Sacramento City Council
December 13, 2022

City of Sacramento
City Council - 2PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2022-02010 12/13/2022 Consent Item 17.

First Quarter Financial Report - Fiscal Year (FY) 2022/23 File ID: 2022-02010
Location: Citywide
Recommendation: Receive and file.

Contact: Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Presenter: None.

Attachments:
1-Description/Analysis
2-First Quarter Financial Report
3-Measure U Programming Update
Description/Analysis
Issue Detail: The purpose of the quarterly report is to provide the City Council with timely information regarding the City’s current financial condition. The attached report provides an update on the City’s major revenues and department expenditures through the first quarter of FY2022/23 (Attachment 1).

Policy Considerations: The quarterly financial reporting to Council is intended to provide an overview of the City’s financial status consistent with Section 61 of the City Charter.

Economic Impacts: Not applicable.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines Sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines 15060(c)(3)). CEQA review for any project, which utilizes funds

File ID: 2022-02010 12/13/2022 Consent Item 17.
allocated in this report, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: The City Manager is responsible for reporting in accordance with the authority granted by Section 61 of the City Charter.

Financial Considerations: The quarterly report reflects the City’s continuing need to actively monitor revenues and manage expenditures. Finance staff will continue to work with all department staff toward achieving budgetary goals over the remainder of the fiscal year.

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

Exhibit A
Quarterly Financial Report                                                                                       Quarter Ended 9/30/2022

1 OVERVIEW

The Fiscal Year (FY) 2022/23 Approved Budget
(Budget) includes $1.45 billion and 4,992.44 authorized full-time equivalent (FTE) positions from all funding
sources. The breakdown is as follows:

 General/Measure U (G/MU) Funds1 - $742 million and
3,793.00 FTE
 Enterprise Funds 2 - $394 million and 916.50 FTE
 Internal Service Funds3 - $122 million and 119.00 FTE  Other Governmental Funds4 - $192 million and 164.94
FTE

GENERAL FUND

The following graphs represent the City’s General Fund
approved revenue and expenditure budgets for
FY2022/23.

FY2022/23 General Fund Revenues
$607.3 Million

1  General/Measure U Funds - the City’s principal operating fund supported by taxes and fees.
2 Enterprise Funds - operations supported through user fees including the Community Center, Parking, Solid Waste, Storm Drainage, Wastewater, and Water Funds.
3  Internal Service Funds - internal operations, e.g., Fleet Management and Risk.

FY2022/23 General Fund Expenditures
$596.4 Million

 Charter: City Attorney, Auditor, Clerk, Manager, and Treasurer  Operations: Community Deve lopment, Community Response, Convention and Cultural Services, P ublic Works, Utilities, Youth, Parks & Community Enrichment
 Support: Finance, Human Resource s, and Information Technology  Citywide: Debt, Property Taxes, and Insurance

General Fund Financial Condition
The following chart reflects the Approved Budget and
actual expenditures for all activities in the General Fund (e.g., department operations, debt service, capital
projects) through September 30, 2022.

4 Other Governmental Funds - activities associated with specific revenues and/or reimbursements that are restricted to expenditures for specific purposes, e.g., Gas Tax Fund, Operating Grant Fund, Library Parcel Tax Fund.

Budget
YTD
Actuals Percent
Balance, Beginning of FY2022/23 128 -
Other Sources and Uses (155)
Revenues 607,300 64,104 11%
Expenditures 596,435 206,824 35%
Total General Fund: 10,838 (142,720)
GENERAL FUND ($ in '000s)

Exhibit A
Quarterly Financial Report                                                                                       Quarter Ended 9/30/2022

2 The FY2022/23 Approved Budget was developed in
early April 2022 based on a cautiously optimistic
recovery from the financia l challenges caused by the
COVID-19 pandemic (pandemic). The Approved
Budget reflects prudent in vestments in staffing and
programs to adapt to community needs and support City
Council initiatives. On September 2021, Council
approved the American Rescue Plan Act (ARPA)
Framework and Funding Priorities. This framework
provides funding for: small businesses and commercial
corridor revitalization; homelessness and housing;
youth, workforce training, and gang prevention services; arts and cretive economcy; and addressing
organizational needs. Coun cil’s resolve to set aside prior year fund balance has helped to ensure core
services remained intact. However, with inflation
reaching record high rates and discussions of an
imminent recession, new chal lenges may arise. It is
crucial that the City identify opportunities to provide long-term stability to our budgetary framework.

In consideration of the im pact and strain that the
pandemic has had on the residents and the local
economy, the projection and information presented in
the following sections show a faster recovery than
previously anticipated. As the City recovers from the
pandemic, opportunities to maximize revenue
opportunties from Federal and State relief funding will help leverage limited resources moving forward.

Department Projections

The following charts present the estimated variance of
budget to projected year-end results for the General
Fund Departments:

Departments projecting a net deficit (combined year-
end revenue and expenditure variances) have been
highlighted in the chart above and have provided the
following summary explanations.

Fire. The projected net deficit of $4.3 million is largely due to an estimated increase in overtime costs to backfill vacancies and to meet mandatory staffing levels. There
are also unanticipated services and supplies costs due
to necessary data management and server and
dispatcher equipment upgrades, increased fuel costs
and other service related costs. Increases in
development-related revenues are expected due to new
construction in the city. T he Department will continue monitoring and evaluating expenditures for
opportunities to reduce costs to address shortfalls.

Police. The projected net deficit of $615,000 is due to an estimated increase in overtime due to vacancies in
the patrol division and the communications center.

Increases in patrol duties in the downtown area also
contributed to the increase in overtime. The Department will continue to closel y monitor expenditures for
opportunities to reduce costs.

Departments projecting a significant net surplus
(combined year-end revenue and expenditure variance
over $1 million) have provid ed the following summary
explanation.

Public Works. The projected net surplus of $4.4 million is largely due to higher than expected on-street parking revenues and vacancy savings in the Parking Division.

Department Revenues
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
City Attorney 52 110 58
City Clerk 42 40 (2) 1 City Manager 3,612 3,612 -
City Treasurer 4,630 5,100 470
Community Development 31,653 28,681 (2,972) 1 Convention and Cultural Services 929 1,533 604 2 Finance 747 885 138
Fire 41,746 42,776 1,030
Information Technology 400 400 -
Police 11,111 11,111 -
Public Works 18,931 22,682 3,751
Youth, Parks & Community Enrichment 2,330 3,700 1,370 Total: 116,182 120,630 4,447
1  Revenue shortfalls will be offset by expenditure savings. 2  Revenue surplus will offset expenditure overage.

GENERAL FUND DEPARTMENT REVENUES
Department Expenditures
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 6,955 6,955 -
City Attorney 9,152 8,850 302
City Auditor 1,101 1,099 2
City Clerk 2,787 2,687 99
City Manager 4,973 4,973 -
City Treasurer 1,675 1,675 -
Community Development 34,386 31,039 3,348 Convention and Cultural Services 1,207 1,811 (604) 1 Finance 8,825 8,210 615
Fire 162,064 167,405 (5,341) 1
Human Resources 4,728 4,728 -
Information Technology 17,198 17,198 - Police 209,005 209,620 (615)
Public Works 21,773 21,159 614
Youth, Parks & Community Enrichment 1,483 1,429 55 Subtotal General Fund: 487,312 488,838 (1,526)
1  Expenditure overage will be entirely or partially offset by revenue surplus.

GENERAL FUND DEPARTMENT EXPENDITURES

Exhibit A
Quarterly Financial Report                                                                                       Quarter Ended 9/30/2022

3 Youth, Parks & Community Enrichment (YPCE). The
projected net surplus of $1.4 million is mostly due to
higher than anticipated re venues. YPCE’s fee-based
operations are slowly returning back to pre-pandemic
levels. Budgeted revenues were decreased during
FY2019/20 due to the pandemic and have not been
adjusted to reflect increased programming. A report will be taken to Council to adjust revenues as YPCE
gradually increases programming this fiscal year without restrictions.

