City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01556 8/26/2025
Annual Reports for City Council Appointive Officers - City Clerk and City Treasurer File ID: 2025-01556
Location: Citywide
Recommendation: Receive and file.
Contact: Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk; John Colville, City Treasurer, (916) 808-8297, [email protected], Office of the City Treasurer
Presenter: None
Attachments:
1-Description/Analysis
2-City Clerk Annual Report
3-City Treasurer Annual Report
Description/Analysis
Issue Detail: The mayor and city council are committed to performing regular annual reviews of its appointive officers.
The Personnel and Public Employee (P&PE) Committee met on August 12, 2025 and received reports from the following City Council appointive officers:
· City Clerk
· City Treasurer
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.
Policy Considerations: Council Rules of Procedure, Chapter 18.
File ID: 2025-01556 8/26/2025
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 August 12, 2025, and passed motions forwarding the reports of the City Clerk and City Treasurer to the city council for review.
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 Clerk Annual Report – FY 2024/25
City of Sacramento Page 1 of 14
Annual Report – July 2025
Statistics based on Fiscal Year 2024/25 – July 1, 2024, through June 30, 2025
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 2 of 14
Honorable Mayor, Councilmembers, Colleagues, and Constituents,
It is with great pleasure that I present the Annual Report of the City of Sacramento Office of the City Clerk for Fiscal Year 2024–2025. As custodians of the City’s records and facilitators of civic engagement, the Office of the City Clerk plays a pivotal role in promoting transparency, integrity, and accessibility in local government.
Over the past year, our dedicated team has remained committed to delivering the highest standards of service to meet the evolving needs of our community. This report provides a comprehensive overview of our accomplishments and the initiatives we have undertaken to enhance the efficiency and effectiveness of our operations.
In the pages that follow, you will find detailed insights into our core responsibilities and achievements in legislative management, records management, support for the Mayor and Councilmember offices, the tickets program, elections and statutory compliance, and our Good Governance Program.
Looking ahead, we remain steadfast in our commitment to continuous improvement and innovation—guided by our mission to serve the public with professionalism, integrity, and dedication.
Thank you for your continued partnership as we work to foster a more informed, engaged, and inclusive Sacramento.
Regards,
Mindy Cuppy, MMC
Sacramento City Clerk
[email protected]
(916) 808-7200
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 3 of 14
Overview
The City Clerk oversees the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced organizational tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of legislative bodies, municipal ordinances, resolutions, codes and other government documents; and provides highly responsible and complex administrative support to the members of the City Council. This year a large focus was on implementing training centered around succession planning for the City Clerk’s Office. Succession planning will remain a focus in FY2025/26.
City of Sacramento Charter § 71 City Clerk mandates the following:
The city council shall appoint a city clerk who shall have custody of and shall be responsible for the official seal and records of the city. The city clerk shall act as secretary of the city council and all other boards, commissions and agencies of the city.
The city council shall prescribe the qualifications, additional duties and compensation of the city clerk. The city clerk shall appoint subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.
The Office of the City Clerk’s mission is to provide excellent customer service to our internal and external customers. We strive to maximize public access to local government by recording and preserving the legislative history of the city and ensuring it is transparent and accessible.
The Office of the City Clerk is responsible for the following:
• Legislative management for City Council, Council Standing Committees, Boards, Commissions, and Committees.
• Boards and commissions administration.
• Ethics Commission staffing which includes ethics complaint coordination, Code of Ethics, and Sunshine Ordinance monitoring.
• Elections Official.
• Maintenance of the City’s Municipal Code and Charter. • Statutory compliance and filing officer for Fair Political Practices (FPPC) filings and mandatory training.
• Contracts processing, bid openings, and legal noticing. • Public records requests, citywide records management, and document retention. • Community Tickets Program (Golden 1 Center)
• Operational management for the mayor and council offices, including human resources, accounting, travel, and facilities management.
