Sacramento City Council
July 29, 2025

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01451 7/29/2025
Annual Reports for City Council Appointive Officers - City Attorney, City Auditor, Director of the Office of Public Safety Accountability, and the Executive Director of the Sacramento Housing and Redevelopment Agency
File ID: 2025-01451
Location: Citywide
Recommendation: Receive and file.

Contact: Susana Alcala Wood, City Attorney, (916) 808-5346, [email protected], Office of the City Attorney; Farishta Ahrary, City Auditor, (916) 808-7266, [email protected], Office of the City Auditor; Dr. LaTesha Watson, Director, (916) 808-7525, [email protected], Office of Public Safety Accountability; La Shelle Dozier, Executive Director, (916) 440-1390, [email protected], Sacramento Housing and Redevelopment Agency Presenter: None
Attachments:
1-Description/Analysis
2-City Attorney Annual Report
3-City Auditor Annual Report
4-Director of the Office of Public Safety Accountability Annual Report 5-Executive Director of the Sacramento Housing and Redevelopment Agency Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The Personnel and Public Employee (P&PE) Committee met on July 22, 2025 and received reports from the following City Council appointive officers:
· City Attorney
· City Auditor
· Director of the Office of Public Safety Accountability

File ID: 2025-01451 7/29/2025
· Executive Director of the Sacramento Housing and Redevelopment Agency (Informational Report)
The attached reports are presented to the City Council as receive and file and may be discussed in closed session per Government Code section 54957(b), to provide feedback on past accomplishments of and to give direction on the workplan for the upcoming year of each appointive officer.

The remaining City Council appointive officers, City Clerk, City Manager, and City Treasurer are scheduled to present at future P&PE meeting(s).

Policy Considerations: Council Rules of Procedure, Chapter 18.

Economic Impacts: Not applicable.

Environmental Considerations: California Environmental Quality Act (CEQA): The proposed action is not a project under CEQA because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines §15378(b)(5)).

Sustainability: Not applicable.

Commission/Committee Action: The Personnel and Public Employee (P&PE) Committee met on July 22, 2025, and recommended forwarding the reports of the City Attorney, City Auditor, and Director of the Office of Public Safety Accountability. The report of the Executive Director of the Sacramento Housing and Redevelopment agency was received by the commission as an information item. This report is also attached.

Rationale for Recommendation: Clear communication and performance metrics are at the core of the work of the council and the city. To evaluate council appointive officers on a consistent basis, the Personnel and Public Employee (P&PE) Committee has the role and responsibility of developing and leading annual performance metrics and evaluations.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

OFFICE OF THE CITY ATTORNEY

CITY OF SACRAMENTO

ANNUAL REPORT
2024-2025

TABLE OF CONTENTS
City Attorney’s Message .........................................................................1 City Attorney’s Office Administration Team ..........................................2 Office Overview Operations and Objectives .......................................3 Department Efficiencies ...................................................................4 Service-Delivery Priorities Achieved in 2024.....................................4 Legislation Highlights ........................................................................5 Notable Ordinances ...........................................................................5 Litigation Division ..................................................................................7 Notable Achievements ...................................................................... 7 Strategic Projects and Research .......................................................... 11 Notable Achievements ..................................................................... 11 General Counsel and Advisory ..............................................................13 Notable Achievements .....................................................................13 Community Advocacy & Public Safety Division (“CAPS”) ....................15 Notable Achievements .....................................................................18 Office Programs ................................................................................... 21 CITY ATTORNEY’S OFFICE

ORGANIZATION CHART

COMMUNITY

ADVOCACY & PUBLIC

SAFETY DIVISION
Division Chief
Michael Benner
DEPUTY

CITY ATTORNEYS
Emilio Camacho
Jordan Lowery
Andre Martin
Maxwell Nelson
Beau Parkhurst
Tamara Sowles
Kara Weatherby

LITIGATION

DIVISION
Division Chief
Andrea Velasquez
DEPUTY

CITY ATTORNEYS
Kate Brosseau
Sean Danmolé
David Gibson
Gökalp Gürer
Elizabeth Hawkins
David Kim
Sean Richmond
Scott Thorne
Katherine Underwood

PARALEGALS
Ana Duran
Kirk Guthrie
Matthew Hartman

PARALEGALS
Gail Hunnicutt

PARALEGALS
Cleo Morris

PARALEGAL/

TECHNOLOGY SUPPORT
Cindy Head

ASSISTANT

CITY ATTORNEY
Brett Witter

SPECIAL ASSISTANT TO

THE CITY ATTORNEY
Jenny Manzer Beck

LAW OFFICE

ADMINISTRATOR
Jamie Gifford

CHIEF ASSISTANT

CITY ATTORNEY
Gustavo Martinez

CITY ATTORNEY
Susana Alcala Wood

ASSISTANT

CITY ATTORNEY
Matthew Ruyak

STRATEGIC PROJECTS
& RESEARCH DIVISION
Division Chief
Steve Itagaki
DEPUTY

CITY ATTORNEYS
Audreyell Anderson-White
Maila Hansen
Arvinder Kaur
Gary Lindsey
Jeffrey Massey
Ryan Meyerhoff
Angel Solis

GENERAL COUNSEL
& ADVISORY DIVISION
Division Chief
Kourtney C. Burdick
DEPUTY

CITY ATTORNEYS
Michael Fry
Paul Gale
Harveen Gill
Jennifer Gore
Kathleen Rogan
Michael Sparks
Michael Voss
Leslie Walker
LEGAL

SECRETARIES
Phyllis Zakrajsek
Jennifer Anthony
Erica Anyanwu
Tami Cheung
Suzanne MacDonald
Juli Maddox
Kathleen Monks
Marissa Nevarez
Sylvia Sandoval
Christina Will

LEGAL STAFF

ASSISTANTS
VACANT
Rose Giardino
Tina Gibbons
City of Sacramento Office of the City Attorney [1] 2024-2025 Annual Report CITY ATTORNEY’S MESSAGE

MESSAGE FROM CITY ATTORNEY SUSANA ALCALA WOOD
I am pleased to provide the City Attorney’s Annual Report for Fiscal Y ear (“FY”) 2024-2025. Every year the Office of the City Attorney publishes an annual report to provide the council and the City with an overview and accounting of the work we have performed on behalf of the City.

This report outlines the legal matters our office has handled—including litigation, legal advice, ordinances, transactional work, and key strategic initiatives—all while navigating a more constrained budget environment.

Executive Summary
The office’s annual budget for FY 24-25 was $14,771,281, supporting a staff of 64 dedicated employees.

This budget required careful prioritization to ensure the continued delivery of core legal services to the city council, charter offices, departments, boards, and commissions.

Legal Advice and Counsel: On a daily basis, we conduct in-depth legal research to provide expert legal advice and counsel regarding the application of federal, state, and local law to all City operations. More specifically, we provide legal advice and counsel on all of the City’s policies, ordinances, agreements, programs, projects, services, and organizational/operational matters.

Representation of the City and its Officers and Employees in Litigation: We continued to zealously and expertly defend the City against all claims and lawsuits. To control costs, we handle the litigation in-house. This strategy not only preserves taxpayer dollars but also leverages the specialized knowledge of our team, which is deeply familiar with the City’s legal and operational landscape.

Community Advocacy and Public Safety: Through our department enforcement support, criminal prosecution, and Justice for Neighbors program, we diligently work throughout the City to address physical and social nuisances that create significant health and safety concerns for businesses, neighborhoods, and the community. We continually seek opportunities to collaborate with City departments and other public agencies to address and resolve these community challenges together.

Strategic Projects: We work hand-in-hand with council members and City staff on high- priority projects to advance efforts to create more economic opportunities, enhance amenities and services for residents, and respond to high-profile and sensitive matters.

In a year when we had to do more with less, I am especially proud of the office’s Gold Seal award from the California State Bar Association for advancing diversity, equity, and inclusion within our office.

Our strategic objective remains steadfast: to fundamentally implement processes that seek to grow our talented team through more inclusionary employment practices. We firmly believe that diversity improves and informs our advice and enhances the legal counsel we provide to the City.

It remains a privilege to serve as City Attorney for Sacramento. In a difficult fiscal year, our Office stayed focused on the core mission— to uphold and advance constitutional rights, legal rights, economic interests, and the quality of life important to all residents and persons who work and do business in this great City.

Susana Alcala Wood
City of Sacramento Office of the City Attorney [2] 2024-2025 Annual Report The administration and general support functions of the office are performed under the direction of the City Attorney. The Administration Team is City Attorney Susana Alcala Wood; Chief Assistant City Attorney Gustavo L. Martinez; Assistant City Attorneys Matthew D. Ruyak and Brett M. Witter; Supervising Deputy City Attorneys Kourtney C. Burdick, Steve Y. Itagaki, Michael J. Benner, and Andrea M. Velasquez; Law Office Administrator Jamie Gifford; and Special Assistant to the City Attorney Jenny Manzer Beck.

The Administration Team strives to maintain a work environment that inspires excellence and creativity, while rewarding productivity. We promote career enhancement with ongoing training and staff development. The office provides staff the opportunity to obtain needed credits for Mandatory Continuing Legal Education (MCLE), as well as other professional-association seminars.

The Administration Team develops and implements office policies and procedures; monitors overall office performance and individual performance; prepares and administers the office budget; handles all personnel hiring and other personnel matters; assembles and analyzes office productivity data, including production of an annual report; and engages in long-range and succession planning. Together the team prioritizes the establishment and maintenance of relationships and trust with the City Council and their staff, public commissions, and valued City departments, officers, and city staff.

CITY ATTORNEY’S OFFICE

ADMINISTRATION TEAM

City of Sacramento Office of the City Attorney [3] 2024-2025 Annual Report

OFFICE OVERVIEW OPERATIONS AND OBJECTIVES
The office’s annual budget for FY 24-25 was $14,771,281 and funded a staff of 64 employees who provide critical legal advice and counsel to the city council, charter offices, departments, boards, and commissions. The office also
handles the bulk of litigation matters involving the city and prosecute violations of the Sacramento City Code.

The City Attorney’s budget includes a fixed annual revenue amount of $52,000. That budgeted amount is recovered
primarily from services billed to the Sacramento Public Library Authority, as well as other fees and charges
recoverable to the City Attorney from the Citywide Fee and Charge Schedule.

The City Attorney also received an additional $14,600
for services rendered to the Sacramento Public Library
Authority in excess of the services delivered as part of the fixed annual amount. Pursuant to Council Resolution No. 2020-0227, these funds were set aside in the City Attorney’s technology capital improvement project (CIP), which is
used as the primary source for new computer hardware
when end-of-lifecycle equipment is replaced.

In addition to the revenue figures above, the City Attorney recognized a total of $20,789 in revenue under Council
Resolution No. 2009-164 (Justice for Neighbors Multi-
Y ear Operating Project). Those funds were set aside in the JFN MYOP , which is used to provide resources to the City to combat quality-of life-issues under the City’s social nuisance code.

Objectives for FY2025/26
• Inform and advise the council and City departments
regarding Presidential actions, including Executive
Orders, and Memorandums, and commencing
litigation to protect the City from the federal
government’s threat to terminate federal funding of
existing grants.
• Assist the council and city manager with budget savings through increased efficiencies in the City Attorney’s
Office.
• Provide citywide training through CityYOU courses to
include Public Records Act, public contracting, First
Amendment issues, and the Brown Act.

Operating Budget for FY 2024-2025
Total: $14,771,281
$11,520,990 General Fund
$2,652,049 Interdepartmental Funds
$598,242 Enterprise or other funding
City of Sacramento Office of the City Attorney [4] 2024-2025 Annual Report • Carried through with process put in place to enhance
the office diversity, equity, and inclusion goals designed to improve internal commitment for recruitment and
hiring, outreach to the community, and operations
within the City Attorney’s Office.
• Proceeded with advising the council, and city
departments regarding recent changes to cannabis
laws and regulations, and the ongoing development of
the Cannabis Opportunity Reinvestment and Equity
program.
• Assisted the council, city auditor, and city manager
with interpretation and implementation of Measure L
(Sacramento Children & Y outh Health and Safety Act).
• Continued to defend the City’s legal interests in court and in administrative proceedings and initiate legal
action and other initiatives to protect and advance the rights, interests, and quality of life of our community, and to ensure justice and equity.
• Provided citywide training through CityYOU on the
Public Records Act.
• Continued supporting the City’s pursuit of racial
and social justice and racial equity through ongoing
support for the Police Department and the Office of
Public Safety Accountability, by working to increase
the public’s oversight of its Police Department, and by helping to reimagine and retool the City’s delivery of
public safety services.
• Retained a staff of highly qualified and dedicated
attorneys and support staff with extensive knowledge
of the City of Sacramento and municipal law, to deliver high-quality legal services and advice more efficiently and effectively.

SERVICE-DELIVERY PRIORITIES ACHIEVED IN 2024
• Optimized budget savings by keeping vacant
positions open.
• Conducted trials of legal research tools that would
provide significant savings over current platform to
address ongoing budget reductions for FY25-26.
• Contracted for the destruction of over 2,140 cubic
feet of case files and other office records that were past retention, creating a net savings of $70,000 over the
next 7 years.

DEPARTMENT EFFICIENCIES
City of Sacramento Office of the City Attorney [5] 2024-2025 Annual Report Each year the Sacramento City Council adopts dozens
of ordinances, most of which get incorporated into the
published Sacramento City Code (SCC). Not only are
ordinances fundamental statements of public policy, they create the legal framework for city government operations, economic activity in the city, the rights and responsibilities of citizens, and promote the public health, safety, and welfare.

To ensure the council’s ordinances are constitutional,
enforceable, consistent with state law and the rest of the Sacramento City Code, understandable, and accurate
reflections of the council’s public policy intentions, the City Attorney’s Office has a process for the drafting and vetting of proposed ordinances. Key to that process is thorough review by a small group of seasoned attorneys who meet frequently for that vetting.

That group, the Draft Ordinance Review Committee, met 26 times in fiscal year 2023/2024. Among the notable ordinances drafted and reviewed are the following:

LEGISLATION HIGHLIGHTS

NOTABLE ORDINANCES
• The “Missing Middle Housing Interim Ordinance, ”
which updated the City’s planning and development
standards to broaden the range of housing types
allowed by-right within the single-unit and duplex
dwelling residential zones.
• A major overhaul of various board and commission
chapters in SCC title 2, to create consistency across
boards and commissions regarding their scope, duties,
member qualifications and appointment, and meeting
protocols.
• Several cannabis-related ordinances, including
regulation of consumption lounges, storefront cannabis
dispensaries, and land-use regulations.
• Amending SCC chapter 5.108, to allow for “limited
entertainment permits, ” providing an alternative for
smaller businesses to provide entertainment without
extensive costs, application process, and other
requirements.
• Amending various sections of SCC chapter 15.154,
relating to universal design (accessibility standards) for residential dwellings.
• Amending various provisions of SCC title 17 (Planning and Development Code), including streamlining the
approval process for review of lots with less than ten
dwellings, encouraging special needs housing, and
eliminating off-street vehicle parking requirements for new and existing developments.

City of Sacramento Office of the City Attorney [6] 2024-2025 Annual Report CAO Legal Assignments by Department
Total: 8,977 Assignments
1,525 16% Public Works
1,157 12% Utilities
1,119 12% City Manager
1,048 11% Police
966 10% Criminal Prosecution
529 6% Parks & Recreation
489 5% Convention and Cultural Services
375 4% Community Development
366 4% Finance
318 3% Other
283 3% Fire
262 3% Human Resources
251 3% City Clerk
158 2% City Attorney
131 1% Committee and Commission Assignments
97 1% Library Authority
50 1% City Treasurer
46 <1% Labor Relations
45 <1% IT
42 <1% Community Response
30 <1% All Council
25 <1% YPCE
21 <1% City Auditor
17 <1% Ethics
10 <1% Economic Development
8 <1% Mayor
3 <1% Ann Land/Bertha Henschel Memorial Fund
City of Sacramento Office of the City Attorney [7] 2024-2025 Annual Report Case No. 1
The City initiated litigation against A. Teichert and
Sons, Inc. for non-compliant and deficient work on the
Accelerated Water Meter Program concerning water meter
retrofit work and water main installations. The parties reached a settlement agreement allowing the Department
of Utilities to collect $13.4 million.

Case No. 2
This inverse condemnation matter involved a property
owner who filed litigation against the City claiming that the West Broadway Specific Plan adopted by the City in
2020 required him to complete a roadway dedication for
a portion of his property and caused him to reduce the
price of his property in a sale to a housing developer to account for the loss of 25% of the building area. We filed a motion to dismiss for lack of subject matter jurisdiction as plaintiff ’s developmental application is still pending. The Court granted the motion to dismiss.

Case No. 3
Plaintiff alleged an equal rights violation and law
enforcement interference when his access to public baseball fields were infringed. The City successfully moved to have plaintiff deemed a vexatious litigant in the US District Court Eastern District of California, and his case was dismissed.

The Litigation Division defends and prosecutes civil litigation cases on behalf of the City and its officers and employees acting in the course and scope of employment; and provides legal support to Risk Management. Division attorneys work in all areas of municipal law including civil rights, personal injury, property damage, construction defect, eminent domain, breach of contract, employment, and CEQA.

Division attorneys provide litigation services in arbitration, civil and administrative proceedings in both state and federal courts.

The City benefits from a robust litigation division comprised of nine deputy city attorneys and the division Chief. During this time period, the division opened 174 new cases and sent only 4 to outside counsel. Keeping the vast majority of cases in house provides millions of dollars in savings to the City.

NOTABLE ACHIEVEMENTS

LITIGATION DIVISION
0 200 400100 300 500
Litigation Total Cases
Total
Cases Closed 81
Total
New Cases 174
New Cases Sent to
Outside Counsel 4
Total
Open Cases 457
City of Sacramento Office of the City Attorney [8] 2024-2025 Annual Report Case No. 4
This matter involved a fatal officer-involved shooting in a parking garage where the decedent refused to put down a firearm and was brandishing it at officers. The City filed a demurrer to the complaint on standing issues and the case was dismissed.

Case No. 5
This matter involved a commercial cannabis business
alleging the City was improperly denying their building permits. The City negotiated a dismissal of the case by coordinating with staff to facilitate resolution for the outstanding building permit disputes.

Presentations
IMLA Annual Conference – Recovery of Attorney’s Fees
in Civil Rights Litigation, presented by Andrea Velasquez Cal Cities Annual Conference – Public Entity Litigation Update, presented by Sean Richmond
Cal Cities Mid-Y ear Conference – Public Entity Litigation Update, presented by Andrea Velasquez and Sean
Richmond
Officer Involved Shootings and Death in Custody
Response Team
Pursuant to direction of the City Manager and City
Attorney, the City Attorney’s Office is one of the teams that is notified and responds to officer-involved shootings, and in custody death incidents. The City Attorney’s Office Response Team is comprised of Deputy City Attorneys and supervised by the Litigation Division Chief. The purpose of the CAO Response Team is to provide the City Attorney with real-time information on these critical incidents and an immediate liability analysis for the Police Department, City Attorney, Mayor, and Council.

Creation of CAO Justice League
In response to the federal administration’s threats to cut finding to sanctuary jurisdictions, the Litigation Division created a sub-division dubbed the Justice League to
organize and defend the City against all threats to City’s funding from the Trump Administration.

City of Sacramento Office of the City Attorney [9] 2024-2025 Annual Report Litigation Total Cases by Department
Total: 457 Total Cases
Litigation Total Cases by Matter Type
Total: 457 New Cases
139 30% Public Works
135 30% Police
35 8% City Manager
28 6% Community Development
26 6% Human Resources
25 5% YPCE
21 5% Utilities
20 5% Labor Relations
9 2% Fire
5 1% Convention Cultural Services
4 1% City Clerk
4 1% Finance
3 1% All Council Districts
2 <1% Community Response
1 <1% IT
166 36% Tort
91 20% Litigation Review
54 12% Civil Rights
41 9% Writ
17 4% Discipline
14 3% EEO
12 3% Lien
11 2% Appeals
7 2% Retirement
6 1% Contract
6 1% Subpoena
6 1% Subrogation
5 1% Eminent Domain
4 1% Grievance
3 1% PRA
3 1% TRO
2 <1% Inverse
Condemnation
2 <1% Unfair Labor
Practice
2 <1% Unlawful Detainer
1 <1% Bankruptcy
1 <1% Code Enforcement
1 <1% Collections
1 <1% Environmental
1 <1% Injunctions
City of Sacramento Office of the City Attorney [10] 2024-2025 Annual Report Litigation New Cases by Department
Total: 174 New Cases
Litigation New Cases by Matter Type
Total: 174 New Cases
49 28% Public Works
43 25% Police
20 11% Human Resources
13 7% Human Resources - Discipline
10 6% Utilities
8 5% Parks and Recreation
6 3% Labor Relations
5 3% Community Development
5 3% Fire
4 2% City Clerk’s Office
3 2% Other
3 2% City Manager’s Office
3 2% Convention and Cultural Services
2 1% Finance
53 30% Tort/Appeal
36 21% Litigation Monitoring
21 12% Discipline Review
19 11% Civil Rights
13 7% Employment
9 5% Discipline
8 5% Subrogation-Collection
3 2% PRA
3 2% Writ
2 1% Property
2 1% Subpoena
2 1% TRO/Injunction
1 1% Code Enforcement Litigation
1 1% Contract
1 1% Eminent Domain
City of Sacramento Office of the City Attorney [11] 2024-2025 Annual Report

STRATEGIC PROJECTS AND RESEARCH
Affordable Housing
Assisted the Office of Innovation and Economic
Development in establishing the City’s new street-to-
housing program, which utilized $5 million in state funding to house 100 homeless households currently residing along the Sacramento Northern Parkway in Council District 2.

Greenbriar Community Facilities District
Special Tax Bonds
Advised the City Treasurer on the $36 million bond
issuance to finance the costs of acquisition and construction of public facilities in Council District 1, including
improvements for schools, utilities, roadways, landscaping, and parks.

Cannabis Consumption Lounges
Advised the Office of Cannabis Management on the
development of regulations for smoking and non-smoking
cannabis consumption lounges at storefront cannabis
dispensary sites.

Limited Entertainment Permits
Assisted the Office of Nighttime Economy on amending
the Sacramento City Code to create a new limited
entertainment permit that will enable small businesses
to provide entertainment, increase the vibrancy of
our commercial corridors citywide, and create more
opportunities for local musicians and other entertainers.

