Sacramento City Council
March 11, 2025

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-00500 3/11/2025 Consent Item 2.

Second Quarter Financial Report - Fiscal Year (FY) 2024/25 File ID: 2025-00500
Location: Citywide
Recommendation: Receive and file.

Contact: Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], 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 FY2024/25 (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: 2025-00500 3/11/2025 Consent Item 2.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: The Interim 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. This report reflects revenue and expenditure budgets and actuals as of December 31, 2025, and does not include adjustments adopted by Council on February 25, 2025. This information will be updated as part of the next quarterly report.

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

Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2024

1 OVERVIEW

The Fiscal Year (FY) 2024/25 Approved Budget
(Budget) includes $1.6 billion and 5,029.70 authorized
full-time equivalent (FTE) positions from all funding
sources. The breakdown is as follows:

 General/Measure U (G/MU) Funds1 - $847 million and
3,821.38 FTE
 Enterprise Funds2 - $419 million and 925.78 FTE
 Internal Service Funds3 - $136 million and 119.00 FTE  Other Governmental Funds4 - $176 million and 163.54
FTE

GENERAL FUND

The following graphs represent the City’s General Fund
approved revenue and expenditure budgets for
FY2024/25.

FY2024/25 General Fund Revenues
$673.4 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.

FY2024/25 General Fund Expenditures
$689.5 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 Budget and actual
expenditures for all activities in the General Fund (e.g., department operations, debt service, capital projects)
through December 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 FY2024/25 12,248 -
Other Sources and Uses 29,727
Revenues 673,363 236,876 35%
Expenditures 689,501 345,906 50%
Total General Fund: 25,837 (109,030)
GENERAL FUND ($ in '000s)

Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2024

2 The development of the Budget was challenging as the
City was facing a structural deficit resulting from
decisions made by the City and voters over the past few years. In an effort to better serv e residents, especially during the pandemic, the City expanded beyond its
traditional core service areas launch ing new programs
often with one-time federal funding. New labor contracts and higher prices for supplies and services added to the increased operating costs causing a situation where
expenses were and continue to grow faster than
resources.

The Budget reflects a strategic approach in closing the $66 million funding gap using a combination of one-time and ongoing revenue increases and expense reduction
efforts.

The City’s financial challenges remain a priority, and we expect to continue to make meaningful progress to
provide long-term stability to the budgetary framework
by maximizing revenue opportun ities and reducing
expenses as well as seeking all opportunities from
Federal and State 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 over $1 million)
have been highlighted in the chart above and have
provided the following summary explanations.

Fire. The projected net deficit of $ 3.9 million is partly due to a shortfall in revenues due to a delay in the start of the Public/Private partnership in the EMS Division
and the late onboading of new hires in the Fire
Prevention division . Newly hired Fire Prevention staff have completed training and are now working on the
inspection backlog. The overage in expenditures is due
to increased labor costs for mandated overtime to
backfill and cover an increase in injuries within the
department and to provide coverage for staff who were
deployed to the Strike Teams. There are also
unanticipated services and supplies costs due to an
increase in contract services for the Communication
Center and other service related expenditures. The
Department will continue monitoring revenues and
evaluating expenditures for opportunities to reduce
costs to address shortfalls.

Police. The department is projecting a net General
Fund deficit of $ 1.1 million. The department continues to experience overtime expenses due to shortages in
patrol and the communications center staffing. The
Department expects to end FY2024/25 under budget in
the Measure U Fund due to vacancies and non-labor
savings. Overall, the Police Department expects to
come in under budget by $555K when combining both
the General and Measure U Funds.

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

FY2024/25
Adopted
Budget

Projected
Year-End
Revenue

Projected
Year-End
Variance
City Attorney 52 96 44
City Clerk 42 42 -
City Manager 3,612 3,612 -
City Treasurer 5,200 6,200 1,000
Community Development 31,633 28,977 (2,656) 1 Convention and Cultural Services 797 847 50 Finance 1,385 1,294 (90)
Fire 63,315 62,030 (1,285)
Information Technology 400 400 -
Police 9,049 9,160 111
Public Works 28,225 32,114 3,890
Youth, Parks & Community Enrichment 6,377 6,117 (260) 1 Total: 150,085 150,889 805
1Revenue shortfalls will be offset by expenditure savings.

GENERAL FUND DEPARTMENT REVENUES ($ in 000s)
FY2024/25
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 5,945 5,945 -
City Attorney 11,521 10,992 529
City Auditor 1,441 1,185 256
City Clerk 3,145 2,827 317
City Manager 5,804 5,734 71
City Treasurer 1,753 1,494 259
Community Development 37,432 34,280 3,152 Convention and Cultural Services 797 847 (50) Finance 10,406 9,814 592
Fire 207,827 210,518 (2,691)
Human Resources 5,644 5,644 -
Information Technology 21,029 20,929 100 Police 233,186 234,411 (1,226)
Public Works 25,925 26,237 (312) 1 Youth, Parks & Community Enrichment 5,358 5,069 289 Subtotal General Fund: 577,213 575,927 1,286
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 12/31/2024

3 City Treasurer: The projected net surplus of $1 .2
million is mostly due to a higher performance return that was achieved on Pool A and Sacramento County
Employees’ Retirement System ( SCERS) as well as
staff reimbursements on new money from Community
Facilities District (CFD) bonding and for ongoing
management of bonded land secured districts. The
department will monitor their revenues as they may
continue to increase due to accelerated sched ules to
close CFD’s and possibly issuing and closing a
Transient Occupancy Tax (TOT) revenue bond by the
end of FY2024/25. In addition, there are some labor
savings that is contribut ing to the surplus. The
department is actively working to fill vacant positions.

Public Works : The projected net surplus of $ 3.6
million is largely due to higher than expected on-street parking revenues from fee increases and citation
issuance. However, some of the projected net surplus in revenues is anticipated to be offset with a projected net deficit in expenditures because of rising material and
professional service inflation and increased repair and maintenance costs due to the backlog of deferred
maintenance in the Facilities division.

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
26% of all General Fund revenues. Revenues related to
property taxes are affected by 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 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
FY2024/25 pro perty taxes was received in December
2024 and was 4.6% higher than FY2023/24. All property
tax revenues are being monitored and will be
reassessed as part of the FY2025/26 budget
development process.

Sales and Use Tax. Sales and Use Taxes make up
approximately 17% 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 prope rty 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 2024.

Sales tax revenues will be monitored closely with regard to consumer confidence and inflation, and budget
adjustments may be necessary if consumer and
business spending decline.

Utility User Tax (UUT). UUT is the City’s third largest source of General Fund revenue at 8%. 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 affected by gas, electric, and cable
services. The gas and electricity components of UUT
comprise approximately 70% of the revenue. As PG&E
and SMUD continue to i ncrease rates, the energy
components of UUT will continue to growth and increase
the overall UUT base. UUT revenues will continue to be
monitored, and adjustments may be considered later in
the fiscal year if necessary.

