ATTACHMENT 2
landing (California Airport Land Use Planning Handbook, pg. 4-22). There is one regular flight path identified within 100 ft of the proposed project location. An aircraft on this flight path is not conducting an inner turning maneuver while flying near the project site. It has either taken off and then already aligned to its en route direction, or has not yet reached its final turning base to final landing approach where it would perform an inner turning maneuver. Therefore, the specific location will not present an excessive safety hazard as it would not be located in the flight path of small or large aircraft performing an Inner Turning Zone maneuver without those aircraft already deviating from a normal landing approach flightpath.
The State of California Department of Transportation Division of Aeronautics has created guidelines for the creation of safety zones around airports via the California Airport Land Use Planning Handbook (2011) (the “Handbook”). The Handbook generally describes Inner Turning Zones as extending 30 degrees off the center line of the runway, based on mathematical analyses of accident location data.
However, the Handbook notes these generic zones are a starting point as considerable judgment is required when creating zones for a particular airport and gives airports discretion for setting safety zone boundaries. The proposed use is located in a safety zone that is considerably expanded from the 30-degree minimum of nearly 45 degrees, in part to accommodate the one regular flight path noted in the paragraph above, which would not be making an inner turning zone maneuver over the proposed site. Nevertheless, the proposed site is similarly located on the very edge of Safety Zone 3. Adjacent parcels to the west are located in Safety Zone 6, which does not limit multifamily residential uses. If the Handbook guidelines had been more strictly followed the proposed project site would be located in Safety Zone 6. Considering these points, the proposed use would not create a new safety problem.
The proposed use is orderly when considered in relation to existing regional campus development serving veterans and homeless households. The proposed use is adjacent to other multi-family properties to the north with a similar residential dwelling intensity that were previously not located in Safety Zone 3 until the CLUP update in 2022. These adjacent properties to the north are permitted to go as high as 50 feet. This proposed use will match these similar existing uses, but maintain a lower maximum height of 45 feet, and will maintain existing trees on the proposed site that extend above 45 feet. Therefore, the proposed use will not create an additional safety hazard for low-flying aircraft.
The proposed use is also a valuable component that expands and adds missing services to the existing regional campus serving the needs of veterans and homeless households. This is consistent with and will significantly advance the Mather Field Specific Plan and its Planning Principals and Policies that emphasize cohesive campus development (Policy M-LU-13), the promotion of an attractive residential neighborhood (Principle 8), and promotion of components that reflect the area’s historical significance as a military airfield (Principal 9).
ATTACHMENT 2
The proposed project will serve very-low income homeless and disabled veterans with a priority of serving senior veterans aged 62+. This population is among the most vulnerable to health impacts among homeless populations. This proposed use would create safe, permanent housing with supportive services for this population, which has been proven to dramatically improve this population’s health outcomes. The specific location of the proposed use represents a unique opportunity because it is already owned by a public agency, Sacramento County.
One of the largest barriers to developing affordable housing is securing a site, whereas a project at this location will already have crossed that hurdle. The housing and services the proposed use will provide at this location will greatly reduce the current health and safety risks of the homeless and disabled veterans it will house and serve.
d. Finding: The Proposed Action is consistent with the purpose “…to protect the public health, safety, and welfare by ensuring the orderly expansion of airports…” Evidence: The proposed project is required to include an Avigation Easement prepared by the Sacramento County Counsel’s Office granted to the County of Sacramento, recorded with the Sacramento County Recorder, and filed with Department of Airports. The Avigation Easement will acknowledge the property location within the Airport Planning Policy Area and grant the right of flight and unobstructed passage of all aircraft into and out of the subject Airport. Therefore, the proposed project would ensure the orderly expansion of airport operations.
The Mather Airport CLUP was recently updated in 2022 and included expanded noise contours reflecting a theoretical capacity scenario extending beyond the planning horizon for the Draft Master Plan (2034), and similarly expands safety zones beyond the minimum dimensions in the 2011 California Airport Land Use Planning Handbook. It is unlikely that noise contours and safety zones will need to be further expanded in the foreseeable future that would put the proposed project into a more incompatible noise contour or safety zone. The proposed project would be compatible with the current noise contour and safety zone as evidenced by these findings 3.a-3.e. Since these noise contours and safety zones reflect the capacity growth scenario, the project would therefore protect the orderly expansion of the Mather airport up to its theoretical maximum capacity. e. Finding: The Proposed Action is consistent with the purpose “…to protect the public health, safety, and welfare by…the adoption of land use measures that minimize the public’s exposure to excessive noise and safety hazards within areas around public airports to the extent these areas are not already devoted to incompatible uses” (California Public Utilities Code Section 21670(a)(2)).
Evidence: The proposed use will be conditioned to include land use measures that will minimize excessive noise hazards, including notification to tenants that the proposed location is within an Airport Policy Area, meeting State Building Code Acoustic standards, and performing a post construction test to determine that
ATTACHMENT 2
internal noise levels meet the required standards, as described further in the findings above.
Analysis of the safety hazards to the proposed use at this specific location in Safety Zone 3, as described in the findings above, have found that this land use is appropriate for this specific site. There are minimal regular flight paths over the proposed location, and none of those are engaging in Inner Turning Zone maneuvers. Future flight paths conducting Inner Turning Zone maneuvers near this specific site are unlikely due to the greatly expanded size of this particular Safety Zone 3 and since the proposed location is located on the very edge of that zone.
The proposed use is an essential continuation of the adjacent campus dedicated to residential uses serving veterans and homeless households and is not creating a new incompatible use within this safety zone. The project will match these adjacent neighboring uses in height and intensity and the height of surrounding trees. Therefore, adoption of this conditional use permit for multi-family residential use will protect the public health, safety, and welfare and will minimize the public’s exposure to excessive safety hazards.
