Rancho Cordova City Council
July 18, 2022

ii. Project Registration services consisting of registering the PROJECT with the USGBC/GBCI and managing the LEED On-Line service for the PROJECT.
iii. LEED Design-Phase Kickoff Meeting services including:

1. Facilitating a kick-off meeting, inclusive of the OWNER and design consultants, to set the stage for the LEED design-phase process.

2. Assessing specific LEED prerequisites and credits as either “Taken,” “Potential” or “Not Applicable” and assigning LEED responsibilities to individual owner and design team members. iv. Maintain and update the LEED assessment throughout the duration of the PROJECT.
v. OWNER’s Project Requirements & Basis of Design services consisting of documentation to support Fundamental Building Systems Commissioning including:
vi. Developing a preliminary OWNER’s Project Requirements (“OPR”) Document (required for the LEED Commissioning Prerequisite), defining key performance requirements for building systems serving as a basis for evaluating potential sustainable design ideas.
vii. Lead the PROJECT team in developing a narrative Basis of Design (“BOD”) that documents the significant programming and design assumptions and strategies for the PROJECT.
viii. Commissioning specifications to verify the commissioning requirements are included in construction documents.
ix. Sustainable Design Charrette services consisting of:

1. Facilitating a half-day workshop to refine PROJECT goals for sustainability and LEED certification.

2. Brainstorming green building design strategies.

3. Refining the LEED assessment, roles and responsibilities.

4. Leading the team in a discussion of the design and construction strategies that are most effective for the PROJECT and the corresponding LEED points associated with each strategy.

5. LEED Design Review services consisting of reviewing major design milestone submittals for compliance with targeted LEED credits, OPR, and established sustainable design goals.

6. LEED Specification Review services consisting of reviewing the PROJECT specifications for compliance with the targeted LEED credit requirements, as well as general contractor instructions regarding LEED certification.
g. Prepare and issue a detailed site logistics plan illustrating construction project ingress and egress, staging, haul routes, management office location, etc. i. Provide a Value Analysis report based on the issued Design Development Documents. Include suggestions for alternative building systems where appropriate. Alternatives to include opinions regarding impact on PROJECT cost, schedule, quality, and operability.

ITEM 19.1. ATTACHMENT 2

ii. Prepare the GMP based on the completed Design Development documents.
iii. Develop a detailed construction schedule to complement the GMP. h. Deliverables at completion of Design Development phase i. One approved Design Development package including:

1. One approved Interiors Design Development Document set.

2. Detailed site logistics plan.

3. Detailed construction schedule.

4. GMP for construction.

5. Value Analysis report.

6. Updated Master Development Schedule.

7. Updated Master Development Budget.

4. Development of Overall PROJECT Guaranteed Maximum Price (GMP) DEVELOPER will assemble the documentation listed in section 4.d herein and prepare them as necessary to serve as exhibits to the Development Agreement for development, design, and construction of the PROJECT. DEVELOPER, in cooperation with OWNER, City Counsel and senior staff, will negotiate the terms of the Development Agreement for development, financing, design, and construction of the PROJECT. The Development Agreement will include a detailed plan for procurement of all construction services in accordance with an OWNER approved procurement process, as necessary.

5. OWNER Responsibilities
a. OWNER shall provide in timely manner full information regarding its requirements for the PROJECT.
b. Reviews
i. The OWNER or his/her designated representative shall review or cause to be reviewed on behalf of OWNER all reports, plans, and
recommendations produced by DEVELOPER, and render, in accordance with the PROJECT Schedule, all decisions requested by DEVELOPER, which may be necessary to perform the PROJECT Work in accordance with the PROJECT Schedule.
ii. All decisions rendered by the OWNER or his/her designated representative shall be binding upon OWNER. Furthermore, it is expressly understood that all OWNER communication to DEVELOPER or any of its Consultants or their employees shall be issued solely by the OWNER or his/her designated representative and delivered exclusively to DEVELOPER. All communications from DEVELOPER or any of its Consultants or their employees to OWNER shall be issued solely by DEVELOPER and delivered exclusively to the OWNER or his/her designated representative.
c. Deliverables
i. OWNER shall deliver in accordance with the PROJECT Schedule all existing and available record documents pertaining to the property and ITEM 19.1. ATTACHMENT 2

improvements that are envisioned to be redeveloped under the PROJECT.

This will include but not necessarily be limited to:

1. Record documents for all past site hazardous materials testing and remediation

2. Record documents for all underground utility services including electrical power, communications, natural gas, sewer, and water for the PROJECT site and all adjacent offsite areas.
ii. OWNER shall make available representatives of all of the various departments of the user group(s) that will occupy the proposed new facilities for consultation and review for the purpose of DEVELOPER’s needs analysis and programming work.
d. The OWNER hereby designates _________ or his/her designee (the “OWNER Representative”), to be its designated representative for purposes of contact between the OWNER and DEVELOPER in connection with the PROJECT, including, without limitation, the giving of consents and approvals in a timely manner and in accordance with the PROJECT Schedule (Exhibit C) so as not to delay the overall progress of the PROJECT. The OWNER may at any time, by written notice given to DEVELOPER, remove the OWNER Representative as the OWNER’s representative and appoint another individual to act as the OWNER’s representative. Except as set forth in this AGREEMENT to the contrary, the OWNER Representative shall have the authority to bind the OWNER with respect to all matters for which the consent or approval of the OWNER is required or permitted pursuant to this AGREEMENT and all consents, approvals and waivers given by the OWNER Representative shall bind the OWNER and may be relied upon by DEVELOPER.
e. The OWNER shall cooperate with DEVELOPER for the PROJECT and shall promptly and in a timely manner in accordance with the PROJECT Schedule (a) provide information regarding its requirements for the PROJECT, (b) answer inquiries DEVELOPER may have with respect to such information, and (c) timely approve or disapprove (in accordance with the terms of this AGREEMENT) any items or issues.
f. The OWNER shall keep DEVELOPER promptly informed of all material matters which come to the OWNER’s attention relating to or affecting the PROJECT relevant to the DEVELOPER Services, including, without limitation, all agreements and discussions between the OWNER and third parties relating to such matters, and the OWNER shall promptly notify DEVELOPER of any developments necessitating or warranting a change in the PROJECT.

6. Exclusions and Qualifications
a. Phase 2 Environmental Assessment is excluded.
b. LEED Documentation and Commissioning. This service would be provided during the Construction Document Phase.
c. Design of mock-ups of furniture, fixtures and/or construction items. d. Additional services of professional Consultants including, but not limited to, the following that may be required for this PROJECT:

1. Remediation of any soil contamination or other hazardous materials.

ITEM 19.1. ATTACHMENT 2

2. Seismic Retrofit.

3. Traffic/Parking.

4. Transportation.

5. Field verification of existing construction conditions where no asbuilt drawings/documentation exist, or they are not accurate.

6. Assistance to the OWNER in obtaining record drawings for the property.

7. Special Studies services consisting of investigation, research and analysis of the OWNER’s special requirements for the PROJECT and documentation of findings, conclusions and recommendations for future facilities, systems and equipment which are not intended to be constructed as part of the PROJECT during the Construction Phase.

8. Energy Studies services consisting of analyses of mechanical systems, fuel costs, on-site energy generation and energy conservation options for the OWNER’s consideration.

ITEM 19.1. ATTACHMENT 2

Page E-1 of 1

EXHIBIT E
DEVELOPER’S BUDGET AND FEES FOR PHASE 1 SERVICES
See attached Budget.

ITEM 19.1. ATTACHMENT 2

Exhibit E - Developer's Budget and Fees for Phase 1 Services Mills Crossing
Rancho Cordova, CA
Date: July 2022
Item Budget Component Total ENA Phase 1 Clarifications
Pre-Development Due Diligence Pre-Development
1 CONSTRUCTION
Pre-Construction & Cost Estimating 290,000 90,000 200,000 Site & Infrastructure -- -- --
Neighborhood Green (i.e. Community Park) -- -- --
Central Plaza -- -- --
Off-Site Improvements -- -- --
Core and Shell - Community Facilities -- -- --
Tenant Improvements - Community Facilities -- -- --
Parking Structure -- -- --
SUBTOTAL 290,000 90,000 200,000
2 MISCELLANEOUS CONSULTANTS
Arts Outreach, Needs Assessment & Programming 102,790 102,790 -- Completed in ENA Phase Local Community Outreach & Engagement during ENA 56,500 56,500 -- Completed in ENA Phase Market/Feasibility Analysis 25,000 25,000 -- Completed in ENA Phase Traffic/Parking/Transportation Consultant 20,000 20,000 -- Completed in ENA Phase Arborist 3,120 3,120 -- Completed in ENA Phase
Fire Flow Test 1,265 1,265 -- Completed in ENA Phase
SUBTOTAL 208,675 208,675 --
3 ARCHITECTURAL & ENGINEERING SERVICES
Master Plan: Finalize Needs Assessment/Programming, Site Plan, Parcels/Subdivision 712,500 312,500 400,000 Renderings/Related Visuals, Model 60,000 25,000 35,000
Local Community Outreach & Engagement 250,000 -- 250,000 SD, DD - Community Faciliites & Parking Structure 2,903,674 -- 2,903,674 Through completion of Design Development Security and Access Control - Parking Structure 20,000 -- 20,000 Reimbursables 29,037 -- 29,037 Through completion of Design Development Enhanced Commissioning 10,000 -- 10,000
Structural and MEP Peer Review 35,000 -- 35,000
SUBTOTAL 4,020,210 337,500 3,682,710
4 CIVIL ENGINEERING SERVICES
Civil Engineering and Site Design (incl CA, Staking) 290,433 -- 290,433 Through completion of Design Development Reimbursables 2,904 -- 2,904 Through completion of Design Development Civil Engineer during Due Diligence 10,170 10,170 --
Drone Survey Mapping 11,400 11,400 -- Completed in ENA Phase Survey, Topography, Mapping, and ALTA 75,500 19,500 56,000 ENA: survey/ALTA, Pre-Dev: ALTA update and Final Map Dry Utility Coordination 36,300 6,300 30,000
SUBTOTAL 426,708 47,370 379,338
5 GEOTECHNICAL & ENVIRONMENTAL INVESTIGATIONS
Geotechnical Investigations Report 52,500 2,500 50,000
Environmental: Phase 1 ESA -- -- -- Completed (2018 by City); Undergoing Phase 2 for enviro clearance CEQA Consulting NIC NIC NIC
SUBTOTAL 52,500 2,500 50,000
6 TESTING & INSPECTION
Geotechnical & Materials Testing -- -- --
Roofing/Waterproofing/Exterior Skin -- -- --
SWPPP Monitoring and Reporting -- -- --
LEED Enhanced Commissioning -- -- --
ADA and CASp Document Review and Inspections 5,000 -- 5,000 Archeo/Paleo -- -- --
SUBTOTAL 5,000 -- 5,000
7 CITY & COUNTY PERMITS AND FEES
City Transportation Impact Fee -- -- -- Paid during Development Phase City Housing Trust Development Impact Fee (non-residential) -- -- -- Paid during Development Phase City Community Facilities Fee -- -- -- Paid during Development Phase Sacramento Regional Transit Fee -- -- -- Paid during Development Phase Measure A - Sac County Transportation Impact Fee (SCTMFP) -- -- -- Paid during Development Phase School Impact Fees -- -- -- Paid during Development Phase Sacramento Metropolitan Fire District - Plan Check & Permit -- -- -- Paid during Development Phase City Building Department Plan Check and Permit -- -- -- Paid during Development Phase AQMD Permit -- -- -- Paid during Development Phase

SUBTOTAL -- -- --
8 PERMANENT UTILITY SERVICE INSTALL & CONNECTION FEES
New Electrical Service Connection Fees (SMUD) -- -- -- Paid during Development Phase Natural Gas Service Connection Fee (PG&E) -- -- -- Paid during Development Phase Telephone/Data/Fiber - New Outside Plant Services -- -- -- Paid during Development Phase Sacramento Metropolitan Fire District -- -- -- Paid during Development Phase Sewer - (Sac Regional Sanitation District) -- -- -- Paid during Development Phase ITEM 19.1. ATTACHMENT 2

Sacramento County Water Agency (Commercial & Irrigation) -- -- -- Paid during Development Phase Sacramento County Drainage -- -- -- Paid during Development Phase

SUBTOTAL -- -- --
9 DEVELOPER CONTINGENCY 332,052 32,052 300,000
10 DEVELOPMENT MANAGEMENT
Developer Fixed Overhead 1,435,000 200,000 1,235,000 Fixed per term of schedule Developer Fixed Fee 1,435,000 200,000 1,235,000 Fixed per term of schedule Project Financing Consultants 65,000 -- 65,000 New Market Tax Credits, etc.

Legal 185,000 35,000 150,000
Reimbursables Allowance 30,000 10,000 20,000
Pre-Development Interest Expense (@ 4% annual) 26,924 26,924 -- Insurance $10/$1000 85,121 -- 85,121 On both ENA and Phase 1 Costs SUBTOTAL 3,262,045 471,924 2,790,121
11 OPERATIONS AND MAINTENANCE NIC NIC NIC
12 EXCLUDED COSTS
Fixtures, Furnishings, & Equipment (including IT) NIC NIC NIC Security, access control, AV, EV chargers, furniture, emergency phones Removal/Demolition of Groundwater Extraction Well(s) NIC NIC NIC CEQA (EIR or Mitigated Negative Declaration) NIC NIC NIC Artwork, Plants, & Tenant Furnishings NIC NIC NIC
Property Taxes NIC NIC NIC
TOTAL PROJECT BUDGET $8,597,190 $1,190,021 $7,407,169
Notes:

1. The predevelopment budget in this Exhibit E is based upon the program alternatives in Exhibit F (preliminary building program up to 156,000 gross SF) , the timeline set forth in Exhibit C (Schedule), and Exhibit D (the scope of phase 1 services) ITEM 19.1. ATTACHMENT 2

Exhibit F - Preliminary Building Program
Mills Crossing
Rancho Cordova, CA
Alt 1 Alt 2 Alt 3
Program Low Base Maximum

HEALTH & WELLNESS
Community Health Clinic 20,000 20,000 20,000

EVENTS, MEETINGS, & RECREATION
Meetings, Community & Cultural Events, Banquet, Weddings, Sports/Recreation Center 0 10,000 50,000 ARTS
Flex Theater (Black/White/Green Box) 15,000 18,000 18,000 Artists Studios / Flex Classrooms & Rehearsals 7,500 13,500 13,500 Gallery/Exhibits 2,500 5,000 5,000
Subtotal 25,000 36,500 36,500

EDUCATION / MAKER / FLEX COMMUNITY
Commercial Office 15,000 15,000 15,000
Community Co-Working Hub, Flex Meetings 5,000 10,000 10,000 Maker / Workforce Training / Learning (STEM) Studio 2,500 5,000 5,000 AV Production (Podcast/Internet/Gaming Broadcast) 500 1,500 1,500 Day Care / Child Care Center 500 2,000 2,000
Dance/Movement, Exercise Center 1,500 4,000 4,000
Teaching Kitchen, Incubator 3,500 5,000 5,000
Subtotal 28,500 42,500 42,500

COMMERCIAL
Fresh Market, F&B, Café, Retail 3,500 3,500 5,000
Café 1,500 1,500 2,500
Subtotal 5,000 5,000 7,500
TOTAL PROGRAM 78,500 114,000 156,500
Note(s):

The pre-development budget in Exhibit E is based upon the program alternatives in this Exhibit F (preliminary building program up to 156,000 gross SF) , the timeline set forth in Exhibit C (schedule), and Exhibit D (the scope of phase 1 services).

