City of Sacramento Page 1
PERSONNEL AND PUBLIC EMPLOYEES COMMITTEE
Lisa Kaplan, Chair, District 1
Sean Loloee, District 2
Katie Valenzuela, District 4
Caity Maple, Vice Chair, District 5
COMMITTEE STAFF
Mindy Cuppy, City Clerk
Wendy Klock-Johnson, Assistant City Clerk
Steve Itagaki, Supervising Deputy City Attorney
Age
nda
Personnel and Public
Employees Committee
City Hall-Council Chamber
915 I Street, 1st Floor
Pub
lished by the Office of the City Clerk
(916) 808-7200
Description:
SUPPLEMENTAL MATERIAL
Attached is supplemental material received after publishing the agenda the addition of attachment 4 for Discussion Item 4. The attached staff report and attachments replace the original staff report in its entirety.
For the Meeting of: Tuesday, July 25, 2023 at 10:00 a.m. a.m.
Agenda Item: Discussion Item 4
4. Annual Report and Performance Evaluation for City Council Appointive Officer - City Manager
File ID: 2023-00912
Location: Citywide
Recommendation: Receive and pass a Motion forwarding to the City Council for discussion as part of the City Manager’s annual evaluation process for Fiscal Year 2023/2024.
Contact: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager
City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00912 7/25/2023 Discussion Item 4.
Annual Report and Performance Evaluation for City Council Appointive Officer - City Manager File ID: 2023-00912
Location: Citywide
Recommendation: Receive and pass a Motion forwarding to the City Council for discussion as part of the City Manager’s annual evaluation process for Fiscal Year 2023/2024.
Contact: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager
Presenter: Howard Chan, City Manager, (916) 808-7488, [email protected], Office of the City Manager
Attachments:
1-Description/Analysis
2-Compliance with Council adopted Linkage Policy
3-Fiscal Year 2022/2023 Accomplishments
Description/Analysis
Issue Detail: The mayor and city council are committed to performing regular annual reviews of its appointive officers.
The appointed officer evaluation is intended to move forward to the city council. The city council will meet in closed session, per Government Code section 54957(b), to provide feedback on past accomplishments and to give direction on the workplan for the upcoming year.
Policy Considerations: Council Rules of Procedure, Chapter 18.
Economic Impacts: Not applicable.
Environmental Considerations: Not applicable.
Sustainability: Not applicable.
File ID: 2023-00912 7/25/2023 Discussion Item 4.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: Clear communication and performance metrics are at the core of the work of the council and the city. To evaluate council appointive officers on a consistent basis, the Personnel and Public Employee (P&PE) Committee has the role and responsibility of developing and leading annual performance metrics and evaluations.
Financial Considerations: Not applicable.
Local Business Enterprise (LBE): Not applicable.
Executive Limitations: Treatment of Staff
A
nnual Performance Evaluation for Howard Chan, City Manager (Review Period: February 25, 2020 – July 1, 2023)
T
his document is intended to summarize compliance with the Council Treatment of Staff Policy for the City Manager.
S
cope: Council Directed
P
olicy Contact
Darrell Steinberg
Mayor, Citywide
(916) 808-5300
[email protected]
P
olicy Number: 001
Date of Adoption: 06-07-2018
Resolution No.: 2018-0209
Monitoring Method: Council Report.
Frequency: Annually.
W
ith respect to the workforce (paid and volunteer) the City Manager will develop and maintain a high-quality workforce gender and demographically representative of the city and without significant gender pay disparity. The City Manager shall not cause or allow conditions that are unfair, undignified, unsafe, or discriminatory.
I
am committed to the standards that this policy sets forth. As City Manager, I will ensure we have the controls in place where we can and to continue to improve on efforts that move us towards this goal.
A
ccordingly, the City Manager shall not:
1. O
perate without written administrative regulations and personnel rules that clarify policies and procedures for staff, which provide for effective handling of their concerns, and protect them against wrongful conditions.
In alignment with this policy, the City’s administrative regulations, personnel rules, and policies are available as resources for public review on the City’s
2 Executive Limitations: Treatment of Staff
Policies and Procedures Webpage (https://www.cityofsacramento.gov/city- government/policies-and-procedures).
Examples of these resources include, but are not limited to, the City’s:
• Civil Service Board Rules
(http://www.cityofsacramento.org/HR/Divisions/Administration/HR-B oards- Commissions/Civil-Service-Board)
• Citywide Human Resource Policies (http://www.cityofsacramento.org/City- Hall/Policies-and-Procedures)
• Grievance procedure
(http://www.cityofsacramento.org/HR/Divisions/Labor-Relations/Grievance- Process)
• Collective bargaining agreements
(http://www.cityofsacramento.org/HR/Divisions/Labor-R elations/Labor- Agreements)
• Employees’ procedural administrative rights
(http://www.cityofsacramento.org/HR/Divisions/Labor-Relations).
