Comprehensive Economic Development Strategy

Transcription

Comprehensive Economic
Development Strategy
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:
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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:
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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
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
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.
Roberta Paul, Yolo County Dept. of
Employment and Social Services
Len Strickland, Riverpointe Insurance
Oleg Kaganovich, Sacramento Area
Regional Technology Alliance
Dan Ramos, Ramco Enterprises
Suzanne Mikesell, Yolo County
Nora Moore-Jimenez, UC Davis CONNECT
Dr. Judy Kjelstrom, UC Davis Biotechnology
Program
Mary Post, PG&E
Bob Burris, Sacramento Area Commerce
and Trade Organization
Brenda Crum, Crum & Crum
Tim Gayles, KOO Construction
John Sulpizio, Sacramento- Yolo Port
Steve Mathis, Sacramento – Yolo Port
Susan Airhart, JAX West (Jackson
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
Marianne Estes, Economic Development
Advisory Commission
J. Michael Brady, Economic Development
Advisory Commission
Barbara Moore, West Sacramento Parks
Department
Diane Richards, West Sacramento
Redevelopment Agency
Jatinder Hundal, Xyratex, Inc.
Debra Luff, Sacramento City College
Paul Johnson, Washington Unified School
District
Mike Gorman, Gorman’s Stationery
David Miller, Pacific Bell/SBC
Jon Gregory, Golden State Venture Capital
Network
Denice Seals, Garcia Lee & Concepcion
Medical Group
Greg Williams, Dade Behring Inc.
Table of Contents
Introduction
2
Key Findings
2
Target Industries
3
Vision and Goals
4
Implementation
Implementation Matrix
5
City Priorities
14
Recommendations
19
Workforce and Education
19
Entrepreneurship
25
Quality of Life
31
Land Use/Sites and Infrastructure
35
39
Marketing
44
Appendix
Performance Metrics
Economic Development Survey Report
Marketing Guide
Relevant City Plans Incorporated into Economic Development Plan
Potential Funding Sources
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:
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Absence of a higher education institution within the city
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Perception of the city largely as an industrial location
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Lack of entrepreneurial support and focus
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Poorly skilled workforce
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Poor perception of K-12 schools
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Large number of people working but not living in the city
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Lack of engagement of the business community in the city’s future
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Lack of quality retail, entertainment and nightlife
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Division between long time and newer residents
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Economic development services provided completely by city government
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City departments do not appreciate their role in economic development
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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.
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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:
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Goal One: Workforce development and education programs are focused on preparing the
workforce for West Sacramento’s target industries.
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Goal Two: Entrepreneurship and small business growth are significant drivers of the
economy.
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Goal Three: West Sacramento is an appealing place to live for young professionals and
individuals employed by target industry companies.
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Goal Four: West Sacramento’s sites and infrastructure meet the needs of target industries
and a growing population.
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Goal Five: Existing talents, leaders and resources are coordinated so that there is a seamless
system for economic development services in West Sacramento.
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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.
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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:
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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.
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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.
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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.
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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”.
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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
Primary Implementer
The organization that has primary responsibility for convening taskforces and leading
implementation of a specific goal, objective or action
Supporting
Implementer
The organization(s) that should support the primary implementer
Time Frame
Period which it takes to begin and accomplish an objective
Metric
Performance measurements to monitor, adjust, and rate the success of actions taken to
accomplish an objective
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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.
FUNCTION AREA
PRIMARY
IMPLEMENTER
Workforce and
Education
City
Entrepreneurship
City
Quality of Life
City
Land Use, Sites and
Infrastructure
City
Economic
Development Efforts
City
Marketing
City
SUPPORTING ORGANIZATIONS
Washington Unified School District
Yolo County
West Sacramento Chamber
Community Colleges
Universities
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
Universities
Local Non-profits
Local Banks
Sacramento Entrepreneurship Academy
Other local venture capitalists
Community Colleges
Local Retail Developers
California Highway Patrol
West Sacramento Real Estate Brokers
Chamber of Commerce
Sacramento Convention and Visitors Bureau
Service Clubs
Non-profits
Churches
Local Businesses
Sacramento River Cats
Yolo County Transportation District
Chamber of Commerce
Museums
Port
Developers
City Artists
Telecommunications Companies
Chamber of Commerce
Yolo County
SACTO
Chamber of Commerce
Local media
7
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.
RECOMMENDATIONS
Workforce and Education Objective One: Create a permanent, dedicated educational facility
committed to the pursuit of higher learning within the city of West Sacramento.
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.
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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,
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
st
Action 4: Investigate funding opportunities available through the 21 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.
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.
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.
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
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Summary of Entrepreneurship Recommendations
Goal: Entrepreneurship and small business growth are significant drivers of the economy.
RECOMMENDATIONS
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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
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.
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.
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
9
Summary of Quality of Life Recommendations
Goal: West Sacramento is an appealing place to live for young professionals and individuals employed by target industries.
RECOMMENDATIONS
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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.
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
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.
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.
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
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
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
10
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
RECOMMENDATIONS
Sites and Infrastructure Objective One: Continue to focus on aggressive code enforcement throughout the
city.
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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.
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.
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 multimodal 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
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.
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
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.
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
11
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.
RECOMMENDATIONS
Timing
Pg # in
Rpt.
2005
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2005
42
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
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.
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
12
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.
RECOMMENDATIONS
Marketing Objective 1: Establish a coordinated economic development message and commit to
implementing a marketing plan
Timing
Pg # in
Rpt.
2005
47
2005
47
2005
48
2005
53
2005
54
2005
56
2005
57
2005
58
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
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.
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.
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.
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.
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.
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.
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
13
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
3
3
3
3
Create a permanent, dedicated educational facility committed to the pursuit of higher
learning within the city of West Sacramento.
Create and support facilities that nurture and develop entrepreneurs and accelerate small
business formation.
Create and enhance programs at Los Rios Community College that help workers transition
into target industry occupations.
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.
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
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
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.
16
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 postgraduation 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
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.
18
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 underperformed. 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.
19
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.
20
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.
21
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.
22
•
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.
23
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.
24
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 nonprofit organization that assists small business owners in resolving problems, increasing
25
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.
26
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).
27
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
28
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.
29

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.
30
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 familyoriented recreation and entertainment, sports, music and cultural events.
Specific activities to support these objectives are provided below.
31
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
32
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.
33
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.
34
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 mixeduse 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.
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
35
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:
competitiveness as a place to do business.
Continually assess the city’s
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).
36
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.
37
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.
38
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.
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.
39
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 semiannually.
•
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.
40
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.
41
•
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.
42
•
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.
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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.
44
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
45
•
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.
46
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.
47
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.
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 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.
48
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
Vibrant
Research
Growth
Smart
Fertile
Science
River
Eccentric
Cool
Evolving
Advancing
Bridge
Technical
Diverse
Proactive
Affordable
Fuel Cells
Fun
River Cats
Land
Friendly
Convenient
Untapped
Beautiful
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.
49
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
50
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.
Brand Identity:
Recommended Branding Themes
•
•
•
•
•
Powering Business
Fueling Growth of Emerging Business
California’s Cool New City
Home of Clean Energy Technologies
Advancing the Way We Live
West Sacramento, CALIFORNIA
Brand Theme:
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, knowledgebased workforce, businessfriendly, affordable land
and office space, superior
quality-of-life, and welcoming people
in a small town atmosphere.
Northern California City,
formed in 1987,
Home to CA Fuel Cell Partnership.
What are West Sacramento benefits?
What is West Sacramento’s product?
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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).
52
Marketing Objective Four: Develop professional marketing tools.
Before West Sacramento launches a new and more effective internal campaign, it
existing tools and consider producing new collateral material. Marketing tools
development leaders and help them promote the city. Some of West Sacramento’s
current marketing tools are the Chamber’s electronic newsletter, the Chamber Chat
Dollars and Sense electronic newsletter.
should review
aid economic
most effective
and Agency’s
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
53
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.
