officers and officials of the City, are hereby authorized and directed to take all actions and do all things necessary with respect to associate membership in the Authority including but not limited to the execution and delivery of any and all agreements, certificates, instruments and other documents which are necessary to effectuate the purposes of this resolution.
SECTION 4. This Resolution shall take effect upon its adoption by the City Council. [Remainder of page intentionally left blank]
418
Resolution 24-128
PASSED, APPROVED AND ADOPTED this 4th day of December 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Martha Guerrero, Mayor
ATTEST:
Jennifer Cusmir, City Clerk
419
CITY COUNCIL AGENDA REPORT
MEETING DATE: December 4, 2024 ITEM #16
SUBJECT:
UPDATE ON THE COMPREHENSIVE SAFETY ACTION PLAN
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[ ] Council [X] Staff
[ ] Other
Steven Rosen, Associate Transportation Planner
Community Development Department
ATTACHMENT [ ] Yes [ X ] No [ X ] Information [ ] Direction [ ] Action
OBJECTIVE
The purpose of this report is to provide an update to the City Council on the Comprehensive Safety Action Plan and to seek the City Council’s input on street safety in West Sacramento.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council receive staff’s presentation on the progress made toward developing the Comprehensive Safety Action Plan and provide feedback on street safety in West Sacramento.
BACKGROUND
The United States Department of Transportation (USDOT) awarded the City of West Sacramento a grant to develop a “Comprehensive Safety Action Plan.” On January 17, 2024, the City Council awarded a professional services contract to Nelson\Nygaard Consulting Associates, Inc. to support the development of the Comprehensive Safety Action Plan.
To take advantage of worldwide momentum against traffic violence, the project has been publicly branded the West Sacramento Vision Zero Action Plan (VZAP). The purpose of the plan is to reduce fatal and serious injuries on West Sacramento’s streets by implementing the “Safe Systems Approach.” The Safe Systems Approach recognizes that fatal and serious injuries are unacceptable, people make mistakes, people are vulnerable, responsibility is shared, safety is proactive, and redundancy is crucial. The Safe Systems Approach seeks to achieve reductions in fatal and serious injuries by improving equity, engineering, education, enforcement, and emergency response.
The Vision Zero Action Plan is being prepared in three broad phases. The first is to analyze existing conditions.
The second is to determine which countermeasures could prevent fatal and serious injury crashes. The third is to set an injury reduction goal, to set a date by which that goal will achieved, and to develop a program of implementing those countermeasures to achieve that goal. This report presents the findings at the end of the first phase.
ANALYSIS
The first phase of preparing the Plan is an analysis of the existing conditions. It produced a Crash Analysis and Community Engagement Summary.
Crash Analysis
The team used the West Sacramento Police Department’s Crossroads traffic report database to analyze all reported crashes during the period 2017-2023. The analysis focused on fatal and serious injury (FSI) crashes to understand when, where, why, and how crashes happen and who suffered the fatal or serious injury.
In the study period, there were 101 FSI crashes. These resulted in 29 deaths and 117 serious injuries. There was not an unusually high or low number of FSI crashes during the COVID-19 quarantine years. FSI crashes happen more often between 6:00pm and midnight than in other periods, and they happen on roads characterized by high traffic speeds, high traffic volumes, and the presence of attractors like retail/service businesses, schools, and parks. Fifty-eight percent of FSI crashes involved vulnerable road users—road users who were not protected by a motor vehicle’s body and crash protection features. They include 29 pedestrians, 17 motorcyclists, and 13 bicyclists. Men and boys are 74% of FSI victims despite being only 49% of residents.
The Crash Analysis identified the cause to which the responding police officer attributed the crash. In 19% of crashes, the behavior was “pedestrian violation,” which commonly meant that the victim was crossing where 420
Vision Zero Action Plan
December 4, 2024
crossing is prohibited or walking along the vehicle travel area. Other common behaviors to which crashes were attributed were disobeying traffic signals and signs, driving under the influence of alcohol or other drugs, rightof-way violation, improper turning, and unsafe speed. The most common type of crash resulting in FSI was a vehicle striking a pedestrian, followed by broadside (“T-bone”), hitting an object, head-on, and rear-end.
Community Engagement Summary
The Community Engagement Summary contains the results of the community engagement process for the first phase of the project. This phase of community engagement had two purposes. The first was to build relationships with the community and to promote the project. The second was to learn from participants’ expertise in the City’s streets.
