Sacramento City Council
February 15, 2022

Susana Alcala Wood, City Attorney Jorge Oseguera, City Auditor Mindy Cuppy, City Clerk Howard Chan, City Manager John Colville, City Treasurer City Council Report
915 I Street, 1st Floor
Sacramento, CA 95814
www.cityofsacramento.org

File ID: 2022-00174 February 15, 2022 Discussion Item 21

Title: Fiscal Year (FY) 2021/22 Midyear Review

Location: Citywide

Recommendation: Adopt a Resolution approving the FY2021/22 Midyear Budget Report.

Contact: Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected]; Emily Combs, Director of Finance, (916) 808-7914, [email protected], Department of Finance

Presenter: Emily Combs, Director of Finance, (916) 808-7914, [email protected], Department of Finance

Attachments:
1-Description/Analysis
2-Measure U Programming Update
3-Resolution
4-Exhibit A - FY2021/22 Midyear Department Report
5-Exhibit B - Budget and Staffing Adjustments
6-Exhibit C-1 - Summary Changes
7-Exhibit C-2 - Position Changes
8-Exhibit D - FY2021/22 Measure U Programming

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Description/Analysis

Issue Detail: The FY2021/22 midyear review is intended to update the City Council (Council) on major changes following budget approval and includes recommendations reflecting Council’s programmatic and project direction. The Midyear Report (Exhibit A) provides detailed information on the City Manager’s recommended departmental and fund changes.

General/Measure U (G/MU) Fund Balance
As presented in the FY2021/22 Annual Comprehensive Financial Report (ACFR), year-end net results (revenues less expenditures) resulted in one-time G/MU Fund budgetary resources of $42 million. The following table provides a summary of the available fund balance and FY2021/22 midyear revisions. The revisions are summarized below and detailed in Exhibit A.

American Rescue Plan Act Fund Initiatives
The following table summarizes recommended changes included in the FY2021/22 midyear for various American Rescue Plan Act (ARPA) initiatives.

Fund Balance Column1
FY2020/21 Availble Fund Balance 42,360
FY2021/22 Revenues 684,565
FY2021/22 Expenditures (666,956)
FY2021/22 Capital Projects (14,623)
FY2021/22 EUR Contribution (3,407)
Subtotal Available Fund Balance 41,939$
FY2021/22 Midyear Revisions
FY2021/22 Midyear Revenue Revision 26,163
Pandemic Debt Service Shortfall (12,308)
City Manager Recommendations (322)
Estimated Labor Contracts Impact:

Estimated Labor Contracts Cost (20,504)
Citywide Organizational Needs Offset (ARPA/HTF funds) 14,894 Subtotal Midyear Revisions 7,922
Available Fund Balance 49,861
Reserve for Budget Development (49,861)
Ending Available Fund Balance - $
General/Measure U Available Fund Balance (in 000s)

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Council-led Strategic initiatives in the amount of $550,000 are recommended to be funded from the $1 million ARPA allocation as identified in the Mayor’s September 9, 2021, letter as amended and approved by Council on September 14, 2021 (Motion No. 2021-0257).

Details of the Council-led Strategic initiatives revisions are included below:

• Citywide Equity Study (I01003000), $250,000: The one-time initiative of $250,000 to conduct the Citywide Equity Study will outline Sacramento’s history and outcomes regarding race to establish a racial equity policy for future investment and policies. The study would investigate racial inequities regarding economy, education, transportation, air quality and environment, housing, public safety, and neighborhood and civic life. The Citywide Equity Indicator Report will develop a baseline quantitative framework that can be used to better understand the impacts of race and measure inequities. The study will enable City departments and staff to make data-driven decisions and racial equity policies about infrastructure investments, programs, and policies to address (current and historical) inequities.

• Towing Administration Fee Reform (I01003000), $200,000: The Towing Administration Fee Reform will address systemic inequities related to fines and fees imposed on under-resourced communities. The Police Department will waive the $180 towing administrative fee for those who qualify based on various income-related criteria.

The one-time initiative of $200,000 is expected cover revenue losses and related costs for the implementation of this reform over the next two years.

Revenue/
Reimbursement
Adjustment
Expediture
Adjustment Net Change
Council-Led Strategic Initiatives - 550 550 Community Response (12,763) 12,763 - 2021 CHP Grant - - - ARPA Funds Subtotal (12,763)$ 13,313$ 550$ ARPA FY2021/22 Midyear Revisions (in 000s)
FY2021/22 Midyear Revisions Column1
Citywide Equity Study 250
Towing Administration Fee Reform 200
Sacramento Native American Health Center 100
Total 550$
ARPA Council-Led Strategic Initiatives (in 000s)

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• Sacramento Native American Health Center (I01003000), $100,000: A one-time initiative of $100,000 to the Sacramento Native American Health to provide COVID- related health care services as directed by Council on December 14, 2021.

The Community Response initiatives are funded by the Homeless and Housing Commitment allocation as identified in the Comprehensive Siting Plan approved by Council on September 14, 2021. The midyear revision releases a portion of ARPA Homelessness and Housing Commitment funds to the specific initiatives described in detail below:

• Community Response (I23000100), $12.8 million: To support the alternative response to homelessness as identified in the Comprehensive Siting Plan, the Community Response project is created to cover Outreach and Code Enforcement and Homelessness Services/Programs. Managed by the Department of Community Response, the addition of 19.0 FTE is recommended to provide homelessness outreach and code enforcement. The remaining funds of $11.5 million will fund existing services and programs conducted by Public Works and outside contractors. Existing services and programs include sheltering, outreach & engagement, encampment clean-up, waste collection, security, detox, vouchers, legal assistance, and other various non- sheltering services/programs. All services and programs will be managed by the Department of Community Response.

• Community Oriented Policing Services (COPS) Program, 15.0 FTE: On January 4, 2021, Council approved the acceptance of the 2021 COPS Hiring Program Grant award (2021 CHP Grant). The addition of 15.0 FTE Police Officers is recommended to advance the recruitment process for the program. Under the terms of the grant, the City is required to provide a match for the grant funding of staff, supplies and equipment, which will be funded by the ARPA Citywide Organization Needs allocation in the FY2022/23 Budget.

Citywide Revenue Revisions
Based on revenue performance through the first half of FY2021/22, staff is recommending several revenue revisions. These changes, which total $26.2 million, are reflected in the Revenue/
Reimbursement
Adjustment
Expediture
Adjustment Net Change
Outreach and Code Enforcement (1,231) 1,231 - Homelessness Services/Programs (11,532) 11,532 - ARPA Funds Subtotal (12,763)$ 12,763$ -$ ARPA Community Response Initiatives (in 000s)

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following table:

Detailed information on the revenue changes included in the report is available in Exhibit A.

The five-year forecast has been updated to reflect these changes.

Pandemic Debt Service Shortfall Revision
Although the anticipated impacts of the pandemic on City funds were included in the FY2021/22 Adopted Budget, shortfalls in various funds have impacted the City’s ability to make required debt service payments. The following table reflects recommended budget adjustments to the address fund shortfalls, providing the resources to ensure the City’s debt obligations are paid. Additional information regarding these changes is included in Exhibit A.

City Manager Recommendations
The following table summarizes recommended budget adjustments necessary to address departmental operational needs and critical equipment/capital improvements budgeted in multi-year projects. Detailed information by department is available in Exhibit A.

Revenue Type (dollars in 000s)
FY2021/22
Approved
FY2021/22
Amended $ Change % Change
Measure U Transactions & Use Tax 108,801 124,238 15,437 14.2% Real Property Transfer Tax 12,659 16,659 4,000 31.6%
General Sales & Use Tax 96,411 98,963 2,552 2.6%
Utility User Tax 61,594 63,000 1,406 2.3%
Property Tax In-Lieu of Vehicle License Fee 53,363 54,619 1,256 2.4% Cannabis Business Operations Tax 20,651 21,448 797 3.9% Transient Occupancy Tax 3,743 4,458 715 19.1%
Recommended Midyear Revisions 357,222 $ 383,385 $ 26,163 $ 7.3% FY2021/22 Midyear Revisions Column1
Community Center Fund 6,718
Parking Fund 5,148
Sacramento Tourism Infrastructure District Fund 442
Total 12,308 $
Pandemic Debt Service Shortfall (in 000s)

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Estimated Labor Contract Impact
The estimated cost of labor agreements is approximately $21 million in the G/MU Fund for FY2021/22. Budget adjustments for labor agreements are not included as part of the midyear review as funding will be appropriated as contracts are approved by Council. Approximately $14.9 million in the ARPA Citywide Organization Needs allocation ($9.9 million) and Housing Trust Funds (HTF) ($5.0 million) will be used to offset these costs. The transfer of $9.9 million from the ARPA Funds to the General Fund is included in the FY2021/22 Midyear revision and detailed in Exhibit A.

Midyear Review
The midyear review includes an analysis of all Departments and funds, and recommendations for staffing changes, revenue and expenditure adjustments, multi-year project budget adjustments, and other minor corrective actions. Exhibits B and C provide additional detailed information on these changes.

Fund/Department
FTE
Change
Midyear
Cost
Outyear Net
Cost
G/MU Fund*
City Clerk 4.00 191 434
City Manager 2.00 57 136
City Treasurer - (400) -
Citywide / Community Support - 480 - Community Development 7.50 54 122
Community Response 17.00 - -
Finance - - -
Fire - (394) (394)
Mayor/Council - - -
Police 15.00 - 4
Public Works 2.00 334 (11)
Youth, Parks, & Community Enrichment (2.97) - - G/MU Fund Total 44.53 322$ 290$
Fund/Department
FTE
Change
Midyear
Cost
Outyear Net
Cost
Other Funds**
Public Works (0.20) 4,102 233
Youth, Parks, & Community Enrichment (0.75) (5) (11) Other Funds Total (0.95) 4,097$ 222$
Grand Total 43.58 4,419$ 512$
* Excludes ARPA offsets for Estimated Labor Contracts outlined below ** Excludes Pandemic Debt Service outlined above
City Manager Recommendations (in 000s)

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Policy Considerations: This report is consistent with Council’s direction to keep the Council informed on the fiscal condition of the City.

Economic Impacts: None.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines section 15060(c)(3)). CEQA review for any project, which utilizes funds allocated in this report, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.

Sustainability: Not Applicable.

Commission/Committee Action: The FY2021/22 Midyear Report was presented to the Budget and Audit Committee (Committee) on Tuesday, February 8, 2022. The Mayor submitted a memorandum with $27 million in additional Midyear recommendations along with the Midyear Report. The Committee discussed the Midyear Report and the Mayor’s recommendations and voted to forward both to Council for further consideration. The following chart summarizes the Committee’s additional recommendations:

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Rationale for Recommendation: The actions recommended in this midyear review address the adjustments necessary to implement the City’s financial plan for the remainder of the current fiscal year and provides additional resources for mission critical programs and services as directed by Council.

Financial Considerations: The midyear review includes changes to the current budget resolution, necessary to clarify authority and establish the authority needed for the proposed budgetary recommendations.

The five-year G/MU Fund forecast has been updated to reflect FY2020/21 year-end resources, revenue adjustments, estimated labor contract costs, APRA and HTF offsets, pandemic- related debt service shortfalls, City Manager recommendations, and a reserve to address the projected budget shortfall in future fiscal years. In addition to the FY2021/22 changes, the G/MU Fund forecast includes known outyear impacts of the labor contracts, the continuation of ARPA-funded staff and services and changes in the CalPERS earnings/discount rate change.

Fund/Department
Midyear
Cost
Affordable Housing and Homelessness
Housing Trust Fund 10,000$
Department of Community Response Outreach 2,800
Sacramento Steps Forward Coordinated Access System 1,000 Women's and Children's Shelter 1,000
Economic Development
La Familia Opportunity Center 2,000
California Mobility Center 1,000
Winn Park/Latino Center of Art & Culture 200
Youth and Inclusive Community Investment
Youth Investment 5,500
Marina Vista/Alder Grove Neighborhood Revitalization 2,500 City’s Racial Equity Initiatives
Racial Equity Virtual Resource Center 50
Development of Racial Equity Council 100
Grants 150
Development of Sacramento Municipal Reparations
committee
200
Fuel Network 500
Total 27,000$
Budget and Audit Committee Recommendations (in 000s)

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Measure U Fund
While the G/MU Funds are combined for forecasting purposes they are managed in separate fund accounts to provide visibility and transparency in reporting. The updated Measure U forecast reflecting year-end results and the midyear actions is included as Exhibit D.

Departments receiving Measure U funding have provided updated programming information which is included as Attachment 2.

Local Business Enterprise (LBE): No goods or services are being purchased under this report.

5-Year Forecast
General (G) and Measure U (MU) Funds ($ in 000s)
FY2021/22
Amended
FY2022/23
Projection
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Revenues
Revenues and Other Sources 684,565 693,377 713,008 735,480 751,966 767,157 Total Revenues/Resources 684,565 693,377 713,008 735,480 751,966 767,157 Expenditures
Operations (Operating, Debt, MYOPs, Other Uses, EUR) 670,363 686,829 703,604 722,202 735,954 746,350 Capital Projects 14,623 12,690 12,840 12,940 13,040 13,040 Total Expenditures/Uses 684,986 699,519 716,444 735,142 748,994 759,390 Surplus/(Deficit) (421) (6,142) (3,436) 338 2,972 7,767 One-Time Resources/(Uses)
FY2021/22 Midyear Revenue Adjustments 26,163 15,551 14,863 14,516 16,612 19,834 FY2020/21 Year-End Resources (General Fund) 30,315 - - - - - FY2020/21 Year-End Resources (Measure U Fund) 12,045 - - - - - Labor Contracts offset - ARPA Citywide Organizational Needs/HTF) 14,894 - - - - - CalPERS Earnings/Discount Rate Change (7.0% to 6.8%) - - 2,770 8,510 14,160 19,834 FY2021/22 Midyear Expenditure Adjustments (322) (320) (320) (321) (323) (324) ARPA G/MU Fund Out-Year Costs - (5,375) (5,931) (9,826) (10,540) (10,663) Pandemic Debt Service (12,308) - - - - - Estimated Labor Contract Costs (20,504) (26,471) (23,259) (23,724) (24,199) (24,683) Surplus/(Deficit) 49,861 (22,757) (15,313) (10,506) (1,318) 11,764 Reserve for Budget Development (49,861) 22,757 15,313 10,506 1,285 - ENDING AVAILABLE FUND BALANCE $0 $0 $0 $0 ($33) $11,764 FY 2021/22 Midyear Forecast

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Attachment 2
FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Affordable Housing
City Manager
Housing Operations 209 1.00 1.00 Identify and implement City practices and policies to increase the supply and quality of
housing in the City.

Ongoing efforts in the development of the Housing Element to plan and support the construction of housing locally. Facilitating the development of two Homekey affordable housing projects in partnership with Saint John’s Program for Real Change and WEAVE, serving an estimated 100 people per year combined, and assisted with the City processing another Homekey affordable housing project. Created and maintaining the City’s Motel Voucher Program, serving hundreds of families with transitional sheltering in response to Winter Weather, COVID, and local needs. Collect and disburse information to a dozen projects currently in pre-development to incentivize the development of low income and workforce housing units with the City’s streamlining process and zero dollar impact fee programs.

Contracts with mediation services to assist with facilitating Landlord-Tenant communication amidst the recent Commercial and Residential Eviction Moratoriums and related impacts from COVID. Managed the contract with the Sacramento Housing and Redevelopment Agency (SHRA) for the disbursement of local emergency rental assistance to households impacted by COVID. Oversaw the contracts at Cal Expo isolation and quarantine sheltering for COVID impacted and sensitive unsheltered persons and households. Staff to the City’s Pathways, Whole Person Care Program, working to maximize rehousing efforts from Project Roomkey of Pathways clients and smooth transition towards CalAIM. Leading City housing efforts related to the Aggie Square development and accompanying Citizens Benefit Agreement.

Recommended additional models, tools, and process improvements to facilitate the speed and certainty of housing development.

Community Development
Long Range Planning Operations 887 12.00 10.00 Develop plans, policies, and programs to guide the physical design and development
of the city. Update and implement the City's
General Plan, Housing Element, Community
Plans, Climate Action Plan, managing infill
development and new growth opportunities.

The 2021-2029 Housing Element was adopted by Council in August 2021 and staff has begun implementation of the plan. The 2040 General Plan Update continues to move forward with the public review draft Plan and Master Environmental Impact Report anticipated to be released in late November 2021. A Council workshop on the Climate Action and Adaptation Plan is planned for October 2021 to confirm key green gas reduction measures.

Specific Plans MYOP 1,200 - - Implement Inclusive Economic Development place-based neighborhood planning to
streamline development, facilitate housing
and small business creation and retention,
and support neighborhood equity and
improvement.

