Santa Clara Stadium Authority2025/26 CapEx Budget Carryover (Cont.)
58 Item TypeSCSA RequestedDescription CostRemaining ContingencyTotal CostSecurity Enhance Stadium Security Access Control235,000$ 11,750$ 246,750$ Security Install Stadium Camera Booths Card Readers 84,000 4,200 88,200 Security Security General Allowance 287,964 14,398 302,362 Security Stadium Camera Coverage Upgrade 500,000 25,000 525,000 Subtotal Carryover CapEx Equipment Costs 2,824,170$ 141,208$ 2,965,378$ Total Carryover CapEx Project Costs 11,296,382$ 564,820$ 11,861,202$ Santa Clara Stadium Authority2025/26 CapEx Budget Carryover (Cont.)
59 STA DI U M AUT H O RI T Y CAP I TAL EX P E NS E BU D G E T (CO N T. )
2025/26 2026/27 2027/28 2028/29 2029/30Budget Budget Budget Budget BudgetElectrical 4,638,719$ 1,525,000$ 400,000$ 1,025,000$ -$ General Building 5,675,528 770,000 475,000 1,920,000 1,100,000 Plumbing 867,870 35,000 70,000 150,000 75,000 Site 335,095 - 625,000 - 600,000 Subtotal CapEx Construction Costs 11,517,212$ 2,330,000$ 1,570,000$ 3,095,000$ 1,775,000$ Audio/Visual 878,708$ -$ -$ -$ 400,000$ FF&E 226,420 - 110,000 - - Food & Beverage 440,308 750,000 750,000 - 200,000 HVAC/Mechanical 980,770 225,000 800,000 275,000 250,000 Life Safety/Fire - 225,000 150,000 110,000 - Security 1,631,964 250,000 350,000 - - Public Safety Equipment 573,450 15,500 - 30,000 2,514,765 Vertical Transport - 400,000 250,000 350,000 - Subtotal CapEx Equipment Costs 4,731,620$ 1,865,500$ 2,410,000$ 765,000$ 3,364,765$ Contingency (5%) 812,443 209,775 199,000 193,000 256,988 Total CapEx Project Costs(1)17,061,275$ 4,405,275$ 4,179,000$ 4,053,000$ 5,396,753$ (1) Total CapEx Project Costs in table above do not include budget requested for Stadium Warranty Related Construction.
Santa Clara Stadium AuthorityCapital Expense Plan Summary - 5 Year Forecast
60 This page is intentionally left blank
Stadium Authority Work Plan
61 S TA DI U M A UT H O RI T Y W O R K PL A N
Staff is responsible for supporting the Stadium Authority Board with its contractual oversight of Levi’s® Stadium, managing the day-to-day operations of the Stadium Authority, and ensuring the stadium is prepared to host major global events such as Super Bowl LX and FIFA World Cup 2026.
These responsibilities include, but are not limited to:
Stadium Operations & Financial Oversight: Supporting Non-NFL event operations through the Stadium Manager, payment of debt service obligations, maintaining a five-year capital plan, accounting and financial management, updating cost estimates and monthly accounting of Super Bowl LX and FIFA World Cup staff time and outside vendor costs to ensure proper cost reimbursement per the Assignment and Assumption Agreement with the Bay Area Host Committee (BAHC), preparation of the annual financial statement and quarterly financial updates, review and recommendation of procurement requests for Board approval, and implementation of the Financial Management System.
Operational Management & Compliance: Coordinating with the Stadium Manager and City departments to resolve complaints and inquiries related to Levi’s ® Stadium, execution of Stadium Builder Licenses, processing Public Records Act requests, and ensuring transparency through reporting of Stadium Authority and Stadium Manager staff meetings and annual reporting of contracts, and oversight of the noise monitoring program. Public Safety & Emergency Preparedness: Coordinating with the City’s Police and Fire Departments and Office of Emergency Management to enhance security measures, conduct emergency preparedness drills, ensure public safety protocols are up to date, and implement best practices for major event security, emergency and medical services, and emergency preparedness and response.
Community Benefits & Engagement: Enhancing community outreach initiatives, supporting job creation and vendor opportunities for local businesses, and implementing programs that ensure community participation in the economic benefits of major events.
Work Effort Work Plan Planned Outcome
Capital Projects Align on timing, rationale, and costs of proposed capital projects.
Review, track, and coordinate the
scheduling and implementation of capital
projects and corresponding procurement
requests with the Stadium Manager.
Provide oversight of the Levi’s® Naming
Rights Enhanced Signage Project to
ensure completion before December 31,
2025.
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.
SCSA
SANTA CLARA STADIUM AUTHORITY
Stadium Authority Work Plan
62 Provide oversight of bowl modifications
in compliance with the World Cup
Agreements with BAHC.
Develop a long-term capital
improvement strategy that provides
oversight on the Facilities Condition
Assessment to guide CapEx budget
priorities, ensuring strategic investment
in stadium infrastructure.
Compliance regarding accessible
parking spaces at Stadium Main
Lot and Stadium.
Public Records
Act Requests
Continue to streamline the Public
Records Act Request process.
Continue to respond to records
requests in compliance with the
California Public Records Act.
Ensure 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 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 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
public agency through accurate,
independent and objective
audits.
Stadium Authority Work Plan
63 Levi’s® Stadium
Marketing Plan
Review and
Oversight
Review the Marketing Plan in collaboration
with ManCo and a consultant to align with
SCSA’s goals.
Analyze current marketing strategies to
ensure effectiveness.
Provide strategic oversight to enhance
marketing efforts.
Evaluate branding consistency for a
cohesive market presence.
Assess media plans for efficiency and return
on investment (ROI). Interpret performance
data to identify trends and areas for
improvement.
Provide strategic oversight;
manage the review process and
deliver actionable
recommendations; evaluate
marketing and branding elements
for consistency and impact;
review
media plans identifying trends and
areas for improvement.
Stadium Market
Trend Analysis
Report
Stadium Market Trend Analysis
commissioned by the Stadium Authority.
Examine marketing strategies for large
multi-purpose stadiums.
Evaluate promotion methods for Non-NFL
events.
Assess marketing plan structures used by
similar venues.
Analyze industry trends, profitability, and
key performance metrics.
Provide insights to benchmark stadium
performance.
Conduct a comprehensive market
analysis of Non-NFL events in
large NFL-hosting stadiums to
benchmark performance,
enhancing the Stadium Authority’s
oversight of Levi’s® Stadium.
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.
Stadium Authority Work Plan
64 Super Bowl LX Provide updates to the Board and
community about the Stadium Authority
and City’s planning efforts and general
information related to Levi’s® Stadium
hosting Super Bowl LX on February 8,
2026.
Negotiate and execute Interim Funding
and League agreement with the Bay
Area Host Committee to ensure
responsibility of City/Stadium Authority
costs.
Continue planning efforts and
coordination with key partners including
the Bay Area Host Committee and NFL.
Provide transparency on the
Stadium Authority and City’s
planning efforts for Super Bowl
LX.
Ensure compliance with Measure
J.
Mitigate the Stadium Authority and
City’s risks and liabilities.
World Cup 2026 Provide updates to the Board and
Santa Clara community about the
Stadium Authority and City’s
obligations, planning efforts, and
general information related to Levi’s®
Stadium hosting six World Cup 2026
event from June 13 – July 1, 2026.
Implement Assignment and
Assumption Agreement(s) with the
City, Bay Area Host Committee, and
Forty Niners Stadium Management
Company to assign responsibility of
City/Stadium Authority costs.
Continue planning efforts and
coordination with key partners
including the Bay Area Host Committee
and FIFA.
Provide transparency on the
Stadium Authority and City’s
planning efforts for World Cup
2026.
Ensure compliance with Measure
J.
Mitigate the Stadium Authority and
City’s risks and liabilities.
FY2025 Annual Public Safety Budget (CONFIDENTIAL)
DRAFT
Amount Footnote
Public Safety Costs - Tenant (NFL Events) 3,744,000$ 1 Public Safety Costs - Authority (Non-NFL Events) 2,995,200$ 2 Public Safety Capital Expenditures (2025/26 Budget) 573,450$ 3 Amortization of 2025/26 Budgeted Public Safety Capital Expenditures 32,031$ 4 Amortization of Prior Years Public Safety Capital Expenditures included in 2025/26 Budget 241,061$ 4 Public Safety Capital Expenditure Amortization in 2025/26 Budget 273,091$ 4 Tenant's Estimated Public Safety Share 151,717$ 4 Stadium Authority's Estimated Public Safety Share 121,374$ 4 Footnotes to Schedule:
1 2
3 4
Assumes 10 home games, and that Public Safety Costs above the threshold will be paid from the Public Safety Cost Reserve .
The proposed Non-NFL Event Public Safety Cost budget is based on eight (8) events, assumed to be six (6) concerts and two (2) soccer events, for the 2025-26 fiscal year.
The Stadium Manager has received Public Safety Capital Expenditure requests from the SCSA Finance Director in December 2024 for the 2025-26 fiscal year totaling $573,450. This includes $341,000 of carryover requests for items approved in prior Capital Expenditure Plans.
Please see the 2025-26 Capital Expenditure Plan for more detail.
Public Safety Capital Expenditure amortization for the current lease year is $273,091 which includes $241,061 of amortization from prior year Capital Expenditure purchases. The Tenant's estimated Public Safety Share is $151,717 and the Stadium Authority's estimated Public Safety Share is $121,374.
