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HomeMy WebLinkAboutAgenda Report - September 16, 1981 (67)LODI COMMUNITY A slide presentation on the Lodi Community Center CENTER as prepared by the Lodi Design Group and moderated by Mr. Leta Bishop was presented. Copies of the Lodi Community Center Master Plan Report as prepared for the City of Lodi dated September 7, 1981 was also presented for Council's perusal. In his presentation, Mr. Bishop indicated that the "group" feels strongly that the project design is viable and that the project can be started with virtually no money. The "Group's" recommendation have been and are: 1. Remove the following buildings: a) Auto Shop b) Shop Rooms c) Old Bus Bard d) wood Shop e) Girls Shower f) Main Building Foundation g) Custodial Building 2. Board up to preserve including roof repair a) Science b) Gyms r) Pool d) Auditorium e) Music 3. Continue to use and improve: a) Cafeteria b) Spurts Field These rec(x mendations are based upon a lack of capital expenditure allocations sufficient to reconstruct any of tite "to preserve" buildings. It should be noted that the auto shop, wood- shop and custodial buildings can be used until such time as their- use interferes with the completion of the master plan development. At the introduction. of Councilman Pinkerton, Council commended the Lodi Design Group on the work they have accomplished. Discussion followeJ with questions being directed- to Fir. Bishop. Councilman Katnich indicated that he felt that the electorate should at the next election vote on a special tax to raise the funds necessary for this project. J1 Just prior to the close of the meeting, Council, oil, motion of Mayor Pro Tempore Murphy, Pinkerton second, adopted the Lodi Community Center Mester Plan and directed the City Clerk to place the "Lodi Community Center" on the agenda for the Ocotber 7, 1981 meeting to receive further direction from the Council regarding the site. 1-2 LO®i COMMUNITY CENTER MASTIER ALAN REPORT Prepared for: CITY OF LODI September 7, 1981 LODI COMMUNITY CENTER MASTER PLAN REPORT TABLE OF CONTENTS COMMUNITY CENTER STATEMENT 1-3 COST ESTIMATE 4-5 FINANCIAL ANALYSIS Introduction - Projected Revenues & Costs 6 Projected Operating Statement 7 Cosr Center Analysis - Cultural Center 8 Cost Center Analysis - Recrention Center 9 Cost Center Analysis - Multi -Purpose 10 Projected Revenues & Costs (continued) 11-12 Financing Costs 12-13 The Private Sector's Perspective 14 lax Incentives 14-16 S ummary 17 Appendix 18-23 TRANSCRIPT OF WORKSHOP 2 24-35 DRAWINGS WORKSHOP 2 REPORT Introduction 36 Program Analysis 37 Use/Square Footage Analysis 38-42 Cost Estimates 43 Transcript of Workshop 1 44-58 Financial Analysis 59-62 Appendix Year End Report Fairfield Community Center with typical forms and rules 63-90 City of Davis Veterans Memorial Center plans and rules 91-100 City of Lodi Bond Statement 101-102 WORKSHOP 1 ADMINISTRATIVE REPORT 103-109 LODI COMMUNITY CENTER LODI UNION HIGH SCHOOL "The Center 10 Acres" During the earl;, years of Lodi, education was considered the backbone of progress for the community. Many of the residents, city fathers and school board members worked long, hard hours to develop an academic plant befitting a conserva- tive, but progressive small town, something of which to be proud. The physical plant was constructed, and aver the years expanded to include additional facilities such as the shops, gyms, pool, music and cafeteria buildings. Over the years, the school became a focal point for music and drama as well as academics. The Lodi Design Group's research into the architecture and planning has proven the soundness of this previous work, and has formed the basis upon which our directions, suggestions and conclusions ore built. The community interest and support created when LUSD and the City of Lodi negotiated the sole, purchase of the site, has been the force behind our efforts and the efforts of countless citizen groups and individuals -- all with the goal of creating "something" out of the old campus. That something is what the City Council, City Administration, Old LUHS Foundation, the Community Develop- ment Committee, the Lodi Design Group and the residents of Lodi can be proud. A community center can be numerous things -- sports complex for the physically active, meeting rooms for all manner of groups, and a cultural focal point for audio and visual arts. In addition, it could provide any number of other possible program homes. The search for those programs and places desired by the populace and not as yet supplied by the community, has resulted in a "shopping list" of services, from gyms to theater -to swimming to running to music ► ;ns to museum spaces. All have merit, and required the Lodi Design Group to ex the value both in terms of providing the space necessary and in determining how we might pay for the privilege. in this report, we have included the data presented as preliminary research as well as all of the statistical data and estimates we used in the development of the program presented. A majority of respondents to our questionnaire.- indicated a desire to restore and/or rehabilitate all of the facilities. We have isolated several buildings which serve no apparent useful purpose, and recommend their removal. Each of the recommendations has resulted in a large quantity of soul searching to be sure of our directions. Even as this report is being completed, many other possibilities (variables) have presented themselves. As one possibility is considered, it affects all of the other variables. Therefore, our master plan should be considered as a base upon which decisions can be made, but not that these choices are the only ones possible. By changing the direction of the program from that established by our research, some alternatives would prove appropriate. One of these alternatives would be the re -development of the Science Building into a senior citizens housing center. This suggestien could be considered during the implementation phase of the project. The physical plant was constructed during the years 1909 to 1965 of quality material and workmanship. The limitations imposed by the early construction time of the auditorium, science, gyms and pool structures are a lock of current earthquake resistance of the structure, no year around heating -air conditioning and electrical systems that are outmoded or damaged due to vandalism. For those buildings considered as part of our program, each of these constraints has been removed in our cost estimates and the buildings made to comply with current building and safety codes, (including the Field Act). The selection of specific buildings was made based upon the program developed after our first workshop to answer the question, "What is a community center as it relates; to Lodi". This program is shown in Workshop II report as "Lodi Community Center Program". In analyzing this program, several buildings existing on the property were obvious choices for restoration and use based purely upon economics. We found the costs less for restoration than a totally new structure (refer to Workshop 11 report "Cost Estimates"). During the finalization phase of the Master Plan, some additional components from Workshop II have been included and a more detailed analysis developed which has resulted in the increased cost estimate. We have included approximately 4000 square feet of office/storage space for the use of the Department of Parks and Recreation. This addition serves a two -fold purpose: To provide an easily accessible modern office for this segment of public service, and to locate administrative personnel near physical activity to reduce the number of personnel required to operate the sports portion of the Center. Our recommendations have been and are: 1. Remove the following buildings: a. Auto Shop b. Shop Rooms c. Old Bus Barn d. Wood Shop e. G iris Shower f. Main Building Foundation g. Custodial Building 2. Board up to preserve including roof repair: a. Science b. Gyms c. Pool d. Auditorium e. Music 3. Continue to use and improve: a. Cafeteria b. Sports Field The above recommendations are based upon a iock of capital expenditure allocations sufficient to re -construct any of the "to preserve" buildings. It should also be noted that the auto shop, wood shop and custodial buildings can be used until such time as their use interferes with the completion of the master plan d:velopment. • f it ..,r: :�s....,..�:. r �x, ,..•.,w...,;w-.._.., ,...:.,..... � w.... .. ........ ,: �..,. .. ,.,n..�3k:,d,�3u.���xtur�7rrp. In any planning program, choices and decisions are made on the best information available at the time. Our choices are the interpretation of the data available to use, including financial choices made for us by the various levels of government, (Prop. 13, federal tax laws, etc..) -- refer to the information developed by our counselor, Wes Dunn, for the relationships currently available for investors. This portion of the report was developed for the purpose of analyzing proposals developed by private industry as this direction may be the only way this project could be built in a short period of time (in the magnitude of two to five years). If private, corporate, state and federal donations and grants would be available, and the time schedule could be expanded to a "do it as you can" type program, the overall development could take ten to fifteen years. Both ways would provide the desired results -- a community center available to the residents of Lodi. Attached is additional data including a revised ;.ost estimate based upon the fines I master pion program, concluded financial analysis and the transcript of Workshop II. We hope all who read this report will feel the appropriateness of our plan and express their feelings to all the people responsible for the decisions necessor, to - or not to - implement the program. Much credit and thanks to our consultants, Wes Dunn and John Hagy and to the staff at the City of Lodi for "their invaluable assistance. 3 LODI COMMUNITY CENTER Cost Estimate August 4, 1981 Scheme 1. GENERAL CONDITIONS Includes Bond, permits, insurance, clean up, Contractor's overhead S110,000 2. SITE WORK Includes walks, parking lots, landscaping, irrigation system, new sidewalks, fencing, lighting 875,000 3. CONCRETE Includes excavation, footings, slabs, strengthening existing footings 50,000 4. MASONRY Includes repoint existing brir4 work 55,000 5. METALS Includes structural steel, miscellaneous iron, stairs 150,000 b. CARPENTRY Includes rouge finish, labor and materials, case work, rebuilding wood gym floors 250,000 7. MOISTURE PROTECTION Includes reroofing, newbuilt-up roofing, new metal roofing, insulation 295,000 B. DOORS, GLASS AND GLAZING Includes exterior and interior doors, rolling grilles, glass curtain walls, replacing all windows, glass swimming pool enclosure 495,000 9. FINISHES Includes painting, gyp board, acoustical ceiling, vinyl wall covering, plaster, ceramic the floor coverings 380,000 10. SPECIALTIES Includes restroom accessories, signage, lockers 26,000 4 1 1. _ EQUIPMENT Includes swimming pool accessories 12. FURNISHINGS Includes reup olstery theater seats, window coverings 13. SPECIAL CONSTRUCTION Includes stage lilit, stage curtain, fly, rebuild stage area 14. CONVEYING SYSTEM Includes small handicap use elevator 15. MECHANICAL Inc—dudes—png, swimming pool equipment, sprinkler system, air conditioning system, fire protection 16. ELECTRICAL Includes new service, distribution system, fixtures, stage lighting, sound system, alarm system 15% Contingency 7% Profit X11 175,000 1T1�1 750,000 750,000 $4,483,000 672,450 (5,155,450 360,881 Z,516,331 The increase over Workshop 11 report reflects an increase in square footage of approximately 4000 square feet. This estimate is based upon July 1981 costs. Increases for inflation should be considered at a minimum rate of 1% per month. 5 00* i 041*1, FINANCIAL ANALYSIS Introduction The first segment of this financial analysis focuses upon the operating entity known as the Community Center and develops projected operating statements for the first five full years of operation. These financial projections outline the estimated revenues and expenditures of three different cost and revenue centers (the Multi -Purpose Center, the Recrea- tion Center, and the Cultural Center), and summarizes all of these centers into what is called the projected operating statement. The second segment of this financial analysis section focuses upon the relationship between the City of Lodi and the private sector in regards to financing arrangements to achieve the remodel and construction of the Community Center. This second section contains an example of private industry's perspective, and develops a financing model based upon a hypo- thetical sale/leaseback arrangement between a private developer and the City of Lodi. Projected Revenues and Costs The projected operating statement enclosed addresses estimated revenues for the first five full years of operation and breaks these revenues into two general categories (maximum revenues and projected revenues). This format provides the reader with information regarding the architects' per- ception of the maximum possible revenues generated from each of the indi- vidual revenue centers, as well as an estimation of the projected actual revenues in comparison to those maximums. In addition to the dollar amounts for the maximum and projected revenues, there are two percentages displayed, one called "breakeven X of maximum", and one called "projected X of maximum". The breakeven X of maximum is the percent of the maximum revenue capacity required in order for the operations of the Community Center to break even. It should be noted here that this percentage does not include any debt ser- vice or lease payments which might arise from negotiations with the private sector. The breakeven X of maximum addresses only the percentage of the maximum attainable revenues required in order for the operating entity Itself to break even. For example, in year 1 the breakeven % of maximum is 33X. The interpretation of this 33% is simply that in order for the Community Center operations to meet operational expenses, actual revenues must be 33% of the $676,280 maximum revenues shown. The projected X of maximum represents a ratio between the total projected revenues ane the total maximum revenues. For example, in the first year :he projected X of maximum is 30X, which is interpreted ar the revenue projections for the first year equal 307. of the maximum revenues. t� REVENUE ANALYSIS MAXIMUM REVENUES: CULTURAL CENTER RECREATION CENTER MULTI-PURPOSE CENTER TOTAL MAXIMUM REVENUES BREAKEVEN x OF MAXIMUM PROJECTED X OF MAXIMUM PROJECTED REVENUES: CULTURAL CENTER RECREATION CENTER MULTI-PURPOSE CENTER LODI COMMUNITY CENTER PROJECTED OPERATING STATEMENT YEAR YEAR YEAR YEAR YEAR 1 2 3 4 5 TCTAL PROJECTED REVENUES PROJECTED DISBURSEMENTS COST CENTER DISBURSEMENTS: CULTURAL CENTER RECREATION CENTER MULTI-PURPOSE CENTER ADMINISTRATIVE COSTS: SALARIES OUTDOOR MAINTENANCE PAYROLL TAXES SUPPLIES INSURANCE TOTAL OPERATING DISBURSEMENTS TOTAL OPERATING SURPLUS/ -DEFICIT (NOT INCLUDING FINANCE COSTS) INFLATION PERCENT (EXCLUDING OVERALL CENTER SUPPLIES) 391800 423144 456996 493555 533040 91280 98582 106469 114987 124185 19-)200 208656 225348 243376 262846 676280 730381 788813 851918 920071 ------a--s-a=-ww =a=n -==a awn=assn -sasw=w.o 0.33 0.32 0.33 0.33 0.33 : ==-WW= : ===s=s =Wass=w= 0.30 0.48 0.67 0.85 1.00 -=a=w--= =w====== w=== -=m= =Ws=a=-= s=saw==w 101550 193266 299006 420431 533039 62164 74551 88519 104249 121574 42000 86418 137672 196576 262846 205714 354235 525197 721256 917459 -awawa-- -----Was n-=wawa--W=---a= =-=se=as= 1169 2266 3511 5023 6350 48964 52881 57112 61681 66615 820 886 956 1033 1116 119926 129520 139882 151072 163158 37000 39960 43157 46609 50338 0 0 0 0 15011 10092 11303 12660 14179 54'9 593 640 692 747 223439 236198 256561 278770 302511 -17725 118037 268636 .42486 614948 ----- a assn - a a - - - - - - -a a --W s==ww 7 0 t_"111. !,_ 41 In, COST CENTER ANALYSIS - CULTURAL CENTER YEAR YEAR YEAR YEAR YEAR REVENUE ANALYSIS 1 2 3 4 5 MAXIXUM REVENUES 391800 423144 456996 493555 533040 BREAKEVEN % OF MAXIMUM 0.00 wrssaeaaw 0.01 aswwsrww 0.01 0.01 0.01 PROJECTED X OF MAXIMUM 0.26 ==s=sm=w 0.46 maws=w== wsssawa= 0.65 =s=wwww= awa=ass= 0.85 ww===ss= a..sawsas• 1.00 w=a=s=sr PROJECTED REVENUES 101550 193266 299006 420431 533039 PROJECTED DISBURSEMENTS DIRECT COSTS SALARIES PAYROLL TAXES SUPPLIES INSURANCE UTILITIES MAINTENANCE TOTAL OPERATING DISBURSEMENTS OPERATING SURPLUS/ -DEFICIT 0 0 0 0 1053 2041 3163 4525 5728 116 225 348 498 630 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1169 2266 3511 5023 6358 100381 191000 295495 415408 526681 rswwwrrs m=amas=s mama==s= ==saw=s= sw=ssssa i COST CENTER ANALYSIS - RECREATION CENTER 9 YEAR YEAR YEAR YEAR YEA1t REVENUE ANALYSIS 1 2 3 4 5 MAXIMUM REVENUES 91280 98582 106469 114987 124185 BREAKEVEN % OF MAXIMUM 0.54 0.54 0.54 0.54 0.54 umwiwwww wwmwwmww wi=Vnisw mmwiwwlaw wwmmmfww PROJECTED X 0: MAXIMUM 0.68 wasssssw 0.76 sswsssww 0.83 aa.a=er�ss 0.91 ssssssss 0.98 ssssss�w PROJECTED REVENUES 62164 74551 88519 104249 121.574 PROJECTED DISBURSEMENTS DIRECT COSTS 0 0 0 0 SALARIES 32760 35381 38211 41268 44.570 PAYROLL TAXES 3604 3892 4204 4540 4903 SUPPLIES 3600 3888 4199 4535 4898 INSURANCE 0 0 0 0 UTILITIES 5400 5832 6299 6802 7347 MAINTENANCE 3600 3888 4199 4535 4898 TOTAL OPERATING DISBURSEMENTS 48964 52881 57i12 61681 66615 OPERATING SURPLUS/ -DEFICIT 13200 wswsssss 2.670 sswsw►_-f 31407 42568 .asssssw 54959 ssswsssc= 9 COST CENTER ANALYSIS - MULTI-PURPOSE CENTER 0 0 O 0 0 0 O 0 YEP.R YEAR YEAR YEAR YEAR REVENUE ANALYSIS 1 2 3 4 5 MAXIMUM REVEN7ES 193200 208656 225348 243376 262846 BREAKEVEN % OF MAXIMUM 0.00 0.00 0.00 0.00 0.00 820 rsriaaii aiasasir aiarsrsi arssisia siiaias� PROJECTED % OF MAXIMUM 0.22 aaiaaaia 0.41 risiissa 0.61 air=iiia 0.81 r=iirrri 1.00 �isiiii� PROJECTED REVENUES 42000 86418 137672 196576 262846 PROJECTED DISBURSEMENTS DIRECT COSTS SALARIES PAYROLL TAXES SUPPLIES INSURANCE UTILITIES MAINTENANCE TOTAL OPERATING DISBURSEMENTS OPERATING SURPLUS/ -DEFICIT 0 0 0 O 0 0 0 O 0 0 0 O 820 886 956 1033 11;5 0 0 0 O 0 0 0 O - 0i+ 0 0 O 820 886 956 1033 1116 41180 85532 136716 195543 261730 rassaasa araaasss arssassa aasasssa airarsam Sint* the breakeven point is def ined as that point of revenue volume whereby the revenues equal the expenses, one can compare the breakeven X of maximum with the projected % of maximum and conclude that wherever the projected % of maximum exceeds the breakeven % of maximum, the Community Center will be operating at a surplus and will be able to, at least par— ti-ally, contribute toward the financing costs. The details for the revenue analysis section are fully developed in the financial analysis appendix. To fully understand the revenue section of the projected operating statement, the reader should know the basis for determining the maximum revenues and the projected revenues. Basically, the maximum revenues represent the total expected revenues that the archi— tects felt could be acquired at a "maximum pragmatic use" level. This concept of MAXIMUM PRAGMATIC USE addresses the issue of capacity that would reasonably be expected, were the facilities to be used to their OPTIMUM. For example, the Cultural Center includes an auditorium, some music ro4.ms, a small meeting room, other art and display rooms, and a museum. Focusing on the auditorium, the architects projected that at full { utilization, the auditorium would be used three times per week. Since the auditorium has a plu need seating capacity of 900 people, and a reason— able price for a ticket might be $2.50, and since there are 52 weeks in a year, the MAXIMUM PRAGMATIC CAPACITY for the auditorium could be expressed in the following algebraic formula: 52 weeks x 3 uses/week x 900 seats x $2.50/seat for a maximum pragmatic capacity in today's dollars of $351,000 per year. The PROJECTED use; on the other hand, represents the EXPECTED UTILIZATION rather than the maximum pragmatic utilization. The expected utilization to that level of use which is EXPECTED in years 1, 2, 3, 4, etc. For example, with regard to the auditorium the architects felt that in year 1, utilization would equal 25% of. the maximum pragmatic use. In year 2 that utilization would be increased to 452 of the pragmatic use figure. In year 3 the utilization would be 65%, in year 4, 85%, and in year 5, 100%. The details of these assumptions, related to the revenues and expenditurGe of the individual centers and also of the Community Center as a whole, are outlined in the financial analysis appendix. Directing attention to the projected operating statement under the cate— gory of projected disbursements, there are two subtitles, "cost center disbursements", and "administrative costs". The cost center disbursements represent those projected expenses that can be directly assigned to each one of the individual cost centers. For example, within the Recreation Center it was felt that certain staff salaries would be necessary for Individuals who�.vuld be needed for operational functions of the swimming pool (namely a lifeguard and manager). Since their functions would bw. limited to managing and overseeing the swimming pool, their salaries could be directly assignable to the cost center known as the "Recreation Center". The second category of administrative costs outlines those types of general overhead costs of operating the entire Community Center which cannot be directly assignable to any one of the specific cost centers. Using this format, the projected operating statement outlines the direct and indirect costs of operations as projected by the architectural group. r The total operating surplus or deficit represents the difference between the total operating disbursements and the total projected revenues. It should be noted that the total maximum revenues do not enter into this com- putation in any way, and it should also be noted that this operating sur- plus or deficit represents a surplus or deficit directly attributable to 4r the active operation of the Community Center and does not include any financing costs such as lease or mortgage payments. It should also be noted that in the case of most revenues and expenses an 82 annual inflationary factor was used in order to make the projected oper- ating statement more closely approximate reality. Financing Costs In order to complete the financial framework, the financing costs must be identified. These financing costs represent either debt service or lease payments that would be required on the development costs of the property. At this point in the analysis it is necessary to sake a number of very ccsm- plex assumptions regarding the relationship between private industry and the City of Lodi, as well as the private sector's desired rates of return on investment, and the private sector's cost of capital. Inherent within all of these assumptions, of course, are the tax benefits that inure to the private.sector as a result of the acquisition of tax beneficial property. At this point, let us assume for the sake of discussion that the City of Lodi sells the existing buildings to a private developer who then develops those buildings and leases them back to the City. Let's assume for a moment that the sales price is $200,00, and that the developer desires a 12% after tax, time -adjusted inter:ial rate of return on all investments. The result of the complex computations generated by these assumptions indi- cates that under this set of circumstances, the contractor would be willing to lease the completed facilities to the City of Lodi at a lease contract of $648,224 a year for a period of 50 years. The assumptions and analysis necessary to arrive at the $648,224 will be discussed in detail later in this report. For the moment, focus on that lease payment and how it affects the City's perspective. The following numerical analysis summar- izes the City's position under the set of assumptions outlined above, as well as the projected operating statements: Operating Surplus/ -Deficit (From Projections) Deduct: Financing Costs (See Analysis Below) Project Surplus/ -Deficit Year Year Year 1 2 3 -17,725 118,037 2681,636 Year Year 4 5 486 614,948 -648,224 -648,224 648,224 -648,224 -648,224 -665,949 -530,187 -379,588 -205,738 -33,276 "===mum UnMol�MMM IMiiMiMM pMMMM= p Total Projected Deficit - First 5 Years 19814,738 Ham DEFICIT FUNDING OPTIONS 1. Sale of Land Assumed 200,000 2. Private Citizen Contributions ? 3. City Subsidy ? 4. Bond Issue ? 1,814,738 MMMMMMMMM It is easy for the reader to see that the deficit period for the Lodi Community Center, under the above set of circumstances, would be a period of approximately five years as the deficit decreases each and every year, until in the fifth year when the deficit is $33,000. The question then, arises as to how the deficit might be fundi i. There are three options out- lined above and one might focus on item number 2, "private citizen contri— butions". Of course, such contributions are tax beneficial to the private citizen in the sense that these contributions are tax deductible to the individual, which represents a discount to the dollar value of the property or cash contributed. Various other arrangements can be made with the pri— vate citizen groups related to dollar contributions that are tax beneficial. The private citizens' estate tax can be affected by any contributions made during the lifetime, as well as any contributions being made of a testa- mentary nature. The citizen need only seek tax counsel to structure the gifts in such a manner as to optimize their tax benefit. 