Agenda — Susanville City Council, June 19, 2024

CALL TO ORDER

ROLL CALL

1. APPROVAL OF AGENDA: (Additions and/or Deletions)

2. PUBLIC COMMENT REGARDING CLOSED SESSION ITEMS (if any): Any person may address the Council at this time upon any subject for discussion during Closed Session.

3. CLOSED SESSION:

A. CONFERENCE WITH REAL PROPERTY NEGOTIATOR - pursuant to Government Code Section §54956.8
Property: Ramsey Ditch
Agency Negotiator: Dan Newton, City Manager
Negotiating Party: Kim Dieter
Under Negotiation: Price/Terms
B. CONFERENCE WITH LABOR NEGOTIATORS - pursuant to Government Code Section §54957.6

1. Administrative Unit

2. Firefighters Unit

3. Management Unit

4. SPOA Unit

4. RETURN TO OPEN SESSION: (recess if necessary)
Reconvene in open session at 5:00pm
Pledge of allegiance
Invocation
Report any changes to agenda
Report any action out of Closed Session
Proclamations, awards or presentations by the City Council

5. BUSINESS FROM THE FLOOR: Any person may address the Council at this time upon any subject on the agenda or not on the agenda within the jurisdiction of the City Council. However, comments on items on the agenda may be reserved until the item is discussed and any matter not on the agenda that requires action will be referred to staff for a report and action at a subsequent meeting.

Presentations are subject to a five-minute limit.

6. CONSENT CALENDAR: All matters listed under the Consent Calendar are considered to be routine by the City Council. There will be no separate discussion on these items. Any member of the public or the City Council may request removal of an item from the Consent Calendar to be considered separately.

6.A Minutes of the City Council's June 5, 2024 regular meeting.

CITY OF SUSANVILLE
66 N. Lassen Street • Susanville CA
Mendy Schuster, Mayor
Russ Brown, Mayor pro tem
Curtis Bortle • Dawn Miller • Patrick Parrish
Susanville City Council
Regular Council Meeting • City Council Chambers
Wednesday, June 19, 2024 – 4:30 PM
1 6.B Vendor and payroll warrants

7. PUBLIC HEARINGS: No business.

8. COUNCIL DISCUSSION/ANNOUNCEMENTS:

9. NEW BUSINESS:

9.A Consider Resolution No. 24-6324, continuing Resolution authority to meet payroll and vendor warrants in the absence of a formally adopted budget for FY 2024-2025 through August 7, 2024 or the adoption of the City's budget, whichever comes first.

9.B Consider Resolution No. 24-6325, approving amended golf course fees at the Diamond Mountain Golf Course

9.C ***REVISED ITEM***Consider Resolution No. 24-6326, authorizing the Finance Director to adjust the Water 7110 budget.

9.D Water Rate Study Presentation

9.E Consider Resolution No. 24-6327, authorizing Mayor to sign a Program Supplement Agreement Revision with Caltrans for Riverside Drive Trail Project and authorize the budget amendment to the 2007 budget for the Riverside Drive Trail Project.

9.F Consider City Councilmember compensation

10. SUSANVILLE COMMUNITY REDEVELOPMENT AGENCY: No business.

11. SUSANVILLE MUNICIPAL ENERGY CORPORATION: No business.

12. CONTINUING BUSINESS:

12.A Discussion regarding American Rescue Plan Act (ARPA) funds

13. CITY MANAGER'S REPORTS:

13.A Department Reports

14. FUTURE COUNCIL ITEMS:

15. ADJOURNMENT:

The next regular meeting of the Susanville City Council will be held on July 3, 2024 at 4:30PM.

Reports and documents relating to each agenda item are on file in the Office of the City Clerk and are available for public inspection during normal business hours and at the meeting. These reports and documents are also available at the City’s website www.cityofsusanville.net, unless there were systems problems posting to the website.

Accessibility: An interpreter for the hearing-impaired may be made available upon request to the City Clerk seventy-two hours prior to a meeting. A reader for the vision-impaired for purposes of reviewing the agenda may be made available upon request to the City Clerk. The location of this meeting is wheelchair-accessible.

I, Heidi Whitlock, certify that I caused to be posted notice of the regular meeting scheduled for June 19, 2024 in the areas designated on June 14, 2024.
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AGENDA ITEM NO. 6.A
Action Item
Submitted By: Heidi Whitlock, Administrative Services
Action Date: June 19, 2024
SUBJECT: Minutes of the City Council's June 5, 2024 regular meeting.

PRESENTED BY: Heidi Whitlock, City Clerk
SUMMARY: Attached for the Council’s review are the minutes of the City Council’s June 5, 2024 regular meeting
FISCAL IMPACT: None
ACTION REQUESTED: Motion to waive the reading of and approval to receive and file the City Council's June 5, 2024 regular meeting.

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:
240605.cc.min.draft.pdf
4 SUSANVILLE CITY COUNCIL
Regular Council Meeting Minutes
WEDNESDAY, JUNE 5, 2024 – 4:30 PM
Mayor Schuster called the meeting to order at 4:30pm.

Roll Call of Councilmembers Present: Schuster, Brown, Bortle, Parrish, Miller

1. APPROVAL OF AGENDA:

Moved by Brown; seconded by Miller to approve.

Motion Carried: 4 - 0
Voting For: Schuster, Brown, Parrish, Miller
Voting Against: None

2. PUBLIC COMMENT REGARDING CLOSED SESSION ITEMS (if any): No public comment.

3. CLOSED SESSION:

The City Council met in closed session at 4:31pm to discuss the following:

A. PUBLIC EMPLOYEE APPOINTMENT - pursuant to Government Code Section §54957

1. City Administrator - Evaluation
Council Member Bortle entered at 4:32pm.

4. RETURN TO OPEN SESSION: The City Council reconvened in open session at 5:10pm.

The Pledge of Allegiance and Invocation were provided.

Dan Newton, City Manager, stated that the Council, prior to closed session, approved the agenda as presented then met in closed session to discuss the above-mentioned items. Direction was provided to staff with no reportable action taken.

Michael Bollinger, Public Safety Chief, recognized Zach Hoffman for his recent promotion to Fire Engineer.

5. BUSINESS FROM THE FLOOR:

Scott, public, inquired as to whether or not a recycling center will be coming back to the area.

Jake Hibbitts, public, read a portion of an article regarding the Stonewall Uprising/Rebellion between the LBGTQ+ community and law enforcement. He stated he would be back on Juneteenth to request a proclamation and the rescinding of the previously approved moratorium on proclamations.

Quincy McCourt, public, shared his thoughts on what the Council should do regarding economic development.

6. CONSENT CALENDAR:

Moved by Miller; seconded by Brown to approve.

Motion Carried: 5 - 0
Voting For: Schuster, Brown, Bortle, Parrish, Miller
Voting Against: None

6.A Minutes of the City Council May 15, 2024 regular meeting. 5 Motion to waive the reading of and approval to receive and file the City Council's minutes from the May 15, 2024 regular meeting.
240515.cc.min.draft.pdf

6.B Vendor and payroll warrants Motion to receive and file. 04-23-24.pdf
04-30-24.pdf
05-01-24.pdf
05-15-24.pdf
05-16-24.pdf
05-17-24.pdf

7. PUBLIC HEARINGS: No business.

8. COUNCIL DISCUSSION/ANNOUNCEMENTS: Council Member Bortle stated that he was invited and attended the Susanville Indian Rancheria graduation ceremony. He then offered the Land Acknowledgement Statement.

9. NEW BUSINESS:

9.A Consider Resolution No. 24-6321, authorizing the closure of Main Street from Cottage Street to Rob's Way on July 20, 2024 for the Lassen County Fair Parade between 9:30 a.m. and 11:30 a.m. and authorizing the Public Works Director to execute a Caltrans Encroachment Permit application as required.

Bob Godman, Public Works Director, provided an explanation of the item and requested Council approval of Resolution No. 24-6321.

Council Member Parrish inquired as to whether or not this was a county parade and why the city pays for it if it is a county event. He then asked if the city should request that the county pay for, or at least share the cost of, the parade since it is their event.

Council Member Bortle responded that it is a public benefit, the city members are county members and vice versa to which Mayor pro tem Brown agreed.

Letter to the City - Road Closure - 2024.pdf
24-6321.pdf
Motion to approve Resolution No. 24-6321, authorizing the closure of Main Street from Cottage Street to Rob's Way on July 20, 2024 for the Lassen County Fair Parade between 9:30 a.m. and 11:30 a.m. and authorizing the Public Works Director to execute a Caltrans Encroachment Permit application as required.

Moved by Brown; seconded by Bortle to approve.

Motion Carried: 4- 1
Voting For: Schuster, Brown, Bortle, Miller
Voting Against: Parrish

9.B Consider Resolution No. 24-6322, Authorizing road closure of North St. between Grand Ave and N. Weatherlow on June 29,2024 from 8:00am to 10:30am in support of Lassen County Chamber of Commerce Annual Show N' Shine Car Show in Memorial Park.

Director Godman provided an explanation of the item and requested Council approval of Resolution No. 24-6322.
6 Chris Johnson, Chamber, stated that they are not doing the events to raise money, they are holding the events to draw in more people.

David Teeter, Chamber, stated that, although he understands where Council Member Parrish is coming from and appreciates looking out for city funds, but it is a bit misguided, although he is happy to see that the rest of the council seems to understand that.

Quincy McCourt, public, stated to Council Member Parrish that the two things that need to occur for economic development to work are consistency and collaboration.

Council Member Parrish stated he appreciated the comments, and he does have a unique perspective. He simply wants to protect the city taxpayers and their tax money.

LCCC road closure request.pdf
24-6322.pdf
Motion to approve Resolution No. 24-6322, Authorizing the road closure of North St. between Grand Ave and N. Weatherlow on June 29,2024 from 8:00am to 10:30am in support of Lassen County Chamber of Commerce Annual Show N' Shine Car Show in Memorial Park.

Moved by Brown; seconded by Miller to approve.

Motion Carried: 3- 1
Voting For: Schuster, Brown, Miller
Voting Against: Parrish

9.C Consider directing City Manager to prioritize strategic planning efforts. Consider creation of a strategic planning Ad Hoc Committee.

Provide direction, motion to create an Ad Hoc Committee (two council members).

Mr. Newton provided an explanation of the item, including the request to permit staff to complete the items above the blue line on the priority list by the first of the year prior to working on the plan.

Mr. Newton then requested Council direction.

Council Member Miller requested that all five members meet so everyone was on the same page.

Mr. Newton stated that it can be done, but it would have to be researched to ensure it is done corrected.

Council Member Bortle stated that the Council should be very deliberate on the tasks that staff are being asked to complete. He added that with inflation and the current economy, policy decisions and direction to staff could put the city in a better position to bring in business.

Mayor pro tem Brown stated that he would prefer the Ad Hoc due to the reduced staff time, but he would support either item.

Mayor Schuster stated that she agreed with Council Member Miller as this is the best way to learn from each other and set policy. She added that she would suggest that staff bring back something at the first of the year but include the entire council.

Mr. Newton requested the timeline to complete all of the items above the blue line.

It was the consensus of the Council to have staff work on the completion of items above the blue line on the city priority list prior to working on the strategic plan. 7 9.D Consider Resolution No. 24-6323, authorizing the City Manager to execute a revision to the 2007 Landscape Maintenance Agreement with CALTRANS for the maintenance of the Southeast Gateway Project landscaping.

Director Godman provided an explanation of the item and requested Council approval of Resolution No. 24-6323.
24-6323.pdf
LMA-Susanville-36,139-Var-2007.pdf
Revised Exhibit A-4,5,6.pdf
Motion to approve Resolution No. 24-6323, authorizing the City Manager to execute a revision to the 2007 Landscape Maintenance Agreement with CALTRANS for the maintenance of the Southeast Gateway Project landscaping.

Moved by Parrish; seconded by Brown to approve.

Motion Carried: 5- 0
Voting For: Schuster, Brown, Bortle, Parrish, Miller
Voting Against: None

10. SUSANVILLE COMMUNITY REDEVELOPMENT AGENCY: No business.

11. SUSANVILLE MUNICIPAL ENERGY CORPORATION: No business.

12. CONTINUING BUSINESS: No business.

13. CITY MANAGER'S REPORTS:

13.A Department Reports Information only.

City department heads provided an update on the current happenings in their departments.

Mr. Newton stated that, with the second meeting in July falling on the first day of fair, we may want to discuss the meeting.

14. FUTURE COUNCIL ITEMS:

14.A Future Council Items
Informational item with direction to staff.

Council Member Parrish requested a discussion on the updates to the website. Brown agreed.

Mayor Schuster requested that the public comment time be limited to three minutes. 240605.Future.Item.List.pdf

15. ADJOURNMENT: Moved by Bortle; seconded by Brown to adjourn at 6:27pm. ________________________________ __________________________________ Heidi Whitlock, City Clerk Mandy Schuster, Mayor
8 AGENDA ITEM NO. 6.B
Action Item
Submitted By: Alicia Cordova, Finance
Action Date: June 19, 2024
SUBJECT: Vendor and payroll warrants
PRESENTED BY: Chandra Jabbs, Finance Manager
SUMMARY: Warrants dated May 18, 2024 through June 7, 2024 numbered 220927-221070.

FISCAL IMPACT: Accounts Payable vendor warrants totaling 119,441.07, plus $358,864.71 in payroll warrants, for a total of $478,305.78.

ACTION REQUESTED: Motion to receive and file

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:
5-30-24.pdf
5-31-24.pdf
06-06-24.pdf
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37 AGENDA ITEM NO. 9.A
Action Item
Submitted By: Chandra Jabbs, Finance
Action Date: June 19, 2024
SUBJECT: Consider Resolution No. 24-6324, continuing Resolution authority to meet payroll and vendor warrants in the absence of a formally adopted budget for FY 2024-2025 through August 7, 2024 or the adoption of the City's budget, whichever comes first.

PRESENTED BY: Chandra Jabbs, Finance Director
SUMMARY: Each fiscal year the City Council approves and adopts a budget as required by law. With the approval and adoption of the budget, Council gives staff the authorization to spend for the fiscal year.

Without a formally adopted budget the City cannot legally encumber and expend funds and the Finance Director cannot issue checks.

FISCAL IMPACT: Without the proper authorization, the Finance Department would not be able to pay vendors and employees causing the City to shut down operations.

ACTION REQUESTED: Motion to approve Resolution No 24-6324, continuing Resolution authority to meet payroll and vendor warrants in the absence of a formally adopted budget for FY 2024-2025 through August 7, 2024 or the adoption of the City's budget, whichever comes first.

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:
24-6324.pdf
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28 RESOLUTION NO. 21-6324

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUSANVILLE

AUTHORIZING THE CONTINUING RESOLUTION AUTHORITY TO MEET PAYROLL AND

VENDOR WARRANTS IN THE ABSENCE OF A FORMALLY ADOPTED BUDGET FOR FY 2024-25 THROUGH AUGUST 7, 2024 OR AT ADOPTION OF THE CITY’S BUDGET,

WHICHEVER COMES FIRST
WHEREAS, the City Council has not yet approved a budget for FY 2024/2025; and WHEREAS, the City Finance Department must issue checks to employees and vendors in order to continue operations; and
WHEREAS, the City Council finds that services need to be continued at current staffing levels and for the purchasing of essential supplies, as determined by the City Administrator, but not to exceed the levels approved in the FY 2023/2024 budget.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Susanville that the Finance Director is hereby authorized to continue to issue checks for payroll and vendor payments for essential supplies, not exceeding the FY 2023/2024 levels, through August 7, 2024 or at the adoption of the FY 2024/2025 budget whichever comes first.

APPROVED: ____________________________
Mendy Schuster, Mayor
ATTEST:_____________________________
Heidi Whitlock, City Clerk
The foregoing Resolution was adopted at a regular meeting of the City Council ofthe City of Susanville, held on the 19th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Heidi Whitlock, City Clerk
APPROVED AS TO FORM: _____________________
Margaret Long, City Attorney
39 AGENDA ITEM NO. 9.B
Action Item
Submitted By: Jolene Arredondo, Administrative Services Action Date: June 19, 2024
SUBJECT: Consider Resolution No. 24-6325, approving amended golf course fees at the Diamond Mountain Golf Course
PRESENTED BY: Dan Newton, City Manager
SUMMARY: The Diamond Mountain Golf Course is a valuable recreational asset for the community; providing residents, students, and visitors with access to golf facilities at reasonable rates. However, over the past few years, the course has faced financial pressures due to a variety of economic factors (inflation, increased minimum wage, increased electrical costs, increase equipment repair costs, equipment failures, etc.) and delayed infrastructure maintenance. These pressures have made it necessary to reevaluate our current rate structure to ensure the sustainability and continued operation of the golf course.

