SHRA oversees the investment of public funds for residential and commercial redevelopment activities in 14 designated neighborhoods throughout the City and County of Sacramento. We also take on special projects in targeted communities and administer the federal funds for a variety of community service programs.
Click once on a tab title below to see what SHRA is doing to make these neighborhoods better places to live, work and do business. Click the tab title again to close the list and select another title in the list.
To find out about property-associated information, click here to use the Sacramento County e-Map It service.
65th Street
About
In the early 1900's, the 65th Street Redevelopment Project Area was primarily a farming area, sparsely developed with relatively few homes. With the construction of the Southern Pacific Railroad, and the subsequent construction of Highway 50, the area soon became an industrial area. Today the area is centrally located to a variety of transportation facilities including the 65th Street Light Rail Station. It features easy access to Highway 50, major employers such as the Sacramento Municipal Utility District (SMUD), California State University, Sacramento (CSUS), a private high school, and the well-established residential neighborhoods of East Sacramento and Tahoe Park. The area is poised for new office, retail, and residential development. Recognizing the opportunities for transit oriented development in the 65th Street area, the City of Sacramento developed the 65th Street/University Transit Village Plan and the South 65th Street Area Plan. Both plans provide land use, parking/circulation, open space and infrastructure goals, as well as policies and objectives towards creating a transit village district in the area.
Redevelopment Strategy
Based on the 65th Street/University Transit Village Plan the South 65th Street Area plan and the future Ramona Avenue Area, the redevelopment strategy for the Project Area entails building a sense of place where every project completed contributes toward creating a viable mixed-use transit village. The following is the redevelopment strategy for implementing the Redevelopment Plan goals.
Develop a world class transit village adjacent to the 65th Street transit facility. Encourage development that meets the principles of the Transit Village Plan and South 65th Street Area Plan. Establish a neighborhood mixed-use district that serves the existing neighborhoods, the growing number of students and faculty at CSUS, and transit riders.
Plan the transformation of the eastern portion of the Redevelopment Area. The vision outlined in the City of Sacramento 2030 General Plan identified it as an area of opportunity for future development as the innovation or technology village. SHRA along with the area stakeholders that include, the City of Sacramento, Regional Transit, CSUS, SMUD, and the neighborhoods of East Sacramento and Tahoe Park will work collaboratively to implement the 2030 General Plan vision for the eastern portion of the Redevelopment Area.
Remove barriers that would enable development to reach its full potential as envisioned in the Transit Village Plan, the South 65th Street Area plan and the future Ramona Avenue Area by remediating inadequate public improvements, facilities, and utilities necessary to support higher-density development. This is critical towards attracting smart growth development to the area.
Provide a variety of affordable housing types, including lofts and townhouses in proximity to light rail, to fit the diverse needs, interests and income levels in the 65th Street area. Create catalyst mixed-use and mixed-income products along the major corridors in the Project Area by working with developers.
Key Projects
Redding Avenue Detention Basin Improvements
The Detention Basin/Park project increases the storm water detention capacity for water runoff from 65th Street area projects. The project includes the acquisition of land and development of a detention basin/park along Redding Avenue. The Agency provided a bridge loan of $1,925,000 for acquisition and construction of the project. The project is scheduled for completion early 2010.
Total Project Cost: $4 million; Agency Contribution: $1.93 million Loan
Redding Avenue Bicycle and Pedestrian Improvements Final Design
The project includes bike lanes, curb and gutter, landscaped planters, separated sidewalks and lighting along Redding Avenue between 4th and Q Streets. The Sacramento Area Council of Governments (SACOG) awarded a $745,000 grant and SHRA provided the local match of $100,000 for Phase I. Phase I, which has an expected completion date of early 2010, includes design, acquisition, and environmental review. The next steps are the allocation of funding for the construction of the project which is slated to begin in late 2010.
Total Project Cost: $845,000; Agency Contribution: $100,000
Bus Transfer Facility Design
In 2009, the Agency provided $500,000 for the design of the 65th Street Bus Transfer Facility. The design of the bus transfer facility will allow for Regional Transit to vacate the current site that is adjacent to the 65th Street Light Rail Station. The goal is to build a mixed use Transit Oriented Development project on the vacated Regional Transit land.
Total Project Cost/Agency Contribution: $500,000
Contact
Caitlin Camp, Redevelopment Planner
Phone: 916-449-6228
Email: ccamp@shra.org
Implementation plan
RDA map
Public Meetings
Back to top Alkali Flat
About
Alkali Flat a historical neighborhood located immediately north of Downtown Sacramento is one of the first planned residential communities in Sacramento, first developed in 1855. By 1900, it was home to some of Sacramento’s most influential and wealthy families, living in stately Victorian homes. Notable homes include the J. Neely Mansion built in 1856; home to California’s first two governors and the Upson House built in 1857 for Wells Fargo bank executives. Both homes are in pristine condition and are currently listed on the National Historic Register. Over the last 150 years, like most historical urban communities, Alkali Flat has seen several tides of migration in and out of the community. The first taking place in the 1920’s, with the construction of the Sacramento Electric Railroad that transported long-time residents to newer homes in outlying areas. By the 1960’s the neighborhood was in a state of physical decline. Most of the older homes had fallen into disrepair, and many were demolished. Private investment in Alkali Flat diminished, leaving commercial buildings abandoned and in need of significant rehabilitation.
The Alkali Flat Redevelopment Project Area was adopted in 1972 to address significant blight, crime, and disinvestment in this historical neighborhood. Since the adoption of the redevelopment plan, SHRA and City sponsored projects and programs have substantially improved the neighborhood’s livability, while preserving the neighborhood's distinctive historical and cultural character. Redevelopment in Alkali Flat has created hundreds of housing units, preserved and rehabilitated historical buildings, and developed community amenities, such as parks, community centers, streetscape improvements and planning projects. From 2000 through 2009, $60 million in private and public funding has been invested into the community.
Redevelopment Strategy
The following implementation strategy represents the specific approach and criteria that SHRA will use over the next five years to select and implement development projects in Alkali Flat.
Prioritizing the Gateway: Recognizing that 12th Street is one of the primary gateways into the downtown core and is the economic base of the Alkali Flat Project Area, a major effort is envisioned to capitalize on this asset. Strategies envisioned to help improve the 12th Street corridor include facilitating the creation of transit oriented development and infill projects and improving the ailing infrastructure.