13 ft v THE PRIVATE SECTOR'S PERSPECTIVE The previous analysis developed the basics regarding a single choice of relationship between the City of Lodi and the private seccor developer. This section of the report will further develop the posture of a private developer in a sale/leaseback transaction, and will outline in detail the assumptions made in order to arrive at the above stated lease figure of $648.224 per year. Private industry is most likely to view this entire project from the posi- tion of optimizing time -adjusted internal rate of return on investment. In order to make the proper analysis regarding optimization of time adjusted internal rate of return, one must first identify the returns and then iden- tify the expenditures, combine the two and make a series of calculations to arrive at the time -adjusted internal rate of return. Generally speaking, there are two categories of returns that could be associated with a sale/leaseback transaction between the private sector and the City of Lodi. The private sector would receive returns from rev- enues collected and returns from tax incentives. Since the revenue returns f row the rents collected are obvious in nature, this report will now focus upon the tax incentives. Tax Incentives The new 1981 Tax Law provides expanded tax incentives for investment in real estate and especially of investment in real estate of the type under study. Following is a list and description of each one of zhe tax incen- tives legislated .in the 1981 Act: 1. Fifteen Year Depreciation on All Real Estate - Prior to 1981, the useful life of real estate was determined on a "fact and situation" basis. Normally the posture of the Internal Revenue Service was that a useful life of 35 to 60 years was reasonable on real estate struc- tures. The Tax Act of 1981 includes a concept called "accelerated cost recovery system", whereby the cost recovery of all depreciable real property is designated to be 15 years. The tax benefit generated C_ by this change is simply that the depreciation deduction is now more than twice as large on a straight-line depreciation basis as it has been in the past, and the tax deduction for depreciation therefore is more than twice as large. 2. `Investment Tax Credit - The 1981 Act provides for a 25% investment tax credit for qualifying cost of rehabilitating "certified historical" structures. This simply means the government will rebate 25% of the 14 rehabilitation costs on a structure that has been previously certi— fied as a historical structure by the Office of the Secretary of the Interior of the United States. In order to qualify for this 252 investment tax credit, the expenditure must be for the purposes of rehabilitating existing buildings with many exterior, structural, and site improvements included in the category of eligible expenditures. 3. As well as the shortened lives related to the depreciation, the new Tax Law provides for an optional accelerated depreciation for real estate acquired after 1981. These accelerated depreciation rates will increase the tax write—off potential for an investment, and specifi— cally would accelerate the recapture of monies invested. In order to arrive at the private sector's lease payment requirements, several very specific assumptions were made related to the financial pos— ture of the private developer. Following is a list of these assumptions: 1. City of Lodi sold the existing buildings to the private developer for a cost of $200,000. Cost of construction was estimated to be $4,989,580, 752 of which was includible as eligible investment tax credit property for rehabilitation of certified historical buildings. 2. Total project costs, therefore, were $5,189,580 (200,000 + 4,989,580). 3. Financing arrangements were assumed to be such that the developer could finance 752 of the property with a 25 year loan amortization at 152 per annum, yielding a monthly payment of $49,852 on the mortgage. 4. The developer was assumed to be eligible to take complete advantage of the $935,546 investment tax credit over a period of three years through a series of either carryover or carryback maneuvers. 5. The developer chose the 15 year straight—line write—off method for depreciating the building and has a tax rate of 352. 6. The developer desires a time adjusted internal rate of return, after tar, of 122 based upon the initial cash capital requirements of $1,297,395. 7. The loan acquired by the developer was assumed to be $3,892,185. 8. It was assumed that there was no change in the interest rate of the borrowed funds. Given the above assumptions, the posture of the private sector under these circumstances can be outlined as follows: 15 1. The total cash needed from equity investors is $1,297,395, and within a three year period the 25% rehabilitation investment credit would refund $935,546 of the original capital required. 2. The operating position of the developer shows rents collected per year of $648,224 with a mortgage payment of $598,224 for a 25 year period of time. In the first 25 years there would be a $50,000 cash surplus. 3. The tax loss of the private sector, under these circumstances, would begin at $55,748 per year and reduce down to -0- in the 15th year, turning into a taxable profit for the remainder of the 50 years. 4. Since the 25 year mortgage would expire at the end of the 25th year, the private developer would have a period of 25 years of total pure cash flow income, which would be taxable to him at whatever tax rates (35% assumed) were prevalent in his tax position at that time. r 5. At the end of the 50 year period, the lease would terminate with the buildings reverting back to the City of Lodi without any reversionary value being remitted to the developer. The above set of hypothetical assumptions and positions indicate the type of analysis that private industry w-auld most probably be using when viewing this investment. During negotiations, there are at least five particular directions which private industry might take to improve their 12% time adjusted internal rate of return position. 1. They may try to negotiate a longer lease in order to increase the period of time when they are receiving revenues. 2. At the end of the lease period, the private sector may desire a sale back to the City at some nominal price. 3. The lease arrangements suggested by the private sector may include a coat of living increase in the lease rents, perhaps tied to the con- sumer price index. 4. The private sector may want to acquire the buildings at the present time for a noAinal price such as $1.00. 5. The private sector may desire that certain operating expenses for insurance and taxes be paid directly by the lessee. a Summary Based on a hypothetical set of assumptions related to utilization of the Community Center as well as the private sector's perspective, the estimated time necessary for the Lodi Community Center to be self-sufficient is approximately five or more years. In the interim period, the deficits created by the Lodi Community Center are estimated to be $1,814,738, whicli must be funded from sources other than the operations of the Lodi Community Center. It is entirely possible that during negotiations with the private sector, the City of Lodi may meet with different investment perspectives and param- ters than have been established by this hypothetical case, and the actual- ity of these parameters could cause the deficit to either increase or decrease depending upon the reality of the private sector's attitudes. It is evident from the analysis that private industry tax benefits impact heavily upon this project and essentially represent a reduction in the financing costs for the project, which in itself indicates that a relation- ship between City and private sector is indeed a most advantageous arrange- ment for both the City of Lodi and private sector investors. 17 r. O FINANCIAL ANALYSIS APPENDIX I C .f c, OVERALL COMMUNITY CENTER COSTS MAXIMUM PRAGMATIC PROJECTED USE USE (1) PERSONNEL A) Manager - $35,000/year $ 35,000 $ 35,000 B) Assistant - $25,000/year 25,000 25,000 C) Appointment Secretary - $15,000/year 15,000 15,000 D) Maintenance Technician - $18,000/year 18,000 18,000 E) Groundskeeper - $21,700/year 210700 219700 F) Part -Time Custodian (on call - set up people). (52 weeks x 20 hours/Week x 1.5 persons x 3.35/hour) 5,226 5,226 (2) SUPPLIES Office Equipment - Initial Expenditure 63,000 6,000 Office Supplies - Estimated Annual Cost 1,000 1,000 Sundries, Supplies, Janitorial - Eaximated Annual Cost 8,011 8,011 (Above estimates are based upon histor+.cal data of the City of Stockton and City of Lodi and are computed using 12% inflation factor) (3) INSURANCE - (if city as operator) --- --- Liability - assumed to be -0- due to coverage through existing policies Fire - .11/$1000 value: ($4,989,580/1000) x .11 549 549 (4) OUTDOOR MAINTENANCE - $37,000/year 37,000 37,000 CULTURAL ACTIVITIES (,)TER R E V E N U E S (1) AUDITORIUM 900 seat capacity at $2.50/seat (52 weeks x 3 uses/week (900 x $2.50)) (2) FUNCTIONAL ROOMS - Art Rooms A) 2 rooms rented at $100/month each ;; 12 months B) Art display C) Museum ($200 rental per month x 12 months) (3) MUSIC ROOMS A) 1 large room 12 (192 hours/month at $7.50/hour) x 75% usage B) 6 small practice rooms 6 x 12 (192 hours/month at $2.50/hour) x 50% usage (4) SMALL MEETING - READING ROOM 12 (192 hours/month at $5 40/hour) x 50% usage 0 MAXIMUM PRAGMATIC PROJECTED USE USE YR 1: 25% max. YR 2: 45% max. $351,000 YR 3: 65% max. YR 4: 85% max. YR 5: IOOX max. C 0 S T S (1) PERSONNEL - 4 people working for each hour audi- torium is in use + 1 additional hour (clean-up, set-up, etc.) 4 x 1.5 (3 times/week x 52 weeks) x $4.50/hour average wage (2) PA1ROLL TAXES - (112 of total wages paid) (3) UTILITIES - considered in overall center costs (4) INSLIRANCE - considered in overall center costs 19 2,400 2,400 -0- -0- 2,400 2,400 YR 1: 25% max. 12,960 YR 2: 45% max. 17,280 YR 3: 65X max. YR 4: 85% max. 5,760 YR 5: 100% max. YR 1: 39 uses YR 2: 70 uses YR 3: 101 uses 4,212 YR 4: 133 uses YR 5: 156 uses 463 11% t 0 k k 's RECREjkTIONAL CENTER C O S T S MAXIMUM (1) PERSONNEL - Lifeguard and Manager PRAGMATIC 52 weeks x 1.5 persons x 12 hours/day x 7 days/ PROJECTED R E V E N U E S USE 32,760 329760 USE (1) PLAYING FIELDS $ 39840 (3) $ 1,920 (2) AMPHITHEATRE - COURTYARD UTILITIES - pool gas and utilities, $350/month YR It 25% max. pool water and electricity, $100/month uses for anniversaries, weddings, receptions, 1,200 YR 2: 45% max. etc. 26 weeks x 8 uses/week x $25/use 5,200 YR 3: 65% max. additional electricity and utilities, $100/month 1,200 1,200 YR 4: 85% max. YR 5: 100% max. (3) GYMNASIUM - INDOOR RECREATION YR 1: 60% max. 52 weeks x 2 spaces x 7 days/week x 5 uses/day x 14 users/use x .50 per person 25,480 YR 2: 70% max. (4) POOL YR 3: 80% max. 52 weeks x 7 days/week x 180 users/day x .50 per person 32,760 YR 4: 90X max. YR 5: 100% max. (5) ADMINISTRATIVE A) Offices:12 months(2,000 sq. feet x .75/foot) 18,000 189000 B) Storage:12 months(2,000 sq. feet x .25/foot) 69000 6,000 C O S T S (1) PERSONNEL - Lifeguard and Manager 52 weeks x 1.5 persons x 12 hours/day x 7 days/ week x $5.00/hour 32,760 329760 (2) PAYROLL TAXES - (11% of total wages paid) 3,604 30604 (3) SUPPLIES - pool chemicals, etc., $300/month 3,600 3,600 (4) UTILITIES - pool gas and utilities, $350/month 4,200 49200 pool water and electricity, $100/month 10200 1,200 (5) MAINTENANCE - small tools, repairs, etc., $200/month 2,400 21400 additional electricity and utilities, $100/month 1,200 1,200 20 c i c t MULTI-PURPOSE CENTER usage x (12 months x 192 hours/month x $30/hour) 17,280 YR 3: 652 max. YR 4: 852 max. YR 5: 1002 max. (3) ADMINISTRATIVE 400 sgaare feet at .65/foot per month 12 months x (400 x .65) 3,120 3,120 C 0 S T S (1) SUPPLIES - tables and chairs $8,200 initial capital expenditure, renewable every 10 years Yearly cost: ($8,200 / 10 years) 820 820 (2) SALARIES - considered in overall center costs --- --- (3) PAYROLL TAXES - considered in overall center costs --- --- (4) UTILITIES — considered in overall center costs ---- --- (5) INSURANCE - considered in overall center costs --- --- 21 I MAXIMUM PRAGMATIC PROJECTED REVENUES USE USE (1) MEETING ROOMS YR 1: 202 max. 3 rooms at $50/hour each - 502 usage YR 2% 402 max. x (12 months x 192 hours/month x $150) $172,800 YR 3: 602 max. YR 4: 802 max. YR 5: 1002 max. (2) KITCHEN YR 1: 252 max. (assuming community center provides cooks) 252 YR 2: 452 max. usage x (12 months x 192 hours/month x $30/hour) 17,280 YR 3: 652 max. YR 4: 852 max. YR 5: 1002 max. (3) ADMINISTRATIVE 400 sgaare feet at .65/foot per month 12 months x (400 x .65) 3,120 3,120 C 0 S T S (1) SUPPLIES - tables and chairs $8,200 initial capital expenditure, renewable every 10 years Yearly cost: ($8,200 / 10 years) 820 820 (2) SALARIES - considered in overall center costs --- --- (3) PAYROLL TAXES - considered in overall center costs --- --- (4) UTILITIES — considered in overall center costs ---- --- (5) INSURANCE - considered in overall center costs --- --- 21 I COI` MATION OF OVERALL CENTER SUPPLY COSTS (using 122 inflation factor) YR 1 YR 2 YR 3 YR 4 YR 5 SUPPLIES (1) Office Equipment 6,000 (2) Office Sv.pplies 1,000 1,120 10254 1,405 11574 (3) Sundries, Janitorial 8,011 8,972 10,049 11,255 129605 Totals 15,011 10,092 11,303 120660 146179 MMMMMMM �=Msww MMMMM M ss MI&MM MMoss i 22 PROJECTED REVENUE TOTALS CULTURAL CENTER Auditorium Functional Rooms Art Rooms Museum ?Music Rooms 1 Large room 6 Small practice roams Small meeting room Totals RECREATION Playitng Fields Amphitheatre - Courtyard Gymnasium Qool Administrative - Offices Storage Totals MULTI-PURPOSE CENTER Meeting Rooms Kitchen Administrative Totals r"t (using 82 inflation factor) YR I YR 2 U 3 . YR 4 YR 5 87,750 170,586 266,114 375,835 477,532 2,400 2,592 2,799 3,024 3,265 2,400 2,592 29799 3,024 3,265 3,240 6,299 9,826 13,877 17,632 4,320 81,398 13,101 189503 23,509 1,440 29799 4,367 6,168 7,836 101,550 193,266 299,006 420,431 533,039 "Wwwwmm mmmmmmm 88,519 mmmmmmm as..m�sim 1,920 2,074 29239 2,419 2,612 1,300 2,527 3,942 5,568 7,075 15,288 19,263 23,776 28,888 349665 19,656 24,767 30,569 37,141 44,570 18,000 19,440 20,995 22,675 240,489 6,000 6,480 6,998 7,558 8,163 62,164 74,551 88,519 104,249 1219574 mmmmsm= sm=mmm gmmmmm mmmmmmm mmmmmram 34,560 74,650 120,932 174,143 235,092 4,320 8,398 13,101 18,503 23,509 3,120 3,370 3,639 3,930 4,245 429000 869418 1370672 196,576 262,846 mmsmmsm mmmmmmm mmmmmmm ..nww� .....�. 23 C) 10 Transcript of Public Workshop 2, Lodi Community Center -- July 16, 1981 Mayor Good Afternoon, Citizens, Welcome to the Old Tokay Site. I'm Jim McCarty, supposed to McCarty be a City Official, and was asked to break off work and be here today and mingle witlti the citizens which I am delighted to do. I understand the room was just recently cleared from the utilization by the Jazzercise class, and we would like everybody here to k ow in case you don't know already. this particular structure is finding more members for our puTlic activities all the time. Of course, that's exactly what we want. Somebody asked me to relate to the group what the City Council is doing, how the City Council feels in regard to the project, and of course I can't speak for the individual Councilmen, but I do conptrue from their dialogue and their manifestations that they are firmly behind this project, and I commend the leaders of the project for stalwarts, uh, swimming upstream, and for collecting additional supporters almost every day as is evidenced by this outstanding group of citizens today. Of course the City Council is behind this project - the activities that the Council is favorable towards certainly is the presentation of dollars at almost every one of our Council meetings, and 1 don't know how many of you participants are familiar with the graph (block graph) that we have recently posted in City Hall chambers, City Council chambers -- and that graph will remain there, and if you hove seen it, or did see it on TV lost night the Committee has taken a schematic drawing of the entire site and blocked off little squares approximately an inch by an inch, and then as every $607.00 comes in, a square is filled in with yellow. It appears to me that roughly about half of the available squares have been filled in, and that has been confirmed by Mrs. Lang, in stating that some quarter of a million dollars has been received to date. I'll tell you why that's a significant figure - the reason for that is that as you read sometimes we may be on the fringe of a tax revolt, or certainly a meat resistance to additional taxes. That's a fact. And while this event, or this resistance prevails, toe citizens of the City of Lodi think enough about this project - I mean the big spenders and the liti!e spenders to fork over a quarter of a million dollars in its behalf. Now that really shows me something. I'm not going to talk any further, the Council is behind this, I'm behind it, you're behind it, and really that's all it should take. I'll turn the mike over to the professionals now. Lew Thank you, Mr. McCarty. I'd like to welcome you all here, we appreciate your attendance, Bishop particularly in light that we did not have a totality of interest in our last meeting. That is one of the reasons we have taken it upon ourselves to schedule the meeting at noon - so you can grab a sandwich, sit bock and relax and kind of see what we :ire doing. I'm Lew Bishop of, the spokesperson for the Lodi Design Group. With us here are five of the six of us, Bob Morris is out of town. I would like to introduce Larry Wenell of Morris & Wenell Architects, Steve Kikuchi of Dauber & Kikuchi Landscape Architects, Arlie Preszler of Preszler-Bishop Architects, and somewhere in the -back -is Dwight Dauber. We all feel very up about this project. The Community Center is a viable, workable project that has as its basis the interest of the commut ity. The interest of the community means that by putting forth some effort, we can have facilities that the City does not now have or anticipate in the future. As part of what we are charged to do, we have developed another report, you know, any time a professional group gets together one of the things you get out of it is a report. And so our report is here and there are copies floating around - we would like to have you, if you like, review the report. There are some interesting statistics from a couple of communities outside of our area we would like to have you digest. Along with that, in order to keep you on schedule today, we would like to 24 arrange for a break about 1:00. For those of you who have to get back to the office, or back to the shop, we'll have a short break, and those who wish to stay on and discuss it further, we will be happy to do that. So, without too much further ado, I would like to bring you up to date with what we, as the Lodi Design Group, have done to develop a program, a Moster Plan program for the Lodi Community Center. In order to do that, I'm going to have to refer to some notes because my memory doesn't work too well. After Public Workshop 1, which occurred in May, our group got together and tried to decide what it was that we were supposed to do. And what we were supposed to do was develop a program, not an architectural program, not a planning program, not a financial program, but a basic program as to what does a community center consist of as it relates to the City of Lodi. And that program is on the side wall - we'll show you in a minute in slides. The bubble diagram that relates to some users, and uses are defined by those people in the community who are interested in finding a place to have their function, coming forth listing some objectives, listing some goals, and trying to create a space in which they can operate. That program was carried forth, and we developed three different alternative proposals of uses. If any of you were around or read the paper after our first workshop, one of the things we did was to come up with seven basic steps to get between then and September 7. Some of those steps were to remove certain buildings on the site including the shower building on the east side of the gym, a few of the little buildings in between the two shop buildings, and the foundation of the main structure. In addition to that, we recommended that the City establish a watering policy along Hutchins Street to get the gross back green, and a couple of other programs that the City has been very, uh the City Government and the City staff have been very generous in their efforts in that behalf. I am sure that between now and September you will all see an improvement in the external appearance of the si-tep and we hope that that will continue. And without further ado, I would like to go on to a little history of where we are with the slides, and just relax and kind of bear with me a little bit and we'll open it up for questions and answers and comments a little bit later. Oh, I forgot one other thing, thank you. I've got my pointer down here. Our time line is a bubble diagram that describes what we were supposed to do, and forms the basis of our contract with the City of Lodi. We are currently in that middle block there (Larry is pointing to it.) The middle block seems to consist of the most work at this point. The middle block consisted of all the design work that was necessary to came up with enough information so that people could either get tumeel on or turned off toward the project. And some decisions could then be made. It is our goal that after this meeting today we can define more closely what really constitutes the community center and from here, develop the final Master Plan. So, we are in that middle section now, we have gone through all of the information gathering stuff, and we are now going to move on toward the final Master Plan. So where we are bringing you up to date on our schedule. I think we have time enough we can switch the light off back there, John. The first group of slides we have here are parts, and if you can't see, please maneuver yourselves around a little bit so that you can. I realize our slides are up in the air a little bit. The first slide and several others or,- statistic slides to show you what we saw when we first walked on the site about six months ago. These are part of the background data we developed to see what kind of shape the buildings were in, what kind of relationships existed, what kind of facilities were available, that sort of thing. We are now walking around the north side of the property and looking at the cafeteria building in the center of the picture. As you walk toward the 25 shops, you can see that some of the stuff, in fact one of the sections that you see we recommended removal of is the small one story section between the two shop buildings. This is the alley way between the wood shop and the girls' shower room. The girls' shower room is one of the buildings we recommended removal of mainly because it sits right in the middle of access ways and really doesn't fit any usable purpose. Back to the front, you can see the foundation of the main building which imposes itself along Hutchins Street, and you can also see that early in the spring the grass was green. In the courtyard which some of you may not have been in for a while, it is a rather nice space, bound on the south by the science building, on the west by the gym, on the east by the main building, and on the north by the auditorium. And that space is not in too good a shape because no one has been taking care of it. The trees, etc. are still in reasonably growing condition, but you can see that do need some tender loving care. Back towards the auditorium you can see at the door to t e gym is rather solid. The door has been busted into about fourteen times since. The portico that connected the old main building to the auditorium has been removed and there rather forlornly. This is the space between the music building and the auditorium, and if anybody wants to verify it, they can turn around and look out the window. It's a little bitty narrow space that provides light into some of the classroom areas. This is the corridor between this building and the gym next door. One of the porticos outside the back of the pool building. And here we come to our program. Our program was slot of headbanging back and forth amongst us. We tried to develop interrelation- ships that would exist if the program that we developed, use program that we developed, were to be followed, which included spaces of approximately 15,000square feet for meetings, approximately 7,500 square feet for arts and crafts, 30,000 square feet for concerts and museum space, 2,000 feet of administrative space, and the most important thing, 316,000 square feet of open space, and 18,500 square feet devoted to sports activities. Now if you total CH of that up, our program would have consisted of approximately 73,000 squcre feet of space. And by looking at what we have available in existing buildings on the site, this building that we're in now is 13,630 square feet, the music building is 7,000 square feet, the auditorium, 17,000 feet, we currently have if you take off all those buildings and the gym of 20,000 feet, open space of 383,000 square feet. So if we were to use the existing facilities, we would be almost meeting our program square footage. Now when I say program square footage, these are orbit rory numbers that we sat down and said, "If we had this many people they could be accommodated in about so much space." And we arrived at that by going around and looking at some other communities' facilities, looking at what is currently available in the City of Lodi, and looking at what other communities have projected is their growth goal as to provide facilities for their community. So, these rather dry statistics form themselves up into this little relationship diagram you see on the board up here. Another thing that comes to mind that we found that we didn't have is on indoor pool. That indoor pool stemmed out of trying to provide a facility that could be used more frequently rather than less frequently. One of the difficulties that we have had in trying to ascertain how the program is to be was to arrive at spaces that can be useO by more people more often, and the more you can do that the less it costs per person use. That is what was proven by our visit to Fairfield where they have a community center that lost year accommodated some 143,000 people visits, and that's alot of folks, all different ages from seniors to beginners to nursery kids, etc. So part of our program was to develop square footages, relationships and having done that now, we'll go on to what we elected to do, and that is to develop t'.ree separate, distinct scenarios as 26 eJ....u..:......w���....