DRAFT 1/31/2025
FY2025 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 FY24/25 FY25/26 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 Kawasaki Pro-FXT LE Black Mule (3) Police 1 10 - - 15,738 - - - - - - 15,738 Portable Radios Police 20 5 - 50,980 - - - - - - - 50,980 Automatic Chest Compressor Fire 2 5 - - 31,102 - - - - - - 31,102 Advanced Life Support Monitor Fire 1 5 - - 30,810 - - - - - - 30,810 Public Safety Command Post Dispatch System Police 1 5 179,966 179,966 CAD Replacement Police 1 5 - - 102,181 102,181 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 Radio Batteries Police 1 3 - - - 19,574 19,574 Safety Gear for Special Event Officers & Traffic Control Personnel Police 1 2 5,892 5,892 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 5 - - - - 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 - - - - 31,500 - - - - 31,500 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 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 Staff Scheduling Software Police 1 5 - - 23,750 - - - - 23,750 MCI Trailer Fire 1 10 - - - - 108,307 - - - - 108,307 Dispatch Monitors Police 16 5 - - - - 7,582 - - - - 7,582 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 Levi's Stadium Blast Analysis Police 1 1 - - - - - 119,750 - - - 119,750 PPE Replacement (Nomex Bottoms) - FY22 Fire 15 5 - - - - - - - - PPE Replacement (Nomex Tops) - FY22 Fire 15 5 - - - - - - - - Lifepak CR2 AEDs Fire 10 7 - - - - 18,464 - - - 18,464 PPE Replacement (Nomex Bottoms) Fire 5 3,381 3,381 Communication Equipment - Console (2023/24 Carryover) Police 1 10 - - - - - - - 316,000 316,000 Replace End of Life Network Equipment 2022 IT 1 7 - - - - - - 25,000 25,000 Medixsafe Narcotics Safe Fire 1 5 - - - - - - 1,675 - - 1,675 Blackline Combustible Gas Indicators Fire 1 5 - - - - - - 4,183 - - 4,183 Enclosed Trailer Police 1 10 15,283 15,283
Kawasaki Mules Police 5 10 - - - - - - - 112,596 112,596 Blackline Combustible Gas Indicator - FY24 Fire 1 5 - - - - - - - 2,727 2,727 D7 Tactical Decon Spray Fire 6 5 - - - - - - - 524 524 RAID 8 Multi Agent Detection Kit Fire 1 5 - - - - - - - 1,814 1,814 Fire Station 9 Storage Cabinets Fire 2 20 - - - - - - - 2,793 2,793 Replace End of Life End User Equipment (FY25/26) IT 11 5 - - - - - - - - 17,500 17,500 Touchscreen Dispatch Monitors Police 4 5 - - - - - - - - 2,850 2,850 Temporary Holding Facility (THF) Computer Work Stations Police 2 5 - - - - - - - - 5,000 5,000 Kawasaki ATVs and Kimtek Pump Module Fire 2 10 - - - - - - - - 70,000 70,000 Kawasaki ATV (FY25/26) Fire 1 10 - - - - - - - - 30,000 30,000 Kubota Storage Box Fire 1 15 - - - - - - - - 7,000 7,000 Lightweight Chemical Detector (LCD) 4.0 Fire 1 10 - - - - - - - - 20,000 20,000 Secure Law Enforcement Resource Area Police 1 15 - - - - - - - - 35,000 35,000 E-Bikes (FY25/26) Police 8 5 - - - - - - - - 28,000 28,000 Staff Scheduling Software (FY25/26) Police 1 5 - - - - - - - - 17,100 17,100 Totals 15,922$ 273,746$ 236,558$ 739,852$ 480,641$ 138,214$ 24,522$ 1,120,454$ 573,450$ 3,603,358$ DRAFT 1/31/2025
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FY2025 Public Safety Capital Expenditures (CONFIDENTIAL) DRAFT
Equipment In Svc Date Estimate Useful Life FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 Totals Kubota (4x4 gas powered UTV ambulance) Mar-18 10 - 1,592 1,592 1,592 1,592 1,592 1,592 1,592 1,592 12,738 Kimtech MTD‐103 Advanced (med cart upgrade) Mar-19 10 - - 838 838 838 838 838 838 838 5,867 Kawasaki Pro-FXT LE Black Mule (1) Mar-19 10 - - 1,721 1,721 1,721 1,721 1,721 1,721 1,721 12,046 Kawasaki Pro-FXT LE Black Mule (2) Mar-19 10 - - 1,721 1,721 1,721 1,721 1,721 1,721 1,721 12,046 Kawasaki Pro-FXT LE Black Mule (3) Jul-19 10 - - 1,180 1,574 1,574 1,574 1,574 1,574 1,574 10,623 Portable Radios Mar-19 5 - - 10,196 10,196 10,196 10,196 10,196 - - 50,980 Automatic Chest Compressor Jul-19 5 - - 4,665 6,220 6,220 6,220 6,220 1,555 - 31,102 Advanced Life Support Monitor Jul-19 5 - - 4,622 6,162 6,162 6,162 6,162 1,541 - 30,810 Public Safety Command Post Dispatch System Mar-19 5 - - 35,993 35,993 35,993 35,993 35,993 - - 179,966 CAD Replacement Mar-19 5 - - 20,436 20,436 20,436 20,436 20,436 - - 102,181 Diesel Particulate Filter for Stadium Authority Fire Truck Jul-19 10 - - 704 939 939 939 939 939 939 6,340 APX 8500 Mobile Radio for Stadium Authority Fire Truck Jan-20 10 - - 179 715 715 715 715 715 715 4,469 LCD3-3 Chemical Warfare Detector Oct-19 10 - - 687 1,373 1,373 1,373 1,373 1,373 1,373 8,927 Up-Fitting Kawasaki Mules Jul-19 10 - - 1,984 2,645 2,645 2,645 2,645 2,645 2,645 17,854 Radio Batteries Mar-21 3 - - - - 6,525 6,525 6,525 - - 19,574 Safety Gear for Special Event Officers & Traffic Control Personnel Mar-21 2 - - - - 2,946 2,946 - - - 5,892 Stadium Vehicles (Gator & Kubota) Upfits Mar-21 10 - - - - 883 883 883 883 883 4,416 Storage Conex Garage for Apparatus Sep-20 10 - - - 1,242 1,242 1,242 1,242 1,242 1,242 7,450 Stadium Personal Protective Equipment Mar-21 3 - - - - 15,079 15,079 15,079 - - 45,238 Stadium Personal Protective Equipment - FY20 Rollover Mar-22 5 - - - - - 2,977 2,977 2,977 2,977 11,909 Heavy Lift Kit Oct-20 10 - - - 2,596 5,191 5,191 5,191 5,191 5,191 28,553 Radiation Detector Jan-21 10 - - - 448 1,791 1,791 1,791 1,791 1,791 9,403 Rope Rescue Gear Kit Dec-21 10 - - - - 788 3,150 3,150 3,150 3,150 13,388 Motorola APX 6000 Radio/Charger/Battery Mar-21 5 - - - - 903 903 903 903 903 4,517 Motorola Earpieces Mar-21 5 - - - - 190 190 190 190 190 952 Battery Charging Pack for JHAT Crew Mar-21 5 - - - - 14 14 14 14 14 72 Small Cooler and Ice Pack Mar-21 5 - - - - 61 61 61 61 61 305 Mass Contamination Hydrant Nozzles Mar-21 5 - - - - 330 330 330 330 330 1,649 Motor Vehicle Barricades Jan-21 10 - - - 9,022 36,089 36,089 36,089 36,089 36,089 189,468 EOD Blankets/Water Barrier Jan-21 5 - - - 687 2,749 2,749 2,749 2,749 2,061 13,743 Bicycles Dec-20 5 - - - 1,137 4,547 4,547 4,547 4,547 3,410 22,734 Body Worn Cameras (BWCs) for Stadium Events Oct-20 5 - - - 14,946 29,892 29,892 29,892 29,892 14,946 149,462 Permanent Changeable Signage Mar-25 Est 10 - - - - - - - - 90,000 90,000 Staff Scheduling Software Jun-20 5 - - - 3,563 4,750 4,750 4,750 4,750 1,188 23,750 MCI Trailer Mar-22 10 - - - - - 10,831 10,831 10,831 10,831 43,323 Dispatch Monitors Mar-22 5 - - - - - 1,516 1,516 1,516 1,516 6,065 RadHalo Remote Radiation Monitors Mar-22 10 - - - - - 18,973 18,973 18,973 18,973 75,892 PPE Replacement (Nomex Tops) - FY21 Mar-22 5 - - - - - 1,152 1,152 1,152 1,152 4,607 PPE Replacement (Nomex Bottoms) - FY21 Mar-22 5 - - - - - 657 657 657 657 2,630 Rigaku CQL 1064nm Handheld Raman Chemical Detector Dec-21 10 - - - - 1,259 5,035 5,035 5,035 5,035 21,398 Tru Defender FTX S1 WMD Chemical Detector Dec-21 10 - - - - 1,538 6,151 6,151 6,151 6,151 26,143 Vehicle Upfits for John Deere Gator Sep-21 10 - - - - 386 773 773 773 773 3,478 Levi's Stadium Blast Analysis Mar-23 1 - - - - - - - - - - PPE Replacement (Nomex Bottoms) - FY22 Mar-23 5 - - - - - - - - - - PPE Replacement (Nomex Tops) - FY22 Mar-23 5 - - - - - - - - - - Lifepak CR2 AEDs Mar-22 7 - - - - - - 3,297 2,638 2,638 8,573 PPE Replacement (Nomex Bottoms) Sep-23 5 - - - - - - 338 676 676 1,691 Communication Equipment - Console (2023/24 Carryover) Oct-25 Est 10 - - - - - - - - 15,800 15,800 Replace End of Life Network Equipment 2022 Oct-25 Est 7 - - - - - - - - 1,786 1,786 Medixsafe Narcotics Safe Dec-23 5 - - - - - - 84 335 335 754 Blackline Combustible Gas Indicators Dec-23 5 - - - - - - 209 837 837 1,882 Enclosed Trailer Dec-22 6 - - - - - - 1,910 1,528 1,528 4,967 Kawasaki Mules Sep-24 10 - - - - - - - 6,568 11,260 17,828 Blackline Combustible Gas Indicator - FY24 Jun-24 5 - - - - - - - 455 545 1,000 D7 Tactical Decon Spray Jun-24 5 - - - - - - - 87 105 192 RAID 8 Multi Agent Detection Kit Jun-24 5 - - - - - - - 302 363 665 Fire Station 9 Storage Cabinets Sep-24 20 - - - - - - - 81 140 221 Replace End of Life End User Equipment (FY25/26) Oct-25 Est 5 - - - - - - - - 1,750 1,750 Touchscreen Dispatch Monitors Oct-25 Est 5 - - - - - - - - 285 285 Temporary Holding Facility (THF) Computer Work Stations Oct-25 Est 5 - - - - - - - - 500 500 Kawasaki ATVs and Kimtek Pump Module Oct-25 Est 10 - - - - - - - - 3,500 3,500 Kawasaki ATV (FY25/26) Oct-25 Est 10 - - - - - - - - 1,500 1,500 Kubota Storage Box Oct-25 Est 15 - - - - - - - - 233 233 Lightweight Chemical Detector (LCD) 4.0 Oct-25 Est 10 - - - - - - - - 1,000 1,000 Secure Law Enforcement Resource Area Oct-25 Est 15 - - - - - - - - 1,167 1,167 E-Bikes (FY25/26) Oct-25 Est 5 - - - - - - - - 2,800 2,800 Staff Scheduling Software (FY25/26) Oct-25 Est 5 - - - - - - - - 1,710 1,710 Totals -$ 1,592$ 86,518$ 125,766$ 209,280$ 256,525$ 259,418$ 169,570$ 273,091$ 1,381,762$ Events with tickets sold or available for sale > 20k FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 Totals NFL (StadCo) Events 10 10 12 10 10 12 12 10 10 96
SCSA Events 10 9 5 0 0 7 7 8 8 54
Total Events 20 19 17 10 10 19 19 18 18 150
StadCo Proportion 50% 53% 71% 100% 100% 63% 63% 56% 56% 64% SCSA Proportion 50% 47% 29% 0% 0% 37% 37% 44% 44% 36%
Depreciation Split FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY24/25 Totals StadCo Depreciation - 838 61,072 125,766 209,280 162,016 163,843 94,206 151,717 817,021 SCSA Depreciation - 754 25,447 - - 94,509 95,575 75,365 121,374 291,650 Totals -$ 1,592$ 86,518$ 125,766$ 209,280$ 256,525$ 259,418$ 169,570$ 273,091$ 1,108,670$ DRAFT 1/31/2025
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-
2025 Levi’s Stadium Events
Marketing Plan
January 31, 2025
STADIUM
DRAFT VERSION
1 Table of Contents
Levi’s Stadium Events Definitions and Profiles……………………………………………………………………………………….2
Levi’s Stadium Private Events………………………………………………………………………………………………………………...3 Looking Back……………………………………………………………………………………………………………………………….3 Looking Forward……………………………………………………………………………………………………………………….13
Levi’s Stadium Public Events…………………………………………………………………………………………………………………15 Looking Back……………………………………………………………………………………………………………………………..15 Looking Forward……………………………………………………………………………………………………………………….18
Conclusion…………………………………………………………………………………………………………………………………………….22
DRAFT VERSION
2 Levi’s Stadium Events Definitions and Profiles
The Levi’s Stadium Events business comprises two overarching event categories: Public Events and Private Events.