City’s Major Revenue Sources

Top General Fund Revenues ($ in 000s)

1Businesses have 30 days to remit UUT, BOT, and TOT revenue to the City after the end of the month. After the 30-day remittance period, the City processes/reconciles the transactions over the following 10 days. Monthly reporting data is available by the 15 th of the following month (45 days after the reporting period ends).

Property Tax. Property taxes are the largest General
Fund revenue source, accounting for approximately
36% of all General Fund revenues. Revenues related to
property taxes are affected by fluctuations in the real estate market, levels of ne w construction activity, and the corresponding changes to the tax roll. Most of the
City’s current secured property tax revenues are
received in mid-December and mid-April. The balance
of the current secured property taxes as well as the
current unsecured, supplemental, and miscellaneous
property tax revenues are received in late January and
late May. The first apportionment of the City’s
FY2022/23 property taxes will be received in December
2022. All property tax revenues are being monitored and will be reassessed as part of the FY2023/24 budget
development process.

Sales and Use Tax. Sales and Use Taxes make up
approximately 18% of General Fund revenues. Sales
tax is imposed on all retailers for the privilege of selling tangible personal property in the state, whereas the use tax is imposed on the purchase for storage, use, or other consumption of tangible per sonal property purchased
from any retailer. The City receives monthly apportioned payments and a true-up payment for the prior period at
the end of each quarter. The first true-up payment for this fiscal year w ill be received in late November 2022.

As inflation reaches record high rates and consumer
confidence recedes, Sales tax revenues will be
monitored closely, and budget adjustments may be
necessary if consumer and business spending decline.

Utility User Tax (UUT). UUT is the City’s third largest source of General Fund revenue at 11%. Measure O
approved by the voters in November 2008, reduced the

7.5% tax rate to 7.0% on telecommunication services,
but was expanded to include Voice over Internet
Protocol (VoIP), text messaging, and many other
previously excluded technologies. The 7.5% tax rate
continues to be in effect for gas, electric, and cable
services. Revenue collected to date is in line with the budget and will continue to be monitored.

Other City Revenue Sources

Business Operations Tax (BOT). BOT is remitted
annually by individuals and businesses that commence,
transact, engage in, or carry on any business, trade,
profession, calling, occupation, or gainful activity in the city. BOT makes up approximately 5% of General Fund
revenues. BOT revenues will continue to be monitored
and adjustments may be considered later in the fiscal
year if necessary.

Public Safety Sales Tax. On November 2, 1993,
California voters enacted Proposition 172 which
established a permanent statewide half-cent sales tax
for support of local public safe ty functions in cities and counties. This tax repres ents approximately 1% of
General Fund revenue. This revenue will be monitored,
and budget adjustments may be considered later in the
fiscal year if necessary.

Transient Occupancy Tax (TOT).

The current rate
of 12% is charged to all guests of hotels, motels, inns, and bed and breakfasts within city limits. The General
Fund portion of TOT revenues is equal to two
percentage points of the 12% rate. The remaining TOT
revenues collected are directed to the Community
Center Fund. TOT reve nue will continue to be
monitored and may be adjusted later in the fiscal year.

Revenue Type
Approved
Budget YTD Actuals
Property Tax 216,479 181
Sales and Use Tax 108,467 8,482
Utility User Tax
1 (UUT) 65,665 11,174
Business Operations Tax
1 (BOT) 32,115 4,910
Public Safety Sales Tax 6,430 862
Transient Occupancy Tax
1 (TOT) 5,289 330
Total General Fund Revenues: 434,445 25,939

Exhibit A
Quarterly Financial Report                                                                                       Quarter Ended 9/30/2022

4 Economic Indicators
The following chart reflects key economic indicators
utilized in projecting General Fund revenues.

MEASURE U FUND

Essential Services Protection Measure -
Measure U

Measure U transactions and use tax revenues, while
part of the General Fund, ar e reported in a separate
fund to improve reporting and transparency on the use
of these revenues. In November 2018, a voter approved
ballot measure increased the sales tax from 8.25% to

8.75% effective April 1, 2019.

The following graph represents the City’s Measure U
expenditure budget by department for FY2022/23.

FY2022/23 Measure U Expenditures
$145.4 Million

 Charter: City Attorney and Manager
 Operations: Community Deve lopment, Community Response, Convention and Cultural Services, Public Works, Youth, Parks & Community Enrichment
 Support: Human Resources, and Information Technology
 Citywide: Library, Community Programs, and Measure U-related employee and department support expenses
The following graph represents City’s Measure U
expenditure budget by funding category for FY2022/23.

FY2022/23 Measure U Expenditures
$145.4 Million

Measure U Fund Financial Condition
The following chart reflects the Adopted Budget and
actual expenditures for all ac tivities in the Measure U Fund (e.g., department operations, debt service, capital projects) through September 30, 2022.

Key Economic Indicators 9/2021 9/2022
City Unemployment Rate (UR) 6.4% 3.8%
County UR 6.1% 3.5%
State UR 6.4% 3.7%
National UR 4.8% 3.5%
CPI (7/2020-9/2020 vs. 7/2021-9/2021) 5.34% 8.33%
30-Year Fixed Mortgage Rate 2.90% 6.11%
Budget
YTD
Actuals Percent
Balance, Beginning of FY2022/23 4,632 -
Other Sources and Uses 1,244
Revenues 135,769 10,863 8%
Expenditures 145,364 33,125 23%
Total Measure U Fund: (3,719) (22,262) MEASURE U FUND ($ in '000s)

Exhibit A
Quarterly Financial Report                                                                                       Quarter Ended 9/30/2022

5 Department Projections
The following charts represent the estimated variance of budget to projected year-end results for Measure U
Departments:

The following highlighted Departments are projecting
significant net surplus (over $1 million) and have
provided the following summary explanations.

Community Development. The projected savings of
$3 million is due to personnel savings resulting from
vacancies, retirements, and attrition in the Code
Enforcement and Animal Care Divisions. The
Department is working to fill vacancies.

Police. The projected savings of $1.3 million is due to personnel and service & supplies savings.

Youth, Parks & Community Enrichment (YPCE). The
projected savings of $6.8 m illion is due to vacancies.

The Department is working with the Human Resources
Department to develop new recruiting initiatives and
ways to expedite hiring and provide non-career
positions to hire on with the City.

The status of multi-year pr ojects funded by Measure U
is included as Exhibit A-1.

ENTERPRISE FUNDS

The Departments of Convention and Cultural Services,
Public Works, and Utilities have prepared projections for the City’s enterprise funds as follows:

 Community Center
 Parking
 Solid Waste
 Storm Drainage
 Wastewater
 Water

The following Funds are projecting net surplus and have provided the following summary explanations.

Parking Fund. The pandemic significantly impacted
Parking Fund revenues due to the rise of hybrid work
schedules and the loss of businesses downtown.

Despite projecting revenues over budget Parking Fund
revenues remain well below pre-pandemic levels.

Although the Parking Fund has a net surplus, staff will continue to monitor the long-term health of this fund.

Solid Waste Fund. The projected net surplus of $5.9
million reflects revenues from the approved rate
increase effective April 1, 2022 and labor and disposal savings related to ongoing recycling negotiations which are not expected to be finalized until later in the current fiscal year.

Storm Drainage. The projected net surplus of $1.7
million is due to increases in service accounts and other governmental revenues.

Wastewater Fund. The projected net surplus of $2.2
million reflects higher t han expected revenues from
service accounts and sewer permits, and from savings
from vacancies and lower than expected
reimbursements to other funds.

Water Fund. The projected net surplus of $4.1 million is due to savings from vacancies and professional service
contracts.

