City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00091 3/7/2023 Consent Item 23.
Second Quarter Financial Report - Fiscal Year (FY) 2022/23 File ID: 2023-00091
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-Second 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 second quarter of FY2022/23 (Attachment 1).
Policy Considerations: The quarterly financial reporting to the City 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
File ID: 2023-00091 3/7/2023 Consent Item 23.
CEQA (CEQA Guidelines 15060(c)(3)). CEQA review for any project, which utilizes funds allocated in this report, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.
Sustainability: Not applicable.
Commission/Committee Action: 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 12/31/2022
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 Funds2 - $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
$596.4 Million
Charter: City Attorney, Auditor, Clerk, Manager, and Treasurer Operations: Community Development , Community Response, Convention and Cultural Services , Public Works, Utilities, and Youth, Parks & Community Enrichment
Support: Finance, Human Resources, and Information Technology Citywide: Debt, Property Taxes, and Insurance
General Fund Financial Condition
The follo wing chart reflects the Approved Budget and
actual expenditures for all activities in the General Fund (e.g., department operations, debt service, capital
projects) through December 31, 2022.
4 Other Governmental Funds - activities associated with specific revenues and/or reimbursements that are restricted to expenditures for specific purposes, e.g., Gas Tax Fund, Operating Grant Fund, Library Parcel Tax Fund.
Budget
YTD
Actuals Percent
Balance, Beginning of FY2022/23 128 -
Other Sources and Uses (155)
Revenues 607,300 225,471 37%
Expenditures 596,435 350,550 59%
Total General Fund: 10,838 (125,079)
GENERAL FUND ($ in '000s)
Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2022
2 The FY202 2/23 Approved Budget was developed in
early April 202 2 based on a cautiously optimistic
recovery from the financial challenges caused by the
COVID-19 pandemic (pandemic). The Approved
Budget reflects prudent investments in staffing and
programs to adapt to community needs and support City
Council initiatives. On Septe mber 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 . Council’s resolve to set aside prior year fund balance has helped to ensure core
services remained intact. However, with contractual
growth of labor expenses, inflation reaching record high rates and discussions of the possibility of a recession, new challenges may arise. It is crucial that the City identify opportunities to provide long-term stability to our budgetary framework.
In consideration of the impact and strain that the
pandemic has had on the residents and the local
economy, t he projection and information presented in
the following sections show a faster recovery than
previously anticipated. However, as the City continues its economic recovery, opportunties from Federal and
State relief funding may no longer be available to
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 $ 1.1 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. Anticipated increases in development-related revenues significatly reduced the
net deficit from the prior quarter. The Dep artment will continue monitoring and evaluating expenditures for
opportunities to reduce costs to address shortfalls.
Department Revenues
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Revenue
Projected
Year-End
Variance
City Attorney 52 97 45
City Clerk 42 30 (12) 1 City Manager 3,612 3,612 -
City Treasurer 4,630 5,300 670
Community Development 31,653 29,223 (2,430) 1 Convention and Cultural Services 728 1,247 519 2 Finance 747 950 203
Fire 41,746 44,575 2,829
Information Technology 400 400 -
Police 11,111 11,111 -
Public Works 19,052 22,373 3,321
Youth, Parks & Community Enrichment 2,360 4,176 1,816 Total: 116,132 123,093 6,960
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 9,039 113
City Auditor 1,101 1,073 28
City Clerk 2,827 2,493 334
City Manager 4,979 4,754 225
City Treasurer 1,675 1,675 -
Community Development 34,386 30,996 3,390 Convention and Cultural Services 1,006 1,525 (519) 1 Finance 8,825 8,162 662
Fire 168,364 172,374 (4,010) 1
Human Resources 4,728 4,728 -
Information Technology 17,198 16,948 250 Police 209,005 211,041 (2,036)
Public Works 21,764 20,192 1,572
Youth, Parks & Community Enrichment 1,513 1,664 (150) 1 Subtotal General Fund: 493,478 493,619 (141) 1 Expenditure overage will be entirely or partially offset by revenue surplus.
GENERAL FUND DEPARTMENT EXPENDITURES
Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2022
3 Police. The projected net deficit of $2 million 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 closely monitor expenditures for
opportunities to reduce costs.