• Administrative, personnel, and fiscal operations support for the Office of the City Clerk, Mayor and Council Offices, and the Office of Public Safety Accountability Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 4 of 14
Evaluation Period Accomplishments
In addition to the statutory responsibilities of the City Clerk, over this past year the following are significant accomplishments:
City Boards, Commissions, and Committees
This year we continued to uplift commission voices. We updated the underlying municipal code that governs all city commissions, Sacramento City Municipal Code Section 2.40. This included updating appointment procedures, how vacancies will be filled, attendance policies, standardizing terms and limitations on terms served, reasons for removal of a commissioner, chair/vice chair consistency, staffing, and review.
This program solidified a high level of customer service to our commissioners and gave them the tools they need to be effective advisors to the city council. We treat commissioners as if we were onboarding a councilmember, ensuring that they are knowledgeable in city specific codes and rules, the Ralph M. Brown Act, parliamentary procedure, Public Records Act, Political Reform Act, and the scope and authority of their commission.
Our goal was to create commissions that:
• Are inclusive with a diversity of voices.
• Are transparent and all their activities are open to
the public.
• Encourage public participation.
• Follow consistent standards such as the
Sacramento Sunshine Ordinance and the Ralph M.
Brown Act (California’s Sunshine Law).
• Have a clear legislative history of the important
work they do.
• Have a clear and consistent process to
communicate with and advise the council.
To ensure we have educated commissioners, we created the following commissioner resources:
• Commissioner Program Video
• Commissioner Handbook
• Guide to Meeting Facilitation
• Council Rules of Procedure
• Commission Orientation Video
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 5 of 14
We worked closely with a training vendor to modernize our Ethics Training (AB1244) and Sexual Harassment Training (AB 1825/1661) and now offer it through the same online portal that a commissioner files their Fair Political Practices Commission (FPPC) Statement of Economic Interest (Form 700).
For this initiative, we were honored by the California Municipal Clerks Association (CMCA) with an Innovative Program of the Year award in April 2025.
Mayor and Council Operational Support
This past year we welcomed Councilmember Roger Dickinson, District 2, Councilmember Phil Pluckebaum, District 4, and Mayor Kevin McCarty and their staff.
Sacramento Sister Cities
We have continued to support our Sister Cites Council of Sacramento and have hosted representatives from our Sister Cities of Matsuyama, Japan and Jinan, China this year. The council meets quarterly, and our office has created agendas to include reports from each city's representative; we attend the meetings and document their activities.
The Council approved Havana, Cuba as a Friendship City and is working on criteria for recommending a new Sister City to the City Council. The Council is interested in updating their bylaws and in upgrading the Sister Cities Friendship Garden during the next fiscal year.
Presentations/Trainings
We have presented to the following organizations:
• City Clerks Association of California New Law Conference • City of Sacramento Neighborhood Development Action Team (NDAT) • City of Sacramento Summer @ City Hall Program
• City of Sacramento Management Academy
• Nehemiah Emerging Leaders Program – Commissions
• Sacramento LGBT Community Center – Commissions
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 6 of 14
Strategic Goals and Objectives for the Upcoming Evaluation Period
In addition to always looking for innovative ways to complete our statutory obligations we are dedicated to continuing to serve the mayor, councilmembers, our colleagues, and constituents with professionalism and integrity.
We intend to move the following priorities forward in the upcoming fiscal year:
• Legislative Management: We will modernize our legislative meeting management platform in the coming year. In addition to updating software and processes, we are looking forward to conducting training for end users on system operations and staff report writing.
• Conflict of Interest Code: This upcoming year we will update our Conflict of Interest (COI) Code. This takes considerable coordination with city departments and our city attorney’s office.
• Records Retention Schedule: Our Records Retention Schedule will also be updated this year. This also takes considerable coordination with city departments and our city attorney’s office. An analysis of new laws and potential new records in our environment is part of this process.
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 7 of 14
Office of the City Clerk Team
The Office of the City Clerk consists of an extremely dedicated and competent team. We are motivated to provide exceptional service to our internal and external customers.
