46 STADIUM AUTHORITY WORK PLAN
Staff is responsible for supporting the Stadium Authority Board with its contractual oversight of Levi’s ®
Stadium and managing the day-to-day operations of the Stadium Authority.
These general responsibilities include but are not limited to: Support for operating Stadium operations for Non-NFL events through the Stadium Manager, payment of debt service obligation, maintenance of a five-year capital plan, accounting and management of Stadium Authority financials, preparation of the annual financial statement and quarterly financial updates, review and recommendation of procurement requests for Board approval, implementation of the Financial Management System, community outreach, management of noise monitoring services, follow up and resolution of complaints and inquiries related to Levi’s
® Stadium, execution of Stadium Builder Licenses, management of Public Records Acts requests, and reporting of Stadium Authority and Stadium Manager staff meetings.
The Work Plan summarizes the Stadium Authority’s priorities for the year based on previous Board direction and anticipated work efforts. Within the context of continuing to support ongoing Stadium Authority operations and several ongoing lawsuits, staff work efforts include the following:
Work Effort Work Plan Planned Outcome
ADA
Compliance
Complete ADA compliance with multi-year
improvements to Main Lot and Stadium
building.
Compliance regarding accessible
parking spaces at Stadium Main
Lot and Stadium
Use of other satisfactory solutions
that prioritize ADA compliance.
Capital Projects Review, track, and coordinate the
implementation of capital projects and
corresponding procurement requests
with the Stadium Manager.
Ensure Stadium is maintained in
the required condition and
operated as a quality NFL and
multi-purpose public sports, public
assembly, exhibit, and
entertainment facility.
Compliance with Naming Rights
Agreement requirements.
Community
Room
Return to Board to seek input on
proposed next steps, including
evaluation of the other locations
discussed earlier in 2018. Develop
polic
y/guidelines for use.
Resolution of Community Room
location, policy/guidelines for use.
Stadium Authority Work Plan
47 Neighborhood
Stadium
Relations
Committee
Provide staff support for the
anticipated Neighborhood Stadium
Relations Committee.
Increase community engagement
on Stadium-related topics.
Public Records
Act Requests
Implement efforts to streamline the
Public Records Act Request process.
Continue to respond to records
requests in compliance with the
California Public Records Act.
Enhance public transparency
while balancing Stadium Authority
resources.
San Tomas
Aquino Creek
Trail
By review of other venues with shallow
security perimeters and legal
documents that relate to accessing the
area, and consultation with Homeland
Security and other stakeholders,
evaluate options for keeping trail open
during events and/or providing
alternate routes if trail is closed.
Balance Creek trail access and/or
safe and/or accessible alternate
routes during NFL games and
major Non-NFL events with
Stadium-related safety and risk.
SCSA Board
Policy Manual
Continue to create manual, beginning
with Governance and Budget policies.
Identify areas where policies are
appropriate and propose drafts for the
Board’s approval.
Develop policy outlining procedures for
elected official to conduct operational
tours of Authority assets for the Board’s
consideration and review for adoption by
July 31, 2023.
Completion of items included in
the Board’s response to the Santa
Clara County Civil Grand Jury
report related to elected officials
touring Authority assets. Develop
additional policies and present to
Board for inclusion in manual.
SCSA Auditor
Annual Audit
Work Plan
Review the Stadium Authority Financial
Reporting Policy with staff and external
auditors and provide feedback on best
practices.
Provide oversight of Construction Fund and
Public Safety audits of transactions and
provide feedback on the allocation of staff
charges (contracted service).
Provide oversight of Non-NFL Events audit
(contracted service).
Retain consultants to perform the annual
financial audit for the Stadium Authority
(contracted service).
Promote honest, efficient,
effective and fully accountable
city government through
accurate, independent and
objective audits.
Stadium Authority Work Plan
48 Stadium
Authority
Procurement
Policy
Update components of the Stadium
Authority Procurement Policy.
Ensure alignment with public
procurement best practices
Stadium Builder
Licenses
Continue to review and execute
Stadium Builder Licenses.
Continue ongoing efforts to integrate
Stadium Builder Licenses into
Laserfiche records system.
Generate funds for debt
repayment.
Ensure effective recordkeeping for
audits and reference.
World Cup 2026 Review and evaluate if the World Cup
2026 event poses risks to the Stadium
Authority/City by December 31, 2023.
Support the Board as it seeks
information regarding security costs and
any other aspect of the event that
implicate the use of public resources.
Support the Board in its evaluation and
addressing of risks posed to the
Stadium Authority/City under the terms
of any Fédération Internationale De
Football Association (FIFA) hosting
obligations.
Support the Board as needed in its
request of status reports of
commitments made to the event.
Completion of items included in
the Board’s response to the Santa
Clara County Civil Grand Jury
report related to the evaluation of
the FIFA event for risks to the
Stadium Authority/City and
request for report(s) on the status
of commitments made to the
event.
n June 8, 2010 the residents of Santa Clara voted to adopt Measure J, the Santa Clara Stadium Taxpayer Protection and Economic Progress Act, resulting in the approval to construct a new stadium to be leased by the San Francisco 49ers. Measure J called for the creation of the Santa Clara Stadium Authority (Stadium Authority) to own, develop, construct, operate, and maintain the Stadium. The Stadium Authority ex ists as a public body, separate and distinct from the City. The St adium Authority is structured so that the City is not liable for the debts or obligations of the Stadium Authority.
This budget and additional financial information on the Stadium Authority can be found at: “santaclaraca.gov/our-city/santa-clara- stadium-authority”.
O
PROPOSED
FISCAL YEAR
2023/24
OPERATING,
DEBT
SERVICE
AND CAPITAL
BUDGET
1500 Warburton Avenue
Santa Clara, CA 95050
Phone: (408) 615-2210
Website:
https://www.santaclaraca.gov/our
-city/santa-clara-stadium-
authority
Email: communications@
santaclaraca.gov
Santa Clara Stadium
Authority
2 Levi’s
® Stadium
3 Table of Contents
General Information ................................................................................................................. 4
Organizational Chart .......................................................................................................... ..... 6 NFL Event Highlights - Year in Review ................................................................................... 7 Non-NFL Event Highlights - Year in Review ............................................................................ 8 Excess Revenues Distribution ................................................................................................. 9 Stadium Authority Operating Budget ..................................................................................... 11 Stadium Authority Operating Budget Glossary .................................................................. 19 Shared Stadium Manager Expenses ..................................................................................... 25 Shared Stadium Manager Expenses Glossary .................................................................. 27 Stadium Debt Service Budget ............................................................................................... 29 Stadium Debt Service Budget Glossary ............................................................................. 32 Stadium Authority Capital Expense Budget ........................................................................... 33 Stadium Authority Work Plan ................................................................................................ 47
Santa Clara Stadium
Authority
4 GENERAL INFORMATION (CONT .)
Introduction
This Santa Clara Stadium Aut hority (“Stadium Aut hority”) Budget Report provides information covering the Proposed Fiscal Year 2023/24 Operating, Debt Service, and Capital Budget as well as comparative data from prior fiscal years. Estimated revenue and expense information (three quarters of actuals and one project ed quarter) included in this report for the FY 2022/23 is unaudited and, therefore, subject to change as a result of final results and the annual audit conducted by an external and independent auditing firm.
This budget provides the necessary funding to adm inister the duties of t he Stadium Authority, including:
Support for operating Levi’s
® Stadium for Non-National F ootball League (Non-NFL) events through a management company, the Forty Ni ners Stadium Management Company LLC (ManagementCo or Stadium Manager);
Advancement of the FY 2023/24 Work Plan;
Payment of debt service obligations; and,
Maintenance of a five-year capital plan.
The Stadium Authority Board (“Board”) provides overall governance and oversight of this operational structure. Amongst other due dili gence requirements to support thes e duties, the Board is also responsible for: setting policy; debt and fiscal management; and ensuring implementation of required duties related to operations and capital projects.
In addition to this report, the Stadium Authority produces annual financial statements within six months of the fiscal year-end (March 31
st). These financial statements are audited by an external auditing firm and presented to the Stadium Authority’s Audit Committee and Board. Once presented to the Board, the financial st atements are published on the Stadium Author ity’s web page. The FY 2022/23 audited financial statements will be pres ented to the Board by the end of September 2023.
The Stadium Authority is structured so that the City of Santa Clara (“City”) is not liable for the debts or obligations of the Stadium Authority.
All services provided by the Cit y to ManagementCo or the Stadium Authority are fully reimbursed.
Types of services include the following:
Administrative General Fund costs that are spent during operations are separately tracked using special account codes in the City’s fi nancial system and all such costs are billed for reimbursement.
General Fund public safety costs for NFL and Non-NFL events are separately tracked and all such costs are billed for reimbursement.
GENERAL INFORMATION
5 GENERAL INFORMATION (CONT .)
Methodology
Information provided in this report was based in part on documentation submitted by ManagementCo on January 31, 2023. The Capital Budget included proposals by both the St adium Authority and Stadium Manager. Per Section 4. 6 of the Management Agreement, ManagementCo is required to submit a budget 45 days prior to the start of the fiscal year.
On August 31, 2022, Stadium Au thority, ManagementCo, and Fort y-Niners SC Stadium Company LLC (StadCo or Tenant) settled the arbitration and disputes regarding the partially suspended Shared Stadium Manager Expenses and O perating and Management Expenses . As part of the settlement, the Stadium Authority agr eed to timely pay invoices from St adium Manager in accordance with the Stadium Authority’s annual budget. This settlement does not cover Public Safety Costs and NFL-SBL Buffet costs which are part of an unsettled claim.
Proposed Budget in Brief
The Proposed Budget is present ed on an accrual basis which provides increased transparency for projected revenues and expenses, with added detail about financial transfers.
The total Stadium Authority O perating Budget for FY 2023/24 is $64.9 million and represents a decrease of $4.0 million or -6%, co mpared to the prior fiscal year. This decrease is mainly due to 2023 being the last year of payments for a large number of financed SBL payment plans, offset by increases from NFL and Non-NFL events ticket surcharges, net revenues from Non-NFL events, and interest income.
A summary of key assumptions for the Proposed Budget include:
General and Administrative expendit ures in the amount of $3.6 million. Legal Contingency of $3.1 millio n for NFL-SBL Buffet costs ($1. 1 million) and excess Public Safety Costs ($2.0 million) to reflect disputed li abilities, costs or cred its budgeted for these areas, that are subject of ongoing litigation.
Projected Net Non-NFL events income of $4.5 million for FY 2023/24. Proposed Capital Expenditures totaling $20.5 millio n including general building, security, furnishings and equipment, and public safety investments. Total estimated Debt Service expenses of $27.8 million including debt related to the CFD Advance ($2.3 million) and Term A Loan ($25.5 million). Transfer of $11.8 million cash from reserves for disputed Shared Stadium Manager Expenses back to excess cash revenue account for t he annual Excess Revenue Distribution in FY 2022/23.
6 The seven elected members of the City Council se rve as the governing Boar d of the Santa Clara Stadium Authority with the Mayor serving as Chairperson of the Authority.
In addition, City of Santa Clara staff serve as Officers of the Stadium Authority with the City Manager serving as the Executive Director.
ORGANIZATIONAL CHART
7 NFL EVENT HIGHLIGHTS - YEAR IN REVIEW
The San Francisco 49ers played one (1) pre-season, ten (10) regular season, and two (2) post-season National Football League (NFL) games in FY 2022/23. Ticket sales resulted in about $11.4 million of NFL ticket surcharge revenue to Stadium Authority (based on the 10% NFL ticket surcharge on each ticket sold) and $250 thousand of Senior and Yout h Program Fees (based on $0.35 per NFL game ticket, with a maximum of $250 thousand) that are collected and forwarded to the City.
Operators who wish to operate a parking lot for sports or entertainment venues are required to secure approvals through the City’s permitting process. If approved, per the City’s Municipal Fee Schedule, these operators remit an offs ite parking fee for each car that is parked for sports or entertainment events. This fee was designed to recover the public safety costs associated with these permitted offsite parking lots. Therefore, when invoic ing for NFL or Non-NFL public safe ty costs for a particular event held at Levi’s
® Stadium (Stadium), the offsite parking fee that is collected for such event partly offsets the total public safety costs owed for that event. The offsite parking fee is $6.13 for the City’s FY 2022/23 (July 1, 2022 through June 30, 2023). The offsite parking fees are projected at about $569 thousand in FY 2022/23.
NFL EVENT HIGHLIGHTS - YEAR IN REVIEW
8 As of this report, there were seven (7) public Non-NFL events held at t he Stadium, representing a significant recovery from the COVID-19 pandemic. A total of 319,778 tickets sold in FY 2022/23 for the seven events, resulting in $1.3 million in Non-NFL event ticket surcharge revenue (from the $4 per ticket Non-NFL event surcharge).
There were also 31 smaller event s held with 14,775 total attendees in the first two quarters of FY 2022/23. Examples of these specia l events include corporate events of various sizes, weddings, holiday parties, etc.
The table below shows the Non-NFL events, event date and tickets sold for each event.
Event Date
Tickets
Sold
Coldplay Concert 5/15/2022 50,478
Grupo Firme Concert 7/2/2022 31,169
Red Hot Chili Peppers Concert 7/29/2022 45,977
The Weeknd Concert 8/27/2022 48,801
Mexico vs. Colombia Soccer Game 9/27/2022 63,939
Elton John Concert (Day 1) 10/8/2022 44,134
Elton John Concert (Day 2) 10/9/2022 35,280
Total to date 319,778
2022/23 Non-NFL Events
NON -NFL EVENT HIGHLIGHTS - YEAR IN REVIEW
9 The Stadium Authority is consid ered to have Excess Revenues if the Stadium Authority revenues exceed expenses in a lease year. The Excess Rev enues are required to be di stributed in the order as set forth in Article 14 of the Stadium Lease agreement. The below Excess Revenues flow chart shows the order of distribution after applying t he required annual contri bution to the Capital Expenditure Reserve and Operating Reserve.
EXCESS REVENUES DISTRIBUTION
1. Payoff any outstanding Management Company
Revolving Loan
(Section 14.1 of the Agreement)
3. Fund Stadium Capital Expenditure Reserve up to $1
million
(Section 14.3 of the Agreement)
2. Fund future Stadium Authority Expenses up to $2
million
(Section 14.2 of the Agreement)
4. Fund Operating Expense Reserve up to $10 million
(Section 14.4 of the Agreement)
5. Repay any outstanding principal balance on the
Subordinate Loan
(Section 14.5 of the Agreement)
Not Applicable - The Stadium
Authority does not have any
outstanding Revolving Loan
Completed in Fiscal Year 2014/15
Completed in Fiscal Year 2014/15
Completed in Fiscal Year 2014/15
To be completed by the end of
Fiscal Year 2022/23
Excess Revenues Distribution Order
(Per Article 14 of the Agreement)
6. Fund Operating Expense Reserve up to $20 million
(Section 14.6 of the Agreement)
7. Fund Renovation/Demolition Reserve if the balance is less than $70 million
(Section 14.7 of the Agreement)
8. Any additional disbursements can be used to pay
Stadium Authority Discretionary Expense, or for any
purpose including distribution to constituent partners of the Stadium Authority, including the City's general fund (Section 14.8 of the Agreement)
Estimated to be completed by the
end of Fiscal Year 2022/23
In Progress
Future Allocation - Distributions in
the sections above will have to be
met before using excess cash for
this section.
10 A summary of the Stadium Authority’s FY 2023/24 Excess Revenue Reserves is as follows:
2021/22 2022/23 2022/23 2023/24
Year-end Adopted Pro jected Proposed
Actuals Budget Actuals Budget
Beginning Balance
Capital Expenditures Reserve(1) 19,513,719$ 22,103,296 $ 21,892,683 $ 21,709,270 $ Operating Reserve 11,944,292 11,960,870 12,301,659 20,011,919 Renovation/Demolition Reserve - - - 7,030,317 Total Beginning Balance 31,458,011 $ 34,064,166 $ 34,194,342 $ 48,751,506 $ Revenues
Interest Income - Capital Expenditure Reserve 12,967$ - $ 92,260$ - $ Interest Income - Operating Reserve 1,242 - 11,716 - Total Revenues 14,209 $ - $ 103,976$ - $ Transfers In from Operating
Contribution to Capital Expenditures Reserve 3,689,622$ 3,801,000 $ 3,801,000 $ 3,915,000 $ Contribution to Operating Reserve 358,215 369,000 7,701,261 600,000 Contribution to Renovation/Demolition Reserve - - 7,030,317 5,693,000 Total Transfers In 4,047,837 $ 4,170,000 $ 18,532,578 $ 10,208,000 $ Total Source of Funds 35,520,057 $ 38,234,166 $ 52,830,896 $ 58,959,506 $ Expenses
Capital Expenditures(2) 1,323,625$ 21,745,812 $ 4,076,673 $ 20,492,186 $ Operating Expenditures(3) 2,090 - 2,717 - Renovation/Demolition Reserve Expenditures - - - - Total Expenses 1,325,715 $ 21,745,812 $ 4,079,390 $ 20,492,186 $ Ending Balance
Capital Expenditures Reserve 21,892,683 $ 4,158,484 $ 21,709,270 $ 5,132,084 $ Operating Reserve 12,301,659 12,329,870 20,011,919 20,611,919 Renovation/Demolition Reserve - - 7,030,317 12,723,317 Total Ending Balance 34,194,342 $ 16,488,354 $ 48,751,506 $ 38,467,320 $ Total Use of Funds 35,520,057 $ 38,234,166 $ 52,830,896 $ 58,959,506 $ (1) Capital Expenditures Reserve balance excludes the balance in the Authority Construction Account for Stadium Warranty Related Construction. (2) Expenses include both Capital Expenditures and bank fees. (3) Expenses represent bank fees associated with the reserve account.
Santa Clara Stadium Authority
Excess Revenue Reserves Summary
EXCESS REVENUES DISTRIBUTION (CONT .)
11 The Stadium Authority FY 2023/24 Budget covers t he Stadium Authority’s twelve-month fiscal year which runs April 1, 2023 through March 31, 2024.
Key highlights for the Stadium Authority’s FY 2023/24 Operating Budget are as follows:
Revenues
FY 2023/24 total projected revenues of $64.9 million include $24.8 million in facility rent, $12.6 million in SBL revenue, $12.2 million in NFL ti cket surcharge, $7.6 million in naming rights revenue, $4.5 million in net revenues from Non-NFL events, and $3.2 million in other revenues.
SBL revenues are projected to decrease by $11.8 million or 48% , from $24.4 million in FY 2022/23 to $12.6 million, due to the completion of payments for a large nu mber of financed SBL payment plans. SBL revenues are anticipated to continue to decrease over the years as SBL holders complete their payment plans. The decrease in SBL revenues will significantly impact the Stadium Authority’s year-end excess cash distribution to various debt service and reserve accounts because they represent over 30% of the Stadium Authority’s revenues from inception to date.
Net revenues from Non-NFL events are projected to continue to reflect recovery from the pandemic with an estimated $4.5 million expected, based on the projection of five (5) concerts, two (2) soccer events, and seventy-five (75) non-ticketed events. Performance rent generated from Non-NFL events is proposed to be allocated to a litigation contingency reserve for the public safety costs disputes.
Expenses
The Operating Budget of $62.4 m illion includes the Stadium Auth ority’s share of expenses covered under the Management Ag reement in the amount of $13.8 million along with $12.3 million for operating expenses including funds to reimburse the City for its staff support and payments for ground rent, Senior and Youth Pr ogram Fees, and funding for SBL sales and service, insurance, legal cont ingency, and other expenses. It al so includes transfers out of $36.3 million.
As shown in the table above, $25.5 million will be transferred from the Operating Fund to the Debt Service Fund for principal and interest debt service payments. The remaining $10.8 Fund Transfers Out Transfers In
Operating 36,313,000 $ - $
Discretionary Fund - 648,000 Operating Reserve - 600,000 Renovation/Demolition Reserve - 5,693,000 Debt Service - 25,457,000 Capital Expenditure Fund - 3,915,000 Total 36,313,000 $ 36,313,000 $
STADIUM AUTHORITY OPERATING BUDGET
12 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
million are transfers to the Capital Expenditure Fund, Discretionary Fund, Operating Reserve
and Renovation/Demolition Reserve. Total transfers out decreased by $9.1 million or -20% from the prior year budget due to lower excess revenues from operations.
Shared Stadium Manager Expenses are proposed to increase by $1.3 million or 10% from $12.5 million in the prior year budget to $13.8 million. This increase is mainly due to three (3) additional Stadium Operations po sitions (Director of Parking and Traffic, Senior Manager of Parking and Traffic, and Parking and Traffic Coordinator) and increases in Engineering and Groundskeeping outside service costs and Guest Services uniform costs.
SBL Sales and Service is proposed to increase by $244 thousand or 12% from the prior year budget. This increase is due to adding one (1) additional Service position (Membership Service Consultant) and cost of living increases for Stadium Manager staff.
Legal Contingency is proposed to be at $3.1 million, which includes contingency for budgeted, but disputed, liabilities, costs or credits of Public Safety costs and NFL-SBL Buffet costs, which are the subject of ongoing litigation. The August 31, 2022 Settlement Agreement between StadCo, Stadium Manager and Stadi um Authority did not include resolution terms regarding NFL-SBL Buffet costs and Public Safety costs disputes. Thus, consistent with past practice for costs that are the subject of ongoing litigation, the $1.1 m illion requested for NFL-SBL Buffet costs by ManagementCo is proposed to be allo cated in Legal Contingency. The Stadium Authority also included $2.0 m illion in Legal Contingency to reserve for the ongoing Public Safety litigation. The reserve represents t he estimated Performance Rent credits StadCo would be able to use for the excess Public Safety costs previously paid.
