ITEM 19.2. ATTACHMENT 1 Resolution No. XX-2024 Page 1 of 2
CITY OF RANCHO CORDOVA
RESOLUTION NO. XX-2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA, STATE
OF CALIFORNIA, ADOPTING THE THREE YEAR ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR 2025-2028.
WHEREAS, the City of Rancho Cordova is committed to enhancing the economic prosperity, job growth, business attraction, and sustainable development within its community; and
WHEREAS, on February 5, 2024, the City Council approved Resolution No. 8-2024, authorizing the City Manager to execute an agreement with TIP Strategies, Inc., to develop a three (3) year Economic Development Strategic Plan (EDSP) for the City; and
WHEREAS, the agreement with TIP Strategies, Inc. began on March 1, 2024, and marked the commencement of the development process to create a robust EDSP that will guide the City’s economic development efforts from 2025 through 2028; and
WHEREAS, on June 3, 2024, the Economic Development Department and TIP Strategies, Inc., presented the first update to the City Council and received valuable feedback that was incorporated into the ongoing analysis and strategy development of the EDSP; and
WHEREAS, on September 3, 2024, the Economic Development Department and TIP Strategies, Inc., presented the second update and a draft of the EDSP to the City Council, where they received further feedback and guidance to ensure that the key strategies aligned with the unique economic landscape of Rancho Cordova; and
WHEREAS, the collaborative process resulted in the creation of the final draft of the EDSP that reflects a shared vision that integrates perspectives from local businesses, community leaders, and key stakeholders. The actionable strategies are designed to foster sustainable growth, support an inclusive economic environment, and meet the current and future needs of Rancho Cordova’s residents and businesses; and
WHEREAS, the EDSP will serve as a roadmap for Rancho Cordova’s economic development efforts over the next three years, promoting economic resilience, business growth, and a thriving community.
NOW, THEREFORE, BE IT HEREBY RESOLVED THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA does approve the Economic Development Strategic Plan for 2025- 2028.
PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the 18th day of November 2024 by the following vote:
AYES:
NOES:
ITEM 19.2. ATTACHMENT 1 Resolution No. XX-2024 Page 2 of 2 ABSENT:
ABSTAIN:
ATTEST:
David Sander, Mayor
Stacy Leitner, CMC
City Clerk
ITEM 19.2.
ATTACHMENT 2
Acknowledgments
TIP Strategies, Inc., would like to thank the following participants who contributed to the planning process.
Steering Committee
Troels Adrian
Executive Vice President
Greater Sacramento Economic Council
Christopher Belle
Chief Executive Officer
Tri Tool Technologies
Jose Bodipo-Memba
Chief Diversity Officer
Sacramento Municipal Utility District
Arlene Granadosin-Jones
Senior Planner
City of Rancho Cordova
Stefan Heisler
Housing Manager
City of Rancho Cordova
Sam Manolakas
President
Brookfields Restaurant
Edgar Medina
Principal Engineer
City of Rancho Cordova
Diann Rogers
President and CEO
Rancho Cordova Area Chamber of Commerce
Marc Sapoznik
President and CEO
Visit Rancho Cordova
Price Walker
Vice President, Project Development
Elliott Homes
Chuck Wolfe
President
Claggett Wolfe Associates
City of Rancho Cordova Economic Development Department Staff Amanda Norton
Economic Development Director
Laura Fickle
Economic Development Consultant
Ashley Kobe
Economic Development Analyst
Lydia Thung
Economic Development Analyst
Consulting Team
TIP Strategies, Inc., is a privately held Austin-based
firm providing consulting and advisory services to
public and private sector clients. Established in 1995, the firm’s core competencies are strategic planning
for economic development, talent strategies,
organizational development, resiliency planning, and
equity initiatives.
Contact
TIP Strategies
13492 N Hwy 183, Suite 120-254, Austin, TX 78750
PH: +1 512 3439113
www.tipstrategies.com
Project Contributors
Jeff Marcell, Senior Partner
Jenn Todd-Goynes, Senior Consultant
Victoria Wilson, Consultant
ITEM 19.2.
ATTACHMENT 2
Contents
Introduction ........................................................................................................................................................................ 1 Approach ........................................................................................................................................................................ 1 Plan Framework ............................................................................................................................................................. 2 Action Plan ......................................................................................................................................................................... 4 Goal 1. Business Development ..................................................................................................................................... 4 Goal 2. Placemaking and Real Estate ........................................................................................................................... 8 Goal 3. Workforce Partnerships ................................................................................................................................. 10 Planning Context ............................................................................................................................................................ 13 Stakeholder Engagement ........................................................................................................................................... 13 Strategic Analysis ....................................................................................................................................................... 14
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Introduction
Rancho Cordova is uniquely positioned as a dynamic economic hub in the Sacramento region. With its proximity to major transportation corridors and the state capital, the community benefits from excellent access to regional, national, and international markets. Rancho Cordova has already attracted significant employers in healthcare, insurance, and advanced manufacturing, due to its business-friendly environment, geographic location, diverse workforce, and commitment to building a resilient economy.
Economic and social shifts following the COVID-19 pandemic have highlighted the importance of resilience that is grounded in a diverse economy with multiple industries. This diversification requires continuing support for the existing employment base while actively targeting high-paying industries and investments in future-focused technology and innovation. Strengthening these sectors will not only promote economic growth but also ensure long-term stability by enabling Rancho Cordova to adapt to shifting market demands and emerging opportunities.
The evolving economic landscape also highlights the importance of strengthening the local talent pipeline, ensuring residents are equipped with the skills needed for high-quality jobs. This focus on workforce development through partnerships complements ongoing placemaking efforts, which include improving transit infrastructure, promoting a diverse mix of property types, and fostering a sense of community.
In response to these circumstances, Rancho Cordova launched an economic development strategic planning process that would guide the next three-year phase of its growth and cement its identity as a diverse, forward- looking, prosperous community.
Approach
The City of Rancho Cordova (the City) contracted with TIP Strategies, Inc., (TIP) in early 2024 to create an actionable Economic Development Strategic Plan (EDSP) that furthers strong and inclusive economic growth.
This plan was developed over an eight-month period, starting in April 2024 and ending in November 2024. The planning process followed a three-phase model: discovery, opportunity, and implementation.
The discovery phase began with an organizational analysis, which included a review of existing regional and local policies and projects, a scan of Rancho Cordova’s partner network, and a series of discussions and interviews to establish priorities. This process was followed by a Citywide baseline analysis that evaluated demographic, socioeconomic, workforce, and employment development factors. This analysis helped define the City’s current economic position, identify economic trends, and understand differences experienced across the City’s underserved communities.
The Citywide baseline analysis was supplemented by a robust stakeholder engagement process, illustrated in Figure 1 (page 2), that included one-on-one interviews, sector-specific roundtables, community events, and an online survey. At the end of this phase, TIP facilitated a discovery workshop, during which the team presented initial findings and received feedback from the steering committee on the plan’s direction.
During the opportunity phase, TIP conducted additional data analyses, including a target industry analysis and a commercial property analysis. Additionally, the team reviewed the City’s marketing and incentives related policies to inform the plan’s business development recommendations and completed a review of best practices. This phase concluded with an opportunity workshop, during which TIP presented an initial plan framework and received feedback on the preliminary goals and strategies identified.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Figure 1. Stakeholder Engagement Overview
11 MEMBER STEERING
COMMITTEE
9 ROUNDTABLE
SESSIONS
17 ONE-ON-ONE
INTERVIEWS
3 COMMUNITY-WIDE
INPUT OPPORTUNITIES
1 COMMUNITY
TOUR
Conducted regular
meetings, including a
formal kickoff to discuss
project objectives, an
opportunity workshop to
identify and refine key
strategies, and an
implementation
workshop focused on
near-term actions.
