We will call to order the budget nodded committee meeting for May 26th 2026.

And welcome to those of you who have joined us.

Council Member Talamantes.

Council Member Maple.

I am here.

Councilmember Getta.

And Chair Dickinson.

Here.

We have a quorum.

Thank you.

And Councilmember Maple.

We can do this in the acknowledgement and the pledge.

Rice for the opening acknowledgments in honor of Sacramento's indigenous people and tribal lands to the original people of this land, the Nissanan people, the Southern Maidu, Valley and Plains Miwok, Potuan Wintoon peoples, and the people of the Wilton Rancheria, Sacramento's only federally recognized tribe.

May we acknowledge and honor the native people who came before us and still walk beside us today on these ancestral lands by choosing to gather today in the active practice of acknowledgement and appreciation for Sacramento's Indigenous Peoples' histories, contributions, and lives.

Remain standing.

Salute and pledge.

I pledge allegiance to the flag of the United States of America and to the Republic for which it stands.

One nation under God and divisible with liberty and justice for all.

All right.

Thank you all for uh joining us this morning.

If you uh wish to speak on any item on our agenda, you're welcome to do that.

Uh you need to fill out a speaker form and deliver that to our clerk here at the front of the chambers, and then we'll make sure to call on you on the item in which you are interested.

Um please keep in mind that public comment is limited to two minutes, and you can see the clock ticking down as you stand at the podium.

So be sure to keep an eye on that so you time your remarks so you get everything said that you that you want to get in.

Uh and with that, uh, I think we can move to our consent calendar.

So do we have any items that members wish to address on the consent calendar?

All my present.

Okay, and we have a motion and a second on the consent calendar.

Do we have any members of the public who wish to address?

I have no committee.

No speakers on the consent calendar.

All right, if there's nothing further, then all in favor signify by saying aye.

Aye, opposed say no.

Any abstentions, hearing none, motion passes unanimously.

Move on to uh item six, which is the audit of emergency medical services.

And because it's an audit, here's our auditor.

Good morning.

Good morning, Chair Dickinson and members of the budget and audit committee.

I'm Farish Darari, your city auditor.

Uh with me today is Joe Fleming, who is primarily responsible for completing this audit.

And the recommendation that's before you is to accept the audit of uh the Sacramento Fire Department's emergency medical services and forward it to the full city council for approval.

So first, I'd like to provide some background information regarding EMS operations and trends in EMS uh in demand for EMS services.

Uh the EMS division within the Sacramento Fire Department provides basic life support, advanced life support, and ambulance transport services for the city.

Uh 911 calls first go to the Sacramento Police Department dispatch center, and then they're transferred to the four fire medical calls to the Sacramento Regional Fire EMS Communications Center, who then provides the alert to the stations for units to respond.

SFD does not always respond to incidents with ambulances, trucks, or engines.

More recently, for non-emergency or low acuity calls, um, there are other teams that may respond, such as cases for substance abuse or mental health crises.

And since fiscal year 2019, uh Sacramento Fire Department incidents for both fire and medical have risen about 15%, which is more than double the six percent growth that fire operations and EMS staffing have seen during that same period.

Uh the number of fire stations has also stayed uh the same at 24 since 2018.

And then to help address this, EMS has more recently also contracted with ambulance services to provide basic life support services.

And many EMS operational policies are set by the county EMS agency, though Sacramento Fire Department um does maintain its own policy manual.

And the state also provides guidance and coordination.

In addition, there are outside groups such as the National Fire Protection Association, NFPA that suggest performance standards that are widely accepted.

So our audit objective was to evaluate the quality of the fire department's emergency medical services delivery and identify opportunities for improvement.

To do this, we looked at EMS processes from all stages of the operations.

So from the point when the dispatch answers the 911 calls to when EMS personnel mobilize and respond to the incidents, and when patients are offloaded for care at the hospitals if applicable.

This provides the perspective of both the provider and the patient.

And to do so, we review data on call-answer times from the dispatch center, turnout time data for Sacramento Fire Department personnel, responses from patient surveys provided by the city's ambulance billing provider, and accreditation and licensure data maintained by the fire department.

Additionally, we reviewed the various policies maintained by the department, operational standards established by county EMS agency, state EMS guidelines and regulations, state codes and best practices that are suggested by third party organizations such as the NFPA.

So for our first finding, we addressed the impact of non-emergency calls, or as I mentioned, low acuity on SFD operations.

So we reviewed data on the disposition of all the different types of 911 calls that SFD responded to in calendar year 2024.

So as I mentioned, low acuity calls are things like minor pain or flu like symptoms or other non-life threatening medical concerns.

And then of the more than 98,000 incidents that we reviewed, most 61,000 were medical and about 18,000 of those were low acuity.

So in other words, for the most common type of incident, personnel were responding to non-emergency or non-life threatening about 30% of the time.

And that means that personnel may be tied up with non-emergency calls when other actual emergencies are occurring, and this can create additional workload burden on EMS personnel.

Financially, a rough estimate shows that responding to these incident costs about 4.6 million dollars across ambulance, fire engine, fire truck maintenance, fueling, repairs, and staffing.

And combined units spent 1.2 million minutes responding to these calls.

About 20% of the incidents were homeless related, meaning that as a share of the city population, there were about four ambulance responses for each person experiencing homelessness compared to about 0.15 incidents for non-homeless individuals in the city.

Many of these calls were located in the downtown and midtown areas of the city.

As I mentioned, EMS now utilizes multiple types of units that are designed to respond to low acuity incidents with an alternative approach designed specifically for different needs.

So for example, they have teams of paramedics that respond to substance abuse related incidents with harm reduction kits and provide follow-up visits.

So our recommendation for this findings suggests that there is further collaboration that could happen with the dispatch center, which could allow for dispatch to directly dispatch alternative response units to calls, which is not currently a level of authority that they have.

This would also include continued exploration of models like the nurse triage line, where non-emergency calls are potentially routed to a nurse over the phone rather than sending out paramedics or EMT to respond in person.

In our conversations with the fire department and the dispatch center, they have indicated that they've researched this option and have identified some certain obstacles, but we believe that there might be additional consideration there.

And then other strategies could include building out the existing behavioral health crisis hotline, which responds to individuals in mental health crises, or ride share options where we can send a ride share to transport individuals to doctor appointments or urgent care instead of taking them to the hospital with an ambulance.

And additionally, we recommend that fire department continues to expand its use of alternative response units like the mobile integrated health team, which did roll out earlier this month.

So one of the challenges that they've indicated for these types of units is that the city might not be able to bill for some of these services, and so expanding their usage could benefit with also working with state officials and legislators to build out a way that we can get reimbursed for for those services.

Our second finding is that while EMS providers and hospitals countywide have reduced the time it takes to offload patients from ambulances into the care of the hospitals, there is still room for improvement to meet the offload standard time set by the county policy.

In 2023, assembly bill 40 was passed to streamline the transfer of care between ambulances and hospitals, and added requirements like establishing threshold for how much time the hospital has to take in clients.

So, for example, you could set a 30-minute patient offload time for 90% of incidents, and it requires the hospitals to develop protocols to reduce the patient offload times.

More recent data in 2025 shows that that time has gone down significantly from the even 2023 data, which was 73 minutes, and the county standard, which was 30 minutes at the time we looked at it, has slowly reduced to get to a 20 minute standard.

So for fiscal year 26, that standard was 25 minutes.

At the end of this calendar year, it's gonna be closer to 23 minutes, and then January it's gonna have to be 20 minutes.

So our recommendation is to continue to work with the area hospitals to ensure that we are they are in compliance with the patient offload times to reduce wall times for the ambulances.

So we believe that continuing those discussions is going to be helpful, and they have mentioned that there have been some changes implemented by the hospitals, and so continuing those changes will also benefit the city.

Our third finding is that the fire department has not formally adopted turnout time standards to measure their performance against.

So the NFPA standard is for units to begin traveling within 60 seconds of being notified of the incident 90% of the time.

And the performance was generally faster during the day and slower in the early morning hours.

And at the dispatch level, the dispatch centers is also not consistently meeting the call-answer times, which um again set by the NFPA's 90% of calls answered within 15 seconds.

Between January 2019 and March 2021, they did exceed that benchmark, and then they've kind of um fluctuated over the last couple years on meeting that.

So our recommendation is for the fire department to work with the dispatch center to regularly reach the call answering benchmarking times.

Uh the dispatch center did state that they are planning to add personnel, which um could help expedite call answering and processing times.

And then we also recommend that the fire department formally adopt the NFPA standards specific also specially for turnout times of 60 seconds and 90% of the time.

And then our final finding is that the fire department's continuous quality improvement committee roles and responsibilities could be strengthened.

Um the CQI committee is currently exceeding the standards set by county policy to review patient care reports to look for things like gaps in service delivery or identify conduct violations.

Um this work is done by staff on a volunteer basis, as funding constraints are always an issue, and it limits their ability to do fuller reviews of other data, such as like patient feedback surveys, and those and that information is not currently utilized uh to improve or change the policies and practices of the operations.

Um, additionally, in our review of the licensing and accreditation data, we found that there were some credentials that were listed as expired and um the fire department's internal tracking system.

Uh two of those, uh 44 that we had identified were for paramedic licenses, and then lastly, among uh the fire department's internal policies, uh many of the them were outdated.

Uh, about 85% of the policies in the EMS division um had not been updated in more than 25 years.

Uh we recommend uh for this finding that the CQI committee roles and responsibilities be clarified, um that the committee is satisfying internal policies and those guidelines set by the state EMS authority.

