B-1 Community Plan Areas ................................................................................................ B-2 Shovel-Ready Areas .................................................................................................... B-3 Neighborhood Commercial Revitalization Areas .......................................................... B-4 Bikeways ...................................................................................................................... B-5 SECTION C – GENERAL PLAN CONSISTENCY
Introduction .................................................................................................................. C-1 FY2024/25 New, Site-Specific CIPs ............................................................................. C-2 SECTIONS D-I – PROGRAM AREA SUMMARIES
SECTION D – General Government
Introduction .................................................................................................................. D-1 Major Funding Sources ................................................................................................ D-2 Major Programs and Projects ...................................................................................... D-4 Map .............................................................................................................................. D-5 Programmatic Details ................................................................................................... D-6 2024-2029 Proposed Capital Improvement Program
ii
Table of Contents (continued) Page
SECTION E – Public Safety
Introduction .................................................................................................................. E-1 Major Funding Sources ................................................................................................ E-1 Major Programs and Projects ...................................................................................... E-3 Programmatic Details ................................................................................................... E-4 SECTION F – Convention, Culture, and Leisure
Introduction .................................................................................................................. F-1 Major Funding Sources ................................................................................................ F-1 Major Programs and Projects ...................................................................................... F-3 Map .............................................................................................................................. F-4 Programmatic Details ................................................................................................... F-5 SECTION G – Parks and Recreation
Introduction .................................................................................................................. G-1 Major Funding Sources ................................................................................................ G-2 Major Programs and Projects ...................................................................................... G-4 Map .............................................................................................................................. G-5 Programmatic Details ................................................................................................... G-6 SECTION H – Transportation
Introduction .................................................................................................................. H-1 Major Funding Sources ................................................................................................ H-3 Major Programs and Projects ...................................................................................... H-5 Map .............................................................................................................................. H-8 Programmatic Details ................................................................................................... H-9 SECTION I – City Utilities
Introduction ................................................................................................................... I-1 Major Funding Sources ................................................................................................. I-2 Major Programs and Projects ....................................................................................... I-3 Map ............................................................................................................................... I-6 Programmatic Details .................................................................................................... I-7 SECTION J – UNFUNDED CAPITAL NEEDS
Introduction ................................................................................................................... J-1 Unfunded Deferred Maintenance .................................................................................. J-2 Unfunded New Assets .................................................................................................. J-2 Major Long-Term Projects ............................................................................................ J-3 General Government – Section D ................................................................................. J-3 Public Safety – Section E .............................................................................................. J-8 Convention, Culture, and Leisure – Section F .............................................................. J-9 Parks and Recreations – Section G ............................................................................ J-11 2024-2029 Proposed Capital Improvement Program
iii
Table of Contents (continued) Page
Transportation – Section H ......................................................................................... J-12 City Utilities – Section I ............................................................................................... J-14 Unfunded Capital Needs Itemized Project List ............................................................ J-17 SECTION K – DESCRIPTION OF MAJOR FUNDING SOURCES
Major Funding Types ................................................................................................... K-1 Major Funding Sources ............................................................................................... K-1 Debt ............................................................................................................................. K-1 Fund 1001 – General Fund .......................................................................................... K-2 Funds 2002 and 2036 – Gas Tax and Road Maintenance & Rehabilitation Account Funds ................................................................................................................ K-3 Fund 2007 – Major Street Construction Fund .............................................................. K-4 Fund 2008 – Trench Cut Fee Fund .............................................................................. K-5 Fund 2013 – Transportation Development Act Fund ................................................... K-6 Fund 2016 – Development Services Fund ................................................................... K-7 Funds 2026, 2038, and 2039 – New Measure A Construction and Maintenance Funds ................................................................................................................ K-8 Fund 2035 – Tree Planting and Replacement Fund .................................................... K-9 Fund 2232 – Landscaping and Lighting District Fund ................................................ K-10 Fund 2401 – Measure U Fund ................................................................................... K-11 Fund 2608 – Marina Fund .......................................................................................... K-12 Fund 3204 – Park Development Impact Fee Fund .................................................... K-13 Fund 3206 – North Natomas Financing Plan Public Facilities Fee Fund ................... K-14 Funds 3702, 3703, and 3704 – Capital Grant Funds ................................................. K-15 Fund 6001 – Water Development Fee Fund .............................................................. K-16 Fund 6002 – Sewer Development Fee Fund ............................................................. K-17 Fund 6004 – Parking Fund ........................................................................................ K-18 Fund 6005 – Water Fund ........................................................................................... K-19 Fund 6006 – Wastewater Fund .................................................................................. K-20 Fund 6007 – Solid Waste Fund ................................................................................. K-21 Fund 6010 – Community Center Fund ....................................................................... K-22 Fund 6011 – Storm Drainage Fund ............................................................................ K-23 Fund 6021 – Storm Drainage Property Fee Fund ...................................................... K-24 Fund 6501 – Fleet Management Fund ....................................................................... K-25 SECTIONS L-O – INDEXES
Section L – Projects Receiving New Funding
by Funding Source and Project Number ................................................. L-1 Section M – Projects Receiving New Funding
by Program Area and Project Number ................................................... M-1 Section N – All Projects by Council District and Project Name .................................. N-1 2024-2029 Proposed Capital Improvement Program
iv
Table of Contents (continued) Page
Section O – All Projects by Project Number ............................................................... O-1 SECTION P – RESOURCES
Acronyms ..................................................................................................................... P-1 Glossary ....................................................................................................................... P-2 Index ............................................................................................................................ P-7 Reference Materials ..................................................................................................... P-9 2024-2029 Proposed Capital Improvement Program
v
Quick Reference Guide

SUBJECT AREA DOCUMENT SECTION PAGE NUMBER OR

SECTION

GENERAL INFORMATION
Summary of the 2024-2029 Program Executive Summary 1-7
Overview of the CIP Program How to Read This
Document
8-16
Specific Program Areas Program Area Summaries D-I
Summary and History of Funding
Sources
Description of Major
Funding Sources
K
Definitions of CIP Terms Resources P
Other Documents to Reference Resources P

PROJECT INFORMATION
New Projects Program Area Summaries
(Programming Details)
D-I
(e.g., D-6 to D-22)
Indexes L-M
Continuing Projects
with Additional Funding
Program Area Summaries
(Programming Details)
D-I
(e.g., D-6 to D-22)
Indexes L-M
Continuing Projects
without Additional Funding
Indexes N-O
Unfunded Projects

Unfunded Capital Needs J

SUMMARY OF PROJECTS OR PROGRAMS WITH NEW FUNDING
CIPs by Funding Source Indexes L
CIPs by Program Area Indexes M

SUMMARY OF ALL PROJECTS OR PROGRAMS IN THE FIVE-YEAR CIP CIPs by Council District Indexes N
CIPs by Project Number Indexes O
([HFXWLYH6XPPDU\DQG
2YHUYLHZ
Howard Chan
City Manager
City Hall
915 I Street, Fifth Floor
Sacramento, CA 95814-2604
916-808-5704
April 30, 2024
Honorable Mayor and City Council
Sacramento, California
Dear Mayor and Members of the City Council,
The Proposed 2024-2029 Capital Improvement Program (CIP) is the City’s five-year financial and strategic plan for infrastructure, deferred maintenance and facility needs. In accordance with best practice, beginning with the Proposed 2024-2029 CIP, the CIP will identify all capital needs, including projects that do not currently have identified funding or are not yet fully funded. The addition of unfunded capital needs gives Council a clearer picture of the status of the City’s infrastructure and fiscal health, allows Council to prioritize infrastructure investments, and aids in the development of a comprehensive capital financing plan.

The Proposed 2024-29 CIP totals $1.9 billion in capital needs with $0.5 billion in identified funding leaving an unfunded balance of $1.4 billion. Funded projects in the CIP total $482.5 million, including $71.0 million in General/Measure U (G/MU) Funds. The fiscal year (FY) 2024/25 CIP budget totals $114.9 million, including $14.5 million in G/MU Funds.

The CIP reflects Council adopted policies and plans and incorporates priorities identified in the Parks Plan 2040, Parks and Recreation Programming Guide, transportation plans (Vision Zero Action Plan, Bikeway Master Plan, Pedestrian Master Plan), utility master plans, and deferred maintenance assessments (aquatics, facilities, and park maintenance). The operating and capital needs will focus on the priorities set by Council, which include but not limited to: creating affordable housing opportunities; maintaining a productive and stabilized workforce; and ensuring that programs and services are delivered safely, efficiently, and effectively.

While the capital funding gap identified in the CIP is significant, the City is not alone in this regard, as many other jurisdictions are facing similar challenges with aging infrastructure, rising costs, and a lack of dedicated funding to address capital and deferred maintenance needs. However, I am confident in our ability to meet these challenges by using the CIP as a baseline planning tool and utilizing other financial best practices to address our capital funding gap. In my eighth year as City Manager, I offer a CIP that maintains the direction expressed by Council and prioritizes investing in infrastructure that will increase operational efficiencies and benefit our 2024-2029 Proposed Capital Improvement Program
2 community. I would like to thank the Council for your leadership and support which continue to help guide us through challenging times and fuel our collective efforts to ensure a thriving future for our City.

Respectfully submitted,

HOWARD CHAN
City Manager
2024-2029 Proposed Capital Improvement Program
3 CAPITAL BUDGETING EXCELLENCE AWARD
The City received the Capital Budget Excellence Award from the California Society of Municipal Finance Officers (CSMFO) for the 2023-2028 CIP. The award process includes peer reviews of cities’ capital programming. Peer review methods are employed to maintain standards, improve performance, and provide credibility.

In preparing the 2024-2029 CIP document, the CSMFO award criteria were followed and it has been prepared in accordance with generally accepted accounting principles. This document will be submitted to the CSMFO for consideration for the FY2024/25 Capital Budgeting Excellence Award.
2024-2029 Proposed Capital Improvement Program
4 PROPOSED OVERVIEW OF THE 2024-2029 CAPITAL IMPROVEMENT PROGRAM (CIP) The CIP is a comprehensive five-year plan that identifies current and future fiscal requirements and is the basis for determining annual capital budget expenditures. Capital improvements are major projects or programs including the procurement, construction, or installation of facilities or related equipment intended to improve, preserve, enhance, or modernize the City’s delivery of municipal services. A capital project has a useful life of at least five years and a total cost of at least $20,000.

The City is facing significant financial challenges for the coming fiscal year (FY), including a structural imbalance between City operating costs and available resources. The FY2024/25 Proposed Operating and CIP Budget begins to address this structural deficit while maintaining core City services and advancing Council priorities. The major goals of the CIP are to adhere to federal, state, and local mandates/laws and to strategically leverage resources to maintain or improve the City’s assets. The five-year plan includes 126 CIPs with estimated total funding of $482.5 million from all funding sources, of which $71.0 million is from the G/MU Fund. The FY2024/25 CIP budget totals $114.9 million funding 117 projects or programs, of which $14.5 million is from the G/MU Fund.

Unfunded Capital Needs
A new section identifying unfunded capital needs was added to the CIP. The intent of the new section is to provide a comprehensive list of the City’s unfunded capital needs. This list along with the CIP will identify all of the City’s capital needs and show which projects need funding.

In the past, departments have conducted their own needs assessments and created internal unfunded capital lists. For example, the Facilities and Real Property Management Division, of the Department of Public Works, manages maintenance, repairs, deferred maintenance capital improvements and construction for over 400 building structures Citywide. In FY2017/18, the City of Sacramento hired a consulting firm comprised of architects and engineers specializing in facility infrastructure analysis to conduct a comprehensive evaluation of 200 or 50% of the City’s buildings. The consultant prepared a Facility Condition Assessment (FCA) for each of the selected facilities. The outcome of the FCA provided an estimate of $56 million over a 10-year period. The FCA did not include the remaining 200 facilities managed by the Facilities and Real Property Management Division nor did it address ongoing preventive maintenance programs, long term planning, end of building life/replacement or required staffing levels to address the unfunded capital needs. Other departments have also conducted similar assessments, but it was never a Citywide effort. By tracking these efforts through the CIP, the City will be able to quickly identify all capital needs and plan for future fiscal years.

Currently, staff has identified unfunded capital needs totaling approximately $9.3 billion for City infrastructure, facilities, and vehicles over the 5-year CIP and beyond for future projects and addressing the backlog of deferred maintenance Citywide. 2024-2029 Proposed Capital Improvement Program
5 The Capital Improvement Plan classifies unfunded capital needs into three categories: Category A, Unfunded Deferred Maintenance which consist of necessary maintenance and repairs, Category B, Unfunded New Assets relating to external forces or regulatory requirements, and Category C, Major Projects Outside the 5-year CIP.

The following tables summarize the unfunded needs identified during development of the FY2024/29 Proposed CIP and beyond. This is in addition to the current funding established for existing FY2024/29 CIP projects or programs. Further analysis and refinement of the unfunded capital estimates would be required before funding is requested. More information on unfunded capital needs can be found in Section J.
2024-2029 CIP
The following summarizes major program areas with project funding included in the 2024-2029 CIP. Detailed information on CIPs proposed to be funded within the five-year plan is included in the project detail sheets in each program area.

General Government – Section D
The five-year General Government Program continues to reflect the City’s commitment to focus limited resources toward existing facilities and programs including the City Facility Reinvestment Program (C13900000, $11.0 million) and the Facility Americans with Disabilities Act (ADA) Compliance Program (C13000400, $3.0 million).

The FY2024/25 budget for the General Government Program includes $5.0 million for 17 projects or programs. The five-year plan totals $21.5 million for the same number of projects or programs.

Public Safety – Section E
The Public Safety Program reflects the City’s efforts to provide/replace body worn cameras, police safety equipment, ambulances, fire vehicles, fire safety equipment, and generators for public safety facilities. The five-year plan includes funding for the Fire Apparatus Program (F12000300, $15.0 million), the Body Worn Camera and Conductive Electrical Device Program (F11100500, $10.5 million), the Advanced Life Support Equipment Program Category All Funds General & Measure U
Category A $1,077,304,251 $60,645,724
Category B $311,341,000 $142,688,200
Category C $7,948,600,000 $601,120,000
Total $9,337,245,251 $804,453,924
Funding Year All Funds General & Measure U
FY 2024/25 $114,868,117 $14,541,664
5-Year Total $482,536,190 $71,008,382
Unfunded Capital Needs
Funded Capital Allocations for Existing Projects
2024-2029 Proposed Capital Improvement Program
6 (F12000200, $7.0 million), the Police Safety Equipment Program (F11100800, $5.0 million), the Fire Safety Equipment Program (F12000500, $4.3 million), and the Police Department IT Critical Infrastructure Program (F11100600, $1.0 million).

The FY2024/25 budget for the Public Safety Program totals $10.0 million for eight projects or programs. The five-year plan totals $48.5 million for the same number of projects or programs.

Convention, Culture, and Leisure – Section F
The Convention, Culture, and Leisure Program promotes and preserves the City’s unique cultural heritage by delivering accessible arts, leisure, and educational experiences to enrich people's lives and enhance the metropolitan area. The Convention, Culture, and Leisure Program is designed to enrich the quality of life and to contribute to a vibrant metropolitan region by providing exceptional cultural, artistic, and leisure opportunities.

Major projects and programs receiving funding in the five-year plan include the Community Center Improvements Program (M17100000, $4.1 million); the Performing Arts Center Improvements Program (M17101800, $3.9 million); and the Memorial Auditorium Improvements Program (M17101000, $735,000).

The FY2024/25 Convention, Culture, and Leisure Program totals $2.4 million for six projects or programs. The five-year plan totals $9.9 million for ten projects or programs.

Parks and Recreation – Section G
The Parks and Recreation Program provides residents with significant personal, social, environmental, and economic benefits. Developing and rehabilitating existing parks and facilities, with a focus on park safety and sustainability, is a high priority for the City.

One of the major projects receiving funding is the North Natomas Regional Park Ballfield Lighting Project (L19140700, $2.0 million). This project will utilize Park Impact Fee revenues to support installation of additional lighting to the ball fields in order to allow extended hours of use.

In FY2024/25, a total of $5.1 million will be programmed to 13 new and/or ongoing projects or programs. The five-year plan totals $6.1 million for the same number of projects or programs.

Transportation – Section H
The Transportation Program uses available local transportation funds to support specific programs and leverages state and federal funds for larger transportation improvements where possible. The largest program addresses corridor improvement needs using road maintenance and repair funding received with the implementation of the 2017 Road Rehabilitation and Accountability Act, also known as Senate Bill 1 (SB 1). With limited 2024-2029 Proposed Capital Improvement Program
7 resources, the Transportation Program focuses on key objectives for maintenance, safety, active transportation, equity, and mobility of the overall transportation network.

The Transportation Program is divided into six subprograms: Active Transportation (pedestrian, bikeway, lighting, and streetscape improvements); Bridges and Major Transportation Improvements (bridge replacement and rehabilitation and other major roadway construction); Maintenance (overlays and seals); Parking (parking facility maintenance and upgrades); Public Rights-of-Way Accessibility (curb ramps, markers, and other accessibility improvements); and Traffic Operations and Safety (safety improvements, Traffic Operations Center, traffic calming, pedestrian safety, and major street light replacement).

Major projects and programs receiving funding in the five-year plan include: the Transportation Corridor Program (R15200000, $75.7 million); the State and Federal Grant Match Program (T15007200, $11.8 million); the Active Transportation Program (T15180400, $11.2 million); the Vision Zero Safety Program (S15184100, $9.9 million); and the Franklin Boulevard Complete Street Project (T15165500, $8.4 million).

In FY2024/25, a total of $54.8 million, which includes $27.0 million in State and Federal grants, will be programmed in 37 projects or programs. The five-year plan totals $160.4 million, which includes $27.0 million in State and Federal grants, for the same number of projects or programs.

City Utilities – Section I
The City Utilities Capital Improvement Program supports projects in four service areas including Recycling and Solid Waste, Storm Drainage, Wastewater, and Water. It is devoted to regulatory compliance, the improvement, rehabilitation, and replacement of the utility infrastructure, improvement or development-related projects, and ongoing facility-related issues. Funding sources include rate-payer funding for each service area and impact fees for water improvement or development-related projects. Major programs receiving funding in the five-year plan include the Water+ Program (Z14190100, $21.7 million), the Reservoir Rehabilitation Program (Z14130500, $28.7 million), the Combined Sewer System Pipe Program (X14170100, $23.0 million), the 28th Street Landfill Regulatory Compliance Upgrades Program (Y15000100, $5.6 million), and the Drainage Facility Electrical Rehabilitation Program (W14230200, $9.3 million).

The FY2024/25 budget for the City Utilities Program totals $37.5 million for 35 projects or programs. The five-year plan totals $236.2 million for 40 projects or programs. +RZWR5HDG7KLV'RFXPHQW
2024-2029 Proposed Capital Improvement Program
8 KEY SECTIONS
The CIP contains the following key sections.

Section A
Budget Schedules – summarize capital funding by the one-year budget (FY2024/25) and the five-year plan by funding source and by program area.

Section B
Sacramento Area Maps – identifies the city limits with Council District, Community Plan Area, Shovel-Ready Area, Neighborhood Commercial Revitalization Area, and Bikeway maps.

Section C
General Plan Consistency – summarizes planning policies, major development projects, and planned public improvements in the 2024-2029 CIP.

Sections D-I
Program Area Summaries – groups individual capital projects by major program area and includes goals and project selection criteria, project budgets, how they will be funded, program issues (including in some cases unmet needs), program long-range plans, and detail sheets for those projects that include budgeted resources through FY2023/24 and a budget plan for FY2024/25 through FY2028/29. Additional section-specific information may be found on page 11.

Section J
Capital Unfunded Needs – refers to projects identified in approved City policy documents as needed or desired where funding is currently unavailable to complete the project.

Section K
Description of Major Funding Sources – provides the following information on funding sources: (a) restrictions on the use of the funds; (b) legislation governing the use of these funds; (c) five-year historical CIP programming; and (d) a summary of how those funds have been expended.

Sections L-O
Indexes – provide funding information for the FY2024/25 CIP by Funding Source (Index L), by Program Area (Index M), and for all active and new projects included in the 2024-2029 CIP by City Council District (Index N) and by Project Number (Index O).

Section P
Resources – contains definitions of commonly used terms or concepts and links to various planning documents used to rate and create this CIP.
2024-2029 Proposed Capital Improvement Program
9 THE BUDGET PROCESS
The City engaged and educated the community on the budget process and the City’s financial challenges by completing a community budget survey, conducting community meetings, and facilitating discussions at the Budget and Audit Committee (Committee) and Council meetings from February through April. The following graphic represents the City’s budget/program planning cycle:

The City’s fiscal year is July 1 through June 30. As such, the Council adopts the City's operating and capital budgets for a single fiscal year beginning July 1 and ending June 30 in the subsequent calendar year.

THE CIP REVIEW PROCESS
Each project proposal is scrutinized through a variety of approaches before it is included in the CIP. CIPs included in the five-year program are identified by department staff based upon: 1) input from the community received at neighborhood meetings during the year; 2) input from the City Council on needs that develop or are identified during the year; 3) City Council approved master plans and guides for growth, improvements, and rehabilitation for specific programs; 4) adopted criteria for selecting projects to meet the City Council’s goals; and 5) staff-identified projects based on critical need due to safety issues or to comply with new mandates. Specific documents used in the capital planning process, such as the Sacramento 2040 General Plan or the Transportation Priorities Plan (TPP), are referenced in Section P (Resources) of this book. 2024-2029 Proposed Capital Improvement Program
10 All projects are reviewed first by the responsible operating departments. Utilizing the resources available, e.g., City Facility Condition Assessment, CIPs are scored, ranked, prioritized, and presented for funding based upon the level of funding estimated to be available for the coming fiscal year and subsequent fiscal years. Generally, projects are prioritized as follows: 1) they are mandated by law or Council policy; 2) they are crucial for public/staff safety or health; 3) funding is or has become available for them; 4) they represent an advantageous opportunity with a restricted timeframe; 5) they increase efficiency or effectiveness of City services; or 6) they enrich or expand City services or assets by maintaining or keeping facilities competitive, safe, and contributory towards increasing revenues.

Top priority has been given to those projects that have a positive effect on operations. In most cases, there is no negative operating impact because the project generates future cost savings or is offset by revenue. For details about ranking and scoring criteria, please refer to the program area’s programming guide referred to in the Glossary and Resources section. Departments submit the proposed projects to the Budget, Policy & Strategic Planning Division of the Finance Department. The Division then reviews and creates maps of the proposed projects or programs through geographic information systems (GIS) and prepares the CIP for submittal to the City Council no later than 60 days prior to the start of the new fiscal year.

The proposed CIP is presented, discussed, and acted upon by the City Council in public session during the budget hearings. Members of the community may comment on the proposed CIP and provide input to the City Council during the hearing process. The City Council can make changes to the proposed CIP and then may act on final project approval for inclusion in the approved CIP and Operating Budgets.

GENERAL PLAN CONSISTENCY – SECTION C
All projects are reviewed by the Community Development Department’s Planning Division staff and the Planning and Design Commission for consistency with the City’s General and Specific Plan policies (City Code Chapter 17.912.010). In general, capital programming is proposed in accordance with existing approved master plans and planning guides, and then is evaluated and ranked based upon priorities identified in those plans and guides.

Priorities may be ranked on items such as:
 Adherence to state and/or federal law
 Adopted City Council policies
 Availability of funding
 Public health and safety
 The 2040 General Plan
 Public input
 Support of economic development
2024-2029 Proposed Capital Improvement Program
11  Support of infill development
 Project feasibility
PROGRAM AREA SUMMARIES – SECTIONS D-I
This document includes program area summaries and detailed project pages for projects being funded within those program areas during the five-year plan. The summaries include program goals and criteria used to select projects to meet those goals (project selection criteria); a summary of planned spending; a five-year plan; a summary of projects by fund; and maps detailing each site-specific project location for FY2024/25 funded projects.

Six program areas are presented within the CIP. Each program area includes subsections that are divided alphabetically, and in turn these subsections include several different projects. Each project is assigned a letter and eight-digit code when it is approved for funding. The first digit of this code reflects the alphabetical letter assigned to the subsection in which the project is included. Individual projects are detailed in their respective program areas.