Civic Leadership and
Community Groups ●
Entrepreneurs and
Startups ● Finance and
Banking ● Real Estate
(Industrial, Office,
Residential, Retail) ●
Retail and Personal
Services ● Workforce
Development and Higher
Education
Individual interviews
with City Council
members as well as
local leaders in
economic development
and business
conducted in person
and virtually.
Two town hall events for
residents to discuss
opportunities and
challenges related to
economic development
and growth. One online
community survey to
gain an understanding of
residents’ values,
priorities, and visions for
the future.
Participated in an assets
tour of the community
visiting major real estate
developments,
employment centers,
retail nodes, quality-of-
place amenities, and
housing options.
The implementation phase consisted of prioritizing strategies and developing supporting actions. The draft plan went through a series of internal and external reviews before being finalized. An implementation plan was provided separately for use by the City in prioritizing strategies, establishing primary and secondary partners, and tracking progress toward the EDSP goals. The final plan was presented to council and approved November 19, 2024.
Following council approval, TIP conducted an implementation workshop to establish actions to take place in the first 90 days.
Plan Framework
The insights derived from the planning process resulted in a framework for Rancho Cordova to achieve its economic development objectives. The framework charts the path for Rancho Cordova to become a vibrant, regional hub for economic opportunity through continued investment in target industry development, local talent, and real estate.
With this purpose in mind, TIP worked with Rancho Cordova’s steering committee to establish four guiding principles—economic resiliency, sustainable growth, innovation, and diversity and inclusivity —that are the foundation for the plan’s goals, strategies, and actions, ensuring a consistent approach in the plan. Each of these principles is described in greater depth in Figure 2 (page 3).
The plan is supported by three goals: business development, placemaking and real estate, and workforce partnerships. The business development goal focuses on expanding Rancho Cordova’s employer base, while centering businesses attraction efforts on target industries. The placemaking and real estate goal supports real estate development objectives, including development of priority nodes, redevelopment and activation of underutilized spaces, and increasing mobility options. The workforce partnership goal centers on building regional workforce development partnerships to address talent pipeline challenges and reduce barriers to employment.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Figure 2. Plan Framework
STRATEGIC PLAN VISION STATEMENT
Facilitate innovative approaches to business development, real estate investment, and job growth, creating a regional destination for economic opportunity.
GUIDING PRINCIPLES
ECONOMIC RESILIENCY
SUSTAINABLE GROWTH
INNOVATION
DIVERSITY & INCLUSIVITY
Support a mix of industries,
talent, and housing
opportunities that insulate
against economic shocks.
Economic development and
growth are financially and
environmentally sustainable,
creating a long-term return
on investment.
Utilize innovative
approaches to maximize
opportunities and address
challenges.
Economic growth is
centered on maintaining a
diverse and inclusive
community.
GOAL AREAS
BUSINESS DEVELOPMENT
PLACEMAKING & REAL ESTATE
WORKFORCE PARTNERSHIP
Promote a vibrant economy by
targeting business attraction efforts,
fostering business creation, and
supporting existing employers’
expansion and growth.
Support high-quality mixed-use
development, infill, and redevelopment
that creates an attractive place for
businesses, residents, and visitors.
Grow the local workforce by enhancing
the pipeline of talent for employers and
connecting workers to job training
opportunities.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Action Plan
The City of Rancho Cordova has emphasized the need for a practical, yet ambitious, three-year strategic plan that can be implemented by City staff. Each of the three goal areas—business development, placemaking and real estate, and workforce partnerships—are supported by strategies and actions that set the stage for future progress.
Goal 1. Business Development
Promote a vibrant economy by targeting business attraction efforts, fostering business creation, and supporting existing employers’ expansion and growth.
Rancho Cordova has established itself as a dynamic economic hub in the Sacramento region, capitalizing on its strategic location and robust infrastructure. Situated along major transportation corridors, including US Highway 50, the City provides excellent access to regional markets, making it attractive to businesses in logistics, advanced manufacturing, and corporate operations. Its proximity to the state capital further enhances its position as a prime location for firms in the health, finance, and technology sectors. Rancho Cordova's business-friendly environment has driven success in attracting and retaining key employers, particularly in healthcare, insurance, and manufacturing.
While Rancho Cordova has experienced significant economic growth, there is an opportunity to strengthen its target industry clusters (see Figure 3). Focusing on high-quality employment opportunities and further diversifying the local economy can help reduce the City’s exposure to sector-specific downturns. A business retention and expansion (BRE) program would enhance communication with key employers and facilitate their growth in the region. Additionally, a targeted industry attraction strategy, with an emphasis on expanding the City's research and development (R&D) and technology capabilities, will help drive further growth. At the same time, the City can foster opportunities for small businesses and entrepreneurs by leveraging its skilled workforce, proximity to research institutions, and other regional assets. By building on its existing strengths, Rancho Cordova will be well- positioned to sustain economic growth and create a more resilient local economy.
Figure 3. Target Sectors
With representative subsectors and examples of regional employers
ADVANCED MFG. & TECH.
FINTECH
LIFE SCIENCES
HEALTHCARE
REPRESENTATIVE SUBSECTORS
Artificial Intelligence,
Robotics, Semiconductors,
Computer Electronics
Cybersecurity, Digital
Payments, E-Commerce,
Online Payment Processing
Biotechnology,
Pharmaceuticals, Medical
Devices, Food Processing
Health Administration,
Health Technology, Medical
Insurance
REGIONAL EMPLOYER EXAMPLES
• NEC Corporation
• Qualcomm
• Solidigm
• Teledyne Defense
Electronics
• Acorn Finance
• Anvaya Solutions
• GoodLeap
• HealthSherpa
• Redtail Technology
• GeminiBio
• Nivagen Pharmaceuticals
• CGT Global
• ThermoGenesis Holdings
• Wexford Science &
Technology
• Blue Shield of California
• Dignity Health
• Inszone
• Sutter Health
• UC Davis Health
• VSP Vision
Source(s): TIP Strategies, Inc.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Strategies and Actions
1.1. Build a BRE program to monitor and support Rancho Cordova existing employers.
1.1.1. Monitor local business needs by engaging employers through regular site visits and an annual survey. • Reinvigorate business outreach initiatives and scheduled touchpoints to support these efforts. • Use these touchpoints and the survey to gather information on workforce needs, future growth or contraction plans, business climate concerns, and technical assistance needs. • Cultivate a list of new businesses and work with the chamber to host a meet and greet to encourage networking and mutual support among business owners.
1.1.2. Adopt a customer relationship management (CRM) system that is easy to maintain and compatible with other CRM needs, such as storing information collected during BRE visits and surveys (see action 2.1).
1.1.3. Identify businesses interested in expansion and connect them to available spaces using the real estate solution recommended in strategy 2.1.
1.1.4. Identify supply chain opportunities that could be satisfied by existing local companies.
1.2. Attract businesses in Rancho Cordova’s target industries, including advanced manufacturing and technology, fintech,1 healthcare, and life sciences (see Figure 3, page 4).
1.2.1. Create marketing materials and briefs dedicated to each target industry that highlight the City’s competitive advantage and plans for the future. Make this information available on the Economic Development landing page of the Rancho Cordova website.
1.2.2. Identify opportunities for target industry growth by engaging with regional companies and institutions, staying up to date on industry trends, and gathering intelligence on companies outside the region looking to expand.
• Attend industry-specific trade shows and conferences to stay apprised of industry trends and identify potential suppliers.
• Engage with higher education institutions to identify opportunities for commercialization and collaboration.
• Use supply chain intel gained in action 1.1.4 to inform recruitment efforts. • Identify and recruit businesses considering a relocation from the Bay area, Southern California, and Central Valley.
1.2.3. Coordinate with the Sacramento Municipal Utility District (SMUD) on a regular basis, especially on manufacturing opportunities.
• Inform SMUD of emerging issues and planned expansions based on the information collected during BRE visits.
