Item 01 2023-01017 Annual Reports for City Council Appointive Officers

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-01017 8/8/2023 Consent Item 1.

Annual Reports for City Council Appointive Officers
File ID: 2023-01017
Location: Citywide
Recommendation: Receive and file.

Contact: Susana Alcala Wood, City Attorney, (916) 808-5346, [email protected], Office of the City Attorney; Jorge Oseguera, City Auditor, (916) 808-7270, [email protected], Office of the City Auditor; Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk; Howard Chan, City Manager, (916) 808-5442, [email protected], Office of the City Manager; John Colville, City Treasurer, (916) 808-5442, [email protected], Office of the City Treasurer; Dr. LaTesha Watson, Director, (916) 808- 7525, [email protected], Office of Public Safety Accountability; La Shelle Dozier, Director, (916) 440-1390, [email protected], Sacramento Housing and Redevelopment Agency Presenter: None.

Attachments:
1-Description/Analysis
2-City Attorney Report
3-City Auditor Report
4-City Clerk Report
5-City Manager Report
6-City Treasurer Report
7-Director of the Office of Public Safety Report
8-Executive Director of Sacramento Housing and Redevelopment Agency Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The Personnel and Public Employee (P&PE) Committee met on July 25, 2023 to hear reports from the City Council appointive officers:

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File ID: 2023-01017 8/8/2023 Consent Item 1.
· City Attorney
· City Auditor
· City Clerk
· City Manager
· City Treasurer
· Director of the Office of Public Safety Accountability · Executive Director of Sacramento Housing and Redevelopment Agency The attached reports are presented to the City Council as receive and file and may be discussed in closed session per Government Code section 54957(b), to provide feedback on past accomplishments of and to give direction on the workplan for the upcoming year of each appointive officer.

Policy Considerations: Council Rules of Procedure, Chapter 18.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: The Personnel and Public Employee (P&PE) Committee met on July 25, 2023, and recommended forwarding the attached reports to the City Council.

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.

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City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00910 7/25/2023 Discussion Item 1.

Annual Report and Performance Evaluation for City Council Appointive Officer - City Attorney (Review Period 2022)
File ID: 2023-00910
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.

Contact: Susana Alcala Wood, City Attorney, (916) 808-5346, [email protected], Office of the City Attorney
Presenter: Susana Alcala Wood, City Attorney, (916) 808-5346, [email protected], Office of the City Attorney
Attachments:
1-Description/Analysis
2-City Attorney Linkage Policy Report on Compliance
3-Annual Report
4-DEI Strategy and Goals
5-CAO Volunteer, Professional, and Community Contributions 2022 Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The annual report and 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.

Overview
City of Sacramento Charter § 72 City Attorney
The city council shall appoint a city attorney and shall prescribe the qualifications, duties and compensation of such officer. The city attorney shall serve as legal counsel to the city government and all officers, departments, boards, commissions and agencies thereof and

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File ID: 2023-00910 7/25/2023 Disucssion Item 1.
shall have such other powers and duties as may be prescribed by state law and by ordinance or resolution of the city council. In situations where the city attorney determines there is a conflict in representation by that office, the city council may authorize the retention or other legal counsel to represent one of the conflicting parties. The city attorney shall appoint all other members of the city attorney’s office.

The City Attorney serves as legal counsel to the City Council, City Officers and Department staff, boards, and commissions as well as the Administration, Investment and Fiscal Management Board, Sacramento City Financing Authority, and Sacramento Regional Arts Facilities Financing Authority.

The Office provides legal representation in criminal, civil and administrative litigation, renders advice and counsel, and prepares ordinances, resolutions, contracts, opinions, and other legal documents for the City and its related entities. The City Attorney’s Office is organized into four operational divisions and an administration division.
· Administration: Develops and implements office policies and procedures; monitors overall office performance; prepares and administers the office budget; develops and implements education and training; handles all personnel hiring, evaluation, and other personnel matters; assembles and analyzes office productivity data, including the production of an annual report; and engages in long-range planning.
· General Counsel & Advisory Division: Provides advisory and transactional advice and support to charter offices and city departments on all aspects of municipal law including: Brown Act; Public Records Act; CEQA and NEPA; water law; propositions 26 and 218; public bidding, construction and procurement; contract negotiation, drafting and review; prevailing wages; transportation modes; real estate procurement, conveyance and leasing; solid waste disposal; landfill regulation; and various other areas of municipal law. · Litigation Division: Defends and prosecutes civil litigation cases on behalf of the City and its officers and employees acting in the course and scope of employment; and provides legal support to Risk Management.
· Community Advocacy & Public Safety Division: Works collaboratively with City departments on code enforcement, social nuisance abatement, public safety issues, including prosecuting code violations through administrative, civil, or criminal proceedings, and social nuisances through civil litigation and training, and advising staff on enforcement matters. · Strategic Projects & Research Division: Provides strategic support to the City Council’s policymaking function by providing legal advice and response on multi-departmental projects and Council initiatives, including issues of homelessness, economic development, cannabis regulations, and emergency management.

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File ID: 2023-00910 7/25/2023 Discussion Item 1.

The attached linkage policy report details City Attorney compliance with the stated goals and objectives for the past reporting period. The remaining attachments highlight the evaluation period accomplishments of the City Attorney as well as the strategic goals and objectives for the upcoming evaluation period.

Policy Considerations: Council Rules of Procedure, Chapter 18.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

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City Attorney Attachment No. 2
Council Staff Linkage: City Attorney

REPORT ON COMPLIANCE
Presented to Council P&PE Committee Meeting of July 25, 2023 Scope: Council Directed
Policy Number: 002
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Attorney Report
Frequency: Annually, based on appointment date
A. The City Attorney provides legal counsel to the council, city manager, and all departments, offices, boards, and commissions of the city. The city attorney represents the city in litigation and prosecutes city code violations.

B. The City Attorney reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Attorney.

C. The City Attorney 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.

D. The City Attorney shall provide applicable monitoring reports to the City Manager for consolidation into a comprehensive citywide report.

E. The City Attorney shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.

F. With respect to the council, the city manager, and those reporting directly to the council, the city attorney shall:

1. Give his or her advice and legal opinion whenever necessary or deemed required.

2. Inform the council and city manager of potential or future material legal issues impacting the city.

3. Provide counsel to the council as well as to individual council members regarding conflicts of interest and ethical matters.

4. Assist the council in complying with applicable statutes and laws.

5. Inform the council of developments that have the potential of exposing the city to legal or reputational risk.

G. The city attorney shall not provide legal counsel to any council member or employee except in their official city capacity.

Report by the City Attorney on Compliance with the City Attorney Linkage Policy over the past reporting period:
 I have provided legal advice directly and through the attorney members of the Office to the Council, the City Manager and all departments, boards and commissions. The principal goal of the office is to be responsive and provide timely legal advice that promotes confidence in the Council and the staff.
 The Office has represented the City diligently in a large variety of civil litigation, including appellate cases.
 We have continued to pursue a significant number of JFN cases including Cannabis cases. We have also prosecuted municipal code violations.  I have provided legal advice and opinions when requested, but also whenever I determined that they were necessary or required to best inform the Council and policy makers. Working collaboratively with the charter officers, but in particular the City Manager ensures that I can provide timely advice.
 I have assisted the Council in complying with applicable statutes and laws by providing advice and counsel when asked, and also when I deemed it necessary to raise legal issues that were significant to the policy decision.  Over the past reporting period I have kept the council advised of any developments that had the potential to expose the city to legal or reputational risk. These often came up in the context of closed session discussion, confidential memorandum, individual council member briefings, and emails.

Submitted: March 18, 2023 SA Wood

Office of the City Attorney, City of Sacramento
Report for Calendar Year
2022

2 The City Attorney's Office is pleased to present the annual report of activi- ties accomplished in 2022. Emerging from the pandemic, 2022 was a year of transition on multiple fronts. The beginning of the year saw us continuing to support the city's efforts to distribute ARPA funding and other grants to commu- nity organizations and businesses to address the effects of closures and by the end of the year we were working on multiple projects addressing re-opening ef- forts , including the Council's return to in-person meetings and establishing hy- brid work schedules.

Last year was also a significantly busy election year with multiple Charter amendments addressing governance as well as four council district elec- tions. Attorneys spent a significant amount of time working on and drafting Measures L, M , N and O for the voters’ consideration. After voters approved these measures, the attorneys immediately began working on drafting imple- mentation recommendations for the Council. The City Attorney’s work advising the council and departments on implementing these measures will continue in 2023.

In 2022, the city embarked on an effort to address the homelessness crisis by requesting that the county enter in to an MOU that sought to clearly identify the roles and responsibilities of each agency and clearly identify specific cooper- ative steps the city and county were going to take to collaboratively tackle the homelessness crisis. Attorneys played a significant role in the development of this agreement. Implementation of this MOU will factor significantly in 2023.

Respectfully,
Susana Alcala Wood
City Attorney
City of Sacramento

3 OVERVIEW
The administration and general support functions of the office are per- formed under the direction of the City Attorney. The Administration Team is City Attorney Susana Alcala Wood; Chief Assistant City Attorney Sandra G. Tal- bott ; Assistant City Attorney Matthew D. Ruyak; Assistant City Attorney Brett M. Witter; Supervising Deputy City Attorneys Gustavo. L. Martinez, Jerry C.

Hicks, Steve Y. Itagaki and Andrea M. Velasquez; Law Office Administrator An- gela Kolak; and Special Assistant to the City Attorney Jenny Manzer Beck.

The Administration Team strives to maintain a work environment that in- spires excellence and creativity, while rewarding productivity. We promote ca- reer enhancement with ongoing training and staff development. The office pro- vides staff the opportunity to obtain needed credits for Mandatory Continuing Legal Education (MCLE), as well as other professional-association seminars.

The Administration Team develops and implements office policies and procedures; monitors overall office performance and individual performance; prepares and administers the office budget; handles all personnel hiring and oth- er personnel matters; assembles and analyzes office productivity data, including production of an annual report; and engages in long-range and succession plan- ning. Together the team prioritize the establishment and maintenance of rela- tionships and trust with the City Council and their staff, public commissions and valued City departments, officers and city staff.

4 Many of the City Council’s goals and policies are implemented by the en- actment of new resolutions and ordinances or the amendment of existing resolutions and ordinances. The City Council adopted 33 ordinances during 2022.

The General Counsel & Advisory Section, Strategic Projects & Research Section, Community Advocacy & Public Safety Section, and the Litigation & Human Re- sources Section assisted City staff in drafting legislation and, where needed, in work- ing through the entire process of developing effective legislation and working with stakeholders and other interested parties. Our Draft Ordinance Review Committee (DORC) held 28 meetings to review various legislative proposals during Calendar Year 2022. Below are the issues addressed by ordinances enacted during 2022.

Amending City’s Fee and Charge Report for
Recycling and Solid Waste Rates
Landmark on Sacramento Register of Historical and
Cultural Resources 1121 40th Street
Amending City Code Relating to Cannabis
Businesses and the Illegal Cultivation of Can-
nabis
Adding Section to the Sacramento City Code Relat-
ing to Organic Mulch and Paper
Listing of 2701 E Street as a Landmark on the
Sacramento Register of Historic Cultural Re-
sources
Repealing of Ordinance and Levying Special Taxes
Relating to Improvement Areas of Delta Shores
Amending Title 17 of City Code by Rezoning
Acres of Luther Drive
Development Agreement for Innovation Park
Planned Unit Development
Listing 420 4th Avenue as Landmark on Sacra-
mento Register of Historic and Cultural Re-
sources
Listing 2722 Coleman Way as Landmark on the Sac-
ramento Register of Historic and Cultural Resources
Amending Sacramento City Code Relating to
Sidewalk Obstructions and Pedestrian Inter-
ference
Adding to the Sacramento City Code Relating to
Emergency Shelter and Enforcement Act of 2022
Adding to the Sacramento City Code Relating
to the Panhandle Impact Fee
Rezone Approximately 1.13 Acres of Real Property
from Limited Commercial & Executive Airport
Overlay
Amending Sections of the City Code Relating
to the Docks in Old Sacramento
Amending and Adding Sections to the Sacramento
City Code to Adopt Local Amendments to the Cali-
fornia Building Standards Code Relating to Alterna-
tive Water Systems.

Listing Montgomery Way as Landmark on the
Sacramento Register of Historic and Cultural
Resources
Amending Sacramento City Codes Relating to
Sacramento Metropolitan Cable Television Commis-
sion
5 Amending Title 17 of the Sacramento City Code
by Rezoning 183.8± Gross Acres from the Sports
Complex Zone (SPX-PUD) to the General Com-
mercial Zone (C-2-PUD) at 1 Sports Parkway in
Accordance with the Innovation Park Planned
Unit Development
Rezone Approximately 5.23 Acres of Real Proper-
ty from the Heavy Commercial (C-4-Spd) Zone to
the General Commercial (C-2-Spd) Zone within
the River District Special Planning District
Deleting Chapter 10.32 of the Sacramento City
Code, Relating to Cruising
Listing 2911 Riverside Boulevard as a Landmark
on the Sacramento Register of Historic and Cul-
tural Resources
Amending section 3.82.030 of the Sacramento
City Code, relating to disposition of badges
Amending and Deleting Sections of Sacramento
City Code, Relating to Access to Health Care
Facilities and Declaring the Ordinance to be an
Emergency Measure to Take Effect Immediately
Upon Adoption
Amending Title 17 of the Sacramento City Code
by Rezoning ±8.34 Acres on San Juan Road from
the Agricultural (A) Zone to the Multi-Unit
Dwelling (R-3a) Zone.