5709350.2
1 MATHER VETERANS VILLAGE PHASE 4
DIRECTION TO SUBMIT TO THE AIRPORT LAND USE COMMISSION
CityOfRanchoCordova.org
2 1. Present the Mather Veterans Village Phase 4 Project Overview and Conditional Use Permit Application
2. Present and Discuss the Mather Airport Land Use
Compatibility Situation
3. Receive Direction from the City Council on Whether to Submit the Proposed Action and Findings to the Airport
Land Use Commission
GOALS FOR THIS PRESENTATION
3 • In 2021 Council directed staff to look for opportunities to continue additional phases of the completed Mather Veterans Village • Staff issued a Request for Proposals in July 2022 for veterans focused affordable housing on two sites adjacent to the Mather Veterans Village • In October 2022 the city selected the proposal from Mercy Housing California and Nation’s Finest for two projects, Mather Veterans Village Phases 4 and 5
MVV PHASE 4 PROJECT BACKGROUND
4 Key project details:
• 70 units of multifamily
apartments
• 58 1-bedroom, 12 2-
bedroom
• Homeless and disabled
veterans or homeless
families
• Senior veterans 62 and
older a priority
• 50% Area Median Income
MVV PHASE 4 PROJECT OVERVIEW
North
5 Key project details:
• 4,000 square foot
community building
• Central courtyard and
shared patio
• 3 Density Bonus
Incentives requested:
• Height limit increase
to 45’
• Parking Reduction to
35 spaces
• Setback reduction
from 13’ to 10’
MVV PHASE 4 PROJECT OVERVIEW
6 Project Funding Secured:
• $2,000,000 American Rescue Plan Act– City of Rancho Cordova • $3,000,000 American Rescue Plan Act – Sacramento County • 70 Project Based Vouchers – Sacramento Housing and Redevelopment Agency • $1,000,000 Community Project Funding – Congressman Ami Bera • Land Contribution – City of Rancho Cordova/Sacramento County • *$467,000 Permanent Local Housing Allocation – City of Rancho Cordova (*May 20 request) MVV PHASE 4 PROJECT FUNDING
7 CONDITIONAL USE PERMIT APPLICATION
• Project Zoning: Mather Field Specific Plan - Business Professional (2003 Sacramento County Zoning Code)
• Multifamily Family residential requires a conditional use permit in this zone • Proposed use will add diverse housing stock, serve a special needs population, leverage the Veteran’s Administration Medical Center and public transit • Redevelop a vacant and underutilized parcel to improve the neighborhood, and include dedicated on-site property management to maintain and operate the property • Will be conditioned to meet the city’s design guidelines, all applicable landscaping, lighting, and other city design requirements – consistent with surrounding uses, heights, setbacks • Approval would not be detrimental to the surrounding neighborhood and has been conditioned to minimize any potential impacts the residential use may have • CEQA exempt – Consistency with Community Plan, In-Fill Development, Affordable Housing
8 AIRPORT LAND USE COMPATIBILITY
The project is located within the
Mather Airport Land Use
Compatibility Plan (ALUCP) area
• The Airport Land Use
Commission (ALUC) makes a
determination of compatibility
• Project is incompatible due to:
1. Location in Safety Zone 3
2. Within 60-65 CNEL
(Community Noise
Equivalent Level) noise
contour
9 AIRPORT LAND USE OVERRULE PROCESS
The City Council may overrule the ALUC determination by following the process in CA Public Utilities Code Section 21676(b)
Steps:
1. City Council directs staff to submit the Proposed Action (approval of the CUP) and Findings to the ALUC and Caltrans, 45 days prior to taking final action
2. The Findings must show the project is consistent with the purposes of Public Utilities Code Section 21670 regarding the protection of public health, safety and welfare in areas surrounding airports
3. The ALUC and Caltrans have 30 days to submit advisory comments
4. The City Council includes the ALUC and Caltrans comments received into the final overrule action and adopts the Proposed Action and Findings by a two-thirds vote (4 out of 5) *Overruling the ALUC releases the airport operator from any liability to property damage or personal injury on the project site caused by airport operations
10 AIRPORT LAND USE OVERRULE PROCESS
The project must make findings of consistency with the five purposes of Public Utilities Code Section 21670 The Proposed Action:
1. Provides for the orderly development of the airport
• The project meets applicable zoning regulations, development standards, tenants will be notified that the project is within an Airport Policy Area
2. Promotes the overall goals and objectives of the California airport noise standards • The project will provide minimum noise insulation to 45dB, and conduct post construction indoor noise testing
3. Prevents the creation of new noise and safety problems • The project location is not applicable to the typical operations and concerns within Safety Zone 3
4. Ensures the orderly expansion of airports
• The current ALUCP reflects the theoretical maximum capacity airport operations
5. Minimizes the public's exposure to excessive noise and safety hazards • The project provides critically needed housing to a homeless population at very high risk of negative health impacts due to homelessness
11 STAFF RECOMMENDATION AND NEXT STEPS
Recommendation: Direct staff to submit the Proposed Action and Findings to the Airport Land Use Commission and Caltrans
If so directed, staff will:
• Submit the Proposed Action to the ALUC and Caltrans to start the 45 day clock and return to City Council in June for the final overruling action
• Continue to work with Sacramento County on the land conveyance and transaction in June • Continue to work with the Development Team to prepare the project for design review and a July tax credit application
• Return to the City Council for additional actions related to the execution of this project
12 PROJECT NEXT STEPS
13 THANK YOU
COMMENTS AND QUESTIONS?
CityOfRanchoCordova.org
MEMORANDUM
City Council Staff Report - Page 1 of 2
ITEM 20.2.
DATE: May 6, 2024
TO: Honorable Mayor and Council Members
FROM: Darcy Goulart, Planning Manager
SUBJECT: PLANNING COMMISSION AT-LARGE MEMBER NOMINATION AND
SELECTION
RECOMMENDATION
Nominate and make a motion to approve two (2) At-Large Planning Commission Members with terms that will expire in December 2026.
RESULT OF RECOMMENDED ACTION
City Council nomination and vote on the two (2) At-Large Planning Commission Members would fill the seats that were vacated by previous members. The terms of these two At-Large Members would expire in December 2026.
BACKGROUND
Due to the resignation of both of the At-Large members in the past seven months, the Planning Commission is currently made up of only five (5) of the required seven (7) members. When a seat is vacated, an application period of three weeks is required and all applications received are provided to the City Council for review and consideration for possible nomination to fill the vacancy. Vacancies are also filled for the unexpired portions of the terms. The two vacant positions have a term expiration date of December 2026.
APPLICATIONS
The City opened up the application process on two separate occasions and received a total of three (3) applications for the two vacant positions. All three applicants meet the minimum required qualifications, which are:
1. Must be 18 years of age.
2. Shall not be an elected or appointed official of another public entity whose jurisdiction includes any part of the City.