Additionally, through its Office of the City Auditor
(http://www.cityofsacramento.org/Auditor), the City of Sacramento maintains a Whistleblower Hotline, the purpose of which is to allow anonymous tips to be made regarding to provide public accountability. Anonymous tips can be made online at the
Whistleblower Tip Line Portal
(https://secure.ethicspoint.com/domain/media/en/gui/57874/index.html) or via telephone at 1-888-245-8859.
2. Allow staff members to be discriminated against for non-disruptive expression of ethical dissent, nor be without clear encouragement to report or inquire about illegal practices, improper conduct, or violations of city policy.
I am committed to creating and maintaining a work environment that is free from all forms of discrimination and harassment. We prohibit discrimination and take allegations of discrimination, harassment, and retaliation seriously by thoroughly investigating each claim through the Equal Employment Office (EEO). The EEO
webpage (http://www.cityofsacramento.org/HR/Divisions/EEO) provides resources, links, and frequently asked questions.
In 2021, 53 internal discrimination, harassment, and retaliation complaints were accepted for investigation. Out of the 53 complaints, eleven were deemed to be a violation of the City’s EEO policy. Thus, appropriate corrective action was taken. Of the 36 internal discrimination, harassment, and retaliation complaints from 2022 that have been completed and closed with the EEO Office, 16 were deemed to be a violation of the City’s EEO Policy. Appropriate corrective action was taken. There are additional complaints received in 2022, which are not yet closed with a determination due to ongoing or pending investigations.
Employees are encouraged to promptly report any discriminatory, harassing, or retaliatory conduct or known violations of the EEO Policy to their immediate 3 Executive Limitations: Treatment of Staff
supervisor, manager, department head, the Equal Employment Office, the Office of Labor Relations, or the Director of Human Resources. Additionally, employees may submit a charge of discrimination to the EEO office using the City’s online reporting portal (https://forms.cityofsacramento.org/f/EEODiscriminationForma).
A
dditionally, the EEO Policy requires managers and supervisors to report the circumstances surrounding any reported allegations or observed acts of discrimination, harassment, or retaliation as soon as possible and no later than the next business day.
A
ll new hires to the City of Sacramento are provided a copy of the City’s EEO Policy and all employees are required to attend discrimination and harassment training upon hire and again every two years thereafter.
T
he City has required ALL its employees to receive a 2-hour EEO training to prevent discrimination, harassment, retaliation, and “abusive conduct.” Such requirement exceeds state law (AB1825).
3. Fa
il to inform the workforce about their right to raise in confidence any matters covered by this policy to the City Manager or if the City Manager is implicated to the Human Resources Director.
Employees are encouraged to raise any violations of this policy with the City Manager, and in cases where the employee believes the City Manager is implicated, to the Director of Human Resources.
4. Fa
il to acquaint staff with their rights under this policy.
Human Resources informs City staff when policies are updated.
In addition, all City policies are located on the citywide policy page at:
http://www.cityofsacramento.org/City-Hall/Policies-and-Procedures, and employees acknowledge City policies via the City’s learning management system when hired.
5. F ail to take reasonable steps to safeguard the safety and welfare of employees.
The City follows all state and federal regulations that pertain to the safety and wellbeing of employees, including California Occupational Safety and Health Administration, Department of Transportation and Department of Motor Vehicles, return -to-work programs, non -industrial medical programs, contractual risk transfer and insurance verification.
Employee Health and Safety - Profe ssional
The City of Sacramento strives to maintain a work environment that protects the health of its employees and prevents accidental injury to approximately 5,074 full time equivalent employees. The City’s Illness and Injury Prevention Program integrates all of the policies and procedures intended to identify and control occupational hazards, including but not limited to, Hazard Communication, Ergonomics, Confined Space Operations, and Heat Illness. 4 Executive Limitations: Treatment of Staff
Employee Health and Safety - Personal
The City of Sacramento strives to provide and maintain a workplace free of recognized hazards and diligently prepares for emergencies. To further enhance preparedness for medical emergencies, 14 Automated External Defibrillators (AED) have been purchased and installed throughout various City facilities.
Environmental Health & Safety staff have provided CPR/AED training classes to interested employees and those who require it for their classifications to ensure personnel in all locations have the necessary training to respond to potential medical emergencies.