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West Sacramento's Target Audience Requirements and Points to Promote
Audience
Top Requirements (Needs)
Top Assets to Promote
Local companies
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Skilled workforce
Low operating costs
Sites to expand
Quality jobs (advancement opportunity)
Entertainment / Shopping / Recreation
options
Affordable housing
Access to capital
Incubator facility
How to start a business tools
Creative workers
Fun city
Business
Influencers and
Developers
•
•
•
Competitively priced land
Incentives
Low costs and quick permitting
•
•
•
Available land and sites
Targeted incentives
Permitting process
Public sector
officials
•
•
•
Raise tax base
Improve quality of life
Provide more jobs
•
•
•
•
•
Quality jobs
Balanced growth
Better infrastructure (roads)
Downtown activities / shopping
•
Economic development vision and
plan
Integrated team working to improve
and market
plan
More jobs
Superb quality of life
•
•
•
•
Available financing
Technical workforce
Strong research presence
Affordable industrial space
•
•
•
•
Scientific-based workforce
Affordable lab space
Presence of major bio-focused
University
•
Logistics
•
•
•
Access to major highways
Affordable land
Proximity to large metros
•
•
Food Processing
•
Proximity to markets with large
populations
Access to highways
Low operation costs / labor
Access to packaging suppliers
Skilled workers
Entrepreneurs
Community at large
Fuel Cells
Biotechnology
•
•
•
Retail
•
•
Proximity to markets with large
populations
Inexpensive labor
•
•
•
•
•
•
•
•
•
•
•
•
Quick and inexpensive permitting
Available land and sites
Dedicated workforce
Proactive leaders
plan
Quality of life amenities
Financing options
MTI and other incubators
UC Davis talent
Access to Sacramento / San
Francisco entertainment
Home of the CA Fuel Cell
Partnership
Plentiful affordable industrial space
Access to State Capital
UC Davis – best bio program in the
nation
Research skilled workforce
Affordable lab space
•
•
•
•
Traditionally a distribution economy
Proximity to suppliers and
customers
Regional Wi-Fi network
Established agricultural industry
Access to large population
Strong distribution system
•
•
Growing residential population
Large daytime population nearby
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
55
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 communitymarketing 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
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.
57
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.
58
Appendix
Accompanying the:
Comprehensive 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
2
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
$10.6 billion
CA = 44% of US Total
$51,133
$45,006
77.3%
78.0%
79.0%
80.0%
81.0%
82.0%
83.0%
California
United States
West Sacramento as % of the U.S.
West Sacramento Target Benchmarks
1997
Performance:
2000
2003
Set
2005
Goals:
2006
(sample)
2007
2008
2009
2010
$335 million
$30 million
$31.5 million (5%)
$35 million (10%)
$38 million (10%)
$42 million (10%)
$46 million (10%)
$50 million (10%)
$30 million
$4.7 billion
$34,792
West Sacramento
Historical
Infrastructure & Sites
55%
60%
65%
70%
75%
80%
West Sacramento
Venture Capital Funding Telecommunications
to Northern California
Access of Residents
area companies
and Businesses
Entrepreneurship
Sacramento
Household income
Workforce & Education
West Sacramento
West Sacramento, California
2004
Sample Performance Benchmarks
Quality of Life
29.5%
29.5%
30.0%
30.0%
32.0%
33.0%
N/A
29.8%
30.3%
29.1%
West Sacramento
96
96
96
96
95
95
95
96%
100
218
96
Sacramento
Percentage of
population 25-44 years Cost of Housing
old
Ratio
Quality of Life
4
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
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
Age:
_______________________
Ethnicity:
African American
Annual Income:
Do you live in West Sacramento? Circle one: Yes or No
$0 – 25K
$51 – 75K
$26K – 50K
$76K+
Years of education: Circle one:
Less than High School
H.S Graduate
Undergraduate degree
Graduate and above
Other: _________________
Circle one: White Hispanic
Asian Other: ____________
Do you work in West Sacramento? Circle one: Yes or No
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
K-5 education
6-8 education
9-12 education
Community colleges
Workforce training programs
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
Livability
Cost of living
Entertainment / recreation
Arts / Culture
Low crime
Good healthcare
Family environment
Climate
Good value housing
Historic preservation
Growth management
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
Infrastructure
Air service
1
2
3
4
5
Highway access
City streets
Driving time to work
Mobile phone service
High speed Internet connectivity
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
Working environment
Job availability
Career advancement opportunities
High paying jobs
Equal opportunity
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
General Economy
Image of city as a place to live
Effective government leadership
Strong business growth
Location for high tech activity
Small business resources
Tourism promotion
Public Transportation
1
1
1
1
1
1
1
2
2
2
2
2
2
2
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
6
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
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
$20-$50 million
$1-$5 million
$50 - $100 million
$5-$20 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
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 Incom e
$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
Asian
5.7
African American
2.4
Hispanic
11.8
White
74
0
20
40
60
80
Percent
Years of Education
5.6
Other
Graduate and Above
33.9
29.9
Undergraduate Degree
H.S. Graduate
27.9
Less than High School
2.8
0
10
20
30
40
Percent
9
Do you live in West Sacramento?
No
Yes
No
Yes
Do you work in West Sacramento?
Yes
30.7
No
69.3
How long have you lived in West Sacramento?
50
45
40
Percent
35
30
25
20
15
10
5
0
0-4 Years
5-10 Years
11-15 Years
15 Years +
10
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
Education
1 = not well; 3 = average; 5 = very well
5
4
3
Satisfaction
with W. Sac's
Performance
2
Workforce training
programs
Community College
9-12 Educaton
6-8 Education
0
K-12 Education
1
1,014 of the total 1,344 respondents answered this question.
K-5
6-8
9-12
Community
colleges
Workforce
training
programs
1 – Low
2
3 - Average
4
5 – Very
well
15.4%
25.9%
32.5%
30.4%
14%
21.9%
21.9%
24%
38%
36.1%
31.5%
28.1%
16.1%
8.9%
7.7%
10.3%
16.4%
7.1%
6.3%
7.2%
33%
25.6%
30.9%
5.2%
5.3%
12
Livability
5
4
3
Satisfaction
with W. Sac's
Performance
2
Growth Mgt.
Historic
Preservation
Housing
Value
Climate
Low Crime
Family
Oriented
Healthcare
Arts / Culture
Entertainment
0
Cost of Living
1
Cost of living
Entertainment/
recreation
Arts/ culture
Low crime
Good
healthcare
Family
environment
Climate
Good housing
value
Historic
preservation
Growth
management
1 – Low
2
3 - Average
4
5 – Very
well
4.5%
36.2%
9.4%
33.8%
46.3%
21.8%
27.7%
5.6%
12%
2.6%
42.9%
15.3%
29.3%
31.9%
22.1%
28.6%
18.9%
40.3%
32.4%
4.7%
16.9%
6.4%
1.7%
5.3%
3.4%
8.3%
17.6%
40.5%
25.5%
8.1%
2.9%
5.2%
5.9%
10.2%
35.7%
36.5%
37.8%
32.2%
17.7%
15.9%
15.3%
28.3%
41.5%
11%
3.8%
23.8%
21.9%
36.8%
13%
4.5%
13
Infrastructure
5
4
3
Satisfaction with W.
Sac's Performance
2
Public
Transportation
High Speed
Internet
Mobile Phone
Service
Commute Time
Highway
Access
0
Air Service
1
Air service
Highway
access
City streets
Driving time to
work
Mobile phone
service
High speed
Internet
connectivity
Public
transportation
1 – Low
2
3 - Average
4
5 – Very
well
18.8%
9.7%
14.1%
14.8%
38.5%
26.7%
19.2%
25.2%
9.4%
23.6%
14.7%
9.1%
21.8%
12.7%
41.1%
30.4%
16.3%
24.6%
6.1%
23.2%
10.3%
13%
38.5%
24.2%
14%
19%
17%
35.9%
17.1%
11.1%
21.4%
24.7%
36.6%
11.7%
5.5%
14
Working Environment
5
4
3
Sac's Performance
2
Equal
opportunity
High paying
jobs
Job
availability
0
Career
advancement
opportunities
1
Job
availability
Career
advancement
opportunities
High paying
jobs
Equal
opportunity
1 – Low
2
3 - Average
4
5 – Very
well
22.4%
28.5%
38.8%
6.4%
3.8%
24.7%
33.9%
34.2%
4.9%
2.4%
31.5%
38.2%
25.5%
2.5%
2.2%
12.9%
15.9%
49.6%
13.6%
8.1%
15
General Economy
5
Sac's Performance
4
3
2
Tourism
Promotion
Sm.
Business
Resources
Location for
High Tech
Activity
Strong
Business
Growth
Effective
Vovt.
Leadership
0
Image of a
city as
place to live
1
Image of city
as a place to
live
Effective
government
leadership
Strong
business
growth
Location for
high tech
activity
Small
business
resources
Tourism
promotion
1 – Low
2
3 - Average
4
5 – Very
well
19.2%
27.2%
34.3%
15.1%
4.1%
15.6%
22.1%
41.8%
16.3%
4.2%
14.3%
26.3%
37.5%
17.4%
4.5%
16%
25.4%
35.3%
7.3%
6%
16.9%
26.5%
40.9%
12.2%
3.6%
38.3%
32.7%
22.3%
5.2%
1.5%
16
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
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
Agriculture
Manufacturing
Telecom
Biotech / Research
Tourism and hospitality
Software Development
Healthcare
Prof. Services
0%
10%
20%
30%
40%
50%
60%
17
What does effective economic development mean to you?
one.