Departments projecting a significant net surplus
(combined year-end revenue and expenditure variance
over $1 million) have provided the following summary
explanation.
Public Works. The projected net surplus of $4.8 million is partly due to higher than expected on and off-street parking revenues from businessess being fully
operational, resulting in the increase of residents and tourists visting the City . Public Works also has has
higher that expected revenues in the Commercial Waste
Compliance department and several other departments.
The Department has vacancy savings in the Parking
Division and other divsions and is working to fill the
vacancies.
Youth, Parks & Community Enrichment (YPCE). The
projected net surplus of $1. 6 million is mostly due to higher than anticipated revenues. YPCE ’s fee-based
operations are slowly returning back to pre -pandemic
levels.The Department will be working towards
adjusting revenues during the FY2023/24 budget
process to better align with the current programming.
City’s Major Revenue Sources
Top General Fund Revenues ($ 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).
All General Fund revenues are being monitored
and will be reassessed as part of the FY2023/24
budget development process.
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 new 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 FY202 2/23
property taxes was recei ved in December 202 2 and
was approximately 9.2% higher than the same payment
received in FY202 1/22. The increase is the result of
fewer temporary reductions to the Proposition 13 tax roll values, an increase in the number of parcels and an
increase in the value of parcels citywide.
Sales and Use Tax. Sales and Use Taxes make up
approximately 1 8% 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 personal property purc hased
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 was received in late November 2022.
Year-to-date collections are 5.1% higher than the same
period in FY2021/22.
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 servic es,
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 Type
Approved
Budget YTD Actuals
Property Tax 205,293 61,093
Sales and Use Tax 108,467 36,875
Utility User Tax1(UUT) 65,665 27,015
Business Operations Tax1(BOT) 32,115 8,722
Public Safety Sales Tax 6,430 3,047
Transient Occupancy Tax1(TOT) 5,289 1,681
Total General Fund Revenues: 423,259 138,433
Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2022
4 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 safety functions in cities and counties. This tax represents approximately 1% of
General Fund revenue.
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.
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 , are 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 Development, Community Response, Convention and Cultural Services, Public Works, and 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
Key Economic Indicators 12/2021 12/2022
City Unemployment Rate (UR) 5.0% 3.7%
County UR 4.7% 3.5%
State UR 5.8% 4.1%
National UR 3.9% 3.5%
CPI (10/2021-12/2021 vs. 10/2022-12/2022) 6.69% 7.10%
30-Year Fixed Mortgage Rate 3.08% 6.66%
Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2022
5 Measure U Fund Financial Condition
The following chart reflects the A dopted Budget and
actual expenditures for all activities in the Measure U Fund (e.g., department operations, debt service, capital projects) through December 31, 2022.
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
$2 million is due to the current vacancies attributed to both retirements and attrition . With challenges across various industries, such as development, animal care
services, code enforcement and administration, hiring
efforts have been impacted. However, the Department
has been working on their vacancies and have reduced
their vacancy rate from 17% to 14% since the last
quarter, which reduced their projected year -end net
surplus.
Youth, Parks & Community Enrichment
(YPCE). The projected sa vings of $2.5 mi llion
continues to be due to vacancies. However, the recent
storms significantly reduced the net surplus from the
prior quarter. The Department in curred unexpected
expenditures due to contracting out and buying
additional equipment to assist with the cleanup efforts.
Police. The projected savings of $ 2.2 million is due to personnel and service & supplies savings. Recruits who
are in the hiring pipeline program will either transition to full time positions after graduation or move on to
become police officers.