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. BOT revenues will
continue to be monitored, and adjustments may be
considered later in the fiscal year if necessary.

Revenue Type
Approved
Budget YTD Actuals
Property Tax 222,845 68,864
Sales and Use Tax 110,227 33,005
Utility User Tax1(UUT) 68,165 28,506
Business Operations Tax1(BOT) 30,802 13,434
Public Safety Sales Tax 9,014 4,346
Transient Occupancy Tax1(TOT) 6,792 1,851
Total General Fund Revenues: 447,845 150,006

Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2024

4 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. This revenue will be monitored
as part of the FY2025/26 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 will continue t o be
monitored as part of the FY2025/26 budget
development process.

Economic Indicators

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

MEASURE U FUND

Essential Services Protection Measure -
Measure U

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.

The following graph represents the City’s Measure U
expenditure budget by department for FY2024/25.

FY2024/25 Measure U Expenditures
$157.8 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 FY2024/25.

FY2024/25 Measure U Expenditures
$157.8 Million

Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2024

5 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 December 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 net surplus of $ 1.4
million is mostly due to vacancies in the Office of
Innovation and Economic Development. The
Department is actively recruiting to fill their vacancies.

Community Development . The projected net
surplus of $1.2 million is mostly due to vacancies in the Animal Care Division . The Department is currently
working on filling vacancies.

Police. The projected savings of $1. 6 million is due to projected vacancies, less overtime , and service and
supplies savings.

Youth, Parks & Community Enrichment
(YPCE). The projected savings of $3.2 million is largely due to vacancies. The department is currently
increasing recruitment efforts in filling vacancies and implementing strategies to onboard seasonal staff
sooner in anticipation of increased programmatic needs.

Park Maintenance continues to project a surplus. This is due to reducing usage of rental vehicles. However, Park Maintenance remains cautious optimistic as it is still
winter storm season. In the past several fiscal years, the department has incurred between $750k to $1.9 million
in costs due to storm damage. Per Resolution No. 2024-
0193, any unspent Measure U funds in YPCE could be
transferred to YPCE’s various capital improvement
programs at year-end to address deferred maintenance
priorities. However, if there is a budgetary surplus in the G/MU Fund and there ar e forecasted budget deficits in
the future fiscal years, the City Manager is authorized to commit non -mandated G/MU Fund revenues and
positive net year-end results to future budget
development reserves.

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 FY2024/25 (8,914) -
Other Sources and Uses 1,262
Revenues 140,344 45,048 32%
Expenditures 157,771 68,606 43%
Total Measure U Fund: (25,079) (23,558) MEASURE U FUND ($ in '000s)

FY2024/25
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Mayor/Council 1,876 1,876 -
City Manager 6,260 4,829 1,431
Community Development 13,740 12,512 1,228 Community Response 5,863 4,868 996
Convention and Cultural Services 3,554 3,195 359 Fire 10,360 10,360 -
Police 7,818 6,149 1,669
Youth, Parks & Community Enrichment 43,772 40,486 3,286 Subtotal Measure U Fund: 93,243 84,274 8,969

MEASURE U FUND DEPARTMENT EXPENDITURES

Exhibit A
Quarterly Financial Report Quarter Ended 12/31/2024

6 The following Funds are projecting net surplus of $1
million and have provided the following summary
explanations.

Community Center Fund. The projected net surplus of
$4.1 million is mainly due to revenues projected to be
$5.5 million above budget. This is not due to additional TOT but rather to user fees coming in above budget.

This surplus is partially mitigated by an overage in
services and supplies expenditures attributed to
increases in utility costs and increased use of on -call contracts.

Solid Waste Fund. The projected net surplus of $ 7.7
million reflects labor, vehicle and disposal savings . In addition, the revenue budget is projected to exceed the amount budgeted by $3.4 million due to rate increases
effective January 1, 2024. The division is currently
working to fill vacancies and continues to see lower than anticipated disposal and vehicle maintenance costs,
resulting in the projected savings.

Storm Drainage. The projected net surplus of $3 million is due to revenues coming in higher that budgeted due
to increased numbers of service accounts and higher
than anticipated returns on investments. In addition,
vacancies are resulting in operational savings.

Wastewater. The projected net surplus of $2. 2 million
is mostly due to interest on investments coming in
higher than budgeted and vacancies in the department.

Water Fund. The projected net surplus of $ 4 million is mostly due to vacancies. Revenues continue to project
higher than budgeted due to investments realized as
well as reimbursements which will be adjusted during
the FY26 budget process.

