Sacramento City Council
May 9, 2023

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00474 5/9/2023 Discussion Item 13.

Fiscal Year (FY) 2023/24 Proposed Budget for the: Mayor and City Council; Charter Offices; Community Development; Community Response; Convention and Cultural Services; Finance; Human Resources; Information Technology; Public Works; Utilities; and Citywide and Community Support
File ID: 2023-00474
Location: Citywide
Recommendation: Receive and consider for final budget adoption.

Contact: Leyne Milstein, Interim Finance Director, (916) 996-4065, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Presenter: Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Attachments:
01-Description/Analysis
02-Mayor and City Council
03-City Attorney
04-City Auditor
05-City Clerk
06-City Manager
07-City Treasurer
08-Community Development
09-Community Response
10-Convention and Cultural Services
11-Finance
12-Human Resources
13-Information Technology
14-Public Works
15-Utilitites
16-Citywide and Community Support

File ID: 2023-00474 5/9/2023 Discussion Item 13.

Description/Analysis
Issue Detail: This report transmits a summary of the Fiscal Year (FY) 2023/24 Proposed Operating Budget (Budget) for the following Departments: Mayor and City Council; Charter Offices; Community Development; Community Response; Convention and Cultural Services; Finance; Human Resources; Information Technology; Public Works; Utilities; and Citywide and Community Support.

The Budget is available at <http://www.cityofsacramento.org/finance/budget/>.

This is a recovery and rightsizing budget. Proposed staffing and other Department modifications are due to changes in post-pandemic operational needs and support Council’s priorities and initiatives and/or regulatory requirements. The majority of Department modifications are supported with increased Department revenues or expenditure offsets/reductions. A summary of adjustments, by Department, is provided below. Additional information on each Department’s budget, including staffing details, is available in Attachments 2-16.
· Mayor/Council
o Budget Change: Increase the budget by $450,000 from the General Fund to provide resources to address neighborhood, community, and business needs. · City Attorney
o Budget Change: Increase the budget by $212,858 from the General Fund to support an increase in operational costs.

Increase the budget by $23,725 from the General Fund for Officer Involved Shooting standby pay per the Sacramento City Exempt Employees Association labor agreement. · City Clerk
o Staffing: A Deputy City Clerk (1.0 Full-Time Equivalents [FTE]) was deleted, and a Senior Deputy City Clerk (1.0 FTE) was added to better align the operational needs of the Department. The position is offset by the position deletion and a reduction in the service and supplies budget.
· City Manager’s Office
o Budget Change
: Increase the budget by $138,500 in one-time Innovation and Growth Funds to aid in the City’s Foreign Direct Investment efforts. o Staffing: An Economic Development Manager (1.0 FTE) and an Administrative Analyst (1.0 FTE) were added to the newly created Nighttime Economy Division in support of

File ID: 2023-00474 5/9/2023 Discussion Item 13.
improving collaborative public safety efforts within the downtown core and business community. The ongoing cost of the positions are funded from the Innovation and Growth Fund.

A Media and Communications Specialist (1.0 FTE) was added to the Media and Communications Division to assist with public outreach and educational programs. A position (1.0 FTE Media and Communications Specialist) was deleted from the Department of Community Response and transferred to the City Manager's Office to offset the cost of the position.

An Administrative Technician (1.0 FTE) and a Program Manager (1.0 FTE) were deleted, and an Administrative Analyst (1.0 FTE) and a Program Specialist (1.0 FTE) were added to better align with operational needs of the Office of Emergency Management. A Senior Staff Assistant (1.0 FTE) was deleted, and an Administrative Technician (1.0 FTE) was added in the Office of Cannabis Management to assist with the quantity and complexity of the permit applications and to monitor updates and changes to grant reports and requirements. The net budget change of the three add/delete requests provides net savings to the General Fund.
· City Treasurer
o Budget Change
: A one-time revenue budget increase of $600,000 to the General Fund due to an increase in Pool A revenue budget that aligns with historical revenues. · Community Development
o Budget Change
: A one-time revenue budget increase of $350,000 to the General Fund in the Business Compliance division to align with actual revenues, which will be evaluated in the following fiscal year for sustainability.

A one-time revenue budget increase of $715,960 to the Measure U Fund in the Neighborhood Code Compliance division to align with actual revenues, which will be evaluated in the following fiscal year for sustainability.

File ID: 2023-00474 5/9/2023 Discussion Item 13.

Reduce the revenue budget in the Customer Service section of Administration division by $356,599 from the General Fund to align revenues to actuals.

Reduce revenue budget in the Housing and Dangerous Building section of Building division by $490,000 from the General Fund to align with actual revenues and historical trends.

Reduce revenue budget in the Code Compliance division by $405,292 from the Measure U Fund due to the loss of the Sacramento Abandoned Vehicle Service Authority Funding. The program ended in April 2022.
o Staffing
: A Program Specialist (1.0 FTE) was added to support the Hearing and Appeals section. The on-going cost of the position is funded from the Measure U Fund.

In the Animal Care division, two Animal Control Officers (2.0 FTE) were added to improve response time for service calls. A Customer Service Representative (1.0 FTE) was deleted, and an Animal Service Coordinator was added to oversee the volunteer program. A Customer Service Specialist (1.0 FTE) was deleted, and an Administrative Analyst (1.0 FTE) was added to support the veterinary, enforcement, and field services teams. All positions are funded from the Measure U Fund and/or are partially offset by position deletes.

A Development Services Technician I (1.0 FTE) was added in the Planning division to manage customer service requests. This position is offset by increasing reimbursement.

An Account Clerk II (1.0 FTE) was deleted in the Code Compliance division, and an Accounting Technician (1.0 FTE) was added to the Administrative Services division to manage the increased workload. Four Youth Aides (0.5 FTE) were deleted, and a Crew Leader (0.5 FTE) was added to support the Graffiti Abatement Youth Program. The net budget change of the add/delete requests requires additional funding from the Measure U Fund and General Fund, respectively.

File ID: 2023-00474 5/9/2023 Discussion Item 13.
· Community Response
o Staffing: A Media and Communications Specialist (1.0 FTE) was deleted from the Office of the Director and transferred to the City Manager's Office. · Convention and Cultural Services
o Budget Change: Increase the service and supplies budget by $96,400 from the Community Center Fund to continue contracting with Downtown Sacramento Partnership in Old Sacramento Historic District.

Increase the Creative Edge Multi-Year Operating Project (MYOP) (I02181100) budget by $1,000,000 from the Innovation and Growth Fund to support (a) grants, an internship program, and marketing activities related to film and media production in the City, (b) the expansion of the Cultural Arts Awards grant program, and (c) creative placemaking activities at the neighborhood level.

Increase the Creative Edge MYOP (I02181100) budget by $500,000 from the Community Center Fund to support the expansion of the Cultural Arts Awards grant program. o Staffing
: The following position changes to provide event support at the SAFE Credit Union Convention Center and Performing Arts District resulted in a reduction of 4.0 FTE:
two Lead Events Associates (2.0 FTE), three Community Center Attendant Is (3.0 FTE), a Supervising Community Center Attendant (1.0 FTE), an Accounting Technician (1.0 FTE), three Office Specialists (3.0 FTE), a Booking Coordinator (1.0 FTE), and a Customer Service Specialist (1.0 FTE) were deleted, and a Stagehand II (1.0 FTE), a Building Maintenance Worker (1.0 FTE), three Community Center Attendant IIs (3.0 FTE), two Senior Stationary Engineers (2.0 FTE), and a Stationary Engineer (1.0 FTE) were added.

The net budget change of the add/delete requests provides a net savings to the Community Center Fund.

An Administrative Assistant (1.0 FTE) was deleted, and an Assistant Director (1.0 FTE) was added to the Administrative division to oversee department operations and facilitate department priorities. The net budget change of the add/delete requires additional funding

File ID: 2023-00474 5/9/2023 Discussion Item 13.
from the Community Center Fund.
· Finance
o Staffing: A Senior Development Project Manager (1.0 FTE) was added to manage five new Enhanced Infrastructure Finance Districts (EIFDs. The position is offset by the Innovation and Growth Fund in FY2023/24 and starting in FY2024/25, it will be offset by revenues generated by EIFDs.

An Administrative Analyst (1.0 FTE) was added to the Procurement division to oversee the Citywide P-Card program. The position is offset by rebate revenues generated through contracted vendors.

A Senior Staff Assistant (1.0 FTE) was deleted, and an Administrative Analyst (1.0 FTE) was added to the Revenue division to manage the administrative and financial duties for the Enforcement and Collections division. Three Principal Accountants (3.0 FTE) were deleted, and three Supervising Financial Analysts (3.0 FTE) were added to the Accounting division to manage the financial reporting including the Annual Comprehensive Financial Report. All positions are offset by position deletions and either an increase in revenues or a reduction in the service and supplies budget.
· Human Resources
o Staffing
: An Environmental Health and Safety Specialist (1.0 FTE) is being retained in the Risk Management division to provide safety support quickly and efficiently for critical operations. Although the position is funded by the Risk Fund, the Department will be reimbursed by other City departments for service rendered.

In the Labor Relations Division, a Labor Relations Analyst (1.0 FTE) was deleted, and a Labor Relations Officer (1.0 FTE) was added to the Administrative Operations unit to manage and update the City’s policies and procedures. Two Investigators (2.0 FTE) were deleted, and two Labor Relations Administrative and Equal Employment Office (EEO) Investigator (2.0 FTE) were added to support the increase in EEO cases. The positions are offset with a reduction to the service and supplies budget and reimbursements from City

File ID: 2023-00474 5/9/2023 Discussion Item 13.
departments for service rendered.
· Information Technology (IT)
o Budget Change: A one-time budget increase of $1,000,000 for capital enhancements and an ongoing increase of $200,000 for operating support for the Constituent Relationship Management (CRM) System. Costs are funded from the following funds: General Fund, Gas Tax 2016, Recycling and Solid Waste, Storm Drainage, Wastewater and Water.

Increase the budget by $188,970 from the General Fund to support the IPRO Tech eDiscovery and Case Management Tool for the City Attorney’s Office and the City Clerk’s Office.
o Staffing
: Three positions were added to support the Department include the following: a Principal Applications Developer (1.0 FTE) was added to support the expansion of the Constituent Relationship Management System (CRM); a Principal Applications Developer (1.0 FTE) was added to support the Fire Department’s technical projects; and an Administrative Analyst (1.0 FTE) was added to oversee and manage the Asset Management Program Software. All positions are funded by the General Fund.

The following positions add/deletes were conducted to support the Department: a Department Systems Specialist II (1.0 FTE) was deleted, and an Information Technology Supervisor was added in the DOU Systems Support Division to maintain IT service levels; a Senior Applications Developer (1.0 FTE) was deleted, and two Information Technology Trainees (2.0 FTE) were added in the Enterprise Applications Division to create journey level career paths for prospective IT candidates; a Senior Applications Developer (1.0 FTE) was deleted, and two Information Technology Trainees (2.0 FTE) were added in the Regional Support Division to create additional capacity to handle IT requests and support incidents. All positions are offset by position deletions, a reduction in the service and supplies budget and/or the General Fund.
· Public Works Department
o Budget Change
: Increase General Fund revenues by $1,662,000 and increase the budget by $712,526 to support the increase in on-street reservation operating expenses in the Parking division.

Increase Marina Fund revenues by $216,500 and increase the budget by $88,773 to support the increase in Marina operating expenses and to better align with projected

File ID: 2023-00474 5/9/2023 Discussion Item 13.
revenues.

Increase Parking Fund revenues by $1,860,000 and increase the budget by $1,087,500 to support the increase in off-street parking and operating costs. o Staffing Change: Two positions were added to support the following programs: an Arborist (1.0 FTE) was added to the Maintenance division to support Urban Forestry efforts for the Department of Utilities; an Administrative Analyst (1.0 FTE) was added to manage the newly created Al Fresco Dining Program and collaborate with local businesses to maintain an effective program in the downtown and midtown area. The positions are offset by reimbursements from the Department of Utilities or by an increase in revenues.

In the Fleet Division, a Senior Equipment Service Worker (1.0 FTE) was deleted, and an Operations General Supervisor (1.0 FTE) was added to oversee fleet shop operations and increase productivity. Three Equipment Service Workers (3.0 FTE) were deleted, and two Equipment Mechanic Is (2.0 FTE) were added to provide support in vehicle maintenance and repairs on city assets. Costs are offset by an increase in revenues.

An Office Specialist (1.0 FTE) was deleted, and a Senior Accounting Technician (1.0 FTE) was added to the Engineering Services division to improve the organization structure and help facilitate Private Development projects and employee supervision. The cost is being offset with projects.

In the Parking division, a Senior Building Maintenance Service Worker (1.0 FTE) was deleted and a Custodian I (1.0 FTE) was added to better align with operational needs. A Parking Enforcement Officer (1.0 FTE) was deleted, and a Parking Enforcement Supervisor (1.0 FTE) was added to provide oversight of enforcement activities. The cost for both positions from the add/delete will be offset by the deleted positions and Parking Fund or General Fund revenues. Increase a Senior Parking Lot Attendant’s FTE from 0.5 FTE to

1.0 FTE to provide additional support in managing the City parking garages, surface lots, and other locations throughout the City. The costs for the Senior Parking Lot Attendant are offset by an increase in the Parking Fund revenues.

An Operations General Supervisor (1.0 FTE) is being moved from the Parking Fund to the General Fund. Budgeting the labor cost for this position within the General Fund will better align with the on street primary duties of the position and the Parking Services division.

The cost will be offset with a reduction to the services and supplies budget.

An Administrative Analyst (1.0 FTE) is being moved from the Landfill Operations (Recycling and Solid Waste Fund) to Commercial Waste Compliance (General Fund). Realigning the

File ID: 2023-00474 5/9/2023 Discussion Item 13.
position will better support the division in regulating and enforcing commercial waste haulers within the City since the Sacramento Waste Authority assistance terminated. Since the position was originally funded by the Recycling and Solid Waste Fund, the cost will be offset with a reduction to the services and supplies budget.

In the Engineering Services division, a Construction Inspector II (1.0 FTE) and a Supervising Construction Inspector (1.0 FTE) were deleted from the Public Works department and added to the Department of Utilities to support capital projects. · Utilities
o Staffing
: The Engineering & Water Resources division has several staffing changes.

Two Associate Engineers (2.0 FTE) and a Senior Engineer (1.0 FTE) were added to plan, design, and deliver projects for an expanded Capital Improvement Program (CIP), which will be offset through the new Storm Drainage Property Related Fee CIP. An Administrative Analyst was added to provide critical infrastructure system support in the Asset Management Program, which be partially offset by reducing the Department's operating budget and existing utility rate payer revenues. The remainder of the position costs will be covered by the Water Fund. A Construction Inspector I (1.0 FTE) and a Supervising Construction Inspector (1.0 FTE) were added to support capital projects. These positions were deleted from Public Works and will continue to be offset by the CIP. A Senior Engineer (1.0 FTE) and a Senior Engineer Technician (1.0 FTE) were deleted, and two Associate Civil Engineers were added to assist with the Annual Pay-Go capital project, which will be offset by projects. Finally, a Senior Office Specialist (1.0 FTE) and five Student Trainee totaling (0.72 FTE) were deleted to re-align positions within the Department providing a net savings to the Storm Drainage, Wastewater, and Water Funds.

In the Office of Director division, a Public Information Coordinator (1.0 FTE) was added to support water conservation outreach, which is being offset by reducing the professional services expense budget. A Storekeeper (1.0 FTE) was deleted, and an Administrative Analyst (1.0 FTE) and an Administrative Technician (1.0 FTE) were added to support Security & Emergency Preparedness and Safety Programs. The cost of the positions is being partially offset by reducing the Department’s operating budget and the deletion of the HR-Risk Management interfund. The remainder of the position costs will be covered by the Water Fund.

In the Wastewater and Drainage Operations and Maintenance division, a Program Specialist (1.0 FTE) was added to assist with regulatory requirements and is funded by the

File ID: 2023-00474 5/9/2023 Discussion Item 13.

Water Fund.

In the Water Operations and Maintenance division, a Program Specialist (1.0 FTE) was added to manage planning, coordination, and administration of Water Quality Laboratory and Research & Development programs. A Machinist Helper (1.0 FTE) was also added to provide maintenance on facilities to avoid critical operation failures. Both positions are funded by the Water Fund.
· Citywide and Community Support
o Budget Change:

Increase the budget by $500,000 from the Measure U Fund for Visit Sacramento to continue to support tourism recovery through event support and production.

Increase the budget by $527,280 from the Measure U Fund to support the annual Sacramento Utility Rate Assistance Program due to program changes approved by Council in FY2022/23.

Increase the budget by $8,786,500 from the General Fund to create the Children's Fund Multi-Year Operating Project (I80000100) as approved by voters with Measure L.

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

Economic Impacts: None.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines sections 15378 and California Public Resources Code section 21080 and are not subject to the provisions of CEQA (CEQA Guidelines section 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.

File ID: 2023-00474 5/9/2023 Discussion Item 13.

Sustainability: None.

Commission/Committee Action: The Budget will be presented to the Budget and Audit Committee on Tuesday, May 9, 2023. The Committee’s recommendations are not included in this report due to the agenda publishing guidelines listed under Chapter 7 of the Council Rules of Procedure (Resolution No. 2021-0248).

Rationale for Recommendation: This report is consistent with Council’s direction and adopted budget principles to use one-time resources strategically, maintain a fiscally sustainable balanced budget, and keep the Council informed on the fiscal condition of the City. The Budget includes growth to fund key initiatives, offset by revenues and reimbursements, and reorganizations to better align programs and services.

Financial Considerations: The Budget is balanced and includes funding for 5,074.30 FTE.

Local Business Enterprise (LBE): Not applicable.

FY2023/24 Proposed Budget

7 SECTION - 7
Mayor and City Council
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

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

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

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

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

 Office of Public Safety
Accountability:

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

PROGRAMS/SERVICE HIGHLIGHTS

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

FY2023/24 Proposed Budget

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

DEPARTMENT EFFICIENCIES

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

OBJECTIVES FOR FY2023/24

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

BUDGET AND POSITION CHANGES

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Mayor/Council Increase Mayor/Council District funding by $50,000 each to provide resources to address neighborhood,
community, and business needs.

General - 450,000 - Total Change $ - $ 450,000 - FY2023/24 Proposed Budget

Department Budget Summary

Division Budget Summary

Staffing Levels

Change
Mayor/Council FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended* Proposed Proposed/Amended Employee Services $ 6,132,981 $ 6,626,779 $ 6,517,407 $ 6,517,407 $ 7,253,160 $ 735,753 Other Services and Supplies 397,527 600,868 1,007,817 2,882,358 827,388 (2,054,970) City Property 3,681 17,704 2,000 2,000 2,000 -
Multi-Year Operating Projects - - 4,950 4,950 4,950 -
L a b o r a n d S u p p l y O f f s e t ( 1 2 9 , 4 2 3 ) ( 4 3 , 4 4 3 )--- - Total $ 6,404,766 $ 7,201,907 $ 7,532,174 $ 9,406,715 $ 8,087,498 $ (1,319,217) Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended* Proposed Proposed/Amended General Fund $ 4,961,591 $ 4,927,365 $ 5,080,035 $ 6,954,576 $ 5,642,077 $ (1,312,499) Interdepartmental Service 1,443,175 1,43 3,202 1,503,943 1,503,943 1,477,587 (26,356) Measure U - 841,340 948,196 948,196 967,834 19,638
Total $ 6,404,766 $ 7,201,907 $ 7,532,174 $ 9,406,715 $ 8,087,498 $ (1,319,217) *The Amended FY2022/23 Budget includes carryover of unspent FY2021/22 Budget and/or transfers to capital projects. *The Amended FY2022/23 Budget includes carryover of unspent FY2021/22 Budget and/or transfers to capital projects.

Change
Mayor/Council FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended* Proposed Proposed/Amended Office of the Mayor $ 1,660,805 $ 1,885,366 $ 1,847,639 $ 2,073,914 $ 1,914,776 $ (159,138) City Council District 1 467,219 544,439 271,353 572,735 650,611 77,876 City Council District 2 460,518 454,544 592,042 849,420 650,611 (198,809) City Council District 3 516,514 615,343 271,353 391,273 650,611 259,338 City Council District 4 529,676 515,195 592,042 787,879 650,611 (137,268) City Council District 5 519,620 641,304 271,353 383,563 650,611 267,048 City Council District 6 501,257 664,941 271,353 791,451 650,611 (140,840) City Council District 7 472,769 546,331 592,042 861,586 650,611 (210,975) City Council District 8 577,444 493,104 592,042 784,629 650,611 (134,018) Mayor Council Operations Division - - 1,282,759 962,069 - (962,069) Off ice of Public Safety Accountability Division 698,944 841,340 948,196 948,196 967,834 19,638 Total $ 6,404,766 $ 7,201,907 $ 7,532,174 $ 9,406,715 $ 8,087,498 $ (1,319,217) *The Amended FY2022/23 Budget includes carryover of unspent FY2021/22 Budget and/or transfers to capital projects.

Change
Mayor/Council FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Mayor 12.00 12.00 12.00 15.00 15.00 -
City Council District 1 2.50 2.50 2.50 2.50 2.50 -
City Council District 2 2.50 2.50 2.50 2.50 2.50 -
City Council District 3 2.50 2.50 2.50 2.50 2.50 -
City Council District 4 2.50 2.50 2.50 2.50 2.50 -
City Council District 5 2.50 2.50 2.50 2.50 2.50 -
City Council District 6 2.50 2.50 2.50 2.50 2.50 -
City Council District 7 2.50 2.50 2.50 2.50 2.50 -
City Council District 8 2.50 2.50 2.50 2.50 2.50 -
Off ice of Public Safety Accountability Division 5.00 5.00 5.00 5.00 5.00 - Total 37.00 37.00 37.00 40.00 40.00 -
FY2023/24 Proposed Budget

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

Funding Category Program Name FTE
FY2023/24
Proposed
Community Response
Operations Office of Public Safety Accountability 5.00 962,884 Miscellaneous
MYOP Commission Stipends - 4,950
Grand Total 5.00 $ 967,834
FY2023/24 Proposed Budget

8 SECTION - 8
City Attorney
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

City Attorney
The mission of the Sacramento City Attorney’s Office is to provide the highest quality legal services to the City of Sacramento.

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

 Administration:

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

 General Counsel &
Advisory Division:

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

 Litigation Division:

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

FY2023/24 Proposed Budget

PROGRAMS/SERVICE HIGHLIGHTS

General Counsel & Advisory
 Aided in the drafting of a first-in-the- nation ordinance creating a youth liaison to City Council, to enhance youth participation at Council meetings.  Assisted City staff (pl anning division and utilities department) in drafting ordinances for alternate water systems (dual plumbing) an d prohibiting gas infrastructure for certain new buildings of three stories or less.

 Assisted the planning division and build ing division in enac ting an ordinance making local amendments to the 2022 Ca lifornia Green Standar ds Code that prohibited gas infrastructure for certain new buildings three stories or less.  Advised the Community Development De partment on the drafting of the 2040 General Plan (scheduled for adoption in 2023).

 Advised on the implement ation of new housing laws on topics including accessory dwelling units, ministerial housing approvals, urban lot splits, and issues raised under the Housing Accountability Act and advised on several housing projects that will bring much needed housing to the City, including Joshua’s House, which will provide a place to stay and comfort care to terminally ill indi viduals experiencing homelessness.

Litigation & Human Resources
 Led the Officer Involved Shooting Response Team, which responds to these critical incidents to perf orm real-time information gathering and early liability assessment.
 Khoua Vang v. City of Sacramento : Plaintiffs alleged civ il rights violations and wrongful death in this officer-involved shooting case. Senior Deputy City Attorneys Sean Richmond and Matthew Day tried the case in Federal Court. The result was a hung jury heavily favoring the City.
 Community
Advocacy & Public
Safety Division:

 Strategic Projects
& Research
Division:

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

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

FY2023/24 Proposed Budget

 Represented the City in many discipline arbitrations involving many Departments and issues ranging from terminations and suspensions to compensation and seniority issues.
 Angela Updegraff v. City of Sacramento: This case involved a tree branch that fell and struck Plaintiff, causing significant injuries. Senior Deputy City Attorneys Chance Trimm and Matthew Day tried the case in Superior Court and obtained a defense verdict.
 Curtis Luckey v. City of Sacramento : Plaintiff alleged he was falsely arrested by the Sacramento Police Department. Division attorneys filed a motion for summary judgment which the Superior Court granted, resulting in judgment in favor of the City.

