CITY COUNCIL
Darrell Steinberg, Mayor
Angelique Ashby, Vice Mayor, District 1
Sean Loloee, District 2
Jeff Harris, District 3
Katie Valenzuela, District 4
Jay Schenirer, District 5
Eric Guerra, Mayor Pro Tem, District 6
Rick Jennings, II, District 7
Mai Vang, District 8
CHARTER OFFICERS
Mindy Cuppy, City Clerk
Susana Alcala Wood, City Attorney
Jorge Oseguera, City Auditor
Howard Chan, City Manager
John Colville, City Treasurer
City Council
Financing Authority
Housing Authority
Public Financing Authority
Redevelopment Agency
Successor Agency
915 I Street, 1st Floor, Sacramento
Published by the Office of the City Clerk
(916) 808-5163
SUPPLEMENTAL MATERIAL
Description: The attached Supplemental Budget Information (SBI) provides additional information in response to questions received by Councilmembers during the May 6, 2022 Budget and Audit Committee meeting and May 10, 2022 City Council meeting
For the Meeting of: Tuesday, May 17, 2022, at 2:00 p.m.
Agenda Item: Discussion Item 2
2. 2022-2027 Capital Improvement Program (CIP)
File ID: 2022-00731
Location: Citywide
Recommendation: Receive and consider for final budget adoption.
Contact: Emily Combs, Finance Director, (916) 808-7914, [email protected]; Michael Tamayo, Principal Budget Analyst, (916) 808-5827, [email protected], Department of Finance
SBI #
Date of
Request District Request Department (s) Status
1 5/6/2022 Mayor Options on increasing Climate Change staff capacity.
- Transfer vacancies from other departments.
- Issues with filling vacant positions.
- Ability to scope projects ahead of time.
City Manager's Office
(CMO) - Climate and
Human Resources
(HR)
Submitted as
Supplemetal
Material
2 5/6/2022 Mayor Repurpose $5 Million in Youth Midyear funding for summer programs (i.e. Friday Night lights).
Increase opportunities for youth to decrease
violence.
CMO - Youth
Development and
Youth, Parks and
Community
Enri
chment (YPCE)
Still Working
on SBI
3 5/6/2022 Mayor Staffing Police Commi ssion. Find single vacancy to staff that commission.
CMO and HR Submitted as
Supplemetal
Material
4 5/6/2022 7 Options on investing more monies for staffing and programming for the Office of Violence Prevention
(OVP). Focus on violence prevention beyond youth
(young adults and older adults).
Police and OVP Still Working
on SBI
5 5/6/2022 6 Community Center fees
- Making it affordable and accessible to seniors.
- Determine cost issues and make it equitable for all
seniors to use.
YPCE Submitted as
Supplemetal
Material
6 5/6/2022 Mayor Provide update of Inclusive Economic Development Spreadsheet
CMO - Economic
Development and
Finance
Still Working
on SBI
7 5/10/2022 4 Explanation of the 45 million increase from last year budget to this year. What evidence is being used to
justify the spending increase with the goal of
improving public safety? What have we been
spending and what outcomes and metrics we are
expecting from those investments?
Police and
Finance
Part of Police's
presentation
on 5/17/22 &
Fiscal staff met
with D4 on
5/13/22
8 5/10/2022 4 Why Convention Center Complex budget
increased?
Finance Submitted as
Supplemetal
Material
9 5/10/2022 4 & Mayor How much of the ARPA funding can be used to fund Creative Edge? Provide options to budget.
Finance Submitted as
Supplemetal
Material
FY2022/23 Supplemental Budget Information (SBI) Log
Gray = Previously Delivered and White = To Be Delivered (items not complete by Budget Adoption will be added to the Council follow up log) Supplemental Budget Information – Item 1
Question: Options on increasing Climate Change staff capacity. • Transfer vacancies from other departments.
• Issues with filing vacant positions.
• Ability to scope projects ahead of time.
Response:
Options on increasing Climate Change staff capacity
City staff use a muti-faceted approach to increase staff capacity for climate change. The City has approximately 10.5 FTE dedicated to cross-sector, interdisciplinary climate and sustainability issues, with 2 of these FTE located in the City Manager’s newly formed Office of Climate Action and Sustainability. The remainder of sustainability staff are within City departments. In addition to the 10.5 FTE, City departments have many additional specialized staff that address specific aspects of climate change, from transportation, to water, urban forestry, recycling and green waste diversion, green jobs, and more, such as disaster management for extreme weather events exacerbated by climate change.