Preserving History: As the area’s first residential enclave, Alkali Flat is rich in historic structures that must be retained. In addition to the Globe Mills and other historic commercial buildings, the area is home to many distinctive residential structures. The Agency will continue to champion the preservation and/or rehabilitation of historical and culturally significant structures.
Enhancing Public Facilities and Infrastructure: Public space, including parks, and walkable streetscapes help enhance the quality of life of Alkali Flat residents and are a critical component of the community amenity base. SHRA seeks to partner with the City and other community partners to create improvements and enhancements to public space throughout the project area. These efforts will include enhancements to parks and other open space, as well as investments targeted at installing street lights and parking improvements.
Housing Program: Strengthen the Residential Neighborhoods: Over the next 5 years, SHRA will facilitate the development of complete residential neighborhoods through the creation and preservation of a variety of housing types for all income levels. The Alkali Flat housing strategy focuses on promoting infill, mixed-use, transit oriented development and increasing homeownership opportunities.
Key Projects
Globe Mills Adaptive Reuse Senior Housing Project
For more than 10 years the Globe Mills, a former grain mill complex built in 1911, was abandoned on the northern edge of the Alkali Flat redevelopment area. Completed in December 2008 at a cost of $38 million, Globe Mills is preserved as a residential housing community providing 114 low income senior apartments in two new buildings and 31 moderate income lofts in the converted grain mill building.
Total Project Cost: $38 million; Agency Contribution: $7.5 million
La Valentina Transit Light Rail Station Project
Over the last several years SHRA assembled a 1.2 acre vacant contaminated parcel along 12th Street immediately adjacent to the La Valentina Light Rail Station. For years the properties along 12th Street, a main artery into the central city, was plagued by crime and blight. SHRA is currently in a Disposition and Development Agreement (DDA) with Domus Development LLC to develop the parcel into an 81 unit mixed-use transit oriented development project. The ground level will include six small flexible street-front micro-commercial spaces designed for use as artist studios or galleries, as well as retail space including a cafe with outdoor seating in the central court. The eco-conscious project will use a number of sustainable strategies, including photovoltaic panels, solar domestic hot water, and a green roof. The project is scheduled to start construction by late 2010.
Total Project Cost (est.): $29 million; Agency Contribution: $7 million
524 Restaurant and F.H. Farley Historic Rehabilitation Project
In 2007, the 524 Building also known as the F.H Farley building, was substantially rehabilitated after being (almost) completely destroyed by fire. A community icon for over a hundred years, this mixed-use building has been home to generations of Sacramento residents and housed a variety of neighborhood serving businesses including a barber shop, grocery store and hardware store before settling to its current configuration which includes 7 apartment units over a restaurant (524) and martial arts business.
Total Project Cost: $855,000; Agency Contribution: $95,000
Contact
Raul Carrillo, Redevelopment Planner
Phone: 916-449-6229
Email: rcarrillo@shra.org
Implementation plan
RDA map
Public Meetings
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Army Depot
About
In 1942, the Sacramento (Army) Signal Depot was located in temporary facilities at the State Fairgrounds on Broadway and Stockton Boulevard. In 1945, the United States Army moved the depot to its current location, a 485-acre site located 8 miles southeast of the capital. After World War II, the depot became an important storage and repair location for Army communications equipment. It also became a major economic force in Sacramento employing at its peak (in 1968) 4,000 civilian employees.
As part of the Base Closure and Realignment Act of 1990, the Sacramento Army Depot was closed in early 1994 and the area was designated a redevelopment project area in 1995. This closure presented an opportunity to the City of Sacramento with potential for creating an employment and development center in a low-income area of the City. Packard Bell NEC consolidated its manufacturing operations on approximately 62 acres of the former Depot site. The company’s operations on the site peaked in 1996, when nearly 5,000 people were employed. In November 1999 with Packard Bell NEC’s closure, the City assigned the Packard Bell NEC lease to US National Leasing who transformed the former base to a fully-secured industrial complex, now known as Depot Park.
In 2004, SHRA amended the Redevelopment Plan to expand the Project Area by adding approximately 1,527 acres of property immediately to the west and south of the original Project Area. The addition of these residential neighborhoods, which include Colonial Manor, Colonial Village, Avondale, and Glen Elder, as well as other commercial and industrial properties provide SHRA the tools necessary to revitalize this southeast Sacramento community more comprehensively than ever before.
Redevelopment Strategy
The following implementation strategy represents the specific approach and criteria that SHRA will use over the next five years to select and implement projects in the Army Depot Redevelopment Area.
Create a transportation system which better links the City and encourages private investment. Seek to improve public infrastructure in the area which is critical towards attracting new and retaining existing development. Improve the quality of life for existing residents, businesses and property owners by developing first rate infrastructure facilities and the installation of other needed improvements to help stimulate private development.
Create more jobs by capitalizing on the employment opportunities in the industrial portions of the area and the proximity of the potential work force in the residential neighborhood. Emphasize business attraction including industrial, office and retail and assist in the expansion and development of employment opportunities including green clean industries.
Facilitate the development of complete neighborhoods through the creation of new housing opportunities at various affordability levels and housing types, encourage infill development, improvements to existing housing stock and provide high quality community facilities.
Key Projects
George Sim Community Center Expansion
The George Sim Community Center is a vital resource for the southeast Sacramento community. In 2008, the Agency provided $10 million towards the total project cost of $18 million for its expansion to meet the community’s current and future needs. The project included: doubling the size of the Center with a 10,500 sq. ft. addition, rehabilitation and upgrade of the existing Center, construction of a new gymnasium/auditorium, commercial kitchen, outdoor performance stage and pool equipment room, and modifications to the driveway and pool drop-off location through the acquisition of a small parcel which protruded into the park. The expansion was completed in September 2009.
Total Project Cost: $18 million; Agency Contribution: $10 million
Fruitridge Road Streetscape Improvements Phase II (between 65th Street and Power Inn Road)
This project funded preliminary design concepts for streetscape and safety improvements as well as cost estimates for improvements from 65th Street to Power Inn Road (approximately one mile). In December 2007, SHRA provided $967,000 for construction of streetscape improvements. In July 2008 SHRA provided an additional $220,000 to design and construct sidewalk improvements on Lowell Street adjacent to Earl Warren Elementary in conjunction with the already planned streetscape improvements for overall cost savings. Construction is scheduled for completion by 2010.