Program Area – Section of CIP
General Government – Section D Transportation – Section H A – Technology K – Bikeway
B – New Buildings
C – Facility Improvements
R – Street Maintenance
S – Signals/Lighting/Traffic Control
D – General Government T – Street Improvements
V – Parking
Public Safety – Section E
F – Public Safety City Utilities – Section I
W – Storm Drainage
Convention, Culture, and Leisure – Section F X – Wastewater M – Convention Center Complex, Cultural Arts, Y – Solid Waste Golf, Marina, and Zoo Z – Water

Parks and Recreation – Section G
L – Parks and Recreation
The discussion of an individual capital program area generally begins with summary information on total program expenditures and the major projects that make up the bulk of those expenditures, the planning documents referenced when identifying projects, the funding sources to support the projects, and issue statements that highlight significant unresolved fiscal and program policy issues. Each project funded in the five-year plan is summarized within a project detail page.
2024-2029 Proposed Capital Improvement Program
12 Detail Pages
The purpose of the detail page is to provide the City Council with enough information to approve the projects or ongoing programs.

An example of a detail page is presented on the following pages to describe the information available.
 Project Number ① and Name ②: The project or program alpha/numeric identifier and its corresponding name. Both would be referenced when putting the project to bid or with any City Council action. The numbering sequence reflects the alphabetical letter assigned (as described on the prior page) and an eight-digit unique numeric identifier. The leading digits reflect the responsible department (refer to the following chart), followed by unique identifiers assigned by the responsible department and generally ending in “00.” 2024-2029 Proposed Capital Improvement Program
13 Responsible Department
o In this example, “T” refers to a street improvement project, and “15” signifies that the department responsible for the project is the Public Works Department. The next four digits are unique and assigned by the department. The last two digits, “00,” signal that this is a parent project. A parent project has budget appropriation authority and will be identified in bold in all the indexes. o The CIP name may be classified into two categories: project or program.  CIP projects are typically site-specific and have a defined budget and completion date.
 CIP programs are used for ongoing funding for similar improvements that will be constructed at multiple locations based on the availability of annual funding at locations identified through master plans, planning guides, and replacement programs (e.g., the Groundwater Protection Program, Fire Apparatus Program, and Bikeway Program). CIP programs usually contain “Program” in the title, are generally not site specific, and do not typically have a defined completion date.
 ③ Project Description: A brief but specific scope of the project. The scope of an existing CIP description may include only the preliminary aspects of a project such as master planning or environmental review. In such projects, additional funding and a new CIP approved by the City Council are required to fully develop the project. Other projects may include the development of Phase I of a new facility or of the entire project. The level of funding and the project scope description in the CIP determine the parameters of the project at that point in time.
 ④ Project Objectives: The purpose or scope of the project.

Leading
Digits Department Name Leading
Digits Department Name
01 Mayor/Council 11 Police
015 City Auditor 12 Fire
02 or 18 City Manager 13 or 15 Public Works
03 City Attorney 14 Utilities
04 City Clerk 17 Convention and Cultural Services
05 City Treasurer 19 Youth, Parks, and Community Enrichment 06 Finance 21 Community Development
07 Information Technology 23 Community Response
08 Human Resources
2024-2029 Proposed Capital Improvement Program
14  ⑤ Existing Situation: The circumstances that result in the need for the project, including any pertinent history.
 ⑥ Operating Budget Impact: The estimated annual operating impact of the completed project. Operating and maintenance costs or savings that are significant and quantifiable are identified. Due to limited resources, most CIPs are for the repair and/or replacement of existing assets and thereby do not result in significant or quantifiable operating budget impacts. If the impact can be absorbed by the existing operating budget or if it is a repair or rehabilitation project, “none” is the response. If the impact is quantifiable, it is noted on the detail sheet, e.g., “Operating costs related to generator maintenance are estimated to be $800 per year, per generator.”
 ⑦ Project Costs: For each funding source, the amount of current budget, the unobligated budget as of February 2024, and the funding request for each year of the five-year program. The CIP is a five-year plan with a one-year budget. As such, dollars shown are based on the current value of the dollar and adjusted annually. A project must have an identified source (or sources) of funding to be included in the CIP. Many funding sources have restrictions as to how they may be used, as described in the Description of Major Funding Sources section.
o Note: The following reimbursable funds are included within the CIP for planning purposes, but budgets are not appropriated in the fiscal year until all grant and/or award documents have been signed. These include grant funds (Funds 3702, 3703, and 3704) and City utility grant/reimbursable funds (Funds 6205, 6206, 6207, and 6211).
 ⑧ Funding Years: The five-year CIP includes a fiscal year budget (in this example it is FY2024/25) and four fiscal years of planned programming (2025/26, 2026/27, 2027/28, and 2028/29).
2024-2029 Proposed Capital Improvement Program
15  ⑨ Funding Summary: The CIP plan presents the City's blueprint for funding critical capital projects based on resource availability and Council's capital investment priorities using current year costs. The five-year funding plan identifies total estimated project cost, funding for the following fiscal year, and a cumulative total of prior expenditures. Funding for future years is based on the current year’s estimated availability of resources. Only the projects included in the first year of this plan (e.g., the Capital Budget) are legal appropriations. The second through the fifth years represent the City’s best estimate of a reasonably fundable plan for capital improvements subject to the availability of resources using current year costs.
 ⑩ Timelines: Capital projects will include a Project Start Date and an Estimated Completion Date; however, capital programs will not include a timeline for completion as they are ongoing in nature. Timelines, in light gray, will include a dark gray bar as the Elapsed Time passes or Percentage Complete increases. New capital projects approved for the start of a new fiscal year will reflect 0% completion, but the elapsed time will reflect the current elapsed time of the project at the time the budget is printed.  ⑪ Council District: The number of the City Council district in which the project is located.  ⑫ Plan Area: The number(s) of the Community Plan Area(s) in which the project is located (e.g., South Natomas, Pocket, Central City, South Area). Plan areas are defined in the 2040 General Plan. A map of these plan areas is included in the Sacramento Area Maps Section of this document.
 ⑬ Project Location: Street address, intersection, building name, or another identifier. 2024-2029 Proposed Capital Improvement Program
16  ⑭ Project Manager: The name of the department and/or the individual project manager responsible for delivering the capital project.

The City Charter requires that the City Council adopt a budget for operations and capital improvements on or before June 30 each year. In adopting a five-year capital plan, the City is allowing for prudent and longer-term planning and allocation of resources for its facility and infrastructure needs.

UNFUNDED CAPTIAL NEEDS – SECTION J
Unfunded capital needs refer to projects identified in approved City policy documents as needed or desired where funding is currently unavailable to complete the project. This report conveys the City’s unfunded capital needs within the context of the upcoming fiscal year. The unfunded capital needs are analyzed over a five-year period for each of the City’s six CIP program areas:

General Government; Public Safety; Convention, Culture, and Leisure; Parks and Recreation; Transportation; and Utilities. The Capital Improvement Plan classifies unfunded capital needs into three categories: Unfunded Deferred Maintenance, Unfunded New Assets, and Major Projects Outside the 5-year CIP.

DESCRIPTION OF MAJOR FUNDING SOURCES – SECTION K
A summary of the 2024-2029 CIP resources by funding source. This section gives a brief history of each major fund, the restrictions to its use, examples of where the funds have been previously allocated, and a five-year synopsis of prior funding.

INDEXES – SECTIONS L-O
Programs or projects receiving new funding for FY2024/25 or proposed for future fiscal years are listed in Index K by funding source. Index L provides a similar list, organized by program area. In addition to projects or programs receiving funding identified in the 2024-2029 CIP, there are many continuing programs or projects that have remaining budget authority. These are listed in Index M by City Council district and Index N by project number. Parent CIPs will be listed (in bold) as well as any child or subproject (in italics) established under the scope of the parent CIP.

RESOURCES – SECTION P
Included in this section is a list of frequently used acronyms, a glossary, an index, and additional resources that were used as references in the development of the Program Area sections. 6(&7,21±$
%XGJHW6FKHGXOHV
2024-2029 Proposed Capital Improvement Program
A - 1
Schedule 1
Capital Budget by Fund
FY2024/25 Capital Improvement Program
$114.8 Million
2024-2029 Capital Improvement Program
$482.6 Million
General/Measure U
$14.5
Grants
$27.0
Landscaping and
Lighting
$0.8 Other
$3.0 Park Development
$4.9
Transportation
$26.8
Utilities
$37.8
General/Measure U
$71.0
Grants
$27.1
Landscaping
and Lighting
$2.7
Other
$12.6
Park Development
$4.9 Transportation
$130.0
Utilities
$234.3
2024-2029 Proposed Capital Improvement Program
A - 2
Schedule 2
Capital Budget by Program Area
FY2024/25 Capital Improvement Program
$114.8 Million
2024-2029 Capital Improvement Program
$482.6 Million
Note: The total reflected for each program area includes all funding sources for those projects.

General Government/
Public Safety
$15.0
Convention, Culture,
and Leisure
$2.4
Parks and
Recreation
$5.1
Transportation
$54.8
City Utilities
$37.5
General Government/
Public Safety
$70.0
Convention, Culture,
and Leisure
Parks and $9.9
Recreation
$6.1
Transportation
$160.4
City Utilities
$236.2
2024-2029 Proposed Capital Improvement Program
A - 3
Schedule 3
Fund and Program Area Summaries
*Index K provides further details by fund number.
**Index L provides further details by program area.

Note: Totals provided in Schedule 1 and 2 may
differ from Schedule 3 due to the use of shared
funding sources and rounding.

Fund Types
Number* FY2024/25 2024-2029
General/
Measure U
1001 11,782,849 57,449,567
2401 2,758,815 13,558,815
Subtotal 14,541,664 71,008,382
Grants
3702 21,000 105,000
3703 23,607,826 23,607,826
3704 3,362,000 3,362,000
Subtotal 26,990,826 27,074,826
Landscaping &
Lighting
2232 845,755 2,666,355
Subtotal 845,755 2,666,355
Other
2016 232,000 1,331,000
2608 100,056 500,056
3206 11,500 57,500
6010 2,435,852 9,670,852
6012 59 59
6501 202,055 1,010,275
6502 5,455 5,455
Subtotal 2,986,977 12,575,197
Park Development
3204 4,870,500 4,870,500
Subtotal 4,870,500 4,870,500
Transportation
2002 1,985,560 9,927,800
2007 2,900,000 13,700,000
2008 25,125 125,625
2013 600,000 3,000,000
2026 385,000 1,925,000
2035 120,000 600,000
2036 14,640,000 73,200,000
2038 1,979,000 9,895,000
2039 3,397,152 13,785,760
6004 792,314 3,852,314
Subtotal 26,824,151 130,011,499
Utilities
6001 5,400,000 9,400,000
6002 500,000 4,500,000
6005 18,252,905 125,503,205
6006 3,473,061 31,888,841
6007 2,162,604 7,248,229
6011 123,374 123,374
6021 7,896,300 55,665,782
Subtotal 37,808,244 234,329,431
Total $114,868,117 $482,536,190
Program Areas** FY2024/25 2024-2029
General Government/
Public Safety
Computers/Communications 1,242,414 5,705,694
Fire 5,619,607 26,252,245
Mechanical/Electrical 50,000 250,000
Police 4,275,000 21,475,000
Repair/Remodeling 3,862,022 16,322,022
Subtotal 15,049,043 70,004,961
Convention, Culture,
and Leisure
Community Center 2,325,000 9,360,000
Marina 100,000 500,000
Subtotal 2,425,000 9,860,000
Parks and Recreation
Cultural/Arts 95,500 95,500
Parks and Recreation 4,993,981 5,953,981
Subtotal 5,089,481 6,049,481
Transportation
Bikeways 60,000 300,000
Parking 715,000 3,575,000
Signals/Lighting/
Traffic Control 10,110,705 25,127,305
Street Improvements 26,692,528 48,447,136
Street Maintenance 17,185,685 82,928,425
Subtotal 54,763,918 160,377,866
City Utilities
Solid Waste 2,177,000 8,533,000
Storm Drainage 5,362,000 34,523,502
Wastewater 5,511,000 46,164,905
Water 24,490,675 147,022,475
Subtotal 37,540,675 236,243,882
Total $114,868,117 $482,536,190
Funding Source 2024/25 2025/26 2026/27 2027/28 2028/29
City of Sacramento
Total Five-year
Funding

TOTAL FUND SUMMARY
Schedule 4
Budget through
2/2024
1001 GENERAL FUND $11,782,84 $196,821,296 9 $11,667,246 $11,692,432 $11,163,520 $11,143,520 $57,449,567 1003 ARPA REINVESTMENT $2,832,124 $0 $0 $0 $0 $0 $0
2001 MEASURE A - CONSTR. $1,205,616 $0 $0 $0 $0 $0 $0
2002 GAS TAX $22,455,963 $1,985,560 $1,985,560 $1,985,560 $1,985,560 $1,985,560 $9,927,800 2007 MAJOR STREET CONSTR. $26,675,540 $2,900,000 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $13,700,000 2008 TRENCH CUT FEE $113,041 $25,125 $25,125 $25,125 $25,125 $25,125 $125,625 2012 TRANSPORT. SYS. MGT. $379,626 $0 $0 $0 $0 $0 $0
2013 TRANSPORTATION DEV. $2,494,583 $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 2016 DEVELOPMENT SERVICES $20,243,204 $232,000 $241,000 $247,000 $288,000 $323,000 $1,331,000 2019 CITATION I-5 IMPROV. $420,000 $0 $0 $0 $0 $0 $0
2020 S. NATOMAS (SN) CIF $1,135,251 $0 $0 $0 $0 $0 $0
2021 S. NATOMAS FBA $320,000 $0 $0 $0 $0 $0 $0
2023 MEASURE A - PROJECT $17,801,536 $0 $0 $0 $0 $0 $0
2025 NEW MEASURE A CONSTR. $2,559,334 $0 $0 $0 $0 $0 $0 2026 NEW MEASURE A MAINT $3,023,173 $385,000 $385,000 $385,000 $385,000 $385,000 $1,925,000 2028 PROP 1B - LOCAL ST & RD $20,840 $0 $0 $0 $0 $0 $0
2031 INNOVATION AND GROWTH $798,300 $0 $0 $0 $0 $0 $0
2032 FAIR SHARE CONTRIB. $352,784 $0 $0 $0 $0 $0 $0
2033 I-5 SUBREGIONAL

CORRIDOR MITIG
$138,000 $0 $0 $0 $0 $0 $0
2035 TREE PLANTING &

REPLACEMENT
$1,092,827 $120,000 $120,000 $120,000 $120,000 $120,000 $600,000 2036 ROAD MAINT &

REHABILITATION
$31,802,829 $14,640,000 $14,640,000 $14,640,000 $14,640,000 $14,640,000 $73,200,000 2038 NMA TRAFFIC CONTROL &
SAFETY
$8,935,672 $1,979,000 $1,979,000 $1,979,000 $1,979,000 $1,979,000 $9,895,000 2039 NMA SAFETY,

STREETSCAPE, PED, BIC
$13,544,400 $3,397,152 $2,597,152 $2,597,152 $2,597,152 $2,597,152 $13,785,760 2220 SUNSET MEADOWS AD
MAINT
$1,600,000 $0 $0 $0 $0 $0 $0
2230 NN LANDSCAPE CFD $335,590 $0 $0 $0 $0 $0 $0
2232 LANDSCAPING & LIGHTING $5,186,213 $845,755 $455,150 $455,150 $455,150 $455,150 $2,666,355 2235 FLORIN RD STORM & SAN $90,308 $0 $0 $0 $0 $0 $0
2401 MEASURE U $46,511,855 $2,758,815 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $13,558,815 A - 4
Funding Source 2024/25 2025/26 2026/27 2027/28 2028/29
City of Sacramento
Total Five-year
Funding

TOTAL FUND SUMMARY
Schedule 4
Budget through
2/2024
2502 SPECIAL PRGM

DONATIONS
$287,235 $0 $0 $0 $0 $0 $0
2504 SPECIAL RECREATION $842,398 $0 $0 $0 $0 $0 $0
2507 LAND PARK TRUST $137,070 $0 $0 $0 $0 $0 $0
2508 QUIMBY ACT $4,604,555 $0 $0 $0 $0 $0 $0
2601 OLD SAC MARKET $30,000 $0 $0 $0 $0 $0 $0
2603 GOLF $92,640 $0 $0 $0 $0 $0 $0
2605 ZOO $1,343 $0 $0 $0 $0 $0 $0
2607 ART IN PUBLIC PLACES
(APP)
$26,127 $0 $0 $0 $0 $0 $0
2608 MARINA $909,939 $100,056 $100,000 $100,000 $100,000 $100,000 $500,056 2609 M. FRIEDMAN ESC APP $1,000,000 $0 $0 $0 $0 $0 $0
2700 BLOCK GRANT/SHRA $7,518,922 $0 $0 $0 $0 $0 $0
2701 DISASTER RELIEF ACT $3,067 $0 $0 $0 $0 $0 $0
2702 OPERATING GRANTS $0 $0 $0 $0 $0 $0 $0
2703 EXTERNAL FUND PRGRMS $369,302 $0 $0 $0 $0 $0 $0
3001 1993 SERIES B COP $600,000 $0 $0 $0 $0 $0 $0
3002 2002 CIRB $1,575 $0 $0 $0 $0 $0 $0
3003 2003 CIRB $41,960 $0 $0 $0 $0 $0 $0
3004 2006 CIRB TAX-EXEMPT
(TE)
$3,699,017 $0 $0 $0 $0 $0 $0
3005 2006 CIRB - TAXABLE (TX) $361,000 $0 $0 $0 $0 $0 $0 3006 2006 CAPITAL BONDS (TE) $114,576 $0 $0 $0 $0 $0 $0 3008 WILLOWCREEK FEE DIST. $787,855 $0 $0 $0 $0 $0 $0
3201 NN CIF $171,494 $0 $0 $0 $0 $0 $0
3202 RICHARDS/RAILYARDS/

DOWNTOWN
$359,000 $0 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $24,658,468 $4,870,500 $0 $0 $0 $0 $4,870,500 3206 NN FINANCE PLAN (NNFP)

PUBLIC FACILITIES FEE
$130,141 $11,500 $11,500 $11,500 $11,500 $11,500 $57,500 3215 TRANSP DEV IMPACT FEE $10,096,262 $0 $0 $0 $0 $0 $0 3311 N LAGUNA CREEK PARK
COMMUNITY FEE DIST.
$70,458 $0 $0 $0 $0 $0 $0
3314 NN DRAINAGE CFD $417,588 $0 $0 $0 $0 $0 $0
A - 5
Funding Source 2024/25 2025/26 2026/27 2027/28 2028/29
City of Sacramento
Total Five-year
Funding

TOTAL FUND SUMMARY
Schedule 4
Budget through
2/2024
3323 CFD 97-01 SERIES C $0 $0 $0 $0 $0 $67,580 $0
3328 NN DRAIN. 05 CFD 97-01 $551,121 $0 $0 $0 $0 $0 $0
3333 CFD 97-01 CONSTRUCTION $246,635 $0 $0 $0 $0 $0 $0
3338 FLORIN DEPOT IND. PARK $569,000 $0 $0 $0 $0 $0 $0
3701 TAX INCREMENT $3,852,783 $0 $0 $0 $0 $0 $0
3702 CAPITAL REIMBURSEMENT $19,197,005 $21,000 $21,000 $21,000 $21,000 $21,000 $105,000 3703 FEDERAL CAP. GRANTS $94,550,363 $23,607,826 $0 $0 $0 $0 $23,607,826 3704 OTHER CAPITAL GRANTS $96,481,483 $3,362,000 $0 $0 $0 $0 $3,362,000 3802 2006 ARMY DEPOT TX $1,479,176 $0 $0 $0 $0 $0 $0
3803 2006 ARMY DEPOT TE $714,973 $0 $0 $0 $0 $0 $0
6001 WATER IMPACT FEE $22,300,911 $5,400,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $9,400,000 6002 WASTEWATER IMPACT FEE $15,005 $500,000 $2,000,000 $2,000,000 $0 $0 $4,500,000 6004 PARKING $34,426,979 $792,314 $765,000 $765,000 $765,000 $765,000 $3,852,314 6005 WATER $152,959,891 $18,252,905 $28,000,825 $28,840,825 $25,407,825 $25,000,825 $125,503,205 6006 WASTEWATER $18,725,176 $3,473,061 $6,200,170 $8,736,170 $6,469,770 $7,009,670 $31,888,841 6007 SOLID WASTE $31,896,223 $2,162,604 $1,231,875 $1,231,875 $1,231,875 $1,390,000 $7,248,229 6008 LANDFILL CLOSURE $5,195,273 $0 $0 $0 $0 $0 $0
6009 MARINA (ENTERPRISE) $874,075 $0 $0 $0 $0 $0 $0
6010 COMMUNITY CENTER $21,112,470 $2,435,852 $2,925,000 $1,450,000 $1,410,000 $1,450,000 $9,670,852 6011 STORM DRAINAGE $17,189,668 $123,374 $0 $0 $0 $0 $123,374 6012 4TH R PROGRAM $652,524 $59 $0 $0 $0 $0 $59
6021 STORM DRAINAGE

PROPERTY FEE
$0 $7,896,300 $12,196,655 $11,810,502 $11,651,525 $12,110,800 $55,665,782 6205 WATER GRANT

REIMBURSEMENT (RMB)
$3,511,439 $0 $0 $0 $0 $0 $0
6206 WASTEWATER GRANT RMB $4,265,999 $0 $0 $0 $0 $0 $0
6207 SOLID WASTE GRANT RMB $720,500 $0 $0 $0 $0 $0 $0
6211 SD GRANT RMB $7,985,827 $0 $0 $0 $0 $0 $0
6310 WATER REV. BONDS (RB) $4,492,429 $0 $0 $0 $0 $0 $0 6311 WATER REV. BONDS 2017 $613,633 $0 $0 $0 $0 $0 $0
6312 DRINKING WATER SRF
LOAN
$48,651,125 $0 $0 $0 $0 $0 $0
6320 WASTEWATER RB 2013 $123,698 $0 $0 $0 $0 $0 $0
A - 6
Funding Source 2024/25 2025/26 2026/27 2027/28 2028/29
City of Sacramento
Total Five-year
Funding

TOTAL FUND SUMMARY
Schedule 4
Budget through
2/2024
6321 WASTEWATER RB 2019 $0 $0 $0 $0 $0 $3,107,419 $0
6330 2018 TOT REV BONDS (TE) $294,180,214 $0 $0 $0 $0 $0 $0 6331 2018 TOT REV BONDS (TA) $20,032,584 $0 $0 $0 $0 $0 $0 6332 2019 STID REV BONDS $53,900,000 $0 $0 $0 $0 $0 $0
6501 FLEET MANAGEMENT $8,808,641 $202,055 $202,055 $202,055 $202,055 $202,055 $1,010,275 6502 RISK MANAGEMENT $243,427 $5,455 $0 $0 $0 $0 $5,455 Total All Funds: $1,439,917,147 $114,868,117 $94,749,313 $96,295,346 $87,909,057 $88,714,357 $482,536,190 A - 7
Program Area
City of Sacramento

TOTAL PROGRAM AREA SUMMARY
Schedule 5
2024/25 2025/26 2026/27 2027/28 2028/29
Total Five-year
Funding
Budget through
2/2024
BIKEWAYS $42,168,849 $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 COMMUNITY CENTER $407,699,521 $2,325,000 $2,875,000 $1,400,000 $1,360,000 $1,400,000 $9,360,000 COMMUNITY IMPROVEMENTS $8,383,678 $0 $0 $0 $0 $0 $0
COMPUTERS / COMMUNICATIONS $78,164,334 $1,242,414 $1,082,070 $1,088,070 $1,129,070 $1,164,070 $5,705,694 CULTURAL / ARTS $5,646,015 $95,500 $0 $0 $0 $0 $95,500
DRAINAGE $24,002,858 $5,362,000 $7,123,875 $6,593,400 $7,364,227 $8,080,000 $34,523,502 ECONOMIC DEVELOPMENT $6,259,817 $0 $0 $0 $0 $0 $0
FIRE $79,976,880 $5,619,607 $5,403,726 $5,428,912 $4,900,000 $4,900,000 $26,252,245 MARINA $3,109,877 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 MECHANICAL / ELECTRICAL $8,399,929 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 NEW BUILDINGS $2,983,570 $0 $0 $0 $0 $0 $0
PARKING $34,459,791 $715,000 $715,000 $715,000 $715,000 $715,000 $3,575,000 PARKS & RECREATION $83,050,624 $4,993,981 $240,000 $240,000 $240,000 $240,000 $5,953,981 POLICE $14,854,638 $4,275,000 $4,300,000 $4,300,000 $4,300,000 $4,300,000 $21,475,000 REPAIR / REMODELING $50,792,559 $3,862,022 $3,120,000 $3,120,000 $3,120,000 $3,100,000 $16,322,022

SIGNALS / LIGHTING / TRAFFIC

CONTROL
$55,683,670 $10,110,705 $3,754,150 $3,754,150 $3,754,150 $3,754,150 $25,127,305 SOLID WASTE $36,456,111 $2,177,000 $1,589,000 $1,589,000 $1,589,000 $1,589,000 $8,533,000 STREET IMPROVEMENTS $200,002,613 $26,692,528 $5,438,652 $5,438,652 $5,438,652 $5,438,652 $48,447,136 STREET MAINTENANCE $40,054,542 $17,185,685 $16,435,685 $16,435,685 $16,435,685 $16,435,685 $82,928,425 WASTEWATER $21,893,419 $5,511,000 $11,040,905 $13,550,000 $8,113,000 $7,950,000 $46,164,905 WATER $235,873,852 $24,490,675 $31,421,250 $32,432,477 $29,240,273 $29,437,800 $147,022,475 Total: $1,439,917,147 $114,868,117 $94,749,313 $96,295,346 $87,909,057 $88,714,357 $482,536,190 A - 8
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2024-2029 Proposed Capital Improvement Program
B - 1

CITY COUNCIL DISTRICTS
2024-2029 Proposed Capital Improvement Program
B - 2

COMMUNITY PLAN AREAS
2024-2029 Proposed Capital Improvement Program
B - 3

SHOVEL-READY AREAS
2024-2029 Proposed Capital Improvement Program
B - 4

NEIGHBORHOOD COMMERCIAL REVITALIZATION AREAS
2024-2029 Proposed Capital Improvement Program
B - 5

BIKEWAYS
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2024-2029 Proposed Capital Improvement Program

C - 1

INTRODUCTION
There are five newly created site-specific projects in the 2024-2029 CIP. All five site-specific CIPs relate to park improvements, including new installation and the restoration of restroom facilities, lighting infrastructure, and restoration of a basketball court.