T
he City of Sacramento prohibits workplace violence, threats of violence, intimidation, and harassment. The City is committed to providing a safe workplace free from violence and retaliation. EH&S Staff provide Emergency Action Plan Trainings specialized to each facility. EH&S also coordinated specialized Confrontation Management Trainings for staff who work in positions having higher risk of workplace violence. Additionally, employees are assigned active shooter training through the learning management system upon hire.
E
mployees concerned about workplace violence are encouraged to speak to their supervisor or manager, or to contact Labor Relations for an evaluation as to whether a threat assessment by the City’s Threat Assessment Team is appropriate. The Team’s focus is to investigate reports of actual or threatened violence and then make recommendations for actions, as appropriate.
Fo
r additional information regarding workplace violence, please see the City’s Workplace Violence Policy ( API 44) at (http://www.cityofsacramento.org/City- Hall/Policies-and-Procedures).
T
he City of Sacramento cares about the mental and emotional wellbeing of its employees. It provides free access to an Employee Assistance Program ( EAP) through CONCERN, 24 hours per day, seven days a week.
E
AP is a program designed to help employees cope with emotional health, family, and other personal problems. The City provides the EAP to help our employees be happy, healthy, and productive. EAP can be reached by phone at 1-800-344-4222 or by visiting their website (https://login.concernhealth.com). O ur access code is:
cityofsacramento.
6. Fa
il to annually provide to the council a report detailing the makeup of the workforce.
The report should provide information on gender, sexual orientation, ethnicity, and compensation by job classification as well as promotions and disciplinary actions.
The City Auditor provides this information to the City Council on an annual basis..
7. Fa
il to protect the integrity of the workforce by allowing nepotism, cronyism, and sexual harassment.
5 Executive Limitations: Treatment of Staff
The City’s Nepotism and Conflict of Interest Policy ex pressly prevents improper supervisor-subordinate relationships by prohibiting employees from supervising others with whom they have a familial, cohabitant, or amorous relationship.
The City’s EEO P olicy expressly forbids, and the City does not tolerate, sexual harassment. In addition to the definition and description in the City’s policy, more information about sexual harassment can be obtained by visiting the Rape, Abuse & Incest National Network (RAINN) website
(https://www.rainn.org/articles/sexual-harassment).
*
The City's nepotism policy does not apply to employees in classifications represented by the Sacramento Area Firefighters, Local 522. This change is subject to the meet and confer process detailed in our labor agreement, and ultimately to a binding arbitration hearing if we cannot come to an agreement on this policy.
8. Fa
il to protect the integrity of the workforce by allowing fraternization between supervisors and their employees.
The City’s Nepotism and Conflict of Interest Policy expressly prevents this behavior.
9. Fail to lawfully discipline any employee who:
a. Steals city materials.
b. Causes physical or emotional harm to a coworker.
c. Causes detriment to the integrity of the city organization.
We are in compliance with the Civil Service Board Rules (C SBR): Rule 12.1, authorizes the City Manager, or designee, with the full freedom of disciplinary authority to determine employee discipline. It is the intent of such discipline to be fair, honest, and efficient.
A
lthough not limiting, CSBR, Rule 12.2, provides a comprehensive list of causes for employee disciplinary action, and it is the expectation that all employees are held to account for their behavior and/or performance as it relates to their employment.
Council Staff Linkage: City Manager
A
nnual Performance Evaluation for Howard Chan, City Manager (Review period: February 25, 2020 – July 1, 2023)
T
his document is intended to summarize compliance with the Council Staff Linkage Policy for the City Manager.
Sc
ope: Council Directed
P
olicy Contact
Darrell Steinberg
Mayor, Citywide
(916) 808-5300
[email protected]
P
olicy Number: 005
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Manager Report
Frequency: Annually, based on appointment date
A. T
he City Manager is the chief executive officer of the city and is responsible for its effective administration. The City Manager shall not fail to carry out the duties vested in the office by the Sacramento City Charter, and Sacramento City Code.
I ac
knowledge the duties and responsibilities expected of me.
A. T
he City Manager reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Manager.
I ac
knowledge this reporting structure.
B. T
he City Manager shall not cause or allow any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent, or in violation of commonly accepted business and professional ethics.
I
have not allowed any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent or in violation of commonly accepted business
2 Council Staff Linkage: City Manager
and professional ethics. In addition, I will continue to support an environment where such behaviors are reported in a safe and protected environment.
C. T
he City Manager shall receive applicable monitoring reports and compile them into a comprehensive citywide report for submission to the city council.
Ea
ch department collects dozens to hundreds of performance measures. Some of these performance measures are specific to an individual division and only reviewed by division managers. Some performance measures are relevant to the entire department and reviewed by the department director, while the City Manager’s Office reviews a high-level summary of these measures. Of the roughly 500 performance measures, approximate 80 were identified to have Citywide operational significance and are reported in an internal CMO Executive Dashboard.