Department Expenditures
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 943 943 -
City Manager 6,874 5,957 917
Community Development 10,990 7,993 2,997 Community Response 5,441 5,441 -
Convention and Cultural Services 4,522 4,169 353 Fire 2,749 2,749 -
Police 6,017 4,701 1,316
Youth, Parks & Community Enrichment 42,243 35,390 6,852 Subtotal Measure U Fund: 79,780 67,344 12,436

MEASURE U FUND DEPARTMENT EXPENDITURES
Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
Community Center 34,316 34,316 -
Parking 13,766 15,403 1,637
Solid Waste 86,170 86,770 601
Storm Drainage 39,319 40,550 1,231
Wastewater 43,545 44,821 1,275
Water 136,092 138,376 2,284
Total Enterprise Funds: 353,208 360,237 7,028 Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Community Center 38,983 38,983 -
Parking 16,155 17,466 (1,311)
Solid Waste 76,214 70,867 5,347
Storm Drainage 36,318 35,844 474
Wastewater 35,208 34,307 902
Water 116,632 114,772 1,861
Total Enterprise Funds: 319,512 312,240 7,272 ENTERPRISE FUND EXPENDITURES ($ in '000s)
ENTERPRISE FUND REVENUES ($ in '000s)

Exhibit A-1
Multi-Year Projects
(Measure U Fund)

6 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Affordable Housing
City Manager
Housing Operations 361 2.00 2.00 Identify and implement City practices and policies to increase the supply and quality
of housing in the City.

Over the last year, staff supported the completion of the Housing Element document and its certification with the State Department of Housing and Community Development (HCD) and was successful (with the Community Development staff team) in obtaining the State’s first designation as a Pro-Housing Community. Staff continued to support the administration of the Homeless Housing Assistance Program (HHAP) applications and reporting and transitional and permanent housing options envisioned within the Comprehensive Siting Plan to Address Homelessness. Working proactively in increase housing stock, staff is currently supporting approximately 920 units with City assistance in predevelopment stages and is reviewing another 358 units in applications. These projects represent creative development models and partnerships that are working to lower the cost per unit to develop, with the goal of yielding a greater number of units with our limited local resources. Related to Aggie Square and Stockton Boulevard, 200 units of affordable housing are currently under construction with another 230 units of mixed income rental housing scheduled to begin construction imminently. Housing staff completed a community survey related to community anti- displacement needs and is working to contract with local agencies for support programs like home repair, homeless prevention, and first-time homebuyer loans. Additionally, City housing staff continues to partner with the Sacramento Housing and Redevelopment Agency (SHRA) in providing the Sacramento Emergency Rental Assistance (SERA) Program and seeks all opportunities for additional funding.

Community Development
Long Range Planning Operations 923 13.00 12.00 Develop plans, policies, and programs to guide the physical design and development
of the city. Update and implement the City's
General Plan, Housing Element,
Community Plans, Climate Action Plan,
managing infill development and new
growth opportunities.

The City received the State's first Prohousing Designation in early 2022. The 2040 General Plan Update continues to move forward with the public review draft Plan and Master Environmental Impact Report anticipated to be released in early 2023. A Council workshop on the draft Climate Action Plan was conducted in August of 2022. The draft Adaptation Chapter was released in October 2022.

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

Key policies of the Stockton Blvd Specific Plan are being vetted with the community through various events in the community and online. The public review draft Plan and Environmental Impact Report are anticipated to be released in Spring of 2023. Work on the Del Paso/Marysville Action Plan is also underway with a draft Plan anticipated in the early 2023.

Additionally, the Community Ambassador Program was launched in February 2022, which provides cultural and multi-lingual access to planning initiatives.

Zoning Operations 660 6.00 5.00 Maintain healthy, safe and clean environment through the application of land
use policy and quality of life standards.

Maintain compliance with state laws and
City Codes.

Zoning staff have been working on various ordinances relating to citywide cannabis use regulation, digital kiosks, solid waste regulations and other requests by Council for land use regulations that is responsive to constituent concerns. Additionally, staff continue to adapt to new State legislation relating to housing streamlining. Staff has been successful in remotely processing development applications online and handling public inquires and zoning code enforcement.

Affordable Housing Subtotal 3,143 21.00 19.00 Measure U Programming Update
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Arts/Creative Edge
Citywide & Community Support
Arts Stabilization Operations 77 - - Support Office of Arts & Culture (OAC) operating activities and ongoing programs
such as the Sacramento Poet Laureate
program. Offset labor costs associated with
arts education (see Arts Education and
Outreach) as well as technical assistance
and support to the field (see Metro Arts
contribution).

OAC continued the Sacramento Poet Laureate program, extending the agreement of the current Poet Laureate in light of the pandemic. OAC entered into an agreement with Visit Sacramento to support the development of a cultural tourism plan as well as other marketing initiatives, such as Sac365. Staff provides ongoing guidance and counsel to individual artists, arts and cultural organizations and creative businesses. Staff's work is supported by operating infrastructure such as the Creative Vitality Suite (creative economy data) and DataArts (nonprofit arts data), customer relationship management and marketing infrastructure, like Sacramento365.

Convention & Cultural Services
Arts Education & Outreach Operations 225 2.00 1.00 Provide access to and engagement in arts learning experience for K-12 students in the
greater Sacramento region. The program
also provides community residencies,
workshops, resources and opportunities for
arts organizations, schools, social service,
and community organizations, teaching
artists, and educators to participate in
educational programming.

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

Creative Economy and Grants Operations 57 1.00 1.00 Promote the development of the Creativ e Economy through grants, capacity building
programs and regulatory benchmarking and
amendments.

OAC launched the Sacramento Arts & Culture match fund in partnership with equity-focused crowdfunding platform ioby as a new model for supporting grassroots arts and cultural activity at the neighborhood level. Since its launch in April 2022, 39 resident-led projects have enrolled and are fundraising through the program. $167,740 in matching funds have been allocated, and $178,315 has been raised by residents through 737 local donations on ioby.org. 136 project ideas have been submitted to ioby from residents (with more coming in every week), and 75% of interested residents self-report that they or their group’s leadership identify as BIPOC. A total of $400,000 in matching funds have been allocated to the program for its inaugural year (which wraps in March 2023). OAC partnered with Austin-based consulting firm Sound Music Cities to launch the Sacramento Music Census in October 22.

The effort is to understand the lived experience of members of the music community in the capital region and to inform an arts an entertainment regulatory review that the partners will undertake as well as OAC investments and programming. Over 1000 people have responded to the survey so far, and efforts are underway to address any disparities in representation in the respondent base. OAC issued an RFP as in the process of hiring consultants to engage in professional development with the creative community. Priorities include diversity, equity and inclusion training, financial training, and business training for creative startups.

Crocker Art Museum Operations 2,233 5.00 4.00 Provide operational funding for the Crocker Art Museum per agreement CC 92-1668.

Funding includes 5.0 FTE's as well as
equipment, supplies, services and utilities
for the continued operations of the
museum.

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

Currently, they are admitting guests at approximately 35% of capacity to allow for social distancing and open to the public five days a week. The museum has resumed rentals of the space for special events including weddings, meetings and private functions. Crocker also continues to work on transforming the unimproved lot of land across from the museum into a great civic amenity to help enrich the intellectual and cultural life of the community.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Cultural Arts Awards MYOP 114 - - The Sacramento County Board of Supervisors and the Sacramento City
Council make funds available to the Cultural
Arts Awards (CAA) program to support
nonprofit arts and cultural organizations.

Granted through a competitive review
process, CAA grants assist nonprofit arts
and cultural organizations with general
operating expenses or non-arts
organizations with arts program support. To
be eligible for funding, grantees must meet
standards of diversity and equity, cultural
and community impact, and show sound
management and financial accountability.

With the City’s approval of Creative Economy Measure U funds for the Cultural Arts Awards Grants program and additional funds from Sacramento County, the Office of Arts & Culture has been allocated $950,000 for Cultural Arts Awards grants for FY2022. This is the first year of a 3-year grant; funding amounts for Years 2 and 3 have not yet been allocated. After peer review panel recommendations, staff recommended that 69 applicants be funded. Grant awards were based on a formula that included both the score received from panel review and organization's budget size. These grants ranged from $5,000 to $34,162 and included grants to cultural organizations, nonprofit arts organizations, and service organizations representing diversity of geography, culture, discipline, and communities served.

