Page 1

20 12 ANN U A L R E P O R T


The Downtown Sacramento Partnership (DSP) is a

Table of Contents Year in Review

2

Public Policy

3

Clean + Safe

4

Marketing + Outreach

6

Culture, Entertainment, + Tourism

7

Office Market

8

Retail Market

9

Residential Market

10

Financials

11

Transit, Infrastrcture + Circulation

12

Demographics

13

Map + Project Profiles

14

Directors + Staff

16

private, non-profit organization dedicated to the improvement of Sacramento’s central business district. The DSP oversees maintenance, safety, and revitalization programs financed by the Downtown Sacramento Management District, a property-based assessment district established in 1995.

20 12 ANN U A L R E P O R T

The district is roughly bound by H Street to the north, 16th Street to the east, N Street to the south and the Sacramento River to the west. The 66-block district is located within the central business district C-3 zoning area. The mission of the Downtown Sacramento Partnership is to establish Downtown Sacramento as the vibrant arts, entertainment, business and cultural destination of the greater Sacramento region through effective public-private collaboration for the benefit of residents, visitors and investors.


YEAR IN REVIEW

Over the past year, our efforts to revitalize Downtown has continued its momentum. We are seeing progress with an increase in commercial retail leasing activity, changes in ownership of some significant downtown properties, and the completion of more than 230 residential units within the core.

Several years ago, DSP’s board invested in a retail

the day interviewing business owners. The overwhelming

recruitment and retention program to help property

sentiment was that business is slowly improving and owners

owners fill their ground floor vacancies. This year, more

are far more optimistic than the past few years. That leaves

than 26 new businesses have opened within our 66-block

us with the onus to continue to move Downtown and

district. The bulk of that leasing activity is taking place

Sacramento forward.

in The Kay district with 17 new businesses and in Old

We have advocated for an improved parking zone

Sacramento with 8 new businesses. We are seeing a new

ordinance which reduces burdens on infill development.

trend in entrepreneurs looking to build their dream in

We remain vocal supporters of advancing development

Downtown Sacramento so that they can be a part of the

and programs to improve the public safety of our

renaissance.

Downtown District. Our community service team

Downtown is also attracting interest from new investors

continues to remain vigilant in addressing maintenance

and property owners. The purchase of the Downtown

and security issues. Earlier this year, we equipped

Plaza by JMA Ventures earlier this year, provides an

our entire team with new technology to track activity

opportunity to better connect the district and create a

electronically and to provide enhanced geo-coded

catalyst for economic growth—not only for Downtown

reports. This allows our team and local law enforcement

but also for the City through increased revenue and

to identify trends and provides property owners with

development activity. Moving forward, DSP is committed

targeted activity reports on calls for service.

to staying engaged with JMA and the City to ensure that

For the past 17 years, our organization has been dedicated

a feasible development plan is in place that is not only

to advancing the agenda for Downtown Sacramento. It

innovative, but also focuses on a long-term sustainable

remains our commitment to serve as a unified voice for

solution for the future.

you and to make Downtown Sacramento a better place

We have also heard positive feedback from our businesses.

to do business.

In October, our staff facilitated the Metro Chamber’s

Sincerely,

Downtown business walk. More than 50 volunteers spent

Michael T. Ault DSP Executive Director


ADA Reform Affordable Housing Funding American River Crossings Alternatives Study

DSP represents the interests of downtown property and business owners with a focus on economic development, smart growth, and opportunities to improve the social environment downtown. Over the past year, DSP was an active advocate for Downtown on numerous policy issues. DSP participated in more than 125 public meetings, and provided oral and written testimony on behalf of stakeholders at all levels of government.

