Sacramento City Council
July 29, 2025

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01029 7/29/2025
2040 General Plan Annual Report for 2024 (LR25-002)
File ID: 2025-01029
Location: Citywide
Recommendation: Review, comment, and provide direction.

Contact: Amy Yang, Senior Planner, (916) 808-5023, [email protected]; Nguyen Nguyen, Associate Planner, (916) 808-1964, [email protected]; Department of Community Development
Presenter: Amy Yang, Senior Planner, (916) 808-5023, [email protected] Attachments:
1-Description/Analysis
2-Background
3-2040 General Plan Annual Report for 2024
4-Presentation
Description/Analysis
Issue Detail: The City of Sacramento’s 2040 General Plan was adopted by City Council on February 27, 2024. The 2040 General Plan provides a strategic framework for guiding Sacramento’s growth and development with a focus on sustainability and equity. It plans for the addition of 69,000 housing units and 77,000 jobs by the year 2040, concentrating development along key corridors and centers to support a reliable, high-frequency transit network and promote a built environment that creates walkable, bikeable communities. It also introduces innovative first-in-the-nation policies to allow a greater variety of housing types across all residential neighborhoods and includes a data-driven policy framework to advance environmental justice and strengthen community resilience to urban heat and climate change impacts.

Part IV of the General Plan (Administration and Implementation) includes 79 implementing actions to advance its goals and policies. Every year, staff compiles an annual report on the General Plan implementation progress. This annual report highlights key accomplishments, provides updates on implementing actions, and tracks progress toward sustainability and equity goals.

File ID: 2025-01029 7/29/2025
Policy Considerations: The 2040 General Plan includes a City commitment to provide an annual report to monitor the implementation of the goals, policies, and implementing actions of the General Plan. This ensures that the General Plan policies, standards, and strategic implementation program continue to align with the City’s vision and goals for growth and development over the next 20 years, as well as remain responsive to current economic, social, and technological trends.

Economic Impacts: Not applicable.

Environmental Considerations: Review and comment of the General Plan Annual Report is exempt from review under the California Environmental Quality Act as it consists of an organizational activity that will not result in direct or indirect physical changes in the environment (CEQA Guidelines section 15378(b)(5)). This report simply provides the status of implementation of the previously approved 2040 General Plan.

Sustainability: The General Plan annual report monitors the progress of implementing actions, including those supporting sustainability efforts and strategies. The annual report also tracks sustainability and equity indicators outlined in the Sustainability and Equity Chapter of the 2040 General Plan.

Commission/Committee Action:

The 2040 General Plan Annual Report for 2024 was presented to the Planning and Design Commission on May 8, 2025 for review and comment. The Commission responded favorably to the report and expressed appreciation to staff for the work. The Commission asked clarifying questions related to the following topics:
· Housing development
· Transportation funding
· Measuring progress in Opportunity Areas
· The future Fruitridge-Florin annexation study
· Opportunities for upward economic opportunity
No recommended changes to the 2040 General Plan Annual Report for 2024 resulted from the discussion.

Rationale for Recommendation: The 2040 General Plan was approved by City Council on February 27, 2024. The General Plan calls for an annual report to the Planning and Design Commission and City Council on the progress made towards achieving its vision and goals. In assessing this progress, staff can highlight accomplishments, identify areas for improvement, and develop an action plan for the upcoming year. The annual reports and a five-year update cycle ensure that the General Plan continues to be a living document - responsive to the City’s short-term interests and needs while addressing its long-term priorities and values.

File ID: 2025-01029 7/29/2025
Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

Attachment 2 – Background

The 2040 General Plan was approved by City Council in 2024, and this is the first year that the Annual Report will focus on the 2040 Implementation Actions. The General Plan Annual Report provides an overview of the City’s implementation efforts, including completed initiatives and ongoing projects. Implementation is carried out by several City departments, such as the Community Development Department, the Department of Public Works, Department of Youth, Parks, and Community Enrichment, and the Department of Utilities, along with partner agencies and organizations including, but not limited to, school districts, the Greater Sacramento Economic Council, and Sacramento Regional Transit.

The General Plan Annual Report consists of the following components:

1. General Plan Annual Report – The report highlights initiatives and projects that showcase the tangible work City departments have accomplished in the past year toward realizing the vision of the General Plan.

2. Appendix A: Vision and Guiding Principles – This appendix shows the Vision and Guiding Principles adopted by City Council as part of the 2040 General Plan Update process. The Vision and Guiding Principles describe a shared image of the kind of place that Sacramentans would like their city to be in 2040 and what is necessary to achieve it. They identify key themes and priorities and provide a framework for General Plan policies.

3. Appendix B: Implementation Programs – This appendix highlights progress made by all the departments and partnering agencies on the General Plan’s implementing actions. Where appropriate, barriers to progress are identified and addressed.

4. Appendix C: Sustainability and Equity Indicators – The sustainability and equity indicators offer a way to measure progress toward the guiding vision in the General Plan, which states:
“In 2040, the City of Sacramento will be a national model of sustainable and equitable growth and community development.”
The Sustainability and Equity Chapter of the 2040 General Plan identifies nine indicators that are used to measure progress toward the vision of a more sustainable and equitable city. This appendix highlights progress made toward target sustainability and equity metrics.

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SACR AMENTO 2 040

GENER AL P LAN
ADOPTED BY CITY COUNCIL ON FEBRUARY 27, 2024

COMMUNITY DEVELOPMENT DEPARTMENT

CITY OF SACRAMENTO
MAY 2025
2040 GENERAL PLAN
ANNUAL REPORT FOR 2024

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

TABLE OF CONTENTS
Introduct Ion

Safe, equItable, IncluSIve,
and JuSt cIty

general Plan overvIew

regIonal econom Ic Hub

SuStaInable and reSPonSIble
growtH

lIvabIlIty and SenSe of
Place

reSIlIency and clImate
actIon

Interconnected , acceSSIble
cIty Page 28
aPPendIceS
Annual Report on the
City of Sacramento 2040 General Plan
May 2025

INTRODUCTION
To ensure that the City is moving forward to achieve the General Plan’s vision, the Community Development Department provides a report to the Council on an annual basis. The objectives of the report are to highlight the City’s accomplishments, report on current challenges, identify trends, and outline next steps.

The 2040 General Plan was approved by City Council in 2024, and this is the first year that the Annual Report will focus on the 2040 General Plan.

The General Plan Annual Progress Report
is made of the following components:

1. General Plan Annual Progress
Report - The report contains
project highlights that showcase
the tangible work City departments
have accomplished toward
realizing the vision of the General
Plan.

2. Appendix A: Vision and
Guiding Principles - This
appendix shows the Vision and
Guiding Principles adopted by
City Council as part of the 2040
General Plan Update process.

The Vision and Guiding Principles
describe a shared image of the
kind of place that Sacramentans
would like their city to be in 2040
and what is necessary to achieve
it. They identify key themes and
priorities and provide a framework
for General Plan policies.

3. Appendix B: Implementation
Programs - This appendix
highlights progress made by all
the departments and partnering
agencies on the General Plan’s
implementing actions. Where
appropriate, barriers to progress
are identified and addressed.

4. Appendix C: Sustainability
and Equity Indicators - The
sustainability and equity indicators
offer a way to measure progress
toward the guiding vision in the
General Plan, which states,

“In 2040, the City of Sacramento
will be a national model of
sustainable and equitable growth
and community development.”

The Sustainability and Equity
Chapter of the 2040 General Plan
identifies nine indicators that are
used to measure progress toward
Annual Report on the
City of Sacramento 2040 General Plan
May 2025

the vision of a more sustainable
and equitable city. This appendix
highlights progress made toward
target sustainability and equity
metrics.

General Plan Guiding
Principles as a Framework
The Vision of the General Plan is supported
by a series of Guiding Principles,
organized into the following six themes:
• Sustainable and Responsible
Growth
• Resiliency and Climate Action
• Safe, Equitable, Inclusive, and Just
City
• Regional Economic Hub
• Livability and Sense of Place
• Interconnected, Accessible City
These themes laid the framework
for the development of General Plan
policies and implementation actions. As
such, these themes are also used as
the framework for this annual progress
report, which highlights projects from
the past year. Project highlights are
provided to show how various initiatives
and efforts across City departments are
contributing to the Vision and Guiding
Principles of the 2040 General Plan.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

GENERAL PLAN OVERVIEW
neighborhoods, integrates a multimodal
strategy that prioritizes person throughput
and safety, and includes a robust, data-
driven policy framework for promoting
environmental justice and building
resilience to urban heat and the effects
of climate change. The General Plan was
prepared in parallel with a new Climate
Action & Adaptation Plan (CAAP), and by
integrating the two planning processes
the City centered sustainability and placed
holistic, forward-thinking approaches to
urban development and conservation at
the heart of municipal decision-making.

An Environmental Justice Working Group
served as a sounding board throughout
the process and helped to embed equity
as the core of the Plan. Broad-based
community engagement strategies
generated input from thousands of
residents throughout the process,
resulted in significant changes as a
direct result, and included neighborhood
listening sessions in Sacramento’s
disadvantaged communities, interactive
online surveys, in-person community
workshops, a statistical survey for input
on key policy choices, and a multilingual
youth-led survey focused on linguistically
isolated residents as well as a wide
array of digital and in-person events.
2040 General Plan
The 2040 General Plan was adopted by
City Council on February 27, 2024. It
outlines a bold new path for California’s
fastest growing big city - one that is
sustainable, equitable, and just. The Plan
accommodates 69,000 new homes and
77,000 new jobs by 2040, strategically
focusing growth in a network of corridors
and centers to lay the foundation
for frequent, reliable transit. It also
incorporates innovative first-in-the-
nation strategies to allow and incentivize
“Missing Middle Housing” in all residential
Prepared by:

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SACR AMENTO 2 040

GENER AL P LAN
ADOPTED BY CITY COUNCIL ON FEBRUARY 27, 2024

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Master Environmental
Impact Report
The City prepared a Master Environmental
Impact Report (EIR) for the 2040 General
Plan, which is a comprehensive analysis
of the cumulative impacts of growth
anticipated as a result of General Plan
policies. The Master EIR provides a
benefit to subsequent public and private
development projects by providing the
required environmental review at the
time of adoption of the General Plan.

In the past, City projects that have tiered
off the master EIR include the Planning
and Development Code, Age-Friendly
Action Plan, Stockton Boulevard Plan,
and Forward Together, and citywide
rezones for General Plan consistency.

Additionally, the Master EIR assists
various public works projects that provide
the backbone for the City’s infrastructure,
including street repaving, traffic light
replacement, and pipeline upgrades.

General Plan
Implementation
There are 79 implementing actions to
advance the goals and policies of the
2040 General Plan. These implementing
actions identify subsequent steps
necessary to realize the goals and policies
in the General Plan, as well as direct the
completion of on-going planning efforts,
including the Missing Middle Housing
Study, Parking Reform Study, Existing
Building Electrification Strategy, Parks
Plan 2040, and the Urban Forest Plan.

In addition to the implementing actions,
the Sustainability and Equity indicators
outlined in Chapter 2 of the 2040 General
Plan provide metrics by which progress
toward a more sustainable and equitable
city can be measured. Implementation of
these actions also provide avenues and
opportunities for the community to engage
in realizing the vision of the 2040 General
Plan, and progress toward completing
these actions and advancement of the
sustainability and equity indicators will
be presented to City Council annually.

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1810 13TH STREET
SUITE 110
SACRAMENTO, CA 95811

Prepared for:

300 RICHARDS BOULEVARD
3RD FLOOR
SACRAMENTO, CA 95811

FINAL

MASTER ENVIRONMENTAL IMPACT REPORT
SACRAMENTO 2040

GENERAL PLANAND

CLIMATE ACTION &

ADAPTATION PLAN
SCH# 2019012048
JANUARY 2024
Annual Report on the
City of Sacramento 2040 General Plan
May 2025

SUSTAINABLE AND

RESPONSIBLE GROWTH
The 2040 General Plan seeks to direct growth and change into commercial and transit corridors, building on the city’s existing assets and character. Pedestrian, bicycle and transit options will be prioritized over automobiles. Sacramento will continue to be a dynamic regional center of culture, diversity, jobs, food, and beautiful parks and trees, and will cultivate inclusive access to opportunity and healthy living.

Sustainable and responsible growth is supported by policies that promote compact development pattern; access to high-frequency transit; investment in utility infrastructure; a broad mix of housing types; and sustainable living.

Infill Development
As a largely built out city, new growth
in Sacramento will be accommodated
primarily through infill development on
vacant and underutilized properties.

Concentrating new activity-generating
uses such as shops, services, and
places of employment in the corridors
and centers along with high-density
housing can help create a development
pattern that supports frequent, reliable
transit and reduces the need for vehicle
use. Infill development can also help
create vibrant, walkable environments
in the corridors and centers, facilitating
upgrades to aging infrastructure and
presenting opportunities for urban
greening as new development takes
place. The following pages highlight
recent successful infill projects.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

May Lee State Office Complex (651 Bannon St.)
Located in the Sacramento River District, this 1.25 million square foot building consists of four office buildings across a 17.3-acre site and leads in sustainability features, as reflected by its LEED Gold and SITES Gold certification. It is the largest zero-carbon, all-electric workplace campus in
the country. The building has on-
site and structured above-grade
parking that hosts 90 EV charging
stations with the capacity for
more. Additionally, the project
was designed to reduce 5 million
gallons of water annually. This
complex is the new home for
5,000+ State of California
employees from multiple
agencies and includes a child-
care facility, café, bicycle storage,
wellness center, and cafeteria.