1 Fintech is used to describe companies that use technology to deliver or support financial services such as banking and electronic payments.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan
1.2.4. Enhance international attraction efforts.
• Partner with regional economic development organizations to attract international businesses and investment to the region.
• Leverage Sacramento international events and diplomatic visits to expand Rancho Cordova’s international network.
• Track international investment trends in target countries to identify opportunities for foreign direct investment (FDI).
• Translate marketing materials to cater to target countries.
1.2.5. Structure incentive policies that use future-forward criteria to evaluate investments and ensure incentives do not exceed the opportunity to generate revenue for the City. • Focus on investments in the target sectors or on opportunities that bolster them. • Consider the following criteria when evaluating startups and small businesses for incentives: high- growth potential, the number of higher-wage job openings, and the number of local workers hired. • Consider including evaluation criteria for larger, more established businesses seeking incentives to establish an upstream (R&D, technology) function in Rancho Cordova. • Communicate evaluation criteria clearly on incentive applications to ensure transparency and consistency for staff and applicants.
1.3. Facilitate the expansion of shovel-ready sites and commercial product to support target industry growth.
1.3.1. Use the real estate tracking solution outlined in strategy 2.1 to better understand the current inventory of buildings and sites and guide future needs.
1.3.2. Align efforts to revitalize the business park (see strategy 2.3) with the needs of target industries.
1.3.3. Communicate regularly with commercial brokers, site selectors, and existing businesses to identify critical site selection factors for the target industries, understand how the City’s current product aligns with those factors, and keep them informed of industrial and commercial target industry site opportunities.
• Use intel from these regular touchpoints to update the real estate system and to revise Rancho Cordova’s value proposition in marketing efforts for the associated target sector(s) described in action 1.2.1.
• Identify key sites and developments where additional work is needed to increase site readiness.
Communicate these needs to partner departments, utilities, and others to encourage site preparation.
1.3.4. Align City and utility infrastructure investments with priority sites when possible.
1.3.5. Evaluate the feasibility of creating new business districts focused on target industries.
1.4. Promote small business formation and growth in Rancho Cordova.
1.4.1. Collaborate with partners to provide training and resources to local small businesses. • Support existing chamber programs for small businesses. • Identify in-demand training topics (such as accounting, automation, digital marketing), and utilize partnerships to develop related classes and workshops.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan
1.4.2. Consolidate small business-focused information and resources such as training opportunities, technical assistance, and events in a single, easily accessible location. • Highlight information and support available through other organizations. • Offer information in different languages to reach a wider audience.
1.4.3. Evaluate the feasibility of establishing a financial assistance program for microbusinesses.
1.5. Develop clear messaging and a complementary campaign that conveys Rancho Cordova’s identity and value proposition.
1.5.1. Promote economic development success stories, ongoing projects, initiatives, and events through a quarterly newsletter and social media posts. Cross-promote with partner organizations.
1.5.2. Leverage existing community events to promote Rancho Cordova’s successes and vision for the future.
1.5.3. Collaborate with regional partners to align messaging on the region’s competitive position.
1.6. Collaborate with regional organizations to develop an entrepreneurial ecosystem.
1.6.1. Map the existing entrepreneurship ecosystem as well as corresponding opportunities to support that ecosystem in Rancho Cordova.
1.6.2. Support and promote networks for early-stage companies by fostering an entrepreneurial network that enhances mentorship and creates collaboration opportunities.
1.6.3. Identify and target startups looking to expand or relocate to the Sacramento region in Rancho Cordova’s target sectors.
• Track Small Business Innovation Research and Small Business Technology Transfer funding recipients to identify recruitment opportunities.
• Engage with regional accelerators, incubators, and support networks to promote Rancho Cordova as a destination for startups.
The HIVE (Virginia Beach, Virginia)
The HIVE is a business resource center supporting small businesses with on-site resources and access to entrepreneurial networks. The initiative is a collaboration among the city of Virginia Beach, academic institutions, other metro cities, the US Small Business Administration, and resources beyond the city. The purpose of the HIVE is to promote an entrepreneurial ecosystem, emphasizing startup success and centralizing resources enabling all small business growth. Resources include individualized consulting, training programs, seminars, procurement assistance, capital formation, mentorship, networkin g, and connections to other organizations.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Emerging Prairie (North Dakota)
Emerging Prairie (EP) opened in 2013 with the mission of growing the entrepreneurial community in North Dakota. The initiative’s revenue model is a mix of philanthropy and earned income, which is generated through consulting services, membership to the coworking space (the Prairie Den), and paid partnerships. While the coworking space is an important element, EP’s entrepreneurial ecosystem consists of broader components aligned to clear economic goals and targets for growth. Equity and inclusion are viewed as a business imperative, and intentional efforts are made to diversify the entrepreneur pipeline. EP has three initiatives: the Prairie Den, the Emerging Digital Academy (a full-time, 20-week coding school that launched in 2020), and the Grand Farm Initiative. In 2021, 19 people graduated from the Emerging Digital Academy, 119 events were hosted with a total of nearly 8,000 attendees, and 322 agriculture technology projects were implemented on Grand Farm.
Goal 2. Placemaking and Real Estate
Support high-quality mixed-use development, infill, and redevelopment that creates an attractive place for businesses, residents, and visitors.
Throughout the stakeholder engagement process, participants communicated a desire to maintain Rancho Cordova’s strong sense of community, excellent quality of life, and small-town feel. The community is situated along the American River, featuring a bike trail extending from Sacramento to Folsom and premier park space for recreation and events. Cultural assets like the Sacramento Children’s Museum and an array of festivals and events draw people from all over the region. These amenities, along with a mix of housing options, a strong job market, and regional connectivity, have contributed to the City’s long-term population growth and economic development.
A closer look at demographic and other data revealed that there are currently more people commuting into Rancho Cordova than who live and work in the community (see the Strategic Analysis, page 14). This situation creates an opportunity to attract additional residents (and entice those already in the City to stay) through investments in placemaking and the built environment. Such investments might include adding entertainment amenities and housing, initiating infill projects and new real estate development, and addressing high vacancy rates in the business park. The strategies in this section are focused on how, through economic development efforts, the City can support future development that is community oriented and revenue positive.
Strategies and Actions
2.1. Establish an integrated system to share information on available properties with businesses and site selectors, while tracking interactions with these groups to guide the City’s investments and future planning.
2.1.1. Implement a real estate tracking solution that integrates with the BRE CRM in action 1.1.2.
2.1.2. Ensure the solution can capture unique data not available from subscription services like CoStar.
2.1.3. Include data on high-priority commercial, office, and industrial properties.
2.1.4. Integrate the solution with existing geographic information system (GIS) data, to include infrastructure maps and zoning information.
2.1.5. Establish a process for regular updates to keep the information current.
2.2. Explore opportunities for future development that identify priority nodes and corridors for development in coordination with the General Plan update.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan
2.2.1. Create a framework for decision-making that will identify which nodes or corridors should be prioritized for action.
2.2.2. Coordinate with other City departments to gain an understanding of current conditions, constraints, and high-level opportunities in the priority areas.
2.2.3. Craft a community-centered vision for each high-priority node or corridor to guide economic growth that encourages the development of amenities that serve people of all ages and contributes to local tax revenues.
2.2.4. Identify barriers to implementing the vision, including any needed policy or programmatic changes, and assemble information on potential state and federal funding opportunities.
2.2.5. Coordinate efforts across City departments, utility providers, landowners, businesses, real estate professionals, and community leaders to implement the node and corridor plans.
2.3. Reimagine the business park, transforming vacancies with revenue-generating developments.
2.3.1. Ensure data related to current conditions, to include the classification and current state of buildings, vacancy rate, and ownership, is included in the real estate system.
2.3.2. Initiate a visioning process to generate ideas for the future of the business park. This process should include community engagement as well as private discussions with the landowners and current tenants.
