Sacramento City Council
May 28, 2024

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-01031 5/28/2024 Consent Item 2.

Third Quarter Financial Report - Fiscal Year (FY) 2023/24 File ID: 2024-01031
Location: Citywide
Recommendation: Receive and file.

Contact: Mirthala Santizo, Budget Manager, (916) 808-5078, Department of Finance Presenter: None.

Attachments:
1-Description/Analysis
2-Third 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 third 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.

Sustainability: Not applicable.

File ID: 2024-01031 5/28/2024 Consent Item 2.

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 03/31/2024

1 OVERVIEW

The Fiscal Year (FY) 2023/24 Approved Budget
(Budget) includes $1.5 billion 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
 Enterprise 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 following 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 Fund Expenditures
$628.2 Million

 Charter: City Attorney, Auditor, Clerk, Manager, and Treasurer  Operations: Community Development , Community Response, Convention and Cultural Services, Public Works, Utilities, Youth, Parks & Community Enrichment
 Support: Finance, Human Resources, and Information Technology  Citywide: Debt, Property Taxes, and Insurance

General Fund Financial Condition
The follo wing chart reflects the Approved Budget and
actual expenditures for all activities in the General Fund (e.g., department operations, debt service, capital
projects) through March 31, 2024.

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 635,695 384,534 60%
Expenditures 628,196 521,790 83%
Total General Fund: 9,358 (137,257)
GENERAL FUND ($ in '000s)

Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2024

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 investments in staffing and
programs to reflect community needs and support
Council’s priority initiatives. The Children’s Fund project was established, as required 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 sustainability . High inflation and interest rates , i ncreased pension liability and
insurance costs, new labor agreements, expansion into
new service areas, voter-approved ballot measures and
lower than expected revenues 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 identify strategies to provide long-term stability to the 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. With the ratification of the City’s eleven recognized employee organizations,
many of the departments’ year-end forecasts have
changed between the 2nd and 3rd quarter.

Fire. The projected net deficit of $ 849,000 is due to
overtime related to requirements to meet mandatory
staffing levels , unanticipated services and supplies
costs due to increased fuel costs , and other service - related costs. A combination of factors helped reduce
the projected net deficit from prior quarter s including EMS revenues coming in higher than anticipated , an

FY2023/24
Adopted
Budget

Projected
Year-End
Revenue

Projected
Year-End
Variance
City Attorney 52 65 13
City Clerk 42 25 (17) 1 City Manager 3,612 3,600 (12) 1
City Treasurer 5,500 5,500 -
Community Development 28,447 25,397 (3,050) 1 Convention and Cultural Services 1,065 1,020 (46) 1 Finance 1,080 1,031 (49) 1
Fire 48,159 48,699 540 2
Information Technology 646 700 54
Police 13,237 11,800 (1,437)
Public Works 25,392 25,877 485
Youth, Parks & Community Enrichment 4,931 5,195 264 Total: 132,164 128,909 (3,255)
1Revenue 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 11,090 10,272 818
City Auditor 1,315 1,110 205
City Clerk 2,775 2,487 288
City Manager 5,335 5,194 141
City Treasurer 1,789 1,789 -
Community Development 34,093 30,176 3,917 Convention and Cultural Services 1,065 1,020 46 Finance 9,498 8,838 659
Fire 189,343 190,731 (1,389)
Human Resources 5,125 5,125 -
Information Technology 21,952 21,904 49 Police 222,300 223,168 (868)
Public Works 28,564 25,234 3,330
Youth, Parks & Community Enrichment 4,114 3,194 920 Subtotal General Fund: 545,745 537,629 8,116
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 03/31/2024

3 increase in interfund reimbursements , and a decrease in services and supplies usage.

Police. The department is projecting a net deficit of
$2.3 million. Midyear revenues were increased based
on prior year actuals, however the department continues to experience overtime expenses due to shortages in
patrol and communications center staffing.

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

Public Works. The projected net surplus of $3.8 million is largely due to higher than expected on -street parking and vacancy savings combined with the additional
funding allocated for the recent labor contracts.

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.

Youth, Parks & Community Enrichment . The
projected surplus of $1.1 million is due to an increase in revenue obigation and an increase in labor
reimbursements. The dep artment anticipates reaching
and exceeding new revenue obligations, which have
been incorporated into the department’s budget for
FY2024/25.

