Sacramento City Council
March 19, 2024

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-00666 3/19/2024 Consent Item 12.

Second Quarter Financial Report - Fiscal Year (FY) 2023/24 File ID: 2024-00666
Location: Citywide
Recommendation: Receive and file.

Contact: Mirthala Santizo, Budget Manager, (916) 808-5078, Department of Finance Presenter: None
Attachments:
1-Description/Analysis
2-Second Quarter Financial Report
3-Measure U Programming Update
Description/Analysis
Issue Detail: The purpose of the quarterly report is to provide the City Council with timely information regarding the City’s current financial condition. The attached report provides an update on the City’s major revenues and department expenditures through the second quarter of FY2023/24 (Attachment 1).

Policy Considerations: The quarterly financial reporting to the City Council is intended to provide an overview of the City’s financial status consistent with Section 61 of the City Charter.

Economic Impacts: Not applicable.

Environmental Considerations:

California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines Sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines 15060(c)(3)). CEQA review for any project, which utilizes funds allocated in this report, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.

File ID: 2024-00666 3/19/2024 Consent Item 12.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: The City Manager is responsible for reporting in accordance with the authority granted by Section 61 of the City Charter.

Financial Considerations: The quarterly report reflects the City’s continuing need to actively monitor revenues and manage expenditures. Finance staff will continue to work with all department staff toward achieving budgetary goals over the remainder of the fiscal year.

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

Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2023
1 OVERVIEW
The Fiscal Year (FY)
2023/24 Approved Budget
(Budget) includes $1.5 bill ion and 5,075.30 authorized full-time equivalent (FTE) positions from all funding
sources. The breakdown is as follows:
 General/Measure U (G/MU) Funds1 - $772 million and
3,871.08 FTE
 Enterpri
se Funds2 - $403 million and 920.28 FTE
 Internal Service Funds3 - $123 million and 118.00 FTE 
Other Governmental Funds4 - $172 million and 165.94
FTE

GENERAL FUND
The followin
g graphs represent the City’s General Fund
approved revenue and expenditure budgets for
FY2023/24.

FY2023/24 General Fund Revenues
$635.7 Million
1  General/Measure U Funds - the City’s principal operating fund supported by taxes and fees.
2 Enterprise Funds - operations supported through user fees including the Community Center, Parking, Solid Waste, Storm Drainage, Wastewater, and Water Funds.
3  Internal Service Funds - internal operations, e.g., Fleet Management and Risk.

FY2023/24 General Fu
nd Expenditures
$628.2 Million
 Charter: City Attorney, Auditor, Clerk, Manager, and Treasurer 
Operations: Community Deve lopment, Commu nity Response, Convention and
Cultural Services, P ublic Works, Utilities, Youth,
Par
ks & Community Enrichment

Support: Finance, Human Resources, and Information Technology 
Citywide: Debt, Property Taxes, and Insurance
General Fu
nd Financial Condition
The following chart reflects the Approved Budget and
actual expenditures for all activities in the General Fund (e.g., department operations, debt service, capital
projects) through December 31, 2023.
4 Other Governmental Funds - activities associated with specific revenues and/or reimbursements that are restricted to expenditures for specific purposes, e.g., Gas Tax Fund, Operating Grant Fund, Library Parcel Tax Fund.

Budget
YTD
Actuals Percent
Balance, Beginning of FY2023/24 247 -
Other Sources and Uses 1,612
Revenues 635,695 224,817 35%
Expenditures 628,196 358,195 57%
Total General Fund: 9,358 (133,378)
GENERAL FUND ($ in '000s)

Exhibit A
Quarterly Financial Report                                                                                      Quarter Ended 12/31/2023

2 The FY2023/24 Approved Budget was developed in
early April 2023 and includes revenue growth as the City continues to recover from the fiscal challenges related to the COVID-19 pandemic (pandemic). The Approved
Budget reflects prudent in vestments in staffing and
programs to reflect community needs and support
Council’s priority initiatives. The Children’s Fund project was established, as requir ed by Measure L, along with
key programs to create affordable housing opportunities and to continue the City’s response to homelessness. In addition, adjustments were made to realign staffing and funding for the continued support and stability of the City workforce, which is crucial in ensuring that programs
and services are delivered safely, efficiently and
effectively.

Although the City seems to have fiscally recovered from the pandemic, there are new and existing challenges
that will threaten its fiscal su stainability. High inflation and interest rates, incr eased pension liability and
insurance costs, new labor agreements, expansion into
new service areas, voter-approved ballot measures and
lower than expected reve nues will cause financial
challenges in the current and future fiscal years.

Immediate action to reduce expenditures has been
implemented. Any additional resources will be proposed
to be redirected to address operational needs in the
coming fiscal year and beyond.

The City will continue to ident ify strategies to provide long-term stability to t he budgetary framework and
maximize revenue opportunities from Federal and State
relief funding to help leverage limited resources moving forward.

Department Projections

The following charts present the estimated variance of
budget to projected year-end results for the General
Fund Departments:

Departments projecting a net deficit (combined year-
end revenue and expenditure variances) have been
highlighted in the chart above and have provided the
following summary explanations.

Fire. The projected net deficit of $2.1 million is partly due to overtime related to mandated staffing
requirements to meet mandatory staffing levels. There
are also unanticipated services and supplies costs due
to an increase in licenses for data management,
unbudgeted tablet command annual charges, increased
fuel costs, and other se rvice-related costs.