Below is a organizational chart of your partners:
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 8 of 14
Legislative Management
City Council, Council Standing Committees, Boards, Commissions, and Committees
The Office of the City Clerk is responsible for legislative management of the following city boards, commissions, and committees. This includes agenda management, staffing, and maintaining a clear and transparent history of each legislative body.
• Sacramento City Council
• Budget and Audit (B&A) Council Standing Committee
• Law and Legislation (L&L) Council Standing Committee
• Personnel and Public Employees (P&PE) Council Standing Committee • Racial Equity Council Standing Committee
• Active Transportation Commission
• Administration, Investment and Fiscal Management Board • Aggie Square Enhanced Infrastructure Financing District Public Financing Authority • Animal Wellbeing Commission
• Ann Land and Bertha Henschel Memorial Funds Commission • Civil Service Board
• Compensation Commission
• Defined Contributions Plans Committee
• Ethel MacLeod Hart Trust Fund Advisory Committee
• Housing Code Advisory and Appeals Board
• Litigation Resolution Committee
• Measure U Community Advisory Commission
• Parks and Community Enrichment Commission
• Planning and Design Commission
• Preservation Commission
• Sacramento Arts, Culture, and Creative Economy Commission • Sacramento Children’s Fund Planning and Oversight Commission • Sacramento Community Police Review Commission
• Sacramento Disabilities Advisory Commission
• Sacramento Ethics Commission
• Sacramento Independent Redistricting Commission
• Sacramento Youth Commission
• Railyards Public Financing Authority (Formerly Stadium Area Public Financing Authority) • Utilities Rate Advisory Commission
Over the past year, the Office of the City Clerk has published agendas and staffed 298 public meetings, processed 2,051 staff reports, 401 resolutions, 31 ordinances, and 374 motions.
There were 171,781 visits to the City’s Legislative Management Webpage for upcoming and archived meetings. Of those visits, 98,984 were unique visitors. 79% of visitors accessed our site on a computer and 21% from a mobile device.
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 9 of 14
Citywide Records Management
The Office of the City Clerk is responsible for our Citywide Content Management System (CCM).
This system allows automated retention rules and litigation holds to be placed on documents within its system, and for vital records of the City’s legislative bodies to be available to the public via the online record library. We are constantly adding documents to the database and tagging fields to relate documents. Currently there are over 16 million records in CCM and 10.5 million records in the online record library.
This year the Office of the City Clerk processed 4,146 public records requests, 87 litigation holds, and 62 subpoenas. Government Code states that within 10 days you shall respond to a requestor, however, should you need additional time, you may request an extension. For extensive requests, we may notify the requestor that additional time is needed as long as an estimated date when records will be made available is provided to the requestor. The majority of our requests (79%) have been fulfilled within the initial 10-day deadline. There are requests that are complex and take a longer period to provide records, however, we consistently follow the applicable regulations and provide each requestor with an estimated date and disclose records as they become available. Our average closure time this past year was 32 days.
4,146 public records requests processed.
79% completed within the initial 10-day deadline.
Average closure time is 32 days.
3,101 contracts and contract supplements were also processed through the Office of the City Clerk this past year.
On the next page are statistics on the distribution of public records requests by department and closure statistics.
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 10 of 14
Public Records Requests by Department
Public Records Requests Closure Statistics
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 11 of 14
Operational Support to the Mayor and Councilmember Offices
Our Mayor/Council Operations team processes all human resources, training, and finance tasks for the Mayor, City Council, City Clerk, and Office of Public Safety Accountability. To ensure a high level of customer service we have cross-trained staff and put processes in place to streamline services.
This past fiscal year, we processed 828 checks, 300 purchase card statements, 596 stipend invoices and payments, and 46 travel requests, as well as other financial requests, ultimately resulting in over 2,400 individual financial transactions entered, processed, and approved for the Offices of the Mayor and City Council, City Auditor, and Office of Public Safety Accountability.
We have onboarded 26 new Council staff, 2 OPSA staff (in newly created positions) and 39 volunteers.
2,400 Individual Financial Transactions
Entered, Processed, and Approved.