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 b y fluctuations in the real estate market, levels of new 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 se cured 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 FY202 2/23. The increase 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 personal 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 second true-up payment
for this fiscal year was received in February 2024. Sales tax revenue was decreased by $6.5 million as part of the FY2023/24 Midyear report approved by Council on
February 27, 2024.

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 7.8% during the
first seven months of FY2023/24 and the budget was
decreased by $3.1 mi llion as part of the FY2023/24
Revenue Type
Amended
Budget YTD Actuals
Property Tax 235,098 128,325
Sales and Use Tax 103,761 61,095
Utility User Tax1 65,092 41,201
Business Operations Tax1 31,939 22,702
Public Safety Sales Tax 9,014 5,784
Transient Occupancy Tax1 6,644 3,463
Total: 451,548 262,570

Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2024

4 Midyear report approved by Council on February 27,
2024.

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
were increased by $1.1 million as part of the FY2023/24 Midyear report app roved by Council on February 27,
2024.

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 safety functions in cities and counties. This tax represents 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 Commun ity
Center Fund. TOT revenue is being monitored and the
budgeted amount was decreased 2.2% as part of the
FY2023/24 Midyear report approved by Council on
February 27, 2024.

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 , are 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 Development, 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

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

Key Economic Indicators 3/2023 3/2024
City Unemployment Rate (UR) 4.8% 5.1%
County UR 4.5% 4.9%
State UR 4.8% 5.3%
National UR (3/2024 vs. 3/2023) 3.5% 3.8%
CPI (1/2024-3/2024 vs. 1/2023-3/2023) 5.81% 3.24%
30-Year Fixed Mortgage Rate 6.32% 6.79%

Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2024

5 FY2023/24 Measure U Expenditures
$143.8 Million

Measure U Fund Financial Condition
The following chart reflects the A dopted Budget and
actual expenditures for all activities in the Measure U Fund (e.g., department operations, debt service, capital projects) through March 31, 2024.

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

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

City Manager. The projected savings of $1.2 million is
mostly due to vacancies in the department. There is
also a small savings of approximately $110K in service
and supplies.

Community Response: The projected savings of $1.05
million is due to vacancies and other services and
supplies associated with the vacancies in the
department.

Police. The projected savings of $2.7 million is due to vacancies, less overtime , and service and supplies
savings. When combined with the General fund, the
department will have a net surplus of $427,000.

Youth, Parks & Community Enrichment (YPCE). The
projected savings of $ 3.6 million is mainly due to
vacancies in Community Enrichment . This is attributed
to not only having difficulties filling vacancies but also the high volume of seasonal FTE. The department
continues to be strategic and make programmatic
changes that impact vacancies along with providing
positive programmatic impacts. Overall projections are consistent with last quarter.

The status of multi-year projects 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 79,119 59%
Expenditures 143,792 101,825 71%
Total Measure U Fund: (8,902) (22,706) 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 5,964 4,762 1,202
Community Development 12,229 11,517 712 Community Response 5,613 4,558 1,055 Convention and Cultural Services 4,725 4,552 173 Fire 10,123 9,898 225
Police 6,472 3,739 2,733
Youth, Parks & Community Enrichment 45,659 42,032 3,627 Subtotal Measure U Fund: 92,168 82,441 9,727

MEASURE U FUND DEPARTMENT EXPENDITURES
Fund Name
FY2023/24
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
Community Center 42,897 42,682 (215) 1 Drainage Property Fee 19,500 20,400 900 Parking 16,418 17,747 1,329
Solid Waste 93,473 94,141 668
Storm Drainage 39,839 41,625 1,786
Wastewater 44,015 45,511 1,496
Water 136,798 135,716 (1,082) 1
Total Enterprise Funds: 392,942 397,822 4,880 1Revenue shortfalls will be offset by expenditure savings.

ENTERPRISE FUND REVENUES ($ in '000s)

Exhibit A
Quarterly Financial Report Quarter Ended 03/31/2024

6 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.

Drainage Property Fee . The projected net surplus of
$1.1 million is due to higher than anticipated revenues due to a manual review of customer accounts increasing
the number of billable service accounts.

Solid Waste Fund. The projected net surplus of $ 3.1
million primarily reflects disposal savings . Disposal
savings are derived from the organic program which
reflects lower waste collections than projected, resulting in cost savings. Estimated tonnage for organic recycling is being monitored and evaluated as the program
progresses. Recent labor contracts have absorbed prior
quarter savings, resulting in a lower net surplus
compared to the previous quarter.