Key policies of the Stockton Blvd Specific Plan are being vetted with the community through various events in the community and online. The public review draft Plan and Environmental Impact Report are anticipated to be released in Spring of 2022. Consultants have been selected for the Del Paso/Marysville Action Plan and staff is confirming the final scope with the Council district office.

Zoning Operations 668 5.00 5.00 Maintain healthy, safe and clean environment through the application of land
use policy and quality of life standards.

Maintain compliance with state laws and City
Codes.

Zoning staff have been working on various ordinances relating to cannabis use regulation, home occupation permits, drive-through restaurant regulation and other requests by Council for land use regulations that is responsive to constituent concerns. Staff has been successful in remotely processing development applications online and handling public inquires and zoning code enforcement.

Affordable Housing Subtotal 2,964 18.00 16.00 Measure U Programming Update

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Arts/Creative Edge
Citywide & Community Support
Arts Stabilization Operations 77 - - Support Office of Arts & Culture (OAC) operating activities and ongoing programs
such as the Sacramento Poet Laureate
program. Offset labor costs associated with
arts education (see Arts Education and
Outreach) as well as technical assistance
and support to the field (see Metro Arts
contribution).

In 2020, Sacramento's new poet laureate, Andru Defeye, began his three-year term. As poet laureate, Andru has launched the Sacramento Poetry Salon - an ongoing performance, discussion, and activation series featuring thought leaders in the city's poetry scene working to make a more inclusive community for poets of all cultures, ages, and styles. Staff provides ongoing guidance and counsel to individual artists, arts and cultural organizations and creative businesses. Staff's work is supported by operating infrastructure such as the Creative Vitality Suite (creative economy data) and DataArts (nonprofit arts data), customer relationship management and marketing infrastructure, like Sacramento365.

Convention & Cultural Services
Arts Education & Outreach Operations 224 2.00 2.00 Provide access to and engagement in arts learning experience for K-12 students in the
greater Sacramento region. The program
also provides community residencies,
workshops, resources and opportunities for
arts organizations, schools, social service,
and community organizations, teaching
artists, and educators to participate in
educational programming.

The Office of Arts & Culture (OAC) has worked with its partners, Friends of Sacramento Arts and the Sacramento County Office of Education (SCOE) to refocus the work of the Sacramento Arts Education Consortium. With a new workplan in hand, the group has clarified roles and responsibilities and is setting up new partnerships to carry out the work. As a part of this the OAC is in the process of transitioning operational activities associated with Any Given Child to SCOE. OAC will continue its work to vet teaching artists for the program and provide them with professional development. OAC is also work with Friends of Sacramento arts on the development of a Creative Schools Fund - the first funds of which will support incentives for schools to complete profiles on their arts education programming in conjunction with community based partners through an online database - art look. OAC is working on the data collection that will form the basis of future research and consortium efforts.

Creative Edge MYOP 2,640 - - Fund support advancement of five of the six goals of the creative edge cultural plan - arts
education, race and cultural equity, creative
economy, artists and neighborhoods.

Advancement occurs through
information/research, workforce
development and programming as well as
direct financial investment.

Staff are working on the development of a professional development calendar for 2022 aligned with the goals of the creative edge plan and working to define the scopes of work for that programming to form the basis of RFPs to go out to possible providers. The team is working on a scope of work to identify a provider to administer an arts and culture match fund to support grassroots projects at the neighborhood level. That program is expected to launch no later than January 2022. The Cultural Arts Awards program will be supplemented with operating funds designated from the Creative Edge allocation for FY 2022. Other projects that are in development include creative economy research as well as creative space/arts district research.

Crocker Art Museum Operations 2,048 6.00 6.00 Provide operational funding for the Crocker Art Museum per agreement CC 92-1668.

Funding includes 6.00 FTE's as well as
equipment, supplies, services and utilities
for the continued operations of the museum.

During COVID the Crocker Art Museum has operated at varying levels of reduced capacities.

Currently, they are admitting guests at approximately 35% of capacity to allow for social distancing and open to the public five days a week. The museum has recently resumed rentals of the space for special events including weddings, meetings and private functions.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
History Operations 1,180 8.20 7.80 The Center for Sacramento History (CSH) educates and enriches the public by
collecting, preserving, and making
accessible the region's vast cultural
heritage. Through their vast collections,
dedicated staff and programs, the CSH truly
serves as a “center” for Sacramento history
reaching out to make historic accessible and
usable to the region. The efforts of the
Center help to define the community’s sense
of place and understanding in where it has
come from and where it might head in the
future.

Programs at the Center are ongoing and have not been slowed by COVID. They continue to provide access to historic images and to our rich film collection. Staff is currently preparing for the install of a new Cold Storage Vault to store our film and negative collections. Though they are not open to the public, they have continued with our work at the Sacramento History Museum creating a Community Advisory Committee to help add diversity and inclusion to our regional history through their exhibits, programs and collections. They have also expanded out outreach to local schools working with 5th and 6th graders at the Susan B. Anthony School and their Hmong Immersion program. Center staff manages the docks and several buildings in Old Sacramento and are currently working with Economic Development to complete projects that will enhance the historic district and bring new visitors and help make it a cleaner, safer destination that helps tell the story of the City's past.

Metro Arts- Program Contribution Operations 71 1.00 - Fund creative sectors, both nonprofit and enterprise. Provide training and mentoring,
and develop the creative economy sector.

Office of Arts & Culture (OAC) has been working on a new set of guidelines for the Cultural Arts Awards program - a joint program of the City and County. Those guidelines are expected to be made available in November. A second round of funding was provided to the first cohort in the Cultural Equity Investment grant program.

Sacramento Film & Media Operations 159 1.00 - Promote and develop Sacramento's film industry by making strategic investments to
leverage growth in the region's film sector.

The office provides film permits, location
assistance, grant opportunities, and
ordinance information to those interested in
filming in the city.

Sacramento Film + Media has been working to develop guidelines for a new Film incentive to support film and television production in the City of Sacramento. Guidelines for the program are expected to be released in October, with the first round application due mid-November.

The program will have three rounds of funding in its first year. Sacramento Film + Media has also laid the foundation for an internship program, as well as development of an action team focused on development of further incentives to advance film/media in the city. Beyond this, permit activity has been significant in 2021 and the program has already exceeded 2019 and 2020 permits, with three months to go in the calendar year.

Arts/Creative Edge Subtotal 6,399 18.20 15.80 Climate Action
City Manager
Office of Climate Action Initiative Operations 20 2.00 2.00 The implementation of the Climate Action Initiatives and air quality monitors in low
income areas.

Supported successful adoption of the City’s New Building Electrification Ordinance. Launching planning efforts for existing building electrification. Managed the City’s contract to launch the Environmental Justice Collaborative Governance Committee, and serving as the City lead for ongoing coordination and collaboration. Supporting development of the Climate Action and Adaptation Plan and 2040 General Plan for the City’s climate goals. Prepared a partnership agreement with the Air Quality Management District for community air quality monitoring.

Facilitating City Green Team, including development of internal monitoring and performance monitoring tools.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
Sustainability Program MYOP 300 - - Develop, implement, monitor, and communicate critical Public Works'
sustainability initiatives and coordination
with other City and regional efforts, with a
goal to integrate sustainability as a core
element into City practices.

Program initiative areas include public
buildings, transportation system and clean
mobility options, energy, activities in the right-
of-way, grants/rebates, and more. In
addition, the program provides technical
advice, subject matter expertise, and
capacity building to other departments and
divisions and is responsible for critical
Climate Action Plan tasks and implementing
Council's climate agenda.

The Sustainability Program offsets staff time that pays for itself with significant savings to the City. Staff continued to pursue special projects and programs to advance the City's sustainability and climate goals, such as the City's first ever Cool Pavement pilot, and the second Curbside Charging pilot. Staff will continue to provide assistance across the department and leverage funds to provide necessary grant match share to expand green infrastructure and programs citywide, focusing on equity and increasing access for low-income communities.

The Sustainability Program will provide a portion of the local match for the Sacramento EV Blueprint Phase 2 Project (C15210000). The total project cost is $3M, the City was awarded a grant of $1.8 million through the California Energy Commission’s Phase 2 EV Ready Communities Challenge on June 15, 2021 under Resolution 2021-0187. Staff is currently coordinating with a variety of partners such as the Sacramento Metropolitan Air Quality Management District (SMAQMD) to provide the remaining construction funding and the majority of the required match, and with the California Conservation Corp (CCC) to provide job training for local youth and installation support for the project. The project will also include an evaluation of its impact on EV adoption and equity. Upon completion the project will installation of 34 EV chargers (with 66 EV connectors) across 13 public libraries and community centers, with at least two thirds of connectors located in disadvantaged communities, as well as procurement of 30 e-bikes for a pilot lending program at libraries.

Climate Action Subtotal 320 2.00 2.00 Community Investment
Citywide & Community Support
Participatory Budgeting MYOP 1,000 - - Administer a Participatory Budgeting Pilot Program, in which residents will determine
how to spend up to $1 million in Measure U
funds.

The City has contracted with a design and implementation consultant to plan the community engagement process in collaboration with the Measure U Community Advisory Committee.

The City has also contracted with a consultant to evaluate the program and document lessons learned. The process is anticipated to launch in January 2022 with the final list of the highest- ranking projects to be provided to Council by June 2022.

Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the National Historic Landmark District of Old Sacramento, the
Sacramento History Museum works in
partnership with the Center for Sacramento
History to encourage visitors from around
the region and from around the world to
discover the roots of early Sacramento –
from the Native Indian Tribes who originally
lived here, to the thousands of immigrants
who came from all across the globe during
the Gold Rush. The Museum strives to
share the stories of the many diverse
communities that make up the tapestry of
Sacramento’s past and present through
interactive exhibits, engaging social and
history education programming, and special
events.

The Museum and its tour programs re-opened to the public in May 2021 after being closed for 14 months due to COVID-19. During the closure however, staff actively pursued alternative methods to bring historical educational programming focusing on diverse perspectives to our audiences. Through social media platforms such as Facebook, Instagram, YouTube, Zoom and TikTok, the staff continued to engage audiences of all ages and successfully creating new ones. With nearly two million followers on TikTok and 70,000 followers on Facebook, we are reaching national and international audiences that would not have otherwise visited the Museum. As we emerge from the restrictions of the pandemic and provide more in-person programming, we are committed to continuing to offer on-line programming to these new and far-reaching audiences. Additionally, the Museum, with the Center, established a community advisory committee comprised of cultural leaders and educators to offer more diverse perspectives on our programs and exhibits in order to tell a more complete story of Sacramento and its people.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fiscal and Management Services Operations 1,363 9.00 9.00 Provide resource development and capital grant management, lease management,
and

utility management for YPCE as well
as
Golf Administration, human resources
support, and support to Parks and
Recreation Commission, Land/Henschel
Commission and Gifts to Share, Inc. in
addition to broad
administrative/fiscal/special
projects/customer service support. Also
includes oversight of department web pages
and social media.

All positions are filled and services are implemented.

Golf Administration Operations 250 - - Golf program and maintenance services are contracted out. City has various obligations
for capital improvements to structures. This
program manages the lease agreement and
relationships, performs auditing functions
and collects lease rent to pay debt service
and contract administration. Courses include
Haggin Oaks, Bing Maloney, Land Park and
Bartley Cavanaugh.

Strong relationship with Golf lessee is maintained and contract management is provided.

Historic City Cemetery Operations 402 3.00 3.00 Provide grounds maintenance services, burial services, and volunteer coordination
while preserving the historical integrity of the
Cemetery.

All positions are filled and services are implemented.

Older Adult Services Operations 2,214 31.27 18.04 Management of the Hart Senior Center located at 27th & J Streets, serving seniors
from throughout the City; Triple R Program
which provides daycare to people with
Alzheimer's disease and respite to the family
members, including those who use the
daycare to people with Alzheimer's disease
and respite to the family members, including
those who use the so they can go to a job;
50+ Wellness Program, Caring
Neighborhoods Program, Information and
Assistance Program to link seniors to
needed services, Neighborhoods Program,
Information and Assistance Program to link
seniors to needed services,
TechConnections to support seniors use of
technology, and numerous recreational and
lifelong learning offerings. Manage and
provide services offered through the Ethel
McLeod Hart Trust Fund.

The Ethel MacLeod Hart Senior Center has expanded hours which allows for additional recreation programming and restored social service assistance to seniors throughout the community. In-person service is slowly resuming at Hart Senior Center and Triple-R programs have returned to in-person modified services as public health conditions permit; virtual programming and assistance by telephone continue to be offered as well.

Youth, Parks & Community Enrichment (YPCE)

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Park Operations Administration Operations 12,878 134.80 116.00 Provide park maintenance services including increased frequency of mowing
(from 14 to 7 days), restroom cleaning (2
times per day), trash pickup, weeding,
debris removal, and site inspections. Park
Maintenance also strives for lower response
times for irrigation.

Services are implemented. Hiring exceptions have been granted to continue to fill vacant positions; recruitment is underway.

Permitting and Events Operations 1,048 10.04 5.42 Manage and support Special Events throughout the City of Sacramento. Some of
the services the

Division offers are: permits
approximately 1,000 events annually in
parks and

the public right of way (streets,
sidewalks and alleys); services

approximately 110 council member events
annually by providing equipment

(stages,
tables, chairs, fencing, audio, etc.),
supplying recreation activities at the events,
staffing and overall coordination of the
event

details; and supports Parking
Services with posting No Parking signs for

non
‐
metered parking reservations.

Permitting and Special Events section has seen a slow and steady increase in the number of events supported since the onset of the COVID-19 pandemic. Number of Events will continue to increase as public health conditions improve and guidance is provided to support large gathering and events.

Technology Service Operations 58 - - Manage department-wide technical equipment and software expenditures.

Essential due to dependency on technology
for communications, programming, and
operational needs.

Annual recurring technology expenses are paid, and remaining budget is spent to maximize benefit to the department.

Community Investment Subtotal 19,340 188.11 151.46 Community Response
City Attorney
City Attorney Department Operations 229 - - Increase staffing to address legal mandates related to the release of police videos and
documents.

Program objectives implemented and position filled.

Community Development
Animal Care Administration Operations 915 13.00 12.00 Provide support services to the animal shelter operations and field enforcement that
are mandated by City Code. This includes
rabies control through pet licensing.

The Animal Care Administration section is providing administrative support to all areas of the shelter, including Field Enforcement, Animal Care and Veterinary Services. The Animal Care Administration section has been able to pivot and provide all administrative services remotely and in-person, in addition to provide administrative tasks using online services, including online payments, licensing, scheduling of adoptions, owner surrenders and general inquires from the public.

Animal Care/Shelter Operations 3,080 30.00 27.00 Provide general care, cleaning, feeding, and medicating of stray animals, assists the
public with lost and found services and
redemptions, conducts on-site shelter
adoptions, performs incoming processing of
animals, performs euthanasia, prepares
specimens for testing.

The Animal Care/Shelter includes shelter staff and veterinarian staff. We are currently recruiting for four Animal Care Technicians. We are in the process of hiring a veterinarian after a recent resignation, and will soon be recruiting for a Registered Veterinarian Technician due to an upcoming retirement. We are seeing an increase in shelter intake, and due to vacancies and the limited number of registered veterinarian technicians, the staff struggle to keep up with their daily duties. The veterinarian staff is the most impacted as they struggle to provide veterinarian care to the 200 plus animals housed at the shelter and the 400 plus animals housed in foster homes.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Neighborhood Code Compliance Operations 3,162 37.50 34.00 Protect the health, safety and welfare of residents and community by ensuring
preservation, maintenance, livability and
safety within the community. Responds to
complaints of blighted, unsanitary and
unsafe condition on private property.

Includes removal of junk and debris,
inoperable vehicles, pest infestation,
overgrown vegetation, noise and other
community needs.

Neighborhood Code Compliance is currently managing an average of 3,100 active cases in response to community complaints and the need to maintain the habitability and safety in neighborhoods throughout the city. A large component involved in the investigation of these complaints includes both an educational and enforcement model with the goal of attaining voluntary compliance. Code Compliance frequently receives complaints of public nuisances, illegal operations and various violations that occur at night and on weekends. These complaints are often not responded to because the department does not have staffing that works after 4pm and on weekends. Complaints that are investigating relating to night activity occur on an overtime basis which depletes departmental resources. The demand for overtime has often caused burnout within the team and caused a significant decrease in volunteers willing to assist with these requests. The use of limited resources to investigate after hour complaints has also contributed to a large backlog. In turn, staff are working Saturdays to try and maintain manageable caseloads. Dedicating existing resources to investigate complaints after hours takes away from assisting neighborhoods that are in need of code enforcement servicesCommunity Response
Office of Community Outreach Operations 1,937 11.00 7.00 Responsible for responding to calls for service by deploying teams of social
workers and outreach specialists who will
use evidence based practices such as
cultural competency, motivational
interviewing, and strengths-based
approaches that are not typically found
within traditional emergency response
models
Hired 7.00 FTE as of 10/4/2021 and interviewing additional applicants in process. Teams are providing response to calls for service via 311 related to homelessness citywide five days a week averaging 700 responses a month. Teams also responding and supporting motel voucher program and safe ground locations with case management, housing coordination and supports. In addition, teams also respond to requests form council members, PBID's, city departments and provide outreach and service response for Department of Utilities, Police Department, Code Enforcement, Parks.