Development-related revenues are projected lower than
expected due to a reduction in inspections caused by
staffing issues. However, there is an increase in special districts revenues due to the growth in the Natomas
FY2023/24
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
City Attorney 52 66 14
City Clerk 42 25 (17) 1 City Manager 3,612 3,612 -
City Treasurer 4,780 5,300 520
Community Development 31,447 28,436 (3,012) 1 Convention and Cultural Services 735 1,071 336 Finance 952 1,108 156
Fire 46,914 48,159 1,245 2
Information Technology 400 650 250
Police 10,615 11,266 651 2
Public Works 21,216 25,140 3,924 2
Youth, Parks & Community Enrichment 3,967 4,931 964 2 Total: 124,732 129,764 5,032
1 Revenue shortfalls will be offset by expenditure savings. 2 Revenue surplus will entirely or partially offset expenditure overage.

GENERAL FUND DEPARTMENT REVENUES ($ in 000s)
FY2023/24
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 7,389 7,389 -
City Attorney 10,705 9,841 864
City Auditor 1,272 1,226 45
City Clerk 2,693 2,487 207
City Manager 5,203 5,027 176
City Treasurer 1,707 1,707 -
Community Development 34,945 29,738 5,207 Convention and Cultural Services 735 735 - Finance 9,067 8,427 640
Fire 180,182 183,574 (3,392) 1
Human Resources 5,125 5,125 -
Information Technology 20,727 20,497 230 Police 210,527 214,133 (3,606) 1
Public Works 23,106 24,399 (1,293) 1 Youth, Parks & Community Enrichment 3,059 3,293 (234) 1 Subtotal General Fund: 516,443 517,597 (1,154)
1  Expenditure overage will be entirely or partially offset by revenue surplus.

GENERAL FUND DEPARTMENT EXPENDITURES ($ in 000s)

Exhibit A
Quarterly Financial Report                                                                                      Quarter Ended 12/31/2023

3 area, which helped offset t he projected net deficit. The Department will continue monitoring and evaluating
expenditures for opportunities to reduce costs to
address shortfalls.

Police. The projected deficit of $2.9 million is primarily due to overtime. The Department has experienced a
shortage in patrol and communications center staffing,
resulting in increased overtime to meet mandatory
staffing levels. The Departm ent will monitor overtime
and expenditures to achieve savings where possible.

Department revenues are expected to come in higher
due to a large SB-90 reimbursement.

Departments projecting a significant net surplus
(combined year-end revenue and expenditure variance
over $1 million) have provid ed the following summary
explanation.

Community Development: The projected revenue
shortfall of $3 million is primarily reflected in the Building Division. This is due to a current decline in development causing revenue loss in Building and Planning. The
Department will closely moni tor development activity
and revenue projections to address shortfalls.

However, the Department is projecting a net surplus of
$2.2 million due to vacancie s and savings from a
professional service contract for building and planning reviews.

Public Works. The projected net surplus of $2.6 million is largely due to higher than expected on-street parking and street maintenance revenues.

Although the department is projecting a net surplus at
year end, some General Fund reliant divisions are
projecting deficits. The Engineering Division is facing a budget shortfall related to active projects, the
Transportation Division recently incurred unforeseen
expenses related to SMUD owned streetlights, and the
Facilities Division is struggling with inflation in cost for supplies as well as employee retention, resulting in
higher expenditures for contracted labor and supplies.

City’s Major Revenue Sources

Top General Fund Revenues ($ in 000s)

1Businesses have 30 days to remit UUT, BOT, and TOT revenue to the City after the end of the month. After the 30-day remittance period, the City processes/reconciles the transactions over the following 10 days. Monthly reporting data is available by the 15 th of the following month (45 days after the reporting period ends).

Property Tax. Property taxes are the largest General
Fund revenue source, accounting for approximately
35% of all General Fund revenues. Revenues related to
property taxes are affected by fluctuations in the real estate market, levels of ne w construction activity, and the corresponding changes to the tax roll. Most of the
City’s current secured property tax revenues are
received in mid-December and mid-April. The balance
of the current secured property taxes as well as the
current unsecured, supplemental, and miscellaneous
property tax revenues are received in late January and
late May.

The first apportionment of the City’s FY2023/24
property taxes was received in December 2023 and
was approximately 7.1% higher than the same payment
received in FY2022/23. The incr ease is the result of
fewer temporary reductions to the Proposition 13 tax roll values, an increase in the number of parcels and an
increase in the value of parcels citywide. All property tax revenues are being monitored and are projected to be
on budget.

Sales and Use Tax. Sales and Use Taxes make up
approximately 18% of General Fund revenues. Sales
tax is imposed on all retailers for the privilege of selling tangible personal property in the state, whereas the use tax is imposed on the purchase for storage, use, or other consumption of tangible per sonal property purchased
from any retailer. The City receives monthly apportioned payments and a true-up payment for the prior period at
the end of each quarter. The first true-up payment for this fiscal year was received in late November 2023.

Year-to-date collections are 2.9% lower than the same
period in FY2022/23. Sales tax revenue is being
Revenue Type
Approved
Budget YTD Actuals
Property Tax 222,845 65,725
Sales and Use Tax 110,227 34,777
Utility User Tax
1 (UUT) 68,165 25,315
Business Operations Tax
1 (BOT) 30,802 13,162
Public Safety Sales Tax 9,014 3,580
Transient Occupancy Tax
1 (TOT) 6,792 1,860
Total General Fund Revenues: 447,845 144,419

Exhibit A
Quarterly Financial Report                                                                                      Quarter Ended 12/31/2023

4 monitored and the budgeted amount was approved to
be decreased by Council on February 27, 2024, based
on projections.

