Sacramento City Council
June 11, 2024

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Adoption of the Fiscal Year (FY) 2024/25 Operating Budget and 2024-2029 Capital Improvement Plan
File ID: 2024-00826
Location: Citywide
Recommendation: Conduct a public hearing and upon conclusion, adopt a Resolution approving the FY2024/25 Operating Budget and 2024-2029 Capital Improvement Program (CIP).

Contact: Peter Coletto, Director of Finance, (916) 808-5416, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected]; Department of Finance
Presenter: Peter Coletto, Director of Finance, (916) 808-5416, [email protected] and Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance, on behalf of Howard Chan, City Manager, (916) 808-7488, Office of the City Manager Attachments:
1-Description/Analysis
2-Supplemental Budget Information
3-Planning and Design Commission’s Finding of Consistency Memo 4-Mayor’s Memo
5-Resolution - Redline
6-Resolution
7-Exhibit A - Budget Changes
8-Exhibit B - Position Changes
9-Exhibit C - FY2024/25 Approved Budget
10-Exhibit D - 2024-2029 Approved CIP
Description/Analysis
Issue Detail: The City Charter, Article IX Section 111, requires the City Manager to deliver budget recommendations no later than 60 days prior to the start of the new fiscal year. The City Manager’s FY2024/25 Proposed Budget (Budget) was released on April 30, 2024, and is available at http://www.cityofsacramento.org/finance/budget.

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Budget Recap
The City is facing significant financial challenges for the coming fiscal year, including a structural imbalance between City operating costs and available resources. The Budget begins to address this structural deficit while maintaining core City services and advancing Council priorities. The Budget is balanced and closes a $66 million funding gap utilizing a combination of ongoing reductions, revenue increases and one-time funding, without the elimination of filled positions. The Budget totals approximately $1.6 billion from all funding sources and supports 5,029.70 full-time equivalent (FTE) positions. This includes $847 million for General and Measure U (G/MU) Fund operations and capital projects, and $731 million for the City’s enterprise and other fund activities.

Budget Hearings and Supplemental Budget Information
The Budget was presented to the Budget and Audit Committee on May 7, 2024, and Council on May 7, 2024, and May 14, 2024. The 2024-2029 CIP was presented to the Council in the afternoon of May 14, 2024. Council deliberated and provided direction to staff on May 21, 2024. The public provided comments to the Council at each of the public meetings.

During the Budget process staff received 36 questions or requests for information. All Supplemental Budget Information (SBI) requests have been previously answered and/or are included with this agenda item (Attachment 2).

FY2024/25 Budget Adjustment Recommendations:

Mayor’s Memo
On May 17, 2024, the Mayor released a memo outlining budget adjustments to be made to the Budget (Attachment 4). The Mayor’s memo proposes suspending approximately $3.3 million of the FY2023/24 Economic Uncertainty Reserve contribution and using $174,000 from the Community Center Fund to restore/fund various programs, provide scholarships and fee waivers to communities negatively impacted by fee increases, and decrease a parking violation fee. In addition to the various budget adjustments, the Mayor’s memo also proposes for the City Manager to modernize the Home Occupancy Permit Policy to account for the overall shift to virtual work post-pandemic and ensure that the Sidewalk Repair Admin Fee does not financially impact low-income seniors on fixed incomes.

On May 21, 2024, City Council passed a motion to incorporate the Mayor’s memo into the Budget.

The following charts outlines budget adjustments from the Mayor’s memo.

Mayor's Memo Summary
Department
Revenue/
Offset
Adjustment
Expenditure
Adjustment
Net Budget
Change
General/Measure U (G/MU) Funds
FY2023/24 EUR Contribution Suspension - (3,292,000) (3,292,000) Operating Budget Adjustment 118,944 303,056 422,000 Multi-year Operating Project (MYOP) Adjustments - 2,320,000 2,320,000 Capital Improvement Project Adjustments - 550,000 550,000 Total 118,944 (118,944) - Community Center Fund Adjustments (Funded within
available Community Center Fund resources)
- 174,000 174,000
Total - 174,000 174,000

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Department Fund Name (Number)
Revenue/
Offset
Adjustment
Expenditure
Adjustment Description
City Manager General
(1001)
(135,056) 135,056 Restore position (1.0 FTE Administrative Analyst) to support the Language Access
Program. Position will be offset by the
Language Access Program multi-year
operating project in FY2024/25.

Citywide Measure U
(2401)
- 102,000 Restore reduction to Arts Stabilization.

Convention and Cultural
Services
Measure U
(2401)
87,000 (87,000) Realign funding for the Sacramento History Alliance from Measure U to the Community
Center Fund.

Convention and Cultural
Services
Measure U
(2401)
87,000 (87,000) Realign funding for the Museum of Science and Curiosity from Measure U to the
Community Center Fund.

Information Technology General
(1001)
(120,000) 120,000 Restore reduction to the Student internship Training Program.

Information Technology Measure U
(2401)
- 120,000 Restore reduction to the Student internship Training Program.

Public Works General
(1001)
200,000 - Reduction to the parking violation fee from
$60 to $50. This fee was part of the Fees
and Charges report approved by Council on
May 14, 2024 (Resolution No. 2024-0153).

Total 118,944$ 303,056$
Convention and Cultural
Services
Community Center
(6010)
- 87,000 Restore reduction to the Museum of Science and Curiosity (MOSAC) using the Community
Center Fund.

Convention and Cultural
Services
Community Center
(6010)
- 87,000 Restore reduction to the Sacramento History Alliance using the Community Center Fund.

Subtotal: - $ 174,000$
Net Operating Changes: 118,944$ 477,056$

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Mayor's Memo Multi-year Operating Project Adjustments (MYOP) Project Name (Number)
Fund Name
(Number)
Expenditure
Adjustment Description
Fare Free Transit for Youth
(I02181400)
Measure U (2401) 250,000 Restore reduction to the Fare Free Transit Program.

YPCE Youth Program
Scholarship Fund
(I19143000)
Measure U (2401) 370,000 Funding to expand eligibility to youth-serving facilities and programs. Project name and scope changed to expand use of funds.

Community Center/Clubhouse
Rental Fee Waiver
(I19146000)
Measure U (2401) 300,000 Funding to provide Community Center/Clubhouse Rental fee waivers and reductions to qualifying organizations and activities.

New MYOP project number in FY2024/25.

Neighborhood Development
Action Team (NDAT)
(I22000100)
Measure U (2401) 600,000 Restore reduction to the annual NDAT allocation.

Digital Equity Response
Program (I07001100)
Measure U (2401) 200,000 Restore reduction to the Digital Equity Response Program.

FUEL Network (I0200800) General (1001) 500,000 Funding for the FUEL Network.

Fine and Fee Justice Initiative
(I02181010)
General (1001) 100,000 Funding to provide waivers to tow administration fees. New MYOP project number in FY2024/25.

Net Project Changes: $2,320,000

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Other Budget Adjustments
After the Budget was released, there were necessary budget adjustments made that reduced it by approximately $49,000. These adjustments included an add/delete of a position, swap of a previously deleted position, labor adjustments due to timing and/or technical adjustments, a project reduction, and several fee increases not entered in the budget system, but were part of the Fees and Charges report approved by Council on May 14, 2024 (Resolution No. 2024-0153).

As identified in the General Fund/Measure U Five-Year Forecast included in the Budget, there is an $8.2 million shortfall in homeless services programming that is proposed to be addressed with Measure U funds as part of the FY2024/25 Approved Budget. While this funding need was already addressed in the forecast, this report includes the budgetary authority necessary to provide the funding in the budget year.

The following charts outline the other budget adjustments. Attachment 7 provides a comprehensive list of all budgetary adjustments including the Mayor’s memo. Attachment 8 provides a comprehensive list of all position adjustments including the Mayor’s memo.

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

MYOP Adjustments
Project Name (Number)
Fund Name
(Number)
Expenditure
Adjustment Description
Commission Stipends
(I04000100)
Measure U (2401) (4,500)Reduction to the Commission Stipends MYOP for the Children’s Fund Planning and Oversight Commission stipends. Stipends to be paid out of Measure L Youth Funding MYOP (I80000100).

Homeless Housing Initiatives
(I23001000)
Measure U (2401) 8,167,358 Technical budget adjustment to apply Measure U resources to cover the homelessness services shortfall in FY2024/25 as shown in the Proposed Budget Forecast.

Creative Edge (I02181100) Innovation and
Growth
(2031)
(850,000)Realignment of Creative Edge MYOP from City Manager to Convention and Cultural Services
Creative Edge (I02181100) Innovation and
Growth
(2031)
850,000 Realignment of Creative Edge MYOP from City Manager to Convention and Cultural Services.

Net Project Changes: 8,162,858

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Other Adjustments:

On May 28, 2024, the Budget and Audit Committee received follow-up recommendations from the Measure U Committee regarding the FY2024/25 Budget priorities. The Budget and Audit Committee made a recommendation to fund $16,000, which would allow the Measure U Committee to host two community focus groups. The Participatory Budget MYOP (I80010000) has approximately $18,600 in unappropriated funds that could cover the costs. Staff requests necessary authority to make the budget and project adjustments in the FY2024/25 Budget Resolution.

Resolution Additions and Amendments: Additional authority is required to allow the City Manager to conduct necessary budgetary changes to implement the FY2024/25 Approved Budget. The following outlines the additions and changes, and the authority recommended to be included in the FY2024/25 Budget Resolution (Attachments 5 and 6).

Economic Uncertainty Reserve (EUR)
: The City’s Manager requires additional authority to
maintain an EUR reserve below the minimum threshold prescribed in the Council-adopted EUR Policy. The following section is recommended to be amended as shown below.

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

Proposed Section 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 EUR contributions from the G/MU Fund in FY2023/24 and FY2024/25 to support the development of a balanced Budget.

Expenditure and Revenue Authority
: The City’s Manager requires additional authority to adjust and/or transfer funds to ensure that budget and project adjustments are conducted in a timely

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.
manner. The following section is recommended to be added.

Section 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

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.
• 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.

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

Economic Impacts: Not applicable.

Environmental Considerations:

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

Sustainability: Not applicable.

Commission/Committee Action: Sacramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s five-year CIP for consistency with the City’s General Plan and to report its findings to the Council. The Commission met on May 23, 2024, and determined that the 2024-2029 CIP is consistent with the City’s General Plan (Attachment 3).

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

On May 28, 2024, the Budget and Audit Committee received follow-up recommendations from the Measure U Committee regarding the FY2024/25 Budget priorities. The Budget and Audit Committee directed staff to fund one of the recommendations that would allow the Measure U Committee to host two focus groups.

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

Financial Considerations: The following forecast reflects the Budget as submitted with the adjustments listed in the Budget Adjustment Recommendations section above.

File ID: 2024-00826 6/11/2024 Public Hearing Item 23.

Local Business Enterprise (LBE): Not applicable.

SBI #
Date of
Request District Request Department (s) Status
1 4/9/2024 3,8 Key performance indicators (KPIs) that the City collects for Council review.

City Manager's Office Submitted as
Supplemental
Material for 5pm
5/7/2024 City Council
Meeting
2 5/2/2024 4 Additional staffing information on Police
Department's reductions. How many people in the
specified divisions/units conduct the work that's in
the proposed reductions? Would like to see
organizational charts.

Police Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
3 5/2/2024 4 Police's Departments Overtime Policy – Would like to see General Orders, Callback guidelines, OT
guidelines, etc.

Police Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
4 5/6/2024 1 Various revenue increase questions Youth, Parks and Community Enrichment
(YPCE)
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
5 5/6/2024 1 What is the impact of the $87,000 reduction of funding for the Museum of Science and Curiosity?
Convention and
Cultural Services
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
6 5/7/2024 1 What would be the cost savings for the two YPCE items for the reduction of Recreation Aide positions
and reducing ten non-hub pools and impact to
services?
YPCE Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
7 5/7/2024 1 For the deletion of the three positions from the Finance Dept - what would be the impact to
services for the deletion of one position and costs
savings?
Finance Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
8 5/7/2024 1 What is the current status of Homeless Housing, Assistance and Prevention (HHAP) funding and the
restoration of funding with prior year unspent
HHAP?
Finance Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
FY2024/25 Supplemental Budget Information (SBI) Log
Gray = Previously Delivered and White = To Be Delivered (items not complete by Budget Adoption will be added to the Council follow up log) SBI #
Date of
Request District Request Department (s) Status
9 5/7/2024 1 What would be the impact to services if these positions (vacant positions for eCAPS, 311, Code
Enforcement, City enterprise data, Network and
Telecom Team, etc.) were cut? Would there be any
cost savings if the City were to contract out for
these services?
** Updated since 5/9/2024 release **
Information Technology
(IT)
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
10 5/7/2024 1 Please provide more information on why the reduction in funding for service needs from
Downtown Sacramento Partnership (DSP) was not
included in the Proposed Budget.

Convention and
Cultural Services (CCS)
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
11 5/6/2024 1 Additional information on the current Streetscapes Maintenance contracts and terms related to the
$300,000 increase BCP request.

Public Works (PW) Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
12 5/7/2024 Mayor Do you have any background on the youth stipends- based programming reduction proposed in this item
(approx. $121,500)? Which Youth Workforce
Programs are impacted? The ones through
Community Centers, Summer @CH, or others?
YPCE 1st question emailed
directly to Mayor staff.
2nd question answered
at 5pm 5/7/2024 City
Council Meeting
13 5/7/2024 4 List of continuing programs that received one-time funding of ARPA dollars
Finance Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
14 5/7/2024 Mayor, 1,
3, 8
Additional information on the current fee waiver and
scholarship programs and details on how the new
scholarship program will be administered.

YPCE Information provided at
5pm 5/7/2024 City
Council Meeting.

Submitted directly to
Council and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
15 5/13/2024 1 Additional Information on the 2017/18 Facility Condition Assessment. Why were only 50% of the
buildings evaluated? Is there a breakdown of the
assessment by district?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
16 5/13/2024 1 Additional information on the Meadowview Remediation Program. When was the property
acquired and how much funding has been spent on
the contaminated soil?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
SBI #
Date of
Request District Request Department (s) Status
17 5/13/2024 1 City Facility Reinvestment Program - Have projects been identified for the $2.2M funding allocated to
the program?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
18 5/13/2024 1 Fleet Alternative Fuel Equipment Replacement Program – Is there any revenue generated with
installation of EV equipment? Do we know how
much funding is being expended for electricity by
using this equipment?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
19 5/13/2024 1 IT Equipment Replacement Program – To fund this program, departments are charged for
telecommunications and other hardware
replacement costs based on usage citywide. The
“user fee” will be charged to all departments – what
are the current fees that departments are paying?
Will these fees be raised to cover costs?
IT Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
20 5/13/2024 1 Citywide Fiber Expansion Program – When was the last time that we updated this infrastructure? How
much funding are we receiving from fiber lease
revenues through Los Rios and Sacramento
libraries?
IT Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
21 5/13/2024 1 Enterprise Resource Planning (ERP) Systems Replacement Program – Prior expenditures $17.8M
- over what time period have we spent these funds
for eCAPS?
IT Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
22 5/13/2024 1 Body Worn Camera (BWC) and Conductive
Electrical Device Program – How much funding did
PD receive through the federal grant for the BWC?
Is this funding anticipated to be recurring and how
much equipment can be purchased with the funds?
Police Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
23 5/13/2024 1 Fire Safety Equipment Program - How frequently does CalOSHA require equipment to be replaced?
Fire Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
24 5/13/2024 1 For the Safe Convention Center and Memorial Auditorium – is there data available to see how
many events are held annually, how much funding
is received through ticket sales, and how many
attendees attend annually?
CCS Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
25 5/13/2024 1 Sutters Landing Park Program – For the conversion of Sutters Landing to a regional park, what is the
timeline of completion for the amenities plan and
construction? What type of public engagement will
take place for input into the amenities? When will
that outreach begin?
YPCE Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
SBI #
Date of
Request District Request Department (s) Status
26 5/13/2024 1 Citywide Park Improvement Program – What improvements will be made at Granite Regional
and Land Park? What was the selection process
with determining which parks receive
improvements through the impact fees?
YPCE Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
27 5/13/2024 1 Recreation Facility Improvements – Why has there been no progress on this project considering that it
started July 2016? What has all the funding been
obligated on?
YPCE Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
28 5/13/2024 1 Art in Public Places (APP) Program – How much funding from the 2% set-aside of eligible
construction projects was received in 2023? For the
North Natomas Community Plan and North
Sacramento Community Plan – what public
engagement and outreach is going to take place to
ensure that residents have input in artworks that
represent their community? When will this outreach
take place?
YPCE / CCS Submitted as
Supplemental
Material for 5pm
6/11/2024 City Council
Meeting
29 5/13/2024 1 Pedestrian and Bike Trail Repair and Maintenance - Is there a list available to see the schedule of
projects that will receive maintenance?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
30 5/13/2024 1 North Natomas Freeway Monitoring Program - When was the last time that monitoring of on/off
ramps took place to see how traffic has been
impacted by growth in North Natomas?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
31 5/13/2024 1 Base CIP Contingency Drainage Program - Has there been any recent projects where unforeseen
conditions arise and required funds to come out of
this program?
Department of Utilities
(DOU)
Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
32 5/13/2024 1 Drainage Sump Replacement and Rehabilitation Program - 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?
DOU Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
33 5/13/2024 1 Landfill Site Closure Program - 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?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
34 5/13/2024 1 Backflow Prevention Device Program - What time of the year does this annual work take place? How
long does testing take to complete?
DOU Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
SBI #
Date of
Request District Request Department (s) Status
35 5/13/2024 4 Provide data indicating the reason for using overtime (per General Order 252.02).

Police Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
Additional data
submitted as
Supplemental
Material for 5pm
6/11/2024 City Council
Meeting
36 5/14/2024 1 Active Transportation Program - What is funded through this program?
PW Submitted as
Supplemental
Material for 5pm
5/21/2024 City Council
Meeting
1 Supplemental Budget Information – Item 1

Question: Key performance indicators (KPIs) that the City collects for Council review.

Response:

Citywide Departments have been tracking core services and programs for many decades. Departments use this data for benchmarking and informing management decisions – namely seeking efficiencies and tracking trends.

Overview of the City’s Performance Measures Program

The City Manager’s Office (CMO), in 2017, hired a Special Projects Manager to oversee and assist departments in effectively using data as a tool to drive management decisions. At that time, departments tracked more than 1,000 performance measures. In collaboration with the CMO, departments enhanced their focus and reduced that number to approximately 500 performance measures.

Many performance measures are specific to an individual division and only reviewed by division managers and/or Department Directors due to the granularity of detail. For example, the Department of Utilities tracks the condition of the City’s water pipe infrastructure – among many other metrics – using the following variables: a) Inspection Miles, b) Water Mainline Survey Miles, c) Total Miles of Pipe Inspected by Division, and d) Leaks per Mile. While data at this level of detail may be useful to division managers, they do not necessarily inform strategic citywide management decisions until they are translated into higher-level business intelligence and insights.

Of the roughly 500 performance measures, approximately 80 were identified to have Citywide operational significance and are published internally to a CMO Executive Dashboard.

City Budget Includes Baseline Performance Measures

For nearly 15 years, the City’s Budget document has included performance measures for each department. The FY2024/25 Proposed Budget contains a total of 88 performance measures and are presented at the end of each individual department’s section of the budget document. Because these performance measures are regularly updated, they may serve as a basis for considering which performance measures might be labeled as citywide key performance indicators (KPIs).

Table 1 at the end of this document is an inventory of the performance measures included in both the FY2024/25 Proposed Budget and CMO Executive Dashboard from departments that report to the City Manager.

2 City’s New Data and Analytics Office was Recently Established to Tackle Challenges Resulting from the City’s Abundance of Data

“Big data" has transformed the way we think about information, offering vast opportunities for innovation, problem-solving, and strategic decision-making. City data is generated from numerous sources, including sensors, work order and financial systems, customer relationship management (CRM) tools, contractor and performance reports, and many other application databases. The sheer volume, variety, and velocity of accessible data means that we have more data than we can currently put to good use.

Simply having a large volume of data is not enough; it is the ability to derive insights and use those insights to make meaningful data-driven decisions that truly matter.

Recognizing these challenges, the City’s Information Technology (IT) Department established a new Data and Analytics Office (DAO) earlier this year. One of the DAO’s first priorities is to develop a Data Strategy and Governance Plan for the City. This strategy aims to improve business-level decision making by governing how the City acquires, manages, stores, shares, and uses its data and analytics. While implementation of this strategy will help automate the collection and reporting of many City performance measures, the City will need to be strategic in prioritizing which data pipelines it wants to focus on improving.

City staff is prepared to assist and/or present in greater detail for further discussion and direction with City Council.

3 Table 1: Inventory of City Performance Measures1

FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
City Manager’s Office
Office of Innovation &
Economic Development
Number of businesses in
the city

Number of jobs in the city

Employment rate

Total investments made in
Sacramento, by building
permit valuation

Community Development
Animal Care Services
Division

Building Division

Percent of animals that are
adopted, transferred, sent
to rescue, or returned to
owner (live release rate)

Percent of development
inspections performed on
the day scheduled

Live Release Rate for Cats
and Dogs

Number of Hours until
Completion of First
Response for a Priority 1
Call

Number of Days until
Completion of First
Response for a Priority 2
Call

Number of Days until
Completion of First
Response for a Priority 3+
Call

1 When similar measures are published to both the Budget and CMO Executive Dashboard, they appear on the same line.
4 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Code Enforcement
Division

Planning Division
Percent of residential
building permits issued
within two days

Percent of vehicle cases
closed within 21 Days

Percent of director-level
planning files completed
within 90 days

Percent of Vehicle Cases
Closed within 21 Days

Percent of Code Cases
Closed through Voluntary
Compliance

Percent of Code Liaison
Cases Closed within 30
Calendar Days

Percent of Graffiti Cases
Closed within 21 Calendar
Days
Community Response2
Number of 311 calls
responded to

Number of unique clients
services provided

Number of Homeless
Management Information
System (HMIS)
enrollments

Number of rapid
placements
Number of 311 Calls
Received

Number of 311 Calls
Closed

Number of Client
Engagements

Number of Homeless
Management Information
System (HMIS)
Enrollments

Number of Rapid
Placements

2 The Department of Community Response was not established at the time the CMO Executive Dashboard was created. Performance measures included in the public Homelessness Response Dashboard are instead listed in the CMO Executive Dashboard column. 5 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Number of Coordinated
Access System (CAS)
Referrals

Number of Homeless
Manage

Number of Compliances
Obtained by Code
Violation (from PD)

Number of
Arrests/Citations (from PD)

Number of Vehicles Towed
(from Code Enforcement)

Number of Vehicles
Tagged (from Code
Enforcement)

Number of Trash-related
Calls Received

Number of Trash-related
Calls Closed

Pounds of Trash Removed

Convention and Cultural Services
Convention Center
Complex Division

Number of events and
performances

Number of tickets sold

Amount of total revenue of
in-house vendors

Operating Net Results

Venue Occupancy Rate

6 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Crocker Art Museum
Division

Center for Sacramento
History Division

Office of Arts and Culture
Division – Public Art
Program

Office of Arts and Culture
Division – Any Given Child
Program

Number of attendees

Number of memberships

Number of researcher
interactions (in-person,
online, by phone)

Number of users
accessing online records

Number of items listed in
collection’s databases

Number of exhibitions
produced

Number of artworks
conserved, maintained, or
repaired

Number of public art
projects in completed
(installed)

Number of permanent art
projects in progress

Number of special events,
workshops and lectures

Number of arts education
school assemblies
organized

Number of participants
reached through arts
education school
assemblies

Number of professional
development events for
7 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Office of Arts and Culture
Division – Cultural Arts
Awards (CAA) Program

Office of Arts and Culture
Division – Film and Media
artists and classroom
teachers

Number of arts and
classroom teachers served
in professional
development

Number of students served
in six- or 10-week
residences

Number of CAA grantees

Amount of CAA grants
awarded

Number of in-person
attendees

Number of digital
attendees

Amount of total
expenditures by arts
organizations

Number of paid positions
(FT, PT, independent
contractors) by arts
organizations

Number of film permits
issued

Number of film days

Amount of total spending
by production companies
in Sacramento

Number of local hires

8 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Number of hotel nights

Finance
Accounting Division

Finance Administration
Division

Procurement Division

Percent of vendors paid
within 30 days

Number of days for
Accounting to review and
approve a vendor invoice
and process a payment

Amount of total “Prompt
Payment” discounts taken

Amount of total "Prompt
Payment" discounts lost

Percent of discounts taken

Obtain unmodified audit
opinion on Annual
Comprehensive Financial
Report (ACFR)

Obtain Government
Finance Officers
Association Certificate of
Achievement for ACFR

Proposed balanced budget
presented to City Council
60 days prior to the
beginning of the fiscal year

Obtain California Society
of Municipal Finance
Officers Operating &
Capital Budgeting Awards

Number of days for
Procurement Services to
Percent of Vendors Paid
within 30 Days of Invoice
Receipt

Dollars Saved through
Prompt Payment Discount

Dollars Lost through
Failure to Meet Prompt
Payment Condition

9 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Revenue Division
review a requisition and
issue a purchase order

Percent of delinquent
receivables collected

Dollar Amount of
Purchases Made via P-
Card/Credit Card as
Percentage of All
Purchases

Business Operations Tax
(BOT) Total Dollars
Collected

Fire
Emergency Operations
Division

Average response time

Unit Hour Utilization (UHU)

Percent Average of
Engines Arriving on Scene
within 240 Seconds (4
Minutes) 1st in District

Percent Average of
Engines Arriving on Scene
within 240 Seconds (4
Minutes) Out of District

Average Time of Engine
Arriving on Scene
(Seconds) - Out of District

Average Time of Engine
Arriving on Scene
(Seconds) - 1st in District

Percent of Billing Rate
Recovered for Medical
Transport
10 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Fire Administration Division

Percent of fire plan reviews
completed on time

Number of Development
Services fire inspections
conducted

Percent of Fires Contained
to Room of Origin

Percent of Calls within 90
Seconds (Engine Turnout
Time)

Percent of Inspections
Completed within 2-Week
Time Frame Target

Percent of Investigations
with a Determined Fire
Cause

Percent of Arson/Fire
Related Crime Cases
Cleared

Human Resources
HR Administration Division

Labor Relations Division

Risk Management
Administration
Percentage of EEO and
ADA complaints resolved
resulting in cause and/or
monetary settlements

Percentage of grievances
that come to the
Department and are
resolved internally

Maintain number of City-
owned vehicle related
claims against the City
under 120

Total Number of EEO
Cases

Auto Liability - Number of
Claims per Million Miles
Driven for City Vehicles

Workers Comp - Number
of Works Comp Claims
times Payroll
11 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

General Liability - Number
of Liability Claims times
Payroll

Information Technology (IT)
311 Division

Regional Support Division

IT Operations Division

Enterprise Applications
Division
Percent of 311 calls that
are answered

Percent of respondents
rating the quality of IT
service as good or
excellent

Percent of network
services available – public
safety systems

Percent of network
services available – all
other systems

Percent of enterprise
database systems
available

Percentage of Calls
Answered per Month

Percentage of Calls
Handled within Service
Level

Customer Satisfaction
Overall Ratings of Very
Satisfied or Satisfied

Customer Satisfaction
Ratings for
Professionalism and
Understanding

Percent of Respondents
Rating the Quality of IT
Services as Good or
Excellent

Percent of Network Uptime

Number of Datasets
Published on Open Data
Portal

12 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Police
Department-wide

Field Services Division
Part 1 crimes per 1,000
residents

Part 1 crimes reported per
sworn full-time equivalent
(FTE) position

Percent of sworn SPD
employees who are
women or minorities

Percent of new hires into
sworn or Hiring Pipeline
Program vacancies that
are women or minorities

Median response time for
priority 2 and 3 calls
(mm:ss)

Percent of 911 calls
answered within 15
seconds

Number of Part 1 Crimes

Average Response Times
(minutes)

Percent of 9-1-1 Calls
Answered within 15
Seconds

Number of Incoming Calls
Received

Duration of Longest 9-1-1
Ring (seconds)

Number of Overtime Hours

Number of Sworn Police
Staff

Public Works
Facilities & Real Property
Management Division

Percent of all facility work
order requests completed
within a 30-day
performance standard

Time to Complete
Maintenance Work Orders
Received

13 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Fleet Management
Division

Maintenance Services
Division

Parking Services Division

Marina Division

Recycling & Solid Waste
Division

Percent of Vehicles
Available for Service at
6:00 a.m.

Percent of alternative
fueled vehicles purchased

Percent of roads with a
Pavement Condition Index
above 70 (good rating)

Percent of 311 service
requests for potholes
responded to within 48
hours

Percent of tree inventory
pruned per annual cycle

Revenue generated per
parking meter

Marina slips occupancy
rate

Percent of City collected
waste diverted from landfill

Number of Maintenance
Work Orders Received

Percent of Vehicles
Available for Service at
6:00 a.m.