An analysis is performed annually to determine the consistency of the CIP with the 2040 General Plan’s goals and policies. The analysis also looks at the Shovel-Ready Sites Program to gauge consistency with investments in opportunity areas.

The 2040 General Plan anticipates that much of the City’s growth will occur as infill. Infill development reutilizes existing urban areas for new construction. In October 2009, the City Council approved the Shovel-Ready Sites Program’s Tier 1 and Tier 2 priority areas to help implement the infill goals and policies, and to align programming guide criteria and CIP funding to focus resources toward new infrastructure projects in priority shovel-ready areas Resolution No. 2009-0629.

In addition to identifying opportunities for growth, the 2040 General Plan also includes goals and policies that support a city of healthy, livable, “complete neighborhoods” that provide for residents’ daily needs within easy walking or biking distance from home. Therefore, it is important to balance investment in shovel-ready areas with the maintenance of established communities.

As such, projects continue to be identified in the Shovel-Ready Sites Program’s Tier 1 and 2 priority areas while balancing the needs of existing neighborhoods.

SHOVEL-READY AREAS
One key to consistency with the 2040 General Plan lies in the relationship between the CIP and the Shovel-Ready Areas. The Shovel-Ready Areas identify priority areas for city investment and were based on opportunity areas adopted by City Council in 2009 and evaluated in the General Plan. Focusing growth and investment in the Shovel-Ready Areas will help Sacramento grow consistent with the vision, goals, and policies set forth in the General Plan.

The lists below and the following map identify the shovel-ready opportunity areas identified as either Tier 1 or Tier 2 and were used to help inform the General Plan consistency finding.

Tier 1 Priority Area Sites (highest priority)
 Central City
 Swanston Station, Arden Fair, Point West, Cal Expo
 65th Street/University Village, Sacramento Center for Innovation (south of CSUS and west of Power Inn Road), Granite Regional Park
 Florin Road
 Delta Shores
Tier 2 Priority Area Sites
 North Natomas, Panhandle, Greenbriar
 North Sacramento, Robla, McClellan/Parker Homes
 Power Inn Area
 Other Infill Areas (Corridors and Transit Station Areas) 2024-2029 Proposed Capital Improvement Program

C - 2
Although some site-specific CIPs may be located outside the Shovel-Ready areas, these CIPs address critical maintenance, repair, and renovations of existing facilities. All CIPs were individually determined to be consistent with policies in the 2040 General Plan.

New FY2024/25 CIPs by Program Area
Section –
Program Area
Project
Number
Project Name Description
Section G –
Parks and
Recreation
L19109400 Blackbird Park
Restroom
Installation of a new prefabricated
restroom building and tree planting at
community park. The new restroom
facility will serve the community garden,
dog park, picnic area, playground, and
sports field.

L19109500 Bertha Henschel Park Replace the existing restroom with prefabricated restroom building to be
code compliant and restore the existing
basketball court.

L19140700 North Natomas
Regional Park Ballfield
Add ball field lighting to fields 1, 2 and 3
and pathway lighting. The new lighting
will allow extended hours of use during
peak season.

L19143200 Northgate Park
Restroom Replacement
Replace the existing restroom with
prefabricated restroom building to be
code compliant, and will serve numerous
sports fields, picnic area, and
playground.

L19148400 Tanzanite Futsal Court
Lighting
Complete engineering drawings and
permitting for lighting of parking lot, path
of travel and futsal courts. This will help
the project become shovel-ready when
seeking future funding for construction.
2024-2029 Proposed Capital Improvement Program

C - 3
FY2024/25 New, Site-Specific CIPs
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2024-2029 Proposed Capital Improvement Program
D - 1

INTRODUCTION
The General Government Program reflects the City’s commitment to focus resources toward preserving its existing facilities and continuing its programs through its “green building” and sustainable practices.

This Program utilizes the following goals and criteria to develop the five-year plan:

Program Goals
 Ensure public health and safety
 Increase efficiency
 Enhance quality of life
 Increase accessibility
 Improve transparency
Ranking Criteria
 Public safety
 Renewal/Replacement of worn/obsolete/failed components  Updates out-of-date software or equipment
 Increases accurate, open access to data
 Leverages existing resources
 Self-supporting (through fees)
 Increases or maintains sustainability
This Program is able to fund only the most critically needed programs and relies on the use of available one-time funds for other important projects that focus on safety.

The General Government Program is divided into the following major subprograms:
 City Facilities
 Fee and Charge Supported
 Fleet Management
 Information Technology
 Libraries

2024-2029 Proposed Capital Improvement Program
D - 2

MAJOR FUNDING SOURCES
FY2024/25 General Government Program Funding
by Subprogram Area (in thousands)
$5,004
FY2024/25 General Government Program
by Fund (in thousands)
$5,004
*See funding chart on next page for more information
City Facilities
$2,870
Fee and Charge
Supported
$232
Fleet Management
$942
Information
Technology
$960
General
$759
Measure U
$2,780
Development
Services
$232
Fleet
$202
Other*
$1,031
2024-2029 Proposed Capital Improvement Program
D - 3
FY2024/25 Program Funding
Fund #1 Fund Name # of CIPs2 Budget
1001 General Fund 7 759,242
2016 Development Services 2 232,000
2401 Measure U 3 2,779,834
2608 Marina 1 56
3702 Capital Reimbursement 1 21,000
6004 Parking 5 77,314
6005 Water 5 250,905
6006 Wastewater 5 99,561
6007 Solid Waste 4 342,729
6010 Community Center 5 110,852
6011 Drainage 4 123,374
6012 4th R Program 1 59
6501 Fleet 5 202,055
6052 Risk 1 5,455
TOTAL GENERAL GOVERNMENT $5,004,436

1Funds may be in several program areas and may be found in the other sections of this document. 2Projects may have multiple funding sources.
2024-2029 General Government Program
by Fund (in thousands)
$21,527
Additional information on funding sources and their restrictions may be found in Description of Major Funding Sources (Section K). All projects receiving funding may be found by referring to Index L. Total funding for a project may be found by reviewing the detail sheets after this summary or by referring to Index O.

General
$4,077
Measure U
$13,580
Development
Services
$1,331
Fleet
$1,010
Other*
$1,529
2024-2029 Proposed Capital Improvement Program
D - 4

MAJOR PROGRAMS AND PROJECTS
The General Government Program includes a variety of programs and projects. The top-funded CIPs during the five-year period are listed below by subprogram.

City Facilities
City Facility Reinvestment Program (C13900000, $11.0 million) This program strategically prioritizes the improvements needed to City facilities to ensure public safety, building code compliance, preservation, and energy efficiency. Public and employee safety is key. Funding for major projects in FY2024/25 includes roof repairs and alarm upgrades for various City facilities, elevator upgrade at the Public Safety Administration Building (PSAB), repairs at the Crocker Art Museum, repairs at the Old Sacramento Docks, and HVAC upgrade at Kinney Police Station.

Facility ADA Compliance Program (C13000400, $3.0 million) This program ensures that persons with disabilities have access to City programs, services, and activities (PSA) offered within City facilities. The program also recognizes the City cannot immediately remediate all physical barriers in compliance with the Federal ADA and State Accessibility requirements due to budgetary constraint. A First-Tier prioritized phase of work would provide the greatest level of access and make it possible for people (especially persons with disabilities) to participate in the City’s PSA offered at the facilities. Projects scheduled in FY2024/25 include the following: ADA improvements at the Mims Hagginwood Community Center, entrance door upgrade to the City Council chamber, lobby & restroom ADA improvements at the Hart Senior Center, and ADA restroom improvements at Belle Cooledge Community Center.

Information Technology
IT Replacement Program (A07000300, $3.6 million)
This ongoing program maintains and replaces network and telecommunications infrastructure systems necessary for communication between devices and people. This program also ensures the integrity and availability of citywide IT enterprise resources based on life cycle standards, current technologies, and best practice benchmarks. These highly complex systems support City operations and all essential City business systems.

Fee and Charge Supported
Building Permit Technology Program (A21006600, $973,000) This self-funded program implements process updates and technology needs related to citywide development activities. The fees collected are used to develop, implement, and support various programs for the public including technology upgrades to the database of citywide development activity, the systems for viewing details and statuses of planning applications and building permits (Agency Counter, Online Citizen Permit Portal), and the processes that expedite various programs and services to customers (Sacramento Streamline Initiative).
2024-2029 Proposed Capital Improvement Program
D - 5
FY2024/25 Capital Projects and Programs
Non-site specific or multi-site projects are not shown
Note: Details for the project numbers listed on the map above are provided in alphabetical project order on the following pages.

City of Sacramento
Capital Improvement Program A04000100
Project Description Updates technology and automation projects within the City Clerk’s office.

Project Objectives Support the automation of City Clerk and citywide processes for greater efficiency and service delivery.

Existing Situation The technology currently in use does not address all of the office’s automation needs.

Operating Budget None.

Impact
Project Name CITY CLERK AUTOMATION PROGRAM
1001 GENERAL FUND $1,600,124 $1,137,857 $60,000 $60,000 $60,000 $60,000 $60,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,600,124 $1,137,857 $60,000 $60,000 $60,000 $60,000 $60,000 Est. Project Cost $1,900,124
$300,000
$60,000
2024 - 2029 Funding
Prior Expenditures $462,267
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager City Clerk , Monica Lindholm
Project Location Citywide
D - 6
City of Sacramento
Capital Improvement Program A07000300
Ongoing program to maintain and replace IT telecommunications systems including voice over internet protocol (VoIP) equipment, voicemail, unified e-mail messaging, software and hardware licensing, physical and virtual server consolidation, data storage, network infrastructure, closed circuit television (CCTV) camera systems, mobile devices, and all related components based on industry standard life cycles.

Project Description
Ensure the integrity and availability of citywide IT enterprise resources based on life-cycle standards, current technologies, and best practices benchmarks.

Project Objectives
Funds continue the management, coordination, and budgeting of citywide IT resources. In FY2024/25, $150,000 for the project, of which $108,889 is General fund, is being directed from the Digital Strategy Project for the City Cloud Data Center Core Network Refresh and Consolidation.

Existing Situation
To fund this program, departments are charged for telecommunications and other hardware replacement costs based on usage citywide. The “user fee” will be charged to all departments and does not result in additional General Fund costs.

Operating Budget
Impact
Project Name IT EQUIPMENT REPLACEMENT PROGRAM
1001 GENERAL FUND $2,281,221 $0 $788,889 $680,000 $680,000 $680,000 $680,000 3702 CAPITAL REIMBURSEMENT $75,000 $0 $0 $0 $0 $0 $0
6004 PARKING $0 $0 $1,864 $0 $0 $0 $0
6005 WATER $0 $0 $15,298 $0 $0 $0 $0
6006 WASTEWATER $0 $0 $4,331 $0 $0 $0 $0
6007 SOLID WASTE $0 $0 $9,089 $0 $0 $0 $0
6010 COMMUNITY CENTER $0 $0 $4,421 $0 $0 $0 $0
6011 STORM DRAINAGE $0 $0 $6,108 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,356,221 $0 $830,000 $680,000 $680,000 $680,000 $680,000 Est. Project Cost $5,906,221
$3,550,000
$830,000
2024 - 2029 Funding
Prior Expenditures $2,356,221
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Information Technology, Darin Arcolino
Project Location Citywide
D - 7
City of Sacramento
Capital Improvement Program A07000400
Project Description The funding for this program will be used to expand and maintain the fiber optic infrastructure in the City.

Achieve the level of connectivity that is needed for traffic control, network connectivity, and communication purposes between City facilities and other agencies.

Project Objectives
After review of existing infrastructure, it has been determined that there is a need to expand and maintain the fiber optic infrastructure in order to achieve the required level of city connectivity.

Existing Situation
This program’s costs are covered through fiber lease revenues from the Los Rios and Sacramento Libraries (Fund 3702).

Operating Budget
Impact
Project Name CITYWIDE FIBER EXPANSION PROGRAM
1001 GENERAL FUND $429,438 $1,765 $0 $0 $0 $0 $0
2016 DEVELOPMENT SERVICES $226,000 $0 $0 $0 $0 $0 $0
3003 2003 CIRB $15,000 $0 $0 $0 $0 $0 $0
3702 CAPITAL REIMBURSEMENT $209,476 $59,079 $21,000 $21,000 $21,000 $21,000 $21,000 6005 WATER $40,000 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $919,914 $60,844 $21,000 $21,000 $21,000 $21,000 $21,000 Est. Project Cost $1,024,914
$105,000
$21,000
2024 - 2029 Funding
Prior Expenditures $859,070
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Information Technology, Darin Arcolino
Project Location Citywide
D - 8
City of Sacramento
Capital Improvement Program A07000600
In 2005, the City initiated the process to replace the financial and human resource systems with an Enterprise Resources Planning (ERP) program, officially known as the electronic Citywide Accounting and Personnel System (eCAPS).

Project Description
The eCAPS update ensures stabilization and implementation of existing City-owned ERP software, will create staff efficiencies, streamline business processes, reduce the number and cost of redundant systems. improve accuracy, transparency, and accountability.

Project Objectives
The functionality of the City’s ERP system needs updating. In FY2024/25, $350,000 of the General fund budget for this project is being directed from the Digital Strategy Project for the replacement and migration of the legacy Police Department Human Resource Information Management System into eCAPS.

Existing Situation
Operating Budget None.

Impact

ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS REPLACEMENT

PROGRAM
Project Name
1001 GENERAL FUND $12,020,714 $0 $350,000 $0 $0 $0 $0
6004 PARKING $447,481 $0 $0 $0 $0 $0 $0
6005 WATER $1,835,135 $0 $0 $0 $0 $0 $0
6006 WASTEWATER $538,063 $0 $0 $0 $0 $0 $0
6007 SOLID WASTE $1,228,145 $0 $0 $0 $0 $0 $0
6009 MARINA (ENTERPRISE) $74,111 $0 $0 $0 $0 $0 $0
6010 COMMUNITY CENTER $597,000 $0 $0 $0 $0 $0 $0
6011 STORM DRAINAGE $1,102,754 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $17,843,403 $0 $350,000 $0 $0 $0 $0
Est. Project Cost $18,193,403
$350,000
$350,000
2024 - 2029 Funding
Prior Expenditures $17,843,403
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Information Technology, Ignacio Estevez Project Location Citywide
D - 9
City of Sacramento
Capital Improvement Program A07000700
A comprehensive Digital Strategy provides the framework, prioritization, and multi-year action plan for delivering innovation and technology services that are streamlined, effective, secure, and easily accessible by all.

Project Description
The execution of the Digital Strategy initiatives will expand access to information, more efficiently use resources, and improve the City’s ability to serve customers more effectively and transparently.

Project Objectives
In FY2024/25, $2,793,000 will be directed from the Digital Strategy Project to implement the following projects; replacement and migration of the legacy Police Department Human Resource Information Management System (A07000600), City Cloud Data Center Core Network Refresh and Consolidation (A07000300), replacement and migration of the Citywide Management System (CCM/CARA) to the Cloud), Firewall Software Support and Subscription Renewal, City Wi-fi License renewal, Disaster Existing Situation
Digital Strategy investments that have a citywide benefit will be allocated across the General Fund and appropriate enterprise funds through the City’s cost allocation process. Additionally, projects will result in operational efficiencies and process improvements citywide.

Operating Budget
Impact
Project Name DIGITAL STRATEGY
1001 GENERAL FUND $2,228,410 $2,228,410 -$1,567,817 $0 $0 $0 $0 6004 PARKING $0 $0 $11,309 $0 $0 $0 $0
6005 WATER $0 $0 $92,807 $0 $0 $0 $0
6006 WASTEWATER $0 $0 $26,275 $0 $0 $0 $0
6007 SOLID WASTE $0 $0 $55,142 $0 $0 $0 $0
6010 COMMUNITY CENTER $0 $0 $26,819 $0 $0 $0 $0
6011 STORM DRAINAGE $0 $0 $37,055 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,228,410 $2,228,410 -$1,318,410 $0 $0 $0 $0
Est. Project Cost $910,000
-$1,318,410
-$1,318,410
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Information Technology, Ignacio Estevez Project Location Citywide
D - 10
City of Sacramento
Capital Improvement Program A07001000
Maintain the technical components in the Council Chambers and Historic Hearing Room to ensure reliable and state-of-the-art functionality.

Project Description
Project Objectives Technologically maintain the audio/visual and presentation systems to a functional standard.

Existing Situation Council Chamber technology near end of life. Replacement necessary.

Operating Budget None.

Impact
Project Name CITY HALL HEARING ROOMS TECHNOLOGY PROGRAM 1001 GENERAL FUND $12,246 $12,246 -$12,246 $0 $0 $0 $0
3702 CAPITAL REIMBURSEMENT $1,593,415 $451,470 $0 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,605,661 $463,716 -$12,246 $0 $0 $0 $0
Est. Project Cost $1,593,415
-$12,246
-$12,246
2024 - 2029 Funding
Prior Expenditures $1,141,945
FY2024/25 Funding
Project Start Date June 2016
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Information Technology, Ignacio Estevez Project Location 915 I Street
D - 11
City of Sacramento
Capital Improvement Program A07001400
Provide and maintain a comprehensive Firewall Replacement Program to help detect and stop threats to our network and data assets citywide.

Project Description
The objective of this project is to ensure that the City’s firewall infrastructure has the proper ongoing resources to address system maintenance, management, and hardware equipment replacement necessary to prevent network security breaches, dangerous viruses, or other malware.

Project Objectives
The City’s firewall equipment is coming to the end of its support life. Implementing a new next generation firewall system will offer an innovative approach to network security management that automates integrations across security products and accelerates key security operations functions. In FY2024/25, $1,000,000 of which $725,927 is General Funds, will be directed from the Digital Strategy Project (A07000700) for the Firewall Software Support and Subscription Renewal.

Existing Situation
Operating Budget None.

Impact
Project Name NEW GENERATION FIREWALL REPLACEMENT
1001 GENERAL FUND $715,452 $11,584 $725,928 $0 $0 $0 $0 6004 PARKING $8,883 $0 $12,427 $0 $0 $0 $0
6005 WATER $49,929 $0 $101,986 $0 $0 $0 $0
6006 WASTEWATER $17,298 $0 $28,873 $0 $0 $0 $0
6007 SOLID WASTE $28,892 $0 $60,595 $0 $0 $0 $0
6010 COMMUNITY CENTER $12,529 $0 $29,471 $0 $0 $0 $0
6011 STORM DRAINAGE $17,017 $0 $40,720 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $850,000 $11,584 $1,000,000 $0 $0 $0 $0
Est. Project Cost $1,850,000
$1,000,000
$1,000,000
2024 - 2029 Funding
Prior Expenditures $838,416
FY2024/25 Funding
July 2019
June 2024
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
All
All
Project Manager Information Technology, Darin Arcolino
Project Location Citywide
D - 12
City of Sacramento
Capital Improvement Program A13000200
Funding for upgrades, replacement, or additions to the Fleet Management asset management and business intelligence performance monitoring tools.

Project Description
Implement integration required to establish fleet reporting analytics and Fleet Business Intelligence dashboard tools to monitor equipment use and performance.

Project Objectives
Funds are needed to continue to keep technology current for proper management of the Fleet Management asset management work order system and business intelligence reporting tools.

Existing Situation
Operating Budget None.

Impact
Project Name FLEET MANAGEMENT TECHNOLOGY PROGRAM
6501 FLEET MANAGEMENT $2,099,000 $275,338 $50,000 $50,000 $50,000 $50,000 $50,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,099,000 $275,338 $50,000 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $2,349,000
$250,000
$50,000
2024 - 2029 Funding
Prior Expenditures $1,823,662
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Alison Kerstetter
Project Location Citywide
D - 13
City of Sacramento
Capital Improvement Program A21006400
An ongoing program to implement automated processes and to address technology needs related to development activities, funded through an automation surcharge of 8% on all planning entitlement applications Resolution No. 2008-0195.

Project Description
Implement technology improvement objectives; develop systems to replace existing programs or provide information not currently available on existing systems; and provide tracking systems for permits and entitlements.

Project Objectives
The systems utilized for tracking development activities may not address all of the current and future automation needs.

Existing Situation
Operating Budget None.

Impact
Project Name PLANNING TECHNOLOGY PROGRAM
1001 GENERAL FUND $1,058,950 $0 $0 $0 $0 $0 $0
2016 DEVELOPMENT SERVICES $2,145,694 $1,517,017 $62,000 $58,000 $87,000 $82,000 $69,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $3,204,644 $1,517,017 $62,000 $58,000 $87,000 $82,000 $69,000 Est. Project Cost $3,562,644
$358,000
$62,000
2024 - 2029 Funding
Prior Expenditures $1,687,627
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Community Development , Kim Swaback
Project Location Citywide
D - 14
City of Sacramento
Capital Improvement Program A21006600
An automation surcharge of 8% is charged on plan check and permit fees, Resolution No. 2008-0195, to fund the technology improvements related to development activities.

Project Description
Implement technology improvement objectives, develop systems to replace existing programs or provide information not currently available on existing systems, and provide tracking systems for permits and entitlements.

Project Objectives
The systems utilized for tracking plans and building permits may not address all of the current and future automation needs.

Existing Situation
Operating Budget None.