T
he City’s Annual Budget document is the comprehensive citywide report that contains performance measures of citywide significance. The Fiscal Year (FY) 2023-24 Proposed Budget contains a total of 87 performance measures. In addition, the performance management team is exploring development of a performance measures dashboard that the Executive Team, City Manager’s Office and ultimately the City Council and public will have access to following the City Council’s adoption of its priorities.
D. T h
e City Manager shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.
I c
ontinue to work with the Council as a whole, and I have been responsive to individual Council Members. Up until spring 2023, any request made from the dais, was tracked in a formal Council follow-up log and assigned to staff to complete.
Since then, Council has approved and created a committee structure where such requests get funneled into a review process then sent to the appropriate Council Committee for further deliberation. However, it is important to reflect that from the time of February 2020 to when this new process was adopted, 141 Council member requests were completed with only 11 items transferred from the log to the new committee system.
E. T
he City Manager shall use prudent judgement in the exercise of the delegations and in a manner that is operationally and economically sound, serves the best interests of the city and its residents, comports with prudent business practices, balances risks with benefits and does not expose the city to unreasonable risk.
Cu
rrent delegations are up to date and comport with this policy.
F. T
he City Manager will timely inform the council if the City Manager determines that an activity related to the delegations presents, regardless of size or financial commitment:
1. A
unique and significant operational risk.
2. A significant impact on residents.
3 Council Staff Linkage: City Manager
3. A significant impact on the city’s reputation.
4. Materially compromises the policies and goals established by the council.
I acknowledge the importance of timely information and communication and am committed to meeting those expectations.
T
he City works diligently to communicate quickly and efficiently with Council about operational risks, activities that may have a significant impact on residents, or any other issues that may affect the City and the policy/goals established by Council.
R
ecent examples of this proactive communication include the daily briefs shared during the City’s multi-faceted and weeks-long response to the severe storms in January 2023. Other examples include the City’s communication work during the COVID-19 pandemic as well as the protests/social unrest in summer 2020.
T
he city also works diligently to proactively communicate with its residents. The City Express website, our main tool for publishing City news, in 2022 had its best year ever in terms of traffic, receiving 765,271 views from 503,426 unique users. This represents a 25% increase in both views and visitors from 2021.
Us
ing City Express, the city continues to grow followers our three main social media channels – Facebook, Instagram and Twitter. In addition, the city has developed a robust video strategy through its work producing “Reels.” T
he City’s main newsletter, City Minute, continues to reach approximately 200,000 subscribers. In 2022, the city increased our open rate to 40%, up from 35% in 2021.
T
he city is on track to increase these metrics again in 2023.
G. Th
e council may change its delegation to the City Manager at any time, subject to the city charter and the contract of the City Manager, thereby expanding or limiting the City Manager’s authority. But if a delegation is in place, the council will abide by the City Manager’s decisions in those areas that are delegated.
I ac
knowledge that Council may change its delegation at any time and will conform operations with current delegations.
ACCOMPLISHMENTS/SUCCESSES/MILESTONES
Period: July 1, 2022 –June 30, 2023
Community Development Department
Developed and implemented the Justice for Neighbors Emergency Repair Grant Program (EHRP) designed to provide one-time emergency repair assistance to low-income owner-occupied properties facing impending health or safety Code violations within the City of Sacramento.
Code Compliance working with Economic Development, the City Attorney’s Office, and partnering with Habitat for Humanity, was able to secure $504,000 in one-time funding to implement the program with a goal of making this a permanent program in the future. Sustainable and ongoing funding was allocated for the Reduced Residential Development Impact Fee for Affordable Dwelling Program Unit s in the FY 23/24 budget . This program was developed to incentivize construction of affordable and workforce housing citywide and has been a successful development tool since it s adoption in 2018.
Released the Public Review Draft 2040 General Plan and Climate Action & Adaptation Plan in May 2023.
Implemented a cross-section training program in the Building Division to help staff learn what their fellow teams do in other sections. This form of job shadowing pairs employees with another staff member to provide an opportunity to inspire and teach; provide a deeper understanding of job duties, roles, and responsibilities; provide a better understanding of how processes work within the section; improve interrelationships and networking between building groups/teams; provide professional growth and development. The program will not only strengthen relationships within the division but will enhance service delivery to the development community, outside customers, and other city staff. The Front Street Animal Shelter had the highest Live Release Rate in the shelter’s history. The Live Release Rate for FY 22/23 was 86.6%, saving the lives of 6,984 dogs and cats. The total intake of dogs and cats was 8,623.