History Operations 1,358 8.95 7.00 Programs at the Center are ongoing and in April of this year we reopened for research.

Demand for the use of our historic images
and rich film collection remains strong. Our
cold storage vault was completed in
January of this year, and we have filled it to
capacity. If we had not had the vault this
summer, we would have lost some of our
collection due to the temperature extremes
we reached over the summer and Labor
Day week . As part of our diversity and
equity work, we continue to work on our fi
Programs at the Center are ongoing and in April of this year we reopened for research.

Demand for the use of our historic images and rich film collection remains strong. Our cold storage vault was completed in January of this year, and we have filled it to capacity. If we had not had the vault this summer, we would have lost some of our collection due to the temperature extremes we reached over the summer and Labor Day week . As part of our diversity and equity work, we continue to work on our film series that documents the history of racism in the Sacrament Region. We have two films completed and two more near completion. Our film on John Sutter is now used by State Parks as an intro film for the Fort and is used nationally as an example of how we can integrate broader historical perspectives in our historic interpretation. We are currently partnering with our Preservation Department collecting oral histories of the African American community.

We have also expanded our outreach to local schools working with 5th and 6th graders at the Susan B. Anthony School and their Hmong Immersion program and will be installing a new exhibition (Kids Collect) in City Hall the first of December. This exhibition lets the students select an artifact that tells their family or personal story. Center staff manages the docks and several buildings in Old Sacramento and are currently working with Economic Development to complete projects that will enhance the historic district, bring new visitors, and help make it a cleaner, safer destination that helps tell the story of the City's past.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Sacramento Film & Media Operations 165 1.00 - Promote and develop Sacramento's film industry by making strategic investments to
leverage growth in the region's film sector.

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

Sacramento Film + Media successfully completed its pilot film grant program. So far 5 of the 15 films have been wrapped and report $422,500 in economic impact, 43 local hires, 118 hotel nights and 37 support service companies used. This year we increased the amount for production grants to $10,000 and post-production grants to $5,000 while decreasing the overall number of grants awarded. This change will allow more financial help to awardees as well as decrease staff time required to manage the grants. Our ongoing internship program with CSU Sacramento so far has enabled 5 students to get film office experience as well as work on set as production assistants. This valuable work force development program is essential in building our local crew base. We continue to finalize the agreement with Cosumnes River College and plan to bring additional interns on this spring. We are working with Rich Moskal, former Chicago film commissioner, on benchmarking our policies and procedures, examining a potential change to the film ordinance, retooling our data collection, and creating a customer experience survey. At the same time we are working with the city manager's office in Folsom to encourage alignment of permitting requirements in an effort to make the Capital region more competitive. In the coming year we hope to meet with all incorporated cities as well as Sacramento County to align best practices. Beyond this, permit activity indicates our largest film markets continue to be commercials, documentaries, and web content. Local hire growth indicates productions are bringing fewer out of town crew and opting instead to hire local talent. And local economic impact increased 20% over last year with production reporting $2.6 million spent locally.

Arts/Creative Edge Subtotal 4,229 17.95 13.00 Climate Action
City Manager
Office of Climate Action Initiative Operations 331 2.00 2.00 The implementation of the Clim ate Action Initiatives and air quality monitors in low
income areas.

Program implementation is ongoing, including oversight of staff efforts to advance the City’s Climate Implementation Work Plan. Continued tracking and reporting on the City’s climate action efforts, including a quarterly report to City Council on 8/16/2022. Developing contract procurements for the delivery of tasks, including administration of an upcoming climate equity and outreach initiative. Convened webinars to solicit feedback on approaches to advance climate equity and environmental justice engagement with City funding. Assisted City staff with review and edits to draft adaptation strategies for the Climate Action and Adaptation Plan. Provided support for building electrification initiatives. Tracked state and private funding opportunities, and worked internally to support grant applications. Led submission of a $350,000 application in partnership with SMUD to the TECH Quick Start Program for electrification funding, and received an award notice for a competitive application for $60,000 from the Leon Lowenstein Foundation for a housing anti-displacement and energy equity pilot. Supported departments with preparation for state funding for resilience and adaptation needs. Finalized an internal sustainability performance tool and prepared for internal launch with City departments. Continued convening and facilitation of the internal City Green Team for staff collaboration, engagement, and input on City sustainability efforts. .

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
Sustainability Program MYOP 300 - - Develop, impl ement, monitor, and communicate critical Public Works'
sustainability initiatives and coordination
with other City and regional efforts, with a
goal to integrate sustainability as a core
element into City practices.

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

The Sustainability Program offsets staff time that pays for itself with significant savings to the City. Staff continued to pursue special projects and programs to advance the City's sustainability and climate goals.

Funding supports continued implementation of the Sacramento EV Blueprint Phase 2 Project (C15210000). Upon completion, the project will installation of 34 EV chargers (with 66 EV connectors) across 13 public libraries and community centers, with at least two thirds of connectors located in disadvantaged communities, as well as procurement of 30 e-bikes for a pilot lending program at libraries.

During the first quarter, staff supported the design of EV charging infrastructure, outreach strategies, an equity analysis and dashboard, in addition to advancing e-bike lending and electric car share with the Sacramento Metropolitan Air Quality Management District and the Sacramento Library.

Climate Action Subtotal 631 2.00 2.00 Community Investment
Citywide & Community Support
Utility Rate Assistance Program
(SURA)
MYOP 4,773 - - In January 2013, the City Council established and directed DOU to implement
the SURA Program to provide utility rate
assistance to income-eligible City of
Sacramento utility service customers
(Resolution 2012-185).

SURA is funded, at the direction of City Council, with an annual budget of $4.8 million.

Currently, there are 9,121 participants enrolled in SURA. DOU staff will recommend a budget adjustment for FY 2022/23 due to increased participants of approximately $300,000 via the DOU Mid-Year scrub or SURA item scheduled in December.

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

The Museum and its tour programs are back at pre-pandemic levels. The museum is currently working with a consultant to determine its mission and vision and how its programs can be more relevant in the Old Sacramento Historic district. The City is no longer partnering with the Sacramento History Museum to do their exhibits or loan artifacts to them.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
City Facility Reinvestment Program CIP 2,100 - - Repair or replace roofs, structura l elements, plumbing, electrical service, mechanical
systems, and exterior coatings of City
facilities to ensure public safety, building
code compliance, preservation, and energy
efficiency
Projects scheduled in FY2022/23 include roof repairs, fire alarm upgrades, Old Sacramento boardwalk and dock improvements, and repairs and upgrades at the Front Street Animal Shelter
Facility ADA Compliance Program CIP 500 - - Comply with state and federal civil rights laws to eliminate physical barriers which
cause discrimination to individuals with
disabilities. Remediate conditions or
barriers that hinder the participation of
individuals with disabilities in City’s
programs, services, and activities.

Projects scheduled in FY2022/23 include accessible parking upgrades at Belle Cooledge Community Center, Coloma Community Center, Del Paso Heights Library, and the Center for Sacramento History.

Youth, Parks & Community Enrichment (YPCE)
Fleet Acquisitions MYOP 702 - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.
3 of the 10 vehicles have been purchased.

Fiscal and Management Services Operations 1,425 9.00 9.00 Provide resource development and capi tal grant management, lease management,
and utility management for YPCE as well
as Golf Administration, human resources
support, and support to Parks and
Recreation Commission, Land/Henschel
Commission and Gifts to Share, Inc. in
addition to broad
administrative/fiscal/special
projects/customer service support. Also
includes oversight of department web
pages and social media.

All positions are filled and services are implemented.

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

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

Historic City Cemetery Operations 407 3.00 3.00 Provide grounds maintenance services, burial services, and volunteer coordination
while preserving the historical integrity of
the Cemetery.

