CITY OF RANCHO CORDOVA
CITY COUNCIL MEETING
January 24, 2023 1:00 PM – Special Meeting/Work Session January 25, 2023 2:30 PM – Special Meeting/Work Session City Hall, American River Room
2729 Prospect Park Drive, Rancho Cordova
Pursuant to California Assembly Bill 361 amending the Ralph M. Brown Act (Govt. Code 54950-54963), the City has declared a state of emergency relating to COVID-19 and imposed measures to promote social distancing.
January 24, 2023 Special Meeting/Work Session 1:00 PM
Join the Meeting Via Zoom Link:
https://cityofranchocordova.zoom.us/j/89859164869?pwd=YXVuVmd1V1RPSzA0eXVaU3ZUYUxzdz09 Join the Meeting via the Zoom Phone Number
Zoom Phone Number: +1 669 900 6833, +1 253 215 8782, or +1 312 626 6799 Webinar ID: 898 5916 4869
Password: 983861
January 25, 2023 Special Meeting/Work Session 2:30 PM
Join the Meeting Via Zoom Link:
https://cityofranchocordova.zoom.us/j/87881038660?pwd=S25GenVJYkh5blN5V25qNHhITHg1UT09 Join the Meeting via the Zoom Phone Number
Zoom Phone Number: +1 669 900 6833, +1 253 215 8782, or +1 312 626 6799 Webinar ID: 878 8103 8660
Password: 568365
Instructions to Make Public Comment
Submitting Public Comment via Email
Members of the public who wish to provide public comment via email will need to submit written comments to [email protected] before 10:00 a.m. on Tuesday, January 24, 2023
Rancho Cordova City Council - AGENDA
Special Meeting of Tuesday, January 24, 2023 & Wednesday, January 25, 2023
and before 10:00 a.m. on Wednesday, January 25, 2023. Written comments received before 10:00 a.m. will be distributed to the Council, filed in the record, and will not be read aloud. All comments submitted later than the times listed above will be distributed to the Council.
Listening to a Zoom Meeting by Zoom Video Conference
To make a public comment using the Zoom platform, please use the “raise hand” feature at the bottom center of the screen. Please make sure to enable audio controls once access has been given by the City Clerk’s office to speak. Please wait to be called upon by the City Clerk.
Listening to a Zoom Meeting by Phone Only
You can join a Zoom meeting via teleconferencing/audio conferencing using a cell phone or traditional landline phone. To request to make a public comment by phone press *9 to raise your hand. Please wait to be called upon by the City Clerk.
All public comments will be limited to three-minutes.
If you have questions related to the City Council Meeting or the use of Zoom, please contact the City Clerk’s Office at (916) 851-8720 before Tuesday, January 24, 2023 at 10:00 a.m. and before Wednesday, January 25, 2023, at 10:00 a.m.
AGENDA
1. SPECIAL MEETING - CALL TO ORDER/ROLL CALL
Council Members Garrett Gatewood, Siri Pulipati, David Sander, Donald Terry, and Mayor Linda Budge.
2. PUBLIC COMMENT
At a special meeting, citizens wishing to address the Council for any matter on the agenda may do so at the time the matter is discussed. Under the provisions of the California Government Code, the City Council is prohibited from discussing or taking action on any item not on the agenda.
3. SPECIAL MEETING ITEMS
3.1. Subject: Fiscal Year 2023-25 Budget Kickoff and Major Project Discussion.
Recommendation: Receive presentation and provide direction.
4. ADJOURNMENT
ADDITIONAL INFORMATION
Special Meetings listed below are subject to change/cancellation without further notice.
Public documents related to items on the open session portion of this agenda, which are distributed to the City Council less than 24 hours prior to the meeting, shall be available for public inspection at the time the documents are distributed to the Council. Documents are available for inspection at the City Clerk's office located in Rancho Cordova City Hall.
Rancho Cordova City Council - AGENDA
Special Meeting of Tuesday, January 24, 2023 & Wednesday, January 25, 2023
The agenda items are accessible on the City’s website at www.cityofranchocordova.org on Fridays prior to the Special City Council Meeting.
UPCOMING MEETINGS
February 6, 2023 3:00 PM Special Meeting/Regular Meeting February 21, 2023 5:30 PM Regular Meeting
February 28, 2023 5:30 PM Special Meeting/Work Session
March 6, 2023 4:00 PM Special Meeting/Regular Meeting
March 20, 2023 5:30 PM Regular Meeting
March 28, 2023 5:30 PM Special Meeting/Work Session
April 3, 2023 4:00 PM Special Meeting/Regular Meeting
April 11, 2023 5:30 PM Special Meeting/Work Session
If you have any technical questions related to the agenda items, please contact City Hall at (916) 851- 8700.
In compliance with the Americans with Disabilities Act, if you need a disability-related modification or accommodation, including auxiliary aids or services, to participate in this meeting, please contact the City Clerk’s Office at (916) 851-8720 at least 24 hours prior to the meeting.
CERTIFICATION OF POSTING OF AGENDA
I, Stacy Leitner, City Clerk for the City of Rancho Cordova, declare that the foregoing agenda for the January 24, 2023 & January 25, 2023 Special Meeting of the Rancho Cordova City Council was posted and available for review on January 20, 2023 at City Hall of the City of Rancho Cordova, 2729 Prospect Park Drive, Rancho Cordova, California, 95670. The agenda is also available on the city website at www.cityofranchocordova.org.
Signed January 20, 2023 at Rancho Cordova, California.
Stacy Leitner, CMC
City Clerk
MEMORANDUM
City Council Staff Report - Page 1 of 2
ITEM 3.1.
DATE: January 24, 2023
TO: Honorable Mayor and Council Members
FROM: Micah Runner, City Manager
SUBJECT: FISCAL YEAR 2023-25 BUDGET KICKOFF AND MAJOR PROJECT
DISCUSSION
RECOMMENDATION
Receive presentation and provide direction.
RESULT OF RECOMMENDED ACTION
The direction provided by the City Council at this work session will inform the Fiscal Year 2023- 25 budget process.
BACKGROUND
The purpose of these two-day work sessions is to discuss City Council goals and priorities to guide the preparation of the Fiscal Year 2023-25 budget. Staff will provide program and project updates and seek City Council direction on key areas that will influence the preparation of the next two-year budget.
Day one of the workshop will focus on program updates in the following areas:
• Public Safety/Homeless Outreach Team
• Growing Strong Neighborhoods
• Economic Development
• Public Works update on deferred maintenance and backbone infrastructure
Day two of the workshop will focus on funding opportunities for major capital projects and updates on active projects and current requests. Two current requests for council consideration are as follows:
• The City Council received a presentation from the Cordova Community Council regarding the Mine Shaft proposal at the December 19, 2022 Council meeting. The presentation is attached for reference and will be discussed during the. • City staff has received an additional request from Rise Up Theatre Company that will be discussed as part of the Legacy Projects session. The proposal received from Rise Up Theatre Company is attached for reference.
City Council Staff Report - Page 2 of 2
These discussions will be an opportunity for the City Council to receive public input and provide direction to staff on the long-term vision and the proposed work effort over the next two years to ensure the 2023-25 budget is reflective of Council's goals and expectations.
FISCAL IMPACT AND FUNDING SOURCE
No fiscal impact. This presentation is informational only and will inform the Fiscal Year 2023-25 budget process.