Check
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
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%
5%
0%
Proximity to
Sacramento
Small Town
Potential
Affordability
Transportation
Infrastructure
Local employers
and leaders
19
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
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
Maintain
Expand
40
Decline
20
Real Estate
Equipment
Investment
Supplier
Purchases
Profitability
Revenue
0
Employment
Percent
60
21
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
City of Davis
Logo
City of Elk Grove
Logo
City of Folsom
Logo
City of Dixon
Logo
Web site Critique
The Web site is w ell-organized and provides
relevant and valuable information. It also provides
articles about the community from major
publications in the area. This is very useful in
marketing for ED. The Web site does not list a
tagline, mission, or vision statement
No Tagline
The City, Chamber, and Folsom Economic
Development Corporation Web sites are w ellconnected. How ever, they are all very lean in
content. The City of Folsom's Web site provides
more information.
Tagline
Web site Critique
Integrity,
Professionalism,
Teamw ork, Workplace
of Choice, Innovation,
Trust and Respect.
Dixon's Econ. Dev. Web site is under construction.
Solano Economic Development Corporation, Dixon's
Economic Development Partner offers information.
Tagline
Web site Critique
The affordable bay
area choice
Regional ED Partners / Expansions - New Recruits
Solano Economic Development Corporation- The Affordable
Bay Area Choice
Yolo County BioZone- Targets Biotechnology Companies.
Works w ith the City of Davis, Woodland, West Sacramento,
and the UC - Davis.
The City's Web site has a section
dedicated to new s that is updated
often
Best Practices
James Hardie Building Products Company w ill construct a
$47.5 million plant near Grant Line and Waterman Roads that
w ill bring an initial 100 jobs to Elk Grove. In addition to the plant,
the company has purchased 20 acres for possible future
expansion. Elk Grove recently approved several commercial
building permits, including a Rite Aid drug store on Elk Grove
Boulevard, an Infiniti car dealership on Laguna Grove Drive
and Kohl’s Department Store on Bruceville Road. Elk Grove City
officials say this is evidence of Elk Grove’s hard w ork to
create a strong “jobs-to-housing” balance and an overall w ellrounded community.
The City of Folsom Web site has a
Sacramento Area Council of Governments (SACOG);
page called "Who's coming to Folsom". Sacramento Area Commerce and Trade Organization (SACTO)
It list all businesses planning to expand
or relocate in Folsom, and the date
they plan to open. It is a great w ay for
the City of Folsom to show case their
success.
Best Practices
It is easy to navigate, and is linked to Davis'
Davis markets its biggest asset - UC
community and the surrounding communities. It
Davis.
does not state its mission, vision or a tagline. It
portrays the city as a family oriented college tow n.
No Tagline
Tagline
Web site Critique
Tagline
Best Practices
Benchmark Cities
Analysis of Benchmark Cities’ Positioning
23
24
No Web site
Web site Critique
No Web site
Seaway International Trade Center
Markets the Port as California's Capital Port. Ithas one
page that tells viw ers that w ill build to suit and have multi
uses. They also have direct access to the port. The
page is very plain, and does not traget specific
businesses
w w w .portofsacram ento.com
Web site Critique
Port of Sacramento Industrial Park
Web site Critique
Southport Business Park
Riverside Commerce Center Web site consists of three
sub pages on the Harsch Investment Properties. It gives
very little information on the specs of the property other
than the location.
w w w .harsch.com
Web site Critique
Riverside Commerce Center
Top West Sacramento Sites
Catered to R&D type tenants and
now is over 80% leased;
Bayside Distribution, Affymetrix;
Pacific Gas & Electric Company
(1) Work w ith City of West
Sacramento and target
biotechnology and fuel cell
companies.
$1.50-3.50
275
Acres Cost per acre
60
Acres Cost per acre
672
(1) Work w ith the City of West
Sacramento and target high-end
retail, logistics, food processing,
biotechnology, and fuel cell
companies
Sacramento and target high-end
retail, logistics, food processing,
biotechnology, and fuel cell
companies
Water Related Industrial and
Light Industrial
Sacramento and target logistics,
and food processing companies
Companies Located in
Park / Development Plans Recommendations
Westrec Marinas- proposes to
build retail, dry stack storage,
docks, restaurants, and multi
family residential on the 60 acre
property.
Southport Business Park, w ith
10 million square feet planned, is
one of the largest masterplanned business parks in the
country.; NorCal Beverage
Com pany; Certain Teed
Acres Cost per sq. ft Park / Development Plans Recommendations
75
Acres Cost per acre
Site Analysis and Recommendations
25
Media / Publications
Comstock’s Business Magazine
Sacramento, California
Magazine
Douglas Curley
916-364-1000 x111
[email protected]
www.comstocksbusiness.com
Prosper
Magazine
Carol Chamberlain
916-233-4462
[email protected]
www.prospermag.com
City Lights
Newsletter
Art Schroeder
916-617-4500
[email protected]
http://www.ci.west-sacramento.ca.us
Daily Democrat
Woodland, California
Newspaper
Jim Smith
530-406-6230
[email protected]
www.dailydemocrat.com
Independent Voice
Dixon, California
Newspaper
David Scholl
707-678-8917
[email protected]
www.independentvoice.com
Sacramento Business Journal
Newspaper
916-447-7661
916-447-2243
[email protected]
www.sacramento.bizjournals.com
The Sacramento Bee
Newspaper
Ralph Frattura
(916) 321-1152
[email protected]
www.sacbee.com
Sacramento State Hornet
Newspaper
Jaclyn Schultz:
916-278-6584
[email protected]
www.statehornet.com
The California Aggie
Davis, California
Newspaper
Andrew Whelan
[email protected]
www.californiaaggie.com
Sacramento Union
www.sacunion.com
Online newspaper
The Press Tribune
Roseville, California
Newspaper
Craig Dennis
916-774-7955
916-783-1183
[email protected]
www.thepresstribune.com
650 KSTE AM
Radio
916-929-5325
916-564-6731
[email protected]
www.talk650kste.com
KDVS - 90.3
Davis, California
Radio
Steve Valentino
530-752-0728
[email protected]
www.kdvs.org
26
KFIA 710 AM
Radio
916-924-0710
916-924-1587
[email protected]
www.kfia.com
KHTK 1140 AM
Radio
Michael Hernandez
916-338-8781
[email protected]
www.khtkam.com/index.shtml
KSEG - 96.9
Radio
916-334-7777
916-339-4559
[email protected]
www.eagle969.com/home/index.html
KSSJ - 94.7
Radio
916-334-7777
www.kssj.com
KTKZ 380 AM
Radio
916-924-0710
916-924-1587
[email protected]
www.ktkz.com
KXJZ 88.9 FM - NPR
Radio
Joe Barr
916-278-8969
916-278-8989
[email protected]
www.csus.edu/npr/
KYMX - 96.1
Radio
916-923-6800
www.kymx.com
ABC KXTV Channel 10
TV
Ron Comings
916-321-3300
916-447-6107
[email protected]
www.kxtv.com
NBC KCRA Channel 3
TV
916-444-7316
www.thekcrachannel.com
City of Davis
Focus Newsletter
Davis Downtown Business Association
(530) 756-8763
[email protected]
www.city.davis.ca.us/focus
City of Folsom
Newsletter
Folsom City Council
(916) 355-7200
www.folsom.ca.us
City of Elk Grove
Economic Development News
Reid Montgomery
(916) 478- 2261
[email protected]
www.elkgrovecity.org
City of Woodland
Progress Newsletter
Linda Henigan
(530) 662-7327
[email protected]
www.woodlandchamber.com
27
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
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
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
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
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
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
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
Phone: 916-446-7841
Fax: 916-442-5961
Web site: http://www.awmanet.org/gov/gov_state-assoc.html
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
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
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
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
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
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/
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
Phone: 916-447-5793
Fax: 916-447-6182
37
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
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
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
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.
41
Community Assessment
April 16, 2004
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
40
Infrastructure and Land Use
42
Quality of Life
44
46
1
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
Quality of Life
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
2
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.
3
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
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.
4
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.
5
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.
6
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.
7
Introduction
West Sacramento is one of four major cities in
Yolo County with roughly 36, 600 residents in
2003. West Sacramento is just across the
river from the city of Sacramento with a
population of almost 450,000.
West
Sacramento’s population has grown slowly
throughout the last decade, but has grown
rapidly in the last three years. The region
expects to see a population growth of 1.7
million by 2050.
The demographics of West Sacramento
continue to change in ethnic make-up and age.
The county is now home to a growing Latino
community. Making up less than 25 percent of
the population in 1990, Latinos now account
for 32 percent of West Sacramento residents.
The city also has a significant number of
residents with Russian ancestry or immigrants
from Russia making up 7 percent of the
community. The city’s population across age
groups has been stable and is basically
consistent with that of the metro region.
West Sacramento at a Glance
Population, 2003
Net New Population, 90-03
% Change, 90-03
% of Adults with a Bachelor's Degree or
36,550
7,624
26.35%
10.60%
higher
% of Private Sector Workforce in
7.60%
Manufacturing
Median Household Income
$34,792
Median Home Price, 2003
$230,000
Private Sector Jobs
Total Private Sector Payroll
Avg. Private Sector Salary
12,018
$821 million
34,234
Sources. 2000 Census; 2001 County Business Patterns;
City of West Sacramento; Mulitple Listing Service
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.