��..�..�..rm..w.ux...+ur.a�..:r�:���u�.... .. ... ,. .......... .�....., .. �. ....... .. ... ... �aw.�.�. ...�..•.:i-...,.:.v�..•t'an•Y�v:.r,+:.N•I.Ii.rtYf�XwYavv.14.':s.N�Ffr.hWn`c�n9+�R•"NNiMR9�' to now we might best use the facility. And the first one we said was, 'What happens if we leave most of the buildings on the site?" I say most, because some of the buildings have to be removed because they're ivst uneconomic to rebuild or to replace or to repair. Unfortunately the facilities have gone down substantially in the last couple of years, and the more they are left unused, the more they go downhill. So,ousee a first floor program keeping, these are strictly arbitrary ideas, not concrete inthe g;ound, folks, the cafeteria building, music building, auditorium, the two gymnasiums and the pool, and removing everything else from the site. The building consists of this facility being opened up so that the kitchen that is presently here can be used by removing a wall that the screen is on and opening up into the shower room that's on the other side, and renovating that and attaching that to the wrestling room that is along side of it. Those three rooms can accommodate a sit down dinner of approximately 550 people, pretty nice, sight lines are pretty good and there are not too many facilities in the City of Lodi, not spoken for frequently that ore available that would accommodate that many people. But at the some time we can divide it up into three sinal ler rooms that accommodate from 130 to 230 people. The little squared up area in between is called a connector, and that connector is the device that we can use to attach all these buildings so that they ore usable and secureable. So anyone walking in the front door can then traverse the area and go to whatever facility he wanted to go to. Along side, taking the boys' gymnasium which is right to the south of us, and connecting it to this building, we can create another multi purpose space that is suitable for about 360 people at a sit down dinner, approximately 500 for a meeting, or a good game of basketball. And that is one of the things we have found lacking in the City, facilities to play basketball, volleyball, and other indoor wintertime -type games. So in renovating that into a multi-purpose space, and then keeping the girls' gymnasium as a gymnasium space, we actually have sports facilities indoors. In between it, of course, is the pool and what do you do with a pool? Well, the pool is outdoors now and can't be used clot, but if you put a roof on it, it's indoors, and indoors means you can use it in the evening, use it in the wintertime, you can use it all those times when you would like to have a swim and cannot because there aren't any facilities. So that's one of the niceties that comes out. In our investigation of what's here, the structure of the pool appears to be very sound and that basically cosmetics and mechanical stuff could be repaired and the pool put back into operation. To the east side, of course, is the auditorium. The auditorium is a rather nice facility. It currently has seats for 999 people. If you take the audkorium and bring it up to current standards structurally, and revise the seating in the balcony, you would end up with the ability to seat approximately 880 people. Those 880 people could be divided into some smaller spaces by. sound absorbent -type partitions that could be installed in front of the balcony so that you'd have a legitimate little mini -theater of about 330 seats. Or you could have the whole downstairs at about 650 seats or the whole facility at about 880 seats. So the big thing here is to provide sit down space that people can use for sit down purposes. Going through all the various facilities that we did, we found out that putting down and taking up takes clot of dollars, and so if you can define spaces that are usable for functions that do ,at need to be opposite each other you save clot of operational expense. Just to the north of the auditorium is the music building, and you say what do you use a music building for? Well, use it for music. There is a very straight forward solution to that problem to put the facility back in use. And if that is put back in use, we have music groups that Flo not have a home now, and on the second floor of that building are the old art rooms, and the Art Center people we know are looking for some space on a long tern basis. 27 There are olot of other things going on that can be handled on a short term, but the long tern means that we need to have a cultural type facility, and in the Community we don't have that now. So this is the basic cor:cept of the building program for Scheme h. And to the left of that as you view it, is the site plan which addresses itself to getting carrs on and off the site, getting people on and off the site, and that sort of thing. Starting at the south end , you can see that off Walnut Street we have a rather commodious parking lot, and on the north side we have another nice sized parking lot that wiII accommodate totally obout 290 cars. 290 cars isn't a whole lot, but when you odd those to the 210 on street car spaces that are around the property, we figure we can accommodate gout 550 or so'cars. That's enough cars to take core of groups up to a couple thousand people. So that means our facility, if we were to use this particular program, would be a very viable facility. Now we still have a rather large game area, other re:reational space off Rose Street, and we still hove a lovely good sized community plaza where outdoor facilities, flag raisings and that kind of activity can happen. On the right now as you see up there is a proposal that we have developed where you see what the outside of that project would look like from Hutchins Street. What we have done -- on each of the three programs, 1 will move along rather quickly now, time is fleeting, you can get a little idea of what we have an idea for on top of the pool. If you put a glass roof on there, it could really be attractive from looking down Walnut east . Here we move along to Scheme N%. .., .icheme #2 we said if we only took the really good shape buildings that are left on the site and built a new multi-purpose facility in between, what would it look lice? And so we kept the cafeteria building, using the some basic program, and we took the pool and put the some basic program on that, and in between the two developed o building that would accommodate our use program. That building being multi -functional space with a stage and as an adjunct to that art and craft facilities, open space, offices, administrative area, waiting roam, conference room, a few other attractive useful spaces. This type of program we did in order to find out approximately what the costs would be at various kinds of development programs. On the left again, you see what we came up with for another site program. This site addresses itself differently to the streets in that there is a more focal entry to this particular project. We were able to develop a more focal arrival place, a little more gentility to the walkways, a little more green space on the northeast corner. All of these schemes are ideas, and as ideas each can be interposed upon the other. So there are bits and parts that you can take from one place and put them on another place. If you like a particular idea one place and you say, "Gee, I like that, but I like the other ?" those are the kinds of things we hod hoped to elicit your comments about as we get further along. On the right again, another proposal for an elevation. Again, we tried to develop a more residential character, a more down home kind of attitude towards the building. Here we cor..e to Scheme #3. We said, "For Scheme +t 3, what would we do if we would just level the site and start over again?" This gives us an opportunity to locate the building in a more appropriate Location, create the parking lots in a more appropriate location, and you see that they all kind of tend to relate to each other because if you try to solve the program which is what we are trying to do, the program imposes itself on , so this program addresses itself to a single structure that has in it the some kind of fa ci ities, the multi-purpose room, the gym -theater combination, the meeting rooms around the sic'e, the kitchen facilities, storage, indoor pool and art facilities on your left, with access out to the playing field in back. C (7 t C C I C So each of these programs we took and developed some basic concepts of cost: We'll go back, and if you can remember Scheme Number 1, that was preserving most of the buildings on the site that we estimate would cost approximately S4, 676,165.00 give or take a little bit. The second scheme, which was saving two structures and building new in the middle was $5,504,000. And the third scheme, which is all new, approximately $6,300,000. These numbers, of course, are very rough at this point, but we will be defining those numbers a little more closely by the time our final Master Plan is in. The costs all work themvilves into a hol3 that says how do we pay for it? And as professionals, we are not �-eoIly responsible for the problem of how to fund it, but we have taken upon ourselves the desire to provide some alternative types of operational funding, if you will, of how this project will get off the. ground. We are going to finalize those arrangements, but one of the schemes that tames to mind is that the City would sell the property to a group of investors and the group of investors would improve it to City standards, and lease it back to the City. Thco's one of the thoughts. Another thought is that the City retain the land and buildings and hires out the renovation both as in kind service and a little investment from the capital. There are a number of different possibilities that we're going to look at as to how to get this thing implemented, and if all the groups and all the people of the City of Lodi would get behind it and push it, I'm sure that we as professionals would provide you the facility that would do the job to meet the program. I'm going to look at my guys and see if I have missed anything. OK, I've taken up enough time talking about things, and would like to invite your comments and opinions, questions, etc. , but if you would - we hod a little difficulty with trying to get everybody on tape the last time so we could remember what they said. So, if you would be so kind as to come up and use the mike if you have clot of comments, we would sure appreciate it. Art I just wanted to ask a question. Where will these drawings and literature about these plans be available to the community so that we can kind of take our time with it? Lew We're going to provide this information to City Council, and I would hope that between City Council and the press and the other committees in town, besides being here today, people can get it. If that's not sufficient time, they'll see me, and we'll certainly try to make arrangements so we can take care of their questions on a long term basis. We would certainly be happy to put a copy in the library - I think that would be very appropriate. I see that I can't be heard - where did the mike go? We have to hand the mike back and forth, Steve. I realize that it's kind of tough to get a microphone up, people don't want to talk into a microphone, but we really would like to hear any comments that you might have, any groups that would like to respond, members of the Community Development Committee are here. Dr. Frank, do you have any questions you want to ask ? Frank Not today. Johnson Lew Dr. Bergantz? 29 r. t Dr. I do want to ask, "Is there any time schedule so for as goals more or less Bergontz inflation and our economic situation, etc. I think we need to establish some kind of goal. Number 2, have you investigated the impact of traffic problems as for as parking off street, etc. Number 3, have you gone into very much detail to establish exact engineering costs of restoring these buildings? That's all I have to say. Lew Let's see if 1 can remember those in order. I think I'll take the third one first. Oh, the first one is the time limit. The only time limit that we have working at the norment is to get the Master Plan done by September 7. That we have to get done. That's our responsibility, and I think it's the responsibility of the community to assure that that happens, and that there be a favorable response at ',hat time. Once that occurs, then I think some definitive time limits can be established. i think the City Council particularly kas directed us that they will do so. They will take our Master Plain and do something with it. Number 2, did we study the on and off street parking? We did stt,idy it, but without a definitive program, we couldn't get really tight about it. We can estimate about how many people would use the facility, and we have done that. And we have addressed that problem in about 500 cars availability on and off site. However, if someone wants to change the program, then we only accommodate that many can. Number 3, structural considerations. The estimates mode are architectural estimates, not structural estimates, although we have taken into account how much it would cost to renovate the buildings. We have not a detailed analysis of the exact structural costs to do the work, again, because if you go off without a program, you know, a finalized program, you can't really determine exactly how much each event is going to We have in the report, estimates on the per square foot cost, that'serway the thing was estimated, the per square foot cost of how much each of the various buildings would cost. If you would like a breakdown of that, you can grab one of the yellow reports. Ben Yes, I'm Ben Schaffer, and I would think that all of you would join me here in thanking Schaffer this professionol group, or group of professionals, whatever you want to be called here, for coming up with some real fine clternot;ves and designs. I am particularly pleased because I think that gives us an opportunity, of course, to accept any of the alternatives. I happen to be one that likes (the tape side I I ended at this point, but Mr. Schaffer was still giving his address) Tape 12 begins: they were using it at the present. I would also remind the group that thank you Mayor Jim being with us today, that maybe in the future we would have someone like Mr. Micke or somebody that might come forward and be willing to say, leave a grant to us to actually complete the entire project. This is always a possibility, but I do believe that this group thanks you and we appreciate that and I believe the community will come forward to support one of the alternatives when we get to it. And I certainly support Number 1. Lew Following applause for Mr. Schaffer's statements. OK. Thank you, Mr. Schaffer. We would like to illicit, you know, you don't just have to sit back, we're not trying to be formal or anything like that, but we really would like to have your commentary. I realize we have a microphone, but please don't hesitate. If you don't, I'll feel like we've really done our job •- we've answered all your questions beforehand. Lady (Apparently this person was out of microphone range, I cannot understand what she said.) 30 l Lew I would answer your question about what we are doing about the other buildings by saying that in our Master Plan these buildings meet the needs of what we have been able to ascertain as the program. The other buildings do not, and the costs are so exhorbitant to repair some of the buildings that it is unwise economically to spend the money to restore mare facilities than is really useful. So what we did was say the ultimate program would remove those facilities from the site. There is also a parking program. If we don't have parking, then we don't have a usable center. The other thing is that Scheme No. 1 addresses itself to the time schedule of how you can build this thing more directly than the other schemes. You con back into the program by fixing a little at a time and having faciiities that con be used without destroying the whole site. So, some of those buildings may remain in use as temporary use structures for a considerable period of time and not be removed. What gout the parking lot across the street? Who owns that? (Lew) The parking Elise lot across the street is owned by a private ind;vidual. So that's not a possibility as for Forbes as parking for this facility. (Lew) I'm sure if someone wanted to buy it and give it we'd certainly use it fat parking. That's a dollars and cents problem. The school sold that before any t7onsoction took place. That property was gone. (Elise) Not knowing what the cost of purchase would be would that be something that should be considered in the total package for the community center? Parking in the neighborhood when the high school was here, was bad. Lew In our estimates of how many cars would be required in order to address your parking problem, we tried to provide for a number of cars on site without using the street parking for most functions, and the on street parking would probably only be used during a really big evening concert or a big weekend gathering, that sort of thing. But we know there is a parking problem, and addressing that parking problem is of course addressing the program. And we can always provide more cars at the cost of some green space. So we have all kinds of alternatives to consider. Charlie Yeah, I'm Charlie Cooper. 1 have just looked at this book now, and the information Cooper might be in it. I would like to have a comparison or' Numbers 1, 2 and 3 of square foot price. In other words, Number 3 is bound to be much higher because you're cy,)ing to completely level the lot and rebuild. Number 1, you're going to use as mo, --y buildings as feasible to use. If this is on a page, refer me to it. If not, I would like have it brought out now. Lew It is contained in the report, Charlie. The pages aren't numbered unfortunately, it was rather hurriedly put together by the printer this morning. But I would relate to you some square footage costs that we have estimated that each of these buildings would cost. If you take Scheme 1, we originally estimated as part of our first workshop a cost of $1,531,250.00, to renovate structurally, accoustically, mechanically, and electrically the auditorium. There are several functions in there that need to be basically rebuilt, including the stage and balcony, but there are clot of parts of that building that are still pretty much useful. That relates back to about $1700.00 a seat approximately if you want a number that you can relate to. The music building we 31 I j \ originally estimated as costing about $330.00 to renovate. Pardon me? You said S330.00, but it's 330,000? $332,880.00 to be more specific. That would include reglazing, whatever renovation work inside as for as bringing toilets up to code, that sort of thing, access ways, and the roof needs to be repaired. The gyms and the pool is a major expense, and we have $966,035.00 as our estimate to -enovate, restructure, and put those facilities back into useful condition. The cafeteria: This building, to remove the walls, put the folding partitions in and do the other renovation work, new roof and other things that it needs, is approximately 14,000 square feet. We have allowed $15.00 a square foot to do that work. That's pretty good, because there's slot of in here that doesn't need any work. The new lobbies, etc. - that's the new connector device that connects everything together, provides for elevator to get handicapped people up and down and that sort of thing, we've allocated 5496,000.00 for 6200 square feet or $80.00 a square foot to build. The site development which is a major expense, parking lots, landscaping, sprinkler systems, walkways, pergolas, all that kind of thing that's going to take to put the site in good shape, approximately S 1,100, 000. 00. Thot's about 53.00 a foot. Ben Lew, what kind of square footage would that Number 1 give us then if we did what you Schaffer? just said? Lew That total square footage is approximately 73,000 square feet, I believe. 73,000 square feet of usable indoor space. Scheme Number 2, which is the one using the cafeteria and the pool and the new.focility inside of it, again u-.ing the 14,000 square feet of the cafeteria at $15.00, 4,000 square feet of pool building at 545.00 which is to build a roof on it and do a little refurbishing there, to build a theater and gym, our estimate is it would be 27,700 square feet at $125.00 a square foot, which in today's economy is not a whole lot of money. That's not a really grandious, fancy building, but it's one that's durable and would hold up. Offices and other facilities of that sort 6,400 square feet at 580.00, and the site development again at about a million one. Ben H •)w many square feet would that provide? Lew I think that's about 54,000 square feet. It would be less square footage, and cost more money. Scheme Number 3, which means you level the site, and don't have any use - you build u new facility when you have the money, we have 11,500 square feet of offices and administration space at 570.00, or $810,000.00. A theoter-gym-multi purpose, 24,309 square feet at $125.00 again, or $3,038,000.00. Indoor pool and t' owers in that facility, about $891,000.00, or 9900 square feet at 590.00. Kitchen and service facilities, 3285 square feet at 5150.00 a foot, 5492,750.00. Again, the site development at a million one. That would give u: the same approximate 54,000 square feet of closed space. The totals again in accurate numbers, 54,676, 165.00 for Scheme Number 1, 55,504,500.00 for Scheme Number 2, $6,372,485.00 for Scheme Number 3. That's about where we ore. It is now 1:00 according to my watch. Dr. Lew, before we leave, I feel it is important that I knowhe'snot speaking perhaps for Bergantz the Council, but as for as leadership is concerned, and maybe looking down the road, and speaking as an individual, I would like to hear from our Mayor McCarty on his appraisal. I don't want to put him on the spot, but 1 feel that we do need to 32 develop some kind of leadership, and some kind of decision very soon, and I fee I it's very important. Alot of people are very interested, it's a big deed, and 1 feel we can do it. But I think we should work together. Lew Do you want to address that, Mr. McCarty ? Mayor Briefly. 1 had a situation like this happen at the Council meeting last night, and I generally look around for the City Manager and say, "HELP I" The City Manager has joined us, so I'm glodyou're here, Hank. But, l will say this, that the City Council has backed the purchase, and as you know, Dr., you and I and Sheri Mallory, and other people here diligently met for some seventeen faithful Tuesdays and worked up our feasobility studies, had them computerized working with profess.:.