Comprehensive Economic Development Strategy

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Recommendations Report

January 31, 2005

West Sacramento Economic Development Strategy

The City of West Sacramento Recommendations Report

The West Sacramento Redevelopment Agency is pleased to present the Recommendations Report as part of the City of West Sacramento Comprehensive Economic Development Strategy (CEDS). This strategy is a roadmap for stakeholders in the community to improve the economy of the city. An enormous number of people have contributed their input to the development of this strategy, including over 1350 survey respondents, 100 focus group participants, and 20 interviewees. Public meetings have included four CEDS Committee workshops, three City of West Sacramento Economic Development Advisory Committee meetings, and three City of West Sacramento City Council meetings.

The Community Assessment Report highlights major issues that the City needs to address and opportunities that the City can seize. The Target Industry Report identifies and describes specific industries that should be targeted for business expansion and recruitment. The target industries are: fuel cells, biotechnology, food processing, logistics, and retail. It is important for stakeholders to fully understand and become experts in each of these industries since many of the recommendations found in this strategy are focused on these industries. This Recommendations Report provides specific recommendations that will address issues and opportunities that have been identified.

The City can achieve the success that many in the community envision. West Sacramento will become the most exciting community in the Sacramento region with a powerful economic engine by:

• leveraging area economic development assets; • growing more technologically advanced companies; • creating opportunities for citizens through entrepreneurship; and • continuously improving education and quality of life.

By working together and aggressively implementing recommendations found in this strategy, in addition to existing City plans, the community will realize its vision.

Both the Community Assessment Report and the Target Industry Report have led to this last document, the Recommendations Report. The recommendations are organized by the following Goals:

∗ Workforce Development and Education ∗ Entrepreneurship ∗ Quality of Life ∗ Land Use, Sites, and Infrastructure ∗ Economic Development Efforts ∗ Marketing

For each of the six goals listed, the report provides specific objectives and implementation actions.

The Appendix contains a Marketing Guide (MG) that contains information to assist the community while implementing marketing objectives; suggestions for measuring progress of this plan; a summary of input received from the online survey; and descriptions of past and current City plans that have been incorporated into the analysis and development of economic development strategies.

Finally, this report conforms to the Economic Development Administration’s (EDA) CEDS guidelines. This report is being submitted to the EDA for their confirmation that the document meets the CEDS

West Sacramento Economic Development Strategy guidelines criteria. A completion of a CEDS plan permits a community to pursue federal government funding (from the EDA) for economic development projects, depending on the economic status of the community.

All reports are available online at www.westsacrda.org. We encourage you to review them thoroughly, and provide us with your comments and insight. Thank you for your input.

Val Toppenberg, Director of Redevelopment Les Bowman, Redevelopment Manager Diane Richards, Economic Development Coordinator Kurt Overmeyer, Economic Development Analyst West Sacramento Redevelopment Agency

West Sacramento Economic Development Strategy

ACKNOWLEDGEMENTS:

This project was made possible by funding from the Community Development Block Grant program (CDBG) administered by the California Department of Housing and Community Development (HCD) and the Economic Development Division of the City of West Sacramento Redevelopment Agency.

The City of West Sacramento wishes to gratefully acknowledge the contributions and participation of the following individuals, agencies and businesses members:

West Sacramento City Council Mayor Christopher L. Cabaldon Mayor pro tem Carolyn Castillo-Pierson Bill Kristoff, Councilmember Oscar Villegas, Councilmember Mark Montemayor, Councilmember Wes Beers, Councilmember

West Sacramento Economic Development Advisory Commission Greg Verdon, Chair Helena Helmold, Vice-Chair Mort Geivett Brenda Morazzini J. Michael Brady Marianne Estes Leticia Alejandrez

West Sacramento Chamber of Commerce David Stroud, Past President Kay Fenrich, Executive Director

The CEDS Steering Committee Tom Anderson, Lipomics Technologies Inc. Marianne Estes, Economic Development Roberta Paul, Yolo County Dept. of Advisory Commission Employment and Social Services J. Michael Brady, Economic Development Len Strickland, Riverpointe Insurance Advisory Commission Oleg Kaganovich, Sacramento Area Barbara Moore, West Sacramento Parks Regional Technology Alliance Department Dan Ramos, Ramco Enterprises Diane Richards, West Sacramento Suzanne Mikesell, Yolo County Redevelopment Agency Nora Moore-Jimenez, UC Davis CONNECT Jatinder Hundal, Xyratex, Inc. Dr. Judy Kjelstrom, UC Davis Biotechnology Debra Luff, Sacramento City College Program Paul Johnson, Washington Unified School Mary Post, PG&E District Bob Burris, Sacramento Area Commerce Mike Gorman, Gorman’s Stationery and Trade Organization David Miller, Pacific Bell/SBC Brenda Crum, Crum & Crum Jon Gregory, Golden State Venture Capital Tim Gayles, KOO Construction Network John Sulpizio, Sacramento- Yolo Port Denice Seals, Garcia Lee & Concepcion Steve Mathis, Sacramento – Yolo Port Medical Group Susan Airhart, JAX West (Jackson Greg Williams, Dade Behring Inc. Laboratory) Renee Carter, Alling Iron Works John Shorey, Harsch Properties Steve Patek, West Sacramento Community Development Department Carol Richardson, City of West Sacramento Bob Hemond, Sacramento River Cats David Stroud, ASB Properties Kay Fenrich, West Sacramento Chamber of Commerce

Table of Contents

Introduction 2

Key Findings 2

Target Industries 3

Vision and Goals 4

Implementation 5 Implementation Matrix

City Priorities 14

Recommendations 19

Workforce and Education 19

Entrepreneurship 25

Quality of Life 31

Land Use/Sites and Infrastructure 35

Economic Development Efforts 39

Marketing 44

Appendix

Performance Metrics

Economic Development Survey Report

Marketing Guide

Relevant City Plans Incorporated into Economic Development Plan

Potential Funding Sources

West Sacramento Economic Development Strategy

Introduction

Since its inception in 1987, West Sacramento has been progressive in its planning and aggressive in its implementation of those plans. That hard work and determination has been paying off and the city has seen remarkable change since its formation. Historically, the city has been in an awkward position because it does not reflect the rural environment that exists in the majority of Yolo County. Likewise, because of the separation from Sacramento by the river and its political boundaries, it has not been considered a part of the City of Sacramento. West Sacramento has traditionally been perceived as an industrial, blue-collar part of the region.

In the past decade, the industrial businesses in the city have generated a great number of jobs and a large amount of investment and they will continue to do so. However, the community has expressed a desire to diversify the city and build other assets. This is shown through the creation of several plans that are remaking parts of the city into mixed-use areas with an exciting, urban flair. Due to progressive leadership, West Sacramento is in the early stages of a renaissance that will attract new residents, retail outlets, entertainment venues, and businesses.

The plans that the city has previously adopted and have been considered while developing the recommendations within this report. A common theme that underlies each of these plans is the desire for new managed growth that captures the excitement and prosperity that the city envisions for its future. This economic development strategy reflects this desire, and challenges the community to implement these recommendations and create the future it envisions.

Key Findings

The Community Assessment Report provides an in-depth analysis of key strengths, opportunities, and areas for improvement in West Sacramento. The following are the most important issues that this strategic document addresses:

• Absence of a higher education institution within the city • Perception of the city largely as an industrial location • Lack of entrepreneurial support and focus • Poorly skilled workforce • Poor perception of K-12 schools • Large number of people working but not living in the city • Lack of engagement of the business community in the city’s future • Lack of quality retail, entertainment and nightlife • Division between long time and newer residents • Economic development services provided completely by city government • City departments do not appreciate their role in economic development

West Sacramento Economic Development Strategy

Target Industries

The Target Industries Report provided recommendations on which specific industries the City should focus economic development efforts. Recommendations within this plan focus on the following target industries (more information on these industries can be found in the Target Industry Report):

Biotechnology A 2002 Sacramento Business Journal article stated that, “West Sacramento, long seen as a regional backwater of cheap motels and grimy warehouses, is aggressively -- and successfully -- courting biotech companies for a high-tech makeover.” Biotech has been a target industry for the City since 1996, and since then West Sacramento has succeeded by being the low cost alternative for buildings and land. This has served to build a critical mass of research companies in the city, many of which were founded in West Sacramento. Biotech activities in the city range from medical devices to bioinformatics to veterinary diagnostics. Regionally, many of the biotech companies are tied to the local agricultural presence with research involving modified foods, food and drug safety, and pest resistance of crops.

Retail Retail is not typically a target for economic developers. It is generally seen as a locally serving industry with no real economic impact. However, by focusing on retail development, the City will be improving its quality of life, increasing tax revenue, and improving its image.

Logistics The regional distribution industry has been hit hard by the weakened economy. Employment has fallen for the last three years. The Port of Sacramento is the most visible distribution employer in the city and has about 150 full-time equivalent workers. It handles bulk cargo such as rice, wheat, lumber, and fertilizer. The Port, however, lost $3 million over the last three and a half years, creating an air of uncertainty about its future. Major distribution companies have stated that West Sacramento is the perfect fit for their models; however, the City has had their fill of traditional distribution centers. The logistics industry, therefore, is a good match for West Sacramento. It matches its strengths in distribution while adding a high tech component to its industry targets. In this report, the target industry “Logistics” shall refer to the “brains behind distribution” including software and related operational aspects that serve the distribution industry.

Food Processing Food processing is already a target industry for the City of West Sacramento and continues to be a good fit. Many of the City’s inquiries from companies considering locating to West Sacramento are food processors. The industry benefits from many of the same assets that the distribution industry uses, and is actually a large user of transportation services. West Sacramento offers access to large markets like San Francisco without incurring the high operating and real estate costs of those markets.

Fuel Cells The fuel cell target industry represents a great long term opportunity for the City of West Sacramento. The city already has one of the few hydrogen stations in the world, fuel cell research programs for all eight of the major auto manufacturers, and strong backing by state and federal government agencies. The fuel cell work happening in the city has given West Sacramento global visibility among industry leaders.

West Sacramento Economic Development Strategy

Vision Statement

Every plan must start with a vision. The Goals, Objectives, and Actions in this report support the following vision. This proposed vision statement for the City has been distilled from comments, opinions, and information from West Sacramento stakeholders:

West Sacramento will be the most exciting community in the Sacramento region with a powerful economic engine by leveraging area economic development assets; growing more technologically advanced companies; creating opportunities for citizens through entrepreneurship; and continuously improving education and quality of life.

Goals

This Recommendations Report contains objectives that will increase West Sacramento’s opportunities for growing its target industries and other high impact businesses. Six goals have been identified for the city’s economic development efforts. Each goal relates to a section of the CEDS plan. The goals are:

• Goal One: Workforce development and education programs are focused on preparing the workforce for West Sacramento’s target industries.

• Goal Two: Entrepreneurship and small business growth are significant drivers of the economy.

• Goal Three: West Sacramento is an appealing place to live for young professionals and individuals employed by target industry companies.

• Goal Four: West Sacramento’s sites and infrastructure meet the needs of target industries and a growing population.

• Goal Five: Existing talents, leaders and resources are coordinated so that there is a seamless system for economic development services in West Sacramento.

• Goal Six: The city has a strong internal campaign that informs and gains support from the community for the city’s economic development strategy; and a strong external effort that promotes West Sacramento, increases mindshare among targeted audiences, and attracts business investment from targeted industry companies.

West Sacramento Economic Development Strategy

Implementation

The City of West Sacramento’s Redevelopment Agency has been largely alone in its effort to bring economic development to the city. The regional economic development organization, SACTO, and the state economic development agency have assisted the city by bringing site selectors and companies considering expansion or relocation to the region, and sometimes to the city. But these efforts have been rarely successful. Most of the city’s economic successes have come exclusively from the efforts of city staff and elected officials, working with local brokers and developers. The Chamber of Commerce is fledgling but with additional resources, strategic direction and effective leadership, the Chamber can play a more significant role in economic development efforts in the City.

This strategy proposes to expand the economic development efforts that the redevelopment agency is pursuing and assigns responsibility for other aspects of economic development to other organizations within the city. It is impossible for the city to take on all of the roles that must be filled to create an effective economic development effort - the staff is too small and the assignments too voluminous to be carried out effectively. The most successful communities have a broad base of economic development support. It is not the place of the city to take on all aspects of economic development; it is up to the citizens of the city to get involved and take some of this responsibility.

To facilitate the implementation of the plan, a matrix has been developed (found on the following pages) that lists each Goal, Objective, and Action Step; a suggested timeline for when steps should be taken; and which recommendations are priorities (labeled as “must do” or “good to do”). The following key recommendations are included to aid in this plan’s implementation:

• The private sector in West Sacramento must be further involved in economic development efforts for the city. The goal of economic development is the creation of jobs and capital investment in the community. This is achieved primarily through private sector decisions. It is has proven to be most successful when the private sector is the driving force for any initiative to encourage development in the community.

• The City of West Sacramento should act as the coordinator of the implementation of this economic development strategy as part of its overall mission. The city should bring together as many organizations and leaders in the city as possible, being as inclusive as possible, in an effort to coordinate economic development activities. It is imperative that long time residents and new residents be involved in the implementation of this plan.

• Other organizations should also take on leadership or support roles for the plan implementation. The table on page 10 provides direction on which organization should lead the implementation of each goal and which organization(s) should be supportive of each goal. In many instances throughout this plan these organizations are identified in parentheses after each action.

As lead coordinator, the city should convene a stakeholder meeting to focus on implementation where the result of the meeting should be to gain a consensus on the organizational strategy for implementation and the creation of an Implementation Committee. Task forces should be created for each goal that will report accomplishments to this committee on a quarterly basis. Quarterly meetings should be open to the public, and press releases highlighting accomplishments and participants should follow every meeting. Only through widespread city involvement and media attention will this plan maintain the dynamic energy that is required to meet the desires and goals of the city.

West Sacramento Economic Development Strategy

• Regularly update and modify the plan. As with all plans, this one should be fluid – utilized frequently, reviewed and updated annually. The City should adjust this plan accordingly with input from all stakeholders mentioned. The City should use the performance metrics that are listed in the Appendix to assess the economic performance of the city on key variables. The city should benchmark itself against regional and national competitors by these variables.

This plan is expected to be revised following the completion of the Port’s Maritime Demand Analysis and Master Land use Plan. The Port studies seek to determine the Port’s commodity targets, the land and investment needed to pursue a viable maritime economic model and a master land use plan for land owned by the Port but not needed for maritime use. Following completion of the Port master planning efforts, this strategy will consider opportunities for the Port and the city to cooperate and collaborate on mutually acceptable economic goals and activities.

• Complete the city’s priority projects. While this report recommends over 70 separate actions to implement the economic development strategy, resource limitations will require that they be implemented in a methodical manner. The projects most critical to the city’s success have been listed in the section entitled “City Priorities”.

• Celebrate the successes of this plan. The often-forgotten part of implementation is appreciating the success that the city has achieved. The City should meet annually to provide an update to both those that have and those that have not been involved in the development and implementation of this plan. The City should consider recognizing key accomplishments as well as key individuals and organizations that have provided a significant contribution or impact in the implementation.

The table below provides an explanation of key headings that are found in the implementation matrix and terms that are used throughout this plan.

TERM DEFINITION

Goal Outcome statements that broadly define what the City is trying to accomplish

Objective Measurable actions that support the completion of individual elements of each goal

Action Specific steps to take that support each objective

The organization that has primary responsibility for convening taskforces and leading Primary Implementer implementation of a specific goal, objective or action

Supporting The organization(s) that should support the primary implementer Implementer

Time Frame Period which it takes to begin and accomplish an objective

Performance measurements to monitor, adjust, and rate the success of actions taken to Metric accomplish an objective

West Sacramento Economic Development Strategy

The table provided below illustrates the key stakeholders that should be involved in the implementation of this plan. Please note that for every major section of this plan, one organization is listed as the primary implementer. That is not to say that the organization is responsible for implementation, but rather based upon their current involvement in their respective programs, they should spearhead the implementation in cooperation with the other stakeholders listed as supporting organizations. The primary implementer should help in the formation of taskforces to support each major function area. Other organizations not listed as supporting organizations are welcome to participate in the implementation of this plan. PRIMARY FUNCTION AREA SUPPORTING ORGANIZATIONS IMPLEMENTER Washington Unified School District Yolo County West Sacramento Chamber Workforce and Community Colleges City Universities Education Employment Development Agencies Local Non-profits Local Churches Local Banks Sacramento Area Regional Technology Alliance UC Davis CONNECT Golden State Venture Capital Network Sacramento Entrepreneurship Academy (SEA) California Capital Greater SBDC Chamber of Commerce Entrepreneurship City Universities Washington Unified School District Local Non-profits Local Banks Redevelopment Agency Sacramento Entrepreneurship Academy Other local venture capitalists Community Colleges Redevelopment Agency Local Retail Developers California Highway Patrol West Sacramento Real Estate Brokers Chamber of Commerce Quality of Life City Sacramento Convention and Visitors Bureau Service Clubs Non-profits Churches Local Businesses Sacramento River Cats Yolo County Transportation District Chamber of Commerce Museums Land Use, Sites and Port City Infrastructure Developers City Artists Telecommunications Companies Redevelopment Agency Economic Chamber of Commerce City Yolo County Development Efforts SACTO Chamber of Commerce Marketing City Redevelopment Agency Local media

West Sacramento Economic Development Strategy

Summary of Workforce Development and Education Recommendations

Goal: Workforce development and education programs are focused on preparing the workforce for West Sacramento’s target industries.

Pg # in RECOMMENDATIONS Timing Rpt. Workforce and Education Objective One: Create a permanent, dedicated educational facility committed to the pursuit of higher learning within the city of West Sacramento. 2005 19 Currently the extent of the city’s commitment to higher education is an outreach center of the Los Rios Community College System. Action 1: Identify partners and determine resources and level of participation. Action 2: Create a development plan for the proposed facility. Action 3: Model the facility after similar successful centers. Workforce and Education Objective Two: Ensure K-12 education is a strong as possible. Those regions across the U.S. who have invested in basic education are the most successful in growing high tech, 2005 20 high wage employers. Action 1: Develop collaborations with education, business community, civic groups, and the Chamber to leverage community resources to inform students, teachers, and parents of post-graduation options other than college. These programs will help keep graduates in the city, fill workforce needs, and keep students from dropping out of high school.

Action 2: Invest in technological infrastructure within schools. Action 3: Pursue collaboration for success in Universal Preschool throughout the City of West Sacramento Action 4: Investigate funding opportunities available through the 21st Century Community Learning Centers Program.such as the Twilight Program offered in the Elk Grove Unitied School District. Workforce and Education Objective Three: Encourage workforce development programs that improve adult education for workers in transition who have not received a high school degree or who need to update their skills to prepare for new job opportunities. 2005 22 Workforce training programs need to be holistic, encompassing not just formal education and skill development but also issues related to healthcare, affordable housing, transportation, daycare, and a monthly stipend. Action 1: Inventory existing workforce development preparedness programs offered by Yolo County Department of Employment and Social Services (Yolo DESS), Yolo County Department of Education, Sacramento Employment and Training Agency (SETA), Los Rios Economic Development Center of Excellence. Action 2: Begin a dialogue with Yolo County including the Workforce Investment Board about these initiatives and opportunities for collaboration, policy augmentation and funding sources. Action 3: Seek greater collaboration with Yolo DESS on workforce training and development programs/activities. Action 4: Increase promotion and awareness of Yolo DESS programs and services within the business community and prospective businesses through joint marketing efforts of the City and the Chamber. Action 5: Examine initiatives of other communities for ideas on innovative new programs for West Sacramento. Action 6: Seek funding for program development. Action 7: Inform the community that these programs are available. Workforce and Education Objective Four: Create and enhance programs that help workers transition into target occupations. 2005 23 West Sacramento must begin training its current and future workforce for the industries that it will target for growth. Action 1: Economic development groups and Los Rios Community College should become familiar with target

industry skill requirements in further developing programs to meet current and future needs. Workforce and Education Objective Five: Encourage the development of workforce-training programs geared towards the Latino and other non-English speaking population groups. 2005 24 West Sacramento has seen an increase in its Latino population during the past decade, and the Latino population in the city will continue to rise. Action 1: Encourage education and workforce providers to continue English Language (ESL) programs and widely

promote the availability and value of these programs in a culturally sensitive manner. Action 2: Develop cultural awareness programs and events for all residents and businesses. Action 3: Investigate successful initiatives of other communities for ideas on innovative programs

Priority Code - = Must Do = Good to Do

West Sacramento Economic Development Strategy

Summary of Entrepreneurship Recommendations

Goal: Entrepreneurship and small business growth are significant drivers of the economy.

Page RECOMMENDATIONS Timing # in Rpt. Entrepreneurship Objective One: Energize the business environment of the city by creating a facility that nurtures and develops entrepreneurs. An environment of excitement about new growth and development of investments and jobs should surround facilities 2005 26 dedicated to assisting entrepreneurs, educating people, and building a culture that embraces opportunity for the future. Action 1: Prepare a development plan for an entrepreneurial resource assistance center/incubator. Action 2: Consider viable short-term alternatives such as creating smaller scale facilities that can be developed within existing facilities or institutions such as the California Fuel Cell Partnership, California Trucking Association,

Chamber of Commerce, Los Rios/Sacramento City College, existing business facilities. Action 3: Provide in the incubator multiple services to assist entrepreneurs. Action 4: Visit several incubators to identify best practices and pitfalls before the process begins. Entrepreneurship Objective Two: Provide citizens in West Sacramento with innovative educational resources to help them learn about entrepreneurship and starting a new business. In the future, entrepreneurship will be responsible for more than 70 percent of economic development in the U.S. 2005 28 As manufacturing jobs continue to be lost to overseas competition, the U.S. economy will be driven by small businesses. Action 1: Think entrepreneurially in all K-12 school programming and investment.

Action 2: Develop a Youth in Philanthropy project throughout the City. Entrepreneurship Objective Three: Nurture and build the local entrepreneurial environment and network. Funding for business start-up is one of the biggest impediments to furthering entrepreneurship. 2005 29 Entrepreneurial networks are a central component of an entrepreneurial climate – a cultural, social, and economic milieu that encourages and nurtures the creation of new business ventures. Action 1: Assist in the development and expansion of business incubators. Action 2: Sponsor or host periodic Entrepreneurs’ Association events. Action 3: Host an annual one-day entrepreneurial education workshop.

Priority Code - = Must Do = Good to Do

West Sacramento Economic Development Strategy

Summary of Quality of Life Recommendations

Goal: West Sacramento is an appealing place to live for young professionals and individuals employed by target industries.

Pg # in RECOMMENDATIONS Timing Rpt. Quality of Life Objective One: Attract diverse, complimentary retail services to the city. One of the chief issues regarding quality of life in the city is the lack of retail choices. 2005 32 The city’s growing population, large daytime population and close proximity to the Sacramento central business district create excellent opportunities for retailers. Action 1: Work with developers to being planning for additional retail locations in West Sacramento. Action 2: Actively recruit desired retailers in concert with retail property owners. Action 3: Develop a marketing program and materials to promote the unique ethnic restaurants in the central business district to expand this retail segment. Consider development of an international marketplace with farmers’ market and international restaurants along the West Capitol corridor. Action 4: Evaluate and identify appropriate sites for redevelopment of underutilized or obsolete uses into neighborhood commercial or retail uses along commercial corridors. Quality of Life Objective Two: Create a safe and secure environment for residents of the community. There has been a dramatic decrease in the level of violent crime in the city of West Sacramento over the last several 2005 32 years. Crime level lower than that of Sacramento from most recent FBI data. Despite this drop in crime, the city is still perceived as one of the more dangerous locations in the region. Action 1: Recognize the hard work of the city’s police department through a “Safe Streets Celebration”. Action 2: Create a collaborative relationship with the California Highway Patrol training academy in West

Sacramento. Although the CHP does not have jurisdiction in the city, opportunities exist to increase the presence of the Academy in the community. Quality of Life Objective Three: Encourage city employees, school district employees and large private sector company employees to live in West Sacramento. 2005 33 Very few employees at the city, school district and large companies live in West Sacramento. Action 1: Hold periodic brown bag lunch meetings designed to inform those that work in West Sacramento about the opportunities to live in the city. Area residential real estate brokers, new business owners, and new residents can speak about the opportunities for purchasing or leasing homes in West Sacramento. Action 2: Support the city’s efforts to create a homebuyers assistance program for employees working in the city to purchase homes in the city. Quality of Life Objective Four: Create opportunities for young professionals to communicate and collaborate. 2005 33 There has been a large increase in the number of young people moving into the city, but the city has continued to hear that there are very few opportunities to meet with other young professionals. Action 1: Encourage the participation of young professionals in existing leadership, business, and service

organizations. Quality of Life Objective Five: Improve visual image of the City of West Sacramento. Although the city has made great strides in improving the physical appearance of the city, the image of the city still 2005 33 needs to be improved. Action 1: Develop litter control and beautification programs for targeted areas of the city. Quality of Life Objective Six: Increase the entertainment and recreation opportunities in the city, emphasizing family-oriented recreation and entertainment, sports, music and cultural 2005 34 events. Survey respondents overwhelmingly suggest that they want more entertainment and recreation opportunities. Action 1: Support efforts to build state museums in West Sacramento, including the California Highway Patrol

Museum. Action 2: Encourage the development of more live music venues, restaurants, cafes and other entertainment related businesses in appropriate locations in the city. Action 3: Hold more public events such as cultural festivals, concerts and community celebrations.

Priority Code - = Must Do = Good to Do

West Sacramento Economic Development Strategy

Summary of Land Uses, Sites and Infrastructure Recommendations

Goal: West Sacramento’s sites and infrastructures meet the needs of target industries and a growing population

Pg # in RECOMMENDATIONS Timing Rpt. Sites and Infrastructure Objective One: Continue to focus on aggressive code enforcement throughout the city. 2005 35 Open storage is a serious issue throughout many parts of the city. Action 1: Require landowners/motel owners to take a property management course if they are cited for various issues.

Action 2: Continue the efforts of the ACE team along West Capitol Avenue and in other areas that are a focus for redevelopment Sites and Infrastructure Objective Two: Continually assess the city’s competitiveness as a place to do business and develop. 2005 36 The business climate is competitive right now but it is important to constantly assess how the city compares to others in the region Action 1: Annually benchmark West Sacramento’s development review process against other competitor cities to ensure the city’s competitiveness. Action 2: Annually survey the development community to assess their perspective Action 3: Review for adequacy city regulations regarding open storage. Encourage compliance through targeted code enforcement. Sites and Infrastructure Objective Three: Expand transportation linkages with UC-Davis faculty, staff and students, and Davis residents. 2005 36 Access to and efficiency of the public transportation system has been cited in several meetings as an impediment to growth. Action 1: Identify ways to expand and improve transit service throughout the City of West Sacramento. Action 2: Identify ways to improve transit service between West Sacramento and neighboring communities Sacramento and Davis. Action 3: Survey existing commuters from Davis to West Sacramento and from West Sacramento to Davis. Identify their multi- modal preferences and assess how the City and other stakeholders can take advantage of commuter interests to better serve the City of West Sacramento. Action 4: Begin planning for expanded bus service between Davis and West Sacramento. Include a marketing campaign to encourage ridership. Sites and Infrastructures Objective Four: Continue to make improvements in telecommunications infrastructure. Maintaining cutting edge telecommunications infrastructure in a city will become a greater factor to the younger demographic 2005 37 including key entrepreneurs. It is important for West Sacramento to have several Wi-Fi systems throughout the city. Action 1: Develop a partnership with a class from the UC-Davis telecommunications program to assess the city’s existing infrastructure and to benchmark that with other competitor communities. Action 2: Develop a scope of work for the UC Davis students, including strategies to improve existing infrastructure. Action 3: Work with telecommunications providers to implement strategies identified by the class, and annually benchmark the city’s competitiveness in this area. Sites and Infrastructure Objective Five: Redevelop vacant or underutilized distribution facilities into unique live/work arrangements. 2005 37 Several underutilized or vacant distribution facilities exist in the City. These can be converted into unique live/work arrangements for artists or another similar group. Action 1: Do survey to determine if there are candidate industrial buildings in existing mixed-use plan area (i.e., Washington, Triangle.) Action 2: Review city building and zoning regulations to determine whether conversion to live/work use is possible and what regulatory changes would be required. Action 3: Interview developers to gauge market interest in converting industrial sites to mixed-use / live and work projects.

Action 4: Identify three vacant or underutilized warehousing/distribution sites for mixed-use potential (live/work facilities). Action 5: If development interest is enthusiastic, proceed on parallel tracks with required regulatory changes and pilot development project. Action 6: Determine if appropriate maximum level of conversion capacity to ensure that adequate warehouse space remains for distribution users. Sites and Infrastructure Objective Six: Encourage and arts and entertainment district in the city. Several plans, including the Waterfront Plan, Jefferson Plan and the Washington Specific Plan have identified areas to promote 2005 37 retail and entertainment. Action 1: Earmark 1% of all city capital improvement project budgets for public art. Action 2: Consider imposition of a development fee of 1% on building projects to fund the placement of public art in West Sacramento. Action 3: Work with local artists and regional art museums to develop and secure art that falls within the guidelines of the public art plan. Sites and Infrastructure Objective Seven: Consider recommendations from the Port of Sacramento Maritime Demand Analysis and Master Land Use Plan. 2005 38 The Port of Sacramento is undertaking a maritime demand analysis to determine the market conditions for the port and to identify the best future uses of port land. Action 1: Identify and integrate those strategies within the Port master plan that harmonize with the overall vision for economic development for the city.

Action 2: Identify the opportunities for joint recruitment and marketing to target industries desired by the city and the Port. Action 3: Amend this plan as appropriate opportunities for collaboration are identified.

Priority Code - = Must Do = Good to Do

West Sacramento Economic Development Strategy

Summary of Economic Development Efforts Recommendations

Goal: To Coordinate existing talents, leaders, and resources so that there is a seamless system for economic development services in the City of West Sacramento.

Pg # in RECOMMENDATIONS Timing Rpt. Economic Development Objective One: Distribute, improve and coordinate economic development initiatives. The Redevelopment Agency of the City of West Sacramento carries the entire responsibility of economic 2005 39 development for the city. Economic development efforts are more effective and efficient, as well as being more credible in the eyes of site selectors and company analysts when the private sector plays a major role. Action 1: The Chamber should continue to respond to general business inquiries and requests for business assistance. Action 2: The West Sacramento Chamber of Commerce should consider assisting Agency staff in business retention, with the goal of increasing the Chamber’s role over time. Action 3: The annual contract between the City and the Chamber of Commerce should be expanded to include

some specific economic development deliverables. Action 4: The City of West Sacramento’s Redevelopment Agency should redefine its role and responsibility for economic development activities to more effectively pursue and recruit targeted industries. Action 5: The West Sacramento Chamber of Commerce and its ambassadors and membership should play a more active role in the city’s business assistance and recruitment effort. Economic Development Objective Two: Create a tool kit of resources to make economic development more efficient. 2005 42 With more tools the city’s economic development functions can be much more effective. Action 1: The city needs a customized software package that has the capability to track leads and prospects the agency is working with. Action 2: The city needs to customize its incentive policy to attract targeted business growth. Action 3: Explore possibilities for other target industry incentives that are within the control of other economic development partners such as Yolo County (development impact fees) and utility providers, etc. Action 4: The city should schedule meetings to educate each department about the city’s economic development programs and what their department’s role is in recruiting and retaining businesses in the city. Action 5: Further promote the use of the Enterprise Zone and other zones.

Priority Code - = Must Do = Good to Do

West Sacramento Economic Development Strategy

Summary of Marketing Recommendations

Goal 1: Launch a strong internal campaign that informs and gains economic development support from the West Sacramento community at large. Goal 2: Launch a strong external effort that promotes West Sacramento, increases mindshare among targeted audiences, and gains business investment from target companies.

Pg # in RECOMMENDATIONS Timing Rpt. Marketing Objective 1: Establish a coordinated economic development message and commit to implementing a marketing plan 2005 47 With more tools, the city’s economic development functions can be much more effective. Action 1: City staff and chamber members should discuss and agree on coordinated economic development marketing efforts. Action 2: Gradually expand the Chamber’s role in economic development target industry marketing activities. Action 3: Increase coordination between the Chamber, the Agency, the Chamber Marketing Committee and the City Public

Relations Committee and Public Information Officer for city-wide marketing activities. Action 4: The West Sacramento Chamber of Commerce and the City should approve a joint and coordinated marketing plan to achieve Chamber and City economic objectives. Marketing Objective 2: Expand the Chamber Marketing Committee 2005 47 With more tools, the city’s economic development functions can be much more effective. Action 1: the West Sacramento Chamber of Commerce should consider expanding the current Marketing Committee to include individuals who can aid in implementing economic development-related marketing including city economic development staff.

Action 2: The committee director should continue to hold periodic meetings, invite appropriate individuals to serve on this committee, convey new committee goals, and provide updates to the Chamber leadership. Marketing Objective Three: Create a logo with unique theme to promote economic development in West Sacramento. 2005 48 With more tools, the city’s economic development functions can be much more effective. Action 1: The City of West Sacramento Redevelopment Agency, the West Sacramento Chamber of Commerce, and other economic development organizations should discuss and approve an economic development theme. Action 2: All local economic development organizations should agree to use a single, consistent message to promote West Sacramento to local businesses, citizens and new businesses. Action 3: West Sacramento Chamber of Commerce should consider development of a professional logo (Chamber of Commerce). Action 4: The West Sacramento Chamber of Commerce should distribute the new logo and style guide in electronic files to all organizations promoting the city for economic development. Action 5: All economic development organizations should revamp marketing collateral to convey this primary message. Marketing Objective Four: Develop professional marketing tools. 2005 53 With more tools, the city’s economic development functions can be much more effective. Action 1: West Sacramento should add or update certain components on its web sites. Marketing Objective Five: Agree on target audiences and better understand their needs. 2005 54 With more tools, the city’s economic development functions can be much more effective. Action 1: The West Sacramento Chamber of Commerce, the City Redevelopment Agency, and all other local economic development leaders should become familiar with the characteristics and needs of each target audience. Action 2: Revamp marketing communication with targeted message. Action 3: Identify target industry champions. Action 4: Become industry experts. Marketing Objective Six: Increase local media coverage and gain community marketing allies. 2005 56 With more tools, the city’s economic development functions can be much more effective. Action 1: The West Sacramento Chamber of Commerce and the City Redevelopment Agency should identify local media champions that can assist with persuading the local media to communicate economic development stories to the public.

Action 2: Local media champions should assist the city with writing and distributing press announcements to local news companies. Marketing Objective Seven: Expand local and attract new target industry companies. 2005 57 With more tools, the city’s economic development functions can be much more effective. Action 1: Ensure that target industry companies outside of West Sacramento can easily find the primary economic development web site and constantly update information this audience desires. Action 2: West Sacramento should have a single source for economic development news. Marketing Objective Eight: Launch an aggressive campaign focusing on target industry companies. 2005 58 With more tools, the city’s economic development functions can be much more effective. Action 1: The West Sacramento Chamber of Commerce and the City Redevelopment Agency should approve marketing campaigns and ask volunteers to assist with implementation. Action 2: Individuals from the community with a passion for economic development and marketing should volunteer and become a part of the marketing committee.

Action 3: West Sacramento should continue its participation with regional and state marketing and business recruitment activities including Team California, SAMG and Yolo County BioZone. Action 4: West Sacramento should request that Yolo County participate and support SAMG’s regional marketing and trade missions.

Priority Code - = Must Do = Good to Do

West Sacramento Economic Development Strategy

City Priorities The city should undertake the following highest priority projects in the order listed below. This will permit the city to direct resources to the most critical needs, and to areas that will have the biggest impact in the city. All of these priority projects are described elsewhere in this plan, but more information is presented here to give a better understanding of each project’s importance.

The five priority projects are: 3 Create a permanent, dedicated educational facility committed to the pursuit of higher learning within the city of West Sacramento. 3 Create and support facilities that nurture and develop entrepreneurs and accelerate small business formation. 3 Create and enhance programs at Los Rios Community College that help workers transition into target industry occupations. 3 Prepare High School Guidance Counselors to inform students, teachers, and parents of post-graduation options other than college. These programs will help keep graduates in the city, fill workforce needs, and keep students from dropping out of high school. 3 The Washington Unified School District should make investments in technological infrastructure within schools.

More information on each of these projects is described below.

1. Create a permanent, dedicated educational facility committed to the pursuit of higher learning within the city of West Sacramento. Estimated Cost - $2.5 million

The creation of an entrepreneurial and learning complex is recommended. This complex will house an incubator/innovation center and a multi-purpose learning center. By housing these two facilities together, the community will create a focal point that fosters an entrepreneurial culture and commitment to higher education. This will create an excitement and interest within the city that will lead to development of new jobs, new investment, and an expanded identity for the community.

Currently the city’s sole higher education facility is an outreach center of the Los Rios Community College system. This does not reflect the high regard that the community has towards education, nor does it represent a commitment to education. In order to revolutionize the city’s focus on education, the community will have to make a substantial commitment and be creative. The recommendation that we propose will showcase the community as the premiere center for innovative education in the Sacramento region and for all of Northern California.

The multi purpose-learning center will use the latest technology to provide students, citizens and businesses access to the learning institutions that exist in Northern California. This campus will house satellite locations of several educational institutions serving many different types of students. Community college courses and university courses will be taught here using teleconferencing technology and web based learning.

