Five Year Redevelopment Strategic Plan: Administrative Draft

ADMINISTRATIVE DRAFT
Five Year Redevelopment Strategic

Plan
Prepared for:
Community Redevelopment Agency of the

City of Rancho Cordova
November 2007
Table of Contents
Community Redevelopment Agency of the City of Rancho Cordova
Redevelopment Strategic Plan
I. Introduction .............................................................................................I-1
II. Revitalize Corridors............................................................................... II-1

A. Lay the Foundation.............................................................................................................................................II-2
B. Promote New Development .............................................................................................................................II-11
C. Support Business and Property Owners...........................................................................................................II-19
III. Strengthen Neighborhoods ...................................................................III-1

A. Lay the Foundation............................................................................................................................................III-1
B. Undertake Neighborhood Improvement Projects.............................................................................................III-2
C. Build Neighborhood Capacity and Identity......................................................................................................III-4
D. Continue Ongoing Neighborhood Improvement Efforts .................................................................................III-5
IV. Broaden and Preserve Quality Housing Choices................................. IV-1

A. Lay the Foundation........................................................................................................................................... IV-2
B. Promote Homeownership ................................................................................................................................. IV-4
C. Encourage Diverse, Quality Housing .............................................................................................................. IV-5
V. Foster Placemaking and Enhance Community Amenities ....................V-1

A. Lay the Foundation.............................................................................................................................................V-1
B. Invest in “Strategic” Projects .............................................................................................................................V-2
VI. Conclusion ............................................................................................. VI-1
Redevelopment Strategic Plan—Administrative Draft i Seifel Consulting Inc.

Community Redevelopment Agency of the City of RanchoCordova November 2007
Table of Contents
Community Redevelopment Agency of the City of Rancho Cordova
Redevelopment Strategic Plan
Table of Figures
Figure 1 Redevelopment Project Area............................................................................................................................... I-4
Figure 2 Potential Catalyst Sites .....................................................................................................................................II-15
Figure 3 Convention District Overlay...............................................................................................................................V-3
Table of Tables
Table 1 Evaluation of TOD at Mather/Mills Pulse Point...............................................................................................II-10
Table 2 Criteria for Project Support................................................................................................................................II-16
Table of Exhibits
Exhibit 1 Agencies and Departments Involved in the Entitlement Process ................................................................... II-4
Exhibit 2 Recommended Criteria for Evaluating Potential Projects ...............................................................................II-9
Exhibit 3 Development Incentives Toolbox ...................................................................................................................II-11
Exhibit 4 Potential Neighborhood Improvement Projects ..............................................................................................III-3
Exhibit 5 California Community Redevelopment Law Housing Production and Expenditures Requirements .......... IV-3
Appendix
Appendix 1: Community Redevelopment Agency Reporting and Legal Requirements and Tracking Best
Practices
Redevelopment Strategic Plan—Administrative Draft ii Seifel Consulting Inc.

I. Introduction
In early 2007, Rancho Cordova’s Economic and Neighborhood Development Division (E&ND)
undertook two simultaneous strategic planning efforts, a Redevelopment Strategic Plan and
Economic Development Strategic Plan. Together, these Plans comprise an Economic and
Neighborhood Development Strategy intended to guide the activities of E&ND staff over the next
five years.
The Redevelopment Strategic Plan provides a set of initiatives and actions to guide
Rancho Cordova redevelopment actions and investment over the next five years. In conjunction
with the Economic Development Strategic Plan, it is intended to guide the activities of the
Economic and Neighborhood Development Division and implement existing goals for the project
area and City. As described more fully in the Economic and Neighborhood Development Strategy
Executive Summary, these existing goals include Rancho Cordova’s 13 citywide goals, the
Economic Development and Housing goals contained in the General Plan, and the goals adopted
in its Redevelopment Plan.
The Economic and Neighborhood Development Strategy team devised seven strategic
implementation initiatives to encompass the proposed plan. Four of these initiatives focus on
redevelopment priorities and are thus contained in this Strategic Plan:
• Revitalize commercial corridors

• Improve neighborhoods
• Broaden and preserve quality housing choices
• Foster placemaking and enhance community amenities
The Economic Development Strategic Plan contains detailed recommendations to retain and
expand existing businesses, strengthen retail opportunities and attract new businesses. Please
refer to the Economic Development Strategic Plan and Executive Summary for more information.
The Five Year Redevelopment Strategic Plan begins with a brief discussion of redevelopment in
Rancho Cordova and a summary of Five Year Action Items. Chapters II through V are devoted to
these Action Items, organized by the four strategic implementation initiatives indicated above.
Specific action items, phasing and staffing recommendations are contained within each Chapter.
Chapter VI concludes the report with a summary of key recommendations. Appendix I contains
Reporting and Legal Requirements and Tracking Best Practices for compliance with California
Community Redevelopment Law (CRL).
1. Strategically Leverage Redevelopment in RanchoCordova

From 2005 to 2006, Rancho Cordova’s City Council, Community Redevelopment Agency
(Agency), Planning Commission and members of the Rancho Cordova community worked
towards forming a redevelopment project area, shown in Figure 1. Their work culminated in a
Redevelopment Plan that was adopted by the City Council and Agency Board in July 2006.
Redevelopment Strategic Plan—Administrative Draft I-1 Seifel Consulting Inc.

Redevelopment is a vital tool in the City’s toolbox for economic and neighborhood development.
The adopted redevelopment plan provides a legal framework for undertaking and funding
revitalization activities and improvements. Redevelopment will be integral to implementing
economic and neighborhood development activities along the City’s key commercial corridors
and in its older neighborhoods, and will also promote housing and “place-making” activities
throughout the project area.
This is an ideal time for Rancho Cordova to think strategically about how to use redevelopment
most effectively: Rancho Cordova is a relatively new City and has a brand new Agency; the
Agency begins to receive redevelopment funding this year (Fiscal Year 2006/07), and this is the
time in the life of a redevelopment project area when investments that increase property values
provide the greatest “bang for the buck” down the line. This Strategic Plan is a guide for staff to
quickly and efficiently create the programs and systems that more established organizations take
for granted, and to understand how to strategically invest in projects that will maximize long term
financial benefits. Using this guide, Rancho Cordova will adopt best practices and innovative
approaches to get redevelopment right from the beginning.
Five Year Action Items

Chapters II through V contain specific action items to be undertaken by E&ND and Agency staff
over the next five years. Each chapter covers one strategic implementation initiative, although
items within one initiative frequently support efforts within others and within the Economic
Development Strategic Plan:
Five Year Action Items

Initiative 1: Revitalize Corridors
Lay the Foundation
Promote New Development
Support Business and Property Owners
Initiative 2: Strengthen Neighborhoods
Lay the Foundation
Undertake Neighborhood Improvement Projects
Build Neighborhood Capacity and Identity
Maintain Ongoing Neighborhood Improvement Efforts
Initiative 3: Broaden and Preserve Quality Housing Choices
Lay the Foundation
Promote Homeownership
Encourage Diverse, Quality Housing
Initiative 4: Foster Placemaking and Enhance Community Amenities
Lay the Foundation
Invest in "Strategic" Projects

This Plan prioritizes efforts to streamline or establish effective processes, leverage resources, and
create and capitalize on opportunities. Each Chapter begins with the steps Rancho Cordova must
take to “lay the foundation” for success—developing the capacity to undertake future action items
effectively by streamlining existing processes, training staff and establishing systems. Leveraging
resources means taking advantage of partnerships, outside funding sources, and prioritizing
projects that generate tax increment. Especially during the early years when redevelopment
financing is limited, Rancho Cordova must “prime the pump” for future redevelopment activities
by investing in projects that increase property values and tax revenues. Rancho Cordova should
create opportunities by pursuing “catalyst” projects and facilitating private sector investment in
the project area, streamlining the development process, assisting property owners interested in
improving their properties and encouraging new development projects. Many Action Items
require cooperation between the Agency, E&ND, and other City departments, as well as outside
public and private entities.
With these actions, Rancho Cordova will employ a strategic, effective use of redevelopment and
complementary resources to achieve the vision it has expressed in its goals and plans to date.
While many recommendations are directed towards the redevelopment project area, these actions
will also benefit other locations and the City overall.

Figure 1
Redevelopment Project Area Boundary and Parcels
Rancho Cordova Redevelopment Strategic Plan
¸
Project Area Parcels
Project Area
Project Area Boundary
Streets 0 0.25 0.5 1
Miles
Community Redevelopment Agency of the City of Rancho Cordova I-4 Seifel Consulting Inc.
Redevelopment Strategic Plan November 2007
II. Revitalize Corridors
Revitalizing project area corridors is a key aspect of Rancho Cordova’s redevelopment program.
Successful revitalization will achieve numerous City and Agency goals:
• Enhance the viability of businesses along Folsom Boulevard,

• Promote infill development and smart growth principles, and
• Establish a vibrant downtown and other destinations.
Rancho Cordova has set forth a vision for Folsom Boulevard in the Folsom Boulevard Specific
Plan “to revitalize and transform this vital corridor into a more vibrant and successful Boulevard
with ‘pulse points’ of commercial activity with new residential and office mixed use spaces in
between.” The strategy acknowledges that Folsom Boulevard is struggling as a primarily retail
corridor, and its development patterns must shift for it to regain its vitality. Focusing on
development projects along Folsom Boulevard, particularly at pulse points, will result in quality
destinations for Rancho Cordova residents, employees and visitors, an economically healthier
corridor, and increased tax increment revenues over the life of the redevelopment project.
However, in order to effectively support new development, encourage rehabilitation and stimulate
private investment, Rancho Cordova must first develop an improved “foundation” by
coordinating internal resources, streamlining the development process, and establishing the
infrastructure and public amenities the revitalized Boulevard will need. This foundation is critical
for new development, rehabilitation activities and successful project area revitalization.
Foundation
Economic & Neighborhood

Development
Projects
Revitalization
Redevelopment Strategic Plan—Administrative Draft II-1 Seifel Consulting Inc.

To accomplish this, the following action items are recommended:
Initiative 1: Revitalize Corridors

Lay the Foundation
Create Development Ombudsperson Position
Enhance Internal and Interagency Coordination
Address Physical Needs
Support Priority Projects
Assessment: Assess Development Opportunities and Constraints
Pre-Development: Determine Team and Project Specifics
Development and Construction: See Project Through to Completion
Reach Out to Business and Property Owners
Assess Formation of Business Improvement District
Establish Building Rehabilitation Program
Create Façade and/or Tenant Improvement Programs
A. Lay the Foundation

Laying the foundation means readying staff and programs so that Rancho Cordova is well
equipped to assist new development and improvement efforts along its commercial corridors.
Staff capacity to manage development and improvement projects throughout the City will also
improve. In addition, laying the foundation means removing existing barriers to development
along key corridors by improving infrastructure and other amenities and streamlining the
entitlement process and infrastructure provision for new development.
Four key actions items are recommended to establish this foundation:
1. Create a development ombudsperson position,

2. Enhance internal and interagency coordination,
3. Address physical needs, particularly for infrastructure along Folsom Boulevard, and
4. Determine criteria for prioritizing and publicly supporting projects.
These foundational actions should be undertaken during Year 1 of the Strategic Plan. With these
actions accomplished or underway, Rancho Cordova can facilitate development on critical sites
and respond to new opportunities quickly and prudently when they arise.

