Sacramento City Council
March 10, 2026

City of Sacramento
City Council - 2PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2026-00663 3/10/2026
Early Budget Work Session - Budget Context and City Department Reports on Departmental Budgets, Reduction Strategies, and Potential Impacts (City Manager’s Office/Office of Innovation and Economic Development, Convention and Cultural Services, Department of Community Response, Fire Department, Police Department) File ID: 2026-00663
Location: Citywide
Recommendation: Receive and file.

Contact: Peter Coletto, Director, (916) 808-5416, [email protected], Department of Finance
Presenter: Amy Williams, City Manager’s Chief of Staff, (916) 808-5014, [email protected], City Manager’s Office; Denise Malvetti, Deputy Director, (916) 808-7064, [email protected], Office of Innovation and Economic Development; Megan Van Vanoorhis, Director, (916) 808-5979, [email protected], Convention and Cultural Services Department; Brian Pedro, Director, (916) 808-7816, [email protected], Department of Community Response; Chris Costamagna, Fire Chief, (916) 808-2200, [email protected], Fire Department; Katherine Lester, Police Chief, (916) 808-0800, [email protected], Police Department Attachments:
1-Description/Analysis
2-BASELINE REDUCTION STRATEGIES - As of March 4, 2026
3-Fiscal Year 2026/27 Early Budget Work Session Presentation 4-City Manager / Office of Innovation and Economic Development Presentation 5-Convention and Cultural Services Presentation
6-Department of Community Response Presentation
7-Fire Department Presentation
8-Police Department Presentation
Description/Analysis
Issue Detail: The City of Sacramento (City) is facing a structural budget deficit with ongoing expense

File ID: 2026-00663 3/10/2026
increases outpacing revenue growth and must close a forecasted $66.2 million gap to balance the Fiscal Year (FY) 2026/27 Budget.

In preparation for Council’s formal Budget Hearings in May, the City is conducting a series of Early Budget Work Sessions (EBWS) during March. The EBWS will begin with a presentation of the overall City budget context and fiscal challenge as well as different budget scenarios that City staff analyzed.

Following the budget context, City departments will provide budget-focused presentations focusing on the impacts of budget reduction decisions and alignment with Council priorities. The schedule will be as follows:

March 3, 2026
Budget Overview and Context
Balancing Scenarios
March 10, 2026
Baseline Balancing Plan Overview
City Manager / Office of Innovation and Economic Development Convention and Cultural Services
Department of Community Response
Fire Department
Police Department
March 17, 2026
Youth, Parks & Community Enrichment
Community Development Department
Finance
Human Resources
Information Technology
Department of Utilities
Public Works
March 24, 2026
City Attorney
City Auditor
City Clerk
City Treasurer
Office of Public Safety Accountability
Following the Early Budget Work Sessions, the City Manager will release a balanced Proposed Budget by the end of April, Council will hold formal Budget Hearings in May and adopt a balanced Final Budget in June.

File ID: 2026-00663 3/10/2026
Policy Considerations: Not applicable.

Economic Impacts: None.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: Not applicable.

Financial Considerations: Not applicable.

ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
R1 Revenue City Treasurer Increase revenues in the City Treasurer's Office due to Pool A recovery fee increase.
(150) - (150) - - - R2 Revenue Community Development Increase revenue budget in Animal Services based on licensing fee increase recommendations from the Citywide fee study.
(24) - (24) - - - R3 Revenue Community Development Increase revenue budget in Animal Services based on licensing fee increase recommendations from the Citywide fee study.
(120) - (120) - - - R4 Revenue Community Development Increase revenue budget in Planning based on fee increase recommendations from the Citywide 2025 Government
Consulting Partners Fee Study.
(1,000) - (1,000) - - - R5 Revenue Community Response Increase revenue for a new Micro-Community Program Fee. (36) - (36) - - - R6 Revenue Finance Increase revenue budget in Escheat to align with projections.
(90) - (90) - - - R7 Revenue Finance Increase revenue budget in Receivables and Collections to align with projections. Late and delinquent payment
penalties are now charged at a percentage of amount owed instead of a flat rate.
(305) - (305) - - - R8 Revenue Finance Increase revenue budget for Permits & Taxes to align with projections.
(30) - (30) - - - R9 Revenue Finance Increase revenue budget in Infrastructure Finance to align with projections.
(25) - (25) - - - R10 Revenue Fire Increase revenue budget for Fire Prevention – Permit and Code Enforcement. Revised fee revenue projection for
FY2026/27 from the approved May 2025 Fee Study.
(1,308) - (1,308) - - - R11 Revenue Fire Increase revenue budget for the Emergency Medical Services (EMS) Division to incorporate the Voluntary Rate Range Program (VRRP).
(4,800) - (4,800) - - - R12 Revenue Fire Increase revenue budget in the Emergency Medical Services (EMS) Division to recognize the Advanced Life
Support (ALS) projected increase.
(945) - (945) - - - R13 Revenue Fire Increase revenue budget to recognize the increase in Fire District Reimbursements from Pacific Fruitridge.
(2,253) - (2,253) - - - R14 Revenue Police Increase revenue by offsetting sexual assault exams costs through state reimbursements.
(120) - (120) - - - R15 Revenue Public Works Delete five positions (5.0 FTE - Parking Enforcement Officer) and add five new positions (5.0 FTE - Senior
Parking Enforcement Officer [SPEO]). Increase certain
parking violation fines and supportive actions. Updated equipment will increase efficiency and SPEOs will support complex enforcement assignments currently experiencing a processing backlog, thus improving service levels for the public.
(2,009) 137 (1,872) - - - BASELINE REDUCTION STRATEGIES - As of March 4, 2026
ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
R16 Revenue Public Works Increase parking meter rates, add new vehicle for the parking facilities maintenance supervisor, and establish meter revenue as the funding support for Curb Management section. Ensure sufficient vehicle availability for operations and improve on-street parking availability for visitors and merchants.
(852) 379 (473) - - - R17 Revenue Public Works Extend parking meter operating hours to 10pm across all metered areas to improve on-street parking access for
visitors, merchants, and residents.
(583) 29 (554) - - - R18 Revenue Public Works Increase revenue and expense budgets for Parking Meter Collections by adding 200 new metered spaces in high
impact areas. Increasing space turnover will improve access to downtown for citizens, visitors, and merchants.
(211) 209 (2) - - - R19 Revenue Public Works Establish fee structure for Residential Permit Parking program to improve parking availability for residents, visitors, and merchants, and recover operational costs of the existing program.
(1,089) 128 (961) - - - R20 Revenue Youth, Parks, and Community
Enrichment
Increase in revenue budget in Older Adult Services Division to reflect projected revenues.
(20) - (20) - - - R21 Revenue Youth, Parks, and Community
Enrichment
Increase revenue budget in the City Cemetery Division to match projections.
(3) - (3) - - - TOTAL REVENUE (15,973) 882 (15,091) - - - ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L1-1 Level 1 Reduction City Auditor Discontinue the biennial Community Survey. - (34) (34) - - - L1-2 Level 1 Reduction City Manager Delete one position (1.0 FTE - Special Projects Manager) and add one new position (1.0 FTE - Senior Development
Project Manager) in the Office of Innovation and Economic Development.
(165) - (165) - - - L1-3 Level 1 Reduction City Manager Decrease funding for the Office of Innovation and Economic Development by $100,000. This decreases
funding available for economic development activities
including real estate due diligence, developing plans and studies, purchasing data, and community advertising and sponsorships.
- (100) (100) - - - L1-4 Level 1 Reduction City Manager Reduce services and supplies funding in the Executive Office and transfer the City's water lobbyist contract to the Department of Utilities.
- (24) (24) - - - L1-5 Level 1 Reduction City Manager Decrease funding for the City Hall Technology Program (I02001500). This will reduce funding available for
technology initiatives within the City Manager's Office. - (100) (100) - - - L1-6 Level 1 Reduction Community Development Decrease funding for consultant services for plan review and inspections.
- (955) (955) - - - ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L1-7 Level 1 Reduction Community Development Change funding source for two positions (2.0 FTE - Associate Planner) in the Neighborhood Development
Action Team (NDAT) from Measure U Fund (Fund 2401) to
the General Plan Updates project (I22000000).
(814) - (814) - - - L1-8 Level 1 Reduction Convention and Cultural
Services
Delete three positions (1.2 FTE - Marina Aide) in the History Division. No service impact due to decreased dock traffic. - (46) (46) (1.20) - (1.20) L1-9 Level 1 Reduction Convention and Cultural
Services
Change funding source for McClellan rent payment from
Measure U fund (Fund 2401) to the Community Center fund (Fund 6010). Facility provides storage for materials to support exhibitions, research, and public access.
- (180) (180) - - - L1-10 Level 1 Reduction Convention and Cultural
Services
Delete one position (1.0 FTE - History Registrar) and add one new position (0.5 FTE - History Registrar) in the History Division. Essential responsibilities of this role can be maintained at 0.5 FTE.
- (49) (49) (0.50) - (0.50) L1-11 Level 1 Reduction Fire Delete 12 positions (12.0 FTE - Firefighter) and add 20 new positions (10.0 FTE – Sacramento Fire Paramedic and 10.0 FTE - Sacramento Fire EMT) for the second phase of the
Single Role Program.
(3,642) 45 (3,597) 8.00 - 8.00 L1-12 Level 1 Reduction Office of Public Safety Accountability Delete one position (1.0 FTE - Executive Assistant) in the Office of Public Safety Accountability.
- (100) (100) (1.00) - (1.00) L1-13 Level 1 Reduction Police Delete two positions (1.0 FTE - Dispatcher II and 1.0 FTE - Police Clerk II) and add two new positions (2.0 FTE -
Administrative Technician) in the Communications Division. - (10) (10) - - - L1-14 Level 1 Reduction Police Delete one position (1.0 FTE - Police Officer) and add one new position (1.0 FTE - Administrative Analyst) in the Policy Team.
- (49) (49) - - - L1-15 Level 1 Reduction Police Delete two positions (2.0 FTE - Police Officer) and add two new positions (2.0 FTE - Administrative Analyst) in the Crime Analysis Unit.
- (247) (247) - - - L1-16 Level 1 Reduction Police Discontinue use of the SpidrTech platform and eliminate ongoing funding (F11100600).
- (125) (125) - - - L1-17 Level 1 Reduction Police Liquidate unspent Office of Violence Prevention (OVP) project funds (I02000600).
- (406) (406) - - - L1-18 Level 1 Reduction Youth, Parks, and Community
Enrichment
Delete one position (0.90 FTE - Program Coordinator) in the Expanded Learning Division.
2 (73) (71) (0.90) - (0.90) L1-19 Level 1 Reduction Youth, Parks, and Community
Enrichment
Change funding source for 50% of one position (1.0 FTE - Administrative Technician) in the Youth Development
Administration Division from Measure U Fund to Children's Fund.
(62) - (62) - - - L1-20 Level 1 Reduction Youth, Parks, and Community
Enrichment
Delete one position (1.0 FTE - Program Leader) and add
two new positions (2 at 0.45 FTE - Senior Recreation Aide) in Youth Employment Division.
- (41) (41) (0.10) - (0.10) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L1-22 Level 1 Reduction Youth, Parks, and Community
Enrichment
Delete one position (0.45 FTE - Aquatics Specialist) in the Aquatics Division.
- (23) (23) (0.45) - (0.45) TOTAL LEVEL 1 REDUCTION (4,681) (2,517) (7,198) 3.85 - 3.85 ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L2-1 Level 2 Reduction City Attorney Delete one position (1.0 FTE - Paralegal) in the Community Advocacy & Public Safety division.
- (104) (104) (1.00) - (1.00) L2-2 Level 2 Reduction City Attorney Delete one position (1.0 FTE - Paralegal) in the Community Advocacy & Public Safety division.
- (104) (104) (1.00) - (1.00) L2-3 Level 2 Reduction City Auditor Reduction in Training and Computer Purchases - (25) (25) - - - L2-4 Level 2 Reduction City Clerk Delete one position (1.0 FTE - Deputy City Clerk). - (91) (91) (1.00) - (1.00) L2-5 Level 2 Reduction City Clerk Delete one position (1.0 FTE - Deputy City Clerk). - (91) (91) (1.00) - (1.00) L2-6 Level 2 Reduction City Clerk Discontinue ongoing allocations to the City Clerk Automation Project (A04000100).
- (60) (60) - - - L2-7 Level 2 Reduction City Manager Decrease funding for the Economic Gardening Multi-Year Operating Project. The reduction may require smaller
cohorts of participating businesses in perpetuity or alternate program cost reductions.
- (600) (600) - - - L2-8 Level 2 Reduction City Manager Delete one position (1.0 FTE - Administrative Analyst) in the Executive Office.
- (113) (113) (1.00) - (1.00) L2-9 Level 2 Reduction City Manager Delete one position (1,0 FTE - Administrative Analyst) in Media and Communications.
- (140) (140) - (1.00) (1.00) L2-10 Level 2 Reduction City Manager Delete one position (1.0 FTE - Media and Communications Specialist) in Media and Communications.
- (147) (147) (1.00) - (1.00) L2-11 Level 2 Reduction Finance Delete one position (1.0 FTE - Account Technician) in the Accounting Division.
- (78) (78) (1.00) - (1.00) L2-12 Level 2 Reduction Fire Delete one position (1.0 FTE - Assistant Chief). - (297) (297) - (1.00) (1.00) L2-13 Level 2 Reduction Human Resources Delete one position (1.0 FTE - Administrative Analyst) and add one new position (1.0 FTE - Personnel Analyst) in
Leave Administration.
- (3) (3) - - - L2-14 Level 2 Reduction Human Resources Decrease funding in Benefits Services through reductions in non-mandatory operational costs and department
chargebacks for specialty I-9 services.
- (28) (28) - - - L2-15 Level 2 Reduction Human Resources Delete one position (1.0 FTE - Personnel Technician) in Employment Services.
- (91) (91) (1.00) - (1.00) L2-16 Level 2 Reduction Human Resources Decrease funding for contracted instructional and other professional services budgets in Human Resources
Administration.
- (159) (159) - - - L2-17 Level 2 Reduction Office of Public Safety Accountability Delete one position (1.0 FTE - OPSA Assistant Director) in the Office of Public Safety Accountability. Public Safety investigation staffing realignment.
- (173) (173) (1.00) - (1.00) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L2-18 Level 2 Reduction Police Discontinue ShotSpotter program in the South and East commands. ShotSpotter will be maintained in the North
area.
- (321) (321) - - - L2-20 Level 2 Reduction Police Delete one position (1.0 FTE - Community Service Representative I) in Patrol Unit, reducing community
engagement.
- (77) (77) (1.00) - (1.00) L2-21 Level 2 Reduction Police Delete six positions (1.0 FTE - Police Sergeant and 5.0 FTE - Police Officer), eliminating the Magnet Academy/Youth Services Division. A modified version of the Magnet
program will still exist.
- (1,203) (1,203) - (6.00) (6.00) L2-23 Level 2 Reduction Youth, Parks, and Community
Enrichment
Modify Community Centers and Clubhouses Fee Waiver/Fee
Reductions Resolution. Resolution currently offers 100% discount and 50% for organizations that meet eligible
criteria. Discounts would be modified to 50% and 25% for organizations that meet eligible criteria only. Community Center Division waived $380,000 in rental fees in
FY2024/25 without reimbursement.
(190) - (190) - - - L2-24 Level 2 Reduction Youth, Parks, and Community
Enrichment
Modify Community Centers and Clubhouses Fee Waiver/Fee
Reductions Resolution. Resolution currently offers 100% discount and 50% for organizations that meet eligible
criteria. Discounts would be modified to 50% and 25% for organizations that meet eligible criteria only. Community Center Division waived $380,000 in rental fees in
FY2024/25 without reimbursement.
190 - 190 - - - L2-25 Level 2 Reduction Youth, Parks, and Community
Enrichment
Modify Community Centers and Clubhouses Fee Waiver/Fee
Reductions Resolution. Resolution currently offers 100% discount and 50% for organizations that meet eligible
criteria. Discounts would be modified to 50% and 25% for organizations that meet eligible criteria only. Community Center Division waived $380,000 in rental fees in
FY2024/25 without reimbursement.
(190) - (190) - - - L2-26 Level 2 Reduction Youth, Parks, and Community
Enrichment
Delete four positions (1 at 0.75 FTE, 1 at 0.50 FTE and 2 at