This recommendation will achieve the goal of preparing the West Sacramento workforce and educational programs for the targeted industries by providing a dedicated higher educational facility in the city that can meet the needs of these industries. The facility will be able to work 14

West Sacramento Economic Development Strategy

directly with West Sacramento companies and organizations involved in the target industries, and will provide the training to residents of the city that the companies will need.

One institution that would likely use the facility would be the Los Rios Community College. The community college has been considering building a permanent campus in West Sacramento, and the City has encouraged this project by agreeing to work collaboratively with Los Rios to meet the college’s parking needs within the central business district. The proposed learning facility would support this expansion, and at the same time allow access to institutions from anywhere in the world.

An excellent example of this type of facility is The University Center in the Woodlands, Texas, developed by the North Harris Montgomery Community College District. The center is a public/private partnership with six universities and the community college district offering bachelors, masters, and doctorate degrees along with certification, professional development and customized training. The center has two-way voice video interactive classrooms, 21 “smart” classrooms and eight seminar rooms, a lecture hall, four computer classrooms, a computer lab, a computer library connecting all partner libraries via Internet, and a 6,000 square foot technology training area.

Incorporate into this learning facility an Advanced Research and Technology Center for Youth. The Center for Advanced Research and Technology (CART) in Fresno, California is one of the most comprehensive, state-of-the-art education reform efforts at the secondary level in the United States. The CART collaborates with businesses and community agencies to educate students in a cross-curricular, project-based environment that is academically rigorous and facilitated through a business based instructional model. West Sacramento should consider the development of a similar program at the proposed learning center. The CART combines rigorous academics with technical, design, process, entrepreneurial, and critical thinking skills. High school students who participate in this program provide technical assistance to area businesses, and receive hands-on technical training in a unique environment.

2. Create and support facilities that nurture and develop entrepreneurs and accelerate small business formation. Estimated Cost - $1million

West Sacramento has the opportunity to become the entrepreneurial center of the Sacramento region. The city has all of the needed assets close at hand to achieve this vision, but it requires a focal point where these assets can be concentrated to aid entrepreneurs, educate students of all types, energize the city, and change perception. This is the perfect time to capitalize on the city’s cool, hip image, and expand it to being “the place” where entrepreneurs and emerging technology businesses want to be. A facility dedicated to assisting entrepreneurs, educating people, and building a culture that embraces opportunity for the future will generate excitement and new growth, investment and jobs.

Create an alternative incubator/innovation center focused on encouraging and assisting citizens of West Sacramento to start their own businesses. The center will educate young people about this employment alternative, and build entrepreneurial spirit into the community. This facility should embrace the multitude of opportunities that exist in the region and state, capitalizing on the entrepreneurial activity within the region.

The center will achieve the goal of driving the economy by growing small business and entrepreneurship and by creating a nurturing environment where this activity is encouraged and 15

West Sacramento Economic Development Strategy

taught. Providing this resource to West Sacramento citizens will build the economy from within, one business at a time.

The center will need guidance, input and support from interested regional higher education institutions such as U.C. Davis and California State University at Sacramento. These two institutions have expertise in entrepreneurial issues and their involvement will be critical to the success of a future entrepreneurial resource center.

The center should be the resource for small business development in the city, specifically for the citizens of West Sacramento. The center should work with California State University at Sacramento’s business school and Los Rios Community College to assist, educate, and mentor area entrepreneurs. While the number of jobs created through this alternative business incubation facility might be relatively small initially, fostering an entrepreneurial spirit within the community will help retain young and creative talent, and will be a strong business recruitment tool. Given time, the center will graduate many entrepreneurs who will invest in West Sacramento - creating jobs and building the tax base.

The entrepreneurial facility should house a Small Business Development Center branch office. This would allow the SBDC to hold workshops and courses assisting entrepreneurs. Additionally, the facility could house a Business Information Center providing services and resources for start-up and existing small businesses. Some examples of those services are Business Information Libraries, Workshops and Seminars, Government Contract Information, One-on-One Consultations with Qualified Professionals, Tax Incentive Information, Recruitment/Pre-Screening of Applicants, Free Posting of Job Vacancies, and Free Use of Interview Facilities.

Opportunities for co-location or joint use of the facility with the West Sacramento Chamber of Commerce may create efficiencies and synergies related to Chamber events, business mentoring, seminars, and partnerships with the local business community.

West Sacramento is fortunate to have the Technology Development Center, a for-profit business incubator managed by the Soderquist Group. This organization builds successful companies through technology venturing. Additionally, DFJ Frontier, an affiliate of Draper Fisher Jurvetson, an early stage venture capital firm headquartered in Silicon Valley, has moved their Sacramento office to the Technology Development Center. These organizations provide a unique entrepreneurship base that the city should leverage and help grow. Supporting incubators will achieve the goal of growing small business and entrepreneurship in the community. It will bring new, cutting edge start-up companies into the city and help drive the economy.

3. Create and enhance programs that help workers transition into target industry occupations. Estimated Cost - $20,000 per year

Economic development organizations, workforce development agencies and Los Rios Community College should become familiar with target industry skill requirements in further developing programs to meet current and future needs.

Economic Development staff should hold quarterly workshops with community college leaders and economic development players to educate them on why specific industries are targeted by the city, and what training is needed to prepare workers for those industries.

West Sacramento Economic Development Strategy

This recommendation will achieve the goal of preparing the West Sacramento workforce and educational programs for the targeted industries by providing technical training that is needed immediately.

Educational institutions, economic development organizations, and companies should develop programs that train people and position West Sacramento for the biotech industry. West Sacramento has a number of small biotech companies. These companies are in immediate need of workers with technical skills, like medical-technicians. These positions require certifications or two-year degrees, and could be filled by city residents. These opportunities are exceptional for young people or people changing careers. On-the-job training at area biotech companies should also be explored. UC Davis should be a partner in bringing together the companies, the community college, and the high school to achieve this goal.

4. Prepare District and school staff to inform students, teachers, and parents of post- graduation options in addition to college including vocational training and careers and entrepreneurship opportunities. These programs can provide options for students to consider that will help keep graduates in the city, fill workforce needs, and keep students from dropping out of high school. Estimated Cost - $50,000 per year

Students that express interest in vocational careers or entrepreneurship should be provided with information about these programs in addition to college.

One good example is the Mountain Empire Community College’s Talent Search Program in Virginia. This program helps 12-18 year old students define career and educational goals to meet their interests. It is designed to keep students on track throughout their education. Students work with educators to monitor their progress and stay focused on long-term goals. Counselors could guide interested students into apprenticeship programs for occupations that are in demand and growing but currently not being pursued by students.

High school administrators should become familiar with the workforce needs of the targeted industries and establish General Prep and Vocational Prep courses of study that match those needs. Information about providers of such programs, including Los Rios Community College should be made available and promoted in the high school.

This will achieve the goal of preparing the West Sacramento workforce and educational programs for the targeted industries by providing an alternative career choices for students. These students will understand how they can quickly enter employment in the target industries after high school graduation.

The Washington Unified School District should create a web site and printed information package containing resources for non-university bound youths. The web site and package should contain information about non-college options, links with training organizations, apprenticeship programs, and the community college. The web site could also contain job postings.

5. The Washington Unified School District should make investments in technological infrastructure within schools. Estimated Cost - $75,000 per year

West Sacramento recently achieved a major success when 68.5% of the voters in West Sacramento voted “Yes” on Measure Q, a $52 million school bond measure to build a new high 17

West Sacramento Economic Development Strategy school. The city will have one opportunity to create a high school that can meet the educational demands that will be placed on the next generation.

Providing a foundation of science and technology to the students of West Sacramento will better prepare them for careers in the target industries likely to be growing and hiring.

The Washington Unified School District should continue to investigate cutting edge programs and concepts throughout the country, programs such as the Center for Advanced Research and Technology in the Fresno and Clovis Unified School Districts in California as previously described.

The district should incorporate activities and programs oriented to the targeted industries in vocational programs and classes in K-12 education. For example, science classes for elementary school children could include a segment on biotechnology. As children progress through school, educators could provide field trips and internships with local biotech firms. Currently, students from other districts are interning at West Sacramento biotech companies. West Sacramento students should have the same opportunity.

The district should work with local universities to create a permanent display that constantly reinforces the option of college to students - why it’s important, what students need to do to achieve that option, and the relationship between education and the targeted industries in the city.

The district should work with area universities to provide dual credit courses to students in courses that are focused on the targeted industries.

West Sacramento Economic Development Strategy

Recommendations

WORKFORCE DEVELOPMENT STRATEGIES

GOAL: Workforce development and education programs are focused on preparing the workforce for West Sacramento’s target industries.

Education and skills are important determinants of the employability and income-potential of workers. The productivity of labor is a function of the technical skills the employee has acquired. As the value of strong minds and knowledge increases, employers will seek skilled and educated workers. The demand for education and workforce training thus increases.

The educational attainment level in West Sacramento is perhaps the city’s greatest challenge. The percentage of people with Bachelor’s degrees is less than half that of the state average; the percentage of graduate degrees is less than a third of the state level. K-12 in the city has historically under- performed. The city must address these issues if it is to find real success in building a strong and forward-looking economy.

For much of the 20th Century, attitudes about workforce development and education across the country reflected a limited “manufacturing” vision of business development – relying on low-skill, low-wage, and low-value-added industries. Many of these traditional manufacturing industries are no longer providing jobs in West Sacramento or the United States, underscoring the importance of changing West Sacramento’s perspective on education and workforce. The attitudinal change needs to come from within, and community leaders must demonstrate their commitment to change. As leaders and stakeholders in West Sacramento have already recognized, education and workforce training must be a top priority for the city and its education and workforce development partners.

The following are West Sacramento’s workforce and education objectives:

• Create a permanent, dedicated educational facility committed to the pursuit of higher learning within the city of West Sacramento.

• Ensure K-12 education is as strong as possible.

• Adopt programs that improve adult education for workers in transition who have not received a high school degree or who need to update their skills to prepare for new job opportunities, including customer service, literacy, computer, and technical skills. Emphasis may be given to target income groups and the under-employed and unemployed adults.

• Create and enhance programs at Los Rios Community College that help workers transition into target industry occupations.

Detailed activities to support these objectives are provided below. Workforce Objective One: Create a permanent, dedicated educational facility committed to the pursuit of higher learning within the city of West Sacramento.

West Sacramento Economic Development Strategy

Currently the city’s sole higher education facility is an outreach center of the Los Rios Community College system. This does not reflect the high regard that the community has towards education, nor does it represent a commitment to education. In order to revolutionize the city’s focus on education, the community will have to be creative and bold. The recommendation that we propose will showcase the community as the premiere center for innovative education in the Sacramento region and for all of Northern California.

• The creation of a multi purpose-learning center will provide students, citizens, and businesses of West Sacramento access to the highly regarded learning institutions that exist in Northern California through the use of technology. This campus will house satellite locations of several educational institutions serving many different types students. Community college to university courses will be taught here using teleconference technology and web based learning.

• A principal participant in the facility could be the Los Rios Community College, an institution that has shown an early commitment to meeting the city’s higher educational needs. The proposed learning facility will allow the community to expand on the community college campus concept and allow area students access to institutions from anywhere in the world.

Action 1: Identify partners and determine resources and level of participation. • Begin dialogue with implementing agencies and higher education institutions, create a task force, including West Sacramento Chamber Education Committee, Los Rios Community College District, Washington Unified School District, Yolo County Department of Employment and Social Services, Yolo County Department of Education.

Action 2: Create a development plan for the proposed learning facility (City, Community Colleges, Universities). City staff should initiate discussions with educational institutions regarding a development plan. • The development plan will determine the appropriate size of the facility, location, founding educational institution members and their course plans, budget, and time line.

• Potential locations: Central Business District, West Capitol Avenue, the Triangle or the Washington Specific Plan areas. These are ideal locations due to the proximity to transit and to downtown Sacramento, and the large development capacity of these areas.

Action 3: Model the facility after similar successful centers (City, Community Colleges, Universities). • Speak with representatives of the University Center and the Center for Advanced Research and Technology. Visit their facilities and learn how they created their facilities.

Workforce Objective Two: Ensure K-12 education is as strong as possible.

Basic education is the foundation of successful economic development. Those regions across the U.S. that have invested in basic education are the most successful in growing high tech, high wage employers.

Many of the employees working for companies operating within the city live in outlying areas. Moreover, many residents of the city cannot offer the skills desired by companies located in the city. Before an aggressive external economic development campaign is launched, it is essential that West Sacramento invest in the core of the community: K-12 education. This investment will help the city retain its current employers and high skilled workers, and will bolster community pride and spirit.

West Sacramento Economic Development Strategy

Businesses in the target industries that are recommended demand the best possible K-12 education system and workforce training programs to prepare the workforce to succeed in fast growing and changing industries. These businesses need to recruit and retain young professionals who demand that their children receive excellent education. A commitment to basic education conveys that West Sacramento is willing to invest in its future and support them in the future.

Action 1: Develop collaborations with education, business community, civic groups, and the Chamber to leverage community resources to inform students, teachers, and parents of post-graduation options other than college. These programs will help keep graduates in the city, fill workforce needs, and keep students from dropping out of high school (Washington Unified School District, Chamber, local businesses, civic groups).

Action 2: Invest in technological infrastructure within schools (Washington Unified School District).

Action 3: Pursue collaboration for success and expansion of Universal Preschool throughout the City of West Sacramento.

Action 4: Investigate funding opportunities available through the 21st Century Community Learning Centers Programs for after school enrichment programs such as the Twilight Program offered in the Elk Grove Unified School District.

As part of the High School Public Success Act (HSPSA) and the Bill and Melinda Gates Foundation grant project, the District is planning, discussing or in the early phases of implementation for the following programs: • Smaller learning communities at River City High (Implementation: Fall 2005) and the new West Sacramento High School (Fall 2007) and at the Collings Teen Center (In place August 2004). • A MET School, modeled after the nationally renowned MET program in Providence, Rhode Island, in the former Yolo Alternative High School, target date Fall 2007. • Regional Construction /Trade Academy in partnership with a construction and training school and the City of West Sacramento (Implementation: Fall 2007). • Washington USD/Los Rios Community College/UC Davis Charter School partnership to place graduating seniors into a four year university program as part of a college preparatory charter program. • Middle School Reform to establish a “seamless” flow between the middle school and high schools, including smaller learning communities and family advocacy. (The District has applied for a grant from the Walton Foundation that would establish a middle school study process that mirrors the high school Gates planning grant process). • Family advocacy in all district schools whereby certificated staff acts as mentors to liaison with families to foster stronger connections with students, staff and families.

West Sacramento Economic Development Strategy

Workforce Objective Three: Encourage workforce development programs that improve adult education for workers in transition who have not received a high school degree or who need to update their skills to prepare for new job opportunities, including customer service, literacy, computer, and technical skills.

Workforce training programs need to be holistic, encompassing not just formal education and skill development but also issues related to healthcare, affordable housing, transportation, daycare, and a monthly stipend. To effectively transition displaced workers into target industries, coordinating workforce development programs with these other types of services will yield the most positive results. The unique needs of single parents and the underemployed should be considered during program development for example, class times and programs for adults that coincide with children’s school schedules and after school programs.

Action 1: Inventory existing workforce development preparedness programs offered by Yolo County Department of Employment and Social Services (Yolo DESS), Yolo County Department of Education, Sacramento Employment and Training Agency (SETA), Los Rios Economic Development Center of Excellence and other providers.

Yolo DESS offers assistance with childcare, transportation, literacy, skill development, and other support services to its clients. Los Rios offers a variety of workforce training and skill improvement courses and customized training services for employers.

Action 2: Begin a dialogue with Yolo County and the Workforce Investment Board about these initiatives and opportunities for collaboration, policy augmentation, and funding sources.

Action 3: Seek greater collaboration with Yolo DESS on workforce training and development programs/activities.

Action 4: Increase promotion and awareness of Yolo DESS programs and services within the business community and prospective businesses through joint marketing efforts of the City and the Chamber.

Action 5: Examine initiatives of other communities for ideas on innovative new programs for West Sacramento (Employment Development Agencies, Community Colleges).

• Good examples include: Project QUEST in San Antonio and STRIVE in Baltimore.

• The Los Rios Community College’s outreach center provides classes that lead to two and four-year degrees, as well as English as a Second Language courses. The community college should consider some of the best practices at the Danville Community College Neighborhood Educational Outreach Centers. After a careful assessment of who utilized the college and who did not, Danville Community College (VA) established four Neighborhood Educational Opportunity centers that provide GED, computer literacy, and continuing education courses for underserved populations. Through the centers, residents have access to education, job training and placement, neighborhood revitalization work, economic development assistance, and leadership development activities for youth and adults.

West Sacramento Economic Development Strategy

• Southeastern Community College (SCC) in Whiteville, North Carolina. SCC in collaboration with the Columbus County Partnership for Children, Columbus County Schools, and Four County Community Services offers a Family Literacy Program. In this program, parents and children go to school together. Parents can improve upon their own basic education skills and then actively participate in teaching their children.

Action 6: Seek funding for program development (Local Non-Profits). • Although there are some federal and state funds to support innovative programs, philanthropic funds would be more flexible. The most successful programs are community-based approaches with private investment.

Action 7: Inform the community that these programs are available (Employment Development Agencies, Community Colleges). • Ensure that all leadership and economic development professionals fully understand the new workforce program delivery at all levels so that they can talk intelligently about these programs in their business development and expansion efforts. Encourage people in need to participate.

• Develop a community-wide informational program to funnel often hesitant, older workers into new vocational programs. These workers may be uncomfortable in a traditional educational environment but can be enticed into the work force with a more tailored program.

• Prepare a media program to distribute information throughout the community (E.g. libraries, churches, chambers, employers, local print and broadcast media, civic groups).

Workforce Objective Four: Create and enhance programs that help workers transition into target industry occupations.

Action 1: Economic development groups and Los Rios Community College should become familiar with target industry skill requirements in further developing programs to meet current and future needs (Los Rios Community College, Economic Development Agencies, and City).

• Hold a series of workshops with community college leaders and economic development agencies to develop strategic plans to train workers for the target industries. Achieve a group understanding on why these industries are targeted by the city.

• Build programs that train people and position West Sacramento for the biotech industry. West Sacramento has a number of small biotech companies. These companies are in immediate need of workers with technical skills, like medical-technicians. These positions require certifications or two-year degrees, and are exceptional opportunities for young people or people changing careers. Arrange on-the-job training opportunities at area biotech companies. UC Davis should be a partner in bringing together the companies, the community college, and the high school to achieve this goal.

• Dialogue with Yolo County WIB about enhancements to existing DESS programs/services.

West Sacramento Economic Development Strategy

Workforce Objective Five: Encourage the development of workforce-training programs geared towards the Latino and other minority population groups.

West Sacramento has seen an increase in its Latino population during the past decade. The Latino population in the city will continue to rise. It is important that programs continue to be available in the city to assist Latinos and other minority groups to learn English, obtain job training, job placement, and to save money in local banks. It is important that non-Latino residents learn about the Latino and other minority group cultures so that incoming residents feel welcome and engaged in the community.

Action 1: Encourage education and workforce development providers to continue English as a Second Language (ESL) programs and widely promote the availability and value of these programs (Yolo County, Los Rios Community College, Washington Unified School District, Local Churches, and Local Banks). • ESL classes are available to residents through Washington Unified School District and at the West Sacramento Center of Sacramento City College. .

• Launch a citywide public/private program to educate Latino residents about the options available to them, including ESL, other educational opportunities, and banking services. Increase promotion of services and programs in Spanish and in a culturally sensitive manner. The program will involve a mix of public service announcements (PSAs), billboards, and flyers distributed at churches, restaurants, and other gathering places. .

Action 2: Develop cultural awareness programs and events for all residents and businesses (City, Local Churches, and Local Banks). • Continue to make learning about the Latino culture and other city cultures fun. Sponsor city events that promote cultural awareness. Invite leaders from various ethnic communities within West Sacramento to work on economic development activities and to become engaged in the future of the city.

Action 3: Investigate successful initiatives of other communities for ideas on innovative programs.

West Sacramento Economic Development Strategy

ENTREPRENEURSHIP STRATEGIES

GOAL: Entrepreneurship and small business growth are significant drivers of the economy.

A critical aspect of building sustainable economic competitiveness is a supportive social structure. The Sacramento region is very diverse in terms of educational attainment, workforce skills, and economic performance. West Sacramento has a history of being more economically challenged and must strive to reduce disparities between itself and its neighbors. The stimulation of entrepreneurship through the formation and development of new commercial businesses and social enterprises will play a key role in employing underutilized resources in the distressed areas of West Sacramento.

Entrepreneurs are primary contributors. They develop new businesses that are a provider of employment for others, and a stabilizing factor in the society. The major benefits of entrepreneurship include:

• Providing a productive outlet for enterprising and energetic people • Creating jobs at relatively low capital cost, especially in the fast growing service sector • Developing a pool of skilled and semi skilled workers who are the base for business expansion • Accelerating innovation in products, services and techniques • Serving a social function by creating career opportunities and upward social mobility, and by preserving, in many instances, values celebrating success and achievement. Several entities within the region provide services for entrepreneurship with programs including training, technical assistance, funding, and networking. Although there are numerous groups providing various aspects of entrepreneurial development, the most overarching organizations in the region are the Sacramento Area Regional Technology Alliance, UC Davis CONNECT, and Golden State Venture Capital Network. Below is a summary of these organizations and their missions.

• Sacramento Area Regional Technology Alliance (SARTA), a private-public partnership to foster local development and growth of the technology industry.

• UC Davis CONNECT is the University’s Technology and Entrepreneurship program linking entrepreneurs with the resources of the university and regional business professionals to promote growth of technology business ventures.

• Golden State Venture Capital Network is a non-profit organization that provides networking, training, and consulting to entrepreneurs, service providers, investors, and communities in 13 western states.

• Sacramento Entrepreneurship Academy (SEA) is a non-profit organization that recruits, encourages, and supports Sacramento region college students to become entrepreneurs. • California Capital is a non-profit organization that specializes in "start-ups" of all kinds, including the EntreFund which is a loan fund of $250-$25K for new businesses.

• The Greater Sacramento Small Business Development Center is a federally-funded non- profit organization that assists small business owners in resolving problems, increasing

West Sacramento Economic Development Strategy

productivity and improving profitability. The SBDC also provides assistance to individuals considering starting their own small business.

Entrepreneurship should be viewed as an alternative career path that all residents of West Sacramento can pursue. Like any discipline, with proper education and resources, individuals can learn to be successful entrepreneurs.

The education process should begin by instructing the workforce that starting a business can happen in any field. Often, entrepreneurship is thought of an activity only engaged by people in the high tech industry. This is not the case. Starting a small business can occur in any field. All of West Sacramento’s target industries – from biotechnology to food processing offer opportunities for local residents to be a part of an entrepreneurial endeavor. Provided with the proper tools, West Sacramento’s residents can begin adding to its employment base one company at a time.

The following are the entrepreneurship objectives that we recommend for West Sacramento.

• Energize the entrepreneurial environment of the city by creating and supporting facilities that nurture and develop entrepreneurs. • Provide citizens in West Sacramento with innovative educational resources to help them learn about entrepreneurship and starting a business. • Nurture and build the local entrepreneurial environment and network.

Specific activities to support each of the above objectives are provided below.

Entrepreneurship Objective One: Energize the business environment of the city by creating a facility that nurtures and develops entrepreneurs.

Action 1: Prepare a development plan for an entrepreneurial resource assistance center/incubator (City). A thorough development plan is important for the successful creation of any new business incubator. The plan will: • assist in making real-estate location decisions • determine building requirements of the facility • specify services to be provided • determine candidate entrance criteria and guidelines • increase community awareness of the project • determine who the facility’s administrators will be and help them to understand their role • serve as a requisite for grant funding applications.

Action 2: Consider viable short-term alternatives such as creating smaller scale facilities that can be developed within existing facilities or institutions such as the California Fuel Cell Partnership, California Trucking Association, Chamber of commerce, Los Rios/Sacramento City College, existing business facilities.

West Sacramento Economic Development Strategy

Action 3: Provide in the incubator multiple services to assist entrepreneurs:

• A professional, affordable workspace and facility • Onsite business workshops and seminars (e.g., government contracting) • Experienced business advisors offering legal, management, venture capital and tax advice • Employment services including recruitment and pre-screening of job applicants • Business library and resource room • Networking opportunities • Receptionist and facility-based services • Equipment available - photocopier, fax, audio-visual equipment and more • Mail and parcel delivery • Flexible office and manufacturing space • Short term leases • High speed T1 connections • Conference and lunchroom facilities • Ample free parking

Action 4: Visit several incubators to identify best practices and pitfalls before the process begins (City).

McClellan Technology Incubator (MTI), a non-profit organization located on the former McClellan air force base can serve as an example and provide insight into their experience creating their facility. University of California, Davis has recently signed a memorandum of understanding to support the refurbishment of aging wet laboratory facilities at McClellan.

Other examples of successful incubators include:

• The Santa Fe Business Incubator http://sfbi.net/

• The Toronto Business Development Center http://www.tbdc.com/

• The Mobile Business Innovation Center http://www.ceebic.org/about%20us.htm

• The Denver Enterprise Center http://www.thedec.org/index2.ivnu

• Advancing California’s Emerging Technologies: ACET is a non-profit business development incubator located on the Alameda Naval Station in Alameda, developed in partnership with Alameda County, CSUS Hayward and two Department of Energy laboratories in Alameda County. ACET boasts that they are the only incubator with wet lab facilities in Northern California (www.greenstart.org/acet).

West Sacramento Economic Development Strategy

Entrepreneurship Objective Two: Provide citizens in West Sacramento with innovative educational resources to help them learn about entrepreneurship and starting a new business.

In the future, entrepreneurship will likely be responsible for more than 70 percent of economic development in the U.S. As manufacturing jobs continue to be lost to overseas competition, U.S. job growth will be increasingly driven by small businesses. It is critical to prepare today’s workforce for a future where they may create their own jobs, rather than expect a job with a large employer to be waiting for them when they graduate or transition into a new career. Providing the residents of West Sacramento with the educational tools they need to become a community of entrepreneurs will allow them to adapt to the changing economy and will provide the city with a diverse and resilient economy.

Action 1: Think entrepreneurially in all K-12 school programming and investment (Washington Unified School District, West Sacramento Chamber of Commerce, Community Colleges, U.C. Davis). Seven out of ten high school students want to start their own businesses, according to the first national Gallup poll on entrepreneurship education commissioned and co-developed by the Center for Entrepreneurial Leadership (CEL) of the Ewing Marion Kauffman Foundation [1994]. Today’s high school students are observing in dismay as corporations downsize their workforce and abandon the unwritten contract between the long-term employee and the corporate employer. Young people are skeptical that corporate America will take care of them, and are open to alternative employment opportunities.

• Emphasize Junior Achievement programs in middle and high school in West Sacramento. This program invites local business owners to talk with students about why they started their own business, what they enjoy about it, and how they did it.

• Develop a youth leadership-training program in 10th/11th grade for the high school in West Sacramento. Look to the John Ben Sheppard Institute, or the Lower Colorado River Authority (LCRA, utility company in Austin, Texas) as model programs for youth leadership. Partner with local civic groups.

• Support an annual business plan competition for high school students in West Sacramento (Similar to UC Davis Graduate School of Management “Big Bang” Business Plan Competition). Invite local business leaders to conduct business plan instruction each fall semester. In the spring, launch a competition in which students conceive of a business idea and submit an executive summary of a business plan. Winners should receive college scholarships or seed capital. Invite previous year’s winners to become mentors and judges in the competition.

• Start a summer entrepreneurship-training program for teachers. Ask leaders at the Technology Development Center, Universities, Community Colleges, civic groups and private businesses to lead a one-day seminar for teachers to provide them with tools they can use in their own classrooms to train students on entrepreneurship.

Action 2: Develop a Youth in Philanthropy project throughout the City (West Sacramento Chamber of Commerce, Local Non-Profits, Civic Groups, West Sacramento Youth Commission). Youth want to be involved in improving a community, but the opportunities to do so are limited. A model for this type of project exists in Fort Bend County, Texas. This project is sponsored by the

West Sacramento Economic Development Strategy

George Foundation, the Fort Bend Chamber of Commerce, and local business leaders. Highlights of this effort include:

• Students are involved in philanthropy by researching, planning, and implementing community service projects.

• Winners receive cash awards to be donated to charity of their choice.

• Select scholarship awards are provided for exceptional work for community.

• Total of $25,000 in scholarships awarded by community minded and committed leaders and businesses.

Entrepreneurship Objective Three: Nurture and build the local entrepreneurial environment and network.

Funding for business start-up is one of the biggest impediments to furthering entrepreneurship. According to a recent article by Erik Pages and Shari Garmise in the Economic Development Journal, “networks are a central component of an entrepreneurial climate – a cultural, social, and economic milieu that encourages and nurtures the creation of new business ventures.” The objective of an entrepreneurial network is to provide a forum in which business executives and people who seek to become executives of their own companies can share ideas, do business together, and build relationships. The city currently houses a private incubator and this facility is a critical member of the entrepreneurial network of the community. Other individuals have expressed interest in developing incubators.

Action 1: Assist in the Development and Expansion of Business Incubators (City, Redevelopment Agency). The agency should do as much as possible to support the expansion and development of incubator facilities. We also recommend that any assistance be contingent on several factors, and these factors should be incorporated in any agreement made:

There should be a concerted effort on the part of the incubator to focus on the target industries and recommendations that have been identified in this CEDS plan.

Biotechnology-West Sacramento has had enormous success recruiting biotech companies. This coupled with the research that is being conducted at UC Davis and its close proximity to West Sacramento creates a unique environment that can be ideal for biotech startups. There is a shortage of wet lab space in the region creating a perfect opportunity for an incubator that can meet that demand.

Logistics-The incubator should have a focus on the field of logistics, working with UC Davis researchers at the Institute of Transportation Studies and the wealth of logistics and distribution assets and industries that exist in West Sacramento.

Food processing-The incubator should have an additional focus on the food processing industries, working with UC Davis researchers in agriculture and natural sciences to commercialize potential products.

Community education and outreach- The Center should be a part of educating the young people of the city about what entrepreneurs do and how to become one.

West Sacramento Economic Development Strategy

Fuel Cell Technology-The incubator should work with the California Fuel Cell Partnership to identify opportunities where the incubator can take advantage of area research and the Partnership’s activities to further develop this long-term target.

Action 2: Sponsor or host a periodic Entrepreneurs’ Association event (Local Venture Capitalists, Law Firms, SARTA, UC Davis CONNECT, Golden Capital Network, Sacramento Entrepreneurship Academy, Technology Development Center).

• The event should include 20-30-minutes of networking time, and a 20-30-minute educational presentation.

• Speakers for the event could include: successful entrepreneurs from West Sacramento, the Technology Development Center, venture and angel capitalists, representatives from the SBDC and business incubator, instructors from Community Colleges’ recommended entrepreneurship class.

Action 3: Host an annual one-day entrepreneurial education workshop (Chamber of Commerce, SBDC, and Community College.

• Present topics such as how to write a business plan, small business finance, and marketing.

West Sacramento Economic Development Strategy

QUALITY OF LIFE STRATEGIES

GOAL: West Sacramento is an appealing place to live for young professionals and individuals employed by target industry companies.

From the urban culture of Sacramento to the scenic beauty of the ocean and mountainous terrain of Northern California, West Sacramento has access to many qualities that will be appealing to young professionals. Yet, the city has suffered from a poor reputation regionally and lacks key quality of life factors.

The city received 1,323 responses from a survey that was sent out to evaluate public opinion in West Sacramento. Some survey results regarding quality of life should be of great concern. Of those responses, 93% were from residents of the city. Over 70% of respondents said that entertainment and recreation were below average for the city, and over 46% felt that the image of the city was below average. An overwhelming number of respondents want to see restaurants and music venues in the city. These opinions indicate that residents are not satisfied with the quality of life in the community.

Retaining young professionals is as important as recruiting them. In this section, we recommend improvements to existing quality of life features and the creation of new amenities that will show young singles and families that West Sacramento is progressive and paying attention to their needs. The projects we recommend are designed to generate a new energy in the city that appeals to a younger population.

The most successful economic development regions in the U.S. feature strong quality of life amenities. In addition to quality education, a quality environment plays a large part in the location choices of young, skilled professionals. It also plays a significant role in retaining good citizens.

The recommendations offered within this section are aimed at improving the quality of life for current residents of the city, young high skilled workers and employees of target industry companies. As addressed in the Workforce Development recommendations, young skilled workers and target industry companies look for cities with high-performing primary and secondary schools. Both groups are also attracted to locations with good healthcare, quality housing, safety, ample parks recreation and green space, artistic and cultural amenities, a vibrant downtown, and environmental cleanliness.

The following are the quality of life objectives that we recommend for West Sacramento:

• Attract diverse, complimentary retail services to the city.

• Create a safe and secure environment for residents of the community.

• Encourage city employees, school district employees, and large private sector company employees to live in West Sacramento.

• Create opportunities for young professionals to communicate and collaborate.

• Improve the visual image of the City of West Sacramento.

• Increase the entertainment and recreation opportunities in the city, emphasizing family- oriented recreation and entertainment, sports, music and cultural events.

Specific activities to support these objectives are provided below. 31

West Sacramento Economic Development Strategy

Quality of Life Objective One: Attract diverse, complimentary retail services to the city.

One of the chief issues regarding quality of life in the city is the lack of retail shopping choices. The city’s growing population, large daytime population, and close proximity to the Sacramento central business district create excellent opportunities for retailers. The opening of the Nugget Market in Southport Town Center and the recruitment of IKEA and the likely build-out of the balance of the 700,000 SF Riverpoint Marketplace will satisfy much of the community’s hunger for retail opportunities. The Riverpoint Marketplace could well be filled within 18 months however, so the city should begin planning for its next large and small scale retail locations.

Action 1: Work with developers to begin planning for additional retail locations in West Sacramento (City, Retail Developers). • Inventory existing and potential retail sites in the community.

• Prepare marketing materials describing sites and demographics for distribution to retailers and developers

• Work with developers to begin planning for large scale successor site to Riverpoint.

Action 2: Actively recruit desired retailers in concert with retail property owners. (City Retail Developers)

Action 3: Develop a marketing program and materials to promote the unique ethnic restaurants in the central business district to expand this retail segment. Consider development of an international marketplace with farmers’ market and international restaurants along the West Capitol Corridor. (City)

Action 4: Evaluate and identify appropriate sites for redevelopment of underutilized or obsolete uses into neighborhood commercial or retail uses along commercial corridors. (City)

Quality of Life Objective Two: Create a safe and secure environment for residents of the community.

There has been a dramatic decrease in the level of violent crime in the city of West Sacramento over the last several years. In fact, it is lower than that of Sacramento from most recent FBI data. Despite this drop in crime, the city is still perceived as one of the more dangerous locations in the region.

Action 1: Recognize the hard work of the city’s police department through a “Safe Streets Celebration” (City). • Take this opportunity to celebrate something that is important to all citizens.

• Highlight the successes of the department’s activities at the event and present city awards.

• Create a press packet and program to attract regional media coverage.

Action 2: Create a collaborative relationship with the California Highway Patrol training academy in West Sacramento. Although the California Highway Patrol does not have

West Sacramento Economic Development Strategy

jurisdiction in the city, opportunities exist to increase the presence of the Academy in the community (City, California Highway Patrol). • Work with the Academy to create public outreach programs with the residents of the city.

Quality of Life Objective Three: Encourage employees working in the city, including city employees, school district employees, and large private sector company employees to live in West Sacramento.

Action 1: Hold quarterly brown bag lunch meetings designed to inform those that work in West Sacramento about the opportunities to live in the city. Area residential developers and real estate brokers, new business owners, and new residents can speak about the opportunities for purchasing or leasing homes in West Sacramento (West Sacramento Real Estate Brokers, West Sacramento Chamber of Commerce).

Action 2: Support the city’s efforts to create a homebuyers assistance program for employees working in the city to purchase homes in the city.

Quality of Life Objective Four: Create opportunities for young professionals to communicate and collaborate.

Although the percentage of young residents in West Sacramento is increasing, there are very few opportunities to meet with other young professionals.

Action 1: Encourage the participation of young professionals in existing leadership, business, and service organizations. (West Sacramento Chamber of Commerce, West Sacramento Youth Commission, Service Clubs, City) Business and service organizations should market themselves to young people at the college level as a means to engage and network with other young professionals. If there is sufficient interest, established organizations should help to set up more focused networking opportunities for young people perhaps as sub-units of the established organization. The city can encourage participation of young professionals in the city’s advisory and decision-making bodies by recruiting young individuals for these positions.

Quality of Life Objective Five: Improve the visual image of the City of West Sacramento.

Action 1: Develop litter control and beautification program for targeted areas of the city (City, Local Businesses, Residents). • Establish an “Adopt a Road” litter control program modeled after successful state highway programs.

• Hold a “Beautify West Sacramento” contest encouraging residents and local businesses to spruce up their property. The city’s recently implemented “Best on the Block” program does exactly this.

West Sacramento Economic Development Strategy

Quality of Life Objective Six: Increase the entertainment and recreation opportunities in the city, emphasizing family-oriented recreation and entertainment, sports, music and cultural events.

Action 1: Support efforts to build state museums in West Sacramento, including the California Highway Patrol Museum (City, Residents, Businesses).