Percent of alternative
fueled vehicles purchased

Percent of 3-1-1 Service
Requests Responded by
Goal (Pavement) - Goal:
48 Hours

Percent of 3-1-1 Service
Requests Responded by
Goal (Sidewalk) - Goal: 72
Hours

Percent of Reported Meter
Malfunctions (compared to
successful transactions)

Number of Parking
Citations Issued (as a
result of 3-1-1 dispatches)

Number of Complains
Received from Residents
14 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Engineering Services
Division

Transportation Division
Number of complaints of
missed pickups per 1,000
containers

of Missed Container
Pickups per 1,000
Accounts

Average # of Days to
Remove a Reported Illegal
Dumping Pile

Illegal Dumping Tons
Disposed

Percent of Public Works
Private Development Off-
Site Plan Check On-Time
Reviews

Percent of Public Works
Private Development On-
Site (Building Permit) Plan
Check On-Time Reviews

Number of Public Works
Private Development Off-
Site & On-Site (Building
Permit) Plan Check
Reviews

Number of Fatalities

Number of Killed or
Seriously Injured

Number of Killed or
Seriously Injured on High
Injury Network

Number of Reported
Collisions

Utilities
Business Services Division

Average call center wait
time

15 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Engineering & Water
Resources Division

Operations & Maintenance
Division
Percent of water
conservation achieved
(year-over-year)

Number of Sanitary Sewer
Overflows (SSOs) per 100
miles of pipe

Youth, Parks, & Community Enrichment
Park Operations Division

Park Safety Division

Park Planning &
Development Services
Division

Park maintenance cost per
acre

Number of developed park
acres maintained per FTE

Number of volunteer hours
managed per developed
park acre

Number of safety calls
responded to per Park
Ranger

Number of On-Demand
Service Requests
Responded to within 2
Business Days

Percent of On-Demand
Work Orders Responded
to within 2 Business Days

Number of Pounds of
Debris Removed from
Homeless Clean-ups

Number of Calls
Responded to Monthly

Number of Crime Related
Calls per Month

Percent of Comment
Letters for Development
Project Review Delivered
by Comment Period
Deadline
16 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures

Landscape & Learning
Program

Percent of Commercial
Landscape Plans
Reviewed within Permit
Cycle Deadlines

Percent Over or Under
Timeline Target for
Completing Park
Improvements, New Park
Development or Parks
Rehab

Response Time (in Days)
for Sending Out Park
Planning Comment Memos
for Development Project
Application Review

Attrition Rate of Applicants
Hired

Number of Applicants
Received

Number of Placements
Made

Supplemental Budget Information – Item 2

Question: Additional staffing information on Police Department's reductions. How many people in the specified divisions/units conduct the work that's in the proposed reductions? Would like to see organizational charts.

PD does not have organization charts with the level of detail requested. However, the below table outline the magnitude of the staffing reductions on the affected units/teams, resulting in decreased capacity to sustain current service levels.

Current
FTE
FTE
Reduction
Adjusted
FTE
%
Change

20.00 (10.00) 10.00 -50%
671.50 (210.00) 461.50 -31%
120.00 0.00 120.00
811.50 (220.00) 591.50 -27%
Type Unit Reduction
Level Budget ID FY2024/25
Proposed Classification Current
FTE
FTE
Reduction
Adjusted
FTE
%
Change
2 ND12 N Police Sergeant 1.00 (1.00) -
2 ND12 N Police Officer 6.00 (6.00) -
a Subtotal 7.00 (7.00) - -100% 2 ND13 N Police Lieutenant 1.00 (1.00) -
Police Sergeant 1.00 1.00
4 ND44 N Police Officers 13.00 (6.00) 7.00
a Subtotal 15.00 (7.00) 8.00 -47% Police Sergeant 2.00 2.00
3 ND27 N Police Officers 14.00 (2.00) 12.00
a Subtotal 16.00 (2.00) 14.00 -13% Police Sergeant 1.00 1.00
4 ND51 N Police Officers 10.00 (4.00) 6.00
a Subtotal 11.00 (4.00) 7.00 -36% Police Captain 1.00 1.00
2 YD46 Y Public Safety Communications Manager 1.00 (1.00) - Supervising Dispatcher 3.00 3.00
4 ND40 N Dispatcher I/II 80.00 (12.00) 68.00
4 ND40 N Dispatcher III 12.00 (2.00) 10.00
a Subtotal 97.00 (15.00) 82.00 -15%
Police Sergeant 1.00 1.00
4 ND53 N Police Officers 5.00 (2.00) 3.00
a Subtotal 6.00 (2.00) 4.00 -33% Police Chief 1.00 1.00
4 ND47 N Deputy Police Chief 3.00 (1.00) 2.00
a Subtotal 4.00 (1.00) 3.00 -25% Police Sergeant 1.00 1.00
4 ND52 N Police Officers 10.00 (1.00) 9.00
a Subtotal 11.00 (1.00) 10.00 -9% 4 ND41 N Community Service Officer I/II 46.00 (46.00) - a Subtotal 46.00 (46.00) - -100% 4 ND55 N Police Sergeant 3.00 (1.00) 2.00
4 ND55 N Police Officers 12.00 (4.00) 8.00
a Subtotal 15.00 (5.00) 10.00 -33% 3 ND24 N Police Sergeant 1.00 (1.00) -
3 ND24 N Police Officers 3.00 (3.00) -
a Subtotal 4.00 (4.00) - -100% Police Lieutenant 1.00 1.00
2 YD48 Y Police Sergeant 6.00 (1.00) 5.00
2 YD48 Y Police Officer 7.00 (4.00) 3.00
Administrative Analyst 1.00 1.00
Administrative Technician 1.00 1.00
a Subtotal 16.00 (5.00) 11.00 -31%
Reduction Bike Patrol
Included in FY2024/25 Proposed
Not Included in FY2024/25 Proposed
Other Positions in Impacted Units Not Proposed for Reduction Total
Elimination Advanced Officer Training
Reduction Backgrounds & Recruiting
Reduction Burglary Investigations
Reduction Communication Center
Reduction Criminal Intelligence Unit
Reduction Executive Staff
Reduction Gang Investigations
Elimination Hiring Pipeline
Reduction Homicide Investigations
Elimination Human Trafficking
Reduction Internal Affairs

Type Unit Reduction
Level Budget ID FY2024/25
Proposed Classification Current
FTE
FTE
Reduction
Adjusted
FTE
%
Change
Police Sergeant 1.00 1.00
2 ND16 N Police Officer 10.00 (1.00) 9.00
a Subtotal 11.00 (1.00) 10.00 -9% 4 ND43 N Police Officer 5.00 (5.00) -
a Subtotal 5.00 (5.00) - -100% Police Sergeant 1.00 1.00
4 ND48 N Police Officer 6.00 (2.00) 4.00
a Subtotal 7.00 (2.00) 5.00 -29% 3 ND23 N Police Officer 2.00 (2.00) -
a Subtotal 2.00 (2.00) - -100% Police Captain 1.00 1.00
3 ND25 N Police Lieutenant 4.00 (1.00) 3.00
a Subtotal 5.00 (1.00) 4.00 -20% 4 ND50 N Police Clerk I/II 17.00 (7.00) 10.00
4 ND50 N Police Clerk III 2.00 (1.00) 1.00
a Subtotal 19.00 (8.00) 11.00 -42% 2 ND17 N Police Sergeant 1.00 (1.00) -
2 ND17 N Police Officer 4.00 (4.00) -
a Subtotal 5.00 (5.00) - -100% Administrative Analyst 2.00 2.00
4 ND42 N Senior Staff Assistant 1.00 (1.00) -
a Subtotal 3.00 (1.00) 2.00 -33% Police Sergeant 1.00 1.00
2 YD49 Y Police Officer 2.00 (1.00) 1.00
Administrative Analyst 1.00 1.00
2 YD49 Y Media Production Specialist 2.00 (1.00) 1.00
Media & Communications Specialist 1.00 1.00
a Subtotal 7.00 (2.00) 5.00 -29% Police Captain 4.00 4.00
4 ND49 N Police Lieutenant 13.00 (5.00) 8.00
Police Sergeant 43.00 43.00
4 ND58 N Police Officer 269.50 (13.00) 256.50
2 ND11 N Community Service Representative I/II 3.00 (3.00) 0.00 a Subtotal 332.50 (21.00) 311.50 -6%
4 ND56 N Police Sergeant 3.00 (3.00) -
4 ND56 N Police Officers 13.00 (13.00) -
a Subtotal 16.00 (16.00) - -100% 2 ND10 N Police Sergeant 1.00 (1.00) -
2 ND10 N Police Officer 3.00 (3.00) -
a Subtotal 4.00 (4.00) - -100% Police Sergeant 1.00 1.00
Police Officer 2.00 2.00
2 ND9 N Administrative Analyst 2.00 (1.00) 1.00 Administrative Technician 1.00 1.00
a Subtotal 6.00 (1.00) 5.00 -17% Administrative Officer 1.00 1.00
Senior Police Records Supervisor 3.00 3.00
Police Records Supervisor 7.00 7.00
Police Records Specialist III 3.00 3.00
3 ND22 N Police Records Specialist I/II 46.00 (13.00) 33.00 a Subtotal 60.00 (13.00) 47.00 -22% 4 ND45 N Police Officers 2.00 (2.00) -
a Subtotal 2.00 (2.00) - -100% 4 ND46 N Police Sergeant 2.00 (2.00) -
4 ND46 N Police Officers 14.00 (14.00) -
a Subtotal 16.00 (16.00) - -100% 3 ND26 N Police Sergeant 1.00 (1.00) -
3 ND26 N Police Officer 9.00 (9.00) -
a Subtotal 10.00 (10.00) - -100% 2 ND14 N Police Captain 1.00 (1.00) -
Police Lieutenant 2.00 2.00
Police Sergeant 3.00 3.00
Police Officer 16.00 16.00
a Subtotal 22.00 (1.00) 21.00 -5% Administrative Officer 1.00 1.00
Administrative Analyst 1.00 1.00
2 YD47 Y Records Supervisors 2.00 (2.00) -
Police Records Specialist I/II 10.00 10.00
a Subtotal 14.00 (2.00) 12.00 -14%
4 ND57 N Police Sergeant 3.00 (2.00) 1.00
4 ND57 N Police Officers 12.00 (4.00) 8.00
a Subtotal 15.00 (6.00) 9.00 -40% 4 ND54 N Police Officers 2.00 (2.00) -
a Subtotal 2.00 (2.00) - -100% Grand Total 811.50 (220.00) 591.50 -27%
Reduction K9
Elimination Magnet Academy
Reduction Major Collision Investigations
Elimination Marine Unit
Reduction Metro Command Staff
Reduction Misc Professional Staff
Elimination Mounted Unit
Reduction Office of the Chief:

Professional Staff
Reduction Office of the Chief:

Public Information Office
Reduction Patrol Operations
Elimination Problem Oriented Policing
Elimination Professional Standards:

Force Investigations Team
Reduction Professional Standards:

Policy Team
Reduction Records
Elimination SAFE Team (Sexual Assault)
Elimination SWAT
Elimination Traffic Enforcement
Reduction Training Division
Reduction Transparency Team
Reduction Violent Crime Reduction
Elimination Warrants/Missing Persons
Supplemental Budget Information – Item 3

Question: Police's Departments Overtime Policy – Would like to see General Orders, Callback guidelines, OT guidelines, etc.

Here is the list of policies that discuss overtime:

GO 220.04 Equal Employment Opportunity
GO 240.01 Court Appearance
GO 240.04 AIDS Petition & Declaration
GO 240.06 Legal Interview Requests
GO 251.01 Sick/Special/Parental/Bereavement Leave
GO 252.01 Time Charging
GO 252.02 eCAPS Timesheet Submittal & Approval
GO 253.01 Special Compensation
GO 255.09 Modified Duty
GO 257.02 Physical Fitness Program
GO 510.14 Unit Identifiers (Redacted)
GO 532.13 After Action/Debriefing Reports
GO 580.04 Firearms
OOI 510.01 Unsupervised Field Investigation
OOO 130.07 Traffic Duties
OOO 253.01 Overtime
OOO 510.03 Procedure for Code 7

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 240.04
240.04

AIDS PETITION AND DECLARATION
09-16-91

PURPOSE
To establish procedures for employees who have had contact with persons, in which an exchange of bodily fluids may have occurred, to determine if they have contracted the AIDS virus.

POLICY
To provide legal processes to employees who may have been exposed to the AIDS virus in the line of duty. These processes are intended to provide an oppor tunity for employees to determine if they have been infected with the AIDS virus.

PROCEDURE
A. GENERAL

1. Current law and court decisions regardi ng AIDS testing address ONLY processes involving persons who have been crimina lly charged and certain other persons.

2. This Order shall be updated according to significant changes in the law.

3. The Office of Technical Services (OTS) s hall ensure the availabi lity of AIDS Test Packages to each office.

4. Each Office shall establish procedures to ensure an adequate supply and distribution of AIDS Test Packages.

B. DOCUMENTATION

1. Employees who, during the course of duty, have had contact with persons in which an exchange of bodily fluids may have occurred, s hall inform their supervi sor of the incident and obtain an AIDS Test Package which contains:
a. a Report of Industrial Injury (WC001).
b. an Employee's Claim for Workers' Compensation Benefits (DWC 1). c. an Employee Contact With Bodily Fluid (SPD 184), for each subject involved.

The completed form shall provide the following:
(1) The name of the subject involved.
(2) Names of witnesses to the incident.
(3) A narrative of the incident.
(4) The subject's statement, if possible.
(5) The subject's response to voluntary blood testing.
(6) A statement that the "Employee requests blood testing by the County Health Officer".
d. a Consent for AIDS Test (SPD 185).
e. anAuthorization for Blood Test (SPD 189).
f. a Petition For Order To Test Accused' s Blood, used when the subject will not volunteer for blood testing. The Petition shall contain:
(1) an outline of circumstances of the bodily fluid transfer. (2) the employee's desire for blood testing of the arrestee. (3) facts enabling the court to dete rmine probable cause for the test. g. a Declaration In Support of Petition, which states the employee's willingness to testify, and the circumstances of the case.

2. While all the documents in the AIDS Test Pa ckage are not used in every case, they shall ALL be completed at the time of the exposure, so all the procedural steps described below, which MAY occur, will be covered. Subjects may agree to, or refuse, blood testing at the time of the exposure, then reverse the decis ion when contacted at a later date.

3. After completion, the AIDS Package shall be returned to the supervisor.

C. TESTING FOR AIDS

1. A blood test can be obtained, without petit ioning the court in the following cases:
a. If the subject is an arrestee and:
1 OF 3

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 240.04
(1) is hospitalized, or is treated at a hospital, and volunteers for testing, testing can be done by the hospital staff. The hospital staff will confidentially notify the em ployee only if the test is positive. Employees MUST first notify the Emergency Room staff of the incident, and complete the required entries on the Infectious Disease Notification Log. (2) is not hospitalized, or treated at a hospital, and volunt eers for testing, testing can be done at the Sobriety Testing Station. The Health Department's staff will c onfidentially notify the employee only if the results of the test are positive.
b. If the subject is not an arrestee and:
(1) is hospitalized, and volunteers for testing, the hospital will take the blood sample and confidentially notify the empl oyee only if the results of the test are positive. Employees must first notify the Emergency Room staff of the incident, and complete the required entries on the Infectious Disease Notification Log.
(2) is injured, treated at a hospital but not hospitalized, and volunteers for testing, the hospital will take the blood sample and confidentially notify the employee if the results are positive. Employees must first notify the Emergency Room staff of the incident, and complete the required entries on the Infectious Disease Notification Log.
(3) is not injured, and volunteers for testing, the subject will have to use private resources for testing and notifi cation. (If the subject has a change of mind after volunteering for testing, consult the City Attorney regarding any changes in the law which may cover this circumstance.) c. If an incident becomes a Coroner's case:
(1) officers may telephone the Coroner's office as soon as practical and provide necessary information on t he incident to the Coroner's staff. (2) the County Health Department staf f will confidentially notify the employee if results are positive.

2. If the subject is an arrestee and does not volunteer for blood testing, whether injured or not, a Petition must be filed with the City Attorney.

Note: If the arrestee is incarcerated, the Pe tition may go to either the County Health Officer or to the Court.

3. If the subject is not an arrestee, is not in jured and does not volunteer for blood testing, employees should consult the City Attorney regarding any changes in the law which may cover this circumstance.

D. PROCESSING

1. It is the responsibility of the employee to start the petition proces s. Employees shall be given release time to meet with the City Attorney or to appear in court regarding the petition process. However, no overti me is authorized for such purposes.

2. As described in paragraph B2, ALL documents in the AIDS Package should be completed at the time of the incident to prec lude loss of information in the event samples are misplaced, records destroyed, subjects change their minds, etc.

3. After ensuring that ALL forms in the AIDS Package are completed, supervisors shall:
a. immediately discuss the situation with the subject, request their consent for blood testing for the AIDS virus and write the subject's response on the appropriate forms.
b. tell the employee of t he subject's response and ensure that the employee understands the processes, including the possible need to file a Petition and Declaration.
c. forward the AIDS Package, with appropr iate Police Reports, to the Personnel Services Division (PSD) within 2 working days.

4. If the subject was not tested, the PSD sha ll take the following actions within three working days of the receip t of the AIDS Package:
a. Review the Report of Industrial In jury, Employee's Claim for Workers' Compensation Benefits, Empl oyee Contact With Bodily Fluids, Authorization For Disclosure, and Consent For AIDS Test forms.
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SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 240.04
b. Notify the employee of the Petition and Declaration process and refer the employee to the City Attorney.
c. Forward the Petition and Declaration package to the City Attorney. d. Forward the AIDS Test Package to the County Health Officer, if appropriate (i.e. when the individual is incarcerated).

5. Current agreements require the County Health Officer to review the reports and forms for follow-up action and prepare a justification report if indicated. a. Based upon the follow-up by the County Health Officer:
(1) the subject or the employee may appeal the action taken by the County Health Officer within 3 days.
(2) if appealed, the County Health Office r convenes a panel to determine the case. The decision of the panel is final and exhausts all administrative efforts to have the blood test performed.
(3) if no appeals are filed, the blood test can be administered. The Health Department's staff will confidentially notify the employee if the results of the test are positive.
b. The County Health Officer will confidentially notify t he employee of the panel's decision so it will be k nown if the City Attorney will have to present the documentation to the court.

6. City policy requires the City Attorney to:
a. represent the employee during the court process.
b. assist the employee in presentation of the Petition, Declaration, and the case to the court.
c. contact the PSD if more information is needed.
3 OF 3

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 255.09
1 OF 2
255.09

MODIFIED DUTY
05-01-02

PURPOSE
To establish procedures for assigning employees to modified/light duty.

POLICY
To assign employees returning to duty from an ill ness, injury, or pregnancy, to assignments, when available, which are within the scope of their medical restrictions, until they are fit to return to regular duty.

PROCEDURE
A. DEFINITION
MODIFIED DUTY - An assignment not requiri ng performance of the full range of duties associated with the regul ar job classification.

B. MODIFIED DUTY ASSIGNMENT

1. Employees who are pregnant, returning to duty from an illness, injury, or who have failed the annual physical performance te st, may return to work on modified duty if they have received clearance from the appropriate ph ysician, and the Depart ment chooses to accommodate a modified duty position as recommended by the physician.

2. Unless approved by the Chief of Police (C OP) or a designee, the Department shall not have permanent or long-term (over one (1) y ear) modified duty assignments. Temporary modified duty assignments may be available to employees who are returning to duty from an illness, injury, or who are pregnant, and are unable to perform their regularly assigned duties.

3. Modified duty assignments shall not:
a. be created solely to put employees back to work.
b. last longer than t he recovery period.

4. Employees may return to work on modified duty, even with crutches or other forms of walking aids, if the treati ng physician agrees and the empl oyee signs a Modified Duty Waiver (SPD 402).

5. Prior to beginning a modified dut y assignment employees shall:
a. contact the Personnel Serv ices Division (PSD), Office of Technical Services (OTS), as soon as possible and not later than the first duty day (Monday through Friday, 0800-1700) following clearance from their physician. b. present a Duty Status Report (SPD 165), signed by the employee's treating physician, specifying the nature of the limitation(s) for the employee, and the physical restrictions.

6. Office Chiefs shall keep the Captain, Personnel Services Division, informed of the need for employees on modified duty. Division co mmanders and section administrators shall inform their office chief of tasks or proj ects suitable for employees on modified duty status.

7. Officers assigned to the Office of Operati ons (OOO) who are eligible for a modified duty assignment shall be assigned to a Call Expeditor position, unless otherwise notified by the Deputy Chief of Police, OOO.

8. Modified duty assignments for other than OOO officers shall be made by the Captain, Personnel Services Division.

9. The Captain, Personnel Services Division, shall:
a. consider the needs of the Department.
b. determine if the employee assigned to m odified duty is permitt ed to drive a City vehicle or if other restrictions apply, i.e., attending training. c. place the employee in an appropriate modified duty assignment, if available. d. notify the employee, the employee's office chief, and the section of permanent assignment where the employee is temporarily assigned.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 255.09
2 OF 2
e. maintain and provide to c aptains/division managers and above:
(1) the names, classifications, and as signments of employees on modified duty and/or injured on duty status.
(2) the physical restrictions plac ed on the employee by the attending physician.
(3) the expected duration of modified duty.
f. monitor the medical progress of employees on modified duty status.

C. ACCOUNTABILITY

1. A Duty Status Report shall be required at least every 30 days while the employee is on modified duty. Employees who vi sit the physician more often shall submit a Duty Status Report after each visit.

2. Duty hours shall be at the discretion of the Di vision Commander where the employee is temporarily assigned.

3. Employees shall obtain their payche cks from their permanent assignment.

4. The supervisor of the m odified duty assi gnment shall:
a. have modified duty employ ees obtain their time sheets from their permanent assignment and submit the time sheets to the supervisor of their modified duty assignment.
b. submit the employee's ti me sheet during the modifi ed duty period utilizing job number REGTP 2424X (X corresponds to the last digit of the current fiscal year, i.e. July 1, 2001 to June 30, 2002 = 24242).
c. record the work hours of the employee on their roll call sheet as modified duty status, as applicable.
e. immediately report any absence of the em ployee of more than two (2) days to the PSD.

5. All probationary employees, including thos e with a pregnancy-re lated condition, assigned to a modified duty as signment, shall be subject to an extension of their probationary period per the Civil Service Board Rules.

6. Employees on Modified Duty shall not w ear uniforms. Refer to RM 430.01 Uniform and Grooming Standards for civilian attire requirements.

7. Refer to G.O. 240.01 for court appearance procedures.

8. A copy of the Duty Status Report shal l be filed in the employee's payroll file.

D. RETURNING TO FULL DUTY

1. Prior to returning to full duty, employees shall contact PSD. PSD shall contact City Human Resources (Workers' Compensation or Risk Management as appropriate) to obtain approval for the employee to return to fu ll duty status. [NOTE: This approval must be obtained prior to the employee returning to full duty status.] PSD shall notify the employee's unit/supervisor that he/she has been approved by City personnel to return to full duty.

2. Human Resources may request a medical exami nation by the City Ph ysician prior to the employee's return to work and release to full duty. No overtime shall be paid as a result of any medical treatment or examination.

3. Supervisors of both permanent and temporary assignments shall coordinate efforts to ensure proper time accountability of empl oyees. Supervisors of both assignments may agree to alter the procedures to accomm odate special circumstances, such as assignments of less than one (1) week.

4. Returning employees shal l be evaluated by their Comm and Officer for necessary refresher training (EVOC, ACB, firearms) and the physical performance test requirement prior to a return to full duty.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 257.02

257.02

PHYSICAL FITNESS PROGRAM
03-10-17

PURPOSE
The purpose of this order is to establish guidelines for employees represented by the Sacramento Police Officers Association (SPOA) who are voluntarily participating in the Physical Fitness Program (PFP) and take the annual Physical Preparedness Test (PPT).

POLICY
It shall be the policy of the Sacramento Police Department that eligible employees utilizing on-duty workout time participate in the annual PPT and document their workouts.

PROCEDURE
A. MAINTENANCE

1. The Sacramento Police Department shall allow on-duty workout time as part of the Physical Fitness Program (PFP).

2. Employees in the classification of Police Officer, Police Sergeant, Community Service Officer, Community Service Officer (Limited Term), and Dispatchers will be eligible to participate in the PFP.

B. PHYSICAL FITNESS PROGRAM

1. Employees will participate in a yearly fitness assessment to remain eligible for on-duty workout time. a. The Department Training Division shall administer the assessment. b. The Department’s Fitness Coordinator shall provide specific fitness programming as needed to assist participants in improving their overall health and fitness and/or to complete the assessments successfully.
c. The fitness assessment will be reviewed annually and may be altered based upon departmental needs and/or the recommendations from the Department’s Fitness Coordinator and with the concurrence of the SPOA.

2. To remain eligible for on-duty workout time, eligible employees shall complete the online workout log to document on-duty workouts.

3. Eligible full time employees are permitted 120 minutes of on-duty workout time per week. Eligible part time employees shall prorate workout time accordingly. The workout time includes the time required for the employee to shower and/or prepare for work.

4. Workout time may be revoked or suspended by the employee’s Division Manager for the following reasons:
a. Failure to regularly put forth a good faith effort in the program. b. Failure to abide by the program rules as set forth in this order. c. Willful participation in potentially dangerous exercises.

C. PHYSICAL FITNESS ASSESSMENT

1. The assessment will consist of the following:
a. A measured vertical jump.
b. The maximum amount of time the employee can perform a plank. c. A 300-meter sprint.
d. The maximum number of push-ups the employee can perform with no time limit on a 60-beat cadence.
e. A 1.5 mile run.

2. The results of each exercise will be documented for assessment and recognition purposes only.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 257.02

3. Alternative testing or a testing waiver may be provided to those employees with documented medical conditions that preclude them from participating in the PPT assessment.

D. ON-DUTY WORKOUT ACTIVITY

1. SPOA represented employees are encouraged to maintain a fitness level to reduce personal injury, promote good health and wellness, and to be able to meet the physical demands of their profession.

2. Unless otherwise stated in this order, on-duty workouts shall be conducted at a Sacramento Police Department facility.

3. Workouts at a personal gym or at home are not considered compensable.

4. Walking and/or running outside a police facility is allowed when a predetermined route is provided to the immediate supervisor. Additionally, a cellular telephone or police radio shall be carried in case of an emergency.
a. Walking or running in groups is encouraged for safety purposes. b. Employees walking or running at night shall wear reflective clothing.

5. Bicycling to or from work or outside a police facility is not permitted as an on-duty workout.

6. Competitive sports or other dangerous activities are also not permitted as an on-duty workout.

E. PROGRAM MANAGEMENT

1. The Physical Fitness Assessment will be administered during the annual Continuing Professional Training (CPT).

2. Division Managers or designees will determine exercise schedules based on the needs of their divisions.

3. Employees working out on duty will have priority use of the exercise equipment and shower facilities.

4. Overtime will not be authorized for on-duty workout time.

5. Weekly workout schedules may be adjusted at the discretion of the Division Manager or designee.

6. All reasonable effort will be made to ensure that weekly workouts occur as planned. Workout time shall not be rolled over into the next week.

F. MODIFIED DUTY STATUS

1. All modified duty employees shall be required to obtain a physician’s note and clearance prior to entering or continuing in the PFP.

2. The physician’s clearance must clearly define the restricted and allowable activities of the employee.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 510.14
1 OF 3
510.14

UNIT IDENTIFIERS
06-11-09

PURPOSE
The purpose of this policy is to establish unit identifiers for the expedi ent assignment of calls.

POLICY
It shall be the policy of the Sacramento Police Department t hat unit identifiers be used when dispatching calls.

PROCEDURE
A. PATROL OFFICER IDENTIFIERS
Unit identifiers for police officers assigned to patrol units on the watches shall consist of:

1. The number of officers assigned to a vehicle (1or 2).

2. The shift the officer is assigned.

Shift Identifier Shift ID Shift Hours (a) Bravo Day Watch B 0600-1600
(b) Frank Late Day Watch F 0800-1800
(c) Edward Early Mid Watch E 1300-2300
(d) Charles Mid Watch C 1500-0100
(e) William Late Mid Watch W 1700-0300
(f) Alpha LateWatch A 2100-0700

3. The district the unit is assigned.
(a) Unit identifiers with a: “1 ” designate the Northwest District. (b) Unit identifiers with a “2 ” designate the No rtheast District. (c) Unit identifiers with a “3” designate the Central District. (d) Unit identifiers with a “4 ” designate the Southwest District. (e) Unit identifiers with a “5” designate the South District. (f) Unit identifiers with a “6” designate the East District.

4. The beat for which the unit is responsible.
(a) Unit identifiers ending in “1,” “2,” or “3” designate an “A” beat unit. (b) Unit identifiers ending in “4,” “5,” or “6” designate a “B” beat unit. (c) Unit identifiers ending in “7,” “8,” or “9” designate a “C” beat unit.

5. Examples: 2A68 = 1B22 = 1C46 =
(2) Officers (1) Officer (1) Officer
(A) Late (B) Day (C) Mid
(6) District 6 (2) District 2 (4) District 4
(8) Beat C (2) Beat A (6) Beat B
B. COMMUNITY SERVICE OFFICER IDENTIFIERS
Unit identifiers for Community Service Offi cers assigned to patrol shall consist of :

1. The shift the CSO is assigned.
(a) Late Watch = 1
(b) Day Watch = 2
(c) Mid Watch = 3

2. The identifier CS (CSO)

3. The district the CSO is assigned.

4. Examples: 1CS50 is a Late Watch CSO assigned to District 5 2CS30 is a Day Watch CSO assigned to District 3
3CS20 is a Mid Watch CSO assigned to District 2
C. PATROL SERGEANT IDENTIFIERS
Unit identifiers for sergeants assi gned to patrol shall consist of:

1. The shift the sergeant is assigned.

2. The identifier SM (Sam)

3. The district the sergeant is assigned.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 510.14
2 OF 3

4. Examples: 1SM6 is a Late Watc h Sergeant assigned to District 6 2SM3 is a Day Watch Sergeant assigned to District 3
3SM1 is a Mid Watch Sergeant assigned to District 1
D. WATCH COMMANDER IDENTIFIERS
Unit identifiers for lieutenants (wat ch commanders) shall consist of:

1. The identifier LN (Lincoln).

2. The number following ident ifies the specific lieutenant.

F. ADDITIONAL IDENTIFIERS
Unit identifiers assigned to other depa rtment employees shall consist of:

1. a designator identifying t he assignment/responsibility.

2. a number assigned to the officer.