Utility User Tax (UUT). UUT is the City’s third largest source of General Fund revenue at 11%. Measure O
approved by the voters in November 2008, reduced the

7.5% tax rate to 7.0% on telecommunication services,
but was expanded to include Voice over Internet
Protocol (VoIP), text messaging, and many other
previously excluded technologies. The 7.5% tax rate
continues to be in effect for gas, electric, and cable
services. UUT revenue has declined 6.2% during the
first five months of FY2023/24 and the budgeted amount
was approved to be decreased by Council on February
27, 2024 based on projections.

Other City Revenue Sources

Business Operations Tax (BOT). BOT is remitted
annually by individuals and businesses that commence,
transact, engage in, or carry on any business, trade,
profession, calling, occupation, or gainful activity in the city. BOT (including cannabis) makes up approximately
5% of General Fund revenues. Cannabis BOT
revenues have increases by 2.2% during the first six
months of FY2023/24. BOT will continue to be
monitored and are projected to be at budget.

Public Safety Sales Tax. On November 2, 1993,
California voters enacted Proposition 172 which
established a permanent statewide half-cent sales tax
for support of local public safe ty functions in cities and counties. This tax repres ents approximately 1% of
General Fund revenue. Public Safety Sales Tax
revenue will be monitored, and budget adjustments
may be considered as part of the FY2024/25 budget
development process.

Transient Occupancy Tax (TOT). The current rate
of 12% is charged to all guests of hotels, motels, inns, and bed and breakfasts within city limits. The General
Fund portion of TOT revenues is equal to two
percentage points of the 12% rate. The remaining TOT
revenues collected are directed to the Community
Center Fund. TOT revenue is being monitored and the
budgeted amount was approved to be decreased by
Council on February 27, 2024 based on projections.

Economic Indicators
The following chart reflects key economic indicators
utilized in projecting General Fund revenues.

MEASURE U FUND

Measure U transactions and use tax revenues, while
part of the General Fund, ar e reported in a separate
fund to improve reporting and transparency on the use
of these revenues. In November 2018, a voter approved
ballot measure increased the sales tax from 8.25% to

8.75% effective April 1, 2019. Measure U revenue is
being monitored and the budgeted amount was
approved to be decreased by Council on February 27,
2024 based on projections

The following graph represents the City’s Measure U
expenditure budget by department for FY2023/24.

FY2023/24 Measure U Expenditures
$143.8 Million

 Charter: City Attorney and Manager
 Operations: Community Deve lopment, Community Response, Convention and Cultural Services, Public Works, Youth, Parks & Community Enrichment
 Support: Human Resources, and Information Technology
 Citywide: Library, Community Programs, and Measure U-related employee and department support expenses
Key Economic Indicators 12/2022 12/2023
City Unemployment Rate (UR) 3.7% 5.0%
County UR 3.5% 4.7%
State UR 4.1% 5.1%
National UR 3.5% 3.7%
CPI (10/2022-12/2022 vs. 10/2023-12/2023) 7.10% 3.24%
30-Year Fixed Mortgage Rate 6.42% 6.61%

Exhibit A
Quarterly Financial Report                                                                                      Quarter Ended 12/31/2023

5 The following graph represents City’s Measure U
expenditure budget by funding category for FY2023/24.

FY2023/24 Measure U Expenditures
$143.8 Million

Measure U Fund Financial Condition
The following chart reflects the Adopted Budget and
actual expenditures for all ac tivities in the Measure U Fund (e.g., department operations, debt service, capital projects) through December 31, 2023.

Department Projections
The following charts represent the estimated variance of budget to projected year-end results for Measure U
Departments:

Departments projecting a deficit have been highlighted
in the chart above and have provided the following
summary explanations.

Convention and Cultural Services. The projected
deficit of $200,000 is related to maintenance services in Old Sacramento and payment of fees to the State of
California. This deficit wi ll be covered by projected
revenues above budget in the General Fund.

The following highlighted Departments are projecting
significant net surplus (over $1 million) and have
provided the following summary explanations.

Police. The projected savings of $2.4 million is due to vacancies, less overtime, and service and supplies
savings.

Youth, Parks & Community Enrichment (YPCE). The
projected savings of $3.6 million is mainly due to
vacancies. The non-career workforce continues to be a
challenge. The department has implemented new
strategies surrounding recruitment, pay, and age
requirements for certain positions and coordinated
mass hiring events across various divisions to address
vacancies. The department continues to be strategic
and make programmatic changes that impact vacancies
along with providing positive programmatic impacts.

YPCE is currently recruiting for summer seasonal
positions, camps, aquatics, and Expanded Learning.

The status of multi-year pr ojects funded by Measure U
is included as Exhibit A-1.

ENTERPRISE FUNDS

The Departments of Convention and Cultural Services,
Public Works, and Utilities have prepared projections for the City’s enterprise funds as follows:
 Community Center
 Parking
 Solid Waste
 Storm Drainage and Drainage Property Fee
 Wastewater
 Water

Budget
YTD
Actuals Percent
Balance, Beginning of FY2023/24 485 -
Other Sources and Uses (719)
Revenues 135,124 44,133 33%
Expenditures 143,792 69,479 48%
Total Measure U Fund: (8,902) (25,346) MEASURE U FUND ($ in '000s)
FY2023/24
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 1,382 1,382 -
City Manager 5,804 4,836 968
Community Development 11,670 11,547 123 Community Response 5,457 4,812 645
Convention and Cultural Services 4,719 4,919 (200) 1 Fire 10,123 10,123 -
Police 6,208 3,804 2,404
Youth, Parks & Community Enrichment 44,451 40,771 3,680 Subtotal Measure U Fund: 89,815 82,195 7,620
1  Expenditure overage will be entirely or partially offset by revenue surplus.

