City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-01338 11/28/2023 Discussion Item 19.
Sacramento Sociable City Assessment
File ID: 2023-01338
Location: Citywide
Recommendation: Receive and file.
Contact: Tina Lee-Vogt, Nighttime Economy Manager (916) 808-2679, [email protected], City Manager’s Office of Innovation and Economic Development Presenter: Tina Lee-Vogt, Nighttime Economy Manager (916) 808-2679, [email protected], City Manager’s Office of Innovation and Economic Development Attachments:
1 - Description/Analysis
2 - Sacramento Sociable City Assessment Summary
Description/Analysis
Issue Detail: Sacramento has established itself as a nightlife leader and sociable city offering world- class amenities for nighttime as well as daytime socializing. Our social venues provide diverse culinary experiences and unique programming that appeals to all ages, life stages and interests.
Events, festivals, and outdoor activities have rejuvenated the social economy and brought people back to the Central City. Although most of the city’s nighttime and social venues are in downtown and midtown, there are opportunities throughout Sacramento where people can go to play and socialize.
Nightlife is a vital part of the city's economy, culture, and identity, supporting jobs and generating revenue. It is an important incubator of cultural movements and provides spaces for connection, creativity, and personal expression. As residents and visitors spend more time enjoying Sacramento’s growing social and entertainment options, a new position was created to serve as a coordinator, collaborator, and facilitator for the nighttime economy. In September 2022, Sacramento appointed its first Nighttime Economy Manager to work closely with city staff, local businesses, residents, and communities to further enhance the development of Sacramento’s nighttime economy.
The Office of Nighttime Economy serves as a liaison for the nightlife industry, community, and City agencies. Its goal is ensuring a safe, vibrant, and well managed nightlife in Sacramento. The office
File ID: 2023-01338 11/28/2023 Discussion Item 19.
coordinates City services and programs to promote responsible growth, diversity, creativity, inclusion, and quality of life for all Sacramento residents and visitors.
Successful sociable cities require a governance strategy to sustain vibrancy, safety, and management systems. In January 2023, the Office of Nighttime Economy contracted with the Responsible Hospitality Institute (RHI), a non-profit organization with decades of nightlife and social economy management experience, to conduct a Sociable City Assessment. This in-depth analysis of Sacramento’s social economy identifies strengths, challenges, and opportunities. This assessment also provides an action plan with recommendations for next steps to achieve a safer, more vibrant, and well managed social economy.
The city also contracted with RHI to conduct an economic storefront study of the social, economic and employment contributions of hospitality establishments in the central city. This study includes but is not limited to analyzing sales, taxes, and employment to quantify the contributions of our social economy. This study is in its final stages and the results will be completed in January 2024.
The assessment process included stakeholder engagement with a total of 26 meetings. Ten virtual interviews were conducted to gather background. There were also 16 on-site meetings during three on-site visits between February and June 2023. Nearly 100 participants represented a diverse cross- section of public, private and government stakeholders. During their on-site visits, RHI visited public spaces and social venues, rode along with the Sacramento Police Department Entertainment Team, and observed entertainment venue closing time procedures.
Staff is presenting the assessment report which is the culmination of the analysis and recommendations for Sacramento’s social economy. The study primarily focused on the Midtown and Downtown business districts; however, the findings include citywide opportunities and challenges.
Policy Considerations: The Office of Nighttime Economy will use the findings and recommendations included in the assessment to identify priorities to develop and implement a strategic plan for a safe, vibrant, and well managed social economy.
Economic Impacts: Nightlife is a vital part of our economy, culture, and identity. Nightlife supports jobs and generates revenue. Cities that thrive have a vibrant nighttime economy.
Environmental Considerations: This action is not a project that is subject to CEQA because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines §15378(b)(5)).
Sustainability: Not applicable.
File ID: 2023-01338 11/28/2023 Discussion Item 19.
Commission/Committee Action: None.
Rationale for Recommendation: Not applicable.
Financial Considerations: None.
Local Business Enterprise (LBE): Not applicable.
Sociable City Assessment
In January 2023, the Office of Nighttime Economy contracted with the Responsible Hospitality Institute (RHI) to conduct a Sociable City Assessment. RHI is a non-profit organization with decades of experience in nightlife and social economy management that helps cities plan safe and inclusive places to socialize.
The assessment is an in-depth analysis of Sacramento’s social economy identifying strengths, challenges, and opportunities. The Office of Nighttime Economy will use its findings and recommendations to identify priorities to develop and implement a strategic plan for a safe, vibrant, and well managed social economy.
Assessment Process
• 3 site visits (February - June 2023)
• 26 meetings total (virtual and on-site)
• 10 Virtual Interviews to gather background
• 16 on-site meetings to identify strengths, challenges and action change including:
• Listening Sessions
• Roundtables
• Women’s Focus Group
• Venue Operators Meeting
• Neighborhood Associations
• Key stakeholder individual meetings
• Participation
• Nearly 100 people
• 30 social venues represented (by owners/operators/staff) • 12 City of Sacramento divisions represented
• 2 Property Based Improvement Districts (PBIDs)
• State of California Alcoholic Beverage Control (ABC)
• 5 Neighborhood Associations
• Music and Culture advocates, property owners, and many more
Recommended Key Actions
LAY A FOUNDATION
Long-term strategies to protect nightlife and make data-driven decisions. Systemic changes and a nighttime governance plan are key to sustaining vibrancy while managing impacts and risks. Create multiple levels of Entertainment Permits
Create a “One Stop Shop” for city social economy related permits (e.g., Entertainment Permits, Special Event Permits)
PLAN FOR PEOPLE
Facilitating high standards for quality of life by addressing issues such as sound management, as well as coordination of safe mobility options to/from and within the district. Notify community on upcoming event by improving engagement with residents and businesses Mitigate mixed-use impact through proactive systems for co-existence Address nuisance behavior and restore sense of order in public space Improve 311 interface by enhancing user experience
Create an Operating Permit for Private Parking lots near social venue/clusters Revisit the Downtown K Street Closure to clarify traffic and pedestrian management Improve the pedestrian experience and remove blight in social clusters with improved lighting and increased activation
Create a Rideshare Hub in Midtown at Closing Time
ASSURE SAFETY
Public, private and government stakeholders vested in public safety to systematize an approach to nightlife safety, organize nightlife businesses and reduce harm and disorder. Invest in event management by streamlining review processes and improving coordination across agencies
Create a Venue Best Practices Guide to document venue operations and safety practices
ENHANCE VIBRANCY
Support creative entrepreneurs, performers and social spaces that comprise the nighttime vibrancy of a city through partnerships and awareness-raising among elected officials. Improve promotion of Sacramento’s Social Venues to remain competitive Create a guide for event organizers to remove barriers and Develop Educational Resources