2.3.3. Leverage ideas from the visioning process to create a plan for reinvigorating the business park.
2.4. Increase temporary activation of underutilized spaces, creating places for the community to gather.
2.4.1. Convene staff from departments such as planning and permitting to gain an understanding of what is working well with temporary events now, and where there are potential locations for underutilized space activation.
2.4.2. Identify potential locations for temporary events and corresponding programming. Solicit ideas about where these temporary activations could take place, as well as barriers to action, from organizations that regularly host community events.
2.4.3. Launch pilot programs to activate priority areas.
2.5. Identify the infrastructure needed to connect residents with amenities and job opportunities.
2.5.1. Coordinate with the planning and public works departments to gain an understanding of current plans and opportunities related to pedestrian, bike, and trail infrastructure.
2.5.2. Understand the needs and concerns of businesses in multimodal transportation projects , with a focus on improved access and connectivity.
2.5.3. Incorporate questions about transportation and access in BRE visits (action 1.1.1) and include this intel as part of the commercial real estate system (strategy 2.1).
2.6. Continue to examine opportunities to revise, clarify, and create efficiencies in the zoning and permitting processes to encourage desired development.
2.6.1. Convene a forum of business owners and developers who regularly engage, or who have recently engaged, in real estate development projects in the region.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan • Convene the forum on a regular basis to share successes and identify any zoning or permitting process challenges.
• Elevate any recurring issues to planning and permitting staff. Circle back to the forum at the next meeting to share any progress on addressing issues and creating efficiencies.
2.6.2. Continue to position the Economic Development Department as a resource for businesses and developers, providing responsive information and creating connections with other departmental staff as needed.
Downtown Doral (Doral, Florida)
When Doral, Florida, was incorporated in 2003, the community consisted of residential development, retail, industrial districts, and a golf course. Residents did not have a downtown or walkable areas. This began to change in 2005 with a $1B investment in the conversion of a 120-acre office park into a walkable downtown. In 2006, the city approved a downtown zoning district to accommodate the development. The new downtown area includes a city hall and other civic buildings, schools, and a county library in addition to parks, retail, and a mix of residential units.
Columbia Gateway (Columbia, Maryland)
The 920-acre Columbia Gateway business park underwent a comprehensive transformation to address challenges like outdated infrastructure, evolving business needs, and sustainability demands. The lengthy conversion process faced several challenges, including outdated facilities, restrictive zoning laws, environmental concerns, and community resistance. In 2016, steps were taken to create the Maryland Innovation Center reorganizing existing resources into a new anchor for the mixed-use innovation district.
Gateway has also invested in public and community spaces and is planned to be a hub for employment, entertainment, and innovation, offering new housing and job opportunities, open space, and multimodal transportation options.
Goal 3. Workforce Partnerships
Grow the local workforce by enhancing the pipeline of talent for employers and connecting workers to job training opportunities.
Rancho Cordova is a regional employment hub, supported by a business-friendly environment and small-town feel that is attractive to companies and workers. During roundtable conversations with stakeholders and community leaders, participants expressed an emerging desire to address gaps in the current workforce. Specifically, there could be improved alignment between the skills of local workers and the requirements of available jobs, stronger connections among students and local career opportunities, and progress on addressing barriers to work such as adequate access to transportation and childcare.
Given the number of organizations that currently operate in the workforce development space, the City of Rancho Cordova’s role in this area is that of a supporter and convener. City staff are uniquely positioned to elevate the needs of employers and workers, facilitating communication and alignment among educational and training providers, the business community, and the workforce.
Strategies and Actions
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan
3.1. Support the Rancho Cordova chamber-led talent pipeline management (TPM) program and consider expanding to include additional target industries.
3.1.1. Meet with chamber staff as the TPM program grows to celebrate successes, to elevate any ecosystem gaps or needs, and to assist with issues that arise.
3.1.2. Serve as a convener for the chamber, SMUD, and other large-scale talent pipeline development efforts to identify potential areas of coordination and mutual impact.
3.1.3. Measure the economic impact of the TPM program for workers and employers and publicize successes.
3.1.4. Include TPM participants in BRE outreach efforts.
3.2. Leverage the chamber’s TPM program to establish regional industry partnerships that will foster relationship building, create effective workforce development programs, and address talent pipeline challenges.
3.2.1. Convene industry leaders, educators, and workforce training providers who participated in the TPM program to introduce the potential benefits of a regional industry partnership and discuss the viability of establishing new partnerships.
3.2.2. Connect members of the emerging regional partnership with leaders of similar, established regional groups to focus on opportunities and lessons learned through their experiences.
3.2.3. Collaborate with the emerging partnership to identify additional leaders and supporting partners, priority actions, and desired long-term outcomes.
3.3. Support the expansion of career and technical education (CTE) access and exposure to job opportunities with local employers for high school students.
3.3.1. Convene leaders in business, education, workforce development, and nonprofits to align service provider and educational offerings with employer needs.
3.3.2. Connect representatives from area workforce programs, community colleges, school district CTE coordinators, and local employers to identify and address gaps between programmatic offerings and employer hiring needs.
3.3.3. Explore facilitating a leadership program for high school students that focuses on deepening community connections and highlighting local post-educational job opportunities.
3.4. Convene an action committee of business leaders and service providers to identify issues and solutions to employment barriers such as childcare and transportation.
3.4.1. Convene employers, transit agencies, and transportation planners to discuss the transportation needs of the region’s workforce and identify priorities for future action.
3.4.2. Encourage multimodal investments that create better connections among housing, jobs, and educational opportunities.
3.4.3. Explore the feasibility of establishing an ongoing funding stream, possibly with private sector support and grant funding, to invest in the childcare service ecosystem.
3.4.4. Monitor the success metrics and impact of pilot programs as a factor in decision-making for future support.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Inclusive Incentives (Indianapolis, Indiana)
Launched in 2019, the Indianapolis Inclusive Incentives program aimed to promote inclusive growth by restructuring tax abatements. It required businesses receiving abatements to deposit 5 percent of estimated tax savings into dedicated accounts for transit, training, or childcare. The program has created over 5,000 new jobs, significantly benefiting residents from underserved communities by offering competitive wages and benefits. Minority-owned businesses have grown by 25 percent due to access to financial support and development services. The program's community investments have revitalized underserved neighborhoods, enhancing quality of life, attracting private investment, and ensuring a more equitable distribution of economic growth benefits.
NoCo Manufacturing Partnership (Northern Colorado)
The Northern Colorado (NoCo) Manufacturing Partnership is an all-volunteer, manufacturer-driven, two-county organization representing approximately 200 companies. The initiative is funded by grants, donations, and the proceeds of a trade show. The partnership has two primary focus areas: workforce development and creating a thriving environment for manufacturers and the communities they live in. The partnership collaborates with educational institutions and workforce professionals to offer career awareness tours, internships, and enhance training offerings and curriculum development. To support the community environment, the partnership also hosts lunch-and-learn events, offers leadership training, student and student/parent tours, business-to-business networking, and a successful manufacturing trade show and job fair. These efforts have positioned Northern Colorado as a hub for advanced manufacturing, leading to steady employment growth and a reputation for producing high-quality products across a range of industries, including aerospace, biosciences, and energy.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Planning Context
As part of the planning process, TIP engaged Rancho Cordova stakeholders to gain a better understanding of community values and the economy to begin creating a shared vision for its economic future. This qualitative input, which included a community survey, was supplemented by an extensive quantitative analysis. Insights gained from these tasks are highlighted in this section and provided important context to the planning process.
Stakeholder Engagement
The plan was informed by an extensive stakeholder engagement process , which is illustrated in Figure 1 (page 2).
A number of themes emerged from this outreach, which are summarized here. Findings from an online survey of residents are presented in the next section.
There is a strong sense of community in Rancho Cordova.
