Rancho Cordova City Council
December 19, 2022

training graduates to GA’s advanced tech skills opportunity. GA will in turn rely on these providers to offer wraparound services and additional case management services to learners who require additional support. We envision that each of these organizations will partner to host info sessions, networking events, and marketing campaigns, collaborating to reach the greatest number of Rancho Cordova residents. See letters of support attached in our Supportive Information section.

With an eye to connecting training graduates to direct employment opportunities, GA has held initial conversations with the Sacramento Hispanic Chamber of Commerce and the Asian Pacific Chamber of Commerce. Throughout this grant period, GA will connect to the initiatives led by the Chambers, engaging with private companies that need new talent sources to remain competitive.

Our outcomes partnerships team is also committed to engaging with employers in other surrounding metros to create a robust pipeline of hiring partners.

Project Expected Timeline
GA proposes a two-phased approach to our partnership with the city of Rancho Cordova, with the goal of ensuring that we reach the largest number of potential prospective students, and then launching up at least one cohort of approximately 20 students over the course of a calendar year.

1. Discovery & Exploration (Fall & Winter 2022): GA will work with the City and regional nonprofits to advertise GA’s introductory coding workshops. In similar engagements, we have found that we can most effectively reach potential students through partner marketing strategies. Through the workshop, students will explore web building blocks of the web — HTML and CSS — and learn how these programming languages can be applied to develop their own simple sites. Through this live, interactive, and beginner-friendly experience, interested students can explore coding and determine if it is something they hope to pursue further. We offer these workshops at least once per week at different times to accommodate various working and caregiving schedules.

2. Transformation (Winter 2023): GA will work with candidates to go through our standard admissions process on a rolling basis. Accepted students will enroll in our 12-week Software Engineering Immersive (SEI) and receive GA’s career placement services upon graduation. See an outline of the full SEI curriculum in our Supportive Information section.

GA does not currently have a campus in Rancho Cordova or the surrounding areas but we have a strong history of success with our remote online Software Engineering Immersive. GA will work with the City to determine whether to run our remote program or find a local space in which to run the program in person, determining if additional funding is required for that purpose. Upon confirmation of continued funding, GA can quickly launch our second cohort in Rancho Cordova. 15 ITEM 14.8. ATTACHMENT 8

Milestone Date Prerequisite Milestone/Contingency
Discovery & Exploration Winter 2023 Local Channel Marketing & Partnerships Established Cohort 1 launch March 2023 20 students accepted and enrolled in SEI cohort Cohort 2 launch (if funded) June 2023 20 students accepted and enrolled in SEI cohort Cohort 3 launch (if funded) October 2023 20 students accepted and enrolled in SEI cohort Sources and Uses of Funds
Sample pricing based on prior public engagements outlined below. GA’s per cohort training costs have increased slightly from previous years due to higher costs of program delivery as a result of current economic conditions. Depending on the goals and audience for the program, and the desired number of individuals trained, we can work with the City to align on the appropriate pricing. GA would also welcome the opportunity to offer up to two additional cohorts of our Immersive training through the grant term should additional funds become available.

PRODUCT PRODUCT DETAIL # OF

STUDENTS

PRICE PER

STUDENT

PRICE PER
COHORT
Software
Engineering
Training
● Hours: 12-week/480 hours training
● Staff: Instructor management, Instructor and
teaching assistants, dedicated career coach,
student experience manager, customer
success manager and admissions counselor
● Services: Local marketing and sourcing,
student pre-work, technical assessments,
job placement events, data and outcomes
tracking, reporting, and office hours
20 $13,000 $260,000
Living
Stipends
20 $3,000 $60,000
Total Cohort Cost $320,000
*Discounted from $16,450 off-the-shelf price
Conflict of Interest Statement
To the best of our knowledge, General Assembly does not have any activities or relationships that might create a conflict of interest for GA or the City.

Exceptions
General Assembly does not have any exceptions to the NOFA requirements in their entirety. 16 ITEM 14.8. ATTACHMENT 8

Supportive Information
Staff Bios - General Assembly + Rancho Cordova
Natalia Garcia
Senior Vice President, Corporate & External Affairs
Executive Sponsor - Based in Sacramento, CA
[email protected]
Based in East Sacramento, Natalia is General Assembly's Senior Vice President of Corporate and External Affairs. A self-described storyteller, project manager, bilingual speaker (Spanish), problem solver, lifelong learner, and social impact devotee, Natalia spent seven years at Whiteboard Advisors, leading higher education and workforce policy matters, research, and thought leadership. During her tenure, Natalia became a member of Mayor Steinberg's Workforce and Economic Innovation Subcommittee and introduced General Assembly to the Greater Sacramento Economic Council, which led to a successful Community Reskilling partnership. She is devoted to continuing to develop the Sacramento, statewide, and broader workforce ecosystems to expand career options for all job seekers.

Priya Ramanathan
Vice President, Government & Workforce Partnerships
Program Oversight - Based in New York City
[email protected]
Priya is the VP of Government and Workforce Partnerships at General Assembly, focused on developing innovative public-private partnerships that build accessible pathways to GA’s industry leading digital skills training. Priya began her public sector and workforce development career in New York, working in strategy roles for government and non-profit organizations, including at the NYC Department of Small Business Services and the Brooklyn Navy Yard Development Corporation. Prior to GA, Priya was the VP of Growth and Strategy at Per Scholas, growing national campus operations from eight to 17 campuses and project managing investment initiatives that will allow Per Scholas to grow to 25 campuses and 10,000 learners trained nationally by 2025. Priya began at Per Scholas in 2015 managing its program operations in both the Bronx and Brooklyn. In her work, Priya is committed to lifting up nontraditional educational pathways that are focused on skills of the future and remove barriers to economic prosperity for diverse talent that still remain grossly underrepresented across growing industries, like tech. 17 ITEM 14.8. ATTACHMENT 8

Cari Perez
Account Director, Government & Workforce Partnerships
Program Design and Planning - Based in Miami, FL
[email protected]
As a proud Latina and immigrant, Cari is GA’s Account Director for Government and Workforce Partnerships, focused on building no-cost training programs for underserved and overlooked community members. She has worked for the Presidency of Ecuador building a tech ecosystem for the county, later being recruited by the Dean of Engineering of CalTech to help launch Ecuador’s first science and engineering University as the Director of Marketing and Partnerships.

In 2019, she was hired at GA to launch a new campus in Miami, and later draft a go-to market strategy for GA programs in additional emerging tech cities in the USA. Her experience lies in merging strategy, marketing, education, DEI and technology.

From designing a science camp for 200+ indegenous children in Ecuador, to producing GA’s first workshops in Spanish for Latinx citizens, Cari remains fully committed to co-creating pathways economic mobility for non-traditional talent.

Sarah Hinstorff
Program Manager, Government & Workforce Partnerships
Program Operations - Based in New York City
[email protected]
Sarah is GA’s Program Manager for Government and Workforce Partnerships, facilitating the implementation of community reskilling collaborations and forging connections with workforce stakeholders. She began her career in workforce development at Center for Employment Opportunities (CEO), a national nonprofit supporting job seekers who recently returned home from incarceration. In her first two years, she managed the organization’s largest grant portfolios totalling over $18M. In her second role with the organization as Senior Associate of Inclusive Hiring Workforce Advisory Services, she directly counseled leadership at major Fortune 100 companies to update their HR policies and practices to be more inclusive of job seekers with past convictions. Sarah brings her expertise in fundraising, managing community partnerships, and collaborating with employers to her role with GA. She is passionate about increasing workforce equity through direct investment in workers, reimagining the employment ecosystem, and building concrete tools for upskilling through nontraditional education pathways. 18 ITEM 14.8. ATTACHMENT 8

Reference Articles and Materials
● GA 2022 Outcomes Report
● Software Engineering Immersive Curriculum
● GA’s Community Reskilling White Paper (released January 2022) ● Article: The Buffalo News | New Western New York tech boot camp: 'A shining example of the power of diversity'
● Article: WKBW Buffalo | Boot camp to train for high-tech jobs 19 ITEM 14.8. ATTACHMENT 8

October 21, 2022
Amanda Norton
Economic Development Manager
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Dear Amanda,
The Greater Sacramento Economic Council enthusiastically support General Assembly’s (GA) proposal to the City of Rancho Cordova’s Workforce Recovery Program. The GA team is well equipped to continue to offer their proven immersive training courses to reskill workers into careers in tech, enabling residents of Rancho Cordova to find new career opportunities.

In September 2020, the Greater Sacramento Economic Council (GSEC) launched the Digital Upskill Sacramento Program, bringing together General Assembly, Merit America, and the Greater Sacramento Urban League (GSUL) to reskill Sacramentans affected by COVID-19, specifically focusing on candidates from underrepresented communities. Forty learners enrolled in GA’s immersive Data Analytics course or Merit America’s IT Professional track, with tuition, career coaching and job placement assistance fully covered via CARES Act funding through the City of Sacramento. This partnership yielded incredible results with 95% of learners graduating from both programs and 87% of graduates finding full-time roles with companies in the region like Zennify, VSP and Accenture. The contract value for this project was $450,000 with the contract beginning in September 2020 over a year term.

We believe GA’s expertise in building local training opportunities and partnerships will continue to be meaningful to the city of Rancho Cordova as it grows its portfolio of technology training. If you have any questions, please do not hesitate to contact me.

Sincerely,
Scott Powell
Executive Vice President
ITEM 14.8. ATTACHMENT 8

Amanda Norton
Economic Development Manager
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Dear Ms. Amanda Norton,
I am writing to submit a letter of support for General Assembly’s (GA’s) proposal to the City of Rancho Cordova’s Workforce Recovery Program. The GA team is well equipped to continue to offer their proven immersive training courses to reskill workers into careers in tech, enabling residents of Rancho Cordova to find new career opportunities locally and nationally.

Over the past two years, TechBuffalo and a coalition of community organizations and local companies partnered to upskill and reskill over 900 Buffalo metropolitan-area and Western New York residents in technology related skills through the WNY Tech Skills Initiative. With TechBuffalo as a thought leader and convener, GA worked with the coalition to offer open access to introductory classes and workshops and to fully fund seventy-five (75) enrollments into GA’s part-time evening skill building classes.

In late 2021, M&T, TechBuffalo, and four other regional employers co-created a new immersive 12-week training opportunity in Data Analytics. This inaugural pilot cohort provided GA’s immersive training to 19 students representing Buffalo’s diverse communities. This past April, we were excited to celebrate a 100% graduation rate for this first cohort with 15 out of 19 of graduates already finding employment in the field within 180 days post graduation.

Training was provided from Monday January 24, 2022 to Friday, April 18, 2022 with up to three months of career coaching services post graduation. (The contract covered the cost of training, contextualization of curriculum to meet employer needs and program management support for a period of eight months. For specific information on the contract value, please reach out directly.) This community reskilling partnership with GA has been a key component in developing Buffalo’s tech community and building a regional talent pipeline that immediately responds to the needs of our local employers. We are excited to share that this partnership will continue with our next Data Analytics Immersive cohort beginning in early 2023, which includes continued investments from local employers.

We believe GA’s expertise in building local training opportunities and partnerships will continue to be meaningful to the city of Rancho Cordova as it grows its portfolio of technology training.

For further information and comments, feel free to contact me at: [email protected] or 716-229-0679.

Sincerely,
Sarah Tanbakuchi
[email protected]
President and CEO
TechBuffalo
247 Cayuga Rd Suite 50
Buffalo, NY 14225
ITEM 14.8. ATTACHMENT 8

ITEM 14.8. ATTACHMENT 8

10665 Coloma Rd. Suite 200 ∙ Rancho Cordova, CA 95670
Amanda Norton
Economic Development Manager
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Dear Ms. Norton,
On behalf of the Folsom Cordova Community Partnership (FCCP), please accept this letter of support for General Assembly’s (GA) application for the City of Rancho Cordova’s Workforce Recovery Program.

We strongly support this grant application and its focus reskilling local workers into careers in technology, enabling residents with barriers to employment enter the workforce in high demand skilled occupations.

FCCP is a community-based non-profit dedicated to empowering and supporting families as they identify their needs and reach their goals. Through our Job Center and Family Resource Center, we create a one-stop operation for our community to access vital services to create family stability, launch their careers, build self-sufficiency and upward mobility. Our primary service area is east Sacramento County with our Job Center and Family Resource Center located in Rancho Cordova.

In 2021, both FCCP and GA received funding from the city of Rancho Cordova’s Economic Development Department. This year, we hope to strengthen our impacts and foster a stronger local workforce system through collaboration. We envision a cross-referral collaborative between GA and FCCP, in which GA provides advanced training opportunities and FCCP provides case management and wraparound services where needed.

GA’s first cohort with the city of Rancho Cordova and partnership with the Greater Sacramento Economic Council’s coalition to upskill workers in the wake of the Covid-19 pandemic illustrate the organization’s commitment to our local community and ability to achieve concrete employment outcomes. We wholeheartedly support GA’s application to continue their work in the region, and look forward to supporting them by identifying new Rancho Cordova candidates.

We believe GA’s expertise in building local training opportunities and partnerships will continue to be meaningful to Rancho Cordova residents as it grows its portfolio of technology training. We also see GA as a partner with proven experience engaging with local community organizations to strengthen place-based initiatives such as these. For additional information, feel free to contact me at: [email protected] or (916) 361.8684 x290.

Sincerely,
Robert Sanger
Executive Director
[email protected]
(916) 361.8684 x290
ITEM 14.8. ATTACHMENT 8

Amanda Norton
Economic Development Manager
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Dear Ms. Amanda Norton,
I am writing to submit a letter of support on behalf of General Assembly (GA) and their proposal for the City of Rancho Cordova’s Workforce Recovery Program. The GA team is well equipped to offer their immersive courses to upskill local workers into careers in tech, enabling Rancho Cordova residents with barriers to employment enter the workforce in skilled occupations.

The United Way of the California Capital Region serves families in need throughout the greater Sacramento area. Throughout existing workforce development and digital equity programming, we offer learners basic technology and job training. We do not currently offer an advanced technology career training pathway, and have been searching for a partner to provide next-step options for our participants. Our team will gladly refer qualified Rancho Cordova students and alumni to continue their education through GA’s Software Engineering Immersive.

GA’s first cohort with the city of Rancho Cordova and partnership with the Greater Sacramento Economic Council’s coalition to upskill workers in the wake of the Covid-19 pandemic illustrate the organization’s commitment to our local community and ability to achieve concrete employment outcomes. We wholeheartedly support GA’s application to continue their work in the region, and look forward to supporting them by identifying new Rancho Cordova candidates.

We believe GA’s expertise in building local training opportunities and partnerships will continue to be meaningful to the city of Rancho Cordova as it grows its portfolio of technology training. We also see GA as a partner with proven experience engaging with local community organizations to strengthen place-based initiatives such as these. For additional information, feel free to contact me at: [email protected] or 916.368.3029.

Sincerely,
Maury Nickelson
Digital Equity & Inclusion Manager
United Way California Capital Region
10389 Old Placerville Road, Sacramento, CA 95827
916.368.3029
[email protected]
ITEM 14.8. ATTACHMENT 8

ITEM 14.8. ATTACHMENT 9

1 Charles A. Jones Career and Education Center
Manufacturing Training Program
for Rancho Cordova Residents
Workforce Recovery Program
Program Proposal for the Rancho Cordova
Angela Hatter-Site Administrator
Charles A. Jones Career and Education Center
5451 Lemon Hill Avenue
Sacramento, CA 95824
October 21, 2022
ITEM 14.8. ATTACHMENT 10

ITEM 14.8. ATTACHMENT 10

ITEM 14.8. ATTACHMENT 10

4 2. Table of Contents
Contents

1. Introductory Letter 2

2. Table of Contents 4

3. Qualifications and Experience 5

4. Project Description 11

5. Sources and Uses of Funds 20

6. Conflict of Interest Statement 23

7. Exceptions 23

8. Supportive Information/References 24
ITEM 14.8. ATTACHMENT 10

5 3. Qualifications and Experience
Charles A. Jones Career and Education Center (CAJ), in partnership with the Lemon Hill Job Center and Sacramento Valley Manufacturing Alliance (SMVA), are uniquely qualified to be the service provider for the Rancho Cordova Workforce Development program. CAJ and the Lemon Hill Job Center have been working seamlessly at a shared location for over 30 years.

CAJ is well-positioned to meet the training and certification needs of individuals pursuing a career in the manufacturing sector. CAJ also offers. The Lemon Hill Job Center has a proven track record of providing services for students that qualify for WIOA Title I services. SVMA was founded by local manufacturers In 2018 and had unparalleled access to manufacturers in the region to market the program and place students in positions in the Sacramento Valley region.

The responsibilities of the three organizations are summarized in Table 1 below. Detailed descriptions of qualifications and experience are in the following sections.

Table 1 -Program Roles and Responsibilities
Organization Key Staff Title Program Responsibilities
CAJ Angela Hatter Site Administrator ● Primary Liason
● Administration of Progam
● Manage Program Development
Todd Frazee Manufacturing Career
Technical Education
(CTE) Instructor
● CTE Instruction
● Skills Certification
SVMA Dean Peckham Executive Director ● Market Program
● Job Placement
● Track Employment Longevity
● Issue Placement Bonuses
● Program Metrics
● Transportation Stipends
Charles A. Jones Career and Education Center
Charles A. Jones Career and Education Center (CAJ) is part of the Sacramento City Unified School District (SCUSD) and operates under the governance of the State of California Department of Education (CDE). CAJ opened in 1967 as the Skills and Business Education Center, and classes have been held at the current site at 5451 Lemon Hill Avenue. CAJ offers vocational training programs in Medical Assistant, Manufacturing Pre-Apprenticeship, Nurse Assistant Training, Pharmacy Technician, and Vocational Nursing.

Budget and Funding Sources
In the 2021-22 program year, Charles A. Jones Career and Education Center and the Lemon Hill Job Center have been funded through several sources. Both organizations are operated by SCUSD staff, so the budgets are combined in Table 2 below:

ITEM 14.8. ATTACHMENT 10

6 Table 2 -CAJ and Lemon Hill Job Center Funding Sources Source Amount
California Adult Education Program (CAEP) $1,508,793
Workforce Innovation and Opportunity Act Title (WIOA) I through (SETA) $603,950 Workforce Innovation and Opportunity Act Title II $169,807 California Firefighters Apprenticeship $487,196
CalWorks $47,252
Student Fees generated through Federal Financial Aid*. $1,288,060 Higher Education Emergency Relief Fund (HEERF)* $1,375,839 TOTAL $5,480,897
*The figures listed for student fees are based on the 2020-2021 school year. The.2021-2022 school year student fees have not yet been determined. Enrollment declines due to the COVID-19 pandemic have drastically reduced income from student fees. HEERF funding provided by the US Department of Education has covered shortfalls and losses.

CAJ has also benefited from in-kind funding provided in equipment and tooling donations from manufacturing industry partners totaling approximately $335,000.00 since the manufacturing program's inception.

List of Jurisdictions and Projects Similar To The Proposed Program CAJ launched the Manufacturing Pre-Apprenticeship Program in 2020 with CARES Act funding as Workforce Development Certification Program to train, upskill, and place individuals who have had their employment disrupted by the pandemic in the manufacturing industry.

Manufacturing has been identified as a key area of growth in the region. The CAJ Manufacturing Pre-Apprenticeship program is a "boot camp" style of training. In 90 contact hours over a few weeks, successful students learn entry-level skills and certifications to prepare them for an entry-level position in the manufacturing industry. The Manufacturing PreApprenticeship Program provides skills for immediate job placement and entry into an industrysponsored apprenticeship program and is also a prerequisite for the new Manufacturing Technician Program CAJ that launched in September of 2022.

To date, CAJ Manufacturing Programs have served 94 individuals, issued 65 Forklift Operator Certifications, and 67 10-hr. Council on Occupational Education (COE) requirements for CTE programs require a 60% completion and 70% placement rate minimum. For the 2021-2022 program year, the program has a current completion rate of 75% of participants completing all components and 87.5% completing at least one industry-recognized certification The placement reporting period for this program ends 12/30/2022, and we are confident we will meet the placement goals
ITEM 14.8. ATTACHMENT 10

7 References for previous projects are in Exhibit 1 of this proposal's Supporting Information/References section.

Primary Liaison For This Proposal:

Angela Hatter -Site Administrator
Charles A. Jones Career and Education Center
5451 Lemon Hill Avenue
Sacramento, CA 95824
916-394-5800 X701011
[email protected]
Key Staff
The CAJ has an experienced team of education professionals with backgrounds that include experience with instruction, instructional design, and program administration. Presented below is a matrix of staff responsibilities for this proposal and a summary of the qualifications of the members of the CAJ team. Detailed resumes and applicable credentials are available upon request.

Angela Hatter -Site Administrator & Primary Liaison
Angela Hatter is the Site Administrator for Charles A Jones Career and Education Center and would administer the program, manage program development, and act as the Primary Liaison for this proposal.

Angela Hatter has over 25 years of experience in the field of education, with 13 years of experience serving as a principal administrator for public adult schools and correctional education programs in California. Ms. Hatter has supervised secondary and post-secondary academic, substance abuse recovery, and career technical education programs and worked closely with industry partners on program development and placement services. She has overseen CTE programs in health occupations, Manufacturing, computers, and information technology pathways.

Charles A Jones Career and Education Center
5451 Lemon Hill Avenue
Sacramento, CA 95824
916-394-5800 X701011
[email protected]
ITEM 14.8. ATTACHMENT 10

8 Todd Frazee -Manufacturing Career Technical Education Instructor Todd Frazee is the primary Career Technical Education (CTE) instructor for the manufacturing programs and would be technical training and certification services and supervising all other faculty associated with this proposal. Todd has over 25 years of manufacturing engineering and management experience with a wide breadth of production systems. Todd developed the CAJ Manufacturing Programs and has taught the program classes since the program launched in the Fall of 2020. Todd also teaches Advanced Manufacturing at the Community College level. Todd earned a Bachelor of Arts in Industrial Arts (BAIA) in Product Development from San Francisco State University in 1996 and a Master of Education (MEd) in Learning Design and Technology from Arizona State University in 2020. He holds a CTE Teaching Credential from the California State Commission on Teacher Credentialing for the Product Development and Manufacturing pathway and is qualified to teach all program topics, including those requiring certification.

Todd is also an Authorized Outreach Trainer with the Occupational Safety and Health Administration (OSHA) through the OSHA Training Institute (OTI) at the University of California San Diego Extension (UCSD Extension).

Charles A Jones Career and Education Center
5451 Lemon Hill Avenue
Sacramento, CA 95824
916-394-5800 X701307
[email protected]
ITEM 14.8. ATTACHMENT 10

9 Sacramento Valley Manufacturing Alliance
Sacramento Valley Manufacturing Alliance (SVMA) has experience in the manufacturing sector, including human resources, skills development, market analysis, program marketing, employer recruitment and participation, community outreach and partnerships, and program administration.

Budget and Funding Sources
In the 2021-22 program year, SVMA has been funded through sources shown in Table 3 below:

Table 3 -SVMA Funding Sources
Source Amount
CA Manufacturing Technology Consulting (Grant) $ 60,000 CA Mobility Center (High Roads Training Partnership Grant) $100,000 Memberships $ 40,000
Contributions - Program $120,000
Contributions - Events $ 10,000
TOTAL $330,000
Organizational Information
Organization Name: Sacramento Valley Manufacturing Alliance Date of Incorporation: 12/20/2020
IRS Tax ID #: 86-1596027
List of Jurisdictions and Projects Similar To The Proposed Program ● In 2018 SVMA (formerly SVMI) received a $20,000 ETP grant from CA Mfg Technology Association to train 12 individuals as CNC Machinists and place them with local employers.
● In 2019 SVMA (formerly SVMI) received a $20,000 grant from the SBDC to train 13 individuals as CNC Machinists and place them with local employers ● In 2020 SVMA received a $55,000 CAI grant from Los Rios Community College District to train and register four individuals as journeymen machinists and develop an apprenticeship curriculum
● In 2020 SVMA received a $160,000 SETA Regional Planning Initiative (RPI) grant to develop and receive approval for a CNC Machinist Apprenticeship Program.

Apprenticeship program approvals from US DOL and CA DAS in 2022. ● In 2020 SVMA received a $262,000 CARES grant from the City of Sacramento to recruit and train individuals for manufacturing careers. Funding was used to recruit and train city residents and launch the Regional Manufacturing Training Center at Charles A Jones.

ITEM 14.8. ATTACHMENT 10

10 References for previous projects are in Exhibit 2 of this proposal's Supporting Information/References section.

Key Staff
Presented below is a summary of the qualifications of the member of the Sacramento Valley Manufacturing Alliance. A detailed resume is available upon request.

Dean Peckham, Executive Director
Dean Peckham is the Executive Director of SVMA. Dean would Market the Program to employers, prepare Program Metrics, and Issue Placement Bonuses for participants of the program in this proposal. He would also provide Job Placement services and track Employment Longevity for program participants that are not eligible for WIOA Title I services.

Dean has served as the SVMA executive director since its formation in April 2018. Between April 2018 and June 2021, SVMA was organized under Valley Vision, which served as the SVMA fiscal sponsor. In 2020/2021, Dean successfully led SVMA's incorporation as a 501(c)3 nonprofit. Dean is responsible for all administrative oversight of SVMA programs & committees, business development, and day-to-day management activities.

In 2018 & 2019, Dean successfully implemented a manufacturing pre-apprenticeship training program in collaboration with Sierra College, training 28 people for manufacturing careers. In 2021, Dean successfully secured a State of CA CAI grant to train and certify four machinists as journeymen apprentice machinists. Certificates were awarded by the US Dept of Labor & the CA Dept of Apprenticeship Standards. In 2020 Dean led SVMA's effort to form a strategic partnership w/ CAJ to develop the Regional Manufacturing Training Center and the manufacturing training program. SVMA received two grants from SETA ($160,000) and the City of Sacramento CARES ($262,000), which helped launch the program at CAJ and train individuals for manufacturing careers. The SETA grant also helped launch the SVMA CNC Machinist Apprenticeship Program, approved by the CA Dept of Apprenticeship Standards in March 2022.

Prior to 2018, Dean served as a Senior Project Manager for the City of Sacramento Economic Development Dept. Responsibilities included business retention activities for city businesses, with an emphasis on industrial retention, Sacramento Enterprise Zone Manager, conversion of the Sacramento Army Depot to a privately-owned industrial business park (Depot Park), and the recruitment of local contractors and labor for the Golden 1 Center construction.

SVMA
3053 Freeport Blvd, #417
Sacramento, CA 95818
916-508-0892
[email protected]
ITEM 14.8. ATTACHMENT 10

11 4. Project Description
Manufacturing Training Program for Rancho Cordova Residents Project Design

SACRAMENTO REGION MANUFACTURING SECTOR OVERVIEW
In 2021, the Los Rios Community College Center of Excellence prepared an overview of the region's manufacturing sector. The Sacramento Region is home to over 4,000 manufacturing companies employing 35,561 people. Over 1,800 of these companies are located within Sacramento County, including 195 manufacturers in the City of Rancho Cordova and over 1,000 in the City of Sacramento. The region's manufacturers are projected to add 1,677 jobs by 2025. In 2020, 27 percent of the manufacturing workforce was within ten (10) years of retirement, creating an excellent opportunity for individuals interested in manufacturing careers.

This is especially true for women, who only make up 27 % of the manufacturing workforce.

Population Served: City of Rancho Cordova Demographic Profile The City of Rancho Cordova has an estimated 2021 population of 80,413, with 63.2% of the population between the ages of 18 and 65, i.e., the primary working age of the population.

Female residents represent 51.0% of the population. Rancho Cordova has a diverse population; the Black population represents 10.6%, American Indian and Native Alaskan represent 0.5%, Asian alone is 13.7%, Native Hawaiian and Pacific Islander represent .6%, while the Latino population is 20.7%, and white alone, not Hispanic or Latino is 49%.

