CITY COUNCIL
Darrell Steinberg, Mayor
Lisa Kaplan, District 1
Sean Loloee, District 2
Karina Talamantes, District 3
Katie Valenzuela, District 4
Caity Maple, District 5
Eric Guerra, Vice Mayor, District 6
Rick Jennings, II, District 7
Mai Vang, Mayor Pro Tem, District 8
CHARTER OFFICERS
Mindy Cuppy, City Clerk
Susana Alcala Wood, City Attorney
Jorge Oseguera, City Auditor
Howard Chan, City Manager
John Colville, City Treasurer
City Council
Financing Authority
Housing Authority
Public Financing Authority
Redevelopment Agency
Successor Agency
915 I Street, 1st Floor, Sacramento
Published by the Office of the City Clerk
(916) 808-7200
SUPPLEMENTAL MATERIAL
Description: Attached is supplemental material received after publishing the agenda which includes the most recent and correct version of the report included as Attachment 3, Measure U Programming Update, for Discussion Item 2.
The attached replaces the original Attachment 3 in its entirety.
For the Meeting of: Tuesday, December 5, 2023, at 5:00 p.m.
Agenda Item: Consent Item 2
2. First Quarter Financial Report - Fiscal Year (FY) 2023/24
File ID: 2023-01490
Location: Citywide
Recommendation: Receive and file.
Contact: Mirthala Santizo, Budget Manager, (916) 808-5827, Department of Finance
Attachment 2
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Affordable Housing
City Manager
Housing Operations 357 2.00 2.00 Identify and implement City practices and policies to increase the supply and quality of
housing in the City.
Since the last quarterly report, City housing staff continued working with the State to execute the agreement for the first Prohousing Incentive Pilot Program funds for the $2.5M to support the production of affordable housing. Staff continues to support the administration of the first four rounds of HHAP funding, which included funding for permanent housing and interim housing. Staff participated in the development of the Year One Action Plan for the Sacramento Local Homeless Action Plan that was adopted in June 2022, including the first quarterly update of the Year One Action Plan. Staff will be continuing to partner with the County and CoC on the upcoming HHAP-5 application and required Regionally Coordinated Homelessness Action Plan. Since the adoption of the October 2022 staff report which included finding and support for 889 new units, staff has completed or is near completion on agreements for 193 of those units. Staff continues to work closely with developers on financing and predevelopment of an additional 917 units. Housing staff completed a community survey related to community anti-displacement needs and in February 2023 staff brought 4 contracts to council to implement the anti-displacement programming that showed the highest need on the corridor. These contracts total $2M for pilot programs in the areas of:
home repair, homeless prevention, rental assistance, and a first-time homebuyer program in partnership with Habitat for Humanity, The Salvation Army, Step-Up on Second Street and Unseen Heroes/CLTRE Club. Since contract execution, approximately $300K has gone out to the community across the various housing stabilization programs. In addition to the City’s investment, staff is working with UC Davis and AFSCME to secure a supplementary $5M for anti-displacement and housing stabilization programming. Staff continues to partner with Planning and Community Development on local housing ordinances to remove barriers and encourage new housing development, build and strengthen public and private partnerships, Community Development
Long Range Planning Operations 987 13.00 12.00 Develop plans, policies, and programs to guide the physical design and development
of the city. Update and implement the City's
General Plan, Housing Element, Community
Plans, Climate Action Plan, managing infill
development and new growth opportunities.
The 2040 General Plan Update continues to move forward with over a thousand comments on the public review draft Plan we released in April 2023. Staff is currently working on an update to the Mixed Income Housing Ordinance, as well as studying changes to zoning that would allow a greater variety of housing types in traditionally single-family zones.
Specific Plans MYOP 1,200 - - Implement Inclusive Economic Development place-based neighborhood planning to
streamline development, facilitate housing
and small business creation and retention,
and support neighborhood equity and
improvement.
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 Winter of 2023. Work on the Del Paso/Marysville Action Plan is also underway with a draft Plan anticipated in Winter 2023.
Additionally, the Community Ambassador Program, which provides cultural and multi-lingual access to planning initiatives, received a statewide award from the American Planning Association.
Zoning Operations 656 6.00 6.00 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 related to citywide cannabis use regulation, digital kiosks, solid waste regulations, and other land use regulations requested by Council to address the concerns of their constituents. Additionally, staff continues to adapt to new state legislation related to housing streamlining. Staff has been successful in remotely processing development applications online and handling public inquiries and zoning code enforcement.
Affordable Housing Subtotal 3,199 21.00 20.00 Measure U Programming Update
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Arts/Creative Edge
Citywide & Community Support
Arts Stabilization Operations 352 - - Support Office of Arts & Culture (OAC) operating activities and ongoing programs
such as the Sacramento Poet Laureate
program. Offset labor costs associated with
arts education (see Arts Education and
Outreach) as well as technical assistance
and support to the field (see Metro Arts
contribution).
OAC continued the Sacramento Poet Laureate program, extending the agreement of the current Poet Laureate in light of the pandemic. OAC entered into an agreement with Visit Sacramento to support the development of a cultural tourism plan as well as other marketing initiatives, such as Sac365. Staff provides ongoing guidance and counsel to individual artists, arts and cultural organizations and creative businesses. Staff's work is supported by operating infrastructure such as the Creative Vitality Suite (creative economy data) and DataArts (nonprofit arts data), customer relationship management and marketing infrastructure, like Sacramento365.
Convention & Cultural Services
Art in Public Places Operations - 3.00 2.00 The Art in Public Places Program is funde d in part through a City ordinance that specifies
2% of eligible City capital improvement
project budgets be set aside for the
commission, purchase, and installation of
artworks throughout the city. Additionally,
APP actively seeks and secures additional
funding sources through grants, general fund
allocations, project management
opportunities with outside entities, and
interdepartmental collaborations.
The Art in Public Places staff is actively engaged in a number of significant projects in the City of Sacramento. The Del Rio Trail project includes the creation of five wayfinding commissions and two gathering place commissions, in addition to a collaboration with the Center for Sacramento History focused on historic interpretation along the trail. The Hanami Line at Robert T. Matsui Park includes an exciting piece of public art inspired by the Cherry Blossom Trees that will adorn the park. An educational mural at Sutter's Landing Regional Park is currently in development. Work continues on the public art installation at the SAFE Credit Union Convention & Performing Arts District. Two CalTrans District 3 mural projects are under management by the team. The Art in Public Places staff is coordinating with the partners on their application to CalTrans for the W/X Mural Museum Project. The Art in Public Places team is also responsible for collections management, including registration work as well as ongoing repair and maintenance of a collection of 650 works of art.