The City is home to a diverse population that values the community’s small -town feel and family -oriented atmosphere. Participants in the two community events, roundtables, and interviews mentioned family-friendly events and festivals, recreation amenities such as the American River and parks, the Mills Station Arts & Culture Center , and vibrant small businesses in the Barrel District as important community characteristics of Rancho Cordova.
The City is viewed as a strong partner with the business community.
Representatives from large employers, small businesses, and the real estate community consistently praised the responsiveness of staff in the Economic Development Department. These stakeholders viewed City staff as willing to support businesses through the development process, quick to answer questions and facilitate connections, and open to improvements. There is an opportunity to better support the business community through retention and expansion efforts as well as attraction that is focused on suppliers or consumers for existing businesses and industry.
Real estate challenges include office vacancies and insufficient retail and amenity options.
The City of Rancho Cordova’s population has historically grown year-over-year, which can create imbalances in the real estate market over time. An emphasis on residential housing and office space has created a demand for places for people to gather and recreate outside of the traditional nine-to-five working hours, whether in a downtown setting or in an entertainment venue such an activated park space, indoor bowling alley, or movie theater. Post-pandemic, Rancho Cordova has experienced increased office vacancy rates, which has decreased the number of daytime consumers at local retail and restaurant establishments and created financial strain for some small business owners.
Businesses are experiencing hiring challenges.
Rancho Cordova is a desired location for businesses and workers. However, some businesses reported challenges in hiring and retaining workers due to gaps in transportation access between residential and employment areas, the availability of affordable childcare, and language access. Additionally, there is a need to better align the skills of the existing workforce to available jobs, which could be addressed with improved collaborations among businesses and workforce partners.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Strategic Analysis
TIP prepared a strategic analysis of Rancho Cordova’s competitive position with comparisons to the Sacramento- Roseville-Folsom metropolitan statistical area (MSA), the state of California, and the US, as well as a selection of peer communities. Initial data collection began in April 2024 during TIP’s discovery phase and the analytical work continued into the final phase of the engagement. An in-depth analysis was delivered to the City of Rancho Cordova in November 2024 in an interactive data visualization, the menu of which is represented in Figure 4.
Figure 4. Menu of the Interactive Deliverable
BASELINE STRATEGIC GROWTH AREAS COMMERCIAL PROPERTY
• Population. Population trends,
drivers of change, and peer
comparisons.
• Socioeconomic Factors. Peer
comparisons and mapping of a
variety of factors, including age,
income, and educational
attainment.
• Employment and Industries. Total
employment (trends, recovery,
annual and net change) and
employment by industry (number of
jobs, trends, and concentration).
• Occupational Structure.
Employment trends, net change,
and net flows (comparison of jobs
and employed residents) by
occupational group.
• Commuting Dynamics. Commuter
trends, demographics, and location
(place of work/place of residence)
• Target Sectors. Sector definitions,
employer demand (top occupations,
job skills and qualifications), and
demographics by occupation.
• Market Fundamentals. Average
rent, vacancy rate, construction rate
and completions by property type
with comparison to the
metropolitan area.
• Priority Sites and Overlay Districts.
Mapping of select variables and
zoning categories by property type,
land inventory, including mapping
of transportation infrastructure and
zoning, and employment node
mapping.
Source(s): TIP Strategies, Inc.
Local workforce and infrastructure assets position the City for economic diversification.
Counter to the region-wide trend, where population growth has dwindled in recent years, Rancho Cordova has continued to see significant population growth into the 2020s, reflecting both its advantageous location and its positive business climate. The City’s proximity to the state capital in Sacramento bolsters local employment in the State Government industry, while also supporting the City’s two largest traded industry clusters by job count , Business Services and Insurance Services, together making up nearly 17 percent of all jobs in the City (Figure 5).
Transportation corridors that connect Rancho Cordova with regional markets support two of its fastest -growing industries, Distribution & Electronic Commerce and Transportation & Logistics, which have both more than doubled their local employment numbers since the year 2000. These traded clusters, or those that serve outside markets, reflect Rancho Cordova’s unique industrial strengths. As the City seeks to diversify its economy by attracting target-industry businesses, opportunities lie in real estate development and redevelopment. A wealth of undeveloped land available in the City limits represents an opportunity to align City infrastructure and utilities with the needs of local developers, increasing local stock of shovel-ready sites for future commercial space. As the City reevaluates its existing inventory of office properties, an emphasis on placemakin g can create opportunities for entrepreneurship. With nearly one-half of its population under the age of 34, Rancho Cordova is younger than many of its peer communities. As young residents enter the workforce, local emphasis on workforce development can equip this young population to fill target industry jobs and pursue entrepreneurial opportunities, coinciding with Citywide efforts to leverage available real estate for business development.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Figure 5. EDA Industry Clusters Job Count
Rancho Cordova, California, employment by industry cluster, 2023
Source(s): US Bureau of Labor Statistics (BLS); Lightcast 2024.2— Quarterly Census of Employment and Wages (QCEW) Employees, Non- QCEW Employees, and Self-Employed; US Economic Development Administration, Institute for Strategy and Competitiveness, Harvard Business School; TIP Strategies, Inc.
Note(s): Rancho Cordova is approximated by ZIP Codes 95655, 95670, 95741, 95742, and 95827. Only includes clusters with at least 100 jobs in the City in 2023.
Real estate trends present opportunities for unique placemaking.
Rancho Cordova is a net importer of labor, with nearly 55,000 daily workers commuting in from Sacramento and other nearby communities. This represents an opportunity for the City to better retain its daytime population through placemaking and real estate development efforts that are attractive to outside residents and employers. With a median owner-occupied home value of nearly $100K less than that of the Sacramento MSA, Rancho Cordova ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan already represents a relatively affordable option in its regional context. Its appeal is bolstered by the high-quality outdoor amenities and strong sense of community that residents enjoy, while employers benefit from proximity to a Class I rail line, US Highway 50, and the state capital. As the City seeks to attract additional residents and employers, placemaking opportunities offer ways to appeal to these potential arrivals. Rancho Cordova’s office vacancy rates have climbed in recent years, reaching almost 23 percent in 2024, nearly double that of the MSA-wide figure. With large portions of the City’s Office Park and Downtown Overlay District occupied by office buildings with dwindling utility, there is an opportunity for redevelopment. Both districts are within a five-mile walk of many of the City’s jobs— 60 percent for the Office Park and nearly 35 percent for the Downtown Overlay District (Figure 6). As such, these areas are candidates to become attractive and easily accessible local features, with underutilized office properties having the potential to transform into mixed-use housing, destination retail, and community gathering places that reflect the desires of local stakeholders.
Figure 6. Pedestrian Access to the Office Park Overlay District by Census Block Typical walk times by the number of jobs and employed residents
Source(s): CoStar Group; Openrouteservice; OpenStreetMap; US Census Bureau, Longitudinal Employer-Household Dynamics, Origin- Destination Employment Statistics; TIP Strategies, Inc.
Note(s): Large or irregular census blocks may distort walk times. Blank census blocks represent those with zero reported jobs and resident workers in the selected year. Walk time refers to the minimum amount of time required to reach a priority site on foot from a given census block. All real estate data are estimated by CoStar as of July 2024 and represent a snapshot in time.
ITEM 19.2.
ATTACHMENT 2
City of Rancho Cordova | Economic Development Strategic Plan Development of the local workforce is crucial to filling target industry roles.