Community Advocacy & Public Safety
 Continued to close illegal residentia l cannabis grow houses and collect a substantial amount of administrative and civil penalties.  Led the Justice for Neighbors team to abate social and physical nuisance properties throughout the City.
 Assisted the Department of Community Response and the City Manager’s Office with producing the Citywide Homelessness Response Protocols establishing a priority ranking system to address encampments and criteria for removal.  Assisted the Police Depar tment with training and pro ducing confidential police personnel records pursuant to Senate Bi ll 1421 and Assembly Bill 748 state disclosure laws.
 Assisted the Police Departm ent with training and guidance on petitioning the courts for emergency gun violence restraining orders against persons posing a danger to self or others.

Strategic Projects & Research
 Emergency Shelter and Enforcement Ac t of 2022 (ESEA). Drafted and advised on the voter approved ESEA, as well as t he related homelessness partnership agreement between the City and County of Sacrament o, and the City’s and County’s collaboration protocol; all of which commi t the City and County to work together to address the local homelessness crisis, with a focus on unified outreach, enrollment of services, mental health services, and temporary and permanent housing.
 Railyards Community Facilities District (C FD) Special Tax Bonds, Series 2022.

Represented the City in the $30 million b ond issuance for the Railyards CFD, which included the review and revision of the master indent ure, supplement indenture, bond purchase agreem ent, and the preliminary of ficial statement. The Bond proceeds are expected to be used for the acquisition and construction of a storm drainage pump station and outfall fac ility as well as other water and storm FY2023/24 Proposed Budget

drain improvements, roadw ays and traffic improvem ents, and landscaping and park improvements.
 La Familia Opportunity Center Grant Ag reement. Drafted a $2 million grant agreement between the city and La Familia Counseling Center , Inc., for the acquisition and construction of the La Familia Opportunity Center. The Center will serve as a community hub and provide critical services and resources to some of the city’s most disadvantaged neighborhoods.
 Public Benefits and Mixed Income Hous ing Policy. Assisted with the adoption of the policy and the completion of the first policy project with CT Gateway LLC at 3400-3401 Stockton Blvd. The project invo lved a $15 million in vestment for 230 units, with 161 affordable housing units, including low- and moderate-income units.

This project contributes to the City’s efforts to reduce homelessness by increasing the number of affordable housing units in the city and by utilizing non-housing city funds to create a public benefits fund to pr oduce more projects that support the community.
 Railyards Infrastructure Grant Project Delivery Agreement. Drafted a project delivery agreement between the city and the master developer of the Railyards project, Downtown Railyard Venture, LLC, under which the city will provide up to $30 million in State-allocated funds fo r the design and construction of public infrastructure that will spur development in the Railyards.

DEPARTMENT EFFICIENCIES

 Implemented return to work plan formu lated last FY using current COVID-19 protocols and health orders, and allowing for flexible staf f hours, thus minimizing impact on City Hall resources.
 Incorporating new office space CH4131 to existing City Attorney suite, minimizing costs by using carryover budget, utilizing existing furnishings and electronic equipment where possible.
 Currently reducing hard copy materials c ontained in the City Attorney’s resource library and converting hard copy publications to electronic where possible, to better facilitate the new hybrid work environment, and reduce staff resources needed for manual publication updates.
 Cooperatively sourced e-discovery softwar e with the City Clerk and IT Department to allow for efficient handling of PRA documents and emails, and case related documents, resulting in greater accu racy in data and record management, and legal compliance.

OBJECTIVES FOR FY2023/24

 Follow through with process put in plac e to enhance the Office Diversity, Equity and Inclusion goals designed to improve internal commitment for recruitment and hiring, outreach to the community, and operations within the City Attorney’s Office.

FY2023/24 Proposed Budget

 Continue to advise the Council and Cit y departments regarding recent changes to cannabis laws and regulations, and the ongoing development of the Cannabis Opportunity Reinvestment and Equity program.
 Assist the Council and Cit y Manager with interpretation and implementation of recently passed Measure L (Sacramento Children & Youth Health and Safety Act); Measure M (Redistricting); Measure N (Sacramento Tourism and Economic Development Facilities); and Measure O (Emergency Shelter Act).  Assist the Council and City Manager with issues related to the cancellation of the statewide emergency relat ed to COVID-19, and citywi de impacts including the health and safety of employees and citi zens, economic recovery, access to available funding, and return-to-work protocols.
 Provide citywide training through City U courses to include Public Records Act, public contracting, First Amendment issues, and the Brown Act.

BUDGET AND POSITION CHANGES

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
City Attorney Increase service and supplies budget to cover existing operational costs and other needed ongoing items.

General - 212,858 - City Attorney Increase for Officer Involved Shooting standby pay per Sacramento City Exempt Employees Association
labor agreement.

General - 23,725 - Total Change $ - $ 236,583 - Change
City Attorney FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 10,889,645 $ 12,308,760 $ 13,045,497 $ 13,045,497 $ 13,987,257 $ 941,760 Other Services and Supplies 323,364 440,580 318,392 479,938 529,466 49,528 City Property 8,819 33,163 13,750 13,750 13,750 -
Labor and Supply Offset (1,227,831) (1,233,585) (1,432,284) (1,432,284) (1,547,991) (115,707) Total $ 9,993,998 $ 11,548,917 $ 11,945,355 $ 12,106,901 $ 12,982,482 $ 875,581 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 7,378,195 $ 8,638,526 $ 8,990,539 $ 9,152,085 $ 10,467,827 $ 1,315,742 Cty/Cnty Office-Water Planning 10,000 12,457 13,684 13,684 14,257 573 Interdepartmental Service 2,395,712 2,432,221 2,426,557 2,426,557 1,983,763 (442,794) Measure U - 229,033 254,577 254,577 245,744 (8,833)
Storm Drainage 42,018 42,602 46,526 46,526 48,475 1,949 Wastew ater 42,018 47,336 52,000 52,000 54,178 2,178
Water 126,055 146,742 161,472 161,472 168,238 6,766
Total $ 9,993,998 $ 11,548,917 $ 11,945,355 $ 12,106,901 $ 12,982,482 $ 875,581 FY2023/24 Proposed Budget

Division Budget Summary

Staffing Summary

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

Change
City Attorney FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Attorney Division $ 9,993,998 $ 11,548,917 $ 11,945,355 $ 12,106,901 $ 12,982,482 $ 875,581 Total $ 9,993,998 $ 11,548,917 $ 11,945,355 $ 12,106,901 $ 12,982,482 $ 875,581 Change
City Attorney FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Attorney Division 59.00 62.00 62.00 62.00 62.00 -
Total 59.00 62.00 62.00 62.00 62.00 -
Funding Category Program Name FTE
FY2023/24
Proposed
Community Response
Operations City At torney Department - 245,744 Grand Total - $ 245,744
FY2023/24 Proposed Budget

9 SECTION - 9
City Auditor
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

City Auditor
The mission of the Office of th e City Auditor is to provide a catalyst for improvements of municipal operations, promote credible, efficient, effective, fair, focused, transparent, and a fully accountable City Government.

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

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

 Research and Analysis: Provides independent, objective, and reliable research and analysis related to a wide variety of
topics including revenues, expenditures, diversity,
and community livability.

 Whistleblower Investigative
Audits:

Conducts investigative audits of allegations of
potential improper governm ent activities (i.e.
fraud, waste, or abus e) reported through the
Cit
y’s whistleblower hotline.

PROGRAMS/SERVICE HIGHLIGHTS

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

FY2023/24 Proposed Budget

 Continued to be a leader in providing diversity information related to the City’s workforce. Issued the 2021 Audit of City Employee Workforce Diversity and Salary Trends. Conducted a workplace survey of City employees to gather feedback on workplace climate, leadership opportunities, and discrimination in relation to the City’s diversity and inclusion efforts; results were published in a summary report and interactive dashboards on the City Auditor’s website.  Issued an Audit of the City’s Financial Co ndition. This report provided detailed analysis of the City’s financial health using two methodologies. The analysis found that although the COVID-19 pandemic impacted the City’s financial condition in fiscal years 2020 and 2021, Sacramento’s financial condition slowly improved during the review period and Sacramento is performing better than many of its peers. However, its performance on the debt and solvency ratios lagged the peer group.
 Issued an audit of the Cit y’s funding to Wide Open Walls (WOW) and David Sobon Events. The audit found that the City ex ecuted a contract with DSE, when WOW was the actual service provider and that the City provided WOW with two $25,000 sponsorships to fund the Del Paso mural project without written agreements. Both of these issues compromised the City’s ability to audit the funding provided to the two organizations.
 Conducted a Community Survey of Sacr amento residents to understand how they feel about the quality of services provided, facets of livability, use of resources, and present and future needs of the community as a whole.  Issued an Audit of the City’s Cannabis Code Enforcement Unit (CCEU). This audit made eleven recommendations aimed at improving the City’s cannabis code enforcement processes, developing po licies and procedures, and establishing performance metrics.
 Issued Language Access Gap Analysis, Survey Results, and Policy Recommendations. The Office partnered with Nimdzi Insights, LLC to conduct the work. The report made 16 recommendations aimed at improving language access services.
 Monitored the status of over 140 open audit recommendations by conducting follow-up reviews every six months.
 Conducted investigative audits of various whistleblower allegations regarding potential improper government activities (i.e., fraud, waste, or abuse).

DEPARTMENT EFFICIENCIES

 Continued our agreement wit h Missionmark to explore the potential for developing audit software that will streamline internal audit processes and reduce processing time. Areas for improvement currently under review include report indexing, supporting documentation referencing, and time tracking.

FY2023/24 Proposed Budget

 Managed online dashboards that provide the public with interactive information on the status of whistleblower investigations, audit recommendations, and gender and ethnic composition of City employees.

OBJECTIVES FOR FY2023/24

 Improve the efficiency and effectiveness of City operations by performing audits and conducting independent research and analysis.
 Deter and detect improper government activiti es (i.e., fraud, waste, or abuse) by managing the City’s Whistleblower Hotline and conducting investigative audits of whistleblower allegations.
 Provide work experience opportunities (internships) to college and high school students focused on building meaningful sk ill sets that will ai d the students in obtaining full-time employment.

Department Budget Summary

Division Budget Summary

Staffing Levels

Change
City Auditor FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 1,404,193 $ 1,763,346 $ 1,709,032 $ 1,709,032 $ 1,847,344 $ 138,312 Other Services and Supplies 109,683 90,066 163,581 163,581 163,581 - City Property 5,725 6,066 5,000 5,000 5,000 -
Labor and Supply Offset (150,357) (153,391) (163,233) (163,233) (168,553) (5,320) Total $ 1,369,244 $ 1,706,088 $ 1,714,380 $ 1,714,380 $ 1,847,372 $ 132,992 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 894,435 $ 1,125,369 $ 1,100,904 $ 1,100,904 $ 1,271,362 $ 170,458 Interdepartmental Service 449,428 455,925 476,696 476,696 427,958 (48,738) Storm Drainage 4,568 22,463 24,620 24,620 26,649 2,029
Wastew ater 5,076 24,959 27,356 27,356 29,611 2,255
Water 15,736 77,372 84,804 84,804 91,792 6,988
Total $ 1,369,244 $ 1,706,088 $ 1,714,380 $ 1,714,380 $ 1,847,372 $ 132,992 Change
City Auditor FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Performance Auditing Division $ 889,843 $ 1,184,564 $ 1,138,153 $ 1,138,153 $ 1,269,660 $ 131,507 Research & Analysis Division 479,401 521,523 576,227 576,227 577,712 1,485 Total $ 1,369,244 $ 1,706,088 $ 1,714,380 $ 1,714, 380 $ 1,847,372 $ 132,992 Change
City Auditor FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Performance Auditing Division 7.00 7.00 7.00 7.00 7.00 - Research & Analysis Division 3.00 3.00 3.00 3.00 3.00 - Total 10.00 10.00 10.00 10.00 10.00 -
FY2023/24 Proposed Budget

10 SECTION - 10
City Clerk
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

City Clerk
The mission of the City Clerk’s Office is to provide quality public service and connect the public with the legislative process. We strive to ensure that the City’s legislative processes are open and public by providing a link between citizens and government with processes aimed toward transparency. Through efficient us e of City resources, we can ensure the preservation of Sacramento’s legislative history.

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

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

FY2023/24 Proposed Budget

 Mayor-Council
Operations:

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

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

PROGRAMS/SERVICE HIGHLIGHTS

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

DEPARTMENT EFFICIENCIES

 Continued the review of operations in the City Clerk’s Office and Offices of the Mayor and Council for implementation of “ best practices” for a more efficient workflow and accurate deliverables.
 Continued utilization of t he Citywide Content Management System (CCM) as a tool in the implementation of a records management program focused on moving the City toward consistent administrati on and appropriate handli ng of the agency’s records and provide increased access to agency records to both internal and external customers.
 Provided training opportunities to City staff on procedures and resources associated with the Clerk’s Office to maintain institutional knowledge and provided training on new policy and legal requirements to ensure compliance.  Continued evaluation and implementat ion of new and existing information technology tools to achieve sustainable services, increase transparency, and provide new records and data to the public with an emphasis on virtual access.  Continued to utilize Microsoft Teams for better collaborati on and accountability between both in office and remote workers.

OBJECTIVES FOR FY2023/24

 Continue to utilize social media to communi cate in a timely fashion with citizens on issues managed by the Clerk’s Office.
 Utilize new functionality in the Office 365 suite to reduce duplication and improve responses to PRA requests.
 Continue to expand utilization of the CCM.

FY2023/24 Proposed Budget

 Continue to refine and expand our Boards and Commissions recruiting, onboarding, and ongoing training.
 Continue to evaluate and expand our pr ograms and technology tools to create more efficient processes and products for staff and citizens.  Optimize webpages associated with the Office of the City Clerk.

BUDGET AND POSITION CHANGES*

Department Budget Summary

Division Budget Summary

Staffing Levels

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
City Clerk* Delete a position (1.0 FTE Deputy City Clerk) and add a new position (1.0 FTE Senior Deputy City Clerk) to
better align with the duties and responsibilities of the position.

General (110,127) 113,048 -
Total Change $ (110,127) $ 113,048 -
* Position offset amounts will be finalized in the Approved Budget.

Change
City Clerk FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 2,192,635 $ 2,705,958 $ 3,159,263 $ 3,159,263 $ 3,206,092 $ 46,829 Other Services and Supplies 406,372 412,215 632,173 672,288 628,672 (43,616) City Property 30,345 28,422 2,000 2,000 2,000 -
Multi-Year Operating Projects - - 500 500 2,250 1,750
Labor and Supply Offset (1,930) 3,054 - - - -
Total $ 2,627,423 $ 3,149,649 $ 3,793,936 $ 3,834,051 $ 3,839,014 $ 4,963 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 1,668,288 $ 2,155,907 $ 2,787,197 $ 2,827,312 $ 2,697,965 $ (129,347) Interdepartmental Service 959,135 993,742 1,006,739 1,006,739 1,141,049 134,310 Total $ 2,627,423 $ 3,149,649 $ 3,793,936 $ 3,834,051 $ 3,839,014 $ 4,963 Change
City Clerk FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Clerk Division $ 2,470,062 $ 3,038,136 $ 3,516,421 $ 3,556,536 $ 3,559,749 $ 3,213 Office of Ethics & Compliance Division 78,040 50,039 187,795 187,795 189,545 1,750 Mayor-Council Operations Division 79,322 61,474 89,720 89,720 89,720 - Total $ 2,627,423 $ 3,149,649 $ 3,793,936 $ 3,834,051 $ 3,839,014 $ 4,963 Change
City Clerk FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Clerk Division 19.00 24.00 24.00 24.00 24.00 -
Total 19.00 24.00 24.00 24.00 24.00 -
FY2023/24 Proposed Budget

11 SECTION - 11
City Manager
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

City Manager

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

It has been over three years since th e beginning of the global pandemic and unprecedented health crisis. During this time , the Office has coordinated the allocation of $89.6 million in Coronavir us Relief Funding. Those expenditures funded numerous response programs that resulted in approximately 1,400 loans to small businesses, 229 grants to small businesses to establish safe outdoor dining, workforce training for over 2,500 residents, extended learning programs for thousands of youth and 2,635 laptops and hot spots to name a few. As we transition from response to recovery, the Office has worked with many departments to implement the Mayor and Council approved priorities in the areas of Small Business and Commerc ial Corridor Revitalization, Homeless and Housing, Arts and the Creat ive Economy, and Valuing City Employees and Addressing Organizational Needs. To date, $111,599,609 of the $112.2 American Rescue Plan Act (ARPA) fundings has been obligated towards ov er 30 projects and programs including clean and safe for the corridors, COVID-19 vaccination awareness ca mpaign, arts and cultural grants, small business technica l assistance, youth summer programming, and housing assistance. Our Office will conti nue to work closely with residents, small businesses and community-based organizations as we lead the city through the economic recovery.

FY2023/24 Proposed Budget

PROGRAMS/SERVICE HIGHLIGHTS

Chief of Staff
 The Office of Governmental Affairs provides oversight and coordinates and develops policies for local, state, and f ederal legislative activities including management of the City’s contract lobbyists. The Office identifies state and federal funding opportunities and work s with lobbyists and elected officials to secure needed resources. The Office serves as staff to Council’s Law and Legislation Committee, is responsible for the desi gn and implementation of the annual state and federal legislative and policy platfo rm and all Fair Political Practice Commission reporting.
 Media and Communications coordinated wit h all departments to share relevant information and engage citizens in important City services, projects and initiatives.

This included managing a $1 million contract with a third-party service provider to create a new COVID-19 vacci nation outreach campaign, translating outreach materials into multiple languages, placing local media ads, working with media outlets both local and national and suppor ting events and workshops. Materials created and disseminated fostered neighb orhood/community involvement, promoted access to civic, recreational and educational resources, and encouraged a safe and healthy environment for all.
 The Performance Management program provides acc ountability and supports decision-making to inform City operations and ensures that the City serves the community in the most effective and efficient way possible. All Departments track performance management data on their core operations and have developed dashboards to track high level outcomes.

Community and Economic Development
 The Office of Innovation and Economic Development (OIED) focuses on opportunities to support and increase job creation, busin ess growth, and development activities. Accomplishments fo r the office in the last fiscal year include continuing deploying state and fe deral funds for economic recovery programs including Food Access; Al Fres co Dining; Small Business Technical Assistance; Workforce Development; Childcare, Housing Development, Commercial Corridor Support; Emergency Rental Assistance; Financial Empowerment Center Expansion; and Outreach and Engagement.  The OIED led the effort to approve financ ing of 889 new residential units and the rehabilitation of 70 to 100 existing affordable units. Approval and implementation of the Aggie Square Anti-displacement and Housing Stabilization program.  Creation of the Nighttime Economy positio n in OIED to serve as a liaison with the City, business partners and t he community to collaboratively address the issues facing entertainment and nighttime economy.

FY2023/24 Proposed Budget

 OIED concluded the second cohort of t he Economic Gardening Program 2.0 which assisted 10 small businesses by pairing them with business experts who assisted them in developing growth strategies. The participating businesses experienced revenue and employment growth.
 The OIED Community Engagement Team launched a Community Ambassador Program to bring trusted messengers to the community.
 The Office of Youth Deve lopment (OYD) continues to onboard team members and is charged with deepening systems-wide in tegration of the Citywide Youth Development Plan & Framework (Plan) and facilitating greater cohesion across multiple stakeholders, systems and prioriti es that touch young people. Over the past year, the Youth Development Poli cy Manager continues to manage multiple citywide projects and grant programs in- line with Plan goals and in response to pandemic impacts/emergent youth needs, including the highly successful #SacYouthWorks program; continues to manage the $6 million FY2020/21 midyear allocation to children and youth services including the City of Sacramento Youth Development Plan Funding Grant Program. The OYD has begun designing the competitive solicitation and grant -making processes for FY2021/22 midyear allocation to support children and yout h organizations with general operating support and capacity building.
 The Office of Cannabis Management (OCM ) coordinates cannabis policy and outreach. OCM administers the local cannabis equity program, reviews and processes cannabis business permits, which includes the oversight and coordination of an interdepartmental team to ensure th e safe and legal operation of cannabis businesses and provides logistical support for cannabis administrative appeal hearings. OCM operates a $1.5 million local equity grant and zero-interest loan program funded by state equity grants, helps fund a youth cannabis education and prevention program, and is leveragi ng technology upgrades in compliance with State requirements to migrate provisional license holders to annual licenses.

OCM has also implemented a marketing program for local equity cannabis businesses.

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

Public Safety
 Office of Emergency Management (OEM) coor dinates internal and allied agency communication, planning, preparedness, re sponse, and recovery during all hazards affecting the city , including managing activations of Crisis Action Teams and the Emergency Operations Center. During the last fiscal year, staff responded FY2023/24 Proposed Budget

to several crises including severe weather, civil unrest, and wildfires. Additionally, staff updated several internal and interagency plans and memorandums of understanding (MOU) to improve cohes ion and unified response with other government agencies and non-government organizations.

OBJECTIVES FOR FY2023/24
 The OYD team will finalize the design and begin formal implementation of the City’s first evaluation, learning and continuous quality improvement system (CQI System) to be applied across all youth inve stments while centering racial equity and social justice, these broad areas include: Research, Data, Evaluation & Learning, Grants Administration & M anagement, Organizationa l & Professional Development, and Community Engagement & Strategic Partnerships.  Aggregate and distill existing resolutions a nd strategic plans from across City departments that do or can im pact youth in significant ways, into a focused Citywide Youth Action Pl an centered on equity and in clusive of youth and community voice.
 Work closely with the City’s Youth Wo rkforce Manager to strengthen the City’s youth workforce pipeline and develop/begin implementing a robust public sector pathway for young people.
 With a focus on equity and inclusion, cont inue to implement innovative approaches to strengthening Sacramento’s work force, neighborhoods, and commercial corridors.
 Implement the Climate Im plementation Work Plan and related climate planning efforts, and coordinate for new state and federal funding opportunities.  Create processes for department engagem ent and capacity building, while strengthening community collaboration.
 Continue to advance catalytic projects, like Aggie Square, in a way that maximizes inclusive economic opportunities for adjacent communities.  Pursue opportunities to permanently implem ent programs, like Al Fresco, that were developed during the Pandemic and incr ease economic growth options for Sacramento’s small businesses.
 Explore and implement policies to st reamline housing development and increase the stock of housing opportunities at all levels.
 Continue to work closely with the Counc il in developing sound policies related to the cannabis industry and local cannabis e quity, including monitoring of Department of Justice clearance results for cannabis businesses and community outreach regarding potential changes to City regulations for on-site consumption, administer a local cannabis equity no-intere st revolving loan, create competitive grant opportunities to fund business start- up costs, reduce barrier of entry and FY2023/24 Proposed Budget

provide comprehensive business suppor t to cannabis entrepreneurs and meet State requirements transferring provisional license holders to annual licenses.  Educate and inform parents and young peopl e about the potential hazards of cannabis use by adolescents and teens.

BUDGET AND POSITION CHANGES*

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Economic
Development
One time funding to expand export markets and promote job creation through direct foreign investments and international business.

Innovation
and Growth
- 138,500 -
Media &
Communications
Add a position (1.0 FTE Media and Communications
Specialist) to increase the efficiency and effectiveness of the Media & Communications Division by assisting with public outreach and educational programs.

General - 143,901 1.00 Nighttime Economy Add two positions (1.0 FTE Economic Development Manager and 1.0 FTE Administrative Analyst) for the newly created Nighttime Economy Division in support of improving
collaborative public safety efforts within the downtown core and business community.

