City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00710 6/20/2023 Consent Item 2.
Third Quarter Financial Report - Fiscal Year (FY) 2022/23 File ID: 2023-00710
Location: Citywide
Recommendation: Receive and file.
Contact: Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Presenter: None
Attachments:
1-Description/Analysis
2-Third Quarter Financial Report
3-Measure U Programming Update
Additional Description/Analysis
Issue Detail: The purpose of the quarterly report is to provide the City Council with timely information regarding the City’s current financial condition. The attached report provides an update on the City’s major revenues and department expenditures through the third quarter of FY2022/23 (Attachment 2).
Policy Considerations: The quarterly financial reporting to the City Council is intended to provide an overview of the City’s financial status consistent with Section 61 of the City Charter.
Economic Impacts: Not applicable.
Environmental Considerations:
California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines Sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines 15060(c)(3)).
File ID: 2023-00710 6/20/2023 Consent Item 2.
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: The City Manager is responsible for reporting in accordance with the authority granted by Section 61 of the City Charter.
Financial Considerations: The quarterly report reflects the City’s continuing need to actively monitor revenues and manage expenditures. Finance staff will continue to work with all department staff toward achieving budgetary goals over the remainder of the fiscal year.
Local Business Enterprise (LBE): No goods or services are being purchased under this report.
Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2023
1 OVERVIEW
The Fiscal Year (FY) 2022/23 Approved Budget
(Budget) includes $1.45 billion and 4,992.44 authorized full-time equivalent (FTE) positions from all funding
sources. The breakdown is as follows:
General/Measure U (G/MU) Funds1 - $742 million and
3,793.00 FTE
Enterprise Funds 2 - $394 million and 916.50 FTE
Internal Service Funds3 - $122 million and 119.00 FTE Other Governmental Funds4 - $192 million and 164.94
FTE
GENERAL FUND
The following graphs represent the City’s General Fund
approved revenue and expenditure budgets for
FY2022/23.
FY2022/23 General Fund Revenues
$607.3 Million
1 General/Measure U Funds - the City’s principal operating fund supported by taxes and fees.
2 Enterprise Funds - operations supported through user fees including the Community Center, Parking, Solid Waste, Storm Drainage, Wastewater, and Water Funds.
3 Internal Service Funds - internal operations, e.g., Fleet Management and Risk.
FY2022/23 General Fund Expenditures
$596.4 Million
Charter: City Attorney, Auditor, Clerk, Manager, and Treasurer Operations: Community Deve lopment, Community Response, Convention and Cultural Services , Public Works, Utilities, and Youth, Parks & Community Enrichment
Support: Finance, Human Resource s, and Information Technology Citywide: Debt, Property Taxes, and Insurance
General Fund Financial Condition
The following chart reflects the Approved Budget and
actual expenditures for all activities in the General Fund (e.g., department operations, debt service, capital
projects) through March 31, 2023.
4 Other Governmental Funds - activities associated with specific revenues and/or reimbursements that are restricted to expenditures for specific purposes, e.g., Gas Tax Fund, Operating Grant Fund, Library Parcel Tax Fund.
Budget
YTD
Actuals Percent
Balance, Beginning of FY2022/23 128 -
Other Sources and Uses (155)
Revenues 607,300 376,192 62%
Expenditures 596,435 485,615 81%
Total General Fund: 10,838 (109,423)
GENERAL FUND ($ in '000s)
Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2023
2 The FY2022/23 Approved Budget was developed in
early April 2022 based on a cautiously optimistic
recovery from the financia l challenges caused by the
COVID-19 pandemic (pandemic). The Approved
Budget reflects prudent in vestments in staffing and
programs to adapt to community needs and support City
Council initiatives.
On September 2021, Counc il approved the American
Rescue Plan Act (ARPA) Framework and Funding
Priorities. This framework provides funding for: small businesses and commercial corridor revitalization;
homelessness and housing; youth, workforce training,
and gang prevention services; arts and creative
economy; and addressing organizational needs.
Council’s resolve to set aside prior year fund balance
has helped to ensure core services remained intact.
However, with inflation and interest reaching record high rates, new challenges may arise. It is crucial that the City identifies opportunities in the current and future fiscal years to provide long-term stability to our
budgetary framework.
Department Projections
The following charts present the estimated variance of
budget to projected year-end results for the General
Fund Departments:
Departments projecting a net deficit (combined year-
end revenue and expenditure variances) have been
highlighted in the charts above and have provided the
following summary explanations.
Fire. The projected net deficit of $3.5 million is largely due to the ratification of the MOU which increased staff’s hourly rate and caused overall increases to overtime
costs. The deficit is also due to using overtime to meet mandatory staffing levels and backfill leaves and
vacancies. There are also unanticipated services and
supplies costs due to necessary data management cost
increases, server upgrades, dispatcher equipment
upgrades, required persona l protective equipment
purchases, increased fuel costs, and other service
related costs. Increases in development-related
revenues helped offset a portion of the expenditure
overages. The Department will continue monitoring and
evaluating expenditures for opportunities to reduce
costs to address shortfalls.
Information Technology. The projected net deficit
of $1.4 million is due to increased costs in license fees, and the cost of consultants that were utilized due to
vacancies.
Police. The projected net deficit of $2.6 million is due to an increase in overtime caused by vacancies in the
patrol division and the communications center.
Increases in patrol duties in the downtown area also
contributed to the increase in overtime. In addition, the cost of equipment necessary for personnel to perform
their duties has increased. The Department will continue Department Revenues
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
City Attorney 52 76 24
City Clerk 42 30 (12) 1 City Manager 3,612 4,910 1,298
City Treasurer 4,630 5,280 650
Community Development 31,653 31,761 108 1 Convention and Cultural Services 728 1,481 753 2 Finance 747 1,007 261
Fire 41,746 44,576 2,830
Information Technology 400 500 100
Police 11,111 11,111 -
Public Works 19,153 23,598 4,445
Youth, Parks & Community Enrichment 2,360 4,193 1,833 Total: 116,233 128,523 12,290
1 Revenue shortfalls will be offset by expenditure savings. 2 Revenue surplus will offset expenditure overage.
GENERAL FUND DEPARTMENT REVENUES
Department Expenditures
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 7,040 7,040 -
City Attorney 9,355 8,952 403
City Auditor 1,101 1,082 19
City Clerk 2,827 2,443 384
City Manager 4,979 4,979 -
City Treasurer 1,675 1,675 -
Community Development 34,386 30,407 3,979 Convention and Cultural Services 1,006 1,759 (753) 1 Finance 8,825 8,825 -
Fire 170,768 177,186 (6,418) 1
Human Resources 4,728 4,728 -
Information Technology 18,219 19,741 (1,522) Police 208,855 211,457 (2,602)
Public Works 21,764 21,495 269
Youth, Parks & Community Enrichment 1,513 1,351 162 Subtotal General Fund: 497,041 503,121 (6,080)
1 Expenditure overage will be entirely or partially offset by revenue surplus.
GENERAL FUND DEPART MENT EXPENDITURES
Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2023
3 to closely monitor expenditures for opportunities to
reduce costs.
Departments projecting a significant net surplus
(combined year-end revenue and expenditure variance
over $1 million) have provid ed the following summary
explanation.
City Manager. The projected net surplus of $1.3
million is due to an increase in revenues from Cannabis fines and penalties.
Community Development. The projected net
surplus of $4 million is due to personnel savings
resulting from vacancies, retirements, and attrition in the Code Enforcement and Animal Care Divisions as well
as savings from on-call consulting services. The
Department is working to f ill vacancies. In addition to expenditure savings, the Department is projecting
revenues to be on budget instead of the shortfall as
anticipated based on second quarter results. This is due to increases in building inspections, housing and
dangerous buildings’ fines and penalties, and business
compliance revenues.
Public Works. The projected net surplus of $4.7
million is partly due to higher than expected on and off- street parking revenues from businesses being fully
operational and more entertainment events being held,
resulting in the increase of residents and tourists visiting the City. The Department continues to have vacancy
savings in the Parking Division and other divisions and is working to fill the vacancies. Public Works’ overall net surplus decreased slightly since last quarter due to
additional expenses related to the winter storm
recovery, sidewalk maintenance and other maintenance
services/programs.
Youth, Parks & Community Enrichment
(YPCE). The projected net surplus of $1.9 million is
primarily due to higher than anticipated revenues.
YPCE’s fee-based operations are slowly returning to
pre-pandemic levels. The Department adjusted
revenues and expenditures by $3.2 million as part of the FY2022/23 Recommended Budgetary Adjustment
report on May 9, 2023 to better align with the current
programming.