ITEM 19.1. ATTACHMENT 2

MILLS CROSSING
City Council Presentation
July 18, 2022
ITEM 19.1. ATTACHMENT 3

AGENDA
July 18, 2022

2. Development Update

1. Process Update

3. Requested Council Action
Approve Predevelopment Agreement
ITEM 19.1. ATTACHMENT 3

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION

MULTI-PHASE PROCESS OVERVIEW

ILLUSTRATIVE ONLY ILLUSTRATIVE ONLY
We are
Here
Key Outcome:

PROJECT

CONSTRUCTION &

GRAND OPENING
Key Outcome:

FULLY DESIGNED,

APPROVED, &

FINANCEABLE PROJECT
Key Outcome:

INFORMED CONCEPT &

DEVELOPMENT PLAN
• Community, Staff, & Council
engagement
• Council decision required to move
forward
• Community, Staff, & Council
engagement
• Council decision required to move
forward
• Community, Staff, & Council
updates throughout
• City/Council acceptance & ribbon
cutting
ITEM 19.1. ATTACHMENT 3

City Council Approved Concept Site Plan (Dec 2021)
To be finalized during the Pre-Development Phase (2023-2024) ITEM 19.1. ATTACHMENT 3

PROJECT COMPONENTS
Community-Commercial and Housing
Parking Structure
300 stalls
ITEM 19.1. ATTACHMENT 3

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION 2024 - End
TIMELINE of PHASES & AGREEMENTS
AUG 2020 – Q3 2022 Q3 2022 - 2024
Exclusive Negotiating Agreement

1. Due Diligence

2. Concept Design

3. Community Outreach

4. Partnerships / Programming

5. Financing Plan
ITEM 19.1. ATTACHMENT 3

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION 2024 - End
TIMELINE of PHASES & AGREEMENTS
Pre-Development Agreement

1. Finalize Space Programming +
Partnerships

2. Community Outreach

3. Subdivision, Parcel Creation

4. CEQA & Planning Approvals

5. Schematic Design, Design
Development

6. Other Financing Sources, incl.

Grants, NMTCs, etc.

7. Guaranteed Max Price (GMP) and
Financing
AUG 2020 – Q3 2022 Q3 2022 - 2024
Exclusive Negotiating Agreement

1. Due Diligence

2. Concept Design

3. Community Outreach

4. Partnerships / Programming

5. Financing Plan
ITEM 19.1. ATTACHMENT 3

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION 2024 - End
TIMELINE of PHASES & AGREEMENTS
Pre-Development Agreement

1. Finalize Space Programming +
Partnerships

2. Community Outreach

3. Subdivision, Parcel Creation

4. CEQA & Planning Approvals

5. Schematic Design, Design
Development

6. Other Financing Sources, incl.

Grants, NMTCs, etc.

7. Guaranteed Max Price (GMP) and
Financing
AUG 2020 – Q3 2022 Q3 2022 - 2024
Exclusive Negotiating Agreement

1. Due Diligence

2. Concept Design

3. Community Outreach

4. Partnerships / Programming

5. Financing Plan
City & Community Collaboration
• Ad Hoc Design Committee
• Community Workshops
• Community Partner Engagement
ITEM 19.1. ATTACHMENT 3

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION

MULTI-PHASE PROCESS OVERVIEW

ILLUSTRATIVE ONLY ILLUSTRATIVE ONLY
We are
Here
Key Outcome:

PROJECT

CONSTRUCTION &

GRAND OPENING
Key Outcome:

FULLY DESIGNED,

APPROVED, &

FINANCEABLE PROJECT
Key Outcome:

INFORMED CONCEPT &

DEVELOPMENT PLAN
• Community, Staff, & Council
engagement
• Council decision required to move
forward
• Community, Staff, & Council
engagement
• Council decision required to move
forward
• Community, Staff, & Council
updates throughout
• City/Council acceptance & ribbon
cutting
ITEM 19.1. ATTACHMENT 3

PROJECT ELEMENTS
R1
R2 R1: Affordable Multifamily (50-60 units)
R2: For-Sale THs (50-60 lots)
Customary Ownership-based Developer
Model
CC CC: Community-Commercial
80,000 to +120,000 SF
Fee Development,
Lease Leaseback P3 Model
ITEM 19.1. ATTACHMENT 3

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION 2024 - End
TIMELINE of PHASES & AGREEMENTS
Pre-Development Agreement

1. Finalize Space Programming +
Partnerships

2. Community Outreach

3. Subdivision, Parcel Creation

4. CEQA & Planning Approvals

5. Schematic Design, Design
Development

6. Other Financing Sources, incl.

Grants, NMTCs, etc.

7. Guaranteed Max Price (GMP) and
Financing
AUG 2020 – Q3 2022 Q3 2022 - 2024
Exclusive Negotiating Agreement

1. Due Diligence

2. Concept Design

3. Community Outreach

4. Partnerships / Programming

5. Financing Plan

COMMUNITY-COMMERCIAL
Development Agreement (DA)
Griffin Swinerton: Fee Developer
City: Owner-Operator of Facilities

1. Construction Drawings

2. Construction of Site Infrastructure
(horizontal) and CommunityCommercial Facilities (vertical)

HOUSING
Disposition and Development
Agreement (DDA)
Related: Owner-Developer Model

1. Site Acquisition

2. Housing Development (affordable
apartments, market rate for-sale
townhomes)
ITEM 19.1. ATTACHMENT 3

AGENDA
July 18, 2022

2. Development Update

1. Process Update

3. Requested Council Action
Approve Predevelopment Agreement
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Flex CommunityCommercial
Events, Meetings, &
Recreation Space
Commercial
30,000 - 36,500 SF
20,000 SF
30,000 – 40,000 SF
10,000 – 50,000 SF
2,500 – 7,500 SF
Black box theater (300 seat), artists studios, gallery
– exhibit space, rehearsal space, classrooms
Community integrative health clinic
Commercial office space, co-working, classrooms,
maker and workforce training space, teaching
kitchen - incubator, AV production/Podcast studios
Banquets, weddings, community/cultural events,
and sports/recreation center
Fresh market, café, small retailer, etc.

MILLS CROSSING: PRELIMINARY SPACE PLAN
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Flex CommunityCommercial
Commercial
MILLS CROSSING: PROGRAM PARTNERS
Events, Meetings, &
Recreation Space
Flex Theater:

NorCal School of the Arts
Rise Up Theater Company
Folsom Lake College, RCC
Hummingbird Theatre Co.

California Capital Film
18 other occasional users
Rehearsal:

Folsom Lake College, RCC
NorCal School of the Arts
Rise Up Theater Company
Hummingbird Theatre Co.

DDSO Short Center South
EMH Productions
Symphony d’Oro RC
RC River City Concert Band
Sacramento Youth Symphony
TwoPoint4 Dance Theatre
Sinag-tala Filipino Theatre
9 other occasional users
Production/Artists Studio:

Sacramento Valley Spark
9 individual artists (production)
12 individual artists (studio)
Gallery/Exhibit:

Folsom Lake College, RCC
Sacramento Valley Spark
Cordova CC / MACC
Rancho Cordova Arts
16 individual artists
Classroom:

NorCal School of the Arts
Sacramento Youth Symphony
DDSO Short Center South
13 other occasional users
Admin:

The Atrium
The Impact Foundry
NorCal School of the Arts
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Commercial
MILLS CROSSING: PROGRAM PARTNERS
Events, Meetings, &
Recreation Space
And Partners:
$7 Million
State Grant Award to partially fund construction of the Community Wellness Center
Flex CommunityCommercial
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Commercial
MILLS CROSSING: PROGRAM PARTNERS
Other Space Users:

Veterans Space
California Mobility Center
Impact Foundry, Others
Events, Meetings, &
Recreation Space
Flex CommunityCommercial
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Commercial
MILLS CROSSING: DESIGN TEAM
Programming,
Placemaking &
Landscape Architect
Events, Meetings, &
Recreation Space
Theater and Arts
Center Programming
and Design Specialists
Healthcare Design
Specialist (Local)
Principal Architect | P3 Expert
2021 AIA California Firm Award
(AIA’s Highest Honor)
Flex CommunityCommercial
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Commercial
MILLS CROSSING: COMMUNITY OUTREACH
Events, Meetings, &
Recreation Space
Community
Workshops
Communication
Channels
2022:

Q3: Project Updates, Site Plan & Programming, Design Charrette Q4: CEQA Application Update & Design Charrette
2023:

Q1: Outdoor Programming & Events – Community Planning
Q2: Status Update on Design and Approvals
Q3: Status Update on Design and Approvals
• Project website: events notifications, links to documents & recorded meetings
• Email lists and social media
• “Suggestion box” project email address
Community Partner
Engagement
• Focus groups with community organizations and non-profits for space needs
• Attend other community group meetings & events
• Solicit resident engagement across age, language, gender, & ethnicity
Flex CommunityCommercial
ITEM 19.1. ATTACHMENT 3

Community Arts
Center
Health + Wellness
Commercial
MILLS CROSSING: CIVIC CURATOR
Events, Meetings, &
Recreation Space
Project Operating Structure
Flex CommunityCommercial
ITEM 19.1. ATTACHMENT 3

Market Rate
Townhomes:
• 50 to 60 units
• Cost: $20-$23M total
• Cost: $380K-$400K
per unit
Affordable
Apartments:
• 55 units
• Cost: $28M total
• Cost: $509K per unit
Combined Housing
Cost/Investment:
• ~ $50 million

HOUSING PROGRAM & COST
ITEM 19.1. ATTACHMENT 3

Community-Commercial
Facilities
Program:
• 80,000 SF - 120,000 SF
Open Space:
• 2.5 acres
Parking Structure:
• 300 stalls
Cost:
• $78 to +100 million
City Subsidy Range:
• $36M to $46M

COMMUNITY-COMMERCIAL PROGRAM & COST
ITEM 19.1. ATTACHMENT 3

LEVERAGING OTHER FINANCING SOURCES
New Markets Tax Credits $8.0 - $10.0 million
Grants (State, Fed, etc.) $7.0 - $15.5 million
Partner Investments $13.5 - $25.1 million
Total* $28.5 - $50.6 million
* Not including residential sources; solely from/for community-commercial NOTES:
• The amount of other financing sources will determine the eventual size of the community-commercial space, est. 80,000 to +120,000 SF
• As of June 2022, the project was a awarded a $7 million state grant to support the construction of the community wellness center. Development team in collaboration with the City are targeting high potential grant funds in Q3 & Q4 2022
• The project is located in a qualified census tract for New Markets Tax Credits (NMTC), and preliminary feedback from NMTC financing partners is positive.

ITEM 19.1. ATTACHMENT 3

AGENDA
July 18, 2022

2. Development Update

1. Process Update

3. Requested Council Action
Approve Predevelopment Agreement
ITEM 19.1. ATTACHMENT 3

PRE-DEVELOPMENT AGREEMENT
PHASE 1: PREDEVELOPMENT PHASE 2: DEVELOPMENT
Pre-Development Agreement

1. Finalize Space Programming + Partnerships

2. Community Outreach

3. Subdivision, Parcel Creation

4. CEQA & Planning Approvals

5. Schematic Design, Design Development

6. Other Financing Sources, incl. Grants, NMTCs, etc.

7. Guaranteed Max Price (GMP) and Financing
$8.6 M (8% of costs)
Not to Exceed Budget
$98.5 M (92% of costs)
= $107 M Total Project Costs
Council
Approval
Required
ITEM 19.1. ATTACHMENT 3

Pre-Development
Agreement
(Griffin/Swinerton)
APPROVAL: PRE-DEVELOPMENT AGREEMENT
Phase 1:

Pre-Development Agreement

1. Finalize Space Programming + Partnerships

2. Community Outreach

3. Subdivision, Parcel Creation

4. CEQA & Planning Approvals

5. Schematic Design, Design Development

6. Other Financing Sources, incl. Grants, NMTCs, etc.

7. Guaranteed Max Price (GMP) and Financing
$8.6 M Not to Exceed Budget

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION AUG 2020 – Q3 2022 Q3 2022 - 2024 2024 - End
ITEM 19.1. ATTACHMENT 3

Pre-Development
Agreement
(Griffin/Swinerton)
Development Agreement
(Griffin|Swinerton)
Lease Leaseback P3
DDA (Related/Housing)
Acquisition & Development
ACKNOWLEDGE: 2-PHASE PROJECT IMPLEMENTATION
Phase 1: Phase 2:

Council
Approval
Required

EXCLUSIVE NEGOTIATIONS MASTER / PRE - DEVELOPMENT CONSTRUCTION AUG 2020 – Q3 2022 Q3 2022 - 2024 2024 - End
ITEM 19.1. ATTACHMENT 3

Recommended Action
Motion to:

Approve PreDevelopment Agreement
with intent to undertake a Two-phase
Project Implementation Process with
Developer subject to Council approval of
PreDevelopment Phase Results.

ITEM 19.1. ATTACHMENT 3

THANK YOU!!
Questions?
ITEM 19.1. ATTACHMENT 3

MEMORANDUM
City Council Staff Report - Page 1 of 2

ITEM 19.2.

DATE: July 18, 2022
TO: Honorable Mayor and Council Members
FROM: Amanda Norton, Economic Development Manager
SUBJECT: ECONOMIC DEVELOPMENT DEPARTMENT PROGRAM -

COMMUNITY ENHANCEMENT & INVESTMENT FUND AND

WORKFORCE DEVELOPMENT UPDATE

RECOMMENDATION
Receive the Community Enhancement & Investment Fund and Workforce Development Update from the Economic Development Department.

RESULT OF RECOMMENDED ACTION
If directed to do so by City Council, City staff will return with additional information or discussion items at a future Council meeting.

BACKGROUND
On November 3, 2020, the Rancho Cordova voters approved Measure R, a half-cent sales tax measure. The City Council held several visioning sessions during 2021 to identify the key priority areas for Measure R /Community Enhancement and Investment Fund. One key priority area was Economic Recovery/Community Response and Economic Development/ Workforce Development. Under that umbrella the Economic Development Department identified projects / programs that were reflective of Council’s goals and expectations for this allocation of funding.

The identified projects/ programs include:
• Business License Fee Waivers
• Animal License Fee Waivers
• Small Business Design Assistance Program
• Community Enhancements Grants with an Economic Development Focus • RCity/ Shop Local App
• Business Retention/ Technical Assistance
• Small Business Recovery Grants
• Workforce Development
The presentation will provide an update of the identified projects and programs for the FY

City Council Staff Report - Page 2 of 2

2021/22 Measure R/ Community Enhancement and Investment as well as staff recommendations for future projects and programs.

FISCAL IMPACT AND FUNDING SOURCE
No fiscal impact is associated with this update.

ATTACHMENT(S)

1. Women in data Workforce Recovery Report

2. Udacity Retrospective Report

3. FCCP RC WRP Report Inception

4. General Assembly Rancho Cordova Data Overview

5. DP Global Solutions Final Report

6. Chamber Summary FY 2021-2022

7. Side Hustle Report

8. Women in Data Final Presentation Cohort III

9. Thinking Like a CEO Final Outcomes Report

10. Presentation

June 20th, 2022
Workforce Recovery Program Status Report
Executive Summary:

Twenty participants were accepted into the Path Forward program and seventeen participants completed the educational milestone of a thirteen-week program to gain a Data Analyst certificate. During this program participants learned languages such as Python and SQL, and skills such as data visualization, data manipulation, statistics, and data storytelling. Through this training, participants gained the required skills for a Data Analyst position.

However, additional experience is needed for the participants to be job ready. Therefore, in the current phase of the program participants are working through a ten-week portfolio builder course where they will learn to build their own portfolio of work to share with potential employers. After completion of the portfolio builder, participants will receive six-months of hiring support.

To date, 100% of participants felt this program is something the city should continue to provide for others who are looking to upskill in a career in data analytics.

Program Milestones & Outcomes:

Three out of the five program milestones have been completed with the fourth milestone currently in progress. The information below summarizes the program milestones along with the measurable outcomes from each milestone.

Outreach for Applications: November 1st, 2021 - December 10th, 2021 (completed) Summary of Applications
74 - Total Applications
61 - Total Rancho Cordova Resident Applications (Self-Identified) 25 - Total Applicants Notified of Acceptance
20 - Total Confirmed Participants Into the Program
20 - Total Available Spots in the Program
Application Review & Selection: December 11th, 2021 - January 10th, 2022 (completed) After applications were received, each applicant was evaluated on likelihood to succeed, greatest need, and ranked on a 12 point scale. Those that scored the highest were sent notice of their acceptance into the program and given two weeks to confirm their participation. Please see the information below regarding the participants who were accepted into the program.

Demographic Information
1 ITEM 19.2. ATTACHMENT 1

4 - Male
16 - Female
Pre-program Employment Status*
7 - Unemployed
4 - Employed Part-Time
7 - Employed Full-Time
Pre-Program Salary*
47% have a salary between $0 - $39,000

26.5% have a salary between $60,000 - $74,999

26.5% have a salary of $90,000 +
*Not all participants shared their employment & salary status Data Analyst Certificate: January 17th, 2022 - April 11th, 2022 (completed) The data analyst certificate was a part time program that lasted 13-weeks. Participants completed 18 courses, learning the following skills and languages:

Skills Gained:

Languages:
● Python
● Sql
Data Visualization:
● Data Visualization with Matplotlib
Working with Data:
● Relational Databases
● Importing Data
● Joining Data
● Cleaning Data
● Data Manipulation
Data Analysis & Statistics:
● Exploratory Data Analysis
● Data Analysis with Pandas
● Categorical Data Analysis
The skills developed from this certificate prepared students with five out of the seven top skills requested by employers for a data analyst positions (Beamjobs.org, 2022).