While the proposed rate increases are essential, course operations are committed to maintaining accessibility for all members of the community. Options such as discounted rates for seniors, juniors and twilight hours will continue to be available, and new discounted rates for veterans have been added to the fee schedule. The proposed rate increase at Diamond Mountain Golf Course is a strategic and necessary step to address the financial challenges posed by increased operational costs, inflation, and rising wages. By implementing this adjustment, we can ensure the continued provision of a quality golfing experience and the long-term sustainability of the course.

Rationale for Rate Increase(s):

Increased Operational Costs:

Inflation: The general inflation rate has significantly impacted the cost of goods and services required for the maintenance and operation of the golf course. Prices for essential supplies, equipment, and utilities have seen a marked increase, straining our budget.

Maintenance Costs: Regular upkeep and maintenance of
the golf course are crucial to preserving its quality and playability. Costs for turf management, irrigation systems,

SUSANVILLE CITY COUNCIL AGENDA ITEM
40 and equipment maintenance services have risen,
necessitating additional funds to maintain the equipment needed for course operations.

Increased Minimum Wage:

Wage Adjustments: The recent increases in the state
minimum wage have had a direct impact on labor costs.

As an employer of seasonal and part-time staff, the golf course has experienced a substantial rise in payroll
expenses for minimum staffing efforts needed to operate the pro-shop, range, carts, and course maintenance.

Long term planning and Sustainability:

Long-term Viability: To ensure the long-term sustainability of the Diamond Mountain Golf Course, it is imperative to adjust our rates. This will allow us to not only cover current operating costs but also help to address the deferred course maintenance that has occurred in the past years.

Proposed rate increase effective July 1, 2024 is as follows:
$3.00 increase to all green fees Monday-Sunday & Holidays for players ages 17+
$40.00 increase to 10 round play cards
Addition of Active Military and Veteran to discounted green fees Proposed rate increase effective January 1, 2025 is as follows:
$2.00 increase to green fees Monday-Sunday & Holidays for players ages 17+
$1.00 increase to green fees Monday-Sunday & Holidays for Veterans, Active Military & Seniors
$2.00 increase to cart rental fees
$15.00 increase to 10 round play cards
$100.00 increase to Individual Memberships
$200.00 increase to Individual Memberships with course cart $100.00 increase to Couple Membership
$200.00 increase to Couple Membership with course cart
FISCAL IMPACT: Increase of golf course fees received at the Diamond Mountain Golf Course
ACTION REQUESTED: Motion to approve Resolution No. 24-6325, amending golf course fees at the Diamond Mountain Golf Course
ATTACHMENTS:
2024 Fee Schedule.pdf
24-6325.pdf
Attachment A.B Fee Schedule Update.pdf
41 Monday-Thursday Friday - Sunday & Holidays
9 Holes $ 20.00 $ 25.00
18 Holes $ 25.00 $ 30.00
Junior (17 & Under)
9 Holes $ 10.00 $ 10.00
18 Holes $ 15.00 $ 15.00
Veteran, Activty Military & Senior (over 62)
9 Holes $ 12.00 $ 17.00
18 Holes $ 17.00 $ 22.00
Twilight (after 2:00 P.M.)
18 Holes $ 15.00 $ -
9 Holes $ 10.00
18 Holes $ 15.00
Spectator $ 5.00
Trail Fee $ 5.00
Small Bucket $ 5.00
Large Bucket $ 8.00
Punch Cards
10 Rounds 9 Holes w/ Course Cart $ 235.00
10 Rounds 9 Holes $ 145.00
10 Rounds 18 Holes w/ Course Cart $ 295.00
10 Rounds 18 Holes $ 210.00
Unlimited Driving Range $ 250.00
25 Small Driving Range Buckets $ 100.00
Individual $ 1,400.00
Individual w/ Course Cart $ 1,700.00
Couple $ 1,950.00
Couple w/ Course Cart $ 2,250.00
Trail Fee $ 100.00
$ 150.00
$ 200.00
$100 discount given if memberships are purchased between January 1 through March 31 annually
Trail Fee w/ Storage - Gas
Trail Fee w/ Storage - Electric
Fee Schedule Effective January 4, 2023, Resolution No. 23-6081 Green Fees
Cart Fees
per person
Driving Range
Specials
Memberships
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28 RESOLUTION NO. 24-6325

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUSANVILLE

APPROVING AMENDED GOLF COURSE FEES AT

THE DIAMOND MOUNTAIN GOLF COURSE
WHEREAS, the city of Susanville owns and maintains the Diamond Mountain Golf Course; and
WHEREAS, recent years have shown an increase in play at the Diamond Mountain Golf Course; and
WHEREAS, increased play and extending shoulder seasons has led to increased maintenance and wear and tear on the golf course and course equipment; and WHEREAS, an amended rate fee schedule is being proposed for Diamond Mountain Golf Course.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the city of Susanville hereby authorizes the Diamond Mountain Golf fees to be amended as proposed in Attachment A effective July 1, 2024.

NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of the city of Susanville hereby authorizes the Diamond Mountain Golf fees to be amended as proposed in Attachment B effective January 1, 2025.

APPROVED:_______________________
Mendy Schuster, Mayor
ATTEST:_______________________
Heidi Whitlock, City Clerk
The foregoing resolution was adopted at a regular meeting of the City Council of the City of Susanville, held on the 19th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_____________________________
Heidi Whitlock, City Clerk
APPROVED AS TO FORM:_____________________________
Margaret Long, City Attorney
43 Monday-Thursday Friday - Sunday & Holidays
9 Holes $ 23.00 $ 28.00
18 Holes $ 28.00 $ 33.00
Junior (17 & Under)
9 Holes $ 10.00 $ 10.00
18 Holes $ 15.00 $ 15.00
Veteran, Active Military & Senior (over 62)
9 Holes $ 15.00 $ 20.00
18 Holes $ 20.00 $ 25.00
Twilight (after 2:00 P.M.)
18 Holes $ 20.00 $ -
9 Holes $ 10.00
18 Holes $ 15.00
Spectator $ 5.00
Trail Fee $ 5.00
Small Bucket $ 5.00
Large Bucket $ 8.00
Punch Cards
10 Rounds 9 Holes w/ Course Cart $ 275.00
10 Rounds 9 Holes $ 185.00
10 Rounds 18 Holes w/ Course Cart $ 335.00
10 Rounds 18 Holes $ 250.00
Unlimited Driving Range $ 250.00
25 Small Driving Range Buckets $ 100.00
Individual $ 1,400.00
Individual w/ Course Cart $ 1,700.00
Couple $ 1,950.00
Couple w/ Course Cart $ 2,250.00
Trail Fee $ 100.00
$ 150.00
$ 200.00
Attachment A
Fee Schedule Effective July 1, 2024
Trail Fee w/ Storage - Electric
Specials
Memberships
$100 discount given if memberships are purchased between January 1 through March 31 annually
Green Fees
Cart Fees
per person
Driving Range
Trail Fee w/ Storage - Gas
44 Monday-Thursday Friday - Sunday & Holidays
9 Holes $ 25.00 $ 30.00
18 Holes $ 30.00 $ 35.00
Junior (17 & Under)
9 Holes $ 10.00 $ 10.00
18 Holes $ 15.00 $ 15.00
Veteran, Active Military & Senior (over 62)
9 Holes $ 16.00 $ 21.00
18 Holes $ 21.00 $ 26.00
Twilight (after 2:00 P.M.)
18 Holes $ 20.00 $ -
9 Holes $ 12.00
18 Holes $ 17.00
Spectator $ 5.00
Trail Fee $ 5.00
Small Bucket $ 5.00
Large Bucket $ 8.00
Punch Cards
10 Rounds 9 Holes w/ Course Cart $ 290.00
10 Rounds 9 Holes $ 200.00
10 Rounds 18 Holes w/ Course Cart $ 350.00
10 Rounds 18 Holes $ 260.00
Unlimited Driving Range $ 250.00
25 Small Driving Range Buckets $ 100.00
Individual $ 1,500.00
Individual w/ Course Cart $ 1,900.00
Couple $ 2,050.00
Couple w/ Course Cart $ 2,450.00
Trail Fee $ 100.00
$ 150.00
$ 200.00
Attachment B
Fee Scheduled Effective January 1, 2025
$100 discount given if memberships are purchased between January 1 through March 31 annually
Trail Fee w/ Storage - Gas
Trail Fee w/ Storage - Electric
Green Fees
Cart Fees
per person
Driving Range
Specials
Memberships
45 AGENDA ITEM NO. 9.C
Action Item
Submitted By: Bob Godman, Public Works
Action Date: June 19, 2024
SUBJECT: ***REVISED ITEM***
Consider Resolution No. 24-6326, authorizing the Finance Director to adjust the Water 7110 budget.

PRESENTED BY: Bob Godman, Public Works Director
SUMMARY: In the past staff have prepared very conservative budgets, especially for enterprise funds. While conservative budgets make it easier for directors to stay within the budget, they do not give an accurate picture to Council and ultimately the citizens of Susanville. In an effort to be more transparent and give Council a more accurate budget look, staff have in recent years prepared budgets that more closely represent accurate spending estimates. The downside to this is that unforeseen circumstances can find divisions without budget at the end of the fiscal year. This year we had an employee retire who was carrying a very significant amount of unfunded liability. As this was not budgeted and unforeseen, the 7110 Water Budget will need a budget amendment in the amount of $15,000 to cover the remaining employee and operations cost through FY 23/24. We are asking Council to approve the Finance Director to make the necessary budget amendment to the 7110 Water Budget using the 7110 Available Cash Fund.

FISCAL IMPACT: $20,000 from Water 7110 available cash, no impact to the General Fund.

ACTION REQUESTED: Motion to approve Resolution No. 24-6326, authorizing the Finance Director to adjust the Water 7110 budget.

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:

Revised Res. 24-6326.pdf
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RESOLUTION No. 24-6326

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUSANVILLE

AUTHORIZING THE FINANCE DIRECTOR TO MAKE NECESSARY BUDGET AMENDMENTS TO THE CITY 7110 WATER BUDGET
WHEREAS, the City of Susanville operates the Water Budget; and WHEREAS, the 2023/2024 Water budget requires an increase of $20,000.00 to cover related water operations and employee cost; and
WHEREAS, the 7110 Water Budget will need an expenditure increase to the fiscal year 2023/2024 budget.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Susanville hereby approves the budget increase and further authorizes the Finance Director to make necessary budget amendments to the City’s 7110 Water Budget.

APPROVED:__________________________
Mendy Schuster, Mayor
ATTEST: __________________________
Heidi Whitlock, City Clerk
The foregoing Resolution was adopted at a regular meeting of the City Council of the City of Susanville, held on the 19th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Heidi Whitlock, City Clerk
APPROVED AS TO FORM: ___________________________
Margaret Long, City Attorney
47 AGENDA ITEM NO. 9.D
Action Item
Submitted By: Bob Godman, Public Works
Action Date: June 19, 2024
SUBJECT: Water Rate Study Presentation
PRESENTED BY: Bob Godman, Public Works Director
SUMMARY: Dan Bergmann, of IGService, has completed an analysis of the city's water utility rate structure. The report with recommendations is attached. Staff is looking for direction to proceed with the water rate increase notification process pursuant to state law (Prop 218). The report provided by IGService is attached.

FISCAL IMPACT: None
ACTION REQUESTED: Direction to Staff

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:
240613 Water Rate Study Staff Report IGServices.pdf
48 1 of 4

Presentation of 2024 Water Rate Study Findings
BACKGROUND: The last rate study was done by City staff in September 2016.

The result of that rate study and city council action was new rates in place January 2017 pursuant to Resolution No. 16-5339 on December 7, 2016. Accordingly, those rates have been in place for the past seven years. The City contracted with Dan Bergmann of IGService to conduct a rate study reviewing the financial status of the water enterprise, and to reset rates consistent with costof-service guidelines pursuant to California’s Proposition 218. The conclusions of the rate study are complete, and Mr. Bergmann will provide a presentation at the June 19th City Council meeting.

The formal written report will be completed by June 28th.

DISCUSSION:

Revenue Increases Needed. The overall revenue increases recommended in the rate study are:
15 percent the first year,
15 percent the second year, and
4 percent in the following three years.

The following is an explanation of the process to determine the revenue needed over the next five-year period, and the rationale for setting rates. The revenue determination is for the total needed, whereas the rate setting to customers varies from the overall 15 percent based on customer type.

Operating Cash vs. Infrastructure Cash. The water enterprise is comprised of two major funds for planning purposes: Available Operating Cash (Fund 7110) for operations, and Infrastructure Cash (Fund 7114) defined in Resolution 16-5339 for infrastructure replacement. In the rate study, the Infrastructure Fund and associated customer surcharges are preserved. A capital improvement program is outlined utilizing available Infrastructure Fund revenue during the fiveyear planning period of the rate study. The rate study resets rates based on achieving a healthy level of operating cash after the infrastructure surcharges have been collected and credited to the infrastructure fund.

Operating Expenses are Up. Operating expenses of the water enterprise have been increasing since the last rate study, primarily driven by inflation. Specifically, over the past five years, costs for operations and maintenance have increased 34 percent, or $450,000. Without an increase in revenue for the water enterprise, the available fund balance for operating cash will become negative in FY25. A revenue increase is needed to balance operating costs with operating expense such that the operating cash fund balance be maintained at a positive amount, and ideally grow to provide some level of operating cash reserve. For example, a twenty percent reserve balance of one year’s expenses of two million dollars would be $600,000. Based on the proposed increases in the rate study, operating cash reserves would increase to $412,000 by the end of five years, significant movement toward a healthy fund balance.

Water Sales are Down. Water sales volumes for FY24 are projected to be seven percent lower than FY23. This is a result of less irrigation coming out of the drought and because of the long 49 2 of 4
spring reaching into summer 2023 following the very long winter. The result is a projected seven percent lower revenue for FY24. For planning purposes, the assumption is that lower water sales will continue; however, the proposed rate increases are staged such that if increased sales occur in FY25, the rate increase for FY26 can be less than the 15 percent proposed for the second year. (Rates can be lowered by City Council approval without going through the Proposition 218 process but can’t be increased.) Accordingly, in Fall of 2025, a review can be done of water sales to determine if the second rate increase for October 2024 can be less than 15 percent the second year.

Water Rate Increases. Consistent with the existing rate structure, seasonal rates are retained:

Higher Irrigation rates for May through October, and lower Non-Irrigation rates for November through April. The existing seasonal rate difference is $0.50 per hundred cubic feet (HCF). The proposed difference from the rate study is $0.57 based on the calculated cost premium to provide water in the irrigation months. This results in customers paying slightly more in summer versus winter.

The existing rate structure includes 300 cubic feet of water in the base charge each month. This means customers pay for 300 cubic feet if they use it or don’t use it. The proposed rate structure does not include any water in the base charge such that customers pay for all volumes used. To compensate the largest group of customers impacted, single-family residential, in the proposed rate structure the fixed monthly charge has been reduced such that single family are not penalized for paying for all water metered. Though the fixed rate is not reduced for all other customers, the volume rate is set for all other customers such that cost-of-service equity is preserved in overall rate setting.

Cost-of-service rate setting requires that customers be separated into customer classes. For Susanville, because the customer base is relatively small, the defined customer classes are single-family homes, which is well defined, and then all other customers. Separating out singlefamily, the cost-of-service analysis reveals that more of the revenue increase should come from mainly commercial customers (the “all other” category) than from single-family residential customers. Specifically, the revenue increase in the first year from other customers should be 32 percent, and the revenue increase from single-family residential should be just seven percent.

The combined weighted average of these two increases is the 15 percent overall needed in the first year. The reason is that single-family households are already contributing disproportionately more than other customers because of the fixed monthly portion currently paid in the rates. The result is that single-family is presently paying a much higher average cost for water. This is illustrated in the bar chart below showing overall average rates paid by customers (volume rates combined with fixed monthly rates). In the proposed rates, single-family customers will pay slightly above the average cost to provide water, and all other customers, on average, will still pay less than the average. This is logical because more customer service effort is required for the many single-family customers, and homes tend to have higher summer peaking for irrigation. 50 3 of 4
Existing and proposed rates, including recalculated drought rates, are attached. The combined metered rates and fixed monthly charges in the first-year result in a 15 percent overall revenue increase, based on the existing, lower, level of water sales. In the second year, if sales volumes increase, city council may lower the second 15 percent increase, as mentioned earlier.

FISCAL IMPACT: The fiscal impact in the first full year is a projected revenue increase of $311,000, or 15 percent based on FY24 projected revenue. The fiscal impact in the second full year will be an additional $358,000 based on the additional 15 percent if it is fully needed.

Assuming water sales do not increase and both 15 percent increases are implemented, the Operating Cash will become negative for FY25 and FY26, but then become positive and grow to $411,000 by FY29, the fifth year of the rate-setting period.