Total Project Cost: Agency Contribution: $1.2 million
Southeast Sacramento Bicycle and Pedestrian Access Study
SHRA and the City of Sacramento (Department of Transportation) implemented a public outreach and planning project to identify walking and bike improvements in southeast Sacramento. The Study assessed the demand for biking and walking, and identified candidate improvements for bicycle and pedestrian travel in southeast Sacramento. The Study was completed in late 2008 and its results will be used to prioritize and consider future projects in the area.
Total Project Cost: Agency Contribution: $220,000
Contact
Caitlin Camp, Redevelopment Planner
Phone: 916-449-6228
Email: ccamp@shra.org
Implementation plan
RDA map
Public Meetings
Back to top Auburn Boulevard
About
The Auburn Boulevard Redevelopment Plan is comprised of 118 acres located within both the City and County of Sacramento, along a two-mile segment of the commercial corridor that fronts on the Business 80 (Capital City) Freeway. The Redevelopment Project Area was established in October 1992, in response to extensive physical, economic, and social deterioration that was taking place. In reaction to these conditions, the Agency successfully partnered with other agencies to address the health and safety issues affecting Auburn Boulevard.
Many changes have taken place over the last 17 years since adoption of the redevelopment area. Prostitution has essentially been eliminated, a portion of the infrastructure has been overhauled, new investment has occurred, and as a result, the future looks bright for Auburn Boulevard.
Freeway access and visibility are key assets attributed to the boulevard properties, with the majority of the lots tending to be deep and narrow. Although the depth allows for ancillary uses to be located to the rear of the properties, the narrowness impedes high impact frontage development that would otherwise benefit from the increased visibility. Parcel assemblage is encouraged to provide additional width and greater flexibility for reuse. Further challenges for redevelopment include inadequate public improvements such as an unsightly freeway barrier, missing or deteriorating sidewalks, unsightly landscaping, and poorly maintained trailer parks. Notwithstanding these challenges, general and highway oriented commercial businesses such as automobile sales and service centers, furniture stores, and hotels have traditionally been attracted to the boulevard.
Redevelopment Strategy
The following implementation strategies represent the specific approach and criteria that the Agency will use over the next five years to select and implement development projects in the Project Area.
Corridor Enhancement: Concentrate on developing Auburn Boulevard into a vibrant commercial corridor by improving the aesthetic appeal for existing and future businesses and the public in general. This is to be accomplished through the design and phased construction of streetscape improvements, along with the elimination of infrastructure deficiencies. A strong positive identity will be promoted through the use of architectural standards that address form, massing and coordinated building design, and through the implementation of high quality lighting, signage, and landscape enhancements.
Stimulate Business Development and Job Growth: A dynamic business environment will be created through the revitalization of properties surrounding the heavily traveled, high impact intersections, as well as through the redevelopment of vacant and underutilized parcels. Enhancing the economic vitality of Auburn Boulevard will be accomplished by stimulating job growth, attracting new business ventures, and by providing financial assistance in support of such business opportunities as automobile sales and service, restaurants and entertainment, office development, and a mixture of specialty and neighborhood-serving retail uses.
Housing: Develop complete neighborhoods by promoting a variety of housing choices that address the diverse needs of a broad range of household incomes. As a part of this strategy, encourage the modernization and conversion of the existing motels and mobile home parks, assist with new infill development, and promote the stabilization of adjacent residential neighborhoods, such as in the Lerwick Road area.
Key Projects
Holiday Inn Express: In 2002, the Agency acquired property at 2224 and 2228 Auburn Boulevard to eliminate the problems caused by two blighted motels with dangerous housing and code violations. In 2005, the Agency received a proposal to construct a new Holiday Inn Express Hotel on the site. Completed in 2009, the three-story, 55,890 square foot hotel consists of 82 guest rooms, two large meeting and banquet rooms, two small meeting rooms, a fitness room, outdoor swimming pool and great room. The developer, Amrik Singh, also operates the very successful Hampton Inn and Suites located just east of the Holiday Inn Express Hotel. The side-by-side location of the two hotels provides for greater marketability of both hotels and will allow them to share resources in order to accommodate larger business groups and conference bookings.
Total Project Cost: $ 9.3 million; Agency Contribution: Land
Auburn Boulevard Streetscape Design and Construction: With the approval of the Auburn Boulevard Special Planning Area (SPA) and Streetscape Masterplan, the County and SHRA are developing the design of streetscape improvements from Howe to Watt Avenues on Auburn Boulevard. These improvements include design of curbs, gutters, sidewalks, medians (where appropriate), K-rail, bike lane, blade signs and other features. A first project will be constructed in the vicinity of Auburn Boulevard and Fulton Avenue in partnership with the Fulton Avenue Association. Project completion is projected for 2011.
Total Project Cost: $3.8 million; Agency Contribution: $3.5 million
Contact
Marti Brown, Redevelopment Planner
Phone: 916-449-6226
Email: mbrown@shra.org
Implementation plan
RDA map
Public Meetings
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Del Paso Heights
About
The history of Del Paso Heights can be traced back to the Spanish land grants of the 1840’s. At one time, the area was part of Rancho Del Paso—a privately-owned ranch of just more than 1000 acres. The land was purchased during the Civil War by James “Ben Ali” Haggin and Lloyd Tevis and was home to “Ben Ali”, the winner of the 12th Kentucky Derby. Prior to World War II, the ranch was sold to and subdivided by the North Sacramento Land Company initiating the area’s urbanization and parcelization. During the Second World War, the community grew substantially, mostly due to its proximity to McClellan Air Force Base and the need for worker housing. However, as the wartime economy wound down and most workers left McClellan Air Force Base, Del Paso Heights began to show signs of economic decline demonstrating the need for revitalization.
The Del Paso Heights Redevelopment Project Area was adopted in 1970. Since then, the Plan has been amended eleven times. Early on, more than $8 million were invested to construct basic public infrastructure before any substantive “above ground” bricks and mortar projects occurred. Today, Del Paso Heights is home to Del Paso Nuevo, a planned residential community, and new investment in public improvements and private development continues to change the face of the community. With reinvestment in the area’s older housing stock and business corridor, and new construction continuing in Del Paso Nuevo, the next five years hold much promise.
Redevelopment Strategy
The following implementation strategies represent the specific approach and criteria that the Agency will use over the next five years to select and implement development projects in Del Paso Heights.
Plan and Build Complete Neighborhoods: Facilitate development of complete neighborhoods that provide housing for a variety of income levels, neighborhood serving businesses, community facilities, and new public infrastructure.