Portfolio Builder: May 1st, 2022 - July 14th, 2022 (In Progress) Participants are currently participating in a portfolio builder course where they will get hands-on experience completing their own analytics project from beginning to end in order to build a portfolio for hiring opportunities.

Skills Gained
● Complete an analytics project lifecycle from beginning to end ● Identify a business problem and design an analytics solution 2 ITEM 19.2. ATTACHMENT 1

● Find relevant data sources to analyze your use case
● Perform exploratory data analysis
● Transform data for visualization and analysis
● Visualize data
● Perform analysis
● Communicate results by writing a blog post
● Add project to Github
Hiring Support: July 15th, 2022 - December 31st, 2022 (Upcoming) Once participants complete the Portfolio Builder course, they will have 6-months of additional support through WiD’s career services, along with access to life coaching, community support, informational webinars, and continually learning through Datacamp or the Learning Pathways.

Ongoing support for hiring:
● Mentorship
● Resume Review
● Career Services
● Continued access to classes and webinars
Program Summary (To Date):

Program Summary Statistics:

93.3% felt this program helped them upskill for a career in technology 100% felt this program is something the city should continue to provide for others who are looking to upskill in a career in data analytics

86.7% Said they would recommend this program to their network as a way to prepare for the careers of the future.
100% of participants said having my city sponsor a program like this makes me feel my city is invested in its citizen’s future.
75% of participants completed the education portion of the program to receive a Python Data Analyst certificate.

Two-thirds of participants feel very confident or confident in their data analytics skills after completing the certificate.
*Path Forward Post Certificate Survey
Recommendations:
3 ITEM 19.2. ATTACHMENT 1

At the start of the program, all participants were emailed instructions on how to complete a Childcare Reimbursement Form to request reimbursement for childcare during the program. We did not receive any reimbursement form requests, therefore we recommend that in the future we either remove this feature, or open up the requirements for care to be provided by a non-licensed childcare provider.

Additionally we recommend moving forward with another cohort of participants and increasing the number of cohorts given the number of applicants we received for this program and the milestones that have been achieved thus far. Given the amount of time it takes to properly reskill/upskill an individual for a high paying tech job, we want to make sure we are meeting the current demand and opportunity within Rancho Cordova.
4 ITEM 19.2. ATTACHMENT 1

Rancho Cordova Tech Career
Incubator Scholarship
Program Retrospective Report
June 17, 2022
ITEM 19.2. ATTACHMENT 2

Table of Contents
1 Program Overview and Metrics of Success
Feedback
Collective Learnings
2 Interventions and Outcomes
3 4
5 Future Programs Strategy
ITEM 19.2. ATTACHMENT 2

Table of Contents
1 Program Overview and Metrics of Success
Feedback
Collective Learnings
2 Interventions and Outcomes
3 4
5 Future Programs Strategy
ITEM 19.2. ATTACHMENT 2

To provide tech career
pathways to residents of
Rancho Cordova who face
significant barriers to
employment.

Our Objective
ITEM 19.2. ATTACHMENT 2

Program Overview
01 Objective
02 Nanodegrees
Offered
03 Target Audience
● To provide tech
career pathways to
residents of Rancho
Cordova who face
significant barriers
to employment
● Business Analytics
● Introduction to
Programming
● 18 years of age
● Resident of Rancho
Cordova
● Dedicate 10-15
hours per week to
learning online
● Attend mandatory

1.5 hour weekly
virtual sessions led
by a Udacity Session
Lead
04 Learning Journey
● 3-month,
self-paced, 100%
virtual classroom
● Weekly Virtual
“Connect” Sessions
held by *SMEs
● Career projects
include LinkedIn
and resume review
*SME = subject matter experts, or Udacity “Session Leads” ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Program Timeline & Key Dates
Q1/22 Q2/22 Q3/22 Q4/22
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Program Launch
Feb 22
Program Period
Feb 22 - Jun 6
Revoking
Mar 21
End of Program Report
Jun 17
Application Period
Jan 11 - Feb 14
Post-Program Career Outcomes Reporting
Jun 6 - Dec 6
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
525
Applied
Key Program Numbers
60 Enrolled
10 Revoked
9 Graduated
Pre-Program On Program
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Enrollment Demographics | Highlights
Identify as
non-white
62%
Unemployed as a
result of the CV-19
pandemic
32%
Highest education
level is a high school
degree
25%
47%
5+ years of
professional
experience
Identify as Female
55%
ITEM 19.2. ATTACHMENT 2

RESTRICTED. CONFIDENTIAL. DO NOT SHARE
Graduation Rate
per Nanodegree
Connect Session
Attendance NPS Positive Career Outcomes
Metrics of Success
1 2 3 4
ITEM 19.2. ATTACHMENT 2

RESTRICTED. CONFIDENTIAL. DO NOT SHARE
Metrics of Success
KPI TARGET NANODEGREE ACTUAL # ACTUAL %
Graduation Rate 70% Business Analytics 5 16%
Intro to Programming 4 21%
Total 9 18%
Connect Session Attendance 60-65% Business Analytics 275 32.8% Intro to Programming 411 28%
NPS 70 All TBD TBD
Positive Career Outcomes 70% All TBD TBD
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Skills Learned in Business Analytics
Business Analytics
# Skill Project # w/Skill Mastery % w/Skill Mastery
1 Interpreting Data Visualizations Interpret a Data Visualization 21 68% 2 Analyze, Forecast & Visualize Data with
Excel Analyze NYSE Index Data 9 29%
3 Write SQL to Query Data Tables
Query Digital Music Store
Database 8 26%
4 Build Interactive Tableau Dashboards Build Data Dashboards 5 16% ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Skills Learned in Introduction to Programming
Introduction to Programming
# Skill Project # w/Skill Mastery % w/Skill Mastery
1 Implement HTML and CSS Animal Trading Cards 11 58%
2 Program with Python Adventure Game 5 26%
3 Use Object-Oriented Programming Rock-Paper-Scissors 4 21% 4 Build a Web App using JavaScript Pixel Art Maker 4 21% ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Graduation Rates by Nanodegree
31 ENROLLED
5 GRADUATED
16%

GRAD RATE
Business
Analytics
19 ENROLLED
4 GRADUATED
21%

GRAD RATE
Intro to
Programming
50 ENROLLED
9 GRADUATED
18%

GRAD RATE
Total
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Graduate Demographics | Highlights
Identify as
non-white
55%
Unemployed at
program start
33%
Highest education
level is a bachelor’s
degree
44%
Age range 25-44
78%
55%
5+ years of
professional
experience
Identify as Female
55%
ITEM 19.2. ATTACHMENT 2

Table of Contents
1 Program Overview and Metrics of Success
Feedback
Collective Learnings
2 Interventions and Outcomes
3 4
5 Future Programs Strategy
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Interventions & Outcomes
IPND learners un-enrollment at
Kickoff
Low learner activity in Slack
Community
Low learner activity in Classroom
Low graduation rate at scheduled
program close
Re-enrolled learners + sent
notifications via email/Slack
30 Days of Udacity Challenge
Blackout Bingo Challenge
● Issued 2-3 week extension to
learners
● Offered 1:1 sessions with Session
Leads for both Nanodegrees
All IPND learners re-enrolled but
suffered loss of engagement
Promoted daily community support
Increased engagement for existing
active Slack users
Graduation rate rose from 4% to 18%
during the extension period
Issue Intervention(s) Outcome(s)
Difficulty contacting learners due to
incorrect contact information
Attempted contact via email, phone,
and Slack messages
Saw increase in response rate
through phone and open rate through
email
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Community Challenge | 30 Days of Udacity
30 Days of
Udacity
Challenge designed to
promote community
engagement and
collective technical
support.

ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Community Challenge | Blackout Bingo
Black Bingo
Challenge
Challenge designed to
keep learners engaged
across several
programs platforms -
primarily, dedicated to
completing due
projects.

ITEM 19.2. ATTACHMENT 2

RESTRICTED. CONFIDENTIAL. DO NOT SHARE
Slack Community
Engagement Data 2,157
Total messages
sent
18 Avg. active daily
community
members
41%
Messages sent via public
channels
ITEM 19.2. ATTACHMENT 2

Table of Contents
1 Program Overview and Metrics of Success
Feedback
Collective Learnings
2 Interventions and Outcomes
3 4
5 Future Programs Strategy
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Student Testimonials
Thank you! I enjoyed the program, and the interactivity of the Slack channel/challenges. I think without those elements, it would've been a much longer and uninspiring road to graduation. The program was much more involved than I thought it would be, which is a good thing! The learning was broken up into manageable 'chunks' of information, and the quizzes/projects were challenging but doable. The Session Leads leaders were great, and available all the time for questions - what a nice benefit! I am quite proud to add the Udacity degree to my resume.

It did take more hours per week than I expected, and I did get behind. I think those with full-time jobs struggled a bit to keep up and I almost gave up a few times. There was so much encouragement to keep going, I'm glad I stuck it out! - Kathy Marple, Introduction to Programming Graduate “
”
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Student Testimonials
I started this Business Analyst Nanodegree Program with Udacity because it peaked my interest to learn something new and sharpen up my skill set. After completing the program I can honestly say that I learned so much and have a much better understanding of that industry. I loved how the projects are our own work and can be used for my own portfolio.

It’s such a great tool and asset to have.

I’m not going to sugar coat it and say it was all rainbows and butterflies, there are multiple occasions that I can honestly say I was ready to hang up my boots. But instead I took a mental break and went at it again with a different perspective and was able to push myself through. I owe a big portion of that due to all the support and encouragement from the Udacity staff. David and Jordan kept us motivated on Slack with weekly check-ins, blackout bingo, 30 days challenges. Rohit, our Session Lead, was very engaging and taught us great tips. He was very motivated to answer any questions we had. Overall, everyone I came across from Udacity has been very helpful and encouraging.

Thank you for such a great and challenging learning experience to sharpen up my skill set. I appreciate everyone’s help, encouragement and motivation to push me through this.- Vannessa Hoang, Business Analytics Graduate
“
”
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Student Testimonials
I am so grateful to the City of Rancho Cordova for sponsoring me to take the Udacity Intro to Programming Nanodegree Program! This program has been wonderful in helping me transition from being a stay-at-home mom back into the workplace. The structure of the program is a very flexible work at your own pace (within a limit). The content is explained very thoroughly.

Our Lead Instructor, Jasmine, was absolutely amazing, and SO knowledgeable. Even someone with no prior coding knowledge, like myself, can learn to code HTML/CSS Javascript and Python at Udacity. - Lauren Crosarial, Introduction to Programming Graduate
“
”
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Udacity Community & Mentor Team Feedback
What went well:

The Connect Sessions. Those who attended
really seemed to get a lot out of the sessions and
consistently gave them high ratings.

Community Challenges. The 30 Days of Udacity
and Blackout Bingo Challenges proved to be
major motivators for active students.

Program Extension. The program extension
allowed us to push several more learners to
graduation, moving us from 4% to 18%.

Demographics. We enrolled (and graduated) an
incredibly diverse group of learners across all
demographic categories.

What can we improve:

Filtration Criteria. We should consider adding a
technical component to filter out committed learners
from applicants.

Student Acquisition. Need to increase application
volume in order to identify more committed learners.

Cohort was too small to collect meaningful data or
support a strong community on Slack.

High(er)-touch Support. Learners didn’t fully
understand program in terms of time commitment,
connect session requirements, or revoking.

Learning Journey. IPND proved difficult to complete in
only 3 months and is worth reconsideration in future
programs.

ITEM 19.2. ATTACHMENT 2

Table of Contents
1 Program Overview and Metrics of Success
Feedback
Collective Learnings
2 Interventions and Outcomes
3 4
5 Future Programs Strategy
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Collective Learnings
Student acquisition would have benefitted from a broader scope and a more technical application process. 1
This cohort requires higher-touch support, above and beyond the existing structure of our ‘Connect’ model. 2
This scholarship would benefit from more extracurricular engagement activities, specifically local employer engagement.
3 A 3-month learning journey proved too time-intensive and too short a timeline for this cohort. 4
ITEM 19.2. ATTACHMENT 2

Table of Contents
1 Program Overview and Metrics of Success
Feedback
Collective Learnings
2 Interventions and Outcomes
3 4
5 Future Programs Strategy
ITEM 19.2. ATTACHMENT 2

RESTRICTED. CONFIDENTIAL. DO NOT SHARE
Joint Marketing
Strategy
● Udacity works jointly
with city of Rancho
Cordova to increase
program awareness
and applications
● Paid Media Strategy
● Expand eligibility
boundary
● Apply technical
application filter
Increase Cohort
Size
● Strengthen program
community; increases
completion rates
● Create larger
peer-to-peer learning
environment;
increases engagement
Proposed Strategy for Increasing Positive
Outcomes in Future Cohorts
Local Employers &
Partners
● Highlight relevant jobs
for learners
● Engage employers
early and often
● Employer Webinars
● Career Events
Curriculum, Support &
Length
● Assess NDs relevant
to local roles
● Deploy proactive
high-touch support
early and often
● Extend program
length by 4 weeks
● Add Nanodegree with
scale
ITEM 19.2. ATTACHMENT 2

Appendix
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Enrollment Demographics | Detailed
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Career Outcomes Criteria
Direct Outcomes Indirect Outcomes
I started a new job I got an interview
I got a raise or promotion in my current job I became better at my current job I started an internship I feel more confident when applying to jobs I started my own business None of the above
I started freelancing
I achieved academic advancement
None of the above
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Career Outcomes Data
*To be provided following data collection at 3- and 6- months post-program.

ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
End of Cohort Survey Feedback
*To be provided following data collection 1 month post-program.

ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Nanodegree Syllabi
Business Analytics Introduction to Programming
ITEM 19.2. ATTACHMENT 2

CONFIDENTIAL - DO NOT SHARE
Community Engagement Snapshots
ITEM 19.2. ATTACHMENT 2

RANCHO CORDOVA WORKFORCE

RECOVERY PROGRAM
Inception Report: October 2021 – June 2022
Prepared By: John Burks
ITEM 19.2. ATTACHMENT 3

1 RANCHO CORDOVA WORKFORCE

RECOVERY PROGRAM
Folsom Cordova Community Partnership
Inception Report: October 2021 – June 2022
Report Period
This report covers the period from program inception on October 4, 2021, to June 17, 2022, more than eight months.

All Enrollees
Enrollment Data
The program enrolled its first client on November 5, 2021, and enrolled clients in every month between that and the production of this report. At time of reporting 87 clients had enrolled in the program and 31 enrollments were active. Of the 56 inactive clients, 24 had gained employment and 32 had dropped out.

Demographic Information
Employment Status at Enrollment
At enrollment, 35 clients (40% of 87 enrollees) reported being employed and 19 clients (22% of enrollees and 54% of employed enrollees) reported being under-employed. 86% of enrollees (75 clients) had neither claimed or exhausted unemployment benefits, while 2% (2 clients) were claiming unemployment benefits and 11% (10 clients) had exhausted unemployment benefits.

Among the 52 clients who were unemployed at enrollment, the length of unemployment was reported by 50 and varied from 2 days to 8 years. 60% of these clients (30 clients) reported being unemployed for a year or less and 46% (23 clients) for 26 weeks or less. The median unemployment period was 27 weeks.

Age
86 of 87 enrollees provided date of birth information. Those participants ranged from 19 to 71 years old at the time of enrollment. 22 of those clients were in their twenties (26%), 21 in their forties (24%), 20 in their thirties (23%), 15 in their fifties (17%).

ITEM 19.2. ATTACHMENT 3

2 Race/Ethnicity
All 87 enrollees provided race or ethnicity information. Of the participants, the most common race or ethnicity identified was Caucasian/White (28 clients, 32%). The next most reported race or ethnicity was, Hispanic/Latino (21 clients, 24%), followed by African American/Black (17 clients, 20%).

Education
The highest level of education most reported was a high school diploma (38%, 33 clients of 87). The second highest was a BA/BS, reported by 13 clients (15%). 27 clients of 87 (31%) reported being English language learners. 20 clients (23%) reporting being basic skills deficient or having a low literacy level. 1 22
20 21
15 5
2 0
5 10
15 20
25 19 and Under 20-29 30-39 40-49 50-59 60-69 70 and Over Age (n=86)
28 21
17 14
5 2
0 5
10 15
20 25
30 Caucasian/White Hispanic/Latino African
American/Black
Asian/Pacific
Islander
Middle
Eastern/Arab
Prefer not to say
Race/Ethnicity (n=87)
ITEM 19.2. ATTACHMENT 3

3 Household Information
The average household size of clients during the reporting period, rounded to the nearest person, was 3 people. There were 26 single-person households represented (30%) and 78 households had 5 people or fewer (90%). The largest client household consisted of 8 people. Annual family income for clients ranged from $0 to $110,000 with a median of $20,000, as reported by 86 of the 87 enrollees.