Uh, we recommend that patient data, uh survey data be incorporated into the quality um improvement process and be provided to the Office of Public Safety Accountability and Fire Department's internal investigators were warranted, and we recommend that processes by which employees certifications are reviewed to ensure that are um they're current and to reinforce processes that prevent certifications from lapsing.

And we also recommend that uh the fire department perform a gap analysis to identify any missing policies that need to be added to their manual of operations uh in addition to working on updating some of their policies that they currently have.

Um this concludes my presentation.

Like to thank the fire department for the collaboration and assistance throughout this audit.

Uh the response from the department is included at the end of this audit report, and as you can see, uh they've already begun working on and addressing many of the issues we identified.

Uh and before we conclude, I believe the fire department did want to say a couple of words.

So, thank you.

Mr.

Chief.

Good morning.

Good morning, everyone.

Um, I'd like to start out by just uh thanking Frisha and her auditor team for what they help us with.

Um, as we went through this audit, the Sacramento Fire Department has significantly strengthened the CMS division by uh taking part in the audit.

Um, many of the community medical services that we didn't have before, we have today uh because we work through this audit.

Um it showed us places where we could um either enhance or be innovative in the region.

And you heard us talk about the APOT times, the ambulance patient offload times at the hospitals.

That's something we have to collaborate with the hospitals with.

And although there may be penalties for us, there's no penalty for the hospital for a slow patient offload time.

So we have to um foster that relationship with every hospital in the region uh to get the times that we do have.

And as of April, we're down to 28 minutes, which I would have told you would have been unheard of several years ago when we were seeing sometimes four six hours sitting for patient offload times.

Many of the advancements are through our communications center.

We have the backbone here in Sacramento County.

Having a dedicated fire dispatch center is unique in Sacramento County that we use the whole system.

And when I mean the whole system, it's we share a borderless boundary.

So companies from the city and the county move across lines as well as medic units.

Develop nurse navigation pathways with those other units that you hear us talk about.

So the street overdose response team, the MCU, which is a crisis unit, and now MIH, which the two previous ones, SORT and MCU, they are dispatched through text from dispatch, but the MIH units are dispatched by radio.

So that's something new since the audit started.

I talked about we're actually a leader in the region in the ambulance patient offload times.

We meet monthly with the all the clinics, the rehab facilities, insurance providers, the hospitals, and sit down and work on ways to reduce those times, which makes our ambulances more available more often.

Modernization and CQI, we talked about a lot.

10,000 certificates that we manage with two people.

A lot of those certificates certificates that we hit on, the 40 that were expired, some of them are people that are employees that are going from EMT to paramedic, their EMT lack license will lapse when they move to paramedic.

We did not have anybody work on an ambulance that was not certified.

So some of the other certifications that were lapsed were I think there was 14 or 17 reserves that were licensed in our system, and we no longer have a reserve program, so those licenses go on that lapse category.

If it's not adopted locally, then it is not something that you would typically use.

Our dispatch center uses APCO, which is a public safety officials that regulate the times that we measure and dispatch.

So for us as a city to adopt one NFPA recommendation, we would have to go through council to do that.

And it would be there's a litany of NFPA books that it's it's daunting when you look at NFPA and the requirements of NFPA across the nation.

So we tread lightly with NFPA, I guess is what I'm trying to say.

So and then the 60 second um times that you see for EMS calls, that's because you're not having to turn out and full turnouts before you get on the equipment.

So you're you have less time to get ready, and daytime versus nighttime.

I think it's obvious they're they're coming from a bedside versus being maybe out on the street.

So those types of times do slow in the evening times or night time.

Um if you have any other questions, I'd be I'd just like to finish by thanking both again for this team and the EMS team is behind me, and um answer any questions you might have for us.

Thanks, Chief.

Um I would say don't don't go too far, you know.

There may be some questions for you.

Uh and uh as we get into discussion, we'll we'll see.

Some questions come up or not.

Uh so I think um do first of all, do we have public comment on this item?

I have no public comment on this item.

Okay, let's go to uh Mayor Pro Tem Gera.

Uh great, thank you very much, uh, Chair.

First, uh, you know, and maybe Chief, if you can come back up here because uh you didn't get very far, saying exactly, yeah.

Don't do this.

And one, I uh I I let me just thank the auditor and the team.

Obviously, the the audit is intended for uh process improvement.

You know, you know.

How how do we how do we look at uh improving our response issues?

But I want to hone in on um on the finding number one, I think is the most significant that um you know that uh uh 30% of those uh calls were of non-emergency were in the downtown area, and I think it was 20% were primarily on uh homelessness calls, and uh there were non-emergency calls.

Uh, and in essence, there wasn't a rush to the emergency room uh uh for an immediate uh life threatening situation.

Um and uh and I guess there let me break it down into three places uh a place to call, person to respond, and a place to go uh here.

And so first off, and uh uh you know, place to call the 988-911 um, you know, uh uh for lack of a better term, uh coordination here.

How how is that uh evolving?

So if there's a mental health call, of you know, most of the time it's our first responders that are out there.

Uh someone sees somebody that's talking to themselves walking in the middle of the street.

Um, you know, that's obviously a dangerous situation.

Um, and uh and how are, and clearly it's a visible mental health call.

How does 988 and 911 how are they coordinating those calls together?

So at the surface level, um 988 is 988 is a suicide prevention hotline in Sacramento County.

Um 911, it may if someone's call doesn't get answered right away, they may go to 911.

988 may divert a call to 911, so um if they can't handle the call themselves with their navigators, they're gonna divert it to the fire department.

Um so we have those units out on the street now today, which um I'm not sure of the measure, the the metric that we use, but between sort MCU and MIH, those are our alternative response units that can take that call now.

Um, where before we were answering all those calls 100% with either an engine and a medic unit.

Um we still may require a medic unit for some calls depending on the severity of the call.

If the person's cut themselves or something like that and there's bleeding, um so it's it's not a simple answer, I guess is what I'm starting to say, but we do have more tools to answer the calls with, um, and the coordination comes at the communication center.

Okay, the communications are good.

And then when we're looking at the response here now, um uh and I appreciate moving forward to the mobile crisis unit uh as well, uh, to uh reduce the amount of uh personnel that's not responding to an emergency call as well.

Uh now how how are how are you guys looking at um uh at where to deploy those?

Because clearly, I mean downtown obviously has the largest number of calls when it comes to that population, but we're seeing it throughout the entire city.

Um can you maybe talk a little bit about what's what the effort is to reduce the number of non-emergency calls by EMS by using the uh the the mobile crisis unit?

Yeah, so let me back up just a little bit to go forward.

There's actually three different units out on the street.

There's a street overdose response team, there's a mobile crisis unit that deals with the psychiatric problems the most, and then you have the MIH unit, which could be um non-emergency and home.

See a loved one needs a prescription field, that would be an MIH call.

They can go in the home, help them with their script and get it placed.

Uh there's a litany of calls that MIH can run because they have a clinician with them and a paramedic.

MCU handles the calls um across the city as well, which is the crisis unit.

Um they're handling the non-emergency psychiatric problems that sometimes elevate, and we have that content care of care because we have a paramedic on the unit, uh, along with a navigator.

So those are uh employed a lot in the downtown, uh, but our companies as well, they have the ability to call what we call a TAD provider, and we have over 50 TAD providers working in the department now, and that number is growing daily.

But that's transport to alternate destination, and it's a paramedic that can make the triage call that says, Hey, this person needs to go to this type of a facility.

And the company on scene will stay and wait for a transport, and that transport can happen with a number of different units, including uh the sort and the MCU units.

Okay, good.

And then I guess the the final and more of a um, I guess direction or your uh you may be already doing this or moving in this direction, but um, uh Mr.

Chair, I'll go ahead and and move uh the recommendation to the council, but also um one of the the concerns is how uh how we're coordinating with the community wellness response team and the homeless engagement and response team that are that are county run um and could be maybe doing some of that work or maybe a response to that work so that we don't have an EMS call.

As you as you mentioned, if the person if there's a person who's cut themselves and needs a medical media response, well, of course you're gonna have an ambulance there.

But in many of the situations, at least when I've done the write-alongs, they're not uh immediate emergency response calls.

They're they need uh to be addressed, but uh, but I think that's I think we still have a a uh uh coordination issue on how to maximize both all the different teams, the uh the MIH, the MCU, the the uh CWRT, and then the heart team, you know.

I think that that I think is the the coordination that I'd like to see moving forward um uh in that effort.

And I don't know if you have a you know, Captain Moore, I don't know if you've got some thoughts on this because you I appreciate your your uh you know the the effort that you've done on this, and I think it's evolved a lot uh as well.

So um Captain Moore is not with us today, but he's working on the um the uh care court for us, and we continue to add to care court, but um Deputy Chief Sharon is here and he does run the EMS division.

So I'm gonna let him talk about the heart team and CWRT a little bit to answer that question.

Great.

And the more files is what I hear, you know.

Hi, Dave Sherron, Deputy Chief.

I oversee the EMS and CMS division.

Uh so for your question with 988.

So 988 uh gets essentially two evaluations through the dispatch center.

Law enforcement has a contract with 988, they're the first line, uh, and then we at the COM Center also have a 98 day contract as well for an evaluation of 988.

So if an individual calls 911 with a behavioral health emergency, our dispatch center will uh send it over to 988 for an evaluation.

Um that is done through a phone interview.

Um if that individual hits certain benchmarks, they get referred to the CWRT, uh, which is ran through well space, and then they will respond to the field uh to the individual.