Community Outreach MYOP 2,300 - - Support community based organizations and efforts to create citywide outreach, support
service programs and collaborative models
that ensure access to services citywide.

Hope Cooperative contract: Motel voucher program 24/7, motel case management, housing coordination staff, mental health clinician and outreach specialists. Step-up housing coordinator and case management staff.

Office of the Director Operations 769 6.00 6.00 Responsible for the strategic planning, fiscal, human resources, and administrative
management of the Department.

As a new department, DCR is defining our needs and reviewing current positions. The goal is that our positions can support and response in alignment with department vision and expectations.

Information Technology
Sacramento City 311 Operations 296 - - Expand 311 services to provide additional staffing during peak hours to improve
response time.

The additional 6.00 FTE positions resulted in substantial improvement to 311 service levels and significantly reduced the average wait times from 6.5 minutes to 2.5 minutes.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Mayor/Council
Office of Public Safety
Accountability
Operations 882 5.00 4.00 Improve the relationship between the City's public safety departments and the
community they protect and serve. Promote
trust, excellence, transparency, and
accountability through independent and
impartial oversight of complaints related to
public safety employee misconduct.

The City of Sacramento’s Office of Public Safety Accountability (OPSA) remains steadfast and resourceful during such a tough period of transition. The ongoing COVID-19 pandemic, historic wildfires, large-scale protests, and social unrest have created wide-spread tensions within City of Sacramento communities. These challenges and changing societies highlight the need for police reform and increased police oversight.

Public Works
Illegal Dumping MYOP 2,535 - - Part of the funding is to mitigate the impacts of homeless encampments on the
community and remove illegally dumped
junk and debris from the public right-of-way.

Funding is also for the Homeless Mitigation
Program and the Forensiclean contract are
managed by Department of Community
Response (DCR). Public Works supports
the homeless mitigation program by
providing the necessary pickup and disposal
services for those items collected under the
Forensiclean contract.

On June 29, 2021 under Motion 2021-0179 an agreement with Forensiclean was executed for services through June 30, 2022. The agreement funds four, two-person crews, seven-days a week to mitigate the impacts of homeless encampments on the community. Illegally dumped tonnage in FY21 increased by 29% from the prior year. More than 7,600 tons of material was removed in FY21. We will continue to evaluate the tonnage to determine if additional funding is necessary.

Under Proposition 218 restrictions, ratepayer revenue cannot be used to fund citywide illegal dumping. To remain compliant with Proposition 218, it is recommended that Illegal Dumping operational expenses continue to be allocated to this MYOP During the first two months of Fiscal Year 2022, the Recycling and Solid Waste Division picked up more than 527 tons of material and as much as 33 tons in one day.

Community Response Subtotal 16,105 102.50 90.00 Homelessness
Community Response
Homeless Housing Initiatives MYOP 2,826 - - Fund direct programs and services responsible for moving individuals and
families into more stable environments,
addressing barriers, and moving people
from homelessness to housing.

There are several projects serving the community both with shelter and supportive services.

Notably, five capable contractors were awarded funds to serve Women and Children experiencing homelessness in Sacramento, including those participating in the Motel Voucher Program.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of Homeless Services Operations 509 4.00 4.00 Respond to homelessness, which includes coordinating with various federal, state,
local, nonprofit, and faith-based entities to
end homelessness and administering
millions in contracts to fund emergency
shelter, wraparound services, and housing
projects.

The office accepted a new Program Manager in May of this year, and as of August, became fully staffed with the addition of three Analysts overseeing Sheltering, Non-Sheltering (supportive/rehousing services), and Whole Person Care programs. The office has been hard at work getting out to programs, working with contractors, and finding ways to improve systems and relationships with providers doing work to reduce homelessness in the City. The office has also been identifying needs of the community & working towards the preparation of execution of the Comprehensive Citing Plan. Lastly, the Office is working on the continual improvement of the pilot Motel Voucher Program (MVP), which to date, provides much needed safety, structure, and non-congregate shelter to the most vulnerable individuals and families experiencing homelessness in our community; the office also is working with the support of DOU to build a package to submit to FEMA to secure as much reimbursement as possible as this program largely serves those who are classified as at risk for complications should they contract COVID.

Respite Center MYOP 3,000 - - This contract began in January as a fast, effective response to inclement weather,
and has since pivoted and expanded to
serve as the Safe Ground program serving
the unsheltered in the Southside Park area.

This program shall remain in operation
through the duration of the work being done
under the W/X freeway by Caltrans.

The Caltrans work anticipated to be completed at the end of the calendar year. Until that time, the contractor and other community providers work to not only provide stability, but also Case Management and rehousing services. Being new, and very much in the public eye, this program has gotten much attention from the Office, and they continue to work closely with the Contractor, the neighborhood, and other stakeholders to make consistent improvements. Much has been learned so far in this program, and this knowledge has served to develop a much more comprehensive plan for future project implementation through the Comprehensive Siting Plan.

Homelessness Subtotal 6,335 4.00 4.00 City Manager
Community Engagement Operations 1,371 8.00 3.00 Manage public engagement and outreach activities related to community and
economic development initiatives, projects,
and programs.

The Community Engagement Manager was hired and effective December 20, 2019. The department is in the process of recruiting and hiring staffing. The Community Engagement division was instrumental in implementing a comprehensive and inclusive outreach plan for the City's CARES funded programs and services. The Community Engagement division has also taken an active role in the redistricting process and citywide racial equity initiative currently underway.

Community Investment Operations 1,159 7.00 7.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.

Financed the renovation of commercial space in Oak Park that will become a new employee- owned Rancho San Miguel Market and employ approximately 70 employees, including an agreement to focus recruitment on the residents within the surrounding zip codes. Facilitated the approval of a Community Benefits Partnership Agreement with the Regents of the University of California on behalf of its Davis Campus and Wexford Development, LLC for Aggie Square and approved the Business Terms and Infrastructure Financing Plan for the Aggie Square Enhanced Infrastructure Financing District. Served 533 clients through the Financial Empowerment Center. In partnership with SHRA, secured an additional $33.7 million in federal and state funds to provide emergency rental assistance to low-income renters, allowing them to address past-due rent and utility payments due to the COVID-19 pandemic.

Facilitation of new housing coordinators to provide housing navigation services for homeless individuals to be housed, and addition of new affordable housing and workforce housing projects, including use of old City and RASA properties as well as private ownership partner locations.

Inclusive Economic Development

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Economic Development Operations 1,160 7.00 5.00 Accelerate the City’s role to attract, retain, and scale new and existing businesses in
Sacramento.

Implemented and deployed over $50 million in federal funding to deliver projects and programs in response to the pandemic including: the Small Business Forgivable Loan Program; Great Plates Delivered; Food Access; Al Fresco Dining; Small Business Technical Assistance; Workforce Development; Homekey Affordable Housing Units, Emergency Rental Assistance; Temporary Housing for Critical Employees; Commercial and Residential Tenant Eviction Moratorium Information and Mediation Services; Motel Voucher Program; Continuation of the Roomkey Shelter Partnership and Cal Expo Trailers Sheltering Program; Financial Empowerment Center Expansion; and Outreach and Engagement. ScaleUp Sacramento: An Inclusive Economic Development Action plan was adopted in early 2021, OIED staff are now working on various implementation initiatives including CMC, Aggie Square and gathering additional skills data to align the workforce with current and future industry opportunities. Small Business Support: In early 2021, OIED wrapped up the first cohort of Economic Gardening.

Despite the Pandemic, the six participating businesses all had steady or increased revenues and profits, and they have added 18 jobs which are a combination of full-time, part-time, and student fellows. The second cohort, of 10 businesses, launched in September 2021. Business Retention and Expansion: Support local businesses so they can thrive in Sacramento, this is done through business walks (pre-covid), one-on-one retention calls and connecting businesses to city and partner resources to support their growth in Sacramento. Business Attraction: Recruitment of businesses that support Sacramento’s inclusive economic development goals and align with ScaleUp Sacramento. Manage two loan programs, Brownfields Revolving Loan Program and Innovation and Growth Forgivable Loan Program, to support these attraction and retention efforts. CARES and ARPA: Assist with overall administration of the city’s overall pandemic response grants and implementation of specific programs that support small businesses and workers.

Economic Development
Administration
Operations 1,236 4.00 2.00 Administration in support of all Office of Innovation and Economic Development
admin operations.

The new Operations Manager was hired and effective October 8, 2019. Currently in the process of hiring for two Administrative Analyst positions to support implementing priority inclusive economic development projects and programs on behalf of the City. These positions are even more critical as the Office of Innovation and Economic Development manages and implements various component of the City's American Rescue Plan Act (ARPA) Framework and Funding Priorities.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of Diversity and Equity Operations 462 3.00 1.00 Implement the Race and Gender Equity Action Plan (RGEAP) 2020-2025 and
citywide racial equity initiative.

Progress is ongoing on the RGEAP implementation. Implementation steps aligned with GARE's National Best Practice on Racial Equity of Normalize, Organize, and Operationalize. In 2021, City departments established Equity Teams to begin Y1 department assessment and annual goals focused on workforce equity. The following implementation outcomes are summarized: Jun 2019 – Nov 2019 GARE cohort organizational assessment, apply racial equity tool identify 14 major themes along workforce continuum – workforce equity (RESEARCH & EVALUATION)​ Jan 2020 Cohort drafts 14 outcomes and actions of RGEAP 2021-2026 (DEVELOP PLAN) Jul 2020 CMO Executive Team is provided overview of draft RGEAP and identify staff leaders for RGEAP Rollout citywide (COMMUNICATION)​ Aug 2020 21 Day Racial Equity Habit Building Challenge (Year 1) ​November 2020 – RGEAP Rollout Steps 1-2 begin key concepts, overview, and user manual (IMPLEMENTATION & NORMALIZE) Jan 2021 – RGEAP Rollout Steps 3-4 development of Department Equity Teams and Introduction to Department 43 Equity Point Assessment (NORMALIZE AND ORGANIZE) Mar – June 2021 RGEAP Rollout Steps 5-6 Department 43 Equity Point Assessment, Annual Reporting and Racial Equity Training ​(NORMALIZE & EVALUATION) Aug 2021 – 21 Day Racial Equity Habit Building Challenge Year 2 (NORMALIZE) Sept – Dec 2021 Racial Equity Trainings for Department Equity Teams (NORMALIZE) Dec 2021 Support Dept Equity Teams in finalizing Department Profile & Assessments and First Annual Report (OPERATIONALIZE).

The progress on the Council led citywide racial equity initiative is ongoing. The scope of work has been drafted for review by Race Forward in September 2021. The scope of work calls for Race Forward's facilitation of a dynamic community driven process with City Council to develop an external citywide racial equity capacity to develop a resolution and statement centering on racial equity, and a process to develop racial equity action plan. Implementation of scope of work is anticipated to begin by January 2022.

Railyards & Riverfront Operations 505 3.00 3.00 Lead the City in public-private partnerships that cultivate new activity and investment in
the Riverfront and Railyards areas.

Railyards – (public/private partnership) completed infrastructure to support a future Kaiser hospital & medical campus, and grading work to support the future regional Vista Park.

Working on a stormwater outfall + pump station to handle stormwater for the project and free up available developable land, roadway infrastructure to access the Historic Central Shops, and “The AJ” mixed use and mixed income housing project which includes 345 dwelling units (20% of which are income restricted affordable). Continuing work with the master Developer (Downtown Railyard Venture), as well and other investors and stakeholders, on planning, legal, and financing activities for the proposed Live Music Venue in the Historic Central Shops and a proposed Sports Stadium on the eastern quadrant of the site. Additional work staff is engaged with is levee / berm coordination with the Army Corps, implementation of construction of the County Courthouse & associated infrastructure (through consultation with the State of California & the Judicial Council), updates / changes to the Development Agreement & Finance Plan to achieve overall project goals, Financial and Public Subsidy monitoring + analysis, and implementation of a $30M grant via the State of California.

Riverfront - Progress continues on the Destination Sacramento Program. Received further consideration for $1 million U.S. EDA grant to complete design work on Front Street project resulting in a shovel-ready project. Assisting the Old Sacramento Waterfront with recovery from the Covid-19 pandemic. Facilitating stakeholder outreach and engagement as well as investment and activations along the riverfront, including actively pursuing grant funding for project implementation.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Thousand Strong MYOP 750 - - Work with a network of community based organizations to boost Sacramento’s
economic prosperity by working with local
businesses to create a pool of skilled,
experienced young talent.

The City is currently exploring an alternative program timeline that would complement other city- run youth work-based learning programs to leverage existing resources and build a stronger pipeline and exploring a sector-based program model; construction, healthcare, IT, etc. (aligned with Sacramento market). To continue offering a program aligned with this model, the City has contracted with the Center for Land-based Learning (CLBL) and North State Building Industry Foundation (North State). CLBL is working with 20 paid interns at Luther Burbank and Grant High Schools in their agriculture programs. In class room learning aligned directly with on the job experience. The team at CLBL would provide essential skills training, manage the employment of the students, and work with the Metro Chamber Foundation to ensure onboarding, offboarding and payroll of students are in accordance with CA and US employment law. North State is working with a cohort of up to 50 students to coach, train and place students in construction jobs. They would work with a mix of in school and out of school youth that are recruited from CTE Construction courses or training programs within the community college network. They provide a range of students supports including transportation assistance, childcare subsidies and assistance with documentation.

Citywide & Community Support
Community Programs Operations 914 - - Community Programs include financial support for special events and operations by
Visit Sacramento, Downtown Sacramento
Partnership (DSP), H Street Theater and the
annual New Years Eve fireworks show.

In lieu of the traditional New Years Eve Fireworks show that Visit Sacramento produces funding was directed to Sac2021.com which was a series of interactive pop-ups throughout the city, strategically placed in iconic places in each district. The pop-ups were art installations created for the purpose of taking selfies as a celebration and gratitude in 2021. Funding also went to activations throughout Old Sacramento to encourage people to visit the district.

Inclusive Economic Development
Subtotal 7,558 32.00 21.00 Citywide & Community Support
Library JPA Operations 13,572 - - Provide library services and programs for 11 City branches, plus the Central Library.

Ongoing library services are being maintained.

Sacramento Public Library Authority
(SPLA) Maintenance
MYOP 400 - - Annual funding to pay for the routine maintenance and repairs of the City
Libraries including but not limited to all
capital improvements and capital repairs for
the Libraries, including major repair and
replacement of building structure, HVAC
systems, plumbing, roofing and other
elements.

SPLA and the City have executed MOU 2019-1618 to address maintenance and repairs at the 12 City-owned public libraries. The annual allocation is necessary for the ongoing maintenance and back log of repairs per the MOU.

Library

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
North Sacramento Library
Relocation
CIP 2,500 - - Fund the Tenant Improvements to convert the former Sacramento News and Review
Building located at 1124 Del Paso Blvd into
the new North Sacramento-Hagginwood
library.

The City currently leases a building for the North Sacramento-Hagginwood Library, located at 2107-2109 Del Paso Blvd. The existing location is too small to allow for expansion of the library’s services and does not provide ample on-site parking.

The City acquired 1124 Del Paso Boulevard on 09/15/2021 for the new location of the North Sacramento Library after City Council approved the Purchase and Sale Agreement (2021- 0906) on 07/27/2021 under Motion 2021-0227. Purchasing 1124 Del Paso Boulevard will allow the library to expand its services and provide additional neighborhood resources. City Facilities staff are working with Library JPA to create a tenant improvement plan to address Library’s future occupancy of the building.

Library Subtotal 16,472 - - Community Development
Animal Enforcement/Field Services Operations 1,488 12.00 9.00 Enforce state law and City ordinances regarding animal control and rabies
prevention.

The Field Services Section is currently recruiting for one Senior Animal Control Officer and three Animal Control Officer vacancies. Interviews will be taking place within the next month.

The Field Services Section receives over 18,000 calls for service per year. When fully staffed, officers are still unable to respond to every call for service. Priority emergency calls get handled first, including sick and injured animals, animal abuse, law enforcement and fire requests. Many non-emergency calls such as deceased animals, welfare checks, tethered animals, poultry calls can take officers up to a week or more to respond. We do not respond to stray healthy loose animals.

Fire Department
Diversity/Outreach Recruitment Operations 2,221 7.00 7.00 Add and fund Diversity/Outreach/ Recruitment division in the Fire Department
to provide programing to youth and young
adults to obtain an understanding/
experience in the Fire Service.