All positions are filled and services are implemented.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Older Adult Services Operations 2,022 29.03 22.39 Management of the Hart Senior Center located at 27th & J Streets, serving seniors
from throughout the City; Triple R Program
which provides daycare to people with
Alzheimer's disease and respite to the
family members, including those who use
the daycare to people with Alzheimer's
disease and respite to the family members,
including those who use the so they can go
to a job; 50+ Wellness Program, Caring
Neighborhoods Program, Information and
Assistance Program to link seniors to
needed services, Neighborhoods Program,
Information and Assistance Program to link
seniors to needed services,
TechConnections to support seniors use of
technology, and numerous recreational and
lifelong learning offerings. Manage and
provide services offered through the Ethel
McLeod Hart Trust Fund.

The Ethel MacLeod Hart Senior Center has expanded hours which allows for additional recreation programming and restored social service assistance to seniors throughout the community. In-person service is slowly resuming at Hart Senior Center and Triple-R programs have returned to in-person modified services as public health conditions permit; virtual programming and assistance by telephone continue to be offered as well. The Ethel MacLeod Hart Senior Center is open 8am-5pm Monday-Friday providing a variety of leisure enrichment opportunities including, but not limited to, computer classes, exercise programs, social programs and poetry and life story writing classes. The Triple-R Adult Day Program is operating in three locations throughout the city and has both half day (9am-2pm) and full day (8am-5pm) options for respite for caregivers caring for someone with dementia. Virtual programming is still being offered to the public through the Hart Senior Center and the Triple- R program in addition to in-person offerings.

Park Operations Administration Operations 13,350 135.80 111.80 Provide park maintenance services including increased frequency of mowing
(from 14 to 7 days), restroom cleaning (2
times per day), trash pickup, weeding,
debris removal, and site inspections. Park
Maintenance also strives for lower
response times for irrigation.

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

Permitting and Events Operations 926 7.74 6.47 Manage and support Special Events throughout the City of Sacramento. Some of
the services the Division offers are: permits
approximately 1,000 events annually in
parks and the public right of way (streets,
sidewalks and alleys); services
approximately 110 council member events
annually by providing equipment (stages,
tables, chairs, fencing, audio, etc.),
supplying recreation activities at the
events, staffing and overall coordination of
the event details; and supports Parking
Services with posting No Parking signs for
non-metered parking reservations.

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

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

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

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

Community Investment Subtotal 26,640 184.57 152.66 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Response
City Attorney
City Attorney Department Operations 255 - - Increase staffing to address legal m andates related to the release of police videos and
documents.

Program objectives implemented and position filled.

Community Development
Animal Care Administration Operations 967 13.00 12.00 Provide support services to the animal shelter operations and field enforcement
that are mandated by City Code. This
includes rabies control through pet
licensing.

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

Animal Care/Shelter Operations 3,760 34.00 27.00 Provide general care, veterinary care, including practicing herd health of shelter
population, spay and neuter surgeries,
specialty surgeries, cleaning, feeding, and
medicating of stray animals, assists the
public with lost and found services and
redemptions, conducts on-site shelter
adoptions, performs incoming processing of
animals, performs euthanasia, prepares
specimens for testing.

The Animal Care/Shelter includes shelter staff and veterinarian staff. We are currently recruiting for four Animal Care Technicians, Veterinarians and a Registered Veterinarian Technician. Due to a shortage of veterinarians nationwide, we are struggling to get anyone to apply to the two current veterinarian vacancies. We are seeing an increase in shelter intake, lack of veterinarians to perform surgery and pr ovide shelter medicine is impacting the ability to provide adequate shelter medicine to shelter and animals housed in foster care. The veterinarian staff is the most impacted as they struggle to provide veterinarian care to the 175 plus animals housed at the shelter and the 400 plus animals housed in foster homes.

Fleet Acquisitions MYOP 35 - - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.

Vehicle has not been ordered.

Neighborhood Code Compliance Operations 3,172 39.00 30.00 Protect the health, safety and welfare of residents and community by ensuring
preservation, maintenance, livability, and
safety within the community. Responds to
complaints of blighted, unsanitary, and
unsafe conditions on private property, noise
complaints, business compliance and other
community needs. Conduct abatements for
removal of junk and debris, inoperable
vehicles, pest infestation, overgrown
vegetation, graffiti, and other hazards within
the city.

Neighborhood Code Compliance (NCC) is curr ently managing an average of 3,000 active cases in response to community complaints and the need to maintain the habitability and safety in neighborhoods and business districts throughout the city. A large component involved in the investigation of these complaints includes both an educational and enforcement model with the goal of attaining voluntary compliance in a short amount of time.

NCC frequently receives complaints of public nuisances, illegal operations and various violations that occur at night and on weekends. Recently staffing was added on nights and weekends to address these needs and provide a faster response. NCC recently added an integration app to address vacant lots that increased vacant lot compliance from 1200 to 4000 lots annually significantly reducing the number of vegetation fires. NCC towed and destroyed over 325 abandoned RV'S and trailers in the last 12 months.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Response
Office of Community Outreach Operations 3,459 24.00 13.00 Responsible for responding to calls for service by deploying teams of social
workers and outreach specialists who will
use evidence based practices such as
cultural competency, motivational
interviewing, and strengths-based
approaches that are not typically found
within traditional emergency response
models
Hired 9 FTE NRCs, 1 Admin Analyst, 2 Prog Specialists and 1 Prog Mgr. NRC Teams are providing response to calls for service via 311 related to homelessness citywide five days a week averaging over 1,400 responses a month. Teams also responding and supporting motel voucher program and safe ground locations with case management, housing coordination and supports. In addition, teams also respond to requests form council members, PBID's, city departments and provide outreach and service response for Department of Utilities, Police Department, Code Enforcement, Parks.

Community Outreach MYOP 9,177 - - Support community based organizations and the community by making providing
citywide outreach, support service
programs and collaborative models that
ensure access to services citywide.

Contracts include; Hope Cooperative Outreach and Response - Hope Cooperative teams respond in partnership with DCR staff; Outreach & Engagement Center - Provides respite for up to 50 individuals daily; Forensiclean - Citywide cleanup services to mitigate the effects of trash as a result of encampments; Public Works Homeless Mitigation - working in partnership with the City's Public Works Department to provide additional cleanup and trash dumping services; Security - Security is stationed at all DCR operated sites, Security officers are trauma informed and trained to work with individuals experiencing homelessness.

Office of the Director Operations 1,136 8.00 7.00 Responsible for the strategic planning, fiscal, human resources, and administrative
management of the Department.

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

Information Technology
Sacramento City 311 Operations 325 - - Expand 311 services to provide additional staffing during peak hours to improve
response time.

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

Mayor/Council
Office of Public Safety Accountability Operations 943 5.00 4.00 Improve the relationship bet ween the City's public safety departments and the
community they protect and serve. Promote
trust, excellence, transparency, and
accountability through independent and
impartial oversight of complaints related to
public safety employee misconduct.

The Office of Public Safety Accountability continues its efforts in the improvement of policing and better serving the interests of the public. The goals and objectives of the office involves creating meaningful opportunities for the community to influence decisions that impact them, incorporating innovative and progressive ideas to resolve issues, explaining challenges and limitations, and ensuring outcomes meet goals while remaining inclusive and accessible.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
Illegal Dumping MYOP 970 - - To expand illegal dumping services as well as cover ongoing program demands.

RSW collected and disposed of 845 tons of Illegally dumped material in the first quarter of FY22/23.

Under Proposition 218 restrictions, ratepayer revenue cannot be used to fund citywide illegal dumping. To remain compliant with Proposition 218, it is recommended that Illegal Dumping operational expenses continue to be allocated to this MYOP.

Community Response Subtotal 24,201 123.00 93.00 Homelessness
Community Response
Homeless Housing Initiatives MYOP 10,418 - - Fund direct programs and services responsible for moving individuals and
families into more stable environments,
addressing barriers, and moving people
from homelessness to housing.

DCR funds and oversees various projects throughout the City serving the community both with shelter and supportive services. These projects include the Miller Park Safegrounds, the Outreach and Engagement Center on Auburn Blvd, the Women and Family Sheltering program, the City Motel Program support services, and security services for our Sheltering Programs.