3. DESIGNATOR COMPUTER ID ASSIGNMENT / RESPONSIBILITY ABC ABC Alcohol Beverage Control Unit
AIR AIR Helicopter Unit
BEAT BEAT Beat (foot) Patrol Unit
BIKE BIK Bicycle Patrol Beats
CANINE K9 Canine/Parks patrol
CAPTAIN CO Operations Captain
COMMUNICATIONS COM Comm.Ctr. (Inc.Tactical Dispatcher)
CP CP Command Post
CSI CSI Crime Scene Investigation Unit
CSO CSO Community Service Officer
(other than Patrol functions)
DELTA DT Problem Oriented Police Officer
DUI DUI Driving Under Infl. Enforcement
EOD EOD Bomb Squad
EXP EXP Call Expeditor
GANGS GNG Gang Unit
GREEN GRN Grant Funded Officer
GOLD GLD Reserve Unit
HQ SECURITY HQS Headquarters
IV IV Investigations
MAGNET MAG Magnet Unit
MARINE MAR Boat Unit
MOTOR MTR Motorcycle Traffic Enforcement
MOUNTED MTD Mounted patrol
NEGOTIATOR NEG Hostage Negotiator
OPERATIONS OPR Admin Staff (e.g.Executive Lt.'s, etc.)
PAUL PL Public Inebriate Wagon Assignment
RT RT Regional Transit
ROBERT RBT School Resource Officer
SECURITY SCT Special Overtime Unit
STAFF STF Command Staff and other members
of the OOC (e.g., PSU/IA/PIO, etc.)
TAC TAC Tactical Unit
TOM TOM Traffic Supervisors
UNION UNN SWAT Unit or Parole Unit
VIP VIP Volunteer
X-RAY XRA Radar Enforcement Officer
G. CITY OF SACRAMENTO EMPLOYEES
Unit identifiers for City of Sacramento empl oyees using police radio frequencies should consist of:

1. a designator identifying t he assignment/responsibility.

2. a number assigned to the employee.

3. DESIGNATOR COMPUT ER ID ASSIGNMENT/RESPONSIBILITY ANIMAL CONTROL ANI Animal Control Unit

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 510.14
3 OF 3
CODE ENFORCEMENT COE Code Enforcement Unit
PARK SAFETY PS Neighborhood Services - Park
PARKING CONTROL PKG Parking Control Unit
BUILDING INSPECTOR BLD G Building Inspector
H. OUTSIDE AGENCIES
Unit identifiers for outside agenc y employees using the police radio frequencies should consist of:

1. a designator identifying t he assignment/responsibility.

2. a number assigned to the employee.

3. DESIGNATOR COMPUTER ID ASSIGNMENT/RESPONSIBILITY ADAM ADM CSUS officer
CHAPLAIN CHAP Community/LE Chaplain
CORONER COR Sacramento County Coroner Unit
CSUS CSU CSUS Corporal
ELK GROVE ELK Elk Grove School District officer
HELICOPTER HEL California Highway Patrol Helicopter NORA NOR SSD Narcotics Detective
PROBATION PB Probation Officer
CONSUMNES RIVER RIV Consumnes River College Officer SCHOOL SCH SCUSD/McGeorge School of Law
SIERRA SIE CSUS Sergeant
SILVER SIL Parole Officer
STAR STAR SSD Helicopter
UCD UCD UCD Officer
I. INCIDENT COMMAND SYSTEM ( ICS)

1. Unit identifiers for the Incident Command System (ICS) are assigned when a disaster or major operation is announced and, as a result of the incident, the ICS is implemented.

NOTE: The State of California requires that thes e unit identifiers be available for use in the event mutual aid is required from outside the operational area (county).

2. The following ICS unit identifiers can be found in the Police Unit (PUNIT) file of the CAD system:

DESIGNATOR COMPUTER ID ASSIGNMENT/RESPONSIBILITY
FINANCE FIN Finance/ Admini stration Section Chief
IC IC Incident Commander
LIAISON LIA Liaison Officer
LOGISTICS LOG Logistic s Section Chief
OPERATIONS OPS Operations Section Chief
PIO PIO Public Information Officer
SAFETY STF Safety Officer
PLANNING STF Planning Section Chief
J. WATCH COMMANDER SHALL ENSURE
:

1. No other unit identifiers are assigned or used.

2. Unit identifiers are correctly used.

K. ADDING UNIT IDENTIFIERS

1. The following procedure shall be used to add/create new unit identifiers:
a. Verify that one does not alr eady exist that could be used. b. Forward a written request to the Co mmunications Manager and the CAD support team with a proposed identifier, including its definition. c. The CAD support team shall ensure that t he identifier does not conflict with any other CAD identifier or command and is ac ceptable for typing and verbal syntax. d. If the proposed identifier is accepted, the requestor shall make all necessary notifications to other r adio users and Communications explaining what the new identifier is and how it shall be used.

2. No other means of adding unit identifiers shall be accepted.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 532.13
532.13

AFTER ACTION/DEBRIEFING REPORTS
04-27-94

PURPOSE
To establish procedures for After Action/Debriefing Reports.

POLICY
To accurately document, in the form of an After Action Report or Debriefing Report, all major operations and/or incidents of an unusual nature.

PROCEDURE
A. DEFINITION

1. MAJOR INCIDENT - Includes, but is not limited to situations in which:
a. a command post is made operati onal for critical incidents. b. a Special Weapons and Tactics Team (SWAT) is deployed (excluding narcotic entries).
c. an officer involved shooting with injury occurs.
d. mutual aid is involved.

NOTE: Also see G.O. 532.02.

2. MAJOR OPERATION - Any operation in wh ich an operational outli ne was prepared (see G.O. 532.07) excluding narcotic search warrants and game plans.

B. GENERAL

1. Upon the conclusion of any major operation/ incident, the affected office chief shall consider conducting an impartial debriefing to determine training issues and negative aspects of the operation/ in cident, avoiding comm endations or discipline for actions taken or omitted.

2. In making the decision to c onduct a debriefing, the office ch ief shall consider requests from:
a. the Incident Commander (IC) in charge of the operation/incident. b. another office chief or another involved law enforcement agency.

3. The final decision to conduct a debriefing sha ll rest with the res pective office chief.

4. Debriefings shall be held within 20 worki ng days of the end of the operation/incident.

5. The Chief of Police (COP) shall be notifi ed, in writing, why no debriefing was conducted.

C. AFTER ACTION REPORT PACKAGE

1. The IC in charge of any major operation/in cident shall prepare an After Action Report.

The following attachments shall be submitted to the affected office chief at the beginning of the office chief's fifth working day, unl ess extenuating circumst ances prevail. The report package and attachments shall contain:
a. the After Action Report form (SPD 005), identifying personnel deployed and specialized equipment utilized.
b. all appropriate crime/incident reports.
c. the Command Post Log, if available.
d. an After Action Command Post Report (SPD 476).

2. Additionally, the following it ems shall be submitted as atta chments to the After Action Report package within ten (10) days, or as s oon as they are available, if the affected office chief feels they are required.
a. Copies of all Communi cations Call History printouts and copies of tape recordings made of radio transmissi ons if pertinent to the report. b. Copies of department video tapes, diagrams, and photographs that may have been taken (or make arrangements to have them delivered) c. Copies of outside agency diagrams/ documentation depict ing the incident.

3. Office chiefs shall forward a copy of the SPD 005 and attachments to the Professional Standards Unit (PSU).
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SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 532.13
D. DEBRIEFING OFFICER

1. The office chief shall appoint a debriefing of ficer. Before the debriefing, the debriefing officer shall assemble all relevant materials (see paragraph C1-2).

2. The debriefing officer shall prepare and diss eminate a written agenda in advance of the debriefing for all persons designated to attend.

E. PERSONS ATTENDING THE DEBRIEFING

1. The debriefing officer, upon review of available reports, shall request the attendance of ALL DEPARTMENT PERSONNEL having a ma jor role in the operation and a PSU representative. Personnel considered should include, but not be limited to:
a. the affected office chief.
b. division/sect or captains.
c. executive lieutenants.
d. affected watch commanders.
e. Training Lieutenant.
f. affected supervisors.
g. affected officers/dispatchers.
h. Communications Division representative.

2. With the debriefing officer's approval, other interested parties may voluntarily attend. No overtime shall be allowed unless specifically approved in advance by their division/watch commander or a higher authority.

3. The debriefing officer should notify represent atives from affected outside agencies of the debriefing. Representatives shoul d include, but are not limited to:
a. affected supervisory personnel.
b. Communications personnel from the outside agency.

F. DEBRIEFING REPORT

1. Upon conclusion of the debriefing, the debriefi ng officer shall ensure a full written report, containing a synopsis of events, identifi ed problems, and recommendations, is prepared.

2. This report shall be submitted through the chain of command, to the affected office chief.

Upon approval of the affected office chief, copi es shall be sent to the COP, other office chiefs, captains, watch commanders, the Communications Manager, and the PSU. 2 OF 2

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 580.04

580.04

FIREARMS
01-10-23

PURPOSE
The purpose of this General Order is to regulate the carrying of authorized firearms by Department personnel; set guidelines for the issuance, maintenance, and modification of firearms; and establish standards and specifications for firearms and related accessories used by officers.

POLICY
It shall be the policy of the Sacramento Police Department that all officers have available and know how to use authorized firearms and firearm -related accessories as part of their safety equipment.

PROCEDURE
A. DEFINITIONS

1. PRIMARY – The main duty handgun or optional duty handgun carried by officers. May be Department issued or personally owned .

2. SECONDARY – An optional duty handgun, Department issued or personally owned , authorized by the Chief of Police (COP), for use as an alternative to a primary handgun by command staff , specialized units, and specific sworn officers.

3. BACK-UP – An optional, personally -owned , department -approved handgun carried by officers in addition to the primary or secondary firearm.

4. ON DUTY – For the purpose of this order, “on-duty” includes regular working hours , as well as overtime , and off -duty work-related assignments or emergencies , when specifically re quired by the Department .

5. SA – Single Action.

6. SAO – Single Action Only.

7. DA – Double Action.

8. DAO – Double Action Only.

9. ACCESSORIES – Holsters, sights, grips, optical s ighting devices, weapon -mounted lights , and/or any other accessories authorized by the Department Armorer.

10. TACTICAL WEAPON LIGHT – A device mounted on a firearm for illumination.

11. DUTY FIREARM – A firearm authorized by the department to be carried while on -duty.

12. MINIATURE RED DOT SIGHT (MRDS) – a non -magnified, electronic optic capable of being mounted to a pistol slide for use as the primary sighting system .

13. MILLED SLIDE – A pistol slide with a machine -cut recess and drilled and tapped holes to accept an MRDS and its mounting bolts.

14. SUPPRESSOR/OPTIC READY SIGHTS – Iron sights that are of sufficient height to be used in conjunction with an MRDS.

15. ADAPTER/SEALING PLATE – An adapter that allows a specific MRDS to be mounted on a particular optic -ready handgun.

B. GENERAL

1. Under normal circums tances, all shotguns and rifles inside Department facilities shall be unloaded, with the action open and the safety on.

2. Department personnel conducting firearm training inside a Department facility shall use authorized training cartridges.

3. Department perso nnel shall ensure that shotguns and patrol rifles are unloaded prior to storing them.

4. The Department Armorer shall maintain the specifications for authorized firearms and holsters

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 580.04

(both Department issued and personally owned). The armorer will also maintain the ammunition specifications.

5. On-duty D epartment personnel shall only use firearms, accessories , and ammunition that have been approved by the Department .

6. The Weapons Committee shall make recommendations for authorized firearms, accessories , and ammunition. The specifications will be approved by the deputy chief, Office of Operations (OOO).

7. Unattended f irearms in a police facility shall be stored in a locked personal locker or in a designated locked safe at the officer’s assigned police facility.

8. Except as provided below, Department -issued rifles shall not be taken home without sworn management approva l.
a. Officers with marked home retention vehicles may keep their firearm s secured in the locking device s of their vehicles.
b. Officers with alarmed, unmarked home retention vehicles may keep their rifle s secured in the vehicle trunk with a cable lock or other locking device, with approval of their supervisor. c. Firearms may be locked in a purpose -built gun safe within the officer’s residence.

9. In compliance with California Penal Code Section 25140, any handgun stored in an unattend ed vehicle shall be locked in the vehicle’s trunk , placed in a locked container out of plain view , or placed in a locked container that is permanently affixed to the vehicle’s interior and not in plain view. A peace officer, when leaving a handgun in an un attended vehicle not equipped with a trunk, may lock the handgun out of plain view within the center utility console of that motor vehicle with a padlock, keylock, combination lock, or other similar locking device.

This requirement applies to peace officer s on or off -duty but would not apply to a peace officer during circumstances requiring immediate aid or action that are within the course of their duties.

C. SAFETY PRECAUTIONS

1. The safe handling of firearms shall be the responsibility of e very employee.

2. All firearms and ammunition shall be stored, placed , or transported in a position safe from unintentional discharge. Before transporting loaded seized firearms, employees shall inform a supervisor.

3. Upon receipt by Department personnel , all firearms shall b e checked to determine if they are loaded.

4. Every firearm handled by Department personnel shall be treated as if the firearm were loaded.

5. The loading or unloading of firearms shall be conducted with full consideration of the consequences of an unintention al discharge per G.O. 580.03 (Discharge of Firearm ).

6. When unloading a fire arm, D epartment personnel shall :
a. Keep fingers off the trigger and out of the trigger guard. b. Engage manual safety (if the firearm is equipped with a manual safety ). c. Point the barrel into a loading/unloading tube, or, if unavailable, point the barrel in a direction that minimizes the risk of injury and property damage. d. Remove the magazine (if the f irearm has a magazine ). e. Open the action/cylinder and remove any ammunition from the chamber(s) and fixed magazine to ensure they are empty.

7. Dry firing a firearm or practicing drawing a firearm while on duty or on City property is prohibited with the foll owing exceptions:
a. Under the direct supervision of a Department firearms instructor. b. When the Department Armorer is servicing or certifying a firearm.

8. When a Department employee takes possession of a unique firearm or firearm unfamiliar to them, the employe e shall immediately contact their supervisor to determine how the firearm is

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 580.04

to be handled or who shall handle the firearm to render it safe .

9. When field stripping (disassembling) any firea rms, Department personnel shall a. Ensure that the firearm is unloaded .
b. Point the muzzle into a loading/unloading tube if they must pull the trigger for disassembly.

If a loading/unloading tube is not available, they must point the muzzle in a direction that minimizes risk of injury and property damage.

D. PERSONALLY -OWNED FIREARMS

1. Officers choosing to carry personally -owned firearms or accessories while on duty shall contact the Department Armorer to ensure that the firearm s, any modification s, and/or any accessories they want to carry are authorized.

2. The city will not reim burse, replace, or repair personally -owned firearms or accessories.

3. Officers choosing to carry personally -owned firearm s shall return their Department -issued firearm s to the armorer after qualifying with their personally -owned firearm s.

4. Offic ers shall carr y only Department -supplied ammunition in their personally -owned firearm s while on duty.

E. AUTHORIZED HANDGUNS

1. Authorized duty handgun calibers shall be 9mm Luger, 40S&W , or .45ACP .

2. Personally -owned handguns shall be either Sig Sauer DA/SA, Sig Sauer DAO , Sig Sauer Striker Fired , or Glock Safe Action. SAO trigger configurations are not authorized.

3. Secondary Handguns
a. Command officers may carry a Department -authorized compact handgun , whether issued by the Department or personally owned.
b. Officers assigned in an undercover capacity may carry a Department -authorized compact handgun , whether issued or personally owned, if the officers :
(1) Obtain authorization from their division commander. (2) Carry the handgun as a primary handgun only during undercover operations. c. Officers may carry a personally -owned , Department -authorized compact handgun if they have approval from their division commander.
d. Officers assigned to administrative duties may carry a personally -owned , Department - author ized compact handgun if they have approval from the COP . (1) Authorization request s shall be made by submitting a memo through the requesting officer’s chain of command to the COP.
(2) Supervisor comments shall be documented on the memo as necessary. e. Authorizati on shall be made for the duration of the officer’s present assignment and shall be reviewed upon re -assignment.
f. All handguns shall pass a safety certification conducted by the Department Armorer . g. All officers shall qualify with their secondary handgun .

F. BACK-UP HANDGUN S
Officers may carry any of the following backup handguns:

1. Any primary or secondary handgun .

2. Any personally -owned handgun, if
a. The handgun passes a safety certification by the Department Armorer. b. The officer qualifies with the handgun .
c. The handgun must be of a caliber that accepts Department issued ammunition .

3. SAO trigger configurations are not authorized for backup carry.

G. CARRYING OF PATROL RIFLES

1. Rifles shall be issued to all eligible , trained officers together with the following equipment:
a. Sling.
b. Optical sighting device .

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c. Soft case .
d. Magazines .
e. Ammunition .

2. The patrol rifles shall be modified to fire only in the semi -automatic mode except those rifles issued to SWAT.

3. Officers using a vehicle equipped with a rifle -locking device shall secure their rifles in that device . A loaded magazine may be inserted into the rifle. The bolt shall be closed , and the safety selector switch placed in the “on” position. No live cartridge shall be chambered while the rifle is stored in the vehicle. If the vehicle is not equipped with a locking device, the officer shall store th eir rifle in a soft case, unloaded, and secured with a cable lock in the rear of the vehicle while on duty.

H. PATROL RIFLE DEPLOYMENT

1. The rifle is a weapon that officers may use to overcome suspects who are armed or may be armed with handguns . It may also be used in other situations to provide a tactical advantage.

2. Officers shall not display the rifle on routine calls or incidents. The circumstances of each call or incident shall dictate the reasonableness of the deployment of the rifle.

I. PERSONALLY -OWNED RIFLES

1. Officers may provide their personally -owned rifles for duty use if the weapons meet current Department specifications and have been checked and approved for use by the Department Armorer.

2. Officers requesting to use a personally -owned assault weapon shall ensure that the officer is in full compliance with state and federal law, and G.O. 380.06 (Aut horization for Officer Purchase or Receipt of Assault Weapon), and that the weapon is properly registered to them.

3. The Department Armorer shall record the serial number of the weapon to be approved, confirm the assault weapon ’s registration status , and ret ain a copy of the DOJ registration entry in Department records.

4. Patrol rifles shall be an AR-15 style or a closely designed mil -spec variant.

5. Officers seeking to purchase a weapon shall be responsible for ensuring suitability prior to purchase.

6. Suitable pa trol rifles shall include the following features:
a. Caliber must be .223 Remington/5.56 mm NATO and capable of firing Mil Spec 855 or 193 ammo.
b. Fire mode of semi -automatic and safe only . NOTE: No personally -owned rifles may be full - automatic or multiple -round burst selective.
c. Zero magnification optic, holographic , or red dot sighting system (e.g., Eotech 512 or Aimpoint) .
d. Aircraft grade aluminum or Mil -spec standard steel receiver. e. Synthetic stock and grips; may include a collapsible stock and a sling. f. Adjustable front and rear sights for variable windage and elevation conditions. Front and rear sights must be usable while the optic is in place. g. Optional – Accessory rail or mounting point for backup sighting devices, vertical handgrips , or tactical weapo n lights.
h. A direct gas impingement or gas piston operating system. i. A minimum length to i nclude a 16” barrel/26” overall and a maximum length to include a 20” barrel/40” overall.
j. May have a muzzle brake or compensator.
k. Ability to fit a standard AR -15/M16 m agazine.

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J. CARRYING OF FIREARM

1. Only authorized firearms shall be carried or possessed on duty.

2. A .380 caliber ACP handgun shall not be carried as a secondary handgun in uniform.

3. Officers shall not alternate between primary and secondary handguns unless auth orized.

4. Backup handguns shall be carried concealed and in a holster.

5. A primary or secondary handgun shall be carried on duty, except when:
a. Interviewing prisoners.
b. In a jail or other facility where firearms pose a security threat. c. Doing so will jeopardize a covert assignment . NOTE: Written approval by a captain or higher authority is required prior to working unarmed in a covert capacity.

6. Rifles shall be carried in the officer ’s vehicle at all times while on duty.

7. Officers shall attach slings to rifles at all times.

K. REGISTRATION AND SAFETY CERTIFICATION

1. All Department -purchased firearms carried on duty shall be listed on an SPD 983 (Departmental Gun Record) and delivered annually to the armorer for inspection.

2. Personally -owned firearms and holsters (including back -up handguns /holsters) shall be listed on an SPD 197 (Optional Duty Back -Up Weapon) .

3. Officers shall contact the Department Armorer and request a safety inspection of any personally -owned firearm prior to duty use.
a. Officers sha ll provide a copy of the SPD 197 to the Department Armorer at the time of the safety inspection.
b. Officers shall provide the original SPD 197 to the Department Rangemaster and obtain a passing score on a department range qualification with any personally -owned firearm prior to duty use. The Department Rangemaster will then sign the original SPD 197. c. The officer shall return the original SPD 197 form signed by the Department Rangemaster to the Department Armorer.

4. The Department Armorer shall :
a. Retain copies of all SPD 197 forms.
b. Perform annual safety certification inspection on all firearms. NOTE: It will be the responsibility of each officer to deliver his/her firearms to the armorer for the required annual servicing.
c. Return all personally -owned firearm s that fail safety certification to their owners for necessary repairs. Personally -owned firearms shall not be carried until they have been safety certified by the a rmorer , and t he officer has qualified their personally -owned firearm at a qualification shoot.
d. Enter the serial number of all Department -issued and personally -owned firearms into Versadex.
e. Perform necessary preventive maintenance and/or repair on Department -issued fire arms. f. Remove from service any Department -issued firearm not passing safety certification and issue replacement firearms as necessary.
g. Record all safety certifications (passed or failed) on each firearm. h. Report safety issues and/or violations of this GO to the Evidence & Property Division manager. The Evidence & Property Division m anager shall immediately report violations or safety issues to the affected office deputy c hief.

L. MAINTENANCE

1. Officers shall ensure that all duty firearms are maintained in good wor king order. This includes normal cleaning and lubrication of the firearms monthly and after every qualification shoot.

2. Department -issued firearms shall not be disassembled beyond what is approved in training.

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3. Department -issued firearm s shall be immediately surrendered to the armorer for inspection whenever they appear to be damaged or malfunctioning in any manner.

4. Firearms shall not be altered from factory specifications unless approved and installed by the armorer.

5. Officers choosing to carry an MRDS are responsible for ensuring that the MRDS is securely mounted to the slide of their duty pistol and inspected by the Department Armorer or Department Rangemaster prior to use . Battery changes , secure mounting, and maintenance of the MRDS are the responsibility of the officer and shall be conducted per the manufacturer’s recommendations.

M. DEFECTIVE WEAPONS

1. Any firearm identified as defective shall be taken out of service immediately and shall not be used u ntil cleared by the Department Armorer.

2. Officers finding that a Department -issued firearm does not function properly shall turn the weapon in to the Department armory as soon as practical. a. The Department Armorer will issue another firearm to the officer. If the armory is closed, the Watch Commander may issue a loaner firearm from the officer’s area command. b. If the armory is closed, the defective firearm may be placed in a tall evidence locker at the Evidence & Property Division, with the officer sending an email explaining the malfunction or the nature of the defect to the Department Armorer . The armorer shall arrange to issue a replacement or repair the malfunction during the next business day.

N. HOLSTERS

1. Officers shall use Department -authorized holsters for carrying primary , secondary , and back- up firearms on duty.

2. Officers may use one of the Department -issued holsters or purchase a Department -authorized holster without reimbursement from the city.

3. Uniform holsters shall meet the specifications as required in the Uniform Manual ( RM 430.01).

4. Officers using a personally -owned holster for a primary , secondary , or back -up handgun on duty shall
a. Contact the armorer to ensure that the personally -owned holster is authorized. b. Declare how they intend to carry the back -up handgun (e.g., left ankle, vest) on an SPD 197 (Optional Duty Backup Weapon) .
c. Have the holster inspected by a Department Rangemaster and demonstrate proficiency with the holster by using it in a departmental qualification.

O. SHOULDER HOLSTERS

1. Plain clothes officers may wear a Department -authorized shoulder holster for their primary or secondary handgun with their deputy chief’s written approval.

2. Officers assigned to the Air Operations Unit may wear a Departmen t-authorized shoulder holster for t heir primary or secondary handgun without approval from their deputy chief .

Handguns in shoulder holsters shall be secured by a lanyard while in flight.

3. Officers must complete training with the use of the shoulder holster by a Department Rangem aster and su ccessfully complete a department al qualification.

P. TACTICAL WEAPON LIGHT

1. The addition of tactical weapon lights shall be permitted for those personnel who are trained in the use of these systems.

2. The tactical weapon light shall have no visible laser or ligh t/laser combination or tape switches/extensions that activate the light on the pistol grip or around the trigger guard.

3. Officers choosing to carry a tactical weapon light on a duty firearm shall :
a. Use a tactical weapon light that has been approved for use with duty firearms. NOTE: The Department Rangemaster and a rmorer shall maintain a list of Department -authorized

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tactical weapon light s and related equipment.
b. Successfully complete the Department orientation course regarding the proper use and handling of tactical weapon lights. Attendance for the orientation can be arranged through the Department Rangemaster or his/her designee.

4. Officers may install a tactical weapon light system on a Department -issued duty firearm or a personally owned duty firearm. With the exception of Department equipment issued to selected specialized units, all items related to the tactical weapon light system shall be purchased at the officer’s own expense.

5. The tactical weapo n light shall not be used for purposes of general illumination. It shall only be used when a firearm would normally be deployed, and illumination is needed.

6. The tactical weapon light shall only be attached or removed from the weapon after it has been rende red safe, the action is open , and/or the slide is locked back.

7. The tactical weapon light shall not be detached from any firearm while the firearm is loaded and/or the action is closed.

Q. MINIATURE RED DOT SIGHT (MRDS)

1. Officers choosing to carry a duty pistol equipped with an MRDS shall:
a. Only use an MRDS that has been authorized for use with duty firearms. The Department Armorer and Department Rangemaster shall maintain a list of Department -authorized MRDS and related equipment.
b. Prior to carrying the MRD S officers shall successfully complete the Department orientation course regarding the proper use of the MRDS. Attendance for the orientation shall be arranged through the Department Rangemaster or their designee.

2. Officers may utilize an MRDS on a personal ly-owned duty firearm that is specifically designed to allow the mounting of an optic. Examples would include the Glock MOS pistol or the SIG Sauer P320 pistol. Personally -owned MRDS -compatible duty firearms must be inspected and approved by the Department Armorer prior to initial qualification and duty use.

3. Officers may use a genuine Glock or SIG Sauer OEM replacement MRDS -compatible slide in lieu of the slide that originally came wit h the officer’s personally -owned Glock or SIG Sauer P320 or P226 pistol.

4. Officers may not replace a Department -issued duty pistol’s slide with an aftermarket MRDS - compatible slide. Department -issued duty pistols shall retain the original slide and have matching serial numbers on the slide and frame.

5. Officers may use a personally -owned duty pistol with a genuine OEM SIG Sauer or Glock slide that has been milled to accept a n MRDS by a Department -authorized company. The Department Rangemaster and the Departme nt Armorer shall maintain a list of companies that are authorized by the Department to perform slide milling services. Any milled slide shall be inspected by the Department Armorer prior to initial qualification and duty use.

6. Officers shall not have the sl ide of any Department -issued duty pistol milled to accept a n MRDS.

7. Prior to duty use, officers shall re -zero the MRDS if it was removed and remounted on a duty pistol.

8. Officers shall verify the zero on their MRDS duty pistol bi -annually.

9. Backup iron sights shall be used on any MRDS -equipped duty pistol. The backup sights must be of sufficient height to be viewable and utilized within the optic lens.

10. Personally owned Glock MOS or SIG Sauer optic -ready duty pistols may be equipped with a Department -authorized aftermarket adapter plate and/or sealing plate to improve the MRDS fit and reliability. The Department Armorer and Department Rangemaster shall maintain a list of approved plate manufacturers.

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GO 580.04

R. WEAPONS COMMITTEE

1. The Weapons Committee shall consist of a :
a. Lieutenant.
b. Sergeant, Sacramento Police Academy.
c. Sergeant, SWAT.
d. Department Rangemaster.
e. Patrol representative.
f. Department Armorer
g. PSU r epresentative.

S. AUDITS

1. The Evidence & Property Division manager shall coordinate an annual audit of all firearms.

2. The audit findings shall be forwarded to PSU.

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G.O. 220.04
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220.04

EQUAL EMPLOYMENT OPPORTUNITY
12-16-02

PURPOSE
To outline procedures for reporting and investigat ing discrimination/harassment, equal employment, and sexual harassment complaints.

POLICY
To afford equal employment opportunity to al l persons, and to prohibit illegal discrimination, harassment, or sexual harassment.

PROCEDURE
A. DEFINITIONS

1. DISCRIMINATION/HARASSMENT
a. “Unlawful employment practice” To limit, fa il or refuse to hire, or to discharge any individual in the terms, condi tions, compensation or privil eges of employment, or to limit, segregate, or classify an employee or applicant for employment, in any way that would deprive, tend to deprive, or adversely affect an individual's opportunity or status because of religi on, color, national origin, ancestry, physical/mental disability, medical c ondition, pregnancy, marital status, gender, sexual orientation, or age.
b. Examples include, but are not limited to intentionally excludi ng an individual from an employment opportunity bec ause of their race or sex, or retaliatory behavior toward an individual for filing or particip ating in a charge of discrimination or harassment.

2. SEXUAL HARASSMENT
a. Unsolicited and unwelcome sexual adv ances, requests for sexual favors, and other verbal and/or physical conduct of a sexual nature by an employee, supervisor, or manager when:
(1) submission to such conduct is made eit her explicitly or implicitly a term or condition of an individual's employment; or
(2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; or (3) such conduct has the purpose or effe ct of unreasonably interfering with an individual's work performance or cr eating an intimidating, hostile, or offensive working environment.
b. Examples include, but are not limited to:
(1) Written - suggestive or obscene letters, e-mail, notes, and invitations; (2) Verbal - sexually suggestive or der ogatory comments, slurs or jokes, unwanted phone calls;
(3) Physical - includes offensive t ouching, assault, im peding or blocking movements, stalking;
(4) Visual - leering, sex ually-oriented gestures, or display of sexually suggestive or derogatory objects, pict ures, cartoons, posters, drawings, poems, or any such non-verbal behavior;
(5) Other - includes the threat or insi nuation that lack of sexual favors may result in reprisal, withholding suppor t for appointments, promotion, or transfer, rejection of probation, puniti ve action, change of assignments, or a poor performance report.
c. Whether or not an alleged act constitu tes sexual harassment shall be decided by looking at the totality of the circumstances, such as the nature of the sexual advances and the context in which the alleged incidents occurred, on a case by case basis.

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B. GENERAL

1. The Department's Equal Employment Opportunity Procedures shall be based on the City of Sacramento's Equal Employment Opportuni ty Policy Statement, and state and federal laws.