The Diversity/Outreach/Recruitment thus far has concentrated on staffing the division, started a non-affiliated academy and sponsored nine recruits to obtain their Firefighter I certificate, held a Area Girls Camp and started a Youth academy. Additionally, the staff have been attending multiple community events and job fairs.

Fire Suppression Operations 6,369 - - Ensure fire personnel are consistently available to respond to emergencies in an
effective time period.

Fire personnel are consistently providing daily service to our community.

Police Department
Hiring Pipeline Operations 5,665 63.50 37.50 Recruit young adults from the Criminal Justice Magnet Academy, Police Cadet
Program, local junior colleges, and
universities into law enforcement careers
The Sacramento Police Department continues to actively recruit and hire diverse applicants to pipeline positions. There will always be vacancies as many of these hires promote into other classifications within the Department and/or City.

Public Safety- Community Development
Public Safety- Fire
Public Safety- Police

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Police Fleet Equipment CIP (500) - - Replace/upgrade mobile data computers, in- car cameras, and ballistic door panels in
police vehicles
FY22 funds redirected to support citywide operations.

YPCE Department
Park Safety Services Operations 1,608 13.00 12.00 Provide park guests and park neighbors with a safe and trouble-free environment through
"Service, Safety, and Preservation." Address
hazards in the City park system and mitigate
public safety issues prior to the need for
police services. Provide customer service
and enforcement of city ordinances in city
parks and parkways. Provide faster
response time, increased homeless camp
clean-ups, and higher frequency in park
patrol/safety presence.

Park safety services are implemented with one vacancy that is currently undergoing recruitment.

Public Safety Subtotal 16,851 95.50 65.50 City Manager
Office of Youth Development Operations 253 6.00 1.00 Developed initiative to guide the design, evaluation and implementation of City-run
and City-funded children and youth
investments.

In Progress - Conducted three, 2 round, cycles of interviews for admin tech vacancy between July-September. Currently vetting a finalist from the 3rd cycle. In early August, began targeted recruitment for lead Program Specialist position. Interviews are currently being scheduled.

Once Program Specialist is onboarded - increasing the capacity of the Office - recruitment for (3) admin analysts will begin. Currently developing technical job descriptions and onboarding plans for these positions.

From March 2021 – present: designed, launched, and now managing the $4.1M City of Sacramento Youth Development Plan Funding RFP, currently supporting and coordinating subsequent grant management functions across the two-year timeline, including; monitoring and evaluation, and grantee capacity building and technical assistance.

Designed and implemented new and innovative youth development projects and programs with high visibility and substantial citywide impact that are guided by the Citywide Youth Development Plan including:
(a) #SacYouthWorks – partnered with and managed lead agency, PRO Youth and Families, successfully completing two #SYW citywide work-based learning program cycles in Spring and Summer 2021, serving over 500 high-school aged youth. Each youth participant earns a stipend of up to $500 for completing a minimum of 40 program hours. (b) The #SacYouthWorksFutures Program - applied and was selected for $1M grant from the Board of State and Community Corrections (BSCC) and the Proposition 64 Public Health & Safety Grant. Currently managing this project designed as a specialized #SYW track that integrates underage marijuana and substance use prevention education with work-based learning to respond to youth and community needs emerging from the legalization of adult use marijuana. This project will support two program cycles per year across three years, serving a total of 600 vulnerable Sacramento youth in creating pathways to healthy futures and college and/or career success.

Public Safety- YPCE
Youth

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Pop Up MYOP 1,300 - - The Program meets a critical need of providing young people from traditionally
under-resourced neighborhoods across the
city of Sacramento with safe spaces to
engage with trusted adults and their peers in
fun and social activities on the weekends.

From July 2019 through February 2020 (this was the last time MU funds were allocated for this program), twenty-three Youth Pop-Up partners provided access to free, fun, and safe neighborhood-based events for over 32,849 Sacramento youth and their families. In 2020 Youth Pop-Ups expanded to include a comprehensive employment training program component, “Economic Mobility.” However, the COVID-19 pandemic forced an abrupt halt to in- person Pop-Up events and Economic Mobility activities and the Pop-Up partnership network quickly moved to a virtual platform in addition to food and meal deliveries. From March-June 2020, during the COVID-19 pandemic, 31 virtual events were held reaching 6,696 peak participants.

Citywide & Community Support
Fare Free Transit MYOP 750 - - Provide fare-free transportation for Sacramento's youth in grades K-12 who live
or attend school within the City
The program offers fare-free transit for youth and students on the entire Sacramento Regional Transit (SacRT) network starting on October 1, 2019. On September 21, 2021, under Motion 2021-0226, City Council approved the execution of an agreement with SacRT to extend services through June 2022, the 3rd consecutive year of fare-free transportation for Sacramento youth.

Community Response
Gang Prevention and Intervention MYOP 1,423 - - The Gang Prevention and Intervention Taskforce (GPTI) is a program comprised of
stakeholders representing a broad range of
sectors including service providers, health
care providers, school administrators, faith
leaders, law enforcement personnel, and
elected officials. The purpose of the GPIT
program is to encourage cross-collaboration
and align all entities under a unified violence
prevention framework.

The GPIT FY 21/22 is currently in progress and doing well. All six grantees are all collaboratively working together on a daily basis.

Office of Violence Prevention Operations 282 2.00 2.00 Responsible for the City’s response to gang and gun violence which includes
administering a gang prevention and
intervention grant program and overseeing
the implementation of other evidence-based
violence prevention activities.

The office is overseeing six GPIT grantees, two BSCC grants and AP Adult Peacemaker Fellowship. The office is continuing to work and build relationships with community based organizations, law enforcement, business owners and community overall.Convention & Cultural Services Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at Fairytale
Town.

Fairytale town has been operating at varying levels throughout the COVID-19 pandemic, including being closed during some periods. Fairytale Town is currently only allowing admittance through an online reservation system to control visitation. Fairytale town recently broke ground on a new story center and amphitheater.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Powerhouse Science Center Operations 129 - - Annual contribution of funds for the support of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.

In April of 2021, Powerhouse Science Center now doing business as Museum of Science and Curiosity (MOSAC) completed construction of their new facility Jiboom Street. The museum had a very successful summer program at the new site. Since completion of the building, exhibits have been installed and the museum is planning its grand opening in mid-November 2021.

Sacramento Zoo Operations 295 3.00 3.00 Provide operational funding support for programs, staffing, services and supplies at
the Sacramento Zoo per agreement C1997-
0021.

During COVID, the Zoo has operated at varying levels of reduced capacities. Including at time being completely closed. The Zoo has adjusted to COVID-19 restrictions and been open to the public as much as possible. The Zoo transitioned to touchless online advance ticket sales and enhanced all cleaning and safety protocols to minimize congestion and maintain a safe family environment for the Sacramento community.

Information Technology
IT Internship Operations 120 - - Provide a cost-effective alternative to augmenting full-time staff and provides
students with actual work experience and
assess their interest and abilities.

This program provides students with professional work experience while the City assess their abilities for permanent positions. The department hired several students from this program to fill permanent positions.

Mayor/Council
Youth Engagement and Summer
Programs
MYOP 170 - - Promote youth engagement within the City of Sacramento.

Program is ongoing as office work to create, enhance, and support engagement opportunities within their districts.

YPCE
Access Leisure Operations 638 10.03 7.71 Provide enhanced life experiences to people with physical, developmental, and
intellectual disabilities through accessible
recreation programs and services. Provide
additional opportunities for people with
physical disabilities. Additionally, the Access
Leisure team collaborates with Community
Center staff on a new inclusive modification
request process for all YPCE programs.

Access Leisure staff provides youth program
observations and departmentwide trainings.

Since the beginning of the pandemic, our target population has been virtually engaged to ensure that our community continues to be safe, healthy, and united during this challenging time. In-person programs and services are continuing to increase as COVID-19 prevention measures are more readily available and implemented. Virtual programming continues as a option for participants that are unable to join in-person Aquatics Operations 5,594 89.90 15.00 Provide a safe environment for youth and adults to enjoy a variety of recreational
swimming and aquatic programming at
several pools throughout the city. The
Aquatics program contributes to public
safety and drowning prevention.

Additionally, the aquatic program provides a
substantial amount of youth employment as
youth comprise the majority of its workforce
and provides lifeguard scholarship
opportunities to youth seeking employment
with the City's Aquatics section.

All City Pools were opened in the FY21/22 summer season with the exception of pools that were in need of repairs. Programs included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. Additionally, In 2021, Clunie Pool offered an extended season and will continue to expand programming in the spring and through the fall with a new heater system. The Aquatics section will also be opening the newly constructed North Natomas Community Center and Aquatics Complex in the Spring of 2022.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Camp Sacramento Operations 790 17.00 2.00 Camp Sacramento is a family camp and conference center serving residents of the
Sacramento Valley and beyond since 1920.

The Camp offers the following programs:

Family Camp; Camp Sacramento offers
eight Mini Camp (4 day/3 nights) and three
week-long (6 days/5 nights) vacation
sessions. Guests are provided 3 meals a
day and a vacation full of recreation
activities. Rental Groups: From mid-August
through September a limited number of days
are available for family reunions,
environmental education, weddings, youth
groups, senior programs, corporate retreats
and church groups. Average annual
attendance is: 2,536. Camp provides youth
program day camp opportunities for
underserved youth.

In summer of 2021, Camp Sacramento resumed traditional camp offerings with some modifications due to COVID-19. While Camp was mostly saved from the Caldor Fire, there was some damage done to infrastructure that is currently being addressed. Staff are preparing a traditional camp season for summer 2022.

Community Centers Operations 9,392 142.35 80.95 The City of Sacramento has 17 Community Center and Clubhouses located throughout
the city. Each center offers programs that
cater to the needs of their community. With
a focus on health and fitness, sports, youth
programs such as after school and summer
camps; Friday Night Hot Spots as well as a
variety of Active Adult and Senior programs.

Our centers also offer room rentals for
holiday parties wedding receptions classes
meetings and birthday parties. Community
Centers also offer a variety of fee for
Service Leisure Enrichment Classes.

Leisure Enrichment includes contracted
classes in drama music sports technique
sports camps fitness science camps martial
arts Tiny Tot preschool (South Natomas)
enrichment dance and language. Programs
take place at community centers and parks
and multiple staff are involved in the
facilitation and oversight daily. Registration
assistance and supplemental information for
these classes are provided by front counter
staff where classes are held.

Community Centers are open for registered program participants only. In-person programming resumed in 2021 including Kids Camp, Rec Express, Teen Scene and Hot Spots Remix at 7 community centers citywide. Additionally, Community Centers regularly host Drive Thru Events at 6 community centers, providing giveaways and resources to thousands of youth and families. Community Centers continue to support emergency response efforts including hosting and staffing warming centers, cooling centers, clean air shelters, vaccine clinics and meal distribution. Wellness Rooms have reopened at several centers and Leisure Enrichment programs and rentals have resumed pending staff availability. The Reservations office continues to support long term sports field permits and park rentals.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Recreation Services Operations 396 6.20 2.85 Community Recreation includes several youth and adult contract classes and Adult
Sports program. The City of Sacramento
Adult Sports Sections is committed to
providing excellence in healthy and fun
leisure activities in the greater Sacramento
area. Current Programming Includes: Adult
Softball Leagues: Men's women's co-ed,
and senior leagues at both the complex and
Tahoe and Roosevelt park. Three leagues
are held per year during Spring, Summer
and Fall. Current Programming Includes:

Adult Softball Leagues: Men's women's co-
ed and senior leagues at both the complex
and Tahoe and Roosevelt Park. Three
leagues are held per year during Spring
Summer and Fall. Year round Youth and
adult softball tournament rentals are held at
the complex. Youth league rentals at the
Softball complex during Spring and Summer.

Youth and Adult Volleyball rentals at the
complex during Spring Summer and Fall.

Youth and Adult Tennis clinics and private
lessons - year round.

Community Recreation has resumed programs and services citywide at community centers, sports fields and the Sacramento Softball Complex, with some modifications in response to COVID-19. Adult Sports programs include softball, tennis, bocce, exercise and wellness classes.

Recreation Administration Operations 1,563 9.00 9.00 Conduct the administration of operating grant and budget management functions for
divisions offering services and programs for
the community. City-wide licensing
management for audio and visual use. Also
includes budget for department-wide
recreational needs and management of
Department website and social media.

All positions (Operations and Recreation Division managers, Administrative Officers and Analysts) are filled and services are implemented.

FY2021/22 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Employment Operations 2,798 61.42 18.35 Empower young people with knowledge and resources supporting their opportunity to
gain the basic fundamental skills needed
when seeking employment or being civically
engaged. The participants learn a variety of
skills and techniques that are practiced
within a safe and supportive environment
assisting in successfully navigating school,
work, community, life's choices, and day-to-
day challenges. Early adult outcomes
include education, economic self-sufficiency,
health family, social relationships and youth
advocacy as well as positive contributions to
the community.

Program operations including Landscape & Learning, WIOA, Prime Time Teen Virtually Connected, Summer @ Virtual City Hall, and Sacramento Youth Commission are being implemented in-person or virtually. Projecting the return of the Jr. Rec Aide program virtually or hybrid during spring of 2022. The staffing shortage crisis (i.e.. retention and hiring of staff) will delay the implementation of the Young Leaders of Tomorrow program.

Youth Enrichment Operations 581 13.60 9.80 Provide youth development supports and opportunities through sports to teach lifelong
lessons and skills. Programs and activities
focus on participation, sportsmanship, basic
game rules, fundamentals and skill
development in a variety of sport activities.

The daily management of the 28th & B
Skate and Urban Art Park along with SK8
Camps/Clinics are within the operations of
the unit.

Program operations including Junior Giants, Youth Sports Leagues and Skate Park have been re-established to in-person. The staffing shortage crisis (i.e. retention and hiring of staff) is impacting non-career positions causing reduced operational hours and youth programming opportunities.

Youth Expanded Learning Operations 381 11.24 3.78 Support middle school ASES program at Sam Brannan, providing students with a
safe and education enrichment program to
attend afterschool. This also supports
Summer Oasis and Kids Camp. These
summer programs provide children with fun
activities, science projects, social/emotional
learning and interactive games.

Programs have continued to operate amidst the pandemic providing in person services. With the staff shortage crisis we are still continuing to interview to fill all school year and summer positions.

Youth Subtotal 26,868 371.74 155.44 Information Technology
IT Regional Support Operations 35 - - Provide funding for IT staff due to the reduction of reimbursement from Students
Today Achieving Results for Tomorrow
(START).

IT staff has been retained and is covered by the funding reimbursement provided by Measure U.

Systems Support Operations 38 - - Replace funding for IT staff due to the ending of the Body-Worn Camera Grant.

IT staff has been retained and is covered by the funding reimbursement provided by Measure U.

Miscellaneous Subtotal 73 - - Measure U Programming Total $ 119,283 832.05 521.20 Miscellaneous

Attachment 3

RESOLUTION NO. 2022-XXXX
Adopted by the Sacramento City Council

AMENDING THE FISCAL YEAR (FY) FY2021/22

APPROVED BUDGET

BACKGROUND
A. The FY2021/22 Approved Budget was adopted on June 15, 2021 (Resolution No. 2021-0198). Annually, staff undertakes a midyear review of revenues and expenditures to ensure the continued validity of the adopted budget and to recommend adjustments necessary to reflect prior City Council actions and discussions, new state mandates and legislation, and operational needs. Based on this review, several budget adjustments and technical corrections are necessary to ensure the City does not overspend budgetary resources, and has the capacity to address identified critical needs, and operational improvements and efficiencies.

B. The City’s FY2020/21 Annual Compr ehensive Financial Report (ACFR) was prepared presenting the City’s financial condition and the results of its activities for the fiscal year ending June 30, 2021. The ACFR financial statements were audited, as required by the City Charter, by an independent public accounting firm.

C. The General/Measure U Fund’s FY2020/21 year-end results, as audited, provided $42.4 million in additional resources. The Midyear Report provides recommendations on the use of these funds to address critical workload challenges, prior City Council actions and initiatives, and changes necessary to address City operational needs.

D. Exhibits A through D include the recommended adjustments to the FY2021/22 Approved Budget that are necessary to implement the City’s financial plan for the remainder of the fiscal year.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:

Section 1. The FY2021/22 Midyear Budget is approved inclusive of the changes as outlined in the following:

A. Exhibit A – FY2021/22 Midyear Report
B. Exhibit B – Budget and Staffing Adjustments
C. Exhibit C – Position Changes
D. Exhibit D – FY2021/22 Measure U Programming

Section 2. The City Manager is author ized to establish the following General Fund (Fund 1001) and Measure U (Fund 2401) commitment of fund balance: up to $49.9 million in FY2021/22 for future budget development.