ATTACHMENT(S)
1. CORC Visioning Session Jan 24 25 2023 - Day 1
2. CORC Visioning Session Jan 24 25 2023 - Day 2
3. Rise Up Theatre Company Proposal
4. Rise Up Theatre Company Presentation
5. CCC - Mine Shaft Proposal/Presentation
1 City Council Work Session
Fiscal Year 2023-25 Budget Kickoff and Major Project Discussion January 24-25, 2023
CityOfRanchoCordova.org
ITEM 3.1.
ATTACHMENT 1
2 Goals, Objectives & Expected Outcomes – Day 1
21%
Staff to provide updates and engage the council in discussions in the following areas:
• Public S afety Update/Homeless Outreach Team
enhancements
• Growing Strong Neighborhoods
• Economic Development
• Public Works update on deferred maintenance and
cap
ital program
ITEM 3.1.
ATTACHMENT 1
3 Goals, Objectives & Expected Outcomes – Day 2
21%
Highlight recent capital projects and continue council
discussion on legacy projects and priorities:
• Funding opportunities for significant capital projects • Legacy project discussion and prioritization
ITEM 3.1.
ATTACHMENT 1
4 Celebrating 20 Years – Remember when...
21%
ITEM 3.1.
ATTACHMENT 1
5 Celebrating 20 Years - Remember when...
21%
ITEM 3.1.
ATTACHMENT 1
6 Celebrating 20 Years - Remember when...
21%
ITEM 3.1.
ATTACHMENT 1
7 Rancho Cordova Population Growth
54,513
80,359
92,377
40,000
50,000
60,000
70,000
80,000
90,000
100,000
47% population
growth in 20 years
ITEM 3.1.
ATTACHMENT 1
8 General Fund Revenues since 2003
24,324,020
47,483,981
37,141,307
68,662,277
0 10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
ITEM 3.1.
ATTACHMENT 1
9 Economic Outlook
ITEM 3.1.
ATTACHMENT 1
10 Discussion
ITEM 3.1.
ATTACHMENT 1
11 Rancho Cordova Police Department
Public Safety Vision
RanchoCordovaPD.com
CityOfRanchoCordova.org
ITEM 3.1.
ATTACHMENT 1
12 EVOLUTION OF POLICING
PAST:
• Rudimentary
T
echnology
• Limited
co
mmunity
engagement
• Lack of Law
Enf
orcement
mental health
resources
PRESENT:
• Improved
t
echnology
• Increased
co
mmunity
engagement
• Specialty Units
(
MCST, CSU,
PAL, HOT)
• Data based
p
olicing (Crime
Analysis)
• Increased
t
raining
ITEM 3.1.
ATTACHMENT 1
13 COMMUNITY ENGAGEMENT/CRIME PREVENTION
• Citizen’s Academy:
• 9-w eek course
• Positive Activity Generators:
• Coffee with a Cop
• Lemonade with a Cop
• Cone with a Cop
• Pastries with the Police
• National Night Out
• Neighborhood Watch
• Business Watch
• Hotel Watch
• Crime Prevention Through
E
nvironmental Design (CPTED)
evaluations
• Attendance at City sponsored events
ITEM 3.1.
ATTACHMENT 1
14 • Deployed April 2021
• Collaboration between RCPD and
t
he Sacramento County
Behavioral Health Services
Department
• Provides immediate response to
ment
al health crisis
• MCST facilitates resources for
l
ong-term mental health care
MOBILE CRISIS SUPPORT TEAM (MCST)
ITEM 3.1.
ATTACHMENT 1
15 • 100% funded by the Community
Enha
ncement & Investment Fund
• Proactive enforcement driven by
C
rime Analysis and Intelligence
• Deterrence of felony criminal
a
ctivity
• Reduction of gang activity
• ShotSpotter investigative response
CRIME SUPPRESSION UNIT (CSU)
ITEM 3.1.
ATTACHMENT 1
16 POLICE ACTIVITIES LEAGUE (PAL)
• Youth Center (grand opening 2022)
• Bishop Lovelace of Center of Praise
M
inistries
• Significant investment by the City
of
Rancho Cordova
• Partnership with the Boys & Girls
C
lub
• After school and summer programs
• PAL Programs
• Youth Leadership Council (YLC)
• Junior Giants Baseball
• PAL Boxing/Martial Arts
• Get Fit with PAL
• Adventure Club
• Summer STEM classes
• PAL Holiday Run
• PAL Christmas in Cordova
• Holiday STAR
POLICE ACTIVITIES LEAGUE (PAL)
ITEM 3.1.
ATTACHMENT 1
17 • Increase informed police response
• Implement new technologies
• Expand community and business
pa
rtnerships
• Enhance officer training
• Real Time Crime Center
• Population growth
FUTURE CONSIDERATIONS
ITEM 3.1.
ATTACHMENT 1
18 “The Rancho Cordova Police Department’s pledge is that together, through effective communication, commitment
and a collaborative spirit, we can strengthen and develop long lasting relationships. These relationships will serve as a foundation for identifying strategies that will improve the safety and security of our community for all citizens.” - Chief Brandon M. Luke
CHIEF’S MESSAGE
ITEM 3.1.
ATTACHMENT 1
19 Neighborhood Services:
• HOT Enhancements
• Transitional House
• Homeless Outreach Navigator
As
sistant
• HOT Coordinator
• Weekend debris and cart removal
se
rvices
• Drug and Alcohol rehabilitation
o
pportunities
• Hotel Voucher Program
• Increase and improve
s
urveillance systems
• CPTED training for City Staff
RCPD HOT:
• Established in 2017
• Partnership with Neighborhood
Se
rvices
• Provides Law Enforcement support
t
o the Homeless Outreach Navigator
and Code Enforcement staff
• Enforce municipal
co
des/trespassing issues
HOMELESS OUTREACH TEAM (HOT)
ITEM 3.1.
ATTACHMENT 1
20 Discussion
ITEM 3.1.
ATTACHMENT 1
21 16 Years of Growing Strong Neighborhoods (GSN)
Mission 2007:
Through education, enforcement, and investment in the city’s neighborhoods, residents would realize the image of the incorporation they envisioned, enhance their expectations of their community, and transform their neighborhoods into safe, clean and healthy environments.
ITEM 3.1.
ATTACHMENT 1
22 Create Safer Neighborhoods
Promote Clean, Healthy
Neighborhoods
Increase community education and
engagement
Improve the quality of life in Rancho
Cordova
GSN’s Evolution: Goals & Outcomes
Citywide Goals
• Promote the positive image of
Ra
ncho Cordova
• Ensure a safe, inviting and
li
veable community
• Empower responsible
c
itizenship
• Ensure the availability of the
be
st public services
• Drive economic development
GSN
Outcomes
ITEM 3.1.
ATTACHMENT 1
23 Strategic Approach
GSN
STRUCTURE
Multi-
department
Proactive
Outcome-
driven
TOOLS
GIS Mapping
Financial
Incentives
Educational
Materials
DATA
Real-time
Monthly
Interactive
Dashboard
INSIGHTS
Analyze for:
“Hot” Spots
Focus Areas
Trends
ITEM 3.1.
ATTACHMENT 1
24 Focus on Code Enforcement
Code
Enforcement
Public Safety
Education &
Engagement
GIS
Beautification
& CEIF
ITEM 3.1.