The status of multi-year projects 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
Drainage Property Fee
Parking
Solid Waste
Storm Drainage
Wastewater
Water
Budget
YTD
Actuals Percent
Balance, Beginning of FY2022/23 4,632 -
Other Sources and Uses 1,244
Revenues 135,769 44,340 33%
Expenditures 145,364 62,995 43%
Total Measure U Fund: (3,719) (18,655) MEASURE U FUND ($ in '000s)
Department Expenditures
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 943 943 -
City Manager 7,024 6,200 824
Community Development 10,990 8,904 2,086 Community Response 5,441 5,441 -
Convention and Cultural Services 4,522 4,003 519 Fire 3,517 3,228 289
Youth, Parks & Community Enrichment 42,195 39,653 2,542 Police 6,017 3,781 2,236
Subtotal Measure U Fund: 80,650 72,153 8,496
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 -
Drainage Property Fee 20,250 19,264 (986) Parking 13,766 15,608 1,843
Solid Waste 86,170 86,857 688
Storm Drainage 39,319 39,729 410
Wastewater 43,545 43,598 53
Water 136,092 145,683 9,590
Total Enterprise Funds: 373,458 385,055 11,597 Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Community Center 38,983 38,983 -
Drainage Property Fee 3,647 3,647 - Parking 16,155 17,659 (1,504) 1 Solid Waste 76,214 72,461 3,753
Storm Drainage 36,249 35,959 290
Wastewater 35,208 34,917 292
Water 117,662 117,843 (180) 1
Total Enterprise Funds: 324,119 321,469 2,650 1 Expenditure shortfalls will be offset by revenue surplus.
ENTERPRISE FUND EXPENDITURES ($ in '000s)
ENTERPRISE FUND REVENUES ($ in '000s)
Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2022
6 Funds 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.
Drainage Property Fund. The Drainage Property Fund
is a new Fund for FY2022/23. The projected net deficit of $ 0.9 million in revenues is due to 894 service
accounts being exempt from the rate . In addition, there are approximately 10,000 service accounts that require
further review and those accounts could be adjusted to
exempt status or reduced to vacant parcel status. The
Department is reviewing these service accounts and will make necessary adjustments to the FY2023/24 budget.
The following Funds are projecting net surplus and have provided the following summary explanations.
Solid Waste Fund. The projected net surplus of $ 4.4
million is due to service and supplies savings from
disposal fees. Once recycling negotiations are finalized, the surplus will decrease when disposal cost s go into
effect.
Water Fund. The projected net surplus of $9.4 million is primarily due to the revenues from the Ground Water
Transfer Program that were not included in the adopted
budget.
Exhibit A-1
Multi-Year Projects
(Measure U Fund)
7 Attachment 2
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.
Staff has 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, and 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 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.
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.
Staff will being an opportunity constraints analysis of the 102 acre City-owned site in Meadowview to help inform community and Council discussion on appropriate land uses.
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.
Staff has continued their work 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. and continue to adapt to new State legislation relating to housing streamlining.
Affordable Housing Subtotal 3,143 21.00 19.00 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
).
Staff has continued the Sacramento Poet Laureate program, provide 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.
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
Convention & Cultural Services
Arts Education & Outreach Operations 225 2.00 2.00 Provide access to and engagement in arts learning experience for K-12 students in the
greater Sacramento region. The program
also provides community residencies,
workshops, resources and opportunities for
arts organizations, schools, social service,
and community organizations, teaching
artists, and educators to participate in
educational programming
The Office of Arts & Culture (OAC) has worked with its partners, Friends of Sacramento Arts and the Sacramento County Office of Education (SCOE) to refocus the work of the Sacramento Arts Education Consortium. 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. 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.
No update from the first quarter. Staff has continued their operational duties and 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, security and
utilities for the continued operations of the
museum.
The Crocker Art Museum is providing a full schedule of exhibitions and programs for the residents of and visitors to Sacramento. The museum is open five days a week to the public.
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.
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.
The Office of Arts & Culture has been allocated funding for Cultural Arts Awards grants that 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 8.15 Programs at the Center are ongoing and reopened for research. Demand for the use
of our historic images and rich film collection
remains strong. Our cold storage vault is
complete and we have filled it to capacity. If
we had not had the vault this last summer,
we would have lost some of our collection
due to the temperature extremes we reached
over the summer and Labor Day week .
Additionally a new storage facility is being
prepared at McClellan to house collections
for both History and Crocker. The center is
continuing to work with films that contribute
to the Diversity and Equity efforts in the City.
Staffing hired has increased by 1.15 FTE since the first quarter. Programs at the Center are ongoing and opened for research. As part of our diversity and equity work, staff continue to work on our film series that documents the history of racism in the Sacrament Region. Staff is still partnering with our Preservation Department collecting oral histories of the African American community. Center staff continues to manage the docks and several buildings in Old Sacramento and are still 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 1.00 Promote and develop Sacramento's film industry by making strategic investments to
leverage growth in the region's film sector.