The AJ Apartments (251 6th St.)
This five-story mixed-use
residential development in the
Railyards District offers 345
rental units, 69 of which will
be affordable units, and 5,000
square feet of ground floor retail.

Amenities include a courtyard with
a pool and spa, a roof terrace, a
clubhouse and anticipated café
or other food service options in
the ground-level retail space.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Wong Center Senior Apartments (631 F St.)
This four-story senior housing project will house 150 affordable units and 4,000 square feet of community space. This Mutual Housing complex is specifically for residents aged 55 and over, who are
considered low- or very
low-income. Outdoor
amenities will include
community areas with
a bocce ball court,
dog park, barbecues,
and garden plots.

Heights at Stockton Blvd (4995 Stockton Blvd.)
This Mercy Housing residential project includes 200 units of publicly funded affordable housing units with various building types, including a four-story apartment building, three-story walk-up apartments with tuck-under parking and 13 townhouses. A centrally located open space and play area for children will serve the entire community and provide a green terminus to 54th Street.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Northgate T aco Plaza and Outdoor Market (2620 Northgate Blvd.) The Taco Plaza, a joint initiative of the Tacos La Piedad, Sacramento Hispanic Chamber of Commerce Foundation, Council member Karina Talamantes, the Gardenland Northgate Neighborhood
Association, and the Sacramento
Office of Innovation and Economic
Development, aims to transform
an underutilized parking lot along
Northgate Blvd into a vibrant
destination for taco enthusiasts
and the local community. Over
the decades, Northgate Blvd has
experienced shifts within its urban
landscape, with large turnover of
businesses, a lack of permanent
infrastructure improvements,
and a lack of family-friendly
community amenities. Taco Plaza
seeks to uplift the community
and invigorate the local economy by providing a platform for food trucks, street vendors, and neighborhood entrepreneurs to thrive.

This outdoor market space will
create jobs, stimulate economic
growth, and offer a boost to
businesses in the Northgate
Blvd corridor. The plaza is being
designed to support the area’s
ongoing food truck programming
and street vendors by adding
permanent site furniture,
planters, lighting, public art, tree
shading and shade structures
in a 7,500-square-foot area.

In January 2025, the City
celebrated the installation of an
iconic “sign” sculpture consisting of colorful letters that spell out the word “TACO.” When fully developed, this plaza is envisioned to become a weekly gathering and event space for food trucks, street vendors, seating areas, and a stage for artists to perform.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Hub in the Heights Mixed-Use Development (3721 Marysville Blvd.) The ‘Hub in the Heights’ is a proposed six-story, nearly 80,000-square-foot mixed-used building hosting more than 14,000 square feet of neighborhood serving community/retail/office space, 64 affordable and senior housing units, community gathering space, and
an economic empowerment center. The
empowerment center will offer financial
education/planning, job and career
training, HUD-certified housing counseling,
entrepreneurial and business development
support and other generational wealth
creation opportunities. This project is a public-
private partnership spearheaded by the
Greater Sacramento Urban League (GSUL)
and construction broke ground in May 2024.

Saint Clare at Capitol Park (1125 9th St.)
In early 2024, Sacramento’s century-old Capitol Park Hotel was reopened as a permanent supportive housing complex for people transitioning out of homelessness.

Developed by Mercy Housing and the Sacramento Housing & Redevelopment Agency (SHRA), the eight-story, historic hotel was converted into 134 remodeled studio apartments and ground floor retail spaces and also includes meeting spaces, community gathering rooms, offices
for case workers, basement bicycle
storage, supportive services for
residents, and laundry facilities. The
rehabilitation work was extensive,
completely remodeling the interior
while preserving the building’s
elegant façade, as well as many
historical and architecturally striking
features such as the hexagonal tile
in the lobby and two of the original
historic stairs. This project was named
Real Estate Project of the Year by
Sacramento Business Journal in 2023.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Development Activity in Opportunity Areas
Table 1 provides a summary of the development that has occurred in the prior year and shows if it located within an Opportunity Area (see Map LUP-3). This breakdown is provided to help track the City’s success in meeting the housing and job growth projected in the General Plan, especially growth in Opportunity Areas.

Opportunity Areas are important because the General Plan seeks to leverage foreseeable change in these areas to foster an interconnected network of mixed- use corridors and centers that support a range of housing, employment, educational, cultural, and recreational options for people of all ages, abilities, ethnicities, and income levels. The intent is to promote greater integration of uses along the corridors and in centers to broaden the range of housing types in the city, support the vitality of local businesses, lay the foundation for high-frequency transit, and make it easier to get around without a car. At the same time, it also seeks to enhance the quality of life and sense of place in all neighborhoods.

Table 1. Development in Opportunity Areas
Citywide 2040 Opportunity
Areas
% of Development Occurring
in Opportunity Areas
Residential Development
(in units)
2,298 1,508 66%
Non-Residential Development
(in square feet)
74,192 60,838 82%
Source: City of Sacramento, Issued Permits in 2024

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

CONSUMNES RIVER BLVD

VALLEY HI DR

BROOKFIELD DR
80 80
80 5
5 80
50 80 50
99 99

FLORIN RD

FOLSOM BLVD

NORTHG T A E B
V L D

FREEPORT BLVD

FREEPORT BLVD
STO
CKTON
BLVD

FOLSOM BLVD

DELPASO BLVD

TRUXEL RD

SAN JUAN RD

NM ARKET BLVD

ARENA BLVD
NATOM
AS
BLVD

W ELKHORN BLVD

ECOMMERCE WAY

DEL PASO RD

W EL CAMINO AVE

GARDEN HWY

RICHARDS BLVD
N 16TH ST
N 12TH ST

ARDEN GARDEN

EL CAMINO AVE

EXPOSITION BLVD
H ST

ALHAMBRA BLVD
21ST ST19TH ST
9TH ST
3RD ST
J ST

L STP ST

Q ST J ST

ELVAS AVE

BROADWAY

BROADWAY

LAND PARK DR

SUTTERVILLE RD

SEAMAS AVE

RIVERSIDE BLVD

GLORIA DR HAVENSIDE
DR

GREENHAVEN DR

POCKET RD

MEADOWVIEW RD
24TH S T

FRANKLIN BLVD
47TH AVE

FRUITRIDGE RD
65TH S T E XPY

ELDER CREEK RD

MACK RD

STOCKTON BLVD

F O L RIN PERKINS R D

T A W T V A E

POWER I NN R D
R ST
N ST7TH ST

RUSH RIVER DR
E ST
5TH ST

GRAND AVE

MARYSVILLE
BLVD

RIO L INDA B V L D

ARDEN WAY

HOWE V A E

W T A T V A E
14TH AVE
Sacram
ento
River

DEL PASO RD
Ame r i c a n River
Railyards
Pell-Main
Industrial
Park
McClellan
Air/f_ie ld
to
Sacramento
International
Airport Map LUP-3
Opportunity Areas
0 2 41
MILES Source: City of Sacramento Community Development
Department, 2023; Dyett & Bhatia, 2023.

Opportunity Areas
Light Rail Transit
Light Rail Transit (Proposed)
City Limits
Sphere of In/f_luence
Map LUP-3
Opportunity Areas
Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Missing Middle Housing Interim Ordinance
In 2024, the City of
Sacramento adopted the
Sacramento Valley Station
The Sacramento Valley Station Area Plan
is a comprehensive plan for expanding
the current rail station into a full Transit
Center over the next 20-plus years. The
Sacramento Valley Station (SVS) has
been under renovation since 2006, and
the SVS Area Plan is a multi-phased
project that will enable state-of-the
art operations for multiple modes of
transportation at a centralized location.

It will provide user-friendly connections
between all modes of transportation –
train, light rail, regional bus, local bus
and micro-transit, bicycle, pedestrian,
taxi and automobile. The Area Plan
has a zero-carbon mandate for all new
development and will implement a district-
Missing Middle Housing
Interim Ordinance which
broadens the range of
housing types permitted
by right within the single-
unit and duplex dwelling
zones. This ordinance
implements a significant
policy of the City’s 2040
General Plan - LUP-

6.3 Variety of Housing
Types, which “promotes
the development of a
greater variety of housing
types and sizes in all
existing and new growth communities.”
The ordinance encourages small-lot
development and permits neighborhood-
scale multi-unit dwellings by right within
the City’s R-1, R-1A, R-1B, and R-2
zones. Also referred to as Missing Middle
Housing, neighborhood-scale multi-
unit dwellings may include townhomes,
duplexes, fourplexes, six-plexes, cottage/
bungalow courts, and many more. The
ordinance is considered ‘interim’ because
it acts as a temporary measure while
the City works on a longer-term effort
to comprehensively amend the Planning
and Development Code (Title 17), as
directed by the 2040 General Plan.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

based energy and water reuse program to which the existing passenger rail station was designed to “plug-in” during the Phase 2 rehabilitation project.

Within the last year, City staff made improvements to a section of the historic canopies that will serve as a distinctive walkway corridor to the waterfront for SVS passengers, and those heading to the Athletics, along with new designated scooter parking at the station for last-mile connections from the station. In the upcoming year, City staff will oversee the construction of the new North Entrance to the Railyards that will be dedicated to bicycle and pedestrian travel. City staff is also currently in the design process for the H Street two-way cycle track from 10th Street to 5th Street, as well as working in coordination with Sacramento Regional Transit on the relocation of their station. Finally, City staff will be working to complete storm drain improvements, including the remaining segment of the Railyards South of the Tracks (SOTA) storm drain line, which, when completed, will create development-ready parcels that currently serve as detention basins; as well as designing the piping for the other wet utilities, including the trunk line for on-site recycled water at SVS.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

RESILIENCY AND

CLIMATE ACTION
Sacramento will be a leader in bold, equitable climate action and the green economy, taking steps to cut waste, pollution, and carbon emissions. Through its continued progress toward Sacramento’s 2045 climate neutrality goal, the city will also achieve other, interconnected goals: healthy, climate-safe homes, green spaces and tree canopy for all, an efficient zero-emissions transportation system, clean air, and a thriving, sustainable economy. Recognizing the future challenges of climate change, Sacramento will build resilience for all its communities, especially the most vulnerable.

Resiliency and climate action is supported by policies that aim to achieve carbon neutrality; prepare for the effects of climate change; reduce per capita energy use, waste, and pollutants; address environmental hazards and promote environmental health and resilience; work towards creating an extensive tree canopy, green infrastructure, parks, and gardens; take action to build resilience; and improve options for zero-emission transportation.

Parking Strategy
One of the key policies of the
2040 General Plan was LUP-4.14
which eliminated vehicle parking
minimum requirements. To align
the Sacramento City Code with
this policy, on April 8, 2025 the
City Council adopted an ordinance
removing provisions in the
Planning and Development Code
relating to minimum off-street
vehicle parking requirements.

As part of the City’s effort to
support active transportation
and other low-carbon modes of

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

transport and to support strategic land use
intensification and reduce urban sprawl,
staff is exploring a range of options to
address the potential oversupply of
off-street parking in new development
projects, particularly in housing
development. In 2023, staff began work
on the Revisions to Vehicle and Bicycle
Parking Requirements Project in order
to evaluate expanding bicycle parking
requirements and developinga Parking
Management Toolkit to manage the
existing parking supply that will include
strategies such as shared parking facilities,
unbundling the cost of parking for users,
expanded permit parking programs,
car sharing, and pricing of parking.

Dos Rios Light Rail Station
In 2025, Sacramento leaders and
community members recently joined
the Sacramento Regional Transit District
(SacRT) in a groundbreaking ceremony
celebrating the future Dos Rios Station
on the Blue Line. The project brought
together local, state, and federal leaders
who have contributed to this milestone
in transit planning. The new station will
serve as a key transportation link for the
growing River District and the Mirasol
Village housing community, improving
access and connectivity in the area.

Due to the area’s industrial history, the
site required extensive environmental
remediation before development. The
U.S. Environmental Protection Agency
(EPA) awarded the Sacramento Housing
and Redevelopment Agency (SHRA) a
$350,000 Brownfields Cleanup Grant
to initiate the process. The City also
contributed $1.1 million in Community
Development Block Grant funding from
the U.S. Department of Housing and
Urban Development, along with $330,000
from its EPA Brownfield Revolving Loan
Fund Program. These funds helped
remediate the future light rail site and
ensure worker safety during construction.

Portions of funding allocated to
the development were dedicated
to neighborhood improvements.

The City implemented these
improvements through projects
such as improved pedestrian
facilities, the North 12th Street
cycle track, North 12th Street
murals, the River District Park,
Matsui Park access improvements,
River District gateway art
sculptures, and wayfinding signage.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Urban Forest Plan
The City of Sacramento has a long-
standing reputation as the City of Trees,
as highlighted by General Plan Policies
ERC-3.2 Tree Canopy Expansion and ERC-

3.3 Tree Protection. By 2045, the City
strives to achieve a 35 percent urban tree
canopy cover which will require ongoing
and intentional management and action.

As of 2018, there were approximately
one million trees within
the City accounting for a
canopy cover of 19 percent.

The Urban Forest Plan
is the City’s primary
planning tool for the
protection, expansion,
maintenance, sustainability,
and enhancement of
Sacramento’s urban forest
and is anticipated to be
adopted by City Council in
mid-2025. Reaching the
City’s canopy cover goal
will require growing the
urban tree canopy across
public property, private
lands, residential yards,
parks, natural areas,
streetscapes, schools, and
commercial businesses
throughout the City. City
staff has already begun
advancing priority urban
forestry actions, including:
• Securing approximately $2 million
in grant funding to support
expanded tree planting in
disadvantaged communities;
• Updating the City tree inventory;
and
• Incorporating street tree
considerations into the Streets
for People Plan and Street Design
Standards Update.

