Sacramento City Council
June 10, 2025

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
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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.

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GENERAL ORDERS
G.O. 510.14
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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

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GENERAL ORDERS
G.O. 510.14
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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

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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

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GENERAL ORDERS

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(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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GENERAL ORDERS

GO 580.04

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.

SACRAMENTO POLICE DEPARTMENT

GENERAL ORDERS

GO 580.04

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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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.

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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.

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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.

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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 11

Question: PD Reasons for Overtime

Response:

Program Codes are required to be used on timecards when appliable per General Order 252.01 and are used to capture the reason for using overtime. Below are the SPD program codes used for overtime beginning July 1, 2024, through April 18, 2025.

Following that list, you will find the overtime usage for Fiscal Year 2024/25 through April 18, 2025.

Program Code Description Program Code
2024 Election (Temp) 11001
ACADEMY OPER (INC INSTR) 2112 12010
ADMINISTRATION/SUPERVISN2112 11139
AF-Veh/Air 11550
AirOps 11086
AOT/FTU Instructor Time 11198
AOT/FTU Trainee 11200
ATIMS_Errors 11682
Audits-CoA 11680
AUTO THEFT INVESTIG 2112 11178
Backfill - Central 11565
Backfill - East 11566
Backfill - North 11564
Backfill - South 11567
BACKFILL OT EAST LATE 2112 19161
BACKGROUND INVESTIGATION 2112 11203
BEAT ENFORCEMENT 15556
BIKE UNIT EXPENSE 11403
Boat Patrol 11021
BUILDING MAINTENANCE 2112 11191
C.P.T.E.D. 11581
Cannabis NP Rsdntl-Enfrcmnt 06131
Career Criminal Aprhnsn Tm 11046
CERT-TACT DISPATCH GROUP 2112 11262
CHILD ABUSE/NEGLECT INVES 2112 11180
Civil Unrest 2021 U2021
CLERICAL SUPPORT 2112 11141
Comm Center Backfill 11186
Comms Academy & Training 11500
COMMUNITY ACADEMY 2112 11277
Community Ambassador Program 11583
COMMUNITY SERVICES 2112 11207
COMPLAINT DESK 2112 11183
Court Appearance 11135
COURT APPEARANCE TIME 2112 51100
2 Court Liaison 11136
Crime Scene Inv 11039
Crisis Negotiation Team 11047
DEA TASK FORCE 11339
Des Infection Control Ofc 11505
DISP ACADEMY-TRAINEE 2112 11181
DISPATCHER TRAINEE 2112 11182
Downtown Safety Projects 11585
DUI CHECK POINT 11331
DUI ENFORCEMENT 2112 11151
Dwntwn Core OT 11662
Dwntwn F/S Sfty 11496
Dwntwn Wagon 11155
East - Directed Patrol 11599
East/Central GET 11605
East/Central POP 11608
Emerg. Prep/Response (EMP) 02072
EOD 11023
Evidence/Property Disposal 11527
EVOC Instruction 11075
EVOC TRAINING 2112 12005
External Training Instructor 11201
Family Abuse 11030
FELONY ASSAULT INVESTIG 2112 11164
FORENSIC TRAINING 2136 11240
GANG SUPPRESSION/INVESTIG 2112 11225
GANG UNIT 2112 11231
GAU BWC 11678
GOVT AFFAIRS UNIT 11418
Graffiti Enforcement 11631
GVS GRANT 11382
HIDTA 11323
Hiring Pipeline 11634
HOJ Front Desk 11547
Homicide Investigation 11163
Honor Guard 11051
Human Trafficking 11646
ICAC TASK FORCE 11414
Impact 11614
Impact Incident Mgmt Team 11677
Impact Large Scale Clean Up 11675
IN-LIEU OF COURT OVERTIME 2158 11024
Internal Investigations 11009
INVESTIGATIONS 15563
IT Backgrounds 11674
Jail Booking 11101
JFN Program 11543
JOINT TERRORISM T F 11374
K-9 CARE 2112 11043
K-9 UNIT EMPLOYEES 2112 11241
LATENT EXAM MANUAL 11188
MAGNET OFFICERS 11338
3 Major Collision Inv Unit 11153
MAJOR CRIMES OVERTIME 2136 11281
MAYOR/COUNCIL PERSONAL PROTECT 11285
MEETINGS/TRAINING 2158 11020
METRO OPERATIONS K-9 11352
METRO OPERATIONS SWAT 11354
MICC Operation 11647
MIDTOWN PBID 4915 22147
Military Equipment 11668
Missing Person Invs 11162
MLK MARCH SECURITY 11413
MOU SHIFT-CHANGE OVERTIME 2112 11209
Mounted Patrol 11045
Mutual Aid 11504
Narcotics Call Out 11099
NEW YEAR'S GAME PLAN 11412
NON-ACADEMY TRNG-TRAINEE 2112 11202
NON-CONTRACT SRO 2112 11304
Non-MEU Equip Maint 11192
Non-RDT Academy Instructor 11195
North GET 11610
North POP 11606
OCDETF INVESTIGATIONS 11349
OCM - Court Fees 02070
Old Sacto Events 11158
On Call - Tact Dispatcher 11542
ON DUTY WORKOUT 11370
Operation Arden Mall 11531
Outreach & Engagement 11598
OUTSIDE ASSIGNMENT 2158 11014
OVERTIME-HOLDOVER 2112 11088
OVP 11673
Patrol - Edward Car 11579
PDCS - NUSD - Backfill 11619
PDCS-MAGNET-PROGRAMS 11474
PDCS-MAGNET-SPEC EVENTS 11477
PDCS-NUSD-DOW-OT 11498
PDCS-NUSD-SpecEvOT 11384
PDCS-NUSD-SROs 11376
PDCS-RT OVERTIME 11429
PDCS-RT-PATROL 11482
PD-YouthSrvcs-Cadet 11540
Peer Support 11008
Personnel Items 14926
PIO - Overtime 11541
PIO CALL OUT 11348
POD/LPR 11656
Police Alarms 11655
POLICE BIKING PATROL 11369
Police Commission Projects 11667
POLICE DEPT SUPPORT 06042
POLICE DISPATCH 2112 11212
4 POLICE RECRUITING 2112 11204
POLICE RESEARCH STUDIES 2112 11217
POLICE UNION BUSINESS 11248
POLICS SCTY-CITY HALL 2112 11279
PRISONER WATCH-HOSPITAL 2112 11273
PROJECT SAFE NEIGHBORHOOD 2112 11266
Property Call-outs 11190
Protests 11548
PUBLIC RECORDS REQUEST 11336
QUAL SHOOT-STAFF 2112 19220
Racial Justice Act 11681
Range Qual Staff 11077
RDT Academy Instructor 11196
Real Time Crime Center 11578
REC OT STAFFING SHRTG 11427
RECORDS DIVISION BACKLOGS 2112 11019
RECORDS HOLIDAY O/T 2158 11028
Records Unit - Training 11623
Recruit Academy Trainee 11197
Report Writing - Central 11573
Report Writing - East 11574
Report Writing - North 11572
Report Writing - South 11575
RES BURGLARY INVESTIG 2112 11175
RIPA 11079
ROBBERY 1ST DEG INVESTIG 2112 11168
RT Coordination 15588
SacDA eSCARS 11161
SAFE STREETS TASK FORCE 11327
SB 1421 PRAs 11639
SB22_DNA_Bklg 11670
SECOND SATURDAY EVENT 11345
SEX CRIME INVESTIGATION 2112 11179
Sex Offender Investigation 11320
Sideshow Enforcement 11658
South Core Enforcement 11535
South GET 11611
South POP 11607
SPECIAL INVESTIGATIONS 2112 11228
SPOA TIME 11330
SSD SUPPORT 11350
Supplemental Empl Admin 11601
Supplemental Employment 11111
SUPRVSR SHIFT COVERAGE 2158 11033
SWAT CALL-OUTS 2112 11147
SWAT REGULAR OVERTIME 2112 11061
TOW UNIT/RESRV OFFICER 11386
TRAFFIC ENFORCEMENT 2112 11150
TRAFFIC OPERATIONS 3439 15021
TRAINING 15524
19374
Training (City) 05102
5 Training (External) 05103
TRAINING PRODUCTION 2158 11011
UAS Unit 11648
Vehicle Patrol - Central 11569
Vehicle Patrol - East 11570
Vehicle Patrol - North 11568
Vehicle Patrol - South 11571
VEHICLE PATROL 2112 11156
Video Redaction 11602
WARRANT SERVICE 2112 11206

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

Our top 10 uses of overtime—which currently equates to over 60% of all overtime usage—can be broken down into the following categories:
• Communications Center
• Patrol Operations (covering four broad categories)
• Backfill
• Report writing
• End of shift
• Supervision
• Training/Academy
• Court
• Impact
• Downtown Core
• Homicide Investigations

Communications Center
• The SPD 911 Communications Center is significantly understaffed. Salary savings from vacancies fund overtime to ensure daily critical staffing and meet OES requirements. • Staffing: As of May 2, 2025, 58 of the 80 total Dispatcher 1 and 2 positions are filled. Of those 58, seven dispatchers are recent academy graduates undergoing training, leaving 51 dispatchers to do the work of 80 FTEs.
• The California Office of Emergency Services (CalOES) establishes daily staffing requirements for call takers based on call volume and it requires 911 calls to be answered within 15 seconds 90% of the time.
6 • CalOES intends to fund up to $1,402,000 to replace hardware in the Communications Center that will enable call takers to access accurate GPS location data for 911 calls made via cellular phones. Failure to comply with the above-described CalOES requirements and standards may result in the loss of this funding.
• SPD is out of compliance with Cal OES standards; between 07/01/2024 and 04/30/2025 we answered 911 calls within 15 seconds 86.6% of the time on average.

Patrol Operations
• Staffing:
• We allocate resources throughout Patrol Operations using a complex set of data to ensure equity in response time and workload for Patrol Officers. • Data used to inform patrol staffing, includes call for service volume, report volume, and officer workload information.
• The current staffing in patrol is 240.5 officers as of May 7, 2025. This number can have minor daily fluctuations. The number of officers actually working in patrol is 218.5 as of May 7, 2025 (subject to daily fluctuations). • Patrol staffing is challenged by long-term issues such as leaves of absence and injuries, as well as daily challenges like POST-mandated training, sick leave, and time off.
• The goal is to have 1-2 officers per beat, as two officers are needed to handle most calls. There are 21 beats in the seven districts.
• For example, District 1 during dayshift hours has a minimum staffing number of five officers and one sergeant.
• Since July 1, SPD has dispatched officers to an average of over 424 calls per day. • Actual minimum staffing numbers:
• Dayshift: 34
• Swingshift: 41
• Latewatch: 33
• Backfill overtime, funded by salary savings from vacant positions, is used to ensure daily minimum staffing.

• Report Writing:
• SPD General Order 524.03 Arrest Reports requires the following for adult arrest reports:
• Adult Arrests – Upon completion of an arrest report at any jailing facility, including local, state, and federal facilities, the original arrest shall be used for booking purposes. The arresting officer/detective shall ensure that an additional copy is delivered to the Records Division within twenty-four (24) hours.
7 • SPD General Order 340.01 Report Quality Control / Review requires the following reports be completed prior to an officer leaving for the day:
• Arrests have been made.
• There is an identifiable suspect.
• The crime is part of a series or other high-profile incident. • Injuries occurred.
• The crime necessitates an update to the Stolen Vehicle System. • It involves a missing person.
• The crime is a robbery, felony assault, or sexual assault. • The investigation involves a homicide
• This ensures legal requirements are met and reports are furnished to the District Attorney’s Office and the Office of Investigation as required.

• End of Shift :
• Patrol officers experience multiple challenges in addition to report writing that can often hold them beyond their usual shift. These include:
• Jail Booking and Medical Clearance: Delays in arrest processing due to required medical reviews at the county jail can result in officers working overtime.
• Significant Events: Events like sideshows or homicides can require officers from other districts to stabilize scenes, leading to holdover overtime for preceding shift officers.
• Critical Incidents and CODE 1 Status: During critical incidents, officers may need to be pulled from other districts, leading to CODE 1 status where all available patrol resources are focused on responding to the highest priority calls.
• Officers must not engage in proactive activity and only respond to highest priority calls.
• Since July 1, CODE 1 has occurred 28 times, resulting in 109 hours of CODE 1 status.

• Academy/Training
• Training requires set staffing levels, often based on post regulations for student to instructor ratios.
• Staffing is often challenged based on instructor availability. • Based on the volume of students and available instructors, some instructors may be needed on an overtime basis to ensure POST required instructor to student ratios are met.
• Staffing is challenged with leaves, time off, illness and injury. 8 • SPD has a permanent training staff. However, there is insufficient staff to conduct all the Department’s needed training. SPD uses employees throughout the organization to meet these staffing needs. Employees must often conduct instruction outside of their usual duties and shifts, which requires overtime.

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

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

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

Downtown Core
• The Downtown Core experiences a high volume of tourism and large-scale events. 9 • This large influx of people requires added police staffing to ensure adequate response times and address community concerns.

Homicide Investigations
• Since July 1, there have been 38 homicides.
• Due to the unpredictable hours of when these events occur, and the thoroughness which is required for the duration of the investigations, overtime is often required to conduct these investigations.