The engagement plan prioritized engaging communities who have been historically excluded from planning processes, such as multilingual communities, low-income households, youth, older adults, and Black, Indigenous, and Person-of-Color (BIPOC)-identifying individuals. The VZAP team established relationships with the guidance of a ten-member Community Advisory Group (CAG). The team connected with residents by attending the Breathe Bike Rodeo, the Senior Resource Fair, Washington School District’s National Night Out, and the West Sacramento campus of Sacramento City College on a day on which classes were in session.
Outreach has been conducted and shared in English, Spanish, and Russian. The team held two guided active transportation audits and promoted independent active transportation audits. The team also promoted an online community survey through the City’s social media channels and received 491 responses.
Face-to-Face Engagement
The active transportation audits and face-to-face engagement at community events found that attendees were concerned with driver behavior, particularly around school drop-off and pick-up; speeding; and drivers ignoring traffic control devices like traffic lights. Attendees said that they did not feel safe due to high traffic volume and speed. Attendees want to see improvements to roadway design that would calm traffic and improvements to the active transportation network that would address incomplete sidewalks, inadequate bikeways, and that would add shade and other amenities for pedestrians.
Survey
Four hundred and six (406) of the 491 survey respondents live in West Sacramento. One hundred thirty-four (134) of the 491 respondents work in West Sacramento. When asked their single mode of transportation they use most often in West Sacramento, 276 said they were drivers, 143 said they walk, 108 said they ride a bicycle, and 51 said they use public transportation, with other modes being less common.
Sixty-seven percent (67%) of the respondents believe that zero traffic-related deaths in a year is an achievable goal. Approximately 58% would like to achieve zero traffic deaths by 2030.
Fewer than two in ten of respondents believe that West Sacramento’s streets are safe enough for school-age children to walk or bike along, and only about three in ten feel safe crossing West Sacramento’s streets. Almost all respondents were concerned about driver behavior, and nine out of ten were concerned about the design or quality of West Sacramento’s streets.
The survey also produced maps of traffic safety hot-spots where respondents reported they had witnessed or experienced near-misses and unreported crashes that would not appear in crash data and a map of suggested safety improvements.
Next Step
The team will incorporate the City Council’s insights into its analysis of crash risks and continue to refine its designation of high-risk areas. The team will then use the information learned in this phase to identify countermeasures that could prevent FSI crashes, establish the locations that should be targeted for countermeasures so that they would have the maximum effect. The team will also establish potential timelines for implementing the countermeasures and give each timeline an estimated annual budget for initiated countermeasures so that the City Council can set a goal for achieving reduction in FSI crashes that could feasibly be met with sustainable expenditures.
Environmental Considerations
Not Applicable
421
Vision Zero Action Plan
December 4, 2024
Commission Recommendation
CDD staff shared this report with the Transportation, Mobility, & Infrastructure Commission and received input from the commissioners on traffic safety in West Sacramento.
Strategic Plan Integration
This project advances the 2023 Strategic Plan Principles: “Mobility & Connectivity,” in support of providing convenient and sustainable choices for people to get where they are going, “Inclusive & Diverse,” in support of equitable investment and social/environmental justice in the city, and “Core Services & Infrastructure,” in support of sustaining a financially sound city in which everyone feels safe and secure, with quality services and wellmaintained infrastructure.” Alternatives
As an alternative to the recommended action, the City Council could:
1) Decline to hear the presentation; or
2) Direct the presentation to be moved to a later meeting.
Declining to hear the presentation or directing the postpone the presentation to a later meeting will result in the project continuing without City Council feedback at this time.
Coordination and Review
This project includes participation by the Vision Zero Project Development Team (PDT). The PDT consists of representatives of City departments that have responsibility for streets and traffic safety. The PDT includes representatives of Finance, Capital Projects, City Manager’s Office, Community Development, Economic Development and Housing, Fire, Parks & Recreation, Police, and Public Works Operations & Maintenance.
Budget/Cost Impact
The project (CIP 16012) is funded by a $280,000 federal Safe Streets and Roads for All grant, with an approved match of $70,000 from the one-time General Fund. The City Council later adopted Resolution 24-13 adding $27,966 to the project budget to allow a 10% contingency for the project, bringing the project budget to $377,966.