Section 3. The City Manager is aut horized to make any necessary FY2021/22 budget adjustments based on the Council’s approval of and/or modifications to the recommendations listed in the Mayor’s memo.

Section 4. The below actions shall be effective FY2021/22 and included as part of Section 17.2 of future Budget Resolutions authorizing the City Manager to make the following adjustments to Department Operating Budgets or fund balance:
a) Adjust the revenue budget fo r the Community Development Department’s Housing Trust and Housing Impact administrative fees to reflect actual revenues received and increase the expenditure budget by a like amount in the General Plan Update (I22000000) MYOP.

b) Increase the Public Works D epartment revenue and expenditure budgets in the Garcia Bend Park Project (L19703600) based on the actual revenues received from increased boat launch ramp fees at Garcia Bend Park, provided that the Department has positive net revenues after all Parking Services Division costs related to the Garcia Bend launch ramp are paid.

c) Adjust Police Department rev enue and expenditure budgets based on actual revenues received for mutual aid provided to other jurisdictions.

d) Transfer funds from the Water Fu nd (Fund 6005) to the Drinking Water State Revolving Fund (Fund 6312) to cover interest costs and negative interest earnings incurred since the inception of the loan.

Section 5. The below actions shall be e ffective FY2021/22 and included as part of Section 17.3 of future Budget Resolu tions authorizing the City Manager to make the following adjustments between Department CIPs or MYOPs:

a) Make all necessary budget adjustm ents within the Transportation CIP to meet the City’s SB 1 Maintenance of Effort (MOE) requirements.

b) Each fiscal year, transfer f unds from the Water Fund (Fund 6005) available fund balance to the Drinking Water State Revolving Fund (Fund 6312) to pay for interest expense and negative interest earnings incurred since the inception of the loan.

e) Adjust Community Development Department’s revenue budget for the Housing Trust and Housing Impact adminis trative fees to reflect actual

revenues received and increase the expenditure budget by a like amount in the General Plan Update (I22000000) MYOP.

Section 6. The below action shall be effective FY2021/22 and included as part of Section 17.5 of future Budget Resolutions to properly manage and account for the City’s Cannabis expenditures:
a) Transfer expenditure budgets bet ween the Cannabis Policy and Enforcement (I06420000) MYOP and the Cannabis Opportunity, Reinvestment and Equity (CORE) (I02420000) MYOP to support CORE program operations.

Section 7. The below actions shall be effective FY2021/22 and included as part of Section 17.6 of future Budget Resolutions authorizing the City Manager to implement the following fiscal transactions as needed to properly manage and account for the City’s efforts toward reducing homelessness:
a) Each fiscal year, unobligat ed G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Community Outreach (23001021) on June 30 must be transferred to the Community Response MYOP (I23000100) if the Department has positive net year-end results.

b) Each fiscal year, unobligat ed G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Violence Prevention (23001041) on June 30 must be transferred to the Gang Prevention and Intervention MYOP (I02000600) if the Department has positive net year- end results.

Exhibits:

Exhibit A – FY2022/22 Midyear Report
Exhibit B – Budget and Staffing Adjustments
Exhibit C – Position Changes
Exhibit D – FY2021/22 Measure U Programming

Exhibit A

FY2021/22 Midyear Report

City of Sacramento
915 I Street, 5
th Floor
Sacramento, CA 95814
Phone 916-808-5845 ■ Fax 916-808-5755

Table of Contents

Section 1: Introduction ..................................................................................................... 3 Section 2: Year-End Projections ..................................................................................... 3 Section 3: Revenue Revisions – General/Measure U (G/MU) Fund ............................... 7 Section 4: Pandemic Impacts on Department Revenues and Midyear Adjustments ....... 9 Section 5: Recommended Department Adjustments – G/MU Fund .............................. 10 Section 6: Recommended Department Adjustments - Other Funds .............................. 15 Section 7: Recommended Position Changes and Reclassifications ............................. 16 Section 8: Multi-Year Project Changes .......................................................................... 16 Section 9: Budget Resolution Changes ......................................................................... 18

Section 1: Introduction

The Fiscal Year (FY) 2021/22 Midyear Report is intended to provide the City Council with an update on the status of revenue and expenditure pr ojections and details on recommended changes to the approved budge t. The recommended budget changes included in this report refl ect augmentations necessary to address organizational needs and/or are revenue and expenditure changes to reflect actual program reimbursements and costs.

Section 2: Year-End Projections

The following tables presents year-end proj ections for General/Measure (G/MU) funded departments. Departments projecting to e xceed the FY2021/22 Appr oved Budget (net deficit) are highlighted in the tables and information on the projected deficits and plans to address the deficit are discussed below.

Department Revenues
($ in 000s)
FY2021/22
Amended
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
City Attorney 52 65 13
City Clerk 42 25 (17)
City Manager 3,336 3,362 26
City Treasurer 4,300 4,750 450
Community Development 30,052 29,859 (193) Convention and Cultural Services 929 827 (102) Finance 658 602 (56)
Fire 39,643 40,559 916
Information Technology 400 - - Police 10,667 10,667 -
Public Works 17,523 18,502 979
Youth, Parks & Community Enrichment 1,818 2,489 671 Total: 109,420 111,708 2,688
1  Revenue shortfalls will be offset by expenditure savings.

GENERAL FUND DEPARTMENT REVENUES

The following departments have projected deficits and have been highlighted in the above tables:

Convention and Cultural Services. The projected net deficit of $65,000 is due to lower user fee revenues resulting fr om the pandemic. The Department will continue to closely monitor these revenues and make program adjustments as appropriate.

Fire. The projected net deficit of $2.5 million is largely due to estimated increases in overtime costs to backfill vacancies and unanticipated services and supplies costs.

Increases in development-related revenues are expected due to new construction in the city. The Department will continue monito ring and evaluating expenditures for opportunities to reduce costs.

The following department has a significant net surplus:

Community Development. The projected net surplus of $2.1 million is largely due to personnel savings resulting from existing va cancies, retirements, and attrition. The Department is working to fill vacancies; however, an industry-wide shortage of qualified building inspectors presents significant recruitment challenges.

Department Expenditures
($ in 000s)
FY2021/22
Amended
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 6,647 6,647 -
City Attorney 8,088 7,934 154
City Auditor 1,007 1,007 -
City Clerk 2,152 2,152 -
City Manager 4,167 4,031 136
City Treasurer 2,000 2,000 -
Community Development 31,995 29,749 2,247 Convention and Cultural Services 1,202 1,165 37 Finance 8,209 7,360 849
Fire 110,820 114,235 (3,415)
Human Resources 4,342 4,342 -
Information Technology 15,086 14,986 100 Police 134,791 134,791 -
Public Works 21,297 21,883 (587)
Youth, Parks & Community Enrichment - - - Total: 351,802 352,280 (478)

GENERAL FUND DEPARTMENT EXPENDITURES

The following table presents projected y ear-end variances for Measure U-funded departments. Departments projecting significant year-end surplus are highlighted.

The following departments have projected a surplus and have provided the following summary explanations.

City Manager. The projected savings of $1.7 milli on is due to personnel savings due to existing vacancies. The City Manager’s Office is working to fill vacancies.

Community Development. The projected savings of $1.6 million is due to savings resulting from vacancies, retirements, and a ttrition. The Department is working to fill vacancies.

The following tables present year-end projections for Enterprise Funds:

Department Expenditures
($ in 000s)
FY2021/22
Amended
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 882 882 -
City Manager 6,375 4,670 1,704
Community Development 9,919 8,257 1,662 Community Response 3,496 3,496 -
Convention and Cultural Services 4,246 3,982 264 Fire 8,590 8,590 -
Youth, Parks & Community Enrichment 41,405 41,405 - Police 5,665 5,279 387
Total Measure U Fund: 80,578 76,561 4,017

MEASURE U DEPARTMENT EXPENDITURES
Fund Name
FY2021/22
Amended
Budget
Projected
Year-End
Revenues

Projected
Year-End
Variance
Community Center 24,935 24,935 -
Parking 12,866 12,939 73
Solid Waste 75,529 74,355 (1,173)
Storm Drainage 38,581 39,943 1,363
Wastewater 43,310 44,955 1,645
Water 135,452 135,452 -
Total Enterprise Fund Revenues: 330,673 332,580 1,907 ENTERPRISE FUND REVENUES ($ in '000s)

Funds projecting a significant net surplus (over $1 million) have been highlighted in the chart above and have provided the following summary explanations.

Solid Waste Fund. The fund has a projected net surplu s of $1.7 million. The projected revenue deficit of $1.2 million reflects the waiv ing of ratepayer late fees on delinquent utility accounts to mitigate customers’ economic hardship. This deficit is offset by anticipated vacancy savings and disposal savings from the delayed implementation of organics.

Storm Drainage. The projected net surplus of $3.0 million is due to increases in services accounts, sewer permits, and other governmental revenues. Also contributing to this surplus is savings related to positi on vacancies. Currently, out of 120 authorized positions, 16 are vacant.

Wastewater Fund. The projected surplus of $2.6 million is due to increases in services accounts, sewer permits, and other governmental revenues. Also contributing to this surplus is savings related to position vacancies.

Water Fund. The significant projected surplus of $5.6 million is due to savings from position vacancies, supplies and services , and professional service contracts.

Currently, out of 350 authorized positions, 58 are vacant.

Fund Name
FY2021/22
Amended
Budget
Projected
Year-End
Expenditures

Projected
Year-End
Variance
Community Center 36,010 36,010 -
Parking 17,073 16,501 573
Solid Waste 67,412 64,564 2,848
Storm Drainage 34,921 33,308 1,612
Wastewater 35,228 34,230 997
Water 108,598 103,026 5,572
Total Enterprise Fund Expenditures: 299,242 287,639 11,603 ENTERPRISE FUND EXPENDITURES ($ in '000s)

Section 3: Revenue Revisions – General Measure U (G/MU) Fund

The FY2021/22 revenue changes recommended in this report are reflected in the following table:

The five-year forecast has been updated to re flect the following revisions. The following provides additional detail regarding the revenue revisions in the G/MU Fund.

A. Measure U Transactions & Use Tax (Measure U), $15.4 million: Measure U revenue collections continue to recover at a pace faster than projected when the budget was adopted. Revenues have rema ined strong across many industries including general retail, food products, transportation, construction, and business to business economic segments (based on year-end receipts through September 2021). Measure U continues to benefit from increased online sales activity during the pandemic. Estimates for FY2021/ 22 are updated based on these trends and projections from Avenu Insights & Analyt ics, the City’s sales tax consultant.

Currently, Measure U is pr ojected to generate an additional $15.4 million in FY2021/22.

B. Property Transfer Taxes, $4.0 million: Property transfer tax is a charge imposed by the City upon the passing of title from one owner to another. The City charges $2.75 for every $1,000 of the property’s sale price. Through the first five months of FY2021/22, transaction values have incr eased by 36% and transaction counts have increased by 11% when com pared to the same period in the prior year. As a result, staff is projecting an increase of $4.0 million, or 32%, in property transfer tax collections for FY2021/22.

C. General Fund Sales and Use T ax (Bradley Burns), $2.6 million: The estimates for FY2021/22 are updated to reflect recent trends in revenue collections and are based on sales tax projections from Avenu Insights & Analytics, the City’s sales tax consultant. General sales tax is expected to exceed budgeted levels by $2.6 million, or 2.6%. As with Measure U revenues, Bradley Burns sales tax revenues continue to recover at a pace faster than projected when the budget was adopted.

It is important to note however, that in early 2021, the California Department of Tax and Fee Administration notified jurisdictions about a change in Amazon’s business structure. The change has already had a negative impac t on the City’s pro-rata Revenue Type (dollars in 000s)
FY2021/22
Approved
FY2021/22
Amended $ Change % Change
Measure U Transactions & Use Tax 108,801 124,238 15,437 14.2% Real Property Transfer Tax 12,659 16,659 4,000 31.6%
General Sales & Use Tax 96,411 98,963 2,552 2.6%
Utility User Tax 61,594 63,000 1,406 2.3%
Property Tax In-Lieu of Vehicle License Fee 53,363 54,619 1,256 2.4% Cannabis Business Operations Tax 20,651 21,448 797 3.9% Transient Occupancy Tax 3,743 4,458 715 19.1%
Recommended Midyear Revisions 357,222$ 383,385 $ 26,163 $ 7.3%

share of the county sales tax pool and will continue to grow in FY2022/23 and beyond.

D. Utility User Tax (UUT), $1.4 million: UUT is a usage tax on telecommunication, cable, gas, and electric services. Based on collections through the first four months of FY2021/22 UUT revenue has increased by 4.4% compared to the same period in FY2020/21. Electricity accounts for 62% of UUT revenue compared to 47% five years ago. In addition, the Sacramento Municipal Uti lity District approved a 2% rate increase effective October 2021, whic h should continue to offset the loss of revenue from the telecommunications co mponents of UUT and provide additional revenue as people continue to work from home during the pandemic. Based on the year-to-date collections, staff is anticipating an incr ease of $1.4 million, or

2.3%, in UUT revenues.

E. Property Tax In-Lieu of Vehicle License Fees (VLF), $1.3 million: The State’s 2004 property tax for VLF swap permanently reduced the VLF rate from 2% to

0.65%, shifted the VLF revenue to the stat e General Fund to make up for reduced property taxes to schools and shifted pr operty taxes from t he school share to property tax in-lieu of VLF to cities/count ies. The projected increase is based on recent information provided by the County of Sacramento Audit-Controller Division indicating the City will receive an additional $1.3 million, or 2.4%, over the approved budgeted.

F. Cannabis Business Operations Tax (BOT) Revenues, $0.8 million:

During the first five months of FY2021/ 22, cannabis BOT collections were up compared to the same period in the prior ye ar. Manufacturing, cu ltivation, testing labs, delivery, distribution and microbusin ess BOT increased by 36% collectively while dispensary BOT decreased by 5%. Dispensary revenue accounts for 37% of all cannabis BOT revenue. Based on t he year-to-date collections, staff is projecting a modest increase of $0.8 million, or 3.9%, w hen compared to budget.

Staff will continue to monitor cannabis BOT revenues to determine if additional adjustments should be included in the FY2022/23 Proposed Budget.

G. Transient Occupancy Tax (TOT), $0.7 million: TOT is a general tax imposed on occupants of hotels, motels, inns, etc. The City’s TOT is 12%, of which the General Fund receives two per cent of the 12% (or 1/6th) . The remaining 10% (or 5/6th) is deposited in the Community Center Fund. Ba sed on collections through the first four months of FY2021/22, TOT revenue has increased by 82% compared to the same period in FY2020/21. The pub lic’s acceptance of the vaccine has allowed venues to open at a quicker rate than initially projected. Staff is recommending a $715,000, or 19%, increase above budgeted levels. While revenues are higher than anticipated, with the recommended in crease included, the budget will be 63% of pre-pandemic revenues.

Section 4: Pandemic Impacts on Depa rtment Revenues and Midyear Adjustments

Due to the pandemic, there have been reductions to revenues collected and/or other impacts in various funds. The following provides details on recommended budget adjustments to the address such fund shortfalls and/or issues.

Additional budgetary information is included in Exhibit B: Budget and Staffing (B&A) Adjustments.

A. Debt Service Support - $12.308 million
The pandemic continues to negatively impact revenues collected in the Community Center Fund, Sacramento Tour ism Infrastructure District Fund, and Parking Fund.

Deficits are anticipated through FY2023/24, which jeopardize the funds’ ability to meet debt service obligation payment s. Recommended budget adjustments will address these shortfalls, and ensure the City is able to make required debt service payments and avoid penalties. The following provides additional details of each fund.

Community Center Fund – $6.718 million

The Community Center Fund is project ed to meet its revenue and expenditure budgets in FY2021/22. However, the ongoing pandemic cont inues to affect the convention, concert, and tourism industrie s, which have seen reduced transient occupancy tax (TOT) revenue and user f ee revenue collected for the past couple of fiscal years. For FY2021/22, TO T revenue is projected to achieve approximately 63% of pre- pandemic amounts (FY2018/19), and user fee revenue collected is projected to reach approximately 56% of pre-pandemic amounts. TOT revenue and user fee revenue are not expected to return to pre-pandemic amounts until FY2023/24.

Due to these factors, the five-year fo recast for the Community Center Fund projects a negative available fund balance of approximatel y $6.7 million in FY2023/24. The transfer of $6. 7 million to the Community Center Fund will ensure a positive fund balance in the out-years of the forecast.

Sacramento Tourism Infrastructure District Fund – $442,000

The Sacramento Tourism Infrastructure District (STID) Fund has a projected negative available fund balance of approximately $442,000 in FY2021/22. The pandemic continues to impact the tourism industry, which has reduced collections for the Sacramento Tourism In frastructure District (STI D) Fund. The STID Fund receives 1% of total hotel room rentals in addition to the normal TOT rate of 12%.