% at UO P, and since the Council has popped for the initial purchase price and we've done some moving of fences, we made two or three allocations to this particular building, seriously considered another $20,000 or $30,000 of expenditure to try to make the site vandal proof, and we've usually withdrawn when it came to buying alp that pl,�wood. I realize that hod we done so, we might have preserved the in'.egrity of the science building, although for some reason it's been a real heavy tartlet of the vandals. I just have to construct from that that they didn't care for the scs:nce courses, but ... eh, and the Council following that has come up with some $58,000.00 to subsidize the study, and 1 know our professional group has thrown in alot of time and effort on their part. What I am saying is we realize the amount of money we appropriated would not be nearly sufficient if we were dealing with say, out of town professionals and we certainly appreciate it, I would Puce to echo Ben Schaffer's appreciation to the group - we shall never forget your endeavors. And that goes for Mr. Cooper and many other people. But the main thrust in this last major allocation of $58,000 and a thrust that many people forget is that this study is basic and your input, she citizen's input is basic, and we're conducting even today an informal type public hearing and that's why it was so important to transcribe the statements because these statements will be incorporated in the report. These reports then will be used by grants persons, or persons professional in the grant field to go out for the funds that may partly or fully fund our project. So this last 558,0OD was a must, it had to be done, and our final step hopefully we'll be able to go out after'the big bucks. I cannot speak at all . about any money coming out of the City general fund. I would doubt any great source from that area, because we're going to be fighting to maintain and sustain our vital basic services. You all agree they ore vital and necessary. We hope that you answer the program we are in the middle of, that we will entertain some hern!y money from some area. We're certainly going in the right way. I hope I haven't circled your question too much, Dr. Lew We have some more comments - for you who wish to leave at this time, don't hesitate, it's OK. Charlie The thing I wanted to ask is that the way I look here, Number 1 is going to cost per square footage about half of what Number 3 is. (Lew) Approximately 60% when it's all lone. Yes. Then I would like to go on record of also supporting Number 1. Lew Good. Thank you, sir. 33 I would just like to say that I'm also speaking for those of us who are trying to Alice make? the little bucks as well as the big bucks. We're su orting with Ruby Mason our fire ergine raffle , but not or i are we doing that to seW ra fle tickets, but we would like to support But we're trying to gamin friends for the Community Center so that everyone in town by buyine one raffle ticket will be a friend of the Community Center. Voice faded. Lew I do have to say thank you to the City staff members who have supported us in our efforts to get information, the City staff and other people who have supported the programs of the foundation, and the foundation people particularly along with the community development committeewho have been very instrumental in trying to get the program finished up. It's rea y wonderful. 1n case you dont remember, Field and Fair Day is our final nal workshop, and that's September 7. Yes, sir? Gentleman It seems to me that the number 1 plan certainly gives more meeting places usabl a in the some hour when you have one that has to be scheduled for Tuesday of this week . Number 1 gives more meeting places for the some hour, some time than the others. Lew I appreciate your comments. That was one of the things that we were able to do when you use an existing building. You have slot to play with that you don't have when you are building from scratch. Lady What exactly happens between now and September 7? Lew The comments of this group plus any other comments that came to us over the next few weeks or so will be incorporated into a final master pion which may have no less than oil three programs that we have up there, so for supporting our design number 1, or our program number 1. What we propose to do with that is to take any adverse comment that you might have or additive comments you might have and put them forth into that program and develop a final master plan that comes up on Field and Fair Day. That would be the thing that we would promote to the Council, and that's what we'd hang our hat on for dollars and sense. Lew Sir ? Ben I'd like to have you comment briefly, I know my good friend Charlie Cooper, o Schaffer graduate of 1938 hiqh school here is going to do something for you when we grt down to the final plan. Would you comment on that? Lew Yes. Charlie has very graciously donated a scale architectural model of the entire site in its final form for Field and Fair Day, so you will not only be able to it in two dimensions, but in three dimensions as well. So, whatever the final program is, Charlie has donated that for us. Charlie That's only six weeks away. Lew I know that -- I wondered why you were here J We're aware of that. Any other comments? We certainly appreciate your attending. Before we began today, three 34 r-� gentlemen from the VFW were here with some comments they have, and we appreciate that information. Both on and off the record comments will be taken into consideration. We do appreciate anything that you might give us in the way of information. That's the only way we can best serve you. That's our job. If not, I will say we've done our job, and we're about fifteen minutes early. Thank you all. .t- 35 Konno 08CCWdD PLOCM PLAN movcrwum 0-0 . . . . . . .. . . . . . ......... PWWrT MA2� M -Aft ..4 W209 LODI COMMUNITY CENTER WORKSHOP 2 REPORT July 16, 1981 LODI COMMUNITY CENTER Introduction: Workshop 11 Report Subsequent to Public Workshop 1, the Lodi Design Group has looked at the basic question: "What really constitutes a Community Center as applied to the City of Lodi?" As viewed from the perspective of the participants in the workshop, the Community Center would be the filler of a major facility void. The City presently has many usable facilities includin] Lodi Lake and the other parks, meeting roams for very small groups and in conjuAction with LUSD, a total of three outdoor swimming pools. We have identified the following uses as not being fully met either by the private sector or the City: Auditorium facilities, gymnasium spaces, indoor all-weather swimming facilities, meeting and convention rooms, music practice and performance spaces, community art workshop and display spaces, and administrative spaces to :-perate the facilities. In addition to the above, the unique location and size of the proposed site make it very important to preserve as a usable open space. In order to examine the above program parameters from an architectural and planning point of view, the Lodi Design Group has elected to pursue three alternative proposals. At Workshop II, we will resolve community input and proceed with a final Master Fgcn document which may include parts of the schemes presented plus additional components as derived from community participation. The three schemes to be presented were chosen due to their fairly clear cut nature. The restoration schemes appear at this time to be less expensive and would allow a reasonable and phased development schedule. Everyone has expressed concern about the funds necessary both for construction and operations. We have spent considerable effort to research the costs of maintenance and operation. Enclosed is information obtained from the Cities of Davis and Fairfield outlining the programs, costs, etc, of their Community Centers. A most interesting aspect of our research has been the numbers of people served and the diverse range of uses provided. In addition, we have included estimatas of costs for each of the three program solutions. The greatest hurdle to the development will be funding. The costs. of Schemes 1 and 2 can be tempereJ by extending the time line in a manner which will allow a total development over perhaps a fifteen year schedule. We have also looked at funding approaches from the private sector. Many possibilities exist, but will require more hours of effort. Many thanks need to be expressed to the staff of the City of Lodi for their assistance and support in the collection and assembly of our data, and the dissemination of this infonno- tion to the community. M E LODI COMMUNITY CENTER PROGRAM ANALYSIS IN REQUIRED AVAILABLE IN EXISTING BUILDINGS square feet square feet Meetings 15,000 Cafeteria 13,630 Arts & Crafts 7,500 Music Bldg. 7,000 Concerts/Museum 30,000 Auditorium 17, 000 Administrative 2,000 Open Space 316,100 Open Space 383,466 Sports 18,500 Gym 20,000 Total Building Square Footage- 73,000 57,630 37 LODI COMMUNITY CENTER USES 1. MEETINGS, ETC. A. Large Group Functions (500+) 1. K Itchen 2. Parking 250 x 400 sq. ft. 3. Toilets 4. Podium 5. Foyer 10% 6. Major Space 7. Service Facilities 10% a. mech b. office c. janitor d. storage e. circulation 8. Adjacent outdoor spaces B. Medium Group Functions (100 - 500) 1. All of above except major space reduced C. Small Group Functions (less than 100) 1. All of above and can share in common services 38 Square Fee i 1,500 100,000 5,000 1,500 6,000 1,500 ear C k sr, E LODI COMMUNITY CENTER USES (Continued) 2. RECREATION �Act vie 1. Sports Outside a. soccer 255 x 400 b. swimming c. PiotboII d. track 260 x 525 e. basketball (court games) f. parr course g. tennis h. bicycling t. roller skate horseshoes 1. k. -shuffleboard I. bocci ball m. ball n. coma unity garden o. ampitheatre p. showers & restrooms q, parking Total: 2. Indoor Sports a. basketball b. volleyball & other court games c. weights d. handball/rocquetball e. gymnastics f. dancing/exercise g. swknming h. boxing/wrestling F Total: uare Feet 171,600 5,000 5,000 + 5,000 5,000 - 6,000 1,000 17,000 LODI COMMUNITY CENTER USS 2. RECREATION B. Passive 1. Outside a. games (chess/checkers/cards b. tot lot c. picnic/quiet d. strolling e. sunbathing f. arts and crafts g. turf areas - passive Total: 2. Indoor a. art clones & craft & photography b. games c. reading d. ,museum & displays e. music (listen to and play) f. plays g. concerts Total: 40 Square Feet 500 1,000 30,000 31,500 e gee a, 4z C. t. rm-0 ON LODI COMMUNITY CENTER USES (Continued) 3. HOUSING A.NFwry/government assisted (both) 4. -NON-PRIVATE SECTOR FACILITIES A.. Open Space S. Civic-Plcma (dedication) C. Auditorium D. Museum E. Offices for Administration 41 LODI COMMUNITY CENTER 01 MULTI-PURPOSE Square Feet Concert/1, 000 s. f. Stage Facility 9,000 Gym, Large Meeting 15,000 K itchen 1,500 Combo Rooms - meetings/crafts (5 at 1,500 each) 7,500 Administrative/service/storoge 4,000 Indoor .Pool 6,000 , Shower/lockers/IZ. R. 2,500 Circulation/foyer, 5,500 Medium size rooms 3,500 Museum E 54,900 4 a. �...a •� 7 x,` iii 4f3 4 LODI COMMUNITY CENTER COST ESTIMATES LODI COMMUNITY CENTER I 11,573 sq. Audita turn $11531,250.00 1740/seat Music 332, 880.00 Gyms E. Pool 966,035.00 Cafeteria 14,000 sq. ft. C 15.00 21-0,000,00 New Lobbies, etc. 6,200 sq. ft. @ 80.00 496,000.00 Site Development 380,000 sq. ft. C 3.00 1 1$4,676.�• 0 ft. @ 90.00 • LODI COMMUNITY CENTER 11 Cafeteria 14,000 sq. ft. C 15.00 Pool 4,000 sq. ft. @ 45.00 Theater/Gym 271700 sq. ft. Ca 125.00 Offices, etc. 6,400 sq. ft. C 80.00 Site Development 380,000 sq. ft. C 3.00 LODI COMMUNITY CENTER III Meeting Rooms, $ 210,000.00 180,000..00 3,462,500.00 512,000.00 1,140 000.00 $5,504,500.00 Offices, AcIm inistration 11,573 sq. ft. @ 70.00 810,110.00 Theater, Gym, Multipurpose 24,309 sq. ft. C 125.00 3,038,625.00 Indoor Pool, Showers 9,900 sq. ft. @ 90.00 891,000.00 Kitchen/Service 3,285 sq. ft. @150.00 493,750.00 Site Development 380,000 sq. ft. ,@ 3.00 1,140,000.00 S6; W.W Transcription of tape recng from Public Hearing for Lodi C ----unity Center/LUHS Site May 26, 198 1. Mrs. Violet Stenson: A community center is very much needed by the people of Lodi. The cafeteria could be used weekly by the members of Soroptimist International of Lodi and by the member of the Professional Womens Club monthly. Both organizations would need to hire a caterer to prepare their meals. No doubt other local clubs would also benefit from the use of this facility. This is a'present need that is not now being met because of the prohibitive rent that is being requested. Lodi needs many more cultural programs than is now possible . We should have a building where plays, ballet, symphonies and Lectures could be presented to the public. To pay for the use of these buildings, it might be possible to renovate one of the present buildings so that it could be rented as off'ces. Some of the money collected from the rent might be used to pay for utilities and janitorial services in all of the other buildings, thus allowing the public to use the cafeteria and auditorium with either a very minimal fee or with no fee .for those who carry liability insurance. In your presentation, your statement that they don't meet earthquake requirements -- there Dr. Frank are several, but the one that caused the abandonment of this area was the Field Act. But Johnson these buildings don't have to meet field act requirements to be used for the public, but go ahead with the discussion. Lew OK, Frank had-askedme that question, and I will try to respond as best I know it. The Field Act required that the buildings occupied for school purposes meet certain criteria as to earthquake safety. Arlie is probably more aware of that than any of us, because he was responsible for some of the investigations in and around Lodi. The Field Act removed these buildingt.ot behV usable without extensive amounts of work. However, the Code to which- was referring- is a current 'UBC -1979 edition, which is enforced by the City of Lodi; As part of our research to date, we have discovered that there is a State Historic Building: Code and a new code that has been developed by the City of Los Angeles for uses on projects such as this where buildings do have saute reasonable historic significance. Part of what we are proposing to City Council between now and the next work shop would be the looking upon those two pieces of information as possible ordinances in the City of Lodi that we might be able to have the opportunity to use those codes to work with rather than the more stringent UBC -- but that is just o possibility and one of the things that we have been looking at. The Field Act is not one of the things we have to comply with. Is that correct, Arlie? Correct me if I'm wrong. Arlie That's correct, Lew. 1 think that the Field Act simply said that you have to abandon these buildings for school purposes. However, the eorthquok-- standards of the Field Act are.. almost identical to the earthquake standards of the UBC. As for as the standards are concerned, there are minor differences but they are basically the some. Lew Basically, the act that was just adopted by the City of Los Angeles particularly only directs itself to how you have volues.of structure that you can use and the technology of that is a rather long involved process that if anybody is interested I won't bore you with the details but if you or, interested you can stop by the office or give any of us a call. It does allow certain values to be placed on archaic material (old existing). 44 Fred As one of the people J. we're interested in the use of this bvi{ding behind us. It Is a post a i Act ing. There are some rehearsals that we could better do here _than any other school. Now this is one of the purposes we have for this space. • 1 have o "group that meets every Monday night, and we need a hone. We would like this very much. But what I am concerned`cbout is the cost of this whole thing. Knowing how this town is, how much did we plan in the budget to start this thing? Lew Wei i, unfortunately, we are not to that point quite yet. The reason being that we haven't figured out what the heck it is we're going to do Fred I think that's what we have to do - decide what we want to keep of this thing before we start worrying about fixing the shops and probably what we're going to tear down. Lew _That's why we're here and that's why we want to get your input. If you have the use for a bonding, or ifyou don't have a use for another building, those are the kinds of things we need to isolate and direct ourselves towards. Fred In other words, I think we have to decide what are we going to try to accomplish with this ® place here, before we worry about "fixinotthe pool. We have two large pools, one is going to cost us alot of money to put in shape. Lew That's right, and what we're charged -with between now and the next workshop is to Isolate - those uses that people like yourself you have a use for the music building, that's great. We have a number of other uses for the music building just as well, and that may mean that i that building requires more effort than -other. buildings orf the site, or maybe it's the only - building -- 1 don't know, when we get ctl done with it. The cafeteria is In use now, so it's illogical to presume to tear it down. That brings to mind a question if we get this going and everything works out, suppose the • Alice school decides to have a play and we refurbished the auditorium or one of the other buildings. Mason Then what happens with this Field Act? That is, you know, the old statement that we have the Field Act and all of that then if we didn't have to comply to that we would be complying to other regulations, etc. For public use, non school use, does that keep the schowis from using this at any time at al I? • Murphy What that will do, Carol, is if the buildings were just renovated -- let's say OK if everything was fine as they are, everything was all right, no you could not use than:. tsbw if they're brought up to current buildings codes, the roofs are fixed, everything is fixed up, then I'm almost sure there's no problem. Maybe, you know onyihing on this possibly. They can use • them as long as they comply with current building codes. As long as they are brought up to existing today's codes. Alice in that regard, the Field Act then has no longer any effect onus. • Murphy As long as they meet current codes. 0 ESA 0 Arlie I talked to our Architect's organization and have been working a Uniform State Code and this is going to happen and whereas right now I think it's Title 24 that has the structure or have I got the wrong title? (Bob Morris, Title 21) Title 21 that has all the structurarl data. Now If you read paragraph for paragraph, line for tine, word for word and go over to the UBC it's the same word for word, Fine for line. And what is happening is that thre Title 21 is now going to by reference adopt the UBC. So then they will be virtually and exactly the some thing. So if the building is made to comply with the UBC, it also cornpiies with the standards for schools. 4lice And then the Field Act would be out of our vocabulary fora while. Arlie Well, you see, the Field Act didn't designate any standards. The Field Act simply said! that if it didn't comply with Title 21 of the State Administrative Code that it couldn't be occupied by students. And Title 21 has the structural standards. Lew OK, now that go" -on to the next point that the UBC then recognizes the State Historic Building Code as a viable entity within its context. And we hope the L. A. Code Is_,also adopted in there because that's the one that establishes values and reasons for doing things that are appropriate to the age of the structure. Trudy I have a comment to make. My name is Trudy Geiszler, and 1 was born and raised in Lodi ssisz-ler and my parents grew up in Lodi, and I went to the old- - i don't know -if any of you know the old brick church that used to be across from Longs - and across from there I remember when I was growing. up they used to have a recreation center at-thaold fire station, and that didn't last very long. I get emotional because this is really important to me to have an area for teens and elderly people to .go to. And 1 _know thit isr.idiculout, I have tears because I'm kind of a romantic and I see that you get into cost and 1-'m not -much of o taxpayer yet and so I don't really know what that's go=ng to feel like when t get to that point. But, it's Iike this can't be replaced ...............too many tears. N Lew We can understand your feelings. A lot of us have hoo similar feelings as we went through C 'he building and saw the destruction and the feelings of despair as taxpayers and our money going down the tubes, and people not caring -- kids not coring, and it can't be replaced. It's one of those things that cannot, whether it's al I removed and made a gross field, it's the last open space in down town, and it does have some very intrinsic value in that regard. We appreciate your comments. Lady Has any consideration been made for putting the swimming pool into operation as an added source of income? Lew As a matter of fact, we have. We find, that all the swimming pools in Lodi lose money. Laugh, Lough -- not just some -- all the pools in Lodi lose money, some of them substantially. All of them cost more to run than they bring in. It's unfortunate, but that's true. Lady Maybe we can come up with new ideas that wouldn't . Lew Well, that's a good idea, you know. There are clot of possibilities. One of the interesting t parts of working on the job is that there are just infinite possibilities. All you have to do is let your mind wander and you keep coming bock to the some fact -- you need clot of time ind alot of money. Hopefully, with ingenuity we can reduce the amount of each, but again, it may mean that port of the site has to go away and be turned to do some other duty in order to mace the rest of the site viable. t 7 Lady What about senior citizen housing - what possibilities lie there for the elderly housing? Lew It was brought up that one of the thoughts that we should look at between now and the next workshop would be to develop a portion of the site for housing the elderly. There are some viable programs that exist now -- my mother just moved out of one not too long ago back in South Dakota, and it was sponsored by the local governmental agency, but was funded by private dollars, and it worked out pretty well, and that may be one of the computable uses that you see up here, and we'll be looking at that between now and the next workshop. Lady So you're saying that part of the site might be funded by private money? Lew it's very possible, it's very possible. Don I think I probably should preface my remarks by saying that 1 do not represent the official uther land representative of Lodi School District tonight It's hard not to get a little nostalgic, but about all I condo is re -en ofrce�w at obviously has already been determined - we do and desperately need some good music facilities. Several years ago we had a very active summer recreation music program in the District -- when summer school came into -being, that sort of took care of that. When zsummer school was gone as one might think they might reinstitute that program. In summer, we used to have as many cs 300 students involved in some music program that Iosted for a month, the lost two weeks in July, and two weeks In August. This would be a neat place to do this -again. Obviously we need -a good community auditorium - we don't have this as you well know. t'm rather surprised that we don't have a representative from the Lodi Community Concert Association here tonight. Lew They were here earlier. Don They were here? OK. We are vitally interested in some kind of auditorium. You know ® the generosity and graciousness of the Adventist Academy letting us use their facility which is really neat but we need an auditorium. The School District does not have one per say, the new auditorium at Tokay High School in Halsey Complex is neat for instruction purposes, but seats 184 people and really doesn't do much for a concert type of thing. So we ore running into problems, too. Al l I can do is reiterate the fact that we con well use these types • of facilities if they were made available to us. Fred I would like to ask one question. Have we ever done some type of cost what it's going to cost to make this thing (some -coughed into the mi or tear it down and start all over. • Lew Yes, sir, two of them as a matter of fact. There was a report down by an architectural firm named Froncheske and Schreider in 1978 - let's see if I con find it here - who estimated at that time that to rehabilitate the auditorium would cost $1,225,000.00 and updated to current standards would probably cost about $1,530,000.00, and if you were to build a new facility of equivalent size and capacity, would probably cost somewhere in the range of around $2,100,000.00. Those ore figures that are real life figures, you know, those are dollars and cents. If you were to consider building a new auditorium, the building is about 18,000 square feet, and it really, with a !ittle bit of help, would be a pretty adequate facility. It would seat probably around 800 or 850. n 47 N Fred Has anybody thoughthow large an audience we could get at this particular time? Lew Approximately 850. Fred Yeah, this is what it will hold. Lew That is correct. Fred All right, now, how much con we draw? (Lew, Oh, OK, that's.........) You see what I mean? (Marilyn Bishop transcribing "I can't understand what Fred said in the next two sentences.") They tell me this last year they've had some problems. Lew The Community Concert Association Representatives said that they cu.. en! draw about 1300. They have about 1300 members. Fred Then they would probably have to go to two performances with an 800 hall. Lew That's correct. But again, if you are looking at what's available in the area, Atherton Audit. seats 1452. The theater at New Tokay seats 184. I think they get that many in Pine A i ley Theater, l'm not sure. This facility right now has 499 seats., although about .as new .cm Larry and -1- can count, we have sat in most of them, and there are about 200 of them that just do not have very good sight nines. You are up so for in the.back that you can't sea- out over the ceiling and underneath the balcony about the lost seven rows you can't see the stage, the full stage=.. Fred Most of our audiences are not that big. Murphy I think, also, Lew, if I'm not mistaken, in the lower level due to also fire codes, there would have to be one row -- or two rows -- taken out? Lew Two, but that's considering the exit conditions. Man i don't represent the Community Concert Association, but I con you my wife if very much active in the thing. They are having a meeting tonight for a nominating committee, and Mr. Wrench was here earlier. He has gone to the meeting. 