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1990-2000


While the City of Roseville began down a path towards full maturity in the 1980s, the fruits of its labor were fully realized in the 1990s. Roseville experienced a technology boom when companies such as Hewlett-Packard and NEC opened up venues within the city.Continued growth in the industry throughout the 1990s pushed Roseville towards the new millennium. By 1999, Hewlett-Packard employed over 4,400 workers at its North Roseville locations making it the number one employer in Roseville and Placer County. By 1992, NEC’s Roseville investment had grown to $1.2 billion. First proposed in 1998, a 600,000-square-foot $1.4 billion expansion brought NEC’s total investment here to more than $2.6 billion, adding approximately 700 new jobs when it was completed in 2002. Other new industries followed and contributed to diversifying Roseville’s economy.


NEC

With the opening of new hospitals and medical centers, the demand for skilled nurses, medical technicians and other related occupations became highly competitive. Sutter Roseville Medical Center opened in June of 1997 and Kaiser Permanente’s hospital opened in 1998. University of California Davis satellite primary care clinics and a host of other clinics, convalescent hospitals, regional medical centers and retirement homes also joined the Roseville health services community.

The $108 million Sutter Roseville Medical Center, successor to Roseville Community Hospital, opened its 315,000 square-foot facility in June 1997. Among its specialties is the Family Birth Center, which allows a woman and her family to remain in one room throughout labor, delivery and post-partum. The hospital also provides a 24-hour emergency department and is the only Level II Trauma Center between Roseville and Reno.

Kaiser Permanente commenced construction of its 255,000 square-foot hospital on Eureka Road in 1992. Although completed in 1995, the $109 million facility did not accept inpatients until 1998 after re-evaluation of all Kaiser Hospitals was completed. The hospital is also one of the Roseville area’s largest employers with over 100 physicians and 6,000 nurses. During its first full year of operation (October 1998 - October 1999), the 116-bed hospital admitted 7,600 patients and has treated more than 29,000 in its emergency facility. UC Davis Medical Group, one of the most highly rated teaching hospitals in the state, opened a satellite primary care clinic in Roseville in 1998. Roseville has attracted highly specialized medical services including the Northern California Fertility Center, which specializes in in-vitro fertilization and serves all of Northern California from Roseville to Reno and to the Oregon border.


Kaiser Permanente Hospital in Roseville

In addition to high-tech and medical service employers, many professional office development support groups sprang up along Douglas Boulevard and surrounding areas. The City of Roseville, through its Small Business Assistance Program, actively helps new businesses off the ground and on the road to success. The Business Enhancement Program focuses on existing businesses and provides business leaders with vital information about the city. The program also solicits feedback on city processes. Still another program is managed by the Tourism Committee, which runs in partnership with the local Chamber of Commerce to market Roseville recreation facilities, Downtown/Old Town, hotels and special events.

The Roseville Chamber of Commerce fosters a healthy business climate by sponsoring annual regional business tours and exhibitions. Roseville ‘99 featured exhibits, workshops and tours to large numbers of participants. The Chamber also sponsors annual Business Expos whereby the public is invited to visit displays of Chamber members’ new products and services. Over 40 businesses participated in the 5th annual Business Expo held on Oct. 1, 1999.

In addition, the Chamber worked with the City Parks and Recreation Department in promoting Corporate Games, a series of Olympic-like contests for employees of local business organizations and public agencies to encourage teamwork and healthy competition while giving competitors new opportunities to meet employees from other Roseville businesses and public agencies. Roseville’s business community has applauded City-Chamber efforts to promote and maintain a healthy business climate.

Demand for skilled workers continues to exceed supply for the foreseeable future. As a result, industry turned to recruiting skilled workers and management personnel from outside the area. In addition, many workers are hired at entry levels, then allowed to attend classes to acquire skills needed for advancement. Nearby colleges and universities offering professional development, certificate and degree programs include Sierra and American River Community Colleges; California State University, Sacramento (CSUS); University of California, Davis; Golden Gate University; Heald College; University of Phoenix and the University of San Francisco.Recognizing the need for education and training for Roseville area employees, several educational facilities expanded or established new facilities in Roseville. A notable example is Roseville Gateway, which took over the former Roseville Community Hospital facility on Sunrise Avenue and converted the former hospital into an education and technical skills development center. Sierra College leased part of the facility to provide vital job skills needed for today’s labor market.On July 30, 1999, Heald College opened its Roseville School of Business and Technology on Harding Boulevard and later in the fall, the University of Phoenix opened a branch campus along Douglas Boulevard.