Office of Homeless Services Operations 846 6.00 5.00 Respond to homelessness, which includes coordinating with various federal, state,
local, nonprofit, and faith-based entities to
end homelessness and administering
millions in contracts to fund emergency
shelter, wraparound services, and housing
projects.

The Office of Homeless Services added a new Program Specialist and Administrative Analyst position during the FY22 midyear process. The Program Specialist position was filled in June of 2022 and the Administrative Analyst position will be filled before the end of the year.

Homeless Services oversees Congregate and N on-Congregate Sheltering, Non-Sheltering, and Whole Person Care programs. In August 2021, the Mayor and City Council approved a Comprehensive Siting Plan that listed 20 sites that could provide space for various types of shelters for people experiencing homelessness. Homeless Services staff have been working to evaluate each site and develop a plan to open the most viable sites. Lastly, Homeless Services is working on the continual improvement of the Motel Voucher Program (MVP), which to date, provides much needed safety, structure, and non-congregate shelter to the most vulnerable individuals and families experiencing homelessness in our community.

Homeless Services recently submitted their first two reimbursement packages to FEMA to secure reimbursement for participants of the MVP who are classified as at risk for complications should they contract COVID.

Additionally, DCR is preparing RFP’s for a Voluntary Storage Program and a Trash Cleanup Program.

Homelessness Subtotal 11,264 6.00 5.00 Inclusive Economic Development
City Manager
Community Engagement Operations 1,393 8.00 6.00 Manage public engagement and outreach activities related to community and
economic development initiatives, projects,
and programs.

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

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Investment Operations 1,192 7.00 6.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.

ARPA Implementation: Agreements with 11 PBIDs for clean and safe activities; launched the City of Festivals Grant Program and awarded 28 grants in round 1, development of Al Fresco grant program and launched local gift card program infusing over $200k into the local economy. Other Grant Implementation: entered into $2M grant from the State for the Tree Nursery project with Planting Justice, facilitated the $450,000 state grant for the Alchemist project, HUD Choice Neighborhood Grant project facilitation in the River District including Matsui Access and River District Park. Aggie Square: OIED is working with UCD, Wexford in developing a Workforce Development Strategy to ensure strong connections between the community and opportunities at Aggie Square and UCD. Construction is 20% complete and implementation of the Community Benefits Partnership Agreement is ongoing. Manage two loan programs, Brownfields Revolving Loan Program and Innovation and Growth Forgivable Loan Program, to support these attraction and retention efforts.

Economic Development Operations 1,355 8.00 6.00 Accelerate the City’s role to attract, retain, and scale new and existing businesses in
Sacramento.

ARPA Implementation: Agreements with the Sacramento Inclusive Economic Development Collaborative, California Black Chamber of Commerce, Center for Workers’ Rights, Sacramento Food Bank and Family Services to support Sacramento’s small businesses, residents and community based organizations; development and approval of the Workforce Development and Childcare Funding frameworks; fac ilitation of the solicitation process for the $1M of food justice funding. ScaleUp Sacramento: An Inclusive Economic Development Action plan was adopted in early 2021, OIED staff are working on various implementation initiatives including CMC, Aggie Square and gathering additional skills data to align the workforce with current and future industry opportunities. Small Business Support: In early 2021, OIED wrapped up the first cohort of Economic Gardening. Despite the Pandemic, the six participating businesses all had steady or increased revenues and profits, and they have added 18 jobs which are a combination of full-time, part-time, and student fellows. The second cohort expanded to 10 businesses and will wrap up in late 2022 when the third cohort will launch. Business Retention and Attraction: Recruitment of businesses that support Sacramento’s inclusive economic development goals and align with ScaleUp Sacramento.

Economic Development
Administration
Operations 901 4.00 4.00 Administration in support of all Office of Innovation and Economic Development
admin operations.

The Administration unit is fully staffed and has been critical to implementing priority inclusive economic development projects and programs on behalf of the City. These positions have been instrumental the Office of Innovation and Economic Development manages and implements various component of the City's American Rescue Plan Act (ARPA) Framework and Funding Priorities.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Railyards & Riverfront Operations 510 3.00 2.00 Lead the City in public-private partnerships that cultivate new activity and investment in
the Riverfront and Railyards areas.

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

Riverfront - Progress continues on the Destination Sacramento Program. Funded from ARPA, a retrofit program for the streetlights has been designed and will be implemented within Q1 2023. Additional investments in lighting, security, and public space enhancements will result in an improved consumer experience. Assisting the Old Sacramento Waterfront with recovery from the Covid-19 pandemic. Facilitating stakeholder outreach and engagement as well as investment and activations along the riverfront, including actively pursuing grant funding for project implementation.

Thousand Strong MYOP 750 - - Work with a network of community based organizations to boost Sacramento’s
economic prosperity by working with local
businesses to create a pool of skilled,
experienced young talent.

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

Citywide & Community Support
Community Programs Operations 1,006 - - Community Programs include financial support for special events and operations
by Visit Sacramento, Downtown
Sacramento Partnership (DSP), H Street
Theater and the annual New Years Eve
fireworks show.

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

Funding also went to activations throughout Old Sacramento to encourage people to visit the district.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Human Resources
Office of Diversity and Equity Operations 474 3.00 3.00 Implement the Race and Gender Equity Action Plan (RGEAP) 2020-2025 and
citywide racial equity initiative.

Progress is ongoing on the RGEAP implementation. Implementation steps aligned with GARE's National Best Practice on Racial Equity of Normalize, Organize, and Operationalize.

In 2022, the Office of Diversity & Equity continues to guide and support department equity teams in establishing outcome action priorities and performance measure in preparation for updating and reporting on city wide Race & Gender Equity Action Plan (RGEAP) in 2023.

The Office of Diversity in direct collaboration with the City Auditor developed and co- presented the following citywide reports on workforce diversity and salary trends, climate, and hires, and separations to inform the direction of resources and efforts to implement the RGEAP.

The Office of Diversity in direct collaboration with HR Organization Development implemented the third year of the Equity Inclusion Leadership Series (EILS) training and capacity building on DEIB/Racial Equity. This year added two trainings components: 1) racial equity and the role of government and 2) gender and sexuality awareness training.

The Office of Diversity & Equity expanded with establishing and hiring two full time equity analyst positions to support the internal citywide RGEAP and the external emerging work of the Racial Equity Committee and the scope of work of the Sacramento Centered on Racial Equity (SCORE) Initiative.

Inclusive Economic Development
Subtotal 7,582 33.00 27.00 Library
Citywide & Community Support
Library JPA Operations 14,272 - - Provide library services and programs for 11 City branches, plus the Central Library.

Ongoing library services are being maintained.

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

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

Library Subtotal 14,672 - - Miscellaneous
Citywide & Community Support
Citywide IT Maintenance and Support Operations 290 - - Measure U portion of City wide IT Maintenance costs
Funding has been allocated. Fund will be used throughout the fiscal year.

Employee Development Operations 1,197 - - Measure U portion of Citywide Employee Development costs
Funding has been allocated. Fund will be used throughout the fiscal year.

Gen Insurance/Termination Operations 2,641 - - Measure U portion of Citywide Gen Insurance/Termination costs
Funding has been allocated. Fund will be used throughout the fiscal year.

Retired/Transfer Employee Benefits Operations 1,172 - - Measure U portion of Citywi de Retired/Transfer Employee Benefits costs
Funding has been allocated. Fund will be used throughout the fiscal year.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Development
Commission Stipends MYOP 4 - - Measure U portion to cover the commission's basic costs.

Funding has been allocated. Fund will be used throughout the fiscal year.

Information Technology
Digital Equity MYOP 200 - - The Digital Equity Response program 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 for
Sacramento residents to connect to
essential community, education, medical,
and government services by leveraging City
and private funding sources.

This program continues to provide critical tools, economic relief, and much needed digital resources to Sacramento’s residents who have been impacted by the COVID-19 pandemic.