If um CDB CWRT doesn't uh feel comfortable with the incident, it gets referred back to the 911 system back to um fire department, and then with that we will respond to unit out.

Maybe because there was a scene safety issue, maybe they identified a medical component attached to the individual.

So we'll send a first responder with uh an ambulance, and then our mobile crisis unit, which is a uh paramedic who has a higher level of training uh for the transport to alternative destination program with a clinician, a clinical social worker from uh SAC County Behavioral Health.

That's a zero-cost contract that we have with the county that they um did specifically with the fire department, and then those individuals will go to the scene, they'll make a determination on what the proper transportation to the uh for the individual looks like.

Um in the EMS division and the CMS division, we took an overview of we want to send the right resource to the right patient at the right time.

Not everybody needs to go to an emergency room, so we will try to identify what's best for the individual that we're responding to, and so they'll make a determination.

We have the ability to take people strictly or straight to a behavioral health center for care.

Uh they can bypass the emergency room, or we'll take them to an emergency room for medical clearance if they hit certain criteria.

So that's how we utilize 988 and CWRT.

How many of those are we actually moving to the crib?

You know, I I can I just ask a question uh to clarify, at least for me.

What you've just described would be responded to with what?

Would it be responded to with uh with a truck and an ambulance with an ambulance only, truck only, uh non-fire uh um apparatus.

So after 988 does their evaluation, and if it gets pushed back to the fire department because for a certain whatever reason they do, it's usually a first responder in an ambulance that'll get dispatched for it, and then the company officer, the captain will make a determination on what's needed for the next part.

They'll usually cancel the the ambulance, our mobile crisis unit will go out, and then we'll uh they'll do an evaluation on the individual and determine the right course of action for that individual.

So an ambulance would respond.

It could either be a paramedic ambulance depending on the individual, or we'll use one of our contract ambulances.

Uh, and then a determination that the captain would make a determination whether that really was necessary to have on scene or not.

And and the lead paramedic on scene.

Yeah, uh the lead paramedic on scene.

Okay, uh, okay, but nonetheless, you're you're you've got an ambulance at least out there.

Yeah, if needed, yes.

Okay, okay.

I'm sorry, go ahead.

Oh, yes, and then the the final place is you know, the crib or the crisis receiving center.

Is that is that your primary location to transport somebody?

So we'll take individuals to Sat County um medical health um uh center, or we'll take individuals to um uh Sierra Vista uh down in the South area, and then there's a couple other agencies that are coming on board with the county.

Um the transports alternative destination program is uh organized and ran by the SAC County EMSA uh that's been approved by the state.

So we have to operate within their uh purview.

So they they're the ones that hold the contracts with the um facilities that we could transport to.

Well, thank you.

I appreciate the thanks, Captain Moore.

I just uh and and thank you for the helping in in uh bringing the agencies together to try to coordinate better as well.

And so, Mr.

Chairman, I think one of the the key things here is any any of uh any other methods where we're diverting folks to uh additional, like whether it's the crisis receiving center here downtown or Sierra down in the south area, I think that also helps what is um what is occurred on the offload time because if they go to the ER room, they got to stay there.

Um and uh it's almost a million dollars in in lost um uh cost hours that we're losing there.

So uh thank you, Chairman.

I think we'll move the motion there and then the direction on on the further coordination with this the heart team and the WCRT.

So, okay, we have a motion.

We have a motion to accept the audit and send it on to the council.

Uh is there second to that motion?

Well, I'm happy to second it.

All right, we have a second from the vice mayor and uh vice mayor, you're next.

Yes.

Uh first I want to commend the fire department on uh getting the wall time down from six hours to twenty-eight minutes.

That is huge, and I know it's just you know, I used to drive by Sutter and Kaiser and I used to see all the ambulances just like parked outside, and I thought they can be healthy saving people, but right now they're just sitting there waiting to offload.

So just want to commend you on your work for that.

Um then just one question for Frischa for our city auditor.

Uh on one of the slides you said it said that nearly 20% of uh the fire incidents in 2024 were flagged as related to homelessness.

Um because you're doing the homeless audit as well.

Do you have a dollar amount of what that 20% looks like?

What would be?

Um we did a very high level um calculation of what is 20% the cost of 20% of the whole fire EMS's division budget.

I'm gonna have to look it up real quick if you don't mind.

Um, we calculated if we just did a rough calculation of 20% of their 153 million a year um budget, it would be about 30 million dollars.

30 million, okay.

But I mean, some of those are you know true emergencies, life threatening, right?

Um, so but yeah, okay.

Um I think my ask then is for when you do your audit of homelessness and you bring it to council, if you can just include that number as a subcategory of city-related expenses, um, that'd be great.

Okay, we can try to think how we can audit into the staff report just because obviously there are two different audits.

Right.

Um, but how much money the fire department is spending risk responding to homelessness-related calls, I think is important to factor into the audit.

I mean, that's still dollars allocated to this issue that we're trying to address and so if there's a way that you can plug it into your staff report that'd be great sure okay yeah because that audit is going to be specific to our expenditures on the shelters but I'll see what we can do.

So it's good thank you we can highlight it.

Okay.

Thank you thank you just on the same point uh I'm assuming of that uh 30 million some of some of that is is recovered by medical is that reimbursement is that true I believe so yeah if they have you have any kind of do you have any kind of estimate on on that we did not looking look at their billings or reimbursement so I'm not sure I don't know if Fire has some numbers no I yeah any kind of any kind of sense of of uh how much of the how much of the homeless response ends up being covered by medical reimbursements.

I think what we could do because there are different focuses um so yes some of it is uh recovered through the medical reimbursements we need to get you that number and we could drill into the straight line number of the 30 million as well instead of separating the two uh the homeless audit and the EMS audit um we can work with our biller and provide those exact numbers and we can uh run it through run it by forista as well so she can see the uh okay I mean I think that would give us a more um complete and accurate picture of of what the net cost.

Yeah there's there's a lot a lot goes into it too because there's some of the that percentage are um people that call us out and then sign out they don't want our medical advice so um there's a lot that goes into it giving you that final number but we can get it sure okay th thanks chief I wanted to uh just explore this general topic a little bit further and I see Brian uh back in the the back row it's not quite ducking down but um I uh Brian can you shed uh uh any further elaboration on on uh this particular subject of of emergency medical calls for for um homeless uh sure um Brian Pedro director department community response um I have the um unique um experience and opportunity to have spent many uh years uh with the fire department and in the MS division uh so I've looked at this from both sides um the um if you recall the department community response was actually brought up to be the alternative response for the city to not have exactly what we have going on with fire and police going to calls that come out as 901 calls but are alternative response calls other than um what we have in uh DCR so we're kind of running pilot programs right now what we have in DCR we have also an alt response going um ours um I feel ties in uh in that uh all of our NRCs that are out providing outreach also provide that sort um that substance outreach along with it so um we also have the um the kits uh the um no harm kits that we hand out as well um we can transport and we do transport to treatment centers um one of the things I'm also looking at is in our shelters of uh carving off the um people that that uh want to work getting clean and sober into a separate part of our shelters so that when we take them to their appointments to get treatment for the injectables for um the chemical dependency that then they go back into a shelter with others that are also trying to get clean and not just into the general population of our sh of our shelters um so we are uh in connection with CWRT.

We work with the county heart team now, so we already have the behavioral health at our fingertips in our outreach setting um we also have the back line to see CWRT if we need a crisis response.

And then um we're looking at July to pilot our program where we're looking at taking the calls on uh the SAC PD side when they come into 911 and looking at calls that are uh non-priority non-emergency alternate calls that we can respond to and then provide outreach or transport to either substance or behavioral health.

Um the treatment to alternate destination is specific to the fire department as an EMS agency because they are an ambulance EMS agency, so they need the certification and and SAT County EMS agency to allow them to transport.

Because DCR is not an EMS agency, we can simply transport.

So it's it is much easier for us to manage alt response.

Um, and it's much closer.

Uh I mean, it as you saw 20% of these calls are homeless-related anyway.

It's likely people we already have relationships with, and then it's just a matter of transporting them to where their need is.

So uh is that transport by the police department or is it by your units?

DCR staff.

So this uh it just occurred to me while you were while you were speaking that I know in the past uh uh there were lots of instances when the when the police would be called for a behavioral health issue, and they would end up transporting a person, say to Schmick, for example, and uh so I I'm assuming that still occurs.

Yep, and so we that I I mean are we looking now?

This is making me wonder.

Are we looking at the total universe of what we're doing in terms of response to uh to those who are uh homeless or on the street or even in shelters as you've been describing Brian?

Uh and who's the who's the appropriate entity to respond and what's the appropriate uh intervention uh and resolution.

And I think this is making me wonder about whether we're taking a whether we should be taking a look at that whole whole picture or not.

I don't know if that's a question for you or not, but if you want to say something about that, I sure um yeah, because most like if you look at just the the I mean just homelessness alone, we're already we are likely already know all these individuals.

Um we already offer the substance care, we already have connection to behavioral health.

So it's it's already there.

We just haven't made it official that DCR is providing the alt response.

We are in that we have a pilot now doing essentially what we're doing now, but we have the ability to have we have nine teams out there with any one of them making contact with somebody's homeless, somebody with substance with behavioral health, and then we have the ability to transport them if they need the the key is to grab the individual when they're willing to like I'm I I think today, right now I'm willing to go try and and help my uh treat my substance uh dependency, and so you have to be able to just pick them up then and take them, which we do have that ability now.

Um if you're waiting for somebody to call uh that's gonna be far and few.