Innovation
and Growth
- 432,437 2.00
Office of Cannabis
Management*
Delete a position (1.0 FTE Senior Staff Assistant) and add a position (1.0 FTE Administrative Technician) to assist with the quantity and complexity of the permit applications and to monitor updates and changes to grant reports and
requirements. Position will be offset by the deletion of the position and a reduction in services and supplies.

General (109,185) 106,901 -
Office of Emergency
Services*
Delete two vacant positions (1.0 FTE Program Manager and

1.0 FTE Administrative Technician) and add two positions (1.0 FTE Program Specialist and 1.0 FTE Administrative Analyst) to align the needs of the department with the appropriate classification and to manage the workload and responsibility needed to maintain an effective and positive outcome to area hazards. Positions will be offset by the deletion of the positions and a reduction in services and supplies.

General (292,340) 291,835 -
Total Change $ (401,525) $ 1,113,574 3.00 * Position offset amounts will be finalized in the Approved Budget.

FY2023/24 Proposed Budget

Department Budget Summary

Division Budget Summary

Staffing Levels

Change
City Manager FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 10,299,076 $ 10,204,399 $ 11,859,812 $ 11,859,812 $ 12,494,582 $ 634,770 Other Services and Supplies 1,402,120 2,0 00,501 2,501,620 2,657, 606 2,767,031 109,425 City Property 26,740 58,274 24,326 24,326 24,326 -
Multi-Year Operating Projects - - 9,795,100 9,795,100 10 ,489,050 693,950 T r a n s f e r s ( 6 3 , 9 0 0 ) ( 1 1 , 5 0 2 )--- -
Labor and Supply Offset (2,196,557) (249,776) (129,075) (129,075) (129,075) - O p e r a t i n g T r a n s f e r s ( 1 4 9 , 1 1 2 ) ( 1 0 7 , 1 3 6 )--- - Total $ 9,318,367 $ 11,894,761 $ 24,051,783 $ 24,207,769 $ 25,645,914 $ 1,438,145 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 7,214,392 $ 4,692,507 $ 7,126,584 $ 7,132,570 $ 7,584,306 $ 451,736 2003 North Sac TE TABS - - 9,000 9,000 9,000 -
Block Grant/Housing & Redev - - 29,250 29,250 29,250 -
B r n f l d R e v o l v i n g L o a n P r o g r a m 5 0 , 0 0 0 ( 1 0 0 , 0 0 0 )--- - Innovation and Grow th 140,962 254,058 7, 323,738 7,323,738 8,568,647 1,244,909 Interdepartmental Service 1,909,053 2,0 23,052 1,639,182 1,639,182 1,536,200 (102,982) Measure U 3,960 5,025,143 7, 924,029 8,074,029 7,918,511 (155,518) Total $ 9,318,367 $ 11,894,761 $ 24,051,783 $ 24,207,769 $ 25,645,914 $ 1,438,145 Change
City Manager FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the City Manager Division $ 3,941,637 $ 4,353,173 $ 3,886,438 $ 3,892,424 $ 4,063,413 $ 170,989 Office of Cannabis Management Division 1,091,119 1,113,817 3,604,070 3,604,070 3,611,971 7,901 Office of Climate Action Initiatives Division - 321,252 330,840 330,840 356,532 25,692 Office of Community Response Division 338,653 - - - 13,996 13,996 Office of D iversity and E quity D ivision - 254,654 - - - - Office of Innovation & Economic Dev Division 2,387 ,627 4,623,094 14,282,306 14, 432,306 15,620,057 1,187,751 Office of Emergency Management Division 551,372 428,342 602,639 602,639 605,225 2,586 O f f i c e o f V i o l e n c e P r e v e n t i o n D i v i s i o n 2 5 8 , 5 8 4---- - O f f i c e o f H o m e l e s s S e r v i c e s D i v s i o n 2 8 9 , 5 8 0---- - Office of Media & Communications Division 459,794 547,500 514,411 514,411 667,693 153,282 Office of Youth Development Division - 252,929 831,079 831,079 707,027 (124,052) Total $ 9,318,367 $ 11,894,761 $ 24,051,783 $ 24,207,769 $ 25,645,914 $ 1,438,145 Change
City Manager FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the City Manager Division 19.00 12.00 12.00 13.00 13.00 - Office of Cannabis Management Division 7.00 9.00 9.00 9.00 9.00 - Office of Climate Action Initiatives Division - 2.00 2.00 2.00 2.00 - O f f i c e o f C o m m u n i t y R e s p o n s e D i v i s i o n 1 3 . 0 0---- - Office of D iversity and E quity D ivision - 3.00 - - - - Office of Innovation and Economic Dev Division 31.00 34.00 34.00 34.00 36.00 2.00 Office of Emergency Management Division 3.00 3.00 3.00 3.00 3.00 - O f f i c e o f V i o l e n c e P r e v e n t i o n D i v i s i o n 2 . 0 0---- - O f f i c e o f H o m e l e s s S e r v i c e s D i v s i o n 8 . 0 0---- - Office of Media & Communications Division 4.00 4.00 4.00 4.00 5.00 1.00 Office of Youth Development Division - 6.00 6.00 5.00 5.00 - Total 87.00 73.00 70.00 70.00 73.00 3.00
FY2023/24 Proposed Budget

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

PERFORMANCE MEASURES

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

In supporting the growth of business activi ty, Economic Development seeks to increase the number of job opportunities available to city residents. Tracking the total number of jobs in the city is a good indicator of increased opportunity for employment. Source: ESRI Business Analyst**

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

State of California Employment Development Department, Labor Market Information Division

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

Funding Category Program Name FTE
FY2023/24
Proposed
Affordable Housing
Operations Housing 2.00 356,589
Climate Action
Operations Office of Climate Action Initiatives 2.00 356,532 Inclusive Economic Development
MYOP Thousand Strong - 750,000
Operations Community Engagement 8.00 1,421,846 Community Investment 8.00 1,382,849
Economic Development 10.00 1,673,100
Economic Development Administration 4.00 970,568 Youth
MYOP Economic Development and Youth Priorities - 300,000 Operations Office of Youth Development 5.00 707,027 Grand Total 39.00 $ 7,918,511
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of businesses in the city* 21,511 21,279 21,136 22,384 n/a FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of jobs in the city 276,858 272,403 286,896 285,037 n/a FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Employment rate 86.8% 91.1% 95% 95.4% n/a
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Total investments made in Sacramento, by building
permit valuation $1.35 billion $1.34 billion $1.46 billion $1.35 billion n/a FY2023/24 Proposed Budget

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

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

FY2023/24 Proposed Budget

12 SECTION - 12
City Treasurer
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

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

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

PROGRAMS/SERVICE HIGHLIGHTS
 Negotiated and renewed Master Deposit ory Banking, Merchant, and Custodial Services Agreements.
 Assisted business units in adding addi tional payment methods (i.e., mobile payments, eCheck, Marina new pumps, et c.), adding to increased sales and a better customer experience, all while ma intaining Payment Card Industry (PCI) Compliance; Coordinated and co-led t he team to another Clean Report of Compliance (RoC), using established Pa yment Card Industry Data Security Standard (PCI DSS) Policy and Procedures. The RoC was again 100% completed remotely.
 Provided debt financing services for the city as well as for various Community Facilities Districts (CFDs), which provided funding for facility dev elopment, land purchases, improvements, and the acquisition of equipment. Ensured compliance with post- issuance regulatory and disclosure matter s and covenants of debt obligations to ensure investment-grade ratings and/or outloo ks are maintained or eligible to be upgraded. Staff in the Debt Management Div ision continue to be efficient and effective – completing all debt management responsibilities, working through financings, and completing special projects, all despite multiple vacancies which have existed in the division since 2019.
 Worked with the Department of Utilities to develop a designated reserve policy for all three enterprise utility systems – Water, Wastewater, and Storm Drainage. The designated reserve policy established t he minimum and target reserve funding levels for three reserve categories and alig ns the informal protocols with industry best practices and the policies implemented by other large CA municipal utilities.

The reserve policy was approved by the Budget & Audit Committee and the City Council.

FY2023/24 Proposed Budget

 Managed the cash flow for the City, Sacramento City Employees’ Retirement System (SCERS), Sacramento Housing and Redevelopment Agency (SHRA), Sacramento Public Library Authority (SPLA), and other trust funds between the bank and the investment pools to gain interest earnings and provide liquidity in a prudent manner.

Consistently one of the top performing municipalities in the State of California. Staff is now managing in excess of $1.9 billion.
 SCERS Plan achieved over 95% f unding status in a year when equity and fixed income markets had significant negative retu rns. Staff continues to demonstrate disciplined investment strategies in both pos itive and negative market environments

DEPARTMENT EFFICIENCIES

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

OBJECTIVES FOR FY2023/24

 Develop and implement citywide banking policies and procedures that will complement existing procedures for Departments; Continue to evaluate and establish a citywide Credit Card Fee Policy.
 Work with City Council and Community Org anizations to explore the concept of a Public Bank for the City.
 Continue to maintain investor and rating agency relations of outstanding bonds issued by the City, Sacramento Cit y Financing Authority, Sacramento Public Financing Authority, and the Redevelopment Agency Successor Agency to maintain or improve applicable credit ratings. Continue to comply with all bond covenants and regulatory requirements to maintain the City’s tax-exempt status of bonds and loans.  Continue to work with Departments in performing feasibility analyses or obtaining cost- effective financing to pay for infrastructure or equipment acquisition costs, including the development of long-te rm finance and master plans. Evaluate refinancing opportunities.
 Work on the formation of the Natomas Enhance Infrastructure Financing District and the issuance of bonds for various commun ity facilities distri cts – Delta Shores Community Facilities District (Improve ment Area 1) and Greenbriar CFD (Improvement Area 2) to acquire infrastructure from the respective developers.

FY2023/24 Proposed Budget

 Work with the Mayor’s offi ce to determine the feasibility of an additional TOT debt issuance given the passing of Measure N.
 Continue to work wit h the Department of Utilities to complete the development of Long- Range Financial Plan – including the review of the Asset Management Program; Work with the Department of Public Works and other City departments on the Sacramento Valley Station Governance Study.
 Work with the State Controller’s Office (SCO) to re-claim dozens of property accounts that belong to various investment accounts. Assets date back to 1999 and SCO has advised that the process may take 6 months
 Conduct an RFP for a new software provider for robust fund accounting and portfolio management services for the Invest ment Division to replace inefficient legacy software from the year 2000.
 Build a succession and training plan that hel ps to cultivate staff in preparation for natural attrition.

BUDGET CHANGES AND POSITION CHANGES

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
City Treasurer Increase Pool A Revenue Budget to align with historical revenues. One-time revenue increase due
to Pool A interest earnings from American Rescue
Plan funds, Delta Shores and railyards bond proceeds
with unknown withdrawals.

General (600,000) - - Total Change $ (600,000) $ - - Change
City Treasurer FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 2,045,493 $ 2,080,381 $ 2,552,685 $ 2,552,685 $ 2,649,607 $ 96,922 Other Services and Supplies 325,580 290,904 275,547 275,547 280,547 5,000 City Property 1,816 1,824 10,000 10,000 5,000 (5,000)
Multi-Year Operating Projects - - 3,000 3,000 1,000 (2,000) Labor and Supply Offset (22,888) (29,068) 350 350 350 - Total $ 2,350,001 $ 2,344,041 $ 2,841,582 $ 2,841,582 $ 2,936,504 $ 94,922 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 1,960,349 $ 1,661,683 $ 1,678,363 $ 1,678,363 $ 1,707,095 $ 28,732 Interdepartmental Service 389,652 682,358 1,163,219 1,163,219 1,229,409 66,190 Total $ 2,350,001 $ 2,344,041 $ 2,841,582 $ 2,841,582 $ 2,936,504 $ 94,922 FY2023/24 Proposed Budget

Division Budget Summary

Staffing Levels

Change
City Treasurer FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CityTreasurer Division $ 2,350,001 $ 2,344,041 $ 2,841,582 $ 2,841,582 $ 2,936,504 $ 94,922 Total $ 2,350,001 $ 2,344,041 $ 2,841,582 $ 2,841,582 $ 2,936,504 $ 94,922 Change
City Treasurer FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended City Treasurer Division 14.00 14.00 14.00 14.00 14.00 - Total 14.00 14.00 14.00 14.00 14.00 -
FY2023/24 Proposed Budget

13 SECTION - 13
Community Development
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

Community Development
We help plan, build, and maintain a great city.

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

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

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

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

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

 Code Compliance:   Promote and maintain a safe and desirable living and working environment th rough enforcement of
City and state codes. Programs and services include
neighborhood and busine ss code compliance,
graffiti abatement, weed abatement, substandard/

FY2023/24 Proposed Budget

dangerous building inspections, tenant protection,
vacant building monitori ng and residential rental
housing inspections.

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

PROGRAMS/SERVICE HIGHLIGHTS
 Current Planning staff is on track to process approx imately 650 private development applications by the end of FY 2022/23. Notable projects this year have included:
o Approval of 550 residential lots wit hin the Panhandle area with another 800 in-progress.
o Approval of Costco in Natomas and approximately 250,000 sq. ft. of industrial development at Northgate and I-80.
o Continued development in the Railyards, including the Central Shops project.
o Approval of almost 400,000 square f eet of industrial development at the Sacramento Army Depot.
o Continued development in the River District including approval of the Growers District and five residential blocks at Township 9. o First new residential construction in Delta Shores with more to come. o Approval of approximately 300 affor dable residential units via the City’s Ministerial Housing application process.
o A record 257 accessory dwelling units (ADU) citywide.  The Building Division provi des in-person counter services by appointment only on Tuesday and Wednesday 9am – 3:30pm. Vi rtual customer services for online submittals and email inquiries are availa ble 12am Monday – 12am Friday. Other notable highlights in the Building Division include:
o On November 29, 2022, the City Council adopted the New Building Electrification Ordinanc e and Infeasibility Waiver Guidance Document.

Effective January 1, 2023, all new cons truction of three stories and below are required to be all-electric, whic h will help reduce future carbon emissions.

FY2023/24 Proposed Budget

o On December 13, 2022, the Cit y Council adopted the Alternate Water Systems Ordinance. The Alternative Water Systems Ordinance outlines new graywater piping requirements which will apply to certain new non-residential buildings over 10,000 square feet beginning July 1, 2023. o The department developed shelf-ready ADU Plans for studio, one bedroom, and two-bedroom units.
o City Council adopted the 2022 Building Standards Code.  Since July 1, 2022, Animal Care Servic es has provided vaccinations, veterinary care, and spay/neuter services to 484 animals owned by 260 owners through the Animal Services Homeless Response Team.
 Code Compliance developed a community outreach and resource team to attend community events and proactively engage the community.
 CDD field personnel received an outst anding performance recognition by Risk Management for having the lowest collision frequency in the City.

DEPARTMENT EFFICIENCIES
 The Planning Division launched a ne w, online ADU Re source Center https://adu.cityofsacrament.org/ to provide customers with assistance planning and developing an accessory dwelling unit . Permit ready ADU plans are also available online.
 The Building Division im plemented 100% online submittals for residential production permits to provide a more transparent tracking mechanism, enhance accuracy, and streamline processing; plan review was transitioned to all electronic codes in lieu of hard copy.
 Animal Care Services has been decreasing t he length of stay for animals in shelter and foster, saving financial resources, and improving the quality of care for the animals.

OBJECTIVES FOR FY2023/24
 Adopt the 2040 General Plan and Climate Action & Adaptation Plan.  Deploy the Small Project Rapid Review (SPRR) program to replace, enhance, and automate the existing electronic over the counter (EOTC) services.  Recruit and retain veterinarian and medica l support staff to provide high quality veterinary care to shelter animals and to animals served in our community outreach programs.
 Code Compliance to implement an enhanc ed vacant lot and vacant building monitoring and enforcement program.

FY2023/24 Proposed Budget

 Housing and Dangerous Buildings to implement an owner-occupied low-income emergency housing repair program.

BUDGET AND POSITION CHANGES*

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Administration/Code
Compliance
Delete a position (1.0 FTE Account Clerk II) in the
Code Compliance division and add a position (1.0
FTE Accounting Technician) to the Administrative
Services division as there is an increase in workload
that requires higher-level review. No additional cost is associated with the new position.

General (74,590) 83,616 - Building Decrease revenue budget from Customer Service to align with actual revenues and historical trends.

General 356,599 - - Animal Care Delete a position (1.0 FTE Customer Service Representative) and add a position (1.0 FTE Animal
Services Adoption Coordinator) to provide additional
oversight to the robust volunteer program.

Measure U (74,854) 105,171 - Animal Care Delete a position (1.0 FTE Customer Service Specialist) and add a position (1.0 FTE Administrative
Analyst) to support the veterinary, enforcement, and
field services teams.

Measure U (82,507) 131,824 - Animal Care Add two positions (2.0 FTE Animal Control Officers) and two vehicles to improve response time for service
calls from the community.

Measure U - 512,828 2.00 Code Compliance Decrease revenue budget for Housing and Dangerous Building to align with actual revenues and historical
trends.

General 490,000 - - Code Compliance Decrease revenue budget due to the loss of the Sacramento Abandoned Vehicle Service Authority
funding. The program sunset on April 30, 2022, and
Measure C failed to pass during the June 7, 2022,
primary elections.

General 405,292 (405,292) - Code Compliance Adjusting Measure U reimbursement from the General Fund for the Sacramento Abandoned Vehicle Service
revenue loss reduction.

Measure U - 405,292 - Code Compliance Delete four positions (0.5 Youth Aide) and add a position (0.5 FTE Crew Leader) to lead and supervise
the citywide graffiti abatement youth program.

General (17,776) 18,929 - Code Compliance Add a position (1.0 FTE Program Specialist) to oversee the hearings and appeals process and
supervise section's staff.

Measure U - 158,311 1.00 Code Compliance One-time revenue budget increase for Neighborhood Code Compliance to align with actual revenues to be
evaluated in the following fiscal year for sustainability.

General (715,960) 715,960 - Code Compliance Adjusting Measure U reimbursement from the General Fund for the revenue increase in Neighborhood Code
Compliance.

Measure U - (715,960) - Code Compliance One-time revenue budget increase for Business Compliance to align with actual revenues to be
evaluated in the following fiscal year for sustainability.

General (350,000) - - Planning* Add a position (1.0 FTE Development Services
Technician) to handle increasing volume of work and
meet customer service levels. The cost of the position
is being offset by increasing reimbursement for
existing positions.

Measure U (98,440) 96,811 1.00 Total Change $ (162,236) $ 1,107,490 4.00 * Position offset amounts will be finalized in the Approved Budget.

FY2023/24 Proposed Budget

Department Budget Summary

Division Budget Summary

Staffing Levels

Change
Community Development FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 31,671,148 $ 33,242,970 $ 39,201,854 $ 39,201,854 $ 40,662,660 $ 1,460,806 Other Services and Supplies 7,625,422 9,46 9,149 11,708,989 11,6 96,416 11,230,945 (465,471) City Property 113,048 374,110 181,641 181,641 181,641 - Multi-Year Operating Projects - - 3,987,033 3,853,600 4,231,430 377,830 Transfers 165,226 302,075 303,178 303,178 350,212 47,034 Labor and Supply Offset (3,527,423) (3,048,189) (2,669,503) (2,669,503) (2,854,591) (185,088) Total $ 36,047,420 $ 40,340,115 $ 52,713,192 $ 52,567,186 $ 53,802,297 $ 1,235,111 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 33,417,877 $ 29,508,143 $ 34,519,469 $ 34,519,469 $ 35,444,866 $ 925,397 Cityw ide Low Income Housing 2,453,037 2,790,748 3,100,000 3,100,000 2,390,000 (710,000) Development Services - - 2,266,000 2,266,000 2,266,000 - Landscaping and Lighting 200,000 137,294 348,000 250,000 255,000 5,000 Measure U - 7,979,219 12,229,72 3 12,181,717 13,196,431 1,014,714 R i s k M g m t ( 2 3 , 4 9 4 ) ( 7 5 , 2 8 9 )--- -
Special Program Donations - - 250,000 250,000 250,000 - Total $ 36,047,420 $ 40,340,115 $ 52,713,192 $ 52,567,186 $ 53,802,297 $ 1,235,111 Change
Community D evelopment F Y2020/21 F Y2021/22 F Y2022/23 F Y2022/23 F Y2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration Division $ 2,208,283 $ 2,360,484 $ 3,273,648 $ 3,273,648 $ 3,364,363 $ 90,7 15 Animal Care Services Division 5,841,691 6,298,828 7,359,055 7,350,007 8,223,907 873,900 Building Division 12,537,777 14,596,172 18,401,378 18,401,378 18,317,008 (84,370) Planning Division 6,188,058 6,717,548 11,725,809 11,725,809 11,659,248 (66,561) Code Compliance Division 9,271,612 10,367,083 11,953,302 11,816,344 12,237,771 421,427 Total $ 36,047,420 $ 40,340,115 $ 52,713,192 $ 52,567,186 $ 53,802,297 $ 1,235,111 Change
Community Development FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration Division 15.00 16.00 19.00 18.00 20.00 2.00 Animal Care Services Division 55.00 61.00 61.00 61.00 63.00 2.00 Building Division 82.00 87.00 89.00 90.00 89.00 (1.00)
Planning Division 52.00 52.00 54.00 54.00 55.00 1.00
Code Compliance Division 86.50 92.00 92.00 92.00 92.00 - Total 290.50 308.00 315.00 315.00 319.00 4.00
FY2023/24 Proposed Budget

MEASURE U

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

PERFORMANCE MEASURES

Animal Care Services Division

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

Building Division

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

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

Funding Category Program Name FTE
FY2023/24
Proposed
Affordable Housing
MYOP Specific Plans - 1,200,000
Operations Long Range 13.00 985,731
Zoning 6.00 655,849
Community Response
Operations Animal Care Administration 12.00 914,151 Animal Care/Shelter 36.00 4,051,144
Neighborhood Code Compliance 40.00 3,250,686
Misellaneous
MYOP Commission Stipends - 3,500
Public Safety - Community Development
MYOP Fleet Acquisitions - 321,500
Operations Animal Enforcement/Field Services 15.00 1,813,870 Grand Total 122.00 $ 13,196,431
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of animals that are adopted, transferred, sent
to rescue, or returned to ow ner (live release rate) 85% 85% 85% 87% 90% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of development inspections performed on the
day scheduled 97% 99% 99% 98% 98%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percentage of residential building permits issued w ithin tw o days 85% 80% 85% 85% 85%
FY2023/24 Proposed Budget

Code Enforcement Division

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

Planning Division

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

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Vehicle cases closed w ithin 21 days 70% 86% 52% 64% 75% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of director-level planning files completed w ithin 90 days 26% 39% 19% 50% 50%
FY2023/24 Proposed Budget

14 SECTION - 14
Community Response
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

Community Response
The mission of the Department of Community Response is to serve as an alternative response that connects individuals in crisis with appropriate services and treatment options.

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

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

To facilitate the shift toward this alternat ive response model, DCR is comprised of the following three offices:
 Office of Community Outreach: Responsible for responding to calls for service by deploying teams of social workers and outreach specialists who will use evidence- based practices such as cultural com petency, motivational interviewing, and strengths-based approaches t hat are not typically f ound within traditional emergency response models.
 Office of Homeless Services: Resp onsible for the City’s response to homelessness, which includes coordinating with various Federal, State, local, nonprofit, and faith-based entities to end homelessness and administering millions in contracts to fund emergency shel ter, wraparound services, and housing projects.
 Office of the Director: Responsible fo r the strategic planning, fiscal, human resources, and administrative management of the Department.