Arts Education & Outreach Operations 212 2.00 2.00 Provide access to and engagement in art s learning experience for K-12 students in the
greater Sacramento region. The program
also provides community residencies,
workshops, resources and opportunities for
arts organizations, schools, social service,
and community organizations, teaching
artists, and educators to participate in
educational programming.
The Office of Arts & Culture (OAC) has transitioned its operational activities associated with Any Given Child and Sacramento Healthy Hearts & Mind programs to Sacramento Office of Education. OAC continues its work to identify, vet, and train teaching artists for the program and provide them with ongoing professional development. OAC has also worked to develop a Creative Schools Fund to support incentives for Sacramento schools to complete profiles and yearly surveys on their arts education programming in conjunction with community based partners through an online database - art look. OAC’s data collection and dissemination will form the basis of future research and arts education efforts.
Creative Economy and Grants Operations 68 1.00 1.00 Promote the development of the Creat ive Economy through grants, capacity building
programs and regulatory benchmarking and
amendments.
OAC partnered with Austin-based consulting firm Sound Music Cities to launch the Sacramento Music Census, which was released to the public in August 2023. An arts and entertainment regulatory review was also completed to inform necessary regulatory changes to help support a better climate for the creative community, informed by census findings. OAC also partnered with Santa Fe-based creative business consultants Creative Startups to launch a professional development pilot with the creative community. Priorities included diversity, equity and inclusion, financial training, and business training for creative startups. In the first year, 20 creative entrepreneurs were trained and mentored in all areas of business development, marketing, and financial planning. As part of its research into the creative economy, OAC also contracted with Creative Startups to develop a report, “Potential Pathways to Growing Sacramento’s Creative Economy,” a project to support OAC’s vision to design and deploy strategies that propel growth in for-profit creative businesses, with a focus on including BIPOC creatives. The team continues to support the rollout of ARPA-related funding programs for the creative economy as well as state and federal funded programs for individual artists and nonprofit organizations.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Crocker Art Museum Operations 2,155 5.00 4.00 Provide operational funding for the Crocker Art Museum per agreement CC 92-1668.
Funding includes 5.0 FTE's as well as
equipment, supplies, services, security and
utilities for the continued operations of the
museum.
The Crocker Art Museum is providing a full schedule of exhibitions and programs for the residents of and visitors to Sacramento. The museum is open five days a week to the public.
Crocker also continues to work on transforming the unimproved lot of land across from the museum into a great civic amenity to help enrich the intellectual and cultural life of the community.
Cultural Arts Awards MYOP 114 - - The Sacramento County Board of Supervisors and the Sacramento City
Council make funds available to the Cultural
Arts Awards (CAA) program to support
nonprofit arts and cultural organizations.
Granted through a competitive review
process, CAA grants assist nonprofit arts
and cultural organizations with general
operating expenses or non-arts
organizations with arts program support. To
be eligible for funding, grantees must meet
standards of diversity and equity, cultural and
community impact, and show sound
management and financial accountability.
With the City’s approval of additional funds for the Cultural Arts Awards Grants program and additional funds from Sacramento County, the Office of Arts & Culture has been allocated $950,000 for Cultural Arts Awards grants for FY2024. This is the third year of a 3-year grant; funding. After peer review panel recommendations, staff recommended that 69 applicants be funded. Grant awards were based on a formula that included both the score received from panel review and organization's budget size. These grants ranged from $5,000 to $34,162 and included grants to cultural organizations, nonprofit arts organizations, and service organizations representing diversity of geography, culture, discipline, and communities served.
History Operations 1,366 8.95 8.95 Programs at the Center are ongoing and reopened for research. Demand for the use
of our historic images and rich film collection
remains strong. Our cold storage vault is
complete and we have filled it to capacity. If
we had not had the vault this last summer,
we would have lost some of our collection
due to the temperature extremes we reached
over the summer and Labor Day week .
Additionally a new storage facility is being
prepared at McClellan to house collections
for both History and Crocker. The center is
continuing to work with films that contribute
to the Diversity and Equity efforts in the City.
Programs at the Center are ongoing and it is open for research. Demand for the use of historic images and rich film collection remains strong. The Center is in the process of preparing to move some collections to McClellan Park in 2024. As part of the Center's diversity and equity work, it continues the development of its award winning film series that documents the history of racism in the Sacramento Region. Many City departments are coming to the center tour the archives, watch the films and engage in critical dialogue regarding the content. The Center recently participated in the City's annual archives crawl.
Center staff manages the docks and several buildings in Old Sacramento and are currently working with Economic Development to complete projects that will enhance the historic district, bring new visitors, and help make it a cleaner, safer destination that helps tell the story of the City's past.
Office of Arts and Culture Operations 268 2.00 2.00 The Office of Arts and Culture is res ponsible for creative economy grantmaking and
educational programming as well as the City'
Arts in Public Places program and
Sacramento Film & Media. The office serves
as a source of information on the state and
impact of the creative economy.
The Office of Arts and Culture serves as a source of information on the state and impact of the creative economy. The division was a local partner for the Arts and Economic Prosperity 6 research project, which was released in October 2023. It is also working cross-functionally within city government to achieve shared goals, evidenced through a partnership on the Florin Community Beautification project with the Department of Utilities funded by the Clean California Program. The team is also working with other departments through the Capitol Region Creative Corps Program, where the Office of Arts and Culture is an administering organization. Aside from distributing approximately $4 million in grants through that program, five artists in residence are deployed in City departments for the purposes of advancing their communications goals. The team has also partnered with Visit Sacramento on a Cultural Tourism initiative, which most recently include a cultural tourism symposium and will include further education efforts in that vein.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Sacramento Film & Media Operations 163 1.00 1.00 Promote and develop Sacramento's film industry by making strategic investments to
leverage growth in the region's film sector.
The office provides film permits, location
assistance, grant opportunities, and
ordinance information to those interested in
filming in the city.
Sacramento Film + Media was able to fund 8 film projects through our film grant program's second year. To date, 3 of the projects have wrapped and report $100,238.00 in economic impact, 113 local hires, 12 hotel nights and 89 support service companies used. Our third year of film grants will again offer production grants of $10,000 and post-production grants of $5,000. Our ongoing internship program with CSU Sacramento so far has enabled 10 students to get film office experience as well as work on set as production assistants. This valuable work force development program is essential in building our local crew base. We currently have an incentive survey out to the film community gathering their input on a new rebate program for large film, television, and commercial projects. We hope to launch this $250,000 rebate in early 2024. We worked with Rich Moskal, former Chicago film commissioner, on benchmarking our policies and procedures, examining a potential change to the film ordinance, retooling our data collection, and creating a customer experience survey. We met with the film offices of Sacramento County, Folsom, Elk Grove, and West Sacramento to encourage alignment of permitting requirements in an effort to make the Capital region more competitive. Beyond this, permit activity indicates our largest film markets continue to be commercials, documentaries, and web content. Due to the ongoing SAG- AFTRA strike along with the WGA strike earlier this year, we expect overall film permit, S t d h t l i ht d l l hi t t l t b l f l d 2023
Arts/Creative Edge Subtotal 4,699 22.95 20.95 Climate Action
Public Works
Climate Action and Sustainability Operations 502 4.00 4.00 The implementation of the Clim ate Action Initiatives and air quality monitors in low
income areas.