For FY2021/22, the projected STID Fund re venues are less than the amount of debt service to be paid for the new ballroo m at the SAFE Credit Union Convention Center.

The transfer of $442,000 to the STID Fund will help maintain a positive fund balance for FY2021/22. General Fund contri butions resulting from insufficient STID are not expected starting in FY2022/23.

Parking Fund – $5,148,000

The Parking Fund is expected to end the year with positive year-end results when compared to the budget. However, the ongoing pandemic continues to affect parking revenues citywide. The current FY2021/22 revenue budget was prepared based on a continued economic recovery from the ongoing pa ndemic. Although revenue continues to trend up since the spring, revenue is not recovering as quickly as anticipated. Additionally, a fire at the City Hall Garage in March 2021 closed the garage to all activity. T he garage reopening was delayed until December 20, 2021 and is only open at 90% capacity.

Due to these factors, the five-year forecast for the Parking Fund projects a negative available fund balance of approxim ately $5.1 million in FY2023/24. The transfer of approximately $5.1 million from Gener al Fund resources to the Parking Fund will help ensure the fund balance is positive in the out-years of the forecast.

B. Public Works: Landscap ing and Lighting Fund – $525,263 The Department is requesting a one-time re-allocation of $525,263 from available fund balance for the purchase of poles and lights for the ongoing repair and maintenance of City streetlights. This amount was previously allocated in FY2020/21 but reverted to fund balance due to delays in order fulfillment resulting from the pandemic.

C. Public Works: Solid Waste Fund – $1,173,000
On March 17, 2020, Council directed th e City Manager through Resolution No. 2020-0076 to temporarily waive late payment charges on delinquent utility accounts to mitigate customers’ economic hardship. As a result, Public Works Recycling and Solid Waste Division projects a shortfall in the Recycling and Solid Waste Fund (Fund 6007) and is recommendi ng a revenue adjustment to reduce the utility services charges budget by approximately $1.2 million.

Section 5: Recommended Department & Citywide/Community Support Adjustments – G/MU Fund

The Midyear Review includes a review of Department G/MU revenues and expenditures as well as operational changes necessary to reflect priority workload. The following provides details on recommended budget adjus tments to the City’ s Departments to address:

 Prior Council actions, discussions and direction;
 Operational needs and projected deficits; and
 Changes in revenues and expenditures based on actuals to date.

Additional budgetary information is included in Exhibit B: Budget and Staffing (B&A) Adjustments.

A. City Clerk, Net Request: $190,700; 4.0 FTE
Position Changes - The City Clerk is reques ting the addition of two Administrative Analyst (2.0 FTE) and two Deputy City Clerk (2.0 FTE) to provide Citywide Board and Commissions support including recruitmen t, training, legally required noticing and overall legislative management.

B. City Manager, Net Request: $56,510; 2.0 FTE

Housing Division – $57,099 (1.0 FTE): The Division is requesting to add an Administrative Analyst (1.0 FTE) to carry out fiscal, policy and reporting activities to support the City’s Housing Program, including the implementation of the Comprehensive Siting Plan which was adopted by Council in August 2021.

Economic Development Division – $65,209 (1.0 FTE): The Division is requesting to add a Development Project Manager (1.0 FTE) to plan, coordinate and administer the City’s workforce development priorities.

City Manager’s Office Position Changes – ($65,798): The Office is requesting several position changes to better align job classifications with job duties based on current operational needs. The net changes will result in a decrease to Measure U.

C. City Treasurer, Net Request: ($400,000)

Revenue Adjustment - The City Treasurer projects an increase of $400,000 in revenues above budget. This one-time incr ease in revenues is attributed to: 1) interest earnings from American Rescue Plan Act (ARPA) funds received in May 2021; 2) additional Measure U Fund revenues ; and 3) higher property tax receipts and sales tax revenues.

D. Citywide/Community Support, Net Request: ($9,413,532)

Administrative Contingency - An incr ease of $479,978 is recommended to restore the administrative contingency for funds us ed to support labor negotiations, efforts to address fire damage at the Geor ge Sim Community Center, and a grant donation to the Council on Islamic-American Relations.

Labor Contract Costs - An increase of $9.894 million in revenues, which reflects a one-time transfer from ARPA funds is re commended to support estimated costs of new labor contracts.

E. Community Development, Net Request: $54,363; 5.5 FTE

Administration Position Changes – $0 (1.0 FTE): The Department is requesting to add a Supervising Financial Analyst (1.0 FTE) to provide fiscal and budget support,

add an Administrative Technician (1.0 FTE) and delete an Account Clerk II (1.0 FTE) to support the developer fee credit pr ogram. Additional costs are offset by revenues.

Animal Care Position Changes – $27,77 4: The Department is requesting to increase the after-hour veterinary care c ontract due to the increase in emergency veterinary care; add a Customer Service Su pervisor (1.0 FTE) and delete a vacant Animal Care Technician (1.0 FTE) to provide adequate supervision for the animal care services customer service section.

Building Position Changes – $0 (4.0 FTE): The Department requests the addition of three Building Inspector I (3.0 FTE) to support the plan review section and field inspections, and a Senior Development Project Manager (1.0 FTE) to manage and facilitate development projects. These positions are offset by revenues.

Code Enforcement Position Change – $26,589 (0.50 FTE): The Department is requesting to convert an existing Painter (0 .50 FTE) from half-time to full-time to support the citywide graffiti abatement program.

F. Community Response, Net Request: $0; $1,104,197 with a $1,104,197 offset from ARPA (17.0 FTE in Community Response; 2.0 FTE in Community Development)

Office of the Director Position Changes – $0; $75,439 with a $75,439 offset from ARPA (2.0 FTE): The Office requests the addition of a Program Coordinator (1.0 FTE) to support department programs and se rve as a liaison between field staff and the local advocates. The addition of an Administrative Assistant (1.0 FTE) to support the director with ca lendaring, scheduling, and providing routine budget reports and administrative support is also requested. These positions will be fully offset by ARPA funding through FY2021/22. Measure U would fund these positions starting in FY2022/23.

Office of Community Outreach Position Changes – $0; $830,087 with an $830,087 offset from ARPA (13.0 FTE): The Office requests the addition of an Administrative Analyst (1.0 FTE) to provide finance, budget, and analytical services for the division. This support will correspond with the implementation of an alternative response to homelessness model. The Office requests the addition of two Program Specialists (2.0 FTE) to facilit ate the structured financial guidance while monitoring project objectives, a ssuring compliance with guidelines, and coordinating contracts. T he addition of six Neighborhoo d Resources Coordinator I (6.0 FTE) and four Neighborhood Resources Coordinator II (4.0 FTE) will increase support for the implementation of the alternative response mode l. These positions will be fully offset by ARPA funding through FY2021/22. Meas ure U would fund these positions starting in FY2022/23.

Office of Homeless Services Positi on Changes – $0; $119,631 with a $119,631 offset from ARPA (4.0 FTE): The Office requests the addition of a Program Specialist (1.0 FTE) and an Administrative Analyst (1.0 FTE) to provide experienced finance, budget, and analytical s upport for the Division. This support

will correspond with the implem entation of the alternative response model. These positions are funded by ARPA through FY 2021/22. Measure U would fund these positions starting in FY2022/23.

In addition, the Office requests a Senior Code Enforcement Officer (1.0 FTE) and a Code Enforcement Officer (1.0 FTE), lo cated and administratively managed by the Code Enforcement Division of the Comm unity Development Department. These positions will provide support and resources to unsheltered individuals in support of the alternative response model. These positions are funded by ARPA through FY2021/22. Total net cost is $0 ($79, 040 with offset of 79,040 from ARPA).

Measure U would fund these positions starting in FY2022/23.

Funding for the 19.0 FTEs is in the Co mmunity Response project (see Exhibit B Multi-Year Project Appropriations table).

G. Fire Department, Net Request: ($394,000)

Operational Needs – ($965,000): The D epartment is reco mmending an ongoing increase of $1.0 million to the special districts revenue upon reviewing the past five years revenue collections for the Pacific Fruitridge and Natomas Fire Districts. This revenue increase will offset costs related to a training platform ($35,000).

Regional Communication Center – $571,000: The Department requests additional funds to accommodate increased costs associated with the Sacramento Regional Fire/Emergency Medical Service Communication Center (SRFECC), a joint powers authority. The Department is a member of the SRFE CC. SRFECC manages the Department’s emergency calls for services. As a result of rising salary, benefit and infrastructure costs, the City’s share of cost for FY2021/22 increased by $571,000.

H. Police Department, Ne t Request: $0; 15.0 FTE

2021 COPS Hiring Program ( CHP) Grant – The Departm ent requests the addition of Police Officers (15.0 FTE) to fulfil l the 2021 COPS Hiring Pr ogram (CHP) grant award, authorized by Council on January 4, 2022. These positions were awarded to address gun violence in the City and will increase the Department’s capacity to engage in community policing strategies. No additional funding is requested for FY2021/22 due to the timing of filling positions. The Depar tment is also requesting the purchase of five patrol vehicles, equipment, and services/supplies costs with ARPA funds. The positions will be funded th rough a combination of the CHP grant award and ARPA funding in FY2022/23 and FY2023/24. After the CHP grant award is expended in FY2024/25, the General Fund would fund the ongoing costs.

Position Changes – The Department is reques ting several position changes (net

0.0 FTE) to better align with the hours wo rked by Student Trainees and Security Officers. There is no cost associated with these changes.

I. Public Works, Net Request: ($2,551,277); 2.0 FTE

Position Changes – The Department requests the additi on of a Principal Planner (1.0 FTE) to lead the Citywide Transportati on Planning team. A dedicated position is necessary to address the complexity of the work and associated workload.

There is sufficient fund balance in the Gas Tax Fund (Fund 2002) to absorb the ongoing costs for this position.

The Department is also requesting to add an Administrative Analyst (1.0 FTE) and delete an Engineering Te chnician III (1.0 FTE). Th rough restructuring, the Department has determined that the position duties are more closely suited for the classification of Administ rative Analyst, rather than the Engineering Technician series. There is sufficient fund balance in the Gas Tax Fund (Fund 2002) to cover the additional ongoing costs for this position.

The addition of a Plumber (1.0 FTE) is requested to address critical repairs and maintenance for Youth, Parks, and Communi ty Enrichment’s (YPCE) facilities.

YPCE will reimburse Public Works for t he costs using ongoing savings resulting from the deletion of one M easure U-funded Park Equipment Operator (1.0 FTE).

The new position will require a new vehicle. Funding for the vehicle is included in the Fleet Acquisitions project (see Exhibit B Multi-Year Project Appropriations table).

Revenue Adjustment – The Department is requesting an one-time increase to the General Fund revenue budget by $2.6 million to account for the final Solid Waste Authority dissolution disbursement. The one-time revenue increase will increase expenditure budgets in Suppl emental Waste Programs (I15230000) and the Cannon-Scollan Landfill Closure Program (Y13000200). The programs will provide additional illegal dumping service requests and disposal, increased overtime for the Illegal Dumping and H ousehold Junk appointment program, clean-up events and amnesty days, and relief to the So lid Waste Fund (Fund 6007) that has supported the commercial fair share rem ediation since 2012. See Exhibit B Multi- Year Project Appropriations table.

Offset Adjustment - The Department is requesting authority to increase Department offsets by $614 for a reimbursement of interest related to fuel rebates from the Fleet Management Fund.

J. Youth, Parks & Community Enrichme nt, Net Request: ($266,258); (2.97 FTE)

Position Changes – The Department requests several position changes to address workload, job retention, and to appropria tely align resources with program needs.

These changes result in a net decrease of 1.87 FTE in Community Enrichment, a net decrease of 0.10 FTE in Youth Employment, and a decrease of 1.0 FTE to fund one Plumber in the Public Works Department to service YPCE facilities.

Revenue Adjustment: The Department is requesting to increase the Park Development Services’ revenue budget by $226,258 and increase the expenditure

budget by a like amount in the Council District 7 Signs and Minor Improvements Project (L19013900) for the sale of property related to the Sacramento River East Levee Improvement Project.

Section 6: Recommended Department Adjustments - Other Funds

The midyear review includes a review of Department revenues and expenditures for other funds as well as operati onal changes necessary to reflect priority workload. The following provides details on recomme nded budget adjustments to the City’s Departments to address:

 Prior Council actions, discussions and direction.
 Operational needs and projected deficits; and
 Changes in revenues and expenditures based on actuals to date.

Additional budgetary information is included in Exhibit B: Budget and Staffing (B&A) Adjustments.

A. Department of Utiliti es, Net Requests: ($84,900)

The Department is requesting the purchase of two vehicles in the Water Fund (Fund 6005). One vehicle will assist with streamlining the maintenance and cleaning process of the City’s wells, re servoirs, and other systems and stations and one is for a new Utilities Operations & Maintenance Superintendent. The vehicles are fully offset and will be funded by savings in services and supplies expenditures.

B. Public Works, Marina Fund, Net Request: $19,038; (0.20 FTE)

The Department is requesting to add a Mari na Boating & Facilities Attendant (1.0 FTE) to provide a consistent 40 hours of operational support and overtime relief, when necessary, when one or both of the other Marina Boating & Facilities Attendants are absent or need additional hel p. The costs associated with this position will be partially offset by the deletion of three par t-time Marina Aide positions (1.2 FTE).

C. Public Works, Recycling and Solid Waste Fund, Net Request: $1.1 million

The Department is requesting to increase the FY2021/22 disposal budget by $1,110,500 for Residential Garb age Collection to factor in the annual contractual Consumer Price Index (CPI) adjustment s and increased tonnage related to the pandemic stay-at-home order.

D. Public Works, Fleet Manage ment Fund, Net Request: $128,012

The Department is requesting that t he FY2021/22 revenue budget in the Fleet Fund be augmented by $200,000 to include proj ected interest. This will align

projected revenue receipts with the rev enue budget. Additionally, the Department is requesting authority to reimburse user funds for interest related to fuel rebates that have accrued since 2014 totaling $71,988.

E. Public Works, Various Funds, Net Request: ($71,374)

The Department is requesting authority to increase Department offsets by $71,374 for reimbursements of interest related to fuel rebates from the Fleet Management Fund to the following Other Funds: Comm unity Center Fund ($67), Solid Waste Fund ($71,062), Storm Drainage Fund ($39), Wastewater Fund ($37) and Water Fund ($169).

F. Public Works, Gas Tax Fund, Net Request: $77,906

The Department is requesting to use av ailable fund balance from the Gas Tax Fund to offset the cost of one new Principal Planner FTE as referenced in Section 5. The position cost for the Principal Planner is $68,071. Additionally, the Department is requesting to use availabl e fund balance from t he Gas Tax Fund to offset the cost of one new Administrative Analyst, which is already partially offset by the deletion of an existi ng Engineering Technician III. The balance of the cost for the Administrative Analyst is $9,835.

G. Youth, Parks & Co mmunity Enrichment, 4
th R Fund, Net Request: ($4,587);
(0.75 FTE)

The Department is requesting to add Senior Recreation Aides (30 at 0.40 FTE), and a Program Supervisor (1.0 FTE) and delete Recreation Aides (41 at 0.25 FTE), Program Leader (two at 0.50 FTE), a Program Coordinator (1.0 FTE), and a Customer Service Representat ive (1.0 FTE) to properly align job classifications and duties to meet their operational needs re sulting in the loss of 0.75 FTE and a savings of $4,587.

Section 7: Recommended Position Changes and Reclassifications

Departments reviewed existing positions based on their current organizational and operational needs. Departments identified pr oposed changes including deleting vacant positions and adding positions with classifications that mo re closely relate to the position responsibilities. Information on all position changes is included in Exhibit C. Any position changes that have budgetary impacts have been discu ssed in Section 5 and are also shown on Exhibit B.

Section 8: Multi-Year Project Changes

As part of the ongoing management of the City’s multi-y ear projects (Capital Improvement Programs [CIPs], Grants and Multi-Year Operat ing Projects [MYOPs]), a periodic review and reallocation of availa ble resources is performed to continue providing capital and operational improvements in a timely and efficient manner.

As part of the review, departments have i dentified new projects and/or increased funding needs. The following table summarizes the proposed changes and costs.

Additional information is included in Exhibit B.