Rancho Cordova has a higher percentage of the population being foreign-born (24.5%) than Sacramento County (20.9%) or Sacramento City (21.3%).

The Rancho Cordova population is a diverse population that can support the area manufacturers struggling to build a more diverse workforce that reflects the region's diversity.

In 2021-22, CAJ served 613 students: including, 41% Asian; 23% Hispanic; 21% white; 11% African American/Black; 1% American Indian; 1% Filipino; and 1% Native Hawaiian/Pacific Islander.

Rancho Cordova's demographic factors are; high school graduation rates at 88%, and 27% of the population holds a bachelor's degree or higher, Rancho Cordova has a 2020 median household income of $69,963, and a poverty rate of 11.6%. Enrolling Rancho Cordova residents at CAJ requires a high school diploma as an admission requirement for Career Technical Education programs.

All of these factors require that the Manufacturing Training Program for Rancho Cordova Residents be very focused on marketing to targeted populations within the community. SVMA will lead this effort by utilizing the following sources to market the program:
● Social media, such as Google & Facebook ads,
● A dedicated webpage, "Manufacturing Cares - Rancho Cordova," ITEM 14.8. ATTACHMENT 10

12 ● CAJ & SVMA will host quarterly job fairs at the CAJ campus with social media ads marketing to Rancho Cordova residents and employers.
● Collaboration with the Rancho Cordova libraries to distribute marketing flyers ● Collaboration with the City of Rancho Cordova to identify and participate in community events to distribute marketing flyers
● Direct outreach to community-based organizations, including area churches and groups such as Folsom-Cordova Community Partnership (FCCP), Asian Resources Inc., and La Familia Counseling Center
● Outreach to the FCCP Job Center and Cordova High School. School college and career fairs are an excellent opportunity to market the program to high school seniors, their parents, family, and friends.

The targeted marketing focused on residents within Rancho Cordova Zip Codes 95655, 95670, 95741, and 95742. (Source US Census QuickFacts).

Intake Enrollment Process
Step 1 -Orientation
Step 2 -Assessments
Step 3 -Job Center Coach Conference
Step 4 -Job Services Pathway Determination
Pathways for job services:

1. Basic Career services with the Lemon Hill Job Center and individual job placement and follow-up services provided by SVMA.

2. Individualized Career Services with the Lemon Hill Job Center (WIOA Title I eligible)

3. FCCP would supervise participating clients.

Step 5 -Register for CAJ Manufacturing Program Class
More detail about the intake processes is available upon request.

Model of Service Delivery
The CAJ Manufacturing programs have specific start dates that are posted in the CAJ Program Catalog. Job Center coaches, SVMA staff, and CAJ Teachers mentor participants and assist them through the job search and placement process. Individualized employment plans (IEP) for participants will be developed by the Lemon Hill Job Center and SVMA with teacher input and collaboration.

ITEM 14.8. ATTACHMENT 10

13 CAJ and the Lemon Hill Job Center will provide in-person counseling and classroom instruction for the students. Because manufacturing instruction is a very hands-on experience, students must participate in person. Elements of employer recruitment, student placement, and followup can and will be done in-person, online, or via telephone. Establishing solid relationships with employers is critical to ensuring students' placement and success. Similarly, following up with the students during the initial 90 days following placement will help address challenges the students may experience in a new work environment.

Strategies To Ensure Skills Development & Employee Retention Skills Development
CAJ developed the curriculum framework for the manufacturing pre-apprenticeship programs aligned with the Society of Manufacturing Engineers (SME) core competency model for the Certified Manufacturing Associate (CMfgA) and Certified Manufacturing Technologist (CMfgT) programs. The CAJ manufacturing utilizes online instructional materials on SME ToolingU instead of textbooks. SME ToolingU is an online learning management system that includes instructional materials, assessment, and progress tracking capability. Much of the SME ToolingU curriculum is also aligned with the National Metalworking Skills Institute (NIMS) or American Welding Society (AWS) standards to prepare students for certifications offered by the organizations. The training and learning materials are reviewed twice annually in occupational advisory committee meetings with input from industry partners to ensure skills learned are relevant to employment. Some program certifications align with standards established by the Occupational Health and Safety Administration (OSHA) Outreach Training programs such as the 10-Hr. Cal/OSHA General Industry Safety and Health training card program and Forklift Operator Certification.

The skills learned in the manufacturing programs are offered through an in-person and handson learning experience. The Instructional modality is a combination of classroom instruction, supervised computer lab (SME ToolingU or CAD/CAM software), demonstrations, and application of skills in manufacturing lab projects. Instructional methods model documentation and processes typical in a modern manufacturer, providing students with the opportunity to apply trade skills and learn organizational practices expected in a modern manufacturing environment. Class sessions are 6-7.5 hours, four to five days per week for the duration of the course block, with a 90% attendance requirement, simulating the demands of working full-time in an industrial environment.

Learning in the program is assessed using computer-based testing, simulation exercises, skill demonstration evaluations, applied projects, and certification testing. The manufacturing courses incorporate a custom series of SME ToolingU learning modules aligned with the lab and lecture topics. Each of these learning modules requires an assessment test that participants must pass to complete the module. An SME ToolingU completion certificate is issued once the student completes the series of modules as proof of competency in the subject matter. To complete the program successfully, students must achieve a 75% overall mastery score. The mastery of individual industry certification exams is governed by the accrediting organization and may vary by organization but typically range from 70%-80%.

ITEM 14.8. ATTACHMENT 10

14 This work plan proposes to offer six training options to Rancho Cordova residents. These classes will meet the City of Rancho Cordova's goal to implement a Workforce Development Certification Program, train, upskill, and place Rancho Cordova residents who are unemployed or underemployed because of the pandemic in growth industries in need of trained workers in the key sector of Manufacturing. This proposal offers entry into the new 900-hour Manufacturing Technician Program for the Welder Specialty Track or to take one or more of the five Manufacturing Technician component blocks as stand-alone courses. The six options are:
● Forklift Operator Class
● Material Handling and Logistics
● Introduction to Manufacturing
● Electro-Mechanical Assembly
● Welding Fabrication I
● Manufacturing Technician -Welder Specialty Track (13 components, including the courses listed above)
Please refer to Table 4 below for a summary of the course prerequisites, assessment requirements, duration, and certificates earned. Detailed descriptions of each course and a diagram of the Manufacturing Technician Program are available upon request.

Table 4 -Manufacturing Pre-Apprenticeship Courses
Course Title Prerequisite Assessment Hours Certificates Single Day Course
Forklift Operator* None Workkeys 7.5 ● Forklift Operator Certification
Manufacturing short-term 2-3 Week Manufacturing Technician Component Courses Material Handling &
Logistics
Forklift Operator
Certification for
Class I & IV
vehicles
CASAS Scores:

Reading:
239Math: 236
40 ● SME-ToolingU
Completion Certificate
● CAJ Program Completion
Certificate
Electro-Mechanical
Assembly
Introduction to
Manufacturing
CASAS Scores:

Reading:
239Math: 236
40 ● SME-ToolingU
Completion Certificate
● CAJ Program Completion
Certificate
Introduction to
Manufacturing*
None CASAS Scores:

Reading:
239Math: 236
80 ● 10-Hr. Cal/OSHA GI
Safety & Health Card
● SME-ToolingU
Completion Certificate
● SME CMfgA
● CAJ Program Completion
Certificate
Welding Fabrication I Introduction to CASAS Scores: 90 ● SME-ToolingU ITEM 14.8. ATTACHMENT 10

15 Manufacturing Reading:
239Math: 236
Completion Certificate
● CAJ Program Completion
Certificate
Full 9-Month Manufacturing Technician Program
Manufacturing
Technician -Welder
Tack
None CASAS Scores:

Reading: 239
Math: 236
900 ● Forklift Operator
Certification
● 10-Hr. Cal/OSHA GI
Safety & Health Card
● SME-ToolingU
Completion Certificates
● SME CMfgA & CMfgT
● CAJ Program Completion
Certificate
*Foundational Prerequisite Courses
Employee Retention
Recognizing that Rancho Cordova residents spend an average of 26.9 minutes traveling to work (US Census QuickFacts), SVMA will focus its employer outreach efforts on those manufacturing employers within a 10-mile radius of Rancho Cordova, including the communities of Rancho Cordova, Folsom, and unincorporated Sacramento.

SVMA has a comprehensive database of employers for the 7-county region and subscribes to labor market reports from EMSI/Burning Glass which allows SVMA and CAJ to focus on those employers actively recruiting within the targeted communities.

SVMA and the Lemon Hill Job Center will use the combined data/reports to contact employers regarding employment opportunities for the Manufacturing Training Program for Rancho Cordova Resident participants. Activities include scheduling interviews and following up with the program graduates and their employers to ensure success. Ensuring program graduates' success during the first three months with monthly calls is critical, so they pass probation. After that, SVMA & Lemon Hill Job Center staff will follow up quarterly.

Past Performance and Planned Outcomes
Workforce Development Employment & Training Services Program Experience CAJ launched the Manufacturing Program in 2020 with CARES Act funding as Workforce Development Certification Program to train, upskill, and place individuals who have had their employment disrupted by the pandemic in the manufacturing industry. Manufacturing has been identified as a key area of growth in the region. The CAJ Manufacturing program is a "boot camp" style of training. In 90 contact hours over a few weeks, successful students learn entrylevel skills and certifications to prepare them for an entry-level position in the manufacturing industry. Successful students earn (1) Forklift Operator Certification, (2) 10-hr. Cal/OSHA General Industry Safety and Health Card, (3) SME ToolingU Certificate, (4) CAJ Manufacturing Program Completion Certificate, and (5) are prepared to earn the Society Of Manufacturing Engineers (SME) Certified Manufacturing Associate (CMfgA) exam. The Manufacturing Program provides skills for immediate job placement and entry into an industry-sponsored ITEM 14.8. ATTACHMENT 10

16 apprenticeship program. It is also a prerequisite for the new Manufacturing Technician Program CAJ is launching in the Fall of 2022.

Key Benchmarks And Outcomes
CAJ Manufacturing Program has served 67 individuals, issued 65 Forklift Operator Certifications, and 67 10-hr. OSHA Safety and Health Cards, 49 SME ToolingU Certificates, and 19 students elected to test and earn SME CMfgA certification. CAJ has also issued an additional 22 Forklift Operator Certifications to individuals elected to take the forklift operator class component of the program separately. CAJ is qualified to meet the Key Benchmarks listed in the NOFA:
• 100% of participants who started the program (enroll/attend a minimum of two days) • 75% of participants completed training
• 50% of participants completed the training and obtained a certificate or credential • 35% of participants have entered employment "undefined" 6 & 12 months after program completion
• 25% of Participants have entered into "training related" employment 6 & 12 months after program completion
Program Incentives for Rancho Cordova Residents
Under the Manufacturing Training Program for Rancho Cordova Residents, bonuses will be provided to the graduates after all have passed their employee 90-day probation period with the employer.

Strategy For Monitoring, Measuring Performance, And Outcomes.

Rancho Cordova residents determined to be WIOA Title I eligible, not case managed by FCCP, will be enrolled and monitored by the Lemon Hill Job Center staff. The job center staff will provide counseling, enrollment, job placement, and monitoring services for qualified students up to one year after graduating. Job Center staff will communicate with SVMA staff to ensure that bonuses are paid after 90 days and will communicate quarterly with SVMA regarding students' employment status.

Rancho Cordova residents that are not eligible or unwilling to enroll in WIOA Title I will be enrolled as any other student at Charles A Jones. However, SVMA staff will be responsible for placing the students with the employers, paying the bonus after 90 days, and monitoring their employment for one year.

CAJ staff, SVMA, and Lemon Hill Job Center will provide monthly reports to Angela Hatter, outlining our metrics for meeting identified program goals. Reporting will include monthly marketing reports, social media reports, candidate interest, enrollment, the status of each class, data regarding students to ensure consistent messaging and communication, employer outreach, and student placement with employers.

CAJ can provide quarterly reports to the Rancho Cordova staff to ensure that appropriate and timely data is captured and reported.

ITEM 14.8. ATTACHMENT 10

17 Staff Capacity
CAJ employs 32 staff, including three administrators, a school office, a job center, and facilities for academic and career technical education teachers. Currently, one full-time instructor will oversee the Regional Manufacturing Training Center (RMTC) and any additional part-time RMTC instructional staff.

SCUSD Non-Discrimination Policy
Charles A, Jones Career and Education Center operates under the Sacramento City Unified School District, which prohibits discrimination, intimidation, harassment (including sexual harassment), or bullying based on a person's actual or perceived ancestry, color, disability, race, or ethnicity, religion, gender, gender expression, gender identity, immigration status, national origin, sex, sexual orientation, or association with a person or group with one or more of these actual or perceived characteristics. For questions or complaints, contact Equity Compliance Officer and Title IX Coordinator: Stephan Brown – 5735 47th Avenue, Sacramento, CA, 95824; 916.643.9425; [email protected]
ITEM 14.8. ATTACHMENT 10

18 Project Expected Timeline
The timeline below assumes that CAJ has executed a contract with the City of Rancho Cordova by December 31, 2022. Additional short-term classes may be offered, depending upon the interest level and adequate financial support to continue the program.

Table 5 -Project Expected Timeline
Milestone Date Prerequisite
Milestone/Contingency
Contract Executed December 2022 Contract Awarded
Identify & Outreach to Key CBO
Partners
December 2022 Ongoing Contract Executed
Update Manufacturing Cares Website December 2022 Ongoing Marketing Strategy In-House Marketing Flyers to CBOs December 2022 Ongoing Marketing Strategy Develop Marketing Plan; Social Media
Ads Schedule; Professional Marketing
Flyers; Career Fairs; Other identified
strategies
January 2023 - Ongoing Marketing Strategy
Weekly Participant Orientation,
Assessment, and Registration
December – 2022 Ongoing Orientation, Assessment and
Registration for Participating
Rancho Cordova Residents
Start of Instructional Period January 9, 2023 Registration for Participating Rancho Cordova Residents
Forklift Operator Certification Training (1
Day)
24 classes offered from
January 9, 2023 – September
30, 2024
Enrolled Rancho Cordova
Residents
Material Handling & Logistics 3 Cohorts offered from
January 9, 2023 – September
30, 2024
Participant holds valid Forklift
Operator Certification; Orientation,
Assessment and Registration
Introduction To Manufacturing 3 Cohorts offered from
January 9, 2023 – September
30, 2024
Participant has successfully
completed Orientation,
Assessment, and Registration
Electro-Mechanical Assembly class 3 Cohorts offered from January 9, 2023 – September
30, 2024
Participant has successfully
completed Introduction to
Manufacturing; Orientation,
Assessment and Registration
ITEM 14.8. ATTACHMENT 10

19 Manufacturing Technician -Welder
Specialty Track Program
3 Cohorts offered from
January 9, 2023 – September
30, 2024
Participant has successfully
completed Orientation,
Assessment, and Registration
Table 5 -Project Expected Timeline(Cont.)
Welding Fabrication I
3 Cohorts offered from
January 9, 2023 – September
30, 2024
Participant has successfully
completed Introduction to
Manufacturing; Orientation,
Assessment and Registration
End of Instruction Period September 30, 2024
Participant Job Placement activities February 2023 to December 2024
Placement activities for Rancho
Cordova participants who have
completed a Regional
Manufacturing Training Center
program
Tracking Participant employment and
Issuing of Placement Bonuses
May 2023 to December 2024 Placed with employer - must retain the position for 90 Days
The tracking period ends for all
participants
December 31, 2024
CAJ, Lemon Hill Job Center & SVM draft
final report to the City of Rancho
Cordova
January 2025 Final Report generated
ITEM 14.8. ATTACHMENT 10

20 5. Sources and Uses of Funds
The total proposed budget for the Manufacturing Training Program for Rancho Cordova residents is $277,529.04. A budget summary is in Table 6, Aggregate Proposed Program Fees.

Table 7 provides a detailed breakdown of the Proposed Training Scholarship and Placement Bonuses to be paid to program graduates 90 days after the students have been placed with an employer and successfully passed their probation period. The CAJ refund policy for students is available upon request.

The budget for training and scholarships assumes up to 50 students enroll in forklift training, 20 enroll in each of the modular component courses, and 10 students enroll in the manufacturing technician training program. The budget proposes adding supplemental Manufacturing Skills Instructional staff to increase faculty capacity to offer more modular classes and support additional outreach efforts in support of the Rancho Cordova program.

CAJ and SVMA propose some flexibility in the budget for training and scholarships, depending on students' interests.

SVMA will be responsible for administering the placement bonuses and transportation stipends.

SCUSD's Indirect Costs of $9,436.85 cover SCUSD overhead costs for the operation and maintenance of facilities. SCUSD's Indirect Costs fee is a standard fee for any contract for the use of school district facilities.

Table 6 -Aggregate Proposed Program Fees
Description Qty. Price Each Total
Scholarship cost per student by program:

Forklift = 50 @ $165/each student
Introduction to Manufacturing; Material Handling
and Logistics; Electro-Mechanical Assembly = 20
@$600 each

Welding Fabrication I = 10 @$1,360/each
Manufacturing Technician = 10 @ $6,760/each
* *
$101,450.00
ITEM 14.8. ATTACHMENT 10

21 Placement bonus cost for students by program:

Forklift = 50 @ $200/each student
Introduction to Manufacturing; Material Handling
and Logistics; Electro-Mechanical Assembly = 20
@ $300/each

Welding Fabrication I = 10 @$450/each
Manufacturing Technician = 10 @$1,500/each
* *
$35,500.00
Manufacturing Skills Instructor (.5 FTE for 18 mos.) 810 Hrs. $44.62/hr. $36,142.20 Marketing Flat Fee $25,000.00 $25,000.00
SVMA
• Executive Director
• Admin Support to the executive director
• Accounting Support to manage bonuses &
subcontracts
• Transportation Stipends**
o 9-month passes = 10 @ $900/ea.
o 1-month passes = 30 @ $100/ea.

Subtotal
600 Hours
1,000 Hours
60 Hours
$45.00/hr.
$25.00/hr.
$100.00/hr.
$27,000.00
$25,000.00
$ 6,000.00
$12,000.00
$70,000.00
Sub Total $268,092.20
SCUSD Indirect Costs 3.52% $9,436.85
Total Project Fee $277,529.04
*See Table 7 for a proposed breakdown of student fees.
** Transportation stipend estimated by the cost of Adult Monthly Rapid Transit Passes @$100/month. If preferred, gas cards will be issued in the equivalent amount per student per program.

ITEM 14.8. ATTACHMENT 10

22 Welding Fabrication I - Scholarship 10 $1360.00 $13,600.00 Welding Fabrication I – Placement Bonus 10 $450.00 $4,500.00 Transportation Stipend: Based on
$100/month @ 1 month - Rancho
CordovaBus Pass (Gas card provided, if
preferred) = $100 / each student 10 $100.00 $1,000.00
Welding Fabrication I: Combined costs per
student: $1910.00
Component Course – Scholarship per
course
• Introduction to Manufacturing
• Material Handling and Logistics
• ElectroMechanical Assembly 20 $600.00 $12,000.00
Component Course – Placement Bonus 20 $300.00 $6,000.00 Transportation Stipend: Based on
$100/months = $100 @ 1 month - Rancho
CordovaBus Pass (Gas card provided, if
preferred) = $100 / each student 20 $100.00 $2,000.00
Component Courses: Introduction to
Manufacturing; Material Handling and
Logistics; or
Electro-Mechanical Assembly
Combined costs per student: $1,000.00
Table 7 -Proposed Training Scholarship and Placement Bonuses Description Up To Qty. Price Each Total
Manufacturing Technician- Scholarship 10 $6,760.00 $67,600.00 Manufacturing Technician - Placement
Bonus 10 $1,500.00 $15,000.00
Transportation Stipend: Based on
$100/month @ 9 months - Rancho
CordovaBus Pass (Gas card provided, if
preferred) = $900 / each student 10 $900.00 $9000.00
Manufacturing Technician: Combined
costs per student: $ 9150.00
ITEM 14.8. ATTACHMENT 10

23 6. Conflict of Interest Statement
Charles A. Jones Career and Education Center affirm, to the best of their knowledge, that there exists no actual or potential conflict of interest with family, business, or financial interest and the services provided under this Proposal. In the event of a change in either private interest or services under this Proposal, any question regarding possible conflict of interest which may arise as a result of such change will be brought to the attention of the City of Rancho Cordova in writing.

7. Exceptions
Stipends
Applying lessons learned by prior experience, SVMA and CAJ determined that when given a course completion stipend, students were less interested in a manufacturing career than the stipend. As mentioned in the Incentives for Rancho Cordova Residents section of this proposal, bonuses will be provided to the graduates after they have been placed in employment and passed their employee 90-day probation period. CAJ and SVMA do not intend to award student stipends or graduation bonuses after graduating or employment retention at the first anniversary, as suggested by the examples in the NOFA.

Tracking Benchmarks
This proposal includes tracking key benchmarks for 6 and 12-month benchmarks after the participant completes training. The NOFA indicated an additional benchmark at 18 months which goes beyond the term of this short-term grant.

ITEM 14.8. ATTACHMENT 10

24 8. Supportive Information/References
Project References
Exhibit 1: Charles A. Jones Career and Education Center SETA RPI Grant Contact:

Roy Kim, Deputy Director
925 Del Paso Blvd
Sacramento, CA 95815
[email protected]
916-263-3814
City of Sacramento CARES Grant
Ms. Denise Malvetti, Economic Development Manager
915 I Street
Sacramento, CA 95814
[email protected]
916-808-7064
Exhibit 2: Sacramento Valley Manufacturing Alliance
2018/2019 Pre-Apprenticeship Program
Amy Schulz -Dean of Business and Technology
Sierra College
5100 Sierra College Blvd.

Rocklin, CA 95677
(916) 660-7802
aschulz1 @ sierracollege.edu
2020/2021 CAI Apprenticeship Grant
Connie Ayala
Director, American Apprenticeship Initiative
American River College
Workforce Development
Lower Library
[email protected]
(916) 484-8694
ITEM 14.8. ATTACHMENT 10

25 SETA RPI Grant Contact:

Roy Kim, Deputy Director
925 Del Paso Blvd
Sacramento, CA 95815
[email protected]
916-263-3814
City of Sacramento CARES Grant
Ms. Denise Malvetti, Economic Development Manager
915 I Street
Sacramento, CA 95814
[email protected]
916-808-7064
ITEM 14.8. ATTACHMENT 10

ITEM 14.8. ATTACHMENT 11

ITEM 14.8. ATTACHMENT 11

ITEM 14.8. ATTACHMENT 11

Proposal
Workforce Recovery Program - City of Rancho Cordova

2. Table of Contents

3. Qualifications and Experience
Udacity

4. Project Description
Project Design
Past Performance and Planned Outcomes
Partnerships
Project Expected Timeline

5. Sources and Uses of Funds

6. Conflict of Interest Statement

7. Exceptions

8. Supportive Information
ITEM 14.8. ATTACHMENT 11

3. Qualifications and Experience
Udacity
(Project Lead)
Udacity's mission is to train the world’s workforce in the skills and careers of the future.

Our platform is built on our Nanodegree program: a project- and skills-based educational credential program. Udacity Nanodegree programs consist of recommended courses comprised of online lessons designed to assist learners with the creation (and successful completion) of a relevant and practical project portfolio, taught by experts in their fields, and individually supported by technical experts and mentors.

Udacity was founded in 2011 by Sebastian Thrun and Peter Norvig. To date, over 13 million people across 160+ countries have learned technology-related skills on the Udacity platform.

Udacity Core Project Team
Janice Utke
janice.utke@
udacity.com
Sr. Enterprise
Account
Executive |
Societal Impact
● Based in Phoenix
● Over 2 years managing Udacity’s Societal Impact
and partnerships, previously 5 years in
Enterprise Account Management (Workiva).
● Maintains ownership and accountability to
ensure the program’s alignment to the strategic
priorities of partners & clients
Rawan Gebran
rawan.gebran@
udacity.com
Head of Global
Program
Management
● Based in Dubai
● 4 years running partnerships/program
management at Udacity, previously 5 years
spanning management consulting (McKinsey),
product management, regulatory affairs, cause
marketing.
● Overseeing global program management;
accountable to efficient delivery of outcomes
across all program models
Evan Jansen
(primary liaison)
evan.jansen
@udacity.com
North American
Team Lead,
Program
Management
● Based in Chicago
● Education background (BS Secondary Education,
Indiana Univ.; MS International Educational
Development, Univ. of Pennsylvania)
● 9 years of experience in teaching, learning
© 2022 Udacity. All rights reserved.

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2 ITEM 14.8. ATTACHMENT 11

assessments, student experience & educational
development
● Single point of contact for Udacity partners &
clients on the overall execution of the program
● Partnership with Program Operations and
Student Operations to deliver a seamless
program experience for learners
Udacity Extended Team
The broader Udacity team is well-staffed across a number of critical functions, to ensure that our programs are designed and executed to our highest standards. ● Student Support
■ Session Leads
■ Career Coaches
■ Community Moderators
■ Community Managers
● Program Operations
○ Community Operations
■ Oversight of all program related Slack/Discourse communities ○ Technical Support
■ Management of all support tickets related to any technical difficulties experienced on the Udacity platform
○ Career Services
■ Management of all services directed toward program participants’ readiness for job placement post-graduation
● Student Operations
○ Product Operations
■ Ensuring that applications and assessments reflect program priorities and are executed smoothly
○ Enrollment
■ Oversight of eligibility checks, distribution of student body across sessions, governance of revoking and plagiarism
○ Mentor Sourcing
■ Sourcing and allocation of mentors, tutors and session leads ○ Mentor Performance
■ Oversight of all KPIs and performance benchmarks associated with effectiveness of mentors, tutors and session leads
○ Communications
© 2022 Udacity. All rights reserved.

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3 ITEM 14.8. ATTACHMENT 11

■ Execution of program communications across email and SMS Similar Projects run by Udacity
Below is a selection of case studies which reflect a variety of scenarios in which Udacity has partnered with the public sector and/or private entities to make a positive impact on communities.

1. Workforce Development Board of Central Ohio (Columbus) & OhioMeansJobs Columbus-Franklin County
a. Description of services: In response to the COVID-19 pandemic, we developed a program concept in partnership with WDBCO and key local employers to upskill residents of Franklin County in Business Analytics, Digital Marketing or UX Design. The program achieved a 78% graduation rate among WIOA-funded learners (57% overall), with employers like JP Morgan Chase, Cardinal Health and Huntington Bank playing an active role. The program attracted an applicant base that was nearly 50% non-white and 75% low income.
b. Total project value: $281,000
c. Reference: Lisa Patt McDaniel, CEO of the Workforce Development Board of Central Ohio
d. Phone #: 614-559-6051
e. Email address: [email protected]
f. Industry: Workforce Development
g. Address: Workforce Development Board, 1650 Lake Shore Drive Suite 110, Columbus, Ohio 43204
h. Dates of service: Jan-Jun, 2021
i. Contract term: 2020-2021

2. Center on Rural Innovation (14 unique rural communities) a. Description of services: In order to support CORI’s Rural Innovation Network in attracting community members to opportunities in the digital economy, Udacity delivered a multi-phase foundational learning program to 204 graduates in Business Analytics, Digital Marketing or Front End Web Development. The foundational program largely reached groups underrepresented in technology roles, including 66% of participants identifying as female.
b. Total project value: $216,000
c. Reference: Mark Rembert, Director of Research and Knowledge at CORI d. Phone #: 1-802-436-4100
e. Email address: [email protected]
f. Industry: Workforce Development
© 2022 Udacity. All rights reserved.

