City Services Restored From Bankruptcy Levels Using General Fund:
Over the years that the transaction and use tax has been in effect, the City has leveraged the tax to affect considerable service recovery and delivery accomplishments:
Measure B Eligible Accomplishments
Measure A specifically:
Performed Neighborhood Betterment missions each year, including inspections, enforcement actions, property clean-ups, graffiti removal, and abandoned vehicle citations.
Overhauled the Police Department’s radio systems, including a complete replacement of all 412 radios and implementation of the infrastructure to support them.
Put 114 Police and Office of Violence Prevention Vehicles into service.
Provided ongoing strategic Office of Violence Prevention efforts, including employee placements, social services, educational advancements, housing assistance, ID & DMV issue resolution, and family relocations.
Selected General Service / Bankruptcy Recovery Accomplishments Made Possible by Measure A Over the decade that Measure A has been in service, the General Fund:
Provided for the fueling and operation of the City’s Police Helicopter and Unmanned Air Support program.
Resumed Cost of Living Adjustments for police officers. Cost-of-living and market adjustments increased Police salaries by an average of 6.1% annually over the last five years.
Added four Human Resources and Administrative Services Department positions.
Provided for a police wellness staff member and wellness program.
Performed clean-up efforts related to the City’s unhoused population consistent with Marshall Plan recommendation “Reclaim Neighborhoods: Disorder & Blight Reduction.” Provided for community clean-ups/Clean City initiatives consistent with Marshall Plan recommendation “Reclaim Neighborhoods: Disorder & Blight Reduction.“ Maintained the Integrated Ballistics Identification (IBIS) System, software that allows for enhanced forensics in gun-related crimes.
Implemented Police Body Cameras.
Provided for the restoration and reopening of Fire Station No. 1, including facility improvements and the procurement of furniture, firefighting tools, and equipment.
Increased Fire sworn staffing levels 17 positions, with 9 positions for Station No. 1 which will be fully funded by the General Fund when the Staffing for Adequate Fire and Emergency Response (SAFER) grant ends.
Expanded the Fire Dispatch Center by 10 positions.
Implemented a fireworks program designed to decrease the possession and use of illegal fireworks through public awareness and enforcement.
Replaced outdated cardiac monitor/defibrillator equipment for emergency cardiac care.
Added a second fire academy per year to meet firefighter retention demands.
Added an Emergency Manager position that is responsible for emergency mitigation, preparedness, response, and recovery.
Allowed for Street Maintenance efforts, including: resurfacing streets, installing striped edge line lanes, improving sidewalk tripping hazards address, replacing sidewalks, sealing roadway cracks, street lighting improvement, and filling potholes.
Provided for tree services, including stump removal, trees trimmed at City Parks, and removed dead and hazardous trees citywide.
Helped fund parks maintenance and improvements, including replenishing playground surfacing; sports courts resurfacing; repairing and replacing playground structures; remodeling park restrooms; improvements to Pixie Woods’ boat, bridge, concession stands, irrigation system, and carousel; swimming pool repairs; Van Buskirk gym floor replacement; Victory Park tennis courts lighting improvements; Weber Point Events Center shade structure maintenance; and Oak Park ball field improvements.
Supported one-time costs associated with reopening the Fair Oaks Library in 2017, which was closed during the bankruptcy.
Performed field maintenance supporting youth and adult sports at City parks.
Allocated $2 million in grant funding for expanded Youth Service programming in FY 2023-24.
Investment in the Animal Shelter operations resulting in significantly improved live release rates.
Resumed and expanded staff training efforts, such as the City Manager’s Leadership Academy.
Provided a complete replacement of all public safety radios; nearly every radio was beyond its useful life, and implemented and funded a replacement schedule for radio equipment. Completed installation of a new radio infrastructure core and new network infrastructure.
Internal self-insurance fund resources have been restored to positive balances from negative $48 million.
Implemented a modernized Human Resources and Financial System resulting in increased financial accountability and efficiency.
The above list represents “one-time” and ongoing initiatives that might not have been possible without Measure A proceeds. The ongoing costs associated would likely make maintaining some of these efforts infeasible. Reproducing the “one-time” efforts the next time they are needed, such as the next financial system implementation or the next refresh of radio equipment or law enforcement vehicles would become very difficult without the continuation of Measure A revenues, eventually returning many service areas back to bankruptcy levels.
EXHIBIT 2