Adding Chapter 12.100 to the Sacramento City
Code, Relating to Emergency Shelter and En-
forcement Act of 2022
Amending Section 8.136.020 of, and Adding Sec-
tion 8.136.080 to, the Sacramento City Code,
Relating to Registration of Vacant Lots
Deleting and Adding Chapter 15.36 of the Sacra-
mento City Code, Relating to Adoption of the
2022 California Fire Code with Local Amend-
ments
Amending Chapters and Sections of Title 15 of
the Sacramento City Code to Adopt Local
Amendments to the CA Building Standards
Code, Relating to the Sacramento City Building
Code
Ordinance Relating to Building Standards Code
Relating to New Building Electrification
Amending Sections of Sacramento City Code to
Adopt Local Amendments to the CA Building
Standard Code, Relating to Alternate Water Sys-
tems
Adding Chapter 1.14 to City Code Relating to
Mayor and Councilmember vacancies
Repealing Ordinance No. 2021-0034 and Adopt-
ing Military Equipment Use Policy

6 Operating Budget for FY 2021-2022: $ 10,998,570
Sources:

General Fund: $ 8,088,179
Interdepartmental Funds: $ 2,432,221
Enterprise or other funding: $ 478,170
The City Attorney’s budget includes a fixed annual revenue amount of $52,000. That budgeted amount is recovered primarily from services billed to the Sacramento Public Library Authority, as well as other fees and charg- es recoverable to the City Attorney from the Citywide Fee and Charge Schedule.

The City Attorney also received an additional $14,600 for services ren- dered to the Sacramento Public Library Authority in excess of the services delivered as part of the fixed annual amount. Pursuant to Council Resolu- tion #2020-0227, these funds were set aside in the City Attorney’s technolo- gy capital improvement project (CIP) which is used as the primary source for new computer hardware when end-of-lifecycle equipment is replaced.

In addition to the revenue figures above, the City Attorney recognized a total of $474,095 in revenue under Council Resolution #2009-164 (Justice for Neighbors Multi-Year Operating Project). Those funds were set aside in the JFN MYOP, which is used to provide resources to the City to combat quality-of life-issues under the Social Nuisance Code.

7 Department efficiencies: Incorporated pandemic-related protocols into office policies and practices in preparation for return to work in city spaces. Provided office equipment to remote staff to maintain seamless support of department mission.

SERVICE-DELIVERY PRIORTIES ACHIEVED IN 2022:

Continued to guide the Council and Departments through the changing laws and regulations related to cannabis, pandemic protocols on enforcement programs, and the expansion and evolution of the Cannabis Opportunity Reinvestment and Equity program.

Assisted the Council and City Manager by researching and advising on options available to the City for securing additional resources and opportunities to pro- vide services and housing for the City’s unsheltered population.

Assisted the Council and City Manager by analyzing, researching, and advising on issues related to the pandemic, including the health and safety of employees and citizens, economic recovery, access to available funding, and return to city spaces protocols.

8 This division provides advisory and enforcement services to the Sacramento Police Department (SPD) and the Code Enforcement and Dangerous Housing divisions of the Community Development Department. The division partners with enforcement departments to prosecute and abate physical and social nuisances. The division also in- cludes a Criminal Prosecution Unit that prosecutes criminal violations of the City Code.

The mission of the division is to fight corrosive social and criminal nuisances that degrade the quality of life in the City. Operating under the "broken windows" theory, the division’s aim is to identify, prioritize, and address criminal problems before they grow into serious offenses that can lead to urban decay. The division understands that the ability to respond to neighborhood complaints and address criminal problems proactively is critical to improving quality of life in our neighborhoods.

Through the Justice for Neighbors (JFN) program our office has coordinated with the City’s enforcement departments, including the Fire and Community Development Departments, to target abandoned structures, nuisance properties, and blight plaguing neighborhoods. The JFN team files lawsuits seeking aggressive and specifically-tailored injunctive relief, including stay-away orders, closure of properties, hiring of security guards, installation of video camera systems, and other improvements to properties.

Summary Calendar Year
Staff Reports: 133

Contracts: 69 Public Records Act: 78

Criminal Prosecution: 182
Misdemeanors 180
Infractions: 2

Assignments and Matters: 399
9 • Continued to close illegal residential cannabis grow houses and collect a sub- stantial amount of administrative and civil penalties.
• Led the Justice for Neighbors team to abate social and physical nuisance proper- ties throughout the City.
• Assisted the Department of Community Response and the City Manager’s Of- fice with producing the Citywide Homelessness Response Protocols establishing a priority ranking system to address encampments and criteria for removal. • Assisted the Police Department with training and producing confidential police personnel records pursuant to SB 1421 and AB 748 state disclosure laws. • Assisted the Police Department with training and guidance on petitioning the courts for emergency gun violence restraining orders against persons posing a danger to self or others.
10 Summary Calendar Year
2022
Staff Reports: 886 Public Records Act: 97 Contracts: 1314 Assignments and Matters: 2521
The General Counsel and Advisory Division provides legal advice and support to the City Council, all City departments, and staff. The advisory attorneys provide full support for City operations, including:

Drafting and reviewing ordinances and resolutions
Preparation and review of contractual documents
Researching federal, state, and local law
11 • Aided in the drafting of a first-in-the-nation resolution creating a youth liaison to City Council, to enhance youth participation at Council meetings.
• Worked with DOU staff and consultants to draft resolutions for the first proposed new drain- age rate since the passage of Proposition 218 in 1996. The resolutions set out City procedures for majority protest proceedings and mailed ballot elections; developed a mail ballot election process; and addressed legal questions that arose during the process. The City’s voters ulti- mately approved a new drainage rate in the first property-related fee election in City history. • Coordinated a class action lawsuit based on unlawful collusion on prices for aluminum sulfate purchased by the Department of Utilities. The total distribution to the City of $148,518, consti- tuted a material return on the estimated overcharges by the City’s vendors. • Aided in the drafting of an ordinance regulating the public’s use of the Old Sacramento Docks – leased from the State. After decades without any regulations, a new City Code was adopted regulating the location, hours, and fees for public mooring. In addition to providing a defini- tive set of rules for vessel owners who utilize the docks, the new City Code should enhance the public’s overall experience at the dock area in Old Sacramento.

• Assisted in drafting an agreement for the receipt of $1.8 million dollars in state funding that was applied towards the expansion of Fairytale Town. As part of the funding provided to the City through Senate Bill 170, $1.8 million was allocated towards a construction project that expands Fairytale Town. The half-acre expansion includes construction of a story center activi- ty building that includes an indoor play area and meeting room as well as an outdoor ampi- theater-style area for additional educational events. While Fairytale Town must raise addition- al funds for completion of the project, the agreement provides that the City will reimburse Fairytale Town, Inc., for up to $1.8 million dollars as part of the construction project.

• Assisted City staff (planning division and utilities department) in having an alternate water systems (dual plumbing) ordinance enacted. The ordinance makes local amendments to the California Plumbing Code to require gray water systems for certain buildings over 10,000 square feet and require installation of an additional piping system for on-site treated non- potable gray water systems for certain buildings that are over 50,000 square feet. • Assisted the building division in enacting an ordinance making local amendments to the 2022 California Building Standards Code.
• Assisted the planning division and building division in enacting an ordinance making local amendments to the 2022 California Green Standards Code that prohibited gas infrastructure for certain new buildings three stories or less.
• Advised the Community Development Department on the drafting of the 2040 General Plan (scheduled for adoption in 2023).
12 • Advised on the implementation of new housing laws on topics including accessory dwelling units, ministerial housing approvals, urban lot splits, and issues raised under the Housing Accountability Act, all of which are aimed at increasing housing availability within the City.

• Advised on several housing projects that will bring much needed housing to the City, including Joshua’s House, which will provide a place to stay and comfort care to terminally ill individuals experiencing homelessness. It will be the first hospice center for terminally ill homeless people in California and one of only a few in the country.

• Assisted in negotiating EAP contract with new provider.

• Worked with Leaves office to assist several employees with accommodations to continue working.

• Reviewed documentation and advised on the close-out of several long-term construction projects, including the SAFE Credit Union Convention Center, the SAFE Credit Union Performing Arts Center, Fire Station 14, and the Winn Park Building.

• Drafted and reviewed grant documents for the allocation and expenditure of $23,050,000 million in Community Reinvestment Projects and Lower Ameri- can River Parkway Access Improvement Projects.

13 Summary Calendar Year
Ongoing Litigation Cases Handled: 345
Cases Resolved: 104
Litigation Cases Opened: 122
Litigation Review: 14 Cannabis: 4 Civil Rights: 15
Employment: 19 Subrogation-Collection: 4 Tort/Appeal: 52 Writs: 7 Eminent Domain: 1 Contract: 1
Litigation Advice: 3 Code Enforcement: 1 Petition to File Late Claim: 1 TRO: 1

The Litigation Division defends and prosecutes civil litigation cases on behalf of the City and its officers and employees acting in the course and scope of employment; and provides legal support to Risk Management. Division at- torneys work in all manner of law including civil rights, personal injury, prop- erty damage, construction defect, eminent domain, breach of contract, employ- ment, and CEQA. Division attorneys work in both the administrative and civ- il arenas providing litigation services in arbitration and administrative pro- ceedings and in both state and federal courts.

Other Assignments: 29
Advice: 11 Public Records Act: 6 Subpoenas:12
14 • Area Congregation Together, et al. v. City of Sacramento, et al. - Petitioners filed a writ of mandate, seeking to deprive the citizens of the City of Sacramento of their right to vote on the Emergency Shelter and Enforcement Act of 2022 (ESEA) on the grounds that it violated Martin v. City of Boise (9th Cir. 2019) 920 F.3d 584. The City successfully opposed the writ and the ESEA was placed on the November 2022 ballot as Measure O, which was passed by the voters.
• Emily Wheeler v. Appellate Div. of LA Superior Court - At the request of the City of Los Angeles, the City drafted and filed an amicus brief regarding this commercial can- nabis regulation case. The brief focused on the importance and significant interest in maintaining local control over commercial cannabis regulation and enforcement. • Lana LeChabrier v. City of Sacramento - Plaintiff alleged to have suffered personal injuries including being deafened by a Sacramento Regional Transit light rail train that honked its horn while passing J Street at the 6th Street intersection. The Court granted the City’s demurrer to Plaintiff’s complaint. Plaintiff appealed the Court’s ruling. • Laura Birdsong v. City of Sacramento – Plaintiff suffered personal injuries in a slip and fall while walking on the sidewalk at the 800 block of Plaza Avenue. Plaintiff al- leged the accumulation of mud and algae created a dangerous condition of public property. The City filed a motion for summary judgment and Plaintiff dismissed the case.
• Khoua Vang v. City of Sacramento: Plaintiffs alleged civil rights violations and wrongful death in this officer-involved shooting case. Senior Deputy City Attorneys Sean Richmond and Matthew Day tried the case in Federal Court. The result was a hung jury heavily favoring the City.
• Angela Updegraff v. City of Sacramento: This case involved a tree branch that fell and struck Plaintiff, causing significant injuries. Senior Deputy City Attorneys Chance Trimm and Matthew Day tried the case in Superior Court and obtained a de- fense verdict.
• Curtis Luckey v. City of Sacramento: Plaintiff alleged he was falsely arrested by the Sacramento Police Department. Division attorneys filed a motion for summary judg- ment which the Superior Court granted, resulting in judgment in favor of the City. • Lisa Kenton v. City of Sacramento – Plaintiff suffered personal injuries in a trip and fall while walking in a mow strip in front of 1318 18th Street. Plaintiff sued the prop- erty owners and the City alleging dangerous condition of public property.

After the City filed a motion for summary judgment Plaintiff dismissed the City.

15 • Caliber Collision v. City of Sacramento and RASA - Caliber operates an autobody repair business located at 2310 Lexington Street, Sacramento CA. Throughout 2020 and 2021, Caliber claimed individuals experiencing homelessness had been living on City streets and City lots adjacent to its property, threatening “the health, safety, and well -being of Caliber’s employees, customers and vendors, and have further caused detrimental effects to Caliber’s business, with the threat of further and escalating business damage and un- safe conditions.” Caliber sued the City in Federal Court alleging its constitutional rights had been violated. It sought injunctive relief and the recovery of attorney’s fees and costs. The City and RASA settled this matter with Caliber 4 months after the complaint was filed. In exchange for installing parking restriction signage and allowing Caliber to lease the adjacent RASA properties, Caliber dismissed all of its claims against the City, including its claim for attorney’s fees and costs.
16 Summary Calendar Year
Assignments and Matters: 458
Staff Reports: 657 Public Records Act: 52 Contracts: 124

The Strategic Projects and Research Division provides legal advice on projects initiated by the City Council or that require multi-departmental coor- dination. SPR attorneys also provide legal advice to the City Council, charter offices, and city departments .
17 • Emergency Shelter and Enforcement Act of 2022. Assisted and advised on the voter- approved ESEA, as well as the related homelessness partnership agreement between the City and County of Sacramento, and the City’s and County’s collaboration proto- col; all of which commit the City and County to work together to address the local homelessness crisis, with a focus on unified outreach, enrollment of services, mental health services, and temporary and permanent housing.