Conven�on & Cultural Services
• The Office of Arts & Culture distributed $450,000 in grants to 45 artists through the National Endowment for the Arts Funded Seeding Creativity Grant program, awarded $3.75 million in support to nonprofit arts and cultural organizations through a jointly funded City and County ARPA recovery program, and secured a $4.75 million grant from the California Arts Council to administer the Capital Region Creative Corps program.
• The Center for Sacramento History experienced significant growth in the film arena. Film collection footage was licensed for thirteen documentaries during the last year, including productions with A&E, ABC/Hulu & FX to name a few. The Center also received the Leadership in History Award of Excellence from the American Association for State and Local History for its short film series “Unlocking the Past: A History of Prejudice and Racism in Sacramento.” • From January 2022-December 2022, the SAFE Credit Union Convention Center, SAFE Credit Union Performing Arts Center, and Memorial Auditorium hosted 240 events, 130 performances and served over 540,000 attendees, contributing over $115M in economic impact to the Sacramento region.
• Facilities and Destinations Magazine recently announced that Visit Sacramento has won one of the 2023 Facilities & Destinations Magazine’s Top Destination Awards, and the SAFE Credit Union Convention Center has won a 2023 Facilities & Destinations Prime Site Award.
Department of Community Response
• Office of Homeless Services successfully overseeing contracts which include but are not limited to the provision of over 1,200 units of Emergency Shelter, Transitional Housing, Safe Ground, and the first year-round Respite Center in the region.
• Office of Community Outreach has grown in number and efficiency, now with 14 staff working daily across the City to respond to 3-1-1 calls, in collaboration with County outreach teams per the partnership agreement, and in collaboration with groups such as the Downtown Partnership and Midtown Association. In FY 22/23, DCR responded to and closed 35,209 calls for service, and reduced average response time from 61 days to 3 days. With the newly developed heatmaps, efficient and innovative data work, and further coordination amongst other city departments such as PD and Fire, we expect those numbers to grow in this next Fiscal Year. • DCR utilized grants to reduce the burden on other funding streams to maintain the level of service for crucial programs getting and keeping families off our streets with the City Motel Program (CMP). Through the resources from HHAP-4, 6 motel sites across the City are made available to assist persons experiencing homelessness in re-gaining their independence and transforming their lives as they move from homelessness to housing. To date, more than 335 people have moved from the CMP and into housing.
Finance Department
• Procurement, Budget, Payroll: Developed and rolled out online training courses, updated policies, streamlined and created a more thorough review process for Budget Change Proposals and implemented electronic self-service process to request leave cash-out (from paper). • Infrastructure Finance: Funded $17.6 million of new infrastructure in North Natomas, Northlake, South Natomas, Delta Shores, and Railyards in FY23 with special district revenues. • Revenue: Completed implementation of new iNovah cashiering system into all processes, improving customer experience, reducing length of time to process and post payments, decreasing duplicate payments, and saving staff time. The upgrade of the outdated point-of-sale cashiering system with a state-of-the-art cloud-based solution accepts payment from a wide range of services, programs, fees, and charges. The new enterprise revenue and cashiering system seamlessly integrates with the City's critical enterprise applications, including the Accela Permitting System, Customer Care and Billing, Business Operation Tax System, and Finance System. This integration enables streamlined automation and enhanced efficiency across different processes. Furthermore, the system offers high configurability and enhances the user experience, particularly on mobile devices. Replacing the old equipment used for onsite credit card processing and the electronic transmission of check data will lead to a reduction in information security risks and fraudulent activities.
• Accounting: Completed implementation of GASB 87 in the FY2021/22 ACFR (Citywide lease information, assessment of lease agreements, and calculation of lease liabilities and assets in accordance with GASB 87) and
• Navigated ARPA grant funding requirements to properly account for $112M through the revenue loss calculation, completing preliminary audit to ensure proper documentation.
Fire Department
• The Department implemented the EMS Trainee pathway program. Nineteen diverse candidates were hired as part-time Sacramento Fire Department (SFD) employees. They will attend both EMT and Paramedic schools. Their tuition to attend EMT and paramedic school will be covered by the SFD. As they attend EMT or paramedic school, they will work 20 hours per week riding with the Fire Department to observe and practice their EMS skills while being mentored by SFD firefighters. Upon graduating from paramedic school, they will have earned the opportunity to become SFD Fire Recruits or Sacramento Fire Paramedics. • The Department started a Telemedicine pilot program. This program allows the SFD to provide a higher level of EMS care and support to the community through direct access to a doctor via the internet via an iPad or laptop while remaining on scene to help ensure the patient receives the best and most appropriate patient care. This advance also reduces time spent at the incident and the hospital, making the Departments' resources more available to the community. • The Department designed and implemented an electronic incident resource tracking system (Tablet Command) to ensure firefighter safety and crew accountability. This advance aids with real-time tracking of personnel and resources during expanding or complex events. While also providing a greater overall situational awareness for the executive team with real-time data to make critical decisions with.