Public Events at Levi’s Stadium are large-scale, ticketed experiences open to the public, showcasing the stadium’s versatility and appeal. These events have successfully driven local economic growth, heightened brand recognition, and solidified Levi’s Stadium’s reputation as a world-class venue. From hosting diverse leagues, artists, sports, and attractions, Public Events have positioned the stadium as an iconic destination for high-profile gatherings. This consistent prominence not only sustains Levi’s Stadium’s status in the public eye but also contributes to the growth of its Private Events sector within the Non-NFL Event business, while attracting even more marquee events to the venue.
Private Events are typically catered, non-ticketed, and exclusive, tailored to the nature of the occasion and the client’s goals. These events cover a broad spectrum, including weddings, corporate anniversaries, charitable fundraisers, and conferences, and constitute the majority of the venue’s event calendar. The Private Events sales pipeline thrives on strong relationships with local businesses, bolstered by our reputation and extensive experience in hosting diverse events. Additionally, the prestige of our venue - renowned for hosting high-profile events like 49ers games, the Super Bowl, COPA America, College Football Playoff National Championship, WrestleMania, and concerts by renowned artists adds to its appeal. Our focus extends beyond the immediate profitability of our business to fostering meaningful client relationships and finding innovative ways to enhance the guest experience.
DRAFT VERSION
3 Levi’s Stadium Private Events
Looking Back
At the beginning of 2024, the Levi’s Stadium Events team was filled with excitement for the year ahead.
Amid the celebration of the significant economic impact of Levi’s Stadium’s 10-year anniversary and the anticipation of hosting prestigious events like Super Bowl 60 and the FIFA World Cup on a global stage, the team was motivated to embrace the journey as Levi’s Stadium solidified its position as a premier destination for world-class events.
This past year marked another successful chapter in managing a wide variety of events, including public and private. With a fully equipped sales and service team prepared to tackle any challenge, the team fostered stronger relationships with internal stakeholders, capitalized on revenue opportunities through participation in industry marketing events, and effectively managed the increasing client interest in events connected to the stadium’s legacy.
While navigating plans for stadium upgrades in 2025, the team effectively utilized internal communication and efficient calendar management to execute another year of high-volume quick-turn events, managed the return of large-scale private events, and met the growing demand for unique experiences. Reflecting on the year, there is much to celebrate: exceeding sales goals with five months remaining in the fiscal year, outstanding client survey results, and a strong pipeline of event opportunities.
Focus on Large-Scale Private Event Prospecting
The demand for large-scale events reached an all-time high this year, with clients showing renewed interest in hosting major employee celebrations at unique venues like Levi's Stadium. For the first time since pre-COVID, there was a significant uptick in requests for large-scale events, and the Private Event Sales team took a proactive and strategic approach to securing these opportunities. This included participating in networking events to foster relationships with clients and third-party planners representing major Silicon Valley corporations, organizing tailored client site visits to highlight the stadium's spaces, and working closely with internal stakeholders to create competitive proposals, all while maintaining clear and transparent communication throughout the multi-month contracting process.
In March, the team was challenged to think beyond standard receptions, successfully securing the stadium’s largest private event since 2015, which hosted 6,000 guests. This milestone marked the beginning of a busy season, with the team receiving an overwhelming amount of interest for summer and holiday events, many requiring the activation of additional club spaces for 2,000+ guests.
Understanding that clients seeking large-scale events require trusted relationships with venues, both sales and service teams worked together to leverage the stadium’s identity, providing exceptional
DRAFT VERSION
4 service from start to finish. This commitment to client satisfaction was key to securing and delivering on these significant events.
Develop Local Partnerships to Drive Event Opportunities
In 2024, the events team leaned into strategic partnerships with the Admin Awards and Unique Venues to get in front of key decision-makers to keep Levi’s Stadium top of mind. Our partnerships showcased the stadium to a local audience of SF Bay Area and Silicon Valley organizations to push beyond brand awareness and exposure to drive revenue through booked events.
Admin Awards
The Levi’s Stadium Events team renewed its partnership with the Admin Awards as a premier award presenter sponsor for the Silicon Valley and San Francisco Admin Awards, honoring administrative professionals in the Bay Area at their annual event.
This sponsorship positioned Levi’s Stadium Events prominently on the Admin Awards’ website, as well as across all digital marketing, promotional materials, and communications. The sales team was invited to join the Admin Awards’ Advisory Board for monthly preparation meetings, gaining additional exposure to over 40 administrative professionals from across the Bay Area. These relationships were nurtured through curated site visits with full administrative teams and participation in Admin Awards’ two promotional events, Admins Around the World, offering in-person opportunities to showcase the stadium as a venue for private events. At the Awards event, the sales team volunteered at the registration desk, engaging directly with attendees, and presented the Loyalty Award, receiving sponsor recognition during the program. After the event, the sales team was provided with a list of over 200 attendees, including nominees and winners, which became a valuable resource for outbound selling opportunities throughout the year.
The Admin Awards proved to be an essential resource for the sales team, who utilized the attendee list for internal email campaigns and invitations to the return of the Levi’s Stadium Events client showcase in September. Additionally, the Admin Awards team personally invited their full database of Silicon Valley and San Francisco administrative professionals to attend our client showcase, driving greater meaningful attendance. This partnership has provided a lasting opportunity to build relationships with Bay Area administrative professionals, who are often key decision-makers alongside C-Level executives.
Unique Venues
This year, the events team maintained its membership with Unique Venues, an online platform that connects event planners with distinctive venues like Levi’s Stadium. As part of the membership, the team benefits from an enhanced online profile featuring photos, videos/360 tours, premium placement in search results, and two regional email marketing campaigns.
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5 In addition to the website listing, the sales team collaborated with the Unique Venues representative to send out two targeted regional email campaigns to 8,366 event professionals. These emails resulted in 2,237 opens and 284 clicks, achieving an average click-to-open (CTO) rate of 13%.
April: “A Recommendation from Unique Venues”
August: “Unique Venues | Tis the Season for Stadium Events” Experience the allure of Levi's® Stadium as the sett ing for your upcoming event . Nest led in the heart of Silicon Valley, our dedicated Levi's® Stadium Events Team stands ready
to col laborate with you in orchestrating a one-o f-a-kind event within the stadium's captivating array of event
spaces, ideal for any occasion. Join us and choose Levi's® Stadium as your next event destina t ion, and reserve an exper ience that is truly unparalle led.
GET INTOUCH
DRAFT VERSION
6 LEVI'S® STADIUM
Tis the Season for Stadium Events
Be Our Guest!
From sport ing events and
concerts to corporate
conferences and private
celebrations, Levi's® Stadium
offers a unique backdrop for
your next holiday event.
Where every attendee is not
just a part icipant , but a
cherished guest. Together ,
let's foster genu ine
connections, ignite creativity,
and leave lasting impressions !
Get lntouch
DRAFT VERSION
7 Focus on Content and Brand Awareness
The events team concentrated on enhancing content and brand awareness by sending email marketing notifications to our internal database, which includes more than 6,000 accounts.
April: “A Heartfelt Thank You!”
June: “Hello from Levi's® Stadium!”
September: “Score Big with Your Next Event!”
- ~~'
~ , . ,,
'cheers
to
YOU!
Be Our Guest
4900 MARIE P. DEBARTOLO WAY
SANTA CLARA, CA 95054
Levi's® Stadium is the perfect venue for
your next unforgettable summer event.
FUN FACT: Did you know that our
plazas are available for outdoor receptions
and company picnics?!
Reach out to our team today to secure
one of our few summer dates left !
See you soon,
"l!Jt!l1•
>>CHECK US OUT!<<
DRAFT VERSION
8 November: “Thankful”
'
~
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9 2024 Marketing Campaign Performances
Timeless Traditions Client Showcase
Our team hosted a client showcase on September 11th to highlight our event spaces—our first since 2019! The event welcomed approximately 160 active prospects, clients, and business partners, offering them an exclusive preview of what we provide for private events. We focused on showcasing the stadium through the lens of meetings and events.
Throughout the year, our Event Service team has fostered strong relationships with Bay Area vendor partners, securing nine external vendors to showcase their event entertainment and decor offerings at the showcase, allowing our clients to experience them firsthand. Additionally, our team made the most of 49ers-themed enhancements, such as Super Bowl trophies, Niner Noise, Sourdough Sam, and the Gold Rush, to create an immersive experience for private events. These features were strategically placed throughout the club space to inspire clients for their upcoming events at Levi’s Stadium. We are Campaign Name Date Emails
Delivered
Emails
Opened
%
Opened Clicks %
Clicked CTOR
A Heartfelt Thank You! 4.24 776 271 34.92% 12 1.55% 4.43% A Recommendation from Unique Venues 4.25 4,207 1,146 27.24% 51 1.21% 4.45% Hello from Levi’s Stadium 6.20 6,401 2,027 31.67% 307 4.80% 15.15% Unique Venues
Tis the Season for Stadium Events 8.20 4,159 1,091 26.23% 233 5.60% 21.36% Score Big with Your Next Event! 9.25 6,157 1,861 30.23% 215 3.49% 11.55% Thankful 11.21 6,281 1,896 30.19% 251 4.00% 13.24%
TOTAL 27,981 8,291 29.63% 1069 3.82% 12.89%
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10 excited to report that five of the nine external vendors from this showcase secured entertainment business for our 2024 holiday party season, providing additional net revenue to the Stadium Authority.
Following the showcase, the sales team received six site visit requests for holiday parties and 2025 events. Shortly after, the sales team launched a holiday promotion to attract more holiday parties and successfully secured one booking as a result of the event. The showcase proved that clients truly appreciate experiencing the stadium’s beauty firsthand, and the event was successful in demonstrating the venue's potential. We also received positive feedback from our preferred vendors, noting that the room was filled with key decision-makers. We’re excited to see the long-term impact of this event unfold.
MPI NCC ACE
Levi's Stadium Events Sales team attended MPI’s Northern California Chapter’s Annual Convention Expo in San Francisco. This immersive two-day conference went beyond the traditional conference setup by engaging in hands-on experiences, interactive discussions, and dynamic sessions that challenge perspectives and fuel imagination for the future of events. Gathering over 350 planners and fellow suppliers, this year sparked discussions around the navigation through quick decision challenges, effective communication with clients, leadership today in a world of multi-generations, and AI’s role within the events industry - which is helping event professionals do more with less time. The events team gained fresh insights within the market, networked with industry leaders, and left inspired to drive impactful change for events in the stadium.
IMEX
The events team returned to IMEX America this year, the largest trade show in the US for the global meetings, events, and incentive travel industry. The show took place in October in Las Vegas and hosted a new record 15,500 buyers, visitors, and exhibitors. Of the 15,000 participants, 5,500 hosted buyers participated in more than 86,000 prescheduled meetings with exhibitors.
The events sales team attends IMEX America each year to gauge trends from industry peers and California convention and visitors bureaus (CVBs). During the three-day show, the team meets with event planners and fellow suppliers on the trade show floor and at networking events.
In addition to networking and client prospecting, the sales team was able to join educational sessions and learn about current trends and what’s on the horizon for the meetings and events industry. Some of the learnings include:
● Collaboration with local CVBs is vital for reshaping the narrative for clients unfamiliar with the unique opportunities offered by venues like Levi’s Stadium. We recognize that when clients choose a venue, they are also choosing a destination. Therefore, it is crucial for venues like Levi's Stadium to collaborate with local destinations to showcase the vibrant city of Santa Clara.
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11 ● It is essential to be an ally and partner to destinations - when a destination thrives, so do venues like Levi’s Stadium.