Fund Name
FY2024/25
Adopted
Budget
Projected
Year-End
Revenues
Projected
Year-End
Variance
Community Center 44,705 50,159 5,454
Drainage Property Fee 20,250 20,714 464 Parking 19,052 19,896 844
Solid Waste 96,828 100,301 3,473
Storm Drainage 41,150 42,806 1,655
Wastewater 45,554 46,975 1,421
Water 137,496 139,035 1,540
Total Enterprise Funds: 405,034 419,885 14,851 Fund Name
FY2024/25
Adopted
Budget
Projected
Year-End
Expenditures
Projected
Year-End
Variance
Community Center 47,704 49,096 (1,392) 1 Drainage Property Fee 3,617 3,309 308 Parking 18,246 18,735 (489) 1 Solid Waste 84,419 80,206 4,213
Storm Drainage 40,328 39,032 1,297
Wastewater 38,867 38,053 814
Water 126,847 124,473 2,374
Total Enterprise Funds: 360,029 352,904 7,124 1 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
Budget1
Encumbered
Amount2
Expended
Amount3
Preencumbrance
Amount4
Unobligated
Amount5
Open
13Th / C Housing I02189060 600,000 - - - 600,000 Archives East End Project I17000100 131,872 - - - 131,872 Arpa Workforce Training I02612020 785,299 (157,860) (782,085) - (154,646) Ca Rural Legal Assistance I02000800 1,750,000 (5,400) (1,744,600) - - Children & Youth Services I19143200 6,926,745 (200,994) (5,957,028) - 768,723 City Manager Youth Programs I80020800 250,000 (13,658) (79,266) - 157,076 Commission Stipends I04000100 86,550 - (35,150) - 51,400 Community Ctr/Ch Fee Waiver I19146000 300,000 - (152,080) - 147,920 Community Response I23000100 31,117,103 (7,114,822) (12,106,906) - 11,895,374 Creative Edge I02181100 2,640,000 (56,124) (2,111,508) - 472,368 Cultural And Economic Vitality I17001000 6,431 - - - 6,431 Cultural Arts Awards I17000700 1,178,000 (89,874) (427,649) - 660,477 Digital Equity I07001100 600,000 - (200,000) - 400,000 EBCVIDS (DRIP) I11003200 2,000,000 (587,291) (1,052,947) - 359,762 ED Initiatives I02181000 500,000 (8,385) (290,965) - 200,650 Fare Free Transit For Youth I02181400 4,000,000 - (3,750,000) - 250,000 Financial Empowerment I02182000 300,000 - (300,000) - - Fire - Dor Program I12000200 1,359,895 (244,542) (158,305) - 957,048 Fleet - Cdd Measure U I06211000 879,487 - (625,323) - 254,164 Fleet - Fire Measure U I06121000 351,252 - (351,252) - 0 Fleet - YPCE Measure U I06191100 4,140,927 - (3,466,449) - 674,478 Fleet-Community Dev I06210000 - - 190 - 190 Forgivable Loan Program I02180400 1,233,990 (1,233,990) - - - FY2021/22 M/C City's Racial Equity I02004000 300,000 - - - 300,000 FY2021/22 M/C Econ Dev Priorities I02180910 9,300,000 (1,073,618) (3,888,487) - 4,337,896 FY2022/23 Affordable Housing I02189050 4,167,500 (150,000) (3,459,500) - 558,000 Gang Prev & Intervention - Gf I02000600 2,397,037 (58) (2,167,916) - 229,063 Homeless & Community Outreach I23004000 89,067 - - - 89,067 Homeless Housing Initiative I02000200 20,236,088 (1,995,903) (14,295,988) - 3,944,197 Homeless Housing Initiative I23001000 10,313,358 - - - 10,313,358 Illegal Dumping I15200200 3,880,000 (281,415) (3,152,393) - 446,192 Jfn Emerg. Home Rpr. Pilot I21000700 304,000 (88,938) (215,062) - - M/C Econ Dev Priorities I19143300 600,000 - - - 600,000 Measure U Committee Initiative I80010000 1,225,000 (75,582) (1,138,602) - 10,816 NDAT I22000100 5,210,435 (162,744) (604,526) - 4,443,165 NDAT I02180290 150,000 (500) (66,560) - 82,940 Office Of Violence Prevention I11003000 4,223,433 (1,134,404) (2,593,806) - 495,223 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 623,987 - (237,601) - 386,386 Respite Centers Program I23002000 7,400,055 (699,231) (6,700,824) - 0 Sac Municipal Reparations Comm I01002100 200,000 (20,000) (28,268) - 151,732 Sacramento Riverfront I02180200 300,000 - (300,000) - - Shotspotter I11002500 616,608 - (616,608) - - SPLA Maintenance I15220100 1,232,131 (10,737) (1,071,027) - 150,367 Step Up Housing Dev I02189040 2,925,000 - (2,925,000) - - Stockton Blvd Anti-Displacemnt I02189030 5,000,000 (1,262,963) (1,678,537) - 2,058,500 Stockton Blvd Housing Dvlpmnt I02189010 5,000,000 - (5,000,000) - - Summer Youth And Community Pgm I19141000 263,000 (747) (100,000) - 162,253 Thousand Strong (Etp Pilot) I01000300 3,411,954 (295,047) (1,290,337) - 1,826,570 Utility Rate Asst Prgm I14130100 15,472,720 - (13,316,873) - 2,155,847 Webgrant Restructuring Project I07000900 48,525 - (43,617) - 4,908 Whole Person Care I02000900 150 - (150) - - Wong Center Senior Housing I02189020 703,995 - (703,995) - - Youth & Family Investments I11003100 3,900,000 (244,739) (2,215,226) - 1,440,034 Youth Pop Up Events I19143100 1,300,000 - (1,045,502) - 254,498 YPCE Youth Program Scholarship I19143000 378,837 - (16,159) - 362,678 Zero-Dollar Rate Program I21002600 3,000,000 - - - 3,000,000 Grand Total 177,056,621 (17,209,565) (104,202,106) - 55,644,950

1. The Expense Budget reflects the total Measure U multi-year project budget from inception to the current date (12/31/2024).

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 12/31/2024.

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

5. The Unobligated Amount reflects available resources as of 12/31/2024.

Attachment 2
FY2024/25 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 367 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 Sacramento Housing and Redevelopment Agency (SHRA) to identify an eligible project for the State Prohousing Incentive Pilot (PIP) 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 Homeless Housing, Assistance and Prevention (HHAP) funding, which included funding for permanent housing and interim housing. Staff partnered with the County and Continuum of Care (CoC) to complete and submit the HHAP-5 application and required Regionally Coordinated Homelessness Action Plan. Since the creation of the FY23 Affordable Housing Multi-year Operating Project (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 American Federation of State, County and Municipal Employees (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 707 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 was unanimously adopted on February 27, 2024. In September an ordinance was adopted that now allows a greater variety of housing types in traditionally single family zones. Additionally staff is working on a comprehensive update of the Planning and Development Code as well as rezones to implement the new General Plan.

Neighborhood Development Action
Team (NDAT)
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.

In 2024, both the Stockton Boulevard Plan and the Marysville/Del Paso Boulevard Plan were unanimously adopted by the City Council. Planning and OIED staff are currently implementing $500,000 grant programs for both corridors to leverage economic investment.

Zero-Dollar Fee Program MYOP 3,000 - - Staff continues to track the projects that a re utilizing this program as well as implement the recent changes to the program that allows for tax-credit financed affordable housing to reserve funding for fee reductions.

Measure U Programming Update
FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Zoning Operations 765 6.00 5.00 Maintain healthy, safe and clean environment through the application of land use policy and
quality of life standards. Maintain compliance
with state laws and City Codes.

Zoning staff have been working on various ordinances relating to citywide cannabis use regulation, solid waste regulations, and other requests by Council for land use regulations that are responsive to constituent concerns. Additionally, staff continue to adapt to new 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 6,039 21.00 17.00 Arts/Creative Edge
Citywide & Community Support
Arts Stabilization Operations 351 - - 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).

The Arts Stabilization program provides support and technical assistance to arts and cultural organizations, artists and arts group in marketing, business and financial planning, board and staff development and professional development. For FY25, $33,600 will be added to the fund balance to reflect the County of Sacramento's support for OAC's operations.

Convention & Cultural Services
Art in Public Places Operations 0 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.

The Art in Public Places staff is actively engaged in a number of significant projects in the City of Sacramento. The Del Rio Trail project includes the creation of five wayfinding commissions and two gathering place commissions, in addition to a collaboration with the Center for Sacramento History focused on historic interpretation along the trail. The Hanami Line at Robert T. Matsui Park includes an exciting piece of public art inspired by the Cherry Blossom Trees that will adorn the park. An educational mural at Sutters Landing Regional Park is currently in development. Work continues on the public art installation at the SAFE Credit Union Convention & Performing Arts District. Two CalTrans District 3 mural projects are under management by the team. The Art in Public Places staff is coordinating with the Artners on their application to CalTrans for the W/X Mural Museum Project. The Art in Public Places team is also responsible for collections management, including registrarial work as well as ongoing repair and maintenance of a collection of 650 works of art.

Arts Education & Outreach Operations 115 1.00 1.00 Provide access to and engagement in arts learning experience for K-12 students in the
greater Sacramento region. The program also
provides community residencies, workshops,
resources and opportunities for arts
organizations, schools, social service, and
community organizations, teaching artists, and
educators to participate in educational
programming.