PUBLIC REVIEW DRAFT APR 2024
Sacramento
Urban Forest Plan
Annual Report on the
City of Sacramento 2040 General Plan
May 2025

SAFE, EQUITABLE, INCLUSIVE,

AND JUST CITY
The 2040 General Plan emphasizes the just and equitable treatment of all neighborhoods and people, address historical inequities, and ensure broad community participation and ownership in public processes, as well as accountability in implementing plans. Efforts to address systemic inequities require investing resources into communities that have been historically underserved.

Creating a safe, equitable, inclusive, and just city is supported by policies that aim to prioritize safety; support law enforcement strategies that collaborate with and is accountable to the community; prioritize community resources toward historically disadvantaged communities; maintains responsive public services; cares for the homeless; embodies the spirit of collaboration in diverse and multicultural communities; pursues equity, justice, and accountability; and improves access to fresh and health food, clean water, and sanitation.

Forward Together Pilot Grant Program
In 2024, City Council approved The Forward Together Action Plan, a strategic roadmap designed to revitalize the Marysville and Del Paso Boulevard corridors by fostering economic growth, enhancing community well-being, and preventing displacement. To advance the Action Plan’s goals, the Forward Together Pilot Grant Program was launched in Fall 2024 to provide direct funding to local businesses and community organizations.

Annual Report on the
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May 2025

The grant program aims to support
small businesses and entrepreneurs by
offering grants to fuel business growth
and sustainability; empower community-
led initiatives by investing in projects
that enhance the economic and social
fabric of the corridors; and test and
scale innovative solutions by providing
funding for pilot programs that can
inform long-term revitalization efforts.

In 2025, the City awarded $600,000 to
support Marysville-Del Paso Boulevard
revitalization initiatives. The $600,000
grant funds will be distributed between
selected 16 nonprofits, businesses and
individuals to receive
grant funds through
the Forward Together
pilot grant program.

The Forward Together
Pilot Grant Program had
two categories. The first
was the Action Grant
which was intended to
fund projects that deliver
tangible results and
impact within 12 months
or less. The second - the
Collaborative Impact Grant
- was for organizations
and businesses to
collaborate on a single
proposal that will achieve multiple actions
listed in the Forward Together Action
Plan. The program supports projects
that enhance housing, employment,
retail, and community experiences. Key
programs and organizations supported
by this grant program include D2
Thrives, the Greater Sacramento Urban
League, and Uptown Beats & Eats.

Front Street Homeless
Outreach and Assistance
Program
The Homeless Outreach and Assistance
Program (HOAP), run through the
Front Street Animal Shelter, addresses
the tremendous need for pet-related
services among unsheltered residents in
Sacramento. The HOAP team includes
a program coordinator, registered
veterinary technicians, animal control
officers, and other support staff. One
way the program removes obstacles is
by getting animals fixed and vaccinated,

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

which are often requirements for pet
ownership in shelters and long-term
housing solutions. Additionally, HOAP has
worked with case managers, navigators
and transitional shelter staff to ensure
clients had the updated vaccination
records needed to pursue housing or stay
complaint with housing policies. Services
offered include vaccinations, microchips,
arranging spay or neuter surgeries,
in-the-field vet exams, assisting with
veterinary care, distributing pet
supplies and more. In 2024, the HOAP
team assisted owners experiencing
homelessness and their pets by providing
care to 1,325 animals, assisting 747
owners, arranging spay/neuter for 253
pets (while providing transport assistance
to 57% of those pets), and administering
3,995 treatments including vaccines,
flea prevention, dewormer, and more.
“Squad” Program
In 2024, the City of Sacramento Fire
Department launched a pilot program
to address the increase in 911 calls to
ensure quality and timely service to the
Sacramento community. The new “squad”
program will help Sac Fire respond to the
over 110,000 calls they receive annually,
some of which are
non-emergencies. The
program will use smaller
wildland fire engines,
or squads, to respond
to non-urgent aid calls.

By deploying squads
for non-life-threatening
calls, Sac Fire frees
up fire engines and
ambulances for larger
emergencies, optimizing
resources and response
times. The squads
also feature newer
“telehealth” technology,
called Tele911, to
immediately connect
people with a live doctor,
thus helping patients receive expedited
medical care and potentially freeing
up resources for other emergencies.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

REGIONAL ECONOMIC HUB
As California’s capital, Sacramento will continue to be a primary center for government, employment, education, and culture. The city’s economy will continue to strengthen, diversify, and participate in changing global industries.

A regional economic hub is supported by policies that promote Sacramento as a regional economic center; support small local businesses; provide cradle- to-career pipeline opportunities; encourage workforce participation; promote equitable economic development; and make Sacramento a civic and cultural hub.

North Sacramento Business Investment Program
In 2025, the City launched the North Sacramento Business Investment Program. Open to eligible North Sacramento businesses and property owners, the Program pairs funding for tenant improvements and equipment purchases with complimentary business technical assistance. Property owners in North Sacramento’s key commercial corridors to receive up to $240,000 in funding for tenant improvements, equipment purchases, and business consulting.

The purpose of the Program is to help commercial corridors in City Council District 2 recover from the negative economic impacts caused by the COVID-19 pandemic. By investing in business stability and growth, the Program aims to attract more customers, create jobs, and better serve the local economy. “The North Sacramento Business Investment Program represents a significant step toward revitalizing our community

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

and supporting local businesses that
are the backbone of our economy,” said
Councilmember Roger Dickinson, who
represents the district. “This initiative will
help create opportunities for growth, foster
innovation, and bring renewed vibrancy to
our commercial corridors, ensuring that
North Sacramento continues to thrive.”
Youth Resource and
Employment Fair
In 2025, the Department of Youth,
Parks, and Community Engagement
organized a free Youth Resource and
Employment for youth and young
adults ages 13 to 24 who are eager
to explore job opportunities, career
pathways, and community resources.

This year’s fair featured more than 30
vendors representing industries such as
trade schools, higher education, financial
institutions, and more. Attendees
had access to valuable information
on stipend-based programs, seasonal
employment, and career opportunities.

The goal of this resource fair was to
equip young people with the tools and
connections they need to succeed,
whether they’re searching for their first
job, a summer opportunity, or long-
term career guidance. Beyond employer
booths, attendees could take advantage
of free professional headshots and one-
on-one support to set up their online
application account to apply for City jobs.

Creative Youth Workforce
Development
In late 2024, the City of Sacramento’s
Office of Arts and Culture (OAC) launched
its 2025-26 Creative Youth Workforce
Development Grant. The grant program
awards up to 10 grants – seven grants

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

of $75,000 and three grants of $220,000
– to Sacramento-based nonprofit cultural
organizations and for-profit creative
businesses to create high-impact
training and work readiness experiences
for youth and young adults ages 16-

24. Programs would serve youth in the
United States Department of Housing and
Urban Development (US HUD) qualified
census tracts, US HUD adjacent and/
or the Sacramento Opportunity Zone.

Railyards Development
The Railyards property is located just
north of Downtown and south of the River
District. Once serving as the western
terminus of the 1860s Transcontinental
Railroad, today the Railyards continue to
house a major transportation hub and
will soon be home to a dynamic mixed-
use, transit oriented development. The
244-acre site will transform the historic
Union Pacific site into a dynamic, urban
environment featuring a state-of-the-art
mass transit hub that will serve residents,
workers, and visitors. In October, 2016,
the City Council approved planning
entitlement for the Sacramento Railyards,
which includes entitlements for housing,
retail, office use, mixed-use, a medical
campus, hotels, historic and cultural
uses, open space, and a soccer stadium.

In 2024, the City of Sacramento was
awarded a $4 million grant to complete
active transportation link to Railyards
District, a significant milestone in the
City’s ongoing mission to transform
Sacramento into a model of sustainable
urban living. As part of a regional
partnership led by Capitol Corridor Joint
Powers Authority, the awarded funds will
support the Sacramento Valley Station
– Railyards Western Connector project,
extending Bercut Drive to meet the
SVS Westside Tunnel, a long-awaited
connection 12 years in the making.

The Western Connector will link Old
Sacramento to new developments in
the Railyards for pedestrians, cyclists,
and potentially electric shuttles,
providing greater access between the
Railyards, Sacramento Waterfront, and
the Downtown Commons. Ultimately,
this connection will pave the way to
the Sacramento Valley Station District,
envisioned as a vibrant hub of activity.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

LIVABILITY AND

SENSE OF PLACE
Every neighborhood will be a desirable place to live, with safe streets, extensive tree canopy, a range of housing choices, mixed-use neighborhood centers, great schools, parks and recreation facilities, and convenient connections to jobs, services, and nature. Every resident will feel the freedom to walk and bike safely and comfortably.

Sacramento’s neighborhoods will be affordable and inclusive, and every resident will have the opportunity to thrive. Sacramento will continue to celebrate its cultural and ethnic diversity and will foster the arts, protect historic, cultural, and natural resources, and cultivate its extensive urban forest, parks and riverways.

Livability and sense of place is promoted
by policies that improve the safety and
cleanliness of Sacramento; imbue a
sense of pride of place; celebrate existing
neighborhoods and assets; maintain
essential infrastructure; improve access
to nature including Sacramento’s rivers;
support a family-friendly, healthy, physically
active lifestyles; offer recreational
opportunities and programs; and
invest in the local arts community.

LGBT Historic Experience
Project
The City of Sacramento’s LGBTQ+ Historic
Experience Project, which was funded
through a grant from the California State
Office of Historic Preservation and the
City of Sacramento, was a dedicated
effort to produce a thematic historic
context statement and survey of LGBTQ+
Sacramento
LGBTQ+
Historic Experience Project
HISTORIC CONTEXT STATEMENT • DECEMBER 2024

PROJECT

WEBSITE

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

history in Sacramento. The project
concluded in December 2024 with the
Council adoption of the final historic
context statement (HCS), a historic
survey of the Lavender Heights District,
and landmark surveys for five sites.

The HCS highlights Sacramento’s LGBTQ+
history and begins to rectify historical
disparities through the identification of
sites, persons, and events that are of
historic importance to this community.

The HCS draws upon new and existing
research, including oral histories
with members of the community, and
provides a general discussion of the
overarching forces that shaped LGBTQ+
life in Sacramento. While the HCS is not a
comprehensive history of Sacramento or
the LGBTQ+ community’s contributions to
the city, its purpose is to provide a general
overview of the community’s presence in
Sacramento so it may be used to justify
the listing of additional landmarks on the
Sacramento Register. The HCS may also
be used to create plaques, public
art, or educational curriculum.

Del Rio Trail
The City of Sacramento in May
2024 opened the Del Rio Trail,
a new active transportation
corridor that will provide a low-
stress bike route connecting
south Sacramento to downtown.

Running parallel to I-5, Riverside
Boulevard and Freeport
Boulevard, the 5-mile trail is forecasted
to see over 10,000 bicycle and pedestrian
trips in its first year of operation. By
preserving 23,000 feet of railroad tracks,
the trail maintains the historic feel of the
corridor, while also removing accessibility
barriers and meeting or exceeding state
and federal accessibility requirements.

This trail will connect neighborhoods
such as South Land Park, Freeport Manor,
Z’berg Park, Land Park, Meadowview,
and Pocket, offering an Americans with
Disabilities Act (ADA)-compliant path
to downtown Sacramento. The project
connects to several bus routes with
Sacramento Regional Transit, which
transferred ownership of the 50-acre
corridor to the City for $1 to facilitate
the construction of the trail. To enhance
safety and connectivity, the Del Rio Trail
introduces eight new road crossings
with new signals and stop signs.

Additionally, the Del Rio Trail art project,
led by the City’s Office of Arts and

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

Culture and funded by Clean California
grants, brought together 27 artists to
create trail-inspired artworks in various
disciplines, engaging the community
throughout their creative processes. The
Del Rio Trail now features 18 permanent
artworks created by various artists and
artist teams, along with 12 interpretive
signs installed along the path.

Florin Road Beautification
Project
The Florin Road Community Beautification
Project is a placemaking project to
improve a stretch of Florin Road from
Tamoshanter Way to Franklin Boulevard.

Funded by a $1.2 million CalT rans Clean
California grant, the project brings
together community partners and
stakeholders with a mission to reduce
waste and debris, beautify and improve
public spaces, and advance equity for
the area’s underserved communities.

The project area has received updated
landscaping, additional public seating,
new wayfinding signage, waste container
upgrades and additions, placemaking
banners designed by area youth, and
29 eye-catching art installations which
transform dumping hotspots and graffiti
prone areas into vibrant displays of the
culture of the Meadowview neighborhood.

Through paid internship opportunities,
local youth also removed 121 cubic yards
of waste from the project area, created and
implemented a liter abatement awareness
campaign, and worked with local businesses
to develop waste reduction strategies.

The Florin Road Community Beautification
Project - Committed to a cleaner,
greener, and more beautiful Florin Road.

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

INTERCONNECTED,

ACCESSIBLE CITY
Sacramento will ensure that residents of all ages and abilities have access to a range of reliable, environmentally responsible transportation options. Sacramento will invest in its aging infrastructure and prioritize carbon-neutral transport, and will have clean air, water, and “complete” streets. Sacramento will also invest in its human capital today, prioritizing investment in youth, the adults and leaders of 2040.