July 1, 2024 - April 18, 2025
Overtime Expenditures with Program Code - Dollars
Sum of LbrDistAmt Quarters (Rpt Dt)
Program Code Desc r July - Sept 2024 Oct - Dec 2024 Jan - Mar 2025 Apr 2025 Grand Total 11186 Comm Center Backfill 445,075.16 454,598.05 432,368.98 91,398.75 1,423,440.94 11614 Impact 317,332.26 301,460.90 270,853.62 43,254.02 932,900.80 11429 PDCS-RT OVERTIME 221,163.61 237,323.54 236,270.91 53,325.08 748,083.14 11135 Court Appearance 181,204.82 237,842.90 245,006.69 52,595.23 716,649.64 11139 ADMINISTRATION/SUPERVISN2112 234,625.08 187,508.68 177,404.72 47,460.38 646,998.86 11662 Dwntwn Core OT 204,964.38 194,873.78 206,282.03 32,099.78 638,219.97 11567 Backfill - South 220,283.76 127,881.06 149,205.17 40,897.02 538,267.01 11163 Homicide Investigation 234,852.55 134,232.25 121,068.74 31,778.16 521,931.70 11564 Backfill - North 161,773.08 141,492.84 140,963.48 52,557.62 496,787.02 11572 Report Writing - North 152,185.01 108,053.37 127,911.60 20,189.85 408,339.83 11565 Backfill - Central 136,739.78 115,778.48 79,812.60 31,275.61 363,606.47 11019 RECORDS DIVISION BACKLOGS 2112 89,077.24 95,509.05 121,388.48 28,952.52 334,927.29 11155 Dwntwn Wagon 88,094.72 88,132.46 117,413.07 22,386.30 316,026.55 11566 Backfill - East 115,276.67 86,546.10 76,746.33 32,102.19 310,671.29 11575 Report Writing - South 93,503.90 96,520.03 84,057.28 14,581.82 288,663.03 11198 AOT/FTU Instructor Time 88,446.53 71,746.87 87,044.52 17,117.66 264,355.58 11568 Vehicle Patrol - North 84,496.04 87,572.45 68,252.24 13,287.53 253,608.26 11579 Patrol - Edward Car 233,982.69 19,597.63 253,580.32 11569 Vehicle Patrol - Central 92,491.48 70,675.99 58,127.55 11,390.40 232,685.42 11150 TRAFFIC ENFORCEMENT 2112 95,736.01 38,848.58 49,796.32 25,135.96 209,516.87 11101 Jail Booking 65,993.45 45,651.35 77,157.23 18,679.56 207,481.59 11231 GANG UNIT 2112 72,996.84 52,989.86 56,120.74 21,154.90 203,262.34 11571 Vehicle Patrol - South 62,519.23 60,270.71 57,554.83 14,429.23 194,774.00 11573 Report Writing - Central 62,854.51 52,807.41 63,602.73 12,295.60 191,560.25 11196 RDT Academy Instructor 69,189.14 35,735.46 62,739.08 17,699.66 185,363.34 11639 SB 1421 PRAs 62,740.85 56,973.33 59,797.03 2,840.56 182,351.77 11086 AirOps 56,944.80 47,260.08 60,650.44 14,498.13 179,353.45 11570 Vehicle Patrol - East 51,168.48 37,888.82 63,601.67 15,490.12 168,149.09 11611 South GET 75,678.04 32,475.65 48,207.10 11,708.86 168,069.65 11111 Supplemental Employment 30,875.99 73,389.77 49,123.44 8,548.56 161,937.76 11574 Report Writing - East 68,891.60 39,485.44 40,720.32 10,876.01 159,973.37 11548 Protests 21,975.60 31,832.31 81,951.83 12,943.53 148,703.27 11541 PIO - Overtime 49,788.67 38,821.57 45,695.89 10,671.65 144,977.78 11504 Mutual Aid 141,756.42 141,756.42
11646 Human Trafficking 19,477.53 59,397.22 51,735.66 4,290.37 134,900.78 11180 CHILD ABUSE/NEGLECT INVES 2112 54,718.91 43,159.03 25,907.49 5,498.65 129,284.08 11384 PDCS-NUSD-SpecEvOT 22,858.08 36,135.54 64,142.18 1,811.59 124,947.39 11598 Outreach & Engagement 53,418.61 30,733.94 35,233.02 4,833.21 124,218.78 11009 Internal Investigations 33,803.23 26,864.15 53,910.17 6,239.64 120,817.19 11164 FELONY ASSAULT INVESTIG 2112 30,840.54 41,581.48 39,389.70 7,343.71 119,155.43 11675 Impact Large Scale Clean Up 35,707.04 40,515.96 26,168.61 5,244.08 107,635.69 11648 UAS Unit 22,481.67 34,644.33 43,532.04 3,906.90 104,564.94 11179 SEX CRIME INVESTIGATION 2112 31,248.19 34,852.47 30,500.90 2,736.12 99,337.68 11075 EVOC Instruction 24,048.97 29,988.24 28,086.74 10,460.31 92,584.26 11039 Crime Scene Inv 19,899.93 37,043.50 26,874.42 3,262.11 87,079.96 11077 Range Qual Staff 30,634.84 32,581.54 14,761.87 4,825.58 82,803.83 11607 South POP 27,045.34 38,745.26 14,068.57 1,951.56 81,810.73 11241 K-9 UNIT EMPLOYEES 2112 20,322.37 23,374.29 32,112.69 5,267.62 81,076.97 11147 SWAT CALL-OUTS 2112 16,851.72 30,272.87 21,232.22 7,077.65 75,434.46 11204 POLICE RECRUITING 2112 3,464.59 21,716.89 40,349.48 6,687.48 72,218.44 11201 External Training Instructor 30,187.26 22,711.90 15,541.58 1,345.17 69,785.91 11028 RECORDS HOLIDAY O/T 2158 12,782.11 30,297.03 26,317.30 377.13 69,773.57 11527 Evidence/Property Disposal 25,711.92 18,973.64 20,132.68 3,910.95 68,729.19 11427 REC OT STAFFING SHRTG 23,098.11 21,892.25 17,387.21 4,805.51 67,183.08 11047 Crisis Negotiation Team 15,342.88 16,878.58 21,303.16 10,457.26 63,981.88 11153 Major Collision Inv Unit 25,350.53 19,319.72 17,693.34 1,104.19 63,467.78 11178 AUTO THEFT INVESTIG 2112 17,528.15 15,886.00 25,100.14 3,338.82 61,853.11 11203 BACKGROUND INVESTIGATION 2112 20,519.61 15,458.18 21,062.16 4,100.24 61,140.19 11030 Family Abuse 18,600.84 21,656.73 18,234.43 2,592.86 61,084.86 11202 NON-ACADEMY TRNG-TRAINEE 2112 10,215.44 21,152.39 22,012.35 5,950.77 59,330.95 11197 Recruit Academy Trainee 23,742.50 5,994.64 19,039.60 7,146.95 55,923.69 11168 ROBBERY 1ST DEG INVESTIG 2112 11,664.43 14,506.47 23,135.78 5,875.07 55,181.75 11175 RES BURGLARY INVESTIG 2112 14,102.41 20,304.80 15,428.56 5,086.22 54,921.99 11403 BIKE UNIT EXPENSE 15,646.57 15,058.56 14,803.75 7,603.19 53,112.07 11183 COMPLAINT DESK 2112 14,776.00 19,080.29 15,080.58 3,990.00 52,926.87 11206 WARRANT SERVICE 2112 17,027.42 19,469.43 12,692.91 2,347.82 51,537.58 11585 Downtown Safety Projects 2,526.55 17,525.90 23,599.68 6,046.86 49,698.99 11500 Comms Academy & Training 14,003.58 8,699.70 19,195.16 5,938.37 47,836.81 11023 EOD 17,986.58 13,197.04 13,151.54 2,896.28 47,231.44 11496 Dwntwn F/S Sfty 10,526.06 22,055.39 9,436.19 5,201.19 47,218.83 11680 Audits-CoA 6,908.60 18,403.64 20,127.50 507.99 45,947.73 11678 GAU BWC 12,909.44 12,991.49 16,236.29 3,161.53 45,298.75 11228 SPECIAL INVESTIGATIONS 2112 17,519.00 9,547.16 15,429.18 2,746.20 45,241.54 11195 Non-RDT Academy Instructor 5,684.19 11,740.54 17,861.08 8,163.17 43,448.98 11212 POLICE DISPATCH 2112 15,169.68 11,860.33 12,024.31 4,242.17 43,296.49 11061 SWAT REGULAR OVERTIME 2112 5,796.87 16,809.54 18,093.71 2,431.80 43,131.92 11217 POLICE RESEARCH STUDIES 2112 20,230.83 11,323.13 5,634.66 97.28 37,285.90 11610 North GET 17,318.93 9,419.58 5,362.20 2,666.58 34,767.29 11033 SUPRVSR SHIFT COVERAGE 2158 10,259.36 14,256.60 9,716.90 234.54 34,467.40 11601 Supplemental Empl Admin 9,058.49 12,224.13 10,412.61 2,674.69 34,369.92 11327 SAFE STREETS TASK FORCE 11,436.42 8,275.24 10,431.66 2,945.28 33,088.60 11348 PIO CALL OUT 15,049.86 6,123.83 9,649.69 502.70 31,326.08 11606 North POP 8,462.69 14,125.95 6,700.24 1,712.81 31,001.69 11279 POLICS SCTY-CITY HALL 2112 8,002.07 4,885.72 15,933.81 1,749.73 30,571.33 11376 PDCS-NUSD-SROs 14,357.10 4,024.20 7,980.04 1,341.62 27,702.96 11161 SacDA eSCARS 7,694.57 19,885.78 27,580.35 11578 Real Time Crime Center 12,494.59 5,933.42 6,641.19 2,209.18 27,278.38 11474 PDCS-MAGNET-PROGRAMS 6,223.29 10,049.51 8,194.72 2,697.61 27,165.13 11200 AOT/FTU Trainee 10,092.29 5,091.76 7,661.67 3,393.19 26,238.91 11266 PROJECT SAFE NEIGHBORHOOD 2112 8,309.32 5,250.88 8,341.73 1,976.46 23,878.39 11001 2024 Election (Temp) 22,237.01 22,237.01 11605 East/Central GET 8,195.45 5,671.95 7,590.93 408.13 21,866.46 11608 East/Central POP 6,117.07 5,382.87 7,714.85 2,518.04 21,732.83 11281 MAJOR CRIMES OVERTIME 2136 17,313.64 1,275.80 1,697.82 260.29 20,547.55 11414 ICAC TASK FORCE 3,548.29 2,356.72 11,861.28 1,059.19 18,825.48 11581 C.P.T.E.D. 6,750.75 5,497.94 6,204.94 122.69 18,576.32 11656 POD/LPR 13,449.06 4,827.87 18,276.93 11051 Honor Guard 8,321.34 4,716.99 4,261.73 825.21 18,125.27 11046 Career Criminal Aprhnsn Tm 5,920.24 4,437.17 7,045.05 582.21 17,984.67 11369 POLICE BIKING PATROL 4,881.16 8,233.64 4,473.30 17,588.10 11602 Video Redaction 12,147.58 2,838.80 1,856.68 16,843.06 06131 Cannabis NP Rsdntl-Enfrcmnt 6,919.08 6,659.01 1,039.15 14,617.24 15563 INVESTIGATIONS 5,207.20 1,817.81 1,710.42 5,428.65 14,164.08 11045 Mounted Patrol 2,574.44 6,952.67 4,461.96 13,989.07 11413 MLK MARCH SECURITY 13,914.22 13,914.22 11182 DISPATCHER TRAINEE 2112 3,637.81 5,644.81 3,930.09 656.01 13,868.72 51100 COURT APPEARANCE TIME 2112 3,398.69 6,150.31 2,988.50 367.46 12,904.96 11008 Peer Support 6,202.62 965.57 5,097.84 202.79 12,468.82 11681 Racial Justice Act 10,408.64 1,579.20 11,987.84 11677 Impact Incident Mgmt Team 11,366.57 11,366.57 11658 Sideshow Enforcement 1,893.90 6,905.04 706.62 47.11 9,552.67 11345 SECOND SATURDAY EVENT 8,205.00 1,107.97 9,312.97 11262 CERT-TACT DISPATCH GROUP 2112 906.55 5,346.54 1,911.95 1,017.02 9,182.06 11336 PUBLIC RECORDS REQUEST 4,338.65 3,959.01 506.40 371.90 9,175.96 11540 PD-YouthSrvcs-Cadet 1,767.42 2,716.36 2,658.35 1,550.28 8,692.41 11673 OVP 287.99 8,106.00 8,393.99 11482 PDCS-RT-PATROL 2,534.09 906.34 4,438.57 7,879.00 11647 MICC Operation 1,633.77 1,263.04 4,304.26 245.37 7,446.44 11349 OCDETF INVESTIGATIONS 6,798.75 423.68 7,222.43 11505 Des Infection Control Ofc 3,602.97 1,833.49 1,281.02 6,717.48 11273 PRISONER WATCH-HOSPITAL 2112 373.09 461.93 5,048.72 574.80 6,458.54 11619 PDCS - NUSD - Backfill 1,533.79 3,308.88 1,614.66 6,457.33 11285 MAYOR/COUNCIL PERSONAL PROTECT 1,011.22 4,443.88 975.49 6,430.59 11209 MOU SHIFT-CHANGE OVERTIME 2112 3,310.68 332.16 2,710.29 6,353.13 11141 CLERICAL SUPPORT 2112 1,238.37 4,098.88 758.24 6,095.49 11667 Police Commission Projects 6,033.50 6,033.50 11623 Records Unit - Training 545.13 1,931.70 3,418.77 5,895.60 11020 MEETINGS/TRAINING 2158 1,705.38 1,148.04 1,199.33 1,669.81 5,722.56 11670 SB22_DNA_Bklg 4,906.12 811.16 5,717.28 11188 LATENT EXAM MANUAL 1,360.43 1,292.55 2,943.43 5,596.41 11631 Graffiti Enforcement 2,432.04 907.97 1,669.99 5,010.00 11477 PDCS-MAGNET-SPEC EVENTS 433.55 2,250.12 859.14 1,236.58 4,779.39 12010 ACADEMY OPER (INC INSTR) 2112 333.30 4,161.41 208.55 4,703.26 11088 OVERTIME-HOLDOVER 2112 653.06 2,116.00 1,436.98 297.24 4,503.28 11323 HIDTA 4,458.94 4,458.94
11014 OUTSIDE ASSIGNMENT 2158 1,073.31 1,819.39 1,405.54 103.58 4,401.82 11162 Missing Person Invs 1,701.13 2,107.23 3,808.36 11668 Military Equipment 1,145.36 2,110.20 505.47 3,761.03 11338 MAGNET OFFICERS 1,502.28 2,192.08 3,694.36 11339 DEA TASK FORCE 3,131.38 211.84 3,343.22 11190 Property Call-outs 272.28 3,047.86 3,320.14 11370 ON DUTY WORKOUT 465.29 392.70 2,156.16 146.65 3,160.80 15524 TRAINING 1,696.64 1,218.86 238.24 3,153.74 11330 SPOA TIME 1,901.08 1,138.14 3,039.22 11412 NEW YEAR'S GAME PLAN 2,870.98 126.74 2,997.72 11498 PDCS-NUSD-DOW-OT 279.75 40.96 2,392.22 221.78 2,934.71 11599 East - Directed Patrol 1,462.25 804.27 502.70 2,769.22 11136 Court Liaison 344.00 1,310.24 889.42 223.36 2,767.02 05103 Training (External) 2,513.48 2,513.48 11382 GVS GRANT 1,485.93 (0.01) 1,006.23 2,492.15 11350 SSD SUPPORT 582.45 1,092.09 436.85 2,111.39 11043 K-9 CARE 2112 1,013.95 407.87 659.07 2,080.89 11304 NON-CONTRACT SRO 2112 1,980.76 1,980.76 06042 POLICE DEPT SUPPORT 824.49 39.99 851.76 231.93 1,948.17 11021 Boat Patrol 415.45 990.43 380.23 1,786.11 11320 Sex Offender Investigation 1,734.20 1,734.20 11225 GANG SUPPRESSION/INVESTIG 2112 934.45 572.27 1,506.72 11207 COMMUNITY SERVICES 2112 834.35 585.41 1,419.76 11192 Non-MEU Equip Maint 996.07 276.20 1,272.27 11531 Operation Arden Mall 1,216.74 1,216.74 11386 TOW UNIT/RESRV OFFICER 597.91 606.10 1,204.01 11352 METRO OPERATIONS K-9 454.92 716.50 1,171.42 11674 IT Backgrounds 156.41 731.56 208.55 1,096.52 11079 RIPA 1,052.26 1,052.26
11024 IN-LIEU OF COURT OVERTIME 2158 275.64 752.95 1,028.59 11158 Old Sacto Events 1,005.39 1,005.39 11099 Narcotics Call Out 939.83 939.83 11181 DISP ACADEMY-TRAINEE 2112 62.43 321.57 151.13 352.19 887.32 11240 FORENSIC TRAINING 2136 140.23 478.11 264.43 882.77 15588 RT Coordination 858.03 - 858.03 15021 TRAFFIC OPERATIONS 3439 382.37 467.38 849.75 11151 DUI ENFORCEMENT 2112 759.73 759.73 05102 Training (City) 714.43 714.43 11535 South Core Enforcement 701.07 701.07 15556 BEAT ENFORCEMENT 327.61 302.34 629.95 11682 ATIMS_Errors 599.38 599.38
11331 DUI CHECK POINT 591.10 591.10 22147 MIDTOWN PBID 4915 585.58 585.58 11550 AF-Veh/Air 583.69 583.69
11156 VEHICLE PATROL 2112 219.18 219.48 111.68 550.34 02072 Emerg. Prep/Response (EMP) 511.78 511.78 11277 COMMUNITY ACADEMY 2112 482.79 482.79 11191 BUILDING MAINTENANCE 2112 300.62 175.91 476.53 19161 BACKFILL OT EAST LATE 2112 471.08 471.08 11011 TRAINING PRODUCTION 2158 455.96 455.96 U2021 Civil Unrest 2021 405.58 405.58 12005 EVOC TRAINING 2112 224.35 164.53 388.88 11374 JOINT TERRORISM T F 305.42 305.42 11542 On Call - Tact Dispatcher 280.57 280.57 02070 OCM - Court Fees 258.45 258.45 11418 GOVT AFFAIRS UNIT 252.18 252.18 19374 TRAINING 209.43 209.43
11547 HOJ Front Desk 104.27 104.27 208.54 11248 POLICE UNION BUSINESS 207.73 207.73 19220 QUAL SHOOT-STAFF 2112 156.01 156.01 14926 Personnel Items 117.59 117.59 11354 METRO OPERATIONS SWAT 101.39 101.39 11655 Police Alarms 96.00 96.00 11583 Community Ambassador Program 90.29 90.29 11543 JFN Program 45.35 45.35
11634 Hiring Pipeline 7.94 7.94 Grand Total 5,377,257.05 4,756,936.03 5,172,618.16 1,110,152.28 16,416,963.52 July 1, 2023 - May 3, 2024
Overtime Expenditures w/ ProgCd
Earnings Years (Rpt Dt) Quarters (Rpt Dt)
2023 2024 Grand Total