1 think your figure of 1300 people is optimistic, at least they were trying hardto get 1000. 1 don't think they succeeded. There is this competition for the dollar and i think our membership is under 1000. Low Where are they currently having their concerts? Man Over at the Seventh Day Adventist Academy. They call it the gymnasium. It works, but it's not the best. Some people have signed otf because they refuse to go over there. Murphy I know recently in Stockton this post spring when Burl Ives was at Atherton Theater they ended upgoing into two or three performances because they outsold and both nights were fil led. So it doesn't mean we can't have something similar here in the City of Lodi. Lady 1'd like to say something. I've lived here a long time in Lodi, and when the town was very small, and 1 was in lots of plays here in the local auditorium, we always had to pray two nights, and we played to a full house. And I know that we could have had a third night if we would have wanted it. And I have been here in church meetings and everything has always been filled. I think we need the auditorium very much. Man Is there a break code wise just below 1000? In other words, if we go above 1000 is it more stringent? e Lew Actually, the building, if 1 remember correctly, meets the over 1000 requirements, bait there are sane problems built into it. Some of the other difficulties that I didn't get to in going through the slides - in can you don't remember, the toilet rooms in the auditorium harve a six foot two inch ceiling height. The reason we know that - Lorry is 6-2 and a half and had e to duck. They really aren't adequate, and so as part of what Franchesca and Schreider did and part of what we looked at too in that regard was that the facilities- there are no facilities for the handicapped, there are inadequate facilities for the public in that building, and would be aiiiajor portion of what would be required to put that building in operation. . Lady i have a comment -to make in talking about the auditorium. i see a real psychological frameworkthatwe have -built up that we have a need to go to Stockton. i just think_ that perhaps in looking: at the auditorium, we should stay here in Lodi- we need to stay local . I think we're facing- this- with downtown, the some idea that Lodi's losing its own. :'d much rather come be involved here in Lodi. My daughter has a dance performance with Borbara: Faulkner and we have to- -go to Stockton. Every timeyoudo that, that-psychoilogy you know, which I'm not saying is that negative, takes ploca we have to go to Stockton. We're drifting away, and i see a real psychological impact, and perhaps a key base would bor the auditorium, i think from that, psychologically, you move back in. You know, this is 4 start. That auditorium represents alot of things to me and alot of other people - things tht went on there. I see it personally as a very special pivotal point for getting things ® back right here. I can just think of so many things that happen, Suzuki violins, this and that and'to think that a city of this size has no meeting place of its own. I think we need to say more about ourselves. I think we cut ourselves short, and l think it's very exciting that all of you ore here and that you care. I hope people aren't feeling negative about this, you know, I blink it's very exciting that you're all here, and 1 would just like to think of that place perhaps totally refurbished. Lady Is there a price for demolishing everything? Lew Yes. The question was, "is there a price for demolishing the site?" We have asked a company that has done work here locally including removal of the damaged original main building. To quote how many dollars it would cost to demolish each building both in total and as an individual one at a time, that's one of the charges we were given by the City Council, how much it would cast. Let's see here ..... If you demolished all of the site at once, the quote is $84,000.00, and that is a guestimate, that is not a firm estimate. That is considering that the person demolishing would have all of the salvage, all of the salvage. That is o daily fluxuating cost based on the value of used brick, which are now running something like 424 a piece, retail. That is the total site, ten acres, clean. if you wonted to pick a number, if you wanted to let's say demolish IM 49 0 the Main Building foundation, their estimate is $24,000.00 for that foundation.. The auto shop, for example, they estimated would cost $10,000.00 if demolished by itself, and there are some other numbers in there, but they're all right in that range. There are also same other figures in here that you knight be interested in, estimates on what it would cost to fix the roofs. Now, we've eluded to the fact that all of the roofs look in varying amounts, some more, some less. it is estimated that the total roofing work including contractor's profit and overhead would cost about $255,300.00. That's a bunch of money. That does, however, include whatever structural work would be required to put the diaphragms in %hope - that's the roof plywood and that sort of thing. Removal of the roofing and putting back In place, so if any of you would be interested in those kinds of figures, i have them here. Charlene Lew, is there any discussion right now about what buildings should go? Lew -there has been clot of discussion by clot of people. Charlene I think there have been some questions out there, and you have been privy to ail this and information for "-post couple of months. We know that there's been no set dec#sion Lew mode by you a -the City Council, but 1 think it behooves us to let us know what buildings just are not salvageable,. what needs to be cleared out and removed to think about possibly saving other buildings or honestly, should the whole thing, in your opinion (Lew interrupts, "I -don`t-hove- an opinion -of that nature yet.. I don't dares have -an -opinion I ike that yet, I know that. No, I have an opinion, but l would just at soon keep it to myself if it's all the samo. We have a master plan to produce, and part of that master pian is makinga decision that can be looked upon with favor by the public. I think it would be premature of Ine to ....... interrupter by Murphy Murphy This is one of the question that has came up numerous times in Council, and I am speaking for myself, not the other four Council people. I have asked Lew several occasions and a couple of the other Council people have as well, to come to us at the earliest date penibie, which will be next week, and this will hopefully some of the iaformation at that time, and the reason that I requested an early date on porrticulating passible buildings tribe eliminated was to start cleaning up the facility as soon as possible. Anything that' wd know that is not refurbishible to get rid of it and to get the site cleaned up and gest it back to a sightly ordinance, a positive aspect for the community. So, that for myself is one of my primary things, to see what is going to stand and what is not, and then that way when the master plan does come down to the final wire on Sept. 7, and we have it produced, then we can say OK, here's the dollars we're going to have to shoot for, go after the different Federal funds for refurbishing some of the buildings Ad getting some. gtmts, bt_use up to this point as 1 mentioned earlier in my opening remark, this has been ore of the primary problems that we haven't been able to get any dollars, because w* haven't had a master plan and we finally got going officially January 1. So that's where we stand right now. 50 A Man Has there been any thought given to maybe keeping the integrity of say three complexes, Fred? this building, this building and the auditorium, selling off part of the property ? *Murphy No, nothing as of yet until we actually have the master plan come back. Man Is.there an agreement with the District, if we sold a part of the property, would it go back to the school district. qAurphy OK, the agreement with the District was the purchase price of the complex was $475, 000.00 and that during a ten year period of time that the city was to sell the premises, then we would share equally in the cost differential over the purchase price of the site. So, we're a year and a half, two years into it since the City purchased it lost March, 1980. That was the agreement with the District at that particular time. The District has also asked for -numerous, well, part icvlarty-tht bock of this building to use. But here, again, it carnes back to liability, part icu lar:y because of this one part icu lar shower room. It has some bad features to it, they took out all the lockers , and they have about a 9 or 10 inch uprise in there where the lockers used to sit. That's all we need is some young person getting in there roust housing as kids do, and getting hurt. s Lew We have, however, to field a little bit of that previous -question- - we have looked at some fairly logical things that perhaps could -be dorso. -Being as that this building is able to used as we are using it this evening, and it requires parking and we're all out there on the grass tonight, it's logical- to look at what you -should -do- with the -site, and just as a hypothetical ! case, we looked at how many cars you could put on here if you had a function going on, and without ushV ony of" boll field out-twthe back, you could probably get about 275 or 280 can an here. That's one of the things that is going to have to be looked at in our next section which is the design phase, the physical aspect of what can be done here, not just whether buildings should be kept or removed, but if you keep them, what are you going to do with them and how are you going to provide onseliary facilities-- access by the ® handicapped, toilet facilities, heating and air conditioning, a tremendous multitude of things that need to go on with all these buildings if they are to be kept, or with new buildings if they are to be built. So, that's, Fred said earlier that we've got to really look at what we want to do with it, and that's what we hope to find from some of your comments this evening -- that there are more important things to do than other things and we con address ourselves to those things. 1 Lady Are we to make a decision tonight what (interrupted by Lew with "No, of i course not. ,;9DSve I think an answer to Charlene's question would be that as for as to make a determination whether or not to destroy a building is we can look at it in terms of factual information right now in terms of restoration or demolition. The key word, I think, is use. You can have a building, like the main foundation that is no longer a building, but if there is a use for that, that would La predetermined that that building could be restored. But, use is the most critical thing out p, there, and that's the main reason for the first public workshop, to determine uses and users. 51 Steve 1 Lew € Frank Because if we don't have a use for a structure or the site, it's not worth restoring. As much as we would all like to keep the open spaces, there is no viable reason for keeping it. You understand that's one of the logical things we have to look at, that's one of our charges, that there's clot of illogical reasons we do have to look at, and that's kind of what keeps us tempered with the direction the site should go. Mr. Johnson, you look like you need to say something. No, I was just thinking of what you were saying, and amplifying it in my own mind. The fact comes down to what Steve just said. If there isn't a -use, then this whole thing is goiag to go up for grabs and the commercial developers will develop it. Period. Yocs know, they'll find a use and they'll supply it and fill it. l was just extending in my mind wFwat you were saying. You left that unsaid (chuckles from the audience). Steve What I was going to tell you was that l think it's a good time as Lew has put together a bunch of what if scenarios, and these are some of the five points that we put in the administrative report. -Lew In fact, I -should probably readthose, shouldn't I? Thesearefivepossibilitiesthat we have, ' with logic, looked at: One was demolish the entire site, and redevelop it with all new facilities to. suit a previous program.. Two_is, -and if the lady from the News Sentinel wants, I would be happy to give her a copy, remove the foundation of the main building and the Leon -to additions to the shop facility, re0ore and use allotherfacilities and develop programs to fit. The third one is to restore al# of the facilities to usable condition, including the main building and develop a program to fit that. The fourth one is combine some removal, not necessarily based on structural consideration with some remodeling and possibly some . additions to comply with a long-term program of useage. That is what Steve i was talking about. The fifth one is to return the site to the private sector. Those are five possibilities that we have looked at, and there are multitudinous other possibilities, but those cue five that we have eluded to to the Council in our report. it is Ed 1 would like to make a statement. As director of recreation and parks*my responsibility ide to give the community a recreation point of view, the needs and the Eike of needs they're Benedetti looking for regardless of what activities might be in o recreational nature. j I've been accused of being over zealous in my need moofacilities, softball facilities and basketball facilities, volleyball facilities in the sports area, and that's true. I'm guilty of it. I'm a jock by nature, I guess, and 1 would just like to see those activities progress and 1 have mode provisions as much as possible to see that they have the activity days that they need. Mainly because there is a need in numbers and it's not as expensive as it may sound andthese are the people in trying to back you up when you need some support and i I think the figures of the number of people that participate in athletic activities in the community whether they be children or whether they be adults, I think speak for themselves. ! But I am not in total neglecting the other needs of the community, per say. 1 have worked l with the little theater, and I think if it wasn't for our help, the department's help, it may not have had a start, and I have worked with the drome group and I have worked with the music people in the community and I've tried to help the Art Center as much as possible. We help 52 0 them with janitorial work and things of that nature, painting the building, or little things that come along. But in looking at our needs right now, and looking back, we need, the cultural needs of the community are in sore need of help. There is no question about that. The young lady right there (pointing to Mrs. Stenson) made a statement that we should follow. First of all, the people that we have in the community are doing a valiant job of trying to keep these cultural activities going, the art, drama, music, etc. But when they don't have a facility to work with, it's pretty difficult and my statement would be that if they have 'the facility, then you would see these activities flourish in abundance and somebody once made the statement that you don't measure the stature of a community by size olone, but in the way the physical and cultural needs of the citizens are taken core of. And I think that that's a statement that I have tried to work with right along, because I think it's a very important statement. I think every community has to have a cultural background - otherwise it's going to have problems. Indoor wise, facility wise, we have always been blessed with a good cooperation between City and Schools. 1 could go on and on about this, but we do have cooperative agreements - they use our facilities, we use their facilities, we keep the costs down as much as possible. Then the women came along and they decided they wanted to get into athletics. So the athletic programs have flourished (too much laughing). They got off the -hockey fields, and they've lived in the gymnasium, they got involved in basketball, and they got involved in volleyball and badminton, and they got involved in softball, arxf-swimming-and things of that nature, and consequently, our recreation department hos been pushed out. Thank God, I'm happy for the girls that they got off the hockey field (too much laughing again) their very own. And they should get more involved in ming, in golf, and heavens, 1 need the help in golf, because the golf course is not doing too weti. They should be involved in all the types of activities that they can carry on through life. Now I have noticed avery high useoge, a very definite need that women and men, and women in particular, and you've seen them in becoming involved in physical and cultural needs to keep themselves fit. So we've got some good programs in those areas. Jazzercize, for example, is going to be moving into this building starting June 6, 1 believe, in the mornings, and they're going to have three classes in the mornings here every day of the week, Monday through Friday. They'll be out of here by 9:30 or 10:00 so we can convert this room to other uses. We have night classes at the Hale Paris Rec Center for Jozzercize. There ore going to be about -800 women involved in Jozzercise and one guy. This one guy is signing up for every class. I supervise the class and they keep v throwing me out. But seriously, I see this plan is neat. Now one possible activity that might be consolidated in the use of these facilities aside from the music and the cultures, etc. etc. which 1 hear some figures tonight which make me feel slot better because I hcve not been what you would call in favor necessarily of the development of this area. I have made statements to that effect, but I am pliable, and 1 am going to listen, and I hear some • figures that yes, we can refurbish some of these bui Idings for less money than to build a new one. Well, that's a step in the right direction, and I think that there is on activity that is needed in the community that could be a family -type of activity if it's structured properly and if the facilities are here for it and the proper equipment is here for a YMCA and 1 hate to use that word because i would like to have our deportment operate it rather than the YMCA, but a YMCA -type of activity where the entire family can participate, who are willing to pay a nominal amount of money per month, and my figure was that if we could get about 300 families at $30.00 a mono,'' we could offer a good program to it brings in about $9,000.00 a month times 12 months out of the year, it might bring in enough money to operate the facilities that ore needed for that activity which would be 0 53 the gymnasium, the pool and some of the outdoor facilities and some of the other roorns that would be put to use for weight lifting programs, boxing programs, gymnastics programs, physical culture programs, just exercise programs, jogging - I was thinking about lighting the football field on the outside, nominal lighting where we could have jogging classes and physical culture closes where people would do it in groups rather than individuals. Sometimes a guy would like or a gal would like to get out and run or jog and they won't do it by themselves, but they'll do it as a group. And if we could offer this type - I think we could have sufficient money brought in if the program is properly structured, to pay for the instructors, to pay for the facilities and maybe to help pay for the maintenance of the other facilities when they're completed. Lady May I say something? A young man came to see me the other day, and he would like very much to have a YMCA program restarted here, and t think he wants to introduce just what you. are talkie about. Ed I'm sure he does. I'm not against it, but I'd like to try it myself. I'll put it this way - I think if we have the administration to do the some job without putting more money into administration and putting the money directly into a program, 1 don't know if that makes sense or not. Just one second, please. Cultural needs we must have, indoor facilities, we must have. We're running short, we're turning down teams, not that's not a big thing - it's not that important, -really, other than if-you'rea basketball player or a volleyball player, etc.. To give you -an example, a volleyball program this post year we hold in the high schools. They give us the fact ity, they clear the dote and then something comes along and they need that facility for their purpose so they throw us out, and we have to hurriedly get on the phone and call maybe 100 people and soy, "We'rwnot -playing volleyball," which is very difficult. It is-another--r*craation- depor#aant screw -up. Sometimes we do screw up, but sometimes we don't screw up. -Most =of the time I think it's because they need it - 1 understand their problet" - we need it, am we don't have a place to go. So, we need more indoor facilities. Family oriented activities as- I mentioned with some instruction where the family could participate where there is something for everybody in the family at a nominal cost might go a long way, and need an auditorium. I'll shut up. Lady I want to back Ed up with what he said. Over here at the racquetball club right now there are 1300 + families at a minimum of 530.00 a month, and as for as we know, you know, there're problems. Tell me about it, I'm involved in it. There is such a need, and that could easily, you know, with gas, etc. people are looking for something to do at home. I really believe what Ed is saying - you've got your land here, it is something that will be here for any of us. Ed Excuse me - I think that we would meet more needs the needs of the family in total for the same armount of money, maybe not quite as fancy, definitely not quite as fancy, and I really think (side 1 of tape ended) that a program properly run I think that they would be willing to pay a nominal fee ar-i you could offer good service in thz area of activities that they could carry over through life as they go along, and may get something out of it. Murphy let me ask also - the five council people you have representing you right now, too, are very much interested in what you and the other citizens of Lodi have to say, and the only way we're going to know is for you to either contact us personally, write us letters, or drop Charlene a note, or whomever, in order to inform us of what your thoughts are. I know it's difficult for some people to come up in front of that council sometimes and make a presentation, but sometime along the line, each and every one of us has to do it, whether it's written or otherwise. If it is a written correspondence, and it comes to council, it will be recognized, and it will be read aloud as correspondence to the community. So, please pass the word to other citizens or friends or whomever to contact us or contact the committee, the site committee on this particular project. tenni i was raised in Lodi and groduated from this high school thirty years ago. The last few years Hagy my husband and 1 lived in New Hampshire, and it's absolutely beautiful because they do save all their old sites, and "microphone was cut off" Lady There have been all kinds of ideas batted around, and 1 have heard different money figures. Who is the person who's -going to supply the funding? Would the City supply the funding for whatever is decided, or would the people coming into here supply the furling or where is that all coming from ? Lew That's a good question. Part of what we are charged to do between now and somewhere in the middle of July is to address ourselves, I think it's called an economic analysis well I don't remember what we titled it up there - and part of that is locate grants and aid if possible, locate user fees if possible, locate costs where we can determine them based on prograrns that we get from the community. Does that answer your question? To answer your question directly, we don't have it in hand, but we are to address ourselves to it over the next few months. Steve I think what might be helpful, Lew, is to explain the terns of what we do with the informa— tion that we occumu tote as welI as assess the user data information that we gather - how we digest it in the design possibilities - all the things we have talked about, but have not run through is sequence. Lew In response to that, one of the things that has happened is that there are six individuals in this design group, and they are very individual people, I can assure you of that. They are about as diverse a six people as you con find, and there are positions all the way from one ® end to the other, and part of what we do is try to assimilate individually your responses, what you say, what you do, who you get involved in what groups are active, which groups are not, and try to take from our position what that is and put it into o reasonable and logical format, you know, lice users are coming up and saying we need an auditorium, we have this many people, we can produce so many dollars, we have a cultural program, we have a physical program, etc. We try to take all those things and put them downon paper, much the some 0 as what you see here in the visual analysis. We put them down on paper and sit back and look at them with an .unbiosed eye, hopefully, or with an unjoundiced eye and 'try to say, "Look, this is logical and this is reasonable and we con probably fund it. Or, this is illogical, it is unreasonable, but we con probably fund it, too. Or, maybe we can't fund anything and we have to forget the whole thing." We try to put it down on paper, 0 look it, stand back, view it from all different locations, talk to people who would be using the facilities, and say "Hey, what would you think about this, what do you think about that, is this a possibility?" We have brought up numerous things at committee meetings talking with various members who have input, and we try to get that input bock and forth, try to get a dialogue going. And that dialogue we try to put down on paper, visually, so that 0 you con see it and we can see it and work from there into various and sundry programs. Does that answer your question? Kind of? Or did 1 screw? 