City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01354 9/30/2025
City Council Priority and Goal Setting Workshop
File ID: 2025-01354
Location: Citywide
Recommendation: Participate in interactive workshop and provide feedback on Council priorities and goals.
Contact: Leyne Milstein, Interim City Manager; (916) 808-8491, [email protected], City Manager’s Office
Presenter: Leyne Milstein, Interim City Manager; (916) 808-8491, [email protected], City Manager’s Office
Attachments:
1-Description/Analysis
2-Workshop Agenda
3-Institute for Local Government - Exceptional City Councils 4-Projects Related to Councilmember Priorities
5-Council Workshop 2025 Workbook
6-Power Point Slide Deck
7-Workshop Evaluation Form
Description/Analysis
Issue Detail: The City of Sacramento continues to face significant and ongoing budgetary challenges, despite having closed a $62.2 million funding gap during the previous fiscal year. An estimated General Fund budget gap of approximately $60 million remains for fiscal year 2026/27, underscoring the need for continued fiscal discipline and strategic decision-making and focusing our resources on Council led priorities.
Given this persistent structural deficit, it is timely and in the best interest of the organization to engage in a strategic priority and goal-setting process with the Mayor, City Council, and executive leadership. The purpose of this workshop is to identify and commit to organizational priorities, align limited human and financial resources with the Council’s vision, and ensure the City continues to deliver core services effectively amid fiscal constraints.
File ID: 2025-01354 9/30/2025
To support this effort, the City Manager’s Office retained the services of a qualified consulting firm to design and facilitate a workshop tailored to assist the Mayor and City Council in both immediate and long-term priority-setting. This session will also serve as an opportunity for the new Mayor and Council to engage in shared visioning and governance discussions.
Following a competitive procurement process, Raftelis was selected to lead this initiative. The project will be facilitated by Jan Perkins, Vice President at Raftelis, who brings over 30 years of executive local government experience. Ms. Perkins has successfully guided similar processes in comparably sized cities, including the City of Long Beach.
The outcomes of the workshop will inform staff resource deployment, operational planning, and fiscal prioritization. Based on Council adoption of priorities from the workshop, staff will develop and present a draft workplan to City Council in early 2026.
Policy Considerations: Not applicable.
Economic Impacts: Not applicable.
Environmental Considerations: Not applicable.
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: Not applicable.
Financial Considerations: Not applicable.
Local Business Enterprise (LBE): Not applicable.
611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90071 www.raftelis.com City of Sacramento City Council Workshop September 30, 2025 10 am to 5 pm SAFE Credit Union Convention Center Agenda Objectives • Understand individual and shared interests • Council consensus on top Citywide priorities • Clarity on follow up steps • Strengthen the Council team 1. Welcome and Opening Comments from the Mayor 2. Opening Comments from the Interim City Manager 3. Review Retreat Objectives and Agenda 4. Discuss Teamwork and Governance 5. Council Visioning Together 6. Share District Interests 7. Setting Our Citywide Path Forward 8. Public Comments 9. Wrap-up and Closing Comments 1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.
1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city
The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.
KEY CHARACTERISTICS
Successfully transition from candidate
to a member of the council.
Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
Develop, communicate and support
policy goals and council decisions.
Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.
BEST PRACTICE TIPS
Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.
In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.
Attributes of Exceptional Councils
Attributes of Exceptional Councils
2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.
Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.
Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.
The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.
Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.
KEY CHARACTERISTICS
Understand the role of local
government and their responsibilities.
Know their role- to set vision and policy,
avoid micromanagement.
Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.
BEST PRACTICE TIPS
Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.
Attributes of Exceptional Councils
3 3. Exceptional councils honor the
relationship with staff and each other
Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.
KEY CHARACTERISTICS
Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).
They are able to leave it at the dais;
debates are about policy, not
personality.
Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.
BEST PRACTICE TIPS
Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.
4. Exceptional councils routinely conduct
effective meetings
Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.
They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.
Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,
KEY CHARACTERISTICS
Councilmembers are respectful of each
other, the public and everyone’s time.
Councilmembers use engaging body
language as a way to demonstrate
respect.
Issues are not personalized, thoughtful
dialogue is the objective.
Agenda packets are read,
councilmembers come prepared and
have an open mind
Respect is demonstrated for varied
opinions.
Everyone strives to be civil and act with
decorum.
Attributes of Exceptional Councils
4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.
BEST PRACTICE TIPS
Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .
5. Exceptional councils hold themselves
and the city accountable
Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.
Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.
KEY CHARACTERISTICS
Councilmembers operate ethically and
with integrity.
Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
Councils taking responsibility for the
results (good and bad).
Councils celebrate success.
Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.
BEST PRACTICE TIPS
Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.
Attributes of Exceptional Councils
5 6. Exceptional councils have members
who practice continuous personal
learning and development
Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.
Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.
KEY CHARACTERISTICS
Stay informed on key issues
Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
Learning to listen is sometimes more
important than learning to give a
speech.
BEST PRACTICE TIPS
Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.
611 Willshire Boulevard , Suite 900 PMB1009, Los Angeles, CA 90017
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September 16, 2025
City of Sacramento
Background Information for City Council Workshop September 30, 2025
Description: This document is intended to provide information to the City Council for their September 30, 2025 priority-setting workshop. During the planning phase for the workshop, facilitator Jan Perkins interviewed each member of the Council and asked about their priorities, which are reflected in the first table below. At the September 30 workshop, the Council will establish, as a body, its top three or four priorities for focused attention in the coming year. The information in this document is intended to offer useful context for discussions during the workshop.
Three tables are provided below:
• Table A: This contains information about projects and programs that relate to the priorities highlighted by members of Council in their interviews with the facilitator.
• Table B: This contains a list of major projects underway pursuant to City Council direction that are not shown in the first table. • Table C: This contains a list of major organizational projects underway that are essential to the effective functioning and improvement of the government.
A. Current and Planned Projects and Programs Associated with Councilmember Priorities The priority topics are listed in order of the emphasis placed on them by members of the Council in their interviews with the facilitator.