Bicycle Infrastructure Improvements City/County Budget Process Civic Amenities Master/Strategic Plan Continuum of Care Advisory Board/Sacramento Steps Forward Downtown Sacramento Revitalization Corporation Downtown Circulation Study Downtown/Riverfront Transit Study

PUBLIC POLICY

2012 Advocacy Issues

Entertainment and Sports Complex General Plan Update/Housing Element Old Sacramento State Parks General Plan Parking Monetization and Modernization Railyards: ULI Rose Institute Case Study

Parking Zoning Code Modernization

Railyards: Infrastructure/Intermodal Funding

DSP worked closely with city staff and stakeholders

Redevelopment: Oversight Board/State Legislation

to revise the city’s zoning code as it relates to parking

Single Room Occupancy: No Net Loss Policy

requirements. After two years of deliberations and

Solid Waste Authority Franchise Fee Increases

community outreach, the City Council approved revisions to the zoning code in October 2012 to stimulate economic development and ease the entitlement process. The updated code removes minimum parking requirements in the Central Business District (CBD) and provides an

Sacramento Charter Commission (Measure M) Taxicab Ordinance Water/Sewer/Sanitation Rates Zoning Code: Parking Requirements/Modernization

exemption for non-residential portions of small infill projects that are on parcels less than 6,400 sq. ft.

ADA Reform (SB 1186) The DSP, through our efforts with the California Downtown Association, advocated for reform of the Americans with Disability Act (ADA). The bill (SB 1186) will curb lawsuit abuse regarding ADA while promoting increased compliance with disabled accessibility building codes. The new legislation will prohibit attorneys from requesting money when submitting demand letters, reduce damages on unintentional violations, and will create a mechanism to increase compliance with state and federal ADA laws. This bill is being hailed as the most comprehensive and significant reform to California’s ADA Law.

public policy | 3


SAFE

+ CLEAN

DSP’s Community Service Department supports the development of downtown office, retail and entertainment uses by maintaining a clean and safe environment. The department includes the Community Service Guides, Homeless Outreach Navigators, and the Clean Streets team. By creating strategic alliances with government agencies, law enforcement, community service organizations, and the business community, these programs efficiently and effectively provide services to downtown users. This summer the Community Service Department began utilizing electronic tablets to track activity in the field. The custom designed software facilitates communication between team members, improves

COMMUNITY SERVICE GUIDES CALLS FOR ASSISTANCE

reporting to stakeholders, enhances customer service, and provides data to support proactive solutions to chronic issues.

Directions + Assistance*

Nuisance + Criminal Abatement

September 2011

2,523

129

Community Service Guides The Guides provide customer service to downtown patrons. They

October 2011

2,238

177

November 2011

3,130

113

December 2011

3,315

123

January 2012

2,014

156

a week, direct and assist visitors, and serve as a communication link

act as information ambassadors, patrol downtown streets seven days

February 2012

1,767

192

to other departments. They also support law enforcement agencies,

March 2012

1,870

140

April 2012

1,484

91

business owners, and property owners in crime prevention.

104

May 2012

1,436

June 2012

794

51

July 2012

1,105

143

August 2012 Total

1,282

141

22,958

1,560

Source: DSP Community Service Guide Program, September 2011 – August 2012. * Cumulative number of directions and assistance, merchant assistance and citizen escort calls

NAVIGATOR outreach

20% In-active*

Active Contact

13%

67%

Refusing Service

Total Clients Served

320

*Includes clients who have entered into a stable living environment, or moved out of district. Source: DSP Navigator Program, January 2012 – September 2012


More Than

51,000 Pounds of Trash Picked Up Per Month

Clean Streets The Clean Streets team responds to maintenance issues seven

prosecuted 20 individuals multiple times as serial inebriates, 4

days a week. On average, the team removes 166 pieces of graffiti,

individuals for indecent exposure, and 19 other individuals for crimes

51,035 pounds of trash, and pressure washes more than 103 miles of

committed in Downtown Sacramento and on Regional Transit.

sidewalks and alleys every month.