1 have a habit of doing that 0 55 Steve Well, what I was coming to is that you see tools assessed by us as designers and one of the tools is the use study. OK - when we look at the use, we look at the compatibility of uses within each other as well as one use may stand outside of all the others, you know, recreation may be that use, an auditorium may be that use. Then we also look at the viable alternatives in terms of physical facilities within a site. What can we do on ten acres, and what can we do with the existing buildings? And what can we do with a ten acre site with all new buildings? OK? And the other way we look at it, we look at the physical costs of things. What are the costs to restore these buildings, what are tie costs to destroy these buildings, what are the costs to build new buildings, what is the cost of a combinctioin of these things? And it's not just cost in terms of one time, again, operations and maintenance. How long will the building stay in function and what will its monthly expenses be, as well as the program we put together with uses we are looking at, what is the cost of administration. We're looking at alternative sources of funding with an economical analysis. Whether or not we're going with City government, private donations, private enterprise, selling off parts of the land. We're looking at all types of alternatives here, and you're assessing it, evoluating it, and you're coming up with physical plans. And then when we come up with some type of plan based ccn some type of program, this all falls into a logical sequence at the end. And where we're at, is we're at the tip of the iceberg, we have alot of facts, we have clot of information, we have clot of physical constraints, clot of nostalgia and ideas about the whole thing. The question is, how do we put it together? And this is what we need - we need the public input at this stage to give us some guidance in order for us as professionals to absorb this and put this into some type of reasonable and logical pattern that we can relate back to you. Because in the next design phase between now and the -second public workshop, we're probobly going to c-ome up with several alternative ideas which we will be presenting to you. We, of course, will probably have our preference and loan towards on* of them, but at that public workshop your input might change our direction 1800. We might go back the other way, and that's why we have the second public workshop, in which case we analyze all the existing alternatives, and come up with a final master plan based on that public workshop, which we present all the alternatives and options in terms of economics, nostalgia, uses, physical constraint, etc. I think this is one of the key things of this public workshop, to know what you wont or don't want. Larry If 1 could expand a little bit on that, Steve - we've been talking clot about our needs of assimilating the uses, but I think I need to explain a little bit further. The more detailed information that you, the public, can give us, tshe better. Like the gentleman in the back brought out the point that we needed music instruction places (spaces) for that type of programs, and we know that there are many types of those programs going on in the private sector within Lodi as well as in the school sector, through different churches, and alot of different programs. But what we need to know is who are the groups, how many people are they, when do they meet, what really are the needs, how much they pay for space now, how much would they be willing to pay. And so you people out there representing different groups - we really need hard information, the harder the information, the better. Lew I think Don was saying that a program could be developed - a summer program. Well, that's just one of many, so that's hard information we can put into the mill and see what comes out. How many do you have every Monday night? Fred Our group is about 35. couldn't hear) Lew Somewhere between 20 and 40, eh ? That sounds good. You see, that's hard data we con use. -777 C` . Lady 1s the gymnasium tall enough to convert to racquetball? t don't know how tall they are. (Lew) Probably not - I didn't measure it. i was just curious - that seems to be the ragte right now. Lew Yeah, but there are probably better uses for that space other than Racquetball. Racquetball is pretty well accommodated as for as facilities in the community. Lady You have to have a certain kind of a poured wall. tarry They -have many types of systems that can go inside a facility. But the question comes down to competing with the private sector, and 1 think we have to find uses that will pay off economically. Man I'm representing the community theater group here, the Tokay Players, and my question is do you want additional statement of need besides what we've already submitted on the questionnaire sent out earlier? Lew I .think one of the things that came to mind after looking at:the questionnaire that you filled out prey iously was how many days and hours, etc. do you�'physicaIly use the facilities, and that sort of -thing, and those are details that we -would go from where we are to the next workshop. If's really in the design phase where we would-be. contacting you and talj ing to you obcut the -specifics of your operation and how they go on,. ana- the specifics' -of the bond peop1le and how they go on, and thdt sort of thing. Tonight, no - we -have good input from your group. Any other groups that would be of a similar nature, we would Mole hear from because then we've got two groups that want to use the facility, and that causes a scheduling problem which we're not involved in, but we can perhaps -:provide- a- facility- that -would. -work. Lady I'd like to make a proposal for Ed that what we're talking about a YMCA thing perhaps at the next wor p. Lew If I may interrupt - that is what we're charged to do by the next workshop - that whole big long and section up there - it says, land use $ facilities, preliminary master plan, support drawings, 'Wight? building potential and alternative use concepts. Those things are the physical drawings of what we come back to you with at the next workshop. So that's where we go from here. We've got about a month and a half or thereabouts to do that. lew Anything else? If not, it's drawing towards 4:30, and we kind of planned on shutting. down about then. Ken If I could just take a couple of minutes to maybe remind the people of things i have kind of Boyd harped on from the beginning of this, and one is that we must remember that this is a long term project. Let's not be frightened off by figures or a big project. We tend to look at something that might wind up costing us 25 million dollars and say, "Oh, we could never afford that." And it's true - we can't today, but over the next 25 years we could. Economics change. Ten years ago we were in a position as a City maybe to build this thing. Today we aren't. Ten years from now we may be again. So let's keep the future in mind. Secondly, let's not anticipate that this is ever going to be a money making project. We ought not to apologise for that. We tax ourselves in many ways as citizens to provide services collectively that we couldn't provide individually. We tax ourselves on police and fire for instance. We �7 57 071 do that gladly. There isn't any reason on we shouldn't be glad to tax ourselves to provide recreational and cultural facilities for our citizens. So let's keep that In mind. We talk ob"-Tvate or cit y_ptpneyLet's remember that the City is not -o money making entefprize. -pr Every dime- that it hiiicb­Mes from the private sector., so I don't think that we should opologise for asking the City to pay for smething. It's our dollars that they are using to pay for that, the private sector. it's your money that they are spending for a facility for you. They can do it because they are collecting 6 dollar from me and a dollar from you • and they spendthe two dollars back. And we are able to accoin lish something. collectively thq�-" couldn't 11natWtkidliy. So, dont be discourage . d if we make use of the City money, it was -yours before' it became City money, and don't be emboriasse&6bout f6t nd dori I t -- be discouraged because it's a long range, high cost project. This will be a worthwhile facility for, this facility was used- for 77 years, I think. This new facility that you, put on this-s-ife may 6* used for the next 77- or 177, so dont bo weary - it's a big proiect, It*-sct tough but tt's-iongrange, and we can accomplish If if we work at it. (Applause from audience) Murphy In closing, this evening, I am going to take a proposal back to Council and it will be a Councit docislopt and if any of you who are at this meeting this evening would be willing to sit on a cultural committee , we'll -_ be contacting.. you from the list that you signed in. on. So.- I'll take this back as 0 proposal at our -next meeting,, and like I said, it wiff be -o Co'%=It decision whether we,do, formulate this committee in addition to the current existing,-committeo to help outwith --the architects and whatever we come up with for this site. Thordc yov.very much for everyone's coming this evening and your input, and we need alot more, FINANCIAL ANALYSIS Introduction: In order to make a reasonable choice amongst alternatives regarding the utilization of the Old Lodi Union High School facilities, it is necessary to # first Identify o general posture with regard to the resources that are available, and the combination of usages of these resources. Basically the utilization issue- centers -around three different and distinct resources; the land, the buildings, and the operating revenue service centers. For purpose of this portion of the report, the operating revenue services will be defined as those octive business--activities-within the complex which have the potential e for generating profits for the operators. This distinction is made early in- the discussion for purposes of identifying those resources which have different configurations of tax and business opportunity potentials. It is also necessary at this point to generally discuss the concepts of risk, s benefit and control. Normally these three concepts inure to the owner of any property and- if ownership- ls pied in one form or another, a combination of one, two or all three of these elements may be passed depending. upon the vehicles used for passage. When considering what possible relationships might exist between the City of Lodi and the private sector, it is important to bear in. mind that contras- will frequently shift with ownership -and efforts to retain control: without retainingownershiptend to be very complex and fraught with difficulty. Generally speaking, risk and control go hand-in-hand in the sense that the party who controls an activity in a business setting or in an economic setting typically will incur an element of risk for the right of st retaining control. There are a number of potential combinations which may be functional when considering the possible interrelationship between the City of Lodi and the private community with regard .'o ownership control, risk, and benefits arising e from the utilization of the Old Lodi Union High School facility. At one end of the spectrum, there is the possibility that the city may decide to entirely divest itself of the interest by selling the site and buildings to the private community and allowing the private community a total and complete hand as to the development and utilization of the facility. At the other end of the spectrum is the choice that the city may decide to retain all control, risk, ® and benefit and to develop the site using its own resources and operate all revenue centers without the aid of the private sector. In between these two extremes, there are several potential combinations, for example: Partial sales of the property to the private community combined with or not combined with lease backs; sales of portions of the land while retaining other portions of the land and the buildings; sales of the buildings only followed by or not followed by lease backs of those buildings. The number of possible combinations is very large, and in foct too large to cover all possible combinations within the scope of this report. 59 Some examples of arrangements might be the following: 1. The city may decide to lease the land to the private sector and sell the buildings, whereby the private sector would buy the buildings, make all necessary improvements and renovations, and operate functional cost and revenue centers. in this particular example, the city would take the position of a passive investor, with retained control only over the land, and thereby limiting its risk of loss, but would probably have very little to say about the actual utilization of the physical facilities and the activities undertaken by the revenue centers. 2. The city may decide to lease the land and the existing buildings to the private sector, whereby the private sector would make improvements and operate the revenue centers in accordance with those activities which would be most profitable to the private sector. Under this particular alternative, the city is still mointairaing a passive investment role, but has increased its potential risk and.revenue, and of the some time has relinquished -control over the utilization of the operating facilit#es. 3'. The city may -go -one step -further, in that it improves the existing buildings, then leases the facilities to the private sector and stipulates in the lease what types of operating activities would be undertaken in the facility. Under this choice, the city is expanding its control over the utilization of the operating facilities, but still basically -maintaining a.passive investment posture. C 4. The city might decide to -sell the property to the private sector under a sale lease back agreement, whereby the private sector would build and improve the site and lease the facilities back to the city and the city would then control all operating revenue centers within the facility. Under this particular example, c_ the private sec►or becomes a relatively passive investor whereby it owns only the property and the city becomes the active participant in day to day operations of the revenue centers. This example shifts more risk and control to the city. 5. The city may desire to retain the land, sell and lease back the buildings from r the private sector, and the private sector would then improve and make all necessary construction with specifications dictated by the city and lease: the buildings only to the city. Under this situation, the city assumes the posture of a passive investor with regard to the land and an active business operator with regard to the different revenue centers. { The above examples represent a few of the possible alternative relationships between the city and the private sector. There are other possible relationships which could exist and the details of those relationships would certainly represent possible alternate choices to the above five listed. 74 60 Tax Incentives: E: In light of the potential involvement of the private sector, it is important to view all of the benefits that the private sector would receive under any proposed set of relationships. Certain benefits that are available to the private -sector, which acre not available to the public sector, include the taut benefits which would inure to e the private sector but not to the public sector. These tax benefits definitely have an affect on the prospective of the potential private investor, and in the interest of making the Lodi City officials aware of what these inducements are, there are the following summary outlines of potential basic tax benefits inuring to private sector p I icipotion. "e Fundamentally speaking, most tax benefits will inure only to the owner of the property. Following is a list of such benefits: 1. Under Internal Revenue Codes, the owner of a building with an age of more than twenty years is entitled to a ten percent (10%) investment tax credit on the s cost.of interior renovations of such building as long as -that-building is placed into commercial use after the renovations have been mode. For example, -ifo developer - were to internally renovate part of the buildings at the Old Lodi Union High Sctml site and he also owned those buildings and those renovations cost him $200,000, he would receive a $20,000 investment tax credit which would reduce his income tax NI bility in "year those renovations were=ploced into -service-. 2. That some investment tax credit would apply to the acquisition of any equip- ment that the private sector investor may acquire related to either the operation of on active revenue center or the development of a passive investment. The qualifications under this particular Internal Revenue Code are relatively complex but can be summorized by saying that such equipment must basically be movable, depreciable, and thereby used in a profit seeking venture. 3. Depreciation under the Internal Revrnue Code and the State of California e Revenue Codes is a convention, whereby the private sector is allowed a deduction for the amortization of capital asset used in the production of income. This amortization is a rateable deduction over the life of the capital asset. This deduction does not require an out-of-pocket expenditure on the part of the private investor. Within the spectrum of depreciation, the private investor has choices which can accelerate or increase the deduction for depreciation in the e early life of the asset, thereby yielding a tax shelter or tax benefit through the reduction of taxable income. With regard to specific types of equipment purchased which might be utilized in the operations of a revenue center, the private sector investor can elect what Is known as bonus or additional first year depreciation. This first year depreciation is limited in amount, but can represent a tax incentive to the 3 private investor. j 61 M M 4. The depreciation conventions discussed previously not only yield certain Immediate tax benefits, but in certain types of environments con convert ordinary income which is taxable at one hundred per cent (100%) into what is known as capital gains which has a preferred treatment under both the state and federal tc" codes. This'preferred treatment is, under present federal law basically a forty percent (4096) taxobillty of the gain on the sale of an asset. The -above- listing of tax inducermerts to the private sector represents a fairly complete -set of tax inducements which the private sector could utilize and would normally consider in their negotiations with the city. It is important to note however, that- the prudent investor in the private sector will look at all economic dimensions in the= light--of-rate of return on investment, and the ter dimension. of the anniysTs is only a portion of the total economic picture that the private sectoe will consider. In summary, it can be said that the private sector will be viewing potential relationships with the City of Lodi in terms of their rate of return. -on --investment as- it relates to the tax benefits and economic benefits related to such o relation- ship. The= private sector will basically be looking. for ownership -in. -one -form -or another, either passive or active ownership, and generally speaking will probably resist any control interventions from the government related to utilization- of active revenue centers. A combination, private and public sector undertaking, wouldprob-ably.reduce the. burden and risk of the city, but would-=olw.tend=to° € reduce the control that the city has over utilization of the FactUtietuntess the city is actively involved in the revenue center operation. 62 C C .� , ;� a M INTRODUCTION 1950 brought many changes to the Fairfield Community Center. Programs were moved out of the Center, new special events were introduced staffing has been changed, a new registration program was implemented and even the facility itself is in the process of change. During the year, Kinder -Gymnastics, Dancergetics, and all Senior Citizens programs were moved from the Community Center. This change of location caused a drop in attend- ance at the Community Center of approximately 3,028 participants per month. To partially off -set this drop in attendance, a number of new programs were introduced. A Christmas Party for pre-schoolers and a three day "Present to Parents" program for children ages 6 to 11 were held. These programs introduced a new segment of Fairfield's population to the services offered by the Recreation Department. When the Recreation Department reorganized, supervision of the Community Center was assigned to a General Recreation Supervisor. This reorganization, along with the Public Works Department assuming the major part of the cost for a night custodian, has decreased the cost of Center staff by $26,539.00. 1980 also brought a decrease in facility usage requests. There were 427 fewer applications processed during the year. This decrease is reflected across the board with only youth groups and public agencies showing an increase. This decrease in usage may be rehective of the new fee structure that was put into effect during 1979, but even with less usage, the Community Center showed an increase of revenue from facility rentals of $8,223.50 over 1979. This increase in revenue caused the cost per participant to drop by 9 cents. In January 1980, the City's new class registration program went into effect. The Community Center's box office is how the horde of the registrar, and it is her job to process mail -in registration, as well as those who come to the office to register from 10:00am to 2:00pm Monday through Friday. This new program has worked so well, that the Center's Game Room has teen closed and is now undergoing renovation so that the regis- tration program may expand to encbmpigs all the Recreation Department's needs. The staff is to facility usage groups. not recommending any changes in policy for the 1981 year, in relation and rental. Programs will continue to serve all ages and interest 0 P R O C E D U R E S NUFKR OF APPLICATIONS PROCESSED Individuals or orpoisatione applying for use MONTH APPROVED DENIED CANCELLED TOTAL or the Coruni�q► Cepter•are uested to fill out an JANUARY 9s 0 3 101 a�►plication idrm.s»4 submit it to the Center office to the dayi polor iiptivity. at least fivo,:(j) wdMlsi FEBRUARY •7 1 6 96 If fess art cf, r``e_ of the facilityi an *Estimated f�eility tTse Pead form is filled but taking into consid*ratio»..fes schedule, numbst� 4 MARCH Y03 o a iii hours. involTed, extrrk•pot`sonnfl services and alcoholic beverage surcharge, if appliot►ble. After a deposit APRIL 91 0 8 99 has been subtitled,e ilppl#tin is then �kppraYedY and processed, The ap�11 t i ec' ices a copy orr this 'fie itl►tt 110 0 12 122 form for their file$? Cos4u�ty: Cantor Will then -work with the sips,#pant to a4sess needs in tetrio JUNE 104 0 6 110 of set-ups. liahtl tients extra petsonnei, JULY 70 0 10 s0 decorations. etc. Tise.involved in ptoctspir' an application is AUGUST 73 0 6 79 bused on the mWitUd* of t?1+ In at #setin6 this to 1/7 SEPTEMBER $i 0 1 s2 type situation oan iveramtminntes hour while a tMo or three da,* pro,Sm W involve OCTOBER 83 Q 7 90 many hours.of staff time. � All City Dopsrtmonts are r tNsted to fill out an NOVEMBER t3 0 2 iS application form for a** of the •Ater. The only exception is; the Recrtwtionalrtaeat on regularly DECEMBER 90 0 3 93 scheduled classes. Any speci evenfi planned by.