Item 23 2024-00826 Adoption of the Fiscal Year (FY) 2024-25 Operating Budget and 2024-2029 Capital Improvement Plan — Sacramento City Council, June 11, 2024 (part 2 of 2)

Movement EBL EBR NBL NBT SBT SBR
Lane Configurations
Traffic Volume (veh/h) 537 0 0 583 774 0
Future Volume (veh/h) 537 0 0 583 774 0
Number 7 14 1 6 2 12
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 0 1863 1863 0
Adj Flow Rate, veh/h 537 0 0 583 774 0
Adj No. of Lanes 200220
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 200220
Cap, veh/h 0 0 0 2527 2527 0
Arrive On Green 0.00 0.00 0.00 0.71 0.71 0.00
Sat Flow, veh/h 0 0 0 3725 3725 0
Grp Volume(v), veh/h 0 0 0 583 774 0
Grp Sat Flow(s),veh/h/ln 0 0 0 1770 1770 0
Q Serve(g_s), s 0.0 0.0 0.0 1.0 1.4 0.0
Cycle Q Clear(g_c), s 0.0 0.0 0.0 1.0 1.4 0.0
Prop In Lane 0.00 0.00 0.00 0.00
Lane Grp Cap(c), veh/h 0 0 0 2527 2527 0
V/C Ratio(X) 0.00 0.00 0.00 0.23 0.31 0.00
Avail Cap(c_a), veh/h 0 0 0 3946 4070 0
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 0.00 0.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 0.0 0.0 0.0 0.8 0.9 0.0
Incr Delay (d2), s/veh 0.0 0.0 0.0 0.1 0.2 0.0
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 0.0 0.0 0.4 0.6 0.0
LnGrp Delay(d),s/veh 0.0 0.0 0.0 0.9 1.1 0.0
LnGrp LOS A A
Approach Vol, veh/h 0 583 774
Approach Delay, s/veh 0.0 0.9 1.1
Approach LOS A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 17.1 0.0 17.1
Change Period (Y+Rc), s * 4.9 * 4.8 * 4.9
Max Green Setting (Gmax), s * 20 * 13 * 19
Max Q Clear Time (g_c+I1), s 3.4 0.0 3.0
Green Ext Time (p_c), s 8.9 0.0 5.5
Intersection Summary
HCM 2010 Ctrl Delay 1.0
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
12: Northgate Blvd. & I-80 WB Off-Ramp 02/21/2024
03/27/2013 Baseline Synchro 10 Report

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Movement WBL WBR NBT NBR SBL SBT
Lane Configurations
Traffic Volume (veh/h) 373 0 925 0 0 944
Future Volume (veh/h) 373 0 925 0 0 944
Number 7 14 6 16 5 2
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 1863 0 0 1863
Adj Flow Rate, veh/h 373 0 925 0 0 944
Adj No. of Lanes 202002
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 202002
Cap, veh/h 0 0 2416 0 0 2416
Arrive On Green 0.00 0.00 0.68 0.00 0.00 0.68
Sat Flow, veh/h 0 0 3725 0 0 3725
Grp Volume(v), veh/h 0 0 925 0 0 944
Grp Sat Flow(s),veh/h/ln 0 0 1770 0 0 1770
Q Serve(g_s), s 0.0 0.0 2.1 0.0 0.0 2.1
Cycle Q Clear(g_c), s 0.0 0.0 2.1 0.0 0.0 2.1
Prop In Lane 0.00 0.00 0.00 0.00
Lane Grp Cap(c), veh/h 0 0 2416 0 0 2416
V/C Ratio(X) 0.00 0.00 0.38 0.00 0.00 0.39
Avail Cap(c_a), veh/h 0 0 3681 0 0 3526
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 0.00 1.00 0.00 0.00 1.00
Uniform Delay (d), s/veh 0.0 0.0 1.2 0.0 0.0 1.3
Incr Delay (d2), s/veh 0.0 0.0 0.2 0.0 0.0 0.2
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 0.0 1.0 0.0 0.0 1.0
LnGrp Delay(d),s/veh 0.0 0.0 1.5 0.0 0.0 1.5
LnGrp LOS A A
Approach Vol, veh/h 0 925 944
Approach Delay, s/veh 0.0 1.5 1.5
Approach LOS A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 18.3 0.0 18.3
Change Period (Y+Rc), s * 5.8 * 5.4 * 5.8
Max Green Setting (Gmax), s * 18 * 13 * 19
Max Q Clear Time (g_c+I1), s 4.1 0.0 4.1
Green Ext Time (p_c), s 8.2 0.0 8.4
Intersection Summary
HCM 2010 Ctrl Delay 1.5
HCM 2010 LOS A
Notes
HCM Signalized Intersection Capacity Analysis
606: Truxel Rd. & 80 WB Off-ramp 02/21/2024
Truxel Rd. - Proposed 2005 Scenario 7:00 am 05/05/2005 130 sec Synchro 10 Report

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Movement WBL WBR NBT NBR SBL SBT
Lane Configurations
Traffic Volume (vph) 354 555 1549 0 0 1204
Future Volume (vph) 354 555 1549 0 0 1204
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.0 5.0 4.8 4.8
Lane Util. Factor 0.97 0.88 0.91 0.86
Frt 1.00 1.00 1.00 1.00
Flt Protected 0.95 1.00 1.00 1.00
Satd. Flow (prot) 3367 3215 5085 6408
Flt Permitted 0.95 1.00 1.00 1.00
Satd. Flow (perm) 3367 3215 5085 6408
Peak-hour factor, PHF 1.00 1.00 1.00 1.00 1.00 1.00
Adj. Flow (vph) 354 555 1549 0 0 1204
RTOR Reduction (vph) 0 29 0000
Lane Group Flow (vph) 354 526 1549 0 0 1204
Heavy Vehicles (%) 4% 4% 2% 2% 4% 2%
Turn Type Prot Prot NA NA
Protected Phases 8 8 2 6
Permitted Phases
Actuated Green, G (s) 16.3 16.3 37.9 37.9
Effective Green, g (s) 16.3 16.3 38.9 38.9
Actuated g/C Ratio 0.25 0.25 0.60 0.60
Clearance Time (s) 5.0 5.0 5.8 5.8
Vehicle Extension (s) 2.0 2.0 2.0 2.0
Lane Grp Cap (vph) 844 806 3043 3834
v/s Ratio Prot 0.11 c0.16 c0.30 0.19
v/s Ratio Perm
v/c Ratio 0.42 0.65 0.51 0.31
Uniform Delay, d1 20.4 21.8 7.5 6.5
Progression Factor 1.00 1.00 1.03 1.00
Incremental Delay, d2 0.1 1.5 0.6 0.2
Delay (s) 20.5 23.3 8.4 6.7
Level of Service C C A A
Approach Delay (s) 22.2 8.4 6.7
Approach LOS C A A
Intersection Summary
HCM 2000 Control Delay 11.2 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.55
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 9.8 Intersection Capacity Utilization 57.5% ICU Level of Service B Analysis Period (min) 15
c Critical Lane Group
HCM Signalized Intersection Capacity Analysis
607: Truxel Rd. & 80 EB Off-Ramp 02/21/2024
Truxel Rd. - Proposed 2005 Scenario 7:00 am 05/05/2005 130 sec Synchro 10 Report

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Movement EBL EBR NBL NBT SBT SBR
Lane Configurations
Traffic Volume (vph) 797 230 0 1127 1015 0
Future Volume (vph) 797 230 0 1127 1015 0
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 4.5 4.5 4.3 4.3
Lane Util. Factor 0.94 0.86 0.86 0.91
Frt 1.00 0.85 1.00 1.00
Flt Protected 0.95 1.00 1.00 1.00
Satd. Flow (prot) 4800 1310 6408 5085
Flt Permitted 0.95 1.00 1.00 1.00
Satd. Flow (perm) 4800 1310 6408 5085
Peak-hour factor, PHF 1.00 1.00 1.00 1.00 1.00 1.00
Adj. Flow (vph) 797 230 0 1127 1015 0
RTOR Reduction (vph) 5 72 0000
Lane Group Flow (vph) 815 135 0 1127 1015 0
Heavy Vehicles (%) 6% 6% 2% 2% 2% 2%
Turn Type Prot Prot NA NA
Protected Phases 4 4 2 6
Permitted Phases
Actuated Green, G (s) 18.7 18.7 36.5 36.5
Effective Green, g (s) 18.7 18.7 37.5 37.5
Actuated g/C Ratio 0.29 0.29 0.58 0.58
Clearance Time (s) 4.5 4.5 5.3 5.3
Vehicle Extension (s) 2.0 2.0 2.0 2.0
Lane Grp Cap (vph) 1380 376 3696 2933
v/s Ratio Prot c0.17 0.10 0.18 c0.20
v/s Ratio Perm
v/c Ratio 0.59 0.36 0.30 0.35
Uniform Delay, d1 19.9 18.4 7.1 7.3
Progression Factor 1.00 1.00 1.00 0.90
Incremental Delay, d2 0.5 0.2 0.2 0.3
Delay (s) 20.3 18.6 7.3 6.8
Level of Service C B A A
Approach Delay (s) 20.0 7.3 6.8
Approach LOS B A A
Intersection Summary
HCM 2000 Control Delay 11.3 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.43
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 8.8 Intersection Capacity Utilization 43.7% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
HCM 2010 Signalized Intersection Summary
42: EB off ramp & W El Camino/W. El Camino Avenue 02/21/2024 West El Camino ITS 12/04/2003 Optimized Network AM Synchro 10 Report Fehr & Peers Page 1
Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 867 0 0 508 106 266
Future Volume (veh/h) 867 0 0 508 106 266
Number 2 12 1 6 7 14
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 0 1863 1863 1863
Adj Flow Rate, veh/h 867 0 0 508 106 266
Adj No. of Lanes 100111
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 200222
Cap, veh/h 1224 0 0 1224 360 321
Arrive On Green 0.66 0.00 0.00 0.66 0.20 0.20
Sat Flow, veh/h 1863 0 0 1863 1774 1583
Grp Volume(v), veh/h 867 0 0 508 106 266
Grp Sat Flow(s),veh/h/ln 1863 0 0 1863 1774 1583
Q Serve(g_s), s 16.4 0.0 0.0 7.1 2.8 8.9
Cycle Q Clear(g_c), s 16.4 0.0 0.0 7.1 2.8 8.9
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 1224 0 0 1224 360 321
V/C Ratio(X) 0.71 0.00 0.00 0.41 0.29 0.83
Avail Cap(c_a), veh/h 1224 0 0 1224 532 475
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 0.00 0.00 1.00 1.00 1.00
Uniform Delay (d), s/veh 6.0 0.0 0.0 4.4 18.6 21.0
Incr Delay (d2), s/veh 3.5 0.0 0.0 1.0 0.2 4.9
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 9.4 0.0 0.0 3.9 1.4 4.3
LnGrp Delay(d),s/veh 9.5 0.0 0.0 5.5 18.8 25.9
LnGrp LOS A A B C
Approach Vol, veh/h 867 508 372
Approach Delay, s/veh 9.5 5.5 23.8
Approach LOS A A C
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 40.3 14.7 40.3
Change Period (Y+Rc), s * 4.2 3.5 * 4.2
Max Green Setting (Gmax), s * 31 16.5 * 31
Max Q Clear Time (g_c+I1), s 18.4 10.9 9.1
Green Ext Time (p_c), s 3.1 0.3 1.8
Intersection Summary
HCM 2010 Ctrl Delay 11.4
HCM 2010 LOS B
Notes
HCM 2010 Signalized Intersection Summary
53: W El Camino & WB off ramp 02/21/2024
West El Camino ITS 12/04/2003 Optimized Network AM Synchro 10 Report Fehr & Peers Page 3
Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (veh/h) 0 453 265 0 549 107
Future Volume (veh/h) 0 453 265 0 549 107
Number 5 2 6 16 3 18
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 0 1863 1863 0 1863 1863
Adj Flow Rate, veh/h 0 453 265 0 549 0
Adj No. of Lanes 011011
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 022022
Cap, veh/h 0 967 967 0 614 548
Arrive On Green 0.00 0.52 0.52 0.00 0.35 0.00
Sat Flow, veh/h 0 1863 1863 0 1774 1583
Grp Volume(v), veh/h 0 453 265 0 549 0
Grp Sat Flow(s),veh/h/ln 0 1863 1863 0 1774 1583
Q Serve(g_s), s 0.0 8.5 4.4 0.0 16.1 0.0
Cycle Q Clear(g_c), s 0.0 8.5 4.4 0.0 16.1 0.0
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 0 967 967 0 614 548
V/C Ratio(X) 0.00 0.47 0.27 0.00 0.89 0.00
Avail Cap(c_a), veh/h 0 967 967 0 758 677
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 1.00 1.00 0.00 1.00 0.00
Uniform Delay (d), s/veh 0.0 8.4 7.4 0.0 17.0 0.0
Incr Delay (d2), s/veh 0.0 1.6 0.7 0.0 11.3 0.0
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 4.7 2.4 0.0 9.7 0.0
LnGrp Delay(d),s/veh 0.0 10.0 8.1 0.0 28.3 0.0
LnGrp LOS B A C
Approach Vol, veh/h 453 265 549
Approach Delay, s/veh 10.0 8.1 28.3
Approach LOS B A C
Timer 12345678
Assigned Phs 2 6 8
Phs Duration (G+Y+Rc), s 32.5 32.5 22.5
Change Period (Y+Rc), s 3.9 3.9 3.5
Max Green Setting (Gmax), s 24.1 24.1 23.5
Max Q Clear Time (g_c+I1), s 10.5 6.4 18.1
Green Ext Time (p_c), s 1.3 0.8 0.9
Intersection Summary
HCM 2010 Ctrl Delay 17.6
HCM 2010 LOS B
HCM 2010 Signalized Intersection Summary
3: Arena Blvd. & I5-SB-off ramp 02/21/2024
Baseline Synchro 10 Report