This position also works with the Sacramento Police Department, Sacramento Sheriff’s Department, the City and County of Sacramento,

Navigators Homeless Outreach

the Department of Corrections and Rehabilitation, Volunteers of

Navigators connect homeless individuals with local community service

America, Sacramento Housing and Redevelopment Agency (SHRA),

programs, facilitate access to care, and identify solutions to improve

and Sacramento Self Help Housing to identify proactive solutions.

living conditions. The team tracks clients’ progress as they move through the social service system. This year, the Navigators’ homeless outreach efforts resulted in a 25 percent housing rate, placing 81 downtown homeless individuals into housing.

Community Prosecutor The only one of its kind in the region, the Community Prosecution Program is a vital component in the economic development and revitalization of Downtown. The Community

More Than

103

Miles of Sidewalks and Alleys are Pressure Washed Every Month

Prosecutor, a Deputy District Attorney, works with downtown businesses, property owners, social services, law enforcement, and community organizations to identify and implement broader solutions to nuisance crimes specific to the Central City. In 2012, our community prosecutor successfully

+

clean safe | 5


O U T R E AC H

DSP supports the district’s economic vitality

MARKETING

+

by cultivating a positive image for Downtown through community outreach, cooperative marketing campaigns and media outreach. Cooperative Marketing Programs DSP partners with downtown businesses to develop cooperative marketing campaigns including the Downtown Marketing Collective, Cap City Sips, Dine Downtown, and Shop Local promotions. These programs help businesses extend their audience reach, maximize budgets with a shared investment, and generate buzz. This year, Dine Downtown generated an estimated $1.3 million in economic impact through restaurant sales and parking revenue. DSP’s public relations efforts earned Dine Downtown 49 media hits during the 10-day period with an audience reach of 2.3 million.

$1.3 Million in Economic Impact Generated by Dine Downtown

DSP also developed a new branding strategy for Downtown to support retail recruitment efforts. DSP rolled out The Kay, a new district identity for the area between J through L streets, and 5th through 13th streets, with new banners, signage, and messaging.

Owned Media Reach

Our integrated communications approach leverages digital media owned by DSP, keeping Downtown the center of attention. Website: Attracts nearly 190,000 annual visitors and 438,000 annual page views Facebook: More than 4,755 engaged fans Twitter: More than 6,400 followers YouTube: 78 videos with more than 23,000 views Email Marketing: More than 6,000 email subscribers

+

6 | marketing outreach


Concerts in the Park

2011

2012

50,000

69,500

Downtown Ice Rink

26,000

31,000

Gold Rush Days

90,000

120,000

Holiday Theatre of Lights

60,000

65,000

New Year’s Eve Sky Spectacular

50,000

40,000

Pacific Rim Festival

20,000

30,000

Sacramento Music Festival

80,000

65,000

St. Patrick’s Day Parade

7,500

15,000

Weekly Certified Farmers’ Market

108,000

270,000

Total

491,500

705,500

+

C U LT U R E , E N T E R TA I N M E N T TO U R I S M

Estimated Event Attendance

DSP’s signature events attracted more than 100,500 visitors to the district. In 2012, DSP events experienced significant growth with a 39 percent increase in Concerts in the Park attendance and 20 percent increase in Ice Rink skaters. DSP also partners with local businesses to encourage event attendees to spend dollars in the district before and after an event. In addition to event production, DSP works closely with other event producers and the City of Sacramento to ensure downtown events are not only successful, but also generate positive activity for the district. On average, the City permits 65 events at Cesar Chavez Plaza annually. DSP plays an active role on the City Events Review Board to represent downtown stakeholder interests.

Tourism Downtown continues to be the hub of Sacramento’s $2.4 billion tourism industry with more than 400 conventions and more than 2 million attendees for the 2011-2012 fiscal year. Hotel occupancy rates

39% Increase in Concerts in the Park Attendance for 2012

are trending up for Sacramento as well as Downtown. Old Sacramento continues to average more than $3.3 million annual visitors. Source: Sacramento Convention & Visitors Bureau, City of Sacramento Department of Finance, and Old Sacramento Business Association.

