Budget and Audit Committee
December 5, 2023

City of Sacramento
Budget and Audit Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-01294 12/5/2023 Discussion Item 5.

Measure U Community Advisory Committee Fiscal Year (FY) 2021/22 Annual Report File ID: 2023-01294
Location: Citywide
Recommendation: Pass a Motion: 1) accepting the Measure U Community Advisory Committee FY2021/22 Annual Report; and 2) forwarding the report to City Council for final receipt.

Contact: Ash Roughani, Special Projects Manager, (916) 808-7751, Office of the City Manager Presenter: Members of the Measure U Community Advisory Committee.

Attachments:
1-Description/Analysis
2-Measure U Community Advisory Committee FY2021/22 Annual Report 3-FY2021/22 Measure U Accounting Memorandum and Sales Tax Performance Audit Description/Analysis
Issue Detail: On November 6, 2018, City of Sacramento voters approved a one-cent Transaction and Use Tax (Measure U). As required by Measure U, the Council adopted Resolution 2018-0393, which established a fifteen-member Community Advisory Committee (Committee) to review revenues and expenditures and make recommendations to Council.

The Measure U ballot language requires annual independent financial audits and citizen oversight.

As part of complying with the ballot language, the Measure U revenues and expenditures are accounted for in a separate fund and a performance audit is completed annually by the City’s external auditors to ensure that Measure U funds are spent in accordance with the ballot measure.

In addition, the Committee’s Operating Procedures adopted by Council on December 11, 2018, require that the Committee submit an annual report to Council. The Committee’s annual report on Measure U expenditures for FY2021/22 is attached for Council review.

Policy Considerations: Council Resolution 2018-0393 adopted October 2, 2018, outlines the

File ID: 2023-01294 12/5/2023 Discussion Item 5.
purpose, and the powers and duties of the Measure U Committee. Specifically, the Resolution states, to ensure that the expenditures of City resources reflect Council and community priorities, the Committee shall review, report, and make non-binding recommendations on revenue and expenditures of certain funds from the Transactions and Use Tax (Sacramento City Code chapter

3.27.).

Economic Impacts: None.

Environmental Considerations: None.

Sustainability: None.

Commission/Committee Action: At its October 16, 2023, meeting the Committee approved its FY2021/22 Annual Report.

Rationale for Recommendation: The Committee is required to submit an annual report to Council.

This recommendation is consistent with that requirement and Resolution 2018-0393.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): No goods or services are being purchased under this report.

MeasureUCommunityAdvisoryCommittee
FiscalYear(FY)2021/22AnnualReport
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MeasureUCommunityAdvisoryCommittee
TheMeasureUCommunityAdvisoryCommitteewasestablishedin2018byCityCouncilResolution2018-0393andiscodifiedinSacramentoCityCodeSection3.27.150.

MeasureUCommunityAdvisoryCommitteeMembers
MarjorieDickinson(Chair)DukeCooney(ViceChair)StellaByrdAbramDiazRichard"Teddy"Georgeoff,IIIJoseGoris,Jr.RaulMaciasNikkiPaschalTheresaRivieraMargieRuebMarbellaSalaMarcusWolf MeasureUCommunityAdvisoryCommitteeStaff
AngelSolis,DeputyCityAttorneyMichaelJasso,AssistantCityManagerDeniseMalvetti,DeputyDirector,OfficeofInnovationandEconomicDevelopmentAshRoughani,SpecialProjectsManager,OfficeoftheCityManager CityofSacramento–OfficeoftheCityClerk915IStreet–Sacramento,[email protected](916)808-7200 www.commissions.cityofsacramento.org
MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page2of13

BackgroundInNovember2012,CityofSacramentovotersapprovedatemporary½centsalestaxintendedtorestorepolice,fire,parkmaintenanceandlibraryserviceswhichhadbeenadverselyaffectedbytherecession.ThisadditionalsalestaxtookeffectonApril1,2013andexpiredMarch31,2019.

InNovember2018,Cityvotersapprovedapermanentone-centsalestax.Theballotmeasureread“Shallthemeasuretoprotectandenhanceessentialpublicsafetyservices,including9-1-1response,fireprotections,communityneighborhoodpolicingandotheressentialservices,includinghomelesssupportiveservicesaffordablehousing,libraries,parkmaintenance,high-wagejobpromotionandyouthprogramming,byenactingaone-centsalestaxgenerating$95millionannualthatislegallyrequiredtostayintheCity’sGeneralFunduntilendedbyvoters,withindependentannualfinancialauditsandcitizenoversightbeadopted?” PurposeoftheMeasureUCommunityAdvisoryCommittee
ToensurethattheexpendituresofCityresourcesreflectCouncilandcommunitypriorities,thecommitteeshallreview,report,andmakenon-bindingrecommendationsonrevenueandexpendituresofcertainfundsfromtheTransactionsandUseTax(SacramentoCityCodechapter3.27.).

PowersandDutiesoftheMeasureUCommunityAdvisoryCommittee
Thepowersanddutiesofthecommitteeareasfollows:

A. ProviderecommendationsthroughthepublicationofanannualreportthatwillbeavailableontheCity’swebsiteandpresentedtotheSacramentoCityCouncil,whichreportwillinclude:
a) AreviewofTransactionsandUseTaxrevenues;
b) Recommendationsonhowtoallocateresourcestosupportinclusivecommunityeconomicdevelopment.RecommendationsshouldbeinformedbycommitteereviewanddiscussionofrevenuesfromtheTransactionsandUseTaxandinformationconcerningcityexpenditures; c) Advicetocouncilonpriorities;and
d) Reviewofperformancemeasuresandevaluationofcityexpenditures.

B. WorkwithCitystaffoncommunityengagementwithrespecttotheTransactionsand MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page3of13

UseTax.
2022HighlightsandAccomplishments
In2022theMeasureUCommunityAdvisoryCommitteeheldten(10)meetings. ● TheCommitteeprovidedrecommendationsandcounselonMeasureUBudgetallocations.Moredetailsbelow.● TheCommitteesupportedandcompletedthefirstiterationoftheParticipatoryBudgetPilot,alandmarkefforttobringresidentinputtotheCityofSacramento’sbudgetprocess.Moredetailsontheyearlongprocessareincludedbelow.

FY2021/22AuditorReviewofTransactionsandUseTaxRevenues
AnindependentauditorwasengagedbytheCitytoreviewtherevenuesandexpendituresofMeasureUdollars.Theauditor,Macias,Gini&O’Connell,LLP,concludedthatMeasureUfundswerecollected,allocatedandexpendedinconformancewiththeballotmeasure.TheCommitteeagreesthattheCity’sexpenditureofMeasureUfundsisinlegalcompliancewiththeprovisionsofMeasureU.

FY2021/22MeasureUCommitteeReviewofTransactionsandUseTaxRevenues Withtheprioritiesoftheelectorateinmind,theMeasureUcommittee,asthecitizenoversightbody,reviewedourMeasureUexpendituresandfoundthattheCityisbroadlyadvancingthegoalsofthevotersin2018butthatmorecollaborativeworkbetweenourgovernmentbodiescanensurewearerespondingtotheneedsofSacramentanstoday.

TheallocationandspendingofMeasureUresourcesin2021/22canbesummarizedasfollows:● AffordableHousing($3.02million,19.00FTE)● Arts/CreativeEdge($6.40million,18.20FTE)● ClimateAction($0.37million,2.00FTE)● CommunityInvestment($19.84million,187.11FTE)● CommunityResponse($19.92million,123.00FTE)● Homelessness($8.34million,6.00FTE)● InclusiveEconomicDevelopment($13.26million,33.00FTE)● Library($16.47million)● PublicSafety–CommunityDevelopment($1.49million,12.00FTE)● PublicSafety–Fire($8.59million,7.00FTE)● PublicSafety–Police($5.17million,63.50FTE)● PublicSafety–YPCE($1.61million,13.00FTE) MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page4of13

● Youth($32.37million,369.77FTE)● MiscellaneousRestoration($0.57million,2.00FTE) TheMeasureUCommunityAdvisoryCommitteesubmittedbudgetrecommendationsduringthe2021-2022budgetdevelopmentprocess.Whilethefinalallocationsdidnotmatchtheambitionsofouroriginalrecommendations,wewereencouragedtoreceiveseedfundingforourParticipatoryBudgetpilot.

TheMeasureUCommunityAdvisoryCommunityCommitteerecommendedthatweprioritizethefollowingcategories:1. HomelessnessandAffordableHousing-Thecommitteeappreciatedthecumulativeallocationof$11millionfortheseneeds.2. ParticipatoryBudgeting-TheCommitteeoriginallyaskedfor$5millioninMeasureUfundsbeallocatedfortheParticipatoryBudgetingpilotproject.TheFinal2021-22budgetincluded$1millionforthisproject.Asdescribedabove,theCommitteeworkedwiththecommunityandCitystafftoputthisfirstinfusiontoeffectiveprogramming.3. InclusiveEconomicDevelopment-The$13millionforthiscause,especiallyinlightoftheeffectsonsmallbusinessesandworkersfromtheCOVID-19pandemic,areappreciatedbythecommittee.4. PreventiveInvestmentsinPublicSafety-TheCouncilapprovedfundingtoexpandtheDepartmentofCommunityResponse,whichencompassesourhomelessservices,violenceprevention,andnon-policeinterventionsandtheCouncilapproved$10millionforyouthprograms,includingmorefundingforourRydeFreeRT,CityPop-Ups,andourHealthyHeARTandMindsprogram.Thecommitteeappreciatedtheseinvestments.

Insummary,wewereencouragedbytheCity’sinvestmentinsomeofourprojectprioritiesbutbelievethattheallocationofMeasureUfundsfor2021-2022couldhavebeenbettertargetedtomeetthesignificantneedsidentifiedintheballotmeasure,particularlywithrespecttohomelesssupportiveservices,affordablehousing,andpreventiveinvestmentsinpublicsafety.

TheCommitteebelievesthatitisinthepublic’sinteresttoknowhowtheCommittee’sbudgetrecommendationscomparetotheactualbudgetadoptedbytheCityCouncilandarehopefulthatwecancontinueeffortstoprovideanaccessibleandsimplecomparisonformatforthepublic.Moredetailsareprovidedinthenextsectionofthereport.

MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page5of13

FY2021/22ReviewofPerformanceMeasuresandEvaluationofCityExpenditures WhiletheCommitteerecognizesthatperformancemeasuresareincludedintheannualbudgetdocument,wefindthespecificmeasurestobeinsufficientandinadequateforthepurposesofevaluatingtheefficacyofMeasureUexpendituresfortworeasons,specifically:

1. Performancemeasuresinthebudgetarepresentedatadepartmentlevel,whichmakesitdifficulttodiscernwhichmetricsmightdirectlybeimpactedbyMeasureUexpenditures.TheCommitteerecommendsthatperformancemeasuresbeincludedataprogramlevelintheMeasureUProgrammingUpdatethatisregularlyprovidedbytheBudgetOfficetoCommitteemembers.2. Performancemeasuresinthebudgetaregenerallyinthescopeofinputs,activities,andoutputs–noneofwhicharemeasuresofimpactorresults.TheCommitteerecommendsthatperformancemeasuresberevisedtofocusonoutcomesandresultsratherthaninputs,activities,andoutputs.Thisapproachwouldshifttheemphasisfromlevelofeffort(howmuchdidtheCitydo?)tolevelofimpact(diditmakeadifferenceandareresidentsbetteroff?).

WelookforwardtocontinuingthedialogueamongtheCommittee,CitystaffandtheMayorandCityCounciltoassurepublictransparencyandaccountabilityfortheexpenditureofMeasureUFunds. 2022ParticipatoryBudgetPilotWork
TheparticipatorybudgetpilotwasconductedoverthelastyearandresultedintheCityreceivingatotalof550ideasfromthepublic.BeginninginJune2022,proposaldelegatesevaluatedandrankedabout550submittedideas,anddevelopedthehighestscoringideasinto21totalprojectconcepts.Theideasspannedawiderangeofissuesfromparksandrecreationtohealthcare,publicsafety,andarts.Ideasmostcommonlyfocusedonparksandhousing/homelessness,butonlybyaslimmargin.Thevotingprocesstochoosepriorityprojectsrecorded853votes,462inthedesignatedNorthAreaand391inthedesignatedSouthArea,exceedingthethresholdtargetedbytheAdHocCommittee(605).

Thechosenfinal17projectscoverthefollowingcategories:HomelessServices,InnovationandEntrepreneurship,NeighborhoodCleanup,UrbanAgriculture,WorkforceDevelopment,YouthDevelopmentandMentorship,YouthTransportation.CitystaffarenowintheprocessoffinalizingthegrantsandconductingtheProjectImplementation&Monitoringphase.

Therewerethreekeyphasesconductedin2022fortheparticipatorybudgetingprocess:

Phase1:IdeaCollection(April11-May31,2022)
MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page6of13

AnySacramentoresidentcansubmitanideaforhowtospendpartofthe$1million.Ideascanrangefromafewwords,suchas“roadrepairsinXneighborhood,”toextensivelyresearchedprojectproposals.Ideacollectionwilllikelytakeplacethroughmultiplesubmissionoutletsandactivities.

Phase2:ProposalDevelopment(May23-September12,2022)CommunitymembersvolunteeringasProposalDelegateswillreviewideasforfeasibilitywithCitystaff,prioritizeprojectsfortheballotthatbestmeetthegoalsoftheprocess,anddevelopthehighestpriorityideasintofully-fledgedproposals.Finalizedproposalswillincludesadetaileddescriptionoftheproject,itsexpectedimpact,acostestimate,andanimplementationtimeline.

Phase3:TheVote(October12-November11,2022)Oncetheproposalsarefinalizedandplacedonaballot,communitymemberswillhavetheopportunitytovotefortheirpreferredprojects.Theprojectswillbeorderedbasedonthehighestnumberofvotesandprojectswillbefundedinthatorderuntiltheentirebudgetisusedup.Theresultsofthevotearethenannouncedpublicly.

Thegrantofferawardeesareasfollows:

HomelessServices
Josh'sHeart,Inc
Josh'sHeartwillorganizeaneventonAugust12,2023,inSacramento,California,whichwillincludevariousservicesprovidedbycity,county,andstateagenciesandorganizations,aimingtoestablishasenseofcommunityforthehomelesspopulationandprovidethemwithfood,music,communitypartnersupport,andself-careopportunities.

GrandAmount:$50,000
Area:South
InnovationandEntrepreneurship
SacramentoDeveloperCollective(SDC)
SDCwilldevelopacomprehensivecurriculumforavideogamedesignanddevelopmentprogramthatwillintroducebasicprinciplesofcoding,art,animation,leveldesign,sound,andUI/UXtostudentsofanyskilllevel,usingtheUnitygameengineplatform,withasplitbetween MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page7of13

instructionandlab,incorporatingcheckpoints,Q&Atests,andoptionalassignments,whilealsoutilizingelementsofgamificationtomaketheclassfunandinspirestudentstoreachtheirfullpotential,andallowingeachstudenttocustomizetheirgamestoexpressthemselvesinuniquewayswithoutcausingcomplexityordeviationfromthecoreinstructionoftheprogram.