1. Create Development Ombudsperson Position
Currently, no single “go-to” person is responsible for generating and guiding revitalization
projects in Rancho Cordova. This responsibility is shared among E&ND, finance, planning,
building, and public works staff. The support of all these individuals and departments is integral
to successful redevelopment along the City’s key corridors and elsewhere, as discussed in the
following section. However, in order to bring projects to fruition along project area corridors,
Rancho Cordova should designate a qualified staff person to coordinate public sector
participation and guide developers through the often-cumbersome development process.
The ombudsperson will be the point person for driving projects forward and coordinating the
actions of the City and Agency, other public agencies and needed stakeholders—essentially, for
ensuring that opportunities do not fall through the cracks and that all parties are doing their part to
make the project a success. The responsibilities of the development ombudsperson are two-fold.
Particularly in the early years of the Strategy, this individual will have primary responsibility for
seeing “foundational” action items accomplished. For example, the ombudsperson will manage
interdepartmental coordination and project selection, as well as the effort to streamline the
entitlement and infrastructure provision processes.
The second major aspect of the ombudsperson’s work is to generate and guide key projects:
• Attract catalyst projects to specific sites,

• Evaluate new opportunities as they arise,
• Interface with developers on project design and components,
• Coordinate appropriate public support,
• Shepherd developments through the entitlement and development process, and
• See projects through to fruition in line with City and Agency goals.
2. Enhance Internal and Interagency Coordination

Rancho Cordova should establish an interagency team to streamline the development process and
assist new development projects.
Streamline Entitlement Process

Reducing uncertainty in the entitlement process and making it easier for developers to navigate
through the entitlement process is instrumental to revitalizing project area corridors, particularly
Folsom Boulevard. A straightforward and clear process by which developers can follow will
encourage them to develop along main corridors.
Rancho Cordova is a young city, and as such, is still building its internal capacity to carry out
development projects. Some operations in the development entitlement process, for instance, are
currently outsourced to Sacramento County and other jurisdictional entities.

Exhibit 1 presents a list of Rancho Cordova departments, Sacramento County departments and
divisions, and other entities and agencies that may be involved in the entitlement process.
Depending on the type of development and the specific infrastructure conditions on that site, the
entities that review and approve the development plans may also vary, adding yet another level of
complexity, and in some cases a great deal of uncertainly in the entitlement process for
developers.
Exhibit 1
Agencies and Departments Involved in the Entitlement Process
City of Rancho Cordova

• Building and Safety • E&ND
• Planning • Public Works
• Transportation
County of Sacramento
• Land Division & Site Improvement Review • Building Inspection
• Department of Transportation • Department of Water Resources
• County Sanitation District 1 • Technical Resources
Other Entities and Agencies

• California American Water Company (Cal Am)
• Sacramento Metropolitan Fire District (MetroFire)
• Sacramento Metropolitan Air Quality Management District (SMAQMD)
• Folsom Cordova Unified School District (FCUSD)
• Sacramento Municipal Utilities District (SMUD)
• Pacific Gas and Electric (PG&E)
• AT&T
• Comcast
As a first step, Rancho Cordova can provide developers with more information about the
development process. Rancho Cordova’s Planning Department currently offers a checklist that
indicates the various plans and documents that must be included in an application for
development. This checklist serves as a useful tool, but lacks information about the entitlement
process—for example, which pieces of the development plan are approved by which City
departments and/or outside agencies and the process by which development applications travel
before receiving the required permits.

An entitlement process chart available on the City’s website and at the Planning counter would be
a simple and effective means of illustrating the entitlement process. The chart should illustrate the
step-by-step path of a development application from reception to approval, the various City
departments and other jurisdictional entities involved, and their role in the entitlement process.
The chart should also indicate the approximate time that each reviewing body will spend in
reviewing a development application. The development ombudsperson should develop the
entitlement process chart and keep it up to date. The process chart will not only provide clarity for
the development community, but for all of the public and private organizations that are part of
Rancho Cordova’s entitlement process as well. Creating awareness and establishing a common
understanding of the entitlement process is the first step to more effectively coordinate between
multiple groups and facilitate cooperation.
Making the entitlement process simpler and more effective must begin in Year 1, but will be a
long-term effort undertaken by the interagency team. The interagency team must include
representatives from all entities involved in approving projects within Rancho Cordova—City
and County departments, water and sewer districts, gas and electricity providers, etc. The team
should first discuss what works and doesn’t work about the current process, and describe any
challenges faced by their organizations. Rancho Cordova staff will then evaluate the opportunities
for improvement in the process, recommend an “ideal” development process and work towards
that ideal. The City may ultimately decide that it should take on more of the development review
and approval process, rather than outsourcing to the County. Whatever the outcome, streamlining
the entitlement process cannot be accomplished without strong leadership and management from
City and Agency staff. The interdepartmental team discussed above will play a key role in
streamlining the entitlement process, and the development ombudsperson will be responsible for
keeping the process moving.
Assist Development Projects

Even with a simplified development process, individual projects will require interagency support
and cooperation. This is particularly true of complex projects involving public/private
partnerships, multiple uses and a variety of stakeholders, like many projects key to corridor
revitalization. While the ombudsperson will be the primary staff contact, project success depends
on timely and coordinated actions by staff from Rancho Cordova’s E&ND, Finance, Planning,
Building and Safety, and Public Works Departments, as well as support from the City Manager’s
office, elected officials and other public agencies involved in the development process.
The interagency team will contain professionals available to assist development projects.
Individual team members will ensure that their departments and/or agencies respond to requests
and opportunities in a timely and cooperative fashion. They will also advise developers and other
staff and officials on matters within their areas of expertise. The ombudsperson will apprise team
members of potential projects, coordinate team member actions, and establish lines of
communication and protocol for assisting individual developments.

3. Address Physical Needs
For any city, the ability to develop and grow is limited by the availability and condition of basic
services and infrastructure such as streets, utilities, sewer and water. These services and
infrastructure are needed to meet development standards and to ensure a certain level of service
available to new development. Often times, developers are asked to provide infrastructure
improvements as a condition of project approval. However, in redevelopment areas where private
investment is already limited and existing infrastructure is in severe disrepair, the need to provide
new or improved infrastructure may keep a developer from privately redeveloping a given site.
The Report to Council, adopted through the 2006 Redevelopment Plan adoption process,
describes a number of infrastructure deficiencies within the project area, including deficient street
and sidewalk conditions, circulation deficiencies, a preponderance of overhead utilities, and
inadequate sewage and wastewater capacity and other infrastructure. The poor appearance of
commercial corridors, particularly Folsom Boulevard, also deters new development and
investment. For all these reasons, revitalizing project area corridors will require E&ND take an
active role in ensuring that infrastructure improvement and beautification projects move forward.
Assess Infrastructure Needs

As a first step to improving infrastructure within the project area, the E&ND and Public Works
Department should lead the effort to conduct a comprehensive infrastructure needs assessment
along Folsom Boulevard and other project area corridors. Due to the various entities responsible
for providing infrastructure and/or services in Rancho Cordova, electricity, gas, phone, water, and
sewer, to name a few, the condition and capacity of Folsom Boulevard infrastructure is poorly
understood. The infrastructure assessment will provide staff and developers a greater
understanding and degree of certainty, and allow the City and utility providers the chance to plan
for and construct critical improvements. This assessment will start with the improvements
identified in the City’s Capital Improvement Program (CIP), but should include a complete
assessment of all the deficiencies discussed in the Report to Council and identified by the Public
Works Department.
The City will need to prioritize improvements, considering:
• How urgent is the need?

• What is the cost, and can improvements be cost effectively phased?
• Will improvements ease development constraints faced by private and non-profit developers?
• Will E&ND be able to leverage other funding sources (i.e., City impact fees, General Fund
moneys earmarked for CIP, and other grants or loans)?
Some improvements can be coordinated with the utility undergrounding and streetscape
improvements discussed below. The City may also undertake infrastructure improvements in
conjunction with specific development projects.

Once a list of priority infrastructure projects has been determined, the City should develop
detailed budgets for each of the infrastructure projects and a phasing plan to ensure that the
projects are completed in a systematic and logical manner. For instance, utility undergrounding is
often done in conjunction with streetscape improvements.
Underground Utilities
The undergrounding of overhead utilities is a key priority project. Over 70 percent of the parcels
within the project area have overhead utilities nearby.1 Overhead utilities cause safety hazards,
create visual clutter and increase utility maintenance costs.
Beautification improvement projects in the project area are difficult because overhead utilities
create a maze of poles and wires that visually and physically make it difficult to change the
landscape. Undergrounding utilities will help reduce safety hazards and beautify the commercial
corridors and neighborhoods.
The undergrounding should be coordinated with implementation of the Folsom Boulevard

Streetscape Plan and improvements that follow the needs assessment. The Agency needs to work
with the City and the Sacramento Municipal Utility District and Pacific Gas and Electric, the two
companies that provide electricity to Rancho Cordova, to underground utilities along
Folsom Boulevard and other key corridors.
Improve Folsom Boulevard Streetscape and Design

Much of the groundwork has already been laid for improving Folsom Boulevard’s function, look
and feel. For example, the Folsom Boulevard Specific Plan contains recommendations for
streetscape and infrastructure improvements. The Planning Department is also developing a
Folsom Boulevard Form-Based Code as part of the City’s effort to adopt a new zoning code that
better regulates building design. The form-based code accomplishes many objectives, including:
implement the General Plan, establish clear and concise user-friendly regulations, provide more
certainty for the development community and establish effective, yet flexible, design and
development standards. In addition, the Public Works Department has completed a Master Plan
for streetscape improvements along Folsom Boulevard, and began construction of the first phase
of improvements in FY 2006/07.
These efforts are important to corridor revitalization. E&ND staff should support Planning and
Public Works in these efforts by pushing the projects forward and, when possible, the Agency
should contribute financially.
1
According to the Report to Council, adopted through the Redevelopment Plan process, May 2006.

4. Support Priority Projects
Rancho Cordova’s resources for assisting development projects are limited, particularly in the
early years of the redevelopment project. Determining which projects to support and how they
should be supported is a critical and challenging task with significant ramifications for individual
sites, as well as overall corridor revitalization. Rancho Cordova must evaluate the merits and
drawbacks of individual opportunities in order to choose projects strategically and establish an
appropriate level of public support for chosen projects.
To that end, projects should be evaluated based on a set of policy objectives and practical
considerations and weighed against other potential opportunities. This will provide transparency
in the decision-making process, guide staff and officials, and remove the risk that decisions are
made inconsistently. This transparency also helps developers interested in working with
Rancho Cordova understand how their project will be judged and tailor their
development accordingly.
The following criteria for evaluating potential projects are recommended:
• Potential for blight alleviation

• Likelihood to catalyze tax increment generation
• Ability to achieve Rancho Cordova’s goals
• Ability to leverage Agency and City resources
The rationale for these four criteria is outlined in Exhibit 2. They are designed to help staff select
projects that are most critical for Rancho Cordova to pursue at this point in the life of its
redevelopment project. For instance, those that increase the taxable value of project area property
should be prioritized during this period because a value increase today will result in significantly
greater revenues over the life of the project area than a comparable increase ten years from now,
as explained in Exhibit 2.