We have also brought council event contracting support to the Office of the City Clerk in order to simplify the process for planning and hosting events. This past year we initiated 28 total contracts and assisted with the insurance and procurement processes involved in council events and services. Our office also took over contracting and scheduling of equipment needed for events that is outside of YPCE owned equipment (i.e. portapotties).
In support of the citywide contracting processes, the Office of the City Clerk hosted 43 public bid openings this past fiscal year.
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 12 of 14
Ticket Policy and Golden 1 Center Community Group Ticket Program
During this evaluation period, the Office of the City Clerk distributed tickets to123 events at the Golden 1 Center, for a total of 2,721 guests in the city suite.
82% of tickets distributed went to Community Groups for the public purpose of promoting community cultural, recreational, educational, and social services, facilities, and programs available with the public within the city.
We have 128 participating Community Groups in our Community Group Ticket Program providing a variety of services across the city. The majority of groups participating identify as non-profits providing services focused on youth, education, and arts and culture.
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 13 of 14
Elections and Statutory Compliance
In November 2024 we supported the following election races:
• City Council Candidates for Mayor and Council District 2. We had 4 candidates in the November run-off election.
• Measure E – Sacramento Public Library Combined Parcel Tax Measure of 2024 as passed by the voters.
This year we again offered candidates for upcoming elections electronic submission of most election documents. In addition, candidates can schedule appointments for nomination package pick up and submission directly via the online portal, as well as appointments for a pre-review of documents prior to submittal. In conjunction with the City’s new website release, new updated election pages have been launched to provide the public with comprehensive information about the steps required to run for elective office.
The Political Reform Act requires certain public officials to disclose their personal financial information on a Statement of Economic Interests, Form 700, so the public may review that information and be knowledgeable that the official is not using their decision-making authority to affect their personal financial interests. The city has 1,114 filers. This year we had 99% of on- time filing compliance.
State law requires the filing of campaign disclosure statements by local candidates for elective office, elected officeholders, and committees supporting or opposing local candidates or ballot measures. These statements provide the public with details on who contributes money to a committee, and how that money is spent. We currently have 102 active campaign committees.
Lobbyists are also required to register with the Office of the City Clerk. The purpose of the Lobbyist Registration and Reporting Code is two-fold: 1) To ensure the public has full knowledge of who is attempting to influence the decisions that affect City policy; and 2) To ensure that elected City officials are informed of what interests each lobbyist represents. This year we implemented an electronic filing platform to ensure timely filing and instant online access. We currently have 22 active lobbyists registered.
We supported 3 Property Business Improvement District elections this past year.
The filing of financial disclosure forms are managed through the Office of the City Clerk and are available for public viewing via our website.
Office of the City Clerk Annual Report – FY 2024/25
City of Sacramento Page 14 of 14
Good Governance Program
The City Clerk is responsible for reporting to the city council on the operations of Title 4 of the Sacramento City Code, Ethics and Open Government includes the Code of Ethics and Transparent Government and Public Engagement.
• Sacramento City Code Chapter 4.02, Code of Ethics provides that city employees shall treat their office or position as a public trust.
• Sacramento City Code Chapter 4.04, Transparent Government and Public Engagement provides that the city’s business shall be conducted in an open and transparent fashion.
At this time, there are no recommended amendments to Title 4 of the Sacramento City Code.
Sacramento Ethics Commission
The Office of the City Clerk also supports the Sacramento Ethics Commission. This past year the commission focused on community outreach and approved a brochure, postcard, and PowerPoint presentation. Commissioners have offered to present to community groups and neighborhood associations about the Sacramento Ethics Commission.
City Treasurer’s Annual Report
Performance Evaluation of John Colville, City Treasurer Review Period: 06/2024 – 06/2025
Overview
The city treasurer performs executive management duties by overseeing the activities and functions of the Office of the City Treasurer, including the supervision of professional staff, the investment and management of all city funds, issuance and management of city debt (including Redevelopment Agency Successor Agency debt), and the coordination and administration of the city’s banking operations.