• Go to http://www.chpmuseum.org/ for more information.

Action 2: Encourage the development of more live music venues, restaurants, cafés and other entertainment related businesses in the city in appropriate locations (City, Developers, and Businesses). • Target the Washington and Triangle areas for business recruitment of these uses.

• Review development regulations to insure that they do not discourage entertainment uses where desirable.

• Encourage adequate secure parking in designated entertainment districts.

Action 3: Hold more public events such as cultural festivals, concerts, and community celebrations (Sacramento River Cats, City, Sacramento Convention and Visitors Bureau).

• Work with concert and festival promoters to coordinate joint private/community events, such as cultural festivals, live music concerts, wine and food tasting, foot and bicycle races.

• Consider implementation of dedicated funding source and organization to provide year round professional programming of events in the riverfront area.

West Sacramento Economic Development Strategy

LAND USE, SITES AND INFRASTRUCTURE STRATEGIES

GOAL: West Sacramento’s sites and infrastructure meet the needs of target industries and a growing population.

West Sacramento has a good supply of business park facilities to support office and light commercial businesses. Due to West Sacramento’s transportation network and location, the city will continue to be attractive for higher end distribution uses.

As West Sacramento redefines itself and shifts its economic focus from industrial to retail and professional services, it is clear that that the city needs to continue to focus on redevelopment efforts. This includes improvements in the appearance of the community, as well as the promotion of mixed- use developments and entertainment.

We suggest the following objectives for improving West Sacramento’s sites and infrastructure:

• Continue to focus on aggressive code enforcement throughout the city. • Continually assess the city’s competitiveness as a place to do business and develop. • Expand transportation linkages with UC-Davis faculty, staff and students, and Davis residents. • Continue to make improvements in telecommunications infrastructure. • Redevelop vacant or underutilized distribution facilities into unique live/work arrangements. • Encourage an arts and entertainment district in the city. • Consider and implement recommendations from the Port of Sacramento Maritime Demand Analysis and Master Land Use Plan for business development targets that are desirable to both the city and the Port.

Detailed activities to support these objectives are provided below.

Sites and Infrastructure Objective One: Continue to focus on aggressive code enforcement throughout the city.

West Sacramento has a creative team approach to dealing with some of the landowner and code enforcement issues along West Capitol Avenue. The efforts of the Action for Community Enhancement (ACE) team are some of the most innovative and collaborative efforts to eliminate blight and crime in redeveloping communities.

Action 1: Require landowners/motel owners to take a property management course if they are cited for various issues (City).

Action 2: Continue the efforts of the ACE team along West Capitol Avenue and in other areas that are a focus for redevelopment (City). • The Action for Community Enhancement (ACE) Task Force is a collaborative group comprised of key staff from different city departments including Redevelopment, Parks and Community Services, Grants and Community Investment, Community Development, and Police. ACE meets regularly to coordinate actions to address specific problems the

West Sacramento Economic Development Strategy

City has identified. Most efforts of the ACE task force have focused on West Capitol Avenue, the city’s main east/west corridor.

Sites and Infrastructure Objective Two: Continually assess the city’s competitiveness as a place to do business.

Action 1: Annually benchmark West Sacramento’s development review process against other competitor cities to ensure the city’s competitiveness (City).

Action 2: Annually survey the development community to assess their perspective on various development issues within the city (City, Chamber of Commerce).

Action 3: Review for adequacy city regulations regarding open storage. Encourage compliance through targeted code enforcement (City).

Sites and Infrastructure Objective Three: Expand transportation linkages with UC-Davis faculty, staff and students, and Davis residents.

Access to and efficiency of the public transportation system supports high quality economic development. The city should form a partnership with transportation providers in improving the public transportation system within West Sacramento, and from Sacramento to Davis.

Participants in the Workforce Development Focus Group reported that they were unable to place local students in internships with local companies due to insufficient transit service.

Prospect businesses have reported that they prefer to locate in Davis to capitalize on the local student workforce and graduate student interns.

There is a UC Davis shuttle that serves students and faculty traveling between the UC Davis campus and the UCD Medical Center in downtown Sacramento.

Providing transit service between UC Davis and West Sacramento would enhance West Sacramento’s business attraction program by improving employers’ access to UC Davis student workers and interns.

Action 1: Identify ways to expand and improve transit service throughout the City of West Sacramento (Yolo County Transportation District, City).

Action 2: Identify ways to expand transit service between West Sacramento and neighboring communities including Sacramento and Davis. (Yolo County Transportation District, City, Regional Transit).

Action 3: Survey existing commuters from Davis to West Sacramento and from West Sacramento to Davis. Identify their multi-modal preferences and assess how the City and other stakeholders can take advantage of commuter interests to better serve the City of West Sacramento (Yolo County Transportation District, City, UC Davis).

Action 4: Begin planning for expanded bus service between Davis and West Sacramento. Include a marketing campaign to encourage ridership (Yolo County Transportation District, City, UC Davis).

West Sacramento Economic Development Strategy

Sites and Infrastructure Objective Four: Continue to make improvements in telecommunications infrastructure

Maintaining cutting edge telecommunications infrastructure in a city benefits all businesses but is especially important to the younger demographic including key entrepreneurs. It will be important for West Sacramento to work with the entrepreneurs that have already established Wi-Fi service at Raley Field and along West Capitol Avenue to expand Wi-Fi systems throughout the city.

Action 1: Develop a partnership with a class from the UC-Davis telecommunications program to assess the city’s existing infrastructure and to benchmark that with other competitor communities (City).

Action 2: Develop a scope of work for the UC Davis students, including strategies to improve existing infrastructure (City).

Action 3: Work with telecommunications providers to implement strategies identified by class, and annually benchmark the city’s competitiveness in this area (City, Telecommunication Companies).

Sites and Infrastructure Objective Five: Redevelop vacant or underutilized distribution facilities into unique live/work arrangements.

A large amount of vacant warehouse space currently exists in the city. Some strategically located space could be considered for conversion into unique live/work arrangements for artists or another similar group.

Action 1: Do survey to determine if there are candidate industrial buildings in existing mixed-use plan areas (i.e., Washington, Triangle).

Action 2: Review city building and zoning regulations to determine whether conversion to live/work use is possible and what regulatory changes would be required. (City, Agency)

Action 3: Interview developers to gauge market interest in converting industrial sites to mixed use / live and work projects (Agency).

Action 4: Identify three vacant or underutilized warehousing/distribution sites for mixed use potential (live/work facilities) (Agency).

Action 5: If development interest is enthusiastic, proceed on parallel tracks with required regulatory changes and pilot development project (City, Agency, Developers).

Action 6: Determine appropriate maximum level of conversion capacity to ensure that adequate warehouse space remains for distribution users.

Sites and Infrastructure Objective Six: Encourage an arts and entertainment district in the city.

Several plans, including the Riverfront Master Plan, and Triangle and Washington specific plans have identified areas to promote retail and entertainment. The City should encourage public art with specific themes, as part of all redevelopment projects and throughout the city.

West Sacramento Economic Development Strategy

Action 1: Earmark 1% of all city capital improvement project budgets for public art (City).

Action 2: Consider imposition of a development fee of 1% on building projects to fund the placement of public art in West Sacramento (City).

Action 3: Work with local artists and regional art museums to develop and secure art that falls within the guidelines of the public art plan (City Artists and Museums).

Sites and Infrastructure Objective Seven: Consider recommendations from the Port of Sacramento Maritime Demand Analysis and Master Land Use Plan.

The Port of West Sacramento is undertaking a maritime demand analysis and master land use planning effort to determine the market conditions and opportunities for the Port. Based on that analysis and public discussion of its implications, the study will in its second phase develop alternatives for use of all Port lands for maritime and possibly non-maritime uses.

Action 1: Identify and integrate those strategies within the Port master plan that harmonize with the overall vision for economic development for the city (City, Port).

Action 2: Identify opportunities for joint recruitment and marketing to target industries desired by the city and the Port.

Action 3: Amend this plan as appropriate opportunities for collaboration are identified.

West Sacramento Economic Development Strategy

ECONOMIC DEVELOPMENT STRATEGIES

GOAL: Coordinate existing talents, leaders, and resources so that there is a seamless system for economic development services in West Sacramento.

An economic development effort founded on accurate research and understanding of West Sacramento’s strengths will help recruit companies, workforce talent, and entrepreneurs to the community. This will lead to the creation of better paying, higher quality jobs and will build momentum to spark the growth of startup companies.

The city has a strong foundation for economic development in the Redevelopment Agency. The agency has two full-time staff members dedicated to retaining and recruiting industry. They have attracted many large and small companies and have formed strong ties within the city and with regional organizations that have a role in economic development. The agency has accomplished this on a very limited budget.

Currently the economic developers within the agency have a broad workload, providing general business assistance, marketing, community relations, a business loan program, business recruitment and retention programs and various administrative duties. This has lead to a reactive approach to inquiries or problems, with limited ability to be proactive in their efforts. Opportunities exist for the agency to increase its ability to recruit and market the community more effectively by better allocating existing resources. This type of improvement requires shifting responsibility and additional funds, which will require the commitment of the leadership in the community. By distributing responsibility throughout the city, the economic development efforts of the community will become more efficient and effective, yielding better results.

There are enormous development opportunities that lie ahead for West Sacramento. Growth will inevitably occur because of land availability and location. It is not guaranteed, however, that this growth will fit within the community’s vision. It is essential that the city commit to a proactive economic development initiative, one that directs growth rather than reacting to it. This plan outlines changes and new initiatives that will deliver the economic development program that can accomplish this.

The following are the strategies recommended to improve economic development efforts with detailed activities to support these strategies:

• Distribute, improve, and coordinate economic development initiatives.

• Create a toolkit of resources to make economic development more efficient.

Detailed activities to support these objectives are provided below.

Economic Development Objective One: Distribute, improve, and coordinate economic development initiatives.

The Redevelopment Agency of the City of West Sacramento carries almost the entire responsibility of economic development for the city. With limited resources the agency is producing less than the city is capable of. Economic development efforts are more effective and efficient, as well as being more credible in the eye of site selectors and company analysts when the private sector plays a major role. Economic development is about business decisions and the most effective economic development requires input from the business community.

West Sacramento Economic Development Strategy

Action 1: The Chamber should continue to respond to general business inquiries and requests for business assistance.

• Agency staff should familiarize Chamber staff with available business assistance resources so that either organization can respond to routine business inquiries and requests for business assistance.

• The agency responds to a high volume of routine business inquiries which reduces time spent proactively recruiting and retaining target industry companies. Having another resource in the Chamber staff to provide this assistance would enhance business assistance and increase time for Agency staff to pursue target industry companies.

Action 2: The West Sacramento Chamber of Commerce should consider assisting Agency staff in business retention, with the goal of increasing the Chamber’s role over time. (Chamber of Commerce, Agency)

• It is the job of the Chamber of Commerce to communicate with and understand the issues that affect the local business community, and to advocate on their behalf. This should continue. The city’s retention program overlaps with those efforts. The Chamber should coordinate with the city for business retention visits.

• The Chamber has had difficulty demonstrating value to large corporations in the city, resulting in a lack of active participation by those corporations. Membership in the Chamber is low and increasing membership needs to be a priority. By allowing the Chamber a role in business retention, it will demonstrate value to its members and aid in attracting more members.

• A stronger Chamber translates into a stronger business community. This creates jobs and builds wealth in the community.

• The Agency and Chamber should develop an agreement regarding chamber participation in business retention efforts.

Action 3: The annual contract between the City and Chamber of Commerce should be expanded to include specific economic development deliverables (City). Every activity the Chamber is involved in has an impact on economic development. The working relationship and communication between these two organizations should be seamless. • The terms of the annual contract between the City and the Chamber of Commerce should be expanded to include additional economic development activities described in this strategy.

• The contract should require activity and accomplishment reports to be delivered semi- annually.

• The contract should continue to incorporate activity reports and performance standards to ensure that the terms of the contract are being met.

• The Redevelopment Agency should have a seat on the Chamber Board.

West Sacramento Economic Development Strategy

Action 4: The City of West Sacramento’s Redevelopment Agency should redefine its role and responsibility for economic development activities to more effectively pursue and recruit targeted industries (Agency).

• The Agency should reallocate existing resources to handle routine business assistance inquiries in order to maximize priority business recruitment and retention activity.

• By having the Chamber of Commerce participate in economic development by responding to routine business inquiries and participating in the City’s business retention efforts, the agency will have additional staff time with which to proactively market the community.

• The agency should remain as the lead organization for business recruitment and research. The agency has the full time staff, resources and expertise to interact with site selectors, regional economic development organizations working with prospects, and companies who are analyzing the city as a place for relocation or expansion. Agency staff should continue to compile and maintain research on site selection data standards, and should continue to respond to inquiries and coordinate site visits. The agency should utilize marketing tools that are generated from the contract work of the chamber of commerce (described in greater detail in the marketing section of this report) to proactively recruit companies in the target industries that have been identified in the previous report.

• The agency should continue to manage the city’s incentive programs - determining the appropriate participation in a given project and conducting the due diligence of the project and applicant. The agency should continue to provide guidance and expertise for other incentives at the state and federal level.

• The agency recently took over responsibility for the enterprise zone. This will create additional work for agency staff, however feels the agency is the best location for managing the enterprise zone program.

• The redevelopment agency should act as the lead coordinator for the implementation of this comprehensive economic development strategy.

• The redevelopment agency should act as lead coordinator and main catalyst for the incubator/learning center project that has been described previously. The agency will coordinate funding sources, be responsible for writing grant applications, work with area institutions and stakeholders to achieve buy in and support for the project. The agency should provide leadership in all aspects of the project’s development.

• Agency should continue to collaborate with Yolo County to pursue mutual economic development goals and industries.

Action 5: The West Sacramento Chamber of Commerce and its ambassadors and membership should play a more active role in the city’s business assistance and recruitment effort (Chamber of Commerce). • By design, a Chamber of Commerce is the business ambassador of the community. As such, they play a vital role in business attraction.

West Sacramento Economic Development Strategy

• The Chamber’s Economic Development Committee is a potent resource. They have the ability to provide authoritative counsel on business practices and experiences in the city.

• The chamber should build a response team designed to assist the city’s staff in responding and interacting with prospective companies or consultants. Confidentiality is frequently of prime importance to prospects. The Chamber’s response team will need to adhere to confidentiality requests.

• Having a chamber representative welcome a business prospect and offer assistance should be routine.

• Creating and projecting a public/private team image to prospective companies will help sell the community and build a stronger relationship with the city and business community at the same time.

• Confidentiality agreements should be included in the Chamber contract to respect prospect companies’ privacy. Economic Development Objective Two: Create a tool kit of resources to make economic development more efficient.

Action 1: The city needs a customized software program that has the capability to track leads and prospects the agency is working with (Agency). • The Agency recently purchased new software designed to track all aspects of economic development with the ability to produce timely activity reports. Agency and IT staff are customizing the program to maximize its utility.

Action 2: The city needs to customize its incentive policy to attract targeted business growth (Agency). • Though Senate Bill 975 and subsequent amendments require payment of prevailing wages to projects receiving public assistance, and may affect the feasibility of a project, the city’s Development Assistance Policy should be retained. The policy should specifically mention the five-targeted industries and the incentives available to projects that further the development of those industries within the city.

• These incentives should be selective and only offered to anchor projects that create a predetermined number of jobs or predetermined wage level and preference should be given to targeted industries.

Action 3: Explore possibilities for other target industry incentives that are within the control of other economic development partners such as Yolo County (development impact fees) and utility providers, etc.

Action 4: The city should schedule meetings to educate each city department about the city’s economic development programs and what their department’s role is in recruiting and retaining business in the city (City). • Economic Development staff should lead these meetings, and specific guidance to each department should be provided on how they can assist in the city’s economic development efforts.

West Sacramento Economic Development Strategy

• The city should consider adopting a policy regarding the responsibility of city staff to assist in and encourage all efforts pertaining to economic development.

Action 5: Further promote the use of the Enterprise Zone (Agency) and other Zones. (City, Chamber of Commerce)

• As the department responsible for management of the enterprise zone the Redevelopment Agency should continue to communicate the enterprise zone benefits to site selectors, companies considering expansion, and to county and regional economic development organizations.

• The Chamber of Commerce should include enterprise zone, HUB Zone and TACPA information in marketing material that is produced, and share that information with local businesses.

• Provide information to small business owners and residents in the region about the HUB Zone (Highly Underutilized Business) and TACPA (Target Contract Preference Area) zones through city newsletters, chamber meetings, etc. Publicize that this program applies also to employees of a business who live in the zone.

West Sacramento Economic Development Strategy

MARKETING STRATEGIES

GOALS: Launch a strong internal campaign that informs and gains economic development support from the West Sacramento community at large.

Launch a strong external effort that promotes West Sacramento, increases mindshare among targeted audiences, and gains business investment from target industry companies.

Marketing entails every activity that promotes West Sacramento - research, word-of-mouth, local and national news stories, web sites, personal selling, campaigns, and printed material distribution.

For West Sacramento to be most effective in marketing, the city should first market internally. Internal marketing informs citizens and business leaders of the economic development vision, and trains individuals to promote West Sacramento with a unified message rather than numerous confusing messages. Internal marketing also builds local awareness and buy-in so that when West Sacramento markets outside of its region, it has a larger team to get the message out and is more customer-friendly when prospects visit. The use of local media and personal meetings are good avenues for building local awareness. With strong internal support, the chances of successful external marketing increase considerably.

Once West Sacramento has a large number of citizens acting as marketing allies, the city should incorporate external marketing activities aimed at recruiting targeted businesses from outside of the region. West Sacramento will most likely be prepared to launch effective external marketing one year after internal efforts have begun. External marketing will make substantial impacts on the city by attracting high quality development, diversifying the tax base, providing more jobs, and creating more quality of life amenities for all citizens. After establishing external marketing, the trick will be to create a balance between internal and external activities to get the most return – awareness and business investment.

The following are West Sacramento’s marketing objectives. The objectives and specific actions required to achieve these objectives were formulated following a review of existing marketing efforts in the City. There are eight recommended strategies:

1. Establish a coordinated economic development message and commit to implementing a marketing plan 2. Expand the Chamber marketing committee 3. Create a logo with a unique theme to promote economic development in West Sacramento 4. Develop professional marketing tools 5. Agree on target audiences and better understand their needs 6. Increase local media coverage and gain community marketing allies 7. Expand local and attract new target industry companies 8. Launch an aggressive campaign focusing on target industry companies

West Sacramento is receiving a Marketing Guide (MG) that contains information to assist West Sacramento while implementing marketing. It is meant to be used in conjunction with this strategic plan by those leaders who will execute the marketing campaign.

West Sacramento Economic Development Strategy

Review of Existing Marketing Efforts

West Sacramento has two main organizations marketing the city: the City of West Sacramento’s Redevelopment Agency and the West Sacramento Chamber of Commerce. The city is also fortunate to have partnerships with regional organizations, with similar missions that jointly promote the area for economic development.

The City of West Sacramento Redevelopment Agency’s primary marketing tools are its Web site, http://www.ci.west-sacramento.ca.us/cityhall/departments/redev/ed/default.cfm, electronic newsletter (E-Dollars and Sense), brochures, publications, print ads in local and national publications and city newsletter, City Lights, produced by community relations staff in the City Manager’s office. The Redevelopment Agency has two positions (an economic development analyst whose primary function is business retention and expansion and an economic development coordinator devoted to target industry recruitment) charged with marketing and selling the city.

The West Sacramento Chamber of Commerce’s primary marketing tools are its Web site, http://www.westsacramentochamber.com, brochures and publications. The President of the Chamber manages day-to-day marketing and selling, and has a board and Ambassador team that supports this function.

A review of a collection of marketing tools from organizations marketing West Sacramento, yields the following observations:

• There are conflicting economic development tag lines, which present a mixed message.

• Several marketing tools, such as the Web site, are outstanding, while some need improvement to get the attention of target industry executives.

• West Sacramento has received awards, such as the “Most development friendly city” by the Sacramento Business Journal, which could be better used to promote the city.

• Local newspapers and publications are eager to publish stories related to economic development; but the city could do more to capitalize on this interest.

Tag lines We have identified more than 10 different tag lines used by economic development organizations in West Sacramento. As a result, the city’s main message is muddled:

• City of West Sacramento o Just look at us now o City that works o We make things happen o Perfect environment to grow your business, the perfect place to raise your family o Work hard, play hard and enjoy life o On the go • West Sacramento Chamber of Commerce o We mean business o Land of opportunity o A great place to live, work, and play o On the go o Go west

West Sacramento Economic Development Strategy

• City of West Sacramento City Council, o Vibrant City Where You Can Live, Work and Play

Web sites The City of West Sacramento is the first site that appears after conducting a web search under the city name. This is good; however, once on the city’s site, links to economic development information are difficult to find. For instance, a mention and link to the economic development page is lacking on the home page.

The West Sacramento Chamber of Commerce indicates that they plan to re-design their site after the city’s economic development strategy is approved.

Awards In 2001, the Agency received a California Association of Local Economic Development (CALED) award of excellence for a marketing program called Yolo County BioZone, collaboration between Yolo County, UC Davis and the cities of West Sacramento, Davis and Woodland to market Yolo County and its cities to expanding life science companies.

News An April 28, 2004 news release on SARTA’s web site discussed the City of West Sacramento’s partnership with SARTA; however, this story was not on the City of West Sacramento or the Chamber of Commerce’s web sites. News such as this should be posted on every appropriate communication source.

Local newspapers, such as the Sacramento Bee and the Sacramento Business Journal, see economic development stories as newsworthy. The City of West Sacramento has a Public Information Officer that writes and publishes a quarterly newsletter, City Lights. This newsletter is a good tool for communicating information about economic development plans and progress to the citizens of West Sacramento. The Redevelopment Agency staff should continue to regularly provide content.

West Sacramento Economic Development Strategy

Marketing Plan

MARKETING GOAL ONE: Launch a strong internal campaign that informs and gains economic development support from the community at-large.

Marketing Objective One: Establish a coordinated economic development message and commit to implementing a marketing plan.

It is important for the city to have a unified economic development message. A unified message promotes clarity, brand identity, and impact through repetition.

Currently, both the Chamber and the City participate in marketing. Each organization’s efforts are often created independently. Coordination of these efforts would yield greater results.

The Chamber and City should jointly plan and develop a marketing plan to achieve the two organizations’ economic development goals. Implementation of this can begin with each organization’s existing marketing budgets and be augmented in the future if agreed upon performance measures are reached.

Action 1: City staff and chamber members should discuss and agree on coordinated economic development marketing efforts (Chamber of Commerce, City).

Action 2: Gradually expand the Chamber’s role in economic development target industry marketing activities.

Action 3: Increase coordination between the Chamber, the Agency, the Chamber marketing committee and the city Public Relations Committee and Public Information Officer for citywide marketing activities.

Action 4: The West Sacramento Chamber of Commerce and the City should approve a joint and coordinated marketing plan to achieve Chamber and City economic objectives.

Marketing Objective Two: Expand the Chamber marketing committee.

Currently, the West Sacramento Chamber of Commerce has a marketing committee in place. Ideally, the Chamber and City should work together and have one team implementing marketing for the city. One team will eliminate redundant efforts and make certain that marketing is focused on the economic development vision. It is recommended that the Chamber expand its marketing committee and eventually take on new responsibilities to support economic development.

The members of the Chamber’s marketing committee should include individuals who are passionate about economic and community development. City should participate on this committee. The Chamber could expand this group to include influential and innovative thinkers who support the city’s vision and will help get the message out to other citizens and business leaders.

The committee should meet routinely and assist with implementation, by both volunteering time and financial support.

West Sacramento Economic Development Strategy

The goals of this committee can be to: • Manage day-to-day implementation of this plan • Coordinate with all local and regional economic development organizations • Serve as ambassadors • Inform and update the community at-large on economic development progress • Interact with business prospects when appropriate • Write press releases and distribute to local media • Identify and obtain funding for marketing initiatives • Coordinate with advertising and marketing firms on branding, collateral, web site, and publications • Design and send campaign materials to targeted audiences

Action 1: The West Sacramento Chamber of Commerce should consider expanding the current Marketing Committee to include individuals who can aid in implementing economic development-related marketing including city economic development staff.

Marketing Objective Three: Create a logo with a unique theme to promote economic development in West Sacramento.

Communities that adopt a marketing theme that differentiates the city have a greater chance of attracting economic growth. A marketing theme, tag line, and logo should share a consistent message with the goal of increasing awareness and positive perception.

The city’s online survey asked individuals if they believe West Sacramento has a bad perception in the Sacramento region and 80.7% of respondents said yes. When we asked individuals why they thought West Sacramento has a bad perception, responses included high crime, industrial image, the image of Capitol Avenue, and poor schools. It is interesting to note that FBI crime statistics indicate that West Sacramento is actually safer than Sacramento, the schools are consistently improving, and the city is dedicated to diversifying its economy. Recommendations to improve the appearance of the city are listed in the quality of life section of this report. Highlighting the positive change occurring in the city will gradually change the negative perception to one that is more favorable.

A marketing theme is used to build a brand. A brand theme conveys “who” and “where” the city is, as well as “what” the city offers to its target audiences. Local leaders feel that the most marketable attributes of West Sacramento are “its proximity, great quality of life, small town ‘feel’, UC Davis biotechnology expertise, relatively affordable land, and business-friendly environment.” These attributes can form the basis for development of a strong logo and brand identity.

West Sacramento Economic Development Strategy

Throughout this project and during a marketing workshop, we asked individuals to give a one-word descriptor that conveys how they would describe West Sacramento today and what they want others to think about West Sacramento in the future. Some of the most popular descriptors include:

Potential Advancing Convenient Vibrant Bridge Untapped Research Technical Beautiful Growth Diverse Smart Proactive Fertile Affordable Science Fuel Cells River Fun Eccentric River Cats Cool Land Evolving Friendly

The table below contains visual representations of how West Sacramento’s benchmark communities market for economic development. On the right side of the page, you’ll see West Sacramento’s two lead organizations’ logos. See the Marketing Guide for an additional review and critique of West Sacramento’s benchmark marketing.

West Sacramento Economic Development Strategy

City of Davis Logo Tagline No Tagline

City of Dixon Logo Tagline No Tagline

City of Folsom Logo Tagline Integrity, Professionalism, Teamwork, Workplace of Choice, Innovation, Trust and Respect.

City of Elk Grove Logo Tagline No Tagline

City of Woodland Logo Tagline The City of Trees

City of Vacaville Logo Tagline No Tagline

Sacramento PMSA Logo Tagline Building on Our History - Creating a Place to Be

West Sacramento Economic Development Strategy

We have provided some branding themes as recommendations for economic development leaders that take into consideration West Sacramento’s unique descriptors and target audiences, benchmark communities’ themes, and the approach of successful economic development branding. These suggested themes are meant to aid economic developers in developing the most appropriate theme to use in marketing. Economic development leaders should choose one theme to use in all efforts to promote economic development for West Sacramento.

Recommended Branding Themes Brand Identity: West Sacramento, CALIFORNIA • Powering Business • Fueling Growth of Emerging Business • California’s Cool New City Brand Theme: • Home of Clean Energy Technologies Advancing the way we live • Advancing the Way We Live

Both “Powering Business” and “Advancing the way we live,” reflect a unique aspect of West Sacramento. It is home to fuel cell and biotechnology innovation; its business-friendly attitude leads to expansion and growth; it has an abundant, creative workforce; it provides access to an acknowledged international leader, UC Davis, and several other outstanding universities and colleges; it’s affordable compared to other California cities; and it’s near some of the world’s most beautiful recreational amenities. West Sacramento is a city with cool, smart people fueling growth of emerging technologies.

With Fuel Cells and Biotechnology being recommended key target industries, West Sacramento can differentiate the city by tailoring its message to get the attention of these industry executives. Growth conveys a positive message that will resonate with this business audience. This primary message will also convey to other target audiences that West Sacramento is advanced and cutting edge for such a young city. Businesses, entrepreneurs, and a young workforce desire this type of environment.

An economic development mission statement says who West Sacramento is today and indicates the city’s goals. It is recommended that West Sacramento’s economic development mission be, “To advance creation and expansion of emerging technology jobs.” West Sacramento should communicate a primary message centered on the unique characteristics of the community, such as “West Sacramento is powering business growth.”

Advanced What does West Sacramento represent?

Superb proximity, access to UC Davis expertise, knowledge- based workforce, business- friendly, affordable land What are West Sacramento benefits? and office space, superior quality-of-life, and welcoming people in a small town atmosphere.

Northern California City, What is West Sacramento’s product? formed in 1987, Home to CA Fuel Cell Partnership.

West Sacramento Economic Development Strategy

Action 1: The City of West Sacramento Redevelopment Agency, the West Sacramento Chamber of Commerce, and other economic development organizations should discuss and approve an economic development theme (City , Chamber of Commerce).

Action 2: All local economic development organizations should agree to use a single, consistent message to promote West Sacramento to local businesses, citizens, and new businesses (City, Chamber of Commerce).

Action 3: West Sacramento Chamber of Commerce should consider development of a professional logo (Chamber of Commerce).

Action 4: The West Sacramento Chamber of Commerce should distribute the new logo and style guide in electronic files to all organizations promoting the city for economic development (Chamber of Commerce).

Action 5: All economic development organizations should revamp marketing collateral material to convey the city’s primary message (City, Chamber of Commerce).

West Sacramento Economic Development Strategy

Marketing Objective Four: Develop professional marketing tools.

Before West Sacramento launches a new and more effective internal campaign, it should review existing tools and consider producing new collateral material. Marketing tools aid economic development leaders and help them promote the city. Some of West Sacramento’s most effective current marketing tools are the Chamber’s electronic newsletter, the Chamber Chat and Agency’s Dollars and Sense electronic newsletter.

All tools should be consistent and professional. The most optimal marketing tools that West Sacramento should design or continue using include: • The City Web site • Chamber’s Electronic Newsletter • Agency’s E-Dollars and Sense electronic newsletter • City’s Lights Newsletter • Datasheets on Land and Industrial / Office Parks • Selective advertisements in targeted publications • Press releases to targeted media • Brochures / Flyers (Annual Report, How to Start a Business, and Welcome Packets) • Direct mail / e-mail campaign messages

The City’s Web site should be the primary information source that is mentioned in every marketing activity. Invest in this activity first.

Action 1: West Sacramento should add or update the following components on its web sites: • Economic and industry information • How to start a business in West Sacramento • Local company database • Sites and business parks specifications • Current economic development projects • Job postings • Economic development news wire • Local company testimonials • Recognition of achievements – high school and college students, entrepreneurs, leaders • Quality of life – safety • Entertainment and events • Incentives and permitting • PDF’s of collateral material • Links to economic development organizations and all other partners

West Sacramento Economic Development Strategy

Marketing Objective Five: Identify target audiences and better understand their needs.

Understanding how West Sacramento satisfies the needs of each target audience will help economic development leaders effectively communicate with internal audiences and target industry businesses.

First, understand the needs of internal audiences and inform them of West Sacramento’s economic development vision. Local employers, the current workforce, influencers, politicians, academics, and entrepreneurs are an important aspect to economic development. Recognizing these segments as a target audience and understanding their needs is sometimes overlooked.

The West Sacramento Chamber of Commerce and the City’s Redevelopment Agency should continue to improve relationships with local businesses. The use of local media and personal meetings are good avenues for building awareness and demand for economic development services. Some additional activities to incorporate into the marketing mix include:

• Continue to utilize the “Mayor’s Breakfast” to promote economic development. Invite business leaders and discuss topics pertaining to economic development. • Conduct an annual on-line business survey. Initiate an annual survey to local businesses that asks leaders to rate West Sacramento on topics similar to the AE on-line survey. Use the same survey each year to measure progress. • Speak at business association meetings. The Chamber and Redevelopment Agency should have a stable of representatives available to speak at business association meetings specifically about economic development issues upon request. • Meet with regional economic development organizations. Invite regional organizations to an annual West Sacramento Economic Development event. Make this an event to share information among economic development leaders throughout the region and to promote the city. • Continue the bi-annual “West Sacramento On the Go” real estate tour event. • Host a “Business Awards Event.” Similar to the city-hosted breakfast held in 2002 personally honoring local businesses that were included in the Business Journal’s “Fastest Growing Businesses” publication. This is a great event for the Chamber, the Business Journal, and the City to jointly sponsor. • Host an annual “Economic Development Forum.” During the event, regional leaders can provide an overview of the year’s successful economic development activities and an update of economic data for West Sacramento. • Continue to send routine newsletters with updates and information.

Once West Sacramento succeeds in better understanding and addressing internal audiences’ needs, it should become familiar with targeted industry businesses. The city should identify target industry champions. These champions must understand industry players, trends, challenges, and opportunities. These individuals should have powerful connections within an industry, and should be willing to meet with site selectors, voluntarily speak at events promoting the city, and share industry knowledge with economic development leaders. The city should have at least three industry champions for each target industry.

West Sacramento Economic Development Strategy

West Sacramento's Target Audience Requirements and Points to Promote

Audience Top Requirements (Needs) Top Assets to Promote Local companies • Skilled workforce • Quick and inexpensive permitting • Low operating costs • Available land and sites • Sites to expand • Dedicated workforce Skilled workers • Quality jobs (advancement opportunity) • Proactive leaders • Entertainment / Shopping / Recreation • Economic development vision and options plan • Affordable housing • Quality of life amenities Entrepreneurs • Access to capital • Financing options • Incubator facility • MTI and other incubators • How to start a business tools • UC Davis talent • Creative workers • Access to Sacramento / San • Fun city Francisco entertainment Business • Competitively priced land • Available land and sites Influencers and • Incentives • Targeted incentives Developers • Low costs and quick permitting • Permitting process Public sector • Raise tax base • Economic development vision and officials • Improve quality of life plan • Provide more jobs • Integrated team working to improve and market Community at large • Quality jobs • Economic development vision and • Balanced growth plan • Better infrastructure (roads) • More jobs • Downtown activities / shopping • Superb quality of life Fuel Cells • Available financing • Home of the CA Fuel Cell • Technical workforce Partnership • Strong research presence • Plentiful affordable industrial space • Affordable industrial space • Access to State Capital Biotechnology • Scientific-based workforce • UC Davis – best bio program in the • Affordable lab space nation • Presence of major bio-focused • Research skilled workforce University • Affordable lab space Logistics • Access to major highways • Traditionally a distribution economy • Affordable land • Proximity to suppliers and • Proximity to large metros customers • Regional Wi-Fi network Food Processing • Proximity to markets with large • Established agricultural industry populations • Access to large population • Access to highways • Strong distribution system • Low operation costs / labor • Access to packaging suppliers Retail • Proximity to markets with large • Growing residential population populations • Large daytime population nearby • Inexpensive labor

The Marketing Guide lists industry associations that can be a resource for target industry trends and the identification of prospects. The target audiences include: fuel cells, biotechnology, food processing, logistics, and retail. West Sacramento can use the targeted messaging and the main “points to promote” in this section when crafting

West Sacramento Economic Development Strategy

Action 1: The West Sacramento Chamber of Commerce, the City Redevelopment Agency, and all other local economic development leaders should become familiar with the characteristics and needs of each target audience (Chamber of Commerce, City and Agency).

Action 2: Revamp marketing communication with targeted message (Chamber of Commerce, Agency).

Action 3: Identify target industry champions (Agency).

Action 4: Become industry experts (Agency).

Marketing Objective Six: Increase local media coverage and gain community- marketing allies.

West Sacramento needs media support to broadcast its economic development message. Local newspapers, radio stations, television stations, newsletters, events, and web sites are good tools for communicating information about economic development to the targeted internal audiences.

Accomplishing the marketing goal requires media coverage that educates and creates excitement. Private and public leaders should regularly meet with the media and provide updates on economic development successes. The local media should be viewed as a primary avenue for “building the local buzz.”

Consider the following types of press releases: • “West Sacramento’s New Marketing Theme – Advancing the way we live”” • “Growing Entrepreneurs” • “Value of Education” • “West Sacramento Recognizes Special Teachers” • “Be Proud of West Sacramento’s Students” • “Local Start-up / Business Successes” • “Recruiting New Companies” • “Improving West Capitol Avenue” • “Promote West Sacramento” • “Call for Industry Champions” • “Economic Development Marketing Achievements” • “Living in West Sacramento” • “Community Ambassadors Celebrate West Sacramento”

A large number of individuals from the community acting as a team of promoters, rather than individuals will yield a stronger campaign. These media champions should be trained to promote West Sacramento with a single message, rather than numerous confusing messages. Internal marketing builds local awareness and buy-in so that when a community markets outside of its region, it has a strong team to get out the message.

Action 1: The West Sacramento Chamber of Commerce and the City Redevelopment Agency should identify local media champions that can assist with persuading the local media to communicate economic development stories to the public (Chamber of Commerce, Agency).

Action 2: Local media champions should assist the city with writing and distributing press announcements to local news companies (Individuals). 56

West Sacramento Economic Development Strategy

MARKETING GOAL TWO: Launch a strong external effort that promotes West Sacramento, increases mindshare among targeted audiences, and gains business investment from target industry companies.

Marketing Objective Seven: Expand and attract new target industry companies.

External marketing promotes West Sacramento to targeted industry businesses outside of the city. Marketing to industry businesses outside of West Sacramento should occur after the community is behind the economic development vision. External marketing campaigns could begin in mid-2005. Web sites should be the primary communication tool.