2. The Department's Equal Employment Opport unity (EEO) goal shall be to hire, train, compensate, assign, and promote all persons on the basis of merit and fitness, without discrimination.

3. This Order shall not prohibit social rela tionships between employees when the social relationship has no bearing on empl oyment decisions or benefits and it is not in violation of other provisions of this procedure. See also GO 210.07 Nepotism/Confli ct of Interest.

C. EQUAL EMPLOYMENT OPPORTUNITY REGULATIONS
All job applicants and employees shall be treated fairly and without discrimi nation in recruitment, examination, appointment, promoti on, transfer, job rotation, tr aining, work assignment, merit increases, overtime, and related employment decisions.

1. It shall not be discriminatory and/or harassment to:
a. follow a seniority system as long as it is bonafide and not de signed to circumvent or evade this policy.
b. select or reject a person based upon a bonafide occupational qualification.

2. Retaliation against an employee for filing or participating in a discr imination or sexual harassment complaint is prohibited.

3. All exempt management personnel and all super visors shall be responsible for ensuring compliance with discrimination and sexual har assment policies in their work area.

Should such problems devel op, exempt managers and super visors shall seek out solutions and ensure these problems are resolved.

4. Employees may be held personally liable fo r violations of state and federal law.

5. Corrective or disciplinary ac tion shall be initiated against any employee who violates this policy.

D. COMPLAINT PROCEDURES

1. Employees who feel they have been the victim of discrimination/har assment or sexual harassment are encouraged to submit a writ ten complaint utilizing any one of the manners listed below.
a. Option 1 - Police Department/City's Affi rmative Action Officer (AAO). See Section E.
b. Option 2 - State and/or federal agencie s which have enforcement authority on EEO matters. See Section F.

2. Complainants are entitled to representation at any stage of the complaint process.

E. DEPARTMENT PROCEDURES

1. Departmental complaints may be s ubmitted to any of the following:
a. the employee's direct supervisor.
b. the employee's Captain or Division manager.
c. Internal Affairs Section (IAS).
d. the Captain, Personnel Services Divi sion, Office of Technical Services. e. the City's Affirmative Ac tion Office at (916) 264-5270.

2. A Departmental complaint must be submitted within 60 days of the alleged incident.

3. Employees may meet with their Divi sion Commander regarding a complaint during regularly scheduled work hours. Employees shall be granted reasonable time off to meet with the City's AAO or the Department's E qual Employment Opportunity Liaison Officer.

4. The Captain, Personnel Services Divisi on, shall be designated as the Department's Equal Employment Opportuni ty Liaison Officer (EELO). The Captain's duties and responsibilities include:
a. The Department's continued adherence to the directions and goals of the EEO Program and these procedures.
b. EEO Training and Sexual Issues Tr aining for all Department personnel. c. Continued development of the EEO Program.
d. Liaison with the City's AAO regarding EE O investigations, re view of cases, and training needs.
e. Liaison with employee labor groups.

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f. Information consultation with employees regarding EEO matters. g. Referral of suspected discrimination ca ses to Division Commanders for informal investigation and to IAS for formal investigation.
h. Referral of suspected sexual harassment cases to the AAO and IAS for formal investigation.

5. Notice to Equal Employment Opportunity Liaison Officer a. All Division Commanders shall immediatel y notify their direct supervisor and the EELO of alleged or suspected cases of discrimination and sexual harassment. b. Supervisors who become awar e of suspected cases of discrimination or sexual harassment shall utilize the chain of co mmand to make appropriate notifications, unless extenuating circumstances exist wh ich would necessitate their reporting directly to the EELO.

6. Investigative Responsibility
a. All investigations, formal and informa l, shall be handled as defined and outlined in RM 220.01 Internal Affairs Manual.
b. All sexual harassment complaints s hall be investigated by the AAO and IAS. c. Division Commanders shall only handle inform al inquiries of discrimination if agreed upon by the complainant. If it is not possible to handle allegations informally, or if there is a need for a lengthy, complicated investigation, the matter shall be referred to the Chief of Police (COP), through the EELO. d. If a discrimination complaint is investi gated informally, the completed, original copy of the investigation shall i mmediately be forwarded to the EELO. e. The EELO and the COP shall review a ll completed discrimination complaint investigations.
f. The EELO shall maintain a record of a ll complaints. All investigations shall be filed in IAS.

7. Case Resolution and Mediation - Informal Investigations a. “No Cause” Findings
(1) When an informal investigation by a Division Commander finds there is no reasonable cause or insufficient evid ence to support a violation of this order or the applicable statutes, the Division Commander shall discuss this finding with the EELO.
(2) If the EELO concurs, the Division Commander shall notify the complainant and the appropriate Office Chief of the decision.
(3) In the event of a “no cause” fi nding, the complainant may request a meeting before the COP.
(a) If the COP does not concur with the “no cause” findings, the COP may order the appropriate remedy.
(b) At the conclusion of the invest igation, the COP, or a designee, shall notify the complainant of t he right to pursue the complaint through the appropriate city, state, or federal agencies. b. “Cause” Findings
(1) When an informal investigation by a Division Commander finds there is reasonable cause to support the compla inant's allegations, the Division Commander shall discuss this conclusion with the EELO.
(2) If the EELO concurs in the findi ng, the Division Commander may attempt to mediate the complaint to the mutual satisfaction of both the complainant and the appropriate Office Chief.
(3) The Division Commander shall subm it any proposed mediation agreement to the EELO for review.
(a) If the EELO concurs with t he agreement, and the actions required are within the administrative di scretion of the EELO, the EELO shall sign the agreement and it shall be binding on all parties. (b) If a mediation agreement requires action outside of the administrative discretion of t he EELO, the agreement shall be brought before the appropriate Office Chief.

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(c) When mediation is not possibl e, the investigation shall be forwarded to the Office Chief for recommendations to the COP.

Based on those recommendations the COP may order any remedy consistent with Department rule s, labor contracts, and the law.

8. Other procedures
Any complainant who is dissatisfied with the conclusion(s) or proposed resolution(s) in EEO complaints investigated by Police Department staff may contact other government agencies.

F. STATE AND FEDERAL AGENCIES WITH EEO ENFORCEMENT AUTHORITY For more information about submitting complaints to state and federal agencies with EEO enforcement authority, contact:

1. California Department of Fair Employm ent and Housing (DFEH) within 365 days of the alleged incident at:
2000 O Street #120
Sacramento, CA 95814-5212
Phone: (916) 445-5523
Internet: www.dfeh.ca.gov

2. U.S. Equal Employment Opportunity Commi ssion (EEOC) within 365 days of the alleged incident at:
901 Market Street, Suite 500
San Francisco, CA 94103
Phone: (415) 356-5100
Internet: www.eeoc.gov
G. PROCEDURES FOR HANDLING DISCRIMINATI ON COMPLAINTS FROM OUTSIDE AGENCIES

1. All discrimination complaints filed through compliance agencies (Human Rights Commission, California DFEH, EEOC, etc. ) shall be handled by the City's AAO with assistance from the City Attorney's Office.

2. When a City employee receives notice from a compliance agency that a discrimination complaint has been filed, the complaint sha ll be forwarded immediately to the AAO. The AAO shall:
a. request from the compliance agency spec ific information regarding the nature of the complaint, if necessary.
b. conduct a thorough investigati on of the charge(s) within the time frame requested by the compliance agency.
c. have access to all records which may help determine the relevant facts. d. prepare a response to the charge of discr imination, stating all relevant facts and the City's contentions regarding the disc rimination charge. The response shall be forwarded to the City Attorney for review.

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240.01

COURT APPEARANCE
11/13/12

PURPOSE
The purpose of this order is to define and outline procedures for documenting court appearances and the processing of compensation documents.

POLICY
It shall be the policy of the Sacramento Police Department that employees honor "Notices to Appear" in the same manner as a criminal subpoena issued under the authority of the California Penal Code.

PROCEDURE
A. DEFINITIONS

1. SUBPOENA - The process by which the attendance of a witness is required before a court or magistrate. Hereafter, when the word "Subpoena" appears in this order, it will signify "Notice to Appear," "Request to Appear," and "Subpoena - Request."

2. IN-LIEU-OF TIME - Time taken instead of court overtime pay.

B. GENERAL

1. Failure to obey a subpoena may result in the court or magistrate taking punitive action in addition to Departmental disciplinary action.

2. Employees shall be prompt in attendance and remain until excused by competent authority.

3. Employees shall have a copy of the report with them and be familiar with the portion of the case they are involved in.

4. Employees shall avoid indicati ons of bias, prejudice or anger.

5. Employees shall honor all "Notices to Appear" and criminal subpoenas, including subpoenas from outside agencies.

6. Employees may only be excused from a mandat ed appearance by a judge or officer of the court who issued the subpoena.

7. Each subpoena shall be validated before being submitted for court overtime payment.

8. The disposition of validated subpoenas is specified in General Order 252.01 (Military Leaves of Absence).

9. All subpoenas shall be received by the CL U before being issued to employees with at least five (5) days notice. Subpoenas may be served to employees personally, electronically or by telephone.

10. Employees receiving email notification of an existing subpoena or change to a subpoena during work hours shall immediately log into the Subpoena Tracker web site and acknowledge service.

11. Employees receiving email notification of an existing subpoena or change to a subpoena during non-working hours shall log into the Subpoena Tracker web site during the first shift after they receive such notification and acknowledge service.

12. Service is automatically accepted when the em ployee logs on to the Subpoena Tracker web site.

13. For purposes of this order, an officer is considered “served” when the Subpoena Tracker web site is logged into remotely and that information is retrievable.

C. COURT ATTIRE

1. Employees attending court shall present an official duty image either by appearing in uniform or present a neat, clean and professional appearance.

2. Employees on duty and in uniform shall appear in court in the uniform of the day unless otherwise directed by the Chief of Police or the magistrate.

3. Employees shall only appear in court in uniform when the proceedings are official police business.

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4. Employees appearing in plain clothes shall present a neat, clean and professional appearance. a. Males shall wear a suit or sport coat with a dress shirt, tie and slacks. b. Female employees shall wear proper business attire.
c. Deviations shall only occur when employees are not given advance notifications during the subpoena process.
d. If ordered by court staff, the officer shall remove their firearm and secure it in a safe place.

D. SUBPOENA PROCEDURES

1. The CLU shall accept all subpoenas that pertain to any Department employees.

2. The CLU shall deliver subpoenas from Monda y through Friday, except on holidays.

3. The CLU staff shall send an electronic copy of the original directly to the employee listed on the subpoena.

4. Employees receiving a subpoena shall:
a. log into the Subpoena Tracker web site to acknowledge service. b. notify the Deputy District Attorney (DDA) of any conflicts with their schedule and attempt to resolve the conflict. If an employee cannot make personal contact with the DDA, they shall contact the CLU. Traffic Court conflicts shall be coordinated through the CLU.

E. DOCUMENTING SUBPOENA ACTIVITY

1. To properly document subpoena activity on their payroll records, employees shall:
a. submit their activity through the Subpoena Trac ker web site and deliver an electronic receipt to their supervisor.
b. when requested, the employee shall produce the Subpoena Tracker overtime receipt for time card verification.

2. Supervisors shall use the Subpoena Tracker electronic receipt feature to ensure that time claimed for court is accurately reflected on the employee’s payroll record.

F. COURT/HEARING APPEARANCES

1. Validation for both on and off-duty court/hearing appearances is mandatory and shall include:
a. the employee's arrival and departure time(s) and date(s). b. the initials and badge number of the authorized individual who validated the appearance.

2. Officers’ arrival and departure times for court cases involving adult defendants shall be validated by the CLU.

3. Officers’ arrival and departure times for Traffic Court and Juvenile Hall court appearances shall be validated by the DDA's receptionist, the DDA, or the Juvenile Court/Traffic Hearing Officer assigned to the case.

4. For employees with a “To Be Notified” subpoena, the CLU shall attempt to contact the employee with at least a one (1) day notice when possible. NOTE: Employees receiving less than 24 hours notice shall coordinate conflicts with the District Attorney’s (DA’s) Office and the CLU.

5. Hearing Board appearances resulting from line of duty subpoenas shall be compensated as court appearance time when the requesting document is validated by the Hearing Examiner or the Assistant Hearing Examiner. Officers shall submit their activity through the Subpoena Tracker web site and deliver an electronic receipt to their supervisor.

6. Accident Review Board appearances during officers' off-duty hours, when requested by the City, shall be compensated according to the applicable labor agreement when validated by the representative of this Department. Officers shall submit their activity through the Subpoena Tracker web site and deliver an electronic receipt to their supervisor.

G. SUPPLEMENTAL COURT/HEARING APPEARANCE(S)

1. CLU personnel shall update Subpoena Tracker when an officer is trailed on an existing court case and ensure that the officer is notified of the new court date.

2. If officers are notified by the DA’s Office that their case has been trailed, the officer shall notify CLU personnel. CLU personnel shall update Subpoena Tracker accordingly.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 240.01

H. SUBPOENA CANCELLATION/RESET

1. Upon receipt of subpoena cancellation or reset, the employee shall be contacted via email immediately or when there is ample time for the CLU to notify the employee. Ample time shall include at least one (1) full shift for the employee to review their email.

2. If the updated subpoena cannot be served prior to the completion of the employee's last shift, the CLU shall contact the employee by telephone. If the employee is unavailable, the cancellation/reset information shall be left on their voicemail or answering machine. If the employee has an answering service, the cancellation/reset information shall be given to the answering service operator and this shall constitute contact. a. All pertinent information shall be given to the person who answers the phone (if they appear to be a responsible adult). This contact shall be considered the same as having contacted the employee personally. The person's name that is given the information by the CLU will be recorded in Subpoena Tracker by CLU staff.
b. The CLU shall note how contact was made.
c. The voicemail system will be utilized by the CLU if available.

3. The CLU shall:
a. maintain records noting all subpoenas that have been cancelled or reset. b. prepare a telephone recording of all cancellations scheduled for the next day at the close of each business day. This recorded message shall be available during non-business hours.

Employees shall appear as scheduled unless cancelled by the CLU recording or by the CLU.

4. Employees claiming non-receipt of the cancellation notice shall contact their Division/Watch Commander who shall decide, after talking to the officer and the CLU employee, if the employee is entitled to overtime.

5. On-duty employees holding a following day subpoena shall contact the CLU, while on duty, for case status.
a. Employees shall call the CLU from Monday through Friday between the hours of 0700 and 1700 and listen to the recording after 1700 hours and on weekends and holidays. b. Calls made after 0600 hours by first watch on-duty personnel, which would result in a late cancellation, shall not qualify for overtime.
c. Employees not placing the required on-duty phone call, yet appearing off-duty on a cancelled/reset case which was logged and recorded by the CLU, shall not be compensated.

I. DIRECTED OFF-DUTY TELEPHONE CALLS

1. Directed off-duty telephone calls to the DDA, or to the court, shall be verified and validated by CLU personnel. Prior to making the telephone call, the CLU shall be notified by the employee.

2. Upon verification that the phone call was made, the CLU shall complete an overtime receipt in Subpoena Tracker. Upon request, the employee shall produce the Subpoena Tracker overtime receipt for time card verification purposes.

J. TELEPHONE STANDBY

1. Telephone standby can be ordered by the magistrate or by the DDA and shall be verified by the CLU before overtime payment is authorized.

2. Employees shall notify their Division, Watch, or Section Commander or unit supervisor and the CLU immediately of the standby requirement.

3. The CLU shall make every effort to have the telephone standby order cancelled or to have a specific time set for the employee to report to the court.

4. After verifying the standby status and the time period, the CLU representative shall update Subpoena Tracker and record the employee’s telephone standby overtime in the Subpoena Tracker receipt system. Upon request, the employee shall produce the Subpoena Tracker overtime receipt for time card verification. NOTE: Overtime may be claimed for payment per the provisions of the employee’s labor agreement.

5. Employees shall ensure that their time cards are accurate and reflect their correct hours.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 240.01

K. EXCUSED ABSENCES

1. Excused absences may be granted at the discretion of the court to anyone disabled by illness and/or injury.

2. Ill and/or injured employees who have been served a subpoena shall notify the CLU of their condition and the scheduled court date(s).

3. CLU employees shall record the information and immediately advise the appropriate authority of the employee's condition.

L. VACATIONS - HOLIDAYS - MILITARY LEAVE, ETC.

1. If, after being served with a subpoena, an employ ee identifies a scheduling conflict (i.e. scheduled vacation, etc.), the employee may contact the CLU.

2. If the officer has a conflict, it will be the employee’s responsibility to contact CLU and the DDA in order to be excused from appearing in court/and or have the date of appearance reset.

M. EXTENDED TRIALS DURING SCHEDULED TIME OFF

1. The CLU shall make every effort to have trials scheduled around an employee's vacation.

2. Employees under extended trial subpoenas, or on telephone standby as defined by their labor agreement, deciding to leave home for twenty-four (24) hours, or more, shall be required to do one of the following:
a. Contact the CLU between 0700 and 1700 hours, Monday through Friday and provide the following required information:
(1) the telephone number and time each day, between 0700 and 1700 hours, that the CLU can use to make personal telephone contact with the employee; OR (2) the time each day that the employee shall call the CLU, collect, between the hours of 0700 and 1700 hours. NOTE: Under either condition, the employee shall be available to appear the following day.
b. Call the CLU recorder and record the following message:
(1) the employee's name and badge/identification number. (2) the name of defendant(s) in the case.
(3) the crime report number or traffic report number.
(4) the telephone number and time each day that the CLU shall make personal telephone contact with the employee at, between the hours of 0700 and 1700, Monday through Friday; or
(5) the time each day that the employee shall make personal telephone contact with the CLU, collect, between the hours of 0700 and 1700, from Monday through Friday, to ascertain if the employee shall be required in court the next day.

N. COORDINATION OF SCHEDULED TIME OFF

1. The coordination of scheduled time off for days off, vacation, holiday credit, military leave, etc., is the responsibility of the employee’s supervisor and the employee listed on the subpoena.

2. Each Division/Watch/Section/Unit shall ensure that:
a. all approved vacation time is enter ed into the Versadex calendar system. b. the “Attend Court” flag is marked “No” anytime an employee is going to be away from their regular duty (i.e. training, flex time, vacation, teaching etc.) and make a notation indicating the reason that the employee is not working their normal scheduled shift. c. the Versadex calendar system is updated when there are changes made to the published vacation schedules or when holiday credit is approved for use.

3. In-Lieu-of Court Overtime Pay Options
a. Officers have the option to be compensated by using In-Lieu-of Time instead of overtime pay.

The option is available if:
(1) the officer is assigned to the Late Mid Shift Canine Unit, late watch, or the later units of mid watch and have received a subpoena to appear in court during off-duty hours. (2) the officer worked the shift immediately preceding the court appearance. (3) the officer has been in court four (4) or more hours and is scheduled to work the shift immediately following the court appearance.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 240.01

b. Option Request
(1) Immediately following a court appearance, the officer shall notify the CLU of his/her desire to use the In-Lieu-of option.
(2) The CLU shall get approval from the Watch Commander as soon as possible, but no later than 45 minutes prior to the beginning of the scheduled shift. Once approval has been granted by the Watch Commander, the CLU shall notify the officer. (3) Officers shall notify the Communications Division as soon as possible, but at least one hour prior to the start of shift. Officers who will not be released from court before the start of their shift shall make every effort possible to notify the Communications Division. c. Calculation of Time Recording
To record their time, officers shall:
(1) first apply the time and one-half earned for the court appearance. (2) complete the ten (10) hour shift by using holiday credit, vacation, or unpaid leave as needed.
(3) submit time off requests and verified subpoenas as required.

EXAMPLE: An officer is in court for six (6) hours and earns nine (9) hours of compensation. The officer informs the CLU and the Communications Division that instead of overtime pay the officer decides not to work the assigned shift that night. Additionally, the officer chooses to use one (1) hour of holiday credit to complete the ten (10) hour shift. Therefore, the time card for that shift would show nine (9) hours of "regular time” and one (1) hour of “holiday time”
O. OUTSIDE AGENCY SUBPOENAS

1. Less than 200 miles from Sacramento
a. The CLU supervisor shall:
(1) contact the agency that issued the subpoena and establish telephone liaison contact. (2) determine the date and time the officer(s) are needed along with what material is needed if the subpoena includes a "duces tecum" requirement.
(3) arrange for a Department vehicle and City gas card for the employee(s) through Fleet Management; or if the employee(s) choose to use their own vehicle, obtain a completed “Certificate of Insurance” prior to travel.
(4) complete and sign a "Travel and Training Request Form" (SPD 430) with all pertinent information.
b. Court overtime for off-duty personnel shall be paid from time of departure from Sacramento to their time of return to Sacramento.
c. Employees shall go directly to the location stated in the subpoena and return directly to the Department after being released. No employee is authorized to make additional trips to visit friends or family.
d. The agency who issued the subpoena is required to note the date/time and sign the employee in and out of court and/or the hearing.
e. DMV hearings shall be honored.
f. To receive compensation for the use of a personal vehicle, employees shall submit the SPD 430, Certificate of Insurance, and a copy of the subpoena, through their chain of command to the Fiscal Operations Unit.

2. Over 200 miles from Sacramento
a. Employees shall establish telephone liaison contact with the agency issuing the subpoena and start the necessary arrangements for travel, food, and lodging if required. (1) The agency who issued the subpoena will be re-contacted, as needed, to ensure that the employee or employees shall, in fact, be needed on the dates stated on the subpoena. (2) The day before the employee(s) is/are sc heduled to leave shall be the last day the agency who issued the subpoena will be contacted by the CLU.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 240.01

b. The outside agency is required to furnish all transportation, food and lodging expenses. If airline tickets must be provided for travel, the outside agency shall be directed to contact the employee to arrange for purchase and pickup.
c. Off-duty court overtime shall include travel time to and from Sacramento. (1) If employees stay in the outside agency’s ci ty or county for their own purposes, overtime stops when they are released from court.
(2) If an employee's duty hours start while the employee is still in court, or en route back, the court overtime stops at the start of shift time.
(3) If an employee is on duty and their shift ends while the employee is still in court or traveling back, the court overtime starts at the end of their scheduled shift time and ends on arrival back in Sacramento.
d. When employees are required to stay for more than one (1) day, court overtime will end at 1700 hours and resume at 0800 hours the following day. On the last day, if the employee is still off duty, the employee's court overtime will end upon their arrival time to Sacramento or the start of their normal work shift if the employee is scheduled to work that day. e. The agency who issued the subpoena will be requested to sign and note the date/time on the employee's subpoena upon their arrival and departure.
(1) Employees who learn that they will be requi red to stay for more than one (1) day shall notify their supervisor each day and advise him/her that an additional day is required, the reason(s) why, and what time and date the employee expects to be able to return. (2) For employees held over more than one (1) day, the agency who issued the subpoena shall be required to sign the subpoena and note the date/time at the start of court each day as well as the conclusion of court each day, or upon the employee's final release from court.
f. If employees require transportation from the Sa cramento International Airport, their immediate supervisor shall make the necessary arrangements.
g. DMV hearings shall not be honored.

3. Subpoenas for Lateral Officers
a. Officers hired through the Lateral Entry Program shall be given sufficient release time when subpoenaed to testify in a criminal case as a result of their previous employment. (1) Officers shall be provided with sufficient travel time to and from the outside agency. (2) Officers shall be provided with time to ensure adequate rest before the beginning of their next scheduled shift.
b. Time cards should reflect “regular” time for the amount of hours the officer is released from regular assignment.

NOTE: City policy allows for release time without the loss of regular salary. The City will not pay overtime as the subpoena did not arise in the course and scope of the officer’s employment with the City of Sacramento.

P. AUDITING

1. The CLU shall generate a weekly report documenting cases when an officer:
a. appeared with no testimony.
b. was cancelled upon arrival by the DA’s Office.
c. was rescheduled to appear at a later date/time.
d. appeared, yet the case was “trailed” all day.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

G.O 240.06

240.06

LEGAL INTERVIEW REQUESTS
10-23-12

PURPOSE
The purpose of this order is to establish procedures for processing legal interview requests.

POLICY
It shall be the policy of the Sacramento Police Department to ensure that legal interviews are coordinated and follow a prescribed procedure.

PROCEDURE
A. DEFINITIONS

1. Legal Interview - An interview with an attorney, private investigator, or citizen pertaining to a court case, witness to an action or event, or departmental procedure(s).

B. GENERAL

1. The provisions of this General Order pertains to interviews with attorneys not employed by the City of Sacramento. Employees shall cooperate with the City Attorney's office and any other attorney(s) representing the employee in their official capacity, or the City of Sacramento.

2. The Court Liaison Unit (CLU) shall determine if the interview request is in regard to a civil or criminal case.

3. Requests shall be taken via phone by CLU. Days off, holidays, and vacation schedules shall be verified by subpoena tracker prior to employee notification.

4. Department personnel shall not arrange, grant, or participate in legal interviews unless specifically authorized by CLU. The CLU shall arrange legal interviews for department personnel while they are on duty.

5. CLU shall contact the requestor to notify them if the employee consents and CLU will schedule the appointment.
a. The employee MAY contact the requestor, during the employee's working hours, and through the CLU, schedule an appointment.
b. Overtime shall not be authorized for off-duty interviews.

6. When legal interviews are granted by employees:
a. employees shall not sign any papers or documents presented unless the District Attorney or City Attorney has been previously notified.
b. all interviews shall not be video or audio taped.

C. CIVIL CASE INTERVIEWS

1. CLU shall require the requesting party to specify in writing the nature of the interview and deposit a fee with the City Finance Department.

2. If an employee has been subpoenaed to testify in a civil case, refer to G.O. 240.02.

D. CRIMINAL CASE INTERVIEWS

1. The CLU shall:
a. contact the department employee and advise t he employee of the defense interview request. b. contact the requestor and advise them of the employee’s response. c. schedule the interview if interviewed granted.
d. not charge defense attorneys a fee for interviewing employees.

2. Employees who consent to an interview shall:
a. notify the Deputy District Attorney (DA) assigned to the case b. create a supplement outlining the interview when the Deupty DA is unable to attend.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 251.01
1 OF 3
251.01

SICK/SPECIAL/PARENTAL/BEREAVEMENT LEAVE
11-13-08

PURPOSE
To establish procedures for reporting use of Sick or Special Leave when employees cannot report for duty because of sickness, injury, death in the immediate family, or any emergency situation.

POLICY
To grant time off for illness, injury, parental leave, bereavement leave, or emergencies that render employees unable to perform their regular duties.

PROCEDURE
A. Sick and Special Leave procedures provided in this order are based on the Civil Service Board Rules.

B. REPORTING ABSENCES

1. Employees who are too ill or injured to report for duty, or when an emergency exists, shall, unless hospitalized, not ify their immediate supervisor.

2. Employees who are hospitaliz ed shall, if possible, have someone make the notification.

3. Employees shall make such notification at the earliest practical or possible moment, and whenever possible, at least two (2) hours before the start of their scheduled shift. a. If the employee's f unctional unit is staffed during t he preceding shift, notification shall be made as soon as possible during th at preceding shift. Employees of the preceding shift shall alert the concerned supervisor, or higher authority, in a manner practical to the situation.
b. If the employee's functi onal unit is not staffed dur ing the preceding shift, notification shall be as soon as possible.
c. Notification for future use of leave, e.g. for scheduled surgery, shall be made as soon as dates are known.

4. On-duty employees who become too ill to complete their assigned shift, or who learn of an emergency, shall immediately notify their supervisor or higher authority. a. If such contact cannot be made, notif ication shall be to the Communications Division, Service Desk.
b. Dispatchers receiving such notifications shall record them in the CAD system (Sick Mask) and send them to the te rminal of the employee's supervisor. c. The section/watch commander shall determine whether another employee must be called in to replace the employee.

5. Supervisors shall ensure a Report of Illness/Injury (SPD 196) is completed for absences and superiors are properly notified.

6. Special Requirements - Office of Operations (uniform assignments) a. Officers and CSO's who are too ill or injured to report for duty, or when an emergency exists, shall notify their i mmediate supervisor by calling the Communications Division, Serv ice Desk, at least two (2) hours before the start of their shift.
b. Dispatchers receiving such notifications shall record them in the CAD system (Sick Mask), and send them to the termi nal of the concerned watch commander.

7. The CAD system Sick Mask shall record the same information as the SPD 196 and the Sick Mask shall serve as the SPD 196.

C. SICK LEAVE WHILE ON VACATION
Sick leave in lieu of scheduled vacation is aut horized only if employees are confined to a hospital, or bedridden on a physician's written order s, and unable to continue vacation activity.

1. On return to work, employees shall submit a medical certificate from their physician verifying the dates, location, and reason fo r the hospitalization or being bedridden to their immediate supervisor.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 251.01
2 OF 3

2. The immediate supervisor shall submit the certificate with a Time Sheet Correction form, documenting the time us ed as sick leave, in stead of vacation, through channels to City Payroll.

D. EXTENDED ABSENCE FROM DUTY

1. Employees shall call in each day they w ill be absent as outlined in Section B above.

2. When the absence is 40 hours or less:
a. the employee's return may be appr oved by the immediate supervisor. b. a Duty Status Report (SPD 165), comple ted by the employee's physician, may be required by the supervisor.
c. if there is a question as to fitness for duty, the employee may also be required to be examined by the City Physician. The Personnel Services Di vision (PSD) shall coordinate the appointment.

3. When the absence exceeds 40 hours, but is less than 160 hours, an SPD 165 may be required and the PSD may refer the employee to the City Physician.

4. Employees off work for more than 40 hours may be required to submit an SPD 165 after each visit to the treating physician, or every 160 hours, whichever comes first.

5. For absences of 160 hours or more, an SP D 165 must be completed by the treating physician. Employees s hall be referred to a City Physician by the PSD.

E. OFF-DUTY INJURY OR I LLNESS REQUIRING AN OFFI CIAL LEAVE OF ABSENCE

1. Employees shall take an official leave of absence or be placed in Absent Without Pay status if they are absent due to an off-dut y illness or injury and do not have enough sick leave or elect not to use accumulated sick leave to cover the absence and are unable to return to available modified duty.