1.0 FTE - Program Leaders) in the Community Center
Division. Reduce recreation program hours in Community
Centers.
52 (214) (162) (3.25) (3.25) L2-27 Level 2 Reduction Youth, Parks, and Community
Enrichment
Reduce stipend amount paid to participants in Prime Time Teen, Young Leaders of Tomorrow, and Junior Rec Aide
programs by 50%. Reduce Service and Supply Budget in
Youth Employment Division.
- (100) (100) - - - ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L2-28 Level 2 Reduction Youth, Parks, and Community
Enrichment
Delete four positions (2 at 1.0 FTE, 1 at 0.8 FTE and 1 at

0.6 FTE - Program Coordinator Older Adults) in the Older Adult Services Division to streamline staffing and improve department-wide operational efficiency. The delivery of services at the Hart Senior Center is being realigned to enhance operational efficiency through continued strategic collaboration with community centers with no impact on
current service levels as the majority of programming
continues to be provided by leisure enrichment contractors, dedicated volunteers, and established community partners. 56 (330) (274) - (3.40) (3.40) L2-29 Level 2 Reduction Youth, Parks, and Community
Enrichment
Discontinue the Organizational Resiliency Fund annual
allocation from Youth Development Administration Division. - (300) (300) - - - TOTAL LEVEL 2 REDUCTION (82) (4,849) (4,931) (10.00) (14.65) (24.65) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L3-1 Level 3 Reduction Community Development Decrease funding for the Residential Development Impact Fees for Affordable Dwelling Units Program. Impacts
affordable housing developments, as developers rely on the reduction of impact fees.
- (500) (500) - - - L3-3 Level 3 Reduction Finance Delete one position (1.0 FTE - Account Clerk II) in the Accounting Division.
- (75) (75) (1.00) - (1.00) L3-4 Level 3 Reduction Human Resources Delete one position (1.0 FTE - Administrative Analyst) in Office of Diversity and Equity reducing Diversity, Equity, and Inclusion (DEI) programming and initiatives.
- (138) (138) - (1.00) (1.00) L3-5 Level 3 Reduction Information Technology Delete one position (1.0 FTE - 311 Customer Service Agent) from 311 Customer Service.
- (77) (77) (1.00) - (1.00) L3-6 Level 3 Reduction Office of Public Safety Accountability Delete one position (1.0 FTE - OPSA Investigator). Public Safety investigation staffing realignment.
- (131) (131) - (1.00) (1.00) L3-7 Level 3 Reduction Office of Public Safety Accountability Delete one position (1.0 FTE - OPS Accountability Inspector General). Public Safety investigation staffing realignment.
- (167) (167) - (1.00) (1.00) L3-8 Level 3 Reduction Police One-time reduction to the Gang Prevention & Intervention Taskforce project (I11003000).
- (1,403) (1,403) - - - L3-9 Level 3 Reduction Police Delete five positions (1.0 FTE - Police Sergeant and 4.0 FTE - Police Officer), eliminating the Mounted Unit.
- (918) (918) (2.00) (3.00) (5.00) L3-10 Level 3 Reduction Police Delete five positions (5.0 FTE - Community Service Officer III) in the Hiring Pipeline program.
- (505) (505) (5.00) - (5.00) L3-11 Level 3 Reduction Police Delete one position (1.0 FTE - Police Officer) in the K9 Unit.
- (135) (135) (1.00) - (1.00) L3-13 Level 3 Reduction Police Delete one position (1.0 FTE - Fingerprint Clerk) in Forensics Unit.
- (80) (80) (1.00) - (1.00) L3-15 Level 3 Reduction Police Delete one position (1.0 FTE - Police Officer) in the Force Investigations Team.
- (135) (135) (1.00) - (1.00) L3-16 Level 3 Reduction Police Delete two positions (2.0 FTE - Police Officer) in the Recruiting Unit.
- (335) (335) (2.00) - (2.00) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L3-17 Level 3 Reduction Police Delete five positions (5.0 FTE - Police Officer) in the Background Investigations Unit.
- (793) (793) (3.00) (2.00) (5.00) L3-20 Level 3 Reduction Police Delete two positions (2.0 FTE - Police Officer) in Advanced Officer Training.
- (271) (271) (2.00) - (2.00) L3-21 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete seven positions (4 at 1.0 FTE and 2 at 0.80 FTE - Customer Service Assistant) in the Community Center
Division and (1 at 1.0 FTE - Customer Service Assistant) in the Older Adult Services Division. Reduce Community
Center Paypoint Locations to three Hub Locations.
- (517) (517) (1.00) (5.60) (6.60) L3-22 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete twelve positions (2 at 1.0 FTE - Program Coordinator and 10 at 0.20 FTE - Recreation Aide) in the Community
Center Division. Reduce after school programs in
Community Centers.
- (234) (234) (3.80) (0.20) (4.00) L3-23 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete eight positions (2 at 0.25 FTE and 2 at 0.30 FTE - Senior Lifeguard and 4 at 0.35 FTE - Assistant Pool
Manager). Reduce Programming in the Aquatics Division:

Close all four City wading pools.
- (118) (118) (2.15) (0.35) (2.50) L3-24 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete three positions (1 at 1.0 FTE - Program Supervisor, 1 at 0.47 FTE - Recreation Aide) from Youth Employment
Division, and (1 at 0.40 FTE - Senior Recreation Aide) from Youth Development Administration Division. Reduce support to the Youth Commission capacity building training and
discontinue Summer and Semester at City Hall program.
- (132) (132) (1.87) - (1.87) L3-25 Level 3 Reduction Youth, Parks, and Community
Enrichment
Eliminate stipends paid from Youth Employment Division's Prime Time Teen, Young Leaders of Tomorrow, and Junior
Rec Aide programs to youth completing their programs.

Reduce Service and Supply Budget in Youth Employment
Division.
- (100) (100) - - - L3-26 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete two positions (1.0 FTE - Program Coordinator, and

0.46 FTE - Recreation Aide) in the Youth Employment
Division. Reduce Prime Time Teen, Young Leaders of
Tomorrow, and Jr. Rec Aide offerings by 50%.
- (107) (107) - (1.46) (1.46) L3-27 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete five positions (1 at 1.0 FTE - Program Coordinator - Adaptive Recreation, 1 at 0.47 FTE, 2 at 0.15 FTE, and 1 at

0.30 FTE - Recreation Leader Adaptive Recreation) from
Access Leisure Division. Will reduce city offered programs and services for participants with disabilities and limit staff capacity to support inclusion requests and program
modifications /accommodations for all YPCE programs.