3. Shall reside within the incorporated boundaries of the City of Rancho Cordova.
The City Council recently added the additional desired qualification to have professional experience in a field closely related to development, such as land use or environmental planner, surveyor or engineer, designer, architect, building contractor or other closely related professionals. All three applicants have various professional backgrounds or experience that
City Council Staff Report - Page 2 of 2
would fit within the desired qualifications. The At-Large applications and resumes are included as Attachment 1. Staff has also included a map (Attachment 2) that depicts what neighborhood each current Planning Commissioner resides in and where the applicants reside. This was a reference provided when the City Council selected the seven-member Planning Commission in April 2022 and therefore, is being provided again.
SUMMARY
Staff is requesting that the City Council nominate and make a motion to approve two (2) At- Large Planning Commission Members with a term that will expire in December 2026.
FISCAL IMPACT AND FUNDING SOURCE
There is no fiscal impact.
ATTACHMENT(S)
1. At-Large Member Applications
2. Planning Commission Applicants
From: City of Rancho Cordova
To: Planning Services
Subject: *NEW SUBMISSION* Planning Commission Application Date: Wednesday, November 1, 2023 11:05:57 PM
Planning Commission Application
Submission #: 2800090
IP Address:
Submission Date: 11/01/2023 11:05
Survey Time: 32 minutes, 12 seconds
You have a new online form submission.
Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.
Full Name
Elliott R.. Stevenson, Esq.
Home Address
Email Address
Date of Birth
Home Phone
Cell Phone
Occupation
Attorney At Law
Do you reside within the incorporated boundaries of the City of Rancho Cordova? Yes
Are you currently serving as an elected or appointed official of another public entity whose jurisdiction includes any part of the city? If so, please state the entity and your role.
No.
If selected, will you be able to attend evening meetings regularly and devote the time necessary to fulfill your duties as a member, including yearly training that may require travel? Yes.
The following questions will assist the City Council with evaluating your application and learning more about ITEM 20.2.
ATTACHMENT 1
your interest in becoming a Planning Commissioner.
In several paragraphs, please describe why would you like to be a planning commissioner. Please be as detailed as possible.
I would like to be a Planning Commissioner for the City of Rancho Cordova for many reasons, but I will highlight the two main influential aspects. The first reason is that I am a man of service, and I would like to serve my community.
The second reason is that I would like to be involved in the planning of a dynamic city that I have grown up in and have witnessed it’s many changes. I consider myself a service-based man who loves to serve and is most fulfilled when I have a purpose. My family comes from a long line of servicemen. My paternal grandfather served in the U.S.
Navy for more than 20 years. My maternal grandfather served in the USAF for more than 20 years. My father served in the U.S. Navy as a dentist. Coming from that line of tradition I decided to continue serving our country, and specifically the State of California by earning my commission in the California State Guard. Currently, I am a First Lieutenant JAG officer with the duty of assisting service men and women with estate planning prior to deployment.
My desire to be of service is strong, and I believe that serving on the planning commission will allow me to serve in a new and exciting way. The second reason that I would like to be a Planning Commissioner is that I was raised in Rancho Cordova and have seen it’s many changes over the years. I believe that I can offer a point of view that is unique. While growing up here, I attended Cordova Meadows Elementary School and Mills Middle School. After the 8th grade, my mother bought a home in Roseville, so the family relocated. However, I vowed to return to the city one day. The reason that I came back is that I wanted to help. I still remember going to the BX on Mather AFB, the Mills Little League parade, and Cordova Lanes. I think that Rancho Cordova has a lot to offer its citizens and the Sacramento Metropolitan Area. I would like to be a part of something important and part of a team that has proven success and positivity.
In several paragraphs, describe your interest and involvement in your neighborhood and the community as a whole. Please be specific and include examples.
I have been involved in my neighborhood and in the community in several different ways. The first and most important is being involved in my children’s education. I have one daughter at Cordova High School and one son at Williamson Elementary School. I am a part of the PTA at both of their schools. I have also donated school supplies and I participate in the community give-back program at the local Staples on Sunrise Boulevard. Together with a gentleman who used to be my little league coach at Mills Middle League, I founded a non-profit named, “I Love Rancho Cordova”. Our goal is to support the local elementary schools by donating school supplies. We also hope to establish an after-school program at either Mills Middle School or Mitchell Middle School. In the meantime, we have mentored several young men enrolled at Mitchell Middle School. I volunteer and donate to an annual BBQ hosted by the O.K. Program, a program of which I was a part of during my time at Cordova Meadows and Mills. The BBQ is usually at either Hagan Park or at Cordova High School and it acts as a reunion for numerous individuals associated with the City of Rancho Cordova. I have been a member of Saint John Vianney Catholic Church on Coloma Road since the late 1980’s and have donated time and volunteered at various events over the years. Most notably, I volunteered at their annual crab feed. For the past three years I have donated a Thanksgiving dinner to a family in need. I volunteered to coach my son's little league baseball team during his T-Ball year at Rancho Cordova Little League. My interest in the neighborhood and community is strongest in the Coloma Road area. My law office is located on Lincoln Village Drive and I offer paid and pro bono services for those in need from the City of Rancho Cordova, specifically. I have volunteered at the Capitol Air Show numerous times being a security guard on the flight line. Owner of Adopt-A-Highway locations on U.S. 50 East and West.
In several paragraphs, what do you like best about being a resident of the City of Rancho Cordova? Please be specific and include examples.
I like so many things about being a resident of the City of Rancho Cordova, it is hard to narrow it down to just one aspect. One of the best parts of being a resident of the City of Rancho Cordova is the ability to be a part of the history and tradition. My family came to the city in the 1960's when my grandfather was stationed at Mather AFB.
My mother, aunts, and uncles attended elementary, middle, and high school here in Rancho Cordova. I have heard many stories over the years about Rancho Cordova's past. I feel blessed that now I am experienced and educated enough to give something back to the city and to make my own mark. Aside from the intrinsic values, one of my ITEM 20.2.
ATTACHMENT 1
favorite parts of the city is the American River. There is truly nothing like it in the Sacramento region. I like to just hang out by the water, or take a float during the 100 degree weather. My kids especially like to walk down by the banks and see the fish and the wildlife. Another aspect I love about the city is the culture and diversity. In the area that I am in, as you may well know, everyone comes from their various elementary schools, on to the two middle schools, and then on to Cordova to become Lancers. I love the comradery that is built during that process. I also love all of the different ethnic backgrounds that the city has to offer. The other great part about the city is that it also offers new construction and new businesses for those interested in something new. I appreciate the older part of Rancho Cordova, but also I appreciate the new areas as well. Although I do not live in the newer area, I am fond of the new growth and opportunity there. I also like the availability of the Light Rail system here. I used to commute to and from downtown Sacramento every day prior to becoming an attorney. It was beneficial to be able to ride the train to avoid traffic and parking. The last thing that I like the best about the city is the hard work ethic that is instilled here.