The Office of Climate Action and Sustainability (OCAS) continues to implement and oversee the City’s critical climate initiatives. In the first quarter, OCAS initiated recruitment for the new Sustainability Specialist position established in the FY 2023/2024 budget. The Office also on- boarded a new CivicSpark Fellow and assisted other departments with the recruitment of new staff for sustainability work.
The team oversaw the Sac Metro Air District’s successful distribution of 186 portable air quality sensors in priority, high-need neighborhoods, as well as the Air District’s mobile air quality monitoring project. Staff finalized submissions for the ~$2 million Congressionally Designated Spending Request for resiliency improv ements to the Pannell Community Center, and facilitated a grant contract for air filtration improvements for the facility with the California Air Pollution Control Officers Association. In addition, the team successfully supported completion of the Home Energy Equity Pilot in conjunction with Habitat for Humanity, SMUD, and the OIED Housing team.
OCAS is providing ongoing support for implementation of the state Advanced Clean Fleets Regulations. The team is supporting revisions to critical climate policy documents, including the forthcoming Climate Action and Adaptation Plan. Staff provides continued leadership of the internal City Green Team and is preparing for the launch of an internal task force on climate action in late October and early November.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Sustainability Program MYOP 300 - - Develop, im plement, 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.
Funding supports continued implementation of the Sacramento EV Blueprint Phase 2 Project (C15210000). Upon completion, the project will install 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.
The City has procured all 30 of the e-trikes, formerly e-bikes, for the pilot lending program, has installed bike lockers at the Colonial Heights Library, and launched the lending program in August 2023.
Building permits have been approved for 4 of the 13 sites for EV chargers. Staff will secure a contractor after the fifth permit, which is currently being processed, has been approved. The first expansion of Our Community Car Share in partnership with the Sacramento Metropolitan Air Quality Management District will occur once EV chargers have been installed and activated at the Colonial Heights Library.
A comic book promoting the EV Blueprint Phase 2 Project components has been completed and will be printed in multiple languages for distribution. Data track and analysis is just beginning to help analyze the reach of community engagement and to adjust methods as necessary.
Climate Action Subtotal 802 4.00 4.00 Community Investment
Citywide & Community Support
Utility Rate Assistance Program
(SURA)
MYOP 5,300 - - In January 2013, the City Council established and directed DOU to implement the SURA
Program to provide utility rate assistance to
income-eligible City of Sacramento utility
service customers (Resolution 2012-185).
SURA is funded, at the direction of City Council, with an annual budget of $5.3 million.
Currently, there is sufficient funding due to a delay in Storm Drainage discounts being implemented into the program.
Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the Nati onal Historic Landmark District of Old Sacramento, the
Sacramento History Museum encourages
visitors from around the region and from
around the world to discover the roots of
early Sacramento – from the Native Indian
Tribes who originally lived here, to the
thousands of immigrants who came from all
across the globe during the Gold Rush. The
Museum strives to share the stories of the
many diverse communities that make up the
tapestry of Sacramento’s past and present
through interactive exhibits, engaging social
and history education programming, and
special events.
The Center for Sacramento History is working with the Sacramento History Alliance to renovate the partnership around the Sacramento History Museum. The Sacramento History Alliance operates the Sacramento History Museum on behalf of the City.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Public Works
City Facility Reinvestment Program CIP 2,200 - - Repair or replace roofs, structu ral elements, plumbing, electrical service, mechanical
systems, and exterior coatings of City
facilities to ensure public safety, building
code compliance, preservation, and energy
efficiency
The Facility Maintenance and Improvement program, funded by Measure U, is making substantial progress in enhancing public safety, building code compliance, preservation, and energy efficiency in City facilities. This progress is underscored by our demonstrated ability to effectively repair or replace roofs, structural elements, plumbing, electrical service, mechanical systems, and exterior coatings in key facilities, thereby ensuring their functionality and longevity, especially in response to aging infrastructure challenges. It's important to note that Measure U funds are routinely redirected to address emergency repairs when needed, guaranteeing the safety of our community and City staff. Annually allocated funds are dedicated to improvements prioritized through the Facility Condition Index, allowing us to proactively address deficiencies and ensure the continued well-being of the city building infrastructure.
Facility ADA Compliance Program CIP 500 - - Comply with state and federal civi l rights laws to eliminate physical barriers which
cause discrimination to individuals with
disabilities. Remediate conditions or barriers
that hinder the participation of individuals
with disabilities in City’s programs, services,
and activities.
With the support of Measure U funds, we are committed to enhancing ADA compliance in public use buildings, addressing state and federal civil rights laws by removing physical barriers that have historically hindered individuals with disabilities. Our ongoing program focuses on the remediation of these barriers in public facilities, ensuring improved accessibility and inclusivity. We continue to actively engage with the disabled community and City staff to ensure our efforts align with their specific needs. Measure U's ongoing support enables us to create a city where public buildings are accessible to all. Funding is allocated to projects identified by the transition plan and prioritized based on available resources. Projects are planned annually but can be redirected in response to emergency needs.
Youth, Parks & Community Enrichment (YPCE)
Citywide Pool Assessment/Repair
Program
CIP 450 - - Repair or replace various of pools owned by the City.
Funding was allocated to the Southside Pool Repair project which is currently in the design phase.
Fleet Acquisitions MYOP 1,803 - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.
A total of 15 of the 35 units have been ordered.
Fiscal and Management Services Operations 1,332 8.00 8.00 Provide resource development and ca pital grant management, lease management,
and utility management for YPCE as well
as Golf Administration, human resources
support, and support to Parks and
Recreation Commission, Land/Henschel
Commission and Gifts to Share, Inc. in
addition to broad administrative/fiscal/special
projects/customer service support.
Programs are fully staffed. Activity has increased for Gifts to Share Inc. post-pandemic due to increased City events and programs serving the public.
Golf Administration Operations 250 - - Golf program and maintenance services a re contracted out. City has various obligations
for capital improvements to structures. This
program manages the lease agreement and
relationships, performs auditing functions
and collects lease rent to pay debt service
and contract administration. Courses include
Haggin Oaks, Bing Maloney, Land Park and
Bartley Cavanaugh.