The Office of Arts & Culture (OAC) has transitioned its operational activities associated with Any Given Child and Sacramento Healthy Hearts & Mind programs to Sacramento Office of Education.

OAC continues its work to identify, vet, and train teaching artists for the program and provide them with ongoing professional development. OAC has also worked to develop a Creative Schools Fund to support incentives for Sacramento schools to complete profiles and yearly surveys on their arts education programming in conjunction with community based partners through an online database - art look. OAC’s data collection and dissemination will form the basis of future research and arts education efforts.

Creative Economy and Grants Operations 218 2.00 2.00 Promote the development of the Creativ e Economy through grants, capacity building
programs and regulatory benchmarking and
amendments.

OAC partnered with Austin-based consulting firm Sound Music Cities to launch the Sacramento Music Census, which was released to the public in August 2023. An arts and entertainment regulatory review was also completed to inform necessary regulatory changes to help support a better climate for the creative community, informed by census findings. OAC also partnered with Santa Fe-based creative business consultants Creative Startups to launch a professional development pilot with the creative community. Priorities included diversity, equity and inclusion, financial training, and business training for creative startups. In the first year, 20 creative entrepreneurs were trained and mentored in all areas of business development, marketing, and financial planning. As part of its research into the creative economy, OAC also contracted with Creative Startups to develop a report, “Potential Pathways to Growing Sacramento’s Creative Economy,” a project to support OAC’s vision to design and deploy strategies that propel growth in for-profit creative businesses, with a focus on including BIPOC creatives. The team continues to support the rollout of American Rescue Plan Act (ARPA)-related funding programs for the creative economy as well as state and federal funded programs for individual artists and nonprofit organizations.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Entertainment Services Division Operations 1,018 7.00 3.00 The creation of the division includ ed moving the functions from 2 other departments (Youth Parks and Community Enrichment (YPCE) and Community Development Department (CDD)) as well as moving the Film Office out of the Office of Arts and Culture into the Entertainment Services Department. Currently the film and special events permitting functions have shifted over to the new division. Entertainment permitting is still being performed by CDD as a recently hired staff member is being trained to take over that function.

Three of the seven positions have been filled, 3 others have job postings that closed last week and the final one is being prepared to be posted.

The creation of an online application process is being developed with the assistance of IT. An RFP is being prepared for the assistance of a communications consultant to assist in creating a microsite, training videos and communications campaign focused on entertainment related permitting.

In conjunction with OAC, Sound Music Cities is helping the City evaluate and is making recommendations to improve the City's sound ordinances as they apply entertainment related sound.

Cultural Arts Awards MYOP 614 - - The Sacramento County Board of Supervisors and the Sacramento City Council make funds
available to the Cultural Arts Awards (CAA)
program to support nonprofit arts and cultural
organizations. Granted through a competitive
review process, CAA grants assist nonprofit
arts and cultural organizations with general
operating expenses or non-arts organizations
with arts program support. To be eligible for
funding, grantees must meet standards of
diversity and equity, cultural and community
impact, and show sound management and
financial accountability.

With the City’s approval of additional funds for the Cultural Arts Awards Grants program and additional funds from Sacramento County, the Office of Arts & Culture has been allocated $950,000 for Cultural Arts Awards grants for FY2024/25. This is the third year of a 3-year grant; funding. After peer review panel recommendations, staff recommended that 69 applicants be funded. Grant awards were based on a formula that included both the score received from panel review and organization's budget size. These grants ranged from $5,000 to $34,162 and included grants to cultural organizations, nonprofit arts organizations, and service organizations representing diversity of geography, culture, discipline, and communities served. With the same funding allocated for FY2024/25, a new round of Cultural Arts Awards funding has begun for FY2024/25, with grants scheduled to be awarded in March or April 2025.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
History Operations 1,552 8.95 7.15 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 will be moving into the new facility beginning November 18th with anticipated completion by mid January, 2025. This will be a big move as we move collections that will be more secure in this museum standard climate controlled space. 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 March 2024 , the Center for Sacramento History presented its second annual Kids/Teens Collect exhibition at the Robert T. Matsui Gallery in Sacramento City Hall. The exhibit highlighted the personal stories of students at Oak Park’s American Legion High School. Through a collaboration with the city’s Office of Arts and Culture, the student-composed essays were then paired with custom artwork created by professional artists.

This year, Center staff has partnered with Mark Twain Elementary School’s 5th and 6th grade classes. Students will be researching their family history and will select an object to place on display in the gallery. The exhibit is scheduled to be on view in February 2025. Work on the Old Sacramento Wayfinding will be complete by January of 2025 with updated directional signage and interpretation. Staff is also working on 57 new interpretive panels for the Riverfront Promenade by Embassy Suites. We are partnering with the Shingle Springs Band of Miwok to create the interpretation for these panels. All of the panels will related to our connection to the rivers. The Center will create 27 panels that tell the story of the City of Sacramento and the Rivers and Shingle Springs will tell the story of the Native people of the area. Work was completed on the Del Rio Trail and interpretive panels were installed in October, 2024. 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 304 2.00 2.00 The Office of Arts and Culture is resp onsible 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 worked with other departments through the Capitol Region Creative Corps Program, where the Office of Arts and Culture was an administering organization. Aside from distributing approximately $4 million in grants through that program, five artists in residence were deployed in City departments for the purposes of advancing their communications goals. The team has also partnered with Visit Sacramento on a Cultural Tourism initiative, which most recently include a cultural tourism symposium and will include further education efforts in that vein.

Arts/Creative Edge Subtotal 4,172 23.95 17.15 FY2024/25 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 562 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.

The team continued work coordinating with various state and federal agencies to implement climate- related grant awards for projects related to urban forestry, neighborhood resilience pilots, transportation climate adaptation planning, light-duty fleet charging infrastructure, and floodgate modernization. OCAS continued to support grant funded resiliency upgrades for the Pannell Community Center.

OCAS is providing ongoing support for implementation of the state Advanced Clean Fleets Regulations. OCAS is providing on-going support for implementation of the Climate Action and Adaptation Plan. The team is leading development of the Urban Forest Plan.

OCAS continued to provide leadership to the internal City Green Team, including facilitation of monthly meetings.

OCAS continued work on the Air Quality Monitoring pilot, including launching of a GIS story map to share data from the monitoring project with the public and developing air quality educational curriculum in partnership with the Sacramento Metro Air District and Sacramento Area Vocational Academy.

FY2024/25 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, 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.

EV chargers have been installed at Belle Cooledge Library, Colonial Heights Library, and the Pannell Community Center. Construction for additional chargers has been contracted and is underway at Hagginwood Community Center, South Natomas Library, North Natomas Aquatic Center, and the Del Paso Heights Library. Installation at these four sites should be completed in Spring 2025.