Concentrate “Place-Making” on Commercial Corridors: Assist in revitalizing and investing in neighborhood-serving retail and commercial centers along major corridors such as Marysville and Rio Linda Boulevards and Norwood Avenue; and support mixed-use developments that include residential; improve public infrastructures; and revitalize streetscapes.
Develop Infill Vacant Sites and Residual Lots: Plan for and develop the area’s remaining large infill sites, as well as smaller publicly owned vacant lots with suitable housing and/or commercial development. As necessary, remediate environmentally contaminated sites in preparation for redevelopment.
Key Projects
Del Paso Nuevo
Del Paso Nuevo was developed through a collaborative master planning effort of SHRA, the City of Sacramento, residents of Del Paso Heights and private developers to transform 154 acres of vacant land into 300 single family homes. Over 80 homes have been sold and despite the tough home sales market, work is continuing with building the current phase of homes at DPN.
Total Project Cost: $30 million; Agency Contribution: $15 million*
* Funds used for/allocated towards: building 80 homes, developing 2 parks, building backbone infrastructure (roads, utilities), purchasing 167 lots and developing an additional 74 lots.
North Avenue Apartments: Simpson Housing Solutions (SHS) started with a pledge to build a quality affordable housing project that residents could feel safe in and enjoy. SHS delivered on that promise with the completion of its North Avenue Apartments in 2007 by taking a large vacant lot on a high visibility corner of North Avenue and converting it into a new community of 80 apartments and townhomes, 68 of which are affordable. SHS provides resident services including computer training, health and wellness seminars, and after-school programs for children. Management also maintains a directory of local community resources that are available to residents.
Total Project Cost: $17 million; Agency Contribution: $525,000
Joe Mims Jr. Hagginwood Community Center: Originally constructed in 1955, the community center’s architecture and construction became antiquated overtime. In addition, it was too small a facility to meet the community’s needs. As a result, the existing building was renovated and an additional building was constructed symbolizing the rebirth of this Del Paso Height’s gathering place. This project reflects the vision of the community and is a fitting tribute to the memory of Joe Mims Jr., a respected Parks and Recreation Administrator, and to the Haggin family legacy. The Agency provided $1 million to help fund this $2.9 million renovation and new construction project. The new community center reopened in the fall of 2007. The center has a positive impact on the community by providing space for community events, activities, and programs for seniors, youth, and children.
Total Project Cost: $2.9 million; Agency Contribution: $1 million
Contact
Erika Bumgardner, Redevelopment Planner
Phone: 916-449-6226
Email: ebumbgardner@shra.org
Implementation plan
RDA map
Public Meetings
Back to top Florin Road
About
The Redevelopment Plan and Implementation Plan are used to guide the revitalization of obsolete and vacant retail areas, mitigate conflicts between incompatible uses, improve property values and below market lease rates, correct unsafe and unhealthy conditions, and alleviate crime problems. SHRA works closely with the Florin Road Partnership and the County to plan for future opportunities to leverage funding for redevelopment projects and be an advocacy group for businesses on the Florin Road corridor.
Redevelopment Strategy
The following implementation strategies represent the specific approach and criteria that SHRA will use over the next five years to select and implement development projects in the Florin Road Redevelopment Area.
Retaining Existing Business in the Project Area: One of the major challenges to the Project Area is to provide the type of economic opportunities that will not only attract new businesses, but also retain businesses that are currently operating in the Project Area. Redevelopment must facilitate the retention of profitable businesses in the Project Area
.
Planning for Emerging Economic Opportunities for the Project Area: SHRA will work with property owners and stakeholders to capitalize on emerging markets in the area. Redevelopment must facilitate a relationship between the ever-expanding Asian business district, the Florin Towne Centre, and the businesses surrounding the Towne Centre area on Franklin and Stockton Boulevards. This is currently being facilitated through two strategic planning efforts; the Florin Road Commercial Corridor Plan and the South of Florin Area (SoFA) Infill Development Strategy; both of which provide general and specific recommendations for infrastructure needs; commercial, retail, office and housing development in the project area.
Investing in Infrastructure and Community Facilities: Redevelopment of the Project Area will likely require significant improvements, over time, to public infrastructure and facilities. By working in partnership with the County, the Florin Road Partnership, and other public entities, SHRA will look for opportunities to leverage investments in public infrastructure to help encourage development and patronage of the Project Area.
Facilitating Business Attraction and Retention: Redevelopment efforts will explore the repositioning of challenging sites to attract new businesses that complement the newly developed Florin Towne Centre.
Housing Program: The Florin Road housing strategy focuses on the rehabilitation of existing single family and multi-family residential, mixed use and transit-oriented development, and increasing homeownership opportunities.
Key Projects
Colonia San Martin
Colonia San Martin, which opened in the Spring of 2009, is a multifamily complex on Florin Mall Drive that provides 60 units of permanent supportive housing. The residents have access to an array of support services from the project developer, Mercy Housing and from the Sacramento AIDS Housing Alliance. The project also has many “green” features including solar power, energy efficient lighting and appliances in the units and bioswales for storm water runoff management.
Total Project Cost: $15.3 million; Agency Contribution: $2.9 million loan
South of Florin Area
The area just south of the Florin Towne Centre (from Florin Road - between Highway 99 and Stockton Boulevard - upto just north of Mack Road) is part of a County/SHRA strategic effort to comprehensively plan/develop the area. Current efforts include promoting a vital, inviting mixed use neighborhood, developing strategic and targeted infill development/re-use, identifying potential development types, providing housing opportunities and identifying streetscape deficiencies to develop improved infrastructure for motorists, pedestrians and bicyclists. An Infill Development Plan is currently being developed for the study area; a portion of which is located within the Florin redevelopment area. The study is expected to be completed in Spring, 2010.
Total Project Cost: $200,000; Agency Contribution: $200,000
Contact
Franklin Boulevard
About
In December 1993, the Franklin Boulevard Redevelopment Project Area, a joint City and County area, was established. Since then, the Agency implemented a number of revitalization projects, including the Commercial Revitalization Program, streetscape improvements, public art, code enforcement activities and the development and preservation of affordable housing in the area.
SHRA works closely with the North Franklin District Business Association (NFDBA), a public/private partnership which seeks to highlight and preserve the distinct cultural flavor of the boulevard. This partnership stimulates opportunities to leverage funding for Franklin Boulevard projects and be an advocacy group for the businesses on the boulevard.