+

culture , entertainment tourism | 7


OFFICE MARKET

The Sacramento region’s office market showed slow but steady improvement in 2012. The public sector continues to create activity Downtown through lease renewals, relocation, and consolidation into single locations. The largest lease transaction in 2012 was the State Controller’s Office renewal at 300 Capitol Mall with 190,000 sq. ft. While there is no current construction activity in the office market, Downtown is poised for progress with the forecasted growth in the health and professional services

52% of Sacramento’s Class A Office Space is Located Downtown

industries. These trends will have a positive affect on future demand for commercial space. With the largest inventory of Class A space, downtown’s office market is ideal for tenants looking for competitive lease rates, and for incentives and opportunities to ‘trade up’ for more space or a more prestigious business address. Industry reports forecast that this tenant-favored market is likely to continue into 2014.

Sacramento Area Office Market SUBMARKET

Roseville/Rocklin

VACANCY RATE

SQ. FT.

29.3%

7,101,973

Elk Grove

21.4%

966,927

Folsom

25.8%

2,827,640

Howe/Fulton

20.8%

1,619,569

Midtown

16.5%

1,805,117

West Sacramento

17.9%

1,280,782

25.0%

41,718,525

Suburban Total Downtown Total

16.7%

11,207,101

23.3%

52,925,626

Source: CBRE, Q3 2012 Sacramento Office Market Report

8 | office market


R E TA I L M A R K E T

DSP’s Business Recruitment & Retention Program is a solutionoriented approach to improving downtown’s business environment. The retail recruitment manager serves as a liaison between property owners, brokers, tenants, the City of Sacramento and county and state agencies to facilitate retail development. This year, 26 new downtown businesses opened, accounting for nearly 80,000 sq. ft. of restaurant and retail space. Of those new businesses, 77% were either directly recruited or assisted by DSP. Downtown is also attracting new interest from investors. JMA Ventures’ purchase of the Downtown Plaza provides an opportunity for additional investment in Downtown’s largest retail space and better connectivity with the rest of the district. Sports Basement’s pending purchase of 730 I Street would make them the second single largest

new downtown businesses

retail business with more than 70,000 sq. ft. of retail space in the Downtown.

Independent

23%

In order to maximize future retail opportunities for Downtown,

31%

DSP Recruited

DSP began working with Buxton in 2012. As the leader in consumer analytics, Buxton utilizes a variety of data sets that identify retail

46%

leakage and surplus in the market

DSP Assisted

and uses predictive modeling to match retailers to current sites.

Source: DSP Merchant Database, January 2012 – September 2012

DSP can now provide site-specific data to current property owners and brokers to assist with their leasing efforts.

77% of New Businesses Were Either Directly Recruited or Assisted by DSP

reta il market | 9


RESIDENTIAL MARKET

residential development activity completed in 2012

units

7th & H Housing Community

150

Berry Hotel

107

La Valentina

338

under construction

units

Tapestri Square

58

Township 9

2,700

East End Gateway 2 & 3

The Sacramento housing market began to see activity in 2012 and earned a spot on the National Association of Home Builders’ list of improving housing markets. Sacramento experienced a 3.7 percent increase in home value from the third quarter of 2011 to the third quarter of 2012. Downtown’s median home value rose by 8.7 percent in Q3 2012 compared to the same quarter for the previous year.*

2,842

proposed

units

700 Block of K Street

137

Capitol Lofts

122

Docks Project

1,155

East End Gateway 4

30

East End Gateway 5

50

The Warren

117

Railyards (infrastructure under construction)

TBD

Total

1,611

Berry Hotel underwent a $24 million renovation preserving 107 single room occupancy units. An additional 231 units were added to Downtown’s housing stock with the completion of the La Valentina project and Mercy Housing’s 7th & H Housing Community.

231 New Housing Units Were Added to Downtown’s Housing Stock

10 | re sidential market

84

Total

This year, three new residential projects were completed in the Central City. The 80 year old

*Source: Metrolist MLS, October 2011–October 2012, tracked within 95814 and 95811 zip codes.