FY2023/24 Proposed Budget

PROGRAMS/SERVICE HIGHLIGHTS
 The Office of Homeless Services (O HS) opened the Outreach & Engagement Center (OEC) on Auburn boulevard at the City-Owned former SMUD Science Center. The OEC provides engagement services during the daytime, and overnight respite to provide safety and stability for participants while waiting for entry into other community programs such as Em ergency Shelter, Transitional, and Permanent Housing. In the first four m onths of operation, the OEC served 277 people, and of the 193 who left the progr am, 50% exited to positive destinations through Permanent Housing or temporary shelter. Additionally, the OEC operated as a weather respite center during the extreme winter storms.  OHS successfully integrated all City-f unded Emergency Shelter programs into the Coordinated Access System (CAS). These City-funded programs were the first in the entire County to integrate into C AS which will streamlin e the process for community members to access appropriate services, reduce time spent on the street, and increase overall positive outcomes for City-funded programs.  The Office of Community Outreach (OCO ) established a management structure through the hiring of a Social Services Manager and two Program Specialists.

OCO further increased its ability to respond to calls for service by hiring nine additional Neighborhood Resource Coordinators.

 Since July of 2022, the Office of Commu nity Outreach, in partnership with its contracted outreach provider Hope Cooperative, has re sponded to more than 19,000 calls for service regarding community members experiencing homelessness. These calls for service include more than 7,500 calls for trash removal which resulted in nearly 30,000 cubic yards of garbage being removed from encampments. Addi tionally, Neighborhood Resource Coordinators and contracted outreach staff have provided more than 9,000 unique services to community members experiencing homelessness.

DEPARTMENT EFFICIENCIES

 OHS increased the analysis of the demogr aphics of guests served (such as age, race, physical and mental health condition s) and overall program outcomes to improve the efficiency of contract oversight for our Community Based Organizations.
 OCO has focused on creating data driven re sponses to calls for service involving unhoused community members. To bette r identify focus areas and deploy resources more efficiently, OCO partner ed with the IT Depar tment and GIS staff to develop heat maps showing the highest concentration of calls for service within the community.

 Developed 311 Dashboards for field us e which break down pending calls for service into localized neighborhoods. This allows staff to efficiently respond to calls in a smaller geographic area, significantly reducing response time.

FY2023/24 Proposed Budget

 Partnered with 311 and IT staff to increas e the sub-service types available for response in 311. The newly formed sub-service types allow the Department to respond to issues involving general iss ues with unhoused persons, as well as specific City ordinances for which DC R has been identified as the primary response agency.

OBJECTIVES FOR FY2023/24
 Further collaboration with the Count y in accordance with the Partnership Agreement to maximize consistency for c ontracted shelter programs, as well as work to identify sites in which the County can provide services to individuals and families experiencing homelessness.
 Increase the frequency of repor t outs related to program, client level, and outcome data for contracted programs in an effort to maximize transparency, accountability, and lean into greater return on investment of public funds. Including complying with the requirements of Measure O regarding regular monitoring and daily reporting of shelter bed utilization.
 OCO aims to continue the development of 311 dashboards and heatmaps to provide transparency for officials and co mmunity members. The Department will partner with the IT Department and GIS staff to develop a public facing dashboard and heatmap for public consumption, which contains only de-identified data.

Use a data driven approach to improve res ponse time of field staff to 311 calls.

OCO’s goal is to have the response to 311 calls outpace the rate of incoming new calls.
 Hire all funded Neighborhood Resource C oordinator positions and move toward increased coverage time. OCO, when fully hi red, will work to ha ve staff on-call during weekend hours in order to provide 7 day a week coverage to the community.

BUDGET AND POSITION CHANGES

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Office of the
Director
Delete a position (1.0 FTE Media and
Communications Specialist) in the Office of the
Director and transferred to the City Manager's Office.

Measure U - (129,871) (1.00) Total Change $ - $ (129,871) (1.00) FY2023/24 Proposed Budget

Department Budget Summary

Division Budget Summary

Staffing Levels

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

Change
Community Response FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services - $ 2,624,706 $ 4,361,454 $ 4,361,454 $ 4,372,877 $ 11,423 Other Services and Supplies - 325,166 659,594 659,594 693,409 33,815 City Property - 88,985 420,000 420,000 390,856 (29,144) Multi-Year Operating Projects - 26,120 1 9,595,807 19,595,807 11,368,213 (8,227,594) L a b o r a n d S u p p l y O f f s e t - ( 8 7 , 6 0 2 )--- - Total - $ 2,977,374 $ 25,036,855 $ 25,036,855 $ 16,825,355 $ (8,211,500) Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Amended Amended Proposed Proposed/Amended Measure U - $ 2,977,374 $ 25,036,855 $ 25,036,855 $ 16,825,355 $ (8,211,500) Total - $ 2,977,374 $ 25,036,855 $ 25,036,855 $ 16,825,355 $ (8,211,500) Change
Community Response FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of Director Division - $ 813,820 $ 1,136,083 $ 1,136,083 $ 1,079,412 $ (56,671) Office of Community Outreach Division - 1,391,639 12,636,775 12,636,775 12,676,140 39,365 Office of Homeless Services Division - 511,267 11,263,997 11,263,997 3,069,803 (8,194,194) Office of Violence Prevention Division - 260,647 - - - - Total - $ 2,977,374 $ 25,036,855 $ 25,036,855 $ 16,825,355 $ (8,211,500) Change
Community Response FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of Director Division - 8.00 8.00 8.00 7.00 (1.00) Office of Community Outreach Division - 24.00 24.00 24.00 24.00 - Office of H om eless Services D ivision - 6.00 6.00 6.00 6.00 - Office of Violence Prevention Division - 2.00 - - - -
Total - 40.00 38.00 38.00 37.00 (1.00)
Funding Category Program Name FTE
FY2023/24
Proposed
Community Response
MYOP Community Outreach - 9,222,213
Operations Office of Community Outreach 24.00 3,453,927 Office of Director 7.00 1,079,412
Homelessness
MYOP Homeless Housing Initative - 2,146,000 Operations Office of Homeless Services 6.00 923,803 Grand Total 37.00 $ 16,825,355
FY2023/24 Proposed Budget

PERFORMANCE MEASURES

Community Response

[1] 311 Calls regarding a request to pick-up trash / debris in a public space. [2] 311 Calls regarding a homeless encampment within 500 feet from a school; this service type was not in use in FY22. [3] 311 Calls regarding a homeless encampment blocking a sidewalk; this service type was not in use in FY22. [4] All other 311 Calls related to homelessness not specifically broken out in this report. [5] Unhoused Self-Referral refers to 311 Calls from community members seeking services for themselves.

Source: 311

FY22 FY22 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
311 Calls Closed by Service Type
Trash (Cubic Yds Removed) [1] n/a n/a
8,805 (46,605
cubic yds)
12,600 (49,000
cubic yds)
12,600 (49,000
cubic yds)
Homeless Encampment 500ft from School [2] n/a n/a n/a 180 180 Homeless Encampment Blocking Sidew alk [3] n/a n/a n/a 1,650 1,700 Homeless Encampment Concern [4] n/a n/a 12,275 13,850 14,000 Unhoused Self-Referral [5] n/a n/a 373 1,950 2,000
FY2023/24 Proposed Budget

15 SECTION - 15
Convention and Cultural Services
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

Convention and Cultural Services
The mission of the Convention and Cultural Services Department is to promote and preserve our unique culture and heritage by delivering accessible arts, leisure, and educational experiences to enrich people's lives and enhance the metropolitan area.

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

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

 SAFE Credit Union
Convention and
Performing Arts District:

Consists of the SAFE Credit Union Convention
Center, SAFE Credit Union Performing Arts
Center, and Memorial Audito rium. This district is
the venue for a variety of events including major
conventions, trade shows, performing arts,
concerts, sporting events, seminars, weddings,
banquets, and high school graduations.

 Crocker Art Museum: The Crocker Art Museum brings people together and connects them in unexpected ways with art,
ideas, each other, and the world around them. The
Museum features the world’s foremost display of
California art and is reno wned for its holdings of
master drawings. Other major collection areas
include international ceramics, European
paintings, and Asian, Afri can, and Oceanic art.

The Museum serves as the primar
y re gional

FY2023/24 Proposed Budget

resource for the study and appreciation of fine art
and offers a diverse spectrum of exhibitions,
events, and programs to augm ent its collections,
including films, concerts, studio classes, lectures,
children’s activities, and more.

 Fairytale Town: At Fairytale Town, children and families enjoy a magical, safe place to imagine, play, and learn.

This nonprofit storybook park and education
center promotes the imagination, creativity, and
education of children. More than 250,000 visitors
laugh and learn in a typica l year at the main park
while at-risk youth benefit from hands-on
exploration at the Sacramento Adventure
Playground located in South Sacramento.

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

 Office of Arts and Culture: The City of Sacramento’s Office of Arts & Culture is the City’s chief point of interface with the
creative community. Together with other city and
civic partners, the Office of Arts & Culture is
working toward development of a vibrant and just
creative economy in Sacr amento. Creative Edge:

Sacramento’s Arts, Culture & Creative Economy
Plan is its guiding policy framework. The Office of
Arts & Culture is responsible for creative economy
grantmaking and educati onal programming as
well as the City’s Art in Public Places program and
Sacramento Film & Media. The Office of Arts &
Culture serves as a source of information on the
state and impact of the creative economy.

 SMUD Museum of
Science and Curiosity:

The new SMUD Museum of Science and Curiosity
(MOSAC) is a premier institution for informal
science education in Sacramento and the
FY2023/24 Proposed Budget

Northern California Region. The Museum piques
curiosity and sparks imagination with hands-on
interactive exhibits and programming that explore
the wonders of science, technology, engineering,
art, and math. The new state-of-the-art exhibits
address global and local issues and topics relating
to energy, water, health, nature, space, and
design engineering. The digital dome theater will
screen a variety of specta cular film and star
shows. The rotating galle ry will feature special
exhibitions that will continually bring new
experiences and ideas to the Sacramento region.

 Sacramento History
Museum:

The Sacramento History Museum is dedicated to
Sacramento’s rich and diverse history. The
Museum explores the stories of the area’s first
inhabitants, from the native peoples who originally
lived here to the thousands of immigrants who
came from around the world to seek their fortune
in California’s gold fields, and ultimately creating
an “indomitable city”. With engaging educational
programs serving thous ands of students each
year, public programming and tours of The Old
Sacramento Riverfront Dis trict, the Museum
brings Gold Rush history to life for visitors of all
ages.

 Sacramento Zoo: The Sacramento Zoo is one of the region's top attractions, with an annual attendance of more
than 500,000. The Zoo's collection consists of
more than 400 animals, diverse botanical life, and
several specialized gardens.

PROGRAMS/SERVICE HIGHLIGHTS

 The SAFE Credit Union Convention Center , SAFE Credit Union Performing Arts Center, and Memorial Auditorium collectively hosted 241 events, served 540,000 attendees, and contributed nearly $116 m illion in economic impact to the Sacramento region from January 1, 2022 to December 31, 2022.  Additional fencing and guard rails were installed around the SAFE Credit Union Convention and Performing Arts District to enhance the safety and security for our clients, staff, and patrons.
 The Office of Arts and Culture continued to advance the goals of the Creative Edge Plan. With support from the National Endowment for the Arts ($500,000), OAC was able to fund 45 artists to carry out several projects in the region. OAC also secured FY2023/24 Proposed Budget

a $4.75 million grant from the California Arts Council to develop the Capitol Region Creative Corps project. OAC awarded $3.75 million in ARPA Creative Economy funding to area nonprofit arts and cultural organizations. OAC’s Art in Public Places program completed Community Murals Sacramento, with 10 murals, 39 artists and 1,771 community collaborations. Four new projects were kicked off in conjunction with the CalTrans Clean Ca lifornia program. Sacrament o Film + Media better aligned the film permitting process and 82 film permits were issued that resulted in 172 days of filming and $2.7 million in lo cal spending. OAC also launched the Sacramento Music Census and arts and entertainment regulatory review project.  The Crocker Art Museum attracted visi tors from across the nation and around the world to Sacramento. The Museum served over 147,000 people. Audiences were served through a variety of in -person and virtual programs, community activities, and publications.
 During the first eight months of fiscal year 2023, approximately 260,000 visitors enjoyed a safe day out at the Zoo and were entertained, educated, and connected to wildlife. Two new capybaras, a newborn giraffe, and a temporary dragon exhibit were among the more popular additions with the guests. In addition, the “Behind- The-Scenes Tour” program continues to grow in popularity, and Zoo Summer Camp, which returned in fiscal year 2023, is expected to be in full swing in the summer of 2023.

DEPARTMENT EFFICIENCIES
 The $350 million C3 Project was complet ed, which improved guest experience and event flexibility at the SAFE Credit Union Convention Center, improved acoustics and performance space, expanded restrooms and concessions at the SAFE Credit Union Performing Arts Center, and enh anced the patron experience at the Memorial Auditorium.
 The Engineering team has completed over $2.4 million in a variety of projects for and around the SAFE Credit Union Conv ention Center, SAFE Credit Union Performing Arts Center, and Memorial Auditorium.
 Directional signs and display screens were added throughout the SAFE Credit Union Convention Center.
 The Office of Arts and Cult ure began the work to create more uniform approaches to grant and public art commission proce sses, such as evaluation rubrics, application advising, and panel processes.
 With a new chef on board, the Zoo has streamlined its kitchen operation to improve both the efficiency and quality of the conc ession operation. In addition, the Zoo has realigned the education and animal ca re departments to improve efficiency while providing more programming to the public and maintaining excellent care for the animals.

FY2023/24 Proposed Budget

OBJECTIVES FOR FY2023/24

 Provide clean, well-maintained facilit ies to ensure the pub lic’s comfort and enjoyment during their visits following curre nt federal, state, and local guidelines including COVID-19 protocols, and mainta ining Global Biorisk Advisory Council certification at the SAFE Credit Union Convention Ce nter, SAFE Credit Union Performing Arts Center, and Memorial Auditorium.
 Complete the move of collections from the current off-site auxiliary storage facility at McClellan Park to a new, more secure , climate-controlled location that will be shared with the Crocker Ar t Museum. The move is planned to be completed by the end of 2023. The new space will give both the Crocker and the Center storage space that is desperately needed for their collections.  The Office of Arts and Culture will cont inue the roll-out of American Rescue Plan act support for the Creative Economy, incl uding projects focused on individuals, arts journalism, creative businesses and youth workforce development. OAC will carry out the Capitol Region Creative Corps program, maki ng grants for 25 projects and hiring five artists in residence at the City. OAC will also continue work on major Art in Public Places projects at the Convention Center and along the Del Rio Trail to name a few. OAC will publis h and distribute the Sacramento Music Census and complete the Arts and Entertainment Regulatory Review project.  The Zoo will continue to inspire apprec iation and respect for wildlife and nature through education, recreation, and conservation. The department will achieve this by maximizing educational and entertainment value to the roughly 500,000 visitors that currently participate in the Zoo’s programming while also continuing to explore strategic opportunities to reach even more people wit hin the Sacramento region and beyond in the future.

BUDGET AND POSITION CHANGES*

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Administration* Delete a position (1.0 FTE Administrative Assistant) in the Administration Division and add a position (1.0
FTE Assistant Director) to oversee department
operations and facilitate department priorities.

Community
Center
(178,600) 215,347 -
History Increase the services and supplies budget in the History Division to continue contracting with
Downtown Sacramento Partnership for management
services, maintenance services, overnight security,
and events/activation for the Old Sacramento Historic
District.

Community
Center
- 96,400 -
Office of Arts and
Culture
Increase funding for the Creative Edge Multi-Year
Operating Project (MYOP) (I02181100) to support the
expansion of the Cultural Arts Awards grant program.

Community
Center
- 500,000 -
Office of Arts and
Culture
Increase funding for the Creative Edge MYOP
(I02181100) to support grants, an internship program,
and marketing activities related to film and media
production in the City.

Innovation
and Growth
- 150,000 -
FY2023/24 Proposed Budget

BUDGET AND POSITION CHANGES* (continued)

Department Budget Summary

Division Budget Summary

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Office of Arts and
Culture
Increase funding for the Creative Edge MYOP
(I02181100) to support the expansion of the Cultural
Arts Awards grant program.

Innovation
and Growth
- 200,000 -
Office of Arts and
Culture
Increase funding for the Creative Edge MYOP
(I02181100) to support creative placemaking activities
at the neighborhood level.

Innovation
and Growth
- 650,000 -
SAFE Credit Union
Convention and
Performing Arts
District*
Delete various positions (12.0 FTE) and added
various positions (8.0 FTE) to ensure event staffing
needs are met at the SAFE Credit Union Performing
Arts District.

Community
Center
(805,462) 765,642 (4.00)
Total Change $ (984,062) $ 2,577,389 (4.00)
* Position offset amounts will be finalized in the Approved Budget.

Change
Convention and Cultural Services FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 6,775,239 $ 8,861,654 $ 12,307,603 $ 12,307,603 $ 12,365,035 $ 57,432 Other Services and Supplies 5,305,583 8,565,482 8,606,898 8,357,764 10,323,579 1,965,815 City Property 152,159 25,523 83,000 83,000 63,000 (20,000) Multi-Year Operating Projects - - 114,000 114,000 1,614,000 1,500,000 Transfers (144,082) (157,728) - - - -
Labor and Supply Offset 1,187,306 1,426,226 1,377,766 1,377,766 1,476,323 98,557 Operating Transfers 726,369 2,593,005 1,765,100 1,765,100 2,017,300 252,200 Total $ 14,002,575 $ 21,314,164 $ 24,254,367 $ 24,005,233 $ 27,859,237 $ 3,854,004 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(L ess) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 5,096,002 $ 8,155,625 $ 1,199,891 $ 1,005,891 $ 727,827 $ (278,064) Community Center 8,045,968 8,827,520 18,014,713 18,014,713 20,871,974 2,857,261 Fairytale Tow n 76,018 103,383 50,000 50,000 50,000 -
H Street Theater 151,658 9,856 45,000 45,000 45,000 -
Innovation and Grow th - - - - 1,000,000 1,000,000
Measure U - 3,951,867 4,636,087 4,636,087 4,833,441 197,354 Museum of History, Science, & Tech 307,473 - - - - -
Old Sac Market 81,520 63,749 104,000 48,866 104,000 55,134 Old Sacto Maint Dist 65,246 67,190 67,220 67,220 66,715 (505) Winchester G & Mary Alice Felt 104,198 33,704 87,456 87,456 110,280 22,824 Zoo 74,493 101,271 50,000 50,000 50,000 -
Total $ 14,002,575 $ 21,314,164 $ 24,254,367 $ 24,005,233 $ 27,859,237 $ 3,854,004 Change
Convention and Cultural Services FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CCS Administration Division $ 1,407,927 $ 2,112,507 $ 1,819,222 $ 1,819,222 $ 1,789,565 $ (2 9,657) SAFE CU Conv. & Perf. Arts Dist. Division 6,498,060 12,899,148 15,743,019 15,743,019 18,033,537 2,290,518 Crocker Art Museum Division 1,876,579 2,210,358 2,445,331 2,445,331 2,367,272 (78,059) Fairytale Tow n Division 89,036 124,301 62,245 62,245 62,245 - History Division 2,670,571 2,238,544 2,520,345 2,465,211 2,647,090 181,879 Sacramento Office of Arts and Culture Division 538,295 681,938 838,999 845,999 2,333,212 1,487,213 Pow erhouse Science Center Division 238,413 238,337 238,337 145,337 145,337 - Sacramento History Museum Division 250,702 260,933 251,528 143,528 143,528 - Sacramento Zoo Division 432,993 548,096 335,341 335,341 337,451 2,110 Total $ 14,002,575 $ 21,314,164 $ 24,254,367 $ 24,005,233 $ 27,859,237 $ 3,854,004 FY2023/24 Proposed Budget

Staffing Levels

MEASURE U

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

PERFORMANCE MEASURES

Convention Center Complex Division

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

An increase in tickets sold is an indicator of the strength of the shows and the demand for the events. These shows bring local attendees and visitors to the downtown core , which supports the economic vitality of Sacramento. Overall demand for event and production space at the SAFE Credit Union Convention and Performing Arts District, which includes the SAFE Credit Union Performing Arts Center and Memorial Auditorium, cont inues to grow. Beginning in June 2018, the Memorial Auditorium closed for renovations and reopened for events in June 2019. In July-August 2019, the SAFE Credit Union Convention Center and SAFE Credit Union Change
Convention and Cultural Services FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended CCS Administration Division 8.00 8.00 8.00 8.00 8.00 -
SAFE CU Conv. & Perf. Arts Dist. Division 89.30 89.30 90.05 90.05 86.05 (4.00) Crocker Art Museum Division 6.00 6.00 5.00 5.00 5.00 -
History Division 8.20 8.20 8.95 8.95 8.95 -
Sacramento Office of Arts and Culture Division 9.00 9.00 9.00 9.00 9.00 - Sacramento Zoo Division 3.00 3.00 2.00 2.00 2.00 -
Total 123.50 123.50 123.00 123.00 119.00 (4.00)
Funding Category Program Name FTE
FY2023/24
Proposed
Arts/Creative Edge
MYOP Cultural Arts Awards - 114,000
Operations Art in Public Places 3.00 - Arts Education and Outreach 2.00 212,492
Creative Economy and Grants 1.00 67,915
Crocker Art Museum 5.00 2,155,369
History 8.95 1,365,712
Office of Arts and Culture - Admin 2.00 268,475 Sacramento Film and Media 1.00 163,330
Community Investment
Operations Sacramento History Museum - 127,267 Youth
Operations Fairytale Town - 12,245
Powerhouse Science Center - 129,077
Sacramento Zoo 2.00 217,559
Grand Total 24.95 $ 4,833,441
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Total events and performances 81 0 174 405 410
Number of tickets sold 113,347 0 119,624 208,559 232,810 FY2023/24 Proposed Budget

Performing Arts Center closed for renovations and reopened for events in calendar year 2021. Additionally, in FY20, FY21 and FY22 there have been events/performances canceled due to the on-going COVID-19 pandemic.

The SAFE Credit Union Convention Center has followed a national trend in awarding exclusive contracts for many services provided at the facility. Currently, the City has contracts with Centerplate for food and beverage; Encore for audio-visual; Smart City Networks for telecommunications; Ticketmaster for ti cketing; and Boingo for wireless communications . These exclusive contracts provide f or consistent high levels of customer servic e, a financial return for the City, and a signi ficant vendor investment to a City asse t. The revenue generated is an indicator of the strength of our SAFE Cr edit Union Convention Center business primarily with convention s, conferences, tradeshows, and meetings. Wi th approximately 400 events and nearly 800,000 visitors annually, these events are vit al to the local economy bringing visitors to the downtown area supporting hotels, restaurants, and retail businesses. Beginning in June 2018, the Memorial Auditorium closed fo r renovations and reopened for events in Ju ne 2019. In July-August 2019, the SAFE Credit Union Convention Center and SAFE Credit Union Performing Arts Center closed for renovations and reopened for events in calendar year 2021. Additionally, in FY20, FY21 and FY22 there have bee n events/performances canceled due to the on-going COVID-19 pandemic.

Crocker Art Museum Division

The attendance figures are a direct refl ection of the exhibition and programmatic schedule. The decrease in attendance and membership figures are a direct reflection of the museum being closed to the public because of COVID-19.

Center for Sacramento History Division

The Center for Sacramento History (CSH) holds original, historical public records from the City and County. These records are a n essential resource for accurate information about the Sacrament o region’s past and play a key role in reflecting the developmen t of our city and our legal system. We provide access to these records in -person and virtually to the public and researchers of all types, including students, genealogists, and historians. They use these records for their own per sonal research, for academic study, f or environmental and preservation purposes, to publish books and papers, and to produce film s and television series. Over the last 10 years, we have dramatically increased acce ss to our collections by placing collect ion guides and digitized material on the Onli ne Archive of California and Archive.org, both national databases that have opened us to an ever-growing audience. By providing prompt and accurate research and response, CSH has facilitated the us e of Sacramento history collections in both mainstream and independent films shown on HBO, CNN, NBC, Netflix, and local news agenc ies, serving to raise the profile of our city nationally and internationally. Through the pandemic, CSH responded to research requests virtually, but as of April 2022 is again open for in-person research. Thanks to the increase in CSH materials and collection guides available online, our public usage continues to increase.