City financial obligations for Golf are infrequent as the Lessee for all four golf courses is responsible for most expenses. However, the City is responsible for well costs over $60,000 in a calendar year. Due to the aging well and pump systems, the City is responsible for $135,164 in repair and replacement costs in late 2023.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Historic City Cemetery Operations 411 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.
Measure U Park Maintenance
Improvements
CIP (400) - - Reallocation of MYOP funds for the Southside Park Pool renovations.
Funding was reallocated to the Citywide Pool Assessment/Repair Program.
Older Adult Services Operations 2,057 29.03 26.68 Management of the Hart Senior Center, serving seniors throughout the City; Triple R
Program which provides daycare to people
with Alzheimer's disease and respite to the
family members, including those who use the
daycare. 50+ Wellness Program, Caring
Neighborhoods Program, Information and
Assistance Program to link seniors to needed
services, TechConnections to support
seniors use of technology, and numerous
recreational and lifelong learning offerings.
Manage and provide services offered
through the Ethel McLeod Hart Trust Fund.
The Ethel MacLeod Hart Senior Center is open 8am-5pm Monday-Friday providing a variety of leisure enrichment opportunities including, but not limited to, computer classes, exercise programs, social programs and poetry and life story writing classes. The Triple-R Adult Day Program is operating in three locations throughout the city and has both half day (9am-2pm) and full day (8am-5pm) options for respite for caregivers caring for someone with dementia.
Virtual programming is still being offered to the public through the Hart Senior Center and the Triple-R program in addition to in-person offerings.
Park Operations Administration Operations 14,221 135.80 118.15 Provide park maintenance services includi ng increased frequency of mowing (from 14 to 7
days), restroom cleaning (2 times per day),
trash pickup, weeding, debris removal, and
site inspections. Park Maintenance also
strives for lower response times for irrigation.
Services are implemented. Hiring exceptions have been granted to continue to fill vacant positions.
Permitting and Events Operations 848 7.74 5.45 Manage and support Special Events throughout the City, approximately 1,000
events annually in parks and the public right
of way (streets, sidewalks and alleys);
services approximately 110 council member
events annually, supplying recreation
activities at events, staffing and overall
coordination of event details; and supports
Parking Services with posting No Parking
signs for non-metered parking reservations.
Permitting and Special Events section continued to see a steady increase in the number of events supported since the COVID-19 pandemic. Permitted events increased by more than 200 since pre-COVID. Out of town event organizers are seeking out Sacramento as a desirable event location. Larger and more complex events are increasing. Resources have stayed stagnant and have not increased to reflect the volume and size of events within the City of Sacramento.
Technology Service Operations 58 - - Manage department-wide technical equipment and software expenditures.
Essential due to dependency on technology
for communications, programming, and
operational needs.
As technology solutions have increased in use across the department (CCTV installations, etc.), annual maintenance and software subscriptions have also increased. At this point the budget covers annual department-wide expenses, with a small amount left as contingency.
Community Investment Subtotal 29,157 183.57 161.28 FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Response
City Attorney
City Attorney Department Operations 246 - - Increase staffing to address legal mandates related to the release of police videos and
documents.
Funding to support one FTE that is supporting SPD with legal compliance regarding release of police videos and documents. This position is currently filled.
Community Development
Animal Care Administration Operations 914 12.00 12.00 Provide support services to the animal shelter operations and field enforcement that
are mandated by City Code. This includes
rabies control through pet licensing.
The Animal Care Administration section provides administrative support to all areas of the shelter, including Field Enforcement, Animal Care and Veterinary Services. Staff is responsible for processing all of the required documentation for processing of the intake and outcome of animals. Additionally, they serve as the main point of contact for 3-1-1 salesforce referrals which they then refer to the appropriate shelter section.
Animal Care/Shelter Operations 4,049 36.00 26.00 Provide general care, veterinary care, including practicing herd health of shelter
population, spay and neuter surgeries,
specialty surgeries, cleaning, feeding, and
medicating of stray animals, assists the
public with lost and found services and
redemptions, conducts on-site shelter
adoptions, performs incoming processing of
animals, performs euthanasia, prepares
specimens for testing
The Animal Care/Shelter includes shelter and veterinary staff. We are currently recruiting for one Animal Care Technician, two Veterinarians, and four Registered Veterinary Technicians.
We anticipate additional vacancies for Animal Care Technicians due to upcoming promotions and resignations. Due to a nationwide shortage of Veterinarians, we are encountering difficulties in attracting applicants for our existing Veterinarian vacancies. We have contracted with our non-profit Friends group to provide veterinary services for spay/neuter and shelter medicine. The veterinary staff is the most impacted as they struggle to provide veterinary care to the 175 plus animals housed at the shelter and the 400 plus animals housed in foster homes.
Neighborhood Code Compliance Operations 3,250 40.00 35.00 Protect the health, safety and welfare of residents and community by ensuring
preservation, maintenance, livability, and
safety within the community. Responds to
complaints of blighted, unsanitary, and
unsafe conditions on private property, noise
complaints, business compliance and other
community needs. Conduct abatements for
removal of junk and debris, inoperable
vehicles, pest infestation, overgrown
vegetation, graffiti, and other hazards within
the city.
Neighborhood Code Compliance (NCC) invest igates and manages an average of 43,000 complaints filed by the public annually and maintains an average of 3,000 active cases related to the habitability and safety of neighborhoods and businesses throughout the city.
The investigation of these complaints includes an educational and enforcement process. This two-part process aims to achieve voluntary compliance in a short time frame.
Many of the 3,000 complaints involve public nuisances, illegal business operations, and violations that occur at night and on weekends, often requiring a swift response. In response to these complaints, Code Enforcement Officers have been added to the NCC and are assigned to work during nights and weekends.
During the summer months, NCC deployed code enforcement officers to inspect over 4,000 vacant undeveloped lots to reduce the risk of fires and potential property damage and harm caused by fires resulting from overgrown dry vegetation. To conduct these inspections efficiently, NCC has developed and deployed a mobile application, increasing the number of lots inspected from 1,200 to over 4,000 annually. NCC is also responsible for removing vehicles that are abandoned and violating the California Vehicle Code, including recreational vehicles. In the past 12 months, NCC has abated and destroyed over 325 abandoned RVs and trailers and towed 2,857 vehicles. We anticipate that the number of vehicles abated by NCC will continue to increase, partially due to the rise in the unhoused population.
Community Response
Community Outreach MYOP 9,222 - - Support community based organizations and the community by making providing citywide
outreach, support service programs and
collaborative models that ensure access to
services citywide.