Storm Drainage. The projected net surplus of $ 1.2
million is due to revenues coming in higher than
budgeted in utility service charges. The department has proposed a revenue increase in the FY2024/25 budget.

Additionally, labor savings were over projected for the 2nd quarter and have been adjusted down. Increases in
Capital Improvement Program (CIP) offsets have
inflated projected reimbursements due to increased CIP
spending.

Wastewater Fund. The projected net surplus for the
Wastewater Fund is approximately $ 2.5 million due to
revenues coming in higher from the new Regional
Sanitation agreement. The Department of Utilities
negotiated reimbursement for the management of
Regional Sanitation billing accounts and the associated uncollectable accounts. In addition, reimbursements are coming lower due to an increase in CIP offsets from
other funds.

Water Fund. The projected net surplus of $1.3 million
is due to decreases from mete r program and
nonbudgeted reimbursements to other DOU funds
mitigated by savings in Employee services and services
and supplies.

Fund Name
FY2022/23
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Community Center 41,544 41,301 243
Drainage Property Fee 3,712 3,514 198 Parking 17,170 18,350 (1,180) 2 Solid Waste 78,079 75,602 2,477
Storm Drainage 37,209 37,763 (553)
Wastewater 36,094 35,114 980
Water 121,122 118,772 2,351
Total Enterprise Funds: 334,931 330,415 4,516 2 Expenditure overage will entirely or partially be offset by revenue surplus.

ENTERPRISE FUND EXPENDITURES ($ in '000s)

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

7 Status Project Name Project No.

Expense
Budget1
Encumbered
Amount2
Expended
Amount3
Preencumbrance
Amount4
Unobligated
Amount5
Open
Animal Care For The Zoo & Ftt I17005100 1,171,000 - (1,171,000) - - Archives East End Project I17000100 131,872 - - - 131,872 Arpa Workforce Training I02612020 785,299 (118,435) (382,010) - 284,854 Ca Rural Legal Assistance I02000800 1,750,000 (500,000) (1,250,000) - - Children & Youth Services I19143200 6,926,745 (348,228) (5,572,539) - 1,005,978 Children & Youth Svcs Program I02001830 2 (66,750) (155,750) - (222,498) City Manager Youth Programs I80020800 250,000 (13,658) (79,266) - 157,076 Commission Stipends I04000100 55,400 - (25,550) - 29,850 Community Response I23000100 20,783,654 (6,804,096) (6,484,388) - 7,495,170 Creative Edge I02181100 2,640,000 (60,267) (2,043,332) - 536,401 Cultural Arts Awards I17000700 564,000 (115,301) (266,624) - 182,075 Digital Equity I07001100 400,000 - (200,000) - 200,000 Ebcvids (Drip) I11003200 1,000,000 (387,500) (387,500) - 225,000 Ed Initiatives I02181000 500,000 (8,385) (290,965) - 200,650 Fare Free Transit For Youth I02181400 3,750,000 (250,000) (3,500,000) - - Financial Empowerment I02182000 300,000 - (300,000) - - Fire - Dor Program I12000200 774,619 - - - 774,619 Fleet - Cdd Measure U I06211000 654,487 - (295,869) - 358,618 Fleet - Fire Measure U I06121000 347,022 - (351,252) - (4,230) Fleet - Ypce Measure U I06191100 3,327,582 - (2,614,240) - 713,342 Forgivable Loan Program I02180400 1,233,990 (1,233,990) - - - Fy2018 Police Measure U I80110600 24,609,871 - (24,583,638) - 26,233 Fy2020 Police Measure U I80110800 37,158,244 - (37,152,690) - 5,554 Fy22 M/C City'S Racial Equity I02004000 300,000 - - - 300,000 Fy22 M/C Econ Dev Priorities I02180910 9,300,000 (1,420,798) (3,442,119) - 4,437,083 Fy23 Affordable Housing I02189050 4,167,500 - (2,937,182) - 1,230,318 Gang Prev & Intervention - Gf I02000600 2,397,037 (59) (2,167,916) - 229,062 Homeless & Community Outreach I23004000 89,067 - - - 89,067 Homeless Housing Initiative I02000200 19,889,912 (2,815,106) (12,532,619) - 4,542,187 Iceland Restoration I02181600 66,010 - (66,000) - 10 Illegal Dumping I15200200 2,910,000 (298,761) (2,053,703) - 557,536 Jfn Emerg. Home Rpr. Pilot I21000700 304,000 (237,224) (66,776) - - K To College Savings Program I02181300 150,000 - (150,000) - - Lgbt Center Relocation I02181500 750,000 - (750,000) - - M/C Econ Dev 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 I22000100 4,710,451 (490,913) (944,165) - 3,275,373 Ndat I02180290 150,000 - (27,482) - 122,518 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 (753,423) (1,689,595) - 423,351 Participatory Budgeting Prog. I80010000 1,225,000 (432,285) (686,959) - 105,757 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 - (237,601) - 236,385 Respite Centers Program I23002000 7,400,055 (3,406,575) (3,993,480) - 0 Sac Municipal Reparations Comm I01002100 200,000 - - - 200,000 Sacramento Riverfront I02180200 300,000 - (300,000) - - Shotspotter I11002500 616,608 - (616,608) - - Spla Maintenance I15220100 1,200,000 (10,737) (790,854) - 398,410 Step Up Housing Dev I02189040 2,925,000 - (2,925,000) - - Stockton Blvd Anti-Displacemnt I02189030 5,000,000 (1,378,306) (663,194) - 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 Thousand Strong (Etp Pilot) I01000300 2,661,954 (249,215) (781,025) - 1,631,714 Utility Rate Asst Prgm I14130100 10,072,720 - (9,081,757) - 990,963 Webgrant Restructuring Project I07000900 48,525 (4,908) (43,617) - - Whole Person Care I02000900 150 - (150) - - Wong Center Senior Housing I02189020 703,995 - (703,995) - - Youth & Family Investments I11003100 2,600,000 (732,286) (1,681,679) - 186,035 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 202,790,004 (22,177,205) (145,193,892) - 35,418,907