• Railyards CFD Special Tax Bonds, Series 2022. Represented the City in the $30 mil- lion bond issuance for the Railyards Community Facilities District, which included the review and revision of the master indenture, supplement indenture, bond pur- chase agreement, and the preliminary official statement. The Bond proceeds are ex- pected to be used for the acquisition and construction of a storm drainage pump sta- tion and outfall facility as well as other water and storm drain improvements, road- ways and traffic improvements, and landscaping and park improvements.

• La Familia Opportunity Center Grant Agreement. Drafted a $2 million grant agree- ment between the city and La Familia Counseling Center, Inc., for the acquisition and construction of the La Familia Opportunity Center. The Center will serve as a com- munity hub and provide critical services and resources to some of the city’s most dis- advantaged neighborhoods.

• Public Benefits and Mixed Income Housing Policy. Assisted with the adoption of the policy and the completion of the first policy project with CT Gateway LLC at 3400- 3401 Stockton Blvd. The project involved a $15 million investment for 230 units, with 161 affordable housing units, including low- and moderate-income units. This project contributes to the City’s efforts to reduce homelessness by increasing the number of affordable housing units in the city and by utilizing non-housing city funds to create a public benefits fund to produce more projects that support the community.

• Railyards Infrastructure Grant Project Delivery Agreement. Drafted a project deliv- ery agreement between the city and the master developer of the Railyards project, Downtown Railyard Venture, LLC, under which the city will provide up to $30 mil- lion in State-allocated funds for the design and construction of public infrastructure that will spur development in the Railyards.
18 Law Clerks:

Our award winning law clerk program continues to thrive, thanks to all of the attorneys who are willing to work with and provide guidance to the students.

Our office was acknowledged by the McGeorge School of Law’s Public Legal Ser- vices Society as an exceptional supporter of their mission of enhancing the ability of law students to choose public interest or public service careers in the 2020-2021 academic year.

The majority of the applicants are students from local law schools, (University of the Pacific and UC Davis) but we have also had applicants from Berkeley, Pepperdine, University of Virginia, and William and Mary. Our office hosts students year-round, part-time during the school semesters and full-time during the summer. The law clerks are not paid but receive a wealth of experience as they work on issues from all four sections within the office.

The law clerks also accompany attorneys to meetings, arbitrations, media- tions, depositions, hearings, and trials, all of which help them utilize their newly acquired skills in a professional setting. The office currently has four former law clerks that were hired to work as Deputy City Attorneys.

19 Career Fair Outreach:

Our Office joined the Sacramento Regional Diversity Ca- reer Fair which aims to connect employers with diverse legal candidates for current and future job openings. This furthers our commitment to diversity, equity and inclusion in the workforce. 20 Leadership:

The Sacramento City Attorney’s Office and City Attorney Susana Alcala Wood were awarded the Leadership Award from Habitat for Humanity for their innovative work in helping to create more affordable housing. The Justice for Neighbors program has helped to transform former illegal cannabis grow houses into affordable housing for families.

21 Office of the City Attorney
915 I Street, Fourth Floor
Sacramento, CA 95814

(916) 808-5346 Phone

Attachment 4

OFFICE OF THE CITY ATTORNEY
DEI Strategies and Goals
A. Internal structural efforts to embed DEI goals in the City Attorney’s Office Since the creation of the City Attorney’s Office’s internal DEI team in 2021, much was accomplished in 2022.

Our team created both short and long-term goals, including the implementation of our office’s Diversity Mission Statement:

CITY ATTORNEY’S OFFI CE - DIVERSITY MISSI ON STATEMENT
The Sacramento City Attorney’s Office is fully committed to diversity, equity, and inclusion by employing a workforce that is as diverse as the people of the City of Sacramento. We foster this mission by treating each other with respect, eliminating barriers so that everyone can reach their full potential, and creating a safe space for dialogue related to current and pressing challenges faced in our communities such as: economic, gender, sexual orientation, racial, and religious disparities.

Diversity - in people and perspective - is essential to the extraordinary legal services that we provide to the City of Sacramento. We are committed to recruiting, developing, retaining, and promoting exceptionally talented lawyers and staff with diverse backgrounds and experiences to continue t o provide the City with the outstanding leadership, integrity, and counsel it deserves.

We created a strategic plan that includes recruitment, development and training, retention and promotion and community outreach.

In furtherance of the commitment to make DEI an integral part of the City Attorney’s Office structure, subcommittees were created to focus on both internal and external topics that advance our DEI goals.

A mentorship program was created to pair colleagues with one another not only for training purposes but to come together with common goals, expectations, focus, trust, and respect.

Lastly, we had our first all-staff off-site meeting, organized by the City Attorney and the CAO Diversity Team working with Aimee Barnes and her team, to start the conversation around identifying learning points and objectives for future capacity building discussions.

B. Report on recruitment, hiring and promotion efforts
Recruitment:
 A comprehensive review was completed of where CAO recruitments are advertised and shared and a more expansive list was created to increase the reach to more organizations.
 Members of the CAO team participated in an inaugural minority job fair organized by local bar associations.

C. Tracking hiring and promotion efforts
The CAO’s commitment to diversity in the City Attorney’s Office has had positive impacts on achieving the goals laid out in the Office Diversity Mission Statement.

Since the Auditor published the “2017 Audit of the City’s Gender and Ethnic Diversity” in January 2018, the CAO has reaped the benefits of its commitment to DEI efforts across the entire office. This table sets out our employees’ self- reported ethnic identities, by number of employees and percentage of employees in the CAO, in the Auditor’s report and again at the end of 2022.

ETHNICITY 2018 12/31/2022
WHITE 37 (79%) 39 (64%)
HISPANIC 1 (2%) 7 (11%)
ASIAN 3 (6%) 5 (8%)
BLACK 3 (6%) 6 (10%)
TWO/MORE 2 (4%) 1 (2%)
FILIPINO 1 (2%) 3 (5%)
HAW/PI 0 0
AM INDIAN 0 0
MENA 0 0
Total Employees 47 61
Our DEI efforts have also continued to improve employment opportunities for women in the CAO.

GENDER 2018 12/31/2022
FEMALE 26 (55%) 35 (57%)
MALE 21 (45%) 26 (43%)
Total Employees 47 61
Finally, the commitment of the CAO, and particularly its administrative team, to the DEI mission ha s resulted in equitable promotional opportunities when considering the ethnic and gender makeup of the office. Since 2018, the CAO has provided promotional opportunities on 24 occasions, and the below table sets out the number for each ethnic group and gender, as well as the percentage of the promotions that number represents.

Ethnicity Promotions
White 13 (54%)
Hispanic 3 (13%)
Asian 1 (4%)
Black 4 (17%)
Filipino 3 (13%)
Gender Promotions
Female 14 (61%)
Male 10 (39%)
Attachment 5

OFFICE OF THE CITY ATTORNEY
Report on 2022 volunteer, professional and community involvement and activities by CAO staff
 City Attorney Susana Alcala Wood was elected to serve as the second vice president of the Cal Cities City Attorney’s Department.  City Attorney’s Office joins the legal community at the Sacramento Regional Diversity Career Fair which aims to connect employers with diverse legal candidates for current and future job openings.  Senior Deputy City Attorney Katherine Underwood served as the 2022 President of the Women Lawyers of Sacramento.
 Senior Deputy City Attorney Katherine Underwood was one of three who put together a panel discussion on the topic of embracing intersectionality , in honor of International Women ’s Day, with the Sacramento County Bar Association and Women Lawyers of Sacramento .
 Senior Deputy City Attorney, Emilio Camacho, was nominated to Chair the Cannabis Regulation Committee (Committee) of the League of California Cities within the City Attorneys Depa rtment .  Habitat for Humanity of Greater Sacramento honored the Sacramento City Attorney ’s Office for its innovative work in helping to create more affordable housing.
- Habitat ’s leadership award was presented to City Attorney Susana Alcala Wood and the City Attorney ’s office during Habitat for Humanity ’s 28th annual Hammy Awards.
 Assistant City Attorney Matt Ruyak was selected to serve on the CalCities to review and update the City Attorney’s Department Municipal Law Handbook.
 Senior Deputy City Attorneys Jennifer Gore and Michael Voss presented “Public Construction Law – Key Issues and the Role of the Attorney Advisor ” to the Sacramento Chapter of the American Public Works Association .

 Senior Deputy City Attorneys Michael Sparks and Kurt Wendlenner presented an overview of the Public Acts Request Citywide via CityYOU .
 Senior Deputy City Attorneys Aaron Israel and Beau Parkhurst presented “A Case Study: A Capital City’s Approach to Unshel tered Homelessness ” to the International Municipal Lawyers Association .  Senior Deputy City Attorney Aaron Israel presented “ Confronting Unsheltered Homelessness in the Wake of Martin v. City of Boise” to the Sacramento County Bar Association.
 Deputy City Attorneys Aaron Israel, Kevin Kundinger, Angel Solis and Senior Deputy City Attorneys Beau Parkhurst and Emilio Camacho gave a training session via CityYOU “Enforcement Strategies to Address Homelessness.”  Office Administrator Angela Kolak volu nteered with the Sacramento Legal Secretaries Association at their annual event which hands out candy and leads craft activities with the children in attendance.
 The staff of the City Attorney’s Office, as part of the holiday tradition, collected $650 to donate to Women’s Empowerment, a non -profit organization that educates and empowers women who are homeless with the skills and confidence necessary to get a job, maintain a healthy lifestyle, and regain a home for themselves and their children.

City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00911 7/25/2023 Discussion Item 2.

Annual Report and Performance Evaluation for City Council Appointive Officer - City Auditor File ID: 2023-00911
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.

Contact: Jorge Oseguera, City Auditor, (916) 808-7270, [email protected], Office of the City Auditor
Presenter: Jorge Oseguera, City Auditor, (916) 808-7270, [email protected], Office of the City Auditor
Attachments:
1-Description/Analysis
2-Council Staff Linkage: City Auditor
3-Office of the City Auditor Activity Report for FY 2022/23 4-Office of the City Auditor Proposed Performance Measures and Goals for FY 2023/24 5-External Quality Control Review and Certificate of Compliance Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The annual report and 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.

Overview
The Office of the City Auditor provides independent, objective, and reliable information regarding the City's ability to meet its goals and objectives, and establish an adequate system of internal controls.

In many cases, this involves verifying compliance with laws and regulations, assessing the efficiency and effectiveness of the City's operations, and identifying internal control weaknesses and failures.

The City Auditor also prepares persuasive audit reports with recommendations to mitigate or eliminate the areas of concern.

Page 1 of 3 ends

File ID: 2023-00911 7/25/2023 Discussion Item 2.

The City Council appoints the City Auditor independent of other City Offices to promote and enhance honest, efficient, effective, transparent, and accountable City government. The City Auditor reports directly to City Council and has full responsibility for the direction and management of the Office of the City Auditor. The City Auditor works closely and interfaces with the City Council, Audit Committee, Charter Officers, Department Directors, and Division Managers.

City of Sacramento Charter § 77 City Auditor establishes the following:

The city council shall appoint a city auditor and shall prescribe the qualifications, duties, and compensation of such officer. The city auditor shall independently assess and report on city operations and services; shall assist the council in the conduct of budgetary inquiries and in the making of budgetary decisions; and shall have such other powers and duties as may be prescribed by state law and by ordinance or resolution of the city council. The city auditor shall appoint all other members of the city auditor’s office.

City Code Section 2.18 expands on what is established in the City Charter. Some of the City Auditor’s key responsibilities include:
· By April 15th each year, the city auditor shall submit an annual work plan to the city council for approval.
· The city auditor shall prepare a written report of the results of each audit conducted and will be responsible for retaining a copy as a permanent record. The city auditor shall periodically review audit recommendations and investigations as practical to determine if responsive action has been taken. The city auditor may request status reports from audit subjects regarding actions taken to address audit findings and recommendations. · The city auditor shall conduct audits of city departments, offices, boards, commissions, and committees as directed by the council.
· Audits shall be conducted in accordance with Generally Accepted Government Auditing Standards (GAGAS) promulgated by the Comptroller General of the United States of America. · The city auditor shall manage the city’s whistleblower hotline and determine if allegations of fraud, waste, abuse, or illegal acts need further investigation. · The city auditor shall assist the council’s budgetary inquiries and budgetary decisions. · The city auditor shall make recommendations to the city council in connection with the city auditor’s audits, investigations, analyses, studies, and reports.

The attached linkage policy report will be used by the City Auditor to inform the City Council in closed session of the City Auditor’s compliance with the City Council’s expectations detailed in the Linkage Policy and any issues or concerns that the Auditor needs to discuss with the City Council.

The other attachments will be used to support and expand on the compliance with Council expectations and summarize the Office’s accomplishments over the past year.

Policy Considerations: Council Rules of Procedure, Chapter 18.