EMS Corps
Assisted the Fire Department in establishing an Emergency Medical Services Corps program at McClellan Park. The
program provides at-risk youth with training to become
emergency medical technicians.

Reparations Engagement Plan for Action, Investment,
and Redress (REP AIR) Initiative
Assisted in execution of a $119,999 agreement with the
Greater Sacramento Urban League to lead a community-
centered engagement process that develops an action plan for the creation of a municipal reparations commission, task force, or committee that will build on the relationships, research, and momentum of the reparative work the Council began in 2021.

Delta Shores Community Facilities District
Special Tax Bonds
Advised the City Treasurer on the $14 million bond issuance to finance the costs of acquisition and construction of public facilities in Council District 8, including improvements to water and storm drains, traffic, landscaping, and parks.

The Strategic Projects and Research Division provides legal advice on projects initiated by the City Council or that require multi-departmental coordination. SPR attorneys also provide legal advice to the City Council, charter offices, and city departments.

NOTABLE ACHIEVEMENTS
2000 600 1000400 800 1200
SPR Total Advisory Assignments and Matters
Total: 2,424
Total Advisory
Assignments 792
Total
Staff Reports 613
Ordinances 3
Total
Subpoenas 2
Total
Contracts 1,014
City of Sacramento Office of the City Attorney [12] 2024-2025 Annual Report SPR Advisory & Matters by Department
Total: 2,424 Advisory & Matters
SPR Staffed Board & Commission Meetings
Total: 80 Meetings
809 33% City Manager
353 15% Convention and Cultural Services
305 13% Finance
269 11% Fire
158 7% City Clerk
131 5% Committee and Commission Assignments
53 2% Public Works
50 2% City Treasurer
48 2% Police
44 2% IT
43 2% Parks and Recreation
40 2% Community Response
38 2% Community Development
30 1% Human Resources
17 1% Ethics
11 <1% City Attorney
10 <1% Mayor and City Council
10 <1% Economic Development
3 <1% Ann Land/Bertha Henschel Memorial Fund
2 <1% Utilities
12 15% Community Police Review Commission
12 15% Ethics Commission
11 14% Law and Legislation Committee
9 12% Arts, Culture, Creative Economy Commission
9 11% Civil Service Board
9 11% HCAAB
9 11% Measure U Commission
3 4% AIFM
3 4% Defined Contributions Plans Committee
2 3% Ethel MacLeod Committee
City of Sacramento Office of the City Attorney [13] 2024-2025 Annual Report

GENERAL COUNSEL AND ADVISORY
Worked with Procurement staff to update and consolidate the City’s contracting rules to ease implementation while also maintaining transparency and fairness in the City’s contracting process. This project involved updates to the city code, procurement policies, and the city’s contract templates for the purchase of goods, non-professional
services, professional services, and public projects
Assisted staff and the Sacramento Children’s Fund
Planning and Oversight Commission with the development
and approval of the City’s first Strategic Investment Plan, consistent with Measure L.

Advised DOU staff on updated development fees for water, separated sewer, combined sewer, and a new storm drainage fee. Drafted an authorizing ordinance for the storm
drainage fee. Reviewed nexus studies and compliance with authorizing statutes and advised staff on the fee adoption process and requested exemptions. Despite significant
developer opposition, litigation threats, and headwinds presented by state housing laws, DOU successfully obtained the requested fee levels.

Successfully defended several lawsuits, including a
challenge to an 800-residential-unit project on Bercut Drive and a preliminary lawsuit challenging the Airport South Industrial project.

Assisted in the drafting of the City’s Missing Middle
Housing Interim Ordinance. By adopting this ordinance,
the City became the first jurisdiction in the state to allow multi-unit housing in every neighborhood.

Advised the Department of Public Works on the creation
of a new Transportation Safety Team that increases the
City’s ability to install improvements to the transportation network more rapidly.

The General Counsel and Advisory Division provides legal advice and support to the City Council, all City departments, and staff. The group advises on all aspects of municipal law, including the Brown Act; Public Records Act; Political Reform Act; the California Environmental Quality Act (CEQA); water law; Propositions 26 and 218; public bidding, construction, and procurement; contract negotiation, drafting, and review; prevailing wages; transportation; real estate procurement, conveyance, and leasing; solid waste disposal; landfill regulation; and various other areas of municipal law.

NOTABLE ACHIEVEMENTS
5000 15001000 2000 2500
GC&A Total Advisory Assignments & Matters
Total: 4,019
Total
Subpoenas 19
Ordinances 27
Public
Records Acts 61
Total
Staff Reports 805
Total GC&A
Assignments 2,225
Total
Contracts 869
City of Sacramento Office of the City Attorney [14] 2024-2025 Annual Report GC&A Advisory & Matters by Department
Total: 3,137 Advisory & Matters
1,070 34% Public Works
841 27% Utilities
342 11% Parks and Recreation
201 6% Community Development
191 6% City Manager
128 4% Human Resources
97 3% Library Authority
89 3% Convention and Cultural Services
76 2% City Clerk
25 1% Finance
18 1% All Council
17 1% City Attorney
17 1% City Auditor
9 <1% Other
9 <1% Police
7 <1% Mayor
18 17% Planning and Design Commission
15 14% Library Authority
15 14% Code Enforcement Hearings
10 9% Disabilities Advisory Commission
10 9% Active Transportation Commission
9 8% Parks and Community Enrichment Commission
8 7% Sacramento Children’s Fund Commission
7 6% Youth Commission
6 5% Preservation Commission
4 4% Litigation Resolution/Workers’ Compensation
Claims Committees
4 4% Ann Land and Bertha Henschel Memorial Funds
Commission
3 4% Utilities Rate Advisory Commission
GC&A Staffed Board & Commission Meetings
Total: 109 Meetings
City of Sacramento Office of the City Attorney [15] 2024-2025 Annual Report

COMMUNITY ADVOCACY
& PUBLIC SAFETY DIVISION (“CAPS”)
This division provides advisory and enforcement support to the Sacramento Police Department (SPD) and the Neighborhood Code Compliance, Business Compliance, and Housing and Dangerous Buildings divisions of the Community Development Department (CDD). The division partners with enforcement departments to prosecute and abate physical and social nuisances. The division also includes a Criminal Prosecution Unit that prosecutes criminal violations of the City Code.

In its capacity as the general counsel for SPD and the
three divisions of CDD, CAPS advises on and helps draft ordinances, provides legal advice regarding the California Public Records Act, responds to subpoenas, and provides analysis and advice on the various provisions of state and federal law that pertain to the departments. In addition, attorneys in the division represent the city on all Pitchess motions and advise and make appearances regarding Gun
Violence Restraining Orders, and handle all weapons
destruction petitions.

In its enforcement role, the mission of the division is to fight corrosive social and criminal nuisances that degrade the quality of life in the City. The division’s aim is to identify, prioritize, and address criminal problems before they
grow into serious offenses that can lead to urban decay.

The division understands that the ability to respond to neighborhood complaints and address criminal problems
proactively is critical to improving quality of life in our neighborhoods.

Through the Justice for Neighbors (JFN) program, our office has coordinated with the City’s enforcement departments, including the Fire and Community Development
Departments, to target abandoned structures, nuisance
properties, and blight plaguing neighborhoods. The JFN
team files lawsuits seeking aggressive and specifically tailored injunctive relief, including stay-away orders, closure of properties, hiring of security guards, installation of video camera systems, and other improvements to properties.

In cases where such remedies are inadequate to abate the nuisance, CAPS attorneys have the ability to petition the court to request that a receiver be appointed to oversee the abatement of nuisances on the property.
2000 600400 800 1000
Total CAPS
Assignments 849
Contracts 148
Staff Reports 127
Criminal
Prosecution 966
CAPS Total Assignments and Matters
Total: 2,090
City of Sacramento Office of the City Attorney [16] 2024-2025 Annual Report SPD Legal Assignments & Matters
Total: 756 Assignments & Matters
612 81% SPD Assignments
57 8% Weapons
56 7% GVRO
15 2% Pitchess
14 2% SPD Subpoenas
1 <1% SPD Writs
1 <1% SPD Ordinance
20 22% Advice
16 17% Administrative Appeals
12 13% Restraining Orders
11 12% PRAs
7 8% Nuisance Abatement
6 7% Cannabis
6 6% Subpoenas
6 6% Receiverships
5 5% TROs
3 3% CARE Court
1 1% Writs
Other CAPS Assignments & Matters
Total: 93 Assignments & Matters
City of Sacramento Office of the City Attorney [17] 2024-2025 Annual Report Direct Community Benefit Projects
Total: 140 Projects
57 41% Weapons
56 40% GVROs
12 9% Restraining Orders
7 5% Nuisance Abatement
5 4% TROs
3 2% CARE Court
486 49% SCC § 9.16.140
Trespass on Private Property or Business Premises
230 23% SCC § 12.52.030
Unlawful Camping
160 16% SCC § 12.52.040 Storage of Personal Property on Public and Private Property
40 4% SCC § 8.140.030
Protection of Critical Infrastructure and Wildfire Risk Areas
36 4% SCC § 9.04.060
Public Nudity
29 3% SCC § 9.04.050
Intoxicating Beverages-Consumption on
Public Streets
15 1% SCC § 10.34.020
Spectators at Sideshows
Criminal Prosecution by Category
Total: 996 Prosecutions
City of Sacramento Office of the City Attorney [18] 2024-2025 Annual Report GVROs
The CAPS Division has initiated a full-time program
assisting the Sacramento Police Department in obtaining Gun Violence Restraining Orders. Every Friday, the division sends an attorney to court to staff the GVRO table, helping officers present their cases. Since we started running this calendar, 88 firearms have been taken out of the hands of violent offenders, including domestic abusers and others engaging in conduct which disqualifies them from gun
ownership, and placed under the protection of SPD for a period of time ordered by the Sacramento Superior Court.

Enforcement post-Grants Pass
CAPS supported the Incident Management Team to
update its enforcement structure and efforts after the US Supreme Court’s decision of Grants Pass by providing
legal analysis and various legal opinions involving the impact of that court decision on all city department
operations including CMO, SPD, SFD, Code Enforcement,
DCR, and DOU, among others. CAPS also supported the
City Manager and various departments with Legal analysis and drafting documents to implement new Council
direction related to homelessness enforcement through
the adoption of a new resolution and amendments to the
Citywide homelessness response protocols.

Justice for Neighbors
Since 2011, a single-family residence on Camarillo Drive in the Natomas area created social and physical nuisances that caused serious disturbances to neighbors. After an April 2024 Justice for Neighbors (JFN) meeting with over a dozen neighbors and then-Mayor Pro Tem Talamantes, the
City Attorney’s Office acted quickly to file a public nuisance action and petition for a health and safety receivership against the property owner.

Prior to CAO intervention, this property was the site of drug, theft, and child abuse crimes, as well as numerous complaints from neighbors regarding noise, suspicious
activities and individuals, drug and property crimes, and concern for personal and familial safety.

The strength of the CAO’s filings caused sufficient
pressure upon the property owner that he decided to
sell the residence by the end of 2024 instead of going
through litigation and face receivership. As a result, the neighborhood now enjoys the peace and safety it had lost, and a reputable real estate investment firm purchased the property and returned it to the beautiful home it was once known to be.

NOTABLE ACHIEVEMENTS
City of Sacramento Office of the City Attorney [19] 2024-2025 Annual Report CARE Court
CAPS advised the City’s public safety departments regarding the State of California’s new CARE Court program to
expand access to mental health court, including submitting petitions to the Sacramento Superior Court for individuals in our community suffering from severe and untreated
mental illness and other co-occurring disorders. Also, co- authored a published paper regarding CARE Court.

Camp Resolution
CAPS supported the CMO and various departments
including SPD, SFD, Code Enforcement, DCR, and DOU,
during the closure and enforcement efforts involving
Camp Resolution, by providing legal analysis regarding
constitutional issues and legal exposure involving
enforcement and closure.

Military Equipment Use Policy
CAPS assisted SPD and City Council to adopt its ordinance approving MEU, and to update the MEU annual’s report as required under AB 481.

Advising and Representing SPD’s Internal
Affairs Division
CAPS provided legal representation to SPD’s Internal
affairs unit involving officers’ personnel files, advising the department in its role as a custodian of records, and provided successful representation both at the Superior Court and Court of Appeals. Additionally, CAO provided a training session for all IA staff and prepared a legal manual for the division as a continuing legal resource.

Race Blind Charging
CAPS has taken the lead in developing new policies and
procedures in following new state laws regarding race-blind charging in its criminal prosecution practice. These new laws require substantially more staff and attorney time at intake to ensure that our charging decisions are being made in accordance with these state laws.

Tenant Protection Support to Residents of
The Grove Apartments
CAPS was able to help support the Tenant Protection
Program as it addressed the concerned residents of The
Grove at Johnston Park apartment building.

Automatic License Plate Reader Guidance
CAPS assisted SPD in allegations from the media that it was unlawfully sharing ALPR data with out-of-state agencies.

Given the ambiguous language of SB 34, CAPS attorneys
had to conduct a thorough review of the legislative history of the bill and review similar bills that were passed or rejected by the Legislature to provide guidance to the client. This guidance allowed SPD to update its policies prior to the June release of a Sacramento Grand Jury investigation that came to the same conclusion.

City of Sacramento Office of the City Attorney [20] 2024-2025 Annual Report Sideshow Ordinance
CAPS supported the council’s adoption of an emergency
ordinance on sideshows to provide additional enforcement authority to combat illegal sideshow activity in Sacramento.

Sacramento Regional Human Trafficking
Task Force (SR HTTF)
CAPS worked closely with the Sacramento County District Attorney’s Office, California Department of Justice, and the United States Department of Homeland Security in
implementing a regional task force targeting the disruption of human trafficking operations and protect children from criminal exploitation. The SR HTTF is now the third such regional task force in California, with the other two task forces situated in the greater areas of San Diego and Fresno.

Sacramento Police Department General Orders
and Policies
The CAPS Division worked tirelessly in assisting the
Sacramento Police Department with updating and improving critical general orders and policies. In addition, the CAPS Division has ensured that such review and analysis has been conducted in a time-efficient manner.

International Municipal Lawyers Association (IMLA)
Presentation Code Enforcement - Administrative
Hearings at the Local Level
CAPS was asked by IMLA to provide a legal presentation
to lawyers across the globe to present on the topic of how to implement and conduct local administrative hearings given the CAO’s extensive expertise in the subject matter.

Legal Training
As part of its efforts to effectively advise and ensure proper enforcement of the Sacramento City Code, the CAPS Division provides routine 4th Amendment training to those city
departments responsible for enforcing the city code, including Code Enforcement and Housing and Dangerous Buildings.

In 2024, the CAO provided to code enforcement officers
and housing and dangerous buildings inspectors a robust training that reviewed general constitutional principles, common scenarios, and best practices to ensure the rights of Sacramento’s residents are maintained.

City of Sacramento Office of the City Attorney [21] 2024-2025 Annual Report

OFFICE PROGRAMS
Career Fairs
The City Attorney’s
Office attended five
separate career fairs
throughout the
community this
year, including the
“Y ou Betta’ Work”
Sacramento
LGBTQ+ Career
Fair on September 12, 2024, the Health Education Council Career Fair on September 13, 2024, the McGeorge
Externship Fair on September 17, 2024, the 3rd Annual
Sacramento Region Diversity Career Fair on September
21, 2024, and the UC Davis School of Law’s Virtual Public Interest & Government Career Fair on November 6, 2024.

At each of these career fairs, attorneys and staff spoke directly with attendees about the office, law clerk program, the hiring process, and the office’s commitment to diversity, equity, and inclusion.

Law Clerk Program
Our award-winning law clerk program continues to thrive thanks to all the attorneys who work with and provide
guidance to the students. Our office has been acknowledged by McGeorge School of Law’s Public Legal Services Society as an exceptional supporter of their mission of enhancing the ability of law students to choose public interest or public-service careers.

Most of the program applicants are students from local law schools – McGeorge School of Law and UC Davis – but
we have also had applicants from various other law schools across the U.S. Our office hosts students year-round, with students clerking part-time during the school semesters and full-time during the summer.

In addition to working on various legal issues, the law clerks also accompany attorneys to meetings, arbitrations, mediations, depositions, hearings, and trials, all of
which help them utilize their newly acquired skills in a professional setting. In recent years, some of our law clerks have also been able to make supervised appearances on
behalf of the City through the State Bar’s Practical Training of Law Students certification program.

Notably, in 2024, the inaugural class of paid summer
law clerks interned in our office with great success, thus expanding the opportunity to engage in public service to students who may not otherwise be able to afford to do so.

Many of our former law clerks have later been hired into full-time attorney positions within the office.

Law Day
On May 1st, the City Attorney’s office celebrated Law Day.

The theme of this year’s program was “The Constitution’s Promise: Out of many – One, ” and was commemorated
with a panel discussion with law professors, Legislative Counsel and general counsel, Women Lawyers of
Sacramento and a Superior Court Judge.

This year we held a youth contest for grades 7 and 8.

Contestants were to submit an essay or an illustration
explaining what the Constitution means to them. Three
winners were elected and invited to a council meeting to collect their prize.

Our office also hosted it’s annual open house on the same day, providing tours, games and snacks to City employees.

City of Sacramento Office of the City Attorney [22] 2024-2025 Annual Report Fostering Growth, Building Legacy: The CAO
Mentorship Program
In the Sacramento City Attorney’s Office, we recognize
that our most valuable asset is our people. As part of
our ongoing commitment to professional development
and excellence in public service, the CAO Mentorship
Program has emerged as a vital initiative to cultivate talent, strengthen institutional knowledge, and reinforce a culture of mutual respect and growth.

Mentoring is more than guidance—it’s a partnership
grounded in a shared commitment to learn, grow, and
thrive together. The CAO Mentorship Program is designed with intention and care, offering structured opportunities for both mentors and mentees to focus on common goals,
establish clear expectations, and build relationships rooted in trust and mutual respect.

At its core, the Program is about connection and knowledge transfer. Through this process, seasoned attorneys and
staff share insights, skills, and professional wisdom with their mentees, helping to prepare the next generation of legal professionals and public servants. The one-on-one mentorship model creates a space where mentees can gain practical advice, explore new areas of interest, and navigate the unique landscape of municipal law with support and
confidence.

Beyond professional development, the CAO Mentorship
Program plays a key role in recruitment and retention.

Newer employees often cite the opportunity for mentorship as a distinguishing feature of our office culture—one that signals investment in their long-term success. Mentorship also supports internal mobility by helping mentees identify and prepare for promotion opportunities, ensuring our
office continues to grow strong leaders from within.

For mentors, the Program offers a rewarding avenue to
give back, reinforce their own learning, and help shape the future of the Office. For mentees, it opens doors to invaluable networks, guidance, and resources, including access to senior-level attorneys and leadership they may not otherwise engage with in their day-to-day work.

In addition to one-on-one mentoring, the Program
encompasses group activities, collaborative discussions, and targeted learning sessions that further enhance team building and cross-functional collaboration. These activities ensure the mentorship experience is not just beneficial at an individual level, but also contributes meaningfully to the cohesion and overall effectiveness of the CAO.

By investing in mentorship, the Sacramento City Attorney’s Office is investing in its future—building a legacy of
leadership, collaboration, and continuous learning that will serve our community for years to come.

Gold DEI Leadership Seal Recipient
In 2023, The State Bar of California started its
DEI Leadership Seal Program which recognizes legal
employers that commit to and implement research-driven
actions that further workplace diversity, equity, and
inclusion. The program is open to all legal employers with California-licensed attorneys, including private law firms, legal academia, non-profit organizations, and government agencies.

The Sacramento City Attorney’s Office enrolled
in the program’s first cohort. The office completed 9 out of the 10 action items, including creating a strategic DEI plan, collecting employment data, participating in annual implicit bias training, and integrating DEI into performance evaluations and job duties. In 2024, the Sacramento City Attorney’s Office became one of only two municipal law
offices awarded the Gold Seal for its accomplishments—the highest award possible.

City of Sacramento Office of the City Attorney [24] 2024-2025 Annual Report Susana Alcala Wood
City Attorney
Sacramento City Hall
915 I Street, Room 4006
Sacramento, CA 95814
(916) 808-5346
www.cityofsacramento.org/attorney
F i s c a l Y e a r
2 0 2 5
A n n u a l
R e p o r t
O f f i c e o f t h e C i t y A u d i t o r C i t y o f S a c r a m e n t o T a b l e o f C o n t e n t s
0 3
0 4
0 5
0 6
0 8
0 9
1 0
1 1
1 2
T r a n s m i t t a l L e t t e r
O v e r v i e w , C i t y C h a r t e r , a n d
C i t y C o d e
M i s s i o n , P h i l o s o p h y , a n d V i s i o n F i s c a l Y e a r 2 0 2 5 W o r k P l a n
K e y D e l i v e r a b l e s a n d
P e r f o r m a n c e G o a l s
O t h e r O f f i c e A c t i v i t i e s
O f f i c e o f t h e C i t y A u d i t o r T e a m a n d D e m o g r a p h i c s
P r o g r e s s o n F i s c a l Y e a r 2 0 2 5
S t r a t e g i c G o a l s a n d O b j e c t i v e s F i s c a l Y e a r 2 0 2 6 S t r a t e g i c
G o a l s a n d O b j e c t i v e s
F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 2 H o n o r a b l e M a y o r , C o u n c i l m e m b e r s , a n d C o m m u n i t y M e m b e r s , I a m p l e a s e d t o p r e s e n t t h e F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t f o r t h e O f f i c e o f t h e C i t y A u d i t o r .

O v e r t h e p a s t y e a r , o u r O f f i c e h a s c o n t i n u e d t o s t r e n g t h e n i t s r o l e i n p r o m o t i n g t r a n sp a r e n c y , a c c o u n t a b i l i t y , a n d c o n t i n u o u s i m p r o v e m e n t a c r o s s C i t y o p e r a t i o n s. A s t h e C i t y A u d i t o r , I r e m a i n c o m m i t t e d t o f o s t e r i n g s t r o n g p a r t n e r s h i p s w i t h C i t y C o u n c i l , C i t y m a n a g e m e n t , a n d c o m m u n i t y s t a k e h o l d e r s t o e n s u r e o u r w o r k su p p o r t s m e a n i n g f u l , p o s i t i v e c h a n g e .

