Item 22 - Fiscal Year (FY) 2022 - 23 Proposed Budget Overview (PDF-32186 KB) — Sacramento City Council, May 10, 2022 (part 1 of 3)

C
ity Council Report
915 I Street, 1st Floor
Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2022-00735 May 10, 2022 Discussion Item 22
T
itle: Fiscal Year (FY) 2022/23 Proposed Budget Overview Locat
ion: Citywide
R
ecommendation: Receive and consider for final budget adoption.

C
ontact: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager, Emily Combs, Director of Finance, (916) 808-5574, [email protected], Department of Finance
P
resenter: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager, Emily Combs, Director of Finance, (916) 808-5574, [email protected], Department of Finance
A
ttachments:
1-Description/Analysis
2-FY2022/23 Proposed Budget
3-2022-2027 Proposed Capital Improvement Program

Description/Analysis

Issue Detail: The City Charter, Article IX Section 111, requires the City Manager to deliver budget recommendations no later than 60 days prior to the start of the new fiscal year. The City Manager’s FY2022/23 Proposed Budget was released on April 25, 2022. This report transmits the FY2022/23 Proposed Budget (Budget) (Attachment 2) and the 2022-2027 Capital Improvement Program (CIP), which includes the FY2022/23 CIP Budget (Attachment 3) to Council for approval and is available at http://www.cityofsacramento.org/finance/budget.

Recovering from the COVID-19 Pandemic
Along with other state and local agencies across the country, the City has faced extraordinary challenges due to the COVID-19 pandemic (pandemic) over the past two years. The pandemic has negatively impacted the local economy, our residents and majority of the City’s revenue streams. As the City economy continues to recover, many revenue streams are performing better than previously anticipated. However, existing fiscal obligations and challenges will impact the City’s fiscal health in future years as rising labor and liability costs continue to increase. Further, should the City continue to fund homeless services at the current level, expenditures will outpace revenues as soon as FY2023/24. The City’s ability to balance community needs with available resources continues to be an ongoing challenge.

Revenue Overview
Although many revenue streams are performing better than previously anticipated, both parking (on and off street) and Transient Occupancy Taxes (TOT or hotel taxes) remain below pre-pandemic levels. Due to a strong housing market and continued consumer purchases on taxable goods, both property tax and sales tax revenues are performing well in the current year. This trend is expected to continue throughout the forecast. However, if TOT collections in the Community Center Fund and parking fees in the Parking Fund fail to recover to pre- pandemic levels and meet growth forecasted prior to the pandemic, it could compromise the City’s ability to make required debt service payments.

The following table highlights the forecast for the top four G/MU revenue sources representing 68% of all G/MU revenues.

Revenue Source ($ in 000s)
FY2021/22
Amended
FY2022/23
Proposed
FY2023/24
Projected
FY2024/25
Projected
FY2025/26
Projected
FY2026/27
Projected
Property Tax 192,318 204,944 212,708 218,755 224,993 231,429 Measure U Transaction & Use Tax 124,238 135,769 139,735 137,856 142,649 147,135 General Sales & Use Tax 98,963 108,467 111,873 112,782 116,723 120,303 Utility User Tax 63,000 65,665 65,994 66,324 66,655 66,989 Other Revenue/Other Sources 212,889 238,881 233,506 238,404 243,015 247,865 Total General/Measure U Revenue 691,408 753,726 763,816 774,121 794, 035 813,721 Over two-thirds of fund revenues collected in the Community Center Fund are TOT. For FY2021/22, TOT is estimated to reach 63% of FY2018/19 actual collections (FY2018/19 is used for comparison as it was the last fiscal year with TOT collections uninterrupted by the pandemic) and for FY2022/23, TOT collections are estimated to reach 89% of FY2018/19 collections. To help stabilize the Community Center Fund, Council approved one-time General Fund support of $6.7 million as part of the FY2021/22 Midyear Budget Report. As a result, the Community Center Fund is projecting a positive fund balance in all years of the five-year forecast.

Revenue from parking fees collected at City garages is projected to increase by only 6% in FY2022/23 as operations continue to recover from the impacts of the pandemic, which lowered the usage of City-owned parking garages. The forecast includes an increase of 15% in FY2023/24 and additional growth in subsequent years. However, estimated revenues in FY2026/27 are still below pre-pandemic levels. As employers adopt hybrid work models, the decline in usage of City-owned parking garages will continue to impact revenues. To help stabilize the Parking Fund, Council approved one-time General Fund support of $5.1 million as part of the FY2021/22 Midyear Budget Report. Despite this, the Parking Fund is projecting deficits in the five-year forecast. If revenues fail to recover over the next couple of years, the City will need to examine ways to reduce operational costs to meet its required obligations, including debt service payments for the Golden 1 Center.

Staff will continue to monitor the ongoing recovery and impacts to citywide and TOT and parking revenues and identify impacts to the City’s revenue streams providing updates to Council as information becomes available.

Budget Overview
The Budget is $1.4 billion from all funding sources and supports 4,993.44 full-time equivalent (FTE) positions. This includes $678 million for General and Measure U (G/MU) Fund operations and capital projects, and $724 million for operations and capital projects in the City’s enterprise funds and other fund activities. This is a “status-quo budget,” meaning it largely maintains existing services and programs with limited augmentations funded with either revenue or expenditure offsets to adapt to community needs and support Council initiatives.

While this budget will allow the City to move cautiously and pragmatically into the fiscal year, as the City looks to address future deficits, the Council will be asked to further prioritize funding for programs and services.

A summary of the significant program and service improvements included in the Budget for the G/MU Funds and the Enterprise Funds is provided below, and additional information can be found in department sections.

Department Description
FTE
Change
Net Budget
Change
City Treasurer Increase one time ($450,000) and ongoing ($150,000) revenues to recognize Pool A interest earnings to align the budget with historical revenues and to recognize higher interest earnings due to higher sales tax receipts, State grants, bond proceed and large SHRA contributions.
- (600,000)
Community
Development
Increase staffing (1.0 FTE Assistant Director, 1.0 FTE Administrative Officer, 1.0 FTE Principal Building Inspector, 2.0 FTE Building Inspector Is, 1.0 FTE Senior Planner, and 1.0 FTE Associate Planner) to support growth in the department, field inspection activity, development plan review, geographic planning, and regulatory and housing policy support. Costs are offset with increased revenues and charges to projects.

7.00 -
Community
Response
Continue to implement the City’s response to homelessness. Costs are partially offset with Homeless Housing, Assistance and Prevention grant funds. - 8,272,327
Convention and
Cultural Services
Increase the budget in Rental of Land and Buildings and Custodial Services for the Center for Sacramento History and the Crocker Art Museum to cover the annual lease payments and maintenance for a facility at McClellan Park to house parts of the collections from both divisions.
- 366,000
Convention and
Cultural Services
Delete one vacant position (1.0 FTE Staff Aide MGM) at the Crocker Art Museum and increase budget to cover operational support for the Crocker Director salary. (1.00) (19,495)
Convention and
Cultural Services
Add a position (0.75 FTE Administrative Technician) to the History Division to support the Center for Sacramento History operations. Position will be offset with a reduction in services and supplies.

0.75 -
Convention and
Cultural Services
Delete one vacant position (1.0 FTE Zoo Attendant I) at the Sacramento Zoo per the contract requirement with Sacramento Zoological Society following an employee retirement.
(1.00) (82,503)
Finance Add staffing (1.0 FTE Accountant Auditor and two 0.45 Customer Service Representatives) to accommodate increased cannabis, parking and tax account activity, the implementation of a self-service payroll portal, and increased oversight of payroll liability accounts. Costs are offset by a reduction in services and supplies and increased escheat revenues.

1.90 -
Information
Technology
Adjustment for IT system maintenance and support and implementation of Unified Endpoint Management. Costs will be offset with Capital project funds in FY2022/23, but funded by the General Fund in future fiscal years.
- -
Information
Technology
Add a position (1.0 FTE Senior Applications Developer) to support the technical configuration, development, and support of the City's Accela Permitting System for the Cannabis Permitting Program. Position costs are offset with grant revenues.

1.00 -
Human Resources Add a position (1.0 FTE Labor Relations Analyst) to support the ongoing workload assumed from the City Clerk's Office. This position works directly with the recognized employee organizations.

1.00 117,150
Fire Add staffing (1.0 FTE Firefighter (Admin) and 10.0 FTE Fire EMS Interns) to the Diversity, Outreach, and Recruitment Program along with infrastructure/facility funding to provide quality programs and an inclusive environment for a future workforce.

11.00 1,384,829
Fire Add a position (1.0 FTE EMS Coordinator) to the Emergency Medical Services Division (EMS) to meet federal, State, and county mandates for reporting, training, education, incident review, and infections control. Costs are offset with increased EMS revenues.

1.00 -
Fire Add a position (1.0 FTE Sr. Staff Assistant) to the Fire Prevention/Arson Divisions to enhance statistical reporting, perform photo & video redaction; monitor/track budgetary items, arson residency and movement, and maintain records for the divisions. Costs are offset with increased fire prevention revenues.

1.00 -
Public Works Add two positions (1.0 FTE Assistant Director and 1.0 FTE Associate Architect) to provide additional department oversight and improve response times for facility and real property requests. Costs are offset by charges to projects, other Departments (interfund reimbursements), Gas Tax (Fund 2002), Parking (Fund 6004).

2.00 -
Youth, Parks, &
Community
Enrichment
Align staffing to maintain ongoing access and service levels at community gardens, resume and expand community centers and adaptive sports/recreation programs, and address the increasing workload and responsibilities related to playground inspection and maintenance. Costs are offset with savings from position add/deletes in the Community Enrichment Division and the Park Maintenance Division. (3.69) 5,173

20.96 $ 9,443,481
G/MU Funds

Capital Improvement Program Overview
The 2022-2027 Proposed CIP totals $420.5 million. The G/MU Fund portion of the CIP is $70.9 million. The FY2022/23 CIP Budget totals $120.8 million, including $18.1 million in G/MU Funds, providing resources for 134 programs and projects. The CIP will be presented to the Council on May 17, 2022.

Budget Hearings
The Council will consider the Budget during regularly scheduled meetings in May and June, with final budget adoption scheduled for June 14, 2022. The tentative hearing schedule is reflected below:

Department
(Fund) Description
FTE
Change
Net Budget
Change
Convention and
Cultural Services
(Community Center)
Delete three vacant positions and add staffing to streamline services and operations for clients who hold events at the SAFE Credit Union Convention and Performing Arts District.

0.75 24,920
Public Works
(Gas Tax)
Add two Speed Radar Boards and temporary traffic signal to better accommodate City resident requests and maintain a safe flow of traffic during repairs and maintenance of roads.
- 58,996
Public Works
(Solid Waste and
Recycling)
Add staffing (twelve 1.0 FTE Integrated Waste Equipment Operator and 1.0 FTE Senior Integrated Waste Equipment Operator) and vehicles to improve service levels in garbage, recycling and green waste routes. Costs are offset by increasing revenues.

13.00 -
Public Works
(Solid Waste and
Recycling)
Funding for annual contractual CPI adjustments, increased disposal tonnage over time, initiation of organics service and maintenance of increases in frequency of street sweeping service. Costs are offset by increasing revenues. - -
Utilities
(Water)
Add a vehicle for staff added in FY2021/22. Costs are offset with a one-time reduction to the Water Conservation’s operating budget.
- -
Utilities
(Water)
Add a position (1.0 FTE Administrative Technician) to support the Cross Connection Control Program. The cost of the position and services and supplies are being partially offset by interfund reimbursements.

1.00 21,396

14.75 $ 105,312
Other Funds

Policy Considerations: The Budget maintains the direction expressed by Council and prioritizes our City’s values of delivering quality core services while investing in inclusive economic development and providing critical support to the most vulnerable members of our community. The Budget includes continued resources for Council priorities related to inclusive economic development, youth, public safety, homelessness and essential core services.

However, the City, as a matter of policy, must remain focused on efforts to right-size the organization to achieve budget sustainability (ongoing expenditures below ongoing revenues) in the short-term.

Economic Impacts: Not applicable.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities that will not have a significant effect on the environment and that do not constitute a “project” as defined by the CEQA Guidelines Sections 15061(b)(3); 15378(b)(2) and are not subject to the provisions of CEQA Guidelines15060(c)(2)(3).

CEQA review for any project, which utilizes funds allocated under the FY2021/22 CIP Budget, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.

Sustainability: None.

Commission/Committee Action:

Budget and Audit Committee (Committee): The Budget will be presented to the Committee on Friday, May 6, 2022. The Committee’s recommendations are not included in this report due to the agenda publishing guidelines listed under Chapter 7 of the Council Rules of Procedure (Resolution No. 2021-0248).

Date Time Le gislative Body Subject
Tuesday, May 10, 2022 5:00 PM City Cou ncil FY2022/23 Proposed Budget Overview and Consolidated Department Budgets
Tuesday, May 17, 2022 2:00 PM City Cou ncil (1) 2022-2027 Capital Improvement Program, (2) Citywide Fees and Charges, and (3) YPCE
D
epartment budget
Tuesday, May 17, 2022 5:00 PM City Cou ncil (1) Fire Department Budget, (2) Police Department Budget
Tuesday, May 24, 2022 5:00 PM City Cou ncil HOLD
Tuesday, May 31, 2022 3:00 PM Budget and
Audit Committee
Adoption of the FY2022/23 Budget
Tuesday, June 14, 2022 5:00 PM City Cou ncil Adoption of the FY2022/23 Budget 1Schedule is subject to change, refer to agendas at: http://sacramento.granicus.com/ViewPublisher.php?view_id=21 2022 Budget Hearing Schedule 1
Any updates and/or recommendations resulting from the Committee meeting will be submitted to the City Clerk as supplemental material.

Planning and Design Commission: Sacramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s five-year CIP for consistency with the City’s General Plan and to report its findings to the Council. The 2022-2027 CIP will be presented to the Planning and Design Commission on May 12, 2022, and the Commission’s determination will be provided to Council during the budget hearings.

Rationale for Recommendation: In response to the impact of the pandemic, the City’s Budget is reflective of a status quo budget with minimal and strategic initiatives. There are sufficient resources to support the activities presented in the Budget.

Financial Considerations: The Council set aside a $22.8 million commitment ($10.8 million in General Fund and $12 million in MU) to address future budget challenges as presented in the FY2021/22 Midyear Budget Report. Only $12.9 million of the set aside was used and $10 million in MU funds is recommended to be reserved to partially close the FY2023/24 estimated budget shortfall. The following five-year forecast provides a multi-year view of revenues and expenditures, allowing an assessment of the fiscal consequences of both prior and current funding decisions in the context of forecasted revenues and expenditures.

While the Budget is balanced, increasing cost pressures in the out-years of the forecast will need to be addressed. Additional challenges in the G/MU Fund forecast are similar to what has previously been identified for Council and the Committee:

5-Year Forecast
G/MU Funds ($ in 000s)
FY2022/23
Projection
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Revenues
Revenues 740,864 761,316 771,621 791,535 811,221
Other Sources 12, 862 2,500 2,500 2,500 2,500 Total Revenues/Resources 753,726 763,816 774,121 794,035 813,721 Expenditures
Department Operating, Debt, and MYOPs 713,883 735,234 754,515 770,151 783,828 Capital Projects 18,080 12,840 13,296 13,321 13,321
EUR Contribution 11,731 3,707 3,810 3,909 4,002
Total Expenditures/Uses 743,694 751,781 771,620 787,381 801,151 Surplus/(Deficit) 10,032 12,036 2,501 6,654 12,570
One-Time Resources/(Uses)
Reserve for FY2023/24 Budget Development - 10,000 - - - Homeless Services Resources 13,847 - - - - Homeless Services Funding Gap (22,120) (40,155) (41,856) (42,902) (43,974) ENDING AVAILABLE FUND BALANCE 1,759 (18,119) (39,354) (36,247) (31,404) • California Public Employees’ Retirement System (CalPERS) pension costs will increase by $15.6 million (21%) over the next four years.
• Liability insurance premium is estimated to increase by $16.7 million (57%) over the next four years.
• Uncertainty with labor costs since nine of the eleven labor contracts will end before calendar year 2023 and the forecast does not include future increases for cost-of-living increases or health insurance. In addition, two REOs are still in negotiations. • Homeless services will cost approximately $169 million over the next four years. A $13.8 million Homeless Housing, Assistance and Prevention (HHAP) grant partially offsets costs in FY2022/23.

Except for future labor contracts increases, estimates for the above challenges have been included in the forecast as presented.

Enterprise and Other Funds: The City’s enterprise and other funds are included in the Budget.

Five-year forecasts for each of the Enterprise Funds are available in the Forecast section of the Budget. It is important to note that the Parking Fund continues to project deficits due to revenue losses from the pandemic and will continue to be impacted due to people working remotely or working a hybrid schedule. The following summary forecasts reflect the challenges in the Parking Fund.

Additionally, in the other governmental funds, the Golf and Students Today Achieving Results for Tomorrow (START) Funds are projected to end the fiscal year in the negative. The deficit in the Golf Fund will be addressed in the future as the current debt liabilities mature. The challenge in the START Fund are associated with general liability insurance cost increases, however, based on the prior Council direction General Fund resources will be used to close the projected deficit.

Local Business Enterprise (LBE): Not applicable.

Parking Fund
($ in 000s)
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 2,290 3,579 113 (2,553) (3,846) (4,283) Revenue 13,026 13,766 15,900 17,444 18,350 18,560 Expenditures 17,917 17,232 18,566 18,737 18,787 19,145 Other Source/(Use) 6,180 - - - - - Ending Funding Balance 3,579 113 (2,553) (3,846) (4,283) (4,868) CityofSacramento.org

CITY OF SACRAMENTO FACTS
The City of Sacramento was founded in 1849
and is the oldest incorporated city in California.

In 1920, city voters adopted a Charter (municipal
constitution) and a City Council/City Manager form
of government.

The City is divided into eight districts.

Elected members of the City Council serve
a four-year term.

The Mayor is elected by all voters in the City. In
2002, voters approved a measure for the Mayor
to serve full-time. All other Councilmembers are
elected by district and serve part-time.

The Mayor and other Councilmembers have an
equal vote in all matters.

The City of Sacramento currently encompasses
approximately 100 square miles.

The City of Sacramento population is
estimated at 515,673.

Photo by Raoul Ortega
PROPOSED BUDGET | FISCAL YEAR 2022/23 | CITY OF SACRAMENTO

DARRELL STEINBERG
Mayor

ANGELIQUE ASHBY
Vice Mayor, District 1

SEAN LOLOEE
Councilmember, District 2

JEFF HARRIS
Councilmember, District 3

KATIE VALENZUELA
Councilmember, District 4

JAY SCHENIRER
Councilmember, District 5

ERIC GUERRA
Mayor Pro Tempore, District 6

RICK JENNINGS, II
Councilmember, District 7

MAI VANG
Councilmember, District 8

CITY OF SACRAMENTO
Proposed Budget
20232022

FISCAL YEAR

PROPOSED

CITY OF SACRAMENTO
FISCAL YEAR 2022/23 BUDGET

DARRELL STEINBERG
Mayor

ANGELIQUE ASHBY JAY SCHENIRER
Vice Mayor, District 1 Councilmember, District 5

SEAN LOLOEE ERIC GUERRA
Councilmember, District 2 Mayor Pro Tempore, District 6

JEFF HARRIS RICK JENNINGS, II
Councilmember, District 3 Councilmember, District 7

KATIE VALENZUELA MAI VANG
Councilmember, District 4 Councilmember, District 8

HOWARD CHAN
City Manager
HECTOR BARRON CHRISTOPHER C. CONLIN MICHAEL JASSO Assistant City Manager Assist ant City Manager Assistant City Manager LEYNE

MILSTEIN
Assistant City Manager
Prepared by

DEPARTMENT OF FINANCE
BUDGET, POLICY and STRATEGIC PLANNING DIVISION
Emily Combs Mirthala Santizo
Jason Bader Angie Galieote Zonousia Lee
Leila Menor Elizabeth Ramos Michael Tamayo
In conjunction with Department Staff

CITY HALL
915 I STREET, 5 TH FLOOR
SACRAMENTO, CA 95814

3 4
FY2022/23 Proposed Budget

Table of Contents
SECTION – 1
Budget Message………………………………………………………………………. 9
Operating Budget Excellence Award……………………………………………….. 13 SECTION – 2
City at a Glance ………………………………………………………………………. 15
Sacramento at a Glance…..……………………………………………………... 17
History of the City of Sacramento ……………….…………………………... 17 Demographics.………………………………………………………………..... 18
Community Profile……………………………………………………………... 19
SECTION – 3
Budget Overview……………………………………………………………………… 21
Proposed Budget Overview……………………………………………………… 23
Budget Modifications ………….……………………..………………………... 25
2022-2027 CIP ……………………………………...………………………..... 27
Budget Hearings…..…………………………………..………………………... 27
On the Horizon – Future Fiscal Challenges….……………………….……... 27 General Fund Revenues: Options and Opportunities…………………….… 29 Conclusion………………………………………………………………………. 30
SECTION – 4
Understanding the Budget …………………………………………………………... 31
Budget Information……..………………………………………………………… 33
The Budget Presentation………………………………………………………. 33
The Budget Process…………………..……………………………………….. 33
Council Priorities………………………………………………………………... 34
Financial Management Policies……………….…………………………….... 35
Performance Measurement ……………………………………………..……. 36
Financial Information…………………………………………………………… 38
How to Read This Document………………………………………………….. 42
SECTION – 5
The Forecast…………………………………………………………………………… 47
Proposed Financial Forecast……………………………………………………. 49
5 FY2022/23 Proposed Budget
Financial Forecast………………………………………………………………… 49
General and Measure U Funds Overview……………………………………… 49
General/Measure U Fund Revenues……….…………………………………... 51
General and Measure U Fund Expenditures...………………………………… 62 Measure U Programming and Forecast………………………………………... 65 Enterprise Funds………………………………………………………………….. 69
SECTION – 6
Budget Schedules…………………………………………………………………….. 85
SECTION – 7
Mayor and City Council………………………………………………………………. 123
SECTION – 8
City Attorney…………………………………………………………………………… 129
SECTION – 9
City Auditor…………………………………………………………………………….. 139
SECTION – 10
City Clerk………………………………………………………………………………. 145
SECTION – 11
City Manager…………………………………………………………………………... 151
SECTION – 12
City Treasurer…………………………………………………………………………. 161
SECTION – 13
Community Development…………………………………………………………….. 167
SECTION – 14
Community Response…..………..…………………………………………………... 175
SECTION – 15
Convention and Cultural Services……..……………………………………………. 183 SECTION – 16
Finance…….…………………………………………………………………………… 195
SECTION – 17
Fire………………...……………………………………………………………………. 203
SECTION – 18
Human Resources…………………………………………………………………….. 211
6 FY2022/23 Proposed Budget

SECTION – 19
Information Technology…………….………………………………………………… 219
SECTION – 20
Police…………………………………………………………………………………… 227
SECTION – 21
Public Works….……………………………………………………………………….. 237
SECTION – 22
Utilities……………………………………..…………………………………………… 247
SECTION – 23
Youth, Parks, & Community Enrichment…………………………………………… 255 SECTION – 24
Citywide and Community Support…………………………………………………… 265
SECTION – 25
Debt Financing……………...…………………………………………………………. 277
SECTION – 26
Staffing…………………………………………………………………………………. 285
SECTION – 27
Multi-Year Projects…………………………………………………………………… 313
SECTION – 28
Financial Polices……………………………………………………………………… 327
Budget Control Policy…………………………………………………………….. 329
Debt Management Policy………………………………………………………… 331
Debt Management Policy - Disclosure…………………………………………. 351 DSCR and Development Services Fund Management Policy………………. 357 EMS Revenue Recovery and Fee Waiver Policy……………………………... 361 Fees and Charges Policy………………………………………………………… 367
General/Measure U (G/MU) Fund EUR Policy………………………………… 377 Interfund Loans……………………………………………………………………. 381
Investment Policy…………………………………………………………………. 385
Other Post-Employment Benefits (OPEB)……………………………………... 397 Pension Funding………………………………………………………………….. 401
Risk Management Funding and Reserve Policy………………………………. 405 7 FY2022/23 Proposed Budget
SECTION – 29
Resources……….……………………………………………………………………. 409
SECTION – 30
Resolution……….……………………………………………………………………. 421
8 FY2022/23 Proposed Budget
1 SECTION - 1
Budget Message
9 FY2022/23 Proposed Budget

10 April 25, 2022

Honorable Mayor and City Council
Sacramento, California

Dear Mayor and Members of the City Council:

This letter transmits the proposed budget for fiscal year (FY) 2022/23. The proposed budget totals $1.4 billion for operations and capital projects. The General and Measure U budget represents 52%, or $724 million, of the total budget.

This proposed budget is balanced and represents the City’s financial plan for the upcoming fiscal year. As Sacramento continues to recover from the financial challenges caused by the COVID-19 pandemic, we are caut iously optimistic that the worst of the pandemic’s fiscal impacts are behind us. This proposed plan reflects prudent investments in staffing and programs to adapt to community needs and suppor t City Council priority initiatives.

The forecasts presented in this budget are based on data collected over the previous fiscal year as well as current financial modeling of data avai lable as recently as the end of March. Although the City continues to experience revenue shortfalls in parking and transient occupancy tax revenues, sales ta x and Measure U revenues are recovering faster than anticipated. A healthy housing market and development have resulted in increased property tax revenues. However, despite signs of a recovering local economy, the City continues to face ongoing challenges with increasing labor costs and liabilities.

After a difficult 2020, the economy rebounded in 2021, and growth is anticipated to continue in 2022. However, with inflation reaching a decades high rate of over 7%, talks of a looming recession are rampant around the globe. Currently, our five-year forecast does not include the impacts of a possible recession. Should a recession occur, the City could face larger deficits than what is current ly projected. We will continue efforts to identify opportunities to provide long-term stability to our budgetary framework.

This past year, the City received $112.3 mi llion in American Rescue Plan Act of 2021 funding to address internal challenges resulting from the pandemic and provide additional relief to our residents. In September 2021, the Council approved the American Rescue Plan Act (ARPA) Framework and Funding Prioriti es. This framework provides funding for: small businesses and commercial corridor revitalization; homelessness and housing; Howard Chan
City Manager
City Hall
915 I Street, Fifth Floor
Sacramento, CA 95814-2604
916-808-5704
11 FY2022/23 Proposed Budget

youth, workforce training, and gang prevention programs; arts and creative economy; and addressing organizational needs. To date, the Council has committed $89.2 million in ARPA funds for the following priorities:
 $18.7 million for small business and commercial corridor revitalization  $41 million for homeless and housing
 $4.3 million for youth, workforc e training, and gang prevention  $10 million for arts, creative economy, and tourism
 $15.2 million for citywide organizational needs
These funds will allow us to continue to offer assistance programs, while helping to close budget gaps caused by the pandemic. Meanwhile, the City continues to deliver on large- scale projects, such as the recently co mpleted North Natomas Community Center and Aquatics Complex, while consistently providing core services that help to keep our water clean, our streets safe and our communities active.

In my sixth year as City Manager, I offe r a proposed budget that s upports the overall vision articulated by the Council, one that strives to acknowledge and benefit all Sacramentans. I would like to thank the Council for its commitment to ensuring the fiscal health of the City while deliver ing essential services in the most cost-effective manner.

Continued commitment to this strategy will help ensure that the City can sustain critical community services and programs in the future.

Respectfully submitted,

Howard Chan
City Manager

12 FY2022/23 Proposed Budget

Operating Budget Excellence Award

The City’s FY2021/22 Approved Operating Budget received the Operating Budget Excellence Award from the California Societ y of Municipal Finance Officers (CSMFO).

The award process includes peer reviews of cities’ operating budgets. Peer review methods are employed to maintain standar ds, improve performance, and provide credibility.

In preparing the FY2022/23 Budget document, the award crit eria were followed and prepared in accordance with generally accept ed accounting principles. This document will be submitted to the CSMFO for consider ation for the Fiscal Year 2022/23 Operating Budget Excellence Award.

13 FY2022/23 Proposed Budget

14 FY2022/23 Proposed Budget

2 SECTION - 2
City at a Glance
15 FY2022/23 Proposed Budget

16 FY2022/23 Proposed Budget

Sacramento at a Glance

History of the City of Sacramento
The City of Sacramento was established in 1849 and became the capital for the State of California in 1854. Sacramento also se rves as the seat of Sacramento County government. It is the sixth largest city in California with a population estimated at 515,673.1 The population of the County of Sa cramento is estimated at 1,561,014. 1 Sacramento encompasses 101 square miles and is in the northern section of California’s Central Valley.

Sacramento is a charter city and operates under a Council-Manager form of government that currently provides for a nine-member elected City Council (Council), including an elected Mayor. There are no ot her elected City officials. Members of the Council serve alternating terms of four years, with the Mayor and Councilmembers representing even numbered districts up for reelection in ca lendar year 2024 and the Councilmembers representing odd numbered districts up for reelection in 2026. All registered voters in the City vote for the Mayor, while Councilmembers are elected by voters in specific districts.

The Council appoints the Cit y Manager, City Attorney, City Auditor, City Clerk, and the City Treasurer to carry out its adopted policies.

The City provides a full range of municipal services including police, fire, water, sewer, storm drainage, solid waste, code enforcement, construction and maintenance of parks and streets, planning and development, recreat ion and cultural activities, and general administration.

The Sacramento City Charter requires that the City Manager submit a proposed budget to the Council at least 60 days prior to t he commencement of each fiscal year. Once approved by Council, this annual budget serv es as the foundation for the City of Sacramento’s financial planning and control. Budgetary control is maintained at the department level, by fund. B udgetary control for capital improvement projects is maintained at the individual project level.

The following information summarizes t he City’s key demographics and community profile.

1 Based on California Department of Finance estimates as of January 1, 2021. 17 FY2022/23 Proposed Budget

Demographics
The information presented is based on the 2020
American Community Survey One-Year Estimates
from the United States Census Bureau unless
indicated otherwise.

Population by Sex
Percent female persons 50.9%
Percent male persons 49.1%

Race and Origin
White 32.0%
Hispanic or Latino (of any
race) 28.3%
Asian 18.9%
Black or African American 12.9%
Two or more races 5.5%
Native Hawaiian and Other
Pacific Islander 1.6%
Some other race 0.5%
American Indian and Alaska
Native 0.3%

Housing Status
Total 197,948
Occupied 187,683
Owner-occupied 93,559
Renter-occupied 94,124

Average Household Size
Owner-occupied unit 2.76
Renter-occupied unit 2.50

Residential Vacancy Rate
Vacant 10,265
Homeowner vacancy rate 1.0%
Rental vacancy rate 3.2%

Home Values
Median value of owner-
occupied units $361,300
Occupied units paying rent 93,559
Median gross rent $1,328

Commuting to Work
Mean travel time to work
in minutes 26.0

Occupation
Management, business,
science, and arts
occupations
99,358
Service occupations 43,947
Sales and office
occupations 52,179
Natural resources,
construction, and
maintenance occupations
17,116
Production, transportation,
and material moving
occupations
28,126

Household Income
Total households 187,683
Median household income $65,847
Mean household income $87,213

Individual Income
Per capita income $33,503
Median earnings for
workers $37,734

Education
Percent high school graduate
or higher 86.3%
Percent bachelor's degree or
hi
gher 31.7%

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Community Profile
The information presented is based on the City’s
Annual Comprehensive Financial Report (ACFR)
for the fiscal year ending June 30, 2021.

Principal Employers
State of California 82,076
UC Davis Health System 14,618
Sacramento County 12,585
Kaiser Permanente 12,078
US Government 11,752
Di
gnity Health 10,888
Sutter Health 10,764
Intel Corporation 5,992
California State University
Sacramento 5,283
San Juan Unified School
District 4,962
Cit
y of Sacramento 4,883

Capital Asset Statistics
Police:

Number of stations 4
Number of patrol units 224
Number of aircraft 5
Number of watercraft 4

Fire:

Number of stations 24
Number of fire suppression,
support, or prevention vehicles 166
Number of watercraft 6

Public Works:

Miles of streets 3,118
Number of streetlights 39,372
Number of City parking
spaces 5,620
Miles of off-street bikeways 78
Number of City garages &
open parking lots 13
Number of City leased
garages & open parking lots 7

Youth, Parks, & Community
Enrichment:

Number of parks 230
Park acreage 4,829
Number of community centers 13
Number of swimming pools
(including wading pools) 28

Utilities:

Miles of water mains and
distribution lines 1,616
Miles of sanitary sewers and
storm draina
ge 1,968

Miscellaneous:

Number of boat harbor
slips 475
Number of Community
Convention Center events 0
Community Convention
Center event attendance 0
Number of Zoo attendance 486,707
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20 FY2022/23 Proposed Budget

3 SECTION - 3
Budget Overview
21 FY2022/23 Proposed Budget

22 FY2022/23 Proposed Budget

Proposed Budget Overview

Introduction
Like many cities in California and across the nation, the City of Sacramento faced extraordinary fiscal challenges due to t he COVID-19 pandemic. However, while the pandemic negatively impacted many of the City’s revenue streams, the City is experiencing a faster recovery than previously anticipated. This recovery, combined with Council’s resolve to set aside prior year fund balance to close the anticipated FY2022/23 deficit, has resulted in a balanced General and Measure U (G/MU) Proposed Budget.

Proposed FY2022/23 revenues demonstrate a promising trajectory for the City; however, existing fiscal obligations and challenges will impact the City’s fiscal health in future years.

While many revenue streams show signs of a promising re covery, parking (both on and off street), and Transient Occupancy Taxes (hotel taxes), remain well below pre- pandemic levels. Rising labor and liability costs continue to negatively impact the budget.

In addition, should the City continue to fund homeless services at the current level, expenditures will outpace revenues as soon as FY2023/24. The City’s ability to balance community needs with available resources continues to be an ongoing challenge.

The FY2022/23 Proposed Operating and Capital Improvement Program (CIP) Budgets (Budget) totals approximately $1.4 billion from all funding sources and supports 4,993.44 full-time equivalent (FTE) positions. This includes $724 million for G/MU Fund operations and capital projects, and $693 million for operat ions and capital projects for the City’s enterprise and other fund activities. The Budget is balanced and reflects adopted Council policies, goals, and planning/programming guides.

The Budget provides for ongoing funding for the Department of Community Response to continue to implement the City’s response to homelessness, expands Recycling and Solid Waste services, expands funding to implement the second year of the Fire Department’s Diversity Outreach and Recruitment program and includes adjustments requirements to realize efficiencies and the funding necessary to deliver programs and services (e.g., labor, debt, and insurance) in the coming fiscal year. Given the challenges identified in future fiscal year, in many cases current resources are proposed to be redirected to provide for program efficiencies to address operational needs in the coming fiscal year and beyond.

Anticipated revenues were developed in c oordination with the City’s tax revenue consultants based on economic indicators and estimated levels of recovery. Detailed information on revenue projections and the reco very from pandemic is included in the Forecast section.

23 FY2022/23 Proposed Budget

Total Proposed City Budget: $1.4 Billion

Revenues

Expenditures

Note: The above charts do not include other sources and uses as represented in Schedules 2A and 2B.

24 FY2022/23 Proposed Budget

Budget Modifications
A summary of the program and service c hanges included in the Budget for the G/MU Funds and the Enterprise Funds is provided below. Additional details are provided in Department sections.

Department Description
FTE
Change
Net Budget
Change
City Treasurer Increase one time ($450,000) and ongoi ng ($150,000) revenues to recognize Pool A interest earnings to align the budget with historical revenues and to recognize higher interest earnings due to higher sales tax receipts, State grants, bond proceed and large SHRA contributions.
- (600,000)
Community
Development
Increase staffing (1.0 FTE Assistant Director, 1.0 FTE Administrative Officer, 1.0 FTE Principal Building Inspector, 2.0 FTE Building Inspector Is, 1.0 FTE Senior Planner, and 1.0 FTE Associate Planner) to support growth in the department, field inspection activity, development plan review, geographic planning, and regulatory and housing policy support. Costs are offset with increased revenues and charges to projects.

1.00 -
Human Resources Add a position (1.0 FTE Labor Re lations Analyst) to support the ongoing workload assumed from the City Clerk's Office. This position works directly with the recognized employee organizations.

1.00 117,150
Fire A
dd staffing (1.0 FTE Firefighter (Admin) and 10.0 FTE Fire EMS Interns) to the Diversity, Outreach, and Recruitment Program along with infrastructure/facility funding to provide quality programs and an inclusive environment for a future workforce.

1.00 -
G/MU Funds
25 FY2022/23 Proposed Budget

Department Description
FTE
Change
Net Budget
Change
Fire Add a position (1.0 FTE Sr. Staff Assistant) to the Fire Prevention/Arson Divisions to enhance statistical reporting, perform photo & video redaction; monitor/track budgetary items, arson residency and movement, and maintain records for the divisions. Costs are offset with increased fire prevention revenues.

20.96 $ 9,443,481
G/MU Funds (cont.)
Department
(Fund) Description
FTE
Change
Net Budget
Change
Convention and
Cultural Services
(Community Center)
Delete three vacant positions and add staffing to streamline services and operations for clients who hold events at the SAFE Credit Union Convention and Performing Arts District.

1.00 21,396

14.75 $ 105,312
Other Funds
Project Name (Number)
(Fund Name) Description
Net Budget
Change
Commission Stipends (I04000100)
(Various)
Funding to provide stipends for all City boardmembers and commissioners, fully offset by a reduction in operations and projects.
-
Disability Advisory Commission
(I15230200)
(General Fund)
Funding to provide staff support to the Sacramento Disability Advisory Commission, fully offset by a reduction in operations. -
Youth Stipend Program
(I19144000)
(Externally Funded Programs)
Funding to provide stipends to teachers and student interns participating in Summer @ City Hall, fully offset by reimbursements from local school districts.
-
Total MYOPs $ -
Multi-Year Operating Projects
26 FY2022/23 Proposed Budget

2022-2027 CIP
The 2022-2027 Proposed CIP totals $420.5 million. The G/MU fund portion of the CIP is $70.9 million. The FY2022/23 CIP Budget totals $120.8 million, funding 134 projects in all program area in various geographic area in the City, including $18.1 million in G/MU Funds.

Budget Hearings
On May 6, 2022, the Budget and Audit Committee will hold the first public hearing on the Budget. The Council will consider the budget in May and June with adoption scheduled for June 14, 2022. These meetings provide the Council and public with an opportunity to provide input on the Budget. The following reflects the planned budget hearing schedule.

It is important to note t hat meeting dates may change as needed to address other City business.

On the Horizon – Future Fiscal Challenges
In addition to the economic impact of the pandemic, ongoing challenges such as increasing labor costs and liabilities continue to compete with the priorities and needs of our community. The following summarizes a few of the challenges ahead, which could impact not only the G/MU Fund but the Enterprise Funds as well.

Rising Labor Costs
Of the City’s eleven recognized employee organizations (REOs), Council has approved nine contracts that will expire in calendar year 2023. The remaining labor contracts have expired and are currently unde r negotiation. Both known and anticipated labor cost increases are included as part of the five-year forecast.

Date Time Legislative Body Subject
Thursday, April 21, 2022 TBD n/a FY2022/23 Budget Release Friday, May 6, 2022 10:30 AM Budget and
Audit Committee
FY2022/23 Proposed Budget Overview and Fees
& Charges
Tuesday, May 10, 2022 5:00 PM City Council FY2022/23 Proposed Budget Overview and Consolidated Department Budgets
Tuesday, May 17, 2022 2:00 PM City Council (1) 2022-2027 Capital Improvement Program, (2) Citywide Fees and Charges, and (3) YPCE
Department budget
Tuesday, May 17, 2022 5:00 PM City Council (1) Fire Department Budget, (2) Police Department Budget
Tuesday, May 24, 2022 5:00 PM City Council HOLD
Tuesday, May 31, 2022 3:00 PM Budget and
Audit Committee
Adoption of the FY2022/23 Budget
Tuesday, June 14, 2022 5:00 PM City C ouncil Adoption of the FY2022/23 Budget 1Schedule is subject to change, refer to agendas at: http://sacramento.granicus.com/ViewPublisher.php?view_id=21 2022 Budget Hearing Schedule 1
27 FY2022/23 Proposed Budget

Annual Pension Costs–California Public Employees’ Retirement System (CalPERS) CalPERS employer retirement contribution rates have increas ed significantly resulting from lowered expectations for future investment returns (discount rate). Based on estimates provided by CalPERS, the City’s payment for unfunded liabilities (when investment returns do not achieve the target earning assumptions rate ) will increase by $21.4 million over the term of the forecast, $18.9 million in the G/MU Fund.

In July 2021, in accordance with the CalPERS Funding Risk Mitigation Policy (Policy) approved by the CalPERS Board in 2015, the di scount rate was lowered from 7.0% to

6.8% following a 21.3% FY2020/21 fiscal year return. Under the Policy, when CalPERS achieves a double-digit return on investments, a reduction in the discount rate is triggered.

This change in the discount rate will result in an increase in the City’s required contribution for each employee (normal costs).

Should future investment returns not achi eve the revised earning assumptions rate of

6.8%, the City’s payments toward the unfunded liability will increase.

General Liability and Auto Liability Insurance (GL&AL)
Insurance premiums continue to increase, primarily excess li ability premiums resulting from the City’s loss history, which has seen a substantial increase in large liability losses since FY2011/12. Additionally, the excess liability insurance market for public entities has tightened nationwide due to challenges related to recent highly publicized liability claims.

Consistent with Council’s adopted Risk Management Funding and Reserve Policy, the General Fund contribution to the GL&AL Fund increased fr om $27.75 million in FY2021/22 to $29.03 million (4.6% increase) in FY2022/23. The Forecast section of the Budget provides additional information on GL&AL cost increases.

Other Post-Employment Benefits (OPEB)
The City currently provides a medical insur ance subsidy to retirees who meet certain longevity standards, on a pay as you go basis. This benefit was eliminated for all new hires between 2012 and 2014, except for Local 522 which eliminated the benefit in January 2020.

Several years ago, the Governmental A ccounting Standards Board (GASB) set new standards (GASB Statement 45, subsequently updated by GASB Statement 75) that require reporting of the cost of the retir ee medical benefit on an a ccrued actuarial basis and to put forward a plan to fund the benefit. At one point, the City’s projected unfunded accrued liability for retiree benefits was $452 million (June 2014). To address this liability, the City began including contributions to the City’s OPEB Trust (Trust) in the FY2014/15 budget. In FY2015/16 the City adopted the OPEB Funding Policy. This policy directed staff to continue efforts to reduce and eventually eliminate this liability. Council also authorized the transfer of any available resources in the pension budget accounts at the end of the fiscal year to the Trust.

The total OPEB liability for all funds was approximately $298 million as of June 30, 2021, and there is approximately $88.6 million (as of April 1, 2022) in the Trust to fund this liability.
28 FY2022/23 Proposed Budget

Current National Economic Conditions
Prior to the pandemic, the United States was experiencing the longest economic expansion in history. However, as a resu lt of the pandemic the nation plunged into a recession in the Spring of 2020. Fortun ately, the 2020 recession was the shortest recession recorded in the United States and the economy quickly rebounded in 2021.

Growth is anticipated to continue in 2022. However, inflation is running at a decades high rate of over 7%, as measured by the Consumer Price Index. Therefore, in order to combat high inflation, the Federal Reserve will likely adopt restrictive economic policies, mostly centered around raising interest rates. In March 2022, the Federal Reserve approved its first interest rate increase in more than three years. Should the Federal Reserve overreact to inflation by raising interest rate s too high too fast this could result in the economy entering a new recessionary period, with potential negative impact on the local economy.

Currently, the five-year forecast does not include the impacts of a possible recession.

Should a recession occur, the City could face larger defic its than what is currently projected in the forecast.

General Fund Revenues: Options and Opportunities
The following are budget sustainability measures for Council’s consideration to ensure that the City’s financial position is sustainable over the long-term:
 American Rescue Plan (ARP): On March 11, 2021, President Biden signed into law the ARP which contains $325 billion to provide relief for states and local governments that lost significant rev enues due to the economic fallout from the pandemic while simultaneously continuing to provide needed services to the community. To date, the City has received $56.15 million of the ARP allocation of $112.3 million and the final payment ($56.15 million) is expected in May 2022.

In September 2021, the Council approv ed the ARP Fram ework and Funding Priorities. This framework committed funds for small businesses and commercial corridor revitalization; homelessness and hous ing; youth, workforce training, and gang prevention programs; arts and creative economy; and addressing organizational needs.
 Support state legislative efforts to maximize revenues for local government:

The City will continue to oppose legislat ion that calls for additional unfunded mandates on local governments. Further, the City will support legislation that increases and protects stat e-shared revenue, expands local opportunities for public-private partnerships, and collection of revenue from non-traditional vendors in the areas of transient occupancy taxes for online travel companies and Utility User Taxes (UUT). The City will also adv ocate for a solution to collect meter revenue lost due to ongoing ab use, while also ensuri ng access for those with disabilities.
 Update Business Operation Tax (BOT) (requires voter approval): In 2010 the national consulting firm Management Partners recommended that the City pursue changes to Sacramento’s BOT. BOT ra tes have not been adjusted since 1991. 29 FY2022/23 Proposed Budget

During the 2010 budget hearings the changes were briefly considered but were subsequently withdrawn from consideration by the Council at the request of the business community. Management Partners also included this recommendation in their updated review presented to Council in 2020. Options include, but are not limited to, providing for a cost-of- living adjustment, and resetting the BOT minimums and caps. However, consider ation of this change may need to be deferred until our business community has had the opportunity to recover from the impacts of the pandemic.
 Infrastructure Bill: In November 2021, President Biden signed an infrastructure bill into law. The Infrastructure Investment and Jobs Act (Act) includes $550 billion in new federal investment s that will help funnel billi ons into states and local governments to fund a variet y of projects, including roads, bridges, rail, water systems, airports, broadband and public transit. The Act includes a strong focus on climate change mitigation, re silience, and equity. It’s estimated that a fifth of the total funding will be available in 2022. The City will monitor the progress of the Act’s implementation to identify funding opportunities.

Conclusion
As the City recovers from the pandemic, en suring long-term sustainability of the G/MU Fund remains a priority. The City will continue to balance anticipated revenue growth with known fiscal challenges and community needs. Maximizing revenue opportunities, especially from Federal and State relief funding and grants will provide some relief from previous years’ revenue losses and help leverage limited resources for operational needs and community programming investments.

The City will monitor revenues and expenditures closely during the recovery and provide updates to Council as appropriate.

30 FY2022/23 Proposed Budget

4 SECTION - 4
Understanding the Budget
31 FY2022/23 Proposed Budget

32 FY2022/23 Proposed Budget

Budget Information
Budget Presentation
The presentation of the Budget includes both the FY2022/23 Proposed Operating Budget and the 2022-2027 Proposed Capital Improvement Program (CIP) Budget which includes the FY2022/23 CIP Budget. The Budget documents are available on the City’s website at:
www.cityofsacramento.org/finance/budget.

The Budget includes technical informa tion concerning operat ing departments and estimated citywide revenues and expenses. The Forecast Section provides an outline of anticipated revenue, including an explanation of assumptions, and a five-year G/MU Fund forecast (revenues and expenditures). The Budget Schedules include detailed information on staffing, revenue estima tes, and proposed expenditures for the governmental funds, the enterprise, and other special revenue funds. The Staffing section provides a list of authorized positions for each department, by classification, including the changes in FTE.

The Budget Process
The Mayor and Council continued efforts to engage and educate the community on the budget process and the City’s financ ial challenges over the l ong-term by completing a community budget survey and facilitating discussions at the Budget and Audit Committee (Committee) and Council meetings in J anuary and February. The following graphic represents the City’s budget/program planning cycle:

The City’s fiscal year is July 1 through June 30. As such , the Council adopts the City's operating and capital budgets for a single fisca l year beginning July 1 and ending June 30 in the subsequent calendar year.
33 FY2022/23 Proposed Budget

To establish the annual budget, the Budget, Policy and Strategic Planning Division of the Finance Department, in coordi nation with the City Manager and the City’s operating departments, develops a proposed revenue and expenditure plan for the coming fiscal year. The existing approved expenditure plan is carried over from the prior year and:

 Labor costs are updated to reflect current salaries, minimum wage changes and adjustments for taxes as well as salary and benefit changes called for in union contracts. Estimates are also established for unrepresented employees.  Cost Plan allocations which reimburse the General Fund for support provided to the enterprise funds are updated based on services (acc ounting, budget, facility maintenance, human resources, informati on technology [IT], payroll as well as Council and Charter Offices) provided.
 Debt service is updated to reflec t the actual payments required.  Fleet (City vehicles) expenditures includi ng vehicle acquisition, fuel, operations and maintenance, and motor pool are updated based on established replacement schedules, prior year actual costs/usage and anticipated cost increases.  General Liability and Auto Liability in surance costs are updated based on annual experience and exposure cost allocation studies in accordance with the adopted Risk Management Funding and Reserve Policy.
 Retiree health care costs and pensi on payments for the Sacramento City Employees’ Retirement System (SCERS) are updated based on actuarial reports.

Departments are also provided with an opportunity to request budget changes to address ongoing initiatives like repair and replacement of aging equipment and infrastructure, utilities, and staffing needs. These requests are submitted and reviewed by the City Manager’s Office. A summary of budget modi fications are outli ned in the Budget Overview Section.

A five-year revenue model has been develope d based on prior year actual revenue receipts and economic and revenue indicators to determine what resources, tax revenues, and other discretionary revenues will be available to support operating requirements. Detailed information on the revenue forecast, including estimated ongoing impacts of the pandemic, is included in the Forecast Section. Capital improvement programs and projects are identified and f unded with available G/MU Funds, enterprise funds, internal service funds, grants, tr ansportation, and other funding sources as identified in Schedule 4 and detailed in the 2022-2027 CIP.

Council Priorities
On February 14, 2017, the Council adopted the following Core Budget Policies and Guidelines (Resolution 2017-0078) for the annual budget. 34 FY2022/23 Proposed Budget

Financial Management Policies
The City of Sacramento develops its annual budget according to Council-adopted sustainable budget policies. These policies call for one-time funding sources to only be used for one-time operating and capital expenditures. Ongoing expenditures are to be matched with ongoing financing sources. Reserves are to be used in a planned and strategic manner. The five-year forecast of the G/MU Funds will be updated as new information becomes available. Full reviews of revenue receipts in comparison to the budgetary estimates are performed and corrective actions recommended, if necessary.

The ongoing core of the Council’s budget philosophy continues to be sustainability. The Council has adopted the following financial management policies that guide the development of the Budget, financial decision making, and fund management. These policies are included in the Financial Policy Section of the document.
 Budget Control
 Debt Management and Debt Management Disclosure
 Development Stabilization Contingency Reserve (DSCR) and Development Services Fund Management
 Emergency Medical Services (EMS) Revenue Recovery

1. City Council must adopt a balanced budget.

2. Funding decisions should be consistent with Council adopted policies.

3. The Economic Uncertainty Reserve shall be maintained at a minimum of 10% of budgeted General Fund revenues. Resources shall be added to maintain this level through the budget and midyear processes as necessary.

1. Maintain a fiscally sustainable, balanced budget.

2. The Mayor and Council’s priorities, based on community input, should drive the budget creation.

3. Continue a community-based budget process where city residents are engaged and educated on budget processes and provide feedback on budget priorities.

4. Look for ways to grow the reserve beyond its current goal.

5. All budget actions must be considered in a five-year context, with new revenues not counted or spent until realized. One-time resources should be used for one-time needs, not ongoing expenses.

6. Do not make spending decisions in isolation. Avoid spending money on one-off projects or without looking at the big picture. Understand long-term consequences and opportunity costs.

7. Keep Council informed on the fiscal condition of the City and conduct continuous evaluations for efficiencies and effectiveness.

8. The City must consistently look for opportunities to proactively grow revenues instead of being reactive.

9. Make every effort to identify private financing or federal and state grant opportunities before using City resources. Pursue new and enhance existing revenue sources.

10. Before new expenditures are made, identify return on investments and impacts; fiscal and social benefits.

11. Address unfunded long-term liabilities.

12. Remain a full-service city.

Budget Guidelines
Core Budget Policies
35 FY2022/23 Proposed Budget

 Fees and Charges
 General/Measure U (G/M U) Fund Economic Uncertainty Reserve (EUR)  Interfund Loans
 Investment
 Other Post-Employment Benefits (OPEB)
 Pension Funding
 Risk Management Funding and Reserve
Performance Measurement
A performance management program is an important tool in city management. It offers a method of measuring the success of programs and activities in achieving outcomes that reflect public priorities. The establishment and evaluation of performance metrics and business improvement activities will serve to inform operational and strategic decision- making throughout the organization. As a managem ent tool, it will aid in evaluating how well programs are providing quality services.

The National Performance Management Advisory Commission’s “A Performance Management Framework for State and Local Government,” provides a model for public sector performance management based on seven key principles, which can be applied to local government planning, budgeting, management, and evaluation to bring together critical processes and decision making to impr ove results. The seven principles ensure that:

1. A results focus permeates strategies, processes, the organization culture, and decisions. While compliance with prescribed processes can assure fairness, fiscal integrity, or adherence to the law, it does not necessarily result in substantial benefits to the public. Performance manage ment assures that the organization’s culture and processes are aligned with the goals the organization wishes to achieve.

2. Information, measures, goals, priorities, and activities are relevant to the priorities and well-being of th e government and the community . To achieve results, an organization must first establish goals and performance targets that are relevant to stakeholders. It then must ensure that all levels of the organization (e.g., policy makers, managers, staff, and others) understand how to implement performance management tools that will achieve those goals.

3. Information related to performance, decisions, regulations, and processes is transparent, i.e., easy to access, use, and understand. The transparency (i.e., completeness, organization, and understandability) of performance information is critical to fostering evidence-based planning, budget, and decision making.

4. Goals, programs, activities, and r esources are aligned with priorities and desired results. Effective performance management systems ensure alignment among an organization’s goals, priorities, programs, activities, resources, and desired results.

36 FY2022/23 Proposed Budget

5. Decisions and processes are driven by timely, accurate, and meaningful data. Collecting, storing, and applying performa nce data is essential to tracking and understanding results.

6. Practices are sustainable over time and across organizational changes . “Performance management is not an even t, a program, or a quick fix…” Efforts must be sustainable, flexible, and adaptable enough to keep up with inevitable changes, whether those changes take plac e within the organization’s leadership or the community in which the organization is located.

7. Performance management transforms the organization, its management, and the policy-making process. An organization that has been truly transformed by performance management uses evidence-based planning and management, objective goal setting, and alignment of its structure, system s, and resources to achieve its desired results.

The City has been working on performance management with departm ents to identify measures that address these principles. Wh ile department sections include a few key measures, there are many additional measures being tracked citywide. The City Manager’s Office directly oversees this program and is working on strengthening existing measures and adding measures that are important to the Council, our community, and the operating departments/management.

37 FY2022/23 Proposed Budget

FINANCIAL INFORMATION

Budget Basis
The City’s annual budget is pr epared on a modified accrual basis of accounting.

Governmental fund financial statements are reported using the current financial resources measurement focus and the m odified accrual basis of a ccounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For th is purpose, the City considers revenues to be available if they are collected within 60 days of the end of the current fiscal period.

Property taxes, franchise taxes, licenses , intergovernmental revenue, special assessments, charges for services, and interest associated with the current fiscal period are all considered to be susceptible to accrual, and so have been recognized as revenues of the current fiscal period. All other revenue items are cons idered measurable and available only when cash is received by the government.

Expenditures are generally recorded when a lia bility is incurred, as under accrual accounting. However, debt service expenditur es, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due.

Budgets are modified throughout the year when the tax base changes, fees are modified, new revenue sources are identified, or pr ograms are changed. Th e City Manager is authorized to administratively amend the budget during the year for transactions less than $250,000 without Council ap proval. All other appropriation adjustments during the year require Council approval. Unencumbered annual budget appropriations lapse at fiscal year-end except as specifica lly identified in the annual budg et resolution. Multi-year budget appropriations are automatically carried over into the next fiscal year.

Fund Structure
The City uses fund accounting to assure and demonstrate compliance with finance- related legal requirements. A fund is defined as a separate accounting entity with a self- balancing set of accounts recording cash and other financial resources together with related liabilities. Each fund was established for the purpose of accounting for specific activities in accordance with applicable regulations, restrict ions, or limitations. The City has three types of funds:
 Governmental Funds  Account for activities which are primarily supported by taxes or other mandatory payments. Most of the City’s basic services are included in governmental funds. There are three categories of Governmental Funds:
o The General Fund is the primary operating fund of the City and accounts for all financial resources except for those that are required to be accounted for in separate funds. Sources of General Fund revenues include taxes, licenses, permits, fees, fines, intergovernmental revenues, and charges for services, 38 FY2022/23 Proposed Budget

special assessments, interest income , and other resources available for discretionary funding.

The G/MU Fund EUR was established to provide resources for the Mayor and Council to manage the impact of economic fluctuations that negatively impact the City’s revenues.
- April 26, 2016 – Council-adopted the General Fund EUR Policy (Council Motion 2016-00440) establishing a minimum reserve level equal to 10% of annual General Fund revenues and a target reserve level equal to two months of regular ongoing General Fund expenditures, including transfers (17% of General Fund ex penditures). Resources to fund this reserve will be identified on an ongoi ng basis and can include positive year-end results or other one-time re sources available to the General Fund.
- February 5, 2019 – Council adopted the General/Measure U Fund EUR Policy (Resolution 2019-0248) addi ng the Measure U Fund to the original EUR Policy.
o The Measure U Fund was established to account for revenues collected from the half-cent transactions and use tax approv ed by voters in on November 6, 2012. On November 6, 2018, the voters approved a change to Measure U, increasing the tax to one cent. Measur e U was approved as a general tax and can be used for any general government purpose. This tax is charged on each dollar of taxable sales of goods purchased from retailers within the City of Sacramento, and on the taxable storage, use, or consum ption of goods purchased outside the city and delivered to a location within the city. o Other Governmental Funds include:
- Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes ot her than debt service or capital projects. These funds are generally r equired by statute, charter, or ordinance to finance specific governmental functions.
- Debt Service Funds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for principal and interest, or that are being accumulated for principal and interest maturing in future years.
- Capital Projects Funds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for governmental capital assets.
 Proprietary Funds  Account for services for which customer fees are intended to finance the costs of operations. There are two types of Proprietary Funds:
39 FY2022/23 Proposed Budget

o Enterprise Funds account for progr ams and services financed and operated similar to business-type activities which include services rendered to the general public on a fee basis.
- Community Center Fund accounts fo r the operation and maintenance of the City’s Convention Center Complex, including the Convention Center Theater, Memorial Auditorium, and the Community Center. - Parking Fund accounts for the operat ion and maintenance of five City parking garages and 43 surface parking lots (including lots owned by the State of California and numerous private owners).
- Solid Waste Fund accounts for the collection and disposal of refuse throughout the City and for landfill closure.
- Storm Drainage Fund accounts for the operation and maintenance of the City’s surface drainage system.
- Wastewater Fund accounts for t he operation and maintenance of the City’s wastewater system.
- Water Fund accounts for the operation and maintenance of the City’s water treatment and water transmission and distribution systems. o Internal Service Funds, i.e., the City’s Fleet Fund and Risk Management Fund, account for the activities that provide services delivered by one department to another department on a cost reimbursement basis.
 Fiduciary Funds  Account for activities that most closely resemble not-for-profit organizations, including trusts and agency activities. The City is:
o The trustee, or fiduciary, for its closed (effective January 1977) defined benefit pension plan – Sacramento City Employees’ Retirement System (SCERS). o Responsible for other assets, held on behalf of investors, in the City’s investment pool and individual investment accounts.
o Responsible for the assets received by the Successor Agency from the City’s former Assembly Bill X1 26 which dissolved redevelopment agencies in California.
o The agent for bonded assessment and comm unity facilities districts and responsible for ensuring the assets repor ted in these funds are used for their intended purposes.

Annual budgets are adopted for the governmental funds, enterprise funds, special revenue funds, and internal service funds. Expenditures are appropriated on a modified accrual basis, except the commitments rela ted to purchase orders and contracts are treated as expenditures in the year of commitment.
40 FY2022/23 Proposed Budget

41 FY2022/23 Proposed Budget

HOW TO READ THIS DOCUMENT

The Budget for each department is presented in a format that includes the following:

 Department mission stat ement (if available)
 Budget/staffing changes
 A department level budget summary table showing budget for:
 FY2019/20 Actuals
 FY2020/21 Actuals
 FY2021/22 Approved Budget
 FY2021/22 Amended Budget (as of February 2022)
 FY2022/23 Proposed Budget
 Variance
The summary table shows for each year:
 Budgeted expenditures by category
 Funding sources and amounts
 A division level summary budget table:
 FY2019/20 Actuals
 FY2020/21 Actuals
 FY2021/22 Approved Budget
 FY2021/22 Amended Budget (as of February 2022)
 FY2022/23 Proposed Budget
 Variance

 A division level summary staffing table:
 FY2019/20 Actuals
 FY2020/21 Actuals
 FY2021/22 Approved Budget
 FY2021/22 Amended Budget (as of February 2022)
 FY2022/23 Proposed Budget
 Variance

42 FY2022/23 Proposed Budget

DEPARTMENT BUDGET SUMMARY TABLE
The Budget for each department is compared wit h the prior year amended. A sample is as follows:

Column 1 – FY2019/20 actual expenditures by category and funding amounts by source.