Page 2 of 3 ends

File ID: 2023-00911 7/25/2023 Discussion Item 2.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

Page 3 of 3 ends

Council Staff Linkage: City Auditor
Sc
ope: Council Directed
P
olicy Contact
Lawrence Carr, Chair of Governance Ad Hoc Committee
City Council Member, District 8
(916) 808-5071
[email protected]
P
olicy Number: 003
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Auditor Report
Frequency: Annually, based on appointment date
A. T
he City Auditor provides independent, objective, and reliable information regarding the City's ability to meet its goals and objectives. The City Auditor promotes honest, efficient, effective, transparent, and accountable City government.

B. T
he City Auditor reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Auditor.

C. T
he City Auditor 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.

D. T
he City Auditor shall provide applicable monitoring reports to the City Manager for consolidation into a comprehensive citywide report.

E. Th
e City Auditor shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.

F. T
he City Auditor shall submit an annual audit plan to the City Council for approval. The annual audit plan may be amended during the year with the approval of the City Council.

The City Auditor is responsible for managing the City’s Whistleblower Hotline. The City Auditor will also perform special projects and investigations as directed by the City Council.

2 Council Staff Linkage: City Auditor
G. The City Auditor shall conduct audits in accordance with Generally Accepted Government Auditing Standards (GAGAS) promulgated by the Comptroller General of the United States of America. The City Auditor shall be subjected to a peer review at least once every 3 years and maintain a Certificate of Compliance with GAGAS.

H. The work of the auditor shall provide reasonable assurance regarding the achievement of objectives in the following areas:

1. Adherence to plans, policies, and procedures.

2. Compliance with applicable laws and regulations.

3. Effectiveness and application of administrative and financial controls.

4. Effectiveness and efficiency of operations.

5. Reliability of data.

6. Safeguarding assets.

7. Accuracy of monitoring reports.

I. The City Auditor, in the performance of his or her duties, shall have unlimited access to all activities, records, property, and personnel, unless restricted or prohibited by law. The City Auditor shall not directly audit or investigate the office of any elected official unless the City Council or the elected official requested the review.

J. The City Council shall review the results of all audits and reports from the City Auditor.

Audit reports shall be agendized for City Council discussion and approval. In addition, the City Auditor shall inform the City Council of the results of any substantiated whistleblower investigations. The City Auditor shall inform the City Council when he or she reasonably determines that an audit indicates a significant financial, operational, or reputational risk to the City Council. In all cases, reports shall be sent to the City Council and those in management, who are in positions to see that action is taken on audit findings and recommendations.

Oﬃce of the City Auditor Ac�vity Report For FY 2022/23

The Oﬃce of the City Auditor’s mission is to provide a catalyst for improvements of municipal opera�ons, promote credible, eﬃcient, eﬀec�ve, fair, focused, transparent, and a fully accountable City Government.

In order to keep the City Council informed of the City Auditor’s work, the City Auditor reports on a regular basis to the City Council regarding its Ac�vity Reports, Recommenda�on Follow-up reports, and Whistleblower Hotline Ac�vity reports. For example, the following table details the status of audit projects as of June 2023.

Status of the City Auditor’s FY 2022/23 Audit Plan

Preliminary
Survey
Risk
Assessment Fieldwork Report
Wri�ng
Report
Issuance
Date
Assignments Completed
Risk Assessment of the City’s Revenue
Sources Completed Completed Completed N/A N/A
Language Accessibility Gap Analysis, Survey
Results, and Policy Recommenda�ons Completed Completed Completed Completed 22-Dec Audit of the Cannabis Code Enforcement Unit Completed Completed Completed Completed 22-Oct Audit of the City’s Financial Condi�on Completed Completed Completed Completed 22-Sep Execu�ng A Contract with the Wrong En�ty
and Awarding Funding Without Writen
Agreements Compromised the City’s Ability to
Audit Wide Open Walls and David Sobon
Events
Completed Completed Completed Completed 22-Jul
Assignments Pending Presenta�on To the
Council
2022 Diversity Assessment of Boards,
Commitees, and Commissions Completed Completed Completed Completed 23-Jul Audit of the Police Department’s Property
and Evidence Division – Part 1 Completed Completed Completed Completed 23-Aug Assessments of Revenues and Expenses
Associated with the City's COVID-19 Response
- Report No. 5
Completed Completed Completed Completed 23-Aug
Audit of the Department of U�li�es
Supervisory Control and Data Acquisi�on
(SCADA) System
Completed Completed Completed Completed 23-Sep
Assignments in Progress
Ethics Commission Assessment Completed Completed Completed In Progress Audit of Fire Department EMS Completed Completed Completed In Progress Audit of the Police Department’s Property
and Evidence Division – Part 2 Completed Completed In Progress Audit of the City’s Complaint Inves�ga�on
and Resolu�on Prac�ces Completed Completed In Progress
Audit of Homeless Response In Progress
Audit of the Transient Occupancy Tax In Progress
Sacramento Children and Youth Health and
Safety Act (Measure L) NA NA In Progress

City Auditor Dashboards
To promote transparency and accountability, our oﬃce maintains several dashboards that City Council, City employees, and the public can use to analyze certain informa�on. These include dashboards on audit recommenda�ons, whistleblower hotline ac�vity, the City of Sacramento Community Survey, and several others on Diversity.

For example, the Oﬃce of the City Auditor created the City of Sacramento Gender and Ethnic Diversity Dashboard which provides interac�ve data on the gender and ethnic composi�on of City employees over �me. The ﬁgure below is a screenshot of the dashboard. Users can analyze City employee demographic data by ﬁltering for diﬀerent variables.

Oﬃce Of the City Auditor Gender and Ethnic Diversity
As shown in the table below, the City of Sacramento is a very diverse community, and the Oﬃce of the City Auditor does well to reﬂect in its staﬀ the gender and ethnic diversity of the City of Sacramento.

White
Hispanic
Asian
Black or African
American
Two or More
Races
Middle Eastern
or North African
Filipino
American Indian
or Alaska Native
Native Hawaiian
or Other Pacific
Islander
Other
Total Population
2020 City Population (524,943 Total) 30% 29% 17% 13% 6% NA 3% 0.5% 2% 0.7% 524,943 City Auditors Office 2021 30% 30% 10% 10% 10% 10% 0.0% 0% 0.0% 0% 10 City Auditors Office 2022 33% 33% 11% 11% 0% 11% 0.0% 0% 0.0% 0% 9 City Auditors Office 2023 20% 40% 20% 10% 0% 10% 0.0% 0% 0.0% 0% 10 Male
Female
Other
Total
2020 City Population (524,943 Total) 49% 51%
City Auditors Office 2021 40% 60% 10
City Auditors Office 2022 44% 56% 9
City Auditors Office 2023 50% 50% 10
Oﬃce of the City Auditor Performance Metrics and Goals for FY 2023/24

Oﬃce of the City Auditor City key deliverables:
• Did the Oﬃce of the City Auditor receive a cer�ﬁcate of compliance with Generally Accepted Government Audi�ng Standards (GAGAS) within the last three years? • Did the Oﬃce of the City Auditor present the proposed work plan by April 15th? • Did the Oﬃce of the City Auditor provide the City Council with ac�vity reports regarding audits, recommenda�ons, and whistleblower �ps and inves�ga�ons? Oﬃce of the City Auditor Performance Goals:
• 80% of work plan completed or ini�ated within the Fiscal Year • 100% of staﬀ meet Con�nuing Professional Educa�on requirements of GAGAS • 95% of audit ﬁndings accepted by the City Council
• 95% audit recommenda�ons accepted by the City Council • 90% recommenda�ons in agreement with City Management

TheAssociationofLocalGovernmentAuditorsAwardsthis
CertiﬁcateofCompliancetothe
CityofSacramentoOfﬁceoftheCityAuditor
Recognizingthattheorganization’sinternalqualitycontrolsystemwassuitablydesignedandoperatingeffectivelytoprovidereasonableassuranceofcompliancewithGovernmentAuditingStandardsforauditandattestationengagementsduringtheperiodJanuary1,2019throughDecember31,2021.

Corrie Stokes
CorrieStokesALGAPeerReviewCommitteeChair

City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00889 7/25/2023 Discussion Item 3.

Annual Report and Performance Evaluation for City Council Appointive Officer - City Clerk (Review Period Fiscal Year 2022/23)
File ID: 2023-00889
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.

Contact: Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk
Presenter: Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk
Attachments:
1-Description/Analysis
2-Office of the City Clerk Annual Report
3-Compliance with Council Staff Linkage Policy
4-Appointed Officer Evaluation Template - City Clerk
Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The annual report 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 of and to give direction on the workplan for the upcoming year.

City of Sacramento Charter § 71 City Clerk mandates the following:

The city council shall appoint a city clerk who shall have custody of and shall be responsible for the official seal and records of the city. The city clerk shall act as secretary of the city

Page 1 of 2 ends

File ID: 2023-00889 7/25/2023 Discussion Item 3.
council and all other boards, commissions and agencies of the city. The city council shall prescribe the qualifications additional duties and compensation of the city clerk. The city clerk shall appoint subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.

The City Clerk performs executive management duties by overseeing the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced administrative tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of governing bodies, municipal ordinances, resolutions, codes and other government documents; provides highly responsible and complex administrative support to the members of the City Council.

Policy Considerations: Council Rules of Procedure, Chapter 18.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

Page 2 of 2 ends

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 1 of 12

Annual Report – July 2023

Statistics based on Fiscal Year 2022/23 – July 1, 2022 through June 30, 2023.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 2 of 12

Honorable Mayor, Councilmembers, and Community Members,

The Office of the City Clerk is pleased to partner with the mayor, councilmembers, our colleagues, and constituents to maximize public participation in local government as we collaborate to move forward our city’s priorities.

The past few years have been challenging as we navigated moving to a completely virtual public meeting platform due to the Covid-19 pandemic. We then successfully returned to in-person meetings while maintaining virtual participation by the public. We are proud that we were able to innovate, to ensure public participation and engagement, and to maximize transparency.

This annual report will highlight our accomplishments from the previous year and objectives for the upcoming year.

Regards,

Mindy Cuppy, MMC
Sacramento City Clerk

[email protected]
(916) 808-7200

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 3 of 12
Overview

The City Clerk oversees the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced organizational tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of legislative bodies, municipal ordinances, resolutions, codes and other government documents; and provides highly responsible and complex administrative support to the members of the City Council.

City of Sacramento Charter § 71 City Clerk mandates the following:

The city council shall appoint a city clerk who shall have custody of and shall be responsible for the official seal and records of the city. The city clerk shall act as secretary of the city council and all other boards, commissions and agencies of the city.

The city council shall prescribe the qualifications additional duties and compensation of the city clerk. The city clerk shall appoint subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.

The Office of the City Clerk’s mission is to provide excellent customer service to our internal and external customers. We strive to maximize public access to local government by recording and preserving the legislative history of the city and ensuring it is transparent and accessible.

The Office of the City Clerk is responsible for the following:

• Legislative management for City Council, Council Standing Committees, Boards, Commissions, and Committees.
• Boards and commissions administration.
• Ethics Commission staffing including ethics complaint coordination, Code of Ethics, and Sunshine Ordinance monitoring.
• Elections Official.
• Maintenance of the City’s Municipal Code and Charter. • Statutory compliance and filing officer for Fair Political Practices (FPPC) filings and mandatory training.
• Contracts processing, bid openings, and legal noticing. • Citywide records management and document retention.
• Public records requests.
• Community Tickets Program (Golden 1 Center)
• Operational management for the mayor and council offices, including human resources, accounting, travel, and facilities management.
• Administrative, personnel, and fiscal operations support for the Office of the City Clerk, Office of Public Safety Accountability, and City Auditor.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 4 of 12
Evaluation Period Accomplishments

In addition to the statutory responsibilities of the City Clerk, over this past year the following are significant accomplishments:

• Successfully resumed in-person city council, council standing committee, board, commission, and committee meetings. We have continued to offer public access to meetings via an online and telephonic platform.
• Assumed the role and responsibility for legislative management of all city boards, commissions and committees including agenda management, staffing, and maintaining a clear and transparent legislative history. Consistency across advisory bodies assures that commissioners have the tools they need to be successful in their role, members of the public know how to participate, and there is a consistent process for commissions to advise the city council.
• Created a city boards, commission and committee orientation program, handbook, guide to meeting facilitation, and recruitment video. By uplifting commissioner voices, we continue to expand their advisory role.
• Established an online system for lobbyist registration and reporting. This portal increases transparency and accessibility of reports.
• Created and maintained a Microsoft Teams environment for the mayor and council offices to communicate, collaborate, and educate. Our office was recognized by the City Clerks Association of California (CCAC) as Innovative Program of the Year for this project. • Assumed the role of Decorum Officer ensuring a fair and consistent process for public meeting facilitation so that the city’s business can be accomplished. • Continued to assist in moving council priorities forward.

Strategic Goals and Objectives for the Upcoming Evaluation Period

In the upcoming year, we are excited to be continuing to focus on our boards, commissions, and committees to ensure transparency, consistency, diversity, and inclusive participation. This includes, but is not limited to:

• Proactive recruitment that ensures diversity, equity, and inclusion. • Comprehensive commissioner and staff education.
• Effective annual reporting process for constant communication between the council and commissions.
• Highlighting for the council and our community the important work of city commissions. • Ensuring clear and consistent policies, scope, council direction, and communication. • Review of all city board, commission and committee establishing code for consistency and relevance and recommend any updates.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 5 of 12
In the upcoming year, the Office of the City Clerk will also:

• Research and begin implementation of a new agenda management system to improve transparency, consistency, accessibility, and maintenance of legislative history. • Expand mayor and councilmember support to include councilmember onboarding and training, council staff training, and expanded support for council community events. • Will professionalize our ceremonial recognition program to elevate prestigious recognition and create tools for council offices to recognize members of our community. • Research and begin implementation of a new codification vendor to update and maintain our municipal code.
• Continue support in moving council priorities forward.