T h i s y e a r , w e c o m p l e t e d s e v e r a l i m p a c t f u l p r o j e c t s , i n c l u d i n g t h e A u d i t o f t h e C i t y ' s H o m e l e s s R e s p o n s e : C i t y M o t e l P r o g r a m , a n a r e a o f s i g n i f i c a n t c o m m u n i t y i n t e r e s t a n d i n v e s t m e n t . W e a l s o c o m p l e t e d t h e A u d i t o f S a c r a m e n t o P o l i c e D e p a r t m e n t ' s M i l i t a r y E q u i p m e n t U s e P o l i c y a n d I n v e n t o r y P r a c t i c e s . A d d i t i o n a l l y , w e s u c c e s s f u l l y c o m p l e t e d a n d p a sse d o u r t r i e n n i a l e x t e r n a l p e e r r e v i e w , d e m o n s t r a t i n g o u r o n g o i n g c o m m i t m e n t t o m e e t i n g p r o f e ssi o n a l a u d i t i n g s t a n d a r d s a n d d e l i v e r i n g h i g h - q u a l i t y , o b j e c t i v e , a n d r e l i a b l e w o r k . T h e se e f f o r t s u n d e r s c o r e o u r d e d i c a t i o n t o p r o v i d i n g i n d e p e n d e n t , a c t i o n a b l e i n f o r m a t i o n t h a t su p p o r t s i n f o r m e d d e c i s i o n - m a k i n g .

I n a d d i t i o n , t h e O f f i c e m a d e i m p o r t a n t s t r i d e s t o w a r d i m p r o v i n g o u r o w n o p e r a t i o n s. W e e n h a n c e d o u r s t a k e h o l d e r c o m m u n i c a t i o n s, i m p l e m e n t e d n e w t o o l s t o c l a r i f y t h e a u d i t p r o c e s s , a n d w o r k e d t o w a r d s r e f i n i n g o u r i n t e r n a l p r o c e d u r e s t o a l i gn w i t h u p d a t e d G e n e r a l l y A c c e p t e d G o v e r n m e n t A u d i t i n g S t a n d a r d s. A s o f t h e e n d o f F i s c a l Y e a r 2 0 2 5 , o u r v a c a n c y r a t e s t o o d a t 2 0 p e r c e n t ; h o w e v e r , w i t h t h e C i t y C o u n c i l ' s su p p o r t i n m a i n t a i n i n g t h e se p o s i t i o n s t h r o u g h t h e b u d g e t p r o c e ss, w e a r e a c t i v e l y w o r k i n g t o f i l l t h e se v a c a n c i e s t o e n s u r e w e h a v e t h e r e s o u r c e s n e e d e d t o e x e c u t e o u r a m b i t i o u s w o r k p l a n .

L o o k i n g f o r w a r d , I a m c o m m i t t e d t o m a i n t a i n i n g t h e h i gh s t a n d a r d s o f p r o f e ssi o n a l i sm a n d r i g o r t h a t t h e C i t y a n d i t s r e s i d e n t s e x p e c t o f t h i s O f f i c e . W e w i l l c o n t i n u e w o r k i n g t o s t r e n g t h e n p u b l i c c o n f i d e n c e b y p r o v i d i n g f a i r , b a l a n c e d , a n d m e a n i n g f u l a sse ssm e n t s o f C i t y p r o g r a m s a n d s e r v i c e s .

T h a n k y o u f o r y o u r c o n t i n u e d s u p p o r t .

R e s p e c t f u l l y ,
F a r i s h t a A h r a r y , C P A , C F E , P M P C i t y A u d i t o r
F A h r a r y @ c i t y o f s a c r a m e n t o . o r g ( 9 1 6 ) 8 0 8 - 7 2 6 6
T r a n s m i t t a l L e t t e r
F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 3

O v e r v i e w , C i t y C h a r t e r , a n d
C i t y C o d e
O v e r v i e w
T h e O f f i c e o f t h e C i t y A u d i t o r p r o v i d e s i n d e p e n d e n t , o b j e c t i v e , a n d r e l i a b l e i n f o r m a t i o n r e g a r d i n g t h e C i t y ' s a b i l i t y t o m e e t i t s g o a l s a n d o b j e c t i v e s, a n d e s t a b l i sh a n a d e q u a t e s y s t e m o f i n t e r n a l c o n t r o l s . I n m a n y c a s e s , t h i s i n v o l v e s v e r i f y i n g c o m p l i a n c e w i t h l a w s a n d r e g u l a t i o n s , a s s e s s i n g t h e e f f i c i e n c y a n d e f f e c t i v e n e ss o f t h e C i t y ' s o p e r a t i o n s, a n d i d e n t i f y i n g o p p o r t u n i t i e s f o r i n t e r n a l c o n t r o l i m p r o v e m e n t s.

I n N o v e m b e r 2 0 1 8 , t h e S a c r a m e n t o C i t y G o v e r n m e n t A c c o u n t a b i l i t y a n d E f f i c i e n c y A c t ( M e a s u r e K ) w a s p a s s e d b y v o t e r s . T h i s e s t a b l i s h e d t h e C i t y A u d i t o r a s a c h a r t e r o f f i c e r a n d c o m b i n e d t h e d u t i e s o f t h e C i t y A u d i t o r a n d t h e I n d e p e n d e n t B u d g e t A n a l y s t . T h e C i t y A u d i t o r r e p o r t s d i r e c t l y t o C i t y C o u n c i l a n d h a s f u l l r e sp o n si b i l i t y f o r t h e d i r e c t i o n a n d m a n a g e m e n t o f t h e O f f i c e o f t h e C i t y A u d i t o r . S e c t i o n 7 7 o f t h e C h a r t e r s t a t e s t h e C i t y A u d i t o r " s h a l l i n d e p e n d e n t l y a s s e s s a n d r e p o r t o n C i t y o p e r a t i o n s a n d se r v i c e s; sh a l l a ssi s t t h e c o u n c i l i n t h e c o n d u c t o f b u d g e t a r y i n q u i r i e s a n d i n t h e m a k i n g o f b u d g e t a r y d e c i si o n s; a n d s h a l l h a v e s u c h o t h e r p o w e r s a n d d u t i e s a s m a y b e p r e sc r i b e d b y s t a t e l a w a n d b y o r d i n a n c e o r r e s o l u t i o n o f t h e c i t y c o u n c i l . " C i t y C o d e
S a c r a m e n t o C i t y C o d e S e c t i o n 2 . 1 8 . 0 5 0 o u t l i n e s t h e d u t i e s o f t h e C i t y A u d i t o r . S o m e o f t h e d u t i e s o u t l i n e d i n c l u d e :

F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 4 C i t y C h a r t e r
O v e r v i e w , C i t y C h a r t e r , a n d C i t y C o d e C o n d u c t i n g a u d i t s o f C i t y d e p a r t m e n t s, o f f i c e s, b o a r d s, c o m m i s si o n s, a n d c o m m i t t e e s a s d i r e c t e d b y t h e c o u n c i l .

M a n a g i n g t h e C i t y ' s W h i s t l e b l o w e r H o t l i n e a n d d e t e r m i n i n g i f a l l e g a t i o n s o f f r a u d , w a s t e , a b u s e , o r i l l e g a l a c t s n e e d f u r t h e r i n v e s t i ga t i o n .

A s s i s t i n g t h e C o u n c i l ' s b u d g e t a r y i n q u i r i e s a n d b u d g e t a r y d e c i si o n s a s d i r e c t e d b y t h e C i t y C o u n c i l .

M a k i n g r e c o m m e n d a t i o n s t o t h e C i t y C o u n c i l i n c o n n e c t i o n w i t h t h e C i t y A u d i t o r ' s a u d i t s, i n v e s t i g a t i o n s , a n a l y s e s , s t u d i e s , a n d r e p o r t s.

I f r e q u e s t e d b y a n i n d i v i d u a l C o u n c i l m e m b e r , a u d i t i n g t h a t C o u n c i l m e m b e r ' s o w n o f f i c e t h r o u g h a n i n d e p e n d e n t o u t s i d e a u d i t o r .

T h e C i t y C o d e a l s o o u t l i n e s t h e C i t y A u d i t o r ' s a c c e ss t o a l l so u r c e s o f i n f o r m a t i o n , p r o p e r t y , a n d p e r s o n n e l r e l e v a n t t o t h e p e r f o r m a n c e o f a n a u d i t , u n l e ss r e s t r i c t e d o r p r o h i b i t e d b y l a w .

I n a d d i t i o n , t h e C i t y C o d e p r o h i b i t s a n y p e r s o n f r o m d i r e c t l y o r i n d i r e c t l y c o e r c i n g o r a t t e m p t i n g t o c o e r c e t h e C i t y A u d i t o r r e l a t i v e t o t h e C i t y A u d i t o r ' s e x a m i n a t i o n s, a u d i t s, o r a p p o i n t m e n t o r r e m o v a l o f a n y e m p l o y e e b y t h e C i t y A u d i t o r .

M i s s i o n , P h i l o s o p h y , a n d
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T h e O f f i c e o f t h e C i t y A u d i t o r ' s m i s s i o n i s t o p r o v i d e a c a t a l y s t f o r i m p r o v e m e n t s o f m u n i c i p a l o p e r a t i o n s a n d p r o m o t e a c r e d i b l e , e f f i c i e n t , e f f e c t i v e , e q u i t a b l e , f a i r , f o c u se d , t r a n sp a r e n t , a n d f u l l y a c c o u n t a b l e C i t y g o v e r n m e n t .

P h i l o s o p h y
I n d e p e n d e n c e : M a i n t a i n i n d e p e n d e n c e i n f a c t a n d a p p e a r a n c e , a n d r e m a i n f r e e f r o m p e r s o n a l , e x t e r n a l , a n d o r g a n i z a t i o n a l i m p a i r m e n t s t o e n su r e a u d i t f i n d i n g s, o p i n i o n s, c o n c l u s i o n s , j u d g m e n t s , a n d r e c o m m e n d a t i o n s a r e i m p a r t i a l .

O b j e c t i v i t y : C o n d u c t a l l p r o j e c t s o b j e c t i v e l y , f a c t u a l l y , a n d w i t h o u t p r e c o n c e i v e d i d e a s, n o t i o n s , b i a s e s , o r v e s t e d i n t e r e s t s . B a se a l l c o n c l u si o n s a n d r e c o m m e n d a t i o n s o n a f u l l r e v i e w o f r e l e v a n t i n f o r m a t i o n a n d o n o p e n - m i n d e d c o n si d e r a t i o n o f o p p o si n g v i e w p o i n t s.

T e c h n i c a l A c c u r a c y : U t i l i z e s t r i c t q u a l i t y a s s u r a n c e p r o g r a m s t o e n su r e s t a f f e x e r c i se d u e p r o f e s s i o n a l c a r e , a d e q u a t e l y p l a n a u d i t s , a n d p r e p a r e w o r k p a p e r s t h a t c o n t a i n su f f i c i e n t a n d c o m p e l l i n g e v i d e n c e t o s u p p o r t a n y s t a t e m e n t s o f f a c t i n r e p o r t s.

V i s i o n
I m p r o v e C i t y S e r v i c e s : P r o v i d e i n d e p e n d e n t , o b j e c t i v e , a n d r e l i a b l e i n f o r m a t i o n r e g a r d i n g t h e C i t y ' s a b i l i t y t o m e e t i t s g o a l s a n d ob j e c t i v e s a n d e s t a b l i s h a d e q u a t e i n t e r n a l c o n t r o l s y s t e m s.

M i t i g a t e F r a u d : R o o t o u t i m p r o p e r g o v e r n m e n t a l a c t i v i t i e s ( i . e . , f r a u d , w a s t e , o r a b u se ) .

A d d r e s s I n e q u i t i e s : A d d r e s s r a c i a l , g e n d e r , a n d e t h n i c i n e q u i t i e s.

F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 5 F i s c a l Y e a r 2 0 2 5 W o r k P l a n
F i s c a l Y e a r 2 0 2 5 W o r k P l a n
O n M a y 2 8 , 2 0 2 4 , t h e C i t y C o u n ci l a p p r o v e d t h e C i t y A u d i t o r ' s F i sca l Y e a r 2 0 2 4 / 2 5 W o r k P l a n w h i c h i n cl u d e d w o r k u n d e r t h e O f f i ce ' s t h r e e d i v i s i o n s :

D e p a r t m e n t o f U t i l i t i e s ' W a t e r F u n d R e v i e w

D e p a r t m e n t o f U t i l i t i e s ' W a s t e w a t e r F u n d R e v i e w

A u d i t o f t h e P o l i c e D e p a r t m e n t ' s M i l i t a r y E q u i p m e n t U s e P o l i c y a n d I n v e n t o r y P r a c t i c e s

A u d i t o f t h e S a c r a m e n t o E t h i c s C o m m i s s i o n
F i s c a l Y e a r 2 0 2 3 / 2 0 2 4 B a s e l i n e F u n d i n g V e r i f i c a t i o n f o r t h e S a c r a m e n t o C h i l d r e n ' s F u n d

F i s c a l Y e a r 2 0 2 3 / 2 0 2 4 A u d i t e d A m o u n t o f C a n n a b i s B u s i n e s s O p e r a t i o n s T a x

P e r f o r m a n c e A u d i t o f C i t y o f S a c r a m e n t o ' s A n i m a l C a r e S e r v i c e s D i v i s i o n

A u d i t o f t h e C i t y ' s H o m e l e s s R e s p o n se :

C i t y M o t e l P r o g r a m
P e r f o r m a n c e
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D u r i n g F i s c a l Y e a r 2 0 2 5 , t h e O f f i c e o f t h e C i t y A u d i t o r co m p l e t e d e i g h t p r o j e c t s :

T h e O f f i c e o f t h e C i t y A u d i t o r a l so p r o v i d e d t h e C i t y C o u n ci l w i t h t h e f o l l o w i n g a c t i v i t y r e p o r t s :

Q u a r t e r l y A c t i v i t y R e p o r t s :

A p r i l t h r o u g h J u n e 2 0 2 4
J u l y t h r o u g h S e p t e m b e r 2 0 2 4
O c t o b e r t h r o u g h D e c e m b e r 2 0 2 4
S e m i - A n n u a l R e c o m m e n d a t i o n F o l l o w - U p R e p o r t s :

J a n u a r y t h r o u g h J u n e 2 0 2 4
J u l y t h r o u g h D e c e m b e r 2 0 2 4
F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 6 W h i s t l e b l o w e r H o t l i n e A c t i v i t y R e p o r t s :

A p r i l 2 0 2 2 t h r o u g h J u n e 2 0 2 4
J u l y t h r o u g h D e c e m b e r 2 0 2 4
A n n u a l R e p o r t s :

F i s c a l Y e a r 2 0 2 4 A n n u a l R e p o r t F i s c a l Y e a r 2 0 2 5 W o r k P l a n
S t a t u s o f P r o j e c t s i n P r o g r e ss:

T h e C i t y A u d i t o r ' s W o r k P l a n i s d e s i g n e d t o b e f l e x i b l e , a d j u s t i n g t o n e w r i s k s a n d c h a n g i n g p r i o r i t i e s . A n n u a l l y , w e r e v i e w a n d r e p r i o r i t i z e p r o j e c t s t o d e t e r m i n e t h e i r r e l e v a n c e f o r t h e u p c o m i n g y e a r . C o n s e q u e n t l y , s o m e p r o j e c t s a r e d e f e r r e d t o t h e n e x t y e a r ' s W o r k P l a n , w h i l e o t h e r s m a y b e r e - a s s e s s e d a n d e x c l u d e d . T h i s e n s u r e s t h a t o u r e f f o r t s a r e c o n s i s t e n t l y a l i g n e d w i t h t h e C i t y ' s m o s t p r e s s i n g n e e d s.

P r o j e c t s C a r r i e d O v e r t o t h e F i s c a l Y e a r 2 0 2 6 W o r k P l a n :

A u d i t o f P e d e s t r i a n S a f e t y
A u d i t o f I l l e g a l C a n n a b i s C u l t i v a t i o n Project Preliminary
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Audit of Emergency Medical Services Complete Complete Complete In Progress Audit of the Transient Occupancy Tax Complete Complete In Progress Audit of Evidence and Property - Part 2 Complete Complete In Progress Audit of Utilities' Energy Use Complete Complete In Progress Audit of Complaint Investigation and
Resolution Practices
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Audit of Homeless Response - Part 2 In Progress
Storm Drainage Fund Review In Progress
Potential Cost Savings and Revenue
Recovery Audit Services
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P r o j e c t s N o t Y e t S t a r t e d :

F i s c a l Y e a r 2 0 2 5 W o r k P l a n
F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 7 K e y D e l i v e r a b l e s a n d
P e r f o r m a n c e G o a l s
K e y D e l i v e r a b l e s
C e r t i f i c a t e o f C o m p l i a n c e w i t h G e n e r a l l y A c c e p t e d G o v e r n m e n t A u d i t i n g S t a n d a r d s w i t h i n l a s t t h r e e y e a r s :

L a s t p e e r r e v i e w c o m p l e t e d A p r i l 2 0 2 5 .

C e r t i f i c a t e o f C o m p l i a n c e a w a r d e d t o O f f i c e o f t h e C i t y A u d i t o r f o r t h e p e r i o d J a n u a r y 1 , 2 0 2 2 t h r o u g h D e c e m b e r 3 1 , 2 0 2 4 .

P r e s e n t P r o p o s e d W o r k P l a n b y A p r i l 1 5 :

C i t y A u d i t o r ' s P r o p o s e d W o r k P l a n f o r F i s c a l Y e a r 2 0 2 5 / 2 6 w a s p r e s e n t e d t o t h e B u d g e t a n d A u d i t C o m m i t t e e o n M a r c h 2 5 , 2 0 2 5 .

T h e f i n a l W o r k P l a n w a s a p p r o v e d b y t h e C i t y C o u n c i l o n A p r i l 2 2 , 2 0 2 5 .

P r o v i d e t h e C i t y C o u n c i l w i t h a c t i v i t y r e p o r t s r e g a r d i n g a u d i t s ,
r e c o m m e n d a t i o n s , a n d w h i s t l e b l o w e r t i p s a n d i n v e s t i g a t i o n s :

C i t y C o u n c i l w a s k e p t a p p r i s e d o f O f f i c e a c t i v i t i e s t h r o u g h v a r i o u s m e c h a n i s m s su c h a s : q u a r t e r l y a c t i v i t y r e p o r t s , s e m i - a n n u a l r e c o m m e n d a t i o n f o l l o w - u p r e p o r t s , w h i s t l e b l o w e r h o t l i n e a c t i v i t y r e p o r t s , a n n u a l w o r k p l a n s , p r e s e n t a t i o n s , a n d i n d i v i d u a l b r i e f i n g s .

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* T h e O f f i c e e x p e r i e n c e d a 1 0 - 3 0 % v a c a n c y r a t e d u r i n g t h e f i s c a l y e a r .

K e y D e l i v e r a b l e s a n d P e r f o r m a n c e M e t r i c s F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 0 8 * C i t y C o u n c i l h a s n o t y e t h e a r d t h e A u d i t o f t h e C i t y ' s A n i m a l C a r e S e r v i c e s D i v i s i o n w h i c h h a d 1 0 f i n d i n g s a n d 3 1 r e c o m m e n d a t i o n s .

F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t O t h e r O f f i c e A c t i v i t i e s
T o p r o m o t e t r a n s p a r e n c y a n d a c c ou n t a b i l i t y t h e O f f i c e m a i n t a i n s se v e r a l d a sh b o a r d s t h a t C i t y C o u n c i l , C i t y e m p l o y e e s , a n d t h e p u b l i c c a n u se t o a n a l y z e c e r t a i n i n f o r m a t i o n . T h e O f f i c e m a i n t a i n s t h e f o l l o w i n g d a s h b o a r d s:

R E C O M M E N D A T I O N F O L L O W - U P
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W H I S T L E B L O W E R H O T L I N E
M o s t R e c e n t R e p o r t i n g P e r i o d
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I n a c c o r d a n c e w i t h G e n e r a l l y A c c e p t e d G o v e r n m e n t A u d i t i n g S t a n d a r d s ( G A G A S ) , a u d i t o r g a n i z a t i o n s a r e r e q u i r e d t o u n d e r g o a n e x t e r n a l p e e r r e v i e w e v e r y t h r e e y e a r s. T o m e e t t h i s r e q u i r e m e n t , t h e O f f i c e o f t h e C i t y A u d i t o r p a r t i c i p a t e d i n a p e e r r e v i e w c o n d u c t e d b y t h e A s s o c i a t i o n o f L o c a l G o v e r n m e n t A u d i t o r s ( A L G A ) d u r i n g t h e w e e k o f M a r c h 3 1 . T h e p e e r r e v i e w c o v e r e d a u d i t w o r k p e r f o r m e d d u r i n g t h e p e r i o d f r o m J a n u a r y 1 , 2 0 2 2 t h r o u g h D e c e m b e r 3 1 , 2 0 2 4 .

T h e p e e r r e v i e w t e a m c o n d u c t e d a t h o r o u g h a sse ssm e n t o f o u r p o l i c i e s, p r o c e d u r e s, a n d a u d i t w o r k t o d e t e r m i n e w h e t h e r t h e o f f i c e c o m p l i e s w i t h G A G A S . T h e O f f i c e o f t h e C i t y A u d i t o r s u c c e s s f u l l y p a s s e d t h e p e e r r e v i e w . T h i s o u t c o m e a f f i r m s o u r c o m m i t m e n t t o m a i n t a i n i n g h i g h s t a n d a r d s o f a u d i t q u a l i t y , p r o f e ssi o n a l i s m , a n d i n t e g r i t y i n o u r w o r k o n b e h a l f o f t h e C i t y .
0 9
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D I V E R S I T Y
G e n d e r a n d E t h n i c D i v e r s i t y
A p p l i c a n t s D i v e r s i t y
H i r e s D i v e r s i t y
S e p a r a t i o n s D i v e r s i t y

O f f i c e o f t h e C i t y A u d i t o r
T e a m a n d D e m o g r a p h i c s
F a r i s h t a A h r a r y - C i t y A u d i t o r K e v i n C h r i s t e n s e n - A s s i s t a n t C i t y A u d i t o r V a c a n t - P r i n c i p a l F i s c a l P o l i c y A n a l y s t J o y c e C h i h - S e n i o r F i s c a l P o l i c y A n a l y s t J o s e p h F l e m i n g - S e n i o r F i s c a l P o l i c y A n a l y s t
P a r i n a z N e j a t i e - F i s c a l P o l i c y A n a l y s t R i c a r d o S a n c h e z M o l i n e r o - F i s c a l P o l i c y A n a l y s t
V a c a n t - P r i n c i p a l F i s c a l P o l i c y A n a l y s t C h e v e l l e J a c k s o n - S e n i o r F i s c a l P o l i c y A n a l y s t
J e s s i c a L u g o - F i s c a l P o l i c y A n a l y s t O f f i c e o f t h e C i t y A u d i t o r T e a m O f f i c e o f t h e C i t y A u d i t o r D e m o g r a p h i c s T h e C i t y o f S a c r a m e n t o i s a v e r y d i v e r s e c o m m u n i t y , a n d t h e O f f i c e o f t h e C i t y A u d i t o r g e n e r a l l y d o e s w e l l t o r e f l e c t i n i t s s t a f f t h e g e n d e r a n d e t h n i c d i v e r s i t y o f t h e C i t y o f S a c r a m e n t o .