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4 ITEM 14.8. ATTACHMENT 11

g. Address: Center on Rural Innovation, 2 Quechee Road, Hartland, Vermont 05048
h. Dates of service: 2020-2021
i. Contract term: 2020-2021

3. Blacks in Technology Foundation Scholarship Program (Global) a. Description of services: With a goal to increase representation of Black professionals in the technology industry, Udacity built a program in which 1,000 applicants were given access to Udacity Nanodegree programs. The 150 top performers were granted access to an intensive four-month immersion in one of three nanodegree fields: Product Manager, Cloud DevOps, and Programming for Data Science with Python.
b. Total project value: $300,000
c. Reference: Dennis Schultz , Executive Director at Blacks in Technology Foundation
d. Phone #: 908.938.1319
e. Email address: [email protected]
f. Industry: Non-Profit, Foundations
g. Address: 4132 Foxpoint Ridge, Cleves, Ohio 45002
h. Dates of service: Jan - Dec, 2021
i. Contract term: 2021-2022

4. The City of Rancho Cordova
a. Description of services: Udacity launched the Tech Career Incubator Scholarship to provide tech career pathways to 50 residents of Rancho Cordova who faced significant barriers to employment. The program was designed based on local skills demand from employers and the general labor market. Applicants had the chance to choose either Business Analytics or Introduction to Programming. The scholarship upskilled program participants and provided them with job-ready skills to succeed in a stable, well-paying tech occupation.
b. Total project value: $ 160,000
c. Reference: Amanda Norton, Economic Development Manager, Rancho Cordova
d. Phone #: 916.851.8783
e. Email address: [email protected]
f. Industry: Government, Workforce Development
g. Address: City of Rancho Cordova, 2729 Prospect Park Drive, Rancho Cordova, CA 95670
h. Dates of service: January - July, 2022
i. Contract term: 2022-2023
© 2022 Udacity. All rights reserved.

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4. Project Description
Name of Project
Rancho Cordova Workforce Recovery Program
Project Design
Udacity’s vision is to provide tech career pathways to residents of Rancho Cordova who face significant barriers to employment. By designing a program that caters to the needs of employers and the general labor market, we aim to upskill program participants and provide them with job-ready skills to succeed in a stable, well-paying tech occupation.

We propose a cohort of 125 students, offering two distinct nanodegrees tailored to the needs of the local job market in Rancho Cordova. Applicants would have the chance to choose from one of two nanodegrees offered. Rancho Cordova Economic Development Department may choose specific Nanodegrees based on local employer’s demand, or Udacity may suggest two Nanodegrees (below) using market data for job and skill demand in the Greater Sacramento Area.

Below we’ve included a snapshot of Udacity’s overall program catalog. It is our recommendation to offer the Business Analytics Nanodegree and the Digital Marketing Nanodegree tracks (syllabi included in Section 8) as part of the Rancho Cordova Workforce Recovery Program, based on the local skills demand for the Greater Sacramento area and anticipated cohort demographic makeup (see skills demand data in Section 8). © 2022 Udacity. All rights reserved.

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Our proposal suggests a 4-month ‘Connect’ program, which follows the framework provided below:
© 2022 Udacity. All rights reserved.

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Describe in detail your strategies for engaging, recruiting, enrolling and serving job seekers.

Udacity partners with Rancho Cordova, local partners, and employers, to pool assets and resources, to be deployed in such a way to achieve the following:
● Define the ideal customer profiles (ICP) of target populations ● Define a value proposition and positioning for the program which is most likely to resonate with these populations
● Develop a dedicated program landing page with tailored messaging and creatives ● Create an email campaign to relevant audience segment from our 2 million+ active user database
● Amplification across owned social platforms: Facebook (851k followers), Instagram (79k), LinkedIn (375k), Twitter (247k)
● Option to deploy marketing & media resources across paid channels to reach these populations with a relevant message that will drive awareness, consideration and ultimately engagement with the program
Once engaged, a subset of these prospective applicants enter our application funnel, whereby we take the following approach:
● Provide more detailed information on the program, including sponsors, calendar, eligibility requirements, and descriptions of the curriculum being offered. ● Applicants are made aware of the dates for application open and close, notification, and program kickoff.
● We address common FAQs and offer an email address for prospective applicants to use if they need dedicated support.
● An example of this information page can be found here.

Following this step, applicants are asked a handful of qualifying questions to establish basic competency in the subject matter. Absent any prerequisites of the chosen nanodegree programs, at minimum we ask applicants to confirm their availability for weekly Connect Sessions and access to the requisite reliable internet and hardware.

For more detail on enrollment and serving job seekers, please see sections below (“Describe the intake process” and “Career Pathways”.)
© 2022 Udacity. All rights reserved.

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8 ITEM 14.8. ATTACHMENT 11

Describe innovative ways in which you will outreach to individuals.

Udacity’s standard student acquisition efforts includes generation of creative content, imagery, and written copy, and organic and paid social posts, paid media, paid ads, and email campaigns to Udacity’s student database. This also includes the sharing of assets, and copy, and consultation to partners and clients on best practices for their joint PR, marketing, and student acquisition strategy.

In addition to Udacity’s standard student acquisition campaign efforts, Udacity may also deploy other innovative and grassroots efforts to reach individuals which may include:
● Utilizing community partnerships - such as Folsom Cordova Community Partnership (https://www.thefccp.org/), to reach local job seekers. ● Re-targeting past applicants & participants from previous Tech Career Incubator Program - Encourage learners to apply to and promote programs; encourage nominations and referrals.
● Solicitation of UI claimants - In the past, in partnership with local workforce boards, we have used a weekly email distribution list of individuals claiming unemployment insurance benefits, to drive awareness of our programs with a very targeted subset of the population.
● Facebook Live - live program information session aimed at prospective applicants.

The session, and the recorded assets, generate organic exposure across a number of other social media platforms as well.
● Remarketing to Jobs Center visitors - work with Rancho Cordova curate lists of individuals within a geographic area who exhibit a high likelihood of interest in a sponsored nanodegree program. These individuals can be contacted via email or phone.
● Distribution of flyers at local and/or regional community employment organizations.

Working in specific communities that lack high broadband penetration, we have developed print collateral which is then distributed at local ‘hotspot’ hubs where a qualified audience is likely to see them, driving awareness for our programs. © 2022 Udacity. All rights reserved.

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Description of the population served. Include demographic, social, academic and other elements to demonstrate your working knowledge of the populations and communities you propose to serve.

The Rancho Cordova population served by this program is broadly defined to include an adult population (either unemployed, underemployed or looking to change career paths), who also has a career interest in technology and the desire/motivation to upskill themselves.

Udacity has deployed numerous programs around the world which have supported multiple languages, all ages 15+, and alignment to Diversity Equity and Inclusion enrollment metrics (50%-100% BIPOC and/or Female). Our program design will include our recommendations and strategy, based on experience, to best support the diverse community of Rancho Cordova and the individuals enrolled. ● Demographics
○ Rancho Cordova skews high for its millennial share of total population (21% higher than US average).1
○ Rancho Cordova skews high for its share of total population identifying as a racial minority (24% higher than US average).2
○ Foreign born persons, percent, 2016-2020 equals 24.5% (census.gov) ○ According to the city website - The City of Rancho Cordova is a diverse community of nearly 80,000 and is the 29th most diverse city in the United States (Esmi)
● Education
○ Bachelor’s degree or higher, percent of persons age 25+, 2016-2020, equals

27.4% (census.gov)
● Industry sector
○ Professional, Scientific, and Technical Services in Rancho Cordova is expected to increase by +224 jobs by 20243.
3 Source: Bureau of Labor Statistics.
2 Source: Emsi, three zip codes comprising City of Rancho Cordova, Q2 2021. 1 Source: Emsi, three zip codes comprising City of Rancho Cordova, Q2 2021. © 2022 Udacity. All rights reserved.

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Describe the intake process, including collection of basic information from potential clients, informing potential clients of available services in your organization or elsewhere, and determination of client suitability for program services.

Udacity works directly with partners to define evaluation criteria for applications.

Accordingly, learners are selected for enrollment, and are invited to attend a kick-off session, which initiates the start of their learning journey. This is when learners are enrolled in their online Udacity Nanodegree classroom.

During this phase, Udacity provides visibility into the number of applications received, broken down by further metrics required to evaluate applications. This allows for regular monitoring of application flow, and provides information to guide and optimize all outreach efforts.

When a prospective student enters the application process, Udacity will ask for certain basic information (name and email address), plus any information required for funding eligibility (e.g. address/residency, employment status) or program eligibility (e.g. access to a computer & broadband connection). This is followed by a more detailed technical assessment relevant to the chosen Nanodegree program itself.

If an applicant, after beginning the application process, finds they are not eligible or no longer interested in the program, we are able to offer them access to a seat in an individual Nanodegree program (example)
4 and also make them aware of other scholarship programs which might be of interest to them.

Describe the program's model of service delivery – cohorts, open entry-open exit, one on one mentoring. Trainees outplaced with employers, etc.

We propose a cohort-based model in which Udacity delivers deeply specialized training (in subject matter relevant to technology careers) through our own online platform. Learners access the solution through the web and take courses online.

Udacity implements best practices in instructional design, uniquely focused on providing learning experiences that are efficient, effective, and economical. Our Nanodegree 4 An individual Nanodegree offers the student access to the same curriculum they would get in a managed cohort, minus a number of the supports and interventions that correlate with strong program outcomes such as credential attainment, job placement, etc.
© 2022 Udacity. All rights reserved.

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programs are expressly designed to enable career advancement and job skills acquisition.

Udacity’s collaborations with industry5 are also a key factor in the success of this model, as is the company’s commitment to a hands-on, project-based approach.

There are three types of specialists who employ a particular focus on the efficacy of learning in our programs:

1. Our solution architects engage in an immersive course development experience that combines industry visionaries with our team of instructional design and pedagogical experts. When creating projects, they write instructional materials, generate sample solutions, and finalize grading rubrics -- while creating up to 20 hours of student learning content alongside a curriculum manager. This includes lessons, quizzes, exercises, videos and self-assessments. This phase is followed by video production, feedback collection from beta testers, and any necessary revisions to course content or projects. Once finalized, the course is launched in Udacity’s online classroom.

2. Our Session Leads’ job is to help students succeed.
a. Their job responsibilities include reinforcing concepts learned in the Nanodegree program, planning and meeting with students for group work, and leading activities and short lectures on a weekly basis. They also report on student attendance and progress, and provide weekly observations on each session to the Udacity team.
b. They typically bring 3+ years of working experience related to the chosen Nanodegree program, as well as experience teaching technical concepts, organizing technical talks/events/forums, and public speaking. We look for individuals with a student-oriented mindset who are proactive, positive, innovative, and know how to build trust in both group and 1:1 settings.

Oftentimes they are former graduates of the same Nanodegree program they are facilitating.

3. Our Program Manager oversees all program operations, of which one of the core responsibilities is to understand how specific individual learners are doing in their Nanodegree programs, and to take actions when necessary (e.g. unenrolling a 5 Udacity maintains content partnerships with many well-known names in tech, including: Google, Amazon, Facebook, IBM, Mercedes-Benz, Intel, AT&T, Uber, Lyft, NVIDIA and BMW. © 2022 Udacity. All rights reserved.

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disengaged learner, or sending a reminder email). They prepare external reporting based on the metrics monitored, including:

1. Attendance - Specifically with respect to “Connect” sussions (this is manually populated by session leads)

2. On Track Status - This provides a view of the % share of learners who are on track, vs. falling behind, vs. in danger of not completing.

3. Project Submission - This shows the number of projects submitted per learner, which is an indication of their learning. This module supports session leads in reaching out to learners who are behind, and support them with the appropriate interventions.

4. Additional reporting is available as needed to provide data cuts relevant to the types of services/interventions being provided, as well as relevant to demographic subgroups of the cohort.

Describe the process for developing and managing individualized employment plans with job seekers.

Within the Nanodegree program, our Career Services offering helps learners meet the employers halfway. Through either pre-recorded webinars and live virtual workshops, we help students build the soft skills needed to approach their job search. Live workshops are delivered by Session Leads covering topics such as Elevator Pitch, Job Search Expectations, Professional Profiles.

We also offer individualized review of resumes and cover letters by an industry professional. We also offer personalized, written feedback on individuals’ GitHub and LinkedIn profiles, to maximize exposure and career opportunities via these platforms.

In addition, we collaborate with local employers to host “Employer Webinars” with the learners. These events typically include learning from career professionals within the Nanodegree categories about their daily job responsibilities and career expectations. They also include an interview preparation session where employer’s talent acquisition/human resources professionals present information about creating resumes and going through a typical interview process. These help our learners to transition from skills development to employment by understanding how to market their new and existing skills. © 2022 Udacity. All rights reserved.

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Describe strategies that will be utilized to ensure individuals obtain the skills needed to obtain and retain employment.

Udacity works with industry leaders to create project-based online learning programs. Our hands-on approach features interactive learning content, paired with real-world projects with project reviews and feedback from industry subject matter experts. These unique collaborations ensure that students learn relevant skills that correspond to actual needs in the market.

Evaluations are made based on a project rubric that is defined by Udacity’s content and education experts. The evaluators for these projects, referred to as Udacity’s project reviewers, are a pool of hundreds of technology experts, carefully selected, compensated and managed by Udacity. Udacity project reviewers provide line-by-line feedback to learners on their submitted projects within 24 hours of submission. Learners can submit the project as many times as needed, until they pass the project. Passing all projects graduates learners from the Nanodegree program.

Through our Career Services and Community modules, we also seek to reinforce numerous softer skills (a.k.a. “life skills”) which help to make our learners more employable once they emerge from a Nanodegree program. Examples include how to craft an elevator pitch, how to collaborate in a team environment, etc.

Describe your follow-up strategies and how they will enhance training completion rates, job retention, and growth towards career pathways.

Udacity Nanodegree programs are paired with numerous supports and interventions which drive completion rates as high as 70%+. This is primarily achieved through interactions with Session Leads, Tutors, and Moderators:
● Session Leads
○ Deliver weekly Connect Sessions (2-3 additional hours per week) typically consisting of 25-35 students, in which they facilitate direct, live dialogue on case studies & other activities that reinforce their online learning. ● Tutors
○ Technical support regarding Nanodegree content and technical challenges faced during the learning journey
© 2022 Udacity. All rights reserved.

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○ Live walkthrough webinar to help students stay on track and graduate on time
○ Dedicated support sessions before project deadlines
○ Circulation of interesting extracurricular information, e.g. content-related news articles to enrich personal and professional aspects of the Nanodegree program
○ 1:1 support over Slack whenever necessary
● Moderators
○ Support for non-technical questions (related to the initiative, rules and policies)
○ Organizing the community; making sure topics are properly assigned in the right categories, closing duplicated and inactive topics, dealing with flags ○ Ensuring all members are respecting community guidelines Additionally, our programs include Slack channels which give learners a chance to interact directly with their peers and Session Lead, who provide technical support to learners.

These are also useful in reinforcing the students’ motivation to persevere through a challenging program.

Career Pathways
The practitioner-level skills conveyed in a Nanodegree program are primarily built and reinforced through the projects submitted and reviewed throughout the duration of the program.

Project-based learning reinforces career pathways in multiple ways:
● Actively applying concepts learned in the classroom, and combining them with critical thinking skills, help to broaden the scope of knowledge. ● This format encourages students to use metacognitive skills to develop plans to create, monitor, and execute their designs -- reflecting the decision-making, communication, and problem-solving skills that employers are looking for. ● Demonstrating real-world application of subject matter to prospective employers conveys confidence in true mastery of material beyond basic recall. ● The ability to receive feedback and apply it to multiple iterations of a project helps to deepen the learning process and reflects common real-world job scenarios. © 2022 Udacity. All rights reserved.

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Additional Support Services
For program participants who lack access to reliable hardware, broadband, transportation, childcare, additional career services or general case management, Udacity maintains relationships to outsource the provision of these services. This includes organizations such as the Greater Sacramento Economic Council, as well as numerous partnerships with non-profit foundations who serve diverse populations and can facilitate introductions and wraparound support for participants on an as needed basis.

Describe strategies utilized for employer engagement, employment referrals, and job placement services.

Udacity maintains partnerships with a wide range of reputable employers. Globally recognized companies partner with Udacity to re-skill and level-up their existing workforce, so their employees can advance their careers within the company.

The following are examples of enterprise partners to Udacity: AT&T, Shell Oil Company, Airbus, Cisco, Mazda Motor Corporation, Credit Suisse, Telenor, Royal Bank of Scotland.

In order to build our leading-edge tech curriculum, we also maintain content partnerships with many well-known names in tech, including: Google, Amazon, Facebook, IBM, Mercedes-Benz, Intel, AT&T, Uber, Lyft, NVIDIA and BMW.

In our Nanodegree programs, we engage employers in the following ways:
● Pre-program
○ In partnership with local stakeholders, we solicit needs from key employers to gauge/confirm talent objectives, skill needs related to open positions, and relevant community initiatives. This input, along with labor market data, helps to guide our selection of the appropriate Nanodegree programs to include in our overall program concept.
● During the program
○ Willing employers are invited to participate in the Nanodegree program via our Employer Engagement Platform, whereby we offer them an opportunity to communicate directly with students via webinar. Participants generally use this opportunity to speak to why they are a good employer, what they look for in hiring for specific departments, how people thrive in their organization, and so on.
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● Post-program
○ Udacity participates in hiring events organized by local stakeholders, and is available to coordinate with these employers to promote key roles or generally facilitate a more useful experience for program participants/graduates.

Describe the specific roles these employers will play in your program.

Please see above.

Past Performance and Planned Outcomes
Describe your experience implementing workforce development employment and training services programs over the past 2 years. Identify performance measures, results, along with other key benchmarks and outcomes such as: total served, total placements, percent of positive exits.
● Globally to date, Udacity maintains partnerships with governments, foundations, enterprises and other organizations and has impacted over 13 million learners across 100 countries.
● From January 2021 to October 2022 Udacity has enrolled more than 100,000 students into Nanodegrees Scholarship programs. This has resulted in over 45,000 graduates.
● 72% of graduates who signed up with the intention of advancing their career got a new job, a promotion, or received a raise within 12 months. ● 50% of graduates who signed up with the intention of advancing their career received a median pay increase of 33% within 12 months. ● 70% of all program participants report positive career change as a result of the program within 3 months
○ Udacity defines a Positive Career Outcome (PCO) when students report one of the following criteria:
■ I started a new job
■ I started an internship
■ I got a raise or promotion
■ I started my own business
■ I started a freelancing gig
■ I started a new academic program
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■ I did not experience any of the above - (measurement for “no PCO”) ■ Free form answer
Describe your strategy for monitoring and measuring performance and outcomes.

Specifically,
Udacity tracks applications, enrollments and activity in the first month prior to the program revoking milestone. After, we track student progress and the impact of our interventions throughout the remainder of the program using our pulse-check survey and mid-cohort survey.

Udacity Community Moderators monitor activity in the Slack channel for student engagement, and Session Leads track attendance rates for weekly sessions throughout the 4-month learning journey on a weekly basis. Coursework progression and completion is monitored and tracked in our classroom / learning platform.

Finally, we track student completion and other relevant feedback using our graduate and non graduate end-of-cohort surveys. To measure career outcomes, we then issue career impact surveys at 3, 6, and 12 months post program. These surveys measure PCOs which may include, apprenticeships or internships received, interviews achieved, job attainment, freelancing or gig attainment, salary increase, and employer name.

Partnerships
Udacity has built relationships with the Folsom Cordova Community Partnership (FCCP), the Greater Sacramento Economic Council (GSEC), and local employers including PowerSchool, VSP, Solidigm, and Zennify, with the goal of continuing to expand this network. During the program design phase of the scholarship, employers and partners will be included in the development of an employer engagement strategy and student career development and hiring opportunities. Other activities may include collaboration in student acquisition efforts, employer webinars, networking events, student wraparound support and soft skills training.

Project Expected Timeline
© 2022 Udacity. All rights reserved.

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Below is an illustrative example of timetables associated with key project milestones.6 Milestone Date
Key Prerequisite
Milestone/Contingency
Completed review of proposals 10/21/2022 None
Confirmation of approval 11/7/2022 Award confirmation
Finalization of program scope 11/14/2022 Award confirmation Finalization of contract 11/28/2022 Counter-signed agreement Begin sourcing Session Leads 12/1/2022 Internal Program Launch Application open 2/7/2023 Application approval from client Application close 4/3/2023
Enrollment goal achieved (# of seats + 20%
over-enrollment)
Finalization of student list 4/12/2023 Confirmation of final learner list from client Finalization of Session Leads 4/12/2023 Approval from mentor sourcing team Enrollment open 4/14/2023 Finalization of learner list
Enrollment close 4/18/2023 100% enrollment of final learner list Program launch 4/18/2023
Confirmation from client on Kickoff Webinar
date
Program graduation date 8/16/2023 Achievement of graduate rate goal Program extension 9/13/2023
Confirmation from learning experience
designers on the approval of an extension
(based upon # of remaining active learners)
6 This timetable acts on a number of assumptions, and the associated duration of certain milestones may differ from our initial estimate, depending on the agreed scope of various program elements (e.g. size of cohort, provision of specific services, scope of marketing/outreach phase, role of partner organizations). Udacity will provide a more precise timetable as specific details are confirmed.
© 2022 Udacity. All rights reserved.

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5. Sources and Uses of Funds
At a total cohort size of 125 students, Udacity is able to offer program participation at a price of $3,425 per student. The total amount of $428,125 would be funded entirely by the City of Rancho Cordova.

Udacity’s program model is intended to be scalable to meet varied labor market needs. If there are additional communities or employers in the region who would benefit from this type of program, we would be willing to combine a larger student population into this learning cohort in order to offer more competitive pricing (on a per-student basis).

6. Conflict of Interest Statement
Udacity is not aware of any activities or relationships that might create a conflict of interest for either Udacity or the City.

7. Exceptions
We do not propose any exceptions to the requirements specified in this NOFA.

8. Supportive Information
● Further detail on job postings for analytics skills can be found here. ● Further detail on the job market for Greater Sacramento for analytics and digital marketing skills can be found here.
● Recommended Nanodegree Syllabus:
○ Udacity Enterprise Syllabus Business Analytics
○ Udacity Enterprise Syllabus Digital Marketing
© 2022 Udacity. All rights reserved.

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Workforce Recovery Program
City of Rancho Cordova
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1. Introductory Letter
October 20, 2022
City of Rancho Cordova
Economic Development
2729 Prospect Park Drive
Rancho Cordova, CA 95670
To Whom It May Concern:

Regarding your request for proposal (RFP), Women in Data (WiD) looks forward to the opportunity to provide employment training and job placement through our network of employers for Rancho Cordova Residents. Women in Data sees workforce transformation as a vital step in transitioning the current workforce into better paying and higher skilled careers to produce economically sustainable communities. Our program goals align with those of Rancho Cordova’s in the fact that we target individuals who were most affected and displaced from the workforce due to COVID-19. In addition, our overall objective for the program is not only to train, mentor, and coach individuals, but see them placed into a high paying job by the end of the program.

Having these goals as our primary focus, we intend to address this need by providing upskilling, and reskilling in data analytics, mentorship, resume support, continuing education, and job placement. With all workforce development programs, it is important to identify the critical issues and challenges we should expect to face. Based on our previous experience we've identified three areas (1) finding participants with the greatest need and potential, (2) ensuring participants complete the training, and (3) attaining end-of-program employment opportunities.

To mitigate the first of these challenges, we have identified the greatest need in those who are underemployed, unemployed, under skilled, or looking to change career paths. We believe those that will be most successful in this program are those with prior work experience who are looking to upskill for a higher paying job, and we will select for these individuals through our application process.

Regarding training, we have analyzed the current market trends to find the most in demand job and skills for 2023-2025. Through this analysis we have curated a training program that will teach the participants the top six skills requested by employers on job descriptions for data analysts (See Section 8:

Supportive Information). Based on our experience with training individuals, we have structured this program to be part-time, hybrid (on demand and instructor led), small cohort based with gradual learning to optimize for completion rates and long-term retention of skills.

Finally, to mitigate the job placement challenges, we will work with our network of hiring companies to secure a set number of internship and/or job opportunities for the top graduates from the program. If participants are not able to obtain a job or internship immediately from the program, we will provide 6- months of continual hiring support, continuing education, and community support.

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W WOMEN IN DATA 3
To accomplish these goals, we have identified key milestones that give all parties the ability to measure and track success along the way. We feel that these milestones are best represented by the following: 1) Marketing materials and landing page setup 2) Applications open and program promotion 3) Confirmed participants in the program 4) Program kick-off gathering 5) Data analyst certificate training 6) Certificates awarded 7) Opportunities secured for internships and hiring of the participants 8) Hiring support and continuing education access. Through these milestones, we will track and measure success to make sure we hit or exceed Rancho Cordova’s target goals of 100% of participants starting the program, 75% of participants completing the training, 50% obtaining a certificate, 35% employed (undefined) and 25% employed (training related). Ensuring that each participant is given every possible opportunity to advance towards the program’s goal, of entry/re-entry into the workforce with a better paying career.

Overall, Women in Data has the experience and confidence to successfully develop, lead, and achieve the goals of this program. Having previously administered a workforce development program for the City of Rancho Cordova from 2021-2022. Through this program, 85% of participants received a certificate, 20% were hired after the first 3-months, and 98% of participants said they would recommend the program to a friend. Additionally, Women in Data provides multiple education and career advancement opportunities to its globe community year-round through learning pathways, and its career services.

Therefore, we are confident that based on our past learnings, experience, and hiring network we will be able to achieve the City’s goal of 35% hired.

We look forward to bringing our experience, expertise, and community to Rancho Cordova to support your Workforce Recovery Program and appreciate the care you have given to your community by identifying this important need. We are excited about the opportunity to work alongside you and help individuals in Rancho Cordova find success.

Sincerely,
Sadie St Lawrence,
CEO Women in Data
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W WOMEN IN DATA 4

2. Table of Contents
Introductory Letter 2-3
Table of Contents 4
Qualifications and Experience 5-7
Project Description 7
A. Name of Project 7
B. Project Design 7-9
C. Past Performance and Planned Outcomes 9
D. Partnerships 9
Project Expected Timeline 9-10
Source and Use of Funds 11
Conflict of Interest Statement 11
Exceptions 11
Supportive Information 12-16
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W WOMEN IN DATA 5

3. Qualifications & Experience
Women in Data Science and Analytics Inc. (DBA: Women in Data) was incorporated on December 31st, 2015. IRS tax status for the organization is up to date and compliant. The 2023 budget for the organization is $1,250,000. Major funding sources include, membership dues, company sponsorship, individual donors, and grants. Women in Data will be the project lead for this project and will be responsible for the development and management of the project. Women in Data will provide DataCamp licenses for the participants which will give them access to the DataCamp learning portal for 12 months.

Women in Data will be responsible for setting up the sequencing course work, providing an instructor to assist participants through the learning objectives and certificate process, and validate that they completed the required classes and project to obtain a certificate.

Currently, Women in Data works with multiple Fortune 500 organizations to source talent. We have successfully upskilled hundreds of individuals in our network and successfully sourced talent to these organizations for data roles such as data analyst, data scientist, and data engineers. Sadie St. Lawrence has personally help educate over 460,000 people globally in data science through UC. Davis’s continued education program on Coursera.

Women in Data is experienced in successfully leading workforce development programs. A reference to a few of these programs are listed below:

Project 1: Workforce Recovery Program: The Path Forward. Location: 2729 Prospect Part Drive, Rancho Cordova, CA 95670. Twenty participants were taking through a 3-month data analyst training to obtain a certificate. From this program, 4 participants were hired into a new or better role after completing the program.

Project 2: Women in Data led 8 participants through an 8-week residency program for Hank. Hank is an energy company specializing in HVAC energy efficiency for commercial buildings. Company Location: 950 Reserve Dr. Suite 100, Roseville, CA 95678. In this program, WiD trained participants to complete their first data science project by optimizing the HVAC algorithm for Hank. Participants were provided training, resume review and interview coaching. From this program, 4 participants were hired into a new or better role after completing the program.