Exhibit 2
Recommended Criteria for Evaluating Potential Projects
• Alleviate Blight
• Alleviating adverse or “blighting” conditions is the fundamental aim of the redevelopment program.
Projects resulting in significant blight alleviation warrant greater consideration and support than those
that do not address these conditions as effectively. Blighting conditions prevalent along the corridors
include unsafe and unhealthy buildings, irregular parcelization, impeded accessibility, hazardous
waste and contamination, obsolete residential and commercial properties, low lease rates, high
vacancy rates, vacant and abandoned property, problem businesses, and a high crime rate.
• Generate Tax Increment
• Property tax increment is the main source of funding for redevelopment in California. It is calculated
based on the growth in property values between the year when a project area is established
(FY 2005/06 in Rancho Cordova) and the current year. New agencies receive tax increment for up to
45 years, and FY 2050/51 will be the last year of tax increment receipt in Rancho Cordova.
• As `a result, projects that add value to the property tax rolls in the early years will result in greater tax
increment—“priming the pump” for future redevelopment activities. For example, a single project
that increases the value of a property by $10 million in FY 2007/08 will result in $100,000 in annual
tax increment revenues. This project would generate more than $4 million in tax increment over the
remaining life of Rancho Cordova’s redevelopment plan.
• Projects undertaken by public or non-profit entities do not typically generate tax increment. When
these entities purchase property, the value of the property and any improvements are generally
removed from the property tax rolls.
• Achieve Rancho Cordova Goals
• Rancho Cordova has established a number of goals for the redevelopment project and the City.
Projects that meet these goals and objectives should be given priority over those that do not
correspond with the community’s vision for the City.
• Leverage Resources
• A project that requires relatively little Agency involvement to succeed and/or takes advantage of
major contributions from other sources will rank highly on this measure. Projects that require
significant resources, do not involve strong partners, or are otherwise “risky” undertakings (projects
for which success is not guaranteed, no matter how much public assistance is provided) will receive a
low score. This criteria is important in assessing the opportunity costs of a project. If resources are
dedicated to a time and money-intensive project, the Agency may have to forgo multiple other
projects that could have, as a whole, provided a “bigger bang for the buck.”
Each potential project would be evaluated against these criteria on a scale of 1 to 3, with 3 being
very high and 1 being little to no impact. Rankings for each factor will then be added, giving
projects an overall score to that can be used to prioritize projects. For example, Table 1
demonstrates how one project under consideration, a mixed-use, transit oriented development
(TOD) around the Mills Station light rail station, might be scored. Table 2 prioritizes all projects
currently under consideration along Folsom Boulevard using the recommended criteria.2
2
Projects identified by staff and consultants during March and April 2007.

Table 1
Evaluation of TOD at Mather/Mills Pulse Point
Score
Criteria (High=3, Rationale
Low=1)
Alleviate Blight 3 Opportunity to redevelop vacant or underutilized sites.
Dense, high-value new development likely to occur on

Generate Tax Increment 3
sites with relatively low current assessed values.
Furthers many Citywide goals, General Plan, Housing

Achieve RanchoCordova Goals 3 and FBSP goals, as well as general livability, smart
growth and corridor revitalization principles.
Draws in significant regional and state TOD and Housing

Leverage Resources 2
Funds, but requires significant staff time and investment.
Total Score 11 Out of a Possible 12
This prioritization method is not intended to be an exact science. During early stages of
evaluation staff will not necessarily know the precise amount of tax increment a project will
generate, exactly how much City time and funding it will require, etc. Rather, this is a tool that
the Agency can use to screen projects systematically and evaluate them fairly.
Evaluating the level and type of public funding for a project typically occurs later in the
development process when more detailed financial, programmatic and design information is
available. A basic recommendation regarding public participation in a private project is that the
Agency would not spend more funds on a project than the project will generate for the Agency
and City over time. Rancho Cordova should consider the potential property tax increment, sales
tax, and other local revenues resulting from a project and compare that to the costs incurred for
providing City services within a given timeframe.
Generally, the Agency should think of the difference between these benefits and costs as the
maximum amount it is willing to invest in the project. For certain projects, non-financial benefits
will warrant greater Agency participation, but the cost/benefit approach is a good rule of thumb to
follow for most projects seeking public support.
When determining just how this participation is structured, Rancho Cordova has a number of
options. The following Incentives Toolbox (Exhibit 3) contains techniques commonly used to
support new or substantial rehabilitation projects. These can be thought of as a set of tools
available to assist projects that further community and Agency objectives. Staff should determine
which tool or set of tools to use on a case-by-case basis in conjunction with project proponents.

Exhibit 3
Development Incentives Toolbox
• Predevelopment Support
• Help developers through the development approvals process by facilitating interdepartmental and
interagency cooperation.
• Infrastructure Assistance (Onsite and/or Offsite)
• Assist with and/or provide necessary public infrastructure, including traffic signals, street
reconfiguration or beautification, utilities, etc.
• Hazardous Materials Assessment and Abatement
• Assist with testing and abatement of hazardous materials and utilize Agency powers enabled by the
Polanco Act.
• Fee Deferral
• Allow for processing and impact fees to be deferred until the project is complete.
• Property Assembly and/or Conveyance
• Assistance with property assembly and/or conveyance. For example, land can be transferred to the
project proponent for market rate or reduced prices, depending on project need and benefits.
• Demolition Assistance
• Technical, legal and/or financial assistance for demolition.
• Relocation Assistance
• Technical, legal and/or financial assistance for permanent or temporary relocation.
• Gap Financing
• Provide low interest loans that make up the difference between what can be financed privately and
the cost to build the project (not all projects will be eligible for this type of assistance).
*Certain incentives trigger Prevailing Wage requirements. Staff and developers should be aware of this trade off and
structure incentives accordingly.
B. Promote New Development

Private sector investment will be integral to the successful revitalization of project area corridors.
The public sector should actively promote this investment by facilitating development projects,
catalyzing redevelopment on critical sites and responding to new opportunities quickly and
prudently when they arise. A focus on such projects will result in quality destinations and
significant increases in tax increment revenues over the life of the redevelopment project.

Catalyst Projects and Development Opportunities
Specific actions and staff roles will vary widely depending on the project—staff will have to take
a leading role on some projects, while others will require relatively minimal assistance and staff is
in a more reactive mode, as illustrated below:
High
Catalyst Development
Project Opportunity
E&ND
Proactive Reactive
Actions: Low
Level of
Impact and
Assistance
Catalyst projects require proactive steps on the part of City and Agency staff. They typically have
high impact, but also usually involve a high level of staff involvement and assistance. Catalyst
projects tend to be undertaken on highly visible, blighted and underutilized sites, with those sites
redeveloped in line with City and Agency goals. These projects have a domino or ripple effect,
encouraging investment in other properties, and City and Agency’s involvement in these projects
sends the message that Rancho Cordova is serious about improvement. Seeing catalyst projects
through from start to finish requires proactive efforts on the part of City and Agency staff and
officials.
Alternatively, development opportunities may arise independently. Their impact may not be as
great, but they also do not require the same level of staff involvement and financial assistance.
The City and Agency must be able to respond quickly and wisely to such opportunities, evaluate
their need for public support and/or provide them with non-monetary assistance. In reality, most
projects will fall in the middle of the spectrum, with elements of both catalyst projects and
development opportunities.

All types of development projects generally involve three steps:
Assessment
•Assess Opportunities and Constraints
Pre-Development
•Determine Team and
Project Specifics
Development &
Construction
•See Projects through to Completion
1. Assessment: Assess Opportunities and Constraints

The first step is to select specific sites or projects on which to focus redevelopment resources.
Rancho Cordova should focus on a limited number of sites at a time, so that Agency staff and
resources are not stretched too thin. Staff should use the project prioritization tool to compare
sites and select projects, and will also need to evaluate the sites unique opportunities and
constraints, including property status and condition, proposed development plans and “catalytic
potential.”
Investigate Property Status and Conditions

Particularly for vacant, underutilized sites the Agency is considering for redevelopment, staff
needs to understand any existing plans for sites and whether current property owners would be
interested in participating in a redevelopment project or selling their property. During the initial
years of the project area’s redevelopment, the Agency should concentrate on sites where property
owners are interested in working with the Agency or selling.

Similarly, site conditions and regulations have a tremendous impact on the potential revenues and
costs of development. Staff must understand the opportunities and challenges development will
face in terms of land use/zoning, environmental contamination, access and transportation needs,
site configuration, and the like before determining whether or not to support a project.
Review Proposed Development Plans

When a property owner or developer comes to the staff or officials with an idea or request for
help, staff should request a written proposal outlining the idea for the project and, if applicable,
any anticipated need for public support. Staff should independently assess the strength of the
project or idea, and its match with City and Agency objectives, considering:
• Is the proposed development viable?

• Do plans appear to be well developed?
• Does the proposed development fit its site?
• Does it meet a need for the community?
• Does it further City or Agency goals?
• Is it in line with existing plans and projects, particularly the City’s General Plan?
• Is it located along key corridors or other strategic project area locations?
• Does the developer or property owner have the capacity to see the project through to
completion?
• What kind of assistance might be needed?
If these and other such questions cannot be answered satisfactorily, staff may recommend that the
project proponent further refine plans and return with a refined plan or they may simply decline to
be involved in the project. If staff’s initial assessment is that the project is beneficial and viable,
staff should investigate property status and move to the pre-development stage, where the need
for public support will be more thoroughly analyzed.
Catalytic Potential
Staff should consider whether a site or proposed development has the potential to catalyze other
development and improvements projects. Rancho Cordova should begin by focusing on
prominent sites that have long suffered from disinvestment or problems businesses, particularly
those within “pulse points” identified in the Folsom Boulevard Specific Plan.
Figure 2 contains projects under consideration along Folsom Boulevard, as identified by

Rancho Cordova staff and consultants during 2007. Table 2 contains projects under consideration,
in order of priority according to the project prioritization tool. A basic analysis of catalytic
potential was also conducted based on initial project ideas (when available). Research has not
been performed to assess property status, condition or proposed development plans.

Figure 2
Potential Catalyst Sites
Mills/Mather
Pulse Point
g
hp¤
JoAnn's Fabrics
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p
h
g g
h
¤
p
g
hp¤
Zinfandel Pulse Point
Sunrise Pulse Point
¸
h
g Potential Catalyst Sites
¤
p Light Rail Stations
Rancho Cordova Redevelopment Project Area

0 0.25 0.5 1
Miles
Community Redevelopment Agency of the City of Rancho Cordova II-15 Seifel Consulting Inc.
Redevelopment Strategic Plan November 2007
Table 2
Criteria for Project Support
Projects under Consideration* Criteria Catalytic
Achieve
Generate
Alleviate Rancho Leverage Total Score
Name Description Tax Potential?
Blight Cordova Resources (Max.=12)
Increment
Goals
Retail center with anchor tenant relocating
Joann's Fabrics and and adjacent vacant lot; could be linked to
Adjacent Lot Zinfandel Pulse Point redevelopment 3 3 3 3 12 Large
across Folsom Boulevard.
TOD at Mather/ Mixed-use, TOD near Mills Station.

Mills Pulse Point 3 3 3 2 11 Large
Create town center with Civic uses

Town Center at connected to neighboring areas; could be
Zinfandel Pulse Point 2 2 3 1 8 Unknown
linked to Joann’s Fabrics redevelopment
across Folsom Boulevard.
Convention Center at Convention Center near Light Rail
Sunrise Pulse Point 2 2 2 1 7 Unknown
Station.
*Potential development projects along Folsom Boulevard identified by Rancho Cordova staff and consultants (2007).
Redevelopment Strategic Plan – Administrative Draft II-16 Seifel Consulting Inc.