Column 2 – FY2020/21 actual expenditures by category and funding amounts by source.

Column 3 – FY2021/22 Approved Budget by category and funding amounts by source.

Column 4 – FY2021/22 Amended Budget by ca tegory and funding amounts by source.

Column 5 – FY2022/23 Proposed Budget by category and funding amounts by source.

Column 6 – The budget change between th e FY2022/23 Proposed and the FY2021/22 Amended budget.

DIVISION BUDGET SUMMARY TABLE

The Division Budget Summary table shows proposed expenditures for each division in the department. The tables look like the one below:

Column 1 – FY2019/20 actual expenditures by division.

Column 2 – FY2020/21 actual expenditures by division.

Column 3 – FY2021/22 Approved Budget by division.

Column 4 – FY2021/22 Amended Budget by division.

Column 5 – FY2022/23 Proposed Budget by division.

Column 6 – The budget change between the FY2022/23 Proposed and the FY2021/22 Amended Budget.

Change
Human Resources FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division $ 1,613,252 $ 1,444,370 $ 1,991,394 $ 1,991,394 $ 1,983,928 $ (7,466) Benefit Services Division 919,721 960,350 1,135,254 1,135,254 1,185,666 50,412 Employment, Classification and Development Divison 1,557,654 1,615,793 1,892,138 1,892,138 2,008,431 116,293 Risk Management Administration Division 42,797,308 43,091,157 45,330,936 47,267,074 50,130,787 2,863,713 Workers' Compensation Division 2,989,147 2,396,287 3,087,845 3,087,845 3,143,839 55,994 Labor Relations Division 1,181,126 1,335,953 1,519,350 1,519,350 1,698,706 179,356 Total $51,058,208 $50,843,911 $54,956,917 $56,893,055 $60,151,357 $3,258,302 44 FY2022/23 Proposed Budget

STAFFING LEVELS SUMMARY TABLE

The Staffing Levels Summary table shows proposed Full-Time Equivalent (FTE) positions for each division in the department. The tables look like the one below:

Column 1 – FTEs by division in FY2019/20.

Column 2 – FTEs by division in FY2020/21.

Column 3 – FTEs by division in the FY2021/22 Approved Budget.

Column 4 – FTEs by division for the FY2021/22 Amended Budget.

Column 5 – FTEs by division as Proposed for FY2022/23.

Column 6 – The budget change in FTEs by division between the FY2022/23 Proposed and the FY2021/22 Amended Budget.

Change
Human Resources FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division 10.00 10.00 9.00 9.00 9.00 - Benefit Services Division 9.00 9.00 9.00 9.00 9.00 -
Employment, Classification and Development Divison 15.00 15.00 15.00 15.00 15.00 - Risk Management Administration Division 17.00 17.00 17.00 17.00 17.00 - Workers' Compensation Division 19.00 19.00 19.00 19.00 19.00 - Labor Relations Division 10.00 10.00 10.00 10.00 11.00 1.00 Total 80.00 80.00 79.00 79.00 80.00 1.00
45 FY2022/23 Proposed Budget

46 FY2022/23 Proposed Budget

5 SECTION - 5
The Forecast
47 FY2022/23 Proposed Budget

48 FY2022/23 Proposed Budget

Proposed Financial Forecast
Financial Forecast
The financial forecast is a fiscal management tool that evaluates current and future fiscal trends and presents estimated information based on past, current, and projected financial conditions. This tool helps identify future revenue and expenditure trends that may have an immediate or long-term influence on Council's policies, strategic goals, and community programs and services.

General and Measure U (G/MU) Funds Overview
This section includes a five-year forecast for the G/MU Funds combined, a separate forecast for the Measure U Fund and the City’s Enterprise Funds. The information in these forecasts provides a current picture of the fiscal condition of the funds, establishing an important context to the decis ion-making necessary in efforts to maintain both essential community services and fiscal stability.

As mentioned previously, the City continues to recover from the fiscal impacts of the COVID-19 pandemic. While the major G/MU F unds including Proper ty Tax, General Sales and Use Tax, and the Transactions and Use Tax revenues performed better than originally predicted, department revenues including parking (both on and off street), and Transient Occupancy Tax (TOT or hotel taxes), remain below pre-pandemic levels. These revenue sources as well as any State and F ederal stimulus opportunities will be monitored closely. Staff will provide updates to Council as appropriate.

The forecast of expenditures includes anticipated growth to address increasing costs for insurance, software licensing/maintenance, fl eet, utilities, and contributions to fund programs and services at the City’s libraries. The labor forecast assumptions include estimated increases for known pension costs and negotiated salary increases (steps) for employees. However, it does not include future labor growth (e.g., cost-of-living [COLA], health insurance). Of the City’s eleven recognized employee organizations (REOs), nine are currently in contract and will expire withi n calendar year 2023. The City is still in negotiations with the two remaining REOs.

The Five-Year G/MU Fund Forecast
Given the Council’s sustainable budget policy, proposed fiscal actions are evaluated in both a short and longer-term context. The five-year forecast is an essential tool in the City’s long-range financial planning process, providing a multi-year view of revenues and expenditures, allowing an assessment of the fiscal consequences of both prior and current funding decisions in the context of forecasted revenues and expenditures.

The forecast is based on the most recent national, State, regional and local economic data and changes in both econom ic conditions and anticipated future costs are key components of the long-range forecasting proce ss. The five-year forecast is developed during the annual budget process and updated at midyear based on the most economic information and revenue trends. This allows the City to identify potential challenges and make course corrections through budget and operational adjustments. In addition, if there 49 FY2022/23 Proposed Budget

are significant changes to either revenues and/or expenditures during the year, outside of the budget or midyear review, the impact for those changes will be reported to Council as soon as practicable.

The current five-year forecast is presented below:

The Proposed FY2022/23 Budget is balanced; however, ri sing labor and liability costs place additional strain on our ability to produce a balanced budget going forward. Should the City continue to fund homeless services at the current level, expenditures will outpace revenues as early as FY2023/24 even if the City were to be awarded additional resources from the State as part of the Homeless Housing, Assistance and Prevention (HHAP) grant program. The forecast below includes potential HHAP 4 funds; however, the State grant program is not yet accepting applications for funding. Additional State and Federal funds will be included in future forecasts when program funds have been awarded to the City.

5-Year Forecast
General (G) and Measure U (MU) Funds ($ in 000s)
FY2022/23
Projection
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Revenues
Revenues 740,864 761,316 771,621 791,535 811,221
Other Sources 12,862 2,500 2,500 2,500 2,500 Total Revenues/Resources 753,726 763,816 774,121 794,035 813,721 Expenditures
Department Operating, Debt, and MYOPs 713,883 735,234 754,515 770,151 783,828 Capital Projects 18,080 12,840 13,296 13,321 13,321
EUR Contribution 11,731 3,707 3,810 3,909 4,002
Total Expenditures/Uses 743,694 751,781 771,620 787,381 801,151 Surplus/(Deficit) 10,032 12,036 2,501 6,654 12,570
One-Time Resources/(Uses)
Reserve for FY2023/24 Budget Development - 10,000 - - - Homeless Services Resources 13,847 - - - - Homeless Services Funding Gap (22,120) (40,155) (41,856) (42,902) (43,974) ENDING AVAILABLE FUND BALANCE 1,759 (18,119) (39,354) (36,247) (31,404) 5-Year Forecast
General (G) and Measure U (MU) Funds ($ in 000s)
FY2022/23
Projection
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Revenues
Revenues 740,864 761,316 771,621 791,535 811,221
Other Sources 12,862 2,500 2,500 2,500 2,500 Total Revenues/Resources 753,726 763,816 774,121 794,035 813,721 Expenditures
Department Operating, Debt, and MYOPs 713,883 735,234 754,515 770,151 783,828 Capital Projects 18,080 12,840 13,296 13,321 13,321
EUR Contribution 11,731 3,707 3,810 3,909 4,002
Total Expenditures/Uses 743,694 751,781 771,620 787,381 801,151 Surplus/(Deficit) 10,032 12,036 2,501 6,654 12,570
One-Time Resources/(Uses)
Reserve for FY2023/24 Budget Development - 10,000 - - - Homeless Services Resources 13,847 13,847 - - - Homeless Services Funding Gap (22,120) (40,155) (41,856) (42,902) (43,974) ENDING AVAILABLE FUND BALANCE 1,759 (4,272) (39,354) (36,247) (31,404) 50 FY2022/23 Proposed Budget

Additional challenges in the G/MU Fund forecast are detailed below:
 California Public Employees’ Retirement System (CalPERS) pension costs will increase by $15.6 million (21%) over the next four years.  Liability insurance premium is estimated to increase by $16.7 million (57%) over the next four years.
 Uncertainty with labor costs since nine of the eleven labor contracts will end before calendar year 2023 and the forecast does not include future increases for COLAs or health insurance. In addition, two REOs are still in negotiations.  Homeless services will cost approximately $169 million over the next four years.

A $13.8 million HHAP grant partially offsets costs in FY2022/23.

With the exception of future labor contracts increases, estimates for the above challenges have been included in the forecast as presented.

General/Measure U Fund Revenues
The City’s G/MU Fund revenues continue to experience growth across most revenue sources. The following table highlights the top four G/MU Fund revenue sources representing 70% G/MU Fund revenues.

The chart below provides a five-year year look back and forecast of G/MU Fund revenue growth. Property tax and sales tax continue to be the main catalyst for revenue growth within the City. G/MU Fund revenues are projected to increase by 60% from FY2016/17 through the term of the forecast in FY2026/27.

Property Tax
Property taxes account for 28% of all G/MU Fund revenues. Revenues related to property taxes are affected by fluctuati ons in the real estate market, levels of new construction activity, and the corresponding changes to the assessed value of those properties on the tax roll.

Housing prices continue to soar throughout California, but Sacramento remains relatively affordable compared to other major cities in Northern California. Brandon Haefele, the CEO and president of Catalyst Mortgage, predicts that the region is still two or three years away from equalizing the s upply and demand equation for new homes. Inventory in the region continues to remain scare; howev er, Bay Area residents continue to push Sacramento home values higher as they look for suburban alternatives without the ultra- expensive price tag.

Overall Real Estate Activity for the Sacramento Region

From February 2021 through Febr uary 2022, the Sacramento Association of Realtors reported the cost of housing per square foot in the Sacramento region (region) increased from $296 to $355 and the m edian home price increased from $460,000 to $540,000.

The increase in demand is primarily due to the relocation of residents from the Bay Area.

The Sacramento Business Journal stated the lack of supply combined with increasing Category
2/2022 vs 2/2021
% Increase
Average Price per Square Foot 19.9%
Medium Sales Price 17.4%
Median Days on the Market 16.7%
Active Inventory 6.1%
Sales Volume 4.6%
Data provided by a Sacramento Association of REALTORS, February 2022 report 52 FY2022/23 Proposed Budget

demand drove home prices up significantly in 2021. Homes over $1 million made up more than 15% of all market transactions for the first time in the region.

Consistent with current C ouncil budget guidelines, property tax growth in the former redevelopment areas will accr ue to the Innovation and Grow th Fund, except for the amount required for the possessory interest tax paid on the Golden 1 Center, which will be used for the associated debt service payment.

Total assessed value for Sacramento County’s FY2021/22 secured and unsecured roll surpassed $190 billion, an increa se of 5.4% countywide. Additionally, the Sacramento County Assessor’s (Assessor) 2021 Annual Report and monthly reports have highlighted several positive barometers for the City as follows:

 Total gross assessed value of secured/uns ecured properties in the City grew 5.6% from FY2020/21 to FY2021/22.
 City properties with Proposition 8 assessm ents (temporary reduction in property taxes due) decreased from 8,269 in Ma rch 2021 to 5,722 in March 2022, a 31% decrease adding $723 million to the City’s secured roll over the past twelve months.

The table below illustrates the assessed roll value that remains to be restored as a result of the housing crash during the Great Recessi on. Restoration of Pr oposition 13 values happens annually, while reductions as the result of a Proposition 8 appeals can be applied to the tax roll at any time during the year . Therefore, the reduc tion in pending appeals limits the City’s exposure to a reduction in roll value.

Summary of Proposition 8 Assessments by Land Use

On December 27, 2021, the Ca lifornia State Board of Equal ization (BOE) directed the County Assessor to apply the full 2% inflati on factor (CCPI – California Consumer Price Index) to property values for taxation. Because the Assessor does not complete work on the tax roll until after the Budget is adopted, t he forecast for property tax revenues is based on the Assessor’s “work in progress” and will be re-evaluated once final information is received in July. Any significant vari ance will be reported as part of the FY2022/23 Midyear Budget Report. The property tax se cured roll forecast for FY2022/23 is 6% higher than the FY2021/22 Amended Budget which included 4% growth over FY2020/21 actuals. Estimates over the term of the forecast inclu de 4% growth in FY2023/24 and annual growth of 3% from FY2024/25 through FY2026/27, assu ming the application of Property Type Prop 8 Prop 13 % of Full Value
Single-Family Residence 1,284,510,815 1,518,478,400 85% Commercial 2,021,511,511 2,785,073,966 73%
Multi-Family Residence 246,770,551 364,711,534 68%
Industrial 230,133,823 282,427,751 81%
Others 87,878,196 132,728,757 66%
City Total 3,870,804,896 5,083,420,408 76%
53 FY2022/23 Proposed Budget

the full 2% for the Proposition 13 growth fa ctor and that Proposit ion 8 properties will continue to be restored to their Proposition 13 values on the tax roll over time.

Property Tax In-Lieu of Vehicle License Fees (VLF)
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 St ate General Fund to make up for reduced property taxes to schools and shifted property taxes from the school share to property tax in-lieu of VLF to cities/count ies. As part of the FY2021/22 Midyear Budget Report, staff recommended a $1.3 million revenue budget increase based on information provided by the County of Sacramento Audit-Controller Division. Th is information, provided in November 2021, indicated the City would rece ive an increase of 5.4% in estimated revenues when compared to FY2020/21 collections. After revising the FY2021/22 base, 6% growth was applied to the new baseline FY2022/23, 4% in FY2023/34 with 3% growth in FY2023/24-2026/27.

Property Transfer Tax and Supplemental Property Tax
Real Property Transfer Tax - 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 (0.00275%). This revenue stream has fluctuated significantly ranging as high as $18 million in FY2004/05 to a low of $4.4 million in FY2010/11.

Supplemental Property Tax - A supplementa l tax bill is generated when a property is reassessed due to a change in ownership (a sale , transfer, or transfer of fractional interest) or the result of new construction. The supplemental tax bill reflects any increase or decrease in property tax generated by the supplemental event.

These two sources of revenue can be volat ile, fluctuating with the housing market, reaching a combined high of $27.7 million in FY2005/06 and a low of $4.6 million in FY2010/11. While real estate transactions in creased by 10.4% during the first eight months of FY2021/22, the value of these transactions has also increased by 36% when compared to the same period in the prior year. Despite supply constraints, the residential market and property tax growth remains strong. There are some headwinds surrounding the regional real estate market including lesser demand of office and retail properties, higher interest rates and decr easing affordability for home buyers. While projections for FY2022/23 were increased to $19.4 million based on the projected FY2021/22 activity, both revenue streams are expected to decrease by 5% annually from FY2023/24- FY2026/27 since interest rates are expected to rise and inventor y is not keeping pace with demand.

The following graph reflects the significant effect the Great Re cession had on these revenue sources and the gradual rebound over the la st ten years. Given the volatility of these revenues it is especially important to be aware of market trends and adjust the forecast early should overall sales volume and price decrease dramatically.

54 FY2022/23 Proposed Budget

Sales Tax
The biggest catalyst for growth in G/MU Funds continues to be sales tax which accounts for 33% of G/MU Fund revenues. General Sale s and Use tax is imposed on all retailers for the privilege of selling tangible personal property in the state, whereas use tax is imposed on the purchase for storage, use, or other consumption of tangible personal property purchased from any retailer within the City. General Sales and Use tax accounts for 15% of all G/MU Fund revenue. The General Fund receiv es only one cent of every

8.75 cents of sales tax paid per dollar sale in Sacramento.

The Measure U Transactions and Use tax, approved by voters in November 2018, applies to most transactions subject to sales tax and is also collected on purchases made by residents outside of the City on items such as automobiles. Measure U Transactions and Use tax revenues account for 18% of all G/MU Fund revenue. Measure U generates one cent on every 8.75 cents of sales tax paid per dollar sale in the City and on major purchases delivered within the City. As consumers changed their purchasing habits during the pandemic, sales tax was minimally impacted as consumers shifted their purchasing power to online sales. The table below lists the percentage breakdown of each economic segment of the G/MU Fund sales tax forecasted in FY2022/23.

General Retail 27.4%
Business to Business 18.1%
Transportation 16.8%
Food Products 16.1%
Construction 11.5%
County Pool 7.9%
Miscellaneous 2.2%
Total 100.0%
G/MU Sales Tax Breakdown
by Economic Segment
55 FY2022/23 Proposed Budget

Avenu Insights & Analytics, the City’s sales tax consultant, projects robust growth in sales tax revenues for the remainder of 2022. Employment, disposable income, gross domestic product, domestic tourism, consumption of and relative prices of taxable goods are expected to continue to grow at higher than pre-pandemic rates. There is also a longer period of inflationary impact within the forecast. The primary reason for the increase in the growth projection from the midyear review was the recent increase in energy prices and the Russia-Ukraine war, which caused many macroeconomists to update their models and lengthen the time that high inflati on levels will affect the economy. It should be noted that actual sales tax data from 4
th quarter indicates a stronger than anticipated
recovery and an overall ‘hot’ economy currently. The revised forecast assumes that inflation will gradually return to more typical levels by the end of the 2023 calendar year.

According to the UCLA Anderson Forecast, in flation will remain higher than typically experienced over the last decade and will begin to moderate compared to last year. Sharp increases in energy prices in 2021 raised the prices of many taxable goods that must be manufactured and shipped. As supply increa ses during the second half of 2022, energy prices are expected to decline. By the 4th quarter of 2024 the forecast for year-over-year inflation ranges between 2.3% and 2.4%.

One notable change that negatively affected t he City’s sales tax revenue is the change of Amazon’s business reporting structure during 2021 ultimate ly reducing the local tax reported by destination through the countywide pools. While this reduction in revenue was offset by the growth across all sales ta x sectors, there are several other areas of uncertainty including the impact of ongoing s upply chain issues, the impact of Federal Reserve interest rate increases, the impact of the Russia-Ukraine war on energy markets and supply chains, the continuing unknown fu ture of the pandemic, the potential for a market correction-based recession and the impac t of inflation on consumer behavior.

These factors lead to a greater level of unc ertainty in forecast ing future sales tax revenues.

The pandemic had varying levels of impact on di fferent regions of the State. The region overall experienced less decline when compared to th e rest of the State. Part of this is due to Sacramento's smaller reliance on tourism, entertainment, and hospitality spending which have significantly impacted other areas of the State. Large fiscal stimulus packages increased disposable income and helped main tain overall consumer spending. Housing prices and monetary policies also had a stabilizing influence on wealth and spending. The table below breaks down the prior three calendar years for the base 1% sales tax excluding Measure U providing a picture of the impact of the pandemic on the City’s sales tax revenues.

56 FY2022/23 Proposed Budget

Growth projections in the five-year forecast range from a high of 4.2% in FY2022/23 to

3.1% in FY2026/27.

2019Q1-Q4 2020Q1-Q4 2021Q1-Q4
Total Receipts $90,292,113 $83,173,527 $101,676,851
Net Pools/Admin/Adj 15,003,440 14,264,664 20,045,487
Local Businesses 75,288,673 68,908,863 81,631,364
General Retail $19,513,294 $17,789,769 $21,563,837
Apparel Stores 2,901,460 2,005,550 3,158,279
Department Stores 5,883,941 5,110,791 5,722,435
Furniture/Appliance 2,457,511 2,058,468 2,562,935
Drug Stores 2,441,290 3,008,483 3,003,324
Recreation Products 653,657 636,934 759,430
Florist/Nursery 564,438 1,019,322 1,121,825
Miscellaneous Retail 4,610,998 3,950,222 5,235,610
Food Products $17,315,604 $13,038,740 $16,472,731
Restaurants 12,824,765 8,666,109 11,843,478
Food Markets 3,461,960 3,460,206 3,560,705
Liquor Stores 482,397 505,826 567,644
Food Processing Eqp 546,482 406,599 500,904
Transportation $13,644,669 $12,212,212 $14,912,563
Auto Parts/Repair 2,254,246 2,182,183 2,383,119
Auto Sales - New 1,660,523 1,753,794 1,700,088
Auto Sales - Used 1,792,048 2,081,089 3,018,596
Service Stations 5,903,493 4,267,081 5,953,254
Misc. Vehicle Sales 2,034,358 1,928,065 1,857,506
Construction $10,315,158 $10,677,247 $12,281,992
Bldg.Matls-Whsle 8,085,134 8,115,747 9,555,996
Bldg.Matls-Retail 2,230,024 2,561,500 2,725,995
Business To Business $12,879,402 $13,678,363 $14,730,413 Office Equipment 1,699,530 1,637,973 1,701,860
Electronic Equipment 548,546 648,662 613,450
Business Services 776,612 714,604 776,022
Energy Sales 2,468,784 1,992,571 3,166,215
Chemical Products 583,045 560,386 607,965
Heavy Industry 3,475,049 4,446,895 4,351,883
Light Industry 1,457,665 1,549,165 1,364,531
Leasing 1,181,585 1,216,233 1,465,590
Miscellaneous 688,587 911,874 682,897
Miscellaneous $1,620,545 $1,512,531 $1,669,829
Health & Government 916,970 836,305 839,348
Miscellaneous Other 703,575 676,226 830,481
57 FY2022/23 Proposed Budget

Utility User Tax (UUT)
UUT is a usage tax on communication, electric, and gas charges billed to a billing or service address in the City as authorized in the City Code (Section 3.32). Measure O was approved by the voters in November 2008, reducing the 7.5% tax rate to 7% on telecommunication services, but was expanded to include Voice over Internet Protocol (VoIP), text messaging, and many other previously excluded technologies. The 7.5% tax rate continues to be in effect for gas, electric, and cable services. UUT is the City’s third largest revenue source, accounting for 9% of General Fund revenue. UUT was the most consistent revenue stream over the past five years but also faces the most potential for adversity with industry regulation and the market growth of unregulated media platforms. The follo wing graph represents the UUT revenues by source:

Cable, wireless and wired telecom revenue components continue to face regulatory and fiscal pressure across their respective industries. The City has reduced UUT revenue projections in previous fiscal years to address these under performing sectors. Electricity and gas now account for almost 70% of all UUT revenue providing overall growth despite continued losses by the other components. Based on revenues collected during the first seven months of FY2021/22, UUT is projected to increase by 4.2% in FY2022/23, and FY2023/24-FY2026/27 include 0.5% annual growth reflected in the following chart.

58 FY2022/23 Proposed Budget

This revenue stream will be closely monitored, and adjustments will be recommended in the Midyear Budget Report if significant changes ar e identified. Details on each of the five components that comprise the UUT is provided below.

Cable Subscriptions – The pandemic continues to inflate this sector as customers have transformed their homes into offices and bundled internet with cable plans. Avenu, Insights and Analytics is forecasting a decline in this sector as more businesses open and employees return to their workplaces. The City’s cable revenue increased by $350,000 through the first seven months of FY2021/22, versus the same period in FY2020/21. Cable accounts for $7.0 million (11%) of all UUT revenue.

Electricity – During FY2020/21, the electricity sector eclipsed 50% of all UUT revenue for the first time. SMUD is the City’s primary source of electricity and continues to face cost pressures for compliance, risk mitigation requirements, technology, and grid investments. SMUD’s Board of Directors approved a 1.5% rate increase on March 1, 2022, and a 2.0% rate increase on January 1, 2023. During the first seven months of FY2021/22, the City’s electricity UUT revenue increased by 4.9% compared to the same period in FY2020/21.

Natural Gas – PG&E approved a 9% rate increase effective March 1, 2022. The increase is needed to address recent drought condition s which have reduced lower-cost hydroelectric generation ac ross the western U.S. and by higher natural gas and wholesale electric energy prices seen in 2021 and forecasted to continue into 2022.

The Russia-Ukraine war is also putting pressure on natural gas prices as well as t he Northern California wildfires. UUT gas collections were up $1.25 million during the first seven months of FY2021/22 compared to FY2020/21. Gas accounts for $9.0 million (15%) of all UUT revenue.

Wired Telecommunications – Wired telecom revenues continue to decline due to competition among providers and the lack of product and service diff erentiation. Existing residential customers continue to migrate towards wireless providers or move to cable providers (via phone, cable, and internet bundles) for VoIP as less expens ive alternatives. Wired UUT 59 FY2022/23 Proposed Budget

revenue accounts for approximately 10.2 million or 16% of the total UUT base; however, the revenue stream has decreased by 42% since FY1999/00. Through the first seven months of FY2021/22 wired telecom revenue is down $93,000 (-1.6%) compared to the same period in FY2020/21.

Wireless Telecommunications – Many wireless providers are generating the majority of their revenue through data services, which are not tax able. On average, th is equates to an allocation of approximately 70-85% to data usage. This caused a decrease in wireless prepaid revenues over the past year. During the first seven months of FY2021/22, wireless UUT revenues have decreased by $1.1 million (-21.5%) versus the same period in FY2020/21.

Wireless telecom accounts for $3.9 million (6.3%) of all UUT revenue.

Cannabis Business Operations Tax (CBOT)
Cannabis tax revenue is generat ed from cultivation, manufac turing, testing, delivery, microbusiness, dispensary, and distribution. After increasing the CBOT budget by $0.8 million as part of the FY2021/ 22 Midyear Budget Report, t he forecast for FY2022/23 includes a 10% increase above the FY2021/22 amended budget. FY2023/24-FY2026/27 includes 5% annual growth. Cannabis tax revenue increases are attributed to cultivation, manufacturing, testing, deliver y, and microbusiness revenues projecting to hit all-time highs in FY2021/22 as dispensary and distribution revenues flatten. Ov er the last five years, the total revenue generated from CBOT increased from $4.8 million in FY2016/17 to $25.4 million in FY2020/21. However, due to the varying growth and plateaus of the individual revenue sources, the City is projecting a 5% annual growth until trends become more consistent.

Fees and Charges
Local government has the ability to implement fees to fund Cit y facilities, infrastructure, and services. There are five main categories of fees that the City currently implements:

 Impact/Development fees
 Penalties/Fines
 Regulatory fees
 Rental fees
 Service fees

On February 7, 2006 (Resolution No. 2006- 106), Council formally adopted a citywide Fees and Charges Policy. This policy ensures that fees and charges reflect the Council’s direction regarding recovery of costs relat ed to providing programs and services. The policy sets the guidelines for cost recovery goals, determines the categories of cost recovery levels, and allows for the establishment and modification of fees and charges. If a fee is not adjusted in the budget process, to the extent feasible and/or appropriate, it should be increased biennially by a consumer price index (CPI) factor to keep pace with inflation.

Beginning in FY2014/15, the City used the Stat e of California Departm ent of Industrial Relations CPI, which is the same index used by the County Assessor to adjust the annual 60 FY2022/23 Proposed Budget

property tax roll for inflation. The annual revi ew of citywide fees and charges helps to ensure that the City’s recovery of costs for services keeps pace with changes in the cost- of-living index, as well as changes in methods or levels of service delivery. Fees and charges make up approximately 9.1% of G/ MU Fund revenues. As part of the annual budget process, the Finance D epartment will present the annual Fees and Charges Update to Council for adoption in May 2022.

Pandemic Impact on Local Revenues
The pandemic continues to create some uncertainty in projecting revenues over the next five years. Most revenue streams are reco vering faster than orig inally anticipated; however, TOT in the Community Center Fund and parking fees in the Parking Fund are still below pre-pandemic levels. Should revenues fail to recover to pre-pandemic levels and forecasted growth in these funds, it could compromise the City’s ability to make required debt service payments.

To help stabilize the Community Center Fund, Council approved one-time General Fund support of $6.7 million as part of the FY2021/22 Midyear Budget Report. As a result of this support, the Community Center Fund is projecting a positive fund balance in all years of the five-year forecast. Staff will monitor this fund and make budgetary adjustments to address any potential shortfalls as needed.

Revenue from parking fees colle cted at City garages is projec ted to increase by 6% in FY2022/23 as operations continue to recover from the impacts of the pandemic, which lowered the usage of City-owned parking garages. The City is anticipating an increase of 15% in FY2023/24 and additional growth in subsequent years. However, estimated revenues in FY2026/27 are still below pre-pandem ic levels. As employers adopt hybrid work models, the decline in usage of City-owned parking garages will continue to impact revenues.

To help stabilize the Parking Fund, Council approved one-time General Fund support of $5.1 million as part of the FY 2021/22 Midyear Budget Report. Despite this, the Parking Fund is projecting deficits in the five-year fo recast. If revenues fail to recover over the next couple of years, the Cit y will need to examine ways to reduce operational costs to meet its required obligations, including debt service payments for the Golden 1 Center.

The full economic impact of the pandemic is st ill unknown. Potential waves in the future may significantly alter the revenue assumptions included in the Budget. The forecast and information as presented in this Budget are based on the best information available to date. Staff will continue to monitor the impacts to the City’s revenue streams as well as 61 FY2022/23 Proposed Budget

opportunities for State and Federal relief and provide updates to Council as new information is available.

General and Measure U Fund Expenditures
The single largest expenditure in the G/MU Fund is the cost of employees who support department operations through the delivery of programs and services to the community.

The Budget and forecast include scheduled step increases for employees based on existing labor agreements. However, as mentioned above, the forecast does not include future labor cost growth beyond 2023. In FY2022/23, labor costs are expected to increase by 3% compared to the FY2021/22 Amended B udget due to approved salary increases, movement of employees through salary steps, and pension cost increases.

California Public Employees Retirement System (CalPERS) The City participates in the CalPERS pension plan managed by the State of California.

Contributions to the plan consist of the normal cost rate which is determined by looking at the annual cost of providing benefits to active employees for the upcoming fiscal year.

The normal cost should be viewed as the long-term contribution rate which both the City and the employees contribute toward.

The second component is a payment for th e unfunded accrued liability (UAL) which is determined by looking at the Market Value of Assets of the City’s two defined benefit plans (Miscellaneous and Safety) and comparing it with the accrued liability of that plan.

To the extent that the assets are different from the liability, the City is required to make a payment (determined by CalPERS) toward the UAL. The purpose of the UAL payment is to get the assets and liabilities back to even over time. The City’s current UAL with CalPERS is $1.2 billion.

The total employer contribution is the sum of the normal cost rate applied to an employer's reported payroll plus the UAL payment. These two components are the required contribution amount t hat employers pay CalPERS to fund their employees' pension benefits.

California Public Employees' Pension Reform Act (PEPRA): On January 1, 2013, PEPRA changed the way CalPERS retirement and health benefits are applied, and placed compensation limits on members. PEPRA employees share (50/50) in the normal cost of the defined benefit plan with t he City. Whereas the normal co st contribution for classic members (employees or CalPERS member s prior to 2013) was capped at 7% for miscellaneous members and 9% for safety me mbers, unless REOs agreed to pick up a portion of the employer’s cost. In response to The Great Recession our REOs agreed to pick up a portion of the employer’s normal cost (1% for miscellaneous members and 3% for safety members).

For PEPRA members the cost sharing of the normal cost as well as the benefit changes has resulted in a reduced financial burden for the City. As Classic members continue to transition to retirement, PEPRA employees have become a larger portion of the City’s workforce. The graph below ill ustrates the increase in PEPR A employees over the past five years.
62 FY2022/23 Proposed Budget

CalPERS Discount Rate (earnings assumption)
On December 21, 2016, the CalPERS Board of Administration (Board) voted to lower their earnings assumption from 7.5% to 7.0%. This change was approved by the Board to address the funded status of the retirement system and was based on projected investment return rates over the next dec ade, an overview of CalPERS assets and liabilities, and discussions with stakeholders. This change was phased in over five years from FY2018/19 to FY2020/21.

The reduction plan approved is as follows, with each change phased in over five years:

In addition, in February 2018, CalPERS changed their amortization policy effective June 30, 2019. These changes are summarized below:

 The period over which act uarial gains and losses are amortized will be shortened from 30 years to 20 years. This c hange applies only to new gains/losses established on or after the effective date of the policy change.  Amortization payments for the UAL bases will be computed to remain a level dollar amount throughout the amortization period. This change applies only to new UAL bases established on or after the effective date of the policy change.  The five-year ramp-up and ramp-down on UAL bases attributable to assumption changes and non-investment gains/losses established on or after the effective date of the policy change will be removed.
 The five-year ramp-down on investment gains/losses established on or after the effective date of the policy change will be removed.

In July 2021, in accordance with the CalPERS Funding Risk Mitigation Policy (Policy) approved by the Board in 2015, the discount rate was lowered from 7.0% to 6.8% following a 21.3% FY2020/21 fiscal year retu rn. Under the Policy, when CalPERS achieves a double-digit return on investments, a reduction in the discount rate is triggered.

The combined impact of all these changes was an increase in employer rates. These increases in costs are included as part of the five-year forecast.

General Liability, Auto Liability, and Workers’ Compensation The City contracts with Bickmore Risk Services (Bickmore) to develop an actuarial estimate which establishes the appropriate amount to budget for claim costs for the coming fiscal year as well as the program ’s liability for outstanding claims. Bickmore utilizes historical city loss data to forecast the upcoming fiscal year’s cost of claims and expenses and the city utilizes the actuary’s forecast at the recommended 80% confidence level when budgeting for claim costs and expenses. This means that the calculated PERS Type
Approved
FY2017/18
Approved
FY2018/19
Approved
FY2019/20
Approved
FY2020/21
Approved
FY2021/22
Proposed
FY2022/23
Classic 76% 69% 67% 61% 56% 52%
PEPRA 24% 31% 33% 39% 44% 48%
63 FY2022/23 Proposed Budget

amounts should be sufficient 80% of the time to cover the fiscal year’s costs for the Workers’ Compensation and General Liabili ty and Auto Liability (GL&AL) Funds.

Consistent with Council’s adopted policy to maintain this funding level, the General Fund contribution to the GL&AL Fund was in creased from $27.75 milli on in FY2021/22 to $29.03 million, or 5%, in FY 2022/23. Insurance premiums increased in recent years, primarily excess liability premiums, and public entities will continue to experience a difficult insurance market in FY2022/23. A deterioration in loss experience and fewer insurance carriers willing to write public entity business are driving a tightening insurance market. Since FY2011/12, the City experienced increases in large liability losses, which is also contributing to an increase in insu rance premiums. Property insurance rates are also increasing due to years of catastrophic events such as the wildfires in California.

Workers’ Compensation claims cost decreases were driven by favorable loss development in recent years as large older claims have fallen out of the five-year loss run corridor. The General Fund contribution to the Workers’ Compensation Fund decreased from $13.9 million in FY2021/22 to $12.35 million (-11%) in FY2022/23.

The graph below details the general liability, auto liability and workers’ compensation cost allocations for the General Fund over the past five fiscal years.

On February 11, 2021, Public Risk Innovation, Solutions, and Management (PRISM), the member directed risk sharing pool where the City currently purchases excess liability and workers’ compensation insurance, published a letter regarding the st ate of the liability market. The excess liability insurance market for public entities continues to tighten nationwide driven by increases in plaintiff demands, rising jury verdicts and liability settlements. For example, the frequency of cl aims of $1 million or higher has more than doubled in the last five years. Additionally, there are many recent jury verdicts or settlements against California public entities in excess of $10 milli on. The number of reinsurers writing public entity business in California had been reduced to about one third of what it was in 2015, resulting in fewer options for excess insurance and higher premiums. Concerns regarding potential exposure to lo ss, that may have been less 64 FY2022/23 Proposed Budget

concerning until recently, will likely yield co verage restrictions, new exclusions, and/or reduction in limits.

In recent years, the Workers’ Compensation Fund accumulated a large balance while the GL&AL Fund accumulated a large deficit. Both funds are combined for financial reporting purposes and are referred to as the Risk Fund. Bickmore, the actuarial firm hired by the City to provide actuarial reports on both funds recommends rebalancing the two funds while keeping a sufficient balance in each fund. Additionally, this is a provision of the City’s Risk Management Funding and Reserve Policy. Funds will be transferred from the Workers’ Compensation Fund in the amount of $27.3 million to the GL&AL Fund (6502) leaving a balance of $9.3 million in each fund . This will equalize the confidence level of each program without bringing the Workers’ Compensation Fund below the targeted 80% confidence level. This will be a transfer of balance sheet assets so no budgetary action is included in the FY2022/23 Proposed Budget.

Measure U Programming and Forecast - $135 million
Voter approval of the City of Sacramento Essential Se rvices Protection Measure (Measure U) in November 2018 authorized the extension and expansion of the City’s Measure U Transaction and Use Tax from a half-cent to a full cent effective April 1, 2019, which can be used for any general government purpose. This one-cent tax is charged on each dollar of taxable sales of goods purchased from retailers within the City of Sacramento, and on the taxable storage, us e, or consumption of goods purchased outside of the City and delivered to a location within the City. Measure U is projected to generate approximately $135.8 million in revenues for FY2022/23.

The G/MU Funds were presented separately in prior fiscal year financial forecasts.

However, in FY2019/20, the Council directed staff to combine the two funds (G/MU) and present them in a single forecast. While the Measure U Fund is included in the G/MU five- year forecast, the following forecast is included to provide additional transparency and details on the revenue estimates and budget ed expenditures. The Measure U Fund is projecting a deficit at the end of FY2022/23 as the growth in expenditures for ongoing programs, especially labor costs and service and supplies, is higher than revenue growth due to the pandemic.

As presented, the Measure U Fund provides $135 million for ongoing programs and services for Affordable Housing, Arts/C reative Edge, Climate Action, Community Investment, Community Response, Homele ssness, Inclusive Economic Development, Public Safety, and Youth. Detailed informa tion on each program is included in the department sections.
65 FY2022/23 Proposed Budget

Revenues and Expenditures in ($ in 000s)
FY2022/23
FTE
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
REVENUES 135,769 139,735 137,856 142,649 147,135

EXPENDITURES
Affordable Housing
Operations 21.00 1,944 2,007 2,061 2,083 2,127 Multi-Year Operating Projects 1,200 1,200 1,200 1,200 1,200 Affordable Housing Subtotal 21.00 3,144 3,207 3,261 3,283 3,327 Arts/Creative Edge
Operations 17.95 4,115 4,187 4,253 4,297 4,408 Multi-Year Operating Projects 114 114 114 114 114 Arts/Creative Edge Subtotal 17.95 4,229 4,301 4,367 4,411 4,522 Climate Action
Operations 2.00 331 340 348 352 360 Multi-Year Operating Projects 300 300 300 300 300 Climate Action Subtotal 2.00 631 640 648 652 660 Community Investment
Operations 184.57 19,256 19,594 19,972 21,605 21,039 Multi-Year Operating Projects 3,773 3,773 3,773 3,773 3,773 Capital Improvements 2,600 2,700 2,700 2,700 2,700 Community Investment Subtotal 184.57 25,629 26,066 26,445 28,078 27,511 Comm
unity Response
Operations 123.00 14,039 14,478 14,826 14,890 15,159 Multi-Year Operating Projects 10,147 10,192 10,238 10,284 10,331 Community Response Subtotal 123.00 24,187 24,670 25,063 25,174 25,490 Homelessness
Operations 6.00 846 869 891 903 923 Multi-Year Operating Projects 2,146 2,146 2,146 2,146 2,146 Homelessness Subtotal 6.00 2,992 3,015 3,037 3,049 3,069 Inclusive Economic Development
Operations 33.00 6,833 7,494 7,642 7,736 7,870 Multi-Year Operating Projects 750 750 750 750 750 Inclusive Economic Development Subtotal 33.00 7,583 8,244 8,392 8,486 8,620 Library
Operations - 14,272 14,272 14,772 15,272 15,872 Multi-Year Operating Projects 400 400 400 400 400 Library Subtotal - 14,672 14,672 15,172 15,672 16,272 Public Safety
Community Development
Operations 14.00 1,508 1,592 1,635 1,897 1,639 Community Development Subtotal 14.00 1,508 1,592 1,635 1,897 1,639 Fire
Operations 18.00 9,903 9,939 10,128 10,305 10,497 Fire Subtotal 18.00 9,903 9,939 10,128 10,305 10,497 Police
Operations 63.50 5,730 5,881 6,021 6,112 6,239 Police Subtotal 63.50 5,730 5,881 6,021 6,112 6,239 Youth Parks & Community Enrichment (YPCE)
Operations 13.00 1,612 1,618 1,621 1,644 1,838 YPCE Subtotal 13.00 1,612 1,618 1,621 1,644 1,838 Public Safety Subtotal 108.50 18,753 19,030 19,405 19,957 20,213 Youth
Operations 367.62 23,875 24,407 24,962 25,287 26,293 Multi-Year Operating Projects 4,562 4,557 4,553 4,549 4,544 Capital Improvements - - - - - Youth Subtotal 367.62 28,437 28,964 29,515 29,835 30,837 Miscellaneous
Operations - 4,557 4,575 4,301 4,077 3,896 Multi-Year Operating Projects 225 225 225 225 225 Miscellaneous Subtotal - 4,781 4,799 4,526 4,302 4,121 Total Expenditures 863.64 135,037 137,608 139,831 142,899 144,642 Economic Uncertainty Reserve (EUR) Contribution (0.5% of Expenses) 675 688 699 714 723 Net Resources (revenues less expenditures) 57 1,439 (2,674) (964) 1,770 Other Sources/Uses
Release of FY2021/22 Midyear Reserves 1,971 10,000 - - - Homeless Services Resources (HHAP) 13,847 - - - - Homeless Funding Gap (22,120) (40,155) (41,856) (42,902) (43,974) Estimated Labor Contract Costs (832) (849) (866) (883) (901) Revised Forecast 863.64 (7,077)$ (29,566)$ (45,396)$ (44,750)$ (43,106)$ FY2022/23 Measure U Programming
66 FY2022/23 Proposed Budget

Summary of Measure U Programs:

Affordable Housing – $3.1 million, 21.0 FTE
 Resources for Specific Plans, Long Range Planning, and Zoning services in the Community Development Department and the City Manager’s Office to focus on planning and zoning a citywide housing policy and opportunities to promote development of additional housing.

Arts/Creative Edge – $4.2 million, 17.95 FTE
 Resources for nonprofit arts and cultural organizations through the Cultural Arts Award Program and for City pr ograms that promote cult ural and creative life including the City’s Film office, Arts and Culture, History, Crocker Art Museum, and Creative Economy and Grants.

Climate Action – $631,000, 2.00 FTE
 Resources for sustainability and cost -saving energy programs to reduce the City's greenhouse gas emissions as required by State law and staff for the City’s Climate Action Initiatives Office.

Community Investment - $25.6 million, 184.57 FTE
 Resources for the Utility Rate Assistance Program, Facility Reinvestment and Americans with Disabilities Act Comp liance Programs as well as park operations, older adult services, golf admin istration, city cemetery, permitting and events, and fiscal support for the Youth, Parks & Community Enrichment Department.

Community Response - $24.2 million, 123.0 FTE
 Resources for the Office of Community Response to provide an alternative response to homelessness model; and additional resources to address illegal dumping, neighborhood code compliance, public safety accountability, animal shelter, and the Sacramento City 311 Call Center activity.

Homelessness - $3.0 million, 6.0 FTE
 Resources for the Department of Community Response to coordinate with various Federal, State, local, nonpr ofit, and faith-based entities to end homelessness.

Inclusive Economic Development - $7.6 million, 33.0 FTE  Resources for the Thousand Strong Progr am, Community Programs, and City departments that promote inclusive economic and community development such as Community Engagement, Community Investment, Economic Development, Office of Diversity and Equity, and Railyards and Riverfront.

Library - $14.7 million
 Resources for the City’s twelve libraries.

67 FY2022/23 Proposed Budget

Public Safety - $18.8 million, 108.50 FTE
 Resources to staff the Hiring Pipeline in Police and the Diversity Outreach Recruitment Program in the Fire Depar tment, park safety services, and animal enforcement and field services.

Youth - $28.4 million, 367.62 FTE
 Resources for programs such as the Fare Free Transit, Y outh Sports Field Permit, Youth Pop-Ups, Gang Prevention, Powerhouse Science Center, and youth priorities. Resources also incl ude the operation of the City’s aquatics, community centers, youth employment, youth enrichment, Camp Sacramento, Fairytale Town, Sacramento Zoo, and recreation programs.

Miscellaneous - $4.8 million
 Resources for the Digital Equity Pr ogram, expanded technology support, and Citywide employee services /benefits costs related to staffing funded by Measure U.

68 FY2022/23 Proposed Budget

Enterprise Funds

Enterprise Funds represent government fac ilities or services t hat are self-supporting through the fees associated with operating that service. Revenues and expenditures are expected to sustain operational needs, ma intenance, and replacement of aging infrastructure, comply with regulatory mandates, and maintain the financial stability of the funds.

The following chart provides an overview of the proposed changes included in the Budget for the Enterprise Funds:

Additional information on each of these initiatives can be found in the related department sections.

Department Description Fund
Net Budget
Change
FTE
Change
Convention and
Cultural Services
The department realigned positions to
streamline service needs for operations and
clients who hold events at the SAFE Credit
Union Convention and Performing Arts District.

Community
Center
24,920 0.75
Public Works Funding to address contractual obligations, position changes, and vehicle purchases.

Solid Waste
and Recycling
- 13.00
Public Works Increase revenues to reflect Council approved rate increase to the Recycling and Solid Waste
User Service Charges.

Solid Waste
and Recycling
- -
Utilities Funding to purchase a Ford Transit for water
conservation efforts and to add a position to
support the cross Connection Control Program.

Water 21,396 1.00
Total Change 46,316$ 14.75
69 FY2022/23 Proposed Budget

Operational descriptions and updat es of each of the City’s Enterprise Funds are shown on the following pages, including a five-year forecast for each fund. The following chart summarizes the status of the Enterprise Funds.

Fund Status
Community
Center
With the ongoing pandemic, the revenues collected for the Community Center Fund are still impacted but are starting to show some growth. The TOT is estimated to be 63% of FY2018/19 actual collections for FY2021/22 and is projected to be about 89% of FY2018/19 actual collections for FY2022/23.

The User Fees collected for events held at the SAFE Credit Union Convention and Performing Arts District is projected to be about 77% of FY2018/19 actual collections for FY2022/23.

Parking A rate increase is not included in the five-year forecast. Although revenue from parking fees collected at City garages continues to stabilize from severe declines during the pandemic, projected revenues for FY2022/23 are still only about 69% of FY2018/19 actual collections. Revenue recovery is expected to continue as the economy recovers and events return to downtown, which will increase the utilization of the garages. The Parking Fund will be closely monitored.

Solid Waste The recently approved three-year rate increase through FY2023/24 is included in the five-year forecast. Organics collection and disposal will be implemented in July 2022, to comply with Senate Bill 1383. The new law targets a 50% reduction in the landfill of organic waste in 2022 and a 75% reduction by 2025.

Storm Drainage Pursuant to Proposition 218, a voter-approved ballot measure is required to increase rates. A ballot initiative to impose a new fee to fund repairs, maintenance, and improvements to the aging stormwater system moved forward to property owners for a vote in March of 2022. Over 52% of the voters approved the new fee, which was approved by Council on April 12, 2022. The revenues and expenditures of the new fee will be managed in a separate fund called the Storm Drainage Property Fee Fund (6021). Due to the timing of the approval, an updated five-year forecast for the Storm Drainage Fund and a new five-year forecast for the Storm Drainage Property Fee Fund were not available. The five-year forecast for the Storm Drainage Fund assumes no rate adjustments and continued use of fund reserves.

Wastewater A rate increase is not included in the five-year forecast. The anticipated revenues will provide sufficient resources to continue critical infrastructure repair and rehabilitation, as well as to ensure compliance with state and federal regulations.

Water A rate increase is not included in the five-year forecast. The anticipated revenues and reserves will provide sufficient resources to continue critical infrastructure repair and rehabilitation, as well as to ensure compliance with state and federal regulations.
70 FY2022/23 Proposed Budget

The following tables provide a snapshot of the five-year forecast for each of the Enterprise Funds. Additional information for each of the forecasts can be found in the following pages.

Community Center Fund
($ in 000s)
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 16,809 18,114 10,551 10,060 13,774 18,770 Revenue 25,785 34,316 41,387 46,827 49,255 50,691 Expenditures 38,110 41,630 41,628 42,863 44,009 45,309 Other Source/(Use) 13,630 (250) (250) (250) (250) (250) Ending Funding Balance 18,114 10,551 10,060 13,774 18,770 23,902 Parking Fund
($ in 000s)
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 2,290 3,579 113 (2,553) (3,846) (4,283) Revenue 13,026 13,766 15,900 17,444 18,350 18,560 Expenditures 17,917 17,232 18,566 18,737 18,787 19,145 Other Source/(Use) 6,180 - - - - - Ending Funding Balance 3,579 113 (2,553) (3,846) (4,283) (4,868) Solid Waste Fund
($ in 000s)
FY2021/22
Estimated
FY2022/
23 Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 30,832 31,620 23,931 22,704 25,982 24,446 Revenue 76,250 86,170 93,474 97,696 98,603 99,518 Expenditures 76,562 93,858 94,701 94,418 100,139 102,252 Other Source/(Use) 1,100 - - - - - Ending Funding Balance 31,620 23,931 22,704 25,982 24,446 21,712 Storm Drainage Fund
($ in 000s)
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 35,082 32,287 32,406 30,567 27,977 23,554 Revenue 40,019 39,319 39,624 39,929 40,022 40,115 Expenditures 42,938 39,200 41,463 42,519 44,444 46,097 Other Source/(Use) 124 - - - - - Ending Funding Balance 32,287 32,406 30,567 27,977 23,554 17,572 Wastewater Fund
($ in 000s)
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Pro
jection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 25,321 26,163 29,212 31,261 32,976 33,431 Revenue 44,246 43,545 43,953 44,572 44,701 44,831 Expenditures 45,993 40,497 41,905 42,856 44,246 45,690 Other Source/(Use) 2,589 - - - - - Ending Funding Balance 26,163 29,212 31,261 32,976 33,431 32,573 Water Fund
($ in 000s)
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
Beginning Fund Balance 119,952 136,710 126,143 111,742 102,651 82,851 Revenue 133,395 136,092 137,028 138,008 138,364 138,724 Expenditures 134,014 146,659 151,429 147,099 158,164 165,338 Other Source/(Use) 17,377 - - - - - Ending Funding Balance 136,710 126,143 111,742 102,651 82,851 56,237 71 FY2022/23 Proposed Budget

Community Center Fund (6010)

The Community Center Fund supports the operations, debt services, and CIPs for the SAFE Credit Union Convention & Performing Arts District, which includes the SAFE Credit Union Convention Center, SAFE Credi t Union Performing Arts Center, and Memorial Auditorium. This fund also provi des support to cultural partners and the General Fund. The operationa l and financial goals for the Community Center Fund include maintaining successful financial performance as an En terprise Fund, optimizing facility utilization through aggressive mark eting, exceeding industry standards for customer service and facility maintenance, stimulating hotel market demand to generate TOT revenues, and offering a premier venue to contribute to the econom ic vitality of the downtown and Sacramento region.

Over two-thirds of fund revenues collected in the Community Center Fund are TOT. For FY2021/22, TOT is estimated to reach 63% of FY2018/19 actual collections. For FY2022/23, TOT is estimated to reach 89% of FY2018/19 actual collections. FY2018/19 is used for comparison as it was the last fiscal year with TOT collections uninterrupted by the pandemic. The estimated growth in FY2022/23 reflects the assumption that the SAFE Credit Union Convention and Performing Arts District facilities will be open to hold events for the entire fiscal year. As mentioned previously, estimated revenues in FY2022/23 are still below pre-pandemic levels. To stabiliz e the Community Center Fund, Council approved one-time General Fund support of $6.7 million as part of the FY2021/22 Midyear Budget Report. It is currently antic ipated that the Community Center Fund will not require additional support.

Additionally, in 1997, to maintain the financia l integrity of the Co mmunity Center Fund, the Council approved a loan of up to $12 million from the Risk Fund, if needed, to offset any year-end deficit. Total borrowing was $10.4 million, including interest. Repayment of the interfund loan began in FY2005/06 and has continued each year. An annual payment of $250,000 is budgeted in FY2021/ 22 with payments continuing in future years. As of the beginning of FY2021/22, there is a remaining balance of approximately $5 million.

72 FY2022/23 Proposed Budget

FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
BEGINNING FUND BALANCE 16,809 18,114 10,551 10,060 13,774 18,770

REVENUES
TOT 18,713 26,445 32,501 37,167 39,432 40,677 Charges, Fees, and/or Services 6,108 6,905 7,924 8,708 8,849 9,009 Interest 64 66 62 52 74 105 Other (Facility Fee) 900 900 900 900 900 900 TOTAL REVENUES 25,785 34,316 41,387 46,827 49,255 50,691

EXPENDITURES
Operating - Employee Services 7,168 9,335 9,802 10,292 10,806 11,347 Operating - Other 9,624 10,413 11,227 11,978 12,660 13,368 Debt Service 19,218 19,222 19,219 19,218 19,218 19,219 Multi-Year Operating Projects - - - - - - Capital Improvements 2,100 2,660 1,380 1,375 1,325 1,375 TOTAL EXPENDITURES 38,110 41,630 41,628 42,863 44,009 45,309 ANNUAL SURPLUS/(DEFICIT) (12,325) (7,314) (241) 3,964 5,246 5,382
Other Source/Use(1) 13,630 (250) (250) (250) (250) (250) ENDING FUND BALANCE 18,114 10,551 10,060 13,774 18,770 23,902 Community Center Fund (Fund 6010)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
(1) Other Sources include General Fund support provided during the FY2021/22 Midyear Budget process and additions to fund balance for prior reduction related to outstanding short-term portion of debt liability. 73 FY2022/23 Proposed Budget

Parking Fund (6004)

The City operates five City- owned parking garages and 12 City-owned surface lots, as well as 40 garages and surface parking lots that are managed for pr ivate owners to increase parking availability for residents and visitors. The Parking Services Division also manages over 60,000 square feet of retail sp ace servicing 19 tenants within the various City parking structures.

Revenue from parking fees colle cted at City garages is projec ted to increase by 6% in FY2022/23 as operations continue to recover from the impacts from the pandemic, which lowered the usage of City-owned parking garages. The projected revenues for FY2022/23 are approximately 69% of FY2018/19 act ual collections. FY2018/19 is used for comparison as it was the last fiscal year with parking fee collections uninterrupted by the pandemic. The City is anticipating an increase of 15% in FY2023/24 and additional growth in subsequent years. However, estimat ed revenues in FY2026/27 are still below pre- pandemic levels. As employers adopt hybrid wo rk models, the decline in usage of City- owned parking garages will continue to impact revenues.

Rental revenue is based on current and antici pated leases of commercial spaces. No increase is anticipated in FY2022/23 as businesses stabilize from the pandemic closures.

Future years of the forecast reflect anticipated recovery based on current leases and the rent relief framework adopted by Council on July 20, 2021 (Resolution No. 2021-0226).

Labor costs are expected to increase 11% over FY2021/22 primarily due to labor savings from vacancies in FY2021/22, while debt service reflects a 6% decrease as debt obligations continue to decline. The forecast includes a 1%-2% change annually for expenses in the future years beginning in FY2023/24. To help stabilize the Parking Fund, Council approved one-time General Fund support of $5.1 million as part of the FY2021/22 Midyear Budget Report. Despite this, the Parki ng Fund is projecting deficits in the five- year forecast. If revenues fail to recover over the next couple of years, the City will need to examine ways to reduce operational costs to meet its required ob ligations, including debt service payments for the Golden 1 C enter. The Parking Fund will be closely monitored.

Funding for anticipated technology upgrades and replacement/upgrades of current infrastructure is included in the CIP. Fu nding for these projects was increased in FY2022/23 to address critical needs.

74 FY2022/23 Proposed Budget

Column1 FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
BEGINNING FUND BALANCE 2,290 3,579 113 (2,553) (3,846) (4,283)

REVENUES
Parking Fees 11,807 12,541 14,420 15,860 16,650 16,815 Administrative Fees 527 424 574 574 574 574 Interest (Operating Funds) 215 300 330 347 364 371 Real Property Rental 477 501 576 663 762 800 TOTAL REVENUES 13,026 13,766 15,900 17,444 18,350 18,560

EXPENDITURES
Operating - Employee Services 4,230 4,675 6,083 6,235 6,391 6,551 Operating - Other 1,175 1,201 1,320 1,557 1,706 1,794 Debt Service 10,976 10,280 10,077 9,781 9,577 9,680 Multi-Year Operating Projects 150 271 321 399 348 355 Capital Improvements 1,386 805 765 765 765 765 TOTAL EXPENDITURES 17,917 17,232 18,566 18,737 18,787 19,145 ANNUAL SURPLUS/(DEFICIT) (4,891) (3,466) (2,666) (1,293) (437) (585)
Other Source/Use(1) 6,180 - - - - - ENDING FUND BALANCE 3,579 113 (2,553) (3,846) (4,283) (4,868) Parking Fund (Fund 6004)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
(1)Other Sources include General Fund support provided during the FY2021/22 Midyear Budget process and additions to fund balance for prior reductions related to outstanding short-term portion of debt liability. 75 FY2022/23 Proposed Budget

Solid Waste Fund (6007)

The revenues in the Solid Waste Fund are generated through user service fees collected for residential solid waste management services. The Recycling and Solid Waste (RSW) Division manages the collection of garbage, c ontainerized organics, and recyclables. In addition to direct solid waste services, the Division provides on-going post-closure monitoring of landfills, street sweeping, hazardous waste di sposal services, and code enforcement services. To meet the state-mandated waste diversion requirements, RSW provides public outreach to educate residents on recycling standards to reduce contamination, encourage co mposting, and proper dispos al of household hazardous waste.

New and changing requirements that are impacting operations include the following:

 The new state organic waste regulatio n, Senate Bill 1383 (SB 1383), went into effect January 1, 2022. The City will b egin containerized organics service for residential customers on July 1, 2022. The regulation adds additional pressure to solid waste and disposal costs becaus e of the need for expanded collection programs and the lack of associated infrastructure.
 The cost of processing recyclables is in creasing substantially because of tightened contamination standards and the increased quality requi rements of acceptable recyclables.
 Ongoing general inflation is increasing the cost of items vital to providing solid waste services such as vehicles, operations and maintenance, fuel, and in-region disposal fees.

The cost of solid waste and recycling operations continue to rise as the State and Federal governments add more stringent regulations. RSW will continue to evaluate opportunities and collaborate with regional solid waste agenc ies to increase efficiencies and reduce costs by implementing timely organizational reroutes, procurement of compressed natural gas vehicles, exploring electric refuse tr uck opportunities, pursuing grant opportunities, and maintaining a robust safety training program.

The following chart provides a five-year fore cast for the Solid Waste Fund and includes the rate adjustments approved by Council on January 25, 2022.

76 FY2022/23 Proposed Budget

Column1
FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
BEGINNING FUND BALANCE 30,832 31,620 23,931 22,704 25,982 24,446

REVENUES
Charges, Fees, and/or Services 75,249 85,105 92,409 96,631 97,538 98,453 Interest 459 750 750 750 750 750 Other (Intergovernmental) 542 315 315 315 315 315 TOTAL REVENUES 76,250 86,170 93,474 97,696 98,603 99,518

EXPENDITURES
Operating - Employee Services 19,025 20,709 21,762 22,632 23,538 24,479 Operating - Other 44,083 54,178 57,361 59,062 61,057 63,135 Debt Service 1,677 1,678 1,678 1,678 1,678 1,678 Multi-Year Operating Projects 9,196 16,445 11,184 9,898 12,718 11,812 Capital Improvements 2,581 848 2,716 1,148 1,148 1,148 TOTAL EXPENDITURES 76,562 93,858 94,701 94,418 100,139 102,252 ANNUAL SURPLUS/(DEFICIT) (312) (7,689) (1,227) 3,278 (1,536) (2,734) Other Source/Use
(1)
1,100 - - - - - ENDING FUND BALANCE 31,620 23,931 22,704 25,982 24,446 21,712 Solid Waste Fund (Fund 6007)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
(1)Other Sources include additions to fund balance for prior reductions related to outstanding short-term portion of debt liability. 77 FY2022/23 Proposed Budget

Storm Drainage Fund (6011)

Revenue generated for the purpose of providing storm drainage services is deposited in the Storm Drainage Fund. Revenues are derived primarily from customer service fees and interest earnings. Storm Drainage Fund re venues fund the cost of storm drainage operations for pumping stations, wet weathe r treatment and storage, collection system maintenance, related engineering services, flood plain management, customer service and billing, education progr ams, water quality monitoring, innovative “green” infrastructure programs, regulatory comp liance, and a capital improvement program.