In spite of these efforts, demand still exceeds supply in the local skilled labor market. Each day an estimated 19,800 non-residents drive into Roseville to work. That number approximates the City’s entire 1975 population of 20,050. Roseville today is a net importer of jobs, meaning the number of available jobs far exceeds the number of working-age Roseville residents. During this period, an unemployment rate of 3.1 percent marked its lowest figure in the past 12 years.

Growth in West Roseville reached a high point in 1997 when nearly half (47 percent) of all housing started in Placer County during that year took place in Roseville. The large Del Webb Sun City Roseville project alone accounted for 25 percent of this growth. On Dec. 15, 1993, the City of Roseville granted approval for a Del Webb retirement community on 1,200 acres of the historic Fiddyment Ranch, making it the first Del Webb retirement community to be undertaken outside of traditional locales like Arizona and Palm Springs. Groundbreaking for the 3,500-unit project took place on February 14, 1994 and sales commenced the following May. By Feb. 10, 1999, the sales office closed due to all units being sold, five years ahead of its most optimistic projections. New shopping centers at Foothills Boulevard and Baseline Road, and at Foothills and Junction boulevards were completed to serve this fast growing area of Roseville.


Del Webb Sun City

While construction continues at a frenzied pace on both sides of the city, attention focused on the North Central corridor along Harding Boulevard up to the Rocklin city limits. Pioneered by the giant Costco discount store in 1996, Stanford Ranch Crossing was the first major shopping center in this area. An unprecedented wave of new construction, including Roseville’s second Home Depot, Galleria at Roseville and Creekside Town Center, began.

Leading the way was the 1.1-million-square-foot Galleria at Roseville, located at Harding Boulevard between Highway 65 and Roseville Parkway. Ground breaking for the “super mall” which is anchored by Macy’s, Nordstrom, Sears and J.C. Penney, took place on Sept. 2, 1998. Galleria was officially opened to the public on Aug. 25, 2000. Local children painted their way into Roseville history as part of the mall’s “Kids Gallery” – a tile wall consisting of 2,200 6x6-inch tiles. The project raised approximately $100,000, shared by the Roseville Arts Center and four United Way agencies that serve area children: Big Brothers/Big Sisters of Placer County, Caring About Kids, Child Abuse Prevention Council of Placer County and Placer Women’s Center PEACE for Families. Children painted their own designs on each tile, and the mall installed the wall in the courtyard around the children’s play area.

Galleria at Roseville provides parking for 4,700 vehicles. The mall, which attracts new shoppers and other businesses to Roseville, is expected to boost Roseville and Placer County tax revenues by $100 million during its first 21 years. Construction of the mall created approximately 1,200 jobs and the Galleria employs close to 2,400 people. The Creekside Town Center, a 1.3-million-square-foot mixed use complex with office, commercial and hotel facilities directly across Harding Boulevard nicely compliments the Galleria. In anticipation of increased traffic when the Galleria opened, a $14 million project to extend Roseville Parkway from Taylor Road to Harding Boulevard began in July, 1999. The project, which includes a six-lane bridge spanning Interstate 80, the railroad tracks and Antelope Creek, opened in time for the Galleria’s grand opening on Aug. 25, 2000.

Infrastructural development remained an important component of sustaining Roseville’s growth. In August 1993, more than 200 city employees moved from 11 different work sites to the corporation yard complex located at PFE Road and Hilltop Circle. Four buildings totaling 144,000 square feet provide shop and office space for the city’s water, sewer and refuse utilities; sign shop, purchasing, print shop and vehicle maintenance operations; and parks, streets and building maintenance. Five years later (1998), the Roseville Police Department’s 135 employees moved into a new $12 million highly advanced structure at Washington and Junction boulevards. This 78,442 square-foot facility is designed to meet department needs until the year 2020.