City’s Major Revenue Sources
Top General Fund Revenues ($ in 000s)
1After the end of each month, businesses have 30 days to remit UUT, BOT, and TOT revenue to the City. After the 30-day remittance period, the City processes/reconciles the transactions over the following 10 days. The monthly reporting data is available by the 15 th of the following month (45 days after the reporting period ends).
Property Tax. Property taxes are the largest General
Fund revenue source, accounting for approximately
36% of all General Fund revenues. Revenues related to
property taxes are affected by fluctuations in the real estate market, levels of new construction activity, and the corresponding changes to the tax roll. Most of the
City’s current secured property tax revenues are
received in mid-December and mid-April. The balance
of the current secured property taxes as well as the
current unsecured, supplemental, and miscellaneous
property tax revenues are received in late January and
late May.
The first apportionment of the City’s FY2022/23
property taxes was received in December 2022 and the
true-up was received in January 2023. The first secured roll payment was approximately 6.9% higher than the
same payment received in FY2021/22. The increase is
the result of fewer temporary reductions to the
Proposition 13 tax roll values and an increase in the
value of parcels citywide. Property transfer tax revenue was decreased by $5.4 million and in-lieu property tax
revenue was increased by $967,000 as part of the
FY2022/23 Recommended Budgetary Adjustments
report on May 9, 2023.
Sales and Use Tax. Sales and Use Taxes make up
approximately 18% of General Fund revenue. Sales tax
is imposed on all retailers for the privilege of selling tangible personal property in the state, whereas the use tax is imposed on the purchase for storage, use, or other consumption of tangible per sonal property purchased
from any retailer. The City receives monthly apportioned Revenue Type
Amended
Budget YTD Actuals
Property Tax 221,952 124,055
Sales and Use Tax 108,467 62,806
Utility User Tax
1 65,665 48,406
Business Operations Tax
1 32,115 22,085
Public Safety Sales Tax 6,430 6,643
Transient Occupancy Tax
1 5,289 2,929
Total: 439,918 266,924
Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2023
4 payments and a true-up payment for the prior period at the end of each quarter. The second true-up payment
for this fiscal year was received in February, for October through December sales. Sales tax revenue was
decreased by $205,000 as part of the FY2022/23
Recommended Budgetary Adjustments report on May
9, 2023.
Utility User Tax (UUT). UUT is the City’s third largest source of General Fund revenue at 11%. Measure O
approved by the voters in November 2008, reduced the
7.5% tax rate to 7.0% on telecommunication services,
but was expanded to include Voice over Internet
Protocol (VoIP), text messaging, and many other
previously excluded technologies. The 7.5% tax rate
continues to be in effect for gas, electric, and cable
services. Utility User Tax revenue was increased by
$2.5 million due to prolonged winter weather conditions and rate increases as part of the FY2022/23
Recommended Budgetary Adjustments report on May
9, 2023.
Other City Revenue Sources
Business Operations Tax (BOT). BOT is remitted
annually by individuals and businesses that commence,
transact, engage in or carry on any business, trade,
profession, calling, occupation, or gainful activity in the city. BOT makes up approximately 5% of General Fund
revenues. Cannabis BOT revenue was decreased by
$1.6 million due to maturation of the California market, and lack of Federal legalization as part of the
FY2022/23 Recommended Budgetary Adjustments
report on May 9, 2023.
Public Safety Sales Tax. On November 2, 1993,
California voters enacted Proposition 172 which
established a permanent statewide half-cent sales tax
for support of local public safe ty functions in cities and counties. This tax repres ents approximately 1% of
General Fund revenue. Public Safety Sales Tax
revenue was increa sed by $1.77 million as part of the
FY2022/23 Recommended Budgetary Adjustments
report on May 9, 2023.
Transient Occupancy Tax (TOT). The current rate
of 12% is charged to all guests of hotels, motels, inns, and bed and breakfasts within city limits. The General
Fund portion of TOT revenues is equal to two
percentage points of the 12% rate. The remaining TOT
revenues collected are directed to the Community
Center Fund. TOT revenue was increased by $561,000
as part of the FY2022/23 Recommended Budgetary
Adjustments report on May 9, 2023.
Economic Indicators
The following chart reflects key economic indicators
utilized in projecting General Fund revenues.
MEASURE U FUND
Essential Services Protection Measure -
Measure U
Measure U transactions and use tax revenues, while
part of the General Fund, ar e reported in a separate
fund to improve reporting and transparency on the use
of these revenues. In November 2018, a voter approved
ballot measure increased the sales tax from 8.25% to
8.75% effective April 1, 2019.
The following graph represents the City’s Measure U
expenditure budget by department for FY2022/23.
FY2022/23 Measure U Expenditures
$145.4 Million
Charter: City Attorney and Manager
Operations: Community Deve lopment, Community Response, Convention and Cultural Services, Public Works, and Youth, Parks & Community Enrichment
Key Economic Indicators 3/2022 3/2023
City Unemployment Rate (UR) 4.2% 4.8%
County UR 4.0% 4.5%
State UR 4.2% 4.8%
National UR (3/2023 vs. 3/2022) 3.6% 3.5%
CPI (1/2022-3/2022 vs. 1/2023-3/2023) 7.96% 5.81%
30-Year Fixed Mortgage Rate 4.67% 6.32%
Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2023
5 Support: Human Resources and Information Technology Citywide: Library, Community Programs, and Measure U-related employee and department support expenses
The following graph represents City’s Measure U
expenditure budget by funding category for FY2022/23.
FY2022/23 Measure U Expenditures
$145.4 Million
Measure U Fund Financial Condition
The following chart reflects the Adopted Budget and
actual expenditures for all ac tivities in the Measure U Fund (e.g., department operations, debt service, capital projects) through March 31, 2023.
Department Projections
The following chart represent the estimated variance of budget to projected year-end results for Measure U
Departments:
The following highlighted Departments are projecting a
significant net surplus (over $1 million) and have
provided the following summary explanations.
City Manager. The projected net surplus of $1.3
million is due to vacancies within the Office of Innovation and Economic Development. The division is actively
recruiting to fill the vacancies.
Community Development. The projected net
surplus of $1.8 million is d ue to the current vacancies within the department that can be attributed to both
retirements and attrition. With challenges across various industries, such as development, animal care services,
code enforcement and administration, hiring efforts
have been impacted. Increases in Animal Care Services
expenditures reduced the net surplus as estimated in
the prior quarter.
YPCE. The projected net surplus of $2.2 million
continues to be due to vacancies. The Department is
working with Human Resources on recruiting efforts.
Police. The projected net surplus of $2.5 million is due to personnel and service and supplies savings. Recruits currently in the hiring pipeline program will either
transition to full-time positions after graduation or move on to become police officers.
The status of multi-year pr ojects funded by Measure U
is included as Exhibit A-1.
ENTERPRISE FUNDS
The Departments of Convention and Cultural Services,
Public Works, and Utilities have prepared projections for the City’s enterprise funds as follows:
Community Center
Budget
YTD
Actuals Percent
Balance, Beginning of FY2022/23 4,632 -
Other Sources and Uses 1,244
Revenues 135,769 76,443 56%
Expenditures 145,364 90,987 63%
Total Measure U Fund: (3,719) (14,544) MEASURE U FUND ($ in '000s)
Department Expenditures
($ in 000s)
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 943 943 -
City Manager 7,024 5,727 1,297
Community Development 10,990 9,193 1,797 Community Response 5,441 5,441 -
Convention and Cultural Services 4,522 3,769 753 Fire 9,886 9,861 25
Youth, Parks & Community Enrichment 42,167 39,933 2,234 Police 6,017 3,506 2,511
Subtotal Measure U Fund: 86,991 78,374 8,616
MEASURE U FUND DEPARTMENT EXPENDITURES
Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2023
6 Drainage Property Fee
Parking
Solid Waste
Storm Drainage
Wastewater
Water
Funds projecting a net deficit (combined year-end
revenue and expenditure variances) have been
highlighted in the charts above and have provided the
following summary explanations.
Community Center Fund. The Community Center fund
has a net deficit of $126,000, which is due to the OPEB trust contribution in FY2022/23. The net deficit will be covered with fund balance.
Drainage Property Fund. The Drainage Property Fee
Fund is a new fund for FY2022/ 23. The projected net
deficit of $0.9 million in revenues is due to 894 service accounts exempted from the rate. In addition, there are approximately 10,000 service accounts requiring further review that could be adjust ed to exempt status or
reduced to vacant parcel st atus. The Department is
reviewing these service accounts and will make
necessary adjustments to the FY2023/24 budget.
The following funds are projecting net surplus and have provided the following summary explanations.