After a pause to address an ongoing issue with library patrons failing to return the eBikes, changes have been implemented to the eBike program and lending will resume at Belle Cooledge Library, North Natomas Library, South Natomas Library, and Valley Hi / North Laguna Library in January 2025. Lending at the Colonial Height Library will resume after repairs to the library are completed for the July 2024 fire damage.

Car sharing services provided through OCCS have been expanded near the Mangan Park Neighborhood with two electric vehicles provided outside of the City’s South Area Corporation Yard.

Car sharing will be provided at the Pannell Community Center and Belle Cooledge Library following the commissioning of the newly installed chargers in January 2025.

Climate Action Subtotal 862 4.00 - Community Investment
Citywide & Community Support
Utility Rate Assistance Program
(SURA)
MYOP 5,400 - - 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 $5.4 million for FY2024/25. The program is now managed to remain within budget. Staff completed a large re-enrollment process, that resulted in reducing the participant levels. Second quarter projections show a savings of $381,917 at yearend. However, the program can fluctuate due to participant levels and will vary from month to month. Savings will be reported as part of the quarterly projections, but true savings cannot be identified until yearend. The annual budget resolution Section 13.13 provides the authority to move any savings at yearend to fund balance.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Convention & Cultural Services
Sacramento History Museum Operations 127 - - Located in the heart of the Nation al Historic Landmark District of Old Sacramento, the
Sacramento History Museum encourages
visitors from around the region and from
around the world to discover the roots of early
Sacramento – from the Native Indian Tribes
who originally lived here, to the thousands of
immigrants who came from all across the globe
during the Gold Rush. The Museum strives to
share the stories of the many diverse
communities that make up the tapestry of
Sacramento’s past and present through
interactive exhibits, engaging social and history
education programming, and special events.

The Center for Sacramento History is working with the Sacramento History Alliance to reenvision 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, structura l 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 significant strides in enhancing public safety, ensuring building code compliance, preserving historical integrity, and improving energy efficiency across City facilities. This progress is evident in our ability to repair or replace roofs, structural elements, plumbing, electrical systems, mechanical systems, and exterior coatings in key facilities, thereby ensuring their functionality and longevity, especially in response to challenges posed by aging infrastructure.

However, the lack of adequate funding often necessitates a reactive rather than proactive approach to maintenance. Measure U funds are frequently diverted to cover emergency repairs, limiting our capacity to address underlying issues before they escalate. While these emergency interventions are crucial for ensuring community safety and supporting City staff, they underscore the ongoing necessity for more dependable and sustainable funding to prevent such urgent situations.

Annual allocations are dedicated to addressing deficiencies identified through the Facility Condition Index, allowing us to prioritize improvements. Yet, without sufficient resources, the program's ability to proactively maintain and enhance City infrastructure remains constrained.

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 by removing physical barriers and ensuring inclusivity for individuals with disabilities.

Our program prioritizes projects identified in the City’s ADA Transition Plan, addressing barriers in public facilities while engaging with the disabled community to align efforts with their needs.

Despite Measure U’s support, funding for ADA compliance has remained stagnant for over 20 years, limiting our ability to address necessary projects promptly. Budget constraints and emergency needs often redirect resources, delaying planned upgrades and proactive improvements.

Expanding funding would allow us to accelerate critical accessibility projects, adapt to evolving ADA standards, and create a city where public facilities are truly accessible to all.

FY2024/25 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)
Fiscal and Management Services Operations 1,419 8.00 7.00 Provide resource development and cap ital 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.

Fiscal and Management Services continues to provide all services listed, with a successful grant management team, commission support, and the nonprofit Gifts to Share. YPCE Administration is in the process of restructuring to provide support by function (Budget, Procurement, Accounting, Human Resources, Projects).

Fleet Acquisitions MYOP 624 - Acquisition of vehicles needed to complete operations for Measure U funded departments,
including Youth Parks and Community
Enrichment, and Community Development.

YPCE - 6 units have been replaced and 2 more are on order. Fleet as been focused on finishing replacements rom prior years before focusing on FY25 replacements. The remaining units will be ordered as soon as fleet staff becomes available.

Fleet Facilities Program CIP 80 - - Repair or upgrade fleet shops to meet safe ty standards as needed, including but not limited
to lifts, air conditioning units, build shop
components, and other permanent equipment
and infrastructure.

Measure U portion has contributed to purchase of three replacement lifts for Fleet shops, new shop equipment including tire pressure monitoring system programmers, and shop water dispensers.

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.

The City maintains a strong and productive partnership with Morton Golf LLC, which manages all of the City golf courses. Morton has grown the revenue from the golf courses and improved the facilities through their expertise in this field. Lease revenues continue to pay down the long-term debt in the Golf fund, which is scheduled to be paid off by 2035.

Historic City Cemetery Operations 448 3.00 3.00 Provide grounds maintenance services, buria l 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 550 - - Reallocation of MYOP funds for the Southside Park Pool renovations.

First phase of the Southside Park Pool renovations is underway. Additional work still needs to be completed to address the pipes around the pool, concrete around the deck and the filtration system.

Older Adult Services Operations 1,934 29.03 26.21 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.

In FY25 Q2, The Hart Senior Center provided 13,671 units of service through in-person activities at the center. Additionally, the front counter at Hart provided 2,468 units of resource and referral help to older adults through either a phone call or visit to the front counter. 1,002 units of service was provided through virtual recreation activities, and 1,915 units of respite care were provided through Triple-R Adult Day Program. (1 unit = 1 activity at Hart Senior Center, 1 activity virtually, 1 person calling or asking for resource and referral or 1 person attending a day at Triple-R).

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Park Operations Administration Operations 15,675 130.40 110.60 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 are implemented. Hiring exceptions have been granted to continue to fill vacant positions.

Permitting and Events Operations 699 6.74 5.74 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.

Permitting and Special Events section continues to see a steady increase in the number of applications and permits issued for events supported each year. This section is responsible for permitting City parks and the public right of way (streets, sidewalks, alleys and bike/jogging trails) for special events and providing City and Council sponsored events with equipment requests.

Recreation Facility Improvement CIP (21) - - Technology Service Operations 58 - - Manage department-wide technical equipmen t and software expenditures. Essential due to
dependency on technology for
communications, programming, and
operational needs.

Due to increased use of software over time, the vast majority of the Technology budget is now required to cover YPCE costs for software licensing and maintenance.

Community Investment Subtotal 29,942 177.17 152.55 Community Response
City Attorney
City Attorney Department Operations 279 - - Increase staffing to address legal mandates related to the release of police videos and
documents.

One attorney FTE is supporting SPD with legal compliance regarding release of police videos and documents.

Community Development
Animal Care Administration Operations 1,296 14.00 11.00 Provide support services to the animal sh elter 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. We are currently recruiting for one Customer Service Representative and one Public Information Coordinator.

Animal Care/Shelter Operations 4,836 34.00 29.00 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 team includes shelter staff and veterinary staff. Shelter services anticipate the start of one Animal Care Technician in early February 2025. Interviews for three additional vacancies are scheduled in the coming weeks. A Registered Veterinary Technician is scheduled to start in late January 2025, with interviews for additional vacancies also planned in the near future.