The office provides film permits, location
assistance, grant opportunities, and
ordinance information to those interested in
filming in the city.
Sacramento Film + Media has 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. 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.
Arts/Creative Edge Subtotal 4,229 17.95 16.15 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.
Continued program implementation is underway, including oversight of climate action initiatives. Continued tracking and reporting on the City’s climate action efforts, including a quarterly report to City Council on 12/6/22. Released two requests for proposals to assist with climate-related grant needs, and administration of the forthcoming Climate Equity Pilot.
Successfully hired a Sustainability Analyst to fill a team vacancy.
Supported delivery of critical climate tasks in collaboration with City departments, including adoption of the New Building Electrification Ordinance on 11/29/2022, and adoption of the Alternate Water Systems Ordinance on 12/6/22. Supported implementation of the EV Blueprint Phase 2 implementation effort. Provided assistance for finalization of the draft Vulnerability Assessment and response to comments on the draft Climate Action and Adaptation Plan. Working with the Air District, opened applications for portable air sensors in priority neighborhoods that are supported with City funding. In collaboration with project partners and City housing programs, secured $350,000 from the TECH Quick Start program to support electrification of at least 25 homes in conjunction with home repair and neighborhood stabilization efforts. Engaged with City departments to review sustainability efforts and establish an internal task force for future implementation. Continued convening and facilitation of the internal City Green Team for staff collaboration, engagement, and input on City sustainability efforts
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
Staff continued to pursue special projects and programs to advance the City's sustainability and climate goals.
During the second quarter, staff completed the design of EV charging infrastructure, and continued to support outreach strategies, an equity analysis and dashboard, and advancing e -
bike lending and electric car share with the Sacramento Metropolitan Air Quality Management District and the Sacramento Library.
The program is also being used to pursue Climate Change Adaptation Planning grants from the State of California, which could be used to identify transportation projects that anticipate and prepare for climate change impacts and reduce damage from climate change and severe weather events.
Climate Action Subtotal 631 2.00 2.00 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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. The budget currently is projected to be over budget, however, the Storm Drainage discount hasn't been applied due to a delay in the CC&B implementation of the new fee. The Department is working with Budget staff to handle any adjustments needed.
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.
No change from first quarter. The Museum and its tour programs are still up and running and staff is still working with a consultant to determine its mission and vision and how its programs can be more relevant in the Old Sacramento Historic district.
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.
In the second quarter, several roof repair projects and a concrete repair project were completed. Several other projects are in the design process or have begun construction.
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.
In the second quarter, construction of accessible parking upgrades was completed at 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.
5 of 9 vehicles have been ordered, two more from the first quarter update.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fiscal and Management Services Operations 1,425 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.
No change from first quarter. Staff have continued their operational work in providing support to various departments and project management.
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
Bartle
y Cavanaugh.
No change from first quarter. Staff have continued their operational work in managing and maintaining a good relationship with Golf Lessee's throughout the City.
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.
No change from first quarter. Staff have continued to provided services related to the Cemetery.
Older Adult Services Operations 2,022 29.03 22.86 Management of the Hart Senior Center, serving seniors 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. 50+ Wellness Program, Caring
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 maintained their hours which allows for additional recreation programming and restored social service assistance to seniors throughout the community. virtual programming and assistance by telephone continue to be offered as well.
The Ethel MacLeod Hart Senior Center continues to provide 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 continues to operate at their three locations throughout the city. The FTE hired to date count increased by 0.47 FTE from the first quarter.
Park Operations Administration Operations 13,350 135.80 109.45 Provide park maintenance services includin g 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.
Staff has continues to provide park maintenance services and are still actively recruiting for vacant positions. The FTE hired to date count did decrease by 2.35 FTE from the first quarter.
Permitting and Events Operations 926 7.74 5.47 Manage and support Special Events throughout the City, approximately 1,000
events annually in parks and the public right
of way (streets, sidewalks and alleys);
services approximately 110 council member
events annually, supplying recreation
activities at events, staffing and overall
coordination of event details; and supports
Parking Services with posting No Parking
si
gns for non-metered parking reservations.