8
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?”
•
Almost 3.7 million people are expected to live in
the Sacramento area by the year 2050.
•
Such growth will require public foresight in order
to meet the infrastructure needs of another 1.7
million people.
Projected Population Growth
Sacramento Region
4,000
Population (thousands)
The Sacramento Regional Blueprint highlights the
metro’s future population growth.
3653
3,500
3,000
2,500
1949
2,000
1,500
1,000
427
500
0
1950
2000
2050
Source: Sacramento Region Blueprint
•
•
Over the last ten years, the local labor force has
grown by 25 percent and now exceeds one
million people.
The Regional Blueprint projects these growth
rates to continue and expects the number of
regional jobs to double from 921,000 in 2000 to
1.9 million in 2050.
Labor Force, 1993-2003
Sacramento Region
1,100
Labor Force (thousands)
As population continues to expand, so do the
economic opportunities. Employers benefit from a
rapidly expanding labor force; local companies
successfully recruit talent from throughout the sixcounty Sacramento region.
1,050
1,000
950
900
25%
growth
850
800
'93
'95
'97
'99
'01
'03
Source: California Employment Development Dept.
9
Yolo County by policy seeks to protect farmland and
channel growth into existing cities. This will bring
much of that population growth to West Sacramento.
•
West Sacramento has traditionally grown much
slower than its neighbors, though the last three
years have seen substantial increases in new
residents.
•
Over the last ten years, West Sacramento has
grown faster than Sacramento and just slower
than the county average.
•
Placer County saw the fastest growth between
1993 and 2003.
Regional Population Breakdown
Population % Growth
2003
1993-2003
Counties
Yolo
El Dorado
Placer
Sacramento
Cities
West Sacramento
Sacramento
Davis
Winters
Woodland
181,300
166,000
275,600
1,309,600
21.7%
19.6%
42.1%
18.6%
36,550
433,400
64,300
6,600
51,000
20.2%
12.9%
28.3%
32.3%
20.7%
source: CA Dept of Finance
•
•
•
Population Growth, 1987-2003
West Sacramento
Most of the new growth has been in Southport,
which was made more viable for development
after the completion of the new bridge in 1997.
The Southport Framework Plan, a mixed-use
development plan for the area, calls for an
additional 14,000 housing units. According to
the 2000 Census, the entire city had just over
12,000 housing units.
The Framework Plan has the potential to
double the size of West Sacramento.
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
10%
8%
6%
4%
2%
0%
Annual Growth
•
West Sacramento has traditionally been a city
of relatively slow growth, seeing only a modest
population increase in the 1990s. In recent
years; however, the city has seen substantial
growth tied to new construction.
Population
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.
-2%
'87
'92
'97
'02
Source: CA Dept of Finance
10
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
West Sacramento
2,500
2150
1888
1869
1784
140
120
100
1104
1,000
1106
958 1057
$ Millions
Permits
2,000
1,500
Value of New Construction
West Sacramento
500
80
60
Residential
Commercial
40
20
0
0
'96
'97
'98
'99
'00
Source: City of West Sacramento
'01
'02
'03
'94 '95 '96 '97 '98 '99 '00 '01 '02 '03
11
Demographic Trends
Diversity is an important ingredient in any community,
enhancing the quality of life, workforce, shared
knowledge, and ideas. Varied cultures have always
been a part of West Sacramento’s history.
•
Whites, at 65 percent, make up a majority of
the population, but the city maintains strong
presences of other minority groups.
•
Within West Sacramento a strong presence
of Russian (7 percent) ancestry can be found.
The percent Russian is considerably higher
than the metro average of 1.3 percent. These
Russian roots date back to the community’s
original immigrant settlers.
Racial Composition
West Sacramento
White
65%
(71%)
Black
3% (2%)
Am. Indian
2% (2%)
Asian
7% (9%)
Other
16% (15%)
(1990 values in
parentheses)
2 or More
7%
Source: Decision Data, 2003 estimates
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.
•
•
•
•
•
The median age is 34.3, slightly lower than the
Sacramento MSA’s median age of 36.
Two important demographics to study are the
25 to 44-year olds and the 45 to 64-year olds.
These groups respectively represent the early
and late career workforce.
West Sacramento’s percentage of those in the
early career age group is slightly higher than the
metro’s share of 28 percent.
Age Distribution, 1990 vs. 2003
West Sacramento
65+
The MSA, however, has 24 percent of its
population in the older age group, two points
higher than West Sacramento.
1990
2003
12%
45-64
Age Groups
West Sacramento’s population across age groups
has been stable.
22%
25-44
29%
15-24
13%
0-14
23%
0%
10%
20%
30%
40%
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.
12
Fiscal Trends
Sources of City Funds
Sales tax is the largest source of revenue for the
City of West Sacramento.
•
•
Almost half of all City revenues come from
sales tax, followed by property taxes, which
provide 30 percent of City funds.
Sales tax revenues fell slightly in the 20012002 fiscal year but still brought in over $9
million. The decline can be attributed to both
exceptionally high sales the year before and a
general slowdown in the national economy.
Sales Tax
49.8%
Other
13.2%
Business to business transactions and
commercial activity provides as much as 58
percent of taxable sales in the city. A
relatively small percentage of taxable sales within
West Sacramento come from retail.
•
This commercial base makes West Sacramento
the largest sales tax recipient in Yolo County.
•
Rapid population growth and increased values of
new construction should provide new city
revenues through property taxes and retail sales,
altering slightly the profile of West Sacramento’s
sources of funds.
Vehicle
License
Fees
7.0%
Source: West Sacramento Finance Dept
Taxable Sales
West Sacramento
1,000,000
800,000
$ Thousands
•
Property
Tax
30.0%
All Outlets
600,000
400,000
Retail
200,000
0
'97
'98
'99
'00
'01
'02
Source: CA State Board of Equalization
Comparative City Tax Rates
Sales Tax (%)
Property Tax (%)
Davis
7.75
1.03788
West Sacramento Sacramento
7.75
7.75
1.02288
1.05*
Woodland
7.75
1.066
Source: CA Board of Equalization; County Appraisers; *denotes countywide average
Sales & Use Tax Revenues by Jurisdiction
Yolo County
Davis
West Sacramento
Winters
Woodland
Total
Fiscal Year
1997-98
1998-99
1999-2000
2000-01
2001-02
$1,556,167
$1,541,917
$1,785,506
$2,092,491
$2,121,039
$3,298,493
$3,816,561
$4,219,306
$4,977,083
$5,313,630
$7,175,582
$8,254,053
$9,269,388 $10,261,878
$9,071,525
$181,717
$165,109
$202,686
$207,665
$214,759
$5,770,139
$5,928,958
$6,733,096
$7,622,468
$7,058,350
$17,982,098 $19,706,598 $22,209,982 $25,161,585 $23,779,303
source: CA Board of Equilization
13
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
Sacramento
Average Wage
Per Capita Income
Yolo
County
$34,234
$16,559
Sacramento
MSA
$31,315
$20,674
California
$34,010
$24,324
U.S.
$39,409
$24,119
$34,669
$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.
West Sacramento is plagued with high
unemployment and low labor force participation
rates.
•
•
•
While Yolo County unemployment rates tend
to track the Sacramento PMSA, West
Sacramento traditionally has unemployment
rates about two points higher.
West Sacramento has a labor force
participation rate of 57 percent, compared to
63 percent for the county and 64 percent for
the MSA.
Unemployment Rate, 1990 - 2003
West Sacramento
Yolo County
Sacramento PMSA
12%
10%
8%
6%
4%
2%
0%
'90
'92
'94
'96
'98
'00
'02
Source: CA Employment Development Department
This is indicative of a number of things, primarily that area
jobs do not necessarily match the skills of residents.
14
Employment & Wages
•
The rate of growth reached 10 percent in 2001 and
is likely to continue upwards as opportunity breeds’
opportunity.
Over a quarter of jobs in the city are in the services
industry; these jobs are often in business services
(1,900), engineering and management firms (960),
education (630), and health services (920).
•
Other large sectors of the local economy include
manufacturing, transportation, and wholesale trade.
15%
28,000
Employment
23,000
10%
18,000
5%
13,000
0%
8,000
3,000
-5%
-2,000
-10%
'94
'96
'98
Annual Growth
•
Private Employment
West Sacramento
Employment
Private employment has risen in recent years as West
Sacramento begins to see growth in all areas.
'00
Source: US Census Bureau Zip Code Business Patterns
Wages in West Sacramento have not kept up with
growth in employment.
Average Wage
West Sacramento
•
The fall in wages corresponds to the rise in
employment in the city, indicating that the jobs
being created pay less.