This report provides an update on the project and has no impact on the budget. No additional funds are being requested at this time.
ATTACHMENT
None
422
CITY COUNCIL AGENDA REPORT
MEETING DATE: December 4, 2024 ITEM #17
SUBJECT:
PRESENTATION OF TOURISM IMPROVEMENT DISTRICT FEASIBILITY STUDY AND
CONSIDERATION OF AUTHORITY TO PURSUE FORMATION
INITIATED OR REQUESTED BY: REPORT COORDINATED OR PREPARED BY:
[X] Council [ ] Staff
[ ] Other
Meaghan Stiles, Economic Development Manager
Economic Development and Housing
ATTACHMENT [X] Yes [ ] No [ ] Information [ ] Direction [X] Action
OBJECTIVE
The purpose of this presentation and report is to provide Council with a comprehensive feasibility study conducted for the purposes of exploring a Tourism Improvement District in West Sacramento, and consideration of authority to move forward with formation of the district.
RECOMMENDED ACTION
Staff respectfully recommends that the City Council:
1. Receive a presentation on the Tourism Improvement District Feasibility Study; and
2. Authorize staff to pursue formation of a Tourism Improvement District in West Sacramento.
BACKGROUND
As part of the outlined Council Strategic Plan priorities, staff was directed to explore the possibility of pursuing both a Tourism Improvement District (TID) and Property and Business Improvement District (PBID) in the City of West Sacramento. In January 2024, staff released a formal Request for Proposals (RFP), and through a competitive bid process, entered into a contract with Civitas Advisors in March of 2024, to provide consulting services to assist in the formation of both a TID and PBID. Phase I of the two-phase process was to conduct and produce a report outlining feasibility of forming a TID to provide long-term, stable funding for tourism programs within West Sacramento. The TID Feasibility Study (Attachment 1) is included in this report; and a feasibility report for the formation of a PBID is forthcoming.
ANALYSIS
In general, hoteliers and local government agencies pursue formation of a TID to create a revenue source devoted to marketing the jurisdiction or defined area as a meeting, event and tourism destination. Tourism Improvement Districts are benefit-assessment districts used to fund marketing and sales promotion efforts for lodging and tourism related businesses. These special assessment districts allow business owners to organize their efforts to increase tourism. Tourism-related business owners within the district fund the TID through assessments collected on hotel room night stays and those funds are used to provide services that the businesses desire to benefit the lodging businesses within the district.
If formed, the West Sacramento TID would generate approximately $370,000 on an annual basis for promotion of travel and tourism specific to West Sacramento. This number is based on an initial assessment rate of 2% (which is passed along as a guest charge for overnight patrons) of gross short-term rental revenue on lodging businesses with fifty-five (55) or more rooms.
Civitas, in conjunction with the City of West Sacramento, worked with local lodging business owners to determine what concerns they have regarding the long-term prosperity of West Sacramento and the services that are needed to drive overnight visitation to the destination. Through sustained stakeholder engagement and education initiatives targeted at the tourism community, it is recommended that the City of West Sacramento and stakeholders continue their efforts to form the proposed West Sacramento TID. Staff is confident that there is adequate support from stakeholders, and that with additional outreach and education, formation of a West Sacramento TID is feasible. The formation of the West Sacramento TID will result in establishing a strong, private-sector, relationship with lodging partners with a dependable financial core. The proposed West Sacramento TID will provide the resources, leadership, and long-term vision West Sacramento needs to enhance its tourism industry and local economy, along with providing the resources needed to maintain West Sacramento’s competitiveness as part of a national destination and support sustainable industry growth.
If authority is given to move forward with TID formation, the West Sacramento TID will be formed pursuant to the Property and Business Improvement District Law of 1994. This law allows for the creation of a special benefit assessment district to raise funds within a specific geographic area. Funds raised are returned to a private non- 423 Tourism Improvement District Feasibility Study
December 4, 2024
profit corporation, under contract with the local government, who is responsible for governing the district. The following steps must be taken in order to form a TID in West Sacramento:
TID Formation Steps:
1. Steering Committee Formed
2. Draft the Management District Plan (MDP)
3. Steering Committee and City to review and finalize MDP
4. Conduct Petition Drive and submit petitions totaling over 50% of assessment to City
5. City Council consideration of a Resolution of Intention
6. Mail and notice public meeting/hearing
7. City Council to conduct public hearing and consideration of Resolution of Formation The schedule to complete these steps is approximately five months. Given this, the West Sacramento TID could be formed as early as summer 2025 and would take effect immediately following adoption of a Resolution of Formation. The lifespan of a newly formed TID is generally five years, at which point it would need to be renewed using similar steps as noted above.
