Citrus Heights council adopts 2025–27 economic development work plan, reauthorizes business incentives and small-business support

The Citrus Heights City Council in February 2025 adopted a 2025–2027 Economic Development Work Plan and approved guidelines for a Business Attraction Incentive Program and a Small Business Design Support Program.

The plan, presented by Megan Huber, the city’s Economic Development and Community Engagement Director, lays out a data-driven strategy to attract and retain businesses, support entrepreneurship, and invest in commercial corridor revitalization. Huber told the council the plan responds to a city strategic objective adopted in March 2024 and centers on a mix of business attraction, retention, small-business support, marketing/placemaking and organizational culture work.

Huber said Citrus Heights has about 87,000 residents, roughly 45,000 residents in the labor force and about 20,000 jobs in the city; she cited an approximate median household income of $75,000, a median home value around $407,000 and a 22% bachelor’s-degree attainment rate. Huber described health care and social assistance as the city’s largest industry by job count, with retail and accommodation and food services also prominent. She said the city’s real estate inventory is heavily retail-oriented, office vacancy is near 14% versus 18% for the broader Sacramento market, and industrial inventory is limited (about 11 industrial-style properties inside city limits).

The work plan recommends a proactive, targeted recruitment strategy informed by trade-area analyses and co-tenancy considerations. It calls for reinstating a Business Attraction Incentive Program (used previously to attract Dark Heart Brewery) and launching a Small Business Design Support Program that would pair small tenants with qualified design professionals and help expedite submittals and permits for sites needing little or no structural work. Huber described existing tools such as the Activate Auburn program, sign-improvement grants and other design-assistance offerings that would work alongside the new programs.

Council members praised the packet and Huber’s presentation. Council member Nelson seconded the motion to adopt the plan. The motion passed unanimously; all five members present voted yes.

Votes at a glance - Consent calendar (items 5–7: approval of minutes; quarterly treasurer’s report; investment policy updates): passed unanimously by roll call. - Resolution adopting the Economic Development Work Plan and approving the two program guidelines: motion moved by a council member (mover not specified in the transcript), seconded by Council member Nelson; vote 5–0, adopted.

What the plan will do next Staff said the work plan is being adopted as policy and that individual implementation steps will be brought forward within the city’s normal budgeting process; the plan itself carries no immediate unbudgeted fiscal impact. Huber said the economic development team will retool an analyst position to focus solely on economic development, and that a dynamic dashboard will track milestones and metrics and be shared with staff quarterly and with council annually.

Implementation items called out in the plan include: - Reinstating a scalable business attraction incentive toolbox for targeted recruitment. - Launching the Small Business Design Support Program to speed tenant occupancy for low-lift sites. - Creating a business retention program with at least annual visits to the city’s top sales-tax and job-producing businesses. - Enhancing communications and placemaking to improve commercial corridor appearance and consumer draw. - Strengthening partnerships with the Citrus Heights Chamber, regional economic organizations and workforce development programs.

Why it matters Council members said the plan aims to diversify the local tax base, make it easier for small entrepreneurs to open and expand, and address aging retail centers and streetscape issues residents have raised. The plan ties recommended actions to measurable metrics and schedules and identifies potential grant and partnership opportunities rather than proposing immediate new ongoing general-fund commitments.

Staff and council noted follow-ups the council can expect: a more detailed implementation timeline, any midyear budget requests tied to pilot programs, and periodic progress reports.

Ending Council members commended Huber’s in-house work on the plan and directed staff to proceed with the implementation steps described in the packet and to return with program details and any midyear funding requests as needed.