The first four topics were noted by most members of Council. Comments made by individual members of Council are shown under each of the topic areas. In the second column, City staff have provided information on current or planned projects and initiatives related to the topic.
Priority Topic Identified by
Councilmembers
Staff Notes
Current or Planned Projects and Initiatives Related to the Topic A. BUDGET AND FISCAL HEALTH
Councilmember comments:
• Generating revenue options
• Focusing on sales tax
• Additional TOT
• Reprioritizing expenditures
• CMO/Finance/Departments will again bring forward all budget reduction options to Council, so that Council can prioritize how to use existing resources.
• BOT modernization in process and coming back to Law & Leg in the fall. • Now that Five-Year Capital Improvement Plan has incorporated unfunded infrastructure needs, Finance wants to work with B&A/Council around adopting priorities for addressing capital /infrastructure needs. After prioritization, the City can look at a more comprehensive financing plan. • CMO/Finance/Measure U are working on a piloting performance measures update, which will inform a Citywide performance measure/ROI update.
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Priority Topic Identified by
Councilmembers
Staff Notes
Current or Planned Projects and Initiatives Related to the Topic • Understanding what is affordable
within our budget
• Modernizing the Business
Operations Tax
• Data to see return on our
investments
• Lack of funds for infrastructure
• Upper Westside development monitoring.
• SAFE CU Convention & Performing Arts District Promoter Incentive will increase the number of live events, as well as attract regional and national promoters and strengthen Sacramento’s position as a cultural and entertainment hub – impacting other City revenue streams (e.g., sales tax, parking revenues, and TOT). • SAFE Credit Union Convention Center, Visit Sacramento, and the largest convention hotels are working on sales and marketing initiatives to bring meetings and visitors to Sacramento in peak periods to increase hotel revenues, which increases the TOT.
• Film Collections and Archive Digitization; the digitization of these archival assets increases the opportunity for licensing revenue and increases access to the collections for more people. • The Film and Media Office has launched the $250,000 rebate to incentivize large productions to film in Sacramento, resulting in increased TOT, tax revenue, and employment opportunities for local film professionals. • Office of Arts & Culture (OAC) is working with Visit Sacramento on a sustained effort to advance cultural tourism within the City, enhancing the destination from an arts, creativity, and history lens. OAC is exploring how best to support the development of cultural districts.
B. ECONOMIC DEVELOPMENT
Councilmember comments:
• Focus on growing the tax base
• Opportunities for residents’
economic well-being
• Focus on underserved areas
• Investing TOT outside City core
• Industries beyond health care and
government
• Emphasize industrial and
manufacturing sector
• Challenges within commercial real
estate and office markets, and
storefront retail market
• Need for streamlined
development process
• OIED is collaborating with CCS to develop and implement an outreach program to promote the new Limited Entertainment Permit to businesses beyond the central City. • OIED to develop and provide financial education and resources to nighttime and social economy business to develop sustainable solutions.
• River District Specific Plan Update.
• Vacant Lot/Building Tax and Enhanced Enforcement to incentivize development. • The Entertainment Services Division is developing an online permitting system to streamline the film, special event, and entertainment venue permitting processes.
• OAC launched Everyday Creative with CLTRE providing creative businesses and entrepreneurs access to training, mentorship, networking, and funding. Emphasizing BIPOC creatives and those who may fall outside of traditional avenues of support.
• OAC is working with the Department of Sound to offer a series of music business workshops focusing on revenue generation strategies for Sacramento musicians and music industry professionals. • OAC’s Art in Public Places program is working with Council District 1 on “Birds and Benches,” a two-phase public art project that will bring up to eight artist-designed benches to North Natomas Regional Park (NNRP), increasing livability, opportunities for artists, and encouraging environmental appreciation and stewardship. • Film and Media Office provides six postproduction grants per year which work to sustain and foster growth in film and television production in the City of Sacramento.
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Priority Topic Identified by
Councilmembers
Staff Notes
Current or Planned Projects and Initiatives Related to the Topic • CCS/OAC is working with the California State Treasurer’s Office and a number of other partners on the CA Creative Economy Finance Network to help improve the capital stack for creative businesses. • Early-stage OAC project to expand access to creative space, create opportunities for vacant storefront activations, and facilitate ownership opportunities within the creative community. • OIED, in partnership with CCS, seeking tenants for the former Rio City Café and Steamers Buildings to activate the waterfront.
• Active solicitation for the Hale Building (former Rite Aid on K Street) (OIED). • Enhanced business attraction, retention, and expansion efforts to increase high-quality jobs and tax base (OIED). • Business Assistance, including the Business Solutions Center (technical assistance and microgrants for small businesses), Sacramento Innovation Grant Program (support for growing Sacramento’s innovation and entrepreneurship ecosystem), and Economic Gardening (intense data analysis and technical assistance with a matching implementation grant) (OIED).
• Exploration of Innovation Park and North Sacramento/D2 EIFDs (OIED). • Commercial Corridor revitalization, including NDAT implementation grants in D2 and an upcoming opportunity for Stockton Boulevard, ARPA-funded D3 façade grants, ARPA-funded D2 façade and business investment grants, and the Brownfields Program, which funds the characterization and Cleanup on Commercial Corridors (OIED). • Catalytic Projects; The Railyards and Aggie Square (including business attraction, workforce programs, and anti- displacement programs (OIED).
• Financial Empowerment Center supporting residents’ financial health. • 102 Acre Site Planning (CDD/OIED).
C. HOUSING
Councilmember comments:
• Additional housing needed
• Affordable housing; high cost of
housing
• Build faster
• Developers to pay more for
affordable housing
• Tenant protections
• PSA for Fong Ranch Road property (OIED/PW).
• ERN for Club Center Drive property (OIED/PW).
• Home key+ applications for Rio Linda Boulevard and Mack Road sites (OIED/DCR). • Developer discussions on Colfax property (OIED).