Staff have continued to provide support and services for events which will continue to increase as public health conditions improve and guidance is provided to support large gathering and events. The FTE hired to date count did decrease by 1.0 FTE from the first quarter.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 26,640 184.57 149.78 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.
Staff continue to implement program objectives.
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.
Staff continue to provide administrative support to all areas of the shelter, including Field Enforcement, Animal Care and Veterinary Services. The FTE hired to date increased by 1.0 FTE.
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.
We will be interviewing for a Registered Veterinarian Technician on January 25th, 2023. We have an ongoing recruitment for our two Veterinarian vacancies. We have only received two applications, one of which didn't qualify and the other candidate was not offered the position.
Due to a shortage of veterinarians nationwide and our compensation package, we are struggling to get applications. We are seeing an increase in shelter intake and a decrease in adoption, rescue transfers and owners reclaiming their pets. We are currently contracting with our non-profit partner, Friends of Front Street Shelter to provide contract veterinarians, but we are still unable to fill all of the days when a veterinarian is needed. A lack of veterinarians to perform surgery and provide 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 200 plus animals housed at the shelter and the 400 plus animals housed in foster homes. We currently have four Animal Care Technician vacancies, with a potential fifth vacancy if we promote one of our Animal Care Technicians to our Senior Animal Care Technician vacancy.
We just completed interviews are expecting to make conditional job offers to two of the candidates.
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.
No change from first quarter, vehicles have not been purchased.
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
Staff continue to manage 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 including nights and weekends. 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.
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 17.00 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
FTE hired to date increased by 4.0 FTE (four Neighborhood Resource Coordinators (NRC)).
NRC Teams continue to provide response to calls for service via 311 related to homelessness citywide five days a week, responding and supporting motel voucher program and safe ground locations with case management, housing coordination and supports and 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 and Youth, Parks & Community Enrichment.
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.
Staff continue to provide services in the Hope Cooperative Outreach and Response program, outreach & engagement center, forensiclean, homeless mitigation and security at all DCR operated sites.
Office of the Director Operations 1,136 8.00 4.00 Responsible for the strategic planning, fisca l, human resources, and administrative
management of the Department.
DCR is defining our needs and reviewing current positions that can support and response in alignment with department vision and expectations. FTE hired to date decreased by 3.0 FTE.
The goal is that our positions
Information Technology
Sacramento City 311 Operations 325 - - Expand 311 services to provide additional staffing during peak hours to improve
response time.
Staff continue to provide support that has reduced the average wait times from 6.5 minutes to
2.5 minutes thus resulting in substantial improvement to 311 service levels.
Mayor/Council
Office of Public Safety
Accountability
Operations 943 5.00 4.00 Improve the relationship between the City's public safety departments and the
community they protect and serve. Promote
trust, excellence, transparency, and
accountability through independent and
impartial oversight of complaints related to
public safety employee misconduct.
The Office of Public Safety Accountability continues its efforts in the improvement of policing and better serving the interests of the public such as 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.
Public Works
Illegal Dumping MYOP 970 - - To expand illegal dumping services as well as cover ongoing program demands.
RSW collected and disposed of 1,186 tons of Illegally dumped material in the second quarter of FY2022/23.
Community Response Subtotal 24,201 123.00 94.00 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 continue to oversee various projects th roughout the City serving the community both with shelter and supportive services such as the Miller Park Safegrounds, the Outreach and Engagement Center, the Women and Family Sheltering Program, the City Motel Program support services, security services for sheltering programs and the Coordinated Access Program.
Office of Homeless Services Operations 846 6.00 6.00 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 1.0 FTE Administrative Analyst position in November of 2022. Homeless Services oversees Congregate Sheltering, Non-Congregate Sheltering, and Non-Sheltering programs. Homeless Services is working on the continual improvement of the City Motel Program (CMP), which provides much needed safety, structure, and non-congregate shelter to the most vulnerable individuals and families experiencing homelessness. Over the last year, the CMP has catered much more to families with children. The most recent Point in Time Count (PIT) indicated a reduction in families experiencing homelessness, and we believe that the existence of programs such as CMP aided in providing for that need. Homeless Services recently submitted their first two reimbursement packages to FEMA to secure reimbursement for participants of the CMP who are classified as at risk for complications should they contract COVID-19. Homeless Services has begun work on their third reimbursement package which they will submit to FEMA later this
year.