Currently, the division has one Veterinarian, two Registered Veterinary Technicians, and one Animal Services Coordinator working full-time in the field for the Homeless Assistance Outreach Program. In 2024, care and shelter services impounded 9,196 dogs and cats, compared to 8,984 dogs and cats impounded in calendar year 2023.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Fleet Acquisitions MYOP 185 - - Acquisition of vehicles needed to complete operations for Measure U funded departments,
including Youth Parks and Community
Enrichment, and Community Development.
0/4 Units on order for FY24/25. Fleet as been focused on finishing replacements rom prior years before focusing on FY25 replacements. These units will be ordered as soon as fleet staff becomes available.

Neighborhood Code Compliance Operations 4,198 40.00 38.00 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 in the first quarter of this year NCC abated 80 lots that were fire hazards and issued citations to over 300 that were not being properly maintained.

NCC is also responsible for the removals of vehicles that are abandoned and violating the California Vehicle Code (including recreational vehicles). In the first two quarters, the NCC has abated and towed nearly 1650 vehicles.

Community Response
Homeless Housing Initiatives MYOP 10,313 - - DCR funds and oversees various projects throughout the City serving the community both with shelter and supportive services. These projects include the Women and Family Sheltering program, which includes agreements with Saint John's Program for Real Change and WEAVE, and the City Motel Shelter Program which includes agreements with motel owners and Step Up on Second Street for the operations of the program and the case management of up to 200 unhoused families in the program.

Office of Community Outreach Operations 3,828 25.00 18.00 Responsible for responding to calls for service by deploying teams of social workers and
outreach specialists who will use evidence
based practices such as cultural competency,
motivational interviewing, and strengths-based
approaches that are not typically found within
traditional emergency response models.

Current FTE's include 19 Neighborhood Resource Coordinators (NRC) (3 pending hiring, 3 vacant), 1 Senior Staff Assistant, 1 Analyst, 3 Program Specialists, and 1 Program Manager (vacant as of 7/2024). NRC Teams respond to 311 calls for service regarding homelessness throughout the City, Monday - Friday, averaging nearly 5,000 responses a month. Currently, Teams are partnered with Sac PD Impact under a Rapid Response model. In the 1st quarter, teams placed 311 individuals into City funded rapid placement sites. NRCs work in collaboration with Code Enforcement, DOU, Park Rangers and PD.

Office of the Director Operations 1,051 6.00 6.00 Responsible for the strategic planning, fisc al, human resources, and administrative
management of the Department.

Current FTE's include 1 Director, 1 Assistant Director, 1 SSM, 1 Analyst, 1 Admin Tech, 1 Accountant Auditor, and 1 Admin Assistant (vacant). Director's 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 358 - - Expand 311 services to provide additional staffing during peak hours to improve response
time.

The additional 6.00 FTE positions results in substantial improvement to 311 service levels and significantly reduced the average wait times.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Mayor/Council
Office of Public Safety
Accountability
Operations 1,876 11.00 9.00 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 significant change from the 1st Quarter. In a continued effort in the improvement of policing and better serving the community OPSA is working diligently on training new hires and hopes to have training finished by the end of the 4th quarter.

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

Recycling & Solid Waste (RSW) collected and disposed of 640 tons of illegally dumped material in the second quarter of FY24/25.

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 29,192 130.00 111.00 Homelessness
Community Response
Community Response MYOP 9,268 - - Fund direct programs and services responsible for moving individuals and families into more
stable environments, addressing barriers, and
moving people from homelessness to housing.

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 75 individuals daily and the ability to ramp up to 125 during inclement weather conditions; 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.

Office of Homeless Services Operations 984 6.00 5.00 Respond to homelessness, which include s 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, 1 Program Specialist (vacant as of Dec 2024), and 4 Admin Analysts. 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, EBH at Grove Ave, North 5th Street, Youth, and Women and Family. They also include management of agreements for the City Motel Program, Salvation Army Transitional Housing, Coordinated Access System, and the FUEL Network.

Homelessness Subtotal 10,252 6.00 5.00 FY2024/25 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 1,559 8.00 Manage public engagement and outreach activities related to community and economic
development initiatives, projects, and
programs.

The Community Engagement (CE) Team continues to assist City departments in implementing comprehensive and inclusive outreach and engagement plans. The CE Team continues to focus on grant opportunities. The team is rolling out the Sacramento Employment and Training Agency (SETA) grant, which helps to supplement existing programs and 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 are focus on targeted neighborhoods within four ZIP codes:
95817, 95820, 95824, 95828. The intent is to help targeted residents (particularly Black, Indigenous, and people of color (BIPOC)) to build or increased short- and long-term financial health and stability, access workforce development training programs and assist individuals with becoming Entrepreneurs. 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 audiences.

Each episode 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 occur monthly every third Thursday, primarily at different small businesses. Each month the mixer focuses on key city themes and provides resources; CE Team continues to produce monthly "Zines", designed to highlight 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.

The Team has completed the CityStart Blueprint which focuses on bridging the wealth gap with Black residents funding by a grant from the Center for Financial Empowerment/Blomberg Initiative.

The team also continues to sponsor community events.

Community Investment Operations 1,330 7.00 Lead the City in public-private partnerships that cultivate new activity and investment in
Sacramento.

Received $800,000 in Environmental Protection Agency (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. Implementing $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.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Economic Development (OIED) Operations 2,004 11.00 - 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 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); development of Small Business Assistance Center 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 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, application period will open for cohort 4 by end of 2024. 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 500 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, grant solicitation period for 2025 grants closed in September and selection is underway. Participatory Budgeting: developed and managing 12 of the participatory budgeting grant agreements, closeout has begun. Neighborhood Development Action Team (NDAT): In partnership with Community Development and Community Engagement, completion of Forward Together (Marysville and Del Paso Action Plan) and launch of the Pilot Innovation Grant Program, grant application review and selection underway.

Economic Development
Administration
Operations 1,001 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.

Neighborhood Communication and
Economic Plan
MYOP (34) - - Program was liquidated and closed.

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.

FY2024/25 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 1,520 - - Community Programs include financial suppor t 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 503 3.00 2.00 Implement the Race and Gender Equit y Action Plan (RGEAP) 2020-2025 and citywide racial
equity initiative.

In preparation for updating and reporting on the Race & Gender Equity Action Plan (RGEAP) the Office of Diversity & Equity (ODE) continues to guide and support department equity teams in establishing outcome action priorities and performance measures.

To improve the participation rates, ensure greater clarity of prompts, and reduce the burden on department equity teams, the ODE is working with the IT department to turn this assessment into an easily accessible online survey for all employees to take in spring 2025. ODE anticipates this approach to completing the citywide 43 equity point assessment will provide better data for departments on their gaps and progress.

Planning for Part II Mandated Racial Equity training for Council, Council staff, and Appointed Offices to be completed in 2025.