Fund expenditures are divid ed among operating co sts, debt service, and capital improvement and multi-year operating projects. Challenges facing the Storm Drainage Fund include the following:

 Declining reserves, as the existing re venue is not sufficient to cover current operating expenses.
 Upgrading drainage service to areas outside of the City’s Combined Sewer System (CSS) to meet citywide standards.
 Improving drainage system reliability and contributing to the combined wastewater system repair, rehabilitation, and improvements.  Maintaining state and Federal regul atory compliance, e.g., National Pollution Discharge Elimination System (NPDES), and supporting regional flood control efforts.
 Implementing low impact development standards, green infrastructure, to further minimize urban runoff, conserve water, and preserve resources.  Uncertainty surrounding the COVID- 19 pandemic, and the potential impact on existing revenue.

Revenue collection has not kept pace with storm drainage system costs, and the utility has been historically underfunded. The City has delayed repair and replacement of critical infrastructure to bridge these funding shortfalls. Unlike the water and wastewater utilities, any rate adjustments for the storm drainage utilit y are subject to a citizen vote pursuant to Proposition 218. Storm drainage user charges have not been increased since 1996. A ballot initiative to impose a new fee to fund repairs, maintenance, and improvements to the aging stormwater system mo ved forward to property owners for a vote in March of 2022. Over 52% of the voters approved the new fee, which was approved by Council on April 12, 2022. The revenues and expendit ures of the new fee will be managed in a separate fund called the Storm Drainage Property Fee Fund (6021).

Due to the timing of the approval, an updated five-year forecast for the Storm Drainage Fund and a new five-year fore cast for the Storm Drainage Property Fee Fund were not available. However, both forecasts will be provided for the Approved budget.

The following chart provides a five-year fo recast of the Storm Drainage Fund, which assumes no rate adjustments and continued use of fund reserves.

78 FY2022/23 Proposed Budget

Column1 FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
BEGINNING FUND BALANCE 35,082 32,287 32,406 30,567 27,977 23,554

REVENUES
Charges, Fees, and/or Services 39,560 38,849 39,147 39,445 39,531 39,617 Interest 449 440 446 452 458 464 Other (Intergovernmental) 10 30 31 32 33 34 TOTAL REVENUES 40,019 39,319 39,624 39,929 40,022 40,115

EXPENDITURES
Operating - Employee Services 17,496 17,686 18,570 19,498 20,473 21,497 Operating - Other 16,283 18,641 19,271 19,815 20,296 20,852 Debt Service 235 235 235 233 232 233 Multi-Year Operating Projects 3,240 2,388 2,771 2,723 3,193 3,265 Capital Improvements 5,684 250 616 250 250 250 TOTAL EXPENDITURES 42,938 39,200 41,463 42,519 44,444 46,097 ANNUAL SURPLUS/(DEFICIT) (2,919) 119 (1,839) (2,590) (4,422) (5,982) Other Source/Use
(1) 124 - - - - - ENDING FUND BALANCE 32,287 32,406 30,567 27,977 23,554 17,572 Storm Drainage Fund (Fund 6011)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
(1) Other Sources in FY2021/22 include additions to fund balance for prior reductions related to outstanding short-term portion of debt liability. 79 FY2022/23 Proposed Budget

Wastewater Fund (6006)

Revenue generated for the pur pose of providing wastewater collection service is deposited in the Wastewater Fund. Revenues are derived from customer service fees, recovery of Sacramento Regional County Sa nitation District (SRCSD)-related operation and maintenance costs paid for by the fund, interest earnings, and connection charges.

Wastewater Fund revenues cover the cost of wastewater collection and maintenance, storage and treatment of wet weather combi ned sewage, installation of new services, operation of sanitary pumping stations, re lated engineering services, customer service and billing, and the monitoring of discharge into the wastewater collection system. Fund expenditures are generally divided among operating costs, debt service, capital improvement, and multi-year operating projects.

As the City continues its innovative wa ter quality programs under the Municipal Stormwater National Pollution Dischar ge Elimination Sysytem permit, “green infrastructure” will continue to become mu ch more prominent features. Green infrastructure strives to prevent and reduce stormwater pollution, flooding, and water use through water management practices that more closely mimic the natural water cycle than typical “grey” infrastructure (pipes, pumps , etc.). Green infrastructure, when used in conjunction with grey infrastructure can be both cost effective and more community friendly. Examples of green infrastructure to be implemented will include conjunctive use storage projects, turf replacement progr ams, rain barrels, and enhanced water conservation measures.

The City-operated wastew ater collection system consists of a combined wastewater system and a separated wastewat er system that, together, serve approximately 60% of the City, primarily the northeastern, central, and southern sections of the City. The SRCSD is the wastewater collection system provider for the other areas of the City. While the City is responsible for limited treatment of its comb ined wastewater, it partners with SRCSD to treat the majority of the city’s wastewater. The City provides SRCSD with billing and collection services for properties withi n the service area in which wastewater collection is provided by the City.

The Wastewater Fund presents unique chall enges due to the system’s growth potential and the age and nature of the system’s infrastructure. Issues facing the Wastewater Fund include:

 Compliance with state and Federal r egulations, including state-mandated rehabilitation of the central city. The CSS collects wastewater from homes and businesses, as well as storm water and urban runoff.
 Continued rehabilitation of the City’s separated wastewater service area. A separated wastewater system collects wastewater from homes and businesses and does not collect storm water.
 Incorporating growth of new wastewater services an d the increasing costs for repair and reconstruction of the aging system.

80 FY2022/23 Proposed Budget

 Maintaining the financial st rength of the fund for the purpose of raising sufficient capital to finance rehabilitation of the CSS.
 Continued uncertainty surrounding t he COVID-19 pandemic, and the potential impact on existing revenue.

In the past, combined system projects were partially funded by the Storm Drainage Fund.

However, as the Storm Drainage Fund has become increasingly underfunded the Wastewater Fund has borne more of these costs, increasing pressure on the Wastewater Fund. The following chart provides a five-year forecast for the Wastewater Fund to address anticipated cost increases and meet regulatory requirements.

Column1 FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
BEGINNING FUND BALANCE 25,321 26,163 29,212 31,261 32,976 33,431

REVENUES
Charges, Fees, and/or Services 43,122 42,115 42,652 43,232 43,323 43,414 Interest 324 430 266 269 270 270 Other (Intergovernmental) 800 1,000 1,035 1,071 1,108 1,147 TOTAL REVENUES 44,246 43,545 43,953 44,572 44,701 44,831

EXPENDITURES
Operating - Employee Services 12,488 12,669 13,176 13,571 13,978 14,398 Operating - Other 18,137 18,874 19,472 20,012 20,511 21,027 Debt Service 3,911 3,908 3,499 3,910 3,913 3,911 Multi-Year Operating Projects 4,324 2,890 2,940 2,935 3,416 3,926 Capital Improvements 7,133 2,156 2,818 2,428 2,428 2,428 TOTAL EXPENDITURES 45,993 40,497 41,905 42,856 44,246 45,690 ANNUAL SURPLUS/(DEFICIT) (1,747) 3,049 2,048 1,716 455 (859) Other Source/Use
(1) 2,589 - - - - - ENDING FUND BALANCE 26,163 29,212 31,261 32,976 33,431 32,573 Wastewater Fund (Fund 6006)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
(1) Other Sources in FY2021/22 include additions to fund balance for prior reductions related to outstanding short-term portion of debt liability. 81 FY2022/23 Proposed Budget

Water Fund (6005)

Revenue generated for the purpose of providing water service is deposited in the Water Fund. Revenues are derived from customer fees, interest earnings, development fees, tap sales, and reimbursements from other entities for serv ices provided. Water Fund revenues are structured to cover the costs of providing water service to customers.

Services include water treatment, plant maintenance, water distribution system repair and maintenance, water conservation and education programs, water quality monitoring, related engineering services, customer servic e and billing, the City-County Office of Metropolitan Water Planning, and capital improvements. Fund expenditures are summarized and reflected as operating costs, debt service, multi-year operating projects, and capital improvement costs.

The Water Fund faces significant challenges over the next five years. Key issues for the Water Fund include the following:

 Ongoing replacement and main tenance of aging infrastructure to provide safe and reliable drinking water to the community and meet State and Federal standards.  Maintaining State and Federal regulatory compliance.
 Continued implementation of an aggr essive water conservation program consistent with the Water Forum Agreem ent, integrating actions necessary for providing a regional solution to water shortages, environmental damage, and groundwater contamination.
 Support of regional, long- term water supply planning.  Development of wholesale and wheeli ng agreements in supp ort of effective regional water management.
 Meeting future debt service requirem ents related to the rehabilitation and improvement of intake structures and treatment plants.
 Uncertainty regarding long-term impacts of the pandemic on existing revenue.

The chart below provides a five-year foreca st for the Water Fund to address anticipated cost increases and meet regulatory requi rements. It also includes the following assumptions:

 Capital spending reflects continued implementation of the mandated water meter program and ongoing infrastructure repair and rehabilitation.  Pay-go funding will fund needed infrastructure, repair, and rehabilitation projects, and smooth the rate increases required to implement these projects.  Due to the nature of the St ate Revolving Fund loan, debt service payments consist of interest only through FY2021/2022. Estimated debt service payments including principal are estimated to be $10.3 mil lion annually from FY2022/23 through FY2041/42. Proceeds of this loan are reim bursements of actual costs of the 82 FY2022/23 Proposed Budget

project. Accordingly, the Department of Ut ilities is required to fund project costs with the Water Fund until reimbursement has been received.  While prior rate adjustments have hel ped address operational costs, the water meter retrofit program and some level of capital replacement, they have not provided sufficient resources to fund major capital replacement projects.  Costs for items that are vital to the coll ection, purification, and delivery of water, and to meet levels of service, continue to rise. The most significant cost increases are for chemicals, utilities, and replacement and maintenance of water meters.

Column1 FY2021/22
Estimated
FY2022/23
Proposed
FY2023/24
Projection
FY2024/25
Projection
FY2025/26
Projection
FY2026/27
Projection
BEGINNING FUND BALANCE 119,952 136,710 126,143 111,742 102,651 82,851

REVENUES
Charges, Fees, and/or Services 131,605 134,972 135,932 136,896 137,240 137,587 Interest 1,535 865 832 837 839 841 Other (Intergovernmental) 255 255 265 274 285 295 TOTAL REVENUES 133,395 136,092 137,028 138,008 138,364 138,724

EXPENDITURES
Operating - Employee Services 44,753 47,056 49,409 51,879 54,473 57,197 Operating - Other 31,143 35,063 35,809 36,577 37,299 38,048 Debt Service 28,444 34,686 38,086 38,077 35,205 38,057 Multi-Year Operating Projects 6,071 4,113 2,545 2,563 3,186 3,195 Capital Improvements 23,603 25,742 25,580 18,003 28,001 28,841 TOTAL EXPENDITURES 134,014 146,659 151,429 147,099 158,164 165,338 ANNUAL SURPLUS/(DEFICIT) (619) (10,567) (14,401) (9,091) (19,800) (26,614) Othe
r Source/Use(1) 17,377 - - - - - ENDING FUND BALANCE 136,710 126,143 111,742 102,651 82,851 56,237 Water Fund (Fund 6005)
Revenue and Expenditure Five-Year Forecast
Dollars in Thousands
(1) Other Sources in FY2021/22 include additions to fund balance for prior reductions related to outstanding short-term portion of debt liability and interest only payments required by the DWSRF loan not included in the FY2021/22 debt service budget. 83 FY2022/23 Proposed Budget

84 FY2022/23 Proposed Budget

6 SECTION - 6
Budget Schedules
85 FY2022/23 Proposed Budget

86 FY2022/23 Proposed Budget

Schedule 1A
Current Operations – Appropriations by Fund (in 000s)

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Governmental Funds 448,132 441,275 666,956 783,813 706,315 (77,498) General Fund $ 447,366 $ 440,760 $ 549,673 $ 667,664 $ 573,879 $ (93,786) Measure U 765 515 117,283 116,149 132,437 16,288
Subtotal Governmental Funds 448,132 441,275 666,956 783,813 706,315 (77,498) E nterprise F unds 275,882 267,341 318,333 295,998 346,615 50,617 Community Center 35,194 36,353 35,806 29,291 38,970 9,679 Parking 19,350 11,446 17,757 12,075 16,427 4,352
Solid Waste 54,500 56,470 76,376 70,047 93,010 22,963
Storm Drainage 32,577 31,457 37,599 36,587 38,950 2,363 Wastewater 30,978 30,873 38,119 36,732 38,341 1,609
Water 103,284 100,742 112,676 111,266 120,917 9,651
Subtotal Enterprise Funds 275,882 267,341 318,333 295,998 346,615 50,617 Internal Service Funds 93,075 92,525 102,598 106,352 121,477 15,126 Fleet Management 43,960 45,637 52,691 54,472 66,775 12,302 Risk Management 49,115 46,888 49,906 51,879 54,703 2,823 Subtotal Internal Service Funds 93,075 92,525 102,598 106,352 121,477 15,126 Other Governmental Funds 139,219 113,638 108,720 (2,511) 120,983 123,494 4th R Program 4,820 304 3,156 3,186 3,126 (60)
Assessment Reg and SDRIS 11 3 --- -
Cal EPA - 3 --- -
CIP Reimbursable 137 56 - - - -
Citation I-5 Maintenance 38 34 40 40 40 -
Citywide Low Income Housing 4,724 2,453 2,530 2,530 3,100 570 Cultural Services - Other 101 233 149 149 149 -
Debt Service Funds 9,611 8,042 10,070 10,070 10,832 762 Development Services 751 423 2,000 2,000 2,266 266
Downtown Impact Fee - - 25 25 25 -
Downtown Management District 3,239 3,438 3,482 3,482 3,482 - Ethel MacLeod Hart Trust - - 800 800 - (800)
Externally Funded Programs 144 123 - - 19 19
Fairytale Town 29 76 50 50 50 -
Gas Tax 4,759 5,750 10,769 10,120 9,054 (1,066)
Golf 1,076 1,148 339 339 337 (2)
Greenbriar Impact Fee (2,558) 38 - - - -
Innovation and Growth 8,254 20,713 7,135 7,152 8,424 1,272 Jacinto Creek 2 58 - - - -
Land Park 122 167 172 172 172 -
Library Services Parcel Tax 8,231 8,446 8,775 8,775 9,271 496 Landscaping and Lighting 16,369 17,236 18,286 18,225 19,443 1,218 Marina 1,702 1,897 2,043 2,062 2,167 104
Measure A Maintenance 11,929 13,016 11,737 11,737 16,676 4,939 Museum of History, Science, & Tech 21 307 - - - -
North Natomas Financing Plan 10,164 9,164 1,593 3,792 2,429 (1,363) Operating Grants 16 51 - - - -
Other 258 325 102 (112,211) 4,340 116,552
Park Development 1,979 184 428 428 442 14
Private Development 679 97 - - - -
87 FY2022/23 Proposed Budget

Schedule 1A (continued)
Current Operations – Appropriations by Fund (in 000s)

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Other Governmental Funds (continued)
Quimby Act 8 10 10 10 10 -
Railyards Impact Fee - 1,369 25 25 - (25)
Redevelopment Bond Funds 9 - 9 9 9 -
River District Impact Fee ---- 2 5 2 5
Sheraton MOPA Project 297 149 - - - -
SHRA CDBG - - 29 29 29 -
So Natomas Comm Improv - 2 --- -
So Natomas Facility Benefit 26 23 - - - -
Special Districts 18,245 19,860 21,282 20,840 21,813 973 Special Districts - Capital 31,622 (3,928) 50 - - -
Special Program Donations 21 - 318 318 250 (68)
START 618 393 1,303 1,303 1,140 (163)
State Route 160 - 1 --- -
State Route 275 - 2 --- -
Street Tree Fee ----- -
65th Street Area Impact Fee 3 9 5 --- -
Transportation Development Impact Fee 89 59 - - - -
Traffic Safety 462 412 429 429 350 (79)
Greenbriar Traffic Congestion - 5 --- -
NMA Safety, Streets, Ped, Bic ---- 7 7
Water Planning 1,150 1,288 1,534 1,555 1,457 (98)
Willowcreek Fee District - 130 - - - -
Zoo 27 74 50 50 50 -
Subtotal Other Governmental Funds 139,219 113,638 108,720 (2,511) 120,983 123,494 Total $ 956,308 $ 914,779 $ 1,196,607 $ 1,183,652 $ 1,295,391 $ 111,739 88 FY2022/23 Proposed Budget

Schedule 1B
Current Operations – Appropriations by Department (in 000s)

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended Mayor Offices 5,736,956 6,024,969 7,416,393 9,271,244 7,493,893 (1,777,351) Mayor/ Council $ 5,737 $ 6,025 $ 7,416 $ 9,271 $ 7,494 $ (1,777) Subtotal Mayor Offices 5,737 6,025 7,416 9,271 7,494 (1,777) Charter Offices 22,058 23,563 40,824 41,354 45,799 4,446 City Attorney 9,067 9,112 10,999 11,113 11,948 835
City Auditor 1,167 1,288 1,595 1,638 1,715 76
City Clerk 2,346 2,442 3,218 3,397 3,795 398
City Manager 7,669 8,564 22,330 22,458 25,496 3,038
City Treasurer 1,810 2,157 2,682 2,747 2,845 99
Subtotal Charter Offices 22,058 23,563 40,824 41,354 45,799 4,446 Operating Offices 705,695 697,349 968,660 953,381 1,041,486 88,106 Community Development 39,600 33,889 48,775 48,649 52,747 4,098 Community Response - - 13,045 13,045 18,451 5,406
Convention and Cultural Services 14,791 13,417 23,495 23,502 24,241 739 Finance 9,648 10,318 12,463 12,413 13,953 1,540
Fire 129,163 122,745 167,349 167,151 173,173 6,021
Human Resources 51,058 50,844 54,957 56,893 60,151 3,258 Information Technology 20,512 21,396 27,393 27,263 29,442 2,180 Police 135,327 136,153 211,307 207,655 221,708 14,053
Public Works 148,123 151,736 195,219 187,074 228,243 41,169 Utilities 123,053 126,014 157,543 153,209 161,564 8,356 Youth, Parks, and Community Enrichment 34,419 30,838 57,115 56,528 57,813 1,285 Subtotal Operating Offices 705,695 697,349 968,660 953,381 1,041,486 88,106 Othe r Office s 222,818 187,842 179,707 179,647 200,612 20,965 Citywide and Community Support 93,630 95,666 107,913 105,655 122,259 16,604 Debt Service 116,022 116,164 97,829 100,028 104,838 4,811 Non-Appropriated 13,166 (23,988) (26,035) (26,035) (26,485) (450) Subtotal Other Offices 222,818 187,842 179,707 179,647 200,612 20,965 Total $ 956,308 $ 914,779 $ 1,196,607 $ 1,183,652 $ 1,295,391 $ 111,739 89 FY2022/23 Proposed Budget

Schedule 1C
Staffing by Department (in Full-time Equivalents)

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Actuals Actuals Approved Amended Proposed Proposed /Amended Mayor Offices 36.00 37.00 37.00 37.00 37.00 0.00
Mayor/ Council 36.00 37.00 37.00 37.00 37.00 - Subtotal Mayor Offices 36.00 37.00 37.00 37.00 37.00 - Charter Offices 174.00 189.00 175.00 183.00 183.00 - City Auditor 10.00 10.00 10.00 10.00 10.00 - City Manager 72.00 87.00 71.00 73.00 73.00 - City Attorney 59.00 59.00 60.00 62.00 62.00 - City Clerk 19.00 19.00 20.00 24.00 24.00 - City Treasurer 14.00 14.00 14.00 14.00 14.00 - Subtotal Charter Offices 174.00 189.00 175.00 183.00 183.00 - Operating Offices 4,599.06 4,635.75 4,672.15 4,730.73 4,766.44 35.71 Finance 91.00 91.00 92.00 92.00 93.90 1.90 Information Technology 195.50 198.50 200.50 200.50 201.50 1.00 Human Resources 80.00 80.00 79.00 79.00 80.00 1.00 Police 1,099.46 1,097.96 1,102.96 1,126.96 1,126.96 - Fire 711.50 712.50 717.50 717.50 730.50 13.00 Utilities 574.90 569.90 571.90 571.90 572.90 1.00 Public Works 736.35 747.35 749.35 751.15 766.15 15.00 Convention and Cultural Services 116.19 123.50 123.50 123.50 123.00 (0.50) Youth, Parks, and Community Enrichment 704.16 724.54 723.94 720.22 716.53 (3.69) Community Development 290.00 290.50 288.50 308.00 315.00 7.00 Community Response - - 23.00 40.00 40.00 - Subtotal Operating Offices 4,599.06 4,635.75 4,672.15 4,730.73 4,766.44 35.71 Othe r Office s 5.00 7.00 7.00 7.00 7.00 - Citywide and Community Support 5.00 7.00 7.00 7.00 7.00 - Subtotal Other Offices 5.00 7.00 7.00 7.00 7.00 - Total 4,814.06 4,868.75 4,891.15 4,957.73 4,993.44 35.71 90 FY2022/23 Proposed Budget

Schedule 1D
Staffing by Fund (in Full-Time Equivalents)

F Y2019/20 F Y2020/21 F Y2021/22 F Y2021/22 F Y2022/23 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended M ayor/Council 36.00 37.00 32.00 32.00 32.00 -
City Auditor 10.00 10.00 10.00 10.00 10.00 -
City M anager 69.00 85.00 28.00 28.00 28.00 -
City Attorney 59.00 59.00 60.00 62.00 62.00 -
City Clerk 19.00 19.00 20.00 24.00 24.00 -
City Treasurer 14.00 14.00 14.00 14.00 14.00 -
Finance 91.00 91.00 92.00 92.00 93.90 1.90
Information Technology 195.50 198.50 200.50 200.50 201.50 1.00 Human Resources 44.00 44.00 43.00 43.00 44.00 1.00
Police 1,099.46 1,097.96 1,039.46 1,063.46 1,063.46 -
Fire 711.50 712.50 710.50 710.50 712.50 2.00
Public W orks 420.00 425.00 427.00 429.00 431.00 2.00
Convention and Cultural Services 25.20 26.20 5.00 5.00 5.00 - Youth, Parks, and Community Enrichment 553.57 573.95 12.00 12.00 12.00 - Community Development 290.00 290.50 179.00 191.00 196.00 5.00 Citywide and Community Support 1.00 1.00 1.00 1.00 1.00 - Subtotal General Fund 3,638.23 3,684.61 2,873.46 2,917.46 2,930.36 12.90 M ayor/Council - - 5.00 5.00 5.00 -
City M anager - - 41.00 43.00 43.00 -
Police - - 63.50 63.50 63.50 -
Fire - - 7.00 7.00 18.00 11.00
Convention and Cultural Services - - 21.20 21.20 19.95 (1.25) Youth, Parks, and Community Enrichment - - 561.85 558.88 555.19 (3.69) Community Development - - 109.50 117.00 119.00 2.00
Community Response - - 23.00 40.00 40.00 -
Subtotal M easure U Fund - - 832.05 855.58 863.64 8.06
3,638.23 3,684.61 3,705.51 3,773.04 3,794.00 20.96

90.99 97.30 97.30 97.30 98.05 0.75
Convention and Cultural Services 90.99 97.30 97.30 97.30 98.05 0.75

61.25 61.25 61.25 61.25 61.25 -
Public W orks 61.25 61.25 61.25 61.25 61.25 -
165.30 171.30 171.30 171.30 184.30 13.00
Public W orks 165.30 171.30 171.30 171.30 184.30 13.00
114.00 123.18 123.18 123.18 125.36 2.18
Utilities 114.00 123.18 123.18 123.18 125.36 2.18

83.18 94.36 94.36 94.36 94.18 (0.18)
Utilities 83.18 94.36 94.36 94.36 94.18 (0.18)
377.72 352.36 354.36 354.36 353.36 (1.00)
Utilities 377.72 352.36 354.36 354.36 353.36 (1.00)
892.44 899.75 901.75 901.75 916.50 14.75
Governmental Funds
General
M easure U
Subtotal Governmental Funds
Enterprise Funds
Community Center
Par ki n g
Solid Waste
Storm Drainage
Wastewater
Water
Subtotal Enterprise Funds
91 FY2022/23 Proposed Budget

Schedule 1D (continued)
Staffing by Fund (in Full-Time Equivalents)

F Y2019/20 F Y2020/21 F Y2021/22 F Y2021/22 F Y2022/23 More/(Less) Actuals Actuals Approved Amended Proposed Proposed/Amended

83.00 83.00 83.00 83.00 83.00 -
Public W orks 83.00 83.00 83.00 83.00 83.00 -

17.00 17.00 17.00 17.00 17.00 -
Human Resources 17.00 17.00 17.00 17.00 17.00 -

19.00 19.00 19.00 19.00 19.00 -
Human Resources 19.00 19.00 19.00 19.00 19.00 -
119.00 119.00 119.00 119.00 119.00 -
134.35 134.35 133.85 133.10 133.10 -
Youth, Parks, and Community Enrichment 134.35 134.35 133.85 133.10 133.10 -

4.00 6.00 6.00 6.00 6.00 -
Citywide and Community Support 4.00 6.00 6.00 6.00 6.00 -

3.00 2.00 2.00 2.00 2.00 -
City M anager 3.00 2.00 2.00 2.00 2.00 -

6.80 6.80 6.80 6.60 6.60 -
Public W orks 6.80 6.80 6.80 6.60 6.60 -

16.24 16.24 16.24 16.24 16.24 -
Youth, Parks, and Community Enrichment 16.24 16.24 16.24 16.24 16.24 - 164.39 165.39 164.89 163.94 163.94 -
Total 4,814.06 4,868.75 4,891.15 4,957.73 4,993.44 35.71 Internal Service Funds
Fleet M anagement
Risk M anagement Fund
Workers' Compensation Fund
Subtotal Internal Service Funds
Other Government Funds
Subtotal Other Governmental Funds
4th R Program
Cty /Cnty Office-Water Planning
Innovation and Growth
Ma r i n a
START
92 FY2022/23 Proposed Budget

Schedule 1E
Current Operations – Staffing and Appropriations by Department (in 000s)

Proposed Proposed Total
FY2022/23 FY2022/23 Operating
Total FTE Ope rating MYOP * Budge t
Mayor Offices 37 7,488,943 4,950 7,493,893
Mayor/ Council 37.00 $ 7,489 $ 5 $ 7,494 Subtotal Mayor Offices 37.00 7,489 5 7,494
Charter Offices 183.00 34,701 11,099 45,799
City Auditor 10.00 1,715 - 1,715
City Manager 73.00 14,401 11,095 25,496
City Attorney 62.00 11,948 - 11,948
City Clerk 24.00 3,795 1 3,795
City Treasurer 14.00 2,842 3 2,845
Subtotal Charter Offices 183.00 34,701 11,099 45,799
Ope rating Office s 4,766.44 983,301 58,185 1,041,486
Finance 93.90 12,903 1,050 13,953
Information Technology 201.50 28,982 460 29,442
Human Resources 80.00 59,938 213 60,151
Police 1,126.96 215,354 6,353 221,708
Fire 730.50 172,398 775 173,173
Utilities 572.90 152,174 9,390 161,564
Public Works 766.15 206,218 22,026 228,243
Convention and Cultural Services 123.00 24,127 114 24,241 Youth, Parks, and Community Enrichment 716.53 56,732 1,081 57,813 Community Development 315.00 48,760 3,987 52,747
Community Response 40.00 5,716 12,735 18,451
Subtotal Operating Offices 4,766.44 983,301 58,185 1,041,486 Othe r Offices 7.00 190,329 10,283 200,612
Debt Service - 104,838 - 104,838
Citywide and Community Support 7.00 111,976 10,283 122,259 Non-Appropriated - (26,485) - (26,485)
Subtotal Other Offices 7.00 190,329 10,283 200,612
Total 4,993.44 $ 1,215,820 $ 79,571 $ 1,295,391 *See schedule 9 for Multi-Year Operating Projects (MYOPs) included in the Department Budget charts. 93 FY2022/23 Proposed Budget

Schedule 2A
Summary of Revenues, Appropriations, & Changes in Fund Balance (in 000s)

* Net Total excludes Internal Service Funds (ISF).
** Governmental Funds reflect General, and Measure U Funds combined.

Governmental* * E nterprise Service Other Gov't Gross N et* Funds Funds Funds Funds Total Total
Current Resources
Revenues 740,864 353,208 121,452 137,288 1,352,813 1,231,360 Taxes $ 575,687 $ 26,442 $ - $ 32,505 $ 634,634 $ 634,634 Licenses and Permits 32,848 110 - 5,825 38,783 38,783
Fines, Forfeitures, and Penalties 7,082 3 - 350 7,435 7,435 Interest, Rents, and
Concessions 2,854 3,959 1,828 8,452 17,093 15,265
Intergovernmental 15,205 2,214 - 29,290 46,709 46,709
Charges, Fees, and Services 67,309 319,615 8,759 60,524 456,206 447,448 Contributions from Other Funds 38,830 - - - 38,830 38,830 Miscellaneous Revenue 1,049 866 110,866 343 113,123 2,258 Total Current Resources 740, 864 353,208 121,452 137,288 1,352,813 1,231,360 Current Requirements
Current Operations
Employee Services 604,565 112,130 14,323 4,285 735,303 720,980 Other Services and Supplies 164,823 87,705 66,310 30,812 349,650 283,340 City Property 3,417 2,219 33,187 215 39,038 5,852
Multi-Year Operating Projects 34,682 26,106 305 18,479 79,571 79,266 City Debt Service 17,095 70,008 46 17,689 104,838 104,793 Transfers (2,112) 1,741 164 207 - (164)
Labor and Supply Offset (123,725) 15,718 7,144 50,024 (50,839) (57,983) Contingency 2,000 - - - 2,000 2,000
Operating Transfers 5,570 30,987 - (727) 35,830 35,830
Subtotal Current Operations 706,315 346,615 121,477 120,983 1,295,391 1,173,914 Capital Improvements 18,080 32,460 202 70,090 120,833 120,631 Total Current Requirements 724,395 379,076 121,680 191,073 1,416,224 1,294,544 Other Fund Sources (Uses) (14,708) (250) 299 38,007 23,348 23,049 Total Surplus (Deficit) 1,760 (26,117) 71 (15,778) (40,064) (40,135) Beginning Fund Balance 4,761 248,473 403 196,228 449,865 449,462 E nding Fund Balance $ 6, 520 $ 222,356 $ 474 $ 180,450 $ 409,801 $ 409,326 94 FY2022/23 Proposed Budget

Schedule 2B
Detail of Revenues, Appropriations, and Changes in Fund Balance (in 000s)

R esources
Other
Total Current Sources Surplus /
Revenues Operations CIP Total (Uses) (Deficit) Beginning E nding Governmental Funds
General Fund $ 605,095 $ 573,879 $ 15,480 $ 589,359 $ (6,900) $ 8,836 $ 128 $ 8,965 Measure U 135,769 132,437 2,600 135,037 (7,809) (7,077) 4,632 (2,444) Subtotal Governmental Funds 740,864 706,315 18,080 724,395 (14,708) 1,760 4,761 6,520 En t e r p r is e Fu n d s
Community Center 34,316 38,970 2,660 41,630 (250) (7,563) 18,114 10,551 Parking 13,766 16,427 805 17,232 - (3,466) 3,579 113
Solid Waste 86,170 93,010 848 93,858 - (7,689) 31,620 23,931 Storm Drainage 39,319 38,950 250 39,200 - 119 32,287 32,406 Wastewater 43,545 38,341 2,156 40,497 - 3,049 26,163 29,212 Water 136,092 120,917 25,742 146,659 - (10,567) 136,710 126,143 Subtotal Enterprise Funds 353,208 346,615 32,460 379,076 (250) (26,117) 248,473 222,356 Internal Service Funds
Fleet Management 67,048 66,775 202 66,977 - 71 403 474
Risk Management 54,404 54,703 - 54,703 299 - - -
Subtotal Internal Service Funds 121,452 121,477 202 121,680 299 71 403 474 Other Governmental Funds
4th R Program 3,156 3,126 - 3,126 - 30 1,606 1,636
Art In Public Places Projects - - - - - - 66 66
Assessment Reg and SDRIS - - - - - - 168 168
Cal EPA 113 - - - - 113 1,102 1,215
CIP Reimbursable - - 21 21 21 - - -
al Improv. Revenue Bonds - - - - - - 96 96
Citation I-5 Maintenance - 40 - 40 - (40) 699 659
Cityw ide Low Income Housing 3,100 3,100 - 3,100 - - 739 739 Cultural Services - Other 155 149 - 149 - 6 955 961
Debt Service Funds 10,076 10,832 - 10,832 756 - 2,265 2,265 Development Services 3,817 2,266 1,551 3,817 - - - -
Dow ntow n Impact Fee - 25 - 25 - (25) 950 925
Dow ntow n Management District 3,482 3,482 - 3,482 - - 184 184 Ethel MacLeod Hart Trust - - - - - - 1,986 1,986
Externally Funded Programs 19 19 - 19 - - - -
Fair Share Contributions - - - - - - 5,947 5,947
Fairytale Tow n 50 50 - 50 - - 4 4
Federal Capital Grant - - 31,649 31,649 31,649 - - -
Florin Road Storm and San - - - - - - 5 5
Gas Tax 12,754 9,054 5,096 14,150 - (1,396) 6,608 5,212 Golf 816 337 - 337 - 479 (4,603) (4,124)
Greenbriar Impact Fee - - - - - - (674) (674)
Innovation and Grow th 11,185 8,424 - 8,424 - 2,761 1,252 4,013 Jacinto Creek - - - - - - 1,728 1,728
Land Park 23 172 - 172 - (149) 220 71
Library Services Parcel Tax 9,271 9,271 - 9,271 - - - - Landscaping and Lighting 19,336 19,443 665 20,108 - (772) 4,500 3,728 Major Street Construction 1,500 - 1,400 1,400 - 100 6,890 6,990 Marcy Friedman ESC APP - - - - - - 12 12
Marina 1,678 2,167 100 2,267 - (589) 1,112 523
Requirements Fund Balance
95 FY2022/23 Proposed Budget

Schedule 2B (continued)
Detail of Revenues, Appropriations, and Changes in Fund Balance (in 000s)

R esources
Other
Total Current Sources Surplus /
Revenues Operations CIP Total (Uses) (Deficit) Beginning E nding Measure A Maintenance 15,658 16,676 385 17,061 - (1,403) 4,487 3,084 North Natomas Financing Plan - 2,429 12 2,441 - (2,441) 28,562 26,122 Other - 4,340 - 4,340 - (4,340) 24,588 20,248
Other Capital Grants - - 5,581 5,581 5,581 - - -
Park Development 766 442 2,675 3,117 - (2,351) 19,356 17,005 Quimby Act 100 10 - 10 - 90 1,796 1,886
Railyards Impact Fee 50 - - - - 50 2,346 2,396
Redevelopment Bond Funds - 9 - 9 - (9) 4,093 4,084
River District Impact Fee - 25 - 25 - (25) 802 777
SHRA CDBG 29 29 - 29 - - - -
So Natomas Comm Improv 473 - - - - 473 24 496
So Natomas Facility Benefit - - - - - - 4,569 4,569
So Natomas I-5 Developer Impr - - - - - - 617 617
Special Districts 21,609 21,813 - 21,813 - (204) 8,275 8,071 Special Districts - Capital - - 564 564 - (564) 1,771 1,207 Special Program Donations 250 250 - 250 - - - -
START 658 1,140 - 1,140 - (482) 63 (419)
I-5 Subregional Corridor Mitig - - - - - - 148 148
Street Cut 25 - 25 25 - - - -
Transportation Development 400 - 400 400 - - 18 18
65th Street Area Impact Fee - - - - - - 118 118
Transportation Development Impact Fee 1,000 - 1,000 1,000 - - 4,771 4,771 Traffic Safety 350 350 - 350 - - - -
Transportation System Management - - 14 14 - (14) 14 -
Tree Planting Replacement 120 - 120 120 - - - -
Road Maint and Rehabilitation 10,109 - 11,166 11,166 - (1,057) 2,158 1,101 NMA Traffic Control & Safety 1,594 - 1,930 1,930 - (336) 1,119 783 NMA Safety, Streets, Ped, Bic 2,330 7 2,737 2,743 - (413) 1,154 741 Wastew ater Development Fees - - - - - - 5,724 5,724
Water Development Fees - - 3,000 3,000 - (3,000) 35,420 32,420 Water Planning 1,187 1,457 - 1,457 - (270) 744 474
Willow creek Fee District - - - - - - 2,028 2,028
Zoo 50 50 - 50 - - - -
Sunset, Meadow s A/D Maint - - - - - - 145 145
Subtotal Other Governmental Funds 137,288 120,983 70,090 191,073 38,007 (15,778) 188,728 172,950 Total $ 1,352,813 $ 1,295,391 $ 120,833 $ 1,416,224 $ 23,348 $ (40,064) $ 442,365 $ 402,301 Requirements Fund Balance
Other Governmental Funds (continued)
96 FY2022/23 Proposed Budget

Schedule 2C
Summary of Revenues, Expenditures, and Budgeted Fund Balances (in 000s)

*Governmental Funds reflect General, and Measure U Funds combined.

FY2018/19 FY2019/20 FY2020/21 FY2021/22 FY2022/23
Approved Approved Approved Approved Proposed
Gove rnm e ntal Funds *
Revenues $ 530,092 $ 609,072 $ 589,064 $ 665,245 $ 740,864 Total Resources 530,092 609,072 589,064 665,245 740,864 E xpenses
Operations 526,076 579,019 613,750 666,956 706,315
CIP 9,105 23,988 11,280 14,623 18,080
Total R equirements 535,181 603,007 625,030 681,579 724,395 Other Fund Sources (Uses) 11,600 19,990 19,500 15,913 14,708 Beginning Fund Balance 24,537 11,233 17,042 589 4,761
Ending Fund Balance 7,848 37,288 577 168 6,520
E nterprise F unds
Revenues 323,524 336,792 329,402 330,673 353,208
Total Resources 323,524 336,792 329,402 330,673 353,208 E xpenses
Expenses 285,611 303,898 327,060 318,333 346,615
CIP 27,144 17,354 42,810 41,165 32,460
Total R equirements 312,754 321,252 369,870 359,498 379,076 Other Fund Sources (Uses) 1,008 250 2,727 3,071 250
Beginning Fund Balance 127,998 207,997 212,227 239,840 248,473 Ending Fund Balance 137,759 223,287 169,032 207,944 222,356 Internal Service Funds
Revenues 83,276 89,897 100,253 103,762 121,452
Total Resources 83,276 89,897 100,253 103,762 121,452
E xpenses
Expenses 85,124 90,887 100,271 102,598 121,477
CIP 302 202 202 209 202
Total R equirements 85,426 91,089 100,473 102,807 121,680 Other Fund Sources (Uses) 2,279 708 262 1,597 299
Beginning Fund Balance 518 1,432 1,083 2,646 403
Ending Fund Balance 647 948 601 2,005 474
Other Governmental Funds
Revenues 113,994 122,989 126,148 126,393 137,288
Total Resources 113,994 122,989 126,148 126,393 137,288 E xpenses
Expenses 105,380 114,139 120,981 108,720 120,983
CIP 48,132 38,875 68,563 39,534 70,090
Total Requirements 153,512 153,014 189,544 148,254 191,073 Other Fund Sources (Uses) 31,468 15,257 32,845 658 38,007 Beginning Fund Balance 124,721 159,543 163,527 161,403 196,228 Ending Fund Balance $ 116,670 $ 144,775 $ 132,975 $ 138,883 $ 180,450 97 FY2022/23 Proposed Budget

Schedule 3
Contributions to General Fund Support (in 000s)

Cost* In-Lieu In-Lieu Voter Approved
Allocation Property Franchise General
Plan Tax Tax Tax
Fund FY2021/22 FY2022/23 FY2021/22 FY2022/23 FY2021/22 FY2022/23 FY2021/22 FY2022/23 Enterprise Funds
Community Center 1,739 $ 1,908 $ 456$ 456 $ 990$ 1,310$ - - Parking 1,200 1,427 244 244 1,164 1,164 - - Solid Waste 4,596 4,807 ---- 8 ,165 9,343 Storm Drainage 2,850 2,876 ---- 4 ,141 4,232 Wastewater 3,001 2,541 ---- 4 ,576 4,598 Water 6,906 7,267 ---- 1 4,421 14,484 Total Enterprise Funds 20,292 20,826 700 700 2,154 2,474 31,303 32,657

Internal Service Funds
Fleet Management 2,254 2,400 - - - - - - Risk Management 3,205 3,260 - - - - - - Total Internal Service Funds 5,459 5,659 - - - - - - GRA ND TOTA L 25,751$ 26,485$ 700$ 700$ 2,154 $ 2,474$ 31,303$ 32,657$ *COST ALLOCATION PLAN
Most of the City’s centralized services reside in the General Fund. Each year a study is conducted to identify and assign each fund’s fair share of these centralized service costs on a reasonable and consistent manner. Then these charges are incorporated in non-General Fund departments Budget.
98 FY2022/23 Proposed Budget

Schedule 4
Summary of Capital Funding by Funding Source (in 000s)

Fund Description
Budget
Through
2/2022 FY2022/23 FY2023/24 FY2024/25 FY2025/26 FY2026/27 Total
Five -ye ar
Funding
1001 General Fund $ 165,203 $ 15,480 $ 10,140 $ 10,596 $ 10,621 $ 10,621 $ 57,457 1003 ARPA Reinvestment Fund 8,708 ----- -
2001 Sacto Transp.Sales Tax-Cip. 2,126 ----- -
2002 Gas Tax 2016 16,030 5,096 1,671 1,671 1,671 1,671 11,778 2007 Major Street Construction 24,924 1,400 1,400 1,400 1,400 1,400 7,000 2008 Street Cut 184 25 25 25 25 25 126
2012 Transportation System Management 366 1 4 ---- 1 4
2013 Transportation Development 2,061 400 400 400 400 400 2,000 2016 Development Services 17,720 1,551 1,516 1,482 1,449 1,491 7,489 2019 Citation I-5 Improvements 404 ----- -
2020 So Natomas Comm Improv 2,750 ----- -
2021 So Natomas Facility Benefit 220 ----- -
2023 New Measure A Specific Project 13,470 ----- -
2025 New Measure A Construction 3,909 ----- -
2026 New Measure A Maintenance 3,000 385 385 385 385 385 1,925 2028 Prop 1B - Local Street & Road 21 ----- -
2031 Innovation and Growth 665 ----- -
2032 Fair Share Contributions 309 ----- -
2035 Tree Planting Replacement 767 120 120 120 120 120 600 2036 Road Maint and Rehabilitation 21,518 11,166 11,166 11,166 11,166 11,166 55,830 2038 NMA Traffic Control & Safety 6,237 1,930 1,930 1,930 1,930 1,930 9,649 2039 NMA Safety, Streets, Ped, Bic 8,918 2,737 2,737 2,737 2,737 2,737 13,684 2220 Sunset, Meadows A/ D Maint 1,600 ----- -
2230 N Natomas Lands CFD 3 123 ----- -
2232 Landscaping and Lighting 7,122 665 665 665 665 665 3,325 2235 Florin Road Storm and San 90 ----- -
2401 Measure U 46,466 2,600 2,700 2,700 2,700 2,700 13,400 2502 Special Program Donations 91 ----- -
2504 Special Recreation 842 ----- -
2507 Land Park 53 ----- -
2508 Quimby Act 7,589 ----- -
2601 Old Sac Market 30 ----- -
2603 Golf 93 ----- -
2605 Zoo 1 ----- -
2608 Marina 1,043 100 60 60 60 60 340
2609 Marcy Friedman ESC APP 1,000 ----- -
2700 Block Grant/ Housing & Redev 4,846 ----- -
2701 Disaster Relief Act 3 ----- -
2703 Externally Funded Programs 329 ----- -
2801 Cal EPA 809 ----- -
3001 1993 Series B Cop 600 ----- -
3002 2002 Capital Improv. Revenue Bonds 2 ----- -
3003 2003 Capital Improv. Revenue Bonds 21,749 ----- -
3004 2006 CIRB - Tax Exempt 3,677 ----- -
3005 2006 CIRB - Taxable 361 ----- -
3006 2006 CIRBs Ser C Cap Projs 115 ----- -
3008 Willowcreek Fee District 788 ----- -
99 FY2022/23 Proposed Budget

Schedule 4 (continued)
Summary of Capital Funding by Funding Source (in 000s)

Fund Description
Budget
Through
2/2022 FY2022/23 FY2023/24 FY2024/25 FY2025/26 FY2026/27 Total
Five -ye ar
Funding
3201 N. Natomas Financial Plan 171 ----- -
3202 Railyards/ Richards/ Downtown 359 ----- -
3204 Park Development 31,929 2 ,675 ---- 2 ,675
3206 NNFP Public Facilities Fee 107 12 12 12 12 12 58
3210 Downtown Impact Fee 907 ----- -
3215 Transportation Development Impact Fee 4,743 1 ,000 ---- 1 ,000 3311 N Laguna Creek Park CFD 77 ----- -
3314 N Natomas Drng CFD 97-01 418 ----- -
3323 CFD 97-01 Series C 68 ----- -
3328 N Natomas Drng 2005 CFD 97-01 551 ----- -
3333 CFD 97-01 Construction 247 ----- -
3338 Florin Depot Industrial Park - 5 64 ---- 5 64
3701 Sacto Housing & Redev Agency 3,853 ----- -
3702 CIP Reimbursable 20,372 21 21 21 21 21 105
3703 Federal Capital Grant 57,444 31,649 5,382 16,955 - - 53,986 3704 Other Capital Grants 17,989 5 ,581 ---- 5 ,581
3801 2003 Alkali Flat TE 386 ----- -
3802 2006 Army Depot TA 1,479 ----- -
3803 2006 Army Depot TE 715 ----- -
3810 2002 ML Downtown TE 5 ----- -
3811 2005 TAB Downtown CIP TE 27 ----- -
3812 2005 TAB Downtown CIP TA 74 ----- -
3818 2006 River Dist TA 600 ----- -
6001 Water Development Fees 34,654 3,000 1,500 5,400 1,000 1,000 11,900 6004 Parking 37,879 805 765 765 765 765 3,865
6005 Water 105,982 25,742 25,580 18,003 28,001 28,841 126,166 6006 Wastewater 14,078 2,156 2,818 2,428 2,428 2,428 12,257 6007 Recycling and Solid Waste 34,247 848 2,716 1,148 1,148 1,148 7,008 6008 Landfill Closure 5,195 ----- -
6009 Sacramento Marina 874 ----- -
6010 Community Center 17,409 2,660 1,380 1,375 1,325 1,375 8,115 6011 Storm Drainage 19,600 250 616 250 250 250 1,616
6012 4th R Program 653 ----- -
6205 Water Grant Reimbursement 5,254 ----- -
6206 Wastewater Grant Reimbursement 1,000 ----- -
6207 Solid Waste Grant Reimbursement 721 ----- -
6211 Storm Drainage Grant Reimbursement 20 ----- -
6310 Water Revenue Bonds 8,834 ----- -
6311 Water Revenue Bonds Ser. 2017 607 ----- -
6312 Drinking Water SRF Loan 54,443 ----- -
6320 Wastewater Revenue Bonds 482 ----- -
6321 Wastewater Revenue Bonds 2019 6,981 ----- -
6330 2018 TOT Revenue Bonds, Tax Exempt 293,631 ----- - 6331 2018 TOT Revenue Bonds, Taxable 19,860 ----- -
6332 2019 STID Revenue Bonds 53,000 ----- -
6501 Fleet Management 8,664 202 202 202 202 202 1,010
6502 Risk Mgmt 10 ----- -
Total $ 1,265 ,532 $ 120,833 $ 75,905 $ 81,894 $ 70,479 $ 71,411 $ 420,522 100
FY2022/23 Proposed Budget

Schedule 5
Article XIIIB Appropriation Limit Calculation (in 000s)

"GANN" Appropriations Limit
In November 1979, the voters of the State of California approved Proposition 4, commonly known as the "Gann Initiative." The Proposition created Article XIIIB of the State Constitution, placing certain limits on the amount of revenue that can be appropriated each fiscal year. The limit is based on actual appropriations during FY1978/79 (base year) and is recalculated each fiscal year based on certain inflation and population factors. Only those revenues that are considered "proceeds of taxes" are subject to the limit. Proceeds of taxes are, however, allowed to be spent on several types of appropriations that do not count against the limit, including voter approved debt, the costs of complying with court orders and federal mandates, and expenditures for qualified capital outlays. The City is in compliance with Article XIIIB for each of the fiscal years as shown below.

APPROPRIATION LIMIT (Section 1) FY2018/19 FY2019/20 FY2020/21 FY2021/22 FY2022/23 Prior year limit 766,162$ 805,638$ 849,122$ 890,747$ 945,554$ Multiply by:

Change in CPI or Per Capita Personal Income 1.0367 1.0385 1.0373 1.0573 1.0573 Change in Population 1.0143 1.0149 1.0113 1.0040 1.0040 Total Appropriation Limit 805,638$ 849,122 $ 890,747$ 945,554$ 1,003,733$ PROCEEDS OF TAXES (Section 2)
Total governmental revenue 644,086$ 731,951$ 715,212$ 791,638$ 878,152$ Add taxes in enterprise funds:

Transient Occupancy Tax 25,948 28,433 12,589 18,628 26,359 Add user fees in excess of cost: - - - - - Deduct:

Non-proceeds of tax revenue (251,415) (256,436) (265,669) (251,937) (267,758) General obligation debt service - - - - - Qualified capital outlay (18,544) (12,005) (6,962) (7,793) (15,629) Total Proceeds of Taxes 400,075$ 491,943 $ 455,170$ 550,536$ 621,124$ APPROPRIATIONS SUBJECT TO LIMIT (Section 3)
Total Governmental Funds:

Operating appropriations 631,456$ 693,158$ 734,731$ 775,676$ 827,298$ CIP appropriations 57,237 62,863 79,843 54,157 88,170 Add:

Enterprise fund tax appropriation 25,948 28,433 12,589 18,628 26,359 User fees in excess of cost - - - - - Current proceeds of taxes
appropriated to reserves 20,535 38,590 7,385 7,922 20,702 Deduct:

Non-proceeds of tax revenue (251,415) (256,436) (265,669) (251,937) (267,758) General obligation debt service - - - - - Qualified capital outlay (18,544) (12,005) (6,962) (7,793) (15,629) Total Appropriations Subject to Limit 465,217$ 554,603 $ 561,917$ 596,653$ 679,142$ 101
FY2022/23 Proposed Budget

Schedule 6
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
Governmental Funds
Taxes
Property Taxes - Current Secured $116,680 $124,894 $129,339 $129,339 $137,099 Property Taxes - Current Unsecured 4,443 4,669 3,669 3,669 4,220 Property Taxes - In Lieu VLF 48,458 51,809 53,363 54,619 57,896 Property Taxes - Prior Secured 1,073 1,231 1,009 1,009 1,070 Property Taxes - Prior Unsecured 56 94 38 38 40
Property Taxes - Redevelopment Passthrough 2,532 2,584 1,821 1,821 1,885 Property Taxes - Supplemental 2,855 2,974 1,823 1,823 2,734 Subtotal Property Taxes 176,097 188,256 191,062 192,318 204,944 Business Operations Taxes (BOT) 9,142 8,527 7,509 7,509 8,523 Cannabis Business Operations Tax (CBOT) 14,858 25,395 20,651 21,448 23,592 General Sales and Use Taxes 188,866 209,734 205,212 223,201 244,235 Property Taxes - Resident Development 1,096 1,059 368 368 349 Public Safety Sales Tax 6,002 6,437 5,640 5,640 6,430
Real Property Transfer Taxes 14,245 15,544 12,659 16,659 16,659 Transient Occupancy Tax 4,222 2,924 3,743 4,458 5,289
Transient Occupancy Tax - Prior 39 168 - - -
Utility Users Tax - Current 60,007 62,089 61,594 63,000 65,665 U tility U sers Tax - P rior 32 75 - - -
Subtotal Other Taxes 298,509 331,953 317,376 342,283 370,743 Total Taxes 474,607 520,209 508,438 534,601 575,687
Licenses and Permits
Alley Parking Permit 36 31 - - -
A lley Par king Per mits 2 - 7 7 7
Animal Licenses 494 347 520 520 520
Building Trades Certification - - 1 1 1
Burglar Alarm Permits 965 1,064 1,000 1,000 1,000
Business Permits and Licenses 397 364 353 353 353
Cellular Revocable Permits 1,621 880 1,482 1,482 1,500
Construction Permits 10,944 13,074 11,716 11,977 12,732 Dance Permits 20 28 10 10 10
Emergency Permits 77777
Excavation Permits 534 52 52 52 5
Firearms Dealer Permits - - - - -
Home Occupation Permits 197 228 156 156 156
Marijuana Cultivation Permit 685 1,160 1,360 1,360 1,558 Marijuana Delivery Permit 188 590 535 535 484
Marijuana Dispensary Permit 596 625 624 624 624
Marijuana Manufacturing Permit 183 185 234 234 280
Marijuana Other Business Permit 260 583 425 425 666
Miscellaneous Licenses and Permits 8 4 - - -
Neighborhood Responsibility 1,861 3,393 - - -
On-Site Plan Review Permit 50 55 87 87 87
Plan Check Fees 8,762 7,579 8,656 8,711 9,155
Public Works Review 43 7 - 0 0
Sign and Billboard Permit 63 39 63 63 63
Sign and Billboard Permits 285 72 240 240 240
Special Event Permits 282 53 122 122 122
Special Use Permits 2,135 2,416 2,962 2,962 3,177
Street Vendor Permits 29 21555
Taxi Permits 32 20 32 32 32
Tow ing Vehicle Permits 33 32 45 45 45
Tree Fee 1 1---
Subtotal Licenses and Permits 30,229 32,898 30,666 30,983 32,848 102
FY2022/23 Proposed Budget