Impact
Project Name BUILDING PERMIT TECHNOLOGY PROGRAM
1001 GENERAL FUND $3,147,475 $0 $0 $0 $0 $0 $0
2016 DEVELOPMENT SERVICES $13,022,789 $8,631,746 $170,000 $183,000 $160,000 $206,000 $254,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $16,170,264 $8,631,746 $170,000 $183,000 $160,000 $206,000 $254,000 Est. Project Cost $17,143,264
$973,000
$170,000
2024 - 2029 Funding
Prior Expenditures $7,538,518
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Community Development , Kim Swaback
Project Location Citywide
D - 15
City of Sacramento
Capital Improvement Program B13000100
Project Description Consolidation and improvement of fleet service, repair facilities, and parts stores.

Upgrade fleet shops as needed, including but not limited to lifts, air conditioning units, build shop components, and other permanent equipment and infrastructure.

Project Objectives
Fleet shops are in need of ongoing maintenance and upgrades as shop components come to the end of their useful lives and new technology becomes available.

Existing Situation
Operating Budget None.

Impact
Project Name FLEET FACILITIES PROGRAM
Total $2,103,680 $99,729 $792,022 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $3,095,702
$992,022
$792,022
2024 - 2029 Funding
Prior Expenditures $2,003,951
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
1001 GENERAL FUND $0 $0 $319,968 $0 $0 $0 $0
2401 MEASURE U $0 $0 $79,834 $0 $0 $0 $0
2608 MARINA $0 $0 $56 $0 $0 $0 $0
6004 PARKING $0 $0 $1,714 $0 $0 $0 $0
6005 WATER $0 $0 $39,989 $0 $0 $0 $0
6006 WASTEWATER $0 $0 $37,412 $0 $0 $0 $0
6007 SOLID WASTE $0 $0 $217,903 $0 $0 $0 $0
6010 COMMUNITY CENTER $0 $0 $141 $0 $0 $0 $0
6011 STORM DRAINAGE $0 $0 $39,491 $0 $0 $0 $0
6012 4TH R PROGRAM $0 $0 $59 $0 $0 $0 $0
6501 FLEET MANAGEMENT $2,103,680 $99,729 $50,000 $50,000 $50,000 $50,000 $50,000 6502 RISK MANAGEMENT $0 $0 $5,455 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Council District
Plan Area
All
All
Project Manager Public Works , Alison Kerstetter
Project Location Citywide
D - 16
City of Sacramento
Capital Improvement Program C13000100
Fuel management, dispensing, storage, and monitoring systems require ongoing testing, maintenance, and upgrading to ensure environmental protection. This program provides funding for upgrades and implements alternative fuel infrastructure.

Project Description
Expand technology and resources for all fueling requirements, including compressed natural gas, gasoline, diesel, and oil by replacing and updating failing or outdated fueling equipment, storage, and supporting infrastructure.

Project Objectives
This program implements the City Council’s fleet sustainability goals, which expands the use of alternative fuels and GPS telemetrics.

Existing Situation
Operating Budget Ongoing maintenance costs are recovered through a fuel surcharge.

Impact
Project Name FUEL MANAGEMENT AND SUPPORT EQUIPMENT PROGRAM 6501 FLEET MANAGEMENT $3,488,599 $192,167 $50,000 $50,000 $50,000 $50,000 $50,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $3,488,599 $192,167 $50,000 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $3,738,599
$250,000
$50,000
2024 - 2029 Funding
Prior Expenditures $3,296,432
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Alison Kerstetter
Project Location Citywide
D - 17
City of Sacramento
Capital Improvement Program C13000200
Project Description The project provides funding for monitoring and remediation efforts in order to meet state requirements.

Project Objectives Ongoing monitoring and soil and groundwater remediation to remove contamination.

The City acquired property for the development of the Pannell Community Center where a dry cleaner business had previously been located. Extensive remediation of the contaminated soil and groundwater has been performed since the City's acquisition of the property, and the contamination has been significantly reduced. However, it is estimated that the property will require ongoing remediation and cleanup through 2030 before the City can stop monitoring efforts.

Existing Situation
Operating Budget None.

Impact
Project Name MEADOWVIEW REMEDIATION PROGRAM
1001 GENERAL FUND $0 $0 $70,000 $70,000 $70,000 $70,000 $50,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $70,000 $70,000 $70,000 $70,000 $50,000
Est. Project Cost $330,000
$330,000
$70,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
8 4
Project Manager Public Works , James Christensen
Project Location 2450 Meadowview Road
D - 18
City of Sacramento
Capital Improvement Program C13000400
Survey, classify, and prioritize conditions in City facilities that do not comply with state accessibility requirements and the American with Disability Act (ADA). The federal ADA was signed into law in July 1990.

Project Description
Comply with state and federal civil rights laws to eliminate physical barriers which cause discrimination to individuals with disabilities. Remediate conditions or barriers that hinder the participation of individuals with disabilities in City’s programs, services, and activities.

Project Objectives
City staff are currently delivering projects consistent with the City’s Facilities ADA Transition Plan. Public entities have an ongoing obligation to ensure that their programs, services, and activities are accessible to the public.

Existing Situation
New facilities will require regular maintenance and repairs. No additional General Fund that has been allocated for ongoing maintenance is allocated with this project.

Operating Budget
Impact
Project Name FACILITY ADA COMPLIANCE PROGRAM
1001 GENERAL FUND $2,148,660 $57,899 $0 $0 $0 $0 $0
2401 MEASURE U $235,747 $220,247 $500,000 $500,000 $500,000 $500,000 $500,000 2603 GOLF $92,640 $92,271 $0 $0 $0 $0 $0
2605 ZOO $1,343 $0 $0 $0 $0 $0 $0
3704 OTHER CAPITAL GRANTS $26,421 $0 $0 $0 $0 $0 $0
6004 PARKING $172,170 $150,141 $50,000 $50,000 $50,000 $50,000 $50,000 6007 SOLID WASTE $41 $0 $0 $0 $0 $0 $0
6010 COMMUNITY CENTER $1,365,329 $390,702 $50,000 $50,000 $50,000 $50,000 $50,000 6501 FLEET MANAGEMENT $115,455 $274 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $4,157,807 $911,535 $600,000 $600,000 $600,000 $600,000 $600,000 Est. Project Cost $7,157,807
$3,000,000
$600,000
2024 - 2029 Funding
Prior Expenditures $3,246,272
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Obi Agha
Project Location Citywide
D - 19
City of Sacramento
Capital Improvement Program C13900000
This program provides funding for end-of-life cycle replacement of facility components or major repairs due to deferred maintenance. In June 2018, staff completed the facility condition assessment to determine and prioritize capital replacement and maintenance needs.

Project Description
Repair or replace roofs, structural elements, plumbing, electrical service, mechanical systems, and exterior coatings of City facilities to ensure public safety, building code compliance, preservation, and energy efficiency.

Project Objectives
This program will be used for improvement projects at existing City facilities. Deferred maintenance at City facilities is currently estimated at approximately $1.4 billion for the FY2024-2029 5-year CIP.

Existing Situation
Operating Budget Annual funding to this program prevents increased maintenance costs within the operating budget.

Impact
Project Name CITY FACILITY REINVESTMENT PROGRAM
1001 GENERAL FUND $252,523 $58,486 $0 $0 $0 $0 $0
2401 MEASURE U $704,272 $704,272 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 3002 2002 CIRB $1,575 $0 $0 $0 $0 $0 $0
3003 2003 CIRB $1,960 $0 $0 $0 $0 $0 $0
3006 2006 CAPITAL BONDS (TE) $1,643 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $961,973 $762,758 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 Est. Project Cost $11,961,973
$11,000,000
$2,200,000
2024 - 2029 Funding
Prior Expenditures $199,215
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , James Christensen
Project Location Citywide
D - 20
City of Sacramento
Capital Improvement Program C15000400
Maintain and replace security camera systems and all related components based on industry standard life cycles.

Project Description
Project Objectives Ensure the ongoing integrity and availability of security camera systems at City facilities.

Many of the existing security camera systems are outdated, no longer functioning adequately, or not operating at all. Historically, security camera projects were funded for the installation but not for ongoing maintenance, support, and standard life cycle replacement. This program will address these issues.

Existing Situation
Operating Budget None.

Impact
Project Name SECURITY CAMERA REPLACEMENT PROGRAM
1001 GENERAL FUND $282,508 $160,812 $24,520 $24,520 $24,520 $24,520 $24,520 6005 WATER $7,775 $6,514 $825 $825 $825 $825 $825
6006 WASTEWATER $25,175 $22,658 $2,670 $2,670 $2,670 $2,670 $2,670 6501 FLEET MANAGEMENT $19,375 $10,723 $2,055 $2,055 $2,055 $2,055 $2,055 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $334,833 $200,707 $30,070 $30,070 $30,070 $30,070 $30,070 Est. Project Cost $485,183
$150,350
$30,070
2024 - 2029 Funding
Prior Expenditures $134,126
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Information Technology, Ignacio Estevez Project Location Citywide
D - 21
City of Sacramento
Capital Improvement Program D13000200
Provide incremental funding for the purchase of alternative fuel, electric, plug-in hybrid, and hybrid vehicle equipment purchases and additional alternative fuel infrastructure.

Project Description
Purchases of alternative fuel and hybrid vehicles and alternative fuel infrastructure. Assist in complying with the City’s Fleet Sustainability Policy to replace a minimum of 50% of fleet equipment purchases with alternative fuel vehicles.

Project Objectives
The historical level of funding for the purchase of replacement vehicles does not provide for the additional incremental cost to accelerate the migration of the fleet to alternative fuels and/or hybrid vehicles.

Existing Situation
Fleet operating costs and greenhouse gas emissions should decline as the City’s fleet is migrated to alternative fuels, thereby reducing petroleum consumption.

Operating Budget
Impact
Project Name FLEET ALTERNATIVE FUEL EQUIPMENT REPLACEMENT PROGRAM 6501 FLEET MANAGEMENT $814,002 $45,676 $50,000 $50,000 $50,000 $50,000 $50,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $814,002 $45,676 $50,000 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $1,064,002
$250,000
$50,000
2024 - 2029 Funding
Prior Expenditures $768,326
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Alison Kerstetter
Project Location Citywide
D - 22
6(&7,21±(
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2024-2029 Proposed Capital Improvement Program
E - 1

INTRODUCTION
The Public Safety Program establishes and supports capital projects that are consistent with the City’s 2040 General Plan. The Public Safety Program is designed to ensure both fire and police operational facilities are conducive to efficient, safe, and effective operations.

Adequate funding is not available to address the facility needs of the Police Department and the Fire Department. These larger capital repair and/or replacement needs are evaluated and prioritized as one-time resources are identified.

This program focuses resources toward programs that have ongoing funding requirements necessary to address repairs, replacement, and upgrades to the City’s public safety infrastructure.

Program Goals
 Protect public health and safety
 Provide reliable infrastructure for operations
 Increase efficiency
Ranking Criteria
 Public safety
 Renewal/replacement of worn/obsolete/failed components  Leverages existing resources
 Increases or maintains sustainability and accessibility

MAJOR FUNDING SOURCES
FY2024/25 Public Safety Program
by Fund (in thousands)
$10,045
General
$10,045
2024-2029 Proposed Capital Improvement Program
E - 2
FY2024/25 Program Funding
Fund #1 Fund Name # of CIPs2 Budget
1001 General 8 10,044,607
TOTAL PUBLIC SAFETY $10,044,607
1Funds may be in several program areas and may be found in the other sections of this document. 2Projects may have multiple funding sources.
2024-2029 Public Safety Program
by Fund (in thousands)
$48,447
Additional information on funding sources and their restrictions may be found in Description of Major Funding Sources (Section K). All projects receiving funding may be found by referring to Index L. Total funding for a project may be found by reviewing the detail sheets after this summary or by referring to Index O.

General
$48,477
2024-2029 Proposed Capital Improvement Program
E - 3

MAJOR PROGRAMS AND PROJECTS
The Public Safety Program includes a variety of programs and projects. The top-funded CIPs during the five-year period are listed below.

Fire Apparatus Program (F12000300, $15.0 million)
This program is evaluated annually to determine future capital needs in order to avoid spikes in annual funding requirements. The replacement schedule for emergency vehicles is evaluated to determine the funding necessary in future years.

Body Worn Camera and Conductive Electrical Device Program (F11100500, $10.5 million)
This program supports the deployment of body worn cameras for police officers citywide, including equipment and data storage. Body worn cameras are used to improve law enforcement interactions with the public by providing audio and visual recordings, helping to strengthen accountability, transparency, and de-escalation of conflict. The program also funds purchases of conductive electrical devices including accessories equipment, storage, software, and periodic device replacement. Funding is evaluated annually.

Advanced Life Support Equipment Program (F12000200, $7.0 million) This program provides long-term, sustainable funding over multiple years to be used for the purchase of capital equipment needs. The replacement schedule for medical equipment and ambulances is evaluated annually to determine the funding necessary in future years to avoid spikes in annual funding requirements.

Police Safety Equipment Program (F11100800, $5.0 million) The program provides funding to purchase safety equipment for use by sworn officers, including radios and body armor. Funding is evaluated annually.

Police Department Fleet Equipment and Technology Program (F11100600, $5.0 million)
This program provides funding to purchase replacement technology including mobile data computers, in-car camera systems, and ballistic door panels on police patrol vehicles.

Funding is evaluated annually.

Fire Safety Equipment Program (F12000500, $4.3 million) Purchase of safety equipment including self-contained breathing apparatus (SCBA) packs and bottles, and personal protective equipment (PPE). The purchase of this safety equipment is necessary to meet state and federal regulatory requirements and is critical in fire service. Funding is evaluated annually.

City of Sacramento
Capital Improvement Program F11100500
The funding for this program will be used to maintain body-worn cameras (BWCs) and conductive electrical devices (CEDs) including accessories, equipment, storage, software, and periodic device upgrades.

Project Description
To improve accountability and transparency within the Police Department. BWCs are used as tools to improvement law enforcement interactions with the public by providing visual and audio records of interactions. CEDs are used as a less-than-lethal force option in certain volatile situations.

Project Objectives
The Police Department received a federal grant to develop and implement the BWC program. Continued funding is required to ensure the continuity of the program. The Department’s current CEDs are obsolete and no longer carried by the manufacturer. The Department needs to replace its obsolete CEDs with a modern, contemporary model.

Existing Situation
Operating Budget None.

Impact

BODY WORN CAMERA AND CONDUCTIVE ELECTRICAL DEVICE

PROGRAM
Project Name
1001 GENERAL FUND $84,139 $84,139 $2,100,000 $2,100,000 $2,100,000 $2,100,000 $2,100,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $84,139 $84,139 $2,100,000 $2,100,000 $2,100,000 $2,100,000 $2,100,000 Est. Project Cost $10,584,139
$10,500,000
$2,100,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Police , Natalie Weaver
Project Location Citywide
E - 4
City of Sacramento
Capital Improvement Program F11100600
The funding for this program will be used to purchase mission critical technology infrastructure including data storage, network infrastructure, software, electronic citation platform, and backup solutions.

Project Description
Project Objectives Ensure the continuity of Police Department IT critical infrastructure.

Provide funding to ensure the integrity of IT infrastructure according to life-cycle standards, state/federal mandates concerning network security as it relates to accessing confidential information, current technologies, and best practices. Due to the current structural budget deficit, departments were required to prepare a reduction plan. In FY2024/25, the department reduced $426,000 ongoing General Funds from this program as part of the reduction plan.

Existing Situation
Operating Budget None.

Impact
Project Name POLICE DEPARTMENT IT CRITICAL INFRASTRUCTURE PROGRAM 1001 GENERAL FUND $690,532 $459,353 $174,000 $199,000 $199,000 $199,000 $199,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $690,532 $459,353 $174,000 $199,000 $199,000 $199,000 $199,000 Est. Project Cost $1,660,532
$970,000
$174,000
2024 - 2029 Funding
Prior Expenditures $231,179
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Police , Natalie Weaver
Project Location Citywide
E - 5
City of Sacramento
Capital Improvement Program F11100700
The funding for this program will be used to replace/upgrade the mobile data computers (MDCs), in-car camera (ICC) systems, and ballistic door panels on police patrol vehicles.

Project Description
Project Objectives Ensure the operations of the Police Department patrol fleet.

The Police Department mobile data computer (MDC) and in-car camera (ICC) systems are out of warranty and beyond their useful life.

Existing Situation
Operating Budget None.

Impact

POLICE DEPARTMENT FLEET EQUIPMENT AND TECHNOLOGY

PROGRAM
Project Name
1001 GENERAL FUND $838,371 $838,371 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 2401 MEASURE U $1,809 $1,809 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $840,180 $840,180 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Est. Project Cost $5,840,180
$5,000,000
$1,000,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Police , Natalie Weaver
Project Location Citywide
E - 6
City of Sacramento
Capital Improvement Program F11100800
The funding for this program will be used to purchase safety equipment for use by sworn officers, including radios, body armor, and less-than-lethal equipment.

Project Description
Project Objectives Ensure the safety of the community and Police Department sworn officers.

The Police Department regularly purchases safety equipment. Continued funding is necessary to ensure sworn officers are supplied with the appropriate and necessary equipment to carry out their duties.

Existing Situation
Operating Budget None.

Impact
Project Name POLICE SAFETY EQUIPMENT PROGRAM
1001 GENERAL FUND $3,017,740 $1,728,392 $1,001,000 $1,001,000 $1,001,000 $1,001,000 $1,001,000 2401 MEASURE U $2,031,463 $551,157 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $5,049,203 $2,279,549 $1,001,000 $1,001,000 $1,001,000 $1,001,000 $1,001,000 Est. Project Cost $10,054,203
$5,005,000
$1,001,000
2024 - 2029 Funding
Prior Expenditures $2,769,654
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Police , Natalie Weaver
Project Location Citywide
E - 7
City of Sacramento
Capital Improvement Program F12000200
Project Description Purchase of medical equipment and ambulances for use in advanced life support (ALS) services.

ALS equipment and vehicle purchases cross fiscal years. The objective of this project is to establish a long-term funding plan that will provide sustainable funding over multiple years to be used for the purchase of capital equipment needs. The replacement schedule for medical equipment and ambulances is evaluated annually to determine the funding necessary in future years to avoid spikes in annual funding requirements.

Project Objectives
Expenditures related to medical equipment and ambulances are covered by revenues collected through the City’s ALS/Ambulance Service. Existing appropriations and expenditures are managed in separate projects for equipment and ambulances.

Existing Situation
Funding for operations and maintenance is budgeted in the Fire Department operating budget. $400,000 of the annual funding for the ALS equipment budget and out-year costs for additional ambulances are supported by intergovernmental transfer (IGT) revenues.

Operating Budget
Impact
Project Name ADVANCED LIFE SUPPORT EQUIPMENT PROGRAM
1001 GENERAL FUND $0 $0 $1,769,607 $1,553,726 $1,578,912 $1,050,000 $1,050,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $1,769,607 $1,553,726 $1,578,912 $1,050,000 $1,050,000 Est. Project Cost $7,002,245
$7,002,245
$1,769,607
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Fire , Allison Narramore
Project Location Citywide
E - 8
City of Sacramento
Capital Improvement Program F12000300
Purchase of emergency response vehicles including fire trucks, engines, hazardous materials vehicles, and other large apparatus purchases that cross fiscal years.

Project Description
Establishing a long-term funding plan that will provide sustainable funding over multiple years to be used for the purchase of capital equipment needs. There is an existing replacement schedule for all of the City’s Fleet assets. The replacement vehicles schedule is evaluated annually to determine the funding necessary in future years to avoid spikes in annual funding requirements.

Project Objectives
Existing Situation The five-year program for replacement vehicles is based on cash funding.

Operating Budget None.

Impact
Project Name FIRE APPARATUS PROGRAM
1001 GENERAL FUND $43,756,430 $5,639,005 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 2401 MEASURE U $2,585,700 $806,322 $0 $0 $0 $0 $0
3003 2003 CIRB $16,000 $0 $0 $0 $0 $0 $0
3004 2006 CIRB TAX-EXEMPT (TE) $37,000 $0 $0 $0 $0 $0 $0 3005 2006 CIRB - TAXABLE (TX) $331,000 $0 $0 $0 $0 $0 $0 3006 2006 CAPITAL BONDS (TE) $93,933 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $46,820,063 $6,445,327 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 Est. Project Cost $61,820,063
$15,000,000
$3,000,000
2024 - 2029 Funding
Prior Expenditures $40,374,736
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Fire , Allison Narramore
Project Location Citywide
E - 9
City of Sacramento
Capital Improvement Program F12000500
Purchase of safety equipment including self-contained breathing apparatus (SCBA) packs and bottles, personal protective equipment (PPE), and miscellaneous safety equipment. The purchase of this safety equipment is necessary to meet state and federal regulatory requirements and is a critical component of the PPE used in fire service.

Project Description
Establish a long-term funding plan that will provide sustainable funding over multiple years. The equipment has an estimated 10-year life cycle (SCBA bottles have a 15-year cycle).

Project Objectives
Due to CalOSHA requirements, periodic replacements of PPE, SCBA, and safety equipment is necessary.

Existing Situation
$600,000 of the annual funding for the PPE budget is supported by intergovernmental transfer (IGT) revenues.

Operating Budget
Impact
Project Name FIRE SAFETY EQUIPMENT PROGRAM
1001 GENERAL FUND $8,327,207 $2,769,290 $850,000 $850,000 $850,000 $850,000 $850,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $8,327,207 $2,769,290 $850,000 $850,000 $850,000 $850,000 $850,000 Est. Project Cost $12,577,207
$4,250,000
$850,000
2024 - 2029 Funding
Prior Expenditures $5,557,917
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Fire , Allison Narramore
Project Location Citywide
E - 10
City of Sacramento
Capital Improvement Program F13000300
Install standby generators at the Public Safety Administration Building (PSAB), fire stations, and other facilities that are essential to emergency response and disaster recovery.

Project Description
Install generators at existing essential facilities. Generators have been installed at the following fire stations: 1, 2, 3, 5, 6, 7, 8, 10, 11, 12, 13, 14, 15, 16, 19, 20, 30, 56, and 60. Standby generators have also been installed at the PSAB, the Fire Department's Training Tower, a City water tower, and the City’s main data center. In addition, a generator load bank connection switch gear was installed at the 911 facility to facilitate the regular testing of the generators.

Project Objectives
The current funding level for this program provides funding for one station to be completed every other year.

Existing Situation
Operating costs related to generator maintenance are estimated to be $800 per year, per generator. New facilities will require regular maintenance and repairs. No additional General Fund that has been allocated for ongoing maintenance is allocated with this project.

Operating Budget
Impact

PUBLIC SAFETY ADMINISTRATION FACILITIES GENERATOR UPGRADE

PROGRAM
Project Name
1001 GENERAL FUND $1,483,697 $474,831 $150,000 $150,000 $150,000 $150,000 $150,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,483,697 $474,831 $150,000 $150,000 $150,000 $150,000 $150,000 Est. Project Cost $2,233,697
$750,000
$150,000
2024 - 2029 Funding
Prior Expenditures $1,008,866
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Zane Jackson
Project Location Citywide
E - 11
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2024-2029 Proposed Capital Improvement Program
F - 1

INTRODUCTION
The Convention, Culture, and Leisure Program promotes and preserves the City’s unique cultural heritage by delivering accessible arts, leisure, and educational experiences to enrich people's lives and enhance the metropolitan area. The Convention, Culture, and Leisure Program is designed to enrich the quality of life and to contribute to a vibrant metropolitan region by providing exceptional cultural, artistic, and leisure opportunities.

This Program has been prepared by the Department of Convention and Cultural Services staff utilizing the goals and criteria listed below.

