Personnel and Public Employees Committee
October 7, 2025

City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01083 10/7/2025
Annual Report and Performance Evaluation for City Council Appointive Officer - City Manager File ID: 2025-01083
Location: Citywide
Recommendation: Receive and pass a Motion forwarding to the City Council for discussion as part of the City Manager’s annual evaluation process for Fiscal Year 2024/2025.

Contact: Leyne Milstein, Interim City Manager, (916) 808-8491, [email protected], Office of the City Manager
Presenter: Leyne Milstein, Interim City Manager, (916) 808-8491, [email protected], Office of the City Manager
Attachments:
1-Description/Analysis
2- Fiscal Year 2024/2025 Annual Report of Accomplishments and Goals 3-City Manager Compliance with Council adopted Linkage Policy 4-City of Sacramento Organization Chart
5-Department Operation Presentation from Budget Hearings - Convention & Cultural Services 6-Department Operation Presentation from Budget Hearings - Community Development 7-Department Operation Presentation from Budget Hearings - Department of Utilities; Youth Parks Community Engagement
8-Department Operation Presentation from Budget Hearings - Fire Department; Community Response
9-Department Operation Presentation from Budget Hearings - Human Resources; Information Technology
10-Department Operation Presentation from Budget Hearings - Public Works; Office of Innovation & Economic Development
11-Department Operation Presentation from Budget Hearings - Police Department

File ID: 2025-01083 10/7/2025
Description/Analysis
Issue Detail: The Mayor and City Council are committed to performing regular annual reviews of its appointive officers.

The appointed officer evaluation is intended to move forward to the City Council. The City Council will meet in closed session, per Government Code section 54957(b), to provide feedback on past accomplishments and to provide direction on the workplan for the upcoming year.

Policy Considerations: Council Rules of Procedure, Chapter 18.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: Clear communication and performance metrics are at the core of the work of the Council and the City. To evaluate Council’s appointed 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.

T H E O F F I C E O F T HE

C I T Y M A N A G E R

PREPARED BY

A N N U A L

R E P O R T
F i s c a l Y e a r
2 0 2 4 – 2 0 2 5
1 I am honored to present the City Manager’s Annual Report for Fiscal Year (FY) 2024-25.

It has been a privilege to serve as the Interim City Manager since being appointed in January 2025. I extend my sincere gratitude to the Mayor and City Council for your support and partnership during this time of transition.

As provided by the City Charter and in accordance with policies and procedures and direction of the City Council, the City Manager is the chief executive officer of the City and provides the leadership and direction for the operation and management of all City Departments with the exception of the Mayor and Council-appointed Offices.

The Annual Report will cover citywide successes, high-profile projects, and successes from each of the 10 departments under the City Manager’s purview.

The pages that follow will illustrate the incredible accomplishments achieved by our dedicated City of Sacramento team. In addition, each department has identified goals for FY2025/26. The City of Sacramento is a full-service city with approximately 5,000 employees and a total budget of $1.65 billion.

However, it is important to highlight that we continue to battle an ongoing structural imbalance between revenues and expenditures.

For the past two fiscal years, we have addressed budget deficits with a strategic mix of one-time funds and ongoing cuts, minimizing impacts to core City services while continuing to advance Council priorities. We have successfully cut a total of $128 million from the structural deficit with no direct layoffs. We estimate another $60 million will need to be cut to balance the FY2026/27 budget.

Even with the budget deficit and ongoing rightsizing, we have continued to move forward with big programs, projects and services. I would like to highlight citywide accomplishments, as well as challenges that we face.

Citywide achievements
Soccer/Railyards : Received Council approval of a term sheet to bring a new 12,000-seat soccer stadium and live music venue to the Railyards. In addition, the year saw the opening of the Wong Center senior residence and groundbreaking for the new Kaiser hospital.

CITY MANAGER’S

MESSAGE
2 Aggie Square : Completed the construction of Aggie Square and furthered the implementation of the Aggie Square Community Benefit Partnership Agreement. This included launching workforce pilots; completing the first housing project and breaking ground on two additional housing projects with City/Sacramento Housing and Redevelopment Agency funding supporting a total of 800 new units along Stockton Boulevard; and finalizing contracts totaling $2.4 million for Aggie Square Anti- displacement and Housing Stabilization program. This program has assisted 1,700 households and prepared 24 households for homeownership.

Sheltering outcomes : City-funded shelters provided shelter to 4,769 individuals including 1,248 children. In 2024, 3,288 individuals exited City-funded shelters including 741 (23%) exited to permanent housing and 792 (24%) who exited to an improved housing destination.

Affordable housing initiatives: Increased affordable housing development including completing agreements for new residential units, applied for housing grant funds through the State, continued support for the zero-dollar impact fee program, completed an exclusive right to negotiate agreement for City surplus property, supported the disposition of City property, awarded $5.8 million in State Encampment Resolution Fund grant to pilot a street to housing program. We also contracted with the State for the 5th round of Homeless Housing, Assistance and Prevention (HHAP) program funding ($27 million) and began preparations for the 6th round of HHAP funding.

Transportation safety team: Launched a new team in the Public Works Department focused on rapid, data-informed safety interventions, particularly in high-risk areas identified through real-time crash data in partnership with the Police Department. The initiative emphasizes quick-build projects— interim, cost-effective improvements such as striping, signage, and traffic calming measures—that can be implemented within months. It is supported by a $2 million reallocation of existing funds and a streamlined procurement process that replaces traditional competitive bidding with more flexible contractor selection methods.

Diversity and equity: The Office of Diversity and Equity (ODE) launched the Developing Equity Leadership Through Action training program, a reimagined version of the Equity and Inclusion Leadership Series. ODE, along with the City Council, City Manager’s Office, and Racial Equity Alliance, helped to pass the Sacramento Centered on Racial Equity Resolution 2024-0354 to operationalize equity through the City government.

In addition to the above, the City Manager's Office recently expanded and reorganized the City’s Transparency website ( cityofsacramento.gov/transparency ) to improve public access to key information, including updated key performance indicators (KPIs) ( cityofsacramento.gov/city-manager/projects-and- programs/performance-measures ). At the same time, we strengthened the City’s grants management practices by refining internal procedures, enhancing contract oversight, and providing clearer, more consistent guidance to grantees—ensuring greater accountability and alignment with City goals. 3 In addition, we developed new administrative requirements for event sponsorships that include a standardized Sponsorship Request Form and an account code for citywide tracking of sponsorships. Lastly, City staff finalized the City’s first ever language access policy.

While we have much to celebrate, significant challenges remain.

Citywide challenges
Budget FY2026/27 : As we continue to address our structural budget deficit in the coming years, there will be more substantial impacts to programs, services and to City employees.

Workforce: We must continue to align staffing levels with service needs, while also focusing on retaining existing employees and attracting new talent.

Homelessness: The City is pursuing new and evolving approaches to implementing more targeted housing opportunities. However, there is a constant threat of deep cuts to services if the State and Federal funding stops.

As we navigate these challenges, continued focus and strategic planning will be essential. This fall, the Mayor and City Council will participate in an offsite goal setting and strategic planning session. This session will provide an important opportunity to align the City’s limited resources with the Council’s highest priorities.

The City of Sacramento workforce consistently delivers outstanding programs and services with professionalism and dedication. Thank you to each employee for your contribution to the success of this organization and our community.

The pages that follow include the accomplishments by each department.

Appreciatively,
Leyne Milstein
Interim City Manager
4 D E P A R T M E N T S U M M A R Y

A C C O M P L I S H M E N T S
(current year – FY24/25 )
The Administrative Services Division monitored
over $93 million in free credits.

Animal Care Services Homeless Outreach and
Assistance Program has provided vaccinations,
veterinary care, and spay/neuter services to 1,509
animals owned by 832 residents.

Animal Care Services had a backlog of 772 spay and
neuter surgeries in September of 2024, due to
veterinary staffing shortages in the Division and
outside veterinarian vendors. By March 2025, that
number has been reduced to 398, due to the hiring
of two shelter veterinarians and increased external
spay and neuter services. These additional
resources reduced the number of animals in foster-
to-adopt homes and reduced costs by no longer
requiring veterinary care for those animals.

Building Division launched Streamline Sacramento, a
cross-departmental effort to examine the City’s
procedures for reviewing and approving
development projects, with an emphasis on housing.

The objective is to refine or establish internal
processes that accelerate project approval
timelines.

Code Compliance Division conducted a North
Area graffiti sweep at the request of several
community partners in the midtown/Downtown
areas. Over 800 cases were opened due to
identified violations, Code Compliance
collaborated closely with the property owners to
gain compliance.

Over 4,500 vehicles were towed citywide by
Code Compliance, and an additional 625
hazardous or abandoned recreational vehicles
and/or trailers were towed and destroyed.

The Tenant Protection Program was extended to
2029.

The Planning Division facilitated the adoption of
an interim ordinance to permit
Missing Middle Housing, allowing for multiple
residential units, previously single unit zones, and is processing new applications for this newly
permitted type of housing. As of March 2025, 11
applications for new Missing Middle Housing are
in-process.

Planning staff is on-track to process approximately
521 private development applications by the end
of FY2024/25. Projects range from construction
of new residential mixed-use buildings, ministerial
housing review, and retail development to
tentative maps to subdivide land for future
development. Notable projects this year have
included: Residential and commercial development
in the Panhandle, Railyards, and Delta Shores
areas.

COMMUNITY DEVELOPMENT DEPARTMENT
5 The Department of Community Response continued
to coordinate implementation of the City-County
Partnership. Providing a framework for robust
coordination between City and County personnel,
the partnership agreement has resulted in 4,922
Homeless Management Information System (HMIS)
enrollments, 84,022 services being provided, and
over 1,200 people being placed into rapid placement
shelter sites.

In 2024, City-funded shelters provided shelter to
4,769 individuals including 1,248 children. In 2024,
3,288 individuals exited City-funded shelters
including 741 (23%) exited to permanent housing
and 792 (24%) who exited to an improved housing
destination.

In the second year of the Incident Management
Team (IMT), DCR continued to maintain and
coordinate a collaborative approach to address City
code violations while also connecting unhoused
community members to services and shelter. In
collaboration with the Sacramento Police
Department, Fire Department, Code Compliance,
Animal Control, City Park Rangers and other
contracted providers, the IMT accomplished the
following in calendar year 2024: Responded to and
closed more than 57,000 calls, including 39,157
which involved compliance/outreach and 18,732
pertaining to trash/cleanup, resulting in over 9
million pounds of trash removed. Generated more
14,000 client engagements for various services.

Obtained more than 5,900 instances of compliance
and enforcement.

Collaboration between the City and County also
resulted in the opening of the Stockton Boulevard
Safe Stay shelter with a capacity for 175 individuals.

The partnership leverages existing revenue streams
and funded programs to achieve significant success
without additional costs. The cumulative success of
this partnership is a driving factor behind the nearly
30 percent drop in unsheltered homelessness
observed in the biennial 2024 Point-In-Time Count.

The Division of Homeless Services renegotiated
contracts for the City Motel program and security
services at shelters, saving the City $3.7 million
annually and strengthened its monitoring of City
Sheltering programs to include new performance
analytics.

The Division of Community Outreach streamlined
the operations and implementation of the City
Weather Respite Program to quickly stand-up
respite centers as needed.

The Division of Community Outreach continued to
enhance efficiencies created through its
collaborative work with IT on the Salesforce
platform, which organizes department and customer
response to 311 calls for services regarding
homelessness.

D E P A R T M E N T O F

C O M M U N I T Y R E S P O N S E
6 The SAFE Credit Union Convention Center, SAFE
Credit Union Performing Arts Center, and
Memorial Auditorium collectively hosted 380
events and performances, served 843,754
attendees, and contributed over $165 million in
economic impact to the Sacramento Region.

SodexoLive!, our exclusive in-house food and
beverage provider, donated over 16,000 pounds
of food to the “Works of Mercy” Homeless
Outreach program, which is distributed
throughout the Sacramento region.

Last fall, the Center for Sacramento History
produced an exhibition in partnership with Mark
Twain Elementary School with support from the
Office of Mayor Pro Tempore Eric Guerra. The
fifth and sixth grade students at Tallac Village’s
Mark Twain Elementary School considered the
relationship between their family history and the
objects that surround them. The students each
selected an object and wrote about its significance.

These objects are presented with label text
written by the students themselves. Special thanks
to Principal Dominic Campos, Fifth Grade Teacher
Jason Hartin, and Sixth Grade Teacher Christine
Plumb-Hanifen.

A partnership with the nonprofit Sol Collective
yielded a Dia de los Muertos (Day of the Dead)
celebration in Old Sacramento, bringing over 2,000
visitors to Old Sacramento for the one-day event.

A partnership with the Sacramento County Office
of Education served 226 students through the
National History Day competition. The annual
Archives Crawl invited over 300 attendees to
engage with exhibitions of original historical
resources. The Center’s History of Racism film
series continues to be used in schools and
universities throughout California.

The Office of Arts and Culture continued the
development of more uniform approaches to
grant and public art commissioning processes,
such as improved evaluation rubrics, support for
applicants, and panelists (including recruitment,
intake, training, and the panel adjudication
process). An internal working group continued to
streamline and support the division’s overall
marketing and communications strategies. Efforts
to better document the division’s administrative,
financial, and programmatic processes continue,
while new efforts to bring clarity and efficiency to
city arts-related policies and procedures have
begun.

Fairytale Town opened a new Welcome Center
adding new restrooms for guests, introducing a
gift shop to the park, and providing long-overdue
professional office space for park staff.

The Entertainment Services Division has worked
with the Information Technology (IT) Department
on creating a needs assessment for building IT
tools, including a new website and online
permitting portal, to provide potential applicants
to go to one location to obtain information and
processes on all three entertainment-related
permits (film, special events, and entertainment
venue permits) and to apply for them.

CONVENTION &

CULTURAL SERVICES
7 Managed $64 million of special district revenue to
construct and maintain infrastructure, support
business districts, and increase tourism within the city and supported OIED in the expansion of the
Railyards EIFD.

Completed implementation of the new citywide
point-of-sale (POS) cashiering system that will accept
payments for most services, programs, fees, and
charges. City Departments that collect revenue using
in-person or online payments utilize a variety of
software applications that impact cashiering
operations. This system will streamline the process
and ensure transactions are recorded properly in the
citywide financial system.

Conducted an in-house fee study for special business
permit fees managed by the Revenue division,
ensuring full cost recovery of the permit programs.

F I N A N C E D E P A R T M E N T
Ran 108,578 incidents last year, averaging
approximately 300 per day.

Managed 491 structure fires, which equate to about

1.34 per day. Including grass, dumpsters, vehicles, and other fires, the total number of incidents was 5,109,
or 14 per day.

Over 450 fires were investigated where 45% of fires
investigated were incendiary in nature, leading to a 27 percent arrest rate.

Over 15,200 fire and life safety inspections were
performed and over 3,000 plan reviews.

Implementation of two Street Overdose Response
Teams (SORT), enabling EMS to provide alternative
responses.

F I R E D E P A R T M E N T
Developed and implemented ordinance to
collect Sacramento Tourism and Marketing
District fees directly from short-term rental
platforms ensuring collection and reducing
administration for short-term rental operators.

