Sacramento City Council
May 10, 2022

City Council Report
915 I Street, 1st Floor
Sacramento, CA 95814
www.cityofsacramento.org

File ID: 2022-00729 May 10, 2022 Discussion Item 23

Title: Fiscal Year (FY) 2022/23 Proposed Budget for the: Mayor and City Council; Charter Offices; Community Development; Community Response; Convention and Cultural Services; Finance; Human Resources; Information Technology; Public Works; Utilities; and Citywide and Community Support

Location: Citywide

Recommendation: Receive and consider for final budget adoption.

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

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

Attachments:
01-Description/Analysis
02-Mayor and City Council
03-City Attorney
04-City Auditor
05-City Clerk
06-City Manager
07-City Treasurer
08-Community Development
09-Community Response
10-Convention and Cultural Services
11-Finance
12-Human Resources
13-Information Technology
14-Public Works
15-Utilitites
16-Citywide and Community Support

Description/Analysis

Issue Detail: This report transmits a summary of the Fiscal Year (FY) 2022/23 Proposed Operating Budget (Budget) for the following Departments: Mayor and City Council; Charter Offices; Community Development; Community Response; Convention and Cultural Services; Finance; Human Resources; Information Technology; Public Works; Utilities; and Citywide and Community Support. The Budget is available at http://www.cityofsacramento.org/finance/budget/.

The Budget 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. A summary of adjustments, by department, is provided below. Additional information on each department’s budget, including staffing details, is available in Attachments 1-15.

• Mayor/Council
o Staffing: An Office of Public Safety (OPS) Analyst (1.0 FTE) was deleted, and an OPS Specialist (1.0 FTE) was added to better align the operational needs of the Office of Public Safety Accountability as directed by Council. The net budget change of the add/delete requires additional funding of $22,089 from the Measure U Fund.

• City Manager’s Office
o Staffing: A Staff Aide (1.0 FTE) was deleted, and a Program Manager (1.0 FTE) was added in the Office of Climate Action and Sustainability Division to better enhance climate leadership, capacity, and direction regarding urgent initiative for carbon neutrality.

o Reorganization: The Office of Diversity and Equity moved from the City Manager’s Office to the Human Resources Department to further normalize diversity, equity and inclusion citywide. In addition, the Office of Youth Policy Development will remain in the City Manager’s Office but will be housed within the Office of Innovation and Economic Development.

• City Treasurer
o Budget Change: An ongoing increase in General Fund revenues by $150,000 and a one-time increase of $450,000 to recognize Pool A revenue was included to align with historical revenue increases due to interest earnings, higher sales tax receipts, State grants, and bond proceeds, and large contributions from participating agencies.

• Community Development
o Staffing: Seven positions were added to support the following programs: an Administrative Officer (1.0 FTE) to support growth in the Department; an Assistant Director (1.0 FTE) to assist with management and oversight; two Building Inspector Is (2.0 FTE) to support field inspections; a Principal Building Inspector (1.0 FTE) to support plan review and development activities; a Senior Planner (1.0 FTE) to support the Zoning section; and an Associate Planner (1.0 FTE) to support regulatory and housing policies. The costs for these positions were offset by an increase in development-related revenues and by the General Plan Update Multi-Year Operating Project (MYOP).

o A Development Services Technician (1.0 FTE) was deleted, and a Senior Architect (1.0 FTE) was added for geographic planning and oversight of the site conditions unit. The new position requires additional funding of $86,222, which was offset by an increase in Department revenues.

