Finance Chapter 9 Homework Weed And Seed Grant For The Oak Park neighborhood implement Enhanced Graffiti Abatement Program

FY2009/10 Approved Budget

118

Division Budget Summary

Staffing Levels

FY2009/10 Approved Budget

119

9

SECTION – 9

CITY TREASURER

To provide Banking, Investment, and Debt Financing services for and

to protect the fiscal integrity of the City of Sacramento.

FY2009/10 Approved Budget

120

.

FY2009/10 Approved Budget

121

DESCRIPTION

Under Article VI, §73 of the City Charter, the City Treasurer is responsible for the receipt, investment,

disbursement and safekeeping of all City funds. Additionally, City Council has prescribed that the City

Treasurer shall also provide public finance and debt issuance services for the City. Typical functions of the

department include:

 Manage all investments for the City, the Sacramento Housing and Redevelopment Agency

(SHRA), the Sacramento Public Library Authority (SPLA), various trust funds, and the Sacramento

City Employees’ Retirement System (SCERS).

 Manage the cash flow for City, SCERS, SHRA, SPLA and other trust funds between the bank and

the investment pools to both gain interest earnings and provide liquidity.

MORE INFORMATION

Please see the following for more information about the Office of the City Treasurer:

PROGRAMS/SERVICE HIGHLIGHTS

 Proactively manage daily investment needs of the City, SHRA, SCERS, and trust funds.

 Manage daily the cash flow needs of the City and other clients to provide protection of principal,

liquidity, and investment yield on available funds.

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122

 Provide debt issuance services, as well as manage and oversee activities related to outstanding

debt to include compliance with all applicable state and federal laws and specific bond covenants.

OBJECTIVES FOR FY2009/10

 Support the Mayor and City Council, the City Manager, and all City Departments.

 Actively manage and monitor City’s cash flow position and develop/recommend strategies,

including short-term borrowing, to ensure the City has cash to meet its financial obligations and

operating needs.

 Continue efforts to improve efficiencies and meet increasingly more complex mandates in debt

administration and maintenance activities. This includes more frequent and detailed continuing

disclosure, arbitrage rebate calculations, bond fund management, tax levy delinquency

management, implementation of an automated debt management module, automated download of

third party statements, Web site improvements, development of a debt management policy, and

development of a formalized training program.

FY2009/10 Approved Budget

123

APPROVED BUDGET/STAFFING CHANGES

Service Level Impacts

The Office of the City Treasurer offers the following actions to address the current citywide budget

deficit in the General Fund:

 Eliminate 2.0 FTE positions for an expenditure reduction of approximately $190,500.

These changes will result in reduced capacity to:

 Conduct special projects.

 Support economic development efforts.

Department Budget Summary

FY2009/10 Approved Budget

124

Division Budget Summary

Staffing Levels

FY2009/10 Approved Budget

125

10

SECTION – 10

CODE ENFORCEMENT

To maintain and improve the quality of life through fair and equitable

enforcement of health, safety and nuisance codes.

FY2009/10 Approved Budget

126

FY2009/10 Approved Budget

127

DESCRIPTION

Code Enforcement is responsible for enforcing City codes to keep neighborhoods safe and healthy by

reducing blight and nuisances. Enforcement activities within Code Enforcement include those related

to junk and debris, abandoned vehicles, zoning, graffiti, dangerous and substandard structures, rental

MORE INFORMATION

Please see the following for more information about the Code Enforcement Department:

PROGRAMS/SERVICE HIGHLIGHTS

 Responds within 24 hours to reports of immediately dangerous structures, properties, and/or conditions

with potential threat to life, health, and safety.

 Maintains the health and safety of neighborhoods by responding to complaints regarding nuisance

properties, including junk and debris, abandoned vehicles, zoning, substandard buildings, and illegal

outdoor vending. Responds to complaints within 14 to 21 days.

OBJECTIVES FOR FY2009/10

 Continue development of a department master plan. Implement a customer service survey to help

establish levels of service and develop appropriate performance measures including inspections,

citations, and the number of properties brought into compliance.

 Continue proactive code enforcement activities under the Weed and Seed grant for the Oak Park

neighborhood.