Action 1: Ensure that target industry companies outside of West Sacramento can easily find the primary economic development web site, and constantly update information this audience desires (Agency, Yolo County).

Information that should be available to target industry business executives includes:

• Demographic and economic profile • Land and industrial / office specifications • List of similar companies / suppliers and customers • Incentives and financing • Professional development organizations • University commercialization • Primary contact person

Some of the most effective current national economic development web sites include: • Metro Orlando Economic Development Corporation, http://www.business-orlando.org/ • San Diego Regional Economic Development Corporation, http://www.sandiegobusiness.org/ • State of New York, http://www.iloveny.state.ny.us/portal/flashed.html

All economic development-related web sites should contain easy-to-find links to one another.

Action 2: West Sacramento should have a single source for economic development news (Agency, Chamber of Commerce).

For example, the Chamber and City could have a page dedicated to news, where all press releases, awards, and news and publication stories are listed and archived. The page could reside on either organization’s server, with a link to the other’s web page. The city should develop a page specifically for target industry information where more custom PDF collateral pieces for download are posted.

West Sacramento Economic Development Strategy

Marketing Objective Eight: Launch an aggressive campaign directed toward target industry companies (City, Yolo County, SACTO, SAMG).

Publicity and personal selling are the most cost effective ways for communities to get their message out and recruit new target industry companies. West Sacramento should include these activities in outreach efforts, be consistent in the message conveyed, and focus on campaigns that will directly reach prospects.

West Sacramento could significantly increase the amount of publicity it receives by establishing a PR Committee to develop and distribute releases.

West Sacramento economic development leaders should consider engaging in marketing missions to recruit target industry companies from other regions. Each year the city could schedule marketing missions to regions with a high concentration of target industries (for instance, San Francisco, San Diego and Boston). Volunteer representatives from business, government, and academia should attend marketing missions. The missions should involve a series of meetings with local companies to sell West Sacramento as a great location for business.

City economic development staff currently sponsor and attend 2-3 industry conferences per year to obtain face time with prospects, and jointly sponsor target industry conferences with regional organizations to reduce costs and increase visibility and association with more well-known entities such as Sacramento Area Marketing Group (SAMG), Sacramento Area Commerce and Trade Organization (SACTO) and Team California.

Action 1: The West Sacramento Chamber of Commerce and the City Redevelopment Agency should approve marketing campaigns and ask volunteers to assist with implementation (Agency, Chamber of Commerce).

Action 2: Individuals from the community with a passion for economic development and marketing should volunteer and become a part of the marketing committee (Individuals).

Action 3: West Sacramento should continue its participation with regional and state marketing and business recruitment activities including the SAMG and Team California, Yolo County BioZone.

Action 4: The City should request that Yolo County participate and support the regional SAMG marketing activities and trade missions.

City of West Sacramento Appendix

Accompanying the: Comprehensive Economic Development Strategy

West Sacramento Economic Development Strategy

Table of Contents

Performance Metrics 3

Economic Development Survey Findings 5

Marketing Guide 22

Relevant City Plans Incorporated into Economic Development Plan 39

West Sacramento Economic Development Strategy

Performance Metrics

An important component to the implementation of the West Sacramento Economic Development Strategy is a monitoring system to track performance. Specific data sets have been identified to measure the success of this plan. The performance metrics proposed will provide the City of West Sacramento with an excellent opportunity to demonstrate positive results of its efforts and will build confidence among the general public that the city’s economy is heading in the preferred direction.

We recommend that performance be measured on an annual basis and calculated as a share of the U.S. average. Performance metrics work best when they are easily updated, easy for the general public to understand, and measures of results, not activity (such as measuring marketing calls or conference visits). Performance metrics have been identified to track progress for each goal section:

Workforce Development and Education • Job and Average wage growth by industry, and especially by target industry • Unemployment rate • SAT scores • Educational attainment • Drop out rates • Household Income

Entrepreneurship • New firm creation • Venture capital inflows • Membership in entrepreneurs associations • Percent of population in the 25-34 age group

Infrastructure & Sites • Existence of business parks and sites • Commuter congestion • Office and industrial vacancy rates • Telecommunications access

Quality of Life • Retail sales per capita • Net migration of new residents to the city • Poverty rate • Per capita income • Housing costs

Marketing • State or national media mentions relating to economic development • Prospect activity (information requests or visits) • Perception survey results • Tourism revenues

3 West Sacramento Economic Development Strategy

Ratio Cost of Housing old Percentage of population 25-44 years population 25-44 years and Businesses and Access of Residents Residents of Access Telecommunications Telecommunications $30 million$30 96 $335 million area companies enture Capital Funding Funding Capital enture to Northern California California Northern to V 78.0%79.0%80.0%81.0%82.0% $31.5(5%) million 83.0% (10%) million $35 (10%) million $38 (10%) million $42 (10%) million $46 55% (10%) million $50 60% 65% 70% 75% 80% 29.5% 29.5% 30.0% 30.0% 32.0% 33.0% 96 96 96 95 95 95 77.3% ofTotal US = 44% CA N/A 96% $34,792$51,133$45,006 million $30 billion $4.7 $10.6 billion 29.1% 30.3% 29.8% 96 218 100 West Sacramento Sacramento West Sacramento West Sacramento Sacramento Household income Workforce & Education & Workforce EntrepreneurshipSites & Infrastructure Life of Quality Life of Quality 1997 2000 2007 2003 2005 2006 2008 2009 2010 2004 (sample) Goals: Set West Sacramento Target Benchmarks West Sacramento California United States West Sacramento% as of the U.S. Historical Performance: Sample Performance Benchmarks West Sacramento, California Sacramento, West

4 West Sacramento Economic Development Strategy

Economic Development Survey Findings

During the public input phase, An economic development survey was launched on the project web site to identify the needs and interests of the citizens and strengths of the community.

The information provided contributes to the Community Assessment and aided the firm in creating economic development and marketing recommendations for the City of West Sacramento.

As of August 2004, there were an impressive 1,344 responses to this survey. Findings focus on three areas of West Sacramento’s economic environment: (1) demographics, (2) citizens’ degree of satisfaction, and (3) citizens’ perceptions of economic development.

The original survey is on the following three pages.

5 West Sacramento Economic Development Strategy

Survey for West Sacramento

All West Sacramento citizens, business owners, and employees of West Sacramento businesses are invited to fill-out this survey.

You may fill this out, even if you recently participated in the visioning or SWOT meetings held by AngelouEconomics.

Your input is important to us and will help AngelouEconomics identify additional needs of the citizens of West Sacramento and strengths of the community to market. Based on the information you provide, we will form economic development and marketing recommendations for West Sacramento.

The final results will be accumulated, and we will keep your response confidential.

For more information on our project, visit www.ShapeWSac.com. Thank you for your time and information.

Please mail your completed survey to:

AngelouEconomics West Sacramento Project 2801 Via Fortuna, Suite 430 Austin, TX 78746

General Information Ethnicity: Circle one: White Hispanic Age: ______African American Asian Other: ______

Annual Income: $0 – 25K $26K – 50K Do you live in West Sacramento? Circle one: Yes or No $51 – 75K $76K+

Years of education: Circle one: Do you work in West Sacramento? Circle one: Yes or No Less than High School H.S Graduate Undergraduate degree Graduate and above Other: ______

How long have you lived in West Sacramento? Circle One: 0-4 yrs. 5-10 yrs. 11-15 yrs. 15 yrs. or longer

Please circle the appropriate number. How well does West Sacramento satisfy your needs in the following areas? (1=not well; 3 =average; 5=very well)

Education Highway access 1 2 3 4 5 K-5 education 1 2 3 4 5 City streets 1 2 3 4 5 6-8 education 1 2 3 4 5 Driving time to work 1 2 3 4 5 9-12 education 1 2 3 4 5 Mobile phone service 1 2 3 4 5 Community colleges 1 2 3 4 5 High speed Internet connectivity 1 2 3 4 5 Workforce training programs 1 2 3 4 5

Livability Working environment Cost of living 1 2 3 4 5 Job availability 1 2 3 4 5 Entertainment / recreation 1 2 3 4 5 Career advancement opportunities 1 2 3 4 5 Arts / Culture 1 2 3 4 5 High paying jobs 1 2 3 4 5 Low crime 1 2 3 4 5 Equal opportunity 1 2 3 4 5 Good healthcare 1 2 3 4 5 Family environment 1 2 3 4 5 General Economy Climate 1 2 3 4 5 Image of city as a place to live 1 2 3 4 5 Good value housing 1 2 3 4 5 Effective government leadership 1 2 3 4 5 Historic preservation 1 2 3 4 5 Strong business growth 1 2 3 4 5 Growth management 1 2 3 4 5 Location for high tech activity 1 2 3 4 5 Small business resources 1 2 3 4 5 Infrastructure Tourism promotion 1 2 3 4 5 Air service 1 2 3 4 5 Public Transportation 1 2 3 4 5

6 West Sacramento Economic Development Strategy

From the list below, what businesses would you like to see expand or open in West Sacramento? Circle three. Copy, office supplies, and computer Restaurants and music venues Clothing and accessories Arts, crafts and antiques Furniture and appliances Groceries Museum and cultural center Fitness facility Hotel

From the list below, what industries would you like to see expand or locate in West Sacramento? Circle three. Software development Biotech and scientific research Professional services Telecommunication Agriculture Distribution and logistics Manufacturing Healthcare Tourism and hospitality Warehousing Heavy commercial/industrial

What does effective economic development mean to you? Circle one. More jobs in West Sacramento New companies opening in West Sacramento Existing companies expanding in West Sacramento Improved awareness (reputation) of West Sacramento More tourists visit West Sacramento Better lifestyle amenities Better educational opportunities

When it comes to marketing, what is most important to you? Circle one. Market to citizens to buy local Market to tourists to visit West Sacramento Market to local businesses to get them to expand in West Sacramento Market to industry executive to get them to locate a business in West Sacramento Market to entrepreneurs to get them to start a company in West Sacramento

Do you believe West Sacramento has a bad perception in California? Circle one: Yes or No

Do you believe West Sacramento has a bad perception in the Sacramento region? Circle one: Yes or No

When shopping at West Sacramento businesses, how is your experience as a customer? Circle one. Excellent Satisfactory Poor

What is West Sacramento’s biggest asset? Circle one. Close proximity to Sacramento Transportation Infrastructure Affordability Potential Local employers and leaders ______

How would you promote West Sacramento to tourists and a business owner using one word? ______

Please circle the one that best describes your occupation Management Business and Financial Operations Computer and Mathematics Architecture and Engineering Life, Physical, and Social Scientist Community and Social Services Legal Education, Training, and Library Arts, Design, Entertainment, Sports, and Media Healthcare Practitioners Medical Technician Healthcare Support Protective Service Food Preparation and Service Building and Grounds Cleaning and Maintenance Personal Care and Service Sales and Related Office and Administrative Support Farming, Fishing, and Forestry

7 West Sacramento Economic Development Strategy

Construction Installation, Maintenance, and Repair Production Transportation and Material Moving Searching for employment Homemaker Retired

Please circle the one that best describes the industry you work in. Agriculture, Forestry, Fishing and Hunting Mining Utilities Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Media, Publishing, Telecommunications, Motion Pictures Software, Computer Systems Design, Data Processing, Internet Finance and Insurance Real Estate and Rental and Leasing Scientific and Technical Services Legal, Accounting, Engineering Services Management of Companies and Enterprises Administrative, Support, Waste Management and Remediation Education, Training, and Library Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation and Food Services Auto or Equipment Repair Personal Services, Dry cleaning, Religious Organizations, Civic, Business or Social Groups Public Administration

If you are an owner or Chief Executive at a company located in West Sacramento, please fill-out this section.

How long has your business been located in West Sacramento? ______

How many people are employed in your company? Total: ______In West Sacramento: ______

What is your annual gross revenue?

$0-$1million $1-$5 million $5-$20 million $20-$50 million $50 - $100 million $100 million and above

Tell us about your growth expectations over the next 2 years. Please circle the appropriate response.

Maintain Expand Decline

Employment Maintain Expand Decline

Revenue Maintain Expand Decline

Profitability Maintain Expand Decline

Supplier purchases Maintain Expand Decline

Equipment investment Maintain Expand Decline

Real estate office / manufacturing space Maintain Expand Decline

8 West Sacramento Economic Development Strategy

Survey findings are highlighted on the following pages.

Demographics Here is a profile of the total survey respondents. Twenty-nine percent of the respondents earn $26,000 – 50,000, 74 percent are White, and 33.9 percent have a graduate degree and above.

Annual Income

$76k+ 28.1

$51-75k 27.9 $26-50K 29.1

$0-25K 14.9

0 5 10 15 20 25 30 35 Percent

Ethnicity

Other 6.1

5.7 Asian African American 2.4 Hispanic 11.8 White 74

020406080 Percent

Years of Education

Other 5.6 Graduate and Above 33.9 Undergraduate Degree 29.9 H.S. Graduate 27.9 Less than High School 2.8

0 10203040 Percent

9 West Sacramento Economic Development Strategy

Do you live in West Sacramento? No

Yes No

Yes

Do you work in West Sacramento?

Yes 30.7No

69.3

How long have you lived in West Sacramento?

50 45 40

35 30

25 20 Percent 15

10 5 0 0-4 Years 5-10 Years 11-15 Years 15 Years +

10 West Sacramento Economic Development Strategy

How well does West Sacramento satisfy your needs in the following areas? 1 = not well; 3 = average; 5 = very well

When asked to rank satisfaction of specific areas, the areas below received the highest or lowest satisfaction ranking.

Education Highest Satisfaction – K-5 Education Lowest Satisfaction – Workforce Training Programs

Livability Highest Satisfaction – Climate and Good Value Housing Lowest Satisfaction – Arts / Culture and Entertainment / Recreation

Infrastructure Highest Satisfaction – Highway Access and Drive Time to Work Lowest Satisfaction – Public Transportation and Air Service

Working Environment Highest Satisfaction – Equal Opportunity Lowest Satisfaction – High Paying Jobs

General Economy Highest Satisfaction – Location for High Tech Activity Lowest Satisfaction – Tourism Promotion

11 West Sacramento Economic Development Strategy

Education 1 = not well; 3 = average; 5 = very well

3 Satisfaction with W. Sac's Performance 2

6-8 Education 6-8 programs Educaton 9-12 K-12 Education Workforce training College Community

1,014 of the total 1,344 respondents answered this question.

1 – Low 2 3 - Average 4 5 – Very well K-5 15.4% 14% 38% 16.1% 16.4% 6-8 25.9% 21.9% 36.1% 8.9% 7.1% 9-12 32.5% 21.9% 31.5% 7.7% 6.3% Community 30.4% 24% 28.1% 10.3% 7.2% colleges Workforce 33% 25.6% 30.9% 5.2% 5.3% training programs

12 West Sacramento Economic Development Strategy

Livability 1 = not well; 3 = average; 5 = very well

3 Satisfaction with W. Sac's Performance 2

Value

Family Climate Housing Oriented Historic Healthcare Low Crime Growth Mgt. Growth Preservation Arts / Culture / Arts Cost of Living of Cost Entertainment

1,285 of the total 1,344 respondents answered this question.

1 – Low 2 3 - Average 4 5 – Very well Cost of living 4.5% 9.4% 46.3% 27.7% 12% Entertainment/ 36.2% 33.8% 21.8% 5.6% 2.6% recreation Arts/ culture 42.9% 31.9% 18.9% 4.7% 1.7% Low crime 15.3% 22.1% 40.3% 16.9% 5.3% Good 29.3% 28.6% 32.4% 6.4% 3.4% healthcare Family 8.3% 17.6% 40.5% 25.5% 8.1% environment Climate 2.9% 5.9% 35.7% 37.8% 17.7% Good housing 5.2% 10.2% 36.5% 32.2% 15.9% value Historic 15.3% 28.3% 41.5% 11% 3.8% preservation Growth 23.8% 21.9% 36.8% 13% 4.5% management

13 West Sacramento Economic Development Strategy

Infrastructure 1 = not well; 3 = average; 5 = very well

3 Satisfaction with W. Sac's Performance 2 1

Access Highway

Internet Service Public Air Service Air Speed High Mobile Phone Transportation Time Commute

1,270 of the total 1,344 respondents answered this question.

1 – Low 2 3 - Average 4 5 – Very well Air service 18.8% 14.1% 38.5% 19.2% 9.4% Highway 9.7% 14.8% 26.7% 25.2% 23.6% access City streets 14.7% 21.8% 41.1% 16.3% 6.1% Driving time to 9.1% 12.7% 30.4% 24.6% 23.2% work Mobile phone 10.3% 13% 38.5% 24.2% 14% service High speed 19% 17% 35.9% 17.1% 11.1% Internet connectivity Public 21.4% 24.7% 36.6% 11.7% 5.5% transportation

14 West Sacramento Economic Development Strategy

Working Environment 1 = not well; 3 = average; 5 = very well

3 Satisfaction with W. Sac's Performance 2

Job jobs Equal Career availability opportunity High paying opportunities advancement

1,270 of the total 1,344 respondents answered this question.

1 – Low 2 3 - Average 4 5 – Very well Job 22.4% 28.5% 38.8% 6.4% 3.8% availability Career 24.7% 33.9% 34.2% 4.9% 2.4% advancement opportunities High paying 31.5% 38.2% 25.5% 2.5% 2.2% jobs Equal 12.9% 15.9% 49.6% 13.6% 8.1% opportunity

15 West Sacramento Economic Development Strategy

General Economy 1 = not well; 3 = average; 5 = very well

4 Satisfaction with W. Sac's Performance

Sm. Vovt. Strong Growth

as city Tourism Business Activity Effective Business Promotion Resources Image of a High Tech High Leadership place to to live place Location for

1,192 of the total 1,344 respondents answered this question.

1 – Low 2 3 - Average 4 5 – Very well Image of city 19.2% 27.2% 34.3% 15.1% 4.1% as a place to live Effective 15.6% 22.1% 41.8% 16.3% 4.2% government leadership Strong 14.3% 26.3% 37.5% 17.4% 4.5% business growth Location for 16% 25.4% 35.3% 7.3% 6% high tech activity Small 16.9% 26.5% 40.9% 12.2% 3.6% business resources Tourism 38.3% 32.7% 22.3% 5.2% 1.5% promotion

16 West Sacramento Economic Development Strategy

From the list below, what businesses would you like to see expand or open in West Sacramento? Check three.

Hotel Copy, office supplies and computer Furniture and appliances

Museum and cultural center

Arts, crafts and antiques Groceries Fitness facility Clothing and accessories Restaurants and music venues 0% 10% 20% 30% 40% 50% 60% 70%

What industries would you like to see either expand or locate in West Sacramento? Check three.

Heavy commercial/industrial

Warehousing Distribution / Logistics Agr icultur e Manufacturing Telecom

Biotech / Research Tourism and hospitality Software Development

Healthcare Prof. Services

0% 10% 20% 30% 40% 50% 60%

17 West Sacramento Economic Development Strategy

What does effective economic development mean to you? Check one.

New companies

More jobs Better lifestyle amenities

Awareness of the region

Better educational opportunities

Expand existing companies

More tourists 0% 5% 10% 15% 20% 25% 30%

When it comes to marketing, what is most important to you? Check one.

60%

50%

40%

30%

20%

10%

0% Market to local Marketing to industry Marketing to Market to citizens to Market to tourists to businesses so that execs so that they entrepreneurs so that buy local visit WS they expand in the move to the region they start companies region in the region

18 West Sacramento Economic Development Strategy

When shopping at West Sacramento businesses, how is your experience as a customer? Check one.

17% 22%

Poor Excellent

Satisfactory

61%

When asked, “Do you believe West Sacramento has a bad perception in California?” Fifty-three percent respondents believe West Sacramento has a bad reputation in California.

When asked, “Do you believe West Sacramento has a bad perception in the Sacramento region?” Seventy-eight percent believe West Sacramento has a bad perception in the Sacramento region.

What is West Sacramento’s biggest asset? Check one.

50%

45%

40%

35%

30%

25%

20%

15%

10%

0% Proximity to Small Town Potential Affordability Transportation Local employers Sacramento Infrastructure and leaders

19 West Sacramento Economic Development Strategy

According to respondents, West Sacramento’s biggest assets are: 1. Close Proximity to Sacramento 2. “Small Town” feel 3. Potential 4. Affordability

When asked to give a one-word descriptor of West Sacramento, the most popular words respondents gave are:

Location Potential Ripe Comfortable Undiscovered River Family Friendly Awesome Folksy Affordable Growing Eclectic

Top five occupations of survey respondents: 1. Retired 2. Management 3. Business and Financial 4. Office and Administrative Support 5. Education, Training and Library

Top five industries of survey respondents: 1. State and Federal Government 2. Education, Training and Library 3. Healthcare and Social Assistance 4. Local Government 5. Construction

20 West Sacramento Economic Development Strategy

Growth Expectations The chart below illustrates growth expectations of area businesses over the next few years. West Sacramento’s business owners are very optimistic, expecting to grow in every category except use of space.

Growth Expectations Over the Next Two Years 80

60 Maintain

40 Expand

Percent Decline 20

0 Revenue Supplier Purchases Real Estate Real Equipment Profitability Investment Employment

21 West Sacramento Economic Development Strategy

Marketing Guide

Marketing Terms

“Advertising” is an impersonal form of communication about goods, services, or ideas paid for by an identified sponsor. Mass media is typically used to send advertising to its intended audience.

“Branding” is the process of using marketing messages to create loyalty for a certain product or service based on a set of distinct benefits and a clearly communicated position in the marketplace. A brand identity is a name and a brand theme links a certain emotion and expectation to the name.

“Direct Marketing” Marketing efforts--direct selling, direct mail, catalog or cable--directed toward a specific targeted group for the purpose of soliciting a response from customers. A library may mail a library registration card to every new mother in the hospital is an example.

“Marketing messages” are those designed to communicate the details of the product or service, its benefits, and its positioning to an intended external audience.

“Marketing” is employing any activity, communications platform, or distribution channel to deliver the marketing message to the intended audience. Marketing is building the brand in the mind of the target audience.

“Personal selling” is person-to-person communication in which the receiver provides immediate feedback to the marketer’s message. This is most effective when the unit of sale is large or the product / service is complex.

“Promotion” is any activity aimed at increasing awareness and improving perception of a product or service. Promotion includes advertising, personal selling, sales promotion, and public relations. These efforts have three functions: informing, persuading, and reminding.

“Public relations” activities aim to communicate a positive image of a product or marketer. This includes any marketing message that is communicated through mass media but is not paid for by the organization.

22 West Sacramento Economic Development Strategy

Analysis of Benchmark Cities’ Positioning - Targets Biotechnology Companies. - Targets Companies. Biotechnology Bay AreaChoice Solano Economic Development Corporation- The Affordable The Corporation- Development Economic Solano Yolo County BioZone County Yolo Works w West of Sacramento, City the Woodland, Davis, ith - Davis. the UC and Sacramento Area Council of Area Sacramento (SACOG); Governments Council (SACTO) Organization Trade and AreaSacramento Commerce w constructProducts Company ill Building a Hardie James that Roads Waterman and near Line Grant plant million $47.5 plant, to the addition Grove. In jobs100 to Elk w initial an bring ill hascompany the purchased acres 20 for possible future Grove recentlyexpansion. approved Elk several commercial Grove Aiddrug store a Rite Elk on including permits, building carGrove Laguna Boulevard, dealership on Infiniti Drive an Grove City Elk Store BrucevilleRoad. on Department Kohl’s and officials say Grove’s this is evidence hard w ofElk to ork create a strong “jobs-to-housing” an overall balance and w ell- rounded community. UC . Davis Davis markets its biggest asset markets Davis - site has Web a of City Folsom The Folsom". to "Who'scalled coming page businesses expand all to list planning It date the and or relocate Folsom, in is great a w It to open. they plan ay for to show of City the Folsom case their success. site has Web City's a sectionThe dedicated to new s that is updated often Benchmark Cities Benchmark community and the surrounding communities. It It surrounding the and communities. community does It visionnot state or its a tagline. mission, portrayscity the tow college as oriented family a n. siteis Web under construction. Dev. Econ. Dixon's Dixon's Corporation, Development Economic Solano offers Partner Development information. Economic Economic Folsom and Chamber, City, The sitesWeb are Corporation wDevelopment ell- connected. How ever, very they are all in lean site provides Web of City Folsom's content. The information. more also provides It information. relevant valuable and from major articlescommunity the about is area. very the This in publications useful in site does a Web list not The for ED. marketing or vision statement mission, tagline, No TaglineNo Davis' to is easyIt is navigate, and linked to affordableThe bay area choice Integr ity , Professionalism, Teamw Workplace ork, of Innovation, Choice, Trust Respect. and TaglineNo site is w Web The ell-organizedand provides City of Davis Davis of City Dixon of City Folsom of City Grove Elk of City LogoLogo Tagline Web site CritiqueLogo Tagline Web site Critique Best PracticesLogo Tagline Regional ED Partners / Expansions Recruits New - Web site Critique Tagline Best Practices Web site Critique Regional ED Partners / Expansions Recruits New - Regional ED Partners / Expansions Recruits New - Best Practices Regional ED Partners / Expansions Recruits New -

23 West Sacramento Economic Development Strategy

24 West Sacramento Economic Development Strategy

Site Analysis and Recommendations

companies companies companies. Sacramento and target (1) wWork of City West ith biotechnologyand fuel cell biotechnology,and fuel cell biotechnology,and fuel cell (1) w Work ofCity West the ith (1) wWork of City West the ith (1) wWork of City West the ith Sacramento and target high-end Sacramento and target and logistics, Sacramento and food processing companies Sacramento and target high-end retail,logistics, food processing, retail,logistics, food processing, Recommendations property. Nor Cal Be ve r age Light Industrial Light now is over80% leased; Companies Located in Companies Located in Companies Located in Companies Located in docks, restaurants, and multi build retail, drybuild stack storage, Park / Plans Development Park / Plans Development Recommendations Park / Plans Development Recommendations Park / Plans Development Recommendations Pacific Gas & Electric Company Electric & Gas Pacific Bayside Distribution, Affymetrix;Bayside Distribution, family residentialthe on 60 acre 10 million square feet10 is million planned, one of the largest master- business planned parks the in country.; Company; Certain Teed 75 type tenants and to R&D Catered 60 to proposes Marinas- Westrec No Web site Web No 672 $1.50-3.50 Southport Business w Park, ith site Web No 275 and Industrial Water Related m Top West Sacramento Sites Sacramento Top West Center Commerce Riverside Business Park Southport Park Industrial Sacramento of Port Center Trade Seaway International Web site Critique site Web Center consistsRiverside Commerce of three sub pages ongives the Harsch Properties. It Investment very on information the specs little of the propertyother location. the than www.harsch.co Web site Critique Acres Cost acreper Web site Critique one Ithas Port. as the California's Port Markets Capital page that tells viw Acres ers that w ill builduses. to Cost suit They also have sq.per direct and ft access havethe to multi port. The page is very and does plain, not tragetspecific businesses www.portofsacramento.com Web site Critique Acres Cost acreper Acres Cost acreper

25 West Sacramento Economic Development Strategy

Media / Publications The Sacramento Bee Sacramento, California Comstock’s Business Magazine Newspaper Sacramento, California Ralph Frattura Magazine (916) 321-1152 Douglas Curley [email protected] 916-364-1000 x111 www.sacbee.com [email protected] www.comstocksbusiness.com Sacramento State Hornet Sacramento, California Prosper Newspaper Sacramento, California Jaclyn Schultz: Magazine 916-278-6584 Carol Chamberlain [email protected] 916-233-4462 www.statehornet.com [email protected] www.prospermag.com The California Aggie Davis, California City Lights Newspaper West Sacramento, California Andrew Whelan Newsletter [email protected] Art Schroeder www.californiaaggie.com 916-617-4500 [email protected] Sacramento Union http://www.ci.west-sacramento.ca.us www.sacunion.com Online newspaper Daily Democrat Woodland, California The Press Tribune Newspaper Roseville, California Jim Smith Newspaper 530-406-6230 Craig Dennis [email protected] 916-774-7955 www.dailydemocrat.com 916-783-1183 [email protected] Independent Voice www.thepresstribune.com Dixon, California Newspaper 650 KSTE AM David Scholl West Sacramento, California 707-678-8917 Radio [email protected] 916-929-5325 www.independentvoice.com 916-564-6731 [email protected] www.talk650kste.com Sacramento Business Journal Sacramento, California KDVS - 90.3 Newspaper Davis, California 916-447-7661 Radio 916-447-2243 Steve Valentino [email protected] 530-752-0728 www.sacramento.bizjournals.com [email protected] www.kdvs.org

26 West Sacramento Economic Development Strategy

KFIA 710 AM KYMX - 96.1 Sacramento, California Sacramento, California Radio Radio 916-924-0710 916-923-6800 916-924-1587 www.kymx.com [email protected] www.kfia.com ABC KXTV Channel 10 Sacramento, California KHTK 1140 AM TV Sacramento, California Ron Comings Radio 916-321-3300 Michael Hernandez 916-447-6107 916-338-8781 [email protected] [email protected] www.kxtv.com www.khtkam.com/index.shtml NBC KCRA Channel 3 KSEG - 96.9 Sacramento, California Sacramento, California TV Radio 916-444-7316 916-334-7777 www.thekcrachannel.com 916-339-4559 [email protected] City of Davis www.eagle969.com/home/index.html Focus Newsletter Davis Downtown Business Association KSSJ - 94.7 (530) 756-8763 Sacramento, California [email protected] Radio www.city.davis.ca.us/focus 916-334-7777 www.kssj.com City of Folsom Newsletter KTKZ 380 AM Folsom City Council Sacramento, California (916) 355-7200 Radio www.folsom.ca.us 916-924-0710 916-924-1587 City of Elk Grove info@ktkz.com Economic Development News www.ktkz.com Reid Montgomery (916) 478- 2261 KXJZ 88.9 FM - NPR [email protected] Sacramento, California www.elkgrovecity.org Radio Joe Barr City of Woodland 916-278-8969 Progress Newsletter 916-278-8989 Linda Henigan [email protected] (530) 662-7327 www.csus.edu/npr/ [email protected] www.woodlandchamber.com

27 West Sacramento Economic Development Strategy

Target Industry Associations & Conferences

Fuel Cells

American Chemical Society - California Section Research Resource 49 Quail Court Suite 315 Walnut Creek, CA 94596 Phone: 925-287-8055 Fax: 925-287-8056 Web site: www.calacs.org Members: 3525 Individuals Costs: $122 Events: ACS 228th National Meeting August 22-26, 2004 - Philadelphia, PA Info: The American Chemical Society is a self-governed individual membership organization that consists of more than 159,000 members at all degree levels and in all fields of chemistry. The organization provides a broad range of opportunities for peer interaction and career development, regardless of professional or scientific interests. The programs and activities conducted by ACS today are the products of a tradition of excellence in meeting member needs that dates from the Society's founding in 1876.

Independent Energy Producers Association Research Resource 1112 1 St. Suite 380 Sacramento, CA Phone: 916-448-9499 Fax: 916-448-0182 Web site: www.iepa.com Members: 50 companies Events: Annual Meeting September 26-29, 2004 – Stanford Sierra Camp, South Lake Tahoe Info: IEPA is California's oldest and leading trade association representing the interests of developers and operators of independent energy facilities and independent power marketers. Independent energy producers include producers of renewable products derived from biomass, geothermal, small hydro, solar, and wind; producers of highly efficient cogeneration; and owners/operators of gas-fired merchant facilities.

American Electronics Association (AEA) Attend Conference Richard Lerman, Director of New York Council Phone: 516-393-5838 Web site: www.aeanet.org Members: 3500 companies Events: 2004 Classic Financial Conference November 7-10, 2004 – Monterey, CA Info: Founded in California in 1943 by 25 electronics manufacturers, AEA is now the largest trade association serving the electronics, software, and information technology industries. AEA maintains a Washington, D.C. office, one of its 19 offices in the United States, and offices in Brussels, Tokyo, and Beijing. AEA supports the American Electronic Association ElectroPAC.

28 West Sacramento Economic Development Strategy

CoreNet Global Attend Conference Becky Macaluso 440 Columbia Drive, Suite 100 West Palm Beach, FL 33409 Phone: 800-726-8111 ext. 240 Web site: www.CoreNetGlobal.com Members: 6,800 Costs: $495 Events: 2004 US Global Summit, November 6-10,2004, San Antonio, Texas Info: CoreNet Global is the premier organization for business leaders engaged in the strategic management of real estate for major corporations worldwide. CoreNet is unparalleled in enhancing professional networking and offering renowned education designation (MCR®) and certificate programs through its Institute for Corporate Real Estate. The average CoreNet member manages more than $570 million in real estate assets for companies whose primary business is not real estate.

World Congress on Information Technology (WCIT) Attend Conference Mr. Nick Fox 2801 Via Fortuna Austin, Texas 78746 Phone: 512-542-8427 Fax: 512-236-3216 Web site: www.Austin2006wcit.com Events: World Congress on Information Technology, 2006 – Austin, Texas Info: The World Congress on Information Technology (WCIT) convenes global leaders of business, government and education to discuss IT policy, direct the future of technology, and drive social and economic development.

California Fuel Cell Partnership Join and Sponsor 3300 Industrial Boulevard, Suite 1000 West Sacramento, CA 95691 Phone: (916) 371-2870 Fax: (916) 375-2008 Web site: http://www.fuelcellpartnership.org Members: 32 Costs: Events: Cruisin’ Southern California: 2004 Fuel Cell Vehicle Road Rally September 17-19, 2004 – Los Angeles, CA Info: The California Fuel Cell Partnership is committed to promoting fuel cell vehicle commercialization as a means of moving towards a sustainable energy future, increasing energy efficiency and reducing or eliminating criteria pollutants and greenhouse gas emissions.

29 West Sacramento Economic Development Strategy

Biotechnology

BIO: Biotechnology Industry Organization Attend Conference Carl B. Feldbaum, President 1225 Eye Street, N.W., Suite 400 Washington, D.C. 20005 Phone: 202-962-9200 ext. 9221 Web site: www.BIO.org Members: 305 + Costs: $3,450-17,250 Events: Bio International Annual Conference June 6-9, 2004 – San Francisco, CA Info: In 1993, when there were but a handful of biotechnology drugs on the market and the sequencing of the human genome was pegged for completion somewhere around 2005, two small Washington-based biotechnology trade organizations merged to create the Biotechnology Industry Organization, better known as BIO. One of the founding organizations, the Industrial Biotechnology Association (IBA), primarily represented larger, established companies on Capitol Hill and before federal regulatory agencies; the other, the Association of Biotechnology Companies (ABC), represented emerging companies and universities, and focused on technology transfer issues, meetings and other business development activities.

Council for Biotechnology Information Research Resource Linda Thrane, Executive Director PO Box 34380 Washington, D.C. 20043-0380 Phone: 202-467-6565 Web site: www.whybiotech.com Events: Biotechnology Institute Annual Conference June 4-6, 2004 – San Francisco, CA Info: The council was launched in April 2000 by seven leading biotechnology companies and two trade associations with a clear vision: to create a groundbreaking new communications initiative built on a mix of research, advertising, media relations and constituency relations. Our vision and mission is to improve understanding and acceptance of biotechnology by collecting balanced, credible and science-based information, then communicating this information through a variety of channels.

International Society for Computational Biology Publication Resource 9500 Gilman Drive La Jolla, CA 92093-0505 Phone: 858-822-0852 Fax: 858-822-3610 Web site: www.ISCB.org Members: 1,300 + Costs: $70 Events: ISCB / ECCB 2004 July 31-August 4, 2004 – Glasgow, Scotland Info: The International Society for Computational Biology is a scholarly society dedicated to advancing the scientific understanding of living systems through computation. Our emphasis is on the role of computing and informatics in advancing molecular biology.

30 West Sacramento Economic Development Strategy

California Association for Medical Laboratory Technology Join and Research Resource 1895 Mowry Avenue, Suite 112 Fremont, CA 94538-1700 Phone: 510-792-4441 Fax: 510-792-3045 Web site: www.camlt.org Members: 2200 individuals Costs: $60 Events: CAMLT 2004 Annual Conference October 1-4, 2004 – Pasadena, CA Info: California Association for Medical Laboratory Technology (CAMLT) is a professional organization representing dedicated laboratory professionals throughout the state of California. The mission of CAMLT is to advance professional growth and development of Clinical Laboratory Scientists, Medical Laboratory Technicians, Phlebotomists and other dedicated laboratory professionals through quality educational programs, legislative representation and member services.

California Association of Health Facilities Research Resource PO Box 537004 Sacramento, CA 95853 Phone: 916-441-6400 Fax: 916-441-6441 Web site: www.cahf.org Members: 1600 facilities Events: CAHF Annual Conference & Exposition November 14-17, 2004 – Palm Springs, CA Info: CAHF's Web site is the source for up-to-the-minute news that affects long-term care facilities in California. Eighty percent of California's LTC facilities are paying members of CAHF, and every day more and more of them look to this Web site as their primary source of industry information.