On December 31, 2021, the California Department of Housing and Community Development issued a memorandum entitled Revised State Income Limits for 2021. The memorandum announced “updated median income and household income levels for acutely low -, extremely low-, very low-, low-, and moderate-income households for California’s 58 counties.” Based on the income levels for Sacramento County in the memorandum and household income level and size information for the 86 enrollees for whom data was available, 28 enrollees (33% of the 71) were at or below the acutely low income level. 21 enrollees (24%) were above the acutely low income level but at or below the extremely low income level. 17 (20%) were above the extremely low income level but at or below the very low income level. 12 (14%) were above the very low income level but at or below the low income level. A total of 78 clients (91%) were at or below the low income level.
33 13
10 7 7
6 5
4 2
0 5
10 15
20 25
30 35
Highest Level of Education (n=87)
ITEM 19.2. ATTACHMENT 3

4 Challenges and Barriers
At enrollment, clients are asked to report on a variety of challenges and barriers. 6 of the 87 clients (7%) reported being homeless, 6 (7%) reported being ex-offenders, 4 (5%) reported being displaced homemakers, 16 (18%) reported being single parents, and 10 (11%) reported cultural barriers.

COVID-19 Pandemic Impacts
62 of the 87 enrollees (71%) reported having either their health or their employment impacted by the COVID-19 pandemic. 26 clients (30% of the overall 87 clients served) reported employment impacts, including 16 (18% of all clients) who were laid off. 53 clients (61% of all clients) reported health impacts. 26 16
9 14
13 3
5 1
0 5
10 15
20 25
30 1 Person 2 People 3 People 4 People 5 People 6 People 7 People 8 People Family Size (n=87)
28 21
17 12
3 2
3 0
5 10
15 20
25 30
≤Acutely Low >AcutelyLow
≤Extremely
Low
>Extremely
Low
≤Very Low
>Very Low
≤Low
>Low
≤Median
>Median
≤Moderate
>Moderate
Household Income Level (n=86)
ITEM 19.2. ATTACHMENT 3

5 Outcomes
Job Readiness Training Series
Clients are offered the opportunity to participate in a 4-class job readiness training series. Of 87 clients served during the reporting period, 13 (15%) participated in the training series and all 13 had completed every class as of this report’s production. 100% of clients who took the first class in the series completed the entire series.

Employment
Of the 56 clients who were no longer active at the time of this report, 24 (43%) reported gaining employment. The shortest time from enrollment to employment was 4 days, which happened twice, and the longest time was 137 days. 11 of the 24 clients (46%) gained employment within 4 weeks of enrollment. The 16 clients were employed in 4 occupational clusters: Agriculture/Food/Hospitality (12 clients, 50%), Administrative/Support Services (8 clients, 33%), Transportation/Production/Manufacturing (3 clients, 13%), and Health Services/Life Sciences (1 client, 4%).

Health Impact Employment Impact COVID-19 Impact
Other Health 2
Both Health 8
Physical 10
Mental/Emotional 33
Other Employment 3
Both Employment 0
Loss of Hours 7
Laid Off 16
Any Impact 62
26 53
0 10
20 30
40 50
60 70
COVID-19 Impacts (n=87)
ITEM 19.2. ATTACHMENT 3

6 Starting pay rate was reported for 23 of the 24 clients who gained employment. The lowest starting pay rate was $15.00 per hour and the highest was $22.00 an hour. The average starting pay rate was $17.00 an hour and 13 of the 23 starting hourly rates (57%) were at or above that average ($17.00 or more).

Moms Back to Work
Enrollment Data
17 of the overall 87 clients served during the reporting period enrolled in the Moms Back to Work program. 9 of those 17 were actively enrolled when this report was created. Of the 8 clients who were no longer actively enrolled, 4 had gained employment and 4 had dropped out.

Demographic Information
Employment Status at Enrollment
At enrollment, 6 clients of 17 clients in the Moms Back to Work cohort (35%) reported being employed and 4 employed clients (24% of the cohort) reported being under-employed. 82% of the cohort (14 clients) had neither claimed or exhausted unemployment benefits, while 12% (2 clients) were claiming unemployment benefits and 6% (1 client) had exhausted unemployment benefits.

Among the 11 clients who were unemployed at enrollment, the length of unemployment varied from 6 weeks to 8 years. All but 1 client in the cohort was out of work for at least a year. 12 8
3 1
0 1
2 3
4 5
6 7
8 9
10 11
12 13
Occupational Clusters (n=24)
ITEM 19.2. ATTACHMENT 3

7 Age
The youngest client in the Moms Back to Work cohort was 28 at enrollment and the oldest was 55. 7 clients in the cohort (41%) were in their thirties, 6 (35%) in their forties, and 3 (18%) in their fifties.

Race/Ethnicity
The most common race or ethnicity reported in the cohort was Caucasian/White (7 clients, 41% of the cohort). 4 clients (24%) reported being Asian/Pacific Islander and 3 each (18%) reported being African American/Black or Hispanic/Latino.
1 7
6 3
0 1
2 3
4 5
6 7
8 20-29 30-39 40-49 50-59
Age (n=17)
7 4
3 3
0 1
2 3
4 5
6 7
8 Caucasian/White Asian/Pacific Islander African American/Black Hispanic/Latino Race/Ethnicity (n=17)
ITEM 19.2. ATTACHMENT 3

8 Education
The highest level of education most reported among the 17 clients in the cohort was BA/BS (35%, 6 clients). 4 clients (24%) reported being English language learners and all 4 also reported being basic skills deficient or having a low literacy level.

Household Information
The average family size of the cohort during the reporting period, rounded to the nearest person, was 4 people. Family size ranged from 2 to 7 people, with 7 clients (41% of the cohort) in a 4-person family and 5 clients (29%) in a 2-person family. 82% of clients were in a family of 4 or fewer people. Annual family income ranged from $0 to $110,000 with a median of $30,000.

Based on the income levels for Sacramento County in the Revised State Income Limits for 2021 memorandum and household income level and size information for the Moms Back to Work cohort, 4 enrollees (24% of the cohort) were at or below the acutely low income level. 4 enrollees (24%) were above the acutely low income level but at or below the extremely low income level. 2 (12%) were above the extremely low income level but at or below the very low income level. 4 (24%) were above the very low income level but at or below the low income level. A total of 14 clients (82%) were at or below the low income level.
6 3
2 2 2
1 1
0 1
2 3
4 5
6 7
BA/BS High School
Diploma
AA College or a
Technical or
Vocational
School
Master's
Degree
Vocational
School
Certificate
No Education
Level
Completed
Highest Level of Education (n=17)
ITEM 19.2. ATTACHMENT 3

9 Challenges and Barriers
At enrollment, clients are asked to report on a variety of challenges and barriers. 0 clients (0%) reported being homeless, 0 (0%) reported being ex-offenders, 3 (18%) reported being displaced homemakers, 6 (35%) reported being single parents, and 2 (12%) reported cultural barriers.

COVID-19 Pandemic Impacts
14 of the 17 enrollees in the cohort (82%) reported having either their health or their employment impacted by the COVID-19 pandemic. 5 clients (29% of the overall 17 clients in the cohort) reported 0 5
2 7
2 0
1 0
1 2
3 4
5 6
7 8
1 Person 2 People 3 People 4 People 5 People 6 People 7 People Family Size (n=17)
4 4
2 4
1 0
2 0

0.5 1

1.5 2

2.5 3

3.5 4

4.5 ≤Acutely Low >AcutelyLow
≤Extremely
Low
>Extremely
Low
≤Very Low
>Very Low
≤Low
>Low
≤Median
>Median
≤Moderate
>Moderate
Household Income Level (n=17)
ITEM 19.2. ATTACHMENT 3

10 employment impacts, including 3 (18% of the cohort) who were laid off. 11 clients (65% of the cohort) reported health impacts.

Outcomes
Job Readiness Training Series
Of the 17 clients in the Moms Back to Work cohort, 12 (71%) participated in the 4-class Job Readiness Training Series and all 12 (100%) completed the series.

Employment
4 of 8 clients who were not active as of this report’s creation had gained employment. 1 client took 4 days to gain employment while the others each between 6 and 11 weeks. 3 were employed in the
Administrative/Support Services occupational cluster; the other was employed in the Agriculture/Food/Hospital occupational cluster.

Health Impact Employment Impact COVID-19 Impact
Other Health 0
Both Health 2
Physical 1
Mental/Emotional 8
Other Employment 0
Both Employment 0
Loss of Hours 2
Laid Off 3
Any Impact 14
5 11
0 2
4 6
8 10
12 14
16 COVID-19 Impacts (n=17)
ITEM 19.2. ATTACHMENT 3

11 The lowest starting pay rate was $16.75 per hour and the highest was $19.15 an hour. The average starting pay rate was $18.23 an hour and 3 of the 4 starting hourly rates (75%) were $18.00 or more.

Program Impact
Personal Anecdotes submitted by program participants.

Carri Takehara 06/16/2022
I want to thank the Folsom Cordova Community Partnership for helping me and my daughter through a life changing time in my life. I have been working with Madeine Gore. She has been a gem helping me get job ready and guiding me in the right direction. I am truly grateful for all of the resources shas has given to me. Thank you also to Edith Pacheco for providing the Job Readiness Series.

Benjamin MacRae 06/17/2022
To whom it may concern,
I am writing this to share my experience with the Folsom Cordova Community Partnership. When I contacted them they were quick to get me started with a counselor. I have had the pleasure of communicating with two of their counselors, one who left for maternity leave. Both have been very friendly and helpful.
3 1
0 1
2 3
4 Administrative/Support Services Agriculture/Food/Hospitality Occupational Clusters (n=4)
ITEM 19.2. ATTACHMENT 3

12 As a person who has struggled with anxiety and depression for most of my life, I have found their patience and understanding very helpful. They have made suggestions of how to deal with anxiety when it comes to interviews, and other advice to deal with rejection if I am not able to get the job.

They have worked patiently with me, working with me as I struggle to maintain my emotional energy through this difficult process. They have offered encouragement and a friendly ear that helps me keep pushing forward. They have also helped me improve my resume and other aspects of my job search so that my chances of being noticed and hired has improved.

I am glad that this program exists, and hope that it continues long into the future. There will always be people like me. People who struggle with various issues that requires gentle guidance that leads a person to a better future. Please consider continuing funding to the programs provided by the Folsom Cordova Community Partnership. It is an invaluable program that helps our community become stronger.

Thank you for your time, I hope that you have a wonderful day! Shoghik Zakaryan 06/16/2022
As a resident of Rancho Cordova, CA, I have had a great chance to be involved in Moms Back To Work 2021-2022 program by Folsom Cordova Community Partnership. After very hard times of the recent couple years, life got more stressful than before. Having a baby in that same time can tell even more. SO, being in FCCP helpful and friendly family can be blessing for everyone. Thanks to them, you amazingly get results depending on what you need; learning and/or improving wise skills of job searching, resume building, being prepared for interviews, improving qualities how to be and/or remain a demanded worker or team player, and how to always communicate effectively in the workplace. After all, they even pay you. Also, everyone can continue to be connected to them after the workshops in order to get all the goals done, such as getting a great resume and finding a good job. Big appreciations to this team, Edith Pacheco and Madeline Gore!
Thank you!
With respects,
Shoghik Zakaryan.

Kesha Harris 06/17/2022
Investing In My Future - Again
I was elated to join a network of professionals who were relatable, knowledgeable and compassionate, all while providing one on one support. Re-entering the workforce was mapped out with clear intentions and my resume was analyzed and critiqued to perfection. I was impressed with the depth of resources ITEM 19.2. ATTACHMENT 3

13 provided such as a brand new laptop and tablet. I truly believe the staff of the RC WRP (Rancho Cordova Work Force Recovery Program) has equipped me with the tools to obtain my next career. - K. Harris
ITEM 19.2. ATTACHMENT 3

Overview
General Assembly (GA) is partnering with the City of Rancho Cordova to offer our 12- week Software Engineering Immersive for residents of Rancho Cordova. During our 480 hour Software Engineering Immersive program, students build a full portfolio of work exemplifying their coding skills, receive 1:1 career coaching and job placement support which continues beyond graduation until they have a job. The most common job title for graduates of this program is Entry Level Software Engineer. Students began the course on Monday March 28, 2022 and graduated on Tuesday June 21, 2022.

Cohort Launch
General Assembly kicked off the cohort with 18 students. There was some attrition in the first few weeks due to unforeseen life circumstances, the academic rigor of the program, and academic integrity which resulted in 7 students withdrawing from the course. Towards the last month of the course, we saw one additional withdrawal and one medical leave with a total of 9 program graduates.

Cohort Graduation and Outcomes
The cohort graduated on Tuesday June 21st with 9 students submitting and presenting their final presentations. For their final Capstone projects, our Rancho Cordova learners submitted a range of projects that showcased the programming skills that they’ve learned over the 12 weeks within the context of their own interests and passions, which you can see listed below.

Post graduation, all graduates will continue to work closely with their outcomes coach with a focus on finding a tech related role. GA’s outcomes coaching is robust and includes individualized check-ins with their coach as well as required job search activities. All are looking forward to attending the Rancho Cordova/GSEC sponsored networking event on July 20th as well.

With that said, we are excited to share that our first graduate found employment at -5 days from graduation. Graduate accepted a Junior Full Stack Developer role at Synergex, a company based in Rancho Cordova.

ITEM 19.2. ATTACHMENT 4

Student Capstone Projects:

Project Title
Vintage Vintner: A website and mobile application based ecommerce wine selection and order site.

Code-Room: An application to save and share code snippets and solutions.

Garden Planner: A tool that helps you plan your garden before you plant.

The Transaction Tracker: a one-stop portal for both agents and home-buyers to keep track of deadlines, pending tasks, and other essential particulars of the month-long tornado of activity that is the escrow process.

TeamsPlan: A personalized dashboard for coaches to upload their practice plans for their teams.

This app allows a viewer to enter a city by name and the app will call an API from Open Brewery DB. The app will return all breweries in the dataset with the city entered.

Top Rated Restaurants: This app is a place where users can find top rated restaurants by various cuisines and top reviews.

An application to jump start events and build attendance.

Team Up: An app where software engineers can share their interview questions to help others prepare for their interviews.

Course Feedback

General Assembly conducts weekly course surveys with all students to understand comfort with course material, receive feedback on instruction and coaching quality and get a general temperature check on where students are. This allows the GA team to continuously iterate and adjust the classroom and learning environment to allow students to thrive.

During the last week of the course, all students complete an End of Course survey where they provide numeric ratings of their overall course experience and provide additional comments to support their ratings. Overall, the instructional and career coaching teams received high ratings which included the following feedback below:

ITEM 19.2. ATTACHMENT 4

● “I've already recommended the course to my sister and a couple friends. After taking the course, I can see how a software engineering bootcamp at GA is a solid investment with a high return on your money and time.”
● “I felt prepared to start an entry level position as (a) software engineer.” ● “If the course was being offered for free by the city then I would highly recommend it 10/10. 15k is a steep price for a lot of people.”
● “Wow. I learned so much from Outcomes! I am confident that my Outcomes coach will help me find a job after this course.”
● “A student told me that they took another bootcamp with outcomes training before this, and the GA outcomes training was leagues better than the previous boot camp.” In addition, six graduates also indicated in the survey that they would be interested in coming back to speak to a future class as an alum and/or being a TA for a course or immersive.

ITEM 19.2. ATTACHMENT 4

CONFIDENTIAL – DO NOT DISTRIBUTE
All Program Data

Website statistics

● 1,475 views of the website
● 945 unique visitors to the website
● 229 submitted applications total (30 of those are not qualified based on geography) ● 24.23% of unique visitors to the website submit an application (this is great! On average for other programs we see this number at ~15%)
The General Assembly admissions process

During the GA admissions process, candidates work with a GA Admissions Producer to ensure that the program meets their career goals and that they fully understand the program requirements after which they move on to a self-led admissions task followed by a behavioral interview. The Software Engineering Immersive is an intensive training program with job support that requires students to participate in 480 hours of training, plus additional time on homework, projects, and the job search.