Contracts include: Hope Cooperative Outreach and Response - Hope Cooperative teams respond to 311 calls for service, in partnership with DCR staff; Outreach & Engagement Center - Provides respite for up to 50 individuals daily; Forensic lean - Citywide cleanup services to mitigate the effects of trash as a result of encampments; Public Works Homeless Mitigation - working in partnership with the City's Public Works Department to provide additional cleanup and trash dumping services; Security - Security is stationed at DCR operated sites, Security officers are trauma informed and trained to work with individuals ex
periencing homelessness.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of Community Outreach Operations 3,454 24.00 18.00 Responsible for responding to calls for service by deploying teams of social workers
and outreach specialists who will use
evidence based practices such as cultural
competency, motivational interviewing, and
strengths-based approaches that are not
typically found within traditional emergency
response models.
Current FTEs: 14 NRCs, 1 Admin Analyst, 2 Prog Specialists and 1 Prog Mgr. NRC Teams respond to 311 calls for service regarding homelessness throughout the City, Monday - Friday, averaging over 1,400 responses a month. Currently, Teams are partnered with Sac PD Impact under a Rapid Response model. Since inception in mid September 2023, teams have placed an average of 9 individuals into City funded Safegrounds each week. NRCs work in collaboration with Code Enforcement, DOU, Park Rangers and PD.
Office of the Director Operations 1,079 7.00 6.00 Responsible for the strategic planning, fis cal, human resources, and administrative
management of the Department.
Director office continues to oversee dept Finance and Administration to support divisions in order to align with City's vision and expectations.
Information Technology
Sacramento City 311 Operations 316 - - Expand 311 services to provide addition al staffing during peak hours to improve
response time.
Funding for 6.00 FTE positions which results 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 963 5.00 5.00 Improve the relationship between the City's public safety departments and the
community they protect and serve. Promote
trust, excellence, transparency, and
accountability through independent and
impartial oversight of complaints related to
public safety employee misconduct
Continue its efforts in the improvement of policing and better serving the interests of the public/ The goals and objectives of the office involves creating meaningful opportunities for the community to influence decisions that impact them, incorporating innovative and progressive ideas to resolve issues, explaining challenges and limitations, and ensuring outcomes meet goals while remaining inclusive and accessible.
Public Works
Illegal Dumping MYOP 970 - - To expand illegal dumping services as well as cover ongoing program demands.
RSW collected and disposed of 671.34 tons of Illegally dumped material in the first quarter of FY2023/24.
Under Proposition 218 restrictions, ratepayer revenue cannot be used to fund citywide illegal dumping. To remain compliant with Proposition 218, it is recommended that Illegal Dumping operational expenses continue to be allocated to this MYOP.
Community Response Subtotal 24,463 124.00 102.00 Homelessness
Community Response
Homeless Housing Initiatives MYOP 3,234 - - Fund direct programs and services responsible for moving individuals and
families into more stable environments,
addressing barriers, and moving people from
homelessness to housing.
DCR funds and oversees various projects throughout the City serving the community both with shelter and supportive services. These projects include the Miller Park Safegrounds, the Women and Family Sheltering program, the City Motel Program support services, security services for our Sheltering Programs, and the FUEL Network.
Office of Homeless Services Operations 924 6.00 5.00 Respond to homelessness, which includ es coordinating with various federal, state, local,
nonprofit, and faith-based entities to end
homelessness and administering millions in
contracts to fund emergency shelter,
wraparound services, and housing
projects.
The Program Manager position was vacated in September of 2023. Homeless Services staff manage City and grant funding for homeless services and oversee operating agreements for Congregate Sheltering, Non-Congregate Sheltering, and Non-Sheltering programs. These include agreements for the following shelters: X Street, Meadowview, Grove Ave, North 5th Street, Youth, and Women and Family. They also include management of agreements for the City Motel Program, Safegrounds, Coordinated Access System, River District Clean and Safe program, and the FUEL Network.
Homelessness Subtotal 4,158 6.00 5.00 FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Inclusive Economic Development
City Manager
Community Engagement Operations 1,422 8.00 8.00 Manage public engagement and outreach activities related to community and economic
development initiatives, projects, and
programs.
The Community Engagement(CE) team filled all vacancies and is fully staff. Three new admin analyst/community engagement specialist were hired in 2023. The Community Engagement team continues to lead comprehensive and inclusive outreach strategies for the City's ARPA funded programs and services. The Neighborhood Development Action Team, co-lead by CE concluded two specific and action plans in collaboration with planning and economic development, the Stockton Blvd Specific Plan and Marysville Del Paso Action Plan. The Community Engagement team continues to manage the city's volunteer service/internship program and the financial empowerment center. The CE team has also expanded the paid Community Ambassador program to 18 community liaisons, whom represent culturally and linguistically diverse populations; winning local and state awards for the program as a best practice. The CE team brought back the City Management Academy, which was revamped to also include both a 9-week in-person and on- demand version, including childcare. The CE teams continues to secure funding through grants: NLC's Equitable Economic Mobility Initiative (EEMI) Grant $95,000; Cities for Financial Empowerment Fund awarded a $75,000 grant to participate in the “City Start” initiative with Cities for Financial Empowerment Fund (CFE Fund) to focus on addressing wealth equity for black residents and $100,000 for financial empowerment activities.
Community Investment Operations 1,383 8.00 6.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.
Received $800,000 in EPA Brownfields funding for environmental clean-up activities in Del Paso Heights and continuing Brownfields assessment/clean-up on four sites. Continuing implementation of the Community Benefits Partnership Agreement with the Regents of the University of California on behalf of its Davis Campus and Wexford Development, LLC for Aggie Square. To date, have served over 1131 through the Financial Empowerment Center.
Implementing $30 million state infrastructure grant for the Railyards. Continuation of work on Round 3 and 4 of the City of Festivals grants and initiation of first grants through the Al Fresco grant program. Closed out ARPA funded clean and safe activities for the PBIDs outside the Central City.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Economic Development Operations 1,673 10.00 7.00 Accelerate the City’s role to attract, retain, and scale new and existing businesses in
Sacramento.