Roseville Police Department

The central point for Roseville’s “building for the future” approach to updating city government offices was a $14 million civic center project. City leaders began talking about a downtown civic center as early as 1988 when projections indicated that City Hall, completed in 1987, would not meet the needs of the growing city much beyond 1992. It would not be until 1996, however, before the City began planning in earnest for a civic center which was to be the centerpiece of an overall Central Roseville revitalization. Phase I construction, completed in spring 2000, included removal of structures at Oak and Grant Streets, conversion of that land to parking spaces and construction of a new parking lot along Dry Creek at Lincoln Street.Civic Center construction began in August, 2000 after City Hall employees relocated to the corporation yard. When employees returned to their offices in the new Civic Center in 2002, City Hall Annex employees joined them in the new facility. Even before plans were finalized for the Civic Center and other municipal projects, City leaders established an interest-bearing fund to provide money for repairs and future additions.

A major concern facing every City Council during the past 30 years has been how to maintain the small town neighborliness, which has made Roseville such an envied place to live. Particularly attractive to many young families moving into the area is Roseville’s excellent school system, which has more than kept up with dynamic growth patterns. In the past 20 years, the number of children enrolled in Roseville’s K - 8 schools reflect the growth of the entire region.

In 1979, the Roseville City School District had just six schools, Cirby, Crestmont, Kaseberg, Sierra Gardens and Woodbridge elementary schools and Warren T. Eich Intermediate School and served a total of 2,772 students at the time. By October 1999, Roseville City School District housed 5,811 students at 12 campuses, including Brown, Sargeant, Spanger and Gates elementary schools, Buljan Intermediate School and Robert C. Cooley Middle School with the district preparing for three additional schools within the following 10 years.

In 1979, the Dry Creek District, located in today’s West Roseville, had but one school, the Dry Creek Elementary School with its 135 students. When the vast NEC and Hewlett-Packard industrial complexes developed, the area’s population grew rapidly, and more schools were needed. As of October 1999, the Dry Creek District enrolled 5,148 students at Dry Creek, Heritage Oak, Quail Glen, Antelope Meadows and Olive Grove elementary schools and Antelope Crossing and Silverado middle schools.

Located in the East Roseville and Granite Bay areas, the Eureka Union School District also experienced tremendous growth. In 1979, the district had 1,091 students attending Greenhill, Oakhills and Maidu elementary schools, Eureka, Ridgeview and Excelsior middle schools and Cavitt and Olympus junior high schools. As new housing developments in Johnson Ranch and Olympus Pointe completed, the Eureka Union School District built its first schools outside the Granite Bay area: Olympus junior high and Excelsior elementary schools. As of October 1999, nearly 3,918 students attended Eureka’s eight schools.

Serving Roseville’s three elementary school districts, the Roseville Joing Union High School District (RJUHSD) expanded greatly to meet increasing needs. In 1979, the district had but two high schools, Roseville Joint Union High School and Oakmont High School. By October 2000, RJUHSD had grown to include four comprehensive high schools (Woodcreek and Granite Bay were added in the 1990s), one independent study high school program and two alternative high schools. The district combines the latest technology, college preparation and high academic standards to create one of the most progressive districts in California and in May, 1996, RJUHSD was one of 71 districts nationwide to be awarded the title “Model School District” by the International Center for Leadership in Education.

Private Schools are another option for many parents. Choices include three Merryhill Country Schools (K - 5,) La Petite Academy (six weeks to 12 years) and the American Montessori Academy (2-6 years old.) Schools with religious affiliations include St. Rose Catholic Church School, St. John’s Christian School, St. Albans Country Day School and Cornerstone Christian School.

Several higher education opportunities are available in and around Roseville. University of Phoenix and University of San Francisco courses are now available in Roseville through their offices along the Douglas Boulevard corridor. California State University, Sacramento (CSUS), Golden Gate University and National University are a short 20 miles from Roseville. A few miles farther west is the University of California, Davis campus. Closer to home are Sierra and American River Community Colleges, both fully accredited two-year schools where students can earn Associate of Arts degrees or transfer to four-year colleges for upper division and graduate level course work.

Recognizing how quickly open space in South Placer County is disappearing, the City followed an aggressive policy to develop a wide variety of neighborhood parks and playgrounds as well as miles of bicycle and hiking trails along streambed greenbelt areas. The City mandated that there must be nine acres of parks for every 1,000 residents, twice the amount required for other cities of comparable size in California. A remarkable accomplishment under any condition is made even more remarkable by remembering Roseville had but three parks, Royer, Woodbridge and Weber, when Gene Watson was hired as the City’s first Recreation Director under Parks Superintendent Williard Dietrich in 1948. The anemic Recreation Department then consisted of a director (Watson), a part-time secretary (Elsie Clarkston Schimpf) and three part-time playground supervisors with a budget of $5,000. Today, Roseville’s Parks and Recreation Department operates on a budget of $11 million. More than $7 million of this amount, however, is returned to the City’s General Fund in the form of rental and registration fees.