Program Goals
• Provide clean and well-maintained grounds, facilities, and equipment • Enhance the economic and cultural vitality of the city through cultural facilities • Maintain and increase client and patron satisfaction
• Provide high quality, safe, and accessible facilities Ranking Criteria
• Meet legal, health, and safety requirements
• Maintain and improve facilities to ensure the public’s comfort and enjoyment • Improve marketability of SAFE Credit Union Convention and Performing Arts District to increase attendance
• Prevent damage to facilities and watercraft

MAJOR FUNDING SOURCES
FY2024/25 Convention, Culture, and Leisure Program
by Fund (in thousands)
$2,425
Marina
$100
Community Center
$2,325
2024-2029 Proposed Capital Improvement Program
F - 2
FY2024/25 Program Funding
Fund #1 Fund Name # of CIPs2 Budget
2608 Marina 1 100,000
6010 Community Center 5 2,325,000
TOTAL CONVENTION, CULTURE, AND LEISURE $2,425,000
1Funds may be found in the other sections of this document. 2Projects may have multiple funding sources.
2024-2029 Convention, Culture, and Leisure Program
by Fund (in thousands)
$9,860
Additional information on funding sources and their restrictions may be found in Description of Major Funding Sources (Section K). All projects receiving funding may be found by referring to Index L. Total funding for a project may be found by reviewing the detail sheets after this summary or by referring to Index O.

Marina
$500
Community Center
$9,360
2024-2029 Proposed Capital Improvement Program
F - 3

MAJOR PROGRAMS AND PROJECTS
The Convention, Culture and Leisure Program includes a variety of programs and projects. In September 2018, City Council authorized the issuance of bonds to expand and renovate the SAFE Credit Union Convention and Performing Arts District. In July 2019, City Council authorized the issuance of additional bonds to construct a new ballroom for the SAFE Credit Union Convention Center. The Convention Center Complex Renovation Project has enhanced the patron experience at the Memorial Auditorium, improved guest experience and event flexibility at the SAFE Credit Union Convention Center, and improved acoustics and performance space as well as expanded restrooms and concessions at the SAFE Credit Union Performing Arts Center.

Funding is required for ongoing improvements outside the scope of the Convention Center Complex Renovation Project. The top-funded CIPs during the five-year period are listed below.

Community Center Improvements Program (M17100000, $4.1 million) This program provides funding for major improvements, repairs, or equipment for the SAFE Credit Union Convention and Performing Arts District to prolong or enhance the current conditions. Funding is based on the number of improvements and repairs that need to take place in the next five years.

Performing Arts Center Improvements Program (M17101800, $3.9 million) This program provides for improvements, repairs, and/or replacements for the SAFE Credit Union Performing Arts Center to continue and provide a well maintained, competitive, and cost-effective venue. Funding for this program is based on the estimated fees to be collected from the SAFE Credit Union Performing Arts Center Facility Fee.

Memorial Auditorium Improvements Program (M17101000, $735,000) This program is to address deferred maintenance, facility improvements, and renovation needs at the historic Sacramento Memorial Auditorium. Funding for this program is based on the estimated fees to be collected from the Sacramento Memorial Auditorium Facility Fee.
2024-2029 Proposed Capital Improvement Program
F - 4
FY2024/25 Capital Projects and Programs
Non-site specific or multi-site projects are not shown

Note: Details for the project numbers listed on the map above are provided in alphabetical project order on the following pages.

City of Sacramento
Capital Improvement Program M17100000
Provide funding for major improvements, repairs, or equipment for the SAFE Credit Union Convention and Performing Arts District to prolong or enhance its current conditions.

Project Description
Protect employees and the public from potential safety hazards and ensure continued, uninterrupted operation of the facility.

Project Objectives
The SAFE Credit Union Convention & Performing Arts District recently underwent a $375 million renovation/expansion. To safely maintain these city assets, funding for improvements, repairs or equipment is essential to continue operating these civic amenities.

Existing Situation
Operating Budget None.

Impact
Project Name COMMUNITY CENTER IMPROVEMENTS PROGRAM
6010 COMMUNITY CENTER $1,717,059 $254,557 $1,325,000 $1,750,000 $325,000 $325,000 $325,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,717,059 $254,557 $1,325,000 $1,750,000 $325,000 $325,000 $325,000 Est. Project Cost $5,767,059
$4,050,000
$1,325,000
2024 - 2029 Funding
Prior Expenditures $1,462,502
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 5
City of Sacramento
Capital Improvement Program M17100300
Prolong and/or enhance the City-owned audio-visual (AV) equipment and systems at the SAFE Credit Union Convention and Performing Arts District.

Project Description
Meet client expectations for reliable equipment, maintain operational competitiveness, and protect employees and the public from potential hazards.

Project Objectives
It is prudent to accumulate funds needed to enhance and/or replace existing City-owned AV equipment and infrastructure to remain competitive and offer quality sound for our attendees.

Existing Situation
Operating Budget None.

Impact
Project Name CONVENTION CENTER AUDIO-VISUAL IMPROVEMENTS PROGRAM 6010 COMMUNITY CENTER $294,053 $8,115 $0 $25,000 $0 $25,000 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $294,053 $8,115 $0 $25,000 $0 $25,000 $0
Est. Project Cost $344,053
$50,000
$0
2024 - 2029 Funding
Prior Expenditures $285,938
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 6
City of Sacramento
Capital Improvement Program M17100500
Upgrade/replace the existing chillers at the SAFE Credit Union Convention and Performing Arts District as needed.

Project Description
Meet legal, health, and safety requirements to protect the public and employees and ensure a reliable air conditioning system for clients.

Project Objectives
The chiller was manufactured in 1995 exclusive Tracer AdaptiView. The upgrade provides an intuitive interface that improves chiller performance, efficiency, reliability and serviceability.

Existing Situation
Operating Budget None.

Impact
Project Name CONVENTION CENTER CHILLER UPGRADE PROGRAM
6010 COMMUNITY CENTER $312,000 $119 $0 $0 $25,000 $0 $25,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $312,000 $119 $0 $0 $25,000 $0 $25,000
Est. Project Cost $362,000
$50,000
$0
2024 - 2029 Funding
Prior Expenditures $311,881
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 7
City of Sacramento
Capital Improvement Program M17100700
Assess and upgrade the existing security system at the SAFE Credit Union Convention and Performing Arts District.

Project Description
Project Objectives Improve public safety, increase user satisfaction, and minimize interruptions to facility operations.

The current security system has been upgraded with additional cameras installed over the past three years. Additional funding will be necessary to continue to maintain and replace equipment and refresh with current technology.

Existing Situation
Operating Budget None.

Impact
Project Name COMMUNITY CENTER SECURITY SYSTEM PROGRAM
6010 COMMUNITY CENTER $540,000 $21,106 $0 $25,000 $0 $25,000 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $540,000 $21,106 $0 $25,000 $0 $25,000 $0
Est. Project Cost $590,000
$50,000
$0
2024 - 2029 Funding
Prior Expenditures $518,894
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 8
City of Sacramento
Capital Improvement Program M17101000
Address deferred maintenance, facility improvements, and renovation needs at the historic Sacramento Memorial Auditorium.

Project Description
Ensure the historic City facility continues to provide a clean and well-maintained venue for the public while meeting health, safety, and historic preservation requirements.

Project Objectives
Ongoing funding will be used for the following projects: roof repair, veneer the floors, and upgrade the sound and lighting in the Jean Runyon Little Theater.

Existing Situation
In FY2024/25, the $125,000 in funding will come from the operating budget’s Memorial Auditorium Facility Fee. The proposed project for FY2024/25 is to restore/repair the main floor.

Operating Budget
Impact
Project Name MEMORIAL AUDITORIUM IMPROVEMENTS PROGRAM
1001 GENERAL FUND $80,000 $0 $0 $0 $0 $0 $0
3004 2006 CIRB TAX-EXEMPT (TE) $3,053,000 $0 $0 $0 $0 $0 $0 3701 TAX INCREMENT $3,053,000 $0 $0 $0 $0 $0 $0
6010 COMMUNITY CENTER $2,810,823 $772,554 $125,000 $225,000 $125,000 $135,000 $125,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $8,996,823 $772,554 $125,000 $225,000 $125,000 $135,000 $125,000 Est. Project Cost $9,731,823
$735,000
$125,000
2024 - 2029 Funding
Prior Expenditures $8,224,269
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1515 J Street
F - 9
City of Sacramento
Capital Improvement Program M17101500
Replace the existing carpet on the second floor at the SAFE Credit Union Convention Center, approximately 15,000 square yards, due to wear.

Project Description
Improve the look of the SAFE Credit Union Convention Center by installing new carpets, thereby making the Center more appealing to current and future clients.

Project Objectives
Due to the competitive nature of the hospitality industry, it is prudent to plan for a full replacement of the carpet, allowing for a fresh new look. The carpet should be replaced every 8-10 years based on foot traffic.

Existing Situation
Operating Budget None.

Impact
Project Name CONVENTION CENTER CARPET REPLACEMENT
6010 COMMUNITY CENTER $0 $0 $75,000 $75,000 $75,000 $75,000 $75,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $75,000 $75,000 $75,000 $75,000 $75,000
Est. Project Cost $375,000
$375,000
$75,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 10
City of Sacramento
Capital Improvement Program M17101600
Fund the replacement of durable equipment (e.g., chairs, tables, and stage risers) for the SAFE Credit Union Convention and Performing Arts District.

Project Description
Replace equipment (every five to ten years) to improve the look of the SAFE Credit Union Convention and Performing Arts District and to improve safety needs.

Project Objectives
Consistent and repetitive use of the durable equipment at the SAFE Credit Union Convention and Performing Arts District accelerates normal wear and tear of the equipment. Funds are needed to regularly replace these essential items.

Existing Situation
Operating Budget None.

Impact

CONVENTION CENTER DURABLE EQUIPMENT REPLACEMENT

PROGRAM
Project Name
6010 COMMUNITY CENTER $370,000 $0 $25,000 $0 $25,000 $0 $25,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $370,000 $0 $25,000 $0 $25,000 $0 $25,000
Est. Project Cost $445,000
$75,000
$25,000
2024 - 2029 Funding
Prior Expenditures $370,000
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 11
City of Sacramento
Capital Improvement Program M17101700
Upgrade and replace existing production equipment (e.g., lighting, sound, and stage craft equipment) at the SAFE Credit Union Convention and Performing Arts District.

Project Description
Enhance the current conditions at the SAFE Credit Union Convention and Performing Arts District to help retain current clients and attract new clients to the SAFE Credit Union Convention and Performing Arts District.

Project Objectives
Upgrades to the existing production equipment will be required to keep up with ever changing technology.

The upgrades will aid in the ability to retain current clients and attract additional prospective clients.

Existing Situation
Operating Budget None.

Impact

CONVENTION CENTER PRODUCTION EQUIPMENT UPGRADES

PROGRAM
Project Name
6010 COMMUNITY CENTER $0 $0 $0 $0 $50,000 $0 $50,000
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $0 $0 $50,000 $0 $50,000
Est. Project Cost $100,000
$100,000
$0
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1400 J Street
F - 12
City of Sacramento
Capital Improvement Program M17101800
Provide for improvements, repairs, and/or replacements for the SAFE Credit Union Performing Arts Center.

Project Description
Project Objectives To continue to provide a well-maintained, competitive, and cost-effective venue.

The recently renovated Performing Arts Center included a large audio equipment purchase, back up equipment was “value engineered” out. Ongoing funding is for purchase of back up equipment to exchange equipment as needed and avoid show interruption.

Existing Situation
In FY2024/25, the $775,000 in funding will come from the operating budget’s Performing Arts Center Facility Fee. The proposed projects for FY2024/25 are sump improvements and drapes repair/replacements.

Operating Budget
Impact
Project Name PERFORMING ARTS CENTER IMPROVEMENTS PROGRAM 6010 COMMUNITY CENTER $3,132,357 $2,724,996 $775,000 $775,000 $775,000 $775,000 $775,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $3,132,357 $2,724,996 $775,000 $775,000 $775,000 $775,000 $775,000 Est. Project Cost $7,007,357
$3,875,000
$775,000
2024 - 2029 Funding
Prior Expenditures $407,361
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Convention & Cultural Services , Matthew Voreyer Project Location 1301 L Street
F - 13
City of Sacramento
Capital Improvement Program M17500400
Project Description Provide funding for retrofitting, major repairs, and improvements at the Sacramento Marina as needed.

Provide clean and well-maintained facilities and equipment. Make improvements to remain competitive with other area marinas.

Project Objectives
The Sacramento Marina completed a major renovation of the South Basin in 2008. This funding will primarily focus on identified needs in the North Basin since those berths were constructed over 20 years ago.

Existing Situation
Operating Budget None.

Impact
Project Name MARINA IMPROVEMENTS PROGRAM
2608 MARINA $650,455 $381,680 $100,000 $100,000 $100,000 $100,000 $100,000 6009 MARINA (ENTERPRISE) $125,493 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $775,948 $381,680 $100,000 $100,000 $100,000 $100,000 $100,000 Est. Project Cost $1,275,948
$500,000
$100,000
2024 - 2029 Funding
Prior Expenditures $394,268
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 2
Project Manager Public Works , Kendra Gray
Project Location 2710 Ramp Way
F - 14
6(&7,21±*
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2024-2029 Proposed Capital Improvement Program
G - 1

INTRODUCTION
The Parks and Recreation Program reflects the City’s goal to optimize the experience of its citizens through parks, recreational facilities, and the preservation of open space. The Parks and Recreation Program is designed to address the City Council’s commitment to improving the quality of life through a robust park system, with an emphasis on renovating and rehabilitating aging park amenities within the system.

This Program utilizes the Park Project Programming Guide’s goals and criteria, the Parks Deferred Maintenance Assessment, the Citywide Pools Assessment, the Facilities Assessment, and input from the City Council to develop the five-year plan.

Program Goals
 Provide an integrated system of parks, open space areas, and recreational facilities that are safe and connect the diverse communities of Sacramento  Plan and develop parks, recreation, and community facilities that enhance community livability, are equitably distributed throughout the city, and are responsive to the needs and interests of residents, employees, and visitors
 Secure adequate and reliable funding for the acquisition, development, and maintenance of parks, recreation facilities, and open space Ranking Criteria
Projects are evaluated and grouped within each of the ten Community Plan Areas (CPAs) for consistency with the City’s Parks and Recreation Master Plan, last updated in 2009. An update to this plan, Parks Plan 2040, is anticipated to be completed in 2024.

The criteria in each CPA focuses on:
 Neighborhood, community, and/or
regional need
 Funding availability for ongoing
maintenance
 Site significance, public priority or
public use, and suitability to the
area
 Priority to economically
disadvantaged neighborhoods
 Health, safety, or legal mandates
 Land availability
 Cost offsets/partnerships Airfield Park
Northlake Community Park
2024-2029 Proposed Capital Improvement Program
G - 2

MAJOR FUNDING SOURCES
FY2024/25 Parks and Recreation Program
by Fund (in thousands)
$5,090
FY2024/25 Program Funding
Fund #1 Fund Name # of CIPs2 Budget
1001 General Fund 1 240,000
2401 Measure U 1 -21,019
3204 Park Development Impact Fee (PIF) 12 4,870,500
TOTAL PARKS AND RECREATION $5,089,481
1Funds may be in several program areas and may be found in the other sections of this document. 2Projects may have multiple funding sources.

General
$240
PIF
$4,871
Measure U
-$21
Anthony School Park Multi-use Court
2024-2029 Proposed Capital Improvement Program
G - 3
2024-2029 Parks and Recreation Program
by Fund (in thousands)
$6,050
Additional information on funding sources and their restrictions may be found in Description of Major Funding Sources (Section K). All projects receiving funding may be found by referring to Index L. Total funding for a project may be found by reviewing the detail sheets after this summary or by referring to Index O.

General
$1,200
PIF
$4,871
Measue U
-$21
Fong Ranch Park Playground
2024-2029 Proposed Capital Improvement Program
G - 4

MAJOR PROGRAMS AND PROJECTS
The Parks and Recreation Program includes a variety of programs and projects. The top-funded CIPs during the five-year period are listed below.

North Natomas Regional Park Ballfield (L19140700, $2 million) Improvements will provide additional lighting to the ball fields and pathways to allow extended hours of use during peak season.

Sutter’s Landing Park Program (L19167000, $1.2 million) Sutter’s Landing Park is a decommissioned City landfill and waste transfer station. The objective of the program is to transform the open, available area into a regional park that can serve the recreational needs of the community. This programmatic funding is directed from the revenue received from the onsite billboard.

Citywide Park Improvement Program (L19300000, $750,000) This program utilizes Parks and Facilities Fee’s to benefit regional and citywide park facilities. In FY2024/25, this program will support accessibility and deferred maintenance improvements at Granite Regional Park, Land Park, and Doyle Pool.

Bertha Henschel Park (L19109500, $750,000)
Improvements to this park include replacement of the current restroom with a new prefabricated restroom building and restoration of the existing basketball court with new equipment and restriping.

Mangan Park Improvements
2024-2029 Proposed Capital Improvement Program
G - 5
FY2024/25 Capital Projects and Programs
Non-site specific projects are not shown
Note: Details for the project numbers listed on the map above are provided in alphabetical project order on the following pages.

City of Sacramento
Capital Improvement Program L19109400
Project Description New prefabricated restroom building and tree planting at the community park.

To provide a restroom facility to the highly activated park to serve community garden, dog park, picnic area, playground and sports field visitors.

Project Objectives
Site amenities plan shows restroom at community park. Utilities have been stubbed, but no restroom serving highly activated community park.

Existing Situation
Operating Budget None.

Impact
Project Name BLACKBIRD PARK RESTROOM
3204 PARK DEVEL. IMPACT FEE $0 $0 $600,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $600,000 $0 $0 $0 $0
Est. Project Cost $600,000
$600,000
$600,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
July 2024
July 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
1 10
Project Manager YPCE , Jason Wiesemann
Project Location 3765 Hovnanian Dr
G - 6
City of Sacramento
Capital Improvement Program L19109500
Replace existing restroom with prefabricated restroom building to meet code requirements and restore basketball court.

Project Description
To provide a compliant restroom to serve the park and wading pool located at the park. Basketball court will be refurbished.

Project Objectives
Restroom Building exceeded its useful life and needs extensive code and safety improvements.

Basketball court needs replacement of equipment and restriping.

Existing Situation
Operating Budget None.

Impact
Project Name BERTHA HENSCHEL PARK
3204 PARK DEVEL. IMPACT FEE $0 $0 $750,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $750,000 $0 $0 $0 $0
Est. Project Cost $750,000
$750,000
$750,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
July 2024
July 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 6
Project Manager YPCE , Jason Wiesemann
Project Location 160 45th Street
G - 7
City of Sacramento
Capital Improvement Program L19140700
Project Description Add ball field lighting to fields 1, 2, and 3 and pathway lighting.

Project Objectives To provide additional lighted fields to allow extended hours of use during peak season.

Currently, the North Natomas ball fields do not have sufficient lighting. Conduits and pull boxes are present at the location for electrical installation of additional lights.

Existing Situation
Operating Budget None.

Impact
Project Name NORTH NATOMAS REGIONAL PARK BALLFIELD
3204 PARK DEVEL. IMPACT FEE $0 $0 $2,000,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $2,000,000 $0 $0 $0 $0
Est. Project Cost $2,000,000
$2,000,000
$2,000,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
July 2024
July 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
1 10
Project Manager YPCE , Jason Wiesemann
Project Location 4989 Natomas Blvd
G - 8
City of Sacramento
Capital Improvement Program L19143200
Project Description Replace existing restroom with prefabricated restroom building to meet code requirements.

To provide a compliant restroom facility to serve the highly activated park to serve numerous sport fields, picnic area, and playground.

Project Objectives
Existing Situation Restroom building exceeded its useful life and needs extensive code and safety improvements.

Operating Budget None.

Impact
Project Name NORTHGATE PARK RESTROOM REPLACEMENT
3204 PARK DEVEL. IMPACT FEE $0 $0 $600,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $600,000 $0 $0 $0 $0
Est. Project Cost $600,000
$600,000
$600,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
July 2024
July 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
3 9
Project Manager YPCE , Jason Wiesemann
Project Location 2825 Mendel Way
G - 9
City of Sacramento
Capital Improvement Program L19148400
Project Description Provide engineering drawings and permitting for lighting of parking lot, path of travel, and futsal courts.

Project Objectives Complete engineering drawings to have a shovel ready project to seek future funding for construction.

The futsal courts are heavily used and there is a need for expanded hours of operation. Which requires lighting of parking lot and path of travel to provide park safety.

Existing Situation
Operating Budget None.

Impact
Project Name TANZANITE FUTSAL COURT LIGHTING
3204 PARK DEVEL. IMPACT FEE $0 $0 $75,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $75,000 $0 $0 $0 $0
Est. Project Cost $75,000
$75,000
$75,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
July 2024
July 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
3 10
Project Manager YPCE , Jason Wiesemann
Project Location 2220 Tanzanite Ave
G - 10
City of Sacramento
Capital Improvement Program L19167000
Project Description Design and construction of facilities and amenities for Sutter’s Landing Regional Park.

Convert a decommissioned City landfill and waste transfer station to a regional park to serve the recreational needs of the community.

Project Objectives
Existing Situation Billboard revenue is the primary source of funding for Sutter’s Landing Regional Park.

Operating Budget None.

Impact
Project Name SUTTER’S LANDING PARK PROGRAM
1001 GENERAL FUND $1,697,491 $1,084,224 $240,000 $240,000 $240,000 $240,000 $240,000 2401 MEASURE U $160,000 $160,000 $0 $0 $0 $0 $0
2508 QUIMBY ACT $7,699 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,865,190 $1,244,225 $240,000 $240,000 $240,000 $240,000 $240,000 Est. Project Cost $3,065,190
$1,200,000
$240,000
2024 - 2029 Funding
Prior Expenditures $620,965
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager YPCE , Jason Wiesemann
Project Location 20 28th St
G - 11
City of Sacramento
Capital Improvement Program L19300000
To allocate citywide park impact fees to annual priority projects. The priority projects for FY2024/25 include improvements at Doyle Pool, Granite Regional Park, and Land Park.

Project Description
Project Objectives To utilize the Citywide Parks and Facilities Fee to benefit regional parks and citywide park facilities.

The Citywide Parks and Facilities Fee was established in 2018 and a priority list of projects has been established with Resolution No. 2022-0175.

Existing Situation
Operating Budget None.

Impact
Project Name CITYWIDE PARK IMPROVEMENT PROGRAM
3204 PARK DEVEL. IMPACT FEE $0 $0 $750,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $0 $0 $750,000 $0 $0 $0 $0
Est. Project Cost $750,000
$750,000
$750,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager YPCE , Jason Wiesemann
Project Location Citywide
G - 12
City of Sacramento
Capital Improvement Program L19800200
Project Description Conduct a citywide assessment of the 12 pools and 15 wading pools that the City owns and operates.

Assessment will evaluate the infrastructure and develop a plan of action to repair the aging pool infrastructure.

Project Objectives
Existing Situation Citywide facilities and pool infrastructure are in need of repair and replacement.

Operating Budget None.

Impact
Project Name RECREATION FACILITY IMPS
1001 GENERAL FUND $1,614,060 $1,614,060 $0 $0 $0 $0 $0
2401 MEASURE U $590,716 $590,716 -$21,019 $0 $0 $0 $0
2502 SPECIAL PRGM DONATIONS $0 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,204,776 $2,204,776 -$21,019 $0 $0 $0 $0
Est. Project Cost $2,183,757
-$21,019
-$21,019
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
July 2016
June 2025
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
All
All
Project Manager YPCE , Raymond Costantino
Project Location Citywide
G - 13
City of Sacramento
Capital Improvement Program L19920200
City Code Chapter 2.84.120 of the Sacramento Metropolitan Arts Commission (SMAC) mandates that “not less than two percent (2%) of the total cost of any eligible construction project shall be expended for artworks.” Current year allotment is for FY2014/15 CIPs listed in the Parks and Recreation Program section.

Project Description
Pooling the 2% APP funding from the park development projects into each Community Plan Area, will allow the creation of significant artwork at parks within each Community Plan Area where the money was collected.

Project Objectives
Each eligible park or recreation capital improvement project budget has 2% set aside for the APP mandate.

Existing Situation
Operating Budget None.