Optimized the use of districts and finance plans
to build priority public improvements, fund
services, and encourage private investment in the
City.

Streamlined internal procurement processes and
procedures using best practices to eliminate
redundancies, increase staff effectiveness, and
improve transparency
Implemented an appointment scheduling process
for customers requesting payment plans for
parking citations, increasing efficiency of
customer experience at the public counter.

IImplementation of a tiered EMS response model
by entering a public/ private contract with Medic
Ambulance to provide BLS ambulance response.

Transitioned to Image Trend, a new emergency
management software, aligning better with
county standards.
8 Implemented the Workplace Violence Prevention Program and the Indoor Heat Illness Prevention Program per new Cal/OSHA workplace safety requirements.

Workers’ Compensation managed 735 reports including Exposures, First Aids, Incidents, Future Medical Care, Indemnity and Medical Only claims, of which 295 were active claims requiring benefits for City employees and achieved a claim closing ratio of 115%, surpassing the annual goal of 100%, reducing financial impact, and ensuring timely employee care.

Employment, Classification, and Development completed a comprehensive review and implementation of driver's license requirements for over 6,300 City positions to ensure compliance with Senate Bill 1100.

ODE launched the Developing Equity Leadership Through Action training program, a reimagined version of the Equity and Inclusion Leadership Series. ODE, along with the City Council, City Manager’s Office, and Racial Equity Alliance, helped to pass the Sacramento Centered on Racial Equity Resolution 2024-0354 to operationalize equity through the City government.

H U M A N R E S O U R C E S D E P A R T M E N T
Launched the redesigned City of Sacramento public website to better engage with citizens and fulfill our commitment to digital service and transparency. The department also enhanced compliance with the Americans with Disabilities Act and made it easier for visitors to find the information they need and implemented a domain name change from www.cityofsacramento.org to www.cityofsacramento.gov.

The City's 311 operation has grown substantially since it started back in 2008. In 2024, 311 answered over 312,000 phone calls of which 54,000 were handled by our virtual agent without any human interaction. 311 also processed a total of 511,000 requests which originated through phone, web, mobile app, and email.

IT launched a digital reporting solution (Origami) that streamlines the submission, review, data collection, and recordkeeping process for vehicle collisions and employee injuries, and added Safety Data Sheets and inspection checklists into the Origami platform for easier access to resources and more efficient tracking of records.

Enhanced the 311 Natural Language Interactive Voice Recognition (IVR) system to autonomously handle complex calls from citizens. Artificial Intelligence feature enables callers to receive services without waiting to speak with a 311 agent. The system efficiently addresses hundreds of daily calls, such as external agency transfers, and schedules junk and appliance pickups. This allows the IVR system to efficiently handle routine tasks, freeing up 311 agents to focus on more complex requests that require human intervention.

I N F O R M A T I O N T E C H N O L O G Y D E P A R T M E N T 9 In addition to completing the construction of Aggie Square, OIED furthered the implementation of the Aggie Square Community Benefit Partnership Agreement. This included launching workforce pilots; completing the first housing project and breaking ground on two additional housing projects with City/SHRA funding supporting a total of 800 new units along Stockton Boulevard; and finalizing contracts totaling $2.4 million for Aggie Square Anti-displacement and Housing Stabilization program. This program has assisted 1,700 households and prepared 24 households for homeownership.

Facilitated amending the City code to create the new Limited Entertainment Permit (LEP) to eliminate barriers and reduce costs to encourage smaller businesses to provide entertainment. Also facilitated adding a City code to establish entertainment zones to increase economic activity and enhance customer experience.

OFFICE OF INNOVATION

AND ECONOMIC DEVELOPMENT
Continued work towards increasing affordable housing
development including completing agreements for new
residential units, applied for housing grant funds through the State, supported the zero dollar impact fee program, completed an exclusive right to negotiate agreement for City surplus property, supported on the disposition of
City property, awarded $5.8 million in State Encampment Resolution Fund grant to pilot a street to housing
program, contracted with the State for the 5th round of Homeless Housing, Assistance and Prevention (HHAP)
program funding ($27 million) and began preparations for the 6th round of HHAP funding.

The Digital Equity Response program was expanded through partnerships with telecommunications providers, Economic Development, and Community-Based Organizations to address digital access gaps in underserved communities.

Upgraded the City’s Cashiering System from an outdated point-of-sale system to a state-of-the-art cloud- based cashiering solution that accepts payment from a wide range of services, programs, fees, and charges.

The new enterprise revenue and cashiering system seamlessly integrates with the City's critical enterprise applications, including the Accela Permitting System, Customer Care and Billing, Business Operation Tax System, and Finance System. This integration enables streamlined automation and enhanced efficiency across different processes.

INFORMATION TECHNOLOGY

DEPARTMENT (CONTINUED)
10 A total of 26 businesses have now completed the Economic Gardening Program 2.0 and have reported approximately 38% in revenue growth.

Received Council approval of a term sheet to bring a new 12,000-seat soccer stadium and live music venue to the Railyards. In addition, the year saw the opening of the Wong Center senior residence and groundbreaking for the new Kaiser hospital in the Railyards.

Funded 256 events under the City of Festivals grant program with over 15,000 attendees, funded 17 Al Fresco grants and leveraged over $1,096,000 in total expenditures for the Shop916 program to support small businesses.

Continued the expanded Neighborhood Development Action Team (NDAT) Community Ambassador Program with 18 ambassadors to bring more trusted messengers to the community. The 18 ambassadors spoke 19 languages. The NDAT Community Ambassador program is an award winning cultural and language justice program created to facilitate multicultural bridge building to create and maintain relationships with community partners, businesses, and residents who represent linguistically diverse populations and/or historically underrepresented communities.

Partnered with 28 community-based organizations to train and em ploy 632 youth and young adults through the #CaliforniansForAll Youth and Young Adult Workforce grant.

The Financial Empowerment Center (FEC) continues to offer free professional one-on-one financial coaching for residents who are 18+. The FEC has assisted over 1,500 city residents which resulted in over $3 million reduced debt.

Launched the Small Business Assistance Center Pilot, a program dedicated to helping City of Sacramento small businesses start, grow, and thrive through technical assistance and microgrants.

Launched a Waterfront Reinvestment Program which will include rehabilitation of the Docks, the boardwalks, the barge, new life for the Public Market buildings and an Old Sacramento marketing campaign.

OFFICE OF INNOVATION

AND ECONOMIC DEVELOPMENT (CONTINUED)
11 License Plate Reader (ALPR) techno logy was added to the PD’s technological resources. The PD began outfitting patrol vehicles with the new Fleet 3 in-car-camera Technology which is equipped with ALPR technology and captures multiple vehicle lanes and checks vehicle license plates against criminal justice databases.

Explored a pilot program which expanded the UAS program. It assisted with area searches, rooftop checks, yard searches, searches for missing persons, and scene assessment. This program enhanced both community and officer safety while increasing employee efficiency. This program is an additional layer of de-escalation utilized by officers.

Created a Public Safety Camera Network – this is an open ecosystem that integrates and enhances the business community, government, public safety and investigation assets. This network enables citizens and businesses to partner directly with the PD to register the location of their privately owned cameras and in some cases provide direct integration to the PD for live camera viewing. This network of cameras allows responding officers and investigators to more efficiently and effectively use cameras to respond to and investigate crimes within the City of Sacramento.

Building out a new community online reporting system. The new system will allow community members to effortlessly submit their report via web or mobile app and receive automatic updates, enabling flexible communication through a multilingual process. It utilizes a powerful conversational AI system that listens, asks questions and adapts throughout the virtual investigation, submitting a report with zero wait time. In 2024, the community filed 13,579 online reports.

P O L I C E D E P A R T M E N T
The Police Departme nt (PD) continued to expand
and integrate the use of emerging technologies such
as Police Observation Devices (PODs), Unmanned
Aerial Systems (UAS) and the deployment of smart
phones to operations staff to enhance connectivity to
essential law enforcement databases.

PODS: 146 PODs are strategically located
throughout the city and in 2024 they enabled officers
to respond to and investigate nearly 967 POD
generated calls-for-service. Officers use POD data to
conduct follow-up on criminal investigations.
12 Translation services: The PD Communications Center is working hard to build the best possible interface between our community and the services we provide by improving call process by leveraging technology to assist with call triaging, redirecting, translation and locations services.

Streamlining records requests: PD receives thousands of records requests and the records division is currently working with the transparency and government affairs teams to route all requests for PD data through one portal to make it easier for the public to get what they need. They are also working with an external partner in developing an AI document redaction program which will enhance the release of records.

SPIDR Tech (Community Connect): PD uses SPIDR Tech for several purposes, primarily focused on improving community engagement and customer service. SPIDR Tech is a customer service satisfaction survey program that sends surveys to Sacramento residents who have had contact with city officers. These surveys help gather feedback on the interactions and are audited bi-monthly to ensure compliance with relevant regulations.

Additionally, SPIDR Tech is integrated into the department's reporting system. It provides updates to community members on the status of certain calls for service and police r eports submitted to the Investigations Division. This technology helps maintain accountability and transparency within the department, ensuring that residents are kept informed about the progress of their reports and interactions with the police.

Traffic enforcement: After a successful reduction in collision fatalities in 2024, the Traffic Section has expanded its enforcement efforts this year. This will include a nighttime traffic team, working the evening commute and weekend hours to address DUI and sideshow issues, and continuing the data-driven approach to deployment. This strategy places resources in the areas where the collisions and dangerous driving behaviors are occurring, ensures coverage throughout the city, and collaborates with community partners to meet the goal of safer travel for all roadway users, such as pedestrians, bicyclists, and automobile drivers. In 2024, the PD conducted 21,944 traffic stops and issued 6836 citations (24% increase). Additionally, the city saw a reduction of 31% fatal collisions and 38% fewer traffic deaths.

POLICE DEPARTMENT (CONTINUED)
The Parking Division’s implementation of the Supplemental Permit Parking (SPP) pilot program, allowing residents living in developments with little or no on-site parking the opportunity to purchase parking permits on the street, resulting in improved parking management and access to convenient parking solutions.

PUBLIC WORKS DEPARTMENT
13 The Department secured several grants, including $2.4 million to install Fleet charging stations, planning grants to improve mobility and safety in Old North Sacramento, South Sacramento, and along the Arden Way commercial corridor an Active Transportation Grant for Northgate Boulevard, and safety improvement grants.

The Recycling and Solid Waste Division distributed over 5,000 food waste collection bins to City of Sacramento residents to support the City’s organics recycling program totaling over 40,000 since June 2022
The Department completed the Broadway Complete Streets Project, Dixieanne Clean & Green Alleys Project, 21st Avenue Beautification, Memorial Auditorium Sidewalk, Highway Safety Improvement Program (HSIP) Florin Road Signals, Norwood Access Improvements, and the Audible Signals Phase 1 Project.

The Engineering Services Division completed 4,240 plan reviews for $133,914,000 in private development investments throughout the city and completed 96.8% reviews on time. With the recordation of 45 final maps/parcel maps, there is potential for 1,165 new single family residential lots, 4 new city parks and several new condominiums and apartments. The Engineering Services Division successfully issued and provided construction oversight for nearly 6,000 temporary encroachment permits.

The Fleet Management Division installed six new vehicle lifts to provide a safer shop environment; reviewed clean-up time in the maintenance shops which provided over 4,000 additional hours of billable time; Advanced Clean Fleet Regulations are underway to reduce emissions by increasing heavy duty electric vehicles and an administrative analyst was hired to research and ensure reporting compliance.

The Facilities and Real Property Division is working with IT and Human Resources, Risk Management to update the Facilities Asset Management System and centralize all City facilities into one asset database.

The Recycling and Solid Waste Division purchased the City’s first electric sideloading collection vehic le as a test pilot, with the goal of reducing carbon emissions and fuel expenses.

PUBLIC WORKS DEPARTMENT (CONTINUED)
The Parking Division extended discounted employee parking programs including the expansion of the on-street Merchant Permit Parking Program and updating the Discounted
Employee Parking Program (DEPP) eligibility requirements for discounts in City garages andpartnered with Sacramento Regional Transit to implement automated enforcement of
bus zone and bike lane parking violations. This collaboration ensures that bus stops and bike lanes are safe for all users, promoting a more efficient and secure transit environment. 14 The Auditor’s office in 2024 completed an independent review of the water and wastewater funds to determine the fiscal stability of the funds. The fund reviews were presented to the City Council and Utility Rate Advisory Committee. The water and wastewater fund reviews documented the capital and operating needs and outlined the rate adjustments needed to meet these needs at varying levels.

Completed and submitted the City’s water system lead inventory in October 2024 as required by the US Environmental Protection Agency’s (EPA) Lead and Copper Rule Revisions (LCRR) including creating an interactive GIS map for our customers. The State Water Resources Control Board, Division of Drinking Water, accepted our inventory in February 2025.

Completed an update of Americas Water Infrastructure Act risk and resilience assessment. Conducting an update every five years is a regulatory requirement. Risk and resilience assessments and subsequent emergency response plan updates are used to identify and mitigate vulnerabilities, ensuring the safe and reliable delivery of drinking water.

Completed and submitted the Combined Sewer System (CSS) Report of Waste Discharge, Water Quality Assessment, and 2024 Long-Term Control Plan Update to the California Regional Water Quality Control Board in September 2024 as required by our CSS.

Filed City protest to Delta Conveyance Project (tunnels), reached consensus on significant provisions in Water Forum 2.0 Agreement, successfully included language in Proposition 4 ballot measure that would favor DOU projects.

D E P A R T M E N T O F U T I L I T I E S
15 The Workforce Development unit provides work-based learning programs and paid work experience for youth ages 10-18. Provided employment opportunities for 300 youth, completing 30,000 hours of work at various parks, community centers, local businesses and schools. This accounts for over $1.1M dollars in direct youth investment.

The Expanded Learning section continued to partner with Robla School District, Twin Rivers Unified School District and Natomas Unified School District to receive Expanded Learning Opportunity Program funding to support increased participation in afterschool programs and to provide out of school time camps. The additional funding and partnerships will serve almost 1,000 students in the FY2024/25 school year.

The Aquatics section opened 11 neighborhood pools and four standalone wading pools for the 2024 summer season, while also operating the 10-month regional North Natomas Aquatics Complex and year- round community center. Over $45,000 in swim safe and lifeguard training scholarships were awarded to youth with financial need to participate in aquatics programs.

Older Adult Services (OAS) provided respite for 143 family caregivers through the Triple-R Adult Day Program with approximately 9,100 units of service. Financial support to allow respite for family caregivers was provided to 33% of the participants in the Triple-R program. OAS staff answered 9,872 calls or visits for Resource and Referral services at the Hart Senior Center, gave out over 8,000 Meals on Wheels meals and delivered 58,680 units of service with in-person and virtual activities. New programs this year include intergenerational programming, grief support classes and the Hart Center Parking Permit program.

Community Centers provided programming opportunities and access to safe space for over 20,798 youth and teen visits through in-person afterschool and summer camps, Hot Spots Remix, and Recreation Explorer Camp (R.E.C.), serving youth ages 3-5 in a play-based preschool program. Centers increased program offerings for older adults across the city, serving 13,114 meals in partnership with Meals on Wheels. Centers had over 34,000 senior visits and 31,000 fitness room visits.