ATTACHMENT 1
25 Focus on Public Safety
Public Safety
Education &
Engagement
GIS
Beautification
& CEIF
Code
Enforcement
ITEM 3.1.
ATTACHMENT 1
26 Focus on Beautification & Incentives
Beautification &
CEIF
Code
Enforcement
Public Safety
Education &
Engagement
GIS
ITEM 3.1.
ATTACHMENT 1
27 Focus on Education & Engagement
Education &
Engagement
GIS
Beautification &
CEIF
Code
Enforcement
Public Safety
ITEM 3.1.
ATTACHMENT 1
28 Focus on Data & Results
GIS
Beautification
& CEIF
Code
Enforcement
Public Safety
Education &
Engagement
ITEM 3.1.
ATTACHMENT 1
29 Discussion
ITEM 3.1.
ATTACHMENT 1
30 Economic Development Strategic Plans
21%
ITEM 3.1.
ATTACHMENT 1
31 Economic Development Strategic Plan
21%
With remote or hybrid work the new normal for many industries and a changing economy, how do we refocus our energies over the next 3 years? • Host a strategic plan work session in Q2
• Present new data to assist t
he conversation
• One f ocus area will be on the health of our office park • 3 items that could be included for analysis in the strategic plan • Workforce Program
• Jobs and Talent Program
• Support for Entrepreneurs
ITEM 3.1.
ATTACHMENT 1
32 Workforce Recovery Program
21%
Initial focus of the program was to help residents reskill or upskill due to the impacts of the pandemic
Discussion Points:
Current Program: partner with
providers to assist residents to
find employment or gain new
skills. Cost $2 million
Pause to learn more about the current
needed skill gap from local employers?
Do we provide a workforce program?
Partner with an organization to run the
program?
If so, should the City fund a wide range of
programs or focus on an industry or subset
of residents?
ITEM 3.1.
ATTACHMENT 1
33 Jobs and Talent Program & the CHIPS Act
21%
Creating Helpful Incentives to Produce Semiconductors (CHIPS) Act of 2022 was signed into law to bring research and development, workforce development, and semiconductor manufacturing back to the USA ITEM 3.1.
ATTACHMENT 1
34 Entrepreneur Assistance
21%
Accelerators and Incubators assist startup companies turn their ideas into working businesses
Proposed Assistance: There
are accelerators and
incubators in the region and
the City could sponsor a
businesses to be part of a
cohort
Cost: only if businesses get
selected to be part of a
cohort. Set aside
$500,000/year
Potential business sectors:
advanced manufacturing &
technology, Alternative
energy/green technology, IP
driven technical businesses,
life sciences, etc.
ITEM 3.1.
ATTACHMENT 1
35 Discussion
ITEM 3.1.
ATTACHMENT 1
36 Infrastructure and
Maintenance
ITEM 3.1.
ATTACHMENT 1
37 Zinfandel Overpass
Safety and Economic Development
ITEM 3.1.
ATTACHMENT 1
38 Safety and Economic Development
International Bridge
ITEM 3.1.
ATTACHMENT 1
39 Sunrise Blvd.
Safety and Economic Development
ITEM 3.1.
ATTACHMENT 1
40 Making Places
ITEM 3.1.
ATTACHMENT 1
41 Soil Born Farms
Tree Planting
Softball Complex
Citywide Broadband
Partnerships
ITEM 3.1.
ATTACHMENT 1
42 Keeping Our City Beautiful and Safe
ITEM 3.1.
ATTACHMENT 1
43 Keeping Our City Beautiful and Safe
ITEM 3.1.
ATTACHMENT 1
44 Revitalizing Corridors and Connecting Communities
ITEM 3.1.
ATTACHMENT 1
45 Revitalizing Corridors and Connecting Communities
ITEM 3.1.
ATTACHMENT 1
46 Revitalizing Corridors and Connecting Communities
ITEM 3.1.
ATTACHMENT 1
47 Revitalizing Neighborhoods
ITEM 3.1.
ATTACHMENT 1
48 2023 Condition - Streets
• City has invested over $120M
into street and sidewalk maint.
and improvement since
incorporation
• Significant progress on
residential
• Upcoming challenges
• Arterials
Douglas
22/23
Fair
Fair
/Good
ITEM 3.1.
ATTACHMENT 1
49 2023 Deferred Maintenance
• Roadways:
• Deferred maintenance $93M, up from $63M in 2018
• Revenue streams of $10M (incl $5M CEIF and $2M Grants) • Need additional $4M plus inflation per year to address deferred maintenance reduce ongoing maintenance costs over 10 years.
• Sidewalk: $2M recorded broken sidewalk, $32M in missing sidewalk ITEM 3.1.
ATTACHMENT 1
50 Current Conditions
2032 condition
at current
funding level
2032 condition w
Addl $4M/yr
(plus inflation)
2022 condition
ITEM 3.1.
ATTACHMENT 1
51 Grant Line Road
‘24
Kiefer Blvd
Economic Development/InfrastructureBackbone Infrastructure • Core backbone
infrastructure estimated
at $250M
• Additional infrastructure
needed in future
US50/Rancho Cordova
Parkway Interchange
White Rock Road
Douglas Road Widening
and Bridge
Sunrise Boulevard
Widening and Bridges
Zinfandel Complex
ITEM 3.1.
ATTACHMENT 1
52 Summary
• City has progressed through many neighborhoods, more work needed
• Arterials need timely work
• Deferred maintenance
• Total deferred maintenance = $93M
• Revenue stream = $10M per year
• Delta = $4M per year plus inflation
• Backbone infrastructure
• Including Interchange, White Rock, Douglas, Sunrise and more • Core backbone infrastructure estimated at $250M
ITEM 3.1.
ATTACHMENT 1
53 Discussion
ITEM 3.1.
ATTACHMENT 1
1 City Council Work Session
Fiscal Year 2023-25 Budget and Major Project Discussion January 24-25, 2023
CityOfRanchoCordova.org
ITEM 3.1.
ATTACHMENT 2
2 Goals, Objectives & Expected Outcomes – Day 2
21%
Highlight recent capital projects and continue council discussion on legacy projects and priorities:
• Funding opportunities for significant capital projects • Legacy project discussion and prioritization
• Receive update on Mills Crossing Civic Center and Little League p
rojects
• Receive presentation from Rise Up Theatre
• Council Discussion
ITEM 3.1.
ATTACHMENT 2
3 Funding Capital/Legacy Projects
21%
• Review of City Reserves and Special Revenue Funding
S
ources
• Bond Financing Fundamentals
• Future Revenues
ITEM 3.1.
ATTACHMENT 2
4 City Reserves as of June 30, 2022
General Fund Assigned
Fund Balance for Mills
Crossing
$20
million
Capital Facilities Reserve
($4.6 Million allocated to
City Hall Space Planning &
Youth Center)
$12.3
million
Infrastructure Fund
(allocated annually into
CIP)
$1.2
million
$13
million
Economic Uncertainty
Reserve (20% of operating
budget)
CEIF Legacy Fund ($6.3 Million
allocated to Little League &
Mineshaft relocation)
$6.3
million
ITEM 3.1.
ATTACHMENT 2
5 Other City Funds as of June 30, 2022
CFF Community Facilities
Impact Fees (allocated $1M for
City Hall improvements)
$7.6
million
General Plan Fund$1
million
Park Renovation Fees ($3.5
already allocated to Little
League)
$3.8
million
Special Revenue Funds:
$5.5
million
CFF Library Impact Fees
ITEM 3.1.