GrandAmount:$100,000
Area:South
BlackwaterConsultingBlackwaterEntrepreneurAcademyoffersanall-inclusiveacceleratorprogramtoprovideearly-stagetech-enabledentrepreneursfromSouthSacramentowiththetools,opportunities,andsubjectmatterexpertiseneededtosustainandgrowtheirbusinesses,includinganintensive16-weekprogramwithatailoredcurriculum,pitchcompetition,mentoring,andguidance,aswellasfreemonthlycoursesforaspiringentrepreneurs.GrandAmount:$125,000 Area:South
NeighborhoodCleanup
DelPasoBoulevardPartnershipTheDelPasoBoulevardPartnershipwilleliminatejunkanddebrisinblightedareasofthecommunity,recruitat-riskyouthforemploymentopportunities,educateresidentsonblightabatementprograms,providemaintenancesuppliestosupporttheproject,andmeasureoutcomesthroughrecordingthenumberofresidentsreached,weightoflitterremoved,addressesserved,andcollectingqualitativefeedbackandvisualevidenceofimprovement.GrandAmount:$20,000 Area:North
GardenlandNorthgateNeighborhoodAssociation(GNNA)GNNA's"CleaningandGreening"projectwillprioritizeimprovementsinGardenlandNorthgateandSouthNatomasareasbyimplementingsuccessfulcommunityparticipationstrategies,hiringyouthasteamleaders,andpartneringwithcommunityorganizationstoassistinclean-upeffortswhileutilizingvarioussocialmediaplatformstoinformthecommunityonupcomingeventsandtakingbeforeandafterphotostoencourageparticipation.

GrandAmount:$20,000
Area:North
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SunShinezCleaningIncTheprojectwillsuccessfullyimplementamarketingandrecruitingstrategytoaccesstargetyouth,developthreestreetcleaningteamsconsistingofnineyouthandoneadultprofessional,assignspecificcleanuplocationsthroughdatacollectedfromresidentsandcommunitymeetings,providetransportationandequipment,a$250biweeklystipend,auniform,andamealaftereveryworkday,andaimtoencouragethecommunitytokeeptheirneighborhoodclean,createasafespaceforyouthengagement,andearnmoneyforthesummer.GrandAmount:$20,000 Area:North
UrbanAgriculture
DelPasoHeightsGrowers'Alliance
Theprojectaimstoincreaseaccesstohealthyfoodandcreateeducationalopportunitiesforyouthbyoffering20events,includingworkshopsonfoodproduction,nutrition,andurbanagriculture,aswellasestablishingamobilefarmstandtopromotehealthyeatingandincentivizeyouthinvolvement,allwhileempoweringtheestablishmentofadditionalcommunityfoodproductionspacesandaneconomicsystemthatempowersyouthinthecommunitywithsustainableeconomicopportunities.

Amount:$140,000
Area:North
WorkforceDevelopment
ConstructionIndustryEducationFoundation
TheCaliforniaInfrastructureandEconomicDevelopmentBank(CIEF)isconfidentintheimplementationofitssuccessfulprogramsinNorthSacramentoandaimstorecruithighschoolstudentsfromtheregiontoparticipateintheirTradesDayevents,CREATEMentoringProgram,andDesignBuildCompetition,whileusingfundingfromMeasureUtoimproveandexpandtheseprograms;CIEFalsousesrigorousfeedbackandevaluationprocessestomonitorandimprovetheirprograms,andhassetmeasuresofsuccessforMeasureU,includingengagingfouroutoffiveidentifiedschools,certifying100studentswithOSHA-10,andhaving75%offinalcompetitionandpresentationscoresabove80%.

Amount:$20,000
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Area:North
PlayHardPlaySmartYouthDevelopment
Theprojectaimstoprovideemploymentopportunitiesforyouthbyofferingmentorshipandon-the-jobtraining,withpartnershipsinplacewithcompanieslookingtohire,increasingthelikelihoodoftheinternskeepingthejobstheyinternat.

Amount:$100,000
Area:North
IamManPowerAcademy
UniverSOULCommunitycaféaimstoprovideclasses,workexperience,andinternshipsinthefoodecosystem,whilepromotingclimatejusticethroughthereclamationofsurplusfood,distributionoffullmeals,andreductionofwaste,withthegoalofhiringandempoweringindividualswhoarehardtoemployanddemonstratingdifferentcareerpathswithinclimatejustice.

Amount:$100,000
Area:North
YouthDevelopmentandMentorship
CampusLifeConnection
CrossoverBasketballwillexpandtheirprogramminginSacramentobyoffering26additionalsessionsoffreebasketballcampsandmentoringandlife-skillsseminarsto50youth,aswellasprovidingsummercampscholarshipsto20youthwhowouldotherwisenotbeabletoparticipate,withthegoalofreducingriskfactorsthatmayleadunderservedandat-riskyouthintomakingnegativechoicesfortheirlives,basedonsuccessfulimpactoverfiveyearsintheSchoolViolencePreventionProgramintheValleyHiarea.

Amount:$25,000
Area:North
HmongYouthandParentsUnited
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HYPUwillprovidea9-monthmentorshipprogramforstudents,consistingofmonthlymeetingswherestudentswilllearnaboutcitydepartmentsandcommunityissues,leadneighborhoodcleanups,developeducationalmaterialsfordistribution,reflectanddiscusspersonalexperienceswithHYPUstaffmemberKelleyLee,andgiveafinalreportattheendoftheprogram,witheachstudentreceiving$864.00incompensation;theprogramwillbeginatthestartoftheschoolyearandincludeeightcleanupdaysalongadesignatedroute,witheachcohortmeetingledbydifferentpresentersandfeaturingdifferenttopics.Amount:$25,000 Area:North
TheGreenHouse
TheGreenHousewilluseMeasureUfundingtoprovideayear-roundinternshipprogramfor10th-12thgradestudents,consistingofmentoringandarecreationleadershipinternshipprogram,wheretheywillcomplete45hoursofhands-oninternshiptrainingandexperienceduringtwointernshipsessionsduringthe2023-2024schoolyearandreceivea$400stipenduponcompletion.

Amount:$12,000
Area:North
4YOUREPIPHANYFOUNDATION,INC.
4YEwillpartnerwithMartinLutherKing,Jr.TechnologyAcademytoprovideitsaward-winningBluePrintleadershipprogramto7thand8thgradestudents,withagoalofimprovingtheircommunicationskills,characterdevelopment,andgrowthmindsetthroughnineweeklysessionsfacilitatedby4YEstaffduringtheregularschoolday,ultimatelyencouragingstudentstobecomeagentsofchangeintheirfamiliesandcommunities;thisprogramisespeciallyimportantgiventheimpactofCOVID-19onacademicnormalcyandtheriseinmentalhealthchallenges,violence,andmisbehavioramongyouth,aswellastheongoingstigmarelatedtomentalhealthchallenges,highlevelsofstress,anxiety,andloneliness,andincreasedburglaryandshootingactivityinSacramentoamongyouthofcolor.

Amount:$18,000
Area:North
HopeNeighborhoodLearningCenter
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HopeLiteracyoffersone-on-onephonetictutoringcustomizedtoindividualliteracyneeds,utilizingphonemicawarenessactivities,phonics-basedassessments,andreaders,aswellasgroupgamesandemotionalhealthawarenesstoenhancesocialskillsandincreaseconfidence,workingcloselywithschoolstoidentifystudentsinneedandseekingoutanyyouthwhocanbenefitfromtheirprograms.

Amount:$100,000
Area:South
YouthTransportation
HopeNeighborhoodLearningCenter
HopeNLCplanstopurchaseavanandhireadrivertotransportstudentstoandfromafter-schoolprogramsatthelearningcenter,replacingthecurrentrelianceonadultvolunteers.

Amount:$75,000
Area:South
JustUsUnited,Inc.

JUUTeamwillserveasaclearinghouseforextracurricularactivitiesinOakPark,transportunhousedyouthandstudentswithouttransportationtothoseactivities,andprovideSTEMballsessionsandcommunityvolunteerevents,aswellasidentifyingandtrainingself-motivatedyouthtobecomeprofessionaldrivers.

Amount:$50,000
Area:South
AdvicetoCityCouncilRegardingCommunityPriorities
InMay2023,theCommitteeparticipatedina“stackranking”exercisetohelpinformcommunityprioritiesusingthebudgetcategoriesintheMeasureUProgrammingUpdate.Fromthatexercise,theCommittee’sprioritizedspendinginthefollowingorder:

1. Homelessness2. AffordableHousing3. CommunityInvestment MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page12of13

4. CommunityResponse5. PublicSafety6. InclusiveEconomicDevelopment7. Youth8. Library9. Arts/CreativeEdge10.ClimateAction Thisisnottosay,however,thattheprioritiesatthelowersectionofthelistareunimportantbutratherthoseatthetoparemostacuteastheyrelatetocommunityneeds.TheCommitteebelievesthattheCityCouncil’sMeasureUinvestmentsaregenerallyconsistentwiththesepriorities,althoughtheamountofinvestmentdoesnotnecessarilyalignwitheachpriorityarea’sranking.

OutofrespectforthepreviousCommitteememberswhodevelopedbudgetrecommendationsregardingtheFY2021/22Budget,wehaveattachedthoserecommendationstothisreport,whichprioritizedthefollowingforMeasureUspending:

1. ParticipatoryBudgeting2. HomelessnessandAffordableHousing3. InclusiveEconomicDevelopment4. PreventiveInvestmentsinPublicSafety5. ExploringUniversalBasicIncome(UBI) Thisreportissubmittedinthespiritofsharedcommitmenttocommunityandtransparency.

TheMeasureUCommunityAdvisoryCommittee
Cc:CityManagerHowardChanAssistantCityManagerMichaelJassoCityClerkMindyCuppy Enclosures:1. MeasureURecommendationstoCouncilFY21/22-MayUpdate(May18,2021)2. MeasureURecommendationstoCouncilFY21/22(February5,2021) MeasureUCommunityAdvisoryCommittee FiscalYear(FY)2021/22AnnualReportCityofSacramento Page13of13

May 18, 2021
Mayor and CouncilmembersCity of SacramentoNew City Hall915 I StreetSacramento, CA 95815 RE: Measure U Recommendations to Council FY 21/22- May Update Dear Mayor Steinberg and Councilmembers:

In a February letter to Council, the Measure U CommunityAdvisory Committee recommendedbudget priorities for FY 21/22. After reviewing theproposed budget, the Committee finds itselfdiscouraged that once again the majority of the MeasureU expenditures are allocated tosupport the traditional concept of public safety.One of the selling points that persuaded votersto support the measure was that it would allow forinnovation and creative ways to increaseequity and economic development. The Community AdvisoryCommittee offers this letter as anaddendum to the previous letter, to reiterate andadd detail to the previous recommendationsand asks that the Council implement these recommendationsto maintain the trust given to theCouncil when voters approved Measure U.

The Committee recommendations are priorities for theexpenditure of Measure U revenue,however, several of the recommendations may be fundedfrom other sources, including theAmerican Rescue Plan Act ($112 million).

Participatory Budgeting (+$14 Million):While theCommittee appreciates the $225,000allocation of implementation costs in the FY 20/21mid-year update and the commitment to $1million in the FY 21/22 budget, the current $1 Millionallocation falls short of the initial ask. TheCouncil has expressed reservations about startingwith a larger investment until it proveseffective, but the Committee cautions against startingwith a lower investment. ParticipatoryBudgeting is an evidence-informed practice with successful examples in other US citiesincluding those in northern California such as Vallejo.Based on the population of the City, thelack of historical investment in underserved neighborhoodsand the focus of participatorybudgeting on increasing resident engagement in civicdecision making, the Committee believesthat the pilot should be launched with a more substantial investment.

Homelessness and Affordable Housing (+$20 Million- from Measure U and othersources):In July 2020, the Committee recommendedcontributing $20 million to AffordableHousing and Homelessness and is pleased that thisrecommendation was implemented duringthe mid-year budget revision; of the $31.5 millionwas approved in February, $20 million wassourced by Measure U revenue. While this increasedinvestment is substantial, this is an area ofhigh priority for the city and ongoing investmentis needed. In addition, the $31 millioninvestment is allocated primarily to the StocktonBoulevard corridor, which is an area ofsubstantial need. However, other areas of the Cityneed affordable housing investments as well. The budget should allocate additional Measure U funding for permanent supportivehousing as well as funding to support rehabilitationof owner and renter occupied homes inaddition to targeted first time homebuyer assistanceto address historic racial inequities.Additional Measure U investments could be leveragedwith SHRA-related properties, and stateand federal housing funding to address continuingpandemic impacts and will position non-profitdevelopers to compete for federal and state dollarslikely to be available in the near future.

Regarding funding for homelessness, an area that needsto be addressed is the lack ofunlocked, well stocked, accessible, regularly maintainedrestroom facilities with plumbing andrunning water. The lack of adequate facilities isa threat to public health and has led to serioushealth concerns including Hepatitis C infection, E.Coli in the river, and continues to pose aserious threat for other infectious diseases includingCOVID-19. An investment of $3 millionwould allow for at least 10 restrooms to be renovatedor established with adequate facilities.Even as the Council considers other permanent investmentsin reducing the number of peopleexperiencing homelessness, the need for public restroomfacilities is immediate and should be ahigh priority.

Inclusive Economic Development (+$50 Million - fromMeasure U and other sources):During the past year, the Office of Innovation andEconomic Growth has administered $50million of federal COVID relief funds through theCARES Act. The FY 21/22 budget pivots thiseconomic development effort to work on the districtsurrounding the Community Center andworking toward completing the renovation of Memorial Auditorium. While these programs areworthy and will in the long run generate revenue forthe City, they do not provide investments ina workforce that includes people and neighborhoodsthat have been historically excluded.Voters honored the request of the Council by votingfor Measure U.Inclusion and equity can beaccomplished if the vendors, contractors and concessionairesare selected with intention. Butfor a City that has been publicly vocal about inclusiveeconomic development, this budget is notshowing that intention. In the midst of a global pandemicthat has devastated economicprospects and businesses for many in our city, theMeasure U funds (which are forecasted to be$16 million higher than the $100 million per yearthat was anticipated) should be focused on aidto minority-owned businesses in underinvested neighborhoodsand training of workers whohave been left behind both historically and becauseof the COVID-19 pandemic.

Preventive Investments in Public Safety (+$7 Million):The Committee recommendsincreasing the funding to the Department of CommunityResponse to help support theimplementation of the homelessness master plan andfor purposes that include communitygrants to support preventive services/supports – especiallythose focused on youth under age26. This department aligns with two of the prioritiesthe Committee recommended and we thinkthat programs like these are a high priority and shouldcomprise a larger share of the publicsafety investments from Measure U. The Committee alsorecommends that the Council continueto prioritize investing in programs and services foryouth, provided by the City and in partnershipwith community-based organizations, to ensure communitywell-being.

Exploring Universal Basic Income (UBI):While theCommittee is not making any specificrecommendations for funding of UBI at this time, theCommittee intends to form an ad hoc committee and is interested in working with the Council to research the feasibility of initiating aUBI pilot project in the city.

Thank you for the opportunity to serve our communityin this important endeavor.