Schedule 6
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
Governmental Funds (continued)
F ines, F orfeitures, and Penalties
Delinquency Charges 91 156 - - -
Fines and Penalties 12,849 7,440 7,029 7,029 7,082
Transient Occupancy Tax - Penalty 1 - - - -
Subtotal Fines, Forfeitures, and Penalties 12,759 7,284 7,029 7,029 7,082 Interest, R ents, and Concessions
Interest on Investments 3,249 1,807 2,500 2,500 2,500
Interest on Receivables 325 136 125 125 125
Real Property Rental 372 455 229 229 229
Subtotal Interest, Rents, and Concessions 3,946 2,398 2,854 2,854 2,854 Intergovernmental
Fire District Reimbursement 4,521 7,226 4,870 5,870 5,870 Miscellaneous Governmental Revenue 4,618 5,217 3,545 3,545 3,545 Miscellaneous Other Federal 4,646 5,121 1,210 1,210 1,210 Other Agency Payments 1,488 2,388 1,232 1,232 1,232
Other Agency Training Reimbursement 10 4 - - -
Other County Payments 408 369 425 425 425
Other Recoveries 186 371 130 130 130
Other State Payments 1,612 2,118 76 76 76
P.O.S.T. Reimbursement 73 96 167 167 167
Planning Technology Fee - 1 - - -
Redevelopment Agency Services 488 256 680 680 680
Sacramento County Support - Metro Arts 436 43 - - -
Sacramento County Support - Museums 459 459 459 459 459 State Homeow ners Property Tax 1,095 936 1,200 1,200 1,200 State Mandated Reimbursement SB 90 283 332 212 212 212
State Motor Vehicle In Lieu Tax 402 375 - - -
Subtotal Intergovernmental 20,724 25,311 14,205 15,205 15,205 Charges, F ees, and Services
Administrative Fee 523 570 508 508 527
ALS Fees 28,153 27,415 29,541 29,541 30,518
Animal Shelter Fees and Charge 231 299 230 340 340
Appeal Fees 180 12 - - -
City Attorney Fees 18 3 - - -
Code Enforcement Fee 3,500 3,615 3,473 3,473 3,471
Community Services Fees 1,373 221 812 754 754
Compliance Fee 143 1,261 3,528 3,528 3,548
Concessions 91 27 104 104 115
Concessions - Golf 1 - - - -
Demolition Charges 293 355 599 599 599
DUI Fees 1 0 0 1 0 5222
Facility Use Fees 1,691 561 798 931 1,012
Fire Permit Fees 896 1,280 1,244 1,244 1,244
Fire Report Fees 1----
Franchise Fees 6,525 5,659 4,331 4,331 4,418
Housing and Dangerous Buildings 113 72 182 182 182
Jail Booking Fee Recovery 105 320 40 40 40
Miscellaneous Proprietary Revenue 53 24 32 32 32
Non-Subsidized Parent Fees - 6 - - -
Other Departmental Service 10,445 7,598 8,986 8,986 9,337 Other Fees 146 42 - - -
Other General Fees and Charges 177 190 148 28 28
103
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
Governmental Funds (continued)
Parking Fees 36111
Parking Meter Receipts 10,318 5,157 6,919 6,919 8,419
Parking Meter Removal Fees 780 1,085 370 370 370
R ecyclables Sales 1 7 15 15 15
Registration Fees 101 114 135 135 135
Service Fees 86 80 35 35 35
Special Assessments - Administ 341 423 74 74 74
Special Assessments - Service SD - 165 - - -
Street Sidew alk and Curb Repair 1,597 1,291 1,525 1,525 1,525 Subdivision Map Processing - Planning - - 30 30 30
Sw imming Pool Fees 117 51 198 133 133
Third Party Recoveries - Vehicle 85 366 - - -
Vehicle Abatement SAVSA 594 590 405 405 405
Subtotal Charges, Fees, and Services 68,783 58,971 64,266 64,266 67,309 Contributions from Other Funds
Contributions from Other Funds Accounts 37,796 37,058 37,007 37,007 38,830 Subtotal Contributions from Other Funds 37,796 37,058 37,007 37,007 38,830 Miscellaneous R evenues
Escheat 963 1,144 154 154 242
Gifts and Donations 20 30 - - -
One-time Budgeted Revenue Adj - - 270 3,661 450
Other Departmental Services - - 357 357 357
Sale of Real or Personal Property 11 107 - - -
Subtotal Miscellaneous Revenue 994 1,281 780 3,151 1,049 Total General Funds $ 649,837 $ 685,410 $ 665,245 $ 688,793 $ 740,864 104
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
E nterprise Funds
Communit y Center
Box Office Fees $ 367 $ (94) $ 739 $ 739 $ 1,016 Catering Fees 20 - 400 400 550
Concessions 7 - 200 200 275
Facility Use Fees 485 180 2,126 2,126 2,924
Insurance Fee - - 1 1 1
Interest on Investments 6,060 1,167 64 64 67
Miscellaneous Governmental Revenue 5 - 37 37 51
Other Bonds Issued 50,465 - - - -
Other Fees 262 7 900 900 900
Premium on Bond Sales 4,892 - - - -
Real Property Rental 85 13 430 430 591
Royalties 838 16 866 866 866
Service Fees 165 - 459 459 631
Transient Occupancy Tax 21,310 14,704 18,628 18,628 26,359 Transient Occupancy Tax - Penalty - (2) 3 3 3
Transient Occupancy Tax - Prior 193 842 83 83 83
Subtotal Communit y Center 85,154 16,834 24,935 24,935 34,316 Parkin g
Administrative Fee 515 480 424 424 424
Delinquency Charges 4 ----
Facility Use Fees 22 21 - - -
Interest on Investments 508 212 300 300 300
Miscellaneous Governmental Revenue 2 ----
Other Departmental Services 1 ----
Other Fees 26 1 - - -
Other General Fees and Charges (3) 8 - - -
Other Recoveries 499 451 - - -
Parking Fees 15,122 9,108 11,640 11,640 12,540
Real Property Rental 865 291 501 501 501
Royalties 40 ( 7)---
Sale of Real or Personal Property -1 - - -
Vehicle or Equipment Rental 49 47 - - -
Subtotal Parkin g 17,649 10,616 12,866 12,866 13,766
Solid Waste
Facility Use Fees 162 192 170 170 182
Fines and Penalties 50 26 - - -
Interest on Investments 857 459 750 750 750
Miscellaneous Governmental Revenue 150 139 - - -
Miscellaneous Proprietary Revenue 6 51 - - -
Other Agency Payments 494 296 33 33 33
Other Departmental Services 14 29 - - -
Recyclables Sales 132 186 100 100 100
Sale of Real or Personal Property 35 18 - - -
Service Fees 100 127 12 12 -
Utility Services Charges 65,941 72,589 74,464 73,291 85,105 Subtotal Solid Waste 67,942 74,112 75,529 74,355 86,170 105
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
E nterprise Funds (continued)
Storm Draina ge
Capital Contributions 156 - - - -
Compliance Fee 102 100 100 100 110
Interest on Investments 890 490 - - 440
Interest on Receivables 56 45 422 422 -
Miscellaneous Governmental Revenue - 123 10 10 30
Miscellaneous Proprietary Revenue 3 30 15 15 15
Other Fees 25 221 40 40 30
Other Recoveries -8 - - -
Plan Check Fees 39 48 40 40 55
Sale of Real or Personal Property -4 - - -
Service Fees 47 43 25 25 50
Subdivision Map Processing - Engineering 2 2 - - -
Utility Services Charges 38,908 38,574 37,929 37,929 38,574 Vehicle or Equipment Rental 15 21 - - 15
Subtotal Storm Draina ge 40,244 39,709 38,581 38,581 39,319 Wastewater
Interest on Investments 1,554 687 - - 430
Interest on Receivables 6 3 392 392 -
Miscellaneous Governmental Revenue 1 5 - - -
Miscellaneous Proprietary Revenue 6 51 20 20 -
Other Bonds Issued -3 - - -
Other Recoveries 10 ----
Regional Sanitation District 1,032 1,192 800 800 1,000
Sale of Real or Personal Property - 22 - - -
Service Fees 79 70 60 60 60
Sewer Permits 71 64 - - 65
Subdivision Map Processing - Engineering 2 2 - - 2
Utility Service Extensions - - 50 50 -
Utility Services Charges 43,311 42,614 41,988 41,988 41,988 Subtotal Wastewater 46,072 44,713 43,310 43,310 43,545 Water
Capital Contributions 263 59 - - -
Catering Fees -2 - - -
Cellular Revocable Permits 58 16 55 55 55
Fire Hydrant Use Fee 198 59 125 125 125
Fire Permit Fees 1 ----
Firearms Dealer Permits 1 ----
Interest on Investments 1,767 1,216 - - 865
Interest on Receivables - - 400 400 -
Miscellaneous Governmental Revenue 112 54 100 100 100
Miscellaneous Proprietary Revenue 17 115 50 50 50
Other Agency Payments 66 46 900 900 1,000
Other Bonds Issued 27,210 70,784 - - -
Other Fees 17 40 - - -
Other General Fees and Charges (1)----
Other Recoveries 134 63 - - -
Public Works Review 3 ----
Residential Construction Water 201 214 100 100 125
106
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
E nterprise Funds (continued)
Service Fees 162 147 100 100 150
Special Item Revenue 206 4,473 - - -
Subdivision Map Processing - Engineering 2 2 - - -
Third Party Recoveries - Property (1)----
Utility Service Extensions 4 18 36 36 36
Utility Services Charges 139,416 137,840 132,191 132,191 132,191 Utility Shut-Off Fee 6 1 95 95 95
Vehicle or Equipment Rental 1 8 ----
Water Flow Test Fee 205 179 100 100 100
Water Tap Sales 1,389 1,241 1,200 1,200 1,200
Subtotal Water 171,451 216,568 135,452 135,452 136,092
Total E nterprise Funds $ 428,513 $ 402,551 $ 330, 673 $ 329,499 $ 353,208 107
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
Internal Service Funds
Fleet Management
Fleet Charges Accident Repair $ 917 $ 526 $ 581 $ 581 $ 609 Fleet Charges O & M 21,830 19,798 22,647 22,647 23,185
Fleet Vehicle Revenue 21,146 27,846 22,404 24,169 33,145 Gasoline and Oil Sales 6,629 6,724 5,750 5,750 8,409
Interest on Investments 361 222 - 200 200
Miscellaneous Governmental Revenue 4 18 - - -
Miscellaneous Other Federal - 573 - - -
Other Recoveries 46 409 - - -
Sale of Real or Personal Property-Salvage 1,016 509 317 317 438 Vehicle or Equipment Rental 537 787 559 559 1,062
Subtotal Fleet Management 52,486 57,413 52,259 54,223 67,048 Risk Management
Interest on Investments 2,160 1,184 500 500 500
Interest on Receivables - - 71 71 66
One-time Budgeted Revenue Adj - - - (1,936) -
Other Departmental Services 1,175 1,705 - - -
Risk Fund In-Lieu Insurance 39,599 45,311 50,582 50,582 53,488 Service Fees - - 100 - 100
Third Party Recoveries - Property 163 642 250 250 250
Third P arty Recoveries Workers' Com pensation 3 3 - - - Subtotal Risk Management 43,134 48,875 51,503 49,467 54,404 Total Internal Service Funds $ 95,621 $ 106,288 $ 103, 762 $ 103,690 $ 121,452 108
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
Other Governmental Funds
4th R Program $ 5,393 $ 583 $ 3,156 $ 3,156 $ 3,156 65th Street Area Impact Fee 8 6 7 1 1---
Art In Public Places Projects 1 1 5---
Assessment Reg and SDRIS 4 2---
Cal EPA 270 221 188 188 113
Capital Improv. Revenue Bonds 7 3---
CIP Reimbursable 1 3 7 5 6---
Citation I-5 Improvements 8 4---
Citation I-5 Maintenance 1 6 8---
Citywide Low Income Housing 4,132 2,194 2,530 2,530 3,100 Cultural Services - Other 148 152 155 155 155
Debt Service Funds 3,723 3,636 9,513 9,513 10,076
Development Services 4,344 2,109 3,451 1,451 3,817
Downtown Impact Fee 7 4 5 3 2 3---
Downtown Management District 3,297 3,497 3,482 3,482 3,482 Ethel MacLeod Hart Trust 4 2 6 2 9 1---
Externally Funded Programs 144 109 - - 19
Fair Share Contributions 8 1 2 6 6 2---
Fairytale Town 29 76 50 50 50
Florin Road Storm and San 1----
Gas Tax 11,967 11,461 12,000 12,000 12,754
Golden 1 Center 8----
Golf 708 1,765 816 816 816
Greenbriar Impact Fee 39 1,191 - - -
I-5 Subregional Corridor Mitigation 3 2---
Innovation and Growth 10,950 10,260 11,185 11,185 11,185 Jacinto Creek 7 6 9 1---
Land Park 68 93 23 23 23
Landscaping and Lighting 17,765 18,178 18,377 18,377 19,336 Library Services Parcel Tax 8,231 8,446 8,775 8,775 9,271 Major Street Construction 4,962 3,750 1,500 1,500 1,500 Marcy Friedman ESC APP 1 1---
Marina 2,059 2,147 1,678 1,678 1,678
Measure A Maintenance 12,070 13,924 12,062 12,062 15,658 Museum of History, Science, & Tech 7 1---
NMA Safety, Streets, Ped, Bicycle 1,792 2,062 1,699 1,699 2,330 NMA Traffic Control & Safety 1,264 1,423 1,206 1,206 1,594 North Natomas Financing Plan 15,466 10,747 - - -
Operating Grants 16 5 1---
Other 874 56,963 - - -
Park Development 11,323 8,487 766 766 766
Private Development 1 7 1 1 , 3 6 9---
Quimby Act 704 342 100 100 100
Railyards Impact Fee 3 3,826 50 50 50
Redevelopment Bond Funds 294 1 30---
River District Impact Fee 2 1 1 1---
Road Maint and Rehabilitation 8,901 8,776 9,153 9,153 10,109 Sheraton MOPA Project 2 9 7 1 4 9---
SHRA CDBG - - 29 29 29
So Natomas Comm Improv 14 6 - 473 473
So Natomas Facility Benefit 7 0 2 5 6 7---
So Natomas I-5 Developer Impr 12 6---
109
FY2022/23 Proposed Budget

Schedule 6 (continued)
Revenue Budget (in 000s)

FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23
Actuals Actuals Approved Amended Proposed
Other Governmental Funds (continued)
Special Districts 20,757 19,801 20,277 20,277 21,609
Special Districts - Capital 3,685 222 - - -
Special Program Donations 22 - 318 - 250
START 740 482 658 658 658
State Route 16 Relinquishment 1 0 3---
Street Cut 69 52 100 100 25
Sunset, Meadows A/ D Maint 3 4 1 7---
Traffic Safety 417 347 400 400 350
Transportation Development 476 8 400 400 400
Transportation Development Impact Fee 3,063 2,174 1,000 1,000 1,000 Transportation System Management 2----
Tree Planting Replacement 144 98 120 120 120
Wastewater Development Fees 2,711 4,317 - - -
Water Development Fees 7,342 5,094 - - -
Water Planning 1,190 1,199 1,127 1,127 1,187
Willowcreek Fee District 45 150 - - -
Zoo 27 75 50 50 50
Total Other Governmental Funds $ 176,007 $ 211,465 $ 126,393 $ 124,547 $ 137,288 110
FY2022/23 Proposed Budget

Schedule 7A
Operating Grants - $104.5 million

This section provides an overview of significant grant activities that Departments conduct with federal, state, and local sponsorship to advance City objectives and supplement City programs. Grant payments for non-labor items are charged dire ctly to the grant fund.

Grant payments for labor are noted in the grant fund and show as a grant recovery in the General Fund or other funds to which the employees are assigned. This information is not all-inclusive and is intended as a general summary of the City’s success in receiving grants. Resources for capital programs are also included in the 2022-2027 CIP.

Significant grant amounts that will benefit FY2022/23 ar e summarized by department below.

CITY MANAGER - $83,658,707

FY2020/21 Go-Biz Cannabis Equity Grants for Local Jurisdictions $1,121,976 FY2021/22 Go-Biz Cannabis Equity Grants for Local Jurisdictions $4,351,348 The Go-Biz social equity grants focus on t he inclusion and support of individuals in California’s legal cannabis marketplace w ho are from communities that have been negatively or disproportionately impacted by cannabis criminalization. The grant funds are intended to reduce barriers for entrance into the legal cannabis industry for social equity community members.

FY2021/2022 Department of Cannabis Control, Local Jurisdiction $5,786,617 Assistance Grant
Funding is intended to support local jurisdictions in aiding provisional license holders meet those requirements that are necessary to attain an annual state license.

FY2023/24 Homeless Housing, Assistance and Prevention II $6,454,953 Use of the Homeless Housing, Assistance and Prevention II funding is envisioned as part of the Homelessness and Rehousing Plan adopted as part of the COVID-19 Relief Funding and Response, including for an Operational Reserve at the La Mancha Homekey Supportive Housing Project, ongoing youth sheltering contracts, and tiny homes placement and operations in the Comprehensive Siting Plan.

FY2023/24 State Senate Bill 170, Community Reinvestment Grant $35,298,984 The State funding to support the City of Sacramento’s Community Reinvestment Grant program. The SB 170 enumerates funding for several programs for the City, either as a City managed project, or to be passed through to s pecific local non-profit organizations.

These grant funds will enable the City to implement new projects or improve existing City facilities, enhancing community livability, improving publ ic health and safety, and responding to the needs and interests of the residents. Allocations include funding for youth development, economic development, promotion of the arts, recreational opportunities, and capital projects.

FY2022/23 Board of State and Community Corrections Proposition 64 $644,829 Grant awarded to the City in partnership with PRO Youth & Families as the lead agency to implement a tailored version of our #SacYouthWorks program entitled 111
FY2022/23 Proposed Budget

#SacYouthWorks_Futures (#Futures). Res ponding to the needs of Sacramento youth from communities most impacted by the passage of Proposition 64 - legalizing the Adult Use of Marijuana - the program aims to support Sacramento youth in creating pathways to healthy futures and college/career success. #Futures integrates underage marijuana and substance use prevention education and advocacy into a work-based learning model.

FY2023/24 State Senate Bill 126, Section 96 City of Sacramento $30,000,000 Railyards Rehabilitation
State grant funds to support the City of Sacramento with $30,000,000 for the rehabilitation of the Sacramento Railyards (Railyards). These funds will be used to pay for a portion of the considerable remaining infras tructure that must be built in the Railyards, which will catalyze rehabilitation of the Railyards.

COMMUNITY RESPONSE - $2,595,557

ESG COVID-19 Step Up Outreach and Supportive Services $350,000 (Emergency Solutions Grant)
The scope of work includes, but is not limited to, essential services necessary to reach out to unsheltered homeless individuals and families, connect them with emergency shelter, housing, or critical services, and provide them with urg ent, non-facility-based care. Component services generally consist of engagement, case management, emergency health and mental health services.

COVID-19 North 5th Navigation Center (Emergency Solutions Grant) $2,245,577 The scope of work includes, but is not limited to, emergency isolation and quarantine shelter and operations, provision of food, progr am delivery, maintenance of facility and essential supportive services. The Shelte r will accommodate up to 104 non-duplicated adult men and women at a time, and will be open 24 hours a day, seven days a week.

There will be a goal of getting guests rehoused within six months of entry to the program.

The Shelter will additionally accommodate up to 25 pets nightly, in accordance with Pet Policies.

CONVENTION & CULTURAL SERVICES - $6,687,173

National Endowment for the Arts $500,000
The City of Sacramento Office or Arts and Culture (OAC) received a grant from the National Endowment for the Arts American Rescue Plan Grant. OAC will launch “Seeding Creativity”, a grant program designed to distri bute grant funds to individual artists in Sacramento County, a diverse sector of the creative economy impacted by the long-term economic effects of COVID-19.

California Arts Council State and Local Partners Grant $65,000 This grant is made to County designated agencies for participation in the California Arts Council’s State and Local Partner program. Sacram ento Office of Arts & Culture is the County’s designated agency. This grant will support capacity building and investment in unincorporated Sacramento County

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FY2022/23 Proposed Budget

CalTrans Clean California $1,122,173
The Florin Road Community Beautification Pr oject is a public outreach campaign, youth engagement, and beautification effort to impr ove the area from Tamoshanter Way through Franklin Boulevard on Florin Road. The project will coordinate with Sojourner Truth African Heritage Museum, Luther Bur bank High School, Florin Road Partnership, local non-profits, and businesses to address litter and illegal dumping hot spots. This project will create public spaces for showcasing the culture and diversity of the Meadowview community. The project will include art installations on Florin Road, such as banners, murals, interactive structures, l andscaping, and museum signage, and public seating. High school interns will conduct litter source assessments, adopt litter hot spots for clean up, and be involved in designing and promoting litter abatement solutions. There will be opportunities for the community to be a part of the beautific ation efforts through community art projects, youth programming, and outreach events.

CalTrans Clean California $5,000,000 This project provides a new class one bike path along an old, abandoned railroad line through existing neighborhoods. Active users benefit by having new bicycle and walking connectivity to regional parks, area schools, markets, and other activity centers. The project will provide public art and remove debris from an abandoned railroad corridor.

FIRE DEPARTMENT - $1,332,878

Urban Search and Rescue (US&R) $1,332,878
The National US&R system is a cooperative effort between the Department of Homeland Security (DHS), Federal Emergency Management Agency, participating state emergency management agencies, and local public safety agencies across the country. The system is built around a core of sponsoring agencie s prepared to deploy US&R task forces immediately and initiate US&R operations at DHS’s direction. US&R operational activities include locating, extricating, and providing on-site medical treatment to victims trapped in collapsed structures, victims of weapons of mass destructi on events, victims of major flooding and, when assigned, performing in cident command or other operational activities. California has eight of the 28 US&R Task Forces. The City of Sacramento’s Fire Department is the sponsoring agency of California Task Force 7 (CA-TF7). DHS provides financial support in the form of grants/cooperative agreements to each of the sponsoring agencies. The Department is sole ly responsible for the administrative management of CA-TF7. As required by the cooperative agreement, the Department will use this grant to train task force personnel, maintain a state of readiness and acquire necessary equipment and supplies. Funding is in cluded to staff the following positions:
one Battalion Chief, one Administrative Analyst, one Administrative Technician, and two Cache Logisticians. Funding for this progr am varies annually and is provided on an annual basis from DHS.

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FY2022/23 Proposed Budget

POLICE DEPARTMENT - $8,354,462

FY2019/20 Urban Area Security Initiative $2,687,750
FY2020/21 Urban Area Security Initiative $3,097,500
This program provides funding from the U.S Departm ent of Homeland Security through the State of California to enhance the five mission areas of the National Preparedness Goal: Prevention, Protection, Mitigation, Response and Recovery.

FY2020/21 Citizens’ Option for Public Safety $776,144
FY2021/22 Citizens’ Option for Public Safety $781,337
This State-mandated program provides funding to local law enforcement jurisdictions to support law enforcement activities. Annual allocations are determined by population, based on the most recent January estimate pr ovided by the California Department of Finance.

FY2021/22 Selective Traffic Enforcement Program $400,000 This is a Federal grant program, passed through the State of California’s Office of Traffic Safety. The grant objectives are to reduce the number of traffic-related injuries and fatalities. Funded strategies include tra ffic safety enforceme nt, outreach, and engagement activities to reduce motorist, bi cyclist, and pedestrian injuries and fatalities attributable to driving under t he influence (DUI) and unsafe driving (e.g., speed, texting, etc.).

FY2021/22 Gang Violence Suppression $363,000
This state-mandated program provides funding to local law enforcement jurisdictions to support a comprehensive, cohesiv e, strategic, and tactical plan to effectively address issues that are associated with or contribut e to gang involvement and violent crime. A portion of funds is awarded to local criminal justice partners such as the Sacramento County’s District Attorney’s Office, the Sacramento County Probation Department, the Sacramento City Unified School District as well as community-based organizations such as Another Choice, Another Chance and the La Familia Counseling Center.

FY2020/21 Edward Byrne Memorial Justice Assistance Program $248,731 This federal program provides annual funding to state and local governments to support a broad range of activities to prevent and control crime and to improve the criminal justice system. This grant will suppor t FY2022/23 and part of FY2023/24 costs for ShotSpotter technology in the north Sacramento area.

UTILITIES - $903,592

Sacramento Regional County Sanitation District (SRCSD) and $134,000 Sacramento Area Sewer District (SASD) Confluence Regional Partnership Grant Indicator Bacterial Study – Phase 2, Lower American River Fecal (Sutter’s Landing to Tiscornia Beach) Partnership Grant
This SRCSD-SASD FY22 Confluence Regional Partnership Grant is being used to fund a study to collect and analyze water samples from Paradise Beach to Sutter’s Landing to investigate sources and levels of bacteri a along the Lower Amer ican River during the 2021 and 2022 dry seasons.
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FY2022/23 Proposed Budget

Department of Water Resources (DWR): FY2021/22 Flood Maintenance $550,600 Assistance Program (FMAP) Grant
The FMAP is a program providing State funds to Local Maintaining Agencies (LMAs) for eligible maintenance activities to obtain acceptable maintenance levels of the State plan of flood control facilities (levees, channel s and structures). As an LMA, the DOU Wastewater and Drainage Division Levee Maint enance Section is re sponsible for the maintenance and inspection of 3.66 miles of levee on the Sacramento River and 19 miles of levees in the South Sacr amento Streams Group (Morrison Creek). This is the City’s fourth award for DWR’s FMAP grant.

Regional Water Authority: Advancing Water Efficiency in the $218,992 Sacramento Region Grant
The Advancing Water Efficiency in the Sacramento Region Gr ant will expand current efficiency programs and build new residentia l and commercial customer efficiency and outreach programs in the Sacram ento region. This grant consists of three components:
1) residential programs, 2) commercial programs, and 3) public outreach. The residential program includes irrigation rebates (distribution of nozzles, smart controllers, drip system, etc.), turf replacement wit h low water use, native pl ants and household water loss (fixing/replacing fixtures, appliances, and pipes). The commercial program provides incentives for high water use businesses such as laundry, brewery, and food production facilities. The outreach program includes focus group research, coordinated outreach messaging development, a regional water efficiency demonstration garden and customer focused advertisements. The quantitative outcome of the grant is to save an estimated 179-acre feet of water per year, or 2,681-acre feet of water over the lifetime of the program (15 years) and increase overall water reliability.

YOUTH, PARKS, & COMMUNITY ENRICHMENT - $988,358

START (Students Today Achieving Results for Tomorrow) $753,792 START has funding of $753,792 from the California Department of Education. After School Education and Safety (ASES) grant fo r this after-school literacy and enrichment program that serves over 415 elementary school children da ily in the Robla Unified School District.

Workforce Innovation and Opportunity Act (WIOA)/Youth $83,640 Program Development
The Sacramento Employment and Training Agency provides funding to support 60 in school youth (ages 16-21 years old) each year . Activities are individualized and may include paid work experience, tutoring, l eadership development opportunities, adult mentoring, comprehensive gui dance and counseling, and a minimum of one year of follow-up services.

ASES Program $150,926 Grant funding from the Califor nia Department of Educat ion provides after-school academic support, enrichment activities, re creation, and sports for students at middle schools in the Sacramento City Unified School District. The school district is the “grantee” who contracts with the City for delivery of the program.

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Schedule 7B
City Grant Awards

This section provides an overview of grants awarded by the City of Sacramento, to non- profits, businesses, community-based organizations, or other entities to support essential City programs. The information provided is a general summary of the grants awarded during calendar year 2021 and in cludes the program’s name, grantee, grant amounts, and funding source.

Department Amount
Grant Program Name Grantee Awarded
City Manager
ARPA Funding Grant with DSP in Old Sac Downtown Sacramento Partnership 800,000 DSP ARPA Grant Agreement for Clean and Safe Improvements in CBD Downtown Sacramento Partnership 1,150,000 ERA1 Reallocation Disbursement Funds Supplemental Agreement SHRA 645,495 Midtown ARPA Grant Agreement Midtown Business Association 635,000 River District ARPA Grant Agreement The River District 186,420 Roberts Family Development Center Sierra Health Foundation/Roberts Family Development 450,000 Sac IEDC ARPA Agreement (blank) 2,818,000
SERA2 State 40% ERAP2 Funding MOU SHRA 5,730,216
SERA2 State 60% ERAP2 Funding MOU SHRA 8,595,325
Yiftee Inc ARPA eCard Program Yiftee, Inc. 100,000
Youth PopUp Program ARPA Sierra Health Foundation 1,300,000 Subtotal American Rescue Plan Fund 22,410,456$
Proposition 64 Public Health and Safety Grant Award PRO Youth & Families, Inc 999,555 Subtotal Operating Grants 999,555$
City Manager Total 23,410,011$
Community Response
ARPA WellSpace Health 1,300,000
Evidence-Based Community Violence Interruption, Disruption and Suppression (EBCVIDS) Grant Program Sierra Health Foundation 950,000 Sacramento County Office of Education 50,000
Evidence-Based Community Violence Intervention (EBCVI) Grant Program Sacramento County Office of Education 50,000 Academics 4 Athletes 56,250
California WrapAround 56,250
Help Our People Eat 56,250
Higher Attainment Thru Wisdom & Knowledge 75,000
Hooked on Fishing Not on Violence 56,250
Neighborhood Wellness Foundation 75,000
Sacramento Youth Center 50,000
Subtotal American Rescue Plan Fund 2,775,000$
Women and Family Shelter Project City of Refuge 997,900 Saint John's Program for Change 1,005,044
Subtotal General Fund 2,002,944$
Gang Prevention and Intervention Taskforce (GPIT) Academics 4 Athletes 83,333 Brother 2 Brother 249,990
He
lp Our People Eat 83,333
Impact Sac 249,999
Neighborhood Wellness Foundation 249,990
Rose Family Creative 83,333
Gang Prevention and Intervention Taskforce Evaluator Sacramento County Office of Education 57,225 Homeless Housing Initiative Capitol Station dba the River District 60,000 Women and Family Shelter Project Sac Connect 199,120
WEAVE 300,000
Women's Empowerment 130,000
Subtotal Measure U Fund 1,746,323$
Homeless Housing, Assistance and Prevention (HHAP) Sacramento LGBT Community Center 827,425 Waking the Village 665,709
Wind Youth Services 123,313
Homeless Motel Voucher Program Volunteers of America of Northern California and Northern Nevada 249,380 Subtotal Operating Grants 1,865,827$
Outreach Services Capitol Station dba the River District 249,475 Subtotals Externally Funded Programs 249,475$
Community Response Total 8,639,569$
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Schedule 7B (continued)
City Grant Awards

Department Amount
Grant Program Name Grantee Awarded
Convention and Cultural Services
Creative Economy Latino Center of Art and Culture 15,891 Powerhouse Science Center 29,856
Sacramento County Office of Education 166,538
Subtotal CARES Act Fund 212,285$
Creative Economy Grants 916 Ink 1,500
Images Theatre Company 2,500
Studios for the Performing Arts 12,494
The Library of Musiclandria 2,500
Verge c/o Ali Youssefi Project 2,500
Verge Center for the Arts 6,000
Waking the Village 2,500
Cultural Equity Grants Ankur 10,000
Chalk It Up 10,000
Latino Center of Art and Culture 10,000
Philippine National Day Association 10,000
Rincones De Mi Tierra 10,000
Sacramento Guitar Society 10,000
The Regents of the University of California 10,000
Wellspring Women's Center 10,000
Subtotal General Fund 109,994$
Animal Care Services Grant Fairy Tale Town 42,000
Cultural Equity Investment Instituto Mazatlan Bellas Artes (IMBA) 37,500 National Academic Youth Corp 80,000
Tamaira Sandifer dba 3 Point 0 80,000
Subtotal Measure U Fund 239,500$
State and Local Partnership Grants Academy at All Hallows dba VITA Academy 2,500 Brazilian Center for Cultural Exchange 3,815
Calidanza 2,500
National Academic Youth Corp 3,815
Subtotal Operating Grants 12,630$
Convention and Cultural Services Total 574,409$
Police
Gang Violence Suppression Another Choice, Another Chance 35,000 Broth
er to Brother Mentoring 10,000
La Familia Counseling Center 10,000
Sacramento City Unified School District 75,000
Sacramento County District Attorney's Office 70,000
Sacramento County Probation Department 20,000
Urban Area Security Initiative County of Sacramento 650,000 Multiple; TBD 125,000
Subtotal Operating Grants 995,000$
Police Total 995,000$
Youth, Parks & Community Enrichment
Community Reinvestment (SB 170) Alchemist CDC OBO Community Connections 95820 Project 50,000 Capital Kids Education Services 500,000
Gender Health Center 250,000
Grant Drum Line Music Association Program 75,000
NeighborWorks Sacramento 250,000
Our Daughter’s Destiny 70,000
Pesticide Action Network North America OBO International Garden of Many Colors 50,000
Sacramento City College 1,000,000
Sacramento Girls on the Run 100,000
Sacramento Hispanic Chamber of Commerce 150,000
SCUSD - Hiram Johnson High School 1,000,000
Sojourner Truth Museum 125,000
Studio T Arts Urban Dance Academy 500,000
UC Davis Childcare Center 4,380,000
Yes2Kollege Educational Resources Inc 150,000
Yisrael Family Farms 50,000
Lower American River Parkway Public Access Improvements (SB 170) Sacramento County 3,500,000 Sacramento Regional Conservation Corps 100,000
Sacramento Valley Conservancy 3,000,000
Subtotal Other Capital Grants 15,300,000$
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Schedule 7B (continued)
City Grant Awards

Department Amount
Grant Program Name Grantee Awarded
Youth, Parks & Community Enrichment (continued)
Ann Land & Bertha Henschel Memorial Fund Grant Acc Senior Services 5,100 Alchemist CDC 1,695
Community Against Sexual Harm 3,550
First Step Communities 10,500
Harm Reduction Services 1,550
Meals On Wheels By Acc 4,590
My Sister's House 7,100
Reimagine Mack Road Foundation 4,828
Repairing The Breach Neighborhood Project 3,825
River City Food Bank 10,000
Roberts Family Development Center 2,480
Sacramento LGBT Community Center 9,100
Sacramento Loaves & Fishes 5,893
Sacramento Next Move Homeless Services 2,170
Sacramento Police Foundation 3,100
Sacramento Regional Family Justice Center 5,100
Saint John’s Program For Real Change 10,000
South Sacramento Christian Center 7,813
South Sacramento Interfaith Partnership Food Closet 11,375 Stanford Settlement Neighborhood Center 9,100
The Salvation Army 6,552
Weave, Inc. 10,000
WellSpace Health 9,100
Wellspring Women's Center 4,080
Women's Civic Improvement Club 2,635
Women's Empowerment 8,000
Subtotal Ann Land/Berthal Henschel Fund 159,236$
Youth, Parks & Community EnchrichmentTotal 15,459,236$
Grand Total 49,078,225$
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FY2022/23 Proposed Budget

Schedule 8
Reclassification Requests (in Full-Time Equivalents)
all requests are subject to Human Resources approval

The City is currently undergoing a citywide classification and compensation study as approved by Council. Until this is completed individual reclassification requests are not being considered. The following summarizes the next steps in this study.

 Citywide Classification and Compensation Study
The Human Resources Department is authorized to work with the Finance Department and all represented unions to review existing job classifications and compensation structures for positions in the City to ensure they are internally equitable and externally competitive.

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FY2022/23 Proposed Budget

Schedule 9
Multi-year Operating Projects (MYOPs)
This section provides an overview of FY2022/23 appropriations to existing and new MYOPs. Appropriations will be transferred to the respective project July 1, 2022. The information is a general summary of MYOPs in each department by fund, project number, project name, budget as of March 2022, balance as of March 2022, and FY2022/23 funding amount.

Department
Fund
Project
Numer
Project Name Total Project
Budget as of
March 2022
Estimated
Balance as of
March 2022
FY2022/23
Funding
City Attorney's Office
ARPA Reinvestment Fund I11002800 Public Records Staffing 213,292 213,292 330,453 City Attorney's Office Total 213,292 213,292 330,453 City Clerk's Office
General Fund I04000100 Commission Stipends - - 63,150 2 Measure U I04000100 Commission Stipends - - 24,810 2 Water I04000100 Commission Stipends - - 8,400 2 New Measure A Streetscape, Safety, Pedestrian &
Bicycling Fund I04000100 Commission Stipends - - 6,600 2 City Clerk's Office Total - - 102,960 City Manager's Office
General Fund I06420000 Cannabis Policy and Enforcement 38,469,577 28,751,351 1,995,100 Innovation and Growth E18000400 Powerhouse Science Center 2,600,000 186,585 400,000 I02001500 City Hall Tech Program 500,000 229,803 125,000 I02180100 Centene Emp Incentive 8,100,000 8,100,000 2,700,000 I02180400 Forgivable Loan 2,000,000 1,751,250 500,000 I18000100 RAILS Grant Program 4,970,709 2,687,714 1,000,000 I02180900 Inclusive Economic Development 500,000 204,000 500,000 I02182000 Financial Empowerment 235,000 24,307 450,000 I02184000 Sacramento Economic Gardening 1,247,000 551,900 775,000 I80020500 Major League Soccer Stadium 1,800,000 651,102 300,000 Measure U I01000300 Thousand Strong 1,161,954 634,214 750,000 I02001800 Youth-Pop Up 1,300,000 - 1,300,000 I02180910 Economic Development and Youth Priorities 10,800,000 10,800,000 300,000 City Manager's Office Total 73,684,240 54,572,226 11,095,100 Community Development
Development Services I22000000 General Plan Update 15,512,840 6,202,685 2,266,000 1 General Fund I22000000 General Plan Update 530,482 363,633 95,000 Measure U I06000999 Fleet Acquisitions - - 35,433 I22000100 Specific Plans 2,485,256 2,465,256 1,200,000 Special Program Donations I13000400 F.O.C.A.S. 3,455,503 890,520 250,000 1 Landscaping & Lighting I06000999 Fleet Acquisitions - - 98,000 ARPA Reinvestment Fund I21000400 Building Compliance Unit Night Team 389,844 372,538 628,509 Community Development Total 22,373,925 10,294,632 4,572,942 Community Response
Measure U I02000200 Homeless Housing Initiative 16,569,490 3,145,173 2,146,000 I02000600 Gang Prevention and Intervention 2,574,377 287,134 1,411,697 I23000100 Community Outreach 6,100,000 4,533,783 9,177,480 Community Response Total 25,243,867 7,966,090 12,735,177 Convention and Cultural Services
Measure U I17000700 Cultural Arts Awards - - 114,000 Convention and Cultural Services Total - - 114,000 Finance
Downtown Impact Fee I06132110 Central City Fee District 100,000 25,167 25,000 NNFP Drainage Fee I22200100 N Natomas Admin Control 259,940 25,000 25,000 I22200600 Basin 6 Drainage 2,131,393 25,356 725,000 NNFP Pub Land Acquisition I22200100 N Natomas Admin Control 456,313 50,000 50,000 NNFP Public Facilities Fee I22200100 N Natomas Admin Control 1,711,423 110,660 200,000 River District Impact Fee I06132120 River District Fee District 50,000 21,664 25,000 Finance Total 4,709,069 257,846 1,050,000 Fire
General Fund I06000999 Fleet Acquisitions - - 775,000 Fire Total - - 775,000 Human Resources
Risk E08000100 Driver Training Program 1,639,000 515,602 100,000 1 I06000999 Fleet Acquisitions - - 110,000 Human Resources Total 1,639,000 515,602 210,000 1These are reimbursable projects and have corresponding revenue budgets. 2New MYOPs
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FY2022/23 Proposed Budget

Schedule 9 (continued)
Multi-year Operating Projects (MYOPs)

Department
Fund
Project
Numer
Project Name Total Project
Budget as of
March 2022
Estimated
Balance as of
March 2022
FY2022/23
Funding
Information Technology
General Fund I07000900 Webgrant Restructuring Program 889,558 192,156 260,000 Measure U I07001100 Digital Equity - - 200,000 Information Technology Total 889,558 192,156 460,000 Police
General Fund I06000999 Fleet Acquisitions - - 4,963,000 I11002300 Police Observation Devices (PODs) 144,395 56,435 30,391 I11002400 Police Impact Teams 2,836,000 514,443 572,220 I11002500 Police ShotSpotter Gunshot Detection System 452,600 21,833 314,600 I11002700 Police Information Technology Infrastructure 473,281 473,281 473,281 ARPA Reinv estment Fund I11002800 Public Records Staffing 685,093 685,093 1,029,916 I11002900 2021 CHP Grant - - 2,264,059 Police Total 4,591,369 1,751,086 9,647,467 Public Works
General Fund I06000999 Fleet Acquisitions - - 22,000 I13000100 Electrical Safety Program 630,259 144,446 100,000 I15230200 Disability Advisory Commission - - 19,200 2 Measure U I15200200 Illegal Dumping 2,534,500 386,861 970,000 I15220300 Sustainability Program (PW) 194,000 133,952 300,000 Parking I15001000 SVS Operations and Management 863,000 102,158 221,000 I15001211 City of Festivals Program 1,339,000 138,868 50,000 Solid Waste I06000999 Fleet Acquisitions - - 14,445,332 I14120200 Solid Waste Outreach 3,268,834 739,397 200,000 I14120500 Solid Waste Container Replacement 13,893,245 2,474,943 1,800,000 Gas Tax I06000999 Fleet Acquisitions - - 2,771,034 I15221700 Transportation Planning 250,000 233,053 250,000 Landscaping & Lighting I06000999 Fleet Acquisitions - - 765,000 Fleet I06000999 Fleet Acquisitions - - 95,000 Public Works Total 22,972,838 4,353,678 22,008,566 Utilities
Storm Drainage I06000999 Fleet Acquisitions - - 565,000 I14100000 Storm Drainage Planning and Management 14,535,032 2,212,234 1,822,898 Wastewater I06000999 Fleet Acquisitions - - 1,505,000 I14600000 Wastewater Planning and Management 15,247,132 5,714,216 1,384,507 Water I06000999 Fleet Acquisitions - - 1,551,000 I14400000 Water Planning and Management 25,006,454 6,495,519 2,553,187 Utilities Total 54,788,618 14,421,969 9,381,592 Youth, Parks, and Community Enrichment
General Fund I19101100 Oak Park Clinic Building Maintenance 155,781 155,781 55,073 I19101200 Cesar Chavez Park Maintenance 61,925 61,925 19,216 Measure U I06000999 Fleet Acquisitions - - 772,183 I19143000 Youth Sports Field Permit Program 370,000 370,000 200,000 Externally Funded Programs I19144000 Youth Stipend Program - - 19,000 1 2 Youth, Parks, and Community Enrichment Total 587,706 587,706 1,065,472 Citywide and Community Support
General Fund I80310000 Citywide Litigation Project 2,038,686 1,088,268 500,000 Measure U E18000400 Powerhouse Science Center - - 600,000 I02181400 Fare Free Transit for Youth 1,750,000 - 750,000 I14130100 Utility Rate Assistance Program - - 3,772,720 I15220100 SPLA Maintenance Program 400,000 208,572 400,000 Citywide and Community Support Total 4,188,686 1,296,841 6,022,720 Grand Total 215,882,168 $ 96,423,123 $ 79,571,449 $ 1These are reimbursable projects and have corresponding revenue budgets. 2New MYOPs
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FY2022/23 Proposed Budget

Schedule 10
Five-Year Projected Net Debt Service by Fund (in 000s)

This section provides the five-year projected Net Debt Service by fund, which is Debt Service expenses less revenues and offsets.

Fund Type FY2022/23 FY 2023/24 FY2024/25 FY2025/26 FY2026/27 Governmental Funds
General Fund $ 17,095 $ 16,639 $ 16,578 $ 16,567 $ 16,631 Subtotal Governmental Funds 17, 095 16,639 16,578 16,567 16,631 E nterprise Funds
Community Center 19,222 19,219 19,219 19,218 19,220
Parking 10,280 10,077 9,781 9,577 9,680
Solid Waste 1,678 1,677 1,674 1,667 1,667
Storm Drainage 235 235 233 232 233
Wastew ater 3,908 3,911 3,910 3,913 3,911
Water 34,686 34,677 34,665 34,657 34,645
Subtotal E nterprise Funds 70,008 69,795 69,482 69,264 69,355 Internal Service Funds
Fleet Management 46 46 45 45 45
Worker's Compensation Fund (66) (60) (54) (48) (42)
Subtotal Internal Service Funds (20) (14) (9) (3) 3
Other Governmental Funds
2006 CIRBs, Series B (CRCIP) 312 312 312 312 241
2015 Golden 1 Center Revenue Bonds 444 406 460 404 47
Golf 435 435 435 435 435
Innovation and Grow th 1,100 1,100 1,100 1,100 1,100
Marina 1,152 1,182 1,207 1,257 1,257
NNFP Public Facilities Fee 586 587 573 577 579
NNFP Reg Park Land Acquisition 843 846 825 831 834
Sacramento TID 2,741 2,7 40 2,742 2,742 2,739
Subtotal Other Governmental Funds 7,613 7,609 7,655 7,658 7,232 Total $ 94,696 $ 94,029 $ 93,706 $ 93,486 $ 93,221 122
FY2022/23 Proposed Budget

7 SECTION - 7
Mayor and City Council
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FY2022/23 Proposed Budget

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FY2022/23 Proposed Budget

Mayor and City Council
The Mayor and City Council, consisting of the Mayor and eight Councilmembers, are the policy-making body for the City of Sacramento. The goal of the Council is to govern the City in a manner that is both responsive to the needs and concerns of City residents and financially sound.

The Mayor and City Council (Council) pass City ordinances, provide administrative direction and authority by resolution, appr ove new programs, and approve the annual budget. The Council acts as Sacramento’s Financing Authority, Housing Authority, Public Financing Authority, and Redevelopment Agency Successor Agency. They also appoint the City’s Charter Officers (City Attorney, City Auditor, City Clerk, City Manager, and City Treasurer) and the Director of the Office of Public Safety Accountability.

 Mayor and City Council: The governing body of the City. The Mayor is elected by all city voters and Councilmembers are
elected by voters in each specific Council District.

The Mayor appoints Councilmembers to serve on
various regional boards, commissions, and joint
powers authorities.

 Office of Public Safety
Accountability:

Provides an independent review of complaints
involving police and fire employees as a means
of furthering relationships between the City’s
public safet
y departments and the community.

PROGRAMS/SERVICE HIGHLIGHTS

 Provide work experience opportunities in the Mayor’s and City Council Offices to high school and college youth through the City’s volunteer internship program, Thousand Strong program, and various university and fellowship programs.  Sponsor and/or organize community ev ents such as movie nights, musical entertainment, holiday celebrations, cultural celebrations, community resources, and farmer’s markets to enhance the communities’ experience of living in the City.  Financially support community organizations t hat provide services to City residents in the areas of racial equity, health and wellness, homelessness, teen learning, arts and culture, and youth sports.
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FY2022/23 Proposed Budget

 Hold ongoing community meetings throughout the City to share information and gather ideas that support and connect residents to one another and local government.
 Through the ceremonial resolution proce ss, recognize community-oriented civic celebrations, causes, issues, companies , organizations, and individual residents that have achieved notable m ilestones or made c ontributions to the city and/or community. Also, honor and recognize the passing of residents.  Issue Keys to the City via the Mayor’s Office for residents reaching the 100-year milestone birthday or who have demonstr ated remarkable service to the City throughout their life.

DEPARTMENT EFFICIENCIES

 Utilizing the 311 system and integrated c onstituent management system to support constituents in tracking neighborhood complaints and requests for service.

OBJECTIVES FOR FY2022/23

 Continue evaluating and incorporating new and existing information technology tools to achieve sustainable services , increase transpar ency, and strengthen community engagement.
 Continue using websites and social medi a to share information and to communicate in a timely fashion with the community on issues of interest and impact.  Continue providing work experience opportu nities (internships) to college and high school students focused on building meaningful skill sets that will aid the student in obtaining full-time employment.
 Continue using electronic communication s whenever possible to limit the use of printed materials. Printed materials will be made available to constituent communities, as necessary.

BUDGET CHANGES

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Office of Public
Safety
Accountability
Add a position (1.0 FTE Office of Public Safety Specialist and delete a vacant 1.0 FTE (Office of Public Safety
Analyst) to better align the classification with the needs and duties of the office.

Measure U - 22,098 - Total Change $ - $ 22,098 - 126
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Department Budget Summary

Division Budget Summary

Change
Mayor/Council FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Budget Summary Actuals Actuals Approved** Amended* Proposed Proposed/Amended Employee Services $ 5,198,569 $ 5,753,183 $ 6,040,107 $ 6,179,260 $ 6,474,170 $ 294,910 Other Services and Supplies 564,217 397,527 1,204,286 2,919,984 1,012,773 (1,907,211) City Property 17,152 3,681 2,000 2,000 2,000 -
Multi-Year Operating Projects - - 170,000 170,000 4,950 (165,050) Transfers ( 1 , 4 1 6 )---- -
Labor and Supply Offset (41,566) (129,423) - - - -
Total $ 5,736,956 $ 6,024,969 $ 7,416,393 $ 9,271,244 $ 7,493,893 $ (1,777,351) Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Funding Summary by Fund/Special District Actuals Actuals Approved** Amended* Proposed Proposed/Amended General Fund $ 4,155,030 $ 4,581,794 $ 4,930,917 $ 6,731,128 $ 5,048,247 $ (1,682,881) Interdepartmental Service 1,581,926 1,443,175 1,433,202 1,433,202 1,503,943 70,741 Measure U - - 1,052,274 1,106,914 941,703 (165,211)
Total $ 5,736,956 $ 6,024,969 $ 7,416,393 $ 9,271,244 $ 7,493,893 $ (1,777,351) *The Amended FY2021/22 Budget includes carryover of unspent FY2020/21 Budget and/or transfers to capital projects. ** The FY2021/22 Approved Budget included a one-time increase of $170K for Youth Engagement & Summer Programs MYOP. *The Amended FY2021/22 Budget includes carryover of unspent FY2020/21 Budget and/or transfers to capital projects. ** The FY2021/22 Approved Budget included a one-time increase of $170K for Youth Engagement & Summer Programs MYOP.

Change
Mayor/Council FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved* * Amended* Proposed*** Proposed/Amended Office of the Mayor $ 1,606,252 $ 1,540,718 $ 1,792,543 $ 2,072,336 $ 1,830,158 $ (242,178) Mayor Council Operations Division ---- 1 , 5 9 8 , 6 0 5 1 , 5 9 8 , 6 0 5 City Council Distric t 1 447,725 440,421 592,697 862,791 270,533 (592,258) City Council Distric t 2 493,114 432,663 592,697 733,172 590,254 (142,918) City Council Distric t 3 486,507 488,779 592,697 754,515 270,533 (483,982) City Council Distric t 4 457,949 503,651 592,697 725,824 590,254 (135,570) City Council Distric t 5 472,072 489,570 592,697 771,388 270,533 (500,855) City Council Distric t 6 446,153 475,174 592,697 877,191 270,533 (606,658) City Council Distric t 7 419,617 444,091 592,697 831,326 270,533 (560,793) City Council Distric t 8 498,702 551,084 592,697 705,787 590,254 (115,533) Office of Public Safety Accountability Division 408,865 658,818 882,274 936,914 941,703 4,789 Total $ 5,736,956 $ 6,024,969 $ 7,416,393 $ 9,271,244 $ 7,493,893 $ (1,777,351) ** The FY2021/22 Approved Budget included a one-time increase of $170K for Youth Engagement & Summer Programs MYOP. *** The Proposed FY2022/23 Budgets for Districts 1, 3, 5, 6, & 7 have been reduced to five and half months until after the November election. These resources are included in the Mayor Council Operations Division.
*The Amended FY2021/22 Budget includes carryover of unspent FY2020/21 Budget and/or transfers to capital projects. 127
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Staffing Levels

MEASURE U
The following chart summarizes the Office’s Measure U programs.

Change
Mayor/Council FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Mayor 12.00 12.00 12.00 12.00 12.00 -
City Council District 1 2.50 2.50 2.50 2.50 2.50 -
City Council District 2 2.50 2.50 2.50 2.50 2.50 -
City Council District 3 2.50 2.50 2.50 2.50 2.50 -
City Council District 4 2.50 2.50 2.50 2.50 2.50 -
City Council District 5 2.50 2.50 2.50 2.50 2.50 -
City Council District 6 2.50 2.50 2.50 2.50 2.50 -
City Council District 7 2.50 2.50 2.50 2.50 2.50 -
City Council District 8 2.50 2.50 2.50 2.50 2.50 -
Office of Public Safety Accountability Division 4.00 5.00 5.00 5.00 5.00 - Total 36.00 37.00 37.00 37.00 37.00 -
Funding Category Program Name FTE
FY2022/23
Proposed
Community Response
Operations Office of Public Safety Accountability 5.00 936,754 Miscellaneous
MYOP Commission Stipends - 4,950 Grand Total 5.00 $ 941,704
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8 SECTION - 8
City Attorney
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City Attorney
The mission of the Sacramento City Attorney’s Office is to provide the highest quality legal services to the City of Sacramento.

The Office of the City Attorney serves as legal counsel to the City Council, City Officers and Department staff, boards and commissions as well as the Administration, Investment and Fiscal Management Board, Sa cramento City Financing Auth ority, and Sacramento Regional Arts Facilities Financin g Authority. The Office prov ides legal representation in criminal, civil and administrative litigat ion, renders advice and counsel, and prepares ordinances, resolutions, contracts, opinions, and other legal docum ents for the City and its related entities. The City Attorney’s Office is organized into four operational divisions and an administration division.

 Administration:

Develops and implements office policies and
procedures; monitors over all office performance;
prepares and administers the office budget; develops
and implements education and training; handles all
personnel hiring, evaluati on, and other personnel
matters; assembles and analyzes office productivity
data, including the production of an annual report; and engages in long-range planning.

 General Counsel &
Advisory Division:

Provides advisory and tr ansactional advice and
support to charter offices and city departments on all
aspects of municipal law including: Brown Act; Public
Records Act; CEQA and NEPA; water law;
propositions 26 and 218; public bidding, construction
and procurement; contract negotiation, drafting and
review; prevailing wages; transportation modes; real
estate procurement, conveyance and leasing; solid
waste disposal; landfill regulation; and various other
areas of municipal law.

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PROGRAMS/SERVICE HIGHLIGHTS

General Counsel & Advisory
 Drafted an ordinance, in response to rec ent State legislation, authorizing the ministerial approval of up to four housing units on a lot and “urban lot splits.” These measures allow for the establishment of four housing units on a site that previously housed one unit. The hope is that this ordinance and other measures—such as streamlining the permitting of accessory dwelling units (which the City Attorney’s Office also worked on this year)—will help to alleviate the state’s housing crisis.  Advised on tribal resource consultation under various laws with respect to the General Plan, specific plans, and various projects.
 Reviewed and advised on the adoption of t he City’s housing element (part of the City’s general plan), which in part paved the way fo r the City’s “Pro-Housing Designation” by the State’s Depar tment of Housing and Community Development—the first such designation in the state.
 The City Attorney’s Office coordinat ed a class action lawsuit based on unlawful collusion on prices for aluminum sulfate purchased by the Department of Utilities.

The total distribution to t he City of $148,518, constituted a material return on the estimated overcharges by the City’s vendors.
 Drafted an ordinance updating solid waste co llection services in order to comply with State laws that will require the diversion of food waste from solid waste.

Senate Bill (SB) 1383 requires local pu blic agencies to adopt mechanisms to ensure compliance of organic waste dive rsion in order to reduce methane gas emissions resulting from the decomposition of organic waste in landfills. City residents will be required to recycle organic waste, such as food waste, and no  Litigation Division:

Defends and prosecutes ci vil litigation cases on
behalf of the City and its officers and employees
acting in the course and scope of employment; and
provides legal support to Risk Management.

 Community
Advocacy & Public
Safety Division:

 Strategic Projects
& Research
Division:

Works collaboratively with City departments on code
enforcement, social nuisance abatement, public safety
issues, including prosecuting code violations through
administrative, civil, or criminal proceedings, and social nuisances through civil liti gation and training, and
advising staff on enforcement matters.

Provides strategic suppor t to the City Council’s
policymaking function by providing legal advice and
response on multi-departmental projects and Council
initiatives, including i ssues of homelessness,
economic development, cannabis regulations, and
emergency management.

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longer deposit it in garbage collection co ntainers. The City will also ensure compliance of an edible food recovery progr am by requiring commercial edible food generators to donate surplus edible f ood to food recovery organizations and food recovery services, such as food banks and food pantries.

Litigation & Human Resources
 Wyatt, Russell: Plaintiff alleged that City Measure I (passed by a majority of City voters in 1998) violated the provisions of the California Constitution that relate to municipal taxes, because it calls for the transfer of a percentage of enterprise utility fund revenue to the general fund. Plaintiff pr evailed at the trial court, but Division attorneys appealed to the Third District Court of Appeal. In a unanimous and published opinion, the court reversed the trial court ruling and held that Measure I does not violate the California Constitution. Plaintiff’s request for review by the California Supreme Court was denied.
 Aguayo, Joseph: Plaintiff suffered significant injuries in a motor vehicle collision involving a Sacramento Fire Department truck. City personnel were deemed at fault, but Division attorneys investigated the nature and extent of injuries to successfully reach a settlement resolution for substantially less than jury exposure.  Excel Fitness Fair Oaks, LLC: Plaintiff filed a complaint against the State of California, Sacramento County, the Cit y of Sacramento, and other local jurisdictions in the Eastern District of California, alleging the Public Health Orders requiring closure of gyms during the CO VID-19 pandemic violat ed provisions of the Constitution including violations of the takings clause, due process clause, and equal protection clause. Division attorneys defended the case on the grounds that there is no constitutionally protected right to operate a gym. The City prevailed and the Court dismissed the case.
 500 Bercut LLC: Plaintiff filed a compla int against the City c hallenging the City’s plans to provide shelter and services to persons experiencing homelessness during the COVID-19 pandemic, specifically , providing restroom facilities and converting a hotel into housing. The complaint alleged promissory estoppel, violation of due process, equal protec tion, and state-created harm. Division attorneys challenged the pleadings which forced Plaintiff to dismiss the case.  Aggie Square: The UC Regents approved t he Aggie Square Project in November 2020 and two organizations f iled lawsuits challenging the approval. The City intervened in both lawsuits in an effort to protect the City’s interest in the Aggie Square project. The City Attorney’s Office worked with the Mayor’s office to negotiate settlement of both cases.
 Sacramento Valley Station: Division attorneys assisted Public Works in the processing of an area plan for the Sacramento Valley Station that will facilitate and guide the development of a 31-acre sust ainable regional mobility hub within a connected, vibrant, and walkable comm unity. The SVS Station was processed based on streamlined and efficient environmental review, without legal challenge. 133
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 Velez: This matter involves an office r involved shooting where Plaintiff survived but suffered significant injury. Divisi on attorneys analyzed the police practices used in the incident, the nature and extent of injuries, and the future care needed for plaintiff, and reached a fair and r easonable settlement resolution at private mediation.
 Ford: This civil rights and wrongful deat h matter was brought by the parents of decedent, who died from a drug overdos e while being transport to jail by a Sacramento Police Officer. Division attorneys successfully brought the case to closure through settlement.
 Patterson: Plaintiff alleged the Police Department was negligent in its investigation of a third-party assault upon Plaintiff. Division attorneys successfully defended the case at the pleading stage, leading to a dismissal of the case.  Lana Le Chabrier: Plaintiff claimed to have suffered hearing loss from a light rail train operating adjacent to City sidewalk. Plaintiff claimed the City was liable for failing to have an ordinance moderating the volume of light rail noise. Division attorneys were able to successfully def end the matter at initial pleading stage, getting the case dismissed.
 Robin Isaacs: Plaintiff alleged she was injured when she slipped and fell while at the Sacramento International Airport. Division attorneys were successfully able to defend the matter at the initial pleading stage, getting the case dismissed for lack of jurisdiction.
 Lea, Susan: Plaintiff was assaulted by an unknown assailant in the downtown area and sustained significant injuries. She filed a complaint against the City, Mayor, City Manager, and Chief of Police. Division attorneys successfully defended the matter at the pleading stage, and the c ourt entered judgment in favor of all defendants.

Community Advocacy & Public Safety
 Continued to close illegal residentia l cannabis grow houses and collect a substantial amount of administrative and civil penalties.  Led the Justice for Neighbors team to abate social and physical nuisance properties throughout the City.
 Assisted the Department of Community Re sponse with establishing public safety zones around shelters and other City depar tments with temporary relocation of persons experiencing homelessness to address public safety hazards.  Assisted the Police Department with incorporating use of force policies promulgated by the Police Commission and adopted by the Council.  Assisted Code Enforcement with establishi ng tow policies to support enforcement efforts to remove abandoned and inoperable vehicles from city streets. 134
FY2022/23 Proposed Budget

Strategic Projects & Research
 Pandemic Rent Relief - Advised staff regarding City Council resolution waiving back rent for City tenants that sustained significant revenue losses due to the COVID-19 pandemic. Worked with staff to establish a fr amework for helping city tenants to re-open their business after te mporary closures, including assessment of potential business trends and market rental rates once workers return to the office.
 Black Child Legacy Campaign’s Hea ling the Hood Program – Prepared grant agreements to fund the Black Child Legacy Campaign’s Healing the Hood Program which provides comprehensive community vi olence intervention, prevention, and empowerment to youth, families, and community members living in Sacramento neighborhoods with high levels of inter-generational violence.  Comprehensive Siting Plan to Address Homelessness — Advised City Council and staff on the adoption and execution of the Comprehensive Siting Plan which identified 20 priority sites for safe-ground camping, safe-parking, tiny homes, and emergency shelter beds for persons experiencing homelessness.  Department of Community Response housing programs – Assisted staff with agreements and grants involv ing City, State, and Feder al funds to implement housing projects and programs such as the Motel Voucher Program, La Mancha Homekey Project, Substance Use Respite and Engagement (SURE) Program, and Safe Ground locations for individuals experiencing homeless in the city.  Aggie Square Master Funding Agreement – Negotiated, drafted, reviewed and revised master funding agreement for the Aggie Square Project, which delineated the roles of the City, the Aggie Square Enhanced Infrastructure Financing District (EIFD), the Developer (Wexford), and UC Davis regarding the use and disbursement of Community Facilit ies District bond proceeds, EIFD tax increments, and other monies.
 X Street Navigation C enter – Drafted and negotiat ed underlying agreements for the management and operation of the navigation center located near Broadway and Alhambra Boulevard. The navigation center provides shelter and specialized services to up to 100 persons experiencing homelessness in Sacramento.

DEPARTMENT EFFICIENCIES

 Continued to pursue highest and best use of internal space within the suite by converting spaces previously used for office equipment and supplies to use by our staff.
 Reviewed and adjusted operating costs a ssociated with in-person staffing, suspended charges such as monthly parki ng, and adjusted equipment leases to save money during office telecommute.
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FY2022/23 Proposed Budget

 Arranged immediate availability of personal testing kits to provide for fast testing of any staff exposed to COVID-19 to ensur e safety and maximum availability of staff.
 Incorporated the current COVID-19-relat ed protocols into office policies and practices in preparation for return-to-wo rk in city spaces. Surveyed staff to determine most efficient and effective manner to facilitate our department’s return to hybrid in-person and telecommute office environment.

OBJECTIVES FOR FY2022/23

 Work closely with the Cit y Manager and City Clerk to prepare for the upcoming municipal elections
 Continue efforts to enhance the Office Div ersity, Equity and Inclusion efforts to assure that the city is well-served by a deeply talented, collaborative and outstanding legal team
 Continue to advise the Council and Cit y departments regarding recent changes to cannabis laws and regulations, and the ongoing development of the Cannabis Opportunity Reinvestment and Equity program.
 Assist the Council and Cit y Manager with ordinance dra fting in response to an initiative that addresses homelessness i ssues; advise on all options available for the provision of services and housing to the City’s homeless population.  Assist the Council and Cit y Manager by analyzing, researching, and advising on issues related to COVID-19, including the health and safety of employees and citizens, economic recovery, access to available funding, and return-to-work protocols.
 Provide citywide training through City U courses to include Public Records Act, public contracting, First Amendment issues, and the Brown Act.

Department Budget Summary

Change
City Attorney FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 9,791,706 $ 10,007,469 $ 11,691,948 $ 12,000,115 $ 13,048,183 $ 1,048,068 Other Services and Supplies 412,557 323,364 320,696 320,696 318,392 (2,304) City Property 11,910 8,819 13,750 13,750 13,750 -
Labor and Supply Offset (1,149,306) (1,227,831) (1,027,825) (1,221,117) (1,432,284) (211,167) Total $ 9,066,867 $ 9,111,821 $ 10,998,569 $ 11,113,444 $ 11,948,041 $ 834,597 136
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Department Budget Summary (continued)

Division Budget Summary

Staffing Summary

MEASURE U
The following chart summarizes the Office’s Measure U programs.

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 6,523,095 $ 6,496,018 $ 8,088,178 $ 8,203,053 $ 8,993,225 $ 790,172 Cty/ Cnty Office-Water Planning 10,000 10,000 12,457 12,457 13,684 1,227 Interdepartmental Service 2,323,681 2,395,712 2,432,221 2,432,221 2,426,557 (5,664) Measure U - - 229,033 229,033 254,577 25,544
Storm Drainage 42,018 42,018 42,602 42,602 46,526 3,924 Wastewater 42,018 42,018 47,336 47,336 52,000 4,664
Water 126,055 126,055 146,742 146,742 161,472 14,730
Total $ 9,066,867 $ 9,111,821 $ 10,998,569 $ 11,113,444 $ 11,948,041 $ 834,597 Change
City Attorney FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Attorney Division $ 9,066,867 $ 9,111,821 $ 10,998,569 $ 11,113,444 $ 11,948,041 $ 834,597 Total $ 9,066,867 $ 9,111,821 $ 10,998,569 $ 11,113,444 $ 11,948,041 $ 834,597 Change
City Attorney FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Attorney Division 59.00 59.00 60.00 62.00 62.00 -
Total 59.00 59.00 60.00 62.00 62.00 -
Funding Category Program Name FTE
FY2022/23
Proposed
Community Response
Operations City Attorney Department - 254,577 Grand Total - $ 254,577
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9 SECTION - 9
City Auditor
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City Auditor
The mission of the Office of th e City Auditor is to provide a catalyst for improvements of municipal operations, promote credible, efficient, effective, fair, focused, transparent, and a fully accountable City Government.

The Office of the City Auditor is an essential element of the City of Sacramento's public accountability, built on the standards of independence, objectivity, and technical accuracy.