Regarding compliance with the Series 2019 bond covenant to collect 25 percent more net revenue than the bond payment amounts, the bond covenant will still be met even during the years of operating cash loses. This is because the infrastructure surcharge revenue collected is counted as operating revenue, whereas the expenditures of infrastructure funds are classified primarily as capital improvements.
51 4 of 4
1 2 3 4 5
FY18/19 FY19/20 FY20/21 FY21/221 FY22/23 FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 FY28/29 Audited Audited Audited Audited Unaudited Forecast Forecast Forecast Forecast Forecast Forecast Metered Water Volumes (HCF) 909,349 893,000 828,200 772,000 767,000 767,000 767,000 767,000 767,000 Operating Revenues Potential Annual Rate Increases: 15.0% 15.0% 4.0% 4.0% 4.0% Revenue from Rates $2,018,369 $2,220,346 $2,315,601 $2,301,930 $2,224,000 $2,074,000 $2,385,000 $2,743,000 $2,853,000 $2,967,000 $3,086,000 Revenue from Infrastructure Surcharge 653,624 654,297 657,045 659,879 653,195 660,000 660,000 660,000 660,000 660,000 660,000 Revenue from Johnstonville / CalTrans 14,653 17,296 18,894 16,004 17,507 17,000 17,000 17,000 17,000 17,000 17,000 Other Water Revenue 13,603 12,845 6,783 4,985 3,654 5,000 5,000 5,000 5,000 5,000 5,000 Connections & Source Development 22,017 18,955 15,214 6,845 10,929 8,000 8,000 8,000 8,000 8,000 8,000 Total Operating Revenue 2,722,266 2,923,739 3,013,537 2,989,643 2,909,285 2,764,000 3,075,000 3,433,000 3,543,000 3,657,000 3,776,000 Operating Expenses Inflation
Salaries and Benefits 374,387 445,853 391,372 413,279 323,000 370,000 389,000 408,000 428,000 449,000 471,000 5% PERS Pension 21,783 58,109 46,343 86,341 86,000 90,000 95,000 100,000 105,000 110,000 116,000 5% Internal Services (Admin/PW/Eng) 574,941 724,262 689,131 711,996 770,953 810,000 851,000 894,000 939,000 986,000 1,035,000 5% Supplies 78,791 65,449 65,237 72,242 96,509 99,000 102,000 105,000 108,000 111,000 114,000 3% Water 40,340 51,352 55,594 50,647 50,500 52,000 54,000 56,000 58,000 60,000 62,000 3% Electricity and Gasoline 67,328 77,388 88,823 83,838 96,509 101,000 106,000 111,000 117,000 123,000 129,000 5% Technical and Professional Services 30,264 24,659 21,782 44,543 84,787 30,000 32,000 34,000 36,000 38,000 40,000 5% Taxes, Fees, Permits & Charges 37,037 36,281 39,683 36,093 43,044 44,000 45,000 46,000 47,000 48,000 49,000 3% Other Operating Expenses 112,793 107,498 235,838 187,315 242,061 249,000 256,000 264,000 272,000 280,000 288,000 3% Total Operating Expenses 1,337,664 1,590,851 1,633,803 1,686,294 1,793,363 1,845,000 1,930,000 2,018,000 2,110,000 2,205,000 2,304,000 Net Operating Income 1,384,602 1,332,888 1,379,734 1,303,349 1,115,922 919,000 1,145,000 1,415,000 1,433,000 1,452,000 1,472,000 Interest Income 105,280 84,181 1,420 15,324 73,000 83,000 41,000 32,000 37,000 45,000 48,000 Net Income Available for Debt Service 1,489,882 1,417,069 1,381,154 1,318,673 1,188,922 1,002,000 1,186,000 1,447,000 1,470,000 1,497,000 1,520,000 Debt Service 743,624 476,779 569,040 672,618 752,651 752,786 752,802 752,691 645,918 645,827 646,000Debt Service Coverage Ratio 2.00 2.97 2.43 1.96 1.58 1.33 1.58 1.92 2.28 2.32 2.35Net Revenue after Debt Service 746,258 940,290 812,114 646,055 436,271 249,214 433,198 694,309 824,082 851,173 874,000 Transfers (Out) (60,888) (600,543) - (39,960) (26,468) (26,468) (26,468) (26,468) (26,468) (26,468) (26,468) Less Transfers to Infrastructure Fund (653,195) (660,000) (660,000) (660,000) (660,000) (660,000) (660,000) Down Payment for Barry Reservoir - - - (150,000) - - - - - - - Net Revenue 685,370 339,747 812,114 456,095 (243,392) (437,254) (253,270) 7,841 137,614 164,705 187,532 True up adjustment (1,389,452) 33,788 16,164
Total Available Cash 3,550,276 2,500,571 3,346,473 3,818,732 Fund Balance DetailAvailable Operating Cash 7110 (121,557) 436,002 629,007 443,390 604,489 167,235 (86,036) (78,195) 59,419 224,124 411,656Series 2019 Rate Stabilization 7111 3,000,000 858,600 858,600 858,600 858,600 858,600 858,600 858,600 858,600 858,600 858,600 Johnstonville 7112 32,389 46,379 49,565 56,386 45,364 60,000 60,000 60,000 60,000 60,000 60,000Infrastructure 7114 639,444 1,159,590 1,809,301 2,460,356 2,647,186 975,381 782,381 997,381 1,277,381 1,262,381 1,622,381 Totals 3,550,276 2,500,571 3,346,473 3,818,732 4,155,639 2,061,216 1,614,945 1,837,786 2,255,400 2,405,105 2,952,637 Susanville Water Enterrprise Revenues, Expenses, Debt Service, and Cash Balances 52 6 of 4
10/1/2024 10/1/2025 10/1/2026 10/1/2027 10/1/2028
Reset1 15% 4% 4% 4%
Metered Rates All Water ($/HCF)2,3
Single-Family Homes
Irrigation (May - October) $1.63 $1.87 $2.15 $2.24 $2.33 $2.42 Non-Irrigation (November - April) $1.13 $1.30 $1.50 $1.56 $1.62 $1.68 All Other Customers
Irrigation $1.63 $2.15 $2.47 $2.57 $2.67 $2.78
Non-Irrigation $1.13 $1.58 $1.82 $1.89 $1.97 $2.05
Fixed Monthly Charges ($/Mo)
Single-Family Homes up to 1" Meter $23.65 $20.10 $23.12 $24.04 $25.00 $26.00 All Other Meters
5/8" x 3/4" Meter $23.65 $27.20 $31.28 $32.53 $33.83 $35.18 1" Meter $31.93 $36.72 $42.23 $43.92 $45.68 $47.51

1.5" Meter $41.60 $47.84 $55.02 $57.22 $59.51 $61.89
2" Meter $54.11 $62.23 $71.56 $74.42 $77.40 $80.50
3" Meter $81.37 $93.58 $108.00 $112.00 $116.00 $121.00
4" Meter $124.84 $143.57 $165.00 $172.00 $179.00 $186.00 6" Meter $217.27 $249.86 $287.00 $298.00 $310.00 $322.00 8" Meter $289.69 $333.14 $383.00 $398.00 $414.00 $431.00 10" Meter $362.10 $416.42 $479.00 $498.00 $518.00 $539.00 Notes:

1. The combined reset of Rates and Charges in the first year achieves an overall revenue increase of 15 percent.

Metered Rates All Water ($/HCF) 7/1/2024 7/1/2025 7/1/2026 7/1/2027 7/1/2028 Reset 15% 4% 4% 4%
Stage 1: "Water Shortage Awareness"
Single-Family Homes
Irrigation (May - October) $1.88 $2.34 $2.69 $2.80 $2.91 $3.03 Non-Irrigation (November - April) $1.38 $1.77 $2.03 $2.11 $2.19 $2.28 All Other Customers
Irrigation $1.88 $2.37 $2.72 $2.83 $2.94 $3.06
Non-Irrigation $1.38 $1.80 $2.07 $2.15 $2.24 $2.33
Stage 2: "Water Shortage Alert"
Single-Family Homes
Irrigation (May - October) $2.04 $2.57 $2.96 $3.08 $3.20 $3.33 Non-Irrigation (November - April) $1.54 $2.00 $2.31 $2.40 $2.50 $2.60 All Other Customers
Irrigation $2.04 $2.64 $3.04 $3.16 $3.29 $3.42
Non-Irrigation $1.54 $2.07 $2.38 $2.48 $2.58 $2.68
Stage 3: "Water Shortage Emergency"
Single-Family Homes
Irrigation (May - October) $2.24 $2.88 $3.31 $3.44 $3.58 $3.72 Non-Irrigation (November - April) $1.74 $2.31 $2.65 $2.76 $2.87 $2.98 All Other Customers
Irrigation $2.24 $2.99 $3.44 $3.58 $3.72 $3.87
Non-Irrigation $1.74 $2.42 $2.78 $2.89 $3.01 $3.13
Current
Rates
Proposed Rates
Exhibit "A"
City of Susanville Water Rates and Charges
Current
Rates

3. The proposed Rates apply to all volumes. This means 300 cubic feet is no longer be included in the Fixed Monthly Charge.

2. "HCF" or "CCF" is Hundred Cubic Feet, equal to 748 gallons. One cubic foot is 7.48 gallons.

City of Susanville Drought Rates
Proposed Drought Rates
53 5 of 4
ACTION REQUESTED: Pursuant to the information presented, consider directing staff to issue a Proposition 218-compliant water rate increase notice to all water customers to increase rates effective October 1, 2024, and each year thereafter for the next four years.
54 AGENDA ITEM NO. 9.E
Action Item
Submitted By: Erik Edholm, Public Works
Action Date: June 19, 2024
SUBJECT: Consider Resolution No. 24-6327, authorizing Mayor to sign a Program Supplement Agreement Revision with Caltrans for Riverside Drive Trail Project and authorize the budget amendment to the 2007 budget for the Riverside Drive Trail Project.

PRESENTED BY: Bob Godman, Public Works Director
SUMMARY: The project funding is provided through the State Transportation Improvement Program (STIP). The project is located on the embankment of the old mill ponds south of Riverside Drive. Program Supplement Agreement Revision is needed for reimbursement of Right of Way and design expenses. We are asking the Council to authorize the mayor to sign a Program Supplement Agreement Revision and authorize the Finance Director to make necessary budget amendments to the 2007 budget for the Riverside Drive Trail Project.

FISCAL IMPACT: $50,000 in Right of Way and $300,000 in design funds through State Transportation Improvement Program. This project is funded with state transportation funds, no local match is anticipated.

ACTION REQUESTED: Motion to approve Resolution No. 24-6327, authorizing Mayor to sign a Program Supplement Agreement Revision with Caltrans for Riverside Drive Trail Project and authorize the budget amendment to the 2007 budget for the Riverside Drive Trail Project.

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:
24-6327.pdf
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28 RESOLUTION NO. 24-6327

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUSANVILLE

AUTHORIZING THE MAYOR TO EXECUTE A PROGRAM SUPPLEMENT AGREEMENT

REVISION FOR RIVERSIDE DRIVE TRAIL PROJECT IN SUSANVILLE AND AUTHORIZE

THE FINANCE DIRECTOR TO MAKE NECESSARY BUDGET AMENDMENTS TO THE 2007 BUDGET FOR THE RIVERSIDE DRIVE TRAIL PROJECT
WHEREAS, the Riverside Drive Trail is partly funded through the State Transportation Improvement Program (STIP); and
WHEREAS, projects funded through the STIP are delivered in four (4) project components, Environmental Authorization & Project Documents (EA&PD), Plans Specifications and Engineering (PS&E), Right of Way (R/W), and Construction; and WHEREAS, the 2014 STIP Project FD is currently is the R/W design phase; and WHEREAS, the city and Caltrans have an existing Program Supplement Agreement for the project; and
WHEREAS, a revision to the Program Supplement Agreement is required to include the R/W and design allocation.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the city of Susanville hereby authorizes the following:
1) the Mayor to execute the Program Supplement Agreement Revision for Riverside Drive Trail Project; and
2) the Finance Director to make necessary budget amendments to the 2007 budget for the Riverside Drive Trail Project.

AYES:

NOES:

ABSENT:

ABSTAIN:
_____________________________
Heidi Whitlock, City Clerk
APPROVED AS TO FORM:_____________________________
Margaret Long, City Attorney
56 AGENDA ITEM NO. 9.F
Discussion Item
Submitted By: Dan Newton, Administrative Services
Action Date: June 19, 2024
SUBJECT: Consider City Councilmember compensation
PRESENTED BY: Dan Newton, City Manager
SUMMARY: Susanville is a general law city and is therefore bound by California Government Code section 36516 as it pertains to city councilmember salaries. In January 1, 2024, the law in California changed regarding general law cities and council member salaries. Since 1984 city councilmember salaries have been capped at $300.00 per month; however these caps have been increased as indicated below:

1. In cities up to and including 35,000 in population, up to and including nine hundred fifty dollars ($950) per month.

2. In cities over 35,000 up to and including 50,000 in population, up to and including one thousand two hundred seventy-five dollars ($1,275) per month.

3. In cities over 50,000 up to and including 75,000 in population, up to and including one thousand six hundred dollars ($1,600) per month.

4. In cities over 75,000 up to and including 150,000 in population, up to and including one thousand nine hundred dollars ($1,900) per month.

5. In cities over 150,000 up to and including 250,000 in population, up to and including two thousand five hundred fifty dollars ($2,550) per month.

6. In cities over 250,000 population, up to and including three thousand two hundred dollars ($3,200) per month.

If enacted, changes to councilmember salaries will not take effect until new councilmembers' terms begin.

Staff is seeking direction regarding if the Council wants to proceed with an ordinance modification.

FISCAL IMPACT: TBD
ACTION REQUESTED: Provide Direction to Staff

SUSANVILLE CITY COUNCIL AGENDA ITEM
57 ATTACHMENTS:
58 AGENDA ITEM NO. 12.A
Discussion Item
Submitted By: Dan Newton, Administrative Services
Action Date: June 19, 2024
SUBJECT: Discussion regarding American Rescue Plan Act (ARPA) funds PRESENTED BY: Dan Newton, City Manager
SUMMARY: The following documents are attached to this agenda item:
1) Staff report
2) Susanville Elk's Lodge Business Proposal
3) Susanville Performing Arts Center Business Proposal
4) Museum Storage Building Cost Estimate
5) Little League Bathroom Cost Estimate
The estimated cost of projects is $3,045,000, and only $1,446,000 in ARPA funding remaining.

FISCAL IMPACT: Allocation of $1,446,000 of remaining ARPA funds.

ACTION REQUESTED: Provide direction to staff.

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:

Staff Report.docx
Susanville Elks Lodge Business Proposal 6.1.24.pdf
SPAC Proposal 6.13.24.pdf
Engineers Estimate - Museum Storage.pdf
Engineers Estimate - Little League Bathroom.pdf
59 ARPA Summary:

On April 23, 2024 the City Council approved the use of $1,204,000 in ARPA Funds as indicated below.

Amount Description
$75,000 City Hall / Interior Repairs
$520,000 Fire Department / Repair and relace the roof and heating system
$250,000 Police Department / Interior and exterior improvements and roof repairs
$159,000 Marketing campaign to promote economic recovery and tourism
$200,000 50% of total cost for a comprehensive General Plan Update $1,204,000 Total Allocated
There are seven additional projects that the Council directed staff to evaluate for consideration of the remaining $1,446,000 in ARPA funds.
1) Fire engine
2) Elk’s Lodge repairs
3) Performing Arts Center
4) Museum storage
5) Little League Bathroom
6) Code Enforcement Abatement
7) Tennis Court Improvements
1) Fire engine:

The city fire department has identified a need to replace engine # 621. Write about #621.

How often does it get used? What is its purpose? What is wrong with it? What is the plan.
2) Elk’s Lodge repairs
The Susanville Elks Lodge has requested approximately $150,000 for repairs at the Susanville Elks Lodge building. The Susanville Elks Lodge has prepared a business proposal indicating proposed revenues and expenditures (Attached). 3) Performing Arts Center
The Susanville Performing Arts Center Group has requested approximately $970,000 and has provided a business proposal for their proposed project of acquiring the Sierra Movie Theatre and converting it into a performing arts center (Attached). 4) Museum Storage Building
The Lassen County Arts Council has provided a conceptual plan for their needs to store many items in their collection. The square foot are of the proposed storage facility is 60 2300 SF. Upon direction of the City Council staff has prepared a rough estimate of the construction of a metal building behind the museum. The estimated cost is $340,000 (Attached).
5) Little League Bathroom
Staff has prepared a rough estimate for installing a vault-type bathroom at the little league field. The estimated cost is $88,000 (Attached). 6) Code Enforcement Abatement Fund
Staff has included an allocation of ARPA funds to code enforcement abatement of $250,000 to be part of the ARPA discussion. Code enforcement abatement funds would be utilized to pay for the cost of cleaning up properties when other attempts at compliance have failed.
7) Tennis Court Improvements
This project is underway with Park Dedication Funding no ARPA funds are needed. $0. 8) Debt repayment is also part of the City Council’s discussion.