Reduced services could be provided by community
partners.
- (133) (133) - (2.07) (2.07) L3-28 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete six positions (4 at 1.0 FTE - Custodian II, 1 at 1.0 FTE - Program Coordinator, 1 at 1.0 FTE - Program
Supervisor) in the Community Center Division. Reduce
programming in all Community Centers. Community Centers would only be open four days during the week and only
available for rentals on the weekends.
- (516) (516) (2.00) (4.00) (6.00) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L3-29 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete one position (1.0 FTE - General Repair Worker) in the Park Maintenance Division and replace with third-party service provider.
- (33) (33) - (1.00) (1.00) L3-30 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete five positions (5 at 1.0 FTE - Irrigation Technician) in the Park Maintenance Division and replace with third-party
service provider.
- (139) (139) - (5.00) (5.00) L3-31 Level 3 Reduction Youth, Parks, and Community
Enrichment
Delete twenty-five positions (25 at 1.0 FTE Park
Maintenance Worker) in the Park Maintenance Division and contract for park maintenance services with a third-party vendor.
- (503) (503) - (25.00) (25.00) TOTAL LEVEL 3 REDUCTION - (8,195) (8,195) (29.82) (52.68) (82.50) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L4-1 Level 4 Reduction City Attorney Delete one position (1.0 FTE - Senior Deputy City Attorney) and add one position (1.0 FTE - Deputy City Attorney I) in the Community Advocacy & Public Safety division.
- (45) (45) - - - L4-2 Level 4 Reduction City Attorney Delete one position (1.0 FTE - Senior Deputy City Attorney) and add one position (1.0 FTE - Deputy City Attorney I) in the Community Advocacy & Public Safety division.
- (53) (53) - - - L4-3 Level 4 Reduction City Attorney Delete one position (1.0 FTE - Senior Deputy City Attorney) and add one new position (1.0 FTE - Deputy City Attorney I) in the Community Advocacy & Public Safety division.
- (53) (53) - - - L4-4 Level 4 Reduction City Attorney Delete one position (1.0 FTE - Senior Deputy City Attorney) and add one new position (1.0 FTE - Deputy City Attorney I) in the Community Advocacy & Public Safety division.
- (76) (76) - - - L4-5 Level 4 Reduction City Attorney Delete two positions (2.0 FTE Senior Deputy City Attorney).

Public Safety investigation staffing realignment.*
* Department is continuing to review alternative reduction strategies, which would not result in elimination of filled positions. - (517) (517) - (2.00) (2.00) L4-6 Level 4 Reduction City Auditor Delete one position (1.0 FTE - Senior Fiscal Policy Analyst) in the City Auditor Office. This will significantly affect the City Auditor's Office ability to conduct audits, research and analysis directed by City Council.
- (146) (146) - (1.00) (1.00) L4-7 Level 4 Reduction Community Response Reduce funding for Community Response Multi-Year Operating Project, reflecting the need to shift, restructure, or relocate operations of the X Street Navigation Center in light of Caltrans lease set to expire.
- (2,815) (2,815) - - - L4-8 Level 4 Reduction Community Response Reduce funding for Community Response Multi-Year Operating Project and shift City Motel Program to voucher- based model with a focus on unsheltered families.
- (3,164) (3,164) - - - L4-14 Level 4 Reduction Fire Delete 32 Fire Suppression positions to reduce Fire Suppression costs. The department will implement
dynamic staffing.
- (5,301) (5,301) (32.00) - (32.00) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
L4-21 Level 4 Reduction Information Technology Delete one position (1.0 FTE - GIS Specialist III) supporting citywide GIS operations. A reduction to the program could disrupt essential services and systems in multiple
departments that rely on GIS data analysis, mapping, and location-based information.
- (143) (143) (1.00) - (1.00) L4-23 Level 4 Reduction Information Technology Delete two positions (2.0 FTE - IT Support Specialist II) supporting the IT Service Desk. This reduction will severely impact our ability to resolve urgent technical issues,
affecting operational effectiveness, increasing downtime, and reducing productivity citywide.
- (320) (320) - (2.00) (2.00) L4-28 Level 4 Reduction Information Technology Delete two positions (1.0 FTE - GIS Specialist III and 1.0 FTE - GIS Specialist II). This could significantly reduce GIS capacity to develop, maintain, and enhance GIS
infrastructure, system integrations, and innovations that directly support the Community Development Department.
- (347) (347) - (2.00) (2.00) L4-30 Level 4 Reduction Information Technology Delete one position (1.0 FTE - IT Supervisor). The Regional Support Division will be reorganized to distribute work evenly among remaining staff.
- (202) (202) - (1.00) (1.00) L4-32 Level 4 Reduction Police Delete seven positions (7.0 FTE - Community Service Officer II) in the Hiring Pipeline program.
- (694) (694) (4.00) (3.00) (7.00) L4-37 Level 4 Reduction Police Delete 11 positions (1.0 FTE - Police Records Supervisor and 10.0 FTE - Police Records Specialist) in the Records Division.
- (914) (914) (11.00) - (11.00) L4-51 Level 4 Reduction Police Delete one position (1.0 FTE - Police Captain) in the Administrative Services Division.
- (328) (328) - (1.00) (1.00) L4-55 Level 4 Reduction Youth, Parks, and Community
Enrichment
Delete fifty-four positions (1 at 1.0 FTE - Aquatics
Recreation Coordinator, 2 at 0.20 FTE and 4 at 0.25 FTE - Cashier, 23 at 0.20 FTE - Lifeguard, 6 at 0.40 FTE - Pool Manager, 12 at 0.35 FTE - Senior Lifeguard and 6 at 0.35 FTE - Assistant Pool Manager), reduce revenue obligation by $35,308 and increase services and supplies budget by $250,000 in the Aquatics Division. Reduce programming in the Aquatics Division. Reduce operating schedules to 3- days per week at neighborhood pools.
35 (500) (465) (14.75) (0.95) (15.70) L4-57 Level 4 Reduction Youth, Parks, and Community
Enrichment
Delete twenty-three positions (23 at 1.0 FTE Park
Maintenance Worker I) in the Park Maintenance Division
and contract with third-party vendor for park maintenance services.
- (538) (538) - (23.00) (23.00) TOTAL LEVEL 4 REDUCTION 35 (16,156) (16,121) (62.75) (35.95) (98.70) ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
C-1 Citywide Citywide and Community
Support
Decrease services and supplies budget for Arts Stabilization to reflect a targeted reduction of discretionary spending. - (15) (15) - - - C-2 Citywide Citywide and Community
Support
Liquidate one-time funding from the Sacramento Utility
Rate Assistance (SURA) Program (I4130100) to reflect
savings from prior fiscal years.
- (438) (438) - - - ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
C-3 Citywide Citywide and Community
Support
Liquidate one-time funding in the Mayor's Office Limited- Term Positions Project (I01002500). Return unused dollars to fund balance.
- (224) (224) - - - C-4 Citywide Citywide and Community
Support
Liquidate one-time funding in the Finance Routing Project (I80060000). Return unused dollars to fund balance.
- (2,049) (2,049) - - - C-5 Citywide Citywide and Community
Support
Liquidate one-time funding in the Commission Stipends
Program (I04000100). Return unused dollars to fund
balance.
- (15) (15) - - - C-6 Citywide Citywide and Community
Support
Liquidate one-time funding in the Commission Stipends
Program (I04000100). Return unused dollars to fund
balance.
- (18) (18) - - - C-7 Citywide Citywide and Community
Support
Reduce transfer of excess parking meter receipts to the Parking Fund (Fund 6004) from the General Fund (Fund
1001) for eligible costs that are incurred in the Parking Fund (Fund 6004).
(1,155) - (1,155) - - - C-9 Citywide Citywide and Community
Support
Liquidate remaining available fund balance in the
American Rescue Plan Act (ARPA) Reinvestment Fund
(Fund 1003) and return unused dollars to the General Fund (Fund 1001).
- (1,035) (1,035) - - - C-10 Citywide Citywide and Community
Support
Liquidate one-time funding in the City Clerk Automation Program (A04000100). Return unused dollars to fund
balance.
- (1,157) (1,157) - - - C-11 Citywide Citywide and Community
Support
Liquidate one-time funding in the Youth Engagement and
Summer Programming MYOP (I01000100). Return unused
dollars to fund balance.
- (44) (44) - - - C-12 Citywide Citywide and Community
Support
Liquidate one-time funding in the Truth, Reform, and
Reconciliation Project (I01140100). Return unused dollars to fund balance.
- (320) (320) - - - C-13 Citywide Citywide and Community
Support
Liquidate one-time funding in the Thousand Strong MYOP
(I01000300). Return unused dollars to fund balance.
- (6) (6) - - - C-14 Citywide Citywide and Community
Support
Liquidate one-time funding in the Sacramento Riverfront MYOP (I02180200). Return unused dollars to fund balance. - (13) (13) - - - C-15 Citywide Citywide and Community
Support
Liquidate one-time funding in the North Sacramento
Economic Development Investment Project (I02180600).