• Convention and Cultural Services
o Budget Change: An increase of $366,000 from the General Fund for the Center of Sacramento History and the Crocker Art Museum was included to cover annual lease payments and maintenance for a facility at McClellan Park to house parts of the collections from both facilities.

o Staffing: Position changes that resulted in a reduction of 0.5 FTE in the Department are included in the following programs: a Staff Aide (1.0 FTE) was deleted in the Crocker Art Museum and the budget for services and supplies was increased to cover operational support for Crocker Director salary; an Administrative Technician (0.75 FTE) was added in the History Division to support the operations for the Center for Sacramento History; a realignment of positions (net change of 0.75 FTE) in the SAFE Credit Union Convention and Performing Arts District to streamline service needs; and a Zoo Attendant I (1.0 FTE) was deleted at the Sacramento Zoo per the contract requirements with the Sacramento Zoological Society.

• Community Response
o Budget Change: An increase of $8,272,327 in one-time Measure U Funds was included to continue the City’s response to homelessness. Total annual costs for homeless programs/services are partially offset with Homeless Housing, Assistance and Prevention grant funds and the redirection of Department of Community Response MYOP funding.

o Reorganization: The Office of Violence Prevention (OVP) moved to the Police Department. This move provides program continuity and increased coordination and resources for both OVP and the Police Department when leveraging community-based organization partnerships and advances the City’s efforts to disrupt and prevent violent crime in the city.

• Finance
o Staffing: 1.90 FTE positions were added to support the following programs: an Accountant Auditor (1.0 FTE) was added in the Payroll Division to increase oversight of the City’s payroll liability accounts and assist with the implementation of a self-service payroll portal; two part-time Customer Services Representatives (0.90 FTE) were added to the Revenue Division to address demands for workload related to cannabis permits and tax accounts and increase demand of customer inquiries related to parking permits, cash receipts and parking citation payments. The costs of these positions were offset by an increase in Department revenues and a reduction in services and supplies funding.

• Human Resources
o Staffing: A Labor Relations Analyst (1.0 FTE) was added to support ongoing workload assumed from the City Clerk’s Office as directed by Council. Total cost of position is $117,150 from the General Fund.

o Reorganization: The Office of Diversity and Equity moved from the City Manager’s Office to the Human Resources Department to further normalize diversity, equity and inclusion citywide.

• Information Technology (IT)
o Budget Change: One-time budget funding for IT system maintenance and support and the implementation of Unified Endpoint Management. These costs are offset by a corresponding reduction to the Digital Strategy capital project.

o Staffing: A Senior Applications Developer (1.0 FTE) was added to support the technical configuration, development, and support of the City’s Accela Permitting System for the Cannabis Permitting Program. The position is offset by a State grant from the Department of Cannabis Control.

• Public Works Department
o Budget Change: An increase of $258,996 is included to purchase two speed radar boards and temporary traffic signal to maintain a safe flow of traffic during repairs and maintenance of roads. These additional costs are covered by the Gas Tax Fund.

o Disposal budgets have been increased to address annual contractual consumer price index adjustments, increased disposal tonnage over time, initiation of organic services, and increasing cost of street sweeping services. The costs are offset by an increase in Department revenues.

o Staffing Change: The addition of fifteen positions were included to support the following programs: an Associate Architect (1.0 FTE) was added to increase response time in the Facilities and Real Property Management Division; an Assistant Director (1.0 FTE) was added to support the management of the Department in the Office of the Director; and twelve Integrated Waste Equipment Operators (12.0 FTE) and a Senior Integrated Waste Equipment Operator (1.0 FTE) were added to the Recycling and Solid Waste division to improve service levels. The positions are offset by an increase in revenues, charged to capital projects or charged to other funds (Gas Tax Fund and Recycling and Solid Waste Fund).

• Utilities
o Budget Change: An increase in funding was included to purchase a Ford Transit for the Water Conservation unit offset by a reduction of services and supplies funding.

o Staffing: An Administrative Technician (1.0 FTE) was added to support the Cross Connection Control Program. The position is funded by the Water Fund.

o Post-Budget Release: On April 12, 2022, Council certified the Storm Drainage Property Related Fee ballot election. The FY2022/23 Approved Budget will include the necessary budgetary adjustments to program revenues, operating expenses, and capital improvement projects associated with the new fee.