ATTACHMENT 2
6 Other City Funds as of June 30, 2022
Other Restricted/Transportation Funds:
38,406,939
1,447,635
8,448,052
925,930
142,750
6,478,50118,711,290
11,616,631
1,922,927
21,710,350
5,671,542
Sunrise Douglas Grants Gas Tax Street Cut Fees
TDA Road Maintenance Roadway Improvement Measure A
Road Maintenance & Rehab Traffic Mitigation Impact Fees Transit-Related Service Tax $115 Million
ITEM 3.1.
ATTACHMENT 2
7 Bond Financing
Fundamentals
CityOfRanchoCordova.org
ITEM 3.1.
ATTACHMENT 2
8 Bond Financing 101
What Can Bond Financing Be Used For?
Equipment, Capital Projects (Infrastructure, Property
Acquisition, Construction, Systems Software)
Tax-Exempt Bond Financing cannot be used for
operational expenses (salaries/payroll, structural general fund deficits)
ITEM 3.1.
ATTACHMENT 2
9 Bond Financing 101
Financing Options for Capital Projects
1. Voter-A pproved Options
2. General Fund-S upported Options
ITEM 3.1.
ATTACHMENT 2
10 Voter-Approved Financing
General
Obligation Bond
Property Tax
Levy based on
assessed value
Can only fund
bricks and mortar
projects (no
equipment or
services)
Can only be used
for bond debt
service
Parcel Tax
Property Tax
based on land
use, size,
development
status
Typically used
for ongoing
services
Special Tax
Property Tax
based on
custom tax
formula
Can fund
capital,
services/
programs and
be pledged
towards bond
debt service
Assessment
Property Tax
based on
improvement
benefit
Can fund
maintenance,
bond debt
service
ITEM 3.1.
ATTACHMENT 2
11 General Fund/Enterprise Fund -Supported
Financing
Certificates of
Participation/Lease
Revenue Bond
Typically paid by
annual general fund
appropriation
Secured by real
property lease
Utility Revenue
Bond (Stormwater)
Paid by Net Revenue
Pledge
Bond Anticipation
Note
Repaid by Grant or
Long-Term Bond
Financing
ITEM 3.1.
ATTACHMENT 2
12 Financing & Policy Considerations
• Identified Project
• Useful Life of Project
• Pledged Asset for Financing
• Equal value and useful life
• Amortization Period
• 10, 20 or 30 years?
• Budget Implications of term of financing
ITEM 3.1.
ATTACHMENT 2
13 City Owned Assets
City Hall
Estimated Valuation: $26M
Sacramento Children’s Museum
Estimated Valuation: $5M (Leveraged
for 2017 COP’s)
Rancho Cordova Police Station
Estimated Valuation: $11M
(Leveraged for 2017 COP’s)
Rancho Cordova Neighborhood Services
Estimated Valuation: $2.6M
Corporation Yard
Estimated Valuation: $2M
ITEM 3.1.
ATTACHMENT 2
14 Bond Credit Rating
Components
Economy
Management
Finances
AAA
AA
A
BBB
BB
B
CCC
CC
C
D (Default)
City currently rated AA- since November 2016
ITEM 3.1.
ATTACHMENT 2
15 Example Debt Service
4% Interest Rate 5% Interest Rate 6% Interest Rate
Par Amount $30,000,000 $30,000,000 $30,000,000
Project Funds $29,665,000 $29,665,000 $29,665,000
True Interest Cost 4.037% 5.039% 6.042%
Average Annual Debt
Service $1,735,073 $1,951,458 $2,179,430
Total Debt Service $52,052,200 $58,543,750 $65,382,900
Assumptions
• Dated Date 6/1/2023
• 30-y ear Repayment Amortization
• Level Annual Payments
ITEM 3.1.
ATTACHMENT 2
16 Cash Flow Considerations
Use of Reserve Funds
Debt Financing
End of Revenue Neutrality starting July 1, 2028 - $11.2 Million Future Measure H & R Revenue Streams
Project Timing
ITEM 3.1.
ATTACHMENT 2
17 Fiscal Year 2023-25 Measure H Allocation
Measure H Categories Historical %
Allocation Fiscal Year 2023-25 Allocation
Community Grants 25% 25% $2,850,000
Public Safety 16% 19% $2,166,000
Public Works/Infrastructure 16% 16% $1,824,000
Community & Economic
Development 14% Moves to Measure R
Legacy Projects 24% 25% $2,850,000
Legacy Project Operations
New Proposed
Category 10% $1,140,000
Administration of Fund 5% 5% $570,000
100% $11,400,000
ITEM 3.1.
ATTACHMENT 2
18 Fiscal Year 2023-25 Measure R Allocation
Measure R Categories FY 21-23
Allocation
Fiscal Year 2023-25
Allocation
COVID-19 Response & Economic
Recovery/Development 29% 26% $3,000,000
Affordable Housing/Addressing
Homelessness 10% 15% $1,700,000
Public Works/Infrastructure 35% 35% $4,000,000
Neighborhood/Corridor
Revitalization
New Proposed
Category 9% $990,000
Legacy Projects 21% 10% $1,140,000
Administration of Fund 5% 5% $570,000
100% $11,400,000
ITEM 3.1.
ATTACHMENT 2
19 Measure H & R Summary
Updated sales tax projections are at $12.5M for FY 22/23 and beyond Future Discussion: How does council want to handle the additional $2.2M ($1.1M in Measure H & R respectively) revenues?
ITEM 3.1.
ATTACHMENT 2
20 Discussion
ITEM 3.1.
ATTACHMENT 2
21 Historical & Legacy Projects – Completed
ITEM 3.1.
ATTACHMENT 2
22 Mills Crossing Civic Center
21%
• Proposed Project Includes:
• Up to 130,700 square feet of Community-
C
ommercial Buildings
• Housing Units (up to 120 units)
• 55-6 0 Multi- Family Affordable Apartments
• 50-6 0 Zero Lot Line Townhouse- Style Homes
for Sale
• Public Open Space (up to 2.5 acres)
• 1.3-1.5
acres of Neighborhood & Community
Greens
• 0.75-1
acres of Plaza and Green Space
• Parking Structure which would include between
2 75-325 parking stalls
• Construction Begins FY 24/25 with Operations to
follow
• On-going operations expected to range from $2M -
$3M
Use Type Gross Area (sf)
Health & Wellness 27,500
Community-Commercial 25,000
Community-Commercial 27,000
Arts Center – Theater 18,000
Arts Center – Flex Studios 17,000
Commercial Event Hall 9,000
Commercial-Retail 7,200
Total 130,700
ITEM 3.1.
ATTACHMENT 2
23 Little League – Existing Conditions
• Council directed staff to
explore parking at school
site and additional field
on Ahlstrom.
• Positive collaborations
with district staff
ongoing.
• CRPD staff requests
improvements to park,
discussing on-site
parking.
• Total cost estimate $18M
and up.
• Collaborating with
district and LL for
maintenance prior to
opening day.
Proposed Junior
Field Location
Proposed
Additional Parking
ITEM 3.1.
ATTACHMENT 2
24 Funding Commitments for Major Projects in Progress
21%
Little League
Capital:
• Little League
• Current Commitment $15M
• GAP $3M+
• Mills Crossing/Civic Center
• Current Commitment $21M
• Unknown additional capital contribution to be cash funded or
financed
• Operations ~$2M annually (Starting FY 25/26)
ITEM 3.1.