Community Redevelopment Agency of the City of Rancho Cordova November 2007
2. Pre-Development: Determine Team and Project Specifics
In this phase, a project truly takes shape. Plans evolve and a development team is established,
along with the roles and responsibilities of public and private parties contributing to the project.
Opportunities that come to the Agency with a viable development project and team in place will
not require site marketing or developer selection. In those cases, staff can begin negotiating
public participation and requirements with the developer.
Market the Site

Site marketing will be the first step for catalyst projects without a developer. Once sites have
been selected, staff should reach an understanding with the existing property owner and begin
testing interest in the site among members of the development community.3 Staff may be able to
find developers interested in redeveloping the site relatively quickly through its list of
pre-qualified developers or other outreach to the development community. [QUESTION FOR
STAFF: did RC send RFP to developers to gather list of people it can call on? If so, what’s the
status of that?]
If not, staff will need to generate interest by marketing the site more aggressively. One effective
way to do this is by issuing a Request for Proposals (RFP) and sending it to potential
developers—those with a proven track record on similar redevelopment projects or with
important local knowledge of the site and City. A key benefit to the RFP process is that
Rancho Cordova can specify the type of project it would like to see developed. Potential
developers then know what type of development will be looked upon favorably and can decide
whether or not to respond.
Select and Negotiate with a Development Team

The next step involves coming to agreement with a specific development team on a proposed
project and determining what, if any, public financial support is warranted.4
In cases where the Agency issues an RFP, staff will generally begin by evaluating developer
submissions and interviewing teams with strong credentials and development proposals. Staff
should rank the teams interviewed based on the strength of their proposals and ability to see the
project through to completion. Staff will then begin negotiations with the highest ranked team to
hammer out details of the project and public financial support. Ideally, staff and the first-ranked
development team will be able to come to agreement on the proposed project and the rights and
responsibilities of public and private players. If not, staff should call off negotiations with that
team and move on to the second ranked team.
3
Prior to any major decision, an understanding must be reached with the existing property owner. If the property owner
is not interested in participating in the property’s redevelopment, the Agency may want to purchase the site or connect
the property owner directly to a developer.
4
For projects with significant public participation, the Agency may need to seek support from legal and real estate
consultants and employ legal tools like Exclusive Negotiation Agreements (ENAs), Owner Participation Agreements
(OPAs) and/or Development and Disposition Agreements (DDAs).

As with any other project seeking Agency support, staff should analyze a project’s potential fiscal
benefit and cost to the City. At this stage, project proponents should submit detailed financial,
programmatic and design information, including a pro forma demonstrating the project’s need for
monetary or other assistance. For development opportunities that arise independently, the
developer should also submit a formal request for public assistance explaining why the project is
not feasible without public support. Staff may wish to meet with project the proponents at this
point, but should be sure to get sufficient information in writing to evaluate proponent’s request.
Rancho Cordova should perform due diligence on the request, verifying that the proponent’s
explanation and pro forma are reasonable and in line with industry standards.
The Agency should compare a project’s potential financial benefit and cost to the City over a
certain timeframe, generally 20 to 25 years. The Agency should consider potential property tax
increment, sales tax, and other local revenues relative to the costs incurred for providing City
services. The difference between these benefits and costs can be considered the maximum amount
the City or Agency should invest in the project. Catalyst projects and those providing needed
public benefits will frequently require more in financial support than they return in the pure fiscal
sense. If sufficient non-financial benefits—blight reduction, ripple effects, community amenities,
housing, etc.—are part of the development package, the Agency will often choose to invest more
than a simple cost/benefit analysis would suggest.
Once Rancho Cordova has established an approximate amount of support it is willing to provide,
the form of that public assistance will be determined with the development team (see Exhibit 3:
Development Incentives Toolbox). For complex projects with significant public assistance, legal
counsel should prepare an agreement formalizing the rights and responsibilities of the public and
private parties.
3. Development and Construction: See Projects through to Completion

When City and Agency resources have been invested in a project, Rancho Cordova has a keen
interest in seeing the project completed successfully. However, all development projects in line
with Rancho Cordova’s goals should be able to seek and receive staff assistance through the
development process.
The ability to rely on help from the development ombudsperson and the interdepartmental team
and the streamlined the development process will make development in the project area less time
consuming and cumbersome. Streamlining the development process, discussed above, is another
critical step that will benefit catalyst projects and other development along project area corridors.
In development, where time is money, this increased efficiency and assistance may be the
difference in a successful project and lost opportunity.

C. Support Business and Property Owners
New development projects are important, and will generate tax increment, community excitement
and support, and spark highly visible change. However, a key component of corridor
revitalization is to involve business and property owners and expand their ability to work together
and improve businesses and properties.
The Economic Development Strategic Plan deals more extensively with retail and business
outreach, attraction and retention, but a few key activities will be critical to revitalizing
commercial corridors. Over the next five years, Agency and City staff should:
• Reach out to business and property owners

• Assess a Business Improvement District
• Establish a Building Rehabilitation Program
• Create Façade and/or Tenant Improvement Programs

Ongoing dialogue with businesses and property owners along the corridors is critical to
successful revitalization. Redevelopment should support individual business people and property
owners ready and willing to invest in the future of the corridor by improving their own
establishments and properties. Effectively providing such support requires open communication
and input—without it, Rancho Cordova cannot understand the priorities and issues concerning
these critical stakeholders or craft policies and programs to address them. Staff can show
businesses and property owners that Rancho Cordova wants to work with them by maintaining up
to date website information, sending email and physical announcements, as well as simply
visiting local establishments. Rancho Cordova can also support a voluntary association of
business and property owners, often an effective way to organize stakeholders who can then voice
concerns and advocate for improvements that benefit commercial interests. Targeted outreach
should always be part of developing specific programs, like those discussed below.
Assess Formation of Business Improvement District

Rancho Cordova is considering the possibility of forming a Business Improvement District (BID)
to help revitalize and maintain Folsom Boulevard. A BID enables property owners and/or
businesses within set boundaries to pay for enhanced services, such as maintenance, security,
marketing, economic development, parking and special events. They establish a partnership
between property owners and/or businesses for the purpose of improving the business climate in a
defined area.
Two types of BID mechanisms are commonly used in California. The first is a “Property-based
Business Improvement District” (PBID), an assessment on property owners. The second, a
“Business Improvement Area” (BIA), is an assessment on businesses, levied through an
additional charge on annual business licensing fees. PBIDs are often favored over BIAs,
primarily because assessments on property generally produce more revenue and are more stable
than assessments on business license fees.

BID adoption requires support from potential assessees through a vote, and generally also
involves the creation of an advisory committee of property and/or business owners.
Rancho Cordova has dedicated resources to identify potential BID boundaries and conduct a
feasibility assessment for a BID during FY 2007/08. BIDs are often most successful in small,
distinct retail districts where businesses and property owners can see the impact of their
investment of time and money. Without this, required votes are difficult to secure, and, if
established, BIDs may be less effective. However, while forming a Folsom Boulevard BID may
be challenging given its over four mile length and the physical layout of businesses along it, the
feasibility assessment presents an opportunity to speak with local merchants and property owners
about their needs and concerns, and connect them to each other.

A building rehabilitation program for non-residential buildings, particularly those along key
project area corridors, would help private property owners complete rehabilitation projects that
alleviate blight and enhance building safety and appearances.5 Common projects may include
bringing nonconforming buildings up to code, replacing deteriorating windows or even roofs,
refinishing or repainting exterior walls, or landscaping. Assistance can come from a revolving
loan fund offering low-interest loans ranging from $20,000 to $150,000, depending on the scope
and size of the rehabilitation and the amount of funding available.
Create Façade and/or Tenant Improvement Programs

In line with the building rehabilitation program, staff should consider a Façade Improvement
Program (FIP) and/or Tenant Improvement Program (TIP) for commercial establishments along
project area corridors. The purpose of a FIP is to help property owners make cosmetic
improvements that improve the appearance and marketability of their properties. A TIP helps
tenants make interior and/or exterior improvements that enhance the viability and look of their
businesses. Each program can be used independently or in conjunction with the other.
FIPs and TIPs are generally structured as matching grants to ensure that property owners or
tenants are serious about the improvement project and personally invested in seeing them
succeed. Typical grants may range from $10,000 to $50,000, for a total project cost of $20,000 to
$100,000. Rancho Cordova should be aware that FIPs and TIPs generally require a substantial
investment of staff time and energy. Before launching such a program, staff should conduct
sufficient outreach to ensure that interest and a willingness to invest exists among property
owners and/or merchants. Seifel also recommends that staff begin by targeting a specific, visible
set of properties for a first round of improvements; success with these properties will advertise
the program and demonstrate to other potential grantees that their investment of time and money
will be worthwhile. Rancho Cordova may also want to contract with design professionals to
advise grantees and design the improvements, as this will streamline the improvement process
and ensure that the community’s aesthetic standards are upheld.
5
Larger rehabilitation efforts can qualify for assistance under programs and incentives available for substantial
rehabilitation.

Phasing for Initiative 1: Revitalize Corridors
Year 1 Year 2 Year 3 Year 4 Year 5

Lay the Foundation
Create Development Ombudsperson
Enhance Internal and Interagency Coordination
Address Physical Needs
Support Priority Projects
Assessment: Assess Development Opportunities and Constraints
Pre-Development: Determine Team and Project Specifics
Development and Construction: See Project Through to Completion
Assess Business Improvement District
Create Façade and/or Tenant Improvement Programs*
*While Seifel does not recommend focusing on Façade and/or Tenant Improvement Programs during the first three
years of the Strategic Plan, a first round of improvements or “pilot” project during this time period could prove
useful in establishing interest among other merchants and developing program guidelines.
a. Staffing for Initiative 1: Revitalize Corridors

The E&ND Department consists of three divisions: Economic Development, Housing and
Neighborhood Services. These three divisions share responsibility for redevelopment projects and
activities in Rancho Cordova, with support from Finance, the City Manager’s Office, Planning,
Public Works, Building and Safety, and other departments as necessary.
Existing E&ND staff includes an Economic Development Manager, Housing Services

Administrator, Neighborhood Services Manager, and Code Enforcement and Animal Services
Officers. In FY 2007/08, the Department is slated to add at least two new staff members, a CDBG
and Grants Specialist (within Housing) and Neighborhood Liaison (within Neighborhood
Services).
In order to accomplish the action items outlined in the Revitalize Corridors initiative area, Seifel
recommends an additional staff person within the Economic Development Division in early
FY 2007/08. This individual’s primary responsibility will be as the Development Ombudsperson,
with support available to the Economic Development Manager to conduct outreach to business
and property owners. E&ND will also need to draw on the staff resources of other departments
and, at times, outside consultants to accomplish the Revitalize Corridor action items.

III. Strengthen Neighborhoods
Strengthening neighborhoods is a critical focus for Rancho Cordova, and one of the key drivers
behind the City’s incorporation. Rancho Cordova launched the Growing Strong Neighborhoods
(GSN) in January 2007. GSN’s mission is to “foster City pride, increase property values and
encourage residents to enhance their homes, streets and community.” GSN is a citywide
undertaking, with departments providing staff and resources to further the mission. To date,
efforts have centered on improved code enforcement and education, primarily through “blight
buster” operations to help residents identify and correct problems of blight and nuisance that may
impact safety and property values. The City has augmented efforts with a CDBG-funded
Incentives Program to reward leading efforts at neighborhood organization and improvement in
CDBG target areas. Additionally, the Community Development. . . [Reed’s comments on back of
scanned page—please resend]
Rancho Cordova recognizes that community involvement and education are key facets of GSN.
The actions outlined in this section thus have two underlying objectives:
• Improve Neighborhood Conditions by alleviating blight and removing adverse physical and
economic conditions, thereby increasing property values and encouraging reinvestment.
• Build Neighborhood Capacity by empowering residents, identifying local resources, and
enhancing neighborhood leadership and organizational capacity.
This section recommends actions to support GSN, with a focus on how redevelopment actions
can complement E&ND’s work with Blight Busters and other code enforcement efforts and the
CDBG-funded Incentives Program. These actions involve four key steps:
Initiative 2: Strengthen Neighborhoods

Lay the Foundation
Develop Program and Staff
Focus Initially on One Neighborhood
Continue Ongoing Neighborhood Improvement Efforts

The first step towards strengthened neighborhoods is laying the foundation—establishing
programs and preparing staff to work with neighborhoods.
1. Develop Program and Staff

The Agency should coordinate its actions with the CDBG-sponsored Incentives Program
launching during FY 2007-08. Rather than create an independent effort, redevelopment can
leverage and expand this program over the next five years, broadening its reach and influence.
Redevelopment Strategic Plan—Administrative Draft III-1 Seifel Consulting Inc.