California Association of Public Hospitals and Health Systems Research Resource 2000 Center St. Suite 308 Berkeley, CA 94704-1223 Phone: 510-649-8200 Fax: 510-649-1533 Web site: www.caph.org Members: 24 hospitals Events: 2004 Annual Conference- Date and Location Not Confirmed Info: Established in 1983, CAPH is a statewide trade association representing more than two dozen public and not-for profit hospitals, academic medical centers and comprehensive health care systems working on the front lines of health care in California. CAPH members comprise a core group of health care providers we call "open door providers," because no one is denied access to the essential health care services they offer. These providers are dedicated by mission and mandate to ensuring access to a full spectrum of health care services to all persons, regardless of insurance status or ability to pay. Open door providers deliver extraordinary levels of care to low-income and uninsured individuals and provide other critical public goods essential to the health and well-being of the entire community, such as trauma care and services for special-needs children.

31 West Sacramento Economic Development Strategy

National Center for Biotechnology Information Research Resource 8600 Rockville Pike Bethesda, MD 20894 Phone: 301-496-2475 Fax: 301-480-9241 Web site: http://www.ncbi.nlm.nih.gov/ Info: As a national resource for molecular biology information, NCBI's mission is to develop new information technologies to aid in the understanding of fundamental molecular and genetic processes that control health and disease. More specifically, the NCBI has been charged with creating automated systems for storing and analyzing knowledge about molecular biology, biochemistry, and genetics; facilitating the use of such databases and software by the research and medical community; coordinating efforts to gather biotechnology information both nationally and internationally; and performing research into advanced methods of computer-based information processing for analyzing the structure and function of biologically important molecules.

Logistics

American Road and Transportation Builders Association Research Resource 3095 Beacon Blvd West Sacramento, CA 95691 Phone: 916-371-2422 Fax: 916-371-2352 Web site: www.agcca.org Members: 220 builders Costs: $7 annually per person Events: 2005 Meeting Not Planned Info: The Association’s main objectives are centered on the concepts of improvement and excellence in customer service through professional development and improvement of the individual. Every year the ACCA conducts an annual conference that specifically targets these areas by providing the members an opportunity to come together in a relaxed environment and exchange new ideas, discuss management hurdles, and share success stories and solutions. As an added enhancement, the Association also invites exceptional speakers every year to present some excellent insight on many of the high profile subjects that are challenging government and industry today. These invited speakers are management professionals from government and industry who have a unique and informative insight into some of these important issues.

Automotive Warehouse Distributors Association (AWDA) Research Resource 4050 Pennsylvania, Suite 225 Kansas City, MO 64111 Phone: (816) 523-8693 Fax: (816) 523-7293 Web site: http://www.awda.org/ Members: 500 Costs: $2,500 per year

32 West Sacramento Economic Development Strategy

Info: Organization of warehouse distributors and their respective suppliers of parts, accessories tools and other supplies for the automotive aftermarket.

AWMA - California Distributors Association Research Resource and Attend Conference 925 L St. Suite 300 Sacramento, CA 95814 Phone: 916-446-7841 Fax: 916-442-5961 Web site: http://www.awmanet.org/gov/gov_state-assoc.html Members: 40 companies Costs: $500 Events: AWMA Real Deal Expo – February 23-25, 2005 Info: The American Wholesale Marketers Association (AWMA) is the only international trade organization working on behalf of convenience distributors in the United States. Its distributor members represent more than $85 billion in U.S. convenience product sales. Associate members include manufacturers, brokers, retailers and others allied to the convenience product industry.

Council for Logistics Management Research Resource 2805 Butterfield Road, Suite 200 Oak Brook, Illinois 60523 Phone: 630-574-0985 Fax: 630-574-0989 Web site: http://www.clm1.org/ Costs: $250 Events: Annual Conference October 4-6, 2004 – Philadelphia, PA Info: The Council of Logistics Management is a not-for-profit professional business organization consisting of individuals throughout the world who have interests and/or responsibilities in logistics and the related functions that make up the logistics profession. Its purpose is to enhance the development of the logistics profession through logistics professionals by providing them with educational opportunities and relevant information through a variety of programs, services, and activities.

Industrial Distribution Association Join, Attend and Sponsor 1277 Lenox Park Blvd., Ste. 275 Atlanta, GA 30319 Phone: (404) 266-3991 Fax: (404) 266-8311 Web site: http://www.ida-assoc.org/ Members: 1,000 distributor locations Costs: $1,200/ Year Events: Fall Annual Convention November 20-22, 2004 – Chicago, IL Info: The Industrial Distribution Association (I.D.A.) is the world’s largest trade association of general line and specialty distributors to industry, representing more than 1,000 locations in the U.S., Canada, Mexico, Europe and Asia. Formed in 1988 by a merger of three North American regional associations, I.D.A.’s activities focus on all areas critical to managing a distributorship—operations, sales and marketing, human resources, quality, technology, finance and customer service. Standard products carried by I.D.A. members are commonly referred to

33 West Sacramento Economic Development Strategy as MROP items (maintenance, repair, operations and production.) They include abrasives, cutting tools, valves, fasteners, pumps, safety and maintenance supplies.

National Association of Rail Shippers-443 Join, Research Resource 2115 Portsmouth Dr. Richardson, TX 75082 Phone: (972) 644-5582 Fax: (972) 644-8208 Web site: www.railshippers.com Members: 1,500 individuals, 6 regional associations Costs: $25 per year Events: 2005 Annual Meeting Not Planned Info: The regional associations comprise individuals whose companies own and use rail service. Matters affecting reliable rail service are of vital interest to all and these individuals find it beneficial to attend meetings featuring speakers on regional and national rail issues in a relaxed collaborative manner. Regional meetings are generally held twice a year. Individuals may belong to more than one regional group if they wish and attend any regional meeting. The Midwest Association of Rail Shippers is headquartered in the Chicago area. General membership comes from the provinces of Manitoba and Saskatchewan and the states of Illinois, Indiana, Iowa, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota and Wisconsin. Its objective is to provide an open forum for resolving transportation and car supply problems, coupled with programs designed to educate and inform the membership in areas of railroad operating practices, new innovations in transportation and legislative matters. Meetings are held twice a year, in January and July.

National Freight Transportation Association Attend Conference P.O. Box 1321 Exton, PA 19341 Phone: (610) 363-7747 Fax: (610) 363-2971 Web site: http://www.nftahq.org/ Members: 525 Individuals Costs: $50 Initiation, $375 a year Events: Fall Meeting September 30- October 3, 2004 – San Antonio, TX Info: For almost a century, N.F.T.A. has provided a forum for transportation executives of industrial firms and transportation companies to consider and discuss developments affecting the quality of transportation service; methods of enhancing transportation service; and government activity affecting the transportation industry and its customers.

SAE World Congress Attend Conference 400 Commonwealth Drive Warrendale, PA 15096-0001 USA Phone: (724) 776-4841 Fax: (724) 776-0790 Web site: http://www.sae.org/congress Events: April 11-14, 2005 • Cobo Center • Detroit, MI, USA Info: The SAE World Congress is about the future direction of the automotive engineering technology, the opportunity to connect with the people influencing this industry and its products,

34 West Sacramento Economic Development Strategy and the incredible value of face-to-face contact with prospects and customers from the entire global automotive supply chain.

Warehousing Education and Research Council (WERC) Join and Sponsor 1100 Jorie Blvd., Ste. 170 Oak Brook, IL 60523-4413 Phone: (630) 990 - 0001 Fax: (630) 990-0256 Web site: www.werc.org Members: 3,500 Costs: $225 per year Events: 2005 Annual Conference Not Planned Info: An international professional organization dedicated to the advancement and education of people involved in the management of warehouses and distribution facilities. The Warehousing Education and Research Council (WERC) is the only professional organization focused exclusively on warehouse management, providing practical, how-to information to help members grow professionally as they improve warehouse and company performance. The organization is led by a volunteer Board of Directors comprised of professionals from all aspects of warehousing and distribution.

Food Processing

Food Processing Machinery & Supplies Association Research Resource 200 Daingerfield Road Alexandria, VA 22134 Phone: 703-684-1080 Fax: 703-548-6563 Web site: www.processfood.com Events: Food Processing Machinery Expo 2004 November 7-11, 2004 – Chicago, Illinois Info: Processfood.com is a part of the Food Processing Machinery & Supplies Association, a non-profit trade association representing over 350 suppliers of the machinery, equipment, supplies and services used to prepare the world's beverages and processed foods. FPM&SA members serve every aspect of food and beverage processing, from seed to the supermarket shelf.

National Food Processors Association Research Resource Phone: 800-355-0983 Web site: www.NFPA-food.org Costs: $5150-$51500 Events: NFPA Annual Meeting November 16-18, 2004 – Washington D.C. Info: The National Food Processors Association (NFPA) is the voice of the $460 billion food processing industry on scientific and public policy issues involving food safety, nutrition, technical and regulatory matters and consumer affairs. NFPA's members process and package fruits, vegetables, meat, fish, and specialty food and beverage products using a variety of technologies including canning, freezing, refrigeration, dehydration, and aseptic manufacturing. The benefits of membership include scientific and technical assistance, crisis management,

35 West Sacramento Economic Development Strategy claims handling, product liability insurance, and representation before Congress and the regulatory agencies.

American Frozen Food Institute- Western Office Research Resource and Attend Conference 1383 El Camoni Rd., Suite 202 Burlingame, CA Phone: 650-697-6835 Fax: 650-697-6646 Web site: www.affi.com Members: 585 Companies Costs: $250-$1800 Events: 2005 Western Frozen Foods Convention February 12-16, 2005 – San Francisco, CA Info: AFFI is the national trade association representing all aspects of the frozen food industry supply chain, from manufacturers to distributors to suppliers to packagers; the Institute is industry's voice on issues crucial to future growth and progress.

California League of Food Processors Join and Attend Conference 980 Ninth St, Suite 230 Sacramento, CA 95814 Phone: 916-444-9260 Fax: 916-444-2746 Web site: www.clfp.com Members: 65 members, 230 affilates Costs: $350 Events: 2005 101th Annual Meeting Not Scheduled Info: CLFP is devoted primarily to furthering the interests of the food processing industry before the State Legislature and regulatory agencies, and is also a major representative for the California industry at the Federal level. CLFP's purpose is to foster a favorable environment for the growth and strength of the industry within the state. In doing so, California processors can continue to provide consumers with safe and wholesome food produced in an environmentally sound and responsible manner.

Retail

International Council of Shopping Centers (ICSC) Sponsor and Attend Conference 1221 Avenue of the Americas, 41st Floor New York, NY 10020-1099 Phone : 626-728-3800 Website: http://www.icsc.org Costs: $100 Events: Annual Conference May, 2005, Las Vegas, NV Info: The ICSC is a global trade association of the shopping center industry. Its 44,000 members include shopping center owners, developers, managers, marketing specialists, lenders, investors and retailers. ICSC sponsors 300 meetings per year and provides current market information as well as professional development services.

36 West Sacramento Economic Development Strategy

National Retail Federation Attend Conference 325 7th St NW 1100 Washington DC 20004 Phone: 202-783-7971 Web site: http://www.nrf.com Costs: $100 Events: NRF's 94th Annual Convention & Expo January 16-19, 2005 – New York, NY Info: The National Retail Federation is the world's largest retail trade association, with membership that comprises all retail formats and channels of distribution including department, specialty, discount, catalog, Internet and independent stores as well as the industry's key trading partners of retail goods and services. NRF represents an industry with more than 1.4 million U.S. retail establishments, more than 20 million employees - about one in five American workers - and 2003 sales of $3.8 trillion. As the industry umbrella group, NRF also represents more than 100 state, national and international retail associations.

California Fashion Association Research Resource 515 S. Flower St. 32 Floor Los Angeles, CA 90071 Phone: 213-688-6288 Fax: 213-688-6290 Web site: http://www.californiafashionassociation.org/ Members: 1400 companies Costs: $600 Info: The California Fashion Association (CFA), is a non-profit organization* established to educate and provide business development assistance to Southern California's Apparel and Textile industries.

California Jewelers Association Resarch Resource 727 W 7th Street, Suite 918 Los Angeles, CA 90071 Phone: 213-623-5722 Fax: 213-623-5742 Web site: www.californiajlrsassoc.com Members: 1200 firms Costs: $150 Events: Western Jewelers Showcase Not Planned for 2005 Info: Founded in 1933 the California Jewelers Association (CJA) is proud to be the largest state jewelry association in the United States. Nearly 1,500 CJA Members (prominent retail jewelers throughout the state of California, as well as designers, manufacturers and service providers throughout the world) are currently enjoying the many outstanding benefits and services that membership provides – all available to CJA Members at exclusive pricing.

California Restaurant Association Attend Conference 1011 Tenth Street Sacramento, CA 95814 Phone: 916-447-5793 Fax: 916-447-6182

37 West Sacramento Economic Development Strategy

Web site: www.calrest.org Members: 17239 individuals Costs: $350-$3000 Events: Western Food Service Hospitality Expo August 28-30, 2004 – Los Angeles Info: CRA is California's foodservice industry leader and is committed to serving the unique needs of its member restaurants who are a part of a powerful cooperative working together on behalf of all types of businesses from independently owned and operated restaurants, to franchises, to large international companies and those who serve the restaurant industry.

Retail Industry Leaders Association Attend Conference 1700 N. Moore St, Suite Arlington, VA 22209 Phone: 703-841-2300 Fax: 703-841-1184 Web site: www.imra.org Members: 170 mass retailers, 600 suppliers Costs: $1600- $15000 Events: Annual Leaders Exchange September 12-15, 2004 – Dallas, Texas Info: The Retail Industry Leaders Association (RILA), formerly IMRA, is the world's leading alliance of retailers and their product and service suppliers. RILA leads and serves the most successful and innovative retailers and suppliers through the delivery of world-class education, learning, and advocacy. Our focus relies upon valuable learnings, personal experience, idea sharing, networking, and best practices.

38 West Sacramento Economic Development Strategy

Relevant City Plans Incorporated into Economic Development Plan

Current: Sacramento Regional Blueprint The Blueprint is a large-scale regional planning process aimed at coordinating local issues to address land use, transportation, air quality, and other regional matters. At the heart of the project are projections about the region’s population growth and its implications through the year 2050. With a lot of local support, the Blueprint aims to provide an alternative smart growth plan for the Sacramento Region.

Current: Port Maritime Demand Analysis and Master Land Use Plan The Port of Sacramento Maritime Demand Analysis and Master Land Use Plan is meant to directly address the future of the Port, a topic of vigorous debate within the community. The Demand Analysis will look at the port’s future economic viability in terms of likely demand for cargo through the port and required investment to capture that demand. The Land Use portion of the plan will consider land currently owned by the port and make recommendations regarding further development for maritime and non-maritime use.

July 2003. Sacramento Riverfront Master Plan The Riverfront Master Plan is a joint plan between the cities of Sacramento and West Sacramento to make better use of the land along the Sacramento and American Rivers. The plan calls for creating high quality public spaces surrounded by neighborhoods and employment centers. The Riverfront Master Plan incorporates many of the other plans for riverfront properties into a comprehensive program designed to create one of the nation’s finest urban waterfronts.

June 2004. Update to Action Plan for the West Capitol Corridor Implementation Strategy This plan serves as an update to the 1992 West Capitol Corridor Action Plan, designed to revitalize the area surrounding West Capitol Avenue, which serves as the primary east/west surface road through West Sacramento. The 2004 update points to a number of recommendations included in the 1992 plan that were never implemented and examines the reasons why, twelve years later, the corridor appears resistant to change. The final product is a series of physical, institutional, market, and financial recommendations for redeveloping and beautifying the corridor.

March 2003. Updates to the General Plan The General Plan is required by state law and serves as a constitution for development and use of the city’s land. The General Plan addresses land use, transportation, housing, conservation, open space, noise, and safety. It is a binding agreement between the community and local government. All policies regarding zoning, subdivision, and public works must be consistent with the document. The current general plan has been in effect since June 2000, with an updated housing element adopted in March 2003. The general plan is scheduled for updating to begin in 2005 led by the Community Development Department.

November 2002. Parking Facilities and Urban Redevelopment The Parking Facilities and Urban Redevelopment study examines parking related to the redevelopment outlined in the Triangle and Washington Specific Plans. The plan calls for the use of structured parking, coordinated by the city on a district level, to accommodate the future needs of these two redevelopment areas. It outlines the approaches, costs, benefits, and funding of several types of structured parking.

39 West Sacramento Economic Development Strategy

1999. Implementation Plan for the West Sacramento Redevelopment Agency The Implementation Plan is a guide for carrying out the community’s goals from FY 1999/2000 to FY 2003/2004. The plan addresses proposed revitalization, economic development, and affordable housing activities of the West Sacramento Redevelopment Agency. While maintaining flexibility, the Implementation Plan gives specific goals, objectives, programs, and expenses expected during the five-year period. The agency has begun work on the plan amendment for the next 5-year period.

August 1998. Southport Framework Plan, amended The Southport Framework Plan was developed to address the development of the Southport area. After many years of planning, the Southport area began growing rapidly in 2000. The plan encompasses over 7,000 acres of mixed use, village-oriented development including over 14,000 new housing units, 1.7 million square feet of retail development, and 2.1 million square feet of industrial development. At full build-out, Southport will house more than half of the city’s population.

August 1996. Development Assistance Policy The Development Assistance Policy establishes policies and guidelines for financial or other assistance from the City and Redevelopment Agency for economic development redevelopment projects in West Sacramento. The guidelines cover areas of land use and redevelopment with a heavy emphasis on improving the quality of life and image of the city. Guidelines are provided for assistance to low to moderate-income housing developments as well as high quality development projects that may not otherwise be supported by the market.

June 1996. Target Industry Study The study identified computers and electronic components, food processing and the biosciences as appropriate target industries for the city.

May 1996. Washington Specific Plan The Washington Specific Plan area is immediately north of the Triangle Area and includes the 11-story, 400,000 square foot, Class "A" Ziggurat waterfront office building occupied by the California Department of General Services. The twelve acres north and south of the Ziggurat, at Raley's Landing, have a planned unit development in place, permitting a mix of office, residential, and retail uses. Other riverfront properties in the Washington area are zoned similarly. The specific plan addresses needed changes in the area’s physical image, transportation, and public facilities.

June 1993. Triangle Specific Plan The Triangle Specific Plan outlines a strategy for development along the waterfront area encompassing 125 net developable acres bounded by the Sacramento River on the east, Tower Bridge Gateway on the north and U.S.50/Business 80 Capital City Freeway on the south. The fully entitled Triangle area is envisioned to develop as an extension of the downtown Sacramento core, predominantly with urban offices and residential uses. The first major development was the 14,500-seat Raley Field baseball stadium. The Triangle area is zoned for up to seven million square feet of office space and 5,000 residential units.

1990-1991. Business Attraction and Expansion Study The Business Attraction and Expansion Study was conducted by the City of West Sacramento to develop an economic development strategy, including business attraction, retention, and expansions. The study was actually a series of reports including 1) West Sacramento

40 West Sacramento Economic Development Strategy

Community Assessment 2) West Sacramento Labor Market Analysis 3) West Sacramento Comparative Analysis and 4) West Sacramento Commercial Market Analysis and Target Industry Study. The Business Attraction and Expansion Study summarize the findings of these documents and presents final recommendations.

The study gave direction to what was, at the time, a very young city. The report gave several specific industrial targets for recruitment including curtains and drapes, home furnishings, canvas related products, periodicals, book publishing, printed circuit boards, semi conductors, electronic connectors, boat building, ready-mix concrete, and metal working. It also included such recommendations as establishing a community vision for economic development and joint marketing efforts between the city, the region, and the Port of Sacramento as well as defining metrics for tracking the implementation of these strategies.

Community Assessment

April 16, 2004

City of West Sacramento Community Assessment The City of West Sacramento Community Assessment

March 31, 2004

The Community Assessment is part of the City of West Sacramento Comprehensive Economic Development Strategy (CEDS). This report is divided into two sections, the Economic & Demographic Assessment and the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. The Community Assessment is one of several analytical documents that will examine West Sacramento during a 6-month process to identify the city’s assets and prepare the city for future growth.

Table of Contents

Purpose of Community Assessment 2

Key Findings 4

Chapter 1. Economic & Demographic Assessment 7

A. Demographic & Economic Conditions 9

B. Workforce & Employment 14

C. Education 18

D. Economic Development Efforts 22

E. Quality of Life 26

F. Sites and Infrastructure 29

Chapter 2. SWOT Analysis 36

Business Climate and Entrepreneurship 38

Workforce and Education 40

Infrastructure and Land Use 42

Quality of Life 44

Economic Development Efforts 46

Purpose of Community Assessment

The first phase of developing an economic development plan is to determine current conditions for West Sacramento to learn what issues need to be addressed and to identify strengths that can be promoted to support economic growth. West Sacramento’s readiness in five key areas integral to the community’s economic development have been evaluated:

• Business Climate • Workforce and Education • Infrastructure and Land Use • Quality of Life • Economic Development Efforts

These factors are highly important to prospective and existing businesses. By assessing readiness in each of these components, West Sacramento will be best able to develop a Five Year Plan of Action to attract and support the target industries that match West Sacramento’s capacity and vision.

The following graphic illustrates where this Community Assessment Report falls within the project timeline for completing West Sacramento’s Economic Development Strategic Plan. This report forms the foundation for subsequent phases.

West Sacramento Planning Process

City of West Sacramento Community Assessment Survey Results

During this study, a survey questionnaire has been produced and posted on-line for completion, and 12,000 hard copy surveys have been distributed to West Sacramento residents. The survey’s focus is on the perceptions of West Sacramento residents, those that work in the city, and those who are business owners or chief executives of businesses in the city. The survey questions have centered on perceived strengths and weakness in the community.

The surveys are now being collected after being distributed in city utility bills in four mailing cycles: March 8th, 11th, 16th, and 22nd. The surveys were sent to 11,500 West Sacramento addresses, and copies were provided to the West Sacramento Senior Center, the West Sacramento Library, and at city government offices. When sufficient time has passed to receive all responses, the information will be compiled and analyzed. This analysis will be incorporated in subsequent reports and will be completed prior to the development of phase four, the Comprehensive Strategic Plan.

City of West Sacramento Community Assessment Key Findings

During the several interviews and focus groups that have been conducted, insights and opinions regarding West Sacramento’s strengths, weaknesses, opportunities, and threats were collected. Statistical data has been gathered and examined as well to contrast the economic realities to public perceptions. After careful evaluation of all this information, the consulting team has identified six issues that will impact the economic development of West Sacramento in future years:

• Perception • Growth • Location • Education • Entrepreneurial Efforts • Economic Development Efforts

Perception

Why is this important? In the world of economic development, perception and reality are often one in the same. Expanding and relocating companies make site location decisions based on their perception of a community in addition to standard technical analysis. Typically these decision-makers are from outside the community. While a community should have an accurate and positive perception of itself, ultimately, the external perception of a community (by outsiders) will affect the decision whether investment is made or not.

What is West Sacramento’s situation? By its proximity to Sacramento, West Sacramento is immediately identifiable nationally. In the past several years, West Sacramento has been perceived as the most business friendly community in the Sacramento region. That is due to the hard work of city government. However, West Sacramento also has a reputation as an industrial town with poor schools and high crime. This perception is not entirely accurate today, but is based on the city’s past. It is this perception that slows growth of all kinds, because investment is seen as riskier than it would be in alternative cities. This perception is changing as more companies invest in West Sacramento and more people move into the community. The city needs to accelerate this mindset change in order to make investors more comfortable with a West Sacramento decision.

Growth

Why is this important? Population growth is often used as a top line observation on a community’s vitality and competitive success. Companies typically desire to be in growing communities, or communities that have the lifestyle amenities that will allow them to relocate their best employees. Corporate site selectors, particularly those working with emerging industries, desire a population that is both ethnically diverse and receptive to newcomers (including younger workers).

What is West Sacramento’s situation? The majority of the people that work in West Sacramento do not live in the city. This is due in part to the perception of the city as previously mentioned. However, over the last three years West Sacramento has seen a dramatic increase in population growth. New, higher-end housing developments at very competitive prices (compared to the regional market) in close proximity to the Sacramento central business district have caused many young professionals to move into the city. The Southport Framework Plan, a mixed-use development plan for the area, calls for an additional 14,000 housing units. However, the population growth that West Sacramento is experiencing, and will continue to experience, is a double-edged sword. The city will benefit from a larger workforce from which to draw, but the city must be prepared to meet the needs of these new residents.

City of West Sacramento Community Assessment

Location

Why is this important? In today’s economy, time is a precious commodity and must be used wisely to surpass growing competition and thinning profit margins. Access to convenient means of national and international transportation of all types is very important because time of delivery is increasingly a differentiator of success. Additionally, access to major markets is also essential to reach a large customer base. Location is also a major factor in quality of life issues. People now have choices more in where they live and raise a family, and access to amenities is more important than ever.

What is West Sacramento’s situation? West Sacramento’s location provides a strategic advantage for businesses that want access to one of the largest economic engines in the country, the Northern California area. This strategic location is an incredible asset for West Sacramento and has been the basis for its past development. The access that the city provides to the Napa Valley, Bay Area, Lake Tahoe, and the cultural and entertainment venues of the Sacramento Metropolitan area make the community extremely attractive.

Education

Why is this important? Site selectors and companies usually look for a great educational system that includes high graduation rates, good performance by local K-12 system, a high quality and responsive community college system, and an established college or university. Educational systems are now the source for the current and future workforce as well as generators of new technologies. Universities serve as a foundation for new technology startups and a growing technical workforce. Educational institutions are also a direct reflection of the health of the community and demonstrate how committed the community is to its future. Relocating or expanding companies and creative, high-skilled individuals require that a community have a strong school system.

What is West Sacramento’s situation? There are abundant higher education opportunities surrounding West Sacramento that are world-class, but higher education in the city is limited to the Sacramento City college annex. The K-12 system has shown great improvement but still lags greatly the level of performance of the surrounding communities. This is an obstacle to the growth and development of the community and does not send the message of a city committed to education. Poor K-12 will prevent the relocation of families to West Sacramento. Currently, local employers draw from outside the community for talent and if a company were to relocate to the city today, they would have to do the same.

Entrepreneurial Efforts

Why is this important? Major corporate relocations and expansions are rare in the U.S. It has been estimated that there are roughly 1,400 expansion and relocation projects in the United States every year with 14,000 economic development organizations competing for them. Additionally, traditional manufacturing operations are moving off shore. Seventy percent of jobs in the future will come from entrepreneurial endeavors. The communities that have a successful entrepreneurial environment will be successful in generating new jobs and investment.

What is West Sacramento’s situation? West Sacramento has a small group of entrepreneurial companies and several regional organizations fostering entrepreneurial activity. The city has not yet made a major commitment in this area. Entrepreneurial development is an exceptional opportunity for West Sacramento. The city is in close proximity to many of the country’s greatest research institutions and to the Bay area, which is arguably the center of entrepreneurial activity for the world. This, coupled with the fact that West Sacramento has a low cost of doing business in relation to California, make it a very attractive location for start-up companies. These facts alone will not create a center for entrepreneurial activity. The city must improve other aspects of the community such as perception, education, quality of life issues, and economic development efforts.

City of West Sacramento Community Assessment

Economic Development Efforts

Why is this important? At its most basic level, economic development is marketing for a community both internally and externally. A community must market itself externally so that it is recognized by the outside world as an attractive location for business. Internal marketing builds understanding, support, and excitement regarding the importance of economic development and where the community is going. With intense competition for new growth, a city must have a strong economic development program if it is going to create the future environment that the public wants.

What is West Sacramento’s situation? West Sacramento is at the start of a new period of growth and change. The city has spent a great deal of time and attention planning for this change, and has achieved some remarkable successes including attraction of a class A office building on the riverfront, a minor league ballpark, and healthy job growth. West Sacramento has reacted successfully to opportunities, but needs to become more proactive in its overall approach to economic development. West Sacramento suffers from a lingering poor perception by the surrounding population. The city must determine what its marketing message will be, and then deliver and control that message rather than allow the perception of West Sacramento to be determined from outside the community. Now is the time for the city to create a stronger economic development program based in a sustained marketing initiative built around its improving public image.

City of West Sacramento Community Assessment Chapter 1. Economic & Demographic Assessment

Report Overview

The Economic & Demographic Assessment looks at several key areas that provide a scan of West Sacramento’s current economic condition. The data presented in this report will describe trends that are either well established in the city or just underway. We seek to show in numbers many conditions that are likely to be already observed by most of the city’s citizens, as well as provide new information that will impact the city’s future. As with all data, we seek to evaluate their significance in the eyes of expanding or relocating businesses – the city’s current and future “customer” base.

Data presented in this report includes:

Population: Population growth is often used as a top line observation on a community’s vitality and competitive success. Companies typically desire to be in growing communities, or communities that have the lifestyle amenities that will allow them to relocate their best employees. Corporate site selectors, particularly those in technology industries, desire a population that is both ethnically diverse and receptive to newcomers (including younger workers).

Worker Education: Site selectors usually look for a great educational system that includes high graduation rates, good performance by local K-12 system, and an established college or university. A high-quality and responsive community college system is often viewed as a critical partner in the training of a company’s workforce (particularly with manufacturers). How the education system is funded can be a sensitive issue for some, as few companies desire to be perceived as straining an under funded system by bringing new workers (and their children) to an area without adequate tax revenue.

Income/Wages: Income and wage growth shows a strong and successful economy, but low to average wages are desired so that employers can afford workers in their skill set. Parity between wage levels and skill sets is examined to determine worker productivity and competitiveness.

Industries: Corporations are usually sensitive to the industrial makeup of a region, and often avoid communities where they might be perceived as a conflicting use (such as heavy industry avoiding high end housing areas). Today, companies want to be part of a diverse and functional “family” of industries. Companies also look for similar industries or a supplier base that will both serve its business model and provide a source of trained and experienced workers.

Retail trade: A strong retail presence is needed but should not be the largest employer in the region. Companies typically view retail as an amenity for its workers, but prefer some level of buffer from high retail density due to traffic and housing encroachment concerns.

Tax revenue: Low, competitive tax rates are essential to attracting business. Communities with lagging tax revenue growth may be perceived as at risk for future new taxes. A diversity of employers to support tax revenues is desired so that new taxes will not be forthcoming when one business is removed from the picture.

Much of the data presented in this report will be revisited and built on in the following chapter and in future reports.

City of West Sacramento Community Assessment Introduction

West Sacramento is one of four major cities in Yolo County with roughly 36, 600 residents in West Sacramento at a Glance 2003. West Sacramento is just across the Population, 2003 36,550 river from the city of Sacramento with a population of almost 450,000. West Net New Population, 90-03 7,624 Sacramento’s population has grown slowly % Change, 90-03 26.35% throughout the last decade, but has grown rapidly in the last three years. The region % of Adults with a Bachelor's Degree or 10.60% expects to see a population growth of 1.7 higher million by 2050. % of Private Sector Workforce in 7.60%

Manufacturing The demographics of West Sacramento continue to change in ethnic make-up and age. Median Household Income $34,792 The county is now home to a growing Latino Median Home Price, 2003 $230,000 community. Making up less than 25 percent of the population in 1990, Latinos now account Private Sector Jobs 12,018 for 32 percent of West Sacramento residents. Total Private Sector Payroll $821 million The city also has a significant number of residents with Russian ancestry or immigrants Avg. Private Sector Salary 34,234 from Russia making up 7 percent of the community. The city’s population across age Sources. 2000 Census; 2001 County Business Patterns; groups has been stable and is basically City of West Sacramento; Mulitple Listing Service consistent with that of the metro region.

There is a disconnect between the city employers and West Sacramento citizens. Workers in West Sacramento are earning good wages but residents are not. Per capita income for West Sacramento residents is $16,559 - $4,115 less than the county median. This is also indicated by high unemployment and low labor force participation rates for the city.

The city of West Sacramento generates roughly 50 percent of its tax revenue in sales tax with 30 percent gathered from property tax. The city depends largely on business-to-business transactions for sales tax generation, which makes up almost 60 percent of all sales tax. Private employment has sharply increased in recent years. Employment for the city is primarily in the service sector, manufacturing, transportation and wholesale trade. The average wage in West Sacramento has fallen after years of relatively little growth. This conforms to the rise in employment and indicates that the jobs that are being created pay lower wages.

City of West Sacramento Community Assessment Demographic & Economic Conditions

A Role in Regional Growth

Like all communities in America, the future of West Sacramento will be closely tied to the future of its surrounding communities. For this reason, economic development in West Sacramento should also occur on a regional level. Leaders should always be asking the question, “What is West Sacramento’s role in the Greater Sacramento, California, U.S., and global communities?”

The Sacramento Regional Blueprint highlights the Projected Population Growth metro’s future population growth. Sacramento Region

4,000 3653 • Almost 3.7 million people are expected to live in

) 3,500 the Sacramento area by the year 2050. 3,000 • Such growth will require public foresight in order 2,500 to meet the infrastructure needs of another 1.7 1949 million people. 2,000 1,500

1,000

Population (thousands 427 500 0 1950 2000 2050 Source: Sacramento Region Blueprint

As population continues to expand, so do the Labor Force, 1993-2003 economic opportunities. Employers benefit from a Sacramento Region rapidly expanding labor force; local companies 1,100 successfully recruit talent from throughout the six- county Sacramento region. 1,050 1,000

• Over the last ten years, the local labor force has 950 grown by 25 percent and now exceeds one 900 million people. 25% • The Regional Blueprint projects these growth 850

Labor Force (thousands) growth rates to continue and expects the number of regional jobs to double from 921,000 in 2000 to 800 1.9 million in 2050. '93 '95 '97 '99 '01 '03 Source: California Employment Development Dept.

City of West Sacramento Community Assessment

Yolo County by policy seeks to protect farmland and Regional Population Breakdown channel growth into existing cities. This will bring Population % Growth much of that population growth to West Sacramento. 2003 1993-2003 Counties • West Sacramento has traditionally grown much Yolo 181,300 21.7% slower than its neighbors, though the last three El Dorado 166,000 19.6% years have seen substantial increases in new Placer 275,600 42.1% residents. Sacramento 1,309,600 18.6% Cities • Over the last ten years, West Sacramento has West Sacramento 36,550 20.2% grown faster than Sacramento and just slower Sacramento 433,400 12.9% than the county average. Davis 64,300 28.3% Winters 6,600 32.3% • Placer County saw the fastest growth between Woodland 51,000 20.7% 1993 and 2003. source: CA Dept of Finance

Major new developments in West Sacramento have led to increased growth in recent years. This has brought on an era of transition and promise to the city.

• West Sacramento has traditionally been a city Population Growth, 1987-2003 of relatively slow growth, seeing only a modest population increase in the 1990s. In recent West Sacramento years; however, the city has seen substantial 40,000 10% growth tied to new construction. 35,000 8%

30,000 Annual Growth • Most of the new growth has been in Southport, 6% which was made more viable for development 25,000

after the completion of the new bridge in 1997. Population 20,000 4% 15,000 2% • The Southport Framework Plan, a mixed-use 10,000 development plan for the area, calls for an 5,000 0% additional 14,000 housing units. According to the 2000 Census, the entire city had just over 0 -2% 12,000 housing units. '87 '92 '97 '02 Source: CA Dept of Finance • The Framework Plan has the potential to double the size of West Sacramento.

City of West Sacramento Community Assessment

The number of construction permits issued showed a remarkable increase in 2000, foreshadowing the population boom in 2002 and 2003. • 2,150 construction permits were issued in 2003, a 94 percent increase over 1999. • Most of the value in new construction has been in residential, with about $105 million added in residential construction during 2003. • The value of commercial construction reached its all time high in 2003 at $75.3 million. • These trends will change the face of West Sacramento. Soon new residents and developments will outnumber established residents and neighborhoods. Likewise, residential services and retail will become more important to the local tax base as households demand more amenities.

Construction Permits Issued Value of New Construction West Sacramento West Sacramento 2,500 2150 140 1888 1784 1869 120 2,000 Residential 100 1,500 1104 1106 80 958 1057 Commercial

Permits 1,000 60 $ Millions 40 500 20 0 0 '96 '97 '98 '99 '00 '01 '02 '03 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 Source: City of West Sacramento Source: City of West Sacramento

City of West Sacramento Community Assessment Demographic Trends

Diversity is an important ingredient in any community, Racial Composition enhancing the quality of life, workforce, shared West Sacramento knowledge, and ideas. Varied cultures have always Black been a part of West Sacramento’s history. 3% (2%) Am. Indian White 2% (2%) • Whites, at 65 percent, make up a majority of 65% Asian the population, but the city maintains strong (71%) presences of other minority groups. 7% (9%) • Within West Sacramento a strong presence Other (1990 values in 16% (15%) of Russian (7 percent) ancestry can be found. parentheses) The percent Russian is considerably higher 2 or More than the metro average of 1.3 percent. These 7% Russian roots date back to the community’s Source: Decision Data, 2003 estimates original immigrant settlers. 1990 data for 2 or More not reported • Like the rest of the country, Latinos (which is an ethnicity rather than a race) have seen strong growth in West Sacramento. The percentage of Latinos has grown from 25 percent of the total population in 1990 to an estimated 32 percent in 2003. This has serious implications for area schools, which are now seeing many students with limited English skills. • West Sacramento’s ethnic diversity has been cited time and time again as a real strength. Residents value the exposure to different cultures and enjoy the restaurants, crafts, and traditions each group contributes to the city.