In 2020, the City Manager’s office created the Office of Diversit y and Equity. The current priorities of this office are buildi ng the diversity, equity, and inclusion capacity of City staff and infrastructure and achieving workforce equity through a racial equity lens. As part of the City’s efforts, the City Manager’s Office asked CSH to create a series of short training videos for staff that provide a historical context for racism in our community and s how how systemic racism has always been a part of our region. Following the death of George Floyd in the summer of 2020, our concepts of our nati onal, state, and local history have been challenged. Today, we must engage in a conversation and exploration of the past to help us navigate a more equitable future. Our videos bring to light the stories of those who have traditionally been left out of the historical narrative. We work with scholars and community members to create these short films, and we have an academic advisor y committee that helps us determine themes, reviews our scripts, assists us in find ing community voices to include in the videos, and, when possible, serves as experts in the films.

Our films are available to City staff to view, and we make them accessible online for the public through our YouTube channel. T hey are also used at local historic sites and museums. Currently, we are working to cr eate public screenings t hat will have discuss ions afterward. We are also developing a curriculum so the film s can be used in schools to engage students in critical thinking abou t our region’s history, and we hope to use the videos and the research done for them in exhibitions and publications.

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Total revenue of in-house vendors 1,465,650 0 8,218,022 11,000,000 12,500,000 FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Attendance 177,617 25,000 147,256 168,000 200,000
Membership 11,585 8,500 12,380 12,800 12,800
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of researchers assisted 87,302 40,000 147,962 150,000 160,000 FY2023/24 Proposed Budget

The Center for Sacramento History’s inventory consists of the following types of catalogued items: artifacts; photographs; government, business, and organizational records; personal and family manuscripts; audio, film, and video; and digital objects. These all t ell the story of the Sacramento region. Each year we increase the amount of collection material available online. Following the reopening of the Center as the pandemic eases, we are able to utilize the work of students and volunteers again to digitize at a more consis tent rate. Now, thanks to a grant from the County, we are able to digitize our extensive television film collection in house with new digitization equipment and students to complete the work.

Office of Arts and Culture Division
Public Art Program

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

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

Any Given Child Program

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

Cultural Arts Awards (CAA) Program

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of items listed in collection's databases 130,426 134,000 130,377 133,000 135,000 FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Es t im at e Target Number of exhibitions produced 10 10 4 4 4
Number of artw orks conserved, maintained, or
repaired 15 15
10 10 10
Number of public art projects completed (installed) 10 10 21 10 15 Number of permanent public art projects in progress 30 30 21 30 15 Special events, w orkshops, lectures (New for FY20) 3 3 15 10 5 FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Es t im at e Target Number of arts education school assemblies organized 80 75 14 97 130 Number of participants reached through above events 18,500 18,000 4,250 24,250 30,000 Number of professional development events for artists
and classroom teachers 10 12 4 10 10
Number of artists and classroom teachers served in
professional development 224 314 83 110 120
Number of students served in six- or 10-w eek
residences 811 750 1,200 8,900 9,000
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of Cultural Arts Aw ard (CAA) grantees 57 0 69 67 67 CAA grant allocation $500,000 0 $950,000 $950,000 $950,000 Number of Cultural Equity Grant grantees 13 0 3 0 0
Cultural Equity Grant allocation $115,000 0 $240,000 0 0 FY2023/24 Proposed Budget

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

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

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

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

The Artists in the Community grant funds ar ts education projects led by regional artists in partner ship with community non-arts organizations to reach underserved populations of all ages. Funding for this program has, in the past, been awarded partially through a state grant. FY2015/16 was the last year that grants under this program will be awarded.

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

Film and Media

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

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of Permits Issued 60 70 82 90 100
Number of Film Days 161 175 176 200 250
Total Amount of Production Company Spending in
Sacramento 1,450,000 1,750,000 2,735,645 2,500,000 2,750,000 Number of Local Hires 342 400 729 600 650
Number of Hotel Nights 351 400 637 600 650
FY2023/24 Proposed Budget

16 SECTION - 16
Finance
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

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

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

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

 Budget, Policy, and
Strategic Planning:

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

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

FY2023/24 Proposed Budget

 Payroll: Responsible for issuing bi-weekly paychecks for active employees, monthly paychecks for
Sacramento City Employees ’ Retirement System
retirees and for maintaining and monitoring internal
controls to ensure transactions comply with current
labor agreements, payro ll policies, and State and
Federal laws and regulations.

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

 Revenue: Responsible for the adminis tration, coordination, and collection of monies associated with various
citywide debts and invoices, citations, fees, parking
permits, special business permits, business taxes,
hotel taxes and fees, utility taxes, real property
taxes, as well as other various city revenue
programs.

PROGRAMS/SERVICE HIGHLIGHTS
 Successfully pivoted to an all-virtual wo rk environment maintaining full functionality and customer service levels, fast turnaround times for purchase order dispatching, and prompt payments to employees and vendors.
 Established the Panhandle Impact Fee Program to fund infrastructure and facilities necessary to support development of 1,662 residential units.  Executed a contract for the replacement of the City’s BOT system that will provide better reporting including the ability to collect information to support our Race and Gender Equity Action Plan.
 Worked with hosting platforms, includ ing Airbnb and Expedia, to improve compliance with the City’s short-term rental ordinance.  Developed and implemented an electronic sole/single source justification form eliminating paper justifications and establishing an automated workflow.

DEPARTMENT EFFICIENCIES

 Installed an online appoi ntment scheduling application for cashiering appointments and cannabis business tax payments.

FY2023/24 Proposed Budget

 Looked for ways to optimize the use of dist ricts and finance plans to build priority public improvements, fund services, and encourage private investment in the City.  Streamlined internal procurement proc esses and procedures using best practices to eliminate redundancies, increase staff effectiveness, and improve transparency.
 Worked with the City Treasurer to est ablish, implement, and streamline a wire transfer process for City Department requests.

OBJECTIVES FOR FY2023/24
 Complete installation of the new city wide point-of-sale (POS) cashiering system that will accept payments for most serv ices, programs, fees, and charges. City Departments that collect revenue using in -person or online payments utilize a variety of software applications that impact cashiering operations. This system will streamline the process and ensure trans actions are recorded properly in the citywide financial system.
 Establish financing structures to facilitate development of Innovation Park (former Sleeptrain Arena site), t he Sacramento Valley Statio n Master Plan area, the Railyards, and the Panhandle.
 Implement new accounting and financi al reporting standards including Governmental Accounting Standards Board (GASB) Statements No. 84 (Fiduciary Activities), 87 (Leases), and 90 (Major Equity Interests).  Provide departments and fund managers with the tools necessary to forecast labor growth, especially as it relates to reti rement and other post-employment benefit costs.

BUDGET AND POSITION CHANGES*

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Accounting* Delete three vacant positions (3.0 FTE Principal Accountants) and add three new positions (3.0 FTE
Supervising Financial Analyst) to address the pay
inequities between the level of responsibilities for the positions and salary. Positions will be offset by the
deletion of the positions and increasing the special
assessment revenues based on three year actuals.

General (533,640) 520,074 -
Infrastructure
Finance*
Add a position (1.0 FTE Senior Development Project
Manager) to manage five new Enhanced Infrastructure
Finance Districts (EIFDs). Current staffing levels are
unable to support the increased workload in forming and managing these EIFDs. The position costs for
FY2023/24 will be offset by the Innovation & Growth
Fund (IGF). Starting FY2024/25 position will be offset by the revenues generated from the EIFDs.

General/
Innovation
and Growth
(180,035) 175,542 1.00
FY2023/24 Proposed Budget

BUDGET AND POSITION CHANGES* (continued)

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Procurement* Add a position (1.0 FTE Administrative Analyst) to support contract administrative duties and provide
oversight and analysis of current programs that have
grown in scope. Position will be offset by budgeting
rebate revenues generated through contracted vendors.

General (127,965) 131,599 1.00
Revenue* Delete a position (1.0 FTE Senior Staff Assistant) and add a new position (1.0 FTE Administrative Analyst) to
align the needs of the department with the appropriate
classification and allow the Program Manager to shift
their focus to managerial duties. Position will be offset by the deletion of the position and a reduction in services and supplies.

General (128,008) 131,599 -
Total Change $ (969,648) $ 958,814 2.00
* Position offset amounts will be finalized in the Approved Budget.

Change
Finance FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 10,534,781 $ 11,531,915 $ 11,957,009 $ 11,957,009 $ 12,523,994 $ 566,985 Other Services and Supplies 1,315,662 1,246,829 2,091,940 2,091,940 2,420,484 328,544 City Property 65,883 13,548 44,400 44,400 44,400 -
Multi-Year Operating Projects - - 1,050,000 1,050,000 750,000 (300,000) Transfers 64,003 64,003 64,003 64,003 64,003 -
Labor and Supply Offset (980,277) (1,052,045) (1,202,102) (1,202,102) (1,211,257) (9,155) Contingency - - - - (180,035) (180,035)
Total $ 11,000,052 $ 11,804,250 $ 14,005,250 $ 14,005,250 $ 14,411,590 $ 406,340 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 7,098,355 $ 7,667,981 $ 8,824,681 $ 8,824,681 $ 9,237,432 $ 412,751 12th Street Maint Benefit Area 4,556 2,966 2,937 2,937 1,693 (1,244) 16th St PBID 6,210 2,719 2,690 2,690 2,669 (21)
6 5 t h S t r e e t A r e a I m p a c t F e e 4 , 5 1 5---- - Central Midtow n Restaurant BID 33,448 49,304 64,484 64,484 220,233 155,749 Cty/Cnty Office-Water Planning 39,000 39,000 39,000 39,000 39,000 - Curtis Park CFD 2013-03 3,270 3,133 3,241 3,241 2,039 (1,202) Del Paso Nuevo Landscaping CFD 2,866 3,064 3,086 3,086 2,041 (1,045) Del Paso Prop & Business Imprv 2,937 2,863 2,828 2,828 2,781 (47) Dow ntow n Impact Fee - - 25,000 25,000 100,000 75,000
Dow ntow n Management District 6,100 3,494 3,450 3,450 3,380 (70) Franklin Blvd PBID - 60,298 - - - -
Franklin Boulevard PBID 2,255 2,769 2,738 2,738 2,709 (29) Greater Broadw ay PBID 2,427 2,893 2,857 2,857 2,839 (18) Greenbriar Impact Fee 11,936 13,252 - - - -
Handle BID No 2011-04 236,628 240,210 220,000 220,000 230,870 10,870 Interdepartmental Service 2,693,464 2,72 6,033 2,840,770 2,840,770 2,818,449 (22,321) Laguna Creek Maint Dist 13,933 8,112 8,028 8,028 5,862 (2,166) Landscaping and Lighting 330,239 344,324 349,832 349,832 503,429 153,597 Mack Road PBID 2,737 2,787 2,755 2,755 2,715 (40)
Midtow n Sacramento PBID 5,694 3,685 3,640 3,640 3,534 (106) FY2023/24 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended N Nat Lndscp 99-02 28,504 29,234 29,556 29,556 20,765 (8,791) N Natomas Lands CFD 3 52,850 54,811 55,672 55,672 68,545 12,873 N Natomas Transp Mgmt Assoc 44,106 45,384 46,381 46,381 47,050 669 Natomas Crossing CFD 2013-01 - 476 866 866 23,576 22,710 Neighborhood Lighting Dist 18,333 10,985 10,869 10,869 3,370 (7,499) Neighborhood Park Maint CFD 43,788 45,973 46,996 46,996 52,048 5,052 Neighborhood Water Quality Dist 13,091 10,532 10,373 10,373 4,270 (6,103) NNFP Drainage Fee - - 750,000 750,000 325,000 (425,000) NNFP Public Facilities Fee - - 200,000 200,000 200,000 - NNFP Public Land Acquisition Fee - - 50,000 50,000 50,000 - Northside Subdiv Maint Dist 5,243 5,318 5,288 5,288 1,651 (3,637) NW Land Park CFD 2013-02 7,493 9,796 10,027 10,027 5,711 (4,316) Oak Park PBID 2,461 2,811 2,778 2,778 2,741 (37)
Old Sacto Maint Dist 4,814 2,870 2,840 2,840 3,345 505
Parkebridge CFD 2014-07 4,801 5,358 9,125 9,125 7,238 (1,887) Pow er Inn Area Prop & Business 3,814 3,372 3,321 3,321 3,194 (127) Pow er Inn Rd Md 2003-01 4,675 3,586 3,565 3,565 1,169 (2,396) Railyards Impact Fee - - - - 50,000 50,000
Railyards Maint CFD No 2014-04 6,214 8,012 8,205 8,205 6,539 (1,666) River District Impact Fee - - 25,000 25,000 25,000 -
Sac Services CFD 2018-05 - 8,664 9,866 9,866 7,415 (2,451) Sac Tourism Marketing District 72,357 130,723 72,908 72,908 72,908 - SacMaintCFD2014-04 Annex Areas 9,493 13,419 19,300 19,300 9,607 (9,693) SacMaintCFD2014-04 Area 01 10,361 10,367 16,820 16,820 5,613 (11,207) So Natomas Comm Improv 1,520 8,742 - - - -
So Natomas Facility Benefit 23,456 16,353 - - - -
Special District Info/Rpt Sys 3,437 4,296 - - - -
Stockton Blvd BIA 2,804 9,330 - - - -
Stockton Blvd PBID 2,589 6,293 2,779 2,779 2,771 (8)
Subdiv Lndscpng Maint Dist 28,872 29,605 28,622 28,622 13,827 (14,795) Sutter Business Imprvmt Area 64,341 116,079 150,000 150,000 200,000 50,000 The River District PBID 2,727 2,984 2,947 2,947 2,879 (68) Tow nship 9 CFD No. 2012-06 6,358 9,893 10,143 10,143 2,382 (7,761) Village Garden N.-Mtce Dist #1 16,076 7,803 6,663 6,663 1,791 (4,872) Willow creek Assmnt Md 9,308 6,638 6,590 6,590 4,080 (2,510) Willow creek Lndscpng CFD 5,595 5,657 5,733 5,733 5,430 (303) Total $ 11,000,052 $ 11,804,250 $ 14,005,250 $ 14,005,250 $ 14,411,590 $ 406,340 Change
Finance FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Accounting Division $ 2,579,708 $ 2,872,114 $ 3,169,938 $ 3,169,938 $ 3,183,331 $ 13,393 Budget Office Division 1,173,510 1,503,826 1,693,588 1,693,588 1,736,700 43,112 Office of the Director Division 833,652 781,589 709,097 709,097 666,870 (42,227) Revenue Division 3,125,117 3,197,761 3,815,032 3,815,032 4,188,003 372,971 Payroll Division 1,130,160 1,206,596 1,243,018 1,243,018 1,268,106 25,088 Procurement Division 846,112 986,552 1,056,389 1,056,389 1,215,908 159,519 Infrastructure Finance Division 1,311,794 1,255,811 2,318,188 2,318,188 2,152,672 (165,516) Total $ 11,000,052 $ 11,804,250 $ 14,005,250 $ 14,005,250 $ 14,411,590 $ 406,340 FY2023/24 Proposed Budget

Staffing Levels

PERFORMANCE MEASURES

Accounting Division

Review and approval of vendor payments is centralized in order to ensure consistency with generally accepted accounting principles and the City's procurement policies. Timely vendor payments fulfill the City's obligations relative to contract compliance and in some circumstances allow the City to take advantage of prompt payment discounts. The Accounts Payable Automation Project is expected to improve the timeliness of vendor payments.

Finance Administration Division

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

Procurement Division

Issuing centralized purchase orders ensures compliance with the City's procuremen t policies and procedures. Timely review and issuance of purchase orders is critical in fulfilling the program and service delivery needs of Departments.

Change
Finance FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Accounting Division 20.00 20.00 20.00 20.00 20.00 -
Budget Office Division 7.00 8.00 8.00 8.00 8.00 -
Office of the Director Division 3.00 3.00 3.00 3.00 3.00 - Revenue Division 40.00 40.00 40.90 40.90 40.90 -
Payroll Division 8.00 8.00 9.00 9.00 9.00 -
Procurement Division 7.00 7.00 7.00 7.00 8.00 1.00
Infrastructure Finance Division 6.00 6.00 6.00 6.00 7.00 1.00 Total 91.00 92.00 93.90 93.90 95.90 2.00
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of vendors paid w ithin 30 days 78% 83% 82% 80% 80% Number of days for Accounting to review and approve
a vendor invoice and process a payment 4 4 4 4 4
"Prompt Payment" discounts taken $100,000 $114,597 $82,365 $100,000 $80,000 "Prompt Payment" discounts lost $10,000 $20,044 $39,788 $10,000 $30,000 Percent of discounts taken 91% 89% 69% 90% 73%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Obtain unmodified audit opinion on Annual
Comprehensive Yes Yes Yes Yes Yes
Obtain Government Finance Of ficers Association
Certificate of Achievement for Annual Comprehensive
Financial Report Yes Yes Yes Yes Yes
Proposed balanced budget presented to City Council 60
days prior to the beginning of the fiscal year Yes Yes Yes Yes Yes Obtain California Society of Municipal Finance Officers Operating & Capital Budgeting Aw ards Yes Yes Yes Yes Yes FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of days for Procurement Services to review a
requisition and issue a purchase order 3 3 3 3 3
FY2023/24 Proposed Budget

Revenue Division

Collection of revenues associated with the provision of specific programs and services reflects prudent financial management and is necessary to achieve the resources incl uded in the City's annual budget. Invoices unpai d for 30 days or longer are considered delinquent. Collection efforts on delinquent invoices are initiated centrally by the Revenue Division to recover funds owed to the City for services provided.

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of delinquent receivables collected 50% 50% 50% 50% 50% FY2023/24 Proposed Budget

18 SECTION - 18
Human Resources
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

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

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

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

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

 Employment, Classification &
Development:

Provide employment services, recruiting,
testing, classification and compensation
studies, and citywide training and
organizational development.

FY2023/24 Proposed Budget

 Risk Management/
Workers’ Compensation:

Provide environmental health and safety,
insurance, workers’ compensation, and liability
claims management.
 Diversity & Equity Provide ongoing training in racial equity practice, applying depart equity
assessments, and monitor performance
measures in operatio nalizing department
goals in workforce equity.

PROGRAMS/SERVICE HIGHLIGHTS

 Offered a variety of ongoing and new trainings to City employees via CityYOU, including, but not limited to, Lean Whit e and Yellow Belt Training, “Women in Leadership with BOLD Speaker Series,” Analytical Academy, and the City of Sacramento's internal Leadership Develo pment Program, called "The Leadership Challenge.”
 Continued to manage the citywide classification and compensation study to update job descriptions and evaluate compensation.
 Continued to refine and implement changes to the civil service examination process and protocols to remove barriers and to speed up the hiring process.  Completed audit of employee and retiree enrollment in City dental plans.  Conducted a foundational role of gover nment and racial equity training for employees from each department’s equity teams.
 Audited commercial driver training records to ensure all commercial drivers have a valid and current driver proficiency veri fication and Department of Transportation (DOT) drug and alcohol training record on file. Led efforts to update records for any employees identified as missing one and sa ved all information into the Learning Management System under the appropriate activity created and implemented Smith System driver training.
 The Office of Diversity and Equity began the implementation of the Race and Gender Equity Action Plan (RGEAP) 2020-2025. The RGEAP will utilize assessment measures based on the Global Diversity and Inclusion Benchmark Model, Results Based Accountability framework and Govern ment Alliance on Race & Equity (GARE) theory of change to build a systemic approach to produce positive outcomes that inform our equity efforts along the workforce continuum.  Workers’ Compensation managed a total claim increase of 30% from the prior fiscal period due in large part to the surge in work-related COVID-19 claims which accounted for 35% of new losses.
 Transitioned to a new Employee Assist ance Program provider for enhanced services to employees.

FY2023/24 Proposed Budget

 Labor Relations negotiated and implemented an updated “Remote Work” policy, replacing a 25-year-old outdated “Telework” policy.

DEPARTMENT EFFICIENCIES
 Further streamlined the personnel trans action approval process by implementing additional Personnel Action Request subm ission options and ePARs for pay-rate changes and terminations.
 Implemented new “On Demand” training feat ure, providing more flexibility for departments to request and set up trainings ta ilored to the development needs of specific workgroups.
 Contracted with a medical provider to c onduct onsite physical exams to efficiently clear candidates through the pre-employ ment screening process during seasonal mass hiring periods.
 Labor Relations staff completed the digital scanning of 40+ years of historical labor relations paper documents.

OBJECTIVES FOR FY2023/24
 Continue to refine recruitm ent, selection, and hiring pr ocesses to remove barriers and increase efficiency.
 Continue to advance the City’s Race & Gender Equity Action Plan (RGEAP) in partnership with the City Manager’s Office.
 Engage with stakeholders on the next phase of the citywide classification and compensation study and continue to manage the study to meet established project goals.
 Identify a solution for electronic reporting that captures incident (accident/injury) information quickly and disseminates it to key stakeholders for timely review and follow through to reduce future events.
 Develop a citywide training matrix that identifies health and safety training requirements by classification.
 Complete audit of employee and reti ree enrollments in City vision plans.  Negotiate 11 successor labor agreements with the City’s recognized employee organizations and update the City’s Skelly officer program.

FY2023/24 Proposed Budget

BUDGET CHANGES AND POSITION CHANGES*

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Labor Relations* Delete a position (1.0 FTE Labor Relations Analyst) and add a position (1.0 FTE Labor Relations Officer)
to assist with administrative operations of the City
including the implementation of citywide policies
through negotiations with Recognized Employee
Organizations. The cost will be offset with Services
and Supply savings.

General (168,994) 178,464 -
Labor Relations* Delete two positions (2.0 FTE Investigator) and add two positions (2.0 FTE Labor Relations Administrative
and Equal Employment Opportunity Investigator) to
align the job classification to duties and skills required to perform the assigned work. Departments are
charged back for the cost of investigations.

General (331,416) 341,790 -
Risk Management Remove reimbursements from the Water Fund, Wastewater Fund and Storm Drainage Fund for 1.0
FTE Environmental Health and Safety Specialist.

Risk Management would like to retain this FTE if
additional work arises to support the Utility Funds. If the FTE is filled, departments will be charged back for work performed.

Risk, Water,
Wastewater,
Storm
Drainage
(168,471) 168,471 -
Total Change $ (668,881) $ 688,725 -
* Position offset amounts will be finalized in the Approved Budget.