Together, CDBG and redevelopment can undertake neighborhood improvement projects and
foster neighborhood organization, identity and leadership. E&ND should also continue its
excellent efforts in code enforcement, leverage complementary housing programs, and coordinate
with compatible efforts occurring in Rancho Cordova’s older neighborhoods.
Rancho Cordova plans to add a Community Services Liaison to E&ND for FY 2007/08. A core
responsibility of this staff person should be working with project area neighborhood associations
and residents to accomplish the work outlined in this section.
2. Focus Initially on One Neighborhood

To maximize the initial impact of these efforts and effectively use scarce resources, staff should
focus resources on one neighborhood at a time. An interdepartmental team can establish where to
first focus, based on complementary programs and neighborhood need. For instance, the team
may choose to begin in the White Rock neighborhood, an ideal first focus area as it is located
within both the CDBG and redevelopment areas, has documented need and a number of projects
and efforts underway. The Cordova Parks and Recreation District has received a state grant to
renovate the White Rock Community Park, and it is the focus of the U.S. Department of Justice’s
Operation Weed and Seed activities in Rancho Cordova. Leveraging these existing projects and
augmenting them with neighborhood capacity building and improvement projects will be truly
impactful for residents.
Once staff has implemented the program in White Rock, it can expand the process to other
neighborhoods within the CDBG target area and project area, altering the process as appropriate
based on lessons learned in White Rock. The selection of next neighborhood could be done
through an application process or friendly contest, where neighborhoods compete for their turn at
focused attention, resources and improvement projects.
B. Undertake Neighborhood Improvement Projects

E&ND (in collaboration with neighborhood associations, where they exist) should organize
neighborhood forums where the Community Services Liaison and other staff involved in GSN
can speak with neighborhood residents about pressing issues. The purpose of these forums is to
understand neighborhood needs and discuss tangible, achievable improvement projects that could
address those needs. Exhibit 4 contains a list of such projects that have proven meaningful and
successful in other communities, and can serve as a starting place for discussions with residents.
Staff and residents should then prioritize a limited number of projects (5 to 10) and establish
concrete outcomes and a timeline for accomplishing those projects. Focusing on a limited number
of projects has two benefits. First, it makes residents communicate the most pressing concerns
facing their neighborhood. Secondly, it sets realistic expectations for the City and residents.
Rather than attempt to do it all and end up with projects half done, concrete improvement projects
can be planned, funded and completed. Staff should encourage residents to prioritize a mix of
“quick-fixes” and ambitious, long range projects. This combination allows residents to see results
and experience success in the short term, while simultaneously embarking upon longer term
projects that require greater effort, coordination and funding.

Exhibit 4
Potential Neighborhood Improvement Projects
• Build Neighborhood and Leadership Capacity

• Create and/or strengthen neighborhood associations
• Sponsor events where neighborhoods can meet each other and City staff
• Identify neighborhood resources, including individuals with particular skills or knowledge, churches,
schools, etc.
• Utilize and/or Improve Community Services and Facilities
• Create and improve parks, community gardens and recreational opportunities
• Develop and/or rehabilitate community facilities (ie. community, youth and senior centers, health
clinics, libraries, and police and fire stations)
• Provide funding for services and programs at community facilities that respond to particular
neighborhood needs (ie. language barriers, after school programs, childcare)
• Partner with schools and other organizations to improve access to facilities and recreation
• Underground utilities and upgrade sewer, flood control systems and other infrastructure
• Partner with Police Department for community policing initiatives
• Create Safe and Attractive Streets
• Increase safety and attractiveness through streetscape beautification and maintenance
• Improve street lighting
• Plant street trees
• Provide low or no-cost tree trimming service
• Install traffic calming mechanisms
• Improve parking and circulation
• Improve and/or create sidewalks that are ADA accessible
• Install pedestrian and bike safety improvements
• Establish signage transitions to alert people that they are in a residential area (slow, children at play,
neighborhood street, etc)
• Develop “fence-mending” program
• Continue “blight busters” neighborhood cleanups and bulk waste pick ups
• Improve Housing**
• Strengthen code enforcement
• Create “tool” loan program to assist in home and garden improvement projects
• Develop homeownership education program (connected to first-time homebuyer and workforce
housing efforts)
• Improve residential landscaping
• Provide a variety of housing opportunities affordable to City workers and residents
• Assist with rehabilitation for homes and multifamily residential developments
*This list provides a starting point for discussion with residents surrounding tangible, achievable projects that they
could prioritize for their neighborhood. Rancho Cordova already offers some of the services and programs listed
above, but residents may not be aware of them or able to connect them to their own neighborhoods. Implementing
such priority projects may be as simple as connecting residents to an existing program, or expanding that program to
meet the needs of a particular neighborhood.
**Many of these projects overlap with actions discussed in the following Chapter, Broaden and Preserve Quality
Housing Choices.

Once priorities, outcomes and timelines are established, staff and residents would collaborate to
see them accomplished with community input and in a timely fashion. E&ND will provide staff
and financial resources to accomplish priority projects. In terms of staffing, the Community
Services Liaison should serve as project manager for the priority projects, moving projects
forward and coordinating the work and resources of various departments, partner organizations,
and residents. Involvement from other departments and Agencies, particularly Public Works,
Building and Safety, Finance, and Planning, the Rancho Cordova Police Department, Sacramento
Metropolitan Fire District, and the Cordova Parks and Recreation District, will likely be
necessary for various projects. Redevelopment and CDBG funds will be the core funding sources
for projects, and should leverage other local, state and federal funding sources whenever possible.
Ongoing resident involvement will be key to achieving projects that meet community need and
preferences. It also furthers the simultaneous effort to empower residents and foster leadership.
Depending on the project, residents may provide input into implementation measures that meet
neighborhood needs, volunteer hours, advice on design and development plans, and the like.
C. Build Neighborhood Capacity and Identity

Simultaneously, E&ND should build community capacity and identity across all neighborhoods.
Interfacing with neighborhoods and residents to identify and prioritize improvements is one way
to empower residents and build leadership. Other important actions include supporting
neighborhood associations and connecting residents to each other and outside resources.
Neighborhood associations foster a sense of community and provide residents an opportunity to

interact with their neighbors, improve their communities, and advocate on behalf of shared
concerns and desires. Well-organized neighborhood associations are civic assets, and
Rancho Cordova should encourage them throughout the City, and the older neighborhoods in
particular.6 Through organizing around priority projects, blight busters events and targeted
outreach to residents, staff can promote new and strengthen existing neighborhood associations.
These associations can then apply for funding for specific, small-scale community projects that
simultaneously build up the association and alleviate trash, graffiti and other factors that blight
their neighborhoods.
Connecting residents to each other and to the City and other community resources is key to
strengthening neighborhoods. Many times, resources and support already exist, but residents do
not know how to access them. Neighborhood associations often excel at providing information
and connections through events that foster community pride and resident interaction, forums with
City staff and officials, newsletters, websites and the like.
6
Two existing associations, the Lincoln Village and Sunriver Neighborhood Associations, have significant overlap
with the redevelopment project area, according to information on the City of Rancho Cordova’s Neighborhood
Associations Directory (www.cityofranchocordova.org). When working with White Rock residents on Neighborhood
Improvement Projects, staff should encourage residents to form a White Rock Neighborhood Association.

As new associations are formed, staff can help to temporarily fill this role, continuing to sponsor
‘blight busters’ cleanups and other events, developing physical and electronic newsletters and
flyers, and keeping websites up to date. Staff should look to share this responsibility with
residents as much as possible, and in doing so pass skills, techniques and “the torch” on to
residents and neighborhood associations.
D. Continue Ongoing Neighborhood Improvement Efforts

The E&ND Department has spearheaded the City’s Growing Strong Neighborhoods to date, and
should continue to work with other departments to strengthen Rancho Cordova neighborhoods.
E&ND should also grow its ambitious code enforcement and “blight busters” programs, and
leverage complementary housing programs in their work with individual residents and
neighborhoods. It should take advantage of similar efforts by other organizations, like the U.S.
Department of Justice’s Operation Weed and Seed or park rehabilitation projects undertaken by
the Cordova Recreation and Parks District.
Phasing for Initiative 2: Strengthen Neighborhoods

Lay the Foundation
Develop Program and Staff
Focus Initially on One Neighborhood
Expand to Additional Neighborhoods
Maintain Ongoing Neighborhood Improvement Efforts
a. Staffing for Initiative 2: Strengthen Neighborhoods

The E&ND Department’s Neighborhood Services Division will have primary responsibility for
the Strengthen Neighborhoods action items. The Neighborhood Services Manager and
Neighborhood Liaison (new for FY 2007/08) should work closely with other E&ND and City
staff, particularly Code Enforcement, Housing and Economic Development staff. Sharing
knowledge and coordinating outside organizations like the Cordova Recreation and Parks
District, Police Department, neighborhood associations and other community groups is also
critical to accomplishing the action items.

IV. Broaden and Preserve Quality Housing Choices
Broadening and preserving housing choices for Rancho Cordova residents and prospective new
residents is a critical aspect to successfully implement the Agency’s five year Redevelopment
Strategic Plan and the City’s Economic and Neighborhood Development Strategy. By providing a
range of affordable housing options for, among others, Rancho Cordova’s workforce, seniors and
families, the City will ensure that residents are not overburdened by housing costs. Also, the
range of housing choices available will enable employers to attract a diverse and able workforce.
Lower shelter costs translates to increased disposable income that could be spent on goods and
services within the City, thereby stimulating the City’s economy.
Broadening and preserving quality housing choices seeks to:
• Decrease shelter costs and increase disposable income of City residents

• Foster housing options for the local workforce and special needs populations (seniors,
persons with disabilities, veterans, etc.)
• Improve the balance of owner to rental housing stock
• Help meet other City housing goals
• Meet Redevelopment and Housing Element housing obligations
Staff should begin by establishing a solid foundation for housing programs, and particularly for
redevelopment involvement in them. These programs will focus on homeownership and meeting
City goals and Agency obligations, supporting rehabilitation of existing housing stock and new,
diverse housing options.
Initiative 3: Broaden and Preserve Housing Choices

Lay the Foundation
Develop Systems to Meet Housing Goals and Obligations
Leverage Resources
Establish First Time Homebuyers Program
Create For-Sale Housing
Ensure Housing Opportunities for Special Needs Populations
Promote New Housing Developments
Assist Housing Rehabilitation
Redevelopment Strategic Plan—Administrative Draft IV-1 Seifel Consulting Inc.