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Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (veh/h) 0 517 995 0 202 164
Future Volume (veh/h) 0 517 995 0 202 164
Number 1 6 2 12 3 18
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 0 1863 1863 0 1863 1863
Adj Flow Rate, veh/h 0 517 995 0 202 164
Adj No. of Lanes 023021
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 022022
Cap, veh/h 0 2491 3580 0 539 248
Arrive On Green 0.00 0.70 0.70 0.00 0.16 0.16
Sat Flow, veh/h 0 3725 5421 0 3442 1583
Grp Volume(v), veh/h 0 517 995 0 202 164
Grp Sat Flow(s),veh/h/ln 0 1770 1695 0 1721 1583
Q Serve(g_s), s 0.0 3.2 4.6 0.0 3.4 6.2
Cycle Q Clear(g_c), s 0.0 3.2 4.6 0.0 3.4 6.2
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 0 2491 3580 0 539 248
V/C Ratio(X) 0.00 0.21 0.28 0.00 0.37 0.66
Avail Cap(c_a), veh/h 0 2491 3580 0 2493 1147
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 1.00 1.00 0.00 1.00 1.00
Uniform Delay (d), s/veh 0.0 3.3 3.5 0.0 24.1 25.3
Incr Delay (d2), s/veh 0.0 0.2 0.2 0.0 0.2 1.1
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 1.6 2.2 0.0 1.6 2.8
LnGrp Delay(d),s/veh 0.0 3.5 3.7 0.0 24.3 26.4
LnGrp LOS A A C C
Approach Vol, veh/h 517 995 366
Approach Delay, s/veh 3.5 3.7 25.2
Approach LOS A A C
Timer 12345678
Assigned Phs 2 6 8
Phs Duration (G+Y+Rc), s 50.0 50.0 13.8
Change Period (Y+Rc), s * 5.1 * 5.1 3.8
Max Green Setting (Gmax), s * 45 * 45 46.2
Max Q Clear Time (g_c+I1), s 6.6 5.2 8.2
Green Ext Time (p_c), s 4.6 2.1 0.6
Intersection Summary
HCM 2010 Ctrl Delay 7.8
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
5: I5NB-off ramp & Arena Blvd. 02/21/2024
Baseline Synchro 10 Report

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Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 597 0 0 854 553 628
Future Volume (veh/h) 597 0 0 854 553 628
Number 6 16 5 2 7 14
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 0 1863 1863 1863
Adj Flow Rate, veh/h 597 0 0 854 553 628
Adj No. of Lanes 200422
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 200222
Cap, veh/h 1172 0 0 2122 1254 1015
Arrive On Green 0.33 0.00 0.00 0.33 0.36 0.36
Sat Flow, veh/h 3725 0 0 6929 3442 2787
Grp Volume(v), veh/h 597 0 0 854 553 628
Grp Sat Flow(s),veh/h/ln 1770 0 0 1602 1721 1393
Q Serve(g_s), s 4.1 0.0 0.0 3.1 3.7 5.6
Cycle Q Clear(g_c), s 4.1 0.0 0.0 3.1 3.7 5.6
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 1172 0 0 2122 1254 1015
V/C Ratio(X) 0.51 0.00 0.00 0.40 0.44 0.62
Avail Cap(c_a), veh/h 5262 0 0 9527 5231 4235
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 0.00 0.00 1.00 1.00 1.00
Uniform Delay (d), s/veh 8.1 0.0 0.0 7.8 7.3 7.9
Incr Delay (d2), s/veh 0.1 0.0 0.0 0.0 0.1 0.2
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 2.0 0.0 0.0 1.4 1.7 2.1
LnGrp Delay(d),s/veh 8.3 0.0 0.0 7.8 7.4 8.1
LnGrp LOS A A A A
Approach Vol, veh/h 597 854 1181
Approach Delay, s/veh 8.3 7.8 7.8
Approach LOS A A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 15.1 15.1 15.1
Change Period (Y+Rc), s * 5.1 * 4.1 * 5.1
Max Green Setting (Gmax), s * 45 * 46 * 45
Max Q Clear Time (g_c+I1), s 5.1 7.6 6.1
Green Ext Time (p_c), s 3.8 2.5 2.4
Intersection Summary
HCM 2010 Ctrl Delay 7.9
HCM 2010 LOS A
Notes
HCM Signalized Intersection Capacity Analysis
15: Del Paso Rd & I-5 SB Ramp 02/21/2024
04/01/2013 Baseline Synchro 10 Report

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Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (vph) 0 612 796 0 328 117
Future Volume (vph) 0 612 796 0 328 117
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 4.6 4.6 3.5 3.5
Lane Util. Factor 0.95 0.95 0.97 1.00
Frt 1.00 1.00 1.00 0.85
Flt Protected 1.00 1.00 0.95 1.00
Satd. Flow (prot) 3539 3539 3433 1583
Flt Permitted 1.00 1.00 0.95 1.00
Satd. Flow (perm) 3539 3539 3433 1583
Peak-hour factor, PHF 1.00 1.00 1.00 1.00 1.00 1.00
Adj. Flow (vph) 0 612 796 0 328 117
RTOR Reduction (vph) 00000 9 7
Lane Group Flow (vph) 0 612 796 0 328 20
Turn Type NA NA Prot Prot
Protected Phases 2 6 4 4
Permitted Phases
Actuated Green, G (s) 45.6 45.6 11.3 11.3
Effective Green, g (s) 45.6 45.6 11.3 11.3
Actuated g/C Ratio 0.70 0.70 0.17 0.17
Clearance Time (s) 4.6 4.6 3.5 3.5
Vehicle Extension (s) 2.0 2.0 2.0 2.0
Lane Grp Cap (vph) 2482 2482 596 275
v/s Ratio Prot 0.17 c0.22 c0.10 0.01
v/s Ratio Perm
v/c Ratio 0.25 0.32 0.55 0.07
Uniform Delay, d1 3.5 3.7 24.5 22.5
Progression Factor 1.00 0.69 1.00 1.00
Incremental Delay, d2 0.2 0.3 0.6 0.0
Delay (s) 3.7 2.9 25.2 22.5
Level of Service A A C C
Approach Delay (s) 3.7 2.9 24.5
Approach LOS A A C
Intersection Summary
HCM 2000 Control Delay 8.4 HCM 2000 Level of Service A
HCM 2000 Volume to Capacity ratio 0.37
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 8.1 Intersection Capacity Utilization 38.5% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
HCM Signalized Intersection Capacity Analysis
19: I-5 NB Ramp & Del Paso Rd 02/21/2024
04/01/2013 Baseline Synchro 10 Report

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Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (vph) 813 0 0 1081 347 1180
Future Volume (vph) 813 0 0 1081 347 1180
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.0 4.6 4.0 4.0
Lane Util. Factor 0.95 0.91 0.97 0.76
Frt 1.00 1.00 1.00 0.85
Flt Protected 1.00 1.00 0.95 1.00
Satd. Flow (prot) 3539 5085 3433 3610
Flt Permitted 1.00 1.00 0.95 1.00
Satd. Flow (perm) 3539 5085 3433 3610
Peak-hour factor, PHF 1.00 1.00 1.00 1.00 1.00 1.00
Adj. Flow (vph) 813 0 0 1081 347 1180
RTOR Reduction (vph) 000000
Lane Group Flow (vph) 813 0 0 1081 347 1180
Turn Type NA NA Prot custom
Protected Phases 2 6 1 3 3 1
Permitted Phases
Actuated Green, G (s) 20.4 39.0 17.4 36.1
Effective Green, g (s) 20.4 39.0 17.4 36.1
Actuated g/C Ratio 0.31 0.60 0.27 0.56
Clearance Time (s) 5.0 4.0
Vehicle Extension (s) 2.0 2.0
Lane Grp Cap (vph) 1110 3051 918 2004
v/s Ratio Prot c0.23 0.21 0.10 c0.33
v/s Ratio Perm
v/c Ratio 0.73 0.35 0.38 0.59
Uniform Delay, d1 19.9 6.6 19.4 9.5
Progression Factor 1.06 1.00 1.00 1.00
Incremental Delay, d2 4.2 0.0 0.1 0.3
Delay (s) 25.3 6.6 19.5 9.8
Level of Service C A B A
Approach Delay (s) 25.3 6.6 12.0
Approach LOS C A B
Intersection Summary
HCM 2000 Control Delay 13.5 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.69
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 12.5 Intersection Capacity Utilization 57.5% ICU Level of Service B Analysis Period (min) 15
c Critical Lane Group
HCM 2010 Signalized Intersection Summary
3: Elkhorn Blvd. & SR99 NB Off-Ramp 02/21/2024
03/29/2013 Baseline Synchro 10 Report

Page 1 ends

Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (veh/h) 0 178 462 0 114 34
Future Volume (veh/h) 0 178 462 0 114 34
Number 5 2 6 16 7 14
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 0 1863 1863 0 1863 1863
Adj Flow Rate, veh/h 0 178 462 0 114 34
Adj No. of Lanes 011011
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 022022
Cap, veh/h 0 762 762 0 460 411
Arrive On Green 0.00 0.41 0.41 0.00 0.26 0.26
Sat Flow, veh/h 0 1863 1863 0 1774 1583
Grp Volume(v), veh/h 0 178 462 0 114 34
Grp Sat Flow(s),veh/h/ln 0 1863 1863 0 1774 1583
Q Serve(g_s), s 0.0 1.5 4.8 0.0 1.2 0.4
Cycle Q Clear(g_c), s 0.0 1.5 4.8 0.0 1.2 0.4
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 0 762 762 0 460 411
V/C Ratio(X) 0.00 0.23 0.61 0.00 0.25 0.08
Avail Cap(c_a), veh/h 0 2698 2721 0 2650 2365
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 1.00 1.00 0.00 1.00 1.00
Uniform Delay (d), s/veh 0.0 4.7 5.7 0.0 7.2 6.8
Incr Delay (d2), s/veh 0.0 0.1 0.3 0.0 0.1 0.0
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 0.8 2.4 0.0 0.6 0.2
LnGrp Delay(d),s/veh 0.0 4.8 6.0 0.0 7.3 6.9
LnGrp LOS A A A A
Approach Vol, veh/h 178 462 148
Approach Delay, s/veh 4.8 6.0 7.2
Approach LOS A A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 14.6 9.8 14.6
Change Period (Y+Rc), s * 4.6 3.5 * 4.6
Max Green Setting (Gmax), s * 35 36.5 * 36
Max Q Clear Time (g_c+I1), s 3.5 3.2 6.8
Green Ext Time (p_c), s 0.5 0.2 1.5
Intersection Summary
HCM 2010 Ctrl Delay 5.9
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
3: Elkhorn Blvd. & SR99 NB Off-Ramp 02/21/2024
03/29/2013 Baseline Synchro 10 Report

Page 3 ends

Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 268 0 0 524 297 771
Future Volume (veh/h) 268 0 0 524 297 771
Number 6 16 5 2 3 18
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 0 1863 1863 1863
Adj Flow Rate, veh/h 268 0 0 524 297 0
Adj No. of Lanes 100111
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 200222
Cap, veh/h 777 0 0 777 427 381
Arrive On Green 0.42 0.00 0.00 0.42 0.24 0.00
Sat Flow, veh/h 1863 0 0 1863 1774 1583
Grp Volume(v), veh/h 268 0 0 524 297 0
Grp Sat Flow(s),veh/h/ln 1863 0 0 1863 1774 1583
Q Serve(g_s), s 2.6 0.0 0.0 6.1 4.1 0.0
Cycle Q Clear(g_c), s 2.6 0.0 0.0 6.1 4.1 0.0
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 777 0 0 777 427 381
V/C Ratio(X) 0.35 0.00 0.00 0.67 0.70 0.00
Avail Cap(c_a), veh/h 3112 0 0 3085 1736 1550
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 0.00 0.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 5.3 0.0 0.0 6.4 9.3 0.0
Incr Delay (d2), s/veh 0.2 0.0 0.0 1.0 2.6 0.0
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 1.4 0.0 0.0 3.3 2.3 0.0
LnGrp Delay(d),s/veh 5.5 0.0 0.0 7.4 11.9 0.0
LnGrp LOS A A B
Approach Vol, veh/h 268 524 297
Approach Delay, s/veh 5.5 7.4 11.9
Approach LOS A A B
Timer 12345678
Assigned Phs 2 6 8
Phs Duration (G+Y+Rc), s 16.7 16.7 10.2
Change Period (Y+Rc), s 5.5 * 5.5 3.7
Max Green Setting (Gmax), s 44.5 * 45 26.3
Max Q Clear Time (g_c+I1), s 8.1 4.6 6.1
Green Ext Time (p_c), s 3.1 1.1 1.2
Intersection Summary
HCM 2010 Ctrl Delay 8.2
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
2: Northgate Blvd. & I-80 EB Off-Ramp 02/21/2024
03/27/2013 Baseline Synchro 10 Report

Page 1 ends

Movement EBL EBR NBL NBT SBT SBR
Lane Configurations
Traffic Volume (veh/h) 254 0 0 752 1093 0
Future Volume (veh/h) 254 0 0 752 1093 0
Number 7 14 1 6 2 12
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 0 1863 1863 0
Adj Flow Rate, veh/h 254 0 0 752 1093 0
Adj No. of Lanes 200220
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 200220
Cap, veh/h 0 0 0 2689 2689 0
Arrive On Green 0.00 0.00 0.00 0.76 0.76 0.00
Sat Flow, veh/h 0 0 0 3725 3725 0
Grp Volume(v), veh/h 0 0 0 752 1093 0
Grp Sat Flow(s),veh/h/ln 0 0 0 1770 1770 0
Q Serve(g_s), s 0.0 0.0 0.0 1.3 2.2 0.0
Cycle Q Clear(g_c), s 0.0 0.0 0.0 1.3 2.2 0.0
Prop In Lane 0.00 0.00 0.00 0.00
Lane Grp Cap(c), veh/h 0 0 0 2689 2689 0
V/C Ratio(X) 0.00 0.00 0.00 0.28 0.41 0.00
Avail Cap(c_a), veh/h 0 0 0 3313 3417 0
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 0.00 0.00 1.00 1.00 0.00
Uniform Delay (d), s/veh 0.0 0.0 0.0 0.7 0.9 0.0
Incr Delay (d2), s/veh 0.0 0.0 0.0 0.1 0.3 0.0
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 0.0 0.0 0.6 1.0 0.0
LnGrp Delay(d),s/veh 0.0 0.0 0.0 0.9 1.2 0.0
LnGrp LOS A A
Approach Vol, veh/h 0 752 1093
Approach Delay, s/veh 0.0 0.9 1.2
Approach LOS A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 20.4 0.0 20.4
Change Period (Y+Rc), s * 4.9 * 4.8 * 4.9
Max Green Setting (Gmax), s * 20 * 13 * 19
Max Q Clear Time (g_c+I1), s 4.2 0.0 3.3
Green Ext Time (p_c), s 11.3 0.0 7.1
Intersection Summary
HCM 2010 Ctrl Delay 1.1
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
12: Northgate Blvd. & I-80 WB Off-Ramp 02/21/2024
03/27/2013 Baseline Synchro 10 Report