D u r i n g t h e f i s c a l y e a r , t h e O f f i c e e x p e r i e n c e d s t a f f a t t r i t i o n , r e s u l t i n g i n a 2 0 p e r c e n t v a c a n c y r a t e . W e h a v e i n i t i a t e d r e c r u i t m e n t e f f o r t s t o f i l l t h e s e p o s i t i o n s a n d a n t i c i p a t e c o m p l e t i n g t h i s p r o c e ss e a r l y i n F i s c a l Y e a r 2 0 2 6 .

O f f i c e o f t h e C i t y A u d i t o r G e n d e r D i v e r s i t y
O f f i c e o f t h e C i t y A u d i t o r E t h n i c / R a c i a l D i v e r s i t y F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 1 0 O f f i c e o f t h e C i t y A u d i t o r T e a m a n d D e m o g r a p h i c s

P r o g r e s s o n F i s c a l Y e a r 2 0 2 5
S t r a t e g i c G o a l s a n d O b j e c t i v e s P r o g r e s s o n F i s c a l Y e a r 2 0 2 5 S t r a t e g i c G o a l s a n d O b j e c t i v e s D u r i n g F i s c a l Y e a r 2 0 2 5 , t h e O f f i c e o f t h e C i t y A u d i t o r i d e n t i f i e d k e y p r i o r i t i e s t o s t r e n g t h e n o u r o p e r a t i o n s , f o s t e r c o l l a b o r a t i o n , a n d b u i l d p u b l i c t r u s t . B e l o w i s a su m m a r y o f o u r p r o g r e ss t o w a r d s t h e s e o b j e c t i v e s .

F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 1 1 E n h a n c i n g C o l l a b o r a t i o n a n d C o m m u n i c a t i o n T h e O f f i c e a c t i v e l y e n g a g e d w i t h C i t y d e p a r t m e n t s a n d C o u n c i l O f f i c e s t h r o u g h o u t t h e y e a r , h o l d i n g r e g u l a r c h e c k - i n s a n d b r i e f i n g s t o sh a r e i n f o r m a t i o n a b o u t a u d i t o b j e c t i v e s, p r o c e s s e s , a n d o u t c o m e s .

W e d e v e l o p e d a n d i m p l e m e n t e d T h e P e r f o r m a n c e A u d i t P r o c e s s : W h a t t o E x p e c t f a c t s h e e t t o d e m y s t i f y t h e p e r f o r m a n c e a u d i t p r o c e ss a n d c l a r i f y e x p e c t a t i o n s a t t h e s t a r t o f e a c h a u d i t .

W e a l s o i m p l e m e n t e d a n A u d i t S c o p i n g M e m o r a n d u m t o c l e a r l y i n f o r m a u d i t e e s o f t h e a u d i t s c o p e d e t e r m i n e d t h r o u g h o u r r i sk a sse ssm e n t p r o c e ss.

P r o m o t i n g O p e r a t i o n a l E f f i c i e n c i e s D e s i g n e d a n d d e p l o y e d a d d i t i o n a l i n t e r a c t i v e d i v e r s i t y d a sh b o a r d s f o r a p p l i c a n t s, h i r e s, a n d s e p a r a t i o n s .

C o n t i n u e d a d v a n c i n g t h e O f f i c e ' s R a c i a l a n d G e n d e r E q u i t y A c t i o n P l a n t o p r o m o t e i n c l u s i v i t y a n d d i v e r s i t y .

C o m p l e t i n g R e c r u i t m e n t E f f o r t s C o n d u c t e d r e c r u i t m e n t f o r v a c a n t p o s i t i o n s, a c h i e v i n g n e a r - f u l l s t a f f i n g b y m i d F i sc a l Y e a r 2 0 2 5 . H o w e v e r , t h e r e c e n t d e p a r t u r e o f a n o t h e r e m p l o y e e h a s b r o u g h t o u r v a c a n c y r a t e t o 2 0 p e r c e n t a t t h e e n d o f t h i s f i s c a l y e a r .

C o m p l y i n g w i t h U p c o m i n g C h a n g e s t o S t a n d a r d s W o r k e d o n r e v i s i n g p o l i c i e s , p r o c e d u r e s, a n d t e m p l a t e s t o a l i gn w i t h f o r t h c o m i n g u p d a t e s t o G e n e r a l l y A c c e p t e d G o v e r n m e n t A u d i t i n g S t a n d a r d s ( G A G A S ) . T h i s w o r k w i l l c o n t i n u e i n t o F i s c a l Y e a r 2 0 2 6 .

F i s c a l Y e a r 2 0 2 6 S t r a t e g i c
G o a l s a n d O b j e c t i v e s
F i s c a l Y e a r 2 0 2 6 S t r a t e g i c G o a l s a n d O b j e c t i v e s F o r F i s c a l Y e a r 2 0 2 6 , w e a r e e x c i t e d t o w o r k w i t h t h e C i t y C o u n c i l a n d C i t y m a n a g e m e n t t o c o n t i n u e m a n a g i n g t h e C i t y ' s W h i s t l e b l o w e r H o t l i n e a n d a u d i t i n g C i t y o p e r a t i o n s a n d se r v i c e s t o i d e n t i f y o p p o r t u n i t i e s f o r e n h a n c e d e f f i c i e n c y a n d e f f e c t i v e n e ss.

W e w i l l a l s o b e f o c u s e d o n i n t e r n a l i m p r o v e m e n t s i n c l u d i n g :

F i s c a l Y e a r 2 0 2 5 A n n u a l R e p o r t 1 2 P r o m o t i n g O p e r a t i o n a l E f f i c i e n c i e s W e w i l l a s s e s s o p p o r t u n i t i e s t o l e v e r a g e t e c h n o l o g y t o i m p r o v e t h e e f f i c i e n c y a n d p r o d u c t i v i t y o f o u r a u d i t p r o c e s s e s . T h e se i n v e s t m e n t s c o u l d a l l o w u s t o d e l i v e r m o r e t i m e l y , h i g h - q u a l i t y r e s u l t s a n d e x p a n d o u r c a p a c i t y t o se r v e t h e C i t y a n d t h e c o m m u n i t y .

S t r e n g t h e n i n g O r g a n i z a t i o n a l C a p a c i t y T h e O f f i c e c u r r e n t l y h a s t w o v a c a n t p o s i t i o n s - w h i c h m e a n s a v a c a n c y r a t e o f 2 0 p e r c e n t . W e w i l l p r i o r i t i z e f i l l i n g v a c a n t p o s i t i o n s a n d su s t a i n i n g a h i gh - p e r f o r m i n g , d i v e r s e , a n d i n c l u s i v e t e a m .

E n s u r i n g S t a n d a r d s C o m p l i a n c e a n d P r o f e s s i o n a l E x c e l l e n c e T h e O f f i c e w i l l c o n t i n u e r e v i s i n g p o l i c i e s, p r o c e d u r e s, a n d t e m p l a t e s t o a l i g n w i t h f o r t h c o m i n g u p d a t e s t o G e n e r a l l y A c c e p t e d G o v e r n m e n t A u d i t i n g S t a n d a r d s ( G A G A S ) .

A d v a n c i n g E q u i t y a n d I n c l u s i o n T h e O f f i c e w i l l c o n t i n u e t o i m p l e m e n t a n d m o n i t o r o u r R a c i a l a n d G e n d e r E q u i t y A c t i o n P l a n , f u r t h e r e m b e d d i n g e q u i t y p r i n c i p l e s i n t o o u r a u d i t p l a n n i n g , f i e l d w o r k a n d r e p o r t i n g p r o c e s s e s .

C o n t a c t :

F a r i s h t a A h r a r y , C i t y A u d i t o r
F A h r a r y @ c i t y o f s a c r a m e n t o . o r g 9 1 6 - 8 0 8 - 7 2 6 6
w w w . c i t y o f s a c r a m e n t o . g o v / a u d i t o r C i t y o f S a c r a m e n t o
O f f i c e o f t h e C i t y
A u d i t o r

1 1

111

2 MAYOR
KEVIN MCCARTY*
(916) 808-5300
[email protected]

District One

LISA KAPLAN
(916) 808-7001
[email protected]

District Two
ROGER DICKINSON*
(916) 808-7002
[email protected]

District Three

KARINA TALAMANTES
(916) 808-7003
[email protected]

District Four
PHIL PLUCKEBAUM *
(916) 808-7004
[email protected]
District Five

CAITY MAPLE
(916) 808-7005
[email protected]

District Six

ERIC GUERRA
(916) 808-7006
[email protected]

District Seven

RICK JENNINGS, II
(916) 808-7007
[email protected]

District Eight

MAI VANG
(916) 808-7008
[email protected]

INTERIM CITY MANAGER
LEYNE MILSTEIN*
(916) 808-5704
[email protected]

* In office at the time of publication

3 Table of Contents
TABLE OF CONTENTS ........................................................................................................................................... 3 MAYOR AND CITY COUNCIL ............................................................................................................................. 5 SUMMARY ................................................................................................................................................................. 5 ABOUT THE OFFICE OF PUBLIC SAFETY ACCOUNTABILITY .................................................................. 6 MISSION STATEMENT ................................................................................................................................................ 6 OPSA COMMUNITY CORNER ............................................................................................................................. 8 MEET JOSEF GRAY, OPSA’S COMMUNITY ENGAGEMENT COORDINATOR ............................................................ 8 COMMUNITY CONVERSATIONS TOUR ......................................................................................................... 9

OPSA COMMUNITY ENGAGEMENT COORDINATOR EDUCATION AND OUTREACH ACTIVITY ................................................................................................................................................................. 11 APRIL 2024 .............................................................................................................................................................. 11 MAY 2024 ................................................................................................................................................................ 11 JUNE 2024 ................................................................................................................................................................ 12 JULY 2024 ................................................................................................................................................................ 12 AUGUST 2024 .......................................................................................................................................................... 12 OCTOBER 2024 ........................................................................................................................................................ 13 NOVEMBER 2024 ..................................................................................................................................................... 13 DECEMBER 2024 ...................................................................................................................................................... 14 OPSA TEAM COMMUNITY OUTREACH AND ENGAGEMENT .............................................................. 15 FEBRUARY 2024 ....................................................................................................................................................... 15 MARCH 2024 ........................................................................................................................................................... 15 APRIL 2024 .............................................................................................................................................................. 15 MAY 2024 ................................................................................................................................................................ 15 JUNE 2024 ................................................................................................................................................................ 15 JULY 2024 ................................................................................................................................................................ 15 AUGUST 2024 .......................................................................................................................................................... 15 SEPTEMBER 2024 ..................................................................................................................................................... 16 OCTOBER 2024 ........................................................................................................................................................ 16 NOVEMBER 2024 ..................................................................................................................................................... 16 DECEMBER 2024 ...................................................................................................................................................... 16 OPSA RESPONSIBILITIES ................................................................................................................................... 17 OPSA INVESTIGATIONS .................................................................................................................................... 18 TABLE 1: SPD FURTHER REVIEW RESULTS ............................................................................................................. 19 TABLE 2: SFD FURTHER REVIEW RESULTS ............................................................................................................. 21 2024 POLICE CASE REVIEW .................................................................................................................................... 23 2024 FIRE CASE REVIEW ......................................................................................................................................... 23 TABLE 3: SPD CASES REVIEWED BY OPSA ............................................................................................................ 23

4 CHART 1: CASES REVIEWED VS. NOT REVIEWED BY OPSA................................................................................... 24 REVIEW PROCESS ................................................................................................................................................. 25 OFFICE OF PUBLIC SAFETY ACCOUNTABILITY – INSPECTOR GENERAL ........................................ 26 TABLE 4: SPD OFFICER-INVOLVED SHOOTING & DEATH IN CUSTODY INCIDENTS ............................................. 27 CRITICAL INCIDENTS ......................................................................................................................................... 28 DEATH IN CUSTODY INVESTIGATION – 3600 BLOCK OF JASMINE STREET ............................................................ 28 OFFICER-INVOLVED SHOOTING – BELOIT DRIVE & BELL AVENUE ....................................................................... 29 DEATH IN CUSTODY INVESTIGATION – 3600 BLOCK OF FULTON AVENUE .......................................................... 30 INSPECTOR GENERAL POLICE CASE REVIEW ......................................................................................................... 31 CHART 2 - SPD CASES REVIEWED BY THE INSPECTOR GENERAL .......................................................................... 31 SACRAMENTO POLICE DEPARTMENT ......................................................................................................... 32 COMPLAINT PROCESS ............................................................................................................................................. 32 POLICE COMPLAINT CLASSIFICATIONS AND ALLEGATIONS ................................................................................. 33 CHART 3: SPD & OPSA ALLEGATION COMPARISON 2017-2024 ......................................................................... 34 CHART 4: SPD COMPLAINT COMPARISON 2020-2024 .......................................................................................... 34 CHART 5: SPD ALLEGATION BREAKDOWN 2024 .................................................................................................. 35 CHART 6: OPSA ALLEGATION BREAKDOWN 2024 ............................................................................................... 35 CHART 7: SPD ALLEGATION DISPOSITIONS .......................................................................................................... 36 CHART 8: SPD DISPOSITIONS BY ALLEGATION ..................................................................................................... 37 CHART 9: SPD DISCIPLINE FROM COMPLETED INVESTIGATIONS ......................................................................... 38 SACRAMENTO FIRE DEPARTMENT ............................................................................................................... 39 FIRE COMPLAINT ALLEGATIONS ............................................................................................................................ 39 CHART 10: SFD COMPLAINT COMPARISON 2017-2024 ........................................................................................ 40 CHART 11: SFD ALLEGATION COMPARISON 2016-2024 ....................................................................................... 40 CHART 12: SFD ALLEGATION BREAKDOWN 2024 ................................................................................................. 41 CHART 13: OPSA ALLEGATION BREAKDOWN 2024 ............................................................................................. 41 CHART 14: SFD ALLEGATION DISPOSITIONS ......................................................................................................... 42 CHART 15: SFD DISPOSITIONS BY ALLEGATION .................................................................................................... 42 CHART 16: SFD DISCIPLINE FROM COMPLETED INVESTIGATIONS ........................................................................ 43 ANNUAL RECOMMENDATIONS ..................................................................................................................... 44 OFFICE OF PUBLIC SAFETY ACCOUNTABILITY ......................................................................................... 44 SACRAMENTO POLICE DEPARTMENT ......................................................................................................... 44 SACRAMENTO FIRE DEPARTMENT ............................................................................................................... 44 OUTSIDE JURISDICTION ................................................................................................................................... 46 FREQUENTLY ASKED QUESTIONS ................................................................................................................. 47 MEET THE OFFICE OF PUBLIC SAFETY ACCOUNTABILITY ................................................................... 49 PUBLIC ACCESS TO THE CITY’S COMPLAINT PROCESS ........................................................................ 55

5 Mayor and City Council
Summary
The City of Sacramento’s Office of Public Safety Accountability (OPSA) encompasses oversight practitioners responsible for the investigation, review, and audit of allegations of misconduct involving the Sacramento Police Department (SPD) and the Sacramento Fire Department (SFD) personnel. OPSA ensures that investigations have been completed fairly, thoroughly, and objectively.

The Office of Public Safety Accountability continues its efforts in the improvement of policing and better serving the interests of the public. The goals and objectives of the office involve creating meaningful opportunities for the community to influence decisions that impact them, incorporating innovative and progressive ideas to resolve issues, explaining challenges and limitations, and ensuring outcomes meet goals while remaining inclusive and accessible. 2024 was an exciting year for the Office of Public Safety Accountability. The outpouring of support received from the City of Sacramento community members as well as the Sacramento Mayor and City Council resulted in the approval of an increase in staffing for the office in the furtherance of achieving set goals and objectives. OPSA diligently worked to fill the newly awarded full-time positions with the most qualified oversight and accountability practitioners as well as ensure that the new team members rec eived proper onboarding as well as thorough, extensive, and timely training. Throughout the recruitment and hiring process of the new full - time personnel, OPSA continued efforts in strengthening community trust and supporting and promoting constitutional p olicing. OPSA continued fulfilling its core mission of providing independent and impartial public safety oversight for the Sacramento Police Department and the Sacramento Fire Department by executing the roles and responsibilities of the office ensuring timely communication with complainants and community stakeholders, as well as strengthening the process in the thorough review of completed investigations.

The annual report provides a comprehensive review of the Office of Public Safety Accountability performance in tracking and monitoring internal investigations, reviewing completed investigations, as well as statistical data for all misconduct allegations i nvolving the City of Sacramento public safety personnel. In 2024, there were a total of 679 allegations regarding police misconduct and 188 allegations regarding fire misconduct reported directly to the Office of Public Safety Accountability, through SPD Internal Affairs Division, or SFD Professional Standards Unit.

Additionally, the report outlines misconduct allegation findings regarding the completed police and fire investigations, as well as any reported discipline. The report also provides summaries of the three critical incidents that occurred in 2024, one officer-involved shooting and two deaths in custody.

Note: OPSA utilized the most accurate case data available at the time to prepare this report.

6 About the Office of Public Safety Accountability
Mission Statement
The Mission of the Office of Public Safety Accountability is to improve the relationship between the City's public safety departments and the community they protect and serve. We promote trust, excellence, transparency, and accountability through independent and impartial oversight of complaints related to public safety employee misconduct.

Background
In 1998, a Blue Ribbon Citizens’ Committee appointed by the City Manager examined concerns regarding the Sacramento Police Department (SPD). The Committee recommended significant changes in the processing and investigation of community complaints of police misconduct. As a result, in 1999, the Mayor and City Council established the Office of Police Accountability.

The Committee additionally recommended giving the City Manager the authority to extend the Office’s scope and review responsibilities. In 2004, the City Manager, with the approval of the Mayor and City Council, expanded the scope of responsibility of the O ffice to include the Sacramento Fire Department (SFD). The name was changed to the Office of Public Safety Accountability (OPSA).

OPSA’s charter is to provide civilian oversight to the City’s Police Department and Fire Department complaint process and become a liaison between the city and its diverse communities. The goals of OPSA are to promote trust, transparency, and accountability in the City’s most critical public service departments.

OPSA provides fair and impartial civilian oversight of the Police and Fire Departments’ complaint process. OPSA is charged with receiving complaints from the community, auditing departmental investigation results, and independently conducting investigations into allegations of police or fire employee misconduct. Additionally, OPSA issues recommendations concerning community relations outreach, public safety departments’ policy and procedures, the training needs of their personnel, and individual case resolution, as needed.

In November 2016, Council approved an ordinance which provided greater community input and participation by sun-setting the Sacramento Community Police Commission and replacing it with the Sacramento Community Police Review Commissio n, with staff support provided by OPSA. The ordinance also expanded the role and authority of OPSA by increasing the office’s budget to hire additional staff. Further, the reporting chain was changed so that the OPSA Director reports to the Mayor and City Council, rather than the City Manager. The provisions of the ordinance went into effect in 2017 and resulted in OPSA’s growth from an office of one to an office of four. On July 1, 2020, the Sacramento City Council passed a motion authorizing the creation of an Inspector General (IG) position in the Office of Public Safety Accountability, further expanding the office. The IG position entails full independence and authority to investigate officer-involved shootings and use-of-force incidents that result in serious bodily injury or death.

7 On September 12, 2023, the Sacramento City Council passed a motion authorizing additional staffing within the Office of the Public Safety Accountability. Six additional full-time employees were authorized to increase OPSA’s productivity and efficiency. In 2024, OPSA conducted nation- wide recruitments for the newly authorized positions. All positions were filled by September 1, 2024, and the training cycle for the new team members was initiated.

To safeguard the public trust, OPSA works closely with community members and its leaders, maintains a close working relationship with Police and Fire Command personnel, the Sacramento Police Officers Association and the Sacramento Area Fire Fighters Local 522. OPSA functions with complete and necessary independence, which is key to success in providing fair, objective, and impartial oversight service to the city and its communities, all while maintaining a professional relationship with the Sacramento Police and Fire Departments.

8 OPSA COMMUNITY CORNER

Meet Josef Gray, OPSA’s Community Engagement
Coordinator

The Office of Public Safety Accountability welcomed Josef Gray to the OPSA team in March of 2024. As a proud Sacramentan, Mr. Gray has demonstrated a strong commitment to his community. His experiences navigating the challenges of the juvenile justice system have shaped a strong passion for promoting community impact and driving meaningful social change.

Mr. Gray brings a wealth of knowledge and experience in youth advocacy and community engagement to OPSA. From 2018 – 2024, he served as the Director of Sacramento for the Anti- Recidivism Coalition, a statewide nonprofit organization focusing on reentry and criminal justice reform. While serving the organization as a Program Manager for the Stars Behavioral Health Group, he served young adults who had been impacted by trafficking, homelessness, substance abuse, and mental health challenges.

Additionally, he served with the Capital Star Community Services – Transitional Age Youth Full-Service Partnership as a Program Manager as well as the River Oak Juvenile Justice Diversion and Treatment Program as a juvenile advocate. He has served as a commissioner for the Juvenile Justice and Delinquency Prevention Commission and the Juvenile Justice Coordinating Council.

9 Community Conversations Tour
The Office of Public Safety Accountability ushered in a renewed interest in the elevation of educational awareness, community outreach and engagement through intentional actions.

Public safety effectiveness can only be achieved by building a solid foundation of trust and legitimacy. Strengthening community relationships encompasses cultivating connections, earning trust, building reciprocity, and advocating for needed improvement in public safety.