• Declaring surplus and marketing Patio/Northgate and other available City properties for housing development (OIED/PW).
• Convene affordable housing developers to innovate cost-effective solutions to increase housing for people experiencing homelessness (OIED/CDD).
• Pro-Housing Designation Renewal (CDD/OIED).
• Zero-dollar Impact Fee Program (CDD/OIED).
• Streamline Sacramento (CDD).
• Movable Tiny Homes as ADUs (CDD).
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Priority Topic Identified by
Councilmembers
Staff Notes
Current or Planned Projects and Initiatives Related to the Topic • Planning and Development Code Update for general plan consistency (CDD). • Citywide rezoning for general plan consistency (CDD). • Central City Specific Plan Update (CDD).
D. HOMELESSNESS
Councilmember comments:
• More sustained, better/cost
effective solutions
• More responsibility by County
• Need for comprehensive
approach
• Establishment of Micro Communities (DCR).
• Expansion of Roseville Road Campus (DCR)
• Safe Camping site in River District (DCR).
• Safe Parking site at Light Rail Station (DCR).
• Countywide Homelessness Prevention Program (OIED/DCR). • Street to Housing Encampment Resolution Pilot Program (OIED/DCR). • Implementation and update to City/County Partnership Agreement (DCR). • Regional homelessness and housing governance structure (OIED/DCR). • Regionally Coordinated Homelessness Action Plan (OIED/DCR).
E. INFRASTRUCTURE AND
TRANSPORTATION
Councilmember comments:
• Lack of funds for roads, other
infrastructure
• Rate increases for City utilities
• Slowing speeding
• Non-car transportation and more
connectivity in low-income
neighborhoods
• OAC, Art in Public Places program is working with Council District 3, Slow Down Sacramento, and Public Works on “Creative Crosswalks,” an effort combining traffic safety and community engagement by installing two creative crosswalks near Garden Valley Elementary and Smythe Academy in South Natomas.
F. CLIMATE CHANGE
Councilmember comments:
• More intention regarding
implementation
• Consider impact on climate in our
decisions, actions, financial
priorities
• Climate Action Plan implementation.
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Priority Topic Identified by
Councilmembers
Staff Notes
Current or Planned Projects and Initiatives Related to the Topic G. PUBLIC SAFETY
Councilmember comments:
• More investment in violence
prevention, youth violence
• More attention to poverty as a
cause of crime
Police Department (PD):
• Programs include the SPD Hiring Pipeline for Student Trainees and CSOs, staffing for the Office of Violence Prevention, and major programs. The Gang Prevention and Intervention Task Force includes Academics 4 Athletes, Brother 2 Brother, Hawk Institute, ReIMAGINE Mack Road Foundation, Rose Family Creative Empowerment Center, Sacramento Youth Center, and Victory Outreach South Sacramento. These CBOs focus on mentoring, conflict resolution, youth engagement activities, tutoring, and career/work development in Del Paso Heights, Fruitridge, Lemon Hill, Meadowview, Mack, Valley High, and Oak Park. • The Family and Youth Investments program is managed by YPCE and supports the #SacTownYouthNights program, a Friday and Saturday night events and activities partnership with local CBOs. • The Disruption, Response, Intervention, and Prevention Programs. Partners include All N Together, Brother 2 Brother, Helping Our People Eat (HOPE), Self-Awareness and Recovery (SAR). While the priority areas of the City of Sacramento (Del Paso Heights, Oak Park, and South Sacramento) were frequently served by this program, CBOs provided support widely throughout the City. Last fiscal year, nearly half the participants were between 13 and 17 years old.
• GVS funding provides for curfew intervention with two CBOs. • OVP also provides a small grant program. The Small Grants/Sponsorship Community Funds are designed to provide flexible financial support to community-based organizations (CBOs) for activities and events that align with GPIT and EBCVIDS goals but fall outside the scope of formal agreements. By investing in these community-led efforts, we aim to strengthen local capacity, support innovative solutions, and enhance the collective impact of our shared mission to reduce violence and promote healing.
• PD oversees the Law Enforcement Scholars Program at CSU, Sacramento; the five Criminal Justice Magnet Academies, which focus on the support of at-risk students- last year’s enrollment was 550 students; the Natomas School Resource Officer Program; and the Police Cadet program. • PD also maintains three Community Service Representatives which do extensive outreach in the community to provide support services to include youth.
• Additionally, PD works with programs to support victims and families through the Sacramento Family Justice Center and funds special projects through Asset Forfeiture funds. • City Manager’s Office is currently soliciting proposals from qualified organizations to provide consulting services aimed at enhancing community violence reduction efforts and developing comprehensive public safety strategies.
This initiative seeks to leverage external expertise to conduct thorough assessments, develop actionable plans, improve data utilization, and strengthen communication strategies to address community violence effectively.
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Priority Topic Identified by
Councilmembers
Staff Notes
Current or Planned Projects and Initiatives Related to the Topic Fire Department:
• Diversity Outreach and Recruitment program and single-role expansion to recruit from the City’s underserved communities.
• Continue building and expanding the City’s alternative response model by increasing the number of mobile crisis units and adding Mobile Integrated Health (MIH) resources into each of the four geographic regions of the City.
H. YOUTH INVESTMENT
Councilmember comments:
• Full range of options for kids to
develop, build family strength,
create supportive environment
• Office of Arts and Culture (OAC) will continue a partnership with Sacramento County Office of Education to offer “Any Given Child,” a professional development program supporting Sacramento County teaching artists, with an emphasis on expanding opportunities to those who represent and reflect our diverse student bodies. • OAC will continue to develop the “artlook” tool—a searchable map and directory of artists who can provide residencies and workshops in K-12 classrooms and community settings, as well as assemblies for in-school and out-of-school events.
• OAC will develop a pilot mural residency program that links visual artists/muralists to K-12 schools, supports the co-creation of murals and the development of an arts integration curriculum tied to student learning and the cultural histories of the schools and student bodies.