For GA’s project with Rancho Cordova, our admissions team conducted:
● 178 phone calls/emails to students who submitted applications ● 33 interviews with students (so far) moved to the admissions task ○ Note: This is a normal attrition rate from first phone call to interview, taking into consideration the intensity of the program, both in time commitment and curriculum
● Applications were received between October 2021 and March 2022

ITEM 19.2. ATTACHMENT 4

Cohort Launch
Who are the students? What GA Instructor team is saying

“Great set of students, highly engaged with algorithms which is rare. A couple of students are really going above and beyond with their research and homework” “They try to figure out problems on their own before asking for help”

ITEM 19.2. ATTACHMENT 4

Cohort Demographics
Anonymized - 8 learners shared demographic information
Main Category Category # in cohort
Racial Identity
AA or Black 0
White 3
American Indian, Native American, or
Alaska Native 0
Prefer Not to Answer 2
Asian 2
Other 1

Gender Identity
Male 4
Female 4
No Response 0

Veteran Status Active Duty/Veteran 1

Education Level
High School
Some College 3
Associate Degree
Bachelors 4
Graduate or Professional Degree
ITEM 19.2. ATTACHMENT 4

Other 1

Previous Employment Status
Employed full-time (>32 hours/week) 1
Self-Employed 2
Employed freelance or independent
contractor 2
Unemployed 1
Full-Time Parent 2

Enrollment Reason
Changing careers 6
Becoming a freelancer 1
Launching a new startup and need to
learn these skills 1
ITEM 19.2. ATTACHMENT 4

1 Workforce Development Program
Final Report – Updated 6/17/2022
Executive Summary
DP Global Solutions’ Workforce Development Program was funded as a Pilot Run to train and certify five to six City of Rancho Cordova Residents in Amazon Webservices (AWS) Practitioner Certification.

A total of 11 City Residents enrolled in the program. Seven participants of the program successfully completed the training program and five passed the highly desirable Amazon Webservices (AWS) Practitioner Certification. The greater joy is that two of the participants successfully secured employment in the technology field. Two participants requested an extension to complete the AWS Certificate, and four participants withdrew from the program due to personal matters.

Those students would like to enroll in the next cohort of eager technology students.

We have received an overwhelming response from the community and 22+ residents have already registered for the next training. We are requesting the next round of funding to serve the newly registered community members for the summer 2022 session.

Program Details
DP Global Solutions’ Workforce Development Program began a journey to provide a 12-week Amazon Webservices (AWS) Practitioner Certification Training and we are now pleased to present to you the participants at the close of our Pilot Run. Because of this program, participants gained a deep understanding of AWS Cloud concepts, AWS services, security, and data architecture. They received support and resources to help prepare them for the Amazon Web Services (AWS) Practitioner Certification examination. Our mentors continue to provide ongoing support as participants navigate and advance in their careers. This level of achievement validates Cloud fluency and foundational AWS knowledge.

Throughout the Workforce Development Program, we have built a strong network of community leaders, educators, as well as for-profit and non-profit employers who endorse our program and support our efforts in serving a diverse community. These organizations attended our events and continue to contribute to the success of this program and its participants.

We are proud to have served participants from an array of cultures, genders, ages and areas of education. Some participants were unemployed, and others were employed in jobs ranging from automotive technician to the corporate workplace.

DP Global Solutions Workforce Development Program celebrated with a Graduation Ceremony on April 14, 2022, at the Rancho Cordova City Hall. We were joined by City Council Member, Garrett Gateway who awarded the certificates, Chamber President, Diann Rodgers, future participants, current class members, Folsom Lake College Dean Brian Robinson and Uday Katakam, our Guest Speaker.

ITEM 19.2. ATTACHMENT 5

2 Measurable Outcomes
Program Milestone Summary Statistics:
 100% Participants felt this program helped them upskill for a career in technology.  100% felt this program is something the City should continue to provide for others who are looking to upskill in a career in data analytics.
 100% of participants said having my City sponsor a program like this makes me feel my City is invested in its citizen’s future.
 70% of participants passed the AWS Certification.
 40% (2/5) of those who achieved Certification secured new jobs.

Next Steps
City Career Fair helped the community to recognize the program and received 22 members express their intent to pursue the program in the summer of 2022 along with the four applicants who were dropped from the Pilot Run. We would like to launch the next cohort in July 2022.

Student Testimonials
Several of our students offered to tell their stories, which we proudly share with you:
gained certification and was hired as a Software Developer.

I’m a recent graduate from UC San Diego. For the past few months, I took part in the DP Global Solutions AWS Certification Program. I am happy to say, thanks to this program I was able to achieve my AWS Cloud Practitioner Certification. I’m grateful I had the opportunity to participate in this program as it enabled me to gain a better understanding of Cloud computing and, in general, to increase my skillset. Since taking part in this program I have started working as a Software Engineer. As such, my main goal for the future is to continue learning about different technologies so I can further grow as a Developer. Thank you again to DP Global Solutions for this opportunity to learn about the different resources AWS has to offer. And congratulations to all my fellow peers who have completed this program as well.”
gained certification and was hired as a Cloud Administrator. She is advancing her skills to achieve career growth in Cloud Computing and Engineering.
“I am currently working as Cloud Administrator and continually learning. This certificate will open more doors for opportunities and for career growth. AWS certification is a great introduction to the Cloud environment.” is preparing for interviews and his future goal is to become a Cloud Security Engineer. “. I’m a California State University Sacramento student. I participated in the DP Global AWS Cloud Practitioner course, and thanks to them I passed my certification test. This certification means a lot to me because it opened my eyes to the vast opportunities available in Cloud computing and gave me a foot in the door to pursue those opportunities. I will use the certification as a springboard to help me move further in my tech career. I will look into more AWS courses to further my knowledge and skillset. I am currently working towards finishing my degree and securing an internship so that I can combine my certifications and degree with real world experience and further my career. My goal for the future is to become a Cloud Security Engineer. Thanks tExo DP Global’s AWS course, I am well on my way.” preparing to re-enter the workforce as an Engineer.

ITEM 19.2. ATTACHMENT 5

3 “I’m a stay-at-home mom, taking care of my two boys. I am currently managing their schedule and our home finances.

I’m the first Immigrant in our family to move to the USA. I have a Bachelor’s Degree in Engineering, but couldn’t pursue my career due to not having a work permit. Now, with my Green Card I am hoping to start my career back. As part of my plans to restart my career, I was looking to educate myself with the latest technologies. I heard about the AWS program being provided by DP Global Solutions. It helped me in understanding the Cloud technology. Being Certified in AWS will hopefully get me back to the corporate world. I am planning to use your career support program to build my resume and start a new position.”
graduating from college this Summer and applying for a career in Information Technology.

Vadim, an Automotive Technician, is looking to advance in the field of Technology. He plans on taking more of the AWS classes. He is currently A+ certified, has achieved his AWS certificate, previously owned a PC business for computer repairs, and is open to opportunities in Cloud Computing and/or as a System Administrator.

Conclusion
AWS certification helps organizations identify and develop talent with critical knowledge related to implementing Cloud initiatives. We have proven ourselves to be more than capable and can provide similar programs supporting 20 or more participants. We will continue providing job readiness and certificate training programs in areas of Amazon Web Services (AWS), cybersecurity, and software quality assurance. In retrospect, to improve attendance and for those who may not be able to engage more than four days per week, we will provide additional trainings over the weekends. We will improve the attrition rate by adding accountability measures. In order to better design, customize the program, and meet the requirements of the local region, additional introductions to local employers are a priority.

We have ambitious goals to expand this Workforce Development Programs to reach more individuals who can benefit from this enhancement to their education. We intend to provide additional training in the areas of cybersecurity, Cloud computing and software quality assurance. We will mentor and prepare a diverse highly skilled talent pool to meet the needs of the local region. This will ultimately empower the communities and help meet the needs of all employers in the area.

The City of Rancho Cordova’s marketing launch, Career Skills Expo, brought a great deal of interest to our program. We currently have an active list of 22 Rancho Cordova residents who have applied and are waiting for our next group to begin. We request City funding for the next cohort of 22 interested residents to launch the program in Summer 2022.

Enclosed in this report is a detailed list of participants from our Pilot Run which successfully concluded on April 14, 2022. At this time, we request that phase three funding be released per our Contract. Attached are our expense receipts.

We are grateful for the support and encouragement we have received from the City Council Members and the community at large.

Approved by:

Surender Devarapalli,
CEO, DP Global Solutions
Submitted by:

Krysta Malonson,
Diversity & Inclusion Director, DP Global Solutions
ITEM 19.2. ATTACHMENT 5

4 Participant Demographics:

What is your
race/ethnicity?
What is your
gender?
Are you employed or
looking for work?
How did your
income change
during the
program?
Did COVID-19
affect your
employment
status?
Asian Vietnamese
and White
Female Yes, I was hired at
Tesla during the
program.

Current wage
$125,000 annually
Yes, when COVID
hit I was a paid
intern for a
company in San
Diego. The
company did not
offer remote work
and I had to move
home for my
safety.

Asian Indian Female Yes, I am looking for
work.

No change No
White Female Yes, I am currently
employed.

No change No
White Male Yes, I am currently
employed.

No change No
African
American/Black
Male Yes, I am currently
employed.

Expecting a wage
increase in July
2022
No
Asian/ Southeast
Asian
Male Yes, I was hired at
Solidigm during the
program.

Wage increased
from 85,000 to
95,000 annually
No, but my job
search was
challenging due to
companies offering
fewer openings for
new graduates and
company budgets
being affected by
COVID.

Hispanic Male Yes, I am currently
looking for work.

No change Yes, AWS
certification was
important because
most services
switched to an
online platform.

ITEM 19.2. ATTACHMENT 5

Rancho Cordova Area Chamber of Commerce  2729 Prospect Park Dr., #117, Rancho Cordova, CA 95670 (916) 273-5706  RanchoCordova.org  email: [email protected] Summary of FY 2021-2022
Rancho Cordova Area Chamber Business Retention Efforts
The Rancho Cordova Area Chamber team has dedicated time and resources to support our small business community for the past year aggressively. Our initial focus was on recovery from the pandemic, and we tested an array of projects. Much has been discovered. As we move out of recovery and into sustainability, we are eager to take the lessons learned and develop relevant and practical tools and resources to support local business growth and retention. Listed here are some successes and lessons learned over the past ten months.

PPE Distribution (January 2022)
• 325 local businesses received
o 16,000 N95 Masks
o 20,000 Surgical masks as well as
o Sanitizer, and
o COVID 19 testing kits
• Media coverage was significant and unexpected. This effort resulted in stories calling out "why other chambers weren't taking advantage of this free program?" and highlighted the vast number of resources warehoused and not distributed.

Connecting with minority and non-English speaking business owners As Rancho Cordova is home to hundreds of businesses owned or operated by minorities and those for whom English is not their first language, it is critical to be creative, to develop, test, and engage our minority business community where they are.
• Chamber collaboration with MBARK (Minority Business Assistance Recovery & Kickstart) o Identify minority-owned businesses clusters within specific areas of the City o Host professional business walks to connect face-to-face asking pre-established questions of minority business owners and offering support with the challenges of running a successful business. At this point,
 300 businesses identified (all received letters & postcards informing them of our outreach)
 Nearly 300 bags of business-specific materials distributed  Direct interaction with at least 70
 In-language professionals are available to engage as necessary (Spanish, Russian, and various Asian languages)
Notably, local traffic issues and hiring challenges were the problems facing most of those contacted.
o Webinars (curated by MBARK) beginning with
 Access to Capital
 Managing Cashflow
ITEM 19.2. ATTACHMENT 6

Rancho Cordova Area Chamber of Commerce  2729 Prospect Park Dr., #117, Rancho Cordova, CA 95670 (916) 273-5706  RanchoCordova.org  email: [email protected]

Shop Local, Support Local Efforts (RCity App)
RCity is Rancho Cordova's shop local app that encourages users to shop and thus earn and spend stars at local businesses. The chamber staff meets regularly with Colu, the app developers, to keep app information updated and discuss marketing, trends, and app operation. Upcoming marketing efforts will encourage users to redeem their stars and expand the number of redeeming locations. o Numbers:
 1,181 registered users
 184 participating businesses
 20 redeeming businesses
(There are approximately $26,000 in stars held by customers for redemption) o Top sites for earning stars (based on transactions):
 Chick Fil A
 BurgerIM
 J.J Pfister Distilling
o Top sites for star redemption (based on transactions)  BurgerIM
 Straw Hat Pizza
 First response Phone repair
Disaster Preparedness
As we researched ways to identify and engage in planning for future disasters (small, significant, local, regional, industry-specific, etc.), we learned the City is developing a Climate Change Action Plan. We were excited to find how much this work parallels our objectives and greatly assisted us in narrowing down our focus. While the mission of the Action Plan may come from a different perspective, the desire and the need to assess business vulnerabilities must be part of the conversation. Our focus now,
o Fire – the threat to work sites, access to resources, impact on supply chain o Heat – the threat to employees, impact on product and services, logistics It is evident the voice of business can and should contribute to the development of the Action Plan.

Resources
Homelessness, Resources, & Referrals
This issue is front and center with our small business community and continues to grow. • The Chamber produced an Employee Quick Reference Guide listing information for frontof-house employees who encounter situations involving homeless individuals during their work shifts.

ITEM 19.2. ATTACHMENT 6

Rancho Cordova Area Chamber of Commerce  2729 Prospect Park Dr., #117, Rancho Cordova, CA 95670 (916) 273-5706  RanchoCordova.org  email: [email protected] • The development of this guide was done in collaboration with RC PD. Considerations are in place for the best approach to distributing the guide and translating them into different languages. This reference guide will be part of a Business Toolkit, including resources the Chamber and City can offer to support our business community. • The Chamber launched a Critical Business Resources Newsletter focused on providing applicable resources and business news updates
o Relevant webinars and podcasts
o updates on tax news and regulation compliance
o local bid opportunities with the City of Rancho Cordova, Sacramento County, and SMUD
• the Chamber is curating an online catalog of webinars and podcasts to complement the Business newsletter and is readily available on the Chamber website (other locations are under consideration). This again demonstrates the value of collaboration.

Topics do and will include
o tax and regulation updates
o HR training
o business plan development
o access to capital
o mentoring availability
Economic Gardening
Much time and energy are focused on small and startup businesses. Tier two growth companies with more than five employees, revenue between $1 million & $50 million must be a significant part of our business retention efforts. These are those businesses that may go unnoticed yet are essential to the economic health of our community; when the stipulation that a significant percentage of revenue must be generated from outside Rancho Cordova, the criteria for the Economic Gardening program is met.

The Chamber and Economic Gardening professionals are recruiting from a list of nearly 200 Rancho Cordova businesses and creating the first cohort of four or five companies that will benefit from the program. Services include how to
• Identify market trends, potential competitors, and previously unknown resources • Map geographic areas for targeted marketing
• Raise visibility in search engines and increase web traffic • Track websites, blogs, and online communities to better understand competitors as well as current and potential customers
ITEM 19.2. ATTACHMENT 6

Rancho Cordova Area Chamber of Commerce  2729 Prospect Park Dr., #117, Rancho Cordova, CA 95670 (916) 273-5706  RanchoCordova.org  email: [email protected] Education – future planning
With nearly 50% of older millennials regretting their career choice and 86% percent of teens and young adults considering "Social Media Influencer" as a career path, the need for career exploration and education is critical to the future of our children and our business community. The lack of resources in junior high and high schools has led to a talent and skills shortage, especially in the fastest-growing sectors, such as construction, manufacturing, and health care.

We explored a range of organizations and programs to offer career readiness programs and will present our findings shortly. Considering access to the wide variety of business sectors in Rancho Cordova, there is a wealth of knowledge and talent to bring awareness of future careers available to the young people of our area. Focusing on high-need areas like ag-tech, life sciences, technology, advanced manufacturing, and construction will feed the pipeline for Rancho Cordova and the added benefit of supporting the greater Sacramento region with kids from Rancho Cordova.

Lessons learned
• In-language tools are well received. We need to identify existing programs (City or Chamber or?) information, training tools (webinars, etc.) ideal for translation. • We need both broad and very targeted programs and materials—small, specific, and inlanguage. • Small-dollar grants are no longer an effective carrot for many small businesses.

Requirements are challenging when balanced against the time and materials needed to apply.
• Earlier or simpler engagement – don't assume business owners are current or knowledgeable about basic government rules & regulations – the reason is less critical than resolution (for a wide variety of reasons).
• The value of collaboration with MBARK, BBB, Economic Gardening, etc. • There is a need for cultural education between ethnicities within the business community. • The value of a strong shop local campaign – beyond RCity, demonstrating how critical the small, local business community is to Rancho (make the tax $ for H&R connection). • Work to carefully distinguish between our audiences and communication efforts – employers, employees, business owners, property managers, industry segments, etc.