Amount Description
1 $800,000 Fire Engine
2 $150,000 Elks Lodge Improvements
3 $970,000 Performing Arts Center
4 $244,000 Museum Storage
5 $143,000 Little League Vault Bathroom
6 $250,000 Code Enforcement Abatement
7 $ 0 Tennis Courts
8 $447,000 City Hall Debt Repayment
$3,004,000 Total Projects Need
$1,446,000 Remaining ARPA
$1,558,000 Additional Need
Staff is seeking direction regarding how the City Council would like to proceed regarding ARPA funding.
61 Susanville Elks Lodge #1487
Benevolent and Protective Order of Elks
A Business Proposal for the Future of the Elks
Organization in the City of Susanville, California
62 PREFACE
This is an update to Business Plan which was developed January 2024.

For 100 years the members of Susanville Elks Lodge Number 1487 have been conscientious caretakers of the landmark building at the head of main street. When they were hit by a critical financial crisis beyond their control the future looked dim. Instead of giving up, the members came together determined to find a way to survive.

Before the pandemic brought everything to a complete standstill, an issue with the balcony was discovered. An inspection revealed hidden problems and an engineering study was done to determine what repairs would be required. At the same time, funds were being identified to repair the balcony.

The balcony, for many years, has been a big attraction,to organizations/individuals wanting to schedule events at the building. The view down main street cannot be duplicated anywhere else.

Before work began to repair the balcony, the Elks had to completely shut down the building due to the pandemic. For the next two years no income meant no charitable giving for youth and veteran programs, which was mentally draining on the members. But, beyond that, fixed costs had to be met. Insurance had to be maintained, taxes had to be paid, utilities were necessary to keep the building safe. Determined to survive the crisis, after building fund dollars were depleted, the members reached into their own pockets for the thousands of dollars needed to keep the building from deteriorating.

Today, the members recognize that what worked for decades to help with building fixed costs and charitable programs for youth and veterans could no longer be the primary source of income. Instead of depending on outside sources to book activities, a marketing team is developing immediate and long-range programs to support building costs and increase charitable giving. These plans include a wide variety of programs to include regular family events like the successful Spring Fling, Monday night football, Taco night, and other community activities. The budget for 2024-2025 is calculating a small surplus with projections for continued growth in the out years. The goal is to ensure another 100 years of charitable support of community youth and veterans and to keep the building a shining icon of the city.

Hopes remains that the City Council will realize how important a landmark the building is, (referred to by many as "The Jewel of Susanville") and help with improving the appearance of main street by approving American Rescue Plan Act funds needed to repair the iconic main street building fa9ade.
63 Susanville Elks Lodge No. 1487
COVID Recovery Plan
For 100 years the members of Susanville Elks Lodge No. 1487 provided charitable programs supporting youth and veterans of the community, while also dedicated to the upkeep of the Susanville icon at the top of Main Street. A pandemic stopped all activity by the Elks for twoyears. The resulting financial crisis meant the members had to expend all funds set aside for building repairs to meet necessary expenses to include taxes, insurance and critical utilities.

Then, members reached into their own pockets to keep the building from further deterioration.

The Federal Government realized the financial hardship on non-profit organizations like the Susanville Elks Lodge and designated funds for these very circumstances. If the Susanville City Council understands the importance of granting money necessary to partially recover, by replacing building maintenance funds expended to keep the building safe during the two-year pandemic, the members will be able to dedicate efforts to fully recovering.

The members expect to conduct business as they did for the century before COVID struck and build on those efforts to have an even greater impact on youth and veteran programs and to ensure the stately building on Main Street remains for many more years.

As the community at large comes back to life, numerous organizations/clubs/individuals are filling the Elks calendar with events, and the members are planning more community activities.

This recovery plan includes bringing back Monday Night Football and Tuesday Taco Night, among other family-oriented events. Due to public demand, the very successful Spring Fling is being reviewed with the idea of have a similar program several times a year. These events average from 75 to 150 attendees with some even higher.

Financial projections for this recovery year include approximately $18,000 from membership.

Activities, including those addressed in the preceding paragraph, will generate $44,000 in food and bar sales. Additionally, special events will bring in nearly $10,000 in additional income.

Rental income from property will generate $7,200. Total income for the 2024-2025 period is expected to be approximately $80,000, with expenses near $78,000 resulting in a net gain of $2,000. These figures are a great improvement over the two-year period of the closure due to the pandemic when. each year. the primary income was from membership dues and rental property.

Income totaling approximately $25,000 and necessary expenses of more than $45,000 resulted in a $20,000 deficit each of the two years.

Plans to recover from the crisis created by the pandemic will ensure income continues to increase in the future through the return of traditional programs and expansion of new programs. The result will provide continuing support to youth and veteran programs and ensure the symbol of Susanville remains a landmark to be proud of. The members of Susanville Elks Lodge No. 1487 remain confident that future efforts will be successful, as they have been during the past 100 years.
64 EXECUTIVE SUMMARY
Misson Statement:
2 To inculcate the principles of Charity, Justice, Brotherly Love and Fidelity; to recognize a belief in God; to promote the welfare and enhance the happiness of its Members; to quicken the spirit of American patriotism; to cultivate good fellowship; to perpetuate itself as a fraternal organization, and to provide for its government, the Benevolent and Protective Order of Elks of the United States of America will serve the people and communities through benevolent programs, demonstrating that Elks Care and Elks Share.

Objectives:
o Provide a welcoming environment for members and guests. o Support local charitable initiatives through fundraising and volunteer efforts.
o Offer social and recreational activities for members and the community.

Location:
400 Main Street, Susanville, California 96130
65 3

ORGANIZATIONAL OVERVIEW
Background:

The Elks organization was founded in New York City on February 16, 1868, under the name "Jolly Corks" by 15 actors, entertainers and others associated with the theater. In ensuing years, membership expanded to other professions. This Fraternal Order was founded "To promote and practice the four cardinal virtues of Charity, Justice, Brotherly Love and Fidelity; to promote the welfare and enhance the happiness of its members; to quicken the spirit of American Patriotism and cultivate good fellowship".

Structure:

The Elks organization is directed on a national level by Grand Lodge in Chicago, Illinois. Locally, the Susanville Elks Lodge reports to the California Hawaii Elks Association (CHEA). The Susanville Elks Lodge is operated by annually elected Officers and a Board of Trustees.

Membership:

The Order is a non-political, non-sectarian and strictly An1erican fraternity.

Proposal for membership in the Order is only by invitation of a member in good standing. To be accepted as a member, one must be an American citizen, believe in God, be of good moral character and be at least 21 years old.

Facilities:

In Susanville, the Elks Lodge owns the building illustrated above at 400 Main Street, Susanville. In addition to the Lodge building, the Susanville Elks owns one rental property on the premises. The Facilities at the Susanville Elks Lodge include a full bar, kitchen, dining room, and meeting room. The Susanville Elks Lodge also boasts having the best view in town. 66 4

PROGRAMS AND SERVICES
Community Outreach:

The Elks Foundation, and by extension the Susanville Elks Lodge, contribute to the Elks National Foundation's Scholarship Program and regularly provides scholarships to local students attending Lassen High School. The Susanville Elks Lodge also provides scholarships to children with disabilities by contributing to a program of supporting services to aid these children at no cost to their families. This is the fundamental aim of CHEA's Major Project known as the Purple Pig. Other community events include the Americanism Essay Contest and the Elks Drug Awareness Program.

Youth Activities:

In addition to local scholarships, Susanville Elks hosts the annual Susanville Hoop Shoot at Johnsonville School to highlight the Elks commitment to America's youth through their annual free throw basketball contest. In addition to the Hoop Shoot, Susanville Elks lodge has a plan in place to host the Elks Soccer Shoot program.

Veterans Support:

The Elks are committed to their Mission, "So long as there are veterans, the Benevolent and Protective Order of Elks will never forget them". The Susanville Elks regularly donates meals to the American Legion Post 204 Friday lunches.

Social Events:

Other social events include regular meeting nights for the membership on the first and third Thursday of the month. The annual observance of Flag Day on June 14th, and the annual Spring Fling Dance which is scheduled for March 9th this year. The Elks Lodge historically has hosted a Monday Night Football party during football season and regular Taco Nights.

A COIN A DAY SO THEY CAN WALK, TALK, SE£ AND PLAYi
67 MARKETING AND PROMOTION
Brand Identity:
5 The Elks Foundation and by Extension the Susanville Elks Lodge is distinctly American. For one hundred years the majestic building at the top of town has stood to support the community of Susanville. Its iconic architecture draws attention to those who drive past and leave an impact on travelers when they are gone.

Promotional Strategies:

Strategies that have been adopted and implemented by the Susanville Elks Lodge include radio advertisement, advertisement via local digital sources.

The Susanville Elks Lodge has created a Facebook page and an Instagram account. Currently the Elks Lodge is pursuing opportunities to create a website.

Member Engagement:

Members of the Susanville Elks Lodge have traditionally been informed from a monthly bulletin that is circulated either online or via the postal service.

Contact has been made with Forest Office Supply to reorganize a method to distribute a monthly bulletin to keep members informed. Other methods of engaging members and recruiting new members are from community engagement. Some activities include bi-monthly meetings at the Elks Lodge and hosting community events. Such events include Football Night, Taco Night, the Spring Fling, and other events scheduled throughout the year. 68 REVENUE STREAMS
Membership Dues:
6 Each member renews their membership annually. Of their dues paid to Grand Lodge, California Hawaii Elks Association, and the Susanville Lodge, the local lodge receives $125.00. This is an increase from 2023 annual dues where the local lodge received $100.00. Annual increases in dues are proposed and voted on by the membership.

Event Revenue:

The community is welcome to rent the Susanville Elks Lodge with the sponsorship of a lodge member. To rent the lodge room the cost is $400.00.

To rent the kitchen is an additional $400.00 with a security deposit.

Currently event revenue is on pace to surpass last year's event revenue as the lodge has hosted two events this year with an additional three scheduled in the next two months.

Donations and Sponsorships:

At each meeting members are encouraged to make donations for special events discussed during the meetings. Recently a letter was sent to the membership to solicit donations to assist in covering the operating cost of the Susanville Elks Lodge. Other considerations include making a public appeal to the community to solicit donations to cover the costs of repairs to the Susanville Elks Lodge building.

Grants and Funding:

The Susanville Elks Lodge has been awarded grants in the past from CHEA to host special events. Currently under development is a crowdfunding campaign on Go Fund Me requesting donations to assist in the restoration of the Susanville Elks Lodge in preparation for its one-hundred-year anniversary.
69 OPERATIONAL PLAN
Facility Management:
7 Currently the facility is managed by the Susanville Elks Lodge House Committee made up of both the Elks Lodge Trustees and Chair Officers.

Facility Maintenance is conducted primarily by Elks Lodge members who facilitate repairs in their respective fields. Facility cleaning and ground keeping is conducted by volunteers from the membership.

Staffing:

On paid staff the Susanville Elks Lodge has a Treasurer and a Secretary.

Other positions such as a bar manager, kitchen manager, and events coordinator are entirely volunteer.

Financial Management:

The financial management of the Susanville Elks Lodge is conducted by the Lodge Treasurer in coordination with the Board of Trustees. The position of Treasurer is voted on annually by the membership. The House Committee and Board of Trustees are responsible for preparing a consolidated annual budget for approval by the membership. The Treasurer is responsible for accounts-payable and receivable and reporting the financial position of the lodge at each business meeting.

Risk Management:

The Susanville Elks Lodge is prepared for a number of liabilities by ensuring the lodge building as required by Grand Lodge Statues. The local lodge maintains an emergency or restricted account that is accessed only in the case of an emergency. Since the COVID-19 pandemic, the Susanville Elks Lodge restricted funds have been utilized to supplement operating cost associated with maintaining the Susanville Elks Lodge building while attempting to recover from the devastating impact COVID-19 had on our local community.
70 8

GROWTH AND EXPANSION
Expansion Opportunities:

The Susanville Elks Lodge is excited to focus new opportunities on bringing the community back to the lodge. Historically the Elks Lodge has focused fundraising to support operating cost by renting out the Lodge for events.

While this is still encouraged, the Elks Lodge primary focus has shifted to holding Elks events at the Elks Lodge. These events would include monthly Taco Nights, a seasonal community dance, movie nights on the lawn during the summer, and other events designed to bring the community of Susanville back to their Elks Lodge.

Partnerships:

The Susanville Elks Lodge is eager to partner with other community organizations and stakeholders to improve the financial position of the local lodge while restoring the Elks Lodge building. The members of the Susanville Elks Lodge are proud to support the community of Susanville and the surrounding area and are eager to work with community leaders to identify potential partners, sponsors and collaborators to restore the "Gem of Susanville".

Technology Integration:

In the last year the Susanville Elks Lodge has transitioned from a primarily cash only operation for events to installing an electronic point of sales system that accepts debit and all major credit cards. In addition, the Elks Lodge has initiated advertisement on social media to include Facebook and Instagram.

Considerations are also being made to expand advertising, enhance member communication and improve efficiency with the development of a website solely for the Susanville Elks Lodge.
71 APPENDIX:

Additional Resources:

Appendix A-NST Engineering Plans
Appendix B-Estimated costs for repairs made to the Elks Lodge Balcony Appendix C-Estimated costs for repainting the Elks Lodge Building 9 72

APPENDIXA
Engineering Plans for the Susanville
Elks Lodge Balcony restoration
project
10 73
11 APPENDIXB
Construction estimates for the
Susanville Elks Lodge Balcony
restoration project
74 12

APPENDIXC
Painting estimates for the Susanville
Elks Lodge restoration project
75 Susanville Performing Arts Center (SPAC)
Council asked for equity in the governing body and contract, longevity and sustainability and prioritized the need for a benefit to the community. (updated as of 6/13/2024)
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76 Table of Contents
Executive Summary........................................................................................................................................................3 At a Glance...................................................................................................................................................................... 3 Five-Year Financial Forecast......................................................................................................................................... 4 The Strategic Advantage of SPAC for Touring Artists................................................................................................. 5 Revenue Channels:.....................................................................................................................................................5 Initial Investment.......................................................................................................................................................6 Five year Breakdown:................................................................................................................................................. 7 Ticket Sales Break Even Analysis: (*Artists are anticipated to receive half of the ticket sales.*)................................7 Rentals:....................................................................................................................................................................... 7 Concessions:...............................................................................................................................................................8 Year One Staffing:.......................................................................................................................................................9 Marketing:................................................................................................................................................................... 9 Overhead less Staffing:...............................................................................................................................................9 SWOT Analysis..............................................................................................................................................................10 Community Benefits..................................................................................................................................................... 11 Vision:........................................................................................................................................................................11 Mission:..................................................................................................................................................................... 11 Partnerships.................................................................................................................................................................. 13 Potential Partners and Contribution Avenues........................................................................................................... 13 Ways to Contribute....................................................................................................................................................14 Governing Body............................................................................................................................................................ 14 Programs Potentially Offered...................................................................................................................................... 16 Snapshot:.................................................................................................................................................................17 Rental Schedule........................................................................................................................................................18 Utilizing Performing Arts Venues for Diverse Podcast Productions.......................................................................... 19 Renovations...................................................................................................................................................................20 Market Analysis.............................................................................................................................................................21 Comprehensive Marketing and Communication Strategy for SPAC........................................................................21 Grants Resources......................................................................................................................................................... 23 Contingency Plan..........................................................................................................................................................23 Community Engagement - Questions and Answers..................................................................................................24 Community concerns................................................................................................................................................ 24 SPAC responses....................................................................................................................................................... 25 Questions and Answers............................................................................................................................................ 25 History of video recorded records of Susanville Arts...............................................................................................29 Source Page:................................................................................................................................................................. 30 Appendices....................................................................................................................................................................31 Sample Schedule for December 2025 and June 2026............................................................................................. 31 Potential 2026 Schedule........................................................................................................................................... 32 Theater Manager Job Description:............................................................................................................................33 PURCHASE AGREEMENT (example)..................................................................................................................... 35 2 of 35
77 Executive Summary
Many uptown Susanville landmark buildings have remained vacant for years. The Sierra Theatre is slated for closure in August unless it can be sold to an investor who will transform it. Without the capital from such a sale, it is likely that the uptown theaters will close too, unable to continue their loan payments, which would lead to two more iconic buildings being added to the list of vacancies on Main Street in Susanville. Those mentioned are not the only Main Street businesses struggling. This creates an opportunity for the city of Susanville to invest affordably.

The Susanville Performing Arts Center (SPAC) is poised to become the heart of Lassen County, offering a variety of unique performances and events that cater to the community’s needs. With an initial investment of $969,700, SPAC is committed to transforming a historic building into a vibrant venue for the arts. The business plan projects a steady increase in profitability over five years, with a conservative yet optimistic approach to revenue and expenses. The center’s financial strategy is designed to ensure sustainability and growth, with a focus on ticket sales and rental income as primary revenue streams.