YOUTH PARKS AND

COMMUNITY ENRICHMENT
16 The Reservations office issued over 700 youth and adult sports field permits with over $4,300 waived through the sports field fee waiver program, and over 3,000 picnic reservation permits. Community Centers supported over $220,000 in fee waivers for community-based organizations to provide programming that supports youth, families, and seniors. Organizations include Senior Link, Agency on Aging, Dignity Health, Project Alpha and more.

Park Planning and Development Services completed 23 park projects across the city and currently has 66 active park projects with an estimated budget of $39M. Recent deferred maintenance projects include Airport Little League Field Improvements, Chorley and Danny Nunn Park playground replacements, Ninos Site furnishings and soccer field renovations, Sport Court resurfacing at Woodlake, Ninos, and Glenbrook Parks.

In FY2024/25, the Park Maintenance Division assumed maintenance responsibilities for seven new parkland facilities to include: Fong Ranch Park, Robert T. Matsui Waterfront Park, Westshore Park, Vine Park, Del Rio Trail, Oakbrook Community Garden, and Wood Park Community Garden.

The Park Ranger team plays a key role in supporting the city’s IMT and rapid response efforts to address the impact of homelessness in our parks, responding to over 3,000 calls last year. Park Rangers have also implemented a conversion to Salesforce data collection software program, allowing Rangers to respond to over 4,000 311 calls for service last year.

Park Maintenance utilized nearly 30,000 volunteer hours in our parks in 2024, with a comparable wage value of over $1 million dollars. This is an enhancement to standard maintenance operations across all city parks.

YOUTH PARKS AND

COMMUNITY ENRICHMENT (CONTINUED)
17 D E P A R T M E N T S U M M A R Y G O A L S
(next year – FY2025/26 )
Complete implementation of Streamline Sacramento, a cross-departmental effort to examine the City’s procedures for reviewing and approving development projects, with an emphasis on housing.

Complete modifications to the Tobacco Retailers License Program to include Council priorities and code enforcement priorities to the ordinance.

Create an enhanced vacant building and vacant property ordinance with increased enforcement and monitoring tools. Implement a new code enforcement case management and reporting system that will be used by several departments.

Amend the Planning and Development Code to implement the Missing Middle Housing and other land use policies of the 2040 General Plan.

COMMUNITY DEVELOPMENT DEPARTMENT
Develop solutions to address funding issues by reducing costs across sheltering contracts while improving performance through increased focus on key performance indicators.

Develop and pilot innovative “ultra-affordable” Micro Community program to serve as a fiscally responsible bridge between emergency shelter and time/resource intensive housing development.

Continue to apply for all grant funding available (i.e., HHAP and Encampment Resolution Funding).

Conduct monthly reviews of shelter performance analytics.

Finalize and launch Customer 360 Phase 2 in collaboration with IT on Salesforce. This update to the 311-customer interface is expected to drive more cost and time efficient response and improved customer service.

Continue to collaborate with local partners including the County of Sacramento, Sacramento Steps Forward, the Sacramento Continuum of Care, and SHRA, to execute “All In Sacramento,” Sacramento’s Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness.

DEPARTMENT OF COMMUNITY RESPONSE
18 Continue to promote the SAFE Credit Union Convention and Performing Arts District, particularly the Memorial Auditorium and Performing Arts Center, by exploring new business strategies and community partnerships that expand facility usage and contribute to neighborhood vibrancy.

The Center for Sacramento History staff to launch a new tour program in Old Sacramento for three new tours including African Americans in Early Sacramento, Women in Early Sacramento, and Redevelop and the creation of the Old Sacramento. This is in partnership with UC Davis and Sacramento State to create the tours. These programs are being created as part of the Department’s plans to enhance history interpretation in the district.

Continue to partner with the Arts, Culture, and Creative Economy Commission in addressing the goals of the Creative Edge Plan; implementing American Rescue Plan Act support for the Creative Economy; delivering projects and initiatives focused on creative entrepreneurs and small businesses, individual artists and culture bearers, arts organizations of all sizes; and support for arts journalism as well as creative venues throughout the city. The Office of Arts and Culture will explore initiatives that address arts education and life-long learning; space-related challenges for individual artists and arts organizations; and the intersection of arts, health, and wellbeing. Major projects will continue through Art in Public Places.

Work with our nonprofit partners to advance the City’s broader race and cultural equity objectives, streamline their engagement with City offices, and further shared goals.

Fairytale Town objectives for the coming year include planning new playsets that introduce cultural influences not yet represented; widening the age range for children served via programs that appeal to older children; and strengthening ties across the community by outreach in multiple languages and new relationships with multicultural organizations.

CONVENTION & CULTURAL

SERVICES DEPARTMENT
Establish financing structures to facilitate development of Innovation Park (former Sleeptrain Arena site), the Sacramento Valley Station Master Plan area, the Railyards, the Panhandle, Delta Shores, and the Airport South Industrial project.

Implement new accounting and financial reporting standards including Governmental Accounting Standards Board (GASB) Statements No. 101 – Compensated Absences.

Provide departments and fund managers with the tools necessary to forecast labor growth, especially as it relates to retirement and other post-employment benefit costs.

Provide departments with the necessary resources to streamline procurement functions. In addition, complete research to improve citywide processes and ultimately create efficiencies and initiate money saving strategies.

Transition from mailing documents such as account statements and invoices to electronic delivery, encouraging sustainability and efficient payment processing.

Implement a web module for the Citywide cashiering system, increasing online payment access for customers.

FINANCE DEPARTMENT
19 F I R E D E P A R T M E N T
Expand the Fire Service EMT and Paramedic Program to enhance emergency response capabilities.

Full roll out and expand the Transport to Alternative Destination (TAD) Program.

Initiate a Tactical Emergency Medical Service (TEMS) Program in collaboration with SPD and DCR.

Launch a Mobile Integrated Health (MIH) Program to enhance community services.

Explore opportunities to modernize our delivery service and replace aging assets within the divisions.

Expand the scope of work of the Health and Wellness Coordinator to provide therapeutic interventions, preventative maintenance and limit workers compensation impacts and loss of duty time.

Work closely with the Regional Fire Diversity Advisory Board to establish new methods to connect with women who have never explored a career in the fire service.

Continue to work towards establishing a greater connection with our community-based organizations, neighborhood leaders, and organizations to fortify the department with new members from our community interested in a public safety career.

Continued evaluations of all divisions to determine cost-effective measures to provide quality community service.

Continue to work with Sacramento Regional Fire Dispatch (SRFECC) to ensure seamless communication and coordination during emergencies, while maintaining crew accountability. Also, continue efforts to reduce call volume and improve the dispatch process and efficiencies, making the department's assets available for the most complex fire and medical emergencies.

H U M A N R E S O U R C E S D E P A R T M E N T
Transition the eight retiree health reimbursement plans to a new recordkeeper to reduce investment fees paid by participants and enhance administrative support to the City.

Continue to refine recruitment, selection, and hiring processes to remove barriers and increase efficiency, and implement a citywide on-boarding process to engage candidates from time of offer to time of hire to improve the City’s reputation as a preferred employer.

Continue to advance and update the City’s Race & Gender Equity Action Plan (RGEAP) and begin Phase 1 of implementing the SCORE resolution (2024-0354) to operationalize racial equity citywide.

Implement a new Workers’ Compensation Claims Administration system to enhance operational efficiency and improve the management of workers' compensation claims. 20 Replace the outdated Citywide Document Management System (CCM) with a cloud-based solution.

The CCM serves as the City’s main repository for documents and records, integrating with enterprise business systems. Transitioning to a cloud solution will enhance efficiency, accessibility, security, and compliance, fostering greater transparency and cost-effectiveness.

Replace and migrate the outdated and unsupported Police Department Human Resource Information System with the City's Finance and Human Resources System. This integration will consolidate essential Human Resource functions into a unified system, enabling the standardization of business processes across the organization, enhancing transparency, improving efficiency, and reducing costs.

The IT Disaster Recovery and Business Continuity project for the City of Sacramento aims to improve the IT Department's resilience by updating its Business Impact Analysis (BIA) and Disaster Recovery Plan (DRP). The project focuses on creating a comprehensive and actionable roadmap for recovery strategies, communication processes, and business resumption plans. By enhancing these key elements, the goal is to ensure the IT department can efficiently respond to disruptions, minimize downtime, and restore services swiftly, ensuring continuous support for the City’s operations during emergencies or crises.

Modernize the IT job classifications and organizational structure under the Citywide Classification Study to reflect the critical work the department performs.

Implement Customer 360 to enhance the delivery of 311 service requests, improve citizen satisfaction, and streamline business operations. This involves streamlining business processes and workflows to improve overall efficiency in service delivery, integrating data from various internal systems with the 311 systems. The goal is to provide citizens with a clear view of their interactions throughout the service request lifecycle, aiming to improve transparency.

Enhance and expand the Customer Relationship Management (CRM) system and AI-based IVR system to reduce the 311 call wait time. Additional departments will transition to the CRM system to automate business processes, set service levels and standard turnaround times, increase communication on case status and resolutions with citizens. These initiatives will significantly improve the customer service level and transparency while reducing the operating cost for the department.

Implement a cloud-based code enforcement case management system to streamline the business process and improve customer experience. The system aims to modernize the business processes by automating and integrating with other enterprise applications. In addition, the system will improve analytics and reporting to help management make data driven business decisions.

Implement a modern Unified Endpoint Management (UEM) solution. UEM is the key to addressing mobile and traditional end-user devices, maintaining continuity of end-user computing operations, and delivering seamless IT administration in the current era of expanded remote work.

I N F O R M A T I O N T E C H N O L O G Y D E P A R T M E N T 21 OFFICE OF INNOVATION

AND ECONOMIC DEVELOPMENT
With a focus on equity and inclusion, continue to implement innovative approaches to strengthening Sacramento’s workforce, neighborhoods, and commercial corridors.

Create processes for department engagement and capacity building, while strengthening community collaboration.

Continue to advance catalytic projects, like Aggie Square, The Railyards and the Waterfront in a way that maximizes inclusive economic opportunities for adjacent communities and stimulates the economy.

Pursue opportunities to permanently implement small business assistance programs that were developed during the pandemic and increase economic growth options for Sacramento’s small businesses.

Explore and implement policies to streamline housing development and increase the stock of housing opportunities at all levels.

POLICE DEPARTMENT
Operational Readiness and Response:

Maintain a constant state of readiness and preparedness to respond to the everyday needs of our city but also exceptional situations.

Continue to invest in cutting-edge technology and training to enhance our personnel’s ability to respond swiftly and effectively to emergencies.

By optimizing our resource allocation, we will ensure that the PD is strategically positioned to prevent and deter crime.

Crime Reduction:

Employ data-driven strategies to identify trends and allocate resources to prevent and mitigate crime.

By fostering strong community partnerships, we will empower residents to be active participants in crime prevention efforts.

Remain vigilant in our efforts to proactively address crime and apprehend criminals.

Employee Investment:

Dedicated to creating a positive and supportive work environment that values both our professional staff and officers' contributions.

By providing opportunities for professional development and advancement, we will empower our officers and professional staff to reach their full potential.

Prioritize mental health and wellness programs to support the overall well-being of our officers and professional staff. It will also ensure a positive and supportive work environment that values the contributions of all our staff.
22 Quality Police Service:

Strive to build trust and positive relationships with the community through transparent and accountable policing practices.

By actively listening to community concerns and feedback, we will tailor our policing strategies to meet the specific needs of our diverse population.

Continue to uphold the highest standards of ethical conduct and integrity while promoting great customer service to our community members.

Strategic Governance:

Develop and implement comprehensive strategic plans to guide our department's future direction.

By leveraging data analytics, we will make informed decisions that drive positive outcomes.

Foster a culture of innovation and continuous improvement to ensure that our department remains adaptable to evolving challenges.

POLICE DEPARTMENT (CONTINUED)
Update the Pavement Conditions Report to reflect current conditions and maintenance strategies, including a detailed analysis of pavement quality by council district and disadvantaged areas.

Complete the Electric Vehicle Blueprint, installing public chargers at key parks, libraries, and community centers, expanding electric car share with the Sacramento Metropolitan Air Quality District, and managing the e-bike lending program with the Sacramento Public Library.

Complete the Streets for People Plan, Vision Zero Action Plan Update, Active Transportation Plan update, SacAdapt Transportation Infrastructure Adaptation Plan, Urban Forest Plan, update of the Transportation Systems Management Program (TSMP), and update to modernize the City’s Street Design Standards.

Repair and replace diesel exhaust systems in fleet maintenance shops.

Continue to implement AB 43 speed reduction measures to reduce speed limits in specified locations to address safety concerns.

Complete an update on the Fleet Transportation Policy to effectively manage the use of City vehicles.

Complete the analysis and start implementation of a plan to adhere to the Advanced Clean Fleet Regulation.

Complete the construction for the Martin Luther King Jr. Library and begin construction for the North Sacramento Hagginwood library which are funded through “Building Forward, Library Infrastructure” state grants.

PUBLIC WORKS DEPARTMENT
23 Replace the Air Conditioning Units at the Sacramento History Museum and replace the Roof and the Uninterruptable Power Supplies at the 911 communication Center.

Explore efficient and convenient ways to dis tribute compost from the City’s organics recycling program at no cost to City residents to meet Senate Bill 1383 procurement requirements. Commence construction to cap and close the final seven acres of the old City landfill site at Sutter’s Landing (28th Street) pending final regulatory approval.

Commence construction of the I Street Bridge Replacement project.

Complete environmental review of the Regional Bus Mobility Center at the Sacramento Valley Station.

Establish a Project Dashboard for all transportation projects which will give internal and external customers a view of transportation projects to enhance project coordination and collaboration of all parties in the public right of way.

Create a Project Management Database to streamline reviews and approvals to make project delivery more efficient.

Explore a flat fee for private development projects to make development more predictable.

PUBLIC WORKS DEPARTMENT (CONTINUED)
Deliver the FY2025/26 CIP water, wastewater, and drainage infrastructure programs on schedule and within budget.

Work with the Auditor’s Office to complete an energy audit. The audi t will evaluate the feasibility of DOU operations moving to 100% electric. This will include a cost-benefit analysis of DOU’s solar power purchase agreements, evaluating use of solar shares, cost-benefit analysis of participating in SMUD’s automated demand response program, and review of the impacts of fleet electrification on department operations and emergency responses.

Support the Auditor’s Office in their independent financial review of the Storm Drainage Fund (6011) and the Storm Drainage Property Fee Fund (6021).

Work with the selected rate consultant to develop a cost-of-service analysis, strategic communication plan and long-term funding plan for the water and wastewater funds that will support the FY2027/28 planned rate adjustments.

Complete implementation of $7 million grant funded groundwater projects no later than December 31, 2025. The funds will be used towards construction of capacity enhancements of existing wells which will allow for groundwater production during drier hydrologic years.

DEPARTMENT OF UTILITIES
24 The Youth Development Administration team will continue Sacramento Children’s Fund (Measure L) implementation. This work includes contract awards, annual report development, program management, and fiscal oversight.

Continue to market, inform and assist community with accessing programs that remove financial barriers to participation such as the Youth Scholarship Program Scholarship and other scholarship and fee waiver and reduction programs, and monitor effectiveness and accessibility.