• Youth Service Corps program placing interns/fellows in non-profit and public sector organizations, over 75% of the participants are from target populations (OIED).
• Early Childhood Education Apprenticeship program increasing the quantity and quality of childcare through a partnership with Los Rios and private providers (OIED).
I. EQUITY
Councilmember comments:
• Governing with equity lens on all
topics
• Continuing to add departments who will use the Budget Equity Tool for budgeting decisions. Add “Equity Considerations” section to council reports, where applicable. Continue updating the City’s internal Race and Gender Equity Action Plan and an external Citywide Equity Action Plan. • The Center for Sacramento History continues to develop programming and offers tours of the archives. These programs highlight the contributions of a wide array of races and cultures that have made Sacramento great and offer diverse perspectives on the City’s history.
• OAC, in partnership with Sacramento County Board of Supervisors, offers the Cultural Arts Awards, which provides three years of general support to nonprofit arts and cultural organizations able to meet standards of diversity and equity, artistic and/or cultural contribution, community impact, show sound management, and demonstrate financial and organizational accountability. • Implementation of Language Access Policy, including the hiring of the City’s first Language Access Coordinator (OIED) and use of the Inclusive Economic Development Investments Guidelines to analyze projects/programs (OIED).
• Equitable community engagement through community ambassadors, City mixers, increased sponsorships, and City Management Academy (OIED).
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B. Other Major Projects Underway Per Council Direction
The following table, provided for reference, contains a list of 38 major projects that are underway or will be starting soon that were initiated through City Council action and are not included above in the second column.
Item Status Other Notes
1. Old Sacramento Renovation, Boardwalk
Replacement
On hold, awaiting bond funding Expected bond funding, fall 2025 and construction in calendar year 2026
2. Old Sacramento Playground Construction phase, fully funded Out to bid, expected completion fall/winter 2025/2026
3. Old Sacramento Waterfront Restaurant
(former Rio City Café) Deck
Construction phase, fully funded Expected completion, fall 2025
4. Old Sacramento Front Street
Renovations
Concept phase, incomplete funding Bond funding will be required once design is completed
5. Old Sacramento K Street Barge On hold, awaiting bond funding Bond funding contingent on new State Lands Lease Agreement
6. Old Sacramento Public Docks On hold, awaiting bond funding, there is currently $1.5M in federal grant funding
available for design
Bond funding contingent on new State Lands Lease
Agreement
7. Winn Park – Tenant Building
Improvement Project
Construction phase, fully funded
8. Little Saigon Archway on Stockton
Boulevard
Concept phase, incomplete funding Funding allocated by the state; however, duration between allocation and implementation will likely
mean the project will be short on funds
9. Jack Rabbit Trail Crossing, Arena
Boulevard – Bike, Pedestrian, and Safety
Improvements
Design phase, incomplete funding
10. Two Rivers Trail Project Design phase, incomplete funding Significant problems with UPRR
11. Folsom Boulevard Safety Improvement Concept phase, incomplete funding Funding allocated by the state; however, duration between allocation and implementation will likely
mean the project will be short on funds
12. Vision Zero Rapid Response / Quick-
Build Program
Implementation phase, fully funded
13. Dining Al Fresco Implementation phase, fully funded
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Item Status Other Notes
14. I Street Bridge Design phase, fully funded Planning to advertise in the fall, construction to start in summer of 2026
15. Stockton Boulevard Bus Rapid Transit Concept phase, incomplete funding
16. Truxel Bridge Alternatives Analysis (Ties
to Long-Term Mobility Planning)
Concept phase, incomplete funding Project costs likely to exceed $500 million, no clear funding mechanism
17. Snowy Egret Pedestrian Overpass Concept phase, incomplete funding
18. Envision Broadway Design phase, fully funded
19. Franklin Boulevard Complete Streets Construction, fully funded
20. Auburn Boulevard Bridge Replacement Construction, fully funded
21. Del Rio Trail Bridge Replacement Construction, fully funded
22. Competition of the Del Rio Trail Concept phase, incomplete funding
23. Sacramento River Parkway Design phase, incomplete funding
24. Class and Comp Study Ongoing meetings with Unions
25. Administration of SCF (Measure L) Implementation phase, fully funded
26. Compliance with Alternative Fuel Fleet
purchases
Implementation phase, incomplete funding
27. Rolling Out New Parking Rates Implementation phase, fully funded
28. Library Retrofit and Modernization Design and construction phase, fully funded MLK library in construction, North Sacramento library is in design
29. Sump 89 200-Flood Protection Project Construction, fully funded
30. ULOP Certification for Natomas and
Beach Lake
Construction, fully funded These are SAFCA and USACOE projects on which the City depends on 200-year flood protection in
order to meet regulatory mandates to continue
private development
31. RiverArc Water Treatment Plant Concept phase, incomplete funding
32. Water + Project Concept phase, incomplete funding
33. Water Forum 2.0 Agreement Negotiations with other regional agencies
34. Groundwater Rehabilitation and
Replacement Program
Design phase, incomplete funding
35. Sump 85 and Force Main Relocation Design, fully funded
36. Tobacco Retailer Ordinance Updates Drafting ordinance under review Eliminates “healthy food” exemption that increased tobacco retailer locations
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Item Status Other Notes
37. Parks Plan 2040 Implementation In progress and implementing
38. Creative Edge Plan Implementation Ongoing implementation through ARPA and other designated resources, expect evaluation
of progress to date and community dialogue
regarding next steps
C. Other Major Organizational Projects
The following table, provided for reference, contains 43 major projects underway or planned within the organization of significance for improvement and effectiveness.
