HomeMy WebLinkAbout02/27/2017
B A K E R S F I E L D
Staff: Committee members:
Chris Huot, Assistant City Manager Andrae Gonzales, Chair Christopher Gerry, Administrative Analyst Willie Rivera Ken Weir SPECIAL MEETING OF THE BUDGET AND FINANCE COMMITTEE
of the City Council - City of Bakersfield
Monday, February 27, 2017
12:00 p.m.
City Hall North
1600 Truxtun Avenue, Bakersfield, CA 93301
First Floor, Conference Room A
AGENDA
1. ROLL CALL
2. ADOPT MARCH 17, 2016 AGENDA SUMMARY REPORT
3. PUBLIC STATEMENTS
4. NEW BUSINESS
A. Discussion and Committee Recommendation Regarding Annual Audit Reports
ending FY 2016 – Smith
B. Discussion and Committee Recommendation Regarding FY 2017-18 CDBG, HOME,
ESG Action Plan – Tandy / Kitchen
C. Discussion and Committee Recommendation Regarding Adoption of the 2017
Committee Meeting Schedule – Huot
5. COMMITTEE COMMENTS
6. ADJOURNMENT
B A K E R S F I E L D
Committee Members
Staff: Chris Huot Councilmember, Willie Rivera, Chair
Assistant City Manager Councilmember, Ken Weir
Councilmember, Chris Parlier
SPECIAL MEETING OF THE BUDGET AND FINANCE COMMITTEE
Thursday, March 17, 2016 12:00 p.m. City Hall North – Conference Room A
1600 Truxtun Avenue, Bakersfield, CA 93301
The meeting was called to order at 12:04 p.m.
1. ROLL CALL
Committee members Present:
Councilmember, Willie Rivera, Chair
Councilmember, Chris Parlier
Councilmember, Ken Weir
City Staff Present:
Alan Tandy, City Manager
Chris Huot and Steven Teglia, Assistant City Managers
Christopher Gerry, Administrative Analyst – City Manager’s Office
Caleb Blaschke, Management Assistant – City Manager’s Office
Joshua Rudnick, Deputy City Attorney
Doug McIsaac, Community Development Director
Ryan Bland, Community Development Coordinator
Darin Budak, Assistant Recreation and Parks Director
Raj Mistry, Recreation and Parks Business Manager
Additional Attendees Present:
Theo Douglas, The Bakersfield Californian
Nora Dominguez, University of La Verne
Chuck Jehle, Mission Community Services Corporation
Clarita Portillo, Mission Community Services Corporation
Jesse Portillo, Mission Community Services Corporation
Moises Garcia, BTTW Inc.
2. ADOPT JANUARY 25, 2016 AGENDA SUMMARY REPORT
The Report was adopted as submitted.
/s/ Chris Huot
____________________________________________
Budget and Finance Committee Meeting
Agenda Summary Report
March 17, 2016
Page 2
3. PUBLIC STATEMENTS
None
4. NEW BUSINESS
A. Discussion and Committee Recommendation Regarding FY 2016-17 CDBG,
HOME, ESG Action Plan – McIsaac
Community Development Director McIsaac summarized the second-year of annual
entitlements of the five-year Consolidated Plan. These entitlements help to improve
the quality of life of low to moderate income neighborhoods, improve infrastructure
in the neighborhoods, and promote job opportunities for low income individuals. The
Housing and Urban Development (HUD) Community Development Block Grant
Program (CDBG), HOME Investment Partnership (HOME), Emergency Shelter Grant
(ESG), and Housing Opportunities for Persons with AIDS (HOPWA) entitlements for
FY16-17 are $5,006,930. This will be the first year the City will be administrating the
HOPWA program; the program was previously administered by the State of
California. The total proposed budget for CDBG, HOME and ESG for FY16-17 is
$5,043,930 – including revenues.
FY 2016-17 Proposed CDBG Budget:
The total resources available for FY 2016-17 are $3,260,214. This amount includes the
CDBG entitlement of $3,253,214 and project program income of $7,000. Staff
proposed the total resources be allocated as follows:
Total Administration – 20% Cap: $652,042
Long Term Obligations: $324,500
Public Services: $235,000. Services include Fair Housing Program Services, the
Bakersfield Senior Center, and the Alliance against Family Violence.