Program Program Descr July - Sept Oct - Dec Jan - Mar Apr - May 11186 COMPLAINT DESK-BACKFILL 2112 359,579.91 342,975.21 320,073.57 110,342.58 1,132,971.28 11135 COURT APPEARANCE TIME 2112 242,477.62 208,251.23 232,985.66 95,470.63 779,185.14 11614 Impact 171,288.77 186,587.68 267,427.18 113,200.98 738,504.61 11429 PDCS-RT OVERTIME 167,384.56 165,755.63 241,657.76 86,183.69 660,981.64 11139 ADMINISTRATION/SUPERVISN2112 243,191.19 159,438.15 154,685.91 56,148.03 613,463.28 11662 Dwntwn Core OT 161,610.40 136,754.70 185,348.34 75,028.59 558,742.03 11572 Report Writing - North 155,954.89 130,315.83 110,881.06 29,545.81 426,697.59 11196 RDT Academy Instructor 179,476.58 146,686.77 63,910.65 31,605.22 421,679.22 11548 Protests 22,918.44 201,524.79 160,718.54 16,746.39 401,908.15 11564 Backfill - North 142,677.07 163,236.82 48,236.97 31,488.05 385,638.91 11075 EVOC Instruction 165,411.59 132,659.26 63,485.15 23,808.48 385,364.47 11567 Backfill - South 147,639.83 137,419.25 48,291.74 27,303.40 360,654.22 11201 External Training Instructor 158,355.88 142,792.53 33,475.42 4,941.63 339,565.47 11575 Report Writing - South 112,054.21 89,720.29 77,635.04 22,428.66 301,838.21 11163 HOMICIDE INVESTIGATION 2112 93,491.71 95,274.14 89,058.66 21,196.40 299,020.90 11566 Backfill - East 105,545.59 88,577.76 48,332.11 18,971.52 261,426.98 11565 Backfill - Central 82,985.54 70,993.90 73,603.22 25,993.62 253,576.28 11030 FAMILY ABUSE 2158 93,909.59 88,742.32 43,978.56 9,108.10 235,738.56 11639 SB 1421 PRAs 95,407.20 58,170.16 52,636.23 18,217.24 224,430.83 11568 Vehicle Patrol - North 85,550.61 81,568.53 40,990.78 14,900.67 223,010.59 11217 POLICE RESEARCH STUDIES 2112 110,967.94 70,773.30 33,355.57 3,122.18 218,218.99 11101 JAIL BOOKING UNIT 2112 64,010.95 56,507.44 51,382.73 29,648.13 201,549.24 11569 Vehicle Patrol - Central 67,836.08 52,281.57 51,043.32 26,749.35 197,910.32 11598 Outreach & Engagement 60,105.20 70,079.69 31,671.13 27,908.71 189,764.74 11180 CHILD ABUSE/NEGLECT INVES 2112 50,831.69 42,673.37 49,724.61 19,434.10 162,663.77 11574 Report Writing - East 59,702.37 61,285.94 29,190.91 11,197.94 161,377.17 11046 CAREER CRIMINAL APPRE PROG2112 48,903.96 37,072.25 49,538.72 19,418.73 154,933.66 11231 GANG UNIT 2112 71,489.93 37,134.24 28,514.10 17,061.67 154,199.94 11019 RECORDS DIVISION BACKLOGS 2112 52,172.89 44,205.24 40,794.01 16,418.80 153,590.94 11155 Dwntwn Wagon 45,928.58 39,684.67 49,047.26 17,996.20 152,656.72 11086 HELICOPTER PROGRAM 2112 41,153.39 40,852.75 46,609.47 21,445.90 150,061.51 11175 RES BURGLARY INVESTIG 2112 59,131.80 37,794.95 22,886.40 30,229.15 150,042.30 11573 Report Writing - Central 49,081.35 37,727.94 37,922.00 11,614.48 136,345.77 11202 NON-ACADEMY TRNG-TRAINEE 2112 55,034.27 66,710.90 7,645.47 4,756.72 134,147.36 11203 BACKGROUND INVESTIGATION 2112 49,775.60 42,634.34 22,417.47 11,677.67 126,505.08 11571 Vehicle Patrol - South 48,967.83 44,727.05 18,393.82 10,668.53 122,757.23 11570 Vehicle Patrol - East 43,800.02 37,208.26 32,837.21 7,827.50 121,672.98 11150 TRAFFIC ENFORCEMENT 2112 64,687.55 11,844.20 26,450.37 14,240.54 117,222.67 11658 Sideshow Enforcement 89,373.62 19,154.33 7,993.93 116,521.88 11009 INTERNAL INVESTIGATIONS 2158 40,233.77 26,258.03 35,072.27 13,428.18 114,992.24 11541 PIO - Overtime 31,711.98 40,713.71 32,784.17 7,967.66 113,177.51 11228 SPECIAL INVESTIGATIONS 2112 27,055.94 26,267.38 34,384.12 10,225.47 97,932.91 11606 North POP 31,128.27 51,832.35 10,346.77 2,317.99 95,625.38 11323 HIDTA 19,248.79 52,115.84 17,457.12 6,242.24 95,064.00 11675 Impact Large Scale Clean Up 17,844.23 27,764.07 35,465.49 11,958.17 93,031.96 11147 SWAT CALL-OUTS 2112 42,072.12 26,737.09 14,671.67 7,371.94 90,852.81 11384 PDCS-NUSD-SpecEvOT 12,959.58 31,544.52 39,182.22 5,710.32 89,396.65 11646 Human Trafficking 36,431.43 33,387.36 13,229.47 3,903.09 86,951.34 11607 South POP 22,972.43 31,114.68 25,982.02 5,465.96 85,535.09 11602 Video Redaction 40,288.00 21,524.35 17,966.53 5,092.99 84,871.87 11648 UAS Unit 23,611.33 26,563.54 24,266.60 10,351.60 84,793.06 11677 Impact Incident Mgmt Team 299.25 24,287.08 40,912.28 14,789.69 80,288.29 11197 Recruit Academy Trainee 29,293.77 15,497.42 19,954.48 6,096.13 70,841.79 11667 Police Commission Projects 18,293.31 33,797.43 17,895.68 135.24 70,121.66 11605 East/Central GET 35,424.29 22,226.09 6,461.34 3,240.46 67,352.19 11611 South GET 21,521.46 28,002.45 13,300.88 4,331.79 67,156.59 11164 FELONY ASSAULT INVESTIG 2112 22,620.85 18,027.36 16,818.82 5,598.84 63,065.88 11195 Non-RDT Academy Instructor 22,178.52 24,513.11 7,443.30 8,500.76 62,635.70 11198 AOT/FTU Instructor Time 1,027.69 2,539.17 36,351.41 21,792.02 61,710.30 11179 SEX CRIME INVESTIGATION 2112 17,838.36 15,434.65 16,344.94 11,610.61 61,228.56 11153 MAJ COLLISION INV UNIT 2112 18,762.58 17,270.72 17,226.74 7,570.12 60,830.16 11241 K-9 UNIT EMPLOYEES 2112 19,652.33 17,828.28 14,543.54 8,053.22 60,077.37 11047 HOSTAGE NEGOTIATION 2112 19,067.25 20,131.32 16,595.13 4,206.26 59,999.96 11168 ROBBERY 1ST DEG INVESTIG 2112 20,629.96 13,983.87 13,849.70 8,650.23 57,113.76 11527 Evidence/Property Disposal 12,542.69 19,336.32 17,826.30 6,389.59 56,094.89 11111 SPC ASSIGNMT OFF DUTY OT 2112 13,324.23 20,834.18 14,145.15 7,646.72 55,950.28 11496 Dwntwn F/S Sfty 19,093.34 14,065.12 13,882.59 5,048.41 52,089.47 11206 WARRANT SERVICE 2112 15,846.06 16,265.27 16,289.26 3,683.05 52,083.64 11023 BOMB CALLS OR FUNCTIONS 2158 30,426.95 11,040.94 5,236.13 3,660.43 50,364.46 11376 PDCS-NUSD-SROs 15,908.93 23,417.33 5,843.50 5,043.16 50,212.92 11327 SAFE STREETS TASK FORCE 24,302.64 10,249.12 8,050.84 3,567.07 46,169.67 11028 RECORDS HOLIDAY O/T 2158 5,972.57 21,873.02 12,105.79 39,951.38 11427 REC OT STAFFING SHRTG 17,739.90 17,674.90 590.93 3,870.63 39,876.36 11349 OCDETF INVESTIGATIONS 34,117.38 1,425.84 35,543.22 11039 CRIME SCENE INVESTIGATION 2112 12,307.50 10,142.64 8,175.72 2,286.13 32,911.98 11601 Supplemental Empl Admin 5,831.66 15,584.13 7,067.57 2,898.91 31,382.28 11678 GAU BWC 1,532.43 6,626.83 14,282.54 7,660.87 30,102.67 11610 North GET 10,416.97 14,486.29 4,522.00 633.72 30,058.98 11403 BIKE UNIT EXPENSE 8,920.51 8,719.65 7,747.05 3,417.35 28,804.56 11077 Range Qual Staff 17,709.07 9,222.92 26,931.99
11212 POLICE DISPATCH 2112 6,288.43 7,425.35 9,222.38 2,669.77 25,605.92 11608 East/Central POP 8,467.06 5,299.02 9,549.74 1,682.57 24,998.39 11178 AUTO THEFT INVESTIG 2112 7,590.38 4,964.74 7,180.11 4,328.44 24,063.67 11578 Real Time Crime Center 10,263.24 5,273.93 7,903.95 152.77 23,593.88 11336 PUBLIC RECORDS REQUEST 7,706.60 7,410.05 8,444.75 23,561.40 11266 PROJECT SAFE NEIGHBORHOOD 2112 4,083.43 3,218.70 8,249.49 4,379.36 19,930.98 06131 Cannabis NP Rsdntl-Enfrcmnt 9,529.02 3,233.33 3,312.12 3,398.26 19,472.74 11061 SWAT REGULAR OVERTIME 2112 4,677.39 8,192.96 4,720.56 1,533.52 19,124.43 11285 MAYOR/COUNCIL PERSONAL PROTECT 345.52 18,775.28 19,120.80 11008 PEER SUPPORT COUNSELING 2119 5,748.44 2,317.68 3,558.54 4,927.31 16,551.98 11204 POLICE RECRUITING 2112 4,155.81 5,203.24 5,222.26 1,692.96 16,274.27 11051 HONOR GUARD 2112 3,414.41 5,392.86 4,496.38 2,966.15 16,269.80 11281 MAJOR CRIMES OVERTIME 2136 5,820.77 4,648.73 3,696.41 2,036.46 16,202.37 11033 SUPRVSR SHIFT COVERAGE 2158 6,754.92 1,886.49 5,832.28 1,329.62 15,803.31 11014 OUTSIDE ASSIGNMENT 2158 6,575.93 5,069.33 1,347.78 2,806.63 15,799.67 11474 PDCS-MAGNET-PROGRAMS 3,908.22 6,886.71 4,916.35 15,711.28 11619 PDCS - NUSD - Backfill 4,616.17 4,518.37 4,466.44 1,664.35 15,265.33 11045 MOUNTED PATROL 2112 2,547.14 7,751.12 1,808.70 2,960.49 15,067.45 11279 POLICS SCTY-CITY HALL 2112 3,483.10 2,502.65 8,394.89 652.33 15,032.97 15563 INVESTIGATIONS 7,767.79 1,544.46 3,220.65 2,179.13 14,712.04 11500 Comms Academy & Training 3,698.95 9,091.39 12,790.34 11540 PD-YouthSrvcs-Cadet 5,528.47 2,077.58 2,498.68 1,631.51 11,736.23 11505 Des Infection Control Ofc 7,702.09 3,108.99 638.20 26.25 11,475.53 11631 Graffiti Enforcement 4,484.92 3,130.93 2,291.72 1,309.56 11,217.13 11273 PRISONER WATCH-HOSPITAL 2112 1,099.18 2,922.32 2,112.43 4,866.37 11,000.30 11673 OVP 1,967.87 1,766.51 6,221.08 9,955.46
11599 East - Directed Patrol 684.00 988.63 7,196.90 32.62 8,902.15 11681 Racial Justice Act 2,558.41 6,045.62 8,604.03
11499 Backgrounds - CAO 5,710.71 2,759.29 8,470.00
11414 ICAC TASK FORCE 3,209.10 4,150.21 967.53 8,326.84 11348 PIO CALL OUT 1,842.70 3,729.28 1,785.36 697.69 8,055.03 11668 Military Equipment 5,436.43 1,915.65 617.93 7,970.01 11477 PDCS-MAGNET-SPEC EVENTS 2,131.23 3,265.93 2,225.97 7,623.13 11374 JOINT TERRORISM T F 172.76 6,910.35 7,083.11
12010 ACADEMY OPER (INC INSTR) 2112 3,967.89 1,720.22 483.36 483.36 6,654.83 11088 OVERTIME-HOLDOVER 2112 1,638.87 3,802.40 683.11 243.99 6,368.37 DVE23 Domestic Violent Extremism '23 445.17 5,362.63 341.23 6,149.03 11655 Police Alarms 4,547.30 1,187.11 411.12 6,145.52
11188 LATENT EXAM MANUAL 1,996.34 1,030.37 2,321.95 606.71 5,955.38 11021 BOAT PATROL 2158 3,341.07 2,512.79 5,853.86
11354 METRO OPERATIONS SWAT 2,306.78 2,290.36 748.61 407.38 5,753.13 11010 CRIME ANALYSIS 2158 1,950.44 2,903.98 879.90 5,734.32 11647 MICC Operation 2,100.86 2,987.44 449.40 5,537.71
11653 Fiscal 5,009.02 499.48 5,508.50
11623 Records Unit - Training 2,309.69 2,439.00 375.19 292.55 5,416.45 11141 CLERICAL SUPPORT 2112 3,908.63 709.94 252.92 338.10 5,209.60 11330 SPOA TIME 1,657.87 1,968.62 1,258.97 4,885.46
11333 DMORT 1,702.65 2,036.08 1,018.04 4,756.77
11162 MISSING PERSON INVESTIG 2112 2,280.00 1,596.00 604.20 241.68 4,721.89 11504 Mutual Aid 4,617.36 4,617.36
11338 MAGNET OFFICERS 1,176.29 1,357.26 287.74 1,773.89 4,595.18 11320 Sex Offender Investigation 1,278.15 1,179.83 1,667.50 416.87 4,542.36 11020 MEETINGS/TRAINING 2158 1,167.37 1,346.06 1,210.40 691.49 4,415.31 11482 PDCS-RT-PATROL 1,899.90 712.92 1,648.58 4,261.40
11043 K-9 CARE 2112 3,187.36 689.82 292.48 4,169.67
11498 PDCS-NUSD-DOW-OT 2,647.05 418.84 765.72 288.58 4,120.19 (blank) (blank) 984.39 1,749.51 170.11 1,119.43 4,023.44 11207 COMMUNITY SERVICES 2112 404.67 906.38 2,394.04 3,705.10 11670 SB22_DNA_Bklg 386.30 1,298.71 828.71 974.95 3,488.66 51100 COURT APPEARANCE TIME 2112 849.09 1,683.03 472.68 273.33 3,278.13 11098 NATOMAS RESOURCE OFFICER 2112 2,171.61 1,076.35 3,247.96 11200 AOT/FTU Trainee 317.46 1,790.54 983.89 3,091.88
11011 TRAINING PRODUCTION 2158 2,404.95 649.52 3,054.46 11191 BUILDING MAINTENANCE 2112 165.87 1,809.10 894.76 156.79 3,026.52 11547 HOJ Front Desk 2,843.52 165.50 3,009.02
11651 Property Audits 2,655.75 351.38 3,007.13
11428 KOPS N KIDS 349.64 2,001.31 2,350.95
11209 MOU SHIFT-CHANGE OVERTIME 2112 570.00 541.79 520.30 607.17 2,239.26 11350 SSD SUPPORT 396.26 1,113.50 682.56 2,192.33
11262 CERT-TACT DISPATCH GROUP 2112 279.56 1,157.02 609.92 68.75 2,115.25 11643 Innovations Grant Program 499.06 1,587.01 2,086.07 15524 TRAINING 1,225.77 287.00 516.83 2,029.60
11413 MLK MARCH SECURITY 1,947.19 1,947.19
11190 Property Call-outs 337.69 414.62 1,117.27 1,869.58 11635 Mental Health Team 1,826.92 1,826.92
11370 ON DUTY WORKOUT 267.54 1,106.38 353.25 1,727.16
11248 POLICE UNION BUSINESS 1,130.58 314.58 262.15 1,707.32 11335 COMMUNITY MEETINGS 250.70 1,378.16 1,628.87
U2021 Civil Unrest 2021 396.26 607.83 389.98 1,394.07
19895 CITY HALL 1311 873.89 407.38 1,281.28
11192 ARMORY/SAFETY EQUIP MAINT 2112 212.14 530.35 531.15 1,273.65 11052 RESERVE OFC SPECIAL PROJ 983.84 262.36 1,246.20
11181 DISP ACADEMY-TRAINEE 2112 1,140.93 37.69 1,178.62 U2020 Civil Unrest 2020 1,160.55 1,160.55
21960 Community Outreach 1,096.43 1,096.43
13066 PSAB 1,087.22 1,087.22
19374 TRAINING 1,031.43 1,031.43
19161 BACKFILL OT EAST LATE 2112 990.58 990.58
22108 TRAINING 673.78 673.78
11225 GANG SUPPRESSION/INVESTIG 2112 670.70 670.70
11331 DUI CHECK POINT 662.12 662.12
19046 FAMILY ABUSE 2158 662.00 662.00
11621 Backfill - Cannabis 661.53 661.53
11424 PDCS-RT-ANTI TERROR 633.72 633.72
11458 PHOTOGRAPHS 633.39 633.39
11588 USMS Regional Fugitive TF 595.91 595.91
05102 Training (City) 574.04 574.04
19138 RIFLE RANGE 573.99 573.99
11158 OLD SACRAMENTO EVENTS 2112 539.47 539.47
06042 POLICE DEPT SUPPORT 253.92 72.55 153.80 480.27
11591 SAVE Grant 471.08 471.08
11550 AF-Veh/Air 327.39 140.31 467.70
11492 PDCS-MAGNET-OVERTIME 282.65 156.33 438.97
15005 TRAINING/SEMINARS 3431 421.87 421.87
11382 GVS GRANT 407.38 407.38
11627 Illegal Fireworks 384.32 384.32
11357 AMGEN 371.67 371.67
14792 Public Records Act Requests 367.78 367.78
11665 PD Personnel Services 141.95 215.27 357.22
21500 CS:OUTREACH 329.10 329.10
11079 RIPA 289.63 289.63
14794 Administrative Work 284.60 284.60
11240 FORENSIC TRAINING 2136 284.44 284.44
11024 IN-LIEU OF COURT OVERTIME 2158 281.78 281.78
11596 Backgrounds-Park Rangers 250.66 250.66
11674 IT Backgrounds 200.53 200.53
20019 ADMINISTRATIVE SUPPORT 132.47 132.47
11558 Back to the Beat 96.08 96.08
11269 CSO OT TRAFFIC CONTROL 2112 43.73 43.73
11017 2ND SHIFT OVERTIME 2158 31.11 31.11
11397 PDCS-MERCY 14.65 14.65
11589 Golden 1 Center - OT 0.00 0.00
11136 COURT LIAISON 2112 0.00 0.00
Grand Total 5,128,157.54 4,727,201.83 3,924,516.64 1,482,265.17 15,262,141.19 1 Supplemental Budget Information – Item 12