Page 3 ends

Movement WBL WBR NBT NBR SBL SBT
Lane Configurations
Traffic Volume (veh/h) 403 0 750 0 0 1495
Future Volume (veh/h) 403 0 750 0 0 1495
Number 7 14 6 16 5 2
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 1863 0 0 1863
Adj Flow Rate, veh/h 403 0 750 0 0 1495
Adj No. of Lanes 202002
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 202002
Cap, veh/h 0 0 2610 0 0 2610
Arrive On Green 0.00 0.00 0.74 0.00 0.00 0.74
Sat Flow, veh/h 0 0 3725 0 0 3725
Grp Volume(v), veh/h 0 0 750 0 0 1495
Grp Sat Flow(s),veh/h/ln 0 0 1770 0 0 1770
Q Serve(g_s), s 0.0 0.0 1.6 0.0 0.0 4.2
Cycle Q Clear(g_c), s 0.0 0.0 1.6 0.0 0.0 4.2
Prop In Lane 0.00 0.00 0.00 0.00
Lane Grp Cap(c), veh/h 0 0 2610 0 0 2610
V/C Ratio(X) 0.00 0.00 0.29 0.00 0.00 0.57
Avail Cap(c_a), veh/h 0 0 3045 0 0 2917
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 0.00 1.00 0.00 0.00 1.00
Uniform Delay (d), s/veh 0.0 0.0 1.0 0.0 0.0 1.3
Incr Delay (d2), s/veh 0.0 0.0 0.1 0.0 0.0 0.4
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 0.0 0.8 0.0 0.0 2.0
LnGrp Delay(d),s/veh 0.0 0.0 1.1 0.0 0.0 1.7
LnGrp LOS A A
Approach Vol, veh/h 0 750 1495
Approach Delay, s/veh 0.0 1.1 1.7
Approach LOS A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 22.1 0.0 22.1
Change Period (Y+Rc), s * 5.8 * 5.4 * 5.8
Max Green Setting (Gmax), s * 18 * 13 * 19
Max Q Clear Time (g_c+I1), s 6.2 0.0 3.6
Green Ext Time (p_c), s 10.0 0.0 7.0
Intersection Summary
HCM 2010 Ctrl Delay 1.5
HCM 2010 LOS A
Notes
HCM Signalized Intersection Capacity Analysis
606: Truxel Rd. & 80 WB Off-ramp 02/21/2024
Truxel Rd. - Proposed 2005 Scenario 7:00 am 05/05/2005 130 sec Synchro 10 Report

Page 1 ends

Movement WBL WBR NBT NBR SBL SBT
Lane Configurations
Traffic Volume (vph) 447 747 1769 0 0 1623
Future Volume (vph) 447 747 1769 0 0 1623
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.0 5.0 4.8 4.8
Lane Util. Factor 0.97 0.88 0.91 0.86
Frt 1.00 1.00 1.00 1.00
Flt Protected 0.95 1.00 1.00 1.00
Satd. Flow (prot) 3367 3215 5085 6408
Flt Permitted 0.95 1.00 1.00 1.00
Satd. Flow (perm) 3367 3215 5085 6408
Peak-hour factor, PHF 1.00 1.00 1.00 1.00 1.00 1.00
Adj. Flow (vph) 447 747 1769 0 0 1623
RTOR Reduction (vph) 0 16 0000
Lane Group Flow (vph) 447 731 1769 0 0 1623
Heavy Vehicles (%) 4% 4% 2% 2% 4% 2%
Turn Type Prot Prot NA NA
Protected Phases 8 8 2 6
Permitted Phases
Actuated Green, G (s) 19.0 19.0 35.2 35.2
Effective Green, g (s) 19.0 19.0 36.2 36.2
Actuated g/C Ratio 0.29 0.29 0.56 0.56
Clearance Time (s) 5.0 5.0 5.8 5.8
Vehicle Extension (s) 2.0 2.0 2.0 2.0
Lane Grp Cap (vph) 984 939 2831 3568
v/s Ratio Prot 0.13 c0.23 c0.35 0.25
v/s Ratio Perm
v/c Ratio 0.45 0.78 0.62 0.45
Uniform Delay, d1 18.8 21.1 9.8 8.5
Progression Factor 1.00 1.00 1.05 1.00
Incremental Delay, d2 0.1 3.8 1.0 0.4
Delay (s) 18.9 24.9 11.3 9.0
Level of Service B C B A
Approach Delay (s) 22.6 11.3 9.0
Approach LOS C B A
Intersection Summary
HCM 2000 Control Delay 13.4 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.68
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 9.8 Intersection Capacity Utilization 68.5% ICU Level of Service C Analysis Period (min) 15
c Critical Lane Group
HCM Signalized Intersection Capacity Analysis
607: Truxel Rd. & 80 EB Off-Ramp 02/21/2024
Truxel Rd. - Proposed 2005 Scenario 7:00 am 05/05/2005 130 sec Synchro 10 Report

Page 2 ends

Movement EBL EBR NBL NBT SBT SBR
Lane Configurations
Traffic Volume (vph) 914 377 0 1133 1426 0
Future Volume (vph) 914 377 0 1133 1426 0
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 4.5 4.5 4.3 4.3
Lane Util. Factor 0.94 0.86 0.86 0.91
Frt 0.99 0.85 1.00 1.00
Flt Protected 0.96 1.00 1.00 1.00
Satd. Flow (prot) 4775 1310 6408 5085
Flt Permitted 0.96 1.00 1.00 1.00
Satd. Flow (perm) 4775 1310 6408 5085
Peak-hour factor, PHF 1.00 1.00 1.00 1.00 1.00 1.00
Adj. Flow (vph) 914 377 0 1133 1426 0
RTOR Reduction (vph) 12 12 0000
Lane Group Flow (vph) 981 286 0 1133 1426 0
Heavy Vehicles (%) 6% 6% 2% 2% 2% 2%
Turn Type Prot Prot NA NA
Protected Phases 4 4 2 6
Permitted Phases
Actuated Green, G (s) 22.0 22.0 33.2 33.2
Effective Green, g (s) 22.0 22.0 34.2 34.2
Actuated g/C Ratio 0.34 0.34 0.53 0.53
Clearance Time (s) 4.5 4.5 5.3 5.3
Vehicle Extension (s) 2.0 2.0 2.0 2.0
Lane Grp Cap (vph) 1616 443 3371 2675
v/s Ratio Prot 0.21 c0.22 0.18 c0.28
v/s Ratio Perm
v/c Ratio 0.61 0.65 0.34 0.53
Uniform Delay, d1 17.9 18.2 8.9 10.1
Progression Factor 1.00 1.00 1.00 1.03
Incremental Delay, d2 0.4 2.4 0.3 0.7
Delay (s) 18.3 20.6 9.1 11.1
Level of Service B C A B
Approach Delay (s) 18.9 9.1 11.1
Approach LOS B A B
Intersection Summary
HCM 2000 Control Delay 13.1 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.58
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 8.8 Intersection Capacity Utilization 54.9% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
HCM 2010 Signalized Intersection Summary
42: EB off ramp & W El Camino/W. El Camino Avenue 02/21/2024 West El Camino ITS 12/04/2003 Optimized Network AM Synchro 10 Report Fehr & Peers Page 1
Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 562 0 0 475 431 586
Future Volume (veh/h) 562 0 0 475 431 586
Number 2 12 1 6 7 14
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 1863 0 0 1863 1863 1863
Adj Flow Rate, veh/h 562 0 0 475 431 586
Adj No. of Lanes 100111
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 200222
Cap, veh/h 1006 0 0 1006 692 617
Arrive On Green 0.54 0.00 0.00 0.54 0.39 0.39
Sat Flow, veh/h 1863 0 0 1863 1774 1583
Grp Volume(v), veh/h 562 0 0 475 431 586
Grp Sat Flow(s),veh/h/ln 1863 0 0 1863 1774 1583
Q Serve(g_s), s 21.9 0.0 0.0 17.3 21.5 39.4
Cycle Q Clear(g_c), s 21.9 0.0 0.0 17.3 21.5 39.4
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 1006 0 0 1006 692 617
V/C Ratio(X) 0.56 0.00 0.00 0.47 0.62 0.95
Avail Cap(c_a), veh/h 1006 0 0 1006 831 741
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 1.00 0.00 0.00 1.00 1.00 1.00
Uniform Delay (d), s/veh 16.7 0.0 0.0 15.6 27.0 32.5
Incr Delay (d2), s/veh 2.2 0.0 0.0 1.6 0.5 18.5
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 11.9 0.0 0.0 9.3 10.6 20.4
LnGrp Delay(d),s/veh 18.9 0.0 0.0 17.2 27.5 51.0
LnGrp LOS B B C D
Approach Vol, veh/h 562 475 1017
Approach Delay, s/veh 18.9 17.2 41.0
Approach LOS B B D
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 63.6 46.4 63.6
Change Period (Y+Rc), s * 4.2 3.5 * 4.2
Max Green Setting (Gmax), s * 51 51.5 * 51
Max Q Clear Time (g_c+I1), s 23.9 41.4 19.3
Green Ext Time (p_c), s 2.1 1.5 1.7
Intersection Summary
HCM 2010 Ctrl Delay 29.5
HCM 2010 LOS C
Notes
HCM 2010 Signalized Intersection Summary
53: W El Camino & WB off ramp 02/21/2024
West El Camino ITS 12/04/2003 Optimized Network AM Synchro 10 Report Fehr & Peers Page 3
Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (veh/h) 0 274 655 0 381 112
Future Volume (veh/h) 0 274 655 0 381 112
Number 5 2 6 16 3 18
Initial Q (Qb), veh 000000
Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00
Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00
Adj Sat Flow, veh/h/ln 0 1863 1863 0 1863 1863
Adj Flow Rate, veh/h 0 274 655 0 381 0
Adj No. of Lanes 011011
Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00
Percent Heavy Veh, % 022022
Cap, veh/h 0 1141 1141 0 448 400
Arrive On Green 0.00 0.61 0.61 0.00 0.25 0.00
Sat Flow, veh/h 0 1863 1863 0 1774 1583
Grp Volume(v), veh/h 0 274 655 0 381 0
Grp Sat Flow(s),veh/h/ln 0 1863 1863 0 1774 1583
Q Serve(g_s), s 0.0 3.7 11.6 0.0 11.2 0.0
Cycle Q Clear(g_c), s 0.0 3.7 11.6 0.0 11.2 0.0
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 0 1141 1141 0 448 400
V/C Ratio(X) 0.00 0.24 0.57 0.00 0.85 0.00
Avail Cap(c_a), veh/h 0 1141 1141 0 661 590
HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00
Upstream Filter(I) 0.00 1.00 1.00 0.00 1.00 0.00
Uniform Delay (d), s/veh 0.0 4.8 6.4 0.0 19.6 0.0
Incr Delay (d2), s/veh 0.0 0.5 2.1 0.0 6.9 0.0
Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0
%ile BackOfQ(50%),veh/ln 0.0 2.0 6.5 0.0 6.4 0.0
LnGrp Delay(d),s/veh 0.0 5.3 8.5 0.0 26.5 0.0
LnGrp LOS A A C
Approach Vol, veh/h 274 655 381
Approach Delay, s/veh 5.3 8.5 26.5
Approach LOS A A C
Timer 12345678
Assigned Phs 2 6 8
Phs Duration (G+Y+Rc), s 37.6 37.6 17.4
Change Period (Y+Rc), s 3.9 3.9 3.5
Max Green Setting (Gmax), s 27.1 27.1 20.5
Max Q Clear Time (g_c+I1), s 5.7 13.6 13.2
Green Ext Time (p_c), s 0.8 2.2 0.7
Intersection Summary
HCM 2010 Ctrl Delay 13.0
HCM 2010 LOS B

1 Supplemental Budget Information – Item 31

Question: Base CIP Contingency Drainage Program – Est. $3.96M - FY 24/25: $1.37M

Has there been any recent projects where unforeseen conditions arise and required funds to come out of this program?

Response:

The Base CIP Contingency Drainage Program provides funding for design projects that require additional budget because of unforeseen scope changes, bid contingencies when bids exceed the engineer’s estimate, and emergency projects. The Fruitridge Storm Main Replacement project (PN W14170102) is a recent example of a project needing Drainage Base CIP Contingency to fund extra work related to unforeseen conditions.

However, the storm drainage user charges have not been increased since 1996, prior to the implementation of Proposition 218. For this reason, revenue collection has not kept pace with storm drainage system costs, and the utility has been historically underfunded.

The City has delayed repair and replacement of critical infrastructure in order to bridge these funding shortfalls. The Department was successful in obtaining citizen approval of the new Storm Drainage Property Related Fee Fund (Fund 6021) effective July 1st, 2022 that is dedicated to capital projects and associated operating costs. Funding for the CIP contingency is set at a higher amount to help fund emergency projects and to avoid unexpected spending from fund balance. Due to subsequent litigation and appeal, this funding has been on hold. DOU is currently evaluating if funding can be released by working with the CAO.

1 Supplemental Budget Information – Item 32

Question: Drainage Sump Replacement and Rehabilitation Program – Est. $3.9M - FY 24/25: $2.5M

What is the maintenance schedule for the Drainage Pump’s in District 1 and what are those locations? Are these among the locations experiencing life-cycle degradation?

Response:

The maintenance schedule for drainage pump stations in District 1 and throughout the City include Route Operations and Machinist monthly preventative maintenance for trash, security, site mechanical and operational integrity; and Mechanical, Operations and EIS (Electrical Instrumentation and SCADA) annual preventative maintenance that covers everything in the monthly maintenance plus oil changes, hoist/crane operations, pump inspections, wet well cleaning/inspection, and instrumentation and electrical inspections.

Trash build-up in our drainage ditches and canals related to the unhoused temporarily camping in or adjacent to these facilities is an issue. DOU’s O&M team works on removing trash as time allows, but sometimes this trash enters our waterways. Screens at our pump stations collect the larger trash items, but smaller items are pumped to receiving waters (i.e., creeks and rivers). We are currently investigating how some debris got past our screens and damaged a pump bowl assembly at Sump 159 in District 2. We believe that the debris was related to unhoused activity near the sump station. More generally, fences and electrical components at DOU’s pump stations have been damaged by this activity.