Project 3: COVID Impact Analysis for The City of Sacramento. Location: 915 I St, Sacramento, CA 95814.

Seven participants were taken through the 8-week program and participants were provided training, resume review and interview coaching. From this program, 3 participants were hired into a new or better role after completing the program.

Project 4: Racial Disparity Analysis for The City of Sacramento. Location: 915 I St, Sacramento, CA 95814.

Five participants were taken through the 8-week program and participants were provided training, resume review and interview coaching. From this program, 2 participants were hired into a new or better role after completing the program.

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W WOMEN IN DATA 6
Project 4: Homelessness Analysis for The City of Sacramento. Location: 915 I St, Sacramento, CA 95814.

Six participants were taken through the 8-week program and participants were provided training, resume review and interview coaching. From this program, 3 participants were hired into a new or better role after completing the program.

The key staff who will run this program are listed below:

Project Lead – The project lead will be the primary liaison for the project and will be responsible for meeting all the KPI’s for the project and successful completion. The Project Lead will oversee all aspects and ensure the project team is operating effectively to the achieve job placement for all the participants.

Sadie St Lawrence will be the project lead. She has trained over 400,000 people in data science and analytics and has mentored and coached individuals to land their first job in analytics. She is an effective leader and has experience leading workforce transformation projects and multi-million-dollar deliverables. Contact information: [email protected], Sacramento, California, (916) 247-5905.

Program Coordinator – The program coordinator will be responsible for the project execution and will lead the candidate selection process, onboarding, transfers and hand-off between programs, mentor matching, and ensure candidates successfully complete each phase of the program and are placed into jobs. Women in Data’s Program and Platform Coordinator will facilitate this role.

Communications/Marketing Coordinator – The communications and marking coordinator will be responsible for marketing the program to find candidates, this includes but is not limited to building the application lading pages, creating content and copy for marketing of the program, running digital ads, finding candidates, and creating blog posts and marketing materials to communicate program impact. In addition, the communications/marketing coordinator will be responsible for communicating with participants on a weekly basis to check-in, creating impact reports, and success stories. Women in Data’s Content and Events Manager will facilitate this role.

Business Relations Manager – The business relations manager will be responsible for finding organizations hiring for data analyst roles and getting a commitment from the organization to hire or provide an internship for our participants. Women in Data’s Partner Relations Manager will facilitate this role.

Data Analytics Instructor – The Data Analytics Instructor will be responsible for assigning participants course work, answering questions for the classes, and coaching the participants through the certification process for successful completion. Neslihan Bisgin will be one of the Data Analytics Instructors. Neslihan has prior experience teaching for Women in Data, Flatiron School, and the University of Michigan. Contact information: Neslihan Bisgin, [email protected], Grand Blanc, MA, (806) 789-4744.

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W WOMEN IN DATA 7

4. Project Description
a. Project Name: The Path Forward
b. Project Design:

1. Strategies for engaging, recruiting, enrolling, and serving job seekers:

We will use a variety of methods to engage and recruit individuals within the City of Rancho Cordova.

First by reaching out to the people who applied to the program last year but were not accepted into the program given the limited capacity This list includes 50+ people. We will also provide outreach regarding the application through the greater Sacramento Women in Data Chapter network, and though targeted digital ads via Facebook, Instagram, LinkedIn, and Twitter. During the 2021-2022 program we saw the highest number of applications after the TV segment from the Career Fair Rancho Cordova hosted with the other service providers. Therefore, if the City chooses to do this again, we would be happy to assist in the media outreach.

2. Population served:

Our program is designed to target those who looking to change career paths and those who jobs are most at risk of automation or unemployment. According to the World Economic Forum Future jobs report, the jobs with the highest risk of unemployment are 1) Accommodation and Food Service 2) Wholesale and Retail Trade 3) Transportation 4) Education (See Supportive Information Section C: Workers at Risk of Unemployment). Our target audience will be Women since women saw a high percentage of displacement during the pandemic compared to men (See Supportive Information Section D: Workers Who Lost Their Jobs by Gender), however it is important to note that we will accept both men and women into this program.

3. Intake process:

A website landing page will be created to give applicants information regarding the program. From the landing page, applicants will be required to submit basic information such as name, contact info and place of residency to ensure they are a Rancho Cordova resident. In addition, they will be required to submit their current employment status, salary, and education.

4. Model of service delivery:

Five cohorts of 10 individuals will be formed and ran sequentially. Each cohort will have a set application date, start date, and end date (See timeline in Section 5: Expected Timeline). The first three months of the program will be to reskill and upskill individuals in data analytics to receive their data analytics certificate with DataCamp classes and an instructor led training. Through this training, participants will not only learn the top 6 most requested skills by employers but will be required to update their resume and will be provided feedback. Women in Data will due it’s due diligence in finding employers who are looking to hire at the end of the program. If the participants are not hired by the end of the training, Women in Data will provide six months of additional hiring support. This support will include, sourcing ITEM 14.8. ATTACHMENT 12

W WOMEN IN DATA 8
job opportunities, providing interview prep, resume review, personalized coaching sessions, and hiring resources such as webinars and workshops.

5. Employment readiness obtainment and retainment strategies:

Participants will be guided through a 12-week training in which they will earn a data analyst certificate upon completion of all assignments, exams, projects. During this training they will learn languages such as SQL, and Python, and will learn in demand tools such as PowerBI, Excel, and PowerPoint. Additionally, participants will learn skills such as working with data, data retrieval, data visualization, programming fundamentals, machine learning, and communicating insights. A Data Analyst job is projected to be the highest growing job for the next 3 years, ensuring long term opportunity for participants (See Supportive Information Section A: In demand Roles). Along with providing training for a long term high-growth job, we will be providing training for the top 6 skill requested on job descriptions from employers for this role (See Supportive Information Section B: Skills Required by Employers). Additionally, during this training participants will be required to update their resume and receive feedback on their resume, so they are ready to apply to jobs.

6. Follow-up strategies for training completion rates, job retention, and growth towards career pathways.

The Data Analytics Instructor will monitor students’ progress on a weekly basis to ensure they are achieving their learning objectives. If issues arise, the instructor will meet with the student one-on-one to discuss any challenges or issues and coach the student through the lessons and assignments.

Additionally, if students need an extension due to personal matters, we will give them a month extension to complete their assignments and classes. During the previous workforce development program, we had two participants who had a death in the family and requested an extension in the program that allowed them to complete the certificate. We plan to enable job retention and career growth by not only teaching the most in demand skills by providing participants with a one year membership to Women in Data in which they will have access to continued learning opportunities, webinars, coaching, mentorship, life coaching, job board access, hiring resources, and community support for long term job growth and retention.

7. Strategies for employer engagement, employment referrals, and job placement services.

Women in Data has already started to seek employers who are interested in hiring the participants.

These employers include companies such as PepsiCo, VSP, Adidas, Vista Print, P3, LTI, Alation, Deloitte, Microsoft, and more. We are currently finalizing commitments from each of these partners to hire or provided internships for 5-10 participants from each organization. Our goal is to secure at least 50% of the participants a guaranteed internship or job with one of these partners. If additional outreach is needed to secure job placement, Women in Data will work with its network of employers to find employment opportunities for the participants.
c. Past Performance and Planned Outcomes

1. Experience implementing workforce development employment and training services program over the past 2 years.

ITEM 14.8. ATTACHMENT 12

W WOMEN IN DATA 9
Women in Data has successfully implemented multiple workforce development programs with local government and virtually through its global network. Most recently we completed a workforce development program for the City of Rancho Cordova from 2021-2022. Through this program, 85% of participants received a certificate, 20% were hired after 3-months, and 98% of participants said they would recommend the program to a friend.

Women in Data has also administered 6 residency programs with 38 participants and 17 individuals hired after completing the program from 2020 -2022 “44% hire rate” and facilitated a mentorship program with over 80 participants and 4 people placed into jobs in 2021. Additionally, Women in Data provides multiple education and career advancement opportunities to its global community year-round through learning pathways, and its career services. Therefore, we are confident that based on our past learnings, experience, and hiring network we will be able to achieve the City’s goal of 35% hired.

2. Describe your strategy for monitoring and measuring performance and outcomes.

We will use digital metrics from the program training and surveys to measure and monitor five key metrics:
- Percent of participants starting the program (training platform) - Percent of participants completing the training (training platform) - Percent obtaining a certificate (training platform)
- Percent employed undefined and/or training related (survey) We will remind participates to take the surveys via email, phone calls and text messages in ensure accurate and full data collection. The main KPI we will be measuring in the program is how many people we get placed into a full-time job making greater than $50,000. When participants sign up for the program they will be asked to sign a waiver that will allow us to monitor their employment status. d. Partnerships:

To provide the skills assessment and training resources for the analytics certification, Women in Data will use the DataCamp platform for assessments. Most importantly, Women in Data will work with its current hiring partners who we have existing relationships such as PepsiCo, VSP, Adidas, Vista Print, P3, LTI, Alation, Deloitte, Microsoft, to secure employment or internship opportunities for the participants.

5. Project Expected Timeline
Please see the table below which denotes the key milestones and expected project timeline.

Project Expected Timeline
Milestone Start Date End Date Prerequisite
Milestone/Contingency
ITEM 14.8. ATTACHMENT 12

W WOMEN IN DATA 10
Marketing Materials &
Landing Page Setup
December 1st,
2023
January 1st,
2023 Contract Signed
Application Open &
Program Promotion
January 1st,
2023
January 31st
2023
Marketing Materials &
Landing Page Setup
Confirm Participants February 1st,
2023
February 13th,
2023
Applications for the
Program
Program Kick-off
Gathering (Handout
Computers, Meet
Teacher)
February 16th,
2023
February 16th,
2023
Confirmed Participants in
the Program
Training - Data Analyst
Certificate
February 20th,
2023
May 19th,
2023
Program Onboarding
(Computer setup and
license assignment)
Certificates Awarded -
Celebration Event May 25th, 2023 May 25th, 2023
Participants Completed
Training for Certificate
Opportunities Secured
for Internships and
Hiring of Participants
December 1st,
2022
December 1st,
2023
Participants Completed
Training for Certificate
Hiring Support and
Continual Educational
Access
May 25th, 2023 December 1st,
2023
Participants Completed
Training for Certificate
Figure 1 – Project Expected Timeline
ITEM 14.8. ATTACHMENT 12

W WOMEN IN DATA 11

6. Source and Use of Funds
Funding source for this program will be the amount requested in the RFP for a total of $614,400.

For a detailed breakdown of the use of funds, see Figure #2 – Use of Funds below.

Use of Funds
Service/Role
Number of
Weeks
Hours Per
Week
Total
Hours
Hourly
Rate Total Cost
Project Lead 52 10 500.00 $250.00 $125,000
Program Coordinator 52 15 780.00 $175.00 $136,500
Comms/Marketing
Coordinator 52 10 520.00 $195.00 $101,400
Company Relationship
Manager 52 15 780.00 $175.00 $136,500
Instructor(s) 24 20 480.00 $125.00 $60,000
Technology/Licenses N/A N/A N/A N/A $25,000
Digital Ads for Recruiting N/A N/A N/A N/A $5,000
Computers N/A N/A N/A N/A $25,000
Total Cost $614,400
Number of Participants 50
Cost Per Participant $12,288
Figure 2 – Use of Funds

7. Conflict of Interest Statement
At this time, Women in Data does not see any conflict of interest with its current sponsors/partners and the work outlined in this request.

8. Exceptions
Women in Data does not see any exceptions needed to the NOFA requirements at this time.

ITEM 14.8. ATTACHMENT 12

W WOMEN IN DATA 12

9. Supportive Information
a. In-Demand Roles
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W WOMEN IN DATA 13
b. Skills Required by Employers
c. Workers at Risk of Unemployment
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W WOMEN IN DATA 14
d. Workers Who Lost Their Jobs by Gender
e. References
Reference #1
Project Description: Please see project 3-5 listed in Section 3: Qualifications & Experience. Aubree was our main point of contact for the project. The total funding received was $84,400.

Contact Information:

Aubree J. Taylor
Office of Innovation and Economic Development
City of Sacramento
915 I Street, New City Hall
Sacramento, CA 95814
916-808-7191
[email protected]
Reference #2
Project Description: Please see project 2 listed in Section 3: Qualifications & Experience. Zach was our main point of contact for the project. The total funding received was $15,000.

Contact Information:

Zach Denning
CEO, Hank
3140 Peacekeeper Way
McClellan Park, CA 95652
916-850-0076
[email protected]
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W WOMEN IN DATA 15
Reference #3
Project Description: Please see project 1 listed in Section 3: Qualifications & Experience. Laura our main point of contact for the Workforce Recovery Program. Total Funding Received: $249,000.

Contact Information:

Laura Fickle
916-505-5744
[email protected]
ITEM 14.8. ATTACHMENT 12

W WOMEN IN DATA 16
f. Tax Exempt Status
ITEM 14.8. ATTACHMENT 12

ITEM 14.8. ATTACHMENT 12

Notice of Funding Availability (NOFA) 2022
City of Rancho Cordova
2729 Prospect Park Drive
CityofRanchoCordova.org Rancho Cordova, CA 95670
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WORKFORCE RECOVERY PROGRAM
Proposals Due by October 21st, 2022

INTRODUCTION
Key elements that lead to economic prosperity include high performing businesses, serviced by a highly skilled workforce, prepared through targeted training programs, and dynamic education systems. The purpose of the Workforce Recovery Program is to increase access to career pathways programs and help Rancho Cordova residents with barriers to employment enter the workforce in skilled occupations.

The funds may be directed towards providing support for individuals who have been impacted by COVID-19. City of Rancho Cordova is accepting proposals from qualified applicants that provide workforce development programs to the residents of Rancho Cordova in accordance with the included specifications, terms, and conditions shown in this Notice of Funding Availability (NOFA).

The city has $1 million available that may be committed to one or more qualified projects.

This NOFA is being released to identify experienced and eligible workforce development applicants wishing to provide services to the residents of Rancho Cordova. Prospective applicants are advised to read this information carefully prior to submitting a proposal. Applicants must submit one signed electronic version by email to the Economic Development Department at [email protected], by 5:00 pm on October 21st, 2022. Proposals shall mark the subject line of the email: Workforce Recovery Program Proposal.

Proposals shall not be accepted by fax or as a physical copy.

QUESTIONS
Questions regarding this NOFA are to be directed by e-mail to The Economic Development Department, at [email protected]. Such contact shall be for clarification purposes only. The city must receive all questions no later than October 10th, 2022 Questions and answers will be posted to the city’s website by the end of the day on October 12th, 2022. Material changes, if any, to the scope of services or proposal procedures will only be transmitted by written addendum and posted to the city website: CityofRanchoCordova.org
Applicants may reply only upon written information and/or instructions from the city. The city shall not be responsible for any oral information from third parties.

To maintain a fair and equal process for all Applicants, upon receipt of this NOFA, Applicants (or their designated agents) shall not directly or indirectly contact any Council member or other city staff, other than the person identified in the NOFA, for meetings, conferences or technical discussions that are related to the NOFA. Unauthorized contact of any Council member or other city staff may be cause for immediate disqualification from the process.

SCOPE OF WORK
Background
The city was allocated $15.58 million in American Rescue Plan Act (ARPA) funds to assist states, tribal governments, and local governments with the recovery from the economic impacts caused by COVID-19. Of the allocated funds the city has a total of $38 million available to provide enhanced programs and projects for the community as it emerges from the pandemic. Funding is being made available to directly support a continuation of the city’s workforce development program. The ITEM 14.8. ATTACHMENT 13

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program will provide employment training and job placement services for Rancho Cordova residents that been unemployed, underemployed, or looking to change career paths.

The role of the city will be to contract with a Service Provider(s) who will develop, market, and administer the Programs on behalf of the city. The Service Provider(s) will provide job placement services for the students for at least six(6) months from the end of the course or obtainment of the certificate, whichever is later. The city anticipates it will pay the Service Provider(s) for their services, pay for student tuition and supplies, pay a reasonable stipend and/or a livable wage to students who start and complete the Programs, and pay placement bonuses to students who are hired within 90 days of completion of the Programs as a result of certification and maintain employment for at least 12 months. Notwithstanding these anticipated payments by the city, the Service Provider(s) should indicate in its proposal the efficacy of such approaches and propose different approaches based on the Service Provider(s) experience and expertise.

Establishing a Workforce Recovery Program will assist the city of Rancho Cordova by:
• Providing immediate employment services and resources for adults in Rancho Cordova who are unemployed, underemployed, or looking to change career paths; those who lack transportation, childcare, or educational attainment, those who need job coaching or case management services, and other supportive services to aid jobseekers in securing employment; • Increasing the number of trained and skilled workers that were left unemployed, underemployed, or seeking a change in careers due to the COVID-19 crisis; • Creating competitive candidates for local employers to access and employ; • Upskilling and reskilling training opportunities in high-demand industries and occupations; • Improving job placement rates by securing employment opportunities for dislocated workers; • Increasing the number of employed residents generating income that produces economic sustainability for themselves, their families, and their communities;
• Providing direct job placement or internship opportunities for adult job seekers.

Under this NOFA, financial assistance may be provided for a variety of workforce development programs to meet the needs of Rancho Cordova residents. The total value of the financial commitment is $1 million dollars, which is expected to fund multiple projects.

Requirements
To be eligible, applicant shall submit a proposal outlining how the applicant will utilize funding to provide workforce development services to community members, households, and/or those affected by the COVID-19 pandemic.

The city anticipates that there will be a variety of responses bringing forth a range of program ideas. These ideas will be evaluated on how they address impacts to households and individuals in Rancho Cordova.

The services may be provided as part of the range of services provided by the applicant. The scope of work below outlines a potential framework, but applicants may have different program concepts for the city to consider.

Applicants may request funds under more than one category. Applicants requesting funds under more than one category are required to submit a separate proposal for each category. Eligible expenses cannot be duplicated across proposals.

Applications can address one, some, or all the following:
• Provides comprehensive, holistic, and metrics-based employment services that targets jobseekers. • Program focuses on adult jobseekers that were directly unemployed or underemployed, displaced, or may have been laid-off because of the COVID-19 crisis.
• Has staff capacity to administer proposed program, ability to complete all workforce services. • Program connects to the larger workforce ecosystem in Rancho Cordova and the Region. • Linkage to supportive services; addresses barriers to employment. • Implements a data-driven workforce program or project that executes strategic employment services leading to job placements, paid internships, or apprenticeship opportunities. • Workforce training and job placement in high-demand occupations and industries that meets the needs of employers in Rancho Cordova and the Region.
• Employer engagement and job placement capacity.

ITEM 14.8. ATTACHMENT 13

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• Pre-apprenticeship training program and job placement services. • Provides a broad range of practical job and life-skills to enhance participants’ essential employment skills and provide hands-on occupational skills that include the attainment of industry recognized certificates that lead to entry into a Registered Apprenticeship (RA), community college career training programs, or high-quality employment leading to family-sustaining wages. • Fund pre-apprenticeship Construction Training Program and Placement Services projects that fill critical workforce skills gaps by creating opportunities for jobseekers to gain exposure to a broad range of occupations in the building trades, receive hands-on training, and enter industry recognized credentials leading to entry into apprenticeship, post-secondary Career Technical Education (CTE) programs, or direct employment in Construction or Energy efficiency sectors. • Applicant must have knowledge and experience around national and state best practices and state of the art technology-based approaches to education and training to offer resources to participants. • Applicant should leverage existing best practices and help develop tools to serve the residents.

All proposed projects must adhere to the following minimum requirements:

To be eligible:
• Documented success providing services that are the same or similar to those requested in this NOFA. • Demonstrated connection with employers in the building trades, the technology sector, health care and life sciences, or in other high demand industries and occupations. • Demonstrated experience in collaboration and coordinating program services with other community organizations.
• A successful applicant will provide linkages between workforce development, education, social services, other serving organizations, and the business community and will be able to provide at least six(6) months of job placement assistance after completion of the training and/or obtainment of the certification, whichever comes last
• Must be an individual or organization that will provide employment and training services to dislocated and unemployed residents within the City of Rancho Cordova boundaries, that were recently laid-off, underemployed, looking to change career paths, or unemployed. There will be a particular focus on organizations that can describe extensive experience in employment training and/or job placement activities, outlining in detail past programing completion and/or success rates. • If an applicant is a non-profit corporation, the organization must provide evidence of tax-exempt status pursuant to Section 501(c)(3) of the Internal Revenue Code. • If an applicant is an organization, the organization must have been in existence for at least one full year prior to March 1, 2020 and be able to provide budget and program information beginning March 1, 2019, if requested.
• Applicants cannot discriminate in violation of any state or federal law, including laws that prohibit discrimination based on race, color, sex, creed, religion, national origin, age, marital status, ancestry, medical condition, disability (including HIV and AIDS), sexual orientation, or gender identity. • Applicants must meet the city’s requirements for general liability insurance ($1 million per occurrence).

Proof of insurance must be provided prior to executing a grant agreement. • Other Administrative Requirements:
• All applicants must be able to report and track the impacts individuals and households have experienced due to the COVID-19 public health crisis. Monthly reports will be required showing number served, number and type of services administered, geographic and demographic information for those served.
• In addition, a final report will be required containing a summary of the process, findings, outcomes, lessons learned and best practices, how the assistance provided aided the individuals and households and recommendations for future assistance efforts.
• All applications must track and measure predetermined metrics for the Program. • The primary metrics are used to set goals and measure success compared to national workforce programs.

ITEM 14.8. ATTACHMENT 13

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The Primary metrics to Benchmark the Results Compared to the US National Workforce Program Milestone/Outcome
Employment and Training
Administration Workforce
Development Program
Rancho Cordova’s
Target Goal
Percent of participants who
started the program 92% 100%
Participants completed training 47% 75%
Participants completed the
training and obtained a certificate
or credential
37% 50%
Participants have entered
employment “undefined” (6, 12
and 18 months after program
completion)
24% 35%
Participants have entered into
“training related” employment (6,
12 and 18 months after program
completion)
17% 25%
• The secondary metrics that will be required for this workforce program include but are not limited to: number of apprenticeships or internships received (where applicable), total jobs retained, average salary increase, percentage of participants employed, percentage of participants employed in Rancho Cordova. All job placements/starting wages should be measured against the MIT living wage calculator for the Sacramento, Roseville, Arden Metropolitan Statistical Area. https://livingwage.mit.edu/ metros/40900.
• Since the range of needs is broad, one or more proposals may be awarded under this NOFA.

PROPOSAL GUIDELINES AND FORMAT
The following guidelines are provided for standardizing the preparation and submission of proposals. The intent is to assist applicants in the preparation of their submissions and to assist the city by simplifying the review process providing standards for comparison of submissions.

Statements submitted in response to this NOFA shall include a complete response to the requirements in this section in the order presented. Statements should be a straightforward delineation of the applicant’s capability to satisfy the intent and requirements of this NOFA and should not contain redundancies and conflicting statements.

Proposals shall be a single pdf document, not greater than 30 MB in file size, no more than 25 pages in length, with easy-to-read font size and style. Pages shall be numbered, and section headings should separate and identify the response items described below.

Applicants must submit one signed electronic version by email to the Economic Development Department at [email protected], by 5:00 pm on October 21st, 2022.

Application submittals shall mark the subject line of the email: Workforce Recovery Program Proposal.

Proposals shall contain the following information in the order listed:

1. Introductory Letter
The introductory letter should be addressed to:

City of Rancho Cordova
Economic Development
2729 Prospect Park Drive Rancho Cordova, CA 95670
The letter should state the prime organization and include the organization’s name, mailing address, telephone number, and contact name. The applicant shall provide a brief description that includes:

ITEM 14.8. ATTACHMENT 13

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• A summary of the applicant’s understanding of the city’s goals and objectives and how the applicant’s proposal would achieve those objectives. This summary should reflect the applicants’ project understanding and summarize critical issues, challenges, milestone tasks, and appropriate resourcing. • Clearly describe the applicant’s experience administering workforce development employment and training programs. Discuss past performance results for workforce development programs. Provide examples of applicant’s ability to deliver workforce development programs. • If the applicant is an organization, the applicant shall also identify the year the organization was established, the total number of employees, and the total number of employees that will be working on the proposed program. The applicant must provide a financial reference or annual report, and a gross/ net revenue report for the last two fiscal years.
• Detailed budget narrative and itemized funding request. • A minimum of three references from entities for which the applicant completed a project of similar size and complexity. At least one reference from a local government entity is preferred. The applicant must provide the following information for each reference: entity name; primary contact’s address, phone number, and email address; reference’s industry; description of the services provided, dates of service, contract term, and total dollar value of the contract or grant. • If the applicant is a non-profit corporation, evidence of tax-exempt status pursuant to Section 501(c)(3) of the Internal Revenue Code.
• If applicant is a business or non-profit entity, a copy of current business license from the City of Rancho Cordova.
• Letter must be signed by an authorized officer of the organization. The primary organization is responsible for answering any questions relevant to the proposal and has lead responsibility relative to the project development and operation as relates to any city funding commitment.

2. Table of Contents
The applicant shall insert a table of contents denoting Sections 3 through 9 of the proposal as indicated below and any appendices included.

3. Qualifications and Experience
Provide a narrative statement describing all entities responsible for the development and management of the project (including service providers if applicable), including the following:
a. A description of each firm relevant to the project’s development, and management. Include information on each firm’s role in the project, and experience working together on previous projects. Also, note which firm will be the project lead.
b. Identify key staff, including brief resumes that include length of time providing such services and contact information (including location, phone and e-mail address). The proposal should indicate each team member’s responsibility for project tasks. Identify the lead person who will be the primary liaison. c. For each nonprofit organization involved in the project, provide nonprofit name, incorporation date and place, affiliated organizations, IRS tax status, annual budget, and major sources of funding. d. For each entity, the proposal shall include a list of jurisdictions and projects similar to the one proposed in which the entity has provided such services in the past 5 years. Projects included shall include the client’s name and location. At least five examples of recent, relevant projects shall be provided.

For firms, the list should include the name of the jurisdiction, contact person, phone number, and the approximate amount of funding received. Respondent must have no record of unsatisfactory performance with the city or with any other jurisdictions the respondent has contracted with or received funding from. References may be contacted as a part of the selection process and will be asked to comment on work quality and performance.

4. Project Description
Provide the following information:
a. Name of project
b. Project Design
• Describe in detail your strategies for engaging, recruiting, enrolling, and serving job seekers. Describe innovative ways in which you will outreach to individuals.

ITEM 14.8. ATTACHMENT 13

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• Description of the population served. Include demographic, social, academic, and other elements to demonstrate your working knowledge of the populations and communities you propose to serve. • Describe the intake process, including collection of basic information from potential clients, informing potential clients of available services in your organization or elsewhere, and determination of client suitability for program services.
• Describe the programs model of service delivery – cohorts, open entry-open exit, one-on-one mentoring. Trainees outplaced with employers, etc. Describe the process for developing and managing individualized employment plans with job seekers. • Describe strategies that will be utilized to ensure individuals obtain the skills needed to obtain and retain employment.
• Describe your follow-up strategies and how they will enhance training completion rates, job retention, and growth towards career pathways.
• Describe strategies utilized for employer engagement, employment referrals, and job placement services. Describe the specific roles these employers will play in your program. c. Past Performance and Planned Outcomes
• Describe your experience implementing workforce development employment and training services program over the past 2 years. Identify performance measures, results, along with other key benchmarks and outcomes such as: total served, total placements, percent of positive exits. • Describe your strategy for monitoring and measuring performance and outcomes. Specifically, • Percentage of participants who started the program, percentage of participants completed training, percentage of participants completed the training and obtained a certificate or credential, percentage of participants have entered employment “undefined” (6, 12 and 18 months after program completion), percentage of participants who have entered into “training related” employment (6, 12 and 18 months after program completion) • Number of apprenticeships or internships received (where applicable), total jobs retained, average salary increase, percentage of participants employed, percentage of participants employed in Rancho Cordova.
d. Partnerships:
• Describe the collaborative partnerships you will use to implement the program. Identify demonstrated connections and existing functional partnerships that will part of this program, such as, businesses in Rancho Cordova and the six (6 )county region, alternative education, adult education, and postsecondary institutions including community college, advanced skills training entities, apprenticeship training, four-year colleges and universities, labor organizations, community-based organizations and/or other services.
e. Project Expected Timeline:
• Applicant shall prepare a table that explains key project timeline milestones achieved to date and/or projected in the future, see template below.