Based on recent City Council direction, City staff have developed a strategy to expedite release of the Climate Action and Adaptation Plan (CAAP) with existing staff resources.
To respond to the request for accelerating the CAAP release while preparation of the 2040 General Plan is ongoing, City staff will proceed with releasing the CAAP as a stand-alone document in summer 2022, ahead of the Draft 2040 General Plan release.
Background on Approach to Building Staff Capacity:
Following Council’s direction to accelerate climate action in August 2020, the City Manager appointed a Climate Action Lead in October 2020. To advance staff capacity, the Climate Action Lead has implemented the following strategies to increase climate capacity. All work is highly collaborative and completed in conjunction with other departments.
1. Formation of the Office of Climate Action and Sustainability (OCAS) with 2 FTE (Climate Action Lead and Sustainability Analyst). OCAS provides citywide leadership and direction for climate change, and works closely with departments to coordinate, support, and accelerate climate efforts. The Office provides centralized oversight for cross-sector climate issues, while supporting broad, department-led progress and implementation towards City climate goals.
2. Establishment of more robust coordination, partnership, and accountability with City departments through OCAS-led processes. All key departments that are involved in climate efforts participate in the City’s internal Green Team, which meets monthly. Development of an internal performance monitoring tool and related systems are in process. OCAS also meets regularly with key staff and departments across the organization.
3. Supporting the rapid acceleration of critical climate projects in advance of completion of the Climate Action and Adaptation Plan (CAAP). While the CAAP will provide a long-term climate strategy, the Climate Action Lead was responsible for development of the near-term 2021 Climate Work Plan with City staff to prioritize key, near-term and actionable recommendations of the Mayors’ Commission on Climate Change and the City Auditor’s 2020 Audit of City’s Green Efforts. Now, OCAS oversees the implementation of the $4.4 million City Council allocated in the Midyear Fiscal Year 2020/2021 Budget for Work Plan implementation. Approximately 40% of the $4.4 million is expended or under contract.
4. Strengthening partnerships with other agencies, organizations, and community-based groups for collaborative implementation. The City cannot solve the climate crisis alone; staff seek to build strong partnerships for broader impact. OCAS led development of an inter-agency memorandum of understanding for collaboration with SMUD and the County of Sacramento on electrification. Additionally, the Climate Action Lead serves on the Steering Committee of the Capital Region Climate Readiness Collaborative (CRCRC), and OCAS is collaborating with local partners to support community-led efforts seeking grant funding for climate action. OCAS staff lead a monthly working group of other local city and county staff working on climate action, and engage regularly with a diverse range of local stakeholders. Additionally, OCAS continues to collaborate with the community-led Environmental Justice Collaborative Governance Committee, a new partnership approach prioritized by the Mayors’ Commission on Climate Change for first-year implementation.
As a full-service City, the organization utilizes a “dispersed” model to address climate change. This approach relies on a collaborative structure, and the capacities and expertise of City departments. Hence, rather than function as an independent, operational department to address climate change, OCAS operates very closely with City departments. The goal is to embed capacity and functions directly within departments, supported by climate leadership in OCAS in the City Manager’s Office.
Transfer vacancies from other departments
It is critical to fill existing vacancies within departments that work on climate projects.
The transfer of additional vacancies will support with overall capacity and long-term work, yet would not accelerate the near-term release of the CAAP or other priority efforts as these initiatives are mostly delivered by departments. For increased short- term capacity, OCAS will look to consultants for support. OCAS will continue to work closely with the City Manager for overall capacity (consultants/positions) needed to implement upcoming climate change projects.
Issues with filling vacant positions
Of the approximately 10.5 interdisciplinary positions dedicated exclusively to interdisciplinary climate and sustainability issues, 4 FTE are vacant. • Of the 4 vacant positions, recruitment is actively underway for 2 FTE, and soon to begin for 1 additional FTE. Staff seek to fill these vacancies as soon as possible, with the goal of onboarding new staff this summer. These three vacancies are recent (just recently vacant within the last one to two months). • 1 FTE is pending the forthcoming Classification and Compensation study. • City departments will continue to utilize consultants as needed.