Stadium Authority General & Ad ministrative costs total $3. 6 million, a dec rease of $633 thousand or 15% when compared to the prior y ear budget of $4.2 million. This decrease is mainly due to decrease in Stadium Authority Legal Services. These costs are further described in detail on Page 17 of this report.
Reserves
With the complete repayment of the Stadium Authority Subordinate Loan expected at the end of FY 2022/23, the bui ld-up of reserve balances in a ccordance with the Stadium Lease Agreement is projected for FY 2023/24. Additional details can be found in the Excess Revenue Distribution section and Stadium Authority Operating Budget Glo ssary, Excess Revenue, section of this document.
The Operating Reserve and Renovation/Demolition Reserve are projected to have a balance of $20.6 million and $12.7 million at the end of FY 2023/24, respectively.
The Discretionary Fund Reserve is projected to have a balance of $2.1 million at the end of FY 2023/24. The decrease of $260 thousand is pr imarily due to a $1.3 m illion distribution to the General Fund and Stadium Authority operations partially offset by the annual contribution.
13 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
The Legal Contingency Reserves total $5.5 million at the end of FY 2023/24 and accounts for the disputed NFL-SBL Buffet costs and Public Safety Costs. For the disputed NFL-SBL Buffet costs, cash proceeds are transfe rred to the Stadium Authority and these funds are placed in reserve pending final outcome of the ongoing dis pute resolution. The disputed Public Safety Costs are included in the net Non-NFL events revenues the Stadium Authority receives.
14 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
15 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
2021/22 2022/23 2022/23 2023/24
Year-end Adopted Projected Proposed
Actuals Budget Actuals Budget
Beginning Fund Balance
Unrestricted 4,770,763 $ 5,076,581 $ 18,190,965 $ 10,675,771 $ Contingency Reserve 6,524,484 11,366,540 - - Legal Contingency Reserve - Buffet Costs - - 902,081 2,075,070 Legal Contingency Reserve - Public Safety Costs - - - 3,401,000 Stadium Funding Trust Reserve 5,579,272 4,583,726 5,550,348 5,163,080 Total Beginning Fund Balance 16,874,519 $ 21,026,847 $ 24,643,394 $ 21,314,921 $ Revenues
NFL Ticket Surcharge 9,809,009 $ 10,822,000 $ 11,367,000 $ 12,178,000 $ SBL Proceeds 27,279,416 24,398,000 24,528,000 12,589,000 Interest 24,692 15,000 1,037,000 1,249,000 Net Revenues from Non-NFL Events (4) - 250,000 7,262,000 4,500,000 Naming Rights 3,529,738 7,380,000 11,016,000 7,602,000 Sponsorship Revenue (STR) 343,426 405,000 410,000 475,000 Rent 24,762,000 24,762,000 24,762,000 24,762,000 Senior & Youth Program Fees 235,975 237,000 250,000 234,000 Non-NFL Events Ticket Surcharge - 574,000 1,284,000 1,296,000 Other Revenue 550,600 - 650,000 - Total Revenues 66,534,856 $ 68,843,000 $ 82,566,000 $ 64,885,000 $ 2021/22 2022/23 2022/23 2023/24
Year-end Adopted Projected Proposed
Actuals Budget Actuals Budget
Transfers In
Transfers In from Debt Service Fund (9) 6,790,483$ - $ - $ - $ Total Transfers In 6,790,483 $ - $ - $ - $ Total Source of Funds 90,199,858 $ 89,869,847 $ 107,209,394 $ 86,199,921 $ Santa Clara Stadium Authority
Operating Budget Summary
16 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
2021/22 2022/23 2022/23 2023/24
Year-end Adopted Projected Proposed
Actuals Budget Actuals Budget
Expenses
Shared Stadium Manager Expenses
Stadium Operations 8,709,773 $ - $ 1,295,855$ 4,550,000 $ Engineering 5,081,922 - 3,527,012 2,694,000 Guest Services 1,237,953 - 2,443,763 645,000 Groundskeeping 636,655 - 390,343 650,000 Security 3,264,973 - 452,753 1,564,000 Procurement - - - - Insurance 3,204,179 3,230,000 3,230,000 3,327,000 Stadium Management Fee 716,640 - 253,000 354,000 Shared Stadium Manager Expenses Subtotal 22,852,095$ 3,230,000 $ 11,592,726 $ 13,784,000 $ Other Operating Expenses
SBL Sales and Service (1) 1,753,451$ 2,089,000 $ 2,061,011 $ 2,333,000 $ Senior & Youth Program Fees (paid to City) (1) 235,975 237,000 250,000 234,000 Net Loss from Non-NFL Events (5) 288,741 - - - Ground Rent (paid to City) (2) 425,000 460,000 460,000 495,000 Performance Rent (paid to City) (2) - - - - Discretionary Fund Expense (3) - 250,000 1,300,000 250,000 Utilities (1) 1,079,233 1,444,000 1,288,000 1,391,000 Use of StadCo Tenant Improvements (1) 164,826 48,000 82,000 108,000 Stadium Authority General & Administrative (3) 2,923,587 2,905,000 1,824,140 3,272,000 Stadium Authority Legal Services (3) - 1,300,000 974,217 300,000 Naming Rights Commission (1) 88,244 91,000 91,000 94,000 Legal Contingency (6) - 10,542,420 - - Legal Contingency - NFL-SBL Buffet Costs (7) - - - 1,077,000 Legal Contingency - Public Safety Costs (8) - - - 2,002,500 Other Expenses (1) 1,564,804 723,000 456,000 734,000 Other Operating Expenses Subtotal 8,523,861 $ 20,089,420 $ 8,786,368 $ 12,290,500 $ Total Expenses 31,375,956 $ 23,319,420 $ 20,379,094 $ 26,074,500 $ Transfers Out
Debt Service (2) 30,132,671$ 40,984,580 $ 46,340,801 $ 25,457,000 $ Discretionary Fund Reserve (2) - 287,000 642,000 648,000 Capital Expenditures Reserve (2) 3,689,622 3,801,000 3,801,000 3,915,000 Operating Reserve (2) 358,215 369,000 7,701,261 600,000 Renovation/Demolition Reserve (2) - - 7,030,317 5,693,000 Total Transfers Out 34,180,508 $ 45,441,580 $ 65,515,379 $ 36,313,000 $ Ending Fund Balance
Unrestricted 18,190,965 $ 4,034,307 $ 10,675,771 $ 11,938,351 $ Contingency Reserve (6) - 11,366,540 - - Legal Contingency Reserve - Buffet Costs (7) 902,081 - 2,075,070 2,075,070 Legal Contingency Reserve - Public Safety Costs (8) - - 3,401,000 3,401,000 Stadium Funding Trust Reserve 5,550,348 5,708,000 5,163,080 6,398,000 Total Ending Fund Balance 24,643,394 $ 21,108,847 $ 21,314,921 $ 23,812,421 $ Total Use of Funds 90,199,858 $ 89,869,847 $ 107,209,394 $ 86,199,921 $ (1) Recommended by ManagementCo.
(2) Amounts are based on payment schedule or calculated as instructed per relevant agreements. (3) Recommended by Stadium Authority staff.
(4) Net Revenues from Non-NFL Events are provided by ManCo on a cash basis, and table above reflects accrual basis; ManCo anticipating Non-NFL Events net profit to range from $4,500,000 to $5,500,000 for FY2023/24. (5) Net Loss from Non-NFL Events is provided by ManCo on a cash basis, and table above reflects accrual basis. (6) Shared Expenses and NFL-SBL Buffet costs were under arbitration and reserved under FY2022/23 Adopted Budget as Contingency Reserve. Disputes over Shared Expenses were settled at the end of FY2021/22. Remaining NFL-SBL Buffet costs under arbitration are reserved separately in Projected Actuals for FY2021/22 and FY2022/23, and FY2023/24 Budget.
(7) Reserves for disputed NFL-SBL Buffet costs are presented separately for Projected Actuals for FY2021/22 ($902,081) and FY2022/23 ($1,172,989), and FY2023/24 Budget ($1,077,000). The reserve for FY2022/23 Budget ($1,262,000) was included in the Contingency Reserve with Shared Expenses. (8) Reserve for disputed Public Safety Costs for FY2022/23 ($3,401,000), and FY2023/24 ($2,002,500). (9) SCSA recorded receivables under Debt Service Fund for payments diverted for disputed Shared Expenses. Disputed Shared Expenses were recognized under Operating Fund in FY2021/22 as part of the settlement, and receivables recorded under Debt Service Fund were transferred to Operating Fund to offset the recognition of disputed Shared Expenses.
Santa Clara Stadium Authority
Operating Budget Summary (Cont.)
17 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
Stadium Authority Board Duties and Proposed General and Administrative Budget
The Board is a public entity responsible fo r governing the matters concerning Levi’s ® Stadium. As
such, the Board is responsible for setting policy direction, ensuring impl ementation of its policy direction and other due diligence requirements through Stadium Authority staff, and auditing/oversight of its policy implementation, as reasonable and necessary.
The administrative budget totals $3.6 million, or 6%, of the Fi scal Year 2023/24 Proposed Stadium Authority Operating Expense Budget of $62.4 million. With this budget, staff will support the Board with its oversight of Levi’s
® Stadium per the vari ous agreements with Manag ementCo and StadCo, such as:
1. Uphold fiduciary responsib ilities and debt obligations;
2. Maintain a productive and functional business relationship with the Tenant;
3. Ensure that Levi’s
® Stadium is maintained in the required condition and operated as a quality NFL and multi-purpose public sports, public assembly, exhibit, and entertainment facility;
4. Work collaboratively with the Stadium Manager to hold safe events at Levi’s® Stadium with minimal impacts to the surrounding residential and business community;
5. Develop Board policies as required for proper governance and transparency efforts concerning the Stadium Authority oversight efforts;
6. Continue the current noise monitoring program;
7. Implement public safety expert’s recommendations during events held at Levi’s® Stadium;
8. Develop and implement over sight initiatives consistent with public entity organizations;
9. Create and participate in the Ne ighborhood Stadium Relations Committee.
Stadium Authority staff are responsible for the programmatic oversight and audit of Stadium activities.
As part of this budget, the oversight of Stadium activities is allo cated primarily to the Executive Director, Stadium Authority Counsel, Auditor, Treasurer, and various supporting professional staff.
As such, the Stadium Authority G&A expense budget of $3.6 million provides the financial means to fulfill the Board’s policy direction and strategic initiatives and m anage the day-to-day operations of the Stadium Authority. A breakdow n of the Stadium Authority’s po rtion of the overall operating expense budget of $62.4 million is shown on the following page.
18 STADIUM AUTHORITY OPERATING BUDGET (CONT .)
Budget Comments
Staff support 2,472,000 $ To support the Stadium Authority with its oversight duties of stadium activities Legal Services 300,000 As needed for outside legal services Audit Services 275,000 Financial and performance audits performed by external auditors Consultants
- Community Outreach/Communications 100,000 Community engagement efforts and/or Board initiatives consistent with the work plan - Noise Monitoring 62,000 Continued noise monitoring of Levi's Stadium Executive Director & Board Directives 174,000 Funding for unanticipated Board directives, Executive Director assignments, etc.
Administrative Services 157,000 Laserfiche repository and contractor compliance monitoring services Other Expenses 20,000 Routine office expenses Board Stipends 12,000 Stadium Authority meetings Total 3,572,000 $
Proposed Stadium Authority FY2023/24 General and Administrative Budget Expense Type
19 Accrual Basis Accounting: The method of recording revenues and expenses when they are incurred, regardless of when cash is exchanged.
Contribution to Operating Reserve: The contributions to the oper ating reserve are funded by means of excess revenues (s ee Excess Revenue below). ( Source: The Amended and Restated Stadium Lease Agreement).
Discretionary Fund Expense: This is funded by half of the Non-NFL ticket surcharge (see Non-NFL Event Ticket Surcharge on Page 21) and has been used to cover NFL public safety costs above the public safety cost threshold in the first three fiscal years of operation and other items at the Stadium Authority’s discretion.
Excess Revenue: If Stadium Authority revenue exceeds exp enses for any lease year, such excess revenues shall be distributed as described in the t able below. This table reflects how the excess revenues are projected to distribute in the 2022/23 fiscal year. (Source: The Amended and Restated Stadium Lease Agreement)
The FY 2022/23’s projected excess revenues allocation included a cash transfer in of $11.8 million that the Stadium Authority withheld from the previously disputed Shared Stadium Manager Expenses
Discretionary Fund Balance
Summary
FY 2022/23
Year-end
Actual
FY 2022/23
Adopted
Budget
FY 2022/23
Projected
Actuals
FY 2023/24
Proposed
Budget
Beginning Balance 2,327,850 $ 2,327,850 $ 2,327,850 $ 1,669,850 $ Transfers in from Operating(1) - 287,000 642,000 648,000 Discretionary Fund Expenditures - (250,000) (1,300,000) (250,000) Ending Balance 2,327,850 $ 2,364,850 $ 1,669,850 $ 2,067,850 $ (1) Transfer amount equal 50% of Non-NFL Event Ticket Surcharge # Description Amount Funded Balance Notes
Projected Excess Revenues at Year-end 19,124,744 $
Release of Previously Withheld Unpaid Shared Expenses 11,763,462 $ Total Projected Excess Revenues at Year-end 30,888,206 $ 1 Payment of ManCo Revolving Loan - $ 30,888,206$ N/A 2 Funding Operating Reserve up to $2 Million +3% annually - $ 30,888,206$ Funding requirement met 3 Funding CapEx Reserve an Additional $1 Million +3%
annually (1,267,000)$ 29,621,206 $ Funding annual CapEx Reserve 4 Funding Operating Reserve up to $10 Million +3% annually - $ 29,621,206$ Funding requirement met 5 Prepayment of StadCo Subordinated Loan (14,889,628) $ 14,731,578 $ Project to fully repay in FY 2022/23 6 Funding Operating Reserve up to $20 Million +3% annually (7,701,261)$ 7,030,317 $ Funding requirement met 7 Funding Renovation/Demolition Reserve up to $70 Million (7,030,317)$ - $ Project to start funding in FY 2022/23 8 Available for Additional Disbursements as described in the Stadium Lease -$ - $ N/A 2022/23 Projected Actuals Result - Use of Excess Revenues
STADIUM AUTHORITY OPERATING BUDGET GLOSSARY
20 STADIUM AUTHORITY OPERATING BUDGET GLOSSARY
(CONT .)
and Operating and Management Expenses in FY 2019/20, FY 2020/21, and FY 2021/22. This cash transfer enables the Stadium Authority to pay off the StadCo Subordinated Loan in FY 2022/23.
Ground Rent: The City has agreed to lease the land under Levi’s ® Stadium to Stadium Authority for
an initial term of 40 years. The fixed ground rent schedule is noted below for the 40-year initial term. (Source: Ground Lease Agreement)
Insurance: ManagementCo procures insurance for Levi’s
® Stadium for the entire year and the cost
is split between Stadium Aut hority and StadCo (see Shared Stad ium Manager Expenses on Page 22). The Stadium Lease sets the St adium Authority’s share of insurance expense at $2,550,000 for the first lease year with each succeeding lease year’s insurance expense increasing by 3%. (Source:
Stadium Management Agreement & The Amended and Restated Lease Agreement)
Interest: This is interest earned from cash on hand.
Naming Rights: Levi Strauss & Co (Levi’s®) pays an annual naming rights fee to Stadium Authority.
The annual fee increases by 3% each contract year through the 20-year term. This annual fee is paid in two equal semi-annual installments on or before March 1st and October 1st. (Source: Naming Rights Agreement)
The Naming Rights Agreement with Levi’s
® requires the Stadium Authority to hold at least 36 “Major Events” (with 25,000+ attendees) every three contract years. Howe ver, the Second Amendment to the Stadium Management Agreement states that ManagementCo woul d pay the Stadium Authority as liquidated damages the amount owed by the Stadium Authority to Levi’s®. ManagementCo has acknowledged responsibility for liquidated damages. During discussion between the Stadium Manager and Levi’s®, it was determined based on the contract language that the first contract year began March 1, 2015. As of this report, the current number of Major Events held at Levi’s® Stadium Lease
Year(s) Fiscal Year(s)
Annual Fixed
Ground Rent
1 2014-15 180,000 $
2 2015-16 215,000 $
3 2016-17 250,000 $
4 2017-18 285,000 $
5 2018-19 320,000 $
6 2019-20 355,000 $
7 2020-21 390,000 $
8 2021-22 425,000 $
9 2022-23 460,000 $
10 2023-24 495,000 $
11-15 2024-25 through 2028-29 1,000,000$
16-20 2029-30 through 2033-34 1,100,000$
21-25 2034-35 through 2038-39 1,200,000$
26-30 2039-40 through 2043-44 1,300,000$
31-35 2044-45 throu gh 2048-49 1,400,000$
36-40 2049-50 throu gh 2053-54 1,500,000$
21 STADIUM AUTHORITY OPERATING BUDGET GLOSSARY
(CONT .)
was seven (7) through the current three-year period.
The below table reflects the number of major events from March 1, 2015 to date:
Net Revenues from Non-NFL Events : ManagementCo provides management services for Levi’s® Stadium year-round. As such, ManagementCo is responsible for booking and scheduling all Non-NFL events on behalf of Stadium Author ity. ManagementCo is required by the agreement to maintain complete and accurate books and records relating to the net income from the Non-NFL events. Those records are reviewed by Stadium Authority staf f and/or outside consultant s and audited by an independent auditor. After the comp letion of the fiscal year, the net revenues are paid to Stadium Authority by ManagementCo. (Source: Stadium Management Agreement)
NFL Ticket Surcharge : The Forty Niners Football Company, LLC (the Team) collects a 10% NFL ticket surcharge on the price of admission to all NFL games occurring in Levi’s® Stadium on behalf of Stadium Authority. (Source: Amended and Restated Non-Relocation Agreement)
Non-NFL Event Expense: The gross expenses for Non-NFL events held at Levi’s ® Stadium.
Non-NFL Event Revenue: The gross receipts from Non-NFL events held at Levi’s® Stadium.
Non-NFL Event Ticket Surcharge : Promoters or sponsors of any ticketed Non-NFL event that is held at Levi’s® Stadium are required to collect a $4 per ticket surcharge on behalf of Stadium Authority.
The one-half of this surcharge that is paid to Stadium Authority co vers general stadium operations and the other half funds the Stadium Authority Discretionary Fund. (Source: Amended and Restated Stadium Lease Agreement)
Other Expenses: Miscellaneous Stadium Authority expenses such as bank fees.
Other Revenue: Miscellaneous Stadium Authority revenues.
Number of
Major Events
March 1, 2015 to February 28, 2018 40
March 1, 2018 to February 28, 2021 12
March 1, 2021 to February 28, 2024 7
Naming Rights Agreement
Three-Year Periods
22 STADIUM AUTHORITY OPERATING BUDGET GLOSSARY
(CONT .)
Performance-Based Rent: Stadium Authority pays the City per formance-based rent on top of the fixed ground rent. The basic ca lculation for the performance-based r ent is 50% of the net income from Non-NFL events for any given lease year less the sum of performance-based rent credits. The performance-based rent credits in clude 50% of the current year ’s base ground rent and credited public safety costs. Per Stadium Lease Paragraph 7.5.3(a), credited public safety costs is the amount by which public safety costs exceed the public safe ty costs threshold. The table below represents a projection of the 2022/23 and 2023/24 fiscal years’ performance-based rent. (Source: Ground Lease Agreement & Amended and Restated Stadium Lease Agreement)
Rent: The facility rent was originally set at $24.5 million for StadCo to lease the Stadium for their half of the year. As a result of the rent reset arbitration award in favor of Stadium Authority, the facility rent was reset to $24.8 million retro-active to the first lease year. The rent adjustment process is outlined in the Amended and Rest ated Stadium Lease. ( Source: Amended and Restated Stadium Lease Agreement)
Senior and Youth Program Fees : During the lease terms, StadCo collects a City of Santa Clara Senior and Youth Program Fees on behalf of Stadium Authority. The fee is $0.35 per NFL game ticket up to a maximum of $250,000 per lease year. ( Source: Amended and Re stated Stadium Lease Agreement)
Shared Stadium Manager Expenses : ManagementCo oversees the day-to-day operations of Levi’s® Stadium year-round. Since StadC o leases the Stadium from St adium Authority for half of each fiscal year, expenses incurred by the St adium Manager are shar ed between StadCo and Stadium Authority. Mo st Shared Stadium Manager Expenses are split 50/50 between StadCo and Stadium Authority; grounds-keeping is the exception with a 70/30 split, with StadCo responsible for the larger share. In addition, M anagementCo procures insurance for Levi’s® Stadium that is shared between StadCo and Stadium Authority (see Insurance on Page 20). (Source: Stadium Management Agreement & The Amended and Restated Stadium Lease Agreement)
In FY 2019/20, the Stadium Au thority Board instructed the conditioning of payments until ManagementCo presents the required supporting documentation for t he expenses. As part of the settlement on August 31, 2022, the St adium Authority agreed to timely pay invoices from Stadium Manager in accordance with the Stadium Authority’s annual budget except for NFL-SBL Buffet costs Performance Rent Calculation
Fiscal Year 2022/23
Projection
Fiscal Year 2023/24
Budget
Ground Rent 460,000 $ 495,000 $
Net Non-NFL Event Revenue (Expense) 7,262,000 4,500,000 50% of Net Non-NFL Event Revenue (Expense) 3,631,000 $ 2,250,000 $ Performance Rent Credit from Ground Rent (50% of Ground Rent) (230,000) (247,500) Net Performance Rent after Ground Rent Credit 3,401,000$ 2,002,500 $ Reserve for Litigation Contingency - Public Safety Costs(1) (3,401,000) (2,002,500) Final Performance Rent paid to the City of Santa Clara 0$ 0 $ (1) Per Ground Lease and Stadium Lease, Public Safety Costs exceeding threshold are treated as credits toward performance rent, which is part of an unsettled claim. This is the reserve balance ($5,403,500) the Stadium Authority set aside for the Public Safety Costs for FY2022/23 ($3,401,000) and FY2023/24 ($2,002,500).