As the City seeks to create more opportunities for residents to work in Rancho Cordova rather than largely importing workers from nearby communities, expanding workforce development programs and connecting local employers to local talent is crucial. Rancho Cordova has the lowest educational attainment among its peers, with just under 30 percent of residents over the age of 25 holding a bachelor’s degree. At the same time, well over one-half of analyzed job postings across all target sectors requested applicants with at least a bachelor’s degree. Only three of the ten most posted jobs across all target sectors required less than a bachelor’s degree (Figure 7), all three of which had a median advertised wage well below the living wage threshold for a single-income family with two adults and two children. For many target industry jobs, ensuring that local students and upskilling workers have a path to a college degree or certificate is crucial. Local leaders can also develop Rancho Cordova’s workforce by fostering connections among area schools and employers. By offering CTE programs in healthcare, engineering, computer programming, and other related fields, schools can align students’ skills with target industry jobs to better equip the upcoming workforce. Finally, for a City with a higher than regional share of households with children (37.5 percent locally versus 32.5 percent MSA-wide) and households without a vehicle available (6.7 percent locally versus 5.7 percent MSA-wide),2 removing barriers to employment like childcare and transportation represents a way to further support and expand opportunities available to the local workforce.
Figure 7. Target Industries Typical Entry Requirements
Among 10 leading occupations in all targets
ENTRY-LEVEL EDUCATION
Graduate degree Postsecondary non-degree award
Bachelor’s degree High school diploma or equivalent
Associate’s degree No formal education credential
Some college, no degree
Source(s): BLS; Lightcast 2024.2—QCEW Employees, Non-QCEW Employees, and Self-Employed; US Department of Labor, Employment and Training Administration, Occupational Information Network version 28.2; TIP Strategies, Inc.
Note(s): Job postings include non-staffing, unique, newly posted job postings for full-time, part-time, and flexible positions, excluding internships between July 2021 and June 2024 in the Sacramento-Roseville-Folsom MSA. The Sacramento-Roseville-Folsom MSA consists of El Dorado, Placer, Sacramento, and Yolo Counties. Typical entry requirements are estimated at the national level.
2 2022 American Community Survey, 5-year sample.
ITEM 19.2.
ATTACHMENT 2
STRATEGY • TALENT • RESILIENCE • ADVISORY
www.tipstrategies.com
+1 512 3439113
[email protected]
ITEM 19.2.
ATTACHMENT 2
▸ JEFF MARCELL, SENIOR PARTNER
▸ JENN TODD-GOY NES, SENIOR CONSULTANT
▸ VICTORIA WILSON, CONSULTANT
NOVEMBER 2024
CITY COUNCIL FINAL PRESENTATION
RANCHO CORDOVA ECONOMIC DEVELOPMENT STRATEGIC PLAN
Photo Source: Coruscating Images, Courtesy of the City of Rancho Cordova ITEM 19.2.
ATTACHMENT 3
AGENDA
▸ Project Overview
▸ Plan Framework
▸ Next Steps
OBJECTIVES
Photo Source: Coruscating Images, Courtesy of the City of Rancho Cordova 2 ITEM 19.2.
ATTACHMENT 3
PROJECT
OVERVIEW
3 ITEM 19.2.
ATTACHMENT 3
To create an actionable Economic
Development Strategic Plan that furthers
strong and inclusive economic growth in
Rancho Cordova
PROJECT GOAL
PROJECT GOAL
4 ITEM 19.2.
ATTACHMENT 3
SCHEDULE
APR MAY JUN JUL AUG SEPT OCT NOV
Site Visit
Discovery
workshop
Site Visit
Opportunity
workshop
Steering
Committee
Kickoff
Site Visit
Final presentation
& workshop
Stakeholder
Engagement
DISCOVERY
IMPLEMENTATION
ENGAGEMENT
Stakeholders
▸Roundtables, interviews
▸Town halls
City Council
▸Briefings in June, September, and November
Steering Committee
▸Meetings in April, May, August, and October
Data analysis
socioeconomic factors,
target industries, and
commercial property
OPPORTUNITY
5 ITEM 19.2.
ATTACHMENT 3
STAKEHOLDER ENGAGEMENT
6 11
MEMBER STEERING COMMITTEE
9 ROUNDTABLE
SESSIONS
17 ONE-ON-ONE INTERVIEWS
3 COMMUNITY-WIDE INPUT
OPPORTUNITIES
1 COMMUNITY
TOUR
Conducted regular meetings,
including a formal kickoff to discuss
project objectives, an opportunity
workshop to identify and refine key
strategies, and an implementation
workshop focused on near-term
actions.
Civic Leadership and Community
Groups ● Entrepreneurs and Startups
● Finance and Banking ● Real Estate
(Industrial, Office, Residential, Retail)
● Retail and Personal Services ●
Workforce Development and Higher
Education
Individual interviews
with City Council members as well as
local leaders in economic
development and business
conducted in person
and virtually.
Two town hall events for residents to
discuss opportunities and challenges
related to economic development
and growth. One online community
survey to gain an understanding of
residents’ values, priorities, and
visions for the future.
Participated in an assets tour of the
community visiting major real estate
developments, employment centers,
retail nodes, quality-of-place
amenities, and housing options.
ITEM 19.2.
ATTACHMENT 3
PLAN
FRAMEWORK
7 ITEM 19.2.
ATTACHMENT 3
PLAN FRAMEWORK
STRATEGIC PLAN VISION STATEMENT
Facilitate innovative approaches to business development, real estate investment, and job growth, creating a regional destination for economic opportunity.
GUIDING PRINCIPLES
Economic Resiliency Sustainable Growth Innovation Diversity & Inclusivity
GOAL AREAS
Business Development Placemaking & Real Estate Workforce Partnerships ITEM 19.2.
ATTACHMENT 3
ADVANCED MFG. & TECH. FINTECH LIFE SCIENCES HEALTHCARE
REPRESENTATIVE SUBSECTORS
Artificial Intelligence,
Robotics, Semiconductors,
Computer Electronics
Cybersecurity, Digital
Payments, E-Commerce,
Online Payment Processing
Biotechnology,
Pharmaceuticals, Medical
Devices, Food Processing
Health Administration, Health
Technology, Medical
Insurance
REGIONAL EMPLOYER EXAMPLES
• NEC Corporation
• Qualcomm
• Solidigm
• Teledyne Defense
Electronics
• Acorn Finance
• Anvaya Solutions
• GoodLeap
• HealthSherpa
• Redtail Technology
• GeminiBio
• Nivagen Pharmaceuticals
• CGT Global
• ThermoGenesis Holdings
• Wexford Science &
Technology
• Blue Shield of California
• Dignity Health
• Inszone
• Sutter Health
• UC Davis Health
• VSP Vision
Source(s): TIP Strategies, Inc.
TARGET INDUSTRIES
9 ITEM 19.2.
ATTACHMENT 3
1. Build a business retention and expansion program to monitor and sup
port Rancho Cordova’s employers.
2. Attract businesses in Rancho Cordova’s target industries, including adv
anced manufacturing and technology, fin-tech, life sciences, and healthcare.
3. Facilitate the expansion of shovel-read y sites and commercial product to support target industry growth.
4. Promote small business formation and growth.
5. Develop clear messaging that conveys Rancho’s identity and value pr
oposition.
6. Collaborate with regional organizations to develop an entrepreneurial ecos
ystem.
PLACEMAKING
& REAL ESTATE
Photo Source: Ayden Gregory Photography, courtesy of the City of Rancho Cordova Photo Source: City of Rancho Cordova
Description
Promote a vibrant economy by targeting business attraction efforts, fostering business creation, and supporting existing employers’ expansion and growth.
Strategies
10 GOAL 1. BUSINESS DEVELOPMENT
ITEM 19.2.
ATTACHMENT 3
1.1. Build a business retention and expansion program to monitor and support Rancho Cordova’s employers.
1.1.1. Monitor local business needs by engaging employers through regular site visits and an annual survey.
1.1.2. Adopt a customer relationship management (CRM) system that is easy to maintain and compatible with other CRM needs, such as storing information collected during BRE visits and surveys (see action 2.1.1).
1.1.3. Identify businesses interested in expansion and connect them to available spaces using the real estate solution recommended in strategy 2.1.
1.1.4. Identify supply chain opportunities that could be satisfied by existing local companies. 11 ITEM 19.2.
ATTACHMENT 3
1.2. Attract businesses in Rancho Cordova’s target industries, including advanced manufacturing and technology, fintech, healthcare, and life sciences.