West Sacramento’s population across age groups has been stable. Age Distribution, 1990 vs. 2003

• The median age is 34.3, slightly lower than the West Sacramento Sacramento MSA’s median age of 36. 1990 65+ 12% • Two important demographics to study are the 2003 25 to 44-year olds and the 45 to 64-year olds. 45-64 22% These groups respectively represent the early and late career workforce. 25-44 29%

• West Sacramento’s percentage of those in the 15-24 early career age group is slightly higher than the Groups Age 13% metro’s share of 28 percent. 0-14 23% • The MSA, however, has 24 percent of its population in the older age group, two points 0% 10% 20% 30% 40% higher than West Sacramento. Source: U.S. Census Bureau; Decision Data • The U.S. population in general is aging; however, some cities have managed to increase their percentages of 25-44 year olds. The economies of these cities has consistently outperformed communities with declines in this crucial demographic.

City of West Sacramento Community Assessment Fiscal Trends Sources of City Funds Sales tax is the largest source of revenue for the Property City of West Sacramento. Tax • Almost half of all City revenues come from 30.0% sales tax, followed by property taxes, which provide 30 percent of City funds. Sales Tax 49.8% • Sales tax revenues fell slightly in the 2001- Vehicle 2002 fiscal year but still brought in over $9 License million. The decline can be attributed to both Fees exceptionally high sales the year before and a general slowdown in the national economy. Other 7.0% 13.2% • Business to business transactions and commercial activity provides as much as 58 Source: West Sacramento Finance Dept percent of taxable sales in the city. A relatively small percentage of taxable sales within Taxable Sales West Sacramento come from retail. West Sacramento • This commercial base makes West Sacramento 1,000,000 the largest sales tax recipient in Yolo County. All Outlets • Rapid population growth and increased values of 800,000 new construction should provide new city 600,000 revenues through property taxes and retail sales, altering slightly the profile of West Sacramento’s 400,000

sources of funds. $ Thousands 200,000 Retail

'97 '98 '99 '00 '01 '02 Source: CA State Board of Equalization

Comparative City Tax Rates Davis West Sacramento Sacramento Woodland Sales Tax (%) 7.75 7.75 7.75 7.75 Property Tax (%) 1.03788 1.02288 1.05* 1.066 Source: CA Board of Equalization; County Appraisers; *denotes countywide average

Sales & Use Tax Revenues by Jurisdiction Fiscal Year 1997-98 1998-99 1999-2000 2000-01 2001-02 Yolo County $1,556,167 $1,541,917 $1,785,506 $2,092,491 $2,121,039 Davis $3,298,493 $3,816,561 $4,219,306 $4,977,083 $5,313,630 West Sacramento $7,175,582 $8,254,053 $9,269,388 $10,261,878 $9,071,525 Winters $181,717 $165,109 $202,686 $207,665 $214,759 Woodland $5,770,139 $5,928,958 $6,733,096 $7,622,468 $7,058,350 Total $17,982,098 $19,706,598 $22,209,982 $25,161,585 $23,779,303 source: CA Board of Equilization

City of West Sacramento Community Assessment Workforce & Employment

There is a divide between the workforce and workers of West Sacramento. Only a small percentage of people working in West Sacramento actually live in the city, and among the residents, there is a relatively low rate of labor force participation, the percentage of people of working age that are either working or actively looking for work. This forms a disconnect between the stakeholders in the community, making reconciling the needs of business and homeowners difficult.

Area Wages and Household Incomes West Yolo Sacramento California U.S. Sacramento County MSA Average Wage $34,234 $31,315 $34,010 $39,409 $34,669 Per Capita Income $16,559 $20,674 $24,324 $24,119 $23,201 source: US Census Bureau County Business Patterns 2001; Decision Data 2003 income estimate

• A quick look at the data shows that while workers in West Sacramento are earning good wages, residents are not. Per capita income for West Sacramento residents is $16,559 - $4,115 less than the county median.

Unemployment trends show a similar disparity. Unemployment Rate, 1990 - 2003 West Sacramento is plagued with high unemployment and low labor force participation 12% West Sacramento Yolo County rates. 10% Sacramento PMSA 8% • While Yolo County unemployment rates tend to track the Sacramento PMSA, West 6% Sacramento traditionally has unemployment 4% rates about two points higher. 2% • West Sacramento has a labor force 0% participation rate of 57 percent, compared to '90 '92 '94 '96 '98 '00 '02 63 percent for the county and 64 percent for Source: CA Employment Development Department the MSA. • This is indicative of a number of things, primarily that area jobs do not necessarily match the skills of residents.

City of West Sacramento Community Assessment

Employment & Wages

Private employment has risen in recent years as West Private Employment Sacramento begins to see growth in all areas. West Sacramento

28,000 15% • The rate of growth reached 10 percent in 2001 and is likely to continue upwards as opportunity breeds’ 23,000 Employment 10% opportunity. 18,000 Growth Annual 5% • Over a quarter of jobs in the city are in the services Employment industry; these jobs are often in business services 13,000 0% (1,900), engineering and management firms (960), 8,000 education (630), and health services (920). 3,000 -5% • Other large sectors of the local economy include manufacturing, transportation, and wholesale trade. -2,000 -10% '94 '96 '98 '00

Source: US Census Bureau Zip Code Business Patterns

Wages in West Sacramento have not kept up with Average Wage growth in employment. West Sacramento $40,000 Average Wage 40% • The average wage in West Sacramento fell in 2001 $35,000 30% after years of relatively little growth. $30,000 20% Annual Growth • The fall in wages corresponds to the rise in Avg Wage $25,000 employment in the city, indicating that the jobs 10% $20,000 being created pay less. 0% $15,000 This trend is common in cities with a small and • $10,000 -10% specialized employment base. As residential -20% growth occurs and new jobs are created, they are $5,000 likely to be in low paying service sectors such as $0 -30% retail. '94 '96 '98 '00 Source: US Census Bureau Zip Code Business Patterns

City of West Sacramento Community Assessment

While the top two employers in West Top 25 West Sacramento Employers, 2004 Sacramento are in the public sector, the Company Employees city is also home to a number of large U.S. Post Office 2,077 private sector businesses and State of California, General Services 1,460 headquarters operations. United Parcel Service 1,080 Raley’s/Bel Air 972 • Raley’s, Rex Moore, Tower Washington Unified School District 850 Records, NOR-CAL Beverage, NOR-CAL Beverage 636 and the River Cats are all Rex Moore Electrical 600 headquarters operations. Dade Microscan Inc. 550 Citigroup 500 • Not only are the River Cats a First Health Group Corporation 465 major employer (particularly Fleming Companies Inc. 391 during baseball season), but they MTS (Tower Records) 383 also bring visibility and City of West Sacramento 350 entertainment options to West Roadway Express 337 Sacramento. Viking Freight 283 Tony’s Fine Foods 230 Farmer’s Rice Cooperative 225 SBC 225 Idexx Veterinary Services 217 CAL-AIR Inc. 180 Flowmaster 175 Clark Pacific 175 McKesson Drug Co. 151 KOVR TV 13 130 Sacramento River Cats 55* *Seasonal Figure-In Season Employment Numbers Approx. 650 Source: City of West Sacramento Average Wage by Industry Yolo County California % Tot Emp Avg Salary % Tot Emp Avg Salary Total 100.0% $31,315 100.0% $39,409.4 Forestry, fishing, hunting, agriculture 0.5% $72,108 0.2% $27,027.1 Mining 0.5% $59,575 0.2% $52,368.9 Construction 6.0% $45,896 6.0% $39,795.1 Manufacturing 9.4% $39,633 13.1% $43,546.3 Wholesale trade 10.9% $42,481 6.3% $50,490.3 Retail trade 11.0% $23,901 11.6% $24,810.4 Transportation & warehousing 5.7% $35,379 3.2% $35,631.6 Information 1.6% $40,737 4.3% $68,142.3 Finance & insurance 8.2% $22,563 4.9% $66,040.6 Real estate & rental & leasing 2.4% $27,771 2.2% $35,382.9 Professional, scientific & technical svcs 4.9% $42,929 8.9% $55,714.8 Management of companies 4.3% $39,912 2.2% $87,429.9 Admin, support, waste mgt, remediation svcs 5.1% $18,385 8.4% $26,610.1 Educational services 0.9% $16,327 2.1% $27,756.8 Health care and social assistance 8.4% $25,833 10.4% $34,745.4 Arts, entertainment & recreation 3.0% $23,895 2.0% $36,338.6 Accommodation & food services 7.9% $10,856 8.6% $14,167.0 Other services (except public administration) 3.9% $28,511 4.3% $23,073.8 Other / auxiliaries 4.6% $34,502 0.8% $65,135.5

source: US Census Bureau, County Business Patterns 2001 16

City of West Sacramento Community Assessment

West Sacramento Employment by Major Industry Establishments Employment Payroll 2000 Growth, '96-'00 2000 Growth, '96-'00 2000 Growth, '96-'00 AGRICULTURE,FORESTRY,FISHING AND MINING 16 -42.9% 107 -68.9% 526,459 -64.6% CONSTRUCTION 70 -4.1% 2,027 53.7% 22,932,233 99.2% MANUFACTURING-DURABLE 34 -5.6% 667 -11.9% 7,085,712 12.8% MANUFACTURING-NONDURABLE 30 -11.8% 1,717 -0.7% 16,368,043 6.1% TRANS,COMM,ELEC,GAS,SANITARY SERVICES 71 -16.5% 4,523 -0.5% 41,781,229 16.3% WHOLESALE TRADE 121 3.4% 4,251 16.4% 41,486,568 29.5% RETAIL TRADE 118 -20.8% 3,026 -16.6% 20,772,608 -6.9% FINANCE,INSURANCE,REAL ESTATE 47 -31.9% 1,198 25.3% 13,638,907 68.5% SERVICES 228 -1.3% 4,004 35.2% 29,629,193 45.5% LOCAL GOVT 20 300.0% 1,612 *** 13,236,281 *** source: Employment Development Department, Labor Market Information Division; *** data unavailable for 1996

City of West Sacramento Community Assessment Education

The educational attainment level in West Sacramento is perhaps the city’s weakest asset.

• Very little has changed in educational attainment since 1990. • The percentage of people with Bachelor’s degrees in less than half that of the state average; the percentage of graduate degrees is less than a third of the state level.

Educational Attainment Comparison, 1990 vs. 2003 Adults 25 years or older 30% West Sacramento 1990 West Sacramento 2003 California 2003 24.2% 22.9% 25% 20.4% 20% 17.1% 15% 9.5% 7.1% 7.6% 10% 5.6% 5.9% 6.1% 5% 2.7% 3.0% 0% Some College Assoc Degree Bachelor's Degree Graduate or Professional Degree Source: U.S. Census Bureau; Decision Data

K-12 Education Rapid population growth has caused similar growth in the Washington Unified School District (WUSD), and more growth is expected in the near future.

• WUSD is constantly growing; it currently WUSD County State serves 6,200 students with a staff of 694. Avg. Class Size 26.5 25.9 26.2 • The average class size of 26.5 is slightly Spending per Pupil $6,450 $6,652 $6,767 above the county average (25.9) and Starting Teacher Salary $30,028 $34,864 $34,352 comparable to the state average (26.2). • While average spending per pupil in WUSD is not significantly different than that of the state and similar schools, teacher salaries remain well below average. • Growth in the West Sacramento’s population has led to increased enrollment in the schools; the city recently passed a bond for a new high school.

Washington Unified School District faces some API Base Data 1999 2000 2001 unique challenges. The district has traditionally under Percent Tested 83% 96% 97% performed, but has shown some recent improvement. Base API Score 591 572 593 • 16.5 percent of the students at River City Growth Target 10 11 10 High School are English language learners Statewide Rank 444 Similar School Rank 767 (ELL). The percentage is even higher at the API Growth Data 1999-2000 2000-2001 2001-2002 elementary school level; 55 percent of Percent Tested 96% 97% 96% students at Westfield Village Elementary, for API Growth Score 572 588 595 example, are ELL. Actual Growth -19 16 2

City of West Sacramento Community Assessment

• ELL students in WUSD are less likely to pass the high school exit exam, with 1 in 4 achieving passing scores. • Even the percentage of non-ELL students passing the exit exam was well below average. • The only year that WUSD applied, was qualified for, and received Immediate Intervention/Underperforming Schools Program (II/USP) was in 2000.

Test Dropout Rate ELL's SAT ACT California High School Exit Exam %%% takenAvg. Score % taken Avg Score % Passed Area English Only ELL All Student CA 2.70% 25.60% 36.70% 1012 9.70% 21.3 76% 33% 66% Yolo County 3.40% 22.00% 36.60% 1091 10.30% 21.7 79% 26% 66% Washington USD 3.60% 27.00% 17.70% 956 4.00% 18.9 70% 25% 59%

Technical Colleges and Research Universities

Research universities are major economic engines in the new economy. Emerging technology companies require a steady supply of knowledge-based workers and research.

Greater Sacramento has two large, public universities−the University of California, Davis (UCD) and California State University Sacramento (CSUS), five community colleges and vocational schools. In addition, the region can draw students from Stanford and UC Berkeley, only three hours away. Graduates from Selected Programs 2002-2003 UC Davis Cal. State Sacramento Total Annual Graduates Total Annual Graduates Percent Percent UCD and Under Under Under Under CASU Total Selected Programs Graduate Grad Graduate Total Graduate Grad Graduate Total (2002-2003) Biological/ Life Science 3.3% 157 187 344 3.1% 131 10 141 485 Business/ Marketing 21% 1,001 120 1,121 22% 916 106 1,022 2,144 Communications 7% 318 - 318 9% 359 4 363 681 Computer/ IT 2% 100 21 121 2% 80 37 117 238 Education 5% 228 19 247 4% 182 285 467 713 Engineering/Tech. 5% 247 87 334 6% 236 55 291 625 Health Sciences 4% 204 14 218 4% 165 44 209 427 Mathematics 1% 28 22 50 0% 17 6 23 73 Physical Sciences 1% 57 30 87 1% 38 - 38 125 Total of all Programs 100.0% 4,746 716 5,462 100.0% 4,223 878 5,101 10,563

• UC Davis and CSUS have a combined enrollment of nearly 60,000 students. • Last year, UC Davis and CSUS graduated 2,825 students in business and communications, 625 engineers, and 427 health science majors. • US News & World Report’s 2004 school survey ranked UC Davis’s MBA program 14th among business schools at public universities and 29th overall.

City of West Sacramento Community Assessment Profile of four-year institutions • University of California, Davis (UC Davis) currently enrolls over 30,000 students. It offers over 100 undergraduate majors and 80 graduate programs. Its strongest programs include: agriculture, biotech, and environmental sciences. Other notable programs include: engineering, letters and science, education, law, medicine, veterinary medicine and biology. UC Davis is ranked 11th among public institutions nationwide by US News and World Report. It is ranked 15th in research funding by the National Science Foundation with $426 million. Over the next 10 years, the school will invest about $1 billion in new facilities including laboratories, student facilities, and classrooms. It also offers over 3,500 extension courses to 80,000 students each year. Sample courses include: food science, business, agriculture, IT, engineering, and environmental management. • California State University Sacramento (CSUS) currently enrolls over 28,000 students. It offers over 40 graduate and 60 undergraduate degree programs. Some notable programs include: business, engineering and computer science, health and human services, and natural science and mathematics. The school has over 30 research and service centers. CSUS operates the largest Co-op program in California. It links students and employers from government, industry, business, education, and nonprofit organizations. Some of the largest employers include: IBM, Intel, HP, NEC, Sun, and the Lawrence Livermore National Lab. CSUS also offers an active continuing education program with courses in management, computer science, marketing and accounting. Technical Research Programs • UC Davis School of Biotechnology - promotes research, and education and serves as a liaison between faculty and the biotech industry. It administers the NIH training program in Biomolecular Technology, the Designated Emphasis in Biotechnology graduate program and the Advanced Degree Program for corporate employees. Courses are offered in bioinformatics, proteomics and molecular biology for biologists and non-specialists. Research is conducted on genetically modified crops, organic and sustainable agriculture, cloning, genomics, and genetic engineering.

The Agricultural Experiment Station is part of a state-funded UC research program consisting of more than 750 scientists and 1,300 research projects. Some projects include: controlling animal diseases such as mad cow, developing new varieties of fruit and vegetables, and reducing the use of pesticides and herbicides. UC Davis ranked first in food science and technology and fifth in entomology/pest control publishing.

The School of Engineering conducts research in aerodynamics, jet engine design, space exploration, computer security, and nanoscience.

Institute of Transportation Studies is actively involved in researching fuel cells and hydrogen fueling infrastructure. Its Fuel Cell Vehicles and Hybrid Drivetrains programs are U.S. Department of Energy National Centers within the DOE's Centers of Automotive Technology Excellence program. It is also actively working on ultra-clean bus technology.

The Visualization and Graphics Group researches visualization, geometric modeling, and computer graphics. Basically, it transforms complex data into meaningful computer generated images. Primary applications are for the aerospace and automotive industries.

NEAT (Nanomaterials in the Environment, Agriculture, and Technology) is a multidisciplinary research and education program that combines physics, chemistry, and engineering of small particles and nanomaterials. Some of the applications of this program are ceramics, chemicals, electronics, pollution control and agricultural technology. The program works closely with Sandia and Los Alamos labs to develop a user facility, the Center

City of West Sacramento Community Assessment for Integrated Nanotechnologies. Dupont recently donated a collection of patents and other intellectual property for using nanotechnology to generate electron beams.

School of Medicine specializes in a wide range of basic and applied research including those related to cancer biology, vascular biology, genetic diseases and functional genomics, health services, infectious diseases, neuroscience, nutrition, telemedicine, and vision science. It has a 528-bed teaching hospital in Sacramento.

• California State University Sacramento

Office of Water Programs develops methods for reducing storm water pollution, provides technical advice on storm water policy issues, and assists in watershed planning.

High Power Electronics Center researches power electronics and arranges education and training courses for utilities, industrial plants, and the military.

Electrical Power Educational Institute educates and promotes professional interaction for the electric power industry.

Profile of two-year institutions

• Los Rios Community College District is a two-year public college district serving nearly 80,000 students in the greater Sacramento region. The district’s four campuses include: American River C.C., Cosumnes River C.C., Folsom Lake C.C. and Sacramento City C.C. The district is one of the fastest growing in the state. The colleges provide both transfer education to students seeking entry to a four-year college or university as well as Associate degrees and certificates in over 70 career fields such as nursing, computer science, hazardous materials management, biotechnology, electronics and business.

• Sacramento City Community College is part of the Los Rios Community College District and serves 22,000 students at the college and its three outreach centers. There are currently 1,500 students at the West Sacramento campus. During 2001-2002, the school awarded 855 Associate degrees. Sacramento City offers a wide range of programs including: general education, occupational education, development and basic skills, transfer education, television courses, online learning, community outreach, and business and professional development. Some relevant majors of study include: accounting, engineering design, electronics, aeronautics, computer information science, industrial technology, and mechanical-electrical technology.

• American River College offers Associates degrees in business, biotechnology, electronics, engineering technology, and Information technology.

• Cosumnes River College offers Associates degrees in biological science, chemistry, construction management technology, drafting, engineering, and Information technology.

• Folsom Lake College offers Associates degrees in business administration and information technology

Name of Institution Enrollment Annual Graduate Degrees Total Full-Time Part-Time Number % Going to a 4 Year College/University Los Rios Community College District (Fall '03) 68484 45837 22647 5815 46.74% American River College 28800 7488 21312 1760 67.44% Cosumnes River College 11267 3876 7391 2139 70.47% Folsom Lake College 6416 1610 4806 398 unavailable Sacramento City College* 22649 6394 16255 1514 48.97% source: Los Rios CCD *1500 students in West Sacremento 21

City of West Sacramento Community Assessment Economic Development Efforts West Sacramento Business Inquires The City of West Sacramento operates a small economic development July 2001 to December 2002 office that promotes business recruitment and expansion and retention. The office provides prospects with economic and demographic data, site Company Type Lead Source selection assistance, and referrals to brokers and lenders and workforce Fiber cement building products SACTO development. It also helps companies work with other city departments. Biotech start-up Direct The city’s target industries include: biotechnology, electronics and food Fortune 500 back office user SACTO processing. Companies in these industries may qualify for relocation Green bldg. products plant and development incentives, financing, fee deferrals and credits. Small Direct business locations represent the mainstay of activity in recent years. Food processor SACTO • The City has worked with a variety of firms including three Technology Company UCD Connect biotech firms. Call center SACTO Call center Broker Major Incentive Programs for West Sacramento Corp. training and guest resort SACTO Food processing Direct The Enterprise Zone Program targets economically distressed areas Biotech crop research facility Broker throughout California. Special state and local incentives encourage Building materials mfg. facility SACTO business investment and promote the creation of new jobs. The purpose Call center SACTO of the program is to provide tax incentives to businesses and allow Air filter manufacturer Direct private sector market forces to revive the local economy. The zone Plastic injection molding Yolo Co. covers almost the entire city of West Sacramento. Enterprise Zone Information Services Direct companies are eligible for substantial tax credits and benefits including: Food Processor Direct • Up to 100% Net Operating Loss (NOL) carry-forward. NOL Machine shop Consultant may be carried forward 15 years (suspended for tax years Grocery cart and shelving Broker 2002 and 2003) Biotech Research lab Broker • Firms can earn $31,544 or more in state tax credits for each Bottled water SACTO qualified employee hired Beverage Production plant Direct • Corporations can earn sales tax credits on purchases of $20 Beverage Production plant SACTO million per year of qualified machinery and machinery parts Tech support center SACTO • Up-front expensing of certain depreciable property. Big box retail site search Developer • Lenders to Zone businesses may receive a net interest Call center Broker deduction Food processor Direct • Unused tax credits can be applied to future tax years, stretching out the benefit of the initial investment • Enterprise Zone companies can earn preference points on state contracts.

Research and Development Tax Credit is designed to encourage companies to increase their basic research and development activities in California. The tax credit allows companies to receive a 25% credit towards their corporate tax liability for qualified in house research expenses and a 25% credit for basic research payments to an outside organization. The research must be conducted within California and not for consumer goods and product improvement.

Redevelopment Area −the City of West Sacramento Redevelopment Agency may assist companies in the form of fee reductions, infrastructure improvements, land cost write downs, mortgage interest write-downs, and utility tax rebates as long as the project conforms to the goals of the Agency and City. Recent legislation enables the Redevelopment Agency to provide financing for manufacturing projects under certain conditions. Capital financing or long term operating leases may also be permitted.

City of West Sacramento Community Assessment It is important to note that SB 975 severely limits the Agency’s ability to provide assistance to companies in this manner. When the Agency provides assistance to relocating or expanding companies that involve construction, the construction project becomes a public works project and is then governed by SB 975, requiring the payment of prevailing wage to construction workers. With the exception of large commercial projects, which tend to be constructed at prevailing wage rates, the effect of SB 975 is to raise construction costs more than the value of the Agency assistance, rendering the assistance non-economic.

Entrepreneurial Presence and Support Networks

Sacramento Area Regional Technology Alliance (SARTA), In 2001, the Golden Capital Network, Sacramento Metro Chamber of Commerce, and UC Davis CONNECT founded a private-public partnership to foster local development and growth of the technology industry. SARTA and its partners provide entrepreneurs and technology firm’s access to mentors, service providers, capital sources and networking support. SARTA has raised an estimated $350 million towards its $500 million venture capital goal. Major users of SARTA include: technology and life science companies, investors and finance organizations, venture capital firms, angel investors, banks, economic development organizations, regional service providers and corporations.

UC Davis CONNECT is the University’s Technology and Entrepreneurship program. It links entrepreneurs with the resources of the university, and regional business professionals to promote growth of technology business ventures. It provides start-up companies with access to business services, opportunities for technology exchange, and creates new sources of equity funding.

The program focuses on life sciences and engineering. Past and current projects include: biotechnology; medicine; veterinary medicine; agriculture, environmental sciences, biological, agricultural, biomedical, materials science, optical science (laser physics/optical networking), and IT.

Golden Capital Network is a non-profit organization that provides networking, training and consulting to entrepreneurs, service providers, investors and communities in 13 western states. Some of the groups notable activities include: venture capital conference, entrepreneurship education and development, investor networking, entrepreneur mentoring, public policy and

The group has presented more than 450 companies to nearly 300 angel and VC investors at its events. Of which 60 of them went on to close deals and raise a total of over $400 million in angel and VC funding. V3™ is the Golden Capital Network’s entrepreneur training for communities seeking to diversify their economic development efforts and to support promising entrepreneurial ventures. The program helps companies to access growth capital while creating high-paying jobs. Current community participants include the Central San Joaquin, Central Coast, Sierra Foothills and North State regions.

The Center for Management Services (CMS) is an organization in the CSUS’ College of Business Administration. It offers management and professional education, applied research and management consulting services to government agencies, Fortune 500 firms, non-profits and small businesses. Center for Small Business provides technical management assistance to small businesses in the Sacramento area. Center for Tax Education provides federal, state and local tax information to taxpayers and businesses. The Insurance Education and Research Program provides insurance education, and attracts qualified individuals to the insurance industry. Services provided include: the development of curriculum relating to insurance and the solicitation and coordination of scholarships and internships.

Economic Development Organizations and Resources in the Region

City of West Sacramento Community Assessment Sacramento Area Commerce and Trade Organization (SACTO) specializes in business recruitment for the Greater Sacramento Area. SACTO is an active participant in nearly all the major business relocations to the area, and claims to have helped attract 90,000 new jobs to the area since 1982. SACTO responds to site selector requests, and represents the area on marketing missions across the U.S., Europe and the Pacific Rim. It also publishes and distributes economic data and marketing materials for the region.

Sacramento Metro Chamber, founded in 1895, it is the second largest chamber in California, with over 2,500 members. Aside from business recruitment and retention, the chamber also sponsors several initiatives such as SARTA to foster the development and find funding for start-up technology companies, Metroworks to support workforce development, riverfront development, airport expansion, and the Northern California International Trade Center.

Yolo County Economic Development Council is made up of representatives from county and city government, chambers of commerce, redevelopment agencies, UC Davis, community colleges and the Port of Sacramento. The council seeks to build upon its strengths in agriculture, and tourism. The group completed a targeted industry study, and is targeting wine and wine grape production; biotechnology, seed technology, plant nurseries, high-value specialty crops, organic crops and food processing, alfalfa and rice straw products, and agro tourism.

Northern California World Trade Center (NCWTC) works to promote and nurture exports by promoting trade capabilities and building global alliances. The center provides research and trade leads, organizes trade missions, and conducts export training.

Linking Education and Economic Development (LEED) is a nonprofit workforce development program that builds partnerships between business, education, and government to improve education and training. Its programs include: workforce skills certification, internships, career advising, and exchanges. The exchanges allow teachers to visit companies to learn about business and its workforce needs and brings business speakers to the classroom. LEED worked with HR managers to offer a workforce certification program. In the program, high school students are assessed on pertinent skills such as customer service, project development, presentation, customer service, industry knowledge and teamwork skills. Students are also evaluated on their worksite performance based on resource management, interpersonal skills, systems thinking, information management, technology and tools, critical thinking skills and personal presentation. It works closely with construction and design, telecommunications, information technology, finance and healthcare companies.

Greater Sacramento Small Business Development Center is one of six centers for the region. The branch office represents Southern Yolo, El Dorado and Sacramento Counties. The lead Small Business Development Center for the entire region is based in Chico.

City of West Sacramento Community Assessment Workforce Development Organizations

California Employment Training Panel—The panel assists businesses in acquiring and retraining a highly skilled workforce with expertise in very specific fields in order to increase competitiveness and productivity. Costs of developing, implementing, and completing training the training are reimbursed by the state from $1,500 to $2,000 per employee. The program is designed to fill training needs in emerging technologies.

The Training Source is private provider of customized training, education and consulting services for business, industry and government. It provides courses in customer service, call center, computer training, technical skills, management development, and communication skills.

McClellan Technology Incubator (MTI) is a non-profit organization located on former McClellan air force base. Its purpose is to assist emerging businesses and stimulate job growth in the technology and energy sectors. The incubator can accommodate a maximum of 27 offices ranging in size from 170 square feet to over 1,000 square feet. The program provides its clients with assistance with business development, tech commercialization, IT support, mentoring, performance reviews, and networking. Some of its currents clients represent the wireless, multimedia, energy transport, e-commerce software, voice recognition software, and tech procurement industries.

Yolo County Bio Zone In 2000, West Sacramento joined with Woodland, Davis, Yolo County and UC Davis to form Yolo County Biozone to increase awareness of the four-county region and recruit biotech companies. The Yolo jurisdictions seek to take advantage of the biotech research efforts at UC Davis, access to farmland and animals for research and proximity to the Bay area’s biotech cluster without the Bay area’s high costs and red tape. The Bio Zone is primarily a marketing vehicle but could in the future expand into other programs.

City of West Sacramento Community Assessment Quality of Life

Quality of life is a major concern for the residents of West Sacramento. The community has suffered with a poor quality of life for several years, which is now changing. While this change is not complete the community has made large strides in improving itself.

• West Sacramento has historically had a Rate of Violent Crimes reputation as a dangerous city, and 2,500 West Sacramento despite the influx of many new residents, 2,000 Sacramento that perception still lingers today among some long-term residents of the region. 1,500 • Through portions of the 1980’s and 1990’s the city had a significantly larger 1,000 violent crime rate than that of 500 Sacramento.

• Since 1999 there has been a major drop Crimes 1,000 People Per 0 in violent crime in West Sacramento. In '88 '90 '92 '94 '96 '98 '00 fact it is lower than that of Sacramento Source: FBI, Uniform Crime Reports from most recent FBI data.

Housing Opportunities

A range of housing choices exist in the city of West Sacramento, and within a five to fifteen minute drive, in the cities of Sacramento, Davis and Woodland. West Sacramento offers home prices from the high $100,000s to $400,000. Riverfront property is available.

West Sacramento Subdivisions

Southport Southport is a master planned community with close access to downtown Sacramento. Prices for new homes in the Southport area range from the high $200,000’s to $400,000. There are four active subdivisions in the Southport area including: • Bridgeway Lakes offers 610 home sites around a 32-acre man made lake. • Newport Estates presents 807 home sites. • Southport Gateway contains 357 home sites. • Parella I and II has 252 home sites. Six other major residential subdivisions are in the planning applications stages including: • Bridgeway Lakes 2 will have 487 lots and a wildlife pond. • Lindenwood will contain 176 lots. • River Ranch will present 170 lots. • The Rivers will offer 900 residential units.

Westmore Oaks/State Streets An established neighborhood with a median home price of $180,000.

The Rivers A master planned, 265-acre development in the beginning phases at the former Lighthouse Marina development. There are plans to create a private park with lakes and a recreation center, a pool, walking paths, riverfront trails, and a water park. The development will consist of 225 condominiums and 675 single-family units. In addition, a new K-8 magnet school will be built on land donated as part of the development. 26

City of West Sacramento Community Assessment

West Sacramento’s rapidly expanding housing market includes new apartment complexes and town homes. Over 500 new apartments are currently under construction. These will serve markets from low and middle income to luxury apartments.

Rental Housing

The following table includes data for the Sacramento region apartment complexes with 70 or more units located in downtown Sacramento, south Sacramento, Natomas, Davis, Woodland and West Sacramento.

• West Sacramento has the lowest average rent as well as the fewest units in the Capitol Region.

Capitol Region Rental Rates No. of No. of 4Q 2003 4Q 2003 Description Properties Units Vacancy Avg Rent Yolo County W est Sacramento 5 798 1% $688 Davis 29 3,866 1% $1,097 W oodland 5 986 6% $848

Sacramento Region Downtown Sacramento 5 1,017 6% $1,057 South Natomas-W est 5 1,907 7% $1,022 South Natomas-East 13 4,344 4% $877 North Natomas 4 888 13% $1,178 Pocket-Greenhaven 11 1,756 6% $869 Pocket-Riverlake 9 1,674 6% $962 Notes: 70+ unit stabilized properties, unfurnished rent, does not incorporate concessions. Source: Realfacts, CB Richard Ellis

The next table reflects apartment rental rates in West Sacramento as of August 2003.

• Single-family home rentals are available West Sacramento Market Rate Rents from $800 to $2,000 per month. Unit Type Rent

1BR/1/BA $545-675 2BR/1BA $645-775 3BR/1BA $695 3BR/2BA $950-975 Source: City of West Sacramento Telephone inquiries of five area apartments complexes on 8/28/03

City of West Sacramento Community Assessment Medical Services West Sacramento Area Hospitals • Urgent care, occupational therapy and medical offices are American River Hospital located in West Sacramento. Kaiser Permanente Davis • Twenty-five acute care facilities are located within the Sacramento area. Kaiser Permanente Davis • The closest is the University of California Davis Medical Kaiser Permanente Medical Center Center. This full-service, teaching hospital is Kaiser Permanente So. Sacramento approximately three miles from the City. Mercy Hospital of Sacramento Mercy San Juan Hospital Methodist Hospital of Sacramento Sacramento Occupational Medical Group Sutter General Hospital Shopping Sutter Memorial Hospital

West Sacramento does not currently offer high-end retail shopping University of California, Davis or a broad selection of apparel. Residents must go elsewhere to Medical Center of Sacramento purchase these goods. • There are five local shopping centers in West Sacramento containing retail and commercial services. • The central business district, centered at the intersection of Jefferson Boulevard and West Capitol Avenue, is home to three national bank branches, many restaurants, several grocery stores, two national drug store chains and numerous retail services. • Southport will soon have its own neighborhood shopping center called the Southport Town Center. Southport Town Center will be located on 30 acres and will be anchored by a Nugget Market. • The shopping and entertainment of downtown Sacramento is just a few minutes away at Downtown Plaza, Sacramento’s downtown mall. Downtown Plaza is anchored by Macy’s and 180 specialty stores. The 100 restaurants and unique shops of Old Sacramento are just across the river from West Sacramento.

Retail Establishments by Number of Employees

Establishments by Number of Employees Population / Establishment Total 1-4 5-9 10-19 20-49 50-99 100-249 West Sacramento Sacramento MSA Retail trade 99 38 27 19 12 2 1 319 307 Auto and auto parts 25 11 6 4 4 0 0 1,265 2,524 Home furnishings 3 3 0 0 0 0 0 10,538 4,612 Houshold appliance and electronics 5 4 1 0 0 0 0 6,323 5,693 Hardware and building materials 7 1 1 2 3 0 0 4,516 3,726 Grovery stores and meat markets 9 4 2 0 1 1 1 3,513 2,923 Convenience stores 3 1 2 0 0 0 0 10,538 7,680 Pharmacies, cosmetics, personal care 7 4 1 0 2 0 0 4,516 4,665 Gasoline stations 13 1 6 6 0 0 0 2,432 3,634 Clothing and accessories 4 2 1 1 0 0 0 7,904 2,194 Sporting goods, hobby, books, music 5 1 2 1 1 0 0 6,323 4,175 All other general merchandise stores 5 1 2 1 1 0 0 6,323 5,942 Florists 1 1 0 0 0 0 0 31,615 16,282 Office supplies & stationery stores 2 1 0 1 0 0 0 15,808 7,048 Used merchandise stores 2 0 1 1 0 0 0 15,808 20,352 Pet & pet supplies stores 1 0 1 0 0 0 0 31,615 23,260 Manufactured (mobile) home dealers 4 2 1 1 0 0 0 7,904 101,762 Electronic shopping & mail-order houses 1 0 0 0 0 1 0 31,615 28,565 Direct selling establishments 2 1 0 1 0 0 0 15,808 13,916 Accommodation & food services 64 18 13 14 16 2 1 494 509 Hotels, motels, bed and breakfasts 8 4 1 1 2 0 0 3,952 6,700 RV parks & campgrounds 1 0 0 1 0 0 0 31,615 47,888 Full-service restaurants 14 3 1 3 5 2 0 2,258 1,379 Limited-service restaurants 28 6 5 7 9 0 1 1,129 1,172 Cafeterias 2 1 1 0 0 0 0 15,808 52,522 Snack & nonalcoholic beverage bars 3 0 2 1 0 0 0 10,538 5,614 Food service contractors 2 1 0 1 0 0 0 15,808 20,101 Mobile food services 1 1 0 0 0 0 0 31,615 85,695 Drinking places (alcoholic beverages) 7 4 3 0 0 0 0 4,516 8,754 source: Census Business Patters, 2001 based on Zip Codes 95605, 95691, 95798, 95799; AngelouEconomics

City of West Sacramento Community Assessment Recreation

West Sacramento’s recreational opportunities include: • The 14,500-seat Raley Field baseball stadium, home to the Triple AAA Sacramento River Cats baseball team, minor league affiliate of the Oakland Athletics is an exceptional new regional attraction. In both its inaugural season and second year, Raley Field attracted close to one million visitors from all over Northern California, setting Pacific Coast League attendance records. • 11 miles of river frontage, 17 parks, 2 pools, 3 community centers. • The Sacramento and American Rivers meet and define West Sacramento’s northern and eastern boundaries, providing easy access to hiking, camping, boating, water skiing and fishing. • The American River Parkway offers biking along its shores, fly fishing for salmon from its banks as well as wading and bathing on its beaches and sandbars. Private Schools

West Sacramento provides several alternatives to public education. • Holy Cross School (K-8) • Our Lady of Grace School (K-8) • River City Christian Academy (1-12)

Sites and Infrastructure

West Sacramento has good sites and infrastructure for business development. The information listed below is factual information about their sites and infrastructure. A more qualitative discussion on West Sacramento’s sites and infrastructure is found in Chapter 2.