An interconnected, accessible city is supported by policies that prioritize the connection between Sacramento neighborhoods; promote active transportation and high-occupancy transport; support a multi-modal transportation system; value the safety of human life; use equity as a prioritization tool; improve quality, language, accessibility, and performance of urban services; and promote digital connectivity.

Franklin Boulevard
Complete Streets
After nearly seven years of planning,
community input and design,
construction of the Franklin Boulevard
Complete Streets Project is slated to
begin in early 2025. The project is
located on Franklin Boulevard between
Sutterville Road to 32nd Avenue, just
south of Fruitridge Road. The project
will reduce lanes from four to two, add
protected bikeways, widen sidewalks,
and introduce landscaping, trees, and
pedestrian lighting. These changes will
calm traffic and make the area safer for
Annual Report on the
City of Sacramento 2040 General Plan
May 2025

the community. The project will transform
the corridor into a friendly and inviting
gateway to the district, businesses
and adjacent neighborhoods and will
introduce new sidewalk improvements,
marked pedestrian crossings, buffered
bicycle lanes, lighting and landscaping.

Streets for People
Public Works staff is working on an
important update to the City’s Active
Transportation Plan, renaming the plan
Streets for People. The Streets for
People Plan will identify an all ages and
abilities network for people walking,
biking, and rolling citywide. The plan’s
recommendations emphasize equitable
access to safe, low-stress routes
for walking and biking, prioritizing
improvements in disadvantaged
communities. The first part of the plan,
Neighborhood Connections, focuses on
residential streets and minor collectors and
was adopted by City Council in February
2025. The second part of the plan, Active
Transportation Network, which focuses
on major collectors and arterial streets,
is anticipated to be adopted in summer
of 2025. Together, the two networks
will identify low-stress connections for
Sacramento communities to connect
to the places they need to go using
active modes of transportation.

Vision Zero
Sacramento has one of the
highest transportation fatality
rates per capita among California
cities. Sacramento is a Vision
Zero City. Vision Zero is a
philosophy that rejects the notion
that transportation crashes are
simply “accidents,” but instead
preventable incidents that can
and must be systematically
addressed. Through Vision Zero,
the City of Sacramento and its
partners are committed to working
together to create safer streets.

In 2025, the Department of Public
Works initiated an update to the
Vision Zero Action Plan (VZAP).

Streets for People:

Sacramento's Active Transportation Plan
PUBLIC DRAFT | MARCH 2025

Annual Report on the
City of Sacramento 2040 General Plan
May 2025

The Action Plan outlines
policy, program, and
infrastructure strategies
and actions to reduce
serious and fatal crashes.

This VZAP Update builds
on the 2018 Plan, outlining
an updated framework for
the near future. While the
city has made strides toward achieving the
Vision Zero goals set in 2018 to eliminate
transportation-related fatalities and severe
injuries, this update is critical to assess progress,
evaluate current conditions, and create a path
forward that aligns with community goals
and State and Federal standards. The VZAP
update will establish a new set of strategies
and actions designed to reduce collisions
while supporting mobility and opportunity.

APPENDIX A

GENERAL PLAN VISION AND

GUIDING PRINCIPLES
The Vision and Guiding Principles describe
a shared image of the kind of place that
Sacramentans would like their city to be in
2040 and what is necessary to achieve it. They
identify key themes and priorities, and set the
tone for the General Plan Update and Climate
Action Plan. In April and May 2019, over 400
individuals attended workshops and shared
input which has informed the 2040 Vision
and Guiding Principles.

SACRAMENT0 | 2040
Vision Statement and
Guiding Principles Update

On December 4, 2018 the City Council adopted a Global Ends policy, which outlines the outcomes the City Council wishes to achieve:

The City of Sacramento community, including its distinct neighborhoods, enjoys a diversified, inclusive economy and a city that is clean, safe, healthy, and vibrant, with beautiful natural spaces, recreational activities for all ages, cultural events, and ease of mobility. These ends are achieved efficiently and to the greatest possible extent given available resources.

The following Vision and Guiding Principles will help guide the development of the 2040 General Plan and achieve the outcome as desired by the Council in the Global Ends policy.

2040 Vision Statement and Guiding Principles Update
In 2040, the City of Sacramento will be a national model of sustainable, equitable growth and community development.

Sacramento will continue to be a dynamic regional center of culture, diversity, jobs, food, and beautiful parks and trees, and will cultivate inclusive access to opportunity and healthy living.

The General Plan seeks to direct growth and change into commercial and transit corridors, building on the city’s existing assets and character. Pedestrian, bicycle and transit options will be prioritized over automobiles.

Every neighborhood will be a desirable place to live, with safe streets, extensive tree canopy, a range of housing choices, mixed-use neighborhood centers, great schools, parks and recreation facilities, and convenient connections to jobs, services, and nature. Every resident will feel the freedom to walk and bike safely and comfortably. Sacramento’s neighborhoods will be affordable and inclusive, and every resident will have the opportunity to thrive.

As California’s capital, Sacramento will continue to be a primary center for government, employment, education, and culture. The city’s economy will continue to strengthen, diversify, and participate in changing global industries.

Sacramento will be a leader in bold, equitable climate action and the green economy, taking steps to cut waste, pollution, and carbon emissions. Through its continued progress toward Sacramento’s 2045 climate neutrality goal, the city will also achieve other, interconnected goals:
healthy, climate-safe homes, green spaces and tree canopy for all, an efficient zero-emissions transportation system, clean air, and a thriving, sustainable economy. Recognizing the future challenges of climate change, Sacramento will build resilience for all its communities, especially the most vulnerable.

Sacramento will ensure that residents of all ages and abilities have access to a range of reliable, environmentally responsible transportation options. Sacramento will invest in its aging infrastructure and prioritize carbon-neutral transport, and will have clean air, water, and “complete” streets. Sacramento will also invest in its human capital today, prioritizing investment in youth, the adults and leaders of 2040.

Sacramento will ensure the just and equitable treatment of all neighborhoods and people, address historical inequities, and ensure broad community participation and ownership in public processes, as well as accountability in implementing plans. Sacramento will continue to celebrate its cultural and ethnic diversity and will foster the arts, protect historic, cultural, and natural resources, and cultivate its extensive urban forest, parks and riverways. 1 Vision Statement

2 SUSTAINABLE AND RESPONSIBLE GROWTH

1. Concentrate new growth within Sacramento’s existing
footprint to promote a compact development
pattern that supports efficient delivery of public
services and infrastructure, while protecting
surrounding open space lands.

2. Link new growth with access to high-frequency
transit in order to optimize public investments and
support an accessible, convenient network that offers
a viable alternative to the automobile and pr
omotes
public health.

3. Guide robust investment in utility infrastructure
to support sustainable gr
owth with an emphasis on
serving disadvantaged comm
unities.

4. Cultivate a broad mix of housing types in all
residential zones throughout the city to provide options for residents of all income levels, while protecting
existing residents and communities from displacement.

5. Foster "complete neighborhoods” that provide
for residents’ daily needs within easy walking or biking distance from home and that promote regular physical
activity.

6. Make Sacramento a model of sustainable living
by pr
omoting environmentally conscious and health-
promoting design of buildings, parks and infrastructure, as well as by promoting the adaptive reuse of existing
buildings and the careful conservation of energy, water, open spaces, trees, and other natural resources.

Guiding Principles

3 2040 Vision Statement and Guiding Principles Update

RESILIENCY AND CLIMATE ACTION

7. Take bold action to achieve carbon neutrality by
2045 and become a leading voice in the effort to reduce greenhouse gas emissions and adapt to climate change.

8. Proactively prepare for the effects of climate
change, including flooding, fires, drought, smoke, heat, and infrastructure failure, and empower residents
and businesses to respond, adapt, and evolve as a
community in the face of climate change.

9. Facilitate the use of innovative approaches, new
technologies, and economic development to
dramatically reduce per capita energy use, waste,
and pollutants.

10. Collaborate across City departments as well as with other public agencies and community organizations to effectively address environmental hazards and promote
environmental health and resilience throughout the
community.

11. Integrate and invest in an extensive tree canopy,
green infrastructure, parks, and gardens in all
neighborhoods, particularly disadvantaged communities,
to protect against excessive heat, to improve air and
water quality, and to sustain human and environmental
health. Recognize the importance of growing and
maintaining a vibrant, expanding tree canopy for climate change mitigation and adaptation.

12. Prioritize the most vulnerable (e.g. individuals with disabilities, linguistically isolated, and seniors) and under- served communities in developing climate solutions, and take action to build resilience at the household,
neighborhood, and citywide scale.

13. Develop infrastructure to support zero emission
transportation and provide viable options for low
income households.

4 SAFE, EQUITABLE, INCLUSIVE,

AND JUST CITY

14. Work to ensure that Sacramento is an equitable,
inclusive, and just city for people of all ages, abilities, ethnicities, races, genders, sexual identities, incomes, and cultures, such that everyone can achieve their full potential here.

15. Prioritize safety in Sacramento’s neighborhoods, public parks, streets, and on public transit.

16. Support and provide law enforcement that
collaborates with and is accountable to business
and local residents,
including youth, through proactive
efforts to build trust and common understanding.

17. Prioritize community resour ces towards historically disadvantaged communities in an equitable manner.

18. Provide responsive public services that are accessible to and inclusive of residents of all ages, abilities,
socioeconomic, cultural, and linguistic backgrounds.

19. Holistically addr ess the needs of and prioritize care for the homeless, directing resources in a compassionate
way that facilitates the transition back into permanent housing.

20. Celebrate Sacramento's diverse, multicultural
communities and promote understanding and respect
among all residents. Foster a spirit of collaboration
and working together to build up the city and the
people in it.

21. Promote equity, justice, and accountability with
a concerted application of resources toward youth in
greatest need.

22. Promote community access to fresh and healthy food, clean water and sanitation.

5 2040 Vision Statement and Guiding Principles Update

REGIONAL ECONOMIC HUB

23. Strengthen Sacramento’s role as a
regional economic center that attracts
and retains a broad range of living-wage
jobs in a diverse range of established and
emerging industries with opportunities for
advancement throughout the city.

24. Foster entrepreneurship with a focus on
small local businesses, home-based
businesses, and other opportunities that
increase workforce participation.

25. Empower Sacramento’s workforce
for success and build a “cradle-to-
career” pipeline, collaborating with
public agencies, educational institutions,
and community groups to provide
the education, training, and resources
necessary to thrive.

26. Support workforce participation by
improving access to efficient, affordable
transportation, training, childcare, and
senior care.

27. Encourage equitable economic
development and investment that
create opportunity for existing
residents and businesses in underserved
neighborhoods and commercial
corridors, while also taking action to
prevent displacement.

28. Promote Sacramento as the civic and
cultural hub of the Central Valley with
world class destinations throughout the
City that draw people from around the
region and the state.

6 LIVABILITY AND SENSE OF PLACE

29. Ensure that Sacramento is a clean and safe city,
with inclusive civic engagement and vibrant, diverse,
welcoming public spaces where everyone feels
comfortable.

30. Promote pride of place by respecting the unique
character of established neighborhoods while also
welcoming compatible high-quality infill development that provides options for people at all stages of life.

31. Focus resources on maintaining and improving existing neighborhoods, community assets, and essential
infrastructure.

32. Cultivate community character throughout Sacramento by promoting public art and festivals; fostering
walkable mixed-use places with active street life;
and preserving and enhancing historic, cultural, and
natural resources.

33. Expand access to nature and provide trees and
parks in every neighborhood, as well as public access
to rivers, green spaces, and the regional open space
network.

34. Recognize Sacramento's rivers as a vital community
asset, ensuring ecologically appropriate activities and providing public access, parks, recreational opportunities, and well-maintained trails all along the Sacramento and American Rivers.

35. Promote healthy, physically active lifestyles and
community access to parks, green spaces, and clean air.

36. Work to ensure that Sacramento is a family-friendly city, with family-oriented destinations, accessible
childcare, and neighborhoods that promote active
lifestyles and are safe and livable for young and old
alike.

37. Expand recreational opportunities and programs
for r
esidents of all ages, including lifelong learning
opportunities for adults and after-school activities for children and youth.

38. Foster a thriving local arts community where residents and visitors can enjoy and create music, theater, dance, and visual arts throughout the city.

7 2040 Vision Statement and Guiding Principles Update

INTERCONNECTED, ACCESSIBLE CITY

39. Strengthen connections between Sacramento
neighborhoods, to neighboring communities, and to the
wider region by expanding and enhancing the range of
transportation options for people of all ages and abilities.

40. Reduce reliance on single-occupant vehicles, prioritize and promote active transportation and, high-
occupancy transport.

41. Improve the efficiency of the multi-modal
transportation system and plan infrastructure that
can flexibly accommodate rapidly emerging modes of
transportation.

42. Recognize that traffic deaths and serious injuries are a public health issue and, with a goal of reaching zero traffic by 2027 through the Vision Zero initiative, the City will make safety of human life the City's highest priority,
taking proactive, preventative steps.

43. Include equity as a prioritization tool to ensure
investment in underserved neighborhoods to improve
equity in transportation, mobility, and other public
service investments. Include all affected communities in transportation planning decisions.

44. Leverage information and communication technologies to enhance the quality, language accessibility, and
performance of urban services, including energy,
transportation, utilities, and recreation programming.

45. Bolster digital connectivity for residents and
businesses, r
ecognizing that it underpins almost every
aspect of modern living, from work to travel, leisure
and health.