Return unused dollars to fund balance.
- (260) (260) - - - C-16 Citywide Citywide and Community
Support
Liquidate one-time funding in the Central City Wayfinding Project (S18160100). Return unused dollars to fund
balance.
- - - - - - C-17 Citywide Citywide and Community
Support
Liquidate one-time funding in the COVID-19 CARES Act
Program (G02610100). Return unused dollars to fund
balance.
- (61) (61) - - - C-18 Citywide Citywide and Community
Support
Liquidate one-time funding in the City Manager Youth
Programs MYOP (I80020800). Return unused dollars to fund balance.
- (14) (14) - - - ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
C-19 Citywide Citywide and Community
Support
Liquidate one-time funding in the City Treasurer Investment Management Reserve Project (D05000100). Return unused
dollars to fund balance.
- (156) (156) - - - C-20 Citywide Citywide and Community
Support
Liquidate one-time funding in the Habitat Conservation
Plan MYOP (I22000020). Return unused dollars to fund
balance.
- (231) (231) - - - C-21 Citywide Citywide and Community
Support
Liquidate one-time funding in the Arts and Cultural Plan (I17000900). Return unused dollars to fund balance.
- - - - - - C-22 Citywide Citywide and Community
Support
Liquidate one-time funding in the Archives East End Project (I17000100). Return unused dollars to fund balance.
- (132) (132) - - - C-23 Citywide Citywide and Community
Support
Liquidate one-time funding in the Community
Neighborhood Improvements Program (D01000000). Return
unused dollars to fund balance.
- (3) (3) - - - C-24 Citywide Citywide and Community
Support
Liquidate one-time funding in the Training and Outreach Program (I08000300). Return unused dollars to fund
balance.
- (2,000) (2,000) - - - C-25 Citywide Citywide and Community
Support
Liquidate one-time funding in the Digital Strategy Program (A07000700). Return unused dollars to fund balance.
- (96) (96) - - - C-26 Citywide Citywide and Community
Support
Liquidate one-time funding in the Information Technology Security Program (A07000800). Return unused dollars to
fund balance.
- (203) (203) - - - C-27 Citywide Citywide and Community
Support
Liquidate one-time funding in the 311 Mobile
Modernization Project (A07001300). Return unused dollars to fund balance.
- (3) (3) - - - C-28 Citywide Citywide and Community
Support
Liquidate one-time funding in the City Facilities
Improvements Program (C15100000). Return unused dollars to fund balance.
- (115) (115) - - - C-29 Citywide Citywide and Community
Support
Liquidate one-time funding in the 21st Century Skills Grant Program (I01000400). Return unused dollars to fund
balance.
- - - - - - C-30 Citywide Citywide and Community
Support
Liquidate one-time funding in the Oak Park Community
Enhancements Project (I19708000). Return unused dollars to fund balance.
- (17) (17) - - - C-31 Citywide Citywide and Community
Support
Liquidate one-time funding in the Regional Park/Parkway Acquisition/Development Program (L19003500). Return
unused dollars to fund balance.
- (184) (184) - - - C-32 Citywide Citywide and Community
Support
Liquidate one-time funding in the Ninos Parkway/Rio Tierra Development Project (L19141000). Return unused dollars to fund balance.
- (4) (4) - - - C-33 Citywide Citywide and Community
Support
Liquidate one-time funding in the Gardenland Park PSIP
Tier III Project (L19809000). Return unused dollars to fund balance.
- (4) (4) - - - C-34 Citywide Citywide and Community
Support
Liquidate one-time funding in the Parks and Recreation
Reservation System Project (L19900300). Return unused
dollars to fund balance.
- (1) (1) - - - ID Reduction
Category Department Description
Revenue/Offset
Adjustment
($ in 000s)
Expenditure
Change
($ in 000s)
Net Savings
($ in 000s)
FTE
Vacant FTE Filled FTE Change
C-35 Citywide Citywide and Community
Support
Liquidate one-time funding in the Summer Youth and
Community Programming MYOP (I19141000). Return
unused dollars to fund balance.
- (123) (123) - - - C-36 Citywide Citywide and Community
Support
Liquidate one-time funding in the District 2 Minor Park Improvements Project (L19108700). Return unused dollars to fund balance.
- (1) (1) - - - C-37 Citywide Citywide and Community
Support
Liquidate one-time funding in the Council-Led Strategic Initiatives MYOP (I01002200). Return unused dollars to fund balance.
- (251) (251) - - - C-38 Citywide Citywide and Community
Support
Liquidate one-time funding in the North Sacramento Code Enforcement and Outreach Project (I21000600). Return
unused dollars to fund balance.
- (201) (201) - - - C-39 Citywide Citywide and Community
Support
Liquidate one-time funding in the Police Department IT
Critical Infrastructure Program (I11002700). Return unused dollars to fund balance.
- (30) (30) - - - C-40 Citywide Citywide and Community
Support
Liquidate one-time funding in the City Facility
Reinvestment Program (C13900000). Return unused dollars to fund balance.
- (56) (56) - - - C-41 Citywide Citywide and Community
Support
Liquidate one-time funding in the Youth Pop Up Events
MYOP (I19143100). Return unused dollars to fund balance. - (428) (428) - - - C-42 Citywide Citywide and Community
Support
Liquidate one-time funding in the Youth Pop Up Events
MYOP (I19143100). Return unused dollars to fund balance. - (254) (254) - - - C-43 Citywide Citywide and Community
Support
Liquidate one-time funding in the Children and Youth
Services Program (19143200). Return unused dollars to fund balance.
- (193) (193) - - - C-44 Citywide Citywide and Community
Support
Liquidate one-time funding in the Children and Youth
Services Program (19143200). Return unused dollars to fund balance.
- (498) (498) - - - C-45 Citywide Citywide and Community
Support
Liquidate one-time funding in Fleet Acquisitions
(I06000999). Return unused dollars to fund balance.
- (354) (354) - - - C-46 Citywide Citywide and Community
Support
Liquidate one-time funding in Fleet Acquisitions
(I06000999). Return unused dollars to fund balance.
- (104) (104) - - - TOTAL CITYWIDE REDUCTION (1,155) (11,311) (12,466) - - - Fiscal Year 2026/27
Early Budget Work Session

Early Budget Work Sessions Schedule
2 March 3 • Budget Overview and Context
• Balancing Scenarios
March 10
Department
Presentations
• Baseline Balancing Plan Overview
• City Manager / OIED
• Convention & Cultural Services
• Department of Community Response
• Fire
• Police
March 17
Department
Presentations
• Y outh, Parks & Community Enrichment
• Community Development
• Finance / Human Resources / Information T echnology
• Department of Utilities
• Public Works
March 24
Department
Presentations
• City Attorney
• City Auditor
• City Clerk
• City T reasurer
• Office of Public Safety Accountabilty
Structural Deficit
● Not caused by an
economic downturn.
● Imbalance between
expense growth and
revenues.
● Ongoing balancing
strategies lower projected
deficits in future years.
3 $0.7
$(66.2)
$(81.8)
$(99.4) $(102.1)
FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 FY2029/30
Budget Balancing
Define Core Services / Advance Priorities
• Define & preserve core services.
• Advance Council priorities:
 Economic Development;
 Homelessness; and
 Public Safety.
• Minimize, to the extent possible, impacts on services to the public. • Minimize, to the extent possible, impacts on staff.
4 Budget Balancing – Reduction Targets
5 Budget Balancing – Creating a Menu of Options
• Departments to develop reduction plans to hit a target reduction of 15% net G/MU fund use. • Define service and staffing impact of each strategy.
• Finance staff will review projects and other citywide budget reduction strategies.