● "Quick Turn" events continue to rise, with clients often seeking to host events within the same month they're sourced. This year’s conference revealed that mass layoffs have forced event teams to delay planning until the last minute. Clients are also more focused on strict budgets, often relying on familiar venues with inclusive pricing options like Levi’s Stadium.
● Budget constraints are a factor, but clear and trusted communication is paramount. Clients prefer to work with representatives they trust.
● Leveraging deeper engagement creates lasting impressions.
Connect West
On November 6 - 8, 2024, qualified representatives from CVBs, hotels, event venues, and convention centers gathered at Connect West in Los Angeles to meet with professional meeting planners from around the western region. Connect West is a B2B conference for event professionals based in California, Nevada, Utah, Arizona, and New Mexico. This two-day conference featured 250 attendees, including over 80 qualified buyers from a variety of corporate/association organizations and industries.
The planners were required to have active event RFPs with the primary goal of meeting with suppliers to plan future meetings and events in the Western U.S.
The Levi’s Stadium Events sales team attended 25 one-on-one appointments with event planners and joined networking and educational sessions. Of the 25 appointments, the sales team walked away with seven qualified leads or interested buyers for Levi’s Stadium, which included companies in the retail, technology, non-profit, insurance, and healthcare industries.
In addition to the contacts made, the sales team was able to take away some valuable information related to industry trends and future forecasting. A few of the key takeaways from the event included:
● The events team learned from local leaders about tackling Western region-specific industry trends and challenges.
○ In-person events are resurging, with 89% of global event leaders citing them as critical for revenue growth.
○ Experiential events are in high demand, pushing organizers to find unique venues that support immersive, interactive experiences.
● As organizations rebound from a year of widespread layoffs, they are increasing budgets and hosting events to promote meaningful in-person engagement with clients, partners, and employees.
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12 ● As for the future of Levi’s Stadium, clients have expressed significant excitement about the future of Levi's Stadium as an event venue, particularly with two major global events scheduled for 2026. They highlighted that Bay Area organizations are likely to see strong demand for private events, with attendees eager to walk through the stadium doors and experience its vibrant energy.
60 External Contracted Events and Holiday Party Success
Increasing the number of external events at Levi’s Stadium was a key focus for the sales team. As of November, we have successfully exceeded last year's total, securing 60 external events and counting.
Since January, the team has qualified over 736 event opportunities (513 leads since April). While not all opportunities can be realized due to stadium availability, budgets, and event scopes, the demand for private events remains strong.
Securing holiday party bookings was another priority for the team ahead of the fall season. This year, we surpassed our previous number of holiday parties in December 2023 and doubled the revenue, demonstrating that clients are investing in creating memorable, experiential events at the stadium.
Quick Turn Events
Over the past three years, Levi’s Stadium Events has seen a significant increase in event opportunities, with many clients requesting venues for events scheduled less than 30 days in advance. We categorize these events as "quick-turn events”. Quick-turn events require prompt attention during the sales process to generate proposals and finalize agreements within a limited timeframe. They demand swift decisions from clients and clear communication across internal departments. In terms of service, these events can present challenges with external rental windows and place pressure on logistics planning for the stadium within a condensed schedule. Of the 60 events secured in 2024, 28% of these events (17 events since April) were booked with a lead time of less than four weeks.
Cvent Supplier Network Booked Events
The Cvent Supplier Network is a platform that allows event planners to search for venues, compare destinations, and explore group promotions from a range of hotels, suppliers, and destinations. Levi’s Stadium Events keeps an active profile to encourage clients to choose the stadium for private events and meetings. In the past year, we’ve received eight RFPs for 2024 through the Cvent Supplier Network and successfully secured two private events at Levi’s Stadium for 2024-2025. These events include a holiday party and a conference, and we look forward to maximizing opportunities in the year ahead.
Continued Success with Client Satisfaction Scores
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13 The events team consistently surpasses client survey score expectations. This year, the service team achieved an average client satisfaction score of 4.7 out of 5 on the post-event surveys for external events. Each client receives a survey after their event, providing an opportunity to give feedback on various aspects of their experience at Levi’s Stadium, including the booking and event planning processes, food and beverage quality, and the event day experience, covering parking, stadium security, cleanliness, and audio-visual services. The service team has supported over 60 external events and eight public events.
Post-Event Client Survey Scores (averages):
● Event Sales: 4.6/5
● Event Service: 4.7/5
● On pace to 4.5+ average client satisfaction survey score
2024 Key Performance Indicators (KPIs)
2024 Year-to-Date Performance 2024 Goal YTD Variance
Gross Revenue $5,000,000 $5,715,000 +$715,000
Client Satisfaction Scores (1-5)
Event Sales 4.5+ 4.6
Event Planning 4.5+ 4.7
Overall Experience 4.5+ 4.7
Looking Forward
Leverage Current Customer Base to Land and Expand
As we prepare for Levi’s Stadium's major events in 2026, next year will be a time to take a strategic approach focused on deepening relationships with our existing clients, encouraging repeat business, and increasing the lifetime value of each client interested in Levi’s Stadium. Our efforts will be centered around our current business from the 2024 calendar year, targeting large Silicon Valley organizations to capture more event opportunities across multiple departments within these companies. We’ve already seen the success of this strategy earlier this year when we received over 15 event opportunities from a single Bay Area organization, resulting in five secured events at Levi’s Stadium. Additionally, four other Bay Area organizations booked more than one private event with us within the same year. We plan to continue nurturing these relationships to ensure our clients trust our team with future private events.
This collaborative effort across our team and partners will be a key focus for 2025.
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14 Maximize Strategic Partnerships with DMO and Industry Events
Levi's Stadium Events is partnering with Madden Media on behalf of Discover Santa Clara for the inaugural 2025-2026 Official Discover Santa Clara Guide. This initiative will highlight the best of what Santa Clara has to offer, with a focus on Levi’s Stadium as a premier private event venue. The first-ever Santa Clara Visitors Guide will feature 75,000 printed copies, along with a digital version, designed to showcase the city’s top attractions. This partnership marks the beginning of a new collaboration with the Discover Santa Clara team, aimed at increasing our exposure to visitors and driving revenue for Levi’s Stadium as a top off-site venue in Santa Clara.
This past year, the sales team heard directly from clients and industry peers about how essential destination management companies like Discover Santa Clara are to off-site venues such as Levi’s Stadium. When destinations succeed, venues like ours thrive. We are excited about the opportunities this collaboration will bring in the year ahead.
Client Retention During Stadium Upgrades
As we look ahead to an exciting 2026, the events team recognizes the significance of upgrading our club spaces to ensure the success of future public and private events at Levi’s Stadium. Now, more than ever, our team is committed to maintaining clear, consistent, and transparent communication with clients regarding 2025 private events. We are dedicated to sharing information as we receive it, ensuring our clients know we are always focused on providing solutions throughout their event planning process.
Keeping clients informed about potential impacts and proactively addressing concerns will be central to our sales and service approach. We aim to shift the narrative by highlighting how these upgrades will enhance the private event experience, allowing clients to envision the long-term benefits. Our goal for the coming year is to build trust with all clients interested in hosting private events at the stadium and exceed their expectations at every step.
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15 Levi’s Stadium Public Events
Looking Back
Since opening in 2014, Levi’s Stadium has become a premier destination for the world’s top entertainment acts and sporting events, significantly boosting Santa Clara’s economy and reputation. To date, the stadium has generated over $2 billion in positive economic impact through 49ers games, Super Bowl 50, and a variety of public events.
Securing Super Bowl LX and FIFA World Cup 2026 further solidified the stadium’s standing as a leading venue for monumental events. The resulting wave of positive press reinforced Levi’s Stadium as a top choice for promoters when planning their next major event. The momentum directly contributed to one of the most successful years in the stadium’s history. Between May and July, Levi’s Stadium hosted three concerts and five soccer matches, all delivering strong profitability.
Beyond generating revenue from ticket fees, concessions, and merchandise, public events enhanced the experience for SBL holders. Members benefited from priority presale access to premium seating for many events and shows before tickets became available to the general public.
Public Events in 2024
Thanks to strategic planning and diligent efforts, the events team successfully hosted eight full-stadium events at Levi’s Stadium, showcasing a diverse range of entertainment and sports:
San Jose Earthquakes vs. Los Angeles FC
The San Jose Earthquakes marked their 50th anniversary with Northern California's largest Cinco de Mayo celebration, highlighted by a thrilling 3-1 victory over LAFC in front of 43,774 fans.
Luke Combs
Two sold-out shows by the 2x CMA Entertainer of the Year highlighted Levi’s diverse lineup.
Combs performed hits and debuted a new rendition of Tracy Chapman’s “Fast Car,” which topped Billboard’s Country Airplay chart for five weeks.
CONMEBOL Copa América: Ecuador vs. Venezuela and Brazil vs. Colombia Building on the momentum of securing FIFA World Cup 2026, Levi’s Stadium hosted two matches from this prestigious tournament. Brazil vs. Colombia broke an attendance record with over 70,000 fans, becoming one of the stadium’s most profitable soccer events.
The Rolling Stones
The legendary rock band delivered an unforgettable show, performing iconic hits like “Gimme Shelter” and “Satisfaction.” This concert followed the success of their Grammy-nominated album Hackney Diamonds.
DRAFT VERSION
16 Chelsea vs. Wrexham
As part of the Wrex Coast Tour, Levi’s Stadium hosted Chelsea F.C., a six-time Premier League champion, and Wrexham AFC, co-owned by Ryan Reynolds and Rob McElhenney. The match spotlighted Wrexham’s growing popularity, fueled by the Emmy-winning series Welcome to Wrexham.
Leagues Cup: San Jose Earthquakes vs. Chivas
For the first time, Levi’s Stadium hosted a Leagues Cup match featuring the San Jose Earthquakes and Chivas Guadalajara. This historic event marked Chivas’ debut in the Bay Area and drew a record-breaking crowd of 50,675 fans. The match culminated in a thrilling penalty shootout victory for the Earthquakes.
The events team’s proactive approach and strong relationships with promoters were crucial in overcoming scheduling challenges and securing these high-profile events. Our flexibility and commitment, coupled with the City Council’s decision to welcome a limited number of weeknight concerts, ensured an exceptional season, with eight events successfully executed in just three months.
Profitability
In addition to hosting eight unique events, the events team achieved exceptional profitability for each.
By strategically evaluating every revenue-generating vertical, deal terms were negotiated that maximized overall net profit. While prioritizing financial success, we collaborated closely with promoters to establish mutually beneficial agreements, fostering strong, long-lasting partnerships.
Diverse Line-Up
The events team remains committed to proactively securing a diverse mix of events to expand and diversify our attendee and customer base. The 2024 concert lineup featured a range of music genres, including country and rock, appealing to varied audiences.
We also leveraged the positive press surrounding FIFA World Cup 2026 to engage Northern California’s growing soccer community. This included hosting matches from MLS teams, National teams, Premier League teams, Liga MX teams, and EFL League teams, including two prestigious tournaments: Copa América and Leagues Cup.
Gridiron Stadium Network
The events team plays a significant role in the Gridiron Stadium Network (GSN). The Head of Levi’s Stadium Events served as Vice Chairperson for two years and currently holds the position of Chairperson.
DRAFT VERSION
17 The Gridiron Stadium Network was founded to raise awareness and promote the unique assets of its member stadiums. Currently representing 16 NFL venues, the GSN focuses on maximizing opportunities and enhancing the utilization of these state-of-the-art facilities for a variety of events, including sports, entertainment, and public or private gatherings. The network supports its members in attracting and developing events, whether for a single venue or multiple locations. From sold-out concerts and major sporting events to smaller shows and conferences, GSN members are committed to delivering exceptional experiences for audiences, performers, and corporate, community, and third-party partners.