Sincerely,The Measure U Community Advisory Committee
Enclosure:MU Recommendations to Council FY 21/22on February 5, 2021 February 5, 2021
Mayor and CouncilmembersCity of SacramentoNew City Hall915 I StreetSacramento, CA 95815 RE: Measure U Recommendations to Council FY 21/22
Dear Mayor Steinberg and Councilmembers:

As authorized by City Council action establishingthe Measure U Community AdvisoryCommittee, we provide the following recommendationsregarding the development of the2021-2022 budgetfor the City of Sacramento. Our recommendationsinclude comprehensiveguidance to inform the budget development that prioritizesthe city’sresponse to the COVID-19pandemic, which has increased thefinancial needthroughoutthe city and has exacerbated theracial/ethnic disparities that predate the pandemic.Since April 2019, this committee has shared recommendationswith the City Council on processand efficiency, city operations, line item allocations,and on occasion, direct program allocations.Our goal is for the allocations to meet human andeconomic realities of the City of Sacramentoand uphold the letter and spirit of the Measure Uballot initiative.The recommendations outlined below are designed tohelp ensure the funds be used for theareas of significantneed identified in the ballotmeasure, particularly homeless supportiveservices, affordable housing, libraries, park maintenance,high-wage job promotion and youthprogramming. The recommendations also highlight theneed to use the city’s new racial equityanalysis to address systemic racism with Measure Ufunds and redefining public safety withpreventive community-based investments identical tothose proposed in the Measure Ucampaign. Our recommendations focus on the followingthree areas:1) Priority Setting, 2)Process and Efficiency, and 3) Council Communications. ● PRIORITY SETTING:○ Overarching Goals:■ Responding to COVID-19:For the upcoming budget, theprioritiesshould be targeted to mitigate COVID impacts, especiallyin communitiesand areas that have been historically left behindand suffered the greatestharm.■ Racial Equity:The Mayor and Council should aim topass a city budget --including the allocations from the Measure U transactionsand use taxrevenue -- that prioritizes investments that addressracial inequities in theCity of Sacramento in accordance with the citywideracial equity initiativerecently developed by the Mayor and City Council.○ Priorities:Mayor and City Council should set citypriorities and benchmarks forMeasure U Funding Allocations as follows:
■ #1 Homelessness and Affordable Housing: Significant funding must beprovided to get people off the streets, to keep people in their homes andto maintain the pipeline of new regulated affordablehousing. In addition,to address the significant harm caused by the pandemic,funding shouldbe provided in 2021 for rental and mortgage assistance,especially forextremely low and very low income renter householdsand for lowerincome homeowners. Assistance and resources must betargeted tocommunities and neighborhoods that have been historicallyleft behindand continue to suffer disproportionate harm fromthe pandemic andimpacts from systemic racism in housing policies andlending andpolicing.Note: The Committee first recommended this to Council in July 2020. OnFebruary 2, during the mid-year 20-21 budget revision,the Councilapproved a one-time allocation of $31.5 million forthe Affordable HousingTrust fund, $20 million of which came from MeasureU. The Committeelooks forward to the Council prioritizing an ongoinginvestment inhomelessness and affordable housing.■ #2 Participatory Budgeting:Allocate annually$15million(to increaseannually until comprising 25% of the Measure U budget)to implement theparticipatory budgeting process and projects whichwill result in bindingrecommendations for expenditures. The Measure U committeewill serveas the “steering committee” to oversee the process.Note: The Committeefirst recommended this to Council in February 2020.During the mid-year20-21 budget discussion, the Council directed theCity Manager to include amodest $1 million binding annual allocation for ParticipatoryBudgeting in theFY 21-22 budget. The committee looks forward to theCouncil prioritizing anincreased ongoing investment in Participatory Budgeting.■ #3 Inclusive Economic Development: as defined asprograms,initiatives and investmentto foster greater workforceparticipation ofpeople (and neighborhoods) who have been excluded,by expanding thenumber, size, and volume of existing local businesses,creatingnewlivable wage jobs, and/or ensuringlocalworkers havethenecessaryskills to obtain those jobswhich result in a returnon the investment tocity budget through tax revenue in the short-to-mediumterm. The priorityfor these investments issmall businessrecovery and workforcerecovery torestore/replace the jobs lostas a resultof the COVID-19pandemic with competitive livable wage employment.The racial equityframework should also be used toensure access tocity contractsforapproved and upcoming projects and toreduce administrativebarriersthat create structural barriers for inclusion (e.g.insufficient financialresources to support post-work invoicing). Given theimportance of theuse of technology in the current and future economy,access tobroadband internetis foundational to expanding participationin the workforce and to the viability of these recommendations.Note: TheCommittee first recommended this to Council in July2020.■ #4 Preventive investments in public safety:as identifiedin theCouncilResolutionDefining the City of Sacramento’s PublicSafety Services toInclude Emergency Response and Operations as well as Youth-CenteredPrevention Services passed unanimously on October27, 2020. TheCommittee recommends that the Council prioritize operationalizingSections 2c and 3f, allocating Measure U funding forinnovativeprevention strategies to achieve public safety foryoung people andadults.● 2c:Investing in programs and services – providedby the City andin partnership with community-based organizations– that promotecommunity well-being, such as health, education, economicandincome opportunity, safe and affordable housing, recreationalactivities and spaces, transportation infrastructure,environmentalprotections, and creative, cultural and community-buildingactivities that promote love, respect, trust, andrestorative justicein addition to emergency response● 3f:Track short-term and long-term progress of youthdevelopmentinvestments as they influence public safety outcomes,includingcollection and analysis of health, social service,and economicdata - disaggregated by characteristics such as race,gender,income, age, and sexual orientation/gender identity Note: On February 2, the Council approved fundingto expand theDepartment of Community Response, which encompassesour homelessservices, violence prevention, and non-police interventionsand theCouncil approved $10 million for youth programs, includingmore fundingfor our RydeFree RT, City Pop-Ups, and our HealthyHeART and Mindsprogram.

In accordance with the process and efficiency recommendationsbelow,the Committee recommends that the Council developan alignedyouth-focused prevention and service delivery model thatsynergisticallywill comprise a “Children’s Budget.”Meeting the urgentneeds of ourcity’s youth will depend on rapid, expansive actionby stakeholders acrosspolicy and nonprofit sectors to narrow the racial and ethnic disparitiesexacerbated by the pandemic. A “Children’s Budget” mustbalanceyouth-centered efforts tomitigate the impacts ofCOVIDwithhigh-impact,preventative investmentsthat createopportunities forlong-term success. ● PROCESS AND EFFICIENCY
○ Goal Setting:To support the city budget development, every department shouldhave avision statementdescribing the future position of the city that shouldresult from their operations.All departments or projectsfunded by Measure Ushould submit funding requests that include strategic,measurable, ambitious,realistic, time-bound, inclusive and equitable(SMARTIE)goals and metricstoquantify their inputs (e.g. program staffing, equipment,and activities) and theoutcomes that are expected as a result. The goalsshould be directly linked to theCouncil priorities and their vision statement. Populationand neighborhood datashould serve as a foundation for decisions and tobenchmark the impact ofinvestments.○ Implementing Management Partners Audit Recommendations:The CityCouncil should carefully review each of the39 recommendationsfrom the March2020 “Citywide Innovation and Efficiency Assessment, Potential Strategies” andthe March 5 response memorandum from the City Manager. The committeerecommends serious consideration of recommendations1, 8, 31, 33, and 36.■ 1:Create an innovation strategy to guide internal and external initiatives,drawing from the more developed similar programs inDenver andPhoenix.■ 8:Establish a cross-functional team including PublicSafety, InformationTechnology and Finance staff to create a dashboard,monitor and provideguidance to all departments regarding methods to manageovertime.■ 31:Conduct periodic audits of hiring and trainingoutcomes for theCommunity Workforce Training Program and report thefindings to theCity Council.■ 33:Prepare an analysis of unfilled positions to identifyopportunities toeliminate budgeted positions and implement dynamicstaffing models.■ 36:Conduct a program-by-program review to determinewhichnonessential services should be continued and howthe level of GeneralFund support can be reduced or eliminated.○ Savings:The Mayor and Council should direct the CityManager to convene thedepartments funded with allocations from the MeasureU transactions and usetax revenue to identify opportunities for: 1)cost-sharing,2) investments that willresult infuture cost savings, and 3) leveragingoutsidefundingsources, priorto developing spending proposals.○ Reporting:The Committee requests to be provided withdetailed informationaboutprojected revenuefrom Measure U and the balanceof funds remaining tobe spent. At minimum, the Committee should receivequarterly reportsonrevenues and expenditures from Measure U.Note: TheCommittee firstrecommended this to Council in February 2020.○ Outreach:The Committee appreciates the partnershipwith the City Auditor inexploring opportunities to collaborate on communitypolling. The Mayor and CityCouncil should implement the Committee’sAugust 2020recommendationforannual polling of Sacramento residentson their needsand budget priorities and consider partnering with the People’s Budget Sacramento in this endeavor.Note: The Committee first recommended this to Council in August 2020.○ Efficiency:■ Prioritize funding for investments thataddress multiplegoals. Forexample, nonprofit affordable housing developers ofteninclude servicesand access to high-speed internet to support families,educational andhealth outcomes. Funding such developments maximizesthe benefit offunding.■ Prioritize investments that may provide futurecostsavings, generatefuture revenue, and/orintegrate siloed or inefficientcity functions.For example, investments in economic development andhousing willresult in significant cost savings in emergency callsfor service to thepolice department.■ The Measure U revenue and expenditures are simultaneouslytreated asdistinct from and indistinguishable from the general fund; however, theMeasure U Community AdvisoryCommittee only has oversightresponsibilities for expenditures of the Measure Uportion of the GeneralFund. Foradministrative and programmatic efficiencythe Committeerequests that the Council and City Manager prioritizefor inclusion in theExhibit on Measure U programmingexpenditures thatreflect thewidespread expectationthat Measure U will be spentto support anddevelop communities. ● COUNCIL COMMUNICATIONS○ Discussion:When the Measure U Community AdvisoryCommittee sendsrecommendations to the City Council, the recommendationsshould beagendized as discussion itemsand representativesfrom the committee shouldbe invited tomake a presentationto the Council.○ Response:The Council shouldrespond in writingtocommitteecommunications within 60 days.○ Transparency:All Council items involving the expenditureof Measure U fundsshouldinclude the sourceof those funds on the agendacover page.Note: TheCommittee first recommended this to Council in February2020.

Thank you for your consideration of these recommendations. It is the Committee’s intent andcommitment to ensure that Measure U funds are expendedconsistent with the provisions ofMeasure U to improve the quality of life for all Sacramentoresidents and communities and tocreate opportunities for Sacramento residents, ensuringthat no communities and residents areleft behind. Our goal is a collegial and collaborativeworking relationship with the City Counciland City staff to enable the Measure U Community AdvisoryCommittee to maximally best ourduties.

Thank you for the opportunity to serve our sharedcommunity in this important endeavor.

The Measure U Community Advisory Committee
Finance Administration | 915 I Street, Fifth Floor | Sacramento, CA 95814-2064 | 916-808-5845

DATE: April 18, 2023

MEMORANDUM
TO: Measure U Community Advisory Committee
FROM: Osvaldo Lopez, Accounting Manager
SUBJECT: Fiscal Year (FY) 2021/22 Measure U Revenue and Expenditures

The allocation and spending of Measure U resources in FY20 21/22 can be summarized as follows:

1. Final Measure U Budget ($137.41 million, 855.58 FTE):
• Affordable Housing ($3.02 million, 19.00 FTE)
• Arts/Creative Edge ($6.40 million, 18.20 FTE)
• Climate Action ($0.37 million, 2.00 FTE)
• Community Investment ($19.84 million, 187.11 FTE)
• Community Response ($19.92 million, 123.00 FTE)
• Homelessness ($8.34 million, 6.00 FTE)
• Inclusive Economic Development ($13.26 million, 33.00 FTE) • Library ($16.47 million)
• Public Safety – Community Development ($1.49 million, 12.00 FTE) • Public Safety – Fire ($8.59 million, 7.00 FTE)
• Public Safety – Police ($5.17 million, 63.50 FTE)
• Public Safety – YPCE ($1.61 million, 13.00 FTE)
• Youth ($32.37 million, 369.77 FTE)
• Miscellaneous Restoration ($0.57 million, 2.00 FTE)
o Attachment 1

2. Measure U Sales Tax Performance Audit
o Attachment 2

Please find the following documents in the links provided below. The specific page numbers in each document that provide information on Measure U are referenced below.

• Annual Financial Report (AFR) – Fiscal Year Ended June 30, 2022 o https://www.cityofsacramento.org/-
/media/Corporate/Files/Finance/Accounting/Financial-Reporting/CAFR- Documents/2022-ACFR-PDF-WITH-TABS.pdf?la=en

Finance Administration | 915 I Street, Fifth Floor | Sacramento, CA 95814-2064 | 916-808-5845

o Reference pages iii, 1,11, 12, 17, 24, 28, 33, 51, 52, 56, 70, 74, 102, 103, 106, 108, 224 for specific Measure U financial information.

• Approved Budget – Fiscal Year 2021/22
o https://www.cityofsacramento.org/-
/media/Corporate/Files/Finance/Budget/Approved_22/FY2021_22- Approved-Operating-Budget_for-Web.pdf?la=en
o Fiscal Management Policies - page 24
o Council Priorities – page 40 Approved Budget – Fiscal Year 2021/2022 (Continued)
o General and Measure U Fund Overview – pages 59-60
o General and Measure U Fund Revenues – pages 61-69
o General and Measure U Fund Expenditures – pages 70-73 o Measure U Programming and Forecast – pages 74-76
o General/Measure U Fund EUR Policy – pages 375

• Midyear Report – Fiscal Year 2021/22
o https://sacramento.granicus.com/MetaViewer.php?view_id=22&clip_id=517 9&meta_id=668003 (Discussion Item 21)
o General/Measure U Fund Budget Adjustments – page 2 of 61 o Midyear Forecast – page 9 of 61
o Measure U Programming Update – page 11 of 61
o FY2020/21 Measure U Programming (Exhibit D) – page 60 of 61 o Measure U Five-year Forecast – page 9 of 61 (includes final Measure U budget for FY2021/2022)
o

• Overview of Fiscal Year (FY) 2021/2022 Realignment of Measure U Expenditures and Overview of FY2021/2022 Approved Budget for the Measure U Miscellaneous Programs
o https://sacramento.granicus.com/MetaViewer.php?view_id=37&clip_id=5019&met a_id=640365 (Discussion Item 02)
o https://sacramento.granicus.com/MetaViewer.php?view_id=37&clip_id=5209&met a_id=673207 (Consent item 06)

Attachment 1
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Affordable Housing
City Manager
Housing Operations 266 2.00 1.00 Identify and implement City practices and policies to increase the supply and quality
of housing in the City.

Ongoing efforts in the development of the Housing Element to plan and support the construction of housing locally. Facilitating the development of two Homekey affordable housing projects in partnership with Saint John’s Program for Real Change and WEAVE, serving an estimated 100 people per year combined, and assisted with the City processing another Homekey affordable housing project. Created and maintaining the City’s Motel Voucher Program, serving hundreds of families with transitional sheltering in response to Winter Weather, COVID, and local needs.