City of Sacramento Charter § 73 City Treasurer mandates the following:
The city treasurer shall be responsible for the deposit and investment of all funds of the city treasury not made subject to the control of others pursuant to this Charter. The city treasurer shall keep the city council fully advised as to the deposit and investment of funds subject to his control. The city council shall prescribe the qualifications, additional duties, and compensation of the city treasurer. The city treasurer shall appoint, subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.
The City Treasurer is responsible for the following:
• Banking
o Serve as the Citywide Lead/Program Manager and principal liaison between the city’s business units and the city’s banking vendor.
o Establish and administer a variety of banking services for the receipt, disbursement, and safekeeping of city monies and investments.
o Responsible for the implementation and sustainability of the city’s Compliance Program for Payment Card Industry Data Security Standard (PCI DSS).
o Formulate and implement policies, programs, and procedures of banking operations including armor car services, PCard, ACH, and electronic payments.
o Provide, coordinate, and conduct training for city departments on internal and external banking activities and compliance issues.
• Debt Management
o Responsible for the planning, coordination, and issuance of all city debt (public or private placement).
o Work with Finance Department and City Attorney's Office staff, as well as external staff to develop the Rate and Method of Apportionment of Special Tax related to new Mello-Roos Districts.
o Manage the pre-issuance process of all financings, whether public or direct placement.
o Manage the feasibility analysis of potential projects (such as small- equipment lease or enterprise revenue bond issues), working in conjunction with various city departments.
o Manage communication between the city and rating agencies and current bondholders.
o Review and provide material edits to all draft rating agency credit reports or rating surveillance publications.
o Manage the levy development process for land-secured districts.
o Evaluate and determine collections of land-secured districts; if necessary, initiate accelerated foreclosure proceedings.
o Manage the delinquency process; including stripping parcels from the secured roll (in accordance with bond covenants) and seek payment for bondholders.
o Manage the reconciliation for special tax collections to determine sufficiency of covering necessary debt service payments and administrative costs of land-secured districts.
o Review and approve reserve fund valuation as prepared by the trustees.
o Complete and approve all debt service payments, including sweeps of the reserve fund or supplants of the reserve fund.
o Complete and approve all continuing disclosure filings, annual filings, event filings, and voluntary filings before the filings are uploaded to MSRB's EMMA system.
• Investments
o Manage the city’s Pool A ($1.8B) and SHRA’s Pool D ($108mm) short-term investment portfolios for principal preservation, liquidity, and income.
o Portfolio Manager for the Sacramento City Employees’ Retirement System (SCERS) which includes equities, fixed-income, and equity option securities ($250mm).
o Manage endowment and trust funds that were bequeathed to the city:
Ann Land/Bertha Henschel Endowment ($4.9mm) – Poor and indigent citizens
Ethel Hart Memorial Endowment ($3.7mm) – Senior citizens George H. Clark Memorial Scholarship ($2.1mm) – Sacramento high school student scholarships
o Participate in the Defined Contribution Committee which conducts advisory activities for the city’s 401A and 457 defined contribution programs.
o Oversee and monitor the daily cash management to ensure adequate liquidity for the city.
o Prepare monthly, quarterly, and annual reports for the council and portfolio participants to ensure transparency.
o Complete all reporting in compliance with SEC regulations.
Evaluation Period Accomplishments
In addition to the statutory responsibilities of the City Treasurer, over this evaluation period the following are significant accomplishments:
• Banking
o Banking Operations continues to manage the City’s Merchant Services Program.
Monitoring over 70+ Merchant Accounts, with gross sales averaging $234M, equating to more than 4.9M transactions, annually.
Gross sales increased by almost 5% from the prior fiscal year, due primarily to offering more ecommerce options.
o Coordinating/co-leading team in a Clean PCI Report of Compliance; implementing significant requirements to Payment Card Industry Data Security Standard (PCI DSS) 4.0 Policy and Procedures;
Initiated stricter policies in card processing procedures; added responsibility matrix of Third-Party Service Providers
o Working with the City’s Bank, IT and participating Lines of Business to develop a project plan for the city-wide implementation of a Consumer Funded Service Fee Program.