The Chamber team looks forward to continuing this work on behalf of the business community within the City of Rancho Cordova.

Respectfully submitted,
Diann H. Rogers
President & CEO
ITEM 19.2. ATTACHMENT 6

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________ Side Hustle Academy
Youth/Young Adult Training Cohort: Working with professionals in the industry 2-4 days per week, with a minimum of 2 hours each day.
● High school - College age: (9) Students: Nakaana (rancho), Leah, Hannah, Lance, Berenis, Angelina (rancho)
● Elementary - Middle School: (4) Students: Teddy (rancho), Flynn (rancho), India (rancho), Deja (rancho)
● Adult: (3) Tyrone (rancho), Marshay (rancho), Jacqueline Soft skills:
● Client communication
● Punctuality & Responsibility
● Organization, Attention to detail
● Teamwork, Social skills
● Time management, Multitasking
● Strategic thinking, Problem solving
● Innovation, Excellence in content creation
● Cultural awareness and sensitivity
Hard skills:

Canva, After Effects, Premiere Pro, Davinci Resolve, Google Sheets BlackMagic Pocket Cinema 6k operations, Canon 80D operations, Sigma 18-35mm f1.4 operations, Operating Systems, Mavic Air 2s

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 1 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________ Businesses Assisted: 17 Businesses trained
● The Urban Herb (rancho) - 6 weeks of training, 1 Pitch video @ 2 hour ● Royal Reign (rancho) - 6 weeks of training, 1 Pitch video @ 2 hour ● TK's Creations (rancho) - 6 weeks of training, 1 Pitch video @ 2 hour ● Generational Global Gardens (rancho) - 6 weeks of training, 1 Pitch video @ 2 hour ● Ascension Consulting (rancho) - 6 weeks of training, 1 Pitch video @ 2 hour ● Thinking Like A CEO (rancho) - 6 weeks of training, 1 Pitch video @ 2 hour ● Unity of Sacramento - 6 weeks of training, 8 videos @ 1 hour ea ● Creed22Consulting - 11 Videos Created, Professional headshots taken ● Blogaboutitall - 18 Videos Created
● PantryOverflow - 10 Videos Created
● PatriceHill - 11 Videos Created, 11 Social media posts ● CocoQueendom - 18 Videos, 18 Social media posts
● Popin' Pete - 30 Videos Created, Website, Branding, Patreon ● Gorilla Learning Institute - 1 Social Media Marketing video ● 4 Spheres Initiative - 1 Website introduction video
● Hello Puddin - Creative Marketing Campaign, Kickstarter Campaign ● How To Bridge The Gap - Sizzle Reel, photography
Training Dates: July 2021 - Present
● Topics Covered: Branding, Marketing, Social Media Engagement, Community Building, Promotion, Creating Videos, Growing Your Digital Presence, Basics of Pitching, Networking & Collaboration, Brand Ambassadorship, Website Promotion, Influencer Relationship Building.

Work Samples:
● Creed 22 Consulting: If You're Overwhelmed, Try this... ● Gorilla Learning Institute: Web Intro

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 2 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 3 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 4 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 5 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 6 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 7 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 8 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 9 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 10 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 11 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 12 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 13 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 14 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 15 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 16 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 17 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 18 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 19 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 20 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 21 ITEM 19.2. ATTACHMENT 7

Studio T Arts & Entertainment
2410 Fair Oaks Blvd #130 | StudioTArts.org
________________________________________________________________________________

CONFIDENTIAL MATERIAL FOR COMPANY USE ONLY - DO NOT SHARE WITHOUT

WRITTEN PERMISSION FROM STUDIO T ARTS & ENTERTAINMENT MANAGEMENT STAFF 22 ITEM 19.2. ATTACHMENT 7

Optimal Pathways for
Workforce Transformation
at Rancho Cordova
Final Presentation
[email protected] @womenindataorg
www.womenindata.org
ITEM 19.2. ATTACHMENT 8

Thank You!
ITEM 19.2. ATTACHMENT 8

Meet the Team Lead
Danielle Durán
● MSc Statistics, Sociology
● 10+ Years in Data Science + Stats
● Sole Prop; Academia; Tech Startup
● Worked in social / biological / physical sciences, education, behavioral health, and more
● Mentor
● Now, Co-founder at Quotient &
Principal Statistician at Better Statistical Consulting ITEM 19.2. ATTACHMENT 8

Anne Losch
● Located in Round Lake, IL
● BS in mathematics, computer science
● 15 years in K-12 education
● Looking to pivot to Data Science
○ Completed multiple Coursera and
Udacity programs as well as ThinkFul’s
data science bootcamp.
● Currently Lead Instructor at
Mathnasium
annelosch
ITEM 19.2. ATTACHMENT 8

April Kissinger
● Located in Austin, Texas
● BS in Physics
● 9 years in STEM positions:
○ 7 years in research lasers as Laser
Technician and Safety Officer
○ 2 years in Aerospace Avionics as
an Electrical Engineer II
○ Starting as a Data Science
Contractor at Medable
●Multiple Data Science certifications
●Volunteer Data Fellow at Bluebonnet
Data
data-sculptor
ITEM 19.2. ATTACHMENT 8

Crystal Huang
● Located in Middletown, Rhode Island
● Background in Healthcare
○ BS in Exercise Physiology
○ 4 years in Medical field as Diagnostic
Medical Sonographer
● Data Science Bootcamp in 2021
● TA at Bootcamp, Volunteer at Omdena
● Joined Residency program to gain more
hands-on collaborative experience in
Real-Life Data Science project
● Starting as a Junior Data Scientist at
HealthRhythms
crystal-huang-ds
ITEM 19.2. ATTACHMENT 8

Danielle Sumerlin
● Located in Denver, CO
● 10 years in teaching & marketing
communications
● Starting Online Masters in Analytics at
Georgia Tech in the fall
● Volunteer with ATLytiCS’ education
impact team
● Joined residency program to gain
experience providing data-driven
solutions
daniellesumerlin
ITEM 19.2. ATTACHMENT 8

Dhynasah Cakir
● Located in Warren, MI
● Bachelors in genetics at Iowa State
University
● Masters in Bioinformatics at Grand Valley
State University
● Worked as Data Science Intern at Evolent
Health
● Bioinformatics Data Scientist at Twinstrand
Bioscience
dynasah-cakir-53b32a3b
ITEM 19.2. ATTACHMENT 8

Mandi Uppal
● Located in Calgary, Alberta, Canada
● 1.5 years analytics in tech
● 2019 Data Science bootcamp grad with
Springboard
● Background in research across a variety of
labs
● BSc Behavioural Neuroscience
● Joined residency to meet and work
collaboratively with others in the field mandi-u
ITEM 19.2. ATTACHMENT 8

Agenda

1. Introduction

2. Problem Statements

3. Population Segments

4. General Recommendations

5. Job Projection and Outlook

6. Recommendations on Career tracks

7. Metrics and Guidelines
ITEM 19.2. ATTACHMENT 8

Introduction
Residency Cohort 2:

The Opportunity and
Need for Workforce
Transformation in the
City
Residency Cohort 3:

The Optimal Pathways to
Transition the Workforce
Residency Cohort 1:

The Current Workforce
Environment
The employment landscape is changing with emerging technology. New employment trends creates a gap between those unemployed and the current employment opportunities.

How can the gap be bridged by way of the workforce transformation with the right education and training?
ITEM 19.2. ATTACHMENT 8

● Who in Rancho Cordova can benefit?
How do we best serve specific groups?
Problem Statements
Questions we sought to
answer.

Goal: Best Path Toward Workforce Development
● How to best set goals and measure outcomes?
● What jobs are more promising?
● How to best organize programs? What coordination is needed between RC and employers?
ITEM 19.2. ATTACHMENT 8

Population Segments
Segments are based on educational achievement for those 25+ 3 Population Segments
ITEM 19.2. ATTACHMENT 8

Population Segment Poverty Rates
Those without a HS diploma are most
likely to be:
● facing poverty or near poverty
conditions
● to hold a job most vulnerable to
automation.

These challenges make taking time to
transition careers especially difficult.

Some post-HS training/Associate’s
degree is most associated with avoiding
poverty, while a Bachelor’s comes with
the greatest improvement in earnings
(next slide).

ITEM 19.2. ATTACHMENT 8

Population Segment Earnings
Men Avg: $41,468 Women Avg: $39,891 Overall Avg: $41,022 No HS HS Some
college/
Associate’s
Graduate /
Prof. degree
Bachelor’s No HS HS Some
college/
Associate’s
Graduate /
Prof. degree
Bachelor’s No HS HS Some
college/
Associate’s
Graduate /
Prof. degree
Bachelor’s
ITEM 19.2. ATTACHMENT 8

Population Segments Summary
Group 1
No HS/High Barrier
Group 2
HS +
Group 3
Associate’s +
No HS diploma 11.9%
Unemployed 3.7%
Language barrier 15.3% (ages
5+)
● Less likely to have access
to internet
● More likely to be facing
poverty or near poverty
conditions
● At highest risk for
displacement by
automation
HS diploma (may have some
college), but no Associate’s
degree 48.8%
● HS diploma provides the
basis needed for many
growing jobs
● At risk for displacement by
automation
Associate's or Bachelor’s
degree 39.3%
● Likely internet access
● Less likely to be facing
poverty or near poverty
conditions
● Highest potential to
benefit from remote work
opportunities
ITEM 19.2. ATTACHMENT 8

General
Recommendations
ITEM 19.2. ATTACHMENT 8

Case Management & Counseling Access
● Example of a personalized program: Platform-2-Employment in MA. ○ 5-week preparation program followed by an 8-week trial employment with employer partners
○ Preparation program was holistic and involved:
■ Identifying transferable skills
■ Networking
■ Building soft-skills
■ Access to counseling
■ Resource Access & Navigation
○ 72% overall success rate for retaining their first job! ● Though this approach is resource-intensive, it produces impressive results for the most vulnerable workers.
● More information can be found in Appendix F
● Folsom Cordova already provides some of these services High Barrier
Group
ITEM 19.2. ATTACHMENT 8

Case Management & Counseling
Access: Social Support Programs
● Personalized case management to navigate high barriers. ● Help accessing social support structures provides a safety net during career transition because this group is more likely to be dealing with poverty or near-poverty conditions.

High Barrier
Group
ITEM 19.2. ATTACHMENT 8

GED & Language Support
● Offer economic and navigation support for people to earn their GED. ● 15.3% of those 5+ years old speak English “less than very well.” ● Design for the full-time-worker (possibly without internet access) in mind
● 23% at or below a Level 1 Literacy Level
27% are at or below a Level 2 Literacy Level
High Barrier
Group
ITEM 19.2. ATTACHMENT 8

Remote Training
● Some jobs, notably in healthcare, can be trained remotely. ● U.S. Jobs on the Rise: Insights From LinkedIn:
○ “Demand for [healthcare] frontline workers is strong as we continue to navigate the pandemic. Many of these roles can be trained remotely, and don’t require a four-year degree.”
○ Local open jobs:
■ Home health aide
■ Patient care assistant/technician
HS +Group
ITEM 19.2. ATTACHMENT 8

Higher Education Partnerships
● Provide workers affordable access to higher education opportunities. ● These workers are vulnerable to displacement by automation, and further education will help them adapt to digitalization.

HS +Group
ITEM 19.2. ATTACHMENT 8

Remote, Independent Re-Skilling
● Current programs with Coursera, General Assembly, Udacity, and Women in Data
● This group is most likely to succeed in finding remote work because the competition for those jobs is high and usually requires higher education.

Associate’s +
Group
ITEM 19.2. ATTACHMENT 8

Employer Partnerships:

Apprenticeships
● Vital for providing career-changers with experience for landing their first job.
● Work with employer partners to see if they will take up-skilled workers with zero experience.
● Grants available at www.apprenticeship.gov.

All Groups
ITEM 19.2. ATTACHMENT 8

Employer Partnerships: On-the-JobTraining
● Local healthcare employers have the most job openings. ● The city can provide economic or other incentives for employers to invest in on-the-job training. The city can help motivate their investment in the community’s workforce.
● Future of Jobs Report:
○ 50% of all workers will need to be re-skilled
○ Employers hope to internally redeploy 50% of their displaced workers ○ 60% of employers believe they will see a return on investment within one year.

All Groups
ITEM 19.2. ATTACHMENT 8

Soft-Skill Training
● Those already employed are most likely to take advantage of online, selfpaced soft-skill/self-improvement courses. ● Soft-skills are set to be the most in demand in the future:
○ Critical thinking
○ Analysis
○ Problem solving
○ Self-management
● Let employers know about the New World Of Work program that can provide presentations and workshops on soft skills training. https://newworldofwork.org/presentationstrainings/
All Groups
ITEM 19.2. ATTACHMENT 8

Job Projection and Outlook Jobs with Median annual wage above $40k Long-term
Projected to be high-growth and future proof
but may require more time and training
Short -term
At-risk of automation but with high projected openings
(recommended for time-sensitive job seekers)
Technology Sector Jobs

1. Data Analyst and Scientist

2. Business Analyst

3. Cloud Computing

4. Software Engineering
● Align with RC Workforce Development
Program
● Remote training and opportunities
High Barrier

1. Construction Laborer

2. Painters, Construction and Maintenance

3. Industrial Truck and Tractor Operators
HS+

1. Carpenters

2. Secretaries, Administrative & Executive assistants

3. Bookkeeping, Accounting and Auditing clerks
Associate +

1. Management Analysts

2. Registered Nurses (only if degree specialty is
nursing)

3. General and Operations Managers
See appendix D & E for job projections
What jobs are more promising?
ITEM 19.2. ATTACHMENT 8

Career Track
Recommendations
ITEM 19.2. ATTACHMENT 8

Career Tracks High Barrier
Group
Construction Laborer
● Median salary: $45,000
● 1 month or less on-the-job
training
● Apprenticeship and preapprenticeship training
● See High Road Construction
Careers
● Women are notably
vulnerable because these
well-paying jobs are
traditionally less accessible to
them (note their avg. earnings
of <17K)
ITEM 19.2. ATTACHMENT 8

Career Tracks High Barrier
Group
Pursue Education
● GED assistance – getting a
HS diploma and some
college is key to avoiding
poverty
● ESL assistance
● Provide a platform to move
into the HS+ career tracks
● Case management to
navigate high barriers
● Women especially may
benefit
ITEM 19.2. ATTACHMENT 8

Career Tracks HS+ Group
Administrative & Executive
Assistant
● Median annual salary: $41,851
● 1 month or less on the job
training
● Skills required: Computer
literacy, numerical fluency,
organization and time
management, communication,
good reading and writing.
● Can grow into office manager,
another highly projected job.
● Recommendation: Provide
access to associates degree
programs
ITEM 19.2. ATTACHMENT 8

Career Tracks HS+ Group
Registered Nurse
● ADN average salary: $75,000
● BSN average salary: $134,350
● Prerequisites: SAT/ACT for
Associate and Bachelor’s programs
● Training time: 18-24 months to
complete each program
● Recommendations: career
support, internship
Business Analyst
● Entry level salary range: $39 - 66k
● Training time: 4 months
● Available program: Udacity
● Recommendation: Career Support,
Apprenticeship/ Internship
Recommendation: SAT/ACT prep, higher
education Partnership
ITEM 19.2. ATTACHMENT 8

Career Tracks
learn at their own time,
no live video lecture
Associate’s +
Group
required to log in and
participate in class at
scheduled time
Entry Level
Salary range
Business Analyst: $39k -
66k
Data Analyst:
$61k - 85k
Data Scientist: $61k -
85k
Cloud Computing: $40k -
106k
Software Engineer: $60k -
120k
Recommendation: Internship/ Apprenticeship
ITEM 19.2. ATTACHMENT 8

Recommendations Summary
High Barrier HS + Associate’s +
General
● Case management
● Counseling access,
including resource
access & navigation
● GED & Language
support
● Higher education
partnerships
● Remote training
● Remote,
independent reskilling
● Employer partnerships: apprenticeships
● Employer partnerships: on-the-job training
● Soft-skill training
Career
Tracks
Short
term
● Construction laborer
● Painters, Construction and
Maintenance
● Industrial Truck and Tractor
Operators
● Carpenters
● Secretaries, Administrative &
Executive assistants
● Bookkeeping, Accounting
and Auditing clerks
● Management Analysts
● Registered Nurses*
● General and Operations
Managers
Long
term
● Data Analyst and Scientist
● Business Analyst
● Cloud Computing
● Software Engineering
ITEM 19.2. ATTACHMENT 8

Recommendations Summary
High Barrier HS + Associate’s +
General
● Case management
● Counseling access,
including resource
access & navigation
● GED & Language
support
● Higher education
partnerships
● Remote training
● Remote,
independent reskilling
● Employer partnerships: apprenticeships
● Employer partnerships: on-the-job training
● Soft-skill training
Career
Tracks
Short
term
● Construction laborer
● Painters, Construction and
Maintenance
● Industrial Truck and Tractor
Operators
● Carpenters
● Secretaries, Administrative &
Executive assistants
● Bookkeeping, Accounting
and Auditing clerks
● Management Analysts
● Registered Nurses*
● General and Operations
Managers
Long
term
● Data Analyst and Scientist
● Business Analyst
● Cloud Computing
● Software Engineering
ITEM 19.2. ATTACHMENT 8

Metrics
How to best set goals and measure outcomes?
Metrics
● Measure outcomes not outputs
● Ensure that metrics can be tracked
● Ensure metrics are consistent
across all groups
Strategies for goal setting
SMART - Specific . Measurable . Achievable . Relevant . Time Bound Tracking needed
● Demographics
● Salary before and after program exit
● Job title and Industry
● Reason for exit
● Follow up after exit
● Systematic documentation
(SABER WfD tool)
See Appendix B for more detail and
breakdown by population segment.