1.2.1. Create marketing materials and briefs dedicated to each target industry that highlight the city’s competitive advantage and plans for the future. Make this information available on the Economic Development landing page of the Rancho Cordova’s website.
1.2.2. Identify opportunities for target industry growth by engaging with regional companies and institutions, staying up to date on industry trends, and gathering intelligence on companies outside the region looking to expand.
1.2.3. Coordinate with the Sacramento Municipal Utility District (SMUD) on a regular basis, especially on manufacturing opportunities.
1.2.4. Enhance international attraction efforts.
1.2.5. Structure incentive policies that use future-forward criteria to evaluate investments and ensure incentives do not exceed the opportunity to generate revenue for the City. 12 ITEM 19.2.
ATTACHMENT 3
1.3. Facilitate the expansion of shovel-ready sites and commercial product to support target industry growth.
1.3.1. Use the real estate tracking solution outlined in strategy 2.1 to better understand the current inventory of buildings and sites and guide future needs.
1.3.2. Align efforts to revitalize the business park (see strategy 2.3) with the needs of target industries.
1.3.3. Communicate regularly with commercial brokers, site selectors, and existing businesses to identify critical site selection factors for the target industries, understand how the city’s current product aligns with those factors, and keep them informed of industrial and commercial target industry site opportunities.
1.3.4. Align City and utility infrastructure investments with priority sites when possible.
1.3.5. Evaluate the feasibility of creating new business districts focused on target industries. 13 ITEM 19.2.
ATTACHMENT 3
1.4. Promote small business formation and growth in Rancho Cordova.
1.4.1. Collaborate with partners to provide training and resources to local small businesses.
1.4.2. Consolidate small business-focused information and resources such as training opportunities, technical assistance, and events in a single, easily accessible location.
1.4.3. Evaluate the feasibility of establishing a financial assistance program for microbusinesses. 14 ITEM 19.2.
ATTACHMENT 3
1.5. Develop clear messaging and complementary campaign that conveys Rancho Cordova’s identity and value proposition.
1.5.1. Promote economic development success stories, ongoing projects, initiatives, and events through a quarterly newsletter and social media posts; cross-promote with partner organizations.
1.5.2. Leverage existing community events to promote Rancho Cordova’s successes and vision for the future.
1.5.3. Collaborate with regional partners to align messaging on the region’s competitive position. 15 ITEM 19.2.
ATTACHMENT 3
1.6. Collaborate with regional organizations to develop an entrepreneurial ecosystem.
1.6.1. Map the existing entrepreneurship ecosystem, as well as corresponding opportunities to support that ecosystem, in Rancho Cordova.
1.6.2. Support and promote networks for early-stage companies by fostering an entrepreneurial network that enhances mentorship and creates collaboration opportunities.
1.6.3. Identify and target startups looking to expand or relocate to the Sacramento region in Rancho Cordova’s target sectors.
16 ITEM 19.2.
ATTACHMENT 3
1. Create a database of available commercial, office, and industrial spac
es that can be used by businesses and site selectors.
2. Explore opportunities for future development that identify priority node
s and corridors.
3. Reimagine the business park, transforming vacancies with revenue- gener
ating developments.
4. Increase temporary activation of underutilized spaces, creating places for
community to gather.
5. Identify the infrastructure needed to connect residents with amenities and
job opportunities.
6. Continue to examine opportunities to revise, clarify, and simplify the zoni
ng and the permitting processes to encourage desired
development.
Description
Support high-quality mixed-use real estate development, infill, and redevelopment that creates an attractive place for businesses, residents, and visitors.
Strategies
Photo Source: Ayden Gregory Photography, courtesy of the City of Rancho Cordova 17 GOAL 2. PLACEMAKING & REAL ESTATE
ITEM 19.2.
ATTACHMENT 3
2.1. Establish an integrated system to share information on available properties with businesses and site selectors, while tracking interactions with these groups to guide the City’s investments and future planning.
2.1.1. Implement a real estate tracking solution that integrates with the BRE CRM in action 1.1.2.
2.1.2. Ensure the solution can capture unique data not available from subscription services like CoStar.
2.1.3. Include data on high-priority commercial, office, and industrial properties.
2.1.4. Integrate the solution with existing geographic information system (GIS) data, to include infrastructure maps and zoning information.
2.1.5. Establish a process for regular updates to keep the information current. 18 ITEM 19.2.
ATTACHMENT 3
2.2. Explore opportunities for future development that identify priority nodes and corridors for development in coordination with the General Plan update.
2.2.1. Create a framework for decision-making that will identify which nodes or corridors should be prioritized for action.
2.2.2. Coordinate with other city departments to gain an understanding of current conditions, constraints, and high-level opportunities in the priority areas.
2.2.3. Craft a community-centered vision for each high-priority node or corridor to guide economic growth that encourages the development of amenities that serve people of all ages and contributes to local tax revenues.
2.2.4. Identify barriers to implementing the vision, including any needed policy or programmatic changes, and assemble information on potential state and federal funding opportunities.
2.2.5. Coordinate efforts across city departments, utility providers, landowners, businesses, real estate professionals, and community leaders to implement the node and corridor plans. 19 ITEM 19.2.
ATTACHMENT 3
2.3. Reimagine the business park, transforming vacancies with revenue- generating developments.
2.3.1. Ensure data related to current conditions, to include the classification and current state of buildings, vacancy rate, and ownership, is included in the real estate system.
2.3.2. Initiate a visioning process to generate ideas for the future of the business park; this process should include community engagement as well as private discussions with the landowners and current tenants.
2.3.3. Leverage ideas from the visioning process to create a plan for reinvigorating the business park. 20 ITEM 19.2.
ATTACHMENT 3
2.4. Increase temporary activation of underutilized spaces, creating places for the community to gather.
2.4.1. Convene staff from departments such as planning and permitting to gain an understanding of what is working well with temporary events now, and where there are potential locations for underutilized space activation.
2.4.2. Identify potential locations for temporary events and corresponding programming. Solicit ideas about where these temporary activations could take place, as well as barriers to action, from organizations that regularly host community events.
2.4.3. Launch pilot programs to activate priority areas. 21 ITEM 19.2.
ATTACHMENT 3
2.5. Identify the infrastructure needed to connect residents with amenities and job opportunities.
2.5.1. Coordinate with the planning and public works departments to gain an understanding of current plans and opportunities related to pedestrian, bike, and trail infrastructure.
2.5.2. Understand the needs and concerns of businesses in multi-modal transportation projects, with a focus on improved access and connectivity.
2.5.3. Incorporate questions about transportation and access in BRE visits (action 1.1.1) and include this intel as part of the commercial real estate system (strategy 2.1). 22 ITEM 19.2.
ATTACHMENT 3
2.6. Examine opportunities to revise, clarify, and create efficiencies in the zoning and permitting processes to encourage desired development.
2.6.1. Convene a forum of business owners and developers who regularly, or who have recently, engaged in real estate development projects in the region.
2.6.2. Continue to position the economic development department as a resource for businesses and developers, providing responsive information and creating connections with other departmental staff as needed.
23 ITEM 19.2.
ATTACHMENT 3
1. Support the Chamber-led talent pipeline management program and consider expanding to include additional target industries.
2. Leverage the Rancho Cordova Chamber’s TPM program to establish reg
ional industry partnerships to foster relationship building, create effective workforce development programs, and address challenges.
3. Support the expansion of CTE access and exposure to job opp
ortunities with local employers for high school students.
4. Convene an action committee of business leaders to identify issues and
solutions to employment barriers such as childcare and
transportation.
Description
Grow the local workforce through partnerships that enhance the pipeline of talent for employers and connect workers to training opportunities.
Strategies
24 GOAL 3. WORKFORCE PARTNERSHIPS
ITEM 19.2.