Item Status Other Notes
1. Citywide Curb Management Program (Mobility,
Equity, Sustainability Initiative)
Concept phase, incomplete funding
2. Daylighting Intersections for Pedestrian Safety
(Linked to Vision Zero)
Implementation phase, fully funded
3. Compliance with Advanced Clean Fleet Regulations Implementation phase, incomplete funding
4. Marina Debt Restructuring with DBAW Negotiating with State Parks
5. City-Owned Garage Security - Facility Upgrades
and Modernization
Concept phase, incomplete funding
6. Parking/Transit Partnership with Sac Republic FC
and SacRT
Concept phase, incomplete funding
7. Citywide Tree Canopy Compliance in New
Development (Urban Forestry Policy Work)
Concept phase
8. I Street Bridge Long-Term Operations and
Maintenance Planning
Concept phase, incomplete funding
9. MLS Stadium, Practice Facility, and Complete
Railyards Build-Out
Concept phase, incomplete funding
10. H Street Cycle Track Project Concept phase, incomplete funding
11. DPW and DOU determining how to fund and
implement ditch maintenance
Concept phase, incomplete funding Significant problem in north area; does not fit neatly into DPW or DOU
operations
12. Protection of City Water Rights Concept phase
13. Preparation for DOU Rate Increase Concept phase
14. Establishment of Mechanism to Charge Outside
Agencies for City’s Homeless Clean Up Services
Concept phase
611 Willshire Boulevard , Suite 900 PMB1009, Los Angeles, CA 90017
www.raftelis.com
Item Status Other Notes
15. Moving Private Telecom Infrastructure off of City
Water Infrastructure
Negotiating with telecom companies
16. Irrigation Upgrades for Land Park Concept phase, incomplete funding
17. Determining Water Rights for Upper West Side and
Other Major County Projects
Negotiating with Sacramento County
18. Stretching Resources to Address Citywide Deferred
Maintenance
Incomplete funding Citywide deferred maintenance
backlog is greater than $5 billion
19. Landscaping/Special Events on Capital Mall Implementation phase, fully funded
20. Monitoring Shore Vista Overcrossing Progress Implementation phase, fully funded
21. Evaluating a Possible Expansion of the Sacramento
Zoo
Concept phase, incomplete funding
22. On Street Parking for The Mill Coffee Shop Design phase, fully funded Cannot move forward with this without UPRR/CPUC concurrence
23. Implementation of 48-Hour Noticing for
Encampment Enforcement
Implementation phase
24. Application for HHAP 6 Funding Implementation phase – application due 8/29/2025 Joint application with Sacramento County and SSF/CoC
25. City Code Requirement for Underground Utility
Setbacks
Concept, fully funded
26. Sewer Lateral Cost Recovery/Loan Program Concept, fully funded
27. Alignment of Water Efficiency Programs with New
State Standards
Implementation phase
28. Healthy Rivers Landscape Program with Regional
Partners
Implementation phase, incomplete funding
29. Meeting 2030 Regulatory Mandate to Eliminate
Trash Discharge into Waterways
Design phase, incomplete funding
30. 24th Street Wet Weather Storage Project Concept, fully funded
31. PIF Nexus Study RFP/RFQ will be released in the next 6-12 months
32. Animal Shelter interim improvements and long-term
replacement planning
Interim improvements underway, research
underway for replacement planning options
33. Last Mile Federal Funding Program for Broadband
Accessibility
Accepted funding, implementation phase $38.7M grant from the California Public Utilities Commission (CPUC)
This project also expands the City-
owned fiber network
611 Willshire Boulevard , Suite 900 PMB1009, Los Angeles, CA 90017
www.raftelis.com
Item Status Other Notes
34. Customer Service 360 Experience for 311 Implementation phase Enhancing transparency and communication to the status of City
services.
35. ADA Compliance for Digital Content Planning complete, implementation starting DOJ mandated compliance with the Web Content Accessibility
Guidelines by April 24, 2026.
36. Special Events, Entertainment Venue, Film
Permitting System
Planning phase
37. Credit Card Service Fee Implementation phase Customers who choose to pay for their services using a credit card,
whereby a separate fee is added to
the transaction by JPMC
38. ERP System (HR, Finance, Budget) Replacement Concept phase, funding needed 3 year, $14M+ project
39. Records Retention System Replacement Funded, implementation phase
40. Artificial Intelligence Strategic Plan and Roadmap Completed, adoption of AI ongoing
41. Customer Service Contact Center Replacement Concept phase Multiple channels for customer contact with automatic language
translation
42. Center for Sacramento History/Crocker Archives
Secondary Storage
Implementation phase, fully funded. Improves preservations of archival collections.
43. Sacramento History Alliance/Center for Sacramento
History New Space
Contract in development with SHA to operate
Sacramento History Museum as well as plan for a
new facility that would co-locate the Center for
Sacramento History and History Museum at a
single location
Elevate history as a part of the
destination experience in
Sacramento, protect collections,
and increase access
City Council Priority Setting Workshop City of Sacramento September 30, 2025 SAFE Credit Union Convention Center 10:00 a.m. to 5:00 p.m.
CITY COUNCIL WORKSHOP / 1
Workshop Objectives • Understand Individual and Shared Interests • Council Consensus on Top Citywide Priorities • Clarity on Follow-Up Steps • Strengthen the Council Team Agenda • Welcome and Opening Comments from the Mayor • Opening Comments from the Interim City Manager • Review Retreat Objectives and Agenda • Discuss Teamwork and Governance • Council Visioning Together • Share District Interests • Setting Our Citywide Path Forward • Achieving Our Priorities • Public Comments • Wrap-up and Closing Comments CITY COUNCIL WORKSHOP / 2
Council Members’ Hopes for Today In pre-workshop planning interviews, members of the Council shared their hopes for the session, as shown in the following table: • Consensus on a few priorities, even if we don’t all agree • Understanding why goals and norms are beneficial • Teambuilding – working together • Create a vision or “true north” • Understand the implementation approach, what happens after today; clear actions with metrics (milestones from staff) • What it means to be a Council/Manager form of government • Governance is about “we,” not “I” • Everyone, engaged, focused (not on phones or distracted) • Stay directed toward the future, not the past • Direct conversations with each other, listen well • Follow-up vote at a Council meeting Teamwork and Council Norms Members of Council work together as a governing body to achieve the important City goals. Two resources are offered as background for discussion. An article by the Institute for Local Government, “Attributes of Exceptional Councils,” cites six attributes.