23 STADIUM AUTHORITY OPERATING BUDGET GLOSSARY
(CONT .)
which are part of an unsettled claim. The FY 2022/ 23 projection and FY 2023/24 proposed budget assume the continuation of withholding payments for the disputed NFL-SBL Buffet costs. The funding requested for NFL-SBL Buffet costs by ManagementCo will be allocated in a Legal Contingency until pending dispute resolution.
Sponsorship Revenue (STR) : STR Marketplace, LLC (STR) established a secondary market website to facilitate the transfe r and resale of SBLs. In exc hange for the use of the Levi’s® Stadium trademarks and links on the websit e (hence the title Sponsorship Revenue), STR pays Stadium Authority a minimum annua l fee of $325,000 based on the commissions that are collected by STR.
In addition to the minimum annual fee, Stadium Auth ority also receives 50% of any commissions in excess of $650,000. (Source: SBL Website Marketing Agreement)
Stadium Authority General & Administrative : As an independent public entity, Stadium Authority incurs its own expenses in relation to Board gover nance, fiduciary responsibilities, oversight, and operations of Levi’s® Stadium. These include but are not limited to Stadium Authority staff time and various outside contractors and consultants who ar e hired to support staff with administering the necessary requirements for owning and operating Levi’s® Stadium and the day-to-day operations of the Stadium Authority. Also included are various administrative type costs such as bank fees, phone charges, IT equipment maintenance, etc.
Stadium Builder License (SBL) Proceeds: SBL holders who are on a payment plan make annual payments. Additionally, some SBL holders make payments above and beyond their annual scheduled payment plan. There are also sa les of new SBLs and/or SBLs that were defaulted and resold. SBL cash collections from all these sources make up SBL proceeds.
Stadium Builder License (SBL) Sales and Service: ManagementCo provides sales and service to SBL holders on behalf of Stadium Authority. This includes all SBL collecti on efforts and customer service support. (Source: Agreement for Stadium Builder License Sales & Fourth Amendment to the Stadium Management Agreement)
24 STADIUM AUTHORITY OPERATING BUDGET GLOSSARY
(CONT .)
Stadium Management Fee: ManagementCo receives an annual base management fee to manage Levi’s® Stadium. The fee was $400,000 in the first l ease year and increases by 3% annually. This annual base management fee is sp lit 50/50 between StadCo and Stadium Authority since ManagementCo manages the Stadium year-round for both entities. In addition to the base management fee, ManagementCo receives a stadium marketing and booking fee (incentive fee) which is based on a percentage of the amount that the net income from Non-NFL events exceeds the marketing and booking fee benchmark. The table below shows the first 10 years of the base management fee and the stadium marketing and booking fee benchmark. It also shows the first eight years of net income from Non-NFL events and a projection of the ninth year as well as the applicable marketing and booking fee which was 5% for the firs t three (3) fiscal years and 10% for the fourth (4th) fiscal year and continuing thereafter of the net Non-NFL income over the benchmark. (Source:
The Stadium Management Agreement)
Transfers Out: Transfers from the Stadium Authority Operating Fund to fu nd Debt Service, Capital Funds, Discretionary Fund, Operating Reserve, and Renovation/Demolition Reserve.
Utilities: StadCo leases the Stadium from Stadium Author ity for six months of each fiscal year from August through January. StadCo is therefore responsible for the day-to-day utilities during that period.
Stadium Authority pays for the day-to-day utilities from February through July. Utilities associated with large ticketed Non-NFL events are charged as an expense to the event which is included in the Non- NFL events expense.
Use of StadCo Tenant Improvements: StadCo charges Stadium Authority for use of various StadCo tenant improvements (such as the use of the scoreboard) during Non-NFL events. (Source: Amended and Restated Lease Agreement)
Fiscal Year
Lease
Year
Annual Base
Stadium
Management Fee
(SCSA Share)
Stadium
Marketing and
Booking Fee
Benchmark
Actual/Projected
Net Income from
Non-NFL Events
Actual Stadium
Marketing and
Booking Fee
Total Stadium
Management Fee
2014/15 1 200,000 $ 5,000,000$ 5,207,553 $ 10,378 $ 210,378 $ 2015/16 2 206,000 $ 5,150,000$ 6,079,016 $ 46,451 $ 252,451 $ 2016/17 3 212,180 $ 5,304,500$ 5,316,894$ 620$ 212,800$ 2017/18 4 218,545 $ 5,463,635$ 5,163,329$ -$ 218,545$ 2018/19 5 225,102 $ 5,627,544$ 18,591$ -$ 225,102$ 2019/20 6 231,855 $ 5,796,370$ (2,741,014)$ -$ 231,855$ 2020/21 7 238,810 $ 5,970,261$ (476,960)$ -$ 238,810$ 2021/22 8 245,975 $ 6,149,369$ (288,741)$ -$ 245,975$ 2022/23(1) 9 253,354$ 6,333,850$ 7,262,000$ 92,815$ 346,169 $ 2023/24 10 260,955 $ 6,523,866$
(1) Net income from Non-NFL events for FY2022/23 is projected To be determined
25 The Stadium Management Agreement is between
the Stadium Author ity, StadCo and
ManagementCo and was entered into as of March
28, 2012. This agreement was developed to
provide the Stadium Authority with the expertise of
an outside manager to ov ersee the day-to-day
operations of Levi’s
® Stadium. Additionally, the
Amended and Restated Stadium Lease
Agreement between the St adium Authority and
StadCo was made and entered into as of June 19,
2013.
This agreement amended the original stadium
lease to set the initial rent, to allow StadCo to enter into agreements with alternative energy providers,
to cap Stadium Authority’s share of the insurance
costs at a fixed amount each year, and to require
Stadium Authority to fund various reserves.
Per the terms of the St adium Lease Agreement,
StadCo leases the Stadi um from the Stadium
Authority for half of each fiscal year and is
responsible for the Stadi um Manager’s operating
expenses during that period. The Stadium
Manager’s operating expenses for the other half of
the year are the respons ibility of the Stadium
Authority. Section 8.3.1 describes the
proportionate share of Stadium Manager
expenses that are owed by the Stadium Authority
and StadCo. Namely that most Stadium Manager’s
operating expenses are sp lit 50/50 with grounds-
keeping being the exception with a 70/30 split,
StadCo being responsible for the larger share.
ManagementCo procures insurance for Levi’s ®
Stadium for the entire year and the cost is shared
between Stadium Authority and StadCo.
Section 4.7 of the M anagement Agreement notes
that ManagementCo wil l provide an Annual
Shared Stadium Expense Budget to be adopted
annually by Stadium Authority and StadCo.
Once the budget has been adopted,
ManagementCo invoices Stadium Authority
monthly for its budgeted portion of shared
expenses which include Stadium
Manager’s operating expenses. As part of
the year-end work, the budgeted amounts
that were paid are to be trued up with actual
expenditures.
SHARED STADIUM MANAGER EXPENSES
26 SHARED STADIUM MANAGER EXPENSES (C ONT .)
Security
Stadium
Operations Engineering Guest Services Groundskeeping Total Total Compensation 771,038 $ 5,917,558 $ 3,452,634 $ 664,862 $ 277,150 $ 11,083,242$ Travel, Meals & Entertainment 17,054 454,550 5,620 16,940 8,050 502,214 Outside Services 1,998,380 1,857,992 1,792,234 2,200 1,713,967 7,364,773 General Supplies 161,850 173,350 660 137,506 155,260 628,626 Telephone 19,500 481,500 16,800 7,200 1,440 526,440 Equipment 154,520 196,600 99,592 83,004 9,000 542,716 Uniforms 6,600 - 17,612 265,328 3,000 292,540 Other - 16,900 3,000 113,332 - 133,232 Subtotal 3,128,942 $ 9,098,450 $ 5,388,152 $ 1,290,372 $ 2,167,867 $ 21,073,783 $ Security
Stadium
Operations Engineering Guest Services Groundskeeping Total Total Compensation (2) 385,519$ 2,958,779 $ 1,726,317 $ 332,431 $ 83,145 $ 5,486,191$ Travel, Meals & Entertainment 8,527 227,275 2,810 8,470 2,415 249,497 Outside Services 999,190 928,996 896,117 1,100 514,190 3,339,593 General Supplies 80,925 86,675 330 68,753 46,578 283,261 Telephone 9,750 240,750 8,400 3,600 432 262,932 Equipment 77,260 98,300 49,796 41,502 2,700 269,558 Uniforms 3,300 - 8,806 132,664 900 145,670 Other - 8,450 1,500 56,666 - 66,616 Subtotal 1,564,471 $ 4,549,225 $ 2,694,076 $ 645,186 $ 650,360 $ 10,103,318$ Insurance (3)
3,327,000
Management Fee (4)
354,000
Total 13,784,318$
(2) Total compensation is based on a total of 55 full time equivalent positions. (3) The stadium lease sets Stadium Authority's share of insurance expense at $2,550,000 for the first lease year with each succeeding lease year's expense increasing 3%.
Stadium Manager
2023/24 Total Shared Stadium Expenses
Between the Santa Clara Stadium Authority and Forty Niners SC Stadium Company (StadCo) Santa Clara Stadium Authority Proportionate Share of Stadium Expenses (1) (1) The Santa Clara Stadium Authority proportionate share of stadium expenses is rounded to the nearest $1,000 in the operating budget. (4) The stadium management agreement sets the base management fee at $400,000 for the first lease year with each succeeding lease year's management fee increasing 3%. This base management fee is split 50/50 between Stadium Authority and StadCo.
27 Total Compensation: This cost includes full-time staff (55 employees), part-time staff, and benefits.
Stadium Authority pays for 50% of these costs except for Groundskeeping which is set at 30%.
Full-time wages are costs for all management company full-time employees.
Part-time wages are costs for all management company part-time employees. Wages include annual training for all Guest Services Representatives.
Benefits are costs of employees’ health insurance, pension, vacation time, and all employer taxes.
Travel, Meals & Entertainment: These are costs for employee travel (airfare, ground, lodging, and meals) to stadium management conferences. In addition, this category includes costs for staff meals for general food and beverage, v endor engagement, and the year-end guest service employee appreciation banquet.
Outside Services: Costs for outside service providers, which include the following:
Janitorial and Medical costs related to the janitorial, cleaning, landscaping, and trash services of the interior and exterior of the Stadium and medical services for the Stadium during regular business hours.
Stadium Security costs for staffing 24/7 security guards in and around the Stadium and explosive detection canines.
Engineering & Maintenance for mandatory safety and general maintenance costs associated with fire sprinklers, fire alarms, elevators, and backflows. Also includes outside sub-contracted calls for services for windows, signage and roof repair, HVAC & electrical, carpet, concrete or other miscellaneous repairs.
General Supplies: Supplies for stadium operations, janitorial, engineering, and Guest Services (For example: janitorial supplies, gen eral printing costs for stadium signage, deployment sheet, notes, handbooks etc.).
Telephone: These are costs for land lines and internet/data service for the Stadium, net of the costs for the Team’s business offices, and cell service for Stadium Mana ger’s Stadium Operations and Security Department personnel.
Equipment: Costs associated with stadi um operations and security software, including incident tracking, mobile safety application, stadium staff scheduling/event calendar software, video surveillance licensing software, X-ray machine rental for deliveries, and monthly cost for off-site equipment storage.
SHARED STADIUM MANAGER EXPENSES GLOSSARY
28 STADIUM MANAGER SHARED EXPENSES GLOSSARY (CONT .)
Uniforms: Guest Services Department’s replacement and replenishment of uniforms.
Other Costs: Costs associated with Stadium Operations (For example: specialized training, command post, CPR first aid, background checks, recr uiting, marketing/advertising, and employee retention program).
Tenant Improvements: Interior improvements within Tenant's exclusive facilities and any other improvements within the Stadium that are to be owned by, and constructed at the cost of, Tenant or any Tenant transferee as may be agreed by the Partie s (Stadium Authority and StadCo). (Source:
Stadium Lease Agreement).
2024/25 2025/26 2026/27 2027/28 2028/29
Total Compensation 5,650,776 $ 5,820,300 $ 5,994,909 $ 6,174,756 $ 6,359,999 $ Travel, Meals & Entertainment 256,982 264,691 272,632 280,811 289,235 Outside Services 3,439,781 3,542,974 3,649,263 3,758,741 3,871,504 General Supplies 291,759 300,511 309,527 318,813 328,377 Telephone 270,820 278,945 287,313 295,932 304,810 Equipment 277,645 285,974 294,553 303,390 312,492 Uniforms 150,040 154,542 159,178 163,953 168,872 Other 68,615 70,673 72,793 74,977 77,226 Total 10,406,418 $ 10,718,610 $ 11,040,168 $ 11,371,373 $ 11,712,515 $ Insurance (1) 3,426,987 3,529,796 3,635,690 3,744,761 3,857,104 Management Fee (2) 268,783 276,847 285,152 293,707 302,518 Total 14,102,188 $ 14,525,253 $ 14,961,010 $ 15,409,841 $ 15,872,137 $ Stadium Manager
Santa Clara Stadium Authority Proportionate Share of Stadium Expenses - Five Year Forecast
(1) The stadium lease sets SCSA's share of insurance expense at $2,550,000 for the first lease year w ith each succeeding lease year's expense increasing 3%.
(2) The stadium management agreement sets the base management fee at $400,000 for the first lease year w ith each succeeding lease year's management fee increasing 3%. This base management fee is split 50/50 betw een SCSA and StadCo.
29 STADIUM DEBT SERVICE BUDGET (CONT .)
Debt Service Payment : The FY 2023/24 Debt Service Budget of $27.8 million is based on the required and additional principal and interest debt se rvice payments. It excl udes payment to the StadCo Subordinated Loan because the Stadium Authority project it to be paid off with the excess cash in FY 2022/23. A glossary is included at the end of this section that describes the type of debt and the applicable source documents for each l oan. Of the $27.8 million budget, $2.3 million represents anticipated contributions from the Community Facilities District (CFD). The total Debt 2021/22 2022/23 2022/23 2023/24
Year-end Adopted Pro jected Proposed
Actuals Budget Actuals Budget
Beginning Fund Balance
Required Debt Service Reserve 11,536,235$ 11,536,235 $ 11,536,235 $ 11,536,235 $ Debt Service Reserve 21,499,383 12,532,334 14,103,958 14,431,075 Total Beginning Fund Balance 33,035,618 $ 24,068,569 $ 25,640,193 $ 25,967,310 $ Revenues
Contribution from CFD 1,085,574 $ 2,124,000 $ 2,567,861 $ 2,696,000 $ Total Revenues 1,085,574 $ 2,124,000 $ 2,567,861 $ 2,696,000 $ Transfers In
Transfers In from Operating 30,132,671 $ 40,984,580 $ 46,340,801 $ 25,457,000 $ Total Transfers In 30,132,671 $ 40,984,580 $ 46,340,801 $ 25,457,000 $ Total Source of Funds 64,253,863 $ 67,177,149 $ 74,548,855 $ 54,120,310 $ 2021/22 2022/23 2022/23 2023/24
Year-end Adopted Projected Proposed
Actuals Budget Actuals Budget
Expenses
CFD Advance 1,690,516 $ 2,042,000 $ 2,240,744 $ 2,379,000 $ Term A Loan 25,528,912 25,494,000 25,493,762 25,457,000 StadCo Subordinated Loan 4,603,759 15,490,580 20,847,039 - Total Expenses 31,823,187 $ 43,026,580 $ 48,581,545 $ 27,836,000 $ Transfers Out
Transfers Out to Operating Fund(1) 6,790,483$ - $ - $ - $ Total Transfers Out 6,790,483 $ - $ - $ - $ Ending Fund Balance
Required Debt Service Reserve 11,536,235$ 11,536,235 $ 11,536,235 $ 11,536,235 $ Debt Service Reserve 14,103,958 12,614,334 14,431,075 14,748,075 Total Ending Fund Balance 25,640,193 $ 24,150,569 $ 25,967,310 $ 26,284,310 $ Total Use of Funds 64,253,863 $ 67,177,149 $ 74,548,855 $ 54,120,310 $ Santa Clara Stadium Authority
Debt Service Budget Summary
(1) SCSA recorded receivables under Debt Service Fund for payments diverted for disputed Shared Expenses. Disputed Shared Expenses were recognized under Operating Fund in FY2021/22 as part of the settlement, and receivables recorded under Debt Service Fund were transferred to Operating Fund to offset the recognition of disputed Shared Expenses.
STADIUM DEBT SERVICE BUDGET
30 STADIUM DEBT SERVICE BUDGET (CONT .)
Service Reserves are projected at $26.3 million.
The schedule on page 31 provides a breakdown of th e principal and interest payments budgeted in FY 2023/24 for each loan as well as the beginning and ending balances. The total outstanding debt is projected to decrease by $16.1 million in FY 2023/24 from $245.3 million to $229.1 million.
31 STADIUM DEBT SERVICE BUDGET (CONT .)
2023/24 2023/24 2023/24
Debt Interest 2023/24 Beginning Principal Ending
Obligations rates Interest Balance Payments Balance
Stadium Funding Trust Term A Loan 5.00% 9,998,000$ 215,415,240$ (15,459,000)$ 199,956,240 $ StadCo CFD Advance(1) 5.73% 1,703,000 29,867,229 (676,000) 29,191,229 Total 11,701,000 $ 245,282,469 $ (16,135,000) $ 229,147,469 $ Santa Clara Stadium Authority
Debt Service Payment Schedule
(1)Community Facilities District (CFD) principal payment is an estimate based on anticipated contributions from the CFD. Any increase in principal for the year is due to adding unpaid interest to the principal.
STADIUM DEBT SERVICE BUDGET (CONT .)
32 Contribution from the Community Facilities District (CFD) : The CFD was established for the purpose of financing and constructing publicly owned facilities. To s upport that, the CFD levies and collects a special hotel tax of 2% on hotel rooms withi n the CFD. During the construction of Levi’s® Stadium, Stadium Authority spent $35.0 million on CFD infrastructure. All collections from the special CFD hotel taxes are contributed to Stadium Authority to pay down the CFD Advance which was used to fund the construction of the CFD publicly owned facilities. (Source: The Reimbursement Agreement Relating to the CFD)
CFD Advance: StadCo agreed to loan Stadium Authority a not to exceed amount of $35.0 million for CFD infrastructure and with a maximum principa l amount of $38.0 million including capitalized interest. This loan bears interest at a fixed rate of 5.73% and the loan is payable solely from amounts received by Stadium Authority from the CFD. (Source: The Authority Promissory Note in Respect of StadCo CFD Advance)
Term A Loan : The Stadium Funding Trust (FinanceCo) agreed to loan Stadium Authority $282.8 million to fund construction of Levi’s® Stadium. This loan bears interest at a fixed rate of 5% payable semi-annually, with annual principal payments due beginning in April 2018. It has a maturity date in 2039 and is subject to certain prepayment premiums. The principal payment schedule is noted below. (Source: The Restated Credit Agreement)
StadCo Subordinated Loan : StadCo agreed to loan Stadium Authority an am ount not to exceed $500 million to fund construction of Levi’s ® Stadium. The actual am ount loaned to the Stadium Authority was $236.9 million. This loan bears a fixed interest rate of 5.5% with annual principal payments due beginning in March 2016 and it may be prepaid at any time without penalties. The Stadium Authority anticipate to fully pay off th is loan in FY 2022/23. (Source: The Restated StadCo Obligations Agreement)
Date
Annual Principal
Payment Date
Annual Principal
Payment Date
Annual Principal
Payment
April 1, 2018 12,110,000$ April 1, 2026 8,404,934 $ April 1, 2033 13,306,164 $ April 1, 2019 12,718,000$ April 1, 2027 9,001,865 $ April 1, 2034 14,160,901 $ April 1, 2020 13,354,000$ April 1, 2028 9,630,410 $ April 1, 2035 15,060,270 $ April 1, 2021 14,022,000$ April 1, 2029 10,292,166 $ April 1, 2036 16,006,521 $ April 1, 2022 14,723,000$ April 1, 2030 10,988,812 $ April 1, 2037 17,002,017 $ April 1, 2023 15,459,000$ April 1, 2031 11,722,111 $ April 1, 2038 18,049,239 $ April 1, 2024 7,299,896$ April 1, 2032 12,493,914 $ April 1, 2039 19,150,794 $ April 1, 2025 7,838,094$
Term A Loan Amortization
STADIUM DEBT SERVICE BUDGET GLOSSARY
33 The Capital Expense (CapEx) Budget is used to fund the purchase or upgrade of fixed assets for the Stadium. While the funding for appropriations occur on an annual basis, the Capital Expense Plan extends for a five-year period (shown on Page 45 of this report). Changes to existing projects, as well as the addition of new projects, may occur during the five-year pl anning period as new needs are identified. The appropriations for capital projects do not lapse at year-end but carryover into future years until the project is complete.