OPSA kicked off its ”Community Conversation Tours” initiative in the City of Sacramento.

Phase one of the tours solely focused on community organizations. The initiative created ongoing public engagement opportunities between organizational stakeholders and OPSA oversight practitioners. Learning through community conversations is essential in providing the best quality of life for Sacramento residents. Honest and transparent dialogue is essential in ensuring that public safety reform efforts encompass the meaningful and transparent inclusion of community perspectives.

Our community conversation tours were informative for OPSA personnel as well as Sacramento organizational stakeholders. OPSA shared the office’s vision and mission for establishing oversight and accountability in the city’s public safety agencies as well as discussed how the office can be utilized as a community resource.

April 26, 2024
Del Paso Heights Neighborhood
 Sacramento News & Review
 Sacramento Youth Center
 Mutual Assistance Network

May 23, 2024
Oak Park Neighborhood
 Oak Park Community Center
 Community Against Sexual Harm (CASH)
 Greater Sacramento Urban League (Youth & Family Center)  Underground Books

July 18, 2024
Meadowview Neighborhood
 Sacramento Job Corps Center
 Rose Family Creative Empowerment
 Sacramento Works One Stop
 Voice of the Youth + Sojourner Truth Museum

10 11
OPSA Community Engagement Coordinator
Education and Outreach Activity
April 2024
− Anti-Recidivism Coalition Informational Meeting
− Bishop Chris Baker Community Discussion Meeting
− Mutual Assistance Network Meet & Greet
− Sacramento Observer Meet & Greet
− Roberts Family Development Center Community Connection Meeting − Sacramento News & Review Discussion - OPSA (Role & Responsibilities) − American Civil Liberties Union (ACLU) Northern California Collaborative Meeting − FB1 Young Adult Community - Working with Minority Youths Meeting − Sacramento Youth Center Visit and Discussion - OPSA (Role & Responsibilities) − Sacramento Police Department (Internal Affairs Unit) Office Tour and Collaborative Meeting
. May 2024
− District 5 Councilmember Caity Maple - Future Community Events Meeting − Greater Sacramento Urban League (Oak Park) - OPSA (Role & Responsibilities) Discussion
− Oak Park Community Center - OPSA (Role & Responsibilities) Discussion − District 1 Councilmember Lisa Kaplan - Future Community Events Meeting − District 6 Councilmember Eric Guerra - Future Community Events Meeting − Sacramento City Manager’s Office Community Engagement Strategies Meeting − Saint Paul Church of Sacramento - OPSA (Role & Responsibilities) Discussion − Fruitridge Community Collaborative (River Oak) - OPSA (Role & Responsibilities) Discussion
− City of Refuge Sacramento – OPSA (Role & Responsibilities) Discussion − Underground Books - OPSA (Role & Responsibilities) Discussion − Project Optimism – Future Community Events Meeting
− District 8 Councilmember Mai Vang - Future Community Events Meeting − Community Against Sexual Harm (CASH) - OPSA (Role & Responsibilities) Discussion
− Project Rebound - OPSA (Role & Responsibilities) Discussion − Wear Your Heart, Inc. - Future Community Engagement Meeting − A Different Path - OPSA (Role & Responsibilities) Discussion − Valley High School - OPSA Presentation Discussion
− Sacramento City Unified School District (SCUSD) - OPSA Presentation Discussion

12 June 2024
− Rose Family Creative Empowerment Center - OPSA (Role & Responsibilities) − Sacramento Police Department (Investigations Unit) – Collaboration and Resources Discussion
− E. Tagg Music Productions - OPSA (Role & Responsibilities) Discussion − E2 Church – Collaboration and Future Community Events Discussion − African Marketplace – OPSA (Role & Responsibilities) Discussion − Sacramento County Office of Education - OPSA (Role & Responsibilities) Discussion − Sacramento Children’s Fund: Measure L - OPSA (Role & Responsibilities) Discussion − Sacramento State Scholars Program - OPSA (Role & Responsibilities) Discussion July 2024
− Brother 2 Brother Discussion Meeting
− Youth Forward Discussion Meeting
− Sacramento Job Corps Discussion Meeting
− Highlands Success Center (Future Site Visit Discussion) − Impact Justice Discussion Meeting
− Voice of the Youth Discussion Meeting
− Gifted Misfits (non-profit) OPSA Presentation at Sheldon Highschool − Public Health Advocates Discussion Meeting
− Lao Family Community Development Center Discussion Meeting − Sacramento Community Police Review Commission Discussion Meeting − Sierra Health Foundation Discussion Meeting
− Anti-Recidivism Coalition Discussion Meeting
− Brother 2 Brother Lunch with Former SPD Police Chief Daniel Han − African American Student Healing and Empowerment (ASHÉ) Center Discussion Meeting
− Sacramento City College Discussion Meeting
− Los Rios Community College/Folsom Prison Discussion Meeting − CycleBreakers Ministries Discussion Meeting
− CA Hispanic Resource Council Discussion Meeting
− La Familia Counseling Center Discussion Meeting
− Public Defender’s Office Discussion Meeting
− Church of Praise (COP) Church Discussion Meeting
− Sacramento Kings – Social Impact Team Discussion - Potential Partnership − Sacramento County – County Council Discussion Meeting − Black Chamber of Commerce & Sac State Discussion Meeting August 2024
− Sacramento Police Review Commission Chair Discussion Meeting

13 − University of California – Davis Discussion Meeting − California State Senate Discussion Meeting
− Discussion with Dilpreet Sidhu for OPSA Internship
− Sierra Health Foundation Discussion Meeting
− Discussion Meeting for Presentation with Youth Juvenile Halls − Sacramento County Probation Discussion Meeting
− Discussion Partnership with OPSA and Know Your Rights Training − Children’s Law Center - OPSA (Role & Responsibilities) Discussion − Reparations Now - OPSA (Role & Responsibilities) Discussion − Sacramento Office of Education - OPSA (Role & Responsibilities) Discussion − St. Paul Church (Oak Park) - OPSA (Role & Responsibilities) Discussion − Sac Connect – OPSA (Role & Responsibilities) Discussion − Sacramento Office of Education - OPSA (Role & Responsibilities) Discussion − LegalShield- OPSA (Role & Responsibilities) Discussion − Adv’O’Kidz Foundation Inc - OPSA (Role & Responsibilities) Discussion − KB Branding - Discussed Branding and Social Media Strategies for OPSA − Sacramento PD Retired Sargeant Discussion (OPSA History and Mission − San Juan Unified School District - OPSA (Role & Responsibilities) Discussion − Color The Block - OPSA (Role & Responsibilities) Discussion − Fortune Schools - OPSA (Role & Responsibilities) Discussion October 2024
− Board of State and Community Corrections
− Equinix
− Exodus Project
− UC Davis Behavioral Health Counselor
− Improve Your Tomorrow
− Excelsior Farms Estate
− Workforce Development
− Cosumnes River College
− For Your Epiphany
− Sacramento State University BSU
− Project Rebound Sacramento State University
− Elk Grove Unified School District
− College Track
− Florin High School
November 2024
− Financial Services Training Program
− 97.5 KDEE Radio

14 − California Urban Partnership
− EXP Realtor Group
− Clover Agency
− United and Guided
− Inspired to Be
− Sacramento State University
December 2024
− I Am Impact
− Sacramento Area Youth Speaks
− Black Youth Leadership Project
− Roberts Family Development Center
− Black Artist Foundry
− Back 2 Work
− Grant High School

15 OPSA Team Community Outreach and
Engagement
February 2024
− African American Employee Leadership Council (AAELC) 6th Annual Black History Month Celebration
March 2024
− Habitat for Humanity of Greater Sacramento - Women’s Build Month − National Association for the Advancement of Colored People (NAACP) 42nd Annual Prayer Breakfast
April 2024
− 9th Annual R.E.A.L. Manhood 101 Youth Leadership Summit & College Day May 2024
− Walk with Mayor Pro Tem Karina Talamantes – District 3 − Rock the Block- Oak Park (Habitat for Humanity)
− Sacramento Community Police Review Commission Meeting − Asian American and Pacific Islander (AAPI) Cultural Celebration and Luncheon June 2024
− District 1 Juneteenth Celebration with Councilmember Kaplan − Land Park Juneteenth Parade
− St. Hopes Juneteenth Block Party - Oak Park
− African American Employees Leadership Council (AAELC) Juneteenth Luncheon − Black Chamber of Commerce Juneteenth Dinner
− Love Sacramento: Love INC Event
July 2024
− Voice of the Youth Impact Program
− Community Police Commission at Oak Park
− 916 Ink – Life After AmeriCorps Training Event
August 2024
− Adv’O’Kidz Foundation Inc. Advocacy Workshop
− Reentry Resource Fair
− South Sacramento Family Success Fair
− District 8 South Sacramento Festival

16 September 2024
− Annual Black Food Festival
− Autumn Lantern Festival
October 2024
− Valley High School Presentation
− South Sacramento Multi-Cultural Festival
− Sacramento City College Presentation
− CASH Fall Festival
− District 1 Trunk-or-Treat
− Meadowview Farmer's Market
November 2024
− OPSA “Meet & Greet” at New City Hall
− Cafecito con Karina
− Culture of Health Prize Conversation
− District 4 Community Meeting
− Broadway International Festival
December 2024
− Courageous Leaders of Tomorrow Summit
− Meadowview in the Lights Holiday Event
− Black Chamber/Community Engagement Holiday Celebration

17 OPSA Responsibilities
Under the direction, control and supervision of the City Council, the Director has the following authority and responsibility as related to the Sacramento Police Department and Fire Department:

A. Audit all citizen complaint investigations of the police department and fire department, as the director deems necessary.

B. Monitor all citizen complaint investigations conducted by the police department and fire department.

C. Request the police department and fire department perform further investigation in those citizen complaint cases that require additional investigation as determined by the director.

D. Receive all documents, reports, or any other item necessary to monitor or audit a complaint investigation.

E. Assist the city council, or any duly appointed committee of the council, in performing its investigative functions under section 34 of the charter.

F. As needed, request the city council, or any duly appointed committee of the council, to issue subpoenas as provided in section 34 of the charter. The city council may, by resolution, establish the procedures for the request, issuance, and service of those subpoenas.

G. Perform such other inquiries and investigations as prescribed by council resolution.

H. Accept and document complaints directly from citizens as an alternative procedure for citizen complaints concerning public safety personnel, using a complaint form distinct from that used by the police department or fire department. All such complaints shall be promptly forwarded to the respective public safety department for investigation.

I. Provide complainants with timely updates on the status of investigations, excluding disclosure of any information that is confidential or legally protected.

J. Explain how the complaint process works to all complainants.

K. Monitor or independently investigate any other matter as directed by the city council pursuant to section 34 of the charter.

L. Serve in a public information capacity, including providing public information, excluding disclosure of any information that is confidential or legally protected, on pending investigations as directed by the city council; and making presentations in commun ity forums.

M. Respond to critical incidents involving police or fire personnel and provide a report to city council regarding the details and concerns of those incidents.

18 OPSA Investigations
Under the direction, control, and supervision of the City of Sacramento Mayor and City of Sacramento City Council, the Office of Public Safety Accountability tracks and monitors any internal investigation, reviews completed investigations, and advises the Sacramento Police Chief and the Sacramento Fire Chief of deficient investigations involving misconduct allegations against public safety personnel.

OPSA receives all police and fire complaints, regardless of where the complaints are filed. After OPSA conducts a preliminary review of each alleged complaint, a determination is made as to whether the case will or will not be reviewed. OPSA documents the determination by sending a review form to the Sacramento Police Department Internal Affairs Division and Sacramento Fire Department Professional Standards Division indicating whether the case will be reviewed or not reviewed. For all cases selected for oversight review, OPSA receives access to all investigative materials utilized to render a finding prior to discipline being imposed.

During 2024, OPSA fully reviewed 100% of the complaints filed against the Sacramento Fire Department and 48% of the complaints filed against the Sacramento Police Department. Of the completed investigations reviewed by OPSA, 32 investigations for police and 32 investigations for fire required further review.

19 Review Finding Options
• Agree
• Discussed – Revised
• Discussed – Not Revised, Memo Sent
• Discussed – Further Investigation, Agree/Recommendation Accepted • Discussed – Further Investigation, Disagree/Memo Sent

Table 1: SPD Further Review Results
Month

Recommendation/Disagreement
Outcome
January Allegation Correction Discussed - Further Investigation, Agree January Additional Information Needed Discussed - Further Investigation, Agree January Disposition Incorrect/Additional
Allegation Needed
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
January Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation, Disagree/
Recommendation Under Consideration
March Additional Information Needed Discussed - Further Investigation, Agree May Additional Allegation Needed Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
May Additional Allegation Needed Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
May Additional Information Needed Incomplete Review/Case Pending June Additional Allegation Needed Discussed - Further Investigation, Disagree/ Recommendation Under Consideration
July Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
July Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
August Additional Information
Needed/Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation, Agree
August Additional Information
Needed/Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation, Agree
August Additional Allegation Needed Discussed - Further Investigation, Agree September Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration

20 September Additional Allegation Needed Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
October Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
November Additional Allegation Needed Discussed-Further Investigation, Agree November Disposition Incorrect/Allegation
Correction/ Additional Information
Needed
Discussed-Further Investigation, Agree/
Recommendation Under
Consideration/Recommendation Accepted
November Additional Allegation Needed Discussed-Further Investigation, Agree
November Additional Information Needed Incomplete Review/Case Pending November Disposition Incorrect/Allegation
Correction
Discussed-Further Investigation, Agree
November Disposition Incorrect/Allegation
Correction
Discussed-Further Investigation,
Disagree/Recommendation Under
Consideration
November Disposition Incorrect/Allegation
Correction
Discussed-Further Investigation,
Disagree/Recommendation Under
Consideration
December Additional Information Needed Discussed-Further Investigation, Agree December Additional Information Needed Discussed-Further Investigation, Agree December Additional Allegation Needed Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
December Additional Information Needed Incomplete Review/Case Pending December Additional Information Needed Incomplete Review/Case Pending December Additional Information
Needed/Additional Allegation Needed
Incomplete Review/Case Pending
December Additional Information Needed/SPD
Policy Issue
Incomplete Review/Case Pending
December Additional Information Needed Incomplete Review/Case Pending

21 Table 2: SFD Further Review Results
Month

Recommendation/Disagreement
Outcome
January Additional Information Needed Discussed - Further Investigation, Agree January Disposition Incorrect Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
February Additional Information
Needed
Discussed - Further Investigation/Agree
February Additional Information
Needed
Discussed - Further Investigation/Agree
February Additional Information
Needed/Disposition
Incorrect
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
February Additional Information Needed Discussed - Further Investigation, Agree February Disposition Incorrect Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
February Additional Information
Needed/Additional Allegations
Needed
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
March Additional Information
Needed/Additional Allegations
Needed
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
April Additional Information Needed Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
April Additional Information
Needed/Disposition
Incorrect
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
April Additional Information
Needed
Incomplete Review/Case Pending
May Additional Information
Needed
Discussed - Further Investigation/Agree
May Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
May Missing Dispositions Discussed - Further Investigation, Agree May Additional Information
Needed
Incomplete Review/Case Pending

22 June Disposition Incorrect Discussed - Further Investigation, Disagree/Recommendation Under
Consideration/Recommendation Accepted
June Additional Information
Needed
Discussed - Further Investigation/Agree
June Additional Information
Needed
Discussed - Further Investigation/Agree
July Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
July Additional Information Needed/
Additional Allegation Needed
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
July Disposition Incorrect/Allegation
Correction Additional Allegation
Needed
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
August Additional Information
Needed
Discussed - Further Investigation/Agree
August Additional Information
Needed/Additional Allegation
Needed
Discussed - Further Investigation, Agree
August Additional Information
Needed
Discussed - Further Investigation, Agree
September Additional Information
Needed
Discussed - Further Investigation, Agree
October Additional Information Needed/
Additional Allegation Needed
Discussed - Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
November Additional Information Needed/
Additional Allegation Needed
Discussed-Further Investigation,
Agree/Recommendation Under
Consideration/Recommendation Accepted
November Additional Information Needed/
Disposition Incorrect/Allegation
Correction
Discussed - Further Investigation,
Agree/Recommendation Under
Consideration/Recommendation Accepted
November Additional Information
Needed
Discussed - Further Investigation/Agree
December Additional Information Needed/
Disposition Incorrect/Additional
Allegation Needed
Discussed-Further Investigation,
Disagree/Recommendation Under
Consideration/Recommendation Accepted
December Additional Information Needed/
Additional Allegation Needed
Incomplete Review/Case Pending

23 2024 Police Case Review
OPSA documented 294 complaints of misconduct filed against the Sacramento Police Department with a total of 679 allegations. Of those complaints, 557 allegations were filed with SPD and 122 allegations were filed directly with OPSA. There were 264 complaint investigations completed during the year, closing a total of 627 allegations. Of those completed investigations, 157 complaints were originally filed in 2024, 104 were originally filed in 2023, and the remaining 3 complaints were from older 2022 cases. A total of 70 allegations were Sustained and referred to Police Command Staff for disciplinary action. 2024 Fire Case Review
OPSA documented 54 complaints of misconduct filed against the Sacramento Fire Department with a total of 188 allegations. Of those complaints, 149 allegations were filed with SFD, and 39 allegations were filed directly with OPSA. There were 53 complaints investigated and completed by the Sacramento Fire Department’s Professional Standards Unit giving dispositions to 158 allegations. Of those completed investigations, 40 complaints were originally filed in 2024, 12 complaints were originally filed in 2023, and the remaining case was filed in 2022. A total of 23 allegations were Sustained and referred to Fire Command Staff for disciplinary action.

Table 3: SPD Cases Reviewed by OPSA
Annual Totals
Reviewed 107
Not Reviewed 117
*The percentage for completed investigations reviewed by the OPSA does not include any complaints that were classified as a ‘914S’ by SPD. The computer aided dispatch (CAD) code ‘914S’ is defined as a ‘Supervisor Message’ and pertains to a complaint or issue that does not meet the criteria that warrants an Internal Affairs investigation.

24 Chart 1: Cases Reviewed vs. Not Reviewed by OPSA
Chart 1 reflects OPSA conducted a full formal review of 48% of all complaints filed against SPD. After an initial screening by the Director, the remaining 52% of cases did not receive additional OPSA review. OPSA fully reviewed 100% of all complaints file d against SFD. Note that one case can include multiple allegations against multiple individuals.
48%
52%

POLICES CASES
Reviewed
Not Reviewed
100%

FIRE CASES
Reviewed

25 Review Process

Investigative Materials
sent to OPSA for
Review
Agree
Case Closed
Disagree
Case Discussion with
Internal Affairs/
Professional Standards
Not Revised
Further
Investigation
Agree
Revised/
Recommendation
Accepted
Case Closed
Disagree
Meeting between
Director & Police/Fire
Administration
Agree
Revised/
Recommendation
Accepted
Case Closed
Disagree
Director-Memo to City
Manager generated
documenting
disagreement with
completed
investigation
(Mayor/Council cc’d)
City Manager Decision
Case Closed
Revised
Case Closed

26 Office of Public Safety Accountability – Inspector
General
Under the direction of the Director of the Office of Public Safety Accountability, the Inspector General (IG) conducts concurrent independent investigations of officer-involved shootings, deaths while in police custody, and police use-of-force incidents resulting in serious bodily injury. Upon completion of the investigations, the IG will report the respective findings, conclusions, and recommendations to the City of Sacramento City Council, the Sacramento Community Review Police Commission, and the public.

The IG’s primary responsibility is serving in an on-call capacity responding to critical incidents involving the City of Sacramento public safety personnel. In this reporting period, the IG responded to one officer-involved shooting, two death in custody investigations, and initiated independent investigations.

27 Table 4: SPD Officer-Involved Shooting & Death in
Custody Incidents

INCIDENT CALL FOR

SERVICE DATE LOCATION STATUS
Death in
Custody
Suspicious
Subject 07/23/2024 3600 Block of Jasmine Street
Incomplete
Officer-
involved
Shooting
Suspicious
Vehicle 09/14/2024 Beloit Drive and Bell Avenue
Incomplete
Death in
Custody
Subject
Trespassing 11/16/2024 3600 Block of Fulton Avenue Incomplete **The 2024 critical incident investigations outlined above are inactive and incomplete due to the OPSA Inspector General terminating employment with the City of Sacramento.

28 Critical Incidents
Death in Custody Investigation – 3600 Block of Jasmine Street

On July 23, 2024, just before 4:30 p.m., Sacramento Police Department patrol officers responded to a welfare check in the 3600 block of Jasmine Street. A family member reported that an individual was under the influence of narcotics and potentially going to harm himself. When officers arrived on scene, they located a male white adult (51 years old) matching the description given on the call, sitting nearby holding a knife. The individual threw the knife in the street, fled from officers, and entered a nearby parked vehicle. Officers continued to talk with the individual in an effort to de-escalate the situation. Ultimately, officers were able to remove him from the vehicle. The individual was detained in handcuffs and placed in the back seat of a patrol vehicle. As a precaution, officers requested the Sacramento Fire Department respond to evaluate the individual. The individual became unresponsive, and emergency medical aid was performed by Sacramento Fire personnel. The individual was transported to an area hospital, where unfortunately he was pronounced deceased.

Due to the male having a medical emergency while detained by our officers, the department initiated a death-in-custody investigation. Homicide Detectives responded to the scene and worked closely with Crime Scene Investigators to determine the circumstances of this incident.

The Sacramento County Coroner’s Office released the identity of the deceased after next of kin were notified.

This incident was investigated by the Sacramento Police Department’s Homicide unit, Internal Affairs Division, and Professional Standards Unit. The Office of Public Safety Accountability and the Sacramento County District Attorney’s Office provided oversight by monitoring the investigation. This incident falls under the City Council policy on video release. As a result, all pertinent video and audio associated with this incident was released to the public within 30 days.

29 Officer-Involved Shooting – Beloit Drive & Bell Avenue On September 14, 2024, at approximately 4:31 p.m., Sacramento Police Department patrol officers observed a suspicious vehicle with suspended registration in the area of Beloit Drive and Bell Avenue. An individual believed to be associated with the vehicle abandoned the car prior to officers contacting him. Officers located the individual who was hiding on the roof of a nearby RV. Officers verbally contacted the individual who spontaneously jumped from the top of the RV in an attempt to flee. Officers attempted to detain the individual and during that time an officer-involved shooting occurred.