MEASURE U FUND DEPARTMENT EXPENDITURES

Exhibit A
Quarterly Financial Report                                                                                      Quarter Ended 12/31/2023

6 The following Fund is projecting a net deficit (combined year-end revenue and expenditure variances) and has
provided the following summary explanations.

Community Center Fund. The net deficit of $530k is
due to TOT projection being lower than budgeted. The
General Fund budgeted amount was approved to be
decreased by Council on February 27, 2024

The following Funds are projecting a net surplus
(combined year-end revenue and expenditure variance
over $1 million) and have provided the following
summary explanations.

Solid Waste Fund. The projected net surplus of $4.1
million reflects vacancy and di sposal savings. Disposal savings are derived from the recent organic program
implemented in July 2022, reflecting a lower tonnage
use than anticipated, resulting in cost savings. Since the organic program is relatively new, estimated tonnage for organic recycling is being monitored and evaluated.

Storm Drainage. The projected net surplus of $2.4
million is due to labor sa vings and revenues coming in higher than budgeted in utilit y service charges. The
revenues have historically been higher than budgeted
and will be increased in FY2024/25.

Wastewater Fund. The projected net surplus for the
Wastewater Fund is approximately $1.5 million due to
increased reimbursements from other funds and
increased revenues. The increased revenue is
estimated at $300,000 annually due to the revised
operating agreement with Regional Sanitation. The
Department of Utilities negotiated reimbursement for the management of Regional Sanitation billing accounts
and the associated uncollectable accounts.

Fund Name
FY2023/24
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
Community Center 42,897 42,160 (736) 1 Drainage Property Fee 19,500 20,230 730 Parking 16,418 17,747 1,329
Solid Waste 93,473 94,141 668
Storm Drainage 39,839 41,575 1,736
Wastewater 44,015 44,315 300
Water 136,798 136,760 (38) 1 Total Enterprise Funds: 392,942 396,929 3,987 Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Community Center 41,544 41,338 206
Drainage Property Fee 3,712 3,521 192 Parking 17,170 18,086 (916) 2 Solid Waste 77,976 74,534 3,442
Storm Drainage 37,215 36,560 656
Wastewater 36,094 34,881 1,213
Water 120,913 120,230 682
Total Enterprise Funds: 334,625 329,150 5,475 1Revenue shortfalls will be offset by expenditure savings. 2 Expenditure overage will entirely or partially be offset by revenue surplus.

ENTERPRISE FUND EXPENDITURES ($ in '000s)
ENTERPRISE FUND REVENUES ($ in '000s)

Exhibit A-1
Multi-Year Projects
(Measure U Fund)