Milestone Date Key Prerequisite
Milestone/Contingency

5. Sources and Uses of Funds
Provide detailed Sources and Uses tables which clearly state:
a. Each funding source and proposed or committed amount. b. Evidence of funding commitment, for any funds committed. c. A table that identifies sources and uses by funding source.

6. Conflict of Interest Statement
Submit a statement regarding any activities or relationships of the proposer that might create a conflict of interest for the proposer or the city, and, if such activities or relationships exist, a description of the facts, legal implications, and possible effects sufficient to permit the city to appreciate the significance of the conflict and to grant any conflict waiver, if appropriate and necessary.

ITEM 14.8. ATTACHMENT 13

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7. Exceptions
Note any exceptions to the NOFA requirements in their entirety. The city may reject any requests for modifications to the NOFA requirements that were not noted in response to this NOFA.

8. Supportive Information
This section may include graphs, charts, photos, resumes, references, etc. in support of the applicants’ qualifications and/or project plan.

NOFA SCHEDULE
The city anticipates the following schedule for reviewing submitted proposals:

NOFA available September 26th, 2022
Deadline for questions October 10th, 2022
Questions/answers posted online October 12th, 2022
Deadline for proposal submissions October 21st, 2022
Staff review of proposals October 24th – 28th, 2022
City Council meeting for funding recommendations November 7th, 2022 The city may revise the schedule as needed. Staff may select one or more applicants to recommend that the City Council consider a financial commitment for one or more specific proposals. The timeframe for the recommendation to the City Council will be determined in coordination with the firms(s) selected and staff.

EVALUATION AND SELECTION CRITERIA
Project Selection Process
For projects to be considered for assistance, a proposal consistent with the terms of this NOFA must be submitted. City staff shall review the responses to this NOFA for completeness, evaluate them against the stated criteria and review for recommended action. Staff will select one or more projects to move forward with a recommendation to the City Council regarding a funding commitment.

Proposal Evaluation
Proposals will be evaluated using the categories listed below. The following represent the principal selection criteria, which will be equally weighted for consideration during the evaluation process. • Specialized Experience and Technical Competence – This will include a review of the applicant’s qualifications, experience, and documented capacity in program management and as a fiduciary. • Performance History – This will include a review of performance history, including, without limitation, competency, responsiveness, cost control, work quality, and the ability to meet schedules and deadlines. • Quality of Program Design – This will include a review of program design, innovative strategies that will be utilized, staffing plan, and planned performance outcomes.

Additional consideration will be given for Service Providers who have established working relationships or partnerships with employers located in Rancho Cordova or within the surrounding six(6) county region, in the following professional areas: technical, advanced manufacturing, medical and life sciences, and trades.

Proposals which are able to leverage other funding sources, will also be taken into consideration.

GENERAL POLICIES
Late Proposals
Proposals arriving after the specified date and time will not be considered, nor will late proposals be opened. Each respondent assumes responsibility for timely submission of its proposal.

Withdrawal or Modifications of Proposals
Any proposal may be withdrawn or modified by a written request signed by the respondents and received by the Economic Development Manager prior to the final time and date for the receipt of proposals.

ITEM 14.8. ATTACHMENT 13

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Proposal Acceptance and Rejection
The city reserves the right to accept any proposal, to reject any and all proposals, and to call for new proposals, or dispense with the proposal process in accordance with the Rancho Cordova Municipal Code.

To maintain a fair and equal process for all Applicants, upon receipt of this NOFA, Applicants (or their designated agents) shall not directly or indirectly contact any Council member or other city staff, other than the person identified in the NOFA, for meetings, conferences or technical discussions that are related to the NOFA. Unauthorized contact of any Council member or other city staff may be cause for immediate disqualification from the process.

Proposal Evaluation and Award
Proposals shall be evaluated by staff. One or more applicants will be selected to move forward with a recommendation to the City Council based on the strength of their proposal.

The Council shall approve any funding commitment after considering the staff recommendation.

All applicants that were not selected by the city shall be notified in writing. Nothing herein shall obligate the city to award a contract or funding to any responding developer.

Waiver of Irregularities
The city retains the right, in its sole discretion, to waive any irregularities in proposals that do not comply with the strict requirements of this NOFA, and the city reserves the right to award a contract to an applicant submitting any such non-compliant proposal, all in the city’s sole discretion.

Use of Other Governmental Contracts
The city reserves the right to reject any part or all of any proposals received and utilize other available governmental contracts.

Qualification/Inspection
Proposals shall only be considered from applicants normally engaged in providing the types of products and services specified herein. By responding to this NOFA, the applicant consents to the city’s right to inspect the firm’s facilities, products, personnel, and organization at any time, or to take any other action necessary to determine applicant’s ability to perform. The city reserves the right to reject proposals where evidence or evaluation is determined to indicate inability to perform. The city reserves the right to interview any or all responding applicants and/or to award a funding commitment without conducting interviews.

Federal Requirements
Should any portion of this procurement require the use of Federal funds, all Federal requirements shall apply, and all applicants must consent to each certification and assurance, which will be incorporated into the contract documents.

Performance
It is the intention of the city to acquire products or services as specified herein from an applicant that will give prompt and convenient service.

Term of Agreement
The term of the contract or financial commitment, if awarded, will be for a specific period of time. The city anticipates the financial commitment to be for a term of not more than 12 months, with any extensions at the sole option of the city; the city reserves the right to set the term for a period deemed to be in the best interest of the city.

Service and Support
Applicants shall explain how all on-going services and support will be handled by the firm.

ITEM 14.8. ATTACHMENT 13

- 9 -
Records
The applicant shall maintain complete and accurate records with respect to labor costs, material expenses, and other such information required by city that relates to the performance of services under any contract or loan agreement. The applicant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible and in a form acceptable to the city, which the city may specify and change from time to time. The applicant shall provide free access to the representatives of city or its designees, at reasonable times, to such books and records, shall give city the right to examine and audit said books and records, shall permit city to make transcripts therefrom as necessary, and shall allow inspection of all work, data, documents, proceedings, and activities related to this contract or loan agreement. Such records, together with supporting documents, shall be maintained for city’s inspection for a period of at least three (3) years after receipt of final payment.

Public Records
Any and all materials submitted to the city shall become exclusive property of the city and will become public records subject to the California Public Records Act (Gov’t Code sections 6250 et seq., the “Act”).

Any application(s) that contain language purporting to render all or a significant portion of the application “Confidential,” “Proprietary,” “Trade Secret” or a similar designation will be considered a public record in its entirety, subject to disclosure under the Act. Applicants who believe portions of their application are exempt from disclosure under the Act, must mark that specific portion as such, and state the specific provision of the Act which provides the exemption as well as the factual basis for claiming the exemption.

The city retains final discretion on what will be disclosed pursuant to the Act, but may, time permitting, provide notice to applicant to seek protection from disclosure by a court of competent jurisdiction.

Agency Discretion, Non-Liability Waivers, and Hold Harmless The information in this NOFA is intended to provide general information regarding the city Economic Development programs. This information is not intended or warranted to be a complete statement of all of the information the respondents might be required to ultimately provide.

This NOFA does not commit the city to pay any costs incurred in the preparation of a response. The city reserves the right to accept or reject any proposal in part or in its entirety. The city reserves the right to choose any number of qualified proposals. In addition, the city reserves the right to issue written notice to all participants of any changes in the proposal submission schedule or other schedules, should the city determine, at its sole discretion, that such changes are necessary.

Final Authority
The final approval authority rests solely with the City Council of the City of Rancho Cordova.

ITEM 14.8. ATTACHMENT 13

City Council Staff Report – Page 1 of 12

MEMORANDUM
ITEM 15.1.

DATE: December 19, 2022
TO: Honorable Mayor and Council Members
FROM: Arlene Granadosin-Jones, AICP, Senior Planner
SUBJECT: TREVOR GILMARTIN TENTATIVE SUBDIVISON MAP AND PHASING PLAN,

SPECIFIC PLAN AMEMDMENT, AND AFFORDABLE HOUSING PLAN
AGREEMENT AMENDMENT- PROJECT NO. PLND-0322-0032
PROPERTY OWNER(S):

Michael Gregory Trevor 2003 Irrevocable
Trust; Amy Irene Trevor 2003 Irrevocable
Trust; James Henry Trevor 2003 Irrevocable
Trust; William Randolph Trevor 2003
Irrevocable Trust; Shannon K. Gilmartin 2003
Irrevocable Trust; Heather C. Gilmartin 2003
Irrevocable Trust; Robert A. Gilmartin
APPLICANT/DEVELOPER:

Investek Properties, LLC
48 Park Road
Burlingame, CA 94010
PROJECT: The applicant requests approval of the Trevor Gilmartin Tentative Subdivision Map and Phasing Plan, Specific Plan Amendment, and Affordable Housing Plan Agreement Amendment
FILE: PLND-0322-0032
LOCATION: Northeast corner of Rancho Cordova Parkway and Kiefer Boulevard, within the Suncreek Specific Plan area
APN: 067-0010-017, 025, 026
PLANNER: Arlene Granadosin-Jones, AICP, Senior Planner

RECOMMENDATION
Determine the project Exempt per Section 15183, Projects consistent with the densities established by existing zoning, community plan or general plan policies for which an Environmental Impact Report (EIR) was certified; Waive the first reading and introduce the Ordinance for the Specific Plan Amendments to the Suncreek Specific Plan, and adopt the Resolution approving the Trevor Gilmartin Tentative Subdivision Map, subject to the findings contained in the attached Resolution, Conditions of Approval, and Phasing Plan, and the Amendment to the Affordable Housing Plan Agreement.

RESULT OF RECOMMENDED ACTION
Adoption of the Resolution would approve the Trevor Gilmartin Tentative Subdivision Map to create 878 parcels on 240 acres. Adoption would allow the applicant to move forward with a Final Map as well as Improvement Plans with the Public Works Department.

City Council Staff Report – Page 2 of 12
The waiving of the first reading and introduction of the Ordinance for the submitted amendments to the Suncreek Specific Plan would update relevant figures and tables to be consistent with the proposed Trevor Gilmartin Tentative Subdivision Map. The ordinance would then return for a second reading on January 17, 2023.

BACKGROUND
The Suncreek Specific Plan was approved in 2013 and is located west of Grant Line Road and East of Sunrise Boulevard, as shown in Figure 1. The Suncreek Specific Plan provides a blueprint for a mixed-use development with a combination of residential uses, employmentgenerating uses, retail and retail supporting services, and recreational and preserve uses.

Figure 1: Project Location
The Suncreek area is split into different ownership areas and correlating neighborhoods as shown in Figure 2 and Figure 3. The Trevor Gilmartin Area is outlined in red on both maps.

City Council Staff Report – Page 3 of 12
Figure 2: Land Ownership in the Plan Area
Figure 3: Neighborhood Site Locations
Recent amendments to the Suncreek Specific Plan include the following:
2020 Specific Plan Amendment: Several major amendments were made to the Specific Plan as follows:

1. Adoption of the South Sacramento Habitat Conservation Plan.

2. Updated technical studies that were prepared since the specific plan was adopted. The drainage study was updated due to assumptions that required the basins to be oversized by 30 percent until additional analysis was performed. The subsequent additional analysis demonstrated the basins were oversized. Therefore, the basins have been reduced in number and some basins have been combined which altered the size and location thereby shifting some of the land use designations.

City Council Staff Report – Page 4 of 12

3. Land use acres and densities have been transferred between the neighborhood areas.

However, the overall unit count in the specific plan has decreased by 200 units. All Land Use Figures within the Specific Plan have been amended to include the Land Use Summary Table.

4. Circulation Chapter updated to reflect current City standards and requirements to street cross-sections.
2021 Specific Plan Amendment: Removed areas that showed a gated, age-restricted community and re-introduce a school site that was previously removed. 2022 Administrative Specific Plan Amendment: Minor amendment that increased the number of dwelling units by 18 units. The total dwelling units for Suncreek is 4,646. Revised the corresponding tables regarding the increase of 18 lots: required park land, land use table, etc.

ANALYSIS
The proposed project includes the following:
 Tentative Subdivision Map and Phasing Plan
 Specific Plan Amendment to the Suncreek Specific Plan  Affordable Housing Plan Agreement Amendment

TENTATIVE SUBDIVISION MAP AND PHASING PLAN
Tentative Subdivision Map
The applicant has proposed a tentative subdivision map for the Trevor Gilmartin area to subdivide 240 acres into 878 parcels as shown in Figure 4. The tentative subdivision map creates various land uses, zoning designations, and roadways within the project area. It also provides an overall plan for phasing of neighborhood subdivisions and infrastructure construction, including cross sections minor and major streets throughout the area. The tentative subdivision map further subdivides the property into smaller single-family lots, mediumand high-density residential uses, open space and preserve areas, and landscape corridors. A summary of land uses is provided in Table 1.

Figure 4: Proposed Trevor Gilmartin Tentative Subdivision Map

City Council Staff Report – Page 5 of 12
Table 1: Proposed Trevor Gilmartin TSM Land Use Summary Land Use Acres (Net) Dwelling Units (DU)
Single Family Residential 101.6 810
High Density Residential 5.4 140
School 11.0
Water Quality Basin 9.8
Wetland 39.0
Wetland Buffer 22.0
Park 10.4
Neighborhood Green 2.0
Village Center 6.2
Landscape Lots 6.0
Private Drives and Guest Parking (Private) 3.4
Public Interior Streets 14.7
Rancho Cordova Pkwy, Kiefer Blvd, &
Americanos Blvd (ROW)

8.9 Total 240.40 AC 950 DU
The proposed tentative subdivision map provides a mix of low-density, medium-density, and high-density residential development. The proposed map preserves the 5.4 acres of multifamily residential development required by the adopted Affordable Housing Plan Agreement but relocates this high-density residential use. The multifamily residential uses are surrounded by open space and adjacent to a neighborhood green providing attractive views, visual space to ease the sense of crowding and access for outdoor activities to residents while maintaining

City Council Staff Report – Page 6 of 12
connectivity to the rest of the neighborhoods and community spaces. It is also adjacent to the village commercial center for easy access and where it may be conveniently served by transit.

In addition, the proposed map provides important community amenities, including a neighborhood green, a community park, an elementary school site and a village commercial center.

Roadways & Circulation
Proposed roadways and pedestrian and bicycle infrastructure throughout the project area are generally consistent with the adopted circulation network in the Suncreek Specific Plan as shown in Figure 5.

Figure 5: Suncreek Specific Plan Major Streets Master Plan and Trails The proposed tentative subdivision map includes the following features to encourage integrated pedestrian and bicycle circulation throughout the project area:
 A 12- to 20-foot-wide regional bike trail connecting at Rancho Cordova Parkway and Kiefer Boulevard, traversing northeast around a proposed retention basin, continuing along the wetland buffer adjacent to the single-family residential neighborhood and school, then crossing the newly proposed Central Park Drive at the future community park to continue onto Americanos Boulevard and beyond to the north of the project area (see Figure 5 or Attachment 4).
 Detached pedestrian sidewalks and trails along arterial and collector streets separated from vehicular traffic with landscaped buffers and street trees. Figure 6 provides some of the roadway cross-sections illustrating pedestrian sidewalks and trails. Cross-sections for all roadways within the project area are provided in Attachment 4.

City Council Staff Report – Page 7 of 12
 A pedestrian paseo connecting the Village Commercial lot with the adjacent residential use (see Figure 7) to encourage future integration of the neighborhood with available retail and personal services.
 Additionally, the tentative map includes proposed pedestrian safety crossings at key locations. Further review of future traffic analysis and feasibility will determine final location, signal control type, and potential at-grade or grade separated crossing (see Figure 5).

Figure 6: Example of Proposed Pedestrian Sidewalks and Trails Figure 7: Proposed Pedestrian Paseo

City Council Staff Report – Page 8 of 12
Open Space, Green Space, and a Community Park
The proposed tentative subdivision map features over 60 acres of wetland preserve and wetland buffer that prominently bisects the project area. A ten-acre community park is also proposed along Americanos Boulevard adjacent to a future school site. This community park will be designed at a future time by the Cordova Recreation and Park District. A smaller neighborhood green space adjacent to the high-density multifamily use has also been proposed to provide passive recreation for future residents.

Conceptual Signage
The Applicant has also provided conceptual monument sign designs for the proposed neighborhood green and southern water retention basin as shown in Figure 8. The conceptual signage is not part of this project approval and will be reviewed under a separate process for approval.

Figure 8: Conceptual Monument Signage
Phasing Plan Map

City Council Staff Report – Page 9 of 12
Figure 9 illustrates the proposed phasing plan, which shows the logical, timely and appropriate completion of the infrastructure and roadway facilities required to serve the phased build-out of the project area.

Figure 9: Trevor Gilmartin TSM Proposed Phasing Plan
The proposed project, as conditioned, is consistent with requirements and procedures of a subdivision map application. Section 66474 of the California Subdivision Map Act requires a City to deny approval of a parcel map if specific findings are found to be true. As shown in Attachment 3, all applicable findings have been met supporting the tentative subdivision map request.

SPECIFIC PLAN AMENDMENT
To address changing market conditions, the Applicant is re-arranging land uses within the project area and reducing the number of total residential units proposed by the tentative subdivision map thereby reducing park requirements, as shown in Figure 10.

Figure 10: Proposed Specific Plan Land Use Designations

City Council Staff Report – Page 10 of 12
With the proposed changes in land use designations, maps, tables, and sections within the Suncreek Specific Plan that refer to the Trevor Gilmartin project area will be revised, as needed.

The proposed revisions are provided in redline/strikeout in Attachment 2. Key amendments include:
 Updated Maps throughout, to reflect re-arrangement of land use designations in the Trevor Gilmartin project area.

City Council Staff Report – Page 11 of 12
 Page I.3-14: Modifications to Table 3-3 regarding the Land Use Summary to update acreage, number of dwelling units, etc. for each land use category to reflect changes within the Trevor Gilmartin project area.
 Page I.3-16: Modifications to Table 3-4 regarding the Land Use by Owner to update acreage, number of dwelling units, etc. for each land use category to reflect changes within the Trevor Gilmartin project area.
 Page I.7-4: Modifications to Table 7-1 updating new population estimates and required Quimby Park requirements and neighborhood green/park area dedication requirements.

Chapter 23.152 of the Rancho Cordova Municipal Code requires specific findings to approve a Specific Plan Amendment. As shown in Attachment 1, all applicable findings have been met supporting the Specific Plan Amendment.

AFFORDABLE HOUSING PLAN AGREEMENT AMENDMENT
In 2013, the Rancho Cordova City Council approved the Affordable Housing Plan Agreement for the Trevor Gilmartin property, which outlines the affordable housing requirements for the project area based upon the dedication of land to the City. To maintain consistency between the proposed tentative subdivision map and the approved Affordable Housing Plan Agreement, an amendment to Exhibit 2 of the Affordable Housing Plan is required. The amendment does not change the affordable housing requirements for the project area but changes the location of the two parcels as shown in Attachment 6.

ENVIRONMENTAL IMPACT REPORT
The Suncreek Specific Plan Environmental Impact Report (EIR; SCH# 2006072067) was approved on November 18, 2013. The EIR identified project impacts and mitigation measures for impacts found to be significant, and includes project alternatives, identification of significant irreversible environmental changes, growth-inducing impacts, and cumulative impacts. A Mitigation Monitoring and Reporting Program (MMRP) was adopted as part of the EIR. The Trevor Gilmartin project was analyzed in the EIR as part of the overall Suncreek Specific Plan.

The project area is the same as that analyzed in the EIR and the proposed tentative subdivision map is consistent with the land uses analyzed in the EIR. Therefore, impacts related to footprint and development intensity would be the same as those disclosed in the EIR. The proposed project would be subject to applicable mitigation measures in the adopted MMRP. There is no new information of substantial importance that was not known at the time of the previous EIR that would require changes to the previous EIR. There are no changes to the project or circumstances under which the project would be undertaken that would require major revisions to the previous EIR. For these reasons, no further environmental analysis is required.

HABITAT CONSERVATION PLAN
The City has adopted the South Sacramento Habitat Conservation Plan (SSHCP) in order to mitigate impacts on protected natural resources through a coordinated regional approach, which provides a variety of biological and economic benefits. The project is within the boundaries of the SSHCP and the Developer has applied for a Habitat Conservation Plan (HCP) permit with the City. The Developer will pay the City a per-acre fee for impacts on protected natural resources, based upon the methodology established by the SSHCP. Prior to issuance of the SSHCP permit by the City, the Developer will obtain and have all necessary permits (federal, state, regional and/or local) to ensure compliance with the adopted SSHCP.

City Council Staff Report – Page 12 of 12

FISCAL IMPACT
Approval of the Trevor Gilmartin Tentative Subdivision Map would allow for the construction of 810 single-family residential units, 140 high-density residential units, a public park, commercial center, water retention facilities, and preservation of open space within the City of Rancho Cordova. This will benefit the City and the community by providing direct contributions to fund needed public infrastructure for this project and the broader community.

While the project will generate additional demands for municipal services, the project will be subject to existing and new funding mechanisms to pay fair share costs for ongoing operations, maintenance, and services that will offset City costs.

RECOMMENDED MOTIONS
Staff recommends that the City Council take the following actions:
a) Determine the project Exempt per Section 15183, Projects consistent with the densities established by existing zoning, community plan or general plan policies for which an Environmental Impact Report (EIR) was certified;
b) Adopt the Resolution approving the Trevor Gilmartin Tentative Subdivision Map, subject to the findings contained in the attached Resolution, Conditions of Approval, and Phasing Plan, and the Amendment to the Affordable Housing Plan Agreement; and c) Waive the first reading and introduce the Ordinance for the Specific Plan Amendments to the Suncreek Specific Plan.

ATTACHMENT(S)

1. Ordinance

2. Exhibit A to the Ordinance – Suncreek Specific Plan Amendment (Redline)

3. Resolution

4. Exhibit A to the Resolution – Project Plans

5. Exhibit B to the Resolution – Conditions of Approval

6. Exhibit C to the Resolution – Affordable Housing Plan Agreement Amendment

ITEM 15.1. ATTACHMENT 1
Ordinance No. XX-2022 Page 1 of 4

CITY OF RANCHO CORDOVA
ORDINANCE NO. XX-2022

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA FOR AN

AMENDMENT TO THE SUNCREEK SPECIFIC PLAN
PROJECT NO. PLND-0322-0032
THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA DOES ORDAIN AS FOLLOWS:

WHEREAS, on December 2, 2013, the City Council adopted Ordinance 41-2013, adopting the Suncreek Specific Plan. The adopted Suncreek Specific Plan Project ("Project") is a plan for a mixed-use development with a combination of employment-generating uses, retail, and retail supporting services, recreational uses, and a broad range of residential uses and associated infrastructure and roads on an approximately 1,264-acre site in the City of Rancho Cordova ("City"). The project includes approximately 4,893 residential units at various densities, commercial use, public/quasi-public uses, elementary schools and a combined middle/high school, parks and greens, wetland preserve, stormwater detention basins and buffers, and major and minor roads with landscaping. In addition, the Project includes various on-and offsite infrastructure improvements; and WHEREAS, Trevor Gilmartin is located within the Suncreek Specific Plan is owned by Michael Gregory Trevor 2003 Irrevocable Trust; Amy Irene Trevor 2003 Irrevocable Trust; James Henry Trevor 2003 Irrevocable Trust; William Randolph Trevor 2003 Irrevocable Trust; Shannon K. Gilmartin 2003 Irrevocable Trust; Heather C. Gilmartin 2003 Irrevocable Trust; Robert A. Gilmartin shall be known as (“Applicant”); and WHEREAS, the Specific Plan's purpose is to create a cluster of walkable residential villages and a major civic and recreational core compromised of a community park, schools and major open space. The residential neighborhoods will create a distinctive district for the City and house a work force to enhance the City's jobs/housing balance; and WHEREAS, the key objectives of the Suncreek Specific Plan include the following;  Implement the City's General Plan, the Sacramento Area Council of Governments Blueprint and Smart Growth Principles;
 Provide mixed density residential housing development;  Provide a community serving retail and employment center along Grant Line Road;  Develop neighborhoods connected by a significant open space and recreational parkway;
 Provide neighborhood serving retail areas;
 Provide additional housing to balance the high employment concentrations in and around the City;
 Provide a mix of housing types to diversify the City's housing stock;  Provide transportation facilities within the project area consistent with the City's Circulation Plan;
 Provide an appropriate site for a high school and middle school that will serve the Sunrise Douglas Community Plan Area, and neighborhood elementary schools;  Provide an appropriate site for a community park that will serve the Sunrise Douglas Community Plan Area;

ITEM 15.1. ATTACHMENT 1
Ordinance No. XX-2022 Page 2 of 4
 Provide a key link in the citywide trail network that connects the Folsom South Canal bike and pedestrian trail to corridors along the Laguna Creek and Cosumnes River tributaries;
 Set aside wetlands within the Community Plan area; and  Generate positive fiscal impacts for the City through development within the Plan Area.

WHEREAS, the applicant has requested amendments to the Trevor Gilmartin neighborhood area within the Suncreek Specific Plan; and WHEREAS, the proposed amendments within the Trevor Gilmartin area includes: rearranging land uses within the project area and reducing the number of total residential units which therefore resulted in updated maps and tables throughout the Specific Plan; and WHEREAS, the amendments to the Trevor Gilmartin neighborhood area within the Suncreek Specific Plan adopted by this Ordinance (attached hereto as Exhibit A), comply with the requirements of California Government Code sections 65451 and 65454 and its adoption complies with Government Code section 65453; and
WHEREAS, in compliance with the California Environmental Quality Act ("CEQA"), the Suncreek Specific Plan Environmental Impact Report (EIR; SCH# 2006072067) was approved on November 18, 2013. The EIR identified project impacts and mitigation measures for impacts found to be significant, and includes project alternatives, identification of significant irreversible environmental changes, growth-inducing impacts, and cumulative impacts. A Mitigation Monitoring and Reporting Program (MMRP) was adopted as part of the EIR. The Trevor Gilmartin project was analyzed in the EIR as part of the overall Suncreek Specific Plan. The project area is the same as that analyzed in the EIR and the proposed tentative subdivision map does not exceed the development intensities analyzed in the EIR. The proposed project would also include minor changes to the internal layout of the streets; however, the size and capacity of the streets would not change from that analyzed in the EIR. Therefore, impacts related to footprint and development intensity would be the same as those disclosed in the EIR. The proposed project would be subject to applicable mitigation measures in the adopted MMRP.

There is no new information of substantial importance that was not known at the time of the previous EIR that would require changes to the previous EIR. There are no changes to the project or circumstances under which the project would be undertaken that would require major revisions to the previous EIR. For these reasons, no further environmental analysis is required; and
WHEREAS, on December 19, 2022, the City Council held a properly noticed public hearing at which it received a report from City Staff regarding the amendments to the Suncreek Specific Plan Amendment and oral and written testimony from the public, and deliberated on the item; and
WHEREAS, the public hearing was noticed in accordance with the requirements set forth in Government Code section 65090 and 65091.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA DOES ORDAIN AS FOLLOWS:

Section 1. Recitals.

The foregoing recitals are true and correct and made a part of this Ordinance.