Redevelopment Strategy
The following implementation strategies represent the specific approach and criteria that SHRA will use over the next five years to select and implement development projects in the Franklin Boulevard Redevelopment Area.
Create a Dynamic Business Environment: SHRA intends to assist owners interested in expanding their business or upgrading their equipment through the Commercial Revitalization and Enterprise Zone programs. Work will continue with the North Franklin District Business Association; property and business owners; residents; and the City and County of Sacramento to improve the image of the project area, recruit new businesses and present opportunities for economic development with private, public and non-profit partners.
Green the Corridor: The Franklin Boulevard Urban Design Master Plan recommends a number of street and corridor improvements to transform Franklin Boulevard into a corridor where pedestrians and drivers will have a safe and pleasant experience that provides increased opportunities to shop locally.
Encourage Transit-Oriented Development: SHRA will continue to explore the feasibility of future investment in mixed use development at all Light Rail Stations that serve the project area.
Housing Program: Over the next 5 years, SHRA will facilitate the development of complete residential neighborhoods through the creation and preservation of a variety of housing types for all income levels.
Key Projects
Franklin Boulevard and Fruitridge Road Intersection Improvements
Construction was completed in 2008 on improvements to this major intersection. Improvements included the addition of bike lanes, curb, gutter and sidewalk improvements to the intersection, and landscaping on the south west corner of Franklin Blvd. and Fruitridge Road. Two new turn lanes were added to ease congestion in the existing left turn lanes.
Total Project Cost: $1 million; Agency Contribution: $605,000
Franklin Boulevard Phase Streetscape I and II
Construction was completed in 2008 on major streetscape improvements from 47th Avenue continuing south to Turnbridge Road. The project provides continuous sidewalks, bikes lanes, reconstructed center medians, and a new traffic signal at Turnbridge Road. It has significantly improved pedestrian safety and provides much needed visual relief with the new landscaping included in the project.
Total Project Cost: $6 million; Agency Contribution: $3 million
Martin Luther King Jr. Village
Located at 3900 47th Avenue, the Mercy Housing project consists of single-story, one-bedroom units comprised of 80 residential units, one community building, and one maintenance building that will serve as permanent housing for the homeless population. Property management services are provided round-the-clock by Mercy Services Corporation including 24-hour desk coverage by trained staff. All units are rental and will be affordable to extremely low-income residents. This project was completed in 2009.
Total Project Cost: $16 million; Agency Contribution: $1 million.
Contact
Mather Redevelopment Area
About
Mather Air Force Base was established as a military pilot training school in 1918 during World War I. The base was largely inactive during the 1920’s and 1930’s. Large-scale Army Air Corps activities began in 1942 shortly after the declaration of war against Japan and Germany by President Roosevelt in December, 1941. For 70 years, the facility played a significant role in the defense of the nation and in the economic base of the Sacramento region.
The closure of Mather Air Force Base, announced in 1988, was a significant loss to the Sacramento region. From the date of the announcement, local officials recognized that the special tools and authorities provided by redevelopment law would be instrumental in converting the facility to civilian use. In ensuing years, significant steps in that conversion effort have been completed and Mather is emerging as a major business park, air freight hub, and recreation center, restoring many of the jobs that were lost.
In 2001, the Mather Redevelopment Area was merged with the McClellan Redevelopment Area in an effort to promote the efficient use of public resources and concentrate on mutually beneficial redevelopment opportunities. The Sacramento County Board of Supervisors serves as the federally recognized Local Redevelopment Authority (LRA) for the reuse of the former AFB, as well as the land use authority for the Mather.
Mather Airport was officially reopened as a civilian airport in 1995 and is owned and operated by the Sacramento County Department of Airports. It features two parallel runways (lengths 11,301 feet and 6,040 feet), a 24-hour air traffic control tower, a general aviation terminal building and Fixed Base Operator, and a broad range of tenant aircraft operations, including private general aviation, government agencies and commercial air cargo operators.
The Main Base consists of the Commerce Center, the Sports Center and the Community Campus. The Commerce Center is comprised of some 600 acres and is the home to various commercial businesses. Adjacent is the Sports Center which has a number of public recreational amenities. Nearby is the Community Campus, a two-year transitional housing program that provides skill building and job readiness for homeless individuals and families and former homeless foster youth. Across the street is the Sacramento Veteran’s Affairs Medical Center. This facility has an integrated health care delivery system for veterans.
The South Base region is the home to 1,271 households living in the Independence at Mather community. Nearby is Mather Regional Park, 1,434 acres, which was established after the closure of the base as a popular hiking and picnic spot and it hosts a top-flight public 18-hole golf course with a golf shop and restaurant. It also has a lake stocked with bass and trout, as well as one of the nation’s largest environmental preserve with 1,100 acres of rare vernal pools and wetlands.
Redevelopment Strategy
Along with the process of encouraging smart growth, issues such as adequate traffic circulation, commercial and affordable housing development will be considered as part of the Mather redevelopment strategy. Public/private or private partnerships will be encouraged to lead the way for the redevelopment in this area. The following is the redevelopment strategy for implementing the Redevelopment Plan goals.
Plan and Build Transformational Projects: Facilitate development of transformational projects; quality development; promote aesthetic improvements; encourage revitalization efforts; improve the image and competitiveness of the community.
Implement the Mather Investment Strategy/Financing Plan’s key goals:
Improve the market identity of the Project Area by attracting critical mass of office/industrial/commercial, R&D and aviation tenants;
Enhance the viability of the Project Area by engaging in a short-term strategy of upgrading existing infrastructure improvements and long-term strategy of demolishing obsolete facilities and pursing new development; and
Enhance amenities and services within the Project Area.
The following Housing Program Strategy elaborates on the Agency’s housing program for the area:
Housing for All Persons of All Income Levels: Provide a variety of affordable housing types.
Mixed-Use Development: work with developers to create catalyst mixed-use and mixed-income products along the major corridors in the Project Area.
The Mather Community Campus is a transitional housing program that provides skill building and job readiness for homeless individuals, former homeless foster youth, and families with children since the closure of the Mather Air Force Base in 1993.
Key Projects
Commercial Development
Developers are privately developing commercial development in the Commerce Center. Recent development includes Mather Office Campus, Building A (110,960 square feet); Sacramento County Environmental Management Department (35,855 square feet); and Blood Source laboratory (30,000 square feet).