Most of the drainage pump stations in District 1 were built in the 1990s and are on the low side of life cycle degradation. Sump 140 is the oldest drainage pump station in the district (constructed in 1981). Based on the current condition of the pump stations, there are no planned replacement projects in District 1 in this program in the proposed 5-year CIP (FY25-FY29).

1 Supplemental Budget Information – Item 33

Question: Landfill Site Closure Program – Est. $13M – FY 24/25: $487.5k

(A) How much set-aside funding is required by the State to cover future closing activities? Considering that all City landfill closure has been completed, is there less funding required to be set-aside?

(B) Instead of using General Fund for this program, could it all be ratepayer funds instead?

Response:

(A) Two State of California agencies require set-asides:

1. Department of Resources Recycling and Recovery (CalRecycle)

2. Central Valley Regional Water Quality Control Board (State Water Board)

Both agencies require set-aside funding for these two closed City landfills:

1. 28th Street Landfill
a. CalRecycle: post closure costs of $155,470 annually for 30 years, totaling $4,664,100.
b. State Water Board: $820,470 to be set for corrective action costs related to water.

2. Dellar Landfill
a. CalRecycle: post closure $20,000 annually for 30 years, totaling $600,000.

State regulations (Title 27 California Code of Regulations section 22211) require the City to demonstrate financial assurance for post closure maintenance until the City demonstrates to CalRecycle that the buried waste no longer poses a threat to public health and safety and the environment.

These set-asides do not decrease with time. Post closure work includes annual maintenance to the landfill cap as well as multiple regulatory reports that are on a quarterly, semi-annual, and annual basis.

(B) This program addresses mandatory post-closure activities associated with the City landfill. Waste that was collected in the landfill included both residential and commercial waste. The General Fund identified in the CIP is revenue from the Commercial Waste Franchise fees. The City does not provide commercial waste services, but regulates commercial waste haulers and charges franchise fees.

These fees are classified as General Fund but are restricted to specific uses under City Code Section 13.24.260, as follows:

2 “Use of franchise fees. City franchise fees will fund administrative, implementation, and enforcement costs related to managing waste material. These fees may also be used to fund: the city’s legacy landfill program including closure and liability costs; costs for litter crews in commercial corridors; and programs for waste material collection and disposal related to illegal dumping on public rights-of-way and city property. (Ord. 2023-0024 § 46; Ord. 2021-0003 § 15)

Using revenues from both commercial waste haulers and residential waste ratepayers better reflects the composition of the waste in the landfill. Requiring residential ratepayers to cover all the costs would hasten the time when a rate increase would be needed.

1 Supplemental Budget Information – Item 34

Question: Backflow Prevention Device Program – Est. $2.4M - FY 24/25: $25k

What time of the year does this annual work take place? How long does testing take to complete?

Response:

City backflow devices are tested throughout the year dependent on the date the annual testing is due.

There are approximately 1,700 City-owned backflow devices throughout the City and annual testing takes approximately an ½ hour per backflow device. The City also monitors the documentation and compliance associated with the testing of approximately 8,000 privately owned backflow devices throughout the City. The CIP funds the replacement of City backflow devices (materials, staff, equipment), City testing of City owned backflow devices (performed in-house by Water Division field crews) and upgrades to the monitoring program as we move the program in house (Currently County EMD manages).

1 Supplemental Budget Information – Item 35

Question: Provide data indicating the reason for using overtime (per General Order 252.02).

Follow-up question from 5/21 council meeting: How is the overtime money spent? (See information below the original response)

Response:

Program Codes are required to be used on timecards when applicable per General Order 252.01 and are used to capture the reason for using overtime. Below are the SPD program codes used for overtime beginning July 1, 2023 until April 19, 2024.

Descr Program Code
2ND SHIFT OVERTIME 2158 11017
ACADEMY OPER (INC INSTR) 2112 12010
ADMINISTRATION/SUPERVISN2112 11139
ADMINISTRATIVE SUPPORT 20019
Administrative Work 14794
AMGEN 11357
AOT/FTU Instructor Time 11198
AOT/FTU Trainee 11200
ARMORY/SAFETY EQUIP MAINT 2112 11192
AUTO THEFT INVESTIG 2112 11178
Back to the Beat 11558
Backfill - Cannabis 11621
Backfill - Central 11565
Backfill - East 11566
Backfill - North 11564
Backfill - South 11567
BACKFILL OT EAST LATE 2112 19161
BACKGROUND INVESTIGATION 2112 11203
Backgrounds - CAO 11499
Backgrounds-Park Rangers 11596
BIKE UNIT EXPENSE 11403
BOAT PATROL 2158 11021
BOMB CALLS OR FUNCTIONS 2158 11023
BUILDING MAINTENANCE 2112 11191
Cannabis NP Rsdntl-Enfrcmnt 06131
CAREER CRIMINAL APPRE PROG2112 11046
CERT-TACT DISPATCH GROUP 2112 11262
CHILD ABUSE/NEGLECT INVES 2112 11180
CITY HALL 1311 19895
Civil Unrest 2020 U2020
Civil Unrest 2021 U2021
CLERICAL SUPPORT 2112 11141
Comms Academy & Training 11500
2 COMMUNITY MEETINGS 11335
Community Outreach 21960
COMMUNITY SERVICES 2112 11207
COMPLAINT DESK 2112 11183
COMPLAINT DESK-BACKFILL 2112 11186
COURT APPEARANCE TIME 2112 11135
COURT APPEARANCE TIME 2112 51100
COURT LIAISON 2112 11136
CRIME ANALYSIS 2158 11010
CRIME SCENE INVESTIGATION 2112 11039
CS:OUTREACH 21500
CSO OT TRAFFIC CONTROL 2112 11269
Des Infection Control Ofc 11505
DISP ACADEMY-TRAINEE 2112 11181
DISPATCHER TRAINEE 2112 11182
DMORT 11333
Domestic Violent Extremism '23 DVE23
DUI CHECK POINT 11331
Dwntwn Core OT 11662
Dwntwn F/S Sfty 11496
Dwntwn Wagon 11155
East - Directed Patrol 11599
East/Central GET 11605
East/Central POP 11608
Evidence/Property Disposal 11527
EVOC Instruction 11075
External Training Instructor 11201
FAMILY ABUSE 2158 11030
FAMILY ABUSE 2158 19046
FELONY ASSAULT INVESTIG 2112 11164
Fiscal 11653
FORENSIC TRAINING 2136 11240
GANG SUPPRESSION/INVESTIG 2112 11225
GANG UNIT 2112 11231
GAU BWC 11678
Golden 1 Center - OT 11589
Graffiti Enforcement 11631
HELICOPTER PROGRAM 2112 11086
HIDTA 11323
HOJ Front Desk 11547
HOMICIDE INVESTIGATION 2112 11163
HONOR GUARD 2112 11051
HOSTAGE NEGOTIATION 2112 11047
Human Trafficking 11646
ICAC TASK FORCE 11414
Illegal Fireworks 11627
Impact 11614
Impact Incident Mgmt Team 11677
Impact Large Scale Clean Up 11675
IN-LIEU OF COURT OVERTIME 2158 11024
3 Innovations Grant Program 11643
INTERNAL INVESTIGATIONS 2158 11009
INVESTIGATIONS 15563
JAIL BOOKING UNIT 2112 11101
JOINT TERRORISM T F 11374
K-9 CARE 2112 11043
K-9 UNIT EMPLOYEES 2112 11241
KOPS N KIDS 11428
LATENT EXAM MANUAL 11188
MAGNET OFFICERS 11338
MAJ COLLISION INV UNIT 2112 11153
MAJOR CRIMES OVERTIME 2136 11281
MAYOR/COUNCIL PERSONAL PROTECT 11285
MEETINGS/TRAINING 2158 11020
Mental Health Team 11635
METRO OPERATIONS SWAT 11354
MICC Operation 11647
Military Equipment 11668
MISSING PERSON INVESTIG 2112 11162
MLK MARCH SECURITY 11413
MOU SHIFT-CHANGE OVERTIME 2112 11209
MOUNTED PATROL 2112 11045
Mutual Aid 11504
NATOMAS RESOURCE OFFICER 2112 11098
NON-ACADEMY TRNG-TRAINEE 2112 11202
Non-RDT Academy Instructor 11195
North GET 11610
North POP 11606
OCDETF INVESTIGATIONS 11349
OLD SACRAMENTO EVENTS 2112 11158
On Call - Tact Dispatcher 11542
ON DUTY WORKOUT 11370
Outreach & Engagement 11598
OUTSIDE ASSIGNMENT 2158 11014
OVERTIME-HOLDOVER 2112 11088
OVP 11673
PD Personnel Services 11665
PDCS - NUSD - Backfill 11619
PDCS-MAGNET-OVERTIME 11492
PDCS-MAGNET-PROGRAMS 11474
PDCS-MAGNET-SPEC EVENTS 11477
PDCS-MERCY 11397
PDCS-NUSD-DOW-OT 11498
PDCS-NUSD-SpecEvOT 11384
PDCS-NUSD-SROs 11376
PDCS-RT OVERTIME 11429
PDCS-RT-ANTI TERROR 11424
PDCS-RT-PATROL 11482
PD-YouthSrvcs-Cadet 11540
PEER SUPPORT COUNSELING 2119 11008
4 PHOTOGRAPHS 11458
PIO - Overtime 11541
PIO CALL OUT 11348
Police Alarms 11655
Police Commission Projects 11667
POLICE DEPT SUPPORT 06042
POLICE DISPATCH 2112 11212
POLICE RECRUITING 2112 11204
POLICE RESEARCH STUDIES 2112 11217
POLICE UNION BUSINESS 11248
POLICS SCTY-CITY HALL 2112 11279
PRISONER WATCH-HOSPITAL 2112 11273
PROJECT SAFE NEIGHBORHOOD 2112 11266
Property Audits 11651
Property Call-outs 11190
Protests 11548
PSAB 13066
Public Records Act Requests 14792
PUBLIC RECORDS REQUEST 11336
Racial Justice Act 11681
Range Qual Staff 11077
RDT Academy Instructor 11196
Real Time Crime Center 11578
REC OT STAFFING SHRTG 11427
RECORDS DIVISION BACKLOGS 2112 11019
RECORDS HOLIDAY O/T 2158 11028
Records Unit - Training 11623
Recruit Academy Trainee 11197
Report Writing - Central 11573
Report Writing - East 11574
Report Writing - North 11572
Report Writing - South 11575
RES BURGLARY INVESTIG 2112 11175
RESERVE OFC SPECIAL PROJ 11052
RIFLE RANGE 19138
ROBBERY 1ST DEG INVESTIG 2112 11168
SAFE STREETS TASK FORCE 11327
SAVE Grant 11591
SB 1421 PRAs 11639
SB22_DNA_Bklg 11670
SEX CRIME INVESTIGATION 2112 11179
Sex Offender Investigation 11320
Sideshow Enforcement 11658
South GET 11611
South POP 11607
SPC ASSIGNMT OFF DUTY OT 2112 11111
SPECIAL INVESTIGATIONS 2112 11228
SPOA TIME 11330
SSD SUPPORT 11350
Supplemental Empl Admin 11601
5 SUPRVSR SHIFT COVERAGE 2158 11033
SWAT CALL-OUTS 2112 11147
SWAT REGULAR OVERTIME 2112 11061
TOW UNIT/RESRV OFFICER 11386
TRAFFIC ACCIDENT INVEST 2112 11149
TRAFFIC ENFORCEMENT 2112 11150
TRAINING 22108
TRAINING 15524
TRAINING 19374
Training (City) 05102
TRAINING PRODUCTION 2158 11011
TRAINING/SEMINARS 3431 15005
UAS Unit 11648
USMS Regional Fugitive TF 11588
Vehicle Patrol - Central 11569
Vehicle Patrol - East 11570
Vehicle Patrol - North 11568
Vehicle Patrol - South 11571
Video Redaction 11602
WARRANT SERVICE 2112 11206

Program Code Overtime and Staﬀing Summary
Sacramento Police Department's Staﬀing Challenges and Overtime Usage The Sacramento Police Department (SPD) operates as a full-service law enforcement agency but faces significant staﬀing shortages that impact our ability to provide comprehensive services to our community. These shortages necessitate the strategic use of overtime, funded through salary savings, to bridge critical gaps in staﬀing across various operational units. The following FTE numbers are subject to change based on hiring new employees, and employees leaving employment.

Our top 10 uses of overtime—which currently equates to over 50% of all overtime usage—can be broken down into the following categories:
• Communications Center
• Patrol Operations (covering four broad categories)
• Backfill
• Report writing
• End of shift
• Supervision
• Training/Academy
• Court
• Impact
• Downtown Core
6 • Protests / Civil Unrest
Communications Center
• The SPD 911 Communications Center is significantly understaﬀed. Salary savings from vacancies fund overtime to ensure daily critical staﬀing and meet OES requirements. • Staﬀing: As of May 24, 2024, 53 of the 80 total Dispatcher 1 and 2 positions are filled. Of those 54, six dispatchers are recent academy graduates undergoing training, leaving 48 dispatchers to do the work of 80 FTEs.
• The California Oﬀice of Emergency Services (CalOES) establishes daily staﬀing requirements for call takers based on call volume and it requires 911 calls to be answered within 15 seconds 90% of the time.
• CalOES intends to fund up to $980,000 to replace hardware in the Communications Center that will enable call takers to access accurate GPS location data for 911 calls made via cellular phones. Failure to comply with the above-described CalOES requirements and standards may result in the loss of this funding.
• SPD is out of compliance with Cal OES standards; between 07/01/2023 and 04/30/2024 we answered 911 calls within 15 seconds 85.3% of the time on average.