Solid Waste Fund. The projected net surplus of $2.6
million is due to service and supplies savings from lower than expected organic waste disposal fees. Once
recycling negotiations are finalized, the surplus will
decrease when new disposal costs go into effect.
Expenditures from the winter storm reduced the net
surplus from the prior quarter.
Storm Drainage. The projected net surplus of $2 million is due to revenues coming in slightly higher and savings in the service and supplies budget.
Water Fund. The projected net surplus of $10.8 million
is primarily due to revenues from the Ground Water
Transfer Program that were not included in the Adopted
Budget. Revenue and expenditure projections changed
substantially from the prior quarter due to the way
payments to outside agencies were previously
recorded. The department will adjust revenue and
expenditure budgets at year-e nd when the program is
completed.
Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
Community Center 34,316 35,371 1,054 Drainage Property Fee 20,250 19,348 (902) Parking 13,766 15,608 1,843
Solid Waste 86,170 86,857 688
Storm Drainage 39,319 40,355 1,036
Wastewater 43,545 44,109 564
Water 136,092 142,559 6,467
Total Enterprise Funds: 373,458 384,207 10,749 Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Community Center 38,983 40,164 (1,180) 1 Drainage Property Fee 3,647 3,647 - Parking 16,155 17,026 (871) 1 Solid Waste 76,214 74,291 1,923
Storm Drainage 36,249 35,193 1,056
Wastewater 35,208 34,318 891
Water 117,645 113,303 4,342
Total Enterprise Funds: 324,102 317,942 6,160 1 Expenditure overage will be entirely or partially offset by revenue surplus ENTERPRISE FUND EXPENDITURES ($ in '000s)
ENTERPRISE FUND REVENUES ($ in '000s)
Exhibit A-1
Multi-Year Projects
(Measure U Fund)
7 Status Project Name Project No.
Expense
Budget
1 Encumbered
Amount
2 Expended
Amount
3 Unobligated
Amount
4 Open
Animal Care For The Zoo & Ftt I17005100 1,171,000 - (1,171,000) - Ca Rural Legal Assistance I02000800 1,750,000 - (1,250,000) 500,000 Children & Youth Services Program I02001830 6,362,046 (836,634) (2,399,593) 3,125,818 City Manager Youth Programs I80020800 250,000 (13,658) (79,266) 157,076 Community Response I23000100 6,100,000 (1,514,999) (51,218) 4,533,783 Creative Edge I02181100 2,640,000 (115,000) (390,389) 2,134,611 Economic Development Initiatives I02181000 500,000 (8,385) (290,965) 200,650 Fare Free Transit For Youth I02181400 1,750,000 (750,000) (1,000,000) - Financial Empowerment I02182000 300,000 - (269,035) 30,965 Fleet - Cdd Measure U I06211000 280,750 - (46,898) 233,852 Fleet - Fire Measure U I06121000 327,731 - (143,807) 183,924 Fleet - Ypce Measure U I06191100 559,782 - (380,667) 179,115 FY2017/18 Police Measure U I80110600 24,609,871 - (24,583,638) 26,233 FY2019/20 Police Measure U I80110800 37,158,244 - (37,152,690) 5,554 FY2021/22 CAO Measure U I80031000 - - (5,733) (5,733) FY2021/22 M/C City's Racial Equity I02004000 300,000 - - 300,000 FY2021/22 M/C Economic Development Priorities I02180910 10,800,000 - - 10,800,000 Gang Prev & Intervention - Gf I02000600 2,574,377 (362,993) (1,924,250) 287,134 Homeless Housing Initiative I02000200 16,569,490 (1,533,916) (11,890,401) 3,145,173 Iceland Restoration I02181600 1,300,000 (148,000) (66,000) 1,086,000 Illegal Dumping I15200200 2,534,500 (398,214) (1,749,425) 386,861 K To College Savings Program I02181300 150,000 - (150,000) - Lgbt Center Relocation I02181500 750,000 - (750,000) - Mayor'S Comm On Climate Change I01001000 150,000 - (150,000) - Nbhd Comm & Economic Plans Prg I02001700 34,246 - - 34,246 North Area Freedom Schools I02181200 290,000 - (290,000) - Participatory Budgeting Prog. I80010000 1,225,000 (200,013) (49,987) 975,000 Pdit Critical Infrastructure I11002700 1,559,190 - (1,163,135) 396,055 Police Observation Dvcs (Pods) I11002300 187,000 - (159,331) 27,669 Pw Sustainability Program I15220300 194,000 - (60,048) 133,952 Respite Centers Program I23002000 3,000,000 (2,987,359) (12,642) - Sac Municipal Reparations Comm I01002100 200,000 - - 200,000 Sacramento Riverfront I02180200 300,000 - - 300,000 Shotspotter I11002500 616,608 - (616,608) - Specific Plans I22000100 2,485,256 (8,920) (11,080) 2,465,256 Spla Maintenance I15220100 400,000 (10,737) (180,691) 208,572 Stockton Blvd Housing Dvlpmnt I02189010 5,000,000 - (5,000,000) - Summer Youth And Community Pgm I19141000 754,353 (40,000) (454,900) 259,453 Tenant Protection Program I21000300 89,128 (22,413) (66,715) (0) Thousand Strong (Etp Pilot) I01000300 1,161,954 (321,762) (205,978) 634,214 Whole Person Care I02000900 1,323,000 - (75) 1,322,925 Wong Center Senior Housing I02189020 703,995 - (703,995) - Youth Popup Events I02001800 1,300,000 (260,000) (1,040,000) - Youth Sports Field-Sponsorship I19143000 370,000 - - 370,000 Grand Total 140,081,521 (9,533,003) (95,910,161) 34,638,357
1. The Expense Budget reflects the total Measure U multi-year project budget from inception to the current date (03/31/2023).
2. The Encumbered Amount reflects the amount of funds the City has committed contractually to spend.
3. The Expended Amount reflects the actual amount spent through 03/31/2023.
4. The Unobligated Amount reflects available resources as of 03/31/2023.
Attachment 2
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Affordable Housing
City Manager
Housing Operations 361 2.00 1.00 Identify and implement City practices and policies to increase the supply and quality of
housing in the City.
No change from second quarter. Staff has continued to support the administration of the Homeless Housing Assistance Program (HHAP) applications and reporting and transitional and permanent housing options envisioned within the Comprehensive Siting Plan to Address Homelessness, working proactively in increase housing stock, and continues to partner with the Sacramento Housing and Redevelopment Agency (SHRA) in providing the Sacramento Emergency Rental Assistance (SERA) Program and seeks all opportunities for additional funding.
Community Development
Long Range Planning Operations 923 13.00 12.00 Develop plans, policies, and programs to guide the physical design and development
of the city. Update and implement the City's
General Plan, Housing Element, Community
Plans, Climate Action Plan, managing infill
development and new growth opportunities.
The City received the State's first Prohousing Designation in early 2022. The 2040 General Plan Update continues to move forward with the public review draft Plan anticipated to be released in April 2023. Staff is currently working on an update to the Mixed Income Housing Ordinance as well as studying changes to Zoning that would allow a greater variety of housing types in traditionally single family zones.
Specific Plans MYOP 1,200 - - Implement Inclusive Economic Development place-based neighborhood planning to
streamline development, facilitate housing
and small business creation and retention,
and support neighborhood equity and
improvement.
No change from second quarter. Key policies of the Stockton Blvd Specific Plan are being vetted with the community through various events in the community and online. The public review draft Plan and Environmental Impact Report are anticipated to be released in Spring of 2023. Work on the Del Paso/Marysville Action Plan is also underway with a draft Plan anticipated in the early 2023. Staff will being an opportunity constraints analysis of the 102 acre City-owned site in Meadowview to help inform community and Council discussion on appropriate land uses.
Zoning Operations 660 6.00 5.00 Maintain healthy, safe and clean environment through the application of land
use policy and quality of life standards.
Maintain compliance with state laws and City
Codes.
Staff has continued their work on various ordinances relating to citywide cannabis use regulation, digital kiosks, solid waste regulations and other requests by Council for land use regulations that is responsive to constituent concerns. and continue to adapt to new State legislation relating to housing streamlining. Staff has been successful in remotely processing development applications online and handling public inquires and zoning code enforcement.
Affordable Housing Subtotal 3,143 21.00 18.00 Arts/Creative Edge
Citywide & Community Support
Arts Stabilization Operations 77 - - Support Office of Arts & Culture (OAC) operating activities and ongoing programs
such as the Sacramento Poet Laureate
program. Offset labor costs associated with
arts education (see Arts Education and
Outreach) as well as technical assistance
and support to the field (see Metro Arts
contribution).