IT Regional Support Operations 35 - - Provide funding for IT staff due to the reduction of reimbursement from Students
Today Achieving Results for Tomorrow
(START).

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

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

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

Mayor/Council
Commission Stipends MYOP 5 - - Measure U portion to cover the commission's basic costs.

Funding has been allocated. Fund will be used throughout the fiscal year.

YPCE
Commission Stipends MYOP 16 - - Measure U portion to cover the commission's basic costs.

Funding has been allocated. Fund will be used throughout the fiscal year.

Miscellaneous Subtotal 5,598 - - Public Safety- Community Development
Community Development
Animal Enforcement/Field Services Operations 1,508 14.00 11.00 Enforce state law and City ordinance s regarding animal control and rabies
prevention.

The Field Services Section is currently recruiting for one Animal Control Officer. Interviews have been conducted and we are waiting for the applicant to pass their background. The Field Services Section receives over 18,000 calls for service per year. We currently have over 600 calls pending for service. When fully staffed, officers are still unable to respond to every call for service. Priority emergency calls get handled first, including sick and injured animals, animal abuse, law enforcement and fire requests. Many non-emergency calls such as deceased animals, welfare checks, tethered anima ls, poultry calls can take officers up to a week or more to respond. We do not respond to stray healthy loose animals.

Public Safety- Fire
Fire Department
Diversity/Outreach Recruitment Operations 3,517 18.00 7.00 Add and fund Diversity/Outreach/ Recruitment division in the Fire Department
to provide programing to youth and young
adults to obtain an understanding/
experience in the Fire Service.

The Diversity/Outreach/Recruitment is established program in the Fire Department, attending multiple recruitment events, started a non-affiliated academy and sponsored nine recruits to obtain their Firefighter I certificate, held a Area Girls Camp and started a Youth academy for 2022-2023. Staff are working diligently on the EMS Intern program and getting it ready for interns to join the program.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fire Suppression Operations 6,369 - - Ensure fire personnel are consistently available to respond to emergencies in an
effective time period.

Fire personnel are consistently providing daily service to our community.

Public Safety- Police
Police Department
Hiring Pipeline Operations 5,729 63.50 40.50 Recruit young adults from the Criminal Justice Magnet Academy, Police Cadet
Program, local junior colleges, and
universities into law enforcement careers
The Sacramento Police Department continues to actively recruit and hire diverse applicants to pipeline positions. There will always be vacancies as many of these hires promote into other classifications within the Department and/or City.

Public Safety- YPCE
YPCE
Fleet Acquisitions MYOP 70 - - Acquisition of vehicles needed to complete Vehi cle has been purchased.

Park Safety Services Operations 1,542 13.00 12.00 Provide park guests and park neighbors with a safe and trouble-free environment
through "Service, Safety, and Preservation."
Address hazards in the City park system
and mitigate public safety issues prior to the
need for police services. Provide customer
service and enforcement of city ordinances
in city parks and parkways. Provide faster
response time, increased homeless camp
clean-ups, and higher frequency in park
patrol/safety presence.

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

Public Safety Subtotal 18,734 108.50 70.50 Youth
City Manager
Economic Development and Youth
Priorities
MYOP 300 - - Community-based nonprofit organizations fill essential social service gaps for many of
our most vulnerable and marginalized
communities – providing programs and
services that are even more critical in times
of crisis and as our communities recover
from the global pandemic.

The newly branded Youth-Serving Organizational Resiliency Fund Request for Application was released on November 14, 2022 and will close on December 19, 2022. The grant period will run March 2023 – March 2025. The Resiliency Fund includes two mutually supportive components: general operating support grants, and capacity building services. Customized capacity building services will be provided to grantees in addition to general operating support grants and will be designed to support grantees with addressing the organizational development areas that they prioritize through a supported, yet grantee-led process.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Citywide & Community Support
Fare Free Transit MYOP 1,000 - - Provide fare-free transportation for Sacramento's youth in grades K-12 who live
or attend school within the City
The program offers fare-free transit for youth and students on the entire Sacramento Regional Transit (SacRT) network starting on October 1, 2019. On September 21, 2021, under Motion 2021-0226, City Council approved the execution of an agreement with SacRT to extend services through June 2022, the 3rd consecutive year of fare-free transportation for Sacramento youth. On June 21, 2022, under motion 2022-0198, City Council authorized the execution of an agreement with SacRT for the next three fiscal years at $1,000,000 annually.

Powerhouse Science Center MYOP 600 - - Annual contribution of funds for the supp ort of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.

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

Convention & Cultural Services
August 2022 – December 2022: Designed and released #SacTownYouthNights request for proposals, recruited lead agency to support administration, designed selection process, launched grant program. In partnership with the lead agency, OYD is currently overseeing grant management functions across the grant period including monitoring and evaluation, and grantee capacity building and technical assistance. This grant program provides $1.3 million in funding for 27 youth-serving CBOs to plan and host twice-monthly drop-in events that are youth led, adult supported and designed for youth ages 12-24.

November 2022 – March 2025: Designed and released the Resiliency Fund grant program.

The $600,000 Resiliency Fund grant program includes both general operating support grants and a suite of capacity building opportunities to increase organizational resiliency. The purpose of this program is to support eligible nonprofits who are providing direct services to Sacramento children and youth with flexible funding and tailored capacity building support.

The grant period will run a minimum of 18 months beginning in spring 2023.OYD is currently planning, designing and coordinating the associated grantmaking processes including grant panel seating/ review/ selections, information sessions and technical assistance, as well as designing an RFQ to identify Technical Assistance partners to support selected grantees with individual and cohort-based capacity building coaching and activities.

Summer 2022: #SacYouthWorks – designed and administered scaled and enhanced summer #SYW program cycle serving over 700 high-school aged youth through a network of more than 30 community-based partner organizations. Enhancements included additional funding to support #SYW partners with planning and hosting a series of youth-oriented events in priority neighborhoods; a new component connecting youth participants to career exploration and exposure to high-demand jobs; and a track specifically focused on youth mental health. Each youth participant earned a stipend of up to $500 for completing a minimum of 40 program hours.
#SacYouthWorksFutures Program - applied and was selected for $1M grant from the Board of State and Community Corrections (BSCC) and the Proposition 64 Public Health & Safety Grant. Currently managing this project designed as a specialized #SYW track that integrates underage marijuana and substance use prevention education with work-based learning to respond to youth and community needs emerging from the legalization of adult use marijuana. This project will support two program cycles per year across three years, serving a total of 600 vulnerable Sacramento youth in creating pathways to healthy futures and college and/or career
Office of Youth Development Operations 831 6.00 6.00 The Office of Youth Development (OYD) i s charged with refining, developing, and
promoting the City’s overall strategic vision
to achieve citywide youth development
goals in accord with the Youth Plan.

Currently, this is primarily achieved through
grantmaking.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at
Fairytale Town.

Fairytale Town has reopened their box office for walk up visitors, but are also allowing admittance through an online reservation system. After breaking ground on a new story center and amphitheater, Fairytale Town experienced just over 200,000 visitors in the previous fiscal year with some closures due to COVID-19.

Powerhouse Science Center Operations 129 - - Annual contribution of funds for th e support of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.

The new Museum of Science and Curiosity (MOSAC) completed construction of their new facility at Jiboom Street and had its grand opening November 13, 2021. Although COVID closures and relocation slowed attendance in previous years at MOSAC, since reopening in November 2021 attendance is above 150,000 people to date including both adult and youth attendees.

Sacramento Zoo Operations 215 2.00 2.00 Provide operational funding support for programs, staffing, services and supplies at
the Sacramento Zoo per agreement C1997-
0021.

The Zoo has adjusted to COVID-19 restrictions and been open to the public as much as possible. The Zoo transitioned to touchless online advance ticket sales and enhanced all cleaning and safety protocols to minimize congestion and maintain a safe family environment for the Sacramento community. Two new Cheetahs residents and a temporary Dinosaur exhibit are among the more popular additions with the guests. the “Behind-The-Scenes Tour” program, continues to grow in popularity and Zoo Summer Camp is back in full swing for the summer.