Patrol Operations
• Staﬀing:
• We allocate resources throughout Patrol Operations using a complex set of data to ensure equity in response time and workload for Patrol Oﬀicers. • Data used to inform patrol staﬀing, includes call for service volume, report volume, and oﬀicer workload information.
• The current staﬀing in patrol is 267.5 as of June 3, 2024 (this number can have minor daily fluctuations). The number of oﬀicers actually working in patrol is 242.5 as of June 3, 2024 (subject to daily fluctuations). • Patrol staﬀing is challenged by long-term issues such as leaves of absence and injuries, as well as daily challenges like POST-mandated training, sick leave, and time oﬀ.
• The goal is to have 1-2 oﬀicers per beat, as two oﬀicers are needed to handle most calls. There are 21 beats in the seven districts.
• For example, District 1 during dayshift hours has a minimum staﬀing number of five oﬀicers and one sergeant.
• SPD averages just over 600 calls per day.
• Actual minimum staﬀing numbers:
• Dayshift: 34
7 • Swingshift: 41
• Latewatch: 33
• Backfill overtime, funded by salary savings from vacant positions, is used to ensure daily minimum staﬀing.
• Report Writing:
• SPD General Order 524.03 Arrest Reports requires the following for adult arrest reports:
• Adult Arrests – Upon completion of an arrest report at any jailing facility, including local, state, and federal facilities, the original arrest shall be used for booking purposes. The arresting oﬀicer/detective shall ensure that an additional copy is delivered to the Records Division within twenty-four (24) hours
• SPD General Order 340.01 Report Quality Control / Review requires the following reports be completed prior to an oﬀicer leaving for the day:
• Arrests have been made.
• There is an identifiable suspect.
• The crime is part of a series or other high-profile incident. • Injuries occurred.
• The crime necessitates an update to the Stolen Vehicle System. • It involves a missing person.
• The crime is a robbery, felony assault, or sexual assault. • The investigation involves a homicide
• This ensures legal requirements are met and reports are furnished to the District Attorney’s Oﬀice and the Oﬀice of Investigation as required. • End of Shift:
• Patrol oﬀicers experience multiple challenges in addition to report writing that can often hold them beyond their usual shift. These include:
• Jail Booking and Medical Clearance: Delays in arrest processing due to required medical reviews at the county jail can result in oﬀicers working overtime.
• Significant Events: Events like sideshows or homicides can require oﬀicers from other districts to stabilize scenes, leading to holdover overtime for preceding shift oﬀicers.
• Critical Incidents and CODE 1 Status: During critical incidents, oﬀicers may need to be pulled from other districts, leading to CODE 1 status where all available patrol resources are focused on responding to the highest priority calls.
• Oﬀicers must not engage in proactive activity and only respond to highest priority calls.
8 • Since July of last year, CODE 1 has occurred 29 times, resulting in 77 hours of CODE 1 status.
• Customer Service:
• We know that added response times aﬀect customer service and feelings of safety in our city.
• Examined SPIDR Tech Survey data from May 2023 to May 2024 and found that

65.3% of respondents felt “Very Satisfied” with response time. • Of those respondents, 13.5% felt “Not Safe” to “Not Safe at all. ” • Of people who felt “Very Dissatisfied” with response time, 68.5% felt “Not Safe” to “Not Safe at All. ”
• Longer response times translated to people feeling less safe Academy/Training
• Training requires set staﬀing levels, often based on post regulations for student to instructor ratios.
• Staﬀing is often challenged based on instructor availability. • Based on the volume of students and available instructors, some instructors may be needed on an overtime basis to ensure POST required instructor to student ratios are met.
• Staﬀing is challenged with leaves, time oﬀ, illness and injury • SPD has a permanent training staﬀ. However, there is insuﬀicient staﬀ to conduct all the Department’s needed training. SPD uses employees throughout the organization to meet these staﬀing needs. Employees must often conduct instruction outside of their usual duties and shifts, which requires overtime.

The following are the three major areas of training at SPD. • Academy Training
 SPD operates a fulltime police academy with set student to instructor ratios, which very based on topic of instruction
 SPD also operates a Pre-Academy and POST-Academy as well as a CSO academy
 SPD has implemented various changes to reduce overtime, such as reducing the volume of outside agency recruits
• Emergency Vehicle Operations Course - EVOC
 EVOC conducts both Academy Training and POST require training for all Oﬀicers and Sergeants
 SPD also does additional training for all oﬀicers with 5 years or less.  EVOC trains driving for some city staﬀ
 POST guidelines establish student to instructor ratios.  SPD has made recent changes to staﬀ workdays to reduce overtime • Advanced Oﬀicer Training Team - AOT TEAM
9  SPD operates a fulltime training team that conducts the annually required Continued Professional Training for sworn staﬀ.  All sworn staﬀ are required to conduct two additional firearms trainings per year.

Court Overtime
• Court overtime is a contractual obligation based on labor agreements. • Oﬀicers and Sergeants who are subpoenaed to court in their oﬀicial capacity during their oﬀ-hours are compensated with overtime.

Impact
• SPD has multi-year operating project (MYOP) resources to fund 7-day-a-week coverage for the Impact Team.
• With increased service demands and the establishment of the IMT , SPD has increased staﬀing to Impact. The current staﬀing includes one Lieutenant, two Sergeants, eleven Oﬀicers, and three additional Oﬀicers placed in Impact on a temporary status. • Overtime is used to ensure 7-day-a-week coverage to respond to 311 calls and other homeless related calls as directed by the IMT . This includes some overtime/regular time on Mondays and Fridays, and weekend overtime.

Downtown Core
• The Downtown Core experiences a high volume of tourism and large-scale events. • This large influx of people requires added police staﬀing to ensure adequate response times and address community concerns.

Protest / Civil Unrest
• SPD often relies upon employees throughout the department to staﬀ both planned or unknown/last-minute events. The unpredictable timing and scale of attendees requires SPD to have adequate staﬀing to ensure the safety of all participants at an event.
• This often results in SPD using overtime to staﬀ these events.