Change
Human Resources FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 10,146,890 $ 10,827,246 $ 12,406,712 $ 12,406,712 $ 12,647,112 $ 240,400 Other Services and Supplies 36,973,006 43,999,886 44,866,723 44,834,723 52,114,348 7,279,625 City Property 61,186 36,321 43,200 43,200 43,200 -
Multi-Year Operating Projects - - 213,250 103,250 235,810 132,560 T r a n s f e r s ( 6 3 , 9 4 5 ) ( 6 8 , 8 0 7 )--- -
Labor and Supply Offset 4,348,990 5,833,167 3,197,132 3,197,132 1,443,365 (1,753,767) Total $ 51,466,126 $ 60,627,813 $ 60,727,017 $ 60,585,017 $ 66,483,835 $ 5,898,818 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 3,474,946 $ 4,090,961 $ 4,730,981 $ 4, 698,981 $ 5,145,579 $ 446,598 Fleet Management 59,614 59,614 59,614 59,614 14,433 (45,181) Interdepartmental Service 1,648,618 1,673,537 1,725,737 1,725,737 1,664,044 (61,693) Marina - - - - 4,811 4,811
Measure U - - 473,906 473,906 456,897 (17,009)
Parking - - - - 4,811 4,811
Recycling and Solid Waste 117,545 117,545 150,087 150,087 152,226 2,139 Risk Mgmt 32,815,663 40,623,117 37,605,559 37,495,559 42,480,291 4,984,732 Storm Drainage 45,189 45,189 30,326 30,326 - (30,326)
Wastew ater 18,585 18,585 33,693 33,693 - (33,693)
Water 57,700 57,700 104,452 104,452 - (104,452)
Worker's Compensation 13,228,265 13,941,565 15,812,662 15,812,662 16,560,743 748,081 Total $ 51,466,126 $ 60,627,813 $ 60,727,017 $ 60,585,017 $ 66,483,835 $ 5,898,818 FY2023/24 Proposed Budget

Division Budget Summary

Staffing Levels

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

PERFORMANCE MEASURES

HR Administration Division

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

Change
H uman R esources F Y2020/21 F Y2021/22 F Y2022/23 F Y2022/23 F Y2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division $ 1,515,347 $ 1,645,888 $ 2,006,636 $ 2,006,636 $ 2,139,606 $ 132 ,970 Benefit Services Division 1,016,853 1,165,041 1,202,329 1,202,329 1,205,362 3,033 Employment, Classification & Dev Divison 1,700,365 1,758,658 2,024,944 2,024,944 2,050,499 25,555 Risk Management Administration Division 43,228,268 51,382,963 50,130,348 50,020,348 55,573,441 5,553,093 Workers' Compensation Division 2,591,627 2,958,229 3,143,378 3,143,378 3,183,751 40,373 Labor Relations Division 1,413,666 1,717,034 1,745,476 1,713,476 1,874,279 160,803 Office of Diversity and Equity Division - - 473,906 473,906 456,897 (17,009) Total $ 51,466,126 $ 60,627,813 $ 60,727,017 $ 60,585,017 $ 66,483,835 $ 5,898,818 Change
Human Resources FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended HR Administration Division 10.00 9.00 9.00 9.00 9.00 -
Benefit Services Division 9.00 9.00 9.00 9.00 9.00 -
Employment, Classification and Dev Divison 15.00 15.00 15.00 15.00 15.00 - Risk Management Administration Division 17.00 17.00 17.00 17.00 17.00 - Workers' Compensation Division 19.00 19.00 19.00 19.00 19.00 - Labor Relations Division 10.00 10.00 11.00 11.00 11.00 - Office of Diversity and Equity Division - - 3.00 3.00 3.00 - Total 80.00 79.00 83.00 83.00 83.00 -
Funding Category Program Name FTE
FY2023/24
Proposed
Inclusive Economic D evelopment
Operations Office of Diversity and Equity 3.00 456,897 Grand Total 3.00 $ 456,897
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percentage of EEO and ADA complaints resolved
w ithout resulting in cause and/or monetary settlements 61% 71% 57% 68% 70% FY2023/24 Proposed Budget

Labor Relations Division

The Department makes every effort to resolve each labor grievanc e it receives. By resolving gr ievances internally, the City demonstrates its commitment to upholding the terms of the memorandums of understanding (MOUs) with employee organizations. In addition, the City saves time and other resources by handling grievances internally rather than through arbitration. Human Resources will continue to handle grievances expeditiously and with great diligence to achieve a 100 percent resolution rate.

Risk Management Administration Division

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

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Percentage of grievances that come to the Department
and are resolved internally 95% 90% 66% 33% 80%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Maintain number of City-ow ned vehicle related claims
filed against the City to under 145. 107 135 145 145 145 FY2023/24 Proposed Budget

19 SECTION - 19
Information Technology
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

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

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

The IT Department is divided into seven areas:

 Department of Utilities IT
Systems Support:

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

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

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

Responsible for applications development,
network infrastructure, and help desk and

FY2023/24 Proposed Budget

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

PROGRAMS/SERVICE HIGHLIGHTS

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

In 2022, 311 answered over 304K phone calls of which 32K were handled by our virtual agent without any human interacti on. 311 also processed a total 490K requests which originated through phone, w eb, app, and email. Among the many challenges that the City faced, the 311 team was able to accomplish this important work while working remotely.
 Expanded the Sacramento Digital Equity Response program to further address the Communities insufficient or lack of digi tal access which was exacerbated by the COVID-19 pandemic. This program provides digital services, devices, training, and the knowledge necessary fo r Sacramento residents to connect to essential community, education, medical, and governm ent services by leveraging City and private funding sources.
 In the wake of the COVID-19 pandemic , many City employees had to rapidly transform their daily work from an onsite city facility to a remote work environment.

IT supports thousands of remote workers by providing technology tools that allow for seamless and secure remote connectivi ty to business systems, information, and online public meetings.

DEPARTMENT EFFICIENCIES

 Implemented a Natural Language Interactiv e Voice Recognition (IVR) system for 311. Voice recognition allows callers to speak and receive services without having to wait to speak to a 311 agent. Hundreds of calls are addressed each day quickly and efficiently by the system. The IVR system frees up 311 agents to handle more complex requests that cannot be handled by the automated system.  Automated hundreds of business proce sses throughout City departments. This included the implementation of digital signat ure processes and workflows along with the automation of hundr eds of online web forms. These efforts enabled the City to efficiently provide vital City se rvices throughout the pandemic with low or no touch services.
 Automated and streamlined in ternal administrative processes such as the Personnel Action Request process used fo r staff hire and re-hire actions, pay changes, separations, promotions, and transfers. These new online based FY2023/24 Proposed Budget

processes resulted in increased producti vity, more accurate information, and improved transparency.
 The Department is committed to cont inuous improvement to reduce energy consumption and support the City’s green initiatives. Among many other initiatives, IT has reduced the number of physical se rvers by more than 95%, resulting in significant energy savings.
 Implemented advanced multi-factor authentication technology across the organization into all public-facing and cloud applications. This solution created a single sign-on dashboard view of pub lished applications and one universal directory for all City and Public Safety users.

OBJECTIVES FOR FY2023/24

 Implement a Grants Management Information System that will administer the end- to-end lifecycle of all Cit y grants (awarded and received), improve business efficiencies, and more effectively m anage grants citywide. The system will streamline the grant request and tra cking process and will generate analytics based on grant related data.
 Modernize the Information Technology job classifications and organizational structure under the Citywide Classification Study to reflect the critical work the department performs.
 Enhance and expand the recently im plemented Customer Relationship Management (CRM) system and AI-based IVR system to reduce the 311 call wait time. Additional department s will transition to the CRM system to automate business processes, set service levels and standard turnaround times, increase communication on case status and resolutions with citizens. These initiatives will significantly improve the customer serv ice level and transparency while reducing the operating cost for the department.
 Implement a cloud-based code enforce ment case management system to streamline the business proc ess and improve the custom er experience. The system aims to modernize the business processes by automating and integrating with other enterprise applications. In addition, t he system will improve analytics and reporting to help management make data driven business decisions.  Implement a modern Unifie d Endpoint Management (UEM) solution. UEM is the key to addressing mobile and traditional en d-user devices, maintaining continuity of end-user computing operations, and delivering seamless IT administration in the current era of expanded remote work.

FY2023/24 Proposed Budget

BUDGET AND POSITION CHANGES*

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustment
Expenditure
Change
FTE
Change
Department of
Utilities (DOU)
Systems Support
Delete a position (1.0 FTE Department Systems
Specialist II) and add one new position (1.0 FTE
Information Technology Supervisor) in the DOU
Systems Support Division to maintain Information
Technology (IT) service levels necessary for Citywide
operations.

General (120,411) 191,091 -
Enterprise
Applications
Management
Add a position (1.0 FTE - Principal Applications
Developer) for the expansion and the support of
centralized Constituent Relationship Management
(CRM), Grants Management System, and other digital
services.

General - 188,864 1.00 Enterprise
Applications
Management
Increase funding for ongoing support and capital
enhancements for the Constituent Relationship
Management (CRM) System. Of the $1.2M, $1M is for
capital enhancements and $200K is for ongoing
operating support.

Various** - 1,200,000 - Enterprise
Applications
Management*
Delete a position (1.0 FTE Senior Applications
Developer) and add two new positions (2.0 FTE
Information Technology Trainees) to the Enterprise
Applications Division to create journey level career
paths for prospective IT candidates.

General (190,836) 194,586 1.00
IT Operations Increase funding for the IPRO Tech eDiscovery and Case Management Tool.

General - 188,970 - IT Regional
Support
Add a position (1.0 FTE Administrative Analyst) to
oversee and manage the Software Asset
Management Program.

General - 131,599 1.00 IT Regional
Support*
Delete a position (1.0 FTE Senior Information
Technology Support Specialist) and add two new
positions (2.0 FTE Information Technology Trainees)
to the Regional Support Division to create additional
capacity to handle IT requests and support incidents.

General (190,845) 194,586 1.00
Public Safety IT Add a position (1.0 FTE - Principal Applications Developer) to support the Fire Department.

General - 188,864 1.00 Total Change $ (502,092) $ 2,478,560 5.00
* Position offset amounts will be finalized in the Approved Budget. ** Various Funds include General Fund, Gas Tax 2016, Recycling and Solid Waste, Storm Drainage, Wastewater and Water.

Change
Information Technology FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 25,680,221 $ 26,615,158 $ 28,686,603 $ 28,686,603 $ 32,009,724 $ 3,323,121 Other Services and Supplies (136,533) 1,235,156 1,531,435 1,531,435 1,582,450 51,015 City Property (392,642) (516,933) 369,195 369,195 369,195 - Multi-Year Operating Projects - - 460,000 460,000 460,000 - Transfers (869,511) (866,994) (767,836) (767,836) (814,870) (47,034) Labor and Supply Offset (1,064,786) (664,917) (825,470) (825,470) (856,786) (31,316) Total $ 23,216,749 $ 25,801,469 $ 29,453,927 $ 29,453,927 $ 32,749,713 $ 3,295,786 FY2023/24 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 12,662,725 $ 14,147,930 $ 17,457,782 $ 17,457,782 $ 20,915,234 $ 3,457,452 4th R Program 16,000 16,000 16,000 16,000 16,000 -
Gas Tax 2016 107,191 131,471 128,272 128,272 151,414 23,142 Interdepartmental Service 8,778,131 9,368,683 9,240,302 9,240,302 9,049,522 (190,780) Measure U - 489,277 718,773 718,773 709,218 (9,555)
Parking 10,955 14,000 13,282 13,282 17,224 3,942
Recycling and Solid Waste 1,268,502 1,184,222 1,396,259 1,396,259 1,370,529 (25,730) START 5,000 5,000 5,000 5,000 5,000 -
Storm Drainage 46,009 53,798 92,162 92,162 47,756 (44,406) Wastew ater 61,149 65,995 66,452 66,452 76,878 10,426
Water 135,726 167,311 156,102 156,102 210,937 54,835
Worker's Compensation 125,361 157,782 163,541 163,541 180,001 16,460 Total $ 23,216,749 $ 25,801,469 $ 29,453,927 $ 29,453,927 $ 32,749,713 $ 3,295,786 Change
Information Technology F Y2020/21 F Y2021/22 F Y2022/23 F Y2022/23 F Y2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Cityw ide GIS Support Division - - $ 1,855,430 $ 1,855,430 $ 2,143,367 $ 287,937 DOU Systems Support Division 3,703,414 3,831,630 4,151,393 4,151,393 4,662,024 510,631 Enterprise Applications Management Division 5,226,691 5,292,393 4,035,941 4,035,941 4,698,392 662,451 IT Regional Support Division 2,465,031 2,652,450 2,749,291 2,749,291 3,004,591 255,300 Office of CIO Division 357,536 1,486,121 3,326,434 3,326,434 3,081,894 (244,540) Public Safety IT Division 4,058,203 4,302,089 4,549,716 4,549,716 5,223,703 673,987 Sacramento City 311 Division 3,017,570 3,476,170 3,783,302 3,783,302 4,002,441 219,139 IT Operations Division 4,388,304 4,760,617 5,002,420 5,002,420 5,833,301 830,881 Total $ 23,216,749 $ 25,801,469 $ 29,453,927 $ 29,453,927 $ 32,749,713 $ 3,295,786 Change
Information Technology FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Cityw ide GIS Support Division - - 13.00 13.00 13.00 -
DOU Systems Support Division 27.00 27.00 27.00 27.00 27.00 - Enterprise Applications Management Division 45.00 45.00 33.00 33.00 35.00 2.00 IT Regional Support Division 20.00 20.00 20.00 20.00 22.00 2.00 Office of CIO Division 6.00 7.00 7.00 7.00 7.00 -
Public Safety IT Division 29.00 30.00 30.00 31.00 32.00 1.00 Sacramento City 311 Division 41.50 41.50 41.50 41.50 41.50 - IT Operations Division 30.00 30.00 30.00 30.00 30.00 -
Total 198.50 200.50 201.50 202.50 207.50 5.00
FY2023/24 Proposed Budget

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

PERFORMANCE MEASURES
IT 311 Division

The percentage of calls answered is a measure of call center st affing, self-service effectiveness, and the demand for the servi ces offered by the City.

IT Regional Support Division

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

IT Operations Division

The IT Operations Division and Public Safe ty IT Division maintain and operate the City 's network, telecommunications, and fiber systems that support enterprise voice and data systems. Network and telecommunication systems are mission critical and an integral part of City business operations. This perfo rmance measure captures the network syst em availability/uptime percentages excludin g scheduled maintenance periods.

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

Funding Category Program Name FTE
FY2023/24
Proposed
Community Resoonse
Operations Sacramento City 311 - 315,771
Miscellaneous
MYOP Digital Equity - 200,000
Operations IT Regional Support - 35,000
PD Systems Support - 38,447
Youth
Operations Office of CIO - 120,000
Grand Total - $ 709,218
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of 311 calls that are answ ered 80% 84% 73% 80% 80% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Respondents rating the quality of IT service as good or excellent 80% 98.3% 99% 99% 99%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Netw ork services available
Public Safety systems 99% 99% 99% 99% 99%
All other systems 99% 99% 99% 99% 99%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Enterprise database system available 99.9% 99.9% 99.9% 99.9% 99.9% FY2023/24 Proposed Budget

Enterprise Applications Management Division

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

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Data published on OpenData 85 110 120 143 150
FY2023/24 Proposed Budget

21 SECTION - 21
Public Works
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

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

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

FY2023/24 Proposed Budget

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

PROGRAMS/SERVICE HIGHLIGHTS
 The Transportation Division conducted extensive community engagement and completed the Transportation Priorities Pl an, the first effort to comprehensively prioritize over 700 planned transportati on investments based on community values.
 The Parking Division established the permanent Al Fresco Outdoor Dining Program to allow qualifying local rest aurants to create safe and durable outdoor patios within the City’s right-of-way.
 The Recycling and Solid Waste Divisio n successfully launched an organics recycling program in July 2022. The Div ision delivered over 15,000 food waste only containers to residents who were pr eviously yard waste exempt and began weekly collection for all residential customers starting July 1, 2022.  The City was awarded $7.9 million in State “Building Forward, Library Infrastructure” Grants for f our libraries, including Be lle Cooledge, Central, Del Paso, and Martin Luther King Jr. Libraries. These grants along with $3.9 million of City matching funds will allow the City to address deferred maintenance items at these libraries.
 The Engineering Services Division subm itted nearly $200 million in competitive grant requests for transporta tion project funding from federal, state, and local funding programs.
 The City was awarded nearly $16 million in the inaug ural State Clean California Grant Program.
 The Parking Division, Sacramento Marina operation installed 4 new fuel pumps that are Europay, Mastercard, Visa (EMV ) chip ready and compliant, offering the first ever pay-at-the-pump service for Marina customers.  The Maintenance Services Division a ssisted with weed abatement on a 102-acre lot purchased by the City.
 The Transportation Division completed two transportation plans to improve corridor safety at Freeport Boulevard and Northgate Boulevard, collaborating with community partners to identify feasible corridor concepts that have broad support.

FY2023/24 Proposed Budget

 The Transportation Division significantly increased funding for the 2022/23 Speed Lump program and installed treatments on over 30 neighborhood street segments citywide.
 The Transportation Division completed the Traffic Impact Guidelines Update.  The Fleet Division updated all City vehi cles with GPS to newer more advanced tracking devices.
 The first City Electric Refuse Truck was purchased by the Fleet Management Division, projected to be delivered and in service before the end of 2023.  The Engineering Services Division deliver ed 11 capital improvement projects in construction worth over $27 million.
 The Engineering Services Division su pported construction of 61 private development projects totaling over $80 million in public improvements.  The Engineering Services Division provid ed construction oversight for more than 3,500 encroachment permits and offsit e improvement plans, and 2,000 transportation permits for large trucks.
 The Facilities Division completed the $1. 8 million cold shell remodel of the de- commissioned Fire Communications building located in Winn Park.  The Facilities Division completed three pr ojects at Capitol Garage: the Parking Service Operation Center Tenant Improvement, the Stairwell Improvement Project and the Fire Riser Replacement Project.
 The Facilities Division completed the $1.6 m illion in fire repairs that damaged the George Sim Community Center.
 The Facilities Division completed the 35t h Avenue Building’s Heating, Ventilation, and Air Conditioning (HVAC) replacement project.

DEPARTMENT EFFICIENCIES
 The Parking Services expanded the on-str eet reservation program to include a reservation fee for non-metered spaces to help manage on-stre et turnover and keep parking spaces open for public use.
 The Maintenance Services Division launched a program to retrofit 5% of all streetscapes infrastructure with drought-tolerant landscaping every year to reduce maintenance needs and increase water conservation.
 New GPS devices in City vehicles prov ide greater data gathering capabilities, including energy consumption of electric vehicles.
 The Facilities Division continues to desi gn and will ultimately install multiple fleet Electric Vehicle (EV) char gers throughout the city to serve its green fleet, which FY2023/24 Proposed Budget

will allow City employees to charge City Fleet electric vehicles at or near assigned work locations, eliminating the need to travel elsewhere to charge.  The Engineering Services Division c ontinued the practice of using on-call consultants for inspection to handle peak workloads without permanent increases in staffing.
 Supported ongoing implementat ion of the Al Fresco permit module by allowing electronic permit application submittals including yearly renewals and payments.  The Engineering Services Division used ava ilable funding to continue retrofitting streetlights with Light Em itting Diode (LED) to save on energy, equipment, and maintenance costs, as well as reduce negative environmental impacts.  The Engineering Services Division impl emented training with utility companies to improve coordination, communication and understanding of design expectations for relocations and roadway construction.

OBJECTIVES FOR FY2023/24
 Implement a boat lift policy to allow for lifts to be installed at the Marina to encourage long-term customer retention.
 Establish an online dem and-based commuter parki ng special at City owned garages to support employees who have a hybrid schedule.  Continue to convert decorative turf in medi ans to reduce water consumption to comply with the 2006 Assembly Bill (AB) 1881, which established landscape water conservation standards.
 Continue working with Sacrament o communities on creating an Active Transportation Plan to replace the Bicycl e Master Plan and Pedestrian Master Plan.
 Complete an update to modernize the City’s Street Design Standards.  Complete the update to the City’s Transportation Systems Management Program (TSMP) to require new dev elopment to support transportation options other than single passenger vehicles.
 Implement AB 43 speed reduc tion measures to reduce s peed limits in specified locations to address safety concerns.
 Complete an update on the Fleet Transporta tion Policy to effectively manage the use of City vehicles.
 Begin design, permitting, and constructi on on four libraries funded through State “Building Forward, Library Infrastructure” Grants.

FY2023/24 Proposed Budget

 Complete the Sacramento Regional Or ganics procurement and find a long-term home for organics recycling in conjunction with the County of Sacramento and the City of Folsom.
 Join the regional partnership which incl udes County of Sacramento, and cities of Citrus Heights, Elk Grove, Folsom, Galt, and Rancho Cordova to meet Senate Bill 1383 edible food recovery regulatory requirements.
 Update the Construction Inspection Manual for the documentation and process standardization of inspections of the City’s public infrastructure.  Work with other departments to create an updated Geographic Information System (GIS) map for all City Capital Improvement (CIP) projects to increase internal and external coordination and to update the public on project status and contact information.
 Create a policy to address decorative street lighting in the City working with official entities such as Property Business Im provement Districts (PBID)s and other business, neighborhood, and community associations.
 Complete the Urban Forest Plan in c onnection with the City’s General Plan and Climate Action and Adaptation Plan.
 Complete the Electric Vehicle Blueprint, installing public chargers at key libraries and community centers.

BUDGET AND POSITION CHANGES*

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Engineering
Services*
Delete a position (1.0 FTE Office Specialist) and add
a position (1.0 FTE Senior Accounting Technician) to
improve the organization structure and help facilitate
Private Development projects and employee
supervision. The cost is being offset with projects.

General (92,441) 90,853 - Engineering
Services*
Delete a position (1.0 FTE Electrical Construction
Inspector III) in the Public Works department. Position was transferred to the Department of Utilities.

General (105,065) 105,008 (1.00)
Engineering
Services*
Delete a position (1.0 FTE Supervising Construction
Inspector) in the Public Works department. Position
was transferred to the Department of Utilities to assist with Capital Improvement Program (CIP) projects.

General (162,981) 162,904 (1.00)
Fleet Delete three positions (3.0 FTE Equipment Service Worker) and add two positions (2.0 FTE Equipment
Mechanic I) to provide additional support in vehicle
maintenance and repairs for internal customers. The
cost of the add/deletes provide a net savings.

Fleet
Management
(184,569) 194,590 (1.00)
Fleet* Delete a position (1.0 FTE Senior Equipment Service Worker) and add a position (1.0 FTE Operations
General Supervisor) to oversee fleet shop operations
and increase productivity. The cost is being offset with revenues.

Fleet
Management
(164,640) 161,031 -
FY2023/24 Proposed Budget

BUDGET AND POSITION CHANGES* (continued)

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Maintenance
Services*
Add a position (1.0 FTE Arborist) to Urban Forestry to
manage all tree related contracts and services. This
position will work with the Department of Utilities and the offsets will come from the following funds: Water
(Fund 6005), Wastewater (Fund 6006) and from
Storm Drainage (Fund 6011).

General (169,425) 167,530 1.00
Parking Services* Delete a position (1.0 FTE Parking Enforcement Officer) and add a new position (1.0 FTE Parking
Enforcement Supervisor) to provide oversight of
enforcement activities in the division. The cost is
being offset with revenues.

General (92,759) 91,155 - Parking Services Add a position (1.0 FTE Administrative Analyst) to manage the newly created Al Fresco Dining Program
and collaborate with local businesses to maintain an
effective program in the downtown and midtown area.

The cost will be offset with revenues.

General (145,000) 131,599 1.00
Parking Services Increase funding in the Parking divisions operating and revenue budgets to support the increase in on-
street reservation operating expenses and to better
align with projected revenues.

General (1,662,000) 712,526 -
Parking Services* Move a position (1.0 FTE Operations General Supervisor) from the Parking fund to the General fund.

Budgeting the labor cost for this position within the
General Fund will better align with the on street
primary duties of the position and the Parking
Services division. The cost will be offset with reduced services and supplies.

General/Parking (174,618) 175,239 - Parking Services Increase funding in the Sacramento Marina Division operating and revenue budgets to support the
increase in Marina operating expenses and to better
align with projected revenues.

Marina (216,500) 88,773 -
Parking Services* Update a vacant (0.5 FTE Senior Parking Lot Attendant) position from 0.5 FTE to 1.0 FTE to provide
additional support in managing the City parking
garages, surface lots, and other locations throughout
the City. The cost is being offset with revenues.

Parking (79,250) 80,147 0.50 Parking Services Delete a position (1.0 FTE Senior Building Maintenance Service Worker) and add a position (1.0
FTE Custodian I) to better align with operational needs in the Parking Service Division. The cost of the
add/delete provides a net savings.

Parking (84,380) 70,043 - Parking Services Increase funding in the Parking Division operating and revenue budgets to support the increase in off street
parking and increase in operating cost.

Parking (1,860,000) 1,087,500 -
Recycling and
Solid Waste*
Move a position (1.0 FTE Administrative Analyst) from
Landfill Operations to Commercial Waste
Compliance. Realigning the FTE will better support
the division in regulating and enforcing commercial
waste haulers within the city since Sacramento
Waste Authority assistance terminated. The cost will
be offset with services and supplies.

General/
Recycling and
Solid Waste
(132,166) 126,974 -
Total Change $ (5,325,794) $ 3,445,872 (0.50)
* Position offset amounts will be finalized in the Approved Budget.