• Citywide and Community Support
o Budget Change: Funding was increased by $91,953 from the General Fund for the City’s agreement with Visit Sacramento for the Sacramento Tourism Improvement District assessments levied on vacation rental owners and $700,000 from the Measure U fund for the Sacramento Public Library Authority as part of a planned year-over-year budget increase to assist with increasing operations costs.

Policy Considerations: This report is consistent with Council’s direction and adopted budget principles to use one-time resources strategically, maintain a fiscally sustainable balanced budget and keep the Council informed on the fiscal condition of the City.

Economic Impacts: None.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines Sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines15060(c)(3)).

Sustainability: None.

Commission/Committee Action: The Budget will be presented to the Budget and Audit Committee (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). Any updates and/or recommendations resulting from the Committee meeting will be submitted to the City Clerk as supplemental material.

Rationale for Recommendation: This report is consistent with Council’s direction and adopted budget principles to use one-time resources strategically, maintain a fiscally sustainable balanced budget, and keep the Council informed on the fiscal condition of the City.

The Budget includes growth to fund key initiatives, offset by revenues and reimbursements, and reorganizations to better align programs and services.

Financial Considerations: The Budget 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.

The Budget is balanced and includes funding for 4,993.44 Full-Time Equivalents (FTE).

Local Business Enterprise (LBE): Not applicable.

FY2022/23 Proposed Budget

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

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, pr ovide 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, cultur al 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.

FY2022/23 Proposed Budget

 Hold ongoing community meetings th roughout 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 - FY2022/23 Proposed Budget

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.

FY2022/23 Proposed Budget

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
FY2022/23 Proposed Budget

8 SECTION - 8
City Attorney
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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 analy zes 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 regul ation; and various other areas of municipal law.

FY2022/23 Proposed Budget

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 dw elling 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), whic h 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 f ood 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.

FY2022/23 Proposed Budget

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 signific ant 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.

FY2022/23 Proposed Budget

 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 in itial 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.

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 co mmunity 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.

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 FY2022/23 Proposed Budget

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
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

9 SECTION - 9
City Auditor
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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.

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 st atus 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 wa s 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 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 managi ng 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 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 -
FY2022/23 Proposed Budget

10 SECTION - 10
City Clerk
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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.

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 t he 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 implementat ion 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.

FY2022/23 Proposed Budget

 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 . 0 0 ---- -
Mayor-Council Operations Division 4 . 0 0 ---- -
Total 19.00 19.00 20.00 24.00 24.00 -
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

11 SECTION - 11
City Manager
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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 f ederal legislative activities including management of the City’s contract lobbyists. The Office identifies state and federal

FY2022/23 Proposed Budget

funding opportunities and work s 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 desi gn 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 comple te 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 FY2022/23 Proposed Budget

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 FY2022/23 Proposed Budget

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 Deve lopment, 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 Wo rkforce 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.

FY2022/23 Proposed Budget

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 FY2022/23 Proposed Budget

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

FY2022/23 Proposed Budget

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 vers us 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.

FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

12 SECTION - 12
City Treasurer
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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 m andate, 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, Sacramento 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.

FY2022/23 Proposed Budget

 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 fo r a natural disaster or pandemic.  Build a succession plan that helps to cult ivate staff in preparation for attrition.

FY2022/23 Proposed Budget

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 -
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

13 SECTION - 13
Community Development
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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 ex isting 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/

FY2022/23 Proposed Budget

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% elec tronic 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 autom ated 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.

FY2022/23 Proposed Budget

 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 FY2022/23 Proposed Budget

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
FY2022/23 Proposed Budget

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. T his 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

FY2022/23 Proposed Budget

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.

FY2022/23 Proposed Budget

14 SECTION - 14
Community Response
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

Community Response

On July 1, 2020, the City C ouncil 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 f ound 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 shel ter, 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 overseei ng the implementation of other evidence-based violence prevention activities.