Impact
Project Name PA2 - ART IN PUBLIC PLACES (APP) PROGRAM
2401 MEASURE U $6,148 $6,148 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $36,875 $36,875 $5,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $43,023 $43,023 $5,000 $0 $0 $0 $0
Est. Project Cost $48,023
$5,000
$5,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
1, 2
2 Project Manager Convention & Cultural Services , Donald Gensler Project Location Various
G - 14
City of Sacramento
Capital Improvement Program L19920300
City Code Chapter 2.84.120 of the Sacramento Metropolitan Arts Commission (SMAC) mandates that “not less than two percent (2%) of the total cost of any eligible construction project shall be expended for artworks.”
Project Description
Pooling the 2% APP funding from the park development projects into each Community Plan Area will allow the creation of significant artwork at parks within each Community Plan Area where the money was collected.

Project Objectives
Existing Situation Each eligible park or recreation CIP budget has 2% set aside for the APP mandate.

Operating Budget None.

Impact
Project Name PA3 - ART IN PUBLIC PLACES (APP) PROGRAM
2508 QUIMBY ACT $4,100 $4,100 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $29,250 $29,250 $5,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $33,350 $33,350 $5,000 $0 $0 $0 $0
Est. Project Cost $38,350
$5,000
$5,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
7 3
Project Manager Convention & Cultural Services , Donald Gensler Project Location Various
G - 15
City of Sacramento
Capital Improvement Program L19920500
City Code Chapter 2.84.120 of the Sacramento Metropolitan Arts Commission (SMAC) mandates that “not less than two percent (2%) of the total cost of any eligible construction project shall be expended for artworks.”
Project Description
Pooling the 2% APP funding from the park development projects into each Community Plan Area will allow the creation of significant artwork at parks within each Community Plan Area where the money was collected.

Project Objectives
Existing Situation Each eligible park or recreation CIP budget has 2% set aside for the APP mandate.

Operating Budget None.

Impact
Project Name PA5 - ART IN PUBLIC PLACES (APP) PROGRAM
1001 GENERAL FUND $585 $585 $0 $0 $0 $0 $0
2232 LANDSCAPING & LIGHTING $2,994 $2,994 $0 $0 $0 $0 $0 2508 QUIMBY ACT $1,940 $1,940 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $50,134 $50,134 $5,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $55,653 $55,653 $5,000 $0 $0 $0 $0
Est. Project Cost $60,653
$5,000
$5,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4, 5, 6
5 Project Manager Convention & Cultural Services , Donald Gensler Project Location Various
G - 16
City of Sacramento
Capital Improvement Program L19920600
City Code Chapter 2.84.120 of the Sacramento Metropolitan Arts Commission (SMAC) mandates that “not less than two percent (2%) of the total cost of any eligible construction project shall be expended for artworks.”
Project Description
Pooling the 2% APP funding from the park development projects into each Community Plan Area, will allow the creation of significant artwork at parks within each Community Plan Area where the money was collected.

Project Objectives
Each eligible park or recreation capital improvement project budget has 2% set aside for the APP mandate.

Existing Situation
Operating Budget None.

Impact
Project Name PA6 - ART IN PUBLIC PLACES (APP) PROGRAM
1001 GENERAL FUND $4,400 $4,400 $0 $0 $0 $0 $0
2232 LANDSCAPING & LIGHTING $2,000 $2,000 $0 $0 $0 $0 $0 2508 QUIMBY ACT $19,585 $19,585 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $89,609 $89,609 $15,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $115,594 $115,594 $15,000 $0 $0 $0 $0
Est. Project Cost $130,594
$15,000
$15,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4, 6
6 Project Manager Convention & Cultural Services , Donald Gensler Project Location Various
G - 17
City of Sacramento
Capital Improvement Program L19920900
City Code Chapter 2.84.120 of the Sacramento Metropolitan Arts Commission (SMAC) mandates that “not less than two percent (2%) of the total cost of any eligible construction project shall be expended for artworks.”
Project Description
Pooling the 2% APP funding from the park development projects into each Community Plan Area will allow the creation of significant artwork at parks within each Community Plan Area where the money was collected.

Project Objectives
Existing Situation Each eligible park or recreation CIP budget has 2% set aside for the APP mandate.

Operating Budget None.

Impact
Project Name PA9 - ART IN PUBLIC PLACES (APP) PROGRAM
1001 GENERAL FUND $1,000 $0 $0 $0 $0 $0 $0
2020 S. NATOMAS (SN) CIF $7,042 $1,072 $0 $0 $0 $0 $0
2508 QUIMBY ACT $7,350 $7,350 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $70,913 $68,505 $12,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $86,305 $76,927 $12,000 $0 $0 $0 $0
Est. Project Cost $98,305
$12,000
$12,000
2024 - 2029 Funding
Prior Expenditures $9,378
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
2, 3
9 Project Manager Convention & Cultural Services , Donald Gensler Project Location Various
G - 18
City of Sacramento
Capital Improvement Program L19921000
City Code Chapter 2.84.120 of the Sacramento Metropolitan Arts Commission (SMAC) mandates that “not less than two percent (2%) of the total cost of any eligible construction project shall be expended for artworks.”
Project Description
Pooling the 2% APP funding from the park development projects into each Community Plan Area, will allow the creation of significant artwork at parks within each Community Plan Area where the money was collected.

Project Objectives
Each eligible park or recreation capital improvement project budget has 2% set aside for the APP mandate.

Existing Situation
Operating Budget None.

Impact
Project Name PA10 - ART IN PUBLIC PLACES (APP) PROGRAM
2230 NN LANDSCAPE CFD $6,700 $6,700 $0 $0 $0 $0 $0
2508 QUIMBY ACT $122,274 $122,274 $0 $0 $0 $0 $0
3204 PARK DEVEL. IMPACT FEE $320,891 $317,791 $53,500 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $449,865 $446,765 $53,500 $0 $0 $0 $0
Est. Project Cost $503,365
$53,500
$53,500
2024 - 2029 Funding
Prior Expenditures $3,100
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
1, 3
10 Project Manager Convention & Cultural Services , Donald Gensler Project Location Various
G - 19
6(&7,21±+
7UDQVSRUWDWLRQ
2024-2029 Proposed Capital Improvement Program
H - 1

INTRODUCTION
The City is responsible for maintaining and upgrading an aging transportation network that serves hundreds of thousands of users, including automobiles, trucks, buses, trains, bikes, pedestrians, and scooters for users of all modes and abilities. Resources to maintain and improve the transportation network come from a variety of sources, primarily the countywide transportation sales tax, state gas taxes, federal and state funding, and special fees and taxes.

For the most part, transportation funding has not kept pace with inflation, and some types of transportation funding have declined, creating challenges in providing needed transportation system maintenance and in providing capital improvements to address safety, network expansions, modernization, and upgrades.

State gas taxes and the local transportation sales tax are the primary funding sources for transportation network rehabilitation and repair and installation of safety improvements. In 2017, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017, increased gas tax and vehicle registration fees and indexed the gas tax to inflation. The increased funding has allowed the City to maintain a corridor rehabilitation and improvement program to address the most critical high-volume corridors. Even with increased funding from SB 1, however, the conditions on City streets are projected to continue to decline as the current funding is not enough to offset years of deferred maintenance of City streets.

In 2022, after extensive community engagement, the City adopted a Transportation Priorities Plan, Resolution No. 2022-0361, that prioritizes over 700 projects included in adopted plans, including the General Plan, Specific Plans, Bikeway Master Plan, Pedestrian Master Plan, Intelligent Transportation Systems Master Plan, and Vision Zero Implementation, These projects, estimated to cost a total of $5 billion, currently have no funding identified. Projects are prioritized that address air quality and health, provide equitable investments in neighborhoods that lack basic infrastructure or have been recipients of racism and bias, provide connections to jobs, schools and parks, improve transportation safety, and fix and maintain the transportation system. With limited local funding, larger capital projects are primarily funded through state and federal grants. These grant funds are accessed through competitive programs that require a local match commitment, and the level of local transportation dollars and available funding programs limits the number and scope of the capital improvement projects the City can implement.

The City also has significant unfunded needs in terms of maintenance and rehabilitation of the existing transportation network (e.g., pavement, bridges, bikeways, traffic control equipment).

Current estimates in the FY2024-29 CIP are at least $796 million in deferred maintenance for transportation infrastructure. Estimates beyond the 5-year CIP are approximately $5.1 billion. 2024-2029 Proposed Capital Improvement Program
H - 2
The following describes the Program’s overall goals and sub-programs:

Program Goals
 Provide a safe and comprehensive transportation system that is effectively and efficiently planned, managed, operated, and maintained to the extent possible within funding limitations
 Provide a system that serves all modes of travel for all ages and abilities  Reduce barriers to improve system connectivity by eliminating gaps, increasing accessibility, prioritizing active modes, connecting to transit stations, and increasing multijurisdictional transportation corridors  Promote equity and public health in transportation investment decisions  Improve transportation safety
The Transportation Program is divided into six subprograms:
 Active Transportation – pedestrian, bikeway, lighting, and streetscape improvements  Bridges & Major Transportation Improvements– bridge replacement and rehabilitation, and other major roadway construction, including complete streets projects  Parking – parking facility maintenance and upgrades
 Public Rights-of-Way accessibility – installation of improvements to ensure full accessibility and comply with state and federal requirements  Maintenance – roadway and bikeway rehabilitation, including integration of complete streets elements and safety improvements with roadway resurfacing projects, and repair of streetlights
 Traffic Operations and Safety – safety improvements, Traffic Operations Center, and active transportation safety
2024-2029 Proposed Capital Improvement Program
H - 3

MAJOR FUNDING SOURCES
FY2024/25 Transportation Program
by Subprogram Area (in thousands)
$54,764
FY2024/25 Transportation Program
by Fund (in thousands)
$54,764
*See funding chart on next page for more information.

Parking
$715
Bridges
$8,171
Street
Maintenance
$17,186
Traffic Operations
and Safety
$10,212
Active
Transportation
$14,380
Public Rights of Way
Accessibility (ADA)
$700 Major Transportation
Improvements
$3,400
General
$190
Gas Tax
$1,986
Major Street
Construction Tax
$2,900
New Measure A
Funds*
$5,761
Road Maintenance
and Rehabilitation
$14,640
Landscaping and
Lighting
$846
Federal Capital
Grants
$23,607
Other Capital
Grants
$3,362 Parking
Other* $715
$757
2024-2029 Proposed Capital Improvement Program
H - 4
FY2024/25 Program Funding
Fund
#1 Fund Name # of CIPs2 Budget
1001 General Fund 2 190,000
2002 Gas Tax 6 1,985,560
2007 Major Street Construction 3 2,900,000
2008 Street Cut 1 25,125
2013 Transportation Development Act (TDA) 2 600,000
2026 New Measure A Maintenance 3 385,000
2035 Tree Planting & Replacement 1 120,000
2036 Road Maintenance & Rehabilitation 1 14,640,000
2038 New Measure A Traffic Control & Safety 5 1,979,000 2039 New Measure A Streetscape, Bike & Ped 4 3,397,152
2232 Landscaping and Lighting 2 845,755
3206 NNFP Public Facilities Fee 1 11,500
3703 Federal Capital Grants 6 23,607,826
3704 Other Capital Grants 2 3,362,000
6004 Parking 7 715,000
TOTAL TRANSPORTATION $54,763,918
1Funds may be in several program areas and may be found in the other sections of this document. 2Projects may have multiple funding sources.
2024-2029 Transportation Program
by Fund (in thousands)
$160,378
General
$950
Gas Tax
$9,928
Major Street
Construction Tax
$13,700
New Measure A
Funds*
$25,606
Road Maintenance
and Rehabilitation
$73,200
Landscaping and
Lighting
$2,666 Federal Capital
Grants
$23,608
Other Capital
Grants
$3,362
Parking
$3,575
Other*
$3,783
2024-2029 Proposed Capital Improvement Program
H - 5
All revenue sources except off-street parking fees have recovered from the pandemic. Off-street parking fees are displaying gradual growth, but they are still below pre-pandemic levels. Funding for Parking CIPs is level over the five-year program to maintain operations of critical infrastructure. Staff will continue to monitor these revenues and recommend program adjustments should revenue estimates change significantly.

Additional information on funding sources and their restrictions may be found in Description of Major Funding Sources (Section K). All projects receiving funding may be found by referring to Index L. Total funding for a project may be found by reviewing the detail sheets after this summary or by referring to Index O.

MAJOR PROGRAMS AND PROJECTS
The Transportation Program includes a variety of programs and projects, most of which are for corridor enhancements with road maintenance, are federally funded projects, or are local funds that are reserved to meet local match obligations for approved state and federal grant awards grants funding awards. With limited local funding available, CIPs have leveraged local transportation funding with grant funding to maximize the value of every local transportation dollar and the number of improvements the City is able to deliver. The top-funded CIPs during the five-year period are listed below.

Transportation Corridor Program (R15200000, $75.7 million) This is an ongoing comprehensive transportation corridor rehabilitation program to improve pavement conditions, improve mobility options, incorporate or expand active transportation elements, address safety concerns, implement upgraded technology solutions, and provide urban greening elements as needed. The Transportation Corridor Improvements Program is intended to address all needs in a coordinated, efficient, and comprehensive process.

This program takes advantage of opportunities for increased efficiencies and cost savings by integrating complete streets and safety features with pavement resurfacing. For example, road maintenance resurfacing projects (such as road overlay and seals) provide opportunities to implement vehicle lane reductions, add bike lanes, add accessibility improvements, crosswalk treatments, and other complete street features.

The Program is funded with traditional Gas
Tax funds and Road Maintenance and
Rehabilitation Account funds (additional
funding through SB 1). Even using all
increased funding from SB 1, available
funding provides only about one-fifth of the
funding needed to maintain the current
pavement condition index. Street overlay in progress
2024-2029 Proposed Capital Improvement Program
H - 6
State & Federal Grant Match Program (T15007200, $11.8 million) To take advantage of state and federal transportation grant match opportunities, a local funding match is typically required. As state and federal grant applications are approved, awarded and programmed to City transportation projects, matching local funding is reserved in the State & Federal Grant Match Program to ensure the City can meet its grant commitments. When federal or state funding is authorized, the local funding is transferred to the specific individual project. In most cases, federal funding can be matched 4:1 with local transportation dollars allowing the City to stretch the value of local transportation funding and implement a greater number of needed transportation and safety improvements.

Active Transportation Program (T15180400, $11.2 million) The Active Transportation Program is funded with Gas Tax funding, New Measure A Safety, Streetscape, Bicycle & Pedestrian funding, and Transportation Development Act funding. This funding is used to support walking and bicycling and can include sidewalk gap closures, new crosswalks, bicycle detection at traffic signals, match planning grants, and to pursue grants for construction of larger active transportation projects. In turn support air quality and responsible climate policy, public health, safety, and mobility choices. It also funds support for the City Active Transportation Commission.

Vision Zero Safety Program (S15184100, $9.9 million)
Transportation safety impacts the community, neighborhoods, and is a public health issue. Crashes are preventable incidents, and no level of injury is acceptable on City streets. Vision Zero is a multi-national transportation safety initiative that aims to eliminate serious injuries and fatalities. With Resolution No. 2017-0032 in January 2017, the City adopted the goal of zero transportation fatalities and serious injuries by 2027. In August 2018 with Resolution No. 2018-0342, the City adopted the Vision Zero Action Plan, a comprehensive, collaborative, equitable and data-driven effort to identify high injury locations, behaviors that result in serious injuries and fatalities, and countermeasures to address these issues.

The Vision Zero Safety Program coordinates and
supports implementation of countermeasures identified
in the Vision Zero Action Plan to improve safety and
funds efforts to prepare grant applications for
implementation of larger corridor improvements. The
program includes funding to update City street design
standards to reflect best safety and complete street
practices and to implement speed lumps and other lesscostly safety improvements on streets on the City’s High Injury Network.
2024-2029 Proposed Capital Improvement Program
H - 7
Franklin Boulevard Complete Street (T15165500, $8.4 million) Franklin Boulevard is the transportation backbone of the North City Farms and South City Farms neighborhoods, connecting people to businesses, schools, shopping centers, arts and cultural centers, parks and playgrounds. However, Franklin Boulevard does not accommodate bicycling and is not comfortable for pedestrians. The purpose of this project is to improve pedestrian and bicycle mobility and safety, enhance connectivity, and provide access for all users. In addition, the project proposes to reduce the shade desert along Franklin Boulevard and remove a potential deterrent to walking and cycling.

Building on grassroots community efforts, the City of Sacramento worked with the community to develop a plan to enhance Franklin Boulevard from Sutterville Road to 38th Avenue with traffic calming, pedestrian and bicycle facility improvements, designated onstreet parking where appropriate and feasible, greater street tree canopy, and more landscaping as a buffer between vehicles and pedestrians. To meet these objectives, the project will reduce the number of through travel lanes from five lanes to three lanes. The lane reduction will create the space required to accommodate a corridor configuration that will serve the needs of the community through the development of a Complete Street.

When all funding is added, this
transformational project will total over $22
million in a variety of funding programs,
including federal transportation grants,
Community Development Block Grants
(CDBG), State Active Transportation
Program grants, Measure A funds, Roadway
Maintenance and Modernization funds, and
other local transportation funds. The project
is currently funded through construction of
the first two (of three) segments, from
Sutterville Road to 32nd Avenue.
2024-2029 Proposed Capital Improvement Program
H - 8
FY2024/25 Capital Projects and Programs
Non-site specific or multi-site projects are not shown
Note: Details for the project numbers listed on the map above are provided in alphabetical project order on the following pages.

City of Sacramento
Capital Improvement Program K15125200
Project Description Install bike parking facilities in the public right-of-way.

Project Objectives Increase the availability of bicycle parking to encourage more bicycle travel.

Existing Situation Many locations throughout the City lack adequate bicycle parking.

New transportation facilities will require regular maintenance and repairs. No additional gas tax or Measure A sales tax, typical sources of ongoing maintenance, are included for maintenance of these improvements.

Operating Budget
Impact
Project Name BIKE PARKING PROGRAM
1001 GENERAL FUND $49,100 $0 $0 $0 $0 $0 $0
2025 NEW MEASURE A CONSTR. $180,558 $0 $0 $0 $0 $0 $0
2039 NMA SAFETY, STREETSCAPE, $325,303 $72,054 $60,000 $60,000 $60,000 $60,000 $60,000

PED, BIC
3702 CAPITAL REIMBURSEMENT $85,600 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $640,561 $72,054 $60,000 $60,000 $60,000 $60,000 $60,000 Est. Project Cost $940,561
$300,000
$60,000
2024 - 2029 Funding
Prior Expenditures $568,507
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Jeff Jelsma
Project Location Citywide
H - 9
City of Sacramento
Capital Improvement Program K15222100
This project is for citywide maintenance, repair, and rehabilitation of existing bike and pedestrian trails including pavement, striping, shoulder repairs, landscape maintenance, and debris and graffiti removal.

Project Description
Provide maintenance of bike and pedestrian trails to ensure safety for users and to protect the City's longterm investment in its trail system. Consistent maintenance of bike and pedestrian trails will reduce the cost of future repairs.

Project Objectives
The bike and pedestrian trail maintenance program is necessary to keep the trail system safe and prevent early deterioration.

Existing Situation
Operating Budget None.

Impact
Project Name PEDESTRIAN AND BIKE TRAIL REPAIR AND MAINTENANCE PROGRAM 1001 GENERAL FUND $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 2013 TRANSPORTATION DEV. $456,061 $456,061 $300,000 $300,000 $300,000 $300,000 $300,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $556,061 $556,061 $400,000 $400,000 $400,000 $400,000 $400,000 Est. Project Cost $2,556,061
$2,000,000
$400,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Greg Smith
Project Location Citywide
H - 10
City of Sacramento
Capital Improvement Program R15188500
Use tree replacement in-lieu fees generated from private development to plant replacement trees citywide.

Project Description
Project Objectives Maintain the quality of the City’s tree canopy.

In-lieu fees are collected by the City when a private development project will remove existing trees. The fees must be used to further tree planting and tree replacement. This project provides a mechanism to do so.

Existing Situation
Operating Budget None.

Impact
Project Name TREE PLANTING AND REPLACEMENT PROGRAM
2035 TREE PLANTING & $596,157 $596,157 $120,000 $120,000 $120,000 $120,000 $120,000

REPLACEMENT
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $596,157 $596,157 $120,000 $120,000 $120,000 $120,000 $120,000 Est. Project Cost $1,196,157
$600,000
$120,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Jose Sanchez
Project Location Citywide
H - 11
City of Sacramento
Capital Improvement Program R15200000
Ongoing program for comprehensive corridor rehabilitation to improve pavement condition, incorporate or expand active transportation elements, address safety concerns, implement upgraded technology solutions, and provide urban greening elements as needed.

Project Description
Provide for complete and comprehensive solutions to address issues on transportation corridors, including pavement condition, improve safety, and improve mobility options.

Project Objectives
Currently, needs are addressed independently (e.g., roadway overlays, safety projects, active transportation projects). This would provide for solutions on corridors to address all needs in a coordinated, efficient, and comprehensive process.

Existing Situation
Operating Budget None.

Impact
Project Name TRANSPORTATION CORRIDOR PROGRAM
2002 GAS TAX $887,530 $887,530 $325,560 $325,560 $325,560 $325,560 $325,560 2007 MAJOR STREET CONSTR. $1,370,000 $1,370,000 $0 $0 $0 $0 $0 2008 TRENCH CUT FEE $101,766 $101,766 $25,125 $25,125 $25,125 $25,125 $25,125 2036 ROAD MAINT & $7,201,688 $7,201,688 $14,640,000 $14,640,000 $14,640,000 $14,640,000 $14,640,000

REHABILITATION
3704 OTHER CAPITAL GRANTS $0 $0 $750,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $9,560,984 $9,560,984 $15,740,685 $14,990,685 $14,990,685 $14,990,685 $14,990,685 Est. Project Cost $85,264,409
$75,703,425
$15,740,685
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Greg Smith
Project Location Citywide
H - 12
City of Sacramento
Capital Improvement Program R15200800
The Pavement Management Application (PMA) inventory system requires regular updates, as well as other required hardware and software upgrades to keep the City's infrastructure management system current.

Project Description
Project Objectives Update the infrastructure management systems used by Maintenance Services Division.

The City is required by the Federal Highway Administration to have a PMA system. An annual allocation is required to update and maintain the PMA system.

Existing Situation
Operating Budget None.

Impact
Project Name PAVEMENT MANAGEMENT APPLICATION UPDATE PROGRAM 2026 NEW MEASURE A MAINT $899,648 $692,988 $175,000 $175,000 $175,000 $175,000 $175,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $899,648 $692,988 $175,000 $175,000 $175,000 $175,000 $175,000 Est. Project Cost $1,774,648
$875,000
$175,000
2024 - 2029 Funding
Prior Expenditures $206,660
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Greg Smith
Project Location Citywide
H - 13
City of Sacramento
Capital Improvement Program R15212800
Project Description Procurement and implementation of a maintenance work management system.

Project Objectives Upgrade the existing work order system to a web-based environment with GIS capabilities.

Approximately 10,000 work requests are received annually over the phone, by app, and from the 311 call center that are then forwarded to field crews for completion. Periodic upgrades are needed for the system to meet the demand.

Existing Situation
Operating Budget None.

Impact
Project Name WORK MANAGEMENT SYSTEM PROGRAM - STREETS AND FACILITIES 2026 NEW MEASURE A MAINT $121,453 $29,089 $60,000 $60,000 $60,000 $60,000 $60,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $121,453 $29,089 $60,000 $60,000 $60,000 $60,000 $60,000 Est. Project Cost $421,453
$300,000
$60,000
2024 - 2029 Funding
Prior Expenditures $92,364
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Greg Smith
Project Location Citywide
H - 14
City of Sacramento
Capital Improvement Program R15222200
Program provides funding for miscellaneous unscheduled maintenance activities on City-owned bridge structures.

Project Description
Repair damage to bridge structures from vehicular accidents not reimbursable through risk management and the unforeseen maintenance issues.

Project Objectives
City-owned bridges require periodic maintenance to repair safety issues caused by traffic accidents and/or general wear and tear.

Existing Situation
Operating Budget None.