2. Employees whose illness or injury is directly traceable to employment other than the City of Sacramento shall not use sick leave, and if unable to return to available modified duty, shall take an official leave of absence.

F. EXCESSIVE/ABUSIVE USE OF SICK LEAVE

1. Sick leave is only authori zed per Civil Service Board Rules. Any abuse of these privileges may result in disciplinar y action as authorized by those rules.

2. Supervisors shall audit sick leave use quarterly.

3. Sick leave abuse MAY be indicated if an employee is absent:
a. the same day each week.
b. the day before or after a day off, holiday, or vacation. c. each time a sick day is accumulated.
d. each day of a particular assignment or shift.
e. for unauthorized reasons, i.e., employee calls in sick and later found working off duty, fishing, participating in an athletic event, etc. f. calls in sick after being refused a holiday.
g. was ordered to provide a required SPD 165 or Medical Certificate to support sick leave, and fails to do so, upon returning to work.
h. for more than one (1) of the above per pay period.

4. When a pattern of sick leave abuse develops, the i mmediate supervisor shall:
a. orally counsel the employee.
b. document the counseling by preparing tw o (2) copies of an Excessive/Abusive Use of Sick Leave form (SPD 215).
(1) One (1) copy shall be initialed by the employee, upon which a copy of the past year's sick leave usage shall be attached, and filed in the employee's division file.
(2) The second copy shall be provided to the employee.
(3) To maintain an SPD 215 in the employee's division file for more than one year, supervisors shall have the empl oyee re-initial the SPD 215 or issue another SPD 215.

5. Previously counseled employ ees' attendance records shall be checked each quarter. If still unacceptable, or improved but return ing to unacceptable practices, disciplinary action may be appropriate.

6. If no improvement is shown, the supervi sor, through the chain of command, may:
a. if appropriate, request a fitness for duty examination.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 251.01
3 OF 3
b. file a complaint with the Internal Affairs Section, per GO 220.01.

G. SPECIAL LEAVE

1. Special Leave benefits shall be chargeable to Sick Leave credits.

2. The Request for Special Leave shall be submitted to the division/watch commander for approval and forwarded through the chain of command to the PSD. A copy of the approval shall be placed in the employee's payroll file.

H. PARENTAL LEAVE

1. The Personnel Policy Instru ction on Parental Leave dated June 24, 1995 or as amended, or as modified by applicable labor agreements, shall identify eligible employees for paid parental leave, the total number of City compensated hours, and time constraints for using parental leave.

2. Employees shall use the following ev ent type codes while on parental leave:
a. Parental leave time (PARTL).
b. Accrued and/or earned holiday time (HYATL/HYELT).
c. Accrued vacation time (VAPTL).
d. Accrued sick time (SIKTL).
e. Accrued compensatory time off (CTOTL).
f. Accrued management leave (ATOTL).
g. Leave without pay (WOPTL).

3. The job number 2702 shall be used when an employee is on parental leave and "PARTL" time is used. When employees use vacation, holiday, or sick time credits, or take leave without pay, in association with their parental leave, they shall use job number 2788.

4. The immediate supervisor of employees on pa rental leave shall ensure that time sheets for their employees are submitted each week and verify the proper job number is used.

5. Employees shall be carried on the schedule and shall maintain their normally assigned work hours and days off. The schedule shall not e the type of time used for each shift.

6. Employees responding to subpoenas shall receive overtime in accordance with the labor agreement as if they were on vacation or ho liday. If an employee is on unpaid leave, court time shall be paid at straight time.

I. BEREAVEMENT LEAVE

1. Employees may receive up to twenty-four (24) consecutive hours of City-paid bereavement leave for the death of the em ployee’s spouse, parent, sibling, child, grandchild or grandparent.

2. Bereavement leave hours shall be document ed on an employees timecard under the Time Reporting Code ‘BRV’, and they will not be subt racted from an employees accumulated Sick Leave account.

3. After an employee exhausts the twenty-four (24) consecutive hours of City-paid bereavement leave, he/she may use accrued holi day, vacation, compensatory time off, or sick leave as authorized by Ci vil Service Board Rule 16, Si ck Leave, for additional time off to attend to other death, bereavement, or funeral needs.

4. Supervisors should give consideration to the circumstances presented by the employee when time off is requested.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 252.01

252.01

TIME CHARGING
3-16-18

PURPOSE
The purpose of this order is to establish procedures for the timely compensation of employees and to accurately apportion work hours to the function performed.

POLICY
It shall be the policy of the Sacramento Police Department that each employee be compensated for services rendered in a timely manner and in accordance with applicable labor agreements, salary schedules , and/or Civil Service Rules and Regulations , and that the work hours for these services be apportioned with reasonable accuracy to the function performed.

PROCEDURE
A. GENERAL

1. eCAPS is the designated computer payroll system.

2. Employees are responsible for the accuracy and completeness of their time entr ies.

3. Supervisors are responsible for ensuring the accuracy and completeness of their employees’ entries .

4. Paycheck errors shall be corrected only when verified by the Department.

B. TIMEKEEPING

1. At the completion of each week, employees shall
a. Review all activities for that week.
b. Input hours worked, Time Reporting Code , and Program CD (if necessary) for each day worked. NOTE: Hours representing time off and excused hours shall be submitted without Program CD code.

2. As employees complete their last shift before the close of the payroll week (Friday at midnight), they s hall review their entries for accuracy.

C. SUPERVISORS

1. Supervisors shall verify all entries are accurately inputted into eCAPS

2. Supervisors shall address incorrect or incomplete entries with the employee

3. Timesheets are to be completed, submitted, and approved by a supervisor by 1700 hours on the Monday of each week.

D. COMPENSATION

1. Employees shall be compensated for work per their applicable labor agreement and/or salary schedule/resolution.

2. Out-of-class compensation
a. Out-of-class compensation shall be paid only when authorized by a lieutenant or higher rank (sworn personnel) or by the section head (civilian personnel) to maintain the efficient operation of the Department.
b. To receive this premium payment, employees shall enter the applicable Program CD code and the appropriate Time Reporting Code based on the out -of-class percentage approved for th e assignment.

3. Shift differentials
a. Shift differential shall be paid per the applicable labor agreement and/or salary schedule/resolution.
b. Employees earning swing or night shift differential shall enter the appropriate event type on the timesheet as follows:

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 252.01

(1) SS1 hours – Swing Shift Premium
(2) SST hours – Swing Shift Training Premium
(3) NS1 hours – Night Shift Premium
(4) NST hours – Night Shift Training Premium

4. On-call allowance
a. On-call allowance shall be authorized by the employee's office chief and provided for those employees required to be on call for emergency work.
b. These periods of on -call status shall be entered in the Time Reporting Code section and shall be designated on the timesheet by either Time Reporting Code “STB” or “SBY.”

5. Overtime for e mployees working in excess of a 40 -hour workweek a. Court overtime shall be entered in eCAPS and a notation made in the comment bubble with the court appearance information.
b. Regular overtime shall be entered in eCAPS and a notation made in the comment bubble with the details of the overtime.

E. EARNED TIME OFF
Earned time off shall be compensated per the applicable labor agreement, Civil Service Rules and Regulations, and/or City Code when approved by the employee's immediate supervisor.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 252.02
1 OF 2
252.02

ECAPS TIME SHEET SUBMITTAL AND APPROVAL
09-28-10

PURPOSE
The purpose of this order is to establish procedures to ensure accuracy and timely submission and approval of employees’ time sheets.

POLICY
It shall be the policy of the Sacr amento Police Department that empl oyees accurately complete their time sheets and that time sheet coordinators, s upervisors or their designees review and approve employee time sheets for each pay period.

PROCEDURE
A. ENTRY AND SUBMITTAL

1. At the completion of each week, employees shall accurately enter the number of hours worked and if applicable, all other TRC (Time Reporting Codes) that are required for the hours entered.
a. When an employee works overtime a notation shall be made in the comment bubble indicating the reason for the excess time.
b. If an employee is assigned to work a special event/ assignment other than normal duties a notation shall be made in the comment bubble.

Example 1 - Special Assignment: Assigned to NCU but currently assisting with homicide Investigation 2010-123456.

Example 2 - Time Flex: Flexing time to work on game plan with another LEA.

2. If an employee is unable to complete their eCAPS time sheet, the s upervisor, and/or their designee shall ensure that:
a. the employee’s time sheet is entered and submitted into eCAPS. b. the proper TRC and program codes or acti vity numbers are utilized based on their knowledge of the employee's reason for the absence when filling out and submitting the employee's eCAPS time sheets.

3. Any intentional misuse of TRC which results in employees being paid for time not worked (e.g. Sick Leave, Vacation, Holiday Credit, et c.) or premium pay (e.g. “Out of Class”, Overtime, FTO, etc.) for regular work hour s may result in disciplinary action.

4. Employees shall ensure they have sufficient hours accrued to cover any leave balance used. Authorization from the supervisor shall occur before the eCAPS time sheet is submitted and should be based on division/ section/unit policy for taking time off. a. If a time sheet is rejected for insuffic ient balances (other t han sick leave), and the error is discovered during the time sheet submittal process, the employee, supervisor, time sheet coordinators or their designee will attempt to use other leave balances that are available (except sick leave) to ensure the employee has been paid for a complete work week.
b. In the event the employee uses sick l eave and does not have sufficient sick leave hours accrued, the Section Commander shall determine if the employee may use other accumulated time. If the Secti on Commander disallows the use of any other accumulated time, WOP shall be entered as the TRC and a notation explaining the decisi on shall be made in the comment bubble. Note: Supervisors have the ability to review the employee leave balances via eCAPS.

B. REVIEW AND APPROVAL

1. The time sheet coordinators shall run Time Sheet Reports for “No Time Submitted” and “Payable Time Not Yet Approved” to ensure that time sheets for the employees within their group(s) aresubmitted and approved. If nec essary, notifications shall be forwarded to the employee, supervisor or designees informing them of the need to submit time sheets or approve them.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS
G.O. 252.02
2 OF 2

2. Once submitted, the supervisor, their de signee, or the time s heet coordinators shall insure that the eCAPs time sheet accurate ly reflects the employee's work week. A notation shall be made in the comment bubble when it is necessary to clarify TRCs.

3. Once the time sheet is verified, the supervisor or designee shall approve it. An automated e-mail notification will be delivered to the employee when the time submitted is denied.

4. Employees shall submit thei r time sheets prior to the deadline set by their supervisor and /or time sheet coordinator. The supervisor and/or time sheet coor dinator shall ensure that time sheets are approved by 1200 hours every Tuesday (unless otherwise directed by Payroll).

5. If an employee's time sheet is not submitted, the employee’s division is responsible for ensuring that the time s heet is entered, submitted and approved in eCAPS.

6. Time sheets not submitted by 1200 hours on T uesday following the second week of the pay period may cause the employee to be short on their next paycheck. If this occurs, the party with whom the fault rests may be subject to disciplinary action.

7. Units may establish other reviews/audits to ensure accuracy.

C. TIME SHEET CORRECTIONS

1. All corrections to time sheets can be submit ted and approved within the same pay period prior to the processing of time sheets by Payroll. Employ ees shall notify their supervisor of any changes/correct ions that were previously submitted within the pay period.

2. Corrections within a 62 day period shall be made via eCAPS if it involves a TRC change with the type of hours worked (e.g. REG hours to Out of Class or REG to FTO Out of Class). The corrections shall be entered by the employee, their supervisor or designee and approved by the supervisor or designee. The employee shall make a notation in the eCAPS comment bubble citing t he reason for the correction.

3. For all other leave types or if the time sheet correction is older than 62 days, a handwritten time sheet correction form shall be completed and forwarded to Payroll and a notation shall be made in the eCAPS comment bubble.

D. AUDITING

1. The Division Captain or thei r designees shall periodically au dit time sheet entries in eCAPS to ensure compliance. If an erro r is found during a revi ew/audit the employee shall:
a. be notified of the errors found on their time sheets. b. have 2 weeks to contact their division co mmander or designee if they feel their time sheets were correct as submitted.
c. ensure that copies of any documentation in support of their position are turned in to the Division Captain.

2. The Division Captain or thei r designee shall review any dis puted case and make the final decision on the time sheet.
a. If it is decided the empl oyee was in error, the appropriate changes shall be made. b. A copy of the correction shall be provided to the employee.

3. All overtime shall be supported by an Overtime Slip (SPD 148) and approved by a supervisor with a copy gi ven to the employee.

4. The Division Captain or th eir designee shall be responsible for review and disciplinary decisions for both the employee making the error and the approving supervisor.

5. If errors continue, both the employ ee and approving supervisor(s) may be subject to further discipline as applicable.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 253.01

253.01

SPECIAL COMPENSATION
12-17-12

PURPOSE
The purpose of this order is to outline procedures for obtaining approval to work overtime and for the number of hours employees may schedule themselves to work.

POLICY
It shall be the policy of the Sacramento Police Department that supervisors manage the use of special compensation as outlined in applicable labor agreements to attain the goals of the Department.

PROCEDURE
A. GENERAL

1. This order is to comply with current labor agreements between the City of Sacramento, the Sacramento Police Officers Association (SPOA), the Sacramento City Exempt Employees Association (SCXEA), and the Stationary Engineers, Local 39.B.

B. OVERTIME COMPENSATION

1. Management shall have the right to temporarily resc hedule civilian employees, or officers with a five (5) day notice, for any police service the employee performs, except court overtime.

2. Employees shall personally contact their superviso r or, if unavailable, another supervisor when they realize they may work overtime.

3. The above procedure does not apply to court overtime.

C. EMERGENCY STANDBY

1. Employees shall not be authorized to remain on call for emergency work without prior specific written approval by the Chief of Police.

2. Supervisors shall not ask or require employees to remain on standby/on-call status unless specific written authorization has been granted. This authorization, coupled with the requirement to standby for the emergency call, entitles the employee to receive this additional compensation.

D. MUTUAL AID OVERTIME

1. Employees sent on a Law Enforcement Mutual Aid (LEMA) Request per G.O. 560.03 shall be compensated at the regular overtime rate for hours worked in excess of the regular duty shift.

2. When the LEMA request is to an emergency declared as such by the Governor, overtime compensation shall be for actual hours worked in excess of the regular duty shift.

EXCEPTION: When the State of California, Office of Emergency Services reimburses the City on a 24- hour basis, employees sent to the LEMA request may be compensated for hours in excess of the regular duty schedule at the regular overtime rate on a 24-hour a day basis.

3. The Office of the Chief Captain or other designee fr om the Chief of Police shall ensure employees sent to LEMA requests are advised of overtime compensation provisions, and if they are responding to a declared emergency, whether it will be reimbursed on a 24-hour a day basis.

4. When applicable, as directed by their superviso rs, employees shall use the designated program code for reporting hours worked.

E. BACKFILL OVERTIME/SUPPLEM ENTAL OFF-DUTY EMPLOYMENT

1. At least eight (8) hours shall elapse between the end of a backfill overtime, supplemental off-duty employment assignment (see G.O. 253.02) and the start of a regular shift. Officers shall inform their immediate supervisor or, if unavailable, the on-duty watch commander if there is the possibility this provision will be violated.

2. Officers shall not work more than 16 consecutive total hours of combined regular shift, supplemental off-duty employment assignment, and backfill overtime.

3. Officers shall not work more than 20 hours of backfill overtime, supplemental off-duty employment, and off-duty employment combined per week unless approved/directed by the Deputy Chief of Police, Office of Operational Services or designee.

SACRAMENTO POLICE DEPARTMENT

OFFICE OF INVESTIGATIONS

OOI 510.01

510.01

UNSUPERVISED FIELD INVESTIGATION
3-19-20

PURPOSE
To establish procedures for unsupervised field investigations.

POLICY
It shall be the policy of the Sacramento Police Department to require detectives, in the absence of a supervisor, to log on with Communications Division when conducting field investigations.

PROCEDURE
A. DEFINITION

1. UNSUPERVISED FIELD INVESTIGATION – A field investigation conducted during normal working hours without a supervisor's presence, or on approved overtime and in the absence of a supervisor.

2. SIGN-IN/OUT BOARDS – A unit status board that detectives can indicate their location during field investigations and/or when away from the office for an extended period of time.

B. PROCEDURE FOR LOGGING ON

1. When a detective conducts a field investigation, the detective shall advise his/her supervisor of the circumstances surrounding the investigation and what resources will be needed.

2. The detective will log on with Communications, advise of his/her location, and be available by cellphone and/or radio (if needed).

3. Select the patrol channel assigned to the geographic area of the field investigation.

4. Detectives shall advise Communications of the following:
a. When the investigation moves to an area covered by another radio channel. b. The location of all known or potential suspect contacts. c. When he/she has concluded the field investigation and is logging off.

5. When detectives are in the field, they shall comply with G.O. 525.07 Body -Worn Camera policy.

SACRAMENTO POLICE DEPARTMENT

OFFICE OF OPERATIONS
O.O.O. 130.07
130.07

TRAFFIC DUTIES
03-18-94

PURPOSE
To state the responsibilities of individuals assigned traffic duties, and the functions of various assignments.

POLICY
To assign individuals to responsibilities for traffic control and coordination of documentation.

PROCEDURE
A. TRAFFIC RESPONSIBILITIES - SECTOR TWO EXECUTIVE LIEUTENANT The Sector 2 Executive Lieutenant' s traffic duties shall consist of, but are not limited to, the following:

1. Preparing and submitting plans concerning the operation of tr affic officers, constantly updating to fulfill current needs.

2. Conduct research into causes of traffic collisions, develop preventative measures, and suggest new programs in this area.

3. Suggesting policies and procedures on traffic matters that provide uniform standards of enforcement of both the V ehicle Code and City Code.

4. Keeping the four (4) sector c aptains informed of current pr oblems associated with traffic.

5. Training
a. Maintaining a training program to enable traffic officers to develop and maintain essential skills.
b. Ensure personnel meet department training requirements. c. Identifying areas where additional training is needed.

6. Coordinating Activities
a. Coordinate training of personnel assigned to motor units. b. Coordinating efforts of the DUI, motor, and Accident Investigation Units towards achieving traffic enforcement goals of the department.

7. Attending meetings assigned by the sector captain which involve agencies that have a mutual interest in traffic safety.

8. Assuring statistical information is given to patrol field supervisors to assist them in preparing personnel assignments and monthly stat istical activity r eports as necessary.

9. Assisting in the cr eation of the annual budget.

10. Scheduling all vacations, pistol shoots, hol idays, schools, advanced officer training, instructors, and any other sc heduling needs of the DUI and Ac cident Investigation units.

11. Scheduling all vacations for motorcycle officers.

12. Preparing performance appraisals of sergeants and review the performance appraisals of personnel of the DUI and Ac cident Investigation units.

13. Investigating all misconduct of sergeants a nd officers assigned to the DUI and Accident Investigation units as assigned or as the misconduct becomes known. The findings of the investigation shall be reported in writing to the Sector Captain as soon as possible and practical.

14. Reviewing (and signing as required) t he weekly timecards for assigned personnel.

15. Reviewing and making recommendations and comments on department staffings.

16. Reviewing and approving overtime requests fo r DUI and Traffic Investigations Unit.

17. Spot-checking traffic reports for quality control.

B. TRAFFIC DETECTIVE SERGEANT
The Traffic Detective Sergeant shall be responsible for required follow-up investigation of traffic collision reports.

1. Hit and Run Collisions: The investigative sergeant shall review and assign for additional investigation, all hit and run reports meet ing the established criteria for follow-up. 1 OF 2

SACRAMENTO POLICE DEPARTMENT

OFFICE OF OPERATIONS
O.O.O. 130.07

2. Fatal Collisions: The investigative se rgeant shall assign and personally supervise investigation of all fatal accidents. The sergeant will keep the Sector 2 Executive Lieutenant informed of progress on all fata l accident investigations and obtain the lieutenant's approval before filing or completing a case.

3. City Equipment Collisions: The investi gative sergeant shall personally complete, when practical, follow-up of all City equipment accident s. Upon completion, the sergeant shall forward copies of completed reports to the Training Lieutenan t, Personnel Services Division, for review.
a. In the event of complex City equipment accidents (i.e., fatal injuries, driving under the influence with arrest cases, et c.) the Traffic Detective Sergeant may assign the case(s) to a subordinate detective.
b. The Traffic Detective Sergeant shall monitor the case and keep the Sector 2 Executive Lieutenant informed of the progress of the case. c. In the absence of the Traffic Detectiv e Sergeant, the Acting Traffic Detective Sergeant shall be responsible for the timely completion of City equipment investigations and the forwarding of reports to the safety officer.

C. TRAFFIC - DETECTIVE

1. Investigation: The traffic detective shall make a thorough fo llow-up investigation of all assigned cases.

2. All assigned cases involving a traffic fatality shall be reviewed to ensure they are detailed and the proper steps have been taken.

3. The detective shall compile a complete f ile on all cases involving a felony charge and review the case with the as signed deputy district attorney.

4. Citizen Complaints: The detective shall handle complaints over the telephone or personal contact regarding errors in, or the quality of, traffic collision investigations, make any needed corrections, and pass on the complaints and solutions to the Sector 2 Executive Lieutenant for information and review.

D. MOTORCYCLE OFFICER

1. Sector Sergeants shall be responsible for motor officers assigned to their teams.

2. Patrol Duties: Officers shall patrol and enforce the traffic laws within their assigned sector in the best concepts of selective enforcement. They shall not leave their sectors except in response to a police assignment, the pu rsuit of a real or suspected violator, or upon permission of a supervisor.

3. Training: Officers shall not be given solo motorcycle assignments without first qualifying in the Motorcycle Training Program.

4. Officers Equipment Responsibilities: Motorcycles shall be assi gned to officers as personal equipment. Officers are accountable for its maintenance, cleanliness, and security. Any failure could result in the loss of the assignment. a. The maintenance chart shall be strictly adhered to, and no equipment shall be installed without permissio n of the office chief.
b. During off-duty, the vehicle shall be st ored in a proper shelter with the ignition locked. While on duty and while the machi ne is out of the officer's view, the ignition shall be locked.
c. Officers shall not use a motorcycle not assigned to them without permission of a supervisor. While operating a motorcyc le not permanently assigned, officers shall follow the same procedure used with permanent equipment. d. Officers assigned a motorcycle shall en sure the speedometer is calibrated every three (3) months. If the officer feel s that the speedometer is not properly calibrated, it may be done sooner.

E. DUI TEAM SERGEANT
The DUI Sergeant shall:

1. supervise the DUI team.

2. conduct tow hearings on behalf of the department.

3. coordinate a Traffic Safety Program for the department.

4. coordinate the preparati on of traffic statistics.

5. perform other duties assi gned by Executive Lieutenant.

F. DUI OFFICERS
DUI officers shall:

1. provide general traffic enforcement with emphazing DUI laws.

2. assist with pubic education of traffic safety issues. 2 OF 2

SACRAMENTO POLICE DEPARTMENT

OFFICE OF OPERATIONS
O.O.O. 253.01
253.01

OVERTIME
09-16-91

PURPOSE
To outline procedures for obtaining approval of working overtime.

POLICY
To allow officers to work overtime so that the goals of the Depart ment can be attained.

PROCEDURE
A. OFFICER RESPONSIBILITY

1. Officers shall personally c ontact their Sergeant or another supervisor when they realize they may work overtime.

2. They may do this either in person, by radio or by telephone.

3. Officers shall provide sufficient information to the supervisor so they can intelligently decide who shall complete the task.

4. The supervisor shall evaluate the circumstanc es and decide if that officer should work overtime or if the work c an be completed by someone else.

B. DOCUMENTATION

1. Should a supervisor approve t he contemplated overtime, t he officer shall write the supervisor's name on the upper left corner of the Overtime Slip (SPD 148).

2. The supervisor authorizing the overtime sh all be contacted, should any questions arise as the necessity of the overtime.

3. The above procedure does not apply to court overtime. 1 OF 1

SACRAMENTO POLICE DEPARTMENT

OFFICE OF OPERATIONS
O.O.O. 510.03
1 OF 1
510.03
PROCEDURE FOR CODE 7
04-20-07

PURPOSE
The purpose of this order is to establish guidelines for officers requesting permission to eat (Code 7).

POLICY
It shall be the policy of the Sacramento Police Departm ent to allow officers a per iod of time to consume a meal during their shift.

PROCEDURE
A. REQUEST
Whenever a uniformed patrol officer wishes a des ignated meal period, the officer shall request permission for Code 7 and give the location.

1. According to the established procedures, the dispatchers shall approve or deny the request. When the request is denied, t he officer's immediate supervisor may be contacted and the supervisor' s decision shall be final.

2. Uniformed officers shall not request a Code 7 during the first hour of their scheduled shift without the approval of their supervisor. All Code 7's shall be completed prior to the final 90 minutes of the shift. Exc eptions to this procedure shall be approved by the supervisor and be justified by ext enuating circumstances.

3. All Code 7's shall be completed within a 40 minute period. This 40 minute period shall include travel time to the requested locati on. Officers shall not request a Code 7 and advise radio they will “mark arrival.” A Code 7 period shall begin at the time the Code 7 request is approved.

4. No more than four (4) uniformed personnel and three marked cars shall be permitted at the same Code 7 location/eating establishment.

5. Should officers be unable to receive a Code 7 during their shift, no overtime shall be received.

B. LOCATION
Uniformed patrol officers shall go Code 7 within their district boundaries.

1. If for any reason there is not a place available to eat, offi cers shall obtain permission from their immediate supervisor to eat outside the district. If the immediate supervisor is not available, permission may be obtained from the watch commander.

2. With permission from the appropriate supervi sor, officers may eat at restaurants or private residences, if the location is within three (3) miles of their assigned district boundary.
1 Supplemental Budget Information – Item 4

Question 1: Increase revenue - Community Centers - increasing program fees, facility & room rental fees - establish new fee for services previously free. (pg 44).

How much are the proposed increases to program fees, facility and room rentals that community members will have to pay?

Response:

This program fee includes:
• Summer Camps (Kids Camp and Teen Scene) - currently free but will go to $15 per week. We currently have 1,000+ youth and teen registrations across our 8 week sessions at 6 sites.
• REC preschool program will increase from $25-$50 range to $28- $55.
• Camp Clunie and Camp McKinley are new summer camp
programs. Currently $100 per week session, will increase to $115- $130.
• Room rental fee range will increase from $35-$200 per hour to $40- $220 depending on the room size.

Question 2: Increase revenue - Youth Expanded Learning - establishing new fee - Kids Camp Evelyn Moore Summer Camp (currently free) (pg 44).

What is the increase for the proposed fee? How many youth are served on an annual basis through this camp?

Response:

This is an additional Kids Camp – currently free but will go to $15 per week. Current enrollment is 75-100 youth per week.

Question 3: Increase revenue - Community Centers - establishing fee for senior special events (currently free) (pg 44).

How much is the proposed fee being considered for senior special events? How many senior special events take place on an annual basis? How many at the North Natomas Community Center?

Response:

These are currently free and will increase to 5 per event. There are currently 4-5 events per year, locations rotate to all community centers including a rotation at North Natomas.

2 Question 4: Increase revenue - aquatic programs at city pools & rec swim fees at NNAC (pg 44).

How much are the proposed fees being considered to be increased by?

Response:

The Fee increases for aquatic programs at all city pools include:
• swim lessons: current fees $9-$12/class; increasing to $11-$13/class • swim team: current fee $99/season increasing to $149/season • water aerobics: $4/class to $5/class
• Recreational swim fees at North Natomas Aquatics Complex • Adult: 14.20%-Increase Fee within current Range $7 to $8 • Youth: 20% Increase Fee within current range $5 to $6 • North Natomas Community Center fee increase is based on CPI

10.7% increase

Question 5: Increase NNCC & NNAC - Community Center room rental based on CPI (pg 45).

How much are the proposed rental costs being increased by?

Response:

NNCC & NNAC room rental increase based on 10.7% CPI.

Question 6: Increase session fee to Kids Camp (New) based on CPI (pg 45).

How much are the proposed fees being considered to be increased by? When and where does 'Kids Camp' take place and how many youth are served through the program?

Response:

See above

Question 7: Increase Certified Farmer's Market Permit based on CPI (pg 46).

How much is the permit being considered to be increased by?

Response:

Permit increase based on 10.7% CPI.

Question 8: Increase Park Picnic Area Reservation fee based on CPI (pg 47). 3 What is the proposed increase to the fee that community members will have to pay for park reservations?

Response:

Permit increase based on 10.7% CPI.

Question 9: Reduce youth stipends-based programming (pg 52).

How many students are served annually through the youth stipends-based programming? Up to how much can youth receive?

Response:

Over 800 youth are served annually through stipends-based programming. Stipends currently range from $350-$500 depending on the program.

1 Supplemental Budget Information – Item 5

Question: What is the impact of the proposed $87,000 reduction of funding to the SMUD Museum of Science and Curiosity?

Response:

The Convention and Cultural Services Department’s conversations with the SMUD Museum of Science and Curiosity suggest that if their funding from the City is cut, the serve impact would be as follows:

• Would require the museum to close one day a week
• Would result in fewer shows in the planetarium
• Would result in a reduction in ratio of staff to school groups

1 Supplemental Budget Information – Item 6

Question: What would be the cost savings for the two YPCE items for the reduction of Recreation Aide positions and reducing ten non-hub pools and impact to services?

Response:

Community Enrichment & Youth Vacancies:

Community Centers: $233K savings
Eliminate 6.57 FTE of non-career community center and program staff. Would result in some impact to program capacities/service levels and community center hours of operations would go from the current M-F 8am-8pm, Sat 8-12, to M-F 8am-6pm and closed on weekends. Would also result in some filled positions being eliminated.

Aquatics: $547K savings (minus lost revenue due to closures) Eliminate 13.95 FTE in Aquatics program staffing including lifeguards. Would reduce seasonal operations of 10 pools from 5-6 days per week to 3 days per week during the summer. Would result in some filled positions being eliminated.

1 Supplemental Budget Information – Item 7

Question: What is the service impact and savings associated with the deletion of the customer service representative positions in the Proposed Budget?

Response: These part-time positions are currently vacant, and workload will be handled by existing staff. By not filling these vacancies, processing times will be slower than they could be resulting in lower quality service. The savings is $47,350.