1. Have a sense of team – a partnership with the city manager to govern and manage the city. 2. Have clear roles and responsibilities that are understood and adhered to. 3. Honor the relationship with staff and each other. 4. Routinely conduct effective meetings. 5. Hold themselves and the city accountable. 6. Have members who practice continuous improvement. The City’s Council Rules of Procedure include norms and expectations (Chapter 3).
City of Sacramento Council Rules of Procedure a) Put constituents first at all times; b) Treat each other, staff, and members of the public with dignity, courtesy, and respect; c) Value all opinions, be tolerant of new and different ideas, and encourage creativity and innovation; d) Follow through on commitments and be accountable to each other; e) Clarify when items are discussed in confidence and maintain appropriate confidentiality; f) Be attentive to others, limiting interruptions and distractions; g) Encourage dissent in debate while being mindful not to prolong discourse or block consensus; h) Be candid with each other about ideas and feelings, and resolve conflicts directly; i) Keep comments clear, concise, and on-topic to maximize opportunities for all to express themselves; j) Continuously strive to improve how members work as a team; k) Place clear and realistic demands on staff resources and time when requesting action; l) Start and end meetings on time, work from an agenda, and be present, attentive, and prepared; m) Present problems in a way that promotes discussion and resolution; and n) Continually work to build trust in each other.
CITY COUNCIL WORKSHOP / 3
DISCUSSION Considering the “Attributes of Exceptional Councils” and the Council’s Norms and Expectations, what can we do to strengthen our teamwork as a Council? NOTES The Council Visioning Together In this segment, the Mayor and Councilmembers will share their visions of the future of Sacramento. A vision is the first element in a framework for achieving results.
CITY COUNCIL WORKSHOP / 4
Visioning Exercise Members of Council will be asked to respond to the following questions. 1. What is true today about Sacramento that you hope will still be true in 10 years? 2. What is not true today about Sacramento that you hope will be true in 10 years? DISCUSSION/THEMES District Interests: Sharing Insights DISCUSSION • What do our districts have in common? • What is unique about my district? • How does the well-being of Sacramento contribute to the well-being of my district? NOTES CITY COUNCIL WORKSHOP / 5
Budget and fiscal health Economic development Housing
HomelessnessInfrastructure and transportationPublic safety Youth investmentClimate changeEquity
Setting Our Citywide Path Forward In this segment, we will begin with a brief recap of accomplishments and challenges, along with the resource context for setting priorities. Then there will be a Council discussion about priorities, with the outcome being a consensus on the top three or four. The discussion will also include how success will be gauged for those top priorities. In pre-workshop planning interviews, members of the Council cited the following priorities. These will be discussed during the workshop with the objective of a subset being selected as the Council’s top priorities for the coming year. Attachment A contains a brief compilation of Council comments associated with each of these categories. Items in this color were mentioned most frequently by members of the Council.
Priority vs. ImportantPriorities•Three or four items for highly focused attention and resources in the next year (or two)•These are the things that Council wants to see significant progress on•Nothingelse (short of an emergency) would get in the way of these•A priority may take several years to complete –approaches may change in implementing the priority•Milestonesare established and progress reports provided Important Things•Imbedded in the budget – the day-to-day work of the City•Mandates, new laws•Included in departmental work plans•Major projects and initiatives•Require resources, time, capacityNot everything that is important can be a top priority CITY COUNCIL WORKSHOP / 6
SMALL GROUP DISCUSSION After the Council identifies its top three or four priorities, two questions will be discussed. 1. How should success be gauged for each of the top priorities (over a period of time)? 2. What input do you have for the City Manager as the work plan is prepared to implement these priorities?
CONSENSUS DIRECTION
CITY COUNCIL WORKSHOP / 7
Broad Strategic Goals Most of the City’s budget (operating and capital) is devoted to services and projects that span many years, involving multiple departments. It can be helpful to the organization to have stated strategic goals toward which department work plans and Council priorities are focused. Such strategic goals would be an important component of a strategic plan. The following four strategic goals are suggested for Council comments. COUNCIL COMMENTS Safe and Engaged CommunityQuality Infrastructure and Environmental StewardshipVibrant Economy and Community LivabilityFiscally Responsible and Effective Government
CITY COUNCIL WORKSHOP / 8
Next Steps on Council Priorities 1. Return to the Council next month to affirm the priorities and strategic goals. 2. Staff to develop a work plan to implement the priorities and bring that to the Council in December [each top Council priority will show milestones, timelines, and lead departments]. 3. Staff to provide semi-annual progress reports on the priorities. Achieving Our Priorities The final discussion of the day will be about positioning the Council and staff for success with the established priorities. We will review some best practices. As part of this discussion, the following will be posed: • What are some potential ways to address district needs that arise in ways that enable staff and Council to stay focused on the Council’s top priorities and ongoing service delivery? • How can we stay focused on our priorities for success? Wrap-Up CLOSING COMMENTS
CITY COUNCIL WORKSHOP / 9