Office of the City Clerk Team

The Office of the City Clerk consists of an extremely dedicated and competent staff. We are motivated to provide exceptional service to our internal and external customers.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 6 of 12
Legislative Management
City Council, Council Standing Committees, Boards, Commissions, and Committees

The Office of the City Clerk is responsible for legislative management of the following city boards, commissions, and committees. This includes agenda management, staffing, and maintaining a clear and transparent history of each legislative body.

• Sacramento City Council
• Budget and Audit (B&A) Council Standing Committee
• Law and Legislation (L&L) Council Standing Committee
• Personnel and Public Employees (P&PE) Council Standing Committee • Racial Equity Council Standing Committee
• Active Transportation Commission
• Administration, Investment and Fiscal Management Boards • Aggie Square Enhanced Infrastructure Financing District Public Financing Authority • Animal Care Services Citizens Advisory Committee
• Ann Land and Bertha Henschel Memorial Funds Commission • Civil Service Board
• Compensation Commission
• Defined Contributions Plans Committee
• Ethel MacLeod Hart Trust Fund Advisory Committee
• Housing Code Advisory and Appeals Board
• Litigation Resolution Committee
• Measure U Community Advisory Committee
• Parks and Community Enrichment Commission
• Planning and Design Commission
• Preservation Commission
• Sacramento Arts, Culture, and Creative Economy Commission • Sacramento Community Police Review Commission
• Sacramento Disabilities Advisory Commission
• Sacramento Ethics Commission
• Sacramento Independent Redistricting Commission
• Sacramento Youth Commission
• Stadium Area Enhanced Infrastructure Financing District Public Financing Authority • Utilities Rate Advisory Commission

We are currently recruiting for the inaugural Sacramento Children’s Fund Planning and Oversight Commission.

Over the past year, the City Clerk’s department has published agendas and staffed 311 public meetings, processed 1,801 staff reports, 437 resolutions, 27 ordinances, and 365 motions.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 7 of 12
In an effort to continue to uplift the voices of city boards, commissions, and committees, this year the city council adopted an update to Sacramento City Code Chapter 2.40 - Boards and Commissions Generally. The City Clerk presented a report to all city commissions on this update.

We have created a Commission Program Video, Commissioner Orientation, Commissioner Handbook, and a Guide to Meeting Facilitation to continue to educate appointees to our boards, commissions, and committees.

The Council Rules of Procedure was updated in November 2022 and in March 2023. The City Clerk was instrumental in creating and implementing the process for councilmember requests for future agenda items and the subsequent process for councilmember proposal requests.

Citywide Records Management

The Office of the City Clerk is responsible for our Citywide Content Management System (CCM).

This system allows automated retention rules and litigation holds to be placed on documents within its system, and for vital records of the City’s legislative bodies to be available to the public via the online record library. We are constantly adding documents to the database and tagging fields to relate documents. Currently there are over 15.5 million records in in CCM and 10 million records in the online record library.

This year the Office of the City Clerk processed 4,459 public records requests, 95 litigation holds, and 78 subpoenas. Government Code states that within 10 days you shall respond to a requestor, however, should you need additional time, you may request an extension. For extensive requests, we may notify the requestor that additional time is needed as long as an estimated date when records will be made available is provided to the requestor. The majority of our requests (75%) have been fulfilled within the initial 10-day deadline. There are requests that are complex and take a longer period to provide records, however, we consistently follow the applicable regulations and provide the requestor an estimated date and disclose records as they become available. Our average closure time is 21 days.

4,459 public records requests processed.
75% completed within the initial 10-day deadline.

Average closure time is 21 days.

2,782 contracts were also processed through the City Clerk’s department this past year.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 8 of 12
Public Records Requests by Department

Public Records Requests Closure Statistics

Animal Care
6%
Building/Planning
25%
Cannabis
2%
Code Enforcement
6%
Fire
22%
Media Requests
Video/Camera Related …
Multi-Department
30%
Police Department
Component
6%
Referred
to SPD
10%
Referred to Outside
Agencies/Jurisdications
22%
Referred to City
Website for Self
Service
23%
No Responsive
Records
27%
No Response
from
Requestor
16%
Withdrawn
2%
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 9 of 12
Operational Support to the Mayor and Councilmember Offices

Our Mayor/Council Operations team processes all human resources, training, and finance tasks for the Mayor, City Council, City Clerk, City Auditor, and Office of Public Safety Accountability.

Over the past year we have crossed trained additional staff and put processes in place to streamline services.

This past fiscal year, we processed 997 checks, 132 purchase card statements, and 50 travel requests, as well as other financial requests, ultimately resulting in 5,781 individual financial transactions entered, processed, and approved for the Offices of the Mayor and City Council, City Auditor, and Office of Public Safety Accountability. We have onboarded 31 new Council staff and 44 volunteers, including transitioning in 3 new Council offices.

A significant accomplishment over the past year was implementing a Microsoft Teams (Teams) environment to communicate, collaborate and educate.

The Office of the City Clerk utilizes Teams to host a private Team for each of the Offices of the Mayor and City Council. These Teams contain operational information for finance, human resources, payroll, facilities, ceremonial documents as well as provides a space for notifications regarding upcoming council meetings, agenda, etc. All council staff and elected officials are added into the Teams as part of the onboarding process. Each team is limited to the staff members in the respective office.

Training, assistance in setting up office Teams, and other information is provided by the Office of the City Clerk. These Teams are designed to be a self-service resource for finding commonly needed information as well as a place to organize communications with the Office of the City Clerk outside of an email inbox.

We are pleased to share that we were honored by the City Clerks Association of California for the Innovative Program of the Year for the way we utilize this platform.

In addition to utilizing Teams, we have continued to expand the use of a virtual receptionist to streamline and enhance the guest experience on the 5
th floor. This past year, we averaged 50
weekly check-ins on our virtual receptionist. We have also brought council event contracting support to the Office of the City Clerk in order to simplify the process for planning and hosting events. This past year we initiated 53 total contracts and assisted with the insurance and procurement processes involved in council events and services.

In support of the citywide contracting processes, the Office of the City Clerk hosted 55 public bid openings this past fiscal year.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 10 of 12
Ticket Policy and Golden 1 Center Community Group Ticket Program

During this evaluation period, the Office of the City Clerk distributed tickets to 70 events at the Golden 1 Center, for a total of 2,133 guests in the city suite.

94% of tickets distributed went to Community Groups for the public purpose of promoting community cultural, recreational, educational, and social services, facilities, and programs available with the public within the city.

3% of tickets were distributed for general employee morale or retention, and 1% of tickets were distributed to promote economic development and to reward public service, respectively.

We have 128 participating Community Groups in our Community Group Ticket Program providing a variety of services across the city. The majority of groups participating identify as non-profits providing services focused on youth, education, and arts and culture.

In December 2022 we updated the City’s Acceptance, Distribution, Use, and Reporting of Tickets Policy to ensure we are distributing tickets to the Golden 1 Center Suite in accordance with the public purpose and maximizing access by recognized community groups, non-profit organizations, schools, youth groups, and similar groups and organizations.

Arts / Culture
Other
Environmental / Sustainability
Emergency / Crisis Services
Food Services
Health Services
Substance Abuse Services
Transportation Services
Housing Services
Rec / Sports
Family Services
Literacy
Education Services
Military / Veterans Services
Disability Services
Senior Citizen Services
Homeless Services
Youth Services
Community Center
Other
Neighborhood Association
Non-profit
Library
Youth Group
School / School Group
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 11 of 12
Elections and Statutory Compliance

In November 2022 the following were presented to the voters:

• City Council Candidates for District 1, District 3, District 5, District 7 (District 7 decided in June, no run-off election needed) • Measure L – Sacramento Children and Youth Health and Safety Act • Measure M – Redistricting Map Implementation
• Measure N – Tourism and Economic Development Facilities • Measure O – Sacramento Emergency Shelter and Enforcement Act of 2022

Later this year we will again offer candidates for the upcoming election cycle electronic submission of most election documents. In addition, candidates can schedule appointments for nomination package pick up and submission directly via the online portal, as well as appointments for a pre-review of documents prior to submittal. In conjunction with the City’s new website release, new updated election pages have been launched to provide the public with comprehensive information about the steps required to run for elective office.

The Political Reform Act requires certain public officials to disclose their personal financial information on a Statement of Economic Interests, Form 700, so the public may review that information and be knowledgeable that the official is not using their decision-making authority to affect their personal financial interests. The city has 1,092 filers. This year we had 99% of on- time filing compliance.

State law requires the filing of campaign disclosure statements by local candidates for elective office, elected officeholders, and committees supporting or opposing local candidates or ballot measures. These statements provide the public with details on who contributes money to a committee, and how that money is spent. We currently have 108 active campaign committees.

Lobbyists are also required to register with the Office of the City Clerk. The purpose of the Lobbyist Registration and Reporting Code is two-fold: 1) To ensure the public has full knowledge of who is attempting to influence the decisions that affect City policy; and 2) To ensure that elected City officials are informed of what interests each lobbyist represents. This year we implemented an electronic filing platform to ensure timely filing and instant online access. We currently have 19 active lobbyists registered.

The filing of financial disclosure forms are managed through the Office of the City Clerk and are available for public viewing via our website.

Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 12 of 12
Good Governance Program

The City Clerk is responsible for reporting to the city council on the operations of Title 4 of the Sacramento City Code, Ethics and Open Government includes the Code of Ethics and Transparent Government and Public Engagement.

• Sacramento City Code Chapter 4.02, Code of Ethics provides that city employees shall treat their office or position as a public trust.

• Sacramento City Code Chapter 4.04, Transparent Government and Public Engagement provides that the city’s business shall be conducted in an open and transparent fashion.

There are no recommended amendments to either Chapter 4.02 or Chapter 4.04 for the coming year.

The Office of the City Clerk also supports the Sacramento Ethics Commission. This past year, the commission updated the Sacramento Ethics Commission Procedures. The commission also deliberated and forwarded to the city council recommendations regarding modernizing the Lobbyist Registration and Reporting Code. The City Clerk’s Office and Attorney’s Office are moving forward draft updates to the relevant city code sections to the Law and Legislation Committee and City Council in the coming months.

Council Staff Linkage: City Clerk

Annual Performance Evaluation of Mindy Cuppy, MMC, City Clerk (Review Period: August 1, 2022-July 31, 2023)

This report is to document compliance with the Council Staff Linkage Policy for the City Clerk for Fiscal Year 2022/23 (July 1, 2022 through June 30, 2023).

Scope: Council Directed

Policy Contact
Lawrence Carr, Chair of Governance Ad Hoc Committee
City Council Member, District 8
(916) 808-5071
[email protected]

Policy Number: 004
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Clerk Report
Frequency: Annually, based on appointment date

A. The City Clerk performs executive management duties by overseeing the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced administrative tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of governing bodies, municipal ordinances, resolutions, codes and other government documents; provides highly responsible and complex administrative support to the members of the City Council.

Over the past year the City Clerk has successfully overseen the activities and functions of the Office of the City Clerk. Statistics related to department activities is provided in the Office of the City Clerk Annual Report – July 2023.

B. The City Clerk reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Clerk.

Council Staff Linkage: City Clerk
C. The City Clerk 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.

Over the past year the City Clerk has not allowed any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent, or in violation of commonly accepted business and professional ethics.

D. The City Clerk shall provide applicable monitoring reports to the City Manager for consolidation into a comprehensive citywide report.

Over the past year the City Manager has not requested any monitoring reports. The City Clerk constantly shares information with the City Manager and other Charter Officers. All council appointive officers constantly collaborate to efficiently move mayor and councilmember priorities forward.

E. The City Clerk shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.

Over the past year the City Clerk has treated the council as a whole while still being responsive to individual council requests. The City Clerk was instrumental in creating and implementing the process for councilmember requests for future agenda items and the subsequent process for councilmember proposal requests.

F. The City Clerk is responsible for:

1. Timely responses to requests for public records.

This year the Office of the City Clerk processed 4,459 public records requests, 95 litigation holds, and 78 subpoenas. Government Code states that within 10 days you shall respond to a requestor. Should you need additional time, you may request a 14-day extension. For extensive requests, we may notify the requestor that additional time is needed as long as an estimated date when records will be made available is provided to the requestor. The majority of our requests (75%) have been fulfilled within the initial 10-day deadline. There are requests that are complex and take a longer period to close, however, we always follow the applicable regulations and give the requestor an estimated date and disclose records as they become available. Our average closure time is 21 days.

2. Maintaining the legislative history of the city.

Over the past year, the City Clerk’s department has published agendas and staffed 311 public meetings, processed 1,801 staff reports, 437 resolutions, 27 ordinances, and 365 motions.

Council Staff Linkage: City Clerk

3. Maintaining the records management and document retention program.

The Office of the City Clerk is responsible for our Citywide Content Management System (CCM). This system allows automated retention rules and litigation holds to be placed on documents within its system, and for vital records of the City’s legislative bodies to be available to the public via the online record library. We are constantly adding documents to the database and tagging fields to relate documents. Currently there are over 15.5 million records in in CCM and 10 million records in the online record library.