7 Status Project Name Project No.

Expense
Budget
1 Encumbered
Amount
2 Expended
Amount
3 Preencumbrance
Amount
4 Unobligated
Amount
5 Open
Animal Care For The Zoo & Ftt I17005100 1,171,000 - (1,171,000) - - Archives East End Project I17000100 131,872 - - - 131,872 Arpa Youth Workforce Training I02612020 785,299 (248,518) (251,927) - 284,854 Ca Rural Legal Assistance I02000800 1,750,000 (500,000) (1,250,000) - - Children & Youth Svcs Program I02001830 2 (66,750) (155,750) - (222,498) Children & Youth Svcs Program I19143200 6,926,745 (330,080) (5,484,039) - 1,112,626 City Manager Youth Programs I80020800 250,000 (13,658) (79,266) - 157,076 Commission Stipends I04000100 55,400 - (17,450) - 37,950 Community Response I23000100 25,326,134 (3,975,631) (5,587,786) - 15,762,716 Creative Edge I02181100 2,640,000 (43,570) (1,994,899) - 601,531 Cultural Arts Awards I17000700 228,000 (8,203) (112,431) - 107,367 Digital Equity I07001100 400,000 - (200,000) - 200,000 Ebcvids (Drip) I11003200 1,000,000 - (150,000) - 850,000 Ed Initiatives I02181000 500,000 (8,385) (290,965) - 200,650 Fare Free Transit For Youth I02181400 3,750,000 (750,000) (3,000,000) - - Financial Empowerment I02182000 300,000 - (300,000) - - Fire - Dor Program I12000200 774,619 - - - 774,619 Fleet - Cdd Measure U I06211000 654,487 - (295,217) - 359,270 Fleet - Fire Measure U I06121000 347,022 - (351,252) - (4,230) Fleet - Ypce Measure U I06191100 3,327,582 - (1,930,087) - 1,397,495 FY2017/18 Parks & Rec. Measure U I80190600 183,801 - (182,117) - 1,684 FY2017/18 Police Measure U I80110600 24,609,871 - (24,583,638) - 26,233 FY2019/20 Police Measure U I80110800 37,158,244 - (37,152,690) - 5,554 FY2021/22 M/C City's Racial Equity I02004000 300,000 - - - 300,000 FY2021/22 M/C Econ Dev Priorities I02180910 9,300,000 (1,535,200) (3,327,717) - 4,437,083 FY2022/23 Affordable Housing I02189050 4,167,500 (150,000) (2,937,182) - 1,080,318 Gang Prev & Intervention - Gf I02000600 2,397,037 (59) (2,167,916) - 229,062 Homeless & Community Outreach I23004000 489,067 - - - 489,067 Homeless Housing Initiative I02000200 21,556,654 (3,947,775) (13,081,501) - 4,527,378 Iceland Restoration I02181600 1,300,000 - (66,000) - 1,234,000 Illegal Dumping I15200200 2,910,000 (356,764) (1,945,131) - 608,105 Jfn Emerg. Home Repair Pilot I21000700 304,000 (304,000) - - - K To College Savings Program I02181300 150,000 - (150,000) - - Lgbt Center Relocation I02181500 750,000 - (750,000) - - M/C Econ Development Priorities I19143300 300,000 - - - 300,000 Mayor'S Comm On Climate Change I01001000 150,000 - (150,000) - - Mcclellan Park Storage I17002000 413,090 - - - 413,090 Nbhd Comm & Economic Plans Prg I02001700 34,246 - - - 34,246 Ndat I02180290 150,000 (4,999) (8,555) - 136,446 North Area Freedom Schools I02181200 290,000 - (290,000) - - Ocm - Cannabis Program I06420000 - - (71,842) - (71,842) Office Of Violence Prevention I11003000 2,866,368 (375,531) (889,487) - 1,601,351 Participatory Budgeting Prog. I80010000 1,225,000 (430,511) (545,082) - 249,407 Pdit Critical Infrastructure I11002700 1,559,190 - (1,559,190) - - Police Observation Dvcs (Pods) I11002300 187,000 - (179,029) - 7,971 Pw Sustainability Program I15220300 473,986 - (233,587) - 240,399 Respite Centers Program I23002000 4,205,986 (646,483) (3,559,503) - 1 Sac Municipal Reparations Comm I01002100 200,000 - - - 200,000 Sacramento Riverfront I02180200 300,000 - (342,550) - (42,550) Shotspotter I11002500 616,608 - (616,608) - - Specific Plans I22000100 4,735,256 (413,854) (830,315) - 3,491,086 Spla Maintenance I15220100 1,200,000 (10,737) (696,116) - 493,147 Step Up Housing Dev I02189040 2,925,000 - (2,925,000) - - Stockton Blvd Anti-Displacemnt I02189030 5,000,000 (1,610,875) (430,625) - 2,958,500 Stockton Blvd Housing Dvlpmnt I02189010 5,000,000 - (5,000,000) - - Summer Youth And Community Pgm I19141000 754,353 (40,000) (454,900) - 259,453 Tenant Protection Program I21000300 189,128 - (161,202) - 27,926 Thousand Strong (Etp Pilot) I01000300 2,661,954 (273,302) (756,938) - 1,631,714 Utility Rate Asst Prgm I141 30100 10,072,720 - (7,625,124) - 2,447,596 Webgrant Restructuring Project I07000900 48,525 (7,868) (40,657) - - Whole Person Care I02000900 150 - (150) - - Wong Center Senior Housing I02189020 703,995 - (703,995) - - Youth & Family Investments I11003100 2,600,000 (789,103) (1,452,198) (44,664) 314,035 Youth Pop Up Events I19143100 1,300,000 - (1,045,502) - 254,498 Youth Sports Field-Sponsorship I19143000 210,000 - (3,344) - 206,657 Grand Total 206,266,891 (16,841,856) (139,537,460) (44,664) 49,842,911

1. The Expense Budget reflects the total Measure U multi-year project budget from inception to the current date (12/31/2023).

2. The Encumbered Amount reflects the amount of funds the City has committed contractually to spend.

3. The Expended Amount reflects the actual amount spent through 12/31/2023.

4. The Preencumbrance Amount reflects the amount of funds the City anticipates to spend.

5. The Unobligated Amount reflects available resources as of 12/31/2023.

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 has completed execution of the agreement with the State 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 is partnering with the County and CoC on the upcoming HHAP-5 application and required Regionally Coordinated Homelessness Action Plan. The HHAP-5 application is due at the end of March 2024. 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. Implementation of the Stockton Blvd. anti-displacement programming is underway 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. City staff is working with AFSCME to implement funding secured through a supplementary $5M for anti-displacement and housing stabilization programming. Staff continues to partner with Planning and Community Development on the Mixed-Income Housing Ordinance, zero dollar impact fee program and other local housing ordinances to remove barriers and encourage new housing development.

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 is anticipated to be adopted by end of February 2024. 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 with review by Council in the spring of 2024. The City's Age Friendly Action Plan is currently being to presented to City/County Commissions.

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 relating to citywide cannabis use regulation, digital kiosks, solid waste regulations and other requests by Council for land use regulations that is responsive to constituent concerns. Additionally, staff continue to adapt to new State legislation relating to housing streamlining. Staff has been successful in remotely processing development applications online and handling public inquires and zoning code enforcement.

Affordable Housing Subtotal 3,199 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
).

No changes from first quarter. Staff continues to provide 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.

There is no change from the first quarter. The Art in Public Places staff is actively engaged in a number of significant projects in the City of Sacramento.

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. In the 2022-23 school year, the program developed and implemented 109 Arts Residencies in Sacramento County schools, presented 50 all-school assemblies and sponsored 54 teachers to participate in arts related 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. To date, Twin Rivers Unified School District has contributed data from 33 of its school sites, and will provide three years of comprehensive data by 6/24. OAC's critical data collection and dissemination will form the basis of future research and arts education efforts.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 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, 18 creative entrepreneurs were trained and mentored in all areas of business development, marketing, and financial planning. Forty-five (45) additional creative entrepreneurs participated over 9 online workshops, and an additional 22 creatives participated in an in person workshop. Eight people registered for the train the trainer component of the program. 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.