Environmental Considerations
N/A
Commission Recommendation
N/A
Strategic Plan Integration
Exploration of a Tourism Improvement District is included as a priority item in the City Council’s 2023 Strategic Plan.
Alternatives
In addition to the recommended actions, Council’s primary alternatives include:
1) Decline to receive a presentation on the TID Feasibility Study and ask staff to present at a later date; and/ or
2) Decline to pursue a TID at this time.
Coordination and Review
This report was prepared by the Economic Development and Housing Department in collaboration with the City Manager’s Office and Civitas Advisors.
Budget/Cost Impact
There are no financial impacts associated with the recommended actions. The TID Feasibility Study and potential formation was budgeted as part of the City’s FY 24/25 biennial budget. Additionally, If formed, the West Sacramento TID would generate approximately $370,000 on an annual basis for promotion of travel and tourism specific to West Sacramento.
ATTACHMENT
1) Tourism Improvement District Feasibility Study
424
1 1 1
TOURISM IMPROVEMENT
DISTRICT
FEASIBILITY STUDY
October 2024
WEST
SACRAMENTO, CA
Attachment 1
425
2 PAGE 11
PROPOSED SERVICE PLAN
TABLE OF CONTENTS
TOURISM FUNDING LANDSCAPE
PAGE 3 PAGE 7
EXECUTIVE SUMMARY
KEY ENGAGEMENT FINDINGS
PAGE 8
POTENTIAL BUDGET & SERVICES PAGE 6
PAGE 13
PAGE 14
PAGE 17
PAGE 16
ABOUT CIVITAS
ADDITIONAL CRITERIA PAGE 10
APPENDIX 1: SAMPLE TIMELINE
PAGE 12
CONCLUSION AND NEXT STEPS
PAGE 14
426
3 HOME RULE AUTHORITY
Financial crises of the recent past, including the COVID-19 pandemic, the Great Financial Crisis of 2008, and the tragic events of 9/11, have made clear the elevated importance of maintaining the tourism economy in our communities and the role the industr y plays in local workforce development, supporting new residents, and creating experiences for visitors. Today, more than ever, the ability to remain competitive w ith destinations in California is critical to West Sacramento?s future, as well as balancing the visitor economy to lift burdens from local businesses and residents as grow th continues.
?In today?s globalized, networ ked wor ld, ever y com m unity m ust com pete for its shar e of the wor ld?s visibility? its shar e of attention and r espect. Ever y com m unity m ust com pete for its shar e of the wor ld?s tour ists, consum er s and available talent. Those com m unities who fail to com pete will lose gr ound. They will be left behind.?
- Jack Johnson, Chief Advocacy Officer , Destinations Inter national In the tourism industr y today, competition for tourist attention is fiercer than ever. Within this context, Tourism Improvement Districts (TIDs) emerge as invaluable assets, offering a stable and dedicated source of funding for essential marketing initiatives. This financial stability is particularly crucial in navigating the challenges posed by an uncertain economic climate.
TOURISM FUNDING LANDSCAPE
427
4 WHAT IS A TOURISM IMPROVEMENT DISTRICT?
TIDs utilize the efficiencies of private sector operation in the market-based promotion of destinations. They allow business ow ners to organize their efforts to increase business sales. Lodging businesses w ithin a TID pay an assessment, which is passed through to overnight guests, and those funds are used to provide ser vices that increase lodging business revenues and benefit the local visitor economy.
The first TID was formed in West Hollywood, California in 1989. Since then, over 200 U.S. destinations in 23 states have followed suit, including cities in Alabama, Massachusetts, Kansas, Louisiana, Mar yland, Montana, New Jersey, Pennsylvania, Rhode Island, South Dakota, Texas, Oklahoma, and Washington. Nationw ide, TIDs collectively raise over $500 million annually for local destination marketing.
In California, TIDs are primarily formed pursuant to the Property and Business Improvement District Law of 1994 (94 Law ).This law allows for the creation of special benefit assessment districts to raise funds w ithin a specific geographic area. The key difference between TIDs and other districts is that funds raised are returned to the private non-profit corporation governing the TID.