APPENDIX B

IMPLEMENTING ACTIONS

PROGRESS UPDATE
Implementation Actions Progress Update
Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
LUP-A.1 Area of Concern. The City shall work with Sacramento Local Agency Formation Commission (LAFCo) to designate the Natomas Basin Study Area as an Area of Concern to provide the City with greater influence on land use decisions and other governmental actions that directly and indirectly affect the city of Sacramento in this important area beyond its Sphere of Influence.

Community Development
Department
X City staff has commenced discussions with the Sacramento Local Agency Formation Commission (LAFCo) staff about the Area of Concern designation.

X
LUP-A.2 Local Bonus Program. The City shall amend the Planning and Development Code to establish a local bonus program for development projects providing regulated affordable housing, including those with less than 5 units that would not qualify under the state density bonus law (CA Govt Code Sections 65915-65918).

Community Development
Department
X City staff intends to initiate this program in Summer of 2025. X HCR-A.1 Preservation Emergency Response. The City shall incorporate historic preservation and historic resource surveys and evaluation into existing and future mitigation, response, and recovery processes.

Community Development
Department (lead); Office of
Emergency Management
(support)
X X City staff has applied for a grant from the National Endowment for the Humanities (NEH) to incorporate all cultural resource data into a single database to make the infomration available in the event of a disaster.

X
HCR-A.2 Heritage Tourism Plan. Through its Preserve America Community designation, the City shall develop and implement a Heritage Tourism Plan, partnering with public agencies, non-profit organizations, and private entities as appropriate.

Community Development
Department (lead); Office of
Innovation and Economic
Development (support)
X X City staff is in the proces of updting the Old Sacramento National Register designation to promote heritage tourism in the district. X HCR-A.3 Education and Awareness. The City shall take actions to foster an awareness of the importance of preserving the city’s heritage and cultural and historic resources. Such actions may include the following:
• Identification and recognition of historic resources through its plaques and markers, murals, and other placemaking programs;
• Networking with other agencies, regional universities and colleges, Preservation Sacramento, Sacramento Modern, Native American tribes, and other organizations to promote historic preservation;
• Exploring opportunities to partner with local historic, cultural, community, and business organizations to establish and operate interpretive programs, such as walking/audio tours or “story poles;” home tours; permanent displays and signage; informational pamphlets; banners; and special events celebrating local history and culture; and
• Maintaining an accurate and up-to-date preservation website and pamphlets to promote the appreciation, maintenance, rehabilitation, and preservation of Sacramento’s historic and cultural resources.

Community Development
Department
X X City staff has received a National Park Service grant to designate the Hacket House Site a Network to Freedom Site for its association with Underground Railroad history in Sacramento. The office continues to promote its plaque program and participate in the planning for the 2025 California Preservation Foundation confrence which will be held in Sacramento.

X
Responsibility Implementation

PLANS AND PROGRAMS
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 1/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
E-A.1 Prioritizing Digital Skills Training. The City shall strive to work with community colleges, universities, and workforce and economic development groups to increase investment in digital skills training to both grow the pool of high- skill technical workers and expand the number of workers with basic digital literacy.

Office of Innovation and
Economic Development
X City staff is exploring local partnerships, including with Sacramento Employment Training Agency and the UC Davis Health Systems. X E-A.2 Aligning Education and Training. The City should consider establishing forums/channels for discussion and action on better aligning secondary and post- secondary education and training with the needs of local businesses.

Office of Innovation and
Economic Development
X The City is currently working with post-secondary education to provide internships in City Departments. We are also working with high school with a new program, Semester at City Hall, encouraging youth to get involve with civic minded careers.

X
E-A.3 Paid And Volunteer Job Programs. The City should expand programs that provide paid and volunteer jobs and internships for local youth and for economically, physically, and socially disadvantaged people, continuing to work with federal, State, and regional partners to seek funding opportunities for strategic workforce and economic development programs.

Office of Innovation and
Economic Development,
Youth, Parks, & Community
Enrichment
X City staff is currently meeting this goal with funding from the State of California to provide internships at the City in a various deptments including: IT, OIED, YPCE, Public Works, City Council. The City also funds youth internships at the County of Sacramento and local Property and Business Improvement Districts. The City currently has secured funding through the end of 2026 ($2.6 million per year).

X
E-A.4 Life-Long Learning. The City should identify and market local life-long learning opportunities, including work-study programs, internships, online learning, and expanded curriculum offerings, in collaboration with educational institutions, businesses, and non-profit organizations.

Office of Innovation and
Economic Development
X City staff has begun the initial planning to create life-long learning opportunities. x E-A.5 Cluster Development Strategy. The City should consider developing and implementing a coordinated cluster development strategy to promote strong concentrations of specialized businesses and related institutions with synergies that spark innovation and job growth.

Office of Innovation and
Economic Development
X City staff have supported and participated in a regional effort to evaluate opportunities within regional clusters. This effort is reported in the Capital Regional Economic Assessment, compiled by We Prosper Together: https://www.weprospertogether.org/wp- content/uploads/2024/03/WPT-Capital-Region-Economic-Assessment-V3.16.24.pdf X
ERC-A.1 Urban Forest Plan. The City shall develop and implement an Urban Forest Plan as a primary planning tool for the protection, expansion, maintenance, sustainability, and enhancement of Sacramento’s urban forest.

Department of Public Works
(lead); Community
Development Department
(support); Youth, Parks, and
Community Enrichment
(support)
X The draft Sacramento Urban Forest Plan (SUFP) was released for public review and comment in spring/summer of 2024. City staff are in the process of reviewing and responding to comments. A redlined draft SUFP will be brought to council in spring 2025 and an adoption hearing will be held in spring/summer 2025.

X
ERC-A.2 Tree Education. The City shall develop informational materials to provide to residents and businesses to support the City’s tree canopy, including but not limited to the following:
• Information for new residents and businesses on tree benefits, planting guidance, tree selection and care, available programs, and water-wise irrigation; • Guidance on tree planting to maximize building energy conservation; • Guidance to plant and maintain healthy trees in parking lots; and • Options and strategies to convert paved areas to tree planting areas.

Department of Public Works
(lead); Community
Development Department
(support)
X This action will be implemented following the adoption of the Sacramento Urban Forest Plan. X 2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 2/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
ERC-A.3 CERT Training. The City shall expand the Community Emergency Response Training (CERT) program to address community and neighborhood preparedness for climate impacts. Pilot implementation of the updated program in disadvantaged communities and areas with populations most vulnerable to climate impacts.

Sacramento Fire Department X The Fire Department currently has open recruitment for the CERT Program, which is open to Sacramento residents thought out our community. The Fire Department's current focus is the Youth High School Fire Academy program, which is focused in communities throughout but specifically in lower income areas.

X
EJ-A.1 Retailer Incentive Program. The City should evaluate developing a program to incentivize and assist business owners to stock fresh and healthy food at affordable prices in areas underserved by healthy food resources (shown on Map EJ-4) where convenience stores and other retail outlets exist (such as Meadowview and North Sacramento). Program elements could include the following:
• Funding for refrigeration equipment;
• Business counseling and technical assistance;
• Nutritional education; and
• Store design support.

Office of Innovation and
Economic Development
(lead) Community
Development Department
(support)
X City staff launched a Small Business Assistance Center (https://www.cityofsacramento.gov/city-manager/oied/BusinessAssistance) that provides training and microgrant opportunities to local small businesses, including local retailers.

X
EJ-A.2 Air Filtration Systems. The City shall explore opportunities to accelerate the installation of air filtration systems in existing buildings in partnerships with the Sacramento Metropolitan Air Quality Management District (SMAQMD) and other partners in the Sacramento region. Schools, nursing homes, and other sensitive uses within disadvantaged communities (DACs) and areas most affected by air quality issues should be prioritized.

Office of Climate Action and
Sustainability (lead);
Community Development
Department (support)
X The City is working with Habitat for Humanity through the grant-funded (US EPA Government to Government grant) Sacramento Neighborhood Resilience Pilot, to install indoor air filter HVAC inserts and provide portable indoor air filters for 40 low-income residential homes within Meadowview neighborhood, as well as neighborhoods surrounding Stockton Blvd. and Del Paso Blvd.

Additionally, the City is implementing grant-funded (CAPCOA) HVAC control-system upgrades to the Pannell Community Center to make it a Clean Air Center during poor air quality days.

X
EJ-A.3 Diverse Representation. The City shall develop and implement a coordinated plan to increase diversity on City boards and commissions and in City-sponsored activities and events. Steps should include the following:
• Developing a proactive recruitment program reaching out to numerous communities.
• Recruiting individuals from underrepresented populations, including, but not limited to, communities of color, youth, and low-income populations, to represent their communities.
• Reporting annually to the City Council on the diversity of City boards, commissions, and committees.

City Clerk's Office (lead); City
Manager’s Office (support);
Youth, Parks, and Community
Enrichment Department
(support); Community
Development Department
(support); Public Works
(support)
X The City Clerk's Office developed flyers and social media posts and asked councilmembers to share them in their newsletters and social media. The City Clerk's Office also updated commissions enacting code and standardized so that now, most commissions have seats recommended by each councilmember and the mayor so that each district is represented. Finally, the City Clerk's Office monitors the diversity of applicants.

X
EJ-A.4 Community-Led Planning. Pilot a community- led planning grant program focused on addressing the needs of people within disadvantaged and/ or historically underserved communities. The planning process would include documenting community vision for a specific neighborhood, concerns keeping the people in that neighborhood from thriving, and potential actions to increase community resiliency, equity, and/or inclusive economic development. These actions could include regulatory fixes to City ordinances, education and training on City programs and opportunities, infrastructure improvements, or others. Pending funding and staff availability, the planning effort should be accompanied by funding and staff time to address some near-term implementation as well as include a final document (or action plan) with a list of short and longer- term actions that can be used to support grant applications, advocacy to government officials, and guide ongoing community collaborations.

Community Development
Department (lead); Office of
Innovation and Economic
Development (support)
X Starting to develop a program description for this with the intent to release a notice of funding availability in late 2025 or early 2026. X 2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 3/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
M-A.1 Transportation Investment Priorities. The City shall use the Transportation Priorities Plan in conjunction with the General Plan update ensuring the outcomes align with the General Plan goals.

Department of Public Works X The Transportation Priorities Plan prioritization critera and metrics align with 2040 General Plan goals and policies around improving air quality; supporting walking, biking, and taking transit; prioritizing equitable investment of resources; improving access and connectivity to jobs, schools, and parks; and improving transportation safety.

X
M-A.2 Online Truck Route Maps. The City shall create easily understood truck route maps, potentially through online applications, to be distributed to interested parties.

Department of Public Works X The City maintains a truck route map here:
https://www.cityofsacramento.gov/content/dam/portal/pw/Publications/Transportation/CityTruckRoutes.pdf In addition to Federal and State highways, multiple City streets were identified as STAA truck routes by the City Council. The designation of roadways as STAA routes promotes their use by larger trucks and connects key industrial facilities in the city to the State and Federal system.

Unless explicitly prohibited by local ordinance, the California Vehicle Code allows trucks on all streets if they are along a reasonable route to the intended destination.

X
PFS-A.1 Fire Department Strategic Plan. The City shall prepare a Standards of Coverage Plan to assess options for locating facilities to most efficiently provide service within the Sacramento Fire Department’s (SFD's) jurisdiction.

Sacramento Fire Department X The Fire Department aims to conduct an updated Standards of Cover Report in the next year. X PFS-A.2 Police Master Strategic Plan. The City shall update the Police Master Strategic Plan to identify and address staffing and facility needs, service goals, and deployment strategies.

Sacramento Police
Department
X The Police Department continues to focus on improving public safety by utilizing intelligence-based approaches to law enforcement to meet service goals amidst the City’s continued demographic growth. To best serve the community and our employees, the Police Department is prioritizing recruitment and employee retention. As we look to meet the challenges of growing our staff, the Police Department is also working to be on the forefront of technological advancements to effectively combat violent crime and to amplify the ability of our staff.

Finally, the Police Department is undergoing a comprehensive evaluation of all its facilities to determine the efficiency of our existing spaces, assess the necessity for additional workspaces, and identify essential repairs / updates to enhance the functionality of our current facilities.

X
PFS-A.3 Sewer Long Range Plan Updates. The City shall review and update Sewer Long Range Plans as needed to accommodate the land use and development pattern of the 2040 General Plan, prioritizing long range plans for the sewer basins where significant new growth is projected.

Department of Utilities X Comprehensive Basin Plans evaluate sewer and combined sewer system components to identify hydraulic deficiencies and/or capacity constraints. During the evaluation, buildout conditions (e.g. infill of vacant lots) are studied to determine system capacity for future development. Findings of the capacity assessment and condition assessment guide infrastructure project creation and prioritization process.

As new plans are completed, there is an option to incorporate 2040 General Plan land use scenarios to analyze capacity beyond buildout (accounting for intensification); however, these plans are completed as funding priority and urgency dictates. Moving forward with specific analysis using General Plan classifications, not already in progress now, would require additional funding from Long Range Planning.

X
PFS-A.4 Stormwater Master Planning. The City shall implement a stormwater master plan program to do the following:
• Identify facilities needed to prevent 10-year event street flooding and 100-year event structure flooding;
• Ensure that public facilities and infrastructure are designed pursuant to approved basin master plans;
• Ensure that adequate land area and any other elements are provided for facilities subject to incremental sizing (e.g., detention basins and pump stations); and • Incorporate the use of “green infrastructure,” Low Impact Development (LID) techniques, stormwater treatment controls, and, if applicable, trash capture devices.