The audit process involves verifying compliance with laws and regulations, identifying internal control weaknesses and failures, and assessing whether the City has acquired and used its resources efficiently. The Offi ce of the City Auditor con ducts performance audits in accordance with Generally Accepted Government Auditing Standards and has strict quality assurance programs to ensure that staff exercise due professional care, adequately plan audits, and prepare work papers that contain sufficient and compelling evidence to support any statements of fact in its audit reports. The Office of the City Auditor consists of the following operations:
 Performance Auditing: Provides independent, objective, and reliable information regarding the City's ability to meet its
goals and objectives and establish an adequate
system of internal controls.

 Research and Analysis: Provides independent research and analysis related to fiscal issues, including the City’s past,
current, and proposed revenues and expenditures.

 Whistleblower Investigations: Investigates allegations of potential fraud, waste, and abuse reported through the City’s
whistleblower hotline.

PROGRAMS/SERVICE HIGHLIGHTS

 Developed an Annual Work Plan using several quantitative and qualitative techniques, sources, and stakeholder input to identify areas of high audit and research potential.
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FY2022/23 Proposed Budget

 Continued to partner with City management to assess revenues and expenses associated with the City’s pandemic response. Issued two reports that provide independent feedback to Council on the status of the City’s Revenues and Expenses Associated with the City’s COVID-19 Response.
 Continued to be a leader in providing diversity information related to the City’s workforce. Issued an Audit of City Em ployee Workforce Diversity and Salary Trends. Conducted a workplace survey of City employees to gather feedback on workplace climate, leadership opportunities, and discrimination in relation to the City’s diversity and inclusion efforts.
 Performed a Diversity Review of Cit y Employment Applications, Hires, and Separations. The review provided the Council with independent information on the gender and ethnic composition of those applying for City employment. This report also made recommendations to improve City processes for capturing employment application data.
 Conducted a Community Survey of Sacr amento residents to understand how they feel about the quality of services provided, facets of livability, use of resources, and present and future needs of the community as a whole.  Issued an Audit of the Cit y’s Cannabis Policymaking, Education, and Continuous Outreach efforts. This audit made four recommendations aimed at improving the City’s cannabis policymaking processes, assessing the community’s educational needs, and increasing youth education and outreach efforts.  Issued an Audit of the Sacramento Comm unity Police Review Commission. This audit made 16 recommendations aimed at improving communication between stakeholders, clearly defining roles, assessing the need for additional resources, and establishing formal processes for bringing the commission’s recommendations to Council. This audit was recognized by the Association of Local Government Auditors with a Knighton Award.
 Issued an Audit of the City’s Cannabis Bu siness Operations Tax. This audit made nine recommendations aimed at improvi ng the security of cash payments, ensuring all cannabis businesses obtai n a permit, and expanding compliance audits conducted by the City’s third-party vendor to include all cannabis business types.
 Monitored the status of over 150 open audit recommendations by conducting follow-up reviews every six months.
 Investigated several whistleblower all egations regarding fraud, waste, and abuse.

DEPARTMENT EFFICIENCIES

 Continued our agreement wit h Missionmark to explore the potential for developing audit software that will streamline internal audit processes and reduce processing 142
FY2022/23 Proposed Budget

time. Areas for improvement currently under review include report indexing, supporting documentation referencing, and supervisory review.  Developed an online Whistl eblower Hotline Dashboard that provides the public with interactive information on the status of whistleblower investigations.  Managed the online Recommendation Follow- Up Dashboard that provides the public with interactive information on the status of audit recommendations.  Managed the online Gender and Ethnic Diver sity Dashboard that provides the public with interactive data on the gend er and ethnic comp osition of City employees.

OBJECTIVES FOR FY2022/23

 Improve the efficiency and effectiveness of City operations by performing audits and conducting independent analysis and research.
 Deter and detect fraud or abuse by managing the City’s Whistleblower Hotline and investigating whistleblower allegations.
 Provide work experience opportunities (internships) to college and high school students focused on building meaningful skill sets that will aid the students in obtaining full-time employment.

Department Budget Summary

Division Budget Summary

Change
City Auditor FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 1,118,245 $ 1,322,906 $ 1,581,897 $ 1,624,930 $ 1,709,374 $ 84,444 Other Services and Supplies 83,787 109,683 163,581 163,581 163,581 - City Property 129 5,725 5,000 5,000 5,000 -
Labor and Supply Offset (35,512) (150,357) (155,217) (155,217) (163,233) (8,016) Total $ 1,166,649 $ 1,287,957 $ 1,595,261 $ 1,638,294 $ 1,714,722 $ 76,428 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 735,464 $ 813,148 $ 1,006,605 $ 1,049,638 $ 1,101,246 $ 51,608 Interdepartmental Service 431,185 449,428 455,925 455,925 476,696 20,771 Storm Drainage - 4,568 23,892 23,892 24,620 728
Wastewater - 5,076 26,546 26,546 27,356 810
Water - 15,736 82,293 82,293 84,804 2,511
Total $ 1,166,649 $ 1,287,957 $ 1,595,261 $ 1,638,294 $ 1,714,722 $ 76,428 Change
City Auditor FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Performance Auditing Division $ 777,931 $ 834,001 $ 1,033,144 $ 1,088,177 $ 1,138,403 $ 50,226 Research & Analysis Division 388,718 453,956 562,117 550,117 576,319 26,202 Total $1,166,649 $1,287,957 $1,595,261 $1,638,294 $1,714,722 $76,428 143
FY2022/23 Proposed Budget

Staffing Levels

Change
City Auditor FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Performance Auditing Division 7.00 7.00 7.00 7.00 7.00 - Research & Analysis Division 3.00 3.00 3.00 3.00 3.00 - Total 10.00 10.00 10.00 10.00 10.00 -
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10 SECTION - 10
City Clerk
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City Clerk
The mission of the City Clerk’s Office is to provide quality public service and connect the public with the legislative process. We strive to ensure that the City’s legislative processes are open and public by providing a link between citizens and government with processes aimed toward transparency. Through efficient us e of City resources, we can ensure the preservation of Sacramento’s legislative history.

The City Clerk serves as the Clerk of the Council and is responsible for the preparation of agendas, the recording and maintenance of all Council actions, and the preparation and filing of public notices.

 Office of the City Clerk: The office through which the Council, City Departments, and the public look for general information regarding the City. As the official records keeper for the City, the Clerk is responsible for the coordination and administration of all City records, documents, and public files. The City Clerk manages Public Record Act (PRA) requests,
administers the City ticket policy and regulatory ticket distribution filings, conducts all bid openings, maintains the City’s municipal code an d charter, receives all
claims filed against the City, researches issues related to Council and Committee actions, maintains contract
and agreement files, regi sters lobbyists, manages
online campaign filings and campaign finance
submissions, administers City board and commission
files, administers oaths of office, presides as the
Elections Official for the City and the Filing Officer for Fair Political Practices Commission requirements, and
serves as the official custodian of the Cit
y Seal.
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FY2022/23 Proposed Budget

 Mayor-Council
Operations:

Manages the administrative, personnel, and fiscal
operations of the City Clerk’s Office and Offices of the Mayor and Council, including the Office of Public Safety Accountability.

 Ethics and Compliance: This office supports the Ethics Commission and focuses on reviewing existing City codes and policies, and
educating and training staff, pu blic officials, and the community to ensure compliance. These guidelines are
found in the City Code and in adopted citywide policies.

PROGRAMS/SERVICE HIGHLIGHTS

 Continued to hire and train a diverse staf f in the responsibilities and requirements of the City Clerk’s Office.

DEPARTMENT EFFICIENCIES

 Continued the review of operations in the City Clerk’s Office and Offices of the Mayor and Council for implementation of “ best practices” for a more efficient workflow and accurate deliverables.
 Continued utilization of the Citywide Content Management System (CCM) as a tool in the implementation of a records management program focused on moving the City toward consistent administrati on and appropriate handli ng of the agency’s records and provide increased access to agency records to both internal and external customers.
 Provided training opportunities to City staff on procedures and resources associated with the Clerk’s Office to maintain institutional knowledge and provided training on new policy and legal requirements to ensure compliance.  Continued evaluation and implementation of new and existing information technology tools to achieve sustainable services, increase transparency, and provide new records and data to the public with an emphasis on virtual access.  Continued to utilize Microsoft Teams fo r better collaboration and accountability between both in office and remote workers.

OBJECTIVES FOR FY2022/23

 Continue to utilize social media to communi cate in a timely fashion with citizens on issues managed by the Clerk’s Office.
 Utilize new functionality in the Office 365 suite to reduce duplication and improve responses to PRA requests.
 Continue to expand utilization of the CCM.
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 Continue to refine and expand our Boards and Commissions recruiting, onboarding, and ongoing training.
 Continue to evaluate and expand our pr ograms and technology tools to create more efficient processes and products for staff and citizens.  Optimize webpages associated with the Office of the City Clerk.

Department Budget Summary

Division Budget Summary

Staffing Levels

Change
City Clerk FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 1,959,637 $ 2,007,516 $ 2,589,608 $ 2,822,845 $ 3,159,893 $ 337,048 Other Services and Supplies 411,537 406,372 626,840 572,548 632,673 60,125 City Property 55,585 30,345 2,000 2,000 2,000 -
Multi-Year Operating Projects - - - - 500 500
Labor and Supply Offset (81,114) (1,930) - - - -
Total $ 2,345,645 $ 2,442,304 $ 3,218,448 $ 3,397,393 $ 3,795,066 $ 397,673 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 1,244,303 $ 1,483,169 $ 2,224,706 $ 2,403,651 $ 2,788,327 $ 384,676 Interdepartmental Service 1,101,342 959,135 993,742 993,742 1,006,739 12,997 Total $ 2,345,645 $ 2,442,304 $ 3,218,448 $ 3,397,393 $ 3,795,066 $ 397,673 Change
City Clerk FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Clerk Division $ 1,790,292 $ 2,284,943 $ 2,940,933 $ 3,119,878 $ 3,517,051 $ 397,173 Office of Ethics & Compliance Division 140,408 78,040 187,795 187,795 188,295 500 Mayor-Council Operations Division 414,945 79,322 89,720 89,720 89,720 - Total $ 2,345,645 $ 2,442,304 $ 3,218,448 $ 3,397,393 $ 3,795,066 $ 397,673 Change
City Clerk FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Clerk Division 14.00 19.00 20.00 24.00 24.00 -
Office of Ethics & Compliance Division 1.00 ---- -
Mayor-Council Operations Division 4.00 ---- -
Total 19.00 19.00 20.00 24.00 24.00 -
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11 SECTION - 11
City Manager
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City Manager

The City Manager is the Chief Executive Officer of the City and is responsible for the leadership and direction of all operations, programs, and services, per City Charter. The City Manager facilitates the impl ementation of Council’s policies and priorities, provides policy recommendations to the Council concerning the annual budget, future needs of the City, and oversight of all City departments. The City Manager’s Office (CMO) contains a wide-range of high-profile programs that handle issue-specific needs such as: Innovation and Economic Development, Media and Communications, Cannabis Management, Government Affairs, Emergency Management, Youth Development, Diversity and Equity, Performance Management, and Climate Action and Sustainability.

It has been over two years since the beginning of the global pandemic and unprecedented health crisis. During this time, the Office has coordinated the allocation of $89.6 million in Coronavirus Relief Funding. This includes leading the monitoring of regulations and federal reporting in coordination with the City Attorney and A uditor’s Offices. The Office has and will continue to lead through the response and recovery. The impacts of the pandemic and the subsequent “stay-at-home orders” issued by the Sacramento County Public Health Officer have greatly impac ted City operations, businesses, and the community. Many department’s programs served integral roles in providing relief through the provision of grants, the implementation of relief pr ograms, operating and supporting the city’s emergency response and continued preparedness, lobbying efforts, economic recovery, and internal/external communications.

PROGRAMS/SERVICE HIGHLIGHTS

Chief of Staff
 The Office of Governmental Affairs provides oversight and coordinates and develops policies for local, state, and federal legislative activities including management of the City’s contract lobbyists. The Office identifies state and federal 153
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funding opportunities and works with lobbyists and elected officials to secure needed resources. The Office serves as staff to Council’s Law and Legislation Committee, is responsible for the design and implementation of the annual state and federal legislative and policy platfo rm and all Fair Political Practice Commission reporting.
 Media and Communications coordinated wit h all departments to share relevant information and engage citizens about impor tant City services, projects and initiatives. This included managing a $1 m illion contract with a third-party service provider to create a new COVID-19 vaccination outreac h campaign, translating outreach materials into multiple languages, placing local media ads, working with media outlets both local and national an d supporting events and workshops.

Materials created and disseminated fostered neighborhood/community involvement, promoted access to civic, recreational and educational resources, and encouraged a safe and healthy environment for all.
 The Performance Management program provides acc ountability and supports decision-making to inform City operations and ensures that the City serves the community in the most effective and efficient way possible. All Departments track performance management data on their core operations and have developed dashboards to track high level outcomes.

Community and Economic Development
 The Office of Innovation and Economic Development (OIED) focuses on opportunities to support and increase job creation, busin ess growth, and development activities. Accomplishments fo r the office in the last fiscal year include continuing deploying state and federal funds for economic recovery programs including: the Small Busine ss Forgivable Loan Program; Food Access; Al Fresco Dining; Small Business Technical Assistance; Workforce Development; Housing, Emergency Rental Assistance; Tenant Eviction Moratorium and Mediation Services; Financial Empowerment Center Expansion; and Outreach and Engagement.
 The OIED also financed the renovation of a commercial space in Oak Park that became Rancho San Miguel Market, an employee-owned market employing approximately 70 local residents and led the formation of an Enhanced Infrastructure Finance District (EIFD) for Aggie Square.  The OIED led the City’s efforts to complete the construction of the SAFE Credit Union Convention Center and Performing Arts Center which re-opened in in 2021.

These projects will increase economic vitali ty in our city and enhance our public art portfolio.
 The Office of Cannabis Management (OCM ) coordinates cannabis policy and outreach. OCM administers the local cannabis equity program, reviews and processes cannabis business permits, which includes the oversight and coordination of an interdepartmental team to ensure th e safe and legal operation of cannabis businesses and provides logistical support for cannabis administrative 154
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appeal hearings. OCM operates a loca l equity grant and zero-interest loan program funded by state equity grants, helps fund a youth cannabis education and prevention program, and is developing a cannabis equity marketing program.  The Office of Diversity and Equity begins operationalizing of the Race and Gender Equity Action Plan (RGEAP) 2020-2025. The RGEAP will utilize assessment measures based on the Global Diversi ty and Inclusion Benchmark Model framework and Government Alliance on Race & Equity Race Equity tool to build a systemic approach to produce positive outco mes that inform our equity efforts along the workforce continuum. Central to this effort will be ongoing training in racial equity practice, applying depart equity assessments, and monitor performance measures in operationalizing department goals in workforce equity.

Municipal Services
 The Office of Climate Action and Sustainabi lity leads City efforts to address climate change and achieve a resilient, carbon zero future. The Office continues to support the Climate Implementation Work Plan an d development of the City’s Climate Action and Adaptation Plan. Work under way includes support for the City’s electrification initiatives and trans portation work, in addition to climate communications, coordination, and air quality monitoring partnership.

Public Safety
 The new Office of Youth Development (OYD) continues to onboard team members and is charged with deepening systems-wide integration of the Citywide Youth Development Plan & Framework (Plan) and facilitating greater cohesion across multiple stakeholders, systems and prioriti es that touch young people. Over the past year, the Youth Development Poli cy Manager continues to manage multiple citywide projects and grant programs in- line with Plan goals and in response to pandemic impacts/emergent youth needs, including the highly successful #SacYouthWorks program; continues to manage the $6 million FY2020/21 midyear allocation to children and youth services including the City of Sacramento Youth Development Plan Funding Grant Program. The OYD has begun designing the competitive solicitation and grant -making processes for FY2021/22 midyear allocation to support children and yout h organizations with general operating support and capacity building.
 The Office of Emergency Management (OE M) coordinates internal and allied agency communication, planning, preparedne ss, response, and recovery during all hazards affecting the city includ ing managing the Emergency Operations Center. During the last fiscal year, staff responded to several crises including three declared emergencies within the city due to pandemic, civil unrest, and severe weather. Staff also conducted the largest evacuation within the City of Sacramento that’s occurred in several decades due to a substation explosion that resulted in a power outage affecting six central city blocks and caused the displacement of several hundred residents. Additionally, staff activated cooling centers, cleaner air centers, and responded regionally to support allied agencies during a devastating wildfire season. OEM implemented and utilized access and functional needs 155
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partnerships to ensure support to vulnerable persons and utilized translation and American Sign Language specialists to communicate effectively across the entire community.

OBJECTIVES FOR FY2022/23
 Develop and implement the five-year Race and Gender Equity Action Plan to increase diversity and inclusion using a systemic approach.  The new Office of Youth Development team will finalize the design and begin formal implementation of the City’s first evaluation, learning and continuous quality improvement system (CQI System) to be applied across all youth investments while centering racial equity and social justice, these broad areas include:

Research, Data, Evaluation & Learning, Grants Administration & Management, Organizational & Professional Development, and Community Engagement & Strategic Partnerships.
 Aggregate and distill existing resolutions and strategic plans from across City departments that do or can im pact youth in significant ways, into a focused Citywide Youth Action Pl an centered on equity and in clusive of youth and community voice.

 Work closely with the City’s Youth Workforce Manager to strengthen the City’s youth workforce pipeline and develop/begin implementing a robust public sector pathway for young people.
 Introduce and implement a set of prioriti es to grow Sacramento’s economy, which includes a refocus on strengthening Sacramento’s workforce and neighborhoods, while increasing inclusive approaches and local capacity.  Implement the Climate Im plementation Work Plan and related climate planning efforts, and coordinate for new state and federal funding opportunities.  Create processes for department engagem ent and capacity building, while strengthening community collaboration.
 Explore and implement policies to st reamline housing development and increase the stock of housing opportunities at all levels.
 Continue to work closely with the Counc il in developing sound policies related to the cannabis industry and local cannabis equity, administer a local cannabis equity no-interest revolving loan and grant program to fund business start-up costs, and greatly extend youth education and community outreach programs.  Educate and inform parents and young peopl e about the potential hazards of cannabis use by adolescents and teens.

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POSITION CHANGES

 One vacant position (1.0 FTE Staff Aide) was deleted in the Office of Climate Action and Sustainability Division and a new position (1.0 FTE Program Manager) was added to continue to provide enhanced climate leadership, capacity, and direction regarding urgent initiative for carbon neutrality.

Department Budget Summary

Division Budget Summary

Change
City Manager FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 8,496,884 $ 9,545,072 $ 11,680,805 $ 11,810,679 $ 11,984,191 $ 173,512 Other Services and Supplies 1,186,279 1,402,120 2,454,837 2,453,002 2,521,620 68,618 City Property 49,785 26,157 24,326 24,326 24,326 -
Multi-Year Operating Projects - - 9,166,579 9,166,579 11,095,100 1,928,521 Transfers (33,319) (63,900) - - - -
Labor and Supply Offset (1,734,279) (2,196,557) (996,813) (996,813) (129,075) 867,738 Operating Transfers (296,702) (149,112) - - - -
Total $ 7,668,648 $ 8,563,780 $ 22,329,734 $ 22,457,773 $ 25,496,162 $ 3,038,389 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 5,725,305 $ 6,490,207 $ 5,808,465 $ 5,898,496 $ 6,795,794 $ 897,298 2003 North Sac TE TABS 9,000 - 9,000 9,000 9,000 -
2006 North Sacramento TE 217 - - - - -
Block Grant/ Housing & Redev - - 29,250 29,250 29,250 - Brnfld Revolving Loan Program - 50,000 - - - -
Innovation and Growth 154,172 110,560 6,035,233 6,035,233 7,323,783 1,288,550 Interdepartmental Service 1,779,954 1,909,053 2,023,052 2,023,052 1,639,182 (383,870) Measure U - 3,960 8,424,734 8,462,742 9,699,154 1,236,412 Total $ 7,668,648 $ 8,563,780 $ 22,329,734 $ 22,457,773 $ 25,496,162 $ 3,038,389 Change
City Manager FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the City Manager Division $ 3,445,937 $ 3,673,356 $ 3,408,646 $ 3,498,677 $ 3,584,898 $ 86,221 Office of Cannabis Management Division 802,932 1,017,368 3,194,000 3,194,000 3,604,326 410,326 Office of Climate Action Initiatives Division - - 20,001 20,001 330,894 310,893 Office of Community Response Division - 338,653 - - - - Office of Diversity and Equity Division - - 462,257 462,257 473,993 11,736 Office of Innovation and Economic Development Divsion 2,424,842 2,146,257 12,621,573 12,659,581 14,283,286 1,623,705 Office of Emergency Management Division 396,082 524,535 575,612 575,612 602,735 27,123 Office of Violence Prevention Division 132,094 242,120 - - - - Office of Homeless Services Divsion 81,431 201,202 - - - - Office of Media & Communications Division 385,330 420,289 495,051 495,051 484,809 (10,242) Office of Youth Development Division - - 1,552,594 1,552,594 2,131,222 578,628 Total $ 7,668,648 $ 8,563,780 $ 22,329,734 $ 22,457,773 $ 25,496,162 $ 3,038,389 157
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Staffing Levels

MEASURE U
The following chart summarizes the Office’s Measure U programs.

PERFORMANCE MEASURES

The Office of Innovation and Economic Development promotes a ‘business-friendly’ environment and provides assistance to encourage business growth and development. Tracking the number of businesses located in the city is a good indicator of a business- friendly environment. Source: ESRI Business Analyst**

Change
City Manager FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the City Manager Division 13.00 19.00 12.00 12.00 12.00 - Office of Cannabis Management Division 8.00 7.00 9.00 9.00 9.00 - Office of Climate Action Initiatives Division - - 2.00 2.00 2.00 - Office of Community Response Division - 13.00 - - - -
Office of Diversity and Equity Division - - 3.00 3.00 3.00 - Office of Innovation and Economic Development Divsion 33.00 31.00 32.00 34.00 34.00 - Office of Emergency Management Division 4.00 3.00 3.00 3.00 3.00 - Office of Violence Prevention Division 2.00 2.00 - - - - Office of Homeless Services Divsion 9.00 8.00 - - - -
Office of Media & Communications Division 3.00 4.00 4.00 4.00 4.00 - Office of Youth Development Division - - 6.00 6.00 6.00 - Total 72.00 87.00 71.00 73.00 73.00 -
Funding Category Program Name FTE
FY2022/23
Proposed
Affordable Housing
Operations Housing 2.00 360,789 Climate A ction
Operations Office of Climate Action Initiatives 2.00 330,894 Inclusive Econom ic Developm ent
MYOP Thousand Strong - 750,000 Operations Community Engagement 8.00 1,393,499 Community Investment 7.00 1,192,220 Economic Development 8.00 1,355,047 Economic Development Administration 4.00 901,509 Office of Diversity and Equity 3.00 473,992 Railyards and Riverfront 3.00 509,982 Youth
MYOP Economic Development and Youth Priorities - 300,000 Youth Pop Up - 1,300,000
Operations Office of Youth Development 6.00 831,222 Grand Total 43.00 $ 9,699,154
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In supporting the growth of business activi ty, Economic Development seeks to increase the number of job opportunities available to city residents. Tracking the total number of jobs in the city is a good indicator of increased opportunity for employment. Source: ESRI Business Analyst**

Changes in employment rates that correlate with job growth indicate job creation that is in harmony with the workforce needs. Source:

State of California Employment Development Department, Labor Market Information Division

The department promotes and facilitates investment and development opportunities within the City to revitalize targeted commercial areas. Continued physical development and investment in the City remains essential to create jobs, improve quality of life, and provide the necessary infrastructure to attrac t development and businesses. Tracking buildi ng valuation and monitoring its trend line i s an indicator of economic growth.

*Number of businesses in the city could be tracked by new versus renewal, gross receipts, and gross payroll if the City's BOT processing system and software is updated.

**ERSI is an international supplier of geographic informat ion software system, geodatabase management, and business analytics data. ERSI extracts its business data from Dunn & Bradstreet.

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12 SECTION - 12
City Treasurer
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City Treasurer
Provide banking, investment, and debt financing services for and to protect the fiscal integrity of the City of Sacramento.

The City Treasurer is responsible for the deposit and investment of all City funds. The City Charter also provides that the City Treasurer keep the C ouncil informed regarding the status of investments and City funds. Additionally, Council has directed that the City Treasurer shall also provide public finance and debt issuance services for the City.

PROGRAMS/SERVICE HIGHLIGHTS
 Assisted business units in adding addi tional payment methods (i.e., mobile payments, eCheck, etc.), adding to increased sales and a better customer experience during the work from home mandate, all while maintaining Payment Card Industry (PCI) Compliance; Coor dinated and co-led the team to another Clean Report of Compliance (RoC), using established Payment Card Industry Data Security Standard (PCI DSS) Policy and Procedures. The RoC was 100% completed remotely.
 Provided debt financing services for the city as well as for various Community Facilities Districts (CFDs), which provided funding for facility dev elopment, land purchases, improvements, and the acquisition of equipment. Ensured compliance with post- issuance regulatory and disclosure matter s and covenants of debt obligations to ensure investment-grade ratings and/or outloo ks are maintained or eligible to be upgraded.
 Managed the cash flow for the City, Sacram ento City Employees’ Retirement System (SCERS), Sacramento Housing and Redevelopment Agency (SHRA), Sacramento Public Library Authority (SPLA), and ot her trust funds between the bank and the investment pools to gain interest earnings and provide liquidity in a prudent manner.

Consistently one of the top performing municipalities in the State of California.

 SCERS Plan achieved over 100% funding status for the first time in 15 years due to extraordinary market returns and staffs’ disciplined investment strategies over the past decade.

DEPARTMENT EFFICIENCIES

 Automated the daily cash flow process that links the City and banking data in real- time, thus improving accuracy and efficiencies.
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 Streamlined trade processing and implem ented new reconciliation methods and procedures to ensure validity and reliability of investment records.  Utilized a third-party cons ultant to proactively monitor on an ongoing basis the credit ratings and outlook of outstanding bonds, thereby freei ng up City staff to focus on other debt management-related responsibilities.

OBJECTIVES FOR FY2022/23

 In conjunction with Information Technol ogy, continue to develop and automate the City’s PCI program, annual audit and monitoring an d compliance gaps; while continuing to produce a Report on Compliance audit that ensures the City remains compliant with all new and ongoing payment card regulations.  Develop and implement citywide banking policies and procedures that will complement existing procedures for Departments; Continue to evaluate and establish a citywide Credit Card Fee Policy.
 Continue to maintain investor and rating agency relations of outstanding bonds issued by the City, Sacramento Cit y Financing Authority, Sacramento Public Financing Authority, and the Redevelopment Agency Successor Agency to maintain or improve applicable credit ratings. Continue to comply with all bond covenants and regulatory requirements to maintain the City’s tax-exempt status of bonds and loans.  Continue to work with Departments in performing feasibility analyses or obtaining cost- effective financing to pay for infrastructure or equipment acquisition costs, including the development of long-te rm finance and master plans. Evaluate refinancing opportunities.
 Continue to work with the Cit y Attorney’s Office and Real Estate Division to establish a second master lease program that will enable new lease revenue bonds to be issued to finance capital improvements, with the issuance of bonds contingent upon the results of the in progress General Fund stress test analysis (if favorable) by the City’s financial advisor, as well as the consider ation of other financ ial and non-financial factors.
 Work on the formation of the Natomas Enhance Infrastructure Financing District and the issuance of bonds for various commun ity facilities distri cts – Delta Shores Community Facilities District (Improveme nt Area 1) and possibly Delta Shores (Improvement Area 3) to acquire infrastructure from the respective developers.  Work with SHRA, the City Atto rney’s Office, and City Manager’s Office to establish a policy in regard to a Middle-Income Housing Program.
 Develop a resiliency strategy for a natural disaster or pandemic.  Build a succession plan that helps to cult ivate staff in preparation for attrition.

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BUDGET CHANGES

Department Budget Summary

Division Budget Summary

Staffing Levels

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
City Treasurer Increase Pool A Revenue Budget to align with historical revenues increase due to interest earnings
from higher sales tax receipts, State Grants, and
Bond Proceeds; Large SHRA contributions with
limited withdrawals; SCERS and others (Capitol Area
Development Authority) established portfolio with
limited withdrawals.

General 150,000 - - City Treasurer One-time Revenue increase due to higher Pool A interest earnings.

General 450,000 - - Total Change $ 600,000 - - Change
City Treasurer FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 1,730,105 $ 1,852,689 $ 2,393,324 $ 2,457,701 $ 2,553,214 $ 95,513 Other Services and Supplies 180,085 325,580 278,547 278,547 278,547 - City Property 22,454 1,816 10,000 10,000 10,000 -
Multi-Year Operating Projects - - - - 3,000 3,000
Labor and Supply Offset (122,805) (22,888) 350 350 350 - Total $ 1,809,839 $ 2,157,197 $ 2,682,221 $ 2,746,598 $ 2,845,111 $ 98,513 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 1,558,084 $ 1,767,545 $ 1,999,863 $ 2,064,240 $ 1,681,892 $ (382,348) Interdepartmental Service 251,755 389,652 682,358 682,358 1,163,219 480,861 Total $ 1,809,839 $ 2,157,197 $ 2,682,221 $ 2,746,598 $ 2,845,111 $ 98,513 Change
City Treasurer FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Treasurer Division $ 1,809,839 $ 2,157,197 $ 2,682,221 $ 2,746,598 $ 2,845,111 $ 98,513 Total $ 1,809,839 $ 2,157,197 $ 2,682,221 $ 2,746,598 $ 2,845,111 $ 98,513 Change
City Treasurer FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Treasurer Division 14.00 14.00 14.00 14.00 14.00 - Total 14.00 14.00 14.00 14.00 14.00 -
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13 SECTION - 13
Community Development
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Community Development
We help plan, build, and maintain a great city.

The Community Development Department plans for growth, development, and prosperity in Sacramento; reviews and approves development applications and building permits; responds to issues related to the Health and Safety Code while ensuring well- maintained properties and preserving the existing housing stock; and provides animal care services. The Department consists of the following service areas.

 Administrative Services: Provi de centralized support for Department budgeting, accounting, personnel services,
procurement, boards and commissions, and
marketing and communications.

 Animal Care Services: Provide animal care services through enforcement of City codes with emphasis on public safety, cruelty,
and abuse investigations, sheltering, adoption, and
community outreach, along with a robust volunteer
program affording a hi gh level of community
engagement.

 Building: Protect public health and safety by regulating construction and development through provision of
permits, plan review, and building inspections.

Provide planning applic ation and building permit
services and development project management
services.

 Code Compliance: Promote and main tain a safe and desirable living and working environment thr ough enforcement of City
and State codes. Programs and services include
neighborhood and business code compliance, graffiti
abatement, weed abatement, substandard/
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dangerous building inspections, vacant building
monitoring and residential rental housing inspections.

 Planning: Provide a vision for a great city by leading the City’s planning, development, ur ban design, and historic
preservation efforts. Guide development for public
and private sector investment throughout our
community.

PROGRAMS/SERVICE HIGHLIGHTS

 The Planning Division is on track to process approx imately 700 private development applications by the end of FY 2021/22. Notable projects this year have included:
o Adoption of the Innovation Park planned unit development in North Natomas.
o Continued residential and commercial development in the River District, Railyards, and Delta Shores.
o Six ministerial housing projects comp rising over 600 residential units, and o A record 200+ accessory dwel ling units (ADU) citywide.

 On February 24, 2022, the City was the first jurisdiction in the State to receive the Prohousing Designation, whic h will make the City more competitive for State affordable housing and transportation grants.

 The Building Division is expanding its 25% reduced plan review timelines for multi- family housing projects to also include affordable housing projects and homeless housing/shelter projects. This is to encourage housing dev elopment and to increase housing for individuals experiencing homelessness.

 The Building Division launched 100% electronic submittals for all building permit activity types (e.g., residential photovolta ic solar, sign permit and minor permit applications). Applications can now be done via email and/or electronic submission.
 In October of 2020, Animal Care Se rvices began holding free monthly vaccine, microchip, and pet resource clinics in the community. In FY 2020/21, there were eight clinics held serving 1,483 owned pets.

DEPARTMENT EFFICIENCIES
 The Building Division implemented automated status update emails to keep customers informed during the plan review process.
 The Planning Division launched a new webs ite called Agency Counter to inform the public of pending planning applications, which includes automatic emails when a new application is filed with the City.
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 The Front Street Shelter continues to o ffer services with or without an appointment, which leads to decreased wait times and improved customer service.  The Front Street Shelter outsourced its pet licensing program to increase efficiencies, increase revenue, and offer better customer service for pet owners.

OBJECTIVES FOR FY2022/23
 Adopt the 2040 General Plan and Climate Action & Adaptation Plan.  Implement the Small Project Rapid Review (SPRR) program to replace, enhance, and automate the existing electronic over the counter (EOTC) program.  Reopen the public counter on an appoi ntment only basis for in person consultations.
 Business Code Compliance will implement night and weekend enforcement for business compliance and entertainment facilities.
 Continue to serve both pets and people in the community. By proactively helping pet owners, fewer animals are taken in at the Front Street Animal Shelter which ensures adequate space for animals that must enter the shelter system.

BUDGET CHANGES

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Administration Add a position (1.0 FTE Administrative Officer) to support the growth of the department and to provide
additional oversight. The cost of the position is being offset by an increase in the revenue budget.

General (155,674) 155,674 1.00 Administration Add a position (1.0 FTE Assistant Director) to assist in the management and direction of the department
operations. The cost of the position is being offset by an increase in the revenue budget.

General (215,364) 215,364 1.00 Building Add positions (2.0 FTE Building Inspector I's) to support field inspections. The cost of the positions are being offset by an increase in the revenue budget.

General (263,328) 263,328 2.00 Building Add a position (1.0 FTE Principal Building Inspector) to support the Plan Review section due to increasing
development activities coupled with increases in City
programs and process improvements. The cost of the
position is being offset by an increase in the revenue
budget.

General (168,453) 168,453 1.00 Planning Add a position (1.0 FTE Senior Planner) to support the Zoning section and a position (1.0 FTE Associate
Planner) to support regulatory and housing policies.

The cost of the positions will be offset by the General Plan Update Multi-year Operating Project.

Measure U/
Development
Services
(279,629) 279,629 2.00
Planning A vacant position (1.0 FTE Development Services Technician) was deleted in the Planning Division and
a new position (1.0 FTE Senior Architect) was added
for geographic planning and oversight of the Site
Conditions unit. The additional costs associated with
the new position are being offset by an increase in
revenue in the planning division.

General (86,222) 86,222 -
Total Change $ (1,168,670) $ 1,168,670 7.00 171
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Department Budget Summary

Division Budget Summary

Staffing Levels

Change
Community Development FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 28,832,939 $ 29,513,107 $ 35,149,603 $ 36,138,799 $ 39,193,329 $ 3,054,530 Other Services and Supplies 13,633,060 7,625,422 10,933,521 10,914,464 11,751,589 837,125 City Property 86,216 113,048 159,475 181,641 181,641 -
Multi-Year Operating Projects - - 4,041,250 3,593,800 3,987,033 393,233 Transfers 165,839 165,226 304,030 304,030 303,178 (852) Labor and Supply Offset (3,117,997) (3,527,423) (1,812,482) (2,483,759) (2,669,503) (185,744) Total $ 39,600,057 $ 33,889,380 $ 48,775,397 $ 48,648,975 $ 52,747,267 $ 4,098,292 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 32,751,160 $ 31,259,837 $ 32,198,302 $ 32,423,926 $ 34,547,071 $ 2,123,145 Citywide Low Income Housing 4,723,841 2,453,037 2,530,000 2,530,000 3,100,000 570,000 Development Services - - 2,000,000 2,000,000 2,266,000 266,000 Landscaping and Lighting 200,000 200,000 329,700 240,000 348,000 108,000 Measure U - - 11,399,595 11,137,249 12,236,196 1,098,947 Risk Mgmt 1,925,056 (23,494) - - - -
Special Program Donations - - 317,800 317,800 250,000 (67,800) Total $ 39,600,057 $ 33,889,380 $ 48,775,397 $ 48,648,975 $ 52,747,267 $ 4,098,292 Change
Community Development FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration Division $ 2,162,143 $ 2,083,451 $ 2,451,256 $ 2,569,748 $ 3,258,172 $ 688,424 Animal Care Services Division 5,934,226 5,512,958 6,722,087 6,539,006 7,364,340 825,334 Building Division 14,475,196 11,922,216 16,717,053 16,898,789 18,403,762 1,504,973 Planning Division 8,466,110 5,707,618 11,098,024 11,088,526 11,762,739 674,213 Code Compliance Division 8,562,382 8,663,135 11,786,977 11,552,906 11,958,255 405,349 Total $ 39,600,057 $ 33,889,380 $ 48,775,397 $ 48,648,975 $ 52,747,267 $ 4,098,292 Change
Community Development FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration Division 15.00 15.00 15.00 16.00 19.00 3.00 Animal Care Services Division 54.50 55.00 55.00 61.00 61.00 - Building Division 82.00 82.00 82.00 87.00 89.00 2.00
Planning Division 52.00 52.00 52.00 52.00 54.00 2.00
Code Compliance Division 86.50 86.50 84.50 92.00 92.00 - Total 290.00 290.50 288.50 308.00 315.00 7.00
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MEASURE U

The following chart summarizes the Department’s Measure U programs.

PERFORMANCE MEASURES

Animal Care Services Division

The live release rate is a key measure of the Front Street Animal Shelter's success in achieving its mission of saving lives. The live release rate can be affected by a variety of factors including the health of animals upon intake, the number of animals received due to bite/abuse/neglect investigations, staffing levels, and volunteer/community involvement.

Building Division

Most inspections are completed on the day that they are scheduled. Development activity is incr easing which will result in more inspections, especially as development resumes in North Natomas.

Most residential permits are minor in nature and may be approved at the permit counter or via th e online permitting platform. This measure is tracked nationally and offers a means of comparison with other agencies.

Funding Category Program Name FTE
FY2022/23
Proposed
Affordable Housing
MYOP Specific Plans - 1,200,000 Operations Long Range 13.00 923,370 Zoning 6.00 659,856 Community Response
MYOP Fleet Acquisitions - 35,433 Operations Animal Care Administration 13.00 971,784 Animal Care/Shelter 34.00 3,760,534 Neighborhood Code Compliance 39.00 3,172,939 Misellaneous
MYOP Commission Stipends - 4,200 Public Safety - Com m unity Developm ent
Operations Animal Enforcement/Field Services 14.00 1,508,082 Grand Total 119.00 $ 12,236,198 173
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Code Enforcement Division

Abandoned or inoperable vehicles are investigated by Neighborhood Code Compliance. When a Code Enforcement Officer confirms a vehicle violation, the vehicle is marked, and the registered owner of the vehicle has three days to remove the vehicle, or it may be towed.

Planning Division

The Planning Division tracks and reports on the time it takes to approve a staff hearing-level review. This review includes a technical analysis of the project to determine compliance with guidelines and standards, is noticed to the public, and is presented in a public hearing to the Zoning Administrator, Design Director, or Preservation Director.

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14 SECTION - 14
Community Response
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Community Response

On July 1, 2020, the City Council directed the City Manager to develop an alternative response model for 911 calls that do not requi re traditional emergency services. This Office was originally created as a Division in the City Manager’s Office. The Division became the standalone Department of Community Response (DCR) effective July 1, 2021.

DCR deploys social workers and outreach specia lists who are trained to resolve certain crises such as behavioral health, homelessne ss, youth and family disturbances, school response, and substance use issues. The goal of the DCR is to divert entry into jails and emergency departments by connecting indivi duals with appropriate services and treatment options to better resolve such crises.

To facilitate the shift toward this alternat ive response model, DCR is comprised of the following four offices:
 Office of Community Outreach: 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 com petency, motivational interviewing, and strengths-based approaches t hat are not typically found within traditional emergency response models.
 Office of Homeless Services: Resp onsible for the City’s response 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.
 Office of the Director: Responsible fo r the strategic planning, fiscal, human resources, and administrative management of the Department.  Office of Violence Prevention: Responsib le 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.

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PROGRAMS/SERVICE HIGHLIGHTS
 The Office of Community Outreach (O CO) hired 10 FTE Neighborhood Resource Coordinators (NRCs) to respond to calls for service regarding individuals experiencing homelessness. The Office has successfully collaborated with Hope Cooperative to implement widespread outreach across th e city. Since July 2021, the OCO has responded to nearly 12,000 calls relative to homeless concerns or to trash complaints. The Office of Homeless Services cannot perform their work without the outreach of OCO team.

 The Office of Homeless Services (OHS) started and completed its first City-funded Safe Ground Program (April 2021 through February 2022). The program was able to serve 450 people experiencing homelessness, including veterans, families, and those experiencing chronic homelessness. 70% of the guests served at that location had never previously engaged with any homeless services. 42% of the guests served exited to positive destinations from the Safe Ground, proving that this is a viable form of triage into the City’s homeless system of care.

 OHS continues to operate a Safe Parki ng program on Front St., where 45% of guests served to date have exited to positive destinations. In February 2022, OHS opened a new Safe Ground camping program at Miller Regional Park, referred to as Riverfront Safe Ground. This site is set up with 60 tents, cots, restroom/hygiene services, a fully plumbed and heated shower trailer, a Case Management area, a Family style dining area, and other amenities. Due to this location being fully City- owned, the City was able to design it for full site access control with one single point of entry/exit. This will greatly increase the sense of safety within the site and reduce critical incidents. 110 people can be served at any given time at this location.

 The Office of Violence Prevention (OVP) continued to implement an approach to reduce gang violence dur ing the pandemic. Key accomplishments during FY2021/22 included granting $1 million to support the Gang Prevention and Intervention Taskforce to deter at-risk youth from becoming gang-involved and establishing a mentoring program for gang-involved individuals with several community-based organizations. OVP also implemented a grant program using American Rescue Plan Act (ARPA) Reinvestment Funds for gang uptick during the pandemic, granting $500,000 to support Evidence-Based Community Violence Intervention and $1 million to support Evidence-Based Interruption, Disruption and Suppression grant program.

DEPARTMENT EFFICIENCIES

 OHS has improved the f unctionality of the Mote l Voucher Program (MVP), increasing the amount and efficiency of the service-providers in their efforts to connect guests to housing in the community. OHS also developed an improved method of tracking Federal Emergency Management Agency (FEMA) eligibility amongst guests in the program, allowing it to maximize reimbursable costs associated with the program. Additionally, OHS was able to secure an additional 178
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hotel in the City, providing a wider network in the community to serve families and individuals in Non-Congregate shelter.
 In May of 2021, OHS re-engaged contra cted Emergency Shelter providers in regular site visits, increasing support, and maximizing efficient oversight of funded programs. During the height of pandemic risks, OHS developed a system of video site visits to continue to support and oversee contracted partners.  Successfully implemented a 311 alternative response model. Calls for services are dispatched via the City’s 311 system.
 Contracted with Forensiclean to provide cleanup services throughout the City. To date, Forensiclean has closed 5,000 calls, collected near ly 25,000 needles, and cleared over 29,000 cubic yards of trash.

OBJECTIVES FOR FY2022/23
 On February 15th, 2022, Council voted to support the Coordinated Access System (CAS). This system, with the support of all major public entities throughout the County, will not only help to achieve quick and efficient access to homeless service providers but will also help to understand what homelessness looks like in the City and greater community. This in turn will allow the City to use to appropriately focus programs to the needs of the most vulnerable residents of the City of Sacramento.

OHS will launch CAS with all the City’s shelter providers and continue to work with collaborative partners to make adjustments and impr ovements as necessary.

These efforts will result in faster access to appropriate services for those experiencing homelessness, reducing the time spent on the street, increasing the number of known destinations that they exit to, and increase positive outcomes once engaged in Emergency Shelter services.
 In August 2021, Council voted to enact th e Comprehensive Siting Plan (CSP) to address homelessness. OHS will continue to work alongside other departments to plan, design, and implement pr ojects within the CSP, as well as exploring other opportunities as directed. These efforts will increase the number of safe locations for those experiencing homelessness to fi nd Shelter and Respite. Additionally, OHS will continue to improve all aspects of partnership with our contractors, and utilize data to gauge effectiveness related to costs, outcomes, and equity.  Hire additional nine full-time Neighborho od Resource Coordinators to expand services to seven days a week.
 Contract up to $2.8 million for communi ty-based organizations to coordinate directly with NRCs and to pr ovide direct outreach in each of the eight Council districts.
 Continue successful implementati on of the City’s G ang Prevention and Intervention Taskforce Grant by adminis tering another award cycle of $1 million July 2022 for FY2022/23.
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Department Budget Summary

Division Budget Summary

Staffing Levels

Change
Community Response FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services - - $ 2,738,916 $ 3,410,691 $ 4,636,232 $ 1,225,541 Other Services and Supplies - - 461,937 461,937 659,594 197,657 City Property - - 420,000 420,000 420,000 -
Multi-Year Operating Projects - - 9,548,626 9,548,626 12,735,177 3,186,551 Labor and Supply Offset - - (124,541) (796,316) - 796,316 Total - - $ 13,044,938 $ 13,044,938 $ 18,451,003 $ 5,406,065 Change
F Y2019/20 F Y2020/21 F Y2021/22 F Y2021/22 F Y2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Measure U - - $ 13,044,938 $ 13,044,938 $ 18,451,003 $ 5,406,065 Total - - $ 13,044,938 $ 13,044,938 $ 18,451,003 $ 5,406,065 Change
Community Response FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of DCR Division - - $ 768,550 $ 768,550 $ 1,121,970 $ 353,420 Office of Community Outreach Division - - 4,237,449 4,237,449 12,637,217 8,399,768 Office of Homeless Services Division - - 6,334,714 6,334,714 2,991,816 (3,342,898) Office of Violence Prevention Division - - 1,704,225 1,704,225 1,700,001 (4,224) Total - - $ 13,044,938 $ 13,044,938 $ 18,451,003 $ 5,406,065 Change
Community Response FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of DCR Division - - 6.00 8.00 8.00 -
Office of C om m unity Outreach Division - - 11.00 24.00 24.00 - Office of Homeless Services Division - - 4.00 6.00 6.00 - Office of Violence Prevention Division - - 2.00 2.00 2.00 - Total - - 23.00 40.00 40.00 -
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MEASURE U
The following chart summarizes the Department’s Measure U programs.

PERFORMANCE MEASURES

Community Response

The 311 calls for DCR service areas have been increasing to con nect individuals with appropriate services and treatment options , and to address the continued need for homeless encampment clean up services.

Source: 311

Funding Category Program Name FTE
FY2022/23
Proposed
Community Response
MYOP Community Outreach - 9,177,480 Operations Office of Community Outreach 24.00 3,459,738 Office of Director 8.00 1,121,970
Homelessness
MYOP Homeless Housing Initative - 2,146,000 Operations Office of Homeless Services 6.00 845,818 Youth
MYOP Gange Prevention and Intervention - 1,411,697 Operations Office of Violence Prevention 2.00 288,304 Grand Total 40.00 $ 18,451,007
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15 SECTION - 15
Convention and Cultural Services
183
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Convention and Cultural Services
The mission of the Convention and Cultural Services Department is to promote and preserve our unique culture and heritage by delivering accessible arts, leisure, and educational experiences to enrich people's lives and enhance the metropolitan area.

The Convention and Cultural Services Department (CCS) provides exceptional cultural, artistic, and leisure opportunities that enrich the quality of life and contribute to a vibrant metropolitan region. As key contribut ors to the region’s quality of life, our “Sacramento Treasures” serve both residents and visitors. Significant economic impact can be attributed directly to the numerous educational, cultural, and recreational events offered. These experiences are provided by our divisions and nonprofit partners. The Department includes the following operations and programs/services:

 CCS Administration: Provides overall Departm ent policy, oversees financial transactions, and assists divisions with
human resources functions.

 Convention Center Complex: Consists of the SAFE Credit Union Convention Center, SAFE Credit Union Performing Arts Center,
and Memorial Auditorium. This complex is the venue
for a variety of events including major conventions,
trade shows, performing ar ts, concerts, sporting
events, seminars, weddings, banquets, and high
school graduations.

 Crocker Art Museum: The Crocker Art Museum brings people together and connects them in unexpected ways with art, ideas,
each other, and the world around them. The
Museum features the worl d’s foremost display of
California art and is renowned for its holdings of
master drawings. Other major collection areas
include international ceramics, European paintings
and Asian, African, and Oceanic art. The Museum
serves as the primar
y regional resource for the study
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and appreciation of fine art and offers a diverse
spectrum of exhibitions, events, and programs to
augment its collections, including films, concerts,
studio classes, lectures, children’s activities, and
more
.

 Fairytale Town: At Fairytale Town, children and families enjoy a magical, safe place to imagine, play, and learn. This
nonprofit storybook park and education center
promotes the imagination, creativity, and education
of children. More than 250,000 visitors laugh and
learn in a typical year at the main park while at-risk
youth benefit from hands -on exploration at the
Sacramento Adventure Playground located in South
Sacramento.

 History: The Center for Sacramento History (CSH) is the official repository and research center for City and
County historical collections. The Center collects,
preserves, and makes accessible the region’s vast
cultural heritage to the general public, academics,
students, genealogists, filmmakers, and more. The
division also serves as the administrator for the Old
Sacramento Riverfront Historic District, which is the
City’s largest tourist at traction. The Center’s
collections are displayed in exhibitions created by
Center staff at the Sacramento History Museum and
City Hall.

 Office of Arts and Culture: The Office of Arts and Culture (OAC) is dedicated to elevating the influence of arts, culture, and the
broader creative economy throughout the City and
the region. The OAC advances its strategic
imperatives, manifesting as the six goals of the
Creative Edge cultural plan, through five key
functions: 1) information gathering and
dissemination; 2) workforce development; 3)
investment; 4) law, legislation, and policy; and 5)
convening and community coordination. The OAC
has specific subject matter expertise in arts
education, grantmaking, public art, collections
management, and film and media.

 SMUD Museum of Science and
Curiosity:

The new SMUD Museum of Science and Curiosity
(MOSAC) is a premier institution for informal science
education in Sacramento and the Northern California
Region. The Museum piques curiosity and sparks
ima
gination with hands-on interactive exhibits and
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programming that explore the wonders of science,
technology, engineering, art, and math. The new
state-of-the-art exhibits address global and local
issues and topics relating to energy, water, health,
nature, space, and design engineering. The digital
dome theater will screen a variety of spectacular film
and star shows. The rota ting gallery will feature
special exhibitions that will continually bring new
experiences and ideas to the Sacramento region.

 Sacramento History Museum: The Sacramento History Museum is dedicated to Sacramento’s rich and diverse history. The Museum
explores the stories of the area’s first inhabitants,
from the native peoples who originally lived here to
the thousands of immigrants who came from around
the world to seek their fortune in California’s gold
fields, and ultimately creating an “indomitable city”.

With engaging educational programs serving
thousands of students each year, public
programming and tours of The Old Sacramento
Riverfront District, the Museum brings Gold Rush
history to life for visitors of all ages.

 Sacramento Zoo: The Sacramento Zoo is one of the region's top attractions, with an annual attendance of more than
500,000. The Zoo's collection consists of more than
500 animals, diverse botanical life, and several
specialized gardens.

PROGRAMS/SERVICE HIGHLIGHTS

 Held ribbon cutting ceremony to l aunch the opening of the renovated and expanded SAFE Credit Union Convention C enter in June 2021 and opened the newly renovated SAFE Credit Union Perfor ming Arts Center in September 2021 with 32 performances of t he Broadway Musical of Ha milton. The SAFE Credit Union Convention Center, SAFE Credit Union Performing Arts Center, and Memorial Auditorium collectively hosted 84 events, served 123,000 attendees, and contributed nearly $57 million in economic impact to the Sacramento Region from September 2021 to January 2022.

 OAC made significant investments in the creative community by providing a second round of funding through its Cult ural Equity Investment program ($225,000), a re-established partnership with Sacramento County for the Cultural Arts Awards program ($950, 000), the Sacramento Film + Media pilot incentive program ($60,000), and a grassroots arts and culture match fund ($500,000). New public artworks were completed at the Old Sacramento Waterfront (River Crossing), the Natomas Aquatic Center, SAFE Credit Union Convention Center & Performing Arts Complex, and Pannell Meadowview Community Center. OAC also 187
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launched Community Murals Sacramento, which has brought five new murals to neighborhoods within the city, with five more on the way.

 CSH continues to have consistent rev enue from film collection licensing. The numbers are holding steady for this fiscal y ear. As CSH continues to digitize the film archives, revenue is expected to remain consistent.

 During the first three quarters of FY2021/22, approximat ely 400,000 visitors enjoyed a safe day out at the Zoo and were entertained, educated, and connected to wildlife. Two new cheetahs and a tem porary dinosaur exhibit were among the more popular additions with the guests. In addition, the “Behind-The-Scenes Tour” program continues to grow in popularity, and Zoo Summe r Camp is back in full swing for the summer of 2022.

 While closed for most of the pandemic , when open the Crocker Art Museum served 43,000 people. During closures, audiences continued to be served through a variety of virtual programs, community activities, and publications.

DEPARTMENT EFFICIENCIES
 The cold storage vault for the Center for Sacramento History was completed in January 2022. Two films in the City’s se ries on the History of Racism in Sacramento were completed with two more in production to be completed by June 2022.

 OAC transitioned its longstanding Any Gi ven Child program to the Sacramento County Office of Education. The new partnership ensures the potential of expansion of that program throughout the county, while al so freeing up staff time to refocus OAC’s work in the education space at a more strategic level.

 The SAFE Credit Union Convention & Perf orming Arts District implemented 24/7 software to track equipment and maintenance work completed.

 The Memorial Auditorium boilers’ refractories were repaired in-house by the department’s engineering team , resulting in a savings of $750,000 to the Community Center Fund.

 The Zoo has maintained many of the process improvements implemented in response to the pandemic. These include encouraging touchless online advanced ticket sales, enhanced cleaning and safety protocols, and streamlined menu options at the Kampala Café. In addition, in FY2021/22, the Zoo transitioned from an outsourced security contractor to an in-house security team, which both improves performance and reduces costs.

OBJECTIVES FOR FY2022/23

 Provide clean, well-maintained facilit ies to ensure the public’s comfort and enjoyment during their visits following cu rrent federal, state, and local guidelines 188
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including COVID-19 protocols, and maintaining Global Biorisk Advisory Council certification at the SAF E Credit Union Convention Center, SAFE Credit Union Performing Arts Center, and Memorial Auditorium.

 OAC will bring $10 million to the creat ive economy and tourism through American Rescue Plan Act support. Additionally, it will review and seek amendment to important policies that infl uence the climate for creative activity in the City of Sacramento.

 Continue to work on transforming the uni mproved Crocker Park across from the Crocker Art Museum into a great civic am enity to help enrich the intellectual and cultural life of the community.

 The Zoo will continue to inspire appreciation and respect for wildlife and nature through education, recreation, and conservation. The department will achieve this by maximizing educational and entertainment value to the roughly 500,000 visitors that currently participate in the Zoo’s programming while also continuing to explore strategic opportunities to reach even mo re people within the Sacramento region and beyond in the future.

BUDGET CHANGES

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Crocker Art
Museum / History
Increase the budget in Rental of Land and Buildings and Custodial Services for the Center for Sacramento
History and the Crocker Art Museum to cover the annual
lease payments and maintenance for a facility at
McClellan Park to house parts of the collections from
both divisions.

Measure U - 366,000 0.00
Crocker Art
Museum
One vacant position (1.0 FTE Staff Aide MGM) was
deleted in the Crocker Art Museum and the budget is
increased in services and supplies to cover operational support for the Crocker Director salary.

Measure U (174,156) 154,661 (1.00)
History One position (0.75 FTE Administrative Technician) was added in the History division to support the Center for Sacramento History operations. The cost of the position is fully offset by reduction in the services and supplies budget.

Measure U (77,019) 77,019 0.75
Convention Center
Complex
Three vacant positions (0.20 FTE Ticket Seller, 0.20
FTE Ticket Seller and 0.65 FTE Ticket Seller) were
deleted in the SAFE Credit Union Convention and
Performing Arts District and fifteen new positions (1.50 FTE Events Associates) and three new positions (0.30
FTE Events Duty Persons) were added to streamline
service needs for operations and clients who hold
events at the SAFE Credit Union Convention and
Performing Arts District.

Community
Center
(38,812) 63,732 0.75
Zoo One vacant position (1.0 FTE Zoo Attendant I) was
deleted at the Sacramento Zoo per the contract
requirement with Sacramento Zoological Society
following an employee retirement.

Measure U (82,503) - (1.00) Total Change $ (372,490) $ 661,412 (0.50) 189
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Department Budget Summary

Division Budget Summary

Staffing Levels

Change
Convention and Cultural Services FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 6,729,694 $ 6,189,331 $ 10,065,156 $ 10,065,156 $ 12,293,945 $ 2,228,789 Other Services and Supplies 5,906,026 5,305,583 7,870,015 7,877,015 8,606,898 729,883 City Property 41,746 152,159 138,000 138,000 83,000 (55,000) Multi-Year Operating Projects - - 2,754,000 2,754,000 114,000 (2,640,000) Transfers (166,877) (144,082) - - - -
Labor and Supply Offset 1,192,780 1,187,306 1,221,647 1,221,647 1,377,766 156,119 Operating Transfers 1,088,008 726,369 1,445,800 1,445,800 1,765,100 319,300 Total $ 14,791,377 $ 13,416,667 $ 23,494,618 $ 23,501,618 $ 24,240,709 $ 739,091 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 4,874,661 $ 4,891,802 $ 1,309,213 $ 8,034,213 $ 1,200,030 $ (6,834,183) Community Center 9,579,074 7,664,260 14,880,967 8,162,967 18,000,483 9,837,516 Fairytale Town 28,589 76,018 50,000 50,000 50,000 -
H Street Theater 33,175 151,658 45,000 45,000 45,000 -
Measure U - - 6,886,085 6,886,085 4,636,520 (2,249,565) Museum of History, Science, & Tech 21,000 307,473 - - - - Old Sac Market 68,321 81,520 104,000 104,000 104,000 -
Old Sacto Maint Dist 63,816 65,246 67,190 67,190 67,220 30 Winchester G & Mary Alice Felt 95,417 104,198 102,163 102,163 87,456 (14,707) Zoo 27,324 74,493 50,000 50,000 50,000 -
Total $ 14,791,377 $ 13,416,667 $ 23,494,618 $ 23,501,618 $ 24,240,709 $ 739,091 Change
Convention and Cultural Services FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CCS Administration Division $ 1,150,059 $ 1,333,200 $ 1,756,578 $ 1,756,578 $ 1,803,753 $ 47,175 Convention Center Complex Division 8,125,490 6,191,080 12,671,917 12,671,917 15,744,258 3,072,341 Crocker Art Museum Division 1,925,599 1,835,108 2,260,030 2,260,030 2,445,460 185,430 Fairytale Town Division 63,799 89,036 62,245 62,245 62,245 - History Division 2,248,429 2,600,190 2,357,403 2,357,403 2,520,532 163,129 Sacramento Office of Arts and Culture Division 425,587 459,731 3,481,214 3,488,214 839,224 (2,648,990) Powerhouse Science Center Division 241,215 238,413 238,337 238,337 238,337 - Sacramento History Museum Division 254,266 250,702 251,528 251,528 251,528 - Sacramento Zoo Division 356,933 419,209 415,366 415,366 335,372 (79,994) Total $ 14,791,377 $ 13,416,667 $ 23,494,618 $ 23,501,618 $ 24,240,709 $ 739,091 Change
Convention and Cultural Services FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CCS Administration Division 8.00 8.00 8.00 8.00 8.00 -
Convention Center Complex Division 82.99 89.30 89.30 89.30 90.05 0.75 Crocker Art Museum Division 6.00 6.00 6.00 6.00 5.00 (1.00) History Division 8.20 8.20 8.20 8.20 8.95 0.75
Sacramento Office of Arts and Culture Division 8.00 9.00 9.00 9.00 9.00 - Sacramento Zoo Division 3.00 3.00 3.00 3.00 2.00 (1.00) Total 116.19 123.50 123.50 123.50 123.00 (0.50)
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FY2022/23 Proposed Budget

MEASURE U

The following chart summarizes the Department’s Measure U programs:

PERFORMANCE MEASURES

Convention Center Complex Division

The SAFE Credit Union Convention and Performing Arts District provides both ticketed and free events to the public. Ticketed events include theater performances and consumer shows such as the Broadway Series, home-shows, concerts, conventions, and festivals.