ATTACHMENT 3
3.1. Support the Rancho Cordova chamber-led talent pipeline management program (TPM) and consider expanding to include additional target industries.
3.1.1. Meet with chamber staff as the TPM program grows to celebrate successes, elevate any ecosystem gaps or needs, and assist with issues that arise.
3.1.2. Serve as a convener between the chamber, SMUD, and other large-scale talent pipeline development efforts to identify potential areas of coordination and mutual impact.
3.1.3. Measure the economic impact of the TPM program for workers and employers and publicize successes.
3.1.4. Include TPM participants in BRE outreach efforts. 25 ITEM 19.2.
ATTACHMENT 3
3.2. Leverage the chamber’s TPM program to establish regional industry partnerships that will foster relationship building, create effective workforce development programs, and address talent pipeline challenges.
3.2.1. Convene industry leaders, educators, and workforce training providers who participated in the TPM program to introduce the potential benefits of a regional industry partnership and discuss the viability of establishing new partnerships.
3.2.2. Connect members of the emerging regional partnership with leaders of established regional partnerships to focus on opportunities and lessons learned through their experiences.
3.2.3. Collaborate with the emerging partnership to identify additional leaders and supporting partners, priority actions, and desired long-term outcomes.
26 ITEM 19.2.
ATTACHMENT 3
3.3. Support the expansion of career and technical education (CTE) access and exposure to job opportunities with local employers for high school students.
3.3.1. Convene leaders in business, education, workforce development, and nonprofits to align service provider and educational offerings with employer needs.
3.3.2. Connect representatives from area workforce programs, community colleges, school district CTE coordinators, and local employers to identify and address gaps between programmatic offerings and employer hiring needs.
3.3.3. Explore facilitating a leadership program for high school students that focuses on deepening community connections and highlighting local post-educational job opportunities. 27 ITEM 19.2.
ATTACHMENT 3
3.4. Convene an action committee of business leaders to identify issues and solutions to employment barriers such as childcare and transportation.
3.4.1. Convene employers, transit agencies, and transportation planners to discuss the transportation needs of the region’s workforce and identify priorities for future action.
3.4.2. Encourage multi-modal investments that create better connections between housing, jobs, and educational opportunities.
3.4.3. Explore the feasibility of establishing an ongoing funding stream, possibly with private sector and grant funding, to invest in the childcare service ecosystem.
3.4.4. Monitor the success metrics and impact of pilot programs as a factor in decision-making for future support.
28 ITEM 19.2.
ATTACHMENT 3
NEXT STEPS
29 ITEM 19.2.
ATTACHMENT 3
▸Implementation workshop with staff focused on
opera
tionalizing the plan
NEXT STEPS
30 30
ITEM 19.2.
ATTACHMENT 3
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31 ITEM 19.2.
ATTACHMENT 3
MEMORANDUM
City Council Staff Report - Page 1 of 2
ITEM 19.3.
DATE: November 18, 2024
TO: Honorable Mayor and Council Members
FROM: Brenda Roach, Human Resources Manager
SUBJECT: A RESOLUTION FOR THE 180-DAY WAIT PERIOD EXCEPTION FOR
HIRING ELIZABETH SPARKMAN AS A TEMPORARY EXTRA-HELP
EMPLOYEE UNDER GOVERNMENT CODE SECTIONS 7522.56 AND
21224
RECOMMENDATION
Adopt the Resolution.
RESULT OF RECOMMENDED ACTION
Adoption of the Resolution would authorize the appointment of Elizabeth Sparkman, a retired annuitant, to the position of Principal Engineer to perform emergency and extra work for the City of Rancho Cordova under the 180-day wait period exception Government Code Sections 7522.56 and 21224.
BACKGROUND
The Public Employees Pension Reform Act (PEPRA) made substantial changes to public employee pension laws in California. One of those changes requires retired annuitants to be separated from employment for at least 180 days before returning to work for an employer in the same retirement system from which they receive a pension. An exception can be made if the governing body adopts a Resolution to waive the separation period. The waiver allows the employer to hire a retired annuitant to perform work of limited duration, such as the elimination of backlogs, and limited term special projects.
New growth in the City is currently in various stages of development, including initial planning for new specific plan areas to continue construction of infrastructure required for already entitled projects. The funding of infrastructure including, but not limited to, the identification and proposed funding under existing Specific Plan Fee Programs, and well as developing and implementing new fee programs to serve new areas under consideration for development, requires dedicated time commitments and input from City staff with specific expertise. A recent retirement from the Community Development Department has left a temporary void within the infrastructure financing implementation team. Extra help is needed to provide special expertise in the funding of infrastructure, assist with special projects, train new staff, and work in excess of what regular staff cannot do for the Community Development Department.
FISCAL IMPACT AND FUNDING SOURCE
City Council Staff Report - Page 2 of 2
The funds for this appointment will be absorbed into the current Community Development Department budget.
ATTACHMENT(S)
1. Resolution
ITEM 19.3. ATTACHMENT 1 Resolution No XX-2024 Page 1 of 2
CITY OF RANCHO CORDOVA
RESOLUTION NO. XX-2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA, STATE OF CALIFORNIA, FOR THE 180-DAY WAIT PERIOD FOR HIRING A RETIREE AS A
TEMPORARY EXTRA HELP EMPLOYEE EXCEPTION (GOVERNMENT CODE SECTIONS 7522.56 AND 21224)
WHEREAS, in compliance with California Government Code Section 7522.56 the City Council of the City of Rancho Cordova must provide CalPERS this certification resolution when hiring a retiree before 180 days has passed since his or her retirement date; and WHEREAS, Elizabeth Sparkman, CalPERS ID 2418734168, retired from City of Rancho Cordova in the position of Community Development Director, effective November 2, 2024; and WHEREAS, Section 7522.56 requires that post-retirement employment commence no earlier than 180 days after the retirement date, which is May 2, 2024, without this certification resolution; and
WHEREAS, Section 7522.56 provides that this exception to the 180-day wait period shall not apply if the retiree accepts any retirement-related incentive; and WHEREAS, the City Council of the City of Rancho Cordova and Elizabeth Sparkman certify that Elizabeth Sparkman has not and will not receive a Golden Handshake or any other retirement-related incentive; and
WHEREAS, the City Council of the City of Rancho Cordova hereby appoints Elizabeth Sparkman as an extra-help retired annuitant to perform the duties of the Principal Engineer and assist with new development related financing mechanisms for the City of Rancho Cordova under Government Code section 21224, effective November 25, 2024; and WHEREAS, the entire appointment document between Elizabeth Sparkman and the City of Rancho Cordova has been reviewed by this body and is attached herein; and.
WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and.
WHEREAS, the employment shall be limited to 960 hours per fiscal year; and.
WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and.
WHEREAS, the maximum base salary for this position is $14,862.42 per monthly and the hourly equivalent is $85.74, and the minimum base salary for this position is $12,135.07 per month and the hourly equivalent is $70.01; and
WHEREAS, the hourly rate paid to Elizabeth Sparkman will be $85.74; and
ITEM 19.3. ATTACHMENT 1 Resolution No XX-2024 Page 2 of 2
WHEREAS, Elizabeth Sparkman has not and will not receive any other benefit, incentive, compensation in lieu of benefit or other form of compensation in addition to this hourly pay rate.
NOW, THEREFORE, BE IT HEREBY RESOLVED THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA certifies the nature of the employment of Elizabeth Sparkman as described herein and detailed in the attached appointment document and that his appointment is necessary to fill the critically needed position of Principal Engineer for the City of Rancho Cordova by November 25, 2024. The extra-help is needed to provide special expertise in the funding of infrastructure, assist with special projects, train new staff, and work in excess of what regular staff cannot do for the Community Development Department.
PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the 18th day of November, 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________
David Sander, Mayor
ATTEST:
Stacy Leitner, CMC
City Clerk