Contact Jan Perkins, Vice President [email protected] 949.202.8870 Appendix A: Consolidation of Comments from Members of Council About Priorities This table contains a summary of comments made by members of Council in their pre-workshop interviews with the facilitator regarding priorities for the future. BUDGET AND FISCAL HEALTH • Generating revenue options • Focusing on sales tax • Additional transient occupancy tax (TOT) • Reprioritizing expenditures • Understanding what is affordable within our budget • Modernizing the Business Operations Tax • Data to see return on our investments • Lack of funds for infrastructure ECONOMIC DEVELOPMENT • Focus on growing the tax base • Opportunities for residents’ economic well-being • Focus on underserved areas • Investing TOT outside City core • Industries beyond health care and government • Emphasize industrial and manufacturing sector • Challenges within commercial real estate and office markets, and storefront retail market • Need for streamlined development process HOUSING • Additional housing needed • Affordable housing; high cost of housing • Build faster • Developers to pay more for affordable housing • Tenant protections HOMELESSNESS • More sustained, better/cost-effective solutions • More responsibility by County • Need for comprehensive approach INFRASTRUCTURE AND TRANSPORTATION • Lack of funds for roads, other infrastructure • Rate increases for City utilities • Slowing speeding • Non-car transportation and more connectivity in low-income neighborhoods CLIMATE CHANGE • More intention regarding implementation • Consider impact on climate in our decisions, actions, and financial priorities PUBLIC SAFETY • More investment in violence prevention, youth violence • More attention to poverty as a cause of crime YOUTH INVESTMENT • Full range of options for kids to develop, build family strength, and create supportive environment EQUITY • Governing with equity lens on all topics
City of SacramentoCity Council Priority Setting WorkshopSeptember 30, 2025Convention Center10 am to 5 pm 1 Karina Talamantes Vice MayorDistrict 3
Roger DickinsonCouncilmemberDistrict 2
Rick JenningsCouncilmemberDistrict 7
Eric GuerraMayor Pro TemDistrict 6
Phil PluckebaumCouncilmemberDistrict 4
Mai VangCouncilmemberDistrict 8
Kevin McCartyMayor
Lisa KaplanCouncilmemberDistrict 1
Caity MapleCouncilmemberDistrict 5
Members of City Council
2 Opening Comments from Mayor Kevin McCarty
3 Opening Comments from Interim City Manager Leyne Milstein 4 Workshop Objectives and Agenda
5 Council Members’ Hopes for Today
•Consensus on a few priorities, even if we not all agree•Understanding why goals and norms are beneficial•Teambuilding – working together•Create a vision or “true north”•Understand the implementation approach, what happens after today; clear actions with metrics (milestones from staff)•What it means to be a Council/Manager form of government•Governance is about “we” not “I”•Everyone, engaged, focused (not on phones or distracted)•Stay directed toward the future not the past•Direct conversations with each other, listen well•Follow up vote at a Council meeting InformalDiscussions Combined With Agreements on Priorities 6 Workshop ObjectivesØUnderstand individual and shared interestsØCouncil consensus on top Citywide prioritiesØClarity on follow up stepsØStrengthen the Council team 7 Agenda•Icebreaker•Teamwork and governance•Council visioning together•Share district interests – learning from each other•Setting our Citywide path forward•Public comment•Wrap-up and closing comments Community Mural – “Totem” by Leonardo Moleiro
8 A Few Guidelines for Today
Listen
Engage Seek Consensus
9 Bike Rack
Things to discuss at another time will be tracked separatelyTime management tool 10 Icebreaker
11 Teamwork and Governance
12 Serving the Community Requires Both the “What” and the “How”13 "What” = Goals and Priorities"How”= Teamwork, Roles and Protocols 13 Mayor and Council Comments About Attributes of an Effective Council – City Manager/Staff Team•We co-create together•Strong trust in the City Manager – good alignment•Rowing in the same direction with shared focus•Respect individual interests and seek to understand each other’s perspectives•City Manager communicates equally with all members of Council•Good communication between all •Understand the Council’s job is to set policy and City Manager is operational•We all understand we are in public service•Council expresses appreciation to staff•Responsiveness by City Manager to Mayor and Council•All act ethically•Servant/leader approach – we measure success by the success of others 1414
What Makes a Council Work Effectively?
15 Institute for Local Government
Clear Roles and ResponsibilitiesPositive Governance CultureNorms, Protocols and Policies Unity of Purpose
15 Staff Recruitment and Retention
Regional, State, National Influence
Economic Development
16 Effective Governance and Strong Council – Staff Teamwork Directly Impacts Public Confidence….and These Strategic Direction and Results
What else?16
Exceptional City Councils1.Have a sense of team – a partnership with the city manager to govern and manage the city2.Have clear roles and responsibilities that are understood and adhered to3.Honor the relationship with staff and each other4.Routinely conduct effective meetings5.Hold themselves and the city accountable6.Have members who practice continuous improvement17 Institute for Local Government
17 Adopted City Council Norms and Expectations
18 Norms and ExpectationsCouncil Rules of Procedure (Ch.3)a)Put constituents first at all times;b)Treat each other, staff, and members of the public with dignity, courtesy, and respect;c)Value all opinions, be tolerant of new and different ideas, and encourage creativity and innovation;d)Follow through on commitments and be accountable to each other;e)Clarify when items are discussed in confidence and maintain appropriate confidentiality;f)Be attentive to others, limiting interruptions and distractions;g) Encourage dissent in debate while being mindful not to prolong discourse or block consensus; h)Be candid with each other about ideas and feelings, and resolve conflicts directly;i)Keep comments clear, concise, and on-topic to maximize opportunities for all to express themselves;j)Continuously strive to improve how members work as a team;k)Place clear and realistic demands on staff resources and time when requesting action;l)Start and end meetings on time, work from an agenda, and be present, attentive, and prepared;m)Present problems in a way that promotes discussion and resolution; and n)Continually work to build trust in each other. 19 Small Group Discussion
Considering the “Attributes of Exceptional Councils” and the Council’s Norms and Expectations:
What can we do to strengthen our teamwork as a Council?20 The City Council Visioning Together
21 A Framework for Getting to ResultsVision for SacramentoWhere do we want to go and be in 10+ years? Strategic GoalsThese focus on the services we provide every day Top Council Priorities 3-4 for focused attention
Foundational Principles How we go about our work (ex: equity, sustainability, transparency) City Manager’s Work Plan Milestones and timelines to implement the priorities 22 Visioning: Sacramento In 10 Years1.What is true today about Sacramento that you hope will still be true in 10 years? 2.What is not true today about Sacramento that you hope will be true in 10 years? 23 What Themes Have Emerged?