Attach a copy of your resume.
Elliott R. Stevenson Resume.pdf
I declare, under penalty of disqualification and termination, that all statements in this application are true and complete to the best of my knowledge.
Applicant's Signature
Elliott R.. Stevenson, Esq.
Date
11/01/2023 12:00 AM
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.
ITEM 20.2.
ATTACHMENT 1
Elliott Stevenson, Esq.
Attorney at Law
PROFILE
Results based, effective and passionate advocate. Dedicated, compassionate and motivated.
EXPERIENCE
Associate Attorney — Abramson Labor Group
2023 — Present
Workers’ compensation applicant’s attorney.
Founder — I Love Rancho Cordova
2022 — Present
President of a 501(c)3 with the goal of educational support and city pride.
Owner — The Stevenson Law Office
2021 — Present
Solo practitioner.
1st Lieutenant Judge Advocate — California State Guard
2021 — Present
Responsible for preparing various documents for soldiers prior to deployment.
Chief Financial Officer — The Jerry Manuel Foundation
2016 — Present
Legal compliance with non-profit local, state, and federal laws.
Board of Directors — Sacramento Masonic Building Association 2016 — Present
Legal affairs, public relations, and office management Director.
Analyst — California Department of Transportation
2008 — 2018
Legislative affairs liaison and budget analyst.
VOLUNTEERISM
California Department of Transportation — Adopt-A-Highway Program 2021 — Present
Two trash removal sites. One located on U.S. Highway 50 East between Mather Field Road and Zinfandel Road, and one on U.S. Highway West between Sunrise Boulevard and Zinfandel Drive.
EDUCATION
California State University Sacramento, Bachelors of Arts — 2008 Lincoln Law School of Sacramento, Juris Doctorate — 2016 ITEM 20.2.
ATTACHMENT 1
BAR ADMISSIONS
California Supreme Court — 2021
United States District Court, Eastern District of California —2022 United States Court of Appeals, Ninth Circuit — 2022
MEMBERSHIPS
American Bar Association
California Lawyers Association
Sacramento County Bar Association
Wiley Manuel Bar Association of Sacramento
National, California, and Sacramento Association of Realtors California State University, Sacramento, Alumni Association Kappa Alpha Psi Fraternity, Inc.
Prince Hall Free and Accepted Masonry
ITEM 20.2.
ATTACHMENT 1
From: City of Rancho Cordova
To: Planning Services
Subject: *NEW SUBMISSION* Planning Commission Application Date: Friday, November 3, 2023 10:40:08 AM
Planning Commission Application
Submission #: 2803087
IP Address:
Submission Date: 11/03/2023 10:40
Survey Time: 36 minutes, 49 seconds
You have a new online form submission.
Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.
Full Name
Tegan Knifton
Home Address
Email Address
Date of Birth
Home Phone
Cell Phone
Occupation
Regional Workforce Development Manager
Do you reside within the incorporated boundaries of the City of Rancho Cordova? Yes
Are you currently serving as an elected or appointed official of another public entity whose jurisdiction includes any part of the city? If so, please state the entity and your role.
Board Member, Community Enhancement & Investment Fund Citizen Oversight Board If selected, will you be able to attend evening meetings regularly and devote the time necessary to fulfill your duties as a member, including yearly training that may require travel? Yes
The following questions will assist the City Council with evaluating your application and learning more about ITEM 20.2.
ATTACHMENT 1
your interest in becoming a Planning Commissioner.
In several paragraphs, please describe why would you like to be a planning commissioner. Please be as detailed as possible.
Council Members, I am grateful for the opportunity to be considered for the open Planning Commission seat. I have been a Rancho Cordova resident since 2010 and while I was born and raised in Carmichael, where the rest of my extended family has lived since the 1940’s and continues to reside, I have fallen in love with Rancho Cordova and intend to remain a Rancho Cordova resident for years to come. I believe that in order to create positive and lasting change, and to make a difference, we have to get involved. A seat on the Planning Commission means an opportunity to help shape what the City will look like in another 20 years, and is a way to use my knowledge, skills, expertise, and experience to give back to the City. As a resident with children attending Navigator Elementary, Mitchell Middle School, and Cordova High School, I am deeply embedded in our community through the school system and want Rancho Cordova to be a place my children love as much as I do, and where they are proud to call their hometown. I’d like to be a Planning Commissioner because of my passion for economic development and ensuring equitable opportunities for our residents. A role on the Planning Commission will allow me to offer a unique voice and perspective, representing women, parents of school-aged children, and a complimentary and diverse combination of experience with businesses of all sizes as well as non-profit organizations. It’s also important to demonstrate to my family, friends, and community that we must be involved where we work, live, learn, stay, and play. Rancho Cordova has offered so much to the community with the organizations and resources we have, but I believe there is more we can do. I want to be part of shaping Rancho Cordova into the City we intend to be, as a vacation destination, a technology and innovation hub, and as THE place people in the region want to live.
In several paragraphs, describe your interest and involvement in your neighborhood and the community as a whole. Please be specific and include examples.
My interest and involvement in the community has been extensive. I am an active resident of Somerset Ranch, having applied for micro grants on behalf of my neighborhood for 4th of July and Halloween events, supported by Measure H. I have served on Navigator Elementary’s PTA board, School Site Council, FCUSD District Advisory Council and Budget Advisory Councils, and Mitchell Middle School’s PTSO and Music Boosters. I served for two years on the Sacramento Children/s Museum board of directors and currently serve as board president of the Community Enhancement and Investment Fund Citizen Oversight Board (my term will end next year). I actively attend River City Christian, having been a member for years, and am intentional about supporting Rancho Cordova businesses with my time and dollars. I have been involved in the City’s Development Services Team and weekly meetings since its inception, offering prospective business owners an opportunity to connect with a variety of departments at once, making the process easier and ensuring our businesses are well informed and well connected. In addition to regularly participating in Kids Day in the Park, I-Fest, the PAL Holiday Run, State of the City, the summer concert series, and more, my kids are also actively involved. This year one of my daughters participated in a Speech & Debate course offered at City Hall through the Suvhida Foundation, a Youth Environmental Leadership camp at Splash, and PAL Digital Forensics camp at the Youth Center. My son volunteered over the summer with the Sierra Service Project, making improvements to homes in Rancho Cordova through Day of Service and participated in a Summer at City Hall internship opportunity. Two of my kids swim for the Cordova Blue Marlins swim team, have been members of a Rancho Cordova Girl Scout troop for six years, and we all regularly visit the MACC for classes and art shows. We are Rancho proud.