It is hard to believe that Roseville, which saw its population grow to over 70,000, still maintained one-third of its total surface area in park land and open space. For nearly 30 years, Ed Mahany served as Roseville’s Parks and Recreation Director. The list of accomplishments during his tenure is impressive. From a small group of 12 full-time employees in 1964 when he took over, the Roseville Parks and Recreation Department evolved into one of the most envied in all of Northern California. Under Mahany’s aggressive leadership, Roseville’s nine park acres per 1,000 people is one of the highest standards in the state. Other accomplishments include development of Saugstad, Maidu and Kaseberg parks, the outstanding Maidu Community Center, Diamond Oaks Golf Course, miles of creek bed clearing and development, and bicycle trails. These accomplishments can be attributed in part to the efforts of Mahany along with City Manager Bob Hutchison and a progressive City Council. Ed Mahany retired in December 1992 and Mahany Regional Park in northwest Roseville is named for this dedicated public servant.

The private sector also plays an important role in the recreation/entertainment field of Roseville. In recent years two multi-screen theater complexes (Century and United Artists), an ice skating rink (Skatetown) and Golfland/Sunsplash have been completed. Dining out has become an important feature of the good life in Roseville. Dozens of eateries ranging from fast food operations to exclusive and expensive gourmet restaurants opened during the late 1990s. No longer do local residents have to drive to Sacramento or San Francisco for fine dining.

Throughout this challenging period of unprecedented growth, the City has worked closely with all segments of the community, including groups such as the Chamber of Commerce, neighborhood associations and community organizations. Together they plan for the future using a “working together works” philosophy. Perhaps the most innovative example of city-community cooperation has been the establishment of the $14.8 million interest-bearing Citizens’ Benefit Fund, from the sale of the old Roseville Community Hospital facility, which allows community non-profit organizations to apply for grants for worthwhile community projects. Applications are reviewed by the seven-member Roseville Grants Advisory Commission and make funding recommendations for final approval by the City Council. Since the first grant cycle in 1994, the Citizen’s Benefit Fund has awarded more than $10.3 million. Only interest from the fund is used, thus ensuring the longevity of the program.

Roseville Telephone Foundation, the non-profit arm of Roseville Communications Co. (RCC), is one of many local organizations devoted to community enhancement. Established in 1992 as a vision of the late RCC chairman Bob Doyle, the foundation has, by the end of 1999, contributed nearly $800,000 to help children, families and the elderly in the Roseville, Antelope, Granite Bay and Citrus Heights areas. For its efforts, the Roseville Telephone Foundation was awarded the 1999 “Beyond the Call” Community Service Award by the United States Telecom Association. Other long-time service clubs like the Lions and Rotary clubs, Soroptimist International and the Women’s Improvement Club have a long-established tradition of contributing to the betterment of the community. Important to the City’s “working together works” philosophy is ensuring that the public is well-informed.In addition to traditional open council meetings when comments from the public are welcomed, meetings are broadcast live and videotaped for showing to the public on local cable Channel 11. Numerous city publications are also regularly available to the public including the highly informative Roseville Reflections, which summarizes current and projected city actions.

Further disillusionment about railroading as a career occurred as late as 1993 when, as part of a restructuring movement, Southern Pacific announced that 102 positions at the Roseville yards would be transferred to Denver and elsewhere. Some accepted the inevitable and moved to new locations. Many who had lived and raised their families here for so many years opted, if old enough, to take early retirement. Still others were laid off or placed on work furloughs with return rights guaranteed if and when job openings presented themselves.Many debated the railroad’s future in Roseville.