The FY 2023/24 CapEx Budget totals $20.5 million . Of this total, $17.2 million of prior year appropriations are projected to be carried over from FY 2022/23 ( $1.5 million of the projected carryover amount is for warranty-related constructi on, and the other $15.7 mill ion is for prior year CapEx projects). New capital improvement appropriations equal $3.3 million.
A detailed listing of proposed FY 2023/24 projects is provided star ting on Page 35 of this report.
Stadium Authority is submitting it as transmitted by the Stadium Manager.
STADIUM AUTHORITY CAPITAL EXPENSE BUDGET
34 2021/22 2022/23 2022/23 2023/24 2023/24 2023/24
Total
Year-end Adopted Projected Projected Proposed Proposed
Actuals Budget Actuals Carryover Budget Budget
Beginning Fund Balance 20,805,741 $ 22,103,296 $ 23,001,058 $ 22,742,271 $ 22,742,271 $ Transfers In
3,689,622$ 3,801,000 $ 3,801,000 $ - $ 3,915,000$ 3,915,000 $ Total Transfers In 3,689,622 $ 3,801,000 $ 3,801,000 $ - $ 3,915,000$ 3,915,000 $ Total Source of Funds 24,495,363 $ 25,904,296 $ 26,802,058 $ 22,742,271 $ 3,915,000 $ 26,657,271 $ 2021/22 2022/23 2022/23 2023/24 2023/24 2023/24
Total
Year-end Adopted Projected Projected Proposed Proposed
Actuals Budget Actuals Carryover Budget Budget
Expenses
Construction 757,485 $ 12,699,189 $ 3,298,666 $ 9,261,180 $ 1,635,000 $ 10,896,180 $ Equipment 736,820 6,555,678 761,121 5,687,920 1,476,832 7,164,752 Contingency - 962,743 - 747,460 155,592 903,052 Stadium Warranty Related Construction - 1,528,202 - 1,528,202 - 1,528,202 Total Expenses 1,494,305 $ 21,745,812 $ 4,059,787 $ 17,224,762 $ 3,267,424 $ 20,492,186 $ Ending Fund Balance 23,001,058 $ 4,158,484 $ 22,742,271 $ 5,517,509 $ 647,576 $ 6,165,085$ Total Use of Funds 24,495,363 $ 25,904,296 $ 26,802,058 $ 22,742,271 $ 3,915,000 $ 26,657,271 $ Santa Clara Stadium Authority
Capital Expense Budget Summary
Transfers In from Operating
STADIUM AUTHORITY CAPITAL EXPENSE BUDGET (C ONT .)
35 Item Type SCSA
Requested Description Cost Contingency
(5%) Total Cost
Electrical Distribution - High Voltage (480V Electrical Power Study, Assessment and Replacements - Phase 2)
300,000$ 15,000 $ 315,000 $
This project is Phase 2 of a multi-year study and assessment of stadium high voltage equipment. This phase will focus on studying and assessing the condition of electrical equipment including, but not limited to, the four electrical quadrant substations located within the stadium. This equipment is critical to the electrical integrity of the stadium. Regular assessment such as this project help identify necessary upgrades, while improving system reliability.
Electrical Li
ghting System - Controls System 75,000 3,750 78,750 This project replaces the stadium lighting control system server. The current server has reached its end of useful life and is not compatible with future software upgrades. Upgrading the lighting control system server ensures the lighting control system remains supported and operational.
Electrical Li
ghting System - Field / Sport Lighting LED Retrofit 350,000 17,500 367,500 This project replaces the current metal halide stadium field / sport lights ("field lights") with an outdoor LED retrofit. LED field lights will dramatically reduce the carbon footprint, lower the number of mercury containing fixtures and cut energy consumption caused by the field lights by up to as much as 40%, which is one of the largest energy consuming systems in the stadium. LED field lights provide an energy efficient solution to upgrade a product that may soon be phased out. LED lights tend to last much longer and require less maintenance than metal halide lights. This project was previously shown in FY24, but the project was pulled forward in anticipation that some of the existing lighting components may be phased out. This is the design and permitting phase for this project.
General Buildin
g Engineering Shop Enhancements 50,000 2,500 52,500 The project invests into the stadium Engineering shop by providing improvements to shop work stations and key shop facilities. It provides necessary resources for stadium Engineering staff to perform maintenance and repair activities. Work station enhancements will improve shop work and storage capabilities. The key shop enhancements provide necessary programming for inventory and key tracking capabilities.
General Buildin
g Exterior Stairwell Traffic Coating Refurbishment 50,000 2,500 52,500 The project removes and reinstalls traffic coating material on the exterior stadium emergency and exit staircases in areas where the traffic coating is compromised. The traffic coating replacement at the staircase landings will prevent trip and fall hazards, as well as protect the staircase structures from rust and corrosion. This project will extend the life of the staircases.
This project was not part of the 5-year Capex project list in previous years, but was determined that this project is necessary due to the unanticipated spalling of the traffic coating materials in specific areas on the staircases.
General Buildin
g Field Tunnel Synthetic Turf Replacement 25,000 1,250 26,250 The project replaces the synthetic turf material in the Northeast, Northwest and South field tunnels. The existing synthetic turf material experiences a high volume of traffic from carts, equipment, vehicles and cranes during the annual event schedule. The wear and tear from the traffic in the tunnels has caused the flooring material to reach the end of life. The turf provides a slip resistant surface for all guests and staff using the tunnels in any weather. The current synthetic turf material will be demolished and properly disposed by the contractor during this project.
General Buildin
g Field Turf Equipment 400,000 20,000 420,000 This project installs a field turf ventilation and vacuum system, to included associated mechanical and miscellaneous equipment. The ventilation and vacuum system extends the growing season by stimulating earlier growth in spring and continuing growth in late fall/winter. This project improves the turf system and may reduce the number of field replacements in the future as a result of impacts from Non-NFL Events. This system promotes and maintains a healthier turf. This is the design and permitting phase for this project.
Santa Clara Stadium Authority
2023/24 CapEx Budget
36 Item Type SCSA
Requested Description Cost Contingency
(5%) Total Cost
General Building Permanent Tunnel Tarp and Event Emergency Exit Sign Replacement 38,000$ 1,900 $ 39,900 $ This project replaces the permanent tunnel tarps and emergency exit signage in the Northeast, Northwest and South field tunnels. The current tunnel tarps are sun faded and in need of replacement. The existing tunnel tarps will be removed and disposed and new tunnel tarps will be furnished and installed by the contractor. The existing tunnel tarp structures will be reused for the project. Emergency exit signage will be refurbished or replaced. This project will maintain the applicable standard of appearance and care expected at the stadium.
General Buildin
g Project and Construction Management Firm 172,000 8,600 180,600 This budget line item is intended to be used for the four (4) Construction Management / Project Management firms selected to assist in managing various SCSA Capex projects. The fees incurred by these firms will be tracked to the various projects that are being supported and will be reported as part of the final costs for each project.
Plumbin
g Plumbing 100,000 5,000 105,000 This project addresses general renewal and replacement of necessary plumbing equipment in the stadium to include, but not limited to, replacement of piping, fittings, vents, joints, switches, cleanouts, valves, drains, traps, primers, strainers, pumps, water heaters, interceptors, filters and/or water softener systems.
Plumbin
g Plumbing Fixtures 75,000 3,750 78,750 The project includes the purchase of plumbing fixtures needed to replace existing end of life components. Labor for this project will be performed by stadium Engineering staff. Components that will be purchased as part of this project include, but are not limited to, toilet, urinal and sink components. The project will start a phased replacement program of existing fixtures in stadium restrooms. This is the first of several phases to replace aging plumbing fixtures and components.
Subtotal New Ca
pEx Construction Costs 1,635,000 $ 81,750 $ 1,716,750$ Public Safety - Fire PPE Re placement (Nomex Tops) 4,500$ 225 $ 4,725$ x This allocation funds the replacement/additions of Stadium battle dress uniform tops for the team.
Public Safety - Fire PPE Re placement (Nomex Bottoms) 2,500 125 2,625 x This allocation funds the replacement/additions of Stadium battle dress uniform bottoms for the team.
Public Safety - Fire Lucas CPR Assist Device 35,000 1,750 36,750 x Santa Clara Fire Department is placing Lucas devices in service on all apparatus. This project replaces current Zoll Auto Pulses that are used at the Stadium with Lucas devices to maintain continuity and training on these seldom-used but extremely valuable tools.
Public Safet
y - Fire Blackline Combustible Gas Indicators 4,500 225 4,725 x This project replaces the current Joint Hazard Assessment Team (JHAT) MultiRae Combustible Gas Indicator (CGI) that is no longer being supported by the department. This replacement enables a common operating picture with other resources in the City.
Public Safet
y - IT Re placement of end of life Network equipment 105,000 5,250 110,250 x The project replaces network equipment that was originally installed several years ago and is now end of life and not supported. Replacement costs include equipment, shipping/tax and installation.
Public Safety - IT Re placement of end of life End User equipment 25,332 1,267 26,599 x This project replaces five 7390 laptops that are end of life and also budgets for the replacements of four desktops, ten monitors, and four printers that are no longer under warranty, in case of failure. Costs include equipment, taxes, shipping, and deployment costs.
Public Safet
y - Police Bod y Worn Cameras (BWCs) for Special Event Officers (SEO) 90,000 4,500 94,500 x This project funds body worn cameras that are worn by Special Event Officers (SEOs). Body worn cameras improve police accountability, lower reports of misconduct, and provide visual and audio evidence that can independently verify events. Body worn cameras are issued to all SEO’s working stadium events.
Public Safet
y - Police Kawasaki Mules 132,500 6,625 139,125 x This projects replaces 5 Kawasaki Mules (utility vehicles) originally purchased in 2014 that are at the end of the 10-year useful life. Mules are used up to 261 hours/year with an average of approx. 96 per mule in 2022.
Santa Clara Stadium Authority
2023/24 CapEx Budget (Cont.)
37 Item Type SCSA
Requested Description Cost Contingency
(5%) Total Cost
Public Safety - Police Safet y Gear for SEOs & TCs 7,000$ 350 $ 7,350$ x This project funds safety gear for traffic control personnel, such as rain suits, high visibility jackets, and flashlights. Traffic control personnel are a critical element to our public safety deployment. Beyond this application, they also provide welcomed guidance and direction to visitors and our neighborhood residents. Upon directing traffic and pedestrians, our traffic control staff works amongst vehicles in all types of weather for extended periods of time. Rain suits would afford this staff the ability to effectively and safely work in these conditions while remaining dry. High visibility jackets will increase our staff’s visual recognition increasing their personal safety while performing their duties around vehicles. Flashlights and high visibility jackets will increase the public’s ability to notice the traffic control staff leading to overall safety of all who visit our footprint and increased recognition of direction offered by this staff.
Public Safet
y - Police Radio Batteries 15,500 775 16,275 x This project replaces Police hand pack batteries originally purchased in 2021 that are at the end of the 3-year useful life.
Audio/Visual A/V - Renewal and Re placements 75,000 3,750 78,750 This project improves Audio and Visual ("A/V") infrastructure by replacing broadcast patch panel equipment and other A/V equipment that is used by all events. Existing A/V equipment is worn and/or partially damaged due to regular wear and tear on equipment from typical use during events. The existing equipment is original to the building and is in need of replacement.
Audio/Visual Crestron Control & Buildin
g Operating System Upgrades - Phase 2 30,000 1,500 31,500 The project upgrades the existing Crestron Control system. This upgrade allows the stadium Engineers to utilize the Crestron system to monitor HVAC, lighting, electrical, and fire alarms. The comprehensive system shall enable these items to interface with one another for stadium Engineers to see a real time view of the building's systems. This project is phase 2 to a project that was completed in FY 22/23 which evaluated the project and provided direction for phase 2.
HVAC/Mechanical Heatin
g, Ventilation, and Air Conditioning (HVAC) 100,000 5,000 105,000 This project includes general renewal and replacement of stadium HVAC equipment. Most of the stadium HVAC equipment is quickly approaching ten years old and more replacements and upgrades may be expected.
Equipment enhancements may include, but are not limited to, cooling equipment, condenser equipment, heating equipment, and other HVAC equipment.
HVAC/Mechanical HVAC Boiler Im
provements 125,000 6,250 131,250 This project funds improvements to the boiler flue exhaust ducts. The current stadium condensing boilers have flues exhaust ducts which are experiencing premature failure of the duct joints, resulting in significant condensation leaking. This issue has required additional maintenance and supervision from the stadium Engineering staff to address the leaking duct work. The condensate is an acidic form that can eventually cause corrosion to the boiler components. The flue exhaust ducts will be replaced and/or reconfigured to mitigate future issues. Proactively addressing this issue now will extend the life of the boilers. The project also reduces maintenance requirements Engineering staff.
Securit
y Mobile Security Closed Circuit Television (CCTV) Pop Up Trailers 375,000 18,750 393,750 This project funds the purchase of five (5) additional mobile CCTV pop up trailer units in order to enhance video coverage and audio messaging to remote locations. These trailers provide flexibility to our security operation.
Security has the ability to deploy the CCTV units to various locations given current demand. The CCTV units can be used to direct law enforcement to different areas on an as needed basis. These units can be deployed on event days to parking lots outside of the stadium footprint that currently have no camera coverage. They can also be used on both event or non- event days in the occurrence that stadium CCTV camera goes down for maintenance or other video coverage is required. These CCTV pop up trailers will aid in maintaining compliance with the Department of Homeland Security Safety Act requirements. This project is new due to the successful deployment of the CCTV pop up trailers purchased in recent years.
Securit
y Security General Allowance 350,000 17,500 367,500 This project allocates funding for security enhancements. Security enhancements include, but are not limited to, Command Post video display improvements, virtualizing archivers, incident management system equipment, Security Control Desk work stations and monitors, X-Ray machines upgrades and CCTV camera display improvements.
Subtotal New Ca
pEx Equipment Costs 1,476,832 $ 73,842 $ 1,550,674$ Total New CapEx Project Costs 3,111,832 $ 155,592 $ 3,267,424$ 2023/24 CapEx Budget (Cont.)
Santa Clara Stadium Authority
38 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
Electrical Broadcast Booth Power (2019/20 Carryover) 30,167$ 1,508 $ 31,675 $ The project designs supplemental lighting power and controls in the Broadcast Booth (Room 04.50.02). The existing lighting grid in the ceiling has inadequate lighting and is currently controlled with a dimmer switch near the door of the room. The architect shall evaluate the power needs and provide a solution for better control methods for the broadcast lighting power in the room.
Electrical Concessions Cart Cablin
g for Portable Carts (2019/20 Carryover) 50,000 2,500 52,500 This project funds the installation of code rated low voltage cabling (CAT6) to portable concession carts. This will provide Internet Protocol (IP) based access to the IPTV menu boards and Point of Sale (POS) systems for credit card transactions, as well as deliver emergency signage to be displayed at the concession stands.
Electrical Distribution - High Voltage (Primary Main Switch Gear Transformer, Battery & 12KV Main Circuit Breakers) (2022/23 Carryover) 194,971 9,749 204,720
The project replaces a bad Control Power Transformer (CPT) on the Primary Main Switch Gear (PMSG). The faulty CPT was identified during preventative maintenance, inspection and testing of the PMSG earlier this year. The project will replace the current CPT, CPT drawer and CPT drawer rails with new like-in-kind equipment. Additionally, the switch gear inspection and testing identified that the PMSG, Primary Switch Gear A (PSGA) and Primary Switch Gear B (PSGB) are in need of replacement.
This project will replace the current batteries with new like-in-kind batteries, which were original from the time of construction. Finally, the electrical testing company and contractor recommended purchasing two custom 12KV main circuit breakers which will be maintained as spare stock and can be used in either the PMSG, PSGA or PSGB in the event of a future breaker failure. The lead time for the 12KV breakers can be as long as 12- 16 weeks. Purchasing these spare 12KV breakers as spare stock ensures that the stadium can quickly recover in the event of a breaker failure to PMSG equipment, which is critical to the operation of the stadium.
Electrical Distribution - High Voltage (12KV Electrical Power Study, Assessment and Replacement at Primary Switch Gear at Quadrant Substations) (2022/23 Carryover)
350,000 17,500 367,500
The project will test, inspect and assess primary electrical 12KV switchgear equipment located in, or associated with, the four stadium quadrant electrical substations. The assessment will provide a report and recommendation for necessary replacement and modifications necessary to maintain full and safe electrical operation at the stadium. The project includes an allowance for any necessary replacements and / or enhancements identified during the assessment. Replacements and / or modifications are dependent upon the results of the assessment.
Additionally, the project will establish a baseline for this electrical equipment and may determine the need and frequency of future testing and inspection of electrical equipment.
General Buildin
g Additional Gate and Fence at Gate D (2016/17 Carryover) 73,095 3,655 76,750 This project adds a gate and fence in the Quadrant D to assist in the control of people movement and screening operations. A study will take place to ensure the gate and fence meet all operational and regulatory compliance. Material will be furnished and installed. The project was originally approved in FY 2016/17 but was not completed.
General Building Aesthetic Improvements - Premium Areas / Special Event Spaces (2022/23 Carryover)
941,905 47,095 989,000
This project will renovate and refresh the premium club spaces in the stadium by replacing carpet and paint in the BNY Clubs, Fii Club, United Club, Yahoo Club and special event spaces. These club spaces are used for numerous events throughout the year. The high traffic experienced in these spaces have worn on finishes and caused the carpet to near the end of life. This project will enhance these premium spaces and ensure Levi's Stadium remains an attractive destination for any and all events.
General Building Automatic Logic Control Building Engineering System (2019/20 Carr
yover)
18,333 917 19,250 This project installs an automatic logic controller system upgrade to monitor the building's HVAC in all quadrants simultaneously. This updated system will enable graphic interface and help the system to operate more efficiently with time clock management and assist in potential lighting control energy savings.
Santa Clara Stadium Authority
2023/24 CapEx Budget Carryover
39 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
General Building General Areas / Coatings Main Deck (2021/22 Carryover) 2,065,485$ 103,274 $ 2,168,759$ This project replaces and recoats lymtal traffic deck coating at the lower seating bowl and on the 300 and 700 Level Concourses, which are currently showing signs of wear. The deck coating serves as a secondary waterproofing system for the occupied spaces below these areas and also protects and extends the life of the concrete. Periodic replacement and recoating of this system is necessary to maintain the current waterproofing system and maintain the expected life of the structure.
General Buildin
g Levi's Naming Rights Signage Refurbishment (2022/23 Carryover) 1,200,000 60,000 1,260,000 The project refurbishes the current four (4) Levi's Naming Rights signs located above the North and South Scoreboards, west side of the suite tower, and on the east side of the grandstands. The current signs continue to experience lighting failures despite repeated attempts to repair the signs.
General Buildin
g Miscellaneous (2016/17 Carryover) 100,000 5,000 105,000 This project funds general renewal and replacement of flooring, carpeting, millwork, tiles, masonry, granite counters, stainless steel panels and counters, cladding, wall acoustic panels etc. throughout the building as items reach their end of life. The project was originally approved in FY2016/17 but was not completed.
General Buildin
g Miscellaneous (2022/23 Carryover) 100,000 5,000 105,000 This project funds renewal and replacement of general building items to include, but not limited to, architectural finishes, fixtures, coatings, equipment, etc.
General Building New Seating - Bowl Padded Seat Replacement Project - Lower and Mid Level Club Seatin
g Bowl (2022/23 Carryover)
2,905,373 145,269 3,050,642
The approximately 9,500 existing padded seats in the lower seating bowl and middle seating bowl levels will be replaced in this project. The existing padded seats are original from construction and have reached end of life.
The upholstery material on nearly every seat has faded, torn or cracked due to sun and heat exposure. Minor repairs and spot replacements can no longer keep up with the amount of damaged seats found in these locations.
This project will also evaluate the opportunity to replace the existing padded seats with a different breathable elastomeric mesh seating, which may provide a cooler experience on hot days. This project is necessary to provide the expected level of experience to patrons attending Levi's Stadium.
General Building Overhead Doors, Motors, Sensors and Track Replacements (2022/23 Carr
yover)
89,333 4,467 93,800
This project will furnish and install a replacement gate and necessary ancillary equipment at the 200 Level of the exterior ramp location at the south end of the stadium. The original overhead roll gate is damaged and is unable to be repaired. The original gate was installed as part of the stadium construction to assist in the flow of pedestrian traffic at the ramp location.
Stadium Operations staff have used operational procedures to substitute for the non-functional gate. However, replacing the gate will restore the original operational intent of the gate at the ramp.
General Buildin
g Stadium Event Signage (2019/20 Carryover) 128,355 6,418 134,773 This project funds the design, furnishing and installation of new stadium event signage including, but not limited to, tunnel awnings, accessible seating reference areas, lower bowl sections placards, security, mobile signage, and additional fire and building code signage.