OAC continued the Sacramento Poet Laureate program, extending the agreement of the current Poet Laureate in light of the pandemic. OAC entered into an agreement with Visit Sacramento to support the development of a cultural tourism plan as well as other marketing initiatives, such as Sac365. Staff provides ongoing guidance and counsel to individual artists, arts and cultural organizations and creative businesses. Staff's work is supported by operating infrastructure such as the Creative Vitality Suite (creative economy data) and DataArts (nonprofit arts data), customer relationship management and marketing infrastructure, like Sacramento365.
Measure U Programming Update
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Convention & Cultural Services
Arts Education & Outreach Operations 225 2.00 2.00 Provide access to and engagement in art s learning experience for K-12 students in the
greater Sacramento region. The program
also provides community residencies,
workshops, resources and opportunities for
arts organizations, schools, social service,
and community organizations, teaching
artists, and educators to participate in
educational programming.
OAC has worked with its partners, Friends of Sacramento Arts and the Sacramento County Office of Education (SCOE) to refocus the work of the Sacramento Arts Education Consortium. With a new workplan in hand, the group has clarified roles and responsibilities and is setting up new partnerships to carry out the work. As a part of this the OAC is in the process of transitioning operational activities associated with Any Given Child to SCOE. OAC will continue its work to vet teaching artists for the program and provide them with professional development. OAC is also work with Friends of Sacramento arts on the development of a Creative Schools Fund - the first funds of which will support incentives for schools to complete profiles on their arts education programming in conjunction with community based partners through an online database - art look. OAC is working on the data collection that will form the basis of future research and consortium efforts.
Creative Economy and Grants Operations 57 1.00 1.00 Promote the development of the Creat ive Economy through grants, capacity building
programs and regulatory benchmarking and
amendments.
OAC launched the Sacramento Arts & Culture match fund in partnership with equity-focused crowdfunding platform ioby as a new model for supporting grassroots arts and cultural activity at the neighborhood level. Since its launch in April 2022, 39 resident-led projects have enrolled and are fundraising through the program. $167,740 in matching funds have been allocated, and $178,315 has been raised by residents through 737 local donations on ioby.org. 136 project ideas have been submitted to ioby from residents (with more coming in every week), and 75% of interested residents self-report that they or their group’s leadership identify as BIPOC. A total of $400,000 in matching funds have been allocated to the program for its inaugural year (which wraps in March 2023). Efforts are underway to address any disparities in representation in the respondent base. OAC issued an RFP as in the process of hiring consultants to engage in professional development with the creative community.
Priorities include diversity, equity and inclusion training, financial training, and business training for creative startups.
Crocker Art Museum Operations 2,233 5.00 4.00 Provide operational funding for the Crocker Art Museum per agreement CC 92-1668.
Funding includes 5.0 FTE's as well as
equipment, supplies, services, security and
utilities for the continued operations of the
museum.
There is no change from the second quarter update. The Crocker Art Museum continues to provide a full schedule of exhibitions and programs for the residents and visitors to Sacramento and work on the unimproved lot of land across from the museum.
Cultural Arts Awards MYOP 114 - - The Sacramento County Board of Supervisors and the Sacramento City
Council make funds available to the Cultural
Arts Awards (CAA) program to support
nonprofit arts and cultural organizations.
Granted through a competitive review
process, CAA grants assist nonprofit arts
and cultural organizations with general
operating expenses or non-arts
organizations with arts program support. To
be eligible for funding, grantees must meet
standards of diversity and equity, cultural and
community impact, and show sound
management and financial accountability.
With the City’s approval of Creative Economy Measure U funds for the Cultural Arts Awards Grants program and additional funds from Sacramento County, the Office of Arts & Culture has been allocated $950,000 for Cultural Arts Awards grants for FY2022. This is the first year of a 3-year grant; funding amounts for Years 2 and 3 have not yet been allocated. After peer review panel recommendations, staff recommended that 69 applicants be funded. Grant awards were based on a formula that included both the score received from panel review and organization's budget size. These grants ranged from $5,000 to $34,162 and included grants to cultural organizations, nonprofit arts organizations, and service organizations representing diversity of geography, culture, discipline, and communities served.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
History Operations 1,358 8.95 8.00 Programs at the Center are ongoing and reopened for research. Demand for the use
of our historic images and rich film collection
remains strong. Our cold storage vault is
complete and we have filled it to capacity. If
we had not had the vault this last summer,
we would have lost some of our collection
due to the temperature extremes we reached
over the summer and Labor Day week .
Additionally a new storage facility is being
prepared at McClellan to house collections
for both History and Crocker. The center is
continuing to work with films that contribute
to the Diversity and Equity efforts in the City.
Programs at the Center are ongoing and reopened for research. Demand for the use of our historic images and rich film collection remains strong. Our cold storage vault was completed in January of last year, and we have filled it to capacity. If we had not had the vault this summer, we would have lost some of our collection due to the temperature extremes we reached over the summer and Labor Day week . In addition, a facility is being prepared to move collections at McClellan once proper shelving is installed. As part of our diversity and equity work, we continue to work on our film series that documents the history of racism in the Sacrament Region. We have two films completed and two more near completion. Our film on John Sutter is now used by State Parks as an intro film for the Fort and is used nationally as an example of how we can integrate broader historical perspectives in our historic interpretation. We are currently partnering with our Preservation Department collecting oral histories of the African American community.
We have also expanded our outreach to local schools working with 5th and 6th graders at the Susan B. Anthony School and their Hmong Immersion program and installed a new exhibition (Kids Collect) in City Hall. The exhibition let the students select an artifact that tells their family or personal story. Center staff manages the docks and several buildings in Old Sacramento and are currently working with Economic Development to complete projects that will enhance the historic district, bring new visitors, and help make it a cleaner, safer destination that helps tell the story of the City's past.
Sacramento Film & Media Operations 165 1.00 1.00 Promote and develop Sacramento's film industry by making strategic investments to
leverage growth in the region's film sector.
The office provides film permits, location
assistance, grant opportunities, and
ordinance information to those interested in
filming in the city.
Sacramento Film + Media successfully completed its pilot film grant program. So far 5 of the 15 films have been wrapped and report $422,500 in economic impact, 43 local hires, 118 hotel nights and 37 support service companies used. This year we increased the amount for production grants to $10,000 and post-production grants to $5,000 while decreasing the overall number of grants awarded. This change will allow more financial help to awardees as well as decrease staff time required to manage the grants. Our ongoing internship program with CSU Sacramento so far has enabled 5 students to get film office experience as well as work on set as production assistants. This valuable work force development program is essential in building our local crew base. We continue to finalize the agreement with Cosumnes River College and plan to bring additional interns on this spring. We are working with Rich Moskal, former Chicago film commissioner, on benchmarking our policies and procedures, examining a potential change to the film ordinance, retooling our data collection, and creating a customer experience survey. At the same time we are working with the city manager's office in Folsom to encourage alignment of permitting requirements in an effort to make the Capital region more competitive. In the coming year we hope to meet with all incorporated cities as well as Sacramento County to align best practices. Beyond this, permit activity indicates our largest film markets continue to be commercials, documentaries, and web content. Local hire growth indicates productions are bringing fewer out of town crew and opting instead to hire local talent. And local economic impact increased 20% over last year with production reporting $2.6 million spent locally.
Arts/Creative Edge Subtotal 4,229 17.95 16.00 FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Climate Action
City Manager
Office of Climate Action Initiative Operations 331 2.00 2.00 The implementation of the Cl imate Action Initiatives and air quality monitors in low
income areas.
Continued program implementation is underway, including oversight of climate action initiatives and support for critical projects. On-boarded a new staff member to fill a vacant FTE position and hired a contractual part-time intern. Office led development of two grant applications to federal programs for climate- and environmental justice projects. Supporting preparation of new policy documents, including the forthcoming Climate Action and Adaptation Plan. Continued leadership of the internal City Green Team, and preparing for the launch of an internal task force on climate action.
Public Works
Sustainability Program MYOP 300 - - Develop, implement, monitor, and communicate critical Public Works'
sustainability initiatives and coordination with
other City and regional efforts, with a goal to
integrate sustainability as a core element into
City practices.
Program initiative areas include public
buildings, transportation system and clean
mobility options, energy, activities in the right-
of-way, grants/rebates, and more. In addition,
the program provides technical advice,
subject matter expertise, and capacity
building to other departments and divisions
and is responsible for critical Climate Action
Plan tasks and implementing Council's
climate agenda.
Staff continued to pursue special projects and programs to advance the City's sustainability and climate goals.