1 Supplemental Budget Information – Item 8

Question: What is the current status of Homeless Housing, Assistance and Prevention (HHAP) funding and the restoration of funding with prior year unspent HHAP? What is that amount and is it projected to be an ongoing reduction?

Response:

The City is expecting to receive approximately $27.1 million in HHAP-5 funding. In addition, the Proposed Budget identifies $3.8 million in available balance from prior HHAP funding rounds.

Supplemental Budget Information – Item 9

Question: What would be the impact to services if these positions (vacant positions for eCAPS, 311, Code Enforcement, City enterprise data, Network and Telecom Team, etc) were cut? Would there be any cost savings if the City were to contract out for these services?

Response:

IT Vacant Positions
In an effort to address the structural imbalance, the City Manager directed departments to submit potential revenue enhancements and expenditure reductions that totaled 15% of their General Fund/Measure U discretionary funding. For the IT Department, the 15% target equates to a $3.2M reduction comprised almost entirely of vacant positions given that 97.8% of the department’s total budget is allocated to employee costs.

Because of the IT Department’s success with employee recruiting and retention practices, it operates with a low vacancy rate of 10% or under. Even with the hiring freeze in effect, the vacancy rate is still 8.6%. The salary savings from vacancies are used to fund overtime for on- call emergency services for 24/7 city operations and necessary technology enhancements throughout the year. At the end of each fiscal year, unobligated net appropriations in existence on June 30 in the IT Department operations General Fund budget are transferred to the IT Critical Infrastructure CIP to create a funding mechanism for future unfunded citywide technology initiatives, which the City Manager reviews annually.

The 8 vacant positions listed in the Level 4 - Severe Impact category are highly sought technical positions with a competitive hiring process. To meet our 15% reduction target and follow the City Manager’s direction to not cut employees, we had to rescind an offer for an open Senior Applications Develop and stop all open position recruitments. The department plans to immediately fill these key positions once the budget has been adopted.

As the title suggests for Level 4, the impact on the community, city services, and all City departments would be severe if the IT vacant positions were eliminated. The details of the impacts are detailed below.
 The elimination of eCAPS Senior Applications Developer positions will negatively impact the department's ability to properly maintain and enhance the City's finance and personnel system. This will have a negative impact on business operations and would necessitate manual processes to perform critical business functions. If funding for these positions isn’t continued, the department cannot uphold the current service levels supporting applications for critical citywide business operations. The impact will be immediately felt in HR and Finance, with a cascading effect felt across the city on all departments in support areas such as payroll, benefits management, recruitment, budget management, banking, accounts receivables, accounts payable, contracts, procurement, and labor relations.
 The elimination of the CRM Senior Applications Developer position will negatively impact the department’s ability to properly maintain the existing Salesforce customer relationship management (CRM) system and may result in longer wait times at the 311 call center for customers, impacting the overall user experience and the perception of the organization. In addition, the Salesforce CRM system is used by the Department of Community Response (DCR), Mayor & Council Office, CDD Planning Division, YPCE, Animal Care, and the Innovation & Economic Development Division. Without this position, IT could not provide much-needed improvements by automating the full customer service cycle for DCR and Solid Waste.
 The elimination of the Senior Applications Developer supporting CDD and the Accela permitting system would negatively impact the department’s ability to properly maintain the existing permitting system and may result in longer wait times for developing and deploying permit fee changes, permit process automation, and enhancements. This program also supports Code Enforcement, CDD Planning, Building, PW Engineering, Cannabis, and Finance Revenue Operations. Without this position, it will be difficult for the IT department to support the city in issuing permits and implementing controls and audit functions built into the permitting software.
 The elimination of the Senior Systems Engineer in the IT Operations Division would decrease the required service level support needed to properly manage the City’s server infrastructure operations and services. This position supports the city’s servers, all public safety servers, backup and recovery, and security patching, as well as manages access to all city applications. This position is fully background-checked and enables the IT Department to maintain the service levels necessary for City and Public Safety operations. If this position is held vacant, it will negatively impact the support of the various City and Public Safety systems as well as project implementation timelines.  The elimination of the Principal Systems Engineer in the IT Operations Division would eliminate the technical leadership responsible for the core IT infrastructure that supports the City's enterprise data network and security systems. This position is critical to the operations of both wired and wireless network connectivity, city internet access, and city applications that reside in our data centers. Not having this position will impact the city’s service levels which means possible delays with a multitude of systems that will have citywide impacts on day-to-day operations and IT security services.  The elimination of the Senior Applications Developer in the PD Systems Support Division would have a severe impact on the Police and Fire Department’s mission-critical systems. It is estimated 20% of this FTE’s workload would have to be encumbered by each existing staff member. Unless required by mandate, any new project requests related to this position's job duties would be suspended indefinitely or denied. This would subsequently affect the workload and project priorities for the Sacramento Police and Fire Departments.

Contracting IT Services
The IT Department relies on contract services to assist with project work exclusively. Our analysis of contracted managed service labor costs for essential city services reveals that they are not cost-effective compared to employing full-time staff. For instance, three years ago, a Senior Applications Developer contracted to support our Finance and HR System (eCAPS) was quoted at $115 per hour, a rate that would likely be much higher today. In contrast, the city's current salary schedule for a Senior Applications Developer offers an hourly rate of $56.03 at the midpoint of the classification. By utilizing city employees, including benefits, we can achieve an average savings of $62,200 per employee compared to contracting external employees.

City employees also possess a deep understanding of each business line they support, and that business knowledge is extremely valuable to the highly technical vacant positions and can’t be duplicated by contractors.

Increased Citywide Spending on Technology
Ongoing software maintenance, software subscriptions, and technical support services are necessary to ensure the city’s critical business systems are operating at peak capacity, maintain a high availability rate, and are secure. Enterprise and departmental business systems are essential tools that directly support nearly all city business operations, functions, and services.

These systems must receive the necessary system maintenance and/or software subscription services to operate properly.

Nearly all the City’s enterprise business, infrastructure, and communication systems are currently covered by maintenance and technical support services through their original manufacturer. It is often necessary to introduce new or additional technological components and enhancements to efficiently manage and optimize systems and protect against cyber-attacks.

Additionally, software maintenance and support costs continue to rise by an average of 5-7% each year.

Included in this funding request are several essential increased costs, such as: Oracle PeopleSoft Licensing ($341,107) for supporting our Finance and HR System; County of Sacramento Radio System Fees ($119,175) to maintain Public Safety radios; and Security Services ($137,384) aimed at safeguarding City of Sacramento infrastructure and data.

If increased funding for citywide technology is not approved, we would be required to remove business software systems and applications that are used to support city operations which would cripple city operations and could potentially put the city at risk of cyber-attacks, ransomware, data breaches, and other harmful cyber activities.

Discontinue the Student Internship Training Program
In the FY20 budget, the department received an annual budget allocation of $120,000 to support the Student Internship Training Program. Eliminating the funding for this program will remove the necessary support needed to accomplish routine tasks that help the department operate more efficiently. Student internships are also a cost-effective recruiting strategy, with the department successfully hiring 19 former interns into permanent positions over the past 10 years. The student internship program allows the City to benefit from an added workforce, while more accurately assessing candidates’ abilities while providing students an opportunity to build their on-the-job skills and knowledge.

We are working in partnership with the Office of Innovation and Economic Development (OIED) to continue the program for the next fiscal year with available ARPA and State grant funding.

This new program requires students to live within the city limits and only 2 current interns meet that requirement. If funding is eliminated for our current program, we will start recruitment of City of Sacramento residents through the OIED program.
1 Supplemental Budget Information – Item 10

Question: Please provide more information on why the reduction in funding for service needs from Downtown Sacramento Partnership (DSP) was not included in the Proposed Budget.

Response:

In Fiscal Year (FY) 2020/21, the City began supplementing DSP’s Property Business Improvement District maintenance services in the downtown core with $125,000 for additional cleaning. That funding was set to expire in FY2023/24. Eliminating those additional services coupled with a reduction of approximately $100,00 from DSP’s Old Sacramento services, specifically evaluating the scopes of special event and activation funding and district management, could help the City realize a savings of $225,000.

The reason that was not approved as a reduction is because the downtown area continues to struggle because of the dramatic shifts in worker presence in the city core.

The desire to keep the downtown core clean, while encouraging activation in Old Sacramento – a significant tourist destination – was prioritized as a means for driving other forms of revenue, like parking fees and sales taxes.

1 Supplemental Budget Information – Item 11

Question: Regarding the $300k GF increase for the Streetscapes Maintenance contract: Who are we currently contracting with for these services, how much are those contracts, and when do they expire? What is the selection process when bringing on contractors? How much have these fees increased in recent years?

Response: Providing some context for the scale of responsibility, the Streetscape Maintenance Section oversees the maintenance of a vast array of infrastructure, including:
317 separate sites comprising landscape medians, street corridors, and paseos; 170 pedestrian islands and roundabouts; 56 freeway under crossings; 5 pedestrian bridges; 45 citywide sound walls; 36 neighborhood-funded sound walls; 282 non-landscaped medians; and 92 city-owned facilities, parking lots, and redevelopment properties.

New assets to be maintained are added every year. Streetscape maintenance has been funded entirely with the citywide Lighting and Landscaping (L&L) tax district and 16 area-specific landscape maintenance districts.

Revenue growth for these districts is capped at 1% to 3% (some districts are already at the maximum); however, costs have been increasing at much higher rates. In addition to new acreage to maintain, recent growth has seen a 5% annual increase in contractor rates, and substantial increases in water and storm drainage rates. Additionally, infrastructure is aging and will increasingly need replacement.

Best practice provides for weekly maintenance services. Services include landscape and turf care if present, weed control, shrub pruning, fertilizing, irrigation testing and repair, and trash and debris cleanup. As costs have escalated, service was reduced from weekly to every two weeks, and now to monthly.

Who are we currently contracting with for these services? And what is the selection process when bringing on contractors?
All streetscapes projects are advertised via Planetbids. Most of our contracts are split between four contractors, as their prices are always the lowest. On occasion we will receive one or two new companies who submit a bid, however, many times the prices for the new companies are significantly higher. We have a total of 64 Streetscapes contracts and 56 of these contracts are shared by our four main contractors. The selection process is done via the lowest bidders, in other words, we award the contract to the person with the lowest prices.

Our four main contractors are highlighted in blue. The contractor highlighted in red is a new contractor that started services in November of 2023, as they were the lowest bidder. We have been doing business with these four contractors for many years. Two reasons for this, 1) we do not receive new bidders, and 2) these four companies are the lowest bidders.

2  New Image Landscape Company (13 contracts)
 Roush Landscape (7 contracts)
 Azevedo’s Landscape (17 contracts)
 Parker Landscape (19 contracts)
 Custom Agronomics (2 contracts)
 Ewing Irrigation (1 contract)
 PTS Masonry (1 contract)
 Eco Tech Pest Contract (1 contract)
 Elite Service Experts (newer contractor, 3 contracts)

How much are those contracts and when do they expire?
Contract Name Contractor Amount Term Expiration
Pedestrian Islands & Traffic
Circles
Roush $126,950 3-years 06/30/2024
Cosumnes River Boulevard Azevedo $179,828 3-years 06/30/2024 East Natomas Bikeways Roush $136,380 3-years 06/30/2024 Mid-Sac Bikeways Roush $136,380 3-years 06/30/2024
Pest Control Ecotech $48,036 3-years 06/30/2024
South Sac Bikeways Parker $139,230 3-years 06/30/2024
West Natomas Bikeways Roush $150,384 3-years 06/30/2024 Roadsides & Ditches Weed
Abatement
Custom
Agronomics
$136,500 2-years 06/30/2024
On-Call Services New Image $600,000 2-years 06/30/2024
On-Call Services Parker $600,000 2-years 06/30/2024
5770 Freeport Boulevard New Image $77,289 2-years 06/30/2024 China Town Mall New Image $82,917 2-years 06/30/2024
Weed Abatement City
Owned Vacant Lots
New Image $238,606 2-years 06/30/2024
West Natomas Central Parker $181,300 2-years 06/30/2024 Bruceville Roush $190,944 2-years 02/28/2025
Corridor Parker $89,460 2-years 02/28/2025
El Centro Parker $144,560 2-years 02/28/2025
Gateway Park Parker $195,320 2-years 02/28/2025
Non-Landscape Medians Roush $244,800 2-years 02/28/2025 North Natomas Parker $205,038 3-years 02/28/2025
Palm Gateway Parker $163,220 2-years 02/28/2025
Pocket Canal Parker $52,800 3-years 02/28/2025
Riverside Pocket Azevedo $111,700 2-years 02/28/2025
Riverview Azevedo $228,660 2-years 02/28/2025
Southeast Commerce Parker $178,050 3-years 02/28/2025
24th & 47th Ave Azevedo $231,420 2-years 10/31/2024

3 Arden Connector New Image $141,796 2-years 10/31/2024 Brookfield New Image $226,584 2-years 10/31/2024
Center Parkway-Mack Azevedo $212,740 2-years 10/31/2024 College Elvas New Image $192,406 2-years 10/31/2024
Downtown New Image $211,336 2-years 10/31/2024
Franklin Arlington New Image $286,640 2-years 10/31/2024 Freeport Boulevard New Image $153,459 2-years 10/31/2024 Howe Ave Azevedo $153,940 2-years 10/31/2024
Mid-Central Azevedo $146,380 2-years 10/31/2024
Northborough Azevedo $193,420 2-years 10/31/2024
Oleanders New Image $292,001 2-years 10/31/2024
Parking Garages Parker $247,900 2-years 10/31/2024
Police Facilities Parker $184,080 3-years 10/31/2024
Railyards Azevedo $189,460 2-years 10/31/2024
Soundwall & Pedestrian
Bridges
New Image $249,900 2-years 10/31/2024
West El Camino New Image $226,644 2-years 10/31/2024
21st Ave Azevedo $63,480 2-years 02/28/2026
43rd Ave Azevedo $63,420 2-years 02/28/2026
65th Expressway Azevedo $63,480 2-years 02/28/2026
300 Richards Azevedo $104,550 3-years 10/31/2026
Animal Care Azevedo $60,810 3-years 10/31/2026
Capitol City Parker $89,220 2-years 06/30/2025
Freeway Underpasses Roush $114,649 2-years 12/31/2025
Northeast Commerce Azevedo $89,760 2-years 02/28/2026
North Truxel Elite Services $52,272 3-years 10/31/2026
Nuevo Elite Services $67,788 3-years 10/31/2026
Village Garden Elite Services $58,176 3-years 10/31/2026 Willow Creek Parker $107,720 2-years 02/28/2026
Masonry Wall Repairs PTS Masonry $161,684 2-years 06/30/2025

How much have these fees increased in recent years?
Vendor costs are increasing at 5%
Utility costs are increasing at 7%
Program administration is increasing at 3%
Aging Infrastructure/ Repair cost are increasing at 5%
L&L Revenue is increasing at 1%

1 Supplemental Budget Information – Item 12

Question: Do you have any background on the youth stipends-based programming reduction proposed in this item (approx. $121,500)? Which Youth Workforce Programs are impacted? The ones through Community Centers, Summer @CH, or others?

Response:

This is a reduction in stipend amounts for youth workforce development programs for youth ages 10 – 17. Current stipends range from $350-$500 and will move to $300- $425. Capacities will not be impacted, and the same amount of youth can still be served.

Other questions were answered by Jackie Beecham, Youth, Parks, and Community Enrichment Director, at the 5pm City Council Meeting on May 7, 2024.

1 Supplemental Budget Information – Item 13

Question: List of continuing programs that received one-time funding of ARPA dollars

Response:

Program ARPA Category Fund FY25 Proposed
Amount
Homeless Mitigation Program (Forensiclean) Homelessness Measure U $1,000,000 Animal Services for the Homeless Response Team Homelessness Measure U $887,329 Code Enforcement Officers (Support of Community
Response Department)
Homelessness Measure U $256,179
Community Response Department Staffing Homelessness Measure U $2,181,523 Public Works Department Support of Homelessness
Programming
Homelessness Measure U $496,605
Illegal Dumping Support Homelessness Measure U $810,847 Tourism Recovery through Iconic Event Production Arts Measure U $500,000 Public Records Staffing Citywide General Fund $1,321,414 Building Compliance Unit Night Team Citywide General Fund $710,271 COPS Grant Matching Funds Citywide General Fund $2,046,426 Total ARPA Programming Continued $10,210,594
1 Supplemental Budget Information – Item 14

Question: Please provide additional information on the current fee waiver and scholarship programs and provide details on how the new scholarship program will be administered.

Response: YPCE currently provides scholarship and fee waiver and reduction opportunities for the following areas:

1. Youth Sports Field Fee Waiver & Reduction Program

2. Community Center and Clubhouse Rental Fee Waiver & Reduction Program

3. Swim Safe and Youth Enrichment Scholarship Program

4. Hart Trust Fund Senior Scholarship Program

The purpose of these scholarships and fee waivers is to reduce the financial burden that may impact City of Sacramento youth, families, and older adults’ ability to participate in city programming or access city facilities.

Council adopted resolutions for Youth Sports Field Usage and Community Center and Clubhouse Rentals that authorize fee waivers and reductions for qualifying activities and uses including but not limited to youth-serving CBO’s and non-profits, volunteer sports leagues, and demonstrated community benefit.

The Aquatics Swim Safe and Youth Enrichment Scholarship program, implemented by YPCE several years ago, uses an application process that qualifies youth and families for fee-based youth programs sponsored by YPCE, based on financial need. This is including but not limited to swim lessons, swim team, lifeguard training, summer reading program, and summer camps. Swim Safe Scholarship information can be found here:
https://www.cityofsacramento.gov/ypce/aquatics/swim-safe-scholarship

The Hart Trust Fund Senior Scholarship Program, established by the Hart Trust Fund Committee and implemented by YPCE, uses an application process that qualifies older adults for any fee-based recreation programs sponsored by YPCE. This includes participation in the Triple-R respite program. Proposed fee increases for senior programs in FY25 are nominal and the Hart Trust Fund Senior Scholarship Program has adequate funding to support increases associated with senior special events and respite care.

The only youth-serving scholarship program with formally budgeted funding is the Youth Sports Field Fee Waiver & Reduction program, that receives $200k GF allocation annually in a multi-year operating project. Each year, the fund reimburses YPCE for waived fees, and unspent funds are authorized to be used for youth sports field maintenance and projects as needed. The Community Center and Clubhouse Rental Fee Waiver & Reduction Program and the Aquatics Swim Safe and Youth Enrichment Scholarship Program are unfunded, with associated costs absorbed in YPCE’s operating budget.

2 YPCE is proposing a restructure of the current Youth Sports Field Usage program, expanding eligibility through the established fund to youth serving programs and facility use, making the YPCE Youth Program Scholarship Fund. Qualifying programs would include the following:
• Summer Camps (Summer Oasis, Kids Camp, Teen Scene, etc.) • REC Preschool program
• Youth Sports programs (Jr. NBA, NFL Flag Football)
• Water Safety programs (Swim lessons, swim team, Junior Lifeguard, etc.) • Lifeguard Training
• Summer Reading Swim Pass program
• Youth Special Events (Kids Night Out, etc.)
• Youth Sports Field Reservations

The establishment and expansion of a dedicated youth scholarship program would result in proposed fee increases having little to no impact on youth program participation in FY25. The anticipated available fund balance ($406K in FY25) can support 100% of projected YPCE youth program and sports field usage, and a portion of community center and clubhouse rentals for youth-serving community based-organizations and non-profits. If scholarship demand exceeds available project funding, YPCE will continue scholarship program and absorb expense in operating budget.

1 Supplemental Budget Information – Item 15

Question: For the facility condition assessment that the consultant performed in FY2017/18, why were only 200 buildings evaluated (50%) and not all buildings? Is there a breakdown available to see where these buildings are located by District in the City?

Response:

Larger buildings and buildings which are heavily used, such as Fire Stations were chosen for evaluation. Available funding at the time limited the overall scope of the report. In addition, the other 200-plus buildings that were not evaluated are smaller auxiliary buildings, such as pump stations and park restrooms.

We do have the condition assessment listed by council districts based on the FY2017/18 districts at the time of evaluation. See information on the following pages.

Sum of 2023 Column Labels
Row Labels General
Solid
Waste
Storm
Drainage Water
Community
Center Fleet Golf Grand Total
Council District 1
Fire Station #03 - Apparatus/Dorm Building $178,992 $178,992 Fire Station #03 - Maintenance Building $10,511 $10,511 Fire Station #03 - Storage Building $8,943 $8,943
Fire Station #18 $490,867 $490,867
Fire Station #30 $67,916 $67,916
Fire Station #43 $66,983 $66,983
North Area Corporate Yard (NACY) - Building #1 $1,664,073 $1,664,073 North Area Corporate Yard (NACY) - Building #2 $382,770 $382,770 North Area Corporate Yard (NACY) - Building 3 $266,354 $266,354 North Area Corporate Yard (NACY) - Guard Shack $3,682 $3,682 North Area Corporate Yard (NACY) - Warehouse Space 1 $566,764 $566,764 North Area Corporate Yard (NACY) - Warehouse Space 2 $187,347 $187,347 North Natomas Library $257,187 $257,187
Council District 1 Total $3,503,266 $382,770 $266,354 $4,152,389 Council District 2
Del Paso Library $484,943 $484,943
EMS Equipment Office (Old Station 20) $609,730 $609,730 Fire Station #17 $528,768 $528,768
Fire Station #19 $665,946 $665,946
Fire Station #20 $201,648 $201,648
Haggin Oaks Golf Main Clubhouse $489,942 $489,942
Haggin Oaks Golf Super Shop $650,447 $650,447
Horsemen's Association Clubhouse $195,653 $195,653
Joe Mim's Jr. / Hagginwood Community Center $62,954 $62,954 Joe Mim's Jr. / Hagginwood Community Center - Building #2 $431,987 $431,987 Johnston Park Community Center $427,633 $427,633
Robertson Community Center $1,120,394 $1,120,394
Science Center $753,649 $753,649
Softball Complex - La Rosa's Concessions / Restaurant $370,804 $370,804 Softball Complex - Maintenance $67,780 $67,780
Softball Complex - Office $53,841 $53,841
Softball Complex - Press Box $31,521 $31,521
Softball Complex - Restrooms $10,487 $10,487
William J Kinney Police Maintenance Shop $51,516 $51,516 William J. Kinney Police Facility $1,883,593 $1,883,593 Woodlake Park Community Center Clubhouse $111,972 $111,972 Council District 2 Total $8,064,819 $1,140,389$9,205,208 Council District 3
28th St. Corporate Yard - Garage $844,591 $844,591
300 Richards $2,893,503 $2,893,503
Clunie Clubhouse $421,177 $421,177
Crocker Art Museum - Historic Building $1,568,645 $1,568,645 Crocker Art Museum - Teel Family Pavilion $716,898 $716,898 Drill Tower - Breakroom Building $67,321 $67,321
Drill Tower - Maintenance Building $205,793 $205,793
Ethel Macleod Hart Sr. Multi-Purpose Center $475,944 $475,944 Fire Station #04 $450,420 $450,420
Fire Station #08 $913,630 $913,630
Fire Station #15 $169,826 $169,826
Garden Arts Community Center $668,836 $668,836
History Center $2,691,402 $2,691,402
McKinley Library $196,317 $196,317
Sequoia Pacific Museum & History $61,697 $61,697
Sequoia Pacific Police Property / Forensic PD $441,963 $441,963 South Natomas Community Center $269,871 $269,871
South Natomas Library $201,849 $201,849
Sutter's Landing (Corporate Yard) - Radio Repair $106,304 $106,304 Sutter's Landing (Corporate Yard) - Skate Park $247,886 $247,886 Council District 3 Total $12,415,093 $1,198,782 $13,613,874 Council District 4
Animal Shelter - Administration Building - #1 $264,410 $264,410 Animal Shelter - Cat Quarantine - #2 $18,058 $18,058
Animal Shelter - Kennel 1 / Stray Kennels - #5 $53,347 $53,347 Animal Shelter - Kennel 2 / Cattery - #4 $19,291 $19,291 Animal Shelter - Kennel 3 / Adoption Kennel - #3 $50,774 $50,774 Animal Shelter - Kennel 5 / Quarantine (Bldg Q) - #8 $12,000 $12,000 Animal Shelter - Kennel 6 / Isolation - #9 $9,460 $9,460 Animal Shelter - Kennel 7 / Medical Kennel - #10 $9,460 $9,460 Animal Shelter - Kennel Work Building - #6 $112,042 $112,042 Animal Shelter - Medical Building - #7 $35,554 $35,554
Animal Shelter - Night Drop / Reception Center - #11 $9,819 $9,819 Fairytale Town - Admission / Administration Building $47,967 $47,967 Fairytale Town - Children's Theater $22,610 $22,610
Fairytale Town - Crooked Restroom (Boy's and Girl's) $16,592 $16,592 Fairytale Town - Dish & Spoon Cafe $45,899 $45,899
Fairytale Town - King Arthur's Castle $32,513 $32,513
Fairytale Town - Maintenance Building $2,352 $2,352
Fairytale Town - Restroom Building $11,000 $11,000
Fire Station #01 $380,899 $380,899
Fire Station #02 $794,917 $794,917
Fire Station #05 $70,100 $70,100
Fire Station #05 - Generator Building $1,747 $1,747
Fire Station #70 (Sacramento Fire Reserve) $188,962 $188,962 Freeport Square Offices (PSAB) - PILOT FACILITY $6,499,609 $6,499,609 Internal Affairs-Cole Building (PSAB) $527,910 $527,910 Land Park Corporate Yard - Maintenance Shop $466,435 $466,435 McClatchy Library $649,500 $649,500
Miller Park - Marina Gas Station & Store $13,572 $13,572 Miller Park - Restroom - Building #1 $60,727 $60,727
Miller Park - Sacramento Marina Office Building $229,938 $229,938 Miller Park - Snack Stand $91,226 $91,226
New City Hall $873,347 $873,347
Old City Hall $676,299 $676,299
Old Sac Waterfront North Market Warehouse $860,001 $860,001 Old Sac Waterfront South Market Building $326,376 $326,376 Old Sacramento CCS - Historic Schoolhouse $93,728 $93,728 Old Sacramento CCS - Joe's Crab Shack $418,259 $418,259 Old Sacramento CCS - Public Restroom Building $41,520 $41,520 Old Sacramento CCS - Rio City Cafe $695,638 $695,638
Old Sacramento CCS - Rio City Kitchen Building $220,798 $220,798 Panattoni Building $1,286,171 $1,286,171
Sacramento Central Library - Original & Addition $3,262,342 $3,262,342 Southside Park Clubhouse $163,302 $163,302
Wm. Land Park Golf - Golf Course Pro Shop & Restaurant $139,009 $139,009 Wm. Land Park Golf - Maintenance Building $24,456 $24,456 Wm. Land Park Golf - Restroom #2 $13,437 $13,437
Zoo Complex - Administration $279,170 $279,170
Zoo Complex - Amphitheater $35,992 $35,992
Zoo Complex - Dr. Murray E. Fowler Veterinary Hospital $62,370 $62,370 Zoo Complex - Education (Main) $61,812 $61,812
Zoo Complex - Gift Store $326,052 $326,052
Zoo Complex - Giraffe House, Viewing Deck & Encounters $50,314 $50,314 Zoo Complex - Kampala Cafe $378,482 $378,482
Zoo Complex - Main Entrance $21,738 $21,738
Zoo Complex - Reptile House $188,642 $188,642
Zoo Complex - Restroom (Playground) $9,406 $9,406
Zoo Complex - Restroom (River Otter ) $35,318 $35,318
Zoo Complex - Savannah Snacks $13,115 $13,115
Council District 4 Total $19,842,713 $1,286,171 $176,903$21,305,786 Council District 5
24th Street Corporate Yard - #4 Main Admin Building $415,443 $415,443 24th Street Corporate Yard - Building #05 $362,206 $362,206 24th Street Corporate Yard - Building #06 $370,642 $370,642 24th Street Corporate Yard - Building #08 $127,794 $127,794 24th Street Corporate Yard - Building #11 $116,381 $116,381 24th Street Corporate Yard - Building #12 $278,188 $278,188 24th Street Corporate Yard - Building #14 $207,440 $207,440 24th Street Corporate Yard - Building #16 $242,860 $242,860 24th Street Corporate Yard - Building #17 $81,455 $81,455 24th Street Corporate Yard - Building #20 $86,490 $86,490 24th Street Corporate Yard - Building #22 $49,848 $49,848 35th Avenue Utilities - 1391 A Blue Tile Roof Building $155,264 $155,264 35th Avenue Utilities - 1391 B Old Administration Building $404,500 $404,500 35th Avenue Utilities - Administration Building $854,811 $854,811 35th Avenue Utilities - Electrical Building $1,702,484 $1,702,484 35th Avenue Utilities - Fabrication Shop $434,554 $434,554 35th Avenue Utilities - Machine Shop $490,887 $490,887
35th Avenue Utilities - Oil Storage Building $10,965 $10,965 35th Avenue Utilities - Warehouse Barn $129,555 $129,555 Belle Coolidge Community Center $687,555 $687,555
Belle Coolidge Library $283,990 $283,990
Bing Maloney Golf - Main Clubhouse $424,791 $424,791
Bing Maloney Golf - Maintenance Building #2 $65,204 $65,204 Bing Maloney Golf - Maintenance Building #3 $174,098 $174,098 Bing Maloney Golf - Quonset Hut Building $6,098 $6,098
Bing Maloney Golf - Restaurant Building $191,365 $191,365 Bing Maloney Golf - Restroom - Building #4 $35,811 $35,811 Bing Maloney Golf - Restroom - Building #5 $36,866 $36,866 Bing Maloney Golf - Starter Building $15,705 $15,705
Colonial Heights Library $429,250 $429,250
Curtis Hall $298,830 $298,830
Evelyn Moore Community Center $99,176 $99,176
Evelyn Moore Community Center - Building #2 $45,191 $45,191 Fire Station #06 $392,880 $392,880
Fire Station #12 $193,996 $193,996
Fire Station #13 $264,194 $264,194
Fire Station #56 $380,351 $380,351
Fire Station #56 - Building #2 $71,949 $71,949
Oak Park Community Center - Basketball Court Building $182,936 $182,936 Oak Park Community Center - Main Building $1,653,114 $1,653,114 Oak Park Community Center - WIC $665,110 $665,110
Rooney Police $577,751 $577,751
Sierra 2 Center for the Arts & Community - 24th Street Theater $201,239 $201,239 Sierra 2 Center for the Arts & Community - Large Cottage $118,303 $118,303 Sierra 2 Center for the Arts & Community - Main Building $1,824,234 $1,824,234 Sierra 2 Center for the Arts & Community - Small Cottage $92,325 $92,325 Council District 5 Total $10,385,679 $854,811$3,328,209 $415,443$949,938$15,934,081 Council District 6
911 Dispatch (911 Communications Building) $1,685,779 $1,685,779 Coloma Community Center $2,079,345 $2,079,345
Elmo A. Slider Clubhouse / Baer (Max) Community Center $187,574 $187,574 Fairbairn Water Treatment Plant - Chemical Building $26,461 $26,461 Fairbairn Water Treatment Plant - Filter Building 1-8 $752,156 $752,156 Fairbairn Water Treatment Plant - Filter Building 9-16 $6,079 $6,079 Fairbairn Water Treatment Plant - High Service Pump Station $576,896 $576,896 Fairbairn Water Treatment Plant - Intake Building $8,081 $8,081 Fairbairn Water Treatment Plant - Lime Building $88,237 $88,237 Fairbairn Water Treatment Plant - Oil Storage Building $6,490 $6,490 Fairbairn Water Treatment Plant - Operations Building $610,382 $610,382 Fire Station #09 $583,219 $583,219
Fire Station #10 $647,618 $647,618
Fire Station #60 $251,399 $251,399
Sacramento River Water Treatment Plant - Administration Building $239,630 $239,630 Sacramento River Water Treatment Plant - Coagulant Building $234,497 $234,497 Sacramento River Water Treatment Plant - Headhouse Building $337,282 $337,282 Sim Park (George) Community Center $395,901 $395,901
Sim Park (George) Community Center - Event Center $110,023 $110,023 Council District 6 Total $5,940,859 $2,886,191 $8,827,050 Council District 7
Cavanaugh (Bartley) Golf Course - Hack House $271,656 $271,656 Cavanaugh (Bartley) Golf Course - Main Clubhouse $417,752 $417,752 Fire Station #11 $468,732 $468,732
Robbie Waters Pocket Greenhaven Library $75,777 $75,777 Council District 7 Total $1,233,918 $1,233,918
Council District 8
Dr. ML King Library $850,482 $850,482
Fire Station #07 $421,984 $421,984
Fire Station #16 $780,391 $780,391
Fire Station #57 $146,480 $146,480
Meadowview City Service Complex - Administration Building $329,164 $329,164 Meadowview City Service Complex - Building #6 & Annex $1,366,258 $1,366,258 Meadowview City Service Complex - Garage & Shop Building $522,823 $522,823 Meadowview City Service Complex - Guard Shack $21,434 $21,434 Meadowview City Service Complex - Multipurpose Building $244,514 $244,514 Meadowview City Service Complex - Wash Rack $13,327 $13,327 OES Building $1,964,663 $1,964,663
Sam & Bonnie Pannell Community Center - Concession & Restroom Building$45,177 $45,177 Sam & Bonnie Pannell Community Center - Main Building #1 $861,741 $861,741 Sam & Bonnie Pannell Community Center - Pool Building #4 $192,041 $192,041 Sam & Bonnie Pannell Community Center - Pool Filter Building $195,055 $195,055 Valley Hi Library $361,334 $361,334
Council District 8 Total $3,854,686 $4,462,183 $8,316,868 Grand Total $65,241,031 $6,043,734$854,811$6,214,400$1,286,171$681,797$2,267,231$82,589,175

1 Supplemental Budget Information – Item 16

Question: Meadowview Remediation Program – Est. $330k – FY 24/25: $70k

When did the City acquire the property for the development of the Pannell Community Center? How much funding are we spending annually for remediation of the contaminated soil and groundwater?