Department of Utilities X Facilities that mitigate these 10-year event street flooding and 100-year event structural flooding are identified in drainage master plans for each drainage basin. As part of DOU's continual effort to create new drainage master plans, DOU is scheduled to complete plans for 5 additional drainage basins by the end of 2025. Currently, approximately 50% of the city has corrisponding drainage master plans. For development projects, the public improvement and building permit plan review process ensures compilance with drainage master plans.

Development projects are also required to ensure that adequate land area and any other elements are provided for facilities subject to incremental sizing through the entitlement and plan review process. The Sacramento Region Stormwater Quality Design Manual, Table 3-2, provides information for required stormwater quality control measures based on project types. This table requires LID, treatment, and trash capture controls based on project size/category.

X
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 4/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
YPRO-A.1 Youth, Parks, & Community Enrichment (YPCE) Parks Plan Update. The Parks Plan 2040 shall provide policy recommendations toward meeting the City’s parkland and facility level of service goals; incorporate design guideline standards for park and recreation facilities; and strengthen access to parks and recreational facilities. The update should incorporate key priorities, implementation actions, and funding mechanisms and be undertaken with robust community engagement.

Youth, Parks, & Community
Enrichment Department
X The Parks Plan 2040 was approved by City Council on August 20, 2024 (Resolution No. 2024-0261). The Parks Plan 2040 provides new standards, guidelines, policies, and implementation actions to guide the City’s investment in parks, recreation facilities, programs and services. It offers a decision-making framework and five new tools that YPCE will use to immediately begin implementing key projects, programs, and park enhancements over the next five years.

X
YPRO-A.2 Park Audits. The City shall collaborate and support community-based organizations and neighborhood groups to conduct safety, maintenance, and access audits in City park and recreational facilities. The park audits should be conducted in neighborhoods throughout the city with the participation of Youth, Parks, & Community Enrichment (YPCE), Police Department, and other relevant City staff to identify and prioritize park safety and access improvements.

Youth, Parks, & Community
Enrichment Department
X Working on addressing GIS process to confirm existing amenities in parks to begin in person audits. X YPRO-A.3 Mobile Wellness Clinics. Explore the feasibility of a neighborhood program that provides mobile health services, healthy food, or workshops in disadvantaged communities, run by medical service providers or Sacramento County Department of Health Services, but hosted in local neighborhood facilities such as schools, parks, community centers, and library parking lots.

Youth, Parks, & Community
Enrichment Department
X The Youth, Parks, and Community Enrichment Department (YPCE) supports and partners with organizations and providing waivers for organizations to use YPCE facilities or parking lots for community services. YPCE also provides council fee waivers to organizations to provide community services on YPCE parking lots. Such services include shot clinics at Joe Mims, Jr. Hagginwood Community Center, contracting for Meals On Wheels, and working with school districts to provide school lunches for the Summer School Program.

X
LUP-A.3 Citywide Municipal Services Review. The City shall work with Sacramento Local Agency Formation Commission (LAFCo) to prepare and adopt a citywide Municipal Services Review (MSR) to identify the existing capacity and means of financing the probable demand for services based on the build out of the General Plan.

Community Development
Department
X City staff has met with the Sacramento Local Agency Formation Commission staff regarding citywide Municipal Services Review preparation and anticipate that this will be started in mid-2025.

X
LUP-A.4 Fruitridge-Florin Annexation. The City shall study the feasibility of annexing the Fruitridge- Florin Study Area with a view of streamlining the delivery of public services, addressing infrastructure needs, promoting neighborhood revitalization, and improving the quality of life for local residents. The study should involve outreach to area residents and consider fiscal and environmental impacts as well as inclusive economic development opportunities. Based on the results of the study, the City shall consider an annexation application with the Sacramento Local Agency Formation Commission (LAFCo) if appropriate.

Community Development
Department
X City staff have commenced some initial limited preliminary research that will be helpful for the Fruitridge-Florin annexation feasiblity study.

The feasibility study has not yet commenced.

X
LUP-A.5 Special Studies. The City shall map and track major planning actions, such as rezonings, in a database keyed to the year action was taken. Use this data to pinpoint areas which require special studies and possible amendment on the General Plan land use map.

Community Development
Department
X The City maintains records of zoning ordinance amendments by year. Rezoned properties are also included with ordinances. X LUP-A.6 Future High-Frequency Transit Routes. Every 5 years to coincide with updates of the General Plan, the City shall review and update land use designations and development intensities where new high-frequency transit routes and bus rapid transit routes have been adopted by transit agencies.

Community Development
Department
X This action will be implemented as part of the next 5-year General Plan Update. X

PLANNING STUDIES AND REPORTS
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 5/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
HCR-A.4 Historic Context Statements and Survey.

The City shall strive to expand, complete, and update historic context statements and surveys to maintain a basis for evaluating the significance of properties. These historic context statements and surveys should include the following:
• The history of underrepresented communities and Black, Indigenous, and People of Color groups in Sacramento, and
• The city’s developing corridors (Stockton Boulevard, Franklin Boulevard, Freeport Boulevard, Northgate Boulevard, Del Paso Boulevard, etc.) • Additional context statements and surveys shall be prepared in support of future General Plan Updates and Specific Plans.

Community Development
Department
X City staff are in the process of nominating a historic district and 14 individual landmark properties identified during the 2023 African American Experience Historic Context and Survey Project. City staff are beginning property owner outreach towards nominating the Lavendar Heights Historic District and five individual landamrks associated with the 2024 LGBTQ+ Historic Experience Project.

X
HCR-A.5 Post-Disaster Plan. The City shall develop a plan for post-disaster demolition and repair that protects historic resources against unnecessary loss of historic fabric and speculative demolitions.

Community Development
Department
X X City staff have applied for a National Endowment for the Humanities (NEH) grant to incorporate all cultural resource data into a single database to make the infomration available in the event of a disaster.

X
E-A.6 Workforce Preparedness Program. The City should consider studying the feasibility of developing a workforce preparedness program that creates pathways to jobs and economic opportunities for disadvantaged, underserved Sacramentans, targeting in- demand and emerging industry sectors.

Office of Innovation and
Economic Development
X The Office of Innovation and Economic Development (OIED) has created a Youth Workforce Experience program which contracted with 28 nonprofit organizations to prove a meaningful work ecperience and training for youth living in priority neighborhoods. This year OEID is expanding this program to serve youth and yound adults 16-30 through June of 2027.

X
E-A.7 Development Incentives. The City shall periodically consult with real estate brokers, business leaders, and other informed stakeholders to understand the needs of prospective businesses and institutions in target sectors and employment clusters.

Use this information to develop incentives that attract these targets and to update land use regulations to ensure that the spaces they require are available in Sacramento.

Office of Innovation and
Economic Development,
Community Development
Department
X City staff continue to administer incentive programs to promote, attract, and grow businesses in Sacramento through regional parterships, such as with the Greater Sacramento Economic Council.

X
E-A.8 Sustainable Procurement Policy. The City should periodically review and update the Sustainable Procurement Policy, considering ways to further incorporate the principles of “circular procurement.”
Finance Department X The City maintains a Sustainable Purchasing Policy which lists factors to consider when detemining is a product or service has environmentally preferable attributes, including but not limited to: (1) minimization of virgin material used in product or service life cycle; (2) maximization of recycled materials used in product or service life cycle; (3) life cycle economics of products and services; and (4) reuse of existing products or materials in product or service life cycle).

X
E-A.9 Competitiveness Assessment. The City should endeavor to regularly assess Sacramento’s competitiveness as a place to do business and maintain development regulations and fees accordingly.

Office of Innovation and
Economic Development,
Community Development
Department
X City staff continue to assess the balance of the City's fiscal needs with competitiveness with other regional and national jurisdictions. X ERC-A.4 Heat Reduction in the Public Realm. The City should explore opportunities to amend development standards and guidelines so as to promote the use of heat mitigation strategies to reduce temperatures in the public realm, particularly on active transportation networks, commercial corridors, near light rail transit (LRT) stations and along transit corridors. Requirements may include the incorporation of the following:
• Building design strategies (varied building heights; setbacks from sidewalks; vertical and horizontal shade features);
• Cooling building and pavement materials, treatments, and coatings; • Multiple layers of shading to maximize coverage throughout the day; and • Street trees, and landscaping.

Community Development
Department
X Action not yet started. City staff have been using language in the Climate Action and Adaptation Plan to advocate for more climate- responsive buildings.

X
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 6/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
ERC-A.5 Bus Shelter Design. The City shall encourage Sacramento Regional Transit District (SacRT) to study the feasibility of designing and installing bus shelters that are designed to offer protection and relief from heat, including the incorporation of shade trees.

Department of Public Works X SacRT is undertaking work to expand heat resilient bus shelters and to pilot new shelter types to improve heat mitigation for riders. Recently they received $500K from the Extreme Heat and Community Resilience Program by the Governor’s Office of Land Use and Climate Innovation (LCI). With this grant, they will be deploying 20 new shelters at bus stop locations that are shelter-ready with space requirements, many of which serve disadvantaged and low-income communities disproportionately affected by rising temperatures. https://www.sacrt.com/sacrt- awarded-extreme-heat-and-community-resilience-grant-to-enhance-public-health-with-heat-resilient-bus-shelters/ X
ERC-A.6 Landscape Maintenance Ordinance. The City shall study the feasibility of a landscape maintenance ordinance that would phase out the use of gas-powered landscaping equipment. This feasibility study shall include the following:
• Account for and identify potential alternatives to achieve comparable landscaping results when gas-powered landscaping equipment is no longer allowed. • Consider potential solutions to equity impacts on the landscaping workforce as the industry shifts to accommodate the phasing out of gas- powered landscaping equipment.
• Identify a landscaping industry- and workforce-informed process and criteria for determining the extent of phasing out gas- powered landscaping equipment and how to equitably shift industry practices in response.

Community Development
Department (lead); Office of
Innovation and Economic
Development (support)
X This action will be considered in the near-term for inclusion in the planning and zoning work plan. X M-A.3 High Injury Network. The City shall continue to annually assess progress toward the adopted actions of the Vision Zero Action Plan and, as warranted, update the High Injury Network and associated intervention priorities.

Department of Public Works X City staff began an update to the Vision Zero Action Plan in January 2025. X M-A.4 Curb Space Management Plan. The City shall develop a plan for managing curb space throughout the city’s commercial, mixed-use, and higher density areas to facilitate the following:
• Balanced supply and promotion of efficient package and food deliveries; • Delivery of goods to restaurants/retail;
• Safe pick-up/drop-off of passengers by transit, taxis, and on-demand shared ride services;
• The safe movement of pedestrians and bicyclists; and • Support and prioritization of zero-emission vehicle activities and goods deliveries over internal combustion engine vehicles.

Department of Public Works X The City of Sacramento recently restructured the Department of Public Works to create the Mobility and Sustainability Division, which will be collaborating closely with the Parking Division on curbside management strategies.

X
M-A.5 Regional Vehicles Miles Traveled (VMT) Mitigation. The City shall complete a study, informed by regional and state partners, to assess the feasibility of regional VMT mitigation measures, including banks, exchanges, and impact fees.

Department of Public Works X No updates to report. X
M-A.6 Sacramento Valley Station Regional Governance Structure. The City shall investigate the creation of a regional governance structure and operational model for the Sacramento Valley Station to provide for a sustainable operating framework.

Department of Public Works X City staff will present a preliminary recommendation to City Council on March 4, 2025 and partner agency engagement will continue in 2025. X 2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 7/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
M-A.7 Roadway Reallocations. As funding is available, the City shall study implementation of roadway reallocations to prioritize walking, bicycling, and transit use in the locations shown on Map M-2 as well as other locations that align with the Transportation Priorities Plan and are determined to be appropriate for reallocation.

Preparation of the studies will provide opportunities for community input and feedback on streetscape design.

Department of Public Works X City staff continue to seek funding for implementing roadway reallocations. Staff began an update to the Street Design Standards in early 2024 which will align with City goals around safety, mobility, climate, and sustainability.

X
M-A.8 Bus Rapid Transit. As funding is available, the City shall study implementation of Bus Rapid Transit along corridors, such as Stockton Boulevard. Preparation of studies will provide opportunities for community input and feedback.

Department of Public Works X City staff began the Stockton Boulevard Multimodal Project in February 2025 which includes considerations for bus rapid transit along Stockton Boulevard.

X
PFS-A.5 Onsite Non-Potable Water Reuse. The City shall assess the feasibility of onsite water reuse for new commercial development.

Department of Utilities X In 2022, the Department of Utilities (DOU) completed the Onsite Water Reuse Study (Phase 1) which led to the adoption of an ordinance relating to Alternate Water Systems. The ordinance requires that for building permit applications filed on or after July 1, 2023, buildings that are 10,000 square feet or greater must include a gray water system to provide subsurface irrigation. For building permit applications filed on or after July 1, 2023, buildings that are 50,000 square feet or greater must include installation of a separate, additional piping system that can be utilized for an on-site treated non-potable gray water system for water closets and urinals.