Funding supports continued implementation of the Sacramento EV Blueprint Phase 2 Project (C15210000). Upon completion, the project will installation of 34 EV chargers (with 66 EV connectors) across 13 public libraries and community centers, with at least two thirds of connectors located in disadvantaged communities, as well as procurement of 30 e-bikes for a pilot lending program at libraries.
During the third quarter, staff completed an amendment to the EV Blueprint grant funding agreement, aligning budget with staff changes and updated for vendor and consultant contracts. Two agreements were executed with the Sacramento Metropolitan Air Quality Management District to provide contributions to the project and cost sharing for Car Share.
The City received 21 of 30 e-bikes and associated accessories needed for the pilot lending program at libraries. Project continued to support outreach strategies, an equity analysis and dashboard.
Staff applied for Climate Change Adaptation Planning grants from the State of California, and will be notified in Summer 2023 if the City received the grant funding. The grants would be used to identify transportation projects that anticipate and prepare for climate change impacts and reduce damage from climate change and severe weather events.
Climate Action Subtotal 631 2.00 2.00 Community Investment
Citywide & Community Support
Utility Rate Assistance Program
(SURA)
MYOP 4,773 - - In January 2013, the City Council established and directed DOU to implement the SURA
Program to provide utility rate assistance to
income-eligible City of Sacramento utility
service customers (Resolution 2012-185).
SURA is funded, at the direction of City Council, with an annual budget of $4.8 million.
Currently, there is sufficient funding due to a delay in Storm Drainage discounts being implemented into the program. The remaining funding at yearend will be used to apply adjustments in FY2023/24.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the Nati onal Historic Landmark District of Old Sacramento, the
Sacramento History Museum encourages
visitors from around the region and from
around the world to discover the roots of
early Sacramento – from the Native Indian
Tribes who originally lived here, to the
thousands of immigrants who came from all
across the globe during the Gold Rush. The
Museum strives to share the stories of the
many diverse communities that make up the
tapestry of Sacramento’s past and present
through interactive exhibits, engaging social
and history education programming, and
special events.
No change from second quarter. The Museum and its tour programs are still up and running and staff is still working with a consultant to determine its mission and vision and how its programs can be more relevant in the Old Sacramento Historic district. The City is no longer partnering with the Sacramento History Museum to do their exhibits or loan artifacts to them.
Public Works
City Facility Reinvestment Program CIP 2,100 - - Repair or replace roofs, structu ral elements, plumbing, electrical service, mechanical
systems, and exterior coatings of City
facilities to ensure public safety, building
code compliance, preservation, and energy
efficiency
Projects scheduled in FY2022/23 include roof repairs, fire alarm upgrades, Old Sacramento boardwalk and dock improvements, and repairs and upgrades at the Front Street Animal Shelter.
In the third quarter, facilities is continuing to address the projects that were projected for FY2022/23 and address any emergencies that come about due to the City’s aging infrastructure and maintenance backlog.
Facility ADA Compliance Program CIP 500 - - Comply with state and federal civi l rights laws to eliminate physical barriers which
cause discrimination to individuals with
disabilities. Remediate conditions or barriers
that hinder the participation of individuals
with disabilities in City’s programs, services,
and activities.
Projects scheduled in FY2022/23 include accessible parking upgrades at Belle Cooledge Community Center, Coloma Community Center, Del Paso Heights Library, and the Center for Sacramento History.
Design is starting on the parking upgrades at the Belle Cooledge Community Center and the Coloma Community Center. The ADA component of the Del Paso Heights Library is now part of a larger project to upgrade the Library funded by State of California grant funding.
Youth, Parks & Community Enrichment (YPCE)
Fleet Acquisitions MYOP 702 - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.
4 of 8 vehicles purchased. Vehicles have not been received.
Fiscal and Management Services Operations 1,425 9.00 9.00 Provide resource development and ca pital grant management, lease management,
and utility management for YPCE as well
as Golf Administration, human resources
support, and support to Parks and
Recreation Commission, Land/Henschel
Commission and Gifts to Share, Inc. in
addition to broad administrative/fiscal/special
projects/customer service support.
No change from second quarter. Staff have continued their operational work in providing support to various departments and project management.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Golf Administration Operations 250 - - Golf program and maintenance services a re contracted out. City has various obligations
for capital improvements to structures. This
program manages the lease agreement and
relationships, performs auditing functions
and collects lease rent to pay debt service
and contract administration. Courses include
Haggin Oaks, Bing Maloney, Land Park and
Bartley Cavanaugh.
No change from second quarter. Staff have continued their operational work in managing and maintaining a good relationship with Golf Lessee's throughout the City.
Historic City Cemetery Operations 407 3.00 3.00 Provide grounds maintenance services, burial services, and volunteer coordination
while preserving the historical integrity of the
Cemetery.
No change from second quarter. Staff have continued to provided services related to the Cemetery.
Older Adult Services Operations 2,022 29.03 22.86 Management of the Hart Senior Center, serving seniors throughout the City; Triple R
Program which provides daycare to people
with Alzheimer's disease and respite to the
family members, including those who use the
daycare. 50+ Wellness Program, Caring
Neighborhoods Program, Information and
Assistance Program to link seniors to needed
services, TechConnections to support
seniors use of technology, and numerous
recreational and lifelong learning offerings.
Manage and provide services offered
through the Ethel McLeod Hart Trust Fund.
The Ethel MacLeod Hart Senior Center has maintained their hours which allows for additional recreation programming and restored social service assistance to seniors throughout the community. virtual programming and assistance by telephone continue to be offered as well.
The Ethel MacLeod Hart Senior Center continues to provide a variety of leisure enrichment opportunities including, but not limited to, computer classes, exercise programs, social programs and poetry and life story writing classes. The Triple-R Adult Day Program continues to operate at their three locations throughout the city. The FTE hired to date count increased by 0.47 FTE from the first quarter.
Park Operations Administration Operations 13,350 135.80 109.45 Provide park maintenance services includi ng increased frequency of mowing (from 14 to 7
days), restroom cleaning (2 times per day),
trash pickup, weeding, debris removal, and
site inspections. Park Maintenance also
strives for lower response times for irrigation.
Staff has continues to provide park maintenance services and are still actively recruiting for vacant positions. The FTE hired to date count did decrease by 2.35 FTE from the first quarter.
Permitting and Events Operations 926 7.74 5.47 Manage and support Special Events throughout the City, approximately 1,000
events annually in parks and the public right
of way (streets, sidewalks and alleys);
services approximately 110 council member
events annually, supplying recreation
activities at events, staffing and overall
coordination of event details; and supports
Parking Services with posting No Parking
signs for non-metered parking reservations.
Staff have continued to provide support and services for events which will continue to increase as public health conditions improve and guidance is provided to support large gathering and events. The FTE hired to date count did decrease by 1.0 FTE from the first quarter.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Technology Service Operations 58 - - Manage department-wide technical equipment and software expenditures.
Essential due to dependency on technology
for communications, programming, and
operational needs.
Annual recurring technology expenses are paid, and remaining budget is spent to maximize benefit to the department.
Community Investment Subtotal 26,640 184.57 149.78 Community Response
City Attorney
City Attorney Department Operations 255 - - Increase staffing to address legal mandates related to the release of police videos and
documents.
No change from second quarter. Staff continue to implement program objectives.
Community Development
Animal Care Administration Operations 967 13.00 12.00 Provide support services to the animal shelter operations and field enforcement that
are mandated by City Code. This includes
rabies control through pet licensing.
No change from second quarter. Staff continue to provide administrative support to all areas of the shelter, including Field Enforcement, Animal Care and Veterinary Services.
Animal Care/Shelter Operations 3,760 34.00 28.00 Provide general care, veterinary care, including practicing herd health of shelter
population, spay and neuter surgeries,
specialty surgeries, cleaning, feeding, and
medicating of stray animals, assists the
public with lost and found services and
redemptions, conducts on-site shelter
adoptions, performs incoming processing of
animals, performs euthanasia, prepares
specimens for testing.
The Animal Care/Shelter section includes shelter staff and veterinarian staff. Staff is currently recruiting for four Animal Care Technicians, Veterinarians and a Registered Veterinarian Technician. Due to a shortage of veterinarians nationwide, the department is struggling to fill the two current veterinarian vacancies. There is an increase in shelter intake and the lack of veterinarians to perform surgery and provide shelter medicine is impacting the departments ability to provide adequate shelter medicine to shelter and animals housed in foster care. The veterinarian staff is the most affected as they struggle to provide veterinary care to the 175 plus animals housed at the shelter and the 400 plus animals housed in foster homes. FTE increased by 1.0 FTE since the 2nd QTR.
Fleet Acquisitions MYOP 35 - - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.