• In June, The Department received the Ronnie J. Coleman State Fire Training Award and was recognized for its California Accredited Academy of Excellence Award" to Sacramento Fire Department. The award highlights the Department's diversity, innovation, curriculum, and workforce development achievements. The annual award recipient is chosen by the California State Fire Training selection committee and aims to recognize the top accredited fire academy that develops training and educational processes to improve the caliber and quality of the California fire service.
• The Department continues to highlight its cancer reduction initiatives by providing head-to-toe physicals. After securing grant funding and with the help of its personnel, the Department offered medical evaluations through (LifeScan), which included physical exams, cardiac stress tests, and ultrasound, to help aid with the early detection of warning signs of job-related illness and occupational cancers. The Department had over 566 participants (nearly 80%) for this first- time voluntary initiative. The Department will seek to continue to fund this initiative on a regular basis.
Human Resources Department
• Negotiated and implemented an updated “Remote Work” policy, replacing a 25-year-old outdated “Telework” policy.
• 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.
• 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 Government 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.
• Transitioned to a new Employee Assistance Program provider for enhanced services to employees.
Informa�on Technology
• Launched a redesign City of Sacramento website (www.cityofsacramento.gov). The new site includes a range of new features and functionalities, including topic-based navigation, modern and mobile friendly design, and improved search capabilities. These enhancements will help us to better engage with our citizens and deliver on our commitment to digital service and transparency.
• Implemented a Natural Language Interactive 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.
• Upgraded outdated point-of-sale cashiering system with a state-of-the-art cloud-based solution that accepts payment from a wide range of services, programs, fees, and charges. The new enterprise revenue and cashiering system seamlessly integrates with the City's critical enterprise applications, including the Accela Permitting System, Customer Care and Billing, Business Operation Tax System, and Finance System. This integration enables streamlined automation and enhanced efficiency across different processes. Furthermore, the system offers high configurability and enhances the user experience, particularly on mobile devices. Replacing the old equipment used for onsite credit card processing and the electronic transmission of check data will lead to a reduction in information security risks and fraudulent activities. • Implemented advanced multi-factor authentication technology across the organization into all public-facing and cloud applications. Multi-factor authentication significantly strengthens security and reduces the risk of unauthorized access to sensitive data. Furthermore, the solution created a single sign-on dashboard view of published applications and one universal directory for all City and Public Safety users.
• Automated hundreds of business processes throughout City departments. This included the implementation of digital signature processes and workflows along with the automation of hundreds of online web forms. These efforts enabled the city to efficiently provide vital City services throughout the pandemic with low or no touch services.
Office Innova�on and Economic Development
• ARPA: Entered into grants/contracts totally over $16M to deliver projects and programs that support residents, businesses and community-based organization as we continue to recover from the impacts of the COVID-19 Pandemic. Some of the highlights include:
o Retention stipends to 152 family childcare homes or centers to assist them with increasing operational costs.
o Technical assistance and stipends for 23 new family childcare homes creating 184 new slots (infant-school age).
o Approximately $500,000 to support 115 festivals throughout the City o $175,000 invested in the gift card program has led to $531,395 expended at 107 small businesses.
o Over $4M in funding invested in clean and safe activities with 13 PBIDs. o Over 1,700 businesses assisted through the 16 Sacramento Inclusive Economic Development Collaborative partners.
o Invested $1.5M in 18 community-based organizations providing food access to Sacramento residents.
o In partnership with Council District 3 and the Sacramento Hispanic Chamber of Commerce, 20 grants awarded to small businesses located along the Northgate Boulevard.
o $750,000 to United Way for the Direct Investment Program which will support 80 Sacramento households with $500/month for 12 months.