Impact
Project Name BRIDGE MAINTENANCE PROGRAM
2002 GAS TAX $125,000 $125,000 $500,000 $500,000 $500,000 $500,000 $500,000 2026 NEW MEASURE A MAINT $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $275,000 $275,000 $650,000 $650,000 $650,000 $650,000 $650,000 Est. Project Cost $3,525,000
$3,250,000
$650,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Greg Smith
Project Location Citywide
H - 15
City of Sacramento
Capital Improvement Program S15101300
This program includes: corridor timing studies and implementation; traffic signal equipment maintenance, upgrade, replacement, and expansion; Traffic Operations Center (TOC) evaluation and expansion studies; related plans, specifications, and estimates; communications conduit infrastructure and maintenance; and Regional Intelligent Transportation System partnership strategic plan studies.

Project Description
Connect traffic signals into the TOC so traffic signal operations and timing can be evaluated, monitored, and managed from the TOC to reduce travel delay and congestion on City streets.

Project Objectives
Existing Situation Approximately half of the 850 traffic signals in the City are tied into the TOC.

Operating Budget None.

Impact
Project Name TRAFFIC OPERATIONS CENTER PROGRAM
2001 MEASURE A - CONSTR. $37,991 $0 $0 $0 $0 $0 $0
2002 GAS TAX $9,890 $0 $0 $0 $0 $0 $0
2025 NEW MEASURE A CONSTR. $108,532 $0 $0 $0 $0 $0 $0
2038 NMA TRAFFIC CONTROL & $44,514 $8,646 $280,000 $280,000 $280,000 $280,000 $280,000 SAFETY
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $200,927 $8,646 $280,000 $280,000 $280,000 $280,000 $280,000 Est. Project Cost $1,600,927
$1,400,000
$280,000
2024 - 2029 Funding
Prior Expenditures $192,281
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Ryan Billeci
Project Location Citywide
H - 16
City of Sacramento
Capital Improvement Program S15120500
Provide for active transportation improvements including marked crosswalks, enhancement treatments such as Rectangular Rapid Flash Beacons (RRFBs) or Pedestrian Hybrid Beacons, bikeway gap closures, and other related improvements.

Project Description
Project Objectives Enhancements for those walking, bicycling, and rolling (active transportation).

Safety improvements for active transportation are often requested. Requests are evaluated and enhancements are made where feasible.

Existing Situation
New transportation facilities will require regular maintenance and repairs. No additional gas tax or Measure A sales tax, typical sources of ongoing maintenance, are included for maintenance of these improvements.

Operating Budget
Impact
Project Name ACTIVE TRANSPORTATION SAFETY PROGRAM
2002 GAS TAX $1,823,094 $1,823,094 $200,000 $200,000 $200,000 $200,000 $200,000 2025 NEW MEASURE A CONSTR. $698,606 $0 $0 $0 $0 $0 $0
2039 NMA SAFETY, STREETSCAPE, $914,092 $659,129 $400,000 $400,000 $400,000 $400,000 $400,000

PED, BIC
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $3,435,792 $2,482,223 $600,000 $600,000 $600,000 $600,000 $600,000 Est. Project Cost $6,435,792
$3,000,000
$600,000
2024 - 2029 Funding
Prior Expenditures $953,569
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Jennifer Donlon Wyant
Project Location Citywide
H - 17
City of Sacramento
Capital Improvement Program S15132400
Replacement and repair of the guardrails damaged by traffic collisions or those that have reached the end of their useful life.

Project Description
Project Objectives Maintain the existing guardrails in a state of good repair.

Existing Situation Guardrails that are damaged or have reached the end of their useful life require repair or replacement.

Operating Budget None.

Impact
Project Name GUARDRAIL REPLACEMENT PROGRAM
2025 NEW MEASURE A CONSTR. $227,070 $0 $0 $0 $0 $0 $0
2038 NMA TRAFFIC CONTROL & $323,000 $48,088 $50,000 $50,000 $50,000 $50,000 $50,000 SAFETY
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $550,070 $48,088 $50,000 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $800,070
$250,000
$50,000
2024 - 2029 Funding
Prior Expenditures $501,982
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Frank Campos Jr.

Project Location Citywide
H - 18
City of Sacramento
Capital Improvement Program S15132700
Ongoing replacement of signal controllers and light-emitting diodes (LEDs), and the replacement and modification of traffic signals.

Project Description
Project Objectives Replace signal-related equipment that has reached the end of its operational efficiency.

Existing Situation Traffic signal equipment that has reached the end of its useful life requires replacement or modification.

Operating Budget None.

Impact
Project Name TRAFFIC SIGNAL EQUIPMENT UPGRADE PROGRAM
2001 MEASURE A - CONSTR. $99,285 $0 $0 $0 $0 $0 $0
2002 GAS TAX $768,151 $2,911 $0 $0 $0 $0 $0
2025 NEW MEASURE A CONSTR. $247,248 $0 $0 $0 $0 $0 $0
2038 NMA TRAFFIC CONTROL & $1,078,250 $60,695 $150,000 $150,000 $150,000 $150,000 $150,000 SAFETY
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,192,934 $63,606 $150,000 $150,000 $150,000 $150,000 $150,000 Est. Project Cost $2,942,934
$750,000
$150,000
2024 - 2029 Funding
Prior Expenditures $2,129,328
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Xavier Covarrubias
Project Location Citywide
H - 19
City of Sacramento
Capital Improvement Program S15133400
Project Description Relamp street lights and refurbish the paint coating on aluminum streetlight poles.

This program provides a proactive effort to have streetlights re-lamped prior to burn out. The program will either refurbish the coating on aluminum streetlight poles to extend the useful life or replace the aging street light poles as needed.

Project Objectives
Streetlights burn out and create safety issues for communities. Without a current proactive re-lamping effort, keeping up with the demand to repair street light outages is challenging. The protective coatings on aluminum streetlight poles have degraded and need refurbishment or pole replacement.

Existing Situation
Operating Budget None.

Impact
Project Name STREET LIGHT RELAMP AND REFURBISHMENT PROGRAM 2002 GAS TAX $866,880 $8,582 $0 $0 $0 $0 $0
2232 LANDSCAPING & LIGHTING $1,497,965 $414,110 $155,150 $155,150 $155,150 $155,150 $155,150 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,364,845 $422,692 $155,150 $155,150 $155,150 $155,150 $155,150 Est. Project Cost $3,140,595
$775,750
$155,150
2024 - 2029 Funding
Prior Expenditures $1,942,153
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Xavier Covarrubias
Project Location Citywide
H - 20
City of Sacramento
Capital Improvement Program S15184100
Support the construction of transportation safety improvements in the public right-of-way and on the HighInjury-Network with the goal of reducing preventable crashes that cause serious injury or death. Includes the design and construction of traffic control devices, pavement markings and striping, median treatments, enhancement of sight distance, traffic calming, and other transportation safety related improvements.

Project Description
Reduce fatalities and severe injuries related to crashes in Sacramento, and improve public safety and neighborhood livability.

Project Objectives
Streets on the High-Injury-Network have demonstrated systemic transportation safety issues and may require safety improvements.

Operating Budget
Impact
Project Name VISION ZERO SAFETY PROGRAM
2002 GAS TAX $1,201,663 $1,201,663 $720,000 $720,000 $720,000 $720,000 $720,000 2007 MAJOR STREET CONSTR. $100,000 $88,617 $0 $0 $0 $0 $0 2025 NEW MEASURE A CONSTR. $28,522 $0 $0 $0 $0 $0 $0
2038 NMA TRAFFIC CONTROL & $842,281 $720,589 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 SAFETY
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,172,466 $2,010,869 $1,970,000 $1,970,000 $1,970,000 $1,970,000 $1,970,000 Est. Project Cost $12,022,466
$9,850,000
$1,970,000
2024 - 2029 Funding
Prior Expenditures $161,597
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Jennifer Donlon Wyant
Project Location Citywide
H - 21
City of Sacramento
Capital Improvement Program S15245700
Ongoing management of City's existing Quiet Zones. Work will include staff time, traffic counts, and potential improvements at multiple at-grade crossings.

Project Description
Project Objectives To maintain and re-certify the City's three Quiet Zones, required by federal law on a in 3-5 year basis.

Existing Situation Currently no program exists to maintain and re-certify Quiet Zones, as required by federal law.

Operating Budget None.

Impact
Project Name CITY RAILWAY QUIET ZONES PROGRAM
2038 NMA TRAFFIC CONTROL & $50,000 $50,000 $249,000 $249,000 $249,000 $249,000 $249,000 SAFETY
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $50,000 $50,000 $249,000 $249,000 $249,000 $249,000 $249,000 Est. Project Cost $1,295,000
$1,245,000
$249,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Public Works , Jojo Cordero
Project Location Citywide
H - 22
City of Sacramento
Capital Improvement Program T15007200
This project is a reserve for grant matching funds. As individual capital projects are approved by Sacramento Area Council of Governments (SACOG) or other state or federal funding sources, matching funds will be transferred to projects once they have received authorization to begin.

Project Description
Project Objectives Reserve the matching funds and startup funds needed for state and federal grants for projects.

In order to take advantage of state and federal transportation grant opportunities, a local match is typically required.

Operating Budget
Impact
Project Name STATE AND FEDERAL GRANT MATCH PROGRAM
1001 GENERAL FUND $4,400,000 $4,400,000 $0 $0 $0 $0 $0
2007 MAJOR STREET CONSTR. $8,299,497 $8,299,497 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 2023 MEASURE A - PROJECT $900,000 $900,000 $0 $0 $0 $0 $0 2039 NMA SAFETY, STREETSCAPE, $219,092 $219,092 $1,000,000 $200,000 $200,000 $200,000 $200,000

PED, BIC
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $13,818,589 $13,818,589 $3,000,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 Est. Project Cost $25,618,589
$11,800,000
$3,000,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Jesse Gothan
Project Location Citywide
H - 23
City of Sacramento
Capital Improvement Program T15008800
Monitor the freeway interchanges serving North Natomas as required by the cooperative agreement between the City and the state (City Agreement No. 95-217). Monitor traffic operations at the freeway offramps and adjacent intersections.

Project Description
Monitor and identify when the freeway interchanges begin to be impacted by traffic growth in North Natomas. Results are used to identify when performance thresholds for the interchanges have been met and what impact mitigation measures are needed. This report is sent directly to Caltrans.

Project Objectives
This monitoring has been performed since 1996. Monitoring was included in the state agreement due to the size of the Natomas expansion and the anticipation that the expansion would take decades to complete. This made it difficult to determine when improvements would be needed that would affect the state highway system.

Existing Situation
Operating Budget None.

Impact
Project Name NORTH NATOMAS FREEWAY MONITORING PROGRAM
3201 NN CIF $171,494 $0 $0 $0 $0 $0 $0
3206 NN FINANCE PLAN (NNFP) $122,141 $45,882 $11,500 $11,500 $11,500 $11,500 $11,500

PUBLIC FACILITIES FEE
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $293,635 $45,882 $11,500 $11,500 $11,500 $11,500 $11,500 Est. Project Cost $351,135
$57,500
$11,500
2024 - 2029 Funding
Prior Expenditures $247,753
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
1 10
Project Manager Finance , Sheri Smith
Project Location Freeway Interchanges Serving North Natomas H - 24
City of Sacramento
Capital Improvement Program T15036300
Rehabilitate pavement on Fruitridge Road, between 65th Expressway and Power Inn Road. Design and construct potential complete street improvements.

Project Description
Evaluate potential for lane reduction to allow space for standard bike lanes, resurface and rehabilitate pavement, and provide ADA compliant curb ramps.

Project Objectives
Project construction was put on hold pending resolution of redevelopment funding, however an alternate source of construction funds has been secured.

Operating Budget
Impact
Project Name FRUITRIDGE ROAD STREETSCAPE ENHANCEMENTS
2001 MEASURE A - CONSTR. $28,226 $0 $0 $0 $0 $0 $0
2007 MAJOR STREET CONSTR. $285,438 $38,208 $0 $0 $0 $0 $0 3701 TAX INCREMENT $180,896 $0 $0 $0 $0 $0 $0
3703 FEDERAL CAP. GRANTS $207,834 $0 $2,571,000 $0 $0 $0 $0 3803 2006 ARMY DEPOT TE $31,045 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $733,439 $38,208 $2,571,000 $0 $0 $0 $0
Est. Project Cost $3,304,439
$2,571,000
$2,571,000
2024 - 2029 Funding
Prior Expenditures $695,231
FY2024/25 Funding
July 2003
December 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
6 5
Project Manager Public Works , Stephanie Saiz
Project Location Fruitridge Road From 65th Street To Power Inn Road H - 25
City of Sacramento
Capital Improvement Program T15100900
Project Description This program provides for maintenance and inspection of existing alley closures.

Compliance with City Code 12.40.070, routine maintenance and adequate access to commercial and emergency vehicles.

Project Objectives
Existing Situation Future requests for alley closures/restrictions, if deemed appropriate, will be funded from another source.

Operating Budget None.

Impact
Project Name ALLEY ABATEMENT PROGRAM
1001 GENERAL FUND $646,035 $0 $90,000 $90,000 $90,000 $90,000 $90,000 2002 GAS TAX $651,730 $0 $0 $0 $0 $0 $0
3004 2006 CIRB TAX-EXEMPT (TE) $1,316 $0 $0 $0 $0 $0 $0 3702 CAPITAL REIMBURSEMENT $26,605 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,325,685 $0 $90,000 $90,000 $90,000 $90,000 $90,000 Est. Project Cost $1,775,685
$450,000
$90,000
2024 - 2029 Funding
Prior Expenditures $1,325,685
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Thomas Adams
Project Location Citywide
H - 26
City of Sacramento
Capital Improvement Program T15103200
Ongoing replacement of neighborhood street lighting components or systems which are unsafe or have reached the end of their useful life.

Project Description
Project Objectives Replace unsafe or deteriorated neighborhood street lights.

Existing Situation Many neighborhood street lights are 50-70 years old and have reached the end of their useful life.

Operating Budget None.

Impact
Project Name NEIGHBORHOOD STREET LIGHT REPLACEMENT PROGRAM 2232 LANDSCAPING & LIGHTING $1,519,037 $1,489,323 $690,605 $300,000 $300,000 $300,000 $300,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,519,037 $1,489,323 $690,605 $300,000 $300,000 $300,000 $300,000 Est. Project Cost $3,409,642
$1,890,605
$690,605
2024 - 2029 Funding
Prior Expenditures $29,714
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , David Edrosolan
Project Location Citywide
H - 27
City of Sacramento
Capital Improvement Program T15140100
Provide planning, scoping, engineering estimates, and other activities related to capital project grant funding application preparation.

Project Description
Project Objectives Facilitate grant funding opportunities for capital projects.

Staff provides capital project planning and scoping, and works with transportation agencies to apply for grant funding opportunities and award grant funding to capital projects.

Existing Situation
Operating Budget None.

Impact
Project Name CAPITAL GRANT PREPARATION PROGRAM
2002 GAS TAX $2,329,578 $181,829 $200,000 $200,000 $200,000 $200,000 $200,000 2700 BLOCK GRANT/SHRA $50,000 $15 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,379,578 $181,844 $200,000 $200,000 $200,000 $200,000 $200,000 Est. Project Cost $3,379,578
$1,000,000
$200,000
2024 - 2029 Funding
Prior Expenditures $2,197,734
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Public Works , Jesse Gothan
Project Location Citywide
H - 28
City of Sacramento
Capital Improvement Program T15142100
Identify, evaluate, and monitor conditions of hollow sidewalks. Perform annual inspections and prepare recommendations for needed repairs. Notify property owners of any repairs that are required or recommended to hollow sidewalk locations for which they are responsible.

Project Description
Project Objectives Maintain and improve public safety.

Approximately twenty-four blocks of hollow sidewalks exist in the downtown area. The sidewalks and many of the retaining walls supporting them date back over 100 years and require routine safety inspection for structural stability.

Existing Situation
Operating Budget None.

Impact
Project Name HOLLOW SIDEWALK MONITORING PROGRAM
2002 GAS TAX $388,776 $127,395 $40,000 $40,000 $40,000 $40,000 $40,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $388,776 $127,395 $40,000 $40,000 $40,000 $40,000 $40,000 Est. Project Cost $588,776
$200,000
$40,000
2024 - 2029 Funding
Prior Expenditures $261,381
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
4 1
Project Manager Public Works , Kelli Lacy
Project Location Downtown
H - 29
City of Sacramento
Capital Improvement Program T15145300
Project Description Replace the bridge on Auburn Boulevard at Winding Way over Arcade Creek.

Project Objectives Replace the bridge and provide standard lane and shoulder widths.

Existing Situation The bridge has substandard lane widths, shoulders, and sidewalks.

Operating Budget
Impact
Project Name AUBURN BOULEVARD BRIDGE REPLACEMENT
2001 MEASURE A - CONSTR. $104,649 $0 $0 $0 $0 $0 $0
2007 MAJOR STREET CONSTR. $693,681 $321,325 $0 $0 $0 $0 $0 3702 CAPITAL REIMBURSEMENT $1,200,000 $1,200,000 $0 $0 $0 $0 $0 3703 FEDERAL CAP. GRANTS $1,435,070 $29,899 $8,170,876 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $3,433,400 $1,551,225 $8,170,876 $0 $0 $0 $0
Est. Project Cost $11,604,276
$8,170,876
$8,170,876
2024 - 2029 Funding
Prior Expenditures $1,882,175
FY2024/25 Funding
May 2014
December 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
2 7
Project Manager Public Works , Zuhair Amawi
Project Location Auburn Boulevard Over Arcade Creek, Near Winding Way H - 30
City of Sacramento
Capital Improvement Program T15165500
Reduce Franklin Boulevard from four lanes to two lanes, add bicycle lanes, install new landscaping and landscaped medians, and provide designated on-street parking.

Project Description
Encourage a pedestrian, bicycle, and transit friendly environment, improve aesthetics, and connectivity along the corridor.

Project Objectives
Franklin Boulevard from Sutterville road to 38th Avenue is a four lane, high speed arterial with no bike lanes.

Operating Budget
Impact
Project Name FRANKLIN BOULEVARD COMPLETE STREET
2001 MEASURE A - CONSTR. $60,717 $0 $0 $0 $0 $0 $0
2007 MAJOR STREET CONSTR. $99,283 $2,250 $0 $0 $0 $0 $0 2700 BLOCK GRANT/SHRA $250,000 $0 $0 $0 $0 $0 $0
3703 FEDERAL CAP. GRANTS $443,000 $0 $8,411,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $853,000 $2,251 $8,411,000 $0 $0 $0 $0
Est. Project Cost $9,264,000
$8,411,000
$8,411,000
2024 - 2029 Funding
Prior Expenditures $850,749
FY2024/25 Funding
April 2016
December 2025
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
5 2, 4
Project Manager Public Works , Zuhair Amawi
Project Location Franklin Blvd From Sutterville Rd To 38th Ave H - 31
City of Sacramento
Capital Improvement Program T15180400
Installation of facilities in the public rights-of-way that promote active transportation needs, implemented according to the goals and standards set in the City’s Master Plans.

Project Description
Promote active modes of transportation that improve air quality and public health and safety. Make walking, biking, and other active means of transportation safer and attractive.

Project Objectives
Existing Situation Streets targeted in this program lack facilities that encourage active transportation.

Operating Budget None.

Impact
Project Name ACTIVE TRANSPORTATION PROGRAM
2002 GAS TAX $975,000 $975,000 $0 $0 $0 $0 $0
2013 TRANSPORTATION DEV. $267,080 $0 $300,000 $300,000 $300,000 $300,000 $300,000 2039 NMA SAFETY, STREETSCAPE, $4,909,929 $4,869,100 $1,937,152 $1,937,152 $1,937,152 $1,937,152 $1,937,152

PED, BIC
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $6,152,009 $5,844,100 $2,237,152 $2,237,152 $2,237,152 $2,237,152 $2,237,152 Est. Project Cost $17,337,769
$11,185,760
$2,237,152
2024 - 2029 Funding
Prior Expenditures $307,909
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Jennifer Donlon Wyant
Project Location Citywide
H - 32
City of Sacramento
Capital Improvement Program T15200600
Upgrading, retrofitting, construction, and/or reconstruction of curb ramps, crosswalks, audible pedestrian signals, and/or other elements within the public rights-of-way.

Project Description
Project Objectives Bringing the public rights-of-way into compliance with all access laws and regulations.

There are locations around the City within the public rights-of-way which need to be upgraded, retrofitted, or constructed to meet current access laws and regulations.

Existing Situation
Operating Budget None.

Impact
Project Name PUBLIC RIGHTS-OF-WAY ACCESSIBILITY PROGRAM 2007 MAJOR STREET CONSTR. $80,000 $80,000 $700,000 $700,000 $700,000 $700,000 $700,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $80,000 $80,000 $700,000 $700,000 $700,000 $700,000 $700,000 Est. Project Cost $3,580,000
$3,500,000
$700,000
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Adam Randolph
Project Location Citywide
H - 33
City of Sacramento
Capital Improvement Program T15205300
Project Description Construct raised medians, install a traffic signal, and install pedestrian fencing in the medians.

Enhance safety along Valley Hi Drive/La Mancha Way by providing a safe crossing for pedestrians at popular destinations across from bus stops and controlling access into and out of driveways to shopping centers.

Project Objectives
Portions of La Mancha Way lack a center median. The existing center median on Valley Hi Drive has multiple driveway openings into the same shopping centers, and there is a desire for an additional pedestrian crossing there.

Operating Budget
Impact
Project Name HSIP 9 VALLEY HI DRIVE AND LA MANCHA WAY
2007 MAJOR STREET CONSTR. $216,800 $96,911 $0 $0 $0 $0 $0 3703 FEDERAL CAP. GRANTS $258,210 $33,651 $1,277,730 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $475,010 $130,562 $1,277,730 $0 $0 $0 $0
Est. Project Cost $1,752,740
$1,277,730
$1,277,730
2024 - 2029 Funding
Prior Expenditures $344,448
FY2024/25 Funding
February 2020
December 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
5, 8
4 Project Manager Public Works , James Kragh
Project Location Valley Hi Dr/la Mancha Way And Mack Road H - 34
City of Sacramento
Capital Improvement Program T15205500
Restripe and realign approaches to the intersection, construct a pedestrian refuge island at an uncontrolled crossing, and install enhanced pedestrian crossings on all legs.

Project Description
The objective is to enhance safety at the intersection by realigning the intersection geometry, improving sight distance, and clarifying turn movements and crossings.

Project Objectives
There is currently a 4-legged intersection with two ways controlled by stop signs. This is an intersection in which the roads do not meet at the typical right angles.

Operating Budget
Impact
Project Name HSIP 9 LAMPASAS AVENUE AND RIO LINDA BOULEVARD 2002 GAS TAX $67,862 $67,862 $0 $0 $0 $0 $0
2007 MAJOR STREET CONSTR. $533,838 $369,355 $0 $0 $0 $0 $0 3703 FEDERAL CAP. GRANTS $604,900 $362,001 $2,076,220 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,206,600 $799,217 $2,076,220 $0 $0 $0 $0
Est. Project Cost $3,282,820
$2,076,220
$2,076,220
2024 - 2029 Funding
Prior Expenditures $407,383
FY2024/25 Funding
February 2020
December 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
2 8
Project Manager Public Works , James Kragh
Project Location Lampasas Ave & Rio Linda Blvd
H - 35
City of Sacramento
Capital Improvement Program T15217300
Project Description Reimbursement of overwidth street pavement improvements.

Project Objectives Reimburse developers’ costs in constructing roadway improvements.

The North Natomas Finance Plan (NNFP) identifies major collector and arterial roadway segments eligible for overwidth reimbursement. When a developer constructs the ultimate roadway configuration, any streets identified in the NNFP are eligible for reimbursement of construction costs beyond what is required by city code. Reimbursements will only be permitted according to approved Overwidth Agreement and after revenues have been generated by the affected development.