IMPACTS OF TIDs
In 2019, Tourism Economics researched the impact of TIDs on destination performance, revealing that destinations w ith TIDs consistently outperform others. On average, TIDs yield a significant boost of 2.1% in hotel room demand and 4.5% in hotel room revenue compared to those w ithout TIDs. This translates to a notable increase of 150,000 room nights and $51 million in hotel revenue for the average destination in 2019. ?Ther e r eally is a str ong case to be m ade that TIDs ar e not just gener ating activity for hotels, but they r eally ar e lever aged for econom ic developm ent.? -Adam Sacks, Pr esident, Tour ism Economics
Tourism Economics also analyzed the impacts of the Denver Tourism Improvement District (DTID), established in 2016, and found that Visit Denver's $36 million budget generated an impressive $73 million in local tax revenue, effectively doubling the initial investment and increasing local tax collections. This demonstrates that the benefits of TIDs extend beyond merely boosting hotel sales- they ser ve as a pivotal catalyst for driving overall economic grow th.
T
O
U
RIS
M
F
U
N
DIN
G
L
A
N
D
S
CA
P
E
428
5 An evaluation of the San Antonio Tourism Promotion Improvement District (SATPID), established in 2019, revealed substantial economic impacts prior to COVID-19. In the district?s first year, the SATPID?s 1.25% assessment on lodging properties w ith 100 rooms or more generated 190,000 room nights of definite and tentative group business. This produced a significant return of $15.70 in room revenue for ever y $1.00 invested.
Furthermore, for ever y $1.00 spent on advertising, $50.00 in visitor spending was generated. These results highlight the SATPID?s significant contribution to enhancing the local economy, far beyond boosting hotel stays alone.
In 2018, Tourism Economics studied the outcomes of the San Luis Obispo Tourism Business Improvement District (SLOTBID), established in 2008, and found that ever y dollar invested influenced $44.40 of visitor spending, which contributed $40.5 million in total visitor spending. This substantial return on investment demonstrates the effectiveness of tourism districts in driving economic grow th in the community while attracting visitors.
FUNDING NEED
TIDs have a proven national reputation for increasing hotel room demand and revenue, providing destinations w ith additional funding to fortify their economic health. Beyond enhancing West Sacramento's financial standing and increasing its tax base, destinations w ith TIDs outperform destinations w ithout this assessment. As more destinations in California and throughout the countr y adopt the TID structure, West Sacramento risks a competitive disadvantage if our hospitality industr y continues to rely solely on the current model of funding.
As many cities and countries grapple w ith the necessity of making budgetar y sacrifices, finding resources for investment in community assets, demand-generating programs, and infrastructure is more challenging than ever. TIDs step in to bridge the funding gap, providing vital resources to either supplement or entirely replace the funds that would other w ise be compromised. What sets TIDs apart is their unique financial autonomy ? unlike government-controlled entities, TID funds remain insulated from budget cuts and elected leadership changes, protecting and preser ving the economic driver set up through the district programming and projects.
What makes TIDs truly distinctive is not just their role as financial lifelines but their T
O
U
RIS
M
F
U
N
DIN
G
L
A
N
D
S
CA
P
E
429
6 intrinsic design and governance structure. TIDs are not imposed from above; rather, they are conceived, established, and governed by those who directly contribute to the assessments. The ver y businesses that understand the local tourism landscape best and are most invested in its success actively participate in creating and controlling the TID.
This self-governance model ensures that the interests of contributors are not only acknowledged but actively steer the direction of tourism promotion efforts.
Through this process we seek to establish adequate funding w ith an overarching goal to balance the visitor economy and to lift burdens from our local businesses and residents as our grow th continues. We are investing in our destination?s development through the visitor experience via in-depth sales, marketing, and destination development initiatives w ith an emphasis on overnight visitors of the assessed businesses.
T
O
U
RIS
M
F
U
N
DIN
G
L
A
N
D
S
CA
P
E
430
7 The purpose of this study is to determine the feasibility of forming a TID to provide long-term, stable funding for tourism programs w ithin West Sacramento. A TID would provide the resources needed to maintain West Sacramento?s competitiveness as a national destination and support sustainable industr y grow th.