ITEM 15.1. ATTACHMENT 1
Ordinance No. XX-2022 Page 3 of 4
Section 2. Findings.

A. Finding: The proposed Specific Plan amendment is consistent with the goals, policies, and objectives of the General Plan, development agreement, or other implementation instrument.

Evidence: The proposed amendments to the Suncreek Specific Plan are consistent with the City’s General Plan. The amendment re-arranges land uses and reduces the number of proposed housing units for the Trevor Gilmartin area. The project will continue to be consistent with the goals, policies, and objectives of the General Plan and will also continue to uphold the terms and requirements of the existing Development Agreement for the subdivision.

B. Finding: The proposed Specific Plan will not adversely affect surrounding properties.

Evidence: The amendment is to re-arrange land uses and reduce the number of proposed housing units within the Trevor Gilmartin area. These revisions will not adversely affect any surrounding subdivision because there are no new land uses being introduced that would be incompatible with adjacent properties. The re-arrangement of land uses redistributes the different types of residential land use classifications within the project area. The Trevor Gilmartin area will maintain open space uses including wetland preserves and adjacent detention basins and wetland buffers with trails that provide safe and convenient off-street pedestrian and bike access to the school site, community park, neighborhood green and village commercial center. The plan also provides off-street bike and pedestrian trails with important linkages throughout the Suncreek Specific Plan and beyond.

Section 3. Amendments to the Trevor Gilmartin neighborhood area within the Suncreek Specific Plan are hereby adopted as shown in Exhibit A, attached hereto and incorporated herein.

Section 4. Severability. If any provision of this Ordinance, or the application thereof to any person or circumstance, is held invalid, the remainder of the Ordinance, including the application of such part or provision to other persons or circumstances, shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid or unenforceable.

Section 5. Effective Date. Within fifteen (15) days after adoption, a Summary of this Ordinance shall be published once in the Grapevine Independent, or the Sacramento Bee, a newspaper of general circulation printed and published in Sacramento County and circulated in the City of Rancho Cordova, in accordance with Government Code section 36933. This Ordinance shall take effect and be enforced thirty (30) days after its adoption.

PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the 19th day of December 2022 by the following vote:

AYES:

ITEM 15.1. ATTACHMENT 1
Ordinance No. XX-2022 Page 4 of 4
NOES:

ABSENT:

ABSTAIN:
____________________________
, Mayor
ATTEST:

Stacy Leitner, CMC
City Clerk

SUNCREEK SPECIFIC PLAN

EDITED FOR REVISIONS TO TREVOR GILMARTIN PROPERTY
December 2022
For edits see the following pages:
p. I. 3-3 Fig 3-1
p. I. 3-6 Fig 3-2
p. I. 3-10 Fig 3-4
p. I. 3-13 text
p. I. 3-14 Table 3-3
p. I. 3-15 Table 3-4
p. I. 4-5 Fig 4-2
p. I. 4-6 Fig 4-3
p. I. 4-18 Fig 4-18
p. I. 4-22 Fig 4-23
p. I. 7-4
p. I. 7-5
p. I. 8-10 Table 8-1
p. II.1-14 Fig. II. 1-4
p. II.1-33 Fig. II. 1-7
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

SunCreek Specific Plan
APPROVED December 2, 2013 (amended October 2018, amended May 2021, December 2022) I. 1-1
I.1. INTRODUCTION
The SunCreek Specific Plan is the handbook for
development of approximately 1,264 acres located
in the south area of the City of Rancho Cordova
("City").

1.1 PROJECT PURPOSE AND OBJECTIVES
The project purpose is to create a cluster of
walkable residential villages and a major civic and
recreation core comprised of a community park,
schools, and major open space. The residential
neighborhoods will create a distinctive district for
the city and house a work force to enhance the
jobs housing balance in the city, the second largest
employment center in the Sacramento region.

The SunCreek Specific Plan (“SCSP” or the Plan
Area) is a mixed-use development that includes a
network of interconnected, large open spaces
linked by a pedestrian and bike trail system. A
major open space corridor that runs through the
project serves as the primary signature feature and
provides a backbone structure for the
neighborhoods, local bike/pedestrian network, and
the citywide trail system.

The key objectives of the SunCreek Specific Plan
include the following:
o Implement the City of Rancho Cordova's
General Plan, the Sacramento Area Council
of Governments (SACOG) Blueprint and
Smart Growth Principles.

Figure 1-1 Local Area Map

CITY OF RANCHO CORDOVA

SUNCREEK SPECIFIC PLAN AREA
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

INTRODUCTION AND PLAN OVERVIEW
SunCreek Specific Plan
APPROVED December 2, 2013 (amended October 2018, May 2021, December 2022) I. 1-2 o Provide mixed density residential housing
development.
o Provide a community serving retail and
employment center along Grantline Road.
o Develop neighborhoods connected by a
significant open space and recreational
parkway.
o Provide neighborhood serving retail areas.
o Provide additional housing to balance the
high employment concentrations in and
around the City of Rancho Cordova.
o Provide a mix of housing types to diversify
the City of Rancho Cordova's housing
stock.
o Provide transportation facilities within the
project area consistent with the City of
Rancho Cordova's Circulation Plan.
o Provide an appropriate site for a high
school and middle school that will serve
the Sunrise Douglas Community Plan Area,
(as shown in Figure 1-2), and three
neighborhood elementary schools.
o Provide an appropriate site for a
community park that will serve the Sunrise
Douglas Community Plan Area.
o Provide a key link in the citywide trail
network that connects the Folsom South
Canal bike and pedestrian trail to corridors
along the Laguna Creek and Cosumnes
River tributaries.
o Set aside wetland resources for the
conservation of wetlands within the
Community Plan area.
o Generate positive fiscal impacts for the
City through development within the Plan
Area.

1.2 RELATIONSHIP TO THE GENERAL PLAN
The Rancho Cordova General Plan establishes a
definitive structure for organizing the community
in districts, villages, and neighborhoods and
provides a conceptual land use plan for each of the
undeveloped areas of the City. Detailed planning
efforts, such as the SunCreek Specific Plan,
implement that vision. The SunCreek Specific Plan
is consistent with the policies established in the
General Plan as described in Chapter 2 Community
Vision, Section 2.2 Organizing Principles.

The General Plan Map identifies the SunCreek
Specific Plan within the SunCreek Planning Area as
shown in Figure 1-2.

Figure 1-2 SunCreek Identified in the City
General Plan
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

INTRODUCTION AND PLAN OVERVIEW
APPROVED SunCreek Specific Plan
December 2, 2013 (amended October 2018, May2021, December 2022) I.1-3

1.3 ORGANIZATION AND USE OF THIS

SPECIFIC PLAN
The SunCreek Specific Plan is organized in two
distinct volumes that are bound together to
provide the user with the overall intent as well as
the specific development standards required to
implement the project. Volume I provides the
conceptual look and feel, vision, and context for
the plan. It provides the description of the plan
and the overall policies and guiding principles that
set the stage for the more detailed standards in
Volume II. Volume II establishes the unique
Development Regulations by which to review
future projects in concert with the City zoning
code.

The chapters in Volume I include:

1. Introduction

2. Project Vision

3. Land Use

4. Circulation

5. Community Character

6. Natural Resources

7. Parks and Open Space

8. Infrastructure and Public Services

9. Implementation
Applicants should refer to Volume I for the intent
and comprehensive vision of the plan.

Volume II: Development Regulations, provides the
detailed standards and procedures for
development of all land uses and common areas.

The City will apply these procedures and standards
in the entitlement process for all development in
the plan.

1.3.1. Relationship to the Rancho
Cordova Municipal Code
Volume II: Development Regulations incorporates
by reference several chapters of the Rancho
Cordova Municipal Code (RCMC), Article 23, and
Zoning. In general, Article 23, Zoning regulations
and standards guide the development of the
SunCreek Specific Plan, however, specific
development standards that may differ from, or
augment, the zoning ordinance are included in
Volume II to fit the vision and conditions of the
SunCreek Specific Plan.

Applicants are directed to apply the Municipal
Code zoning requirements unless specifically
modified in this Specific Plan.

1.4 AUTHORITY AND APPLICATION OF THE

SUNCREEK SPECIFIC PLAN
The City of Rancho Cordova approves, and will
administer, the Specific Plan and related
documents consistent with the provisions of Article
8, Sections 65450 through 65457 of Title 7 Planning
and Land Use Law, California Government Code.

The City of Rancho Cordova Municipal Code and
SCSP Chapter 9 Implementation establish the
procedures for adoption and administration of this
Specific Plan.

1.4.1. Other Required Documents
The following documents are required to
accompany this Specific Plan:
o A certified Environmental Impact Report
(EIR),
o An approved Financing Plan,
o An approved Affordable Housing Plan
(AHP), and
o Each owner shall enter into a Development
Agreement (DA) approved by the city prior
to granting entitlements. The DA shall set
forth specific rights and obligations for the
city and the owner as a condition of the
issuance of entitlements.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

INTRODUCTION AND PLAN OVERVIEW
SunCreek Specific Plan
APPROVED December 2, 2013 (amended October 2018, May 2021, December 2022) I. 1-4

1.4.2. Consistency with the Specific
Plan
Subsequent projects within the Plan Area including
Tentative Parcel/Subdivision Maps, Conditional Use
Permits, Minor Discretionary Permits, and Minor
Administrative Approvals shall be consistent with
the City of Rancho Cordova General Plan, the City
of Rancho Cordova Municipal Code, and Chapter 9
Implementation, in this Specific Plan.

1.5 ENVIRONMENTAL REVIEW
The SunCreek Specific Plan Environmental Impact
Statement and Environmental Impact Report
(EIS/EIR) examines the potential environmental
impacts of the proposed plan and identifies
changes in the environment that would result from
implementation of the plan. The EIS/EIR examines
all elements of the project including planning,
construction, and operation.

The EIS/EIR identifies mitigation measures as
appropriate to reduce significant impacts and
incorporates a Mitigation Monitoring Plan. The
Mitigation Monitoring Plan ensures
implementation of the mitigation measures
identified in the EIS/EIR.

All development projects pursuant to this Specific
Plan shall comply with the California Environmental
Quality Act (CEQA). If the City determines that a
subsequent project is consistent with the Specific
Plan and within the scope of the EIS/EIR, no further
environmental review may be necessary. If it is
determined that a development application is
inconsistent with the Specific Plan and/or
subsequent evidence exists that supports the
occurrence of any of the events set forth in CEQA
Guidelines Section 15183, the City shall make a
determination as to the appropriate subsequent
environmental document.

1.6 PROJECT SETTING AND CONTEXT

1.6.1. Project Site Conditions
Sunrise Boulevard bounds the Plan Area on the
west and Grantline Road bounds it on the east.

The future extension of Chrysanthy Boulevard will
form the north boundary of the eastern most
portion of the plan, and Kiefer Boulevard runs east
to west through the Plan Area.

The Plan Area is undeveloped land with relatively
poor agricultural soils. Dry land farming and
grazing on spring grasses was the historic use of
the Plan Area.

Terrain and Primary Drainage Corridors
The upper reach of a tributary to Laguna Creek
transects the Plan Area in a northeast to southwest
direction.

The terrain is slightly rolling alluvial terraces.

Elevation on the site ranges from 129 to 180 feet
above sea level. The ground slopes generally to
the west and the south, and several intermittent
natural and manufactured channels drain the
property. The greatest surface relief occurs in the
major drainage way of the Laguna Creek tributary.

Vegetation
The Plan Area includes annual grasslands
interspersed with seasonal wetlands along
drainages typical of this portion of the City of
Rancho Cordova. The dominant vegetation species
include mostly non-native annual grasses. Native
tree species are limited to a few willows and
cottonwoods associated with created ponds and
drainages. A small blue oak grove is located near
the west edge of the Plan Area south of Kiefer
Boulevard, just east of Sunrise Boulevard.

Habitat Conservation Plan
The Plan Area is within the South Sacramento
Habitat Conservation Plan discussed in Section

6.3.1 of this specific plan.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

INTRODUCTION AND PLAN OVERVIEW
APPROVED SunCreek Specific Plan
December 2, 2013 (amended October 2018, May2021, December 2022) I.1-5 Wetland Preservation Area
Wetland resources include seasonal swales,
intermittent drainages, and vernal pools. The
primary concentrations of seasonal wetland
conditions are located along the major drainage
corridor and will be set aside as permanent open
space. Development within these open space
preserves is prohibited. Chapter I.6, Natural
Resources describes the regulations for the
protection of resources. The location and size of
the open space significantly constrains the local
circulation routes and the shape of neighborhoods.

Major Public Facilities
A major electric utility transmission facility
traverses a small portion of the Plan Area
diagonally from the southwest to northeast
beginning near the corner of Sunrise Boulevard and
Kiefer Boulevard. The power line corridor also
transects a portion of the Plan Area near Rancho
Cordova Parkway approximately one mile north of
Kiefer Boulevard. The facility is a visual factor, but
does not affect planned land use.

The most significant public facility that influences
the land use is the planned high school and middle
school and the community park complex. These
facilities are located near the center of the Plan
Area approximately mid-way between Rancho
Cordova Parkway and Americanos Boulevard. The
combination of land uses creates a large block that
requires major circulation access, but prohibits
through streets that would provide multiple routes
in the core of the Plan Area.

Adjacent Uses
Single-family residential neighborhoods are the
primary land uses existing and planned in adjacent
project areas along the north, west, and south
edges of the Plan Area with commercial
development planned along the east side of the
project.

These include the proposed "The Ranch " project
located between Rancho Cordova Parkway and
Americanos Boulevard; Anatolia III to the west of
Rancho Cordova Parkway and SunRidge Specific
Plan to the north.

Road connections to the southern future growth
area include the extension of Rancho Cordova
Parkway and Americanos Boulevard and local
streets on the west side of Rancho Cordova
Parkway.

The approved Cordova Hills Plan, including the site
for a University/College Campus Center, is located
in the unincorporated area to the east of Grantline
Road.

These development projects include a mix of
housing types, schools, parks, and commercial
uses. The existing and planned streets in these
plans establish the locations where the SunCreek
circulation plan will connect to the surrounding
community.

A permanent wetland preserve is located in the
Anatolia plan area. This wetland open space abuts
the Plan Area along Kiefer Boulevard to Rancho
Cordova Parkway.

The Sacramento County Regional Landfill is located
to southeast of the Plan Area. An undeveloped
buffer area on the north side of Grantline Road
acquired by Sacramento County separates the Plan
Area from the landfill site.

Typical view of existing site conditions in early
winter.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

INTRODUCTION AND PLAN OVERVIEW
SunCreek Specific Plan
APPROVED December 2, 2013 (amended October 2018, May 2021, December 2022) I. 1-6 Figure 1-3 Planned Uses Adjacent to Project Site
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

SunCreek Specific Plan
APPROVED December 2, 2013 (amended May 2021, December 2022) I. 2-1 I.2. COMMUNITY VISION

2.1 PURPOSE
The community vision describes the key features
of the SCSP that establish the theme and tone for
the built community. The vision does not
establish specific standards for development, but
in describing the key features, the vision conveys
the intent of the detailed standards that follow.

This chapter provides two primary sub-sections.

First, the chapter describes the source of
inspiration for the essential principles of this plan.

Second, the chapter lays out the features that will
distinguish this community.

2.2 ORGANIZING PRINCIPLES
The SunCreek Land Use Plan applies three
conceptual frameworks for organizing land use
and establishing a vision for the built community.

These include:
o the General Plan Smart Growth Principles,
o the General Plan "Building Blocks"
Concept, and
o the form-based concept plan developed in
the SunCreek charette described in this
chapter.

The SunCreek Land Use plan integrates the
essential concepts of these three conceptual
frameworks but allows flexible design responses
to local site constraints such as the major resource
preservation areas, the major streets, and
adjacent land uses.

2.2.1. Smart Growth Guiding
Principles
The seven Smart Growth principles established in
the Rancho Cordova General Plan guide the SCSP.
o Protection/Integration of Natural
Resources with Urban Land Uses
o Transportation Choices
o Housing Choices
o Integrated (Mixed) Land Uses
o Compact Urban Development
o Walkable Neighborhoods
o Quality Design/Sense of Place
These guiding principles guide the key features in
the plan.

2.2.2. General Plan "Building Blocks"
Concept
The SCSP applies the General Plan fundamental
concept of “building blocks” that define the
physical form of Rancho Cordova. The building
blocks are "neighborhoods", "villages" and
"districts".

The different land uses, scale, and intensity of
development characterize each building block
component. The building blocks aggregate to
form larger components of the city.

Neighborhoods aggregate to form villages, and
villages aggregate to form districts. Districts
aggregate to form the city.

The SunCreek Plan Area will develop components
of this community organizing system.

Neighborhoods
Neighborhoods conceptually illustrated in Figure
2-3 are predominantly residential comprised
primarily of single-family homes (attached and
detached), but may also include smaller multifamily units. The following key features of a ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
I. 2-2 APPROVED December 2, 2013 (amended May 2021, December 2022) Figure 2-1 Schematic Diagram of
Neighborhood and Village Form
neighborhood found in the Specific Plan are
consistent with the General Plan neighborhood
concept.
o Neighborhoods include a range of housing
types along pedestrian-friendly streets
designed for slower speeds. While the
average density is approximately six units
per acre, diversity in housing choices is
critical to the success of neighborhoods
(e.g., range of lot and home sizes,
diversity in housing products/costs).
o Each neighborhood includes a
neighborhood center that is a place for
neighbors to gather (e.g., school, park,
community center, coffee shop).
o Neighborhoods are compact and walkable
in design, scaled at approximately 1/4 to
1/3 mile in radius, and an average size of
about 200 acres. The residential
population of the neighborhood building
block is approximately 4,000 people. The
small scale of neighborhoods allows
residents to walk almost anywhere in the
neighborhood in about 10 to 15 minutes.
o Modified grid/curvilinear street system
with short blocks for ease of mobility are
the framework for the neighborhood.

Major streets do not bisect
neighborhoods. However, neighborhood
streets do establish a hierarchy through
design that helps residents and visitors
understand where they are in any given
neighborhood.

Villages
A "Village" is a cluster of three to four
neighborhoods, which generally encompasses
about 750 acres in size. The Plan Area includes
sufficient population to be a village, but the village
form in this part of the city will incorporate the
neighborhoods in the SCSP as well as
neighborhoods in adjacent plan areas.

Districts
Districts can function as small, self-sufficient
communities that may have unique
characteristics, attributes, and Citywide or
regional uses. Three or four villages comprise a
district. The Plan Area is part of a district that
encompasses all the Sunrise-Douglas Community
(refer to Figure 1-2).

2.2.3. The Charette Plan Vision
The “Charette”, a planning exercise conducted by
the City in March 2005, applied design principles
that guide the SunCreek Land Use Plan. The
purpose was to define a conceptual “form based”
land plan that would meet or exceed the City’s
Vision and Guiding Principles. Figure 2-2 was the
regulating plan produced in the charette process.

A primary center of activity is the focus of the
urban uses. In a small area, such as a
neighborhood, the center is a neighborhood
school or park. In a larger area, the center could
be a major mixed-use commercial and residential
complex.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
APPROVED December 2, 2013 (amended May 2021, December 2022) I.2-3 Figure 2-2 Land Plan Concept Produced by the SunCreek Charette (March 2005)

2.3 COMMUNITY VISION PRINCIPLES
The following principles embody the vision for the
SunCreek community. These principles are an
aggregation of fundamental, time-tested planning
principles, the policies in the Rancho Cordova
General Plan and the three sources of organizing
principles cited in this chapter.

2.3.1. Compact Urban Development
The SunCreek Specific Plan emphasizes the
livability of neighborhoods. Design for pedestrian
friendly streets, ease of pedestrian access to the
schools, parks, and commercial mixed-use centers
and the form of compact neighborhoods
expresses this emphasis.

In keeping with the General Plan building block
concepts and the General Plan Land Use Smart
Growth Principles,) the SunCreek residential
neighborhoods are pedestrian friendly with a welldefined core of public and commercial uses. A network of pedestrian corridors that extend
outward from the commercial center and connect
with the neighborhood parks serves each
neighborhood.

Figure 2-3 Neighborhoods illustrates the
neighborhoods in the Plan Area. The
neighborhoods exhibit the following general
characteristics unless constrained by the major
street system or other significant design factor.

The permanent open space and major streets
naturally define small, compact neighborhoods
and sub-areas. Each of the neighborhoods is
approximately 1/2 mile wide as illustrated in
Figure 2-3. This supports the objective of locating
central uses, such as parks, schools, and
commercial areas within a short walk of most
residences as illustrated in Figures 2-4, 2-5 and 2-

6. ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
I. 2-4 APPROVED December 2, 2013 (amended May 2021, December 2022) Figure 2-3 SunCreek Neighborhoods ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
APPROVED December 2, 2013 (amended May 2021, December 2022) I.2-5 Figure 2-4 Access to Parks and Open Spac e
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
I. 2-6 APPROVED December 2, 2013 (amended May 2021, December 2022) Figure 2-5 Access to Schools ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
APPROVED December 2, 2013 (amended May 2021, December 2022) I.2-7 Figure 2-6 Access to Commercial and Service Centers ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
I. 2-8 APPROVED December 2, 2013 (amended May 2021, December 2022) Open space or natural features, or landscaped
corridors along a major street define the edges of
each neighborhood.

Each neighborhood includes an elementary
school, neighborhood park, and/or a mixed-use
commercial area as a distinct neighborhood
center within a reasonable walking distance of the
homes, approximately one-half mile.

Residences are oriented with “eyes on” the
neighborhood parks and open space corridors.

The neighborhood parks have frontage on at least
two single-loaded streets to provide for visibility
and ready access.

Major streets are designed to minimize any need
for sound walls.

2.3.2. Protection/Integration of Natural
Resources with Urban Land Uses
Very large central open spaces that encompass
substantial wetland preserves, water quality
features, trails, parks and schools are the core of
the SCSP. The SunCreek preserve implements
species conservation by protecting vernal pool
complexes, other wetlands, and the riparian
habitats along the Laguna Creek tributary.

This open space core is the hub and dominant
feature of the community. It helps define and
separate individual neighborhoods while
connecting them physically and visually through
the multi-purpose trail system with unobstructed
views. A major bicycle/pedestrian pathway,
designated as the “SunCreek Parkway” will follow
the main route of this large, central open space.

The open space is near many neighborhood
streets and major roads, which gives the entire
plan an extraordinarily open feel despite its
compact walkable neighborhoods.

The extensive trail system extends throughout the
Plan Area and into adjacent neighborhoods. It
provides views to the natural resource preserve.

Compatible land uses, such as parks, trails,
detention basins, and infrastructure are located
next to the preserve area.

Typical open space view in SunCreek Plan Area

2.3.3. Natural Drainages
The natural drainage ways that will remain in
permanent open space are notable in the existing
landform. These natural drainages will be
accessible to the public along the edges that are
outside of the wetland preserve areas. The
extensive open space will be a visual landmark for
the entire Plan Area. Moreover, open space edges
landscaped with natural vegetation species will
provide an attractive visual delineation to the
open space and the surrounding neighborhoods.

2.3.4. Transportation Choices
The SCSP will accommodate various transit
services including buses, trolleys, and shuttles.

Land use and transportation planning are
coordinated. A network of off-street trails will
connect residential, commercial, office,
community/civic and open space areas of the City.

2.3.5. Walkable Neighborhoods
The Rancho Cordova General Plan envisions a
bicycle-friendly community, where cycling is a
viable mode of transportation. To facilitate this
goal, the SCSP provides a safe and convenient
network of bike paths and lanes that connect
residential, commercial, transit stops, and
recreational destinations.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
APPROVED December 2, 2013 (amended May 2021, December 2022) I.2-9 The SunCreek Plan promotes walkable
neighborhoods where residents can easily walk
from their homes to schools, parks, jobs, and
shopping areas. Streets are pedestrian-friendly
spaces with living spaces facing the street.

Pedestrian crossings at key locations with
landscape enhancements encourage slower
speeds on neighborhood streets.

Example of a pedestrian walkway along collector
and arterial streets.

The network includes a wide range of bike and
pedestrian paths ranging from sidewalks adjacent
to all classes of streets, small pedestrian ways
(paseos) within neighborhoods, informal bike
paths along the edge of open space areas, and the
SunCreek Parkway. A major recreation trail
extends over three miles through the heart of the
Plan Area and connects to the citywide trail
network at each end.

Neighborhoods facilitate pedestrian and bicycle
use by providing reasonably direct routes to
homes, shopping, schools, parks, and jobs. The
routing of the collector streets in each
neighborhood provides an inter-connected route
that residents can use for recreational walks or
biking.

The SunCreek Parkway is the major pedestrian
corridor that links off street trails and enhanced
street sidewalks that connect neighborhoods to
parks, open space, and natural resource areas.

Example of a pedestrian trail adjacent to wetland
preserve area.

2.3.6. Housing Choices
The SCSP provides a range of housing choices that
will meet the needs of a variety of households and
income levels. This includes a variety of housing
types ranging from high-density apartments and
mixed use residential to executive homes.

This diversity of housing contributes to a balance
of jobs and housing in the City of Rancho Cordova
and in the Highway 50 corridor.

Example of townhouse style housing planned
along major streets.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
I. 2-10 APPROVED December 2, 2013 (amended May 2021, December 2022)

2.3.7. Integrated (Mixed) Land Uses
The SCSP provides mixed use centers strategically
located to implement the City's “building block”
concept of neighborhoods served by centers in
walking distance of residents. This provides
horizontal integration of compatible uses. Local
shopping and services will be conveniently located
to provide for the daily needs of the neighborhood
residents.

Example of public space in Village Centers.

2.3.8. Quality Design/Sense of Place
The Plan Area is large enough to be a distinct
district on its own, and includes distinctive natural
features.

The major drainage way is a connecting, unifying
element and the terrain provides sites for
prominent landmark structures. Moreover, the
plan can "borrow" visual character from the
surrounding permanent open space, as well as the
open space within the Plan Area.

The SCSP will have a strong sense of community
identity notable for the quality of the public
places, parks, schools and commercial areas.

The neighborhood mixed use centers will include
high quality public spaces that will contribute to
the sense of place.

The SunCreek Development Regulations in
Volume II establish standards for streetscape,
buildings, parks and public facilities that will
contribute to the character of the community.

Example of neighborhood commercial use public
space.

2.3.9. Distant Vistas
The distant vistas toward the Sierra Nevada
Crystal Range to the east and Mount Diablo, and
the Coast Range are a natural amenity for the Plan
Area. Open corridors along the major east-west
boulevards and along the Laguna Creek corridor
will retain views to these features. Attention to
Example of streetscape monumentation.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
APPROVED December 2, 2013 (amended May 2021, December 2022) I.2-11 these distant views in the site design for all uses
adjacent to the major east-west boulevards and
the major corridor will add a notable design
character to the plan.

2.3.10. Landmark Opportunities
The rolling terrain affords views within the Plan
Area. Most notable are the high school/middle
school campus, elementary school, neighborhood
park, wetland preserve and the community park,
which create a combined site of over 130 acres as
a visual focal point of the plan. Not only is this a
large, visually prominent area, it connects directly
to the linear open space afforded by the wetland
Preserve Area and the adjacent areas.

Central Park Drive connects the school/park
complex to the Village Center site. The
park/school site and the VC site serve as two
activity centers or "nodes" linked by a pedestrian
promenade/street. Central Park Drive therefore
becomes one of the major pedestrian activity
corridors in the plan.

The school provides an opportunity to include a
bell or clock tower or other dominant structure
that can be located at the highest point in the
project area. The open space to the north and the
large community park to the south create a
setting for an open vista in which a tall building
element will stand out from the surrounding
development.

Additional pedestrian activity corridors connect to
each of the Village Center sites. Each site includes
within their boundary or along the adjacent street
a major pedestrian corridor that extends into the
adjacent residential areas.