Collect and disburse information to a dozen projects currently in pre-development to incentivize the development of low income and workforce housing units with the City’s streamlining process and zero dollar impact fee programs. Contracts with mediation services to assist with facilitating Landlord-Tenant communication amidst the recent Commercial and Residential Eviction Moratoriums and related impacts from COVID. Managed the contract with the Sacramento Housing and Redevelopment Agency (SHRA) for the disbursement of local emergency rental assistance to households impacted by COVID. Oversaw the contracts at Cal Expo isolation and quarantine sheltering for COVID impacted and sensitive unsheltered persons and households.

Staff to the City’s Pathways, Whole Person Care Program, working to maximize rehousing efforts from Project Roomkey of Pathways clients and smooth transition towards CalAIM. Leading City housing efforts related to the Aggie Square development and accompanying Citizens Benefit Agreement. Recommended additional models, tools, and process improvements to facilitate the speed and certainty of housing development.

Community Development
Long Range Planning Operations 887 12.00 11.00 Develop plans, policies, and programs to guide the physical design and development
of the city. Update and implement the City's
General Plan, Housing Element,
Community Plans, Climate Action Plan,
managing infill development and new
growth opportunities.

The 2021-2029 Housing Element was adopted by Council in August 2021 and staff has begun implementation of the plan. The 2040 General Plan Update continues to move forward with the public review draft Plan and Master Environmental Impact Report anticipated to be released in late November 2021. A Council workshop on the Climate Action and Adaptation Plan is planned for October 2021 to confirm key green gas reduction measures.

Specific Plans MYOP 1,200 - - Implement Inclusive Economic Development place-based neighborhood
planning to streamline development,
facilitate housing and small business
creation and retention, and support
neighborhood equity and improvement.

Key policies of the Stockton Blvd Specific Plan are being vetted with the community through various events in the community and online. The public review draft Plan and Environmental Impact Report are anticipated to be released in Spring of 2022. Consultants have been selected for the Del Paso/Marysville Action Plan and staff is confirming the final scope with the Council district office.

Zoning Operations 668 5.00 5.00 Maintain healthy, safe and clean environment through the application of land
use policy and quality of life standards.

Maintain compliance with state laws and
City Codes.

Zoning staff have been working on various ordinances relating to cannabis use regulation, home occupation permits, drive-through restaurant regulation and other requests by Council for land use regulations that is responsive to constituent concerns. Staff has been successful in remotely processing development applications online and handling public inquires and zoning code enforcement.

Measure U Programming Update
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Affordable Housing Subtotal 3,021 19.00 17.00 FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Arts/Creative Edge
Citywide & Community Support
Arts Stabilization Operations 77 - - Support Office of Arts & Culture (OAC) operating activities and ongoing programs
such as the Sacramento Poet Laureate
program. Offset labor costs associated with
arts education (see Arts Education and
Outreach) as well as technical assistance
and support to the field (see Metro Arts
contribution).

In 2020, Sacramento's new poet laureate, Andru Defeye, began his three-year term. As poet laureate, Andru has launched the Sacramento Poetry Salon - an ongoing performance, discussion, and activation series featuring thought leaders in the city's poetry scene working to make a more inclusive community for poets of all cultures, ages, and styles. Staff provides ongoing guidance and counsel to individual artists, arts and cultural organizations and creative businesses. Staff's work is supported by operating infrastructure such as the Creative Vitality Suite (creative economy data) and DataArts (nonprofit arts data), customer relationship management and marketing infrastructure, like Sacramento365.

Convention & Cultural Services
Arts Education & Outreach Operations 224 2.00 2.00 Provide access to and engagement in arts learning experience for K-12 students in the
greater Sacramento region. The program
also provides community residencies,
workshops, resources and opportunities for
arts organizations, schools, social service,
and community organizations, teaching
artists, and educators to participate in
educational programming.

The Office of Arts & Culture (OAC) has worked with its partners, Friends of Sacramento Arts and the Sacramento County Office of Education (SCOE) to refocus the work of the Sacramento Arts Education Consortium. With a new workplan in hand, the group has clarified roles and responsibilities and is setting up new partnerships to carry out the work. As a part of this the OAC is in the process of transitioning operational activities associated with Any Given Child to SCOE.

OAC will continue its work to vet teaching artists for the program and provide them with professional development. OAC is also work with Friends of Sacramento arts on the development of a Creative Schools Fund - the first funds of which will support incentives for schools to complete profiles on their arts education programming in conjunction with community based partners through an online database - art look. OAC is working on the data collection that will form the basis of future research and consortium efforts.

Creative Edge MYOP 2,640 - - Fund support advancement of five of the six goals of the creative edge cultural plan -
arts education, race and cultural equity,
creative economy, artists and
neighborhoods. Advancement occurs
through information/research, workforce
development and programming as well as
direct financial investment.

Staff are working on the development of a professional development calendar for 2022 aligned with the goals of the creative edge plan and working to define the scopes of work for that programming to form the basis of RFPs to go out to possible providers. The team is working on a scope of work to identify a provider to administer an arts and culture match fund to support grassroots projects at the neighborhood level. That program is expected to launch no later than January 2022. The Cultural Arts Awards program will be supplemented with operating funds designated from the Creative Edge allocation for FY 2022. Other projects that are in development include creative economy research as well as creative space/arts district research.

Crocker Art Museum Operations 2,048 6.00 5.00 Provide operational funding for the Crocker Art Museum per agreement CC 92-1668.

Funding includes 6.00 FTE's as well as
equipment, supplies, services and utilities
for the continued operations of the
museum.

During COVID the Crocker Art Museum has operated at varying levels of reduced capacities.

Currently, they are admitting guests at approximately 35% of capacity to allow for social distancing and open to the public five days a week. The museum has recently resumed rentals of the space for special events including weddings, meetings and private functions.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
History Operations 1,180 8.20 5.40 The Center for Sacramento History (CSH) educates and enriches the public by
collecting, preserving, and making
accessible the region's vast cultural
heritage. Through their vast collections,
dedicated staff and programs, the CSH truly
serves as a “center” for Sacramento history
reaching out to make historic accessible
and usable to the region. The efforts of the
Center help to define the community’s
sense of place and understanding in where
it has come from and where it might head in
the future.

Programs at the Center are ongoing and have not been slowed by COVID. They continue to provide access to historic images and to our rich film collection. The Center has reopened to the public for research by appointment only on a limited schedule. Staff is currently moving film and negative collections into the new Cold Storage Vault. They have continued with our work at the Sacramento History Museum creating a Community Advisory Committee to help add diversity and inclusion to our regional history through their exhibits, programs and collections. They have also expanded out outreach to local schools working with 5th and 6th graders at the Susan B.

Anthony School and their Hmong Immersion program. Center staff manages the docks and several buildings in Old Sacramento and are currently working with Economic Development to complete projects that will enhance the historic district and bring new visitors and help make it a cleaner, safer destination that helps tell the story of the City's past.

Metro Arts- Program Contribution Operations 71 1.00 1.00 Fund creative sectors, both nonprofit and enterprise. Provide training and mentoring,
and develop the creative economy sector.

Office of Arts & Culture (OAC) has been working on a new set of guidelines for the Cultural Arts Awards program - a joint program of the City and County. Those guidelines are expected to be made available in November. A second round of funding was provided to the first cohort in the Cultural Equity Investment grant program.

Sacramento Film & Media Operations 159 1.00 - Promote and develop Sacramento's film industry by making strategic investments to
leverage growth in the region's film sector.

The office provides film permits, location
assistance, grant opportunities, and
ordinance information to those interested in
filming in the city.

Sacramento Film + Media has been working to develop guidelines for a new Film incentive to support film and television production in the City of Sacramento. Guidelines for the program are expected to be released in October, with the first round application due mid-November. The program will have three rounds of funding in its first year. Sacramento Film + Media has also laid the foundation for an internship program, as well as development of an action team focused on development of further incentives to advance film/media in the city. Beyond this, permit activity has been significant in 2021 and the program has already exceeded 2019 and 2020 permits, with three months to go in the calendar year.

Arts/Creative Edge Subtotal 6,399 18.20 13.40 Climate Action
City Manager
Office of Climate Action Initiative Operations 20 2.00 1.00 The implementation of the Office of Climate Action & Sustainability, to advance and
accelerate the City's efforts to address
climate change
Continued implementation of the City's Climate Work Plan, while supporting completion of priority climate projects. The Office is leading internal efforts to facilitate climate efforts, including development of preliminary tools for performance and monitoring, and environmental justice analysis. As the facilitator of the City's internal Green Team, the Office is responsible for convening key City departments, supporting the sharing of information, and building organizational capacity and leadership for climate. Working closely with key departments, the Office is supporting the advance of the City's planning for Existing Building Electrification, participating in the Technical Panel for the New Building Ordinance, and coordinating related partnership efforts. The Office is also supporting efforts to accelerate climate-oriented transportation projects, the Phase 2 EV Blueprint project, fleet electrification planning, and planning efforts such as the Climate Action and Adaptation Plan. The team represents the City in the Capital Region Climate Readiness Collaborative. Development of a new climate equity and outreach pilot is underway, as the Office evaluates input from stakeholder input. Working with the Community Engagement Team, the Office led the 2022 Earth Day Cleanup at 8 sites with nearly 300 volunteers, resulting in collection of over 30 cubic yards of trash.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
Electric Vehicle Supply Equipment
Project
CIP 50 - - MU Portion to fund the electric vehicle supply equipment project
Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

Sustainability Program MYOP 300 - - Develop, implement, monitor, and communicate critical Public Works'
sustainability initiatives and coordination
with other City and regional efforts, with a
goal to integrate sustainability as a core
element into City practices.

Program initiative areas include public
buildings, transportation system and clean
mobility options, energy, activities in the
right-of-way, grants/rebates, and more. In
addition, the program provides technical
advice, subject matter expertise, and
capacity building to other departments and
divisions and is responsible for critical
Climate Action Plan tasks and implementing
Council's climate agenda.

The Sustainability Program offsets staff time that pays for itself with significant savings to the City. Staff continued to pursue special projects and programs to advance the City's sustainability and climate goals, such as the City's first ever Cool Pavement pilot, and the second Curbside Charging pilot. Staff will continue to provide assistance across the department and leverage funds to provide necessary grant match share to expand green infrastructure and programs citywide, focusing on equity and increasing access for low-income communities.

The Sustainability Program will provide a portion of the local match for the Sacramento EV Blueprint Phase 2 Project (C15210000). The total project cost is $3M, the City was awarded a grant of $1.8 million through the California Energy Commission’s Phase 2 EV Ready Communities Challenge on June 15, 2021 under Resolution 2021-0187. Staff is currently coordinating with a variety of partners such as the Sacramento Metropolitan Air Quality Management District (SMAQMD) to provide the remaining construction funding and the majority of the required match, and with the California Conservation Corp (CCC) to provide job training for local youth and installation support for the project. The project will also include an evaluation of its impact on EV adoption and equity. Upon completion the project will installation of 34 EV chargers (with 66 EV connectors) across 13 public libraries and community centers, with at least two thirds of connectors located in disadvantaged communities, as well as procurement of 30 e- bikes for a pilot lending program at libraries.

Climate Action Subtotal 370 2.00 1.00 Community Investment
Citywide & Community Support
Participatory Budgeting MYOP 1,000 - - Administer a Participatory Budgeting Pilot Program, in which residents will determine
how to spend up to $1 million in Measure U
funds.

The City has contracted with a design and implementation consultant to plan the community engagement process in collaboration with the Measure U Community Advisory Committee. The City has also contracted with a consultant to evaluate the program and document lessons learned. The process is anticipated to launch in January 2022 with the final list of the highest- ranking projects to be provided to Council by June 2022.

Racial Equity Initiatives MYOP 300 Funding for development of a racial equity virtual resource center, development of a
Racial Equity Council, and grants for local
organizations.

Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

Sacramento Municipal Reparations
Committee
MYOP 200 Funding for creation, development, and work of a community Sacramento Municipal
Reparations committee.

Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the National Historic Landmark District of Old Sacramento, the
Sacramento History Museum works in
partnership with the Center for Sacramento
History to encourage visitors from around
the region and from around the world to
discover the roots of early Sacramento –
from the Native Indian Tribes who originally
lived here, to the thousands of immigrants
who came from all across the globe during
the Gold Rush. The Museum strives to
share the stories of the many diverse
communities that make up the tapestry of
Sacramento’s past and present through
interactive exhibits, engaging social and
history education programming, and special
events.

The Museum and its tour programs re-opened to the public in May 2021 after being closed for 14 months due to COVID-19. During the closure however, staff actively pursued alternative methods to bring historical educational programming focusing on diverse perspectives to our audiences. Through social media platforms such as Facebook, Instagram, YouTube, Zoom and TikTok, the staff continued to engage audiences of all ages and successfully creating new ones.

With nearly two million followers on TikTok and 70,000 followers on Facebook, we are reaching national and international audiences that would not have otherwise visited the Museum. As we emerge from the restrictions of the pandemic and provide more in-person programming, we are committed to continuing to offer on-line programming to these new and far-reaching audiences.

Additionally, the Museum, with the Center, established a community advisory committee comprised of cultural leaders and educators to offer more diverse perspectives on our programs and exhibits in order to tell a more complete story of Sacramento and its people.

Fiscal and Management Services Operations 1,363 9.00 9.00 Provide resource development and capital grant management, lease management,
and utility management for YPCE as well
as Golf Administration, human resources
support, and support to Parks and
Recreation Commission, Land/Henschel
Commission and Gifts to Share, Inc. in
addition to broad
administrative/fiscal/special
projects/customer service support. Also
includes oversight of department web
pages and social media.

All positions are filled and services are implemented.

Golf Administration Operations 250 - - Golf program and maintenance services are contracted out. City has various obligations
for capital improvements to structures. This
program manages the lease agreement and
relationships, performs auditing functions
and collects lease rent to pay debt service
and contract administration. Courses
include Haggin Oaks, Bing Maloney, Land
Park and Bartley Cavanaugh.

Strong relationship with Golf lessee is maintained and contract management is provided.

Historic City Cemetery Operations 402 3.00 3.00 Provide grounds maintenance services, burial services, and volunteer coordination
while preserving the historical integrity of
the Cemetery.

All positions are filled and services are implemented.

Youth, Parks & Community Enrichment (YPCE)
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Older Adult Services Operations 2,214 31.27 19.18 Management of the Hart Senior Center located at 27th & J Streets, serving seniors
from throughout the City; Triple R Program
which provides daycare to people with
Alzheimer's disease and respite to the
family members, including those who use
the daycare to people with Alzheimer's
disease and respite to the family members,
including those who use the so they can go
to a job; 50+ Wellness Program, Caring
Neighborhoods Program, Information and
Assistance Program to link seniors to
needed services, Neighborhoods Program,
Information and Assistance Program to link
seniors to needed services,
TechConnections to support seniors use of
technology, and numerous recreational and
lifelong learning offerings. Manage and
provide services offered through the Ethel
McLeod Hart Trust Fund.

The Ethel MacLeod Hart Senior Center has expanded hours which allows for additional recreation programming and restored social service assistance to seniors throughout the community. In-person service is slowly resuming at Hart Senior Center and Triple-R programs have returned to in-person modified services as public health conditions permit; virtual programming and assistance by telephone continue to be offered as well.