81

Total


financial s

DSP manages a budget of $3.7 million. The organization receives its support primarily from a property assessment. The management district encompasses 494 parcels equaling more than 7,283,289 million sq. ft. of land and currently 24,378,148 million sq. ft. of buildings. The Property Based Improvement District (PBID) assessment district includes private property owners, the City of Sacramento, County of Sacramento, State of California’s Department of General Services and the Sacramento Housing and Redevelopment Agency.

DSP District Funding

Program Funding, Sponsorship & Grants

Event Revenue

Current Assets:

3% Earned Revenue 10%

16%

PBID: Public

Financial Statement Assets

23%

48%

PBID: Private

Cash and Equivalents

$640,514

Accounts Receivables

$342,938

Related Party Receivables

Prepaid Expenses

Deposits

Other Current Assets

Total Current Assets

Property and Equipment, Net

Other Assets

Total Assets

$3,991 $81,032 $50,000 $75,044 $1,193,519 $118,580 $11,265 $1,323,364

Liabilities & Net Assets Current Liabilities:

Accounts Payable

Accrued Expenses

Other Liabilities

Deferred Revenue

Total Current Liabilities

$64,192 $253,695 $19,221 $28,645 $365,753

NET Assets

Unrestricted

$438,559

Restricted

$519,052

Total Net Assets Total Liabilities & Net Assets

$957,611 $1,323,364

Source: Financial Statements and Independent Auditors’ Report, Brown Fink Boyce & Astle, LLP, 2012

financials | 11


+

T R A N S I T, I N F R A S T R U C T U R E C I R C U L AT I O N

Enhancing Downtown’s circulation to enable access via multiple modes of transit is critical to the future growth and success in the core. DSP continued efforts to improve the existing transportation network and advocated for greater access through river connections, enhanced bicycle infrastructure, and federal funding options for a streetcar, which would link key assets in the Central City. Rail Line Relocation

Downtown Bike Infrastructure

The relocation of the Union Pacific mainline

The City re-striped numerous downtown

was completed in the summer of 2012

streets to accommodate bike lanes. This new

and is the first phase of infrastructure

bicycle infrastructure is among the first in the

improvement in the Railyards. The relocation

history of the CBD, and was funded by local

replaced a half-mile of track, straightened

transportation sales tax funds. The new bike

track alignment and moved the track about

lanes enhance mobility while improving air

500 feet to the north. Additionally, the

quality and public health.

project included passenger platforms, three pedestrian tunnels, and two bridges. While the bridges are complete, the 5th and 6th

Streetcar Planning/Downtown Circulation Study

street roadways connecting both sides of the

The DSP was engaged in efforts to enhance

bridges to Downtown will not be completed

downtown’s transportation network though

until 2013.

more efficient bus service, greater pedestrian and bicycle linkages and determining the feasibility and benefits of a streetcar system.


DEMOGRAPHICS

Downtown Sacramento is the largest employment center in the region with a daytime population of more than 70,000.* The public sector continues to be the largest employer, accounting for approximately 55 percent of the workforce population. Downtown’s residential population consists of 17,700 people and approximately 7,500 households.

Trade Area In 2012, DSP partnered with customer analytics firm Buxton, to examine the retail potential of Downtown.

70,000+ Employees Work in Downtown

Buxton created a primary drive-time trade area of 12-minutes from the City’s core of 7th & K. The trade area has a residential population of 205,000 and a daytime employment population of nearly 210,000. According to Buxton’s psychographic profiles, Downtown’s dominant segments consist of Aspiring Contemporaries, and Upscale America. Both groups have an affinity for Downtown amenities, such as arts and culture, and account for more than 30% of the trade area population.