And and crisis, I'd I'd say there's a little misnomer on crisis because people that are actually in crisis are are few and far as opposed to many people that uh we see around that just have a behavioral health concern of some sort that needs to be addressed.

Um those are the people we're trying to capture.

There's very few actual crisis events.

But you're encountering those people by being out in the field, not by responding to calls.

Is that is that right?

Say that again.

The people you're encountering, and you're describing you're encountering them mostly by being out in the field and in contact with them as opposed to responding to a call that says I need help, or hey, this person's in trouble.

Can you come help?

Is that is that correct?

Uh yeah.

So we are responding to the 311 calls currently that are called for homeless concerns.

And then the pilot will be tied into 911 to then dispatch us to those calls, so it'll be both and okay.

I see.

I mean, we're a little beyond the scope of the audit, but it seems to me that if if we want to understand where where and how we get more effective and more efficient, we need to see this larger unit universe.

And so it's not so much about what the fire departments doing per se, it's uh it's about how that fits in the uh in the in the broader context, it's it seems to me.

And I you know uh yesterday morning I was coming in on North 12th, and at this at Salvation Army, there was a fire truck and an ambulance, lights flashing, and I'm a I didn't stop to inquire, but I make the assumption that that was a response to someone at the Salvation Army shelter, and and uh I if if um if that is so then uh if my assumption is is correct, then could part of that response be a a function of your staff's not out in the in the in the field on a holiday uh morning, or it would it be more likely the the nature of the call that went to presumably to 911.

Right.

So um maybe the chief wants to respond to that too or as well.

Sure.

Um and I think what we're trying to do is grab the call when it first comes in because it'll come into PD first and get triaged there.

And if it's a uh a low-level call that that doesn't so it'll get handed over to fire if there's a medical component to it.

And so if we grab the call on this side before there's medical, then we'll be looking at all the calls in the city for the person that's on the corner and looks uncomfortable and is bothering the is it maybe in a uh sitting in a uh business and they're afraid to make contact with them or tell them to leave.

That's gonna go to PD to go take that individual out.

It's probably somebody that we know anyway.

And for us to take that call and go over there and find out that it's Bob and say, Hey Bob, the you know, want you here.

Can we get you into shelter?

Can we get you into behavioral health?

Can we get you any kind of treatment today?

Then that clears that call off of their plate.

PD didn't respond, ambulances and fire trucks didn't respond.

That's the whole purpose of alternative response is to not have these units respond.

We're looking at a budget.

It's it's it's a it's it's not only a cost savings, but it's um it's a a multi force multiplier for police and fire.

Absolutely, absolutely.

Okay.

Um thanks, Brian.

Uh uh Chief.

Did you want to add something to this?

Yeah, I think that um Brian sheds a light on a lot of uh good things.

I think what we are stuck with as a city is the 24-7 response that's needed to address these calls, like you addressed the other day.

Holidays and weekends nights.

Um the fire department is there in place and has the backbone infrastructure to answer these calls.

And I think the other thing that we often forget is there's no shortage of calls.

So the calls that uh can't be answered, or do you increase due to being medical in nature, which a lot of them do, um, and we can get those numbers for you, but um they're they're the ones that the fire department is going to end up answering.

Last year we eliminated about 8,000 calls out of the fire system, so uh and that's not all with our alternate response, but that's us working with dispatch, working with ECR, working with all the partners that we have to reduce the calls to make us more available.

So Brian's work that he does with um alt response does help both police and fire.

There is that medical component that's gonna come back around, and that's what we're there for.

That's why our units have the paramedics on the units.

Um if a call does increase, you have a continuity of care from uh no-need medical aid to something that turns for the worse.

You have a paramedic there that can take them all the way to the hospital.

So, okay, um, thank you, Chief.

And and uh I think I think we all appreciate the work that that you're all doing to to try to to calibrate the right response with the right people and taking uh the to them uh if they need transport to the right place and and uh trying to do that as effectively and as efficiently as possible.

And I think it's you know, as as Brian said, to the extent that to the extent that we can divert calls from the fire department or the police department to uh an appropriate level of response, but doesn't require um you your the police response that it gives us a chance to you have the opportunity to do other things as do the police and there's no shortage, as you know better than I the things that you need need to do.

So um thanks for working.

I agree with my colleagues.

Thank you very much for all the improvements you've made.

Um I want to thank the auditor for for uh giving us a window onto this, which I think has been very helpful.

Uh I'll let you sit down.

Um, and uh there's a lot to chew on uh here, but but my thought is that maybe in the context of the homeless audit.

Uh I don't know if this will fit in the scope, but but it's exploring more this issue of the appropriate level of response with the right people getting getting the the person uh addressed to the right place.

Um maybe that maybe that's something that we should look at in the in the course of that audit.

Yeah, we're getting ready to release the next homeless audit uh next month.

Okay, is it gonna be focused more on the shelters?

Um, but I believe the next one on our work plan is interdepartmental coordination.

So I think that would uh be a good place to to explore that.

Okay, thank thank you.

Uh if uh oh uh Mayor Pro Tam Gara.

Yeah, thank you.

And then uh uh on the interdepartmental coordination.

I you read my mind, I'd punched up right there because I I want to one thank Captain Moore and uh Brian Pedro for um coming to a meeting that we pulled together on the pathways for CARES court here, and so I think what I'd like to make sure that when we look when we're looking at in departmental coordination, one of the challenges we've seen uh in to address the the cyclical part of uh repeat uh and frequent uh utilizers has been the ability for us to transfer information from from the fire department, DCRs, HMIS, and also the uh other agencies that are contacting uh individuals, so that when we are going to the public guardian, that they have all of the information because what sometimes is not available, and uh and we tease this out with our city attorney's office uh is that uh an individual might have been at the ER five or six times with at the crisis receiving center, um uh in and out of say the county jail five times, but not all of that is in front of the public guardian when they go before the judge or magistrate, and so the the real information about how to provide the best uh outcome for the individual isn't there isn't present.

So I think that's an important piece on the dysfunction in communication, so that a person who truly needs either guardianship receivership or involuntary conservatorship, you have all of the information that is present.

Uh and that unfortunately uh seems to be that there's still a data gap.

So when you get to that point, I'd like to make sure that that is part of uh how do we uh how do we do process improvement for that for the data uh getting to once it gets out of our agency into say the county or the county council or uh public guardian?

So thank you, Chair.

Thank you.

Uh and thank you for isher very much.

Uh we have a motion by Mayor Pro Tem Guerra, second by Vice Mayor Telemantes to um approve the audit and and send it forward to the full council.

Uh any further comments or questions?

If not, all those in favor signify by saying aye.

I opposed, say no, and any abstentions, hearing none, the motion carries.

Thanks very much.

We're on to our next presentation.

So let me let's get back to my agenda.

It's the 2025 audit of city employees, workforce diversity, and salary trends.

We'll turn it over to you, Farish.

Yes.

Alright.

Uh, well, now good afternoon.

Uh, Chair Dickinson and members of the budget and audit committee.

Again, I'm Frischterari, the city auditor.

Um, and with me is Chavelle Jackson, and uh who is primarily responsible for conducting this audit.

And the recommendation before you is to accept the city auditor's 2025 audit of city employees, workforce diversity and salary trends and forward to the city council for final approval.

All right, so our office has been conducting employee diversity assessments since 2016 when the city council first directed the city auditor to analyze employee diversity and compare the results to the demographics of City of Sacramento residents.

This report contains six chapters and analyzes city employee gender and ethnic diversity as of July 1st, 2025, and employee diversity trends from 2016 to 2025.

Um the audit also has a detailed section on the improvements the human resources department has made relating to diversity equity and inclusion.

Since the last audit, the Office of Diversity and Equity integrated into the Human Resources Department and continue to continues to focus on building a representative and inclusive city of Sacramento.

This slide highlights just a few of the improvements identified by the human resources department since our last assessment in 2021.

Um the report has uh a lot more.

And then just a reminder that we did create a city of Sacramento gender and ethnic diversity dashboard to allow users to analyze city employee gender and ethnic diversity uh of the data on their own.

Uh we have updated the dashboard for 2025, and um this dashboard is updated annually and again just analyzes uh more, allows you to analyze the data in more uh ways than just how we have it in the report.

Uh first we want to cover the gender and ethnic diversity of city residents, which is what we use to compare the diversity of city employees.

So, as the chart on the left shows, the three most populous ethnic and racial groups in the city are white at 28%, Hispanic or Latino at 29%, and Asian at 19.

And then the chart on the right shows the gender composition of city residents.

There are slightly more females at 51% than males at 49.

And the city uh of Sacramento has also updated ECAPs to allow city employees to update a variety of personal details, such as um gender identity, sexual orientation, and more.

Um it is a relatively newer option, so we only had about a hundred city employees report this information this time around.

So we um did not include it in our analysis for this year, but hopefully next time around, we'll have a lot more data that we can report on.

Um, this slide shows the overall gender composition of city employees by department compared to uh city residents.

Uh the red box shows the gender composition of uh city employees overall is at 36% female and 64% male.

Then, as you can see, highlighted in yellow, uh mayor and council is closest to the composition of city residents at 51% uh female and 49% male.

And then if you are interested, the audit report does um contain additional gender analyses for management and non-management employees.

Um, and then again, you can analyze more information on the dashboard.

And this chart analyzes the demographics of full-time and part-time city employees by ethnicity or race and and gender as of July 1st, 2025.

Um, so you can see on the chart about 31% of the employees that identify as white are female, and employees that identify as two or more races.

The races are the most evenly split by gender, with 48% female and um 52% male, and that's the closest to city residents.

This table analyzes gender composition of full-time and part-time city employees by department.