1. The Expense Budget reflects the total Measure U multi-year project budget from inception to the current date (03/31/2024).

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 03/31/2024.

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

5. The Unobligated Amount reflects available resources as of 03/31/2024.

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 worked in partnership with SHRA to identify an eligible project for the State Prohousing Incentive Pilot Program funds ($2.5M), City housing staff is currently working on an agreement and corresponding council report to seek authority to provide these funds to the San Juan Apartments. Additionally, the State released a second round of Prohousing Incentive Program funding and City housing staff applied for $1.5M of additional PIP funds. Staff continues to support the administration of the first four rounds of HHAP funding, which included funding for permanent housing and interim housing.

Staff partnered with the County and CoC to complete and submit the HHAP-5 application and required Regionally Coordinated Homelessness Action Plan. Since the creation of the FY23 Affordable Housing MYOP, which included funding and support for 889 new units, staff has completed or is near completion on agreements for 301 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 a year into programming 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, working with AFSCME, entered into agreement with Step-Up on Second Street to expand prevention programming already offered through the larger anti-displacement programming for qualified AFSCME members. This starts the implementation of $5M in funding secured for anti-displacement and housing stabilization programming for AFSCME members. 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.

No changes from the second quarter. Staff is still 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.

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
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 the spring of 2024. Work on the Del Paso/Marysville Action Plan is scheduled for consideration by the Council in late April of 2024.

The City's Age Friendly Action Plan was adopted by the Council on March 26, 2024. On April 9, 2024, staff presented the key findings of the Opportunity and Constraints Analysis for the City- owned 102-acre site. Staff will return to Council in the late Summer after another round of community engagement to confirm future land uses for the site.

Additionally, the Office of Innovation Economic Development (OIED) continues to implement its award winning Community Ambassador Program in order to enhance linguistic and cultural access to City services and policy issues. OIED will soon be launching a grant program to implement the commercial corridor action plans referenced above.

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.

No changes from the second quarter. Staff continues to work 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. Staff also continues to adapt to new State legislation relating to housing streamlining.

Affordable Housing Subtotal 3,199 21.00 20.00 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 second 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 funded 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 second quarter. The Art in Public Places staff is actively engaged in a number of significant projects in the City of Sacramento.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Arts Education & Outreach Operations 212 2.00 2.00 Provide access to and engagement in arts learning experience for K-12 students in the
greater Sacramento region. The program also
provides community residencies, workshops,
resources and opportunities for arts
organizations, schools, social service, and
community organizations, teaching artists,
and educators to participate in educational
programming.