Civitas, in conjunction w ith the City of West Sacramento, has worked w ith local lodging business ow ners to determine what concerns they have regarding the long-term prosperity of West Sacramento and the ser vices that are needed to drive overnight visitation to the destination.
Outreach efforts have been conducted through several group and individual meetings w ith lodging business ow ners. The purpose of these engagements was to discuss the feasibility of establishing a TID. This study is intended to provide information to be utilized in additional outreach, education, and increased partnership and communication w ith hoteliers. Should the lodging business ow ners decide to move for ward w ith TID formation, Civitas w ill provide a proposal to assist w ith the formation process.
EXECUTIVE SUMMARY
431
8 To properly communicate the TID formation effort, early successful outreach efforts have been made to discuss the feasibility of the TID. If lodging business ow ners choose to move for ward w ith the district formation process, any concerns w ill be heard and discussed by the City Council during the district formation process as laid out in the 94 Law , which w ill entail a public hearing as a component of forming the TID. Overall, interest and enthusiasm from stakeholders indicate a ver y positive reaction to the formation of the TID. However, more intensive education and outreach efforts should be made in the coming months to determine the final parameters of the West Sacramento TID, including the assessment rate, ser vices and governance of the TID.
Establishing a TID in West Sacramento w ill undoubtedly help West Sacramento remain competitive w ith other destinations by increasing the funding available for its tourism industr y. The competitive set below illustrates TID revenue from neighboring TIDs.
KEY ENGAGEMENT FINDINGS
432
9 K
EY
E
N
G
A
G
E
M
E
N
T
FIN
DIN
G
S
Destination District Tourism Improvement
District Revenue
Sacramento Sacramento Tourism Marketing District $9,540,000 Rancho Cordova Rancho Cordova Tourism Business
Improvement District $2,600,000
Stockton Stockton Tourism Business Improvement
District $1,700,000
Folsom Folsom Tourism Business Improvement
District $1,188,000
Elk Grove Elk Grove Tourism Marketing District $1,026,000 Yolo County Yolo County Tourism Business
Improvement District
$554,000
Modesto Modesto Tourism Marketing District $431,000
* Rounded to nearest $1,000
433
10 K
EY
E
N
G
A
G
E
M
E
N
T
FIN
DIN
G
S
City TOT Rate TID Rate Total Guest
Charge
Rancho Cordova 12.00% 4.50% 16.50%
Sacramento 12.00% 3.45% TMD & 1.00% TID 16.45%
Elk Grove 12.00% 3.00% 15.00%
Winters 12.00% 2.00% 14.00%
West Sacr am ento 12.00% *2.00% 14.00%
Folsom 8.00% 4.00% 12.00%
Stockton 8.00% 4.00% 12.00%
Modesto 9.00% 1.00% 10.00%
* Proposed West Sacramento TID
If assessment rate is a range, the TID Rate column represents the maximum TID rate.
Rounded to the nearest 0.01%
The chart below is designed to showcase the breakdow n of the total charge to the guest for each competitive destination in comparison to the proposed 2% West Sacramento TID assessment.
434
11 HOME RULE AUTHORITY
The proposed Ser vice Plan outlined in this section was developed based on initial conversations w ith West Sacramento lodging business ow ners. If the City of West Sacramento and lodging business ow ners elect to pursue formation of the West Sacramento TID, additional outreach to lodging business ow ners would be needed to confirm support of the parameters outlined below.
PROPOSED PROGRAMS AND TACTICS
The funds generated by the West Sacramento TID assessment w ill be strategically deployed via a comprehensive sales, marketing and destination development program aimed at promoting the destination and maximizing overnight stays in assessed lodging businesses. Specific programs and initiatives may include, but are not limited to, the follow ing:
SALES, MARKETING, & DESTINATION DEVELOPMENT
- Regional and national leisure marketing and convention trade marketing programs designed to increase awareness of and drive overnight traffic to the destination ? in turn, benefitting the assessed businesses through increased consumer demand; - Public Relations (PR) programs that enhance the profile of West Sacramento as a tourist, meetings and event destination ? in turn, benefitting the assessed businesses through increased consumer demand;
PROPOSED SERVICE PLAN
435
12 - Sales, marketing and PR initiatives driving in-bound meetings and leisure travel to West Sacramento ? in turn, benefitting the assessed businesses through increased consumer demand and increased room night bookings;
- Partnership w ith both local and state tourism organizations to target key international markets to increase overnight visitation at assessed businesses; - Strategic partnerships, sponsorships, or other alliances that reinforce West Sacramento as a destination of choice w ithin the travel marketplace for meetings, events and leisure travel ? in turn, generating greater room night sales to the assessed businesses;
- Attendance at tradeshows, conferences, and professional industr y/partner events to promote the destination and the assessed businesses;
- Sales missions, site inspections and familiarization tours showcasing the destination and the assessed businesses;
- Preparation, production, mailing, and distribution of collateral promotional materials such as brochures, flyers, maps, and videos featuring assessed businesses;
- Research on current and new markets that would result in additional room night sales to assessed businesses;
- Development and maintenance of the equipment, website, digital design, and technology designed to promote the West Sacramento TID; and - Destination development projects and activities.