FY2021/22 Midyear Multi-Year Project Revisions
(General Fund and Measure U)
Project Name Project Number Fund
Expenditure
Adjustment
Cannon-Scollan Landfill Closure Program Y13000200 General 900,000 CD7 Signs & Minor Improvements L19013900 General 226,258 Electric Vehicle Supply Equipment Project1 C15001600 General 219,573 Fleet Acquisitions I06000999 General 65,000
Supplemental Waste Programs1 I15230000 General 1,651,891 Electric Vehicle Supply Equipment Project C15001600 Measure U 50,477 Public Works Sustainability Program I15220300 Measure U (106,000) Sacramento EV Blueprint Phase 2 C15210000 Measure U 106,000 Total G/MU Fund Budget 3,113,199
1New Projects
FY2021/22 Midyear Multi-Year Project Augmenations
(American Rescue Plan Act (ARPA))
Project Name Project Number Fund
Expenditure
Adjustment
ARPA Reinvestment Program I80611000 ARPA (12,763,407)
Community Response I23000100 ARPA 12,763,407
Council-Led Strategic Initiatives1 I01003000 ARPA 550,000 Labor Contract Costs1 I80612000 ARPA
2021 COPS CHP Grant1 I11002900 ARPA -
Total ARPA Revinestment Fund Budget 550,000
1New Projects

Section 9: Budget Resolution Changes

The annual budget resolution approved by Council provides the financial direction to and authority for the City Manager necessary to implement the annual budget.

Ongoing Budget Resolution Changes: The following language is included in the midyear budget resolution (Midyear Resolution ) and will be added to the annual budget resolution. These changes authorize the Cit y Manager to ensure continuity of service and shall be effective FY2021/22.

A. Adjustments to Department oper ating budgets or fund balance (Section

17.2)
 Adjust the revenue budget for the Co mmunity Development Department’s Housing Trust and Housing Impact adminis trative fees to reflect actual revenues received and increase the ex penditure budget by a like amount in the General Plan Update (I22000000) MYOP.

 Increase the Public Works Depar tment revenue and expenditure budgets in the Garcia Bend Park Project (L19703600) based on the actual revenues received from increased boat launch ra mp fees at Garcia Bend Park, provided that the Departm ent has positive net revenues after all Parking Services Division costs related to the Garcia Bend launch ramp are paid.

 Adjust Police Department revenue and expenditure budgets based on actual revenues received for mutual aid provided to other jurisdictions.

 Transfer funds from the Water Fund (Fund 6005) to the Drinking Water State Revolving Fund (Fund 6312) to cover interest costs and negative interest earnings incurred since the inception of the loan.

FY2021/22 Midyear Multi-Year Project Revisions
(Other Funds)
Project Name Project Number Fund
Expenditure
Adjustment
Asset Forfeiture Project E11003000 External -
Combined Sewer System Program I14630200 Wastewater (105,444) DMV Anti Auto Theft Project E11005400 External -
Electric Vehicle Supply Equipment Project1 C15001600 Various* 355,861 Fleet Acquisitions I06000999 Various** 1,648,004
PD Specialty Vehicles & Equipment1 F11101000 Other -
Sewer System Management Plan I14110100 Wastewater (105,444) Well Rehabilitation Program Z14110100 Water (384,305)
Total Other Funds Budget 1,408,672
1New Projects
*Funds include G/MU, Community Center, Fleet, Gas Tax, L&L, Solid Waste, Storm Drainage, Wastewater, Water, and 4th R **Funds include Gas Tax, Solid Waste, Storm Drainage, Wastewater, and Water

B. Adjustments between Department operating budgets and CIPs or MYOPs (Section 17.3)

 Make all necessary budget adjustments wit hin the Transportation CIP to meet the City’s SB 1 Maintenance of Effort (MOE) requirements.

 Each fiscal year, transfer funds fr om the Water Fund (Fund 6005) available fund balance to the Drinking Water St ate Revolving Fund (Fund 6312) to pay for interest expense and negative interest earnings incurred since the inception of the loan.

 Adjust Community Development Department’s revenue budget for the Housing Trust and Housing Impact adminis trative fees to reflect actual revenues received and increase the ex penditure budget by a like amount in the General Plan Update (I22000000) MYOP.

C. Implement fiscal transactions as need ed to properly manage and account for the City’s Cannabis expenditures (Section 17.5)

 Transfer expenditure budgets between t he Cannabis Policy and Enforcement (I06420000) MYOP and the Cannabis Opport unity, Reinvestment and Equity (CORE) (I02420000) MYOP to support CORE program operations.

D. Implement fiscal transactions as need ed to properly manage and account for the City’s efforts toward reducing homelessness (Section 17.6)

 Each fiscal year, unobligated G/MU F und (Fund 1001/2401) appropriations in existence in the Office of Community Outreach (23001021) on June 30 must be transferred to the Community Response MYOP (I23000100) if the Department has positive net year-end results.

 Each fiscal year, unobligated G/MU Fund (Fund 1001/2401) appropriations in existence in the Office of Violen ce Prevention (23001041) on June 30 must be transferred to the G ang Prevention and Intervention MYOP (I02000600) if the Department has positive net year-end results.

Exhibit B
Fund Number Net Change
1001 (19,776,152)
1003 (10,443,510)
2002 (681,178)
2232 (545,454)
2253 442,000
2401 (1,658,745)
2608 (19,038)
6004 5,148,000
6005 (108,356)
6006 (15,106)
6007 (2,277,839)
6010 6,715,543
6011 (465,937)
6012 2,063
6501 87,631
Department
Fund
Number FTE Change
Revenue/
Reimbursement
Adjustment
Expenditure
Adjustment Description
City Clerk 1001 4.00 - 190,700 Add 2.0 FTE Administrative Analysts & 2.0 FTE Deputy City Clerks.

City Treasurer 1001 - (400,000) - Increase revenue (one-time) due to interest earnings.

Citywide/Community
Support
1001 - - 479,978 Restore the administrative contingency.

Citywide/Community
Support
1001 - - 442,000 Transfer General Fund resources (one-time) to cover Sacramento Tourism Infrastructure District revenue losses.

Citywide/Community
Support
1001 - (9,893,510) - Transfer from ARPA Reinvestment Fund resources (one-time) to offset estimated costs of new labor contracts.

Community
Development
1001 1.00 (13,700) 49,658 Add 1.0 FTE Administrative Technician and delete 1.0 FTE Account Clerk II (from Measure U).

Community
Development
1001 1.00 (67,871) 67,871 Add 1.0 FTE Supervising Financial Analyst.

Community
Development
1001 2.00 (110,564) 110,564 Add 2.0 FTE Building Inspector.

Community
Development
1001 1.00 (69,228) 69,228 Add 1.0 FTE Senior Development Project Manager.

Community
Development
1001 1.00 (55,303) 55,303 Add 1.0 FTE Building Inspector.

Convention and
Cultural Services
1001 - - 6,718,000 Transfer General Fund resources (one-time) to cover Community Center Fund revenue losses.

Fire 1001 - (1,000,000) - Increase ongoing Special District Revenue.

Fire 1001 - - 571,000 Increase expenditure budget for increased contract costs for the Fire Communications Center.

Fire 1001 - - 35,000 Increase expenditure budget for the Department's training platform.

Police 1001 15.00 - - Add 15.0 FTE Police Officers to fulfill the 2021 Community Oriented Policing Services Hiring Program Grant award. Positions will be funded through a combination of the CHP grant award (G11017021) and ARPA funding (I11002900) in FY2022/23 and FY2023/24. The General Fund will absorb the ongoing costs in FY2024/25.

Public Works 1001 - (2,551,891) - Increase General Fund revenue budget (one-time) to account for the final Solid Waste Authority dissolution disbursement. The related expenditure budget is budgeted in Supplemental Waste Programs (I15230000) and the Cannon-Scollan Landfill Closure Program (Y13000200).

Public Works 1001 1.00 (68,071) 68,071 Add 1.0 FTE Principal Planner.

Public Works 1001 - (9,835) 9,835 Add 1.0 FTE Administrative Analyst and delete 1.0 FTE Engineering Technician III.

Public Works 1001 1.00 (41,943) 40,915 Add 1.0 FTE Plumber.

Public Works
1001 - - 5,148,000 Transfer General Fund resources (one-time) to cover Parking Fund revenue losses.

Public Works 1001 - (614) Increase department offsets (one-time) to reimburse interest accrued on fuel rebates.

YPCE 1001 - (226,258) - Increase the revenue budget in Park Development Services to reflect the sale from parcels related to the Sacramento River East Levee Improvement Project. The related expenditure budgets is in District 7 Signs and Minor Improvements Project (L19013900).

27.00 (14,508,788)$ 14,056,123$ Adjust fund balance to reflect midyear programming needs, and support from General Fund due to pandemic-related revenue losses.

Adjust fund balance to reflect midyear programming needs.

Adjust fund balance to reflect midyear programming needs.

Adjust fund balance to reflect midyear programming needs.

Adjust fund balance to reflect midyear programming needs.

Support from General Fund due to pandemic-related revenue losses.

Adjust fund balance to reflect midyear programming needs.

Changes in Fund Balance
Budget and Staffing (B&S) Adjustments
General Fund Subtotal:

Fleet Management
Storm Drainage
Solid Waste
Wastewater
Net change reflects available fund balance including FY2020/21 year-end resources, FY2021/22 midyear changes, and release of $5 million of the Measure U Housing Trust Fund commitment.

Adjust fund balance to reflect midyear programming needs.

Adjust fund balance to reflect midyear programming needs.

Adjust fund balance to reflect midyear programming needs.

Adjust fund balance to reflect midyear programming needs.

Community Center
4th R
General
Fund Name Description
Water
Net change reflects available fund balance including FY2020/21 year-end resources, FY2021/22 midyear changes, and support for funds experiencing pandemic-related revenue losses.

Adjust fund balance to reflect midyear programming needs.

Measure U
Support from General Fund due to pandemic-related revenue losses.

ARPA Reinvestment
Sacramento Tourism
Infrastructure District
Landscaping & Lighting
Gas Tax
Marina
Parking

Exhibit B
Department
Fund
Number FTE Change
Revenue/
Reimbursement
Adjustment
Expenditure
Adjustment Description
City Manager 2401 1.00 - 57,099 Add 1.0 FTE Administrative Analyst.

City Manager 2401 1.00 - 65,209 Add 1.0 FTE Development Project Manager.

City Manager 2401 - - (65,798) Conduct several position changes to better align job classifications with job duties based on operational needs.

Community
Development
2401 (1.00) - (35,958) Add 1.0 FTE Administrative Technician (in General Fund) and delete 1.0 FTE Account Clerk II.

Community
Development
2401 - - 13,190 Add 1.0 FTE Customer Service Supervisor and delete 1.0 FTE Animal Care Technician.

Community
Development
2401 - - 14,583 Increase expenditure budget for the after-hours veterinary care contract.

Community
Development
2401 0.50 - 26,589 Increase Painter from 0.5 FTE to 1.0 FTE.

Community
Development
2401 2.00 (79,040) 79,040 Add 1.0 FTE Senior Code Enforcement Officer and 1.0 FTE Code Enforcement Officer.

Community
Response
2401 1.00 (65,332) 65,332 Add 1.0 FTE Program Specialist for the Office of Homeless Services.

Community
Response
2401 6.00 (358,057) 358,057 Add 6.0 FTE Neighborhood Resources Coordinator I for the Office of Community Outreach.

Community
Response
2401 1.00 (32,915) 32,915 Add 1.0 FTE Program Coordinator for the Office of the Director.

Community
Response
2401 2.00 (129,113) 129,113 Add 2.0 FTE Program Specialist for the Office of Community Outreach.

Community
Response
2401 4.00 (288,618) 288,618 Add 4.0 FTE Neighborhood Resources Coordinator II for the Office of Community Outreach.

Community
Response
2401 1.00 (54,299) 54,299 Add 1.0 FTE Administrative Analyst for the Office of Homeless Services.

Community
Response
2401 1.00 (54,299) 54,299 Add 1.0 FTE Administrative Analyst for the Office of Community Outreach.

Community
Response
2401 1.00 (42,524) 42,524 Add 1.0 FTE Administrative Assistant for the Office of the Director.

YPCE 2401 (1.87)
(247,048) 247,048 Conduct several position changes to address workload, job retention, and to appropriately align resources with program needs.

YPCE 2401 (0.10) (21,835) 21,835 Net delete of 0.10 FTE Program Leaders to accommodate YPCE 2401 (1.00) - - Delete 1.0 FTE Park Equipment Operator and add 1.0 FTE Plumber in Public Works.

17.53 (1,373,080)$ 1,447,994$ Citywide/Community
Support
2253 - (442,000) - Transfer General Fund resources (one-time) to cover Sacramento Tourism Infrastructure District revenue losses.

Community Center 6010 - (6,718,000) - Transfer General Fund resources (one-time) to cover Community Center Fund revenue losses.

Public Works 2002 - - 77,906 Increase department offsets to support 1.0 FTE Principal Planner and 1.0 FTE Administrative Analyst, and delete 1.0 FTE Engineering Technician III.

Public Works 2608 (0.20) (17,400) 36,438 Add 1.0 FTE Marina Attendant and delete 1.2 FTE Marina Aides.

Public Works 2232 - - 525,263 Increase expenditure (one-time) budget to purchase poles and lights for the ongoing repair and maintenance of city streetlights.

Public Works 6004 - (5,148,000) - Transfer General Fund resources (one-time) to cover Parking Fund revenue losses.

Public Works 6005 - (169) - Increase department offsets (one-time) to reimburse interest accrued on fuel rebates.

Public Works 6006 - (37) - " Public Works 6007 - (71,062) - " Public Works 6007 - - 1,110,500 Increase expenditure (one-time) budget for residential garbage collection.

Public Works 6007 - 1,173,165 - Reduce revenue budget due to temporary waived late payment charges on delinquent utility accounts pursuant to Resolution No. 2020-0076.

Public Works 6010 - (67) - Increase department offsets (one-time) to reimburse interest accrued on fuel rebates.

Public Works 6011 - (39) - " Public Works 6501 - (200,000) - " Public Works 6501 - - 71,988 " Utilities 6005 - - (46,000) Decrease services and supplies budget in the Water Maintenance Division to add a Electric Mini Skid Steer Loader.

Utilities 6005 - - (38,900) Decrease services and supplies budget in the Water Maintenance Division to add a Chevrolet Bolt for the Utilities Operations & Maintenance Superintendent.

YPCE 6012 (0.75) (257,804) 253,217 Conduct several position changes to better align job classifications with job duties based on operational needs.
(0.95)$ (11,681,413)$ 1,990,412$

43.58 (27,563,281)$ 17,494,529$ Total B&S Adjustments:

Budget and Staffing (B&S) Adjustments (continued)
Other Funds Subtotal:

Measure U Subtotal:

Exhibit B
Fund
Number Project Name (Number)
Revenue/
Reimbursement
Adjustment
Expenditure
Adjustment Description
1001 Cannon-Scollan Landfill Closure Program
(Y13000200)
- 900,000 Increase expenditure (one-time) budgets to account for the last Solid Waste Authority dissolution disbursement. The $900,000 will provide relief to the Solid Waste Fund (Fund 6007) that supported the commercial fair share remediation since 2012.
1001 CD7 Signs & Minor Improvements (L19013900) - 226,258 Increase the expenditure budget to reflect the sale from parcels related to the Sacramento River East Levee Improvement Project.

The corresponding revenue budget is in Park Development Services. 1001 Electric Vehicle Supply Equipment Project (EVSE)
(C15001600)
1 - 219,573 Increase expenditure (one-time) budget for the complete design of the EVSE Project. The proposed design scope includes a long-term fleet electrification study to assist the Fleet Division plan for future zero- emission vehicle implementation. The study would include recommendations and options to address technology that would support future fleet electrification, and long-term plans for phasing out and decommissioning existing fuel-powered Fleet.
1001 Fleet Acquisitions (I06000999) - 65,000 Increase expenditure budget to purchase a vehicle to support 1.0 FTE Plumber. Refer to Section 5 of Exhibit A for additional details. 1001 Supplemental Waste Programs
(I15230000)
1 - 1,651,891 Increase expenditure (one-time) budgets to account for the final Solid Waste Authority dissolution disbursement. Funds will support illegal dumping service requests and disposal costs, support overtime collection crews for the illegal dumping and Household Junk appointment program, and provide clean-up events and amnesty d-$ 3,062,722$
2401 Electric Vehicle Supply Equipment Project (EVSE)
(C15001600)1
- 50,477 Increase expenditure (one-time) budget for the complete design of the EVSE Project. The proposed design scope includes a Long-Term Fleet Electrification Study to help the Fleet Division plan for future zer o
emission vehicle implementation. The study would include recommendations and options to address technology that would support future fleet electrification, and long-term plans for phasing out and decommissioning existing fuel-powered Fleet.
2401 Public Works Sustainability Program (I15220300) - (106,000) Decrease expenditure budget to support the Sacramento EV Blueprin t
Phase 2 Project to cover local match costs. In partnership with the Sacramento Metropolitan Air Quality Management District, the City was awarded a $1.8 million State grant from the California Energy Commission (City Agreement 2021-0574), which required a match of $1,082,956. The $106,000 from the PW Sustainability Program will fulfill a portion of the local match requirement.
2401 Sacramento EV Blueprint Phase 2
(C15210000)
- 106,000 " -$ 50,477$
2703 Asset Forfeiture Project (E11003000) - - Add one outreach trailer to the citywide fleet from existing project resources. The outreach trailer will allow the Police Department to conduct hiring process throughout the community, which will increase equity in the recruitment process.
2703 DMV Anti Auto Theft Project (E11005400) - - Add one security camera trailer to the citywide fleet from existing project resources. The security camera trailer will serve as a mobile visual deterrent of crime throughout the city.
3704 PD Specialty Vehicles & Equipment (F11101000)
1 - - Establish a capital improvement project and transfer up to $500,000 on an annual basis for Police Department vehicles and equipment, if resources are available.
6005 Well Rehabilitation Program (Z14110100) - (384,305) Decrease expenditure budget in the Well Rehabilitation Program to replace 1.0 Freightliner M2 Flatbed with a crane for Water Maintenance. The current unit failed and is being decommissioned.