In several paragraphs, what do you like best about being a resident of the City of Rancho Cordova? Please be specific and include examples.
What I like best about being a resident of Rancho Cordova can be summarized into two things: first, the sense of community and loyalty that exists in Rancho Cordova, and second, the diversity. I tell people all the time that regardless of how well the team is playing that year, there is nothing like a Cordova High football game. The community pride and support is unmatched. You hear stories like how there is a custodian at Cordova who graduated from the school and has worked there now for decades, and those stories are not unique. People stay in Rancho because they love Rancho. I also tell friends and family all the time that living in Rancho Cordova and sending my kids to our public schools has offered them a variety of experiences and access to knowledge they ITEM 20.2.
ATTACHMENT 1
wouldn’t have been able to get in many other places in the region. We celebrated Halloween with our neighbors on Tuesday, Dia de los Muertos in their classrooms and at the Children’s Museum on Wednesday, and will attend the Diwali Celebration of Lights this weekend–where else can you be immersed in, and learn to appreciate, that richness of cultural experiences in one week? That is the beauty of living in Rancho Cordova, and that will lead to this next generation changing the world because of their understanding, compassion, empathy, and knowledge of different ideas and perspectives. I wouldn’t trade it. Okay, and I’m completely honest, I’d be remiss to leave out the Barrel District. If you want to learn more, or discuss further, you can find me any Saturday night at Log Off for music bingo, JJ Pfister on Wednesdays for trivia, and Drink EEZY any other night of the week reading a book and enjoying a glass of wine. Cheers!
Attach a copy of your resume.
Resume.docx
I declare, under penalty of disqualification and termination, that all statements in this application are true and complete to the best of my knowledge.
Applicant's Signature
Tegan Knifton
Date
11/03/2023 12:00 AM
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.
ITEM 20.2.
ATTACHMENT 1
TEGAN KNIFTON
____________________________________________________________________________________
EXPERIENCE
Economic & Small Business Development Senior 3/2023 – present SMUD Sacramento, CA
• Serving in a leadership role representing the region’s Zero Carbon workforce needs to the community and regional, state, federal and/or utility workforce initiatives. • Plan, organize, budget, and manage SMUD regional workforce development program resources and outreach activities, and pursue and collaborate with Sacramento area City and county agencies and community organizations to establish and leverage Sacramento area workforce development programs and collaborate on use of resources, including non-SMUD resources, such as funds and grants.
• Ensure a SMUD leadership and partnership role in Sacramento area workforce development by establishing and maintaining effective working relations with local and state workforce development organizations; pursues and maintains relations with local community organizations and community leaders; and participates as one of SMUD’s primary representatives in various workforce development forums and agencies.
• Acts as a primary point of contact for community-based organizations by establishing and maintaining personalized business relationships, identifying customer issues and needs, and proactively developing strategies to deal with unique and diverse challenges; coordinates communications between ethnic and community-based organizations and SMUD departments, management, executive management, and Board of Directors.
• Collaborate with organizations at the C-suite level, community leaders, and politicos to improve the region’s Zero Carbon workforce through collective impact; build capacity of individuals, families, neighborhood and broader communities to advocate on their own and achieve collective outcomes. • Administer the department budget by participating in planning, monitoring and revising partnerships, work plans, expenditures and assignments.
• Negotiate, review and recommend partnerships, sponsorships, contracts, and other written commitments; perform strategic analysis of how customer needs match SMUD priorities, and industry and community trends.
• Monitor, interpret and communicate to SMUD management community and industry patterns and trends, understand the political implications of situations and events pertaining to regional workforce development; analyze community and market changes and/or community or industry developments to determine new business and partnership opportunities; seek new channels for customer feedback. • Plan and prepare grant proposals for federal, state and other funding sources and conducts research to identify potential funding sources.
• Provide support and monitors results that contribute to achieving SMUD’s regional workforce development strategy objectives. Understands SMUD’s business and future regional workforce needs related to Zero Carbon jobs.
ITEM 20.2.
ATTACHMENT 1
• Manage and guide work activities associated with CMC workforce development programs in accordance with established task objective and schedule as outlined in project plans and/or contracts, including grants.
• Provide support and monitors results that contribute to achieving CMC’s workforce development strategy objectives. Understands CMC’s and the region’s business and future workforce needs. • Participate in task forces, coalitions and other regional meetings throughout the greater Sacramento area; advise stakeholders on SMUD’s programs and work collaboratively to prioritize regional workforce development needs and link to and/or align with existing or ideate/propose new CMC programs.
Supervisor, Strategic Account Management 12/2016 – 3/2023 SMUD Sacramento, CA
• Provide direction to a team of Strategic Account Advisors in complex customer interactions, rate negotiations, customized solutions, and ongoing relationships. Ensure the customer relationship is deepened through outcome-oriented, comprehensive account planning and successful plan execution. Maintain a portfolio of the highest level of key customers, navigating upgrades to distribution and transmission systems and successfully facilitating mutually beneficial partnerships. • Developed and implemented SAA metrics, monitored employee performance, provided timely feedback and took corrective action as required. Provide guidance and mentorship to direct reports, peers, and others in the department. Ensure continued professional development of employees using available internal and external resources.
• Established direct, ongoing, professional relationships with C-suite and decision-making leaders and staff with key customers from grocery, retail, hospitality, and property management segments within SMUD. Assumed responsibility for determining and responding to commercial customer needs.
Navigated and understood customers’ internal political structure, specifically at the executive level, and attended customer meetings, presentations, focus groups, and service projects where beneficial.
My role as the customer’s trusted advisor includes influencing senior leaders in the areas of strategic sustainability planning, community engagement and partnerships, assisting with process improvement that includes strategies for encouraging employee behavioral change. Customers include C-suite executives from organizations that include Raley’s, Safeway, DOCO, the Sawyer Hotel, and the Sacramento Kings.