ATTACHMENT 2
25 Major Project List – Potential Short-Term List
21% Potential
Short-
Term
Projects
(1-5 years)
Youth
Center
Phase II
Food
Locker
MACC
Phase II
Veteran
Resource
Center/
Hall/
Museum/
Memorial
Mine Shaft
Improvements
Children’s
Museum
Improvements
Rise Up
Theatre
Rise Up Theatre Requested Options:
• Option 1: $1.97 Million over 5 Years
• Option 2: $170,000 for 1 Year
C
ordova Community Council Request:
• Option 1: Mine Shaft Addition 1: $5.4
M
illion or
• Option 2: Mine Shaft ‘The Great
S
pace’: $8.8 Million
ITEM 3.1.
ATTACHMENT 2
26 Major Project List – Cordova Community Council Request 21%
Cordova Community Council Request Details:
Mine Shaft Addition 1 ($5.4 Million):
• Add 2-s tory 4,000 square foot addition
• Add greater capacity elevator
• Relocate restrooms and elevator to addition
• Add a Box Office/Ticket Booth
• Add Catering Kitchen
• Add Office Space, Green Room
• Work Room & Storage
Mine Shaft ‘The Great Space’ ($8.8 Million):
• Includes all of Addition 1 above
• Add 1,600 square feet open space
• Two stories
• Expanding view lines for performances
• Expanding event capacity
Mine Shaft Addition 1
6,000 square feet
489 auditorium
293 banquet
2,000 square feet balcony x 2
The Great Space
7,600 square feet
600 auditorium
360 banquet
2,000 square feet balcony x 2
ITEM 3.1.
ATTACHMENT 2
27 Major Project List – Rise Up Theatre Company Request 21%Rise Up Theatre
Company will present
their proposal
ITEM 3.1.
ATTACHMENT 2
28 Project and Program Priorities – Option 2
Active Projects
Mills Crossing Civic
Center
Current
Requests/
Identified Needs
Cordova Community Council
Mine Shaft
Rise Up Theatre Company
Little League Enhancements
Jobs & Talent Program
(CHIPS Act)
Deferred Maintenance
Interchange & Backbone
Infrastructure
Potential Short-
Term Projects
MACC Phase II
Youth Center Phase II
Food Locker
Children’s Museum
Improvements
Veteran’s Hall/Resource
Center/Hall/Museum
Other Ideas
Aspirational/
Opportunity
Drive Projects
Hospital
Entertainment
Center/District
Indoor Track Facility
Professional Sports Team
Data Center Acquisition
New Children’s Museum
Other Ideas
ITEM 3.1.
ATTACHMENT 2
29 Council Discussion
21%
Little League
Capital:• Based on the information you have today, are there any projects t
hat council would like to provide immediate direction to staff to do?
• Identify top 3-5 priorities for further evaluation by staff ITEM 3.1.
ATTACHMENT 2
30 Budget/CEIF Community Grants Timeline & Next Steps
21%
June 2023 - FY
23-25 Budget
Adoption
May 2023 -
Budget
Workshop
February/March
2023 - Follow-
Up to Budget
Priorities
Discussion (if
Needed)
January 2023 -
Budget Visioning
Session
June 2023 – Funding
decision and formal
adoption & Staff Notifies
Applicants of Funding
Decision
May 2023 – Applicants
may present at City
Council meetings
April 2023 – Initial
Review of Applications
with City Council
February/March 2023 -
CEIF Grant Applications
Received by City
Budget Timeline:
CEIF Community Grants Timeline:
ITEM 3.1.
ATTACHMENT 2
Rancho Cordova’s Rise Up Theatre Company (RCRUTC) - Grant Cont.
SUBJECT: Rancho Cordova Performing Arts Center (name in progress).
MISSION STATEMENT: Bringing the community together one production at a time through quality theater and visual performing arts, with integrity, honesty, and inclusion.
COMMUNITY BENEFITS: The creation of a thriving performing arts entity is the result of an alliance among bu siness, civic, education and artistic communities, which returns economic, educational and innovative benefits to the community as a whole. Professional management of operations and programs includes increased public outreach and capacity building, which f urther enhances the city's civic engagement activities, implementation of the City’s Strategic Arts Plan, the broader success of local performing arts groups and growing ability to meet future art-related City goals.
BUSINESS
● Attract tourism by being marketed broadly to draw an audience ● Cooperates with the city and the chamber of commerce in promoting the city as a destination ● Ties in with other events, points of interest in the area, and local products and services ● Is a “quality of life” asset to encourage businesses to locate in the city ● Brings significant business to local hotels and inns, restaurants, retail stores, and historical sites CIVIC
● Helps to maintain the city position and reputation as the center of the arts. ● Becomes a city institution synonymous with the community. ● Supports a standard of excellence as a source of civic pride. ● Fosters community spirit, and diversity inclusion, with community -wide participation, similar to City’s 4th of July Parade.
● Represents the quality of life of the City as a vibrant civic amenity. ● Ties in with other non -profit civic organizations such as the MACC, the Children’s Museum and the Orchestra.
EDUCATION
● Provides training and apprenticeship programs in all aspects of theater production. ● Assist performers and others in obtaining Union membership for career advancement ● Affiliates with the school system in many ways: artist -in-residences, special performances and backstage tours for children, programs designed for at-risk youth and a fully equipped theater space for performances.
ARTISTIC
ITEM 3.1.
ATTACHMENT 3
● Establishes professional opportunities for talented city performers and artists. ● Maintains the highest standards of profess ional excellence achieved by the use of seasoned professionals in the field as well as the training of local participants ● Showcases a broad spectrum of performers in the most collaborative of art forms: actors, dancers, singers, and musicians
● Has broad ap peal to the local as well as the out of town audience, older and younger audiences, sophisticated as well as inexperienced theater goers.
● High production values give the audience excellent value for its entertainment dollar ● Embodies an artistic vehicle for nurturing optimism and the best of our ideal PROPOSAL: This project’s initial grant proposal (OPTION B below) was to assist with funding RCRUTC in the continuing development of a high-quality, thriving theater company and the construction of a 99-seat theater complex for the primary use of RCRUTC.
After Grant submission, RCRUTC was tasked to work with a city assig ned real estate broker and liaison and has further researched a detailed cost estimate to create a fully functioning multi-use performing arts facility in an existing Rancho Cordova building. (OPTION A below) The facility would be managed and primarily use d by RCRUTC, but has the additional benefits of offering full capabilities to support additional Rancho Cordova non-profit performing arts organizations.
While Option A requires more investment on the part of The City, it offers much greater benefits by c reating (a) increased opportunities for additional Rancho Cordova non -profit performing arts organizations, (b) increased opportunities for performing arts education, (c) a more stable financial environment by virtue of a five year investment versus a one year investment in Option B, and (d) most importantly, capacity building for a secure foundation and future growth.
If Option B is selected we ask for an additional $20,000 or equal to the sum of actual costs, to be allotted in addition to the proposed $150,000 due to the accrued/estimate/billed costs provided by National Construction Associates while investigating Option A.
RCRUTC proposes to create a capacity building performing arts facility by:
A: Primary use of RCRUTC independently with extensive ability to accommodate additional performing arts groups and support capacity building and growth. Asking up to a $ 1.97 million for a FIVE YEAR COMMITMENT.