Funds will be allocated to the Fleet Acquisitions Project (I06000999). 6006 Combined Sewer System Program (I14630200) - (105,444) Decrease expenditure budget in the Combined Sewer System Program to replace 1.0 F-550 Pipehunter for Wastewater Collection.

The current unit is beyond its useful life and is no longer operational.

Funds will be allocated to the Fleet Acquisitions Project (I06000999). 6006 Sewer System Management Plan (I14110100) - (105,444) Decrease expenditure budget in the Sewer System Management Plan to replace 1.0 F-550 Pipehunter for Wastewater Collection. Funds will go into the Fleet Acquisitions Project (I06000999).

Various* Electric Vehicle Supply Equipment Project (EVSE) (C15001600)
1 - 355,861 Increase expenditure (one-time) budget for the complete design of the EVSE Project. The proposed design scope includes a long-term fleet electrification study to help the Fleet Division plan for future zero- emission vehicle implementation. The study would include recommendations and options to address technology that would support future fleet electrification, and long-term plans for phasing out and decommissioning existing fuel-powered Fleet.

Various* Fleet Acquisitions (I06000999) 1,648,004 Increase expenditure budget in fleet acquisitions to complete all recommended FY2021/22 replacements for the Department of Utilitie s
and purchase four vehicles for the Utilities and Public Works Departments.
-$ 1,408,672$
Multi-Year Project Appropriations
Subtotal General Fund:

Subtotal Measure U Fund:

Subtotal Other Funds:

Exhibit B
Fund
Number Project Name (Number)
Revenue/
Reimbursement
Adjustment
Expenditure
Adjustment Description
1003 ARPA Reinvestment Program (I80611000) - (12,763,407) Release a portion of the $41 million commitment in ARPA funding for homelessness and housing programming to create Community Response (I23000100).
1003 Community Response (I23000100) - 12,763,407 Increase expenditure budget to support the alternative response model for homelessness programming, and to reflect receipt of services provided by the Code Services for Homeless Response Project (I21000500)
1, the Illegal Dumping Program (I15200200), and
outside contractors.
1003 Council-Led Strategic Initiatives (I01003000)1 - 550,000 Establish and fund a MYOP for the following initiatives: (a) Towing Administration Fee Reform to address fines and fees that bear an undue burden on under resourced communities; (b) Citywide Equity Study that would establish a racial equity policy for future investment and policies; and (c) an agreement with the Sacramento Native American Health Center to provide COVID-related health care services.
1003 Labor Contract Costs (I80612000)
1 - 9,893,510 Transfer of ARPA funding (one-time) to offset estimated labor costs. 1003 2021 CHP Grant (I11002900)1 - - Add 15.0 FTE Police Officers and five patrol vehicle to the citywide fleet to fulfill the 2021 Community Oriented Policing Services Hiring Program Grant award. All staff, equipment and other non-labor costs will be funded through a combination of the CHP grant award (G11017021) and 2021 CHP Grant (I11002900) in FY2022/23 and FY2023/24. The General Fund will absorb the ongoing costs in FY2024/25.
-$ 10,443,510$
-$ 14,965,381$
1New Projects
*Funds include G/MU, Community Center, Fleet, Gas Tax, Landscaping & Lighting, Solid Waste, Storm Drainage, Wastewater, Water, and 4th R **Funds include Gas Tax, Solid Waste, Storm Drainage, Wastewater, and Water Multi-Year Project Appropriations (continued)
Total Project Change:

Subtotal ARPA Reinvestment Fund:

Exhibit C-1
Department
FY2021/22
Approved
FY2021/22
Council
FY2021/22
Midyear
FY2021/22
Amended
Mayor/Council 37.00 37.00
City Auditor 10.00 10.00
City Attorney 60.00 2.00 62.00
City Clerk 20.00 4.00 24.00
City Manager 71.00 2.00 73.00
City Treasurer 14.00 14.00
Community Development 288.50 12.00 7.50 308.00
Communtiy Response 23.00 17.00 40.00
Convention and Cultural Services 123.50 123.50
Finance 92.00 92.00
Fire 717.50 717.50
Human Resources 79.00 79.00
Information Technology 200.50 200.50
Police 1,102.96 9.00 15.00 1,126.96
Public Works 749.35 1.80 751.15
Utilities 571.90 571.90
Youth, Parks, and Community Enrichment 723.94 (3.72) 720.22 Citywide and Community Support 7.00 7.00
Total 4,891.15 23.00 43.58 4,957.73
Details on position changes are provided on the following pages.

FY2021/22 Midyear Budget
Citywide Staffing Summary

Department Union FTE
Fund Job Classification (Rep. Unit #) Change
Mayor/Council
General Fund Council Representative N/A (21) 1.00
General Fund Staff Aide MCS (Min/Max) N/A (21) (1.00)
City Attorney Subtotal: -
City Clerk
General Fund Administrative Analyst SCXEA (10) 2.00
General Fund Deputy City Clerk SCXEA (10) 2.00
City Clerk Subtotal: 4.00
City Manager
Measure U Fund Administrative Analyst SCXEA (10) 7.00
Measure U Fund Development Project Manager SCXEA (01) 1.00 Measure U Fund Neighborhood Services Area Manager SCXEA (01) 1.00 Measure U Fund Staff Aide MGM (Min/Max) SCXEA (01) (7.00) City Manager Subtotal: 2.00
Community Development
General Fund Administrative Technician SCXEA (10) 1.00
General Fund Building Inspector I L39 (16) 3.00
General Fund Senior Development Project Manager SCXEA (01) 1.00 General Fund Supervising Financial Analyst SCXEA (01) 1.00 Measure U Fund Account Clerk II L39 (16) (1.00)
Measure U Fund Animal Care Technician L39 (03) (1.00)
Measure U Fund Code Enforcement Officer L39 (16) 1.00
Measure U Fund Customer Service Su pervisor L39 (15) 1.00 Measure U Fund Painter BLT (06) 0.50
Measure U Fund Senior Code Enforcement Officer L39 (15) 1.00 Community Development Subtotal: 7.50
Community Response
Measure U Fund
Administrative Analyst SCXEA (10) 2.00
Measure U Fund Administrative Assistant SCXEA (10) 1.00 Measure U Fund Administrative Officer SCXEA (01) (1.00) Measure U Fund Nei ghborhood Resources Coordinator I L39 (16) 6.00 Measure U Fund Nei ghborhood Resources Coordinator II L39 (16) 4.00 Measure U Fund Pro gram Coordinator L39 (16) 1.00
Measure U Fund Pro gram Specialist SCXEA (01) 3.00
Measure U Fund Su pport Services Manager SCXEA (01) 1.00 Convention and Cultural Services Subtotal: 17.00
Finance
General Fund Bud
get Analyst SCXEA (14) (1.00)
General Fund Senior Bud get Analyst SCXEA (10) 1.00
Finance Subtotal: -
Position Changes
Exhibit C-2

Department Union FTE
Fund Job Classification (Rep. Unit #) Change
Position Changes
Fire
General Fund Office S pecialist L39 (16) (1.00)
General Fund Stores Clerk I L39 (16) 1.00
-
Police
General Fund Police Officer SPOA (02) 15.00
Police Subtotal: 15.00
Public Works
General Fund
Administrative Analyst SCXEA (10) 1.00
General Fund Develo pment Project Manager SCXEA (01) 1.00 General Fund Develo pment Services Technician I L39 (16) 1.00 General Fund En gineering Technician I L39 (16) (1.00)
General Fund En gineering Technician III L39 (16) (1.00) General Fund Plumber BLT (06) 1.00
General Fund Princi pal Planner SCXEA (01) 1.00
General Fund Surve y Technician II L39 (03) (1.00)
Marina Fund Marina Aide N/A (09) (1.20)
Marina Fund Marina and Boatin g Facilities Attendant L39 (03) 1.00 Public Works Subtotal: 1.80
Utilities
Water Fund
Administrative Analyst SCXEA (10) 2.00
Water Fund Administrative Technician SCXEA (10) 1.00
Water Fund Machinist Hel per L39 (16) (1.00)
Water Fund Senior Accountin g Technician L39 (15) (1.00) Water Fund Senior Personnel Trans Coordinator L39 (16) (1.00) Water Fund Senior Staff Assistant SCXEA (10) (1.00)
Water Fund Utilities Operations and Maintenance
Superintendent
SCXEA (01) 1.00
Utilities Subtotal: -
Youth, Parks and Community Enrichment
4th R Fund Customer Service Re
presentative L39 (16) (1.00)
4th R Fund Pro gram Coordinator L39 (16) (1.00)
4th R Fund Pro gram Leader L39 (16) (1.50)
4th R Fund Pro gram Supervisor L39 (15) 1.00
4th R Fund Recreation Aide N/A (09) (10.25)
4th R Fund Senior Recreation Aide N/A (09) 12.00
Measure U Fund Aquatic Specialist N/A (09) (0.90)
Measure U Fund Buildin g Monitor N/A (09) 0.50
Measure U Fund Cashier L39 (16) (0.50)
Measure U Fund Cashier - A quatics N/A (09) 0.90
Measure U Fund Custodian II L39 (03) 0.40
Measure U Fund Customer Service Assistant L39 (16) 1.00 Measure U Fund Gra phics Assistant L39 (16) 0.55
Measure U Fund Life guard N/A (09) (0.25)

Department Union FTE
Fund Job Classification (Rep. Unit #) Change
Position Changes
Youth, Parks and Community Enrichment (Continued)
Measure U Fund Park E quipment Operator L39 (03) (1.00) Measure U Fund Pool Mana ger N/A (09) (0.40)
Measure U Fund Pro gram Coordinator L39 (16) (1.00)
Measure U Fund Pro gram Leader L39 (16) (0.60)
Measure U Fund Pro gram Supervisor L39 (15) 1.00
Measure U Fund Recreation Aide N/A (09) (0.72)
Measure U Fund Senior Life guard N/A (09) (1.25)
Measure U Fund Senior Recreation Aide N/A (09) (0.70)
Youth, Parks and Community Enrichment Subtotal: (3.72)
Total Change in FTE: 43.58
Union Rep.

Unit # Represented Unit
BLT 06 Sacramento - Sierra Building and Construction Trades Council L39 03 Stationary Engineers, Local 39 (Operations and Maintenance) L39 15 Stationary Engineers, Local 39 (General Supervisory) L39 16 Stationary Engineers, Local 39 (Office & Technical) N/A 09 Non-Career
N/A 21 Mayor/Council Support
SCXEA 01 Sacramento City Exempt Employees Association (Exempt Management) SCXEA 10 Sacramento City Exempt Employees Association (Confidential/Administrative) SCXEA 14 Sacramento City Exempt Employees Association (Exempt Management Support) SPOA 02 Sacramento Police Officers Association

Revenues and Expenditures in ($ in 000s)
FY2021/22
Amended
FTE
FY2021/22
Amended
FY2022/23
Projection
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
REVENUES 108,801 113,167 117,309 121,250 124,996 -

EXPENDITURES -
Affordable Housing -
Operations 18.00 1,764 1,831 1,886 1,942 1,968 Multi-Year Operating Projects 1,200 1,200 1,200 1,200 1,200 Capital Improvements - - - - - Affordable Housing Subtotal 18.00 2,964 3,031 3,086 3,142 3,168 Arts/Creative Edge
Operations 18.20 3,759 3,839 3,909 3,980 4,026 Multi-Year Operating Projects 2,640 - - - - Capital Improvements - - - - - Arts/Creative Edge Subtotal 18.20 6,399 3,839 3,909 3,980 4,026 Climate Action
Operations 2.00 20 25 28 32 32 Multi-Year Operating Projects 300 300 300 300 300 Capital Improvements - - - - - Climate Action Subtotal 2.00 320 325 328 332 332 Com
munity Investment
Operations 188.11 18,340 18,775 19,153 19,535 19,772 Multi-Year Operating Projects 1,000 - - - - Capital Improvements - - - - - Community Investment Subtotal 188.11 19,340 18,775 19,153 19,535 19,772 Community Response
Operations 102.50 11,270 11,584 11,851 12,122 12,278 Multi-Year Operating Projects 4,835 4,866 4,898 4,930 4,963 Capital Improvements - - - - - Community Response Subtotal 102.50 16,105 16,450 16,749 17,052 17,242 Homelessness
Operations 4.00 509 524 537 551 559 Multi-Year Operating Projects 5,826 5,146 5,146 5,146 5,146 Capital Improvements - - - - - Homelessness Subtotal 4.00 6,335 5,670 5,683 5,697 5,705 Inclusive Economic Development
Operations 32.00 6,808 6,983 7,135 7,289 7,385 Multi-Year Operating Projects 750 750 750 750 750 Capital Improvements - - - - - Inclusive Economic Development Subtotal 32.00 7,558 7,733 7,885 8,039 8,135 Library
Operations - 13,572 14,272 14,272 14,772 14,772 Multi-Year Operating Projects 400 400 400 400 400 Capital Improvements 2,500 - - - - Library Subtotal - 16,472 14,672 14,672 15,172 15,172 Public Safety
Community Development
Operations 12.00 1,488 1,531 1,570 1,609 1,635 Multi-Year Operating Projects - - - - - Capital Improvements - - - - - Community Development Subtotal 12.00 1,488 1,531 1,570 1,609 1,635 Fire
Operations 7.00 8,590 8,713 8,838 8,966 9,095 Multi-Year Operating Projects - - - - - Capital Improvements - - - - - Fire Subtotal 7.00 8,590 8,713 8,838 8,966 9,095 Police
Operations 63.50 5,665 5,825 5,965 6,106 6,197 Multi-Year Operating Projects - - - - - Capital Improvements (500) - - - - Police Subtotal 63.50 5,165 5,825 5,965 6,106 6,197 FY2021/22 Midyear Measure U Programming
Exibit D
Exhibit D

Revenues and Expenditures in ($ in 000s)
FY2021/22
Amended
FTE
FY2021/22
Amended
FY2022/23
Projection
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2021/22 Midyear Measure U Programming (cont.)
Youth Parks & Community Enrichment (YPCE)
Operations 13.00 1,608 1,655 1,697 1,738 1,765 Multi-Year Operating Projects - - - - - Capital Improvements - - - - - YPCE Subtotal 13.00 1,608 1,655 1,697 1,738 1,765 Public Safety Subtotal 95.50 16,851 17,725 18,070 18,419 18,691 Youth
Operations 371.74 23,226 23,784 24,288 24,800 25,187 Multi-Year Operating Projects 3,643 3,473 3,448 3,448 3,448 Capital Improvements - - - - - Youth Subtotal 371.74 26,868 27,256 27,736 28,248 28,635 Miscellaneous
Operations - 73 75 76 77 78 Multi-Year Operating Projects - - - - - Capital Improvements - - - - - Miscellaneous Subtotal - 73 75 76 77 78 Total Expenditures 832.05 119,283 115,549 117,346 119,690 120,954 Economic Uncertainty Reserve (EUR) Contribution (0.5% of Expenses) 596 578 587 598 605 Net Resources (revenues less expenditures) (11,079) (2,961) (623) 961 3,437 One-Time Resources
Housing Trust Fund 3,070 - - - - FY2020/21 Year-End Resources 12,046 - - - - Citywide Organizational Needs (HTF) 5,000 - - - - FY2021/22 Midyear Revenue Adjustments 15,438 15,242 15,808 16,533 17,359 FY2021/22 Midyear Expenditure Adjustments (1.47) (125) (173) (176) (178) (180) ARPA Outyear Costs 25.00 - (4,888) (5,439) (5,491) (5,543) Growth Adjustments - 303 614 938 1,272
Estimated Labor Contract Costs (2,378) (3,971) (3,489) (3,559) (3,630) Funding Alignment (CIPs, MYOPs, and Other Citywide
Costs) - (14,612) (15,286) (15,924) (16,633)
Reserve for Budget Development (21,971) 11,060 8,590 2,321 Revised Forecast 855.58 $0 $0 $0 ($4,398) ($3,919)
Exhibit D