This process generates more savings options than are needed to balance the budget which allows the City to be strategic in selecting reductions.

Available Strategies
6 To close the deficit, City staff identified over 200 departmental and citywide savings strategies:
*Single role implementation results in 8 additional positions, but at a lower net cost.

These strategies present a total of $106M in budget balancing options to close the City’s $66.2M projected deficit.

Category Savings ($
millions)
Vacant FTE
Impact
Filled FTE
Impact
Total FTE
Impact
Revenue $15.1 - - -
Level 1 Reduction $7.4 (3.9)* - 3.9
Level 2 Reduction $5.5 13.0 17.6 30.7
Level 3 Reduction $10.2 30.8 61.7 92.5
Level 4 Reduction $51.2 106.8 193.0 299.7
Citywide Strategy $16.9 - - -
Total $106.3 146.7 272.3 419.0
Baseline
Budget Balancing
Plan
7 Strategy Savings
Interest on Treasury Pool $3.5
Debt Refunding $1.4
Debt Service Funding Shift $1.2
Citywide Strategies / Project Fund Reallocations $11.4
Homelessness Services Contract Efficiencies $3.8
Hotel Voucher Program Shift $3.2
X St Shelter Partnership Savings $2.8
Fire Single Role Savings $3.6
Violence Prevention Grant & MYOP $1.8
Additional Departmental Revenues $15.1
Expense Reductions:

Police $7.1
Fire $5.6
YPCE $4.8
Other Departments $7.5
Total Savings $72.8
Baseline Budget
Balancing -
Staffing Impacts
(as of March 4)
8 Staffing Impacts – Baseline Reduction Strategies:
• Elimination of 98.7 Vacant FTE
• Elimination of 103.3 Filled FTE
Other Staffing Impacts:
• Elimination of 13 Filled FTE and 1 Vacant FTE in Police associated with ending outside contracts – all filled FTE will move to vacant positions. • Elimination of 5.1 Filled FTE and 21.3 Vacant FTE in YPCE primarily associated with the loss of State funding.

A filled position being eliminated does not necessarily result in an employee separating from the City.

Staff is currently analyzing impacts and opportunities to place impacted staff in alternative vacancies.

There will also be position impacts outside of the budget reduction process.

We will continue to update Council on impacts to staff throughout the budget process.

Budget Balancing –
One-time vs
Ongoing
9 One-
Time
27%
Ongoing
73%
Budget Balancing
– Alignment with
Council Priorities
10 • Economic develop programs to continue innovative and inclusive strategies such as tax increment financing,
streamlined permitting, and entrepreneurship support to drive growth.
• Maintains homelessness services at lower costs.
• No sworn police or fire separation from the City.
• Lower proportional share reductions in Police and Fire versus across-the-board cut scenario.
• Avoids Fire station closures & continues Single Role program. • Maintains community prosecutor for additional year.
• Maintains FUEL Network service levels for an additional year with funding from Federal Funding Reserve established by Council in FY 2025/26 Budget.

Pending
Factors
• Labor negotiations
• Unfunded liabilities (pension, capital, and
deferred maintenance)
• Future of State homelessness program
resources
• Federal funding risks
• Risk of recession
• Structural nature of budget deficit, not due to an
economic downturn
11 Department Presentations
CITY MANAGER’S OFFICE / OFFICE OF

INNOVATION & ECONOMIC DEVELOPMENT

CMO Mission & Services
The City Manager’s Office is
responsible for the leadership
and direction of all City
operations, programs, and
services designed to protect,
preserve, and enhance the
quality of life for present and
future generations.
2 Implements City Council
priorities, provides policy
recommendations on the
annual budget and future City
needs, and oversees all City
departments.

Department Mission Services

CMO Department Structure
3 Total FTE: 48.0 / Executive Office Total FTE: 16.0
City Manager
Chief of Staff Assistant
City Manager
Assistant
City Manager
Assistant
City Manager
OIED
CMO - Current Year Budget ($ millions)
4 General Fund Budget
Appropriations $3.5
Revenues $0
Net General Fund Cost $3.5
Full-Time Equivalent Positions 16.0
CMO - 15% Reduction Options Summary
5 Reduction
Category
Savings
Amount Vacant FTE Filled FTE Total FTE
Revenue - - - -
Level 1 $.12 - - -
Level 2 $.4 2.0 1.0 3.0
Level 3 - - - -
Level 4 - - - -
Total $.52 2.0 1.0 3.0
Budget Balancing
Impacts
6 Expense Reductions
• Media outreach and response
and proactive communications
• Reduction in service and
supplies
OIED Mission & Services
The Office of Innovation and
Economic Development is
committed to growing a
strong, inclusive, and vibrant
economy. We encourage job
growth and investment by
retaining, attracting, growing,
and scaling new and
innovative businesses.
7 Connecting residents and
businesses with critical
resources including small
business resources, project
facilitation and financing,
housing solutions, and
workforce developments so
all residents participate in
Sacramento’s economic
growth.

Department Mission Services

OIED Structure
8 Total FTE: 32.0 / Total General Fund FTE: 30.0
Economic
Development
Administration
Community
Investment
Economic
Development
Community
Engagement Housing Nighttime
Economy
Workforce
Development
Current Year Budget ($ millions)
9 General Fund Budget
Appropriations $5.7
Revenues $0
Net General Fund Cost $5.7
Full-Time Equivalent Positions 30
Other Funds Budget*
Appropriations $4.6
Revenues $0
Net Use of / (Contribution to)
Fund Balance
$0
Full-Time Equivalent Positions 2
*Other funds primarily include the Innovation &
Growth Fund
OIED - General Fund
Appropriation By
Division ($ millions)
10 Economic
Development
Admin
$1.2
21%
Economic
Development
$1.3
23%
Community
Investment
$1.0
18%
Housing
$0.4
6%
Community
Engagement
$1.4
25%
Workforce
Development
$0.4
7%
TOTAL:
$5.7
OIED - General Fund
Appropriation By
Spending Category
($ millions)
11 Salaries & Benefits
$5.4
86%
Services &
Supplies
$0.9
14%
Offsets & Transfers: ($.60)
TOTAL:
$5.7
15% Reduction Options Summary
12 Reduction
Category
Savings
Amount Vacant FTE Filled FTE Total FTE
Revenue - - - -
Level 1 $.26 1.0 - 1.0
Level 2 $.60 - - -
Level 3 - - - -
Level 4 - - - -
Total $.86 1.0 - 1.0
Budget Balancing
Impacts
13 Expense Reductions
• Reduction in service and supplies
• Economic Gardening Program
aligned to expenditures, minimal
impacts to programming
• Position funding source change
to support Sacramento Valley
Station economic development
opportunities
Preserving Core Services and Advancing Council Priorities 14 • Advance Catalytic Projects
• Develop a Strategic Economic Development Plan
• Deliver Workforce Development Programs
• Increase Housing Opportunities
• Support Small Business and Entrepreneur Growth
• Advance the Strategic Plan and City Council Priority
Initiatives
Questions & Comments

CONVENTION AND

CULTURAL SERVICES

Department Mission & Services
The mission is to promote
and preserve our unique
culture and heritage by
delivering accessible arts,
leisure, and educational
experiences to enrich
people’s lives and enhance
the metropolitan area.
2 Our department funds, permits and
supports the creative economy and
commissions public art that contributes
to neighborhood identity and pride. We
collect, organize, care for and make
accessible the region's vast cultural
heritage. We manage districts and
operate facilities that collectively attract
millions of people and hundreds
of millions in associated impact.