Information Technology
Office of CIO (IT Internship) Operations 120 - - Provide a cost-effective altern ative to augmenting full-time staff and provides
students with actual work experience and
assess their interest and abilities.

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

Police Department
Gang Prevention and Intervention MYOP 1,412 - - The Gang Prevention and Interventio n Taskforce (GPIT) is a program comprised of
stakeholders representing a broad range of
sectors including service providers, health
care providers, school administrators, faith
leaders, law enforcement personnel, and
elected officials. The purpose of the GPIT
program is to encourage cross-
collaboration and align all entities under a
unified violence prevention framework.

The GPIT FY 22/23 is currently in progress and doing well. All six grantees are all collaboratively working together on a daily basis.

Family and Youth Investments MYOP 1,300 - - This program, known as #SacTownYouthNights, aims to support
youth-serving community-based
organizations in Sacramento with funding to
host bi-monthly drop-in events for youth in
priority neighborhoods on weekend
evenings from September – December
2022. Events are intended to be youth-led,
adult-supported, and in-person, a minimum
of three hours’ long, and designed for 30-50
or more youth, ages 12 – 24. This grant
program advances OYD’s goal to increase
spaces that support belonging, promote
community, and connect youth to trusted
adult mentors.
#SacTownYouthNights is about to enter its fourth and final month of weekend, drop-in, evening events for youth. So far in the months of September and October 2022, it has reached 5,927 youth through over 100 events across the City's Priority Neighborhoods. By the end of October, #SacTownYouthNights was meeting or exceeding its attendance goals across the priority communities of Oak Park, Del Paso Heights, and Meadowview/Valley Hi.

As a result, in multiple locations across the city on Friday and Saturday evenings, young people have enjoyed safe spaces to engage in a variety of activities that are positive, productive, and fun, including recreation and sports , skill-building, career exploration, arts and culture, games, dances and more.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Violence Prevention Operations 288 2.00 2.00 Responsible for the City’s response to gang and gun violence which includes
administering a gang prevention and
intervention grant program and overseeing
the implementation of other evidence-based
violence prevention activities.

The office is overseeing six GPIT grantees, two BSCC grants and two ARPA grants. The office is continuing to work and build relationships with community based organizations, law enforcement, business owners and community overall.

YPCE
Access Leisure Operations 645 10.03 9.03 Provide enhanced life experiences to people with physical, developmental, and
intellectual disabilities through accessible
recreation programs and services. Provide
additional opportunities for people with
physical disabilities. Additionally, the
Access Leisure team collaborates with
Community Center staff on a new inclusive
modification request process for all YPCE
programs. Access Leisure staff provides
youth program observations and
departmentwide trainings.

Since the beginning of the pandemic, our target population has been virtually engaged to ensure that our community continues to be safe, healthy, and united during this challenging time. In-person programs and services are continuing to increase as COVID-19 prevention measures are more readily available and implemented. Virtual programming continues as a option for participants that are unable to join in-person. Access Leisure is now back to full time in-person programming, offering weekly social, recreational and adaptive sports at several Community Centers, River Cats Independence Field, Sacramento City and County bike trails and City Parks, including our monthly Play Dates at Southside Parks accessible playground. Access Leisure has launched a brand new free program for teens with disabilities (ages 13-22). “The Hang Out” is a goal-oriented after school program taking place from 4-6pm every Monday at the Belle Cooledge Community Center. Plans are in motion to expand this opportunity to several other Community Centers and proceed with the Vendorization process with the California Regional Center for future funding for more teen program opportunities and camps. We are partnering with the California Fish and Game to help launch a new fishing program with local Veterans from our VA.

Aquatics Operations 5,534 88.30 53.95 Provide a safe environment for youth and adults to enjoy a variety of recreational
swimming and aquatic programming at
several pools throughout the city. The
Aquatics program contributes to public
safety and drowning prevention.

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

All City Pools were opened in the FY22/23 summer season. Programs included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. The Aquatics section opened the newly constructed North Natomas Community Center and Aquatics Complex in the Spring of 2022. Additionally, Spring and Fall extended seasons are now offered at Clunie Pool, and the North Natomas Aquatic Complex operates ten months per year.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Camp Sacramento Operations 760 16.62 5.94 Camp Sacramento is a family camp and conference center serving residents of the
Sacramento Valley and beyond since 1920.

The Camp offers the following programs:

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

In the summer of FY22/23, Camp Sacramento offered and returned to its traditional camp offering. In response to damage from the Caldor Fire to the septic system, some modifications to operations were necessary.

Community Centers Operations 9,747 144.51 92.75 The City of Sacramento has 17 Community Center and Clubhouses located throughout
the city. Each center offers programs that
cater to the needs of their community. With
a focus on health and fitness, sports, youth
programs such as after school and summer
camps; Friday Night Hot Spots as well as a
variety of Active Adult and Senior programs.

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

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

Community Centers are open to the public for drop in and registered programs and services with expanded hours. In-person programming including Kids Camp, Rec Express, Teen Scene and Hot Spots Remix at 8 community centers citywide. Centers have also created preschool recreation programs at Coloma and Hagginwood. Additionally, Community Centers regularly host Drive Thru Events at 7 community centers, providing giveaways and resources to thousands of youth and families. Community Centers continue to support emergency response efforts including hosting and staffing warming centers, cooling centers, clean air shelters, vaccine clinics and meal distribution. Older Adult programs are available daily at all locations. Wellness Rooms are open at several centers and Leisure Enrichment programs and rentals have resumed pending staff availability. The Reservations office continues to support long term sports field permits and park rentals.

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Recreation Services Operations 260 4.30 2.15 Community Recreation includes several youth and adult contract classes and Adult
Sports program. The City of Sacramento
Adult Sports Sections is committed to
providing excellence in healthy and fun
leisure activities in the greater Sacramento
area. Current Programming Includes: Adult
Softball Leagues: Men's women's co-ed,
and senior leagues at both the complex and
Tahoe and Roosevelt park. Three leagues
are held per year during Spring, Summer
and Fall. Current Programming Includes:

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

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

Recreation Administration Operations 1,609 9.00 9.00 Conduct the administration of operating grant and budget management functions for
divisions offering services and programs for
the community. City-wide licensing
management for audio and visual use. Also
includes budget for department-wide
recreational needs and management of
Department website and social media.

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

Youth Employment Operations 2,749 60.02 23.59 Empower young people with knowledge and resources supporting their opportunity
to gain the basic fundamental skills needed
when seeking employment or being civically
engaged. The participants learn a variety of
skills and techniques that are practiced
within a safe and supportive environment
assisting in successfully navigating school,
work, community, life's choices, and day-to-
day challenges. Early adult outcomes
include education, economic self-
sufficiency, health family, social
relationships and youth advocacy as well as
positive contributions to the community.

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

FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Enrichment Operations 573 13.60 10.85 Provide youth development supports and opportunities through sports to teach
lifelong lessons and skills. Programs and
activities focus on participation,
sportsmanship, basic game rules,
fundamentals and skill development in a
variety of sport activities. The daily
management of the 28th & B Skate and
Urban Art Park along with SK8
Camps/Clinics are within the operations of
the unit.

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

Youth Expanded Learning Operations 385 11.24 3. 66 Support middle school ASES program at Sam Brannan, providing students with a
safe and education enrichment program to
attend afterschool. This also supports
Summer Oasis and Kids Camp. These
summer programs provide children with fun
activities, science projects, social/emotional
learning and interactive games.

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

Youth Sports Field Permit Program MYOP 200 - - Scholarship funding for field usa ge. YPCE will coordinate scholarships for thos e leagues, coaches meeting certain criteria are eligible for scholarships to assist with equity in filed usage and rentals.

Youth Subtotal 28,671 367.62 220.92 Measure U Programming Total $ 145,364 863.64 603.08