General Buildin
g Updated Stadium Wayfinding Signage (2020/21 Carryover) 125,000 6,250 131,250 This project funds the design, furnishing and installation of new wayfinding and information signage to include, but not limited to, new premium/club wayfinding, suite wayfinding, smoking section signs, no smoking signs for around the main and upper concourses, section numbers/floor decals, ADA accessibility signs, Tunnel signs for "no photos/no autographs", etc.
General Buildin
g Women's Locker Room (2019/20 Carryover) 313,450 15,673 329,123 This project converts a portion of the auxiliary locker room area to accommodate a larger private space for female athletes, performers, officials, and other female event day sporting and entertainment professionals visiting or working events at Levi's Stadium. The project will include the design, permitting and construction of alterations necessary to accommodate these new designated spaces necessary to provide equal accommodations.
Santa Clara Stadium Authority
2023/24 CapEx Budget Carryover (Cont.)
40 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
Plumbing Plumbing (2020/21 Carryover) 74,734$ 3,737 $ 78,471 $ This project addresses general renewal and replacement of necessary plumbing equipment in the stadium to include, but not limited to, replacement of Pressure Reducting Valves (PRV) and other parts on domestic and recycled water systems.
Site As
phalt (2018/19 Carryover) 158,095 7,905 166,000 The project will evaluate the current pavement status and provide asphalt overlay and/or seal coat at the visitor parking on Tasman, Gold 4 & 5 parking lots and South Access Road. Design services will be engaged to evaluate the current condition of pavement and recommend the correct application. Proper overlay and crack fill seals the pavement and prevents the infiltration of water which prevents pavement failure.
Site Brid
ge - Pedestrian (2018/19 Carryover) 30,000 1,500 31,500 The project will seal walkways and paint bridges to enhance public safety access areas and extend the useful life of the bridges. This project was originally approved in FY2018/19 but was not completed.
Site Concrete Re
placements (2022/23 Carryover) 133,333 6,667 140,000 This project will address the concrete at the Northwest stairwell landing on the 700 Level North Plaza area. The railing at the stairwell has been compromised in the past. This project will restore the handrail and concrete at the stairwell, as well as improve the condition by strengthening the reinforcement at the stairwell railing. The project will require demolition of the existing concrete, potentially patch the waterproofing layer of the structural slab, add reinforcing steel, pour concrete, apply lymtal coating and re-install the existing handrail at the stairwell. The improved and additionally reinforced slab will improve safety and prevent future damage from carts and other equipment that are used in the nearby area.
Site LED Retrofit Project - Exterior Luminaire Light Fixtures - Gold Lot 4, Gold Lot 5, Bill Walsh Way and Other Exterior Poles (2022/23 Carr
yover)
125,500 6,275 131,775
This project is phase 2 of the exterior lighting replacement in Gold Lot 4 and Gold Lot 5 parking lot areas. This project replaces the existing HID lighting with new LED lighting to enhance and improve the exterior lighting during stadium event load in and load out. This lighting improves safety conditions for stadium personnel and provides energy cost savings with more efficient fixtures. Project lighting includes light poles located in Gold Lot 4, Gold Lot 5, Bill Walsh Way and other exterior locations around the stadium.
Site Stadium Event Power Upgrades & Switchgear Electrical (2019/20 Carr
yover)
28,181 1,409 29,590
The project will study, design, install and enhance remote visibility to the 12KV PMSG (primary switch gear) to main electrical panel using the Schneider Power Monitoring Expert system. The project will establish capability to monitor and report the Switch Gear Event Mode Status through the building Schneider Power Monitoring Expert (PME) system for remote monitoring. The plans and specifications required will include any electrical and communication wiring, as well as any controls upgrades necessary to complete the project.
Site Stationar
y Electric Pressure Washers (2020/21 Carryover) 25,870 1,294 27,164 This project installs one (1) to two (2) demo stations on the 300 concourse.
If these are effective, we would look to replace all gas-powered pressure washers with electrically powered ones.
Subtotal Carr
yover CapEx Construction Costs 9,261,180 $ 463,062 $ 9,724,242$ Audio/Visual Radio Booth Cablin g (2019/20 Carryover) 523,708$ 26,185 $ 549,893 $ The project will install fiber optic cabling to increase the low voltage cabling backbone. This installation will accommodate the expanding requests received for booth usage during stadium events and will help the stadium keep up with emerging trends. The project will install fiber optics between multiple booths located on the 800 level suite tower location and the broadcast patch panel (Room 01.69.08) near the loading dock on the exterior south end of the stadium. Fiber design shall include TAC-12 and DT-12, or better. Design will consider new fiber termination panels in each booth. Design shall investigate and determine if additional conduit and raceway are necessary during the installation phase.
Furniture, Fixtures & E
quipment Guest Service Booths (2018/19 Carryover) 70,000 3,500 73,500 This project adds two additional guest services booths on the main concourse for better enhanced customer service touchpoints. New booths will provide increased operational space for guest service representatives on game day.
2023/24 CapEx Budget Carryover (Cont.)
Santa Clara Stadium Authority
41 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
Furniture, Fixtures & Equipment Replace Furniture for BNY Field Clubs, United, Levi's 501 & Yahoo clubs and Special Event spaces (2019/20 Carryover)
1,431,429$ 71,571 $ 1,503,000$
This project funds replacement furniture for clubs (BNY, United, Levi's 501 and Yahoo) and special event spaces to enhance areas and meet client expectations. These spaces are amongst the most utilized in the entire stadium. The current furniture has been in place since the building opened in 2014 and is aging due to normal wear and tear as a result of numerous events in the stadium over the last eight years.
Food and Bevera
geB e v e r a ge Distribution System (2020/21 Carryover) 50,000 2,500 52,500 This project funds equipment to assist with the distribution of beer and sodas throughout the stadium concession areas and bars. This project includes general renewal and replacement of beverage distribution system lines, CO2 and glycol dispensing equipment.
Food and Beverage CO2 Monitoring & Sensors for Code Compliance (2020/21 Carryover) 184,318 9,216 193,534 The project will design and install remote CO2 monitoring equipment utilizing the existing Automatic Logic Controller (ALC) system. The current CO2 monitoring has a local alarm three stage alarm, but is not connected to any Building Management System for remote monitoring. A recent CO2 assessment was performed that found the current monitoring system is compliant with all requirements, but the assessment recommended this remote monitoring upgrade as a best practice for safety. This project will evaluate, recommend and design a remote CO2 monitoring system for enhanced safety for stadium staff per Authorities having jurisdiction. All Beer Cooler locations and Concession Soda Box Locations shall be monitored by the remote monitoring system.
Food and Bevera
ge Main Kitchen E quipment (2016/17 Carryover) 350,000 17,500 367,500 This project funds general renewal and replacement of kitchen service equipment in the Main Kitchen. The project will include any necessary design, permit, purchase and installation of aging kitchen equipment that is near or at the end of life. The project was originally approved in FY2016/17 but was not completed.
HVAC/Mechanical Coolin
g Towers (2020/21 Carryover) 122,938 6,147 129,085 This project funds general renewal and replacement of stadium cooling tower internal parts and systems. This includes, but is not limited to, motors, fans, fill, controls, and piping which support the mechanical cooling functions for the HVAC system.
HVAC/Mechanical Install New Kitchen Exhaust Fans Throughout the Building (2019/20 Carr
yover)
230,770 11,539 242,309
This project installs variable frequency drive (VFD) Units on kitchen exhaust fans for soft start (slow ramp up) capabilities. Kitchen exhaust fans currently operate 100 percent of the time. Installing VFD units will modulate the power and save energy whenever the fan is in use. Soft start extends the life of the equipment and saves energy.
HVAC/Mechanical
Variable Frequency Drive(s) (2020/21 Carryover) 102,253 5,113 107,366 This project funds general renewal and replacement of Variable Frequency Drives (VFD) units for cooling tower, boilers and other mechanical equipment due to life expectancy issues. These systems support the mechanical heating and cooling functions for the stadium.
Life Safety / Fire Smoke Evacuation System - Fire Smoke Curtain Replacement (2022/23 Carryover)
39,770 1,989 41,759
This project replaces an existing Elevator C6 Smoke Curtain and miscellaneous life safety / fire equipment which has been identified for replacement during preventative maintenance. The current smoke curtain experienced issues with the control box and fuses. A temporary repair was performed, but a full replacement of the smoke curtain is required. This project will remove the existing curtain and reinstall a new fire and smoke rated curtain.
Public Safet
y - Fire Medixsafe Narcotics Safe (2022/23 Carryover) 1,857 93 1,950 x This project funds the purchase of a controlled substances safe. Controlled substances used in Emergency Medical Services (EMS) provided at Levi’s Stadium events are required to be secured in a biometric-style safe when not in the possession of a certified paramedic. Stadium EMS equipment is currently being moved from Fire Station 1 to Fire Station 8 to make operations more efficient. In order to store all the equipment in a DEA- compliant manner, a safe needs to be purchased and will be dedicated to the controlled substances used at Levi’s Stadium.
Santa Clara Stadium Authority
2023/24 CapEx Budget Carryover (Cont.)
42 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
Public Safety - Fire Ro pe Rescue Equipment (2022/23 Carryover) 2,000$ 100 $ 2,100$ x This project funds miscellaneous rope, hardware, and bags used by the Fire Department Stadium Team. This equipment will be added to the current Rope Rescue cache at the stadium to make it identical to what is carried on Fire Department apparatus.
Public Safet
y - IT Re placement of end of life Network equipment (2022/23 Carryover) 105,000 5,250 110,250 x This projects replaces network equipment. Network equipment was originally installed several years ago and is now end of life and not supported. This replacement cost includes equipment, shipping/tax and installation.
Public Safety - Police Communication Equipment - Police Radio Hand Packs (2022/23 Carr
yover)
437,500 21,875 459,375
x This project replaces Motorola police radio hand packs purchased in 2013 that are at the end of the 10-year useful life.
Public Safety - Police Fencin g on Tasman & Lafayette (2019/20 Carryover) 70,000 3,500 73,500 x This project funds fencing to prevent stadium event pedestrian traffic from crossing unsafely between Lafayette St. and the Tasman St. overcrossing.
Public Safety - Police GPS Software for Trackin g Personnel (2019/20 Carryover) 25,000 1,250 26,250 x This project funds GPS software to track personnel. Live tracking of law enforcement personnel is critical in providing an accurate picture of public safety coverage. This technology and software will allow the Command Post to know where our personnel are at all times and make necessary assignment adjustments on the go. It is desired that the software also be capable of retaining data for historical analysis. The funding of $25,000 is estimated to cover the initial purchase price for approximately 100 devices and the software. There is a monthly operating cost of $30/month each; $36,000 total annually.
Public Safet
y - Police Kawasaki Mule (2021/22 Carryover) 25,000 1,250 26,250 x This project funds the purchase of a new Kawasaki Mule for the Explosive Ordinance Disposal (EOD) team. The cost includes unfitting the Kawasaki Mule with Police labels and markings, lighting and locking storage boxes.
The EOD team does not currently have a dedicated vehicle and is currently walking with canines and EOD gear during response calls for suspicious packages and drone payloads. The EOD team is first on scene sweeping the stadium for safety issues and the last to leave. Shifts can extend past 10 hours. Purchase of a vehicle would reduce fatigue for officers and canines and reduce response time.
Public Safet
y - Police Kawasaki Mule (2021/22 Carryover) 20,000 1,000 21,000 x This project funds the purchase of a new Kawasaki Mule for the Special Response Team (SRT). The cost includes unfitting the Kawasaki Mule with Police labels and markings, lighting, equipment storage boxes and Type 3 IME box that is approved by the U.S. Bureau of Alcohol Tobacco and Firearms (ATF) to transport/store breacher explosives. The SRT equipment is currently in a standard size vehicle that upon deployment would not easily maneuver the stadium or crowds of attendees; the team would be required to go to the vehicle to retrieve the required equipment extending response time. The vehicle may also be deployed to City issues and the equipment would not be readily available for use. The SRT does not currently have a dedicated vehicle. Purchase of a vehicle would allow the SRT to mobilize needed equipment and will reduce response time.
Public Safet
y - Police Radios (2020/21 Carryover) 79,000 3,950 82,950 x This project funds new radios that are required for equipping additional staff in our public safety deployment. These radios allow for communication to the command post and between public safety partners working our events.
Without these critical radios, personnel would not be able to function in their capacity and as expected to provide public safety services including emergency response. The department is currently waiting on Silicon Valley Regional Interoperability Authority to upgrade their radio infrastructure to complete these new radio purchases. There is a yearly operating cost; requesting quote.
Santa Clara Stadium Authority
2023/24 CapEx Budget Carryover (Cont.)
43 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
Public Safety - Police Radio Char gers (2020/21 Carryover) 3,000$ 150 $ 3,150$ x This project funds new radio charging stations. Our radio equipment is critical and, therefore, their serviceability must be maintained. Each new radio will require a charging port. These three charging stations each have a 6-radio capacity and three are needed to maintain radios at their peak power and usability. Having these three charging stations will ensure all radios are ready for use by public safety without the risk of personnel being without this crucial equipment in a functional state.
Public Safet
y - Police Staff Schedulin g Software (2019/20 Carryover) 16,250 813 17,063 x This project funds staff scheduling software. The Stadium requires SEOs to operate safely. Notifying and communicating with our SEOs is critical in properly planning our staffing needs. We currently use an out of date version of “Game Day Staffing.”
Public Safet
y - Police x 1st Aid Medical Equipment (2022/23 Carryover) 1,592 80 1,672 Santa Clara Police Department patrol vehicles are equipped with essential gear for public safety success. One example is medical rescue and 1st Aid supplies. Each vehicle is assigned this gear and it is not a transferable item—it remains with the assigned vehicle to ensure the equipment is there in case of an emergency. There are 11 patrol vehicles and several Kawasaki mules (all-terrain vehicles) dedicated solely for Stadium event use. These vehicles and their officers are deployed in neighboring areas and surrounding event parking lots. Often, these areas patrolled are far away from medical staff and medical equipment. These vehicles are not yet equipped with the essential medical rescue and 1st Aid supplies. This project would ensure the vehicles have the needed gear. This gear would be used and stored exclusively with these Stadium vehicles.
Public Safety - Public
Works
Street Signage (2017/18 Carryover) 1,000,000 50,000 1,050,000 x This project funds street signage to inform Levi's Stadium patrons and the public. Working with the Dept. of Public Works, the Executive Director's office and the Chief of Police's office, staff will identify appropriate locations on surrounding city streets (Great America Parkway, Tasman Drive, etc.) to place signage to better protect, inform and serve patrons visiting Levi's Stadium, non-event day traffic, community event advisories and emergency public safety and traffic advisories. This item was brought before the SCSA Board and approved in the 2017/18 budget.
Security Enhance Stadium Security Access Control (2020/21 Carryover) 235,000 11,750 246,750 This project installs card readers on manual doors to increase access control features and security. Based on operational demands, doors have been identified via staff request and event activity in order to improve operational awareness and enhance the access control abilities by automating the doors. This also increases security to areas deemed by staff to hold sensitive or high value assets. The access control enhancements include Vertx/Mercury upgrade, EvoE400/Mercury upgrade, and various doors with access control upgrade or enhancement requirements.
Security Enhance Stadium Security Coverage (2020/21 Carryover) 330,000 16,500 346,500 This project evaluates and replaces existing cameras with technologically advanced multi-lens panoramic/360/multi-directional cameras. Design locations and camera styles have created visual obstructions and gaps in coverage. Height locations with fixed lens cameras create the inability to adjust field of views. Installation of television monitors/signage near camera mounts have created field of view obstructions. Due to high volume of club space usage for large scale, and smaller events, request for video investigations become frequent. Low lighting situations are constant with event type needs, and enhanced technology from newer cameras will enable greater video quality. Club Space Enhancements: Club spaces which need to be evaluated include, but are not limited to: BNY Mellon East and West Club, Yahoo Club, United Club, FII Club, 501 Club, Citrix Owners Club, Entry Gates, and Perimeter fences.
2023/24 CapEx Budget Carryover (Cont.)
Santa Clara Stadium Authority
44 Item Type SCSA
Requested Description Cost Remaining
Contingency Total Cost
Security Install Stadium Camera Booths Card Readers (2019/20 Carryover) 84,000$ 4,200 $ 88,200 $ This project installs card readers for north and south camera booths to secure the spaces that enter into/from general public access areas.
Security North East Lobby Security Desk Enhancements (2022/23 Carryover) 22,712 1,136 23,848 The scope of this project will enhance security in the east stadium lobby on major non-event days and for private events. This security checkpoint will screen everything entering the stadium at this location. These enhancements will add electrical and data connections necessary to support security screening equipment at the point of entry, which doesn't currently exist at this location today. The new electrical infrastructure allows Security to position security desk and equipment closer to entrance. This project is necessary to maintain compliance with Department of Homeland Security Safety Act requirements.
Security Security Control Situation Room Enhancements (2022/23 Carryover) 62,000 3,100 65,100 This project purchases equipment and technology necessary to utilize the Security 24/7 Control Situation Room as a Secondary Command Post Location in the event of an emergency situation. Multifunctional use of the space will utilize the equipment to hold daily security briefings, daily security officer administrative duties, ongoing security officer training, and can readily be converted into an Auxiliary Command Post Situation Room, on an as needed basis. New equipment and technology enhancements for this room will include new monitors, workspaces, radios, and video wall.
Enhancing this room provides Security a multifunctional space that can be used both during daily operations, as well as in an emergency situation.
This technology aids in our compliance with the Department of Homeland Security Safety Act requirements.
Security Security - Electrical / Data Distribution Expansion - Security Screening Locations
(2022/23 Carryover)
42,823 2,141 44,964
Department of Homeland Security requires exterior screening of all patrons entering the facility. This scope of work will add electrical and data distribution to exterior screening locations. The new electrical and data allows stadium security staff to utilize critical security screening technology and avoids the use of temporary extension cords, which are prohibited in a permanent location by building and fire code. Specifically, this project adds new electrical and data to the exterior portion of the stadium on level 100 in Quadrant D. This project aids in compliance with DHS Safety Act requirements.
Vertical Transport Elevator Door Re placement (2019/20 Carryover) 20,000 1,000 21,000 This project replaces the vestibule door frame, doors, hardware and equipment at the 200 level elevator lobby doors in the stadium. The current door system does not allow the necessary door swing radius to navigate larger janitorial and operational equipment into the elevator lobby. The current door system was damaged due to the limitations in design and thus must be completely replaced to restore and establish ultimate operational function.
Subtotal Carr
yover CapEx Equipment Costs 5,687,920 $ 284,398 $ 5,972,318$ Total Carryover CapEx Project Costs 14,949,100 $ 747,460 $ 15,696,560$ Santa Clara Stadium Authority
2023/24 CapEx Budget Carryover (Cont.)
45 2023/24 2024/25 2025/26 2026/27 2027/28
Budget Budget Budget Budget Budget
Electrical 1,350,138 $ 2,950,000 $ 225,000 $ 300,000 $ 500,000 $ General Building 8,795,329 5,250,000 1,120,000 850,000 800,714 Plumbing 249,734 100,000 600,000 35,000 70,000 Security - - - 500,000 - Site 500,979 - - - 275,000 Subtotal CapEx Construction Costs 10,896,180$ 8,300,000 $ 1,945,000 $ 1,685,000 $ 1,645,714 $ Audio/Visual 628,708 $ - $ 870,000$ - $ - $ FF&E 1,501,429 - 61,669 - 60,000 Food & Beverage 584,318 - - 1,200,000 1,000,000 HVAC/Mechanical 680,961 75,000 200,000 175,000 650,000 Life Safety/Fire 39,770 - - 225,000 150,000 Security 1,501,535 300,000 500,000 - 100,000 Public Safety Equipment 2,208,031 252,500 115,000 22,500 7,000 Vertical Support 20,000 - - 400,000 250,000 Subtotal CapEx Equipment Costs 7,164,752$ 627,500 $ 1,746,669$ 2,022,500 $ 2,217,000 $ Contingency (5%) 903,052 446,375 184,583 185,375 193,136 Total CapEx Project Costs(1)
18,963,984$ 9,373,875 $ 3,876,252 $ 3,892,875 $ 4,055,850 $ (1) Total CapEx Project Costs in table above do not include budget requested for Stadium Warranty Related Construction.
Santa Clara Stadium Authority
Capital Expense Plan Summary - 5 Year Forecast
STADIUM AUTHORITY CAPITAL EXPENSE BUDGET (C ONT .)
46 This page is intentionally left blank
Stadium Authority Work Plan
47 STADIUM AUTHORITY WORK PLAN
Staff is responsible for supporting the Stadium Authority Board with its contractual oversight of Levi’s ®
Stadium and managing the day-to-day operations of the Stadium Authority.
These general responsibilities include but are not limited to: Support for operating Stadium operations for Non-NFL events through the Stadium Manager, payment of debt service obligation, maintenance of a five-year capital plan, accounting and management of Stadium Authority financials, preparation of the annual financial statement and quarterly financial updates, review and recommendation of procurement requests for Board approval, implementation of the Financial Management System, community outreach, management of noise monitoring services, follow up and resolution of complaints and inquiries related to Levi’s
® Stadium, execution of Stadium Builder Licenses, management of Public Records Acts requests, and reporting of Stadium Authority and Stadium Manager staff meetings.
The Work Plan summarizes the Stadium Authority’s priorities for the year based on previous Board direction and anticipated work efforts. Within the context of continuing to support ongoing Stadium Authority operations and several ongoing lawsuits, staff work efforts include the following:
Work Effort Work Plan Planned Outcome
ADA
Compliance
Complete ADA compliance with multi-year
improvements to Main Lot and Stadium
building.