Department Mission Services

Department Structure
3 Total FTE: 124.50 / Total General Fund FTE: 23.95
Convention and
Cultural Services
(CCS)
CCS Administration Entertainment
Services History Office of Arts and
Culture
SAFE Credit Union
Convention and
Performing Arts
District
Non-Profit
Organizations
Current Year Budget ($ millions)
4 City of Sacramento – Convention and Cultural Services Operating Budget Overview | $36.1 Million
85% Enterprise Fund - $30.5 Million
Community Center Fund
12% General Fund - $4.4 Million
Office Arts & Culture | Entertainment Services | History 3% Other Funds - $1.2 Million
Fairytale Town Fund | H Street Theater Fund | Innovation & Growth Fund | Old Sacramento Maintenance District Fund | Old Sacramento Market Fund | Winchester G. & Mary Alice Felt Fund | Zoo Fund
Current Year Budget ($ millions)
5 General Fund Budget
Appropriations $4.4
Revenues & Offsets $0.8
Net General Fund Cost $3.6
Full-Time Equivalent Positions 23.95 FTE
General Fund
Appropriation By
Division ($ millions)
6 History
$2.1
48%
Office of Arts &
Culture
$1.2
27%
Entertainment
Services
$1.1
25%
TOTAL:
$4.4
General Fund
Appropriation By
Spending Category
($ millions)
7 Salaries & Benefits
$3.3
61%
Services &
Supplies
$1.5
28%
Multi-Year
Operating
Projects
$0.6
11%
Offsets & Transfers: ($1.0)
TOTAL:
$4.4
15% Reduction Options Summary
8 Reduction Category Savings
Amount Vacant FTE Filled FTE Total FTE
Level 1 $275,652 1.70 0.00 1.70
Level 2 $15,000 0.00 0.00 0.00
Level 3 $250,000 0.00 0.00 0.00
Total $540,652 1.70 0.00 1.70
Budget Balancing
Impacts
9 Expense Reductions ($0.1M)
• Eliminating vacancies – reduction due to
decreased dock traffic and service needs, will
not have a service impact.
• Reducing position – reduction in Registrar
position to half-time reducing the G/MU fund
obligation for this position, essential
responsibilities of this position at the Center
for Sacramento History can be maintained at
the half-time level, however processing
volume will be reduced.
10 Expense Reductions ($0.2M)
• Changing funding source – transition funding
source for McClellan Park storage facility lease
payment to Community Center Fund; McClellan
supports the Crocker Art Museum and Center
for Sacramento History by providing for the
storage of materials to support exhibitions,
research, and public access. Reduces the G/MU
fund obligation and will not have a service
impact.
• Decreasing funding – reduction of non-essential
discretionary spending for the Arts Stabilization
program, will have a minimal impact to services
provided under this program.

Budget Balancing
Impacts
Value of reductions included in
base budget balancing plan totals
$0.3M
Preserving Core Services & Advancing Council Priorities 11 Preserving Core Services:
• Arts and cultural/creative economy grantmaking, including the cultural arts awards, remains intact.

Entertainment permitting (and related reforms) will also continue and core history activities are preserved.

Advancing Priorities:
• Entertainment Rebate programs (attract activity in our facilities and filming in the city) • Entertainment Permitting streamlining (make it easier forevents, venues and filmmakers to do business) • Access to Capital for creative economy (widen the pool of supportersfor creative activity) • Cultural districts and creative space (influence corridor vibrancy and enhance destination experience) • History planning (elevate history as a part of the destination experience) • Old Sacramento Waterfront physical and experiential changes (strengthen the district experience) Questions & Comments
Department of
Community Response

Department Mission & Services
Provide compassionate
and individualized support
to people experiencing
homelessness with the
goal of aiding them on
their path toward recovery,
wellness and self-
sufficiency.
2 ● Deploy teams of social
workers and outreach
specialists.
● Manage and monitor the City's
emergency shelters and
programs.
● Direct the City's multi-
departmental Incident
Management Team
responding to homelessness.

Department Mission Services

Department Structure
3 Total FTE: 38 General Funded, partially offset with HHAP and Opioid funds Department of
Community
Response
Director’s
Office
(7 FTE)
Community
Response
(25 FTE)
Homeless
Services
(6 FTE)
Incident
Management
Team

Current Year Budget ($ millions)
4 General Fund Budget
Appropriations $54.1
Revenues (HHAP-6, Savings) $14.5
Net General Fund Cost $39.6
Full-Time Equivalent Positions 38.0
The Department of Community Response's total budget is $54.1M, with the $14.5M of Non-General Fund portion consisting of HHAP-6 and prior year savings.

General Fund
Appropriation By
Division ($ millions)
5 Multi-Year
Operating
Projects
$33.7
85%
Community
Outreach
$3.7
10%
Director's Office
$1.3
3%
Homeless
Services
$0.9
2%
TOTAL:
$39.6
General Fund
Appropriation By
Spending Category
($ millions)
6 Multi-Year
Operating
Projects
$33.7
84%
Salaries & Benefits
$5.3
13%
Services &
Supplies
$0.7
2%
City Property
$0.3
1%
Offsets & Transfers: ($0.4M)
TOTAL:
$39.6
15% Reduction Options Summary
7 Reduction
Category
Savings
Amount Vacant FTE Filled FTE Total FTE
Revenue $36K - - -
Level 1 - - - -
Level 2 $6M - - -
Level 3 - - - -
Level 4 - - - -
Total $6M - - -
15% Reduction plan does not include the operational efficiencies outlined in the next slides.

Budget Balancing
Impacts
8 Revenue Increases
• New fee for Micro-Community Program
$36,000
Expense Reductions
• City Motel Program- Shift to a voucher-based
model focusing on unsheltered families.
$3.2 million
• X Street Navigation Center- Caltrans lease to
expire in FY27. Shift, restructure, or relocate
operations.
$2.8 million
Operational Efficiencies
• Contract renegotiations and service delivery
remodeling savings. $3.8 million
Preserving Core Services & Advancing Council Priorities 9 More sustained, better/cost effective solutions (Council Priority for Homelessness) • New sites scheduled to open include:
• Safe Camping serving 100 individuals in the river district (May 2026) • Safe Parking serving 40-80 individuals City-wide (Summer/Fall 2026) • 1st Micro-community site serving 40 individuals 55 yrs and older on a fixed income (Jan 2027) • $8.8M Operational savings allowing for reinvestments in new strategies while maintaining existing capacity at a lower cost.
• $5M for the operations of Safe Camping, Safe Parking, and new Micro-community sites in FY27 • $3.8M reducing the FY 27 DCR budget need or over all City deficit • ERF grant funding added 135 new tiny homes at Roseville Rd (35 more coming this summer). • DCR is developing a CalAIM Community Supports Program for State CalAIM (Medi-Cal) reimbursements to partially offset costs for services provided by DCR and contracted shelter staff • DCR was awarded a CITED-IGT grant of $168,070 to help fund this program Questions & Comments
Fire Department

Department Mission & Services
The Sacramento Fire
Department protects the
community through effective,
innovative public safety
services, guided by honor,
respect, courage, integrity,
and devotion to duty.
2 It responds to fires, medical emergencies,
hazardous materials incidents, technical
rescues, and water rescues to keep the
Sacramento community safe. Through
the Office of Emergency Management,
the department also coordinates disaster
preparedness, mitigation, response and
recovery efforts citywide.

Department Mission Services

Department Structure
3 Total FTE: 767.5 (685 Sworn/80.5 Professional Staff)

Current Year Budget ($ millions)
4 General/Measure U Fund Budget
Appropriations $227.8
Revenues $72.7
Net General Fund/Measure U Cost $155.1
Full-Time Equivalent Positions 767.5
The Fire Department’s total budget is $155.1M.