An increase in tickets sold is an indicator of the strength of the shows and the demand for the events. These shows bring local attendees and visitors to the downtown core , which supports the economic vitality of Sacramento. Overall demand for event and production space at the SAFE Credit Union C onvention and Performing Arts District, whic h includes the Performing Arts Center an d Memorial Auditorium, continues to grow. Beginning in June 2018, the Memorial Auditorium closed for renovations and reopened for events in June 2019. In July-August 2019, the Convention Center and Performing Arts Center both closed for renovations and reopened for events in calendar year 2021. Additionally , in FY2019/20, FY202/21, and FY2021/22 there have been events/performances cancelled due to the ongoing pandemic.

The SAFE Credit Union Convention Center has followed a national trend in awarding exclus ive contracts for many services provided at the facility. Currently, the City has contracts with Centerplate for food and beverage; Encore for audio-visual; Smart City Networks for telecommunications; Ticketmaster for ti cketing; and Boingo for wireless communications . These exclusive contracts provide for consistent high levels of customer servic e, a financial return for the City, and a signi ficant vendor investment to a City asse t. The revenue generated is an indicator of the strength of our Convention Center business primarily wi th conventions, conferences, tradeshows, and meetings. With approximately 400 events and nearly 800,000 visitors annually, these events are vital to the loc al economy bringing visitors to the downtown area supporting hotels, restaurants, and re tail businesses. Beginning in June 2018, t he Memorial Auditorium closed for renovations and reopened for events in June 2019. In Ju ly-August 2019, the Convention Center and Performing Arts Center closed for renovations and reopened for events in calendar year 2021. Additionally, in FY2019/20, FY2020/21, and FY2021/22 there have been events/performances cancelled due to the ongoing pandemic.

Funding Category Program Name FTE
FY2022/23
Proposed
A rts/Creative Edge
MYOP Cultural Arts Awards - 114,000 Operations Arts Education and Outreach 2.00 224,791 Creative Economy and Grants 1.00 57,203 Crocker Art Museum 5.00 2,233,557 History 8.95 1,357,873
Sacramento Film and Media 1.00 165,026 Comm unity Investment
Operations Sacramento History Museum - 127,267 Youth
Operations Fairytale Town - 12,245 Powerhouse Science Center - 129,077 Sacramento Zoo 2.00 215,480 Grand Total 19.95 $ 4,636,519
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FY2022/23 Proposed Budget

Crocker Art Museum Division

The attendance figures are a direct refl ection of the exhibition and programmatic schedule. The decrease in attendance and membership figures are a direct reflection of the museum being closed to the public because of the pandemic.

Center for Sacramento History Division

As of FY2016/17, CSH is now tracking digital assets and how they are being used. The Center for Sacramento History is an important source of accurate information about Sacramento and its past. The Center continues to respond to increasing research requests and anticipates those requests will grow due to exposure from events and digi tization projects placing more of our collections on national databases. By providing prompt and accurate research, Sacramento history is featured in films and on HBO, HLN, NBC and in local, news reporting, academic papers, raising the profile of the city both nationally and internationally. Due to the pandemic, both in-person and online researchers are significantly lower than projected for FY2019/20 and FY2020/21.Most online visits are often the resu lt of an in-person research appointment, which are significantly lower due to the pandemic.

The inventory in the CSH consists of the following catalogued items: artifacts; photographs; government, business, and organizational records; personal and family manuscripts; and library books. Adding to the inventory every year will make these items more accessible to the public through the searchable online database and to in-house researchers looking for information. The CSH is currently working with the University of California digitizing multiple collecti ons including our increasingly used KCRA film collection. Due to the pandemic, staff, volunteers, and interns are not in the office to process collections resulting in lower projections for FY2019 /20 and FY2020/21. It is unclear when staff, volunteers, and interns will be able to safely return to the office.

Office of Arts and Culture Division
Public Art Program

The Art in Public Places program is funded through an ordinance that requires at least two percent of eligible City and County capital improvement project budgets be set aside for public art. Several of the objects in the City and County public art collection have been recognized nationally. The number of projects in progress may significantly vary year-to-year based on funding for new construction.

Project timelines are generally multi-year and undergo an extensive public process of artist selection, community input, and oversight by Arts Commission staff. Gallery exhibitions are also produced as part of the program and funded by the City, County, and the Sacramento Municipal Utilities District (SMUD). The City and County public art collection includes more than 675 objects. Publi c artworks that are maintained or conserved year-to-year may vary due to funding and/or project complexity.

192
FY2022/23 Proposed Budget

Any Given Child Program

A program developed by the John F. Kennedy Center for Performing Arts, Any Given Child, provides equitable access to arts education experiences for K-8 students during the school day. Services offered under the program include in-class arts residencies, schoo l assemblies delivered by local arts organizations, and professional developm ent workshops for teachers, school administrators, a nd artists. The structure of the fees-for-service menu distributed to participating school districts changed. Districts now purchase a specific number of Teaching Artist Residencies, Ar ts Exposure Events (assemblies), and seats at Professional Development workshops, to be used throughout the year.

Cultural Arts Awards (CAA) Program

The Grants and Cultural Program provides support to Sacramento City and County nonprofit arts and cultural organizations throug h a diverse grant program. The number of grants awarded varies due to the results of the panel process and City/County funding allocations.

The Cultural Arts Awards (CAA) grants, our premier grant, offers general operating support or project support with grants that typically range from $1,000 to $25,000. The CAA grant is funded by both the County and City of Sacramento through the annual Transient Occupancy Tax (TOT) allocation during the annual budget process. The amount available to grant will increase as the TOT allocation increases.

The Cultural Equity (CE) grant provides project support or capacity building support with grants that range from $2,000 to $20, 000.

The CE grant was funded by a one-time allocation in FY2015/16 and FY2020/21.

Per the Americans for the Arts & Economic Prosperity Calculator, the economic impact of the Arts Commission's nonprofit grantee s is significant to the local economy, generating over $2 million in local government revenue and providing over 1,700 full-time equivalent jobs in the region.

Film and Media

Sacramento Film + Media became part of the Ci ty of Sacramento's Office of Arts & Cu lture in 2019. It carries out film permitti ng, promotes the City as a filmmaking destinati on, and serves as a general resource for, and a driver of, film and media industry development in the City of Sacramento. Sacramento Film + Media measures its progress through the number of film permits, hotel nights and extended stays, local hires and film production spend in the City. Sacramento Film + Media had a good year in 2020 despite closure due to the pandemic for part of the 2020 year because the region was permitting when others were not.

193
FY2022/23 Proposed Budget

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FY2022/23 Proposed Budget

16 SECTION - 16
Finance
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FY2022/23 Proposed Budget

Finance
The mission of the Finance Department is to educate, inform, and provide excellent internal and external customer service with integrity, efficiency, and quality.

The Finance Department is responsible for overseeing the financial management of the City. The Department currently provides accounting, billing, budgeting, collection, infrastructure finance, parking citation, payroll, procurement, and revenue collection services. Internal services and programs include strategic planning and policy analysis.

 Accounting: Responsible for providing oversight for the system of internal controls to safeguard City assets and
preparing annual financial statements.

 Budget, Policy, and
Strategic Planning:

Responsible for the development and preparation
of the annual operating budget, five-year capital
improvement program, midyear budget report, and
quarterly financial reports. Supports the Council,
charter offices, and operating departments with
budgeting, financial support, forecasting, analysis
on special projects, and labor negotiations.
 Infrastructure Finance: Responsible for the formation and administration of financing plans, assessment districts, tax districts
and fee districts fo r development, and the
continuance of services in support of goals to
achieve sustainability and enhance livability.

 Office of the Director: Responsible for enhancing and maintaining the fiscal stability of the City.

 Payroll: Responsible for issuing bi-weekly paychecks for active emplo
yees, monthl y pa ychecks for
197
FY2022/23 Proposed Budget

Sacramento City Employees ’ Retirement System
retirees and for maintaining and monitoring internal
controls to ensure transactions comply with current
labor agreements, payro ll policies, and State and
Federal laws and regulations.

 Procurement Services: Responsible for the development, implementation, and compliance with citywide policies for the
acquisition of goods and services through
competitive bidding, as well as contract and
purchase order administration. Procurement
oversees the citywide travel program.

 Revenue: Responsible for coordinating and collecting
multiple General Fund taxes, receiving citywide
payments, and issuing special business permits.

PROGRAMS/SERVICE HIGHLIGHTS
 Successfully pivoted to an all-virtual wo rk environment maintaining full functionality and customer service levels, fast turnaround times for purchase order dispatching, and prompt payments to employees and vendors.
 Completed the formation of a $30 mill ion Enhanced Infrastructure Financing Districts (EIFD)/Community Facilities Dis tricts (CFD) financing structure for the Aggie Square project, which broke gr ound in February 2022 and will create $1 billion of initial investment and $5 million in future annual City revenues.  Developed and implemented an electronic sole/single source justification form eliminating paper justifications and establishing an automated workflow.  Replaced the City business tax account management software to increase on-line application, renewal, and payment capabilities.
 Began an 18-month project to replace the citywide cashiering system that will interface with several other applications and funnel information to the city financial system.

DEPARTMENT EFFICIENCIES

 Implemented Automated Clearing House (ACH) payments with city vendors to reduce printing and processing time, im proved productivity by automating a manual process, and realized cost savings by reducing check processing.  Added e-check payment capability which allows more businesses to pay taxes electronically.
 Explored ways to optimize the use of dist ricts and finance plans to build priority public improvements, fund services, and encourage private investment in the City. 198
FY2022/23 Proposed Budget

 Streamlined internal procurement proc esses and procedures using best practices to eliminate redundancies, increase staff effectiveness, and improve transparency.  Worked with the City Treasurer to establish, implement, and streamline a wire transfer process for City department requests.

OBJECTIVES FOR FY2022/23
 Complete installation of the new city wide point-of-sale (POS) cashiering system that will accept payments for most services, programs, fees, and charges. City departments that collect revenue using in-person or onli ne payments utilize a variety of software applications that impact cashiering operations. This system will streamline the process and ensure trans actions are recorded properly in the citywide financial system.
 Establish financing structure to facilitate development for Innovation Park, the former Sleep Train Arena site, and the Panhandle.
 Develop training tools for citywide depar tments on business o perations tax and accounts receivable write off procedures.
 Implement new accounting and financi al reporting standards including Governmental Accounting Standards Board (GASB) Statements No. 87 (Leases), 92 (Omnibus 2020), 93 (Replacement of In terbank Offered Rates), 94 (Public- Private and Public-Public Partnerships and Availabili ty Payment Arrangements, and 97 (Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans – an amendment of GASB Statem ent No. 14 and No. 84, and supersession of GASB Statement No. 32.
 Provide departments and fund managers with the tools necessary to forecast labor growth, especially as it relates to reti rement and other post-employment benefit costs.

BUDGET CHANGES

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Payroll Add a position (1.0 FTE Accountant Auditor) to reduce the overtime incurred due to increased workload caused
by labor contracts and implementation of a self-service software. Position will be offset reducing services and supplies and revenues within the Department.

General (128,631) 128,631 1.00
Revenue Add a position (0.45 Customer Service Representative) to address the increase workload related to cannabis
permits and tax accounts. Position is being offset with a reduction in services and supplies.

General (22,395) 22,395 0.45
Revenue Add a position (0.45 Customer Service Representative) to meet increased demand of customer calls and
workload associated with parking permits, cash receipts and parking citation payments. Position will be offset a reduction in services and supplies.

General (22,395) 22,395 0.45
Total Change $ (173,421) $ 173,421 1.90
199
FY2022/23 Proposed Budget

Department Budget Summary

Change
Finance FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 9,665,611 $ 9,852,243 $ 11,210,230 $ 11,210,230 $ 11,917,199 $ 706,969 Other Services and Supplies 1,160,354 1,315,662 2,160,532 2,110,532 2,079,108 (31,424) City Property 24,829 65,883 44,400 44,400 44,400 -
Multi-Year Operating Projects - - 225,000 225,000 1,050,000 825,000 Transfers 63,697 64,003 64,003 64,003 64,003 -
Labor and Supply Offset (1,266,095) (980,277) (1,241,545) (1,241,545) (1,202,102) 39,443 Total $ 9,648,396 $ 10,317,513 $ 12,462,620 $ 12,412,620 $ 13,952,608 $ 1,539,988 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 5,361,328 $ 6,415,816 $ 8,209,264 $ 8,209,264 $ 8,784,871 $ 575,607 12th Street Maint Benefit Area 4,404 4,556 2,966 2,966 2,937 (29) 16th St PBID - 6,210 6,210 6,210 6,210 -
65th Street Area Impact Fee 39,248 4,515 - - - -
Central Midtown Restaurant BID 67,913 33,448 64,484 64,484 64,484 - Cty/ Cnty Office-Water Planning 39,000 39,000 39,000 39,000 39,000 - Curtis Park CFD 2013-03 3,203 3,270 3,133 3,133 3,241 108 Curtis Park Village CFD 2014-02 - - 50,000 - - -
Del Paso Nuevo Landscaping CFD 2,861 2,866 3,064 3,064 3,086 22 Del Paso Prop & Business Imprv 2,714 2,937 2,937 2,937 2,937 - Downtown Impact Fee - - 25,000 25,000 25,000 -
Downtown Management District 9,875 6,100 6,100 6,100 6,100 - Franklin Blvd PBID 17,926 - - - - -
Franklin Boulevard PBID 2,422 2,255 2,255 2,255 2,255 - Greater Broadway PBID 2,544 2,427 2,427 2,427 2,427 -
Greenbriar Impact Fee - 11,936 - - - -
Handle BID No 2011-04 137,991 236,628 200,000 200,000 200,000 - Interdepartmental Service 3,024,965 2,693,464 2,726,033 2,726,033 2,840,770 114,737 Laguna Creek Maint Dist 13,931 13,933 8,112 8,112 8,028 (84) Landscaping and Lighting 347,569 330,239 344,324 344,324 349,832 5,508 Mack Road PBID 2,406 2,737 2,737 2,737 2,737 -
Midtown Sacramento PBID 5,756 5,694 5,694 5,694 5,694 - N Nat Lndscp 99-02 27,942 28,504 29,234 29,234 29,556 322 N Natomas Lands CFD 3 52,657 52,850 54,811 54,811 55,672 861 N Natomas Transp Mgmt Assoc 44,098 44,106 45,384 45,384 46,381 997 Natomas Crossing CFD 2013-01 - - 476 476 866 390
Neighborhood Lighting Dist 18,516 18,333 10,985 10,985 10,869 (116) Neighborhood Park Maint CFD 37,981 43,788 45,973 45,973 46,996 1,023 Neighborhood Water Quality Dist 12,792 13,091 10,532 10,532 10,373 (159) NNFP Drainage Fee - - 25,000 25,000 750,000 725,000
NNFP Public Facilities Fee - - 50,000 50,000 200,000 150,000 NNFP Public Land Acquisition Fee - - 50,000 50,000 50,000 - NNFP Reg Park Land Acquisition - - 25,000 25,000 - (25,000) NNFP Transit Fee - - 25,000 25,000 - (25,000)
Northside Subdiv Maint Dist 5,208 5,243 5,318 5,318 5,288 (30) NW Land Park CFD 2013-02 20,913 7,493 9,796 9,796 10,027 231 Oak Park PBID 2,735 2,461 2,461 2,461 2,461 -
Old Sacto Maint Dist 6,244 4,814 2,870 2,870 2,840 (30) 200
FY2022/23 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Parkebridge CFD 2014-07 - 4,801 5,358 5,358 9,125 3,767 Power Inn Area Prop & Business 3,965 3,814 3,814 3,814 3,814 - Power Inn Rd Md 2003-01 4,629 4,675 3,586 3,586 3,565 (21) Railyards Impact Fee - - 25,000 25,000 - (25,000)
Railyards Maint CFD No 2014-04 4,667 6,214 8,012 8,012 8,205 193 River District Impact Fee ---- 2 5,000 2 5,000
Sac Services CFD 2018-05 - - 8,664 8,664 9,866 1,202
Sac Tourism Marketing District 107,249 72,357 72,908 72,908 72,908 - SacMaintCFD2014-04 Annex Areas 5,618 9,493 13,419 13,419 19,300 5,881 SacMaintCFD2014-04 Area 01 6,461 10,361 10,367 10,367 16,820 6,453 So Natomas Comm Improv 442 1,520 - - - -
So Natomas Facility Benefit 26,081 23,456 - - - -
Special District Info/ Rpt Sys 10,717 3,437 - - - -
Stockton Blvd BIA 3,983 2,804 - - - -
Stockton Blvd PBID 2,508 2,589 2,589 2,589 2,589 -
Subdiv Lndscpng Maint Dist 28,093 28,872 29,605 29,605 28,622 (983) Sutter Business Imprvmt Area 90,885 64,341 150,000 150,000 150,000 - The River District PBID 2,517 2,727 2,727 2,727 2,727 - Township 9 CFD No. 2012-06 5,176 6,358 9,893 9,893 10,143 250 Village Garden N.-Mtce Dist #1 15,596 16,076 7,803 7,803 6,663 (1,140) Willowcreek Assmnt Md 9,181 9,308 6,638 6,638 6,590 (48) Willowcreek Lndscpng CFD 5,486 5,595 5,657 5,657 5,733 76 Total $ 9,648,396 $ 10,317,513 $ 12,462,620 $ 12,412,620 $ 13,952,608 $ 1,539,988 Change
Finance FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Accounting Division $ 2,183,388 $ 2,437,780 $ 3,077,164 $ 3,077,164 $ 3,170,477 $ 93,313 Budget Office Division 1,163,085 1,111,648 1,654,530 1,654,530 1,656,167 1,637 Office of the Director Division 700,920 789,120 618,410 618,410 704,761 86,351 Revenue Division 3,009,826 2,898,485 3,692,163 3,692,163 3,815,778 123,615 Payroll Division 1,145,222 1,051,371 1,042,332 1,042,332 1,243,263 200,931 Procurement Division 717,553 797,685 1,007,116 1,007,116 1,056,595 49,479 Infrastructure Finance Division 728,402 1,231,424 1,370,905 1,320,905 2,305,568 984,663 Total $ 9,648,396 $ 10,317,513 $ 12,462,620 $ 12,412,620 $ 13,952,608 $ 1,539,988 Change
Finance FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Accounting Division 20.00 20.00 20.00 20.00 20.00 -
Budget Office Division 7.00 7.00 8.00 8.00 8.00 -
Office of the Director Division 3.00 3.00 3.00 3.00 3.00 - Revenue Division 40.00 40.00 40.00 40.00 40.90 0.90
Payroll Division 8.00 8.00 8.00 8.00 9.00 1.00
Procurement Division 7.00 7.00 7.00 7.00 7.00 -
Infrastructure Finance Division 6.00 6.00 6.00 6.00 6.00 - Total 91.00 91.00 92.00 92.00 93.90 1.90
201
FY2022/23 Proposed Budget

PERFORMANCE MEASURES

Accounting Division

Review and approval of vendor payments is centralized to ensure consistency with generally accepted accounting principles and the City's procurement policies. Timely vendor payments fulfill the City's obligations rela tive to contract compliance and in some circumstances allow the City to take advantage of prompt payment discounts.

Finance Administration Division
Delivering timely and quality financial planni ng and reporting documents is important to the City's goals of transparency and p rudent financial management.

Procurement Division

Issuing centralized purchase orders ensures compliance with the City's procurement policies and procedures. Timely review and issuance of purchase orders is critical in fulfilling the program and service delivery needs of Departments.

202
FY2022/23 Proposed Budget

17 SECTION - 17
Fire
203
FY2022/23 Proposed Budget

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Fire
Committed to excellence in enhancing and protecting life, property, and the environment.

The Fire Department started serving the residents of Sacramento in 1850 as a volunteer organization. In 1872, the Department became the first paid professional fire department west of the Mississippi. The Department responds to many types of emergencies including fires, emergency medi cal calls, hazardous materials incidents, and specialized rescues, such as water, vertical, confined space, and animal. The Department provides emergency services, fi re code enforcement, public education, and fire investigations.

 Fire Administrative Services: Responsible for departmental support of budget, revenues, accounts payable, procurement,
contracts, council reports and grants. Provides
personnel services including hiring, payroll,
workers’ compensation, and testing.

 Fire/Emergency Medical
Services:

Responds to fires, technical (e.g., Urban Search
& Rescue, water, and heavy rigging), rescues,
hazardous materials incidents, wildland fires, and
other emergencies. Provides emergency
medical services including advanced life support
and transportation.

 Office of the Chief Responsible for developing and providing direction for the Department.

 Technical Services: Provides essential support functions to all divisions, which includes acquisition and repairs
of necessary equipment, information technology;
coordination of all facility maintenance, repairs,
and construction; and fleet maintenance, repairs,
and acquisition. Enforces codes and ordinances
related to fire and life sa fety issues, completes
plan reviews and conducts inspections of
construction pro
jects, coordinates annual life
205
FY2022/23 Proposed Budget

safety inspections of commercial buildings, and
investigates fires.

 Training/Professional
Standards:

Responsible for essential fire recruit training
including in-service, continuing education, and
outreach/recruitment. Provides oversight and
investigative services related to personnel and
civilian complaints and disciplinary actions.

PROGRAMS/SERVICE HIGHLIGHTS

 Established the Diversity Outreach and Recruitment (DOR) Program which developed and implemented pr ograms and services to increase diversity and equity opportunities and applicant pool within the Fire Department.  Continued the construction of new Fire Station 14.
 Graduated 43 Fire Recruits who success fully completed one of the two (2) academies; Basic Firefighter and Firefighter Lateral Academy.  Successfully deployed pilot medic 256 in the Emergency Medical Services Division to facilitate additional medical services to the residents.

 Provided an efficient, equitable and safe delivery of 27,000 COVID-19 vaccines to community residents and City staff.

 Continued to use social media (Fac ebook, Twitter, TikTok) to generate new interest in the Fire Department.

DEPARTMENT EFFICIENCIES

 Continued the use of the Emergency Vehicle Operator Course (EVOC) and curriculum providing the knowledge and skill practice necessary for individuals to learn how to safely operate all Department apparatus.
 Started a virtual inspection model in the Fire Prevention Division. This new model allows Fire Prevention Officers to conduct inspections with the assistance of Video Call/Facetime technology or photos.
 Successfully launched Youth Academy in Oc tober 2021 with 25 youth. For nine months, the Cadets meet every Saturday to participa te in a rigorous mentorship program that builds confidence, leadership, and life skills.

 DOR Division launched a two-da y fire camp for 33 high school girls, increasing the number of girls allowed to participate.
 Continued evaluations of the Emergency Medical Services (EMS) Division to determine cost effective measures that will provide proper service to the community. 206
FY2022/23 Proposed Budget

OBJECTIVES FOR FY2022/23
 Request and selection of a qualified and professional consulting companies with experience in performing the development and implementation of master planning for public agencies. The qualified consultant shall provide consulting services for the development and implementation of a City of Sacramento Fire Department Master Plan.
 Continue to maintain, service, and repair Fire Department fleet, communications equipment, and breathing apparatus through the Logistics Division.  Re-certification of the ISO Certificati ons which is an audit that ensures the Department is complying with regulat ions and standards by classifying communities' ability to suppress fires and evaluate their public fire-protection services.
 Implementing the EMS Internship Program to recruit, train, and employ Paramedic professionals reflecting the community we serve. DOR Division will accomplish this by providing an EMS pathway to qualit y education, work experience, and resources.

BUDGET CHANGES

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Diversity, Outreach &
Recruitment (DOR)
Add positions (1.0 FTE Firefighter (Admin), 10.0 FTE
Fire EMS Interns) to the DOR Program along with
infrastructure/facility funding to provide quality programs and an inclusive environment towards future workforce.

Measure U 1,384,829 11.00
Emergency Medical
Services (EMS)
A position (1.0 FTE EMS Coordinator) was added in the
Emergency Medical Services Division (EMS) to allow
the department to meet federal, state, and county
mandates for reporting, training, education, incident
review, and infections control. Costs are being offset with increased revenue in the EMS division budget.

General Fund (167,780) 167,780 1.00
Fire Prevention A position (1.0 FTE Sr. Staff Assistant) was added in the Fire Prevention/Arson Divisions to enhance
statistical reporting, perform photo & video redaction; monitor/track budgetary items, arson residency and
movement, and maintain records for the divisions.

Costs are being offset with increased revenue in the
Fire Prevention Services division.

General Fund (95,487) 95,487 1.00
Total Change: $ (263,267) $ 1,648,096 13.00
207
FY2022/23 Proposed Budget

Department Budget Summary

Division Budget Summary

Staffing Levels

MEASURE U

The following chart summarizes the Department’s Measure U programs.

Change
Fire FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 133,148,407 $ 132,413,633 $ 149,175,112 $ 149,064,962 $ 153,255,029 $ 4,190,06 7 Other Services and Supplies 16,089,186 16,741,409 17,885,124 18,290,524 18,888,879 598,355 City Property 296,379 210,217 482,113 487,113 955,488 468,375 Multi-Year Operating Projects - - 498,045 - 775,000 775,000 Transfers 23,380 20,765 - - - -
Labor and Supply Offset (20,394,790) (26,640,614) (691,202) (691,202) (701,797) (10,595) Total $ 129,162,562 $ 122,745,410 $ 167,349,192 $ 167,151,397 $ 173,172,599 $ 6,0 21,202 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 128,662,562 $ 122,245,410 $ 158,259,692 $ 158,389,628 $ 162,769,299 $ 4,379,67 1 Measure U - - 8,589,500 8,261,769 9,903,300 1,641,531
Risk Mgmt 500,000 500,000 500,000 500,000 500,000 -
Total $ 129,162,562 $ 122,745,410 $ 167,349,192 $ 167,151,397 $ 173,172,599 $ 6,0 21,202 Change Fire FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Fire Chief Division $ 456,324 $ 592,372 $ 776,112 $ 774,212 $ 804,110 $ 29,898 Fire Ops/ EMS Division 104,646,778 98,631,421 135,715,501 135,686,106 137,757,255 2,071,149 Training/ Professional Standards Divsion 3,247,224 2,005,979 6,741,931 6,444,975 8,478,076 2,033,101 Tech Services Division 19,305,381 20,151,909 22,255,467 22,447,343 24,208,591 1,761,248 Fire Administrative Services Division 1,506,855 1,363,729 1,860,181 1,798,761 1,924,566 125,805 Total $129,162,562 $122,745,410 $167,349,192 $167,151,397 $173,172,599 $ 6,021,202 Change
Fire FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Fire Chief Division 3.00 3.00 3.00 3.00 3.00 - Fire Ops/ EMS Division 616.00 616.00 614.00 614.00 615.00 1.00 Training/ Professional Standards Divsion 27.50 28.50 35.50 35.50 46.50 11.00 Tech Services Division 51.00 51.00 51.00 51.00 52.00 1.00 Fire Administrative Services Division 14.00 14.00 14.00 14.00 14.00 - Total 711.50 712.50 717.50 717.50 730.50 13.00
Funding Category Program Name FTE
FY2022/23
Proposed
Public Safety - Fire
Operations Diversity/Outreach/Recruitment 18.00 3,534,343 Fire Suppression - 6,368,957
Grand Total 18.00 $ 9,903,300
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PERFORMANCE MEASURES

Emergency Operations Division

The accepted national standard for response times is 5:00 minutes in an urban environment. Response time is defined by 4:00 minutes travel time plus 1:00 minute turnout time, which is the time from dispatch received until time leaving the station.

The acceptable standard measurement of ambulance usage is UHU. UHU is the ratio of the number of hours spent delivering emergency medical services to the total number of hours the medic units are available. For example, a UHU of 0.50 indicates that a unit was utilized 50% of the total amount of time available throughout the year. A high UHU means lower availability for calls. Poor availability can negatively affect response times.

The ambulance industry has utilized the following general scale when evaluating overall UHU:

The Fire Department's goal over the next tw o years is to lower its ambulance UHU to an acceptable level while maximizing efficienc y and capturing lost revenue. This will be accomplished by revamping the current EMS deployment model. The department will also continue to work with its EMS partners in the surrounding area to develop a priority dispatch system that would distribute EMS ca lls according to the urgency and severity of the call, helping to further reduce UHU.

Fire Administration Division

The Division is responsible for performing fire plan review services. Over the last year, fire plan review services were on time at a rate of over 90%. Although this is an impressive statistic, the reality is that each customer expects their projects to be reviewed within our published turnaround times. Moreover, the department is working on implementing an expedited plan revi ew service (for customers willing to pay for a faster turnaround time).

The Fire Prevention Division is responsible for inspecting new construction and tenant improvement projects. This year the department is projected to increase the number of ins pections conducted as the cons truction forecast continues to accelerate. By 2022, the Division is projected to have higher inspection numbers due to the volume of new construction projects and the improved local economy.

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18 SECTION - 18
Human Resources
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Human Resources
The Department of Human Resources deliver s programs and services to customers which result in a positive experience.

The Department of Human Resources (HR) is responsible for providing responsive employment and personnel services to the City’s managers and employees as well as providing information and assistance to exte rnal customers and job applicants. The department is responsible for comprehensive human resources serv ices and programs to enhance efficiency and effectiveness of the organization.

 Benefits Services: Provide employee and retiree benefit administration, new employee benefit
orientations, coordination of the Defined
Contribution Plans Committee, and budgeting
for the department.

 HR Administration: Provide support for exempt hires, contracting support, board, commi ssion, and legislative
support, and special projects.
 Labor Relations: Provide employee contract negotiations, implementation of labor agreements,
discipline, grievance administration, citywide
leave policies, equal employment
opportunity, Americans with Disabilities Act
(ADA) coordination for employees,
applicants, and program participants, and
development of citywide policies and
procedures.

 Employment, Classification &
Development:

Provide employment services, recruiting,
testing, classification and compensation
studies, and citywide training and
organizational development.
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 Risk Management/
Workers’ Compensation:

Provide environmental health and safety,
insurance, workers’ compensation, and liability
claims management.

PROGRAMS/SERVICE HIGHLIGHTS

 Kicked off the citywide classification and compensation study, with approximately 85% employee participation rate.
 Hosted a citywide job fair for current and potential employees and implemented online civil service written examinations, increasing accessibility and efficiency.  Improved the investment fund lineup for the City’s 401(a) and 457(b) plans to save participants more than $700,000 per year in fees.
 Conducted racial equity training for employees from each department’s core equity teams and developed a citywide mentoring pilot program with a lens on diversity, equity, and inclusion.
 Labor Relations, Leave Administration, and Environmental Health and Safety continued to serve as primary points of contact for departments, employees, and labor organizations for the City’s ongoing response to pandemic related impacts on the city workforce.
 Updated and approved the Driver Training Plan to include alternative methods for hands-on instruction.

DEPARTMENT EFFICIENCIES
 Significantly revamped the recruitment , selection, and written examination processes, reducing the recruitment timeline by five to seven weeks.  Transitioned employment related medical exam schedu ling to most departments, to streamline the process.
 Completed annual open enrollment for employees and retirees using all web- based solutions.
 Implemented ePARs for pay-rate changes (step and accelerated increases) and termination PARs.
 Workers' Compensation Unit implemented the paperless initiative to improve efficiencies, protect City employees' per sonally identifiable information, cut down on the cost of postage and paper and strive for im proved environmental sustainability.

OBJECTIVES FOR FY2022/23
 Continue to develop online civil service examinations to promote efficiency and greater accessibility and outreach for applicants.
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 Continue to advance the City’s Race & Gender Equity Action Plan (RGEAP) in partnership with the City Manager’s Office and the Office of Diversity & Equity.  Continue to manage the citywide classi fication and compensatio n study to meet established project goals, benchmarks, and deliverables.  Contract with additional medical provider s to improve availability of medical services for candidates requiring pre-hire medical exams, employees requiring employment related medical services such as commercial driver medical exams, respirator clearances, vaccinations, et c., and employees requiring workers’ compensation benefits.

BUDGET CHANGES

POSITION CHANGES
 One vacant position was deleted (1.0 FTE Personnel Technician) and one new position was added (1.0 FTE Administrative Technician) in the Labor Relations Division to align the job classification to duties and skills required to perform the assigned work.
 One vacant position was deleted (1.0 FTE Administrative Analyst) and one position was added (1.0 FTE Accountant Auditor) in the HR Administration division to align the job classification to duties and skills required to perform work of auditing, reconciling, and creating the payments for the City’s health carriers.  One vacation position (1.0 FTE Pers onnel Technician) was deleted, and one position was added (1.0 Administrative Analyst) in the Risk Management division to better match the skills and knowledge needed to perform the required work. This work includes overseeing the vendor that monitors contractor’s insurance and completing and maintaining insurance applicat ions and policies. The cost for this position will be offset by decreased lia bility to the risk fund from inadequate contractor insurance.

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Labor Relations Add a position (1.00 FTE Labor Relations Analyst) to support the ongoing workload assumed from the City
Clerk's Office. This position works directly with the
recognized employee organizations.
1001 - 117,150 1.00
Total Change $ - $ 117,150 1.00 215
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Department Budget Summary

Division Budget Summary

Staffing Levels

Change
Human Resources FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 9,468,916 $ 9,524,675 $ 11,198,618 $ 11,198,618 $ 11,847,802 $ 649,184 Other Services and Supplies 38,305,429 36,973,006 40,189,341 39,994,969 44,849,973 4,855,004 City Property 92,121 61,186 43,200 43,200 43,200 -
Multi-Year Operating Projects - - 100,000 100,000 213,250 113,250 Transfers (116,970) (63,945) - - - -
Labor and Supply Offset 3,308,712 4,348,990 3,425,758 5,556,268 3,197,132 (2,359,136) Total $ 51,058,208 $ 50,843,911 $ 54,956,917 $ 56,893,055 $ 60,151,357 $ 3,258,302 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 3,191,552 $ 3,185,181 $ 4,341,932 $ 4,341,932 $ 4,628,327 $ 286,395 Fleet Management 59,614 59,614 59,614 59,614 59,614 -
Interdepartmental Service 1,557,484 1,648,618 1,673,537 1,673,537 1,725,737 52,200 Recycling and Solid Waste 117,545 117,545 117,545 117,545 150,087 32,542 Risk Mgmt 29,089,132 32,678,552 33,546,735 35,482,873 37,605,998 2,123,125 Storm Drainage 45,189 45,189 45,189 45,189 30,326 (14,863) Wastewater 18,585 18,585 18,585 18,585 33,693 15,108
Water 57,700 57,700 57,700 57,700 104,452 46,752
Worker's Compensation Fund 16,921,407 13,032,926 15,096,080 15,096,080 15,813,123 717,043 Total $ 51,058,208 $ 50,843,911 $ 54,956,917 $ 56,893,055 $ 60,151,357 $ 3,258,302 Change
Human Resources FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division $ 1,613,252 $ 1,444,370 $ 1,991,394 $ 1,991,394 $ 1,983,928 $ (7,466) Benefit Services Division 919,721 960,350 1,135,254 1,135,254 1,185,666 50,412 Employment, Classification and Development Divison 1,557,654 1,615,793 1,892,138 1,892,138 2,008,431 116,293 Risk Management Administration Division 42,797,308 43,091,157 45,330,936 47,267,074 50,130,787 2,863,713 Workers' Compensation Division 2,989,147 2,396,287 3,087,845 3,087,845 3,143,839 55,994 Labor Relations Division 1,181,126 1,335,953 1,519,350 1,519,350 1,698,706 179,356 Total $51,058,208 $50,843,911 $54,956,917 $56,893,055 $60,151,357 $3,258,302 Change
Human Resources FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division 10.00 10.00 9.00 9.00 9.00 - Benefit Services Division 9.00 9.00 9.00 9.00 9.00 -
Employment, Classification and Development Divison 15.00 15.00 15.00 15.00 15.00 - Risk Management Administration Division 17.00 17.00 17.00 17.00 17.00 - Workers' Compensation Division 19.00 19.00 19.00 19.00 19.00 - Labor Relations Division 10.00 10.00 10.00 10.00 11.00 1.00 Total 80.00 80.00 79.00 79.00 80.00 1.00
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PERFORMANCE MEASURES

HR Administration Division

The percentage of Equal Employment Opportunity (EEO) or Americans with Disabilities Act (ADA) complaints resolved without filings resulting in cause or monetary settlements. The City's liability is reduced by maintaining policies and educating staff, therefore creating an inclusive and productive work environment. The City has required all employees to re ceive in-person EEO training, and it wil l continue to provide in-person training to comply with state law as well as to provide training to new employees on at least a quarterly basis.

Labor Relations Division

The Department makes every effort to resolve each labor grievanc e it receives. By resolving grievances internally, the City demonstrates its commitment to upholding the terms of the memo randums of understandings (MOUs) with employee organizations.

In addition, the City saves time and other resources by handling grievances internally rather than through arbitration. Human Resources will continue to handle grievances expeditiously and with great diligence to achieve 100 percent resolution rate.

Risk Management Administration Division

One of the most significant risks of inju ry to Sacramento citizens and employees is vehicle accident s. With the support of City leadership and effective driver training through the Sacramento Re gional Driver Training Facility, the number of City-owned veh icle liability claims have been reduced even as more miles are being driven each year. The number of City vehicle-related liability claims had been as high as 224 in 1997 and has been reduced dramatically since that time.

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19 SECTION - 19
Information Technology
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Information Technology
The Department of Information Technology (IT) is committed to ensuring IT investments and strategic business technologies that are innovative, reliable, equitable and deliver the highest possible value to the City and its constituents.

The IT Department manages a full range of information technology and related services for all Departments and the public 24 hours a day, seven days a week. The City’s IT systems, infrastructure, information, and func tions range from relatively simple to extremely complex.

The IT Department is divided into seven areas:

 Department of Utilities IT
Systems Support:

Responsible for providing a full range of IT
services to support the Department of Utilities.
 Enterprise Applications
Management:

Responsible for the development and
management of citywide software systems,
data, and applications.
 IT Operations: Responsible for IT infrastructure services such as security, networks, telecommunications,
servers, storage, and backup to support City
business functions.
 IT Regional Support: Responsible for end-user device management, IT Service Desk operations, and end-user
technical training.
 Office of the Chief
Information Officer (CIO):

Responsible for the strategic planning, fiscal,
human capital resources, and administrative
management of the Department.
 Public Safety Information
Technolo
gy:

Responsible for applications development,
network infrastructure, and help desk and
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desktop support for the Sacramento Fire and
Police Departments.
 Sacramento City 311: Responsible for assisting the public and internal departments with all non-public safety service
requests, and questions regarding City services
and policies.

PROGRAMS/SERVICE HIGHLIGHTS

 The IT Department provides 311 resour ces for our community to request city services. 311 is the primary point of cont act with residents and acts as the front door for many. The City's 311 has grown substantially since it started back in 2008.

In 2021, 311 answered over 290K calls and processed over 500K requests! More than any year in previous history! Among the many challenges that the City faced, the 311 team was able to accomplish this important work while working remotely!

 Expanded the Sacramento Digit al Equity Response program to further address the needs of insufficient or lack of digital access exacerbated in the wake of the COVID-19 pandemic. This program provides digital services, devices, training, and the knowledge necessary fo r Sacramento residents to connect to essential community, education, medical, and government services by leveraging City and private funding sources.

 In the wake of the COVID-19 pandemic , many City employees had to rapidly transform their daily work from an onsite city facility to a remote work environment.

IT supports thousands of remote workers by providing technology tools that allow for seamless and secure remote connectivity to business systems, information, online public meetings, collaboration, and communication from anywhere.  Provided substantial support and leadersh ip for the Sacram ento Independent Redistricting Commission to accomplish its mission to create council district boundaries that are balanced in population in accordance with local, State, and Federal laws that govern the redistricting process.

DEPARTMENT EFFICIENCIES

 Implemented a Natural Language Interactive Voice Recognition (IVR) system for 311. Voice recognition allows callers to speak and receive services without having to wait to speak to a 311 agent. Hundreds of calls are addressed each day quickly and efficiently, freeing up 311 agents to handle more complex requests that cannot be handled in the automated system.
 Automated hundreds of business proce sses throughout City departments. This included but was not limited to the implementation digital signature processes and workflows as well as hundreds of online web forms. These efforts enabled the City to continue to provide vital City services throughout the pandemic with low or no touch services efficiently.
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 Implemented internal efficiency processe s such as the online Personnel Action Request process for hire and re-hire ac tions and other workflow based online processes that resulted in faster processing, more accurate information, and audit capabilities for improved transparency.
 The Department is committed to cont inuous improvement to reduce energy consumption and support the City’s green initiatives. Among many other initiatives, IT has reduced the number of physical se rvers by more than 95%, resulting in significant energy savings.

OBJECTIVES FOR FY2022/23

 Implement a Grants Management Information System that will administer the end- to-end lifecycle of all Cit y grants (awarded and received), improve business efficiencies, and more effectively m anage grants citywide. The system will streamline the grants requesting and tracking process and will generate analytics based on grant related data.
 Modernize the technology job classifica tions and organizational structure under the Citywide Classification Study to re flect the critical work the department performs.
 Implement a 311 Workforce Management System to support shift scheduling and work assignments to ensure 311 is proper ly resourced with the right amount of staffing during peak operational times.
 Upgrade the City’s budgetin g enterprise performance management software system to streamline the budget development and reporting processes.  Complete installation of the new citywi de point of sales (POS) cashiering system that will accept payments for most services, programs, fees, and charges. City Departments that collect revenue using in -person or online payments utilize a variety of software applications that impact cashiering operations. This system will streamline the process and ensure trans actions are recorded properly in the citywide financial system.
 Modernize the City’s public website to provide additional functionality, improved look/feel, and enhancements to better serve the public.  Implement advanced multi-factor authentication technology across the organization into all public-facing and cloud applications. This solution will create a single sign-on dashboard view of publ ished applications and one universal directory for all City and Public Safety users.
 Implement modern Unified Endpoint Management (UEM) solution. UEM is the key to addressing mobile and traditional end-user devices, maintaining continuity of end-user computing operations, and deliveri ng seamless IT administration in the current era of expanded remote work.
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BUDGET CHANGES

POSITION CHANGES
 A vacant position (1.0 FTE Applicat ions Developer) was deleted, and a new position (1.0 FTE Program Manager) was added to the Enterprise Applications Division to lead the eGov teams to wo rk with departments to design and deliver key digital transformation initiatives and provide ongoing support.

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Office of CIO One-time adjustment for IT system maintenance and support.

General (982,000) 982,000 -
Office of CIO One-time adjustment for the implementation of Unified Endpoint Management.

General (700,000) 700,000 -
Enterprise
Applications
Management
Add a position (1.0 FTE Senior Applications Developer)
to support the technical configuration, development, and support of the City's Accela Permitting System for the
Cannabis Permitting Program.

General (150,645) 150,645 1.00
Total Change $ (1,832,645) $ 1,832,645 1.00
Change
Information Technology FY 2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 22,575,389 $ 23,858,976 $ 27,468,438 $ 27,468,438 $ 28,675,134 $ 1,206,696 Other Services and Supplies 129,700 (136,533) 554,126 554,126 1,531,435 977,309 City Property (30,123) (392,642) 369,195 369,195 369,195 - Multi-Year Operating Projects - - 430,198 300,000 460,000 160,000 Transfers (744,467) (869,511) (768,688) (768,688) (767,836) 852 Labor and Supply Offset (1,418,080) (1,064,786) (660,550) (660,550) (825,470) (164,920) Total $ 20,512,419 $ 21,395,504 $ 27,392,719 $ 27,262,521 $ 29,442,458 $ 2,179,937 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 10,771,684 $ 10,841,480 $ 15,516,191 $ 15,385,993 $ 17,446,313 $ 2,060,320 4th R Program 16,000 16,000 16,000 16,000 16,000 -
Community Center 2,355 ---- -
Gas Tax 2016 98,272 107,191 104,042 104,042 128,272 24,230 Interdepartmental Service 7,965,791 8,778,131 9,368,683 9,368,683 9,240,302 (128,381) Measure U - - 489,277 489,277 718,773 229,496
Parking 59,813 10,955 12,260 12,260 13,282 1,022
Recycling and Solid Waste 1,209,833 1,268,502 1,423,498 1,423,498 1,396,259 (27,239) START 5,000 5,000 5,000 5,000 5,000 -
Storm Drainage 40,519 46,009 40,427 40,427 92,162 51,735 Wastewater 58,568 61,149 75,907 75,907 66,452 (9,455)
Water 158,744 135,726 183,652 183,652 156,102 (27,550)
Worker's Compensation Fund 125,840 125,361 157,782 157,782 163,541 5,759 Total $ 20,512,419 $ 21,395,504 $ 27,392,719 $ 27,262,521 $ 29,442,458 $ 2,179,937 224
FY2022/23 Proposed Budget

Division Budget Summary

Staffing Levels

MEASURE U
The following chart summarizes the Department’s Measure U programs.

Change
Information Technology FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Citywide GIS Support Division - - - - $ 1,855,818 $ 1,855,818 DOU Systems Support Division 3,416,460 3,483,704 4,027,506 4,027,506 4,152,241 124,735 Enterprise Applications Management Division 4,266,976 4,723,045 5,789,844 5,789,844 4,036,976 (1,752,868) IT Regional Support Division 2,107,498 2,263,166 2,587,075 2,542,517 2,749,849 207,332 Office of CIO Division 811,885 295,339 2,160,004 2,117,804 3,309,476 1,191,672 Public Safety IT Division 3,456,499 3,758,380 4,486,813 4,440,373 4,550,613 110,240 Sacramento City 311 Division 2,633,731 2,817,037 3,569,289 3,569,289 3,784,058 214,769 IT Operations Division 3,819,370 4,054,832 4,772,188 4,775,188 5,003,428 228,240 Total $ 20,512,419 $ 21,395,504 $ 27,392,719 $ 27,262,521 $ 29,442,458 $ 2,179,937 Change
Information Technology FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Citywide GIS Support Division ---- 1 3.00 1 3.00
DOU Systems Support Division 27.00 27.00 27.00 27.00 27.00 - Enterprise Applications Management Division 43.00 45.00 45.00 45.00 33.00 (12.00) IT Regional Support Division 20.00 20.00 20.00 20.00 20.00 - Office of CIO Division 7.00 6.00 7.00 7.00 7.00 -
Public Safety IT Division 29.00 29.00 30.00 30.00 30.00 - Sacramento City 311 Division 41.50 41.50 41.50 41.50 41.50 - IT Operations Division 28.00 30.00 30.00 30.00 30.00 -
Total 195.50 198.50 200.50 200.50 201.50 1.00
Funding Category Program Name FTE
FY2022/23
Proposed
Community Resoonse
Operations Sacramento City 311 - 325,326 Miscellaneous
MYOP Digital Equity - 200,000
Operations IT Regional Support - 35,000 PD Systems Support - 38,447
Youth
Operations Office of CIO - 120,000 Grand Total - $ 718,773
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FY2022/23 Proposed Budget

PERFORMANCE MEASURES
IT 311 Division

The percent of calls answered is a measure of call center staffing, self-service effectiveness, and the demand for the services offered by the City.

IT Regional Support Division

The IT Department tracks support requests and regularly surveys internal customer sa tisfaction. Satisfacti on survey requests ar e automatically generated for all customers who contact the department for IT support.

IT Operations Division

The IT Operations Division maintains and operates the City’s network, telecommunications, and fiber network systems that suppor t enterprise voice and data systems. Network and telecommunication systems are mission critical and an integral part of City business operations. This performance measure captures the network system availab ility/uptime percentages excluding scheduled maintenance periods.

The IT Operations Division manages and maintains a wide variety of data and systems that house critical mission information for City business systems. This performance measure tracks the system uptime/availability percentage rate for the enterprise database systems.

Enterprise Applications Management Division

The objective of the Open Data Initiative is to promote increased transparency, accountability, and efficiencies by making public data available in a reliable standardized electronic form. The site contains options for citizens to request new datasets, easily embed data in websites, and share information with social media networks. This performance measure reports and tracks the number of datasets published.

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20 SECTION - 20
Police
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Police
The mission of the Police Department is to work in partnership wi th the community to protect life and property, solve neighborhood problems, and enhance the quality of life in our City.

The Police Department (PD) is dedicated to the philosophy of service and professionalism through the principles of community policing and endeavors to build public trust with all member s of the community. The D epartment is committed to transparency, fairness, and impa rtiality and supports accountability at all levels of the organization. The men and women of the PD are a professional and well-trained police force (769 sworn positions and 357.96 professional staff posit ions). All PD employees value the diversity of the public they serve and strive to prov ide a strong fabric of public safety through the implementation of best practices and dedicated service.

 Office of Investigations: Responsible for the development of information leading to the arrest of criminal offenders. This
office encompasses the following divisions:

Forensics; Evidence and Property; Records;
Emergency Services; Finance; Fleet
Management; Human Resources; and
Research, Development and Training.

 Office of Operations: Responsible for providing frontline police services, including the Patrol division (located
among three neighborhood substations) and the
Communications division (911 Center).

 Office of the Chief: Responsible for developing and communicating the Department’s vision. This office oversees the
Public Information Office, Government Affairs,
Internal Affairs, Professional Standards, Public
Safety Information Technology, and Special
Projects units.

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FY2022/23 Proposed Budget

 Office of Specialized Services: Responsible for Outreach and Engagement, Support Services, Contract Services, and the
Metro division which includes specialty teams
such as the K9, Special Weapons and Tactics
(SWAT), and Air Operations units.

PROGRAMS/SERVICE HIGHLIGHTS

 Continued to focus training efforts by creating the Advanced Officer Training (AOT) Team. The primary role of the AOT Team is to seek, develop, refine, and deliver the highest caliber of law enforcement related training utilizing a variety of modalities to engage the learners, improve officers’ skills, abilities, perspectives, and wellness, thus improving outcomes in the field. Training is designed to be seamless and integrated throughout each em ployee’s career. The AOT team develops training that is consistent with department policy, contemporary law, current industry best practices and in compliance with California Peace Officer Standards and Training (POST). This training includes crisis intervention, less- lethal tools and tactics, implicit bias, critical decision making, peer intervention, and de-escalation. A list of all course curriculum can be found on the Department’s website under the transparency tab.

 Continued to build community tr ust through transparency and community partnerships. The Department has bolstered transparency efforts by encouraging inclusion, keeping residents better inform ed about major incident s, and fostering collaboration between the Department and community -based organizations. PD partnered with organizations such as Highlands Charter Adult School, Neighborhood Wellness, Brot her to Brother and other nonprofits, faith-based leaders, and education administr ators to co-produce safe r, more positive, and longer-lasting outcomes. PD has endeavored to keep the community more informed through a variety of sources incl uding traditional news outlets, social media, web-based media, and face-to-face interactions at regular and special meetings with community members.
 Continued to invest in the health of Department employees based on an enhanced Employee Services Unit (ESU) focused on building employee and organizational resiliency through physical, emotional, and financial wellbeing. The Department made use of wellness grant funds to create a POST certified course for employees that provided knowledge, training, and tools to de velop anxiety reduction techniques, healthy work-life balance, mindf ulness, physical fitness, financial fitness, and creating supportive employee systems. ESU is exploring the addition of a Law Enforcement Annual Well ness consultant to develop an annual assessment and evaluation of all sworn and professional staff. The Department believes that investment in employee wellness will assist officers and professional staff in making better work-related decisi ons resulting in better outcomes for our community.

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 Continuous recruiting efforts with a focu s on diversity recruitment through print, digital, streaming, and social media platforms. These efforts range from traditional recruiting events to new digital cont ent creation and delivery utilizing new technologies such as immersive 3D virtual reality experiences.

DEPARTMENT EFFICIENCIES
 Continued to evaluate and implement improvements to the hiring process. The Department has implemented the eSOPH backgrounds management system which is a cloud-based software system des igned to efficiently process in-depth pre-employment background investigations. By modernizing our process, we have increased our responsiveness and service to community members that seek to join the police department.
 The Department has worked collaborativel y with the City and contractors to create promotional and hiring exams that are both gender and race neutral in alignment with the City’s Workforce Equity Goals. Additionally, the hiring process has been converted to “blind applications” to ensure that biases are minimized or eliminated in the hiring and promotional processes. The Department continues to examine the recruiting and hiring process to ensure it is fair, equitable, and accessible to all members of our community.
 Continued to build upon the existing Admi nistrative Services Division which among other units, includes the Professional Standards Unit, the Inspections and Standards Team and the Video Redaction Team. Included in the responsibilities of these units are the monitoring of changing law to assure policy compliance and best practices, conducting department audits and administrative investigations to ensure superior service and the redaction of video to assure timely release in compliance with State law and City policy.
 The Department continues to expand and integrate the use of emerging technologies such as Police Observat ion Devices (PODs), Unmanned Aerial Systems (UAS), and the Real Time Crime Center (RTCC). The Department’s 121 PODs are strategically located throughout the city and in 2021, they enabled officers to respond to and investigate over 1,000 POD generated calls-for-service.

In addition, officers use POD data to conduct follow-up on criminal investigations.

The Department expanded the UAS program which assists with area searches, rooftop checks, yard searches, searches for missing persons, and scene assessment. The program enhances both co mmunity and officer safety while increasing employee efficiency. This program is an additional layer of de- escalation utilized by officers. The RTCC allows for the centralization of data from various sources, all of which can be displayed on a video wall system. Information from the RTCC is used to provide real time information during critical incidents and large-scale events.
 Continued to work diligently to redac t and release video, audio, and other records related to incidents which fall under t he release requirements mandated by State laws (e.g., Senate Bill (SB) 1421 (2017/2018) and Senate Bill 16 (2021/2022)). The 231
FY2022/23 Proposed Budget

Department has also published a comprehens ive index of incidents meeting the criteria for public disclosure which is now posted to the Department’s transparency website. This index will be continually updated, and ad ditional materials will be added as they become available to provide accountability and transparency to the public.

OBJECTIVES FOR FY2022/23
 Expand community engagement and transparency
o Maintain, enhance, and expand the Department transparency webpage; o Proactive release of videos that are of public interest in addition to officer- involved shooting videos;
o Partner with academic institutions to gather community input through continued surveys and studies, specifically an updated survey following the 2019 effort, will be conducted by the California Endowment, California Wellness, California State University Sacramento (CSUS), and the University of San Diego;
o The addition of profes sional staff to expedite SB 1421, SB 16, and other Public Records Act requests;
o Continued collaboration with the Sacramento Community Police Review Commission;
o Intentional and increased focus on attr acting, hiring, and retaining a more diverse workforce through a variety of virtual and in-person efforts; o The development of a Community Advancement Unit focused on collaborating with Sacr amento community-based organizations and alignment of department-wide efforts to enhance police community relationships;
o Foster collaborative partnerships with other City departments focused on youth engagement; and
o Pledge to and participate in the 30x30 Initiative to address the under- representation of women in line-level and leadership law enforcement positions.
 Reduce violent crime
o Partner with the City’s Office of Vi olence Prevention to collaborate on integrated strategies;
o Expand upon existing relationships with local, State, and Federal law enforcement partners with a focus on gun related crimes; o Work closely with Sacramento-area non-profit organizations focused on prevention, intervention and disruption of the cycle of violence; 232
FY2022/23 Proposed Budget

o Partner with the University of San Diego which is leading a community survey to assess community concer ns and seek input on community policing strategies. This particular surv ey also will also specifically seek input from the youth in the community;
o Use of internal analytical tools in or der to guide investigative efforts towards the specific areas experiencing increases in violent crime; o The addition of a Police Social Services Administrator focused on services navigation and community healing following incidents of violent crime; o Build upon our ongoing relationship with WEAVE, Inc. to reduce the incidents of domestic violence in the community and work closely with victims of sex assault and family violence; and
o Complete technology upgrades to the RTCC to include an expanded video wall and improved software.
 Enhance service and professionalism
o Advanced Officer Training continues to create and deliver cutting edge training, to ensure officers can deliver the highest level of service; o Expand the Department mentorship progr am for employees at all levels; o Further develop the Inspections and St andards Team’s capacity to conduct methodical audits to assess policy co mpliance, professionalism, and the constitutionality of arrests and the associated reports; o Refine the Use of Force Review Boar d process in which senior executive management reviews and evaluates all us es of force to assure policy compliance;
o Enhance the Use of Force Review Committee’s continuous evaluation of significant uses of force to seek training solutions that increase community and officer safety and improve outcomes; and
o Participate in and support the American Leadership Forum’s Human Centered Design Study to collect community and police officer feedback and evaluate how implicit bias can affect police-community interactions and community needs/values.

POSITION CHANGES

 One vacant position was deleted (1.0 FTE Administrative Technician) and one new position was added (1.0 FTE Administrative Analyst) in the Office of Specialized Services’ Crime Analysis Unit. The propo sed add/delete better aligns the job classification to the job duties being perfo rmed. The cost of the position change will be offset with an on-going reduction in the Department’s service and supplies budget.
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Department Budget Summary

Division Budget Summary

Staffing Levels

MEASURE U

The following chart summarizes the Department’s Measure U programs.

Change
Police FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $163,766,149 $171,214,636 $196,746,806 $197,885,577 $208,599,299 $ 10,713,722 Other Services and Supplies 11,083,814 10,490,057 11,861,671 12,104,630 12,981,327 876,697 City Property 683,602 610,344 502,614 513,119 513,119 - Multi-Year Operating Projects - - 4,939,963 1,378,676 6,353,492 4,974,816 Transfers (529,095) ( 253,615)--- -
Labor and Supply Offset (39,677,801) (45,908,719) (2,744,434) (4,227,027) (6,739,427) (2,512,400) Total $135,326,669 $136,152,703 $211,306,620 $207,654,975 $221,707,810 $ 14,052,835 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $134,815,232 $135,650,614 $205,080,406 $201,428,761 $215,414,361 $ 13,985,600 Measure U - - 5,665,434 5,665,434 5,729,766 64,332
Risk Mgmt 511,437 502,089 560,780 560,780 563,683 2,903 Total $135,326,669 $136,152,703 $211,306,620 $207,654,975 $221,707,810 $ 14,052,835 Change
Police FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Chief Division $ 7,146,127 $ 8,574,437 $ 12,511,552 $ 12,481,071 $ 12,355,081 $ (125,990) Office of Investigations Division 41,093,183 41,731,078 56,807,766 53,937,014 61,256,632 7,319,618 Office of Specialized Services Division 22,943,771 22,862,795 25,639,070 25,713,827 26,153,572 439,745 Office of Operations Division 64,143,588 62,984,394 116,348,232 115,523,063 121,942,525 6,419,462 Total $135,326,669 $136,152,703 $211,306,620 $207,654,975 $221,707,810 $ 14,052,835 Change
Police FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Chief Division 40.00 41.00 46.00 54.00 55.00 1.00 Office of Investigations Division 249.30 272.30 330.30 330.30 330.30 - Office of Specialized Services Division 128.66 127.66 129.66 126.66 128.66 2.00 Office of Operations Division 681.50 657.00 597.00 616.00 613.00 (3.00) Total 1,099.46 1,097.96 1,102.96 1,126.96 1,126.96 -
Funding Category Program Name FTE
FY2022/23
Proposed
Public Safety - Police
Operations Hiring Pipeline - MU 63.50 5,729,766 Grand Total 63.50 $ 5,729,766
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PERFORMANCE MEASURES

Department-wide

*Top 10 California Cities by Population, source: https://crime-data- explorer.app.cloud.gov/explorer/national/united-states/prelim-quarter, FBI Uniform Crime Report, January –December 2020

*Top 10 California Cities by Population, source: https://crime-data- explorer.app.cloud.gov/explorer/national/united-states/prelim-quarter, FBI Uniform Crime Report, January – December 2020
**Participating Agency Staffing Report, source:
https://post.ca.gov/Portals/0/post_docs/hiring/le-employment-stats.pdf, January 2021

On January 1, 2021, the Federal Bureau of Investigation (FBI ) retired the Summary Reporting System (SRS) and implemented the National Incident-Based Reporting System (N IBRS). The 2021 Quarterly Uniform Crime Report was based on NIBRS data received from 53% of law enforcement agencies for the year. As of No vember 2021, California was still developing NIBRS capability at the state level. Therefore, there is no 2021 UCR data available.

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The measure of crime is an indicator of safety in a community. Safe neighborhoods and safe public spaces create a sense of wellbeing for residents and visitors. Crime rate comparisons to California’s other large cities provide a baseline to measure progress in managing crime. The universal benchmark of crime is referred to as Part 1 crime. Part 1 crimes are reported to the US Department of Justice as part of the Uniform Crime Reporting (UCR) system and include: Ho micide, Rape, Robbery, Aggravated (Felony) Assault, Burglary, Larceny (Theft), Motor Vehicle Theft, and Arson.

The above Part 1 crime statistics were retrieved from the FBI’s Crime Data Explorer and contain data received from law enforcement agencies across the country. The data reflec ted in these tables were provided by 12,974 of 18,952 reporting agencies from Janua ry to December 2020. Sworn FTE data was retrieved from the California Commission on Peace Officer Standards and Training’s (POST) Participating Agency Report, January 2021.