Note that while there is currently 1 vacancy in the Community Development Department, this position is recently vacant as of April 22, 2022. The vacancy has not resulted in delays to the CAAP. In response to recent Council direction, City staff have developed an approach to release the CAAP in summer 2022 as a stand-alone document, in advance of the Draft 2040 General Plan release. Staff can meet this release date with existing staff resources.
Ability to scope projects ahead of time
Funding in the Climate Work Plan supports the scoping and preparation of projects for future implementation funding, including municipal retrofits, on-site water reuse standards, and pedestrian and cycling improvements in the Active Streets Plan.
Preliminary planning is also underway to scope the “Seven Big” transportation ideas
Currently, staff have in-house City staff resources and consultants under contract to support with the scoping of transportation projects for upcoming grant solicitations.
Staff are actively tracking and coordinating new state and federal climate funding opportunities for issues such as regional climate capacity, onsite distributed renewable energy generation and storage, and planning for adaptive infrastructure improvements.
As new details emerge, consultant resources could help better prepare the City to secure competitive grant funding or support more climate funding for the region. The City is also working closely with SMUD, other local agencies, and the CRCRC to leverage local partner resources for collaborative grant efforts. In some cases, partners may be able to lead grant applications that help advance City goals. The City is also seeking available technical assistance as a member of the Urban Sustainability Directors Network (USDN), through USDN member programs.
Supplemental Budget Information – Item 3
Question: Staffing Police Commission. Find single vacancy to staff that commission.
Response: In 2016, there were several changes made to the Office of Public Safety Accountability (OPSA) resulting from recommendations made to Council by the OPSA director at that time:
1. The reporting structure changed from reporting to the City Manager to Mayor/Council.
2. OPSA was assigned to be responsible for staffing the Sacramento Community Police Commission (Commission).
3. Due to additional workload and accountability expectations, including staffing the Commission, OPSA’s staffing levels were increased to add an additional three full-time employees. Since 2016, OPSA has added an additional position of Inspector General to help with the workload and duties assigned to OPSA.
The entire 2016 report is available on the City’s website:
https://sacramento.granicus.com/MetaViewer.php?view_id=22&clip_id=3900&meta_id= 485761, below is the applicable slide (found on page 55 of 64 of the pdf report):
Given staffing previously added for this purpose and existing vacancies in OPSA, recommend the OPSA Director work directly with the Human Resources Employment and Classification Division to fill the current vacancy of Public Safety Accountability Specialist to relieve workload and staff the Commission as previously approved by Council.
OPSA Current Staffing Level
Supplemental Budget Information – Item 5
Question: Community Center Fees
• Making it affordable and accessible to seniors.
• Determine cost issues and make it equitable for all seniors to use.
Response:
Community Centers and Hart Senior Center are currently open to the public for walk in services, and various free and low-cost programs. Older Adult Services offers both virtual and in-person classes as well as outdoor and indoor options for in-person classes at Hart Senior Center and other locations throughout the city. We strive to meet the various comfort levels of older adults as we recover from the pandemic while still providing opportunities for physical and mental well-being. Examples of programs include:
• Strength and Balance
• Tai Chi
• Vinyasa Yoga
• Taiko Drumming
• Life History Writing
• Ping Pong
• Poetry
• Line Dancing
• Heartfulness Meditation
• Ballroom Dancing
• Creative Improv
• Bridge
• Social Groups
Neighborhood Walks Program also takes place at five community centers and is free to the public.
For family members needing to take care of an older adult with dementia, Triple-R offers one free day per week of respite regardless of ability to pay.
The Hart Fun Pass Program is also available to adults 50 and above who need financial assistance. The program provides approved applicants $100 per year to be used for any city programs, including but not limited to any fee-based classes or activities, trips and tours, etc. Full listing of programs can be found in the Come Out and Play website.
Council adopted resolution 2018-0371 authorizes fee waivers and fee reductions for qualifying use at community centers and clubhouses that can be applied towards facility rentals or use beyond city offered programs (see attached resolution).