There is no change from the second quarter. The Arts Eductation and Outreach staff continues to provide programs to the community.

Creative Economy and Grants Operations 68 1.00 1.00 Promote the development of the Creative Economy through grants, capacity building
programs and regulatory benchmarking and
amendments.

There is no change from the second quarter.

Crocker Art Museum Operations 2,155 5.00 2.00 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.

FTE decreased by 1.0 FTE from the second quarter. The Crocker Art Museum continues to provide a full schedule of exhibitions and programs for the residents of and visitors to Sacramento.Crocker and 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 vacant FTE's are 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 second 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.

No changes from the second quarter, programs at the Center are ongoing and it is open for research. Staff is continuing to work 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 past.

Office of Arts and Culture Operations 268 2.00 2.00 The Office of Arts and Culture is responsible 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.

There is no change from the second quarter, the department continues to provide educational programming and grants.

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.

There is no change from the second quarter, the department is still working on developing a new rebate program for large film, television, and commercial projects.

Arts/Creative Edge Subtotal 4,699 22.95 18.95 FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Climate Action
Public Works
Climate Action and Sustainability Operations 502 4.00 4.00 The implementation of the Climate 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 third quarter, OCAS on-boarded a Sustainability Specialist into a new position established in the FY 2023/2024 budget. In addition, the Climate Action Lead took a position outside of the City and the OCAS team currently has two vacancies.

The team began work coordinating with various state and federal agencies to enter into grant agreements for the over $11 million in climate-related grant awards that were received 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. OCAS supported the adoption of the Climate Action and Adaptation Plan. The team is supporting revisions to critical climate policy documents, including the forthcoming Existing Building Electrification Strategy, Parks Plan, and Urban Forest Plan.

OCAS held a quarterly meeting for the 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.

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

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

The Sustainability Program offsets staff time that pays for itself with significant savings to the City. Staff continued to pursue special projects and programs to advance the City's sustainability and climate goals.

Funding supports continued implementation of the Sacramento EV Blueprint Phase 2 Project (C15210000). Upon completion, the project will install 34 EV chargers (with 67 EV connectors) across 13 public libraries, parks, 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. Funding also supports the expansion of Our Community Car Share (OCCS) operated by the Sacramento Metropolitan Air Quality Management District (SMAQMD) to provide carsharing mobility options in historically disadvantaged communities. 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 three additional lockers were installed at the Colonial Heights Library to better meet demand and lockers were installed at the Belle Cooledge Library in anticipation of expanding the program once the current building repairs have been completed. Further expansion of the e-trike lending program will occur in the coming quarters as more lockers are procured and installed at the Martin Luther King Jr Library and the Del Paso Heights Library.

Building permits have been approved for 9 of the 13 sites for EV chargers. A contractor has been selected and contracted 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 Heights Library, Belle Cooledge Library, and the Pannell Community Center. Construction is estimated to be completed in October. The first expansion of OCCS in partnership with SMAQMD will occur once Phase 1 EV chargers have been installed and activated at the Colonial Heights Library.

Bid solicitations for the next wave of charger installations should occur by Q4.

Climate Action Subtotal 802 4.00 4.00 FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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).

No changes from the seconf quarter. SURA continues to be funded, at the direction of City Council, with a budget of $5.3 million for FY2023/24.

Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the National Historic Landmark District of Old Sacramento, the
Sacramento History Museum 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 second 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.

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
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 civil 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 FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 28 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 7.00 Provide resource development and capital grant management, lease management,
and utility management for YPCE as well
as Golf Administration, human resources
support, and support to Parks and Recreation
Commission, Land/Henschel Commission
and Gifts to Share, Inc. in addition to broad
administrative/fiscal/special projects/customer
service support.

One Analyst vacancy which will not be filled as part of budget reduction strategy. 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 are contracted out. City has various obligations
for capital improvements to structures. This
program manages the lease agreement and
relationships, performs auditing functions and
collects lease rent to pay debt service and
contract administration. Courses include
Haggin Oaks, Bing Maloney, Land Park and
Bartley Cavanaugh.

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

Discussions are underway to address issues with aging irrigation system for William Land Park and possible cell tower at Bartley Cavanaugh Golf Course.

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 25.74 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.