• Increase participation in new and existing SMUD services, coordinated requests for services with responsible departments and initiated new service programs based on in-depth analysis of customer needs, most recently in the Multifamily property management sector as it relates to SMUD’s 2030 Zero Carbon Plan.
• Act as a subject matter expert in Rates, Energy Services, Customer Services and Billing, Energy Operations, and Distribution Services for Retail, Property Management, Multifamily, and Hospitality key customers. Additionally, resolve various customer-related policy and service issues reported through management pertaining to aforementioned areas.
• Represented Commercial Delivery in the Commercial Rate Restructure (CRR), receiving a Power Done Right award for Q1 2022; effectively led a team of SAA’s and my portfolio of customers through the CRR with zero customer complaints or escalations.
• Work with internal teams to ensure operational efficiencies and service levels exceed customer expectations through strong customer service orientation, with excellent follow through.
• Work with electrical and general contractors to smoothly navigate customer projects and promote SMUD programs and services, including SEED and Sustainable Communities offerings.
ITEM 20.2.
ATTACHMENT 1
• Develop, propose, negotiate, and implement sponsorships, contracts, and MOU’s. • Support SMUD efforts with respect to community involvement by participating regularly in community service activities and organizations, including Board service for the Sacramento Children’s Museum.
• Employ change management techniques and best practices to ensure employee engagement through a department realignment, maintaining a seamless customer experience, most recently through a reorganization and change in primary CRM from SalesLogix to SAP Sales Cloud.
• Planned, coordinated, and implemented the first Commercial Blitz, including developing targeted marketing materials and messaging for SAA’s to share with customers. This activity encouraged engagement across all Commercial Delivery teams, requiring collaboration across segments.
• Created and implemented email and physical marketing campaigns to share messaging with targeted customers around outage preparation, customers’ Annual Relationship Summaries, and segment- specific leave-behinds for the food service segment.
Supervisor & Senior CSR, Contact Center 12/2011 – 12/2016 SMUD Sacramento, CA
• Developed, implemented, and evaluated performance measures, application, planning and evaluation for Contact Center CSR’s in alignment with SMUD 3.0 Competencies that included Average Handle Time, First Call Resolution, and Quality Assurance.
• Served as the main point of contact for achieving all Contact Center Safety targets. • Supported process improvement through participation in journey mapping, business process mapping, and decision-making meetings for Payment Arrangements and Web Moves. Identified opportunities for process improvement, operational efficiency, and improved data governance, and initiated and implemented change.
• Demonstrated ability to work with and support cross-functional project teams, including Grid Assets, Commercial Delivery, Marketing, and others.
• Utilized project management tools, techniques, and methodologies to initiate, deve lop, and implement process improvement across Customer Operations for Law Enforcement Information Requests.
• Maintained a focus on customer experience excellence through the Customer Experience Guiding Principles.
• Gained experience with Work Force Optimization tools such as Work Force Management, Quality Assurance, Interactive Voice Response, Self Service Web and Mobile technologies, and Exception Management.
• Prioritized and coordinated daily, weekly, monthly, and annual tasks to complete projects within deadlines.
• Initiated and implemented process improvement for the EnergyHelp program through the BTSR, working collaboratively with Customer Solutions and IT. • Demonstrated effective Interpersonal Savvy as the Key Campaigner for the Contact Center in the 2013 Combined Charities campaign, increasing giving and participation 300% over the prior year. • Provided Customer Experience Excellence through SMUD’s telephone customer service channel to both peers and customers, deescalating calls pertaining to sensitive subjects throughout the Smart Meter roll out.
ITEM 20.2.
ATTACHMENT 1
Branch Manager/Business Specialist 6/1999 – 8/2001, 5/2005 -12/2011 Washington Mutual Bank – JPMorgan Chase Sacramento, CA and Spokane, WA • Opened two new build branches in Elk Grove, CA and successfully executed business strategies that led to record setting profitability among new branches. Hired, trained, evaluated, and supervised staff for branches of up to 16 employees.
• Effectively partnered with community leaders to drive business and create lasting professional relationships and equitable banking and lending opportunities with customers in Elk Grove and Spokane, and the surrounding areas, including those within disadvantaged and underserved communities.
• Worked to provide strategic, operational, and fiscal leadership while working to reach the company’s long-t
erm goals and maintain organizational vision.
• Leveraged change management practices and methodologies to affect sustainable cultural change at the branch level during JPMorgan Chase’s acquisition of Washington Mutual. • Worked collaboratively with loan, business, and investment teams to guide development for client growth with a focus on equitable access for minority-owned, women-owned, and veteran-owned businesses.
• Utilized principles and techniques of research and analysis to identify opportunities for efficiency in staffing, effectively utilizing FTE to decrease costs and increase profitability. • Managed contracts with vendors such as Garda, ADP, Siemens, Paychex, the Federal Reserve, and Deluxe to ensure compliance with all rules and regulations.
EDUCATION/CERT
IFICATIONS
BS, Kinesiology, California State University, Sacramento California Preliminary Credential
MS, Organizational Management, University of Arizona
U.S. Chamber Talent Pipeline Management Program Certification
ACHIEVEMENTS
• Leadership Rancho Cordova alumni, class of 2016
• Sacramento Children’s Museum Board of Directors, January 2016 to January 2018 • Proficient in Microsoft Office applications, including Word, Excel, Outlook, Teams and PowerPoint • Recognized with SMUD’s 2018 “Spirit of SMUD” award for community involvement in 2017 • Western Energy Institute’s Business Acumen for Emerging Leaders graduate, class of 2019 • Mentor for the 2020/2021 WEI Business Acumen for Emerging Leaders program • Board chair, Rancho Cordova Community Enhancement Fund Oversight Board, 2020-current • Folsom Cordova Unified School District Advisory Council & Budget Advisory Committee member, 2020-2022
• SMUD Power Done Right award in Q1 2022 for work on the Commercial Rate Restructure ITEM 20.2.
ATTACHMENT 1
• SMUD Power Done Right award in Q4 2022 for creating the Mentoring Program • SMUD Power Done Right award in Q1 2023 for Storm Response • SMUD Women’s Employee Resource Group board member, 2019-current ITEM 20.2.
ATTACHMENT 1
ITEM 20.2.
ATTACHMENT 1
ITEM 20.2.
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ITEM 20.2.
ATTACHMENT 1
DAVE HUHN, P.E.