Downtown Demographics SUBMARKET

trade area downtown* population

Residential Population

17,776

205,049

70,109

209,854

$59,041

$66,629

32

34

Employment Population Average Household Income Average Age

Source: Buxton, 12 minute drive time – 7th & K streets, 1-mile radius – 7th & K streets *Source: CoStar, 7th & K streets – 1 mile radius

downtown psychographics Downtown’s dominate pychographic segments include: Aspiring Contemporaries 18% Young, mostly single, ethnically diverse, online active households living in new homes or apartments with discretionary income to spend on themselves. Upscale America 13% College-educated couples and families living in the metropolitan sprawl earning upscale incomes providing them with large homes and very comfortable and active lifestyles. Source: Buxton, Retail Site Assessment, August, 2012

demographic s | 13


14 | map project profile s

+

25

Sacramento History

21

CA State Railroad Museum

18 23

26

17

Sacramento

22

completed under construction proposed

15

6

16

7

St. Rose of Lima Park

4

3

Leland Stanford Mansion

24

CA State Library

Citizen Hotel

California Museum

14

2

8

19

20

St.Paul’s Episcopal Church

9

10

11

As of 11/10/2012

13

13

1

Governor’s Mansion

5

PROJECT PROFILES

12

+

Cathedral of the Blessed Sacrament

MAP


map project profile s | 15

+

The Warren [Proposed] 1571-1531 N Street. The proposed project includes 117 market-rate 1 and 2 bedroom condominium units, 5,200 sq. ft. of ground floor retail and 136 parking spaces. The building will either be constructed to receive a LEED Silver certification or its GreenPoint Rated equivalent, or exceed California’s Title 24 requirements by 15%.

13. East End Gateway 2 & 3 [Under Construction] 1422 16th Street & 1510 16th Street. The project includes 84 market rate one and two bedroom apartment units and ground floor retail/commercial space.

5. Tapestri Square [Under Construction] 20th & T streets. The project will consist of 61 detached townhomes built around a park-like common area.

7.

700 Block of K Street [Proposed] 700 Block of K Street. D&S development and CFY development proposed a $36 million mixed-use project of 152 residential units, and 65,000 sq. ft. of retail space. The project will include new residential units, restaurants, bars, entertainment venues and rooftop terraces.

14. K Street Entertainment Projects [Completed] 1016-1022 K Street. David S. Taylor Interests (DSTI) and the CIM Group completed the K Street Entertainment Project: 1016 K Street – This 3,000 sq ft parcel hosts Dive Bar. 1020 K Street –This 5,600 sq ft parcel hosts Pizza Rock restaurant. 1022 K Street –This 4,300 sq ft parcel hosts District 30. 1012 K Street –This 12,000 sq. ft. parcel underwent building shell and core renovations.

RETAIL

12. The Ridgeway [Proposed] 912 & 194 12th Street. The proposed renovation project would increase the livability of the units by providing each unit with a bathroom and kitchen facility, which will reduce the overall unit count from 58 to 22.

4. Township 9 [Under Construction] The projects area’s boundaries are Richards Boulevard, 5th and 7th streets and the American River. Approximately 3,000 condominiums, townhouses and apartments are planned for 65 acres in the River District.

6. 7th & H Housing Complex [Completed] 7th & H streets. Mercy Housing is currently developing 150 affordable housing units with public/green space, residential social services including a 3,800 sq. ft. on-site health clinic and a professional management team.

11. East End Gateway 5 [Proposed] 16th & N streets. The proposed development plan by CADA and BRIDGE housing includes approximately 50 affordable studio and 1-bedroom apartment units for seniors.

10. East End Gateway 4 [Proposed] Southeast corner of 16th & P. The proposed project includes 30 market-rate 1 and 2 bedroom condominium units. The Gateway will be developed with materials and processes that leave a minimal carbon footprint, and provide net zero energy with minimal ground water use.

9. Maydestone Apartments [Completed] 1001 15th Street. In 2011, D&S Development renovated the 32-unit complex with 16 units at 60% Area-Median-Income (AMI), 8 at 80% AMI, and 8 market rate units. Of the units, 21 are studios and the remaining 11 are 1-bedroom units.