(OR)
B: Primary use of RCRUTC independently, with minimal ability to accommodate additional Performing arts groups. Focusing on RCRUTC capacity building and growth. Asking $150,000 for a ONE YEAR COMMITMENT.
OPTION A OPTION B
FACILITY LOCATION: 11088 Olson Drive—5,524 sq.
ft. suites B, C, and D combined.
FACILITY LOCATION: To be determined.
ITEM 3.1.
ATTACHMENT 3
Creation of a fully functioning intimate theater setting with the ability and space to promote capacity building and
growth to Rancho Cordova’s local performing arts
community. Primary use of RCRUTC and to facilitate
their goal to support growth of supporting additional not for profit performing arts groups and to promote multi- group fiscal independence: (prioritizing groups local to Rancho Cordova) for a 65 month commitment.
Creating a foundation for expansion and autonomy of
RCRUTC. By assisting with the fiscal needs in the first year to obtain a space to rent and create a minimally
functioning intimate theater setting to promote capacity building, growth and fiscal independence for RCRUTC.
Included building amenities:
● Professional quality performance space
● Raised seating
● Technical booth
● Concession stand
● Sound proofing to the neighboring wall.
● Rehearsal space
● Workshop space
● Green room (Private backstage cast/crew area)
● Building size of (5,524 sq. ft.)
Included building amenities:
● Open minimalistic performance space
● Open minimalistic seating space
● Building size of (1,500 sqft to 2,500 sqft)
Facilitates the ability to support:
● Large musical groups rehearsal space (IE Concert
Band, Orchestra, Swing Band).
● Dance groups rehearsal and performance space.
● Music lessons.
● Vocal lessons.
● Theatrical groups rehearsal and performance space.
● Performances/productions appropriate for stage
space.
● RCRUTC ongoing fiscal independence.
● Additional performing arts groups ongoing fiscal
independence.
Supports RCRUTC’s intention to help:
● Additional theatrical and performing art groups
with rehearsal and performance space subject to
RCRUTC needs, space availability and size
accommodations.
● Performances/productions appropriate for space.
OPTION A. GRANTING SEPARATED INTO
THREE PARTS
OPTION B. GRANTING SEPARATED INTO FOUR
PARTS
1. $1,000,000- Guarantee the lease for the building
65 months.
2. $822,085- Tenant improvements one time
expense.
1. $40,000- Towards rental/lease costs for one year.
2. $80,000- Towards minimal Tenant Improvements.
3. $30,000- Towards RCRUTC assistance with first
year production costs.
ITEM 3.1.
ATTACHMENT 3
3. $150,000- RCRUTC Grant for construction, and
technical costs.
4. Up to $20,000- National Construction Associates
Fee for Option A
Total ask for five-year commitment is $1.97 million Total ask for one year commitment $150,000 ($170,000)
LEASE TERMS & COST TOTAL
● Five years and five months lease term with the
option of two consecutive five (5) year extensions
● Based on a 5524 sq ft space
● Lease rate is $1.35 SF/month with $.62/sq ft NNN
total $1.97 sq ft- Monthly total is: $10, 882.28 x12
=$130,587.36 Annually
● 65 months x $10, 882.28 = $707,348.28
● Deposit of $10,882.28 with first month rent due on
start of lease.
Budget of $1,000,000 to guarantee lease
LEASE TERMS & COST ASSISTANCE
● For one year
● Based on a the average of $20 SF/yr on a 1500
sq ft space
● $20 SF/yr X 1500 sf = $30,000
● $10,00 for first month rent and deposit assistance.
● $2,500 X 11 months = $27,000.
● $3,000 for intended 10% broker/realtor fees.
*RCRUTC will be looking for a 2,000+ sq ft facility and will need to cover the additional fiscal responsibilities independently.* Budgeted estimate $40,000
TENANT IMPROVEMENTS
ATTACHED DOCUMENT (ITEM A)
● Project Management –National construction
● Engineering Services –Mathewson & Associates
● Architecture Services –RMW Architecture
● Allowance and Contingencies
○ Exterior Signage
○ Security system
○ Construction
○ ADA compliance
○ Permitting Fees
○ HVAC 2023 code changes
○ Increased 2023 code changes
○ Contractor Insurance
○ Overhead
○ Contractor Fees
Budgeted estimate $822,085
TENANT IMPROVEMENTS (assistance with)
● Architectural Services- $10,000
● General Contractor- 10,000
● Fees & Permits- $5,000
● Carpentry, Drywall & Paint- $10,000
● Electrical Base + Finish- $10,000
● Plumbing & Restrooms- $5,000
● Seats & curtains- $10,000
● Stage Lights/Sound (boards, speakers, panels,
instruments, cable, etc - $20,000
Budgeted estimate $80,000
RCRUTC COMPANY GRANT USE
(Items are tallied separate from the tenant improvement, and are removable from the building subject to RCRUTC)
● Interior positioning of stage and curtains =
$25,000
● Raised seating: wood and materials= $15,000
PRODUCTION COST ASSISTANCE FOR RCRUTC
FIRST YEAR
● $4,000 X 4 shows assistance towards cost of rights
= $16,000
● $2,000 X 4 shows assistance towards production
costs = $8,000
ITEM 3.1.
ATTACHMENT 3
● Seats: 90 seats @ $200 = $18,000 + 10 moveable
chairs @100 = $1,000 ($19,000)
● Lighting & wiring (stage/tech/music)= $15,000
● Concession stand needs= $15,000
● Ticket booth needs= $10,000
● Tech booth needs= $15,000
● Paint/Construction/Maintenance materials=
$15,000
● Cosmetic materials: $10,000
● Security video monitoring system: $5,000
● Additional theatrical or technical needs: $6,000
Budgeted estimate $150,000
● $1,500 X 4 shows assistance towards promotional
and printing costs = $6,000
Budgeted estimate $30,000
National Construction Associates $20,000
Accrued/estimate/billed costs provided while
investigating Option A.
Invoice: Attached document (ITEM B)
BUILDING OPERATIONAL COSTS
RCRUTC to cover
● Electricity- $800 monthly
● Water/Sewer- $250 monthly
● Janitorial Service-$100 monthly
● Property Tax/Fees (landlord discretion)
● Building insurance-$150 monthly
● Garbage $100 monthly
● Security/Alarm $100 monthly
BUILDING OPERATIONAL COSTS
RCRUTC to cover
● Electricity $400 monthly
● Water/Sewer- $50 monthly
● Janitorial Service- $100 monthly
● Property Tax/Fees (landlord discretion)
● Building insurance- $100 monthly
● Garbage- $50 monthly
● Security/Alarm- $50 monthly
RCRUTC PROJECTED goals as follows:
(Based upon the intended first year of productions)
● RCRUTC 4 Theatrical Productions
● RCRUTC 2 Musical Productions
● RCRUTC Acting Classes (children/adult)
● RCRUTC 1 Children's Workshop
RCRUTC PROJECTED goals as follows:
(Based upon the intended first year of productions)
● RCRUTC 4 Theatrical Productions
● RCRUTC 2 Musical Productions
● RCRUTC Acting Classes (adult)
ADDITIONAL/INTENDED/OPTIONAL goals as
follows: (not limited to/growth opportunities)
ADDITIONAL/INTENDED/OPTIONAL goals as
follows: (not limited to/growth opportunities)
Rehearsal space for groups such as:
● Rancho Cordova River City Concert Band
● Symphony D’Oro
● Hummingbird Theatre Company
● Additional Theater groups
● Swing Collective
● Music lessons
● Dance lessons
● Acting lessons
POTENTIAL Rehearsal space for groups such as:
● Hummingbird Theatre Company
● Additional small Theater groups
● Acting lessons
● Small musical ensembles
*Dependant upon RCRUTC’s availability and freedom to
fiscally support allowing the space & time use to others.* ITEM 3.1.