Sites

Industrial and Manufacturing Locations The West Sacramento industrial market (14,749,680 square feet of built space) is the third largest submarket in the Sacramento region. Many business parks, including Riverside Commerce Center and Southport Business Park, offer existing buildings for immediate occupancy as well as entitled land for custom build opportunities.

• Riverside Commerce Center Riverside Commerce Center is a 75 acre, mixed use business park designed for light industrial, flex and office space users. Riverside features excellent access to I-80 and I-5, multiple sources of broadband fiber optic service, redundant and heavy power, landscaped walking paths and employee recreational areas.

City of West Sacramento Community Assessment • Southport Business Park Southport Business Park is a 670-acre, master planned, mixed use business park located near the US 50 / Harbor Boulevard interchange. Nearby are new residential villages with schools, parks and recreational trails. This business park features advanced communications and power systems. Southport offers easy access to US 50, I-80 and I-5 with developed parcels available for build- to-suit requirements.

• Port of Sacramento Industrial Park The Port of Sacramento Industrial Park is located on Enterprise Boulevard south of the I-80/Enterprise Boulevard interchange with easy access to I-80, Business 80/US 50, I-5, the Sacramento Metro Airport and downtown Sacramento.

• Seaway International Trade Center Seaway International Trade Center is located immediately south of the Port of Sacramento barge canal and main terminal. This proposed industrial development consists of 258 acres zoned for water-related industrial, 73 acres for business park use, and 16 acres for light industrial uses. Another 58 acres is zoned for open space and 42 acres is designated for parks and recreational uses. The property is available for long-term lease from the Port of Sacramento.

Retail Development Sites West Sacramento has developed plans for retail development in specific areas throughout the community.

• Central Business District Numerous parcels are available for redevelopment along West Capitol Avenue, Jefferson Boulevard and Harbor Boulevard in downtown West Sacramento. The city is aggregating development sites on West Capitol Avenue and encourages retail uses.

• Southport Town Center The master planned Southport community contains a proposed 300,000 square feet community commercial and retail center. When complete, the first phase will consist of 110,000 square feet and will include a 60,000 square foot food market and two restaurant pads. Future phases of 70,000 and 120,000 will complete the build-out of the center.

• River Point Retail This 83-acre site at I-80 and Reed Avenue is slated for near term big box retail development.

Waterfront office, retail, entertainment Two plans that have been developed, and are now being implemented focus on areas near the waterfront. When developed, these areas, within walking distance of downtown Sacramento, will provide a lively neighborhood and a mixture of uses for residents, businesses and tourists.

• Triangle Specific Plan Area This waterfront redevelopment area encompasses 125 net developable acres bounded by the Sacramento River on the east, Tower Bridge Gateway on the north and U.S.50/Business 80 Capital City Freeway on the south. The fully entitled Triangle area is envisioned to develop as an extension of the downtown Sacramento core, predominantly with urban offices and residential uses. The first major development is the 14,500-seat Raley Field baseball stadium. The Triangle area is zoned for five to seven million square feet of office, residential and commercial uses.

City of West Sacramento Community Assessment • Washington Specific Plan Area The Washington Specific Plan Area is immediately north of the Triangle Area and includes the 11-story, 400,000 square foot, Class "A", waterfront office building occupied by the California Department of General Services. The twelve-acres north and south of the Ziggurat, at Raley's Landing, have a planned unit development in place, permitting a mix of office, residential, and retail uses. Other riverfront properties in the Washington area are zoned similarly.

Infrastructure

Utility Rates • West Sacramento offers below 2003 Utility Rate Comparison average utility rates for Total Utility Costs* warehouse/distribution centers. 110,000 Sqft 8,700 Sqft Office Office building rates are average. Jurisdiction Warehouse/Distribution Center Building West Sacramento $20,375 $9,512 City of Sacramento $42,926 $10,553 Water Service Folsom $14,515 $5,111 Capacity Davis $23,882 $14,864 • 24 million gallons per day (mgd) - Dixon $23,055 $8,596 West Sacramento Bryte Bend Woodland $19,020 $9,016 Filtration Plant *Water, Sewer, Storm Drainage, Utility Tax, Property Tax Overrides (1), Business License (2), Solid Waste • Phase I expansion to increase (1) Assumes a building valuation of $3,716,336 (Warehouse) and $868,891 (Office) calculated from Building capacity to 39 mgd to begin in 2004 Standards Building Valuation Data. • Additional 9 mgd from 8 City wells Actual overrides based on assessed value. Actual Tax Overrides likely to be higher than these estimates • 3 wells for emergency standby since future assessed value is not available. (2) Woodland rates assumes 21 to 99 employees. purposes (3) Garbage collection is the responsibility of the prop. owner. • Peak Summer Usage is 24 mgd source: Economic & Planning Systems, Inc.; City of West Sacramento • Average daily usage is 9 mgd. Quality • Safe, reliable supplies of high quality drinking water and process water • Surpasses state and federal quality and safety standards • Continuous sophisticated testing in both city facilities and commercial laboratories • Water treatment facility compliance with State Office of Drinking Water • Water quality documentation available upon request.

City of West Sacramento Community Assessment Sanitary Sewer Service Capacity • Currently 7.5 mgd at treatment plant • South River Road facility provides secondary treatment • Additional 47 mgd capacity in 2006 with planned connection to Sacramento County Regional Sanitation District • Peak demand 5.7 mgd

Electricity And Gas • Although Pacific Gas & Electric Company currently serves residents and businesses in West Sacramento, a feasibility study is being undertaken to determine whether or not the Sacramento Municipal Utility District could serve West Sacramento. This would bring down utility cost in the city and a decision is expected sometime in 2006. • PG&E Enterprise Zone Electric Power Discount Program is available. • Discounts on new California demand of 200Kw and more; must be requested prior to decision to locate. • 15% discount Year 1 • 10% discount Year 2 • 5% discount Year 3 • Financing and Rebates for Energy Efficiency Improvements are available. • Economic Development staff will work with businesses and PG & E to obtain a competitive, tailored proposal for electric and gas service.

Telephone and Internet Service There are several providers in West Sacramento including: • Pacific Bell Business Customer Service • Pacific Bell Internet Business Services • MCI World Com Business Service • Electric Lightwave Inc • XO Communications

Features of service include: • Controlled environment vault and fiber optic service • ISDN service and DS3 bandwidth • MCI/WorldCom Sacramento point of presence (POP) in West Sacramento • All major long distance companies' points of presence adjacent to West Sacramento • Fiber optic sonnet ring in Riverside Commerce Center

Flood Protection • New Levee System Improvements completed in 2000 • Provides 350 to 400-Year Flood Protection • Highest level of flood protection among flood plain areas in the Sacramento Valley.

Seismic Stability and Safety • December 1991 UC Davis Study ranked area earthquake probability the lowest in the State • One of the most geologically stable regions in the western United States.

City of West Sacramento Community Assessment Transportation Infrastructure

The table to the right provides a transportation access Transportation Access description for all of the transportation assets in West Airport Access Sacramento Int’l Sacramento. 12 miles Airport Sacramento Exec Interstate Freeways and U.S. Highways 5 miles Road access is one of West Sacramento’s historical Airport Interstate strengths. The following freeways and highways are Freeways within the city limits: Interstate 80 Adjacent Interstate 5 1 mile • I-80 adjacent Highways • I-5 adjacent US Highway 50 Adjacent • Business 80 adjacent US Highway 99 4 miles Amtrak, Southern Pacific, Union • US 50 adjacent Rail Access • US 99 4.5 miles Pacific Public Greyhound Bus, YoloBus, Transportation Sacramento Regional Transit Port of Inside City Limits Airports Sacramento Passenger Service Sacramento International Airport is located 12 miles north of West Sacramento. It is the primary regional passenger facility offering nonstop or connecting flights to every major U.S. city. Nine major domestic carriers offer over 91 daily flights.

Air Cargo Air cargo services are readily available to businesses in West Sacramento. The United Parcel Service (UPS) Regional Processing Center and the United States Postal Service (USPS) Sacramento Regional Processing Center are centrally located in West Sacramento.

Sacramento International Airport handles the majority of the region's air cargo through major carriers United Parcel Service, Federal Express, Airborne Express, DHL, Eagle Global Logistics, Emery Worldwide and Kitty Hawk Air Cargo.

Sacramento Mather Airport is an air cargo and general aviation facility located 12 miles to the east and offering service by cargo carriers United Parcel Service, Airborne Express, Emery Worldwide, and BAX Global.

General Aviation Thirty general aviation airports serve the Sacramento Region with the largest being Sacramento Executive Airport, which is 5 miles south of West Sacramento. The airport is used for corporate and small private aircraft, aircraft charters, flight training, rental and repair.

City Roads Voter-approved Measure K provides a one-half cent tax on all sales within the City of West Sacramento. The Measure K Sales Tax has afforded the City the opportunity to establish a consistent road rehabilitation program during the life of the sales tax. This is a contrast to the recent past when the City has had to rely upon fluctuating grant funding for road rehabilitation. Over the 10-year life of the one-half cent sales tax the program directs $1 million annually towards pavement rehabilitation projects.

City of West Sacramento Community Assessment Public Transit The major public transit system in the Greater Sacramento Area is the Regional Transit system (RT). RT transit routes connect to YOLOBUS, the Yolo County public transit system serving West Sacramento, downtown Sacramento and Woodland. YOLOBUS provides regular service through West Sacramento to Old Sacramento, downtown Sacramento, Sacramento International Airport and Yolo County. YOLOBUS also serves the West Sacramento central business district and nearby business parks and connects to the RT bus line and light rail system in Downtown Sacramento. Service to the Sacramento International Airport is also available via YOLOBUS.

Rail Service – Freight Rail-served sites are available in West Sacramento. Both Union Pacific Railroad (UP) and Burlington Northern Santa Fe Railroad (BNSF) provide long haul service to and from West Sacramento. UP has a double-track, main line running east-west through West Sacramento from Oakland to Salt Lake City. Both UP and BNSF operate main lines in Sacramento that run from the Northwest U.S. to the Southwest U.S. Access to the nationwide rail network is excellent.

Yolo Shortline Railroad is the local rail freight operator and operates branch lines that extend northwest to Woodland. Yolo Shortline also serves the Port of Sacramento and interchanges with both UP and BNSF. UP also switches various spurs and sidings in West Sacramento industrial areas.

Passenger Rail Service The AMTRAK passenger train station is 1.5 miles from West Sacramento in downtown Sacramento with another station in the city of Davis fifteen miles to the west along I-80. Two AMTRAK passenger lines stop in downtown Sacramento providing service daily between San Francisco and Chicago, including stops in Reno and the Lake Tahoe area. The Capitol Corridor passenger train offers 18 daily trips starting at 5:00 a.m. between Auburn and the San Jose/San Francisco Bay Area. The San Joaquin provides service to Los Angeles.

Port Of Sacramento And Foreign Trade Zone #143 The inland Port of Sacramento is located at the geographic center of the city of West Sacramento and handles bulk and break-bulk cargoes through five berths. The 47-mile Deep Water Ship Channel has clear draft of 30 feet and connects the West Sacramento harbor to the San Francisco Bay and the Pacific Ocean. International shipping access is provided via San Francisco's Golden Gate, 80 nautical miles southwest of the Port. Primary cargoes include exported rice and wood chips, and imported fertilizer, logs and lumber.

General Purpose Foreign Trade Zone #143 located at the Port of Sacramento and allows companies to admit foreign and domestic merchandise into the zone for storage, exhibition, assembly, manufacture and processing without being subject to formal customs entry procedures, payment of customs duties, or federal excise taxes. Customs duties and excise taxes are deferred until the merchandise is transferred from the foreign trade zone.

City of West Sacramento Community Assessment

City of West Sacramento Community Assessment Chapter Two: SWOT Analysis

Report Overview

The city of West Sacramento has planned extensively for the city’s future. Since the City’s inception in 1987 it has commissioned and implemented a variety of land use plans and feasibility studies. Many of the topics that are discussed in this report are being or will be addressed by the plans that have been prepared by the city. Most of the challenges that will be mentioned will come as no surprise. Assessing the major issues facing the community is an important and necessary part of our process, providing a context so that we can determine the appropriate recommendations. If the plans that have been or are being constructed make the transition to successful implementation, the majority of the problems of quality of place facing the community will be corrected. This report will view these challenges strictly from an economic development perspective and how they relate to the creation and attraction of jobs and investment into the community.

This chapter provides an inventory of the city of West Sacramento’ strengths, weaknesses, opportunities, and threats (SWOT) and assesses the degree to which they support future economic development. Our analysis is based on significant input collected at the local level during focus groups, industry interviews, and discussions with staff.

In the following sections, we examine five critical topics for the city of West Sacramento

• Business Climate • Workforce & Education • Infrastructure • Quality of Life • Economic Development Efforts

We focus on points that will influence location and expansion decisions of businesses and their site selection consultants, including their ability to attract and retain a qualified workforce. We do not intend this SWOT analysis to be all-inclusive. Rather, we focus on those areas that will have direct impact on the future economic development efforts of the City of West Sacramento.

In the initial phase of this project, we conducted focus groups, interviews, and distributed surveys via the project Web site, www.ShapeWSac.com, to gather community input. By receiving input from a broad base of individuals and business representatives, we are able to understand how the factors listed below are perceived. It is important to examine the self-perceptions that are prevalent in West Sacramento because it directly relates to workforce development, business retention and recruitment. Understanding West Sacramento’s assets and weaknesses will allow us to form recommendations.

City of West Sacramento Community Assessment

We characterize the “SWOT” in these terms:

• Strengths (Positive, Internal): Positive attributes currently present in the City of West Sacramento, particularly in comparison to competitors and the U.S. • Weaknesses (Negative, Internal): Local issues or characteristics that limit the current or future growth opportunities for the City of West Sacramento • Opportunities (Positive, External): External factors that offer the City of West Sacramento potential for remedying its weaknesses • Threats (Negative, External): Trends that threaten the City of West Sacramento’s future and attractiveness to new industry

The findings presented in this report reflect the collective effort and input of numerous individuals representing both the public and private sectors. We thank them again for their time and commitment to this project.

City of West Sacramento Community Assessment Business Climate and Entrepreneurship Strengths Opportunities • Location-regional and state wide • Creating a bond between the City • Regional image as business and local business friendly • Building an entrepreneurial • Cost of living environment

• Enterprise zone • Creating a more well defined CBD Business Climate Weaknesses Threats and Entrepreneurship • Large segment of the business • Nearby cities becoming more community is not connected to business friendly the city or to the chamber • Warehouse/ machine shop image • Entrepreneurial conditions/ culture • California reputation • Community has successful old economy industries that are holding back development of new economy industries e.g. port, or distribution.

West Sacramento enjoys the benefits of an exceptional location for business in many respects, but there are issues that must be successfully addressed if the community is to prosper at an acceptable rate in the future.

The city is in close proximity to the capital of California and major universities. It is placed on a strategic logistical location that has been described as the perfect area to access Northern California. But the city has more than location to brag about. It was recently ranked by the Sacramento Business Journal as the most development friendly municipality in the region. This is testament to the progressive city leadership, and efficient planning and permitting departments.

The city contains major employers including Raley’s Corporate Headquarters, U.S. Post Office, United Parcel Service and several small to mid-size businesses in the biotechnology, technology and professional service industries.

However, there are aspects of the business climate that will hold back the economic growth of the community if not confronted. These aspects include:

• The lack of engagement of the business community in the city’s future The city is home to subsidiaries and divisions of many large corporations. On the surface, this is a very good thing for the community. The industries employ many people, have made considerable investments in facilities, generate tax revenue for the city, and bring name recognition and prestige to the city. The challenge has been engaging those industries in becoming active participants in improving the city. The city’s chamber of commerce has found it difficult to tap these companies for membership and support, relying primarily on the membership and involvement of local small business. We have heard these large companies respond to this by saying “That’s something that’s done at the corporate location not in the West Sacramento location” and “that’s not the responsibility of the West Sacramento operation”. The Mayor’s monthly business breakfast is bridging that gap to an extent but much more could and should be done. We have learned that the focus of the local plant managers is to focus on the success of their operations, and their attention does not stray much beyond that because of the pressure and responsibilities from their corporate headquarters. What makes this even more difficult for the city is that many of the people that

City of West Sacramento Community Assessment work in these operations are not residents of the city. Many of the employee’s have little or no connection to the city other than as a place to commute to work and leave at the end of the day. This further creates an environment within the companies to think of their West Sacramento operations as working in a vacuum, without thought or concern about the condition of the city other than it’s immediate affects on the day-to-day operation of the facility.

• The perception of the city as an industrial location and nothing more. To an outsider, the city of West Sacramento has the look and feel of a business location that is strictly an industrial center. This is in part because it is difficult to tell where the city begins and ends. Development near the waterfront appears to be an extension of downtown Sacramento. The lack of a recognizable central business district adds to this appearance. The city has exercised a great amount of energy and attention on the planning and redevelopment process, and the regional sentiment seems to be that West Sacramento is a changing community on the verge of a tremendous amount of new development. However, at the time of this report the city maintains the industrial look and quality previously mentioned. The industrialized image is further underlined by the number of industrial sales and lease equipment companies that dominate much of the most visible areas of the community. The large number of distribution companies further emphasizes the city’s industrial past. The real-estate community thinks of West Sacramento in these regards as well. This is an extremely difficult situation because economic development is greatly influenced by perception. Because the city is perceived as an industrial/distribution location by much of the real-estate community these will be the types of industries that will continue to locate in the city. A strong industrial base is a very positive foundation for a community to have, however it is equally important to have a diverse industry group with many homegrown companies involved in new and expanding markets.

• The lack of any real entrepreneurial support and focus in the city. California is a state that has arguably seen more entrepreneurial success that any other state in the country. Initiative, creativity and ambition have created a culture that generates success and draws in people from around the country and around the globe for a chance at that same success. The nearby San Francisco Bay area has been the capital of new and emerging technologies fueled by a great entrepreneurial spirit.

The Sacramento region has historically had the culture of a state capital city that is not accustomed to taking risks in investments and start-up business ventures. This culture is shifting because of the work that is being done by several groups in the region. Inside the region there are communities that are embracing technology and entrepreneurs. The McClellan Technology Incubator is an excellent example of a specific area of the region embracing opportunities that exist in the region. Communities that do this kind of work will be nurturing companies that have a commitment and roots in their community. These companies will be motivated to contribute to the future prosperity of their community. West Sacramento has not yet taken advantage of this opportunity, rather relying on the work of regional entrepreneurial groups to help develop the city’s emerging businesses and competing for expansions or relocations of existing successful companies. This strategy will not lead to the success that the community wants for itself.

West Sacramento can fulfill many of the needs that entrepreneurs have - low cost of doing business, close access to research universities, access to one of the most talented workforces in the world, close proximity to major venture capital funding, close access to the California State Capital and much more. Despite all of these strengths, it is doubtful that West Sacramento will become a hub of entrepreneurial activity by chance. Rather, it will take a considerable effort by the entire community to achieve that status. There is a significant opportunity for West Sacramento to leverage the private and public sectors to support entrepreneurial resources. The regional technology support organizations are underutilized, yet they could be incredible tools to the community. Working with these entrepreneurial resources, West Sacramento can re-shape and build the community.

City of West Sacramento Community Assessment

Workforce and Education

Strengths Opportunities • Highly educated and large • Larger segment of young diverse regional workforce professionals • Forward-thinking university • Stronger linkage of education leadership programs and economic • Exceptional local and state development college and university programs • Expand training opportunities Workforce and • Growing population Education Weaknesses Threats • Shortage of high-paying jobs, • Out migration of skilled workers opportunities • Low skilled local workforce • Small local workforce • Local companies not employing local workforce

The Sacramento region provides an abundance of skilled workers across a variety of industries with universities and training institutions that can service the needs of industry. However, the city of West Sacramento’s workforce is challenged by poor skills and low educational attainment.

• From a regional perspective West Sacramento has access to an enviable workforce. Local employers have not had difficulty finding employees because of the size of the regional population from which they can draw. Additionally, the skill level of these workers is high due to the educational and training institutions in the region and throughout Northern California.

• Independently the city does not have the training infrastructure or the educated workforce that would make it a competitive location for relocation, expansion, or creation of industry. The workforce that serves the city’s businesses primarily commutes in daily. One interviewee described it, as “It seems as if the city doubles its population every morning and loses that number at the end of the work day”.

• Employee’s that are recruited to work for West Sacramento companies by and large do not move into the city but find housing in the surrounding communities. However, this is changing due to the excitement about the rebirth of many parts of the community and the new residential development that is being built. With people seeking opportunities to live near their place of employment it is inevitable that West Sacramento will see increased residential development because of the comparative lower housing cost and close proximity to the central business district of Sacramento. These new residents will provide for a more highly skilled workforce and are an opportunity for the economic growth of the city.

• The Sacramento region is home to world-class colleges and universities. The University of California at Davis (UC Davis) and California State University at Sacramento (CSU Sacramento) are the two closest major institutions. UC Davis provides an enormous resource because of the research being conducted, and USC Sacramento (while not conducting major research) is producing large numbers of highly skilled graduates.

• The Sacramento region has a large community college system and there are several vocational programs in the area. All of these institutions provide great strength to West Sacramento. However, there

City of West Sacramento Community Assessment is only a very small higher education presence in the city with the West Sacramento Center for the Sacramento City College. The outreach center offers a limited number of courses with only three classrooms and is primarily geared towards providing transfer credits to four-year institutions. The center is a good beginning but the community’s commitment to higher education should be greater. The high school in West Sacramento has not made a strong effort in training students for the types of industries that exist in the community and they have not worked with local industry in that endeavor. Local community colleges have commented that they spend much of their time providing remedial education to area high school graduates.

• The workforce that exists in the city is poorly skilled. Younger workers do not have the basic education to meet local employers’ needs. More importantly they do not have the life skills that allow them to be responsible, productive workers. The young people who have the strongest potential are leaving the city for opportunities elsewhere. Local employers have found hiring outside the city is easier and less expensive than training unqualified local candidates.

• The perception of the K-12 schools in West Sacramento is a challenge to the community. The schools’ actual performance has improved. However, in comparison to other schools in the county and in the region, the k-12 system is not an attraction and does not reflect well on the city as a place to raise a family. Recent improvements and the decision to create a new high school are exceptional opportunities to market the successes that have been made and to point to the fact that the problems with the schools have been addressed and action is taking place to correct the problem.

The School District recently achieved a major success when 68.5% of the voters in West Sacramento voted Yes on Measure Q, a $52 million school bond measure to build a new high school. This will undoubtedly have a positive impact on the WUSD and the community. Community leaders have been making visits throughout the country to understand model practices for K-12 education that will provide the WUSD with innovative ideas for reforming some of the schools and practices.

City of West Sacramento Community Assessment Infrastructure and Land Use

Strengths Opportunities • Highway system • Port planning process • Foreign Trade Zone • Development projects – planned and • Business and Industrial Parks approved • Utility capacity • Completed city plans • Measure K • Building a fiber optic loop • Land prices • Land prices • Permitting process is developer friendly • Yolo County and Davis slow growth policies • No utility use taxes Weaknesses Threats • Limited amount of land • Drainage Sites & • Local roads in disrepair • State funding in jeopardy Infrastructure • State unable to fund promised for • Communities offering better infrastructure projects business sites • Utility costs are greater than other areas of • Shorter permit processes elsewhere the region • Better infrastructure & incentives • No real gateway into the city, people do not elsewhere know when they have entered West • Rail relocation Sacramento • Uncertainty of the Port’s future • Not much existing building inventory to compete with area closed military bases • Permitting (i.e., fire department) seen as difficult to work with • Appearance of dilapidated industrial areas • Open storage areas throughout town

West Sacramento’s traditional industrial base has been distribution. The city’s proximity to markets and the highway infrastructure have lent itself to this type of industry. However, as West Sacramento redefines itself and shifts its economic focus from industrial to retail and professional services, one must critically examine its sites and infrastructure to determine what assets can be built upon and what efforts must be undertaken to prepare sites and infrastructure for future commercial and industrial development in the City.

West Sacramento has several important factors that will facilitate economic growth including a good supply of affordable and developable land access to major highways, a permitting process that is touted as one of the best in the region, and new business parks that are high quality.

However, there are aspects of sites and infrastructure that could hold the community back from the vision that it sees for itself. These aspects include:

• The Open Storage of Equipment Throughout Town. Found throughout almost all of the older industrial areas, but also along West Capitol Avenue are areas where bulky items such as large equipment are stored. This is extremely detrimental to the image of West Sacramento. Code enforcement officers do attempt to remedy this eyesore, but perhaps there are not enough resources devoted to code enforcement or the regulations need to be more robust to not allow this type of storage except in specific areas, and only with appropriate vegetative screening. Since there is already too much impervious cover and dilapidated buildings in these older industrial areas, regular wire and wood fencing would not alleviate this image.

City of West Sacramento Community Assessment

• Vacant Industrial or Warehousing Facilities Distribution will more than likely always be a thriving industry in West Sacramento, but it should be confined to only one or two areas within the City, in order to diminish the unsightly aspects of large warehousing facilities throughout town. Additionally, several large, older warehouse facilities were found vacant. These present another good opportunity for redevelopment, and possibly loft or warehouse style housing for college students, if redeveloped with other mixed use businesses.

• The Port and its Role in Economic Development Vision for the City. The Port is experiencing financial difficulties and its future is uncertain at this point. This uncertainty affects the city because it is unclear as to what types of future developments will take place on and surrounding port property. Uncertainty creates an environment that is not conducive to investment. The maritime demand analysis and Port master plan, that have been described previously, will provide a clear analysis and direction regarding future activities of the Port. Once these plans are completed there will be a plan of action in place that will alleviate the current uncertainty and provide direction to the Port and the City as to how to proceed in future efforts related to the facility.

• Ensuring Competitive Utility Rates Utility rates for West Sacramento are competitive with other communities in the region, although they are higher than communities such as Folsom and Woodland. Although businesses make relocation decisions on overall costs (including tax and electrical rates) utility rates do play a major factor in business relocation and expansion decisions of businesses who will be heavy water or sewer users, for example, and could impact West Sacramento’s competitive advantage in the region.

City of West Sacramento Community Assessment Quality of Life Strengths Opportunities • Access to Sacramento amenities • Growing population • Close proximity to California • Momentum and renewed amenities (mountains, ocean, regional interest in the City Bay Area) • Expand the number of events at • Comparatively low housing Raley field and improve the area costs around the ballpark Quality of Life • Waterfront-Raley Field • Expanded condominium

• Unique ethnic restaurants development

Diversity •

Weaknesses Threats • Much of the City has an • Residential growth pressure industrial look • Lack of retail • Transit system • West Capital Ave-crime plus transient population • Lack of multi family housing/ affordable housing • No real entertainment except for outside the city • Poverty

West Sacramento has traditionally not been perceived regionally as a community with a high quality of life. This reputation is the result of a history of the city as a location for heavy industry, poor schools and high crime. The community has changed dramatically over the last decade and has been described as unrecognizable compared to what it once was. There is new development of all types that has been built or is on the drawing board. Nonetheless the city has several obstacles and challenges it must deal with to nurture that growth and overcome the historically poor quality of life reputation that it has had. Growth is coming to the city but the city must seize the opportunity to ensure that the community changes into a place that past and future residents can be proud of.

• West Sacramento strongly benefits from the national name recognition of the city of Sacramento. The location of West Sacramento is immediately recognizable in California as being near the State capital, and close to a major metropolitan area. The city of Sacramento has a strong reputation as a place with an improving quality of life.

• A major strength of West Sacramento is its proximity to some of the country’s most desirable locations. The city of Sacramento and surrounding communities provide world-class cultural amenities such as ballet, opera, museums and theater. The region boasts upscale retail, restaurants of all varieties, professional sports teams, and nightlife and entertainment options for all tastes. West Sacramento has close access to outstanding recreational activities like hiking, biking, fishing, skiing and much more. With Lake Tahoe a short drive to the east and Napa Valley and the San Francisco Bay area to the west of Sacramento is surrounded by the quality of life amenities that most communities dream of having. These attractions are a wonderful asset to the community and help sell the community but are only a part of the overall quality of life of the city.

City of West Sacramento Community Assessment • The majority of the people that we have interviewed individually and in focus groups do not live in the City. Some of the most influential leaders in the city do not call it home. The city has the look and the reputation as strictly a location for distribution and heavy industry. When asked if they would ever live in the city, commuters said simply they would not and drastic changes would have to take place for them to change their minds. The community itself does not show well. The state of the infrastructure, areas with dilapidated housing, and amount of industrial operations make it a challenge to attract people to move into the area. At this point the city is not viewed as an environment where people can work, live close by, educate themselves and their children, and find opportunities to enjoy them selves.

• The city of West Sacramento has many new and historic quality of life assets that are unique to the region. There is a great cluster of ethnic restaurants in the city that are institutions in the community giving the city a unique character. The enormous success of Raley Field bringing 900,000 visitors to West Sacramento yearly and new urban residential developments like the Metro Place at Washington Square are an exceptional start to creating a community that can attract high-wage, skilled workers and keep the talented young people that are raised in the city.

• The community offers comparatively low cost housing for the Sacramento region and the Bay Area. Close access to the Sacramento central business district offers unique opportunities in the region that do not exist elsewhere. There is an enormous need for housing in the Sacramento area and West Sacramento has an opportunity to capitalize on this.

• There is a lack of quality retail, entertainment and nightlife in the city. Typically, economic development organizations do not place a large emphasis on retail and entertainment development because quality retail follows other types of development. Retailers analyze population counts and income levels to determine where to place new stores. Because the city has a smaller population with low wage rates the numbers have not justified the types of retail that would improve the quality of life in the city. This coupled with the relatively close high-end retail alternatives create an environment of risk for retail businesses that are in search of minimal risk opportunities. Many retailers that have located serve the commuting workforce. This creates a challenging environment for retail investment but also creates a loss of sales tax revenue for the City.

• West Capitol Avenue holds back the progress of the city. There are large areas of the avenue that are a considerable eyesore and appear unsafe. As a main thoroughfare, it sends a message to visitors that the city does not want to convey. The problems that the avenue presents to the community are not new or unknown to the leadership in the community, and the work that is being done with the ACE organization and with the commission of a specific plan to address this problem are commendable. It cannot be stressed enough how detrimental the condition of this portion of the city is to the future of the community.

• The citizens of West Sacramento are divided. We have discovered in our interviews and focus groups that citizens of the city can be divided into two parts. The “newcomers” are the younger more affluent group that have moved into the city in the newly constructed homes and are taking a risk on the further development of the community. The “traditional residents” are the group that have lived in the West Sacramento area for a very long time and have a more blue-collar background. Many of these families are third and forth generation residents of the city. These two groups are determining the future of the city. The new comers are progressive and want to improve aspects of the community as quickly as possible and the traditional group is concerned about preserving the neighborhoods in which they have spent much of their lives. These groups must work together in moving the city forward while respecting each other’s concerns if the community is going to be successful.

City of West Sacramento Community Assessment Economic Development Efforts

Strengths Opportunities • Progressive mindset of City leadership • Clear targeted E.D. vision • Dedicated program with full time staff • Unified brand & marketing • Great potential of the community, strong • More private / public alliances product to market • More connected education & E.D. efforts Weaknesses Threats Economic Development • Chamber’s involvement in economic • Sprawl or growth that takes away Efforts development is almost non-existent uniqueness of the City • Economic Development is not the • Government indecision highest priority of the City – takes a back • Fail to implement a strategy seat to planning efforts • Under capitalized efforts • Reactive – no proactive • Staff not cross trained • Lack of consensus with County Economic Development efforts

West Sacramento is fortunate to have many strong economic development organizations outside of the city working in its favor. For instance: The Sacramento Metro Chamber, the Sacramento Area Commerce and Trade Organization, the Universities, and real estate development firms. Yet reliance on these organizations to bring the city the types of investment and companies that it wants will not achieve the vision the City has set for itself. The City’s Economic Development program has had some success in attracting investment independently, but in order to create the type of community that has been described in visioning sessions a greater emphasis on the importance of economic development with more focus and attention on program development is required.

• The Sacramento region has a strong economic development program that has brought prospects and success to the region and West Sacramento. The Sacramento Area Commerce and Trade Association is focused on marketing the region to the world in an effort to attract business to relocate or expand from outside the region. The Sacramento Metro Chamber has recently taken the focus of assisting industry expansion within the region and to retain industry in the region. The Sacramento Technology Alliance, along with the Golden Capital Network and UC Davis CONNECT has focused its energy on the growth of companies and entrepreneurship in the region with an emphasis on technology of all kinds. Together these groups are successfully doing on a regional level the kinds of things that the City of West Sacramento’s economic development should be doing on a local level.

• The City has poured its focus and investment in redevelopment planning and has not fostered other aspects of economic development to the same extent. The city is not equipped to sell the community they are redeveloping. It may have been determined earlier that the Agency would enhance the city’s economic development program after the major redevelopment planning efforts are underway, but the city is in need of a more aggressive economic development program now. The city council has listed economic development as a priority during the Vision 2020 Strategic Framework Work Program 2003 visioning session. The council determined that attracting and promoting a diverse local economy is a leading issue that will guide the community and build a strong local economy through economic development as a major goal. This proactive stance is exactly what the community needs and it is through the dedication of the city’s leadership that momentum will begin to build. Economic development should be among the top priorities in any city because lack of economic investment and jobs in a community affects all other aspects of that community.

City of West Sacramento Community Assessment • The economic development services provided in West Sacramento are being conducted largely by city government. The City’s Chamber of Commerce has too small a role in economic development with a $30,000 contract with the city to provide event promotion and welcome packets. Successful economic development requires active participation and input from the private sector because the business community uniquely understands the needs of expanding and relocating industry. Currently the business community is not as engaged as it needs to be.

• The city’s economic development program spends too much of its energy responding to inquires rather than actively pursuing the industries it wants. The City’s has had a traditional industrial development approach to economic development and has had some success in assisting expanding businesses. However, these businesses that expanded were not sought out by the Agency but made inquiries to the city on their own. Efforts in targeted marketing and entrepreneurship are inadequate. Other areas of the region are taking a major role in the advancement of entrepreneurship in technology and biotechnology and the city of West Sacramento is enjoying some benefit from that activity but not taking a leading role in the creation of that environment for itself.

• The Agency has spent considerable time improving the product, the city of West Sacramento, and now selling the product should be a major initiative. The staff of the Redevelopment Agency is dedicated and talented. Circumstances have required that the city concentrate on planning projects and redevelopment issues. The work they have done is exceptional, and coupled with the correct implementation will result in a beautiful community. However, “plan it and they will come” is not a philosophy that will bring the prosperity that the city desires. Now is the essential time to build an economic development program in the Agency that is as strong as the planning initiatives have been. This program can and will assist in achieving optimal implementation because the economic development team is the community’s sales force.

• The Yolo County economic development focus is not in line with the efforts of the City of West Sacramento. The county economic development efforts and that of the city do not interact with each other on an effective level. When companies are looking to expand or relocate a facility one aspect they consider is the cooperative nature of local government. The city should seek out opportunities to work with the county in order to cast as broad a net as possible for economic development projects. Leads have been sourced from the county to West Sacramento and it is in the best interest of the city to maintain and nurture that relationship so that leads continue in the future. The county and the city’s goal for economic development do not match on all fronts because a county by nature has a varied agenda because of the large and diverse geographic territory it covers. The two should search for opportunities of mutual interest for economic development and pursue them.

• There is a lack of appreciation on the part of all city departments on their specific role in economic development for the city. Opportunities to discover potential leads for relocations, expansions or start-ups are not being forwarded to the economic development group. Additionally and more importantly, challenges and difficulties that are faced by local businesses are also not being communicated by city staff to the economic development team. Every city employee can and should contribute to economic development and demonstrate how local government can serve local and potential businesses who invest in the community.

Target Industries

April 16, 2004

West Sacramento Target Industry Report

The City of West Sacramento Target Industry Report

March 31, 2004

The Target Industry Report is part of the City of West Sacramento Comprehensive Economic Development Strategy (CEDS). This report provides detailed industry analysis for each of the selected target industries for the City. The Target Industry Report is one of several analytical documents that will examine West Sacramento during a 6-month process to identify the city’s assets and prepare the city for future growth.

Table of Contents

Introduction 2

Methodology 3

Review of Community Assessment 4

Fuel Cells 5

Biotechnology 8

Logistics 11

Food Processing 17

Retail 20

West Sacramento Target Industry Report

Introduction

This report contains recommended target industries for the City of West Sacramento. It is the second of three reports, which will encompass the City’s plan for economic development. The first report, the West Sacramento Community Assessment, presented data and analysis on the city’s strengths and weaknesses. The final report will include specific strategies and recommendations that will move West Sacramento towards a future filled with economic opportunities.

After completing a thorough economic and demographic overview, identified have been five major industries on which West Sacramento should focus its economic development efforts. These industries are: • Fuel Cells • Biotechnology • Logistics • Food Processing • Retail

The industries were selected not only because of their potential to bring strong economic impacts to West Sacramento, but also because they represent a good mix for short, mid, and long-term economic cultivation. Many of these industries will aid in that transition while moving the economy into high growth areas.

Employment West Sacramento's Current Competitiveness Readiness Target Industry Impact Costs Workforce R&D Structural Quality of Life Weak --> Strong

Fuel Cells Long-term High Moderate High High Moderate <>

Biotechnology Immediate High Moderate Moderate Moderate Moderate <>

Logistics Medium High Moderate Low Moderate Moderate <>

Food Processing Short-term High High Moderate High Moderate <>

Retail Short-term High High N/A Low Moderate <>

high - West Sacramento meets all needs moderate - implies regional strength, but not local low - not competitive

This report contains a description of these industries, including their workforce requirements, trends, and expected future growth. The target industries we have recommended complement West Sacramento’s economic vision, build off its current economic strengths, and develop industries with strong future growth potential.