Open Southside Pool and operate during the summer of 2025 season offering recreational swimming, swim lessons, and lap swimming.

Explore funding options for additional stand-alone wading pool conversions to splash pads. Ma ma Marks splash pad will be open for the 2025 season. Design will begin on the Robertson Wading pool conversion this year.

Continue to strengthen YPCE VIP volunteer program and recruit volunteers across the department to enhance community efforts in park and program engagement and support.

Continue to streamline evaluation services and performance measures departmentwide to reflect core services through a diversity and equity lens.

Continue to address deferred maintenance projects citywide, and recruit, hire and train staff to support all YPCE programs and operations.

YOUTH PARKS AND COMMUNITY ENRICHMENT
25 Council Staff Linkage: City Manager

Annual Performance Evaluation for Leyne Milstein, Interim City Manager (Review period: January 15, 2025 – July 1, 2025)

This document is intended to summarize compliance with the Council Staff Linkage Policy for the City Manager.

Scope: Council Directed

Policy Contact
Rick Jennings, Chair of Personnel & Public Employees Committee (916) 808-5813
[email protected]

Policy Number: 005
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Manager Report
Frequency: Annually, based on appointment date

A. The City Manager is the chief executive officer of the city and is responsible for its effective administration. The City Manager shall not fail to carry out the duties vested in the office by the Sacramento City Charter, and Sacramento City Code.

I acknowledge the responsibilities and duties bestowed upon me.

A. The City Manager reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Manager.

I acknowledge the reporting structure and that the City Council is responsible for hiring, evaluating, and terminating the City Manager.

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

Since my appointment on January 15, 2025, I have not allowed any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent or in violation of commonly accepted business and professional ethics. In addition, I will

2 Council Staff Linkage: City Manager
continue to support an environment where such behaviors are reported in a safe and protected environment.

C. The City Manager shall receive applicable monitoring reports and compile them into a comprehensive citywide report for submission to the city council.

The Performance Management program works closely with all levels of operations to monitor performance measures and receive results from the citywide performance management system. Currently, there are over 500 performance measures citywide.

In addition to those performance measures, there are approximately 90 performance measures included in the budget document each year.

In May 2025, the City Manager’s Office also developed and launched an external facing dashboard of key performance indicators (KPIs). The dashboard organizes key performance measures into five resident-centered categories. Each measure includes a brief description to help residents understand what it measures and why it matters on the glossary page. Over time, the KPIs will mature and evolve. We’ll refine how we measure impact and align more closely with strategic goals.

In addition, a redesigned transparency website was also developed and launched as a one-stop hub to explore how tax dollars are spent, track program performance, and access key government data in an easy-to-use format. The enhanced platform demonstrates the City’s commitment to open government and accountability.

Lastly, City Manager’s staff and the Finance Director have met with and presented the performance management program to the Measure U Community Advisory Commission, and they are currently working with the Commission to seek input as we update and refine the KPIs and overall program.

D. The City Manager shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.

I have treated the Council as a whole. I have been responsive to individual Council Members. Currently, with the Council adopted Council Proposal process, we work closely with the Clerk’s Office and the Mayor to track and follow all requests.

E. The City Manager shall use prudent judgement in the exercise of the delegations and in a manner that is operationally and economically sound, serves the best interests of the city and its residents, comports with prudent business practices, balances risks with benefits and does not expose the city to unreasonable risk.

I will review current delegations and recommend changes to comport with this policy.

F. The City Manager will timely inform the council if the City Manager determines that an activity related to the delegations presents, regardless of size or financial commitment:

1. A unique and significant operational risk.

2. A significant impact on residents.

3 Council Staff Linkage: City Manager

3. A significant impact on the city’s reputation.

4. Materially compromises the policies and goals established by the council.

I acknowledge the importance of timely information and communication and am committed to meeting those expectations. The City Express blog, our main tool for publishing City news, continues to see growth. In 2024, this news site, received 684,682 views and 394,398 unique visitors. We published 354 news articles last calendar year, an increase from 336 articles in 2023.

Our main newsletter, City Minute, saw a 12% increase in email signups, bringing the total to approximately 229,000 subscribers. The newsletter’s open rate stands at 41%, well above the government/politics industry average of 19.5%.

Using City Express as our news hub, we grew followers on all three primary social media platforms: Facebook, Twitter and Instagram. Instagram remains our strongest platform with more than 22,700 followers. Engagement on Instagram posts reached

5.06%, well above the government/politics industry average of 2.19%.

The City Manager’s Office media team of three full-time public information officers also respond to well over a 1,000 media calls a year.

G. The council may change its delegation to the City Manager at any time, subject to the city charter and the contract of the City Manager, thereby expanding or limiting the City Manager’s authority. But if a delegation is in place, the council will abide by the City Manager’s decisions in those areas that are delegated.

I acknowledge that Council may change its delegation at any time and will conform operations with current delegations.

Mayor/Council

Mayor/Council

City Treasurer
John Colville
City Treasurer
John ColvilleJohn Colville
City Attorney
Susana Alcala Wood
City Attorney
Susana Alcala WoodSusana Alcala Wood
City Clerk
Mindy Cuppy
City Clerk
Mindy CuppyMindy Cuppy
City Auditor
Farishta Ahrary
City Auditor
Farishta AhraryFarishta Ahrary
Public Safety Accountability
LaTesha Watson
Public Safety Accountability
LaTesha WatsonLaTesha Watson
City Manager
Leyne Milstein, Interim
City Manager
Leyne Milstein, InterimLeyne Milstein, Interim
Police
Kathy Lester
Police
Kathy LesterKathy Lester
Fire
Chris Costamagna
Fire
Chris CostamagnaChris Costamagna
Finance
Pete Coletto
Finance
Pete ColettoPete Coletto
Information Technology
Darin Arcolino
Information Technology
Darin ArcolinoDarin ArcolinoCity Manager
Reporting Department
City Manager
Reporting Department
City Manager
Direct Report Departments
Public Safety
City Manager
Direct Report Departments
Public Safety
Assistant City Manager
Leyne Milstein
Internal Services
Assistant City Manager
Leyne Milstein
Internal Services
Leyne Milstein
Internal Services
Assistant City Manager
Ryan Moore
Municipal Services
Assistant City Manager
Ryan Moore
Municipal Services
Ryan Moore
Municipal Services
Assistant City Manager
Michael Jasso
Community
Assistant City Manager
Michael Jasso
Community
Michael Jasso
Community
Community Advocacy & Public Safety
General Council & Advisory
Litigation & Human Resources
Strategic Project & Research
Public Works
Matt Eierman
Public Works
Matt EiermanMatt Eierman
Utilities
Sherill Huun, Interim
Utilities
Sherill Huun, InterimSherill Huun, Interim
Community Development
Tom Pace
Community Development
Tom PaceTom Pace
Convention & Cultural Services
Megan Van Voorhis
Convention & Cultural Services
Megan Van VoorhisMegan Van Voorhis
Economic Development
Denise Malvetti
Deputy Director
Economic Development
Denise Malvetti
Deputy Director
Denise Malvetti
Deputy Director
Bids & Contracts
Boards & Commissions
Elections
Legislative Support
Records
Citywide Banking
Debt Management
Investments
Auditing
Research & Analysis
Whistleblower
311 Center
Applications & Data Management
Enterprise Business Systems
Geographic Information Systems
IT Customer Services
Technical Support Services
Technical Administration
ADA & Leaves
Benefits & Retirement
Diversity & Equity
Employment, Classification & Development
Environmental Health & Safety
Equal Employment Opportunity
Labor Relations/Policies
Risk Management
Workers’ Compensation
Accounting
Budget, Policy and Strategic Planning
Cannabis
Payroll
Procurement Services
Public Improvement Financing
Revenue
Field Services
Investigations
Operational Services
Violence Prevention
Emergency Management
Emergency Medical Services
Fire Prevention
Fire Suppression
Climate Action & Sustainability
Engineering Services
Facilities/Real Property Management
Fleet Management
Maintenance Services
Parking Services
Sacramento Marina
Solid Waste
Transportation
Office of Director (Administrative Services)
Business Services
Engineering & Water Resources
Water O&M
Wastewater & Drainage O&M
Animal Care Services
Building
Business Compliance
Housing & Dangerous Buildings
Neighborhood Code Enforcement
Planning
Community Engagement
Community Investment
Economic Development, Innovation,
& Entrepreneurship
Housing Policy
Workforce Development
Youth Development
Organization Chart – updated 06/28/2025
Center for Sacramento History
Office of Arts and Culture
SAFE Credit Union Convention &
Performing Arts District
Old Sacramento Historic District
Crocker Art Museum
Fairytale Town
CLARA Studios for the Performing Arts
Sacramento History Museum
SMUD Museum of Science & Curiosity
Sacramento Zoo
Assistant to the City Manager
Amy Williams
Chief of Staff
Assistant to the City Manager
Amy Williams
Chief of Staff
Amy Williams
Chief of Staff
Media &
Communications
Media &
CommunicationsCommunications
Governmental
Affairs
Governmental
AffairsAffairs
Special
Projects
Special
ProjectsProjects
City Manager
Office or Program
City Manager
Office or Program
Human Resources
Shelley Banks-Robinson
Human Resources
Shelley Banks-RobinsonShelley Banks-Robinson
Mayor/Council
Charter Office
Mayor/Council
Charter Office
Mayor/Council
Office or Program
Mayor/Council
Office or Program
Community Response
Brian Pedro
Community Response
Brian PedroBrian Pedro
Alternative 911 Response
Unsheltered Response and Support
Youth, Parks & Community
Enrichment (YPCE)
Jackie Beecham
Youth, Parks & Community
Enrichment (YPCE)
Jackie BeechamJackie Beecham
Community Enrichment
Golf Operations (Contracted)
Park Maintenance/Historic Cemetery
Park Rangers
Planning & Development
Youth Division
Report Org Chart Updates:
[email protected]
Report Org Chart Updates:
[email protected]

OVERVIEW
OF THE

DEPARTMENT
01 Neighborhood
Vibrancy
Social
Cohesion
Individual/
Community Well-being
Civic
Engagement
Our influence
CCS
Revenues

SAFE CU
Convention &
Performing
Arts District
Center for
Sacramento
History
Office of
Arts & Culture
Entertainment
Services Administrative

NON - PROFIT PARTNERS
MOSAC Crocker
Art Museum
Fairytale
Town CLARA Sacramento
ZOO
Sacramento
History
Museum
Convention &
Cultural
Services
Fund, permit and support

WHAT WE DO
Commission public art
Manage districts & operate
facilities
Collect, organize and care

TEENS COLLECT

CLEAN CALIFORNIA

CREATIVE CORPS

EMPLOYEES
124.5

9.5 5
7 8.95
8 2

84.05CCS Administration
Crocker Art Museum
Entertainment Services Division
History Division
Office of Arts and Culture Division
Sacramento Zoo
SAFE C. U. Conv. & Perf. Arts Dist. Division
$31.7+
Million

DEPARTMENT BUDGET

GENERAL
FUND

INNOVATION &

GROWTH FUND

ALL OTHER
FUNDS

COMMUNITY

CENTER FUND

80.44% 15.63%

2.67% 1.13%

0.6%
GF/MU
Budget

OFFICE OF

ARTS & CULTURE
02 NEIGHBORHOODS
& DISTRICTS
Creative
Edge

INVESTMENT
ARTS

EDUCATION

ARTISTS &

CREATIVES

CREATIVE

ECONOMY

CULTURAL
EQUITY

PARTNERSHIPS

AROUND YOUTH

PROFESSIONAL

DEVELOPMENT

CURATORIAL

PROGRAMS

CREATIVE ECONOMYART IN PUBLIC
PLACES
Office of Arts & Culture
Regional
Partner
Regional
Thought
Leader
Arts &
Culture
Help
Desk
City
Thought
Partner
Art program administration
Collection management
Public art help
Cost recovery program

GRANTS UNDER

MANAGEMENT
213
IN 2024

ORGANIZATIONS
FUNDED
67 Arts and Culture
(ARPA) Nonprofit
Recovery Program
Grants Generated

DIRECT SPENDING
$123.9m

IN PERSON ATTENDANCE

1.5m

FREE ATTENDANCE
309,000

ORGANIZATIONAL

EXPENDITURES
$148m

AUDIENCE EXPENDITURES
$94m

STATE & LOCAL

TAX REVENUE
$16.7m
Driving
Enormous
Economic
Impact to Our
Region
NEW

PERMANENT

SCULPTURES
19 MURAL

PROJECTS
3 DEDICATION

CEREMONIES
3 PUBLIC

WORKSHOPS
7 MAINTENANCE

PROJECTS
9 TEMPORARY

ART PROJECTS
2 Del Rio Trail

INVESTMENT

THROUGH CLEAN

CALIFORNIA
$2.5m

PERMANENT
PUBLIC

ARTWORKS

ALONG THE TRAIL
18 COMMUNITY

COLLABORATORS
500
Florin Community
Beautification Project

SQUARE FEET

OF MURALS
3,426
LARGE

SCULPTURES
26 BANNERS

DESIGNED BY

AREA YOUTH
37 GRANT FROM THE

CALIFORNIA ARTS COUNCIL
$4.75m
GRANTS
28 ARTISTS

PARTICIPATING
708

ARTISTS IN

GOVERNMENT

DEPARTMENT
5 CENTER

FOR SACRAMENTO

HISTORY
03 Local Government records
Private collection
Artifact collection
Film collection
Collect & Preserve
Photography
Oral histories
Seavey Letter re: KKKLloyd Dawson "Bat Man"15 million feet of moving image filmOver 8 million photographs

Process materials
Post those materials to
online repositories
Support and respond to
requests
Make Accessible
508 Archival Materials Processed705 Researchers Served
Special exhibits
Programming
Community outreach
Historic district management
Interpret & Educate
Films
Public speaking
Supporting other
departments
Teens Collect”Mom…Guess What”28 Events, 828 Interactions IN FY 2024

DIGITAL

REPOSITORIES

ACCESSED
290,992
TIMES

MILLION

FACEBOOK &

INSTAGRAM
VIEWS

4.36 YOUTUBE
VIEWS
261,748
Old Sacramento
Advancing heritage tourism by
reimaging the history experience

History of Racism Series

ENTERTAINMENT

SERVICES

DIVISION
04 Entertainment
Services
VENUE

PERMITTING

SPECIAL
EVENTS

SACRAMENTO
FILM + MEDIA

ENTERTAINMENT

VENUE PERMITS

IN THE CITY
70 Special Events

SPECIAL

EVENTS ARE

PERMITTED

EACH YEAR
1,300
Centralized
website &
Communications
campaign
Online
permitting
Updated
policies to
entertainment
-related
sound
SACRAMENTO FILM + MEDIA
FILMS

PERMITTED
74 FILM DAYS
136

GENERATED

SACRAMENTO
SPEND
$6.4m

LOCAL HIRES
953

HOTEL ROOM
NIGHTS
4,014
WB

SACRAMENTO
SPEND
$5.3m

FILM GRANT INVESTMENT
$70,000

FOR EVERY DOLLAR

INVESTED, WE GOT BACK
$4.60

SAFE CREDIT
UNION

CONVENTION &

PERFORMING

ARTS DISTRICT
05 IN FY 2024
EVENTS
244

PERFORMANCES
136

ATTENDEES
843,754

ECONOMIC IMPACT

TO THE REGION
$166.1m

ADMINISTRATIVE

SERVICES
06 Administrative Services Division
FISCAL

OVERSIGHT
HUMAN

RESOURCES

CULTURAL

PARTNERS

FACILITY/

PROJECT

MANAGEMENT
OLD

SACRAMENTO
Fireworks

THANK YOU
Community Development
Tom Pace, Director

Community Development
32 CDD – Staff & Budget
33 $62.89M
Total Budget
$31.6M
Revenue
Budget
$24.1M
Net General
Fund Reliance
318
Full-time equivalent
positions
(FTE)
Administration
● 24 FTE
● Personnel
● Accounting & Budget
● Fee Programs
● Training
● Employee Engagement
● Strategic Planning
34 Planning Division
● 53 FTE
● Long Range Planning
● Current Planning
● Environmental
● Urban Design /
Historic Preservation
● Zoning
Administration
● New Growth
35 Current Planning & Zoning
1,050
Dwelling units
Approved in 2024
Average e-mail
response time
4 hours 644 414
Zoning investigations
in 2024
Planning Applications
in 2024
Reviews permits, processes applications,
and assists customers to ensure
compliance.
4,016
Building Permits
Reviewed in 2024
Budget Performance Measure: Percent of director-level
planning files completed within 90 days.

