As the CEO of what arguably remains the fastest-growing city in the region, City Manager Cyrus Abhar is focused on keeping the momentum in motion that began with Rancho Cordova’s official transition to cityhood in 2003, and has been expanding exponentially since.  Abhar came on board as one of the city’s first employees and, prior to his appointment in 2015, served as the city’s public works director and chief building official. An engineer by trade, but an explorer at heart, Abhar is passionate about connectivity between people, culture and infrastructure, and how the links between these components drive change and prosperity.  He spoke recently with Independent Reporter Jacqueline Fox about Rancho’s economic and cultural landscape and the strategy at play for keeping pace with demands for even more changes ahead.

Q: What challenges did you face upon your appointment to in 2015?

A: I think in our first 10 years of cityhood a great deal of foundation work had been done and we were ready to move on to the next phase.  So I came here to make sure that was done and that staff was inspired and we were in a position to achieve our goals. My biggest goal was creating a sense of purpose and finding a way to empower our staff.  So one of the first things I did was lay out a new set of values based on trust and communication.  I came in wanting a staff that is empowered to do what they think is right for the community and to have the freedom to implement those things.

Q: Rancho is exploding with a renewed image, options for nightlife, shopping and work-live-play experiences. What have been the driving factors behind the renaissance?

A: One of the biggest motivators was having the freedom to be innovative and to think differently.  And, given the type of organization we are, being a young city, we haven’t had to deal with many of the legacy issues that other established cities have, so we have had a very different opportunity to be on the cutting edge, to be free thinkers, to do what others are scared to do.

 Q: Violent and property crime is reportedly down 31.5% from 2011 to 2016.  What’s driving the trend?

A: We’ve been putting a great deal of focus on community-oriented policing, which connects officers with members of the community.  But also we have been focused on what we call “intelligence-led policing,” meaning we are acting and working on policies based on data pertaining to specific crimes and implementing a realignment of our resources and policies based on that data.

Q: What can you tell us about the city’s new “Chronic Nuisance Offenders” program?

A: This is an example of data focused realignment.  We wanted to find a way to stop individuals in the community who are repeat offenders of misdemeanor crimes, such as vandalism and petty theft, and make it possible to do more than just issue citations or arrest and release.  The new program will help us identify many of these repeat offenders and (deliver) elevated charges against them.

Q: Homelessness is a growing issue in Rancho, as it is in many cities and municipalities across the region. What is your focus on addressing the issue?

A:  Homelessness is not a crime, so we start with that in mind.  But we have our Homeless Outreach Team (HOT), which works on identifying where the issues are, connecting with the individuals and finding out how we can help them.  We have a full-time (homeless outreach) navigator who works with the homeless population to connect them with services.  We also probably have done some of the most work in creating permanent housing for the homeless.

Q: That work includes the opening of the first of a three-phased project, Mather Veterans Village. Can you give us an update on the final two phases for that project?

A: The second phase is funded and we hope to complete that in spring of this year.  Phase II funding is $10 million. Phase III funding costs will be $21 Million.  Phase II will include the addition of 46 beds and onsite services.  Phase III will include the build out of 50 more beds and we anticipate completion in the following year or two.

Q: The proposed Highway 50 Interchange appeal has been denied. What’s next for this widely contested and long-delayed plan?

A: With the lawsuit behind us, we can now focus on acquiring the necessary rights of way and developing funding strategies for the project.  We hope to construct the project in the next five to ten years but the actual timing of the project depends greatly on the pace of development and construction of new homes south of Highway 50.

Q: Breweries seem to be making a huge splash here in Rancho.  Why is this industry such a huge draw and is it sustainable?

A: We have more than 50,000 people who come to work in our community, many of whom also want a place after work nearby to enjoy an evening before heading back home, whether that’s here or in midtown or somewhere else.  We always wanted to have a vibrant sector for this, and so we created the barrel district and we are seeing the breweries coming in.  Whether it’s sustainable or not, I’m not an expert.  But for now we seem to be thriving with the number of breweries we have opened or set to open, and I’m guessing that (the industry) wouldn’t be expanding if it didn’t pencil out.  It is also having a huge domino effect with other businesses opening up in response to the new culture.

Q: Rancho has clearly overcome its image as a scrappy, Sacramento outpost.  What is its image now?

A: We have definitely seen dramatic changes with our image.  When people think of Rancho Cordova today, they think of it as a safe, inviting and vibrant community, with values and lots of opportunity for living and working and doing business.

Q: Speaking of business, can you give us an update on the SF Supermarket set to occupy the former Sam’s Club space?

A: We know the company (Shun Fat Supermarkets) has bought the building and they are looking at assessing whether it’s going to be one big market or perhaps several smaller markets with different focuses.  That is about all I can say about the project right now.

Q: What is your “pie in the sky” project for the city over the next decade?

A: I would love to have an entertainment center, with restaurants, shopping and entertainment all in one space. That’s one thing we are working on. I think we have created some great housing communities, with a lot more to come, and what I hope to continue to do and what we are striving to do, is build a strong, vibrant job market.  Part of that picture calls for the need to provide the community with quality entertainment and nightlife.

Q: If this weren’t your job, what would you be doing?

A: I think I’d be an explorer.  Probably in the Amazon.  I love cultures. I love exploring and learning about people and history.  It’s a passion for me.