Infrastructure
Macready Avenue Roadway Improvements (Phases 1-3):
Complete. Project included improvements along Macready Avenue between Neely Way to Mather Boulevard. Improvements included design and construction of 5,800 linear feet of curbs, gutters, sidewalks, new striping, bike lanes, landscaping, sewer and drainage, water lines, accessibility and signage. In addition to the roadway improvements, the Bradshaw 7 Regional Sewer Interceptor was also installed.
Project Cost: $5.6 million; $1,687,482 FAA Grant; SHRA Contribution: $3,850,000
Backbone Utility Development
Mather Utility, Roadway, and Site Studies and Design Work
In process: The studies and site design will assist in the overall revitalization and redevelopment of the former vase by supporting phased installation of utilities and roadways necessary to improve substandard or deteriorating utility services and roadways and remove blight from the Project Area.
Project Cost: $750,000; SHRA Contribution: $750,000
Studies and Planning
Mather Environmental Impact Statement (EIS)
In Process: The Mather EIS completes the environmental assessments of a large portion of the former Air Force Base to permit development.
Project Cost: $455,000; SHRA Contribution: $455,000
Contact
Sandy Piekarski, Redevelopment Planner
Phone: (916) 449-6245
Email: spiekarski@shra.org
Implementation plan
RDA map
Public Meetings
Back to top McClellan-Watt Avenue Redevelopment Area
About
Located approximately seven miles northeast of downtown Sacramento in the community of North Highlands, the McClellan/Watt Avenue Redevelopment Area is comprised of the former McClellan Air Force Base (AFB) and a four mile segment of the north Watt Avenue corridor.
Prior to its closure in July 2001, the AFB was the second largest employer in the Sacramento region and played a critical role in shaping Sacramento’s regional economy and local land use patterns. Founded in 1936, McClellan served as an aircraft repair depot and supply base, providing logistics and maintenance support for aircraft, communications and electronic systems.
In November 2000, the Agency established the McClellan/Watt Avenue Redevelopment Area in order to take advantage of special financing capabilities and tax revenue that could be generated and used for redevelopment within the Project Area. The inclusion of the Watt Avenue corridor provided an opportunity to better integrate the redevelopment of the former AFB with the adjacent community of North Highlands.
In 2001, the Project Area was merged with the Mather Redevelopment Area in an effort to promote the efficient use of public resources and concentrate on mutually beneficial redevelopment opportunities. The redevelopment plan focuses on the revitalization of the Watt Avenue corridor as a mixed-use urban corridor and the transformation of the AFB into a modern business park.
The Sacramento County Board of Supervisors serves as the federally recognized Local Redevelopment Authority (LRA) for the reuse of the former AFB, as well as the land use authority for the McClellan property. The County completed the Final Reuse Plan for the Base in July, 2000, with the overall goal to retain aircraft maintenance and repair activities as the cornerstone for reuse. In 1999, McClellan Business Park, LLC (MBP) was selected through a competitive solicitation by the County as the master developer. To date, MBP has rehabilitated and leased approximately 6.25 million square feet of space within the business park.
Redevelopment Strategy
The following implementation strategies represent the specific approach and criteria that the Agency will use over the next five years to select and implement development projects in the McClellan/Watt Avenue Redevelopment Area.
Expand Development Opportunities and Reuse Through Infrastructure Investment: Assist in replacing obsolete infrastructure and expand the capacity of existing flood control, water and wastewater systems. Create new opportunities for office, flex-industrial, and retail uses by improving access and circulation, increasing the amount of developable land, and satisfying demand for conveniently located workplace parking.
Promote Community Revitalization: Establish higher quality and more productive uses within McClellan Park and along the North Watt Avenue corridor by renovating existing structures and vacant buildings, and by encouraging suitable mixed-use developments. Strengthen the community’s identity through streetscape beautification and investment in public spaces and amenities.
Prepare for Future Development: Initiate advanced planning studies in order to streamline entitlement requirements, set the stage for future business development and job growth, and guide infill development.
Promote Infill Development: Acquire, assemble, and assist in the development of vacant and underutilized parcels that will remove blight and serve as catalysts for infill development within the future North Highlands Town Center, as well as within the proposed mixed-use district centers along the North Watt Avenue corridor.
The following Housing Program Strategy elaborates on the Agency’s housing program for the area:
Provide a variety of housing types to fully serve the needs of existing and future residents, including actively seeking private investment for the development of market-rate housing within the Project Area
Higher density housing sufficient to support residential mixed-use villages and a full range of transportation options shall be encouraged
A strong relationship between the Watt Avenue corridor and McClellan Park is desired through the interconnection of housing, shopping, employment and transportation alternatives
Key Projects
Watt-Elkhorn Shopping Center:
On March 6, 2010, the Redevelopment Agency celebrated the grand opening of the Ross Dress for Less store located at the southwest corner of Watt Avenue and Elkhorn Boulevard, in the former Ralph’s grocery store building. The Agency contributed $1.8 million in gap financing which helped leverage an additional $2.46 million investment by the developers. This collaboration resulted in the renovation of the store front facades, which included the former Ralph’s grocery store, Rite Aid and the in-line shops. The interior of the Ralph’s building was also demised to accommodate Ross and a future tenant. Both free standing monument signs were remodeled to incorporate the architecture of the remodeled storefront design, the parking lot was upgraded to include new landscaping and lighting, and the center was connected to the public sewer system.
Total Project Cost: $4,260,000; Agency Contribution: $1,800,000
Golden Corral Restaurant:
In 2008-09, the Redevelopment Agency was presented with a unique opportunity to remove a significant blighting influence within the McClellan/Watt Avenue Redevelopment Project Area. The Agency was requested to assist the Golden Corral national restaurant chain in purchasing the Regency Adult Theater located at the northwest corner of Watt and Myrtle Avenues. This acquisition subsequently led to the demolition of the adult theater and the construction of a 500 seat, 14,000 square foot Golden Corral family style restaurant that now employs over 170 residents from the local area, and serves approximately 1,100 patrons per day.
Total Agency Contribution: $332,000
North Watt Avenue Streetscape Improvements, Phase 3
The first phase of the North Watt Avenue Beautification Project began in 2004, starting at Watt Avenue and Peacekeeper Way in the south, and has steadily progressed to the north as additional funding has become available. The Phase 3 Streetscape Project provides for the beautification of Freedom Park Drive between Watt Avenue and 32nd Street, and includes the construction of curb, gutter, separated sidewalks with landscaped planter areas, bicycle lanes, a center landscaped median, and areas for on-street parking. Roundabouts are proposed along Freedom Park Drive at the intersections of 32nd Street and 34th Street (Dudley Boulevard), along with the installation of underground infrastructure. Additional work along the west side of Watt Avenue includes the construction of curb, gutter, separated sidewalks and a landscaped strip, bicycle lane, bus turnouts, and modifications to the traffic signal located at the intersection of Freedom Park Drive and Watt Avenue.