This trend is common in cities with a small and
specialized employment base. As residential
growth occurs and new jobs are created, they are
likely to be in low paying service sectors such as
retail.
Average Wage
40%
$35,000
30%
$30,000
20%
$25,000
10%
$20,000
0%
$15,000
$10,000
-10%
$5,000
-20%
$0
-30%
'94
'96
'98
Annual Growth
•
The average wage in West Sacramento fell in 2001
after years of relatively little growth.
Avg Wage
$40,000
•
'00
Source: US Census Bureau Zip Code Business Patterns
15
While the top two employers in West
Sacramento are in the public sector, the
city is also home to a number of large
private sector businesses and
headquarters operations.
•
Raley’s, Rex Moore, Tower
Records, NOR-CAL Beverage,
and the River Cats are all
headquarters operations.
•
Not only are the River Cats a
major employer (particularly
during baseball season), but they
also bring visibility and
entertainment options to West
Sacramento.
Top 25 West Sacramento Employers, 2004
Company
Employees
U.S. Post Office
State of California, General Services
United Parcel Service
Raley’s/Bel Air
NOR-CAL Beverage
Rex Moore Electrical
Dade Microscan Inc.
Citigroup
First Health Group Corporation
Fleming Companies Inc.
MTS (Tower Records)
Roadway Express
Viking Freight
Tony’s Fine Foods
Farmer’s Rice Cooperative
SBC
Idexx Veterinary Services
CAL-AIR Inc.
Flowmaster
Clark Pacific
McKesson Drug Co.
KOVR TV 13
Sacramento River Cats
2,077
1,460
1,080
972
850
636
600
550
500
465
391
383
350
337
283
230
225
225
217
180
175
175
151
130
55*
*Seasonal Figure-In Season Employment Numbers Approx. 650
Average Wage by Industry
Total
Forestry, fishing, hunting, agriculture
Mining
Construction
Manufacturing
Wholesale trade
Retail trade
Transportation & warehousing
Information
Finance & insurance
Real estate & rental & leasing
Professional, scientific & technical svcs
Management of companies
Admin, support, waste mgt, remediation svcs
Educational services
Health care and social assistance
Arts, entertainment & recreation
Accommodation & food services
Other services (except public administration)
Other / auxiliaries
Yolo County
% Tot Emp Avg Salary
100.0%
$31,315
0.5%
$72,108
0.5%
$59,575
6.0%
$45,896
9.4%
$39,633
10.9%
$42,481
11.0%
$23,901
5.7%
$35,379
1.6%
$40,737
8.2%
$22,563
2.4%
$27,771
4.9%
$42,929
4.3%
$39,912
5.1%
$18,385
0.9%
$16,327
8.4%
$25,833
3.0%
$23,895
7.9%
$10,856
3.9%
$28,511
4.6%
$34,502
California
% Tot Emp Avg Salary
100.0%
$39,409.4
0.2%
$27,027.1
0.2%
$52,368.9
6.0%
$39,795.1
13.1%
$43,546.3
6.3%
$50,490.3
11.6%
$24,810.4
3.2%
$35,631.6
4.3%
$68,142.3
4.9%
$66,040.6
2.2%
$35,382.9
8.9%
$55,714.8
2.2%
$87,429.9
8.4%
$26,610.1
2.1%
$27,756.8
10.4%
$34,745.4
2.0%
$36,338.6
8.6%
$14,167.0
4.3%
$23,073.8
0.8%
$65,135.5
source: US Census Bureau, County Business Patterns 2001
16
West Sacramento Employment by Major Industry
Establishments
2000
AGRICULTURE,FORESTRY,FISHING AND MINING
CONSTRUCTION
MANUFACTURING-DURABLE
MANUFACTURING-NONDURABLE
TRANS,COMM,ELEC,GAS,SANITARY SERVICES
WHOLESALE TRADE
RETAIL TRADE
FINANCE,INSURANCE,REAL ESTATE
SERVICES
LOCAL GOVT
16
70
34
30
71
121
118
47
228
20
Growth, '96-'00
-42.9%
-4.1%
-5.6%
-11.8%
-16.5%
3.4%
-20.8%
-31.9%
-1.3%
300.0%
Employment
2000
107
2,027
667
1,717
4,523
4,251
3,026
1,198
4,004
1,612
Payroll
Growth, '96-'00
2000
Growth, '96-'00
-68.9%
53.7%
-11.9%
-0.7%
-0.5%
16.4%
-16.6%
25.3%
35.2%
***
526,459
22,932,233
7,085,712
16,368,043
41,781,229
41,486,568
20,772,608
13,638,907
29,629,193
13,236,281
-64.6%
99.2%
12.8%
6.1%
16.3%
29.5%
-6.9%
68.5%
45.5%
***
source: Employment Development Department, Labor Market Information Division; *** data unavailable for 1996
17
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%
25%
20.4%
24.2%
22.9%
West Sacramento 1990
West Sacramento 2003
California 2003
17.1%
20%
15%
7.1%
5.6% 5.9%
10%
6.1%
9.5%
7.6%
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
serves 6,200 students with a staff of 694.
Avg. Class Size
Spending per Pupil
Starting Teacher Salary
WUSD
26.5
$6,450
$30,028
County
25.9
$6,652
$34,864
State
26.2
$6,767
$34,352
•
The average class size of 26.5 is slightly
above the county average (25.9) and
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
unique challenges. The district has traditionally under
performed, but has shown some recent improvement.
•
16.5 percent of the students at River City
High School are English language learners
(ELL). The percentage is even higher at the
elementary school level; 55 percent of
students at Westfield Village Elementary, for
example, are ELL.
API Base Data
Percent Tested
Base API Score
Growth Target
Statewide Rank
Similar School Rank
API Growth Data
Percent Tested
API Growth Score
Actual Growth
1999
2000
2001
83%
96%
97%
591
572
593
10
11
10
4
4
4
7
6
7
1999-2000 2000-2001 2001-2002
96%
97%
96%
572
588
595
-19
16
2
18
•
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
%
Area
CA
Yolo County
Washington USD
2.70%
3.40%
3.60%
California High School Exit Exam
SAT
ACT
ELL's
% Passed
%
% taken Avg. Score % taken Avg Score
25.60%
22.00%
27.00%
36.70%
36.60%
17.70%
1012
1091
956
9.70%
10.30%
4.00%
21.3
21.7
18.9
English Only
76%
79%
70%
ELL
33%
26%
25%
All Student
66%
66%
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
UCD and
Percent
Percent
CASU Total
Under
Under
Under
Under
Graduate Grad Graduate Total Graduate Grad Graduate Total (2002-2003)
Selected Programs
3.3%
3.1%
Biological/ Life Science
157
344
131
10
141
187
485
21% 1,001
22%
Business/ Marketing
120 1,121
916
106 1,022
2,144
7%
9%
Communications
318
318
359
4
363
681
2%
2%
Computer/ IT
100
21
121
80
37
117
238
5%
4%
Education
228
247
182
285
467
19
713
5%
6%
Engineering/Tech.
247
334
236
55
291
87
625
4%
4%
Health Sciences
204
218
165
44
209
14
427
1%
0%
Mathematics
28
50
17
6
23
22
73
1%
1%
Physical Sciences
57
87
38
38
30
125
100.0%
100.0%
Total of all Programs
4,746
716 5,462
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.
19
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
20
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
Total
Los Rios Community College District (Fall '03)
American River College
Cosumnes River College
Folsom Lake College
Sacramento City College*
68484
28800
11267
6416
22649
Enrollment
Full-Time Part-Time
45837
7488
3876
1610
6394
22647
21312
7391
4806
16255
Annual Graduate Degrees
Number
% Going to a 4 Year
College/University
5815
1760
2139
398
1514
46.74%
67.44%
70.47%
unavailable
48.97%
source: Los Rios CCD *1500 students in West Sacremento
21
The City of West Sacramento operates a small economic development
office that promotes business recruitment and expansion and retention.
The office provides prospects with economic and demographic data, site
selection assistance, and referrals to brokers and lenders and workforce
development. It also helps companies work with other city departments.
The city’s target industries include: biotechnology, electronics and food
processing. Companies in these industries may qualify for relocation
and development incentives, financing, fee deferrals and credits. Small
business locations represent the mainstay of activity in recent years.
• The City has worked with a variety of firms including three
biotech firms.
Major Incentive Programs for West Sacramento
West Sacramento Business Inquires
July 2001 to December 2002
Company Type
Fiber cement building products
Biotech start-up
Fortune 500 back office user
Green bldg. products plant
Food processor
Technology Company
Call center
Call center
SACTO
Direct
SACTO
Direct
SACTO
UCD Connect
SACTO
Broker
Corp. training and guest resort
Food processing
Biotech crop research facility
Building materials mfg. facility
Call center
Air filter manufacturer
Plastic injection molding
Information Services
Food Processor
Machine shop
Grocery cart and shelving
Biotech Research lab
Bottled water
Beverage Production plant
Beverage Production plant
Tech support center
Big box retail site search
Call center
Food processor
SACTO
Direct
Broker
SACTO
SACTO
Direct
Yolo Co.