Rancho Cordova must begin by understanding the Redevelopment Agency and other resources at
its disposal for supporting housing, and the obligations those resources carry with them.
Redevelopment’s main resource is tax increment revenues, and specifically the Low and
Moderate Income Housing Fund (Housing Fund) for affordable housing. Redevelopment funding
can leverage outside resources to get the “biggest bang for the buck.”
1. Meet Housing Goals and Obligations

The Agency should support the Housing Division’s overall efforts to help meet
Rancho Cordova’s housing needs.7 It is also obligated to meet Community Redevelopment Law
(CRL) affordable housing production and expenditure requirements, as summarized in Exhibit 5.
To prove its compliance with CRL requirements, the Agency must report its housing activities
and housing produced within the redevelopment project area.8 Tracking and reporting this
information accurately is critical. The first step the Agency should therefore take is to develop a
system for tracking all housing production and Housing Fund expenditures since the project
area’s adoption in 2006.
The Agency will need to keep up to date on changes to the CRL. Staff should consider
membership with the California Redevelopment Association (CRA), attend annual trainings or
seek other resources to keep the Agency current on legislative changes.
2. Leverage Resources
The Sacramento Housing and Redevelopment Agency (SHRA) has been developing housing for
over thirty years and is responsible for local public housing and administration of the Department
of Housing and Urban Development’s voucher program. Its portfolio of experience, land holdings
and funding can be leveraged to develop projects that support both Agency and SHRA goals,
potentially a tremendous asset for the Agency. Whenever possible, E&ND should pursue
opportunities with SHRA, building a strong relationship with SHRA in the process.
E&ND should also actively pursue other funding sources as part of its policy to broaden housing
choices. State and federal moneys from CDBG, Proposition 1C and state tax credit programs,
among many other programs, should be used to their maximum extent possible for all housing
projects.
7
These needs and the City’s housing goals are laid out in Rancho Cordova’s current Housing Element. Specifically
within the Housing Element, the City’s housing needs by income level and Regional Housing Needs Allocation
(RHNA) goals are identified. The 2007/08 CDBG Action Plan also presents a number of housing objectives, which
the Agency can use to focus housing efforts and leverage funding during the first year of the Strategic Plan.
8
See Appendix I for CRL reporting and compliance due dates.

E&ND can also look to internal resources—for example, in line with Growing Strong
Neighborhoods, E&ND can fund housing projects that reinforce the work of GSN by improving
properties within target neighborhoods. Enhanced relationships with local organizations like
non-profits, schools, and community–minded banks and other businesses can make
Rancho Cordova’s resources stretch even farther.
Exhibit 5
California Community Redevelopment Law Housing Production and
Expenditures Requirements
Affordable Housing Production Requirement

Non Agency Produced Housing Units
At least 15 percent of housing units produced by public or private entities other than the Agency to be
available at affordable housing cost to persons and families of very low, low or moderate income
households. Of those units, at least 40 percent must be affordable to very low-income households.
Agency Produced Housing Units
At least 30 percent of housing units produced by the Agency acting as the developer must be available at
affordable housing cost to persons and families of very low, low or moderate income. Of those units, at
least 50 percent must be affordable to very low-income households. Seifel does not recommend that the
Agency act as the developer as their staff and financial resources can be better used elsewhere; rather,
Agency staff can work closely with non-profit and market-rate developers to build housing that meets local
needs.
Production obligations must be met within ten year compliance periods and through the life of the
Redevelopment Plan.
Replacement Housing Requirement
Agencies must replace within four years housing units or bedrooms removed from the housing stock as a
result of redevelopment activities. An agency must give priority to households displaced by an agency,
which the Agency will track with a list of priority households.
Low and Moderate Income Housing Fund (Housing Fund) Expenditure Requirements
Income Level Targeting
Housing Funds spent to assist very low, low and moderate income households in at least the same
proportion as the ratio of:
Number of housing units needed for each income category
Total number of units needed from the three income categories
Age Restricted Targeting
Housing Funds spent to assist all persons regardless of age in at least the same proportion as the ratio of:
Number of low-income households in the community with a member under age 65
Total number of low-income households in the community
Housing Fund expenditure requirements must be met over the ten year compliance period.
All affordable housing units assisted through the Housing Fund are required to meet the length of
affordability covenant standards of 55 years for rental units and 45 years for owner occupied units.

B. Promote Homeownership
One important way to broaden the City’s housing choices is to promote homeownership
opportunities to residents, and especially renters who are poised to enter the for-sale housing
market. According to the 2000 Census, Rancho Cordova’s homeownership rate at 49.3 percent
was lower than Sacramento County (58.2 percent) and the State as a whole (56.9 percent).
Rancho Cordova’s Housing Element establishes a goal to “substantially increase the rate of
homeownership.” To that end, the Agency should provide programs and support homeownership
opportunities for first time homebuyers.
Promoting homeownership could be most effectively accomplished by attacking both sides of the
housing equation, that is, increasing the ability of residents to purchase for for-sale housing units
affordable to a range of income levels while simultaneously increasing the number of those
housing units. Such efforts could include programs that assist potential homeowners financially
and policies and programs aimed to subsidize housing rehabilitation and new development.
1. Establish a First Time Homebuyers Program

To increase residents’ ability to buy housing in Rancho Cordova, staff should develop and
implement a first time homebuyers program targeted to qualified moderate and lower income
households. The scale and scope of such a program will be determined by the Housing Division
of the E&ND Department during FY 2007/08, and may include:
• Down payment assistance—Support first time homebuyers purchasing market rate units with
a low interest loan that increases their down payment contribution and decrease monthly
mortgage payments.
• First time Homebuyer Program—Allow qualified first time homebuyers to purchase
designated below market rate (BMR) housing units, whose resale price is restricted to
maintain long-term affordability.
• Gap assistance—Provide loans for closing costs or down payments for first time homebuyers
purchasing BMR units.
• Land Trust—Establish a land trust whereby the City or a non-profit entity owns the land and
first time homebuyers purchase housing units. The resale price of the housing units will be
restricted to maintain their long-term affordability.
• Individual Development Accounts—Promote saving for homeownership by providing
matching funds to qualified households.
Regardless of the specific type of assistance offered, the overarching goal of a first time
homebuyers program is to provide opportunities for moderate and lower income persons or
households to purchase a first home.9
9
Use of Housing Fund monies will require that affordability covenants meet CRL requirements. See Exhibit 5.

Once a program or set of programs is in place to assist first time homebuyers, the Agency should
commit a dedicated funding stream to support it. This funding should be sufficient to support a
certain number of housing units at various income levels, depending on the amount of tax
increment revenue deposited to the Housing Fund, housing needs and obligations as determined
by regional housing needs and CRL requirements, as well as the City’s housing goals.
2. Create For-Sale Housing

To increase the supply of for-sale housing, the Agency should actively support new development
and/or substantial rehabilitation projects that create homeownership opportunities. For new
development, achieving Rancho Cordova goals is a criteria for receiving public assistance (see
Exhibit 2), with housing goals and obligations chief among them. Where proposed projects
contain a homeownership component, the Agency should support it through the entitlement and
development process, and consider financial assistance if needed.
If rehabilitated, some multifamily housing developments could also provide new homeownership
opportunities.10 The blight analysis conducted as part of the Redevelopment Plan adoption
process and current Blight Buster efforts have revealed properties within the redevelopment
project area that require substantial assistance to meet current code standards. Property owners
could rehabilitate and sell these properties as condominium developments affordable to current
renters or interested buyers.
The Agency is directly supporting efforts to rehabilitate and offer homeownership opportunities
through a “condo conversion” program as part of the zoning code revision underway. The City
will adopt an ordinance setting clear guidelines for property owners who wish to convert existing
rental housing. Such an ordinance may require that property owners contribute to a fund for
affordable housing, limit the number of units that may be converted in a year and/or require that
certain underwriting standards are adhered to in order to protect potential buyers. The Agency
may also provide funding to assist property owners in rehabilitation, although this will trigger
relocation, replacement and other obligations.11 Once the ordinance has been adopted, staff can
leverage Blight Buster efforts and the Redevelopment Plan’s building conditions survey to
conduct targeted outreach efforts.
Some existing housing units are not suitable for rehabilitation and conversion to condominiums.
Other rehabilitation efforts are discussed below under Housing Rehabilitation.
C. Encourage Diverse, Quality Housing

The City and Agency should support new housing development and rehabilitation efforts that add
to the supply of diverse, quality housing in Rancho Cordova.
10
These properties would have to satisfy existing open space, parking and other requirements for ownership housing.
11
Agency financial assistance for such rehabilitation would trigger CRL affordability and relocation requirements (see
Exhibit 5), as well as prevailing wage requirements.

1. Ensure Housing Opportunities for Special Needs Populations
Rancho Cordova has a responsibility to ensure that all members of the community have access to
quality housing, particularly populations with special housing needs. This population includes
senior citizens, people with disabilities, veterans, and others for whom supportive housing
environments are necessary to achieve stable housing and lives. The E&ND can leverage public
funding and partnerships with non-profit developers to build housing that meets the needs of
these populations.
2. Promote New Housing Developments

New housing development will be critical for revitalizing Rancho Cordova’s main corridors and
the project area more generally. Especially along Folsom Boulevard, the City is hoping that new
housing will enliven Folsom Boulevard and generate the purchasing power needed to support its
new and existing retail, creating “vibrant places and less-intense spaces in between.”12 The
Agency should encourage development projects that meet housing goals and obligations by
offering incentives, as outlined in Exhibit 3: Development Incentives Toolbox.13
The Agency should specifically prioritize and assist developments that incorporate workforce
and/or affordable housing to meet Agency housing requirements and the City’s housing
obligations and expand options for the local workforce. The successful development of affordable
housing involves overcoming several financial and procedural challenges. In addition to financial
and staff support, the Agency should also provide affordable housing developers with technical
assistance, preparing or reviewing applications for federal and state tax credits and identifying
other funding sources.
3. Assist Housing Rehabilitation

Rehabilitation of existing housing stock will also help the Agency to meet citywide goals and
Agency obligations. Distinct from housing rehabilitation and conversion designed to promote
homeownership, the housing rehabilitation programs discussed below focus on rehabilitating
multifamily rental housing and improving individual homes.
Assist Substantial Rehabilitation for Multifamily Rental Housing

Similar to the assistance the Agency can provide to new housing development, the Agency should
provide financial, procedural and technical assistance support to substantial rehabilitation
projects. As defined by the CRL, “substantial rehabilitation” is rehabilitation of any multifamily
rental unit or any single family Agency-assisted housing unit that has increased in value by at
least 25 percent of the after-rehabilitation value of the dwelling (values include the value of the
land).
12
The vision for Folsom Boulevard, as presented in the Folsom Boulevard Specific Plan.
13
Market rate residential units are not eligible for funding through the Housing Fund, but may be assisted with other
redevelopment funds.