Inclusive Economic Development
Subtotal 8,632 33.00 2.00 Library
Citywide & Community Support
Library JPA Operations 14,272 - - Provide library services and programs for 11 City branches, plus the Central Library.

Ongoing library services are being maintained.

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

SPLA and the City have executed MOU 2019-1618 to address maintenance and repairs at the 12 City-owned public libraries. The annual allocation is necessary for the ongoing maintenance and back log of repairs per 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
Annual software maintenance and subscription funding is being used to support citywide technology systems and applications.

Commission Stipends MYOP 6.6 - - 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 89 - - Measure U portion of Citywide Employee Development costs
Funding has been allocated. Fund will be used throughout the fiscal year.

Gen Insurance/Termination Operations 4,720 - - 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 879 - - Measure U portion of Cityw ide Retired/Transfer Employee Benefits costs
Funding has been allocated. Fund will be used throughout the fiscal year.

Community Development
Commission Stipends MYOP 3.5 - - Measure U portion to cover the commission's basic costs.

Funding has been allocated. Fund will be used throughout the fiscal year.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Information Technology
Digital Equity Response Program MYOP 200 - - The Digital Equity Response program address the needs of insufficient or lack of digital
access exacerbated in the wake of the COVID-
19 pandemic. This program provides digital
services, devices, training, and the knowledge
necessary for Sacramento residents to connect
to essential community, education, medical,
and government services by leveraging City
and private funding sources.

This program continues to provide critical tools, economic relief, and much needed digital resources to Sacramento’s residents.

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 16 - - Measure U portion to cover the commission's basic costs.

Funding has been allocated. Fund will be used throughout the fiscal year.

Miscellaneous Subtotal 6,283 - - Public Safety- Community Development
Community Development
Animal Enforcement/Field Services Operations 1,938 15.00 8.00 Enforce state law and City ordinan ces regarding animal control and rabies prevention.

The Field Services Section will welcome a Chief Animal Control Officer in late January 2025.

Additionally, an Animal Control Officer I is expected to start in the coming weeks. With these hires and current staffing levels, enforcement/field services will have two Animal Control Officer I/II vacancies. Two former employees have requested placement on the eligibility list and are expected to be hired once approved. If both previous employees return, the unit would be left with just one Animal Control Officer I/II vacancy.

Management completed interviews in January 2025 and plans to advance one candidate to the background process. Currently, there are seven officers in the training program. Field training has been challenging due to hiring officers with no prior experience. However, the addition of the Chief Animal Control Officer will allow for enhanced oversight of the daily field services team and improved training processes.

The Field Services Section receives over 20,000 calls for service annually and currently has nearly 1,700 pending service calls. Even when fully staffed, officers are unable to respond to every call.

Priority is given to emergency calls, including those involving sick or injured animals, animal abuse, and requests from law enforcement or fire departments. Non-emergency calls—such as deceased animals, welfare checks, tethered animals, or poultry-related complaints—may take up to a week or more for a response. Calls involving stray, healthy, loose animals, barking complaints, or excessive numbers of fowl or roosters do not receive a response.

Fleet Acquisitions MYOP 40 - - Acquisition of vehicles needed to complete operations for Measure U funded departments,
including Youth Parks and Community
Enrichment, and Community Development.
0/4 Units on order for FY24/25. Fleet as been focused on finishing replacements from prior years before focusing on FY25 replacements. The remaining units will be ordered as soon as fleet staff becomes available.

FY2024/25 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 3,962 18.00 17.50 Add and fund Diversity/Outreach/ Recr uitment division in the Fire Department to provide
programing to youth and young adults to obtain
an understanding/ experience in the Fire
Service.

All programs are operating successfully. All 8 career FTE's fully staffed. 19 of 20 EMS Trainee/Non- Career (0.5 FTEs) filled. (One vacancy due to failing background just before the Academy start date. All EMS Trainees enrolled in classes in alignment with their academic progression and working 20 hours per week on medics.

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

Department will journal money related to overtime at Mid-year or end of Fiscal Year to use the available funding.

Public Safety- Police
Police Department
Hiring Pipeline Operations 7,354 84.50 43.50 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 1,973 15.00 12.00 Provide park guests and park neighbors with a safe and trouble-free environment through
"Service, Safety, and Preservation." Address
hazards in the City park system and mitigate
public safety issues prior to the need for police
services. Provide customer service and
enforcement of city ordinances in city parks
and parkways. Provide faster response time,
increased homeless camp clean-ups, and
higher frequency in park patrol/safety
presence.

Services are implemented. Hiring exceptions have been granted to fill vacant positions.

Public Safety Subtotal 21,636 132.50 81.00 Youth
Citywide & Community Support
Fare Free Transit MYOP 250 - - Provide fare-free transportation for Sacramento's youth in grades K-12 who live or
attend school within the City
The program continues to offer fare-free transit for Sacramento-based youth and students on the entire Sacramento Regional Transit (SacRT) network with budget earmarked by City Council through FY25. The value of the subsidized transit provided to our youths continues to substantially exceed the City's contribution in Q2 as in all previous quarters.

Powerhouse Science Center MYOP 600 - - Annual contribution of funds for the supp ort 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.

Summer Youth and Community
Programs
MYOP (136) - - Funds are intended to support summer programming, including extending library and
pool hours, as well as enhancing youth
activities during summer evenings. This
budget allocation will help expand access to
recreational and educational opportunities for
the community.

Currently reviewing ongoing use of funds to determine the best path forward and ensure continued support for key programs and services.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Convention & Cultural Services
Fairytale Town Operations 12 - - Provide operational funding support for programs, services and supplies at Fairytale
Town.

Fairytale Town has their box office open for walk up visitors, but also allow admittance through an online reservation system. In early 2023 Fairytale Town completed construction of a new Story Center and outdoor amphitheater. In June 2024 Fairytale Town completed construction on a new Welcome Center that includes a new box office, staff offices, gift shop, and public restrooms.

Fairytale Town experienced just over 250,000 visitors in the previous fiscal year.

Sacramento Zoo Operations 207 2.00 2.00 Provide operational funding support for programs, staffing, services and supplies at the
Sacramento Zoo per agreement C1997-0021.

The Zoo continues to inspire appreciation and respect for wildlife and nature through education, recreation, and conservation. The Zoo will achieve this by maximizing educational and entertainment value to the roughly 500,000 visitors that participate in their programming while also continuing to explore strategic opportunities to reach even more people within the Sacramento region and beyond in the future.

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

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

Police Department
Gang Prevention and Intervention MYOP 1,357 - - The Gang Prevention and Interventio n 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 grant program renewals for FY2024/25 are in progress and on track to be successful. The eight grantees are all working collaboratively daily with SPD Office of Violence Prevention.

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 Evidence-Based Community Violence Interruption, Disruption, and Suppression (EBCVIDS) grant program renewals for FY2024/25 are in progress and on track to be successful. The four grantees are all working collaboratively daily with SPD OVP.