Direct
Direct
Consultant
Broker
Broker
SACTO
Direct
SACTO
SACTO
Developer
Broker
Direct
The Enterprise Zone Program targets economically distressed areas
throughout California. Special state and local incentives encourage
business investment and promote the creation of new jobs. The purpose
of the program is to provide tax incentives to businesses and allow
private sector market forces to revive the local economy. The zone
covers almost the entire city of West Sacramento. Enterprise Zone
companies are eligible for substantial tax credits and benefits including:
• Up to 100% Net Operating Loss (NOL) carry-forward. NOL
may be carried forward 15 years (suspended for tax years
2002 and 2003)
• Firms can earn $31,544 or more in state tax credits for each
qualified employee hired
• Corporations can earn sales tax credits on purchases of $20
million per year of qualified machinery and machinery parts
• Up-front expensing of certain depreciable property.
• Lenders to Zone businesses may receive a net interest
deduction
• 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.
Lead Source
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.
22
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
23
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.
24
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.
25
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
reputation as a dangerous city, and
despite the influx of many new residents,
that perception still lingers today among
some long-term residents of the region.
Through portions of the 1980’s and
1990’s the city had a significantly larger
violent crime rate than that of
Sacramento.
Since 1999 there has been a major drop
in violent crime in West Sacramento. In
fact it is lower than that of Sacramento
from most recent FBI data.
Rate of Violent Crimes
Crimes Per 1,000 People
•
2,500
West Sacramento
2,000
Sacramento
1,500
1,000
500
0
'88
'90
'92
'94
'96
'98
'00
Source: FBI, Uniform Crime Reports
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
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.
C a p ito l R e g io n R e n ta l R a te s
D e s c rip tio n
No. of
P ro p e rtie s
No. of
U n its
4Q 2003
Vacancy
4Q 2003
A vg R ent
Y o lo C o u n ty
W e s t S a c ra m e n to
D a vis
W o o d la n d
5
29
5
798
3 ,8 6 6
986
1%
1%
6%
$688
$ 1 ,0 9 7
$848
S a c ra m e n to R e g io n
D o w n to w n S a c ra m e n to
S o u th N a to m a s -W e s t
S o u th N a to m a s -E a s t
N o rth N a to m a s
P o c k e t-G re e n h a ve n
P o c k e t-R ive rla k e
5
5
13
4
11
9
1 ,0 1 7
1 ,9 0 7
4 ,3 4 4
888
1 ,7 5 6
1 ,6 7 4
6%
7%
4%
13%
6%
6%
$ 1 ,0 5 7
$ 1 ,0 2 2
$877
$ 1 ,1 7 8
$869
$962
N otes: 70+ unit stabilized properties, unfurnished rent, does not incorporate concessions.
Source: R ealfacts, C B R ichard Ellis
The next table reflects apartment rental rates in West Sacramento as of August 2003.
•
Single-family home rentals are available
from $800 to $2,000 per month.
West Sacramento Market Rate Rents
Unit Type
Rent
1BR/1/BA
2BR/1BA
3BR/1BA
3BR/2BA
$545-675
$645-775
$695
$950-975
Source: City of West Sacramento Telephone inquiries of five
area apartments complexes on 8/28/03
27
Medical Services
•
•
•
Urgent care, occupational therapy and medical offices are
located in West Sacramento.
Twenty-five acute care facilities are located within the
Sacramento area.
The closest is the University of California Davis Medical
Center.
This full-service, teaching hospital is
approximately three miles from the City.
Shopping
West Sacramento Area Hospitals
American River Hospital
Kaiser Permanente Davis
Kaiser Permanente Davis
Kaiser Permanente Medical Center
Kaiser Permanente So. Sacramento
Mercy Hospital of Sacramento
Mercy San Juan Hospital
Methodist Hospital of Sacramento
Sacramento Occupational Medical Group
Sutter General Hospital
Sutter Memorial Hospital
University of California, Davis
Medical Center of Sacramento
West Sacramento does not currently offer high-end retail shopping
or a broad selection of apparel. Residents must go elsewhere to
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
Auto and auto parts
Home furnishings
Houshold appliance and electronics
Hardware and building materials
Grovery stores and meat markets
Convenience stores
Pharmacies, cosmetics, personal care
Gasoline stations
Sporting goods, hobby, books, music
All other general merchandise stores
Florists
Office supplies & stationery stores
Used merchandise stores
Pet & pet supplies stores
Manufactured (mobile) home dealers
Electronic shopping & mail-order houses
Direct selling establishments
99
25
3
5
7
9
3
7
13
4
5
5
1
2
2
1
4
1
2
38
11
3
4
1
4
1
4
1
2
1
1
1
1
0
0
2
0
1
27
6
0
1
1
2
2
1
6
1
2
2
0
0
1
1
1
0
0
19
4
0
0
2
0
0
0
6
1
1
1
0
1
1
0
1
0
1
12
4
0
0
3
1
0
2
0
0
1
1
0
0
0
0
0
0
0
2
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
319
1,265
10,538
6,323
4,516
3,513
10,538
4,516
2,432
7,904
6,323
6,323
31,615
15,808
15,808
31,615
7,904
31,615
15,808
307
2,524
4,612
5,693
3,726
2,923
7,680
4,665
3,634
2,194
4,175
5,942
16,282
7,048
20,352
23,260
101,762
28,565
13,916
Accommodation & food services
Hotels, motels, bed and breakfasts
RV parks & campgrounds
Full-service restaurants
Limited-service restaurants
Cafeterias
Snack & nonalcoholic beverage bars
Food service contractors
Mobile food services
Drinking places (alcoholic beverages)
64
8
1
14
28
2
3
2
1
7
18
4
0
3
6
1
0
1
1
4
13
1
0
1
5
1
2
0
0
3
14
1
1
3
7
0
1
1
0
0
16
2
0
5
9
0
0
0
0
0
2
0
0
2
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
494
3,952
31,615
2,258
1,129
15,808
10,538
15,808
31,615
4,516
509
6,700
47,888
1,379
1,172
52,522
5,614
20,101
85,695
8,754
source: Census Business Patters, 2001 based on Zip Codes 95605, 95691, 95798, 95799; AngelouEconomics
28
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.
29
•
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 buildto-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.
30
•
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
average utility rates for
warehouse/distribution centers.
Office building rates are average.
2003 Utility Rate Com parison
Total Utility Costs*
Jurisdiction
W est Sacram ento
C ity of Sacram ento
Folsom
D avis
D ixon
W oodland
110,000 Sqft
W arehouse/Distribution Center
8,700 Sqft Office
Building
$20,375
$42,926
$14,515
$23,882
$23,055
$19,020
$9,512
$10,553
$5,111
$14,864
$8,596
$9,016
Water Service
Capacity
• 24 million gallons per day (mgd) West Sacramento Bryte Bend
Filtration Plant
*W ater, Sewer, Storm Drainage, Utility Tax, Property Tax Overrides (1), Business License (2), Solid W aste
• Phase I expansion to increase
(1) Assum es a building valuation of $3,716,336 (W arehouse) and $868,891 (Office) calculated from Building
capacity to 39 mgd to begin in 2004 Standards Building Valuation Data.
Actual overrides based on assessed value. Actual Tax Overrides likely to be higher than these estim ates
• Additional 9 mgd from 8 City wells
since future assessed value is not available.
• 3 wells for emergency standby
(2) W oodland rates assumes 21 to 99 em ployees.
purposes
(3) Garbage collection is the responsibility of the prop. owner.
• Peak Summer Usage is 24 mgd
source: Econom ic & Planning System s, Inc.; City of W est 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.
31
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
• 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.
32
Transportation Infrastructure
The table to the right provides a transportation access
description for all of the transportation assets in West
Sacramento.
Interstate Freeways and U.S. Highways
Road access is one of West Sacramento’s historical
strengths. The following freeways and highways are
within the city limits:
•
•
•
•
•
I-80 adjacent
I-5 adjacent
Business 80 adjacent
US 50 adjacent
US 99 4.5 miles
Transportation Access
Airport Access
Sacramento Int’l
12 miles
Airport
Sacramento Exec
5 miles
Airport
Interstate
Freeways
Interstate 80
Adjacent
Interstate 5
1 mile
Highways
US Highway 50
Adjacent
US Highway 99
4 miles
Amtrak, Southern Pacific, Union
Rail Access
Pacific
Public
Greyhound Bus, YoloBus,
Transportation
Sacramento Regional Transit
Port of
Inside City Limits
Sacramento
Airports
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.
33
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.
34
35
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
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.
36
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.