As of July 1st, 2016 to 2025.

So it's a lot of data, but just highlighting one of the departments you can see.

Some departments there has not been much change in those 10 years, and in others there has been slight changes.

So departments with more staff, such as the fire department, it is kind of harder to see changes very quickly.

This chart shows the gender composition of legacy staff, which we identify in this report as those that were hired prior to July 1st, 2024, compared to the newly hired employees, which were those hired after July 1st, 2024.

So the chart on the left shows the gender composition of all newly hired staff.

There were 953 newly hired employees during fiscal year 2025.

52% of them were male and 48% were female, which is really close to the gender composition of city residents.

When you compare that to the legacy staff or all staff, and then the chart on the right shows the gender composition of newly hired management staff during that same time period.

There were about 20 newly hired management staff during fiscal year 2025, and 55% of them were male, 45% female.

This chart identifies the ethnic and racial composition of full-time and part-time employees by department compared to that of city residents.

And as you can see, there is a deviation from the city population in many of the ethnic and racial groups overall in the city and in some departments.

This chart shows the percentage point difference of the ethnicities and races of full-time and part-time city employees in each department in relation to that of the city of Sacramento residents.

So the scale at the bottom shows the extent difference.

The use of red and green doesn't really convey that, like one is a positive or one is a negative.

This chart shows the trend of the ethnic and racial composition of all city employees for the past 10 years.

So as you can see, the white ethnic group has been the largest each year, but it has been trending downwards while Hispanic or Latino has been trending upwards over the years.

And then there are other groups such as Asian and two or more that also appear to be trending up a little bit.

This chart shows the gender composition again of the legacy staff compared to newly hired employees.

And as I mentioned, there were 953 during fiscal year 2025.

And you can see of the newly hired employees, their gender and ethnic diversity is closer to that of city residents.

And then the chart on the right is similar data for the 20 new management employees that were hired in 2025.

We'll go into a little bit of the salary analysis that we also did.

This chart shows the average salaries of full-time employees by gender and ethnicity.

For 2025, as shown on the chart, male employees on average have a higher salary than female employees in all ethnic groups.

The lighter blue column is always higher, pretty much than the darker blue column.

And in addition, those that identify as black or African American did tend to have a lower average salary.

This chart shows the average salary of full-time city employees by gender for the last 10 years.

And as you can see, there is still a gap between the two genders.

But in 2016, the average salary for female employees was 84.5% of the average salary of male city employees, and 2025, it improved slightly to 85.6%.

And then this chart shows a similar analysis for only the management employees.

In 2016, the average salary of female employees was 84.4% of the average salary of male employees, and by 2025, it did increase to 86.6%.

And then finally, this chart is similar to the last two charts, but analyzes all employees, excluding part-time and sworn employees in the police and fire department.

And when we do that, you can see that the pay gap narrows significantly.

So in 2016, the average salary for full-time non-sworn female employees was 90.1% of the average salary of full-time non-sworn male employees, and by 2025, the gap was narrowed to 97.2%.

And then this table identifies the average salaries of full-time employees by ethnic ethnic racial groups and gender, and the ratio of earnings relative to white males, which is the largest group in the city.

And as you can see, male groups did tend to be higher on the list, and female groups tended to be more on the bottom.

We also did analysis of each department over time that contains gender, ethnic, and racial or sorry, ethnic and racial and salary information.

The analysis for each department can be found in chapter six of the report.

And again, our online dashboard allows anyone to analyze all this data in any particular way that they would like.

This concludes my presentation, but I'm gonna hand it over to the HR department who also did want to provide some additional information on their efforts.

Okay, thank you.

Hi, good afternoon, budget and audit committee members.

I'm Samantha Hardy, the interim human resources director.

Human Resources appreciates the opportunity to highlight our initiatives supporting workforce diversity, equity, and inclusive recruitment practices.

This afternoon, diversity and equity manager Amis and Zalay Barnes will provide an overview of the work being led by the Office of Diversity and Equity, and then Employment Services Manager Ebony Heaven will review HR's recruitment strategies and ongoing efforts to strengthen outreach access and workforce representation.

And so with that, I will turn it over to Ami.

Good afternoon.

Good afternoon.

Good afternoon, members of the budget and audit committee and those in the dais and those online.

Glad to be here.

So let's jump right in.

Workforce equity.

This is our definition of workforce equity that we adapted from the city of Seattle.

It is a workforce that is inclusive of people of color and other marginalized and underrepresented groups.

And the most important piece of this is understanding structural and historical barriers, but also we want to reflect through the depth and breadth of the organization.

Workforce equity is very dynamic.

And while our report definitely reflects the trends that are encouraging of signs of work for diversity and the efforts that we are doing, we know that this is ongoing work and it doesn't stop.

So to meet our workforce equity goal, it requires ongoing and sustained systemic effort that commits to engaging with staff leadership and careholders throughout the organization.

So I really want to highlight that workforce equity is the principle and it's a practice, it's a process of ensuring fairness and justice within the organization's employment practices, creating an environment where all individuals have a genuine opportunity to succeed, contribute, challenge, advance, regardless of background, lived experiences, or identity.

So the key aspects that you see on the slide there are all dynamic, nonlinear, and they're happening simultaneously.

Some of our goals and efforts are to eliminate disparities, fair access to opportunities, career growth and advancement, fair treatment and respect, tailored strategies of support and resources as well.

And of course, dismantling systemic and procedural barriers.

Is just one of those initiatives to help do that.

And I do to make alive and operationalize all those dimensions of workforce equity collectively and citywide.

So I'd like to thank Assistant City Manager Laney and Interim HR Director Samantha Hardy for their leadership and facilitation.

Leadership is critical in this area for to move these initiatives forward.

I'd also like to extend an appreciation to former HR Director Shilly Banks Robinson as well for helping advance this work.

From 2020 to 2025, workforce equity goal was the central focus of the race, gender and equity action plan.

As a plan, it facilitated normalizing and organizing our equity work across the city and operationalizing racial equity and using a shared analysis and vocabulary, building capacity, implementing equity tools, partnering with others, using data and metrics, and also operating with a sense of urgency as well to meet our goal to reflect the city to better serve the city.

This is just a brief timeline of those efforts.

Our journey began, and wanted to give you a breath of this because this journey began in 2018 with the establishment of the office, but it was also the city's commitment to advance workforce diversity, not only inside the organization, but external.

So the cohort began with the government alliance on race and equity in 2018-19.

There, a cohort of city leaders began to work, apply racial equity lens, look at data, and really try to understand what was happening in their departments.

And so 14 outcomes and actions of the race gender and equity action plan were created in 2020.

And then that little thing called COVID hit, and that's right when we were launching the plan, but we were still able to do that through the virtual environment.

We also began to form and support equity teams, which began in 23-24.

And then we also established our equity team convening in 23 as well, so that it would maintain the ongoing work and capacity building of our equity teams.

A central approach, which is a national best practice of the government alliance on race and equity, also known as GAIR, this approach is affectionately called VNU, is visualize, normalize, organize, and operationalize.

It is the guiding framework that informs our office and our work, it shapes strategy, it shapes our efforts and capacity building.

It's important that we start off with visualizing because it is important to see and understand what it feels like to have a sacramental that looks and reflects everyone, but also works for everyone.

Normalizing racial equity and equity as a key value in our decision making and creating shared understanding, and then organizing, building staff capacity and collaboration across departments to break down silos in order to make sure that this work takes root and then operationalizing it is putting into action for decision making, analysis, measurement, and accountability.

The RGAP since 2022 consistently has had 14 outcomes.

It has 15 departments, including two charter offices.

We also were able to do a 43 equity Point Department assessment profile.

We're currently working with city leadership to actually launch that redone assessment and profile that alternates with the employee engagement survey that is conducted out of the city manager's office.

It is also, we've also been able to do in-person as well as virtual foundational racial equity and role of government trainings, and of course, the first phase of our development, equity leadership through action.

The ongoing work and support, I really want to thank the equity teams for their work and dedication and leadership over the years.

This work is takes not just the small and mighty team of the Office of Diversity and Equity, the HR department is behind this, as well as the city manager's office, but the equity teams in the departments working and talking with city leadership and trying to understand the nuances to this work are critical to advance this work moving forward.

So this is just a brief timeline of the ongoing work and support.

And the two things that I really want to highlight here is that this work is emerging from workforce equity.

We want to look at other systems and processes and procedures with the race gender and equity action plan, but not lose workforce equity.

The other key piece is that we are integrating the results-based accountability framework, which is Clear Pat Clear Impact Software Program, but it's a which is also known as RBA, which is about identifying key equity centered performance measures that advance equity, but also that tells the story of what those performance measures and those outcomes are.

So that's really the transformation of the RGAP moving beyond 2025.

What we learned, we learned that the most common RGAP outcomes that teams resonated with or felt they needed to work on were two, 10, 13, and 14.

Two and 10 were often paired together.

As you can see, this was about career development or outreach strategies.

13 and 14 was about capacity building, career development, professional development.

And so those were often paired together as well.

Some of the changes that we have been able to see has been better collaboration across city departments, the normalization of this work, and in the hiring and interviewing process, which you'll hear more a little in for the rest of the presentation.

Departments being more organized in their efforts and more thoughtful about embedding equity at the beginning of the process, expansive in thinking and looking at external care holders and how community can help and collaborate and in terms of advancing messages around outreach and encouraging communities of color as well as marginalized communities to see the city as an employer.

While the cohort that began in 2018 reflected the depth and breadth of our city leadership, the one lesson learned is that it's important to develop goals and performance measures without the input of staff, cannot necessarily make those performance measures take root.