FY2009/10 Approved Budget

APPROVED BUDGET/STAFFING CHANGES

Organizational Changes

 For FY2009/10, 1.0 funded FTE was transferred from General Services to Code Enforcement for

the Graffiti Abatement Program. An additional $89,140 was transferred for the service and supply

cost associated with the program.

 Increased the GIS Specialist III position by 0.5 FTE, which will be offset by a revenue increase.

 Restored the Program Manager position originally reflected as unfunded. Revenues generated

from code enforcement cost recovery activities will offset the cost of the position.

Service Level Impacts

The Code Enforcement Department will be reduced by $1,720,716, including the unfunding of 7.0 FTE

 Nuisance properties will take longer to secure and substandard properties will remain in

disrepair for longer periods. The backlog of case work will increase and may result in a delay in

response time of up to 3 weeks for non-emergency complaints.

Administrative Services

 Unfunding of 1.0 FTE position will reduce coordination and support for the department’s

FY2009/10 Approved Budget

129

Department Budget Summary

Division Budget Summary

FY2009/10 Approved Budget

130

Staffing Levels

FY2009/10 Approved Budget

131

11

SECTION – 11

COMMUNITY DEVELOPMENT

We help build a great community!”

FY2009/10 Approved Budget

132

FY2009/10 Approved Budget

133

DESCRIPTION

The Community Development Department consolidates those functions necessary to plan, review

and approve development applications into one department. Through community input and citywide

vision, the department processes development plans and City codes, ultimately promoting safety,

livability and economic vitality for the City of Sacramento. Service areas within the Community

Development Department include:

 Providing a Vision for a great City.

 Building bridges between all Departments for citywide planning efforts.

The Community Development Department (CDD) consists of the Administration, Customer Service,

Building, New Growth, Infill, and Planning Divisions.

MORE INFORMATION

For more information about the Community Development Department:

PROGRAMS/SERVICE HIGHLIGHTS

 Continue work on major development projects and specific plans including partnerships and community

outreach for the McKinley Village, Curtis Park, River District, Downtown Central Business District (CBD),

Florin Road, and the 65th Street Transit Village.

OBJECTIVES FOR FY2009/10

 Bridge Building – Be a resource for the City’s community development activities. Coordinate

planning on a citywide basis focusing on vision and implementation.

 Implement the General Plan to provide a clear vision and concise policy guidance for future growth

of the City.

FY2009/10 Approved Budget

134

 Collaborate with Sacramento County and other stakeholders to prepare the Natomas Joint Vision

area for future development, including completion of the Open Space Program, Municipal Services

Review, and environmental impact report.

 Implement the 2030 General Plan policies which will provide the City’s clear vision with zoning

regulation and guidelines for future growth.

 Implement ongoing comprehensive customer surveys and utilize the responses to measure

effectiveness of department service.

 Implement electronic agendas and streamline reports and procedures for the five boards and

commissions supported by CDD.

 Provide employees with the tools, training, information, and support needed for professional

growth. This includes the implementation of a new professional growth tool kit to foster and track

professional growth development among staff and continued implementation of our mentoring

program.

APPROVED BUDGET/STAFFING CHANGES

Organizational Changes

 Transfer 26 FTE (25 funded and 1 unfunded) positions and $2.4 million from the Planning Department to

CDD as part of the consolidation of planning services.

 Transfer 1 unfunded Principle Applications Developer FTE position to the Utilities Department to support

Sacramento Area Flood Control Agency (SAFCA). The position will be fully offset by funding from

SAFCA.

FY2009/10 Approved Budget

135

These reductions will result in the following service level impacts:

 Reduction in customer response time at the permit counter, field inspections, plan review,

zoning and design review, and site visits.

 Elimination of “live” person help desk calls.

 Reduction in permit counter hours.

Department Budget Summary

FY2009/10 Approved Budget

136

Division Budget Summary

Staffing Levels

FY2009/10 Approved Budget

137

12

SECTION – 12

CONVENTION,

CULTURE & LEISURE

To promote and preserve our unique culture and heritage by delivering accessible arts,

leisure and education experiences to enrich people’s lives and enhance

the Sacramento community and the metropolitan region.