Vehicle received - preparing for service.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Neighborhood Code Compliance Operations 3,172 39.00 34.00 Protect the health, safety and welfare of residents and community by ensuring
preservation, maintenance, livability, and
safety within the community. Responds to
complaints of blighted, unsanitary, and
unsafe conditions on private property, noise
complaints, business compliance and other
community needs. Conduct abatements for
removal of junk and debris, inoperable
vehicles, pest infestation, overgrown
vegetation, graffiti, and other hazards within
the city.
Staff continue to manage an average of 3,000 active cases in response to community complaints and the need to maintain the habitability and safety in neighborhoods and business districts throughout the city including nights and weekends. A large component involved in the investigation of these complaints includes both an educational and enforcement model with the goal of attaining voluntary compliance in a short amount of time.
Many of the 3,000 complaints pertain to public nuisances, illegal business operations, and violations that occur at night, weekends, and are transitory in nature requiring quick response. In response to these complaints, code enforcement officers were added to the NCC and assigned to work nights and weekends.
During the summer months, NCC deploys code enforcement officers to inspect over 4,000 vacant undeveloped lots to reduce the risk of fires and the potential of damage to property and death caused by fires initiated from overgrown dry vegetation. To conduct these inspections efficiently, NCC developed and deployed the use of a mobile application, increasing the number of lots inspected from 1,200 to over 4,000 lots annually. NCC is also responsible for the removal of vehicles that are abandoned and violating the California Vehicle Code (including recreational vehicles). In the past 12 months, the NCC has abated and destroyed over 325 abandoned RVs and trailers. We predict the number of vehicles abated by the NCC will continue to increase, caused partially by the increase in the unhoused population. FTE increased by 4.0 FTE since the 2nd QTR
Community Response
Office of Community Outreach Operations 3,459 24.00 18.00 Responsible for responding to calls for service by deploying teams of social workers
and outreach specialists who will use
evidence based practices such as cultural
competency, motivational interviewing, and
strengths-based approaches that are not
typically found within traditional emergency
response models
NRC Teams continue to provide response to calls for service via 311 related to homelessness citywide five days a week, responding and supporting motel voucher program and safe ground locations with case management, housing coordination and supports and also respond to requests form council members, PBID's and city departments. FTE has increased by 1.0 FTE since the second quarter.
Community Outreach MYOP 9,177 - - Support community based organizations and the community by making providing citywide
outreach, support service programs and
collaborative models that ensure access to
services citywide.
No changes since the second quarter, staff has continued to provide services in the Hope Cooperative Outreach and Response program, outreach & engagement center, forensic lean, homeless mitigation and security at all DCR operated sites.
Office of the Director Operations 1,136 8.00 4.00 Responsible for the strategic planning, fis cal, human resources, and administrative
management of the Department.
No changes since the second quarter staff continues to oversee the department's finance and administration to support divisions in order to align with City's vision and expectations.
Information Technology
Sacramento City 311 Operations 325 - - Expand 311 services to provide addition al staffing during peak hours to improve
response time.
No changes from the second quarter. Staff continue to provide support that has reduced the average wait times.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Mayor/Council
Office of Public Safety
Accountability
Operations 943 5.00 4.00 Improve the relationship between the City's public safety departments and the
community they protect and serve. Promote
trust, excellence, transparency, and
accountability through independent and
impartial oversight of complaints related to
public safety employee misconduct.
The Office of Public Safety Accountability continues its efforts in the improvement of policing and better serving the interests of the public such as creating meaningful opportunities for the community to influence decisions that impact them, incorporating innovative and progressive ideas to resolve issues, explaining challenges and limitations, and ensuring outcomes meet goals while remaining inclusive and accessible.
Public Works
Illegal Dumping MYOP 970 - - To expand illegal dumping services as well as cover ongoing program demands.
RSW collected and disposed of 1,130 tons of Illegally dumped material in the third quarter of FY22/23.
Community Response Subtotal 24,201 123.00 100.00 Homelessness
Community Response
Homeless Housing Initiatives MYOP 10,418 - - Fund direct programs and services responsible for moving individuals and
families into more stable environments,
addressing barriers, and moving people from
homelessness to housing.
No changes since the second quarter. DCR continue to oversee various projects throughout the City serving the community both with shelter and supportive services such as the Miller Park Safegrounds, the Outreach and Engagement Center, the Women and Family Sheltering Program, the City Motel Program support services, security services for sheltering programs and the Coordinated Access Program.
Office of Homeless Services Operations 846 6.00 6.00 Respond to homelessness, which includ es coordinating with various federal, state, local,
nonprofit, and faith-based entities to end
homelessness and administering millions in
contracts to fund emergency shelter,
wraparound services, and housing
projects.
No changes since the second quarter staff has continued to provide services to individuals and families experiencing homelessness in our community.
Homelessness Subtotal 11,264 6.00 6.00 Inclusive Economic Development
City Manager
Community Engagement Operations 1,393 8.00 5.00 Manage public engagement and outreach activities related to community and economic
development initiatives, projects, and
programs.
The Community Engagement Manager was hired and effective December 20, 2019. The department is in the process of recruiting and hiring staffing. The Community Engagement division was instrumental in implementing a comprehensive and inclusive outreach plan for the City's CARES funded programs and services. The Community Engagement division took an active role in the redistricting process and citywide racial equity initiative currently underway. In 2022, the volunteer service/internship coodinator position and the finanical empowerment manager position was moved under community engagement. The CE team has also expanded the paid Community Ambassador program to 18 community liasions.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Investment Operations 1,192 7.00 6.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.
San Miguel Market loan was paid off and funds will be utilized for housing construction and housing repair programs in Oak Park. Continuing implementation of the Community Benefits Partnership Agreement with the Regents of the University of California on behalf of its Davis Campus and Wexford Development, LLC for Aggie Square.. Served 533 clients through the Financial Empowerment Center. In partnership with SHRA, secured an additional $15 million in federal and state funds to provide emergency rental assistance to low-income renters, allowing them to address past-due rent and utility payments due to COVID-19. Facilitation of new housing coordinators to provide housing navigation services for homeless individuals to be housed, and addition of over 650 new affordable housing and workforce housing projects, including use of old City and RASA properties as well as private ownership partner locations.
Economic Development Operations 1,355 8.00 6.00 Accelerate the City’s role to attract, retain , and scale new and existing businesses in
Sacramento.
Staff has continued their agreements with the Sacramento Inclusive Economic Development Collaborative, California Black Chamber of Commerce, Center for Workers’ Rights, Sacramento Food Bank and Family Services to support Sacramento’s small businesses, residents and community based organizations; development and approval of the Workforce Development and Childcare Funding frameworks; facilitation of the solicitation process for the $1M of food justice funding. OIED staff are working on various implementation initiatives including CMC, Aggie Square and gathering additional skills data to align the workforce with current and future industry opportunities. The second cohort of Economic Gardening expanded to 10 businesses and wrapped in late 2022 when the third cohort of 10 diverse business was selected.
Economic Development
Administration
Operations 901 4.00 4.00 Administration in support of all Office of Innovation and Economic Development
operations.
The Administration unit continues to implement priority inclusive economic development projects and programs on behalf of the City as well as managing and implementing various components of the City's American Rescue Plan Act (ARPA) Framework and funding priorities.
Railyards & Riverfront Operations 510 3.00 1.00 Lead the City in public-private partnershi ps that cultivate new activity and investment in
the Riverfront and Railyards areas.
Railyards – (public/private partnership) completed infrastructure to support a future Kaiser hospital & medical campus, and grading work to support the future regional Vista Park.
Working on a stormwater outfall + pump station to handle stormwater for the project and free up available developable land, roadway infrastructure to access the Historic Central Shops, and “The AJ” mixed use and mixed income housing project which includes 345 dwelling units (20% of which are income restricted affordable). Continuing work with the master Developer (Downtown Railyard Venture), as well and other investors and stakeholders, on planning, legal, and financing activities for the proposed Live Music Venue in the Historic Central Shops and a proposed Sports Stadium on the eastern quadrant of the site. Additional work staff is engaged with is levee / berm coordination with the Army Corps, implementation of construction of the County Courthouse & associated infrastructure (through consultation with the State of California & the Judicial Council), updates / changes to the Development Agreement & Finance Plan to achieve overall project goals. Advance funding request processed for first installment of $30M State grant.
Riverfront - New conceptual designs have been developed for improvements to the Waterfront. $1 million U.S. EDA grant may not be pursued due to implementation requirements. ARPA funded improvements are underway with installation of new lighting, security and improvements. New improvements are being scoped to align with arrival of new cruise ship scheduled to arrive this Spring.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Thousand Strong MYOP 750 - - Work with a network of community based organizations to boost Sacramento’s
economic prosperity by working with local
businesses to create a pool of skilled,
experienced young talent.