FY2022/23 Proposed Budget

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 Homele ss 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 Gr ound, 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 FY2022/23 Proposed Budget

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 cl osed 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 a ll 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.

FY2022/23 Proposed Budget

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 -
FY2022/23 Proposed Budget

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

FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

15 SECTION - 15
Convention and Cultural Services
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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

FY2022/23 Proposed Budget

and appreciation of fine ar t 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
FY2022/23 Proposed Budget

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 fo rtune 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 th e Old Sacramento Waterfront (River Crossing), the Natomas Aquatic Center, SAFE Credit Union Convention Center & Performing Arts Complex, and Pannell Meadowview Community Center. OAC also FY2022/23 Proposed Budget

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 th roughout the county, while also 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 FY2022/23 Proposed Budget

including COVID-19 protocols, and mainta ining 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 appr eciation 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) FY2022/23 Proposed Budget

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)
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 exclusive 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 f or 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 Conventi on 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

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 digitization 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 Coun ty 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.

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 organiza tions, 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.

FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

16 SECTION - 16
Finance
FY2022/23 Proposed Budget

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 di stricts, 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

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 th e 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.

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 est ablish, 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 serv ices, 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 facili tate 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
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) 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 , 0 0 0 2 5 , 0 0 0 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
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 procuremen t policies and procedures. Timely review and issuance of purchase orders is critical in fulfilling the program and service delivery needs of Departments.

FY2022/23 Proposed Budget

18 SECTION - 18
Human Resources
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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 comprehensiv e 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.

FY2022/23 Proposed Budget

 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 scheduling to most departments, to streamline the process.
 Completed annual open enrollment for empl oyees 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.

FY2022/23 Proposed Budget

 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-hi re 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 FY2022/23 Proposed Budget

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
FY2022/23 Proposed Budget

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 gr ievances 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.

FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

19 SECTION - 19
Information Technology
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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

FY2022/23 Proposed Budget

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 governm ent 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 connectivi ty 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 Interactiv e 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 servic es throughout the pandemic with low or no touch services efficiently.

FY2022/23 Proposed Budget

 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 serv ices, 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.

FY2022/23 Proposed Budget

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 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 . 0 0 1 3 . 0 0 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
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.

FY2022/23 Proposed Budget

21 SECTION - 21
Public Works
FY2022/23 Proposed Budget

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.

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 maintenan ce 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 constr uction of Fire Station 14 and the North Natomas Community Center and Aquatics complex.

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 Mobilit y 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 Inst itution and Merchant Parking Permits.  Pass a comprehensive citywide ordinance t hat regulates the parking of electric vehicles both on and off the street.

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
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 --- ( 6 7 )- 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 , 6 0 0 6 , 6 0 0 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 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
FY2022/23 Proposed Budget

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 mil es 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

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 jurisdic tion, 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 pr oper 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.

FY2022/23 Proposed Budget

22 SECTION - 22
Utilities
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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

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.

FY2022/23 Proposed Budget

 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 controlle rs, 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 overti me 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 s upporting 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.

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 ( 7 8 1 , 0 5 6 ) ( 1 , 0 9 0 , 0 8 0 )--- -
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 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 , 0 0 0 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 , 5 0 0 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 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 ac hieve 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.

FY2022/23 Proposed Budget

24 SECTION - 24
Citywide and Community Support
FY2022/23 Proposed Budget

FY2022/23 Proposed Budget

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 pr oportional 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 hist orical 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 re tired 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, 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’ Retirem ent 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 hum an 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 F und 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 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 C ontingency 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 D epartment. 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.

FY2022/23 Proposed Budget

 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 financi al 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
FY2022/23 Proposed Budget

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 co mmunity 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.

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 seri ous 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.

FY2022/23 Proposed Budget

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 - 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 -
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 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 -
FY2022/23 Proposed Budget