Park Operations Administration Operations 12,878 133.80 116.50 Provide park maintenance services including increased frequency of mowing
(from 14 to 7 days), restroom cleaning (2
times per day), trash pickup, weeding,
debris removal, and site inspections. Park
Maintenance also strives for lower
response times for irrigation.

Services are implemented. Hiring exceptions have been granted to continue to fill vacant positions; recruitment is underway.

Permitting and Events Operations 1,048 10.04 6.47 Manage and support Special Events throughout the City of Sacramento. Some of
the services the Division offers are: permits
approximately 1,000 events annually in
parks and the public right of way (streets,
sidewalks and alleys); services
approximately 110 council member events
annually by providing equipment (stages,
tables, chairs, fencing, audio, etc.),
supplying recreation activities at the
events, staffing and overall coordination of
the event details; and supports Parking
Services with posting No Parking signs for
non
‐
metered parking reservations.

Permitting and Special Events section has seen a significant increase in the number of events supported since the onset of the COVID-19 pandemic. There are limited restrictions on large gatherings and events and we anticipate continuing to see an increase in permit requests.

Technology Service Operations 58 - - Manage department-wide technical equipment and software expenditures.

Essential due to dependency on technology
for communications, programming, and
operational needs.

Annual recurring technology expenses are paid, and remaining budget is spent to maximize benefit to the department.

Community Investment Subtotal 19,840 187.11 154.15 FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Response
City Attorney
City Attorney Department Operations 229 - - Increase staffing to address legal mandates related to the release of police videos and
documents.

Program objectives implemented and position filled. Position lives in General Fund Community Development
Animal Care Administration Operations 915 13.00 11.00 Provide support services to the animal shelter operations and field enforcement
that are mandated by City Code. This
includes rabies control through pet
licensing.

The Animal Care Administration section is providing administrative support to all areas of the shelter, including Field Enforcement, Animal Care and Veterinary Services. The Animal Care Administration section has been able to pivot and provide all administrative services remotely and in-person, in addition to provide administrative tasks using online services, including online payments, licensing, scheduling of adoptions, owner surrenders and general inquires from the public.

Animal Care/Shelter Operations 3,108 34.00 25.00 Provide general care, cleaning, feeding, and medicating of stray animals, assists the
public with lost and found services and
redemptions, conducts on-site shelter
adoptions, performs incoming processing of
animals, performs euthanasia, prepares
specimens for testing.

The Animal Care/Shelter includes shelter staff and veterinarian staff. We are currently recruiting for four Animal Care Technicians. We are in the process of hiring a veterinarian after a recent resignation, and will soon be recruiting for a Registered Veterinarian Technician due to an upcoming retirement. We are seeing an increase in shelter intake, and due to vacancies and the limited number of registered veterinarian technicians, the staff struggle to keep up with their daily duties. The veterinarian staff is the most impacted as they struggle to provide veterinarian care to the 200 plus animals housed at the shelter and the 400 plus animals housed in foster homes.

Neighborhood Code Compliance Operations 3,153 39.00 30.75 Protect the health, safety and welfare of residents and community by ensuring
preservation, maintenance, livability and
safety within the community. Responds to
complaints of blighted, unsanitary and
unsafe condition on private property.

Includes removal of junk and debris,
inoperable vehicles, pest infestation,
overgrown vegetation, noise and other
community needs.

Neighborhood Code Compliance is currently managing an average of 3,100 active cases in response to community complaints and the need to maintain the habitability and safety in neighborhoods throughout the city. A large component involved in the investigation of these complaints includes both an educational and enforcement model with the goal of attaining voluntary compliance. Code Compliance frequently receives complaints of public nuisances, illegal operations and various violations that occur at night and on weekends. These complaints are often not responded to because the department does not have staffing that works after 4pm and on weekends. Complaints that are investigating relating to night activity occur on an overtime basis which depletes departmental resources. The demand for overtime has often caused burnout within the team and caused a significant decrease in volunteers willing to assist with these requests. The use of limited resources to investigate after hour complaints has also contributed to a large backlog. In turn, staff are working Saturdays to try and maintain manageable caseloads. Dedicating existing resources to investigate complaints after hours takes away from assisting neighborhoods that are in need of code enforcement services.

Community Response
Office of Community Outreach Operations 1,937 24.00 9.00 Responsible for responding to calls for service by deploying teams of social
workers and outreach specialists who will
use evidence based practices such as
cultural competency, motivational
interviewing, and strengths-based
approaches that are not typically found
within traditional emergency response
models
Interviewing additional applicants in process. Teams are providing response to calls for service via 311 related to homelessness citywide five days a week averaging 700 responses a month.

Teams also responding and supporting motel voucher program and safe ground locations with case management, housing coordination and supports. In addition, teams also respond to requests form council members, PBID's, city departments and provide outreach and service response for Department of Utilities, Police Department, Code Enforcement, Parks.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Outreach MYOP 2,300 - - Support community based organizations and efforts to create citywide outreach,
support service programs and collaborative
models that ensure access to services
citywide.

Hope Cooperative contract: Motel voucher program 24/7, motel case management, housing coordination staff, mental health clinician and outreach specialists. Step-up housing coordinator and case management staff.

Office of the Director Operations 769 8.00 5.00 Responsible for the strategic planning, fiscal, human resources, and administrative
management of the Department.

As a new department, DCR is defining our needs and reviewing current positions. The goal is that our positions can support and response in alignment with department vision and expectations.

Community Response MYOP 3,800 - - For Community-based organization outreach and the creation of coordinated
access system
Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

Information Technology
Sacramento City 311 Operations 296 - - Expand 311 services to provide additional staffing during peak hours to improve
response time.

The additional 6.00 FTE positions resulted in substantial improvement to 311 service levels and significantly reduced the average wait times from 6.5 minutes to 2.5 minutes.

Mayor/Council
Office of Public Safety Accountability Operations 882 5.00 3.00 The City of Sacramento’s Office of Public Safety Accountability (OPSA) encompasses
oversight practitioners responsible for the
investigation, review, and audit of
allegations of misconduct involving the
Sacramento Police Department and the
Sacramento Fire Department personnel.

OPSA ensures that investigations have
been completed fairly, thoroughly, and
objectively. Regardless of the complexity of
societal ills negatively impacting
communities around the world, OPSA
remains invested in promoting and
supporting constitutional policing and
strengthening trust within our communities.

In the furtherance of oversight and reform
efforts, OPSA is committed to meeting the
challenges head on and seeking to
increase staffing in the office.

The City of Sacramento’s Office of Public Safety Accountability (OPSA) remains steadfast and resourceful during such a tough period of transition. The ongoing COVID-19 pandemic, historic wildfires, large-scale protests, and social unrest have created wide-spread tensions within City of Sacramento communities. These challenges and changing societies highlight the need for police reform and increased police oversight.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
Illegal Dumping MYOP 2,535 - - Funding is used to mitigate the impacts of homeless encampments on the community
and remove illegally dumped junk and
debris from the public right-of-way. Funding
for the Homeless Mitigation Program and
the Forensiclean contract are managed by
Department of Community Response
(DCR). Public Works provides support for
the Homeless Mitigation Program by
providing the necessary pickup and
disposal services for those items collected
under the Forensiclean contract, and
collection of illegally dumped junk and
debris from the public right-of-way.

On June 29, 2021 under Motion 2021-0179 an agreement with Forensiclean was executed for services through June 30, 2022. The agreement funds four, two-person crews, seven-days a week to mitigate the impacts of homeless encampments on the community. City and Forensiclean crews have disposed of 3,276 tons of material from unhoused encampments in FY22 through March.

More than 3,700 tons of illegal dumping have been removed in FY22 through March. Under Proposition 218 restrictions, ratepayer revenue cannot be used to fund citywide illegal dumping removal. To remain compliant with Proposition 218, it is recommended that Illegal Dumping operational expenses continue to be allocated to this MYOP.

Community Response Subtotal 19,923 123.00 83.75 Homelessness
Community Response
Homeless Housing Initiatives MYOP 4,826 - - Fund direct programs and services responsible for moving individuals and
families into more stable environments,
addressing barriers, and moving people
from homelessness to housing.

There are several projects serving the community both with shelter and supportive services.

Notably, five capable contractors were awarded funds to serve Women and Children experiencing homelessness in Sacramento, including those participating in the Motel Voucher Program.

Office of Homeless Services Operations 509 6.00 3.00 Respond to homelessness, which includes coordinating with various federal, state,
local, nonprofit, and faith-based entities to
end homelessness and administering
millions in contracts to fund emergency
shelter, wraparound services, and housing
projects.

The office has been hard at work overseeing contracted programs, working with contractors, and finding ways to improve systems and relationships with providers doing work to reduce homelessness in the City. The office has also been identifying needs of the community & working towards the preparation of execution of the Comprehensive Citing Plan. Lastly, the Office is working on the continual improvement of the pilot City Motel Program, which provides much needed safety, structure, and non-congregate shelter to the most vulnerable individuals and families experiencing homelessness in our community. Most recent improvements include the partnerships of 2 CBO’s to provide daily case management and rehousing support, as well as the streamlining of the referral process which now operates exclusively through DCR; the office also is working with the support of DOU to build a package to submit to FEMA to secure as much reimbursement as possible as this program largely serves those who are classified as at risk for complications should they contract COVID. The application is anticipated to be submitted within the coming weeks.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Respite Center MYOP 3,000 - - This contract began in January as a fast, effective response to inclement weather,
and has since pivoted and expanded to
serve as the Safe Ground program serving
the unsheltered in the Southside Park area.

This program shall remain in operation
through the duration of the work being done
under the W/X freeway by Caltrans.

The Caltrans work anticipated to be completed at the end of the calendar year. Until that time, the contractor and other community providers work to not only provide stability, but also Case Management and rehousing services. Being new, and very much in the public eye, this program has gotten much attention from the Office, and they continue to work closely with the Contractor, the neighborhood, and other stakeholders to make consistent improvements. Much has been learned so far in this program, and this knowledge has served to develop a much more comprehensive plan for future project implementation through the Comprehensive Siting Plan.

Homelessness Subtotal 8,335 6.00 3.00 City Manager
Community Engagement Operations 1,371 8.00 5.00 Manage public engagement and outreach activities related to community and
economic development initiatives, projects,
and programs.

The Community Engagement Manager was hired and effective December 20, 2019. The department is in the process of recruiting and hiring staffing. The Community Engagement division was instrumental in implementing a comprehensive and inclusive outreach plan for the City's CARES funded programs and services. The Community Engagement division has also taken an active role in the redistricting process and citywide racial equity initiative currently underway.

Community Investment Operations 1,159 7.00 6.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.

Financed the renovation of commercial space in Oak Park that will become a new employee- owned Rancho San Miguel Market and employ approximately 70 employees, including an agreement to focus recruitment on the residents within the surrounding zip codes. Facilitated the approval of a Community Benefits Partnership Agreement with the Regents of the University of California on behalf of its Davis Campus and Wexford Development, LLC for Aggie Square and approved the Business Terms and Infrastructure Financing Plan for the Aggie Square Enhanced Infrastructure Financing District. Served 533 clients through the Financial Empowerment Center.

In partnership with SHRA, secured an additional $33.7 million in federal and state funds to provide emergency rental assistance to low-income renters, allowing them to address past-due rent and utility payments due to the COVID-19 pandemic. Facilitation of new housing coordinators to provide housing navigation services for homeless individuals to be housed, and addition of new affordable housing and workforce housing projects, including use of old City and RASA properties as well as private ownership partner locations.

Inclusive Economic Development
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Economic Development Operations 1,159 8.00 6.00 Accelerate the City’s role to attract, retain, and scale new and existing businesses in
Sacramento.

Implemented and deployed over $50 million in federal funding to deliver projects and programs in response to the pandemic including: the Small Business Forgivable Loan Program; Great Plates Delivered; Food Access; Al Fresco Dining; Small Business Technical Assistance; Workforce Development; Homekey Affordable Housing Units, Emergency Rental Assistance; Temporary Housing for Critical Employees; Commercial and Residential Tenant Eviction Moratorium Information and Mediation Services; Motel Voucher Program; Continuation of the Roomkey Shelter Partnership and Cal Expo Trailers Sheltering Program; Financial Empowerment Center Expansion; and Outreach and Engagement. ScaleUp Sacramento: An Inclusive Economic Development Action plan was adopted in early 2021, OIED staff are now working on various implementation initiatives including CMC, Aggie Square and gathering additional skills data to align the workforce with current and future industry opportunities. Small Business Support: In early 2021, OIED wrapped up the first cohort of Economic Gardening. Despite the Pandemic, the six participating businesses all had steady or increased revenues and profits, and they have added 18 jobs which are a combination of full-time, part-time, and student fellows. The second cohort, of 10 businesses, launched in September 2021. Business Retention and Expansion:

Support local businesses so they can thrive in Sacramento, this is done through business walks (pre-covid), one-on-one retention calls and connecting businesses to city and partner resources to support their growth in Sacramento. Business Attraction: Recruitment of businesses that support Sacramento’s inclusive economic development goals and align with ScaleUp Sacramento. Manage two loan programs, Brownfields Revolving Loan Program and Innovation and Growth Forgivable Loan Program, to support these attraction and retention efforts. CARES and ARPA: Assist with overall administration of the city’s overall pandemic response grants and implementation of specific programs that support small businesses and workers.

Economic Development
Administration
Operations 1,236 4.00 3.00 Administration in support of all Office of Innovation and Economic Development
admin operations.

Currently in the process of hiring for one Administrative Analyst positions to support implementing priority inclusive economic development projects and programs on behalf of the City. This position is even more critical as the Office of Innovation and Economic Development manages and implements various component of the City's American Rescue Plan Act (ARPA) Framework and Funding Priorities.

FY2021/22 Mayor/Council Economic
Development and Youth Priorities
MYOP 5,500 - - Funding to support Marina Vista/Alder Grove Neighborhood Revitalization,
California Mobility Center, La Familia
Opportunity Center
Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of Diversity and Equity Operations 462 3.00 1.00 Implement the Race and Gender Equity Action Plan (RGEAP) 2020-2025 and
citywide racial equity initiative.

Progress is ongoing on the RGEAP implementation. Implementation steps aligned with GARE's National Best Practice on Racial Equity of Normalize, Organize, and Operationalize. In 2021, City departments established Equity Teams to begin Y1 department assessment and annual goals focused on workforce equity. The following implementation outcomes are summarized: Jun 2019 – Nov 2019 GARE cohort organizational assessment, apply racial equity tool identify 14 major themes along workforce continuum – workforce equity (RESEARCH & EVALUATION)​ Jan 2020 Cohort drafts 14 outcomes and actions of RGEAP 2021-2026 (DEVELOP PLAN) Jul 2020 CMO Executive Team is provided overview of draft RGEAP and identify staff leaders for RGEAP Rollout citywide (COMMUNICATION)​ Aug 2020 21 Day Racial Equity Habit Building Challenge (Year 1) ​November 2020 – RGEAP Rollout Steps 1-2 begin key concepts, overview, and user manual (IMPLEMENTATION & NORMALIZE) Jan 2021 – RGEAP Rollout Steps 3-4 development of Department Equity Teams and Introduction to Department 43 Equity Point Assessment (NORMALIZE AND ORGANIZE) Mar – June 2021 RGEAP Rollout Steps 5-6 Department 43 Equity Point Assessment, Annual Reporting and Racial Equity Training ​(NORMALIZE & EVALUATION) Aug 2021 – 21 Day Racial Equity Habit Building Challenge Year 2 (NORMALIZE) Sept – Dec 2021 Racial Equity Trainings for Department Equity Teams (NORMALIZE) Dec 2021 Support Dept Equity Teams in finalizing Department Profile & Assessments and First Annual Report (OPERATIONALIZE).