SPAC’s operational model emphasizes community engagement and accessibility, with plans to attract an average of 300 attendees per event at an affordable ticket price. The center will also generate income through strategic rentals, balancing non-profit and profit business use. The projected annual revenue growth, coupled with controlled operational expenses, positions SPAC as a financially viable and culturally enriching entity. Our vision is to create a space where art thrives, community bonds strengthen, and cultural experiences are shared, all while maintaining fiscal responsibility and profitability. The success of this model will be dependent on the governing body and the Theater Manager. A detailed outline of the construct of the governing body includes members from all corners of the community. A job description for the Theater Manager has been included in the appendix.

At a Glance
● Financial Details:
○ Initial Investment: $969,700
○ Monthly Operational Expenses: $3,360
○ Annual Staffing Expenses: $72,252 (primarily volunteer-based) ○ Marketing Expenses: $40,000 annually
○ Yearly Revenue Projections (Year 1 to Year 5): $336,000 to $533,610 ○ Net Profit Projections (Year 1 to Year 5): average of $35K ● Governance and Management: The success of SPAC hinges on a diverse governing body and a skilled Theater Manager, whose roles are outlined in the appendix.
● SWOT Analysis:
● Strengths: Revenue generation for Susanville, community engagement, diverse income streams, strategic location, controlled operational model, and cultural impact. 3 of 35
78 ● Weaknesses: Substantial initial capital requirement, dependence on volunteer staff, and an unproven business model.
● Opportunities: Engaging youth and seniors, economic revitalization of Main Street, educational partnerships, and overall community development.
● Threats: Potential economic downturns, competition from other venues, and regulatory changes affecting operational costs.
● Revenue Streams: A combination of ticket sales, rentals, and concessions, supported by volunteer staffing, is expected to generate significant revenue.
● Community and Economic Stimulus: SPAC will create jobs, attract tourism, and host events, leading to economic growth and community engagement.
○ SPAC offers enriching arts programs tailored to ignite creativity in youth and provide cultural enrichment for seniors, fostering intergenerational connections within the community. ● Collaboration: SPAC seeks partnerships with local entities such as the Susanville Indian Rancheria, Lassen County Arts Council, and the City of Susanville, among others. ● Strategic Location: The center’s location is ideal for touring artists, adding to its appeal and potential to draw crowds.
● Volunteer Strategy: SPAC plans to utilize volunteers initially, with a transition to paid staff in year three, reflecting a growth and reinvestment strategy.
● Event Projections: A diverse schedule of events throughout the year, each expected to draw around 240 attendees.
● Renovations: An extensive renovation plan underscores SPAC’s commitment to accessibility and modernization, ensuring the venue meets contemporary standards for a performing arts center.

Five-Year Financial Forecast
The Susanville Performing Arts Center (SPAC) is poised to become a cultural and economic hub in Lassen County, with a strategic financial plan that projects increasing profitability over five years. Through a mix of ticket sales, rentals, and concessions, SPAC aims to draw significant revenue, supported by a robust volunteer program to manage initial staffing costs. The center’s diverse event schedule and strategic location for touring artists are expected to drive community engagement and contribute to the local economy. With careful cost management and community-focused initiatives, SPAC’s forecast demonstrates a sustainable model for cultural enrichment and economic growth.

Here are five key ways SPAC will stimulate the local economy (See 1 on Source Page):

1. Job Creation: The arts sector employs millions, and SPAC will add to this by providing new jobs in various capacities, from administration to technical support.

2. Economic Growth: By attracting tourism and hosting events, SPAC will inject vitality into the local economy, increasing business for nearby establishments.

3. Trade Surplus: The circulation of goods associated such as food and attire and more.

4. Community Engagement: This will be a major resource for the seniors, 55+. SPAC will drive social interaction and cooperation, leading to a more connected and economically vibrant community. See 2 on Source Page.

5. Educational Impact: This will be a major resource for the kids. With Talent programs and partnerships, SPAC will enhance academic performance and engagement, leading to a more skilled workforce.

Directly, a performing arts center like SPAC can create a range of job opportunities including:
● Management Roles: Such as a theater manager, operations manager, and financial manager to oversee the center’s activities.
4 of 35
79 ● Creative Roles: Including directors, choreographers, set designers, costume designers, lighting and sound technicians, and stage managers.
● Performance Roles: Actors, musicians, dancers, and other performers who will bring productions to life.

Imagine earning money from performing, even though we do it for the love of it! Fortunately, some of our musicians are lucky enough to land paying gigs, even here, even now! ● Educational Staff: Instructors and coaches who may offer workshops, classes, and training programs. ● Administrative and Support Staff: Box office attendants, marketing and PR staff, administrative assistants, and customer service representatives.
● Technical and Production Crew: Such as sound and lighting engineers, stagehands, prop managers, and maintenance staff.

Indirectly, the presence of SPAC is expected to stimulate the local economy by attracting visitors, which benefits nearby businesses such as restaurants, hotels, and retail stores. Please review case studies throughout.

The Strategic Advantage of SPAC for Touring Artists
The rationale is clear: if goods can efficiently transit through Susanville, so can performances. Artists on tour are in constant search of venues that align with their routes. SPAC, situated on this busy thoroughfare, would naturally appeal to such artists, offering them a stage to engage with new audiences and enrich their tour schedules. Our conversations may soon turn to excited anticipations: “Let’s see who is performing at SPAC next week!” Year-to-Year Breakdown of Profit and Loss:
**It is important to note that we have subtracted $72,000 from expenses due to credentialed volunteers that have committed a reliable length of time. We have then added to the expenses a hefty valuation of unknowns. Year three shows adding the cost of paid staff and still a contingency. Many of the numbers included in the forecast are based on actual sales and expenses that are taking place in Susanville currently. Later, in the document, you will read many potential additional revenue generators. The real game changer is bringing acts and people to town! This will be a major focus during the construction phase.**
The SPAC is envisioned as Lassen County’s cultural nexus, with a conservative yet ambitious financial plan that underscores the community’s commitment to responsible stewardship and profitability. This forecast delineates a prudent financial trajectory, emphasizing profit as a catalyst for equitable access, facility longevity, and community enrichment.

Revenue Channels:

Annual Local Event Schedule and Projections:
● January: TBD
● February: TBD
● March: Best of Broadway (first week), Symphony Concert (mid-March) ● April: Swing Band Concert
● May: Battle of the Bands Concert, Symphony Pops Concert ● June: Graduations, Dance Recitals
● July: Music Festival
● August: Best of Broadway Full Production
● September: TBD
● October: Symphony Concert, Additional Concert (TBD)
5 of 35
80 ● November: TBD
● December: Nutcracker, Dance Recitals, Symphony Holiday Concert Each event is projected to draw 300 attendees, however local rentals equate to offset annual overhead less any staffing.

Program Projections:
● Public Performances: 1,200 (65+) and 1,500 (K-12) yearly attendees. ● Ushering Program: 50 yearly participants.
● Outreach/Scholarship Program: 300 yearly attendees.
● Seniors Art Social: 400 yearly attendees.
● Intergenerational ARTreach Project: 500 yearly attendees. ● Symphony Academy of Music: 200 yearly attendees.
● Performing and Visual Arts Summer Camp: 150 summer attendees. ● Creativity in the Classroom: 250 yearly participants. ● Main Events: 50 varied costs performances.

This analysis provides a conservative estimate of the days allocated for events and rentals, along with the associated revenue. It’s important to note that the actual number of event days could be higher, and the rental income could vary based on the mix of non-profit and profit business rentals.

Initial Investment
Initial Requested Capital and Renovation Expenses:
● Acquisition Cost of Building: $400,000
● Renovation Expenditure: $566,600
● Escrow and Title Fee: $3,100 (one-time)
● Aggregate Initial Capital: $969,700
Secondary Requested Operating Capital:
● Two years Overhead: Up to: $96,000
● Minimum projection is $2k/month
● During operation overhead less staffing is noted directly below Monthly Operational Expenses:
● Property Taxes: $367
● Insurance Premiums: $600
● Utilities: $1,723
● Facility Upkeep: $670
● Total Operational Expenses: $3,360
Annual Staffing Expenses:
● Facility Manager: $57,250 (60% of median salary)
● Part-time Marketing Manager: $15,000 (60% of median salary) ● Technical Staff: Volunteer-based, $0 cost
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81 ● Volunteer Coordinator: Volunteer-based, $0 cost
● Box Office Attendant: Volunteer-based, $0 cost
Marketing Expenses::
● Online Presence: $10,000 annually for digital marketing. ● Traditional Advertising: $5,000 annually for print media. ● Community Engagement: $10,000 annually for local events. ● Outreach/Marketing Campaign: $15,000 annually for strategic initiatives.

Staffing and Other Costs:
● Cleaning Fees: Budgeted at $20,000 annually. Included in year one staffing costs.

Five year Breakdown:

Year
Ticket
Sales Rentals Concessions Fundraising Staffing Maintenance Marketing Unforeseen
Costs OH less staff
Artist
Shares Net Profit
1 $336,000 $40,300 $30,000 $6,000 $72,252 $18,000 $40,000 $5,000 $51,420 $168,000 $57,628 2 $352,800 $42,315 $31,500 $6,300 $75,863 $18,900 $42,000 $5,250 $53,991 $176,400 $60,512 3 $388,080 $44,431 $33,075 $6,615 $150,000 $19,845 $44,100 $5,513 $56,691 $194,040 $2,013 4 $426,888 $46,652 $34,729 $6,946 $165,000 $20,837 $46,305 $5,788 $59,525 $213,444 $4,316 5 $533,610 $48,985 $36,465 $7,294 $200,000 $21,879 $48,620 $6,078 $62,501 $266,805 $20,471 In the initial three-year period, the SPAC will strategically leverage volunteer support to mitigate staffing expenditures.

The inaugural year, which precedes the timeline detailed in the above table, coincides with the construction phase.

This foundational year is dedicated to extensive outreach efforts, with the objective of establishing a robust lineup of performances and events for the official opening year. Year 3, net profit drops as expenses increase for professional staff resulting in an increase in profit in the seasons to follow. This is a growth and reinvestment strategy! Ticket Sales Break Even Analysis: (*Artists are anticipated to receive half of the ticket sales.*) Ticket Price Shows Quantity Guests @ 80% occupancy Unit Concessions Revenue per Show $15 20 240 Year $12,000 $72,000
$25 10 240 Year $6,000 $60,000
$35 10 240 Year $6,000 $84,000
$50 10 240 Year $6,000 $120,000
Annual
Revenue $30,000 $336,000
Rentals:

Rental Type Rate Unit OH less staff OH Unit Break-Even Quantity Total Daily Rental (Thurs – Sun) $850 Day $3,360 Month 18 $15,300 Daily Rental (Mon-Wed) $500 Day 14 $7,000
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82 Hourly Rental $75 Hour 60 $4,500
Monthly Package Deal $4,500 3 Months 3 $13,500
Annual Totals $40,320 $40,300
Concessions:

Event Costs/Profits Description
Cost (per
event)
Revenue
(per
event) Notes Quantity of Events - examples
Meals & Drinks
10 basic meals and a
variety of drinks including
beer and wine $115.00 $600
Assumes 80%
occupancy 14 35 50 75 100
Staffing
Wages for employees
per event $85.00 -
Based on $16/hr
average wage
Event Costs/Profits - $200.00 $400 - $5,600 $14,000 $20,000 $30,000 $40,000 Open during Rentals Rental QTY 50 70 80 90 100
Meals & Drinks
10 basic meals and a
variety of drinks including
beer and wine $50
Assumes 80%
occupancy $2,500 $3,500 $4,000 $4,500 $5,000
Staffing
Wages for employees
per event - -
Based on $16/hr
average wage
Event Costs/Profits - $0.00 $50 -
Overhead Concession
(Annual)
Annual
costs
below
Health Inspections
Regular inspections to
comply with health codes $500.00 -
Mandatory for
operation
Menu Management
Updating and creating
new menus periodically $250.00 -
Seasonal updates
assumed
Vendor Relations
Managing relationships
and price quotes from
food/beverage suppliers $1,000.00 -
Includes
negotiation time
Signage & Marketing
Signage for the stand
and marketing efforts $750.00 -
Essential for
visibility
POS System
Hardware and software
for transactions $500.00 -
Includes
transaction fees
Maintenance & Utilities
Upkeep of the stand and
utility costs $1,250.00 -
Electricity, water,
etc.

Training & Hiring
Training new staff and
hiring costs $500.00 -
Includes
onboarding
materials
Management
Managerial staff and
oversight $1,500.00 -
Assumes one
manager per shift
Licenses & Permits
Necessary legal
documentation for
operation $1,000.00 -
Preparation
documents
Equipment Purchase/Lease
Cooking and refrigeration
equipment $1,500.00 -
Depreciation or
lease costs
Repairs & Emergencies
Unplanned maintenance
for equipment $500.00 -
Contingency
budget
Waste Management
Disposal of trash and
recycling $250.00 -
Assumes one
dumpster rental
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83 Insurance
Liability and property
insurance $750.00 -
Essential for risk
management
Miscellaneous Costs
Other unforeseen
expenses $750.00 -
For unexpected
needs
Annual Overhead Expenses $11,000.00
Less Annual
Overhead -$2,900 $6,500 $13,000 $23,500 $34,000
According to data from the National Association of Concessionaires, patrons at performing arts venues spend an average of $2.50 on a per capita basis. This means at 80% occupancy, the concession stand may contribute an average of $600 of revenue per event. There are plenty of efficiency mechanisms and convenience factors that can increase that average depending on how well we business. Typically, concession stand food items are designed to generate between 50% – 70% profit after food cost and labor. That indicates a profit of $400.00 additionally during each event.

Year One Staffing:

Salaries and Wages
Performers, technicians,
administrative staff $6,021
Dependent on staffing levels and pay
rates $72,252
Total Monthly Operational
Expenses $6,021 $72,252
Marketing:

Marketing Category Annual Expense
Online Presence $10,000
Traditional Advertising $5,000
Community Engagement $10,000
Outreach/Marketing Campaign $15,000
Annual Total $40,000
Overhead less Staffing:

Expense Category Details Cost Notes Annual
Fixed Monthly Expenses
Property Taxes $367 Based on property value and local tax rate $4,404 Insurance Premiums $600
May include liability, property, and other
insurance $7,200
Utilities $1,723
Includes electricity, water, heating,
cooling, and internet $20,676
Facility Upkeep $670 Regular maintenance and repairs $8,040 Emergency Repairs Unforeseen facility issues $500 Can be significant, depends on incident $6,000 Overdue Maintenance
Delayed upkeep leading to larger
issues $250
Preventative measures can reduce this
cost $3,000
Compliance Costs
Adhering to regulations and
codes $50 Includes permits, inspections, and fees $600
Security Event security and surveillance $100 Necessary for safety, varies by event size $1,200 Technical Equipment Rental
Specialized equipment for
performances - Required for certain productions
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84 Cleaning and Sanitation Post-event and regular cleaning $25 Essential for health standards $300 Damage Waiver
Coverage for damages during
events -
Optional but can prevent large
unexpected costs
Variable Monthly Expenses $4,285 Total $51,420
SWOT Analysis
Strengths:
● Revenue stream for the City of Susanville.
● Community Engagement: SPAC’s focus on community engagement and accessibility is a strong asset. Plans to attract an average of 240 attendees per event at affordable prices will ensure inclusivity and broad participation.
● Diverse Revenue Streams: A mix of ticket sales, rentals, and concessions provides multiple channels for income, reducing reliance on any single source.
● Strategic Location: SPAC’s location is advantageous for attracting touring artists and visitors, which can boost local tourism and economy.
● Operational Model: The operational model emphasizes controlled expenses and volunteer support to manage staffing costs, which is a prudent approach to financial sustainability. ● Cultural Impact: SPAC aims to become a cultural hub, offering a variety of performances and events that cater to different demographics, enhancing the cultural fabric of Lassen County.

Weaknesses:
● Initial Capital Requirement: The initial investment of $969,700 is substantial. Operating expenses for the first two years estimated at a minimum of 48K.
● Dependence on Volunteer Staff: Heavy reliance on volunteers could lead to challenges in maintaining consistent service levels and operational efficiency.
● Unproven Business Model: As a new venture, SPAC’s business model is yet to be tested, and there may be unforeseen challenges in execution and market response.

Opportunities:
● Youth and Seniors:
○ This is all about the kids. Beyond performances, there is community in the arts from all avenues providing a safe environment for our youth to engage and grow. ○ Many programs of the SPAC are intentionally designed to include the seniors with participation programs and connection platforms.
● Economic Revitalization: SPAC has the opportunity to revitalize Main Street by transforming vacant buildings into vibrant venues, potentially reversing the trend of business closures. ● Educational Partnerships: Collaborations with local educational institutions can provide enriching experiences for students and position SPAC as an educational resource. ● Community Development: SPAC can drive economic growth and job creation, contributing positively to the local economy and community well-being.

Threats:
● Economic Downturns: Economic fluctuations could impact funding, donations, and attendance, affecting SPAC’s financial stability.
10 of 35
85 ● Competition: Other entertainment venues and leisure activities could compete for the same audience, impacting SPAC’s market share.
● Regulatory Changes: Changes in regulations or policies could affect operational costs, such as property taxes, insurance premiums, and compliance costs.