Question: Police Department vacancy savings compared to overtime usage for FY2021/22, FY2022/23 and FY2023/24.

Response: See attachment
Sacramento Police Departmant
Vacancy Savings
Account Number Account Description Budget Actuals Variance Budget Actuals Variance Budget Actuals Variance 411010 Regular Hours 114,674,408 86,558,340 28,116,068 120,247,210 87,940,669 32,306,541 119,521,429 87,958,640 31,562,789 412050 Night Shift 1,148,958 4,018,147 (2,869,189) 1,148,958 3,940,962 (2,792,004) 1,148,958 8,658,569 (7,509,611) 412070 Out of Class 265,984 2,964,696 (2,698,712) 265,984 2,953,397 (2,687,413) 265,984 4,271,252 (4,005,268) 413010 Vacation - 5,657,040 (5,657,040) - 5,572,945 (5,572,945) - 6,019,349 (6,019,349) 413020 Sick Leave - 4,068,420 (4,068,420) - 3,556,584 (3,556,584) - 3,381,577 (3,381,577) 413030 Holiday - 568,391 (568,391) - 555,053 (555,053) - 584,873 (584,873) 413040 CTO Used - 2,489,764 (2,489,764) - 2,590,975 (2,590,975) - 3,003,637 (3,003,637) 413050 Jury Duty - 4,632 (4,632) - 7,973 (7,973) - 9,873 (9,873) 413060 Military Leave - 148,687 (148,687) - 154,621 (154,621) - 120,230 (120,230) 413070 Holiday Credit Used 1,166,823 577,122 589,701 1,166,823 541,240 625,583 1,166,823 593,897 572,926 413080 Injury on Duty - 1,652,294 (1,652,294) - 1,660,797 (1,660,797) - 1,559,661 (1,559,661) 413090 In Lieu Vacation 115,889 100,130 15,759 115,889 157,272 (41,383) 115,889 161,074 (45,185) 413120 Sick Leave Annual 9,341 97,911 (88,570) 9,341 76,842 (67,501) 9,341 152,352 (143,011) 413130 Longevity 37,200 35,736 1,464 37,200 2,998 34,202 37,200 26,900 10,300 413150 Insurance Contribution 14,451,263 12,795,469 1,655,794 15,444,455 13,177,095 2,267,360 15,454,727 13,686,330 1,768,397 413160 Management Leave Time - 539,643 (539,643) - 1,369,614 (1,369,614) - 919,366 (919,366) 413170 PERS Retirement 18,182,964 17,534,381 648,583 18,535,224 17,061,062 1,474,162 20,634,713 20,027,976 606,737 413172 PERS Unfunded Liability 29,271,385 29,271,385 - 33,611,555 33,611,555 - 31,625,759 31,625,759 - 413180 Amortize PERS Unfunded Liability - 13,831 (13,831) - 13,831 (13,831) - 13,831 (13,831) 413190 Deferred Compensation No 1 457,169 465,708 (8,539) 490,203 474,855 15,348 522,488 502,769 19,719 413200 Management Leave Payoff 17,848 - 17,848 17,848 - 17,848 17,848 - 17,848 413210 Bus Passes 3,190 - 3,190 3,190 - 3,190 3,190 720 2,470 413220 Transportation Allowance - 131 (131) - 430 (430) - - - 413240 Employee Allowance - 67,710 (67,710) - 64,520 (64,520) - 61,263 (61,263) 413250 Safety Equipment Allowance 215,000 - 215,000 215,000 130 214,870 215,000 152 214,848 413260 Educational Assistance - 24,747 (24,747) - 22,258 (22,258) - 21,193 (21,193) 413270 Moving Expense - - - - - - - - - 413280 Automobile Allownace 4,000 19,923 (15,923) 4,000 23,865 (19,865) 4,000 22,075 (18,075) 413300 Clothing & Uniforms 675,492 192,039 483,453 675,492 202,906 472,586 675,492 175,317 500,175 415010 FICA - OASDI 1,508,489 1,343,419 165,070 1,603,195 1,515,794 87,401 1,644,739 1,496,278 148,461 415015 FICA - Medicare 1,662,779 1,691,673 (28,894) 1,743,585 1,764,180 (20,595) 1,733,012 1,839,408 (106,396) 415020 State Unemployment Insurance 235,282 235,282 0 240,240 241,641 (1,401) 237,544 237,544 0 415030 Worker's Compensation 4,676,511 4,676,511 (0) 4,679,117 4,679,117 (0) 4,699,469 4,699,469 (0) 419010 Cost Services Reimb - Emp Svces - Credit - (245,562) 245,562 - (256,811) 256,811 - (260,168) 260,168 419020 Cost Services Reimb - Emp Svces - Chrg - 18,412 (18,412) - - - - - - 810010 Centrailized Labor Reduction - - - - - - - - - 810020 Centrailized Labor Increase 2,250,663 - 2,250,663 1,674,965 - 1,674,965 2,209,250 - 2,209,250 810040 Base Labor Reduction (89,080) - (89,080) - - - - - - 810050 Base Labor Increase 4,287,118 - 4,287,118 661,030 - 661,030 11,660,592 - 11,660,592 810060 Department Labor Reduction - - - - - - - - - 810070 Annual Adjustments - Review - - - - - - - - - 810090 Dept. FTE Changes - - - (34,161) - (34,161) (34,161) - (34,161) Subtotal 195,228,676 177,586,012 17,642,664 202,556,343 183,678,370 18,877,973 213,569,286 191,571,163 21,998,123 412010 Overtime 5,938,885 17,772,687 (11,833,802) 5,588,670 21,439,578 (15,850,908) 6,245,318 20,677,438 (14,432,120) 412030 FLSA Overtime - - - - - - - - - 412040 Doubletime - - - - - - - 613 (613) 412060 On Call 184,660 941,784 (757,124) 184,660 1,010,355 (825,695) 184,660 1,179,165 (994,505) 413095 ATO Cash Out 8,500 144,002 (135,502) 8,500 147,637 (139,137) 8,500 126,624 (118,124) 413097 PCL Payout - 391,753 (391,753) - 374,615 (374,615) - 41,778 (41,778) 413100 Vacation Payout - 1,144,090 (1,144,090) - 784,560 (784,560) - 1,150,736 (1,150,736) 413110 Sick Leave Payout - 522,000 (522,000) - 374,666 (374,666) - 770,817 (770,817) Total 201,360,721 198,502,328 2,858,393 208,338,173 207,809,781 528,392 220,007,764 215,518,335 4,489,429 NOTE:

All contractually related payments
Vacancies fluctuate throughout the year due to retirements, academy graduations, resignations, and other types of separations.

Vacancy savings are primarily used to pay for backfill overtime to provide a minimum level of service to our community, as well as to cover various types of employee payouts resulting from labor contracts, retirements, resignations, and separations as well as unexpected price increases (e.g., fuel). If there is excess budget at the end of the fiscal year, the surplus is returned to the General Fund/Measure U fund balance – the Department does not keep it.

FY24FY23FY22
The difference between the Employee Services budget published in the budget book versus these amounts is budget adjustments made after the data was taken for the budget books. For example, in FY22 there were adjustments for the various labor contracts after the numbers were pulled for the budget book document. The amounts above also do not include the Supplemental Employment account code.

At the beginning of FY2023/24, approximately 9% of sworn and 22% of professional staff authorized positions within the Police Department were vacant. Most professional staff vacancies are in the Communications Center, Records Division, and the Community Service Officer (CSO) classification. It should be noted that the CSO classification is part of SPD’s hiring pipeline and is subject to high turnover as individuals promote into police officer or other SPD/City positions. 1 Supplemental Budget Information – Item 13

Question: Additional information on the number of General Fund Vacancies.

Response: There are a total of 625.41 Full-Time Equivalent (FTE) General Fund (GF) vacant positions as of May 13, 2025. Departments provided additional information regarding the vacant positions. Vacant positions could fall under one of the following categories.
• Reimbursable – Position is fully or partially funded by grants, projects, or another fund. Ex: Funded by an Enterprise fund or other non-GF fund, multi-year operational project or capital project.
• Revenue Generating – Position is fully or partially cost neutral because they generate revenues through fees. Ex: parking enforcement, building inspectors, etc.
• Funding a non-budgeted position (NBP)
• Seasonal – Positions for youth programs, school program, aquatics, or any other seasonal hires. Most of these positions would be temp positions. • Active Recruitment: Department is already in the process of interviewing/recruiting and/or positions will be filled in the near future.

Budget staff are continuing to work with the City Attorney’s Office and City Clerk’s Office (for both City Clerk’s Office and Mayor’s Office FTEs) to provide additional information.

Updates will be provided when received.

The chart below is based on department feedback.

Table 1 lists the remaining 217.70 FTE vacant positions by job description. As a reminder, the Proposed Budget includes a vacancy saving factor and departments often use funds from vacant positions to pay for overtime and maintain service levels, especially when critical roles go unfilled. Proposals to sweep more vacancy savings have real service impacts, which are outlined in the document listing budget reduction strategies that were considered but not used.

Vacant GF Positions as of 5/13/2025
FTEs
T
otal vacant positions 625.41
Less vacancies that
- Fund an NBP 110.50
- Are reimbursable 116.01
- Are revenue generating 86.64
- Are seasonal 67.30
- Are in an active recruitment 27.26
Remaining Vacancies 217.70
2 Position Name Position Type N o. of Position Total FTE Account Clerk II Regular 2 2.00
Administrative Analyst Regular 4 4.00
Administrative Assistant Regular 1 1.00
Administrative Officer Regular 1 1.00
Administrative Technician Regular 1 1.00
Animal Care Technician Regular 3 3.00
Animal Control Officer II Regular 2 2.00
Applications Developer Regular 1 1.00
Arts Program Assistant Regular 1 1.00
Associate Planner Regular 1 1.00
City Historian Regular 1 1.00
Community Service Officer III Regular 9 9.00
Custodian II Regular 1 1.00
Deputy City Clerk Regular 3 3.00
Dispatcher I Regular 1 1.00
Dispatcher II Regular 11 11.00
Dispatcher III Regular 2 2.00
Economic Development Manager Regular 1 1.00
Executive Assistant (MC) Regular 5 5.00
Firefighter Regular 47 47.00
Forensic Investigator I Regular 1 1.00
Investigator Regular 1 1.00
IT Support Specialist I Regular 2 2.00
IT Support Specialist II Regular 2 2.00
Legal Staff Assistant (Ex) Regular 1 1.00
Media & Communications Officer Regular 1 1.00
Neighborhood Rsrcs Coord I Regular 2 2.00
Neighborhood Rsrcs Coord II Regular 2 2.00
OPSA Investigator Regular 1 1.00
Paralegal (Ex) Regular 1 1.00
Park Safety Ranger Regular 1 1.00
Park Safety Ranger Assistant Regular 1 1.00
Police Clerk II Regular 7 7.00
Police Officer Regular 30 30.00
Police Records Specialist I Regular 2 2.00
Police Records Specialist II Regular 10 10.00
Police Records Specialist III Regular 2 2.00
Police Records Supervisor Regular 2 2.00
Police Sergeant Regular 3 3.00
Program Coordinator Regular 1 0.90
Program Leader Regular 1 0.80
Program Manager Regular 4 4.00
Program Specialist Regular 3 3.00
Public Safety Admin. Manager Regular 1 1.00
Registered Veterinary Tech Regular 1 1.00
Table 1: Number of General Fund (GF) True Vacancies
3 Position Name Position Type No. of Position Total FTE Senior Advisor to the Mayor Regular 2 2.00
Senior Debt Analyst Regular 1 1.00
Senior Deputy City Attorney Regular 5 5.00
Senior Development Project Mgr Regular 1 1.00
Senior Systems Engineer Regular 1 1.00
Special Projects Manager Regular 1 1.00
Staff Assistant-Mayor Council Regular 1 1.00
Student Trainee Temporary 42 21.00
Supervising Legal Secretary Regular 1 1.00
Systems Engineer Regular 1 1.00
Treasury Analyst Regular 1 1.00
Treasury Assistant Regular 1 1.00
Total GF Vacant Positions 239 217.70
1 Supplemental Budget Information – Item 14

Question: Provide information on the City’s reserve funds.