Staff continues to manage the Hart Senior Center and the Trile-R Adult Day Program. FTE decreased from the second quarter by 0.94 FTE.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Park Operations Administration Operations 14,221 135.80 110.00 Provide park maintenance services including increased frequency of mowing (from 14 to 7
days), restroom cleaning (2 times per day),
trash pickup, weeding, debris removal, and
site inspections. Park Maintenance also
strives for lower response times for irrigation.

Services continue to be implemented. Filled FTE decreased by 4.0 FTE compared to the second 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 second 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 second quarter, funding continues to support department-wide technical equipment and software expenditures.

Community Investment Subtotal 29,157 183.57 152.48 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 second 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 11.00 Provide support services to the animal shelter operations and field enforcement that are
mandated by City Code. This includes rabies
control through pet licensing.

The Animal Care Administration section is providing administrative support to all areas of the shelter, including Field Enforcement, Animal Care, and Veterinary Services. Staff is responsible for processing all of the required documentation for intake and outcome of animals. They also serve as the main point of contact for 311 salesforce referrals that are then referred to the appropriate shelter section. There are two Administrative Analyst vacant positions. One Administrative Analyst will begin by the end of April. Interviews are scheduled for the second position on April 19, 2024.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Animal Care/Shelter Operations 4,049 36.00 27.00 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. Active recruitment is happening for two Animal Care Technicians, two Veterinarians, and three Registered Veterinary Technicians. Animal Care Technicians will be interviewed on April 17, 2024. The Registered Veterinary Technician interviews will occur later this month. There are continuous job postings for Veterinarians, Registered Veterinary Technicians, and Animal Care Technicians. Animal intake in 2023 was 8,943 and the shortage of staff is causing burnout and has limited the ability to provide adequate animal husbandry and veterinary care on a consistent basis. Although there is a contract with Friends/non-profit group to provide contract Veterinarians for spay/neuter and shelter medicine, the medical staff struggles 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) investigates and manages on average 47,500 complaints filed by the public 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/or 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 625 abandoned heavy-duty vehicles and trailers and towed 3,125 additional vehicles. We predict the number of vehicles abated by the NCC will continue to increase caused partially by the increase 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: First Step Communities Roseville Road Campus - FSC operates the shelter- and-service campus located at 3900 Roseville Road, with up to 61 pallet homes and 35 trailers; 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; Forensiclean - 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 14.00 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: 10 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 5,300 responses a month. Currently, Teams are partnered with Sac PD Impact under a Rapid Response model. In the 3rd quarter, teams placed 412 individuals into City funded Safegrounds. NRCs work in collaboration with Code Enforcement, DOU, Park Rangers and PD.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Office of the Director Operations 1,079 7.00 6.00 Responsible for the strategic planning, fiscal, 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 additional staffing during peak hours to improve
response time.

No changes from the second 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 second 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 779 tons of Illegally dumped material in the third 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 98.00 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 Roseville Road Campus, 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 includes coordinating with various federal, state, local,
nonprofit, and faith-based entities to end
homelessness and administering millions in
contracts to fund emergency shelter,
wraparound services, and housing
projects.

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 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 is fully staffed. Addtionally, through the Creative Corps Grant the CE Team has a full time Artist Program Specialist to help leverage art and creatitvity to amplfly the CIty's messages and outreach. The team continues to assist City departments in implementing comprehensive and inclusive outreach and engagement plans.

The CE Team has been focused on grant opportunities and have successfully acquire a $400,000 grant from SETA to continue the work that started from the $95,000 National League of Cities' Equitable Economic Mobility Initiative (EEMI) grant that we reached in 2022. This new grant will provide funding to continue using the Community Ambassador Model that provides stipends to neighborhood leaders to share information and connect individuals to workforce development training programs, entrepreneur resources and financial empowerment services, through outreach, engagement and networking to diverse communities. These Ambassadors will focus on targeted neighborhoods within four ZIP codes: 95817, 95820, 95824, 95828. The intent is to help targeted residents (particularly BIPOC) to build or increased short- and long- term financial health and stability, access workforce development training programs and assist individuals with becoming Entrepreneurers. The CE team kicked off a new Podcast/Vlog series called " Sac Vibes, which airs every Wednesday. This series serves as another avenue to reach different audiances. Each esposide is under 20 mins and provides information, such as weekly CIty Council updates; new program announcements; a segment that interviews city staff to personalize who they are and what they do. Other new initiatives: City Connect, which is a monthly mixer series where Sacramento residents can meet City staff outside of City Hall.