Union Pacific

While local interests were fighting to restore passenger service via Amtrak, Southern Pacific was sold to Phillip Anschutz and the Denver and Rio Grande Railroad in 1988 for $1 billion. Edward L. Meyers was assigned the responsibility of resurrecting Southern Pacific in 1993.Under his leadership, operating costs were slashed and funds raised through sale of Southern Pacific lands. Improved earnings were used to upgrade Southern Pacific’s decrepit fleet of 2,000 locomotives which served 14,500 miles of track in 15 states. Bit by bit, Southern Pacific began to rebound for the first time in years. Meyers retired in 1995 due to ill health and was succeeded by Jerry Davis, a 38-year railroading veteran. Davis’ primary goal was to make Southern Pacific trains run on time. He kept this promise and, within a few months, Southern Pacific trains were keeping on close-to-posted schedules. Shippers’ confidence was gradually restored and business began to increase. Under Meyers’ and Davis’ leadership, Southern Pacific began to slowly turn around. The company, which lost a total of $292 million between 1991 and 1993, reported earnings of $242 million in 1994. Despite the California floods in 1995, Southern Pacific earned $16.5 million in the first three months of that year. Southern Pacific continued to run its trains on time and kept them in operating condition at its cavernous repair facility in Denver, Colorado. During this restructuring period, Southern Pacific raised hundreds of millions of dollars through stock and land sales, slashed its long-term debt by 22 percent and transformed its negative net worth of $77 million in 1992 to over $1.1 billion in 1994.

Just as Southern Pacific seemed to be turning things around, it was announced the company had been sold to Union Pacific. The sale signaled the end of the Southern Pacific name, an American fixture since 1865. Union Pacific would now have 31,000 miles of track operating in 25 states, Canada and Mexico. The company would have combined revenues of $49.54 billion making it the largest railroad in the United States. The $5.4 billion deal was expected to save Union Pacific more than $750 million a year, much of which came from elimination of nearly 3,400 jobs nationwide including more than 1,200 positions in San Francisco.

Roseville, with its future as an important railroad center threatened only a few short years ago, would be one of the biggest winners from the merger. The public soon learned Roseville was earmarked to become the major Northern California hub for the largest railroad in North America. The merger of Southern Pacific and Union Pacific railroads under the Union Pacific banner was officially approved in 1996. Work began the following year on the largest expansion in Roseville’s history. The expansion was directed by Jerry Davis, a key member of the team responsible for developing the Union Pacific-Southern Pacific merger while president of Southern Pacific in 1995-96. More than 120 old buildings were demolished to make way for three new buildings, a hump crest building, a yard office and a one-stop repair facility. Four new bridges were built, signals were upgraded, utility and electrical lines were put into place, and endless miles of pipe and fiber optic cable lines were installed. Other improvements were made and 50 miles of track were constructed to reduce bulk and intermodal traffic in the Roseville yards by one-third. The completely rebuilt 780-acre Roseville yard can depart 20 trains daily to Portland, West Colton and Chicago. Dedication of the state-of-the-art facility (named after Jerry Davis) on May 27, 1999 reflected Union Pacific’s commitment to its customers to provide world class transportation services. For local residents it was a joyous occasion for it signaled that once again Roseville was the most important railroad center west of the Mississippi River.

As the twentieth century wound down, Roseville found itself in the midst of the greatest economic boom in its 135-year history. Its economy was strong and growing stronger every day with ample job opportunities. With the new Galleria at Roseville serving as the catalyst, demand for office and retail space multiplied many times over. By the end of 1998, Roseville and nearby Rocklin had a combined total of 1.4 million square feet of office space. Roseville’s total alone in 1999 added up to more than 2 million square feet. New subdivisions, including affordable housing for low income families and senior citizens, were added along with executive-style homes and hotels catering to the business and traveling public. Olympus Pointe continues to be the center of impressive office buildings with several new additions under construction as the decade nears its end.

While new construction continues at an uninterrupted pace and attracts a lot of attention, Central Roseville, the focus of the community’s economic life for so many years, was not ignored. In September of 1999, the City revealed its latest revitalization plans for Central Roseville. Four months in the making, the report identified and prioritized 19 proposed projects and programs at an estimated cost of $20 million. Included in the report were plans for the $14 million Civic Center expansion; the $1.1 million Vernon Streetscape Project; a $2.4 million pedestrian bridge across the railroad tracks between Downtown and Old Town Roseville; completion of the $1.6 million Royer Park master plan and creek improvements; and $1 million central city parking improvements.About the same time (Sept. 13, 1999), the $7 million Atlantic Street widening project was completed. A 10,000-pound granite locomotive monument, reflecting Roseville’s railroad heritage, anchors the entrance to the four-lane, tree-lined corridor leading into the Central Roseville area.Motorists leaving Interstate 80 at Atlantic Street are greeted by the 23-foot solid granite locomotive monument, carved by Roseville sculptor Gene Chapman with the inscription, “Welcome to Central Roseville.”City leaders envisioned the Civic Center as the focal point in a revitalized central business district featuring a wide variety of shops and offices, restaurants, cafes, parks and landscaped plazas, street fairs and performing arts mixed in with local government.