The City continues their work with the Center for Land-based Learning (CLBL) and North State Building Industry Foundation (North State) in exploring an alternative program timeline that would complement other city-run youth work-based learning programs to leverage existing resources and build a stronger pipeline and exploring a sector-based program model; construction, healthcare, IT, etc. (aligned with Sacramento market).
Citywide & Community Support
Community Programs Operations 1,006 - - Community Programs include financial support for special events and operations by
Visit Sacramento, Downtown Sacramento
Partnership (DSP), H Street Theater and the
annual New Years Eve fireworks show.
No change from second quarter. Funding continues to be available for events.
Human Resources
Office of Diversity and Equity Operations 474 3.00 3.00 Implement the Race and Gender Equi ty Action Plan (RGEAP) 2020-2025 and
citywide racial equity initiative.
No changes from the second quarter, staff continued to support the internal citywide RGEAP and the external emerging work of the Racial Equity Committee and the scope of work of the Sacramento Centered on Racial Equity (SCORE) Initiative.
Inclusive Economic Development
Subtotal 7,582 33.00 25.00 Library
Citywide & Community Support
Library JPA Operations 14,272 - - Provide library services and programs for 11 City branches, plus the Central Library.
Ongoing library services are being maintained.
Sacramento Public Library Authority
(SPLA) Maintenance
MYOP 400 - - Annual funding to pay for the routine maintenance and repairs of the City Libraries
including but not limited to all capital
improvements and capital repairs for the
Libraries, including major repair and
replacement of building structure, HVAC
systems, plumbing, roofing and other
elements.
SPLA and the City have continued to address maintenance and repairs at the 12 City-owned public libraries per MOU 2019-1618.
Library Subtotal 14,672 - - Miscellaneous
Citywide & Community Support
Citywide IT Maintenance and
Support
Operations 290 - - Measure U portion of Citywide IT Maintenance costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Employee Development Operations 1,197 - - Measure U portion of Citywide Employee Development costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Gen Insurance/Termination Operations 2,641 - - Measure U portion of Citywide Gen Insurance/Termination costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Retired/Transfer Employee Benefits Operations 1,172 - - Measure U portion of City wide Retired/Transfer Em
ployee Benefits costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Community Development
Commission Stipends MYOP 4 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Information Technology
Digital Equity MYOP 200 - - The Digital Equity Response program address the needs of insufficient or lack of
digital access exacerbated in the wake of the
COVID-19 pandemic. This program provides
digital services, devices, training, and the
knowledge necessary for Sacramento
residents to connect to essential community,
education, medical, and government
services by leveraging City and private
funding sources.
No changes from the second quarter. This program continues to provide critical tools, economic relief, and much needed digital resources to Sacramento’s residents.
IT Regional Support Operations 35 - - Provide funding for IT staff due to th e reduction of reimbursement from Students
Today Achieving Results for Tomorrow
(START).
No changes since the second quarter staff continues to serve START.
PD Systems Support Operations 38 - - Replace funding for IT staff due to th e ending of the Body-Worn Camera Grant.
No changes since the second quarter, staff has continued to provide support to PD.
Mayor/Council
Commission Stipends MYOP 5 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
YPCE
Commission Stipends MYOP 16 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
Miscellaneous Subtotal 5,598 - - Public Safety- Community Development
Community Development
Animal Enforcement/Field Services Operations 1,508 14.00 13.00 Enforce state law and City ordinan ces regarding animal control and rabies
prevention.
The Field Services Section is currently recruiting for one Animal Control Officer. Interviews have been conducted and we are waiting for the applicant to pass their background. The Field Services Section receives over 18,000 calls for service per year. There are over 600 calls pending for service. When fully staffed, officers are still unable to respond to every call for service so priority emergency calls get handled first. FTE increased by 2.0 FTE since the 2nd QTR.
Public Safety- Fire
Fire Department
Diversity/Outreach Recruitment Operations 3,517 18.00 8.00 Add and fund Diversity/Outreach/ Recruitment division in the Fire Department
to provide programing to youth and young
adults to obtain an understanding/
experience in the Fire Service.
No changes since the second quarter, staff continues to work diligently to start the EMS Intern program that starts in early June 2023. FTE has increased by 1.0 FTE since the second quarter.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fire Suppression Operations 6,369 - - Ensure fire personnel are consistently available to respond to emergencies in an
effective time period.
No changes since the second quarter. Fire personnel are consistently providing daily service to our community.
Public Safety- Police
Police Department
Hiring Pipeline Operations 5,729 63.50 41.50 Recruit young adults from the Criminal Justice Magnet Academy, Police Cadet
Program, local junior colleges, and
universities into law enforcement careers
The Sacramento Police Department continues to actively recruit and hire diverse applicants to pipeline positions. FTE has decreased by 5.0 FTE since the second quarter.
Public Safety- YPCE
YPCE
Fleet Acquisitions MYOP 70 - - Acquisition of vehicles needed to complete operations.
Vehicle purchased. Vehicle has not been received.
Park Safety Services Operations 1,542 13.00 11.00 Provide park guests and park neighbors with a safe and trouble-free environment through
"Service, Safety, and Preservation." Address
hazards in the City park system and mitigate
public safety issues prior to the need for
police services. Provide customer service
and enforcement of city ordinances in city
parks and parkways. Provide faster
response time, increased homeless camp
clean-ups, and higher frequency in park
patrol/safety presence.
Park safety services are implemented with one vacancy that is currently undergoing recruitment.
Public Safety Subtotal 18,734 108.50 73.50 Youth
City Manager
Economic Development and Youth
Priorities
MYOP 300 - - Community-based nonprofit organizations fill essential social service gaps for many of our
most vulnerable and marginalized
communities – providing programs and
services that are even more critical in times
of crisis and as our communities recover
from the global pandemic.
The newly branded Youth-Serving Organizational Resiliency Fund Request for Application was released on November 14, 2022 and will close on December 19, 2022. The grant period will run March 2023 – March 2025. The Resiliency Fund includes two mutually supportive components: general operating support grants, and capacity building services. Customized capacity building services will be provided to grantees in addition to general operating support grants and will be designed to support grantees with addressing the organizational development areas that they prioritize through a supported, yet grantee-led process.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Citywide & Community Support
Fare Free Transit MYOP 1,000 - - Provide fare-free transportation for Sacramento's youth in grades K-12 who live
or attend school within the City
The program continues to offer fare-free transit for Sacramento-based youth and students with budget earmarked by City Council through FY25.
Powerhouse Science Center MYOP 600 - - Annual contribution of funds for the su pport of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.
Continue to fund operating expenses related to the Powerhouse Science Center Agreement 2021-0601.
Convention & Cultural Services
Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at Fairytale
Town.
Fairytale Town has reopened their box office for walk up visitors, but are also allowing admittance through an online reservation system. After breaking ground on a new story center and amphitheater, Fairytale Town experienced just over 200,000 visitors in the previous fiscal year with some closures due to COVID-19.
Powerhouse Science Center Operations 129 - - Annual contribution of funds for the support of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.
Continue to fund operating expenses related to the Powerhouse Science Center Agreement 2021-0601.
Sacramento Zoo Operations 215 2.00 2.00 Provide operational funding support for programs, staffing, services and supplies at
the Sacramento Zoo per agreement C1997-
0021.
The Zoo has adjusted to COVID-19 restrictions and been open to the public as much as possible. The Zoo transitioned to touchless online advance ticket sales and enhanced all cleaning and safety protocols to minimize congestion and maintain a safe family environment for the Sacramento community. Two new Cheetahs residents and a temporary Dinosaur exhibit are among the more popular additions with the guests. the “Behind-The-Scenes Tour” program, continues to grow in popularity and Zoo Summer Camp is back in full swing for the summer.
August 2022 – December 2022: Designed and released #SacTownYouthNights request for proposals, recruited lead agency to support administration, designed selection process, launched grant program. In partnership with the lead agency, OYD is currently overseeing grant management functions across the grant period including monitoring and evaluation, and grantee capacity building and technical assistance.
November 2022 – March 2025: Designed and released the Resiliency Fund grant program.
Support eligible nonprofits who are providing direct services to Sacramento children and youth with flexible funding and tailored capacity building support. The grant period will run a minimum of 18 months beginning in spring 2023.OYD is currently planning, designing and coordinating the associated grantmaking processes including grant panel seating/ review/ selections, information sessions and technical assistance, as well as designing an RFQ to identify Technical Assistance partners to support selected grantees with individual and cohort- based capacity building coaching and activities.