Compliance regarding accessible
parking spaces at Stadium Main
Lot and Stadium
Use of other satisfactory solutions
that prioritize ADA compliance.
Capital Projects Review, track, and coordinate the
implementation of capital projects and
corresponding procurement requests
with the Stadium Manager.
Ensure Stadium is maintained in
the required condition and
operated as a quality NFL and
multi-purpose public sports, public
assembly, exhibit, and
entertainment facility.
Compliance with Naming Rights
Agreement requirements.
Community
Room
Return to Board to seek input on
proposed next steps, including
evaluation of the other locations
discussed earlier in 2018. Develop
polic
y/guidelines for use.
Resolution of Community Room
location, policy/guidelines for use.
Stadium Authority Work Plan
48 Neighborhood
Stadium
Relations
Committee
Provide staff support for the
anticipated Neighborhood Stadium
Relations Committee.
Increase community engagement
on Stadium-related topics.
Public Records
Act Requests
Implement efforts to streamline the
Public Records Act Request process.
Continue to respond to records
requests in compliance with the
California Public Records Act.
Enhance public transparency
while balancing Stadium Authority
resources.
San Tomas
Aquino Creek
Trail
By review of other venues with shallow
security perimeters and legal
documents that relate to accessing the
area, and consultation with Homeland
Security and other stakeholders,
evaluate options for keeping trail open
during events and/or providing
alternate routes if trail is closed.
Balance Creek trail access and/or
safe and/or accessible alternate
routes during NFL games and
major Non-NFL events with
Stadium-related safety and risk.
SCSA Board
Policy Manual
Continue to create manual, beginning
with Governance and Budget policies.
Identify areas where policies are
appropriate and propose drafts for the
Board’s approval.
Develop policy outlining procedures for
elected official to conduct operational
tours of Authority assets for the Board’s
consideration and review for adoption by
July 31, 2023.
Completion of items included in
the Board’s response to the Santa
Clara County Civil Grand Jury
report related to elected officials
touring Authority assets. Develop
additional policies and present to
Board for inclusion in manual.
SCSA Auditor
Annual Audit
Work Plan
Review the Stadium Authority Financial
Reporting Policy with staff and external
auditors and provide feedback on best
practices.
Provide oversight of Construction Fund and
Public Safety audits of transactions and
provide feedback on the allocation of staff
charges (contracted service).
Provide oversight of Non-NFL Events audit
(contracted service).
Retain consultants to perform the annual
financial audit for the Stadium Authority
(contracted service).
Promote honest, efficient,
effective and fully accountable
city government through
accurate, independent and
objective audits.
Stadium Authority Work Plan
49 Stadium
Authority
Procurement
Policy
Update components of the Stadium
Authority Procurement Policy.
Ensure alignment with public
procurement best practices
Stadium Builder
Licenses
Continue to review and execute
Stadium Builder Licenses.
Continue ongoing efforts to integrate
Stadium Builder Licenses into
Laserfiche records system.
Generate funds for debt
repayment.
Ensure effective recordkeeping for
audits and reference.
World Cup 2026 Review and evaluate if the World Cup
2026 event poses risks to the Stadium
Authority/City by December 31, 2023.
Support the Board as it seeks
information regarding security costs and
any other aspect of the event that
implicate the use of public resources.
Support the Board in its evaluation and
addressing of risks posed to the
Stadium Authority/City under the terms
of any Fédération Internationale De
Football Association (FIFA) hosting
obligations.
Support the Board as needed in its
request of status reports of
commitments made to the event.
Completion of items included in
the Board’s response to the Santa
Clara County Civil Grand Jury
report related to the evaluation of
the FIFA event for risks to the
Stadium Authority/City and
request for report(s) on the status
of commitments made to the
event.
Attachment 3
Annual Public Safety Budget
FY2023 Annual Public Safety Budget (CONFIDENTIAL)
DRAFT
Amount Footnote
Public Safety Costs - Tenant (NFL Events) 3,505,050 $ 1 Public Safety Costs - Authority (Non-NFL Events) 2,233,631 $ 2 Public Safety Capital Expenditures (2023/24 Budget) 2,009,582 $ 3 Amortization of 2023/24 Budgeted Public Safety Capital Expenditures 111,285$ 4 Amortization of Prior Years Public Safety Capital Expenditures included in 2023/24 Budget 293,957$ 4 Public Safety Capital Expenditure Amortization in 2023/24 Budget 405,242 $ 4 Tenant's Estimated Public Safety Share 238,377 $ 4 Stadium Authority's Estimated Public Safety Share 166,864 $ 4 Footnotes to Schedule:
1 2
3 4
Assumes 10 home games, and that PSC above the threshold will be paid from the Discretionary Fund per Section 7.5.3 (a).
The proposed non-NFL event PSC budget is based on seven (7) events, assumed to be five (5) concerts and two (2) soccer events, for the 2023-24 fiscal year.
The Stadium Manager has received Public Safety Capital Expenditure requests from the SCSA Finance Director in December 2022 for the 2023-24 fiscal year totaling $2,009,582. This includes $1,677,750 of carryover requests for items approved in prior Capital Expenditure Plans. Please see the 2023-24 Capital Expenditure Plan for more detail.
Public Safety Capital Expenditure amortization for the current lease year is $406,292 which includes $295,007 of amortization from prior year Capital Expenditure purchases. The Tenant's estimated Public Safety Share is $238,995 and the Stadium Authority's estimated Public Safety Share is $167,297.
DRAFT 2/14/2023
FY2023 Public Safety Capital Expenditures (CONFIDENTIAL) DRAFT
Equipment Dept Quantity Useful Life FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Totals Kubota (4x4 gas powered UTV ambulance) Fire 1 10 15,922 - - - - - - 15,922 Kimtech MTD-103 Advanced (med cart upgrade) Fire 1 10 - 8,382 - - - - - 8,382 Kawasaki Pro-FXT LE Black Mule (1) Police 1 10 - 17,209 - - - - - 17,209 Kawasaki Pro-FXT LE Black Mule (2) Police 1 10 - 17,209 - - - - - 17,209 Portable Radios Police 20 5 - 50,980 - - - - - 50,980 Public Safety Command Post Dispatch System Police, IT 1 5 - 189,931 - - - - - 189,931 Kawasaki Pro-FXT LE Black Mule (3) Police 1 10 - - 15,738 - - - - 15,738 EMS Equipment (Auto Pulse Automated Compressors) Fire 2 5 - - 31,101 - - - - 31,101 EMS Equipment (ALS Lifepack Monitor) Fire 1 5 - - 30,810 - - - - 30,810 Diesel Particulate Filter for Stadium Authority Fire Truck Fire 1 10 - - 9,392 - - - - 9,392 APX 8500 Mobile Radio for Stadium Authority Fire Truck Fire 1 10 - - 7,150 - - - - 7,150 LCD3-3 Chemical Warfare Detector Fire 1 10 - - 13,734 - - - - 13,734 Up-Fitting Kawasaki Mules Police 3 10 - - 26,451 - - - - 26,451 Stadium Vehicles (Gator & Kubota) Upfits Fire 1 10 - - - 8,832 - - - 8,832 Storage Conex Garage for Apparatus Fire 1 10 - - - 12,416 - - - 12,416 Stadium Personal Protective Equipment Fire 1 3 - - - 45,238 - - - 45,238 Stadium Personal Protective Equipment - FY20 Rollover Fire 1 3 - - - - 14,886 - - 14,886 Heavy Lift Kit Fire 1 10 - - - 51,914 - - - 51,914 Radiation Detector Fire 1 10 - - - 17,910 - - - 17,910 Rope Rescue Gear Kit Fire 1 10 - - - - 27,054 - - 27,054 Motorola APX 6000 Radio/Charger/Battery Fire 1 5 - - - 4,517 - - - 4,517 Motorola Earpieces Fire 25 5 - - - 952 - - - 952 Battery Charging Pack for JHAT Crew Fire 1 5 - - - 72 - - - 72 Small Cooler and Ice Pack Fire 1 5 - - - 305 - - - 305 Mass Contamination Hydrant Nozzles Fire 4 5 - - - 1,649 - - - 1,649 Radio Batteries 2021 Police 188 3 - - - 19,574 - - - 19,574 Safety Gear for SEOs and TCs Police 195 2 - - - 5,892 - - - 5,892 Motor Vehicle Barricades Police 8 10 - - - 360,892 - - - 360,892 EOD Blankets/Water Barrier Police 1 5 - - - 13,743 - - - 13,743 Bicycles Police 10 5 - - - 22,734 - - - 22,734 Body Worn Cameras (BWCs) for Stadium Events Police 150 5 - - - 149,462 - - - 149,462 Permanent Changeable Signage Public Works 1 10 - - - - - 1,000,000 1,000,000 Portable License Plate Reader/PTZ Cameras Police 1 5 - - - - - - - - Fencing on Tasman & Lafayette Police 1 20 - - - - - - 70,000 70,000 GPS Software Tracking Personnel Police 100 5 - - - - - - 25,000 25,000 Staff Scheduling Software Police 1 5 - - 15,000 - - - 16,250 31,250 MCI Trailer Fire 1 10 - - - - 108,307 - - 108,307 Dispatch Monitors Police 16 5 - - - - 7,582 - - 7,582 Radio Chargers Police 3 5 - - - - - - 3,000 3,000 Radios Police 18 5 - - - - - - 79,000 79,000 RadHalo Remote Radiation Monitors Fire 4 10 - - - - 189,729 - - 189,729 PPE Replacement (Nomex Tops) - FY21 Fire 15 5 - - - - 5,759 - - 5,759 PPE Replacement (Nomex Bottoms) - FY21 Fire 15 5 - - - - 3,287 - - 3,287 Rigaku CQL 1064nm Handheld Raman Chemical Detector Fire 1 10 - - - - 50,348 - - 50,348 Tru Defender FTX S1 WMD Chemical Detector Fire 1 10 - - - - 61,514 - - 61,514 Vehicle Upfits for John Deere Gator Fire 1 10 - - - - 7,729 - - 7,729 Kawasaki Mule - EOD Team Police 1 10 - - - - - - 25,000 25,000 Kawasaki Mule - Special Response Team Police 1 10 - - - - - - 20,000 20,000 Enclosed Trailer (Previusly: Onsite Conex Storage) Police 1 10 - - - - - 15,283 - 15,283 PPE Replacement (Nomex Tops) - FY22 Fire 15 5 - - - - - 6,025 - 6,025 PPE Replacement (Nomex Bottoms) - FY22 Fire 15 5 - - - - - 3,360 - 3,360 Lifepak CR2 AEDs Fire 10 7 - - - - - 18,464 - 18,464 Rope Rescue Equipment Fire 1 5 - - - - - - 2,000 2,000 Communication Equipment - Police Radio Hand Packs Police 125 10 - - - - - - 437,500 437,500 Communication Equipment - Console Police 1 10 - - - - - 80,000 - 80,000 Body Worn Cameras (BWCs) for Stadium Event Officers Police 1 5 - - - - - 90,000 - 90,000 Replace End of Life Network Equipment 2022 IT 1 7 - - - - - 105,000 - 105,000 Replace End of Life End User Equipment 2022 IT 1 5 - - - - - 15,916 - 15,916 Observation Platforms on SAP Tower Police 1 5 - - - - - - - - Levi's Stadium Blast Analysis Police 1 5 - - - - - 119,750 - 119,750 Medixsafe Narcotics Safe Fire 1 5 - - - - - 1,857 - 1,857 PPE Replacement (Nomex Tops) - FY23 Fire 15 5 - - - - - - 4,500 4,500 PPE Replacement (Nomex Bottoms) - FY23 Fire 15 5 - - - - - - 2,500 2,500 Lucas CPR Assist Device Fire 2 8 - - - - - - 35,000 35,000 Blackline Combustible Gas Indicators Fire 1 5 - - - - - - 4,500 4,500 Replace end of life Network equipment 2023 IT 5 7 - - - - - - 105,000 105,000 Replace end of life End User equipment 2023 IT 23 5 - - - - - - 25,332 25,332 Kawasaki Mules Police 5 10 - - - - - - 132,500 132,500 Safety Gear for SEOs & TCs Police 195 2 - - - - - - 7,000 7,000 Radio Batteries Police 188 2 - - - - - - 15,500 15,500 Totals 15,922$ 283,711$ 149,377$ 716,102$ 476,195$ 455,655$ 2,009,582$ 4,106,544$ Equipment In Svc Date Estimate Useful Life FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Totals Kubota (4x4 gas powered UTV ambulance) Apr-18 10 - 1,592 1,592 1,592 1,592 1,592 1,592 9,553 Kimtech MTD-103 Advanced (med cart upgrade) Jun-18 10 - 699 838 838 838 838 838 4,890 Kawasaki Pro-FXT LE Black Mule (1) Jan-19 10 - 430 1,721 1,721 1,721 1,721 1,721 9,035 Kawasaki Pro-FXT LE Black Mule (2) Jan-19 10 - 430 1,721 1,721 1,721 1,721 1,721 9,035 Portable Radios Sep-18 5 - 5,948 10,196 10,196 10,196 10,196 4,248 50,980 Public Safety Command Post Dispatch System Mar-19 5 - 3,166 37,986 37,986 37,986 37,986 34,821 189,931 Kawasaki Pro-FXT LE Black Mule (3) Jun-19 10 - - 1,311 1,574 1,574 1,574 1,574 7,606 EMS Equipment (Auto Pulse Automated Compressors) May-19 5 - - 5,702 6,220 6,220 6,220 6,220 30,583 EMS Equipment (ALS Lifepack Monitor) Jun-19 5 - - 5,135 6,162 6,162 6,162 6,162 29,783 Diesel Particulate Filter for Stadium Authority Fire Truck Jul-19 10 - - 704 939 939 939 939 4,461 APX 8500 Mobile Radio for Stadium Authority Fire Truck Jan-20 10 - - 179 715 715 715 715 3,039 LCD3-3 Chemical Warfare Detector Oct-19 10 - - 687 1,373 1,373 1,373 1,373 6,180 Up-Fitting Kawasaki Mules Jul-19 10 - - 1,984 2,645 2,645 2,645 2,645 12,564 Stadium Vehicles (Gator & Kubota) Upfits Mar-21 10 - - - 74 883 883 883 2,723 DRAFT 2/14/2023
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FY2023 Public Safety Capital Expenditures (CONFIDENTIAL) DRAFT
Storage Conex Garage for Apparatus Mar-21 10 - - - 103 1,242 1,242 1,242 3,828 Stadium Personal Protective Equipment Mar-21 3 - - - 1,257 15,079 15,079 13,823 45,238 Stadium Personal Protective Equipment - FY20 Rollover Mar-22 3 - - - - 413 4,962 4,962 10,337 Heavy Lift Kit Oct-20 10 - - - 2,596 5,191 5,191 5,191 18,170 Radiation Detector Nov-20 10 - - - 746 1,791 1,791 1,791 6,119 Rope Rescue Gear Kit Dec-21 10 - - - - 902 2,705 2,705 6,313 Motorola APX 6000 Radio/Charger/Battery Mar-21 5 - - - 75 903 903 903 2,785 Motorola Earpieces Mar-21 5 - - - 16 190 190 190 587 Battery Charging Pack for JHAT Crew Mar-21 5 - - - 1 14 14 14 44 Small Cooler and Ice Pack Mar-21 5 - - - 5 61 61 61 188 Mass Contamination Hydrant Nozzles Mar-21 5 - - - 27 330 330 330 1,017 Radio Batteries 2021 Mar-21 3 - - - 544 6,525 6,525 5,981 19,574 Safety Gear for SEOs and TCs Mar-21 2 - - - 246 2,946 2,701 - 5,892 Motor Vehicle Barricades Nov-20 10 - - - 15,037 36,089 36,089 36,089 123,305 EOD Blankets/Water Barrier Nov-20 5 - - - 1,145 2,749 2,749 2,749 9,391 Bicycles Mar-21 5 - - - 379 4,547 4,547 4,547 14,019 Body Worn Cameras (BWCs) for Stadium Events Oct-20 5 - - - 14,946 29,892 29,892 29,892 104,623 Permanent Changeable Signage Oct-23 Est 10 - - - - - - 45,000 45,000 Portable License Plate Reader/PTZ Cameras N/A N/A 5 - - - - - - - - Fencing on Tasman & Lafayette Oct-23 Est 20 - - - - - - 1,750 1,750 GPS Software Tracking Personnel Oct-23 Est 5 - - - - - - 2,500 2,500 Staff Scheduling Software Oct-23 Est 5 - - - - - - 3,125 3,125 MCI Trailer Mar-22 10 - - - - 903 10,831 10,831 22,564 Dispatch Monitors Mar-22 5 - - - - 126 1,516 1,516 3,159 Radio Chargers Oct-23 Est 5 - - - - - - 300 300 Radios Oct-23 Est 5 - - - - - - 7,900 7,900 RadHalo Remote Radiation Monitors Mar-22 10 - - - - 1,581 18,973 18,973 39,527 PPE Replacement (Nomex Tops) - FY21 Mar-22 5 - - - - 96 1,152 1,152 2,400 PPE Replacement (Nomex Bottoms) - FY21 Mar-22 5 - - - - 55 657 657 1,370 Rigaku CQL 1064nm Handheld Raman Chemical Detector Dec-21 10 - - - - 1,678 5,035 5,035 11,748 Tru Defender FTX S1 WMD Chemical Detector Dec-21 10 - - - - 2,050 6,151 6,151 14,353 Vehicle Upfits for John Deere Gator Sep-21 10 - - - - 451 773 773 1,997 Kawasaki Mule - EOD Team Oct-23 Est 10 - - - - - - 1,250 1,250 Kawasaki Mule - Special Response Team Oct-23 Est 10 - - - - - - 1,000 1,000 Enclosed Trailer (Previusly: Onsite Conex Storage) Oct-23 Est 10 - - - - - - 764 764 PPE Replacement (Nomex Tops) - FY22 Mar-23 Est 5 - - - - - 96 1,150 1,246 PPE Replacement (Nomex Bottoms) - FY22 Mar-23 Est 5 - - - - - 54 652 706 Lifepak CR2 AEDs Mar-23 Est 7 - - - - - 220 2,638 2,858 Rope Rescue Equipment Oct-23 Est 5 - - - - - - 200 200 Communication Equipment - Police Radio Hand Packs Oct-23 Est 10 - - - - - - 21,875 21,875 Communication Equipment - Console Mar-23 Est 10 - - - - - 667 8,000 8,667 Body Worn Cameras (BWCs) for Stadium Event Officers Oct-22 Est 5 - - - - - 9,000 18,000 27,000 Replace End of Life Network Equipment 2022 Mar-23 Est 7 - - - - - 1,250 15,000 16,250 Replace End of Life End User Equipment 2022 Mar-23 Est 5 - - - - - 265 3,183 3,448 Observation Platforms on SAP Tower N/A N/A 5 - - - - - - - - Levi's Stadium Blast Analysis Oct-22 Est 5 - - - - - 11,975 23,950 35,925 Medixsafe Narcotics Safe Mar-23 Est 5 - - - - - 31 371 402 PPE Replacement (Nomex Tops) - FY23 Oct-23 Est 5 - - - - - - 450 450 PPE Replacement (Nomex Bottoms) - FY23 Oct-23 Est 5 - - - - - - 250 250 Lucas CPR Assist Device Oct-23 Est 8 - - - - - - 2,188 2,188 Blackline Combustible Gas Indicators Oct-23 Est 5 - - - - - - 450 450 Replace end of life Network equipment 2023 Oct-23 Est 7 - - - - - - 7,500 7,500 Replace end of life End User equipment 2023 Oct-23 Est 5 - - - - - - 2,533 2,533 Kawasaki Mules Oct-23 Est 10 - - - - - - 6,625 6,625 Safety Gear for SEOs & TCs Oct-23 Est 2 - - - - - - 1,750 1,750 Radio Batteries Oct-23 Est 2 - - - - - - 3,875 3,875 Totals -$ 12,264$ 69,757$ 110,881$ 190,372$ 258,184$ 405,242$ 1,046,700$ Events with tickets sold or available for sale > 20k FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Totals NFL (StadCo) Events 10 10 12 12 10 12 10 76
SCSA Events 10 9 5 5 0 7 7 43
Total Events 20 19 17 17 10 19 17 119
StadCo Proportion 50% 53% 71% 71% 100% 63% 59% 64%
SCSA Proportion 50% 47% 29% 29% 0% 37% 41% 36%
Depreciation Split FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Totals StadCo Depreciation - 6,455 49,240 78,269 190,372 163,064 238,377 725,777 SCSA Depreciation - 5,809 20,517 32,612 - 95,121 166,864 320,923 Totals -$ 12,264$ 69,757$ 110,881$ 190,372$ 258,184$ 405,242$ 1,046,700$ DRAFT 2/14/2023
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I I I I I I
2023 Non-NFL Events
Marketing Plan
January 31, 2023
DRAFT VERSION
1 Table of Contents
Levi’s Stadium Event Definitions and Profiles ........................................................................ 2 Levi’s Stadium Special Events ................................................................................................. 3 Looking Back ........................................................................................................................... 3 Looking Forward ...................................................................................................................... 8 Levi’s Stadium Public Events ................................................................................................ 10 Looking Back ......................................................................................................................... 10 Looking Forward .................................................................................................................... 12 Conclusion .............................................................................................................................. 16
DRAFT VERSION
2 Levi’s Stadium Definitions and Profiles:
The venue’s Non-NFL Event business is comprised of two over-arching event categories: Public Events and Special Events.