Violence Prevention Operations 464 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 eight GPIT grantees and four EBCVIDS grantees. The office is continuing to work and build relationships with community based organizations, law enforcement, business owners and community overall. Currently hosting a Violent Crime Reduction Summit on November 1, 2024
FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
YPCE
Access Leisure Operations 607 9.48 7.48 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.

In FY24, Access Leisure hosted 84 social opportunities for kids ages 5-17 and 191 social and sports opportunities for adults aged 18-24 as part of YPCE's specialized adaptive recreation program. A total of 1,655 individuals were served, which is a 12% increase from participation in FY23. Popular events such as Inclusive Playdates, field trips to River Cats games, visiting a Farmer's Market and several special themed dances are planned throughout the rest of 2024. Community outings are fun, but also pose an important opportunity to teach participants social skills that can be practiced in their everyday lives. For inclusion services, YPCE had an increase in inclusion service requests between FY23 and FY24. This is likely due to the increased number of people participating in in- person programming post- pandemic. This resulted in a 40% increase in time Access Leisure staff worked in leading inclusion request reviews.

Aquatics Operations 5,021 79.30 35.50 Provide a safe environment for youth and adults to enjoy a variety of recreational
swimming and aquatic programming at several
pools throughout the city. Contributes to public
safety and drowning prevention. Additionally,
the aquatic program provides a substantial
amount of youth employment as youth
comprise the majority of its workforce and
provides lifeguard scholarship opportunities to
youth seeking employment with the City's
Aquatics section.
16 aquatic facilities were opened for the summer 2024 season. Programs included recreation swim, lap swim, water aerobics, swim lessons, and year-round special events. The North Natomas Community center and Aquatics Complex was operated all 12 months of last year. Additionally, Spring and Fall extended seasons offered at Clunie Pool and the North Natomas Aquatic Complex offered programming for youth and adults.

Camp Sacramento Operations 190 14.57 6.98 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 offered full family camp operations for the summer of 2024 and was available for full operations for post season rentals.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Community Centers Operations 8,018 133.77 104.65 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.

Community Centers are open to the public for drop in and registered programs and services with expanded hours. In-person programming including Kids Camp, Rec Express, Teen Scene and Hot Spots Remix at 8 community centers citywide. Centers have also created preschool recreation programs at Coloma and Clunie. Additionally, Community Centers regularly hosts special events for families at 8 community centers, providing activities and resources to thousands of youth and families. Community Centers continue to support emergency response efforts including hosting and staffing warming centers, cooling centers, clean air shelters, vaccine clinics and meal distribution.

Older Adult programs are available daily at all locations. Wellness Rooms are open at several centers and Leisure Enrichment programs and rentals are available. The Reservations office continues to support long term sports field permits and park rentals.

Community Center/Clubhouse
Rental Fee Waiver
MYOP 300 - - Council adopted Resolution No. 2018-0371 that authorizes fee waivers and reductions for
qualifying organizations and uses, including but
not limited to, community-based organizations
and non-profits and activities that demonstrate
a community benefit. Examples include
neighborhood association meetings, health and
wellness resources and programs, social
service referrals, etc.

Approximately 15 organizations serving youth or families have utilized the fee waiver/reductions in the Second quarter of FY2024/25. More organizations are expected to utilize the resolution throughout the fiscal year as more applications are received.

Community Recreation Services Operations 579 13.16 10.37 Community Recreation includes youth s ports, adult sports, facility/ field rentals, the
Sacramento Softball Complex, and the 28
th & B
Skate and Urban Art Park. Community
Recreation is committed to providing
excellence in healthy and fun leisure activities
for all ages in the greater Sacramento area.

Youth and adult tennis clinics and private
lessons are provided by a contracted instructor
and are held year-round at McKinley Park.

Community Recreation continues to offer sport programming for all ages. Programs take place in community centers, city parks, the Sacramento Softball Complex, and the 28th & B Skate and Urban Art Park. Youth sport leagues include Jr. Giants (summer), NFL Flag (fall), and Jr. NBA (winter/ spring). Adult softball leagues operate in city parks and the Sacramento Softball complex in the summer, fall, and spring. Tournament rentals, field rentals, and volleyball rentals occur year- round at the Sacramento Softball Complex. A recreation service contractor provides tennis lessons for all ages at McKinley Park. Bocce rentals are available at the 28th & B Skate Park (for use at Sutter’s Landing Park). The 28th & B Skate Park is open for skaters five days a week.

FY2024/25 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 for calendar year of 2025. 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.

Active, RFP currently open for new grantees
Fleet Acquisitions MYOP 175 - - Acquisition of vehicles needed to complete operations for Measure U funded departments,
including Youth Parks and Community
Enrichment, and Community Development.

YPCE - 0/2 Units on order for FY24/25. Fleet as been focused on finishing replacements rom prior years before focusing on FY25 replacements. The remaining units will be ordered as soon as fleet staff becomes available.

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.

The Office of Youth Development (OYD) is in contract with 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 Office of Youth Development Operations 957 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.

OYD team is currently working on RFP related to Measure L. Measure L RFP to go out to the public within the upcoming weeks. Continuing to execute contracts related to CBO youth enhancements within the department.

Recreation Administration Operations 1,895 10.00 9.00 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.

Recreation Administration continues to provide management and materials for recreational programs, YPCE marketing, and social media, as well as maintenance of licensing for audio and visual use.

Youth Employment Operations 3,082 60.40 29.76 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 Young Leaders of Tomorrow, Prime Time Teens, Workforce Innovation & Opportunity Act (WIOA), the North Natomas Workforce Development Program, and Landscape and Learning are being offered through out the city at various community centers and park locations.

FY2024/25 MEASURE U
PROGRAMMING Type
Approved
Budget
(in 000s)
Authorized
FTE
FTE Hired
to Date Purpose of Program Status of Program
Youth Expanded Learning Operations 967 29.08 20.30 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.

Program is offered at 4 park locations with approximately 100 participants per location. Staffing shortages continue to be an issue and may limit enrollment.

YPCE Youth Program for
Scholarship Fund
MYOP 370 - - YPCE restructured the previous Youth Sports Field Usage program to expand eligibility to
youth-serving facilities and programs to create
the YPCE Youth Program Scholarship Fund
YPCE provides core services and programs citywide, including in our priority neighborhoods for under resourced youth and families. Eligible programs include Summer camps (Summer Oasis, Kids Camp, Teen Scene, etc.), REC Preschool Program, Youth sports programs (Jr. NBA, NFL Flag Football), 28th & B Skate and Urban Art Park (Skate Session Pass), Water safety programs (Swim Lesson, Swim Team, Junior Lifeguard, etc.), Lifeguard training , Summer Reading Swim Pass Program, Youth special events (Kids Night Out, etc.), Youth sports field reservations. The restructured YPCE Youth Scholarship Fund application was available beginning September 4, 2024.

Youth Subtotal $ 27,635 360.76 235.04 Measure U Programming Total $ 159,317 888.38 620.74