SUMM
ARY: A dynamic individual with a strong record of achievement. Extensive work experience in a wide variety of HVAC and Plumbing projects. Highly motivated, intuitive and effective at customer relations. Highly proficient in managing people, time and resources for maximum productivity and efficiency.
WORK EXPERIENCE:
Peters Engineering (Sacramento, California) 2016-2020
Engineering Manager
Responsible for procuring new clients, maintaining existing clients, acquiring contracts, managing work load, mentoring employees and delegating responsibilities.
Specific responsibilities include:
• Meeting with potential clients and offering expertise to develop solutions to meet their specific needs.
• Developing fee proposals and negotiating with clients. • Reviewing design drawings and specifications.
• Working with staff designers and engineers towards constant improvement. • Responding to AHJ reviews and comments to acquire building permits. • Providing final sign-off for completed projects.
• Final review and approval of submittals and responding to RFI’s. • Attending regular site meetings to review construction quality. • Assuming full responsibility for projects.
California State University (Sacramento, California) 2007-Present
Adjunct Professor CM 136 - Principles of Mechanical, Electrical & Plumbing Responsible for the development of the curriculum and maintaining full accreditation for the School of Construction Management. Specific responsibilities include:
• Authoring an annual syllabus in conjunction with a self-developed curriculum. • Working with the University Faculty to define Specific Learning Outcomes. • Delivering regular class lectures to as many as 60 students each semester. • Assigning and evaluating homework assignments.
• Writing and grading test materials and maintaining records. • Interviewing with accreditation boards to gain and maintain our credentials.
Consistently received high marks (93 to 97%) as determined by student questionnaires and interviews.
Glumac (Folsom, California) 2012-2016
Senior Project Engineer
Responsible for the design, construction and profitability of high-level HVAC projects with a primary focus on the Tech Sector:
• Working with corporate managers to develop scoping documents. • Managing a design team to deliver complete Construction documents and meeting specific benchmark deadlines.
• Providing mentoring for new hires.
• Developing design standards for clients (Intel, Amazon, etc.) • Coordinating work load with the Shanghai office.
ITEM 20.2.
ATTACHMENT 1
Capital Engineering Inc. (Rancho Cordova, California) 2007-2011
Senior Project Engineer
Team Leader for the coordination and design for the construction of HVAC projects that fall outside of the existing four-team model. The fifth team was responsible for all projects that were not related to Health Care, Education or Civic:
• Coordinating team efforts with the principals for the development of specific market sectors.
• For one year, managing the Alameda office working on a major project for the Department of Veterans Affairs.
• Assisting other teams through periods of indecision or high work load. • Coordinating Mechanical designs with outside architectural, electrical and structural consultants.
• Working with the Construction Administration department to validate complex projects providing quality assurance and effective communication with contractors
Airco Mechanical Inc. (Sacramento, California) 1994-2007
Project Engineer
Responsible for the design and construction of HVAC projects ranging from typical tenant improvements to laboratories, restaurants, hospitals and multi-building campus developments. Specific responsibilities include:
• Meeting with shop foremen and site Superintendents to find the best balance of engineering principles and constructability.
• Developing creative and innovative solutions to increase the performance and profitability of every project.
• Authoring energy studies and Title-24 documentation including LEED reports. • Collecting quotes from equipment vendors and working with estimators and project managers to develop budgets and proposals.
• Working with my design team to produce professional drawings that are viable and constructible.
• Writing specific Sequences of Operations from typical packaged equipment to full Central Utility Plants
• Controls programming using Automated Logic Controls.
• Working closely with field staff and controls personnel to ensure that each project is built and operates as designed.
• Overseeing each project through its warrantee period and cooperating with the subsequent service company.
EDUCATION
CALIFORNIA STATE UNIVERSITY Sacramento, California 1995 to 1997 Bachelor of Science in Mechanical Engineering Technology
AMERICAN RIVER COLLEGE Sacramento, California 1992 to 1995 Associate of Arts in Design Technology
Associate of Science in Mechanical Design
Cordova High School Rancho Cordova, California 1985 to 1987
ACADEMIC ACHIEVEMENTS
• Deans Honor List attached to each degree.
• Passed the P.E exam on the first attempt in 2003. (lic.# M32545)
ITEM 20.2.
ATTACHMENT 1
ADDITIONAL WORK EXPERIENCE
• Eagle Automotive (Mechanic) Gold River, CA 1987 to 1990 • U.S. Marine Corps (Enlisted) San Diego, CA 1990 to 1992 • Pasta Fresca (Kitchen Manager) Fair Oaks, CA 1992 to 1994
REPRESENTATIVE PROJECTS
SACRAMENTO CITY HALL Sacramento, CA
• Lead Engineer on a state of the art, government center. • Client requirements and exceeding energy conservation standards mandated a creative and innovative solution.
• The project exceeded expectations and came in under budget. • Voted Project of the year 2005 by the Sacramento Business Journal.
ELLA Sacramento, CA
• Lead Engineer on a first class restaurant in downtown Sacramento. • Design challenges included connecting 5 hoods to one fan. Each came within 4% of design upon final balancing.
• Multi-use building presented special acoustical considerations.
SUTTER SOLANO Vallejo, CA
• Engineer of Record on a three-story OSHPD level-3 medical building. • Building included a linear accelerator room that required a unique solution.
AMAZON CORPORATE HEADQUARTERS Sunnyvale, CA
• Engineer of Record for two eight-story laboratory and administrative buildings.
V.A. PALO ALTO Palo Alto, CA
• Team Leader for the full development of a large medical campus.
More work experience on request.
PROFESSIONAL AFFILIATIONS
ASHRAE member since 2003 (member #08026897)
Past President of Northern California ASPE
REFERENCES
Bryan Johnson Mikael Anderson Mike Nichols
Principal CM Department Chair Branch Principal
Capital Engineering CSU Sacramento Glumac
(916) 851-3500 (916) 217-0023 (916) 934-5103
PERSONAL
Marital Status: Married
Residence Status: U.S. Citizen, Homeowner
Community Service: Active 20-30 Sacramento #1, ACE, CREATE Health: Excellent, no physical limitations
Hobbies: Bicycling, kayaking, computers, aquariums and home improvement projects.
ITEM 20.2.