The progress on the Council led citywide racial equity initiative is ongoing. The scope of work has been drafted for review by Race Forward in September 2021. The scope of work calls for Race Forward's facilitation of a dynamic community driven process with City Council to develop an external citywide racial equity capacity to develop a resolution and statement centering on racial equity, and a process to develop racial equity action plan. Implementation of scope of work is anticipated to begin by January 2022.

Railyards & Riverfront Operations 505 3.00 - Lead the City in public-private partnerships that cultivate new activity and investment in
the Riverfront and Railyards areas.

Railyards – (public/private partnership) completed infrastructure to support a future Kaiser hospital & medical campus, and grading work to support the future regional Vista Park. Working on a stormwater outfall + pump station to handle stormwater for the project and free up available developable land, roadway infrastructure to access the Historic Central Shops, and “The AJ” mixed use and mixed income housing project which includes 345 dwelling units (20% of which are income restricted affordable). Continuing work with the master Developer (Downtown Railyard Venture), as well and other investors and stakeholders, on planning, legal, and financing activities for the proposed Live Music Venue in the Historic Central Shops and a proposed Sports Stadium on the eastern quadrant of the site. Additional work staff is engaged with is levee / berm coordination with the Army Corps, implementation of construction of the County Courthouse & associated infrastructure (through consultation with the State of California & the Judicial Council), updates / changes to the Development Agreement & Finance Plan to achieve overall project goals, Financial and Public Subsidy monitoring + analysis, and implementation of a $30M grant via the State of California.

Riverfront - Progress continues on the Destination Sacramento Program. Received further consideration for $1 million U.S. EDA grant to complete design work on Front Street project resulting in a shovel-ready project. Assisting the Old Sacramento Waterfront with recovery from the Covid-19 pandemic. Facilitating stakeholder outreach and engagement as well as investment and activations along the riverfront, including actively pursuing grant funding for project implementation.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Thousand Strong MYOP 750 - - Work with a network of community based organizations to boost Sacramento’s
economic prosperity by working with local
businesses to create a pool of skilled,
experienced young talent.

The City is currently exploring an alternative program timeline that would complement other city- run youth work-based learning programs to leverage existing resources and build a stronger pipeline and exploring a sector-based program model; construction, healthcare, IT, etc. (aligned with Sacramento market). To continue offering a program aligned with this model, the City has contracted with the Center for Land-based Learning (CLBL) and North State Building Industry Foundation (North State). CLBL is working with 20 paid interns at Luther Burbank and Grant High Schools in their agriculture programs. In class room learning aligned directly with on the job experience. The team at CLBL would provide essential skills training, manage the employment of the students, and work with the Metro Chamber Foundation to ensure onboarding, offboarding and payroll of students are in accordance with CA and US employment law. North State is working with a cohort of up to 50 students to coach, train and place students in construction jobs.

They would work with a mix of in school and out of school youth that are recruited from CTE Construction courses or training programs within the community college network. They provide a range of students supports including transportation assistance, childcare subsidies and assistance with documentation.

Citywide & Community Support
Community Programs Operations 914 - - Community Programs include financial support for special events and operations
by Visit Sacramento, Downtown
Sacramento Partnership (DSP), H Street
Theater and the annual New Years Eve
fireworks show.

In lieu of the traditional New Years Eve Fireworks show that Visit Sacramento produces funding was directed to Sac2021.com which was a series of interactive pop-ups throughout the city, strategically placed in iconic places in each district. The pop-ups were art installations created for the purpose of taking selfies as a celebration and gratitude in 2021. Funding also went to activations throughout Old Sacramento to encourage people to visit the district.

Public Works
Winn Park Tenant Improvements CIP 200 - - Funding to support all necessary tenant improvements for the Winn Park building for
the Latino Center of Art and Culture.

Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

Inclusive Economic Development
Subtotal 13,257 33.00 21.00 Citywide & Community Support
Library JPA Operations 13,572 - - Provide library services and programs for 11 City branches, plus the Central Library.

Ongoing library services are being maintained.

Sacramento Public Library Authority
(SPLA) Maintenance
MYOP 400 - - Annual funding to pay for the routine maintenance and repairs of the City
Libraries including but not limited to all
capital improvements and capital repairs for
the Libraries, including major repair and
replacement of building structure, HVAC
systems, plumbing, roofing and other
elements.

SPLA and the City have executed MOU 2019-1618 to address maintenance and repairs at the 12 City-owned public libraries. The annual allocation is necessary for the ongoing maintenance and back log of repairs per the MOU.

Library
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
North Sacramento Library Relocation CIP 2,500 - - Fund the Tenant Improvements to convert the former Sacramento News and Review
Building located at 1124 Del Paso Blvd into
the new North Sacramento-Hagginwood
library.

The City currently leases a building for the North Sacramento-Hagginwood Library, located at 2107-2109 Del Paso Blvd. The existing location is too small to allow for expansion of the library’s services and does not provide ample on-site parking.

The City acquired 1124 Del Paso Boulevard on 09/15/2021 for the new location of the North Sacramento Library after City Council approved the Purchase and Sale Agreement (2021-0906) on 07/27/2021 under Motion 2021-0227. Purchasing 1124 Del Paso Boulevard will allow the library to expand its services and provide additional neighborhood resources. City Facilities staff are working with Library JPA to create a tenant improvement plan to address Library’s future occupancy of the building. In March 2022, the City applied for grant funding through the State of California's Building Forward: Library Infrastructure Grant Program to leverage the Measure U funding for additional improvements.

Library Subtotal 16,472 - - Community Development
Animal Enforcement/Field Services Operations 1,488 12.00 10.00 Enforce state law and City ordinances regarding animal control and rabies
prevention.

The Field Services Section is currently recruiting for one Senior Animal Control Officer and three Animal Control Officer vacancies. Interviews will be taking place within the next month. The Field Services Section receives over 18,000 calls for service per year. When fully staffed, officers are still unable to respond to every call for service. Priority emergency calls get handled first, including sick and injured animals, animal abuse, law enforcement and fire requests. Many non- emergency calls such as deceased animals, welfare checks, tethered animals, poultry calls can take officers up to a week or more to respond. We do not respond to stray healthy loose animals.

Fire Department
Diversity/Outreach Recruitment Operations 2,221 7.00 7.00 Add and fund Diversity/Outreach/ Recruitment division in the Fire Department
to provide programing to youth and young
adults to obtain an understanding/
experience in the Fire Service.

The Diversity/Outreach/Recruitment (DOR) has focused on administrative and division procedures to support our new and established programs. The DOR division has established three (3) units: Outreach and Recruitment, Youth Programs, and Pipeline Programs. During the planning and development stages the DOR Division strived to include the Race & Gender Equity Action Plan (RGEAP) outcomes. The DOR division has partnered with the Office of Youth Development, YPCE, and SPD to create quality programs that alight with the Citywide Youth Development Plan.

Fire Suppression Operations 6,369 - - Ensure fire personnel are consistently available to respond to emergencies in an
effective time period.

Fire personnel are consistently providing daily service to our community.

Police Department
Hiring Pipeline Operations 5,665 63.50 31.00 Recruit young adults from the Criminal Justice Magnet Academy, Police Cadet
Program, local junior colleges, and
universities into law enforcement careers
The Sacramento Police Department continues to actively recruit and hire diverse applicants to pipeline positions. There will always be vacancies as many of these hires promote into other classifications within the Department and/or City.

Public Safety- Community Development
Public Safety- Fire
Public Safety- Police
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Police Fleet Equipment CIP (500) - - Replace/upgrade mobile data computers, in- car cameras, and ballistic door panels in
police vehicles
FY22 funds redirected to support citywide operations.

YPCE Department
Park Safety Services Operations 1,608 13.00 12.00 Provide park guests and park neighbors with a safe and trouble-free environment
through "Service, Safety, and Preservation."
Address hazards in the City park system
and mitigate public safety issues prior to the
need for police services. Provide customer
service and enforcement of city ordinances
in city parks and parkways. Provide faster
response time, increased homeless camp
clean-ups, and higher frequency in park
patrol/safety presence.

Park safety services are implemented with one vacancy that is currently undergoing recruitment.

Public Safety Subtotal 16,851 95.50 60.00 City Manager
Public Safety- YPCE
Youth
FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of Youth Development Operations 253 6.00 5.00 Developed initiative to guide the design, evaluation and implementation of City-run
and City-funded children and youth
investments in accord with the Citywide
Youth Development Plan.

In Progress – Building the new Office of Youth Development (OYD). From December to April 2022, filled 3 of 4 FTE vacancies. FY22-23+ OYD goals are as follows: 1) The new OYD team will finalize the design and begin formal implementation of the City’s first evaluation, learning and continuous quality improvement system (CQI System) to be applied across all youth investments while centering racial equity and social justice, these broad areas include: Research, Data, Evaluation & Learning, Grants Administration & Management, Organizational & Professional Development, and Community Engagement & Strategic Partnerships. 2) Aggregate and distill existing resolutions and strategic plans from across City departments that do or can have a significant impact on youth, into a focused Citywide Youth Action Plan centered on equity and inclusive of youth and community voice. 3) Continue working closely with the City’s Youth Workforce Manager to strengthen the City’s youth workforce pipeline and develop/begin implementing a robust public sector pathway for young people. 4) Continue working closely with the City’s Violence Prevention Manager to develop a long-term citywide youth prevention and intervention strategy.

Designed, launched, and now managing the $4.1M City of Sacramento Youth Development Plan Funding RFP, currently supporting and coordinating subsequent grant management functions across the two-year timeline, including monitoring and evaluation, as well as providing grantee capacity building and technical assistance. Preliminary data from year-one, midyear as follows:
o 13 of 18 grantees reporting
o served 2,853 children and youth ages 6-21
o provided over 70,500 hours of programming
o 85% of youth surveyed felt safe in their program
o 82% of youth surveyed felt valued and engaged;
Currently designing the competitive solicitation and grant-making processes for FY22 mid-year allocation for a Stabilization Fund to support children and youth organizations with general operating support and capacity building to be released Summer 2022.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
FY2021/22 Mayor/Council Economic
Development and Youth Priorities
MYOP 5,300 - - Funding for Youth workforce development and youth and family serving community
based organization stabilization fund.

Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

Youth Pop Up MYOP 1,300 - - The Program meets a critical need of providing young people from traditionally
under-resourced neighborhoods across the
city of Sacramento with safe spaces to
engage with trusted adults and their peers
in fun and social activities on the weekends.

From July 2019 through February 2020 (this was the last time MU funds were allocated for this program), twenty-three Youth Pop-Up partners provided access to free, fun, and safe neighborhood-based events for over 32,849 Sacramento youth and their families. In 2020 Youth Pop-Ups expanded to include a comprehensive employment training program component, “Economic Mobility.” However, the COVID-19 pandemic forced an abrupt halt to in-person Pop- Up events and Economic Mobility activities and the Pop-Up partnership network quickly moved to a virtual platform in addition to food and meal deliveries. From March-June 2020, during the COVID-19 pandemic, 31 virtual events were held reaching 6,696 peak participants.

Citywide & Community Support
Fare Free Transit MYOP 750 - - Provide fare-free transportation for Sacramento's youth in grades K-12 who live
or attend school within the City
The program offers fare-free transit for youth and students on the entire Sacramento Regional Transit (SacRT) network starting on October 1, 2019. On September 21, 2021, under Motion 2021-0226, City Council approved the execution of an agreement with SacRT to extend services through June 2022, the 3rd consecutive year of fare-free transportation for Sacramento youth.

Staff is currently negotiating with SacRT to enter a multi-year agreement beginning July 1, 2022.

Community Response
Gang Prevention and Intervention MYOP 1,423 - - The Gang Prevention and Intervention Taskforce (GPTI) is a program comprised of
stakeholders representing a broad range of
sectors including service providers, health
care providers, school administrators, faith
leaders, law enforcement personnel, and
elected officials. The purpose of the GPIT
program is to encourage cross-
collaboration and align all entities under a
unified violence prevention framework.

The GPIT FY 21/22 is currently in progress and doing well. All six grantees are all collaboratively working together on a daily basis.

Office of Violence Prevention Operations 282 2.00 2.00 Responsible for the City’s response to gang and gun violence which includes
administering a gang prevention and
intervention grant program and overseeing
the implementation of other evidence-based
violence prevention activities.

The office is overseeing six GPIT grantees, two BSCC grants and AP Adult Peacemaker Fellowship. The office is continuing to work and build relationships with community based organizations, law enforcement, business owners and community overall.

Convention & Cultural Services
Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at
Fairytale Town.

Fairytale town has been operating at varying levels throughout the COVID-19 pandemic, including being closed during some periods. Fairytale Town is currently only allowing admittance through an online reservation system to control visitation. Fairytale town recently broke ground on a new story center and amphitheater.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Powerhouse Science Center Operations 129 - - Annual contribution of funds for the support of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.

In April of 2021, Powerhouse Science Center now doing business as Museum of Science and Curiosity (MOSAC) completed construction of their new facility Jiboom Street. The museum had a very successful summer program at the new site. Since completion of the building, exhibits have been installed and the museum launched it's grand reopening in November 2021.

Sacramento Zoo Operations 295 3.00 2.00 Provide operational funding support for programs, staffing, services and supplies at
the Sacramento Zoo per agreement C1997-
0021.

During COVID, the Zoo has operated at varying levels of reduced capacities. Including at time being completely closed. The Zoo has adjusted to COVID-19 restrictions and been open to the public as much as possible. The Zoo transitioned to touchless online advance ticket sales, enhanced all cleaning and safety protocols, and streamlined menu options at the Kampala Cafe to minimize congestion and maintain a safe family environment for the Sacramento community.

Additionally, the Zoo has transitioned from an outsourced security contractor to an in-house security team to improve performance and costs.

Information Technology
IT Internship Operations 120 - - Provide a cost-effective alternative to augmenting full-time staff and provides
students with actual work experience and
assess their interest and abilities.

This program provides students with professional work experience while the City assess their abilities for permanent positions. The department hired several students from this program to fill permanent positions.

Mayor/Council
Youth Engagement and Summer
Programs
MYOP 170 - - Promote youth engagement within the City of Sacramento.

Program is ongoing as office work to create, enhance, and support engagement opportunities within their districts.

YPCE
Access Leisure Operations 638 10.03 8.73 Provide enhanced life experiences to people with physical, developmental, and
intellectual disabilities through accessible
recreation programs and services. Provide
additional opportunities for people with
physical disabilities. Additionally, the
Access Leisure team collaborates with
Community Center staff on a new inclusive
modification request process for all YPCE
programs. Access Leisure staff provides
youth program observations and
departmentwide trainings.