Crocker Art Museum Operations 2,155 5.00 3.00 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. 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. The two vacant FTE's are currently in recruitment.

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.

No change from the first quarter, the Cultural Arts Awards Grant program continues to provide grants to cultural organizations, nonprofit arts organizations, and service organizations representing diversity of geography, culture, discipline, and communities served.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 lease for a new climate controlled space at McClellan Park has been signed and we are anticipating moving in September of this year. This will be a big move as we move collections that will be more secure in this museum standard climate controlled space. 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 continue come to tour the archives, watch the films and engage in critical dialogue regarding the content. The Center annually participated in the City's annual archives crawl. In 2023 we had our highest attendance in the history of the event. In 2023 we opened our first Kid's Collect exhibition in which with partnered with the Susan B. Anthony School's 5th and 6th graders with them selecting artifacts that tell their stories. In 2023 we also began working on our next Kids Collect which is with a high school in Oak Park, the exhibit will open in City Hall on March 1st.

Center staff have been working on completing the new Wayfinding program for Old Sacramento. The design update was completed in January, 2024 and we are hoping to install the new signage by June, 2024. Staff is also working on 57 new interpretive panels for the Riverfront Promenade by Embassy Suites. This work should be completed by the end of summer 2024. The third and final interpretive panels staff is working on will be found on the Del Rio Trail which is near completion. The signs should be installed by June. 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 pastOffice 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. In an effort to further support individual artists, 155 individuals were served by professional development workshops. 53 individuals, representing 29 nonprofit organizations took part in the OAC-sponsored DEIA series of 10 workshops, presented virtually by Mosaic Education Network. 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, 4 of the projects have wrapped and report $159,860.00 in economic impact, 151 local hires, 12 hotel nights and 109 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 12 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 are currently developing a new rebate program for large film, television, and commercial projects. We hope to launch this $250,000 rebate in Spring 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 SAG-AFTRA strike along with the WGA strike last year, we expect overall film permit, Sacramento spend, hotel night, and local hire totals to be lower for calendar year 2023.

Arts/Creative Edge Subtotal 4,699 22.95 19.95 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 second quarter, OCAS finalized recruitment and extended an offer of employment to a candidate for the new Sustainability Specialist position established in the FY 2023/2024 budget. The Office also on-boarded a new Arts Program Assistant with California Creative Corps funding, secured and facilitated by the City’s Office of Arts and Culture.

The team successfully competed for additional state and federal investment from highly competitive grant programs. In total, staff received notice of over $11 million in climate- related grant award recommendations in the second quarter, for projects related to urban forestry, neighborhood resilience pilots, transportation climate adaptation planning, and floodgate modernization.

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, Existing Building Electrification Strategy, and Urban Forest Plan. OCAS launched an internal Climate Action Task Force to support department leaders in embedding climate action and sustainability into City processes and structure. Staff provides continued leadership of the internal City Green Team.

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 department continues to work on installing 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. In quarter two following the successful launch of the e-trike program, staff have worked closely with Sacramento Public Library Staff to expand the lending program to additional library sites, including initiating procurement of additional lockers, locks, and equipment necessary for expansion. Expansion of the e-trike lending program will occur once materials are received, and program coordination is completed with the Sacramento Public Library.

Building permits have been approved for 5 of the 13 sites for EV chargers. Staff are moving forward to secure a contractor for Phase 1 of the project, which will install 12 EV chargers, with a total of 24 EV connectors, at the first three locations including the Colonial Height Library, Belle Cooledge Library, and the Pannell Community Center. The first expansion of Our Community Car Share in partnership with the Sacramento Metropolitan Air Quality Management District will occur once Phase 1 EV chargers have been installed and activated at the Colonial Heights Library.

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 a budget of $5.3 million for FY2023/24.

If participant levels remain consistent with legacy participants leaving the program and new participants entering at the flat 40% discount, there is sufficient budget in FY2023/24 to support the program. However, if the Program experiences new participants only, there will be a budget overage. Using the last six months of data, 280 new participants, the maximum budget overage could be $140K.

Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the Nati onal Historic Landmark District of Old Sacramento, the
Sacramento History Museum encourages
visitors from around the region and from
around the world to discover the roots of
early Sacramento – from the Native Indian
Tribes who originally lived here, to the
thousands of immigrants who came from all
across the globe during the Gold Rush. The
Museum strives to share the stories of the
many diverse communities that make up the
tapestry of Sacramento’s past and present
through interactive exhibits, engaging social
and history education programming, and
special events.

No change from the first quarter. The Center for Sacramento History is working with the Sacramento History Alliance to reinvision 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, structural elements, plumbing, electrical service, mechanical
systems, and exterior coatings of City
facilities to ensure public safety, building
code compliance, preservation, and energy
efficiency
No changes from the first quarter. Facility Maintenance continues working on 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.

No changes from the first quarter, the department continues to enhance 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.

No changes from first quarter, Southside Pool Repair project is still 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 23 of the 35 units have been ordered.
(One unit was deferred for 7 new units. YPCE BCP Request 3 approved) 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.

No changes from the first quarter.

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

No changes from the first quarter, department continues to manage the lease agreement.

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.