Operating Budget
Impact
Project Name OVERWIDTH PAVEMENT REIMBURSEMENT PROGRAM
2007 MAJOR STREET CONSTR. $500,000 $269,289 $200,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $500,000 $269,289 $200,000 $0 $0 $0 $0
Est. Project Cost $700,000
$200,000
$200,000
2024 - 2029 Funding
Prior Expenditures $230,711
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
1, 3
10 Project Manager Public Works , Jennifer Johnson
Project Location North Natomas
H - 36
City of Sacramento
Capital Improvement Program T15225000
Envision Broadway in Oak Park extends from State Route 99 to Martin Luther King Jr. Blvd. It will include complete street improvements, including lane reduction, buffered Class II bicycle lanes, signal improvements, and pedestrian crossing improvements.

Project Description
Create a better balance among all modes of travel, where pedestrians, cyclists, transit riders, and drivers all feel safe and accommodated. To also improve amenities throughout the corridor in a manner that creates a unified character for the corridor, and increases opportunities to enjoy businesses/leisure activities.

Project Objectives
Currently, the Broadway corridor is an automobile-dominated four lane arterial with sidewalks of varying widths, poor pedestrian facilities, and no stripped bike lanes.

Operating Budget
Impact
Project Name ENVISION BROADWAY IN OAK PARK
2023 MEASURE A - PROJECT $237,000 $92,511 $0 $0 $0 $0 $0 3703 FEDERAL CAP. GRANTS $713,000 $0 $1,101,000 $0 $0 $0 $0 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $950,000 $92,511 $1,101,000 $0 $0 $0 $0
Est. Project Cost $2,051,000
$1,101,000
$1,101,000
2024 - 2029 Funding
Prior Expenditures $857,489
FY2024/25 Funding
May 2022
December 2027
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
5 5
Project Manager Public Works , Stephanie Saiz
Project Location Broadway Between Sr-99 And Martin Luther King Jr. Boulevard H - 37
City of Sacramento
Capital Improvement Program T15225100
Upgrade pedestrian crossings at two locations with the installation of a traffic signal at each intersection to allow for a dedicated pedestrian crossing phase and the construction of bulb-outs to shorten crossing distances.

Project Description
Project Objectives Enhance safety by providing safer crossings for pedestrians.

The existing intersections are uncontrolled for pedestrian traffic and the length of the crossings are challenging for individuals with limited mobility.

Operating Budget
Impact
Project Name PEDESTRIAN CROSSING AT R STREET & 29TH/30TH STREETS 2007 MAJOR STREET CONSTR. $314,000 $67,191 $0 $0 $0 $0 $0 3702 CAPITAL REIMBURSEMENT $314,000 $127,675 $0 $0 $0 $0 $0 3703 FEDERAL CAP. GRANTS $708,000 $0 $0 $0 $0 $0 $0
3704 OTHER CAPITAL GRANTS $0 $0 $2,612,000 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,336,000 $194,866 $2,612,000 $0 $0 $0 $0
Est. Project Cost $3,948,000
$2,612,000
$2,612,000
2024 - 2029 Funding
Prior Expenditures $1,141,134
FY2024/25 Funding
January 2022
December 2026
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
1 1 1 1 1 1 1 1 1 1
Council District
Plan Area
4 1
Project Manager Public Works , Luke Fuson
Project Location R Street At 29th Street & 30th Street
H - 38
City of Sacramento
Capital Improvement Program V15110000
Ongoing retail and office space improvements in City-owned facilities that will benefit City-owned parking facilities.

Project Description
Attract quality tenants by maintaining retail and office spaces within City-owned parking facilities which will generate revenues for parking operations.

Project Objectives
The City has over 60,000 square feet of retail/office space in three downtown garages. In many cases these spaces need to be upgraded to attract businesses.

Existing Situation
Operating Budget None.

Impact
Project Name RETAIL & OFFICE SPACE IMPROVEMENTS PROGRAM 6004 PARKING $2,076,302 $277,596 $50,000 $50,000 $50,000 $50,000 $50,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,076,302 $277,596 $50,000 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $2,326,302
$250,000
$50,000
2024 - 2029 Funding
Prior Expenditures $1,798,706
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 1
Project Manager Public Works , Staci Hovermale
Project Location Downtown City Parking Facilities
H - 39
City of Sacramento
Capital Improvement Program V15210000
Project Description Ongoing assessment, design, and implementation of preventative and restorative building maintenance.

Repair structural damage to City-owned parking facilities and ensure that the parking garages meet building codes. The project’s aim is to avoid ongoing, long-term structural deterioration.

Project Objectives
Existing Situation Annual assessment of site conditions for restorative or preventative care.

Operating Budget None.

Impact
Project Name STRUCTURE REPAIRS & MAJOR MAINTENANCE PROGRAM 6004 PARKING $5,787,818 $910,086 $250,000 $250,000 $250,000 $250,000 $250,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $5,787,818 $910,086 $250,000 $250,000 $250,000 $250,000 $250,000 Est. Project Cost $7,037,818
$1,250,000
$250,000
2024 - 2029 Funding
Prior Expenditures $4,877,732
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 1
Project Manager Public Works , Staci Hovermale
Project Location Downtown City Parking Facilities
H - 40
City of Sacramento
Capital Improvement Program V15410000
Project Description Renovation/modernization of elevators in City parking garages.

Modernize elevators and provide needed mechanical infrastructure repairs. Meet state elevator standards.

Project Objectives
Existing Situation City garage elevator mechanical systems need upgrading to a serviceable operational system.

Operating Budget None.

Impact
Project Name ELEVATOR RENOVATION/MODERNIZATION PROGRAM
6004 PARKING $2,858,531 $720,600 $25,000 $25,000 $25,000 $25,000 $25,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $2,858,531 $720,600 $25,000 $25,000 $25,000 $25,000 $25,000 Est. Project Cost $2,983,531
$125,000
$25,000
2024 - 2029 Funding
Prior Expenditures $2,137,931
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 1
Project Manager Public Works , Staci Hovermale
Project Location Downtown City Parking Facilities
H - 41
City of Sacramento
Capital Improvement Program V15510000
Plan, design, and paint City-owned parking garages, including ceilings and beams. Install informational and directional signage to assist motorists and pedestrians.

Project Description
Assist garage patrons by replacing deficient directional signage for easier and safer navigation within parking facilities and complement lighting, aesthetics, and safety.

Project Objectives
Some parking facilities have paint that has outlasted its useful life as well as outdated and inadequate signage needing to be repainted, refurbished, or replaced.

Existing Situation
Operating Budget None.

Impact
Project Name PARKING FACILITIES PAINT/SIGNAGE PROGRAM
6004 PARKING $4,500,334 $1,344,680 $50,000 $50,000 $50,000 $50,000 $50,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $4,500,334 $1,344,680 $50,000 $50,000 $50,000 $50,000 $50,000 Est. Project Cost $4,750,334
$250,000
$50,000
2024 - 2029 Funding
Prior Expenditures $3,155,654
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 1
Project Manager Public Works , Staci Hovermale
Project Location Downtown City Parking Facilities
H - 42
City of Sacramento
Capital Improvement Program V15520000
Installation of informational and directional signage to assist motorists and pedestrians in identifying, entering, exiting, and utilizing City-owned surface parking lots. Add or restore striping and painted markings to lot surfaces for clearly identifiable parking.

Project Description
Provide street/destination orientation graphics for visitors. Provide lot customers with clearly marked and well-maintained parking facilities.

Project Objectives
New lot striping is needed in some areas while existing striping is faded and obscured by stains, tire marks, and flaking.

Existing Situation
Operating Budget None.

Impact
Project Name SURFACE PARKING LOT PAINT/SIGNAGE PROGRAM
6004 PARKING $618,827 $420,706 $20,000 $20,000 $20,000 $20,000 $20,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $618,827 $420,706 $20,000 $20,000 $20,000 $20,000 $20,000 Est. Project Cost $718,827
$100,000
$20,000
2024 - 2029 Funding
Prior Expenditures $198,121
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 1
Project Manager Public Works , Staci Hovermale
Project Location All City Parking Facilities & Lots
H - 43
City of Sacramento
Capital Improvement Program V15610000
Purchase and installation of new Revenue Control System for collection of parking revenues at all Cityowned parking facilities. This would include the replacement of all computers, software, auditors, ticket dispensers, and card readers systemwide.

Project Description
Improve revenue control capability through use of an updated, automated system with the goal of improving customer service.

Project Objectives
Customer service and revenue control would be improved if a new Parking Access and Revenue Control System (PARCS) were installed.

Existing Situation
Operating Budget None.

Impact
Project Name REVENUE CONTROL SYSTEM PROGRAM
6004 PARKING $5,311,402 $1,285,182 $120,000 $120,000 $120,000 $120,000 $120,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $5,311,402 $1,285,182 $120,000 $120,000 $120,000 $120,000 $120,000 Est. Project Cost $5,911,402
$600,000
$120,000
2024 - 2029 Funding
Prior Expenditures $4,026,220
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
All
All
Project Manager Public Works , Staci Hovermale
Project Location Citywide
H - 44
City of Sacramento
Capital Improvement Program V15710000
Project Description Ongoing planning and development of new City parking facilities.

Project Objectives Provide resources for anticipated future parking demands.

Existing Situation Currently, new parking facilities are financed through available cash, debt financing, or other borrowing.

Operating Budget None.

Impact
Project Name PARKING FACILITIES DEVELOPMENT PROGRAM
1001 GENERAL FUND $204,942 $0 $0 $0 $0 $0 $0
6004 PARKING $6,965,031 $6,237,899 $200,000 $200,000 $200,000 $200,000 $200,000 Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $7,169,973 $6,237,899 $200,000 $200,000 $200,000 $200,000 $200,000 Est. Project Cost $8,169,973
$1,000,000
$200,000
2024 - 2029 Funding
Prior Expenditures $932,074
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
Council District
Plan Area
4 1
Project Manager Public Works , Staci Hovermale
Project Location Downtown City Parking Facilities
H - 45
6(&7,21±,
City 8WLOLWLHV
2024-2029 Proposed Capital Improvement Program
I - 1

INTRODUCTION
The City Utilities Capital Improvement Program (Program) reflects the City’s funding strategy for delivering capital improvements to provide and maintain services and facilities for the benefit of the community, safeguarding public health and safety, promoting sustainability, enhancing livability, and expanding economic development throughout the City.

To ensure long-term infrastructure sustainability, this Program utilizes an asset management process to systematically prioritize and rank its rehabilitation and replacement needs based on information collected through various elements such as criticality, condition assessment, master planning, and maintenance history.

This Program is consistent with the 2040 General Plan.

Program Goals
 Comply with all government regulations and legal requirements  Provide high-quality, safe, and reliable utility systems by delivering services through proactively monitoring and maintaining our assets and reducing system vulnerability  Plan for current and future generations by protecting, preserving, and enhancing resources, the environment, and the community
 Manage funding by finding alternative funding sources, such as grants or other revenues  Provide for environmentally sound landfill closure
Ranking Criteria
 Replaces failed infrastructure
 Is mandated by state and federal laws or regulations
 Protects the public by meeting health and safety requirements  Meets the demands of increased growth
 Improves or reduce ongoing facility operations and maintenance costs The City Utilities Program is divided into four subprograms:
 Recycling and Solid Waste
 Storm Drainage
 Wastewater
 Water

2024-2029 Proposed Capital Improvement Program
I - 2

MAJOR FUNDING SOURCES
FY2024/25 City Utilities Program
by Fund (in thousands)
$37,541
2024-2029 City Utilities Program
by Fund (in thousands)
$236,244
General
$549
Water
Development
Impact Fees
$5,400
Wastewater
Development
Impact Fees
$500
Water
$18,002 Wastewater
$3,374
Solid Waste
$1,820
Storm Drainage
Property Fee
$7,896
General
$2,745
Water
Development
Impact Fees
$9,400
Wastewater
Development
Impact Fees
$4,500
Water
$125,249 Wastewater
$31,779
Solid Waste
$6,906
Storm Drainage
Property Fee
$55,665
2024-2029 Proposed Capital Improvement Program
I - 3
FY2024/25 Program Funding
Fund #1 Fund Name # of CIPs2 Budget
1001 General 3 549,000
6001 Water Development Fees 1 5,400,000
6002 Wastewater Development Fees 1 500,000
6005 Water 18 18,002,000
6006 Wastewater 10 3,373,500
6007 Solid Waste 6 1,819,875
6021 Storm Drainage Property Fee 10 7,896,300
TOTAL CITY UTILITIES $37,540,675
1Funds may be in several program areas and may be found in the other sections of this document. 2Projects may have multiple funding sources.

MAJOR PROGRAMS AND PROJECTS
The City Utilities Program includes a variety of projects and programs. The top-funded CIPs during the five-year period are listed below by subprogram.

Water
Water+ Program (Z14190100, $21.7 million)
The Water+ Program will design plans and specifications for the development of necessary water supply expansion improvements needed due to expected growth. The program is necessary to ensure the City has sufficient water treatment capacity for the future water demands of the City of Sacramento. Long range water demand projections, based on General Plan projections, have identified shortage of water treatment capacity around 2035. These efforts will be funded by revenues generated from impact fees paid by developers whose projects add to the water supply demands. The Water+ Program also includes resiliency projects interrelated to one another and designs and implements projects to address climate change and reliability. A percentage of these projects will be funded by Impact Fees while the majority of the funding will be from rate payers. Once funding is identified, construction of the Water+ Program projects will be completed in phases. The first of the construction projects are slated to start within this 5-year period.

The Water+ Program is funded by the Water Impact Fees ($9.4 million, Fund 6001) and the Water Ratepayer Revenues ($12.3 million, Fund 6005). 2024-2029 Proposed Capital Improvement Program
I - 4
Reservoir Rehabilitation Program (Z14130500, $28.7 million) The Reservoir Rehabilitation Program will rehabilitate various components at seven of the City’s twelve drinking water storage reservoirs. The seven reservoirs were constructed in the 1940’s through 1960’s and need repairs, improvements, and overhauls to keep these critical water system facilities operational. These projects are supported by asset management condition assessments as well as the Department of Utilities 2022 Water Supply Master Plan. Large projects that will be designed and constructed include the following:
 Freeport Reservoir Improvements: Install a 5 million gallon per day (mgd) pump for water quality and upgrade security components, electrical system, and controls with construction to begin in early 2024
 Florin Reservoir and Pump Station: Install two electrical pumps and motors, upgrade the aged electrical system and controls, improve ventilation, and installation of new heat exchangers
 Med Center Reservoir & Alhambra Reservoir: replace electrical switchgear, altitude valve, and instrumentation
 Exterior and Interior Coating at four reservoirs
 Exterior Concrete Sealing at three reservoirs
Wastewater
Combined Sewer System Pipe Program (X14170100, $23.0 million) The City's Combined Sewer System (CSS) is served by undersized and aging collection pipes that range from six inches to 120 inches pipe diameter, two primary CSS treatment plants, and by two large pump stations, Sumps 1 and 2. The City’s operation of the CSS is governed by the Regional Water Quality Control Board through a National Pollutant Discharge Elimination System (NPDES) permit containing a Long-Term Control Plan that guides capacity improvement and rehabilitation projects to meet the CSS long term goals.

Replacing worn, failed, or undersized CSS pipes, primary treatment plants and pump stations complies with these goals. Assets are prioritized for replacement based on condition and critical function and the capacity improvement priorities are evaluated under the Combined Master Plan Program. The CSS Pipe Program is funded by the Wastewater Impact Fees ($4.5 million, Fund 6002), Wastewater Ratepayer Revenues ($6.7 million, Fund 6006), and Storm Drainage Property Fees ($11.8 million, Fund 6021).

Recycling and Solid Waste
28th Street Landfill Regulatory Compliance Upgrades (Y15000100, $5.6 million) This project ensures that waste buried at the 28th Street landfill does not come in contact with groundwater or otherwise compromise water quality. To ensure this and in response to a Corrective Action Order from the Regional Water Quality Control Board, this project 2024-2029 Proposed Capital Improvement Program
I - 5
will enhance methane gas extraction capabilities by expanding the gas collection system and increase the separation of buried waste to groundwater.

Storm Drainage Property Fee
Drainage Facility Electrical Rehabilitation Program (W14230200, $9.3 million) The City operates and maintains 106 drainage pump stations. Electrical components at drainage pump stations have a useful life of about 30 years. Currently, there are more than 20 pump stations with electrical systems older than 30 years. It is difficult to find replacement parts for these systems, and they often do not meet current safety standards.

This program will provide electrical upgrades at up to 15 drainage pump stations and improve backup power systems at an additional 14 stations in the next five years. 2024-2029 Proposed Capital Improvement Program
I - 6
FY2024/25 Capital Projects and Programs
Non-site specific or multi-site projects are not shown
Note: Details for the project numbers listed on the map above are provided in alphabetical project order on the following pages.

City of Sacramento
Capital Improvement Program W14000200
Project Description Reserve for unforeseen capital program needs.

Facilitate the completion of capital projects by reserving appropriations for minor overruns and provide a source of funds for small projects that could not be anticipated before the start of the fiscal year.

Project Objectives
It is prudent to maintain a capital program reserve, renewed annually as needed, as a source of funding should the need arise to provide additional funding for an existing project due to previously unforeseen conditions.

Existing Situation
Operating Budget None.

Impact
Project Name BASE CIP CONTINGENCY DRAINAGE PROGRAM
6011 STORM DRAINAGE $15,055 $372 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $1,375,000 $618,750 $618,750 $583,213 $750,000 FEE
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $15,055 $372 $1,375,000 $618,750 $618,750 $583,213 $750,000 Est. Project Cost $3,960,768
$3,945,713
$1,375,000
2024 - 2029 Funding
Prior Expenditures $14,684
FY2024/25 Funding
Project Start Date
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 7
City of Sacramento
Capital Improvement Program W14120600
Project Description Repair portions of various drainage ditches throughout the City.

Restore reliable service of ditches and prevent flooding by repairing flowlines and side slopes, and replacing deteriorated concrete ditch lining for various ditches in need of repair.

Project Objectives
Existing Situation Many ditches have deteriorated and need repair.

Operating Budget None.

Impact
Project Name DITCH REPAIR PROGRAM
6011 STORM DRAINAGE $39,227 $34,404 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $0 $1,815,000 $495,000 $1,224,747 $1,000,000 FEE
6211 SD GRANT RMB $0 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $39,227 $34,404 $0 $1,815,000 $495,000 $1,224,747 $1,000,000 Est. Project Cost $4,573,974
$4,534,747
$0
2024 - 2029 Funding
Prior Expenditures $4,823
FY2024/25 Funding
Project Start Date July 2012
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 8
City of Sacramento
Capital Improvement Program W14120800
Project Description Replace substandard drain inlets in various locations citywide.

Project Objectives Improve local drainage, reliability, and reduce maintenance costs.

Existing Situation Many drain inlets are substandard and deteriorated.

Operating Budget None.

Impact
Project Name DRAIN INLET REPLACEMENT PROGRAM
6011 STORM DRAINAGE $18,527 $4,927 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $0 $82,500 $0 $58,321 $100,000 FEE
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $18,527 $4,927 $0 $82,500 $0 $58,321 $100,000
Est. Project Cost $259,348
$240,821
$0
2024 - 2029 Funding
Prior Expenditures $13,600
FY2024/25 Funding
Project Start Date July 2011
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 9
City of Sacramento
Capital Improvement Program W14130100
Project Description Provide funds for unforeseen needs for drainage additions or replacements in various locations citywide.

Ensure public health and safety by providing resources to promptly respond to the need for small CIPs in the drainage collection system.

Project Objectives
During the year, it may become necessary to resolve an unanticipated failure in the storm drainage collection system.

Existing Situation
Operating Budget None.

Impact
Project Name DRAINAGE UNPLANNED REPAIRS PROGRAM
6011 STORM DRAINAGE $123,829 $8,675 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $0 $288,750 $206,250 $204,124 $350,000 FEE
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $123,829 $8,675 $0 $288,750 $206,250 $204,124 $350,000 Est. Project Cost $1,172,953
$1,049,124
$0
2024 - 2029 Funding
Prior Expenditures $115,154
FY2024/25 Funding
Project Start Date July 2013
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 10
City of Sacramento
Capital Improvement Program W14130600
This program funds plant electrical, mechanical, and civil rehabilitation or replacement projects at more than one hundred drainage pump stations citywide.

Project Description
Project Objectives Protect health and safety by improving the reliability of drainage pump stations.

More than one hundred drainage pump stations citywide are exhibiting varying degrees of life-cycle degradation.

Existing Situation
Operating Budget None.

Impact
Project Name DRAINAGE SUMP REPLACEMENT AND REHABILITATION PROGRAM 2235 FLORIN RD STORM & SAN $308 $308 $0 $0 $0 $0 $0
6011 STORM DRAINAGE $151,989 $59,226 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $2,537,000 $424,875 $561,000 $104,978 $180,000 FEE
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $152,297 $59,534 $2,537,000 $424,875 $561,000 $104,978 $180,000 Est. Project Cost $3,960,150
$3,807,853
$2,537,000
2024 - 2029 Funding
Prior Expenditures $92,763
FY2024/25 Funding
Project Start Date July 2013
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 11
City of Sacramento
Capital Improvement Program W14150700
This program funds improvement projects in the City's drainage basins. These projects are identified through master planning or condition assessment efforts.

Project Description
Project Objectives Fund improvement projects in our drainage basins with the goal of meeting City adopted levels of service.

Many of the City’s drainage basins underperform during intense storms leading to street flooding and in some cases property damage.

Existing Situation
Operating Budget None.

Impact
Project Name DRAINAGE IMPROVEMENT PROGRAM
6011 STORM DRAINAGE $1,477 $1,477 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $0 $1,179,750 $818,400 $762,259 $1,000,000 FEE
6211 SD GRANT RMB $0 $0 $0 $0 $0 $0 $0
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $1,477 $1,477 $0 $1,179,750 $818,400 $762,259 $1,000,000 Est. Project Cost $3,761,886
$3,760,409
$0
2024 - 2029 Funding
Prior Expenditures $0
FY2024/25 Funding
Project Start Date July 2015
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 12
City of Sacramento
Capital Improvement Program W14170100
This program will rehabilitate elements of the storm drainage system including storm drains, leads, manholes, and mainline pipe by trenchless and replacement methods.

Project Description
To protect public health and safety through maintenance of the City’s storm drain system including drain inlets, leads, manholes, and mainline pipe through trenchless or traditional replacement means.

Project Objectives
The drainage collection system is comprised of various elements that in time become old, deteriorated, and difficult to repair and/or maintain.

Existing Situation
Operating Budget None.

Impact

DRAINAGE COLLECTION SYSTEM REPAIR AND REHABILITATION

PROGRAM
Project Name
6011 STORM DRAINAGE $5,626 $4,599 $0 $0 $0 $0 $0
6021 STORM DRAINAGE PROPERTY $0 $0 $0 $618,750 $1,237,500 $437,410 $750,000 FEE
Fund Fund Description Budget Unobligated 2024/25 2025/26 2026/27 2027/28 2028/29 As of 2/2024
Total $5,626 $4,599 $0 $618,750 $1,237,500 $437,410 $750,000 Est. Project Cost $3,049,286
$3,043,660
$0
2024 - 2029 Funding
Prior Expenditures $1,027
FY2024/25 Funding
Project Start Date July 2017
Est. Complete Date
Percent Complete
Elapsed Time
0% 50% 80% 100%
0 0 0 0 0 0 0 0 0 0
Council District
Plan Area
All
All
Project Manager Utilities , Brett Grant
Project Location Citywide
I - 13
City of Sacramento
Capital Improvement Program W14230100
Design and construction of certified full trash capture devices and/or multi-benefit low impact development features that will prevent trash greater than 5 mm from being discharged to waterways for identified areas (high density residential, commercial, industrial, and mixed use) with litter to meet the requirements of the State Water Resources Control Board’s Statewide Trash Provisions.

Project Description
This project aims to comply with the State Water Resources Control Board’s Statewide Trash Provisions mandate to effectively prohibit trash greater than 5 mm from being discharged to waterways from the municipal separate storm sewer system by 2030.

Sacramento City CouncilMay 7, 2024

Sacramento City Council
May 7, 2024