July 1, 2023 - May 3, 2024
Overtime Expenditures w/ ProgCd
Earnings Years (Rpt Dt) Quarters (Rpt Dt)
2023 2024 Grand Total
Program Program Descr July - Sept Oct - Dec Jan - Mar Apr - May 11186 COMPLAINT DESK-BACKFILL 2112 359,579.91 342,975.21 320,073.57 110,342.58 1,132,971.28 11135 COURT APPEARANCE TIME 2112 242,477.62 208,251.23 232,985.66 95,470.63 779,185.14 11614 Impact 171,288.77 186,587.68 267,427.18 113,200.98 738,504.61 11429 PDCS-RT OVERTIME 167,384.56 165,755.63 241,657.76 86,183.69 660,981.64 11139 ADMINISTRATION/SUPERVISN2112 243,191.19 159,438.15 154,685.91 56,148.03 613,463.28 11662 Dwntwn Core OT 161,610.40 136,754.70 185,348.34 75,028.59 558,742.03 11572 Report Writing - North 155,954.89 130,315.83 110,881.06 29,545.81 426,697.59 11196 RDT Academy Instructor 179,476.58 146,686.77 63,910.65 31,605.22 421,679.22 11548 Protests 22,918.44 201,524.79 160,718.54 16,746.39 401,908.15 11564 Backfill - North 142,677.07 163,236.82 48,236.97 31,488.05 385,638.91 11075 EVOC Instruction 165,411.59 132,659.26 63,485.15 23,808.48 385,364.47 11567 Backfill - South 147,639.83 137,419.25 48,291.74 27,303.40 360,654.22 11201 External Training Instructor 158,355.88 142,792.53 33,475.42 4,941.63 339,565.47 11575 Report Writing - South 112,054.21 89,720.29 77,635.04 22,428.66 301,838.21 11163 HOMICIDE INVESTIGATION 2112 93,491.71 95,274.14 89,058.66 21,196.40 299,020.90 11566 Backfill - East 105,545.59 88,577.76 48,332.11 18,971.52 261,426.98 11565 Backfill - Central 82,985.54 70,993.90 73,603.22 25,993.62 253,576.28 11030 FAMILY ABUSE 2158 93,909.59 88,742.32 43,978.56 9,108.10 235,738.56 11639 SB 1421 PRAs 95,407.20 58,170.16 52,636.23 18,217.24 224,430.83 11568 Vehicle Patrol - North 85,550.61 81,568.53 40,990.78 14,900.67 223,010.59 11217 POLICE RESEARCH STUDIES 2112 110,967.94 70,773.30 33,355.57 3,122.18 218,218.99 11101 JAIL BOOKING UNIT 2112 64,010.95 56,507.44 51,382.73 29,648.13 201,549.24 11569 Vehicle Patrol - Central 67,836.08 52,281.57 51,043.32 26,749.35 197,910.32 11598 Outreach & Engagement 60,105.20 70,079.69 31,671.13 27,908.71 189,764.74 11180 CHILD ABUSE/NEGLECT INVES 2112 50,831.69 42,673.37 49,724.61 19,434.10 162,663.77 11574 Report Writing - East 59,702.37 61,285.94 29,190.91 11,197.94 161,377.17 11046 CAREER CRIMINAL APPRE PROG2112 48,903.96 37,072.25 49,538.72 19,418.73 154,933.66 11231 GANG UNIT 2112 71,489.93 37,134.24 28,514.10 17,061.67 154,199.94 11019 RECORDS DIVISION BACKLOGS 2112 52,172.89 44,205.24 40,794.01 16,418.80 153,590.94 11155 Dwntwn Wagon 45,928.58 39,684.67 49,047.26 17,996.20 152,656.72 11086 HELICOPTER PROGRAM 2112 41,153.39 40,852.75 46,609.47 21,445.90 150,061.51 11175 RES BURGLARY INVESTIG 2112 59,131.80 37,794.95 22,886.40 30,229.15 150,042.30 11573 Report Writing - Central 49,081.35 37,727.94 37,922.00 11,614.48 136,345.77 11202 NON-ACADEMY TRNG-TRAINEE 2112 55,034.27 66,710.90 7,645.47 4,756.72 134,147.36 11203 BACKGROUND INVESTIGATION 2112 49,775.60 42,634.34 22,417.47 11,677.67 126,505.08 11571 Vehicle Patrol - South 48,967.83 44,727.05 18,393.82 10,668.53 122,757.23 11570 Vehicle Patrol - East 43,800.02 37,208.26 32,837.21 7,827.50 121,672.98 11150 TRAFFIC ENFORCEMENT 2112 64,687.55 11,844.20 26,450.37 14,240.54 117,222.67 11658 Sideshow Enforcement 89,373.62 19,154.33 7,993.93 116,521.88 11009 INTERNAL INVESTIGATIONS 2158 40,233.77 26,258.03 35,072.27 13,428.18 114,992.24 11541 PIO - Overtime 31,711.98 40,713.71 32,784.17 7,967.66 113,177.51 11228 SPECIAL INVESTIGATIONS 2112 27,055.94 26,267.38 34,384.12 10,225.47 97,932.91 11606 North POP 31,128.27 51,832.35 10,346.77 2,317.99 95,625.38 11323 HIDTA 19,248.79 52,115.84 17,457.12 6,242.24 95,064.00 11675 Impact Large Scale Clean Up 17,844.23 27,764.07 35,465.49 11,958.17 93,031.96 11147 SWAT CALL-OUTS 2112 42,072.12 26,737.09 14,671.67 7,371.94 90,852.81 11384 PDCS-NUSD-SpecEvOT 12,959.58 31,544.52 39,182.22 5,710.32 89,396.65 11646 Human Trafficking 36,431.43 33,387.36 13,229.47 3,903.09 86,951.34 11607 South POP 22,972.43 31,114.68 25,982.02 5,465.96 85,535.09 11602 Video Redaction 40,288.00 21,524.35 17,966.53 5,092.99 84,871.87 11648 UAS Unit 23,611.33 26,563.54 24,266.60 10,351.60 84,793.06 11677 Impact Incident Mgmt Team 299.25 24,287.08 40,912.28 14,789.69 80,288.29 11197 Recruit Academy Trainee 29,293.77 15,497.42 19,954.48 6,096.13 70,841.79 11667 Police Commission Projects 18,293.31 33,797.43 17,895.68 135.24 70,121.66 11605 East/Central GET 35,424.29 22,226.09 6,461.34 3,240.46 67,352.19 11611 South GET 21,521.46 28,002.45 13,300.88 4,331.79 67,156.59 11164 FELONY ASSAULT INVESTIG 2112 22,620.85 18,027.36 16,818.82 5,598.84 63,065.88 11195 Non-RDT Academy Instructor 22,178.52 24,513.11 7,443.30 8,500.76 62,635.70 11198 AOT/FTU Instructor Time 1,027.69 2,539.17 36,351.41 21,792.02 61,710.30 11179 SEX CRIME INVESTIGATION 2112 17,838.36 15,434.65 16,344.94 11,610.61 61,228.56 11153 MAJ COLLISION INV UNIT 2112 18,762.58 17,270.72 17,226.74 7,570.12 60,830.16 11241 K-9 UNIT EMPLOYEES 2112 19,652.33 17,828.28 14,543.54 8,053.22 60,077.37 11047 HOSTAGE NEGOTIATION 2112 19,067.25 20,131.32 16,595.13 4,206.26 59,999.96 11168 ROBBERY 1ST DEG INVESTIG 2112 20,629.96 13,983.87 13,849.70 8,650.23 57,113.76 11527 Evidence/Property Disposal 12,542.69 19,336.32 17,826.30 6,389.59 56,094.89 11111 SPC ASSIGNMT OFF DUTY OT 2112 13,324.23 20,834.18 14,145.15 7,646.72 55,950.28 11496 Dwntwn F/S Sfty 19,093.34 14,065.12 13,882.59 5,048.41 52,089.47 11206 WARRANT SERVICE 2112 15,846.06 16,265.27 16,289.26 3,683.05 52,083.64 11023 BOMB CALLS OR FUNCTIONS 2158 30,426.95 11,040.94 5,236.13 3,660.43 50,364.46 11376 PDCS-NUSD-SROs 15,908.93 23,417.33 5,843.50 5,043.16 50,212.92 11327 SAFE STREETS TASK FORCE 24,302.64 10,249.12 8,050.84 3,567.07 46,169.67 11028 RECORDS HOLIDAY O/T 2158 5,972.57 21,873.02 12,105.79 39,951.38 11427 REC OT STAFFING SHRTG 17,739.90 17,674.90 590.93 3,870.63 39,876.36 11349 OCDETF INVESTIGATIONS 34,117.38 1,425.84 35,543.22 11039 CRIME SCENE INVESTIGATION 2112 12,307.50 10,142.64 8,175.72 2,286.13 32,911.98 11601 Supplemental Empl Admin 5,831.66 15,584.13 7,067.57 2,898.91 31,382.28 11678 GAU BWC 1,532.43 6,626.83 14,282.54 7,660.87 30,102.67 11610 North GET 10,416.97 14,486.29 4,522.00 633.72 30,058.98 11403 BIKE UNIT EXPENSE 8,920.51 8,719.65 7,747.05 3,417.35 28,804.56 11077 Range Qual Staff 17,709.07 9,222.92 26,931.99
11212 POLICE DISPATCH 2112 6,288.43 7,425.35 9,222.38 2,669.77 25,605.92 11608 East/Central POP 8,467.06 5,299.02 9,549.74 1,682.57 24,998.39 11178 AUTO THEFT INVESTIG 2112 7,590.38 4,964.74 7,180.11 4,328.44 24,063.67 11578 Real Time Crime Center 10,263.24 5,273.93 7,903.95 152.77 23,593.88 11336 PUBLIC RECORDS REQUEST 7,706.60 7,410.05 8,444.75 23,561.40 11266 PROJECT SAFE NEIGHBORHOOD 2112 4,083.43 3,218.70 8,249.49 4,379.36 19,930.98 06131 Cannabis NP Rsdntl-Enfrcmnt 9,529.02 3,233.33 3,312.12 3,398.26 19,472.74 11061 SWAT REGULAR OVERTIME 2112 4,677.39 8,192.96 4,720.56 1,533.52 19,124.43 11285 MAYOR/COUNCIL PERSONAL PROTECT 345.52 18,775.28 19,120.80 11008 PEER SUPPORT COUNSELING 2119 5,748.44 2,317.68 3,558.54 4,927.31 16,551.98 11204 POLICE RECRUITING 2112 4,155.81 5,203.24 5,222.26 1,692.96 16,274.27 11051 HONOR GUARD 2112 3,414.41 5,392.86 4,496.38 2,966.15 16,269.80 11281 MAJOR CRIMES OVERTIME 2136 5,820.77 4,648.73 3,696.41 2,036.46 16,202.37 11033 SUPRVSR SHIFT COVERAGE 2158 6,754.92 1,886.49 5,832.28 1,329.62 15,803.31 11014 OUTSIDE ASSIGNMENT 2158 6,575.93 5,069.33 1,347.78 2,806.63 15,799.67 11474 PDCS-MAGNET-PROGRAMS 3,908.22 6,886.71 4,916.35 15,711.28 11619 PDCS - NUSD - Backfill 4,616.17 4,518.37 4,466.44 1,664.35 15,265.33 11045 MOUNTED PATROL 2112 2,547.14 7,751.12 1,808.70 2,960.49 15,067.45 11279 POLICS SCTY-CITY HALL 2112 3,483.10 2,502.65 8,394.89 652.33 15,032.97 15563 INVESTIGATIONS 7,767.79 1,544.46 3,220.65 2,179.13 14,712.04 11500 Comms Academy & Training 3,698.95 9,091.39 12,790.34 11540 PD-YouthSrvcs-Cadet 5,528.47 2,077.58 2,498.68 1,631.51 11,736.23 11505 Des Infection Control Ofc 7,702.09 3,108.99 638.20 26.25 11,475.53 11631 Graffiti Enforcement 4,484.92 3,130.93 2,291.72 1,309.56 11,217.13 11273 PRISONER WATCH-HOSPITAL 2112 1,099.18 2,922.32 2,112.43 4,866.37 11,000.30 11673 OVP 1,967.87 1,766.51 6,221.08 9,955.46
11599 East - Directed Patrol 684.00 988.63 7,196.90 32.62 8,902.15 11681 Racial Justice Act 2,558.41 6,045.62 8,604.03
11499 Backgrounds - CAO 5,710.71 2,759.29 8,470.00
11414 ICAC TASK FORCE 3,209.10 4,150.21 967.53 8,326.84 11348 PIO CALL OUT 1,842.70 3,729.28 1,785.36 697.69 8,055.03 11668 Military Equipment 5,436.43 1,915.65 617.93 7,970.01 11477 PDCS-MAGNET-SPEC EVENTS 2,131.23 3,265.93 2,225.97 7,623.13 11374 JOINT TERRORISM T F 172.76 6,910.35 7,083.11
12010 ACADEMY OPER (INC INSTR) 2112 3,967.89 1,720.22 483.36 483.36 6,654.83 11088 OVERTIME-HOLDOVER 2112 1,638.87 3,802.40 683.11 243.99 6,368.37 DVE23 Domestic Violent Extremism '23 445.17 5,362.63 341.23 6,149.03 11655 Police Alarms 4,547.30 1,187.11 411.12 6,145.52
11188 LATENT EXAM MANUAL 1,996.34 1,030.37 2,321.95 606.71 5,955.38 11021 BOAT PATROL 2158 3,341.07 2,512.79 5,853.86
11354 METRO OPERATIONS SWAT 2,306.78 2,290.36 748.61 407.38 5,753.13 11010 CRIME ANALYSIS 2158 1,950.44 2,903.98 879.90 5,734.32 11647 MICC Operation 2,100.86 2,987.44 449.40 5,537.71
11653 Fiscal 5,009.02 499.48 5,508.50
11623 Records Unit - Training 2,309.69 2,439.00 375.19 292.55 5,416.45 11141 CLERICAL SUPPORT 2112 3,908.63 709.94 252.92 338.10 5,209.60 11330 SPOA TIME 1,657.87 1,968.62 1,258.97 4,885.46
11333 DMORT 1,702.65 2,036.08 1,018.04 4,756.77
11162 MISSING PERSON INVESTIG 2112 2,280.00 1,596.00 604.20 241.68 4,721.89 11504 Mutual Aid 4,617.36 4,617.36
11338 MAGNET OFFICERS 1,176.29 1,357.26 287.74 1,773.89 4,595.18 11320 Sex Offender Investigation 1,278.15 1,179.83 1,667.50 416.87 4,542.36 11020 MEETINGS/TRAINING 2158 1,167.37 1,346.06 1,210.40 691.49 4,415.31 11482 PDCS-RT-PATROL 1,899.90 712.92 1,648.58 4,261.40
11043 K-9 CARE 2112 3,187.36 689.82 292.48 4,169.67
11498 PDCS-NUSD-DOW-OT 2,647.05 418.84 765.72 288.58 4,120.19 (blank) (blank) 984.39 1,749.51 170.11 1,119.43 4,023.44 11207 COMMUNITY SERVICES 2112 404.67 906.38 2,394.04 3,705.10 11670 SB22_DNA_Bklg 386.30 1,298.71 828.71 974.95 3,488.66 51100 COURT APPEARANCE TIME 2112 849.09 1,683.03 472.68 273.33 3,278.13 11098 NATOMAS RESOURCE OFFICER 2112 2,171.61 1,076.35 3,247.96 11200 AOT/FTU Trainee 317.46 1,790.54 983.89 3,091.88
11011 TRAINING PRODUCTION 2158 2,404.95 649.52 3,054.46 11191 BUILDING MAINTENANCE 2112 165.87 1,809.10 894.76 156.79 3,026.52 11547 HOJ Front Desk 2,843.52 165.50 3,009.02
11651 Property Audits 2,655.75 351.38 3,007.13
11428 KOPS N KIDS 349.64 2,001.31 2,350.95
11209 MOU SHIFT-CHANGE OVERTIME 2112 570.00 541.79 520.30 607.17 2,239.26 11350 SSD SUPPORT 396.26 1,113.50 682.56 2,192.33
11262 CERT-TACT DISPATCH GROUP 2112 279.56 1,157.02 609.92 68.75 2,115.25 11643 Innovations Grant Program 499.06 1,587.01 2,086.07 15524 TRAINING 1,225.77 287.00 516.83 2,029.60
11413 MLK MARCH SECURITY 1,947.19 1,947.19
11190 Property Call-outs 337.69 414.62 1,117.27 1,869.58 11635 Mental Health Team 1,826.92 1,826.92
11370 ON DUTY WORKOUT 267.54 1,106.38 353.25 1,727.16
11248 POLICE UNION BUSINESS 1,130.58 314.58 262.15 1,707.32 11335 COMMUNITY MEETINGS 250.70 1,378.16 1,628.87
U2021 Civil Unrest 2021 396.26 607.83 389.98 1,394.07
19895 CITY HALL 1311 873.89 407.38 1,281.28
11192 ARMORY/SAFETY EQUIP MAINT 2112 212.14 530.35 531.15 1,273.65 11052 RESERVE OFC SPECIAL PROJ 983.84 262.36 1,246.20
11181 DISP ACADEMY-TRAINEE 2112 1,140.93 37.69 1,178.62 U2020 Civil Unrest 2020 1,160.55 1,160.55
21960 Community Outreach 1,096.43 1,096.43
13066 PSAB 1,087.22 1,087.22
19374 TRAINING 1,031.43 1,031.43
19161 BACKFILL OT EAST LATE 2112 990.58 990.58
22108 TRAINING 673.78 673.78
11225 GANG SUPPRESSION/INVESTIG 2112 670.70 670.70
11331 DUI CHECK POINT 662.12 662.12
19046 FAMILY ABUSE 2158 662.00 662.00
11621 Backfill - Cannabis 661.53 661.53
11424 PDCS-RT-ANTI TERROR 633.72 633.72
11458 PHOTOGRAPHS 633.39 633.39
11588 USMS Regional Fugitive TF 595.91 595.91
05102 Training (City) 574.04 574.04
19138 RIFLE RANGE 573.99 573.99
11158 OLD SACRAMENTO EVENTS 2112 539.47 539.47
06042 POLICE DEPT SUPPORT 253.92 72.55 153.80 480.27
11591 SAVE Grant 471.08 471.08
11550 AF-Veh/Air 327.39 140.31 467.70
11492 PDCS-MAGNET-OVERTIME 282.65 156.33 438.97
15005 TRAINING/SEMINARS 3431 421.87 421.87
11382 GVS GRANT 407.38 407.38
11627 Illegal Fireworks 384.32 384.32
11357 AMGEN 371.67 371.67
14792 Public Records Act Requests 367.78 367.78
11665 PD Personnel Services 141.95 215.27 357.22
21500 CS:OUTREACH 329.10 329.10
11079 RIPA 289.63 289.63
14794 Administrative Work 284.60 284.60
11240 FORENSIC TRAINING 2136 284.44 284.44
11024 IN-LIEU OF COURT OVERTIME 2158 281.78 281.78
11596 Backgrounds-Park Rangers 250.66 250.66
11674 IT Backgrounds 200.53 200.53
20019 ADMINISTRATIVE SUPPORT 132.47 132.47
11558 Back to the Beat 96.08 96.08
11269 CSO OT TRAFFIC CONTROL 2112 43.73 43.73
11017 2ND SHIFT OVERTIME 2158 31.11 31.11
11397 PDCS-MERCY 14.65 14.65
11589 Golden 1 Center - OT 0.00 0.00
11136 COURT LIAISON 2112 0.00 0.00
Grand Total 5,128,157.54 4,727,201.83 3,924,516.64 1,482,265.17 15,262,141.19

1 Supplemental Budget Information – Item 36

Question: Active Transportation Program – Est. $17.3M - FY 24/25: $2.2M

What is funded through this program?

Response:

The Active Transportation Program includes locally available funding to support staffing, commission activities, small projects, and support for grant funded plans and projects.

Most larger active transportation projects that are not a condition of private development are funded through state and federal grants. The Active Transportation Program funds the following activities:

 Bike detection at signalized intersections
 Active transportation spot improvements
 Staff time to support the Active Transportation Commission (ATC)  ATC stipends
 Sidewalk infill projects
 Project scoping for active transportation projects
 Local match for active transportation project planning grants  Education and encouragement
 Funding for preparation of grant applications for active transportation projects  Support for specific projects when necessary

MEMORANDUM

Date: May 23, 2024

To: Pete Coletto, Director of Finance

From: Greg Sandlund, Planning Director

SUBJECT: 2024-2029 Proposed CIP – Planning and Design Commission’s Finding of General Plan Consistency

Sacramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s 5-year Capital Improvement Program (CIP) for consistency with the City’s General Plan and to report its finding to the City Council. On May 23, 2024, the Planning and Design Commission conducted this review and found the 2024-2029 Proposed CIP to be consistent with the Sacramento 2040 General Plan.

Sincerely,

_________________________
Greg Sandlund
Planning Director
(916) 808-8931

CC: Matt Hertel, Long Range Planning Manager
Remi Mendoza, Senior Planner
Nguyen Nguyen, Associate Planner
Michael Tamayo, Principal Budget Analyst
Nora Howard, Senior Budget Analyst

CITY HALL
915 I STREET, Fifth Floor

SACRAMENTO, CA
95814-2672

PH 916-808-5300
FAX 916-264-7680
[email protected]

OFFICE OF THE MAYOR

Darrell Steinberg
Mayor

CITY OF SACRAMENTO

CALIFORNIA

May 17, 2024

Dear City Council Colleagues,

As you all know, this will be my eighth and final budget as the Mayor of our great city. We have accomplished quite a lot over that time, even with all of the unprecedented challenges that have come our way.

In recent years, between the American Rescue Plan Act (ARPA), the CARES Act, and Measure U, we have made an unprecedented amount of investment in our communities with a purposeful focus on equity. For the first time in our city’s history, tens of millions of dollars have been allocated for affordable housing, youth, workforce development, climate action, arts and the creative economy, and our inclusive economic development priorities throughout the city. Additionally, we have set- aside dedicated funding for our priority neighborhoods such as Del Paso Boulevard, Northgate Boulevard, and Marina Vista/Alder Grove.

While a deficit budget does not allow us to add more at this time, we must do our very best to protect these investments. Otherwise, the impacts of cuts and fee increases will be felt disproportionately and unfairly by people in communities who too often have been left behind.

Unfortunately, this budget is a particularly difficult one for us, as it is for most other big cities, as well as the State of California. However, I remain confident that we will step up to solve this together just as we have time and time again over these past years.

I would like to thank all of you for your leadership throughout this process, a strategic approach that started earlier than ever with informative department-level presentations beginning this past January.

I would especially like to thank our City Manager Howard Chan and his executive team, the entire finance team, and all our tremendous department heads for their thorough, detailed, and excellent work throughout this tough process.

Additionally, I’d like to highlight the pilot use of the Budget Equity Resource Guide and Tool (BERG/T) that was applied for the first time to parts of the Office of Innovation and Economic Development, Fire Department, and the Convention and Cultural Services Department budgets. This data-driven equity lens was developed by our Office of Diversity & Equity at the direction of the Racial Equity Committee. I sincerely hope that this new tool will be utilized and expanded in future budget years.