No changes from the first quarter, department continues to manage the Hart Senior Center and the Triple-R Adult Day Program.

Park Operations Administration Operations 14,221 135.80 114.00 Provide park maintenance services includ ing 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 continue to be implemented. Filled FTE changed by 4.0 FTE compared to the first quarter.

Permitting and Events Operations 848 7.74 6.74 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.

No changes from the first quarter, the department continues to manage and support Special Events throughout the City.

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

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

No changes from the first quarter, funding continues to support department-wide technical equipment and software expenditures.

Community Investment Subtotal 29,157 183.57 158.42 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.

No changes from the first quarter, funding continues to support one FTE that is supporting SPD with legal compliance regarding release of police videos and documents.

Community Development
Animal Care Administration Operations 914 12.00 10.00 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. Staff is responsible for processing all of the required documentation for processing of the intake and outcome of animals. They also serve as the main point of contact for 3-1-1 salesforce referrals that they then refer to the appropriate shelter section. We have two Administrative Analyst vacancies; interviews are scheduled for February. One of these Analysts will assist the overall shelter and one will be assigned to the Veterinary Services Section.

Animal Care/Shelter Operations 4,049 36.00 25.00 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 staff and veterinarian staff. We are currently recruiting for five Animal Care Technicians, two Veterinarians, and three Registered Veterinarian Technicians. We recently held interviews for Animal Care Technicians; half did not show for scheduled interviews. We are anticipating hiring from the most recent interviews. We do have one applicant for our two veterinarian vacancies and are waiting to schedule an interview. We have continuous job postings for Veterinarians, Registered Veterinarian Technicians, and Animal Care Technicians. Our animal intake in 2023 was 8,943 and the shortage of staff is causing burnout and has limited our ability to provide adequate animal husbandry and veterinary care on a consistent basis. We have had to contract with Friends/non-profit group to provide contract Veterinarians for spay/neuter and shelter medicine. The medical staff is the most impacted as they struggle to provide veterinarian care to the approximately 150 to 200 animals housed at the shelter and the 650 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) inve stigates and manages on average 45,700 complaints filed by the pubic annually and averages 3,000 active cases relating to the habitability and safety of neighborhoods and business districts throughout the city. A large component involved in the investigation of these complaints includes an educational and enforcement process. This two-part process is in place because the goal is to attain voluntary compliance in a short amount of time. Nearly 3,000 complaints pertain to public nuisances, illegal business operations, and violations that occur at night, weekends, and are transitory in nature requiring quick response. In response to these complaints, code enforcement officers were added to the NCC and assigned to work nights and weekends.

During the summer months, NCC deploys code enforcement officers to inspect over 3,500 vacant undeveloped lots to reduce the risk of fires and the potential of damage to property and death caused by fires initiated from overgrown dry vegetation. To conduct these inspections efficiently, NCC developed and deployed the use of a mobile application, increasing the number of lots inspected from 1,200 to over 3,500 lots annually. NCC is also responsible for the removals of vehicles that are abandoned and violating the California Vehicle Code (including recreational vehicles ). In the past 12 months, the NCC has abated and destroyed over 325 abandoned heavy-duty vehicles and trailers and towed 2,918 vehicles. We predict the number of vehicl es abated by the NCC will continue to increase caused partially by the increase in the unhoused population.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 experiencing homelessness.

Office of Community Outreach Operations 3,454 24.00 19.00 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, 3 Prog Specialists and 1 Prog Mgr. NRC Teams respond to 311 calls for service regarding homelessness throughout the City, Monday - Friday, averaging over 3,600 responses a month. Currently, Teams are partnered with Sac PD Impact under a Rapid Response model. In the 2nd quarter, teams placed 114 individuals into City funded Safegrounds. 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.

No changes from the first quarter, funding continues to provide for 6.00 FTE positions.

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.

No changes from the first quarter. Will continue its efforts in the improvement of policing and better serving the interests of the public.

Public Works
Illegal Dumping MYOP 970 - - To expand illegal dumping services as well as cover ongoing program demands.

RSW collected and disposed of 745 tons of Illegally dumped material in the second quarter of FY23/24.

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 24,463 124.00 100.00 Homelessness
Community Response
FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 4.00 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.

Current FTE's include 1 Program Manager (vacant since 9/2023), 1 Program Specialist, and 4 Admin Analysts (1 vacant since 1/2024). 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, Salvation Army Transitional Housing, Coordinated Access System, River District Clean and Safe program, and the FUEL Network.

Homelessness Subtotal 4,158 6.00 4.00 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.

No changes from the first quarter. The Community Engagement(CE) team is fully staff. The Community Engagement team continues to lead comprehensive and inclusive outreach strategies for the City's ARPA funded programs and services. The Community Engagement team continues to manage the city's volunteer service/internship program and the financial empowerment center.

Community Investment Operations 1,383 8.00 6.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.

No changes from the first quarter. The department continues to 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.

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.

No changes from the first quarter. The department continues the closeout of some ARPA grants, continued ARPA implementation related to commercial revitalization projects and programs on Northgate (D3), Facade and Transformative Grant solicitation in North Sacramento (D2), implementation of the Workforce Development and Childcare Funding framework including the launch of the ECE apprenticeship program with Los Rios Community College District and technical assistance and stipends for 35 new family childcare homes creating up to 230 new slots (infant-school age); and facilitation and implementation of $1M of food justice funding that resulted in 17 grants.

Economic Development
Administration
Operations 971 4.00 4.00 Administration in support of all Office of Innovation and Economic Development
operations.