GSN convenes monthly and hosts an annual in-person meeting. Participation in this conference is crucial for staying informed on industry trends, sharing best practices, and maintaining relevance within the stadium managers' network.
Proactive Outreach
Building and maintaining strong relationships within the live entertainment industry is essential for achieving a successful event calendar. In-person meetings have consistently proven to be the most effective way to foster these connections, as they often lead to new opportunities for Levi’s Stadium.
With the approval of the travel and entertainment budget, the events team conducted proactive outreach and secured numerous in-person meetings with key decision-makers to position Levi’s Stadium as a premier venue for large-scale events in Santa Clara.
During the fiscal year, the team successfully arranged over 30 in-person meetings with leading industry promoters, reinforcing relationships and driving opportunities for future events.
Public Events Secured for 2025
The events team has already successfully secured four events for 2025:
Metallica
Metallica announced that its record-breaking M72 World Tour will extend into a third year highlighting the band’s debut performances at Levi's Stadium. Since its launch in April 2023 in Amsterdam, M72 has drawn an audience of approximately three million fans. The tour has received widespread acclaim, described as “an altogether life-affirming experience” (Billboard), “impossible to leave unsatisfied” (Austin Chronicle), “a stone-cold stunner of a show” (Detroit News), “the mother of all summer concerts” (Worcester Telegram Gazette), and “as tight and furious as Metallica has sounded in ages” (Los Angeles Times). The 2025 leg of the M72 World Tour will carry on the celebrated No Repeat Weekend tradition, with each of the two-night performances featuring completely unique setlists and support acts.
CONCACAF Gold Cup
Levi’s Stadium has been chosen as a host venue for the prestigious CONCACAF Gold Cup. The tournament’s 18th edition will take place next summer, running from June 14 to July 6, and will
DRAFT VERSION
18 showcase 16 men’s national teams. With the FIFA World Cup 2026 just a year away, the Gold Cup offers a high-stakes competition for the region’s top teams and an exciting opportunity for fans to connect with the sport during a critical moment for its growth across North America, Central America, and the Caribbean.
San Jose Earthquakes vs. Los Angeles FC
The Earthquakes will host their match against LAFC at Levi's Stadium for the third consecutive year on September 13th. Levi's Stadium has proven to be a stronghold for the Quakes, highlighted by last year’s impressive victories: a 3-1 win over LAFC in front of 43,774 fans and a thrilling penalty shootout victory against Mexican powerhouse Chivas Guadalajara, which set a Leagues Cup attendance record with 50,675 spectators. This year, the match coincides with Mexican Independence Day Weekend, promising celebrations that will once again create a lasting impact on the community.
Looking Forward
Gridiron Stadium Network
Moving forward, the events team will continue to leverage the Gridiron Stadium Network to strengthen connections with promoters and secure additional stadium content. Monthly meetings foster discussions and provide valuable insights into upcoming stadium tours, which are critical for securing major shows.
Continued Proactive Outreach
To maintain industry relevance and ensure the continued success of the public events business, proactive networking and relationship-building with key decision-makers remain essential.
The events team experienced significant benefits from in-person meetings and touchpoints in 2024, and we aim to build on those practices in 2025.
Using the approved travel and entertainment budget, we will once again engage with top promoters in the major events industry. These meetings are vital for strengthening existing relationships. In addition to maintaining outreach with promoters already conducting business at the stadium, we will prioritize outbound meetings with new promoters and decision-makers who have yet to host events at Levi’s Stadium. This ongoing effort to evaluate new opportunities and explore unique small, mid, and large- scale events will help expand our network, driving new business and increased revenue.
Beyond in-person meetings, the events team will also leverage the approved travel and entertainment budget to attend industry-related conferences. As the sports and entertainment landscape continues to evolve, staying informed about emerging trends, insights, and ideas presented at these conferences is critical to maintaining our competitive edge.
DRAFT VERSION
19 Leverage Organic Assets
The events team will continue to utilize Levi’s Stadium and 49ers organic assets to maximize the visibility and viewership of upcoming events across multiple platforms.
We will continue promoting public events through digital video boards during 49ers home games and on non-event days. Additionally, events will be featured across Levi’s Stadium and 49ers digital and social channels, including dedicated event pages on the levisstadium.com website and targeted email campaigns.
Levi’s Stadium’s subscriber database includes 90,000 accounts, with 10,000 being SBL members. We also leverage an email list of 100,000 previous concert buyers and approximately 1,300 accounts specifically interested in Music and Entertainment updates at Levi’s Stadium.
In addition to email marketing, we utilize app push notifications to further amplify outreach, with 100,000 subscribers currently opting in to receive updates about Levi’s Stadium events.
Example of digital video board rotations
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20 Example of event marketing on Levi’s Stadium social channels
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21 Example of targeted email campaigns
Key Performance Indicators
Number of Events Secured: Drawing on our industry insights and past performance, we are confident the stadium manager will secure a minimum of six public events for the year.
Profitability: With twenty-two profitable events hosted over the past three years, we remain committed to negotiating favorable deal terms that ensure a positive net outcome for each event.
Event Mix: Our goal is to curate a diverse lineup of entertainment experiences for the Santa Clara community. This includes a target of six events featuring a variety of concerts spanning different music genres, as well as soccer matches ranging from international clubs and national teams to MLS games.
wlij (f STADIUM
>
Metalllca has confirmed that its record-breaking M72 World Tour will be extended into a third year, with the announcement of 21 North American shows spanning April, May and June of 2025, including a two-show experience at Lev i's® Stad ium on June 20 and 22. The M72 World Tour's 2025 itinerary will continue the hallowed No Repeat Weekend tradition, with each night of the two show stands featuring entirely different setllsts and support lineups including Pantera , Limp Bizkit and more.
Purchase your tickets here or by clicking the button below.
PURCHASE NOW
\!ij ?1 STADIUM
Chelsea F.C. and Wrexham AFC are returning to the United States this summe r for a July 24 match at Levi's® Stadium. The two teams played against each other last summer In front of a sold.ou t crowd at Kenan Memori al Stadiu m In Chapel HIii, North Carolina . This match will b<l one of Wrexham AFC's three U.S. matches this summer as part of their 2024 Wrex Coas t Tour.
Purchase your tickets hara or by clicking the bullon below.
PURCHASE NOW
VISA
DRAFT VERSION
22 Conclusion
As we reflect on another successful year and prepare for sustained growth, we are confident in the strength of our marketing plan, which outlines a strategic approach to attracting prominent private and public events. Through proactive client engagement, targeted marketing strategies, innovation, and collaboration, we will continue delivering highly profitable events for the Stadium Authority.
Board Policy Manual
Proposed
March 11, 2025
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 for the Stadium Authority is developed as required in the Stadium Authority Management Agreement, Section 4.6:
Annual Operating Budget. The budget provides the necessary funding to adminis ter the duties of the Stadium Authority, including:
• Funding for operating the Stadium for Non-NFL events through ManCo, • Advancement of the FY 2025/26 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 qualit y NFL and multi-purpose public sports, public assembly, exhibit and entertainment facility, to a standard 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 Operating 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 subject to change as the needs arise or when additional information is available. All amendments will be ap proved by the Stadium Authority Board (Board) at a public meeting.
SCSA
SANTA CLARA STADIUM AUTHORITY
Stadium Authority Board Budget Policy
Proposed
March 11, 2025
A. Budget Objectives:
1. Ensure proper governance and accountability as reflected in the annual budget.
2. Identify needs of the community, ManCo, and key stakeholders (such as Stadium Builder License holders/season ticket holders, fans, and event attendees).
3. Inform and communicate clearly and thoroughly to the community as a whole the Stadium Authority’s fiscal position and budget schedule/hearings to actively participate in the Stadium Board’s budget deliberations.
4. Align the budget with Stadium Authority Board priorities and duties, as proposed by 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 structurally balanced budget (revenues will equal or exceed expenses) for Stadium Authority Board approval to cover annual debt requirements and operating and maintenance expenses. I f a structural imbalance occurs, a plan will be developed and implemented to correct the imbalance.
2. Stadium Authority Executive 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 31st 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 assets and equipment for the Stadium:
a. An annual capital budget will be prepared 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 budget/encumbrance control system to ensure proper budgetary control. Budgetary appropriation control for expenditures shall be at the fund level.
6. Stadium Authority staff will prepare quarterly reports comparing actual revenues and expenses to budgeted amounts.
SCSA
SANTA CLARA STADIUM AUTHORITY
Stadium Authority Board Budget Policy
Proposed
March 11, 2025
7. Stadium Authority staff wil l bring 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 Author ity Treasurer is responsible for coordinating the overall preparation of the Stadium Authority’s budget and analyzing its content, reflective of expenses for operations of ManCo and Stadium Authority staff, debt requirements, and capital expenses.
A. Budget Development Process:
The Stadium Authority Treasurer is responsible for coordinating the overall preparation of the Stadium Authority’s budget and analyzing its content. The goal of each budget development process is that the Budget is presented to the Boa rd and the public at one Study Session 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 year (or before), Stadium Authority staff will meet with the ManCo and develop the annual budget development plan which includes the date that the ManCo will provide all necessary documents as required by the Stadium Lease and Stadium Management Agreement.
2. No later than 45 days prior to the start of the upcoming fiscal year, the ManCo will provide annual documents as outlined in the Stadium Agreements, which will be used in the Budget Development Process.
Stadium Operations and Management Plan (Source: Stadium Management Agreement)
Annual Shared Expense Budget w/ Fiv e Year Projection ( Source:
Stadium Management Agreement)
Annual Stadium Operations 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 analyze ManCo’s budget submission including but not limited to the number of FTEs recommended and related personnel costs; line item recommended expenses; and strategic focus 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 Stadium 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 staff will calculate any necessary funding to be used for the Stadium Authority’s Discretionary Fund.
SCSA
SANTA CLARA STADIUM AUTHORITY
Stadium Authority Board Budget Policy
Proposed
March 11, 2025
6. Stadium Authority staff will compile a draft budget incorporating the items provided by ManCo 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 the proposed Annual Stadium Authority Budget to the Board for final approval.
SCSA
SANTA CLARA STADIUM AUTHORITY
Board Policy Manual
Proposed
March 11, 2025
Stadium Authority Board 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 enac ted 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 the Stadium operates within the boundaries of Measure J and that it 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 go vernance 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
SCSA
SANTA CLARA STADIUM AUTHORITY
Stadium Authority Board Compliance and Management Policy Proposed
March 11, 2025
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
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 e stablished. 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.
SCSA
SANTA CLARA STADIUM AUTHORITY
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-291 Agenda Date: 3/11/2025
REPORT TO CITY COUNCIL
SUBJECT
Action to Adopt the Updated Wade Brummal Scholarship Program Guidelines
COUNCIL PILLAR
Deliver and Enhance High-Quality Efficient Services and Infrastructure Enhance Community Sports, Recreational and Arts Assets
Enhance Community Engagement and Transparency
BACKGROUND
In October 2015, the City Council established a $25 fee for non-resident youth sports participants to be assessed on all non-profit youth sports organizations that reserve City Parks & Recreation facilities. The non-resident fees are collected in the City’s Public Donations Fund and disbursed according to the Wade Brummal Youth Sports Scholarship Program Guidelines (Attachment 1).