Response:

In 1992, the City acquired property at 2400-2450 Meadowview Road to construct what is now the Sam & Bonnie Pannell Community Center. The property previously was home to a retail center that included a dry-cleaning business and a gas station. Dry cleaning solvents containing Tetrachloroethylene (PCE) were disposed of in dry cleaner sumps and underground storage tanks leaked petroleum and leached into the soil and groundwater. The resulting contamination impacted groundwater up to 2,500 feet from the property. The City assumed responsibility for the contamination and the Central Valley Regional Water Quality Control Board (WB) requires the City to remediate and monitor the contamination.

Since 1993, the City has spent a total of $3,209,000 on the assessment and remediation of the contamination. This includes the installation of approximately 77 groundwater monitoring, soil vapor and groundwater extraction wells, installation and removal of a groundwater and air sparging treatment system and removing over 1,500 cubic yards of contaminated soil. All of these efforts have drastically reduced soil and groundwater contamination, and the groundwater plume has stabilized. In 2016 the petroleum contamination from the former gas station received a No Further Action letter from the WB and no additional work is needed on this portion of the property. However, on-going remediation efforts are required for the drycleaner contamination for several more years until the State’s cleanup goals are met.

In FY20/21, the Meadowview CCTR Toxic remediation Project was provided with $70,000 in ongoing annual funding to address WB required sampling and management of the 32 remaining groundwater monitoring wells. For FY 24/25, $80,000 in additional funds was approved to close as many as 4 monitoring wells at the site. Closing these wells would decrease the City’s monitoring requirements and is a significant first step towards receiving a No Further Action letter for the site. The well closing project is expected to be completed before the end of 2024.

Current funding levels are expected to cover additional quarterly monitoring of the remaining 28 wells.

1 Supplemental Budget Information – Item 17

Question: City Facilities Reinvestment Program Est. $11.9M - FY 24/25: $2.2M

Have the City facilities that will receive improvements through this program already been identified to confirm the projected costs will cover the projects?

Response:

Yes, the projects that will be funded through the program have been selected. Refer to the attached memo for the list. The $2.2M is the amount allocated in the FY24/25 budget, the projects (plus a contingency) were chosen to fit within the allocation.

Background information:

The Facilities and Real Property Management Division (FRPM) in the Department of Public Works oversees maintenance for over 400 building structures, spanning more than 3 million square feet citywide. The City Facility Reinvestment Program CIP (C1390000) currently allocates $2.2 M annually as of FY2024. While the $2.2 M annual funding allows many smaller impactful projects to be completed, larger repairs, such as updating multimillion-dollar HVAC systems, major electrical infrastructure upgrades and other major system repairs are difficult to implement due to the limited funding. Also note that long range planning, such as the need for replacement and new fire stations, larger fleet shops and overall citywide growth is not accounted for in this funding.

MEMORANDUM

DATE: February 15, 2024

TO: Matt Eierman, Director of Public Works

FROM: James Christensen, Facility Manager

SUBJECT: FY25 Facility Reinvestment Program (C13900000) Funding Plan

For FY25 we expect the General Fund Contribution to the Facility Reinvestment Program (C13900000) to be $2,200,000. We have evaluated the City’s deferred maintenance needs at General Fund Facilities and identified and prioritized the projects to be funded in FY25 based on the C13900000 City Facility Reinvestment Program – Project Funding Procedure. This procedure was developed by facilities to assist in identifying and prioritizing projects. Please note that the project list could change should the priorities change during the year. As an example, an emergency project could take precedence, or priorities could shift due to the mounting backlog of facilities repairs.

Facility Name Issue Facilities Est. CostOn FCAPannell CCRoof, Sections 4,5,8 and 9 $300,000On FCAKinney Police StationRestroom and Locker HVAC and Steam Cleaning $250,000On FCARooney Police StationReplace Fire Alarm System $30,000On FCAZooRoofs $150,000On FCAFire Station 17Flooring $75,000On FCAFire station 2Flooring $75,000 Total projects on FCA’s $880,000Not on FCAOld Sacramento On Going Dock Repair $100,000Not on FCA102 AcresMowing, Tree and Fence Maintenance $100,000Not on FCASACYReplace Hirsch Panel $50,000Not on FCAKinney Police StationReplace Fire Alarm System $30,000Not on FCACrockerCrocker Fire Alarm Loop 1 Replacement $50,000Not on FCACrocker Plaster Repair $120,000Not on FCACrocker Windows and Scaffolding $90,000Not on FCAFire Station 7Concrete Driveway $100,000Not on FCASteamersExterior Siding $300,000Not on FCATahoe ParkElectrical Upgrade $100,000Total projects not on FCA’s $1,040,000Contingency $280,000Total C139000000$2,200,000 FY25 Facility Reinvestment Program Project Allocation:

Projects Identified from the 2017 Facility Condition Index $880,000 Project Identify by Facilities Staff $1,040,000
Contingency $280,000
Total C13900000 $2,200,000

FY24 C13900000 Project Status Update
The following list shows the status of projects “Programmed” or “Additional” in FY24. Since the City Facility Reinvestment Program is a parent project and is funded yearly, saving from prior years comes into account when looking at the list below. FY24 was funded at $2,200,000. Note that we are only halfway through the fiscal year.

1 Supplemental Budget Information – Item 18
Question: Fleet Alternative Fuel Equipment Replacement Program – Est. $1M - FY 24/25 - $50k
Is there any revenue generated with installation of EV equipment? Do we know how much funding is being expended for electricity by using this equipment? Response:

The City’s Fleet operations are established as an internal service fund, which means that the costs for vehicles, vehicle maintenance, and fuel are assessed to the individual departments that utilize the fleet vehicles based on actual costs for service. For security and operational reasons, the City fleet fueling systems (gas station and electric chargers used by City fleet) are not available to the general public.

As the City accelerates its transition of fleet to electric vehicles (EVs), there is an enormous unfunded need for charging infrastructure. The City primarily relies on grant funds and rebates for chargers, but these are extremely limited. The overall need over the next five to ten years is in the tens of millions of dollars, particularly to comply with new state mandates. The funding in this Fleet CIP helps to address minor issues but separate CIPs through the Facilities Division are established when the City has funding to install new EV chargers.

Currently, the Fleet Division is able to charge the cost of gasoline back to the user departments but is working on implementing new systems to allow a parallel process for electrical costs. The electrical costs from EV chargers is currently assessed to the operating budget of the department where the charger is located, primarily though citywide funding. Overall electricity costs related to chargers is not currently tracked but will be available when the new systems are put in place. The Fleet Management Department is currently working on establishing the appropriate systems, through vehicle telematics, to assess the costs for electrical service back to user Departments.

Please note that outside the Fleet Division’s responsibility, the City does manage and operate some publicly available EV chargers, and as part of the Fee & Charge Report, is establishing fees for use. These rates are set to recover the costs of electricity and operations of the chargers; they are not intended to generate revenue above actual costs.

1 Supplemental Budget Information – Item 19

Question: IT Equipment Replacement Program – Est. $5.9M - FY24/25: $830k

To fund this program, departments are charged for telecommunications and other hardware replacement costs based on usage citywide. The “user fee” will be charged to all departments – what are the current fees that departments are paying? Will these fees be raised to cover costs?

Response:

Departments are charged approximately $22 per month for phone (VoIP) and voicemail services. These charges cover direct telecommunication carrier services, hardware maintenance and licensing, and hardware replacement costs including desktop phones and backend infrastructure that is required to maintain the system. Charges may increase slightly based on the updated telecommunication carrier services and hardware maintenance and replacement costs.

Additionally, departments are charged annual “user fees” for the virtual servers and storage requirements needed to support departmental business systems. This cost can fluctuate based upon the server and storage resources that are used and consumed throughout the year.

For 2024/25, the department requested a one-time augmentation of $150,000 to fund the City’s Data Cloud Project. The cost for this augmentation is a pro-rated cost share between the general fund and all enterprise funds. The general fund portion of this project is charged to available funds in the Critical Infrastructure CIP (A07000799).

1 Supplemental Budget Information – Item 20

Question: Citywide Fiber Expansion Program – Est. $1.02M – FY 24/25: $21k

When was the last time that we updated this infrastructure? How much funding are we receiving from fiber lease revenues through Los Rios and Sacramento libraries?

Response:

The department maintains and updates the fiber infrastructure that includes both inbuilding and outside plant on an as-needed basis. These updates are both minor and extensive to ensure optimum system reliability and performance. The City currently receives approximately $21,000 per year for fiber lease revenues. This cost is based on the linear foot of fiber these organizations use to connect to their facilities.

1 Supplemental Budget Information – Item 21

Question: Enterprise Resource Planning (ERP) Systems Replacement Program – Est. $18.19M - FY 24/25: $350k

Prior expenditures $17.8M - over what time period have we spent these funds for eCAPS?

Response:

The City of Sacramento initiated an ERP Project in 2005, officially known as eCAPS (electronic Citywide Accounting and Personnel System), which resulted in the acquisition and implementation of a software system to replace the legacy city-wide systems for Financial and Human Resources (HR)/Payroll administration. The initial phase of the project was approximately $14.1 million and included the purchase of the software licenses and implementation services. This project received two major budget augmentations, one in 2012 that funded a major system upgrade required by the software manufacturer in order to receive regulatory updates, and the other in 2015 to support business process enhancements to comply with state and federal regulations.

1 Supplemental Budget Information – Item 22

Question: Body Worn Camera (BWC) and Conductive Electrical Device Program – Est. $10.5M - FY 24/25: $2.1M

How much funding did PD receive through the federal grant for the BWC? Is this funding anticipated to be recurring and how much equipment can be purchased with the funds?

Response:

In September of 2015, The Police Department received one federal grant (Body-Worn Camera Pilot Implementation Program FY 2015) for the BWC program (Resolution No. 2015-0333), in the amount of $599,756, which concluded in May of 2018. The 2015 grant awarded federal financial assistance to design and implement the department’s BWC program, which included initial equipment purchases and media storage costs, as well as staff positions to build out BWC technology infrastructure.

Beginning in Fiscal Year 2016/17, ongoing financial support of the BWC program shifted to Measure U (Fund 2401) and other local resources; since Fiscal Year 2021/22, the program has been exclusively supported by the General Fund.

1 Supplemental Budget Information – Item 23

Question: Fire Safety Equipment Program – Est. $12.5M - FY 24/25: $850k

How frequently does CalOSHA require equipment to be replaced?

Response:

The Fire Department is required by OSHA at a minimum to have a bi-annual inspection of our Personal Protective Equipment (PPE). The Fire Department follows NFPA 1851 standards which requires PPE to be replaced every 10 years. CalOSHA is in the process of adopting NFPA 1851 standards, requiring the 10-year replacement cycle.

The department contracts with an Independent Service Provider (ISP) to perform required washing and inspection of equipment. If the PPE fails inspection by the ISP, the Fire Department is required to replace the equipment early. The Fire Department has been following the NFPA 1851 guidelines for about four years now in anticipation of OSHA and CalOSHA adopting the NFPA 1851 as a regulation. The Fire Department has been following these guidelines to provide our employees with the best quality and clean gear. Following these guidelines prior to CalOSHA, adoption reduces our employee’s exposure to carcinogens and fiscally and culturally prepares the Fire Departments Capital Improvement Program and employees for the regulation when adopted.

1 Supplemental Budget Information – Item 24

Question: For the Safe Convention Center and Memorial Auditorium – is there data available to see how many events are held annually, how much funding is received through ticket sales, and how many attendees attend annually?

Response: This response is based on the information found in the Budget Books and what we have been able to obtain. For funding, ticket sales are collected through our ticketing service provider and the City receives a commission from the provider based on tickets sold. I included the commission the City received below.

Here is the data available:
 FY2022/23
o Number of Events = 406
o Number of Attendees = 531,284
o City Funding received through commissions based on tickets sold = $736,142.71
 FY2021/22
o Number of Events = 174
o Number of Attendees = 446,168
o City Funding received through commissions based on tickets sold = $529,817.66

1 Supplemental Budget Information – Item 25

Question: Sutters Landing Park Program – Est. $3.06M - FY 24/25: $240k

For the conversion of Sutters Landing to a regional park – what is the timeline of completion for the amenities plan and construction? What type of public engagement will take place for input into the amenities? When will that outreach begin?

Response: Sutter’s Landing is already a Regional Park. The City recently acquired additional parcels of land to expand the park. The park amenities plan update will include planning for these new parcels. The City received funding for the amenities plan through a State grant. The outreach process has begun. One community meeting has been held and staff are working on a survey to collect additional input from the community. Additional public meetings will be held to share progress. The plan is anticipated to be presented to council for adoption in the beginning of 2025. There are currently no funds to move forward construction of any new amenities that are identified in this process. City staff will continue to see grant opportunities to fund future projects.

1 Supplemental Budget Information – Item 26

Question: Citywide Park Improvement Program – Est. & FY 24/25: $750k

What improvements will be made at Granite Regional and Land Park? What was the selection process with determining which parks receive improvements through the impact fees?

Response:

Granite Regional Park- $50k will be used for initial studies to explore a 9-hole disc golf course. $200k is partial funding to renovate the synthetic turf soccer field which is in need of replacement.

William Land Regional Park- $250k is partial funding to replace restroom.

The funds used for this allocation are Citywide Park Impact Fees. In general, Citywide.

Park Impact fees may be used for Regional Parks, Community Centers or Pools. Each council district receives $250k every 4-5 years based on available funding. With limited funding available, specific projects are evaluated using many different tools. These deferred maintenance projects were selected to improve park safety and accessibility.

1 Supplemental Budget Information – Item 27

Question: Recreation Facility IMPS – Est. & FY 24/25: -$21k

Why has there been no progress on this project considering that it started July 2016? What has all the funding been obligated on?

Response: The Recreation Facility Improvement project is a parent project which has 36 sub-projects under it. This parent project was initially opened in 2016 to house these sub-projects. These projects are listed in the All Projects by Project Number Index O of the Capital Improvement Program, on page O-20 to O-21.

1 Supplemental Budget Information – Item 28

Question: Art in Public Places (App) Program – Est. $38.3k - FY 24/25: $5k

How much funding from the 2% set-aside of eligible construction projects was received in 2023? For the North Natomas Community Plan and North Sacramento Community Plan – what public engagement and outreach is going to take place to ensure that residents have input in artworks that represent their community? When will this outreach take place?

Response:

$50K has been allocated to the APP Program CIP (L199200000) under the Park Development Impact Fee Fund from the fiscal year 2023 Capital Improvement budgets.

Convention and Cultural Services (CCS) is the lead department for art in public spaces.

APP does not manage the Community Plan for North Natomas or North Sacramento.

YPCE prepares these Plan documents. The APP program does actively work with YPCE and other city departments to develop public engagement strategies and opportunities tied generally to funded public art projects in the area where funding is provided. YPCE is a city department that has developed a very clear and organized process for setting aside the 2% requirement for eligible CIP. To this end, YPCE compliance with this ordinance has created sufficient funds over time so that APP is able to work with the North Natomas community to develop an artist designed benches program in the North Natomas Regional Park. Area schools and community organizations will be contacted to develop a full scope of engagement strategies and develop a program that fits community interest and integrates with existing community efforts. The project is in the planning stages currently, is fully funded through 2% funds, and will begin fully by the beginning of 2025.

1 Supplemental Budget Information – Item 29

Question: Pedestrian and Bike Trail Repair and Maintenance – Est. $2.5M - FY 24/25:
$400k

Is there a list available to see the schedule of projects that will receive maintenance?

Response:

The Public Works Department repairs bike trails within the city on a rotating basis based on available funds. The next project planned for the upcoming year is the North Laguna and Jacinto Creek Trail resurfacing. This project will rehabilitate the asphalt through crack sealing and slurry seal along the trail and update access points for compliance with the Americans with Disabilities Act (ADA), with a particular focus on those points with direct interface to traffic. Construction is scheduled for October 2024- August 2025

1 Supplemental Budget Information – Item 30

Question: North Natomas Freeway Monitoring Program – Est. $351k – FY 24/25:
$11.5k

When was the last time that monitoring of on/off ramps took place to see how traffic has been impacted by growth in North Natomas?

Response: Traffic monitoring in North Natomas is collected at the beginning of each year. The last monitoring was done in February 2024. The City sends a letter to Caltrans each year the monitoring takes place. All the study intersections required by the 1995 Cooperative Freeway Agreement operated within acceptable levels of service.

Refer to the following pages for detailed information on the 2024 letter to Caltrans.

Transportation Division

City Hall
915 I Street, 2nd Floor
Sacramento, CA
95814-2604
916-808-5307

1 February 21, 2024

Mr. Gary Arnold
Branch Chief,
Caltrans District 3 – Office of Transportation Planning Regional Planning Branch - South
703 B Street
Marysville, CA 95901

Subject: North Natomas Freeway Monitoring - 2024

Dear Mr. Arnold,

This letter presents the results of the annual North Natomas Freeway Monitoring Program for the year 2024. The two tables below present the results for Level of Service (LOS) analysis and observed ramp queue lengths. Data collection and analysis were conducted per the 1995 Cooperative Freeway Agreement. Enclosure 1 contains the Appendices and Enclosure 2 contains the Cooperative Agreement.

Results of the analysis
Data for the 2024 analysis was collected on February 6, 2024.

As shown in Table 1, all study intersections operate at LOS A-C.

Table 2 shows off-ramp queue length measurements are less than the available storage length.

The City of Sacramento is committed toward implementation of the 1995 Cooperative Freeway Agreement including implementation of freeway related improvements under the subject agreement and will continue to coordinate with Caltrans regarding any operational conditions that prompt any future actions or studies.

The County of Sacramento Upper Westside Specific Plan boundaries encompass approximately 2,000 acres located north of Interstate 80 between the City of Sacramento and the Sacramento River in the Natomas community. The land use plan includes approximately 9,000 residential units and 3,000,000 square feet of commercial, with acreage set aside for schools, parks, and other uses. The City will be coordinating with the County of Sacramento on the plans to improve the I-80 and West El Camino Avenue interchange. More information regarding the project can be found at the County’s website:
(
https://planningdocuments.saccounty.net/ViewProjectDetails.aspx?ControlNum=PLNP2018- 00284).

Transportation Division

City Hall
915 I Street, 2nd Floor
Sacramento, CA
95814-2604
916-808-5307

2 Table 1
Ramp Intersection Level of Service - 2024

Location

Intersection

LOS
AM PM
I-80/ Northgate Blvd I-80 EB off-ramp A A
I-80 WB off-ramp A A
I-80/ W El Camino Ave I-80 EB off-ramp B C
I-80 WB off-ramp B B
I-5/ Del Paso Road I-5 NB off-ramp A B
I-5 SB off-ramp B A
SR 99/ Elkhorn Blvd SR 99 NB off-ramp A A
SR 99 SB off-ramp A A
I-80/ Truxel Road I-80 WB off-ramp B B
I-80 EB off-ramp B B
I-5/ Arena Blvd I-5 NB off-ramp A A
I-5 SB off-ramp A A

Table 2
Ramp Queue Measurements - 2024

Location

Intersection

Available
Queue
Length
(feet)

Maximum Queue
AM PM
Feet Percent Feet Percent
I-80/ Northgate
Blvd
I-80 EB off-ramp 700 243 35% 235 34%
I-80 WB off-ramp 680 182 27% 213 31%
I-80/ W El Camino
Ave
I-80 EB off-ramp 920 397 43% 826 90%
I-80 WB off-ramp 1,040 482 46% 353 34%
I-5/ Del Paso
Road
I-5 NB off-ramp 690 235 34% 188 27%
I-5 SB off-ramp 595 190 32% 195 33%
SR 99/ Elkhorn
Blvd
SR 99 NB off-ramp 915 304 33% 292 32%
SR 99 SB off-ramp 900 209 23% 256 28%
I-80/ Truxel Road I-80 WB off-ramp 1,075 177 16% 291 27% I-80 EB off-ramp 810 260 32% 260 32%
I-5/ Arena Blvd I-5 NB off-ramp 660 156 24% 321 49%
I-5 SB off-ramp 650 159 24% 186 29%

Transportation Division

City Hall
915 I Street, 2nd Floor
Sacramento, CA
95814-2604
916-808-5307

3 If you have any questions, please call me at (916) 808-8930, or contact me via e-mail at [email protected].

Sincerely,

Pelle Clarke, P.E.

Senior Engineer
City of Sacramento | Department of Public Works

Cc: David Edrosolan, City Traffic Engineer
Ofelia Avalos, Engineering Manager
Sheri Smith, Special Districts Manager

Encl: 1) North Natomas Freeway Monitoring 2024, Appendices 2) Cooperative Agreement, November 14, 1995
3) North Natomas Freeway-Related Improvements, November 1994 (Kittelson & Associates, Inc.)

North Natomas Freeway Monitoring 2024
Appendices
Traffic Counts
Queues
Level of Service
1 Table 1
North Natomas Freeway Monitoring Program Results for 2024 Freeway Ramp Level of Service Comparison (2023 and 2024)

Location

Intersection

AM Peak Hour

PM Peak Hour
2023 2024 2023 2024

I-80/ Northgate Blvd
I-80 EB off-ramp A A A A
I-80 WB off-ramp A A A A

I-80/ W El Camino Ave
I-80 EB off-ramp B B C C
I-80 WB off ramp B B B B

I-5/ Del Paso Road
I-5 NB off-ramp B A B B
I-5 SB off-ramp A B A A

SR 99/ Elkhorn Blvd
SR 99 NB off-ramp A A A A
SR 99 SB off-ramp A A A A

I-80/ Truxel Road
I-80 WB off-ramp A B B B
I-80 EB off-ramp B B B B

I-5/ Arena Blvd
I-5 NB off-ramp A A A A
I-5 SB off-ramp A A A A

2 Table 2a
North Natomas Freeway Monitoring Program Results for 2024 Freeway Ramp Queue Length in the AM Peak Hour (2020-2024)

Location

Intersection

Maximum Queue (feet)

Available
Queue
(feet)*

Maximum Queue (%)
2020 2021 2022 2023 2024 2020 2021 2022 2023 2024

I-80/ Northgate Blvd

I-80 EB off-ramp
386 241 246 454 243 700 55% 34% 35% 65% 35%

I-80 WB off-ramp
243 149 169 187 182 680 36% 22% 25% 28% 27%

I-80/ W El Camino Ave

I-80 EB off-ramp
367 290 141 91 397 920 40% 32% 15% 10% 43%

I-80 WB off ramp
1725 425 393 130 482 1040 166% 41% 38% 13% 46%

I-5/ Del Paso Rd

I-5 NB off-ramp
234 129 223 153 235 690 34% 19% 32% 22% 34%

I-5 SB off-ramp
284 150 188 125 190 595 48% 25% 32% 21% 32%

SR 99/ Elkhorn Blvd

SR 99 NB off-ramp
474 408 464 75 304 915 52% 45% 51% 8% 33%

SR 99 SB off-ramp
176 175 79 79 209 900 20% 19% 9% 9% 23%

I-80/ Truxel Rd

I-80 WB off-ramp
329 425 133 116 177 1075 31% 40% 12% 11% 16%

I-80 EB off-ramp
610 290 260 230 260 810 75% 36% 32% 28% 32%

I-5/ Arena Blvd

I-5 NB off-ramp
196 140 187 130 156 660 30% 21% 28% 20% 24%

I-5 SB off-ramp
87 127 165 95 159 650 13% 20% 25% 15% 24%
Note: * Available queue was measured from the intersection stop bar to the end of the deceleration area (600’ from the off-ramp gore, per 1995 Cooperative Agreement)

3 Table 2b
North Natomas Freeway Monitoring Program Results for 2024 Freeway Ramp Queue Length in the PM Peak Hour (2020-2024)

Location

Intersection

Maximum Queue (feet)

Available
Queue
(feet)*

Maximum Queue (%)
2020 2021 2022 2023 2024 2020 2021 2022 2023 2024

I-80/ Northgate Blvd

I-80 EB off-ramp
338 314 168 178 235 700 48% 45% 24% 25% 34%

I-80 WB off-ramp
181 222 201 178 213 680 27% 33% 30% 26% 31%

I-80/ W El Camino Ave

I-80 EB off-ramp
696 668 222 214 826 920 76% 73% 24% 23% 90%

I-80 WB off ramp
343 245 217 130 353 1040 33% 24% 21% 13% 34%

I-5/ Del Paso Rd

I-5 NB off-ramp
127 239 195 151 188 690 18% 35% 28% 22% 27%

I-5 SB off-ramp
243 159 196 138 195 595 41% 27% 33% 23% 33%

SR 99/ Elkhorn Blvd

SR 99 NB off-ramp
152 197 258 40 292 915 17% 22% 28% 4% 32%

SR 99 SB off-ramp
110 144 71 79 256 900 12% 16% 8% 9% 28%

I-80/ Truxel Rd

I-80 WB off-ramp
272 281 156 142 291 1075 25% 26% 15% 13% 27%

I-80 EB off-ramp
278 248 282 309 260 810 34% 31% 35% 38% 32%

I-5/ Arena Blvd

I-5 NB off-ramp
116 174 193 110 321 660 18% 26% 29% 17% 49%

I-5 SB off-ramp
110 88 141 110 186 650 17% 14% 22% 17% 29%
Note: * Available queue was measured from the intersection stop bar to the end of the deceleration area (600’ from the off-ramp gore, per 1995 Cooperative Agreement)

Prepared by National Data & Surveying Services
ID: 24-070026-001 Day:

City: Sacramento Date:

AM 477 453 0 0 AM
NOON 0000 NOON
PM 158 274 0 0 PM

AM NOON PM PM NOON AM
1100 1 112 0 107
0 000
000 01 381 0 549
000 0 TEV 2202 0 1832 0 000
000 0 PHF 0.97 0.97
000 0 0011

AM NOON PM PM NOON AM
PM 0 0 655 252 PM
NOON 0000 NOON
AM 0 0 265 351 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 1002

NORTHBOUND
El Camino Ave
Totals (NOON) Total Bikes (NOON)
NONE
252 0 351
Totals (AM) 655 Total Bikes (AM)
I-80 WB Off Ramp