Since the beginning of the pandemic, our target population has been virtually engaged to ensure that our community continues to be safe, healthy, and united during this challenging time. In- person programs and services are significantly increasing and expanding as COVID-19 restrictions are removed. Virtual programming continues as a option for participants that are unable to join in-personAquatics Operations 5,594 89.90 38.00 Provide a safe environment for youth and adults to enjoy a variety of recreational
swimming and aquatic programming at
several pools throughout the city. The
Aquatics program contributes to public
safety and drowning prevention.

Additionally, the aquatic program provides a
substantial amount of youth employment as
youth comprise the majority of its workforce
and provides lifeguard scholarship
opportunities to youth seeking employment
with the City's Aquatics section.

All City Pools were opened in the FY21/22 summer season with the exception of pools that were in need of repairs. Programs included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. Additionally, In 2021, Clunie Pool offered an extended season and will continue to expand programming in the spring and through the fall with a new heater system. The Aquatics section is preparing to open all 17 city pools including the newly constructed North Natomas Community Center and Aquatics Complex. NNCCAC and Clunie Pool will be opening Spring 2022 and all other pools Summer 2022.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Camp Sacramento Operations 790 17.00 3.80 Camp Sacramento is a family camp and conference center serving residents of the
Sacramento Valley and beyond since 1920.

The Camp offers the following programs:

Family Camp; Camp Sacramento offers
eight Mini Camp (4 day/3 nights) and three
week-long (6 days/5 nights) vacation
sessions. Guests are provided 3 meals a
day and a vacation full of recreation
activities. Rental Groups: From mid-August
through September a limited number of
days are available for family reunions,
environmental education, weddings, youth
groups, senior programs, corporate retreats
and church groups. Average annual
attendance is: 2,536. Camp provides youth
program day camp opportunities for
underserved youth.

In summer of 2021, Camp Sacramento resumed traditional camp offerings with some modifications due to COVID-19. While Camp was mostly saved from the Caldor Fire, there was some damage done to infrastructure that is currently being addressed. Staff are preparing a traditional camp season for summer 2022 as COVID-19 restrictions have been lifted. All family camp sessions are full and a robust post-season of rentals is also filling up.

Community Centers Operations 9,392 140.48 83.25 The City of Sacramento has 17 Community Center and Clubhouses located throughout
the city. Each center offers programs that
cater to the needs of their community. With
a focus on health and fitness, sports, youth
programs such as after school and summer
camps; Friday Night Hot Spots as well as a
variety of Active Adult and Senior programs.

Our centers also offer room rentals for
holiday parties wedding receptions classes
meetings and birthday parties. Community
Centers also offer a variety of fee for
Service Leisure Enrichment Classes.

Leisure Enrichment includes contracted
classes in drama music sports technique
sports camps fitness science camps martial
arts Tiny Tot preschool (South Natomas)
enrichment dance and language. Programs
take place at community centers and parks
and multiple staff are involved in the
facilitation and oversight daily. Registration
assistance and supplemental information
for these classes are provided by front
counter staff where classes are held.

Community Centers re-opened for walk in front counter and customer service support in April 2022. In-person programming resumed in 2021 including Kids Camp, Rec Express, Teen Scene and Hot Spots Remix at 7 community centers citywide and is expanding across all centers with robust spring and summer programming, including locations such as Coloma Community Center and Belle Cooledge Community Center as part of the community center expansion plan.

Additionally, Community Centers regularly host Drive Thru Events at 6 community centers, providing giveaways and resources to thousands of youth and families. Community Centers continue to support emergency response efforts including hosting and staffing warming centers, cooling centers, clean air shelters, vaccine clinics and meal distribution. Wellness Rooms have reopened at several centers and Leisure Enrichment programs and rentals have resumed pending staff availability. The Reservations office continues to support long term sports field permits and park rentals.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Recreation Services Operations 396 6.20 3.20 Community Recreation includes several youth and adult contract classes and Adult
Sports program. The City of Sacramento
Adult Sports Sections is committed to
providing excellence in healthy and fun
leisure activities in the greater Sacramento
area. Current Programming Includes: Adult
Softball Leagues: Men's women's co-ed,
and senior leagues at both the complex and
Tahoe and Roosevelt park. Three leagues
are held per year during Spring, Summer
and Fall. Current Programming Includes:

Adult Softball Leagues: Men's women's co-
ed and senior leagues at both the complex
and Tahoe and Roosevelt Park. Three
leagues are held per year during Spring
Summer and Fall. Year round Youth and
adult softball tournament rentals are held at
the complex. Youth league rentals at the
Softball complex during Spring and
Summer. Youth and Adult Volleyball rentals
at the complex during Spring Summer and
Fall. Youth and Adult Tennis clinics and
private lessons - year round.

Community Recreation has resumed programs and services citywide at community centers, sports fields and the Sacramento Softball Complex. Adult Sports programs include softball, tennis, bocce, exercise and wellness classes, and staff are planning an expansion of offerings in Summer 2022.

Recreation Administration Operations 1,563 9.00 9.00 Conduct the administration of operating grant and budget management functions for
divisions offering services and programs for
the community. City-wide licensing
management for audio and visual use. Also
includes budget for department-wide
recreational needs and management of
Department website and social media.

All positions (Operations and Recreation Division managers, Administrative Officers and Analysts) are filled and services are implemented.

Youth Employment Operations 2,798 61.32 27.80 Empower young people with knowledge and resources supporting their opportunity
to gain the basic fundamental skills needed
when seeking employment or being civically
engaged. The participants learn a variety of
skills and techniques that are practiced
within a safe and supportive environment
assisting in successfully navigating school,
work, community, life's choices, and day-to-
day challenges. Early adult outcomes
include education, economic self-
sufficiency, health family, social
relationships and youth advocacy as well as
positive contributions to the community.

Program operations including Landscape & Learning, WIOA, Prime Time Teen Virtually Connected, Summer @ Virtual City Hall, and Sacramento Youth Commission are being implemented in-person or virtually. Projecting the return of the Jr. Rec Aide program virtually or hybrid during spring of 2022. The staffing shortage crisis (i.e.. retention and hiring of staff) will delay the implementation of the Young Leaders of Tomorrow program.

FY2021/22 MEASURE U
PROGRAMMING Type
Amended
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Enrichment Operations 581 13.60 7.84 Provide youth development supports and opportunities through sports to teach
lifelong lessons and skills. Programs and
activities focus on participation,
sportsmanship, basic game rules,
fundamentals and skill development in a
variety of sport activities. The daily
management of the 28th & B Skate and
Urban Art Park along with SK8
Camps/Clinics are within the operations of
the unit.

Program operations including Junior Giants, Youth Sports Leagues and Skate Park have been re- established to in-person. The staffing shortage crisis (i.e. retention and hiring of staff) is impacting non-career positions causing reduced operational hours and youth programming opportunities.

Youth Expanded Learning Operations 381 11.24 4.74 Support middle school ASES program at Sam Brannan, providing students with a
safe and education enrichment program to
attend afterschool. This also supports
Summer Oasis and Kids Camp. These
summer programs provide children with fun
activities, science projects, social/emotional
learning and interactive games.

Programs have continued to operate amidst the pandemic providing in person services. With the staff shortage crisis we are still continuing to interview to fill all school year and summer positions.

Youth Sports Field Permit Program MYOP 200 - - Resources for outdoor athletic field permit fees for youth sports teams.

Monies added in FY2021/22 the Midyear Budget process. Staff are working on a process to administer program.

Youth Subtotal 32,368 369.77 195.36 City Manager
FUEL Network MYOP 500 - - Funding for continuation of legal, education, and support services to Sacramento
families facing the threat of deportation.

Monies added in FY2021/22 the Midyear Budget process. No program updates are available.

Information Technology
IT Regional Support Operations 35 - - Provide funding for IT staff due to the reduction of reimbursement from Students
Today Achieving Results for Tomorrow
(START).

IT staff has been retained and is covered by the funding reimbursement provided by Measure U.

Systems Support Operations 38 2.00 2.00 Replace funding for IT staff due to the ending of the Body-Worn Camera Grant.

IT staff has been retained and is covered by the funding reimbursement provided by Measure U.

Miscellaneous Subtotal 573 2.00 2.00 Measure U Programming Total $ 137,408 855.58 550.66 Miscellaneous
CITY OF SACRAMENTO, CALIFORNIAMeasure U Sales TaxPerformance AuditFor the Period of July 1, 2021 to June 30, 2022 CITY OF SACRAMENTO, CALIFORNIAMeasure U Sales Tax Performance AuditFor the Period of July 1, 2021 to June 30, 2022Table of ContentsPageIndependent Auditor’s Report on Performance ............................................................................................ 1Objectives of the Audit ................................................................................................................................. 2Background Information............................................................................................................................... 2Scope of the Audit ........................................................................................................................................ 2Procedures Performed................................................................................................................................... 2Results of Procedures Performed.................................................................................................................. 3Conclusion .................................................................................................................................................... 3Management Comments and Recommendations.......................................................................................... 4Table 1 – Schedule of Measure U Sales Tax Fund Revenues, Expenditures, and Transfers........................ 5 www.mgocpa.com500 Capitol Mall, Suite 2200Sacramento, CA 958141 Independent Auditor’s Report on PerformanceTo the Mayor, Members of the City Council,and the Measure U Community Advisory Committee City of Sacramento, CaliforniaWe were engaged to conduct a performance audit of the City of Sacramento, California (City), Measure U Sales Tax funds for the period of July 1, 2021, to June 30, 2022.We conducted this performance audit in accordance with the standards applicable to performance audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives.Our audit was limited to the objectives listed within the report, which includes determining the City’scompliance with the performance requirements referred to in the Measure U Ballot Measure approved by voters of the City of Sacramento on the November 6, 2018 ballot. Management is responsible for the City’scompliance with those requirements.In planning and performing our performance audit, we obtained an understanding of the City’s internal control in order to determine the extent of our tests of compliance, and not for the purpose of providing an opinion on the effectiveness of the City’s internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control over compliance. The results of our tests indicated that the City expended Measure U funds for allowable activities as approved by the voters in accordance with the Measure U Ballot Measure for the period of July 1, 2021, to June 30, 2022.Sacramento, California December 19, 2022

CITY OF SACRAMENTO, CALIFORNIAMeasure U Sales Tax Performance AuditFor the Period of July 1, 2021 to June 30, 2022 2 OBJECTIVES OF THE AUDITThe objectives of our performance audit were to document that sales tax revenues related to Measure U were deposited in the Measure U Fund and accompanied by supporting documentation from the California Department of Tax and Fee Administration; to review a list of activities and determine if they are consistent with the Measure U ballot language; to compare expenditures by category to approved budgets to determine if expenditures were in excess of appropriations; and to select a sample of expenditures and review supporting documentation and determine if funds were expended on specific Measure U activities approved in the City Council’s budget. The objectives of our performance audit were not to determine if the City used Measure U revenues in an efficient or effective manner.BACKGROUND INFORMATIONOn November 6, 2012, voters of the City of Sacramento, California approved Measure U to enact a one-half cent sales tax for six years “To restore and protect essential public safety services, including 9-1-1response, police officers, gang/youth violence prevention, fire protection/emergency medical response, and other essential services including park maintenance, youth/senior services, and libraries…with independent financial audits and citizen oversight”. The original sales tax expired on March 31, 2019, and a new ballot measure raising the tax to a full cent, indefinitely, was voted on November 6, 2018. The new Measure U was approved as a general tax and can be used for any general government purpose.A five-member Measure U Citizen’s Oversight Committee was established during the year ended June 30, 2013. The purpose of the Committee was to review the City’s annual independent auditor’s report and prepare a report to City Council documenting the revenues generated by Measure U, the services and programs funded, and the results of their oversight. A new 15-member Measure U Community Advisory Committee was created in March 2019 and is responsible for providing recommendations to the City Council on how to allocate Measure U resources. SCOPE OF THE AUDITThe scope of our performance audit covered the period of July 1, 2021, to June 30, 2022. The population of expenditures that was subject to testing included all account and project codes associated with Measure U. The propriety of expenditures funded through other local funding sources, other than Measure U, were not included in the scope of the audit. Expenditures incurred subsequent to June 30, 2022, were not reviewed or included within the scope of our procedures or in this report.PROCEDURES PERFORMEDWe obtained the Measure U Fund general ledger and project expenditure summary reports and detail prepared by the City for the period of July 1, 2021, to June 30, 2022. For the period, we selected ajudgmental sample of 27 expenditures and obtained the actual invoices and other supporting documentation to ensure consistency with the Measure U ballot language and compliance with the City Council’s Measure U budget, and performed the following procedures:1)We compared the list of activities performed to verify that the list of activities is consistent with the Measure U ballot language.2)We verified that the Measure U revenues were deposited into the Measure U Fund.3)We agreed the amounts in a judgmental sample of 5 Measure U revenue deposits to supporting documentation from the California Department of Tax and Fee Administration.

CITY OF SACRAMENTO, CALIFORNIAMeasure U Sales Tax Performance AuditFor the Period of July 1, 2021 to June 30, 2022 3 4)We judgmentally selected a sample of 27 expenditures incurred during the period and reviewedsupporting documentation to ensure the funds were expended on the specific Measure U activitiesapproved in the City Council’s budget.5)We compared expenditures by category to the approved budget to determine if there were anyexpenditures in excess of appropriation.RESULTS OF PROCEDURES PERFORMEDThe City utilized Measure U funds for 95 of the 186 budgeted projects. The City recognized Measure U revenues of $133.255 million, including investment losses of $3.769 million (due to adjustments of investments in the City Treasurer’s cash and investment pool to fair value at year-end), and incurred expenditures on a budgetary basis of $119.288 million and $107.183 million in accordance with accounting principles generally accepted in the United States of America (U.S. GAAP) during the period of July 1, 2021, to June 30, 2022, for the Measure U projects as shown in Table 1 (table shown in thousands).NOTE TO TABLEThe City Manager submits a proposed budget to the City Council no later than 60 days prior to the commencement of the fiscal year. The City Council holds public hearings, modifies the City Manager’srecommendations, and adopts a final budget in June. The budget adoption resolution specifies that budgets will be controlled at the department level (i.e., police, fire, public works, parks and community enrichment,etc.) by fund.An annual budget is adopted for the Measure U Fund. Expenditures are appropriated on a modified accrual basis of accounting, except that commitments related to purchase orders are treated as expenditures in the year of the commitment. The Measure U Fund reported negative revenue in the amount of $3.769 million for interest, rents, and concessions primarily representing investment losses associated with reporting the City Treasurer’s cash and investment pool at fair value at year-end.Budgets are modified throughout the year when the tax base changes, fees are modified, new revenue sources are identified, or programs are changed. The City Manager is authorized to administratively amend the budget during the year for transactions up to $250,000 without City Council approval. All other appropriation adjustments during the year require City Council approval. Total net budget adjustments of $31.769 million were made during the period of July 1, 2021, to June 30, 2022. Unencumbered annual budget appropriations lapse at fiscal year-end. The City honors contracts represented by year-end encumbrances and the appropriations are carried over to provide the authority to complete these transactions in future years. Multi-year project-length budget appropriations are automatically carried over in the next fiscal year.CONCLUSIONBased on the procedures performed, the results of our testing indicated, for the items tested, the City has complied with the Measure U ballot language, in all significant respects, for the period of July 1, 2021 to June 30, 2022. Our audit does not provide a legal determination on the City’s compliance with specific requirements or a determination of whether the City used Measure U revenue in an efficient or effectivemanner.