And that's informing our process about how we're transforming the RGAP currently.

And in that transformation is, as I mentioned, equity-centered results-based accountability framework, which we're very excited about.

This is a very precise framework where you identify performance measures that are directly from the equity teams, they're equity centered.

We've been able to collaborate with the Sacramento County Department of Family and Child Services at the County in order to access this clear impact software, which will enable us to do a turn the curve strategy on these performance measures.

So we're very excited about that.

That came off the heels, and as a result of the networking, because we had a race gender and equity action plan.

We were positioned and invited by the government alliance on race and equity to participate in their jurisdiction evaluation learning exchange from October 2024 to 2025.

This enabled us to receive technical assistance, especially during budget challenges, to receive that technical assistance really boosted the way that we're going to collect data, the way that we report the results, and the way that we'll be able to support the equity teams.

Ongoing efforts, 2025 and beyond employee resource groups.

Want to highlight here that all of our new hires receive information about ERGs during onboarding and through the city's learning management system, including opportunities to get involved.

Our office is also a point and a liaison for all ERGs as well.

In addition, all employees receive annual communication regarding ERG opportunities and participation.

And in September of 2025, the city implemented the employee resource group policy to further the city's goal of reflecting the community we serve.

And so our office is currently working with the Office of, excuse me, the African American Leadership Employee Council, Asian Pacific Islander ERG, Women's ERG, and the LGBTQ plus ERG to support the establishment and recognition of these structures under the ERG policy framework.

Also want to extend an appreciation to the efforts of city staff.

Emilio from the City Attorney's Office, Jessica from Community Engagement, Council staff Eduardo from Vice Mayor Telemante's office, along with the Vice Mayor Telemantes and Mayor Pro Temguera to help bring staff community together to see the interest for a Latinx Hispanic ERG.

So really appreciate that.

The developing equity action through leadership, that's our Delta program.

So in 2024, we did listening sessions with staff, particularly staff who are not in offices or have access to offices.

We wanted to understand how we can help build the capacity and include them in trainings and other initiatives and efforts around diversity equity and inclusion and racial equity in that.

And so we'll be that will be informing our program.

Our future goals currently, right now, are to create managerial tracks as well as develop learning journeys through the city's learning management system.

We also in 2025 implemented our Curiosity and Open Openness Series along with our annual 21-day racial equity habit building challenge.

Lastly, we will be working with city leadership and the implementation of an equity point assessment to measure areas of organizational commitment measurement to continuous quality improvement.

This will not only help us understand the needs of departments, but it will help us elevate strategies to a citywide level as well as inform future work.

The RGAP was intended to be a five-year plan.

We know practices needs and strategies need to change.

We are at exciting time to strategically align and embed equity-centered RBA results-based accountability as an approach to implement city equity-centered initiatives, which are currently underway, efforts, long-range planning, and strategic priorities of city leadership and council, as outlined in the Sacramento Centered on Race and Equity Work Plan, just approved by the Racial Equity Committee, and of course the One City One Future Strategic Priorities Plan that was just launched earlier this month as well.

So now I'll turn it over to our colleague Ebony.

Good afternoon.

My name is Ebony Heaven.

Hi.

My name is Ebony Heaven, human resources manager for employment services in the HR department.

And I'd like to discuss a few recruitment strategies we've implemented to diversify our workforce.

Employment Services has focused heavily on modernizing recruitment processes to improve both efficiency and accessibility.

One of the most significant advances has been the expansion of online civil service examinations, allowing applicants to complete examinations remotely and on a flexible schedule.

This approach broadens access to candidates who may otherwise face barriers to attending in-person examinations.

Additionally, we've implemented automated scoring methods, particularly with training and development or training and experience examinations, which has significantly reduced manual processing time.

Collectively, these efforts have shortened recruitment timelines by approximately five to eight weeks while also improving consistency, confidentiality, and overall operational efficiency.

A major priority for HR has been ensuring that recruitment practices align with the city's equity and inclusion goals.

Since 2023, all staff participating on an interview panel are required to complete an implicit bias training focused on recognizing and minimizing unconscious bias during the interview process.

We have also worked to modernize examination content and classification specifications by removing gender specific language or exclusionary language and partnering with vendors to ensure equitable assessments and practices.

In addition, human resources is reviewing minimum qualifications across classifications to identify opportunities to substitute experience, certification, demonstrated competencies, and place of rigid degree requirements where appropriate.

These efforts help to reduce barriers to employment and create more equitable pathways to city opportunities.

We recognize that long-term recruitment success requires proactive workforce pipeline development.

To ensure this effort, we significantly expanded outreach efforts through social media platforms, community events, strategic marketing initiatives, including the use of city owned billboards.

We also established a general intern classification, which allows individuals as long as as young as 16 to gain workforce exposure without requiring minimum qualifications.

In addition, departments are being encouraged to strategically utilize non-union classifications to help develop internal pipelines to fill hard to fill classifications.

These initiatives are designed to broaden access to employment opportunities while strengthening the city's workforce.

Beyond recruitment, HR has also focused on improving the candidate and new hire experience through the implementation of a centralized onboarding platform.

This platform automates pre-employment tasks, streamlines document completion, and provides employees with early access to important information and resources.

The onboarding platform creates a more consistent and transparent experience citywide while reducing delays and administrative burden.

It also supports equity and accessibility by allowing employees to complete onboarding requirements electronically and at their convenience.

These improvements better position employees for long-term success and better engagement with the organization.

While HR has made significant progress in modernizing and improving the city's recruitment practices, several workforce challenges continue to impact public sector hiring both locally and nationally.

The city continues to operate in an increasingly competitive labor market where many employers, both public and private, are competing for a limited pool of candidates.

The challenge is especially challenging for highly specialized technical or hard-to-fill classifications where candidate availability and market competition is strong.

At the same time, HR must continue delivering high quality recruitment services while navigating staffing limitations, budget constraints, and increasing service level expectations.

Departments are seeking faster hiring timelines, improved candidate experiences, and greater workforce flexibility, all while maintaining compliance with civil service board rules, equitable hiring practices, and operational consistency citywide.

In response to these evolving needs, HR remains focused on long-term workforce sustainability and strategic modernization efforts.

We will continue focusing on modernizing classification structures, strengthening workforce analytics, and expanding educational partnerships and identifying innovative ways to streamline hiring recruitment processes.

Equity, accessibility, and workforce sustainability will remain central to all recruitment and workforce development strategies.

HR is committed to ensuring recruitment processes are equitable, transparent, accessible, and reflective of the diverse communities we serve.

The city's long-term goal is not only to fill vacancies, but to build a sustainable, inclusive, and high performing workforce that is prepared to meet the future organizational community needs.

This concludes HR's presentation, and we're happy to answer any additional questions you may have.

Okay, thank you.

Thank you very much for for that.

Very thorough presentation.

And uh Councilmember Maple.

Thank you, Chair, and really do appreciate the thorough presentation.

I think especially because you know, I think being reminded of a lot of the work that's happened over several years before some of us were on here on this diet, including myself, is important.

Um, and then the work that's happened to address the things that have come up in previous audits is important too.

So I just wanted to open with that.

I remember before I was elected to this council several years before then, I was sitting in that audience um advocating with then um then council member Angeli Gashby and others on the very first diversity and equity and inclusion audit.

Um, and that was a huge milestone, and I thought it was a great way.

I believe on any policy issue, whatever it may be, you have to understand first what the problem is.

If there is a problem, have the data, have an understanding, and that to be able to actually address what comes next.

A lot of times some of some uh folks will try to come up with a solution before you really understand what the problem is, and sometimes the solution is not actually the right one.

Um, and so I'm really glad I that that we do this continuously.

I think we've learned a lot over the years.

Um, and I think that because of that work, you all have been able to implement very real strategies internally in the city to make sure that we have um we we make the changes that we want to see, and we're already seeing the outcome of that.

And I think that's that's evident if you look at the reports over time.

So I just wanted to say that's exciting, and I'm I'm you know, glad and looking forward to future ones and continuing that work.

Um, the only major question I had was around the gender pay disparities.

Um, so as I read the report, basically, it's we didn't do like a study of the actual of actual pay of you know gender pay throughout the entire city, we kind of did an averages of certain positions.

Is that right?

It's very high level.

I mean, doing a gender study by looking more detailed on every specific position and you know, experience, education, qualifications of every uh person in each of those positions is just is beyond the scope of this audit.

It's very high level.

It would need to be, you know, if we wanted to do something like that, we would need to have you work on a different specific audit to do that work because it would be okay.

I think that's really important to point out because I don't want anyone to to read this, you know.

And I I know that you pointed out in there that that it's high level, but I just want to say for on the record that, you know, it's not necessarily that we're seeing a problem here at the city.

We don't actually know that per se.

We just know that there's some high-level trends and there's trends also nationally, and so we can we can glean some things from that.

But um, yeah, I just I just think that's a good thing to point out because I don't want anyone to take, you know, I don't want the headline to be, you know, gender pay disparities without us really understanding that.

And so okay.

Um, with that, I I'm happy to move this.

Um, and just wanted to say thank you for the work.

I know um it's been iterative over time, but it always gives me I always get excited when I see this on the agenda.

So thank you.

All right, we have a uh motion to uh accept the the audit and forward it to this one go to the council.

Yes.

I'm not looking at it at the moment.

Okay, it goes to the council.

Thank you.

Uh, and a second by the by Mayor Pro Tem.

Uh do we have uh any speakers?

I do have one speaker, Lambert.