Financial Forecast Highlights:
● Year-to-Year Growth: The financial forecast projects a steady increase in profitability over five years, with a conservative yet optimistic approach to revenue and expenses. ● Break-Even Analysis: The break-even analysis for ticket sales shows a well-thought-out plan for pricing and occupancy rates, ensuring financial viability.
● Investment in Community: The plan includes significant investment in community engagement and marketing, which is essential for building a strong brand presence and community support.

Community Benefits
Painting a Picture of The Susanville Performing Arts Center (SPAC) Churches, medical, schools, businesses, artists, families, and other organizations throughout our community stand to benefit from this innovative space and the services that will be available for all of us to utilize for generations to come.

What is the Susanville Performing Arts Center?
It’s an inviting venue to bring the best and brightest in arts, entertainment, education, and business to Main Street. It’s an event space for public and private ventures. It’s a destination for curious travelers wanting to explore something new. It’s your new “go-to” for date night. It’s an open and friendly environment for the whole family. It’s a breath of fresh air and innovation right here in Lassen County. It’s a hub for culture, creation and community. It’s the place you want to be.

Vision:

The Susanville Performing Arts Center aims to be a place where creativity will be ignited, where imaginations will be fueled, where compassion will thrive and where diverse stories and experiences will be shared and celebrated. It will be a place to share and pass down our heritage. We intend to place the beneficiaries of this initiative, our community, in the center of every plan and decision that is made. We believe that everyone has value and can contribute to the artistic ecosystem that we are building together. We wish to cultivate and sustain a vibrant and inclusive space that will be transformative and enriching for everyone who visits this place. And we envision new generations of culturally competent, expressive, empathic, resilient leaders who can better serve their communities and our world.

Mission:

The Susanville Performing Arts Center is a community-based and a community-guided facility that will be a benefit for our city in countless ways. We are dedicated to serving our community and listening to the needs and desires of the people who reside here in Lassen County. The intention behind this project is to build a unique space in our community that will be a hub for culture and community and a warm and inviting home for all ages and all walks of life. The Susanville Performing Arts Center aims to house not only high-quality arts, entertainment and cultural events but other services including a venue for conferences, public and private school events, interfaith events for our houses of worship in town, educational programs for all ages and much more.

This endeavor will bring new energy and positive activity to Uptown Main Street, which is so important for our economy and for local businesses in the area.
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86 Community Benefits and Economic Transformation through Performing Arts Centers Performing arts centers serve as cultural hubs that can significantly benefit communities by fostering social cohesion, boosting the economy, and enhancing the quality of life. This report delves into the various community benefits provided by such centers and examines case studies that illustrate their transformative impact on local economies.

Our town, once a hub of prosperity, now echoes with quiet streets and shuttered windows.

In this moment of need, there are no singular heroes, no key players — only the hard working will of Susanville’s residents.

It’s about more than fixing up the Sierra Theater and the Elks Lodge; it’s about reigniting the landmarks that define us.

The Susanville Performing Arts Center (SPAC) is little bits and parts of all of us in Susanville and links our heritage to each other. It is a solid call for investment, not from distant stakeholders, but from the very being of our own town and from every corner. SPAC is our opportunity to rekindle economic growth and cultural richness.

This is how we bring back what was lost by remembering today.

SPAC is our community’s resolve to turn the tide and solve the city’s challenges united and vibrant. Let’s make SPAC the cornerstone of Susanville’s renaissance and our past.

Performing arts centers are essential to communities for several reasons:

1. Social Cohesion: They foster social cohesion, encouraging community well-being. By bringing people together, they help grow a sense of belonging and shared identity1.

2. Economic Driver: They act as economic drivers, revitalizing communities, encouraging social interaction, and boosting local businesses. This can be especially impactful in rural areas where they may be the primary source of performing arts entertainment2.

3. Cultural Enrichment: They enrich the cultural landscape, providing a platform for expression, creativity, and education. This contributes to a more vibrant, diverse, and resilient community3.

4. Historical Preservation: They preserve and celebrate local history and heritage, often revitalizing historic buildings and landmarks, which can become central to a community’s identity4.

5. Educational Opportunities: They offer educational programs that can enhance skills, knowledge, and cultural literacy, benefiting both young and old5.

In essence, the Susanville Performing Arts Center (SPAC) is not just a building; it’s a catalyst for unity, growth, and prosperity. It’s where culture meets commerce, where history is honored, and the future is shaped. SPAC is the key to unlocking Susanville’s potential, making it an indispensable part of the community’s fabric.

Social and Cultural Benefits
● Community Engagement: Performing arts centers encourage social interaction and cooperation, leading to a more connected community.
● Educational Impact: They provide educational opportunities, increasing academic performance and engagement among students.
● Cultural Enrichment: These centers become venues for cultural exchange, preserving local traditions while introducing global perspectives.

Health Benefits
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87 ● Well-being: Engagement with the arts is linked to better health outcomes, including lower obesity rates and improved cognitive function, especially among older adults.

Economic Benefits
● Job Creation: The arts sector contributes significantly to job creation, with millions employed in various cultural industries.
● Economic Growth: Arts and cultural activities can drive economic growth by attracting tourism and revitalizing neighborhoods.
● Trade Surplus: The arts sector often generates a trade surplus, contributing positively to the national economy.

Case Studies

1. The Kennedy Center, Washington, D.C.
○ Acts as a major driver of cultural tourism, significantly contributing to the local economy. ○ Offers extensive educational programs, impacting local schools and communities.

2. The AT&T Performing Arts Center, Dallas, TX
○ Transformed the local arts scene, leading to increased business for surrounding restaurants and shops. ○ Created a vibrant cultural district that attracts visitors from across the region.

3. The Adrienne Arsht Center, Miami, FL
○ Played a pivotal role in the revitalization of downtown Miami, leading to increased property values and business development.
○ Hosts a variety of performances and community events, making arts accessible to a diverse population.

4. Link to the 6 Additional Case Studies
Community Benefits Conclusion:

Performing arts centers are more than entertainment venues; they are catalysts for community development, economic growth, and social well-being. The case studies demonstrate that with strategic planning and community involvement, these centers can transform local economies and become integral parts of the social fabric.

Partnerships
The SPAC represents a beacon of cultural and economic revitalization for the city of Susanville, CA. At the heart of SPAC’s success lies the power of collaboration and shared vision among its partners. This section outlines the multifaceted ways in which potential partners can contribute to the SPAC project, ensuring its growth and sustainability as a cultural hub.

Potential Partners and Contribution Avenues
● Susanville Indian Rancheria: By investing in SPAC, the Rancheria can honor and showcase culture, providing a platform for cultural exchange and education.
● Lassen County Arts Council: With over 40 years of promoting the arts, the LCAC can bring a wealth of experience to SPAC. They can co-host events, provide artistic content, and offer educational resources, enriching the cultural tapestry of Susanville. Imagine the SPAC as a living gallery displaying pieces as patrons enjoy.
● Susanville Arts Council
● Lassen Community College: The college can collaborate with SPAC to offer joint educational programs, internships, and use of facilities, enriching the academic experience with practical exposure to the arts. 13 of 35
88 ● Lassen High Schools: High schools can utilize SPAC for events and performances, integrating arts into the curriculum and fostering student talent.
● Local Churches: Churches can host interfaith events and community gatherings at SPAC, promoting unity and cultural dialogue.
● Local Contractors: Integral to SPAC’s construction, local contractors can offer their expertise in building and renovation, ensuring the center reflects Susanville’s unique character. Their contributions can range from hands-on construction to in-kind donations of materials and labor, fostering job creation and skill development within the community.
● Chamber of Commerce: The Chamber can support SPAC through business networking events, workshops, and seminars, driving economic development and professional growth. ● Lassen County: The county can facilitate SPAC’s operations through infrastructural support, grants, and policy advocacy, aligning with broader economic development goals. ● City of Susanville: As the catalyst for SPAC, the city can lead by example, providing financial backing, strategic partnerships, and championing SPAC as a cornerstone of community revitalization. ● CASA: CASA can play a vital role in advocating for children and families within the community. Their involvement can raise awareness about SPAC and its mission, fostering a sense of community responsibility. ● Lassen Family Services: Lassen Family Services, a vital organization in Susanville, CA, supports victims of domestic violence, sexual assault, child abuse, and elder abuse. They offer services such as a 24-hour crisis line, legal aid, emergency shelter, and counseling, contributing to SPAC’s mission of cultural revitalization.

There are major educational and healing opportunities here! ● So many more!
Ways to Contribute

1. Investments: Financial contributions to support SPAC’s capital and operational expenses, ensuring long-term viability. There are members in the abovementioned list interested in investing and waiting to see if the city has any skin in the game before partnering in this revitalization effort.

2. Shared Spaces: Offering spaces within SPAC for partners to conduct their activities, fostering a sense of community ownership.

3. Shared Calendars: Coordinating event schedules to maximize facility usage and community engagement.

4. In-Kind Support: Donating goods, services, or expertise to reduce operational costs and enhance SPAC’s offerings.

5. Volunteer Programs: Encouraging community members to volunteer at SPAC, building a strong foundation of local support.

6. Educational Collaborations: Developing joint programs with educational institutions of all ages to nurture the next generation of artists and arts enthusiasts.

7. Cultural Exchanges: Hosting diverse cultural events that reflect the rich history of Susanville’s community.

Governing Body
The SPAC Board, hereinafter referred to as the Board, shall be established to oversee the rehabilitation and operation of the Susanville Performing Arts Center, hereinafter referred to as SPAC. The Board shall be comprised of nine community stakeholders, ensuring a diverse and equitable representation from all sectors of the community. The Board shall ensure that SPAC serves a broad range of uses, including all forms of art, educational activities, and community enrichment programs. The Board will operate independently, with one member appointed by the City Council to facilitate communication and alignment with city interests. The three local governing bodies will appoint members to the board which include the Susanville Indian Rancheria, City of Susanville and Lassen County. 14 of 35
89 SPAC Board
● Chairperson: Shall be elected from among the Board members. The Chairperson shall be responsible for scheduling and chairing Board meetings, reporting activities to the community, and leading the SPAC Executive Committee.
● Co-Chairperson: Shall be elected from among the Board members; shall replace the Chairperson when absent; shall be a member of the SPAC Executive Committee.
● Secretary: Shall be elected from among the Board members; shall generate meeting agendas and take written minutes at all Board meetings; shall manage all correspondence involving the Board. ● Treasurer: Shall be elected from among the Board members; shall maintain, account for, and disburse funds as directed by the Board.
● City Council Appointee: Shall be appointed by the City Council; shall represent the city’s interest in the operation of SPAC; shall attend all Board meetings.
● Members No. 1 – 5: Shall be community stakeholders, selected through a fair and transparent nomination process that represents all corners of the town; shall attend all Board meetings. ● Stakeholder Members: (Members No. 1 through 5) shall be committed to the mission and vision of SPAC and actively participate in its programs and initiatives.
● Executive Committee: Shall be comprised of the Chairperson, Co-Chairperson, Secretary, and Treasurer. The SPAC Executive Committee shall convene to address urgent operational issues when it is not feasible to assemble the full Board. Actions taken by the Executive Committee shall be limited to emergency circumstances and will be reported to the full Board at the subsequent regular meeting.

Board Composition and Financial Contributions
Each member of the Board is suggested to contribute an equal monthly amount to cover the minimum overhead costs for operating expenses. This collective financial commitment will help ensure the stability of SPAC during its formative years and demonstrate the Board’s vested interest in the success of the center. For example, if each member contributed $250.00 monthly to cover the minimum overhead, the risks of operating expenses lessen greatly.

Representation on the Board
The Board shall consider including representatives from the following entities to enhance governance and community engagement:
● City of Susanville
● Susanville Indian Rancheria
● Lassen County
● Symphony Society
● Best of Broadway
● Lassen County Arts Council
● A local business representative
Benefits of a Nine-Member Board
A nine-member board offers a balanced approach to governance, allowing for a wide range of perspectives while remaining small enough to facilitate effective decision-making. The diversity of the board ensures that various community interests are represented, fostering a comprehensive approach to the arts.

Pros and Cons of a Nine-Member Board
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90 Pros:
● Diverse expertise and backgrounds contribute to well-rounded decision-making. ● Adequate representation without being too large to manage or coordinate. ● Opportunities for sub-committees, spreading workload and allowing focused attention on specific areas.

Cons:
● Potential for slower decision-making due to the need for consensus among a larger group. ● Risk of conflicting interests or opinions leading to gridlock. ● More challenging to schedule meetings and coordinate activities with a larger group.

Programs Potentially Offered
The Susanville Performing Arts Center aims to become a premier institution that offers a diverse range of programs encompassing all aspects of the performing arts. This report outlines the potential programs and compares them with established performing arts centers to ensure a comprehensive and competitive offering.

Potential Programs Offered

1. Music Performances
○ Symphony Orchestra: Regular season performances, special holiday concerts, and educational matinees.
○ Chamber Music: Intimate performances featuring small ensembles. ○ Jazz Series: Performances from local and touring jazz musicians. ○ World Music: Showcasing musical traditions from around the globe.

2. Dance
○ Ballet: Classical and contemporary ballet performances. ○ Modern Dance: Collaborations with dance companies to present modern works. ○ Folk Dance: Celebrating cultural heritage through dance.

3. Theater
○ Plays: A mix of classic and modern plays, including community theater productions. ○ Musicals: Large-scale musical productions.
○ Children’s Theater: Performances and workshops designed for young audiences.

4. Visual Arts
○ Art Exhibits: Rotating exhibits featuring local and regional artists. ○ Film Series: Screening of independent and critically acclaimed films. ○ Lectures and Workshops: Educational programs for artists and enthusiasts.

5. Educational Outreach
○ School Partnerships: Programs tailored for K-12 students, including performances and workshops. ○ Master Classes: Opportunities for intensive learning with visiting artists. ○ Lifelong Learning: Courses and lectures for adult learners. ○ Summer Programs: Workshops and Camps offered to Students of all ages.

6. Community Engagement
○ Open Mic Nights: A platform for local artists to perform and connect. ○ Festivals: Annual events celebrating arts and culture. ○ Volunteer Programs: Engaging the community in supporting the arts center. 16 of 35
91 Snapshot:

Program
Implementation
Date
Projected
Expenses
Projected
Revenue
Projected
Profit
Yearly
Participants
Yearly
Attendance
Public Performances (65+) Post-renovation $30,000 $84,000 $54,000 - 1,200 Ushering Program (65+) Fall 2025 $5,000 -$5,000 50 -
Outreach/Scholarship Program
(65+) Fall 2025 $10,000 -$10,000 - 300
Seniors Art Social (65+) Fall 2026 $8,000 $12,000 $4,000 - 400 Intergenerational ARTreach
Project (65+) Fall 2026 $15,000 $25,000 $10,000 - 500
Symphony Academy of Music
(K-12) Post-renovation $25,000 $40,000 $15,000 - 200
Performing and Visual Arts
Summer Camp (K-12) Summer 2026 $18,000 $35,000 $17,000 - 150 Traveling Artists
Throughout the
year $22,000 $50,000 $28,000 - 1,000
Total - $133,000 $246,000 $113,000 50 3,750
The offerings presented by SPAC are grounded in market-based potentialities. In an effort to provide a conservative and realistic financial outlook, many of these figures have been deliberately excluded from our initial revenue forecast. This approach ensures that we present a prudent fiscal snapshot, demonstrating SPAC’s capacity to endure the test of time and market fluctuations while maintaining the potential for future growth and adaptability.

SPAC is dedicated to fostering a vibrant community space that serves the diverse needs of all age groups, with a special focus on programs tailored for the 55+ demographic and the Kindergarten - 12th grade demographic in Lassen County. Here is an outline of potential programs we plan to offer:

For the 55+ Demographic:
● Public Performances: Immediately following our renovation completion, we will host a variety of performances and visual arts events, including rotating galleries and concerts by touring ensembles, specifically welcoming our senior community members.
● Ushering Program: Starting in Fall 2025, we will provide opportunities for seniors to volunteer as ushers, offering them a chance to engage with the arts and receive complimentary tickets for their service. ● Outreach/Scholarship Program: Also beginning in Fall 2025, this program will extend the reach of the arts to senior centers and assisted living facilities, enriching the lives of seniors through mini-concerts and informative sessions about SPAC.
● Seniors Art Social: Launching in Fall 2026, this quarterly event will create a social space for seniors to connect and express themselves through art, led by our advisory board and guest facilitators. ● Intergenerational ARTreach Project: Starting in Fall 2026, this initiative will bridge generational gaps by bringing community members together to collaborate on various art projects.