• Housing: Continued work advocating for and securing additional funding to address Sacramento’s dire housing needs. Some of the highlights include:
o In partnership with SHRA, since the beginning of the Pandemic secured and deployed a total of $66.7M of state and federal emergency rental assistance funding. In the 22/23 FY, $9.9M provided to 1,209 low-income families, allowing them to address past due rent and utility payments. Other housing-related highlights include:
o In partnership with CDD, secured $2.5M from HCD’s Prohousing Incentive Pilot Program to invest in affordable housing development(s)
o Received additional Homeless Housing and Assistance Program (HHAP) dollars from the State to fund homeless prevention, rehousing, sheltering, and permanent supportive housing efforts within the City of Sacramento. During the 22/23 fiscal year, the City received its full allocation of $16.7 million of HHAP 3 funding, bringing the City’s total HHAP 1-3 award amount to $36.8 million. The City recently applied for and secured $24.8 million in HHAP-4 funding and expects the first half of this additional funding near the end of 2023.
o Entered into four contracts totaling $2.4 million to provide housing stabilization, anti- displacement, and home electrification programming to homeowners and renters within the following zip codes along the Stockon Boulevard corridor: 95817, 95820, 95824, 95828. This funding is intended to provide direct assistance with home repair/electrification, rental/utility bill pay, housing retention/stabilization, and first- time homebuyer down payment assistance with an expected outcome of about 300 families assisted across all programs.
o In October 2022, Council approved the reallocation of Comprehensive Siting Plan funds and other City funds to 5 affordable housing projects within the City, aiding in the production of an additional 659 units of affordable housing all expected to come online by the end of 2024/beginning of 2025. In addition to these housing projects, this action also provided $1 million to Habitat for Humanity for the Rock the Block program and the redevelopment of 10 homes within the Oak Park area.
• Community Engagement: Continued dedication to community engagement, economic mobility and financial empowerment, a few 22/23 highlights include:
o In partnership with CDD, the Neighborhood Development Action Team (NDAT) Community Ambassador Program which pays community ambassadors to establish and maintain relationships with culturally diverse and historically underrepresented populations received the Award of Excellence from the State Chapter of the American Planning Association. The program aims to bridge the gap between the City and the community, ensuring access to information and resources. It consists of 18 ambassadors serving a one-year term and providing language access in over 11 languages. o With support from Bloomberg Philanthropies, the City of Sacramento was selected to participate in the Financial Empowerment Cities (FE Cities) initiative which includes a grant of $160,000. This initiative assists local leaders with continuing and growing financial empowerment programs and initiatives.
o Received a $75,000 grant through the CityStart initiative, in collaboration with the Cities for Financial Empowerment Fund (CFE Fund), to address racial wealth equity for Black residents.
• Workforce Development: Entered into $2.5M of contracts to train and support up to 170 residents in high demand fields including climate resiliency, IT, early childhood education and solar installation. Developed a youth and young adult workforce training program to assist with addressing the city’s hiring needs. Launched the program in partnership with Public Works in July 2023.
Public Works Department
• Secured Outside Funding. In the past year, Public Works has received nearly $40 million in state and federal grant funding for critical projects and planning efforts, including the following:
Sacramento River Parkway, 19 signals upgrades on Norwood Boulevard, design for the El Camino Avenue Vision Zero safety project, planning and design for the Stockton Boulevard multi-modal partnership and Bus Rapid Transit Project, Franklin Boulevard Complete Streets Project (Phase 3), separated bike lanes on 9
th Street, design for the Envision Broadway (Oak
Park) project, Folsom Boulevard Safety Project, Two Rivers Trail Phase 3 Design, 15-Minute Neighborhood Planning, Truxel Bridge Feasibility Study, electric vehicle charging infrastructure for City fleet, Martin Luther King, Jr. Library renovation, and repairs at Belle Cooledge, Del Paso, and Central libraries.
• Storm Response. During the January storm events, Public Works staff provided around the clock services to address storm impacts, including over 2,800 requests for service that included damage of about 600 City trees (on City property and City right of way), removal and disposal of debris, traffic control for flooded/blocked areas, areas with power outages that affected traffic signals, and repairs of railings, traffic equipment, and lighting. • Completion/Commencement of Key Projects: Public Works completed or commenced construction on the following key projects and plans:
• Completed the Compressed Natural Gas (CNG) filling station at the Meadowview Solid Waste Facility, Fire Station 14, Del Paso Boulevard Safety Improvements, West El Camino Resurfacing Project, Old Sacramento Streetlight Replacements, K Street Lighting Upgrades, Northgate neighborhood pavement resurfacing, and 34
th Street Resurfacing.
• Commenced construction on Bell Avenue Complete Streets Project, Downtown Mobility Project, Del Rio Trail, and 21
st Avenue Beautification (Clean California grant).
• Completed the Transportation Priorities Plan, Northgate Boulevard Plan, and Freeport Boulevard Plan.
• Established the Al Fresco Dining Program Fee Schedule and Al Fresco Grant Program with 86 program applicants.