RESOLUTION NO. 2018-0371
Adopted by the Sacramento City Council
September 4, 2018
Authorizing Fee Waivers and Fee Reductions for Community Center and Clubhouse Rentals
BACKGROUND
A. The City owns 17 community centers and clubhouses, of which five are leased to non- profit organizations to provide community enrichment programs and manage room rentals. The Department of Youth, Parks, & Community Enrichment (Department) manages these facilities.
B. The Department operates the following 12 community centers and clubhouses: Belle Cooledge, Coloma, East Portal, Evelyn Moore, George Sim, Hagginwood, Hart, Oak Park, Sam and Bonnie Pannell, South Natomas, Southside, and Woodlake.
C. At the community centers and clubhouses which the City operates, the Department uses the facilities for recreation and enrichment programs (i.e., senior programs, Access Leisure, Leisure Enrichment and Teen Services). A portion of the fees for these recreational programs help offset the building operation costs.
D. At all of the 12 community centers and clubhouses that the City operates, rooms can be rented for private events. The room rental fees help offset the building operation costs.
These rental fees are set under the City Council-approved Fees and Charges Report.
E. The Department desires to establish a policy for room rental fee waivers for City sponsored events and fee reductions for community benefit programs offered for free by other government agencies and non-profit organizations.
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:
Section 1. The City Manager, or the Director of the Department of Youth, Parks, & Community Enrichment as the City Manager’s designee, is authorized to exempt the following activities from payment of the community center or clubhouse room rental fee if they do not displace a paid room reservation and occur during regular business hours:
Resolution 2018-0371 September 4, 2018 1 of 2
A. Events, programs, classes, meetings, and similar functions that provide a community benefit and are sponsored by a City department.
B. City employee recognition events and City employee-sponsored cultural events.
Section 2. The City Manager, or the Director of the Department of Youth, Parks, & Community Enrichment as the City Manager’s designee, is authorized to provide a 50% reduction of the community center or clubhouse room rental fee for the following activities if they do not displace a paid room reservation and occur during regular business hours:
A. Events, programs, classes, meetings, and similar functions that are: (1) sponsored by a government agency or a non-profit organization in good standing, (2) provide a community benefit, and (3) offered free of charge.
Adopted by the City of Sacramento City Council on September 4, 2018, by the following vote:
Ayes: Members Ashby, Carr, Guerra, Hansen, Jennings, Schenirer, Warren and Mayor Steinberg
Noes: None
Abstain: None
Absent: Member Harris
Attest:
_____________________________________
Mindy Cuppy, City Clerk
The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the Sacramento City Council.
Resolution 2018-0371 September 4, 2018 2 of 2
Mindy Cuppy
Digitally signed by Mindy Cuppy
Date: 2018.09.07 13:01:36 -07'00'
Supplemental Budget Information – Item 8
Question: Why has the Convention Center Complex budget increased from last year?
Response: The Convention Center Complex budget is increasing by $3.1 million compared to FY2021/22 Amended due to the full reopening of the SAFE Credit Union Convention and Performing Arts District after renovation- and pandemic-related closures. The increase reflects a restoration to pre-pandemic service levels following these closures, and also additional staffing needed to manage the expanded facilities.
Labor accounts for approximately $2.4 million of this increase and is related to implementing Council-approved labor agreements and hiring events staff needed to support conventions, performances, and other events. Services and supplies, such as an increased need for custodial services and technical services, account for approximately $300,000 of the additional funding. The remainder of the increase is related to cost plan allocation and in lieu franchise tax requirements of the Community Center Fund.
Supplemental Budget Information – Item 9
Question: How much of the ARPA funding can be used to fund Creative Edge?
Response: All City ARPA funding has been committed to a framework approved by Council on September 14, 2021. This framework committed $10 million in ARPA funding to Arts and the Creative Economy. On March 1, 2022, Council adopted Resolution No. 2022-0064 approving the Arts and Creative Economy framework and appropriating $10 million to the Arts and Creative Economy Program (I17609000). The breakdown of the funding is below.
Description Amount
Arts and Cultural Nonprofits 2,250,000
Individual Artists and Creatives 2,750,000
Creative Businesses 1,750,000
Creative Economy Focused Youth Workforce Development 1,500,000 Tourism Recovery through Iconic Event Production 1,500,000 Arts Journalism Grant Program 250,000
Total Arts and Creative Economy Funding $10,000,000