For the Kindergarten - 12th Grade Demographic:
● Symphony Academy of Music: Post-renovation, we will offer weekly music classes and annual performances, nurturing the musical talents of students across different age groups and skill levels. 17 of 35
92 ● Performing and Visual Arts Summer Camp: By Summer 2026, we aim to launch a summer camp that provides a comprehensive arts experience, including dance, music, theater, and more, tailored to the needs of each age group.
● Outreach/Scholarship Program: Planned for implementation by Fall 2025, this program will introduce the arts to students and educators, offering after-school and weekend arts education, with scholarships for eligible participants.
● Creativity in the Classroom: By Fall 2026, we seek to integrate arts education into the school curriculum, collaborating with local schools and teachers to inspire creativity during school hours.

Assessing Program Effectiveness: To ensure the success and relevance of our programs, we will implement ongoing assessments, including self-assessments by participants, institutional assessments, and observational assessments by third parties. This will help us continuously improve and adapt our offerings to meet the evolving needs of our community.

SPAC is committed to creating a dynamic and inclusive environment that supports personal growth, education, and well-being through the arts. We believe these programs will not only enhance the feeling of belonging for Lassen County seniors and youth, but also provide meaningful experiences for all who participate.

Comparative Analysis
To ensure the Susanville Performing Arts Center’s offerings are competitive, we compare them with leading performing arts centers:

1. The Kennedy Center (Washington, D.C.)
○ Offers a broad spectrum of performances, including those by the National Symphony Orchestra and the Washington National Opera.
○ Hosts a variety of educational and outreach programs.

2. Lincoln Center (New York City)
○ Home to 11 resident organizations, including the New York Philharmonic and the Metropolitan Opera. ○ Provides a wide range of educational initiatives and free community programs.

3. The Walt Disney Concert Hall (Los Angeles)
○ Known for its architectural marvel and the resident Los Angeles Philharmonic. ○ Offers a blend of classical and contemporary music performances.

4. The Curtis R. Priem Experimental Media and Performing Arts Center (EMPAC) (Troy, NY) ○ A unique venue that merges art with science, providing space for experimental media and performing arts.
○ Hosts a variety of performances and educational programs.

Rental Schedule
Rental Rates 2025
Susanville Performing Arts Center, Susanville California This is a general summary of rental rates. Please note that daily rates are billed for 8 hours and hourly rates require a minimum of 3 hours. As a part of our mission, we also offer discounts to non-profit and youth organizations. For more information, contact_______________ at_____________ Facility Rental. Staffing
Stage Thurs – Sun $850 Facility setup/cleanup hourly $75 Stage Mon-Wed $500 House manager $50/ hour
Stage hourly $75 Sound tech $175
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93 Lighting Tech $175
Hospitality and Bar Volunteer Coordinator $150
No Bar/bar closed $250 Box office Attendant $75
No Intermission Charge $175
Marketing & Ticket Sales
Full Marketing and ticket sales $700 Postering $125
Ticket setup and sales $150 Graphic Design $125
Website update $100 Social Media $100
Targeted email $75 PR & Community Calendars $100
Additional ticketing fees applied are at the discretion of the Performing Arts Center. This is not a complete list of rental fees nor a contractual agreement.

Fees are subject to change. The Performing Arts Center is managed by the Susanville Symphony, an 501C3 non-profit organization.

Utilizing Performing Arts Venues for Diverse Podcast Productions Performing arts venues, traditionally the domain of live theater, music, and dance, are increasingly being repurposed as multimedia hubs for podcast production. This trend capitalizes on the high-quality acoustics and production facilities of these spaces to create professional-grade podcasts that span a variety of topics, from veterans’ stories to gardening advice.

Industry Insights
The performing arts industry has seen a shift towards incorporating podcasts and other digital media formats as a means to reach broader audiences and diversify content offerings. Theaters like the Lincoln Center have adapted to include online performances and podcasts, ensuring accessibility and engagement with different community segments.

Venue Adaptation for Podcasts
To successfully utilize a venue like the SPAC for podcast production, several adaptations are necessary:
● Acoustic Optimization: Ensure the venue’s acoustics are conducive to high-quality audio recording, which may involve modifications to the existing soundproofing and audio equipment. ● Technical Infrastructure: Upgrade technology for audio and video recording, broadcasting, and streaming to accommodate various podcast formats.
● Flexible Space Design: Create spaces within the venue that can be easily reconfigured for different types of podcast recordings, from intimate interviews to larger panel discussions.

Podcast Production Strategy
A comprehensive strategy for podcast production in a performing arts venue should include:
● Diverse Programming: Develop a lineup of podcasts that cater to a wide range of interests, ensuring content relevance for the local community and beyond.
● Professional Promotion: Leverage the venue’s existing marketing channels and community partnerships to promote the podcasts and attract listeners.
● Community Involvement: Involve local experts, personalities, and groups in podcast creation to foster a sense of ownership and engagement with the content.
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94 Renovations
Project Plan for Sierra Theater Renovation
Project Overview: The Sierra Theater, a cherished historical landmark, is set to undergo a comprehensive renovation to remodel it into a modern performing arts center. This project will enhance the theater’s functionality, accessibility, and aesthetic appeal, ensuring it meets contemporary standards and serves as a cultural beacon for Susanville. It is important to note that the project will cost more than the projected costs. As this is essential for the revival of Susanville, the project must continue. Therefore, it requires us to prioritize the renovation scope of work ranging from necessity to ensuring it is both professional and of the highest quality; however the timeline is reflective of the entire scope of work if funded completely.

Project Phase Scope of Work Timeline Cost Estimate
Stage/Balcony Extension
Demolition and expansion of the current stage.

Reinforcement and construction of an extended platform
with new flooring. July - August 2024 $182,000
ADA Compliant Restrooms
Complete overhaul and expansion to meet ADA
standards. Upgraded plumbing and installation of
compliant fixtures. August - September 2024 $90,000
Dressing Rooms and
Backstage Area
Modernization of dressing rooms and backstage
amenities. January - February 2025 $33,000
Lighting System Upgrade
Removal and replacement of outdated fixtures with
energy-efficient LED lighting. Integration of a
contemporary lighting control system. June - July 2024 $62,000 Acoustical Engineering Acoustic enhancements for optimal sound distribution. October - November 2024 $52,000 Lobby and Concessions Area
Redesign for improved aesthetics and functionality.

Modernization of concession facilities. November - December 2024 $23,000 Seating and Accessibility
Reconfiguration of seating for improved accessibility and comfort. September - October 2024 $64,900
Exterior Facade and Marquee
Restoration of the exterior and marquee to reflect its
historical significance. March - April 2025 $47,000
Contingency (10%) Reserved for unforeseen changes or challenges. Throughout Project $12,700 Total
Comprehensive renovation to modernize the Sierra
Theater. June 2024 - May 2025 $566,600
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95 Comparative Case Studies
● Case Studies Renovations of historic theaters often aim to improve seating, acoustics, lighting, and accessibility while preserving the building’s character. ○ For example, the Richardson Performing Arts Center underwent a renovation that included new seating arrangements, updated lighting, and improved stage rigging, all while ensuring ADA compliance. See 4 on Source Page.
○ Similarly, the Clifton Cultural Arts Center’s renovation involved an intelligent redesign of space, integrating modern amenities with the preservation of historical elements. See 3 on Source Page.

Renovation Conclusion:

The renovation of the Sierra Theater is a strategic investment that will revitalize a historic venue, foster community engagement, and contribute to the cultural and economic development of Susanville. This detailed project plan and scope of work outline the steps and costs involved in bringing this vision to fruition, ensuring transparency and accountability throughout the renovation process.

Market Analysis
● The arts and cultural sector is a significant contributor to the U.S. economy, with a growth of 13.7% from 2020-2021. See 6 on Source Page. The market size of the arts, entertainment, and recreation industry was valued at around $379 billion in 2022 and is forecasted to reach $422.71 billion in 2023. See 5 on Source Page. ● For Susanville, leveraging the Sierra Theater as a performing arts center could tap into this growing market, attracting both local residents and tourists, and contributing to the economic and cultural vibrancy of the area. ● The Performing Art Companies Market size is estimated at USD 193.38 billion in 2024, and is expected to reach USD 254.78 billion by 2029, growing at a CAGR of 5.67% during the forecast period (2024-2029). The performing arts companies market is a diverse and dynamic industry with various activities such as theater, dance, music, and opera. The industry encompasses many businesses, from small local theaters to large-scale production companies. The market has grown steadily over the last few years due to various factors, including the increasing popularity of live performances, rising demand for unique and authentic experiences, and the development of digital technology in the entertainment industry. Additionally, regional theaters, dance troupes, touring companies, and independent artists operate at various scales. The rise of digital technology has impacted the industry, with companies exploring digital platforms for streaming performances, online ticket sales, and virtual experiences. Performing arts organizations are increasingly focused on engaging audiences through interactive experiences, educational programs, and community outreach initiatives. Source:
https://www.mordorintelligence.com/industry-reports/performing-art-companies-market Comprehensive Marketing and Communication Strategy for SPAC The Susanville Performing Arts Center (SPAC) is envisioned as a dynamic hub for arts, culture, education, and community engagement. This detailed strategy outlines our approach to leverage external talent buyers, optimize ticket sales, and engage the community to ensure SPAC’s success and sustainability.

Business Model and Talent Acquisition
● External Talent Buyers: SPAC will partner with talent buyers specializing in country music to curate a lineup that resonates with the local community’s preferences, optimizing operational efficiency and maximizing ticket sales.
● Diverse Talent Roster: We aim for a mix of well-known headliners and emerging artists to attract a broad audience, with strategic scheduling to maintain interest throughout the year. 21 of 35
96 Marketing and Promotion
● Tiered Seating: Implementing a tiered pricing model with premium pricing for front-row seats and economy pricing for back rows, enhancing revenue and customer satisfaction. ● Digital Presence: Establishing a strong online footprint through a user-friendly website and active social media engagement, complemented by traditional advertising to reach all demographics. ● Community Engagement: Partnering with local entities to integrate SPAC into the community fabric, supported by promotional events and artist collaboration programs.

Strategic Communication Plan
● Vision and Mission: Communicating SPAC’s commitment to igniting creativity and fostering a vibrant, inclusive space for arts and education.
● Communication Objectives: Raising awareness, engaging the community, attracting partnerships, generating support, and promoting events.
● Target Audiences: Local residents, potential partners, media outlets, and tourists. ● Key Messages: Positioning SPAC as a hub for arts, culture, and community events, and a significant contributor to Susanville’s cultural and economic renaissance. ● Communication Channels: Utilizing social media, a dedicated website, local media, email newsletters, and community events to disseminate information and engage with stakeholders.

Action Plan
● Pre-Launch: Developing branding and building an online presence, with community engagement initiatives to introduce SPAC.
● Launch: Hosting a grand opening event and securing media coverage to highlight SPAC’s offerings. ● Post-Launch: Maintaining ongoing communication, promoting events, gathering feedback, and developing partnerships to ensure SPAC’s growth and relevance.

Operational Considerations
● Staff Training: Focusing on delivering an exceptional customer experience. ● Infrastructure Optimization: Ensuring efficient crowd management and a seamless event experience. ● Risk Management: Establishing contingency plans, including insurance policies and flexible contract terms, to handle potential cancellations or changes in the lineup.

Direct Marketing Initiatives
● Digital and Traditional Advertising: A multi-channel approach ensures comprehensive market penetration, targeting both digital natives and those less active online. ● Artist Collaboration Program: Establishing partnerships with top artist management agencies, leveraging industry insights to curate a lineup that resonates with SPAC’s brand and audience preferences. ● Targeted Social Media Campaigns: Creating highly targeted campaigns that reach and resonate with artists and their followers, ensuring high engagement rates and conversion. ● Influencer and Industry Outreach: Engaging with key influencers and thought leaders in the music and arts industry to create buzz around SPAC.
● Personalized Email Marketing: Crafting narratives that tell the story of SPAC’s commitment to the arts, backed by testimonials and audience reception data.
● Exclusive Networking Events: Hosting high-profile networking events that provide value to artists beyond just performance opportunities.
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97 ● Strategic Cross-Promotion: Partnering with local businesses, cultural institutions, and tourism boards to create packages and experiences that promote SPAC.
● Press and Media Relations: Maintaining strong relationships with key media outlets for regular coverage and top-of-mind awareness among artists and the public.
● Artist Loyalty Programs: Designing programs to reward artists who choose SPAC repeatedly, fostering long-term relationships.

Through a comprehensive marketing and communication strategy, SPAC will establish itself as a premier venue for performances and a leader in the arts community, capable of attracting and supporting top-tier talent while serving as a transformative force for Lassen County. The strategic approach encompasses talent acquisition, marketing synergy, and community-focused initiatives, ensuring SPAC’s enduring legacy.

Grants Resources
Grant Type Program Name
Application
Deadline Contact Information Website
Federal
National Endowment for the
Arts - Grants for Arts Projects:

Theater Varies
Contact form available on
website NEA Grants
State
California Arts Council - Grant
Programs & Applications Varies (916) 322-6555 CAC Grants Private
Mellon Foundation - Arts and
Culture Grant Programs
Inquiry-base
d
Contact form available on
website Mellon Grants
California
Program
California Nonprofit
Performing Arts Grant
Program
Closed for
2023 (888) 870-2203 CA Nonprofit Arts
Contingency Plan
Objective
To ensure the sustainability and success of the SPAC in the face of financial or operational challenges. This is intended to be a preparation document that outlines concepts during challenging times so as not to be surprised and react without intention. Although the precise outcome cannot be devised, this is a strategy to slow down if needed, stop, turn around and head back towards solvency before heading too far down the red path. The ultimate plan of course as the major emphasis of the contingency plan is to stay the course with the business plan and remain profitable for the community!
Risk Assessment
● Identify potential risks, such as funding shortfalls or lower-than-expected community support. ○ Break even analysis for minimum overhead costs.
○ Hiring a strong manager that packs the house.

Operational Contingencies
● Reduced Operations: Scale back programming and operational hours to match available funding. 23 of 35
98 ● Volunteer Utilization: Increase reliance on volunteers to manage and run events. ● Partnerships: Form partnerships with local businesses and educational institutions for shared events and reduced costs.

Financial Contingencies
● Alternative Funding: Explore alternative funding sources such as grants, corporate sponsorships, and community fundraising events.
○ Consider reaching out to organizations like Americans for the Arts and the Mellon Foundation for potential funding opportunities and guidance.
● Budget Adjustments: Revise the budget to prioritize essential expenses and cut non-critical spending. ● Emergency Fund: Establish an emergency fund to cover unexpected shortfalls.

Communication Plan
● Stakeholder Notification: Inform stakeholders and supporters about potential changes and seek their input. ● Public Relations: Maintain transparency with the public to preserve trust and support.

Implementation Timeline
Develop a timeline for when each contingency action will be evaluated and potentially enacted. This will be up to the governing body to define said monitoring regularity and board reporting and updates.

Monitoring and Review
Regularly review the effectiveness of the contingency plan and adjust as necessary.

Closure Plan
● In the worst-case scenario where the SPAC must close:
○ Asset Liquidation: Determine the process for liquidating assets. ○ Staff Transition: Assist staff with transition plans. ○ Archiving: Preserve records and document the SPAC’s history for future reference.

Community Engagement - Questions and Answers
We offer a summary of community concerns that have been voiced as well as responses followed by the actual questions submitted publicly via social media.

Community concerns
The community has expressed several concerns regarding the establishment and operation of the Susanville Performing Arts Center (SPAC). They are curious about the timing of the business plan’s development and the initiation of the project, questioning why these elements were not in place at the outset. There is interest in the lineup of events and whether SPAC is ready to host them upon opening. The community is also inquiring about the projected costs for necessary repairs and modifications, seeking clarity on the financial implications of the project.

Questions have been raised about the operational model of SPAC, whether it will be a city enterprise or a private endeavor, and how this choice will affect bureaucratic processes. The community is concerned about the potential for SPAC to become a financial burden, similar to past projects, and seeks assurance that it will be financially sustainable 24 of 35
99 without requiring bailouts. Employment opportunities created by SPAC are also a topic of interest, with inquiries about the number of jobs and the nature of the roles.

Lastly, the community is keen to understand the strategic advantage SPAC offers to touring artists and how it will integrate into the cultural landscape of Susanville. They desire a fair and representative governing body for SPAC, with a structure that allows for effective decision-making and includes voices from all corners of the town, including the possibility of involvement from the Susanville Indian Rancheria (SIR). The community’s concerns reflect a desire for transparency, financial prudence, and inclusive participation in SPAC’s development and future.

SPAC responses
In response to the community’s concerns, we at SPAC would like to clarify that the development of the business plan and community engagement initiatives required time to ensure thoroughness and inclusivity. We are excited to announce that 14 events are already lined up if the deal goes through, and we are exploring additional opportunities for theater rehearsals and other creative uses of the space.

Financially, SPAC is on solid ground with a detailed business plan that outlines necessary repairs and upgrades, including ADA-compliant restrooms, to ensure a top-quality performing arts center. We aim to operate as a nonprofit to maximize efficiency and community benefit, with liability insurance and other expenses carefully considered.