FY2023/24 Proposed Budget

Department Budget Summary

Change
Public Works FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 73,528,035 $ 75,278,542 $ 87,331,821 $ 87,331,821 $ 89,020,249 $ 1,688,428 Other Services and Supplies 77,448,754 86,163,534 95,789,562 95,780,907 99,011,439 3,230,532 City Property 14,290,289 8,118,718 33,775,447 37,346,231 28,806,486 (8,539,745) Multi-Year Operating Projects - - 22,025,966 3,927,600 14,970,450 11,042,850 Transfers 546,549 (116,207) 400,655 400,655 400,655 -
Labor and Supply Offset (19,995,861) (19,717,612) (21,720,747) (21,720,806) (22,258,845) (538,039) Operating Transfers 11,096,037 10,661,178 10,750,900 10,750,900 11,839,500 1,088,600 Total $156,913,803 $160,388,152 $228,353,604 $213,817,308 $221,789,934 $ 7,972,626 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 21,977,909 $ 23,757,866 $ 21,924,944 $ 21,894,230 $ 23,635,918 $ 1,741,688 12th Street Maint Benefit Area 8,400 8,400 9,200 9,200 11,500 2,300 Cal EPA 3,060 128 - - - -
Citation I-5 Maintenance 34,098 46,619 40,000 40,000 40,000 - Del Paso Nuevo Landscaping CFD 9,000 19,500 19,500 19,500 24,700 5,200 Fleet Management 45,510,805 42,363,429 66,421,060 69,896,844 61,841,017 (8,055,827) Gas Tax 2016 5,638,161 7,501,764 8,925,850 6,154,816 7,145,308 990,492 Greenbriar Traffic Congestion 4,768 ---- -
Interdepartmental Service 2,401,352 2,331,646 2,388,982 2,388,982 1,664,763 (724,219) Laguna Creek Maint Dist 46,500 51,579 51,580 51,580 51,580 - Land Park 32,666 5,257 32,850 32,850 32,850 -
Landscaping and Lighting 12,651,909 12,753,330 14,475,000 13,710,000 14,931,950 1,221,950 Marina 999,563 1,124,985 1,014,897 1,014,897 1,060,836 45,939 Measure U - (20,550) 1,270,000 1,270,000 1,270,000 -
N Nat Lndscp 99-02 570,191 588,937 589,380 589,380 655,380 66,000 N Natomas Lands CFD 3 580,000 686,440 615,000 615,000 615,000 - Neighborhood Lighting Dist 25,009 25,009 25,009 25,009 25,009 - Neighborhood Water Quality Dist 33,470 34,473 50,980 50,980 50,980 - New Measure A Maintenance 13,016,447 10,494,214 16,676,087 16,676,087 19,231,429 2,555,342 NMA Safety, Streets, Ped, Bic - - 6,600 6,600 5,500 (1,100) Northside Subdiv Maint Dist 2,830 2,799 6,500 6,500 6,500 - Parkebridge CFD 2014-07 30,005 64,001 64,000 64,000 73,000 9,000 Parking (169,763) (92,642) 6,042,287 6,042,287 7,308,694 1,266,407 Pow er Inn Rd Md 2003-01 10,977 9,919 9,920 9,920 10,024 104 Railyards Maint CFD No 2014-04 81,033 110,705 157,750 157,750 157,750 - R ecycling and Solid Waste 52, 014,129 57,205,537 86,067,816 71,622,484 80,242,197 8,619,713 SacMaintCFD2014-04 Annex Areas 29,620 35,165 93,713 93,713 133,713 40,000 SacMaintCFD2014-04 Area 01 63,371 83,266 98,750 98,750 98,750 - S t a t e R o u t e 1 6 0 1 , 0 0 0---- -
S t a t e R o u t e 2 7 5 2 , 0 0 0---- -
Storm Drainage 336,050 360,499 406,000 406,000 462,475 56,475 S t r e e t T r e e F e e ( 4 0 1 )---- -
Subdiv Lndscpng Maint Dist 306,645 330,975 334,410 334,410 348,237 13,827 Tow nship 9 CFD No. 2012-06 - - 2,000 2,000 2,000 -
Traffic Safety 412,145 253,000 350,000 350,000 350,000 - Transportation Development Impact Fee 58,634 81,407 - - - - Village Garden N.-Mtce Dist #1 16,894 20,711 25,539 25,539 31,924 6,385 W a s t e w a t e r ---- 5 6 , 4 7 5 5 6 , 4 7 5
W a t e r ---- 5 6 , 4 7 5 5 6 , 4 7 5
Willow creek Assmnt Md 28,325 24,785 38,000 38,000 38,000 - Willow creek Lndscpng CFD 147,001 124,999 120,000 120,000 120,000 - Total $156,913,803 $160,388,152 $228,353,604 $213,817,308 $221,789,934 $ 7,972,626 FY2023/24 Proposed Budget

Division Budget Summary

Staffing Levels

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

PERFORMANCE MEASURES
Facilities & Real Property Management Division

This measure indicates how quickly work order requests are completed. Work order categories include "emergency" with a one-day performance standard, "priority" with a seven-day performance standard, and "standard" with a 30-day performance standard.

Change
Public Works FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Engineering Services Division $ (1,061,058) $ (466,105) $ (72,022) $ (237,022) $ (192,022) $ 45,000 Office of the Director 2,219,984 2,182,914 2,593,778 2,593,599 2,359,676 (233,923) Parking Services Division 19,042,432 18,839,588 21,470,502 21,455,200 24,079,053 2,623,853 Maintenance Services Division 21,534,363 22,406,420 28,244,831 25,199,831 29,153,539 3,953,708 Transportation Division 10,235,008 10,719,362 12,554,449 12,228,415 13,352,248 1,123,833 Fleet Management Division 45,510,805 42,363,429 66,421,060 69,896,844 61,841,017 (8,055,827) Facilities & Real Property Mgmt Division 5,879,692 5,468,863 6,670,369 6,654,957 6,552,311 (102,646) Recycling & Solid Waste Division 53,552,576 58,873,680 90,470,637 76,025,484 84,644,112 8,618,628 Total $156,913,803 $160,388,152 $ 228,353,604 $213,817,308 $221,789,934 $ 7,972,626 Change
Public Works FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Engineering Services Division 80.00 80.00 80.00 80.00 79.00 (1.00) Office of the Director 12.00 12.00 13.00 13.00 13.00 -
Parking Services Division 131.05 130.85 130.85 130.85 132.35 1.50 Maintenance Services Division 123.00 123.00 123.00 123.00 124.00 1.00 Transportation Division 71.00 72.00 72.00 72.00 72.00 - Fleet Management Division 83.00 83.00 83.00 83.00 82.00 (1.00) Facilities & Real Property Mgmt Division 71.00 72.00 73.00 73.00 72.00 (1.00) Recycling & Solid Waste Division 176.30 178.30 191.30 191.30 191.30 - Total 747.35 751.15 766.15 766.15 765.65 (0.50)
Funding Catego Program Name FTE
FY2023/24
Proposed
Climate Action
MYOP Sustainability Program - 300,000
Community Investments
CIP City Facility Reinvestment Program - 2,100,000 Facility ADA Compliance Program - 500,000 Community Response
MYOP Illegal Dumping - 970,000
Grand Total - $ 3,870,000
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of all facility w ork order requests completed
w ithin a 30-day performance standard 60% 50% 53% 63% 65% FY2023/24 Proposed Budget

Fleet Management Division

This measure indicates what percentage of overall City vehicles are available to operators for City services. The division is collecting information to measure staffing ratios and estimated service demands for each shop to appropriately staff each shop to sustain adequate vehicle availability.

The California Global Warming Solutions Act of 2006 (Assembly Bill 32) requires Califor nia to reduce its GHG emissions to 1990 levels by 2020. The City's Fleet Management Division Sustainability Policy states that annual purchases of fleet replacement vehicles will include a minimum commitment of 50% for alternative fuel and/ or alternatively powered vehicle replacements by 2018, and 75% by 2025. Starting in FY2019/20 target includes renewable diesel purchases, not previously included.

Maintenance Services Division

The Maintenance Services Division is respons ible for the City's street infrastructu re system which includes over 3,118 lane mil es of paved roadway. The Maintenance Services Division's goal is to work towards a Pavement Condition Index of 70 (good) from its current rating of 59 (fair). Beginning in FY17 the City updated the method of calculating pavement condition from the Pavement Quality Index to the industry standard Pavement Condition Index.

The Maintenance Services Division is responsible for the street infrastructure system which includes the maintenance of 3,118 l ane miles of paved roadway. Patching potholes is an essential service and on average, the Maintenance Services Division patches 1,281 potholes per month. Our customer commitment is to respond to 311 complaints for potholes within 48 hours of receiving the request.

The City's Urban Forestry Program maintains, sustains, and enhances Sacramento's tree canopy through a variety of programs.

Urban Forestry staff's (internal and contractors) need to prune 8 90 trees monthly on average to stay consistent with our goal o f maintaining a less than seven-year pruning cycle for all of our 75,000 plus public trees. However, beginning in FY20 a lack of staffing has created a backlog for trees pruned.

Parking Services Division

The Parking Division is responsible for the collection and maintenance of over 6,400 paid on-street parking spaces within the Central City. In the last two years the divisi on has worked with downtown and midtown merc hants to repurpose metered spaces to accommodate customer pickup and delivery as well as implementing Al Fresco dining opt ions. Throughout the City, there are over

3.5 million parking meter customer transactions per year.

*Beginning in the last quarter of FY2019/20 results were affect ed by significant decline in re venue due to lack of on-street pa rking meter utilization due to COVID-19.

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of City vehicles available at 6:00 AM 93% 93% 92% 92% 95% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of alternative fuel vehicles purchased 45% 46% 59% 61% 75% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percentage of roads w ith a Pavement Condition Index
above 70 (good rating) 27% 25% 24% 24% 24%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percentage of 311 service requests for potholes
responded to w ithin 48 hours 93% 91% 92% 93% 95%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percentage of tree inventory pruned per annual cycle 83% 65% 75% 60% 75% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Revenue generated per parking meter $1,620* $806* $1,317 $1,584 $1,743 FY2023/24 Proposed Budget

The Sacramento Marina has 475 available boat slips, which can accommodate boats varying in length from 25 to 50 feet. Historically, the Marina had an average 94 percent occupancy rate; however, during the Great Recession the occupancy rate dipped as low as 44 percent. With the improved economy, new management, and new ameni ties in place, the Marina had a 23 percent increase in occupancy rates from FY2016 to FY2022.

Recycling & Solid Waste Division

California state law requires that at least 50 percent of the waste generated within the city limits be diverted from landfills . While the percent of City-collected residential waste diverted from landfill is below the State threshold (as shown above), as a jurisdic tion, the City government collection rate exceeds t he state requirement at 47 percent diversi on for Calendar Year 2021, the latest data available. The difference is largely due to the recycling of construction and demolition material collected by commercial waste haulers, which is not part of the City's residential collection service. Educating customers on proper recycling is central to seeing th ese percentages grow. Over 50 percent of the Division's annual outreach expenditures are spent on increasing diversion.

City Integrated Waste Equipment Operators service almost 18 million garbage, recycling, and yard waste containers. Complaints o f missed collections represent the highest volume of solid waste rela ted calls to City 311; however, the actual number of verifia ble service misses represents only a fracti on of one percent of the total containers collected annually. In FY2017/18 the departmen t redefined the term "misses" to include "kicks," which is when the driver goes back the same day to collect the missed containers if the incident is reported prior to 2:00 pm.

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Marina slips occupancy rate 82% 87% 87% 88% 89%
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Percent of City collected w aste diverted from landfill 45% 43% 42% 45% 43% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Number of complaints of missed pickups (per 1,000
refuse accounts) 12 15 11 12 12
FY2023/24 Proposed Budget

22 SECTION - 22
Utilities
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

Utilities
The mission of the Department of Utilities is to provide dependable, high-quality water, wastewater, and storm drainage services in a fiscally and environmentally sustainable manner.

The Department of Utilities (DOU) provides and maintains water, wastewater, and storm drainage services and facilities for its custom ers, City ratepayers. These services are crucial to safeguard the health and safety of the public, support economic development, protect the environment, and improve the qualit y of life in our city. DOU works in conjunction with other City Departments as well as regional, state, and federal agencies in the operation, maintenance, developmen t, and rehabilitation of water resources infrastructure.

DOU is organized into four operating divisions and the Offi ce of the Director. The operating divisions consist of Business Se rvices, Engineering and Water Resources, Water and Wastewater & Drain age. This organizational stru cture allows for increased collaboration across business functions and enabl es DOU to focus efforts on customer priorities.

 Business Services: Provides fiscal support by enhancing and maintaining the financial stability of our
Water, Wastewater, and Drainage Funds
through accounting, budgeting, logistics,
and long-range financial planning; provides
utility customers with customer service and
billing services.

 Engineering and Water
Resources:

Provides engineering support for capital
projects, development review and plant and
field support units; in collaboration with the
Water, Wastewater, and Drainage
Divisions, ensures compliance with state
and federal regulations.

 Office of the Director: Provides department leadership and direction including fostering a healthy
work environment, focusin
g on

FY2023/24 Proposed Budget

innovation, resiliency, and excellent
customer service, engaging in local,
state, and national legislation and policy,
furthering public education, and
stakeholder outreach; planning for
current and future generations by
protecting, preserving and enhancing
water resources, the environment, and
the community.

 Water: Operates and maintains water production
and distribution facilities to provide
drinking water of the highest quality to
City residents and cust omers; performs
water quality monitoring and regulatory
reporting to ensure compliance with all
state and federal drinking water
regulations; engages in research and
development to optimize and improve
processes and procedures.

 Wastewater & Drainage: Operates and maintains facilities for wastewater and storm drainage pumping,
levee systems, and the combined
stormwater-wastewater system, along
with a large network of stormwater and
wastewater pumping facilities.

PROGRAMS/SERVICE HIGHLIGHTS

 DOUs’ Development Impact Fee Nexus Study was succ essfully completed in February 2023. This study identifies adequate fees for new development projects to support the water, storm drainage, and sewer infrastructure needed for future growth within the City.
 Voters approved the Water Pollution and Flood Prevention Measure in April 2022. The new fee is estimated to generate $19.5 million in revenue annually and will fund vital improvements in the City’s aging stormwater infrastructure to help prevent flooding and protect water quality. In June 2022, a lawsuit was filed against the City that challenges the constitutionality of the measure. The Department of Utilities is currently collecting the new fee but is not spendi ng the proceeds until there are developments in the litigation.
 The Department of Utilities delivered the triennial Public Health Goal Report for drinking water.

FY2023/24 Proposed Budget

 The City Auditor’s office is conducting an audit to assess the controls over DOU’s Supervisory Controls and Data Acquisition (SCADA) system, including the controls in place designed to deter and detect fraud. This audit will assess security risks associated with SCADA and make recommendations for improvement.  DOU generated $4.5M from a Gr oundwater Substitution Transfer in FY2022/23 and reinvested that revenue into groundwater infrastructure and water efficiency programs in disadvantaged communities. By using a por tion of the City’s previously stored groundwater supplies, that equivalent amount of surface water remained in the river for ecosystem benefits prior to delivery to the downstream buyers. The department has already started replenishi ng the aquifer during the win ter of FY2022/23. More information is available on the City’s website.
(https://www.cityofsacramento.org/Utilities/Water/Current-Projects/Groundwater-Substitution- Transfer)
 Responded efficiently and effectively to multiple bomb cyclone and atmospheric river storm events, working to minimi ze flooding, property damage, and water quality impacts while ensuring the reliability of essential services, for the health and safety of the public. These events have helped to inform of us of areas where we will need to invest for climate change adaptation.
 Successfully implemented revision contro l measures to improve security of operational technology applications.
 Water Division Operations & Maintenanc e incorporated the Water Information Management System (WIMS) into the operational toolbox for the water production and water quality teams. WIMS is a fl exible data management tool which streamlines and optimizes water operations with user-defined alerts and modeling tools to help resolve, predict, and prevent process disruptions. WIMS also provides tools needed for calculations, reporting, and analysis, incorporating data from SCADA, Laboratory Information Management System (LIMS), and daily process monitoring for real time-analysis of water quality and water production data.

DEPARTMENT EFFICIENCIES
 DOU worked with the Budget and Audit Committee at the direction of the City Council to develop program limits for the Sacramento Utility Rate Assistance (SURA) Program to ensure a sustainable program. City Council adopted a 40% flat percentage discount for current non-legacy participants on March 7, 2023. Staff will also include a 10,000- participant level maximum in FY2023/24 budget development. These program limits will provide a long-term sustainable program for the City of Sacramento residents, reduce administrative oversight, and improve budgeting practices to avoid fluctuations in the annual budget.
 DOU partnered with the City Treasurer's office to formalize two existing reserve fund practices, operating and rate stabilization, and created a capital reserve. City Council adopted the policy on December 6, 2022. The policy will demonstrate DOU's sound financial acumen to bond inve stors, rating agencies, and other stakeholders and FY2023/24 Proposed Budget

provide a firm foundation for financial creditworthiness and sustainability. In addition, the reserves will provide valuable resources to minimize disruption in the event of temporary revenue shortfalls or unpredicted one-time expenditures from emergencies.  The completion of the Combined Wastew ater Treatment Plant (CWTP) Lighting Retrofit project in 2023 has replaced the existing lighting at the DOU campus at 35th Avenue with Light Emitting Diode (LED) fixtures which reduce energy consumption by 40-60 percent, require less maintenance, and enhance the lighting levels. Cost savings for this project will be realized within an estimated 4.5 years of project completion and future potential energy savings are significant.

OBJECTIVES FOR FY 2023/24
 Facilitate, coordinate, and collaborate with operatin g departments and the City Treasurer's Office to deliver a department-wide Long Range Financial Plan.  Finalize the Billing Disburseme nt Agreement in accordance with the Master Service Agreement with Sacramento County Regional Sanitation District.  Implementation of adjusted development impa ct fees to a level that supports the General Plan’s forecasted development/growth within the city.  Deliver the FY2023/24 CIP wate r, wastewater, and drainage infrastructure programs on schedule and within budget.

BUDGET AND POSITION CHANGES*

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Engineering &
Water
Resources*
Add three positions (2.0 FTE Associate Engineers
and 1.0 FTE Senior Engineer) to plan, design, and
deliver projects for an expanded Capital Improvement
Program (CIP) that will be offset through the new
Storm Drainage Property Related Fee Capital
Improvement Program (CIP).

Storm
Drainage
(473,522) 475,576 3.00
Engineering &
Water
Resources*
Add one position (1.0 FTE Administrative Analyst) for
the Asset Management Program to provide critical
infrastructure system support. The position is being
partially offset by reducing the Department's operating budget and existing utility rate payer revenues.

Water (54,648) 129,562 1.00
Engineering &
Water
Resources*
Add two positions (1.0 FTE Construction Inspector II
and 1.0 FTE Supervising Construction Inspector) to
support the Utilities' CIP. These positions were
deleted from Public Works and will continue to be
offset by the CIP.

Storm
Drainage
(276,091) 271,234 2.00
Engineering &
Water
Resources*
Delete two positions (1.0 FTE Senior Engineer and

1.0 FTE Senior Engineering Technician) and add two
new positions (2.0 FTE Associate Civil Engineer) to
assist with the $30M Annual Pay-Go CIP. The cost of
the two new positions are being offset by the CIP.

Water (549,366) 565,896 -
FY2023/24 Proposed Budget

BUDGET AND POSITION CHANGES* (continued)

Department Budget Summary

Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Engineering &
Water
Resources
Delete five positions (0.72 FTE Student Trainee and

1.0 FTE Senior Office Specialist) to re-align positions within Utilities.

Storm
Drainage/
Wastewater/
Water
- (97,081) (1.72)
Office of the
Director*
Delete a position (1.0 FTE Storekeeper) and add two
positions (1.0 FTE Administrative Analyst and 1.0 FTE
Administrative Technician) to support Security &
Emergency Preparedness and Safety Programs. The
cost of the positions are being partially offset by
reducing department's operating budget and the HR-
Risk Management interfund transfer has been deleted.

Water (150,683) 234,402 1.00
Office of the
Director*
Add one position (1.0 FTE Public Information
Coordinator) to support water conservation outreach.

The cost of the position is being offset by reducing
professional services expense budget.

Water (97,557) 94,518 1.00
Wastewater and
Drainage
Operations and
Maintenance
Add one position (1.0 FTE Program Specialist) to
support regulatory requirements in the Wastewater
Storm Drainage Division.

Wastewater - 160,226 1.00
Water
Operations and
Maintenance
Add one position (1.0 FTE Machinist Helper) to keep
up with the maintenance of facilities and avoid critical failures.

Water - 89,362 1.00
Water
Operations and
Maintenance
Add one position (1.0 FTE Program Specialist) to
manage planning, coordination, and administration of
Water Quality Laboratory and Research &
Development section programs.

Water - 157,793 1.00
Total Change $ (1,601,867) $ 2,081,488 9.28
* Position offset amounts will be finalized in the Approved Budget.

Change
Utilities FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 65,090,150 $ 67,850,839 $ 76,559,964 $ 76,559,664 $ 79,810,446 $ 3,250,782 Other Services and Supplies 32,673,341 35,122,545 41,156,318 42,176,945 44,405,476 2,228,531 City Property 4,153,704 1,610,393 2,100,903 2,240,903 2,237,523 (3,380) Multi-Year Operating Projects - - 10,639,992 7,018,992 10,171,120 3,152,128 Transfers (1,090,080) (764,570 )--- -
Labor and Supply Offset 5,820,817 7,326,065 8,781,799 8,781,799 7,042,587 (1,739,212) Operating Transfers 24,294,267 24,150,096 26,015,488 26,015,488 26,143,155 127,667 Total $130,942,199 $135,295,368 $165,254,464 $162,793,791 $169,810,307 $ 7,016,516 FY2023/24 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

PERFORMANCE MEASURES

Business Services Division

The Departments Average Speed to Answer (ASA), is the number of seconds a customer waits in the queue prior to being answered by a Customer Service Representative. The ASA is one of th e key performance indicators (KPI), to measure the Departments organizational performance and effectiveness in responding to customer questions and or concerns about their utility billing accounts.

Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 70,219 $ 77,272 $ 79,410 $ 79,410 $ 79,410 $ - Community Center 4,983 4,983 4,983 4,983 4,983 -
Fleet Management 196,105 16,007 200,000 200,000 - (200,000) Golf 5,333 4,045 8,550 8,550 8,550 -
Landscaping and Lighting 53,661 86,678 70,000 70,000 98,000 28,000 N Natomas Lands CFD 3 150,624 180,582 300,000 300,000 300,000 - Neighborhood Water Quality Dist - - 3,000 3,000 3,000 - Northside Subdiv Maint Dist - - 8,000 8,000 8,000 -
Parkebridge CFD 2014-07 - - 10,000 10,000 10,000 -
Parking 2,600 11,555 1,359 1,359 1,359 -
R ecycling and Solid Waste 2, 988,418 3,126,181 2,925,539 2,925,539 3,121,424 195,885 SacMaintCFD2014-04 Annex Areas - - 36,500 36,500 36,500 - SacMaintCFD2014-04 Area 01 - - 298,120 298,120 298,120 - Storm Drainage 28,475,932 32,008,827 37,639,597 37,004,924 37,964,667 959,743 Storm Drainage Property Fee - - 4,897,094 4,897,094 5,412,050 514,956 Tow nship 9 CFD No. 2012-06 - - 9,000 9,000 9,000 -
Wastew ater 26,519,567 28,127,263 33,851,892 32,346,892 35,255,448 2,908,556 Water 72,467,084 71,640,100 84,890,646 84,569,646 87,179,022 2,609,376 Willow creek Assmnt Md 7,672 11,876 20,774 20,774 20,774 - Total $130,942,199 $135,295,368 $165,254,464 $162,793,791 $169,810,307 $ 7,016,516 Change
Utilities FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Business Services Division $ 7,562,469 $ 8,660,520 $ 11,528,639 $ 9,854,996 $ 9,958,538 $ 103,542 Engineering & Water Resources Division 6,701,429 8,639,482 18,457,468 13,182,498 12,171,929 (1,010,569) Office of the Director 48,002,589 47,545,686 61,065,641 60,216,349 64,224,168 4,007,819 Wastew ater & Drainage Ops & Maint. Division 36,776,618 37,551,054 35,745,128 41,216,360 44,375,620 3,159,260 Water Operations & Maintenance Division 31,899,093 32,898,625 38,457,588 38,323,588 39,080,052 756,464 Total $130,942,199 $135,295,368 $165,254,464 $162,793,791 $169,810,307 $ 7,016,516 Change
Utilities FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(L ess) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Business Services Division 59.00 67.00 67.00 67.00 68.00 1.00 Engineering & Water Resources Division 84.54 85.54 91.72 91.72 96.00 4.28 Office of the Director 13.18 14.18 14.18 14.18 17.18 3.00 Wastew ater & Drainage Operations & Maintenance Division 228.18 228.18 223.00 223.00 223.00 - Water Operations & Maintenance Division 185.00 177.00 177.00 177.00 178.00 1.00 Total 569.90 571.90 572.90 572.90 582.18 9.28
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
City Manager Goal = 3:00 minutes or less 8:06 5:34 8:23 3:00 Goal 3:00 Goal FY2023/24 Proposed Budget

The 3:00 minutes ASA is a lower tier (25th percentile) industr y standard for combined utilities as documented in the 2017 Ameri can Water Works Association (AWWA) Utility Benchmarking Performance Management for Water and Wastewater Report.