No changes from the first quarter. The Administration unit is fully staffed and has been critical to implementing priority inclusive economic development projects and programs on behalf of the City.

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.

No changes from the first quarter. The City is still 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).

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.

No changes from the first quarter, the department continues the preparation for updating and reporting on the Race & Gender Equity Action Plan (RGEAP) the Office of Diversity & Equity (ODE) and continues to guide and support department equity teams in establishing outcome action priorities and performance measures.

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.

No changes from the first quarter, the department continues to provide 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.

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 Citywide Retired/Transfer Em
ployee Benefits 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
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.

No changes from the first quarter, this program continues to provide critical tools, economic relief, and much needed digital resources to Sacramento’s residents.

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

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 8.00 Enforce state law and City ordinances regarding animal control and rabies
prevention.

The Field Services Section currently has a conditional job offer for the Chief Animal Control Officer, pending passing background, which is almost completed. We have one Animal Control Officer starting February 5 with no prior animal control experience. We will soon be recruiting for the additional six vacancies. The Field Services Section receives over 20,000 calls for service per year. We currently have over 900 calls pending for service. 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 or barking complaints. In the FY2023/24 budget, we were approved to hire two additional Animal Control Officers. We have no officers currently assisting with the Homeless Outreach Assistance Program.

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.

Replacement for Unit 10078 - New Unit 14748 and replacement for unit 11989 - New Unit 14749 has been ordered.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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.

No changes from first quarter. One vacancy due to failing background just before the Academy start date.

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 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 13.00 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.

Services are implemented. Filled positions decreased by 2.0 FTE, hiring exceptions have been granted to fill two vacant positions.

Public Safety Subtotal 19,700 122.50 81.50 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 continues to provide fare free transportation, new RydeFreeRTCards are valid from June 1, 2023 through June 30, 2024.

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.

No changes from the first quarter, the department continued their work on the construction of a new Welcome Center that includes a new box office, staff offices, gift shop, and public restrooms.

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.

No changes from the first quarter. 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.

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.

No changes from the first quarter. 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.

No changes from the first quarter, the GPIT FY2023/24 is still in progress and on track to be successful.

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.

No changes from the first quarter, the FY2023/24 EBCVIDS grant program is still in progress and on track to be successful.

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

No changes from the first quarter, 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.

The department continues to provide weekly social, recreational and adaptive sports to the community. The filled FTE increased by 1.15 FTE since the first quarter.

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.

The department continues to provides programs that include recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. The filled FTE decreased by

7.75 FTE since the first quarter.

Camp Sacramento Operations 566 16.62 2.00 Camp Sacramento is a family camp and conference center serving residents of the
Sacramento Valley. The Camp offers the
following programs: Family Camp; Camp
Sacramento offers eight Mini Camp nights
and three week-long vacation sessions.

Guests are provided 3 meals a day and a
vacation full of recreation activities. Rental
Groups: From mid-August through
September a limited number of days are
available for family reunions, environmental
education, weddings, youth groups, senior
programs, corporate retreats and church
groups. Camp provides youth program day
camp opportunities for underserved youth.

Camp Sacramento is planning to pilot a first wilderness leadership program for teens from underserved communities. The filled FTE decreased by 4.90 FTE since the first quarter.

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
dance and language. Staff assists with
registration, providing supplemental
information for classes, facilitation and
oversight daily of these programs.

The department continues to provide programs focused on health and fitness, sports and youth programs. The filled FTE increased by 3.13 FTE since the first quarter.

Community Recreation Services Operations 791 14.13 9.10 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 continues to provide programs and services citywide at community centers, sports fields, the 28th & B Skate Park, and the Sacramento Softball Complex. Also has continued to provide Adult and Youth Sports programs that include softball, tennis, bocce, volleyball, basketball, special events, exercise and wellness classes, Jr. Giants program, flag football, basketball, skate camps, skate clinics, and special events. The filled FTE decreased by 0.12 FTE.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Family and Youth Investments MYOP 1,300 - - The #SacTownYouthNights: Youth Drop-i n Events program aims to support youth-
serving community-based organizations in
Sacramento with funding to host bi-monthly
drop-in events for youth in priority
neighborhoods on weekend evenings from
September – December 2022. Events are
intended to be youth-led, adult-supported,
and in-person, a minimum of three hours
long, and designed for 30-50 or more youth,
ages 12 – 24. This grant program advances
OYD’s goal to increase spaces that support
belonging, promote community, and connect
youth to trusted adult mentors.

No changes from the first quarter, 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.

Office of Youth Development Operations 866 6.00 6.00 The Office of Youth Development (OYD) is charged with refining, developing, and
promoting the City’s overall strategic vision to
achieve citywide youth development goals in
accord with the Youth Plan. Currently, this is
primarily achieved through grantmaking.

No changes from the first quarter.

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.

This Dept. ID currently has two career vacancies, for a Recreation Manager and an Administrative Officer; both are expected to be filled due to their critical nature. Expenses have increased due to increased movie and mu sic licensing fees (BMI, MPLC, SESAC, ASCAP) as rates increase annually yet budget has not been adjusted. This division also funds an unbudgeted event coordinator position.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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.

Youth Sports Field Permit Program MYOP 200 - - Scholarship funding for field u sage. In the second quarter of FY2023/24, the department has provided $432 in discounted Youth S
ports Field permits.

Youth Subtotal 30,348 392.50 234.90 Measure U Programming Total $ 143,792 909.52 650.77