As has been well reported, we learned early this year that we have a $66 million deficit and that difficult budgetary exercises and decisions were going to be needed to ensure we could fulfill our important obligation to approve a balanced city budget.

I believe the City Manager’s proposed budget and overall approach, with valuable input from this Council over the past few months, is a strong starting place for not only eliminating our $66 million deficit, but also a proposal we can build from to address the city’s longer-term deficit.

As has been discussed publicly in previous meetings, the City Manager did not propose suspending the $3.8 million Economic Uncertainty Reserve (EUR) contribution from the current FY 23/24 Budget.

I propose suspending the EUR contribution for FY 23/24. This will free up resources, without dipping i
nto the existing EUR balance, to restore some of the proposed budget cuts and make crucial investments back into our city.

Uti
lizing this funding, I propose spending approximately $3.3 million of available resources in the following three key focus areas:

1) Inv
estment in Local Youth Programming ($1.59M)

A continued commitment to our city’s youth programs is critical to the future of our city, even in tough budgets like this. I’m proud of our track record over the past several years of prioritizing funding for our youth, with a strong emphasis on our underserved communities. I believe that we must stay committed to these efforts.

Information Technology D
epartment Student Internship Training Program ($120K)

The Information Technology (IT) Department Student Internship Program has established itself as a successful youth initiative in our city. Currently, the program operates with 12 interns per year who predominately perform customer service tasks, help with security issues, and work on new web design projects. It has not only served the department well, but it also has led to the hiring of 19 former interns into permanent positions in recent years.

Additionally, the program has benefitted students that go to our local universities, such as California State University, Sacramento.

RT Fare-F
ree Youth Transit Program ($250K)

I wholeheartedly support full funding for this vital and life-changing investment in our city’s youth. I believe it is a core city responsibility. I also recognize that while everyone in city government recognizes the value of free public transit to our young people, not everyone believes that it is core to the city’s budget, especially when we face a large deficit.

I am concerned about the fiscal and political viability of the city fully funding “RydeFreeRT” both this year and as the Council composition changes next year and into the future. The most sustainable way to assure the long-term future of this service is to broaden its funding base beyond the city.

The city currently pays about $1 million a year to fully RydeFreeRT. I propose that this sum be divided $250,000 each between the city, RT, the Sacramento City Unified School District, and a combination of Natomas, Elk Grove and Twin Rivers school districts.

I have been meeting over the last week with leaders of Regional Transit (RT) and each of the school districts that educate our city’s youth.

RT General Manager Henry Li has committed to strongly supporting a contribution of $250,000 and will bring the matter to the RT board (see Li letter). Officials from the four largest school districts served by RydeFreeRT are actively considering making similar contributions.

I’m confident we will agree on a funding formula by June 11 when the city passes its final budget. If an agreement cannot be finalized by that date, I will present an updated recommendation to the Council.

Supplemental Funding for the Youth, Parks and Community Enrichment Department ($1.22M)

The proposed budget includes many fee increases and cuts in the Youth, Parks and Community Enrichment (YPCE) Department. I believe we need to make sure these cuts and fee increases do not negatively affect our youth, underserved communities, and seniors.

I propose the following four items to accomplish that:

• YPCE Youth Program Scholarship Fund ($370K)-
I support r estructur ing the current
Youth Sports Field Usage program to expand eligibility to youth-serving facilities and programs to create the YPCE Youth Program Scholarship Fund. YPCE provides core services and programs citywide, including in our priority neighborhoods for under- resourced youth and families. Currently, $200,000 has been allocated to waive or reduce fees for youth sports field use and select other youth enrichment programs.

Supplemental resources (in addition to the $200,000 in the proposed budget) for this fund will ensure youth and families in ALL of our neighborhoods continue to have access to city facilities and programs. A $370,000 increase in dedicated funding and an expansion of eligible core service programs will allow YPCE to increase the number of participants served through this fund from an average of 750 youth annually to over 7,000 this upcoming fiscal year.

The
Fund would be available to 30 youth-serving organizations using community center space and over 7,000 youth ages 0-24 in the following programs:
o Summer camps (Summer Oasis, Kids Camp, Teen Scene, etc.) o REC Preschool Program
o Youth sports programs (Jr. NBA, NFL Flag Football)
o Water safety programs (Swim Lesson, Swim Team, Junior Lifeguard, etc.) o Lifeguard training
o Summer Reading Swim Pass Program
o Youth special events (Kids Night Out, etc.)
o Youth sports field reservations

The city is committed to ensuring that all eligible youth and families have access to the scholarship program and will increase marketing and outreach efforts. This includes in- person application support across all community centers and pools, language

translation services, and collaboration with community partners including libraries and schools.

• Community Center/Clubhouse Rental Fee Waiver & Reduction Program Relief ($300K)- Several years ago, Council adopted a resolution that authorizes fee waivers and reductions for qualifying organizations and uses, including but not limited to, community-based organizations and non-profits and activities that demonstrate a community benefit. Examples include neighborhood association meetings, health and wellness resources and programs, social service referrals, etc. This waiver program is currently not funded in the Proposed Budget due to the budget shortfall, and associated rental costs are absorbed in YPCE’s operating budget, which has historically been offset with vacancy savings. This relief funding will allow the program to continue while YPCE reviews and updates the fee waiver and reduction guidelines with the application of the equity resource guide and tool.

• Youth Sports Field Maintenance and Rehabilitation Fund ($300K)- YPCE is responsible for over 100 sports fields and is committed to ensuring youth have safe and equitable access to recreation amenities. A one-time allocation of funds to address sports field rehabilitation with a focus in priority neighborhoods and underserved areas that do not currently receive supplemental funding, will allow Park Maintenance to address equitable access to safe and quality playing fields. Field improvements may include irrigation upgrades, repairs, and turf renovations across 8-10 city parks.

• Sac Northern Bike Trail Maintenance and Safety Restoration ($250K)- There is a demonstrated need to increase park maintenance services, including irrigation repairs, tree planting, addressing overgrowth of undeveloped areas and overall clean-up efforts along the trail. This funding will go to implement strategies for bike and pedestrian safety improvements including installation of signage and other safety barriers. I am proposing $250,000 to address this time sensitive need for an underserved area of our city.

2) Incl
usive Economic Development Initiatives ($702K GF, $174K TOT)

Achieving inclusive economic development that benefits all of our communities has been one of my highest priorities as mayor. To that end, we have made so much progress with funding from Measure U, CARES Act, and ARPA. However, there is still much more work to be done to make all of our neighborhoods economically prosperous and equitable.

Neighborhood Development Action Team ($600K)

The Neighborhood Development Action Team (NDAT) advances Sacramento’s commitment to racial equity by revitalizing commercial corridors through active engagement and collaboration with communities that have historically been overlooked. As a multidisciplinary team, NDAT ensures consistent lines of communication and coordination across departments, promoting a unified and holistic response to the needs of the community. NDAT has been transformative both within the city’s structure and in external engagements, fostering strong community partnerships that drive investment in underinvested areas. A great recent example of this work is the Marysville-Del Paso Boulevard Plan (called “Forward Together”)

that was recently approved by the Council, as well as the Stockton Boulevard Plan that will be coming forward for approval later this summer. I propose fully funding this initiative and restoring the $600,000 to the NDAT budget.

Arts Stabilization Budget ($102K)

I am proud of how Sacramento has been a leader in cultivating our local arts and cultural economy, with bold investments from Measure U, CARES Act, and ARPA. This has been intentional, and because of that focus, our city has seen tremendous growth and momentum in the arts sector over the past several years. With that in mind, I recommend restoring the $102,000 Arts Stabilization Fund for the FY 24/25 budget. This money supports the community in creating public art, funds the poet laureate, and pays for research and analysis activities, including making sure arts funding is equitably distributed.

SMUD Museum of Science and Curiosity ($87K TOT)

The SMUD Museum of Science and Curiosity (MOSAC) is one of the crown jewels of Sacramento. A riverfront museum that opened just a few years ago after decades of hard work, including from us as one of the major partners, has become a dynamic local and regional attraction for students and people of all ages built around science, technology, engineering, arts and math (STEAM). Fortunately, because of the passage of Measure N by the voters in November 2022, we can now use our Transient Occupancy Tax (TOT) to fund this tourism related expenditure. I propose we utilize $87,000 of TOT resources to restore funding to MOSAC.

Sacramento History Alliance ($87K TOT)

As with MOSAC, we can now use our TOT to fund this expenditure. I recommend we utilize $87,000 of TOT resources to restore funding to the Sacramento History Alliance. This money is used to run the Visitor’s Center in Old Sacramento, the only such center serving our most significant historic district and tourist attraction. This funding also supports the Sacramento History Museum’s public programs such as living history days in the district.

3) Other Key Community Investments Consistent with our Values ($1M)

We must always prioritize investment in our disadvantaged communities and neighborhoods.

I feel strongly that we can still do that even in our current budget context. These programs help our city’s most vulnerable people and fully deserve to continue this upcoming fiscal year.

Digital Equity Response Program ($200K)

The Digital Equity Response Program was established during the beginning of the pandemic to ensure digital inclusion in our city’s most underserved communities. This program has helped to narrow the digital divide and reduce disparities. Digital resources and training are essential for healthy and vibrant communities. I recommend we continue to fund this successful equity program.

FUEL Network ($500K)

As we have proudly done throughout my entire tenure as Mayor, I recommend setting aside $500,000 for the FY 24/25 City Budget for the Sacramento Family Unity, Education, and Legal (FUEL) Network to continue providing critical services to our immigrant and refugee populations through the form of legal representation, social services, mental health services, education, and continued coordination of the 50+ local organizations that now form the coalition created by the FUEL Network. Without this funding, these vital services would not be provided to our city’s large and diverse immigrant and refugee population.

Fine and Fee Justice Initiative ($100K)

In April 2020, the City of Sacramento and Sacramento County were jointly selected to participate in PolicyLink’s “Cities and Counties for Fine and Fee Justice” initiative, a national effort aimed at eliminating or reforming fines and fees that result in a disproportionate burden on people of color and low-income households. Through one-time ARPA funding and a collaborative process with our community, the tow administrative fee waiver was selected as the most impactful starting point for the initiative in Sacramento. In the context of this Proposed budget, I strongly recommend that we allocate $100,000 to this important work.

Recent Council Action on the “Parking Violation- No Parking Certain Hours” Fee ($200K)

This past Tuesday, while reviewing the FY 24/25 Citywide Fee Schedule Updates, the Council approved moving forward with one minor modification. The Council directed that the “Parking Violation- No Parking Certain Hours” fee be set at $50 instead of the proposed $60. This change necessitates an approximately $200,000 budgetary adjustment.

Language Access Coordinator Position (1 FTE)

Led by Councilmember Vang, Councilmember Guerra, and city staff, we have embarked on efforts to improve and enhance our city’s language access and translation services. These efforts are crucial for our city to better serve Sacramento’s diverse population. I recommend maintaining the FTE to oversee the Language Access Program and utilizing a portion of the $250,000 that is already within the City Manager’s Proposed FY 24/25 Budget.

Council Direction on the Home Occupation Permit and Sidewalk Admin Fee Increase

The Proposed budget currently recommends increasing the Home Occupation Permit Fee, as well as the Sidewalk Repair Admin Fee. After hearing from the community these past few weeks, I propose the Council give direction to the City Manager to modernize the Home Occupation Permit policy to account for the overall shift to virtual work post-pandemic, particularly when they do not have an impact on the surrounding community.

Secondly, regarding the Sidwalk Repair Admin Fee policy, I recommend we direct the City Manager to ensure this fee increase does not financially impact low-income seniors who are on fixed incomes.

I am excited to work on these initiatives with all of you and to finalize a budget that we all can stand behind. I would like to thank all of our city employees for their valuable and dedicated public service.

Though this has and will continue to be a challenging financial time for our city, I know we can find the appropriate balance of making financially responsible budget cuts, while also still investing in the future of Sacramento.

Thank you for your time and your consideration.

Sincerely,

Darrell Steinberg
Mayor, City of Sacramento

RESOLUTION NO 2024-XXXX

Adopted by the Sacramento City Council

June XX, 2024

Approving the Fiscal Year 2024/25 Operating and
Capital Improvement Program Budgets

BACKGROUND
A. Article IX, section 111, of the City Charter requires the City Manager to present a balanced budget to the Mayor and City Council no less than 60 days before the beginning of each fiscal year.

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

Core Budget Policies

1. City Council must adopt a balanced budget.

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

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

Budget Guidelines

1. Maintain a fiscally sustainable, balanced budget.

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

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

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

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

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

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

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

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

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

11. Address unfunded long-term liabilities.

12. Remain a full-service City.

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

D. The FY2024/25 Approved Budget (which includes the Operating Budget and the Capital Improvement Program [CIP] Budget) are consistent with City Charter requirements and the City Council’s adopted Core Budget Policies and Budget Guidelines.

E. The Mayor and Council conducted budget discussions during May and June 2024 to discuss and consider the City’s FY2024/25 Budget.

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

Section 1. Preliminary Matters.

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

1.2. The FY2024/25 Operating and CIP Budgets (collectively the Approved Budget), as defined in section 3. 2 below, and attached as Exhibit C and D are hereby approved.

1.3. The 2024-2029 CIP, which provides a comprehensive five-year plan for the City’s capital project expenditures and attached as Exhibit D , is hereby approved.

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

1.5. The City Manager is authorized to incorporate final decisions of the Council, and to refine and add content, as may be needed to meet Government Finance Officers Association and/or California Society of Municipal Finance Officers budgeting-award requirements into the Approved Operating and CIP Budgets to create the FY2024/25 Approved Budget.

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

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

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

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

Section 2. Scope.

This resolution defines the authority and responsibilities of the City Manager in implementing the Approved Budget and supersedes Resolution No. 2023-0205.

Section 3. Definitions.

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

3.2. “Approved Budget” means the Approved Operating Budget (Operating Budget) and the Approved Capital Budget (CIP Budget), which are attached as Exhibits C and D and reflects the FY2024/25 Proposed Operating and CIP Budgets, as amended by the Council to incorporate the approved Budget Changes attached as Exhibit A, and a summary of position changes as displayed in Exhibit B.

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

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

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

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

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

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

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

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

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

4.6. The City Manager is authorized to make annual loan payments to the Risk Fund from the Community Center Fund subject to the availability of funds. As of June 30, 2023, the balance of the Risk Fund loan to the Community Center Fund totaled approximately $4.9 million.