Engineering & Water Resources Division

The percentage of water conservation achieved citywide is not only a required performance measure to comply with the City Council Resolution for water conservation, but also a key performance i ndicator to measure effectiveness of the Department’s water conservation outreach and enforcement efforts. This percentage r eduction is compared to our 20% by 2020 gallons per capita per day target as mandated by SBX7-7.

Operations & Maintenance Division

The number of sanitary sewer overflows (SSOs) is measured to ensure regulatory compliance and to gauge the effectiveness of operational activities and capital improvements that have been implemented to ac hieve this compliance. The primary permit with respect to the separated system is the waste discharge requirements permit issued by the State Water Resources Control Board. The goal of this permit is to minimize SSOs from the separated system.

FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
% w ater conservation achieved (year-over-year) 31% 26% 33% 25% 25% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
# of sanitary (w astew ater) overflow s

2.90 per
100

2.50 per
100

3.00 per
100

2.70 per
100

2.50 per 100
miles
FY2023/24 Proposed Budget

24 SECTION - 24
Citywide and Community Support
FY2023/24 Proposed Budget

FY2023/24 Proposed Budget

Citywide and Community Support

Citywide Support
This section includes City costs, programs and revenues that are not directly associated with an individual department. Belo w are the major expenditures budgeted in Citywide and Community Support (Citywide).

Employee Benefits and Insurance
 Employee Benefits ($5.9 m illion - $5.4 million in the General Fund and $0.5 million in the Measure U [MU] Fund):

o Employee leave payouts authorized by labor contracts; o Vacation/sick leave termination payoffs; and
o Unrepresented and represented employee labor adjustments.

Budget authority is transferred from this program to departments to reimburse actual costs incurred. Reimbursements are done on a proportional basis if the actual costs incurred by departments exceed the available resources in Citywide.

 General Liability & Auto Liability (G L&AL) ($36.9 million - $34.6 million in the General Fund and $2.3 million in the MU Fund) – The City contracts with Bickmore Risk Services (Bickmore) to estimate the annual budget needed to cover claim costs and expenses that will occur in the coming fiscal year and the program’s liability for outstanding claims. Bickmore utilizes historical City loss data to forecast the upcoming fiscal year’s cost of clai ms and expenses at various confidence levels. The City uses the recommended 80% confidence level when budgeting for claim costs and expenses. The General Fund contribution for GL&AL is budgeted in Citywide, while contributions from the other funds ($7.5 million) are budgeted in the managing department’s section (e.g., Solid Waste Fund contributions are in Public Works).

Retired/Transfer Employee Benefits
The costs associated with retired and tran sferred employee retirement and healthcare benefits are included in the Citywide budget.

 Other Post-Employment Benefits (OPEB) ($11.0 million - $8.4 million in the General Fund) – The cost of retiree/beneficiary health (1,759 participants), dental (2,724 participants), vision (1,671 participants), and out-of-area (338 participants) insurance benefits as of June 30, 2021.

 OPEB Trust ($0) – The City funds OPEB benefits on a pay-go basis. In 2014 the City established a California Employers' Retiree Benefit Trust (CERBT) Fund to address the increasing OPEB liability ($279 million as of June 30, 2022). The balance in the CERBT was approximately $8 8.8 million as of April 13, 2023. The annual contribution for the OPEB Trust wa s eliminated in FY2021/22. Future FY2023/24 Proposed Budget

funding to the Trust will continue to be transferred from year-end budgeted pension savings.

 Sacramento City Employees’ Retirement System (SCERS) ($1.4 million) – In FY2022/23, the SCERS fund was fully funded and the City stopped making contributions. However, based on the Foster & Foster SCERS Actuarial Valuation Report dated June 30, 2022, the valuation of the fund will require additional contributions for the next four years. There were 828 participants (2 active) as of June 30, 2022.

 California Public Employees’ Retirem ent System (CalPERS ) ($152.3 million - $123.5 million in the General Fund and $9.7 million in the MU Fund) – Although CalPERS costs are not budget ed in Citywide, this represents the City’s total contribution as well as the amounts negotiated for the employee paid portion of the employer cost ($4.1 m illion). Costs are budgeted in the managing department’s budgets.

Citywide Maintenance Contracts and Utilities
 Information Technology Maintenance and Support Contracts ($3.6 million - $3.3 million in the General Fund and $0.3 m illion in the MU Fund) – Funds major contracts and support for the City’s hum an resources, financial and budgeting systems. The non-General Fund and non-MU Fund costs associated with these services are recovered through the cost allocation plan.

 Multi-tenant City-owned Buil dings ($4.6 million in t he General Fund) – Covers anticipated expenses associated with ja nitorial, security, utilities, and pest management services at various multi-tenant City-owned buildings (e.g., City Hall complex). The costs for non-General F und operations are recovered through the City’s cost allocation plan.

Sacramento County Charges and Assessments
Citywide includes $4.7 million in the General Fund for Sacramento County Charges and Assessments. State law authorizes counties to charge other local government entities for the cost of assessing and co llecting property tax revenues, for property-related assessments including flood control, and for costs associated with county jail operations (jail booking fees). In addition, the City pays its fair share of property-based assessments for various improvement districts and taxe s on property owned by the City but located outside of City boundaries. For FY2022/23 and FY2023/24, the cost for collecting property tax revenues doubled (from $1.7 million to $3.3 million) due to the r eplacement of their property tax system. According to State la w (SB 2557), counties can charge cites and special districts to recover costs.

Multi-Year Operating Projects (MYOPs)
Citywide includes $20.5 million ($9.3 million in the General Fund, $7.3 million in the MU Fund, and $3.9 million in the American Rescue Plan Act [ARPA] Reinvestment Fund) in MYOPs. Of the $9.3 million in the General Fund, $8.8 million is the City’s obligation to the Children’s Fund as required by Measure L. The other projects support citywide operating FY2023/24 Proposed Budget

activities such as the utility rate assistanc e program, litigation, Fare Free Transit for Youth, the Powerhouse Science Center, library maintenance, and various ARPA projects.

All projects are detailed on Schedule 9. Additional fundi ng for departmental MYOPs is included in the various depar tment operating budgets. Funding for these programs is moved into specific projects after the budget is approved.

Administrative Contingency
The General Fund Administrative Continge ncy may be used throughout the year, in accordance with Sections 4, 5, and 6 of the Budget Reso lution, to adjust budgets for unforeseen expenses. The Administrative Contingency is $2 million.

Office of Arts and Culture (OAC)
The Budget includes $2.4 million for the OAC ($0.5 million in Citywide and $1.9 million in the Convention and Cultural Services D epartment). The City’s OAC budget includes funding for professional services, grant programming and education, a 1.0 FTE Program Specialist to further the City's efforts with the Film Industry, and the Cultural Arts (I17000700) and Creative Edge (I02181100) MYOPs included in Schedule 9.

Redevelopment Agency Successor Agency (RASA)
In response to AB 26 (2011) which eliminated all redevelopment agencies in California, the City became the recognized RASA effect ive February 1, 2012, for all non-housing functions and obligations. As RASA, the City is entitled to be reimbursed for administrative costs associated with managing the transfer of non-housing assets, legal concerns, cash and debt management, and other administrat ive obligations. Under AB 26, the administrative budget to pay for staff costs to perform RASA duties is limited to 3% of the property tax allocated to RASA. The City budgeted $192,898 in revenue for staff support provided by the City Attorney’s Office, Finance, and other departments.

Miscellaneous
 Elections ($300,000) – Funds the cost of regular and special elections, as well as increased costs associated with special ballot measures and petition verification.

 Litigation ($60,000) – Covers the administr ative costs associat ed with litigation, used annually as necessary. This funding is in addition to the Citywide Litigation MYOP ($500,000) included in Schedule 9 which provides annual funding for external support for the City’s litigation efforts.

 Service Fees ($469,016) – Covers the cost s associated with banking, instructional, and various legal service fees. It also in cludes the City’s portion of the CalPERS payment for obligations associated wit h the Human Rights/ Fair Housing PERS commission.

 Accident Replacement Vehi cles ($250,000) – Funds co sts associated with fleet accident repairs and replacements.

 Membership, Licenses and Dues ($450,000)

FY2023/24 Proposed Budget

Citywide Revenues
An in-depth review of FY2023/24 citywide revenues and the five-year forecast are included in Section 5 – The Forecast.

 Major Tax Revenues – All discretionary tax revenues including property, sales, and Utility Users Tax are budgeted in Citywide. Additional detailed information and a breakdown of budgeted revenue is availabl e in Schedule 6. The expenditure budget ($600,000) represents c onsultant contracts for providing sales tax and Utility Users Tax revenue estimates.

 TOT – The City's TOT rate is currently 12%. The General Fund receives 2% of the 12% tax rate ($6.8 million in FY2023/24) ; the balance goes to the Community Center Fund. A portion of these revenues are used to support the Sacramento Office of Arts and Culture (OAC) and Visi t Sacramento. The remainder are used to offset the increased cost of providing public services to local tourists.

Community Support
The City provides administrative and financi al support to various local and regional operations or partners.

City/County Office of Metropolitan Water Planning (CCOMWP) CCOMWP (6.0 FTE) – The Water Fund provides reimbursements for the City’s share of costs associated with this joint effort with the County of Sacramento and other cost-share partners. The City recovers the costs asso ciated with providing administrative and financial support to CCOMWP.

Sacramento Local Agency Formation Commission (LAFCo)
Until FY2021/22, the City provided administrative and fi nancial support to LAFCo (1.0 FTE), which was fully reimbursable. Once th e employee retired, the City was no longer obligated to provide such support to LAFCo. The 1.0 FTE was deleted, and all expenses and reimbursements have been removed from the Budget.

Property and Business Improvement Districts (PBIDs)
Citywide includes $15.9 million for PBIDs, which were created as a financing mechanism where property and business owners approve a special assessment to improve their commercial districts. The City currently colle cts and remits assessments for 18 different PBIDs throughout the City.

Visit Sacramento
Citywide includes $2.86 million for Visit Sacram ento, which includes $1.72 million from the 10% TOT that is deposited in the Community Center Fund (amount and increases are voter approved) and $1.13 million from the MU Fund. Of the $1.13 million, an additional $500,000 is for a Visit Sacramento to continue to support tourism recovery through event support and production.

Downtown Sacramento Partnership (DSP)
Citywide includes $375,000 for DSP to fund programs and activities along the Old Sacramento waterfront and downtown area.

FY2023/24 Proposed Budget

Greater Sacramento Area Economic Council (GSEC)
Citywide includes an annual c ontribution of $207,215 to s upport work conducted at GSEC. Contribution cost based on the per c apita rate of $0.40 and the estimated population of Sacramento (518,037).

Sacramento Public Library Authority (SPLA)
The City has 12 libraries located within th e City boundaries which are operated by the SPLA under a joint powers authority. Citywi de includes $23.9 million, which includes $14.3 million from the MU Fund and $9.6 million from Library Services Parcel Tax.

The library’s mission is to provide the residents of Sacramento the services they expect while focusing on community needs for reading, learning needs of our youngest residents, creating welcoming spaces and providing experiences that include Science, Technology, Engineering, and Mathematics (STEM) and Science, Technology, Engineering, the Arts, and Mathematics (STEAM) learning opportuniti es for the entire community as well as increasing equity for our most vulnerable populations.

In 2014 and 2016, voters in the City of Sa cramento declared their support for the Sacramento Public Library by passing two pa rcel taxes, Measure B and Measure X, for Library services which provide $9.3 million fo r the operation of the City libraries and to maintain and add services, staff and technology.

Without the parcel taxes, the Library would be in further danger of having to close facilities and reduce services, thus impacting vulnerable youth, job seekers and those who rely on high-speed internet access and computing res ources for access to basic life services.

Both measures include a Maintenance of Effo rt (MOE) provision that requires prior-year reductions to General Fund operating rev enue to be restored if the City provides additional funding to its non-public safety pr ograms. The City’s MOE is $7.6 million and is provided from G/MU contributions.

Despite these victories at the ballot box, the Library continues to face financial challenges.

Because of changes in the election cycle and the need to combine the two parcel taxes, the City and the Library must return to the voters in 2024 to ensure continued funding. A failure at the ballot box would impact those communities with the highest needs, especially those for whom the library bridges the digital di vide by providing the only access point for high-speed internet, access to computers and services such as live homework help, afterschool programming and early learning.

The Library has used various strategies to ma intain high levels of services for all City residents, but still has fiscal challenges. This includes assessing and repurposing staffing levels; utilizing on-call and temporary staff; reallocating hours in all locations; leveraging value-added services to provide enhanced customer experiences; renegotiating service agreements and changing operations to satisfy the demands of the diverse communities served by the Library.

In an effort to address these fiscal chal lenges, the MU Fund increased the library operations budget to $14.3 million in FY2022/23. The City will add another $0.5 million in FY2024/25.

FY2023/24 Proposed Budget

While these increases will help address some of the financial challenges with operating the City’s libraries, they do not address the ongoing structur al deficits as well as operational needs. A far more serious issue is the history of unaddressed deferred maintenance for the buildings owned by t he City. As of FY2022/23, capital needs amounted to at least $9.4 million for the City’s libraries. This amount does not include approximately $10 million that is required to renovate and update the Martin Luther King Jr. (MLK) Library and approximately $10.8 million required to update and repair a newly purchased building for the relocation of the North Sacramento – Hagginwood library (NSHL). To date, the Council has allocated a total of $7.5 million to the North Sacramento Library Relocation project (C15000850) to purchase and renovate the newly acquired building, however additional funds are required. The NSHL funds are not included in the total above. The City has been successful in receiving grant funding for capital needs. In March 2022 the City applied for approximately $15.6 million in grant funding from the California State Library Building Forward Program Grant for five capital projects. The City was awarded $7.9 million for four projects (r equiring a local match of $3.9 million). The renovation of MLK Library was included in the grant award. The NSHL did not receive a grant in the first round but it has been resubmitted for a second round of grant funding.

City staff will continue to work with Library st aff to identify opportunities to address the structural gap between revenues and expenditure needs.

General Information
The following information below is not included in the Citywide Budget but is detailed to provide additional information on portions of the City’s FY2023/24 Proposed Budget.

Economic Uncertainty Reserve (EUR)
The EUR was established in FY1983/84 and on April 26, 2016, the Council revised the EUR Policy (included in the Financial Policies section) which established:
 A minimum reserve level of 10% of budgeted General Fund revenues; and  A goal of achieving and maintaining the value of two months of regular ongoing General Fund expenditures (approximately 15.9% of General Fund revenues or $117 million in FY2021/22) in the reserve.

On June 12, 2019, the EUR Policy was amended to include MU resources in determining the annual set aside amount necessary to maintain a minimum G/MU Fund reserve level of 10%. Further, the policy includes a goal of achieving and maintaining the value of two months of regular ongoing G/MU expenditures in the reserve.

The EUR balance is estimated to be $74.3 million on July 1, 2023, which is approximately 10% of budgeted FY2022/23 G/MU revenues. The Budget includes a proposed transfer of $3.9 million to the reserve at year-end, provided these resources are not needed during the year. This contribution will bring the balance of the EUR to approximately $78.2 million or approximately 10% of budgeted revenues; achieving the minimum reserve level.

FY2023/24 Proposed Budget

Other Sources and Uses
Other sources and uses in the governmental, enterprise, internal and other governmental funds total $9.2 million.

Beginning Fund Balances
Beginning fund balances of the government al, enterprise, internal, and other governmental funds total $342 million which represent ava ilable resources from the FY2021/22 Annual Comprehensive Financial Report (ACFR) and anticipated activity in FY2022/23. Beginning balance by fund is in cluded in the Budget Schedules section (Schedules 2A-2C).

Ending Fund Balances
Projected ending fund balances of the govern mental, enterprise, internal, and other governmental funds total $318 million. Ending balance by fund is included in the budget schedules section (Schedules 2A-2C). The av ailable balance of enterprise, internal service funds, and other governmental funds (excluding the Innovation and Growth Fund) may only be used for the specific purpose of the individual fund.

MEASURE U

The following chart summarizes the Measure U programs in Citywide and Community Support.

Funding Category Program Name FTE
FY2023/24
Proposed
Arts/Creative Edge
Operations Arts Stabilization - 351,558
Community Investment
MYOP Utility Rate Assistance Program - 5,300,000 Inclusive Economic Development
Operations Community Programs - 1,512,198
Library
MYOP SPLA Maintenance Program - 400,000
Operations Library JPA - 14,271,661
Miscellaneous
Operations Citywide IT Maintenance and Support - 289,684 Employee Development - 116,395
Gen Insurance/Termination - 2,635,411
Retired/Transfer Employee Benefits - 1,071,100 Youth
MYOP Fare Free Transit for Youth - 1,000,000 Powerhouse Science Center - 600,000
Grand Total - $ 27,548,007
FY2023/24 Proposed Budget

BUDGET AND POSITION CHANGES

Department Budget Summary

Change
Cityw ide and Community Support FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 21,704,355 $ 23,966,109 $ 29,037,862 $ 29,037,862 $ 19,414,095 $ (9,623,767) Other Services and Supplies 73,627,016 83,184,569 89,294,445 89,301,045 95,944,560 6,643,515 City Property 443,607 497,998 303,000 252,539 305,000 52,461 Multi-Year Operating Projects - - 11,532,857 11,532,857 20,482,544 8,949,687 Transfers 260,890 220,098 - - - -
Labor and Supply Offset 62,917 (31,200) (63,436) (63,436) 54,634 118,070 Contingency - - 2,000,000 2,146,705 2,000,000 (146,705) Operating Transfers (339,308) (10,872,097) (496,588) (496,588) (530,755) (34,167) Total $ 95,759,477 $ 96,965,477 $131,608,140 $131,710,984 $137,670,078 $ 5,959,094 Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 43,754,661 $148,521,107 $ 68,476,660 $ 68,615,004 $ 74,053,886 $ 5,438,882 16th St PBID 154,525 172,862 184,303 184,303 191,675 7,372 4th R Program 43,755 66,507 27,258 27,258 25,164 (2,094) ARPA Reinvestment - (112,313,331) 4,252,937 4,252,937 3,889,444 (363,493) Community Center 1,724,452 1,907,952 1,742,116 1,742,116 1,821,652 79,536 Cty/Cnty Office-Water Planning 1,063,297 870,431 597,101 597,101 646,629 49,528 Del Paso PBID 41,663 29,389 40,700 40,700 42,735 2,035
Del Paso Prop & Business Imprv 480,287 469,590 506,866 506,866 522,071 15,205 Development Services 422,686 312,947 - - - -
Dow ntow n Management District 3,432,317 3,770,001 3,804,656 3,804,656 3,994,888 190,232 Dow ntow n Plaza PBID 59,616 55,737 66,000 66,000 69,300 3,300 Fleet Management 309,951 310,156 156,808 156,808 130,866 (25,942) Franklin Blvd PBID 53,337 48,432 82,500 82,500 86,625 4,125 Franklin Boulevard PBID 152,805 184,691 204,361 204,361 214,579 10,218 Greater Broadw ay PBID 318,715 328,292 448,244 448,244 470,656 22,412 Habitat Management Element 255,465 760,572 767,548 732,048 526,273 (205,775) Innovation and Grow th 19,502,259 10,767,046 - - - -
Interdepartmental Service 1,974,601 1,915,012 2,072,984 2,072,984 2,150,168 77,184 Library Services Parcel Tax 8,445,880 8,776,752 9,270,798 9,270,798 9,642,426 371,628 Mack Road PBID 661,453 692,446 706,233 706,233 727,419 21,186 Measure U 510,676 14,454,676 27,426,731 27,426,731 27,548,007 121,276 Midtow n Sacramento PBID 1,813,171 1,719,712 1,785,232 1,785,232 1,838,788 53,556 FY2023/24 Proposed Budget

Department Budget Summary (continued)

Division Budget Summary

Staffing Levels

Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended N Natomas Transp Mgmt Assoc 1,519,620 1,600,000 1,740,000 1,740,000 1,890,000 150,000 Oak Park PBID 320,457 320,309 330,970 330,970 340,899 9,929 Old Sacramento PBID 155,312 100,612 190,300 190,300 132,300 (58,000) Parking 168,809 181,206 89,556 89,556 82,165 (7,391)
Pow er Inn Area Prop & Business 549,552 534,502 565,888 565,888 588,523 22,635 Private Development 101,412 83,276 - - - -
R ecycling and Solid Waste 968,295 998,334 442,022 442,022 387,091 (54,931) Risk Mgmt 34,053 38,538 25,299 25,299 23,072 (2,227)
Sac Tourism Marketing District 3,545,501 6,405,440 3,568,492 3,568,492 3,568,492 - Sacramento TID - (442,000 )--- -
Sheraton MOPA Project 149,112 107,136 - - - -
START 6,100 5,487 5,821 5,821 4,623 (1,198)
Stockton Blvd BIA 55,742 56,271 64,680 64,680 67,914 3,234 Stockton Blvd PBID 362,287 399,915 419,353 419,353 431,933 12,580 Storm Drainage 537,605 590,613 232,099 232,099 227,905 (4,194) The River District PBID 600,704 614,568 662,148 662,148 695,255 33,107 Wastew ater 374,549 412,320 158,391 158,391 155,295 (3,096) Water 1,098,820 1,086,388 461,923 461,923 450,428 (11,495) Worker's Compensation 35,977 51,581 31,162 31,162 30,932 (230) Total $ 95,759,477 $ 96,965,477 $131,608,140 $131,710,984 $137,670,078 $ 5,959,094 Change
Citywide and Community Support FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(L ess) Budget Summar y Actuals Actuals Approved Amended Proposed Proposed/Amended Cityw ide Support Division $ 32,385,278 $ 26,600,140 $ 68,967,824 $ 68,917,363 $ 73,198,749 $ 4,281,386 Community Support Division 35,756,519 37,836,981 43,441,316 43,447,916 44,732,029 1,284,113 County Property Taxes & Charges 2,845,441 2,726,443 4,550,000 4,550,000 4,700,000 150,000 Major Tax Revenues Division 4,042,979 6,830,776 600,000 600,000 600,000 - Reserves/Fund Contingency Division - - 2,000,000 2,146,705 2,000,000 (146,705) Retired/Transfer Emp Benefit 1530 20,729,260 22,971,137 12,049,000 12,049,000 12,439,300 390,300 Total $ 95,759,477 $ 96,965,477 $131,608,140 $131,710,984 $137,670,078 $ 5,959,094