37
Business Climate and Entrepreneurship
Strengths
• Location-regional and state wide
• Regional image as business
friendly
• Cost of living
• Enterprise zone
Business Climate
and
Entrepreneurship
Weaknesses
• Large segment of the business
community is not connected to
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.
Opportunities
• Creating a bond between the City
and local business
• Building an entrepreneurial
environment
• Creating a more well defined
CBD
Threats
• Nearby cities becoming more
business friendly
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
38
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.
39
Workforce and
Education
Strengths
• Highly educated and large
regional workforce
• Forward-thinking university
leadership
• Exceptional local and state
college and university programs
• Growing population
Weaknesses
• Shortage of high-paying jobs,
opportunities
• Low skilled local workforce
• Small local workforce
• Local companies not employing
local workforce
Opportunities
• Larger segment of young diverse
professionals
• Stronger linkage of education
programs and economic
development
• Expand training opportunities
Threats
• Out migration of skilled workers
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
40
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.
41
Strengths
Opportunities
•
•
•
•
•
•
•
•
•
•
Highway system
Foreign Trade Zone
Business and Industrial Parks
Utility capacity
Measure K
Land prices
Permitting process is developer friendly
No utility use taxes
Weaknesses
Sites &
Infrastructure
•
•
•
•
•
•
•
•
•
Limited amount of land
Local roads in disrepair
State unable to fund promised for
infrastructure projects
Utility costs are greater than other areas of
the region
No real gateway into the city, people do not
know when they have entered West
Sacramento
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
•
•
•
•
Port planning process
Development projects – planned and
approved
Completed city plans
Building a fiber optic loop
Land prices
Yolo County and Davis slow growth
policies
Threats
•
•
•
•
•
•
•
Drainage
State funding in jeopardy
Communities offering better
business sites
Shorter permit processes elsewhere
Better infrastructure & incentives
elsewhere
Rail relocation
Uncertainty of the Port’s future
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.
42
•
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.
43
Quality of Life
Quality of Life
Strengths
• Access to Sacramento amenities
• Close proximity to California
amenities (mountains, ocean,
Bay Area)
• Comparatively low housing
costs
• Waterfront-Raley Field
• Unique ethnic restaurants
• Diversity
Opportunities
• Growing population
• Momentum and renewed
regional interest in the City
Expand
the number of events at
•
Raley field and improve the area
around the ballpark
• Expanded condominium
development
Weaknesses
• Much of the City has an
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
Threats
• Residential growth pressure
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.
44
•
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.
45
Strengths
• Progressive mindset of City leadership
• Dedicated program with full time staff
• Great potential of the community, strong
product to market
Economic
Development
Efforts
Weaknesses
• Chamber’s involvement in economic
development is almost non-existent
• Economic Development is not the
highest priority of the City – takes a back
seat to planning efforts
• Reactive – no proactive
• Staff not cross trained
• Lack of consensus with County
Economic Development efforts
Opportunities
• Clear targeted E.D. vision
• Unified brand & marketing
• More private / public alliances
• More connected education & E.D.
efforts
Threats
• Sprawl or growth that takes away
uniqueness of the City
• Government indecision
• Fail to implement a strategy
• Under capitalized 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.
46
•
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.
47
Target Industries
April 16, 2004
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.
2
Table of Contents
Introduction
2
Methodology
3
Review of Community Assessment
4
Fuel Cells
5
Biotechnology
8
Logistics
11
Food Processing
17
Retail
20
1
West Sacramento
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
Impact
Costs
Fuel Cells
Long-term
High
Moderate
High
High
Moderate
Biotechnology
Immediate
High
Moderate
Moderate
Moderate
Moderate
<>
Medium
High
Moderate
Low
Moderate
Moderate
<>
Food Processing
Short-term
High
High
Moderate
High
Moderate
Retail
Short-term
High
High
N/A
Low
Moderate
Target Industry
Logistics
West Sacramento's Current Competitiveness
Workforce
R&D
Structural Quality of Life
Readiness
Weak --> Strong
<>
<>
<>
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
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
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
Fuel Cells
Industry Trends
Fuel Cell technology began with its use in the
Apollo Space Program and recently gained public
support during President Bush’s State of the
Union speech. Fuel Cells are electrochemical
devices that combine hydrogen and oxygen to
generate electricity, heat, and water without
combustion or harmful emissions.
The current U.S. market for fuel cells is estimated
to be over a $700 million and is expected to grow
to nearly $14 billion by the next decade. The
advantages of fuel cells are: near zero emissions,
few moving parts, and ability to generate
electricity at remote locations without transmission
lines.
Fuel Cells
Fuel cell development is split between companies
whose primary focus is fuel cells and those
involved in the end use of the technology.
Company
Industry
Arbin Instruments
Batteries
Ballard Power Systems
Zero-emmisions power
DaimlerChrysler
Automotive
Dupont
Chemicals, materials, energy
Motorola
Communications
Market Size
· 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)
· Affordable flex industrial space
commercial buildings. Fuel cells can provide
· Local industry-specific permitting in place
power on site without the need for transmission
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
DaimlerChrysler
introduced by large fleet vehicles such as busses and will spread to
Ford
smaller vehicles as the fueling infrastructure develops. Portable
General
Motors
applications include: electronic devices such as laptop computers, cell
Honda
phones, cameras, and generators.
The outlook for fuel cells is bright. Presently, the barrier to
commercialization is the manufacturing costs. It is estimated that some
4,000 companies worldwide are developing fuel cell applications.
Automakers, governments, and other industries have invested at least
$7 billion over the last decade in fuel cell applications. The U.S.
Department of Energy estimates that fuel cell development could add up
to 750,000 jobs to the U.S. economy by 2030.
Fuel Cells in West Sacramento
The fuel cell target industry represents the greatest 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
Hyundai
Nissan
Toyota
Volkswagon
Ballard Power Systems
UTC Fuel Cells
BP
ExxonMobil
Shell Hydrogen
ChevronTexaco
California Air Resources Board
California Energy Commission
South Coast Air Quality Mngmt District
US Dept of Energy
US Dept of Transportation
US Environmental Protection Agency
5
West Sacramento
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
employees have traditionally been recruited away
from more established industries. Complementary
industries are therefore important in building a local
workforce. They are also important because much
of the work on fuel cells originates from division of
companies in other fields. Many of the engineers
working on fuel cells in West Sacramento have
been relocated from all around the world; most
began working in other areas of the auto industry.
Those hired locally are often technicians with less
than a college degree.
Competitive Assets - Fuel Cells
Asset
Local industry knowledge
Public-private cooperation
Technical workforce
Affordable industrial space
Permitting regulations in place
West Sacramento
3
3
3
3
3
6
West Sacramento
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
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.,
Japan and Europe accounting for 80 percent of all sales.
According to the Bureau of Labor Statistics, drug
manufacturing will add 75,000 jobs between 2000 and
2010, an average annual growth rate of 2.2 percent, while
the sector’s output will grow even faster at an average
annual rate of 5.6 percent (in real terms). Medical
equipment is expected to add another 50,000 jobs in the
same period, a growth rate of 1.6 percent. Additionally,
research and testing facilities are expected to net an
additional 227,000 jobs between 2002 and 2012, growing
at an annual rate of 2 percent. All told, biotechnology
should add nearly 400,000 jobs throughout the current
decade across the United States. Still, biotechnology is an
industry in its infancy, still relatively small even after a
decade of substantial growth. Today, less than 50 industry
companies have over 1,000 employees and none rank
among the top 25 employers in the largest biotech metros.
Biotech
NAICS Definition
3254 Pharmaceutical Mfg
3391 Medical Equipment & Supplies Mfg
4234, 4242 Medical & Pharmaceutical Wholesale
54171 Life Sciences R&D
621-623 Hospitals & Health Care Facilities
Industry Employment
· 12 million employed - US
Wage Rates
· $18 an hour in the US
Location Criteria
· Educated workforce
· Access to capital
· Affordable lab space
· Major research presence
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
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.
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.
Local Educational Institutions. University research is
one of the most important drivers of technology site
selection decisions, particularly for small and mid-size
firms. In West Sacramento, the nearby CSUS and UCDavis not only supply knowledge-based workers and
research, but have also planted the entrepreneurial
seeds as professors and students often transform
technologies into start-up companies.
Labor Force, 1993-2003
Sacramento Region
1,100
Labor Force (thousands)
West Sacramento will not be able to immediately meet
the needs of most high tech companies; however, local
employers have no problems drawing workers from the
larger region. The regional labor force has grown by 25
percent over the last ten years and is a tremendous
asset for West Sacramento. The region has a good
supply of life sciences researchers and lab technicians.
1,050
1,000
25%
growth
950
900
850
800
'93
'95
'97
'99
'01
'03
Source: California Employment Development Dept.