To many, the crowning achievement for 1999 was completion of Union Pacific’s $145 million rail yard reconstruction. The dedication ceremony on May 21, 1999 signified Roseville was once again the most important rail center west of the Mississippi River. Restoration of the railroad to its former lofty position, along with a booming economy, has led many observers to comment that “1999 has been the best year for Roseville that anyone can remember.” Optimism remained high that the good times would continue well into the next decade. One serious shortcoming, however, remained to mar this otherwise optimistic outlook—the specter of continued and seemingly unstoppable population growth with its frustrating “big city” problems.

These fears were reinforced by a September 1999 study prepared by the Sacramento Area Council of Governments which estimates that Placer County’s population will double between January 1997 and July 1, 2022. More than half of this growth is expected to occur in Roseville which, if projections are correct, will grow by 50,347 new residents by year 2022, an increase of 76.6 percent. This growth will present both opportunities and challenges for Roseville as it gears up for the new millennium. Local residents are well aware of the many and varied benefits growth has brought to the community and they enjoy these benefits. People are less comfortable, however, about potential problems accompanying this growth. Where will these newcomers live? Where will they shop? How will the region develop? Will the development be unchecked? These are but a few of many challenging questions waiting to be answered. Decisions that are made will affect the quality of life in Roseville for generations to come.

Roseville’s citizenry is divided on how to address these problems along “slow growth” and “managed growth” lines. Slow growth advocates speak out for a “slow but sure” approach to ensure that growth does not outstrip the City’s ability to provide services to its growing population. At least five slow growth or no growth initiatives have been turned down by voters in the greater Sacramento area in recent years. Initiatives were defeated in Folsom and Davis in 1989; Lincoln, 1990; Sutter County, 1991; and Placer County in 1994. A petition to reduce the number of future homes by one-half was submitted to Roseville voters in 1996 but it also failed to get the required number of votes. Efforts to create a series of “new towns” (satellite towns) have likewise failed to win voter approval. Slow growth support, however, remains strong, especially among older segments of the community longing for the return of the good old days when Roseville moved at a much slower, less hectic pace.

Former Mayor Harry Crabb is one of many opposing the slow growth petitions claiming they would do more harm than good. Crabb articulates the City’s position that the best way to resolve problems associated with growth is by careful, long-range planning called managed growth. As he explains, managed or smart growth will not only provide for orderly growth but will also provide the means, through sales and property tax increases, to accommodate that growth.


Harry Crabb

With five terms on Roseville’s City Council, four as mayor, Harry Crabb served on the governing body longer than any other with the exception of Dr. Bradford Woodbridge and George Buljan. This Roseville native’s lengthy public service career, spanning parts of four decades, commenced in 1964 when friend and neighbor George Buljan appointed him to serve on a newly organized Environmental Impact Committee. This marked the beginning of his more than 26-year career in public service. In 1980, Crabb was elected to the local city council where he served almost continuously on that governing body during the dynamic growth period of the 1980s and 1990s. In 1995, Crabb seriously considered stepping down from public service but was persuaded to run again by his many friends and supporters.Garnering more votes that any other candidate, he was chosen to serve as mayor for the fourth time. He had held that position previously in 1980-82, 1984-85, and 1995-96. During his long years of service on the city council, Crabb was a strong advocate of managed growth. Harry Crabb stepped down from office in November 2000.During Crabb’s long tenure, he helped guide Roseville through the most dynamic growth in the City’s 136-year history. He was succeeded as mayor by Claudia Gamar.

Widespread popular support for the managed growth position is due in part to the city’s orderly growth pattern and to increased revenues generated from that growth. These monies, averaging about $450 per resident, have enabled the City to provide and maintain a wide range of services enjoyed by local residents and envied by surrounding communities. Ironically, both slow growth and managed growth advocates, in spite of much rhetoric, are in agreement on most basic points. Both agree that growth is here to stay whether we like it or not, and that growth will continue uninterrupted well into the next century. Both also agree, regardless of whether it’s called slow growth or managed growth, that careful, long-range planning is critical if Roseville continues to enjoy the good life and avoids becoming another Silicon Valley with its history of mismanaged growth policies.


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