Public Events are stadium-wide, ticketed events open to the public. The Stadium has successfully executed a variety of different events that have brought local economic impact and higher awareness and positive brand association for Levi’s Stadium. Spanning numerous leagues, sports, and attractions, Public Events have helped establish Levi’s Stadium as an iconic venue. These high-profile events keep Levi’s Stadium in the limelight, which is a significant factor in driving the Special Events category of the Non-NFL Event business.
Special Events are private, usually non-ticketed and exclusive events, subject to the event’s nature and the client’s objectives. These events span a wide range, from weddings to corporate anniversaries, charitable fundraisers, and conferences, and make up the vast majority of the venue’s event calendar. The Special Events sales pipeline is driven primarily by relationships formed with local companies, as well as our reputation and established experience in hosting a variety of events, and the luster of hosting at a venue known for hosting such high-profile events as 49ers games, Super Bowl, COPA America, College Football National Playoff, Wrestlemania, and famous artists’ concerts.
Therefore, we are not only focused on the immediate health and profitability of our business, but also the connections we create with clients and opportunities to innovate the venue’s guest experience.
DRAFT VERSION
3 Levi’s Stadium Special Events
Looking Back:
At the start of 2022, the Special Events team was cautiously optimistic about how the year would end up.
Coming off another tough setback from COVID variants in the winter of 2021, the year was slow to start, and many clients were unsure of what 2022 would look like for in-person events. Fortunately, as the weather warmed up and health restrictions settled, inquiries for in-person events flooded the Special Events website, email and phone lines and the sales team was busy fielding leads. Between March and May of 2022, the team received 136 leads compared to only 58 leads the year before during the same timeframe. With the increased sales activity and workload, the focus turned to hiring more staff and getting back to basics by updating sales and service processes to better serve the current trends and expectations. Over the past year, the Special Events team has added two new employees, fielded just under 400 leads, booked 64 events, and exceeded performance goals in both revenue and customer satisfaction ratings. 2022 Goals
1. Fully Staff Department
One of the main objectives in last year’s marketing plan was to have a fully staffed Special Events team by the end of 2022 to achieve department goals and continue to build the sales pipeline. After a slow start to the 2022 calendar year, event bookings picked up in the spring and summer and a second Event Manager was hired in August. In September, a second Sales Manager was hired for a total of two Sales Managers and two Event Managers.
2. Monthly Sales and Marketing Campaigns
Levi’s Stadium Special Events executed six email campaigns between and two holiday e-cards between May and December of 2022. These campaigns reached over 50,000 prospective clients with an average click through rate (CTR) of 8.47% (see table below for additional data.) Regular email campaigns are an important part of the sales process for Levi’s Stadium Special Events.
They build brand awareness and educate our email database on the current event offerings at the stadium. Another advantage to email marketing is consistent exposure for anyone looking to source an event venue. Our sales team cannot predict when companies will be sourcing venues, but they can remain visible through email communication and on social media so when that time does come around, Levi’s Stadium can be top of mind. The first step is brand exposure, after that, the sales team must proactively work with clients to meet their event goals and expectations through sales calls, proposals, and site visits.
Email campaigns are meant to be conversation starters and creative idea igniters. If a client is interested in hosting an event at a unique venue like Levi’s Stadium, they are likely open to creative, out of the box event concepts. Our goal is to capture a reader’s attention so they will click on the call-to-action button and reach out for a meeting. Below are examples of our marketing campaigns from the past year:
MAY 2022 – Celebrate the Holidays (Spring Campaign)
DRAFT VERSION
4 JUNE 2022 – Forever Memories (Proms & Socials)
SEPTEMBER 2022 – Time to Sparkle (Holiday Incentive)
SEPTEMBER 2022 OCTOBER 2022
Booking Holidays & Beyond (SVBJ) Holiday Party Checklist
DRAFT VERSION
5 2022 Marketing Campaign Performance
*Click to Open Rate (CTOR): Compares the number of unique clicks (clicking within the email) to unique opens (number of emails opened.) This number indicates how effective the campaign was and if it generated enough interest for the reader to engage.
3. Event Industry Partnership
The Admin Awards
Third Party E-Blast/AdvertisementInternal E-BlastCampaign Name Date Emails Delivered Emails Opened% Opened Clicks % Clicked CTOR*Celebrate The Holidays (Spring) 5.19.22 2,467 1,093 44.30% 72 2.90% 6.54%Forever Memories (Prom/Social) 6.9.22 2,820 1,153 40.89% 54 1.91% 4.68%Time to Sparkle (Holiday Incentive) 9.9.22 2,792 1,142 40.90% 67 2.40% 5.87%SVBJ: Booking Holidays & Beyond 9.13.22 27,913 10,355 37.10% 94 0.34% 0.91%Unique Venues: Time to Sparkle 9.22.22 4,604 1,536 33.36% 1,013 22.00% 65.95%Holiday Party Checklist 10.5.22 2,745 1,054 38.40% 55 2.00% 5.21%Thanksgiving E-Card 11.23.22 2886 1177 40.78% 113 3.90% 9.56%Happy Holidays E-Card 12.15.22 4,656 917 19.70% 93 2.00% 10.14%TOTAL 50,883 18,427 36.21% 1,560 3.07% 8.47%Dedicated Email Performance AveragesAverageRangesUnique Open Rate (% Opened) 17.71% 7.10-25.80%Unique Click Through Rate (% Clicked) 0.32% 0.10-4.10%UniqueClick To Open Rate (CTOR) 1.78% 0.10-18.20%Provided by Silicon Valley Business Journal
DRAFT VERSION
6 As the Special Events team looked at event industry partnership opportunities for 2022, the Admin Awards was at the top of the list for a variety of reasons. As noted in past reports, the Admin Awards is a unique organization which recognizes and rewards the achievements of administrative professionals through local chapter involvement. The Bay Area has two Admin Awards chapters, Silicon Valley and San Francisco. Levi’s Stadium Special Events has been involved with the Silicon Valley chapter since 2018 and the San Francisco chapter since 2019. In addition to supporting administrative professionals and all they do for their organizations, involvement in the Admin Awards has provided an opportunity to generate new connections with local companies resulting in multiple event bookings.
This year, the sales team decided to partner with the Admin Awards as a sponsor of the Silicon Valley Awards and the San Francisco Awards. The partnership included time at the podium to present an award, access to the attendee list for sales outreach, branding on event marketing material, and a position on Board of Directions which meets monthly to plan the event (additional sales networking opportunity). In addition to the sponsorship package, Levi’s Stadium and the Forty Niners donated game tickets for an award winner as well as an appearance from Sourdough Sam, providing additional value within the partnership.
Connections made at the Admin Awards resulted in three event bookings for 2022 which totaled just under $400,000 in gross revenue. Given the success of this sponsorship, the sales team is currently exploring another sponsorship package with the Admin Awards for 2023.
4. Client Prospecting & Industry Partner Event
(See the “Looking Forward” Section for an update on this 2022 goal.)
2022 Key Wins/Strengths
1. Booked Events Increased by 481%
The Special Events sales team booked 11 private events between April of 2021 and March of 2022.
Within that time, the team received 323 leads (average of 27 leads per month) through the event inquiry form on the website, email outreach and phone calls and referrals from other clients and partners. In 2022, the team saw a dramatic increase in both leads and booked events. Between April and December of 2022, they received 383 leads (average of 43 leads per month) and the team booked 64 events.
The increase in leads and booked events is a positive sign for both the Special Events business and the events industry. As predicted by many health experts and industry professionals in 2020, it would take up to two years for industries, such as the meetings and events industry, to recover from the impacts of COVID-19. Although business has not fully recovered to pre-pandemic numbers, it is much closer than this time last year, and leads continue to come in for 2023. Of course, there are likely to be lasting effects of COVID on the business and the team will continue to remain flexible and work with companies to meet their evolving needs. Examples of this are reduced headcount/size of events, limited budget, and shorter turnaround time between contracting and the event date. - Quick Turnaround Events
Events contracted within 4 weeks of the event date are considered quick turnaround events or “quick-turn events.” The typical booking window for special event clients depends on the type and size of the event. Corporate and association events with a larger headcount (600+ attendees) and event budget will typically book anywhere from nine to twelve months in advance due to planning deadlines. Social events like proms, weddings and birthdays also book up to a year in advance to secure dates. Most other events like corporate meetings,
DRAFT VERSION
7 receptions and tradeshows can be booked up to six months in advance to secure dates and provide ample time for planning.
Of the 64 events booked to date for the 2022 fiscal year, 45% of the booked events (29 events) were contracted within four weeks of the event date. For reference, between January and December of 2019, only 26% of the booked events were contracted within four weeks of the event date.
How quick-turn events impact the business:
Quick decision making is required by clients to ensure orders are placed on time and the event can be executed to stadium standards. This can make the planning process feel rushed for the client and may impact their experience working with the stadium events team.
Options for upgrades, enhancements, and add-ons may be limited or may come at a premium price because of the need to expedite orders.
Internal stakeholders are required to turn around information quickly while also balancing other events and projects. An event that typically takes two to three months to plan is being planned in two to three weeks.
2. Field Events
The playing field is the most popular location for event guests within the stadium, providing a once-in- a-lifetime experience when they are able to walk onto the field and take in the beauty and grandeur of Levi’s Stadium. 2022 proved to be a unique year for the Special Events sales team as it relates to selling events on the field. With outdoor events being more popular than ever (due to COVID) and three public events booked between May and July, the sales team was able to book six field events on dates before and after concert load-ins. The first private event booked on the field was in April for a tech company supporting youth sports. This client booked four separate events on the field for youth soccer and flag-football games. These were low impact events with high community involvement and the sales team hopes to rebook with this client in 2023.
The next private event to be booked on the field was in June for a large non-profit and included a plated dinner for 500 guests, along with a stage for live entertainment and dancing on the field. In July, the sales team booked a corporate reception on the field for over 1,000 attendees. The event included various games and activities, a dance floor with a DJ and dinner on the field.
Given the success of these field events, the sales team looks forward to more opportunities to book field dates in 2023, working with the Public Events team to take advantage of dates in between concerts and other public events.
a. Out of the Box Events/Creative Solutions
Another theme in 2022 was “out of the box” events and creative solutions for clients. When a client is interested in hosting a meeting or event at an NFL stadium, there is already a level of creativity and “out of the box” thinking incorporated in their event plan. With the additional consideration of COVID and how to plan a safe and engaging event, the sales pitch and planning process became more creative than ever. Take for example an event hosted in October for 900 attendees. The client was looking for a venue that could support a general session for all attendees in addition to 5-6 breakout spaces and a location for meals. While attending Connect West in 2021, the sales team met a vendor who provided audio solutions through headphones for meetings and events. The headphones could be connected to a DJ console or an audio board for a microphone so hundreds/thousands of guests could all participate in the same audio program. The sales team pitched the idea of hosting the 900-person event in the stadium bowl seats with headphones so all
DRAFT VERSION
8 guests would be able to hear the presenters. The client liked the concept, the event was a huge success, and the sales team now has a new creative solution for large events with programing.
Not only is the team looking for solutions for large events, but they are also working with clients to create one-of-a-kind experiences for small groups. A corporate client reached out regarding an executive dinner for 15-20 guests, and they were looking for a unique location within the stadium to host the dinner. The sales team pitched an intimate dinner on the sidelines of the field with a curated menu from Levy. It was a very special night for the event guests and a wonderful example of how versatile and unique the special event business is at Levi’s Stadium.
Looking Forward/2023 Objectives:
1. Industry Partnerships & Advertising
As noted earlier in the plan, the sales team will renew a sponsorship with the Silicon Valley and San Francisco Admin Awards to pursue more opportunities with Bay Area companies and connect with the administrative professionals in charge of sourcing venues for meetings and events. The goal is to expand the existing partnership and become a valuable resource for both the Admin Awards and its chapter members.
The sales team will also continue working with the Silicon Valley Business Journal (SVBJ) on advertising opportunities as well as strategic event sponsorships. Advertising through the Business Journal provides the Special Events team with an opportunity to cast a wide net (over 25K emails sent) within a specific geographic location (the Bay Area).
For a more national reach, the sales team will continue to work with Unique Venues, a platform that matches planners with unique event spaces based on location and event requirements. This past year the team received two leads from the Unique Venues email campaign. The campaign went out to 4,600 emails with a click to open rate (CTOR) of 65%, the highest CTOR of any campaign run this year. The team is excited to continue this partnership and explore new opportunities to connect with event professionals seeking out a unique venue such as Levi’s Stadium.
2. Sales Events
The sales team looks forward to next year’s line-up of sales conferences and industry trade shows. In 2023 the team will return to IMEX and Connect West for opportunities to network with event planners and DMCs interested in booking events in the Bay Area.
a. IMEX
IMEX will take place in Las Vegas in October and consists of a trade show, networking events and one-on-one appointment opportunities, in addition to educational courses and other activities. Since 2021 the sales team has opted out of investing in a trade show booth (7K-10K) and instead focused on direct outreach and networking through contacts at the event. This system has proved to be a success for both the sales prospecting experience and the impact on the marketing budget. While attending IMEX in 2022, the sales team was able to connect with a prospective client and book an event within days of the conference totaling over $60,000 in gross revenue.
b. Connect West
The team also plans to return to Connect West in 2023. Connect West is a two-day conference for event planners interested in hosting events in Nevada, Arizona and California. The
DRAFT VERSION
9 conference provides planners and suppliers with the opportunity to participate in one-on-one pre-qualified appointments, in addition to educational courses and networking events. By attending Connect West this past year, the sales team was able to make key connections with four prospects including two DMCs and acquired a list of 24 qualified leads for future outreach. c. Local Events
In addition to the national sales events, the team will continue to focus on local business by attending Bay Area sales events hosted by groups such as Meeting Professionals International Northern California Chapter (MPINCC), Professional Convention Management Association (PCMA) and the Silicon Valley Business Journal (SVBJ). Remaining connected and visible within the local hospitality and events industry is extremely important to the success of the Special Events business and the reputation of Levi’s Stadium.
3. Update Event Packages & Experiences
With the uptick in leads and event bookings, the Special Events sales and service team will direct their attention to upgrading event packages and experiences based on current trends and interests driven by their clients. When clients book meetings and events at Levi’s Stadium, they are most interested in the Forty Niners brand and how it can be incorporated into their event. Whether it be utilizing a club space with sweeping views of the playing field, a visit to the 49ers Museum, access to the field to participate in football skills and drills or an appearance from the 49ers mascot Sourdough Sam and the 49ers drumline; clients are typically looking for unique and memorable experiences centered around the 49ers.
In 2023, the Special Events team will be exploring new/upgraded “49ers experiences” packages that can be added to events. They will be looking to upgrade the football Skills and Drills experience to include an opportunity to run out of the players’ tunnel on to the field and personalized messaging on the video boards. The team will also be developing new photo opportunity packages with the Super Bowl trophies and ways to incorporate the 49ers gameday entertainment (Gold Rush, Sourdough Sam, Drumline) into larger events for a full gameday experience package.
These packages are an opportunity to provide event guests with a unique and one-of-a-kind experience only available by booking an event at Levi’s Stadium.
4. Client Prospecting & Industry Partner Event
In 2021, the Special Events department created a goal of hosting a client prospecting and industry partner event. Due to a higher number of leads and bookings than anticipated, along with tighter resources in staffing, the team decided to push this goal to 2023 to ensure it will be executed properly.
Over the past year, the Special Events team has been focused on hiring staff and fielding leads and quick turn events. The sales team has been busier than expected with inbound leads, requests for proposals (RFPs), event postponements/cancellations and unusual contract requests. With the increase in sales activity, the focus has been on converting events and working closely with clients to find solutions within a reduced turnaround time.
The team also received feedback from multiple vendors and industry suppliers who were short-staffed and low on resources and materials throughout the second half of the year. Suppliers mentioned they unfortunately had to turn down business due to limited staff and materials, which would have been unusual before COVID but now seems to be a common issue. With this information, the team felt 2022 was not the appropriate time to host an event with clients and suppliers.
DRAFT VERSION
10 Instead, the sales team took advantage of opportunities to attend other industry networking events around the Bay Area and better understand how these events have evolved since 2019. With so much turnover in the hospitality industry and many customers and suppliers looking to reconnect, the team is excited for the opportunity to bring people back together and promote Levi’s Stadium and Santa Clara as a meeting and events destination for years to come!
Special Events Key Performance Indicators (KPIs)
2022 Year-to-Date Performance
2022 Special Events Key Performance Indicators (KPIs)
2022 Goal 12/31/22 Variance
1. Contracted Revenue $4,200,000 $4,360,000 $160,000
2. Client Satisfaction Scores (1-5)
Overall Event Experience 4.0+ 4.78
Event Sales Experience 4.0+ 4.89
Event Planning Experience 4.0+ 4.82
2023 Performance Goals
2023 Special Events Key Performance Indicators (KPIs)
2023 Goal YTD Variance
1. Contracted Revenue $5,040,000 $ - $ -
2. Client Satisfaction Scores (1-5)
Overall Event Experience 4.5+
Event Sales Experience 4.5+
Event Planning Experience 4.5+
Levi’s Stadium Public Events
Looking Back:
Since the opening of Levi’s Stadium in 2014, the Public Event business has continued to bring the industry’s largest acts and sporting events to Santa Clara, delivering significant economic impact and exposure to the region.
After nearly three years without concerts due to the COVID-19 pandemic, Levi’s Stadium hosted one of the largest, most diverse, and profitable Public Events years in the stadium’s history. We welcomed a total of six concerts and one international soccer match, spanning from May to October.
In addition to bringing in revenue via tickets, ticketing fees, food and beverage, and merchandise, Public Events also enhances the value for SBL holders, who have committed more than $500M to Levi’s Stadium and purchased over $18M in Public Events inventory at the stadium. Priority ticket presale access gives SBL Members a chance to purchase specific premium seating available for many events and shows prior to the general public.
DRAFT VERSION
11 SBL Members have already purchased thousands of tickets, accounting for over $1M in sales for the three 2023 concerts that went on sale this past year.
1. Public Events in 2022
Due to the continued focused efforts and calendaring strategy, the Public Events team was able to successfully produce seven full stadium events including Coldplay’s Music of The Spheres World Tour, Grupo Firme’s Enfiestados y Amanecidos Tour, Red Hot Chili Peppers’ Global Stadium Tour, The Weeknd’s After Hours Til Dawn Tour, two nights of Elton John’s Farewell Yellow Brick Road The Final Tour and an international soccer match between Mexico and Colombia in the MexTour Sendoff Series.
The Public Events team pursued numerous promoters over the course of the year in order to place Levi’s Stadium at the forefront of decision makers. Routing several events simultaneously can be challenging.
The team capitalized on these relationships and ability to be nimble when adjusting scheduling conflicts in order to fill the Non-NFL Event season with seven events over the course of six months.
2. Profitability
In addition to securing seven unique events, the Public Events team was also able to maintain an elevated level of profitability for each. We tactfully evaluated each revenue generating vertical to negotiate deal terms that most significantly impacted the overall net. While ensuring profitability, we also worked in tandem with promoters to agree to terms that were mutually beneficial in order to establish long lasting relationships.
3. Weekday curfew extension
With the new process in place for weekday concerts, the Public Events team worked diligently with promoters to capitalize on tours that were previously unable to make stops at Levi’s Stadium due to the need for a weekday. In previous years, the Stadium Manager was forced to pass on artists who could only route shows in the Bay Area during weekdays, as the music ban hindered them from playing the venue.
The new waiver extension proved to have an immediate impact. After nearly three years without concerts, due to the COVID-19 pandemic, the first event back in the building was Coldplay’s Music of The Spheres World Tour, which occurred on Sunday, May 15th. We were also able to successfully add a second show for Elton John’s Farewell Yellow Brick Road The Final Tour on Sunday, October 9th. The addition of these two concerts generated over $1.6 million in net profits.
4. Diverse line up
The Public Events team worked diligently to secure a distinct product mix in order to grow and diversify our attendee and customer database. The concerts offered included varying music genres covering classic rock, hip hop, soft rock, and the stadium’s first ever Latin show. We were also able to cater to the growing Northern California soccer community by hosting the Mexican National Team vs. Colombia in their last match prior to playing in FIFA World Cup Qatar 2022™.
5. Proactive outreach based on travel and entertainment budget
Continued proactive outreach and the ability to maintain strong relationships in the live entertainment industry is imperative to a successful calendar year. In-person meetings are impactful as we must stay at the forefront of promoter’s minds when they map out upcoming tours. We strive to actively engage with the top decision makers and continuously present Levi’s Stadium as one of the premier sports and entertainment venues in the country.
DRAFT VERSION
12 With the approval of the travel and entertainment budget, the Public Events team was able to secure a multitude of in-person meetings with key decision makers to actively seek stadium content.
Over the course of the fiscal year, the Public Events team secured over 31 in-person meetings with the top promoters in the industry including AEG, AEG Presents, Live Nation, Major League Soccer, Soccer United Marketing, Messina Touring Group, Mendez Music and Entertainment, Music VIP Entertainment, Global Dance, Wasserman Music, Concerts West, Feld Entertainment, and LA Galaxy.
With the commitment to cultivate and steward new and existing relationships, we were able to create a full calendar of content and proactively work to fill the calendar for subsequent years.