General/Measure U
Fund Appropriation
By Division
($ millions)
5 Administration

3.0 1%
Arson
Investigations
and Code
Enforcement,

8.7 4%
Special
Operations,
$1.3
1%
Operations
And
Training
$151.9
66%
Community
Response &
EMS
$45.2,
20%
Support
Services
$17.6
8%
General/Measure U
Fund Appropriation
By Spending
Category
($ millions)
6 Reimbursemen
-$2.4
-1%Salaries & Benefits,
$198.2
85%
Services & Supplie
$31.2
14%
15% Reduction Options Summary ($ millions)
7 Reduction
Category
Savings
Amount Vacant FTE Filled FTE Total FTE
Revenue $9.4 - - -
Level 1 $3.6 (8.0)* - (8.0)*
Level 2 $0.3 - 1.0 1.0
Level 3 - - - -
Level 4 $10.3 32.0 23.0 55.0
Total $23.5 24.0 24.0 48.0
*Single role implementation results in more net positions at a lower total cost.

Budget Balancing
Impacts
8 Revenue Increases ($9.8M)
• Aligning budget with projections for the
following revenue sources (no changes in fee or
charge amounts):
• Fire District Reimbursements
• Emergency Medical Services – Advanced Life
Support
• Emergency Medical Services – IGT Program
• Fire Prevention
Single Role Implementation ($3.6M)
• Continued implementation of Single Role
program to allow dispatching of emergency
services without having to send fire suppression
teams.

Budget Balancing
Impacts
9 Staffing Realignment ($0.3M)
• The Diversity, Outreach, and Recruitment
will be realigned to allow for minimal impact
to the program while maintaining the mission,
but a vacant position would be eliminated.

Service Reductions ($5.3M)
• Elimination of vacant positions and
implementation of dynamic staffing which
may result in longer response times, reduced
operational capacity, increased risk of injury
on duty, and diminished community outreach.

However, no sworn Fire personnel would be
separated from the City.

Preserving Core Services & Advancing Council Priorities 10 Our mission is clear: protecting life, property, and the wellbeing of our community must remain our highest priority. As we navigate fiscal challenges, preserving core fire and EMS services is essential to maintaining rapid emergency response, firefighter safety, and community trust.

Every decision we make must reinforce our ability to deliver effective, and reliable public safety services. By safeguarding frontline operations, we protect not only our residents today but the long-term resilience of our city.

Together, we will continue advancing the City’s priorities while maintaining the core services the community depends on every single day.

Questions & Comments
Community &
Service Impacts –
Scenario 4
12 Revenue Increases
• Aligning and memorializing budget with the Fees
& Charges increases that were implemented July
2025. Not a new impact to the community.

Expense Reductions
• Eliminating filled sworn positions – means
closures. A reduction in service and increase in
emergency response times to the community.
• Eliminating vacant sworn positions through
attrition – dynamic staffing implemented.
• The Diversity, Outreach, and Recruitment will
be realigned to allow for minimal impact to the
program while maintaining the mission.

Budget Balancing
Impacts
13 Expense Reductions ($9.8M)
• Aligning budget with projections for
the following revenue sources (no
changes in fee or charge amounts:
• Fire District Reimbursements
• Emergency Medical Services –
Advanced Life Support
• Emergency Medical Services –
IGT Program
• Fire Prevention
Community &
Service Impacts –
Scenario 4
14 Service Reductions
• Extended Emergency Response Times:

Fewer staffed companies will result in longer
response times, therefore affecting outcomes
during time-sensitive emergencies.
• Delays in Critical Medical Care: Reduced
operational capacity will slow EMS delivery
when immediate care is essential.
• Diminished Community Outreach:

Scaling back resources will limit outreach and
education programs.

Community &
Service Impacts –
Scenario 4
15 Service Impacts
Impacts to current sworn staffing:
• Increased physical strain and
mental fatigue
• Higher risk of injury due to
fewer personnel
• Increase exposure to traumatic
events for the workforce
Community &
Service Impacts –
Scenario 4
16 Retrospective View
Call Volumes & Injury on
Duty:
• 2016 - 88,235 calls
(FY17: IOD 23,594 hours)
• 2025 – 106,985 calls
(FY25: IOD 63,155 hours)

POLICE DEPARTMENT

Department Mission & Services
To work in partnership with
the Community to protect life
and property, solve
neighborhood problems, and
enhance the quality of life in
our City.
2 ● Frontline Policing and Specialized Response
● Criminal Investigations and Evidence Management
● Emergency Communications and Records Management
● Policy, Compliance, and Transparency
● Data-Driven Crime Reduction and Prevention
● Community Trust and Public Safety Partnerships
Department Mission Services

Department Structure
3 Total FTE: 1,092.5
= 733.0 sworn + 359.5 professional staff
Police
Office of
Operations
Office of
Investigations
Office of
Specialized
Services
Office of
Strategy &
Compliance
Office of the
Chief
Current Year Budget ($ millions)
4 General Fund Budget
Appropriations $255.7
Revenues $9.2
Net General Fund Cost $246.5
Full-Time Equivalent Positions 1,092.5
General Fund
Appropriation By
Division ($ millions)
5 Office of
Investigations
$63.2
25%
Office of
Operations
$106.1
41%
Office of
Specialized
Services
$48.3
19%
Office of Strategy
& Compliance
$31.3
12%
Office of the
Chief
$6.8
3%
TOTAL:
$255.7
General Fund
Appropriation By
Spending Category
($ millions)
6 Salaries & Benefits
$229.3
90%
Services &
Supplies
$14.1
5%
City Property
$0.5
0%
Multi-Year
Operating
Projects
$11.8
5%
Offsets & Transfers: ($4,800,000)
TOTAL:
$255.7
15% Reduction Options Summary
7 Reduction
Category
Savings
Amount
Vacant FTE
As of 1/16/26
Filled FTE
As of 1/16/26 Total FTE
Revenue ($120,000) - - -
Level 1 ($837,000) - - -
Level 2 ($2,200,000) 6.0 7.0 13.0
Level 3 ($6,350,000) 17.0 15.0 32.0
Level 4 ($27,400,000) 43.0 107.0 150.0
Total ($36,907,000) 66.0 129.0 195.0
Budget Balancing
Impacts
8 • State reimbursement for
sexual assault exams
Revenue Increases
($0.1M)
• State Violence Prevention
grant
• Violence Prevention MYOP
Cost Shift ($1.8M)
Budget Balancing
Impacts
9 • Administrative Services
• Records Division
• Hiring Pipeline
• Recruiting
• Advanced Officer Training
• Background Investigations
• Force Investigations T eam
• K9 Unit
• Forensics Unit
• Crime Analysis Unit
• Policy T eam
• Communications
• Community Support Services
Specialized Unit Reductions &
Reorganizations ($4.6)
Budget Balancing
Impacts
10 • Mounted Unit
• Magnet Academy
• Shot Spotter (South & East)
• SpidrT ech
Specialized Unit Elimination and
Other Reductions ($2.6M)
M y K astl eA dmi n@ k astl e.com
Budget Balancing Impacts - Staffing
This baseline plan would result in no sworn officers from being separated from the City. Overall, the position impacts are:
- Elimination of 62 FTE- 40 Sworn, 22 Professional Staff - 47 vacancies
- 15 filled sworn positions being impacted
11 Preserving Core Services & Advancing Council Priorities 12 • Operational Readiness
Maintain readiness for daily needs and emergencies by investing in technology, training, and strategic resource allocation.
• Crime Reduction
Use data-driven strategies and strong community partnerships to prevent crime, address trends, and keep neighborhoods safe.
• Employee Investment
Support officers and staff with professional development, career growth, and wellness programs to foster a positive, resilient workforce.
• Quality Police Service
Build positive relationships with the community to meet the needs of a diverse population and continue to uphold high standards of conduct while delivering great service to our community. • Strategic Governance
Develop data driven strategies and make informed decisions to drive positive outcomes while fostering a culture of innovation to adapt to evolving challenges.

Questions & Comments