Since FY 2014/15, the program has collected approximately $235,000 in the Public Donations Fund.
Subsequently, the Wade Brummal Scholarship Program (Program) has approved grants in the amount of $140,381 and spent $52,098 on field equipment. The current balance of $41,637 includes donations and interest collected.
Table 1. Wade Brummal Youth Sports Scholarship
Program Financial Grants FY 2014/15 - FY 2024/25
Fiscal Year Amount
2014-15 $500
2015-16 $500
2016-17 $6,000
2017-18 $2,000
2018-19 $2,000
2019-20 $1,000
2020-21 $500
2021-22 $2,420
2022-23 $41,505
2023-24 $42,962
2024-25 $93,092
Total Distributions: $192,479
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25-291 Agenda Date: 3/11/2025
During the February 2023 meeting, the Parks & Recreation Commission (Commission) requested that an item be placed on an upcoming agenda to discuss the Program history, funds, and guidelines to review and/or update the Program.
During the March 2023 meeting, the Commission voted to continue the item to the April meeting and formed a subcommittee to review the Program. The primary focus areas considered by the subcommittee included:
· Increasing the amounts eligible for disbursement,
· New Program areas to be proposed for Program funding, and · Input from non-profit youth sports organizations about the Program, guidelines and funding levels.
During the May 16, 2023, meeting, the subcommittee reported and recommended changes but took no action. In June and July, the subcommittee met to develop the recommended updates for the Commission to consider, and during the August 15, 2023, meeting, the Commission reviewed the revised program procedures (Attachment 2).
In March 2024, City staff convened a Youth Sports User Group (Group) meeting that consisted of representatives from eight organizations and engaged over 30 separate individuals. The Group met six times in 2024 and discussed various topics such as the Wade Brummal Scholarship Program, field use permit fees, and field allocation priorities. This report represents the first item brought to the Parks & Recreation Commission for consideration and recommendation.
DISCUSSION
The purpose of this report is to provide a brief history of the Wade Brummal Scholarship Program, highlight its impact on local sports organizations (scholarships and equipment funding), and provide an update to the program guidelines for FY 2025/26.
After the Commission completed its review of the Wade Brummal Scholarship Program in August 2023, they requested staff to solicit feedback from the Group on how the program was working. The Group reviewed and discussed the Wade Brummal Scholarship Program over the past year and identified several goals and areas for program improvement.
The Group expressed an interest in continuing the program, as it ultimately benefits resident athletes and resident non-profit youth sports organizations. The Group described the existing Program guidelines and process as cumbersome. Over the year, staff and the Group worked together to develop updated guidelines and processes to clarify eligible organizations, expenses, and priorities.
Additionally, an online form was developed to facilitate the application process, while further clarifying the required documentation. Program marketing was also discussed, and if approved, will be placed on an annual calendar developed by the Group. The updated Wade Brummal Draft Guidelines (Attachment 3) contains the details of the program.
On February 10, 2025, the Commission reviewed and discussed the updated Wade Brummal Scholarship Program Guidelines. Two members of the public representing the Groups attended the Commission meeting and spoke in favor of the updated program guidelines. The Commission made a unanimous recommendation for Council to adopt the Updated Wade Brummal Program Guidelines.
ENVIRONMENTAL REVIEW
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25-291 Agenda Date: 3/11/2025
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.
FISCAL IMPACT
There is no fiscal impact to the City for consideration of this item except staff time. Funding for this program is budgeted in the Public Donations Fund and does not impact the General Fund.
COORDINATION
This report has been coordinated with the Parks & Recreation Department, Finance Department and the City Attorney’s Office.
PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.
RECOMMENDATION
Action to adopt the Updated Wade Brummal Scholarship Program Guidelines.
Prepared by: Kimberly Castro, Recreation Manager
Reviewed by: Damon Sparacino, Director Parks & Recreation Approved by: Jovan Grogan, City Manager
ATTACHMENTS
1. City Council Report Wade Brummal Oct 27, 2015
2. PRC Draft Revisions Wade Brummal Procedures 2023
3. Updated Wade Brummel Draft Guidelines 2025
City of Santa Clara Printed on 3/7/2025Page 3 of 3
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City of
Santa Clara
The Center of What's Possib le
Date:
To:
From:
October 27, 2015
City Manager for Council Action
Director of Parks & Recreation
AGENDA ITEM#: \ 3 A
AGENDA REPORT
Subject: Unfinished Business-Parks & Recreation Commission Report on outreach to organizations regarding the $25 non-resident participant fee
EXECUTIVE SUMMARY
On April 21, 2015, Council considered the Parks & Recreation Commission's recommendation to establish a non-resident youth sports participation fee in the amount of $25 per non-resident participant to be assessed on all non-profit youth sports organizations that use City parks and recreation facilities for their respective sports programs and that the fees collected be made available for consideration for disbursement according to the Wade Brummal Youth Sports Scholarship Program guidelines . The purpose of the Commission proposal was to establish a regular source of funds to support the Wade Brummal Youth Sports Scholarship that provides local non-profit youth sports organization with financial support for needs such as participant registration, equipment, and tournament entry fees. The Council referred the recommendation back to the Commission for further outreach to the non-profit youth sports organizations. On May 19, 2015, the Commission Chair reviewed the additional outreach efforts that included sending a copy of the proposal through the Parks & Recreation Department to all of the youth sports organizations and invitations to comment and/or attend the Commission meeting , follow up communication by the Chair with the Santa Clara Swim Club and Lions Football. On July 21, 2015 in response to the major concerns of the two groups, the Commission further refined the elements of the proposal including the definition of Santa Clara resident, removing the maximum grant per family and allowing additional opportunities for the leagues to request funding from the Scholarship Fund. On August 18, 2015, the Commission recommended that the revised proposal for Annual Non-Resident Sports Participant's Fee for Use of City of Santa Clara Athletic Facilities with Proceeds to Benefit City's "Wade Brummal-Youth Sports Scholarship Fund" be submitted to Council for approval.
ADVANTAGES AND DISADVANTAGES OF ISSUE
Additional efforts to contact and receive input from youth athletic leagues was made by the commission including sending copies of the proposal to the leagues for comment and inviting comment at three additional Commission meetings. The proposal has been revised to include the comments and to address concerns. The schedule for implementation has also been revised to provide time for organizations to adjust and incorporate both the new fee and opportunities to request funding. Implementing an affordable non-resident fee would provide a stable source of funding for needs of local non-profit sports groups such as support for disadvantaged youth and program costs.
l:\PARKSIAGENDAS \UPDATES & INFORMATION\U NFINISHED BUSINESS--W ADE BRUMMAL YOUTH S PORTS NON-RESI DENT FEE 10-27-2015A .DOC Subject: Unfinished Business-Parks & Recreation Commission Report on outreach to organizations regarding the $25 non-resident participant fee
ECONOMIC/FISCAL IMPACT
The proposal does not effect the City General Fund, but does provide a stable source of revenue forthe City's Wade Brummal Youth Sports Scholarship Fund (084-1117-87800-(A)20412) that receives support primarily from donations from the public, and in the past, from charitable golf tournament proceeds . The estimated amount to be generated is $15,000-$20,000 per year , but would depend upon the actual number of non-resident participants in the community sports programs.
RECOMMENDATION
That the Council establish a non-resident youth sports participation fee in the amount of $25 per non-resident participant to be assessed on all non-profit youth sports organizations that use City parks and recreation facilities for their respective sports programs and that the fees collected be made available for consideration for disbursement according to the Wade Brummal Youth Sports Scholarship Program guidelines.
DiFector of Parks & Recreation
Commission Liaison
APPROVED :
~-11.~~ if Julio J. Fuentes
City Manager
Documents Related to this Report:
1) Exhibit A-Parks & Recreation Commission Wade Brummal Youth Sports Scholarship Funding Proposal Exhibit A
WADE BRUMMAL YOUTH SPORTS SCHOLARSHIP PROGRAM FUNDING PROPOSAL.
The City of Santa Clara Wade Brummal Youth Sports Scholarship Program Funding Proposal ("Proposal") will apply to all non-profit youth sports groups, organizations and athletic leagues located in the City of Santa Clara that use City of Santa Clara Parks & Recreation athletic facilities. The purpose of this proposal is to generate funds for the Wade Brummal Youth Sports Scholarship Grant Program that provides financial assistance to Santa Clara youth residents who wish to participate in organized youth sports and may not have the financial means to pay the fees required to participate in youth sports leagues, and helps support sports league's facility and program needs. Fees will be collected from all youth non-profit sports organizations that allow "non-residents" to participate in their respective programs. Each organization will submit a roster that lists all residents (with proof of residency) and all "non-resident" participants to the Santa Clara Parks & Recreation Department annually or prior to receiving a facility use permit. The number of non-resident participants provided on the roster will determine the total amount due for non-resident participation fees.
Policy and Procedures:
1) Amount of Fee: Each non-profit youth sports organization using a Santa Clara Parks & Recreation sports facility will pay a fee of $25 per year, per non-resident participant. a) Non-Resident Definition: A "non-resident" is any person who does not reside within the geographic boundaries of the City of Santa Clara or the boundaries of the Santa Clara Unified School District (SCUSD).
b) Resident Definition: A resident is any person who resides within the City of Santa Clara or is enrolled in the SCUSD.
c) Proof of Residency: It will be the responsibility of the leagues to verify residency. Leagues will disclose non-residents on residency rosters submitted to the Parks and Recreation Department. 2) Payment: The total fee will be made payable to the City of Santa Clara-Wade Brummal Youth Sports Scholarship Program, c/o Parks & Recreation Department , 1500 Warburton Ave., Santa Clara, CA 95050. 3) Schedule for Submitting Participant Roster and Fee. Rosters should highlight a list of all non-resident participants in each eligible youth sports organization. Rosters and payment will be submitted by the last business day prior to the following dates:
• Aquatic Sports-September 30
o Swimming-Santa Clara Swim Club
o Synchronized Swim-Aquamalds
o Diving-Santa Clara Diving Club
o Water Polo & Others
• Softball-June 30
• Baseball-June 30
• SCPAL-June 30 for Summer/Fall sports; December 31 for Winter/Spring sports • Football-June 30
• Soccer-September 30
• Other Sports-prior to issuance of Athletic Facility Use Permit l:\PARKSIAGENDAS\UPDATES & INFORMATION\UNFINISHED BUSINESS--WA DE BRUMMAL YOUTH SPORTS NON-RESIDEN T FEE 10-27-2015A.D OC 4) Funding Requests.
a) Eligibility. Any Santa Clara based, non-profit youth sports organization that pays the non-resident, participation fee is eligible to apply for funding/request reimbursement for financial assistance granted to residents of the City of Santa Clara. Additionally, non-profit youth sports organizations that provide services to Santa Clara residents only, due to jurisdictional boundaries, are also eligible for reimbursement (i.e., Little League Baseball). Eligible organizations must comply with Title IX, the federal law that prohibits discrimination on the basis of gender in schools that receive federal funding - including in their athletics programs.
b) Application/Requests: A written application (Request for Funds) by the board president or executive director of the youth sports organization will be submitted to the City of Santa Clara-Parks & Recreation Department on behalf of the sports organization. c) Limit of Request(s):
i) An application (Request for funds) will be considered for approval for up to $500 (or less based on avallable funds) by the Parks and Recreation Department on a case-by-case basis. ii) An application (Request for Funds) for over $500 (or less, based on total funds available in the Wade Brummal Youth Sports Scholarship Program Fund) will be reviewed by the Parks & Recreation Commission for a recommendation of approval. iii) A request for funds may be made by any organization no more than one time per quarter. d) Priorities of Funding.