ARPA Implementation: Agreements with the Sacramento Inclusive Economic Development Collaborative, California Black Chamber of Commerce, Center for Workers’ Rights, Sacramento Food Bank and Family Services to support Sacramento’s small businesses, residents and community based organizations; development and approval of the Workforce Development and Childcare Funding frameworks that so far have resulted in retention stipends to 152 family childcare homes or centers and technical assistance and stipends for 23 new family childcare homes creating up to 184 new slots (infant-school age); facilitation and implementation of $1M of food justice funding that resulted in 17 grants; and the launch of commercial revitalization initiatives along Northgate Blvd, Del Paso Blvd. and Marysville Blvd. Scale Up Sacramento: An Inclusive Economic Development Action plan was adopted in early 2021, OIED staff are working on various implementation initiatives including CMC, Aggie Square and gathering additional skills data to align the workforce with current and future industry opportunities. 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 added 18 jobs which are a combination of full-time, part-time, and student fellows. The second cohort expanded to 10 businesses and wrapped in late 2022, early results are showing increased revenues and staff hiring. The third cohort of 10 diverse business launched in January 2023. Business Retention and Attraction: Recruitment of businesses that support Sacramento’s inclusive economic development goals and align with Scale Up Sacramento. Workforce Development:
Partnering with 15 community based organizations to train and employ over 350 young people in climate, childcare, and information technology related fields. Sacramento Innovation Grants: Launched for the first time since 2020 and awarded 28 grants totaling $2M to host events and programming to support Sacramento's entrepreneurs and small businesses.
Participatory Budgeting: developed and managing 12 of the participatory budgeting grant agreements.
Economic Development
Administration
Operations 971 4.00 4.00 Administration in support of all Office of Innovation and Economic Development
operations.
The Administration unit is fully staffed and has been critical to implementing priority inclusive economic development projects and programs on behalf of the City. These positions have been instrumental as the Office of Innovation and Economic Development manages and implements various component of the City's grants such as American Rescue Plan Act (ARPA) Framework and Funding Priorities.
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.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Citywide & Community Support
Community Programs Operations 1,512 - - 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.
Funding continues to be available for events within the City.
Human Resources
Office of Diversity and Equity Operations 457 3.00 3.00 Implement the Race and Gender Equi ty Action Plan (RGEAP) 2020-2025 and
citywide racial equity initiative.
In preparation for updating and reporting on the Race & Gender Equity Action Plan (RGEAP) the Office of Diversity & Equity (ODE) continues to guide and support department equity teams in establishing outcome action priorities and performance measures. In May 2023, ODE held the first in person 1 day convening of all department equity teams to 1) introduce new reporting templates, 2) provide peer input and feedback, and 3) introduce the Results Based Accountability (RBA) approach to identify indicators of success and completion. Each team will submit their progress reports by November 2023. The RGEAP will be featured on the new City website and include progress updates.
An equity pause was placed in 2023 to conduct a Systems Thinking Model (STM) from Interactive Institute for Social Change to re-imagine and re-design diversity, equity, inclusion, belonging (DEIB), and racial equity (RE) training to meet the learning and development needs of City staff. Application of the STM informs the citywide listening sessions that the ODE will conduct from November 2023 to November 2024 to actively seek city staff insights, input, and ideas for the future Developing Equity Leadership Through Action (DELTA) trainings.
The goal of DELTA is to offer appropriate and curated DEIB / RE learning experiences that are purposeful, foster deep engagement, and measure learning on an individual, team/division, and department levels. Listening to City staff who serve in a variety of roles and functions ensures that the ODE understands the learning needs and barriers to participate in DEIB/RE training across the City
Inclusive Economic Development
Subtotal 8,167 33.00 28.00 Library
Citywide & Community Support
Library JPA Operations 14,272 - - Provide library services and programs for 11 City branches, plus the Central Library.
Ongoing library services are being maintained.
Sacramento Public Library Authority
(SPLA) Maintenance
MYOP 400 - - Annual funding to pay for the routine maintenance and repairs of the City Libraries
including but not limited to all capital
improvements and capital repairs for the
Libraries, including major repair and
replacement of building structure, HVAC
systems, plumbing, roofing and other
elements.
SPLA and the City have executed MOU 2019-1618 to address maintenance and repairs at the 12 City-owned public libraries. The annual allocation is essential for the ongoing maintenance and backlog of repairs as stipulated in the MOU.
Library Subtotal 14,672 - - Miscellaneous
Citywide & Community Support
Citywide IT Maintenance and
Support
Operations 290 - - Measure U portion of Citywide IT Maintenance costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Commission Stipends MYOP 7 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Employee Development Operations 116 - - Measure U portion of Citywide Employee Development costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Gen Insurance/Termination Operations 2,635 - - Measure U portion of Citywide Gen Insurance/Termination costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Retired/Transfer Employee Benefits Operations 1,071 - - Measure U portion of City wide Retired/Transfer Employee Benefits costs
Funding has been allocated. Fund will be used throughout the fiscal year.
Community Development
Commission Stipends MYOP 4 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
Information Technology
Digital Equity MYOP 200 - - The Digital Equity Response program address the needs of insufficient or lack of
digital access exacerbated in the wake of the
COVID-19 pandemic. This program provides
digital services, devices, training, and the
knowledge necessary for Sacramento
residents to connect to essential community,
education, medical, and government
services by leveraging City and private
funding sources.
This program continues to provide critical tools, economic relief, and much needed digital resources to Sacramento’s residents who have been impacted by the COVID-19 pandemic.
IT Regional Support Operations 35 - - Provide funding for IT staff due to th e reduction of reimbursement from Students
Today Achieving Results for Tomorrow
(START).
IT staff has been retained and is covered by the funding reimbursement provided by Measure U.
PD Systems Support Operations 38 - - Replace funding for IT staff due to th e ending of the Body-Worn Camera Grant.
IT staff has been retained and is covered by the funding reimbursement provided by Measure U.
Mayor/Council
Commission Stipends MYOP 5 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
YPCE
Commission Stipends MYOP 25 - - Measure U portion to cover the commission's basic costs.
Funding has been allocated. Fund will be used throughout the fiscal year.
Miscellaneous Subtotal 4,427 - - Public Safety- Community Development
Community Development
Animal Enforcement/Field Services Operations 1,814 15.00 - Enforce state law and City ord inances regarding animal control and rabies
prevention.
The Field Services Section is currently recruiting for a Chief Animal Control Officer, four Animal Control Officers', and one Administrative Analyst. We have over 600 pending service calls. Even when fully staffed, not every service call can be responded to. Priority is given to emergency calls, including those related to sick and injured animals, animal abuse, law enforcement, and fire requests. Non-emergency calls, such as reports of deceased animals, welfare checks, tethered animals, and poultry-related issues, may take officers a week or more to respond to. We do not respond to reports of stray, healthy, loose animals. In Fiscal Year 2023/24, two additional Animal Control Officer positions were added. Interviews have been conducted, and we are awaiting background checks for the applicants. Once fully staffed, these additional
positions will assist with the backlog of calls
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fleet Acquisitions MYOP 322 - - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.
Unit 10078 and Unit 11989 have not yet been ordered.