Officers rendered emergency medical aid to the individual who was transported to an area hospital for his injuries and is currently in stable condition. An officer sustained minor injuries during this incident.

The individual was held for an outstanding felony no-bail warrant for being a prohibited person in possession of a firearm.

This incident was investigated by the Sacramento Police Department's Homicide Unit, Internal Affairs Division, and Professional Standards Unit. An investigation into the incident was also conducted by the Force Investigation Team. The investigation focused on policy, tactics, and training as it relates to the use of force. The Office of Public Safety Accountability and the Sacramento County District Attorney's Office are provided oversight by monitoring the investigation.

This incident falls under the City Council’s policy on Police Use of Force as well as SB 1421. As a result, all pertinent video and audio associated with this incident was released to the public within 30 days.

30 Death in Custody Investigation – 3600 Block of Fulton Avenue

On November 16, 2024, Sacramento Police Department patrol officers responded to a call of a woman trespassing on private property in the 3600 b lock of Fulton Avenue. Private security reported that she had been on the property for several days. Sacramento Police officers issued her a written notice of trespass.

On November 17, 2024, just after 7:00 a.m., officers responded to the same location regarding the same woman. Private security reported that she was inside of a vehicle in the parking lot and was still refusing to leave. Officers contacted the woman and told her that she needed to leave the property. She indicated that she was having vehicle issues, so officers requested a tow to assist her. Officers left the scene once the tow was requested.

At approximately 11:30 a.m., an officer returned and found the woman still on the property. The woman had declined assistance from the tow company that was called earlier. For nearly an hour, the officer asked the woman to leave the property and offered transportation and shelter options, however she repeatedly declined to accept assistance or leave the property.

The officer placed the woman under arrest for trespassing. Following a brief struggle, she was handcuffed, placed in the back seat of a patrol vehicle, and became unresponsive. The officer asked for medical assistance for the woman and the Sacramento Metro Fire Department responded. The female was transported to an area hospital where she remained for medical treatment. On November 24, 2024, the female was pronounced deceased.

Due to the female having a medical emergency while being detained by our officers, the department initiated a death-in-custody investigation.

The Sacramento County Coroner’s Office released the identity of the deceased after next of kin have been notified.

This incident is being investigated by the Sacramento Police Department’s Homicide unit, Internal Affairs Division, and Professional Standards Unit. The Office of Public Safety Accountability and the Sacramento County District Attorney’s Office are provid ed oversight by monitoring the investigation. This incident falls under the City Council policy on video release. As a result, all pertinent video and audio associated with this incident was released to the public within 30 days.

31 Inspector General Police Case Review
In addition to critical incident response and conducting independent investigations, the IG is responsible for the inspection, review, and research of all aspects of complaint investigations regarding allegations of misconduct by public safety personnel. The chart below depicts the total number of cases in which the IG reviewed during this reporting period.

Chart 2 - SPD Cases Reviewed by the Inspector General

Chart 2 shows the percentage of 2024 police misconduct cases personally reviewed by the Inspector General (IG). The IG reviewed 82 of the 107 SPD complaint cases. The remaining misconduct cases were reviewed by other OPSA personnel.

Reviewed by IG
77%
Reviewed
Not Reviewed

32 Sacramento Police Department
Complaint Process
When a member of the public makes a complaint against a public safety employee, there must be a policy violation as well as behavior that falls into at least one of the allegation definitions listed on page 33.

OPSA lists all complaint allegations made in this report. One misconduct complaint investigation can have several allegations listed and more than one officer accused. Once the complaint is received, the Internal Affairs Division (IAD) starts a preliminary investigation into the complaint.

The complainant is interviewed to determine which policies the employee may have violated.

Often the IAD investigator will review body worn camera footage to determine if the video can resolve the complaint in the preliminary stages. If there are no violations of policy seen, the IAD investigator will explain to the complainant why the officer’s behavior does not violate policy and may offer to watch the body worn camera footage with the complainant.

The Internal Investigations Manual published effective August 1, 2019, requires that all complaints be investigated and documented on a Personnel Complaint Form (SPD 330). OPSA receives notification of all complaints received by SPD and continues to send c omplaints submitted to OPSA to IAD for investigation.

For completed complaint investigations, each allegation of misconduct receives a disposition and complaint dispositions are documented on a Personnel Complaint Disposition Form (SPD 332).

Even frivolous complaints will be given a disposition of “Unfounded” and tracked by both IAD and OPSA. The disposition types and definitions can be found on page 36. When there is a violation of policy, disciplinary action is issued by the department’s administration and those actions can be found in Chart 9 on page 38. OPSA has broad authority to review investigations upon completion, agree or disagree with the findings of the investigation, request further investigation to be performed, as well as make recommendations regarding future investigations, policies, and practices.

33 Police Complaint Classifications and Allegations
Complaints are allegations of misconduct against any Department employee involving a violation of any law, rule, regulation, policy, or other improper job performance.

The following is a list of complaint classifications and their definitions (SPD Internal Investigations Manual updated 1/17/23). More than one classification can be attached to a complaint.

CONDUCT UNBECOMING AN EMPLOYEE –
Behavior that is malicious, criminal, brings
discredit upon the department, or fails to follow
ordinary and reasonable rules of good conduct
while on or off duty.

DISCOURTESY – Rude or abusive actions
directed towards another person.

DISCRIMINATION – Actions or misconduct
due to the race, ethnicity, nationality, gender,
age, religion, gender identity or expression,
sexual orientation, or mental or physical
disability of any person.

DISHONESTY – Knowingly giving false or
misleading information.

FALSE ARREST – Removal of personal liberty
without proper authority or legal justification.

FIREARM DISCHARGE – Anytime a firearm is
discharged in violation of Department policy.

FORCE – Any unreasonable amount of force,
ranging from any physical contact to use of any
weapon.

HARASSMENT – Any unsolicited or
unwarranted employee action or conduct that
reasonably appears meant to annoy, threaten,
intimidate, or alarm any person.

IMPROPER SEARCH AND SEIZURE – A
detention, arrest, search, or seizure of an
individual’s person or property that is unlawful
or in violation of Department policy.

IMPROPER TACTICS – Procedures utilized by
an employee that are different from approved
practices or procedures.

IN-CUSTODY DEATH – Administrative
review of an in-custody death incident.

INSUBORDINATION – Failure or refusal to
follow a lawful written or verbal order issued by
a superior.

INTOXICATION – On-duty personnel under
the influence of any intoxicant.

MISSING PROPERTY – Property that has been
in the custody of an employee and becomes
unaccounted for or missing. This also includes
the misappropriation or theft of funds or
property.

NEGLECT OF DUTY – The failure to perform a
required duty.

OFFICER INVOLVED SHOOTING –
Administrative review of an officer involved
shooting incident.

PROFILING – The consideration or reliance on
actual or perceived race, color, ethnicity,
national origin, age, religion, gender identity or
expression, sexual orientation, or mental or
physical disability when deciding to subject a
person to law enforcement activities. However,
an officer may consider or rely on characteristics
listed in a specific suspect description.

SERVICE – The failure to adequately provide
timely and required police action.

TRAFFIC – Improper or illegal driving by an
employee.

WAGE GARNISHMENT – Failure to pay just
debts

34 Chart 3: SPD & OPSA Allegation Comparison 2017-2024

Chart 3 compares the total complaint allegations received by OPSA and SPD from 2017 through 2024. The significant increase from 2017 to 2019 correlates with complaint documentation changes that resulted from DOJ recommendations.

Chart 4: SPD Complaint Comparison 2020-2024

Chart 4 compares the total complaints concerning SPD from 2020 through 2024 – prior to 2020, complaint cases were tracked alternatively.
246 253
575
711
629
900
674
557
99 102
163
83 78 48 60
122
0 100
200
300
400
500
600
700
800
900
1000
2017 2018 2019 2020 2021 2022 2023 2024

NUMBER OF ALLEGATIONS
YEAR
SPD
OPSA
313
289
306
297
294
275
280
285
290
295
300
305
310
315
2020 2021 2022 2023 2024

NUMBER OF COMPLAINTS
YEAR

35 Chart 5: SPD Allegation Breakdown 2024

Chart 5 identifies the 557 misconduct allegations that were filed directly with SPD against police personnel during this reporting period.

Chart 6: OPSA Allegation Breakdown 2024

Chart 6 identifies the 122 misconduct allegations that were filed with OPSA against police personnel during this reporting period.

These allegations were evaluated with OPSA receiving the preliminary complaint information and discussed or forwarded to SPD for investigation, as needed. Note: one investigation could include multiple allegations.

28 75
16 34
23 2
49 21
41 19
2 18
123
5 94
7 0
20 40
60 80
100
120
140NUMBER OF ALLEGATIONS

TYPE OF ALLEGATION
6 8
11 3
8 6
18 7
22 33
0 5
10 15
20 25
30 35

NUMBER OF ALLEGATIONS

TYPE OF ALLEGATION

36 Dispositions
Each allegation of misconduct shall receive one of the following dispositions:

SUSTAINED: Sufficient evidence supports the allegation against the employee(s).

NOT SUSTAINED: Sufficient evidence does not exist to clearly prove or disprove the allegation.

NOT ACTIONABLE: The alleged act occurred but did not warrant the imposition of discipline. Use of this disposition shall have the approval of a Deputy Chief.

EXONERATED: The investigation clearly established that the alleged act occurred and was justified.

UNFOUNDED: The investigation clearly established that the alleged act did not occur, or the identified employee was not involved. This also includes frivolous complaints, which are found to be totally and completely without merit, or those for the sole purpose of harassing an employee.

Chart 7: SPD Allegation Dispositions

Chart 7 shows that of the 264 completed misconduct cases with a total of 627 allegations, 70 of the allegations were Sustained and referred to Police Command Staff for disciplinary action against employees.

51 2
30 70
474
0 50
100
150
200
250
300
350
400
450
500
Exonerated Not Actionable Not Sustained Sustained Unfounded

NUMBER OF ALLEGATIONS

DISPOSITION

37 Chart 8: SPD Dispositions by Allegation
Chart 8 shows the dispositions of the 627 allegations closed out in 2024. Of those completed investigations, 104 complaints were originally filed in 2023, and the remaining 3 complaints were filed in 2022.

9 2
4 7
17 11
1 1
1 1
3 7
2 1
2 8
6 7
3 23
2 4
4 3
1 4
6 13
101
7 57
9 36
44 24
33 1
18 25
18 75
26 0 20 40 60 80 100 120

NUMBER OF DISPOSITIONS

TYPE OF ALLEGATION
Exonerated
Not Actionable
Not Sustained
Sustained
Unfounded

38 Chart 9: SPD Discipline from Completed Investigations Chart 9 reflects the discipline imposed from misconduct investigations completed in 2024 according to data provided by Internal Affairs. Note: One case can result in multiple disciplinary actions against multiple employees.

5 4
8 5
9 5
14 0 5 10 15 20
Resigned Prior To Imposition of Discipline
Termination
Suspension
Retraining
Letter of Reprimand
Documented Counseling
Verbal Counseling

TYPE OF DISCIPLINE

NUMBER OF ACTIONS TAKEN

39 Sacramento Fire Department
Fire Complaint Allegations
COMPLAINT — Any complaint pertaining to SFD policies, rules, procedures, or employee conduct.

Misconduct complaints include, but are not limited to, allegations of:

CRIMINAL OFFENSE - As statutorily
defined.

CITY EQUIPMENT - Any misuse of City
equipment.

CONDUCT UNBECOMING - Behavior
that is malicious or criminal or a failure to
follow ordinary and reasonable rules of
good conduct and behavior. This includes
any misconduct bringing discredit upon the
SFD.

DISCOURTESY - Rude or abusive actions
directed toward another person.

DISCRIMINATION - Allegations that the
employee’s actions or misconduct was due
to race, sex, religion, physical disability,
ethnicity, or sexual orientation of an
individual.

DISHONESTY - Misappropriation of funds,
property of the City or others, or giving
false, or misleading information.

HARASSMENT -Any action or conduct
including, but not limited to, the making of
threats of violence, physical intimidation,
verbal abuse, derogatory comments, sexual
demands, or an act of retaliation because of
the sex, race, ancestry, physical handicap,
medical condition, marital status, age, sexual
preference, or any other protected
characteristic of a citizen or employee.

IMPROPER TACTICS - Improper or
unapproved procedures and techniques
used by an employee, such as giving
inappropriate advice or taking in
appropriate action.

INSUBORDINATION - Failure or refusal to
follow a lawful written or verbal order of a
superior.

INTOXICATION - The use of intoxicants by
on-duty personnel.

MISSING PROPERTY - Property missing,
which has, at one time, been in the custody
or control of a member of the SFD.

NEGLECT OF DUTY - The failure to
perform a required duty.

SERVICE - The failure to provide adequate,
timely and required action.

TRAFFIC - Improper or illegal driving by
an employee.

THEFT - Fraudulently appropriating
without consent the personal property of
another individual or organization.

WAGE GARNISHMENT - Failure to pay
just debts.

40 Chart 10: SFD Complaint Comparison 2017-2024

Chart 10 compares the total complaints concerning SFD from 2017 through 2024.

Chart 11: SFD Allegation Comparison 2016-2024

Chart 11 compares the total complaint allegations received by SFD from 2016 through 2024. *This data includes 2016 and the first 6 months of 2017. Note: one investigation could include multiple allegations. 56 86
55 59
74 70
45 54
0 10
20 30
40 50
60 70
80 90
100
2017 2018 2019 2020 2021 2022 2023 2024

NUMBER OF COMPLAINTS
YEAR
104
179
79 114
167
125 124
188
0 20
40 60
80 100
120
140
160
180
200
2016 - 2017* 2018 2019 2020 2021 2022 2023 2024

NUMBER OF ALLEGATIONS
YEAR

41 Chart 12: SFD Allegation Breakdown 2024

Chart 12 identifies the breakdown of the 149 misconduct allegations filed against SFD employees during the period of this report. Note: There may be multiple allegations per investigation.

Chart 13: OPSA Allegation Breakdown 2024

Chart 13 identifies the 39 misconduct allegations that were filed with OPSA against fire personnel during this reporting period. These allegations were evaluated with OPSA receiving the preliminary complaint information and discussed or forwarded to SFD for investigation, as needed. Note: one investigation could include multiple allegations 3 12
1 36
11 17
1 11
14 6
17 19
1 0
5 10
15 20
25 30
35 40NUMBER OF ALLEGATIONS

TYPE OF ALLEGATION
5 6
1 10
7 9
1 0
2 4
6 8
10 12
Conduct
Unbecoming
Discourtesy Discrimination Improper
Tactics
Neglect of Duty Service Theft

NUMBER OF ALLEGATIONS

TYPE OF ALLEGATION

42 Chart 14: SFD Allegation Dispositions
Chart 14 shows that of the 53 completed misconduct cases with a total of 158 allegations, 23 of the allegations were Sustained and referred to Fire Command Staff for disciplinary action against employees.

Chart 15: SFD Dispositions by Allegation

Chart 15 shows that allegations of Discourtesy and Service were the most common complaint type made against Fire personnel in 2024.

14 3
10 2
29 1
11 1
1 11
2 1
2 5
1 15
7 3
3 6
10 14
1 1
3 1
0 5 10 15 20 25 30 35 40 45

NUMBER OF DISPOSITIONS

TYPE OF ALLEGATION
Not Sustained
Sustained
Unfounded
Within Policy
70 23
61 4
0 10
20 30
40 50
60 70
80 Not Sustained Sustained Unfounded Within Policy

NUMBER OF ALLEGATIONS

DISPOSITION

43 Chart 16: SFD Discipline from Completed Investigations Chart 16 reflects the discipline imposed from misconduct investigations completed in 2024 according to data provided by the Professional Standards Unit. Note: One case can result in multiple disciplinary actions against multiple employees 1 1
3 1
6 0 1 2 3 4 5 6 7 8 9 10
Resignation
Termination
Suspension
Documented Counseling
Verbal or Supervisor Counseling

TYPE OF DISCIPLINE

NUMBER OF ACTIONS TAKEN

44 Annual Recommendations
Office of Public Safety Accountability
 OPSA must ensure newly hired personnel are properly trained in order to review 100% of misconduct allegations filed against Sacramento Police Department Personnel.  The Office of Public Safety Accountability must ensure all newly hired oversight practitioners are properly trained and successfully complete the National Association for Civilian Oversight of Law Enforcement (NACOLE) Certified Practitioner of Oversight (CPO) Credential Program.  OPSA must continue to increase awareness, education, and community engagement throughout the City of Sacramento.*
Sacramento Police Department

General Recommendations
 Sacramento Police Department Internal Affairs Division personnel as well as supervising divisional personnel with ancillary duties involving the investigation of allegations of misconduct must receive proper training on investigative processes and procedures to ensure consistency and accuracy.  Sacramento Police Department internal investigations conducted by the Internal Affairs Division as well as internal investigations conducted by supervising personnel within an employee’s assigned division must be investigated impartially and thoroughly to ensure the most accurate findings.*

Policy Recommendations
 Sacramento Police Department must provide all draft versions of policies for review, specifically policies resulting from the audit conducted by OPSA, prior to the policies proceeding through the SPD approval process. OPSA must have sufficient time to review the proposed policies to ensure that the policies meet what was intended from the fully adopted recommendations in the 2023 audit.  Sacramento Police Department should implement all recommendations outlined in the OPSA 2023 audit report, An Audit of the Sacramento Police Department (SPD): Misconduct Complaint Cases – Improper Search and Seizure.*
Sacramento Fire Department
General Recommendations
 Sacramento Fire Department internal investigations conducted by the Professional Standards Unit as well as internal investigations conducted by supervising personnel within an employee’s assigned division must be investigated impartially and thoroughly to ensure the most accurate findings.

Specifically, Sacramento Fire Department battalion chiefs need to receive proper training on investigative processes and procedures.
 The Sacramento Fire Department Professional Standards Unit must properly document and track all complaint investigations and each allegation, including policy violations, for all personnel to ensure accurate reporting of public safety statistics.

45  The Sacramento Fire Department Professional Standards Unit must ensure that the Office of Public Safety Accountability receives all complaint investigation information for tracking, monitoring, and reviewing all complaint investigations of the Sacramento Fire Department.  The Sacramento Fire Department Professional Standards Unit must conduct internal investigations impartially and thoroughly to ensure the most accurate findings.*

Policy Recommendations
 The Sacramento Fire Department must standardize its investigative process ensuring that personnel involved in misconduct complaint cases complete F-68 memorandums to provide a detailed recollection of the alleged incident for thorough investigations to be conducted.  Sacramento Fire Department Professional Standards Division should update its operations manual from 2007. *
*Repeat recommendations that have not been completed by the departments.

46 Outside Jurisdiction
There were 26 complaints or inquiries reported to OPSA that were not attributed to misconduct allegations against Sacramento Police Department or Fire Department personnel. OPSA staff attempts to connect constituents with the proper agency or information to help resolve their issues regardless of it falling outside of the office’s scope of authority and responsibility.

47 Frequently Asked Questions

WHAT IS THE OFFICE OF PUBLIC SAFETY
ACCOUNTABILITY?
The Office of Public Safety Accountability
(OPSA) is a Mayor and City Council established
office whose main responsibilities are: (1) taking
in complaints from members of the public against
Sacramento Police (SPD) or Fire Department
(SFD) employees,
(2) makes sure that SPD and SFD investigates
those complaints thoroughly and fairly, and (3)
recommends improvements to SPD and SFD
policies and procedures.

WHY DOES OPSA MATTER?
OPSA helps keep SPD and SFD accountable to
the communities they serve by auditing the
investigations into claims of police or fire
employee(s) misconduct to ensure that those
investigations are fair and thorough. The work of
OPSA has resulted in improved d epartment
policies and increased transparency.

IS OPSA PART OF THE POLICE
DEPARTMENT? WHY SHOULD I TRUST
OPSA?
No. OPSA is not part of the police department.

The OPSA Director answers to the Mayor and
City Council. The Chief of Police answers to the
City Manager. The City Manager answers to the
Mayor and City Council.

You should trust OPSA because the office is
independent. OPSA is free to agree or disagree
with the decisions of SPD.

WHAT CAN I DO IF I THINK A PUBLIC

SAFETY EMPLOYEE DID SOMETHING
WRONG?
One of the things you can do is file a Misconduct
Complaint with OPSA.

WHAT IS A MISCONDUCT COMPLAINT?
A Misconduct Complaint is a statement from you
explaining why you think a City of Sacramento
public safety employee broke one (or more) of the
rules that the employee is required to follow and
requesting that the employee’s conduct be
investigated by the department. The SPD General
Orders are the Police Department’s policies
governing every aspect of their day -to-day
operations and actions. The SFD Manual of
Operations contains all policies and procedures
that fire personnel are required to follow.

WHAT IF I DON’T KNOW WHICH RULE
THE EMPLOYEE MAY HAVE VIOLATED?
There are many rules SPD and SFD personnel are
required to follow, and you do not need to know
them. If you have a question about whether a
certain kind of behavior by a public safety
employee is against the rules, you can contact
OPSA to ask.

DO I HAVE TO KNOW THE EMPLOYEE’S
NAME OR BADGE NUMBER?
No, you do not. While it is useful information, if
you do not have that information, you can still
file your complaint.

CAN I FILE A COMPLAINT WITH OPSA

AGAINST A PUBLIC SAFETY EMPLOYEE

WHO IS NOT WITH THE SACRAMENTO
POLICE OR FIRE DEPARTMENT?
No. OPSA can only process your complaint if it is
about an SPD or SFD employee. Complaints
about public safety employees employed by
other law enforcement agencies cannot be filed
with OPSA. However, OPSA will do its best to
guide you to the proper authority.

WHO CAN FILE A MISCONDUCT
COMPLAINT WITH OPSA?
Any member of the public can file a Misconduct
Complaint about SPD or SFD personnel. You can
file a Misconduct Complaint about something
that happened to you or about something that
happened to somebody else. You can live in
Sacramento or outside the city. You can be a U.S.
citizen, or you can be an immigrant – with or
without papers. OPSA staff are fluent in English
but can access a translation service to assist in
taking your complaint if necessary.

You can also file a complaint if you are a
defendant in a criminal case; but if the case is
related to the complaint you want to tell us about,
we recommend that you talk to your lawyer first.