4. The efficient conduct of city elections.

In November 2022 the following were presented to the voters:

• City Council Candidates for District 1, District 3, District 5, District 7 (District 7 decided in June, no run-off election needed)
• Measure L – Sacramento Children and Youth Health and Safety Act • Measure M – Redistricting Map Implementation
• Measure N – Tourism and Economic Development Facilities • Measure O – Sacramento Emergency Shelter and Enforcement Act of 2022

5. Timely filing of Fair Political Practices (FPPC) reports.

6. Efficient city council human resources, training, and finance operations.

Our Mayor/Council Operations team processes all human resources, training, and finance tasks for the Mayor, City Council, City Clerk, City Auditor, and Office of Public Safety Accountability.

We have efficiently processed all administrative tasks. Over the past year we have crossed trained additional staff and put processes in place to streamline services.

Council Staff Linkage: City Clerk

7. Conducting a transparent public bid opening process.

The Office of the City Clerk has processed 55 bid openings this past year. We not only serve as the impartial office opening bids, but scan and add the documents to our electronic content management system.

8. Conducting a citywide contract management program.

2,782 contracts were processed through the Office of the City Clerk this past year.

9. Efficient operation of the Good Governance Program (Sunshine Ordinance and Code of Ethics).

• Sacramento City Code Chapter 4.02, Code of Ethics provides that city employees shall treat their office or position as a public trust.

• Sacramento City Code Chapter 4.04, Transparent Government and Public Engagement provides that the city’s business shall be conducted in an open and transparent fashion.

There are no recommended amendments to either Chapter 4.02 or Chapter 4.04 for the coming year.

The Office of the City Clerk supports the Sacramento Ethics Commission. This past year, the commission updated the Sacramento Ethics Commission Procedures. The commission also deliberated and forwarded to the city council recommendations regarding modernizing the Lobbyist Registration and Reporting Code. The City Clerk’s Office and Attorney’s Office are moving forward draft updates to the relevant city code sections to the Law and Legislation Committee and City Council in the coming months.

Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 1 of 4 City Council Appointive Officer Evaluation Template– City Clerk

Performance Evaluation of Mindy Cuppy, City Clerk
Review Period: July 31, 2022 through August 1, 2023

This document is intended to be a tool that could be used by the mayor and city councilmembers in evaluating the annual performance of the City Clerk to be discussed in closed session pursuant to Government Code section 54957(b). Competencies are taken from the Council Staff Linkage: City Clerk policy.

CORE COMPETENCIES Comments
Treats the council as a whole and is responsive to individual council members except where substantial resources are
required to fulfill a request.

Keeps Council and colleagues informed in a timely manner.

Willing to try new ideas proposed by governing body
members and/or staff.

Maintains knowledge of current developments affecting the practice of local government management.

Demonstrates a capacity for innovation and creativity.

Diligent and thorough in the discharge of duties.

Anticipates and analyzes problems to develop effective
approaches for solving them.

Sets a professional example by handling affairs of the public office in a fair and impartial manner.

Consistently maintains a positive and respectful attitude toward others. Develops cooperative relationships and
works collaboratively to achieve goals by sharing information in an appropriate, timely, and professional manner.

Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 2 of 4

POSITION SPECIFIC COMPETENCIES Comments
Timely responses to requests for public records within legal guidelines.

Maintains legislative history of the city including the records management and document program.

Efficiently conducts elections within legal guidelines.

Coordinates filing of Fair Political Practices (FPPC) reports within legal guidelines and transparently makes available all reports.

Coordinates efficient human resources, training, and finance operations for the mayor and city council offices.

Conducts a transparent and fair public bidding process.

Coordinate a citywide contract management program to
ensure legal guidelines are met and executed contracts are maintained appropriately.

Efficient operation of the Good Governance Program
(Sunshine Ordinance and Code of Ethics).

Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 3 of 4 Evaluation Period Accomplishments

In addition to the statutory responsibilities of the City Clerk, over this past year the following are significant accomplishments:

• Successfully resumed in-person city council, council standing committee, board, commission, and committee meetings. We have continued to offer public access to meetings via an online and telephonic platform. • Assumed the role and responsibility for legislative management of all city boards, commissions and committees including agenda management, staffing, and maintaining a clear and transparent legislative history. Consistency across advisory bodies assures that commissioners have the tools they need to be successful in their role, members of the public know how to participate, and there is a consistent process for commissions to advise the city council. • Created a city boards, commission and committee orientation program, handbook, guide to meeting facilitation, and recruitment video. By uplifting commissioner voices, we continue to expand their advisory role. • Established an online system for lobbyist registration and reporting. This portal increases transparency and accessibility of reports. • Created and maintain a Microsoft Teams environment for the mayor and council offices to communicate, collaborate, and educate.

Our office was recognized by the City Clerks Association of California (CCAC) as Innovative Program of the Year for this project. • Assumed the role of Decorum Officer ensuring a fair and consistent process for public meeting facilitation so that the city’s business can be accomplished.
• Continued to assist in moving council priorities forward.

Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 4 of 4 Strategic Goals and Objectives for the Upcoming Evaluation Period

• Proactive recruitment that ensures diversity, equity, and inclusion. • Comprehensive commissioner and staff education.
• Effective annual reporting process for constant communication between the council and commissions. • Highlighting for the council and our community the important work of city commissions. • Ensuring clear and consistent policies, scope, council direction, and communication. • Review of all city board, commission and committee establishing code for consistency and relevance and recommend any updates.

In the upcoming year, the Office of the City Clerk will also:

• Research and begin implementation of a new agenda management system to improve transparency, consistency, accessibility, and maintenance of legislative history.
• Expand mayor and councilmember support to include councilmember onboarding and training, council staff training, and expanded support for council community events.
• Will professionalize our ceremonial recognition program to elevate prestigious recognition and create tools for council offices to recognize members of our community.
• Research and begin implementation of a new codification vendor to update and maintain our municipal code. • Continue support in moving council priorities forward.

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.

Page 1 of 2 ends

File ID: 2023-00912 7/25/2023 Discussion Item 4.

Commission/Committee Action: Not applicable.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

Page 2 of 2 ends

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.

City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00913 7/25/2023 Discussion Item 5.

Annual Report and Performance Evaluation for City Council Appointive Officer - City Treasurer
File ID: 2023-00913
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.

Contact: John Colville, City Treasurer, (916) 808-8297, [email protected], Office of the City Treasurer
Presenter: John Colville, City Treasurer, (916) 808-8297, [email protected], Office of the City Treasurer
Attachments:
1-Description/Analysis
2-Appointed Officer Evaluation - City Treasurer
3-Compliance with Council Staff Linkage Policy - City Treasurer Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The annual report and 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.

Page 1 of 2 ends

File ID: 2023-00913 7/25/2023 Discussion Item 5.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

Page 2 of 2 ends

Performance Evaluation of John Colville, City Treasurer –April 15, 2023 Page 1 of 6 City Council Appointive Officer Evaluation – City Treasurer 2023

Performance Evaluation of John Colville, City Treasurer Review Period: April 15, 2022, through April 15, 2023

Overview

The city treasurer performs executive management duties by overseeing the activities and functions of the Office of the City Treasurer, including the supervision of a professional staff, the investment and management of all city funds, issuance and management of city debt, and the coordination and administration of the city’s banking operations.

City of Sacramento Charter § 73 City Treasurer mandates the following:

The city treasurer shall be responsible for the deposit and investment of all funds of the city treasury not made subject to the control of others pursuant to this Charter. The city treasurer shall keep the city council fully advised as to the deposit and investment of funds subject to his control. The city council shall prescribe the qualifications, additional duties, and compensation of the city treasurer. The city treasurer shall appoint, subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.

The City Treasurer is responsible for the following:

 Banking
o Serve as the Citywide Lead/Program Manager and principal liaison between the city’s business units and the city’s banking vendor.
o Establish and administer a variety of banking services for the receipt, disbursement, and safekeeping of city monies and investments.
o Responsible for the implementation and sustainability of the city’s Compliance Program for Payment Card Industry Data Security Standard (PCI DSS). o Formulate and implement policies, programs, and procedures of banking operations including armor car services, PCard, ACH, and electronic payments. o Provide, coordinate, and conduct training for city departments on internal and external banking activities and compliance issues.
 Debt Management
o Responsible for the planning, coordination, and issuance of all city debt (public or private placement).
o Work with Finance Department and City Attorney's Office staff, as well as external staff to develop the Rate and Method of Apportionment of Special Tax related to new Mello- Roos Districts.
o Manage the pre-issuance process of all financings, whether public or direct placement. o Manage the feasibility analysis of potential projects (such as small-equipment lease or enterprise revenue bond issues), working in conjunction with various city departments. o Manage communication between the city and rating agencies and current bondholders.

Performance Evaluation of John Colville, City Treasurer –April 15, 2023 Page 2 of 6 o Review and provide material edits to all draft rating agency credit reports or rating surveillance publications.
o Manage the levy development process for land-secured districts. o Evaluate and determine collections of land-secured districts; if necessary, initiate accelerated foreclosure proceedings.
o Manage the delinquency process; including stripping parcels from the secured roll (in accordance with bond covenants) and seek payment for bondholders. o Manage the reconciliation for special tax collections to determine sufficiency of covering necessary debt service payments and administrative costs of land-secured districts. o Review and approve reserve fund valuation as prepared by the trustees. o Review and approve all debt service payments, including sweeps of the reserve fund or supplants of the reserve fund.
o Review and approve all continuing disclosure filings, annual filings, event filings, and voluntary filings before the filings are uploaded to MSRB's EMMA system.

 Investments
o Manage the city’s Pool A ($1.6B) and SHRA’s Pool D ($136 mm) short-term investment portfolios for principal preservation, liquidity, and income. o Portfolio Manager for the Sacramento City Employees’ Retirement System (SCERS) which includes equities, fixed-income, and equity option securities. o Manage endowment and trust funds that were bequeathed to the city:
 Ann Land/Bertha Henschel Endowment ($4.5mm) – Poor and indigent citizens  Ethel Hart Memorial Endowment ($3.0mm) – Senior citizens  George H. Clark Memorial Scholarship ($1.7mm) – Sacramento high school student scholarships
o Participate on the Defined Contribution Committee which conducts advisory activities for the city’s 401A and 457 defined contribution programs. o Oversee and monitor the daily cash management to ensure adequate liquidity for the city.
o Prepare monthly, quarterly, and annual reports for the council and portfolio participants to ensure transparency.
o Complete all reporting in compliance with SEC regulations.

Evaluation Period Accomplishments

In addition to the statutory responsibilities of the City Treasurer, over this evaluation period the following are significant accomplishments:

 Banking
o Banking Operations continues to manage the City’s Merchant Services Program.  Monitoring over 70+ Merchant Accounts, with gross sales averaging $186M, equating to more than 3.5M transactions, annually.

Performance Evaluation of John Colville, City Treasurer –April 15, 2023 Page 3 of 6  Despite limited public counter operations, gross sales increased by 22% from the prior fiscal year, due primarily to offering more online options. o Coordinated and co-led team in a Clean Report of Compliance, using established Payment Card Industry Data Security Standard (PCI DSS) Policy and Procedures, while continuing to streamline the annual audit by improving monitoring and compliance gaps that ensure the City remains compliant with all new and ongoing payment card regulations.
o Negotiated and renewed the Master Depository Banking, Merchant, and Custodial Services Agreements.
 Pricing for banking and merchant continued without any price increases.  PCard rebate increase from 1.20 to 1.70 bps (benefit to city)  Small increase in custody services of $140k annually, due to market rates. o Worked with city council staff and CBOs to explore the concept of a Public Bank to facilitate funding for affordable housing, climate initiatives, small business loans, and other mayor and council objectives.
o Partnered with Finance to develop and implement a citywide Wire Transfer Policy to mitigate fraud and streamline money transfers.
o Assisted Finance in renewing the city’s Armored Car Service contract as well as the implementation of the citywide cashiering project.

 Debt Management
o Completed the issuance of the Delta Shores CFD (Improvement Area No. 2) in the amount of $10.23 million.
o Completed the issuance of the Railyards CFD in the amount of $30 million. o Received an upgrade from Standard & Poor for North Natomas CFD from BBB+ to A-.

The credit rating for all other issuances were affirmed with a stable outlook. This was substantial given the fallout from the pandemic and the U.S. economic slowdown. o Worked with DOU to develop the Designated Reserve Policy for the city’s Water, Wastewater, and Storm Drainage funds.
o Facilitated the comprehensive update of the Transient Occupancy Tax (TOT) forecast to determine the city’s ability to issue additional TOT bonds for eligible projects. o Worked with the City Manager, City Attorney, and SHRA to develop the Middle-Income Housing Bond Policy.
o Assisted the Parking Division in assessing the financial feasibility of a new parking garage in the Railyards.
o Worked with DOU to review their rate model and provided cost driver recommendations.