Good afternoon.

Afternoon.

Uh this is this is exactly some of the things that I'm uh challenging at City Hall.

First of all, uh I would like to thank the auditor for confirming what I already know, and also Amy.

Now, there was uh an article when I returned home.

There was an article in in the uh newspaper called Sacramental News and Review.

People should study this.

And my family showed it to me when I moved home.

It was called the H and R Barnum and Bailey racist scandal at City Hall.

And that I have no idea how many years ago that was, but I'm looking at the same thing today.

They tried to blame Donald Trump for resisting DEI, but if you look at these graphs, uh they there's been resistance.

We've documented before he even became president.

Now, here we look at uh blacks are always at the bottom of salaries.

Are you telling me that black people who go to college and get degrees are still at the bottom?

How is that possible?

Also, uh, why are whites always at the top?

What's that about?

Also, Asians.

Uh, I've often said it was uh my van who confirmed that 25 percent of the workforce at City Hall is mom.

And moms are not 25% of the city.

That's a quota system, and I put that on record at City Hall.

Quotas are illegal.

Also, it's it Ami made a good point.

She said the outcomes can't take root without staff support, and most of the people who are implementing this resistance are still on the payroll as city hall.

Chair, I have no more speakers.

Okay, thanks for your comments.

Thanks for your comments.

Um, this is this is important work, and the commitment uh uh has to be uh one that that uh it is um felt uh throughout the organization.

Uh so uh we've taken some time um today, but it's worth it.

And and it's both important to do this uh updating every um period interval of of time on a regular basis, and it's important to know what you're doing from a human resources perspective to have the city workforce reflect our city.

Uh we know that we know that that is meaningful, and in every sense, not not just in numbers, but but in pay equity, uh in positions uh of responsibility and management uh in it in every respect.

So um thank you for the presentations.

Uh we know there's still work to do that's that's apparent from from what we see, but but I think it uh the fact that we examine this is also reflection uh of the of the commitment that we have to to strive even to be better uh uh over time.

So with that, we have a motion and a second.

If there's nothing further, all in favor, signify by saying aye.

Aye, pose say no.

Any abstentions, hearing none, motion carries.

Thanks very much.

And we're on to our next item, which is item uh eight updates on current city council member proposals that have been heard before the budget and audit committee.

And I think we have Amy here to walk us through the spreadsheet.

Great.

Um, good afternoon, Chair Dickinson and members of the budget and audit committee.

My name is Amy Lyons.

I'm chief of staff to the city manager, and I am pleased to provide an update this afternoon on our council proposal log items that have come before budget and audit committee.

Um I'd like to begin first with just a very brief overview of how the current proposal process works.

Um, this is a process that was instituted a few years ago to where the council proposes an idea, so a council member office proposes an idea and submits a council proposal request submission to the clerk's office, which then is reviewed by the mayor, city manager, and the city attorney's office.

At that point, the proposal idea, either there's refinements being asked back to the proposals, or it gets assigned to an actual committee.

Uh, once it reaches the committee, the proposer office then also presents this idea to a committee, so say budget and audit, and then budget and audit.

Here's this proposal idea, and at that point in time gives a thumbs up or maybe asks for refinements, but if it gives a thumbs up, it then gets assigned to the department to work on the idea.

Um, so and at that point is when I start tracking the log, um, and at that point, also, you generally speaking, the staff assigned to that particular proposal idea reaches out to that council office, learns a little bit more, and again I start updating and maintaining the log as it progresses as this council proposal idea becomes goes through the system.

Just so you understand the tracking log itself is actually housed in our Microsoft Teams under a OneDrive under the OneDrive account and is shared to all its staff for visibility.

It includes both current and past proposal for easy reference.

In addition, just to add, we've added a new process to this entire process, which is called a closeout memo.

So when an item goes through the entire process and an ordinance gets amended, or a program gets uh launched, we then send a memo out to formally request closing out that item and concluding that item from the active tracking log, and it's put on a concluded log list.

Through this process, there are currently 18 active council proposals being worked on and tracked, and today we will just be reviewing the three from the 18, and you all have copies of a large spreadsheet here, and there's copies for the community behind me if if they're interested.

So we'll start with the first item.

You'll see on the far left.

What happens is the log or the council proposal gets assigned a number, and this number is it marks the year 2025, and it's the first one of 2025.

It was submit date was actually January 31st of 2025.

And the subject item is the authorizing staff to begin the process of creating a mechanism to fund community infrastructure that boosts tourism markets, North Natomas, and improves opportunities for hotels and businesses.

This council sponsors included council member uh Kaplan and Pluckybaugh, and our department lead is Office of Innovation Economic Development and the Finance Department.

The mayor, this gives you several times, and the mayor did review.

There's some refinements as you can see in the status notes to the far right.

This this particular proposal idea had lots of refinements, kind of some um some tweaks along the way, but the mayor reviewed it a few times.

It went to law and ledge in August 26 of 2025, to budget not, my apologies.

And meanwhile, what's happening?

If you go to the far right where my status notes are, I always start with the item that's the most recent.

So the date, this was last updated was May 18th of 2026.

And there has been a meeting with the hoteliers, visit SAC is deeply involved in this process, and so they're moving towards an assessment and looking at building out an assessment for this work.

But if you go again down, you can see all the different dates and times that staff reached out, and maybe when there were pauses or questions being asked, and so this particular item is moving along.

If there's any questions on that item, do my best.

No, okay.

The next item we have here.

Submit date was October of 2025.

This is a quest for illegal dumping.

It was a request for staff to come up with a very specific program to address illegal dumping issues that we see citywide.

We do address our illegal dumping in one offs, but this is asking staff to look at the numbers, understand what's going on, and come back with an overall program, looking at being more efficient and comprehensive in our approach.

This and Councilmember Dickinson, you can correct me if I'm wrong, um, on any of those details, but you are a sponsor as well as Councilmember Vang and Council Member Maple, and uh the department lead is uh recycling and solar waste, but it does include many other departments are involved actually in developing this program.

But our lead person is um in recycling and solar waste.

The mayor reviewed it on November, and then um it went to BA on the third.

Now you'll notice on this that the council on the legislative body review uh to the far right, the council column is highlighted in green because when it's done, it's gonna go to council next.

So that's an indicator as to why you know that column is green.

And the last update I got was on May 16th, and they are um finishing up their data collection and they're beginning um their analysis.

They're they're hoping to come back in the fall, and all of this is listed, all the dates are up to date on you know where it's been and where it's headed.

So it's it's on its way.

I just have a quick um process point, that's okay.

Um Michael Benjamin, my office uh no longer works there, and so um we'll we'll talk offline about who the best person for my team is to connect.

Thanks, thank you.

Well, we're on that one, Mr.

Chair.

Okay, I I think I I think I made the motion on moving that one and asked to be uh listed as a co-sponsor.

That's that's all clarification.

Well, I will definitely um add that.

And I will mention that I do have um monthly meetings now with each of your staff scheduled and will be ongoing.

So this will always be one of the items that I just bring up.

So it's just gonna be something we you naturally talk about more often.

Um, and I understand I'll be coming to lawn ledge a bit more.

Maybe I'll be coming to budget a little bit more so we can just keep tracking these and moving them along and making sure the data and the information is correct.

Um, okay, and the final one we have here is an item that came in submit date of uh November of 2025, and this is District 2's enhanced infrastructure financing district, and council sponsors were uh council member Dickinson, Vice Mayor Talamantes, Councilmember Maple, and Councilmember Gedda.

And this was assigned to our Office of Innovation and Economic Development and our finance department.

This item has gone through, went to budget and audit in December of 2025, no 2026, and went to council um this spring.

So what I understand is that um we are doing some fiscal analysis right now, which is three months of work, was what the estimate was, and then we'll be bringing it back to council as soon as we can.

Yes, as soon as we can.

Yeah, be tracking that.

Underlined.

Uh okay.

Uh Amy, thank you.

Um Vice Mayor.

So is this gonna become the new process where uh you come to budget and audit to present where we're at on all these policies that we have passed?

I'm a I I don't know, I haven't been directed to, but law and ledge directly to do that, so I was just assuming that that would be the case here.

Yeah, yeah, that I mean it's great because uh, because I'm not on law and ledge, so it's great to hear like an update, but yeah, yeah.

So I think both the chair of lawn uh legislation uh as well as I think it it's very helpful to have these presentations on a periodic basis on a regular uh basis, even though uh this information is accessible uh in teams, it's uh it's it's it has a home there, which uh I will admit I didn't know before we had a similar presentation at the law and legislation committee.

So we can look at it any time, but I think it's still helpful both for us and the public to have these these routine updates on on how the uh proposals are progressing.

Well, um, like are we gonna do this quarterly or every other month, or what's the plan?

I'm trying to remember what we were we talking about quarterly.

Well, I can tell you what we um have done at Lawn Ledge, which was uh we we I think it was quarterly, it was what we landed on.

Yep.

Just to make sure that everyone's updated in public about how things are moving, but not necessarily so much so that you know you're getting the same updates over and over again.

Yeah, yeah.

So I think that's a great plan.

I think that's the the uh the plan is is as quarterly.

Okay, great.

Thank you.

Any uh other questions uh for Amy or comments?

Thank you, uh Amy.

Keep them keep them moving.

And do we have some members of the public who wish to address this item?

Yes, Chair, I have five speakers.

Lambert, Douglas McPherson, Glail Sawa, Greg Chapman, and Ann Amato.

This is outstanding.

This uh long paperwork that they gave us, because it gave me an opportunity to comment on who's on here.