Office of Youth Development Operations 831 6.00 6.00 The Office of Youth Development (OYD) is charged with refining, developing, and
promoting the City’s overall strategic vision to
achieve citywide youth development goals in
accord with the Youth Plan. Currently, this is
primarily achieved through grantmaking.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Information Technology
Office of CIO (IT Internship) Operations 120 - - Provide a cost-effective alte rnative to augmenting full-time staff and provides
students with actual work experience and
assess their interest and abilities.
No changes since the second quarter, staff have continued to provide students with professional work experience.
Police Department
Gang Prevention and Intervention MYOP 1,412 - - The Gang Prevention and Intervent ion Taskforce (GPIT) is a program comprised of
stakeholders representing a broad range of
sectors including service providers, health
care providers, school administrators, faith
leaders, law enforcement personnel, and
elected officials. The purpose of the GPIT
program is to encourage cross-collaboration
and align all entities under a unified violence
prevention framework.
No change since the second quarter staff have continued working together on a daily basis to run the GPIT program.
Family and Youth Investments MYOP 1,300 - - The #SacTownYouthNights: Youth Drop-i n Events program aims to support youth-
serving community-based organizations in
Sacramento with funding to host bi-monthly
drop-in events for youth in priority
neighborhoods on weekend evenings from
September – December 2022. Events are
intended to be youth-led, adult-supported,
and in-person, a minimum of three hours
long, and designed for 30-50 or more youth,
ages 12 – 24. This grant program advances
OYD’s goal to increase spaces that support
belonging, promote community, and connect
youth to trusted adult mentors.
No change since the second quarter update, staff have continued to run the youth-serving programs.
Violence Prevention Operations 288 2.00 2.00 Responsible for the City’s response to gang and gun violence which includes
administering a gang prevention and
intervention grant program and overseeing
the implementation of other evidence-based
violence prevention activities.
No changes since the second quarter, staff is continuing to work and build relationships with community based organizations, law enforcement, business owners and the community.
YPCE
Access Leisure Operations 645 10.03 8.33 Provide enhanced life experiences to people with physical, developmental, and intellectual
disabilities through accessible recreation
programs and services. Provide additional
opportunities for people with physical
disabilities and youth program observations
and departmentwide trainings.. Collaborates
with Community Center staff on a new
inclusive modification request process for all
YPCE programs.
A rise in In-person programs and services as well as virtual programming continues as a option for participants that are unable to join in-person. Staff continues to offer weekly social, recreational and adaptive sports at several Community Centers, River Cats Independence Field, Sacramento City and County bike trails and City Parks, including our monthly Play Dates at Southside Parks accessible playground, “The Hang Out Program”. Staff have partnered with the California Fish and Game to help launch a new fishing program with local Veterans from our VA. The FTE hired to date has increased by 0.15 FTE since the second quarter.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Aquatics Operations 5,534 88.30 41.50 Provide a safe environment for youth and adults to enjoy a variety of recreational
swimming and aquatic programming at
several pools throughout the city. Contributes
to public safety and drowning prevention.
Additionally, the aquatic program provides a
substantial amount of youth employment as
youth comprise the majority of its workforce
and provides lifeguard scholarship
opportunities to youth seeking employment
with the City's Aquatics section.
Programs continued to run which included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. Spring and Fall extended seasons are now offered at Clunie Pool. The FTE hired to date has decreased by 12.45 FTE since the second quarter.
Camp Sacramento Operations 760 16.62 2.00 Camp Sacramento is a family camp and conference center serving residents of the
Sacramento Valley. The Camp offers the
following programs: Family Camp; Camp
Sacramento offers eight Mini Camp nights
and three week-long vacation sessions.
Guests are provided 3 meals a day and a
vacation full of recreation activities. Rental
Groups: From mid-August through
September a limited number of days are
available for family reunions, environmental
education, weddings, youth groups, senior
programs, corporate retreats and church
groups. Camp provides youth program day
camp opportunities for underserved youth.
In the summer of FY2022/23, Camp Sacramento offered and returned to its traditional camp offering. In response to damage from the Caldor Fire to the septic system, some modifications to operations were necessary. The FTE hired to date has decreased by 3.94 FTE since the second quarter.
Community Centers Operations 9,747 144.51 95.16 The City 17 Community Center and Clubhouses that offers programs that caters
to the needs of their community. With a focus
on health and fitness, sports, youth programs
such as after school and summer camps;
Friday Night Hot Spots as well as a variety of
Active Adult and Senior programs. Our
centers also offer room rentals for holiday
parties wedding receptions classes meetings
and birthday parties. Community Centers
also offer a variety of fee for Service Leisure
Enrichment Classes. Leisure Enrichment
includes contracted classes in drama music
sports technique sports camps fitness
science camps martial arts Tiny Tot
preschool (South Natomas) enrichment
dance and language. Staff assists with
registration, providing supplemental
information for classes, facilitation and
oversight daily of these programs.
Community Centers continue to remain open to the public for drop in and registered programs and services. Community Centers continue to regularly host Drive Thru Events, providing giveaways and resources to thousands of youth and families and support emergency response efforts including hosting and staffing warming centers, cooling centers, clean air shelters, vaccine clinics and meal distribution. Older Adult programs are still available daily at all locations. The Reservations office continues to support long term sports field permits and park rentals. The FTE hired to date has increased by 1.51 FTE since the second quarter.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Recreation Services Operations 260 4.30 2.15 Community Recreation includes sever al youth and adult contract classes and Adult
Sports program. The Adult Sports section is
committed to providing excellence in healthy
and fun leisure activities in the greater
Sacramento area. Current programs
provided is adult softball leagues. Three
leagues are held per year during Spring
Summer and Fall. Year round Youth and
adult softball tournament rentals are held at
the complex. Youth league rentals at the
Softball complex during Spring and Summer.
Youth and Adult Volleyball rentals at the
complex during Spring Summer and Fall.
Youth and Adult Tennis clinics and private
lessons - year round.
Community Recreation has continued providing programs and services citywide at community centers, sports fields and the Sacramento Softball Complex while complying with COVID-19 modifications.
Recreation Administration Operations 1,609 9.00 9.00 Administration of operating grant and bu dget management functions for divisions offering
services and programs for the community.
City-wide licensing management for audio
and visual use. Also includes budget for
department-wide recreational needs and
management of Department website and
social media.
Staff has continued to provide support and services for the division.
Youth Employment Operations 2,749 60.02 2.78 Empower young people with knowledge and resources supporting their opportunity to gain
the basic fundamental skills needed when
seeking employment or being civically
engaged. Provide assistance in successfully
navigating school, work, community, life's
choices, and day-to-day challenges. Early
adult outcomes include education, economic
self-sufficiency, health family, social
relationships and youth advocacy as well as
positive contributions to the community.
Program operations including Landscape & Learning, WIOA, Prime Time Teen Virtually Connected, Summer @ Virtual City Hall, and Sacramento Youth Commission are being implemented in-person or virtually. The staffing shortage crisis (i.e.. retention and hiring of staff) will delay the implementation of the Young Leaders of Tomorrow program. The FTE hired to date has increased by 0.19 FTE since the second quarter.
Youth Enrichment Operations 573 13.60 9.64 Provide youth development supports and opportunities through sports to teach lifelong
lessons and skills. Programs and activities
focus on participation, sportsmanship, basic
game rules, fundamentals and skill
development in a variety of sport activities.
The daily management of the 28th & B Skate
and Urban Art Park along with SK8
Camps/Clinics are within the operations of
the unit.
Program operations including Junior Giants, Youth Sports Leagues and Skate Park have been re-established to in-person. The staffing shortage crisis (i.e. retention and hiring of staff) is impacting non-career positions causing reduced operational hours and youth programming opportunities. The FTE hired to date has decreased by 1.21 FTE since the second quarter.
FY2022/23 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Expanded Learning Operations 385 11.24 3.66 Support middle school ASES program at Sam Brannan, providing students with a safe
and education enrichment program to attend
afterschool. This also supports Summer
Oasis and Kids Camp. These summer
programs provide children with fun activities,
science projects, social/emotional learning
and interactive games.
Programs have continued to operate amidst the pandemic providing in person services. With the staff shortage crisis we are still continuing to interview to fill all school year and summer positions.
Youth Sports Field Permit Program MYOP 200 - - Scholarship funding for field u sage. YPCE will coordinate scholarships for those leagues, coaches meeting certain criteria are eligible for scholarships to assist with equity in filed usage and rentals.
Youth Subtotal 28,671 367.62 184.22 Measure U Programming Total $ 145,364 863.64 574.50