WILL I HAVE MORE PROBLEMS WITH

POLICE OR FIRE IF I FILE A MISCONDUCT
COMPLAINT?
No. SPD and SFD have strict rules that prohibit
personnel from retaliating against complainants.

48 HOW DO I FILE A COMPLAINT OR
COMMENDATION?
You can file a complaint or commendation by
email, regular mail, telephone, on our website,
or in person.

Please provide as much information as possible
regarding the incident, including:

1. Your contact information: Name, Address,
Phone Number(s).

2. Incident information: Date, Time, Location.

3. Employee(s) involved: Name and Badge
Number, if possible.

4. Unit involved: Fire Company, Fire Station,
and/or Fire Vehicle, if possible.

5. Description of the incident: Please provide as
much detail as possible.

6. Witness information: Name, Address, Phone
Number(s) of any witnesses to the incident.

WHAT HAPPENS AFTER I FILE A
MISCONDUCT COMPLAINT?
When a complaint is received by OPSA, it is
reviewed by the Director or staff and then
forwarded to Internal Affairs Division (IAD) of
SPD or to the Professional Standards Unit (PSU)
of SFD for a preliminary investigation. IAD or
PSU reviews and categorize s the complaint.

Sometimes a complaint can be resolved after
speaking to the complainant. In other instances, a
formal investigation is conducted. IAD has one
year to complete that investigation.

OPSA reviews completed formal investigations
for the final disposition as recommended by the
Police or Fire Chief.

IAD or PSU notifies the complainant(s) of the
case disposition(s). Throughout this process
OPSA is available to the complainant to provide
information and answer questions excluding
disclosure of any confidential or legally protected
information.

WHAT IF I DON’T HAVE A MISCONDUCT

COMPLAINT AGAINST AN INDIVIDUAL
EMPLOYEE, BUT I DON’T LIKE A PATTERN

I SEE WITH THE POLICE OR FIRE
DEPARTMENT?
You can file a policy complaint. Policy complaints
are not requests for individual personnel to be
investigated and disciplined. Instead, they are
requests that SPD or SFD change its policies or
procedures or adopt new ones. You can file a
policy complaint with OPSA.

I HAVE BEEN CHARGED WITH A CRIME.

WILL FILING A COMPLAINT AFFECT THE
CRIMINAL CASE AGAINST ME?
No. The complaint you file with us is separate
from your criminal case. OPSA cannot advise or
represent you on any legal matter

49 Meet the Office of Public Safety Accountability

50 51

52 53

54 55
Public Access to the City’s Complaint Process
Members of the public can file a misconduct complaint against Sacramento Police or Fire Department employees through OPSA or directly to the Police or Fire Department. Complaints made to OPSA can be filed by email, postal mail, telephone, in person or online using the Public Safety Complaint Form on the website. OPSA maintains a comprehensive, independent database of complaints received from the community. OPSA also collects data points to identify potential systemic issues and provide early warning of complaint trends.

56 The Office of Public Safety Accountability is a Mayor and City Council established office designed to improve the relationship between the City’s public safety departments and the community they protect and serve. We promote trust, excellence, transparency, and accountability through independent and impartial oversight of complaints related to public safety employee misconduct.

OPSA’s main responsibilities are to:
(1) receive complaints and commendations from members of the public regarding City of Sacramento Police (SPD) or Fire Department (SFD) employees; (2) review SPD and SFD complaint investigations for thoroughness and fairness, and (3) make recommendations for improvements to SPD and SFD policies and procedures.

The Director has broad oversight authority to evaluate the overall quality of SPD and SFD personnel performance and the authority to encourage systemic change.

OPSA is available to conduct presentations to a wide spectrum of community groups, schools, neighborhood meetings, civic organizations, State and National professional agencies and associations to make sure OPSA is known throughout the Sacramento community as a resource and provide information on how the Office can be utilized.

If you are interested in scheduling a brief presentation, please contact us.

Call: (916) 808-7525
Online: https://www.cityofsacramento.org/OPSA
Mail: 915 I Street, Historic City Hall 3rd Floor
Sacramento, CA 95814
2024/25

ANNUAL REPORT
SHRA Executive Director
La Shelle Dozier
Sacramento City Council
2025

Contents

4 - OPERATIONAL LEADERSHIP RESPONSIBILITIES

10 - ACHIEVEMENT RESULTS

20 - DIVERSITY STATISTICS UPDATE

22 - 2024/25 SHRA DEPARTMENT ACCOMPLISHMENTS

27 - COUNCIL STAFF LINKAGE UPDATE

OPERATIONAL LEADERSHIP

RESPONSIBILITIES
4 Sacramento Housing and Redevelopment A gency 2024/25 Annual Report

OPERATIONAL LEADERSHIP

RESPONSIBILITIES

The Executive Director provides direction and guidance to the organization in effectively implementing the Agency’s mission and core goals relating to development, affordable housing initiatives and catalytic economic and neighborhood revitalization.

The Executive Director is responsible for developing and maintaining strong supportive relationships with elected officials at all levels of government. It is the Executive Director’s responsibility to maintain fiscal integrity, to develop strategic partnerships with housing advocates, private and non-profit organizations, business and community groups and residents, and to exercise visionary and innovative leadership to ensure that the Agency maintains a leading and proactive position in responding to external environmental factors that impact the future of the organization and its ability to successfully address Sacramento’s housing and development needs.

The Executive Director provides leadership and strategic direction to staff on matters relating to high impact projects and programs, including budget, post - redevelopment, development, and housing authority administration.

LEADERSHIP

The Executive Director provides leadership in the administration and management of the Agency and its Non-Profit Entities. The Executive Director is accountable for the overall administration of all Housing Authority programs and projects.

• Oversees the management of over $800 million in total assets which includes capital assets, cash and loan portfolios. Appointed by both the City Council and Board of Supervisors and reports directly to these governing board members and advisory panel members; provides and prepares strategic information related to local, regional and national housing and community development trends, challenges and opportunities.

o Board of Supervisors comprised of five members
o City Council comprised of Mayor and eight members
o Sacramento Housing and Redevelopment Commission comprised of 11 members

OPERATIONAL LEADERSHIP RESPONSIBILITIES CONTINUED
5 Sacramento housing and redevelopment agency 2024/25 annual report

• Accountable for:

o 4 key departments (Housing, Development, Administration and Finance) o 16 divisional functions
o FY 2024 budget FY 2025 budget
$325.70 million $327.10 million
320 FTE headcount 315 FTE headcount
o The Agency operates on a calendar fiscal year, January 1 - December 31.

• Supports positive relationships with two bargaining units: AFSCME Local 146 with 49 FTE members and SHRA – Employees Association with 109 FTE members.

• Works to successfully negotiate fair contracts with each of the Agency’s employee bargaining units.

• Continually foster and demonstrate an organizational culture that appreciates the Agency’s diversity and values employees and recognizes individual, departmental and organizational accomplishments.

• Engages face to face and/or virtually with the entire workforce or appropriate employee groups to convey critical information, such as presenting the annual State of the Agency message, or updates on federal actions impacting the Agency’s programs and activities.

• Meets face to face with housing residents through the Resident Advisory Board meetings, resident association meetings, and community meetings as needed to provide housing updates and to address concerns.

STRATEGY

The Executive Director’s strategic and operational leadership and direction covers property management and maintenance, financial and asset management, property acquisition and development, resource conservation, resident and community services, tax -exempt bond financing, and program research and evaluation. The Executive Director provides strategic direction in the development and implementation of new affordable and market value housing based upon community need, including RAD (Rental Assistance Demonstra tion) projects.

• Directs annual strategic planning sessions for management staff to establish department objectives in support of the Agency’s organizational goals.

• Directs strategic and crisis planning to address the immediate, short and long-term sustainability of the organization.

OPERATIONAL LEADERSHIP RESPONSIBILITIES CONTINUED
6 Sacramento housing and redevelopment agency 2024/25 annual report

• Discusses trending issues impacting the Agency’s key functions, programs and activities with an 11-member Executive Leadership Team to share ideas, provide input, and develop strategic responses to challenges and opportunities.

• Meets monthly or as needed with governing board members to report status of projects and activities; discuss opportunities for Agency assistance in each district; and provide information to assist in addressing their goals and constituent concerns.

HUMAN RESOURCE MANAGEMENT

The Executive Director provides leadership and direction on all employee and labor relations and Human Resources issues and services and is responsible for all employee programs and policies.

• Provides leadership to nine direct reports comprising the Executive Staff on operational issues and provides direction and guidance on projects and activities.

• Supports professional development through staff training as a strategy for leadership development, organizational succession planning, and promotional opportunities.

• Directs a process for Individual Development Plans for management focusing on individual strengths and areas of opportunity.

• Supports a culture of wellness through various communication channels and collaborative partnerships.

• Provides direction to the Executive Leadership Team on items for presentation at the City Council and Board of Supervisor’s sessions; reviews staff presentations to ensure issues of concern by electeds are addressed; evaluates and tracks status of projects to ensure activities on schedule.

PERFORMANCE

The Executive Director recruits and supervises senior leadership; oversees the Executive Leadership Team in establishing and executing equitable personnel policies regarding assignment, direction, training, and supervision of Agency staff.

• Executes a variety of documents and contracts, including construction, professional services, loan documents, developer agreements, grant deeds, real estate documents, and regulatory agreements.

OPERATIONAL LEADERSHIP RESPONSIBILITIES CONTINUED
7 Sacramento housing and redevelopment agency 2024/25 annual report

• Reviews Housing Authority Operations through monthly meetings with the management team to review Housing Choice Voucher lease up, applicant intake status, rent collection, unit turnover ratios, revenue recovery, job development, resident engagement, and new technology initiatives.

• Oversees an average of 15-20 standard audits and reviews of Agency programs annually, including multiple HUD compliance audits, financial audits, single audits, and labor compliance audits.

• Navigates the challenging economy through fiscal vigilance, careful planning and conservative budgeting; along with continuous evaluation of Agency programs to help ensure cost efficiency.

• Continually supports efficient allocation of staff resources to position the Agency for federal, state, and local funding opportunities to redevelop public housing, create new permanent supportive housing units, and revitalize neighborhoods and low -income communities.

• Provides accountability and transparency in the use of federal funds, reporting and recordkeeping.

EXTERNAL HOUSING POLICY

The Executive Director works strategically, diplomatically and collaboratively with a wide variety of public officials and governmental entities, nonprofits, large employers, private developers, professional associations, and advocacy organizations collaboratively and persuasively in order to expand, reposition, and sustain SHRA’s housing inventory.

• Presents at local, regional and national conferences, forums and other convenings on affordable housing policy, trends and best practices.

• Disseminate updates on Agency projects and activities through digital publications, social media, and other communication platforms.

• Represents Sacramento affordable housing industry to state legislative committees by providing testimony and positional advisement on housing issues, trends and best practices.

• Maintains relationships at the federal legislative level and meets with housing policy and program representatives to advocate for initiatives to maintain funding for affordable housing and community development programs.

OPERATIONAL LEADERSHIP RESPONSIBILITIES CONTINUED
8 Sacramento housing and redevelopment agency 2024/25 annual report

BOARD MEMBERSHIPS

The Executive Director represents the Housing Authority on a local, statewide, regional level to promote community awareness of housing programs and services.

• Executive Board Member, Vice President of the Board and Chairperson of the Council of Large Public Housing Authorities (CLPHA)

• Nominating Committee and Member of Personnel Committee - Council of Large Public Housing Authorities (CLPHA)

• Board Member and Chairperson of the Legislative Committee - Northern California Chapter of the California Association of Housing Authorities (CAHA)

• Board Member of the Community Action Board - Sacramento Employment & Training Agency Community Advisory Board (SETA CAB)

• Board Member - Downtown Sacramento Partnership (DSP)

• President - Norwood Avenue Housing Corporation (NAHC)

• Board Member - SHASTA

• Board Member and Vice Chairperson – Sacramento Countywide Oversight Board

• Treasurer - California Redevelopment Association (CRA)

• Co-Chair of CLPHA 10-Year Roadmap for Public Housing Sustainability Other Co-Chair positions are:
• Co-Chair - Honorable Shawn Donovan, former HUD Secretary and current CEO of Enterprise Community Partnership

• Co-Chair - Honorable Ritchie Torres (D-NY 15th District)

2024/25

ACHIEVEMENT RESULTS
10 Sacramento housing and redevelopment agency 2024/25 annual report

2 0 2 4 / 2 5 A C H I E V E M E N T R E S U L T S

HOUSING POLICY AND ADVOCACY
Administering housing ordinances to ensure new developments meet affordable housing obligations, and removing barriers to housing choice and access

As the administrator of HUD Community Development funds, the Agency completed the 2025–2029 Consolidated Plan, which includes a comprehensive analysis of housing needs and outlines a strategic approach to address them.

The Plan’s priorities were shaped through an extensive community engagement process.

Key Strategic Plan goals related to affordable housing and barrier reduction include:

• to develop, preserve, and finance a continuum of decent and affordable housing including home rehabilitation opportunities and facilitate connection to wraparound services;
• promote equal housing opportunities and coordinate with fair housing advocates to bolster landlord education outreach; and
• contribute to continued improvement of the Continuum of Care System for the homeless through the provision of emergency shelters, prevention and rapid re-housing, supportive housing services, and permanent housing.

The Consolidated Plan also identifies goals related to public services and community development needs.

The Agency actively participates in the Fair Housing Funder’s Group , which supports the Renter’s Helpline —a resource dedicated to protecting renters’ rights, educating tenants, and advancing fair housing. Additionally, the Agency funds Project Sentinel) to support tenant education, raise public awareness of fair housing laws, reduce housing discrimination, and provide assistance to individuals with disabilities.

• Completed annual reports required for Housing Trust Fund Ordinance, Mixed Income Housing Ordinance, and Single Room Occupancy Ordinance and presented to Council

• Completed Mixed Income Housing Ordinance affordable housing strategy for Panhandle Meritage Development which will produce 6 affordable single family ownership units

• Working on Mixed Income Housing Ordinance Affordable Housing Strategies for Innovation Park, Panhandle (Beezer Homes) and Stone Beetland developments

• Completed Density Bonus Ordinance agreement for 69th Street apartments which will regulate 130 units as affordable

2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 11 Sacramento housing and redevelopment agency 2024/25 annual report

Affordable Housing Plan

The City and County of Sacramento entered into a partnership agreement in 2022 to improve coordination on permanent supportive housing (PSH) production and re-housing efforts for the homeless. The agreement included the preparation of an Affordable Housing Plan (AHP) to analyze the issue and set goals to increase/improve affordable housing production. SHRA is the lead agency on implementing AHP goals. The Plan was developed with community input.

SHRA presented the annual update to the City Council and Board of Supervisors in June 2025 outlining progress toward meeting goals and objectives in the Affordable H ousing Plan.

Affordable Housing Plan strategies include:

• developing partnerships with new affordable housing developers to increase permanent supportive housing production
• facilitating development of affordable housing on publicly owned vacant land • developing a unit production tracker, producing 300 Permanent Supportive Housing units and 100 Workforce units annually
• identifying and pursuing new funding opportunities and legislation to enhance resources for affordable housing development

Significant progress has been made in 2022 -2024 on the goals outlined in the five -year plan including: 1) completed process to track units produced which are updated periodically and posted to SHRA’s website, 2) partnered with two new developers on affordable housing developments, and 3) entered into agreement to develop affordable housing on a City -owned surplus property.

1,530
Permanent Supportive and Affordable housing
units completed (constructed)

628
Permanent Supportive and Affordable housing
units under construction

314
Permanent Supportive and Affordable housing
units in development
2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 12 Sacramento housing and redevelopment agency 2024/25 annual report

HOUSING PROGRAMS
Administering federal rental assistance programs for Sacramento as the fifth largest housing authority in California providing safe, decent affordable housing for over 50,000 low-income residents.

14,100
Successfully oversaw the operations of various housing programs, including the Housing Choice Voucher Program for the City and County with rental subsidies, which together house about 14,100 households, including:

vouchers administered through the Veterans Assistance Supportive Housing Program (VASH). 100% are homeless veterans

households remain leased with an Emergency Housing Vouchers for homeless families referred through the Continuum of Care

Foster Youth Initiative vouchers for homeless youth that were previously in foster care, and

216 Mainstream Vouchers to serve non-elderly disabled persons.

Shelter Plus Care disabled homeless families who are referred by the Continuum of Care are housed

project-based vouchers are dedicated to housing homeless individuals and families

units under the Public Housing program which houses individuals affordably in units owned and/or managed by the Housing Authority

The non-profit arm, Sacramento Housing Authority Repositioning Program Inc. (SHARP), owns and manages three project -based voucher high -rise properties consisting of 231 elderly-only units, 274 scattered-site project-based units, and 603 Rental Assistance Demonstration (RAD) &/or project -based units.

Committed $31.5 million in loan and mortgage revenue bond financing to assist the construction or rehab of 1,050 affordable housing units

Received an award of $20 million in competitive Homekey funds for the Rodeway Inn Project , $5 million in competitive Local Housing Trust Funds; and $2 million in Permanent Local Housing Allocation entitlement funds. Received $20 million in Homekey funds for Arden Star/Hope Landing, $2.4 million PLHA funds. Received $17 million in Homekey Funds for Madison Square/Super 8 Project.
904
460
148
460
$57M
2,400
1,902
1,108
$31.5M
2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 13 Sacramento housing and redevelopment agency 2024/25 annual report

Sacramento Emergency Rental Assistance (SERA) Program

In the last quarter of 2020, the City and the County of Sacramento requested the Housing Authority to develop and administer an emergency rental assistance program for renters impacted by COVID -19 who are unable to pay rent.

Both the City and the County of Sacramento received funding from the U.S. Treasury (UST) and the State Department of Housing and Community Development for the Emergency Rental Assistance Program (ERAP).

$185M was dispersed to more than 16,550 households as of the end of 2024

Administration of 3 Homeless Shelters

1. emergency
bridge housing
This shelter opened on June 10, 2020, to serve homeless Transition- Aged Youth (TAY), aged 18-24. First Steps Communities is the on-site 24-hour shelter operator providing/connecting the 50 guests to robust services to assist the TAY transition with their many needs including employment and housing.

As of April 30, 2025, EBH sheltered 627 unduplicated youth. 454 youth successfully transitioned into housing.

2. meadow view
navigation
center (mnc)
This shelter opened on October 1, 2020, to serve homeless women.

This is a congregate shelter with 100 beds in a sprung shelter, dormitory- style. Volunteers of America is the 24 -hour on-site shelter operator.

As of April 30, 2025, MNC provided shelter to 1,157 unduplicated homeless women. 471 guests successfully transitioned into housing.

3. x street
navigation
center (xnc)
This shelter opened on September 21, 2022, to serve homeless adults.

This is a congregate shelter with 100 beds in a sprung shelter, dormitory- style like MNC. Volunteers of America is the on -site shelter operator.

As of April 30, 2025, XNC provided shelter to 1,146 unduplicated guests. 453 guests successfully transitioned into housing.
2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 14 Sacramento housing and redevelopment agency 2024/25 annual report

RESIDENT OPPORTUNITIES
Ensuring that housing programs and operations focus on building the connection between stable housing and health, education, job development and self-sufficiency.

Resident Opportunities and Self-Sufficiency (ROSS) Program Service Coordinators provide residents with supportive services, resident empowerment activities, and assistance in becoming economically self-sufficient. Residents receive constant communication regarding resources and opportunities via in -person meetings, e -blasts, and mailings. Residents also receive barrier removal resources such as gas cards, bus passes, school supplies, and access to food items.

163 ROSS participants

Family Self-Sufficiency (FSS) Program - HCV and Public Housing Departments Service Coordinators with the Housing Choice Voucher and Public Housing departments link residents with training opportunities, job placement organizations, and local employers.

Residents voluntarily enter into a contract of participation which outlines their responsibilities towards completion of training and employment objectives over a five -year period or less.

The contract of participation also stipulates PHA responsibilities towards helping residents achieve their goals. For each participating family that is a recipient of welfare assistance, the PHA must establish an interim goal that the family become indepen dent from welfare assistance and remain independent from welfare assistance at least one year prior to the expiration of the contract. During the period of participation, residents may earn an escrow credit, based on increased earned income, which they may use in a variety of ways upon successful graduation from the program.

101 FSS participants

residents graduated after completing a 5 -year plan to reduce dependency on public assistance.

presented to residents from their earned income
savings escrow accounts
11 $248,870
2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 15 Sacramento housing and redevelopment agency 2024/25 annual report

Resident Resources
Youth Game Night: Partnered with Sacramento Police Department and Target:
28 youth participated; Target donated games; Sacramento Police Department provided food, drinks, and played games with youth. [3/2024]

• Youth residents participated in the HAI (Insurance) Group 2024 Playground Safety Poster and Essay Contest (Theme: Safety Among the Stars: Creating Stellar Playground Spaces). [5/2024]
• Nine youth residents created posters that were submitted to the HAI Group national judging
• One youth resident won 2nd place in the 6 – 8 year-old poster category • One youth resident won 3rd place in the 9 – 11 year- old essay category

Youth residents participated in the HAI Group 2024 Fire Safety Poster Contest (Theme: Smoke Alarms: Make Them Work for You!). [8/2024]

• 13 youth residents created posters. Three youth were awarded 1st, 2nd, and 3rd place gift card awards.

Leataata Floyd Elementary School ‘Back to School Night’: Engaged with 24 residents to share self -sufficiency resources and educate them about SHRA programs: ROSS, FSS, and Resident Training Program. [9/2024]

Partnered with Councilmember Katie Valenzuela and Leataata Floyd Elementary School to host a Christmas Giveaway. 506 children/youth between 0 – 18-years-old received holiday gifts. 25 residents engaged to receive resources and/or program information. [12/2024]

Partnered with Chase Bank to host financial literacy workshops

• Valuable Money Moves to Teach Your Kids
• Improving Credit and Managing Debt

6,407 ROSS service engagements in the following categories:

Adult Education, Assessment/Case Management, Benefits/Entitlements, Community/Civic, Computer Access/Training, Crisis Intervention/Support Counseling, Donations/Contributions, Early Childhood/Child Care, Employment, Eviction Prevention/Housing Retention, Financial, Health/Medical/Nutrition, Housing /Home Management /Ownership, Legal Services, Monitoring Services, Transportation, Youth Development, Youth Education, and Other.