FY 24 Actuals FY 25 Estimate FY 26 Target
56% 46% 55%
Building Division
Ensures safety of new &
existing buildings
● 89 FTE
● Permit Services
● Project Management
● Plan Review
● Inspections
37 Plan Review & Building Inspections
Ensures buildings meet minimum
code requirements.

98.6%
Plan Reviews
completed on time
Plan Reviews
annually
23,297 $8B
Construction value
FY 19 – FY 24
71,924
Performed Inspections
annually
96%
Inspections completed
on time
Budget Performance Measure: Percentage of residential
building permits issued within 2 days.

FY 24 Actuals FY 25 Estimate FY 26 Target
86% 85% 85%
● Streamlining
building permit
process
● Council update
on 4/8
39 Code Enforcement
● 89 FTE
● Neighborhood Code Compliance
● Business Compliance
● Entertainment Permits
● Tenant Protection
● Vacant Lots
● Dangerous Building Inspection
● Rental Housing Inspection
40 Code Enforcement
Promotes and maintains a safe
environment through education and
enforcement.

Rental Housing
Inspection Program:

Inspected in 2024
4,958 3,227
Vehicle Abatement:
total vehicles towed
FY 24
33,348
Vehicle Abatement:
total inspections
FY 24
3,566
Vacant lots citywide
178
Active vacant
building cases
Budget Performance Measure: Vehicle cases closed within 21 days.

FY 24 Actuals FY 25 Estimate FY 26 Target
53% 78% 60%
Animal Care Services
Goal: Public safety,
lifesaving, community
outreach
● 63 FTE
● Care for lost, abused,
and neglected animals
● Enforce animal-related
laws
● Second highest number
of 311 calls
42 Front Street Animal Shelter
In-house spay and
neuter surgeries
3,200 832
Unhoused owners
receiving services
1,509
Homeless Outreach &
Assistance Program pets
served
900
Volunteers
5,972
In-house medical
exams
Budget Performance Measure: Percent of animals adopted, transferred, sent to rescue, or returned to owner (live release rate).

FY 24 Actuals FY 25 Estimate FY 26 Target

81.9% 90% 90%
& Homeless Outreach and Assistance Program
Community Development – Key Priorities
Animal Care
44 Backlog of veterinarian services Kennels often at or over capacity Facility in need of improvements Community Development – Key Priorities
Planning
45 Rezoning Missing Middle Housing State planning and housing laws

Community Development – Key Priorities
Building
46 Streamlining Hiring and training new staff Advocating for sensible legislation

Community Development – Key Priorities
Code Enforcement
47 Nighttime demand and
enforcement
Addressing dangerous and
vacant buildings
Staff recruitment and
retention

Community Development
Technological Efficiencies
48 Planning
• Customer inquiry
& response
management
Building
• Virtual building inspections
• AI-powered building plan
review
Enforcement
• New case
management
Animal Care
• Automated pet
licensing renewal
• Efficient route
planning
Code
CDD’s FY 25/26 Budget Reduction Strategy
● Revenue Increases & Offsets = $2.6M
● Elimination of 3.0 Vacant FTE = $484K
● Affordable Housing Fee Reduction Program = $500K
49 Contact us:

Tom Pace, Director
Community Development Department
300 Richard Boulevard, 3rd Floor
Sacramento, CA
[email protected]
cityofsacramento.org

50 DRINKING WATER

STORMWATER

WASTEWATER

ABOUT THE

DEPARTMENT
CORE SERVICES:
• Drinking water
• Drainage
• Wastewater
• $249 million revenue in fiscal year 2024
• $226.6 m
illion in proposed five-ye ar
capital improvement projects (2025-29)
• 100-square miles of service area
• 599 FTEs

FUNDING AND FINANCING SOURCES

REGULATING AGENCIES

INCREASING REGULATIONS

COLLABORATING AGENCIES

OFFICE
OF THE

DIRECTOR
• Management
• Support
• Coordination
• Government Affairs
• Communications
• Safety, Security, Emergency Prep
• Sustainability
• Employee, Administrative Services
• IT Support
Drought-tolerant landscape demonstration garden

DRINKING
WATER
• Distribution
• Treatment
• Maintenance
• Water Quality
• Research & Development
• Utility Construction
Sacramento River Water Intake Facility
WATER

FACILITIES
Treatment plant (2)
Reservoirs (17)
Groundwater wells (30)

• 1,600 miles of
drink
ing water
pipe
• More than the
dista
nce from
Canada to
Mexico by car
(1,300 miles)
• Produce 25
billio
n gallons
of drinking
water annually

WASTEWATER
& DRAINAGE
• Wastewater Collection
• Drainage Collection
• USA
• Operations and Maintenance
• Electrical, Instrumentation
• SCADA
Staff unclogging storm drains

WASTEWATER

FACILITIES
CSS Treatment plants(2)
Reservoirs (5)
Sump stations (50)

STORMWATER

FACILITIES
Sump stations (109)
Emergency Generators DOU (71)
Emergency Generators GS (41)

• 840 miles of
was
tewater pipe
• 860 miles of drainage
pipe
• More
than the distance
from S
acramento to
Seattle by car

ENGINEERING
& WATER

RESOURCES
• Development Review
• Floodplain Management
• Construction Management
• Drainage Engineering
• Electrical Engineering
• Wastewater Engineering
• Water Engineering
• Water Conservation
• Environmental & Regulatory Compliance
• Water Policy & Regional Planning
• Logistics
Shasta Groundwater Treatment Facility

BUSINESS

SERVICES
• Account Management
• Customer Services
• Fiscal Operations
• Financial Planning
Stock Photo

DEPARTMENT CHALLENGES
Deferred Maintenance = $2.1+ billion
Aging systems
Impact of homelessness
Security risks
Public Health & Safety
Climate change
Flooding
Infrastructure maintenance
Power outages
Staffing

cityofsacramento.gov/utilities
facebook.com/SacramentoCityUtilities | instagram.com/SacDOU | tiktok.com/CityofSacUtilities Sacramento River Water Intake
Diverse, Dynamic, Together
Mission, Vision &
Core Values
Mission: Together we empower our youth, strengthen neighborhoods, and provide life-enriching programs for a beautiful, livable community.

Vision: Our beautiful parks and enriching programs create a thriving community with healthy, strong, and cohesive neighborhoods.

Values: Inclusiveness & Equity, Innovation, Collaboration, Stewardship, Excellence, Safety, Customer Service, and Enjoyment & Fun
Goals &
Priorities
Creating Pathways for
Youth Development
Quality Parkland and
Recreation Facilities
Lifelong Recreation
and Learning
Community Livability and
Strong Neighborhoods
Success through
Excellence
Budgeted
Operations
Administration & Fiscal Services
Park Safety Ranger Division
Park Planning & Development Services
Park Maintenance Division
Youth Development
Civic Engagement
Expanded Learning
Workforce Development
Community Centers
Youth & Adult Sports
Older Adult Services
Aquatics
Camp Sacramento
Permitting & Events
709 FTE
= 1,593 Individual
Employees
$46M
Measure U Fund
$67M
Operating Budget
Administrative &
Fiscal Services
Provide department-wide support for
 Fiscal Management
 Human Resources
 Procurement
 Grant Administration and Management
 Lease Management
 Administrative Operations
73 Active Gifts to Share
Accounts
$658,000 Current Funding
Across all Accounts
Parks & Community
Enrichment Commission
YPCE
Administration
Grant Portfolio
Community
Reinvestment Fund
(CRF)
Lower American
River Parkway
(LARP)
Ann Land & Bertha
Henschel Memorial
Fund
Pathways &
Resources for Youth
Development &
Empowerment
(PRYDE)
Community
Development Block
Grant
(CDBG)
Clean California
Grant - Hanami Line
Project
State Park
Development &
Community
Revitalization
Program - Del Paso
Per Capita Grant -
Hagginwood Park
$34M
 Design, Development
and Renovation of City
Parks and Park Amenities
 Facility Improvements
 Youth Development
Programs and Services
Park Ranger
Division
15 Park Safety
Staff
4,467
Total Calls
for Service
45 Requests for Park
Cleanup Support
Responsible for the service, safety, and preservation of all 237 City parks, community centers, bike trails, & open
space, totaling 4,360 acres.
107
Special Event
Support Hours
3,210
Rapid Response
Calls
2,068
Permits Posted
Average of 297 calls per full time employee

Park Planning &
Development
Services
 Park Impact Fee and Quimby Parkland
Dedication
 Park Plan 2040
Responsible for parkland acquisition, park
planning, policy implementation, design and
development of new parks and renovations
Citywide.
72 Active park projects
with budget of $39M
23 Completed Park Projects
/ Renovations in FY 23-24
$27M Reduction in Deferred
Maintenance Since FY20
Deferred
Maintenance
Measure U and Grant Funds
Parks Facilities Pools
Council approved resolution for
reallocation of funds
Before
After
70% of deferred maintenance
projects funded by Measure U
reallocation in FY24

DEFERRED MAINTENANCE (DM) BY ASSESSMENT
Type Prior DM
(Baseline)
Completed
Project
(FY21/22)
Completed
Projects
(FY22/23)
Completed
Projects
(FY2
3/24)
Current DM
Parks DM Assessment $140M $5M $4M $2.7M $116M
Citywide Pool
Assessment
$17.2M $1.9M $1.5M $265k $11.7M
Facilities Assessment $7.3M $236k $1M $875k $5.2M
Grand Total $164.5M $7.1M $6.5M $3.8M $132.9M
Before
After
Park Maintenance
Daily care and maintenance of 237 parks, parkways,
Sacramento’s historic cemetery, community gardens
and open space areas spanning over 4,360 acres.
5,000+ Organized youth & adult
sporting events
4886 Individual requests for service
(via 311) in 2024
475+ Permitted park events
27,053 Volunteer hours in 2024 with
a comparable wage value of
$1,044,516
Supported by 125 Full Time
Employees
Park Maintenance
Measure U Core
Services
 Weekly Mowing (Every 7 days)
 Inspection, Cleaning, Waste Pick up (+Daily)
 Basic Sports Field Preparation &
Maintenance (Seasonal)
 Irrigation Inspection & Repair (On Demand)
 Weed Abatement & Fire Fuel Modification
(Seasonal)
 Playground Infill Safety Material (Rotational
As Needed)
 Mulching of Perennial Shrub Beds
(Rotational As Needed)
 Other Landscape Enhancements
Dependent on available funding

Community Centers
20,798
Preschool, Youth, &
Teen Visits
31,807
Wellness visits
13,114
Meals on
Wheels served
34,014
Older Adult
visits
15 City-operated Community
Centers & Clubhouses
1,275
Facility rentals
Served as
Emergency
Shelters
$220,000+
Fee Waivers
Community Centers
6 Voting
locations
700
Field
Allocations
2,802
Park Permits
Registrations
100+
Special
Events
0 10000
20000
30000
40000
Youth &
Teens
Older Adults Wellness
Rooms
Meals on
Wheels

VISITS BY PROGRAM
FY 23 FY 24
Aquatics
Provide water safety and recreational swim programs
for youth, adults and families at 17 facilities citywide.

Over 100,000
drop-in visits to city
pools in 2024
Provided over 675
classes that resulted in
over 4,800 registrations
Employed 176
youth in 2024
Aquatics Section is recognized by
the American Red Cross as one of
California’s Top Training
Providers
Over $62,000 issued
in annual scholarships
Aquatics
Core Services
Affordable Safe Swimming
Environments
Water Safety Education
Drowning Prevention
Youth Employment
Youth Development
Administration
Grant Making &
Grant Monitoring
Sacramento
Children's Fund
(Measure L)
Citywide Youth
Development Plan
Implementation
Data, Evaluation, &
Continuous Quality
Improvement (CQI)
Youth Development
Training
Youth Development
Core Services
Measure U Grant Funded Highlights
55 Community Based Organizations funded from FY24
~$14M
Total Grant Funds FY24 - Current
~8,000
Participants in grant funded programs FY24
Civic Engagement
Sacramento Youth Commission (SYC)
Summer @ City Hall (S@CH)
Program aims to work with youth to empower
young people with knowledge, resources,
opportunities to enhance their lives, build
character, and life skills that will give them a
sense of social and civic responsibility.
19 seats with 14 appointees
representing Sacramento youth
voice
71 students participated from 21 different
high schools
All participants completed student
led project and successfully
partnered with Council Offices
Expanded Learning
After school and summer programs and
services to over 4,000 school age youth and
teens on school campuses and in city parks
that provide families with
safe spaces and
daily meals.
4th R
Licensed
childcare
Sacramento
START
Summer
Oasis
Youth Workforce
Development
Upskilling youth 10-18 years of age citywide for
long-term success incorporating youth
development strategies into stipend based and
paid work experience opportunities.

More than 800 youth registered for the 22
cohorts of stipend-based programs at
community centers throughout the city.

Provided employment opportunities to
299 youth, completing 30,824 hours
of work at various parks, community
centers, local business, or schools.

Youth investments through stipend-
based programs and paid work
experience
$1,150,996
Older Adult Services
Measure U Core Services
3,000+
Older adults served monthly
Older Adult Services operates the Hart Senior
Center and Triple R, the licensed Adult Day
Program for seniors experiencing dementia.

Recreation Fitness Enrichment
Programs
3 Licensed dementia care for older
adults locations serving 180 families
 Daily meals for older
adults and weekly food
distribution
 Social services and
referrals
 Safe spaces for adults and
older adults
 Provides low-cost respite for
working families caring for
loved ones with dementia
Community Enrichment
These programs continue to address Measure U
core services.

Youth and Adult Sports
Access Leisure
Camp Sacramento
Recreation, adaptive sports, and
events for community members of all
ages with disabilities along with
department-wide disability etiquette
and inclusion training for staff in all
program areas.

Outdoor camp serving youth and
families for over
100 years.
4,000 users at 28th & B Skate and
Urban Art Park.