Total Agency Contribution: $4,000,000
McClellan/Watt Avenue Redevelopment Area Investment Strategy
The McClellan/Watt Avenue Investment Strategy serves as a framework to guide public policy and investment in the McClellan/Watt Avenue Redevelopment Area. As a part of an ongoing effort to maximize the return on public and private financial resources and focus on an investment vision that places a priority on near term economic benefits and job creation, the investment strategy identifies a list of priority projects for immediate implementation totaling $12.6 million.
Total Agency Contribution: $12.6 million
Contact
Patrick Hanafee, Redevelopment Planner
Phone: (916) 449-6233
Email: phanafee@shra.org.
Implementation plan
North Highlands Town Center Development Code
North Watt Corridor Plan
McClellan Business Park
Back to top North Sacramento
About
First developed as a bedroom community in the 1940’s, North Sacramento was a service oriented community that catered to local residents and outlying farms. Although North Sacramento was incorporated into the City of Sacramento in 1964, it remained separate from the rest of the city due to its higher unemployment, lower household income, substandard infrastructure and utility system, and a deteriorating building stock. To combat these problems the North Sacramento Redevelopment Area was established and adopted by the community and City Council in 1992.
Since its Plan adoption in 1992, the Agency has championed many successful projects and programs in the North Sacramento Redevelopment Project Area. Its revitalization efforts have focused on the commercial corridors, especially Del Paso Boulevard, and the Dixieanne Neighborhood.
Redevelopment Strategy
The five year redevelopment strategy for the North Sacramento Redevelopment Area is to restore Del Paso Boulevard to the fully active commercial corridor that it once was, promote transit-oriented development, increase homeownership, remediate Brownfields properties, and build on the area’s existing resources. In particular, the strategy focuses on:
Reinvigorate the Boulevard: Focus on reinforcing Del Paso Boulevard as the unique, convenient and attractive shopping, business and commercial destination in North Sacramento for the immediate neighborhood and beyond by concentrating “placemaking” on the Boulevard and building on the community’s existing assets.
Maximize Transit Oriented Development: With the Redevelopment Area’s five light rail stations, there are many great opportunities to promote and develop transit-friendly development with a mix of commercial, retail, office and residential uses along Del Paso Boulevard, Arden Way and around the Swanston Light Rail Station.
Prepare the Area for Private Investment: SHRA continues to be involved in the environmental remediation of several sites in the redevelopment area making them shovel-ready for new development. Through streetscape and park improvements, SHRA is setting the stage for private investment on Del Paso Boulevard and in the Project Area. It’s also partnering with private investors to bring new businesses to the Boulevard and expanding existing ones.
Plan and Build Complete Neighborhoods: Facilitate development of complete neighborhoods that provide housing for a variety of income levels, neighborhood serving businesses, community facilities, and new public infrastructure.
Key Projects
Del Paso Boulevard Streetscape Improvement Project
Completed in 2007, this award winning streetscape project between El Camino Avenue and Arden Way, focused on increasing public safety for pedestrians, creating a sense of community, and revitalizing the Boulevard’s entire commercial corridor by removing two travel lanes to calm traffic and provide for diagonal parking; widening and beautifying the landscaped median to create protected pedestrian crosswalk refuges; commissioning and installing public artwork; and installing new bulb outs, retaining seating walls, crosswalks, and pedestrian-scale lighting.
Total Project Cost: $5.8 million; Agency Contribution: $5.8 million.
The Greens Hotel
A 1950’s style motel, the Greens Hotel was an auto court that had become an eyesore and neighborhood nuisance. The fate of the property improved when it was purchased by a bay area investor in 2000. The building was rehabilitated into an art deco style 22-room hotel surrounding a lovely courtyard with covered walkways and stairs, extensive landscaping, lighting and outdoor seating, as well as a lap pool. The hotel opened in 2008. Total Project Cost: $1.15 million; Agency Contribution: $450,000.
Rio Linda Manor
Located at 2671 Rio Linda Boulevard, this market-rate, senior residential apartment complex includes 13 very low-income and 52 low-income senior units, plus 1 manager’s unit in one building. The building, originally constructed in 1970, was rehabilitated through the redesign of the building façade; replacement of the roof, windows, and patio doors; community room renovation; various unit improvements; and more. Rent restrictions are enforced through a Regulatory Agreement for a term of 55 years. This project was completed in 2008.
Total Project Cost: $7 million; Agency Contribution: $1,800,000.
Contact
Marti Brown, Redevelopment Planner
Phone: 916-449-6226
Email: mbrown@shra.org
Implementation plan
RDA map
Public Meetings
Back to top Oak Park
About
Oak Park is a densely populated, largely residential area intersected by commercial streets including Broadway and Martin Luther King Jr. Boulevard. One of Sacramento’s oldest communities and its first suburb, the neighborhood of Oak Park began as a sparsely developed farming community when first settled 150 years ago.
By the first part of the 20th Century, Oak Park developed into a stable middle-class area of modest single-family homes. However, homeowners hard hit by the Depression and then by the demands of World War II were unable to maintain or rehabilitate their homes. After the war, many left Oak Park for inexpensive new suburbs outside the central city. With the flight of middle-class homeowners, economic and social conditions in the area spiraled downward. By the late 1960’s, Oak Park residents were calling for help to address widespread deteriorating housing and commercial property, inadequate public infrastructure, empty lots and abandoned buildings, refuse, and abandoned vehicles.
In 1973, the City of Sacramento established the Oak Park Redevelopment Project Area. Since then, in partnership with community members and businesses, SHRA assembled small lots into larger parcels that support new development; improved streets and sidewalks; built affordable housing; and offered various incentives and support for commercial and residential investment.
Redevelopment Strategy
The following implementation strategy represents the specific approach and criteria that SHRA will use over the next five years to select and implement development projects in the Oak Park Redevelopment Area.
Oak Park Historic District Place Making Initiative. Transform the Oak Park Historic District through signature private and public redevelopment projects that creates a vibrant and active focal point for the surrounding community.