Concept illustration of a clock tower at the high school.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

COMMUNITY VISION
SunCreek Specific Plan
I. 2-12 APPROVED December 2, 2013 (amended May 2021, December 2022) Figure 2-7 Landmark and Gateway Opportunities ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

SunCreek Specific Plan I. 3-1
APPROVED December 2, 2013 (amended October 2018, August 2019, November December 2022) I.3.LAND USE

3.1 PURPOSE
The Land Use Chapter describes the organization,
location, and type of land uses in the SunCreek
Plan Area. This Chapter establishes the land use
categories and the general range of uses planned
for each use.

Volume II: Development Regulations establishes
the detailed development standards for the land
use categories in this chapter.

3.1.1. Land Use Objectives
The land use objectives addressed in this Chapter
respond to issues identified in the General Plan.

These include:
• Provide a diverse supply of housing types
and densities to help house the City’s
workforce.
• Integrate residential and supporting land
uses in a compact urban environment to
improve livability and to reduce urban
sprawl.
• Establish more livable and sustainable
neighborhoods where residents can walk
to commercial services and recreational
amenities.
• Create convenient, economically viable
retail shopping and commercial service
opportunities so that residents can meet
their shopping needs locally.
• Create community shopping and office
employment opportunities.
• Preserve natural resources and integrate
open space into urban development.

3.2 LAND USE REGULATION
The SunCreek Plan includes a mix of diverse
housing opportunities, schools, parks, open space,
and employment and commercial uses. The zone
districts established in the Rancho Cordova
Municipal Code (RCMC), Title 23-Zoning Code
regulate land use in this Specific Plan. Chapter 2
includes the Community Vision Concept.

3.2.1. General Plan and Zoning
Consistency
State planning law requires zoning districts to be
consistent with the General Plan. Each General
Plan land use category must have one or more
corresponding zone districts. While the General
Plan may be somewhat broad in its discussion of
permitted land uses and development intensities,
zoning provisions must identify specific regulations
for use and development.

Figure 3-1 identifies the Specific Plan land uses.

These are consistent with the General Plan
designation “SunCreek Specific Plan”.

Table 3-1 identifies the corresponding General
Plan, Specific Plan, and Zoning Code designations
used within the Specific Plan.

3.2.2. Relationship to the City Zoning
Ordinance
The Rancho Cordova Municipal Code (RCMC)
Article 23-Zoning Code, as amended from time to
time, and incorporated herein by reference, shall
regulate development in the Plan Area. Where the
Article 23 zone district is silent, or specific design
objectives identified in this Specific Plan require
supplemental development standards, the
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-2APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) regulations set forth in Volume II: Development
Regulations shall apply.
. In addition, Volume II of the SCSP provides
supplemental development standards that address
the customized form and character of development
in SunCreek. SpecificallySpecifically, the
supplemental development regulations address:
o the extensive urban/open space edges;
o the aggregation of higher intensity uses
that form the core of neighborhoods and
villages;
o the creation of special public activity
spaces and landmarks;
o the special character of streets in relation
to building location and character; and
o walkability of the plan.

General Plan Land Use Designation Specific Plan Land Use Category RCMC Title 23 Zoning Designations
SunCreek Specific Plan
Public/Quasi-Public Public/Quasi Public
(P/QP) Community Services (CS)
Detention Basins
Parks and Open Space,
Natural Resources
Parks and Open Space
(POS) Parks and Open Space (POS)
Neighborhood Greens
Natural Resources (NR) Parks and Open Space (POS)
Low Density Residential Low Density Residential (2.1
to 6 du/acre) (LDR) RD-3, RD-4, RD-5, RD-6
Medium Density Residential
Medium Density Residential

6.1 to 12 du/acre) (MDR) RD-7, RD-10, Medium Density
Residential (MDR)
Schools
Medium Density Residential
Compact Medium Density
Residential 12.1 to 18
du/acre)
(CMDR) RD-15, RD-20, Medium Density
Residential (MDR)
High Density Residential High Density Residential
(18.1 to 40 du/acre) (HDR) RD-20, RD-25, RD-30, High Density Residential (HDR) Village Center Village Center (VC)
Village Center
Regional Town Center Regional Town Center (RTC)
Regional Town Center
Source: RCMC, Title 23-Zoning Code Table 23.301-1: Zoning Districts Table 3-1 Land Use Designations
General Plan Land Use
Category
Specific Plan Land Use Category
Rancho Cordova Municipal
Code
Zoning Designation
Public/Quasi Public (P/QP)
Public/Quasi Public land uses
are allowed in all zoning
districts.

Parks and Open Space (P/OS) O; Public parks are also allowed in residential zoning districts
Natural Resources (NR) O
Low Density Residential (2.1 to
6 du/acre) (LDR) RD-3, RD-4, RD-5, RD-6
Medium Density Residential

6.1 to 12 du/acre) (MDR) MDR
Compact Medium Density
Residential 12.1 to 18 du/acre) (CMDR) MDR
High Density Residential (18.1
to 40 du/acre) (HDR) HDR
Commercial Mixed-Use (VC) LTC
Village Center (RTC) RTC
Table 3-2 Land Use Categories
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-3
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)Figure 3-1, Specific Plan Land Use Designations
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-4APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) The Specific Plan identifies a sub-category of
"Compact Medium Density Residential" to establish
meaningful categories among the dwelling unit
types and styles included in this plan.

Dwelling unit types in the density range of 12.1 to
18 dwelling units per acre are designated “Compact
Medium Density Residential”. Residential
development in this designation will contribute to
fulfilling the housing needs attributed to the City’s
adopted Housing Element.

Figure 3-2, Specific Plan Illustrative Plan shows the
land use and street pattern envisioned in the SCSP.

Tentative Subdivision Maps submitted pursuant to
the SCSP are expected to conform to the general
form expressed in this map.

3.2.3. Permitted Land Uses
The permitted uses for all land use designations in
the SCSP shall be regulated by RCMC Title 23
Zoning Code as established in Table 23.310-1:

Allowed Uses and Permit Requirements for
Residential Zoning Districts; Table 23.313-1:

Allowed Use and Permit Requirements for Mixed
Use Districts; and Table 23.319-1: Allowed Use and
Permit Requirements for Public/Quasi-Public
Zoning Districts. Applicants for all development
proposals shall comply with these permitted land
use tables.

Table 3-2, Summary of Permitted Uses in the
SunCreek Specific Plan is not the regulatory
authority for land use in the plan area but provides
a brief summation of land use activities and types
envisioned within the land use designations applied
in the SCSP. Table 3-1 Land Use Designations
identifies the corresponding zoning designation
and development standards that apply in these
areas.

Residential development in the High Density
Residential (HDR) designation will contribute to
fulfilling the Regional Housing Needs Allocation
(RHNA) calculation for the city.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-5
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)
Table 3-2 Summary of Permitted Uses in the SunCreek Specific Plan Specific Plan Land Use Designation Summary of Permitted Uses1 (P/QP) Public/Quasi Public Churches, Schools, Parks, Private Schools, Public Utilities, Libraries, Fire Stations, Detention Basins
(POS)
Parks and Open
Space
Parks, Paseos, Open Space, Resource Preservation, Detention Basins (NR) Natural Resources Resource Preservation, Detention Basins (LDR)
Low Density
Residential (2.1 to
6 du/acre)
Single Family Dwellings, Duplex and Halfplex Dwellings, Churches, Schools, Parks, Private Schools, Public Utilities, Libraries, Fire Stations, Detention Basins.
(MDR)
Medium Density
Residential 6.1 to
12 du/acre)
Small Lot Single Family Dwellings, Townhomes, Patio Homes, Paseo Homes, Duplexes, Halfplexes, Live/Work Dwellings, Children and Senior Day Care Centers, Recreation Centers, Churches, Schools, Parks, Private Schools, Public Utilities, Libraries, Fire Stations, Detention Basins.
(CMDR)
Compact Medium
Density Residential

12.1 to 18 du/acre)
Town homes, Garden Apartments, Small Lot Single Family Dwellings, Patio Homes, Paseo Homes, Duplexes, Halfplexes, Live/Work Dwellings, Children and Senior Day Care Centers, Recreation Centers, Churches, Schools, Parks, Private Schools, Public Utilities, Libraries, Fire Stations, Detention Basins
(HDR)
High Density
Residential (18.1 to
40 du/acre)
Town homes, Apartments, Live/Work Dwellings, Children and Senior Day Care Centers, Recreation Centers, Churches, Schools, Parks, Private Schools, Public Utilities, Libraries, Fire Stations, Detention Basins
(VC) Village Center
Retail and Service Commercial, Offices, Children and Senior Day Care Centers, Recreation Centers, Churches, Schools, Parks, Private Schools, Public Utilities, Libraries, Fire Stations
(RTC)
Regional Town
Center
Retail and Service Commercial, Offices
1: This table is not regulatory and is included for summary purposes only. Allowed uses and permitting requirements for said uses are established in RCMC Title 23. In the event a use is listed above but not allowed by Title 23, the regulations in Title 23 shall prevail.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-6APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) Figure 3-2, Specific Plan Illustrative Plan ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-7
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)

3.3 SUNCREEK SP FORM BASED CODE
The SCSP includes three sub-areas (“districts”) that
shall be regulated under the Rancho Cordova
Municipal Code (RCMC) Title 23 Article 5, FormBased Zoning Provisions. This regulation applies only in the three districts identified in Figure 3-3
Center Form Based Districts. The districts include
the Village Center (VC) and Regional Town Center
(RTC) designations as well as some contiguous High
Density Residential (HDR) and Medium Density
Residential (MDR) uses as shown in Figure 3-1,
Specific Plan Land Use Designation.

3.3.1. Center Form Based Districts
“Form-based” is a regulatory approach that
enables development of a plan to include a mix of
land uses under specific standards that directly
define the form and character of development for
a given location and set of conditions. The Center
Form Based Districts use the conventional zoning
standards established for the RTC, VC, HDR, and
MDR zone designations; but organize the
application of these standards according to a vision
of aggregated development patterns rather than
individual land use categories. A form-based
district goes beyond conventional zoning
development standards by describing the physical
outcome of the development in terms of street
character, building relation to the street, and
pedestrian friendliness and other factors.
“The form-based provisions are intended to
facilitate the development of mixed-use projects
and discourage isolated single-use projects that
are not integrated with surrounding
neighborhoods.” (RCMC, Article 5)
RCMC Table 23.310-1, Table 23.313-1, and Table

23.319-1 regulate the permitted land use in the
Center Districts. Title 23, Article 5, Chapter 23.510-
Village Center Zone Standards and Chapter 23.513
– Regional Town Center Zone Standards establish
the essential development regulations of building
heights, setbacks and other physical standards.

Title 23, Article 5, Chapter 23.313-Residential
Zoning Districts provides additional guidance on
residential development standards for the HDR,
CMDR, and MDR districts.

3.3.2. SunCreek Form Based
Regulating Plan
The SCSP Volume II, Section 1.6 establishes the
Center Form Based Regulating Plan. The plan
provides design concepts that guide the
preparation of a future development plan and
includes the following components.
• A description of the intent and location of
each of the form-based zones provided in
this chapter.
• The type of street and the treatment of
edge conditions or “street typology” as
defined in Chapter 4, Circulation and
applied in Volume II, Development
Regulations.
• The type of building frontage treatment or
“frontage typology” applied in Volume II,
Development Regulations.
• The development standards applied to
each Specific Plan land use category and
the “Center” form-based code district in
Volume II, Development Regulations.

3.3.3. Administering Form Based
Zoning
Development sites within form-based districts will
not require special administrative procedures
beyond those provided in Article 1 (Administration)
of Title 23 of the RCMC. However, the form-based
districts require more analysis than traditional
zoning districts during the entitlement review
process to determine compliance with the
provisions of this chapter.

Development in any Center District shall require an
integrated plan for that entire district that is
consistent with the provisions of RCMC Section

23.504 et al.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-8APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) Figure 3-3 Center Form Based Districts Figure 3-2 Form Based Zone Overlay ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-9
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)

3.4 APPLICATION OF ZONING
The SCSP assigns land use zoning and the rights to
apply for development under such zoning to
properties in the SCSP designated by ownership.

Pursuant to Section 9.6.3 of this Specific Plan, a
landowner may request a Minor Density
Adjustment/ Transfer of Density for any residential
land use parcel.

Specific Plan Land Use Designations Descriptions
The following sections describe the SCSP land use
designations that are summarized in Table 3-2 and
illustrated in Figure 3-2. These include a range of
residential categories, parks and open space,
natural preserves, public and quasi-public uses, and
non-residential and commercial categories.

3.4.1. Residential Categories
The SCSP includes a notable diversity in residential
types, styles, and configurations. Housing diversity
is one of the merits of this plan. Multi-family
dwellings occur in stand-alone configurations, and
as integral components of mixed-use villages.

A variety of lot sizes, street orientation, and garage
access configurations are distributed throughout
the plan. These lot sizes and configurations may
change with the submittal of tentative maps.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-10APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-11
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)
Low Density Residential
The Low-Density Residential (LDR) category
includes dwelling units in configurations up to six
dwelling units per gross acre of residential use.

The density range allows substantial flexibility in
selecting dwelling unit types and parcel
configurations to suit particular site conditions and
housing needs.

Medium Density Residential
The Medium Density Residential (MDR) category
will provide a mix of housing types and densities
ranging from 6.1 to 12 dwelling units per gross acre
of residential use. Medium Density Residential
includes single-family homes, duplexes and halfplexes, court housing, garden apartments, townhouses, and condominiums. The most typical
housing type will be small lot single-family
detached, single-family attached (e.g., town
homes, condominiums, brownstones), and small
apartment complexes.

The density range allows substantial flexibility in
selecting dwelling unit types and parcel
configurations to suit particular site conditions and
housing needs.

Compact Medium Density Residential
The Compact Medium Density Residential (CMDR)
category includes dwelling units in densities of 12.1
to 18 units per gross acre that will result in
compact urban forms. These may include
detached cottages or cluster housing, but more
typically will include common walls for all or a
significant portion of the units in a project. The
sites designated for Compact Medium Density
include row houses and small, low scale garden
apartment dwellings.
. The RCMC Title 23 Zoning Code, Article 5 Form
Based Zoning Provisions, RCMC Title 23, Article 5,
Chapter 23.313-Residential Zoning Districts, shall
regulate CMDR. Volume II: Development
Regulations provides supplemental development
standards.

High Density Residential
High-Density Residential (HDR) development
includes apartments and condominiums at
densities of 18.1 to 40 dwelling units per acre.

Residential development in the High Density
Residential (HDR) designation will contribute to
fulfilling the Regional Housing Needs Allocation
(RHNA) calculation for the City. In order to be
compliant with current state law regarding RHNA,
the SunCreek Specific Plan considers all High
Density Residential acres in as RHNA acres. ,
However, in the Major Design Review Process
(RCMC Section 23.141) the City may approve
development applications for High Density
development at densities less than 26 dwelling
units per acre that achieve as low as 18.1 dwelling
units per gross acre pursuant to a finding that the
net density approximates the minimum density
required for RHNA, that sites are constrained by
size, configuration, access, parking standards, open
space standards and other factors reflecting the
actual market for multi-family housing.

There are seven High Density Residential sites
identified in the plan. Four of these sites are
adjacent to Village Center or Regional Town Center
sites and are therefore within the “Center” form
based designation described below. RCMC Title 23
Zoning Code, Article 5 Form Based Zoning
Provisions, RCMC Title 23, Article 5, Chapter

23.313-Residential Zoning Districts, and Volume II:

Development Regulations regulate these sites.

3.4.2. Public/Quasi-Public and Open
Space Categories
Public/Quasi-Public
The Public/Quasi-Public category includes a variety
of public and other land uses, including land owned
by the city and other public agencies. Possible uses
include civic buildings; schools, colleges, and
universities; religious institutions; hospitals;
museums; cemeteries; and others.

The SCSP includes three primary sites zoned
Public/Quasi-public, Community Service (CS) uses.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-12APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) The SCSP designates the P/QP site on Americanos
Boulevard north of Kiefer Boulevard for a fire
station but does not designate specific land uses on
the other two primary P/QP sites. In addition to
these three sites, the Plan identifies several small
sites designated as P/QP for utilities such a water
storage, detention, water, or wastewater pump
and so forth.

If a P/QP site is not required for its originally
intended use, such land may be available for
residential development after a specific plan
amendment. This allows flexibility in the location
and shape of school sites shown on the Land Use
Map. The City shall consult with the affected
public entity (if a specific entity exists), prior to
release of a P/QP site for residential development.

Following such consultation (if applicable), the City
Council shall make a formal determination that the
site is not required for the originally intended P/QP
use. This typically will occur during the
consideration of a Tentative Subdivision Map but
may also accompany an alternate discretionary
action by the Council when a Tentative Map is not
required.

The SCSP identifies land within the Parks and Open
Space (POS) designation for active and passive
recreational activities. This zone category also
includes publicly accessible lands within lands
along the edge of natural resource preservation
areas, detention basins, creek ways, and other
passive uses. Open spaces may be multi-use
depending on the season, such as an open turf area
within a detention basin in areas subject to
infrequent inundation.

The open space lands and parklands must comply
with the standards established by the City of
Rancho Cordova. The Cordova Recreation and Park
District, and/or the City will administer parklands at
the discretion of the City. The City of Rancho
Cordova, in consultation with CRPD, will determine
final park design, amenities, and improvements.

The city will administer public and private
ownership open space lands.

Natural Resources
The SunCreek Plan provides a substantial natural
resource preservation area dedicated to protecting
state and federally listed endangered and
threatened species habitat consistent with the
measures described in Chapter 6, Natural
Resources. The preservation area extends
diagonally through the project site as a continuous
open space corridor.

The SCSP sets aside land within the Natural
Resources category as natural habitat and will have
no urban development placed upon it. Open space
trails are typically adjacent to, rather than within,
Natural Resource areas.

Chapter 6, Natural Resources describes the
protection of the lands in the Natural Resource
designation.

3.4.3. Non-Residential/Commercial
Categories
Village Center
The Village Center category provides retail services,
restaurant, entertainment, and office employment
uses as described in the City’s building block
concept. Village Centers serve the daily shopping
needs of residents and may include small- and
medium-size grocery stores, drug stores,
restaurants, banks, and other similar uses.

Development is pedestrian friendly with gathering
places for both daytime and nighttime activities.

A Center Form Based District may combine the
development capacity of residential designated
lands with the commercial development capacity
of Village Center lands to create an integrated
mixed-use project.

A mixed-use development plan may be integrated
vertically with different uses above one another,
such as residential or office uses over a commercial
use. Horizontal mixed uses are also permissible
with side-by-side uses linked together through
common walkways, plazas, and parking areas.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-13
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)
The SunCreek plan includes two Village Center sites
located along a major street. The Centers may
provide transit-oriented development served by
bus, bus rapid transit, a local shuttle, or other
transportation systems as the city may determine.

The sites are adjacent to high-density residential
land use served by the pedestrian and bike trail
network that connects the sites to the surrounding
neighborhoods. Each of the sites has within it or
nearby a small neighborhood scale park. These
parks will add a visual amenity and leisure activities
that will complement the retail and service
businesses and the residential components of the
center.

The RCMC Title 23 Zoning Code, Article 5 Form
Based Zoning Provisions, and supplemental
development standards provided in Volume II:

Development Regulations shall regulate Village
Centers. All development in the VC zone shall
require an integrated plan as specified in RCMC
Section 23.504 et al.

Regional Town Center
The General Plan designates regional town centers
(RTC) to meet a regional need for shopping,
entertainment, and other large destination uses.

They are strategically located for accessibility and
range in size from 25 to 100 acres. The RTC may
also include both vertical and horizontal
integration of a mix of land uses as summarized in
Table 3-2.

The SunCreek plan provides a 53.9-acre Regional
Town Center on the southwest corner of Grant Line
Road and Chrysanthy Blvd. This center will serve
planned development in the southeast edge of the
city. The Southeast Capital Connector is a regional
roadway aligned on Grant Line Road adjacent to
the Plan Area. Chrysanthy Boulevard will provide
access from the site to Grant Line Road. The
Regional Town Center (RTC) would provide the
opportunity for a transit-oriented development
should Grant Line Road become a regional transit
route.

The RCMC Title 23 Zoning Code, Article 5 FormBased Zoning Provisions, and supplemental development standards provided in Volume II,
Development Regulations shall regulate the
Regional Town Center. All development in the RTC
zone shall require an integrated plan as specified in
RCMC Section 23.504 et al. The “Regulating Plan”
must be adopted prior to any development in the
respective VC or RTC center.

3.5 LAND USE SUMMARY
Table 3-3 summarizes the acreage, percentage of
total acreage, maximum dwelling units per acre,
and dwelling unit totals at full development of the
SCSP. This table indicates a total of 4,628 4,546
4,544 dwelling units in this modified plan, however,
the Specific Plan Environmental Impact Report
evaluated the effects of 4,893 dwelling units, and
up to this maximum figure may be accommodated
in this Plan. If the population of the Specific Plan
Area should increase in the future, the developer
will be required to provide additional park land or
pay in-lieu fees.

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ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-14APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) Table 3-3 Land Use Summary Table
3-4
summarizes the land use by owner. Figure 3-5

LAND USE CATEGORIES AREA
acres
Dwelling
Units
Percent of
Res Type
Percent of
Total Area
Average Density
per acre
LOW DENSITY (2.1 to 6 du/ac) (LDR)
260.5
174.8
177.1
827
872
875

17.86%

19.3%

9.8%

14.0%

3.17 4.94
MEDIUM DENSITY RESIDENTIAL (6.1 to 12 du/ac) (MDR)
369.7
356.2
353.6
2,3372,429
2,275

52.4%

50.1%

29.2%

28.0%

6.57 6.43
COMPACT DENSITY RESIDENTIAL (12.1 to 18 du/ac)
(CMDR)

27.5 26.3
320
285
342

2.1%

7.5% 2.1%

11.6 13.0
HIGH DENSITY RESIDENTIAL (18.1 to 40 du/ac) (HDR)

45.2 46.0 1,052 22.7%

23.2%

3.5%

3.6%

23.2 22.87

VILLAGE CENTER (VC)

23.8 24.3 0 1.9 %
REGIONAL TOWN CENTER (RTC) 53.9 0 4.3%
PUBLIC/QUASI_PUBLIC (PQP) 8.1 3.4 0

0.8%

0.3%

NEIGHBORHOOD GREEN/ POCKET PARK (PP)

9.5 13.5

10.1 0 0.8%
PUBLIC NEIGHBORHOOD PARK (PARK) 20.9 0 1.67%

COMMUNITY PARK (PARK)

44.4 39.1 0

3.5%

3.1%
PARK CORRIDORS, PASEOS AND TRAILS (PC) 6.1 0 0.5%

WETLAND BUFFER/BIKE PATH CORRIDOR (WB)

48.6 51.6

53.5 0

3.8%

4.1%

DETENTION BASIN (DB)

52.0 53.8 0

4.1%

4.3%
STORM WATER CANAL (CANAL) 0 0 0.00%
WETLAND PRESERVE (WETLAND) 199.6 0 15.8%
SCHOOL
111.2
111.0 0 8.8%

MAJOR ROADS

79.6 88.1 0

6.3%

7.0%
GRANT LINE ROAD 3.1 0 0.2%
TOTAL 1,264.0
,
4,628
4,546
4,544 100.0%
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ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-15
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)
illustrates the ownership of land in the Plan Area.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-16APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)

LAND USE CALLAHAN

GILMARTIN/
TREVOR
(INVESTEK)
SHALAKO GRANTLINE 220 VRAME SIERRA SUNRISE
(Lennar)
Categories Acres Units Acres Units Acres Units Acres Units Acres Units Acres Units LOW DENSITY (2.1 to 6
du/ac) 0 0

20.1 40.135.
8 149
197 64.4 314 37.6 167 0 0 39.3 197

MEDIUM DENSITY
RESIDENTIAL (6.1 to 12
du/ac) 44.9 318

77.8 62.3

1.7 592
43849
5 90.6 599 76.8 406 0 0 79.6 514

COMPACT DENSITY
RESIDENTIAL (12.1 to 18
du/ac) 0 0

13.0 17.61.8
153
17511
8 0 0 0.0 0 0 0 14.5 167

HIGH DENSITY RESIDENTIAL
(18.1 to 40 du/ac) 11.8 235

5.4 6.15.9 140 9.1 237 14.2 272 0 0 5.0 168

VILLAGE CENTER (VC)
0 0

6.3 7.06.8 17.5 0 0 0 0 0 0 0

REGIONAL TOWN CENTER
(RTC) 0 0.0 0 53.9 0 0
PUBLIC/QUASI_PUBLIC 2.5 4.7 0 0.4 0.0 0.5 0

NEIGHBORHOOD GREEN

2.0 1.7

2.73 2.1 0.0 0 3.7

PUBLIC NEIGHBORHOOD
PARK 0 0 8.2 8.1 0 4.6

COMMUNITY PARK

10.5 15.7

11.210.
4 0 0 17.3 0.9
PARK CORRIDORS 0 0 3.8 0 0 2.3

PRESERVE BUFFER

5.3 19.3

24.222.
3 14.7 0 1.2 8.1
DETENTION BASIN 4.5

8.0 9.8 9.5 8.2 3.4 18.4
STORM WATER CANAL 0 0 0 0.0 0 0
WETLAND PRESERVE 24.5 39.0 77.3 0 10.4 48.4
SCHOOL 34.4

11.1 11.50 10.8 10.0 44.9 0
MAJOR ROADS 20.0

18.0 23.6 13.0 11.0 2.5 18.2
GRANT LINE ROAD 3.1
TOTALS
160.1 553
240.12

40.4 1,034
950 321.4 1,150 219.0 910 80.1 0 243.0 1,046
Table 3-4 Land Use by Owner
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan I. 3-17
APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022)

3.6 SPECIFIC PLAN POLICIES
The following General Plan policies apply to the
SCSP.

Policy LU 1. Higher density and intensity land
uses that support transit shall be located within
one-half mile of major transit stations.

Development shall be pedestrian- and transitfriendly with direct connections to transit. (GP Policy LU.1.7 and AQ.2.2.1).

Policy LU 2. Similar uses shall be clustered into
areas or districts that have common needs and
that are compatible with one another to
establish a form based land use organization
and regulation. (GP Policy LU.2.3)
Policy LU 3. Growth will occur based on market
forces, infrastructure financing capacity, and
the timing of the design, approval, and
construction of transportation facilities and
other infrastructure. (GP Policy LU.2.5)
Policy LU 4. Retail shopping facilities shall be
distributed in the Plan Area such that
neighborhood services are distributed and
integrated into the neighborhoods and that
market demand is met without diminishing the
viability of nearby commercial properties with
the same customer base. (GP Policy LU.2.6)
Policy LU 5. The Plan shall include sustainable
development that reduces the impact of
projects on energy, water, and transportation
systems and encourages sustainable
development to occur in ways that
complement the built form. (GP Policy LU.2.7)
Policy LU 6. Civic structures and uses shall have
outstanding design that creates identity and
serves as a catalyst and precedent for
subsequent development. (GP Policy LU.3.2)
Figure 3-5 Land Ownership in the Plan Area
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

LAND USE
SunCreek Specific Plan
I. 3-18APPROVED December 2, 2013 (amended October 2018, October 2019, May 2021, November December 2022) ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

SunCreek Specific Plan
APPROVED December 2, 2013(AMENDED OCTOBER 2018, January 2020, December 2022) I.4-1 I.4. CIRCULATION

4.1 PURPOSE
The Circulation Chapter describes all components
of the circulation system in the plan. The
SunCreek Specific Plan (SCSP) treats the project
roadway network, bicycle and pedestrian routes,
and transit facilities and services as equally
important. The approach to all circulation
components and the land use plan proposed in
this plan are coordinated to benefit the quality of
life, public safety, energy costs, time costs, and air
quality within the community.