- the Department also undergoes the mese procedure as the general public or other City-oondueted pros. 1980 TOTALS: 1.073 1 72 1;146 1979 TOTALS: 1.451 0 122 _ 1;573 t c WHO USED THE COMMUNITY CUTER rn addition to the.re9ularly, scheduled Pro Am sponsored b- tw Recreation Department, the following groups, agqee44106 and individuais utilized the rairfield Cosamnity Center during a one-year period. Zr99-t different categories are suggested. The categories, as selected, do not take into considerittion repetitioeul use or 'gray areas', whereby an organisation may present an "educational" progras for the co'sisunity one evenniing and a fund-raiser another evening. ;. A. RECREATION DEPARTMENT (Other than )tisgalarly Scheduled Programs) 1979 1980 1. Aquatic Programs 4 twim Teams 13 10 2. California Parks i *,ecreation Society 3 0 3. City Center Special Pro9r�� 85 80 4. raixft id Adult Sports Associa 60 12 10 5. Jw4riatirm Commission 22 24. 6. 80sdiil Programs (ie. Ski Swag, etc.) 55 3'2 7. $toff (i.e. testing, staff mtgs, etc.) 140 114 8. Wheals i !Walkers Club 9 13 TOTAL$ 339 283' Reduction due to the opening of the Senior Center and the Sport Center B. CITY CONDUCTED PROGRAMS 1. Architectural Review Comittee 2. Attoky 5i 52 3. City -Council Council 6 4. Cit Manager 12 4 Cul dita Heritage. Cosedttee 1 r 6 . 1b i1iCiS"Qnta1 Affairs%CDO/Plash n9 55 36 + rinail be Department 3 4 . 8, hire bepartsent; 3 9. no",ifi 35 17 '} I to. Peoanel.: (Testing, etc.) 10 13 11. Public Safety 17 21 , 11. Public Works 4 2 _ 4 13. Senior Canter Advisory Committee 1 18 TOTAL 2 200 167 ! Y S`}'i ` - -. FYI. •' � �"}: 4S/^� ,'I! fY�' .. � 0 Q 0 HOBBY 1. Brotherhood of Vans 2. Cherie Club 3, Duplicate Bridge Club 4.. !'ltli4 Wo Couneil/Visual Arts 9. d.Oiioium.City .Gaiden Club 6. Lapj4ary Club 7, R64, o 4A4 CS Clubs S. Photography Club 9. Sierra Club 10. Solana Aquatics 11. Sbiiao Conaty :M= 12. Tanhi Club 13. we the Valley Stage Company irlirf old CciAplAity theater) TOTALI D. PRIVATE GROUPS 8 6 52 52 95 52 35 24 7 6 6 1 40 24 10 5 5 8 is 13 12 12 7 .8 297 206 1. A,x, seen Foundation 2 2., Masser Temple 1 1 3. Allstate Realtors 1 4. American Assoc. of Retired Persons 15 2 5. American Assoc. of University Vow 3 6 6. Anhouser-Busch 1 2 7. Aswhr Singles Club 1 8. Al 66tolic Faith Church 1 9. Ar*iio Boosters Club 1 1 10. Aiiist-A-Grad 2 2 11. A, oc. of Latin American Services 5 12. b4XX Notal Container 0ranp 1 2 13. fig kr6th•rs/Sisters i 2 14. 3100 Riw�wn Propert t 4 is. B;laiil�/American Club 3 16. Ca, forma Sluegrass/riddlers Assoc. 2 17. Csl�.fornia Canaolan Club 2 2 18. Children's Guild.of Solana County 11 6 19. Cho#aleulrs 4 4 20. Chtu'Oh of Latter y Sadat$ 3 21. CN`k, Federal Csedi�union 2 1 22. icatioa, Ito keza of Arrie�J► 2 23 ti��ipu3blic� �r 240 lyii +►igaa T!» 1. 3s� tb. =mpxovems�pt bistriht 2 . ,16. B 1, ,itrw Techao ' .1 Z . 7. 1"1t hd.Vp000te�l 1 1.:, 9 . ! Meld High Sghbq� . tedilmw _ ttee 4 ' w 30. !n} 0i ld' patent ?�04 h4ol. 1 1 3Ll f; VEM 31. !'irtield/Suisun Jaycees-Jayccttos 32, P000 Teachers Mood 33, rel/A*rican Retired!' Assoc. 34. y,1�Amarican WcOon.s Club 3S. t li ibo Casaeat .tj. Club 36. d ass Bottle slowere Assoc, 374 041444 Iwo society, Via. tea" ++eea Club 39.! 1 Club 10. ly irit Catholic Church 41. N,m teriors 11 424* gui boli Hawaiianub 4$. l itute of Pro'"ht V*!!odic , 0 44..},. rcaaunitY¢syi a� iui 4S. Jo re/American Cu tura4 Lea it 46. 41: i 1� Ccwrznaity 47. f iiia r Studio of bahco 40. X-1 11to Employees 49. xor,,an Assoc. of Fairfield SO. L+I t ette Star Social dt6 51 Sank 52.. Ll �s LVID JUrioc. 53. Ts hold Cence Studio 54. Mao,4onia Church of clod SS. Mei Atlika CulturalDance Troupe 56. Ma Kay Cosmetics S7. Met col Assistants Assoc. S8. Ma7tican/American Youth Organization 59. "tosumo Shrine Club 60. Ht. dermal Catholic Parish 61. Lodge 62. Mt. Calvary Baptist Church 63. krA:Cbaanoa Baptist Church 6S, Na�gsgoc. of Retired led. Employees 66. Na has lata 67. Nat Council of Pio Nown 68. NA4,04 gong of 2 doldsn Nest 69. Yeo.dol'.. Co.. of ?Aaltori 10. Nut. is Memorial 6cholarsbip ruh4 71. Ombudsmen 72. Operating Engineers 73. PaOific Hawaiian Club 74. Patoots without Partners 7S. Pr4VAte Parties 76. Py#Cb0oid` Social Club y9, no 64tvals/sand Practices 11 So 1 ice oye s :lnterhat;.onail SO; Sllvdrado, Square, tianoa Club dl. Shiloh Raptist huedh 82. Sooi�i Service ' 83. :801, Correc i Qf'ticer*, Absoc. 94 Solt' laid'1Y' 85. Solt Co Emplop` sec. 07. big Co Retarded, SOC, 89 :. SoLi Legal $ec}reiarie4 e9 * ~ Soli Co'. Reading Ass04; 00.> ` 3tanly►'Y soverly,T. go' ` 2 1 1 2 2 2 2 1 10 1 15 2 1 S 1 1 1 1 4 1 1 3 1 3 2 1 i 4 2 3 1 .p,. uta fta Y 2 2 6 6 3 1 3 2 1 s 4 1 3 1 3 1 4 1 1 1 1 3 -1 4 2 2 2 1 46- 3 22 10 1 1 3 3 2 1 1 N %o 91. it Stephen Church_ 92. AUSM Val 3 93. ,? Suirun 'Vaile' �� `Cantor 1 1 K ' 94 TQ' tuastTi ers 1 fh 95. T<t46witr to Cl =u 1 ` 96 4" 91. TOO 'City St 1 4 $-City E1k Clad S 2 99, United Oros r �'al�rliel4/9440pn, 86niors I 10. totedArssbris Noun 2 ;. 10 vot Valley. an 102, tl�ture Club of America .2 1 101. Veterans i wamess"'Aux. 104. Vittoria Prances *aup jg 1 1 105. }tear -Ever Aluminued 1 106. Weddings/Meeptions 74 67 107. Your Life 1 TOTALS 453 306 { f E. PUBLIC WCIES 1. AMC 1 2, Adult:Task Force 6 3. American Cancer $ociety, 1 ' A. California Bighwoy Patrol 2 1 S. - CWtllfornia Buiaan DOvelopslent Corp. 9 9 6. California DW:. 1 1 7.' Cel Trans 4 8. likations Departede t 2 3 9 1►ranchise ; Tax Board 2 10. irwin'Msaaorial Blood Sank 4 4 1 11. �Itl1111� `oW1 {NlNel �: S ; 12 rte Day .- 8ent6r . Plahniog C15uricil i ;. fission oa '�►g�i lls�ktinoii 14 12 lid, Intl"keot B�hrit qs S 4 13. l 14. Csosa ; . 3 4 IS lraacioco Coeiaeon 1 16. 'lal 8eanri a3is ra 4*1 18.", Co • 9bilht Training 40 2 n'J 19, Co. t:'tiii a :0, tet Z 3 •:Co.Me ei S�rVice e7 ' • t E'o. ldMe t Coy' 6 o 60 4 q `2,3. Co. Dip ltili41 24 ♦�� � llcerrei� Vb�i`s 1 .n ,Co • Bea i4�, t , 17 t do r20 14 27. coo. '!an$Jit, Bealth Z8. papatft 9 li Yq i::Co. ?ailcA Departswat I �_ ,1 rGyt x9. baa `Co., Pe"riiel 14 7 , r30._Plan#ifefq popartment S 7 31. Sd1a Co. BrobatiQn 1 7 -4 +�f t t �¢ r 32 s P471 , .Cos 2enblio NQrks �riepartaeent 1 r k + - a- tea-' t 33. dol. Co. Rape CriBis 34, dol. Co. Sheriff~' 3S. X. Co. Supe satn sot of Schools r 30. 1. Co. Tran►oto' tion Cou noO 33. �,. Co. Nater RM ouroes 30. ''irilvis deified SO�ool Di�trilct 3.9. th*"4 Nay 40. V.B. Army Recruit 41. t1.8, Census bureau TOTAL t FAIRFIECD/SUISUN UNIFIED SCHOOL DISTRICT 1. Armijo High School 2. District Meetings 3. Udsientary Schools 4. F4irfield High School S. lhtermdiate Schools 6. Bolano College 7. TC McDaniel/Gomer/Physically Disabled t. Valley Council, PTA 9. rgirfield/Suisun Adult School TCiTAL s YOUTH GROUPS 1. Bobby Sox 1. 'Scouts of AsNriea 3, C fire Girls 4. Scouts of Auiuericsa S. Little League 6. police Activities League 7. parner S. ' s'Ten" Io County 4-H 9. YMCA O: 1Patrfiold/Sui6dh Youth Footbaill TOTALS SERVICE GROUPS 1. cumber of -Cow nrch 2. Ifthange Club 3. F. 4. PASS' Lions Club S. Fairfield Lions C._b 6. lino Lions Club 7. G. 1 - 18 232 4 e a' 7 33 11 Ff r H. Y� 1 TOTAL t FAIRFIECD/SUISUN UNIFIED SCHOOL DISTRICT 1. Armijo High School 2. District Meetings 3. Udsientary Schools 4. F4irfield High School S. lhtermdiate Schools 6. Bolano College 7. TC McDaniel/Gomer/Physically Disabled t. Valley Council, PTA 9. rgirfield/Suisun Adult School TCiTAL s YOUTH GROUPS 1. Bobby Sox 1. 'Scouts of AsNriea 3, C fire Girls 4. Scouts of Auiuericsa S. Little League 6. police Activities League 7. parner S. ' s'Ten" Io County 4-H 9. YMCA O: 1Patrfiold/Sui6dh Youth Footbaill TOTALS SERVICE GROUPS 1. cumber of -Cow nrch 2. Ifthange Club 3. Kitknis Club 4. PASS' Lions Club S. Fairfield Lions C._b 6. lino Lions Club 7. Trade Club TOTALS � 41i s 13 9 3 227 5 58 17 11 13 2 9 S 120 13 S 4 4 is 35 20 1 1 101 4 2 S 3 7 76 29 4 6 4 19 34 13 3 11 123 10 12 1 3 6 1 8 - 1: S 2 1 - 18 232 4 e 29 7 33 11 101 4 2 S 3 7 76 29 4 6 4 19 34 13 3 11 123 10 12 1 1 2 1 4 1: 2 2 } 2 2 6 4 27 33 Ff r R 1 RECAP OF GROUPS 1978 a a z 1 tot X; 9b r 3h Rt t 1 .e f Y . c1JAN ��1[i ily �. 1 ii[[r � r 4 kak✓Sr r 1979 A. RECREATION DEPARTMENT 336 200 8, CITY CONDUCTED PROGRAMS 230 453 306 227 232 k .. C. HOBBY 354 27 23 1,764 1,416 D. jPRIV&X GROUPS 591 L E. PUBLIC AGENCIES 368 !. P/$ SCHOOL DISTRICT 155 G. COM"MZTY YOUTH GROUPS 134 H. SERVICE CLUBS 33 rjtR F •; , �, GRAND TOTAL: 2,201 a a z 1 tot X; 9b r 3h Rt t 1 .e f Y . c1JAN ��1[i ily �. 1 ii[[r � r 4 kak✓Sr r 1979 1990 339 203 200 167 297 206 453 306 227 232 120 76 101 123 27 23 1,764 1,416 f �k J F F i s 1 At t a ' M RECREATION DEPARTMENT C"VNITY CENTER PROGRAMS 2. DEPARTMENT SPONSORED SPECIAL EVENTS �. babysitter's Clinic 200 B. Cake Decorating Contest 300 C. Chewrle*oor's Clinic 300 200 D. E. Pre -Sc hp61 Christ;s Papty Special Chriits�as 1,046 t, #rogr*1m bridge Club 1,728 a. Chess Club 450 It. p0-spo�soes� �ePi�cl�►ti syax�s A. lairfie�¢ySuisun Uts Council 1,100 SnfTOTAL: 1. Sunda, at-tbs-teintAt 1,100 190 2. broliA ba¢ Conoirti 1,410 3. All Pitidne Te$titial 2,800 4. Jurisd Arts Show 1,615 .8. Pairlield Citric Theater Christmas Workshop 1. Theatrical Productions 3,272 PARTICIPANTS 4,224 10,197 III. OULTUXAL AM CLAUS 3,249 A. Number of Classass 1978 1979 1980 A. Minter Session -w- -79— -w- 2.. Spring Session* 42 48 41 3. tanner Session (2)* 33 41 SO w2 4. rail Session* t9 SS SO SnfTOTAL: 183 183 190 S. Christmas Workshop 19 :f y'} TOTAL: 183 183 209* _ 5 c va 1 S. Number of Students $n*p�lids 1. Minter Be cion 00 696 1,133 2. sprint Sejsion4 09 066 $27 3. Summt 06 • tion (2) 0 60 690 399 6. rail $**'Prom►�,� 660 1,003 0t6 $tJDM=t $,135 3,051 2,923 S. Christmas Workshop 4 326 TOTALt 3,135 3,051 3,2696• • Beginning with the Spring Session, Osncergetics cusses were NOY d to the Spo=ts Center. This represents a substantial re- duction in thi'nnaber of participants in the Coseunity Center class totals. F o• this increase of 190 participsgts and 24 class sessions ower 1979 is +t(ceptional Obeh taking into consideration the loss of Dancergetics, a very high participation level activity. This program increase reflects creative and vigorous program planning and turiementation. �14t P 1 _ } : A# � rl R s�i a l `�4 K U �;d 4 ACTIVITY ! /ADOLT CUSSRS kos (# . ) kos (tdto/Mv.) ►ditc�af►q ,or*" :oratiDg (Int./J1d�r.' s :.•: diristmos Workshop 2 Chiristrss Grafts " NOle¢oiht Ornaments 3 Nolidag kierowaw Dining r shtist uii Gtewwry 2 antii—nyj i y �y oWnta class :' Dan�rcis4 Disco Demos �u bsnosrgatcS Dow Obedilnce i btwipq i Osintinq %dible Weeds 4 floraiDesign r, Guitar . Santar•• Safety ' KnittiDq i.drochating 3 riiarwp"i CO*kJ q 4 P0090t, fit vloots S•ninar 2 0aMer.:� Puff x0to mechanics + t Quilting_ .. • Social, C�u� 1 Stained i ,i4aftd Glass 1 ' pil and ltotxr Camara F Fifa s SUBTOTAL! mi811..CT.mlt38�8 ; ��/�) 4 i•1 � : h colic j�o3rSlt 12 Guitar" ( �►) goot i` PasentL314 Ji4y $ ti ,licious Cook"� `81 lie 6 00 (Aodvi S 4 t 1 yT(jj� iV NIWER OF CLASS SESSIONS 1978 1979 1980 4 4 i 4 2 1 i 4 6 6 6 9 2 4 4 4 16 2 3 2 Y 6 4 IgZ 102 1 0 4 4 4 4 2 0 1 3 4 4 1 1 3 4 1 0 4 S 6 4 2 3 2 2 2 i 4 12 6 3 4 2 3 2 f 1 1 ' 4 6 4 4 12 i` 6 S 4 2 1 2 4 4 3 6 s s 1N Tw 4 1 Ki - 3 :.-. 4X�,Y a> . lie ;.f 133` z33 5 �r e 7 ACTIVITY NUMBER OF CLASS SESSIONS 1978 1979 1980 tocnx cxassas z`. Cake twecorttinq 2 1 1 Ceramics (5-8 Years) 6 S S ceramics (9-12 Years) 6 S S dwarleadinq Clinic I 1 • Christmas rorkshop at¢t 2 ' rtIsk ' Lny 'tgtii 2 2 1 I* �e i Rhrth" 3 2 Yout#I Sre 1 t Craltil l 1 S Drama Disoo OAnow i i 2 2 2 l 1 y ovitar 1 2 L t int Junior 001 0st 2 2 0 +#�" �`tochetinq 2 tl�'3s,r 3 3 Polynebiog 00ce 2 6 tiny Vots 12 10 9 f*Mlsr Arta i ftlt os 9 3 woodsculptn + 3 t �a SUBTOTAL: ST 9w a� n ' HEMI CLJ1$8E8 ,�YOIllM) bicycles 1 °Kt,; - L*tteriag"� 1 k� R TOTAL: 57 66 76 ��, A Listed under special Events a •r. Moved to Sport Center W} - HS RE COMPARATIVE ATTEIMCE -- TOTAL CORMITY CENTER USE BY MOM 1979 - 1980 24,000 23,500 23,644 23,000 1_"-`-f 22,777 22,500 22 530 22,000 r-''----, f ! f 21,500 f 21,000 20,300 20,000 Soo �4.di%I 1 i f i 19,723 f 19000 r13.� ;-----1 is 500 18,000 17,500 1 I 1 f t l y t. 1( 1 '! • 17,000 f ; ' f7, 03 16:876 16.590 11 L6 000 t i ! , / ! 1- - - - ; 13,300 13 740 1• 1 f'-1----1 1 1 ! 1 1 ! 1 1 /; � 1 w 1 •! 14,674 1• i 150000 14,500 1 f! 1 1 t 1 • f f 1 1 4272 f 3, 1 1! f` --- -t 1 • ! 14j494 14,637. ! • • 14000 1 1 13,500!11,11.10, 12,81112,95512,00011.500 11,00010,500 1 10 f 10,000, X10 �bmilim 4,500,' 9,000 JAN . Eta. HARC`If "RIL MY Jf311S JULY =a. SSPT. OCT. 19110 --- -- 1979 163,3474 *Dtatoase in **,,thly attendance has shown to be a result oil 1. Masses transferred. to the sports Center 222,641 2. **nior Center y 3. beoraase in wed reception* 12 OfLC.. P w- * FMLY RM USAGE - 1980 As R�11LY (;A= WW-TOZ CO-�--- cm MONTH Imm A#B*CoD PM m KISC.* 1979 1900 DIPME14CE 6,149 403 J,4jj quq A'W" 1 130 18,333 13,612 4,941 PSR MONTH Includes exhibit*, toc", registration,. etc. Senior Center opened. 13 N N 650 3,212 SOS 231 2,410 1,025 15,740 13,286 - 2,454 JAYIUART 5,253 IPMMVARY 5,544 4,234 375 �es Faso 2,t% Soo 16,349 I 14.126 - 2,223 kAMH 5,254 236 2,759 377 k69 2,716 1 1,200 19,637 12,911 - 7,026 APRIL APRIL 4,167S 333 3,750 .441 Soo 2,917 1,350 2;,530 14,272 - 8,259 kAi 6,795 245 3,227 414 360 3,040 1,200 23,664 15'e81 - 7,703 Jv"z 9,101 305 3,254 346 34 2,563 1,500 19,661 17,103 - 2,SS8 JULY** 3,485 192 3,957 460 231 470 1,635 14,494 10,430 - 4,064 AUMUST 5,032 210 3,120 460 261 1,000 450 14,674 10,533 - 4,141 Sz-PTEK3Mt 4,851 216 3,435 300 146 1,000 1,000 19,723 11,002 0,641 GcTOBZR 7,741 1S9 3,433 420 20S 1,679 1,000 22,777 14,637 8,140 :OVER= OVER= S,62S ISS 3,313 440 86 I'566 1,700 1.6,0;7 12,9SS 3,912 DEMBER 10,435 250 2,830 303 1 151 1,260 1,000 16,325 16,231 94 TOTALS 73,791 3,183 41,198 4 949 3JS9 23,477 13,S60 222,641 163,347 59,294 AMRAGE 263 6,149 403 J,4jj quq A'W" 1 130 18,333 13,612 4,941 PSR MONTH Includes exhibit*, toc", registration,. etc. Senior Center opened. 13 N N 13,560 MISCELIAMUS MIIVE M Miscellaneous 6,984 13,560 .:sseably }call 96,614 73,791 :aMe Roo" 6,929 3,103 Studios A.B,C.O S8,314 41,198 :onference Roos 7,408 4,149 Arts 6 Crafts 4.465 3,159 :lub Room 37,927 23.1 7 TOTAL: 222,641 163,347 s- 1 -r- COST OF OPERATIONS I. sxrr�ITn PAYROLL, community Center ruil-Time personnel Program Coordinator Clerk Typist Mareation Assistant Cosmanity Center Part -Time Personnel UTILITIES MATZRIALS ilecreational Supplies i Office Supplies TOTALS t�,,l' AeV'EIf�)ES 1979 $92,196.00 21,770.56 2,950.Cd - X116,916.56 1900 $65,655.33 23,712.11 5,593,23' *• - $96,960.67 PFAWMM 7401STRATION g0dorpTB $35,806.50 $35,076.00 00l81U112TY t:lalT a Facmin RENTALS 20,982.00 37,203.50 T..xOTAL6 ♦ $61,066.50 ♦ $72,2!1.50 t " t 1970 - $110,044.50 ♦ ;66,140.50 • - $52,068.06 1940 - $ 94,140,67 ♦ 472 xgi.SO ++ - $22,679.17 'thi• figure rallccta the 04a9re. in a t>Eti#9 *0 to the dipartMent-s reorgaaisatica. +• 2'liis`.fi tie -includes $2,238,38 for priAttisq of 0rogt*0 materials and publicity. i z Via- � p 1 15 p- i •.., .. , ,. •.. � •. : c4grNLYiaapw+Yww� AvwtK6eFcnauf x..wirer.n.�ws�e�osrsYa,xYaa+,.rNitv..;�dn4rma YAt�iY.ti+K';wan<�Nm-,+.�. x..�.. ,...... _....,._.-. ,... ...... ._. .. - HOURS OF USE 10,!58.5 TOTAL NOUAS or USE. 1910 13,290 Total hours of use, RaCR3ATIaK M MZOR CITISM COMUNITY 1978 12,767 31pNTH PROGRAM PROGRAM i OTIME TOTAL 11,961 JANUARY 463 166 436.5 1,045.9 8,63! 11AVARY 736.5 229 389.5 1.355 3,238 !MRC!! 560 226 395 1181 APRIL 373 207 301 881 KAY 360 232 328 920 Jt1ttE 300 211 323 835 JULY* 491 406 891 AUGUST 327 427 751 BRPT=0ffR 234 516 730 OCTOUR 463 270 733 mommit 575 365 940 DRCDWR 299 365 664 TOTALSt 5,161.5 1,271 4,524 10,958.5 senior Center opened. .f } 10,!58.5 TOTAL NOUAS or USE. 1910 13,290 Total hours of use, 1979 12,111 Total hours of use, 1978 12,767 Total hours of use, 1477 12,068 Total hours of use, 1976 11,961 Total hours of use, 1975 10,527 Total hours of use, 1974 8,63! total hours of use, 1973 5,842 Total hours of use, 1972 3,238 Total hours of use, 1971 set-up, preparation t clean-up are not included but average.frow 1/3 to 1/2 the UZ of use. This varies with the wagnftuds of the programs. r „,. ;:.,, 't. ..,i"�a'r•�9YEr...-.:',r .. .,.... • :-:. k r "s:::c.::�-�:i'AaSz� �&'s? '��•c.%:s,.:..,ru. r Y COST PER HOUR - - - - COST PER PARTICIPANT .A. COST TO OPERATE PER HOUR - 1980 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 $94,960,67 10,958.5 $9.67 $15.47 $9.13 $6.47 $6.35 $6.49 $7.54 $8.07 $8.32 $8.80 $8.67. .(expenses) (Hours of Use) (cost/Hour) 8 COST TO.OPEftIIT!/H *i *tmm Riv*00 8 - 1980 ;23,679.17 10,988.5 s $2.07 11.81 6.14 3.60 3.83 4.70 4.75 4.65 4.12 3.92 2.07 (c* Of (Flours At Use) fC60t/Hour) operation) C.. .`COST PER PARTICIPANT $94,960.67 163,347 + $ 58 .82 .51 .53 .45 .47 .50 .52 .52 .53 .58 (Expens*s) .(Atttsdancs) (Cost/Participant) 0'. COST PER PARITICtPANT MINUS SWZNtft - 1980 p 00 =2.2,679,17 163,397 $ .14 .62 .35 .30 .27 .27 .32 .30 .26 .23 .14 163,91y T<fT11L 1990 222,041 222,41 Total Attaad►as, 1979 205, S2 Total Atte, 1978 197,825 Total Attsc'. , 1977 180,1St Total Attendance, 1976 166,325 Total Attsndanco, 1975 144,726 Total Attsusdapcs, 1974 106,086 Total AttaWaucs, 1973 101,180 Total Attendaftcs, 19.2 61,700 Total Attendance, 1971 1,549,370._ . TEf1 $LAK TOTAL ATTOWCE AT TSE 1PA#RFIZELD CEIITER ys 1971 -'1 jt s �h Door ..� t 4 ' XITCHEN COR;,I D0 STUDIO C Door 0 C 5 pp M V obb a. 3 p9ibT MA �j rti SLg ,7 MRa.�S� ` 7iV` s ti i SyF ^^G ut 82.L'' +ar:T+• f k:.dL �I' I Al. 1x2111 1'i�11.N'1' : t dear I TI4 door s Closet Rest, Kitchen Rooms 0 y FAI( IELD RECREATION DEPARTMENP FAIRFIELD COWUNITY CENTER RULES AND REGULATIONS The following Rules and Regulations were lut ion 70-133 of the Fairfield City Council on and amended on adopted by Reso- July 21, 1970 Recreation buildins and/or facilities under the juris- diction of the City of (airfield Recreation Department are primarily intended for recreational use in c;,njuaction with the Department's activities and for public use. The following infor- mation concerns facility rules and proper proc6Zures for reserva- tions. Community groups shall be permitted and encouraged to make use of the Community Center facflitits for -recreational, educa- tional, cultural and other worthwhile purposes regardless of race., color or creed when such uses do not conflict with regularly scheduled Recreation programs, in accordance with the following rules. j, Reservations for use of facilities must be made in person by contacting the Comm unity Center office. 9 S 00AM - S : 00PM Monday through Friday, five (S) days- prior to the requested date of usage. An Appppl_i_cation for Use of the Communes Center form must be filed n -person ana approved by the e1i" cr ation Director or his designate. 21 Application forms must be signed by a resident twenty-one (21) years or older, living within either the boundaries of the Fairfield -Suisun Unified School District or Travis Unified School Disctrict boundaries. Fees will be paid, or a deposit (see page 6) required, prior to approval of facility use. Checks should be made payaTle to the FAIRFIELD RECREATION DEPARTMENT. Future reservations will not be accepted until outstanding bills are paid in full. 3. Permission for use of the Center will be granted upon the conditions that all rules governing use of said facilities will be followed. Permission may be revoked at any time for failure to do so and the group or individual will for- feit all fees paid. 4, The City of Fairfield Recreation Department is not respon- sible for accidents, injury or loss of personal property. 51 The individual or organization granted.use of the facility will be held respponsible for any loss or damage to the property caused by such use. `. H 04 0 4 0 LE 6' -INELIGIBLE onizations or individuals: A, Commercial businesses or professionals engaged in an activity for private gain or profit. B, For religions. meetings, services or gatheTins unless for recreationalpp4rposes. (State of California Constitutions Article XVI; Section 5- - Opinion of the Attorney General - 161). C, Non-resident groups are those groups with the maiority of the participants made up of persons not residing within the boundaries of the Fairfield -Suisun Unified School District and the Travis -Unified School District. 7. Initial control of lights, heating and cooling systems, public address sys=tem and other equipment is the responsibility of the attendant on duty and any changes -shall be directed to the attendant (refer to page 7 - 3A). B, Smoking is permissible in designated areas,and by adults only. 1.9, Refmr to ALCOHOLIC BBVERAGB POLICY for further information concerning this top1c. jQ, Mormal Hours of Operation.- Monday peration:Monday through Thursday 9:OOAj4 - lo:OOPM Fri -day _ }:ilOAi►f - x:64 ll� Community Center office and facilities are closed to regularly scheduled ppro rams on City Holidays. How- ever, rooms are availab a on a rental basis during City holidays with the exception of Thanksgiving; New Years Day; Cbristuas and Easter. Plans for decorati„ns must be submitted and approved no 1es3 thin five (S)'days prior to the event to the Center Director. Decorations must be removed when the group leaves the building. As Cellophane adhesives, nails, screws, staples, etc. in wallas woodwork or on windows is prohibited. B. All decorations must be fire -proof or of fire retardant materials. C, At no time shall exits be covered or obstructed. 13. An cttendant of the Recreation Department shall be on duty at all times and is responsible for the enforcement of rules governing the building. --2-_ 85 1L}_, No advertising, shall be exhibited and no solicitation or sales made in the building or on the grounds without the written permission of the Recreation Director. 15, -Reservations for use of facilities may be made up to one year in advance providing a deposit has been made. Reso*ation of the Assembly Hall on weekends (Friday, Saturday, $ Sunday) is limited to no more than two (2) major events within a one-year period. (EXCEPTION: If application is made four (4) months prior to the requested date of usa and facility is available, a third reservation { can berade. ) 16, Only Recreation Department sponsored or co-sponsored programs may be scheduled on a recurring basis. e 172 Security Officers may be required to be on duty by the Recreation Director during certain events (i.e. dances, concerts, teen activities, etc). Services of the officer(s) will be paid for by the group. Proof that the required num- ber of security guards have been secured must be submitted to the- Community Center no less than five- (S-). days. prior ss to the event. Failure to do so can result in cance=llation of the event. Chaperones may be required to be on duty as determined by the Recreation Director. during certain teen events_. This -list. must be completed no less than five (S) days prior ,Q -to the event. Failure to do so can result. In -cancellation .of the activity. 19, On rare occasions it may be necessary to reschedule or relocate a program previously authorized within the: facility due -to a schedule conflict. In this event the roup, or individual, will be given advance notice by t e Recreation Department in order that the change does not greatly inconvenience the party, or parties involved. ZQl The City of Fairfield reserves the right to make fee modifi- cation or adjustment at any time. C C. FAIRFIELD RECREATION DEPARTMENT FAIRFIELD COMITY CENTER ALCOHOLIC BEVERAGE POLICY The following Alcoholic Beverage Policy was adopted by Reso- lution 70-1.33 of the Fairfield City Council on July 11, 1970, :and , was amended on a Consumption of alcoholic beverages is prohibited within the Fairfield Community Center except on special occasion,. Permission to serve alcoholic beverages (wine, beer, etc.) may be grantedby the Recreation Director providing the group is in compliance with the rules and regulations as set forth. 1, A copy of the approved A.B.C. Application form or caterer's license to serve alcoholic beverages must be completed and submitted to the Recreation Director two weeks prior to the activity along with the necessary deposit Tees. 24 A Security Officer may be required, by the -Recreation Director, to be on duty on the premises during the serving. and consumption of alcoholic beverages. Determination of the number of officers required will be -made by the Recrea- tion Director on the basis of the :nature- --of the acV.-t i y and the number of people in attendance. j, A caterer's license is required along with all other appli- cable licenses (i.e. A.B.C., etc.) whenever charges are made on alcoholic beverages. 4, The individual or groups reserving the Community Center assumes the responsibility for the conduct of guests at the function. These procedures are set up for the pro- tection of both the group involved and the Community Center facilities. 5, Groups or individuals must be in compliance with all other rules and regulations as set forth by the Alcoholic Beverage Control. --4-- E:YA K_. !:�'% F I HLD RECREATION DEPARTM&i s. .® E. f e SCHEDULE OF USE FEES t The following Schedule of Use Fees was adopted by Resolution 70-133 of the Fairfield City Council on July 21, 1970, and amended on A A. SCHEDULE FEE "A" SHALL BE APPLIED TO THE FOLLOWING: 1, Fundraising programs where some form of admission fees (i.e. donations, ticket sales) are assessed in order to gain admission. 2, Closed ggroups, or events with membership or attendance re- stricted to specific persons (i.e. private clubs fraternal organizations, lodges, college fraternities, recitals, pri- vate parties, etc.) Bo SCHEMU FEE "B" SHALL BE APPLIED TO THE FOLLOWING: - 1, Recreation Department programs. 