These opportunities for multifamily substantial rehabilitation should be primarily affordable
and/or workforce housing projects as the Agency can then make use of the Housing Fund and
meet the Project Area’s affordable housing obligations.14
The Agency should rely on Blight Buster efforts and the Redevelopment Plan’s building
conditions survey to identify and target properties in need of substantial rehabilitation.
Improve Individual Homes

For project area housing units that do not require substantial rehabilitation, the Agency should
offer financial assistance for smaller improvement projects, including weatherization, painting,
roofing, and landscaping. This support could be provided through a low/no interest, deferred loan,
forgiven loan or matching grant. However, as the scale of these projects will likely not increase
the value of the housing unit to meet the CRL definition of “substantial rehabilitation,” small
rehabilitation projects will not count towards housing production requirements, as outlined in
Exhibit 5. Likewise, they may not be eligible for assistance from the Housing Fund, depending on
the structure of the program and income level of the homeowner.
Agency assistance will augment existing City efforts to rehabilitate existing housing stock. Staff
will determine if Agency assistance should expand the City’s Emergency Loan Repair Program,
increasing the amount of funding available to each home or broadening the program to include
non-emergency repairs, or develop a complementary program.15
Phasing for Initiative 3: Broaden and Preserve Quality Housing Choices

Lay the Foundation
Develop Systems to Meet Housing Goals and Obligations
Leverage Outside Resources
Establish a First Time Homebuyers Program
Create For-Sale Housing
Ensure Housing Opportunities for Special Needs Populations
Promote New Housing Developments
Assist Housing Rehabilitation
14
Use of Housing Fund will require that the improvements meet the definition of “substantial rehabilitation,” as
defined by the CRL. Additionally, the housing unit must be owned or occupied by a low to moderate-income
household, and a deed restriction is recorded against the unit.
15
The City already has an Emergency Repair Loan Program in place for homeowners whose household income is less
than 50 percent of the area median income. Eligible repairs under this program include those that correct health or
safety hazards, including water heater replacement, repair to plumbing or electrical systems, roof repair, and others,
not to exceed $5,000 for mobile homes and $7,500 for single family homes.

a. Staffing for Initiative 3: Broaden and Preserve Quality Housing Choices
The E&ND Department’s Housing Division will have primary responsibility for the Broaden and
Preserve Quality Housing Choices action items. The Housing Services Administrator and CDBG
and Grants Specialist (new for FY 2007/08) will implement the action items in close
collaboration with other E&ND and City staff, particularly Neighborhood Services and Economic
Development staff. Coordination with outside organizations like the SHRA, non-profit housing
developers, and consultants familiar with housing obligations under the CRL will be critical to
accomplishing certain action items.

V. Foster Placemaking and Enhance
Community Amenities
Planning efforts like the City’s General Plan and Folsom Boulevard Specific Plan have helped
Rancho Cordova establish a vision for the community as a great place to live, work, play, and do
business. Rancho Cordova wants to be a place with a center, cultural institutions, community
gathering spaces and regional draws.
Redevelopment resources will be limited during the Agency’s early years, and as such, the
Agency should invest primarily in projects that generate tax increment, so as to have ample
funding down the road for the full range of community redevelopment projects Rancho Cordova
hopes to undertake. Publicly and non-profit owned community facilities do not pay property taxes
and therefore do not directly generate tax increment. The Agency should thus be opportunistic
and savvy about undertaking projects that provide community amenities and facilities within the
project area. This Strategic Implementation Initiative outlines how redevelopment tools can be
used to achieve that vision and foster community pride and identity, without undermining the
Agency’s long–term financial position.
Initiative 4: Foster Placemaking & Enhance Community Amenities

Lay the Foundation
Invest in “Strategic” Projects
Pursue Catalyst Projects with Community Gathering Places and Amenities
Assess the Feasibility and Parameters of Downtown Rancho Cordova
Explore Convention Center at Sunrise Pulse Point
Leverage Partnerships to Improve Community Facilities and Amenities

The City and residents have put a great deal of thought into the places and amenities they would
like, including a downtown, unique landmarks, a good school district, and a comprehensive set of
community services.
As previously discussed, investment in projects that generate tax increment should be a priority
during the first Five Year Strategic Plan period, as Rancho Cordova must “prime the pump” for
future redevelopment activities and expend its limited resources wisely. Laying the foundation in
this case therefore involves setting expectations about where Agency time and funding should be
dedicated: community amenity projects able to generate tax increment, leverage outside resources
and address City goals. For example, community amenities within a catalyst project (i.e., public
plaza adjacent to a mixed-use development along Folsom Boulevard) or projects that are
supported by another public entity (i.e., White Rock Community Park renovation) should receive
more consideration. As the project area matures and tax increment grows, the Agency will have
greater resources and latitude to invest in community facilities and other public amenities,
without jeopardizing the fiscal strength of the project area.
Redevelopment Strategic Plan—Administrative Draft V-1 Seifel Consulting Inc.

B. Invest in “Strategic” Projects
During the first five years of the Redevelopment Strategy, the Agency should focus on a few
“strategic” community amenity projects, catalyst projects with public gathering spaces or other
community amenities, Downtown Rancho Cordova, a convention center at the Sunrise Pulse
Point, and improvement projects that leverage partnerships with other public and community
organizations. E&ND staff should work with other City departments and community partners to
assess the feasibility of these projects and, if warranted, bring them to fruition. Other strategic
opportunities should also be evaluated as they arise, to the extent possible without detracting from
staff’s ability to carry out priority projects.
1. Catalyst Projects with Community Amenities

Many catalyst projects will include community gathering places and other amenities. These may
include design techniques intended to attract passersby to retail offerings, outdoor cafes or plazas
that encourage visitors to linger, or small parks where residents, workers and their families can
relax. These amenities could also extend to onsite childcare facilities, space available for
community meetings, or improved streetscape and pedestrian environments.
As part of a private development project, these community amenities are able to meet
Rancho Cordova’s desire for better places and facilities, without depriving the Agency of needed
tax increment resources. While some public support may be necessary to achieve amenity and
catalyst projects more generally, leveraging private resources to make public investments go
much farther than they could independently.
2. Assess the Feasibility and Parameters of Downtown RanchoCordova

One public place under consideration is a Downtown Rancho Cordova. During the General Plan
development process, City residents depicted Rancho Cordova as a community without a core.
Based on this input and other discussions, the City Council directed the General Plan Advisory
Committee, citizens of Rancho Cordova, other stakeholders, and City staff to establish a
framework for Rancho Cordova’s downtown, though the “Visioning Downtown
Rancho Cordova” phase of the General Plan process. This visioning phase is intended to
investigate and clarify the role of a downtown for the City. Preliminarily, the City Council has
designated the area between Folsom Boulevard Sunrise Boulevard, International Drive, and
Zinfandel Drive as the location for a future downtown. The total size of the area is approximately
1,000 acres, conceptually described as “a vibrant central business core anchored by civic uses,
connecting old and new Rancho Cordova.”
During the next five years, the Agency should support the Planning Department in this visioning
process, especially as it relates to understanding the outcomes of the downtown planning efforts
and their implications for future action by the City and/or Agency. To start, Agency staff should
attend meetings to keep abreast of recommended policies and decisions made as well as increase
stakeholder awareness about how the development of Rancho Cordova’s downtown will help
promote redevelopment goals and vice versa.

If warranted, during the later years of the downtown vision process, the Agency should increase
its involvement and support the City to explore the feasibility of a downtown in its currently
proposed location. In particular, the Agency should consider what a built out downtown would
look like, what its proposed land uses might be, how its development will affect the project area,
and how much public support would be needed to see it come to fruition. Staff should keep the
vision for downtown in mind when facilitating new development along Folsom Boulevard.
3. Explore Convention Center at Sunrise Pulse Point

Similar to the Downtown Rancho Cordova project, the possibility of a Convention Center has
been discussed for some time. The General Plan’s Economic Development Goal 4 is to “Create a
convention center in Rancho Cordova that attracts local, regional and statewide events to
Rancho Cordova.” To achieve this goal, the Folsom Boulevard Specific Plan created a
Convention Overly District at the Sunrise Pulse Point (Figure 3) which prioritizes convention and
visitor-related uses and does not permit others.
The next step in the Convention Center project is to assess the market for such an undertaking
(demand, as well as the potential costs and revenues) and better define the characteristics of a
successful project in Rancho Cordova. This assessment should be completed within the first year
of the Strategic Plan as it will have important implications for future analyses of catalytic
opportunities.
Figure 3
Convention District Overlay
Source: Folsom Boulevard Specific Plan, 2006.

4. Leverage Partnerships to Improve Community Amenities and Facilities
Particularly during the first Five Year Strategic Plan, Rancho Cordova should leverage
partnerships with public and community organizations to improve community centers, parks, fire
and police stations, and other facilities and amenities. Working with community partners is
always wise, but it will be critical during these initial years due to resource constraints and the
need to focus on tax increment generating projects.
For example, E&ND staff is already working with Fire Department official to rebuild Fire Station
61. The new Fire Station will enhance fire services within the community, and it leverages the
support the Agency is already obligated to provide, such as capital projects undertaken by
Sacramento Metropolitan Fire District (SMFD).16 Another similar opportunity is renovations to
White Rock Community Park. In the near term, E&ND should consider itself a stakeholder in
these types of community projects, contributing knowledge and, when necessary and available,
limited resources to ensure community needs are met.
Phasing for Initiative 4: Foster Placemaking and Enhance Community Amenities

Lay the Foundation
Invest in "Strategic" Projects
Pursue Catalyst Projects with Community Gathering Places and Amenities
Assess the Feasibility and Parameters of Downtown Rancho Cordova
Explore Convention Center at Sunrise Pulse Point
Leverage Partnerships to Improve Community Facilities and Amenities
a. Staffing for Initiative 4: Foster Placemaking and Enhance

Community Amenities
The E&ND Department’s Economic Development Division will have primary responsibility for
the Foster Placemaking and Enhance Community Amenities action items, with significant support
from the Housing Division, Neighborhood Services Division and Planning Department. The
Economic Development Manager and Development Ombudsman (recommended for FY 2007/08)
will work with catalyst projects to incorporate placemaking and community amenities into
potential developments. Housing, Neighborhood Services and Planning staff will be critical to
informing decisions about these places and needed amenities, and, as with all development
projects, interagency cooperation will be paramount. E&ND will need to tap into the expertise of
specialized consultants to assess the feasibility of Downtown Rancho Cordova and the
Convention Center. Coordination with outside organizations like SMFD, the Cordova Recreation
and Parks District, the Police Department and other community partners will be key to
accomplishing the action items, as leveraging partnerships will facilitate the improvement of
community facilities.
16
As part of the Redevelopment Plan adoption process, the Agency and SMFD signed a memorandum of
understanding and agreement to ensure that the establishment of the project area benefit both parties. The Agreement
requires the Agency to annually contribute funds (“Capital Improvement Contribution”) for joint capital projects that
benefit the Project Area, including the replacement of Station 61.

VI. Conclusion
Redevelopment is a new and critical tool for promoting economic and neighborhood development
in Rancho Cordova, particularly along key commercial corridors and in older neighborhoods. It
will also help realize housing goals and “place-making” activities throughout the project area.
This Strategic Plan is a guide for how to strategically invest in projects that maximize long term
benefits and create the programs and systems Rancho Cordova needs to take full advantage of
redevelopment. The recommendations in this guide are based on best practices and include
innovative approaches to economic and neighborhood development. Key recommendations for
action items, phasing and staffing are summarized below by strategic implementation initiative.
Revitalize Corridors
Over the next five years, Rancho Cordova’s primary approach to corridor revitalization will
involve facilitating private sector investment along its key corridor, Folsom Boulevard. In order
to attract this investment, E&ND staff will need to streamline processes for new development,
assist key projects, particularly at catalyst sites, and provide support to business and property
owners. Projects that generate tax increment and leveraging partnerships and outside funding
sources should be prioritized, especially during these early years when redevelopment financing
is limited. Investments in projects that increase property values and tax revenues will “prime the
pump” for future redevelopment.
Foundational action items like creating a development ombudsperson, enhancing internal and
interagency coordination and addressing physical infrastructure needs along Folsom Boulevard
should be the E&ND’s first priorities. Once these are in place, staff can focus on promoting new
development and address the needs of business and property owners. Primary staff responsibility
should be within E&ND’s Economic Development Division, including the new development
ombudsperson position.
Strengthen Neighborhoods
Redevelopment in Rancho Cordova’s older neighborhoods will employ a two-fold approach:
improving neighborhood conditions and building neighborhood capacity. Improving physical
conditions is critical to alleviating blight and adverse conditions, thereby encouraging
reinvestment and increasing property values. In Rancho Cordova, the community will be involved
in prioritizing, designing and implementing improvement projects. Physical improvement
projects may include the installation of traffic calming mechanisms, planting street trees, utility
undergrounding, home improvement assistance, and/or improved recreational opportunities, as
prioritized by neighborhood residents. By involving residents in decision-making and
implementation, Rancho Cordova will build capacity among local leaders and associations. It
should also support neighborhood associations, events where residents can connect with each
other and with City staff, and identify and strengthen local resources.
Redevelopment Strategic Plan—Administrative Draft VI-1 Seifel Consulting Inc.