Public Safety- Fire
Fire Department
Diversity/Outreach Recruitment Operations 3,754 18.00 17.50 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.
All programs are operating successfully. All 8 FTE's fully staffed. 19 of 20 EMS Trainee/Non- Career (0.5 FTE's) filled. (One vacancy due to failing background just before the Academy start date. All EMS Trainees enrolled in classes in alignment with their academic progression and working 20 hours per week on medics.
Fire Suppression Operations 6,369 - - Ensure fire personnel are consistently available to respond to emergencies in an
effective time period.
Department will journal money related to overtime at Mid-year or end of Fiscal Year to use the available funding.
Public Safety- Police
Police Department
Hiring Pipeline Operations 5,802 74.50 43.00 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- YPCE
YPCE
Park Safety Services Operations 1,640 15.00 15.00 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.
All positions are filled and park safety services are implemented.
Public Safety Subtotal 19,700 122.50 75.50 Youth
Citywide & Community Support
Fare Free Transit MYOP 1,000 - - Provide fare-free transportation for Sacramento's youth in grades K-12 who live
or attend school within the City
The program is Transitional Kindergarten through 12th grade (TK-12). In FY23, our $1 million contribution leveraged nearly $1.9 million in fare equivalent for Sacramento City youth. New RydeFreeRTCards are valid from June 1, 2023 through June 30, 2024 for grades TK through 12th.
Powerhouse Science Center MYOP 600 - - Annual contribution of funds for the su pport of operations, operating expenses, and
academic programs and events provided by
Powerhouse Science Center per agreement
2021-0601.
Continue to fund operating expenses related to the Powerhouse Science Center Agreement 2021-0601.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Convention & Cultural Services
Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at Fairytale
Town.
Fairytale Town has their box office open for walk up visitors, but are also allowing admittance through an online reservation system. In early 2023 Fairytale Town completed construction of a new Story Center and outdoor amphitheater. In August 2023 Fairytale Town began construction on a new Welcome Center that includes a new box office, staff offices, gift shop, and public restrooms. Fairytale Town experienced just over 200,000 visitors in the previous fiscal year.
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.
The SMUD Museum of Science and Curiosity (MOSAC) continues to be a premier institution for informal science education in Sacramento and the Northern California Region. The Museum piques curiosity and sparks imagination with hands-on interactive exhibits and programming that explore the wonders of science, technology, engineering, art and math.
These state-of-the art exhibits will continue to address global and local issues and topics relating to energy, water, health, nature, space and design engineering. The digital dome theater will continue to screen a variety of spectacular film and star shows and the rotating gallery will continue to feature special exhibitions that will continually bring new experiences and ideas to the Sacramento region.
Sacramento Zoo Operations 218 2.00 2.00 Provide operational funding support for programs, staffing, services and supplies at
the Sacramento Zoo per agreement C1997-
0021.
The Zoo continues to inspire appreciation and respect for wildlife and nature through education, recreation, and conservation. The Zoo will achieve this by maximizing educational and entertainment value to the roughly 500,000 visitors that participate in their programming while also continuing to explore strategic opportunities to reach even more people within the Sacramento region and beyond in the future.
Information Technology
Office of CIO (IT Internship) Operations 120 - - Provide a cost-effective alte rnative to augmenting full-time staff and provides
students with actual work experience and
assess their interest and abilities.
This program continues to provide critical tools, economic relief, and much needed digital resources to Sacramento’s residents who have been impacted by the COVID-19 pandemic.
Police Department
Gang Prevention and Intervention MYOP 1,399 - - The Gang Prevention and Intervent ion Taskforce (GPIT) is a program comprised of
stakeholders representing a broad range of
sectors including service providers, health
care providers, school administrators, faith
leaders, law enforcement personnel, and
elected officials. The purpose of the GPIT
program is to encourage cross-collaboration
and align all entities under a unified violence
prevention framework.
The GPIT FY2023/24 is currently in progress and on track to be successful. The nine grantees are all working collaboratively daily as well with SPD OVP.
Office of Violence Prevention
Disruption, Response &
Intervention
MYOP 1,000 - - This program is to improve community health and safety, by providing violence
interruption, disruption and suppression
programs and services to high-risk youth and
their families who are disproportionately
impacted by violence, particularly to those
affected by gang-related homicides,
shootings, and aggravated assaults.
The FY2023/24 EBCVIDS grant program is currently in progress. The five grantees are working collaboratively with SPD OVP and each other. The grant program is on track to have a successful outcome.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Violence Prevention Operations 407 3.00 - Responsible for the City’s response to gan g 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 nine GPIT grantees, five EBCVIDS grantees, and two BSCC grants (7 grantees). The office is continuing to work and build relationships with community based organizations, law enforcement, business owners and community overall.
YPCE
Access Leisure Operations 645 10.03 8.33 Provide enhanced life experiences to people with physical, developmental, and intellectual
disabilities through accessible recreation
programs and services. Provide additional
opportunities for people with physical
disabilities and youth program observations
and departmentwide trainings.. Collaborates
with Community Center staff on a new
inclusive modification request process for all
YPCE programs.
Access Leisure offers weekly social, recreational and adaptive sports at several Community Centers, River Cats Independence Field, Sacramento City and County bike trails and City Parks, including our monthly Play Dates at Southside Parks accessible playground. Access Leisure has a free program for teens with disabilities (ages 13-22). “The Hang Out” is a goal- oriented after school program taking place from 4-6pm every Tuesday and Thursday at Southside Clubhouse. We have partnered with the California Fish and Game to start a fishing program with local Veterans from our VA.
Aquatics Operations 5,208 87.85 50.45 Provide a safe environment for youth and adults to enjoy a variety of recreational
swimming and aquatic programming at
several pools throughout the city. Contributes
to public safety and drowning prevention.
Additionally, the aquatic program provides a
substantial amount of youth employment as
youth comprise the majority of its workforce
and provides lifeguard scholarship
opportunities to youth seeking employment
with the City's Aquatics section.
16 aquatic facilities (1 regional aquatics complex, 11 neighborhood pools, 4 stand alone wading pools) were operated during the summer of 2023. Programs included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events.
Camp Sacramento Operations 566 16.62 6.90 Camp Sacramento is a family camp and conference center serving residents of the
Sacramento Valley. The Camp offers the
following programs: Family Camp; Camp
Sacramento offers eight Mini Camp nights
and three week-long vacation sessions.
Guests are provided 3 meals a day and a
vacation full of recreation activities. Rental
Groups: From mid-August through
September a limited number of days are
available for family reunions, environmental
education, weddings, youth groups, senior
programs, corporate retreats and church
groups. Camp provides youth program day
camp opportunities for underserved youth.