2, City -conducted programs 3 Public suppported= and/or affiliated agencies --sponsored pro -' grates during normal operating hours on a non-recurring, non - fund -raising or admissign basis. These agencies sha=ll r-ema-In in the 'no fee' category contingent upon the continuation of reciprocal -facility use agreements between both public agencies. Personnel fees.may be charged for services involving use of A&seubly Hail $ S-tudios A -B -C combined. y, Recognized- community youth groups during normal operating hours on a non-recurring, non -fundraising or admission basis. (17 gears and under or high school and under). Personnel fees may be charged for services involving use of the Assembly Hall and Studios A -B -C combined. 5. Fairfield hobby groups - This classification includes hobb ggroups that are non-restrictive in membership. Special hohy interest groups that are entirely open to the public regard- less of race creed or religion. All meetings and special_ events must Is open to anyone interested and not limited by special sponsorship, membership or invitations by members. These groups are made up of individuals interested in,'a speci-' fic hobby (i.e., stamps, antique bottles, photography,gems, rocks, etc.). Meetings must be on a non-recurring, non -fund- raising or admission basis. Personnel fees may be charged for services involving use of Assembly Hall $ Studios A -B -C combined. NOTE: For uses, events or groups not included in the above use categories, or where in the judgment of the Recreation Director, the City of Fairfield and/or the general public will be benefited, modifications to the above shall be t permitted. The Recreation Department may request a copy of the organiza- tional by-laws before a determination is made as to which category a group or organization is placed. r --5-- 98 FA IELD RECREATION DEPARTMEN 0e Airfield Community Centor SCHEDULE OF USE FEES ROOM OR FACILITY Y A B rel 0 Nis • Assembly Hall $2S.00/hour NO CHARGE Minimum 3 hours Assembly Hall Kitchen Minimum 3/ NO CHARGE hours Individual Studios A - B - C D S=tudios A B - C (Combined) Studio B Kitchen Club Room Club Room Kitchen Cctfa?QAce- I oox Arts $ Crafts Room LOBBY Areas $10.00/hour NO CHARGE Minimum 2 hours $20.00/hour NO CHAR" Minimum 3. hours $10.00 Flat Fee NO CHARGE $15.00/hour NO CHARGE Minimum 3 hours $10.00 Flat Fee NO CHARGE $=iS. 00/hour Minimum 2 hours $10.00/hour Minimum 2 hours $10.00/hour Minimum 2 hours i ii & afj ":� NO CHARGE NO CHARGE Alcohol Surcharge $2S.00/day N/A (Non-refundable Surcharge custodial fee) DWOWi Ndf of to tod oat e,a sm b mgoimd a die Use to ku dan $400 1t do aadnnled flew *W $ 4 0 0 or mono. e $ 2 0 0 boidiss dpeelc ownt aeo�poiry do mu don form cAWLE'Lii►fiioti'ss' tfk J-awnbty Heil-andlor sa4ai ' - - G, tcomaned; will malt in mfund of all but $10 of the deposit should the activity be ca,colled two (2) or mom montfa orio► to the 7bht dgvdi " be jodWW for c owelladopu whkh we not processed befom the two-montle desdbw Them is a 10 VhWp for all adwr facility cancellations which must be made five (5) days prior to the event. M attar to preralbrA , a owwWWden fora+ ~ be aaibowltud in FMMM to the Cewmvnft Conn► dWkV � eM n Berta. CwmvNrdaea *W& do NO r**** a rsfmod an be p -an -1 14 boy phaco. ................................. --------------------------------- Conventions, -------------------"------- ---- Conventions, workshops, conferences, seminars - negotiable through the Recreation Director's office. 89 ADDITIONAL CONSIDERATIONS 1, For uses, events or groups not included in the above cate- gories, or where in the judgment of the Recreation Director, the City and/or oublic will be benefited, modifications to the above charges shall be permitted. 2e SET-UP / CLEAN-UP SEI - UP: Use charges for rental of the Assembly hall, Club Room an Studios A - B - C (combined) shall guarantee a minim= of two (2) hours immediately prior to the event. This does not include use of kitchens. If additional time is required .for s-et-ugs, the hourly operations/personnel fee will be charged for hours immediately -prior to the event. CLEAN UP: Every group has a 30 -minute grace period in which they are expected to clear the facility of all equipment and supplies brought in for the event. If additional time is re- qu red for clean-up the hourly operations/personnel fee will be ° charged for hours immediately following; the event. For example, a dance held until midnigght should have all patrons out of the building at midn.ight and clean up must be accomplished -hy. .12. 30AM. The group is responsible for clearing off the tables; taking down and dispos=ing a£. cavations.; cleaning and clearing kitchen area; etc. All items brought into this building are expected to be removed immediately upon com- pletion of the event. The. Community Center cannot be responsible for supplies or equipment left in the building. Applicants may be subject to additional billing* upon comple- tion of activity for violation of clean-up policy (i.e. exces- sive xces-sive trash thrown on floors, kitchens not cleaned, etc.) 3, OPERATIONS/PERSONNEL FEE: A, Personnel (ticket takers, projectionist, lighting system, sound system) • =5.00/hour. Extra custodian* ($S.00/hour 2 hours minimum) for spe- cial set-ups (i.e. risers, etc.) and clean-ups. NOTE: ROOMS ARE NOT AVAILABLE for rental between 2:OOAM - 6:OOAM or on SUNDAYS PRIOR TO 12:00 NOON. --7-- 0 0 w ARTSru somI lo low STAGE cc ARTS lx0 PLATFORM-- aj CRAFTS INK rruolo- 2 CERAMICS SrUO10 3 COURTYARD CLUIR ROOM M z w GAME ROOM MULTI -USE ROOM Storage Janitor TTS- � y 0 7 0 CITY OF DAVIS VETERANS' MEMORIAL CENTER THEATRE INVENTORY OF STAGE EQUIPMENT JUNE l979,.1'--:,.'.1 Lighting Equipment 29 6 x 9 elipsoidal spotlights 5 6 x 12 elipsoidal spotlights M 6" fresnal spotlights 5 four circuit striplights 3 12" scoops 10 4 way barn doors 10 12' cables with 20 amp OSHA new style twistlock plugs 10 i-cablts--with 20 amp OSHA new style try stlack plugs 2 54' cables with 20 amp OSHA new style twistlock plugs 75 7" gel frames 3 12' scoop frames 1 120 circuit 24 dimmer cross connect panel 1 3 scene preset SCR lighting control console 1 24'SCR stage manager's lighting control panel Fly, =System - 9- line. sets 1 pin rail 3 sarA bags 7Z black velour legs 5 black velour boarders 2 pair "rotodraper" pivoting arms 1 roll drop movie screen Miscellaneous 5 intercom headsets 4 work tables 1 prop cabinet Stage Dimensions 48' front of forestage to back wall 40' front of forestage to cyclorama 60' wide wall to wall Procenium opening 18' high x 38' wide Practical acting area with pit cover removed 35' deep x 30' wide 93 EITY1. 226 F Street' Davis, Gitforrnia S5616 MQ 756-3740 iiisS Z-0 —U -3-1-1L Toa have rasped to be reltevid of the regdIresant of providing, a liability ftsurnme -policy as -required of--pe=Ittess using City facilities 10 because of the cost of obtaining abort-te= liability insurance coverage. After reviewing, yoar.request, the City of Davis Risk Manager hereby waives thi requirement that such insurance be obtained. It Amid ba. -noted-, however, that the conditions governing- the -um-of City facilities -.provide that this pernittee shall bold the City ba alssa- fron: liability and -provide a legal defense to the City in --connection with any ant all claim for damages, etc. This agraesent to bold- haral"s -somethat.-If a loss occurs, _lou and sabers of lour -group- err bs_-`bheld personaLlr- to--re3aburss the City or 1u -fosse varrier r swk loss. ft other words, the City does not valve the-oUlgitioa- of you and your group to- reimburse the City and its insurance carrier for defense and liability dua to any claim against the City resulting from your usage of the facility. ROBERT A. TRAVERSO Rist Manager Date I have read the foregoing notice. Type of Activity: Dated: C Activity Data: Persittee Sponsoring Group: UOTEt This form :asst be signed by the person making application for use and suet be attached to your reservation in our office prior to your activity. E 94 •1. The applicant should arrange to preview the facilities to be ranted so that they know the capabilities and limitations. Call the Veterans, Memorial Canter (758-2770) for an appointment to preview. 2. Applications for use of the Yeterans' Memorial Canter are available at the reception desk in they Canter or from the Parks b Community ° Services Department at City Hall. 3. The application should be filled out and returned to the reception desk or mailed tQ: Yeterans' Memorial Canter. 203 fist Fourteenth Street, Davis . CA 9916. , A SM.00 deposit must accaopar Y all appl i - caticOs involving rental fees. No Oho"reservatioal are accented. 4. In the event that a reservation is canceled by the applicant the Yeterasts' Humarial Center must be - notified ot man" before the scheduled event for Via deposit.,to be rater W. S. -A cleaning/damage deposit will be charged for events held in the Center. This- deposit is raf xUbl e If the facility is left clean and in order :as- datermi ned by the: building supervisor. Appl i cants ant check with the supervisor before l eavinq the building. S. The cleaning/dange deposit and rental fees must be paid no later thin am month in ad of tat: sciteduled even . 7. The' nof=1 .tars of operon for thQ Veterans' ?%Mrial CentW aka fram 8:00 a.m.-11:00 p.&. weekdays (Sunday thru Thursday) and 10:00 &.a. -12:00 midnight weekends Friday and Saturday). No reservations will be a beyond 1:00 a.m. EvWft that last beyond 1:00 a.m. will be charged over- time tat a rata of 57.75 per hour) in addition to the rental rate. No refwtds will be made of wwcpended rental time. Office hours at the Veterans' Memorial Center are 8:00 a.m. - 12:00 noon and 1:00 - 5:00 p.m. Monday thru•Friday. 8. When alcoholic beverages are being served the City reserves the right to. require the user to have security guards present. A permit is required If alcoholic beverages era being sold. 9. Any group charging a fee must obtain a permit imam the Finance Oapartment located in City Halt, 226 F Street, at least 10 days prior to the activity. Selling of food items must be approved by the. County Sanitarian. - 10. Special electrical needs must be cleared through the City Electrician at least 10 days prior to the event. 11. No animals, except teeing eye dogs, are alicwed.in any City facility. 12. Noise levels within public buildings must be consistent with applicable City ordinances. CITY OF DAVIS VETERANS' MMORM CENTER FEE SCNE ME Ixty 1. 19#0 LL : fa Per, Hour id t llpn-rgsident :2= Mttt ti_,�tt�gs� � � 60: x 80 fistAssmbly - 685 persons 17.54 35.00 ab square feet Dining - 320 persons Stating - 640 persons Kim Two groups may be assgiedkiatcbenspre 5.50 7.50 durinbcon- current functions. only - large appliincss available$ no Utensils. CSA -000 40 x 40 flet Assembly - 200 persons 14.54 29.00 _1.400 square feet Waing - 94 persons Sersting - 212 persons Game R 32 x 28 felt Stating - So persons $96 square feet Studios I, 111 -111 Each 19 x 26 Studio i:t - Clay 6.00' Combined • 900 square Studio feet (I and II) Table and chair usage subject to prior reservation. Please check with reser- vation desk for seating capabilities and special use restrictions. e � ab 96 October 13, 1977 1. All deccrative�materials small meet Class II flame spread specificAtions (shall not be readily ignitable) or be Elam tatzrAart treated= to Class II standard. Z. AU -exit -doors shall be -unlocked and shall not be obstructed by any -moans. 3. When smoking is permitted, non-combustible ashtrays shall be provided on each table and at other conven- ient_ glacas- aw aaewmaxT, 4. The number of--parjonr in AM assembly area shall not G=eed that- avms= �Which is posted designating occupant load. No open fi *ate devices_,_ including candles are to be s use- #a= -nay= eta �, a=sa_ Without receiving Written perwissf for vuch- se from- the Davis Fire Depart- ment Bureau of Fire Prevention. s v �• , Division Chief CIL:pf cc: File a 97 The following are saga of the things that users of the Veterans' Memorial Canter mast understand- before '_usa of-thi,:facilities. The deposit paid b7 your grMP is • ���t►�_� !and ovar- tine- ref able deposit ' 3.f all conditions are set. Each, ;roup is UQMW to do theft ova cleanup which lacludssr 1) All floors used by a soup swt be -left as cl"-.4 after use as they were before use. This includes sweepiu i.:"pping+ and oitvecasioa vacwin . 2) All tables and chairs- used by -a iron- rust be left clean. 3) All decorations removed and disposed of. 4). It is recommended that a member of each group contact the building supervisor before a- function --begins- to --discuss the cleaaap procedures and theelequipment available.. S) Before a group has officially lett the building a member of the group lust check with the buIJAI g supervisor for an acknowledgment -that the clan p is cnsplatOL-* d), 1 nota for Wedding , rsc spttoas --rlcs =cannot bbroMn ta- side the building. Also,:_many- wedding- - sn agreement with thair caterers to clean up after -the recep- tion. It should be understood that In most cases the caterers will not clean floors so additional arrangements must be made to finish the cleanup. *These rules are most important for groups serving food and/or drinks as they tend to require more cleaning. Fil AVON City of Davis Life Enrichment Department (916) 758-2770 APPLICATION FOR USE OF VETERANS' MEMORIAL CENTER 203 E. Fourteenth Street Activity Planned Application Date = Nature of Function Open to Public Private` Name of Group Size of Group. Date(s) and Hours of Reservations Rooms) Desi -reds 1. Multipurpose Room: Whole Nor th South 2. Game Room 3. Clubroom 4. Kitchen 5. Conference Room 6. Studios I and iI 7. Studio III (clay) 8. Equipment: 16mn Movie Proj. Slide Pro j .i Screen Coat Rack --Pochum Piano ' Cha lkboar-dV — Display ga—r3 Number of Tables Chairs Will There- be Food or Wi-11 There be Alcoholic Beverage -a Refreshments Served? Served/Sold? Will a Fee Be Charged? If Yes, Type Special Equipment being Brought in, Lighting Arrangement, Etc. Additional Comments Person Making Reservation Phone Address City I have previewed the Facility To be Used and Understand The Conditions for Use. (Signature) Fees: Rental /hour X Hrs . + Other Tota I -- Deposits: gleaning/Damage Other Total�� Total Paid Amount Refunded Date By ---- - rte` 4.. I . Before applying for use, the applicant should make an appointment with the Veterans' Memorial Center Supervisor to preview the facilities, in order to know the capabilities and limitations on space; and to discuss details. of the use. (Including lighting plans, special effects needed, and all other circumstances surrounding the proposed use.) 2. Obtain an application and fill it out; return to the Veterans' Memorial Center reception desk. 3, Pay. deposit azW receive use permit. 4. Plans for all decorations must be submitted to the facility supervisor (at the time of application) and .approved. Decorations must be removed when thegroupleaves .the Center. A. Cellophane adhesives, nails, screws, staples, etc., on walls, wood- work or on windows are prohibited. B. All decorations must be fireproof or of fire retardant materials - no candles. C. At no time shall. exits be covered or obstructed. 5. Posters or other publicity placed in the lobby and other areas of the Center must be approved by the Center Supervisor. 6.. Groups must carry their own liability insurance. 7. Activities -by minors must be supervised by responsible adults for the entire period of the activity. 8. Information about alcoholic beverage use is available from Building Supervisor. 9. Individuals or organizations granted use of a facility will be held responsible for any loss or damage caused by such use. 10. Individuals are permitted to smoke only in the courtyard. There is no smoking allowed in public assembly. C. 11. The City of D.ovis is not responsible for damage or claims for personal injury or death, or for claims for damage to or loss of property incurred in any City facility. 12. Equipment (including stage, draperies and lighting equipment) may not be removed or altered under any circumstances. Structural and electrical changes C. may be made only with prior approval of the facility Supervisor. 13. The City of Davis reserves the right to cancel any event or events with just cause. Priority is based on earliest date submitted. 14. The City of Davis reserves the right to require that security guards be present. 15. All fees and deposits must be paid in full 1 month prior to event. t: 100 MEMORANDUM E TO: Charlene Lange DATE: July 1, 1981 Community Relations Assistant FROM: Fred C. Wilson, Finance Director SUBJECT: Your Mena of 6/28/81 -Municipal Bond Issues Charlene, I am sending to you a copy of our 1965 Bond Prospectus. It will supply you with many of -the answers regarding -the bond proceeds method of financing municipal construction. Let me try to answer a few of your questions that you will not find in the prospectus. How :does one implement a bond issue? Most popular approach is to contract with financial consultants for their administrative services. We have used Stone and Youngberg on three or four occasions, but there are many other good ones. The consultants will coordinate the efforts of architects, engineers..,. legal, bond' printers, and paying. agents. All are a part of the -process. They also determine the amount of money needed and the best source of revenue for paying _off .the bonds, since with "Prop. 13" you cannot use proceeds from property tax, revenue bonds will have to be used in -Calif- ornia. The bonds must be redeemed from either pledged revenue or income from the facility. Not Property Taxes anymore. The financial consultants will draft the prospectus (the selling document) and get the bonds rated for you. They will tell the world how great we are and how easily we can pay off the bonds. . What fees and costs are involved? Financial consultants cost from three to ten percent of the issue - this cost will include the prospectus, a legal opinion, printing the bonds and the bond sale (quite a little legal advertising is involved). . Terms and length of issue? I presume that you mean what are the terms of the language used on the bonds and the length of time of the bonds. Standard bond language is used that spells out many things but for sure -ddresses what we would do with the money, constraints, covenants and other pronouncements. The term of years is a little flexible, but for the most part is set by the money market and your ability to pay, i.e. maybe no one will give you a real long-term at the time of bidding. On the other hand, maybe we can't afford too short a term. It's expensive. 101 Charlene Lange Municipal Bond Issues July 1, 1981 Page 2 . Your item on ammortization. I' -m- not aura -that I understand- your Vary as it was implied. But to ammortize is to spread evenly over a period of time. For instance, if - a bond- is sold at -more. -or less than- Us face value, it is- said to be sold at a premium or discounted. To the purchaser, he or she, amortizes this amount over the period of the life of the bond. An example would be: a 10 -year $1,000. bond discounted to $750. and returns 107E interest. The discounted amount of $250. is spread over the ten years, or $25. per year and adds tothe interest -of- .$100. (10% x-.$-1*000.). When you consider the discount of $25, and interest of $-100, your $750. will earn a yield of $100. + x.25. or 16 =66%. $ 750 As for todays interest rates_, the. market. isreal. new-ous .todayt We could possibly sell as low as 0 and as high as 10A yield whether discounted or not An example of the cost is that at Six for twenty years a million dollars would be $105,670. annually. If you can't handle that, the same for thirty years would be $93,000. annually. An election would be in the area of 15 110. FCW attachment 102 4 LODI COMMUNITY CENTER ADMINiSTRAT IV E- REPORT WORKSHOP i LODI DESIGN GROUP PRESZLER-6IHOP ARCHITECTS MORRIS & WENELL ARCHITECTS DAUBER-KIKUCHI INC. LANDSCAPE ARCHITECTS May 26, 1'981 The Lodi City Council, the Old LUHS Foundation and the Lodi Community Center Development Committee, through their desire for civic improvement, have requested an examination and review of the conditions under which a Community Center can be developed on the site of the old LUHS. On Aprit 1, 1981, the City Council awarded a contract totheLodi Design Group to help perform this task. Each member of the team has re-examined hit -views toward restoration work and new construction,. examined the current conditions and participated in some: phase of this intermediate report. The program, to date, is -to be updated and expanded upon as.. the Community Center Master Plan is developed. The urgency of the completion of the work is emphasized to us by the rapid rate at which deterioration of the facilities is occurring. Lodi Union High School was built in several increments from 1922 through 1964 -- the Gymnasium was, for instance,, built _as -four different .projects. Overall, the buildings were constructed of quo I1tymaterloI and from good to excellent workmanship. Although well used, they are basically `in -sound condition. Modern earthquake resistance requirements, year around mechanical systems, improved electrical systems and access for the handicapped, however, result in substantial costs for rehabilitation. The basic planning alternatives are as Wows. I. Demolish entire site -- re -develop with ail new facilities to suit a pre -developed program. 2. Remove foundation of Main Building and "lean-to" additions to shop facilities. Restore and use all other facilities. Develop program to fit. 3. Restore all facilities to useable condition including Main Building. Develop program to fit. 4. Combine some removal, not based on structural considerations alone, with some remodeling and, possibly some additions, to comply with a long tern program of usage. 5. Return site to private sector. At the present level of study, there appear to be opportunities for preservation that can result in considerable savings over entirely new facilities. Usages can be more restrictive, however, particularly for the visual and performing arts. On the other hand, excellent opportunities for developing recreational programs present themselves. There is, also, very strong sentiment in the community favoring historical preserva- tion of the existing facilities as much as possible. 103 ak The stastics, comparisons and other data in the Appendix are to be regarded as,badcgroa und;information frac which public opinion, design direction-and econom#c-projoctiom.can 6e formed. The Lodi Design Group will continue its efforts, with ccnanunity input, towards supplying a Master Plan document that can fixing- toge+er the many diverse interests into a workable program• MUSIC BUILDING 0 Entrances: North exits do not comply and. would require additional steps or raised grade. No access by handicapped is provided. F1rr Buitdirp is, fu11y sprtnklered, however fire accessories have been removed or damaged and wouldrequire replocement. Weotherproofing: Requires -new -roof, window glass, and maintenance. Finish: Point, new glazing of interior openings. Toilet Facilities: Requires maintenance and removal of privacy screens to accommodate handicapped:, and approval.-. for narrower doors or replacement. Electricat: Main service is presently interconnected with old main building. New power source-wiH-'hava-to be -,developed. It appears that branch circuiting untess'fvrther vandatized would.be usoeabte. -l►ll-fmtures--would-=require updating or replacement. Mechanical: A new heating and air conditioning system will be required to replace steam system. Plumbing system is unable to be checked without water supply being turned on. It appears useable. Alarm System: An updated fire alarm system should be installed If buildings will be used. This system would be interconnected with the sprinkler system. 0 105 AUDITORIUM Entrance/Exit: The number of exits and dimensions comply with cur -rent code (UBC 3315(a)); i.e.. Seats = 750 AE Exit Width = 750 50 = 151 Main Exit Req'd. a 7.5' min. or 9' If aisles- used for computation (3 aisles C4 31-011) Exits Provided: Main floor 4 x 6 - 241 2x3- 6 Balcony 2 x 6= 121 Stage 2x3= 61 Total for Bldg. 48 L. F. Fir* Protection: Building it -fully sprinklered and will have to be chocked for operation, if building Is used.. Alarm system will require update if building Is used. 10- W*atherproofirV, A now roof is required, New grilles, screens and rain deflectors over stage area. Now glazing or infill of existing window openings. Repair/Replocement of rain gutters and leaders. Finish: Acoustical treatment. Painting. Flooring of stage/repair or replacement due to water. damage. Toilet Facilities: New facilities are required if building Is to be utilized. Present areas have a coiling height of 6'-03" Handicapped facilities can be provided in cafeteria building. Electrical: The building presently is not powered, and would require at least a major update of the electrical systems for the building and the stag*, including developing a main power source, 106 108 SHOP BUILDINGS Entrances: Available to physically handicapped. Fin: Building. has no fire protection. Weatherproofing: New roof. New glazing. Finish: Major cleaning and painting would be required if these structures are used. Toilet Facilities: None are presently available in the building. Electrical: Depending on any change of use, electrical system is operable, although not necessarily meeting current code. Mechanical: No mechanicalsystems operate In these structures:. Ir 109