The Department recognizes that a workforce that mirrors the community it serves is important. It is committed to an intentional and increased focus on attracting, hiring, and retaining a more diverse workforce through a variety of virtual and in-person efforts. The first measure reflects the percentage diversity among all Police employees. Currently, approx imately 42 percent of sworn employees are women or minorities. The second measure reflects the percentage of new hires into sworn and Hiring Pipeline vacancies. The Department will continue its efforts to increase the number of women and minority new hires into sworn and Hiring Pipeline vacancies.

Field Services Division

The timely arrival of a police officer to a reported crime is vi tal to prevent injury or death, apprehend suspected criminals, identify witnesses and evidence, and enhance the solvability of the crime. The Police Department prioritizes all calls for service with emergency and in-progress crimes given the highest prio rity. The response time of all calls is tracked by the Department’s Crime Analysis Unit.

The projections for the remainder of the current fiscal year and the next fiscal year are based on current trends. Comparable jurisdictional data is not available as each agency uses different criteria and policies governing the definition of priority calls for service.

The faster a call to 911 is answered, the faster units can be dispatched and made available at the scene of an emergency. The State of California standard is answering 95% of all 911 calls within 15 seconds. Call answer times are tracked by the Department’s Communications Center. The projection for the remainder of the current fiscal year is based on prior month averages. The projection for next fiscal year is based on the minimum state standard. Actual results vary depending on staffing and call volume.

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FY2022/23 Proposed Budget

21 SECTION - 21
Public Works
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FY2022/23 Proposed Budget

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FY2022/23 Proposed Budget

Public Works
We keep the City of Sacramento operating and moving forward.

The Public Works Department focuses on delivering public projects in a timely manner, managing parking resources to meet the needs of residents, businesses, employers, and visitors, maintaining transportation infrastr ucture, planning for long-range transportation needs, maintaining the City’s urban forest, managing the City’s fleet, facilities, and real property assets, and providing recycling and solid waste services. These services are the responsibility of the following divisions:
 Engineering Services: Responsible fo r transportation funding support, project development, design and construction, survey and inspection, private development encroachment permits for wo rk in public right-of-way, and map review and approval.
 Facilities and Real Property Management: Responsible for facility maintenance, design management and construction, real estate, Americans with Disabilities Act (ADA) barrier removal, multi-use building management, and citywide mail services.  Fleet Management: Responsible for purchases, maintenance, and management of all fleet assets and citywide fueling infrastructure.  Maintenance Services: Responsible for maintenance of roads and bridges, sidewalks, curbs, gutters, and street scapes, tree health and maintenance, and right-of-way coordination.
 Office of the Director: Responsible for po licy, legislative support, funding, special projects, sustainability efforts, em ployee enrichment, and department-wide support.
 Parking Services: Responsible for curb management, parking enforcement, parking meters, retail lease space, parking garages, parking lots, and operation of the Sacramento Marina.

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FY2022/23 Proposed Budget

 Recycling and Solid Waste: Res ponsible for recycling and refuse collection, yard waste collection, household hazardous waste collection, household junk pickup, street sweeping, illegal dumping cleanup, and landfill post-closure maintenance and monitoring.
 Transportation: Responsible for maintenance and operations of streetlights and traffic signals, entitlements, traffic studies and invest igations, traffic control devices, and long-range transportation planning including active transportation and design for traffic safety.

PROGRAMS/SERVICE HIGHLIGHTS

 The Recycling and Solid Waste Division c onducted extensive public outreach and the Council approved rate adjustments to ensure adequate funding to continue to provide waste services for a growing ci ty and implement stat e mandated organic waste collection requirements (SB 1383) to divert organics from landfills and reducing methane gas emissions. Food wa ste collection will begin in Summer 2022.
 The Recycling and Solid Waste Divis ion established a Commercial Waste Compliance Office to assume regulation of private refuse haulers servicing businesses and multifamily complexes in the City, taking over the function previously conducted by the Solid Waste Authority (SWA).  The Stockton Boulevard Corridor Plan wa s adopted by Council in September 2021.

This Plan identifies transportation impr ovements such as new crosswalks, bus lanes, bikeways, and intersection safety improvements along this vital corridor.  Several divisions provided critical se rvices to support homeless siting plan, including property investigation and coor dination, construction, and operational support for homeless facilities, install ed improvements including pavement and lighting for safe parking grounds, and supported contractors in homeless encampment clean up and coordination.
 The 12th Street Complete St reets Project, a $10 million project, partially funded by grant funds, which includes the City’s first cycle track, a separated and buffered bike lane to create a safer bicycling experience on a busy corridor, was completed.  The Parking Division resumed full par king management operations after reducing services in response to the pandemic.
 New electric vehicle chargers in public on-street parking were installed at two additional locations in the Central City, incorporating artwork on the chargers, as part of the City’s curbside charging pilot.
 The Facilities Division completed construction of Fire Station 14 and the North Natomas Community Center and Aquatics complex.
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FY2022/23 Proposed Budget

 Construction of the compressed natural gas (CNG) fueling system at the Meadowview City Service Complex was co mpleted. This new system will allow Recycling and Solid Waste Vehicles to “slo w fill” overnight so are filled in the morning and ready for operation. Prior to the completion of the fueling systems City vehicles had to go to a third party for fueling.

DEPARTMENT EFFICIENCIES
 The CNG station, partially funded th rough a Sacramento Air Quality Management District grant, will increase fueling effici ency time and costs for the City’s waste collection fleet.
 The City Hall Garage was re-opened after a fire to support the parking needs of surrounding businesses and employment centers.
 The Parking Division developed an on line service and payment portal for purchases of discounted Commuter Spec ial parking. This provided local employees a flexible and contactless option to pay and plan for their parking needs ahead of time.

OBJECTIVES FOR FY2022/23
 Complete the Transportation Priorities Plan to help guide decisions regarding transportation investments given limited funds.
 Complete the City Hall Uninterruptible Power Supply (UPS) replacement project.  Complete Phase 1 of the city fleet electr ic vehicle charging infrastructure project.  Complete Fire Station 6 kitchen remodel.
 Complete the Freeport Boulevard Mobility Corridor Plan and Northgate Boulevard Mobility Corridor Plan.
 Implement AB 43 speed reduction measures.
 Prepare grant applications for numerous tr ansportation grant programs, including Active Transportation Program, new competitive program s under the new Bipartisan Infrastructure Law, and the regional funding progr am administered through the Sacramento Area Council of Governments.
 Complete the Sacramento Urban Forest Plan.
 Complete Traffic Impact Study Guidelines Update.
 Pass an ordinance for Educational Institution and Merchant Parking Permits.  Pass a comprehensive citywide ordinance t hat regulates the parking of electric vehicles both on and off the street.
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FY2022/23 Proposed Budget

 Complete and implement the final standards of the revised SacPark outdoor dining program.

BUDGET CHANGES

POSITION CHANGES
 A vacant position (1.0 FTE Supervising E ngineer) was deleted in the Facilities and Real Property Management Division and a new position (1.0 FTE Supervising Architect) was added to im prove the organization stru cture and help facilitate project and employee supervision.
 One vacant position (1.0 FTE Account Clerk II) was deleted in the Parking Division and a new position (1.0 FTE Customer Service Representative) was added to accomodate the increase in customer serv ice functions including, but not limited to, the Parking Management Services oper ations for managed parking facilities, the online reservation system, meter reservations, the Certified Partners Program which supports the online reservations platform, and escalations from the Revenue Division and Sacramento City 311.
 Two vacant positions (2.0 FTE Street Construction Equipm ent Operator) were deleted in the Maintenance Services Divis ion and two new positions (2.0 FTE Concrete Construction Leadworker) were added to align with Budget and Human Resources records.

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Facilities and Real
Property
Management
Add a position (1.0 FTE Associate Architect) to increase response time for requests and effectiveness of delivery of projects. Position will be offset with charges to
projects.

General (142,267) 142,267 1.00
Fleet Management Purchases of two Speed Radar Boards and temporary traffic signal to better accommodate City resident
requests and maintain a safe flow of traffic during
repairs and maintenance of roads.

Gas Tax - 58,996 -
Office of the
Director
Add a position (1.0 FTE Assistant Director) to help the Director manage the Department more effectively.

Position is being offset with an allocation from Gas Tax (Fund 2002), Parking (Fund 6004) and from other
divisions within the Department.

General/Gas
Tax/Parking
(211,492) 211,492 1.00
Recycling and Solid
Waste
Add positions (12.0 FTE Integrated Waste Equipment
Operators and 1.0 FTE Senior Integrated Waste
Equipment Operator) and respective vehicle purchase
and costs to reduce the current workload and improve
current service levels in garbage, recycling and
greenwaste routes. Costs is being offset by increasing
revenues.

Solid Waste
and Recycling
(7,794,407) 7,794,407 13.00
Recycling and Solid
Waste
Increase disposal budgets to address the annual
contractual Consumer Price Index (CPI) adjustments,
increased disposal tonnage over time, initiation of
organics service and maintenance of increases in
frequency of street sweeping service. Costs is being
offset by increasing revenues.

Solid Waste
and Recycling
(4,537,500) 4,537,500 -
Total Change $ (12,685,666) $ 12,744,662 15.00
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FY2022/23 Proposed Budget

 One vacant position (1.0 FTE Account ing Technician) was deleted in the Maintenance Services Division and a new position (1.0 FTE Assistant Civil Engineer) was added to meet the work needs of the Division.

Department Budget Summary

Change
Public Works FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 68,216,229 $ 68,349,952 $ 84,616,526 $ 84,754,418 $ 87,331,701 $ 2,577,283 Other Services and Supplies 76,649,811 77,448,754 84,922,298 86,691,655 95,789,562 9,097,907 City Property 13,757,761 14,290,289 22,799,584 24,563,863 33,665,447 9,101,584 Multi-Year Operating Projects - - 14,320,152 4,834,500 22,025,966 17,191,466 Transfers 888,760 546,549 400,655 400,655 400,655 -
Labor and Supply Offset (21,440,966) (19,995,861) (21,413,210) (23,585,663) (21,720,747) 1,864,916 Operating Transfers 10,051,710 11,096,037 9,573,200 9,414,700 10,750,900 1,336,200 Total $148,123,305 $151,735,720 $195,219,205 $187,074,128 $228,243,484 $41,169,356 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 9,301,606 $ 18,638,415 $ 22,224,171 $ 25,131,063 $ 21,919,284 $ (3,211,779) 12th Street Maint Benefit Area 6,865 8,400 8,400 8,400 9,200 800 Cal EPA 177 3,060 - - - -
Citation I-5 Maintenance 37,878 34,098 40,000 40,000 40,000 - Community Center --- ( 67)- 6 7
Del Paso Nuevo Landscaping CFD 3,137 9,000 19,500 19,500 19,500 - Fleet Management 43,338,023 45,025,705 52,136,098 53,857,365 66,312,511 12,455,146 Gas Tax 2016 4,656,483 5,638,161 10,664,843 10,015,839 8,925,850 (1,089,989) Greenbriar Impact Fee (2,600,000)---- -
Greenbriar Traffic Congestion - 4,768 - - - -
Interdepartmental Service 2,069,268 2,401,352 2,331,646 2,331,646 2,388,982 57,336 Laguna Creek Maint Dist 46,870 46,500 51,580 51,580 51,580 - Land Park 32,850 32,666 32,850 32,850 32,850 -
Landscaping and Lighting 11,980,973 12,651,909 13,472,311 13,500,736 14,475,000 974,264 Marina 891,069 975,877 922,153 941,191 1,014,985 73,794 Measure U - - 2,834,500 2,834,500 1,270,000 (1,564,500) N Nat Lndscp 99-02 510,958 570,191 588,936 588,936 589,380 444 N Natomas Lands CFD 3 509,500 580,000 615,000 615,000 615,000 - Neighborhood Lighting Dist 25,009 25,009 25,009 25,009 25,009 - Neighborhood Water Quality Dist 34,902 33,470 47,980 47,980 50,980 3,000 New Measure A Maintenance 11,929,071 13,016,447 11,737,001 11,737,001 16,676,087 4,939,086 NMA Safety, Streets, Ped, Bic ---- 6 ,600 6 ,600
NNFP Transit Fee 2,600,000 - - - - -
Northside Subdiv Maint Dist 3,601 2,830 6,500 6,500 6,500 - Parkebridge CFD 2014-07 - 30,005 64,000 64,000 64,000 - Parking 12,098,552 (494,775) 6,651,218 904,218 6,043,205 5,138,987 Power Inn Rd Md 2003-01 10,117 10,977 9,920 9,920 9,920 - Railyards Maint CFD No 2014-04 66,963 81,033 139,790 139,790 157,750 17,960 Recycling and Solid Waste 49,285,214 51,009,338 69,121,446 62,697,063 86,070,899 23,373,836 243
FY2022/23 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended SacMaintCFD2014-04 Annex Areas 25,176 29,620 93,713 93,713 93,713 - SacMaintCFD2014-04 Area 01 61,802 63,371 98,750 98,750 98,750 - State Route 160 - 1,000 - - - -
State Route 275 - 2,000 - - - -
Storm Drainage 226,000 336,050 336,050 336,011 406,000 69,989 Street Tree Fee - ( 4 0 1 )--- -
Subdiv Lndscpng Maint Dist 290,739 306,645 330,975 330,975 334,410 3,435 Township 9 CFD No. 2012-06 - - 2,000 2,000 2,000 -
Traffic Safety 462,288 412,145 429,154 429,154 350,000 (79,154) Transportation Development Impact Fee 88,585 58,634 - - - - Village Garden N.-Mtce Dist #1 15,882 16,894 20,711 20,711 25,539 4,828 Wastewater --- ( 3 7 )- 3 7
Water (26,798) - - (169) - 169
Willowcreek Assmnt Md 26,705 28,325 38,000 38,000 38,000 - Willowcreek Lndscpng CFD 113,840 147,001 125,000 125,000 120,000 (5,000) Total $148,123,305 $151,735,720 $195,219,205 $187,074,128 $228,243,484 $41,169,356 Change
Public Works FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Engineering Services Division - Public Works $ (1,963,383) $ (1,749,964) $ (264,736) $ (264,736) $ (69,737) $ 194,999 Office of the Director 1,879,476 2,082,484 2,609,401 2,575,200 2,578,038 2,838 Parking Services Division 20,134,343 18,338,714 22,153,679 21,317,375 21,472,495 155,120 Maintenance Services Division 20,153,283 20,587,504 25,767,001 24,576,757 28,247,573 3,670,816 Transportation Division 8,991,577 9,728,011 11,131,788 11,626,491 12,556,318 929,827 Fleet Management Division 43,338,023 45,025,705 52,136,098 53,785,377 66,312,511 12,527,134 Facilities & Real Property Mgmt Division 5,343,110 5,197,250 6,566,978 4,814,496 6,672,387 1,857,891 Recycling & Solid Waste Division 50,246,876 52,526,015 75,118,996 68,643,168 90,473,899 21,830,731 Total $148,123,305 $151,735,720 $195,219,205 $187,074,128 $228,243,484 $ 41,169,356 Change
Public Works FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Engineering Services Division - Public Works 81.00 80.00 80.00 80.00 80.00 - Office of the Director 12.00 12.00 12.00 12.00 13.00 1.00 Parking Services Division 131.05 131.05 131.05 130.85 130.85 - Maintenance Services Division 123.00 123.00 123.00 123.00 123.00 - Transportation Division 71.00 71.00 71.00 72.00 72.00 - Fleet Management Division 83.00 83.00 83.00 83.00 83.00 - Facilities & Real Property Mgmt Division 70.00 71.00 71.00 72.00 73.00 1.00 Recycling & Solid Waste Division 165.30 176.30 178.30 178.30 191.30 13.00 Total 736.35 747.35 749.35 751.15 766.15 15.00
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MEASURE U
The following chart summarizes the Department’s Measure U programs.

PERFORMANCE MEASURES
Facilities & Real Property Management Division

This measure indicates how quickly work order requests are comple ted. Work order categories include 'emergency' with a one-day performance standard, 'priority' with a seven-day performance standard, and 'standard' with a 30-day performance standard.

Fleet Management Division

This measure indicates what percentage of overall City vehicles are available to operators for City services. The division is collecting information to measure staffing ratios and estimated service demands fo r each shop to appropriately staff each shop to sustain adequate vehicle availability.

The California Global Warming Solutions Act of 2006 (Assembly Bill 32) requires California to reduce its greenhouse gases (GHG) emissions to 1990 levels by 2020. The Ci ty's Fleet Management Division Sustainability Policy states that annual purchases of fl eet replacement vehicles will include a minimum commitment of 50% for alternative fuel and/or alternatively powered vehicle replacements by 2018, and 75% by 2025. Starting in FY2019/20 target includes renewable diesel purchases, not previously included.

Maintenance Services Division

The Maintenance Services Division is respons ible for the City's street infrastructu re system which includes over 3,118 lane miles of paved roadway. The Maintenance Services Division's goal is to work towards a Pavement Condition Index of 70 (good) from its current rating of 59 (fair). Beginning in FY2016/17 the City updated the method of calculating pavement condition from the Pavement Quality Index to the industry standard Pavement Condition Index.

Funding Category Program Name FTE
FY2022/23
Proposed
Climate Action
MYOP Sustainability Program - 300,000
Community Investments
CIP City Facility Reinvestment Program - 2,100,000 Facility ADA Compliance Program - 500,000
Community Response
MYOP Illegal Dumping - 970,000
Grand Total - $3,870,000
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FY2022/23 Proposed Budget

The Maintenance Services Division is responsible for the street infrastructure system which includes the maintenance of 3,118 l ane miles of paved roadway. Patching potholes is an essential service and on average, the Maintenance Services Division patches 1,281 potholes per month. Our customer commitment is to respond to 311 complaints for potholes within 48 hours of receiving the request.

The City's Urban Forestry Program maintains, sustains, and enhances Sacramento's tree canopy through a variety of programs.

Urban Forestry staff (internal and contractors) prune 890 trees monthly on average consistent with our goal of maintaining a less than seven-year pruning cycle for all our 75,000 plus public trees. However, beginning in FY2019/20 a lack of staffing has created a backlog of trees pruned.

Parking Services Division

The Parking Division is responsible for the collection and maintenance of over 6,300 paid on-street parking spaces within the Central City. In the last two years, the Division has worked with downtown and midtown merchants to repurpose metered spaces to accommodate customer pickup and delivery as well as implementing Al Fresca dining options. Throughout the City, there are over 5 million parking meter customer transactions per year.

* Beginning in the last quarter of FY2019/20 results were affected by significant decline in revenue due lack of on-street parking meter utilization due to the pandemic.

The Sacramento Marina has 475 available boat slips, which can accommodate boats varying in length from 25 to 50 feet. Historically, the Marina had an average 94 percent occupancy rate; however, during the Great Recession the occupancy rate dipped as low as 44 percent. With the improved economy, new management, and new ameni ties in place, the Marina had a 23 percent increase in occupancy rates from FY2015/16 to FY2020/21.

Recycling & Solid Waste Division

California state law requires that at least 50 percent of the waste generated within the city limits be diverted from landfills . While the percent of City-collected residential waste diverted from landfill is below the State threshold (as shown above), as a jurisdiction, the City government collection rate exceeds t he state requirement at 52 percent diversi on for Calendar Year 2020. The difference is largely due to the recycling of constructi on and demolition material collected by commercial waste haulers, which is not part o f the City's residential collection service. Educating customers on proper recycling is central to s eeing these percentages grow. Ove r 50 percent of the Division's annual outreach expenditures are spent on increasing diversion.

In a given year, City Integrated Waste Equipment Operators service almost 18 million garbage, recycling, and yard waste containers.

Complaints of missed collections represent the highest volume of solid waste related calls to City 311; however, the actual number of verifiable service misses represents only a fraction of one percent of the total containers collected annually. In FY2017/18, t he Department redefined the term "misses" to include "kicks," which is when the driver goes back the same day to collect the misse d containers if the incident is reported prior to 2:00 pm. The tota l number of complaints of missed pickups per 1,000 refuse acco unts serviced remained the same in FY2018/19 compared to FY2017/18. 246
FY2022/23 Proposed Budget

22 SECTION - 22
Utilities
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Utilities
The mission of the Department of Utilities is to provide dependable, high-quality water, wastewater, and storm drainage services in a fiscally and environmentally sustainable manner.

The Department of Utilities (DOU) provides and maintains water, wastewater, and storm drainage services and facilities for its custom ers, City ratepayers. These services are crucial to safeguard the health and safety of the public, support economic development, protect the environment, and improve the qualit y of life in our city. DOU works in conjunction with other City Departments as well as regional, state, and federal agencies in the operation, maintenance, developmen t, and rehabilitation of water resources infrastructure.

DOU is organized into four operating divisions and the Offi ce of the Director. The operating divisions consist of Business Se rvices, Engineering and Water Resources, Water and Wastewater & Drain age. This organizational stru cture allows for increased collaboration across business functions and enabl es DOU to focus efforts on customer priorities.

 Business Services: Provides fiscal support by enhancing and maintaining the financial stability of our
Water, Wastewater, and Drainage Funds
through accounting, budgeting, logistics
and long-range financial planning; provides
utility customers with customer service and
billing services.

 Engineering and Water
Resources:

Provides engineering support for capital
projects and plant and field support units; in
collaboration with the Water, Wastewater,
and Drainage Divisions, ensures
compliance with state and federal
regulations.

 Office of the Director: Provides Department leadership and direction including fostering a healthy
work environment, focusin
g on
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FY2022/23 Proposed Budget

innovation, resiliency, and excellent
customer service, engaging in local,
state, and national legislation and policy,
furthering public education, and
stakeholder outreach; planning for
current and future generations by
protecting, preserving and enhancing
water resources, the environment, and
the community.

 Water: Operates and maintains water production
and distribution facilities to provide
drinking water of the highest quality to
City residents and cust omers; performs
water quality monitoring and regulatory
reporting to ensure compliance with all
state and federal drinking water
regulations; engages in research and
development to optimize and improve
processes and procedures.

 Wastewater & Drainage: Operates and maintains facilities for wastewater and storm drainage pumping,
levee systems, the combined stormwater-
wastewater system, along with a large
network of stormwater and wastewater
pumping facilities.

PROGRAMS/SERVICE HIGHLIGHTS

 The Accelerated Water Meter Program (AWMP) was successfully completed in the fall of 2021, bringing the City’s metered services to 99.9%. Assembly Bill 2572, enacted in 2004, mandated the installation of water meters on all water service connections by January 1, 2025. DOU developed a water meter implementation program to meet this requirement and in 2015, the Council passed a resolution to accelerate the program.

The program has been completed three years ahead of the state mandate. The AWMP was finished on time and 8% under budge t. The AWMP was one of the largest programs ever undertaken by the DOU.
 The McKinley Water Vault Project (MWVP) was successfully completed in the fall of 2021. The MWVP was on schedule and 3% under budget. The MWVP is a 6-million- gallon underground storage tank that will hold combined stormwater and wastewater during storm events when the combined sewer system is at capacity.  Responded efficiently and effectively to a 500-year storm event, working to minimize water quality impacts and ensure water supply reliability.

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 DOU staff works closely with the City’s Attorney’s Office and the Department of Community Response to respond to homeless encampments on critical infrastructure. The departments coordinate closely on issuing notices, offering services to the campers over a three-week period, and cleaning up sites so that maintenance can be performed on critical infrastructure.  The DOU Water Conservation Program provided 1,553 high-efficiency toilet rebates, 205 clothes washer rebates, 188 tu rf conversion rebates resulting in 214,145 square feet of turf conversion to water wise landscapes, 37 irrigation upgrade rebates, and 221 smart irrigation c ontroller rebates through February 2022. Also, through a partnership with SMUD, the team provided 1,211 rebates for showerheads, aerators, smart controllers, and water kits. Through the Leak Free Sacramento Program, 26 projects were completed in disadvantaged and low- income communities to repair leaks ranging from 13 to 1,933 gallons per hour. The office also distributed 280 rain barrels through an effort held around the Imagine a Day Without Water event in October. Furthermore, the program also generated 12,434 leak notification letters leading to 1,344 free leak investigations and 329 Water Wise House Calls to help customers save water and money. It is estimated that these efforts saved 74,688,140 gallons of water over the last year.  A ballot initiative to impose a new Stor m Drainage property fee moved forward to property owners for a vote in March of 2022, and 52.3% of the voters approved the new fee. The fee could generate over $20 million in revenue annually and fund vital improvements to the City’s aging stormwater infrastructure. City Council approved the Storm Drainage property fee on April 12, 2022. The revenues and expenditures of the new fee will be managed in a separa te fund called the Storm Drainage Property Fee Fund (6021).

DEPARTMENT EFFICIENCIES
 Issued a Notice of Preparation for bot h the Groundwater Replacement and Water+ programs. These progr ams will provide future water supply projects for both the City’s groundwater and surface water supplies.
 Substantially reduced overtime usage without impacting service levels by moving to a four day/week schedule for routin e distribution system water quality monitoring.
 Implemented over 78% of audit recommendat ions from audits conducted by the City Auditor’s Office related to labor, inventory, safety, and fleet.  Created a Water Policy & Regional Plannin g section within Engineering and Water Resources to align strategic goals supporting the City’s water rights and supply priorities with water use efficiency goals.
 Improved the timeliness of vendor paym ents by creating a business intelligence dashboard, allowing for automated monitoring of pending invoices. 251
FY2022/23 Proposed Budget

 Installed a secure and permanent power source in the Pocket Canal for canal aeration that reduced costs for daily fueling and delivery of portable generators.

OBJECTIVES FOR FY2022/23
 Communicate and implement the fourth year of action from the newly revised strategic plan.
 Deliver the FY2022/23 CIP water, wastew ater, and drainage infrastructure programs on schedule and within budget.
 Facilitate, coordinate, and collaborate with operating departments and the City Treasurer’s Office to deliver a department-wide Long Range Financial Plan.  Deliver the triennial Public Health Goal Report.

BUDGET CHANGES

POSITION CHANGES
 A vacant position (1.0 FTE Storekeeper) was deleted in the Business Services Division, Logistics section and a new position (1.0 FTE Administrative Analyst) was added to the Water Division, Employee & Admi nistrative Services section. This position is the lead in developing and implementing department-wide initiatives, with the focus on making processes consistent throughout the Department.

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Engineering &
Water Resources
Purchase a Ford Transit for the addition of a permanent Water Conservation Specialist added in FY2021/22.

This request will be supported through a one-time
reduction in Water Conservation’s operating budget.

Water (37,000) 37,000 -
Water Operations
& Maintenance
Add a position (1.0 FTE Administrative Technician) to
support the Cross Connection Control Program. The
cost of the position and services and supplies are being partially offset by revenues received from servicing
backflow devices. The balance will be added to the
Department's budget.

Water (75,000) 96,396 1.00
Total Change $ (112,000) $ 133,396 1.00 Change
Utilities FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 60,003,771 $ 60,161,904 $ 75,004,420 $ 75,054,741 $ 76,558,418 $ 1,503,677 Other Services and Supplies 32,241,936 32,673,341 41,641,498 39,761,635 40,962,218 1,200,583 City Property 1,752,200 4,153,704 (44,225) 2,089,803 2,100,903 11,100 Multi-Year Operating Projects - - 10,018,237 5,374,286 9,389,992 4,015,706 Transfers (781,056) ( 1,090,080)--- -
Labor and Supply Offset 5,222,042 5,820,817 7,299,290 7,304,480 8,781,799 1,477,319 Operating Transfers 24,614,164 24,294,267 23,623,623 23,623,623 23,770,745 147,122 Total $123,053,057 $126,013,952 $157,542,843 $153,208,568 $161,564,075 $ 8,355,507 252
FY2022/23 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 69,619 $ 70,219 $ 122,410 $ 122,410 $ 79,410 $ (43,000) Community Center 4,983 4,983 4,983 4,983 4,983 -
Fleet Management 160,386 196,105 200,000 200,000 200,000 - Golf 4,611 5,333 8,550 8,550 8,550 -
Landscaping and Lighting 40,000 53,661 40,000 40,000 70,000 30,000 N Natomas Lands CFD 3 219,780 150,624 300,000 300,000 300,000 - Neighborhood Water Quality Dist - - 3,000 3,000 3,000 - Northside Subdiv Maint Dist - - 8,000 8,000 8,000 -
Parkebridge CFD 2014-07 ---- 1 0,000 1 0,000
Parking 1,436 2,600 1,359 1,359 1,359 -
Recycling and Solid Waste 1,323,653 2,988,418 3,198,244 3,198,244 3,273,315 75,071 SacMaintCFD2014-04 Annex Areas ---- 3 6,500 3 6,500
SacMaintCFD2014-04 Area 01 - - 298,120 298,120 298,120 - Storm Drainage 28,214,069 27,322,909 36,505,020 35,325,553 37,883,364 2,557,811 Township 9 CFD No. 2012-06 - - 9,000 9,000 9,000 -
Wastewater 26,646,788 25,642,692 33,788,070 32,285,490 34,094,783 1,809,293 Water 66,358,725 69,568,736 83,035,313 81,383,085 85,262,917 3,879,832 Willowcreek Assmnt Md 9,007 7,672 20,774 20,774 20,774 - Total $123,053,057 $126,013,952 $157,542,843 $153,208,568 $161,564,075 $ 8,355,507 Change
Utilities FY2019/20 FY2020/21 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Proposed Proposed/Amended Business Services Division $ 7,924,202 $ 8,394,595 $ 11,142,650 $ 11,449,316 $ 11,449,316 Engineering & Water Resources Division 12,576,792 11,792,008 18,383,688 18,462,908 18,462,908 Office of the Director 43,928,160 47,873,035 53,738,946 57,360,515 57,360,515 Wastewater & Drainage Operations & Maintenance Division 28,226,228 27,514,572 35,624,617 35,749,037 35,749,037 Water Operations & Maintenance Division 30,397,675 30,439,742 38,652,942 38,542,299 38,542,299 Total Utilities $123,053,057 $126,013,952 $157,542,843 $161,564,075 $ 161,564,075 Change
Utilities FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Business Services Division 77.00 72.00 80.00 80.00 80.00 - Engineering & Water Resources Division 116.72 114.72 115.72 115.72 115.72 - Office of the Director - DOU 13.18 13.18 14.18 14.18 14.18 - Wastewater & Drainage Operations & Maintenance Division 183.00 185.00 185.00 185.00 185.00 - Water Operations & Maintenance Division 185.00 185.00 177.00 177.00 178.00 1.00 Total Utilities 574.90 569.90 571.90 571.90 572.90 1.00 253
FY2022/23 Proposed Budget

PERFORMANCE MEASURES

Engineering & Water Resources Division

The ratio of design budgets to actual costs for the completed desi gn of capital improvement projec ts is tracked manually to ens ure our water, wastewater, and storm drainage systems' projects are reliably developed in a cost-effective manner.

Office of the Director Division

The percentage of water conservati on achieved citywide is not only a required performance measure to comply with City Council Resolution for water conservation, but also a key performance i ndicator to measure effectiveness of the Department's water conservation outreach and enforcement efforts. This percentage is compared to our 20% by 2020 gallons per capita per day target as mandated by Senate Bill X7-7 (2009).

Operations & Maintenance Division

The number of sanitary sewer overflows (SSOs) is measured to ensure regulatory compliance and to gauge the effectiveness of operational activities and capital improvements that have been implemented to achieve this compliance. The primary permit with respect to the separated system is the waste discharge requirements permit issued by the state Water Resources Control Board. The goal of this permit is to minimize SSOs from the separated system.

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FY2022/23 Proposed Budget

23 SECTION - 23
Youth, Parks, & Community
Enrichment
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FY2022/23 Proposed Budget

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FY2022/23 Proposed Budget

Youth, Parks, & Community Enrichment
To empower our youth, strengthen neighborhoods, and provi de life-enriching programs for a beautiful livable community.

The City’s Youth, Parks, & Co mmunity Enrichment (YPCE) Department provides residents and visitors with beautiful parks and enr iching programs to create a thriving community with healthy, strong, and cohesive neighborhoods. Program development and service delivery for the D epartment is guided by the following primary themes:
empowering and enriching Sacramento youth, protecting the Cit y's green infrastructure, and optimizing the experience of living through people, parks, and programs.

Department services are structured as listed below.
 Youth: Responsible for creating, delivering, and fostering citywide programs, trai nings, projects, and
services that navigate critical pathways for youth
development including youth participation
opportunities, community involvement,
relationship building, and skill building. Programs
serve young people between the ages of 5-24 in
the following areas: Ex panded Learning, Youth
Workforce Development, Civic Engagement,
Youth Sports & Wellness.
 Administration

Responsible for department-wide support of fiscal
management, human resour ces, procurement,
grant writing management, lease management,
and administrative operations that include
managing the Parks and Recreation Commission
and the Ann Land & Bertha Henschel
Commission.
 Community Enrichment: Responsible for a wide range of programs, services and facilities that support safe space,
communit
y livability, and a high quality of life for all
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FY2022/23 Proposed Budget

of Sacramento. Provides recreation, leisure
enrichment and community resources for all ages,
including youth, teens, active adult, and senior
programs.
 Park Maintenance: Responsible for daily maintenance of 216 parks, parkways, bike trails, and open space areas
spanning over 3,280 acre s. Responsibilities
include maintenance of turf , landscape,
structures, and park amenities citywide. This
Division also maintains and operates the Old City
Cemetery, which is a Stat e historic landmark that
offers monthly tours and events.

 Park Planning &
Development Services:

Responsible for park planning, parkland
acquisition, park master planning, policy
implementation, asset management and the
design and development of new and renovations
of existing neighborhood, community, and
regional parks
 Safety: Responsible for preserving, protecting, and
enforcing park regulations of over 234 parks with
4,360 acres of parks, parkways, open space,
community centers, aquatic facilities, and bike
trails.

PROGRAMS/SERVICE HIGHLIGHTS
 With the continuing impacts of the pandemic and the need to maintain virtual programming service delivery models, YPCE continued to offer professional development opportunities, focusing on youth development, in priority areas such as: safely engaging young people online, mental wellness supports and tools, and general technical training needed for new programming models.

 The Prime-Time Teen program is an eight-w eek interactive work readiness training program for young people 13-17 years of age. This program will transition back to an in-person service delivery model from the virtual model necessary through COVID-19. The program continues to offe r 10 seasonal sessions per fiscal year and serves 400 youth annually.
 The Aquatics section continued to adapt to restrictions due to the pandemic and increased essential water safety servic e offerings by opening 12 neighborhood pools and four wading pools with zero critic al incidents. There was a significant increase in participation from 2020 across all aquatic’s programs, which included the following: 55,614 participants attended recreation swim (379% increase); 2,096 youth participants attended swim lesson (77% increase); the City’s recreational swim team returned with 349 youth participants; 4,268 lap swimmers 258
FY2022/23 Proposed Budget

visited pools, and 5,369 participants att ended water aerobics. Over $16,000 was awarded in Swim Safe Scholarships that included free swim lessons, swim team scholarships, lifeguard scholarships and lifeguard certification reimbursements.  Older Adult Services (OAS) reopened both t he Hart Senior Center and all three Triple-R locations in June 2021 by implem enting safety modifications to address the ongoing pandemic. Opportunities to engage in-person helped participants combat the feeling of isolation that many were experiencing after being home more than a year. OAS provided 12,629 units of service with virtual programming activities. Since reopening in June 2021, OAS has provided 11,116 units of service in-person or by phone and 2,796 units of respite for caregivers participating in the Triple-R program.
 The Community Center team provided programming opportunities and access to safe space for over 4,400 youth and t eens through in-person afterschool and summer camps, Hot Spots Remix (an updated Hot Spot teen special event series) and Recreation Explorer Camp (R.E.C.) se rving youth ages 3-5 in a play-based preschool program. Drive-thru special events were hosted citywide and welcomed over 8,000 families.
 Throughout the pandemic, Golf worked with our partner, Morton Golf LLC, to keep all four of the City’s golf courses open, offering one of the few organized activities still available during this time. Safety measures defined by Morton Golf became the model for other golf courses in the area. With limited options available, the public has continued or taken up golf in record numbers resulting in increased revenues that enable further improvements to the courses.

DEPARTMENT EFFICIENCIES

 Continue to engage with the Department’s Park planning consultant in the development of the Par ks Plan 2040 that addresses the City’s commitment to Equity and Health within the park and recreation system. The projected completion date for the Parks Plan 2040 is Spring 2023, to follow the adoption of the City’s General Plan Update.
 Community Enrichment Division developed and implemented several organizational efficiencies to support in ternal and external customer service and communications. The Come Out and Play Ac tivity Guide was converted to an online, interactive document that is updated monthly, giving residents the most up- to-date program and resource information. In collaboration with the YPCE ActiveNet support team, Access Leisure designed and implemented an inclusive modification request process that provides program modifications for all recreation and leisure activities on a case-by-case basis based on the needs of the participants, as outlined in Title II of the Americans with Disabilities Act (ADA).

Access Leisure supports department-wide pr ogram staff through inclusive staff trainings, program observations and participant assessments.  Community Centers mobilized staffing and resources to continue serving the community through the pandemic with great success, providing critical community 259
FY2022/23 Proposed Budget

resources and services including y ear-round COVID-19 vaccine clinics in partnership with Sacrament o County and UC Davis Health, administering more than 15,000 doses, and emergency response support through activation of clean air, warming and cooling centers.
 Addressed deferred maintenance issues at several pools including the completion and initiation of resurfacing projects to support safe reopening and operations, and the installation of the Clunie’s pool heater and facility updates to allow extended season aquatics safety program opportunities.
 With the onset of the pandemic, YPC E mobilized staffing and resources to continue serving the community with great success, including the development and implementation of an online virtual activities and resources page to engage and serve people of all ages and abilities; m eal service and food distribution for thousands of youths, seniors, and under served families; and face covering distribution for independent businesses across Sacramento.  YPCE partnered with Geographi c Information System (G IS) team to map park amenities and land uses. GIS applications provide Department, City staff and the public a method to easily access and share geographic information. The database allows coordination across all divisions using the same data to support asset management and administrative functions.

OBJECTIVES FOR FY2022/23
 Continue work on YPCE’s Parks Plan 2040, including developing a Needs, Recommendations, and Cost Analysis, and Final Parks Plan for approval by Council.
 Establish and document Policies and Procedures.
 Continue to address deferred maintenance projects at pools citywide and recruit, hire and train staff to support safe opening and operations of all city pools, including Clunie Pool for extended spring and fall seasons, and the successful opening and operations of North Natomas Community Center and Aquatic Complex during 10 months of the year. Addr ess facility improvements and security measures that support safe re-opening of front counters at Community Centers and Hart Senior Center to the public (in addition to pre-registered programs) and resume expansion of community center hours and program offerings including increased activation of Coloma and Belle Cooledge Community Centers
 Implementation of specialized and incl usive recreation programming for youth and teens with disabilities department-wide and including partnerships with Alta Regional Center, school districts, Sacramento State.

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FY2022/23 Proposed Budget

BUDGET CHANGES

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Community
Enrichment
Add higher level positions (7.24 FTE total) with the
deletion of lower level positions (9.98 FTE total) that were difficult to recruit in order to directly support
resumption and expansion of community centers and
adaptive sports/recreation programs. Savings will be
used to offset the cost of the Park Maintenance
Worker III position.

Measure U (612,751) 570,848 (2.74)
Park Maintenance
and Planning
Delete three vacant positions (0.30 FTE Utility
Worker, 1.0 FTE Program Leader and 0.15 FTE
Recreation Aide) and add a position (1.0 FTE Park
Maintenance Worker II) to maintain the ongoing
access and service levels currently provided to City
residents as the number of community gardens
increase. Costs will be offset with savings from
add/deletes in Community Enrichment.

Measure U (75,277) 83,049 (0.45) Park Maintenance
and Planning
Delete eleven vacant positions (ten @ 0.13 FTE Youth
Aide and 0.20 FTE Recreation Aide) and add a
position (1.0 FTE Park Maintenance Worker III) to
address the increasing workload and responsibilities
related to playground inspection and maintenance.

Position will be offset with a reduction in services and supplies and savings from add/deletes in Community
Enrichment.

Measure U (53,693) 92,997 (0.50) Total Change $ (741,721) $ 746,894 (3.69)
Change
Youth, Parks, and Community Enrichment FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 30,878,853 $ 30,543,316 $ 40,035,883 $ 39,963,746 $ 40,246,232 $ 282,486 Other Services and Supplies 12,807,714 12,065,967 17,310,835 17,312,053 18,247,683 935,630 City Property 1,851,619 216,258 298,992 300,642 301,802 1,160 Multi-Year Operating Projects - 1,200 1,445,986 886,204 1,081,132 194,928 City Debt Serv ic e 87,807 4,391 - - - -
Transfers (150,827) 138,634 - - - -
Labor and Supply Offset (11,056,397) (12,109,918) (1,976,975) (1,934,932) (2,064,139) (129,207) Operating Transfers - (21,542) - - - -
Total $ 34,418,769 $ 30,838,307 $ 57,114,721 $ 56,527,713 $ 57,812,710 $ 1,284,997 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 20,405,660 $ 22,620,863 $ 1,562,715 $ 1,562,715 $ 1,557,955 $ (4,760) 4th R Program 4,742,187 244,137 3,108,890 3,104,303 3,082,749 (21,554) Ethel MacLeod Hart Trust - - 800,000 800,000 - (800,000) Externally Funded Programs ---- 1 9,000 1 9,000
Golf (96,040) (11,206) (111,593) (111,593) (106,878) 4,715 Laguna Creek Maint Dist 150,000 63,197 175,000 175,000 175,000 - Land Park 88,996 134,015 139,000 139,000 139,000 -
Landscaping and Lighting 3,800,000 4,000,000 4,100,000 4,100,000 4,200,000 100,000 Measure U - - 41,955,195 41,372,774 43,235,253 1,862,479 261
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Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended N Natomas Lands CFD 3 1,219,405 1,487,667 1,697,000 1,697,000 1,745,000 48,000 Neighborhood Park Maint CFD 1,482,000 1,682,000 1,782,000 1,782,000 1,882,000 100,000 Neighborhood Water Quality Dist 24,000 16,564 30,000 30,000 30,000 - NW Land Park CFD 2013-02 - 24,578 51,000 51,000 164,800 113,800 Park Development 1,978,631 183,769 427,600 427,600 441,860 14,260 Parkebridge CFD 2014-07 - - 57,000 57,000 57,000 -
Parking - 53 - - - -
Quimby Act 7,961 10,307 10,000 10,000 10,000 -
Railyards Maint CFD No 2014-04 - - 7,500 7,500 7,500 -
Sac Services CFD 2018-05 - - 30,000 30,000 40,000 10,000 SacMaintCFD2014-04 Annex Areas ---- 1 ,200 1 ,200
Special Program Donations 7,760 - - - - -
START 608,209 382,237 1,292,414 1,292,414 1,129,272 (163,142) Township 9 CFD No. 2012-06 - 126 1,000 1,000 2,000 1,000 Total $ 34,418,769 $ 30,838,307 $ 57,114,721 $ 56,527,713 $ 57,812,710 $ 1,284,997 Change
Youth, Parks, and Community Enrichment FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration & Safety Division $ 2,029,096 $ 2,100,339 $ 3,314,753 $ 3,206,753 $ 3,376,581 $ 169,828 Community Enrichment Division 9,840,837 9,141,330 23,965,522 23,923,086 23,245,903 (677,183) Neighborhood Services Division 106,424 - - - - -
Park Maintenance & Planning Division 14,941,713 14,053,167 20,814,677 20,405,331 22,367,054 1,961,723 Youth Division 7,500,699 5,543,470 9,019,769 8,992,543 8,823,172 (169,371) Total $ 34,418,769 $ 30,838,307 $ 57,114,721 $ 56,527,713 $ 57,812,710 $ 1,284,997 Change
Youth, Parks, and Community Enrichment FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration & Safety Division 22.00 22.00 22.00 22.00 22.00 - Community Enrichment Division 296.61 315.89 315.79 313.92 309.53 (4.39) Park Maintenance & Planning Division 149.64 149.80 149.80 148.80 150.80 2.00 Youth Division 235.91 236.85 236.35 235.50 234.20 (1.30) Total 704.16 724.54 723.94 720.22 716.53 (3.69)
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MEASURE U

The following chart summarizes the Department’s Measure U programs.

PERFORMANCE MEASURES
Park Maintenance and Planning Division

Currently, the Park Maintenance Division maintains more than 3,270 acres of parkways, developed turf, landscape, recreation structures, and park amenities citywide. Se rvices provided by this di vision include mowing, weeding, litter removal, playground inspections, irrigation repair, and restroom cleaning.

The Department has established minimum service levels to ensure safe, clean parks and facilities. To accomplish this, each full-time equivalent Park Maintenance staff is generally assigned a service area. On average, a fu ll-time equivalent staff's service area is approximately 26 acres. Any increase to park acreage, given existing staffing, has a direct negative impact on service levels.

Funding Category Program Name FTE
FY2022/23
Proposed
Community Inv estment
MYOP Fleet Acquisitions - 702,183 Operations Fiscal and Management Services 9.00 1,412,451 Golf Admin - 250,000 Historic City Cemetery 3.00 406,752 Older Adult Services 29.03 2,022,113 Park Operations Administration 135.80 13,351,772 Permitting and Events 7.74 926,057 Technology Service - 57,638 Public Saftey - YPCE
Operations Park Safety Services 13.00 1,542,037 MYOP Fleet Acquisitions - 70,000 Miscellaneous
MYOP Commisson Stipends - 15,660 Youth
MYOP Youth Sports Field Permit Program - 200,000 Operations Access Leisure 10.03 645,311 Aquatics 88.30 5,534,312
Camp Sacramento 16.62 759,760 Community Centers 144.51 9,748,045 Community Recreation Services 4.30 260,406 Recreation Administration 9.00 1,609,497 Youth Employment 60.02 2,762,553 Youth Enrichment 13.60 573,421 Youth Expanded Learning 11.24 385,285 Grand Total 555.19 $ 43,235,253
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Over 3,000 volunteer hours are regularly provided by various groups, including Adopt-a-Park, park ambassadors, and countless cemetery volunteers each month. Volunteers supplement the department's routine park maintenance and beautification. Maintenance staff provides volunteers with supervision, tools, garbage removal services, and horticultural expertise.

The Park Maintenance Division responds to irrigation service requests ranging from routine preventative maintenance to emergency mainline leaks. The number of irrigation requests responded to by staff can range from over 50 calls a month during the summer to less than 10 calls per month during the winter. Due to the ongoing drought restrictions, the division expects an increase in wo rkload and demand for shorter response times to resolve leaks and/or water wasting issues.

Administration and Safety Division

The Park Safety Rangers provide security response to service requests received via 311 calls, routinely patrol areas of all parks, and when requested provide security support to City special events. In addition, the Pa rk Rangers frequently address issues regarding vagrancy, homeless camping, suspicious cr iminal activity, and emergency assistance wi thin city park areas. A full-time ranger c an handle 450 calls per year. As we add more staff, it will help distribute the workload.

Youth Division

Funded by Measure U, the Intramural Sports Program offers stud ents in grades 6-8 opportunities to engage in instructional sport s clinics and leagues involving a variety of team sports. Sports such as flag football, basketball, tennis, kickball, ultimate Fr isbee, volleyball, and dodge ball are provided at five community centers and four middle schools throughout Sacramento. Students have the opportunity to learn fundamental skills and strategies of each sport, develop teamwork, and improve physical fitness through we ekly instruction and practice.

** This program was suspended in compliance with state and county public health orders in response to the worldwide pandemic.

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24 SECTION - 24
Citywide and Community Support
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Citywide and Community Support

This section includes City costs, programs and revenues that are not directly associated with an individual department. Belo w are the major expenditures budgeted in Citywide and Community Support (Citywide).

Employee Benefits and Insurance
The costs associated with employee benefits and insurance are budgeted in Citywide.  Employee Benefits ($8.6 m illion - $8.0 million in the General Fund and $0.6 million in the Measure U [MU] Fund):

o Employee leave payouts authorized by labor contracts; o Vacation/sick leave termination payoffs;
o Unrepresented employee labor adjustments; and
o Paid City leave as negotiated in the current labor contracts.

Budget is transferred from this program to departments to reimburse actual costs incurred. Reimbursements are done on a proportional basis if the actual costs incurred by departments exceed the avail able resources in the Citywide and Community Support budget.

 General Liability & Auto Li ability (GL&AL) ($31.4 million - $29 million in the General Fund and $2.4 million in the MU Fund) – The City contracts with Bickmore Risk Services (Bickmore), to estimate the annual budget needed to cover claim costs and expenses that will occur in the coming fiscal year and the program’s liability for outstanding claims. Bickmore utilizes historical City loss data to forecast the upcoming fiscal year’s cost of claims and expenses at various confidence levels.

The City uses the recommended 80% c onfidence level when budgeting for claim costs and expenses. The General Fund contribution for GL&AL is budgeted in this Citywide, while contributi ons from the other funds ($6.8 million) are budgeted in the managing department’s section (e.g., Solid Waste Fund contributions are in Public Works).

Retired/Transfer Employee Benefits
The costs associated with retired and transferred employee retirement and healthcare benefits are included in the Citywide budget.

 Other Post-Employment Benefits (OPEB) ($12.5 million - $9.15 million in the General Fund) – The cost of retiree/beneficiary health (1,770 participants), dental (2,672 participants), vision (1,412 participants), and out-of-area (302 participants) insurance benefits as of June 30, 2019.

 OPEB Trust ($0) – The City funds OPEB benefits on a pay-go basis. In 2014 the City established a California Employers' Retiree Benefit Trust (CERBT) Fund to address the increasing OPEB liability ($298 million as of 6/30/2021). As of April 1, 267
FY2022/23 Proposed Budget

2022, the balance in the CERBT was appro ximately $88.6 million. To address identified shortfalls identified in the FY2021/22 G/MU Fund five-year forecast, the annual budget for the OPEB Trust was eliminated. Future funding to the Trust will continue to be transferred from year-end budgeted pension savings.

 Sacramento City Employees’ Retirement System (SCERS) ($0) – The SCERS fund is fully funded. As of FY22/23, the City will stop contributions. There were 876 participants (3 active) as of June 30, 2021.

 California Public Employees’ Retirement System (CalPERS) ($147.5 million - $120 million in the General Fund and $9.1 million in the MU Fund) – Although CalPERS costs are not budgeted in Citywide and Co mmunity Support, this represents the City’s total contribution as well as the amounts negotiated fo r the employee paid portion of the employer cost ($4.7 m illion). Costs are budgeted in the managing department’s budgets.

Citywide Maintenance Contracts and Utilities
The costs associated with citywide maintenance are included in the Citywide budget.

 Information Technology Maintenance and Support Contracts ($2.8 million - $2.5 million in the General Fund and $0.3 m illion in the MU Fund) – Funds major contracts and support for the City’s human resources, financial and budgeting systems. The non-General Fund and non-MU Fund costs associated with these services are recovered through the cost allocation plan.

 Multi-tenant City-owned Buil dings ($4.6 million in t he General Fund) – Covers anticipated expenses associated with ja nitorial, security, utilities, and pest management services at various multi-tenant City-owned buildings (e.g., City Hall complex). The costs for non-General Fund operations are recovered through the City’s cost allocation plan.

Sacramento County Charges and Assessments
Citywide includes $4.6 million in the General Fund for Sacramento County Charges and Assessments. State law authorizes counties to charge other local government entities for the cost of assessing and co llecting property tax revenues, for property-related assessments including flood control, and for costs associated with county jail operations (jail booking fees). In addition, the City pays its fair share of property-based assessments for various improvement districts and taxe s on property owned by the City but located outside of City boundaries. For FY2022/23 and FY2023/24, the cost for collecting property tax revenues could potentially doubl e (from $1.7 million to $3.3 million) due to the replacement of their property tax system. According to State law (SB 2557), counties are able charge cites and special districts to recover costs.

Multi-Year Operating Projects (MYOPs)
The Citywide Support budget includes $10.9 millio n ($1.2 million in the General Fund, $5.5 million in the MU Fund, and $4.2 million in the Americ an Rescue Plan Act (ARPA) Reinvestment Fund) in MYOPs. These projec ts support operating activities that cross 268
FY2022/23 Proposed Budget

fiscal years (fleet acquisitions, utility rate assistance program, MU programs, studies, etc.) and are detailed on Schedule 9. Additional f unding for departmental MYOPs is included in the various department operating budgets. F unding for these programs is moved into specific projects after the budget is approved.

Administrative Contingency
The General Fund Administrative Continge ncy may be used throughout the year, in accordance with Sections 4, 5, and 6 of th e Budget Resolution, to adjust budgets for unforeseen expenses. The Administrative Contingency is $2 million, an increase of $1 million over the prior year budget.

Office of Arts and Culture (OAC)
The Citywide budget includes $0. 9 million from the General Fund for the OAC, which includes $150,000 budgeted in the CCS Department. The City’s OAC budget includes funding for professional services, grant programming and education, a 1.0 FTE Program Specialist to further the City's efforts with the Film Industry, and the MYOPs included in Schedule 9 for Cultural Arts (I17000700).

Redevelopment Agency Successor Agency (RASA)
In response to AB 26 (2011) which eliminated all redevelopment agencies in California, the City became the recognized RASA effect ive February 1, 2012, for all non-housing functions and obligations. As the RASA, t he City is entitled to be reimbursed for administrative costs associated with managing the transfer of non-housing assets, legal concerns, cash and debt management, and other administrative obligations. Under AB 26, the administrative budget to pay for staff costs to perf orm RASA duties is limited to 3% of the property tax allocated to the RASA. The City receives $500,000 in revenue for staff support provided by the City Attorney’s Office, Finance, and other departments.

Miscellaneous
The miscellaneous costs below are included in Citywide.

 Elections ($500,000) – The elections budge t funds the cost of regular and special elections, as well as increased costs associated with special ballot measures and petition verification.

 Litigation ($60,000) – The litigation budget covers the administrative costs associated with litigation, used annually as necessary. This funding is in addition to the Citywide Litigation MYOP ($500,000) included in Schedule 9 which provides annual funding for external support for the City’s litigation efforts.

 Service Fees ($433,000) – The Service Fees budget covers the costs associated with banking, instructional, and various lega l service fees. It also includes a contribution to Human Rights Fair Housing PERS commission.

 Accident Replacement Vehicles ($250,000) – The Accident Replacement Vehicles budget covers the costs associated with fleet accident repairs and replacements.

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 Membership, Licenses and Dues ($400, 000) – The Membership, Licenses and Dues budget covers the Citywide membership, licenses and dues.

Citywide Revenues
An in-depth review of FY2022/23 Citywide revenues and the five-year forecast are located in Section 5 – The Forecast.

 Major Tax Revenues – All discretionary tax revenues including property, sales, and Utility Users Tax are budgeted in Citywide. Additional detailed information and a breakdown of budgeted revenue is availabl e in Schedule 6. The expenditure budget ($600,000) represents c onsultant contracts for providing sales tax and Utility Users Tax revenue estimates.

 Transient Occupancy Tax (TOT) – The Ci ty's TOT rate is currently 12%. The General Fund receives 2% of the 12% tax rate ($5.3 million in FY2022/23); the balance goes to the Community Center Fund. A portion of these revenues are used to support the Sacramento Office of Arts and Culture (OAC) and Visit Sacramento.

The remainder are used to offset the increased cost of providing public services to local tourists.

MEASURE U

The following chart summarizes the Measure U programs in Citywide and Community Support.

The City provides administrative and financial support to various local and regional operations.

Funding Category Program Name FTE
FY2022/23
Proposed
Arts/Creative Edge
Operations Arts Stabilization - 76,500 Community Inve stment
MYOP Utility Rate Assistance Program - 3,772,720 Inclusive Economic Development
Operations Community Programs - 1,006,265 Library
MYOP SPLA Maintenance Program - 400,000 Operations Library JPA - 14,271,661 Miscellaneous
Operations Citywide IT Maintenance and Support - 289,684 Employee Development - 380,414 Gen Insurance/Termination - 2,641,037 Retired/Transfer Employee Benefits - 1,172,028 Youth
MYOP Fare Free Transit for Youth - 750,000 Powerhouse Science Center - 600,000 Grand Total - $ 25,360,309
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City/County Office of Metropolitan Water Planning (CCOMWP) CCOMWP (6.0 FTE) – The Water Fund provides reimbursements for the City’s share of costs associated with this joint effort with the County of Sacramento and other cost-share partners. The City recovers the costs asso ciated with providing administrative and financial support to CCOMWP.

Sacramento Local Agency Formation Commission (LAFCo)
The City provides administrative and financial support to LAFCo (1.0 FTE). All costs associated with this support are fully reimbursed by LAFCo.

Other Local Partners
The following is a list of loca l partners and the City’s contribution that is included in the Budget.

 Property and Business Improv ement Districts (PBIDs) ($14.5 million) – PBIDs were created as a financing mechanism where property and business owners approve a special assessment to improve their commercial districts. The City currently collects and remits the assessm ents for 18 different PBIDs throughout the City.

 Visit Sacramento ($2.3 million) – Visit Sacramento receives $1.6 million from the 10% TOT that is deposited in the Community Center Fund (amount and increases are voter approved) and $631,265 from the MU Fund.

 Downtown Sacramento Partnership (D SP) ($375,000) – DSP funding covers programs and activities along the Old Sacramento waterfront and downtown area.

 Greater Sacramento Area Economic C ouncil (GSEC) ($206,269) – Annual contribution to support work conducted at GSEC. Contribution cost based on the per capita rate of $0.40 and the estimated population of Sacramento (515,673).

 Sacramento Public Library Authority (SPLA) ($23.5 million, $14.3 million from the MU Fund) – The City has 12 libraries located within the City boundaries which are operated by the SPLA under a joint powers authority.

The library’s mission is to provide the residents of Sacramento the services they expect while focusing on community needs for reading, learning needs of our youngest residents, creating welcoming s paces and providing experiences that include Science, Technology, Engine ering, and Mathematics (STEM) and Science, Technology, Engineering, the Arts, and Mathematics (STEAM) learning opportunities for the entire community as well as increasing equity for our most vulnerable populations.

In 2014 and 2016, voters in the City of Sacramento declared their support for the Sacramento Public Library by passing two parcel taxes, Measure B and Measure X, for Library services which provide $9.3 million for the oper ation of the City libraries and to maintain and add services, staff and technology. 271
FY2022/23 Proposed Budget

Without the parcel taxes, the Library would be in further danger of having to close facilities and reduce services, thus impac ting vulnerable youth, job seekers and those who rely on high-speed internet access and computing resources for access to basic life services. Both measures include a Maintenance of Effort (MOE) provision that requires prior-year reductions to General Fund operating revenue to be restored if the City provides additional funding to its non-public safety programs.

The City’s MOE is $7.6 million and is provided from G/MU contributions.

Despite these victories at the ballot box, the Library continues to face financial challenges. Because of changes in the election cycle and the need to combine the two parcel taxes, the City and the Library must return to the voters in 2024. A failure at the ballot box would impact thos e communities with the highest needs, especially those for whom the library bridges the digital divide by providing the only access point for high-speed internet, access to computers and services such as live homework help, afterschool programming and early learning.

The Library has used various strategies to maintain high levels of services for all City residents, but still has fiscal challenges. This includes assessing and repurposing staffing levels; utilizing on-call and temporary staff; reallocating hours in all locations; leveraging value-added se rvices to provide enhanced customer experiences; renegotiating service agreements and changing operations to satisfy the demands of the diverse communities served by the Library.

In an effort to address these fiscal challe nges, the MU Fund increased the library operations budget to $14.3 million, $700, 000 more than FY2021/22. The City will add another $0.5 million in FY2024/25.

While these increases will help address some of the financial challenges with operating the City’s libraries, they do not address the ongoing structural deficits as well as operational needs. A far more serious issue is the history of unaddressed deferred maintenance for the buildings owned by the City. These unfunded capital needs amount to at least $8.9 million for the City’s libraries. This amount does not include the $10 million that would be requi red to rebuild and replace the Martin Luther King Jr. Library. Over the past two fiscal years, the Council allocated a total of $7.5 million to the No rth Sacramento Library Relocation project (C15000850).

In March 2022, the City applied for approx imately $15.6 million in grant funding from the California State Li brary Building Forward Program Grant for five capital projects. If funded, the City would need to contribute a match of $7.8 million.

City staff will continue to work with Library staff to identify opportunities to address the structural gap between revenues and expenditures.

General Information
The following information below is not included in the Citywide Budget but is detailed to provide additional information on portions of the City’s FY2022/23 Proposed Budget.

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Economic Uncertainty Reserve (EUR)
The EUR was established in FY1983/84 and on April 26, 2016, the Council revised the EUR Policy (included in the Financial Policies section) which established:
 A minimum reserve level of 10% of budgeted General Fund revenues; and  A goal of achieving and maintaining the value of two months of regular ongoing General Fund expenditures (approximately 15.9% of General Fund revenues or $117 million in FY2021/22) in the reserve.