ITEM 19.2. ATTACHMENT 8

Guidelines for Employer Partners
How to best organize programs and what coordination is needed between RC and employers?
Employers
● There is a gap between what employers think is possible for employees. ○ Employees are eager to learn and focused on the benefits of change. ○ Employers were pessimistic about the employee’s abilities to adjust to the changing workforce and learn new skills.
● Non-employee based programs should accommodate people who are working FT ● Build pathways to promotions for finishing a skill pathway, either monetary or career advancement
● Ensure that managers are engaged, are proponents, and will be active in helping the employees access programs
● Conduct before and after skill assessments.

ITEM 19.2. ATTACHMENT 8

Guidelines for the City
How to best organize programs and what coordination is needed between RC and employers?
The City
● Ensure collaboration between programs
● Assign a lead to report to
● Speak with subject matter experts about any training programs to ensure they provide the necessities for landing a new job
● Make information about programs readily available
● Ensure data governance at the start of the program
ITEM 19.2. ATTACHMENT 8

Thank
You!
Any questions?
ITEM 19.2. ATTACHMENT 8

Data Sources
● U.S. Census Bureau, American Community Survey, 5-Year PUMS, 2015- 2019.
● US Census Bureau, American Community Survey, “2019: ACS 1-Year Estimates Subject Tables,” Educational Attainment.
● State of California Employment Development Department. Long Term Occupational Employment Projections.
● State of California Employment Development Department. ShortTerm Occupational Employment Projections. ● U.S. Bureau of Labor Statistics. Employment Projections.

ITEM 19.2. ATTACHMENT 8

Appendix A: Case Studies
📖📖Workforce 2.0: Ohio’s Workforce Transformation Strategy for 2018 and Beyond https://workforce.ohio.gov/about
📖📖City of Austin: workforce Development Audit
https://www.austintexas.gov/sites/default/files/files/Auditor/Audit_Rep orts/Workforce_Development__December_2017_.pdf
📖📖Calling all Gateway City Leaders: An Action Guide to Workforce Development Transformation in Massachusetts
https://www.google.com/url?q=https://commcorp.org/resource/calling -gateway-city-leaders-action-guide-workforce-developmenttransformationmassachusetts/&sa=D&source=docs&ust=1646938610422399&usg=AOv Vaw2dRDoavFPlshDKva6f9771
📖📖City of Duluth MN Strategic Plan for Workforce Development https://duluthmn.gov/workforce-development/
ITEM 19.2. ATTACHMENT 8

Appendix A: Case Studies
📖📖Opportunity Chicago http://cjc.net/wp-content/uploads/2012/06/OCEvaluation_July2012.pdf 📖📖City of Denver: Workforce Development Audit
https://www.denvergov.org/files/assets/public/auditor/documents/audi t-services/audit-reports/2018/workforcedevelopment_july2018.pdf 📖📖Workforce Innovation and Opportunity Act (WIOA)
📖📖Digitalization and the American Workforce
https://www.brookings.edu/wpcontent/uploads/2017/11/mpp_2017nov15_digitalization_full_report.pdf 📖📖The Future of Jobs Report by the Economic World Forum https://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf ITEM 19.2. ATTACHMENT 8

Appendix B: Metrics Pipeline
High Barrier HS+ Associates +
At start:

1.How long unemployed?

2.Last job held, title and industry

3.Pay in last position

4.What is the barrier?

1.Skills

2.ESL

3.Transportation

4.Disability

5.Interview landscape

6.Program start date

7.First time in a program?
Program Right after:

1.Credential attainment and type

2.Why someone quit

3.Skill assessments

4.Program end date
After Program Future:

1.If they lose a job, how long does it take to get reemployed?

2.Title/position attained

3.New pay

4.Interview landscape

5.Job Quality

6.How long to get job?

7. How long stay in job? 6 mo? 1year?
At start:

1.Last job held, title and industry

2.Pay in last position

3.Interview landscape

4.Program start date

5.First time in a program?

6.Skill Assessment
Program Right after:

1.Credential attainment and type

2.Why someone quit

3.Skill assessments

4.Program end date
After Program Future:

1.Title/position attained

2.New pay

3.Interview landscape

4.Job Quality

5.How long to get job?

7. How long stay in job? 6 mo? 1year?
At start:

1.Last job held, title and industry

2.Pay in last position

3.Interview landscape

4.Program start date

5.First time in a program?

6.Skill Assessment
Program Right after:

1.Credential attainment and type

2.Why someone quit

3.Skill assessments

4.Program end date
After Program Future:

1.Title/position attained

2.New pay

3.Interview landscape

4.Job Quality

5.How long to get job?

7. How long stay in job? 6 mo? 1year?
*** A full detailed breakdown of these as questions
can be found in a separate document
ITEM 19.2. ATTACHMENT 8

Appendix C: On the job training needed for jobs
requiring various education levels
Data from State of California Employment Development Department Data Portal -
Long term Occupational employment projections
ITEM 19.2. ATTACHMENT 8

Less than HS diploma
ITEM 19.2. ATTACHMENT 8

HS diploma or some college
ITEM 19.2. ATTACHMENT 8

Associates or Bachelor’s degree
ITEM 19.2. ATTACHMENT 8

Appendix D:

ITEM 19.2. ATTACHMENT 8

Appendix E1: Short term projection for High Barrier
ITEM 19.2. ATTACHMENT 8

Appendix E2: Short term projection for HS+
ITEM 19.2. ATTACHMENT 8

Appendix E3: Short term projection for Associate +
ITEM 19.2. ATTACHMENT 8

Appendix F: Platform to Employment Program
Sources:
● Joseph Carbone. “Platform to
Employment: Putting the Long-Term
Unemployed Back to Work” in
Transforming Workforce Development
Policies for the 21 Century, Car Van Horn
and others, editors (Kalamazoo, MI:

Upjohn Institute for Employment
Research, 2015).
● Calling all Gateway City Leaders: An
Action Guide to Workforce Development
Transformation in Massachusetts, pg.24
https://www.google.com/url?q=https://commcorp.org/res
ource/calling-gateway-city-leaders-action-guideworkforce-development-transformationmassachusetts/&sa=D&source=docs&ust=16469386104223 99&usg=AOvVaw2dRDoavFPlshDKva6f9771
ITEM 19.2. ATTACHMENT 8

Economic Power &
Self Sufficiency
Thinking Like a CEO Outcomes Report:

Report Overview
The first edition of Thinking like a CEO exceeded expectations in multiple ways. We set out to train and support three of Rancho Cordova’s non-employing small businesses to make the shift from the self-employed mindset to the employer mindset. We achieved our intended purpose and also exceeded expectations.

Goals, objectives, and outcomes are documented in the tables below.

Table A below identifies benefits and achievements met by the program that go above and beyond our Statement of work. I.E.:

Table B below documents how the program met or exceeded goals and outcomes as stated in the Statement of work.

Unexpected Monetary Outcomes
We also want to make a special note about the following specific (unexpected) monetary achievements:
1) Participating business (Generational Global Gardens) received $25,000 in investment funding.) This results from the pitching and digital marketing modules 2) Participating business (TK’s Creations) projects a $20,000 increase in revenue for 2022. This results from pricing, budgeting and forecasting techniques demonstrated during the Budgeting and forecasting module
3) Participating business (Royal Reign) projects a annual increase in revenue of $150,000. This results from product pricing, bundling, budgeting and forecasting techniques demonstrated during the Budgeting and forecasting module Soft Skills and Mindset
Finally, we want to talk about soft skills. Soft skills don’t easily lend themselves to tabularized measures and outcomes. They are exceedingly significant. Alongside more measurable hard skills, they spur the mindset shift needed to become an employer. They make the difference between being knowledgably self-employed and being a powerful CEO capable of driving tremendous business growth, employing the community, and investing in community.

Our target demographic has a history of taking classes that don’t work for them, and clearly approached Thinking Like a CEO as just another box to check. Only two weeks into the program participants knew this would be different. It was immediately clear that this is more of a workshop that allows, encourages, and empowers them to literally work on their business goals, objectives and growth. The feedback from participants in this area was phenomenal and clearly confirmed out goal of “filling in” the educational gaps.

The program is built upon and around community participation. It is an aces-in-their-places type of program. Starting with the support and confidence of the City itself, to the inclusion of local ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
subject matter experts and service providers. Participants were surrounded with the support of a village that did not let them down!
Participant growth is the most immediately important outcome. Every participant gained new knowledge and actively applied it to their businesses. Participants were surprised by the amount of growth they actually achieved. The small program allowed them to receive individualized attention from our expert coaches and instructors. The level of expertise of our instructional and coaching partners allowed each participant to focus on unique and specific aspects of their business growth and training. They achieved monumental growth in hard skills, like budgeting, delegating, and strategic planning and also made tremendous strides in soft skills and business characteristics – the beginning shift to CEO thinking.

Participants recognized that they are their businesses. One participant said in her pitch, I realize that I have to step out from behind my products because I am the product. It is a shift from back seat driving to driver seat driving. Participants acknowledged tendencies to try to ‘do it” all themselves. They witnessed the difference in outcomes and results when using professional assistance versus taking the DIY approach. Participants took a deep and serious look at their own relationships with authority, leadership, delegating and team building. They realized how uncomfortable delegating and ”being the boss” felt, and explored the reasons why. They identified thought patterns and habits that tend to “sabotage” their efforts at team building, and gained tools and tips to overcome these mental roadblocks.

Another area of monumental growth is seen in how participants entered as individual entrepreneurs and graduated as a collaborating team. They are exploring opportunities to place and promote one another’s products. It was their idea to involve them in the next cohort as ambassadors\mentors to the next group. They want to help the next group gain as much benefit from the program as possible.

All in all, participants had mounds of praise and appreciation for Thinking Like a CEO. They acknowledged the value and benefits, from hard skills, soft skills, and opportunity. They formed long-term relationships with one another and with our coaching and instructional staff, and their businesses are poised for greater success. Participants have active and dynamic strategy maps, real-time budgets, and are literally building their teams using their vouchers and employing members of the Essential Business Success Services Team.

The mindset shift, is arguably the most significant result of the program. It addresses the ability of our community to heal from the inside out. It makes collaboration and community growth possible by empowering business owners to become employers and community leaders. It encourages community involvement and constant growth. What’s more it gives hope.

Table A – Benefits and Achievements Above and Beyond
Outcome Donor Recipient Value
Interviews and print
article for each CEO.

Cecilia Greenwald: CA
Community Update
All Participants $1,500
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
1-1 executive
coaching for all 5
CEOs
Deanna Vestal: Career Path
Development
All Participants $5,000
1-1 consult about
service based
success
Jada Smith: Jasiri Coder Pitch Contest
Winner
$125
Publicity Advisor, Ryan Rauzon: Summit Strategies
Group
Program $2,500
1-1 consult about
long-term business
relationships and
success
Sharon Chandler: Yes 2 College
Lunch
Pitch Contest
Winner
$125,
Personal and
Business Finance
Builder - Do It
Yourself Curriculum
and Certification to
instruct
Clarence CJ Phelps: Taylormade
Tax Services, LLC
Pitch Contest
Winner
$2,500
Product Promotional
Videos
Studio T Productions All Participants $2,500
Investment Funding Result of Pitch instruction Generational Global Garden
$25,000
16-hour digital
marketing module
T. Sandifer Consulting
Table B – Goals and Outcomes as documented in the Statement of Work Thinking like a CEO will train and support three of Rancho Cordova’s small nonemploying businesses.

Status Activities Tools Outcomes & Feedback
Exceeded Recruited and
enrolled 6
non-employing
businesses
N/A Exceeded the number of participants
by 2.

ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Expected – 3
Enrolled – 6
Completed - 5
Participants learn vital strategic planning concepts, develop strategic planning tools, and learn to use them to help them achieve their business goals.

Status Activities Tools Outcomes & Feedback
Met All participants
created a timely
and usable
strategy map.

All participants
completed a 4-
perspective
SWOT analysis
of their business
All participants
competed a
fishbone
diagram and
work plan for
their business.

Balanced
Scorecard SWOT
analysis Template
Fishbone Diagram
Template
Project Work Plan
Template
Strategy Map
Template
Students demonstrated a greater
understanding of strategic planning
and its role in business development.

Students identified and documented
specific goals and objectives for their
businesses.

Students used their strategy maps
including goals and objectives to
inform the work and experiences in all
subsequent classes.

Participant Feedback
I love that we are documenting info
and looking at how it applies to our
businesses.

I am enjoying the class because it
is showing me what I don’t
understand and don’t know.

Learned so much in these last few
weeks. Never thought we would be
able to do this to make us more
organized in this company.

Learned the value of listing out the
root. It now puts what I have been
doing for others in focus. Now it
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
makes sense… how I can apply
this to my business and be
successful.

Participants learn to introduce their business and define their specific goals and objectives using their strategy map
Status Activities Tools Outcomes & Feedback
Met Using their
completed
strategy
maps,
students
practiced
introducing
their
businesses to
one another.

Unique strategy
map specific to the
individual’s business
Participants demonstrated how to use
a strategy map to quickly and easily
describe their businesses to other
stakeholders.

Participant Feedback
It helped me Identify the steps, and
narrow my focus to specific actions
in order to gain specific and
targeted results.

Participants gain a greater understanding of how they can use budgeting and forecasting to plan scale and grow their businesses.

Status Activities Tools Outcomes & Feedback
Met/Exceeded Participants
develop
actionable
budgets
specific to
their
business
goals and
objectives
Budgeting
Template
Forecasting
Template
All students created a real-time
usable budget (Budget A).

Students created their ideal
operating budget (Budget B).

Students used forecasting skills and
tools to develop a financial plan to
get from Budget A to Budget B.

ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Participants emerged with real-time
action plans to increase revenue to
match their ideal operating budget.

Royal Reign projects an annual
increase in revenue of $150,000
TK’s creations projects an annual
increase in revenue of
$20, 000
Participant feedback
Wish I would have had this class 5
years ago, when I was just
starting my business.

One of the best trainings I have
ever had. They don’t teach this
stuff in school. Enjoyed everyone
else’s input and feedback.

Participants study the art of delegating and successful team building.

Status Activities Tools Outcomes & Feedback
Met Students
identified and
documented
a list of their
nonemployee
team
members and
the work they
do.

Students
discussed
GAPP – team
analysis template
Delegating Steps
Checklist
Vouchers to hire
support services
Participants demonstrated delegating
and teambuilding language through inclass role-play and discussions.

Participants met with members of the
Essential Business Success Services
team to practice team building and
delegating skills.

Participants contracted with EBSS
team members to help achieve the
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
and roleplayed the
language and
steps of
delegating
work and
following –up
on delegated
work,
Students
role-played
correcting
misdirection,
and and
appreciating
good work.

Team meetings to
help hire support
services
2-years access to
the Essential
Business Success
Team.
goals and objectives identified in the
strategic planning module

ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Participants explore thought patterns and habits that impact successful delegation and successful team building
Status Activities Tools Outcomes & Feedback
Met Through
guided
discussions
and
exercises,
students
identified
their
relationship,
conscious
and
subconscious
thoughts and
behaviors
responsible
for selfimposed
limitations
when it
comes to
delegating
and team
building.