Youth and adult sports leagues with
over
5,000 participants.
1,300+
Event dates in 2024
Special Events permits for city parks and public
right of way for events of any size to 200+ that
includes amplified sound, alcohol, open to the
public, and street closures
Special Events Neighborhood
Block Permits
Event Support
Services Council Support
Permitting &
Events
Budget Reduction Strategies

PROGRAM REVENUE

ENHANCEMENTS

VACANCY REDUCTIONS

AND STAFFING

REALIGNMENT

MODIFIED PROGRAM

AND SERVICE DELIVERY

CONSOLIDATED

COMMUNITY CENTER

AND POOL OPERATIONS
Budget
Reduction
Impacts
Overtime funding in Park
Maintenance and Park Safety
Deferred maintenance
Program capacities and
service levels
Scholarship fund balance and
fee waiver relief
At YPCE, our culture is built on a foundation of inclusivity, collaboration, and a shared passion for creating a vibrant community where everyone belongs and thrives.

Q&A
CITYOFSACRAMENTO.GOV
/YPCE

Life, Property, Prevention, and Environment
The Heartbeat
of Sacramento
79,880
EMS Responses
Every 4 Minutes
20,100
Service Calls For
Unhoused
5747
Fires One Every
90 Minutes
3%
Annual Increase in
call volume
Growth
110,000
Calls Annually
2 91205
110000
53042
79880
5350
20100
3772 5747
2017 CY 2024 CY
Population v Calls For Service

TOTAL CALLS EMS UNHOUSED FIRES
3 • Invest In Firefighter Wellness
• Reduce Call Volume Through
Alt
ernatives
• Invest In Infrastructure
• Modernize Deployment Models
Station 4
Built In 1933
4 34
Fire Companies
146
Square Miles
178
Daily Staffing
540,000
Residents
3033
Residents Per
Firefighter
5 6What We Do
146
Square Miles
With Contracts
$156 M
Budget
24 Fire Stations
540,000
Population
Adjusted For
Contract Area
178
Firefighters
Per Day
24/7/365
7 8
1420
State of CA
Residents per
Firefighter
3033
Residents Per
Firefighter
20,100
Unhoused Calls
Rising Demand
3%
Annual Increase in
call volume
Growth
540,000
Population
Station Four
Built In
1933
2024
Engine 4 - 5726 calls
Medic 4 - 4055 calls
Squad 4 – 2062 calls
9 19th Street and X Street
10 110,000
Growing 3%
Per/Year On
Average
.

Opportunities
11 The Human Cost of Cuts
Slower Response
Fewer Companies Available
Increased Risk
Station closures
Delayed Care
EMS Reductions
Fewer Firefighters
Increased Economic Loss
12 Questions

Department History
2 DCR
Sac PD Sac Fire
The mission of the Department of Community Response is to provide compassionate and individualized support to people experiencing homelessness with the goal of aiding them on their path toward recovery, wellness and self-sufficiency.
3 DCR: By the Numbers (FY24/25)
4 3 offices
37 FTEs
(budgeted)
30 programs
and contracts
$51.9M
Budget
$5.9M
Operating
$46M
Projects
DCR FY24/25
Budget
• $25.4M FY24/25 City
Ge
neral Fund
• $46M Total Project Funding
• 75% of DCR's project
fundi
ng is one-time, short
term, or external.

Funding Source Amount
DCR Operating (GF) $5,863,000
DCR Annual Project Funding (GF) $11,414,000
1-Time FY24/25 Project Funding (GF) $8,167,000
HHAP-5 Project Funding $20,889,000
Previous HHAP Project Funding $3,800,000
FY22/23 Operating Savings Project Funding $1,727,000
TOTAL $51,860,000
Office of the
Director
The Office of the Director
oversees management and
coordination, strategic
planning, communications,
government affairs and
employee and administrative
services for the department.
6 Office of Community
Outreach
7 The Office of Community
Outreach responds to 311 calls
for service by deploying teams
of social workers and outreach
specialists who use evidence-
based practices to help people
experiencing homelessness get
off the streets and into better
circumstances.
8 • Enroll people into the Homeless
Management Information System
• Provide vital document assistance
• Complete shelter surveys to place people
on the shelter list
• Provide real-time referral to mental-
health services and CRBH
• Refer and transport people to the
Outreach and Engagement Center,
Roseville Road campus and the Stockton
Boulevard Safe Stay
• Refer and link to CORE centers
• Connect to Veterans Services
Neighborhood
Resource
Coordinators
City Outreach Work (Calendar year 2024)
9 1,818
People Served
15 FTEs 8,478
1,181 9,773
Number of
Employees
Number of
Services
Number of
Rapid
Placements
Number of
Unique
Locations

Office of Homeless
Services
The Office of Homeless
Services manages and monitors
most of the City’s shelters and
other programs for people
experiencing homelessness.

City shelters include
congregate, non-congregate,
youth, women and families,
respite and motels.
10 DCR Programs
and Contracts
• 30 Total
• 18 Shelter Sites
• Navigation Services
• Case Carrying Outreach
• Cleanup Services
• Coordinated Access

City Funded Shelters
12 Congregate
• Meadowview
• X Street
• North 5th
Street
Non-Congregate
• Roseville
Ro
ad Campus
Transitional Age Youth
• The Grove
• LGBT Center
• Wi
nd Youth Services
• Waking the Village
Women & Families
• Saint John’s
Pro
gram for Real
Change
• Weave
Resp
ite Centers
• Outreach and
Eng
agement
Center
City Motel Program
• 200 rooms at
th
ree locations
City Funded
Shelters
1,375 (1,350 in 2023)
Total number of beds
Shelter Sites
18 4,769 (4,380 in 2023)
47% (41% in 2023)
Number of people sheltered
Exited to improved circumstances
Outcomes for calendar year 2024
Incident
Management
Team (IMT)
Responding to
Homelessness
All calls for homelessness concerns are
prioritized daily as they are received from the
311 system.

CALLS PER DAY: Average 120 calls per day
CALLS PENDING: Approximately 500-750
(down from 3,800 in September 2023)
RESPONSE TIME: 24-48 hours for General
and Priority Rapid Response Calls (down from
16-20 days in September 2023)
311 CALLS FOR SERVICE

WITH IMT RESPONSE
IMT Challenges:

Requires coordination
with private property
owners, railroads,
canals and waterway.

Incident Management Team
Broadway: Storage on public property (SCC 12.52.40) and camping on critical infrastructure (SCC 8.140) Before After

IMT Benefits:

The IMT frees up
personnel from
other City
departments,
which allows them
to remain focused
on their primary
functions.

Decrease in calls to
Sac PD related to
homelessness
citywide
Decrease in calls to
Sac PD related to
homelessness in
central city
19%8%
29%
The decrease in overall homelessness in
Sacramento between 2022 and 2024 — one of
the largest decreases in homelessness
statewide, according to the most recent Point-
in-Time (PIT) Count.
20 Budget Challenges
21 • $46M Annual Project Cost
• Only 25% Funded by City
On-Going Annual Budget
• 75% of DCR's project
funding is one-time, short
term, or external.

Budget Strategies
We are renegotiating our
contracts and expect to save
the department more than $5
million this year so we can
extend provision of our
services.
22 We have aggressively pursued
and received $18M in State
Encampment Resolution Fund
grants to launch Street to
Housing pilot and expand
Roseville Road. We soon will
become a CalAIM provider.

Decrease contract costs Identify new funding
Optimize efficiencies
DCR’s forward-thinking use of
technology and data
collection, including its
collaboration with IT on
Salesforce, has allowed it to
operate more efficiently and
effectively with lean staff.

New Approaches and Models
23 • New supportive services model (maximize all available offerings)
• Microsites/ADUs/scalable Permanent Supportive Housing • Clients pay into program to maintain sustainability
• Public/private partnerships
Never losing focus on why this matters
“It was a team effort, with each
organization playing a key role
in providing resources,
advocacy and long-term
stability. The journey was not
easy, but it showed the power
of community coming together
for the greater good.”
-- Agustin Ramirez, Neighborhood
Resource Coordinator
Thank you!
Contact us:

City of Sacramento
Department of Community Response
915 I St
Sacramento, CA
[email protected]

Human Resources
Shelley Banks-Robinson
April 1, 2025

2 Human Resource
Department
(83) FTE
Benefit Services
(12) FTE
Diversity & Equity
(3) FTE
Employment,
Classification &
Development
(20 FTE)
Employment
Classification
Organizational
Development
Labor, Leaves & Civil
Rights (EEO & ADA)
(15 FTE)
Labor Relations
Equal Employment
Leaves & ADA
Risk Management
(32) FTE
Environmental
Health & Safety
Workers’
Compensation
Human Resources
Organizational Structure
3 Human Resources Budget

Authoritative Sources
4 Equal Employment
Opportunity Commission Skelly Process Rights
California Labor Code,
Division of Workers’
Compensation
Family Medical Leave Act
California Government
Code Chapter 10 - Local
Public Employee
Organizations
California Family Rights Act
Meyers-Milias-Brown Act California Department of
Industrial Relations Weingarten Rights California Department of Motor Vehicles City Charter Civil Service Rules
Labor Agreements Citywide Policies Americans with Disabilities Act Affordable Care Act California Health Care
Mandate CalPERS
Internal Revenue Service Cal/OSHA Environmental Protection Agency
Federal Motor Carrier Safety
Administration/Department
of Transportation
Benefits Services
Samantha Hardy, Human Resources Manager
5 Employee (~5000 Actives) Benefits :
• Medical including traditional
copay and high-deductible
plan plans
• Dental
• Vision
• Basic Life Insurance with
Accidental Death and
Dismemberment
• Long-Term Disability
• Employee Assistance Program
• 401(a) Deferred Compensation
• Retiree Health Savings Plans
Employee Voluntary Benefits:
• 457(b) Deferred Compensation
Plan
• Supplemental, Additional, or
Choice Life Insurance
• Short Term Disability
• Flexible Spending and
Dependent Care Account
• Legal and Identity Theft
Services
• Home and Auto Insurances
• AFLAC – Accident, Critical
Illness and Hospital Indemnity
Benefits Services
6 Retiree Health Benefits
• Medical
• Dental
• Vision
• Cash-in-Lieu
reimbursement
Retirement –
Non-Pension Plans
401(a) Plans – 4 plans
457(b) Plan – 1 plan
Retiree Health Savings – 8 plans
Total Plan Assets: $600 million+
~6,500 active participants
Retirement – Pension Plans
More than 5000 Retirees
CalPERS (1977)
~4,600 retirees/beneficiaries
~1,000 employees currently eligible for
CalPERS retirement
SCERS (Pre-1977)
~800 retirees/beneficiaries
1 active employee
Office of Diversity & Equity
Aimée Zenzele Barnes, Diversity and Equity Manager
7 Race & Gender Equity Action Plan (RGEAP)
8 “Reflect the City to better
serve the City“
Race & Gender Action Plan (RGEAP)
•
16 Department Equity Teams
•
14 Outcomes
•
43 Equity Point Assessment
Sacramento Centered On Racial Equity (SCORE)
9 The SCORE Initiative is supported by the City’s Racial Equity Committee and community-based Racial Equity Council and Alliance.
• Monthly Meetings with Race
Forward
• Member of Government Alliance
on Race and Equity (GARE)​
• Truth Telling Trust Building
Circles ​
• Contract Administration and
Support with Race Forward​
• Monthly Trio Meetings Racial
Equity Alliance, Council, and Race
Forward

Employment, Classification, and Development
Ebony Heaven, Human Resources Manager
10 • Facilitate City recruitments
• Develop and administer Civil Service examinations
• Process Personnel Action Transactions
• Position management citywide
• Develop, revise, and archive City classification
specifications
• Conduct classification studies
• Conduct compensation studies
• Citywide training and development program
• Oversight of the City’s learning management system,
Acumen

Organizational Development
11 Create City-specific personal and professional development opportunities
Administer CityYOU Training Programs
Administer City’s learning management system
Schedule and facilitate Career Development, T eam Building, and Employee Engagement activities
Provide Mentoring, Leadership, and Supervisory Programs and Resources

Labor Relations
Aaron Donato, Human Resources Manager
12 Discipline
Cases
Grievances
Threat
Assessments
Labor
Negotiations
City Policies
Equal Employment Office (EEO)
Brittany Phillips, EEO Manager
13 Leave Administration
Kathryn Bandy, ADA and Leaves Manager
14 • Protected and non-protected leave
requests
• Reasonable and religious
accommodation requests
• Citywide sick leave audits
• Monitor and provide updates on
Americans with Disabilities
Act (ADA) and California Fair
Housing Act (FEHA)

Risk Administration
Patrick Flaherty, Risk Manager
Managing the City’s exposure to
various risks of loss related to
damage or destruction of City
assets, Risk Administration services
include purchasing and managing
insurance policies, liability claims,
and insurance requirement in
contracts and insurance
verifications.
15 Excess Liability
Property
Excess Workers’
Compensation
Fine Arts
Crime
Pollution
Special Events
Aircraft
Citywide insurance requirements training
Citywide Certificates of Insurance
coordination
Insurance Policies Support
Workers’ Compensation
Natalie Dempsey, Workers’ Comp Manager
The City self-administers
workers' compensation claims,
ensuring superior claims
management and customer
service. Dedicated adjusters for
each department streamline
communication, expedite
injured employees' return-to-
work, and minimize overall claim
costs.
16 Cost Containment Program: Bill
Review, PBM, Nurse Case
Management, and Utilization
Review
Subrogation
Settlements
Risk Assessment
Meetings
Claim Reviews
Return-to-Work
Initiatives
Interactive Process
Reporting
: Medicare,
OSHA, 1099, OSIP
Audits: Division of Workers
Compensation PAR Audit and
PRISM Reinsurance Audit
Fiscal Sustainability Reporting & Audits Support
Environmental Health & Safety
Sharneel Kumar, EH&S Manager
Working with staff across the City
and external stakeholders and
contractors, we develop, audit, and
provide guidance and training in
support of Cal/OSHA and other EHS-
related regulatory required
trainings and programs.

Departments and divisions have
dedicated EHS Specialists who work
closely with the groups to provide
direct consultation and support to
prevent injuries and accidents and
reduce liability.
17 OSHA Compliance
Department of Transportation
(DOT) and Department of Motor
Vehicles (DMV) Compliance
Environmental Protection Agency
(EPA)
Worksite inspections
Hazard assessments
Program/policy review and
update
Employee workplace health
& safety programs
Training and communication
Pre-employment medical
exams and ongoing medical
screenings
Compliance & Reporting Support Consultation
Thank You!
Contact us:

City of Sacramento
915 I St
Sacramento, CA
[email protected]
https://www.cityofsacramento.gov/HR
18 HIGHLIGHTS

HUMAN RESOURCES
FISCAL YEAR 2023/24 ANNUAL REPORT
The Human Resources Department, in partnership with departments and employees throughout the City, strategically supports the City in attracting, developing, and retaining a highly skilled and diverse workforce.