8. La Valentina [Completed] 12 & D streets. Completed in 2012, the new construction consists of 81 units of affordable housing. The project includes 63 apartments and 18 townhouses, the latter being the first “net zero” site designed for Sacramento.

3. Hotel Berry [Completed] 8th & L streets. Completed in fall 2012, the renovation of the Hotel Berry includes 107 units for low income residents. The project transformed the hotel into a high quality and safe facility, complete with support services for residents.

2. Capitol Lofts [Proposed] Southeast corner of 11th & R streets. The Capitol Lofts development is the proposed rehabilitation of the existing six story historic CADA warehouse building into 116 unit residential mixed-use apartment complex. The project will also have 13,000 sq. ft. of commercial space.

1.

HOUSING

20. E. Claire Raley Studio for the Performing Arts [Proposed] 14th & H. This new facility is planned for the corner of 14th & H streets, adjacent to the H Street Theater Complex. It will house rehearsal and office space for The Sacramento Ballet, California Musical Theatre, The Sacramento Opera, and Sacramento Philharmonic Orchestra as well as the Ballet’s Center for Dance Education. The four-story, 47,000 sq. ft. building has an estimated cost of $25 million.

19. Community Center Theater [Proposed] 1301 L Street. The proposed renovation of the City’s 2,500-seat theater will include an expanded lobby, modernized back of house infrastructure and loading area expansions.

18. Museum of Railroad Technology [Proposed] 5th & I streets. The proposed museum will seek to repurpose the historic railroad shop buildings to store locomotive and railroad car collections and museum exhibit galleries focused on railroad engineering and technology.

ARTS & CULTURE

17. Sacramento Downtown Plaza [Proposed] 547 L Street. Sacramento Downtown Plaza is comprised of approximately 400,000 sq. ft. of retail and 285,000 sq. ft. of office space, encompassing 6 city blocks on 14 acres. The new owner, JMA Ventures, plans to transform the property into an urban lifestyle center.

16. The Sports Basement [Proposed] 730 I Street. The retailer is in the process of purchasing the former Bank of America Building at 730 I Street. Upon completion, the Sports Basement will be the second largest single retail space.

15. Marshall Hotel [Proposed] 7th & L streets. The proposed renovation would transform this historic concrete fivestory structure into a 150-room boutique hotel targeted at business and corporate travelers. Three floors would be added and the building would be topped with a 1,850 sq. ft. rooftop bar. A restaurant would be located on the ground floor.

26. Railyards [Under Construction] 5th & I streets. The proposed mixed-use redevelopment of the 240-acre Union Pacific Railyards will include 12,000 housing units, nearly 1.4 million sq. ft. of retail space and various commercial uses. Currently, infrastructure is under construction.

25. Docks Project [Proposed] Front Street. The City selected KSWM Docks Partners to exclusively negotiate the development of the Docks area. The developer’s draft concept plan will be based on plans developed by the community and will include a mix of residential, commercial and open space.

24. Cars on K Street [Completed] K Street between 8th Street and 12th Street. The project reintroduced vehicles to the K Street Mall between 8th and 12th streets. The improvements include signal modifications, a new pedestrian signal at 11th Street, traffic camera at 10th, new audio heads for Accessible Pedestrian Signal (APS), signage, striping, edge treatments, ADA improvements, concrete pavement between 9th and 10th streets, planting and irrigation, and street furniture.

23. Sacramento Intermodal Transportation Facility [Proposed] 4th & I streets. The proposed facility will connect light and heavy rail, bus, shuttle, taxis and future high-speed rail through construction of modern facilities and reuse of the historic depot.

STREETSCAPE & CIRCULATION

22. County Courthouse [Proposed] 5th & I streets. The 44-courtroom facility will relieve crowding at Gordon Schaber county courthouse, used by the Superior Court of Sacramento County. The building may be up to 16 stories tall.

21. Powerhouse Science Center [Proposed] Jibboom Street. This site will be a visitor attraction that will provide a major anchor to the riverfront and will be a complement to the Jibboom Street Park.