Employment opportunities at SPAC may include a full-time manager, a part-time facilitator, and a cleaning crew, supplemented by the generous support of community volunteers during the first year/s.

Strategically, SPAC’s location positions us as an attractive venue for touring artists, offering a new cultural dimension to Susanville’s Main Street. We are committed to ensuring that SPAC is a sustainable and vibrant addition to our community, not a financial burden. Our governance structure is designed to be fair and representative, with the possibility of including diverse voices such as the Susanville Indian Rancheria (SIR). We are dedicated to making SPAC a beacon of cultural and economic growth for Susanville, fostering a legacy of community enrichment and engagement.

Questions and Answers
**Q: Why didn’t we start earlier? Why wasn’t the business plan ready when the opportunity was announced? Why didn’t we create this page from the get-go?**
A: The answer is straightforward: these processes required time. The city’s significant achievement was engaging our community in participation. And… we are all talking! Finally! The city requested our ideas, and we responded. They established a rubric to evaluate our ideas and ranked us.

A dream that once seemed distant has now become a shared evolving vision. As it began to materialize, so did the essential framework. The business plan, previously nonexistent, is now prepared. The Facebook page, once missing, is now live. Partnerships and opportunities we hadn’t anticipated are now joining. **Q: So in the event this purchase goes through, are events already lined up?** A: Yes, there are currently 14 events scheduled, which will utilize approximately 20 calendar days of the year.

Additionally, we have received inquiries from interested parties regarding potential theater rehearsal rentals, amounting to about 92 days. The remainder of the year offers ample opportunity for our collective creativity. **Q: What is the projected cost of repairs?**
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A: The project entails various anticipated costs, which extend beyond mere repairs being that the building is in good shape. We have comprehensive scopes of work outlined, with a timeline extending into 2025. Necessary modifications include ADA-compliant restroom upgrades and enhancements essential for a quality performing arts center. Ultimately, this endeavor is a community project, and its final scope depends on our involvement. **Q: When would the SPAC be open and for how long?**
A: The SPAC is slated to open immediately following the acquisition and closing of escrow, with the goal of hosting a one time initial show within two weeks. Subsequently, we will commence the construction documents phase. **Q: Is this going to be a city enterprise, or private?** A: While several options are under consideration, channeling funds into a nonprofit organization appears to be the most advantageous, as it would circumvent the bureaucratic constraints typically associated with government entities. **Q: How much is the liability insurance?**
A: Various verbal quotes for liability insurance have been obtained and factored into the monthly expenses. A detailed presentation on this will be given on Tuesday night.
**Q: How many people are going to be employed by this center?** A: The business plan includes one full-time manager, a part-time facilitator, and a cleaning crew. In the first year, we will also rely on the many individuals who have volunteered their services. Further details will be provided on Tuesday night at the theater.
**Q: You say this is going to boost the economy; what are the projections on cost vs profit?** A: The projections, which will be disclosed on Tuesday night, are based on conservative estimates and still indicate profitability. Moreover, 'profit' has been redefined to signify reinvestment into the community's sustainability, longevity, and maintenance of the building, including scholarships for attendance, among other benefits. **Q: Or is this going to end up as a money pit like the pool?** A: Unlike the pool, which relies on annual contributions of $80,000 from both the county and the city, the SPAC's business plan does not require bailouts. It is predicated on sound mathematics and performance, forecasting profit even after accounting for building maintenance, marketing, and staffing expenses. **Q: Will you discuss the job creation potential of the SPAC. ** A: It’s important to recognize that the impact of a performing arts center on employment is multifaceted and extends well beyond the initial few years of staffing.

In a community like Susanville, the establishment of SPAC can be a significant contributor to the local economy. While the initial years may rely on a lean staff and the support of volunteers, the long-term vision includes a robust full-time staff and a thriving ecosystem of related businesses and services.

Directly, a performing arts center like SPAC can create a range of job opportunities including:
• Management Roles: Such as a theater manager, operations manager, and financial manager to oversee the center’s activities.
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• Creative Roles: Including directors, choreographers, set designers, costume designers, lighting and sound technicians, and stage managers.
• Performance Roles: Actors, musicians, dancers, and other performers who will bring productions to life. Imagine earning money from performing, even though we do it for the love of it! Fortunately, some of our musicians are lucky enough to land paying gigs, even here, even now!
• Educational Staff: Instructors and coaches who may offer workshops, classes, and training programs. • Administrative and Support Staff: Box office attendants, marketing and PR staff, administrative assistants, and customer service representatives.
• Technical and Production Crew: Such as sound and lighting engineers, stagehands, prop managers, and maintenance staff.

Indirectly, the presence of SPAC is expected to stimulate the local economy by attracting visitors, which benefits nearby businesses such as restaurants, hotels, and retail stores.

We are committed to ensuring that SPAC becomes a beacon of cultural and economic growth for Susanville, and we look forward to seeing the positive changes it will bring to our community. **Q: What is the Strategic Advantage of SPAC for Touring Artists?** A:Susanville’s Main Street, frequented by a daily stream of 20,000 vehicles, is a testament to its strategic location - a potential goldmine for the SPAC. As semi trucks navigate this corridor, so too are touring artists likely to do, making SPAC an ideal, logical venue en route to their primary destinations. **Q: What is the logical appeal of SPAC?**
A: The rationale is clear: if goods can efficiently transit through Susanville, so can performances. Artists on tour are in constant search of venues that align with their routes. SPAC, situated on this busy thoroughfare, would naturally appeal to such artists, offering them a stage to engage with new audiences and enrich their tour schedules. Our conversations may soon turn to excited anticipations: “Let’s see who is performing at SPAC next week!” **Q: Who makes up SPAC?**
A: SPAC is not just about the Symphony.

Yes, the Susanville Symphony stepped up to the plate, and we’re grateful they did. The Symphony is an integral part of SPAC.

For this to be a success, we realized that we all had to work together wholeheartedly, and we needed to do so right now!
This initiative stretches beyond any one group. It involves everyone—patrons who sit in the audience, performers, those who strum guitars, film, sing, and present laughable comedy, as well as those who play the trumpet, violin, and cello. It’s for those who have photography exhibits or for poetry slams. Or for training, conferences, and school programs!
It’s for those of us who are looking for something to do. Those of us with visiting family excited for regular activities and those who are excited about date night at a venue with ever changing entertainment. 27 of 35
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**Q: Why should the city invest instead of just fix some of the repairs our town faces?** A: It’s essential to consider the long-term impact of our investments, especially when presented with once-in-a-generation funding opportunities like ARPA.

Investing in the SPAC is not just a one-time expenditure; it’s a strategic investment that makes way for a lasting return on investment (ROI). Cultural infrastructure such as SPAC has been shown to stimulate local economies, drive tourism, and create jobs. These benefits, in turn, can fund numerous future infrastructure improvements.

Unlike one-time infrastructure projects, which are important but tend to quickly recede into the backdrop of daily life, SPAC represents a continuous investment in our community’s cultural and economic vitality.

Balancing the immediate impact of infrastructure upgrades with the sustained contribution of business development is key. In the long term, fostering business opportunities provides continuous returns, while infrastructure work, though essential, addresses an immediate need.

Through business development, we enable ourselves to afford more city maintenance and improvements. **Q: The business plan which is unavailable to see at this moment; Is there a clear pathway and structure for SPAC to stand independently moving into the future written in?** A: Yes it is possible, however that can be a request of the City if they would prefer a different nonprofit be created called SPAC, but currently, the Symphony Society has volunteered. It is possible to create this down the road but that would be a decision that the governing board of SPAC would consider and vote on? The current proposed structure allows for autonomy for SPAC to make decisions independently of the Susanville Symphony Society. **Q: What does the board structure look like for SPAC? What organizations have a voice?** A: The board structure is laid out in the SPAC proposal. The board structure currently accounts for 9 members. There will only be one representative from any given organization allowed on the governing board at a time. **Q Has our Native American people been asked if they would like to have a space to tell their stories. Is the SIR involved?**
A: SIR Susanville Indian Rancheria would love to be a part of it. Currently they are waiting to see if the city is ready to make a serious investment in our future and see if they would like to contribute in addition to the city. When SPAC becomes a reality, they would be interested in using the space for a variety of interests. **Q: How are board members appointed for SPAC?**
A: We are all open to whatever is the most fair method to create a board based on community, maybe applications and the applicants choose.
**Q: Can we amend the board structure to include either 7 or 9 members instead of 8? Even numbers are not helpful when voting.**
A: Yes.
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History of video recorded records of Susanville Arts
The video log catalog shared with the Susanville Performing Arts Center includes a variety of recorded events. The collection features four Best of Broadway shows, a Shakespeare play, and several Symphony Concerts with themes like ‘Classical Masterpieces’ and ‘Swing’. Seasonal events such as ‘First Breath of Winter’ and ‘Eternal Spring’ are also part of the catalog, along with multiple performances of the ‘Nutcracker’ and dance recitals.

Jazz events include two performances by Kenney Polson and other jazz concerts, adding to the center’s musical diversity. Pop and rock are represented with events like ‘Hollywood Vibe’ and ‘Iconic Movie Songs’. Community events such as ‘Concert on the Green’ and the local Music Festival have been key in bringing people together.

Special tributes in the catalog include a ‘Tribute to John Williams’ and a Veterans Day event. Overall, the catalog documents over 50 events, showcasing the range of performances that have contributed to Susanville’s cultural scene.

Susanville has a lot to enjoy! We want to reveal it!
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Source Page:

1. https://www.arts.gov/news/press-releases/2021/new-report-released-economic-impact-arts-and-cultural-sect or

2. https://www.arts.gov/news/press-releases/2023/new-data-show-economic-activity-us-arts-cultural-sector-202 1 3. https://www.thinkchamplin.com/realize/detail/31/clifton-cultural-arts-center-arts-center-renovations

4. https://wdmarchitects.com/case-studies/renovation-of-historic-richardson-performing-arts-center/

5. https://www.statista.com/statistics/1174737/arts-entertainment-recreation-industry-market-size-us/

6. https://www.arts.gov/news/press-releases/2023/new-data-show-economic-activity-us-arts-cultural-sector-202 1 30 of 35
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Appendices
Sample Schedule for December 2025 and June 2026
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Potential 2026 Schedule
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Theater Manager Job Description:

Job Title: Theater Manager
Location: Susanville Performing Arts Center (SPAC)
Position Type: Full-Time
Job Description: The Susanville Performing Arts Center (SPAC) seeks a dynamic and experienced Theater Manager to lead our day-to-day operations. This pivotal role requires a blend of passion for the arts and a sharp acumen for business management. The Theater Manager will be the driving force behind SPAC’s mission to deliver exceptional performance experiences and foster a vibrant cultural community.

Key Responsibilities:
● Operational Leadership: Oversee all aspects of SPAC’s daily operations, ensuring seamless functionality and the highest standards of excellence.
● Team Management: Recruit, manage, and inspire a dedicated team of staff and volunteers, fostering a collaborative and productive work environment.
● Performance Booking: Curate a diverse array of touring and local performances, educational programs, and non-performance-based rentals, aligning with SPAC’s strategic vision. ● Financial Oversight: Administer monthly financial operations and adhere to the approved budget, maximizing resource efficiency and financial health.
● Sales Supervision: Direct ticket pricing strategies and box office operations to optimize revenue and audience satisfaction.
● Customer Experience: Manage front-of-house activities and concessions to ensure a welcoming and enjoyable experience for all patrons.
● Marketing and Outreach: Spearhead marketing initiatives, enhancing SPAC’s visibility and engagement within the community.
● Facility Stewardship: Supervise renovations, construction, and maintenance efforts to maintain SPAC’s aesthetic appeal and operational integrity.
● Compliance and Rights Management: Maintain awareness of and compliance with Performance Rights issues, safeguarding SPAC’s legal and ethical standing.
● Strategic Reporting: Provide comprehensive reports to the Governing Body/Board of Directors, articulating SPAC’s progress and strategic direction.

Qualifications:
● Communication Excellence: Exceptional ability to communicate effectively with diverse stakeholders, including staff, volunteers, board members, performers, and patrons. ● Leadership Prowess: Proven leadership and management skills, with the ability to motivate and guide teams towards shared goals.
● Industry Expertise: A minimum of 3 years of experience in theater management or a closely related field. ● Strategic Vision: Strong decision-making skills and the ability to develop programming that resonates with the regional community.
● Organizational Mastery: Detail-oriented and organized, with a track record of managing complex operations and multitasking with precision.
● Community Focus: A commitment to creating an inclusive and welcoming space for all who engage with SPAC.
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● Grant-Writing Proficiency: Experience in grant-writing is preferred, with the ability to secure funding for SPAC’s initiatives.

Application Process: Qualified candidates are invited to submit a resume, cover letter, and a minimum of two professional references. Applications will be reviewed on a rolling basis until the position is filled.

SPAC is an equal opportunity employer and strongly encourages applications from people of all backgrounds. We are committed to creating a diverse environment and are proud to be an inclusive organization.

Join us at SPAC and play a central role in shaping the cultural landscape of Susanville. Apply today! 34 of 35
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PURCHASE AGREEMENT (example)
This Purchase Agreement (“Agreement”) is entered into as of [Date], by and between Carolyn Smith and Mike Smith (“Sellers”), and Susanville Performing Arts Center (“Buyer”), a (pending) newly created non-profit organization with pending 501©(3) status.

1. Sale of Property The Sellers hereby agree to sell, and the Buyer agrees to purchase, the real property known as the Sierra Theatre, located at [819 Main Street], Susanville, CA (“Property”).

2. Purchase Price The purchase price for the Property shall be [Amount], payable as follows:
● Initial deposit of [Amount] due upon execution of this Agreement. ● The balance of the purchase price shall be paid at closing. ● The amount is dependent on remaining factors such as timeline and funding source.

3. Due Diligence The Buyer shall have [Number] days from the date of this Agreement to conduct due diligence investigations of the Property.

4. Closing The closing of the purchase and sale of the Property shall take place on [Date], or as otherwise mutually agreed upon by the parties.

5. Representations and Warranties The Sellers represent and warrant that they are the sole owners of the Property and have the right to sell the Property.

6. Conditions Precedent The Buyer’s obligations under this Agreement are contingent upon the Buyer obtaining 501©(3) status.

7. Default If either party defaults in the performance of their obligations under this Agreement, the non-defaulting party shall have all remedies available at law or in equity.

8. Governing Law This Agreement shall be governed by and construed in accordance with the laws of the State of California.

9. Entire Agreement This Agreement constitutes the entire agreement between the parties and supersedes all prior agreements and understandings, both written and oral, concerning the subject matter hereof.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date first above written.

SELLERS:

Carolyn Smith _________________________
Mike Smith ___________________________
BUYER:

Susanville Performing Arts Center
By: ___________________________
Name:

Title:
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Engineer's estimate - Museum Storage
Total Cost
ITEM DESCRIPTION QUANTITY UNITS Cost/Unit
1 MOBILIZATION 1 LS $ 10,000.00 $ 10,000.00
2 DEMO GARAGE 1 LS $ 15,000.00 $ 15,000.00
3 SITE PREP - GRADING 3000 SF $ 2.00 $ 6,000.00
4 ESTABLISH ELECTRICAL CON. 1 LS $ 5,000.00 $ 5,000.00
5 SLAB 2300 SF $ 25.00 $ 57,500.00
6 Metal Building 2300 SF $ 35.00 $ 80,500.00
7 Electrical 1 LS $ 20,000.00 $ 20,000.00
8 Contingency 1 LS $ 30,000.00 $ 30,000.00
Subtotal $ 224,000.00
Plans Specifications Estimate $ 20,000.00
Total $ 244,000.00
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Engineer's estimate - Little League Bathroom
Total Cost
ITEM DESCRIPTION QUANTITY UNITS Cost/Unit
1 MOBILIZATION 1 LS $ 5,000.00 $ 5,000.00
2 EXCAVATION 30 CY $ 175.00 $ 5,250.00
3 BUILDING PREP 1 LS $ 5,000.00 $ 5,000.00
4 WATER SUPPLY 1 LS $ 5,000.00 $ 5,000.00
5 PRECAST VAULT BATHROOM 1 LS $ 90,000.00 $ 90,000.00
6 Contingency 20% 1 LS $ 22,050.00 $ 22,050.00
Sub Total $ 132,300.00
Plans, Specifications, Permits $ 10,000.00
Total $ 142,300.00
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AGENDA ITEM NO. 13.A
Discussion Item
Submitted By: Heidi Whitlock, Administrative Services
Action Date: June 19, 2024
SUBJECT: Department Reports
PRESENTED BY: Dan Newton, City Manager
SUMMARY: The City Manager's Report is designed for Department Heads to address the Council on a variety of topics, is needed. Also, for the Council to address any questions or comments regarding that Department Head.

FISCAL IMPACT: None.

ACTION REQUESTED: Information only.

SUSANVILLE CITY COUNCIL AGENDA ITEM
ATTACHMENTS:
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Susanville City CouncilJune 19, 2024

Susanville City Council
June 19, 2024