Camp Sacramento is back in full operation following COVID and Wildfire restrictions of previous years. Camp’s septic system damaged in the Caldor wildfire has been repaired allowing for full capacity operations next season. Additionally, Camp Sacramento is planning to pilot a first wilderness leadership program for teens from underserved communities FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Centers Operations 9,219 144.70 99.18 The City 17 Community Center and Clubhouses that offers programs that caters
to the needs of their community. With a focus
on health and fitness, sports, youth programs
such as after school and summer camps;
Friday Night Hot Spots as well as a variety of
Active Adult and Senior programs. Our
centers also offer room rentals for holiday
parties wedding receptions classes meetings
and birthday parties. Community Centers
also offer a variety of fee for Service Leisure
Enrichment Classes. Leisure Enrichment
includes contracted classes in drama music
sports technique sports camps fitness
science camps martial arts Tiny Tot
preschool (South Natomas) enrichment
Community Centers are open to the public for drop in and registered programs and services with expanded hours Monday - Saturday at many of the centers. In-person programming including Kids Camp, Kids Night Out, Rec Express, Teen Scene and Hot Spots Remix at 8 community centers citywide. Teen program has expanded hours for drop-in program at participating centers. Centers have also created a fee-based preschool recreation program at Coloma. Additionally, Community Centers regularly host in-person Special Events at 8 community centers and clubhouses each season, 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. Older Adult programs are available daily at all locations - providing a variety art, health, and wellness programs. Wellness Rooms are open at 4 centers across the city. Leisure Enrichment classes and programs and rentals have resumed pending staff availability. The Reservat ions office continues to support long term sports field permits and park rentals.
Community Recreation Services Operations 791 14.13 9.22 Community Recreation includes severa l youth and adult contract classes and Adult
Sports program. The Adult Sports section is
committed to providing excellence in healthy
and fun leisure activities in the greater
Sacramento area. Current programs
provided is adult softball leagues. Three
leagues are held per year during Spring
Summer and Fall. Year round Youth and
adult softball tournament rentals are held at
the complex. Youth league rentals at the
Softball complex during Spring and Summer.
Youth and Adult Volleyball rentals at the
complex during Spring Summer and Fall.
Youth and Adult Tennis clinics and private
lessons - year round.
Community Recreation has resumed programs and services citywide at community centers, sports fields, the 28th & B Skate Park, and the Sacramento Softball Complex. Adult Sports programs include softball, tennis, bocce, volleyball, basketball, special events, exercise and wellness classes. Rentals at the Sacramento Softball Complex include softball tournaments, adult softball leagues, and sand volleyball. Special events, park rentals, and daily skate sessions are available at the 28th & B Skate Park (Wednesday - Sunday). Youth Sports programs include baseball & softball (Jr. Giants program), flag football, basketball, skate camps, skate clinics, and special events.
Family and Youth Investments MYOP 1,300 - - The #SacTownYouthNights: Youth Drop-i n Events program aims to support youth-
serving community-based organizations in
Sacramento with funding to host bi-monthly
drop-in events for youth in priority
neighborhoods on weekend evenings from
September – December 2022. Events are
intended to be youth-led, adult-supported,
and in-person, a minimum of three hours
long, and designed for 30-50 or more youth,
ages 12 – 24. This grant program advances
OYD’s goal to increase spaces that support
belonging, promote community, and connect
youth to trusted adult mentors.
#SacTownYouthNights is being actively worked on. OYD has awarded grants up to $50,000 to 26 CBOs. Approximately 80% of the grantees are currently under contract with the City for this project.
Fleet Acquisitions MYOP 30 - - Acquisition of vehicles needed to complete operations for Measure U funded
departments, including Youth Parks and
Community Enrichment, and Community
Development.
Unit 12859 has not yet been ordered.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of Youth Development Operations 866 6.00 - The Office of Youth Development (O YD) is charged with refining, developing, and
promoting the City’s overall strategic vision to
achieve citywide youth development goals in
accord with the Youth Plan. Currently, this is
primarily achieved through grantmaking.
City is finishing two agreements with Just Us United and Campus. The City is also working with Hope Technologies as they wanted to make additional updates to their agreement.
M/C Economic Development
Priorities
MYOP 300 - - Community-based nonprofit organizations fill essential social service gaps for many of our
most vulnerable and marginalized
communities – providing programs and
services that are even more critical in times
of crisis and as our communities recover
from the global pandemic
OYD is in contract with 15 CBOs for the Organizational Resiliency Fund. These CBOs will be working with our lead agency Center for Non Profit Management to increase capacity in services and serve underserved populations of the City of Sacramento.
Recreation Administration Operations 1,942 11.00 10.00 Administration of operating grant and budg et 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.
Programs are fully staffed and working efficiently. Expenses have increased due to increased movie and music licensing fees (B MI, MPLC, SESAC, ASCAP) as rates increase annually yet budget has not been adjusted. This division also funds an unbudgeted event coordinator position.
Youth Employment Operations 3,251 65.23 26.24 Empower young people with knowledge and resources supporting their opportunity to gain
the basic fundamental skills needed when
seeking employment or being civically
engaged. Provide assistance in successfully
navigating school, work, community, life's
choices, and day-to-day challenges. Early
adult outcomes include education, economic
self-sufficiency, health family, social
relationships and youth advocacy as well as
positive contributions to the community.
Program operations including Landscape & Learning, WIOA, Prime Time Teen, Summer @ City Hall, Sacramento Youth Commission, Young Leaders of Tomorrow, and Jr. Rec Aide are being implemented in-person. Staffing shortage (i.e.. retention and hiring of staff) are still problematic.
Youth Enrichment Operations (20) - - 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
In FY24 the Department reorganized Youth Enrichment Dept ID 19001851. The reorganization involved moving the budget and programing from Youth Enrichment Dept. ID 19001851 into Community Recreation Dept. ID 19001531. Community Recreation has resumed Youth and Adults programs and services citywide at community centers, sports fields, the 28th & B Skate Park, and the Sacramento Softball Complex. Status of programming is listed in Community Recreation Dept. ID 19001531.
Youth Expanded Learning Operations 1,166 31.94 18.60 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.
We are still providing support to Sam Brannan middle school children during the school year and summer. Summer Oasis and Kids camp is continuing to operate and fill up each season. Summer Oasis and Kids Camp spots will increase again for next season to serve more youth.
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Sports Field Permit Program MYOP 200 - - Scholarship funding for field u sage. In the first quarter of FY2023/24, the department has provided $424 in discounted Youth Sports Field permits.
Youth Subtotal 30,348 392.50 230.92 Measure U Programming Total $ 143,792 909.52 647.65