 Investments
o The Investment Staff manages over $1.6 billion in the City’s Pool A account. The portfolio is consistently ranked in the top tier of California cities with similar populations and pool sizes. Staff also manages over $136 million in the SHRA Pool (D) account. These pools' main objectives in order of importance are principal preservation, liquidity, and yield. For the most recent fiscal year ending June 30, 2023, the Pool A Performance Evaluation of John Colville, City Treasurer –April 15, 2023 Page 4 of 6 portfolio had an annual 5-year average return of 1.81% vs the 5-year average annual return of the Local Agency Investment Fund (LAIF) at 1.37%. Based on the average portfolio size over the last 5 fiscal years of $1.3 billion, this equates to an additional $5.7mm in additional earnings per year.
o The Investment Staff manages over $250 million in multiple asset classes in the SCERS plan. The plan has just 828 active participants and 1 current employee. The plan has an annual actuarial target of 6.0%. Through fiscal year ending June 30, 2023, the plan has a 10-year average annual return of 7.58%. This outperformance equates to approximately $2.9mm of additional earnings per year based on an average portfolio size of $250mm.

The funding status of the system is nearly 100%.
o Worked with the council to facilitate the removal of fossil fuel securities from the city’s portfolios.

Appointive officer comments.

Performance Evaluation of John Colville, City Treasurer –April 15, 2023 Page 5 of 6 Evaluation Process

The Mayor and Councilmembers are asked to evaluate the City Treasurer based on the criteria set forth in the Council Staff Linkage: City Treasurer document established by the council’s Governance Committee that was chaired by previous council Member Larry Carr in 2018. This document has been included as an attachment.

Additional Mayor and Council Member Comments
Provide additional comments regarding the performance of the City Treasurer over the past evaluation period.

Mayor/councilmember comments listed here.

Performance Evaluation of John Colville, City Treasurer –April 15, 2023 Page 6 of 6 Strategic Goals and Objectives for the Upcoming Evaluation Period List and describe the strategic goals and objectives that are expected to be achieved in the upcoming evaluation period.

 Banking
o Issue an RFQ for a Public Bank to determine feasibility. o Work with DOU on implementing a digital bill payment solution. o Complete and implement citywide banking policies and procedures to streamline workflow and mitigate fraud.

 Debt Management
o Complete the refunding of North Natomas CFD 4, Series E bonds to realize an estimated savings of $4 million.
o Complete the partial refunding of the Water Revenue Refunding Bonds, Series 2020 to realize an estimated savings range of $6 – 10 million.
o Re-initiate the issuance of Greenbrier CFD (Improvement Area No. 2), Series 2024 bonds.
o Re-initiate the issuance of Delta Shores CFD (Improvement Area No.1), Series 2024 bonds.
o Facilitate the issuance of additional TOT bonds for eligible projects that may include Old Sacramento, the 102 acres in Meadowview, and the Granite Regional Park.

 Investments
o Transition the Treasury Accounting Management System to provide the investment staff real time information to make more effective decisions.

 Miscellaneous
o Continue to work with the Council and City Manager to find creative financing solutions for affordable housing projects, climate initiatives, economic development (Aggie Square, Railyards etc.) and other strategic objectives.

Council Staff Linkage: City Treasurer

Scope: Council Directed

Policy Number: 006
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Treasurer Report
Frequency: Annually, based on appointment date

During the 2022-23 fiscal years, I have met all the subjective criteria and exceeded all of the investment performance objectives.

A. The City Treasurer provides recommendations and advice to the City Council and City Manager regarding fiscal matters and project financings. The Treasurer manages the city’s investment portfolio, endowment funds, and the city’s debt.

I have worked with the City Council and City Manager on many fiscal matters and project financings including gap funding strategies for affordable housing projects, a Middle Income Housing Policy, loan strategies for a potential MLS arena, and redefining the allowable uses of TOT revenues to facilitate the development of more inclusive and diverse city projects, including a sports facility in Meadowview. At the Council’s request I worked with Finance to conduct a City General Fund Stress Test to determine the feasibility of issuing additional debt to fund the Housing Trust Fund. In addition, my team has found funding solutions for infrastructure for the development of Delta Shores, Greenbrier, the Railyards, and Aggie Square. The CTO currently manages over $2.0 billion in SCERS’, Pool A, and endowment funds as well as $1.8 billion in city debt.

B. The City Treasurer reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Treasurer.

C. The City Treasurer 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, or organizational circumstance that is illegal, unethical, imprudent, or in violation of commonly accepted business or professional ethics. The department goes through an annual audit as part of the City’s audit overview.

2 Council Staff Linkage: City Treasurer
D. The City Treasurer shall provide applicable monitoring reports to the City Manager for consolidation into a comprehensive citywide report.

The CTO is responsible for the accounting for all city investments and disclosures. We provide all required information for the City’s ACFR and external auditors as well as all industry disclosures for the City’s debt issuances.

E. The City Treasurer 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 have been extremely responsive to requests made of the CTO by the council body. I have been responsive to individual members only when substantial resources were not required including analyzing concepts like a Public Bank, Middle Income Housing, development of the 102 acres and Granite Park. I have made a point to the members that if significant resources would be necessary, I would like the direction to come from the entire council.

F. Investments

1. Pool A
a. Manage the portfolio within the guidelines of the investment policy and California

Pool A is managed within the guidelines of CA State Investment Code 53601. This is confirmed annually by the City’s external auditor.

b. Maintain a high level of interest income (yield in top 10 California municipalities).

Pool A continues to maintain one of the highest investment yield of the top 10 California municipalities. The Pool’s 2.79% return outperformed an average of these pools by 20 basis points over the fiscal year, which equates to about $3.25 million in excess earnings.

c. Provide a yield return above the State’s Local Area Investment Fund (LAIF).

Pool A’s 2.79 % return trailed the State of California’s Local Agency Investment Fund (LAIF) by 37 basis points (typical of when the yield curve is severely inverted, as it is currently), which equates to about $6.0 million in lagging earnings. For the last 5 years, however, Pool A has outperformed LAIF by 32 basis points, which equated to about $24.0m in excess earnings over the last 5 years.

3 Council Staff Linkage: City Treasurer

2. Sacramento City Employees’ Retirement System
a. Implement and maintain an approved asset allocation with the expectation of achieving the retirement system’s actuarial assumption.

The investment staff works with Segal Marco Advisors, the retirement plan’s consultant, to set an annual asset allocation strategy to meet the 6.0% (reduced from 6.5% on 7/1/21) actuarial assumption. SCERS’ returned 10.13% for the fiscal year and outperformed the overall Custom Benchmark (8.56%) by 157 bps which equated to over $3.7 million in excess performance. We expect the funding status to remain at nearly 100% when the next actuarial report is released in the Fall. As a result of the high funded status, the current annual city contribution is approximately $1.5million annually. In comparison, the City’s annual contribution averaged around $10 million annually 10 years ago.

b. Maintain a risk profile in which active risk does not exceed 200 basis points of attribution away from the custom benchmark.

The SCERS’ portfolios are managed such that the active risk within each portfolio is less than their corresponding benchmark. We do this to insulate the plan assets against significant portfolio losses. This is confirmed in the quarterly investment reports from the consultant that show each portfolio’s Risk and Return Index, Beta Measurement, and Market Capture Report.

G. Endowment Funds

1. Ann Land/Bertha Henschel Endowment – Generate $140K annually.

Although the stated target is to generate $140k annually, staff has been able to slowly increase the funding in each of the last 5 years. The current estimated funding allocation for the upcoming grant cycle will be $170K. These funds are used for grants to help the poor and indigent in Sacramento.

2. Hart Endowment – Generate $400K over a five-year period.

Generated the required funding for the senior citizens of Sacramento. The $400k requirement was established in 1993 when bond yields and dividends were much higher. In spite of interest rate volatility, the recent upwards trend in rates gives staff the ability to continue to meet this funding target. Going forward, this income target will become more challenging as interest rates begin to moderate, and the funding target may need to be revisited.

3. George H. Clark Scholarship Fund – Generate $20K annually.

Generated the $20K annually to fund the four college scholarships for Sacramento Unified High School seniors.

H. Debt Management

1. Comply with bond covenants for tax-exempt financings.

The CTO complied with all bond covenants.

4 Council Staff Linkage: City Treasurer

2. Maintain or improve on the City’s targeted issuer credit ratings of AA- or Aa2.

The city received an upgrade from Standard & Poor’s for North Natomas CFD to A- from BBB+. The City’s credit ratings from all other issuances were affirmed with a stable outlook.

This is substantial given the conclusion of the pandemic and the slowdown in the U.S. economy.

We have met with Moody’s (Aa2) and Standard and Poor’s (AA-) during the year to seek upgrades given the City’s Economic Uncertainty Reserve (EUR) policy and the City Council’s fiscally responsible stance.

3. Maintain debt service coverage levels that satisfy the requirements of the applicable bond covenants.

The CTO has maintained, and in many cases exceeded debt service coverage on all bonds.

4. Ensure compliance with the guidelines in the City’s Debt Management Policy.

The CTO complied with the City’s Debt Management Policy. The policy was revised in May 2023.

City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00914 7/25/2023 Discussion Item 6.

Annual Report and Performance Evaluation for City Council Appointive Officer - Director of the Office of Public Safety Accountability
File ID: 2023-00914
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.

Contact: Dr. LaTesha Watson, Director, (916) 808-7525, [email protected], Office of Public Safety Accountability
Presenter: Dr. LaTesha Watson, Director, (916) 808-7525, [email protected], Office of Public Safety Accountability
Attachments:
1-Description/Analysis
2-2023 Appointee Performance Evaluation
Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.

The annual report and 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.

Page 1 of 2 ends

File ID: 2023-00914 7/25/2023 Discussion Item 6.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): Not applicable.

Page 2 of 2 ends

2023 APPOINTEE PERFORMANCE EVALUATION
Appointee: Dr. LaTesha Watson
Position: Director – Office of Public Safety Accountability (OPSA) Review Period – June 30, 2022 – July 1, 2023
The Mission of the Office of Public Safety Accountability is to enhance relationships between the City of Sacramento’s public safety employees and the community by independently accepting, monitoring, and investigating complaints of misconduct.

BACKGROUND
I
n 1999, the City of Sacramento Mayor and City Council established the Office of Police Accountability (OPSA) for the purpose of monitoring the investigations of citizens’ complaints concerning misconduct by employees of the Sacramento Police Department. In 2004, the Office’s scope of responsibility was expanded to include the Sacramento Fire Department. (City Council Resolution R2004- 0611)
The D
irector has broad oversight powers that include the evaluation of the overall quality of performance by employees and the authority to encourage systemic change. The Office specifically tracks and monitors high-profile or serious complaint cases to conclusion, reviews completed investigations, and advises the City Manager of any deficient investigations. Until June 1, 2017, the Director was under the direction, control, and supervision of the City of Sacramento City Manager. The Mayor and City Council approved the reorganization of the Office under the City Mayor’s Office. (Source: City Council meeting Minutes, November 29, 2016)

The Director of the Office of Public Safety Accountability is under the direction, control and supervision of the Mayor and City Council.

The Director shall have the following authority and responsibility as related to the Sacramento Police Department and Fire Department:

 Audit all citizen complaint investigations of the police department and fire department, as the director deems necessary.  Monitor all citizen complaint investigations conducted by the police department and fire department.  Request the police department and fire department perform further investigation in those citizen complaint cases that require additional investigation as determined by the director.  Receive all documents, reports, or any other item necessary to monitor or audit a complaint investigation.  Assist the city council, or any duly appointed committee of the council, in performing its investigative functions under section 34 of the charter.
 As needed, request the city council, or any duly appointed committee of the council, to issue subpoenas as provided in section 34 of the charter. The city council may, by resolution, establish the procedures for the request, issuance, and service of those subpoenas.
 Perform such other inquiries and investigations as prescribed by council resolution.  Accept and document complaints directly from citizens as an alternative procedure for citizen complaints concerning public safety personnel, using a complaint form distinct from that used by the police department or fire department. All such complaints shall be promptly forwarded to the respective public safety department for investigation.  Provide complainants with timely updates on the status of investigations, excluding disclosure of any information that is confidential or legally protected.
 Explain how the complaint process works to all complainants.  Monitor or independently investigate any other matter as directed by the city council pursuant to section 34 of the charter.  Serve in a public information capacity, including providing public information, excluding disclosure of any information that is confidential or legally protected, on pending investigations as directed by the city council; and making presentations in community forums.
 Respond to critical incidents involving police or fire personnel and provide a report to city council regarding the details and concerns of those incidents.

Note: Responsibilities listed under City Council Report #2016-01504, Nov 29th, 2016.

PERFORMANCE PERIOD HIGHLIGHTS

PERFORMANCE PERIOD EVALUATION
Ranking: Each category contains a statement that describe a behavior standard. For each statement, rank the appointive officer’s performance using the following scale:
5 Excellent Almost always exceeds the performance standard 4 Above Average Generally exceeds the performance standard 3 Average Generally meets the performance standard
2 Below Average Usually does not meet the performance standard 1 Poor Rarely meets the performance standard

CORE COMPETENCIES
Consider each core competency separately and check the rating which most accurately reflects the employee’s most typical performance.

Ranking
1-5 Comments
Ensures the office has a long-range strategy which achieves its mission and makes consistent and timely progress.

Ensures thorough and proper review of Office investigations, audit, and internal reviews of public safety investigations, processes, and use of force incidents
Evaluates how well goals and objectives have been met
Demonstrates quality of analysis and judgment in Office strategy planning, implementation, and evaluation
Meets or exceeds Office goals and objectives in quantity and quality.