CITY OF SACRAMENTO, CALIFORNIAMeasure U Sales Tax Performance AuditFor the Period of July 1, 2021 to June 30, 2022 4 MANAGEMENT COMMENTS AND RECOMMENDATIONSNone reported.

CITY OF SACRAMENTO, CALIFORNIATable 1 - Schedule of Measure U Sales Tax Fund Revenues, Expenditures, and TransfersFor the Period of July 1, 2021 to June 30, 2022(amounts in thousands)Actual Amounts - Budget Budgetary Variance with to GAAP Actual Original Final Basis Final Budget Reconciliation AmountsRevenues:Taxes 108,801$ 124,238$ 133,255$ 9,017$ -$ 133,255$Interest, rents and concessions - - (3,769) (3,769) - (3,769)Total revenues 108,801 124,238 129,486 5,248 - 129,486Expenditures:Current Department Operations:General government:Mayor/Council 882 961 841 120 - 841City Manager 6,375 6,699 5,049 1,650 (24) 5,025City Attorney 229 229 229 - - 229Information Technology 489 489 489 - - 489Subtotal - General Government 7,975 8,378 6,608 1,770 (24) 6,584Police 5,665 5,672 3,586 2,086 - 3,586Fire 8,590 8,246 7,915 331 - 7,915Convention and cultural services 4,190 3,896 3,896 - - 3,896Youth, parks, and community enrichment 41,357 42,336 36,879 5,457 (104) 36,775Community development 9,919 10,458 8,026 2,432 (46) 7,980Community response 3,497 3,563 2,977 586 - 2,977Library 13,572 13,572 13,572 - - 13,572Citywide and community support 991 371 883 (512) - 883Multi-year Operating Projects:-General government:Mayor/Council -Thousand Strong (ETP Pilot) 1,005 1,005 450 555 (233) 217Sac Municipal Reparations Comm - 200 - 200 - -Youth Engagement and Summer Programs 170 - - - - -City ManagerNBHD Comm & Economic Plans Program 34 34 - 34 - -SHRA - Capitol Park Hotel - - 685 (685) (685) -Youth and Family Invt. Pop Up 1,300 1,300 1,300 - (254) 1,046SYDPF 2021-2023 Services 4,100 4,100 3,994 106 (2,175) 1,819Children and Youth Prog- Overhead 640 600 224 376 - 224Summer 2021 Limited CIP 500 355 355 - - 355YPCE Child & Youth Augmentation 335 335 331 4 (2) 329#SacYouthWorks - 2021 360 360 360 - - 360ED Initiatives 201 201 8 193 (8) -Iceland Restoration 1,086 1,086 148 938 (148) -C19-Sac Childcare Learn-CLASS - - 1 (1) - 1Financial Empowerment 150 150 172 (22) - 172CA Rural Legal Assistance - 500 - 500 - -Children & Youth Services Program - 185 - 185 - -FY22 M/C City's Racial Equity - 300 - 300 - -Sacramento Riverfront 300 - - - - -Riverfront Properties - 300 - 300 - -La Familia Opportunity Center - 2,000 2,000 - (2,000) -California Mobility Center - 1,000 - 1,000 - -CBO Stabilization Fund - 300 - 300 - -Youth Workforce Development - 5,000 - 5,000 - -Marina Vis/Alder Grv NBH Revit - 2,500 - 2,500 - -Participatory Budgeting Prog. 1,225 1,225 250 975 (172) 78City Manager Youth Programs 157 157 20 137 (13) 7C19-Sac Childcare Learn-CLASS - - 1 (1) - 1Measure U Special Projects - - 271 (271) - 271FY21 MU Community Engagement - - 1 (1) - 1FY21 MU Community Investment - - 20 (20) - 20FY21 MU Housing - - 5 (5) - 5FY21 MU ED Admin - Ops Manager - - 14 (14) - 14Police:Police Observation Dvcs (PODs) 28 28 - 28 - -PDIT Critical Infrastructure 501 501 501 - - 501FY2018 Police Measure U 26 26 - 26 - -FY2020 Police Measure U 6 6 - 6 - - Budgeted Amounts
5 CITY OF SACRAMENTO, CALIFORNIATable 1 - Schedule of Measure U Sales Tax Fund Revenues, Expenditures, and TransfersFor the Period of July 1, 2021 to June 30, 2022(amounts in thousands)Actual Amounts - Budget Budgetary Variance with to GAAP Actual Original Final Basis Final Budget Reconciliation AmountsFire:Fleet - Fire Measure U -$ 19$ -$ 19$ -$ -$Fleet FY22 - Fire Measure U - 328 315 13 - 315Public works:Fare Free Transit for Youth 750 750 750 - - 750Homeless Mitigation (FY22) - 1,203 1,014 189 - 1,014PW Support (FY22) - 362 367 (5) (5) 362Illegal Dumping (FY22/FY23) 2,534 970 982 (12) (12) 970SPLA Maintenance 400 400 275 125 (11) 264PW Sustainability Program 300 194 64 130 - 64Convention and cultural services:Arts Education - 450 281 169 (64) 217Cultural Equity - 600 216 384 - 216Creative Economy 2,640 830 389 441 (246) 143Artists and Creatives - 120 - 120 - -Neighborhoods and Districts - 550 514 36 (240) 274Sac Film + Media - 90 22 68 (1) 21FY21 MU Film Position-CCS - - 12 (12) - 12Museum Insurance Reimbursement - 132 - 132 - -Youth, parks, and community enrichment:FY22-SCUSD ASES - 26 26 - - 26Fleet Acquisitions - YPCE 560 - - - - -Fleet FY22 - YPCE Measure U - 703 491 212 - 491Youth Sports Field-Sponsorship - 370 - 370 - -Summer Youth and Community Pgm 89 89 - 89 - -Laguna Libraries 130 130 - 130 - -Job and Resource Fair 25 25 - 25 - -Mental Health Crisis 15 15 - 15 - -Colonial Heights Extended Lib Hours (7) (7) - (7) - -Citywide Pool Repair - Clunie - - 7 (7) - 7MLK Library Summer Camp 7 7 - 7 - -FY18 - SUMMER AT CITY HALL 2 2 - 2 - -FY21 YPCE Measure U- -(7) 7 - (7)Grant Union Pool Summer Program- -40 (40) (40) -FY17 Community Centers- -1 (1) (1) -Community development:Fleet FY22 - CDD Measure U 281 281 118 163 - 118Stockton Blvd Anti-Displacement - 5,000 - 5,000 - -Fleet - CDD Measure U - 4 - 4 - -Del Paso-Marysville Blvd Plan 75 675 600 75 (344) 256Tenant Protection Program 57 157 57 100 (1) 56Specific Plans 1,200 1,584 - 1,584 - -Stockton Blvd Specific Plan - 216 216 - (216) -FY21 MU Vehicle Abetment - - 14 (14) (14) -Community response:CalVIP Cohort 3 Grant 2020-23 - 78 - 78 - -Homeless Housing Initiative CR 3,118 3,129 70 3,059 - 70Emergency Shelter Response - 39 39 - - 39Women & Family Shelter Project - 680 652 28 (82) 570Gang Prevention & Intervention - GF 1,422 287 5 282 - 5GPIT FY22 - 1,058 204 854 (176) 28Whole Person Care - 1,323 - 1,323 - -Community Response 2,300 4,634 100 4,534 - 100Hope Cooperative DCR - 4,466 4,466 - (3,950) 516Respite Centers Program 3,000 - - - - -Capital outlay:General government - information technology311 Mobile Modernization53 53 73 (20) (2) 71PoliceBody Worn Cameras & CEDs 1,418 1,418 1,419 (1) (1) 1,418PDIT Critical Infrastructure 203 53 53 - - 53PD Fleet Equipment & Tech 412 62 662 (600) (38) 624Police Safety Equipment 1,472 1,472 1,106 366 (28) 1,078 Budgeted Amounts
6 CITY OF SACRAMENTO, CALIFORNIATable 1 - Schedule of Measure U Sales Tax Fund Revenues, Expenditures, and TransfersFor the Period of July 1, 2021 to June 30, 2022(amounts in thousands)Actual Amounts - Budget Budgetary Variance with to GAAP Actual Original Final Basis Final Budget Reconciliation AmountsFireFire Station #1522$ 22$ -$ 22$ -$ -$Fire Apparatus Equipment806 806 - 806 - -Public worksEnergy Efficient Lighting Retr42 42 - 42 - -City Facility reinvest Prog759 209 - 209 - -Coloma CC Water Line Replacement 333 333 174 159 (88) 86Camp Sac Electrical Upgrade - - 76 (76) (5) 71McClatchy Lib. Pain/Windows 112 112 - 112 - -Camp Sac Electrical Upgrade 466 466 - 466 - -Belle Cooledge Lib Ext. Tile 50 50 - 50 - -South Natomas CC Chiller Replace - 300 250 50 (188) 62Central Library HVAC Repair - 250 49 201 - 49Nursery Building Demo - 19 19 - - 19North Sac Library Relocation 7,458 9,959 3,074 6,885 (1) 3,073Meadowview Navigation Center 23 23 10 13 (3) 7Broadway/Alhambra Nav. Cent. 3 3 1,041 (1,038) (12) 1,029Cold Storage For Collections 557 644 558 86 (6) 552Development of Tiny Homes 80 80 15 65 - 15Auburn Blvd Respite Center - 25 25 - - 25EV Supply Equipment Prog - 50 - 50 - -Winn Park Tenant Improvement- 200 - 200 - -Winn Park Building Rehab21 (21) - 21Sac EV Blueprint Ph2 Infrastructure60 166 91 75 - 91Sac River Parkway Preliminary3,195 3,195 146 3,049 (136) 10Citywide Park Tree Assessment112 112 - 112 - -Convention and cultural servicesOld Sac Service Courts - 74 - 74 - -Old Sac District Improvement - 66 - 66 - -Joe Crab Shack Repair Program - 66 - 66 - -PA1 - Art in Public Places 5 5 - 5 - -PA2 - Art in Public Places 6 6 - 6 - -Youth, parks and community enrichmentSwanston Fountain Recirculation 15 15 11 4 - 11District 2 Minor Park Improve - 75 42 33 - 42Cabrillo Park Irrigation - 50 - 50 - -Robla Community Park Phase 4 - 700 45 655 - 45Tahoe Park Restroom/Utility Bldg. - (50) (50) - - (50)Robertson Park Restroom Replacement - 475 61 414 (18) 43Tahoe Park Pool Restroom - 110 102 8 (32) 70Mama Marks Park Improvements - - (37) 37 37 -Land Park Amphitheater Renovation 409 409 - 409 - -Mama Marks Park Improvements 1,463 (37) (37) - - (37)Triangle Pk Playground Replace 64 64 - 64 - -Park Maintenance Irrigation System 4727 6 6 96 (90) (2) 94Hagginwood Park Soccer Field - 500 - 500 - -Measure U Park Improvements 16 16 - 16 - -MU Land Park Walkway Repairs 24 24 6 18 - 6MU Garcia Bend Restroom Replacement - - 2 (2) (2) -MU Phoenix Grn/Jacinto Crk Rep - - 32 (32) (32) -MU Oki Park Field Renovations 18 18 - 18 - -MU Phoenix Grn/Jacinto Crk Rep 32 32 32 - - 32MU City Cemetery Survey 251 251 25 226 (1) 24Parks Sidewalk Repairs 297 567 441 126 - 441MU Johnston Pk Pipe Replacemen 100 100 - 100 - -MU Ballfield Improvements 47 47 15 32 (4) 11MU Park Safety Security Camera 59 59 39 20 (18) 21MU St Rose of Lima Ice Skate R 41 41 - 41 - -MU Community Gardens 99 99 34 65 - 34MU Clunie Center Bathroom 14 14 - 14 - -MU Cabrillo Pool Men Restroom 220 220 - 220 - -MU Sutters Landing Skate Park 45 45 15 30 - 15MU McKinley Pk TT Emergency Ex 49 49 - 49 - - Budgeted Amounts
7 CITY OF SACRAMENTO, CALIFORNIATable 1 - Schedule of Measure U Sales Tax Fund Revenues, Expenditures, and TransfersFor the Period of July 1, 2021 to June 30, 2022(amounts in thousands)Actual Amounts - Budget Budgetary Variance with to GAAP Actual Original Final Basis Final Budget Reconciliation AmountsMU Stanford Restroom 2$ 2$ -$ 2$ -$ -$MU Miller Park Restroom Renova 296 299 305 (6) (21) 284MU Miller Park Deck Demolition 121 116 53 63 - 53MU Hagginwood Pk Turf Replace 14 14 1 13 (1) -MU Del Paso SB Complex Concret - 200 1 199 - 1MU Citywide Sports Ct Resurfac - 10 - 10 - -MU Land Park Restroom Replace - 250 - 250 - -MU Reith Park Improvements - 300 - 300 - -MU Garcia Bend Restroom Replac - - 2 (2) (2) -MU Oak Park CC Crime-CCTV - - 3 (3) (3) -Park Maintenance Irrigation Up - 250 246 4 (121) 125Citywide Pool Assess/Repair 540 1,134 1 1,133 - 1Oki Park Pool Repairs 80 - - - - -Citywide Pool Repair-Johnston 2 464 400 64 (14) 386Citywide Pool Repair-Mangan 88 571 411 160 (34) 377Citywide Pool Repair-McClatchy 39 (1) - (1) - -Citywide Pool Repair-Tahoe 109 22 23 (1) (1) 22Citywide Pool Repair-GlennHall 40 (3) - (3) - -Citywide Pool Repair-Pannell 21 - - - - -Citywide Pool Repair-Clunie 8 8 6 2 - 6Bertha Wading Pool Resurface - - 13 (13) - 13Colonial Wading Pool Resurface - - 18 (18) - 18Southside Park Pool Repairs - 2 2 - - 2Facility Imp-Hart Senior Cente 131 361 - 361 - -Facility Imp-Hagginwood CC 160 160 130 30 (58) 72Facility Imp-Natomas 300 300 24 276 - 24Facility Imp-Oak Park 29 26 - 26 - -Facility Imp-Sacramento Sftbal - 150 - 150 - -Facility Imp-Robertson CC 19 19 9 10 - 9Facility Imp - Musco Lighting 43 46 46 - (3) 43Public Counter Imprvmts @ 7 CC - 220 7 213 - 7Wifi Access & Improvments - 80 - 80 - -Facility Imp-Ctr Bottle Filler - 50 4 46 - 4Debt service:Principal 87 87 87 - - 87Interest and other charges 7 7 7 - - 7Total expenditures149,830 181,599 119,288 62,311 (12,105) 107,183Excess (deficiency) of revenues over (under) expenditures (41,029) (57,361) 10,198 67,559 12,105 22,303Other financing sources (uses):Transfers in:Youth, parks and community enrichment - - 12 12 - 12Public works - 21 21 - - 21Transfers out:Youth, parks and community enrichment (250) (751) (751) - - (751)City ManagerStep Up Housing Dev - (2,925) (2,925) - - (2,925)Total other financing sources and uses(250) (3,655) (3,643) 12 -(3,643)Net change in fund balance (41,279)$ (61,016)$ 6,555$ 67,571$ 12,105$ 18,660$ Budgeted Amounts
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