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
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 Investments, 1993-2003
Sacramento / N. California Region
$400
$350
$300
$ millions
Venture capital in the Sacramento region has been in
steady decline 2000, reflecting national trends. Local
companies report that perception of West Sacramento has
even hurt them when seeking funding. Venture capitalists
like to fund companies that they are familiar with, and thus
generally pick local companies. For West Sacramento
companies, this means that they compete with Silicon
Valley firms, where most of the area VC funding comes,
and have to convince investors that West Sacramento is
indeed a location for high tech.
$250
$200
$150
$100
$50
$0
'93
'95
'97
'99
'01
'03
Source: Venture Economics, Money Tree
Competitive Assets - Biotech
Asset
Regional research strength
Educated workforce
Access to capital
Affordable office and lab space
West Sacramento
3
3
3
3
10
West Sacramento
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
low costs and fewer errors than their non-tech
counterparts. This has added a high wage, high growth,
and high tech component to traditional distribution systems.
According to the Bureau of Labor Statistics, 62,000 people
are employed directly in process and logistics consulting
services, making an average annual wage of $60,000.
The electronic devices necessary for managing a modern
supply chain are widely overlooked economic development
targets. Virtually every product sold moves through the
distribution industry, meaning that this industry touches
roughly a third of the nation’s GDP. The movement of
these goods, a $264 billion industry, is increasingly
coordinated by high-tech means such as global positioning
satellites, real-time Internet tracking, and just-in-time
inventory systems.
Logistics
NAICS Definition
4885 Freight Transportation Arrangement
4884 Support Activities for Road Transportation
4882 Support Activities for Rail Transportation
493 Warehousing & Storage
Industry Profile
· $95 billion in revenues
· 640k employed - US
Wage Rates
Location Criteria
· Good access to major highway
· Affordable Land
· Large nearby market for goods
· Mature distribution industry
· 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
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
Industry Title
All industries
Agriculture, forestry, and fishing
Mining
Construction
Manufacturing
Transportation
Communications and utilities
Wholesale and retail trade
Finance, insurance, and real estate
Services
Other
% of Trans.
Use
100%
5%
1%
14%
24%
18%
3%
14%
3%
17%
2%
Growth in
GDP '96-'01
29%
8%
23%
52%
8%
26%
36%
33%
45%
42%
10%
source: US Bureau of Economic Analysis
12
West Sacramento
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.
13
West Sacramento
Logistics in West Sacramento
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.
Transportation, Warehousing, & Utilities
Sacramento-Yolo CMSA
Employment
29,000
Employment
24,000
10%
8%
6%
19,000
4%
14,000
2%
9,000
4,000
0%
Growth
Annual Growth
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 fulltime 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.
-2%
-4%
-1,000
-6%
'90 '92 '94 '96 '98 '00 '02
Source: CA Employment Development Dept
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.
14
West Sacramento
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
Industry
Employment
Occupation
Management Occupations
Business & Financial Operations
Computer & Mathematical Science
Architecture & Engineering
Sales and Related Services
Office & Administrative Support
Production
10.2%
6.3%
7.9%
23.2%
3.1%
12.2%
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
Business & Financial Operations
Computer & Mathematical Science
Architecture & Engineering
Production
U.S.
$78,870
$53,350
$61,630
$58,020
$30,610
$27,910
$28,190
California
$92,740
$58,150
$69,610
$65,700
$34,430
$30,770
$26,970
Yolo County
$81,567
$55,900
$57,900
$56,140
$33,000
$30,000
$27,670
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
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
Established distribution industry
Technical workforce
Regional Wi-Fi knowledge base
Competitive wages
Proximity to customers
West Sacramento
3
3
3
3
3
16
West Sacramento
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
gum, manufactured ice, and vegetable and animal fats
and oils. The food processing industry is the link between
the agricultural and retail sectors. Raw fruits, vegetables,
grains, meats, and dairy products are processed in the
plants and then sold to retailers or wholesalers, who then
pass these finished products along to the consumer.
Production and distribution of food and beverages account
for over one-sixth of the nation’s industrial output. The
largest concentration of food processing employment in
the U.S. is in meat production, employing 30 percent of
the total workforce. Bakery goods and preserved fruits
production employ an additional 25 percent.
National Trends
Food Processing
NAICS Definition
1123 Poultry & Egg Production
311 Food Manufacturing
312 Beverage & Tobacco Product Mfg
Industry Profile
· $3 trillion in revenues
· 1.7 million employed - US
Wage Rates
Location Criteria
· Large population within 500 mi.
· Good access to major highway
· Inexpensive labor
· Available water and wastewater
· Established agriculture sector
Demand for food products is expected to grow as
niches such as specialty foods, ethnic foods, and prepackaged 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 lowcarbohydrate 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
17
West Sacramento
Food Processing in West Sacramento
3,000
Employment
2,000
30%
20%
1,000
10%
0
0%
-10%
-1,000
-2,000
40%
Growth
Annual Growth
The industry benefits from much 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 prices.
Food Processing Employment
Yolo County
Employment
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.
-20%
-30%
Countywide food processing employment is down since
-3,000
-40%
1990, but has seen strong growth the past two years.
'90
'92
'94
'96
'98
'00
'02
This is due to a number of factors including a propensity
Source: CA Employment Development Dept
for companies to be smaller. Large-scale automation has
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
Employment
processing grew in West Sacramento
4.6%
as the marriage of Yolo County’s
Sales
and
Related
Services
3.3%
agricultural and the city’s
7.9%
manufacturing bases. While being
6.1%
near a food source is still important,
Production
49.0%
much of the current growth has been
19.9%
due to West Sacramento’s proximity
to large consumer markets, namely
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
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
Production
U.S.
$78,870
$30,610
$27,910
$35,000
$28,190
$25,450
California
$92,740
$34,430
$30,770
$37,000
$26,970
$26,290
Yolo County
$81,567
$33,000
$30,000
$39,016
$27,670
$30,988
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 selflife, 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
Access to large population
Traditional agricultural base
Low costs of doing business
Regional industry research
Strong distribution system
West Sacramento
3
3
3
3
3
19
West Sacramento
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.
Targeting economic development efforts on retail is a little
different than targeting retail establishments. The goal of
developing this target is to provide the quality of life
amenities that are important to a healthy community. The
target matches perfectly with the City’s redevelopment
goals and attempts to increase the livability of West
Sacramento.
Why develop retail?
Retail is not typically a target for economic developers. It is
generally seen as a locally serving industry with no real
economic impact.
Image As a Place to Live
35%
30%
30.6%
26.5% 26.0%
25%
20%
12.8%
15%
10%
4.1%
5%
0%
1-Low
2
3-Medium
4
5-High
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
percent of its revenue. Retail sales currently account for a
small portion of total sales in the city, with business-tobusiness sales making up the largest portion. The most visible
business-to-business merchants rent or sell equipment along
the main thoroughfares of the city. This presents the city in a
bad light to visitors and hurts local businesses’ ability to
showcase the city to clients.
Sales Tax
49.8%
Other
13.2%
Vehicle
License
Fees
7.0%
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
20
West Sacramento
Value of New Construction
West Sacramento
add retail spending during both the lunch and after work
hours. The spending power of these two groups is enormous
and should be taken advantage of.
140
120
Residential
Retail Mix
Vibrant communities are ones that have good retail mixes; it
is important to have enough variety to meet the diverse
needs throughout the community. If residents cannot fill most
of their shopping needs locally, they will get in the habit of
buying everything from outside of the area. Shoppers like
convenience and are creatures of habit; taking advantage of
both of those facts is important to the success of a local retail
industry.
$ Millions
100
80
60
Commercial
40
20
0
'94 '95 '96 '97 '98 '99 '00 '01 '02
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
that people would do a majority of their shopping
downtown. The concentration of shops allowed
people access to a wide variety of specialty goods.
As Americans moved into the suburbs, indoor malls
and strip centers replaced downtowns as the
shopping location of choice. These offered all the
conveniences of downtown, but generally offered
better parking, better access, and air conditioning.
Livability Rating for Entertainment & Recreation
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
43.3%
33.3%
17.4%
3.0% 3.0%
Strip centers especially, and malls to some extent,
have a bad image in the public mind. People
1-Low
2
3-Medium
4
5-High
generally see them as ugly and non-conducive to
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..
21
West Sacramento
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
goods and services to new residents, and since they are
being built alongside the residential development, they are
more likely to meet the specific needs of the residents.
Southport Town Center is a good example. It will serve as
a neighborhood shopping center anchored by a Nugget
Market and two restaurant pads.
Competitive Assets - Retail
Asset
Growing residential population
Demonstrated need and desire
Large daytime population nearby
Large dependence of sales tax revenue
Aligns with redevelopment goals
Desired Businesses to Open or Expand
Restaurants, Music Venues
Clothing, Accessories
Fitness Facility
Groceries
Museum, Cultural Center
Office Supplies
Arts, Crafts, Antiques
Furniture, Appliances
Hotel
81.2%
65.2%
41.5%
35.7%
33.3%
29.5%
29.5%
27.1%
12.6%
West Sacramento
3
3
3
3
3
22