EASTBOUND

WESTBOUND
I-80 WB Off Ramp
477 0 158

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 767
El Camino Ave & I-80 WB Off Ramp
Peak Hour Turning Movement Count
El Camino Ave Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 372 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
0 0
112
0 3810
0 0
158
274
0 252
655
0 0
0 00
0 0
0 0
0 0
0 0
107
0 5490
0 0
477
453
0 351
265
0 Prepared by National Data & Surveying Services
ID: 24-070026-002 Day:

City: Sacramento Date:

AM 138 867 0 0 AM
NOON 0 0 0 0 NOON
PM 94 562 0 0 PM

AM NOON PM PM NOON AM
0 1 0 0 0 0 0 0
0 0 0 0
0 0 0 0 0 0 0 0
106 0 431 1 TEV 2472 0 2535 0 0 0 0
0 0 0 0 PHF 0.97 0.96
266 0 586 1 0 0 1 1

AM NOON PM PM NOON AM
PM 0 0 475 387 PM
NOON 0 0 0 0 NOON
AM 0 0 508 587 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 1133

NORTHBOUND
El Camino Ave
Totals (NOON) Total Bikes (NOON)
NONE
387 0 587
Totals (AM) 1148 Total Bikes (AM)
I-80 EB Off Ramp

EASTBOUND

WESTBOUND
I-80 EB Off Ramp
138 0 94

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 906
El Camino Ave & I-80 EB Off Ramp
Peak Hour Turning Movement Count
El Camino Ave Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 614 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
0 0
0 0
0586
0 431
94 562
0 387
475
0 0
0 00
0 0
0 0
0 0
0 0
0 0
0266
0 106
138
867
0 587
508
0 Prepared by National Data & Surveying Services
ID: 24-070026-003 Day:

City: Sacramento Date:

AM 988 1204 0 0 AM
NOON 0 0 0 0 NOON
PM 998 1623 0 0 PM

AM NOON PM PM NOON AM
2 4 0 0 3 747 0 555
0 0 0 0
0 0 0 0 2 447 0 354
0 0 0 0 TEV 5021 0 5826 0 0 0 0
0 0 0 0 PHF 0.96 0.97
0 0 0 0 0 0 3 2

AM NOON PM PM NOON AM
PM 0 0 1769 242 PM
NOON 0 0 0 0 NOON
AM 0 0 1549 371 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 1558

NORTHBOUND
Truxel Rd
Totals (NOON) Total Bikes (NOON)
NONE
242 0 371
Totals (AM) 2070 Total Bikes (AM)
I-80 WB Off Ramp

EASTBOUND

WESTBOUND
I-80 WB Off Ramp
988 0 998

CONTROL
Signalized
0 NONE
04:45 PM - 05:45 PM 2516
Truxel Rd & I-80 WB Off Ramp
Peak Hour Turning Movement Count
Truxel Rd Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 2104 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 1
0 1
0 0
1 0
0 0
0 0
0 0
0 00
0 0
0 2
0 0
1 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 2
0 1
2 0
747
0 4470
0 0
998
1623
0 242
1769
0 0
0 00
0 0
0 0
0 0
0 0
555
0 3540
0 0
988
1204
0 371
1549
0 Prepared by National Data & Surveying Services
ID: 24-070026-004 Day:

City: Sacramento Date:

AM 537 1015 0 0 AM
NOON 0 0 0 0 NOON
PM 622 1426 0 0 PM

AM NOON PM PM NOON AM
2 3 0 0 0 0 0 0
0 0 0 0
0 0 0 0 0 0 0 0
797 0 914 2.5 TEV 4282 0 4833 0 0 0 0
0 0 0 0 PHF 0.94 0.99
230 0 377 1.5 0 0 4 2

AM NOON PM PM NOON AM
PM 0 0 1133 361 PM
NOON 0 0 0 0 NOON
AM 0 0 1127 576 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 1245

NORTHBOUND
Truxel Rd
Totals (NOON) Total Bikes (NOON)
NONE
361 0 576
Totals (AM) 1803 Total Bikes (AM)
I-80 EB Off Ramp

EASTBOUND

WESTBOUND
I-80 EB Off Ramp
537 0 622

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 2047
Truxel Rd & I-80 EB Off Ramp
Peak Hour Turning Movement Count
Truxel Rd Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 1924 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
3 0
0 2
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 00
0 0
0 1
0 0
2 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 2
0 0
3 0
0 0
0377
0 914
622
1426
0 361
1133
0 0
0 00
0 0
0 0
0 0
0 0
0 0
0230
0 797
537
1015
0 576
1127
0 Prepared by National Data & Surveying Services
ID: 24-070026-005 Day:

City: Sacramento Date:

AM 530 944 0 0 AM
NOON 0 0 0 0 NOON
PM 647 1495 0 0 PM

AM NOON PM PM NOON AM
1 2 0 0 1 539 0 951
0 0 0 0
0 0 0 0 2 403 0 373
0 0 0 0 TEV 3918 0 4090 0 0 0 0
0 0 0 0 PHF 0.94 0.90
0 0 0 0 0 0 2 1

AM NOON PM PM NOON AM
PM 0 0 750 256 PM
NOON 0 0 0 0 NOON
AM 0 0 925 195 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 1317

NORTHBOUND
Northgate Blvd
Totals (NOON) Total Bikes (NOON)
NONE
256 0 195
Totals (AM) 1898 Total Bikes (AM)
I-80 WB Off Ramp

EASTBOUND

WESTBOUND
I-80 WB Off Ramp
530 0 647

CONTROL
Signalized
0 NONE
04:15 PM - 05:15 PM 1289
Northgate Blvd & I-80 WB Off Ramp
Peak Hour Turning Movement Count
Northgate Blvd Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 1876 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 1
0 0
1 0
0 0
0 0
0 0
0 0
0 00
0 0
0 2
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
1 0
539
0 4030
0 0
647
1495
0 256
750
0 0
0 00
0 0
0 0
0 0
0 0
951
0 3730
0 0
530
944
0 195
925
0 Prepared by National Data & Surveying Services
ID: 24-070026-006 Day:

City: Sacramento Date:

AM 543 774 0 0 AM
NOON 0 0 0 0 NOON
PM 831 1093 0 0 PM

AM NOON PM PM NOON AM
2 2 0 0 0 0 0 0
0 0 0 0
0 0 0 0 0 0 0 0
537 0 254 2 TEV 3119 0 3642 0 0 0 0
0 0 0 0 PHF 0.97 0.91
239 0 236 1 0 0 2 2

AM NOON PM PM NOON AM
PM 0 0 752 476 PM
NOON 0 0 0 0 NOON
AM 0 0 583 443 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 1013

NORTHBOUND
Northgate Blvd
Totals (NOON) Total Bikes (NOON)
NONE
476 0 443
Totals (AM) 1329 Total Bikes (AM)
I-80 EB Off Ramp

EASTBOUND

WESTBOUND
I-80 EB Off Ramp
543 0 831

CONTROL
Signalized
0 NONE
04:15 PM - 05:15 PM 1006
Northgate Blvd & I-80 EB Off Ramp
Peak Hour Turning Movement Count
Northgate Blvd Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 1120 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 2
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 02
0 0
0 2
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
1 0
0 0
0236
0 254
831
1093
0 476
752
0 0
0 00
0 0
0 0
0 0
0 0
0 0
0239
0 537
543
774
0 443
583
0 Prepared by National Data & Surveying Services
ID: 24-070026-007 Day:

City: Sacramento Date:

AM 23 0 110 0 AM
NOON 0 0 0 0 NOON
PM 34 0 114 0 PM

AM NOON PM PM NOON AM
1 0 1 0 1 358 0 684
1 462 0 394
0 0 0 0 0 0 0 0
0 0 0 0 TEV 1726 0 1382 0 0 0 0
221 0 178 1 PHF 0.90 0.85
294 0 236 1 0 0 0 0

AM NOON PM PM NOON AM
PM 0 0 0 0 PM
NOON 0 0 0 0 NOON
AM 0 0 0 0 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 294

NORTHBOUND
SR-99 SB Off Ramp
Totals (NOON) Total Bikes (NOON)
NONE
292 0 331
Totals (AM) 236 Total Bikes (AM)
Elkhorn Blvd

EASTBOUND

WESTBOUND
Elkhorn Blvd
417 0 496

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 358
SR-99 SB Off Ramp & Elkhorn Blvd
Peak Hour Turning Movement Count
SR-99 SB Off Ramp Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:45 AM - 08:45 AM 684 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
2 0
1 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
0 0
358
462
0236
178
0 34
0 114
0 0
0 0
0 00
0 0
0 0
0 0
0 0
684
394
0294
221
0 23
0 110
0 0
0 Prepared by National Data & Surveying Services
ID: 24-070026-008 Day:

City: Sacramento Date:

AM 0 0 0 0 AM
NOON 0 0 0 0 NOON
PM 0 0 0 0 PM

AM NOON PM PM NOON AM
0 0 0 0 1 127 0 104
1 524 0 863
0 0 0 0 0 0 0 0
0 0 0 0 TEV 1988 0 2009 0 0 0 0
311 0 268 1 PHF 0.91 0.93
19 0 22 1 0 1 0 1

AM NOON PM PM NOON AM
PM 0 297 0 771 PM
NOON 0 0 0 0 NOON
AM 0 213 0 478 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 19

NORTHBOUND
SR-99 NB Off Ramp
Totals (NOON) Total Bikes (NOON)
NONE
1039 0 789
Totals (AM) 22 Total Bikes (AM)
Elkhorn Blvd

EASTBOUND

WESTBOUND
Elkhorn Blvd
1076 0 821

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 127
SR-99 NB Off Ramp & Elkhorn Blvd
Peak Hour Turning Movement Count
SR-99 NB Off Ramp Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:45 AM - 08:45 AM 104 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
1 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
0 0
0 0
0 0
0 0
127
524
022
268
0 0
0 0
771
0 297
0 0
00 0
0 0
0 0
0 0
0 104
863
019
311
0 0
0 0
478
0 213

Prepared by National Data & Surveying Services
ID: 24-070026-009 Day:

City: Sacramento Date:

AM 234 0 341 0 AM
NOON 0 0 0 0 NOON
PM 117 0 328 0 PM

AM NOON PM PM NOON AM
1 0 2 0 1 653 0 724
2 796 0 931
0 0 0 0 0 0 0 0
0 0 0 0 TEV 3687 0 2758 0 0 0 0
981 0 612 2 PHF 0.91 0.93
476 0 252 1 0 0 0 0

AM NOON PM PM NOON AM
PM 0 0 0 0 PM
NOON 0 0 0 0 NOON
AM 0 0 0 0 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 476

NORTHBOUND
SR-99/I-5 SB Off Ramp
Totals (NOON) Total Bikes (NOON)
NONE
940 0 1322
Totals (AM) 252 Total Bikes (AM)
Del Paso Rd

EASTBOUND

WESTBOUND
Del Paso Rd
1165 0 913

CONTROL
Signalized
0 NONE
04:30 PM - 05:30 PM 653
SR-99/I-5 SB Off Ramp & Del Paso Rd
Peak Hour Turning Movement Count
SR-99/I-5 SB Off Ramp Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 724 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
1 0
0 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
1 00
3 1
0 0
0 0
0 0
653
796
0252
612
0 117
0 328
0 0
0 0
0 00
0 0
0 0
0 0
0 0
724
931
0476
981
0 234
0 341
0 0
0 Prepared by National Data & Surveying Services
ID: 24-070026-010 Day:

City: Sacramento Date:

AM 0 0 0 0 AM
NOON 0 0 0 0 NOON
PM 0 0 0 0 PM

AM NOON PM PM NOON AM
0 0 0 0 1 379 0 238
3 1081 0 1381
0 0 0 0 0 0 0 0
0 0 0 0 TEV 4070 0 3914 0 0 0 0
1102 0 813 2 PHF 0.88 0.98
216 0 114 1 0 2 0 3

AM NOON PM PM NOON AM
PM 0 347 0 1180 PM
NOON 0 0 0 0 NOON
AM 0 282 0 851 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 216

NORTHBOUND
SR-99/I-5 NB Off Ramp
Totals (NOON) Total Bikes (NOON)
NONE
1993 0 1953
Totals (AM) 114 Total Bikes (AM)
Del Paso Rd

EASTBOUND

WESTBOUND
Del Paso Rd
1663 0 1428

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 379
SR-99/I-5 NB Off Ramp & Del Paso Rd
Peak Hour Turning Movement Count
SR-99/I-5 NB Off Ramp Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 238 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
1 0
0 1 0
0 0
0 0
0 0
0 0
0 0
0 0
0 00
1 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
1 00
3 0
0 0
0 0
0 0
379
1081
0114
813
0 0
0 0
1180
0 347
0 0
00 0
0 0
0 0
0 0
0 238
1381
0216
1102
0 0
0 0
851
0 282

Prepared by National Data & Surveying Services
ID: 24-070026-011 Day:

City: Sacramento Date:

AM 99 0 244 0 AM
NOON 0 0 0 0 NOON
PM 164 0 202 0 PM

AM NOON PM PM NOON AM
1 0 2 0 1 450 0 581
3 995 0 581
0 0 0 0 0 0 0 0
0 0 0 0 TEV 2872 0 2674 0 0 0 0
682 0 517 2 PHF 0.92 0.91
685 0 346 1 0 0 0 0

AM NOON PM PM NOON AM
PM 0 0 0 0 PM
NOON 0 0 0 0 NOON
AM 0 0 0 0 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 685

NORTHBOUND
SR-99/I-5 SB Off Ramp
Totals (NOON) Total Bikes (NOON)
NONE
719 0 926
Totals (AM) 346 Total Bikes (AM)
Arena Blvd

EASTBOUND

WESTBOUND
Arena Blvd
680 0 1159

CONTROL
Signalized
0 NONE
04:45 PM - 05:45 PM 450
SR-99/I-5 SB Off Ramp & Arena Blvd
Peak Hour Turning Movement Count
SR-99/I-5 SB Off Ramp Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 581 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 1
0 0
1 0
2 0
1 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
1 0
0 0
0 0
0 0
450
995
0346
517
0 164
0 202
0 0
0 0
0 00
0 0
0 0
0 0
0 0
581
581
0685
682
0 99
0 244
0 0
0 Prepared by National Data & Surveying Services
ID: 24-070026-012 Day:

City: Sacramento Date:

AM 0 0 0 0 AM
NOON 0 0 0 0 NOON
PM 0 0 0 0 PM

AM NOON PM PM NOON AM
0 0 0 0 1 229 0 164
4 854 0 875
0 0 0 0 0 0 0 0
0 0 0 0 TEV 2804 0 3002 0 0 0 0
733 0 597 2 PHF 0.92 0.96
193 0 141 1 0 2 0 2

AM NOON PM PM NOON AM
PM 0 553 0 628 PM
NOON 0 0 0 0 NOON
AM 0 281 0 558 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 193

NORTHBOUND
SR-99/I-5 NB Off Ramp
Totals (NOON) Total Bikes (NOON)
NONE
1225 0 1291
Totals (AM) 141 Total Bikes (AM)
Arena Blvd

EASTBOUND

WESTBOUND
Arena Blvd
1156 0 1407

CONTROL
Signalized
0 NONE
05:00 PM - 06:00 PM 229
SR-99/I-5 NB Off Ramp & Arena Blvd
Peak Hour Turning Movement Count
SR-99/I-5 NB Off Ramp Tuesday
SOUTHBOUND 2/6/2024
4:00 PM - 06:00 PM

PEAK HOURS
07:30 AM - 08:30 AM 164 7:00 AM - 09:00 AM

COUNT PERIODS

NOONAM PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON
NOON
PM
AM
NOON
AM
PM
NOON
AM
PM
NOON
PM
AM
0 0
0 0
0 0
2 0
1 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
1 00
0 0
0 0
0 0
0 0
0 0
00 0
0 0
0 0
0 0
0 0
0 00
1 0
0 0
0 0
0 0
229
854
0141
597
0 0
0 0
628
0 553
0 0
00 0
0 0
0 0
0 0
0 164
875
0193
733
0 0
0 0
558
0 281

Locations: El Camino Ave (NS) & I-80 WB Off-Ramp (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Westbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet
8:10:42 482 0 No Queue in WR in AM
16:32:17 353 0 No Queue in WR in PM
835 0
Notes
Prepared by National Data & Surveying Services
Max Queue Study
Westbound Left Lane 1 Westbound Right Lane 1
Max Queue

Locations: El Camino Ave (NS) & I-80 EB Off Ramp (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Eastbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet
8:56:17 397 8:20:45 363
16:33:58 826 16:33:58 779
1223 779
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Eastbound Left Lane 1 Eastbound Right Lane 1
Notes

Locations: Truxel Rd (NS) & I-80 WB Off Ramp (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Westbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet 7:54:17 177 7:23:43 155 8:00:03 105 8:17:51 86 0 No Queue in WR Lane 3 in AM 16:10:56 241 16:10:56 241 17:45:04 81 16:20:13 85 17:59:50 291 418 396 186 171 291
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Westbound Left Lane 1 Westbound Left Lane 2 Westbound Right Lane 1 Westbound Right Lane 2 Westbound Right Lane 3 Notes

Locations: Truxel Rd (NS) & I-80 EB Off Ramp (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Eastbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet 7:55:34 200 8:35:05 182 8:16:24 308 7:46:38 113
16:39:07 210 16:39:07 194 17:46:31 260 17:38:21 196
410 376 568 309
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Eastbound Left Lane 1 Eastbound Left Lane 2 Eastbound Left & Right Lane 1 Eastbound Right Lane 1 Notes

Locations: Northgate Blvd (NS) & I-80 WB Off Ramp (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Westbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet
8:30:35 182 8:46:57 139
16:22:43 198 16:17:30 213
380 213
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Westbound Left Lane 1 Westbound Left Lane 2
Notes

Locations: Northgate Blvd (NS) & I-80 EB Off Ramp (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Eastbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet
7:18:45 243 7:18:45 238
16:05:09 155 16:35:11 235
398 235
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Eastbound Left Lane 1 Eastbound Left Lane 2
Notes

Locations: SR-99 SB Off Ramp (NS) & Elkhorn Blvd (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Southbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet
7:35:59 209 7:02:17 94
17:19:07 256 16:03:02 42
465 42
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Southbound Left Lane 1 Southbound Right Lane 1
Notes

Locations: SR-99 NB Off Ramp (NS) & Elkhorn Blvd (EW)
City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Northbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet
8:37:57 304 8:05:44 40
17:42:50 292 17:37:37 209
596 209
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Northbound Left Lane 1 Northbound Right Lane 1
Notes

Locations: SR-99/I-5 SB Off Ramp (NS) & Del Paso Rd (EW) City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Southbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet 7:49:44 165 7:49:50 190 7:50:39 174
16:13:32 195 16:00:18 135 17:23:18 135
360 325 135
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Southbound Left Lane 1 Southbound Right Lane 1
Notes
Southbound Left Lane 2

Locations: SR-99/I-5 NB Off Ramp (NS) & Del Paso Rd (EW) City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Northbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet 8:12:34 235 7:45:30 143 7:53:47 153 7:53:53 197 7:05:35 180 16:00:33 128 16:16:38 178 16:29:27 184 16:14:23 134 16:25:11 188 363 321 337 331 188
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Northbound Left Lane 1 Northbound Left Lane 2 Northbound Right Lane 1 Northbound Right Lane 2 Northbound Right Lane 3 Notes

Locations: SR-99/I-5 SB Off Ramp (NS) & Arena Blvd (EW) City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Southbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet 7:52:07 130 7:54:33 159 7:47:42 59
16:51:18 186 16:51:18 186 16:44:34 130
316 345 130
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Southbound Left Lane 1 Southbound Left Lane 2 Southbound Right Lane 1 Notes

Locations: SR-99/I-5 NB Off Ramp (NS) & Arena Blvd (EW) City: Sacramento, CA
Date: 2/6/2024
Day: Tuesday
Bound: Northbound
TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet TIMESTAMP Length in Feet 8:13:12 132 7:47:52 156 8:11:27 130 7:57:04 111
17:32:29 218 16:20:12 103 16:37:37 101 17:32:34 321
350 259 231 432
Prepared by National Data & Surveying Services
Max Queue Study
Max Queue
Northbound Left Lane 1 Northbound Left Lane 2 Northbound Right Lane 1 Northbound Right Lane 2 Notes

HCM 2010 Signalized Intersection Summary
3: Arena Blvd. & I5-SB-off ramp 02/21/2024
Baseline Synchro 10 Report

Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (veh/h) 0 682 581 0 244 99
Future Volume (veh/h) 0 682 581 0 244 99
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 0 682 581 0 244 99
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 1189 1709 0 1165 536
Arrive On Green 0.00 0.34 0.34 0.00 0.34 0.34
Sat Flow, veh/h 0 3725 5421 0 3442 1583
Grp Volume(v), veh/h 0 682 581 0 244 99
Grp Sat Flow(s),veh/h/ln 0 1770 1695 0 1721 1583
Q Serve(g_s), s 0.0 4.3 2.3 0.0 1.4 1.2
Cycle Q Clear(g_c), s 0.0 4.3 2.3 0.0 1.4 1.2
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 0 1189 1709 0 1165 536
V/C Ratio(X) 0.00 0.57 0.34 0.00 0.21 0.18
Avail Cap(c_a), veh/h 0 5810 8347 0 5813 2674
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 7.5 6.8 0.0 6.4 6.4
Incr Delay (d2), s/veh 0.0 0.2 0.0 0.0 0.0 0.1
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 2.1 1.1 0.0 0.6 0.5
LnGrp Delay(d),s/veh 0.0 7.6 6.9 0.0 6.5 6.4
LnGrp LOS A A A A
Approach Vol, veh/h 682 581 343
Approach Delay, s/veh 7.6 6.9 6.5
Approach LOS A A A
Timer 12345678
Assigned Phs 2 6 8
Phs Duration (G+Y+Rc), s 14.3 14.3 13.1
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 4.3 6.3 3.4
Green Ext Time (p_c), s 2.5 2.9 0.6
Intersection Summary
HCM 2010 Ctrl Delay 7.1
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
5: I5NB-off ramp & Arena Blvd. 02/21/2024
Baseline Synchro 10 Report

Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 733 0 0 875 281 558
Future Volume (veh/h) 733 0 0 875 281 558
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 733 0 0 875 281 558
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 1196 0 0 2166 1222 989
Arrive On Green 0.34 0.00 0.00 0.34 0.36 0.36
Sat Flow, veh/h 3725 0 0 6929 3442 2787
Grp Volume(v), veh/h 733 0 0 875 281 558
Grp Sat Flow(s),veh/h/ln 1770 0 0 1602 1721 1393
Q Serve(g_s), s 5.4 0.0 0.0 3.2 1.8 5.0
Cycle Q Clear(g_c), s 5.4 0.0 0.0 3.2 1.8 5.0
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 1196 0 0 2166 1222 989
V/C Ratio(X) 0.61 0.00 0.00 0.40 0.23 0.56
Avail Cap(c_a), veh/h 5099 0 0 9294 5103 4132
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 8.6 0.0 0.0 7.9 7.0 8.0
Incr Delay (d2), s/veh 0.2 0.0 0.0 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 2.6 0.0 0.0 1.4 0.8 1.9
LnGrp Delay(d),s/veh 8.7 0.0 0.0 7.9 7.0 8.2
LnGrp LOS A A A A
Approach Vol, veh/h 733 875 839
Approach Delay, s/veh 8.7 7.9 7.8
Approach LOS A A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 15.9 15.1 15.9
Change Period (Y+Rc), s * 5.4 * 4.1 * 5.4
Max Green Setting (Gmax), s * 45 * 46 * 45
Max Q Clear Time (g_c+I1), s 5.2 7.0 7.4
Green Ext Time (p_c), s 3.9 1.7 3.1
Intersection Summary
HCM 2010 Ctrl Delay 8.1
HCM 2010 LOS A
Notes
HCM Signalized Intersection Capacity Analysis
15: Del Paso Rd & I-5 SB Ramp 02/21/2024
Baseline Synchro 10 Report

Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (vph) 0 981 931 0 341 234
Future Volume (vph) 0 981 931 0 341 234
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) 0 981 931 0 341 234
RTOR Reduction (vph) 00000 8 6
Lane Group Flow (vph) 0 981 931 0 341 148
Turn Type NA NA Prot Prot
Protected Phases 2 6 4 4
Permitted Phases
Actuated Green, G (s) 44.9 44.9 12.0 12.0
Effective Green, g (s) 44.9 44.9 12.0 12.0
Actuated g/C Ratio 0.69 0.69 0.18 0.18
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) 2444 2444 633 292
v/s Ratio Prot c0.28 0.26 c0.10 0.09
v/s Ratio Perm
v/c Ratio 0.40 0.38 0.54 0.51
Uniform Delay, d1 4.3 4.2 24.0 23.8
Progression Factor 1.00 0.72 1.00 1.00
Incremental Delay, d2 0.5 0.4 0.4 0.5
Delay (s) 4.8 3.5 24.4 24.3
Level of Service A A C C
Approach Delay (s) 4.8 3.5 24.4
Approach LOS A A C
Intersection Summary
HCM 2000 Control Delay 8.8 HCM 2000 Level of Service A
HCM 2000 Volume to Capacity ratio 0.43
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 8.1 Intersection Capacity Utilization 47.4% 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
Baseline Synchro 10 Report

Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (vph) 1102 0 0 1381 282 851
Future Volume (vph) 1102 0 0 1381 282 851
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.0 4.6 3.5 3.5
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) 1102 0 0 1381 282 851
RTOR Reduction (vph) 000000
Lane Group Flow (vph) 1102 0 0 1381 282 851
Turn Type NA NA Prot custom
Protected Phases 2 6 1 3 3 1
Permitted Phases
Actuated Green, G (s) 22.0 42.5 14.4 34.5
Effective Green, g (s) 22.0 42.5 14.4 34.5
Actuated g/C Ratio 0.34 0.65 0.22 0.53
Clearance Time (s) 5.0 3.5
Vehicle Extension (s) 2.0 2.0
Lane Grp Cap (vph) 1197 3324 760 1916
v/s Ratio Prot c0.31 0.27 0.08 c0.24
v/s Ratio Perm
v/c Ratio 0.92 0.42 0.37 0.44
Uniform Delay, d1 20.7 5.3 21.5 9.4
Progression Factor 0.95 1.00 1.00 1.00
Incremental Delay, d2 12.3 0.0 0.1 0.1
Delay (s) 32.0 5.4 21.6 9.4
Level of Service C A C A
Approach Delay (s) 32.0 5.4 12.4
Approach LOS C A B
Intersection Summary
HCM 2000 Control Delay 15.7 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.67
Actuated Cycle Length (s) 65.0 Sum of lost time (s) 12.0 Intersection Capacity Utilization 57.8% 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
Synchro 10 Report

Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Volume (veh/h) 0 221 394 0 110 23
Future Volume (veh/h) 0 221 394 0 110 23
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 0 221 394 0 110 23
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 0 777 777 0 435 388
Arrive On Green 0.00 0.42 0.42 0.00 0.25 0.25
Sat Flow, veh/h 0 1863 1863 0 1774 1583
Grp Volume(v), veh/h 0 221 394 0 110 23
Grp Sat Flow(s),veh/h/ln 0 1863 1863 0 1774 1583
Q Serve(g_s), s 0.0 1.9 3.7 0.0 1.2 0.3
Cycle Q Clear(g_c), s 0.0 1.9 3.7 0.0 1.2 0.3
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 0 777 777 0 435 388
V/C Ratio(X) 0.00 0.28 0.51 0.00 0.25 0.06
Avail Cap(c_a), veh/h 0 2750 2774 0 2701 2410
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 4.6 5.2 0.0 7.3 6.9
Incr Delay (d2), s/veh 0.0 0.1 0.2 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 0.9 1.9 0.0 0.6 0.1
LnGrp Delay(d),s/veh 0.0 4.7 5.4 0.0 7.4 7.0
LnGrp LOS A A A A
Approach Vol, veh/h 221 394 133
Approach Delay, s/veh 4.7 5.4 7.3
Approach LOS A A A
Timer 12345678
Assigned Phs 2 4 6
Phs Duration (G+Y+Rc), s 14.6 9.4 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 3.9 3.2 5.7
Green Ext Time (p_c), s 0.6 0.2 1.2
Intersection Summary
HCM 2010 Ctrl Delay 5.5
HCM 2010 LOS A
Notes
HCM 2010 Signalized Intersection Summary
3: Elkhorn Blvd. & SR99 NB Off-Ramp 02/21/2024
Synchro 10 Report

Movement EBT EBR WBL WBT NBL NBR
Lane Configurations
Traffic Volume (veh/h) 311 0 0 863 213 478
Future Volume (veh/h) 311 0 0 863 213 478
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 311 0 0 863 213 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 1085 0 0 1085 298 266
Arrive On Green 0.58 0.00 0.00 0.58 0.17 0.00
Sat Flow, veh/h 1863 0 0 1863 1774 1583
Grp Volume(v), veh/h 311 0 0 863 213 0
Grp Sat Flow(s),veh/h/ln 1863 0 0 1863 1774 1583
Q Serve(g_s), s 3.1 0.0 0.0 13.3 4.2 0.0
Cycle Q Clear(g_c), s 3.1 0.0 0.0 13.3 4.2 0.0
Prop In Lane 0.00 0.00 1.00 1.00
Lane Grp Cap(c), veh/h 1085 0 0 1085 298 266
V/C Ratio(X) 0.29 0.00 0.00 0.80 0.71 0.00
Avail Cap(c_a), veh/h 2265 0 0 2245 1264 1128
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 3.9 0.0 0.0 6.0 14.5 0.0
Incr Delay (d2), s/veh 0.1 0.0 0.0 1.4 4.1 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 1.6 0.0 0.0 7.1 2.3 0.0
LnGrp Delay(d),s/veh 4.0 0.0 0.0 7.4 18.6 0.0
LnGrp LOS A A B
Approach Vol, veh/h 311 863 213
Approach Delay, s/veh 4.0 7.4 18.6
Approach LOS A A B
Timer 12345678
Assigned Phs 2 6 8
Phs Duration (G+Y+Rc), s 27.0 27.0 9.9
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 15.3 5.1 6.2
Green Ext Time (p_c), s 6.2 1.3 0.8
Intersection Summary
HCM 2010 Ctrl Delay 8.3
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