ATTACHMENT 3
● Classes: Art, Physical, recreational (etc.)
Performance space for groups such as:
● Rancho Cordova River City Concert Band (small
to medium ensemble)
● Symphony D’Oro (small to medium ensemble)
● Hummingbird Theatre Company
● Swing Collective
● Dance groups
● Traveling artists
● Comedy shows (etc.)
POTENTIAL Performance space for groups such as:
● Hummingbird Theatre Company
● Additional small Theater groups
● Small musical ensembles
*Dependant upon RCRUTC’s availability and freedom to
fiscally support allowing the space & time use to others.* CONT. COMMITMENT AFTER AGREEMENT CONT. COMMITMENT AFTER AGREEMENT ● No yearly submissions for RCRUTC granting
needs for the 65 month period including
production costs.
● Post lease agreement, the continuation of the lease
agreement can be negotiated.
○ A- “City” agrees to assist with ongoing
lease costs.
○ B- “City” removes itself from lease
responsibility and future lease agreements
and funding fall on RCRUTC to negotiate.
RCRUTC will continue to submit yearly grants for
funding to support further building, technical, rental, and production costs.
FACILITY MANAGEMENT
In both options RCRUTC would not only be responsible for the Building Operational Costs listed in the table above, but would also provide full Facility Management, including, but not limited to, coordination, prioritizing, and scheduling with other groups using the facility. This would relieve the City of any building operational costs and facility management responsibilities. In return for covering the Building Operational Costs listed above and providing Facility Management, RCRUTC would not pay rental fees to use the facility. However, other entities contracted with RCRUTC to use the facility would be required to pay a fee (tbd) for use of the facility (as they would in any other facility they used) which would help RCRUTC cover the costs associated with building operations and facility management.
CLOSING REMARKS
RCRUTC is striving to provide quality theatrical performances for citizens to participate in and enjoy. By constructing a complex for RCRUTC, with the ability to help other non -profit performing arts organizations, it will enhance community pride and image of Rancho Cordova. Rancho Cordova will be a community where theatre, music, dance and film are prominent. This proposal provides Business, Civic, Education, and Artistic benefits to the community and capacity building for a secure foundation and future growth. Historically, live theatre and the arts receive only about 50-60% of their operational funds through ticket sales, fundraising, and private donations. Grants have always been a vital piece of funding.
ITEM 3.1.
ATTACHMENT 3
COMMONLY ASKED QUESTIONS
1. Where do the proceeds go?
Proceeds will go to facility operational costs and each individual group utilizing the venue to cover production expenses, including but not limited to:
a. Production expenses - Noted in table below
b. Negative net income from ticket sales - Noted Operational costs c. Utility costs
d. Concession costs
e. Future lease rental
f. Janitorial costs
g. Security costs
h. And individual company growth for funding future productions & needs.
As you can see in the table below, ticket sales will not cover production and operating costs. In order to keep our ticket costs affordable and appealing to the everyday taxpayer, the result is a much larger negative NET income. RCRUTC is fully prepared, and has a plan, to generate additional sources of income through grants, fundraising, sponsorship, sales, advertising etc.
2. When will family/children's productions be available? Family and Children’s theater and Performing Art’s require stringent licensing and insurance which come with an added fiscal responsibility.
a. Option A provides the ability for RCRUTC to obtain licensing and insurance to support children/family performing arts within the first few months of “moving in'' b. Option B does not provide RCRUTC with the fiscal or overhead to support the starting of children/family arts within the first year of “moving in”.
3. What benefit does the “Performing Arts Center” provide the everyday taxpayer? a. Ticket costs: High quality theatrical productions remain lower and more affordable. b. Decreased distance and travel time for quality entertainment. c. Close proximity to a light rail station.
d. Increases draw of audiences/tourism countywide including but not limited to Hwy 50 Corridor, Rosemont, Mather, Gold River, Fair Oaks, Orangevale, Carmichael and Rancho Cordova.
e. Enhance community pride and the image of the highway 50 corridor and surrounding communities.
f. Close and affordable education opportunities for children and adults alike. g. Theatre promotes education and literacy.
h. Provides cultural diverse opportunities, education, and acknowledgment.
ITEM 3.1.
ATTACHMENT 3
i. Live theater helps to promote social discourse, dialogue and potential social change. j. Gives opportunities to explore and develop particular interests and talents. k. Community theater offers the best of every world. There are the creative aspects, the artistic aspects, the business aspects, the social and social services aspects. l. Theatre is a comprehensive program that involves the “viewer” (audience member) and the “doer” (participant). It is a program in which participants can be involved at any age, and once participants get involved, they often remain involved for their entire lives. m. Theatre is a team effort opportunity for people of all talents, skills and energy . It enriches the community -- financially and artistically…and much more.
4. What will you do about creating competition between existing performing arts groups? RCRUTC fully believes there is NO REAL COMPETITION between existing performing arts groups. In order for each of us to “survive” we need to support each other. a. A theater group cannot put on a musical without trained musicians or vocalists. b. Alternating theater groups provide educational, and performance opportunities we may not be able to provide.
c. Dance groups provide teaching a skill to benefit theatrical musical performances (etc). d. We are only as successful as our neighboring Performing Arts Groups and the opportunities they provide.
5. What impact will this performing arts facility have on the proposed performing arts structure slotted for the Mills Station area?
a. There will be a large positive impact on the Mills Station large performing arts facility. b. A smaller, more intimate setting allows RCRUTC and participating groups to provide capacity building.
c. Provide audience growth by engaging audiences and growing the community standards and participation for performing arts.
d. RCRUTC and their proposed 99 seat theater complex provides the foundation for a successful start in the larger more encompassing facility.
e. The smaller RCRUTC venue will provide an environment to grow talent and other performing arts groups that will eventually use the larger Mills Station facility. f. Without a strong base of Rancho Cordova community performing arts groups, the Mills Station Facility would be at an increased risk of being utilized and run by outside entities
6. How much grant money has RCRUTC been given by the city of Rancho Cordova? a. RCRUTC has not received any previous funding from the Community Enhancement & Investment Fund or the City of Rancho Cordova as a whole. b. All previous funding has been provided by the Executive Board, profits from performances, funds raised through fundraising events, outside donations, and grants. c. Going forward RCRUTC will continue to raise funds through direct donations, ticket sales, fundraising events and corporate and municipal grants.
7. What will happen if another issue like COVID arises? ITEM 3.1.
ATTACHMENT 3
a. RCRUTC is prepared to adapt. A large portion of theatrical productions and fundraising events can be filmed and streamed.
b. RCRUTC has already provided for such adjustments, our house Graphics/media/production specialist member Josh Pierson is the owner/operator of a successful film company and has, and will provide streaming services if necessary.
8. How will you measure success?
a. Our primary ability to evaluate success is to compare the number of audience members with the previous production, as well as continued participation in auditions and performances. b. RCRUTC uses and will continue to implement social media platforms, inter views with participants, and surveys of audience members to measure our continued growth and success.