4.7. Following budget adoption, the City Manager is authorized to do the following:
(A) Transfer appropriations from the operating budget and establish or adjust revenue and expenditure budgets for externally funded programs (EFPs), multi-year operating projects (MYOPs), and operating grants as shown in Schedule 9 displayed in Exhibit C.
(B) Adjust any appropriation made in the Approved Budget to reflect changes from amounts budgeted for updated labor (for example, changes in retirement rates, payroll taxes, health benefits), fleet (including accident recovery costs), utilities in Citywide Support , 311 Call Center (reimbursements based on call data), cost plan, and risk -management changes, from available fund balance or reserves for the respective funds. (C) Adjust budgets to reflect all required debt service and related payments, including adjustments to rate stabilization reserves, pursuant to City debt agreements.
(D) Revise and establish indirect cost rates to be applied to hourly salary rates in order to achieve full cost recovery of services; and adjust the Operating Budget to reflect the indirect cost rate plan for FY2024/25.

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

5.1. The Council-adopted EUR Policy as amended on June 11, 2019 (Resolution No. 2019-0248) 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 (17% of G/MU Fund expenditures). Resources to fund thi s reserve will be identified on an ongoing basis and can include positive year -end results or other one-time resources available to the G/MU Fund.

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

5.3. The City Manager is authorized to maintain an EUR reserve below the minimum threshold prescribed in the Council -adopted EUR Policy in FY2023/24 and FY2024/25 and to forgo an FY2024/25 EUR contributions from the G/MU Fund in FY2023/24 and FY2024/25 to support the development of a balanced Budget.

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

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

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

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

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

5.8. Use of committed fund balance reserves, except as authorized in section 5. 7, requires the Council’s approval by resolution.

5.9. Authorize the City Manager to allocate up to $3.3 million of the $3.8 million FY2023/24 funds appropriated to the EUR to restore programming and/or mitigate the impacts of reduction strategies utilized to close the $66 million FY2024/25 deficit for the following programs:
• Not to Exceed $120,000 for the IT internship training program • Not to Exceed $250,000 for RydeFreeRT
• Not to Exceed $370,000 for Youth Program Scholarship Fund • Not to Exceed $300,000 for Community Center Fee Waivers • Not to Exceed $300,000 for Youth Sports Field Maintenance • Not to Exceed $250,000 for Northern Bike Trail Maintenance • Not to Exceed $600,000 for Neighborhood Development Action Team • Not to Exceed $102,000 for Arts Stabilization
• Not to Exceed $200,000 for Digital Equity Response
• Not to Exceed $500,000 for FUEL Network
• Not to Exceed $100,000 for Fine & Fee Justice
• Not to Exceed $200,000 for Revenue Restoration for Parking Citation Fee

Direct the City Manager and authorize the City Manager to make all related budget and project adjustments to:
• Restore the Language Access Coordinator position utilizing existing budgeted funds for language access
• Restore $87,000 in funding for the SMUD Museum of Science and Curiosity in the Community Center Fund
• Restore $87,000 in funding for the Sacramento History Alliance in the Community Center Fund
• Modernize the Home Occupation Permit Fee program
• Establish a fee waiver or relief program for low -income seniors for the Sidewalk Repair Administration Fee
• Utilize up to $16,000 in unappropriated funds from the Participatory Budgeting Multi -Year Operating Project (I80010000) for the Measure U Committee to conduct community focus groups. Change the project name from Participatory Budgeting to Measure U Committee Initiatives to broaden the scope to include focus groups.
• Change Youth Sports Field Permit Program (I19143000) to YPCE Youth Program Scholarship Fund to expand eligibility to youth-serving facilities and programs.

Authorize the City Manager to make any necessary budget adjustments to use year-end savings not needed for budget balancing to restore the minimum EUR balance as established by Council policy.

Section 6. Appropriation Increases and Decreases.

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

6.2. The City Manager is authorized, upon completion of the audited financial statements for FY2023/24, to adjust FY2024/25 fund contingencies by the amount of net changes in available fund balance. The available fund balance in the G/MU Fund must be included and explained in the report to the Council accompanying the Annual Comprehensive Financial Report (ACFR).

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

Section 7. Appropriation Transfers.

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

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

Section 8. Staffing Changes.

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

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

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

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

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

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

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

Section 9. Revenue Budget.

9.1. The FY2024/25 revenue budget is summarized in Exhibit C, Schedule 6.

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

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

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

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

9.6. The City Manager is authorized to adjust General Fund revenues supporting Measure U department operations to actuals received and to adjust the appropriate transfers between the funds.

Section 10. Capital Improvements.

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

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

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

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

10.5. Each fiscal year, all multi -year CIP projects in existence on June 30 will be continued except as provided otherwise in section 10.4. The FY2024 /25 CIP Budget is summarized on Schedules 2 and 4 as displayed in Exhibit C and on Schedule 4 as displayed in Exhibit D.

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

10.7. Each fiscal year, on June 30, the balance of each CIP project must be zero or have a positive balance by fund. Projects with spending in excess of available budget from all funding sources (i.e., with negative balance) will be treated as follows:
(A) If the CIP balance exceeds budget by less than $250,000, the CIP must first be corrected within each fund, and then any remaining negative balance must be corrected by a transfer from the CIP manager’s Operating Budget (all transfers less than $250,000 mus t be made as provided for in section 6.1).
(B) If expenditures exceed the budget by more than and including $250,000, a corrective plan of action must be submitted to the Council for approval by resolution.

10.8. Community/Neighborhood projects and appropriations established with one- time funding sources under Resolution No. 2004-551 (6/29/04) and associated staff report, is governed by the following procedures:
(A) Savings of up to and including $50,000 due to lower-than-expected costs or the securing of alternative funding sources may be administratively reprogrammed into other projects within the same Council District at the request of the Council District Offi ce and with the approval of the City Manager.
(B) Savings above $50,000 may be reprogrammed upon approval by resolution of the Council.

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

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

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

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

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

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

10.14. The 2024-2029 CIP Budget (Schedule 4, Exhibits C and D) includes projects that are directly supported by user and developer fees and utility rebates. The City Manager is authorized to adjust department revenue budgets and CIP expenditure budgets for projects as identified in the General Government section of the CIP that are directly supported by fees and rebates based on the actual fees and rebates collected, less any operating costs associated with delivering the service.

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

Section 11. Operating Grants.

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

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

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

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

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

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

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

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

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

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

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

Section 12. Externally Funded Programs (EFP).

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

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

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

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

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

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

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

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

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

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

13.10, 13.11, and 18.11.

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

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

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

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

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

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

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

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

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

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

13.13 The City Manager or designated project manager is authorized to administer and manage the Sacramento Utility Rate Assistance (SURA) Program (I14130100) up to the annual budget of $5.4 million.

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

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

Section 15. Appropriation Limits.

The appropriation limit and the appropriations subject to the limit are hereby amended in accordance with article XIIIB of the California Constitution for FY2024 /25, as detailed in Schedule 5 as displayed in Exhibit C.

Section 16. Midyear Report.

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

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

Section 17. Adjustments for Revenue Offset Programs and Services.

17.1. The City Manager is authorized to adjust revenue and expenditure budgets in special revenue funds based on actual revenues collected to provide appropriation authority for operating costs associated with delivering the service. If there are forecasted budget deficits in the future fiscal years, the City Manager is authorized to commit non-mandated G/MU Fund revenues and positive net year-end results to future budget development reserves.

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

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

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

17.3. The City Manager is authorized to make the following adjustments between Department operating budgets and CIPs or MYOPs:
(A) Adjust the revenue budget for the City Attorney’s Office and the expenditure budget in the Justice for Neighbors (JFN) (I03000100) MYOP based on the actual fees, penalties, and other revenues collected from third parties for Public Nuisance, Social Nuisance, and JFN actions brought by the City Attorney.
(B) Adjust the Community Development Department operating budget for spay/neuter and unaltered pet -licensing revenue accounts (Account 341380 [Program Code 13006] and 351020) and increase the Animal Care Low Income Spay/Neuter Program (I13000600) MYOP expenditure budget in the General Fund (Fund 1001) to reflect 50% of the penalty fees and 50% of unaltered pet-licensing fees collected in accordance with Sacramento City Code section 9.44.215.D.
(C) Adjust the revenue budget for the Convention and Cultural Services Department franchise fee to reflect actual revenues received and increase the expenditure budget by a like amount in the Old Sacramento Service Courts & Support Facilities (M17700000) CIP.
(D) Adjust the Convention and Cultural Services revenue budget for Memorial Auditorium Facility Fee revenues and the Memorial Auditorium Improvements (M17101000) CIP expenditure budget based on actual fees collected, less any operating costs associated wit h delivering this service.
(E) Adjust the Convention and Cultural Services revenue budget for SAFE Credit Union Performing Arts Center Facility Fee revenues and the Performing Arts Center Improvements (M17101800) CIP expenditure budget based on the actual fees collected, less any operating costs associated with delivering this service.
(F) Adjust the Public Works Department revenue budget to reflect actual revenues received and the Sacramento Valley Station Operations and Management (I15001000) MYOP expenditure budget by a like amount. (G) Increase the Public Works Department revenue and expenditure budgets for launch-ramp activities to reflect actual revenues received and transfer any resulting year-end savings for these activities to the Harbor Dredging (M17500000) CIP if the Department has positive net year-end results. (H) Adjust the Public Works Department revenue budget and the expenditure budget in the Shared-Rideable Implementation (K15195100) CIP based on the actual revenues received from the Shared-Rideable permit fees, except for the portion of the fee assessed to offset parking-meter - revenue loss.
(I) Adjust the Public Works Department revenue budget (15001021) and the expenditure budget in the Tree Planting and Replacement (R15188500) CIP based on actual revenues received in the Tree Planting and Replacement Fund (Fund 2035).
(J) Adjust the Youth, Parks, and Community Enrichment Department revenue budget for recreation-program fees and increase the expenditure budget in the Recreation Facility Improvement (L19800200) CIP if the full cost of the current fiscal -year operations for this CIP have been recovered and the Department has positive net year-end results. (K) Adjust appropriations made in the Approved Budget for fleet replacements from amounts budgeted for updated fleet -replacement costs less than $250,000 by department and by fund and transfer expenditure budgets from department operating budgets to the Fl eet Acquisitions (I06000999) MYOP if the department is projecting expenditure savings in excess of the transfer.
(L) Increase the transfer from the Community Center Fund (Fund 6010) to the G/MU Fund (Fund 1001/2401) to offset the annual budget provided for in Schedule 9 for the Powerhouse Science Center (E18000400) EFP as authorized by Council through December 2048, if T ransient Occupancy Tax revenues exceed budget by an amount up to $600,000 at year -end and if the Community Center Fund has positive year -end available fund balance.
(M) Increase the Youth, Parks, and Community Enrichment Department revenue budget for the all -weather sport field facility fees received and increase the expenditure budget in the Granite All Weather Field (L19806000) CIP, provided that the Department has positive net year - end G/MU Fund (Fund 1001/2401) results.
(N) Adjust the Transportation CIP budget to meet the City’s SB 1 Maintenance of Effort (MOE) requirements.
(O) Adjust Community Development Department’s revenue budget for the Housing Trust and Housing Impact administrative fees to reflect actual revenues received and increase the expenditure budget by a like amount in the General Plan Update (I22000000) MYOP.

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

17.5. The City Manager is authorized to implement the following fiscal transactions as needed to properly manage and account for the City’s c annabis revenues and expenditures:
(A) Adjust the Citywide revenue budgets for all Business Operations Taxes relative to Cannabis activities based on actual revenues received and increase the expenditure budget in the Cannabis Policy and Enforcement (I06420000) MYOP as necessary to cover costs.
(B) Adjust the revenue budget for the City Manager’s Office of Cannabis Management operations (02001101) to reflect actual revenues received and increase or decrease the expenditure budget in the operating budget by a like amount. At year -end excess resources must be transferred to I06420000 to offset the cost of enforcement. If there are inadequate revenues available, resources must be transferred from I06420000 to cover the actual operating costs incurred in 02001101.
(C) Establish or increase the revenue budget(s) for fines and administrative penalties collected in accordance with Sacramento City Code section

8.132, relating to the cultivation of cannabis, in the department were collected and increase the expenditure budget in I06420000 to support enforcement activities based on actual revenues received. (D) Adjust the revenue budget for Housing and Dangerous Building fines, fees, and penalties collected by the Community Development Department and the expenditure budget in I06420000 at year-end based on actual revenues received.
(E) Transfer expenditure budgets between I06420000 and the Cannabis Opportunity, Reinvestment and Equity (CORE) (I02420000) MYOP to support CORE program operations.
(F) Transfer expenditure budgets between I06420000 and the Youth Cannabis Outreach & Education program (I06420500) MYOP to support prevention workload in the Office of Youth Development.

17.6. The City Manager is authorized to implement the following fiscal transactions as needed to properly manage and account for the City’s efforts toward reducing homelessness:
(A) Adjust the revenue and expenditure budgets to reflect actual contributions received from external partners in the Homeless Housing Initiatives (I02000200) MYOP to support homeless-services programs. (B) Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Department of Community Response Office of the Director (23001011) on June 30 must be transferred to the Homeless Housing Initiatives (I23001000) MYOP if the Department has positive net year-end results.
(C) Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Community Outreach (23001021) on June 30 must be transferred to the Community Response (I23000100) MYOP if the Department has positive net year-end results. (D) Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Homeless Services (23001031) on June 30 must be transferred to the Homeless Housing Initiatives (I23001000) MYOP if the Department has positive net year - end results.

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

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

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

Section 18. Year-End Process and Carryover Authority.

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

18.2. If there is not a budgetary surplus in the G/MU Fund (Fund 1001/2401) at year- end, the City Manager shall suspend the G/MU Fund transfers and carryovers authorized in this section. If there is a budgetary surplus in the G/MU Fund and there are forecasted budget deficits in the future fiscal years, the City Manager is authorized to commit non-mandated G/MU Fund revenues and positive net year-end results to future budget development reserves.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Section 19. Year-End Reporting.

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

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

Section 20. Miscellaneous Controls and Considerations.

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

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

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

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

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

Resolution Exhibits:

Exhibit A – Budget Changes
Exhibit B – Staffing Summary
Exhibit C – FY2024/25 Approved Operating Budget
Exhibit D – 2024-2029 Approved Capital Budget