DOU paused work on developing the Onsite Water Reuse Study (Phase 2), which was intended to analyze the feasibility, costs, programmatic requirements for, and impacts of, onsite treatment of graywater or blackwater and reuse of that water in commercial nonresidential buildings over 50,000 sq ft. and nonresidential commercial district-scale projects with over 100,000 square feet in total area. Additionally, the study included evaluating possible incentives for buildings that install alternate water and onsite treatment and reuse systems, potential costs and benefits of expanding water reuse requirements to large multi-unit residential construction, and the resources and staffing needs to implement an onsite water reuse program. Several factors guided this decision, including:

Sac Sewer expressed significant concerns related to the reduction of sewer flows to their EchoWater Resource Recovery Facility. California Water Code section 13558 requires that the City consult with the local sewer service provider and provide “the opportunity to demonstrate that the proposed ordinance could result in a significant adverse impact” and if so, the City, “shall avoid the impacts or mitigate the impacts to a point where no significant impact on the system, facilities, projects, or receiving waters would occur before adopting the proposed ordinance.”
The State Regulations are still in draft. The State Water Board Division of Drinking Water staff continues working on the rulemaking package and plans on submitting the Notice of Proposed Rulemaking to the Office of Administrative Law to start the rulemaking process by Spring 2025 with a projected board adoption by the end of 2025 at the earliest. Over the past few years these deadlines have been repeatedly pushed out to future dates.

DOU has significant Prop 218 concerns related to this study. This City program, staffing, and related costs are not part of the utility services we provide and therefore have not been factored into our current utility rates or future rate increase plans and priorities. Funding for this would need to be identified outside of our rate base.

X
PFS-A.6 Water Treatment Facilities. The City shall explore options for expanding and enhancing water treatment capacity and processes as needed to serve projected maximum daily water demands with high quality supply. Potential projects include long-term, reliable and safe water supply and supporting infrastructure projects.

Department of Utilities X The Department of Utilities is currently undergoing two separate an environmental assessments associated additional capacity and resilency improvements for surface water treatment plants. One project (Water+) includes expanded treatment capacity at the Sacramento River Water Treatment Plant (SRWTP) as well as updated treatment processes at both the SRWTP and the E.A. Fairbairn Water Treatment Plant.

The other project is known as RiverArc which includes working with partner agencies for another surface water diversion point on the Sacramento River, improving the City of Sacramento's surface water resiliency.

X
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 8/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
PFS-A.7 Telecommunications Infrastructure in New Development. The City shall explore the feasibility of establishing engineering guidelines for the installation of state-of-the- art internal telecommunications technologies in new development.

Community Development
Department (lead);
Department of Utilities
(support); Department of
Public Works (support);
Department of Information
Technology (support)
X Not yet started. X
YPRO-A.4 Youth Internships. The City shall assess the feasibility of expanding its youth workforce programs to hire and train youth for seasonal work at City parks and recreational facilities throughout the year. The assessment should evaluate options to involve youth in program planning and work within recreation programs as a way to provide employment and life skills training and to strengthen connections between youth and their community.

Youth, Parks, & Community
Enrichment Department
X The Youth Workforce Development program continues to support young people with the Landscaping and Learning Program and hiring youth aides for operations in the Youth, Parks, and Community Enrichment Department, along with many other programs. There are also stipend-based programs, used as "stepping stones" and for youth employment opportunities. These are ongoing and in progress.

X
YPRO-A.5 Violence Prevention and Youth Development. As part of a comprehensive strategy to improve the overall health and wellbeing of youth, young adults, families, and communities and promote prosocial decisions, the City shall study evidence based programming and best practices to coordinate funding and programs, along with community engagement programming and other initiatives for optimal impact in targeted areas of Sacramento.

Office of Violence Prevention
(lead); Youth, Parks, &
Community Enrichment
Department (support); Office
of Diversity and Equity
(support)
X Programs have started and are ongoing with grants related to youth development which include SacTown Youth Nights 2025 Grant for youth violence prevention, as well as many other youth programs like Youth Workforce Development and civic engagement.

X
LUP-A.7 Sustainability and Decarbonization Standards. The City shall evaluate best practices to guide the development of more prescriptive sustainability and decarbonization standards for City buildings, infrastructure, and facilities.

Department of Utilities (lead),
Office of Climate Action and
Sustainability (support),
Department of Public Works
(support)
X No updates to report. X
LUP-A.8 Beyond Climate Resiliency Measures. The City shall evaluate cost-effective opportunities to accelerate voluntary efforts of the private development industry to go above and beyond baseline state-mandated climate resiliency measures, such as incentive programs and other measures.

Office of Climate Action and
Sustainability (lead),
Community Development
Department (support)
X No updates to report. X
LUP-A.9 Net-Zero Energy or Net-Positive Design. The City shall assess the feasibility of requiring or incentivizing net-zero energy (NZE) or net-positive design for new buildings and significant retrofitting of existing privately-owned buildings and identify incentives for NZE and net-positive design.

Community Development
Department
X No updates to report. x

REGULATIONS, STANDARDS, AND DEVELOPMENT REVIEW
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 9/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
LUP-A.10 Planning and Development Code Update. The City shall update the Planning and Development Code to implement the 2040 General Plan, including amendments to:
• Rezone parcels for consistency with the 2040 General Plan land use, intensity, and density diagrams;
• Remove maximum residential density standards from single-unit, duplex dwelling, multi-unit, commercial, and industrial zones and replace them with floor area ratio- based intensity standards and minimum residential density standards; • Broaden the range of housing types allowed by-right within single-unit and duplex dwelling residential zones;
• Update development standards for missing- middle housing types, such as accessory dwelling units, duplexes, triplexes, fourplexes, and bungalow courts; • Require new residential development of a certain size to include a variety of housing types and sizes;
• Establish requirements for electric vehicle (EV) charging infrastructure in new and expanded gas stations citywide;
• Establish incentives to promote efficient parcel utilization and consolidation, particularly in transit-oriented development (TOD) areas; • Prohibit new drive-through restaurants in areas where a strong pedestrian and transit orientation is desired;
• Allow for flexibility of new commercial uses in neighborhood-oriented commercial centers; and
• Establish incentives to facilitate the retrofit of existing shopping centers with pedestrian amenities, EV charging, bike parking, traffic- calming features, plazas and public areas, shade trees, lighting, public art, farmers markets, retail and other services that provide for everyday needs, and community events.

Community Development
Department
X An update to the Planning and Development Code is currently in progress and anticipated to be adopted in 2026. X LUP-A.11 Home Occupation Regulations. The City shall evaluate changes to the home occupation regulations in the Planning and Development Code to allow home businesses by-right and expand eligible home business permits to allow greater variety of home businesses as part of a strategy to remove to barriers to entrepreneurship, support workforce participation, promote walkability, lower vehicle miles travelled, and allow residents to provide services locally.

Community Development
Department
X An update to the Home Occupation Permit Regulations is included in the 2025 Planning and Zoning Work Program. X LUP-A.12 Design Guidelines Update. The City shall review its development design guidelines and standards for consistency with the 2040 General Plan goals, policies, and standards.

Community Development
Department
X No updates to report. X
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 10/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
HCR-A.6 Incentives and Enforcement. The City shall continue to incentivize the use and maintenance of historic properties through the following:
• Regulatory, technical, and financial incentives and enforcement programs to promote the maintenance;
• Rehabilitation, preservation, and interpretation of the city’s historic and cultural resources; and
• Discouraging neglect of listed historic properties. Examples may include the Historic Places Grant Program, the Bronze Plaque Program, and Mills Act Program.

Community Development
Department
X Historic preservation staff continue to work with the Housing and Dangerous Builings team to identify work occuring without the benefit of preservation review and neglected properties. The City continues to offer the Mills Act program as one of the most successful preservation incentive programs, which has seen a record number of applications in 2024 and 2025.

X
HCR-A.7 Guidance Documents. The City shall develop planning and design guidance documents to assist property owners with understanding appropriate rehabilitation and energy efficiency retrofit options for historic and potentially eligible properties that will comply with the Secretary of the Interior’s Standards for the Treatment of Historic Properties.

Community Development
Department
X X City staff is in the process of developing objective design standards for Accessory Dwelling Units proposed in historic districts and on the site of landmark properties.

HCR-A.8 Conditions for Resource Discovery. The City shall establish and implement procedures for the protection of historic, archaeological, and tribal cultural resources, consistent with the following:
• In the event any materials, items, or artifacts are discovered during excavation at a project site that may have historic, archeological, or tribal cultural resources, the project proponent and/or contractors should cease all work in the vicinity of the discovery, notify the City’s Preservation Director or Manager of Environmental Planning Services, and coordinate with the City to determine the appropriate response, including further efforts for discovery and treatment of potential resources.
• In the event any human remains are discovered during excavation, the project proponent and/ or contractors shall comply with State law, including notifying the Sacramento County Coroner and following all procedures required by state law, including notifying the Native American Heritage Commission in the event the remains are determined to be Native American in origin.

Community Development
Department
X City staff work, on an on-going basis, with local Native American tribes for implementation of mitigation measures to address the unanticipated discoveries of resources during project development activities.

X
HCR-A.9 Native American Cultural Resources. The City will explore creating a program for granting access to or transferring excess municipal land holdings to Native American tribes for ceremonial purposes, or if Native American cultural resources are located or planned to be located on the parcel. The City will conduct outreach with Native American tribes throughout the program development process.

Community Development
Department (lead),
Department of Public Works
(support)
X No updates to report. Historic preservation staff will coordinate with the Department of Public Works, Real Estate/Asset Management Team. X ERC-A.7 Cooling Landscape Standards. The City shall prepare a Landscape Manual or enhance landscape standards to mitigate urban heat island effects. Such standards could include the following:
• A climate appropriate planting palette and recommended plant mix, • Targets for street tree canopy,
• Shade structure coverage, and
• Asphalt paving coverage.

Community Development
Department (lead),
Department of Youth Parks
and Community Enrichment
(support)
X No updates to report. x
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 11/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
ERC-A.8 Heat-Resilient Design Techniques. The City shall evaluate the feasibility of updating design guidelines, standards, and the municipal code to require building materials and site design techniques that provide passive cooling and reduce energy demand.

Community Development
Department
X No updates to report. x
ERC-A.9 Minimum Tree Requirements. The City shall review and amend the planning and development code as necessary to require minimum levels of tree planting in new development and significant remodels and improve tree canopy inclusion. Review the following topics at a minimum:
• Requirements for trees in setback areas, particularly located to shade sidewalks and street, particularly in new single-unit dwelling developments and subdivisions; • Opportunities to provide incentives or requirements for inclusion of trees in front, back and side yards, particularly when sited to provide shade for sidewalks and streets;
• Tree plantings in site plan review to place trees to maximize energy conservation. • Chapter 12.56 of the City Code related tree permits for ministerial development project review; and
• Solar panel installation requirements to minimize potential conflicts with tree planting.

Community Development
Department (lead);
Department of Public Works
(support)
X The City has incoroporated tree planting requirements into the Interim Missing Middle Housing Ordinance. Future updates to standards will follow the adoption of the Sacramento Urban Forest Plan.

X
ERC-A.10 Parking Lot Shade Ordinance. The City shall update the Parking Lot Shade Ordinance and Guidelines to ease compliance, improve site plan review and inspection, monitoring, and to strengthen requirements for ongoing maintenance and replacement of trees in parking lots. Identify when and how shading requirements may be satisfied through alternate methods such as canopies and solar arrays.

Department of Public Works
(lead); Community
Development Department
(support)
X This action will be implemented following the adoption of the Sacramento Urban Forest Plan. X ERC-A.11 Street Standards for Tree Canopy. The City shall update Street Standards with objective design standards for shade trees along roadways to optimize tree canopy and provide solutions for various street functions and conditions.

Department of Public Works
(lead); Community
Development Department
(support)
X City staff began an update to the Street Design Standards in early 2024, which will consider street tree placement, spacing, and type, as well as projected tree canopy coverage for proposed street sections.

X
EJ-A.5 Amortization Ordinance. The City shall study the feasibility of an amortization ordinance that would phase out polluting industries currently located near sensitive receptors. The study should identify a process and criteria for determining which industries to amortize.

Community Development
Department
X This action will be considered in the near-term for inclusion in the planning and zoning work plan. X EJ-A.6 Performance Zoning. The City shall develop zoning standards applicable to new and existing industrial and manufacturing developments to minimize or avoid adverse effects related to air quality, noise, or safety on sensitive populations in disadvantaged communities and other areas of the city where industrial and manufacturing uses are near residential uses, such as the Robla neighborhood.

Community Development
Department
X City staff have begun scoping this project. X
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 12/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
EJ-A.7 Healthy Food Zoning. The City shall update the Zoning Code to promote and protect healthy food options. Possible amendments to the code include the following:
• Incorporate zoning controls that prohibit tobacco sales points near schools and other areas;
• Clearly defining “healthy food grocery stores” to ensure that businesses meeting that description have access to incentives developed with them in mind; • Include standards and incentives flexible enough to accommodate “alternative” grocery stores which use less space, require less parking, and focus on the day-to- day needs of nearby residents; or
• Preserve grocery store uses in underserved areas through zoning designations.

Community Development
Department
X City staff is currently evaluating, as part of the Planning and Design Code Update, incorporating zoning controls that prohibit tobacco sales points near schools and other areas.

X
EJ-A.8 Racial Equity Analysis. The City shall pilot and develop capacity in applying a racial equity analysis from Government Alliance on Race and Equity (GARE) and other equity centered strategies for preventing racism and for identifying new options to remedy long-standing inequities.