i) Participant Scholarships. Reimbursement of a youth sports organization's direct financial assistance to support disadvantaged residents to participate in the sport (i.e. league registration fees, participation, etc.) Individuals must be qualifying residents of the City of Santa Clara (as defined in Policy and Procedures 1.8)
ii) Relevant program costs. Reimbursement for new equipment, field repairs, capital projects, maintenance costs. (Only available if fund balance exceeds $15,000 in a year.) iii) Reimbursement of costs related to additional competition expenses (i.e., travel). Grants of this nature will be reviewed by the Parks & Recreation Commission on a case-by-case basis for a recommendation of approval.
iv) Requests from non-contributing Santa Clara based youth sports organizations and programs are also eligible to request funds based on fund availability . Requests must be made to the Parks and Recreation Commission for approval.
v) Contributions to the fund do not constitute a guarantee of funding. l:\Parks\Parks & Recreation Commission\Minutes\Minutes 2015\Wade Brummal Youth Sports Scholarship Grant Program-Funding Proposal Amended 08_ 08_ 15. doc
l:\PARKSIAGENDAS\UPDATES & INFORMATION\UNF INISHED BUSINESS--WADE BRUMMAL YOUTH SPORTS NON-RESIDENT FEE 10-27-201 SA.DOC Attachment 2
WADE BRUMMAL YOUTH SPORTS GRANT PROGRAM PROCEDURES
Background
The City of Santa Clara Wade Brummal Youth Sports Grant Program funds apply to all non-profit youth sports groups, organizations and athletic leagues located in the City of Santa Clara that use City of Santa Clara Parks & Recreation athletic facilities. The purpose of the program is to generate funds for the Wade Brummal Youth Sports Grant Program which provides financial assistance to Santa Clara youth residents who wish to participate in organized youth sports and may not have the financial means to pay youth sports participant fees, and support sports league's facility and program needs. Fees are collected from all youth non-profit sports organizations that allow "non-residents" to participate in their respective programs. Each organization submits a roster that lists all residents (with proof of residency) and all "non-resident" participants to the Santa Clara Parks & Recreation Department annually or prior to receiving a facility use permit. The number of non-resident participants on the roster will determine the total amount due for non-resident participation fees.
Program Implementation
1. Amount of Fee: Each non-profit youth sports organization using a Santa Clara Parks & Recreation sports facility will pay a fee of $25 per year, per non-resident participant.
2. Non-Resident Definition: A "non-resident" is any person who does not reside within the geographic boundaries of the City of Santa Clara or the boundaries of the Santa Clara Unified School District (SCUSD).
3. Resident Definition: A resident is any person who resides within the City of Santa Clara or is enrolled in the SCUSD.
4. Proof of Residency: It will be the responsibility of the leagues to verify residency. Leagues will disclose non-residents on residency rosters submitted to the Parks and Recreation Department.
5. Payment: The total fee will be made payable to the City of Santa Clara-Wade Brummal Youth Sports Scholarship Program, c/o Parks & Recreation Department, 1500 Warburton Ave., Santa Clara, CA 95050.
6. Schedule for Submitting Participant Roster and Fee. Rosters should highlight a list of all non- resident participants in each eligible youth sports organization. Rosters and payment will be submitted by the last business day prior to the following dates:
September 30
Aquatic Sports
Swimming
Diving
Water Polo & Others
Soccer
June 30
Softball
Baseball
Football
Judo
Other Sports-prior to the issuance of Athletic Facility Use Permit
Attachment 2
Funding Requests
Eligibility Any Santa Clara based, non-profit youth sports organization that pays the non-resident, participation fee is eligible to apply for funding/request reimbursement for financial assistance granted to residents of the City of Santa Clara. Additionally, non-profit youth sports organizations that provide services to Santa Clara residents only, due to jurisdictional boundaries, are also eligible for reimbursement (i.e., Little League Baseball). Eligible organizations must comply with Title IX, the federal law that prohibits discrimination on the basis of gender in schools that receive federal funding including in their athletics programs.
Application/Requests: A written application by the board president or executive director of the youth sports organization will be submitted to the City of Santa Clara-Parks & Recreation Department on behalf of the sports organization.
Limit of Request(s)
1. An application will be considered for approval for up to $2,000 by the Parks and Recreation Department on a case-by-case basis.
2. An application for over $2,001 will be reviewed by the Parks & Recreation Commission for a recommendation of approval. The Commission reserves the right to approve partial funding of requests or deny requests.
3. A request for funds may be made by any organization no more than one time per quarter.
Priorities of Funding
1. Participant Scholarships. Reimbursement of a youth sports organization's direct financial assistance to support disadvantaged residents to participate in the sport (i.e. league registration fees, participation, etc.) Individuals must be qualifying residents of the City of Santa Clara (as defined in Program Implementation 4.)
2. Relevant program costs. Reimbursement for new equipment, field repairs, capital projects, maintenance costs. Only available if fund balance exceeds $15,000 in a year.
Facilities must be within the City of Santa Clara and be accessible to the public.
3. Reimbursement of costs related to additional competition expenses (i.e., travel).
Reimbursements of this nature will be reviewed by the Parks & Recreation Commission on a case-by-case basis for a recommendation of approval.
4. Requests from non-contributing Santa Clara based youth sports organizations and programs are also eligible to request funds for scholarships for qualifying residents of the City of Santa Clara (as defined in Policy and Procedures 1.8).
5. If the balance of the Wade Brummel Grant programs is greater than $50,000 at the end of the fiscal year, the Parks & Recreation Commission may choose to contribute funds towards activities that would benefit Santa Clara Youth sports.
6. Contributions to the fund do not constitute a guarantee of funding.
Attachment 3
1 CITY OF SANTA CLARA
DRAFT WADE BRUMMAL SCHOLARSHIP PROGRAM GUIDELINES
Background
The Wade Brummal Scholarship Program (Program) was established in 2015 after an extensive outreach process. The Program is named after Wade Brummal who taught at Santa Clara High School, was the founder of the Santa Clara Weekly, and as a Santa Clara resident has been supportive of “access for all” in youth sports. The Program’s objective is to provide financial assistance to Santa Clara youth who wish to play in organized youth sports programs but may not have the financial means to participate in these programs.
Since the Program was established, it has generated approximately $235,000 to support youth sports organizations as they have provided scholarships for athletes, paid for player uniforms, travel and competition fees, and necessary equipment. Twenty- eight grants have been allocated from this Program.
Currently, the community desires to update the Wade Brummal Scholarship Program and Grant Guidelines to better reflect the needs of youth sports and the community. The update further defines eligible expenses and protocols for applying and awarding grants to youth sports organizations.
The Program is administered by the Parks & Recreation Department of the City of Santa Clara.
Wade Brummal Scholarship Program Grant Process
1. Youth Sports Organization (YSO) submits rosters of non-resident participants and pays fee;
2. YSO may submit a scholarship reimbursement request and/or a grant request to the City once per year for eligible expense;
3. City processes the scholarship/grant request and determines the eligibility of the request;
4. City issues payment to YSO.
Who Participates
Any non-profit youth sports organization (YSO) that receives a permit to host their program in a City of Santa Clara facility; and that program allows non-resident athletes to participate in the sport; are required to participate in the Program.
Program Participation Process
YSOs utilizing City facilities for their program must submit annual participant rosters to the Parks & Recreation Department by April 15th. Rosters must cover the program year
Attachment 3
2 (July 1-June 30) and include participant information: resident/non-resident status, address, zip code and school. YSOs must contribute $25 per sport per year for each non-resident athlete on the roster. The City shall invoice the YSO for any monies owed to the Program. Invoices will be due within 30 days of receipt.
Fees and program guidelines are subject to change with review by the Parks & Recreation Commission. The following fees are recommended through Fiscal Year 2027/28.
Fiscal Year 2024/25 2025/26 2026/27 2027/28
Wade Brummal
Annual Fee
$25 $25 $35 $45
Payment
Fees shall be made payable to the City of Santa Clara-Wade Brummal Youth Sports Scholarship Program and be sent or dropped off at the Parks & Recreation Department, 1500 Warburton Ave., Santa Clara, CA 95050.
Program Definitions
1. Non-Resident: A "non-resident" is any player/athlete 18 and under who does not reside within the geographic boundaries of the City of Santa Clara or the boundaries of the Santa Clara Unified School District (SCUSD).
2. Youth Resident: A resident is any player/athlete 18 and under who resides within the City of Santa Clara or is enrolled in the SCUSD or a private school located in the City of Santa Clara.
3. Scholarship Athlete: Youth Sports Organization may qualify the athlete for a scholarship based on participation in a government support program such as WIC, SNAP, a reduced utility program, free and reduced lunch or other social service, or an expressed hardship.
4. Non-profit Youth Sports Organization: A registered 501(c)3 non-profit organization serving Santa Clara youth, located in the City of Santa Clara, that is registered with the State of California, operating exclusively for the welfare and development of a youth sport.
Scholarship/Grant Eligibility
YSO must be Santa Clara based, non-profit youth sports organization, serving youth under the age of 18. YSO must contribute to the Program, be current in their payment to the Program, and comply with Title IX; the federal law that prohibits discrimination on the basis of gender in schools that receive federal funding including in their athletics programs.
Proof of Residency: It will be the responsibility of the leagues to verify residency.
Leagues will disclose non-residents on rosters submitted to the Parks & Recreation Attachment 3
3 Department. The roster shall include the following information: name/initials, address, zip code, and school attendance for each participant.
Scholarship/Grant Non-Eligibility
School-based, youth athletic programs.
Reimbursement of field permit fees.
Reimbursement facility rental fees.
Reimbursement of any fees for sports membership or associations related to certifications.
Reimbursement for liability insurance.
Grant Application
Online forms for these grants are available on the City Parks & Recreation Department website, under the tab “Scholarships and Grants”. (City of Santa Clara Wade Brummal Grant Application). Grant applications may be submitted as early as April 15 but will be due by July 1 of each year for the expenses related to the previous year.
Grant Submission
All scholarship and grant submissions must include:
1. A completed application;
2. Submission of all back up documentation such as rosters, receipts, and a spreadsheet summary;
3. Itemized receipts from purchases with the date of the purchase; and
4. Organizations have no more than 60 days to complete the application process and provide approved receipts or the application will be disqualified.
Priorities of Funding
1. Participant Scholarships
a. Reimbursement of a YSO direct financial assistance to support disadvantaged athletes in the sport per sport season. Individuals must be qualifying residents of the City of Santa Clara.
2. Sports Equipment and Related Expenses
a. Competition/tournament fees, uniforms for scholarship athlete, training equipment for scholarship athlete, or other expenses that enable the scholarship athlete to play.
b. Organizational expenses related to volunteer coaches' certifications or volunteer fingerprinting.
Limit of Request(s)
1. An application will be considered for administrative approval for up to $2,500 by the Parks & Recreation Department. Staff reserves the right to approve partial funding or to deny requests.
Attachment 3
4 2. An application for over $2,500 will be reviewed by the Parks & Recreation Commission for a recommendation of approval. The Commission reserves the right to approve partial funding of requests or to deny requests.
3. A request for funds may be made by any organization no more than one time per year.
4. If the balance of available funds in the Wade Brummel Scholarship Program is greater than $50,000 at the end of the fiscal year, the Parks & Recreation Commission may choose to:
a. Contribute funds towards activities that would benefit Santa Clara youth sports based on staff recommendation.
b. Consider requests from non-contributing Santa Clara-based YSOs and programs (i.e. groups who do not pay into the program for non-residents) for scholarships and grants related for qualifying players/athletes of the City of Santa Clara.