ATTACHMENT 1
AEROJET
BUSINESS PARK
AEROJET
BUSINESS
PARK
SUNRISE/JACKSON
BROOKSIDE
CAPITAL VILLAGE
CORDOVA
GARDENS
CORDOVA
LANE
CORDOVA
MEADOWS
CORDOVA
VINEYARDS
COUNTRYSIDE
LINCOLN
VILLAGE
MATHER
BUSINESS
MILLS
RANCH
PROSPECT
PARK
SOUTH
WHITE
ROCK
STONE
CREEK
SUNRISE
INDUSTRIAL
SUNRISE
INDUSTRIAL
SOUTH
SUNRIVER
WALNUT WOOD
WHITE ROCK
/ CORDOVA
TOWNE
KAVALA RANCH
RIO DEL ORO
SUNRIDGE
ANATOLIA
SUNRIDGE
PARK
SOMERSET RANCH
THE RANCH
SUNDRIDGE
EAST
SUNCREEK
THE PRESERVE
1 1
1 1
2 1
1 City of Rancho Cordova
Planning Commission Applicant Locations
Planning Commission Member Locations
City Boundary
(Number indicates number of applicants in neighborhood) (Number indicates number of members in neighborhood)
ITEM 20.2.
ATTACHMENT 2
MEMORANDUM
City Council Staff Report - Page 1 of 1
ITEM 20.3.
DATE: May 6, 2024
TO: Honorable Mayor and Council Members
FROM: Russell Ducharme, Neighborhood Services Manager
Lorianne Carl, Community Engagement Manager
SUBJECT: GROWING STRONG NEIGHBORHOODS UPDATE
RECOMMENDATION
Receive staff presentation and provide Council input.
RESULT OF RECOMMENDED ACTION
Receive information.
BACKGROUND
In 2006, City leadership created a multi-faceted team aimed at fostering vibrant, resilient, and cohesive communities, and named it Growing Strong Neighborhoods. The core team consists of code enforcement, communications, public works, community engagement, public safety, and Geographic Information System (GIS) staff. Together, through outreach and community engagement, the team identifies various neighborhood needs, which are then used to develop programs and incentives to help the community.
FISCAL IMPACT AND FUNDING SOURCE
Programs and incentives, which are facilitated through Community Engagement's Beautification Program, are funded through Measure R.
ATTACHMENT(S)
1. Presentation
1 Growing Strong NeighborhoodsGrowing Strong Neighborhoods May 2024 Presentation
CityOfRanchoCordova.org
ITEM 20.3.
ATTACHMENT 1
2 Presentation Highlights
1. 3. .
• How Did We Get Here and Why?
• Why Our Method is Unique
• Program Successes
• Where We Are Now
ITEM 20.3.
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3 How Did We Get Here?
1. 3. 4.
ITEM 20.3.
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4 History of Strong Neighborhoods
1. 3. .
Through education, enforcement, investment and engagement, the city, working with residents, build on the image of the incorporation they envisioned, enhance their expectations of their community, and transform their neighborhoods into safer, cleaner and healthier environments.
ITEM 20.3.
ATTACHMENT 1
5 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& IncentivesPublic SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
ATTACHMENT 1
6 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& IncentivesPublic SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
ATTACHMENT 1
7 Rental Housing Program
ITEM 20.3.
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8 Proactive Engagement Program
ITEM 20.3.
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9 Proactive Engagement Program
ITEM 20.3.
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10 Proactive Engagement Program
ITEM 20.3.
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11 Proactive Engagement Program
ITEM 20.3.
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12 Proactive Engagement Program
ITEM 20.3.
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13 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& IncentivesPublic SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
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14 Education & Outreach
ITEM 20.3.
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15 Education & Outreach
ITEM 20.3.
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16 Bringing the City Out to Our Residents!
Dates & Locations
March 28, 2020 – Cordova Meadows Elementary School
October 9, 2021 – White Rock Park
November 6, 2021 – Cordova Meadows Elementary School
May 7, 2022 – Sunriver Park
November 5, 2022 – Mills Ranch Park
May 4, 2023 – Peter J. Shields Elementary School
May 18, 2023 – Cypress Neighborhood - Sunridge Park
October 5, 2023 – Cordova Vineyards & Lane – Federspiel Park Good Neighbor Days
ITEM 20.3.
ATTACHMENT 1
17 Good Neighbor Days
ITEM 20.3.
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18 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& Incentives
Public SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
ATTACHMENT 1
19 Incentives & Beautification
Chain Link Incentive
ITEM 20.3.
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20 Incentives & Beautification
ITEM 20.3.
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21 Incentives & Beautification
Good Neighbor Assistance
ITEM 20.3.
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22 Incentives & Beautification
ITEM 20.3.
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23 Incentives & Beautification
Cash For Clunkers Incentive
ITEM 20.3.
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24 Incentives & Beautification
ITEM 20.3.
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25 Critical Repair Programs
Incentives & Beautification
ITEM 20.3.
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26 Incentives & Beautification
ITEM 20.3.
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27 Incentives & Beautification
ITEM 20.3.
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28 Incentives & Beautification
ITEM 20.3.
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29 Incentives & Beautification
ITEM 20.3.
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30 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& IncentivesPublic SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
ATTACHMENT 1
31 Public Safety
Problem Oriented Policing
Probation Partnership
ITEM 20.3.
ATTACHMENT 1
32 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& IncentivesPublic SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
ATTACHMENT 1
33 Public Works
ITEM 20.3.
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34 Collaboration:
Neighborhood
Services
Neighborhood
Services
Education &
Outreach
Education &
Outreach
Beautification
& Incentives
Beautification
& IncentivesPublic SafetyPublic Safety
Public WorksPublic Works
GISGIS
ITEM 20.3.
ATTACHMENT 1
35 DATA: GSN Dashboard
ITEM 20.3.
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36 Success Stories
ITEM 20.3.
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37 Success Stories
ITEM 20.3.
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38 Success Stories
ITEM 20.3.
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39 Success Stories
Team Collaboration:
• POP/Probation
• RHIP
• Community Engagement
ITEM 20.3.
ATTACHMENT 1
40 Moving forward into the next 20 years, our commitment to collaboration and data collection offers a promising path for enhancing the services and quality of life for our residents.
Additionally, gathering and analyzing data enables us to make informed decisions, identify areas for improvement, and tailor our services to better meet the evolving needs of our residents.
Moving Forward
ITEM 20.3.
ATTACHMENT 1
41 THANK YOUTHANK YOU
QUESTIONS & DISCUSSION
CityOfRanchoCordova.org
ITEM 20.3.
ATTACHMENT 1