Response: The current status of the City’s Economic Uncertainty Reserve (EUR) is described on page 362 of the FY2025/26 Proposed Budget. Additionally, the Council- adopted EUR Policy is described on pages 469-471 of the FY2025/26 Proposed Budget.

Economic Uncertainty Reserve (EUR)
The EUR was established in FY1983/84 and on April 26, 2016, the Council revised the EUR Policy (included in the Financial Policies section) which established:
• A minimum reserve level of 10% of budgeted General Fund revenues; and • A goal of achieving and maintaining the value of two months of regular ongoing General Fund expenditures in the reserve.

On June 12, 2019, the EUR Policy was amended to include Measure U resources in determining the annual set aside amount necessary to maintain a minimum General Fund reserve level of 10%. Further, the policy includes a goal of achieving and maintaining the value of two months of regular ongoing General Fund expenditures in the reserve.

Due to the funding gap in FY2024/25, the FY2024/25 EUR transfer to the reserve at year-end was one of the reduction strategies. In addition, the City Council suspended approximately $3.3 million of the FY2023/24 EUR contribution to restore/fund various programs, provide scholarships and fee waivers to communities negatively impacted by fee increases, and decrease a parking violation fee. In lieu of contributing to the EUR in FY2025/26, approximately $4.2 million will be placed in a Federal Funding reserve to partially help the City if the federal government withholds or rescinds federal revenues.

Due to the various uses, the EUR balance is estimated to be $76.4 million on July 1, 2025, which is approximately 9.1% of budgeted FY2025/26 General Fund revenues and below the target by $7,745,121.

2 General/Measure U (G/MU) Fund Economic Uncertainty
Reserve (EUR) Policy

Scope: CITYWIDE

Administrative Entity
Department of Finance
(916) 808-5845
[email protected]

Table of Contents

1. Purpose

2. Background

3. Policy

3.1 Minimum and Target Reserve Levels

3.2 Methods to Achieve Funding Levels

3.3 Criteria for Expenditure of Reserve Funds

3.4 Timeline for Replenishment of the EUR

Related Regulatory References
April 26, 2016 Council Motion 2016-0122
June 11, 2019 Resolution 2019-0248

Effective Date: July 1, 2019

3 General/Measure U (G/MU) Fund Economic Uncertainty
Reserve (EUR) Policy

1. PURPOSE

To establish the targeted level of G/MU Fund operating reserves, a basic component of a financially strong city. Adequate reserves help sustain City operations when adverse or unexpected circumstances affect the City, providing resources to minimize servic e disruption in the event of temporary revenue shortfalls or unpredicted one- time expenditures. This policy establishes the amounts the City will strive to maintain in its Economic Uncertainty Reserve (EUR) and the conditions under which the reserve may be used.

2. BACKGROUND

Financial reserves strengthen the City’s financial status and provide valuable resources for unexpected events. Every fund of the City represents a stand-alone financial set of accounts and has its own operating characteristics, financial capabilities, and constraints. The level of reserves needed should be based on the financial and operating characteristics of each fund. In June 2011, the City Council adopted a goal of establishing a General Fund EUR equivalent to 10% of annual General Fund revenues.

According to the Government Finance Officers Association (GFOA), it is essential that governments maintain adequate levels of fund balance to mitigate current and future risks (e.g., revenue shortfalls and unanticipated expenditures) in order to protect taxpayers and employees from unexpected changes in financial conditions.

GFOA recommends, at a minimum, that general-purpose governments, regardless of size, maintain an unrestricted budgetary fund balance in their General Fund of no less than two months of regular general fund operating revenues or regular general fund operating expenditures (http://www.gfoa.org/appropriate- level- unrestricted-fund-balance-general-fund).

This policy establishes 10% of annual G/MU Fund budgeted revenues as the minimum level of funding in the City’s EUR and establishes two months of operating expenditures as a target reserve level. The policy also outlines the methods the City will utilize t o achieve the target reserve level, defines the conditions under which these funds can be used and describes how the City’s expenditure and/or revenue levels will be adjusted to match any new economic realities that are causing the use of fund balance reserves as a financing bridge.

4 3. POLICY

3.1 Minimum and Target Reserve Levels

The City will maintain an EUR at a minimum of 10% of budgeted G/MU Fund revenues. The City will seek to achieve and maintain a G/MU Fund EUR equal to two months of regular ongoing G/MU Fund expenditures, including transfers (i.e., 17% of G/MU Fund expenditures).

The EUR shall be reported as a commitment of fund balance in the G/MU Fund for external financial reporting. Appropriations from the EUR may only be made by a vote of the City Council to meet a critical, unpredictable financial need.

3.2 Methods to Achieve Funding Levels

The annual budget will include a minimum fund balance of 0.50% of total budgeted expenditures. If these resources are not required during the fiscal year this amount shall be transferred to the EUR. Additionally, unbudgeted one -time G/MU Fund revenues received in a fiscal year, which are not required to balance the budget as part of the midyear review or fiscal year -end close, shall be added to the EUR until the target reserve level is met.

During the budget process, staff shall review the current and five -year projected reserves to ensure that they are appropriate given the economic and financial risk factors the City faces.

3.3 Criteria for Expenditure of Reserve Funds
The EUR is intended to contend with significant short -term issues, inclusive of unexpected revenue shortfalls, higher than anticipated expenditures, or declared emergencies.

It is the intent of the Council to limit use of the EUR to address unanticipated, non- recurring needs. Reserves shall not normally be applied to recurring annual operating expenditures. The EUR may, however, be used strategically to allow time for the City to restructure its operations in a deliberate manner (as might be required in an economic downturn), but such use will only take place in the context of a Council-adopted long-term plan.

3.3 Timeline for Replenishment of the EUR

If the EUR is drawn down below the minimum level, a plan will be developed and implemented to replenish the reserve, generally from future surpluses.

Replenishing the EUR will be a priority use of one -time resources. Generally, the City should seek to replenish the EUR to the minimum reserve level within one to three years.
5 Response: Information on the Development Stabilization Contingency Reserve (DSCR) is described on page 449 of the FY2025/26 Proposed Budget. The current balance of this reserve (Fund 2016) is $21.4 million.

Development Stabilization Contingency Reserve (DSCR) and Development Services Fund Management Policy

Scope: CITYWIDE

Administrative Entity
Department of Finance
(916) 808-5845
[email protected]

Table of Contents
Purpose
Background
Policy
Management of Activities in Fund 2016

Related Regulatory References
May 12, 2015 Resolution 2015-0123

6 DSCR and Development Services Fund Management Policy

1. PURPOSE

The purpose of the DSCR and the Development Services Fund (Fund 2016) is to ensure the prudent management of development funds for the public and the City of Sacramento. The DSCR will be used to bridge gaps between budgeted and actual development revenues in the Community Development Department (CDD) during periods of significant revenue decline.

2. BACKGROUND

The Development Services Fund was established on February 23, 1999 (Reso 99- 077), to account for major plan review and building permit projects, cyclical surplus plan review and building permit revenues, and environmental impact review projects. In 1999 the City Council authorized the transfer of General Fund budget surpluses, during periods of high building activity, in the Development Services Department to be transferred to the Development Services Fund. The intent was that the Development Services Fund would be drawn down in years of lower building activity. Over time, these resources were used to fund ongoing workload, without an ongoing revenue stream. When the Fund could no longer support ongoing budgeted expenditures, the authority to carryover surpluses was removed from the annual budget resolution.

A sustainable funding plan for CDD building and planning operations is necessary for the department to be responsive to the economic climate. Establishing a DSCR Policy for Fund 2016 and Management Guidelines will provide the department resources during a downturn in development activity and time to react to those changes.

3. POLICY

The DSCR shall be established as set forth below and any changes to the policy will be presented to and approved by the City Council.

(a) The DSCR goal is one year’s worth of building, building plan check, and current planning revenues.

(b) The DSCR will be initially funded with the available fund balance upon completion of the FY2014/15 audited financial statements for Fund 2016.

(c) Beginning with FY2014/15 actual year-end revenues in excess of budget from CDD’s Building Inspection, Building Plan Check, Customer Service/Permit Counter, and Planning Operations, provided that the net year -end results (revenue and expenditure budget variance) of CDD are positive, will be transferred to the DSCR.
7 (d) The DSCR will only be used to bridge gaps between projected and actual development-related revenues in CDD during periods of significant revenue shortfalls.

4. MANAGEMENT OF ACTIVITIES IN FUND 2016

The fund shall be used for the management of development activities, when those activities are intended to be fully offset by revenues as described below and summarized in Attachment 1.

(a) Environmental impact review or planning review in fully reimbursable projects (P2100xxxx)

i. Revenues and expenditures must balance upon closure

ii. Shortfalls in completed projects where recovery efforts are unsuccessful will be covered by a transfer from the DSCR so that the project may be closed with balanced revenues and expenditures

(b) Major development projects (I21xxxxxx) when building valuation is in excess of $50 million, to be adjusted annually according to the Consumer Price Index (e.g., high rise buildings, arenas, theaters in fully reimbursable projects)

i. Revenues and expenditures must balance upon closure

ii. Funds remaining in a completed project will be transferred first to the DSRC until the Reserve level is attained, then to the department’s General Fund operating budget

iii. Shortfalls in completed projects will be covered by a transfer from the DSCR so that the project may be closed with balanced revenues and expenditures

(c) Citywide Development Activities (funding provided by a % fee on all permits/plan reviews)

i. Technology for building or planning permitting systems: (e.g., Accela, CitizenServe, or eCAPS) to be managed in the separate capital projects (A21xxxxxx)

ii. General Plan and Community Plan updates: To be managed in a multi-year projects (I22xxxxxx) with separate child projects for the various plans/updates

8 Response: Information on the Rental Housing Inspection Program can be found on Resolution No 2008-135, 2009-411, and 2013-0171. In addition, the program is added to the annual Budget Resolution 2024-0193 section 17.2 (G). The current balance of this reserve program (Fund 1001) is $819,000.

9 10

11 12

13 14

15 R2024-0193 Section 17.2

1 Supplemental Budget Information – Item 15

Question: Eligibility and Tourism Impact of New Year’s Eve Celebration with Fireworks.

Response:

Measure N Eligibility: The New Year’s Eve Celebration is an annual iconic event that attracts visitors who patronize restaurants, retail establishments, entertainment venues, and museums within the Old Sacramento National Historic Landmark District - the City's #1 tourist destination. The City Attorney’s Office opined that economic development under Measure N would “encompass any planned undertaking that seeks to expand the capacity of persons and businesses to engage in activities that foster economic growth – and that create local jobs.” CAO noted “if the city were to formally assert its intention on fostering and supporting the growth and vitality of music festivals in the city – i.e. execute a specific plan of action to create an environment conducive to recurring music festivals (and the like) that result in sustainable or recurring local jobs – it would in, our opinion, be engaging in an economic development project eligible for TOT funds. This could take various forms – subsidies to Visit Sacramento support such a project, grants to festival producers and so forth.” The City Attorney’s Office opinion relating to music festivals, the intention behind the return of the fireworks was to support the businesses within the Old Sacramento National Historic Landmark district and to create local jobs – an economic development aim. This iconic event is like those funded through Visit Sacramento, which were deemed eligible for TOT funding as an economic development activity. Additionally, it is similar to the historic district interpretation basis that this is an event/activity operated in a historic venue.

Tourism Impact: The City of Sacramento has historically provided funding to produce a New Year’s Eve celebration culminating in Fireworks in the Old Sacramento National Historic Landmark District. In 2025, after a five-year hiatus, CCS brought back this New Year’s Eve tradition in a new format that drew 32,910 visitors to the district that day, representing a 62% increase over the 20,310 visits on New Year's Eve 2023 (without firework programming). The programming attracted guests from every zip code within the City of Sacramento, with 40% of guests originating from outside of Sacramento County. Sales were up significantly in the district for retailers and restaurants, with % increases ranging from 19% to 320%. One hotel reported their occupancy was only 40% in 2023 but was sold out for 2024 because of the fireworks. Finally, the city's parking revenues jumped by nearly $13,000 compared with 2023 (a 66% increase) and now surpasses parking revenue from 2019 (the last time the fireworks were held). 1 Supplemental Budget Information – Item 16

Question: Update to SBI13 to include the total compensation of General Fund Vacancies and to correct the number of seasonal/temp positions.

Response: There are a total of 625.41 Full-Time Equivalent (FTE) General Fund (GF) vacant positions as of May 13, 2025. Departments provided additional information regarding the vacant positions. Vacant positions could fall under one of the following categories.
• Reimbursable – Position is fully or partially funded by grants, projects, or another fund. Ex: Funded by an Enterprise fund or other non-GF fund, multi-year operational project or capital project.
• Revenue Generating – Position is fully or partially cost neutral because they generate revenues through fees. Ex: parking enforcement, building inspectors, etc.
• Funding a non-budgeted position (NBP)
• Seasonal/Temp – Positions for youth programs, school programs, aquatics, or any other seasonal hires (hiring programs). Most of these positions would be temporary positions.
• Active Recruitment: Department is already in the process of interviewing/recruiting and/or positions will be filled in the near future.

Budget staff are continuing to work with the City Attorney’s Office and City Clerk’s Office (for both City Clerk’s Office and Mayor’s Office FTEs) to provide additional information.

Updates will be provided when received.

The chart below is based on department feedback.

Table 1 lists the remaining 196.70 FTE vacant positions by job description and the sum of the total compensation. As a reminder, the Proposed Budget includes a vacancy saving factor of 1.5 percent, $6.5 million, and departments often use funds from vacant positions to pay for overtime and maintain service levels, especially when critical roles Vacant GF Positions as of 5/13/2025
FTEs
T
otal vacant positions 625.41
Less vacancies that
- Fund an NBP 110.50
- Are reimbursable 116.01
- Are revenue generating 86.64
- Are seasonal/temp* 88.30
- Are in an active recruitment 27.26
Remaining Vacancies 196.70
* Adjusted from SBI 13 to include the Student Trainee positions as seasonal/temp.
2 go unfilled. Proposals to sweep more vacancy savings have real service impacts, many of which are outlined in the document listing budget reduction strategies that were considered but not used.

It’s also worth noting that in some cases, the number of seemingly long-term vacancies may be overstated due to administrative practices. For example, departments often reuse the most recent vacated position number to hire staff into different roles or functional areas, rather than reactivating or locating an older, more appropriate position number. This can create the impression that a position has remained vacant for years, even though the work is being done elsewhere or under a different functional area.