EMPLOYMENT, CLASSIFICATION
& DEVELOPMENT
37,775 Applications processed
5,559 ePAR transactions processed
55 Citywide trainings offered by Organizational
Development

BENEFIT SERVICES
31 Health benefit plans
$787 million in non-pension retirement
plan assets
7,508 Benefit eligible employees and
retirees

RISK MANAGEMENT
262 Workplace safety trainings delivered to
departments by Environmental Health and
Safety
1,219 Self-Insured and self-administer new
work-related incidents, injuries or illnesses
by Workers’ Compensation
592 Liability claims manage by Risk
Administration

DIVERSITY & EQUITY
2 Annual 21-Day Racial Equity Habit
Building Challenges for more than 200
participants
2 All day annual Equity Convenings with
over 150 participants
20+ hours of citywide DEIB efforts,
initiatives, and strategies presented

LABOR RELATIONS
178 EEO complaints were received
90 EEO investigations were closed
20 with at least one sustained EEO
allegation
201 Discipline cases opened
11 Collective bargaining agreements and 17
letters of understanding negotiated
Benefit Services
(916) 808-5665
[email protected]
Diversity & Equity
(916) 808-1174
[email protected]
Employment, Classification & Development
(916) 808-5726
[email protected]
Risk Management
(916) 808-5278
[email protected]
Labor Relations
(916) 808-5424
[email protected]
Division Contacts
Workforce Equity Goal:

To Reflect the City to Better Serve the City
https://www.cityofsacramento.gov/HR
Information Technology
Department Overview
Darin Arcolino
Chief Information Officer
Date 04/01/2025

Vision:

Through the use of technology, we
ENGAGE, EMPOWER, and IMPROVE
the lives of the citizens of Sacramento.

About Us
Employees and Budget
● 202.5 FTE (41.5 in 311)
● Consolidation 2016-2018
● $35.8M Operating Budget
 $22.1M General Fund
 $6.5M Interdepartmental
 97% Employee Services
● 16 Intern positions
3 IT Structure
● 311 Customer Service
Ivan Castellanos
● IT Administration
Ignacio Estevez
● Regional Support
Kirk Rexin
● Enterprise Applications
Mrudul Sadanandan
● IT Infrastructure
Manny Martinez
● Data and Analytics
Brian Dabel
● Department of Utilities IT
Rong Liu
● Public Safety IT
Demetri Ojeda
4 $27.9M 7,500
190335k

4.9 PB 1.5M
143k 310
Citywide Spending Devices Managed
Online forms Miles of Fiber
Data Managed
Connected Meters
GIS Assets
Police Vehicles
311 Customer Service
5 ● Connecting citizens to services
● Multiple channels to connect
● Dispatch priority calls for 10
departments
● 41.5 FTE
311 Improvements
6 Previous Year Current Year Change
Average Wait Time 13 Min 44 Sec 1 Min 10 Sec 91%
Abandoned Call Rate 23% 4.6% 80%
Calls Answered per Month 21,054 22,110 5%
Virtual Agent Expansion
Schedule Shift
Cybersecurity
7 7
Cyber Safe Sacramento
PCI Level II Merchant
Security Awareness
Risk Management
30 Employee
impersonation
attempts per month
Email and files
scanned per month
3M
197
Malicious payload
attempts per
month
Cybersecurity by the Numbers
817
Phishing attempts
per month
Value Loss Prevented
$9.36M
Average cost
of data breach
$4.91M
Average cost of
ransomware
attack
8 Artificial Intelligence
9 9
Governance
Operating
Model
Strategic
Roadmap
● AI Policy
● AI Working Group
● GovAI Coalition Member
● AI Readiness Survey
● Data Readiness
● Employee Survey
AI Vision:

We will responsibly and
ethically leverage AI to
optimize city services and
drive economic growth,
creating a more efficient,
inclusive, and sustainable
Sacramento for all.

Cost Savings by the Numbers
11 Free WIFI
in Parks
10 Years ISP
and Security
Leased Lines
Avoided/Year
27 $2.5M $23M $7.3M $38.9M
Contract
Negotiations
Grant
Opportunities
FY26 Challenges
12 3.9%
IT FTEs as a Percent
Of Employees35
30%
$14M

FY26 Budget Strategies
13 15% = $3.2M, 22 positions
Reductions Impact by City Department

What’s Next?
● SacGPT Launched!
● Mari
na Vista/Alder Grove WiFi
● Dis
bursement of Dell Laptops
and T-Mobile
Hotspots
● Entertainment, Film, and Special
Even
ts Permitting
● Transform Customer Service
14 Today
March 2026
May 2025
June 2025
May 2026
Darin Arcolino, CIO
Information Technology Department
915 I St, 3rd Floor
Sacramento, CA 95814
[email protected]
cityofsacramento.org
Thank you!
15 Finance Department
Pete Coletto, Finance Director
April 1, 2025

Who are we and what do we do?
To educate, inform, and
provide excellent internal
and external customer
service with integrity,
efficiency, and quality.
2 Overseeing the financial
management of the City by
providing accounting,
billing, budgeting,
collection, infrastructure
finance, parking citation,
payroll, procurement, and
collection services.

Department Mission Main Functions

Most Finance functions are
mandated by Federal law, State
Law, and/or City Charter
3 Finance at a Glance
4 Finance
Director
Accounting
(Osvaldo Lopez)
20 FTE
Budget
(Mirthala Santizo)
7 FTE
Infrastructure
Finance
(Eric Frederick)
7 FTE
Payroll
(Harinder Rangi)
9 FTE
Procurement
(Dayana Reyes
Zanaska)
8 FTE
Revenue
(Jackie Rice)
40 FTE
Office of
Cannabis
Management
(Al Romero-Gibu)
9 FTE
Office of the
Director

2.0 FTE
General Fund Budget: $10.3 million
# FTE: 94.0

Finance is the Foundation of Service Delivery
5 • Develop annual
Budget
• Lead Citywide
Budget
Management
• Pay staff & retirees
• Implement labor
agreements
• Buy goods &
services
• Ensure compliance
with Federal, State
& City policies
• Manage finance
plans for BIDs,
EIFDs &
development fee
programs.

All City
Services
Accounting Budget
Financial Planning & Reporting Program Delivery Revenue Generation & Collection Payroll Procurement Infrastructure
Finance
Revenue &
Office of
Cannabis
Management
• Enforce tax & fee
prog
rams
• Collect revenues
• Account for funds &
repor
t to State
• Issue payments to
vendors
Accounting
6 • Reconciles and reports on the
City’s over 300 active funds.
• Produces the Annual
Comprehensive Financial Report
as required by State law.
• Processes outside audits for the
ACFR, SCERS, Measure U,
Gann Limit & Street reports.
• Implements and ensures
compliance with Governmental
Accounting Standard Board
reporting rules.
• Processes all vendor invoice
payments.

Budget, Policy & Strategic Planning
7 • Develops the City’s annual Budget.
• Develops the City’s 5-Year Capital Improvement
Plan.
• Produces and updating the City’s 5-Year Financial
forecast.
• Analyzes every proposal that comes before Council
to determine budgetary impact.
• Conducts quarterly financial forecasts.
• Provides fiscal analysis and planning support for
labor negotiations.

Infrastructure
Finance
8 Administers the following special
districts:
• 49 Assessment Districts;
• 46 Mello-Roos CFDs;
• 6 Bonded CFDs;
• 15 Property & Business
Improvement Districts;
• 6 Business Improvement Areas;
• 13 Impact Fee Districts;
• 2 Enhanced Infrastructure Finance
Districts.

Negotiates agreements to form special
districts in partnership with other City
departments.

Procurement
9 • Establishes Citywide purchasing and procurement
standards in line with applicable law and best practices. • Manages Citywide contracts for goods and services used by multiple departments.
• Assists departments with solicitations and contracts. • Manages the City’s procurement platform – Planetbids – and assists vendors with signing up for automated bid
alerts.
• Oversees the p-card program & citywide travel program. • Administers purchase orders and submits quarterly &
annual purchasing reports.

Payroll
10 • Issues payroll payments to all
City employees & SCERS
retirees
• Files tax returns with the IRS and
State EDD & issues W2s and
1099Rs.
• Processes thousands of
retroactive and other special
payments included in labor
agreements.
• Provides data necessary for the
costing of labor negotiation
proposals.
• Provides customer service to City
employees in answering
questions and resolving issues
with paychecks timekeeping.

Revenue
11 • Administers business tax and permit programs –
including the Business Operations Tax and Cannabis
Business Operations Tax.
• Collects Utility Users Tax and Transient Occupancy
Tax revenues.
• Ensures compliance with tax code.
• Provides cashiering services to residents, businesses and other City departments – including in-person at
the City Hall revenue counter.
• Conducts collections activities to ensure the City is receiving revenues it is owed.
• Administers short-term rental permit program.

Office of Cannabis
Management
● Permits & regulates the City’s
cannab
is market.
● Administers the CORE program
to su
pport individuals facing
barriers in starting cannabis
businesses.
● Provides policy
recomm
endations to Council as
the market continues to evolve.
12 13
Balanced Budget & Revised Capital
Improvement Program
Procurement Modernization
Over 130,000 payments issued to employees
& retirees
Completed external audits with no audit
adjustments or material findings
FY2023/24 Highlights
Railyards EIFD Expansion Administered over $50M in special taxes and assessments
Collected over $130M in revenue from City
administered taxes - BOT, UUT, CBOT and TOT
Assisted over 13,000 customers at public
counter and over 40,000 over the phone
Issued 21,600 BOT certificates, 1,515 special
business permits, and over 290 cannabis
business permits
Awarded over $1.1M in grants to 47 CORE
cannabis businesses
Paid over 44,000 invoices totaling over $385M
Future Goals & Budget Challenges
14 Supporting the long-term fiscal health of the City:
● Structural Balance
● Capital Planning
● Other long-term liabilities
Finding right level of centralization
Ability to meet mandates while meeting balancing targets The City has a talented team
of finance professionals to
support the Council in
maintaining and improving
the fiscal health of the City.
15 Thanks!
Contact us:

City of Sacramento
915 I St
Sacramento, CA
Cityofsacramento.org/finance
16 February 25, 2025
1 2
February 25, 2025
3 MATT EIERMAN
Director, Department of Public Works
2 4
By the Numbers:
3 8 Operating
Divisions
768 Full-time
employees
$241 million
operating budget
Over $50 million
annual CIP
budget
Over 40
different funding
sources
$100+ million in
multi-year state
&federal grants
12% General
Fund Reliant
5 Public Works
by Division
6 Recycling and
Solid Waste
Mobility and
Sustainability Fleet Services
Street
Maintenance
Traffic
Engineering
Parking
Services
Facility
Maintenance
Engineering
Services
7 Public Works Employees - % of all City Staff
15%

Public Works Infrastructure
6,000 Parking Meters
25,000 parking spaces
100K+ trees
40,000 Streetlights
3,100 miles of road network
3,200 miles of sidewalk
83 miles of off-street bikeways
150 bridges
26,000 potholes fixed per year
18 floodgates
250,000 tons waste/recyclables
850+ signalized intersections
8 Public Works Infrastructure
297 landscaped
medians
170 pedestrian
islands and
roundabouts
5 freeway
overcrossings and 6
pedestrian bridges
46 sound walls
355 non-landscaped
medians
152 City-owned
facilities
MEADOWVIEW ROAD STREETSCAPE PROJECT 9
Public Works Critical Assets
2,600 Fleet
Assets
58 fleet EV
chargers
2,200 Properties
125 light-duty
ZEVs
67 Public EV
chargers
Maintenance of
400+ Facilities
10 11
Streetlight Maintenance
A team of 10 manages the maintenance for
40,000 streetlights in the city.
4,000 streetlights
1 member of staff
10 With a total coverage of 3,100 lane miles, Sacramento’s roadway network spans a distance comparable to traveling from
Sacramento to New York City. 12
9 5.4 million square feet of managed facilities is approximately the size of 2 Empire State Buildings13 Unlawful
Dumping
16,000 Calls for Service

5.6M Pounds collected FY-24
5 Code Enforcement Officers
14 39
• Road PCI is 55 out of 100
• Su
pport new growth,
with
no new resources
• 22% Staff vacancy rate
• Existing
infrastructure is
aging a
nd inadequate
• Deferred Maintena nce:
-$120M Facilities
-$1.6B Transportation
Challenges
15 Pavement:
+$400M
Bridges:
$15M
Traffic Signals &
Equipment:
$250M
Traffic Signs &
Markings: $30M
Streetlights:
$25M
City managed trees:
$1.5M annually
Streetscape maintenance: $1.5M annually
Transportation Deferred
Maintenance:
-$1.6B
16 FY-26 Budget
Strategies
Parking Fee Adjustments: Permit fee cost
recovery, on-street/off-street rate adjustments,
and parking meter zone expansion.

Program Enhancements: Discounted employee
parking, merchant validation cost recovery, and
removal of EV discounts in City garages.

Technology & Safety Upgrades:New meters in
high-demand areas, meter modernization, and
automated enforcement.

Workforce Improvements: Hiring and retention
strategies to strengthen parking operations.
17 Thank you for your time.

Questions?
56 18
Community
Denise Malvetti
Deputy Director
Innovation & Economic Development
Tom Pace
Director​
Community Development
Megan Van Voorhis
Director​
Convention & Cultural Services
PRESENTED 3/25/25
Office of Innovation &
Economic Development
Economic Development
The City of Sacramento is committed to growing a
strong, inclusive, and vibrant economy.

The Office of Innovation & Economic Development encourages job growth and investment in the City of Sacramento by retaining, attracting, growing, and scaling new and innovative businesses.

The Office is focused on better connecting residents in underserved communities with critical resources and housing, so all residents participate in Sacramento’s economic growth.

Focused support and investments to reinforce our commitment to building people, place, and business capacities throughout all of Sacramento Community
Investment
Leads the City
in public-
private
partnerships
that cultivate
new activity
and
investment in
Sacramento.

Nighttime
Economy
Develop and
coordinate
programs to
support and
enhance the
nighttime and
social economy.

Workforce
Development
Develops
initiatives that
expand career
training
opportunities
and pathways
that respond to
employer
needs.

Community
Engagement
Manage public
engagement &
outreach related
to community &
economic
development
initiatives,
projects, &
programs.
7 FTEs 8 FTEs 3 FTEs 2 FTEs 2 FTEs 8 FTEs
Economic
Development
Accelerates
the City’s role
to attract,
retain, and
scale new and
existing
businesses in
Sacramento.

Housing
Dedicated to
identifying &
implementing
City practices
and policies to
increase the
supply and
quality of
housing.