S TA F F

+ D I R EC TO R S

2012 Officers

Staff

Chair: Steve Green, F&M Bank

Executive Director, Michael Ault

Vice Chair: Jason Goff, Jones Lang LaSalle

Deputy Director, Danielle Biller

Secretary: Janie Desmond-Ison, Steamers

Community Service Director, Dion Dwyer

Treasurer: Sid Garcia-Heberger, Crest Theater

Marketing & Outreach Director, Lisa Martinez

Past Chair: Roger Kittredge, David S. Taylor Interests

Sr Event Operations & Development Manager, Annie Stuckert

officer: Richard Lewis, CA Musical Theatre

Retail Recruitment Manager, Valerie Mamone-Werder

officer: John Shirey, City of Sacramento

Policy Manager, Kevin Greene

Board of Directors

Communications Manager, Jayme Ghisletta Marketing Manager, Megan Emmerling

Capt. Ken Bernard, Sacramento Police Department

Office Manager, Rosie Gilb

Kipp Blewett, Rubicon Partners

Marketing Assistant, Morgan Blamey

David Brennan, CB Richard Ellis

Events Assistant, Colleen Heauser

Elisabeth Brinton, SMUD

Administrative Assistant, Dana Borre

Butch Corum, Corum Real Estate

Community Services Supervisor, Jon Strohl

Chris Delfino, Downey Brand

Guide Shift Supervisor, Robb Brown

LaShelle Dozier, SHRA

Guide Shift Supervisor, Ramon Cano-Grimes

Paul Faries, JMA Ventures, LLC

Guide Shift Supervisor, Zane Lopez

Kevin Fat, Fat City Bar & CafĂŠ

Community Service Guide, Donaciano Castaneda

Steve Hansen, City of Sacramento

Community Service Guide, Sean Chapman

Al Gianini, Al Gianini Consulting

Community Service Guide, Tevon Debbs

Steve Hammond, Sacramento CVB

Community Service Guide, Michael Jordan

Lloyd Harvego, Harvego Enterprises

Community Service Guide, Corey Mahony

Michael Heller, Heller Pacific, Inc.

Community Service Guide, Gary McLaughlin

John Hodgson, The Hodgson Company

Community Service Guide, Michael Moore

Mayor Kevin Johnson, City of Sacramento

Community Service Guide, Michael Munson

Moe Mohanna, Western Management

Community Service Guide, Shawn Peter

Joe Mugartegui, DGS, State of California

Navigator, Shirl Johnson

Roger Niello, Sacramento Metro Chamber

Navigator, Crystal Jordan

Ron Russell, BTV Crown Equities

Navigator, Teresa Olivas

Phil Serna, County of Sacramento

Clean Streets Team Member, Ruben Arvayo

Heather Stallion, Macy’s

Clean Streets Team Member, Alan Coulter

Pati Brown, California State Parks

Clean Streets Team Member, Joseph Garcia

Angelo G. Tsakopoulos, Tsakopoulos Investments

Clean Streets Team Member, Michael Kathan

Scott VandenBerg, Hyatt Regency

Clean Streets Team Member, George Sauceda

Jacqueline Whitelam, CADA

Clean Streets Team Member, John Trovatten

Mike Wiley, Regional Transit

Osba executive director, Chris McSwain

Ali Youssefi, CFY Development Accounting Services, Laura B. Catchot, CPA, MBA Report Design, Marketing by Design Print Management, T Dogg Studios Print Date: December 2012. Information in this report was based on the best available data at the time of printing. Photo credit: Sarah Maren Photographers, Nicholas Wray Photography, and Zwahlen Images

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16 | directors staff


980 9th Street, Suite 400 Sacramento, California 95814 tel 916.442.8575 fax 916.442.2053 www.downtownsac.org

downtownsac.org

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youtube.com/downtownsac95814

Downtown Sacramento Partnership 2012 Annual Report  

Summary report highlights successes and developments in the Downtown Sacramento area. Published January 2013. Designed by Marketing by Desig...

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