6. Public Events secured for 2023
The Public Events team has already successfully secured three concerts for 2023.
Taylor Swift’s The Eras Tour was announced on November 1st, days after the eleven-time GRAMMY winner broke streaming, physical and vinyl album sales around the world. Taylor’s critically acclaimed album, Midnights, was the fastest selling album of her career. Due to the overwhelming demand for tickets, Levi’s Stadium was able to secure two nights.
Multiple GRAMMY® Award-winning, global superstar Ed Sheeran is on tour for the first time since his history-making “Divide Tour” in 2018, which officially became the most-attended and highest-grossing tour of all time by its completion. Levi’s Stadium was unable to secure a date for this tour in 2018 due to the weekday music ban so we were thrilled to successfully route a Santa Clara stop for 2023.
Looking Forward:
1. Continued proactive outreach based on travel and entertainment budget
In order to maintain relevance in the industry and continue the success of the public event business, it is necessary to be proactive with networking and relationship building with key decision makers.
The Public Events team saw a significant and immediate impact on the in-person meetings and touch points made in 2022 and we look to carry those same practices into 2023.
Utilizing the approved travel and entertainment budget, we will meet with the top promoters in the major events business once again. These points of contact are imperative in strengthening the existing relationships. Along with continued outreach to promoters, who actively conduct business with the Public Events team, we will also layer in outbound meetings with promoters and decision makers who have not held events at Levi’s Stadium in the past. We are continuously evaluating new content and exploring unique small, mid, and large-scale events. Expanding upon our current network will open up the opportunity for new business and additional profits.
In addition to in-person meetings, the Public Events team will also utilize the approved travel and entertainment budget to attend industry related conferences. As the music and entertainment industry evolves it is necessary to be knowledgeable about new insights and ideas presented through conference content.
2. Small-to-mid scale events
DRAFT VERSION
13 The Public Events team proactively engages in discussions with various promoters to evaluate a wide range of small-to-mid scale events (anywhere from 1K to 20K in anticipated attendance). We look to amplify our portfolio of ticketed events beyond large-scale concerts and sporting events by evaluating smaller opportunities as well. Potential events we have explored include stadium golf, food festivals, drone racing, runs, races, and music festivals.
Ultimately these did not come to fruition because we were unable to agree on terms that would provide a profitable outcome. The major challenge for these events is prohibitive public safety costs.
Although we were not able to produce a small-to-mid scale event in 2022 we will continue to evaluate and explore these opportunities.
3. Weekday curfew extension
The Public Events team will continue to ensure the weekday curfew approval maximizes revenue generating opportunities only as needed. Similar to previous years, promoters have already contacted the stadium looking for weekday availability. The 2023 calendar is proving to be a demanding year for concerts and weeknight availability is at an all-time premium. We are currently working with specific high-profile artists on west coast routing where the only way Levi’s Stadium will be in the tour is if a weeknight is an option.
4. Leverage organic assets towards ticket sales
The Public Events team will leverage Levi’s Stadium and 49ers organic assets to increase the viewership of upcoming events through a variety of outlets.
We will continue to promote Public Events using digital video boards during 49ers home games and non- event days. Public Events are also promoted through a full slate of Levi’s Stadium and 49ers digital and social channels, including specific event pages on the levisstadium.com website, and promotion of monthly and event specific emails to our vast database. The database for non-NFL event ticket marketing generates over 113,000 accounts. These accounts include 11,000 SBL members. The remaining 102,000 accounts include Levi’s Stadium subscribers as well as previous buyers of a similar audience to the event being promoted.
Examples of video board rotations visible to daily Tasman foot and vehicle traffic:
DRAFT VERSION
14 Example of promotion of ticket sales via monthly and event specific emails to customer database:
DRAFT VERSION
15 Example of promotion of event announcements on Levi’s Stadium social platforms:
4. Key Performance Indicators:
Promoter visits - securing in-person meetings with the top promoters in the industry significantly strengthens existing relationships and builds the foundation for new connections. The Public Events team will use 25 in-person meetings as a metric to enhance our client portfolio and evaluate new opportunities.
Number of events held - based on past performance and industry trends we feel confident the Public Events team will execute 7 events. This accounts for our ability to tactfully work with promoters to place events according to our calendar availably.
Event mix - we work diligently to create a diverse product mix in order to grow and expand our attendee and customer database. Our goal of hosting 7 events includes concerts of varying music genres, and soccer matches ranging from international clubs, national teams, and clubs from Major League Soccer.
DRAFT VERSION
16 Conclusion
As we recap a profitable year and lay the foundation for continued success, we are confident we have outlined a marketing plan that conveys our strategic approach to attract significant private and public events. Proactive client outreach, tactical marketing plans, creativity, and cooperation will continue to produce highly profitable events for the Stadium Authority.
Attachment 5
Stadium Authority Budget Policy
SCSA Board Policy Manual
Proposed
March 7, 2023
Stadium Authority Board Budget Policy
The Santa Clara Stadium Authority (Stadium Authority) has a responsibility to the Santa Clara community, its financing agencies, the Forty Niners Stadium Management Company (ManCo), and other stakeholders to manage the Stadium finances wisely and with transparency and to plan for the provision of services desired by, and in the best interest of, the public.
The Proposed Operating, Debt Service, and Capital Budget fo r the Stadium Authority is developed as required in the Stadium Aut hority Management Agreement, Section 4.6:
Annual Operating Budget. The budget provides the necessary funding to administer the duties of the Stadium Authority, including:
• Funding for operating the Stadium for Non-NFL events through ManCo, • Advancement of the FY 2023
/24 Work Plan;
• Payment of debt service obligations; and,
• Maintenance of a five-year capital plan.
Through the Management Agreement, ManCo is held to a Standard of Care as outlined in Section 2.9 of the Management Agreement, which states:
2.9 Standard of Care. Subject to the limitations set forth in this Agreement, the Budget, and the Stadium Lease, the Stadium Manager shall exercise prudent, commercially reasonable good faith efforts in managing and operating the Stadium in accordance with the terms hereof so as to (a) maintain the Stadium in the Required Condition and operate the Stadium as a quality NFL and multi-purpose public sports, public assembly, exhibit and entertainment facility, to a standar d of quality comparable to other similar facilities (except that the parties recognize that portions of the Stadium may be in need of capital upgrades); (b) control Manager Operating Expenses, StadCo Operat ing Expenses and Stadium Authority Operating Expenses; and (c) maximize Operating Revenues.
This policy is designed to provide standards for financial decision-making consistent with applicable law, agreements, and debt covenants and establish parameters for directing the financial affairs of the Stadium.
This policy is meant to be dynamic and is su bject to change as the needs arise or when additional information is available. All amendments will be approved by the Stadium Authority Board (Board) at a public meeting.
A. Budget Objectives:
1. Ensure proper governance and accountabilit y as reflected in the annual budget.
2. Identify needs of the community, ManCo, and key stakeholders (such as Stadium Builder Licens e holders/season ticket hol ders, fans, and event attendees).
3. Inform and communicate clearly and thoroughly to the comm unity as a whole the Stadium Authority’s fiscal position and budget schedule/hearings to actively SCSA
SAN TA Cl.ARA STADI UM AUTIIORITY
SCSA Board Policy Manual
Proposed
March 15, 2022
participate in the Stadium Board’s budget deliberations.
4. Align the budget wit h Stadium Authority Board priorities and duties, as proposed by the ManCo, Stadium Authority staff, and/or Board members.
5. Identify and budget the resources required to perform services and accomplish policy objectives.
6. Ensure the long-term upkeep and maintenance of the Stadium.
7. Set standards to measure, monitor, and evaluate the Stadium Authority’s accomplishment of budget objectives and expenditure of appropriations:
Quarterly Financial Reports
Annual Budget Review and Adoption
Annual Financial Statements
8. Focus on business process redesign in order to improve productivity and quality, flexibility, and cost-effectiveness of service delivery (e.g., streamlining, simplifying, reorganizing functions, and reallocating resources).
B. Budget Policy Statements:
1. Stadium Authority Staff will submit a st ructurally balanced budget (revenues will equal or exceed expenses) for Stadium Au thority Board approval to cover annual debt requirements and operating and main tenance expenses. If a structural imbalance occurs, a plan will be devel oped and implemented to correct the imbalance.
2. Stadium Authority Ex ecutive Director will submit the annual proposed budget to the Board in compliance with the relevant provisions of the Stadium Management Agreement in late February/early March for Board review and public input and the Board will adopt the annual budget before March 31 st of each year.
3. The Stadium Authority Budget will comply with all local, including Measure J, State, and Federal legal requirements.
4. The Stadium Authority Budget will provide for adequate maintenance and repair of capital and equipment for the Stadium:
a. An annual capital budget will be prepar ed and approved by the Board as part of the annual budget.
b. A five-year capital plan will be prepared and updated annually. The plan will prioritize all anticipated capital projects.
5. The Stadium Authority will maintain a budgetary control system to ensure adherence to the budget and will use a budge t/encumbrance control system to ensure proper budgetary control. Budgetary appropriation control for expenditures shall be at the fund level.
6. Stadium Authority st aff will prepare quarterly r eports comparing actual revenues and expenses to budgeted amounts.
7. Stadium Authority staff will bri ng forward budget amendments for Board consideration during the year in order to address unanticipated needs, emergencies, or compliance with Stadium agreements.
8. The Stadium Authority Budget will be prepared using the accrual basis.
9. The Stadium Authority Tr easurer is responsible for coordinating the overall preparation of the Stadium Authority’s budget and analyzing its content, reflective SCSA
SAN TA Cl.ARA STADI UM AUTIIORITY
SCSA Board Policy Manual
Proposed
March 15, 2022
of expenses fo
r operations of ManCo and Stadium Authorit y staff, debt requirements, and capital expenses.
Budget Development Process:
The Stadium Authority
Treasurer is responsible for coordinating the overall
preparation of the Stadium Au thority’s budget and analyzi ng its content. The goal of each budget development proc ess is that the Budget is presented to the Board and the public at one Study Se ssion and one Public Hearing before its final approval of the annual budget. The following are key steps to the budget development process:
1. In November of each y ear (or before), Stadium Aut hority staff will meet with the ManCo and develop the an nual budget development plan which includes the date that the ManCo w ill provide all necessary documents as required by the Stadium Lease and Stadi um Management Agreement.
2. No later than 45 days prior to the star t of the upcoming fiscal year, the ManCo will provide annual documents as outlined in the Stadi um Agreements, which will be used in the Budget Development Process.
Stadium Operations and Management Plan ( Source: Stadium Management Agreement)
• Annual Shared Expense Budget w/ Five Year Projection (Source: Stadium Management Agreement)
• Annual Stadium Op erations Budget ( Source: Stadium Management Agreement)
• Annual Public Safety Budget (Source: Stadium Management Agreement) • Capital Expenditure Plan with Five Year Projection ( Source: Stadium Management Agreement)
Non-NFL Event Marketing Plan (Source: Stadium Management Agreement)
3. Stadium Authority staff will fully analyze the ManCo’s budget submission including but not limited to the number of FTEs reco mmended and related personnel costs; line item recommended expenses; and strategic fo cus of recommended resources using various tools such as historical expense analysis, incremental increases, and base budget review.
4. Stadium Authority staff will calculate the budget for Stadi um Authority General and Administrative costs (such as staff costs, consulting, audit, legal, and any reasonable and necessary expenses to uphold its support of the Board).
5. Stadium Authority st aff will calculate any necessary funding to be used for the Stadium Authority’s Discretionary Fund.
6. Stadium Authority staff will compile a draft budget incorporating the items provided by the ManCo (see step 2 on the previous page) and calculated by staff and will submit the document to the Stadium Authority Board at a Study Session or Public Hearing for review and seeking input from the public and the Board.
7. Prior to March 31st, staff will submit th e proposed Annual Stadium Authority Budget to the Board for final approval.
SCSA
SAN TA Cl.ARA STADI UM AUTIIORITY
Attachment 6
Stadium Authority Compliance
and Management Policy
SCSA Board Policy Manual
Policy 3.0
Adopted March 27, 2019
Stadium Authority Compliance and
Management Policy
This policy sets the framework for compliance of the mandates of The Santa Clara Stadium Taxpayer Protection and Economic Progress Act (Measure J), passed by the voters of the City of Santa Clara in June 2010 and the management of Levi’s Stadium (Stadium). Measure J was the legislation that approved the development on City-owned land of a Stadium suitable for the exhibition of professional football games and other event subjects, however, to the binding requirements set forth in Measure J to safeguard the City’s General and Enterprise Fund and protect City taxpayers. Measure J was enacted for the following purposes:
1. Generate New Revenue for Santa Clara
2. Create New Jobs
3. Provide Taxpayer Protections
4. Generate Community Funding
To ensure that Levi’s Stadium (Stadium) operates within the boundaries of Measure J and that the Stadium is managed effectively, the Stadium Authority Board (Board) established the following Board priority in January 2017:
Ensure Compliance with Measure J and Manage Levi’s Stadium
The Board is committed to complying with the regulations of Measure J and governance of the Stadium Authority and its activities through the below framework:
.
Oversight – effective management of the Stadium
Commitment – to the citizens of Santa Clara to protect the community and safeguard the City’s General Fund Compliance – with Measure J and various Stadium agreements Transparency – to provide information required for decision making Communication – to keep the public informed of issues related to the Stadium Adequate Resources – to maintain the necessary resources, including staffing, to effectively manage the Stadium
Enforcement – to require that Stadium contracts and agreements are accurately followed Monitoring – perform compliance and financial audits by both internal and external auditors Corrective Action – audit report of all findings which will require a written response to any non-compliant finding
Stadium Authority Board decisions must be aligned to the voter approved Measure J legislation and evaluation of this initiative must be reviewed against the purpose for which Measure J was established. The intent of the above framework is to provide transparency of conventional activities that the Stadium Authority will engage in to ensure Measure J compliance.
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-334 Agenda Date: 3/7/2023
REPORT TO COUNCIL
SUBJECT
Tentative Meeting Agenda Calendar (TMAC)
COUNCIL PILLAR
Enhance Community Engagement and Transparency
BACKGROUND AND DISCUSSION
The purpose of the TMAC is to provide the public advanced notifications of tentative dates of Council Study Sessions, Joint Council/Commission meetings, as well as Council Public Hearing and General Business agenda items. It is important to note that the TMAC is a Tentative Calendar planning tool and reports listed are subject to change due to Public Hearing publication requirements and agenda management.
City of Santa Clara Printed on 3/2/2023Page 1 of 1
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2/16/2023 12:19:16 PM
________
Tuesday, March 7, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Study Session
23-117 Cleanup Campaign Alternatives and Community Survey Results
Special Order of Business
23-95 Recognition of STEM Winners for the Santa Clara County 2022 Synopsys Championship Science Fair
23-1546 Recognition of Kent Clerk as Santa Clara Fire Department Volunteer Firefighter
Public Hearing/General Business
23-127 Action to Adopt a Resolution approving the Water Supply Assessment for 960 Central Expressway
23-211 Information Report regarding Street Vendor Concerns
23-66 Action on Appointment of a Santa Clara Station Area Plan Task Force 23-238 Action on a Resolution Declaring 2319 Gianera Street Surplus 23-264 Action on the Introduction of an Ordinance Amending Sections 17.30.040 (“Supplies, Goods and Equipment”), 17.30.080 (“Best Value Selection Procedures”),
17.30.090 Formal Bidding Procedure”), 17.30.120 (“Service Contracts - Signature Authority”), and 17.30.130 (“Public Works”) of Title 17 (“Development”) of “The Code of the City of Santa Clara, California” to Reinstate the Executive Director’s Signature Authority to Execute Contracts
Santa Clara Stadium Authority General Business
23-1479 Action on the Proposed Santa Clara Stadium Authority Fiscal Year 2023/24 Budget, Stadium Operation and Maintenance Plan, and 2023 Marketing
City of Santa Clara
Tentative Meeting Agenda Calendar
Note: These proposed dates are tentative and subject to change based on staff capacity, meeting management, and deferred items by Council requiring other items to free up agenda meeting time.
Tuesday, March 21, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Study Session
23-147 Update on the Santa Clara Valley Transportation Authority’s BART Silicon Valley Phase II Extension Project
23-1633 Mission City Memorial Park (Cemetery) Operations – Study Session Special Order of Business
23-90 Proclaim March 2023 as Women’s History Month
23-253 Presentation by Cultural Commission on Projects and Upcoming Special Events Public Hearing/General Business
23-179 Public Hearing: Substantial Amendment to the FY2021 Annual Action Plan to Allocate $1,604,104 in Federal Housing and Urban Development (HUD) Grant Funds from the HOME American Rescue Plan Program
Tuesday, April 4, 2023 Council and Authorities Concurrent Meeting
Study Session
23-146 Santa Clara Valley Transportation Authority's Central Bikeway Feasibility Study Special Order of Business
23-41 Proclamation of Earth Day/Arbor Day
Public Hearing/General Business
23-135 Receive Silicon Valley Power’s Quarterly Update
Tuesday, April 18, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Public Hearing/General Business
23-141 Public Hearing: Action on the Adoption of the Proposed FY 2023/24 Municipal Fee Schedule
23-145 Discussion and Follow Up on a Written Petition (Council Policy 030) Submitted by Kirk Vartan Related to Permit Parking Zones
23-272 Action on state Homekey funding application for potential interim housing development on County-owned land at Lawrence Expressway and Benton Street
Tuesday, May 9, 2023 Council and Authorities Concurrent Meeting Study Session
23-142 Study Session to review Proposed FY 2023/24 and FY 2024/25 Biennial Operating Budget and FY 2023/24 Capital Improvement Program Budget Changes
Tuesday, May 23, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Public Hearing/General Business
23-208 Action on the Introduction of a Resolution to Modify the Files Management Manual for the City of Santa Clara
3/2/2023 10:41:15 PM
________
Tuesday, March 21, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Study Session
23-147 Update on the Santa Clara Valley Transportation Authority’s BART Silicon Valley Phase II Extension Project
23-1633 Mission City Memorial Park (Cemetery) Operations – Study Session Special Order of Business
23-90 Proclaim March 2023 as Women’s History Month
23-253 Presentation by Cultural Commission on Projects and Upcoming Special Events 23-265 Proclaim March 2023 as Youth Arts Month
23-333 Verbal Report Update from Assistant Director of Water and Sewer Regarding the Local Drought Emergency
Public Hearing/General Business
23-179 Public Hearing: Substantial Amendment to the FY2021 Annual Action Plan to Allocate $1,604,104 in Federal Housing and Urban Development (HUD) Grant Funds from the HOME American Rescue Plan Program
23-329 Action on Three Written Petitions (Council Policy 030), Submitted by Lee Broughman, Debbie Tryforos and Larry McColloch each Requesting to Place an Agenda Item on a Future Council Meeting for Council to Discuss the Behavior of Councilmember Park at the February 7, 2023 Council Meeting
23-332 Action on Appointment to Cities Association of Santa Clara County Board of Directors (Alternate Member) for the 2023 Calendar Year (Deferred from February 21, 2023)
23-66 Action on Appointment of Members to the Santa Clara Station Area Plan Task Force (SATF)
City of Santa Clara
Tentative Meeting Agenda Calendar
Note: These proposed dates are tentative and subject to change based on staff capacity, meeting management, and deferred items by Council requiring other items to free up agenda meeting time.
Tuesday, April 4, 2023 Council and Authorities Concurrent Meeting
Study Session
23-146 Project Update and Action on a Resolution Adopting the Santa Clara Valley Transportation Authority's Central Bikeway Feasibility Study Special Order of Business
23-41 Proclamation of Earth Day/Arbor Day
Public Hearing/General Business
23-135 Receive Silicon Valley Power’s Quarterly Update 23-211 Discussion and Request Direction from City Council Related to Sidewalk Vendor Concerns Brought Forth by Mr. Gibbins
23-298 Action to Create a Neighborhood Stadium Relations Committee 23-364 Action on Written Petitions (Council Policy 030), Submitted by Ana Vargas Smith Requesting to Place an Agenda Item on a Future Council Meeting for Council to Discuss Waiving City Services Fees for this Year’s Santa Clara Parade of Champions
Tuesday, April 18, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Public Hearing/General Business
23-141 Public Hearing: Action on the Adoption of the Proposed FY 2023/24 Municipal Fee Schedule
23-1349 Action on the Waiver of the First Reading and Introduction of an Ordinance Approving an Operation Plan including Rules and Regulations and an Investment Policy Governing Endowment Funds of the Mission City Memorial Park (Cemetery) 23-145 Discussion and Follow Up on a Written Petition (Council Policy 030) Submitted by Kirk Vartan Related to Permit Parking Zones
23-272 Action on state Homekey funding application for potential interim housing development on County-owned land at Lawrence Expressway and Benton Street 23-275 Action on a Resolution Establishing the Average Per-Acre Land Values in order to set the Parkland In-Lieu Fees for FY2023/24 for New Residential Development
Study Session
Cleanup Campaign Alternatives and Community Survey Results TBD (April/May)
Tuesday, May 9, 2023 Council and Authorities Concurrent Meeting Study Session
23-142 Study Session to review Proposed FY 2023/24 and FY 2024/25 Biennial Operating Budget and FY 2023/24 Capital Improvement Program Budget Changes
Tuesday, May 23, 2023 Joint Council and Authorities Concurrent & Stadium Authority Meeting
Public Hearing/General Business
23-208 Action on the Introduction of a Resolution to Modify the Files Management Manual for the City of Santa Clara