All Wade Brummal Scholarship Program Guidelines will be in effect for any funding allocations related to this program.
Disclaimer
Contributions to the Program do not constitute a guarantee of funding.
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-332 Agenda Date: 3/11/2025
REPORT TO COUNCIL
SUBJECT
Action on the Proposed Mission College Location for the City’s 4th of July Special Event Activities
COUNCIL PILLARS
Promote Community Engagement and Transparency
Enhance Community Sports, Recreational and Arts Assets
BACKGROUND
Historically, the City of Santa Clara has sponsored an All-City Picnic and Fireworks Show at Central Park on the 4th of July. Due to budget constraints, funding for special events in the amount of $358,116 was cut from the Department of Parks and Recreation’s (Department) operating budget in fiscal year (FY) 2021/2022. This resulted in the elimination of the fireworks portion of the 4th of July activities. In 2022 and 2023 the City offered a 4th of July All-City Picnic in Central Park that included activities, food trucks, and entertainment. The Department was asked to explore the feasibility of restoring the fireworks component of the All-City Picnic for 2024.
The City’s last fireworks show held in Central Park was in 2019. The City’s public safety departments have expressed concerns about the use of Central Park for a night-time firework show. The landscape of events has changed from a public safety perspective since the City’s last 4th of July fireworks show at Central Park. The historic Central Park location is not a feasible event location without significant enhancement of resources that are not budgeted and that would be cost prohibitive for the City. Additionally, while events have been very well attended in prior years, those crowds resulted in congestion in surrounding neighborhoods impacting public safety’s ability to respond to incidents. This event impacted the entire neighborhood as traffic was stopped from Kiely Boulevard to San Tomas Expressway and Homestead Road to Benton Street. Emergency services were blocked from accessing the interior of the event due to the size of the crowd. The area has further changed as the Magical Bridge Playground takes up the large meadow on the Kiely side of the park. Also, a new variable is that Santa Clara Unified School District (SCUSD) has fenced the adjacent school site (Central Park Elementary School) and installed irrigation in the area previously used for viewing the fireworks. The field is accessed from Sonoma Place and is not connected to Central Park. In 2024, staff was advised that the school district would allow the use of the field with the following conditions:
1. That resources be allocated to ensure the safety of the premises during the event.
2. That all costs incurred by SCUSD attributable to the event would be reimbursed in whole by the City, including costs related to property damage, litter/debris removal, general clean-up and security charges incurred by the District.
In addition to the circumstances described above, the George F. Haines International Swim Center City of Santa Clara Printed on 3/7/2025Page 1 of 5
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(ISC) remains closed as remediation efforts continue. A detailed update on ISC is scheduled for an upcoming Council meeting.
Therefore, based on a careful evaluation of the feasibility of holding the 4th of July event at Central Park, and in particular the safety challenges involved, Central Park does not appear to be a viable location for hosting the 4th of July Independence Day Celebration.
Through staff’s evaluation of other potential site locations and partnerships, the Plaza at Mission College was identified in 2024 as a suitable location for the 4th of July event. The College campus appeared to have sufficient infrastructure, on-site security, and available parking and staff resources to support the event and collaborate with the City to produce it. Mission College committed to making their facilities and staffing available for the event, including free parking, access to appropriate facilities for event staging, “day-of” campus security, and facilities staffing. Staff also explored a partnership with Great America to enhance their existing fireworks show for the benefit of the community. Great America’s proximity to Mission College allows attendees at the 4th of July event to experience the fireworks show at Great America in the evening.
On April 23, 2024, the City Council authorized the City Manager to negotiate with Mission College and Great America and take all necessary steps to host and provide services for the 2024 All-City Picnic and Fireworks Extravaganza and approved the addition of the 4th of July Fireworks show to Silicon Valley Power’s List of Annual Sponsorships in the amount of $50,000.
The 2024 4th of July Independence Day Celebration at Mission College, followed by the fireworks show at Great America, was an ideal venue for the holiday celebration. Mission College provided spacious grounds for families to enjoy the festivities, with convenient access for surrounding neighborhoods. Event highlights included live entertainment featuring the Santa Clara Vanguard, food trucks offering American and international cuisine, and interactive booths from City departments including Parks & Recreation, Police, Fire, Library, and Water & Sewer. Event sponsors supported the event. Amenities included a cooling center and free lawn games. The partnership between Mission College and the City of Santa Clara ensured a comfortable, well-prepared campus, demonstrating their commitment to the Santa Clara community.
The 2024 event at Mission College did present some challenges such as having sufficient parking for the attendees, views of the fireworks from various parts of the Plaza were obstructed, and there were post-event traffic flow issues as multiple 4th of July celebrations along the Highway 101 corridor ending at the same time. Although there were a few challenges at Mission College, the City is well prepared to address parking and post-event traffic congestion with the potential return of the 4th of July Independence Day Celebration to Mission College.
Mission College and Great America have expressed their willingness to partner with the City again on the 2025 4th of July activities. Staff recommends approval from the City Council to host the 4th of July Independence Day Celebration at Mission College in partnership with Mission College and Great America.
DISCUSSION
This report provides a summary of key considerations for the proposal to host the 4th of July Independence Day Celebration at Mission College.
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Site Conditions at Central Park
The City’s last fireworks show held in Central Park was in 2019. Since then, the Santa Clara Unified School District (SCUSD) has fenced the adjacent school site (Central Park Elementary School) and installed irrigation in the area previously used for viewing the fireworks. In early 2024, staff was advised that the school district would allow the use with the following conditions:
1. That resources be allocated to ensure the safety of the premises during the event.
2. That all costs incurred by SCUSD attributable to the event would be reimbursed in whole by the City including costs related to property damage, litter/debris removal, general clean-up and any security charges incurred by the District.
In addition to the change at the school district property, there have also been changes at Central Park that impact the viability and safety of hosting the All-City picnic and Fireworks show at the location. The George F. Haines International Swim Center (ISC) remains closed as pool and facility access remediation efforts continue. Large-scale events, such as the 4th of July event present significant public safety concerns.
The City’s public safety departments have also expressed concerns about the use of Central Park for a night-time firework show. The landscape of events has changed from a public safety perspective since the City’s last 4th of July fireworks show was held at Central Park in 2019. The historic Central Park location will require a significant enhancement of resources that are not budgeted and are cost prohibitive for the City. Additionally, while events have been very well attended in prior years, those crowds resulted in congestion in surrounding neighborhoods impacting the public safety’s ability to respond to incidents.
Should City Council decide to pursue hosting the 4th of July event at Central Park, staff recommends an All-City Picnic family friendly daytime event that would include community performers, live music, food trucks, activities for the children and exhibitor booths from City Departments and sponsors. In addition to the daytime event the City could still co-sponsor the Fireworks Show at California’s Great America with an enhanced show that could be seen from inside and outside the Park.
Mission College
In recent years, the City Council has expressed a desire that City departments explore partnerships to leverage community benefit. Mission College’s infrastructure and resources includes, but is not limited to, a central plaza with a large grass area and entertainment stage, multiple parking lots, on- site security, utilities and power to support special events and well as other facilities that might be needed for storage and/or event organization. These amenities made Mission College a wonderful host for the 2024 4th of July Independence Day Celebration and staff recommends hosting the 2025 event there again.
If Mission College is selected as the site location for the upcoming 2025 celebration, staff plans to implement several enhancements based on community feedback. An additional entrance will be created on the north side of campus to reduce wait times and improve traffic flow for patrons. The entertainment lineup will include live performances throughout the day. The City will also increase directional signage with clear instructions on optimal viewing locations for the Great America fireworks show, ensuring that all attendees can enjoy the spectacular display regardless of where they're situated on campus. An improved traffic plan will be implemented for emergency vehicles and City of Santa Clara Printed on 3/7/2025Page 3 of 5
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to facilitate smoother departures from Mission College at the end of the event.
Staff has engaged in initial discussions with Mission College about how the 2025 activities will be implemented to further improve the event, including potential overflow parking, and will continue those conversations should the City Council approve staff’s recommendation.
Great America
Great America has traditionally offered a 4th of July special event and regularly conducts firework shows on their property. They have an existing relationship with a fireworks vendor and an approved plan for conducting fireworks shows in a safe manner.
Great America has indicated their willingness to partner again with the City for an enhanced 4th of July fireworks show for 2025. The current estimate for the enhancement of Great America’s firework show is $20,000. These funds can be allocated from the existing event budget.
Public Safety Resources
As described above, a 4th of July fireworks event at Central Park is not advised as it requires significant public safety resources to adequately support the event. This can create issues, particularly during a time of year where Stadium events are already placing substantial demands on public safety resources. Due to Mission College’s existing infrastructure and on-site security, the proposed Mission College location will require a smaller deployment from the City’s public safety departments, thus saving limited staffing resources and funds.
Costs and Funding
The budget for the fireworks portion of the 4th of July special event activities was eliminated starting in FY 2021/22. The Department of Parks & Recreation has sufficient savings in FY 2024/25 to support the event. The current estimate for the cost of the firework show enhancement at Great America is $20,000, inclusive of associated permit fees. This may increase, as staff and Great America discuss plans to enhance the fireworks display. There are additional costs associated with equipment and staffing from Mission College and involved departments, including Parks & Recreation, Police and Public Works. The Great America fireworks and Mission City/City costs will be covered by Silicon Valley Power’s annual sponsorship of the fireworks show in the amount of $50,000.
Conclusion
Given the current conditions at Central Park and limited public safety resources during the timeframe of the event, staff recommends pursuing a partnership with Mission College and Great America for the 2025 4th of July Independence Day Celebration. This option provides for a site location with adequate resources to support a large-scale special event that will not have a significant impact on residential neighborhoods, the ability to provide a fireworks show that can be implemented in a safe and controlled area with minimal cost, and mitigation of traffic congestion and other adverse impacts to the Central Park neighborhood on the holiday.
Staff will explore a feasible site for 2026 that meets the conditions for a City-sponsored community 4th of July celebration of the 250th anniversary of the United States Declaration of Independence.
ENVIRONMENTAL REVIEW
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The proposed project is categorically exempt from the California Environmental Quality Act (“CEQA”) per CEQA Guidelines Section 15304(e) (Class 4 - Minor Alterations to Land) as it consists of minor temporary use of land having negligible or no permanent effects on the environment. The proposed 4th of July event is consistent with such allowable temporary uses.
FISCAL IMPACT
The Department of Parks and Recreation budget has sufficient funding to support the 4th of July Independence Day Celebration. The remaining additional cost for the event, including the estimated $20,000 for the firework show at California’s Great America and $30,000 for equipment and staffing costs from Mission College and City departments that will need to support the event, will be funded by Silicon Valley Power’s annual sponsorship ($50,000).
COORDINATION
This report has been coordinated with the City Manager’s Office, the City Attorney’s Office, and the Police and Finance Departments.
PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.
RECOMMENDATION
1. Determine that the proposed actions are exempt from CEQA pursuant to Section 15304(e) (Class 4 - Minor Alterations to Land) of Title 14 of California Code of Regulations; and
2. Authorize the City Manager to negotiate with Mission College and Great America and take all necessary steps to host and provide services for the 2025 4th of July Independence Day Celebration in alignment with the plan outlined in this Report.
Prepared by: Kimberly Castro, Recreation Manager
Reviewed by: Damon Sparacino, Director of Parks and Recreation Department Approved by: Jovan D. Grogan, City Manager
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