32 gas cards and 33 RT transit passes, respectively,
provided to eliminate transportation barriers

families supported with obtaining
furniture from Furniture for Families
youths supplied with backpacks
filled with school supplies
32 & 33
3 10
2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 16 Sacramento housing and redevelopment agency 2024/25 annual report

Resident Training Program
The Resident Trainee program provides opportunities for residents and HCV participants to work at the Agency for a two-year period to gain employment skills in painting, janitorial and clerical fields. This program ramped up in 2024 post COVID and as the program is a two-year program, there were no graduations that year.

In 2024:

11 residents were enrolled in the program

0 graduated from the program in 2024

2 training program graduates currently work for SHRA (HCV)

Monthly training is provided by an outside vendor to provide trainees with soft skills to include topics such as Emotional Intelligence, Having Difficult Conversations, Time Management and many more as part of an eight -part training series.

Resident Trainee Appreciation events are held quarterly to acknowledge and appreciate the work of the trainees.
2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 17 Sacramento housing and redevelopment agency 2024/25 annual report

ACHIEVEMENT OF SPECIFIC PRIORITIES
Responding effectively to develop and implement workable solutions to governing board priorities through Agency resources and strategic partnerships.

In the Housing Choice Voucher program:

3,279 homeless families have become housed with a subsidy since 2020

• 2020 - 450 homeless families were housed
• 2021 - 633 homeless families were housed
• 2022 - 651 homeless families were housed
• 2023 - 1083 homeless families were housed
• 2024 - 1028 homeless families were housed
• 2025 - 255 homeless families were housed (as of 6/10/25)

80% of the new admissions in 2024 were filled by homeless families

73% of the people who moved into public housing in 2024 were homeless

units in the RAD development pipeline for the Auburn Falls LP project.

An additional 92 units are in pre-development for the Greenback Grove (RAD 5) project.

redevelopment of Mirasol Village (formerly Twin Rivers) and River District community

Key milestones reached:
• Phase 3 construction completed and leased up
• Phase 4 (final phase) construction completed with lease-up in 2025 • Mirasol Village Park and Community Garden dedicated to City for operations • Completed construction of Mirasol Village Early Childhood Education Center serving 60 children ages 1 – 4 and providing employment training to residents; opening in late 2025
• Began construction of Dos Rios light rail station
• Secured $1.5 million grant to begin environmental work at transit -adjacent housing site
$300M+
76 2 0 2 4 / 2 5 a c h i e v emen t r e s u l t s c on t in u e d 18 Sacramento housing and redevelopment agency 2024/25 annual report

FISCAL MANAGEMENT
Managing the Agency’s finances with the highest degree of integrity and accountability.

$326M balanced budget achieved for 2024

operational/program effectiveness
Ensuring that housing programs and operations focus on building the connection between stable housing and health, education, job development and self-sufficiency.

93%
86%
$533M
2,186
current voucher utilization despite the tight Sacramento rental market and 100% budget utilization

participation achieved in the number of private landlords opting for direct deposit of housing assistance payments

845 loan portfolio managed, valued at $533 million

files audited for income eligibility for loan portfolio

2024/25

DIVERSITY STATISTICS UPDATE
20 Sacramento housing and redevelopment agency 2024/25 annual report

2 0 2 5 D I V E R S I T Y S T A T I S T I C S

SHRA GENDER BREAKDOWN

SHRA RACE/ETHNICITY BREAKDOWN

(136 employees)

(73 employees)

(134 employees)

(75 employees)

2024/25 DEPARTMENT

ACCOMPLISHMENTS
22 sacramento housing and redevelopment agency 2024/25 annual report

2024/25 DEPARTMENT

ACCOMPLISHMENTS

ADMINISTRATION

Implementation of new NEOGOV HRIS System

In 2024, the Agency’s Human Resources Team launched a new HRIS system (Human Resources Information system) powered by NEOGOV. The (HRIS) system powered by NEOGOV, has become the Agency’s new Human Capital Management fully integrated, cloud -based system that replaced and streamlined SHRA’s existing legacy systems for benefit management, timekeeping, and payroll.

FINANCE

Process Improvements Through Technology - NEOGOV, OpenGov

In 2024, the Agency’s Finance teams worked in conjunction to implement a new agency -wide payroll system in the Agency’s new NEOGOV HRIS platform, simplifying the payroll process from start to finish and creating a better user experience for staff. In addition, the Finance Department transitioned budget preparation and tracking to the OpenGov platform, allowing for greater control in a more capable environment than what was used in outdated, legacy systems.

RENTAL ASSISTANCE DEMONSTRATION (RAD)

Completion of RVP Group Project

This project consists of 182 senior units located within the jurisdiction of the Housing Authority of the City of Sacramento. This project was the first to include a non -public housing building, 600 I Street (Riverview Plaza). This property also included a commercial space, so lessons learned from the previous project were applied to RVP Group. This project consisted of the following properties:
600 I Street (Riverview Plaza). 2516 H Street (Big Trees), and 917 38th Street (Pine Knoll). This project completed construction in September 2024.

23 sacramento housing and redevelopment agency 2024/25 annual report

HOMELESS INNOVATIONS

Sacramento Emergency Rental Assistance (SERA) Summary

Administered over $180 million in federal and state funding through the Sacramento Emergency Rental Assistance (SERA) Program, a City/County partnership program to provide emergency rental assistance to more than 16,500 renters struggling to pay rent and utilities due to the COVID -19 pandemic.

PROPERTY MANAGEMENT

Housing Operations Accomplishments

Partnered with the Agency’s Procurement and Real Estate & Construction (RECS) team to create a strategy to address the long -standing vacancies in the Public Housing inventory caused by COVID-19 impacts on staffing. By combining the efforts of outside contracting, the expertise of Construction staff, and the experience of the maintenance department, the Housing Authority is on track to continue to have the units backlogged (due to COVID 19) turned and completed.

Combined the Simulated Unit Interior Training Environment (SUITE) program with On the Job (OTJ) training to aid in the development of newly hired maintenance staff. This training is conducted in the Housing Authority’s model unit and provides the opportunity to evaluate how a maintenance worker will address a maintenance problem created by the trainers. In addition, new components were added to this process to allow maintenance personnel to create their own training devices as part of a basic carpentry course. These devices will allow for maintenance personnel to practice a lot of skills being taught through their training modules.

The existing program was modified through the continued efforts of the Housing Authority’s maintenance supervisors, coordinators, and maintenance workers.

This is the fourth year of the Mechanical Electrical Plumbing preventive maintenance contract, which was conceived in collaboration with the Housing Authority’s facilities coordinator, RECS, and the Procurement department. This contract has been instrumental in the Housing Authority’s efforts to ensure that complex building systems remain running in optimal condition and that the appropriate preventive maintenance protocols are being followed. The facilities coordinator provides a strict level of quality control on the work being provided by Lawson, our MEP contractor.

Work Orders that were backlogged due to the pandemic continue to be processed.

In addition, processing these work orders are now being dispatched by maintenance at their assigned properties.
24 sacramento housing and redevelopment agency 2024/25 annual report

HOUSING CHOICE VOUCHERS

Leveraging Technology

Expanded the use of electronic and virtual platforms developed during the pandemic to maintain greater accessibility for applicants and program participants. These included:
• Continuing Zoom communications for applicants, participants and housing providers, thereby making staff communications more accessible.
• Wait List Portal: Wait list portal now allows applicants to update their information directly • Resident Portal: Resident portal provides increased access to forms and resources and the ability to complete the annual recertification online.
• Landlord Portal: Landlord portal is available for landlords to look up past and current payments made on behalf of their tenants, update their contact information, and change their banking information for direct deposits.
• The launch of a semi-annual Landlord Update webinar where more than 400 landlords attended in December and more than 300 in July.
• eRFTA portal access was expanded - continued improvements allow for increased efficiency for the landlords and tenants working with the HCV program

DEVELOPMENT

Federal Programs Accomplishments

Continued the implementation of Bringing Families Home initiative in partnership with the County of Sacramento, Volunteers of America, and the Sacramento Continuum of Care.

Continued the ongoing implementation of a comprehensive countywide Fair Housing program covering all jurisdictions within Sacramento County in partnership with all of the incorporated cities and the unincorporated County, and service providers such as Legal Services of Northern California, Project Sentinel and 211.

Development Finance Accomplishments

Committed approximately $31.5 million in Multifamily Loan assistance to 4 affordable housing developments (Terracina at Wildhawk, Auburn Falls, River City, and Central Sacrament Studios II.

Additional funding is provided to Capitol Park Hotel, Saybrook and Cornerstone.

Implemented and managed affordability agreements and compliance for the City’s Mixed Income Ordinance and the County Affordable Housing Ordinance. These ordinances require the creation of either single-family affordable units, multi-family affordable units, land dedication, fee payments or a combination of these options.
25 sacramento housing and redevelopment agency 2024/25 annual report

REAL ESTATE AND CONSTRUCTION SERVICES

Rehabilitation of the Housing Authority’s Vacant Dwelling Units

In 2024, RECS’ main accomplishment consisted of assisting the Housing Authority’s effort to address their backlog of vacant dwelling units. During COVID, the average number of vacancies that occur annually had significantly increased, and many of the units were in need of much more than a standard “vacancy turnover”. RECS responded to this challenge by developing a pool of general contractors (that continues to expand) and competitively bidding groups of vacant units to these contractors so the necessary repairs could be performed on dozens of units simultaneously at any given time. For calendar year 2024, RECS completed the rehabilitation of 105 dwelling units. The scope of work for each unit ranged from relatively minor rehabs to full replacement of major systems, drywall, cabinetry, etc. This effort significantly improved the rate at which the Agency’s vacant units became rent -ready.

LEGAL

Legal Accomplishments

Provided transactional and advisory services to the Agency (and its constituent members) on a wide variety of housing, community development and public infrastructure projects and programs which resulted in significant savings on legal costs.

Provided in-house training sessions to assist housing management staff in the handling of procedures and presentations regarding hearings. Training topics included due process, evidence and fair hearings.

COUNCIL STAFF

LINKAGE UPDATE
27 sacramento housing and redevelopment agency 2024/25 annual report

Council Staff Linkage: Sacramento Housing and
Redevelopment Agency (SHRA) Executive Director

Annual Performance Evaluation for La Shelle Dozier, Executive Director (Review Period: January 1, 2024 – December 31, 2024)

This document is intended to document compliance with the Council Staff Linkage Policy for the Sacramento Housing and Redevelopment Agency Executive Director.

Scope: Council Directed
Policy Contact
Chairperson of the Personnel and Public Employees Committee (P&PE)

Policy Number: 008
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: SHRA Executive Director Report
Frequency: Annually, based on appointment date

A. The SHRA Executive Director is the Chief Executive Officer of SHRA, an independent Joint Exercise of Powers Agreement (JPA) between the City and County of Sacramento and is responsible for providing the leadership with direct oversight from the U.S. Department of Housing and Urban Development (HUD) for all aspects of SHRA’s operations including the administration of all federal, state and local housing funds, programs and services. The Executive Director is also responsible for management, development, staffing, and financial control; including strategic housing initiatives, economic feasibility, sound business planning and management.

Over the past year I have successfully overseen the activities and functions of SHRA as the Chief Executive Officer including:

• Continually pursuing federal and local opportunities to leverage funds to support affordable housing and community development activities.
• Administering housing ordinances to ensure new developments meet affordable housing obligations and removing barriers to housing choice and access. • Administering federal rental assistance programs which provide safe, decent affordable housing for more than 50,000 low income residents.
• Ensuring that housing programs and operations focus on building the connection between stable housing and health, education, job development and self-sufficiency.

Council Staff Linkage: Sacramento Housing and Redevelopment Agency (SHRA) Executive Director 28 sacramento housing and redevelopment agency 2024/25 annual report

• Responding effectively to develop and implement workable solutions to governing board priorities through Agency resources and strategic partnerships. • Managing the Agency’s finances with the highest degree of integrity and accountability. • Maximizing the potential and expertise of our human resources and supporting leadership development to help the Agency reach its goals.

The report in Tab C provides additional details on the Agency’s accomplishments.

B. The SHRA Executive Director reports directly to the City Council/City Housing Authority Board. The City Council, in coordination with the County Board of Supervisors, is responsible for hiring, evaluating, and terminating the SHRA Executive Director.

C. The SHRA Executive Director shall not cause or allow any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent, or in violation of commonly accepted business and professional ethics.

During calendar year 2024 or anytime during my tenure with SHRA I have not allowed any practice, activity, decision, or organizational circumstance that was illegal, unethical, imprudent, or in violation of commonly accepted business and professional ethics.

D. The SHRA Executive Director shall provide reports as requested by the City Manager for consolidation into a comprehensive citywide report.

Over the past year the City Manager has not requested any monitoring reports. However, the 2025 One-Year Action Plan for the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), and Housing Opportunities for persons with AIDS (HOPWA)and the 2025-2029 Consolidated Plan were approved by the City Council on October 8, 2024.

The Annual Reports of the Housing Trust Fund Ordinance, Mixed-Income Housing Ordinance, HOME Investment Partnerships Program, Permanent Location Housing Allocation, State Local Housing Trust Fund, Residential Hotel Unit Withdrawal, Conversion, and Demolition Ordinance, and City-County Affordable Housing Plan were approved by the City Council on June 11, 2024

E. The SHRA Executive Director shall have legal Counsel who shall be independent of the City Attorney.

SHRA has its own General Counsel and legal department that is independent of the City Attorney’s office.

F. The SHRA Executive Director shall be responsible for managing the Housing Authority’s Public Housing portfolio, programs, and services and responsible for managing the Housing Authority’s Housing Choice Voucher (HCV) rental assistance program.

During 2024, I successfully oversaw the operations of the Housing Choice Voucher Program for the City and County with over 14,300 tenant based, project based, Shelter Plus Care and Veteran Affairs Supportive Housing (VASH) vouchers. The Agency was successful in managing a diverse 2 Council Staff Linkage: Sacramento Housing and Redevelopment Agency (SHRA) Executive Director 29 sacramento housing and redevelopment agency 2024/25 annual report

housing portfolio of over 3,200 housing units, of which 2,169 are under the public housing program and 1,031 are of local non-public housing. The HCV program also received “High Performer” status for 2023. HCV operations was honored with the HUD 2022 FUP (Family Unification Program) of the year award. High Performer is the highest distinction awarded by HUD.

The Agency completed the transition of the 124 Pilot Program Public Housing units to the Rental Assistance Demonstration program (RAD) as part of its Asset Reposition Plan originally adopted in 2018. In 2020, the following communities were completed under the RAD Pilot project: 4500 Perry Avenue (County), 4921 Folsom Boulevard (City), and 1043 43rd Avenue (City). The remaining 3 properties in the County will have construction completed by May 2021: 4930 El Paraiso Avenue, 9205 Elk Grove Boulevard, and 8223 Walerga Road

In 2020, in accordance with the 2018 Asset Repositioning Plan, the Housing Authority transferred over 200 single family homes and multi-family HUD section 18 properties consisting of 4 units or less to its non-profit affiliate SHARP. This disposition allows for higher rent revenues to be collected while maintaining affordability through the use of project-based Section 8 vouchers.

In 2021, the Agency entered into the predevelopment phase for its’s RAD II project, which focused on two downtown Elderly high-rises located at 626 I Street (108 units) and 1820 Capitol Avenue (84) units. The project closed escrow in January 2022 and the rehabilitation was completed in December 2022.

In 2022, the Agency began predevelopment plans for its RAD III project, which focuses on the rehabilitation of an Elderly high-rise located at 600 I Street (123 units), a 3-story senior development at 2516 H Street (29 units), and a garden style development at 917 38th Street. The project received its preliminary tax credit award and closed escrow in May 2023, with construction projected to be completed in December 2024.

In 2024, the Agency In 2024, the Agency was able to complete construction on the RAD III project and were able to add more amenities to its residents than what had been originally planned. The Agency was able to provide a dog park, multiple activity rooms, and additional outside seating and meeting spaces at all three properties that were rehabilitated as part of this project. In 2024, the Agency also began to work on the predevelopment phase of its RAD IV project, and some preliminary work for its RAD V project. RAD IV should be completed in 2026, and RAD V should be completed in 2027.

G. The SHRA Executive Director shall provide leadership and strategic direction on matters relating to community development with responsibility for receiving and coordinating grants for federally funded programs.

The Agency implements the City’s annual Community Development Block Grant (CDBG) program in a manner that supports a broad range of community development activities, leverages other grant funds, and provides meaningful and critical public services. Agency staff coordinates closely with City Innovation & Economic Development, Public Works and Youth, Parks, & Community Enrichment staff to identify meaningful projects to improve low income neighborhoods.

Examples of capital improvement projects completed or underway in 2024 include Thelma and Hawk Park Master Plan, Wood Park Community Garden, O’Niel Field ADA Restroom, Mama Marks Park Splashpad, Danny Nunn Playground Replacement, Chorley Park Improvements, Council Staff Linkage: Sacramento Housing and Redevelopment Agency (SHRA) Executive Director 30 sacramento housing and redevelopment agency 2024/25 annual report

Camellia Park Improvements, Tree Nursery Offsite Improvements, Northwood School Access Improvements, Woodlake Park ADA Improvements, North Pointe Park Improvements, Franklin Complete Streets, Envision Broadway Oak Park, Ninos Park Playground Improvements, and Fruitridge Road Complete Streets.

In addition to capital improvement projects, the Agency deployed federal resources to ensure availability of critical safety net programs including emergency shelters and senior nutrition.

The Executive Director is responsible for investing federal funds in the construction and preservation of affordable housing and homeownership opportunities and responsible for the administration and implementation of affordable housing ordinances.

In 2024, the Agency committed approximately $31.5 million in Multifamily Loan assistance to 3 affordable housing developments (Terracina at Wildhawk, Auburn Falls, River City, and Central Sacrament Studios II. Additional funding provided to Capitol Park Hotel, Saybrook and Cornerstone.

The Agency approved issuance of $114 million in Mortgage Revenue Bonds for rehabilitation and construction of 3 multifamily developments (Terracina at Wildhawk, Auburn Falls and River City)

Construction and renovation was completed for multifamily developments totaling 1050 units (Wong, Mirasol C, Heights on Stockton, Mutual on the Boulevard, Cornerstone, Saybrook, RVP, 39th and Broadway, and Northview)

Awarded State of California Homekey funds in the amount of $56,000,000 for the Arden Star and Madison Square Studios Projects in the County and the Rodeway Inn project in the City.

These projects will create 313 new units of permanent supportive housing.

The Agency administers all housing ordinances for the City and monitors adopted policies relating to the production and preservation of affordable housing, including the Housing Trust Fund (HTF) Ordinance, Mixed Income Housing Ordinance and Affordable Housing Preservation Ordinance. The City Council on November 12, 2019 authorized SHRA to apply on behalf of the City to receive the allocation and administer the City’s entitlement of Permanent Local Housing Allocation funds (SB 2). The Multifamily Lending and Mortgage Revenue Bond Policies were approved by the City Council on December 3, 2019.

The Agency continues to employ strategies to address affordable housing needs through federal initiatives. Now in our eight year of the HUD $30 million Choice Neighborhood Initiative, the Mirasol Village formally the Twin Rivers redevelopment project achieved full funding in 2022. The first phase of residential development was completed, and 123 households moved in during 2022. 192 more units were occupied in 2023, and the final phase of 116 units is undergoing final inspections now with the first tenants moving in by the end of June. It will be fully occupied in mid- 2025. The Early Childhood Education Center has nearly completed construction, and the program will begin to operate in fall 2025.

H. The SHRA Executive Director shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.

Council Staff Linkage: Sacramento Housing and Redevelopment Agency (SHRA) Executive Director 31 sacramento housing and redevelopment agency 2024/25 annual report

Over the past year I have treated the council as a whole. I have been responsive to individual councilmembers only when substantial resources were not required.

I. Additionally, the Executive Director will:

1. Prepare and submit to the City Council for approval each year a budget to achieve the City Council strategic directives that serves the residents of SHRA and the communities of Sacramento.

On November 18, 2024, the City Council is scheduled to review/approve the Agency’s balanced budget which achieves the City Council’s strategic directives.

2. Establish, implement and enforce policies and procedures related to the operation of SHRA, administer personnel rules and MOU’s, attend meetings of the City Council and report on the general affairs of SHRA.

Over the past year I have successfully operated within our approved policies and procedures.

Successfully worked with the Agency’s two bargaining units and attended Council and Board meetings on a regular basis and reported on the Agency’s general affairs.

3. Ensure the smooth continuous operation of SHRA in the event of the planned or unplanned absence of the Executive Director.

A resolution establishing the Order of Succession in the event of absence or disability of the Executive Director was approved by the City Council on December 7, 2021.

4. Monitor legal, regulatory, and HUD guidelines; track policy developments at the Federal and State level.

On a regular basis I monitor, track and make required changes to all legal, regulatory and policy developments at the local, state and federal levels that effect the operations of SHRA. I ensure that staff are knowledgeable about HUD guidelines and policies and provide ongoing opportunities for training to stay up to date on these developments.

5. Prepare Management Plans, Capital Financial Plans, operating statements and submit regular reports as required by the City Council.

The Agency’s annual budget submission and the Comprehensive Annual Financial Report (CAFR), the Agency’s Management Plan with goals and objectives, the Capital Financial plan and operating statements are submitted annually for approval by the City Council.

6. Interact, collaborate and partner with the public, non-profits agencies, educational institutions, other government agencies, and private agencies pursuant to policies adopted by the City Council to carry out the mission of SHRA. The Executive Director shall assure, in cooperation and consultation with the City Council, that SHRA is appropriately represented in the community it serves.

Over the past year the Promise Zone has continued to be the largest cross sector collaborative effort in the region. It currently consists of over 150+ partnering organizations that include Council Staff Linkage: Sacramento Housing and Redevelopment Agency (SHRA) Executive Director 32 sacramento housing and redevelopment agency 2024/25 annual report

government agencies, local and national non-profits, corporate, academic, philanthropic and faith-based community members. Over the past 10 years, support from the Promise Zone has attracted and/or leveraged over $211 million.

Current partnerships are providing housing and support services to disconnected youth, medical care, health and nutrition services, electric vehicle transportation options, STEM education to elementary students in underserved communities, job training and placement in the construction trades and activities that support small business targeted neighborhoods.

Sacramento Housing and Redevelopment Agency
801 12th Street, Sacramento, CA 95814 • (916) 444-9210 TTY 711

www.shra.org