Homelessness Subtotal 11,264 6.00 6.00 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 department continues their efforts in recruiting staff and continue their role in the redistricting process and citywide racial equity initiative that is currently underway.
Community Investment Operations 1,192 7.00 6.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.
San Miguel Market loan was paid off and funds will be utilized for housing construction and housing repair programs in Oak Park. Continuing implementation of the Community Benefits Partnership Agreement with the Regents of the University of California on behalf of its Davis Campus and Wexford Development, LLC for Aggie Square.. Served 533 clients through the Financial Empowerment Center. In partnership with SHRA, secured an additional $15 million in federal and state funds to provide emergency rental assistance to low-income renters, allowing them to address past-due rent and utility payments due to COVID-19. Facilitation of new housing coordinators to provide housing navigation services for homeless individuals to be housed, and addition of over 650 new affordable housing and workforce housing projects, including use of old City and RASA properties as well as private ownership partner locations.
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.
Staff has continued their 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. 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. The second cohort of Economic Gardening expanded to 10 businesses and wrapped in late 2022 when the third cohort of 10 diverse business was selected.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Economic Development
Administration
Operations 901 4.00 4.00 Administration in support of all Office of Innovation and Economic Development
operations.
The Administration unit continues to implement priority inclusive economic development projects and programs on behalf of the City as well as managing and implementing various components of the City's American Rescue Plan Act (ARPA) Framework and funding priorities.
Railyards & Riverfront Operations 510 3.00 1.00 Lead the City in public-private partnerships that cultivate new activity and investment in
the Riverfront and Railyards areas.
Railyards – (public/private partnership) completed infrastructure to support a future Kaiser hospital & medical campus, and grading work to support the future regional Vista Park.
Working on a stormwater outfall + pump station to handle stormwater for the project and free up available developable land, roadway infrastructure to access the Historic Central Shops, and “The AJ” mixed use and mixed income housing project which includes 345 dwelling units (20% of which are income restricted affordable). Continuing work with the master Developer (Downtown Railyard Venture), as well and other investors and stakeholders, on planning, legal, and financing activities for the proposed Live Music Venue in the Historic Central Shops and a proposed Sports Stadium on the eastern quadrant of the site. Additional work staff is engaged with is levee / berm coordination with the Army Corps, implementation of construction of the County Courthouse & associated infrastructure (through consultation with the State of California & the Judicial Council), updates / changes to the Development Agreement & Finance Plan to achieve overall project goals. Advance funding request processed for first installment of $30M State grant.
Riverfront - New conceptual designs have been developed for improvements to the Waterfront. $1 million U.S. EDA grant may not be pursued due to implementation requirements. ARPA funded improvements are underway with installation of new lighting, security and improvements. New improvements are being scoped to align with arrival of new cruise ship scheduled to arrive this Spring.
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 continues their work with the Center for Land-based Learning (CLBL) and North State Building Industry Foundation (North State) in 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).
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.
No change from first quarter. Funding continues to be available for events.
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.
Staff continues their progress in the implementation on the RGEAP and continue 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. Staff continued 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 E
quity (SCORE) Initiative.
Inclusive Economic Development
Subtotal 7,582 33.00 26.00 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 continued to address maintenance and repairs at the 12 City-owned public libraries.
Library Subtotal 14,672 - - Miscellaneous
Citywide & Community Support
Citywide IT Maintenance and
Support
Operations 290 - - Measure U portion of Citywide 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.
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 to continue to serve START.
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 to continue previously funded by the Body-Worn Camera Grant.
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.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 has two candidates in background checks for Animal Control Officer. We are anticipating they will be hired by the middle of February. In addition, the section has two Animal Control Officers that are on light-duty. The Field Services Section receives over 18,000 calls for service per year. There are over 600 calls pending for service.
When fully staffed, officers are still unable to respond to every call for service so priority emergency calls get handled first.
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.
Staff continue to attend multiple recruitment events, run 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.
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 46.50 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. The FTE hired to date increased by 6.50 FTE compared to first quarter.