OIED by the Numbers
• 34 FTEs
• OIED has administered
approxim
ately $200M in loans
and grants over the past 5 years
(Nearly 2,000 individual loans
and grants!)
• $27M in competitive grants
The Office of Innovation and
Economic Development
accounts for <1% of the
General Fund Budget
(24/25 General Fund Budget of $6.26 M | 0.77%)
People
Language Access
CRM/311 Upgrade
Racial Equity
Initiatives
Redistricting
Outreach; Vaccination
Campaign
Ethnic Media
Partnerships
Sponsoring
Community Events
Paid Community
Ambassadors
City Management
Academy
Experience Projects; African
American and LGBTQ
Communication
Toolkits for CBOs
Linktree:
linktr.ee/ceteamsac
7 youtube.com/@CETeamSac
Community Engagement
Community Ambassador
Program
City Management
Academy
• Cultural and language justice program t o
bridge the gap between the City and the
community
• 18 Community Ambassadors
• 6 lan
guages spoken (2022)
• 11
languages spoken (2023)
• 19 lang
uages spoken (2024)
• Awar
d of Excellence for Best Practice
from bot
h the State and Local Chapter of the
American Planning Association
• Multi-week instructional course
• 42 part
icipants
• Childcare & dinner provided
Key Community Engagement Programs

Total # of Clients
1,509
Average HH Income
$42,475
Financial Empowerment Center (FEC) | Established April 2020 Total Debt Reduced
$3,007,290
Average Debt Reduced
$3,237
Total Amount Saved
$830,201
Average Savings Increase
$2,578
Outcomes by Type
57%15%
14%
13%
Credit & Debt
Emergency Response
Savings
Banking
Fines & FeesNo or Low-Interest Loans and Grant Funds
Accessed by FEC Clients
Loan Types:
405
Loans and grants
accessed
Total funds$1.1M
1,272
police tow admin fee
waivers have been granted
since April 2022
Financial Empowerment by the Numbers
Auto or Auto Refinancing
Credit Building
Emergency
Personal/Resilience Needs
10 28
CBO
Partners
627
Youth (16-30)
Served
$1.35M
Wraparound
Services
Non-profit and Public
Career Pathways
$2.4M
Youth
Wages
• $5.8M in funding for 2024 - 2026
• Aims to serve 500 youth and young adults
Youth Service Corps
Californians for All
100K
Paid Work
Hours
Youth Employment Programs
Early Learning & Childcare Projects
U.S. Department of Labor
Grant
• $394,000 Awarded
• Early Childhood Education (ECE)
Apprenticeship Program
• Cohort #2 Funded
• Wrap Around Services
U.S. Small Business
Administration Grant
• $850,000 awarded
• Infant and Toddler Expansion and
Capacity Building
• Childcare Provider Business
Development Training
ECE Apprenticeship
• 9 Graduates in Class of 2024
• Cohort #2 17 enrolled
• Cohort #3 starting in Fall 2025
Place
Taco Plaza
2024 Accomplishments:
• Kaiser (Site Plan & Design Review Approval)
• Wong Center Opening (150 Senior Housing Units)
• Soccer - Term Sheet (12,000 attendees)
• $30M State Parks Infrastructure Grant (Under Construction) Projects Opening in 2025:
• The AJ (345 Housing Units / 69 Affordable)
• Courthouse (18-stories / 53-courtrooms)
Projects In Development:
• Central Shops + Hotel, I Street Bridge, Housing (732 Units in Active Development)
• Sacramento Valley Station, Office, Retail
The Railyards
terfront Reinvestment Program
15 Waterfront Reinvestment Program

Aggie Square
• 196-unit residential building
• 4 buildings with biomedical, office, classroom, and public meeting spaces
• 1,500-space parking structure

1.2 million sq. ft. in buildings, $1.1 billion project
Generate $3.3 billion for local economy annually
• Workforce - $112 M in regional subcontracts
• 770,0000 apprentice/journey level regional worker hours • 3,600 construction workers
• 93 targeted zip code apprentices
• 3 workforce pilot programs
• Housing Development – 1,000 units in pipeline
• Housing Stabilization –1,700 Individuals assisted with prevention
• Home repair – 18 households assisted
• First Time Homebuyer – 24 in cohort
Community Benefit Partnership Agreement

The Neighborhood Development Action
Team (NDAT) is a collaboration between City
departments and partner agencies, led by the
Office of Innovation and Economic
Development and the Planning Division, that
is committed to ensuring Sacramento’s
neighborhoods and commercial districts reflect
a sustainable, resilient, and inclusive
economy.

Neighborhood Development Action Team
Forward
Together
16 Grants
$700M
Total
Façade
Improvement
48 Grants
$979.9k
Total
$500k from NDAT (Measure U)
$200k from CCS Arts & Culture
Construction Recently CompletedRecently Completed
With City Funding, various stages of developmentIn the Pipeline $41 million City Supported Financing
931 units (253 homeless dedicated)
Bridge Housing | Donner Field | Gateway on Stockton | Joshua’s House | KIND South | Monarch | Rodeway Inn | Step up on Fruitridge Various stages of construction and development
Other Pipeline Projects
2,063 units (331 homeless dedicated)
In addition, PSA/ERN underway for 2 City owned surplus properties (~200 units)
$19.5 million City Supported Financing
542 units (134 homeless dedicated)
Capitol Park Hotel | The Heights on Stockton | Wong Center | Sonrisa Capitol Park Hotel
TOTAL if All Completed: 3,718 units
(718 Homeless-dedicated)
Monarch Project
Housing Pipeline
Housing
Homeless Housing, Assistance and Prevention Program (HHAP) • Critical funding source for the City in addressing homelessness • Rounds 1-5 - $88 milli on
• Round 6 - $16 mill ion (application due August 29, 2025) Regionally Coordinated Homelessness Action Plan and
Affordable Housing Plan
• RCHAP completed in 2024, update required for HHAP-6
• Collaborative partnership with CoC and County on implementation Street to Housing Pilot Program
• Funded by State Encampment Resolution Funds, goal is to house 100 households
from the street into housing.
• First encampment completed with 5 households moved into housing! Innovative Housing Solutions
• Surplus City properties
• ADU program
• HomeKey+
Housing and Homelessness
BRIDGE Housing
• Reduced Residential Impact Fee
program
Business
Business Assistance
21 Small Business Assistance Center Pilot
2-year pilot program for:
• Outreach & engagement
• Technical assistance
• Micro-capital programs; fee credits and grants
• Data: 311 Salesforce, SizeUp, ESRI, CoStar
• Staff assistance navigating City procedures and policies As an advocate and resource, the Office of Innovation & Economic Development assists in creating the conditions that make it easy to do business in Sacramento.

Small Business Assistance
26 Small Businesses
(Completed)
12 New FTEs
17 Interns
$50k
Matching Grants
~38%
Increased Revenues
($104.7M to $144.2M)
Business Retention & AttractionEconomic Gardening
Innovation and Entrepreneurship
Business Retention & AttractionSacramento Innovation Grants 14 innovation events grants
1,343 attendees
246 business participants
14 ecosystem building grants
115 accelerator participants
Almost $1M raised
24 Business Retention & Attraction
Office of Nighttime Economy
Accomplishments
Completed a storefront economic
study
Conducted quarterly Pubs, Clubs,
and Bars trainings
Facilitated entertainment permit
for The Quarry
Collaborated with several
agencies to provide free health
and public safety training
Partnered with nonprofit
organizations Fenta Nah, I Got
Your Back, and the Greg Najee
Grimes 212 Anchor Foundation
25 Business Retention & Attraction
Ongoing Nighttime Economy
Activities
Limited Entertainment Permit
Entertainment Zones
2025 Sociable City Summit
Continue implementing recommendations to
enhance vibrancy in our nightlife
15,000 attendees
across
256 events
Making a Better City
Finalized ARPA Food
Justice Program
17 executed
Al Fresco
Grants
80 ARPA
grants in
Districts 2
and 3
7 Active
Brownfields
sites
Over $1M in gift cards
purchased
&
122 participating retailers

What’s Next?
Upcoming Opportunities
28 Business Retention & AttractionOpportunities & Priorities • Small Business Assistance Center
• Advanci
ng Catalytic Development Projects
• Enhanced Business Recruitment and
Retention
• Creative Housing Solutions
• Limited Entertainment Permit and
Entertainment Zones
• Language Access Policy Implementation
• Workforce Development Opportunities
• Economic Gardening Cohort 4
Upcoming Opportunities
29 Business Retention & AttractionPotential Impacts of Cuts • Elimination of 3 vacant positions
• One-time program fund reductions/liquidation
• Ongoing program fund reductions
Impact: Diminished reach into the community because
of less staff and less funding to support economic growth.

Less ability to react to unforeseen opportunities.
(916) 808-7223 | CITYOFSACRAMENTO.ORG/ECONOMIC-DEVELOPMENT Thank you!
Questions & Feedback

DEPARTMENT OVERVIEW

SACRAMENTO POLICE DEPARTMENT

KATHERINE LESTER

CHIEF OF POLICE
3/18/2025

Total calls for service received
in 2024: 642,615
3 59,937

OFFICERS

PROACTIVELY

INITIATED
159,551

DISPATCHED

CALLS FOR

SERVICE
Total number of police reports
filed in 2024: 60,621
4 47,042

COMPLETED

BY SPD STAFF
13,579

COMPLETED
ONLINE

Public Safety Partnership (PSP)
6 • Over 2,000 pounds
of Narcotics
• 200+ firearms

Firearms Enforcement
605
ShotSpotter Activations
159
Personally Manufactured
firearms, more commonly known
as “Ghost Guns”
In 2024, there were 827 illegal or
illegally possessed firearms
recovered.
1,983
Total Detected Gun Shots
7 179
Rifles or Machine Guns
8 Special Events And Demonstrations
1258
Permitted Special Events
24%
Increase This Year
61 Large Scale Operations
228
Sideshows
Specialty Unit Call Outs
9 101
Crisis Negotiations
48 Community Engagements
By SWAT
99 Critical Swat Incidents
345
UAS Calls For Service
Traffic Enforcement
10 31%
Reduction In Fatal
Collisions
38%
Reduction in
Fatalities
24%
Increase in The Number
of Citations Issued
185
Background Investigations for
Sworn and CSO’s
537
Met Minimum Qualifications
In 2024, there were 840 applications for
police officer, down from 937 in 2023.

Of these:
28 New police officers graduated
from the academy
11 20
12 CSOs and 8 Student Trainees
Hired in 2024
320
Background Investigations for
Professional Staff
63 Professional Staff Hired in 2024
Hiring
Investigations
65 Human Trafficking Cases- 37 recovered workers
115
Investigative Call Outs
80%
SPD homicide clearance rate in 2023
12 73%
SPD homicide clearance rate in 2023
2,891
Cases assigned to detectives for follow-up investigation Office of
Violence
Prevention
1,302
Youth annually benefit from
CBO programs
11 Community Based
Organization (CBO)
Partnerships
$2.1m
In grant awards for FY24
13 2025 Priorities
• Operational Readiness and Response
• Crime Reduction
• Employee Investment
• Quality Police Service
• Strategic Governance
14 Key Initiatives
● US DOJ COPS Office- Org anizational
Assessment and Strategy and Compliance
Unit Build out
● Prop 36 Enforcement
● Enhanced Traffic Enforcement
● Non-fatal Shootings Evaluation
● P
ilot with County CWRT
● Enhanced Professional Development
Trai
ning for Sworn and Professional Staff
● Final Year of the Public Safety Partnership
● Civilianization of Media Relations
● Improved Complaint Process
● Collaboration with PERF
● Conversion to digital records for DA and
Ra
ce Blind Filing
● Partnerships with the University of
Ch
icago and the Washington DC Police
Leadership Academy
● Office of Strategy and Compliance
● Community Mediation Program
● Key Legislative Changes
● Strategic Roadmap
15 Technology Projects
● Public Safety Camera Network
● Improved Online Reporting
● Drone as a First Responder (DFR)
● Spidrtech Su rvey Software
● Enhanced Recruiting Strategies
● AI powered Traffic Management System
● AI powered Document Redaction Software
Pilo
t
16 ● Call Processing Upgrades
● Upgrading Call Audio Logger
● NextRequest
● CAD/RMS Upgrade
● Open Data Portal and Community Crime
Mapping
Challenges
● Limited staffing
● Prior elimination of specialty units
● Prior modification of response protocols
● Impacts of potential cuts
17 About Us
18 87
Sworn vacancies
1,119.5
Total authorized positions
735
Sworn staff
384.5
Professional staff
95 Professional staff
vacancies
Staffing Levels and Population Growth:

SPD Staffing:

FY07/08: 804 Sworn/468 Professional
FY24/25: 735 Sworn/385 Professional
Vacancies- 182
87 Sworn
95 Professional
Current filled positions:

Sworn- 648
Career Professional- 261
2008 (Auth) v 2024 (Actual)
- 19 % Sworn
- 44 % Professional Staff

Prior Reductions to Service
2008-2009 – Staffing reductions of 174.5 FTE:
• Closure of public counters
• Reduced capacity in Forensics
• Elimination of overtime at 911 center
• Callouts only authorized for critical public safety
incid
ents
• Elimination of end-of-shif t overtime
• Delayed follow-up on investigative leads
• Elimination of Reserve Employee hours
in Reco
rds, Patrol, Training, and Dispatch
• Slower response time to calls for service
30 2010-2013:
• Reductions in Command Staff, Alarms, Government
Affairs, PSIT
• Vacant position sweep
• Voluntary Separation Program
• 41 officers (2011) 16 officers (2012) laid off- 23 did not come back
• Restorations in 2013 COPS Hiring Grant and Measure U
Prior Reductions to Service
21 Elimination- Never restored:
• Narcotics
• Financial Crimes
• Vice
• High- Profile Offender Teams
• Field Reporting of cold property
crimes, misdemeanors, and non-injury
traffic accidents
• Misdemeanor crime investigations
Elimination- Restoration (some limited):
• Auto-Theft
• Traffic
• POP
• Magnet Academy
• Felony Property Crime follow up
2023 and 2024 Reductions
• Reduced the POP Teams
• Eliminated the Mental Health Unit
• Eliminated the Outreach Unit and Shifted
tha
t work to the Community Service Reps
• Combined the Magnet and SRO Sergeant
in
to one Position
• Eliminated the Sergeant in Recruiting and
Shi
fted That Work to the LT.
• Centralized Burglary and Robbery Units
• Eliminated Sworn Pos itions to add a Special
Events LT
22 2024 Eliminations
• Civilian Emergency Comm Manager
• 2 professional Staff Vacancies
• 2 Transparency Positions
• 5 Sworn Positions
2023 Eliminations and Efficiencies
• Ended Hospital Contracts with Sutter
and Kaiser, Reduced RT contract
• Eliminated two unfunded positions
• Eliminated Cannabis positions
• Eliminated Shotspotter Teams
Proposed Strategies
213 Full Time
Positions $32.9 Million
23 Proposed Strategies- Elimination
● Shotspotter Te chnology
● Downtown Core Overtime
● Impact Overtime on Weekends
● Mounted and Marine Units
● Community Service Representatives
● OVP Gang Prevention and Intervention
Tas
kforce Funding
● OVP Evidenced Based Community
Vi
olence Intervention, Disruption and
Suppression Grants
● OVP Staff
● Recruiting Unit
● Personnel Lieutenant
● CPTED Sergeant
● Sworn PIO
● K9 Officer
● Human Trafficking Team
● Senior Staff Assistant
● 8 Clerical positions
● Account Clerk
24 Proposed Strategies- Elimination
● 13 Records positions
● Training Captain
● Night Time Traffic Enforcement Team
● Day Time Traffic Enforcement Team
● Burglary Team
● Impact Team
● Problem Oriented Policing Teams
● Internet Crimes Against Children Team
● All Executive Lieutenants
● Watch Commander
● Strategy and Compliance Captain
● Both SWAT Teams
● SWAT Lieutenant
● Special Investigations/Gang
In
vestigations Unit
● Youth and Family Investments Program
25 Proposed Strategies- Reduction
● Force Investigation Team*
● 50% of our Community Service Officers
● Magnet School Officers
● EVOC instructors
● AOT Team*
● Criminal Intelligence Unit
● Air Operations
● Violent Crime Reduction Teams
26 Questions
& Answers
27