True now that will still be true in 10 years?
Not true today that you hope will be true in 10 years?
24 Our Districts:Learning from Each Other
25 Sharing Insights About Our Districts
Small Group Council Discussions. Report Out. Identify themes.
What do our districts have in common?
What is unique about my district?
How does the well-being of Sacramento contribute to the well-being of my District? 26 Break
Image from the Sacramento Parks Plan 2040 Executive Summary 27 Setting Our Citywide Path Forward
28 Accomplishments Highlighted by Members of Council – Key Examples•Balanced budget without layoffs•Kept core services intact•Good Council team working together•Emerged from Covid•Progress on soccer stadium•Public Works “quick build program”•Incident Management System•Streamlining building inspection and permitting process •Collective desire to put Sacramento on the map•Prioritizing young people•Passed Racial Equity Resolution•Appointment of interim City Manager•Addressing homelessness•Tourism•Engaging public in government processes What contributed to these accomplishments?
29 Key Challenges Facing the CityIdentified by Members of Council FinancialAging infrastructure
Need for enhanced teamwork
Homelessness
Housing
Public safety/youth violence
Top 3: Financial, Homelessness, Housing30
Resource ContextFinancialStaffing
Time
31 Typical Allocation of a City’s Resources90%
5%5%
Day-to-d ay managementof municipal services
Unforseen challengesand new ini tiatives
Strategic i mprovementand training
32 Priorities for DiscussionShared by Members of Council in Facilitator Interviews •Budget and fiscal health•Economic development•Housing•Homelessness •Infrastructure and transportation•Public safety•Youth investment•Climate change•Equity Bold indicates most mentioned by members of Council.
Also – process priorities of:•Agreeing on a vision or “true north”•Building our Council team•Need for data and measurement 33 Priority vs. ImportantPriorities•Three or four items for highly focused attention and resources in the next year (or two)•These are the things that Council wants to see significant progress on•Nothing else (short of an emergency) would get in the way of these•A priority may take several years to complete – approaches may change in implementing the priority•Milestones are established and progress reports provided Important Things•Imbedded in the budget – the day-to-day work of the City•Mandates, new laws•Included in departmental work plans•Major projects and initiatives•Require resources, time, capacity Not everything that is important can be a top priority34 Establishing the Top Priorities
Vision for SacramentoWhere do we want to go and be in 10 years? Strategic GoalsThese focus on the services we provide every day Top Council Priorities 3-4 for focused attention
Foundational Principles How we go about our work (ex: equity, sustainability, transparency) City Manager’s Work Plan Milestones and timelines to implement the priorities 35 Small Group Council Discussion
1.How should success be gauged for each of the top priorities (over a period of time)?2.What input do you have for the City Manager as the work plan is prepared to implement these priorities? 36 SHARE RESULTS
CONSENSUS DIRECTION
Report Outs
37 Strategic Goals
Vision for SacramentoWhere do we want to go and be in 10 years? Strategic GoalsThese focus on the services we provide every day Top Council Priorities 3-4 for focused attention
Foundational Principles How we go about our work (ex: equity, sustainability, transparency) City Manager’s Work Plan Milestones and timelines to implement the priorities 38 To Reflect 90% of City Budget Create Broad Strategic Goals Safe and Engaged CommunityQuality Infrastructure and Environmental StewardshipVibrant Economy and Community LivabilityFiscally Responsible and Effective Government City departments and line operations are part of one or more of these 39 Next Steps on Council Priorities
1.Return to the Council next month to affirm the priorities and strategic goals2.Staff to develop a work plan to implement the priorities and bring that to the Council in December›Priorities will have milestones, timelines and lead departments shown3.Staff to provide semi-annual progress reports on the priorities 40 Achieving Our Priorities
41 Council Comments About What Will Help or Hinder Achieving Our PrioritiesHELP•Council consensus direction•City Manager’s commitment•Council supporting City Manager•Good management systems•Defining success for our priorities•Being clear on where we are putting our resources•Dollars allocated•Partnerships with others•Don’t promise what we cannot deliver HINDER•Competing interests•Individual politics•City staff must handle day to day services which do not fit into Council priorities•Lack of consensus on priorities•Competition for limited resources (staff time, money)•Shifting priorities when urgent issues arise 42 42
Best Practices for Staying Focused
43 Focus•Remind each other of our established priorities and work plans that support those priorities Full Council Support•Once decisions are made, support them and the implementation involved Choices•Be intentional and ask: What drops off or is delayed if something is added? 43 Best Practice Criteria for Adding Projects Mid-Year44 Emergency (natural disaster, pandemic, civil unrest)New outside funding opportunity that is time sensitiveNew multi-agency opportunity that cannot be delayedCommunity safety issue that must be addressed in near termChanges in laws or mandates 44 What Are Some Ways to Address District Needs that AriseIn ways that enable staff and Council to stay focused on the Council’s top priorities and ongoing service delivery With Resource Limitations
45 Comments About How to Stay Focused on Our Priorities for Success 46 Potential Follow Up Sessions with CouncilØAny interest in a follow up on creating a unified vision, using the work from today?ØAre there other topics of interest for follow up sessions? 47 Public Comments
48 Wrap Up Closing Comments
Workshop report to be prepared
1 Evaluation
3 City Manager’s follow up
2 49
Thank you!Contact: Jan Perkins949 202 8870 / [email protected] 50 City of Sacramento
City Council Workshop
Held September 30, 2025
The best thing about this workshop was...
Some thing(s) which could have been better...
What follow up sessions would you suggest, including frequency?
Overall usefulness of the session:
1 2 3 4 5 Not Useful Very Useful
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1 2 3 4 5 Poor Quality High Quality
OTHER COMMENTS:
Lead Facilitator: Jan Perkins, Raftelis
[email protected]
(949) 202-8870