Diligent and thorough in the discharge of duties.

Anticipates and analyzes problems to develop effective
approaches for solving them.

Maintains and utilizes a working knowledge of significant developments and best practices in the public safety field

CORE COMPETENCIES - ADMINISTRATION
Consider each core competency separately and check the rating which most accurately reflects the employee’s most typical performance.

Ranking
1-5 Comments
Divides and assigns work effectively, delegating appropriate levels of freedom and authority
Maintains appropriate balance between the administration the Office and projects
Ensures compliance with Office policies, city policies, and federal, state, and local laws
Recruits diverse staff and maintains a climate which attracts, retains, and motivates top quality team members
Encourages staff development and education and assists team members in relating their specialized work to Office effectiveness.

Ensures team members are licensed and credentialed as
required, and ensures proper training is maintained
Ensures that job descriptions are developed, and that regular performance evaluations are completed for staff
Serves as an effective spokesperson for the Office, represents an objective point of view of the Office, city, and public Establishes working relationships with internal and external stakeholders (i.e., Community groups, activists, advocates, residents, city leaders, elected officials)

Works effectively with Mayor and City Council
Ensures Council is kept informed on the condition of the Office and all important factors influencing the Office

ADDITIONAL MAYOR AND COUNCIL COMMENTS
Ar
e there specific performance objectives, either for the director or the office, which you would suggest we add for the upcoming year? A
re there any other comments that you would like to make? City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00970 7/25/2023 Information Item 7.

Annual Report and Performance Evaluation for City Council Appointive Officer - Executive Director of Sacramento Housing and Redevelopment Agency File ID: 2023-00970
Location: Citywide
Recommendation: Informational.

Contact: La Shelle Dozier, Director, (916) 440-1390, [email protected], Sacramento Housing and Redevelopment Agency
Attachments:
1-Description/Analysis
2-SHRA Executive Director Performance Evaluation Template 3 SHRA Executive Director Performance Evaluation & Compensation Policy 4-City Council Resolution 2016-0275
5-City Housing Authority Resolution 2016-0018
Description/Analysis
Issue Detail: The Mayor and City Council are committed to performing regular annual reviews of the Executive Director. Attached is the Executive Director performance evaluation template which has been used in all of the prior Executive Director evaluations.

The City Council (Council) and County Board of Supervisors (Board) are both responsible for reviewing the performance of the Executive Director and have approved a joint City/County performance evaluation committee process for evaluating the Executive Director per City Council Resolution 2016-0275, City Housing Authority Resolution 2016-0018 and approved Performance Evaluation & Compensation Policy.

The Mayor of the City of Sacramento and the Chair of the Board of Supervisors may appoint a joint City/County 2x2 performance evaluation committee.

The Executive Director is to prepare a summary of accomplishments for the period to be evaluated along with goals and objectives and present the summary to the members of the 2x2 Committee for review prior to any evaluation session with the Committee. The Executive Director will then schedule

Page 1 of 2 ends

File ID: 2023-00970 7/25/2023 Information Item 7.
an evaluation session with the Committee and then subsequently with both the Council and Board in separate sessions.

Policy Considerations: SHRA Executive Director Performance Evaluation & Compensation Policy.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

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 the Executive Director on a consistent basis, the Mayor along with the Board of Supervisors Chairperson has the role and responsibility of developing and leading annual performance evaluations.

Financial Considerations: Not applicable.

LBE - M/WBE and Section 3 requirements: Not applicable.

Page 2 of 2 ends

P
erformance Evaluation of La Shelle Dozier, Executive Director Annual Review Period: January 1, 2023, through December 31, 2023 Overview
Summary of the Executive Directors duties to include the following areas:

Essential Job Functions
L
eadership – The Executive Director provides leadership in the administration and management of the Agency and its Non-Profit Entity. The Executive Director is accountable for the overall administration of all Housing Authority programs and projects.

S
trategy – The strategic and operational leadership and direction covers property management and maintenance, financial and asset management, property acquisition and development, resource conservation, resident and community services, tax-exempt bond financing, and program research and evaluation. The Executive Director provides strategic direction in the development and implementation of new affordable and market value housing based upon community need, including RAD projects.

Hu
man Resource Management - The Executive Director provides leadership and direction on all employee and labor relations and Human Resources issues and services and responsible for all employee programs and policies.

Diversity, Equity & Inclusion – The Executive Director is responsible for maintaining a diverse and equitable workforce.

Performance - The Executive Director recruits and supervises senior leadership; oversees the leadership team in establishing and executing equitable personnel policies regarding assignment, direction, training, supervision, and disciplining of agency staff.

E
xternal Housing Policy- The Executive Director works strategically and diplomatically with a wide variety of public officials and governmental entities, nonprofits, large employers, private developers, professional associations, and advocacy organizations collaboratively and persuasively in order to expand and sustain SHRA’s housing inventory.

Board Memberships - The Executive Director represents the Housing Authority on a local, statewide, regional level to promote community awareness of housing programs and services

Performance Evaluation of La Shelle Dozier, Executive Director Annual Review Period: January 1, 2023, through December 31, 2023

2 Evaluation Period Accomplishments

There are multiple Workplan and accomplishments with specific goals associated and attachments:

 Project Workplan and Accomplishments

Goal 1:

Strategy:

Measure of Success:

 Project Workplan and Accomplishments

Goal 1:

Strategy:

Measure of Success:

 Project Workplan and Accomplishments

Goal 1:

Strategy:

Measure of Success:

Performance Evaluation of La Shelle Dozier, Executive Director Annual Review Period: January 1, 2023, through December 31, 2023

3 Evaluation Process
The City Council and Board of Supervisors are both responsible for reviewing the performance of the Executive Director and have approved the following joint City/County performance evaluation committee process for evaluating the Executive Director (CC Resolution 2016-0275, City HA Resolution 2016-0018), and the Executive Director Performance Evaluation & Compensation Policy.

The Mayor of the City of Sacramento and the Chair of the Board of Supervisors may appoint two members each of the City Council and the Board of Supervisors and the City Manager and the County Executive to participate in a joint City/County 2x2 performance evaluation committee.

Additional Mayor and Councilmember Comments

Mayor/councilmember comments listed here.

Strategic Goals and Objectives for the Upcoming Evaluation Period

List and describe the strategic goals and objectives that are expected to be achieved in the upcoming evaluation period.

2024 Goals TBD
Performance Evaluation of La Shelle Dozier, Executive Director Annual Review Period: January 1, 2023, through December 31, 2023

4 Performance Evaluation of La Shelle Dozier, Executive Director Annual Review Period: January 1, 2023, through December 31, 2023

5 Sacramento Housing and Redevelopment Agency

POLICY/PROCEDURE INSTRUCTION
TO: Sacramento Housing and Redevelopment Agency Executive Director FROM: Sacramento Board of Supervisors
Sacramento City Council
POLICY SUBJECT: Executive Director Performance Evaluation & Compensation EFFECTIVE: January 1, 2016
Scope and Purpose:

Scope - This policy
applies to the Executive Director of the Sacramento Housing and Redevelopment Agency (SHRA/Agency).

Purpose – The performance evaluation process is intended to provide review and feedback to the
Executive Director to facilitate the effective management of SHRA.

Policy:

County
The Chair of the Board of Supervisors may appoint two members of the Board of Supervisors and the County Executive to participate in a joint City/County 2x2 performance evaluation committee.

City
The Mayor of the City of Sacramento may appoint two members of the City Council and the City Manager to participate in a joint City/County 2x2 performance evaluation committee.

The Committee’s task is
to review and evaluate the performance of the Executive Director.

Sacramento Housing and Redevelopment Agency

POLICY/PROCEDURE INSTRUCTION
Executive Director Performance & Compensation
2 Procedure/Process:

The Executive Director will:

1. Prepare a summary of accomplishments for the period to be evaluated along with goals and objectives, and present the summary to the members of the Committee for review prior to any evaluation session with the Committee.

2. Schedule an evaluation
session with the Committee.

Responsibilities of the 2 x 2 Performance Evaluation Committee:

1. Evaluate the Executive Director’s performance when directed by the Mayor and Chair.

2. Solicit feedback
from their respective governing boards.

3. Provide feedback to the Executive Director
Compensation Adjustments

1. The Executive
Director will receive step increases each year effective on their anniversary date.

2. Increases will not exceed the maximum of the approved Executive Director salary range.

SHRA Human Resources will:

1. Maintain the completed performance reviews in the Executive Directors personnel file.

2. Process annual step increases.

RESOLUTION NO. 2016-0275
Adopted by the Sacramento City Council
August 4, 2016

COMPENSATION FOR SACRAMENTO HOUSING AND REDEVELOPMENT AGENCY (SHRA) EXECUTIVE DIRECTOR

BACKGROUND
A The California Code of Regulations requires that the City Council adopt SHRA’s salary scheduled at a public meeting. (2CCR 570.5) This obligation arises whenever salary ranges are changed to ensure that salary rates are transparent and publicly available.

B These publicly adopted rates are used by CalPERS to determine the appropriate compensation earnable for each SHRA employee when calculating their pension benefit.

C The proposed actions consist of governmental fiscal, organizational or administrative activities that will not result in direct or indirect physical changes in the environment, and as such, do not constitute a “project” under the California Environmental Quality Act (CEQA), Guidelines Section 15378(b)(4).

D The proposed actions consist of governmental administrative and management activities and are therefore categorically exempt under the National Environmental Policy Act (NEPA), 24 CFR 58.34(3).

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:

Section 1. The compensation changes for the SHRA Executive Director are approved as follows:

1. Salary Schedule for SHRA Executive Director
The proposed salary range for the SHRA Executive Director is hereby approved effective March 1, 2016 which adds two additional salary steps (9 & 10) to the existing range which is provided as Exhibit A.

2. Salary Step Increase for SHRA Executive Director
The Executive Director, LaShelle Dozier, shall be placed at Step 7 of the approved salary range effective March 1, 2016.

Resolution 2016-0275
August 4, 2016

3. Joint City/County 2x2 Performance Evaluation Committee The Executive Director Performance Evaluation & Compensation Policy, attached as Exhibit B, is hereby approved. The Mayor of the City of Sacramento may appoint two members of the City Council and the City Manager, and the Chair of the Board of Supervisors may appoint two members of the Board of Supervisors and the County Executive to participate in a joint City/County 2x2 performance evaluation committee to conduct performance evaluations of the SHRA Executive Director.

Table of Contents:

Exhibit A – Salary Schedule
Exhibit B – Executive Director compensation review process Adopted by the City of Sacramento City Council on August 4, 2016, by the following vote:

Ayes: Members Ashby, Carr, Guerra, Hansen, Harris, Jennings, Schenirer, Warren and Mayor Johnson
Noes: None
Abstain: None

Absent: None
Attest:

Shirley Concolino, City Clerk
Resolution 2016-0275 August 4, 2016
Shirley Concolino
Digitally signed by Shirley Concolino
DN: cn=Shirley Concolino, o=City of Sacramento, ou=City Clerk, [email protected], c=US
Date: 2016.09.23 11:25:12 -07'00'
RESOLUTION NO. 2016-0018
Adopted by the Housing Authority of the City of Sacramento August 4, 2016

COMPENSATION FOR SACRAMENTO HOUSING AND REDEVELOPMENT AGENCY (SHRA) EXECUTIVE DIRECTOR

BACKGROUND
A. The California Code of Regulations requires that the City Council adopt SHRA’s salary scheduled at a public meeting. (2CCR 570.5) This obligation arises whenever salary ranges are changed to ensure that salary rates are transparent and publicly available.

B. These publicly adopted rates are used by CalPERS to determine the appropriate compensation earnable for each SHRA employee when calculating their pension benefit.

C. The proposed actions consist of governmental fiscal, organizational or administrative activities that will not result in direct or indirect physical changes in the environment, and as such, do not constitute a “project” under the California Environmental Quality Act (CEQA), Guidelines Section 15378(b)(4).

D. The proposed actions consist of governmental administrative and management activities and are therefore categorically exempt under the National Environmental Policy Act (NEPA), 24 CFR 58.34(3).

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE HOUSING AUTHORITY RESOLVES AS FOLLOWS:

Section 1. The compensation changes for the SHRA Executive Director are approved as follows:

2. Salary Step Increase for SHRA Executive Director
The Executive Director, LaShelle Dozier, shall be placed at Step 7 of the approved salary range effective March 1, 2016.

Resolution 2016-0018
August 4, 2016

Table of Contents:

Exhibit A – Salary Schedule
Exhibit B – Performance Evaluation & Compensation Policy Adopted by the Housing Authority of the City of Sacramento on August 4, 2016, by the following vote:

Ayes: Members Ashby, Carr, Guerra, Hansen, Harris, Jennings, Schenirer, Warren and Mayor Johnson
Noes: None
Abstain: None

Absent: None
Attest:

Shirley Concolino, Secretary
Resolution 2016-0018 August 4, 2016
Shirley Concolino
Digitally signed by Shirley Concolino
DN: cn=Shirley Concolino, o=City of Sacramento, ou=City Clerk, [email protected], c=US
Date: 2016.09.23 11:24:23 -07'00'

Sacramento City CouncilAugust 8, 2023

Sacramento City Council
August 8, 2023