• Debt Management
o Completed the issuance of Greenbriar CFD No. 2018-03 (Improvements) Improvement Area No. 2 Special Tax Bonds, Series 2024 in the par amount of $36.95 million to finance the acquisition of capital improvements from the master developer.
o Completed the issuance of Delta Shores CFD No. 2019-01 (Improvements) Improvement Area No. 1 Special Tax Bonds, Series 2024 in the par amount of $14.48 million to finance the acquisition of capital improvements from the master developer.
o Received a credit rating upgrade from Moody’s for the City’s Transient Occupancy Tax (TOT) Revenue Bonds – from “A1” to “Aa3” for the Senior Series A & B bonds, and from “A2” to “A1” for the subordinate Series C bonds.
o Received a credit rating upgrade from Fitch Ratings for the Sacrament Public Financing Authority Lease Revenue Bonds, Series 2015 (Golden 1 Center) from “AA-” to “AA”.
o Received a credit rating upgrade from Fitch Ratings for the City’s various series of Water Revenue Bonds – Series 2017, Series 2020, and Series 2023, from “AA-” to “AA”.
o Completed the comprehensive update of the TOT forecast to determine the city’s ability to issue additional TOT bonds for eligible projects.
• Investments
o The Investment Staff manages over $1.8 billion in the City’s Pool A account. The portfolio is consistently ranked in the top tier of California cities with similar populations and pool sizes. Staff also manages over $100 million in the SHRA Pool (D) account. These pools' main objectives in order of importance are principal preservation, liquidity, and yield. For the most recent fiscal year through June 30, 2025, the Pool A portfolio had an annual 5-year average return of 2.12%. This is an increase of .27% over the previous 5 yr average. The pool underperformed the 5-year average annual return of the Local Agency Investment Fund (LAIF) at 2.31%. Staff anticipates the Pool A return will increase monthly starting in July 2025 as over half a billion dollars in low coupons mature out of the Pool during the upcoming fiscal year.
o For Fiscal Year 2024-2025 The City Treasurer's office worked in conjunction with the Finance department to create a custom laddered investment portfolio for the CalPERS Annual Payment. CalPERS offered the city a savings of 3.2% which equated to a total payment of $104.9 million as a lump sum in July of 2024, in lieu of the monthly payments. By creating a custom bond portfolio, the city was able to still pay the CalPERS’ payments monthly and earn enough additional interest to save the city over $1.8m during the Fiscal Year
o The Investment Staff manages 3 endowment/trust accounts with over $10 million in assets. These funds are managed to generate income for the ultimate beneficiaries of the plans. The largest endowment is the Ann Land/Bertha Henschel Fund whose value exceeds $5 million. Over the last 7 years, staff has proactively managed and increased the annual funding allocation by over 36%. By continually rebalancing their portfolio over the last few years, staff has increased the foundations' disbursement amount 6 of the last 7 years, allowing more funds to be directly placed into the community.
o The Investment Staff manages over $250 million in multiple asset classes in the SCERS plan. The plan has just 703 participants and 1 currently active employee. The plan has an annual actuarial target of 6.0%. Through fiscal year ending June 30, 2025, the plan has a 10-year average annual return of
7.50%. This outperformance equates to approximately $3.75 million of additional earnings PER YEAR based on an average portfolio size of $250 million. The funding status of the system as of this unaudited Fiscal year end is near 105%.
SCERS CalPERS CalSTRS
FY ROR Funded
Ratio
ROR Funded
Ratio
ROR Funded Ratio
2025(unaudited) 10.63% 105% 11.60% 8.50%
2024 12.74% 101.60% 9.30% 75.00% 8.40% 76.70%
2023 10.13% 95.50% 5.80% 72.00% 6.30%
2022 -10.69% -7.50% -3.30%
2021 29.46% 21.30% 27.20%
2020 3.24% 4.70% 3.90%
2019 7.25% 6.70% 6.80%
10 YEAR AVG 7.50% 7.10% 8.10%