Department Position Name
Position
Type
No. of
Position Total FTE
Total
Compensation
City Attorney Investigator Regular 1 1.00 119,431
Legal Staff Assistant (Ex) Regular 1 1.00 97,860
Paralegal (Ex) Regular 1 1.00 117,551
Senior Deputy City Attorney Regular 5 5.00 1,207,150
Supervising Legal Secretary Regular 1 1.00 167,138
City Attorney Total 9 9.00 1,709,130
Ci ty Cl er k Administrative Analyst Regular 1 1.00 127,847 Dep u ty Ci ty Cl er k Regular 3 3.00 307,425
Staff Assistant-Mayor C ouncil Regular 1 1.00 86,147
City Clerk Total 5 5.00 521,419
C ity Manager Administrative Analyst Regular 1 1.00 127,847 Economic Development Manager Regular 1 1.00 189,977
Media & C ommunications Officer Regular 1 1.00 188,573
Program Specialist Regular 1 1.00 175,521
Senior Development Project Mgr Regular 1 1.00 164,340
Special Projects Manager Regular 1 1.00 164,779
City Manager Total 6 6.00 1,011,037
C ity Treasurer Senior Debt Analyst Regular 1 1.00 158,050 Treasury Analyst Regular 1 1.00 137,948
Treasury Assistant Regular 1 1.00 104,138
City Treasurer Total 3 3.00 400,136
Community Development Animal C are Technician Regular 3 3.00 260,497 Animal C ontrol Officer II Regular 2 2.00 191,368
Associate Planner Regular 1 1.00 161,679
Program Manager Regular 2 2.00 377,140
Program Specialist Regular 1 1.00 164,212
Registered Veterinary Tech Regular 1 1.00 99,972
Community Development Total 10 10.00 1,254,868
C ommunity Response Administrative Assistant Regular 1 1.00 101,002 Neighborhood Rsrcs C oord I Regular 2 2.00 190,750
Neighborhood Rsrcs C oord II Regular 2 2.00 232,668
Program Manager Regular 1 1.00 162,177
Community Response Total 6 6.00 686,597
C onvention and C ultural Services Arts Program Assistant Regular 1 1.00 87,740 C ity H istorian Regular 1 1.00 259,696
Program Manager Regular 1 1.00 162,177
Convention and Cultural Services Total 3 3.00 509,613
Table 1: Number of General Fund (GF) True Vacancies with Total Compensation by Department 3 Department Position Name
Position
Type
No. of
Position Total FTE
Total
Compensation
Finance Account C lerk II Re gular 1 1.00 83,870
Finance Total 1 1.00 83,870
Fire Account C lerk II Regular 1 1.00 89,712
Administrative Technician Regular 1 1.00 122,504
Firefighter Regular 47 47.00 9,822,668
Public S afety Admin. Manager Regular 1 1.00 170,293
Fire Total 50 50.00 10,205,177
Information Technology Applications Developer Regular 1 1.00 143,936 IT Support Specialist I Regular 2 2.00 275,267
IT Support Specialist II Regular 2 2.00 312,533
Senior Systems Engineer Regular 1 1.00 213,323
Systems Engineer Regular 1 1.00 148,876
Information Technology Total 7 7.00 1,093,935
Mayor/C ouncil Executive Assistant (MC) Regular 5 5.00 556,160 OPSA Investigator Regular 1 1.00 153,015
Senior Advisor to the Mayor Regular 2 2.00 346,910
Mayor/Council Total 8 8.00 1,056,085
Police Administrative Analyst Regular 2 2.00 255,694
Administrative Officer Regular 1 1.00 200,864
C ommunity Service Officer III Regular 9 9.00 933,543
C ustodian II Regular 1 1.00 88,428
Dispatcher I Regular 1 1.00 92,054
Dispatcher II Regular 11 11.00 1,404,480
Dispatcher III Regular 2 2.00 311,636
Forensic Investigator I Regular 1 1.00 111,064
Police C lerk II Regular 7 7.00 569,934
Police Officer Regular 30 30.00 5,561,011
Police Records Specialist I Regular 2 2.00 174,623
Police Records Specialist II Regular 10 10.00 955,385
Police Records Specialist III Regular 2 2.00 198,852
Police Records Supervisor Regular 2 2.00 217,622
Police Sergeant Regular 3 3.00 874,414
Police Total 84 84.00 11,949,604
Public Works Program Specialist Regular 1 1.00 174,015
Public Works Total 1 1.00 174,015
Youth, Parks, and C ommunity Enrichment Park S afety Ranger Regular 1 1.00 128,573 Park Safety Ranger Assistant Regular 1 1.00 98,986
Program C oordinator Regular 1 0.90 92,435
Program Leader Regular 1 0.80 62,114
Youth, Parks, and Community Enrichment Total 4 3.70 382,108 Total 197 196. 70 31,037,594
1 Sacramento Police Department

Supplemental Budget Information – Item 17

Question: If vacant positions were eliminated from the Police Department’s approved budget, and there was no salary savings from these positions, what would the impact be on the services that are provided by the Police Department?

Response:

Minimum Staffing
Minimum staffing is the fewest number of patrol officers that are deployed on a shift to answer 911 calls, non-emergency calls and reports, and to conduct proactive police activity. Often, SPD is challenged with filling this minimum number of positions with regularly scheduled on-duty personnel. As a result, overtime is used to backfill these empty patrol shifts.

Currently, the minimum staffing for each shift and area is:

2 Sacramento Police Department

3 Sacramento Police Department

Minimum police staffing levels are maintained by vacancy savings. The salary savings from these vacant positions allow the Sacramento Police Department to pay for overtime critical and necessary to provide core police services and are key to ensuring our ability to effectively respond to crime and violence in the city. Elimination of these vacant positions would be catastrophic- leaving our city vulnerable to increased crime and violence.

SPD supports a request for an audit of staffing and overtime, however, eliminating these vacancies at this juncture, before a thorough and formal audit of the Department's staffing and overtime expenditures can be completed by the City Auditor, poses a significant and immediate risk to public safety and delivery of police services. Currently, the funds from these vacant positions are a critical lifeline, enabling the Department to manage unforeseen absences, deploy adequate patrol units, and ensure timely response to emergencies and ongoing crime and violence.

Current Vacancies
As of May 16, 2025, the Police Department had 735 authorized FTE for sworn personnel and 354 professional staff. The department currently has 91 sworn vacancies and 92 professional staff vacancies. Vacancy savings equate to approximately $12.9 million in FY 24/25 which is used primarily for overtime to deliver core services.

Some of these vacant positions are held to fund non budgeted positions positions within the Police Department, which reduces the number of actual vacancies. (Refer to SBI 16).

Nonbudgeted positions
The following positions are not funded by the Department’s existing budget and vacancy savings are used to pay for these positions until the recruit completes training and moves to a funded position:
 Police Recruit
 Police Dispatcher Recruit
 Community Service Officer Recruit
Reserve Positions
Additionally, reserve employees are unfunded as well. Reserve positions are non- career, non-benefited employees and are less costly than a fully benefited, full-time employee. As we are required to meet critical demands, reserve employees augment the work SPD is unable to complete due to staffing shortages. The Department utilizes the following reserve positions:
4 Sacramento Police Department

 Reserve Police Officer
 Reserve Police Dispatcher
 Reserve Police Records Assistant
Layoffs
Eliminating vacant FTE positions in the FY 25/26 budget would result in immediate layoffs effective July 1, 2025. There are multiple employees that are in training or scheduled to start training and because they are paid through vacancy savings, these unfunded positions will not be preserved. They include:
 10 Police Recruits
 7 Community Service Officers (Academy Graduates)
This would also result in the termination of all scheduled academy training for the employees that have or will be hired for the Police and CSO Academies scheduled to start in June 2025:
 25 Police Recruits including nine current prehires (est.)  14 Community Service Officers (est.)
Reimbursements
The Police Department does have several grants and reimbursable positions. A vacancy sweep may not financially impact these reimbursements, however, there will be a need for organizational redeployment to fill critical positions which would be impacted through an elimination of vacant positions. If the City were to lose federal funding, the Department would be impacted through a loss of reimbursable positions. Recently, to better staff patrol, SPD reduced or eliminated several contracts including Regional Transit, Sutter and Kaiser Hospitals, to redeploy those officers in patrol where there was a greater service need.

Currently SPD uses vacancy savings to pay for additional core services to address critical needs. For example, SPD receives $590k in overtime reimbursement from the City for Impact overtime. However, as of May 2, 2025, the Department has spent $1,092,852 and is projected to spend approximately $1.3m this fiscal year to continue to provide services at the current level. Without vacancy savings, IMPACT services would be reduced by approximately 50% throughout the City.

Elimination of Vacancies- Impacts to Core Services
A full “sweep” or elimination of vacancies from the police budget would require Department wide restructuring to adequately staff patrol to provide basic police services with a significant reduction in overtime. A restructuring of the 5 Sacramento Police Department

Department would require the following specialty teams and services be eliminated:
 All Problem Oriented Policing (POP) Teams
 All Violent Crime Reduction Teams
o This includes support of funded partnerships with Community Based Organizations in the GPIT and EVBIDS Grant Programs
 Human Trafficking Task Force
 Natomas Unified School Resource Officers
 Magnet School Program Officers
 IMPACT– including the removal of 13 officers from the Department of Community Response
 Sideshow response/Nighttime Traffic Team
 Cold case homicide Investigations
 Regional Transit Team
 Cannabis Team
 Advanced Officer Training (DOJ Recommendation)
 Force Investigations Team (DOJ Recommendation)
 All officers assigned to task force assignments including:
o Internet Crimes Against Children
o FBI
o ATF
o High Intensity Drug Trafficking Area
Anticipated Service Delivery Impacts:
 Limited or no field response to
o Hate Crimes
o Burglary Reports
o Vandalism Reports
o Petty Theft Reports
o Car Burglary Reports
o Felony Theft Reports
o Non-Emergency Homeless Complaints
o Code Violations
o Non-Injury Traffic Collisions
 Curtailment of CPTED Evaluations
 Reduced coordination with City departments to levy Administrative Penalties  Drastically restrict overtime in the Office of Investigations except for violent felonies, like homicides, with immediate follow up needed 6 Sacramento Police Department

 Demonstrations would be staffed with only on-duty personnel  Limited operations of police Air Unit
 Reduced investigative follow up
 Closure of the North Area Public Counter
Elimination of Additional Sworn Assignments:
 Jail Booking Officers
 All Downtown and Central City uniformed officer patrols  Second Saturday patrols
 Citywide Business Walks
 Community events (Santa Parade, 4th of July events, Trunk or Treat, Little League Openings)
 Additional patrol staffing for special events on A’s Game nights, NBA games and concerts
 Reduced hours in the Real Time Information Center and inability to fully support technology such as the Public Safety Camera Network system  All specialty patrol staffing during the holiday season at retail centers (Arden Fair Mall, Delta Shores, Natomas)
 Overtime for any undercover or crime series
 Overtime for rapid crime suppression or to deter violent crime  Citywide overlap supplemental patrol officers
 Citywide overlap community service officers
Eliminate the use of Reserve personnel to support the following police functions:
 Tow Hearing Officer
 Redaction (which would result in lengthy delays for redaction and compliance with state mandates and public transparency releases)
 Extraditions
 Supplemental reserve staffing (Run to Feed the Hungry, PRIDE Parade, MLK March, NBA Playoffs)
 Missing persons investigations
 Real Time Information Center support staffing
 Training officers for mandated firearm qualifications  SAFE (Sexual Assault Felony Enforcement) Sex Offender Registration  Hospital Watch Assignments
Restrict end of shift overtime for report writing:
 Allow overtime only for fresh felony arrests
7 Sacramento Police Department

 Officers would be unavailable at the start of their next shift to complete reports, exacerbating the shortage of officers to achieve minimum staffing Administrative Impacts would result in limited or lack of support of the following:
 Compliance with State mandated releases in the Transparency Unit and in the Records Divisions
 Constitutional Policing Audits
 Council meeting and City Hall staffing
 Community Outreach Events would be limited to participation by Community Service Representatives
 Significant Reduction of sworn staff participation in community events.  Non-mandated information in the annual Military Equipment Use Report  Transparency Releases for critical incidents

1 Supplemental Budget Information – Item 18
Q
uestion: Update to SBI16 submitted on 5/20/2025 to include submissions from the City Attorney’s Office and City Clerk’s Office (for both City Clerk’s Office and Mayor Office FTEs).

R
esponse: There are a total of 625.41 Full-Time Equivalent (FTE) General Fund (GF) vacant positions as of May 13, 2025. Departments provided additional information regarding the vacant positions. Vacant positions could fall under one of the following categories.
• Reimbursable – Position is fully or partially funded by grants, projects, or another fund. Ex: Funded by an Enterprise fund or other non-GF fund, multi-year operational project or capital project.
• Revenue Generating – Position is fully or partially cost neutral because they generate revenues through fees. Ex: parking enforcement, building inspectors, etc.
• Funding a non-budgeted position (NBP)
• Seasonal/Temp – Positions for youth programs, school programs, aquatics, or any other seasonal hires (hiring programs). Most of these positions would be temporary positions.
• Active Recruitment: Department is already in the process of interviewing/recruiting and/or positions will be filled in the near future.

T
he chart below is based on department feedback.

Mayor/Council have 7.00 vacant positions, whic h along with other operational savings, fund staffing levels in the Mayor and Council offices.

Table 1 lists the remaining 187.70 FTE vacant positions by job description and the sum of the total compensation. As a reminder, the Proposed Budget includes a vacancy saving factor of 1.5 percent, $6.5 million, and departments often use funds from vacant positions to pay for overtime and maintain service levels, especially when critical roles Vacant GF Positions as of 5/13/2025
FTEs
Total vacant positions 625.41
L
ess vacancies that
- Fund an NBP 123.50
- Are reimbursable 116.01
- Are revenue generating 86.64
- Are seasonal/temp 88.30
- Are in an active recruitment 30.26
Remaining Vacancies 180.70
*Adjusted from SBI 13 to include the Student Trainee positions a s se
asonal/temp
2 go unfilled. Proposals to sweep more vacancy savings have real service impacts, many of which are outlined in the document listing budget reduction strategies that were considered but not used.

It’s also worth noting that in some cases, the number of seemingly long-term vacancies may be overstated due to administrative practices. For example, departments often reuse the most recent vacated position number to hire staff into different roles or functional areas, rather than reactivating or locating an older, more appropriate position number. This can create the impression that a position has remained vacant for years, even though the work is being done elsewhere or under a different functional area.