ASSESSMENT RATE
The proposed initial annual assessment rate is two percent (2.0%) of gross short-term rental revenue on lodging businesses w ith fifty-five (55) or more rooms, estimated to generate approximately $370,000 annually.
TERM
The proposed West Sacramento TID w ill have an initial term of five (5) years. After the five (5) year term, the West Sacramento TID may be renewed for up to ten (10) years if lodging businesses support continuing the programs.
GOVERNANCE
The City of West Sacramento may enter into a contract w ith an existing non-profit P
RO
P
O
S
E
D
S
E
RVIC
E
P
L
A
N
436
13 organization to ser ve as the Ow ner?s Association for the West Sacramento TID, or a new nonprofit corporation may be formed. The Ow ners? Association is charged w ith managing funds and implementing programs in accordance w ith the Management District Plan and must provide annual reports on activities and expenditures to the City, which is also available to lodging business ow ners.
BOUNDARIES
The proposed West Sacramento TID includes all lodging businesses w ith fifty-five (55) rooms or more located w ithin the boundaries of the City of West Sacramento.
P
RO
P
O
S
E
D
S
E
RVIC
E
P
L
A
N
437
14 CONCLUSION AND NEXT STEPS
With sustained stakeholder engagement and thorough education initiatives targeting the tourism community regarding the proposed district parameters, we are confident in garnering the necessar y support for establishing the West Sacramento TID in the City of West Sacramento.
In order to pursue a successful formation process that reflects the needs and w ishes of the lodging business community, additional outreach would be conducted w ith lodging business ow ners and City staff in the form of meetings, presentations, and education efforts concerning the TID formation process.
Civitas recommends that the City of West Sacramento and stakeholders continue their efforts to form the proposed West Sacramento TID to provide activities and improvements to benefit lodging businesses w ithin the proposed West Sacramento TID. The formation of the West Sacramento TID w ill also result in establishing a strong, private-sector, relationship w ith lodging partners w ith a dependable financial core. The proposed West Sacramento TID w ill provide the resources, leadership, and long-term vision West Sacramento needs to enhance its tourism industr y and local economy.
If the determination is made to move for ward w ith TID formation, the West Sacramento TID w ill be formed pursuant to the 94 Law. The follow ing steps must be taken in order to form a TID in West Sacramento:
438
15 C
O
N
C
L
U
SIO
N
A
N
D
N
E
XT
S
T
E
P
S
Action Date
Steering Committee formed Month 1
Draft Management District Plan (MDP) Month 1
MDP Review & Finalize: Steering Committee & City staff Month 2-3 Petition drive; Submit Petitions totaling over 50% of assessment to City Month 4 City Council - Resolution of Intention Month 4
Mail and Notice of Public Meeting/Hearing Month 4
City Council - Public Hearing & Adopt Resolution of Formation Month 5 439
16 At Civitas, we specialize in igniting local economies, creating jobs and establishing stable funding for destination promotions and dow ntow n improvements throughout the United States.
With more than 20 years of experience, we provide expertise in all aspects of forming, modifying, and renew ing improvement districts. With offices in Sacramento, Los Angeles, and New York, our team of professionals has guided over 150 districts through the formation, modification or renewal process. With its deep experience and expertise, Civitas has been commissioned by the U.S. Travel Association to conduct nationw ide studies.
PROJECT MANAGER:
Emily Brow n, Project Manager
ebrow [email protected]
916-437-4300
ABOUT CIVITAS
440
17 1102 Cor por ate Way Ste 140, Sacr am ento, CA 95831 800.999.7781 | civitasadvisor s.com
441