Now, we it's been me who actually brought up that we're concerned about Mr.

Plucky Baum not being on the rostrum a lot.

He's late, he leaves a lot, and he shouldn't be part of any sponsorship till he tightens that up.

It's a lot of people watching his behavior, by the way.

Now on district two, I like the people that are connected with that.

Mr.

Dickinson, uh Vice Mayor, Telemantes, uh Maple and Gerard.

I know they care about District 2, so they should be able to get a lot of things accomplished.

Now, what concerns me about that is that somebody mentioned uh the Department of Economic and Innovation.

That department during Measure U, and I went to a lot of measure you commissions, they did not properly uh allow the Measure U Commission to QA them.

That's a violation of the Brown Act.

They should have, and when Mrs.

Dickerson was here, we never had that problem because she knew the procedures, and Minti was not there that night, so that's why they panicked and they let that department, and by the way, that department relieves uh receives a lot of uh economics from Measure U.

They receive a lot of money, and and guess what?

I was scheduled to speak to them, and asked Rogani and the rest of them panicked, and they decided we'll let the last nine minutes of the commission go to that department, and they didn't nobody had a chance to talk to them.

So they should have to come back in front of the committee before he.

Next speaker is Douglas.

Good afternoon.

Uh good afternoon.

Thank you, Chair Dickinson and members uh for letting me speak this afternoon.

It's not morning any longer.

My name is Don McPherson, I live in Midtown.

I'm here to advocate for a public bank in Sacramento.

As you know, this body approved 250,000 in May of 2023 for the completion of a viability study and business plan for public bank.

That money was put on hold.

A public bank is needed now more than ever in Sacramento given the budget deficits, federal rollbacks, and deep cuts in housing and climate funding that we are experiencing.

I know this is a tight time for budgets, but I believe that our team of public uh bank advocates from our community have found sources for these funds, which we have shared with you in written comment.

It would not affect staffing.

I would ask that you reintroduced a 250,000 dollars into this year's fiscal budget, given that it was a great idea in 2023, and it's an even better idea today.

And Chair Dickinson, I would ask that you agendize this topic on future budget and audit committee meetings.

Thank you so much for your time.

I appreciate it.

Thank you, Chair, and members of this committee uh for the opportunity to speak.

My name is Goli Saba.

I'm a volunteer with the Sacramento Public Bank Project of SAC Act and Sacramento Climate Coalition.

As you're aware, funding for an RFQ, as my husband mentioned, uh was passed by uh unanimously by the budget and audit committee.

Um you already know that the community members and organizations have been working for, preparing for uh early on in this budget process to reissue funding for the SAC Public Bank RFQ.

In March uh 20 the twenty March 24th, the mayor and council were supportive, and the mayor asked for a timeline uh of the past RFQ and said that you would uh determine whether to place it on the agenda on the council or the budget and audit committee.

Um just last week, the treasurer responded to us last uh stating that um he had no reservations based on his interest or time on this project, but just mentioned that no council member has submitted this in their budget request.

So here's our ask.

We request this committee to reaffirm their previous commitment with another motion to place the 250,000 for an RFQ for a viability and business plan on this year's budget.

Of all of the budget asks, this is the one or one of the few that when functioning can actually bring back millions and multiply our precious tax dollars to help fund our communities' needs.

And that's why we've researched and submitted a document with multiple options.

There's A, B, and C.

I'm not going to go through the whole thing with you, but just to mention that B and C do not involve any sort of cutting from any staffing.

B basically takes uh it says earmarking funds from community reinvestment grants.

There was a uh we would take 250,000 from the California Natural Resources Agency Community Reinvestment Project from Thank you for your comments.

Your time is complete.

Next speaker is Greg, then Ann.

Thank you for your comments.

Thank you.

Thank you.

Is it Greg here?

No, okay.

Anna Motto.

Good afternoon.

Good afternoon.

Hi.

Members of the audit and budget committee.

I'm Anna Mato.

I'm a retired social worker and member of the Sacramento Climate Coalition and their public bank project.

I'm here to ask your support for the public bank for Sacramento while you're looking at budget cuts.

I recognize that you can save the city a great deal of money while addressing urgent needs with establishing a public bank.

The public bank can offer small business loans to those who are unable to obtain them from big banks, funding to low cost for low cost loans for affordable housing, funds for other improvements for our community, like addressing homelessness.

Public bank can offer low cost lines of credit, keep public interest dollars in the public sector.

So you keep the money in the community rather than going to Wall Street, and to reduce overall borrowing costs.

Currently, my understanding is that 50% of the cost of a bond measure goes to interest, and that money goes to Wall Street.

And all this saves the city in interest and underwriting fees.

Thank you.

Chair, I have no more speakers on this agenda item.

Okay, thank you to all the speakers.

Councilmember Maple, did you want to make a comment?

If I may, Chair, and I I recognize this is not on the agenda, so obviously we won't be able to make any decisions related to public banking here at this meeting, but I do want to say, generally speaking, that I've met with the proponents of this measure, and I personally think that this is something that's worth exploring.

Absolutely.

I do recognize the history as well as it was before my time on this council, but I do know that there's a history of allocating money, and it never went that way, and there were a lot of different reasons behind that, so we don't have to get into that here.

Um, but I also want to say that there's there's big questions too.

The one question for me is you know, the 250,000, that was from 2023, knowing how much costs have gone up.

I really wonder whether that's the actual cost of doing the feasibility study now in 2026 or 2027 versus in 2023.

And you know, we're being in government.

We have seen the cost skyrocket on almost everything.

So that's that's a key question.

And then two on some of the um possible sources.

I really want to appreciate everyone who showed up to speak and the work that they put into looking into the budget.

It's not easy to do, but um, really finding ways that we could look into, and I think those are worth exploring, but we really don't have a way of knowing right now whether or not those are actually grants that we could pull from.

We'd have to do some research into that, and so um, as much as that, you know, it may be disappointing.

My my thought is that this is worth exploring in the new in the next budget cycle, um perhaps through budget and audit if if you want to do that, chair.

Um, but I I just I think it's it'll be really challenging to try to move this forward in the current budget process.

That's just my personal opinion.

Thank you.

Well, thanks.

Thanks for those comments.

I I would largely um agree with with them.

I appreciate the the advocacy and uh I think there's some conversations that that uh need to occur in internally just to to determine um the feasibility of this uh I appreciate the fact that you've made um concrete suggestions uh rather than just asked for something you you've suggested where it could be funded from, and that's a great great degree of responsibility that uh many of us resist uh in the similar circumstances.

Um so this is still a live conversation.

Uh I think it's also uh instructive to watch what's going on in the in San Francisco in particular uh and the Bay Area as as well.

Um, which I know has been something of a of a limitation on the feasibility uh uh from the treasurer's point of view in pr in pursuing this.

So it is it is uh not a dead letter by any means, and I think I think uh there uh is the opportunity to to talk talk about this further, see if it fits, see if it fits an agenda uh in the future, and uh thank you again for for being here and for being consistent and steady.

This uh item requires no action.

It was a um update for us, so we'll move on to committee comments, ideas, questions, and meeting reports.

If any seeing none, do we have any uh members of the public who wish to address us on items not on the agenda?

Chair, I have one speaker, Lambert.

Okay, speaking on matters not on the agenda.

This one I had to to keep notes.

Um I normally look up at you, but I gotta really stay on this to get it right.

First of all, I'd like to send a shout out to Chairman Dickerson for bringing up Medi-Cal for people who get picked up by fire or ambulance.

I never knew that.

And the city should know if they're being reimbursed.

If they don't, people should be reprimanded for that.

That's a county.

You should know how much money you receive from Medicare when you pick people up.

Also, uh there was a study done called the leadership group race equity, and uh Lady Milstein was part of that group, and we were trying to figure out where the 250,000 went.

When I asked the race alliance committee, they said they didn't receive any money.

And one of the main reasons why we're having problems at City Hall is that people are not paying attention to people who like me who come up here to talk.

It's very rude, as you learn that as a child to not talk when other people are talking, but it's being recorded anyway.

Last time I was here, I mentioned about the no written agreement about wide open walls, and people got emotional.

When I start asking the question of who wrote the seven checks, everybody got quiet.

Well, the millennials have found out where those checks came from, and I don't have time to announce it today, but it's coming, and it's gonna shock a lot of people where those checks came from.

We know where they came from now.

Uh also um this race, this uh measure you uh innovation and economics, they should not get funded until they go in front of the measure you commission.

Right.

Thank you for your comments.

We have no one else to address this on matters not on the agenda.

So we're gonna adjourn into closed session.

If we get one more member of the council to join us.

Yes, thank you, Chair.

If we can get one more council member to join us, we will then adjourn this meeting directly into closed session rather than having to call to order that meeting.

We're gonna let the auditor staff go have lunch.

Thank you.

Can you guys go on to the do we have to see what he's talking about?

Thank you.

Yeah, and then I guess.

Okay, now you need some project.

So good afternoon.

We are calling a closed session meeting to order.

We're um calling this special meeting for the purpose of a closed session.

I have a quorum of council members and chambers.

There are two items on that agenda.

We have no speakers on any of the agenda items on the closed session agenda.

The first item is conference with labor negotiators, government code section five four nine five seven point six.

Designated representatives are Laney Millstein, Aaron Donato, and Tim Davis, employee organizations are Sacramento Police Officers Association and Sacramento Area Firefighters, Local Five Two Two.

Second item is public employee performance evaluation, government code section five four nine five seven B1.

Title is City Attorney.

Um and Chair, you may now adjourn to closed session.

Or adjourned in closed session.