Department Position Name Position Type N o. of Position Total FTE Total Compensation City Attorney Investigator Regular 1 1.00 119,431
Legal Staff Assistant (Ex) Regular 1 1.00 97,860
Paralegal (Ex) Regular 1 1.00 117,551
Supervising Legal Secretary Regular 1 1.00 167,138
City Attorney Total 4 4.00 501,980
City Clerk Deputy City Clerk Regular 1 1.00 102,475
Staff Assistant-Mayor Council Regular 1 1.00 86,147
City Clerk Total 2 2.00 188,622
City Manager Administrative Analyst Regular 1 1.00 127,847 Economic Development Manager Regular 1 1.00 189,977
Media & Communications Officer Regular 1 1.00 188,573
Program Specialist Regular 1 1.00 175,521
Senior Development Project Mgr Regular 1 1.00 164,340
Special Projects Manager Regular 1 1.00 164,779
City Manager Total 6 6.00 1,011,037
City Treasurer Senior Debt Analyst Regular 1 1.00 158,050 Treasury Analyst Regular 1 1.00 137,948
Treasury Assistant Regular 1 1.00 104,138
City Treasurer Total 3 3.00 400,136
Community Development Animal Care Technician Regular 3 3.00 260,497 Animal Control Officer II Regular 2 2.00 191,368
Associate Planner Regular 1 1.00 161,679
Program Manager Regular 2 2.00 377,140
Program Specialist Regular 1 1.00 164,212
Registered Veterinary Tech Regular 1 1.00 99,972
Community Development Total 10 10.00 1,254,868
Community Response Administrative Assistant Regular 1 1.00 101,002 Neighborhood Rsrcs Coord I Regular 2 2.00 190,750
Neighborhood Rsrcs Coord II Regular 2 2.00 232,668
Program Manager Regular 1 1.00 162,177
Community Response Total 6 6.00 686,597
Convention and Cultural Services Arts Program Assistant Regular 1 1.00 87,740 City Historian Regular 1 1.00 259,696
Program Manager Regular 1 1.00 162,177
Convention and Cultural Services Total 3 3.00 509,613
Finance Account Clerk II Regular 1 1.00 83,870
Finance Total 1 1.00 83,870
Fire Account Clerk II Regular 1 1.00 89,712
Administrative Technician Regular 1 1.00 122,504
Firefighter Regular 47 47.00 9,822,668
Public Safety Admin. Manager Regular 1 1.00 170,293
Fire Total 50 50.00 10,205,177
Information Technology Applications Developer Regular 1 1.00 143,936 IT Support Specialist I Regular 2 2.00 275,267
IT Support Specialist II Regular 2 2.00 312,533
Senior Systems Engineer Regular 1 1.00 213,323
Systems Engineer Regular 1 1.00 148,876
Information Technology Total 7 7.00 1,093,935
Table 1: Number of General Fund (GF) True Vacancies with Total Compensation by Department* 3 Department Position Name Position Type No. of Position Total FTE Total Compensation Police Administrative Analyst Regular 2 2.00 255,694
Administrative Officer Regular 1 1.00 200,864
Community Service Officer III Regular 9 9.00 933,543
Custodian II Regular 1 1.00 88,428
Dispatcher I Regular 1 1.00 92,054
Dispatcher II Regular 11 11.00 1,404,480
Dispatcher III Regular 2 2.00 311,636
Forensic Investigator I Regular 1 1.00 111,064
Police Clerk II Regular 7 7.00 569,934
Police Officer Regular 30 30.00 5,561,011
Police Records Specialist I Regular 2 2.00 174,623
Police Records Specialist II Regular 10 10.00 955,385
Police Records Specialist III Regular 2 2.00 198,852
Police Records Supervisor Regular 2 2.00 217,622
Police Sergeant Regular 3 3.00 874,414
Police Total 84 84.00 11,949,604
Public Works Program Specialist Regular 1 1.00 174,015
Public Works Total 1 1.00 174,015
Youth, Parks, and Community Enrichment Park Safety Ranger Regular 1 1.00 128,573 Park Safety Ranger Assistant Regular 1 1.00 98,986
Program Coordinator Regular 1 0.90 92,435
Program Leader Regular 1 0.80 62,114
Youth, Parks, and Community Enrichment Total 4 3.70 382,108 Total 181 180.70 28,441,562
*Mayor/Council have 7.0 vacant positions, which along with other operational savings, funds staffing levels in the Mayor/Council." MEMORANDUMDate: May 23, 2025To: Peter Coletto, Director of FinanceFrom: Greg Sandlund, Planning DirectorSUBJECT: FY2025-2030 Proposed CIP – Planning and Design Commission’s Finding of General Plan ConsistencySacramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s 5-year Capital Improvement Program (CIP) for consistency with the City’s General Plan and to report its finding to the City Council. On May 22, 2025, the Planning and Design Commission conducted this review and found the FY2025-2030 Proposed CIP to be consistent with the Sacramento 2040 General Plan.Sincerely,_________________________Greg SandlundPlanning Director(916) 808-8931CC: Remi Mendoza, Long Range Planning ManagerAmy Yang, Senior PlannerNora Howard, Senior Budget AnalystNguyen Nguyen, Associate Planner

RESOLUTION NO 2025-XXXX

Adopted by the Sacramento City Council

June XX, 2025

Approving the Fiscal Year 2025/26 Operating and
Capital Improvement Program Budgets

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

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

Core Budget Policies

1. City Council must adopt a balanced budget.

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

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

Budget Guidelines

1. Maintain a fiscally sustainable, balanced budget.

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

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

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

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

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

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

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

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

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

11. Address unfunded long-term liabilities.

12. Remain a full-service City.

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

D. The FY2025/26 Approved Budget (which includes the Operating Budget and the Capital Improvement Program [CIP] Budget) are consistent with City Charter requirements and the City Council’s adopted Core Budget Policies and Budget Guidelines.

E. The Mayor and Council conducted budget discussions during May and June 2025 to discuss and consider the City’s FY2025/26 Budget.

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

Section 1. Preliminary Matters.

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

1.2. The FY2025/26 Operating and CIP Budgets (collectively the Approved Budget), as defined in section 3.2 below, and attached as Exhibit C and D are hereby approved.

1.3. The 2025-2030 CIP, which provides a comprehensive five-year plan for the City’s capital project expenditures and attached as Exhibit D, is hereby approved.

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

1.5. The City Manager is authorized to incorporate final decisions of the Council, and to refine and add content, as may be needed to meet Government Finance Officers Association and/or California Society of Municipal Finance Officers budgeting-award requirements into the Approved Operating and CIP Budgets to create the FY2025/26 Approved Budget.

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

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

1.8. The City Treasurer shall conduct a financial stress test on the General Funds before the issuance of any bonds.

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

Section 2. Scope.

This resolution defines the authority and responsibilities of the City Manager in implementing the Approved Budget and supersedes Resolution No. 2024-0193.

Section 3. Definitions.

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

3.2. “Approved Budget” means the Approved Operating Budget (Operating Budget) and the Approved Capital Budget (CIP Budget), which are attached as Exhibits C and D and reflects the FY2025/26 Proposed Operating and CIP Budgets, as amended by the Council to incorporate the approved Budget Changes attached as Exhibit A, and a summary of position changes as displayed in Exhibit B.

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

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

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

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

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

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

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

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

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

4.6. The City Manager is authorized to make annual loan payments to the Risk Fund from the Community Center Fund subject to the availability of funds. As of June 30, 2024, the balance of the Risk Fund loan to the Community Center Fund totaled approximately $4.7 million.

4.7. The City Manager is authorized to pay off a $15 million loan from the Risk Fund as a result of the legal settlement with year-end budgetary surplus from the General Fund (Fund 1001). As of June 30, 2025, the repayment balance is $15. million.

4.8. Following budget adoption, the City Manager is authorized to do the following:
(A) Transfer appropriations from the operating budget and establish or adjust revenue and expenditure budgets for externally funded programs (EFPs), multi-year operating projects (MYOPs), and operating grants as shown in Schedule 9 displayed in Exhibit C.
(B) Adjust any appropriation made in the Approved Budget to reflect changes from amounts budgeted for updated labor (for example, changes in retirement rates, payroll taxes, health benefits), fleet (including accident recovery costs), utilities in Citywide Support, 311 Call Center (reimbursements based on call data), cost plan, and risk-management changes, from available fund balance or reserves for the respective funds. (C) Adjust budgets to reflect all required debt service and related payments, including adjustments to rate stabilization reserves, pursuant to City debt agreements.
(D) Revise and establish indirect cost rates to be applied to hourly salary rates in order to achieve full cost recovery of services; and adjust the Operating Budget to reflect the indirect cost rate plan for FY2025/26.

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

5.1. The Council-adopted EUR Policy as amended on June 11, 2019 (Resolution No. 2019-0248) establishes a minimum reserve level equal to 10% of annual General/Measure U Fund revenues and a target reserve level equal to two months of regular ongoing General Fund and Measure U Fund expenditures, including transfers (17% of General Fund and Measure U Fund expenditures).

Resources to fund this reserve will be identified on an ongoing basis and can include positive year-end results or other one-time resources available to the General/Measure U Fund.

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

5.3. The City Manager is authorized to maintain an EUR reserve below the minimum threshold prescribed in the Council-adopted EUR Policy in FY2025/26 and forgo $4.2 $3.7 million in EUR contributions from the FY2025/26 General Fund and Measure U Fund to appropriate in a Federal Funding Reserve to protect the City against the federal government withholding or rescinding revenues.

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

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

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

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

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

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

Section 6. Appropriation Increases and Decreases.

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

6.2. The City Manager is authorized, upon completion of the audited financial statements for FY2024/25, to adjust FY2025/26 fund contingencies by the amount of net changes in available fund balance. The available fund balance in the General Fund must be included and explained in the report to the Council accompanying the Annual Comprehensive Financial Report (ACFR).

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

Section 7. Appropriation Transfers.

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

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

Section 8. Staffing Changes.

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

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

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

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

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

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

8.7. The Director of Human Resources is authorized to establish non-budgeted positions (NBPs) for the following:
(A) Mayor and Council Offices, to be funded from their existing operations budgets.
(B) Departments as needed to reflect address critical staffing circumstances.

Departments must have sufficient labor savings to cover the cost of NBPs, and none of the NBPs may be used for more than one year. Departments will seek budget authority to convert NBPs to authorized FTE positions or the NBPs will be eliminated during the budget process.

Section 9. Revenue Budget.

9.1. The FY2025/26 revenue budget is summarized in Exhibit C, Schedule 6.

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

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

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

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

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

Section 10. Capital Improvements.

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

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

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

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

10.5. Each fiscal year, all multi-year CIP projects in existence on June 30 will be continued except as provided otherwise in section 10.4. The FY2025/26 CIP Budget is summarized on Schedules 2 and 4 as displayed in Exhibit C and on Schedule 4 as displayed in Exhibit D.

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

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

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

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

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

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

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

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

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

10.14. The 2025-2030 CIP Budget (Schedule 4, Exhibits C and D) includes projects that are directly supported by user and developer fees and utility rebates. The City Manager is authorized to adjust department revenue budgets and CIP expenditure budgets for projects as identified in the General Government section of the CIP that are directly supported by fees and rebates based on the actual fees and rebates collected, less any operating costs associated with delivering the service.

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

Section 11. Operating Grants.

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

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

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

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

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

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

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

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

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

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

11.10. Award and Distribution of City Grants.
(A) Council approval is required: (1) to award grants to an individual, non- profit, business, or community-based organization that applies for a City grant more than and including $250,000; and (2) to execute contracts with the grantees for the services to be provided.
(B) Consistent with Council direction, the City Manager is authorized: (1) to award grants to an individual, non-profit, business, or community- based organization that applies for a City grant in amounts less than $250,000; and (2) to execute contracts with the grantees for the services to be provided.
(C) The award and distribution of grants must comply with any Citywide Grant Distribution Policy.
(D) Before grant funds are distributed, the City and the grantee must execute a City contract that outlines the public benefit, timelines, and reporting requirements.
(E) For grant contracts of any amount, the City Manager is authorized to execute amendments consistent with the authority granted to the City Manager in section 3.04.020 of the City Code and related policies. (F) The annual budget must list all grants awarded the previous calendar year.

Section 12. Externally Funded Programs (EFP).

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

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

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

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

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

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

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

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

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

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

13.10, 13.11, and 18.11.

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

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

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

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

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

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

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

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

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

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

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

13.14 Expand program goals in the Workforce Development Framework (I02180900; Reso 2022-0169, Section 1) to include all ages under the priority population criteria.

13.15 Contingent on Council approving the Children’s Fund Commission’s recommendation to fund the North Sacramento Library renovation project totaling $1,500,000 from the Children’s Fund, authorize the City Manager to utilize FY2025/26 General Funds previously allocated to the project to conduct a one-time restoration of the Family & Youth Investments project (I11003100) totaling $1,300,000.

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

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

Section 15. Appropriation Limits.

The appropriation limit and the appropriations subject to the limit are hereby amended in accordance with article XIIIB of the California Constitution for FY2025/26, as detailed in Schedule 5 as displayed in Exhibit C.

Section 16. Midyear Report.

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

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

Section 17. Adjustments for Revenue Offset Programs and Services.

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

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

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

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

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

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

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

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

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

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

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

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

Section 18. Year-End Process and Carryover Authority.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

18.17 The City Manager or their designee is authorized to make all necessary budgetary and accounting adjustments related to the Zero-dollar Rate Program (I21002600) to the various impact fees affected by the Reduced Residential Development Impact Fees for Affordable Dwelling Units Program.

Section 19. Year-End Reporting.

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

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

Section 20. Miscellaneous Controls and Considerations.

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

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

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

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

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

RESOLUTION NO 2025-XXXX

Adopted by the Sacramento City Council

June XX, 2025

Approving the Fiscal Year 2025/26 Operating and
Capital Improvement Program Budgets

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

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

Core Budget Policies

1. City Council must adopt a balanced budget.

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

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

Budget Guidelines

1. Maintain a fiscally sustainable, balanced budget.

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

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

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

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

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

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

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

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

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

11. Address unfunded long-term liabilities.

12. Remain a full-service City.

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

D. The FY2025/26 Approved Budget (which includes the Operating Budget and the Capital Improvement Program [CIP] Budget) are consistent with City Charter requirements and the City Council’s adopted Core Budget Policies and Budget Guidelines.

E. The Mayor and Council conducted budget discussions during May and June 2025 to discuss and consider the City’s FY2025/26 Budget.

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

Section 1. Preliminary Matters.

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

1.2. The FY2025/26 Operating and CIP Budgets (collectively the Approved Budget), as defined in section 3.2 below, and attached as Exhibit C and D are hereby approved.

1.3. The 2025-2030 CIP, which provides a comprehensive five-year plan for the City’s capital project expenditures and attached as Exhibit D, is hereby approved.

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

1.5. The City Manager is authorized to incorporate final decisions of the Council, and to refine and add content, as may be needed to meet Government Finance Officers Association and/or California Society of Municipal Finance Officers budgeting-award requirements into the Approved Operating and CIP Budgets to create the FY2025/26 Approved Budget.

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

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

1.8. The City Treasurer shall conduct a financial stress test on the General Funds before the issuance of any bonds.

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

Section 2. Scope.

This resolution defines the authority and responsibilities of the City Manager in implementing the Approved Budget and supersedes Resolution No. 2024-0193.

Section 3. Definitions.

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

3.2. “Approved Budget” means the Approved Operating Budget (Operating Budget) and the Approved Capital Budget (CIP Budget), which are attached as Exhibits C and D and reflects the FY2025/26 Proposed Operating and CIP Budgets, as amended by the Council to incorporate the approved Budget Changes attached as Exhibit A, and a summary of position changes as displayed in Exhibit B.

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

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

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

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

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

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

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

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

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

4.6. The City Manager is authorized to make annual loan payments to the Risk Fund from the Community Center Fund subject to the availability of funds. As of June 30, 2024, the balance of the Risk Fund loan to the Community Center Fund totaled approximately $4.7 million.

4.7. The City Manager is authorized to pay off a $15 million loan from the Risk Fund as a result of the legal settlement with year-end budgetary surplus from the General Fund (Fund 1001). As of June 30, 2025, the repayment balance is $15. million.

4.8. Following budget adoption, the City Manager is authorized to do the following:
(A) Transfer appropriations from the operating budget and establish or adjust revenue and expenditure budgets for externally funded programs (EFPs), multi-year operating projects (MYOPs), and operating grants as shown in Schedule 9 displayed in Exhibit C.
(B) Adjust any appropriation made in the Approved Budget to reflect changes from amounts budgeted for updated labor (for example, changes in retirement rates, payroll taxes, health benefits), fleet (including accident recovery costs), utilities in Citywide Support, 311 Call Center (reimbursements based on call data), cost plan, and risk-management changes, from available fund balance or reserves for the respective funds. (C) Adjust budgets to reflect all required debt service and related payments, including adjustments to rate stabilization reserves, pursuant to City debt agreements.
(D) Revise and establish indirect cost rates to be applied to hourly salary rates in order to achieve full cost recovery of services; and adjust the Operating Budget to reflect the indirect cost rate plan for FY2025/26.