City Manager’s Office (lead);
Community Development
Department (support)
X The City's Race & Gender Equity Action Plan (2020-2025) was developed using GARE as a framework. The Plan outlines key steps to ensure staff are equipped with tools and knowledge to integrate racial and gender equity into their work and departments as a whole. The Plan was developed through a year-long process in conjunction with 9 other city jurisdictions as part of a local cohort of GARE. It is a working living document, and as such, it will be continually enhanced and improved upon through department teams, staff, and community input.

X
M-A.9 Transportation Demand Management (TDM) Ordinance. The City shall update the existing Transportation Systems Management Program requirements in the City Code to promote wider adoption of transportation demand management strategies.

The update should include a fee structure to support staffing for regular monitoring/reporting and provide for enforcement with meaningful penalties for non-compliance.

Department of Public Works X City staff began an update to the City's Transportation Management Ordinance in mid-2023, and has completed an analysis of current TDM services in Sacramento, an analysis of travel patterns in Sacramento, and engagement with community partners. The project team is currently developing a recommendation of a new strategy to encourage and support developments to provde TDM programs, services, and amenities at their sites. These recommendations will consider responding to the changing transportation landscape and emerging transportation technologies, more efficient use of the existing transportation network, improving public health, advancing equity, and supporting transit and transit-oriented development.

X
M-A.10 Street Design Standards Update. The City shall review and update City Street Design Standards as needed to ensure they adequately support objectives for prioritizing people throughput, safety, and efficient transportation management.

Department of Public Works X City staff began an update to the Street Design Standards in early 2024 which will align with City goals around safety, mobility, climate, and sustainability.

X
PFS-A.8 Municipal Telecommunications Team. The City shall establish a telecommunications team to collaborate on priorities, design, implementation, and cost-sharing for City investments in communication conduit and infrastructure.

Information Technology
Department (lead);
Department of Utilities
(support); Public Works
Department (support)
X The City has established a Telecommunications Infrastructure Team (Fiber Team) in accordance with the Municipal Telecommunications Team policy (PFS-A.8). This team is composed of representatives, Paul Barnes Supervising Engineer, from the Department of Utilities (SCADA), Public Works Transportation, Senior Civil Engineer Ryan Belleci (TOC), and Information Technology, Pedro Sanchez Telecommunications Engineer and Chair. Each of these departments require the use of and maintain their own dedicated Operational Technology OT, or Informational Technology IT networks, and staff have been actively sharing information on ongoing city projects, such as Sacramento Last Mile, that involve the installation, modification, or maintenance of the City of Sacramento's Fiber Optic infrastructure. The goal is that this collaborative approach will enhance our ability to prioritize, design, implement, and share costs for City investments in communication conduit and infrastructure effectively.

PFS-A.9 Periodic Review. The City shall review and consider modifying building codes and development standards to facilitate the inclusion of evolving state-of-the-art telecommunication technologies and facilities, including during the three-year California Building Code update cycle.

Community Development
Department (lead);
Department of Utilities
(support)
X No updates to report. X
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 13/14 May 2025 Action
Code/
Number
Action Annual Report on 2024
Department(s)
Ongoing
Near- term
[2024-2029]
Mid- Term
[2030-2035]
Long- Term
[2036-2040]
Description Complete In Progress Not Started
Responsibility Implementation
YPRO-A.6 Joint-Use Standards. The City shall develop and periodically update standards for the development of joint-use school and community facilities.

Youth, Parks, & Community
Enrichment Department
X City staff has facilitated a new Joint Use Agreement with Twin Rivers School District and Fulton El Camino Park and Recreation for Babcock School Park.

X
YPRO-A.7 Performance-Based Prioritization. The Department of Youth, Parks, & Community Enrichment (YPCE) shall update the park project programming guide to incorporate a performance- based system for equitably prioritizing parks and recreation investments that links facility improvement priorities to safety standards, funding availability, disadvantaged communities, public health, and recreational goals through a ranking scale that includes measured public health outcomes.

Youth, Parks, & Community
Enrichment Department
X In progress. X
E-A.10 Municipal Open Data. The City should endeavor to expand the range and type of municipal data available on its open data portals to spur data driven innovation and entrepreneurship.

Office of Innovation and
Economic Development,
Community Development
Department, Information
Technology Department
X The City's Open Data portal is updated when requested by City departmental staff to support departmental projects. X EJ-A.9 Community Input Database. The City shall expand the use of Customer Relationship Management (CRM) software to efficiently track and respond to resident inquiries and to streamline collection and management of community input. This should involve the following:
• Determining which departments need software licenses; • Establishing protocols for the collection and use of community input; • Providing training to staff on use of database; and
• Designating responsibility of database management.

Information Technology
Department (lead), Office of
Innovation and Economic
Development (support)
X City staff are expanding the use of the Salesforce CRM for DCR and grant management, while also continuing ongoing enhancements for the 311 system. The CRM case management solution was initially developed for the Youth, Parks, and Community Enrichment Department and the Community Development Department, enabling citizen engagement and case creation across multiple channels. Moving forward, we will continue to extend CRM capabilities to additional departments to enhance service delivery and operational efficiency.

X
EJ-A.10 Outreach Funding. The City shall study the feasibility of establishing funding that City departments draw on for community outreach. The intent would be to provide a source of funding to supplement departmental budgets and grant funding in order to ensure that City objectives for community outreach can be achieved.

Office of Innovation and
Economic Development
(lead); City Manager’s Office
(support); Department of
Finance (support)
X City staff in the Office of Innovation and Economic Development continue to work with each department to maximize community outreach capacity. A Citywide funding source has not been identified beyond specific department allocations and Community Engagement team budget to support outreach efforts.

X
EJ-A.11 Healthy Food Initiatives Partnership. The City shall identify partners and coordinate closely with other agencies who together would be responsible in assessing, designing, and implementing City healthy food initiatives. City staff will engage in cross-departmental and inter- agency coordination, program administration, and community relations.

City Manager’s Office (lead);
Community Development
Department (support); Youth,
Parks, and Community
Enrichment Department
(support); Department of
Finance (support)
X City staff have prepared a baseline context memo, and scoped and prepared a successful grant proposal to fund a site specific project with a grant agreement in process. This project will be completed over a two year project period. x

CITY DATA AND SERVICES

FINANCING AND BUDGETING
2040 General Plan Annual Report for 2024
Implementation Actions Progress Update Page 14/14 May 2025

APPENDIX C

SUSTAINABILITY AND EQUITY

INDICATORS PROGRESS UPDATE
Sustainability and Equity Indicators Progress Update
Indicator Baseline 2025 Annual Report Target
Mode Share Drove alone: 71.9%,
Carpooled: 10.1%
Public transit (no taxi): 3.0%
Walked: 3.0%
Bicycle: 1.8%
Worked from home: 8.9%
Taxi, motorcycle, other: 1.4%
Public Transit: 3.0%
Active (walked and bicycle): 4.8%
(Source: 2020 Communite trips from American
Community Survey, 5-year Estimates, Table S0801,
Communting Characteristics)
Drove alone: 65.5%
Carpooled: 9.0%
Public transit (no taxi): 1.9%
Walked: 2.7%
Bicycle: 1.4%
Worked from home: 17.7%
Taxi, motorcycle, other: 1.7%
Public Transit: 1.9%
Active (walked and bicycle): 4.4%
(Source: 2023 Communite trips from American
Community Survey, 5-year Estimates, Table S0801,
Communting Characteristics)
2030: Active Transportation mode share of 6%
2045: Active Transportation mode share of 12%
2030: Transit mode share of 11%, maintain through 2045
VMT Per Capita 7,991 miles per person per year
(Source: SACOG 2019 Travel Demand Model based on
2016 base year)
7,601 miles per person per year
(Source: SACOG Travel Demand Model, 2025)
(Note: VMT applied RTAC methodology using SACOG’s
2025 MTP/SCS SACSIM23 travel model forecasts from
2020 (pre-pandemic conditions) and 2027 scenario years. 2023 VMT estimates based on linear annual VMT rate
applied to the 2020 base year VMT by speeds bin and
time periods. The 2023 VMT may be overestimated.)
2030: 6,393 miles per person per year
2045: 5,625 miles per person per year
Households with Zero Emission Vehicles In 2022, 3.1% of cars registered in Sacramento County were ZEVs.
(Source: California Energy Commission, 2022; California Department of Motor Vehicles, 2022)
In 2023, 4.3% of cars registered in Sacramento County
were ZEVs.
(Source: California Energy Commission, 2023; California Department of Motor Vehicles, 2023)
2025:11% ZEV registration rate
2030: 28% ZEV registration rate
2045:100% ZEV registration rate
Number of Public EV Chargers 296 publicly accessible EV charging stations (Source: US Department of Energy Alternative Fuels Data Center, 2023)
364 publicly accessible EV charging stations
(Source: US Department of Energy Alternative Fuels Data Center, 2025)
2025: 3,230 public EV chargers in Sacramento
2030: 8,150 public EV chargers by
2040 General Plan Annual Report for 2024
Sustainability and Equity Indicators Progress Update Page 1/2 May 2025 Indicator Baseline 2025 Annual Report Target
Percent Urban Tree Canopy in DACs 19.1%
(Source: 2040 General Plan Technical Background Report, 2018)

19.3%
(Source: Sacramento Urban Forest Plan Public Review
Draft, Neighborhood Tree Canopy, 2024)
2030: Urban Tree Canopy Cover of 25%
2045: Urban Tree Canopy Cover of 35%
Healthy Food Access in DACs In 2024, 74.4% of areas within DACs did not have access to a healthy food retailer.
(Source: Map EJ-4, 2040 General Plan, 2024)
In 2025, 72.8% of areas within DACs did not have access to a healthy food retailer. This is a 2.5% reduction in the area of DACs without access to a healthy food retailer. (Source: Map EJ-4, 2040 General Plan, 2024; Sacramento
Business Operation Tax, 2024)
20% reduction of areas within DACs lacking a healthy food retail sales point within a half mile of home.

ParkScore Rating 59.3 points
(Source: Trust for Public Land, 2022)

58.3 points
(Source: Trust for Public Land, 2024)
2040: 69.4 points
Infill Development in Corridors and Centers The targets are measured in new development approved; reporting baseline value is not applicable.

Leveraging change in the 2040 General Plan Opportunity
Areas aims to foster an interconnected network of mixed- use corridors and centers.

In 2024, 1,508 residential units (66% of all residential units) were developed in Opportunity Areas.

In 2024, 60,838 square feet of non-residential
development (82% of all non-residential development)
were developed in Opportunity Areas.
2040: 48,990 new housing units in corridors and centers 2040: 72,200 new jobs in corridors and centers
Share of Residents Spending More Than 30 Percent of
Income on Housing
In 2018, 52.7% of renters and 27.6% of owners
experienced housing burden.
(Source: American Community Survey 5-Year Estimates,
DP04, 2018)
In 2023, 54.8% renters and 28% of owners experienced
housing burden.
(Source: American Community Survey 5-Year Estimates,
DP04, 2023)
2040: 30% of renters and 14% of owners experience
housing burden
Note: Some baseline data were recalculated to reflect a change in data source. As a result, some baseline data may be different than those listed in Chapter 2 of the 2040 General Plan. 2040 General Plan Annual Report for 2024
Sustainability and Equity Indicators Progress Update Page 2/2 May 2025

COMMUNITY DEVELOPMENT DEPARTMENT

CITY OF SACRAMENTO
MAY 2025
2040 GENERAL PLAN
ANNUAL REPORT FOR 2024

Community Development
2040 General Plan Annual Report for 2024
City Council
July 29, 2025
Community Development
Overview
• Annual Report Organization
• Framework: Vision and Guiding Principles
• Highlighted Projects
• Implementing Actions
• Sustainability & Equity Indicators
2 Community Development
Annual Report Organization
• General Plan Annual Report
2024 Project Highlights
• Appendix A:
2040 Vision & Guiding Principles
• Appendix B:

Implementation Programs
• Appendix C:

Sustainability & Equity Indicators
3 Community Development
Framework: Vision and Guiding Principles
4 In 2040, the City of Sacramento will be a national model of sustainable, equitable growth and community development.

Resiliency &
Climate
Action
Safe,
Equitable,
Inclusive, &
Just City
Regional
Economic
Hub
Livability &
Sense of
Place
Interconnected,
Accessible City
Sustainable &
Responsible
Growth
5 Sustainable & Responsible Growth
• Infill Development Projects
• Missing Middle Housing Interim Ordinance
• Sacramento Valley Station
Photo: The AJ Apartments (Railyards)
6 Resiliency & Climate Action
• Parking Strategy
• Dos Rios Light Rail Station
• Urban Forest Plan
Photo: Groundbreaking for Dos Rios Light Rail Station
7 Safe, Equitable, Inclusive, & Just City
• Forward Together Pilot Grant Program
• Front Street Homeless Outreach and
Assistance Program
• Fire Department “Squad” Program
Photo: Del Paso Boulevard and Edgewater Road
8 Regional Economic Hub
• North Sacramento Business Investment
Program
• Youth Workforce Development
• Railyards Development
Photo: Del Paso Boulevard
9 Livability & Sense of Place
• LGBT Historic Experience Project
• Del Rio Trail
• Florin Road Beautification Project
Photo: Florin Road Beautification Project
10 Interconnected, Accessible City
• Franklin Boulevard Complete Streets
• Streets for People Active Transportation Plan
• Vision Zero
Photo: Franklin Boulevard Complete Streets
Community Development
Implementation Actions
11 Community Development
Sustainability & Equity Indicators
12 Community Development
2040 General Plan
Annual Report
2024 Highlights
13 Amy Yang
Senior Planner, Long Range Planning
Community Development Department
[email protected]