These are by no means the only industries that will locate into West Sacramento nor should they necessarily be the only ones targeted. The City, for example, will continue to target distribution companies for which West Sacramento is the point of sale. These companies can bring in a large amount of sales tax revenue to the City to support services to businesses and residents. Likewise, riverfront property is being developed with the hopes of attracting office headquarters operations and hotels. These developments are still in the early stages of planning. Such marquee projects, however, will bring a lot of exposure to West Sacramento and should not be overlooked.

2 West Sacramento Target Industry Report

Methodology

Choosing the target industries for West Sacramento is the culmination of a thorough process of quantitative analysis and public input.

1. Public input. Since the very beginning of the planning process, the team has focused on the most important ingredient to a successful strategic plan – public support and input. The team gathered data and met with a number of stakeholders in the community, including residents, employers, and elected officials throughout the region. During focus groups and private meetings, the team listened to residents’ goals and visions for the city. Employers gave insight on doing business in the city and specific advantages they derive from their location in West Sacramento.

2. Quantitative Analysis. While public input was being gathered, the team began analysis for the Community Assessment Report. This report contains data and qualitative information that forms a snapshot of West Sacramento’s economy. It highlights the area’s strengths and challenges as a business location. The factors examined in depth included: West Sacramento’s business climate and current industry composition, entrepreneurship, workforce development and education, infrastructure, and economic development efforts.

3. Final Qualitative Factors. After reviewing all relevant data and public input, the list of target industries was further refined based on the team’s economics’ professional insight and several important qualitative factors:

• How likely is it that West Sacramento will be able to recruit and expand businesses in the target industry? • Does the target industry complement West Sacramento’s image and values? • Does the target industry improve the quality of life and provide new opportunities to the citizens of West Sacramento?

Once finalized, the target industries become the thrust of the City’s economic development and community development activities. The entire community should unite to support them, through targeted workforce development and educational programs, to adjustments in local business policies, to improvements to West Sacramento’s quality of life amenities to appeal to target industry workers.

3 West Sacramento Target Industry Report

Review of Community Assessment

The target industries selected for West Sacramento are largely a result of data, interviews, and analysis gathered while writing the Community Assessment for West Sacramento. The report outlines the strengths and weaknesses for the City; it balances public perception with facts found in the data. It also incorporates the vision of the community. Key findings from the Community Assessment are:

Perception -- In the past several years West Sacramento has been perceived as the most business friendly community in the Sacramento region due to the hard work and commitment of city government. However the city also has a reputation solely as an industrial town with poor schools and high crime. This perception is largely based on the city’s past. It is this perception that slows growth of all kinds because investment is seen as a higher risk than it would be in alternative cities. The perception is changing as more companies invest in West Sacramento and more people move into the community.

Growth -- The majority of the people that work in West Sacramento do not live in the city. This is due in part to the perception of the city as previously mentioned. However, over the last three years West Sacramento has seen a dramatic increase in population growth. New, higher-end housing developments at very competitive prices in close proximity to the Sacramento central business district have encouraged many young professionals to move into the city. The Southport Framework Plan, a mixed-use development plan for the area, calls for an additional 14,000 housing units.

Location -- West Sacramento’s location provides a strategic advantage for businesses that want access to one of the largest economic engines in the country, the Northern California area. This strategic location is an incredible asset for West Sacramento. The access that the city provides to the Napa Valley, Bay Area, Lake Tahoe and the cultural and entertainment venues of the Sacramento metropolitan area make the community extremely attractive.

Education --- There are abundant higher education opportunities surrounding West Sacramento that are world-class in every respect. However the higher educational opportunities that exist in West Sacramento are limited to the Sacramento City College annex. The K-12 system has shown great improvement but is not meeting the level of performance of the surrounding communities. This is an obstacle to the growth and development of the community and does not send the message of a city committed to education. Currently, local employers draw workers from outside the community for jobs requiring higher level skills.

Entrepreneurial Efforts -- West Sacramento has a small group of entrepreneurial companies and several regional organizations fostering entrepreneurial activity. The city is in close proximity to many of the country’s greatest research institutions and to the Bay area, which is arguably the center of entrepreneurial activity for the world. This coupled with the fact that West Sacramento has a low cost of doing business in relation to California make it a very attractive location for start-up companies.

Economic Development Efforts -- West Sacramento is at the beginning of an incredible period of growth and change. The city has spent a great deal of time and attention planning for that change and has had some remarkable successes but needs to be more proactive in its approach to economic development. Although changing, West Sacramento suffers from a lingering lack of awareness and poor perception from its surrounding communities. The city must determine what its marketing message will be, and must deliver and control that message rather than allow the perception of West Sacramento to be determined from outside the community.

4 West Sacramento Target Industry Report

Fuel Cells

Industry Trends Fuel Cell technology began with its use in the Apollo Space Program and recently gained public Fuel Cells support during President Bush’s State of the Union speech. Fuel Cells are electrochemical devices that combine hydrogen and oxygen to Fuel cell development is split between companies generate electricity, heat, and water without whose primary focus is fuel cells and those combustion or harmful emissions. involved in the end use of the technology. Company Industry The current U.S. market for fuel cells is estimated Arbin Instruments Batteries to be over a $700 million and is expected to grow Ballard Power Systems Zero-emmisions power to nearly $14 billion by the next decade. The DaimlerChrysler Automotive advantages of fuel cells are: near zero emissions, Dupont Chemicals, materials, energy few moving parts, and ability to generate Motorola Communications electricity at remote locations without transmission Market Size lines. · Currently $700 million market · Projected to grow to $14 billion by 2010 Applications for fuels cells are classified in three Location Criteria categories: Stationary power, transportation, and · Public funding portable applications. Stationary power · Technical workforce applications include power for residential and · Strong research presence (public or private) commercial buildings. Fuel cells can provide · Affordable flex industrial space power on site without the need for transmission · Local industry-specific permitting in place lines, which is important for remote sites. Transportation applications vary from wheel chairs, golf carts, cars, vans, and buses. Fuel cell technology is being CA Fuel Cell Partnership Members tested by every major automaker worldwide. The technology will first be introduced by large fleet vehicles such as busses and will spread to DaimlerChrysler smaller vehicles as the fueling infrastructure develops. Portable Ford applications include: electronic devices such as laptop computers, cell General Motors phones, cameras, and generators. Honda Hyundai The outlook for fuel cells is bright. Presently, the barrier to Nissan commercialization is the manufacturing costs. It is estimated that some Toyota 4,000 companies worldwide are developing fuel cell applications. Volkswagon Ballard Power Systems Automakers, governments, and other industries have invested at least UTC Fuel Cells $7 billion over the last decade in fuel cell applications. The U.S. BP Department of Energy estimates that fuel cell development could add up ExxonMobil to 750,000 jobs to the U.S. economy by 2030. Shell Hydrogen ChevronTexaco Fuel Cells in West Sacramento California Air Resources Board The fuel cell target industry represents the greatest opportunity for the California Energy Commission South Coast Air Quality Mngmt District City of West Sacramento. The city already has one of the few hydrogen US Dept of Energy stations in the world, fuel cell research programs for all eight of the major US Dept of Transportation auto manufacturers, and strong backing by state and federal government US Environmental Protection Agency

5 West Sacramento Target Industry Report agencies. The fuel cell work happening in the city has given West Sacramento global visibility among industry leaders.

Industry experts believe that when widespread commercialization of fuel cell vehicles occurs, it will begin in Northern California. Because of its strict emissions regulations, California has emerged at the forefront of transportation fuel cell development. Governor Schwarzenegger recently announced plans for a Hydrogen Highway by 2010, an interstate system with hydrogen fuel stations every 20 miles.

At the heart of all of California’s efforts is the California Fuel Cell Partnership in West Sacramento, a public-private venture aimed at moving fuel cells towards widespread commercial use. The Partnership houses the largest concentration of fuel cell vehicles in the world. All eight major auto manufacturers have operations on the campus; other partners include four major oil and gas companies, a number of fuel cell and power generation companies, and branches of state and federal government.

Building a Local Knowledge Base A number of California state agencies are major partners in the fuel cell programs. These agencies needed to be near the capitol, and West Sacramento offered them the best combination of proximity to the seat of government and large tracts of affordable land. The hydrogen station presents unique requirements for safety and permitting, and the Partnership reports an excellent working relationship with the City of West Sacramento. Employers have cited this business-friendly attitude time and time again.

The active involvement of the various departments of the City have given West Sacramento knowledge and skills found nowhere else in the world. The fire department works closely with the Partnership to maintain strict safety regulations and responsiveness needed for hydrogen facilities. The presence of the nearby test track for the California Highway Patrol has strengthened relationships between the auto companies on the Highway Patrol. Indeed, the activities at the Partnership bring a worldwide visibility to West Sacramento. Because of the experience they have gained, other companies and communities beginning their own hydrogen and fuel cell programs regularly consult the City.

Additional Industry Requirements Public-Private Sector Cooperation. Fuel cell companies locate where they have strong support from government agencies. This has played a large part in the development of fuel cells in West Sacramento. The California Fuel Cell Partnership was started largely by the California Air Resources Board. The poor air quality in California’s major metros has led the state to invest heavily in clean energy technologies.

Workforce. The fuel cell industry is still small, so Competitive Assets - Fuel Cells employees have traditionally been recruited away from more established industries. Complementary Asset West Sacramento industries are therefore important in building a local Local industry knowledge 3 workforce. They are also important because much of the work on fuel cells originates from division of Public-private cooperation 3 companies in other fields. Many of the engineers Technical workforce 3 working on fuel cells in West Sacramento have Affordable industrial space 3 been relocated from all around the world; most began working in other areas of the auto industry. Permitting regulations in place 3 Those hired locally are often technicians with less than a college degree.

6 West Sacramento Target Industry Report

Flex Industrial Space. Fuel cell facilities carry out a number of duties. Besides being the company’s office space, they also include lab space and at least a small manufacturing bay where prototypes are built and tested. While these companies are not large manufacturers, their manufacturing needs precludes them from locating downtown. Rather, fuel cell companies show a strong preference for industrial parks. West Sacramento offers plenty of affordable flex industrial space and is well suited to absorb the region’s fuel cell industry growth.

Safety. The voltage required to operate a fuel cell vehicle combined with the flammability of hydrogen and other fuels being tested present serious safety concerns that must be addressed at the community level. Fire departments and first responders must be educated in fuel cell technology and be prepared for the inevitable accident. Such safety concerns require special permits that must already be in place in order to attract a fuel cell company. The West Sacramento Fire Department and permitting office have a specialty in this field found in few places in the world. They should be actively involved in the economic development efforts targeting fuel cell companies.

7 West Sacramento Target Industry Report

Biotechnology

Industry Trends Biotech is the only major tech sector that had employment growth between 2001 and 2003. Global sales of prescription drugs currently top $300 billion, with the U.S., Biotech Japan and Europe accounting for 80 percent of all sales. NAICS Definition According to the Bureau of Labor Statistics, drug manufacturing will add 75,000 jobs between 2000 and 3254 Pharmaceutical Mfg 2010, an average annual growth rate of 2.2 percent, while 3391 Medical Equipment & Supplies Mfg the sector’s output will grow even faster at an average 4234, 4242 Medical & Pharmaceutical Wholesale annual rate of 5.6 percent (in real terms). Medical 54171 Life Sciences R&D equipment is expected to add another 50,000 jobs in the 621-623 Hospitals & Health Care Facilities same period, a growth rate of 1.6 percent. Additionally, Industry Employment research and testing facilities are expected to net an · 12 million employed - US additional 227,000 jobs between 2002 and 2012, growing Wage Rates at an annual rate of 2 percent. All told, biotechnology · $18 an hour in the US should add nearly 400,000 jobs throughout the current Location Criteria decade across the United States. Still, biotechnology is an · Educated workforce industry in its infancy, still relatively small even after a · Access to capital decade of substantial growth. Today, less than 50 industry · Affordable lab space companies have over 1,000 employees and none rank · Major research presence among the top 25 employers in the largest biotech metros.

Major markets for biotechnology products include: agriculture, energy, environmental, food processing, government, manufacturing process, medical, pharmaceuticals, public utilities and research. The U.S. government will also demand biomedical products to support efforts to detect and protect against chemical and biological agents.

Competition for biotech firms will be fierce, as almost every major metro area includes it among its list of target industries. The Brookings Institute has reported that out of 77 local and 36 state economic development agencies surveyed, 83 percent list biotechnology as one of their top two target industries. Biotech and health services, however, will likely experience growth in all markets, creating opportunities for those communities that have prepared themselves. Successful communities will be those that not only excel in research but also are able to turn that research into marketable products. Currently, most biotechnology clusters are located in the Northeast (New Jersey and Boston), the Research Triangle in North Carolina, and California (San Francisco and San Diego). New contenders in recent years include Central Texas, Minneapolis and Salt Lake City.

Biotech in West Sacramento A 2002 Sacramento Business Journal article started,

“West Sacramento, long seen as a regional backwater of cheap motels and grimy warehouses, is aggressively -- and successfully -- courting biotech companies for a high-tech makeover”

This statement addresses both West Sacramento’s strengths and weaknesses. Biotech has been a target industry for the City since 1996, and since then West Sacramento has succeeded by being the low cost alternative for buildings and land. This has served to build a critical mass of research companies in the city, many of which were founded in West Sacramento. Biotech activities in the city range from medical devices to bioinformatics to veterinary

8 West Sacramento Target Industry Report diagnostics. Regionally, many of the biotech companies are tied to the local agricultural presence with research involving modified foods, food and drug safety, and pest resistance of crops.

The largest biotech employer, Dade Microscan, is a local success story. The 475-person facility was started in the late 1970s by a former CSUS professor. The company’s bacteriological diagnostic technology originated as a student project and was later sold in 1982 for about $4 million.

Additional Industry Requirements Quality of Life. Biotech workers are generally younger, with a stronger preference for “fun” towns. These workers, much like the companies they work for, will be attracted to the low cost living in West Sacramento provided the city can provide basic quality of life amenities – restaurants, quality grocery stores, etc. This demographic is also more likely to start their own company, leading to a large number of “home grown” companies typical of high tech towns.

Workforce. Access to a pool of highly educated, talented, and technically skilled workers is vital to any technology company. Workers tend to be highly mobile, meaning that they are willing to venture into a community, but they are also easily swayed away. In an industry with high turnover, technology workers seek communities with numerous employment options.

West Sacramento will not be able to immediately meet Labor Force, 1993-2003 the needs of most high tech companies; however, local Sacramento Region employers have no problems drawing workers from the 1,100 larger region. The regional labor force has grown by 25 1,050 percent over the last ten years and is a tremendous asset for West Sacramento. The region has a good 1,000 25% supply of life sciences researchers and lab technicians. 950 growth

Local Educational Institutions. University research is 900 one of the most important drivers of technology site 850 selection decisions, particularly for small and mid-size Labor Force (thousands) firms. In West Sacramento, the nearby CSUS and UC- 800 Davis not only supply knowledge-based workers and '93 '95 '97 '99 '01 '03 research, but have also planted the entrepreneurial Source: California Employment Development Dept. seeds as professors and students often transform technologies into start-up companies.

UC-Davis graduates more PhDs than any other college and offers a degree specifically in biotech, which is one of the fastest growing undergraduate majors. The campus houses the UC Systemwide Biotechnology Research and Teaching Program and the Genome Center, scheduled to open in Summer 2004. Biotech is even taught at the community college level. Solano and Los Rios Community College districts have also made biotech a priority, with programs leading to biotech certificates.

Business Climate. West Sacramento has been credited for its business friendly environment, one of the primary reasons companies report for locating into the city. West Sacramento has a low $40 business license fee, no utility tax, and loans available for job creation. Most of the city is an Enterprise Zone with benefits that include an electric rate discount and income tax breaks.

Financial Needs. Less than 1 out of every 1,000 biotech related patents produces a successful commercial innovation, and it can take more than a decade for a product to come to market. Often small biotech firms are highly dependant upon a single drug or product that could fail or be tied up in a lengthy FDA approval process, which is a

9 West Sacramento Target Industry Report considerable risk. Therefore biotech firms need financial backers that understand the timelines and risks of the industry and have long-term funds available for investment.

Venture capital in the Sacramento region has been in Venture Capital Investments, 1993-2003 steady decline 2000, reflecting national trends. Local Sacramento / N. California Region companies report that perception of West Sacramento has $400 even hurt them when seeking funding. Venture capitalists $350 like to fund companies that they are familiar with, and thus $300 generally pick local companies. For West Sacramento $250 companies, this means that they compete with Silicon $200 Valley firms, where most of the area VC funding comes, $150

and have to convince investors that West Sacramento is $ millions indeed a location for high tech. $100 $50 $0 '93'95'97'99'01'03 Source: Venture Economics, Money Tree

Competitive Assets - Biotech Asset West Sacramento

Regional research strength 3 Educated workforce 3 Access to capital 3 Affordable office and lab space 3

10 West Sacramento Target Industry Report

Logistics

Definition

Logistics includes a number of new technologies that have revolutionized the tracking of freight shipments and the management of goods stored in warehouses. They offer Logistics low costs and fewer errors than their non-tech NAICS Definition counterparts. This has added a high wage, high growth, 4885 Freight Transportation Arrangement and high tech component to traditional distribution systems. 4884 Support Activities for Road Transportation According to the Bureau of Labor Statistics, 62,000 people 4882 Support Activities for Rail Transportation are employed directly in process and logistics consulting 493 Warehousing & Storage services, making an average annual wage of $60,000. Industry Profile · $95 billion in revenues The electronic devices necessary for managing a modern · 640k employed - US supply chain are widely overlooked economic development Wage Rates targets. Virtually every product sold moves through the · $11 an hour in the US distribution industry, meaning that this industry touches Location Criteria roughly a third of the nation’s GDP. The movement of · Good access to major highway these goods, a $264 billion industry, is increasingly · Affordable Land coordinated by high-tech means such as global positioning · Large nearby market for goods satellites, real-time Internet tracking, and just-in-time · Mature distribution industry inventory systems. · Regional technical workforce

Logistics is a proper economic development target for communities that are looking to further develop and modernize an already strong distribution cluster. Established distribution companies provide a solid local customer and knowledge base. Furthermore, the same technologies used to track goods in shipment are being used in the manufacturing, healthcare, government, and national defense.

11 West Sacramento Target Industry Report

National Trends

Logistics has experienced recent declines in output and employment due to both cyclical and structural changes in the economy.

As the national economy slowed over the past few years, fewer goods were shipped throughout the country causing a sharp decline in demand for distribution services and, in turn, logistics services. This cyclical effect is expected to reverse itself soon as U.S. producers increase their activity and consumer expenditures pick up.

The second reason for the industries’ recent decline is structural and is likely to be long-term. The large traditional users of logistics and distribution are becoming an increasingly smaller part of the U.S. economy. Manufacturing, which uses almost a quarter of all transportation services, increased output by a mere 8 percent between 1996 and 2001. The two fastest growing sectors of the economy, construction and FIRE (finance, insurance, and real estate) use relatively little transportation services. These structural trends are expected to continue as the U.S. becomes more service-oriented. Growing a local distribution sector will be highly dependent on the health of local manufacturing.

Share of Transportation Use and Growth in Output % of Trans. Growth in Industry Title Use GDP '96-'01 All industries 100% 29% Agriculture, forestry, and fishing 5% 8% Mining 1% 23% Construction 14% 52% Manufacturing 24% 8% Transportation 18% 26% Communications and utilities 3% 36% Wholesale and retail trade 14% 33% Finance, insurance, and real estate 3% 45% Services 17% 42% Other 2% 10% source: US Bureau of Economic Analysis

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Company Spotlight: Wireless Technologies Across All Fields

Wireless logistics technologies are all about tracking information. As new technologies often do, wireless logistics has blurred the lines between traditionally unrelated industries.

Symbol Technologies, Inc. is one such logistics company with capabilities in dozens of industries. The company was founded in 1975, working primarily with bar coding and product verification. The company has evolved with the technology and is now actively developing new mobile data management technologies.

Key products from Symbol Technologies, and similar logistics companies, involve reducing the costs and increasing the speed and accuracy of information. Major industries in which Symbol Technologies focuses include:

• Manufacturing • Distribution and Warehousing • Retail • Government, Security, and Homeland Defense • Healthcare

Manufacturers are able to get instant updates on product demand, leading to near instant inventory and production line adjustments. The finished product can then be tagged with tracking devices and bar codes allowing constant visibility along the distribution chain. Visibility is crucial for businesses, such as retailers, where inventory turns over rapidly and customer satisfaction is paramount.

The same visibility and accountability in manufacturing and retail has become a hot topic in national security and homeland defense. Focus on terrorist activities have led to stricter regulations on food and drug distribution. Companies are responsible for tracking their transportation, verifying that they have not been tampered with on their way to the consumer, and making regular reports to the federal government. Wireless tracking and paperless data management has helped lower the costs of compliance for companies.

Virtually the same equipment being used to track manufacturing goods through the supply chain is finding a home in hospitals and clinics throughout the world. Doctors are using logistics tools to enter patient information electronically, transmit that data to a lab or off-site physician, and share patient histories. The technology has been crucial in ensuring the safety of the nation’s supplies of blood and vaccines. The days of paper charts and medical histories are over.

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Logistics in West Sacramento Transportation, Warehousing, & Utilities The regional distribution industry has been hit hard by the Sacramento-Yolo CMSA weakened economy. Employment has fallen for the last 10% 29,000 Employment three years. The Port of Sacramento is the most visible 8% 24,000 distribution employer in the city and has about 150 full- 6% time equivalent workers. It handles bulk cargo such as Growth Annual 19,000 4% rice, wheat, lumber, and fertilizer. The Port, however, lost $3 million over the last three and a half years, Employment 14,000 2% 0% creating an air of uncertainty about its future. 9,000 Growth -2% 4,000 Major distribution companies have stated that West -4% Sacramento is the perfect fit for their models; however, -1,000 -6% the City has had their fill of traditional distribution centers. '90 '92 '94 '96 '98 '00 '02 The logistics industry, therefore, is a good match for Source: CA Employment Development Dept West Sacramento. It matches its strengths in distribution while adding a high tech component to its industry targets.

Intel's nearby campus in Folsom has a 500-person wireless development team that could prove useful in building this industry. Most of the new advances in logistics are coming in the field of wireless data transfer, and Intel employees give the area a well-developed knowledge base.

Intel is actively looking for partners to test its products and has teamed with West Sacramento to install Wi-Fi, or wireless fidelity technology, at Raley Field. Applications include allowing the groundskeepers to remotely control a wide variety of operations from sprinkler systems to stadium lighting with a touch of a button through a wireless PDA. Ticket sales and tracking are made more efficient, and plans are being considered that will enable fans to order concessions directly from their seats. This technological streamlining can reduce operation costs and boost worker productivity for any business.

PackageOne Inc. in Rancho Cordova implemented Intel's Wi-Fi technology in 2003. The benefits have been apparent and immediate for the 10th fastest growing company in Greater Sacramento. PackageOne's CEO stated this technology has virtually eliminated manual errors in order processing saving the company $100,000 a year. This digital streamlining has added $5 million in revenue from boosted efficiency of online orders. It has also allowed the company to pay bills faster while reducing computer crashes saving thousands each month through boosted productivity.

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Additional Industry Requirements West Sacramento has proven its ability to support distribution companies; therefore, these industry requirements will focus on ingredients for building up a local logistics industry. Building a logistics industry will be much like building any other high tech sector.

Workforce: The city has a long history of distribution and has well-developed workforce from which to build. Logistics companies will depend much less on trucking and materials movers; rather the proportions will shift to favor the information technology and engineering professionals that design the products and the production workers that build them.

High tech logistics companies may have trouble finding adequate labor within the city limits, but should have no trouble regionally. West Sacramento benefits from a large regional labor pool, and large technical employers have commented on the ease of finding quality technical workers.

Major Logistics Occupations % of Total Occupation Industry Employment Management Occupations 10.2% Business & Financial Operations 6.3% Computer & Mathematical Science 7.9% Architecture & Engineering 23.2% Sales and Related Services 3.1% Office & Administrative Support 12.2% Production 29.5% source: US Bureau of Labor Statistics, OES 2002

Competitive wages: Wages in California are the highest in the nation due to the state’s extremely high cost of living; this has caused companies to leave the state. Management and technical wages are well above the national average. West Sacramento will have to work to escape this perception as a high wage environment. Salaries in Yolo County are actually comparable if not below that of the U.S. West Sacramento will be especially attractive to companies already in California that are looking to move out of the higher priced metros of San Francisco and Los Angeles.

Logistics Mean Annual Salaries Occupation U.S. California Yolo County Management Occupations $78,870 $92,740 $81,567 Business & Financial Operations $53,350 $58,150 $55,900 Computer & Mathematical Science $61,630 $69,610 $57,900 Architecture & Engineering $58,020 $65,700 $56,140 Sales and Related Services $30,610 $34,430 $33,000 Office & Administrative Support $27,910 $30,770 $30,000 Production $28,190 $26,970 $27,670 source: US Bureau of Labor Statistics, OES 2002

Proximity to Customers: For logistics companies, their customers are distribution companies, which West Sacramento has plenty of. The region also has a number of other fields in which logistics has applications including

15 West Sacramento Target Industry Report biotech, food processing, and wireless development. The port offers opportunities to test shipping equipment. Logistics companies spend a lot of time building relationships with their customers, so they look to be as near as possible.

Competitive Assets - Logistics Asset West Sacramento Established distribution industry 3 Technical workforce 3 Regional Wi-Fi knowledge base 3 Competitive wages 3 Proximity to customers 3

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Food Processing

Industry Overview

The food processing industry includes establishments that manufacture or process food and beverages for human consumption as well as related products such as chewing Food Processing gum, manufactured ice, and vegetable and animal fats and oils. The food processing industry is the link between NAICS Definition the agricultural and retail sectors. Raw fruits, vegetables, 1123 Poultry & Egg Production grains, meats, and dairy products are processed in the 311 Food Manufacturing plants and then sold to retailers or wholesalers, who then 312 Beverage & Tobacco Product Mfg pass these finished products along to the consumer. Industry Profile · $3 trillion in revenues Production and distribution of food and beverages account · 1.7 million employed - US for over one-sixth of the nation’s industrial output. The Wage Rates largest concentration of food processing employment in · $14 an hour in the US the U.S. is in meat production, employing 30 percent of Location Criteria · Large population within 500 mi. the total workforce. Bakery goods and preserved fruits · Good access to major highway production employ an additional 25 percent. · Inexpensive labor · Available water and wastewater National Trends · Established agriculture sector

Demand for food products is expected to grow as niches such as specialty foods, ethnic foods, and pre- packaged foods make their way to the dinner table more frequently. As new plants are built, they are more and more dependent on large-scale automation, making a traditionally labor intensive industry fairly high-tech and bringing communities higher-wage jobs.

According to Food Processing Magazine’s Annual Manufacturing Trends Survey 2004, food safety, plant security and traceability are the top issues. Employment is expected to increase as two-thirds of companies surveyed expect to increase hiring this year. A current trend worth mentioning is the low- carbohydrate diets. An estimated 17 million Americans are on a formal low-carb diet and another 42 million are cutting back on their carbohydrates. Source: AngelouEconomics; US Commerce Dept

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Food Processing in West Sacramento

Food processing is already a target industry for the City of West Sacramento and continues to be a good fit. Food Processing Employment Many of the City’s inquiries from companies considering Yolo County 3,000 40% locating to West Sacramento are food processors. Employment 30% 2,000 The industry benefits from much of the same assets that 20% 1,000 Growth Annual

the distribution industry uses, and is actually a large user Employment 10% of transportation services. West Sacramento offers 0 0% access to large markets like San Francisco without -10% incurring the high prices. -1,000 Growth -20% -2,000 Countywide food processing employment is down since -30% 1990, but has seen strong growth the past two years. -3,000 -40% This is due to a number of factors including a propensity '90'92'94'96'98'00'02 for companies to be smaller. Large-scale automation has Source: CA Employment Development Dept allowed producers to increase output while decreasing employment. Likewise, many of the newer companies serve specialty markets. This trend will continue, and the industry will be marked with either large mass producers or small specialty shops.

Current food processors in West Sacramento include NorCal Beverage, Tony’s Fine Foods, Raley Bakery, Farmer’s Rice Coop, and United Bakery, which recently located from Rancho Cordova. United Bakery serves as a good example of successful economic development efforts towards this target market. United Bakery only employs five people, yet produces about 300 pounds of breadsticks each day for companies such as Whole Foods.

United Bakery company was looking to expand out of its 2,600 square-foot facility, finding a 10,000 square-foot building in West Sacramento. They worked with local economic development officials to secure an SBA loan in order to purchase the building, and the West Sacramento economic development division is working with the company to seek changes to the facility’s zoning that would allow the bakery to sell sandwiches on the premises.

Industry Requirements Major Food Processing Occupations % of Total Location. Historically, food Occupation Industry processing grew in West Sacramento Employment as the marriage of Yolo County’s Management Occupations 4.6% agricultural and the city’s Sales and Related Services 3.3% manufacturing bases. While being Office & Administrative Support 7.9% near a food source is still important, Installation, Maintenance, and Repair 6.1% Production 49.0% much of the current growth has been Transportation and Material Moving 19.9% due to West Sacramento’s proximity to large consumer markets, namely source: US Bureau of Labor Statistics, OES 2002 the Bay Area. The industry is also able to take advantage of the city’s excellent distribution infrastructure, as the cost of shipping can be high relative to its value, placing transportation costs at the top of most food processors’ concerns.

Costs of Doing Business. Due to low operating margins, food processors are highly sensitive to labor and building costs. West Sacramento has actually developed a reputation regionally for a low-cost place of doing business. Because much of the city is in an Enterprise Zone, employers are able to take advantage of incentives such as low

18 West Sacramento Target Industry Report electric rates and income tax breaks. And because a majority of the employment in food processing is in low wage production or material moving positions, West Sacramento’s supply of low skilled and low wage labor has been a major draw to the city.

Food Processing Mean Annual Salaries Occupation U.S. California Yolo County Management Occupations $78,870 $92,740 $81,567 Sales and Related Services $30,610 $34,430 $33,000 Office & Administrative Support $27,910 $30,770 $30,000 Installation, Maintenance, and Repair $35,000 $37,000 $39,016 Production $28,190 $26,970 $27,670 Transportation and Material Moving $25,450 $26,290 $30,988 source: US Bureau of Labor Statistics, OES 2002

Agricultural Research. Food and agricultural departments at large universities are often one the most entrepreneurial departments on campus. Research is often directly tied to industry uses such as decreasing costs, increasing self- life, and improving taste. They also regularly track consumer tastes and provide useful information on industry demand.

The California Institute of Food and Agricultural Research at UC-Davis fulfills all of these roles. The Institute’s ties with the food industry starts with its advisory board, which consists of companies like Kraft, Gargill, and E&J Gallo Winery. Research activity also creates ties between food processors and complementary industries. It is common for studies in food processing to overlap into biotech, bringing economic growth to other sectors as well.

Competitive Assets - Food Processing Asset West Sacramento Access to large population 3 Traditional agricultural base 3 Low costs of doing business 3 Regional industry research 3 Strong distribution system 3

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Retail

In 1991, a study by Economic Development Services examined retail development in detail for the City of West Sacramento. Now, 13 years later, the situation appears very similar. The city is still underserved in the most basic retail options and is over-served by low price, low quality merchants.

Lack of retail and dining options comes up consistently during focus groups and interviews when people are asked about their opinion of the city. The situation is likely to continue in the near term, but should improve once the new and planned residential developments are occupied. Much of the residential construction targets higher income households that consume above average amounts of retail and outside dining. Image As a Place to Live Targeting economic development efforts on retail is a little 35% different than targeting retail establishments. The goal of 30.6% developing this target is to provide the quality of life 30% 26.5% 26.0% amenities that are important to a healthy community. The 25% target matches perfectly with the City’s redevelopment 20% goals and attempts to increase the livability of West 15% 12.8% Sacramento. 10% 4.1% 5% Why develop retail? 0% Retail is not typically a target for economic developers. It is 1-Low 2 3-Medium 4 5-High generally seen as a locally serving industry with no real economic impact.

Quality of Life. When asked what effective economic development means to them, 20 percent of survey respondents answered “better lifestyle amenities.” West Sacramento lacks basic amenities important to both residents and employers. People rate the city poorly on West Sacramento’s image as a place to live, mostly because of the lack of entertainment and recreation. In preliminary survey results of the City’s livability, 43 percent gave entertainment and recreation the lowest score possible; the only lower category was art and cultural amenities, which had 54 percent of respondents giving the city the lowest possible score;. The Sources of City Funds City will have more success with business recruitment and Property retention by making West Sacramento a more attractive place Tax to live and work. 30.0%

Tax revenue. West Sacramento relies on sales tax for 50 Sales Tax percent of its revenue. Retail sales currently account for a 49.8% Vehicle small portion of total sales in the city, with business-to- License business sales making up the largest portion. The most visible business-to-business merchants rent or sell equipment along Fees the main thoroughfares of the city. This presents the city in a Other 7.0% bad light to visitors and hurts local businesses’ ability to 13.2% showcase the city to clients. Source: West Sacramento Finance Dept

West Sacramento is currently losing sales tax revenue from both residents and the daytime working population. The number of households in West Sacramento is expected to double in the near future. Residents are already traveling outside of the city for most of their shopping and entertainment needs. There is also a tremendous opportunity to pull in people that are working downtown; this could

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Value of New Construction add retail spending during both the lunch and after work West Sacramento hours. The spending power of these two groups is enormous 140 and should be taken advantage of. 120 Residential 100 Retail Mix 80 Commercial Vibrant communities are ones that have good retail mixes; it 60 $ Millions is important to have enough variety to meet the diverse 40 needs throughout the community. If residents cannot fill most 20 of their shopping needs locally, they will get in the habit of 0 buying everything from outside of the area. Shoppers like '94 '95 '96 '97 '98 '99 '00 '01 '02 convenience and are creatures of habit; taking advantage of both of those facts is important to the success of a local retail Source: City of West Sacramento industry.

Big Box. Big box retailers generally offer a wide variety of goods at discount prices. They have become a staple of American shopping, and many shoppers would simply not know where else to buy household items. Big box retailers look for growing populations to serve.

For some communities, big box retailers are controversial. With their low prices and large selection, small local retailers often have a hard time competing. Big boxes have also traditionally located outside of the central business district, drawing a lot of shopper traffic away from downtown. Thorough planning and cooperation between city officials and retailers is required to remedy these concerns.

Destination Shopping. Destination shopping is changing its shape across the country. It used to be Livability Rating for Entertainment & Recreation that people would do a majority of their shopping downtown. The concentration of shops allowed 50% 43.3% people access to a wide variety of specialty goods. 45% 40% 33.3% As Americans moved into the suburbs, indoor malls 35% and strip centers replaced downtowns as the 30% shopping location of choice. These offered all the 25% 17.4% conveniences of downtown, but generally offered 20% better parking, better access, and air conditioning. 15% 10% 3.0% 3.0% Strip centers especially, and malls to some extent, 5% 0% have a bad image in the public mind. People generally see them as ugly and non-conducive to 1-Low 2 3-Medium 4 5-High neighborhood planning. City planners are now trying to harness the power of destination shopping in urban infill areas in order to build more attractive cities. They also serve as entertainment options and are often combined with movie theatres and art museums. Popular concepts are outdoor malls, downtown revitalization programs, and new town centers. These efforts generally combine retail shopping with restaurants and outdoor cafes.

West Sacramento is badly in need of destination shopping and a regional entertainment venue. Current prospects involve development along the riverfront and a dining and entertainment district centered on Raley Field. The hardest part of successful retail and restaurant venues is drawing consumer traffic. The stadium brings 9,000 people to West Sacramento each game, with an annual attendance near one million people. Nearby businesses should be able to capitalize on all of this exposure. West Capitol Avenue, which serves as the gateway to the community, has significant traffic but requires additional redevelopment to become a shopping destination..

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Everyday Goods and Services. At the most basic level, communities must have stores that provide everyday household goods; this category includes grocery and convenience stores, banks, and cafes. These establishments generally follow population growth, though including them in the planning process is generally better than the laissez faire approach. These stores are neighborhood specific and must match the area’s demographic.

Most of West Sacramento’s planned developments are mixed use. This will go a long way in providing everyday Desired Businesses to Open or Expand goods and services to new residents, and since they are Restaurants, Music Venues 81.2% being built alongside the residential development, they are Clothing, Accessories 65.2% more likely to meet the specific needs of the residents. Fitness Facility 41.5% Groceries 35.7% Southport Town Center is a good example. It will serve as Museum, Cultural Center 33.3% a neighborhood shopping center anchored by a Nugget Office Supplies 29.5% Market and two restaurant pads. Arts, Crafts, Antiques 29.5% Furniture, Appliances 27.1% Hotel 12.6% Competitive Assets - Retail Asset West Sacramento

Growing residential population 3 Demonstrated need and desire 3 Large daytime population nearby 3 Large dependence of sales tax revenue 3 Aligns with redevelopment goals 3