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

5.1. The Council-adopted EUR Policy as amended on June 11, 2019 (Resolution No. 2019-0248) establishes a minimum reserve level equal to 10% of annual General/Measure U Fund revenues and a target reserve level equal to two months of regular ongoing General Fund and Measure U Fund expenditures, including transfers (17% of General Fund and Measure U Fund expenditures).

Resources to fund this reserve will be identified on an ongoing basis and can include positive year-end results or other one-time resources available to the General/Measure U Fund.

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

5.3. The City Manager is authorized to maintain an EUR reserve below the minimum threshold prescribed in the Council-adopted EUR Policy in FY2025/26 and forgo $3.7 million in EUR contributions from the FY2025/26 General Fund and Measure U Fund to appropriate in a Federal Funding Reserve to protect the City against the federal government withholding or rescinding revenues.

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

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

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

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

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

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

Section 6. Appropriation Increases and Decreases.

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

6.2. The City Manager is authorized, upon completion of the audited financial statements for FY2024/25, to adjust FY2025/26 fund contingencies by the amount of net changes in available fund balance. The available fund balance in the General Fund must be included and explained in the report to the Council accompanying the Annual Comprehensive Financial Report (ACFR).

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

Section 7. Appropriation Transfers.

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

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

Section 8. Staffing Changes.

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

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

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

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

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

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

8.7. The Director of Human Resources is authorized to establish non-budgeted positions (NBPs) for the following:
(A) Mayor and Council Offices, to be funded from their existing operations budgets.
(B) Departments as needed to reflect address critical staffing circumstances.

Departments must have sufficient labor savings to cover the cost of NBPs, and none of the NBPs may be used for more than one year. Departments will seek budget authority to convert NBPs to authorized FTE positions or the NBPs will be eliminated during the budget process.

Section 9. Revenue Budget.

9.1. The FY2025/26 revenue budget is summarized in Exhibit C, Schedule 6.

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

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

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

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

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

Section 10. Capital Improvements.

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

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

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

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

10.5. Each fiscal year, all multi-year CIP projects in existence on June 30 will be continued except as provided otherwise in section 10.4. The FY2025/26 CIP Budget is summarized on Schedules 2 and 4 as displayed in Exhibit C and on Schedule 4 as displayed in Exhibit D.

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

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

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

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

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

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

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

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

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

10.14. The 2025-2030 CIP Budget (Schedule 4, Exhibits C and D) includes projects that are directly supported by user and developer fees and utility rebates. The City Manager is authorized to adjust department revenue budgets and CIP expenditure budgets for projects as identified in the General Government section of the CIP that are directly supported by fees and rebates based on the actual fees and rebates collected, less any operating costs associated with delivering the service.

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

Section 11. Operating Grants.

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

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

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

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

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

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

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

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

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

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

11.10. Award and Distribution of City Grants.
(A) Council approval is required: (1) to award grants to an individual, non- profit, business, or community-based organization that applies for a City grant more than and including $250,000; and (2) to execute contracts with the grantees for the services to be provided.
(B) Consistent with Council direction, the City Manager is authorized: (1) to award grants to an individual, non-profit, business, or community- based organization that applies for a City grant in amounts less than $250,000; and (2) to execute contracts with the grantees for the services to be provided.
(C) The award and distribution of grants must comply with any Citywide Grant Distribution Policy.
(D) Before grant funds are distributed, the City and the grantee must execute a City contract that outlines the public benefit, timelines, and reporting requirements.
(E) For grant contracts of any amount, the City Manager is authorized to execute amendments consistent with the authority granted to the City Manager in section 3.04.020 of the City Code and related policies. (F) The annual budget must list all grants awarded the previous calendar year.

Section 12. Externally Funded Programs (EFP).

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

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

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

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

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

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

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

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

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

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

13.10, 13.11, and 18.11.

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

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

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

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

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

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

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

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

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

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

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

13.14 Expand program goals in the Workforce Development Framework (I02180900; Reso 2022-0169, Section 1) to include all ages under the priority population criteria.

13.15 Contingent on Council approving the Children’s Fund Commission’s recommendation to fund the North Sacramento Library renovation project totaling $1,500,000 from the Children’s Fund, authorize the City Manager to utilize FY2025/26 General Funds previously allocated to the project to conduct a one-time restoration of the Family & Youth Investments project (I11003100) totaling $1,300,000.

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

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

Section 15. Appropriation Limits.

The appropriation limit and the appropriations subject to the limit are hereby amended in accordance with article XIIIB of the California Constitution for FY2025/26, as detailed in Schedule 5 as displayed in Exhibit C.

Section 16. Midyear Report.

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

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

Section 17. Adjustments for Revenue Offset Programs and Services.

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

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

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

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

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

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

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

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

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

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

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

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

Section 18. Year-End Process and Carryover Authority.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

18.17 The City Manager or their designee is authorized to make all necessary budgetary and accounting adjustments related to the Zero-dollar Rate Program (I21002600) to the various impact fees affected by the Reduced Residential Development Impact Fees for Affordable Dwelling Units Program.

Section 19. Year-End Reporting.

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

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

Section 20. Miscellaneous Controls and Considerations.

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

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

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

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

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

Exhibit A
Operating Budget Adjustments
Department Fund Name (Number)
Revenue/
Offset
Adjustment
($ in 000s)
Expenditure
Adjustment
($ in 000s) Description
City Attorney General
(1001)
- (110,806) Delete one position (1.0 FTE - Investigator) and corresponding services and supplies in
the City Attorney' s Office.

City Attorney General
(1001)
- (359,475) One-time change to reflect City Attorney' s Office positions to current staffing by
deleting five positions (5.0 FTE - Senior
Deputy City Attorney) and adding five
positions (4.0 FTE - Deputy City Attorney I &

1.0 FTE - Deputy City Attorney II)
City Clerk General
(1001)
- (76,873) Delete one position (1.0 FTE - Staff Assistant/Receptionist) for Clerk's Office.

City Manager General
(1001)
(554,198) Delete two positions (1.0 FTE - Director of Emergency Management and 1.0 FTE -
Program Specialist) and corresponding
services and supplies as part of a
reorganization to move the Office of
Emergency Management to the Fire
department .

City Treasurer General
(1001)
(200,000) - Increase revenue in the City Treasurer's Office based on current market conditions.

City Treasurer General
(1001)
- (92,387) Delete one position (1.0 FTE - Treasury Assistant) in the City Treasurer's Office.

City Treasurer General
(1001)
- (1) Delete one position (1.0 - FTE Senior Debt Analyst) and add one position (1.0 FTE -
Debt Analyst) in the City Treasurer's Office.

Citywide and Community
Support
General
(1001)
(500,000) Reduce Federal Funding Contingency
Reserve
Citywide and Community
Support
Measure U
(2401)
- (1,500,000) Reduce funding allocation for library rehabilitation project contingent on Council's
approval of the Sacramento Children's Fund
grant award to fund the project with
Measure L funds.

Finance General
(1001)
85,319 (85,319) Delete one position (1.0 - FTE Customer Service Rep) and offset in the Finance
Department due to the removal of the
Residential Permit Parking fee program.

Fire General
(1001)
175,513 - Reduce Revenue budget for Fire Prevention Division due to a 25% reduction of Fire
Prevention fees to provide relief to small
businesses.

Fire General
(1001)
- 554,198 Add two positions (1.0 FTE - Director of Emergency Management and 1.0 FTE -
Program Specialist) and corresponding
services and supplies as part of a
reorganization to move the Office of
Emergency Management to the Fire
department.

BUDGET CHANGES
Exhibit A
Department Fund Name (Number)
Revenue/
Offset
Adjustment
($ in 000s)
Expenditure
Adjustment
($ in 000s) Description
Fire General
(1001)
126,334 - Remove General Fund offset in the Diversity, Outreach, Recruitment division.

Fire Measure U
(2401)
(126,334) - Add Measure U offset in the Diversity, Outreach, Recruitment division.

Human Resources Measure U
(2401)
- 112,831 Reinstate one position (1.0 FTE - Administrative Analyst) in the Office of
Diversity and Equity.

Mayor/Council General
(1001)
- 124,742 Mayor/Council salary adjustments based on Compensation and Commission board
approval.

Public Works General
(1001)
1,088,581 (127,699) Remove Residential Permit Parking fee program and corresponding parking fee
expenses and offsets.

Public Works General
(1001)
(300,000) 300,000 Increase budget and offset for streetscapes maintenance to maintain current service
levels by mowing twice a month.

Youth, Parks, and
Community Enrichment
General
(1001)
- (13,931) Delete one position (1.0 FTE - Supervising Landscape Architect) and add one position
(1.0 FTE - Senior Landscape Architect)
supporting Park Development Services.Youth, Parks, and
Community Enrichment
Measure U
(2401)
(400,549) 400,549 Add three positions (1.0 FTE - Program Specialist and 2.0 FTE - Admin Analysts) to
support the administrative duties related to
related to the Sacramento Children's Fund
and associated offset.

Youth, Parks, and
Community Enrichment
Measure U
(2401)
- (12) Add a position (1.0 FTE - Customer Service Specialist) and reduce services and
supplies budget in the Permitting and
Events department.

All Depts (Except Utilities
and Community
Response)
General
(1001)/Measure U
(2401)
5,309 261,678 Due to timing, various labor adjustments (i.e. offsets, labor system technical
adjustments).

Total 454,173$ (1,666,703)$
Human Resources Risk Management
(6502)
- (101,688) Delete one position (1.0 FTE - Senior Staff Assistant) from the Environmental Health
and Safety department.

Human Resources Worker's
Compensation
(6504)
- 41,765 Delete one position (1.0 FTE - Staff Assistant) and add one position (1.0 FTE -
Personnel Analyst) in Worker's
Compensation.

Public Works Gas Tax 2106
(2002)
- 300,000 Add offset for streetscapes maintenance to maintain current service levels by mowing
twice a month.

Exhibit A
Department Fund Name (Number)
Revenue/
Offset
Adjustment
($ in 000s)
Expenditure
Adjustment
($ in 000s) Description
City Manager, Convention
and Community Services,
Human Resources, Public
Works, Utilities, and
Youth, Parks, and
Community Enrichment
Various Funds* (179,853) Due to timing, various labor adjustments (i.e. offsets, labor system technical
adjustments).

Subtotal: -$ 60,224$
Net Operating Changes: 454,173$ (1,606,479)$
Exhibit A
Multi-year Operating Project and Capital Improvement Project Appropriations Project Name (Number)
Fund Name
(Number)
Expenditure
Adjustment Description
ARPA Sweep
(C15001500 and V15710004)
ARPA Reinvestment
(1003)
(113,594) One time project closure sweep for ARPA projects in FY2025/26.

Family and Youth Investments
(I11003100)
Measure U (2401) 1,300,000 Reinstate funding for Family & Youth Investments for one year contingent on Council's approval of the Sacramento Children's Fund grant award to fund the library rehabilitation project with Measure L funds.

FUEL Network
(I02000800)
Measure U (2401) 500,000 One-time funding to support continued FUEL Network in FY2025/26.

Community Response
(I23000100)
Measure U (2401) 11,092,546 Technical budget adjustment to apply Measure U resources to cover the homeless services shortfall in FY2025/26 as shown in the Proposed Budget Forecast.

Homeless Housing Initiative
(I23001000)
Measure U (2401) 11,092,546 Technical budget adjustment to apply Measure U resources to cover the homeless services shortfall in FY2025/26 as shown in the Proposed Budget Forecast.

Net Project Changes: $23,871,498
Citywide Staffing Summary (By Department)
Exhibit B
Department
FY2024/25
Amended
FY2025/26
Proposed
FY2025/26
Changes
FY2025/26
Approved
Mayor/Council 43.00 43.00 - 43.00 City Auditor 10.00 10.00 - 10.00 City Attorney 64.00 64.00 (1.00) 63.00 City Clerk 24.00 24.00 (1.00) 23.00 City Manager 64.00 52.00 (2.00) 50.00 City Treasurer 14.00 14.00 (1.00) 13.00 Community Development 318.00 315.00 - 315.00 Community Response 38.00 38.00 - 38.00 Convention and Cultural Services 124.50 124.50 - 124.50 Finance 94.00 103.00 (1.00) 102.00 Fire 760.50 763.50 2.00 765.50 Human Resources 83.00 77.00 - 77.00 Information Technology 202.50 202.50 - 202.50 Police 1,119.50 1,092.50 - 1,092.50 Public Works 769.65 780.65 - 780.65 Utilities 599.18 607.18 - 607.18 Youth, Parks, and Community Enrichment 709.87 674.00 4.00 678.00 Total 5,037.70 4,984.83 - 4,984.83 Citywide Staffing Summary (By Fund)
FY2024/25
Amended
FY2025/26
Proposed
FY2025/26
Changes
FY2025/26
Approved
General Fund
Mayor/Council 32.00 32.00 - 32.00 City Auditor 10.00 10.00 - 10.00 City Attorney 64.00 64.00 (1.00) 63.00 City Clerk 24.00 24.00 (1.00) 23.00 City Manager 30.00 20.00 (2.00) 18.00 City Treasurer 14.00 14.00 (1.00) 13.00 Community Development 196.00 194.00 - 194.00 Convention and Cultural Services - - - - Finance 94.00 103.00 (1.00) 102.00 Fire 742.50 746.50 2.00 748.50 Human Resources 44.00 39.00 - 39.00 Information Technology 202.50 202.50 - 202.50 Police 1,032.00 1,028.00 - 1,028.00 Public Works 432.00 442.00 - 442.00 Youth, Parks, and Community Enrichment 13.00 13.00 - 13.00 Citywide and Community Support - - - Subtotal General Funds 2,930.00 2,932.00 (4.00) 2,928.00 Measure U
Mayor/Council 11.00 11.00 - 11.00 City Manager 32.00 30.00 - 30.00 Community Development 122.00 121.00 - 121.00 Community Response 38.00 38.00 - 38.00 Convention and Cultural Services 25.95 23.95 - 23.95 Fire 18.00 17.00 - 17.00 Human Resources 3.00 2.00 1.00 3.00 Police 87.50 64.50 - 64.50 Public Works 4.00 4.00 - 4.00 Youth, Parks, and Community Enrichment 547.93 490.61 4.00 494.61 Subtotal General Funds 889.38 802.06 5.00 807.06 Enterprise Funds
Community Center
Convention & Cultural Services 98.55 100.55 - 100.55 Parking
Public Works 60.75 60.75 - 60.75 Solid Waste
Public Works 183.30 184.30 - 184.30 Storm Drainage
Utilities 135.00 143.00 - 143.00 Wastewater
Utilities 94.00 94.00 - 94.00 Water
Utilities 364.18 364.18 - 364.18 Subtotal Enterprise Funds 935.78 946.78 - 946.78 Citywide Staffing Summary (By Fund) (Continued)
FY2024/25
Amended
FY2025/26
Proposed
FY2025/26
Changes
FY2025/26
Approved
Internal Service Funds
Fleet Management
Public Works 83.00 83.00 - 83.00 Risk Management
Human Resources 17.00 17.00 (1.00) 16.00 Workers' Compensation
Human Resources 19.00 19.00 - 19.00 Subtotal Internal Service Funds 119.00 119.00 (1.00) 118.00 Other Governmental Funds
4th R Program
Youth, Parks, and Community Enrichment 132.70 133.45 - 133.45 Innovation and Growth
City Manager 2.00 2.00 - 2.00 Marina
Public Works 6.60 6.60 - 6.60 START
Youth, Parks, and Community Enrichment 16.24 36.94 - 36.94 City/County Office-Water Planning
Utilities 6.00 6.00 - 6.00 Subtotal Other Governmental Funds 163.54 184.99 - 184.99 TOTAL 5,037.70 4,984.83 - 4,984.83
Exhibit C
FY2025/26 APPROVED OPERATING BUDGET
Insert when Finalized
Exhibit D
APPROVED 2025-2030 CAPITAL IMPROVEMENT PROGRAM
Insert when Finalized