These mixers will occur monthly every third Thursday, primarily at different small businesses.

Each month will also coincide with a theme for our resources and activities; CE Team began producing monthly "Zines", curated by Artist Program Specialist designed to bring the most relevant and recent resources in the City of Sacramento. Month by month each issue features 8 mini-pages of; local events, grant opportunities, public programs and a full-size back-page poster.

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 with housing program successes including 24 graduates of 1st Time Homebuyer program, home repairs to 10 homes and stability assistance to 175 households. Total funding for housing in area totals $73 million for almost 1000 new units. Three new workforce pilots launched and $5 million secured for workforce efforts through a High Road Training Partnership Grant. To date, have served over 1285 through the Financial Empowerment Center. Implementating $30 million state infrastructure grant for the Railyards. Completion of 88 events funded through 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. Shop 916 gift card has resulted in over $750,000 in sales for the 118 businesses participating.

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: Beginning closeout of some ARPA grants, continued ARPA implementation related to commercial revitalization projects and programs on Northgate (D3), Facade and Transformative Grant solicitiation 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. ScaleUp 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: The the third cohort of 10 diverse business launched in January 2023, the first two cohorts totally 16 businesses have reported over a 50% in revenue increases and have hired 30 FTEs. Business Retention and Attraction:

Recruitment of businesses that support Sacramento’s inclusive economic development goals and align with ScaleUp 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; and launched city intern program with Public Works and YPCE. 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, programming underway through 2024. Participatory Budgeting:
developed and managing 12 of the participatory budgeting grant agreements. Neighborhood Development Action Team (NDAT): In partnership with Community Development and Community Engagement, completion of Forward Together (Marysville and Del Paso Action Plan) and development of the Pilot Innovation Grant Program.

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 and #CaliforniansForAll Youth and Young Adult grant.

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 Equity Action Plan (RGEAP) 2020-2025 and citywide
racial equity initiative.

No changes from the second 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 second 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 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.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
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 second 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 the reduction of reimbursement from Students
Today Achieving Results for Tomorrow
(START).

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

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

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

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

The Field Services Section has a current active ongoing recruitment for the Chief Animal Control Officer, which has been vacant for over a year. One Senior Animal Control Officer and six Animal Control Officer positions are vacant. The Field Services Section receives over 20,000 calls for service per year. Over 1,000 calls daily are 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, or poultry calls, can take officers up to a week or more to respond. There is no response to stray, healthy, loose animals, or barking complaints. In the FY2023/24 budget, two additional Animal Control Officers were authorized. No officers are currently assisting with the Homeless Outreach Assistance 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 second 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 and continuing to fill vacant positions.

Public Safety Subtotal 19,700 122.50 80.50 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 provde 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 support 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 second 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 alternative 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 Intervention 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 workiing collaboratively with SPD OVP and each other. The grant program is on track to have a succesful outcome.

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.

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.

FY2023/24 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
YPCE
Access Leisure Operations 645 10.03 9.48 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 second 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 increased by 2.80 FTE since the second 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’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 9,219 144.70 104.57 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 5.39 FTE since the second quarter.

Community Recreation Services Operations 791 14.13 9.22 Community Recreation includes several 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 increasec by 0.12 FTE since the second quarter.

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-in 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 second 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.

No change from the second quarter. 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.

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.

No changes from the seconf quarter. OYD is in contract with 15 CBOs for the Organizational Resiliency Fund and 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 9.00 Administration of operating grant and budget management functions for divisions offering
services and programs for the community.

City-wide licensing management for audio
and visual use. Also includes budget for
department-wide recreational needs and
management of Department website and
social media.

No changes from the second quarter, the department still has two career vacancies, for a Recreation Manager and an Administrative Officer; both are expected to be filled due to their critical nature.

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.

No changes from the second quarter. Staff continues to operate programs such as the Landscape & Learning, WIOA, Prime Time Teen, Summer @ City Hall, Sacramento Youth Commission, Young Leaders of Tomorrow, and Jr. Rec Aide.

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.

No changes from the second quarter. 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.

No changes from the second quarter. Staff continues to provide 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.

Youth Sports Field Permit
Program
MYOP 200 - - Scholarship funding for field usage. No changes from the second quarter.

Youth Subtotal $ 30,348 392.50 240.56 Measure U Programming Total $ 143,792 909.52 646.49