Public Safety- YPCE
YPCE
Fleet Acquisitions MYOP 70 - - Acquisition of vehicles needed to complete operations.
Vehicle has been purchased.
Park Safety Services Operations 1,542 13.00 11.00 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 75.50 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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.
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
Continue to provide fare-free transportation authorized by an agreement with SacRT for the next three fiscal years.
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.
Continue to fund operating expenses related to the Powerhouse Science Center Agreement 2021-0601.
Convention & Cultural Services
Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at Fairytale
Town.
No change from first quarter, funding for support of Fairytale Town remains available.
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.
Continue to fund operating expenses related to the Powerhouse Science Center Agreement 2021-0601.
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.
No change from first quarter, funding for support of the Sacramento Zoo remains available.
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.
The department continues to provide students with professional work experience while the City assess their abilities for permanent positions.
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.
November 2022 – March 2025: Designed and releas ed the Resiliency Fund grant program.
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.
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
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
Staff are all collaboratively working together on a daily basis to run the GPIT program.
Family and Youth Investments MYOP 1,300 - - The #SacTownYouthNights: Youth Drop-in Events program 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
The current cycle of #SacTownYouthNights (#STYN) is ramping down with some carryover funds supporting a scaled back version of the program through February 2023. From September - December 2022, the City's 27 CBO partners served nearly 13,000 youth through more than 200 #STYN drop-in events across the City's priority neighborhoods, with a focus on the communities of Oak Park, Del Paso Heights, and Meadowview/Valley Hi. On average, #SacTownYouthNights events exceeded attendance goals. As a result, in multiple locations across the city, on any given Friday or Saturday night, young people have enjoyed safe spaces to receive a hot meal and 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.
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 with six grantees and two ARPA grants with 15 grantees. 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 8.18 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 and youth program observations
and departmentwide trainings.. Collaborates
with Community Center staff on a new
inclusive modification request process for all
YPCE programs.
A rise in In-person programs and services as well as virtual programming continues as a option for participants that are unable to join in-person. Staff continues to offer 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, “The Hang Out Program”. Staff have partnered with the California Fish and Game to help launch a new fishing program with local Veterans from our VA. The FTE hired to date has decreased by 0.85 FTE since the first quarter.
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. 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.
Programs continued to run which included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. Spring and Fall extended seasons are now offered at Clunie Pool. The FTE hired to date has decreased by 16.10 FTE since the first quarter.
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. The Camp offers the
following programs: Family Camp; Camp
Sacramento offers eight Mini Camp nights
and three week-long 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. Camp provides youth program day
camp opportunities for underserved youth.
In the summer of FY2022/23, 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. The FTE hired to date has decreased by 3.79 FTE since the first quarter.
Community Centers Operations 9,747 144.51 93.65 The City 17 Community Center and Clubhouses that offers programs that caters
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. Staff assists with
registration, providing supplemental
information for classes, facilitation and
oversight daily of these programs.
Community Centers continue to remain open to the public for drop in and registered programs and services. Community Centers continue to regularly host Drive Thru Events, providing giveaways and resources to thousands of youth and families and support emergency response efforts including hosting and staffing warming centers, cooling centers, clean air shelters, vaccine clinics and meal distribution. Older Adult programs are still available daily at all locations. The Reservations office continues to support long term sports field permits and park rentals. The FTE hired to date has increased by 0.90 FTE since first quarter.
Community Recreation Services Operations 260 4.30 2.15 Community Recreation includes several youth and adult contract classes and Adult
Sports program. The Adult Sports section is
committed to providing excellence in healthy
and fun leisure activities in the greater
Sacramento area. Current programs
provided is adult softball leagues. 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 continued providing programs and services citywide at community centers, sports fields and the Sacramento Softball Complex while complying with COVID-19 modifications.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Recreation Administration Operations 1,609 9.00 9.00 Administration of operating grant and budg et 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.
Staff has continued to provide support and services for the division.
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. Provide assistance 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. The staffing shortage crisis (i.e.. retention and hiring of staff) will delay the implementation of the Young Leaders of Tomorrow program.
Youth Enrichment Operations 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 28,671 367.62 220.97 Measure U Programming Total $ 145,364 863.64 609.40