The first step in this effort will be to finalize a program and staff understanding for how to
approach neighborhood residents and include them in decision-making. From there, staff should
implement the effort in one neighborhood, to maximize impact and potentially improve upon the
program before extending it to other neighborhoods. Primary staff responsibility should be within
E&ND’s Neighborhood Services Division, by the Neighborhood Services Manager and
Neighborhood Liaison.
Broaden and Preserve Quality Housing Choices

Rancho Cordova will improve the type and variety of housing available to its residents by
ensuring housing for special needs populations, promoting quality developments for a wide range
of households, and providing rehabilitation assistance. It will also balance its housing offerings
by promoting homeownership through a first time homebuyers program and creating for-sale
housing opportunities.
Rancho Cordova must begin by establishing a solid foundation for housing activities and
redevelopment involvement in them. This involves developing the systems and programs needed
to meet housing goals and obligations and enhancing strategic partnerships with non-profit
housing developers, SHRA and potential funding sources. With this foundation in place, E&ND
staff will be able to focus on creating new housing and enhancing the existing housing stock.
Primary staff responsibility should be within E&ND’s Housing Division, by the Housing Services
Administrator and CDBG and Grants Specialist.
Foster Placemaking and Enhance Community Amenities

Redevelopment resources will be limited during the Agency’s early years, Rancho Cordova
should focus on a few “strategic” community amenity projects, Downtown Rancho Cordova, a
convention center at the Sunrise Pulse Point, and improvement projects that leverage partnerships
with other public and community organizations. Strategic community amenity projects include
catalyst projects with public gathering spaces or other community amenities because, as
previously discussed, investment in projects that generate tax increment should be a priority
during the first Five Year Strategic Plan period.
Much of the foundation for this initiative has already been laid through planning efforts like the
Folsom Boulevard Specific Plan. The next step is to focus on catalyst projects and ensure that
they provide the places and amenities that Rancho Cordova desires. Primary staff responsibility
should be within E&ND’s Economic Development Division, with significant assistance from
Housing, Neighborhood Services and Planning staff.
With these steps, Rancho Cordova will effectively and strategically employ redevelopment
resources to revitalize the project area and City.
Redevelopment Strategic Plan—Administrative Draft VI-2 Seifel Consulting Inc.

Appendix
Appendix I:
California Redevelopment Agency
Reporting and Legal Requirements and Tracking Best Practices
Strongly
Required Recommended Deadline Notes
Reporting Requirements
Annual Report and Audit* The Annual Report and Audit is due 6 months after the end of the Fiscal Year. It should be sent to the State Controller's Office,
Housing and Community Development (Report on Housing Activities), the legislative body, and anyone who requests it in
X 31-Dec writing.
Compliance Audit X 31-Dec Audit must look for compliance with relevant Redevelopment Law, not simply review fiscal health and financial practices.
Fiscal Statement X 31-Dec
Report on Housing Activities X 31-Dec
Description of Blight Elimination X 31-Dec
Defaulted Agency-made Loans X (if applicable) 31-Dec Required to submit list of Agency-made loans of at least $50,000.
Property Inventory X 31-Dec
Statement of Indebtedness (SOI) X 1-Oct
Statement of Economic Interest X 1-Apr
Implementation Plan and Midterm Review X see notes Implementation Plans must be done every five years, with a midterm review somewhere during the 3rd year of the IP.
Other Legal Requirements

Findings
That spending Housing Fund money on the
administration of housing programs is necessary
for the provision of affordable housing Required to spend Housing Fund money on administration. Best practice is to adopt these findings annually in the Annual
X see notes Budget Resolution.
To support spending on public improvements Both the City and Agency have to make this finding if they plan to spend Agency money on public improvements. Best
X see notes practice is to adopt these findings annually in the Annual Budget Resolution.
That spending housing fund monies outside a Required to spend Agency housing fund money outside of project areas. Best practice is to adopt these findings with each
project area is of benefit X see notes project outside of the project area receiving Housing Fund money.
Annual Budget X 30-Jun The budget must be annual and must contain the listed components. It should match implementation plan, statement of
Agency's proposed expenditures X indebtedness and financial statement. It can and should be amended when significant changes occur with respect to revenues,
Proposed indebtedness to be incurred by Agency expenditures and/or projects. Changes to the budget can only be made by resolution.
X
Anticipated revenue X
Goals and work program for the current year X
Examination of previous year's achievements and a
comparison with the goals of the previous year's
work program X
Findings to be made in Annual Budget Resolution See "Findings." If the Agency wants to allocate monies to be spent in certain ways, it must make findings to support that. The
X recommended way to do that is annually in the resolution accompanying the Agency's budget.
Redevelopment Strategic Plan - Administrative Draft Seifel Consulting Inc.

Appendix I:
Strongly
Legal Documents and Tracking
Redevelopment Plans and Amendments X see notes Update when new and/or amended.
Bylaws X see notes Update when new and/or amended.
Conflict of Interest Reports economic interest of key officials and staff. Members of the legislative body have a conflict of interest and cannot
vote if they own property within 500 feet of a single project or a project area. It is important to track conflicts to ensure
quorum / votes on an issue. An agency must follow the procedure proscribed by the "rule of necessity" in there are not enough
people eligible for a vote (a random selection process for adding people back into the vote). This is technically a legislator's
responsibility, but staff and attorneys should try to notify legislators and/or give them warning that they should check their
X eligibility. See Map recommendation for tracking potential conflicts.
Codes X see notes Update when new and/or amended.
Statement of Economic Interest Forms X 1-Apr These must be completed each year by April 1st or as officials/staff members and/or land holdings change.
Map Maintaining a map of land owned by legislators with 500-foot radius helps staff and officials keep track of where officials
X see notes must recuse themselves.
Relocation Guidelines Must be updated as necessary to remain AT LEAST as rigorous as California's guidelines. If they were originally based on
X see notes California's guidelines, they should be updated to reflect changes in those guidelines.
Designated Newspaper of General Circulation X n/a Not required, but best practice is to have one or more designated for noticing.
Roster of Boardmembers This should be updated as board members change and the California Secretary of State must be sent an up to date version of
X see notes this roster.
Negotiated Pass Through Agreements X (if applicable) see notes Update if/when agreements are amended.
List of Key Ordinances/Resolutions X see notes Update as new ordinances/resolutions are passed.
Summary - Time and Fiscal Limits X see notes Update if/when limits change. Limits can be changed by the Legislative Body and/or State.
Summary - Pass Through Agreements Update when new payments come into being and/or old ones are amended. Especially useful for project areas with negotiated
X see notes pass through agreements or a mix of statutory and negotiated ones.

Appendix I:
Strongly
Financial Documents and Tracking
Record Maintenance
Remittance Advice from County X n/a
Certificates of Assessed Value from County X n/a
Official Documentation of Base Assessed Value X n/a
List of Revenue Restrictions Revenue restrictions are proscribed in the CRL, but can also be established by Project Area, bond issuance and/or project-
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Supplemental X n/a
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by component X n/a
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by destination X n/a
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ADMINISTRATIVE DRAFT

Five Year Redevelopment Strategic

Community Redevelopment Agency of the

II. Revitalize Corridors............................................................................... II-1

B. Promote New Development .............................................................................................................................II-11

C. Support Business and Property Owners...........................................................................................................II-19

III. Strengthen Neighborhoods ...................................................................III-1

B. Undertake Neighborhood Improvement Projects.............................................................................................III-2

C. Build Neighborhood Capacity and Identity......................................................................................................III-4

D. Continue Ongoing Neighborhood Improvement Efforts .................................................................................III-5

IV. Broaden and Preserve Quality Housing Choices................................. IV-1

B. Promote Homeownership ................................................................................................................................. IV-4

C. Encourage Diverse, Quality Housing .............................................................................................................. IV-5

V. Foster Placemaking and Enhance Community Amenities ....................V-1

B. Invest in “Strategic” Projects .............................................................................................................................V-2

VI. Conclusion ............................................................................................. VI-1

Redevelopment Strategic Plan—Administrative Draft i Seifel Consulting Inc.

Redevelopment Strategic Plan—Administrative Draft ii Seifel Consulting Inc.

• Revitalize commercial corridors

1. Strategically Leverage Redevelopment in RanchoCordova

Redevelopment Strategic Plan—Administrative Draft I-1 Seifel Consulting Inc.

Five Year Action Items

Five Year Action Items

Redevelopment Strategic Plan—Administrative Draft I-2 Seifel Consulting Inc.

Redevelopment Strategic Plan—Administrative Draft I-3 Seifel Consulting Inc.

• Enhance the viability of businesses along Folsom Boulevard,

Economic & Neighborhood

Redevelopment Strategic Plan—Administrative Draft II-1 Seifel Consulting Inc.

Initiative 1: Revitalize Corridors

A. Lay the Foundation

Four key actions items are recommended to establish this foundation:

1. Create a development ombudsperson position,

Redevelopment Strategic Plan—Administrative Draft II-2 Seifel Consulting Inc.

• Attract catalyst projects to specific sites,

2. Enhance Internal and Interagency Coordination

Streamline Entitlement Process

Redevelopment Strategic Plan—Administrative Draft II-3 Seifel Consulting Inc.

City of Rancho Cordova

Other Entities and Agencies

Redevelopment Strategic Plan—Administrative Draft II-4 Seifel Consulting Inc.

Assist Development Projects

Redevelopment Strategic Plan—Administrative Draft II-5 Seifel Consulting Inc.

Assess Infrastructure Needs

The City will need to prioritize improvements, considering:

• How urgent is the need?

Redevelopment Strategic Plan—Administrative Draft II-6 Seifel Consulting Inc.

The undergrounding should be coordinated with implementation of the Folsom Boulevard

Improve Folsom Boulevard Streetscape and Design

Redevelopment Strategic Plan—Administrative Draft II-7 Seifel Consulting Inc.

The following criteria for evaluating potential projects are recommended:

• Potential for blight alleviation

Redevelopment Strategic Plan—Administrative Draft II-8 Seifel Consulting Inc.

Redevelopment Strategic Plan—Administrative Draft II-9 Seifel Consulting Inc.

Alleviate Blight 3 Opportunity to redevelop vacant or underutilized sites.

Dense, high-value new development likely to occur on

Furthers many Citywide goals, General Plan, Housing

Draws in significant regional and state TOD and Housing

Total Score 11 Out of a Possible 12

Redevelopment Strategic Plan—Administrative Draft II-10 Seifel Consulting Inc.

B. Promote New Development

Redevelopment Strategic Plan—Administrative Draft II-11 Seifel Consulting Inc.

Redevelopment Strategic Plan—Administrative Draft II-12 Seifel Consulting Inc.