Police Department
• Successfully implemented a Violent Crime Reduction Strategy. The strategy resulted in a 30% decrease in the number of shooting victims in 2022 from the prior year, expansion of the Domestic Violence Unit with a focus on gun related domestic incidents, and successfully coordinated and held two gun buy backs resulting in community members surrendering over 400 firearms. The number of shooting victims continued to trend down in 2023 and at the end of the fiscal year, there were 30% fewer homicides YTD from 2022. • Selected as a one of six national Public Safety Partnership (PSP) Grant cities by the Department of Justice’s Bureau of Justice Assistance. This is a technical assistant grant which provides federal resources to assist the Department’s efforts in reducing violent crime by supporting law enforcement operations, improving officer safety, and building trust with communities. This will be a three-year program to reduce violent crime and will be supported by a dedicated Strategic Site Liaison and PSP Team over a three-year period.
• Successfully transitioned the Office of Violence Prevention (OVP) from the City Manager’s Office to the Police Department. Assumed grant management of existing OVP grants as well as provided new funding to eight community-based organizations focusing on Disruption, Response, Intervention and Prevention. Partnered with CSU, Sacramento to conduct a city-wide survey, youth and community listening sessions and distributed over 16,000 door hangars requesting community participation. Established regular bi-weekly meetings with Community Based Organizations and a referral process for at-risk individuals to community resources. • Strengthened Internal Operations to include the implementation of a Strategic Planning Process, a Lieutenant Shadow Program, a nationwide Commander Exchange Program, and improved internal messaging.
• Improved recruiting efforts to include participation in the 30x30 challenge and the Female Fitness Challenge to increase the representation of sworn women in the Department by 2030. Actively recruited student trainees from the Criminal Justice Magnet Academies with additional funding authority approved for an expanded pipeline program. • Adopted a department re-organization plan to increase the numbers of officers in patrol, directed specialty units towards intelligence-based policing and began the development of a new patrol district, District 7, to increase response times and service to the East Area. • Improved Customer Service focus through a formal, department wide training program. Also implemented the new Spidrtech technology platform which provides increased and timely access to information about officer’s response and reporting. The platform also provides for feedback by community members on the service that they received. • Safely managed large crowds in and outside the Golden One Center while hosting the NBA Playoffs.
U�li�es
• Successful ballot measure for stormwater fee implemented. • A Designated Reserve Policy was developed and approved by City Council to ensure sound ongoing financial management of the Water, Wastewater, and Storm Drainage Systems. • Obtained $12.85 million from the SACOG Green Means Go Grant for water, sewer, and drainage projects.
• Completion of the DOU Development Impact Fee Nexus Study for DOU systems.
Youth Parks and Community Enrichment
• Activated all 12 neighborhood pools, 4 wading pools, and the brand-new regional North Natomas Community Center and Aquatics Complex for the summer of 2022 providing water safety, recreation and community programs and events for youth and families citywide and across the region, and NNCCAC received the CPRS State Award of Excellence for Facility Design. Participation in all aquatics programming increased from FY22 serving over 150,000 participants, including a 73% increase in recreation swim and 24% increase in swim lessons.
Over $30,000 was awarded in Swim Safe Scholarships that included free swim lessons, swim team scholarships, lifeguard scholarships and lifeguard certification reimbursements. • Provided programming opportunities and access to safe space at community centers and schools citywide for over 10,000 youth and teens through in-person programs including workforce development, expanded learning, civic engagement and recreation opportunities.
Drive-thru and in person special events were hosted citywide and welcomed over 10,000 families, a 25% increase in participation. Increased program offerings for older adults across the city and opened an additional meals-on-wheels location with over 12,000 senior visits and 14,000 fitness room visits. Community Centers also provided critical community resources, programs, services and expanded operating hours to include Saturdays, exceeding pre-pandemic service levels. In addition to offering a variety of recreation programming, centers continued to provide emergency response support through activation of clean air, warming and cooling centers.
• Delivered over $10 million in citywide park planning and development projects, with over 62 active projects valued at $32 million. Examples of projects completed include Matsui Park – Access Project, Freeport irrigation, Temple Park, Cabrillo Irrigation, Airfield Park Phase II, Land Park Farm and Garden, Neilson Park improvements and Shore Park Picnic Area. • Developed a Geographic Information System mapping tool that analyzes park amenity data through an equity lens to address disparities in service levels in Sacramento’s park system in an equitable manner. This mapping tool helps staff better understand the overall distribution of amenities in relation to under-resourced communities in Sacramento. The equity lens incorporates the following metrics: Community Ranking based on CalEnviroScreen 4.0, Child Density Ranking, and Quality of Service using park maintenance data. YPCE also takes into account other factors including lit and unlit sports fields, the quality of the sports field maintenance, and availability of restrooms and parking. Equity scores will help determine if a particular field has a high potential to serve an under-resourced community and ensure investments in field maintenance are made equitably.