Corridor Development and Enhancement. Attract high-quality infill development on the three Oak Park corridors of Broadway, Martin Luther King Jr. Boulevard and Stockton Boulevard. Invest in catalytic mixed-use residential and commercial developments, a variety of housing types, and streetscape improvements.
Strengthen the Residential Neighborhoods. Facilitate the development of complete residential neighborhoods by developing a variety of housing types for all income levels and providing high-quality community facilities
Key Projects
4th Avenue Lofts
In 2007, local development team 4th Avenue Lofts, LLC constructed 7 loft style homes and 3 live/work loft homes at the corner of 35th Street and 4th Avenue. This quality in-fill development project furthered the goal of the Broadway/Stockton Urban Design Plan to create a vibrant, mixed-use district along 35th Street. It also eliminated blighting conditions by developing a long-time vacant property into an active market rate residential and mixed-use development in the heart of the Oak Park Historic Commercial District.
Total Project Cost: $3.3 million; Agency Contribution: $1 million.
McClatchy Park Master Plan Update
In April 2008, the City Council adopted the Parks and Recreation Safety Implementation Plan (PSIP) to design and implement capital improvements and operational enhancements that create positive, clean, vibrant, and safe environments for park users at nine parks throughout the City which included McClatchy Park - a community focal point of Oak Park. Phase 1A improvements are expected to be completed by the end of 2010 and will include demolition of the existing restrooms, demolition of the former Police Athletic building, the construction of a new concession and restroom building, irrigation modifications, and park furniture. Implementation of the entire Master Plan is estimated at more than $12 million.
Total Project Cost: $2.1 million; Agency Contribution: $900,000
Oak Park Community Center Expansion
A master plan for the Oak Park Community Center, created in 2001, led to an expansion to the facility which provided a more spacious workout room and administrative space. The Phase Two expansion project completed in early 2009 included a new 10,500 square foot multi-purpose building with basketball/volleyball courts and a stage.
Total Project Cost: $6 million; Agency Contribution: $1.6 million.
Contact
Matt Hertel, Redevelopment Planner
Phone: 916-449-6234
Email: mhertel@shra.org
Implementation plan
RDA map
Public Meetings
Back to top Stockton Boulevard
About
For over 100 years, Stockton Boulevard was a major transportation artery, linking Sacramento to the City of Stockton. This function of the boulevard ended in the early 1960’s when State Highway 99 replaced Stockton Boulevard as the regional transportation artery. As a result, traffic was drawn away from the boulevard, causing many businesses to close, while others continued on a marginal basis.
In order to alleviate blight and obsolescence resulting from the freeway construction, the Sacramento City Council and the Sacramento County Board of Supervisors approved the adoption of the Stockton Boulevard Redevelopment Plan in 1994; its boundaries were Stockton Boulevard from 14th Avenue to Riza Street.
Since that time, SHRA efforts, combined with an influx of primarily Asian-owned businesses, helped spur the revitalization of Stockton Boulevard. Over the past few years, public infrastructure has been greatly improved based on the Broadway/Stockton Streetscape Master Plan, which was completed in 2002. These improvements enhance the appearance and competitiveness of Stockton Boulevard and support commercial revitalization activities along the corridor.
Redevelopment Strategy
The following implementation strategies represent the specific approach and criteria that SHRA will use over the next five years to select and implement projects in the Stockton Boulevard Redevelopment Area.
Attract High-Quality Design and Development on Obsolete Motel and Key Catalyst Sites Along the Boulevard. The functionally obsolete motels and underutilized sites along the Boulevard have been recognized by the community as having negative impacts to the commercial corridor and adjacent neighborhoods. A major focus of the Agency’s program is to work with property owners, developers and local jurisdictions to ensure implementation of catalyst projects at key sites along the corridor.
Reinforce the Area’s Role as Sacramento’s International Market Place. SHRA will reinforce the area’s role by supporting the branding of the corridor and offering development assistance for property and business owners to help promote new and continuing private sector investment.
Enhance the Area’s Public Infrastructure and Community Facilities. The Agency intends to enhance public infrastructure to strengthen the long-term competitiveness of Stockton Boulevard by upgrading existing infrastructure to support future development opportunities. In addition, SHRA intents to improve the neighborhoods by constructing traffic calming projects and improving community facilities in the Project Area to enhance the quality of life for existing and future residents.
Strengthen the Residential Neighborhoods. Facilitate the development of complete neighborhoods through the creation of new housing opportunities at various affordability levels and types, encourage infill development and improvements to existing housing stock.
Key Projects
Obsolete Motel Reuse Strategy: Many of the motels along Stockton Boulevard, which once served travelers, now operate as permanent housing for people unable to obtain traditional housing. Lack of management at some of the motels has resulted in increased criminal activity such as prostitution and drug crimes. As a result, in the past five years, the Agency identified the need to reuse or redevelop many of the motels on the corridor due to their obsoleteness and blighting influences on the Project Area. In 2008, the Agency provided assistance to Mercy Housing of California to purchase and rehabilitate the Budget Inn Motel and for permanent supportive housing. In addition, the Agency purchased the San Juan Motel and Mobile Home Park and the River City Motel for future redevelopment into attractive, high-quality mixed-use projects.
Stockton Boulevard Streetscape Improvements: Completed in 2001, the Broadway/Stockton Boulevard Master Plan further developed the streetscape concepts identified by the Broadway/Stockton Urban Design Plan. The Master Plan provided aesthetic and uniform improvements to the streetscape to link individual communities together while providing for basic pedestrian and motorist safety. Nearly 95 percent of these improvements were completed since 2002 in three phases. Most recently, Phase III was completed in 2008 and funded by a California Infrastructure and Economic Development Bank loan.
Total Project Cost: $4 million; Agency Contribution: $4 million.
Stockton Boulevard Opportunity Area — ULI Five-Day Panel: The Stockton Boulevard Opportunity Area is a challenging portion of Stockton Boulevard between 21st Avenue and Fruitridge Road that required a fresh, innovative approach to facilitate private investment and development. In May 2009, National Urban Land Institute (ULI) experts presented a development strategy, planning and design concepts, phasing options, analysis of Market potential, and implementation recommendations for the vacant and underutilized 35-acre site. The Agency will utilize the recommendations to transform the area.
Contact
Matt Hertel, Redevelopment Planner
Phone: 916-449-6234
Email: mhertel@shra.org
Links
Implementation Plan
RDA Map
Public Meetings