N/A Students indicated they had become
more aware of subconscious habits and
thought patterns that could impede their
ability to build and work with teams.

Students indicated they will practice
alternative behaviors.

Participant Feedback
This was good because I learned to
be okay to let go of certain tasks, let
others handle it.

Participants explore the civic responsibility of CEOs to the communities in which they do business
Status Activities Tools Outcomes & Feedback
Met Participants
are
introduced to
the DIO (Do It
For
Ourselves)
principle as a
business
strategy.

Participants demonstrated an
understanding of DIO through their
hands-on work with the MaxReach
teams.

Participants demonstrated an
understanding and acceptance of Ujima
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Participants
are
introduced to
Ujima
(collective
work) as a
business
strategy
as a business strategy by engaging in
collaborative efforts.

A1Goodtree initiated a collaborative
venture by extending a product
placement invitation to her fellowparticipants. All participants plan to participate by placing products in the
A1Goodtree storefront.

Nonprofit
event
Cancelled
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Participants learn to pitch their business specific goals to potential investors.

Status Activities Tools Outcomes & Feedback
Met Students
developed
pitch decks
for their
individual
businesses
Pitch Deck
Template
All participants created a real-time
usable pitch deck
Students
practiced
delivering
pitches to
one another.

On-screen pitch
practices
All participants pitched to investors and
project stake holders at the pitch contest
event.

Participants gain hands-on experience delegating support tasks Status Activities Tools Outcomes & Feedback
Met Students met
with and
hired support
service
providers
N/A Voucher Purchases
Participants kick-start their newly identified business objectives by hiring support services.

Status Activities Tools Outcomes & Feedback
Met Vouchers are
issued
Module Completion
Report (See Report
section)
Vouchers and related expenses are
being tracked in QuickBooks under the
following tags:

ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
• RoyalReign
• UrbanHerb
• AscensionConsult
• GenGlobalGardens
• TKCreations
Each participant had $1000 “banked”
under their tag.

To date the following services have
been scheduled or purchased;
• Generational Global Gardens –
Accounting Services from Zip Biz
(Purchased)
• TK’s Creations
• Royal Reign – Digital Marketing
Content Creation, Studio T –
(Scheduled)
• Royal Reign - Budget and
Forecasting Consultation
Services from ALM Business
Coaching (Purchased)
• The Urban Herb –
• AC Consulting
Participants prioritize their goals, objectives, and related tasks, and budget and delegate accordingly,
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Status Activities Tools Outcomes & Feedback
Met Participants
purchase support
services using
vouchers
Each module built upon the previous to
guide participants through the steps of:
• Identifying goals and objectives
• Planning to meet goals and
objectives
• Communicate goals and
objectives
• Identify tasks that can be
delegated
• Identify a plan to fund the
delegating of specific tasks
• Learn and practice the language
and steps of delegating and
building their teams
• Execute the plan
Participant Voucher Usage
Business/Participant Voucher Type Voucher
Amount
Status How Spent
Royal Reign Skin Care
Products
Participation
Voucher
$1000 Spent $500 spent on
Budgeting and
Forecasting one-one
one Counseling with
ALM Business
Coaching.
$500 spent on
promotional video
creation with Studio T
Arts and Entertainment
ITEM 19.2. ATTACHMENT 9

Economic Power &
Self Sufficiency
Generational Global
Gardens
Participation
Voucher
$1000 Spent $1000 spent on
Leadership Coaching
with Career Path
Development.

Ascension Consulting Participation
Voucher
$1000 Spent $1000 spent on
Accounting Services
from Zip Business
Services
TK’s Creations Participation
Voucher
$1000 Spent $1000 spent on
Leadership Coaching
with Career Path
Development.

TK’s Creations Pitch Contest
Winner Voucher
$1000 Issued Voucher issued. Funds
unspent at this time
The Urban Herb Participation
Voucher
$1000 Issued Voucher issued. Funds
unspent at this time
ITEM 19.2. ATTACHMENT 9

ECONOMIC DEVELOPMENT

COMMUNTIY ENHANCMENT &

INVESTMENT FUND
UPDATE
CityOfRanchoCordova.org
ITEM 19.2. ATTACHMENT 10

ITEM 19.2. ATTACHMENT 10

Fee Waivers and Design Assistance
896
Business License
Waivers Issued.

Saving small and homebased
Businesses
$92,288
1,955
Animal License
Waivers Issued.

Saving residents
$57,725
7 Business’ in
Design Assistance Program
$42,724 used to
Offset design costs.
349
Grocery Delivery fees
have been waived for
Residents saving them
$2,500
ITEM 19.2. ATTACHMENT 10

Design Assistance Pilot Program
The Design Assistance Pilot Program was created to assist small businesses who demonstrate they need assistance to obtain construction documents required by the City to get their Certificate of Occupancy.

To date, two contracted design/architecture firms are helping 6 small businesses get established in the city through the program by saving them a prohibitive $42,724 in design services since we started in November 2021 and have 1 business beginning the process with an architect.

Types of businesses include:
• Nonprofit
• Chiropractor office
• Indoor recreation
• Small manufacturer
• Neighborhood market
• Small retail businesses
ITEM 19.2. ATTACHMENT 10

Business Retention
PPE Distribution
(January 2022)
325 businesses
received:
16,000 N95 Masks
20,000 Surgical masks,
sanitizer and COVID 19
testing kits
MBARK
(Minority Business Assistance
Recovery & Kickstart)
300 minority-owned
businesses were
identified
Interfaced with 70
businesses directly
In-language professionals
accessible as needed
Economic ]
Economic
Gardening
Establishing a cohort of
4-5 two tier growth
companies to provide
access to the following
services:

Market trends, identifying
unknown resources, targeted
marketing geographical map,
how to increase web traffic,
track websites, blogs and
online communities.

Education/ Future
Planning
Exploring Career
readiness programs for
youth in the fastest
growing sectors, such as
construction,
manufacturing, and
healthcare
Resources
Employee Quick
Reference Guide
Homelessness, Resources,
and Referrals
Business Toolkit
Resources the chamber can
provide our business
community
Critical Businesses
Resource Newsletter
To provide updates on
webinars and podcasts, tax
news and regulation
compliance, local bid
opportunities
The City Collaborates with The Rancho Cordova Chamber of Commerce to aid our local businesses.

ITEM 19.2. ATTACHMENT 10

RCity is Rancho Cordova’s shop local app that encourages users to shop and thus earn and spend stars at local businesses. The City has enlisted the Chamber of Commerce to assist with the development and implementation of this City-wide engagement effort.

Business Retention – Shop Local App
30%
21% 12%
11%
10%
5%
5%
3%
1%
0%
1%
1%
Restraunts
Professional Services
Health & Beauty
Home & Office
Fitness & Sport
Bakeries & Cafes
Arts & Culture
Clothing & Accessories
Bars & pubs
N/A
Gifts & Flowers
Groceries
1,181 Registered Users
184 Participating Businesses
Top 10 redeeming businesses
- BurgerIM
- J.J. Pfister
- Straw Hat Pizza
- First Response Phone Repair
- Sunrise Waffle
- Bliss Marketplace
- Arctic Fox
- Smart Axe
- Costa Vida
- Diamond Billiards
ITEM 19.2. ATTACHMENT 10

Small Business Recovery Grant
57 Grants Awarded
$1,090,000 approved funding
Grant funds were used to offset or reimburse businesses for costs related to the negative impacts of COVID-19 that have not been covered by funds received from other COVID-related programs, including:
• General business operations
• Payroll expenses
• Supplier payments
• Rent, lease or mortgage payments for the business property • Personal Protective Equipment (PPE) and/or sanitation supplies and equipment
• Investments in software or technology that allow for a shift to online operations
• Equipment purchases that expand and/or modify operations • Retiring high-interest debt secured to cover COVID related capital purchases (e.g., equipment) or business expenses due to the loss of revenue.

ITEM 19.2. ATTACHMENT 10

Insights Gained
• DAPP program helps to assist local businesses with barriers to obtain necessary permits
• The Free Animal License program resulted in a 400% increase in active pet licenses. • Administering Small Business Grants is a heavy lift to vet financials and there is a gap in business who apply for the grant but never follow up with the required documentation.
• We need both broad and very targeted programs and materials • Work to carefully distinguish between our audiences and communication efforts • employers, employees, business owners, property managers, industry segments, etc.
• There is a need for cultural education between ethnicities within the business community.
• Explore other models of a shop local campaign – beyond RCity, demonstrating how critical the small, local business community is to the community.

ITEM 19.2. ATTACHMENT 10

Work Force Related Programs
Maximum
Reach Studio T
Women
in Data
ITEM 19.2. ATTACHMENT 10

Max Reach & Studio T
MaxReach worked with 6 Rancho Cordova non-employing business to provide training, support and funding to help them become an employer. Through workshops and hands-on experiences, participants are empowered to make the shift from being self-employed to being employers.

Studio T matched 8 youth participants with local small businesses in order to create positive outcomes for both groups. In this program youth participants were provided with 120+ hours of digital marketing training and paired with small businesses hit hard by the pandemic, who are struggling with an on-line presence.

Studio T and MaxReach were able to collaborate their programs to assist 6 Rancho Cordova businesses with business coaching as well as promotional and marketing material.

Outcomes
1) One Participating business received $25,000 in investment funding as a result of the pitch and digital marketing modules.
2) A Participating business projects a $20,000 increase in revenue for 2022. This results from pricing, budgeting and forecasting techniques demonstrated during the Budgeting and Forecasting module
3) Participating business projects an annual increase in revenue of $150,000. This results from product pricing, bundling, budgeting and forecasting techniques demonstrate the Budgeting and Forecasting module ITEM 19.2. ATTACHMENT 10

Women in Data – Workforce Analytics
Three analytics projects were completed to assist the City in understanding the current workforce environment, the opportunity and need for workforce transformation in the city, and the optimal pathways to transition the workforce. In addition to the analysis for the city the individuals participating received hands-on experience with data analytics.

ITEM 19.2. ATTACHMENT 10

Pilot Year Work Force Development
Providers
ITEM 19.2. ATTACHMENT 10

Workforce Development
6 Workforce Programs
186residents participating
27 employed
$1,093,000
Funding Allocated
ITEM 19.2. ATTACHMENT 10

Workforce Development Demographics
25%
16%
17%
0%
3%
31%
7%
1%

ETHNICITY
Asian/ Asian American/ Pacific Islander
African American / Black
Hispanic / Latin(a/o)/ Latinx
Native American
Middle Eastern
White
Prefer not to disclose
Other
0 20
40 60
80 100
120
GENDER
Female Male Transgender Prefer not to Disclose
ITEM 19.2. ATTACHMENT 10

DP Global Solutions
DP Global Solutions’ Workforce Development Program provided a 12-week Amazon Webservices (AWS) Practitioner Certification Training. Participants gained a deep understanding of AWS Cloud concepts, AWS services, security, and data architecture. 7 participants successfully completed the training program 5 Participants passed the Amazon Webservices (AWS) Practitioner Certification. This level of achievement validates Cloud fluency and foundational AWS knowledge. 5 participants passed the AWS
Certification.
2 students secured new jobs
with tech firms making an average
wage of $53/hour.
100% Participants felt this program helped them upskill for a career in technology.
100% felt this program is something the City should
continue to provide for others who are looking to upskill in a career in data analytics.
100% of participants said having my City sponsor a
program like this makes me feel my City is invested in its citizen’s future.

ITEM 19.2. ATTACHMENT 10

Folsom Cordova Community Partnership
FCCP provides employment services which provides employment resources and career training to individuals seeking job search and career development training. They offer wrap around services for resume building, interview skills training, professional skill building workshops, application assistance, vocational training, on the job training, and moms back to work programming. 87 participants were enrolled in FCCP programing.

Challenges and Barriers to employment:
7% reported being homeless
7% reported being ex-offenders
6% reported being displaced homemakers
21% reported being single parents
13% reported cultural barriers.
24gained employment
Employed in 3 occupational clusters:
50% Agriculture/Food/Hospitality
44% Administrative/Support Services
6% Transportation/Production/Manufacturing
Starting wages ranged from $15/hr - $20/hr
with the average pay rate being $17.35/ hr
65 participants received career case management
5 participants receiving Training scholarships
17 participants in Mom back to work programming
31 participants were active.

ITEM 19.2. ATTACHMENT 10

General Assembly
General Assembly offered a 12- week Software Engineering Immersive for residents of Rancho Cordova. During their Software Engineering Immersive program, students build a full portfolio of work exemplifying their coding skills. The 9 participants have gained the skills to design and layout responsive web applications, build secure full-stack web applications, safely model and store SQL and NoSQL databases, develop web applications using JavaScript, consume and integrate third-party APIs in application, use modern JavaScript browser application frameworks, and deploy applications to the web using cloud -based hosting. 9 students graduated the software Engineering program
1employed at Synergex based in Rancho prior to program
completion.

All graduates will continue to work with an outcomes coach to help with job placement until December 2022.

ITEM 19.2. ATTACHMENT 10

Udacity
Udacity offered two cohorts one in Business Analytics and the other in Programming. The 31 students in the business analytics cohort have learned foundational data skills that apply across functions and industries. They can analyze data and build models with Excel, query databases using SQL, and create informative data visualizations with Tableau. The 19 students in the Intro to Programming cohort have learned the basics of programming through HTML, CSS, Python, and JavaScript. They have completed extensive practice with handson exercises and projects that demonstrate their grasp of coding fundamentals. 31Students in Business Analytics Cohort
5 students graduated the Business Analytics Cohort
68% of the cohort are able to interpret data visualizations and explain their insights
29% of the cohort are able to Analyze, Forecast & Visualize Data with Excel
26% of the cohort can Write SQL to Qury Data Tables
16% of the cohort can Build interactive Tableau
Dashboards
19Students in the Intro to Programming Cohort
4 students graduated the Intro to programming cohort
58% of the cohort are able to implement HTML and CSS
26% of the cohort can program with Python
21% of the cohort can use object-oriented programming
21% of cohort can Build a Web App using JavaScript
ITEM 19.2. ATTACHMENT 10

Women in Data
Women in Data offered two cohorts with a total of 20 students which focused on participants obtaining a Data Analyst Certificate. During this program participants learned languages such as Python and SQL, along with data visualization, data manipulation, statistics, and data storytelling skills. Participants have received a certificate for the Python Data Analyst training.

Upon completion of the program, 93.3%of participants
said this program helped them upskill for a career in technology

86.7% Said they would recommend this program to their
network as a way to prepare for the careers of the future. 75% of participants completed the education portion of the program to received a Python Data Analyst certificate.
2/3 of participants feel very confident or confident in their data analytics skills after completing the certificate.
15completed and obtained a Data Analyst Certificate.

ITEM 19.2. ATTACHMENT 10

Coursera
Coursera provides learners with access to an online upskilling platform with over 4,000 courses with topics like business analytics, graphic design, python, and more. The purpose of the program is to provide residents with new skill set with a goal to have a positive career impact or lead into new employment or a new career.

Currently the agreement with Coursera is being renegotiated. Residents have access to the Coursera Platform through the California State Library System at no cost due to a statewide Workforce Development Initiative. We want to ensure the programs being provided with ARPA funds are not overlapping with programs already available to residents at the state level.

ITEM 19.2. ATTACHMENT 10

Workforce Insights
What we learned:
• Incentives to assist participants to continue to the work through the programs • Networking event for all workforce participants to connect them with local employers
• Aligning the programs – cohesiveness with program dates • Kick off / marketing event for workforce details
What we would like to do moving forward:
• Based on the 3rd party data collected, diversify the program offerings. Would incorporate trade programs, medical, etc.
• Work with local employers to create specific pathways for employment upon completion of these programs.
• Explore expansion of the Promise Program to include tuition/stipend for Trade programs in Rancho Cordova and/or OJT sponsorship for local employers who want to employ residents.

ITEM 19.2. ATTACHMENT 10

2022/2023 Work Plan
Programs for the next fiscal year:
- Free Animal License Program
- Free Business License Program
- Expanding the Design Assistance Program
- Continued Collaboration with the Chamber of Commerce for business retention efforts
- Continuing and Expanding the Workforce Programs
- Supporting Workforce Programs in other industries
- Small Business Access to Capital/ Technical Assistance - Entrepreneur Start-Up Program
- Utility rebate program
ITEM 19.2. ATTACHMENT 10

CityOfRanchoCordova.org
Questions and/or Feedback
ITEM 19.2. ATTACHMENT 10