4.2 CIRCULATION OBJECTIVES
The circulation objectives addressed in this
Chapter respond to issues identified in the Rancho
Cordova General Plan.
• Community character. The roads and
pedestrian/bikeway networks are among
the most visible elements that connect
the overall community. SunCreek
Parkway and the other
pedestrian/bikeway corridors are
signature features in the plan.
• Safety and efficiency. The road network
provides adequate lane capacity and
intersections for vehicle movement but
includes traffic calming measures to
promote pedestrian friendly streets that
minimize potential vehicle and
pedestrian/bicyclist conflicts.
• Reduce the use of automobiles. Reducing
the use of automobiles in everyday life is
accomplished by providing convenient,
safe, and attractive alternatives. The
SCSP emphasizes pedestrian and bicycle
use, access to public transit, and use of
alternative vehicles as viable options to
use of automobiles.
• Coordination of land use and circulation.

Trip destinations such as schools, parks,
jobs, shopping, and commercial services
are located where they are convenient to
the residences to facilitate walking or
bicycling. Higher density residential uses
and major trip destinations are located
along potential transit routes.
• Direct routes and connectivity. The
street and pedestrian/bikeway network
provide a convenient, reasonably direct,
safe, and attractive route to major
destinations.
▪ Transportation diversity. The SunCreek
Specific Plan will accommodate the
transportation options available to
residents.

4.3 PLANNING CONTEXT
The surrounding road network, planned road
improvements, and planned public transit
opportunities establish the planning context for
the SCSP.

The SCSP will develop during a time of change.

Automobiles will continue to be a primary mode
of transportation, but new communities must also
facilitate and encourage the use of transportation
alternatives.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-2 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) New technologies in transportation and
communications will influence the choices
individuals make in selecting their daily means of
transportation. Fuel prices are a significant factor
for individuals and businesses in deciding whether
to curtail all but essential trips, and which mode of
transportation to use. Increased travel costs will
result in demands for more efficient
transportation systems, and for communities
designed to facilitate and enhance alternatives to
automobile use in a resident's daily life.

Transportation alternatives designed into the
SunCreek community including alternative
personal vehicles, public transportation, and
walking and bicycling. These will reduce the need
to rely on private automobiles as the sole source
of personal transportation.

4.3.1. Related Plans and Programs
The SunCreek Specific Plan is the contemporary of
several planning activities within the City of
Rancho Cordova and throughout the Sacramento
region. These planning activities set the
framework for circulation planning within the
SCSP.
• The Regional Metropolitan Transportation Plan
(MTP). The MTP is long-range plan for
transportation improvements in the greater sixcounty Sacramento region. The MTP includes major transportation improvements that will
affect the traffic capacity of routes serving the
SunCreek Plan Area.

In addition to the regional transportation planning
programs, the City of Rancho Cordova has
adopted standards and plans that guide the
SunCreek transportation plan and improvements.

Applicants within the Specific Plan should consult
these other plans in preparation of tentative
maps.
• Rancho Cordova Transit Master Plan. This Plan
designates the City’s preferred transit system and
is an implementing part of the General Plan.
• Rancho Cordova Pedestrian Master Plan. The
City of Rancho Cordova Pedestrian Master Plan
(March 2011) is identified in the Circulation
Element of the City’s General Plan. The Pedestrian
Master Plan combines with the Bicycle Master
Plan and the Transit Master Plan to organize
projects and programs that will serve alternative
travel modes.

The Pedestrian Master Plan will establish polices,
programs, and projects to improve the pedestrian
system within the City of Rancho Cordova.
•Rancho Cordova Bicycle Master Plan.

The City of Rancho Cordova Bicycle Master Plan
(March 2011) carries forward cycling policies and
goals that were initiated in the City’s General Plan,
the Transit Master Plan and Pedestrian Master
Plan. The Bike Plan continues to shape the City’s
goal of providing safe and attractive alternative
modes for travel.

The SCSP is consistent with the Bicycle Master
Plan and provides additional detail about the
existing facilities, planned improvements, and
priorities, phasing, and funding to build the bicycle
network.
•Rancho Cordova Street Design Standards. The
Street Design Standards establish details regarding
the design of all types of roadways within the City
consistent with the General Plan.
• Rancho Cordova Improvement Standards. The
Improvement Standards establish detailed design
and construction requirements for the City’s
transportation system consistent with the General
Plan and Street Design Standards.

4.3.2. Existing and Planned Roads
Existing and planned arterial streets in or near the
Plan Area include Grantline Road, Sunrise
Boulevard, Rancho Cordova Parkway, Chrysanthy
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-3 Boulevard, Americanos Boulevard, and Kiefer
Boulevard. Chrysanthy Boulevard and Americanos
Boulevard are new road alignments established in
the Sunrise Douglas Community Plan. Sunrise
Boulevard, Grantline Road, and Kiefer Boulevard
are part of the regional road system as identified
in Figure 4-1.
• Capital Southeast Connector Study. The
Metropolitan Transportation Plan (MTP) includes
a multi-modal transportation corridor that
connects Elk Grove, Rancho Cordova, and El
Dorado Hills. The connector will link residential
areas and employment centers to relieve
congestion on the heavily congested existing twolane roadways that currently serve the corridor.

The connector will become a major route in the
region and could create nodes of major activity
along the route that abuts the east edge of the
SunCreek Plan Area.

Figure 4-1 Primary Road Network
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-4 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022)

4.4 STREETS PLAN
The SunCreek Plan includes several street
configurations that serve a variety of needs. The
configurations will not only accommodate the
traffic capacity projected for a given location, but
also enhance the community character and
pedestrian space along the streets.

4.4.1. Street Master Plan
The streets are a hierarchy of size and
characteristics that extends the existing major
street pattern in this part of the city into the Plan
Area. The street plan responds to the location of
environmental protection areas and the
distribution of major activity nodes in the plan, as
shown in Figure 4-1. The primary street network
is consistent with the General Plan description of a
“modified grid” system of major roadways at
approximate one-mile spacing and connector
roads at approximate quarter-mile spacing.

The minor arterial and collector street grid system
within the Plan Area will avoid wetland natural
open space features in permanent open space.

These streets will align with existing and planned
street intersections in the adjacent established
plan areas.

Sunrise Boulevard, Kiefer Boulevard, Rancho
Cordova Parkway and Chrysanthy Boulevard
conform to the one-mile grid, but Americanos
Boulevard curves significantly to avoid wetland
resources.

Figure 4-2 illustrates the combined Street Master
Plan, and Bikeway and Trails Master Plan to show
the interconnections between these two systems.

Figure 4-3 illustrates the Street Master Plan alone.

4.4.2. Signalization
Traffic impact analysis and future warrants
analysis will determine the signalization of major
intersections. Figures 4-2 and 4-3 identify the
anticipated signal locations.

4.4.3. Street Typology
The following discussion of streets describes the
typical standards for the number and width of
lanes. There are variations on the basic street
types described in this chapter depending on the
type of building form that abuts the street. For
example, a street type that has the capacity to
carry a certain volume of traffic may have wider
setbacks to the sidewalk where the intent is to
move traffic through quickly. That same street
section may have sidewalks and buildings closer to
the street where the intent is to slow traffic and
create a more pedestrian friendly environment. In
general, the City’s Right-of-Way (ROW) extends to
the back of the curb. In cases where a sidewalk is
attached to the curb, the ROW extends to the
back of the attached sidewalk.

Chapter 5 Community Character (Section 5.11)
and in Volume II, Development Regulations
further describe the intended relationship of each
street type to adjacent land use.

Arterial Streets
Arterial streets will be four or six lanes wide at full development. Landscaped median and landscaped
pedestrian corridors along both sides are typical.

Arterial streets typically pass-through different
land use conditions. Consequently, the street
configuration may change from one location to
another. Figures 4-4 and 4-5 show a street section
for Rancho Cordova Parkway and a typical street
section for the four-lane Minor Arterial Street
configuration, respectively.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-5 Figure 4-2 Combined Major Streets Master Plan and Trails
Master Plan
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-6 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Figure 4-3 Major Streets Master Plan
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-7 Figure 4-4 Rancho Cordova Parkway
Note: Curb and gutter is included in the bike lane width requirements Figure 4-5 Minor Arterial (Typical)
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-8 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Driveways for single-family residences shall
not be allowed on an arterial street.

Residential uses adjacent to an arterial
street are typically alley loaded or are
oriented with the side or rear lot to the
arterial street. The opportunity to provide
on-street parking is limited. Design
alternatives that allow on-street parking on
Minor Arterial streets will be reviewed in
the Tentative Map and may be allowed
based on lower traffic volumes along Minor
Arterial roads. Figure 4-6 illustrates one
alternative approach that may be
considered. In this example, the sidewalk
may be located at the edge of ROW and a
parallel parking lane may be provided in
the ROW. Street trees will be located in
“bulb outs” in the parking lane at
intersections at mid-block locations
consistent with RCMC Ch. 23.513. Public
Works may consider other parking options
in the Tentative Map. The location of
driveways and median cuts will be subject
to Public Works Arterial Access Standards.

Collector Streets
Collector streets connect the local residential streets within neighborhoods to the arterial streets. The
SunCreek Plan uses collector streets as pedestrian
corridors by providing a separated 7-foot sidewalk, a
landscape strip, on street parking and a bike lane.

Collector streets typically include two traffic lanes, a median, bicycle lanes, a landscape corridor and
seven-foot-wide sidewalks on both sides, as shown in
Figure 4-7. Figure 4-8 illustrates a special condition
where the street is adjacent to the secondary trail
network. Application of Figure 4-8 or other
alternative street sections adjacent to a secondary
Figure 4-6 Optional Minor Arterial with Parking Fronting on Multi-family Residential Use ROW
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-9 trail will be determined in the Tentative Map based
on traffic volume and neighborhood street
configuration. Figure 4-9 illustrates a unique
condition where the street is located between a
detention basin and a secondary multi-use trail.

Figure 4-10 illustrates the Pedestrian Boulevard, a
special collector street used on Central Park Drive
and Westpark Drive to provide a distinctive
pedestrian corridor linking the Local Town Center to
the Community Park and high school. The street
includes a secondary tree line behind the sidewalk
and on-street parking.

Figure 4-7 Standard Collector Street
Figure 4-8 Standard Collector Street Adjacent to Secondary Bike Trail Wetland Preserve
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-10 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Figure 4-10 Pedestrian Boulevard (Central Park Drive and Westpark Drive) Figure 4-9 Collector Located Adjacent to Detention Basin and Secondary Trail ROW
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-11 Pedestrian Streets
Pedestrian streets are a special class of standard
residential street with an enhanced pedestrian
corridor. The street type will enhance the pedestrian
and vehicular entry to a subdivision or village area,
such as where a street approaches a park or
neighborhood green. The pedestrian street includes
ten-foot-wide travel lanes and a Class II bike lane on
both sides. A six-foot wide planting strip and
sidewalk will be provided on both sides. In some
locations, an additional landscape strip may be
located behind the sidewalk on one side to provide a
twenty-foot (20') wide landscape corridor with a
secondary street tree canopy on one side of the
street as shown in Figure 4-11.

Residential Streets
The Plan Area includes two residential street
classifications. The standard residential street with
detached sidewalks will include a 33-foot right-ofway (back of curb to back of curb) with a twentyseven (27) foot wide paved section, curbs and a six (6) foot sidewalk. Figure 4-12 illustrates the
Standard Residential Street.

Minor residential streets with attached sidewalks
will have a forty-two (42) foot right-of-way
(measured from back of walk to back of walk) that
includes two travel lanes, a parking lane, and a fivefoot sidewalk on both sides. Figure 4-14 illustrates the Minor Residential Street.

Figures 4-8, 4-13, and 4-15 illustrate where
residential and collector streets are adjacent to an
open space area and incorporate a secondary multiuse trail in lieu of a standard sidewalk on the open space side. Parking is prohibited on the open space
side to allow additional space for the multi-use trail
and associated landscaping.

Figure 4-11 Pedestrian Street with Detached Sidewalk
ROW
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-12 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Figure 4-13 Standard Residential Street Adjacent to Secondary Trail in Open Space Figure 4-12 Standard Residential Street
ROW
ROW
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-13 Figure 4-15 Minor Residential Street Adjacent to Secondary Trail in Open Space Figure 4-14 Minor Residential Street
.

Open Space
Note: Vertical curb is required on all
street sections abutting open space,
parkways, pedestrian corridors, and
parks. Rolled curb and gutter with
monolithic sidewalk is an allowed
alternative adjacent to single family
residential uses.

ROW
ROW
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-14 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Collector
Street
Adjacent
to Basin
and
Secondary
Trail
Standard
Collector
Street
Adjacent to
Secondary
Trail
Standard
Collector
Street
Minor
Arterial
w/ parking
Minor
Arterial
Rancho Cordova
Parkway
Figure Number 4-9 4-8 4-7 4-6 4-5 4-4
Average Daily Traffic
(ADT) < 13,000 < 13,000 < 13,000 < 32,5001
. < 32,500 <32,500
Speed Limit 25-35
mph 25-35 mph 25-35 mph 35-45 mph 35-45 mph 45 mph
Number of Travel Lanes 2 2 2 4 4 4
Width (back-to-back of
curb) 29’ 29’ 43' 74' 74' 74'
Width (Total ROW) 34’ 29’ 43’ 89’ 74’ 74’
On Street Parking
Allowed No No Yes Yes2. No No
Parking Lane Width
(includes curb and
gutter)
None None 7.5' 8.5’ None None
Bike Lane Width (4' lane
plus 2.5’ gutter pan)
4' + 2.5’
gutter pan
4’ one side,
10’
secondary
trail
5' 4' + 2.5’
gutter pan
4’ + 2.5'
gutter
pans
' 4’ + 2.5' gutter
pan
Travel Lane Width 9’/10' 9'/10’ 9' 11' (12'
inside)
11' (12'
inside) 11' (12' inside)
Left-Turn Lane Width (at
intersections) 10' 10' 10' 10' 10' 10'
Striping Required Yes Yes Yes Yes Yes Yes
Raised Median (face-toface of curb) None None None 14' 14' 14' Sidewalk Width 5’
7' on one
side, 10’
secondary
trail
7' 7' 7' 7'
Detached Sidewalk
Required No Yes Yes Yes Yes Yes
Landscape Strip Width2. 6' min. 3. 6' min.3. 6'
15' incl.
sidewalk or
parking
15' incl.
sidewalk
25' incl.
sidewalk
Table 4-1 Summary of Street Standards
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-15 Minor Residential
Streets
Adjacent to
Secondary Trail
Minor
Residential
Streets
Standard
Residential
Streets
Adjacent to
Secondary Trail
Standard
Residential
Streets
Pedestrian
Streets
Pedestrian
Boulevard
Figure Number 4-15 4-14 4-13 4-12 4-11 4-10
Average Daily
Traffic (ADT) < 2,000 < 2,000 <7,000 < 7,000 <7,000 < 13,000 Speed Limit 25 mph 25 mph 25 mph 25 mph 25 mph 35 mph
Number of
Travel Lanes 2 2 2 2 2 2
Width (back-toback of curb) 28.5’ 32' 29.5' 33' 34' 61 Width (Total
ROW) 33.5’ 42' 29.5’ 33’ 34’ 61’
On Street
Parking Allowed
Yes, on
residential
No adjacent to
open space
Yes
Parking on
residential side
only
Yes No Yes
Parking Lane
Width (includes
curb and gutter)

7.5' 7.5' 7.5' 7.5' None 7.5'
Bike Lane Width
(4' lane + 2.5’
gutter pan)
None, 10’
secondary trail
adjacent
None None None 4' + 2.5’
gutter pan
5’
Travel Lane
Width 9'/9’ 8.5' 9'/10’ 9' 10' 11'
Left-Turn Lane
Width (at
intersections)
None None None None None 10'
Striping Required No No No No Yes Yes
Raised Median
(face-to-face of
curb)
None None None None None 14’
Sidewalk Width
5' on residential
side, 10’
secondary trail
5'
6' on residential
side, 10’
secondary trail
6' 6' 7’
Detached
Sidewalk
Required
No No
Yes on open
space, No on
residential
Yes, on open
space, No on
residential
Yes Yes
Landscape Strip
Width 2.
6', may be
reduced to 2’
adjacent to open
space
None
6', may be
reduced to 2’
adjacent to
open space
6'
20'option on
one side /12'
incl. sidewalk
6' min.

Table 4-1 Summary of Street Standards (continued)

1. Adjacent to alley loaded residential only.

2. Landscape widths may be reduced at pinch points.

3. City may require 6’ strip inside shoulder in-lieu of constructing one-half of a median on arterials and parkways.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-16 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022)

4.5 TRAFFIC CALMING MEASURES
Collector streets and residential streets may include
traffic calming devices to slow traffic and discourage
non-resident traffic in neighborhoods. The measures
also enhance the pedestrian experience, and thereby
encourage people to walk by slowing traffic and
provide shorter crossing distances at intersections.

The City has prepared a Neighborhood Traffic calming
Chapter 7 of the NTMP identifies approaches for
traffic calming in new neighborhoods. Please refer to
City of Rancho Cordova web page to obtain the
latest edition of the NTMP. The potential traffic
calming measures may include but are not limited to
the following examples.

4.5.1. Traffic Circles and Roundabouts
Traffic circles and roundabouts will be located at
selected intersections of collector streets and primary residential streets within the Plan Area. Figure 4-16
illustrates a typical, conceptual traffic circle design.

The specific design of these features will vary
depending on the local street configurations and
therefore, the design will be included in the tentative subdivision map and final map for the affected
subdivision. Such features will be developed at the
discretion of the project applicant and City Engineer
at the time of improvement plan approval.

4.5.2. Intersection Bulb-outs and Lane Width
Restrictions
Bulb-outs and lane width restrictions may be used at
residential street intersections to slow traffic within neighborhoods. Figure 4-17 illustrates a typical
intersection bulb-out design. The tentative
subdivision map and final map for the affected
subdivision will address location and specific design
of these features. Such features are not mandatory,
and the project applicant may develop them at their
discretion with review by city plan review staff and
the approval of the City Director of Public Works at
the time of improvement plan approval.

Figure 4-16 Typical Traffic Circle
F
Figure 4-17 Typical Bulb at Residential Street
Intersection
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-17

4.6 EMERGENCY RESPONSE ROUTES
The routing of major streets is constrained by the
natural open space areas and the high school/middle
school and community park complex that create
barriers to through streets. Thus, the routes for
emergency response are more constrained than
might otherwise be in a Plan Area of this size and
configuration. However, the major streets are
aligned in a modified grid such that all portions of the Plan Area are not more than one half (1/2) mile from
a major street. Interior streets, including collector
streets and primary residential streets, provide
relatively direct emergency access to the center of
each neighborhood.

The open space areas are directly accessible in most
instances from a public street that abuts the open
space.

4.7 PEDESTRIAN PATHWAYS, BIKEWAYS AND
TRAILS
The Rancho Cordova General Plan promotes a
bicycle-friendly community, where cycling is a viable
mode of transportation. To facilitate this goal, the
SCSP provides a safe, inviting, and convenient
network of bike paths and trails that connect
residential, commercial, employment, transit, and
recreational destinations.

The network includes a wide range of bike and
pedestrian paths, ranging from sidewalks adjacent to
all classes of streets, small pedestrian ways (paseos)
within neighborhoods, and informal bike paths along
the edge of open space areas. The SunCreek Parkway
is a major recreation trail that extends over three
miles through the heart of the Plan Area and
connects to the citywide trail network at each end.

Figure 4-18 shows the primary bike routes, secondary
trails (paseos), and Class II bike lanes.

Figure 4-18 also illustrates the planned configuration
of residential streets such that neighborhoods will be
designed and developed at a pedestrian scale,
generally less than ½ mile wide with less than a ¼
mile walk to a neighborhood center, usually a school
and/or park. The streets will be a modified grid
system with short block lengths for ease of
pedestrian and bicycle mobility.

Figure 4-23 illustrates the accessibility of residences to the primary bikeway trail system. Approximately
96% of all homes are within ¼ mile of the primary
trail system.

The alignment of bike trails that cross minor
residential roads and collectors shall vary from its
normal alignment swinging towards the centerline of
the paralleling street as the trail approaches the
intersecting street. The bike trail should connect with the handicap ramp at the curb return and cross the
intersecting street at the location of the crosswalk.

After crossing the intersecting street, the bike trail
would swing away from the street to its normal
alignment. Applicable bike trail design standards shall apply to all trails. The appropriate striping, signing
and bollards shall be used to warn the driving public
of the bike trail crossing.

4.7.1. SunCreek Parkway (Primary Bike Route)
The SunCreek Parkway is a major off-street backbone
trail system that ties the neighborhoods together and
connects them to the other key destinations within
the Plan Area and surrounding community. On-street
bike lanes and pedestrian friendly streets augment
the trail system to provide direct point-to-point
connections between key uses within the plan.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-18 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Figure 4-18, Primary and Secondary Trails Master Plan
Note: This graphic does not show additional Class II bike lanes on some local streets.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-19 The backbone trail system connects residents to
other major destinations such as schools, parks,
transit stops, shopping, and job locations. The
Parkway includes a portion of the planned citywide
master bike trail system that runs through the heart
of the Plan Area with connections to the surrounding
community.

The typical bike path along the SunCreek Parkway will
have a ten-foot (10') wide pavement section and twofoot (2') wide shoulders on both sides of the trail.

The portion of the SunCreek trail along the City’s
primary bike trail will have a 12’ paved section and
two-foot (2’) wide shoulders on both sides of the
trail.

Figures 4-20 through 4-22 illustrate the typical cross
sections for the primary trail in various conditions
found in the plan.

4.7.2. Bikeway Connections to the Regional
Bikeway
The SunCreek trails will provide a connection to any
future regional parkway along the Folsom South
Canal at the intersection of Kiefer Boulevard and
Sunrise Boulevard. As described in the Rancho
Cordova Bikeway Master Plan (March 2011) (p.5-1)
the connection to the citywide primary bike route will
provide additional connections to existing and
planned regional trail systems including the American
River Bike Trail at Lake Natoma and future potential
trails eastward along the Deer Creek drainage and
along Laguna Creek to the Cosumnes River.

4.7.3. Bike Route Major Street Crossings
Major bicycle and pedestrian trails will cross major
streets at specific locations throughout the Plan Area
illustrated in Figure 4-18. Grade separated crossings
over or under the roadway could occur at the general
locations depicted. The design of some at-grade
crossing will allow conversion to grade separated
crossings if deemed appropriate in the future.

Major arterial street intersections will require special center medians and safety islands at turning lanes to
provide a safe crossing for bicycles and pedestrians as illustrated in Figure 4-19. Lighting, signage, striping and colored, textured paving will enhance at-grade
crossings.

Similar at grade crossings may be located along
roadway links where there is no intersecting
roadway. This will provide continuity for major bike
and pedestrian routes that may not cross at street
intersection
Figure 4-19 Conceptual Arterial Street AtGrade Crossing Width Varies Width Varies
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-20 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022)

4.7.4. Greenway and Paseos
The SunCreek Specific Plan includes a network of
Landscaped Greenways, Paseos and Pedestrian
Promenades that connect to the backbone trail
system and enhance the pedestrian and biking
experience. Nearly all residences are less than ¼ mile
from this network, as shown in Figure 4-23.

Most of the greenways are adjacent to the open
space core and provide the route of the SunCreek
Parkway trail system through the center of the Plan
Area. Additional Paseos and Pedestrian Promenades
in key locations extend the reach of the backbone
trail system and provide more convenient access and
direct bicycle and pedestrian travel routes. The SCSP
establishes the general size and location of these
corridors, but detailed designs will be further refined with future tentative maps and improvement plans.

Site plans for mixed-use commercial centers that
include Paseo or Pedestrian Promenade shall include
such pedestrian ways as part of the design review
process. The associated landscaping and amenities
provide an attractive experience while taking into
account safety issues and minimizing water use and
maintenance costs.

4.7.5. Safe Walk to School Routes
The location of the schools and the design of the
street and pedestrian network is designed to
facilitate and encourage walking or biking to school.

Elementary schools are located in the center of
neighborhoods to shorten walking distance and
minimize major road crossings. Approximately 93% of
all residences are within ½ mile of an elementary
school. The schools are adjacent to primary
residential or collector streets that provide safe
connections to the surrounding neighborhood.

Figure 4-18 shows schools connecting to the
backbone trail system for easy access from
neighborhoods and safe crossing of major streets,
when necessary. Similarly, the high school / middle
school complex near the center of the Specific Plan
links to the backbone trail system for easy access.

Figure 4-20 Primary Trail Adjacent to Arterial Street and Open Space Note: Vertical curb is required on all
street sections abutting open space,
parkways, pedestrian corridors, and
parks.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-21 Figure 4-21 Secondary Trail Adjacent to Arterial Street and Commercial Land Use Figure 4-22 Primary Trail Adjacent to Arterial Street and Single-Family Residential Land Use
Width Varies
10’ 6
’
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-22 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Figure 4-23 Pedestrian Access to the Primary and Secondary Trails Master Plan ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-23

4.8 PUBLIC TRANSIT
The General Plan establishes transit as a key
component of the City’s Circulation Plan. Currently,
Sacramento Regional Transit District is the regional
transit provider that operates bus and light rail
service in and around Rancho Cordova.

The light rail transit (LRT) service parallels Folsom
Boulevard, connecting downtown Sacramento with
the City of Folsom, including transit stations in the
City of Rancho Cordova.

In addition to Regional Transit, the City initiated
transit services with the CordoVan service in the
Zinfandel Corridor in the summer of 2009. The City of
Rancho Cordova Mobility Master Plan identifies
Rancho Cordova Parkway and Sunrise Boulevard as
priority corridors that are critical transportation
connections. These corridors connect areas
throughout the city that are zoned for medium
residential, high residential, or commercial
development. Care needs to be taken in ensuring
that the design of these corridors support multimodal choices.

Figure 4- 24 Rancho Cordova Priority Corridors
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
I.4-24 APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) Shuttle services will provide access to neighborhoods
and businesses within the city and will connect to
Regional Transit’s Light Rail Gold Line. Proposed
regional services, coordinated with Sacramento
Regional Transit, will focus on future Enhanced
Transit routes and additional stations along the Light
Rail Gold Line.

Neighborhood shuttles (CordoVan) will feed both the
transit routes. Rancho Cordova Parkway through the
SunCreek Plan Area can accommodate such future
transit use. The site design concept for the
commercial use at the intersection of Rancho
Cordova Parkway and Central Park Drive will facilitate
transit-oriented development. Refer to Volume II:

Development Regulations, Section 1.6.10.

As the city grows, new routes will connect residential, commercial, office, and industrial areas. Potential
new transit series include “enhanced transit,” jitneys, trolleys/streetcars, and other services that connect to the existing system.

Potential bus transit routes in the Plan Area could be
located along Kiefer Boulevard, Rancho Cordova
Parkway, North Campus Drive and Americanos
Boulevard to provide connectivity to the major
activity centers in the Plan Area.

Figure 4-25 illustrates the ¼ and ½-mile walking
radius around anticipated transit stops in the
described routing. Under these conditions,
approximately 65% of all homes will be within ½ mile
of a future transit stop. The backbone trail system
will provide safe and direct access to the transit
stations from the remaining homes.

4.8.1. Bikeway Connections to Transit
The SunCreek backbone trail system depicted in
Figure 4-18 provides direct bicycle and pedestrian
connections between the neighborhoods and the
potential transit stop locations shown in Figure 4-24
and will feed the City’s planned Signature Transit
Route and Enhanced RT bus routes.

ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance

CIRCULATION
SunCreek Specific Plan
APPROVED December 2, 2013 (AMENDED OCTOBER 2018, January 2020, December 2022) I.4-25 Figure 4-25 Potential Transit Stop Locations
ITEM 15.1. ATTACHMENT 2 Exhibit A to the Ordinance