On June 12, 2019, the EUR Policy was amended to include MU resources in determining the annual set aside amount necessary to maintain a minimum G/MU Fund reserve level of 10%. Further, the policy includes a goal of achieving and maintaining the value of two months of regular ongoing G/MU expenditures in the reserve.

The EUR balance is estimated to be $62.4 million on July 1, 2022, which is approximately

8.4% of budgeted FY2021/22 G/MU revenues. The Budget includes a proposed transfer $11.7 million to the reserve at year-end, provided these resources are not needed during the year. This contribution will bring the balance of the EUR to approximately $74.1 million or 10% of budgeted revenues; achieving the minimum reserve level.

Other Sources and Uses
Other sources and uses in the governmental, enterprise, internal and other governmental funds total $12.8 million.

Beginning Fund Balances
Beginning fund balances of the government al, enterprise, internal, and other governmental funds total $450 million which represent ava ilable resources from the FY2021/21 Annual Comprehensive Financial Report (ACFR) and anticipated activity in FY2021/22. Beginning balance by fund is in cluded in the Budget Schedules section (Schedules 2A-2C).

Ending Fund Balances
Projected ending fund balances of the gove rnmental, enterprise, internal, and other governmental funds total $410 million. Ending balance by fund is included in the budget schedules section (Schedules 2A-2C). The av ailable balance of enterprise, internal service funds, and other governmental funds (excluding the Innovation and Growth Fund) may only be used for the specific purpose of the individual fund.

BUDGET CHANGES

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Community Support Funding for the City's agreement (2019-0520) with Visit Sacramento for the Sacramento Tourism Improvement
District (STID) assessments on vacation rental owners.

General - 91,953 -
Library Planned year-over-year increase for the Sacramento Public Library Authority to assist with FY2022/23
operational costs.

Measure U - 700,000
Total Change - $ 791,953 - 273
FY2022/23 Proposed Budget

Department Budget Summary

Change
Cityw ide and Community Support FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 24,447,661 $ 21,611,042 $ 18,653,875 $ 26,026,670 $ 21,819,600 $ (4,207,070) Other Services and Supplies 68,495,552 73,627,016 80,732,879 80,916,878 88,373,694 7,456,816 City Property 345,871 443,607 303,000 281,019 303,000 21,981 Multi-Year Operating Projects - - 7,772,720 7,772,720 10,282,857 2,510,137 Transfers 234,881 260,890 - - - -
Labor and Supply Offset 270,481 62,917 (63,436) (63,436) (63,436) - Contingency - - 1,000,000 1,099,917 2,000,000 900,083
Operating Transfers (164,346) (339,308) (485,723) (10,379,233) (457,045) 9,922,188 Total $93,630,100 $95,666,164 $107,913,315 $105,654,535 $122,258,670 $16,604,135 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund 52,691,296 43,741,330 60,358,872 169,853,211 62,027,653 (107,825,558) 16th St PBID - 154,525 166,677 166,677 166,677 -
4th R Program 62,034 43,755 31,487 65,429 27,258 (38,171) ARPA Reinvestment Fund - - - (112,313,331) 4,252,937 116,566,268 Community Center 1,637,392 1,724,452 1,702,450 1,905,662 1,742,116 (163,546) Cty/ Cnty Office-Water Planning 680,447 983,315 850,389 870,927 636,811 (234,116) Del Paso PBID 43,148 41,663 30,000 30,000 30,000 -
Del Paso Prop & Business Imprv 493,331 480,287 482,486 482,486 482,486 - Development Services 751,155 422,686 - - - -
Downtown Management District 3,229,061 3,432,317 3,475,506 3,475,506 3,475,506 - Downtown Plaza PBID 85,445 59,616 70,000 70,000 70,000 - Fleet Management 334,915 309,951 249,876 309,811 156,808 (153,003) Franklin Blvd PBID 47,381 53,337 80,730 80,730 80,730 - Franklin Boulevard PBID 146,155 152,805 146,575 146,575 146,575 - Greater Broadway PBID 300,072 318,715 318,552 318,552 318,552 - Habitat Management Element 420,766 255,465 632,343 632,343 767,548 135,205 Innovation and Growth 7,000,000 19,502,259 - 17,046 - (17,046) Interdepartmental Service 1,718,037 1,974,601 1,915,012 1,915,012 2,072,984 157,972 Library Services Parcel Tax 8,230,891 8,445,880 8,774,923 8,774,923 9,270,798 495,875 Mack Road PBID 678,144 661,453 685,877 685,877 685,877 - Marina 525 - - - - -
Measure U 765,226 510,676 16,712,473 16,657,833 25,360,309 8,702,476 Midtown Sacramento PBID 1,608,178 1,813,171 1,682,566 1,682,566 1,682,566 - N Natomas Transp Mgmt Assoc 1,445,398 1,519,620 1,574,000 1,574,000 1,740,000 166,000 Oak Park PBID 317,811 320,457 322,432 322,432 322,432 - Old Sacramento PBID 181,809 155,312 170,000 170,000 170,000 - Parking 174,319 168,809 116,122 181,206 89,556 (91,650) Power Inn Area Prop & Business 502,228 549,552 543,585 543,585 543,585 - Private Development 210,472 101,412 - - - -
Recycling and Solid Waste 1,067,963 968,295 838,640 933,474 442,022 (491,452) Risk Mgmt 20,164 34,053 19,855 35,687 25,299 (10,388)
Sac Tourism Marketing District 5,255,184 3,545,501 3,568,492 3,568,492 3,568,492 - Sacramento TID - - - (442,000) - 442,000
Sheraton MOPA Project 296,702 149,112 - - - -
START 5,982 6,100 5,487 5,487 5,821 334
Stockton Blvd BIA 54,378 55,742 53,000 53,000 53,000 -
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Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended Stockton Blvd PBID 365,025 362,287 359,313 359,313 359,313 - Storm Drainage 588,404 537,605 370,633 537,828 232,099 (305,729) The River District PBID 574,387 600,704 601,384 601,384 601,384 - Wastewater 412,913 374,549 252,090 367,470 158,391 (209,079) Water 1,203,673 1,098,820 726,373 969,088 461,923 (507,165) Worker's Compensation Fund 29,689 35,977 25,115 46,254 31,162 (15,092) Total $93,630,100 $95,666,164 $107,913,315 $105,654,535 $122,258,670 $16,604,135 Change
Citywide and Community Support FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2 022/23 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Citywide Support Division $ 28,580,426 $ 32,385,278 $ 47,018,156 $ 36,590,326 $ 60,452,355 $ 23,862,029 Community Support Division 32,664,923 35,663,206 41,242,158 41,426,157 42,607,315 1,181,158 County Property Taxes & Charges 2,745,981 2,845,441 2,967,000 2,967,000 4,550,000 1,583,000 Major Tax Revenues Division 5,867,020 4,042,979 600,000 600,000 600,000 - Reserves/ Fund Contingency Division - - 1,000,000 1,099,917 2,000,000 900,083 Retired/ Transfer Emp Benefit 1530 23,771,750 20,729,260 15,086,001 22,971,135 12,049,000 (10,922,135) Total $ 93,630,100 $ 95,666,164 $107,913,315 $105,654,535 $122,258,670 $ 16,604,135 Change
Cityw ide and Community Support FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Community Support Division 5.00 7.00 7.00 7.00 7.00 -
Total 5.00 7.00 7.00 7.00 7.00 -
275
FY2022/23 Proposed Budget

276
FY2022/23 Proposed Budget

25 SECTION - 25
Debt Financing
277
FY2022/23 Proposed Budget

278
FY2022/23 Proposed Budget

Debt Financing

The Debt Financing Program finances the cost of capital improvements through revenue bonds, lease revenue bonds, capital leases, notes payable, special tax bonds, or advances from other funds. Debt service payments are generally made in semi-annual installments. This budget contains debt service payments for all funds. A five-year projection on net debt service by fund is included in the Budget Schedules section (Schedule 10).

Central to debt management is ensuring the City's compliance with Federal, State, and local regulations. Other debt management functions include, but are not limited to:
 Making full and time ly debt payments
 Maintaining investment grade credit ratings
 Ensuring compliance with bond covenants
 Facilitating project fund dr aws to ensure spend down pursuant to Internal Revenue Services (IRS) expenditure requirements
 Monitoring private activity/private use of tax-exempt financed assets and remediation as necessary
 Meeting the continuing discl osure reporting requirements of the Municipal Securities Rulemaking Board, the IRS, the California State Controller’s Office, and the California Debt and Investment Advisory Commission
 Providing ongoing information to rating agencies and municipal bond insurers  Reviewing, assessing, and responding to inquiries (a s appropriate) from bond investors, while ensuring no selective disclosure occurs  Assisting with the mana gement of City funds associated with debt  Levy of special assessments and special taxes
 Managing the delinquency and foreclosure process
The City Treasurer is responsible for issuing debt on behalf of Departments, the Sacramento Public Financing Authority*, assessment districts, community facilities districts and other qualified entities. Additionally, the City Treasurer’s Office provides support to the City’s Finance Department and Office of Innovation and Econom ic Development on the maintenance of redevelopment-related debt. Typical debt structures include revenue bonds, lease revenue bonds, land-secured (Mello-Roos) financings, short-term notes, and small- equipment leases (direct placement loans). Debt may be issued with fixed or variable interest rate structures.
*Prior to dissolution of redevelopment activities in January 2012, the City Treasurer issued debt on behalf of the Sacramento City Financing Authority (SCFA). Debt previously issued on behalf of the SCFA that remains outstanding is managed by the City Treasurer’s Office.

279
FY2022/23 Proposed Budget

Debt Limit
The City has approximately $920 million in General Fund lease obligations (inclusive of required principal and interest payments) as of June 30, 2022. State law sets the bonded limit for General Obligation bonds at 15% of the total assessed valuation of all real and personal property within the City. As of June 30, 2021, th e City had no General Fund Obligation Bonds outstanding and had a total debt limit of approximately $8.76 billion associated with general obligation debt.

Summary of the City and Related Sacr amento City Financing Authority and Sacramento Public Financing Outstandi ng Debt (does not include land-secured debt) are listed below.

The following summarizes what is included in the Debt Service Division Budgets:
 2006 Capital Improvement Revenue Bo nds (CIRBs), Series B, and E - included (1) General Fund backed lease revenue bonds for Tier 1 Community Reinvestment Capital Improvement Program (CRCIP) projects supporting community non-profit organizations (Crocker Art Museum Association, B Street Theater, Studio for Performing Arts, community non-profit organizations for the arts and youth) which included loan agreem ents for some of the borrowed debt, and (2) refinancing of remaining debt associated with the 2001 CIRBs (water and golf capital improvement projects [CIPs]) , 2002 CIRBs (Civic Center, Sacramento Housing and Redevelopment Agency [SHRA] projects and other CIPs) , and the 2003 CIRB (911 call center and other CIPs).
 2013 Wastewater Revenue Bonds - Financed the electrical rehabilitation and reconstruction of wastewater sumps and motor-control centers, replacement of aging infrastructure, Combined Sewer System pipelines and addition of a regional storage facility. These bonds were partially refinanced by the Wastewater Revenue Refunding, Series 2020 Bonds in July 2020.
 2013 Water Revenue Bonds - Financed the rehabilitation of significant components of the City's water treatment plants, acquisition and in stallation of water meters, replacement of aging pipeli nes, rehabilitation of groundwater wells and other miscellaneous projects. These b onds were partially refinanced by the Water Revenue Refunding, Series 2020 Bonds in May 2020.  2015 Golden 1 Center (G1C) Lease Revenue Bonds - Financed the acquisition, construction, installation, and equipping of the Golden 1 Center in Downtown Commons.
 2015 Refunding Revenue Bonds - Refunded (1) 2002 CIRB Series A which financed City Hall and SHRA CIPs, (2) 2003 CIRB which financed the 911 call center and other CIPs, (3) 2005 Refunding Revenue Bonds for solid waste, redevelopment and master lease program facilities, and (4) 2006 CIRB Series A & C which included General Fund backed lease revenue bonds to finance CRCIP projects (three new libraries, four community center renovations, regional park improvements, a new cattery building, and improvements to Fairytale Town, 280
FY2022/23 Proposed Budget

Discovery Museum, neighborhood/community lighting and transportation facilities) for the City and SHRA CIPs.
 2016 H Street Refunding Bonds – Refinanced the 2002 Certificates of Participation issued jointly by the City of Sacramento and C ounty of Sacramento to finance the construction of the Califor nia Musical Theater; savings from the refinancing benefited the California Mu sical Theater via lower debt service payments.
 2017 Water Revenue Bonds – Financed the continuation of the City’s Accelerated Water Meter Program, replacement of ag ing pipelines, rehabilitation of certain components of the City’s water treatme nt plants, and miscellaneous capital projects.
 2018 Transient Occupancy Tax Revenue Bonds – Financed the renovation of the Convention Center, the Community Center Theater, and the Memorial Auditorium.
 2019 Sacramento Tourism Infrastructur e District Assessment Revenue Bonds – Financed the second ballroom at the Convention Center.  2019 Wastewater Revenue Bonds – Financed the rehabilitation of various wastewater sumps, rehabilitation of infrastructure in the combined sewer system and the separated system, as well as in-line and underground storage structures.  2020 Wastewater Revenue Refunding Bonds – Refinanced a portion of the 2013 Wastewater Revenue Bonds. Cashflow savings allowed the City’s Wastewater System to pay for additional capital improvements without the need to raise utility rates in the near-term.
 2020 Water Revenue Refunding Bonds – Refinanced a portion of the 2013 Water Revenue Bonds. Cashflow savings allowed the City’s Water System to pay for additional capital improvements without the need to raise utility rates in the near-term.
 CA Department of Boating and Waterways Loans - Financed the expansion of the north and south basins of the City's Marina.
 Miscellaneous Debt (New Money) - Financing for the acquisition, replacement, restoration, modification, and improvement of various equipment (fleet, vehicles, parking meters, garbage cans, and elevator equipment). Included in this are the (1) American Recovery and Reinvestm ent Act, Marina, and California Infrastructure and Economic Development Bank loans, and (2) financed improvement in various redevelopment project areas.
 Miscellaneous Debt (Refunding) – Refinanced numerous land-secured districts, primarily in Council District 1; savings benefit constituents w ho are part of those land-secured districts by way of reduced property taxes. 281
FY2022/23 Proposed Budget

 State Revolving Fund Loan (D rinking Water Program) – Financed the Meter and Pipe Installation Project which benefited numerous areas throughout the city.

Department Budget Summary

Change
Debt Service FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Other Services and Supplies $ 811,262 $ 203,971 - - - - City Debt Serv ic e 115,041,981 115,930,916 97,828,848 100,027,626 104,838,401 4,810,775 Labor and Supply Offset 169,018 29,043 - - - -
Total $116,022,261 $116,163,930 $ 97,828,848 $100,027,626 $104,838,401 $ 4,810,775 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 25,155,333 $ 19,977,110 $ 16,431,090 $ 16,431,090 $ 17,095,471 $ 664,381 2006 CIRBs, Series B (CRCIP) 1,677,866 1,591,681 1,514,907 1,514,907 1,517,600 2,693 2006 CIRBs (Refunding), Series E 127,369 102,345 103,516 103,516 251,471 147,955 2015 Golden 1 Center Revenue Bonds 6,901,200 1,151,223 7,778,701 7,778,701 8,389,067 610,366 2015 Refunding Revenue Bond 18,627 525 - - - -
2016 Lease Financing-H Street 674,592 671,315 672,683 672,683 673,696 1,013 2018 TOT Revenue Bonds, Tax Exempt (130,885) 1,190,689 (838) (838) 542 1,380 2018 TOT Revenue Bonds, Taxable (655,000) 390,468 78 78 (26) (104) 2019 STID Revenue Bonds 548,553 ( 151)--- -
Community Center 24,213,759 25,379,176 19,218,340 19,218,340 19,221,602 3,262 Creamery CFD 2015-02 - 177,509 - - - -
Curtis Park Village CFD 2014-02 416,664 ---- -
Debt Service-93 Series A 55,813 1,223,435 - - - -
Debt Service-93 Series B 155,335 3,301,351 - - - -
Drinking Water SRF Loan 448,306 1,350,422 - - - -
Fleet Management 67,075 46,109 45,638 45,638 45,756 118 Golf 1,167,582 1,154,150 441,682 441,682 435,357 (6,325) Innovation and Growth 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 - Marina 810,400 920,894 1,120,895 1,120,895 1,151,564 30,669 N Natomas CFD #2 Const 442,353 ---- -
NNFP Public Facilities Fee 707,941 635,669 581,283 581,283 585,734 4,451 NNFP Public Land Acquisition Fee - 1,387,532 - 2,198,778 - (2,198,778) NNFP Reg Park Land Acquisition 422,112 422,121 837,011 837,011 843,422 6,411 Parking 7,025,627 11,763,339 10,976,406 10,976,406 10,279,756 (696,650) Railyards Impact Fee - 1,368,775 - - - -
Recycling and Solid Waste 1,693,255 1,687,892 1,676,914 1,676,914 1,677,593 679 Sacramento TID 437,181 2,740,151 2,741,200 2,741,200 2,741,000 (200) Storm Drainage 3,509,781 3,174,043 235,152 235,152 235,021 (131) Wastewater 4,343,567 3,805,455 3,910,552 3,910,552 3,908,181 (2,371) Wastewater Rev Ref Bonds Ser 2020 (401,140) 404,522 - - - - Wastewater Revenue Bonds 47,119 580,167 - - - -
Wastewater Revenue Bonds 2019 132 93 - - - -
Water 30,446,355 28,451,230 28,443,638 28,443,638 34,685,594 6,241,956 Water Rev Ref Bonds Ser 2020 (8,987) 11,777 - - - -
Water Revenue Bonds 4,603,663 2,471 - - - -
Water Revenue Bonds Ser. 2017 713 443 - - - -
Total $116,022,261 $116,163,930 $ 97,828,848 $100,027,626 $104,838,401 $ 4,810,775 282
FY2022/23 Proposed Budget

Division Budget Summary

Change
Debt Service FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended 2018 TOT Revenue Bonds $ 13,894,123 $ 18,974,207 $ 18,967,580 $ 18,967,580 $ 18,972,118 $ 4,538 2017 Water Revenue Bonds 3,377,538 3,380,346 3,378,538 3,378,538 3,376,663 (1,875) 2020 Water Revenue Refinance Bonds 5,243,850 6,982,548 6,976,009 6,976,009 6,980,680 4,671 2015 G1C Lease Revenue Bonds Division 14,501,200 13,851,223 18,378,701 18,378,701 18,289,067 (89,634) 2015 Refunding Revenue Bonds 21,260,636 21,084,346 19,645,287 19,645,287 9,928,812 (9,716,475) 2019 STID Revenue Bonds Division 2,357,484 2,743,583 2,741,200 2,741,200 2,741,000 (200) 2013 Water Revenue Bonds 14,018,650 5,719,483 5,717,375 5,717,375 5,720,375 3,000 2013 Wastewater Revenue Bonds 1,959,581 823,733 821,625 821,625 824,375 2,750 2019 Wastewater Revenue Bonds 1,160,646 1,301,346 2,117,000 2,117,000 2,114,000 (3,000) 2020 Wastewater Revenue Refinance Bonds - 1,887,390 926,289 926,289 924,051 (2,238) 2006 CIRBs Series B, D, E Division 13,526,057 12,981,105 14,690,972 14,690,972 24,529,506 9,838,534 Miscellaneous Division-Debt Service 21,451,213 23,507,636 3,468,272 5,667,050 10,437,754 4,770,704 State Revoloving Fund Loan Division 3,271,283 2,926,983 - - - - Total $116,022,261 $116,163,930 $ 97,828,848 $100,027,626 $104,838,401 $ 4,810,775 283
FY2022/23 Proposed Budget

284
FY2022/23 Proposed Budget

26 SECTION - 26
Staffing
285
FY2022/23 Proposed Budget

286
FY2022/23 Proposed Budget

Citywide Staffing Summary

Department
FY2021/22
Amended
FY2022/23
Add/Deletes
FY2022/23
Augmentation
FY2022/23
Proposed
Mayor/Council 37.00 - - 37.00 City Auditor 10.00 - - 10.00 City Attorney 62.00 - - 62.00 City Clerk 24.00 - - 24.00 City Manager 73.00 - - 73.00 City Treasurer 14.00 - - 14.00 Community Development 308.00 - 7.00 315.00 Community Response 40.00 - - 40.00 Convention and Cultural Services 123.50 (0.50) - 123.00 Finance 92.00 - 1.90 93.90 Fire 717.50 - 13.00 730.50 Human Resources 79.00 - 1.00 80.00 Information Technology 200.50 - 1.00 201.50 Police 1,126.96 - - 1,126.96 Public Works 751.15 - 15.00 766.15 Utilities 571.90 - 1.00 572.90 Youth, Parks, and Community Enrichment 720.22 (3.69) - 716.53 Citywide and Community Support 7.00 - - 7.00 Total 4,957.73 (4.19) 39.90 4,9 93.44 287
FY2022/23 Proposed Budget

Mayor/Council
FY2021/22
Amended
FY2022/23
Proposed Change
Chief of Staff to the Mayor 1.00 1.00 - City Council 4.00 4.00 -
Council Representative 1.00 1.00
Director of Public Safety Accountability 1.00 1.00 - Executive Assistant (MC) 13.00 13.00 - Mayor 1.00 1.00 -
OPS Accountability Analyst 1.00 - (1.00) OPS Accountability Inspector General 1.00 1.00 - OPS Accountability Specialist 1.00 2.00 1.00 Senior Adv isor to the Mayor 3.00 3.00 - Senior Council Representative 8.00 8.00 - Special Assistant to the Mayor 1.00 1.00 - Staff Aide MCS 1.00 1.00 -
Total 37.00 37.00 -
288
FY2022/23 Proposed Budget

City Attorney
FY2021/22
Amended
FY2022/23
Proposed Change
Assistant City Attorney 2.00 2.00 - Chief Assistant City Attorney 1.00 1.00 - City Attorney 1.00 1.00 -
Deputy City Attorney II 3.00 3.00 - Investigator 1.00 1.00 -
Law Office Administrator 1.00 1.00 - Legal Secretary (Ex) 9.00 9.00 - Legal Staff Assistant (Ex) 2.00 2.00 - Paralegal (Ex) 6.00 6.00 -
Paralegal Technical Support 1.00 1.00 - Senior Deputy City Attorney 27.00 27.00 - Senior Legal Staff Asst (Ex) 1.00 1.00 - Special Assistant to City Attorney 1.00 1.00 - Supervising Deputy City Attorney 4.00 4.00 - Supervising Legal Secretary 2.00 2.00 - Total 62.00 62.00 -
289
FY2022/23 Proposed Budget

City Auditor
FY2021/22
Amended
FY2022/23
Proposed Change
Assistant City Auditor 1.00 1.00 - City Auditor 1.00 1.00 -
Fiscal Policy Analyst 3.00 3.00 - Principal Fiscal Policy Anlyst 1.00 1.00 - Senior Fiscal Policy Analyst 4.00 4.00 - Total 10.00 10.00 -
290
FY2022/23 Proposed Budget

City Clerk
FY2021/22
Amended
FY2022/23
Proposed Change
Administrative Analyst 6.00 6.00 - Assistant City Clerk 1.00 1.00 - City Clerk 1.00 1.00 -
Council/Clerk Operations Manager 1.00 1.00 - Deputy City Clerk 9.00 9.00 -
Program Specialist 3.00 3.00 -
Senior Deputy City Clerk 2.00 2.00 - Staff Assistant-Mayor Council 1.00 1.00 - Total 24.00 24.00 -
291
FY2022/23 Proposed Budget

City Manager
FY2021/22
Amended
FY2022/23
Proposed Change
Accountant Auditor 1.00 1.00 -
Administrative Analyst 18.00 18.00 - Administrativ e Officer 2.00 2.00 - Administrative Technician 6.00 6.00 - Assistant City Manager 4.00 4.00 - Assistant Director 1.00 1.00 -
Assistant to the City Manager 1.00 1.00 - Cannabis Manager 1.00 1.00 -
City Housing Manager 1.00 1.00 - City Manager 1.00 1.00 -
Community Engagement Manager 1.00 1.00 - Development Project Manager 10.00 10.00 - Director of Emergency Management 1.00 1.00 - Director of Governmental Affairs 1.00 1.00 - Diversity and Equity Manager 1.00 1.00 - Economic Development Manager 2.00 2.00 - Executive Assistant (CMO) 2.00 2.00 - Graphic Designer 1.00 1.00 -
Media and Communications Officer 2.00 2.00 - Media and Communications Specialist 1.00 1.00 - Principal Planner 1.00 1.00 -
Program Manager 1.00 2.00 1.00
Program Specialist 3.00 3.00 -
Senior Development Project Manager 4.00 4.00 - Senior Staff Assistant 1.00 1.00 - Special Projects Manager 3.00 3.00 - Staff Aide MGM 1.00 - (1.00) Total 73.00 73.00 -
292
FY2022/23 Proposed Budget

City Treasurer
FY2021/22
Amended
FY2022/23
Proposed Change
Administrativ e Analyst 1.00 1.00 - Banking Operations Manager 1.00 1.00 - Chief Investment Officer 1.00 1.00 - City Treasurer 1.00 1.00 -
Investment Officer 1.00 1.00 -
Investment Operations Analyst 1.00 1.00 - Senior Debt Analyst 2.00 2.00 - Senior Investment Officer 1.00 1.00 - Treasury Analyst 3.00 3.00 -
Treasury Assistant 1.00 1.00 -
Treasury Manager 1.00 1.00 -
Total 14.00 14.00 -
293
FY2022/23 Proposed Budget

Comm unity Developm ent
FY2021/22
Amended
FY2022/23
Proposed Change
Account Clerk II 3.00 3.00 -
Accountant Auditor 1.00 1.00 -
Accounting Technician 4.00 4.00 - Administrativ e Analyst 8.00 8.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer - 1.00 1.00 Administrative Technician 5.00 5.00 - Animal Care Services Manager 1.00 1.00 - Animal Care Technician 16.00 16.00 - Animal Control Officer I 4.00 4.00 - Animal Control Officer II 6.00 6.00 - Animal Services Coordinator 5.00 5.00 - Assistant Architect 1.00 1.00 - Assistant Code Enforcement Officer 6.00 6.00 - Assistant Director - 1.00 1.00 Assistant Planner 7.00 7.00 -
Associate Civil Engineer 3.00 3.00 - Associate Planner 16.00 17.00 1.00
Building Inspector I 14.00 16.00 2.00 Building Inspector II 12.00 12.00 - Building Inspector III 23.00 23.00 - Building Inspector IV 13.00 13.00 - Chief Animal Control Officer 1.00 1.00 - Chief Building Official 1.00 1.00 - Code Enforcement Manager 1.00 1.00 - Code Enforcement Officer 25.00 25.00 - Code and Housing Enforcement Chief 1.00 1.00 - Customer Service Representative 19.00 19.00 - Customer Service Specialist 9.00 9.00 - Customer Service Supervisor 3.00 3.00 - Deputy Chief Building Official 1.00 1.00 - Development Project Manager 5.00 5.00 - Development Services Technician I 7.00 7.00 - Development Services Technician II 3.00 2.00 (1.00) Development Services Technician III 4.00 4.00 - Director of Community Development 1.00 1.00 - Junior Planner 4.00 4.00 -
Painter 1.00 1.00 -
Permit Services Manager 1.00 1.00 - Permit Services Supervisor 1.00 1.00 - Planning Director 1.00 1.00 -
Plans Examiner III 1.00 1.00 -
Principal Building Inspector 2.00 3.00 1.00 Principal Planner 6.00 6.00 -
294
FY2022/23 Proposed Budget

Comm unity Developm ent (continued)
FY2021/22
Amended
FY2022/23
Proposed Change
Program Manager 2.00 2.00 -
Program Specialist 6.00 6.00 -
Public Information Coordinator 1.00 1.00 - Registered Veterinary Technician 7.00 7.00 - Senior Accountant Auditor 1.00 1.00 - Senior Accounting Technician 1.00 1.00 - Senior Animal Care Technician 2.00 2.00 - Senior Animal Control Officer 2.00 2.00 - Senior Architect 1.00 2.00 1.00 Senior Code Enforcement Officer 5.00 5.00 - Senior Development Project Manager 2.00 2.00 - Senior Engineer 1.00 1.00 -
Senior Painter 1.00 1.00 -
Senior Planner 9.00 10.00 1.00
Supervising Building Inspector 8.00 8.00 - Supervising Code Enforcement Officer 2.00 2.00 - Supervising Engineer 1.00 1.00 - Supervising Financial Analyst 1.00 1.00 - Support Services Manager 1.00 1.00 - Urban Design Manager 1.00 1.00 - Veterinarian 3.00 3.00 -
Youth Aide 1.00 1.00 -
Zoning Investigator 2.00 2.00 - Total 308.00 315.00 7.00
295
FY2022/23 Proposed Budget

Community Response
FY2021/22
Amended
FY2022/23
Proposed Change
Administrative Analyst 7.00 7.00 - Administrative Assistant 1.00 1.00
Administrative Technician 1.00 1.00 - Director of Community Response 1.00 1.00 - Media & Communications Specialist 1.00 1.00 - Neighborhood Resources Coordinator I 11.00 11.00 - Neighborhood Resources Coordinator II 8.00 8.00 - Program Coordinator 1.00 1.00
Program Manager 2.00 2.00 -
Program Specialist 3.00 3.00
Senior Accountant Auditor 1.00 1.00 - Special Projects Manager 1.00 1.00 - Staff Aide OFF 1.00 1.00 -
Support Services Manager 1.00 1.00
Total 40.00 40.00 -
296
FY2022/23 Proposed Budget

Convention and Cultural Services
FY2021/22
Amended
FY2022/23
Proposed Change
Accounting Technician 1.00 1.00 - Administrativ e Analyst 4.00 4.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 3.00 3.00 - Administrative Technician 2.00 2.75 0.75 Archiv ist 3.00 3.00 -
Art Museum Registrar 1.00 1.00 - Arts Administrator 1.00 1.00 -
Arts Program Assistant 2.00 2.00 - Arts Program Coordinator 2.00 2.00 - Arts Program Specialist 1.00 1.00 - Assistant Box Office Supervisor 2.00 2.00 - Associate Curator of Art 1.00 1.00 - Booking Coordinator 2.00 2.00 - Community Center Attendant I 13.00 13.00 - Community Center Attendant II 3.00 3.00 - Convention Center General Manager 1.00 1.00 - Cultural and Creative Economy Manager 1.00 1.00 - Curator of Art 1.00 1.00 -
Curator of Education 1.00 1.00 - Curator of History 1.00 1.00 -
Customer Service Specialist 1.00 1.00 - Deputy Convention Center General Manager 1.00 1.00 - Director of Convention and Cultural Services 1.00 1.00 - Events Associate 13.00 14.50 1.50
Ev ents Coordinator 5.00 5.00 - Events Duty Person 2.00 2.30 0.30 Events Services Manager 3.00 3.00 - Events Services Supervisor 12.00 12.00 - Facilities and Real Property Superintendent 1.00 1.00 - Historic District Manager 1.00 1.00 - Lead Ev ents Associate 2.00 2.00 - Marina Aide 1.20 1.20 -
Mechanical Maintenance Supervisor 1.00 1.00 - Museum Security Supervisor 1.00 1.00 - Office Specialist 4.00 4.00 -
Program Manager 1.00 1.00 -
Program Specialist 1.00 1.00 -
Registrar 1.00 1.00 -
297
FY2022/23 Proposed Budget

FY2021/22
Amended
FY2022/23
Proposed Change
Convention and Cultural Services (continued)
Staff Aide MGM 1.00 (1.00)
Stagehand I 2.00 2.00 -
Stagehand II 1.00 1.00 -
Stationary Engineer 5.00 5.00 - Superv ising Community Center Attendant 5.00 5.00 - Ticket Seller 1.05 (1.05)
Ticket Seller (Exempt) 6.25 6.25 - Zoo Attendant I 3.00 2.00 (1.00) Total 123.50 123.00 (0.50)
298
FY2022/23 Proposed Budget

Finance
FY2021/22
Amended
FY2022/23
Proposed Change
Account Clerk II 4.00 4.00 -
Accountant Auditor - 1.00 1.00 Accounting Technician 3.00 3.00 - Administrativ e Analyst 4.00 4.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 1.00 1.00 - Administrative Technician 4.00 4.00 - Budget Manager 1.00 1.00 -
Claims Collector 6.00 6.00 -
Contract and Compliance Specialist 2.00 2.00 - Customer Service Representative 15.00 15.90 0.90 Customer Service Specialist 4.00 4.00 - Customer Service Supervisor 2.00 2.00 - Development Project Manager 2.00 2.00 - Director of Finance 1.00 1.00 - Enforcement and Collections Supervisor 1.00 1.00 - Finance Manager 3.00 3.00 -
Financial Services Supervisor 1.00 1.00 - Payroll Technician 4.00 4.00 -
Principal Accountant 3.00 3.00 - Principal Budget Analyst 3.00 3.00 - Procurement Services Manager 1.00 1.00 - Program Manager 3.00 3.00 -
Program Specialist 3.00 3.00 -
Senior Accountant Auditor 9.00 9.00 - Senior Accounting Technician 2.00 2.00 - Senior Budget Analyst 3.00 3.00 - Senior Claims Collector 1.00 1.00 - Senior Development Project Manager 3.00 3.00 - Senior Staff Assistant 1.00 1.00 - Special Districts Manager 1.00 1.00 - Total 92.00 93.90 1.90
299
FY2022/23 Proposed Budget

Fire
FY2021/22
Amended
FY2022/23
Proposed Change
Account Clerk II 3.00 3.00 -
Administrativ e Analyst 9.00 9.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 1.00 1.00 - Administrativ e Technician 11.00 11.00 - Cache Logistics Coordinator 2.00 2.00 - Contract and Compliance Specialist 1.00 1.00 - Customer Service Representative 3.00 3.00 - Deputy Fire Chief 3.00 3.00 -
EMS Coordinator 1.00 2.00 1.00
Fire Assistant Chief 6.00 6.00 - Fire Battalion Chief 15.00 15.00 -
Fire Captain 119.00 119.00 -
Fire Chief 1.00 1.00 -
Fire Engineer 107.00 107.00 -
Fire Investigator I 5.00 5.00 - Fire Investigator II 1.00 1.00 - Fire Marshal 1.00 1.00 -
Fire Prevention Officer I 1.00 1.00 - Fire Prevention Officer II 14.00 14.00 - Fire Prevention Officer Trainee 1.00 1.00 - Fire Recruit 11.50 11.50 -
Fire Service Worker 3.00 3.00 - Firefighter 369.00 370.00 1.00
Investigator 1.00 1.00 -
Media and Communications Specialist 1.00 1.00 - Office Specialist 6.00 6.00 -
Pick Up Driver 2.00 2.00 -
Program Specialist 1.00 1.00 -
Program Supervisor 1.00 1.00 -
Public Safety Administrativ e Manager 1.00 1.00 - Senior Accountant Auditor 1.00 1.00 - Senior Fire Prevention Officer 4.00 4.00 - Senior Staff Assistant - 1.00 1.00 Staff Aide TMP 3.00 3.00 -
Stores Administrator 1.00 1.00 - Stores Clerk I 1.00 1.00 -
Stores Clerk II 3.00 3.00 -
Student Trainee - 10.00 10.00
Supervising Fire Service Worker 1.00 1.00 - Support Services Manager 1.00 1.00 - Total 717.50 730.50 13.00
300
FY2022/23 Proposed Budget

Human Resources
FY2021/22
Amended
FY2022/23
Proposed Change
Accountant Auditor - 1.00 1.00 Administrativ e Analyst 8.00 8.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Technician - 1.00 1.00 Director of Human Resources 1.00 1.00 - Environmental Health and Safety Manager 1.00 1.00 - Environmental Health and Safety Officer 1.00 1.00 - Environmental Health and Safety Specialist 7.00 7.00 - Equal Employment Manager 1.00 1.00 - Equal Employment Specialist 1.00 1.00 - Human Resources Manager (Rep20) 3.00 3.00 - Investigator 2.00 2.00 -
Labor Relations Analyst 1.00 2.00 1.00 Labor Relations Officer 4.00 4.00 - Personnel Analyst 6.00 6.00 -
Personnel Technician 17.00 15.00 (2.00) Program Manager 1.00 1.00 -
Program Specialist 2.00 2.00 -
Risk Manager 1.00 1.00 -
Senior Personnel Analyst 3.00 3.00 - Senior Staff Assistant 4.00 4.00 - Staff Assistant 2.00 2.00 -
Workers Compensation Claims Assistant I 3.00 3.00 - Workers Compensation Claims Manager 1.00 1.00 - Workers Compensation Claims Representative 6.00 6.00 - Workers Compensation Claims Supervisor 2.00 2.00 - Total 79.00 80.00 1.00
301
FY2022/23 Proposed Budget

Information Technology
FY2021/22
Amended
FY2022/23
Proposed Change
311 Customer Service Agent 32.50 32.50 - 311 Customer Service Specialist 3.00 3.00 - 311 Customer Service Supervisor 3.00 3.00 - 311 Manager 1.00 1.00 -
Administrativ e Analyst 3.00 3.00 - Administrative Technician 1.00 1.00 - Applications Developer 9.00 8.00 (1.00) Assistant Director 1.00 1.00 -
Chief Information Officer 1.00 1.00 - Department Systems Specialist I 1.00 1.00 - Department Systems Specialist II 4.00 4.00 - Geographic Information Systems Specialist I 3.00 3.00 - Geographic Information Systems Specialist II 8.00 8.00 - Geographic Information Systems Specialist III 4.00 4.00 - Information Technology Manager 5.00 5.00 - Information Technology Supervisor 11.00 11.00 - Information Technology Support Specialist I 10.00 10.00 - Information Technology Support Specialist II 13.00 13.00 - Information Technology Trainee 4.00 4.00 - Media Production Specialist I 1.00 1.00 - Media Production Specialist II 1.00 1.00 - Principal Applications Developer 10.00 10.00 - Principal Systems Engineer 7.00 7.00 - Program Manager 2.00 3.00 1.00
Program Specialist 10.00 10.00 -
Senior Applications Developer 16.00 17.00 1.00 Senior Department System Specialist 6.00 6.00 - Senior Information Technology Support Specialist 4.00 4.00 - Senior Systems Engineer 10.00 10.00 - Senior Telecommunications Technician 1.00 1.00 - Systems Engineer 11.00 11.00 -
Telecommunications Engineer II 1.00 1.00 - Telecommunications Engineer III 2.00 2.00 - Telecommunications Technician I 1.00 1.00 - Total 200.50 201.50 1.00
302
FY2022/23 Proposed Budget

Police
FY2021/22
Amended
FY2022/23
Proposed Change
Account Clerk I 1.00 1.00 -
Account Clerk II 1.00 1.00 -
Accountant Auditor 1.00 1.00 -
Accounting Technician 2.00 2.00 - Administrativ e Analyst 25.00 26.00 1.00 Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 5.00 5.00 - Administrative Technician 12.00 11.00 (1.00) Community Serv ice Officer I 7.00 7.00 - Community Service Officer II 46.00 46.00 - Community Service Representative I 3.00 3.00 - Custodian II 5.00 5.00 -
Deputy Police Chief 3.00 3.00 - Dispatcher I 13.00 13.00 -
Dispatcher II 67.00 67.00 -
Dispatcher III 10.00 10.00 -
Evidence & Property Technician 9.00 9.00 - Fingerprint Clerk 3.00 3.00 -
Forensic Investigator I 10.00 10.00 - Forensic Investigator II 11.00 11.00 - Media and Communications Specialist 1.00 1.00 - Media Production Specialist I 1.00 1.00 - Media Production Specialist II 2.00 2.00 - Personnel Transactions Coordinator 1.00 1.00 - Police Captain 11.00 11.00 -
Police Chief 1.00 1.00 -
Police Clerk II 17.00 17.00 -
Police Clerk III 2.00 2.00 -
Police Lieutenant 24.00 24.00 -
Police Officer 636.00 636.00 -
Police Records Specialist I 12.00 12.00 - Police Records Specialist II 44.00 44.00 - Police Records Specialist III 3.00 3.00 - Police Records Supervisor 9.00 9.00 - Police Sergeant 94.00 94.00 -
Police Social Serv ices Administrator 1.00 1.00 - Program Manager 1.00 1.00 -
Public Safety Admin. Manager 1.00 1.00 - Public Safety Communications Manager 1.00 1.00 - Reserv e Police Officer I 0.50 0.50 - Reserv e Police Officer II 0.16 0.16 - Security Officer 2.80 2.80 -
Senior Evidence/Property Tech 4.00 4.00
Senior Personnel Transaction Coordinator 1.00 1.00 - Senior Police Records Supervisor 3.00 3.00 - 303
FY2022/23 Proposed Budget

Police (continued)
FY2021/22
Amended
FY2022/23
Proposed Change
Senior Staff Assistant 1.00 1.00 - Student Trainee (Most Majors) 10.50 10.50 - Supervising Dispatcher 2.00 2.00 - Supervising Forensic Investigator 4.00 4.00 - Supervising Property Assistant 1.00 1.00 - Total 1,126.96 1,126.96 -
304
FY2022/23 Proposed Budget

Public Works
FY2021/22
Amended
FY2022/23
Proposed Change
Account Clerk II 4.00 3.00 (1.00) Accountant Auditor 2.00 2.00 -
Accounting Technician 7.00 6.00 (1.00) Administrative Analyst 25.00 25.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 2.00 2.00 - Administrative Technician 9.00 9.00 - Arborist/Urban Forester 6.00 6.00 - Architectural Technician III 2.00 2.00 - Assistant Architect 1.00 1.00 - Assistant Civil Engineer 16.00 17.00 1.00 Assistant Director - 1.00 1.00 Assistant Electrical Engineer 1.00 1.00 - Associate Architect 1.00 2.00 1.00 Associate Civil Engineer 8.00 8.00 - Associate Electrical Engineer 1.00 1.00 - Associate Mechanical Engineer 1.00 1.00 - Building Inspector III 1.00 1.00 - Building Inspector IV 1.00 1.00 - Building Maintenance Worker 8.00 8.00 - Building Services Manager 2.00 2.00 - Carpenter 3.00 3.00 -
Central Services Assistant III 1.00 1.00 - Code Enforcement Officer 5.00 5.00 - Concrete Construction Leadworker - 2.00 2.00 Construction Inspector I 1.00 1.00 - Construction Inspector II 7.00 7.00 - Construction Inspector III 13.00 13.00 - Contract and Compliance Specialist 2.00 2.00 - Custodian I 3.00 3.00 -
Custodian II 1.00 1.00 -
Customer Service Representative 1.00 2.00 1.00 Customer Service Specialist 3.00 3.00 - Development Project Manager 3.00 3.00 - Development Services Technician I 2.00 2.00 - Director of Public Works 1.00 1.00 - Electrical Construction Inspector II 2.00 2.00 - Electrical Construction Inspector III 1.00 1.00 - Electrician 3.00 3.00 -
Electrician Supervisor 1.00 1.00 - Electronic Maintenance Technician II 1.00 1.00 - Engineering Manager 2.00 2.00 - Engineering Technician I 2.00 2.00 - Engineering Technician II 1.00 1.00 - Engineering Technician III 6.00 6.00 - Equipment Maintenance Supervisor 4.00 4.00 - Equipment Mechanic I 5.00 5.00 - 305
FY2022/23 Proposed Budget

Public Works (continued)
FY2021/22
Amended
FY2022/23
Proposed Change
Equipment Mechanic II 26.00 26.00 - Equipment Mechanic III 7.00 7.00 - Equipment Serviceworker 25.00 25.00 - Facilities and Real Property Superintendent 2.00 2.00 - Facilities Manager 1.00 1.00 -
Fleet Management Technician 3.00 3.00 - Fleet Manager 1.00 1.00 -
Fleet Service Coordinator 3.00 3.00 - HVAC Supervisor 1.00 1.00 -
HVAC Systems Mechanic 6.00 6.00 - Integrated Waste Equipment Operator 120.30 132.30 12.00 Integrated Waste General Manager 1.00 1.00 - Integrated Waste General Supervisor 2.00 2.00 - Integrated Waste Planning Superintendent 1.00 1.00 - Integrated Waste Supervisor 10.00 10.00 - Licensed Land Surveyor 1.00 1.00 - Locksmith 1.00 1.00 -
Maintenance Worker 17.00 17.00 -
Marina Aide 1.60 1.60 -
Marina and Boating Facilities Attendant 3.00 3.00 - Media and Communications Specialist 1.00 1.00 - Office Specialist 1.00 1.00 -
Operations General Supervisor 10.00 10.00 - Painter 3.00 3.00 -
Parking Enforcement Officer 49.00 49.00 - Parking Enforcement Supervisor 3.00 3.00 - Parking Facilities Maintenance Supervisor 1.00 1.00 - Parking Lot Attendant 19.75 19.75 - Parking Lot Supervisor 5.00 5.00 - Parking Manager 1.00 1.00 -
Parking Meter Coin Collector 4.00 4.00 - Parking Meter Collection Supervisor 1.00 1.00 - Parking Meter Repair Worker 3.00 3.00 - Plumber 4.00 4.00 -
Plumbing Supervisor 1.00 1.00 - Principal Planner 2.00 2.00 -
Program Manager 6.00 6.00 -
Program Specialist 13.00 13.00 -
Real Property Agent II 2.00 2.00 - Real Property Agent III 2.00 2.00 - Senior Accountant Auditor 2.00 2.00 - Senior Accounting Technician 3.00 3.00 - Senior Architect 2.00 2.00 -
Senior Building Maintenance Worker 1.00 1.00 - Senior Central Services Assistant 1.00 1.00 - Senior Code Enforcement Officer 1.00 1.00 - 306
FY2022/23 Proposed Budget

Public Works (continued)
FY2021/22
Amended
FY2022/23
Proposed Change
Senior Electronic Maintenance Technician 1.00 1.00 - Senior Engineer 15.00 15.00 -
Senior Engineering Technician 2.00 2.00 - Senior Equipment Service Worker 1.00 1.00 - Senior HVAC Systems Mechanic 2.00 2.00 - Senior Integrated Waste Equipment Operator 8.00 9.00 1.00 Senior Landfill Engineering Technician 1.00 1.00 - Senior Maintenance Worker 1.00 1.00 - Senior Office Specialist 5.00 5.00 - Senior Parking Lot Attendant 4.50 4.50 - Senior Planner 1.00 1.00 -
Senior Tree Maintenance Worker 4.00 4.00 - Senior Tree Pruner 4.00 4.00 -
Staff Assistant 2.00 2.00 -
Street Construction Equipment Operator 9.00 7.00 (2.00) Street Construction Laborer 34.00 34.00 - Street Construction Laborer Trainee 9.00 9.00 - Street Maintenance Supervisor 7.00 7.00 - Streets Manager 1.00 1.00 -
Structural Maintenance Supervisor 2.00 2.00 - Supervising Architect 1.00 2.00 1.00 Supervising Construction Inspector 4.00 4.00 - Supervising Engineer 7.00 6.00 (1.00) Supervising Financial Analyst 3.00 3.00 - Supervising Surveyor 1.00 1.00 - Support Services Manager 3.00 3.00 - Surv ey Party Chief 2.00 2.00 - Survey Technician II 3.00 3.00 - Telecommunications Engineer I 1.00 1.00 - Telecommunications Engineer III 1.00 1.00 - Telecommunications Technician I 1.00 1.00 - Traffic Control and Lighting Supervisor 3.00 3.00 - Traffic Control and Lighting Technician I 3.00 3.00 - Traffic Control and Lighting Technician II 9.00 9.00 - Traffic Control and Lighting Technician Trainee 2.00 2.00 - Traffic Investigator I 2.00 2.00 - Traffic Investigator II 1.00 1.00 - Traffic Investigator III 3.00 3.00 - Traffic Supervisor 3.00 3.00 -
Traffic Worker I 8.00 8.00 -
Traffic Worker II 6.00 6.00 -
Traffic Worker III 2.00 2.00 -
Tree Maintenance Supervisor 1.00 1.00 - Tree Maintenance Worker 6.00 6.00 - Tree Pruner I 1.00 1.00 -
Tree Pruner II 9.00 9.00 -
Tree Pruner Supervisor 2.00 2.00 - Vehicle Serv ice Attendant 2.00 2.00 - Total 751.15 766.15 15.00
307
FY2022/23 Proposed Budget

Utilities
FY2021/22
Ame nde d
FY2022/23
Proposed Change
Accountant Auditor 1.00 1.00 -
Accounting Technician 5.00 5.00 - Administrative Analyst 26.00 27.00 1.00 Administrativ e Assistant 1.00 1.00 - Administrative Technician 9.00 10.00 1.00 Assistant Civil Engineer 6.00 6.00 - Assistant Electrical Engineer 1.00 1.00
Assistant Water Cross Connection Control Specialist 4.00 4.00 - Associate Civil Engineer 12.00 12.00 - Associate Electrical Engineer 1.00 1.00 - Blacksmith Welder 1.00 1.00 -
Business Services Manager 1.00 1.00 - Claims Collector 1.00 1.00 -
Construction Inspector III 1.00 1.00 - Customer Service Representative 27.00 27.00 - Customer Service Specialist 7.00 7.00 - Customer Service Supervisor 4.00 4.00 - Development Services Technician II 2.00 2.00 - Development Services Technician III 1.00 1.00 - Director of Utilities 1.00 1.00 - Electrical Design Technician 1.00 1.00 - Electrician 10.00 10.00 -
Electrician Supervisor 2.00 2.00 - Engineering Manager 1.00 1.00 - Engineering Technician II 2.00 2.00 - Engineering Technician III 1.00 1.00 - G
enerator Technician 5.00 5.00 - Information Technology Supervisor 2.00 2.00 - Instrument Technician II 11.00 11.00 - Instrumentation Supervisor 1.00 1.00 - Junior Engineer 1.00 1.00
Junior Plant Operator 13.00 13.00 - Machinist 16.00 16.00 -
Machinist Helper 16.00 16.00 -
Machinist Supervisor 4.00 4.00 - Media and Communications Specialist 1.00 1.00 - Meter Reader 4.00 4.00 -
Meter Reading Supervisor 1.00 1.00 - Office Specialist 2.00 2.00 -
Personnel Transactions Coordinator 2.00 2.00 - Plant Operator 34.00 34.00 -
Process Control Systems Specialist 7.00 7.00 - Program Manager 6.00 6.00 -
Program Specialist 14.00 14.00 -
Senior Accountant Auditor 1.00 1.00 - 308
FY2022/23 Proposed Budget

Utilities (continued)
FY2021/22
Ame nde d
FY2022/23
Proposed Change
Senior Electrician 3.00 3.00 -
Senior Engineer 18.00 18.00 -
Senior Engineering Technician 2.00 2.00 - Senior Generator Technician 2.00 2.00 - Senior Maintenance Worker 3.00 3.00 - Senior Office Specialist 1.00 1.00 - Senior Personnel Transaction Coordinator 1.00 1.00 - Senior Plant Operator 17.00 17.00 - Senior Staff Assistant 4.00 4.00 - Senior Store Keeper 1.00 1.00 - Storekeeper 5.00 4.00 (1.00)
Stores Administrator 1.00 1.00 - Student Trainee 0.90 0.90 -
Supervising Engineer 7.00 7.00 - Supervising Financial Analyst 1.00 1.00 - Supervising Generator Technician 1.00 1.00 - Supervising Plant Operator 8.00 8.00 - Supervising Water Quality Chemist 1.00 1.00 - Support Services Manager 1.00 1.00 - Utilities Locator 9.00 9.00 -
Utilities Operations and Maintenance Leadworker 73.00 73.00 - Utilities Operations and Maintenance Manager 2.00 2.00 - Utilities Operations and Maintenance Serviceworker 83.00 83.00 - Utilities Operations and Maintenance Serviceworker Apprentice 10.00 10.00 - Utilities Operations and Maintenance Superintendent 8.00 8.00 - Utilities Operations and Maintenance Supervisor 18.00 18.00 - Utility Construction Coordinator 2.00 2.00 - Utility Serv ices Inspector 2.00 2.00 - Water Conservation Representative 3.00 3.00 - Water Conservation Specialist 4.00 4.00 - Water Cross Connection Control Specialist 1.00 1.00 - Water Quality Chemist 5.00 5.00 - Water Quality Lab Technician 4.00 4.00 - Total 571.90 572.90 1.00
309
FY2022/23 Proposed Budget

Youth, Parks, & Community Enrichment
FY2021/22
Ame nde d
FY2022/23
Proposed Change
Accounting Technician 4.00 4.00 - Administrativ e Analyst 8.00 8.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 4.00 4.00 - Administrative Technician 1.00 2.00 1.00 Aquatic Specialist 2.70 2.70 -
Aquatics Recreation Coordinator 3.00 3.00 - Aquatics Recreation Supervisor 2.00 2.00 - Assistant Camp Caretaker 0.35 0.35
Assistant Camp Chef 1.03 1.03 - Assistant Camp Sacramento Supervisor 1.00 1.00 - Assistant Director 1.00 1.00 -
Assistant Pool Manager 10.80 10.80 - Associate Landscape Architect 4.00 4.00 - Associate Planner 1.00 1.00
Building Monitor 13.35 13.35 -
Camp Aide 6.08 6.08 -
Camp Caretaker 0.50 0.50
Camp Chef 1.50 1.50 -
Camp Host 0.70 0.70
Camp Program Director 1.99 1.99
Camp Recreation Leader 2.47 2.47 - Camp Sacramento Superv isor 1.00 1.00 - Cashier (Aquatics) 6.40 6.40 -
Community Center Attendant I 2.00 2.00 - Contract and Compliance Specialist 1.00 1.00 - Crew Leader (Landscape and Learning) 7.16 7.16 - C
ustodial Supervisor 1.00 1.00 - Custodian II 14.40 14.40 -
Customer Service Assistant 10.10 10.30 0.20 Customer Service Representative 9.00 9.00 - Customer Service Specialist 1.00 1.00 - Customer Service Supervisor 1.00 1.00 - Director of Parks and Recreation 1.00 1.00 - General Repair Worker 1.00 1.00 - Graduate Student Trainee 0.80 0.80 - Graphic Designer 1.00 1.00 -
Graphics Assistant 1.80 1.80 -
Irrigation Technician 5.00 5.00 - Junior Plant Operator 2.00 2.00 - Landscape Technician I 1.00 1.00 - Lifeguard 21.00 21.00 -
310
FY2022/23 Proposed Budget

Youth, Parks, & Community Enrichment (continued)
FY2021/22
Ame nde d
FY2022/23
Proposed Change
Nurse (Adaptiv e Recreation) 0.10 0.10 - Park Equipment Operator 1.00 1.00 - Park Maintenance Manager 1.00 1.00 - Park Maintenance Superintendent 2.00 2.00 - Park Maintenance Worker 36.00 36.00 - Park Maintenance Worker I 23.00 23.00 - Park Maintenance Worker II 42.00 43.00 1.00 Park Maintenance Worker III 4.00 5.00 1.00 Park Plan Design and Development Manager 1.00 1.00 - Park Safety Ranger 9.00 9.00 - Park Safety Ranger Assistant 2.00 2.00 - Park Safety Ranger Superv isor 2.00 2.00 - Parks Superv isor 8.00 8.00 -
Plant Operator 1.00 1.00 -
Pool Manager 6.05 6.05 -
Program Coordinator 48.95 47.95 (1.00) Program Coordinator (Adaptive Recreation) 3.00 3.00 - Program Coordinator (Older Adults) 7.70 6.40 (1.30) Program Dev eloper 19.00 19.00 -
Program Dev eloper (Older Adults) 2.00 2.00 - Program Leader 12.35 12.05 (0.30)
Program Specialist 3.00 3.00 - Program Superv isor 16.00 16.00 -
Program Superv isor (Older Adults) 1.00 2.00 1.00 Public Serv ice Aide 1.91 1.91 - Recreation Aide 163.08 159.77 (3.31)
Recreation Aide (Older Adults) 7.99 7.05 (0.94) Recreation General Superv isor 6.00 5.00 (1.00) Recreation Leader (Adaptiv e Recreation) 5.93 5.93 - Recreation Manager 2.00 2.00 - Recreation Superintendent 4.00 5.00 1.00 Senior Accountant Auditor 1.00 1.00 - Senior Accounting Technician 4.00 4.00 - Senior Camp Aquatics Leader 0.38 (0.38)
Senior Landscape Architect 1.00 1.00 - Senior Lifeguard 24.65 24.65 -
Senior Planner 1.00 1.00 -
Senior Recreation Aide 23.19 24.13 0.94 Senior Recreation Aide (Older Adults) 5.64 5.64 - Staff Assistant 1.00 1.00 -
Student Trainee (Most Majors) 2.40 2.40 - Support Serv ices Manager 1.00 1.00 - Utility Worker 20.12 19.82 (0.30)
Youth Aide 32.65 31.35 (1.30)
Total 720.22 716.53 (3.69)
311
FY2022/23 Proposed Budget

Citywide and Community Support
FY2021/22
Amended
FY2022/23
Proposed Change
City-County Office of Metropolitan Water Planning (CCOMWP) Administrativ e Analyst 1.00 2.00 1.00 Executive Director CCOMWP 1.00 1.00 - Program Manager 1.00 1.00 -
Program Specialist 1.00 - (1.00) Senior Engineer - 1.00 1.00
Senior Staff Assistant 1.00 1.00 - Staff Aide MGM 1.00 - (1.00) Subtotal CCOMWP 6.00 6.00 -
Local Agency Formation Commission (LAFCo)
New Growth Manager 1.00 1.00 -
Subtotal LAFCo 1.00 1.00 (1.00) Citywide and Community Support Total 7.00 7.00 - 312
FY2022/23 Proposed Budget

27 SECTION - 27
Multi-Year Projects
313
FY2022/23 Proposed Budget

314
FY2022/23 Proposed Budget

DESCRIPTION
This section contains information on operating grants and projects. New operating grants and projects are approved by Council and are managed in accordance with Sections 10 through 12 of the Budget Resolution. New appropriations included in the FY2022/23 Operating Budget are included on Schedule 9.

EXISTING OPERATING GRANTS
The following is a list of existing operating grants, the total budget, and available budget based on data available as of March 2022:

Project
Description Project # Total
Budget
Available
Budget
General Fund
2014 AFG Wellness Grant G12902300 16,748 -
2016 AFG Source Capture Grant G12902500 72,307 9,333 2020 AFG Program G12903200 39,136 39,136
CalVIP - GPITF G02000700 124,700 -
CalVIP Cohort 3 Grant 2020-23 G02000710 127,158 30,304 CARES Act Program-Creative Economy G02610100 57,693 - CARES Act Program-Great Plates Emergency Food G02610300 108,900 108,900 CLG Public Outreach G21000400 18,000 10,091 FY2015/16 Adaptive Sports G19100400 20,922 - FY2015/16 Gang Violence Supp G11015000 18,601 - FY2015/16 OHV Grant G11015100 6,459 -
FY2016/17 OHV Program G11015118 16,711 -
FY2017/18 State OHMVR Grant G11015119 14,613 - FY2018/19 - ASES - SCUSD G19041290 20,885 - FY2019/20 - ASES - SCUSD G19041310 22,639 21,602 FY2019/20 S.A.V.E. Program G11012419 12,000 1,459 FY2020/21 SAVE Grant G11012420 16,013 16,013 FY2020/21-SCUSD ASES G19041320 22,639 -
HHAP Homeless Grant Program G02000950 880,000 - Homeless Motel Voucher Program G02001700 115,672 - River Crossing Art Project G17605000 62,500 49,273 Youth RIV Grant FY19-23 G02001300 24,570 6,000 General Funds Total 1,818,865 292,111
Measure U Fund
2016 AFG Source Capture Grant G12902500 390,000 3,801 CARES Act Program-Sac Childcare Learn-CLASS G02610100 733,275 60,699 CalVIP Cohort 3 Grant 2020-23 G02000710 77,419 77,419 FY2021/22-SCUSD ASES G19041330 22,639 22,639 Measure U Funds Total 1,223,333 164,558
Enterprise Fund
CY20 Curbside Supplemental Pay G15312000 177,095 177,095 DISTRICT METERED AREA MGMNT G14160100 2,431,534 - DWR FMAP-FY2022-04 G14220100 550,600 380,030
FY2020/21 City-County Payment G15302100 125,152 125,152 Residential Leak Asst Program G14220100 218,992 214,492 RW Efficiency Acceleration GP G14110200 265,543 - Used Oil Payment Program-OPP11 G15003010 53,594 25,594 Enterprise Total 3,822,510 922,363
315
FY2022/23 Proposed Budget

Sacramento City CouncilMay 10, 2022

Sacramento City Council
May 10, 2022