ITEM 3.1.
ATTACHMENT 3
PRELIMINARY BUILDING DRAWING IN OPTION A SPACE
ITEM 3.1.
ATTACHMENT 3
“Bringing the community together one production at a time through quality theatre and visual performing arts, with integrity, honesty, and inclusion.” ITEM 3.1.
ATTACHMENT 4
COMMUNITY BENEFITS
The creation of a thriving performing arts entity is the result of an alliance among business, civic, education and artistic communities, which returns economic, educational and innovative benefits to the community as a whole. Professional management of operations and programs includes increased public outreach and capacity building, which further enhances the city's civic engagement activities, implementation of the City’s Strategic Arts Plan, the broader success of local performing arts groups and growing ability to meet future art-related City goals.
ITEM 3.1.
ATTACHMENT 4
Proposal
Rancho Cordova Rise Up Theatre Company (RCRUTC) proposes to create a capacity building performing arts facility by:
Option A: Primary use of RCRUTC independently, with extensive ability to accommodate additional performing arts groups and support capacity building and growth. Asking for a FIVE YEAR COMMITMENT.
-OR-
Option B: Primary use of RCRUTC independently, with minimal ability to accommodate additional Performing arts groups. Focusing on RCRUTC capacity building and growth. Asking for a ONE YEAR COMMITMENT.
ITEM 3.1.
ATTACHMENT 4
Option A
Multi entity capacity building by funding construction of a 99-seat multi-use performing arts facility in Rancho
Cordova for the primary use of RCRUTC and other not
for profit performing arts groups (prioritizing groups
local to Rancho Cordova).
5,524 sq. ft. facility transformed to a professional quality performance space
Total $1.97 million 5-year/65 Month Commitment
• $1 million for lease (over 65 months)
• $822,085 for tenant improvements
• $150,000 for production & technical costs
C
ONT. COMMITMENT AFTER AGREEMENT
● No yearly measure H grant submissions for RCRUTC for the 65 month pe
riod including production costs.
ITEM 3.1.
ATTACHMENT 4
Option B
Capacity building for RCRUTC and assistance in obtaining a space to rent and create a minimally functioning intimate theater setting to promote growth and fiscal independence for RCRUTC.
Open format with minimalistic performance and seating space Building size of 1,500 to 2,500 sq. ft. (location TBD)
Total $170,000 1-Year Commitment
● $40,000 rental/lease costs for 12 months
● $80,000 for minimal tenant improvements
● $30,000 for first year production costs
● $20,000 Recoup costs related to investigating Option A CO
NT. COMMITMENT AFTER AGREEMENT
RCRUTC will submit yearly grant requests to support further building, technical, rental, and production costs.
ITEM 3.1.
ATTACHMENT 4
Operational Costs
● RCRUTC w ill be responsible for the Building Operational Costs ○ Option A e stimate : $18,000 annually
○ Option B e stimate : $9,000 annually
● RCRUTC w ill provide full Facility Management, including coordination, prioritizing, and scheduling with other groups using the facility.
● Relieve th e City of any building operational costs and facility management responsibilities . ● RCRUTC w ill be responsible for all costs related to its own productions. ○ Ticket sales will not cover production and operating costs ○ To keep ticket costs affordable the result is a much larger negative NET income. ○ Historically, per forming arts receive only about 50-60% of their operational funds through ticket sales, fundraising, and private donations. Grants have always been a vital piece of funding. ○ RCRUTC w ill generate additional sources of income through grants, fundraising, sponsorship, sales, advertising, etc. to cover an anticipated negative net income from ticket sales. ● Other en tities contracted with RCRUTC to use the facility would be required to pay a fee (tbd), as is typically required of any other facility used, to help offset the costs associated with building operations and facility management.
ITEM 3.1.
ATTACHMENT 4
OPTION B
Rancho Cordova Rise Up Theatre Company will:
● Produce 4 Theatrical Productions
● Produce 2 Musical Productions
● Conduct Acting Classes (Adult only)
IN ADDITION: Supports RCRUTC’s intention to help:
● Additional theatrical and performing art groups with
r
ehearsal and performance space
● Performances/productions appropriate for space.
Dependent upon RCRUTC’s availability and freedom to fiscally support allowing the space & time use to others.
OPTION A
Rancho Cordova Rise Up Theatre Company will:
● Produce 4 Theatrical Productions
● Produce 2 Musical Productions
● Conduct Acting Classes (children & adult)
● Produce 1 Children’s Workshop
IN ADDITION: May facilitate the ability to support:
● Large musical groups rehearsal space (i .e., Concert
Band, Orchestra, Swing Band).
● Dance groups rehearsal and performance space.
● Music lessons.
● Vocal lessons.
● Theatrical groups rehearsal and performance space.
● Performances/productions appropriate for stage
s
pace.
● RCRUTC ongoing fiscal independence.
● Additional performing arts groups ongoing fiscal
in
dependence.
YEAR ONE GOALS
HUMMINGBIRD THEATRE COMPANY
ITEM 3.1.
ATTACHMENT 4
POTENTIAL ENHANCEMENTS
TO THE MINE SHAFT BUILDING
AS PROPOSED BY
CORDOVA COMMUNITY
COUNCIL
ITEM 3.1.
ATTACHMENT 5
ITEM 3.1.
ATTACHMENT 5
ITEM 3.1.
ATTACHMENT 5
ADDITION 1
• Add 2- story 4,000 square foot addition
• Add greater capacity elevator
• Relocate restrooms and elevator to addition
• Add a Box Office/Ticket Booth
• Add catering kitchen
• Add office space, Green Room
• Work room and storage
American River Room Mine Shaft Addition 1
3,800 square feet 6,000 square feet
300 auditorium 489 auditorium
180 banquet 293 banquet
2,000 square fee balcony x 2
$5.4 MILLION
ITEM 3.1.
ATTACHMENT 5
THE GREAT SPACE
• Add 1,600 sq. ft. open space
• T wo stories
• Expanding view lines for
p
erformances
• Expanding event capacity
THE MINE SHAFT
ITEM 3.1.
ATTACHMENT 5
THE GREAT SPACE
Add 2-story open space
to the central hall
American River Room Mine Shaft Addition 1 The Great Space 3,800 square feet 6,000 square feet 7,600 square feet
300 auditorium 489 auditorium 600 auditorium
180 banquet 293 banquet 360 banquet
2,000 square ft balcony x 2 2,000 square ft balcony x2
$3.4 MILLION
ITEM 3.1.
ATTACHMENT 5
GLACIER HOTEL
GLACIER
NATIONAL PARK
THE MINE SHAFT
ITEM 3.1.
ATTACHMENT 5
OPPORTUNITY SUMMARY
• Preserving an iconic building for Rancho Cordova and beyond • Provide near term event and performance space, building audiences wh
ile Mills Crossing project evolves
• Improve and expand Heartstoppers as regional attraction • 2022: 14,460 visitors; $575,000 total revenue
• Add event space with capacity not currently available in Rancho C
ordova
• Ample parking
• Shovel ready
• Not requesting on-g oing funding
• Known partner
Finalize sale of property January 2023
Install basement floor Summer 2023
Host Heartstoppers Fall 2023
Move building Fall 2023
Move in Summer 2024
TIMELINE
ITEM 3.1.
ATTACHMENT 5