Low-Mod Benefit: $2,048,672. Services include Home Access Grant Program,
Curb, Gutter, Sidewalk, and Reconstruction of several areas including: El Toro
Area, Union/Brundage Area, Castro Area, P Street Area, and the Oleander
Area; Martin Luther King Park (MLK) Lighting Improvements – Phase 2, and the
replacement of the Playground Shade Structures at three locations: Beale
Park, Wilson Park, and Stiern Park.
FY 2016-17 Home Investment Partnership (HOME) Budget:
The total resources available for FY 2016-17 is $1,111,282, 10% of which was set aside
for administrative costs. This amount includes the HOME Entitlement of $1,081,282
and $30,000 of projected program income.
Staff estimates that the total Program/Project Costs and Direct Delivery for FY 2016-17
is $1,000,154. This Program/Project cost includes $166,692 in HUD mandated
Community House Development Organization (CHDO) sponsored projects, and
$833,462 for New Construction.
FY 2016-17 Emergency Solutions Grant (ESG) Budget:
The total resources available for FY 2016-17 is $287,896, 7.5% of which was set aside
for administrative costs. The total resources are allocated as follows:
____________________________________________
Budget and Finance Committee Meeting
Agenda Summary Report
March 17, 2016
Page 3
Staff proposes $172,736 in emergency shelter to fund the Flood Ministries Street
Outreach ($22,456), the Bakersfield Rescue Mission ($63,912), Bakersfield Homeless
Shelter ($63,912), and Alliance Again Family Violence ($22,4567); and $92,568 in
homeless prevention to fund the Bakersfield Homeless Center Rapid Rehousing.
FY 2016-17 Housing Opportunities for Persons with AIDS (HOPWA) Budget:
The total resources available for FY 2016-17 is $384,538, 3% of which is set aside for
administrative costs. Staff proposes allocating $373,002 to Kern county Public Health
to administer the program.
Chuck Jehle with Mission Community Services Corporation (MCSC) stated that his
organization helps create new jobs and new businesses by providing job training classes
for free. He provided the Committee with a written statement.
Jesse Portillo an instructor at MCSC stated 69% of new businesses fail within the first two
years of starting up; MCSC provides services to new business owners in hopes of lowering
that percentage.
Clarita Portillo an instructor at MCSC stated she encounters several business owners who
are trying to make a difference in their lives and the lives of their children; attending the
classes provided by MCSC helps them make it a reality.
Moses Garcia with BTTW, Inc. stated he took the training offered by MCSC and now runs
a successful tire shop corporation.
Nora Dominguez with the University of Laverne stated there is a lot of outreach and
assistance for established local businesses and far less for new businesses. The University
of Laverne partnered with MCSC approximately six years ago and has seen the demand
for their services grow.
Committee Chair Rivera requested staff provide him with a list of streets completed
with CDBG funding in Ward 1 for FY 2015-16 and a list of streets expected to be
completed in FY 2016-17. He also asked what the MLK Park Lighting Improvements
project entailed and why staff was proposing to allocate additional funding for the
project if work had not yet begun after receiving funding in FY 2015-16.
Recreation and Parks Assistant Director Budak stated the project entails replacing all
the current light fixtures inside and outside the MLK Park including the recreational
facility, as well as the installation of additional light fixtures outside in the park.
Community Development Director McIsaac stated that the original concept for the
project was envisioned to be funded in phases.
Committee Chair Rivera referred to the FY 2016-17 CDBG Assistance memorandum
included in the packet and asked if the assigned priority number referred to the
urgency in completing the project.
Community Development Director McIsaac stated it did not as projects are worked
on simultaneously and completed at different times.
____________________________________________
Budget and Finance Committee Meeting
Agenda Summary Report
March 17, 2016
Page 4
Committee Chair Rivera asked if the administration funding allocation in the
proposed CDBG budget paid for staff, and if so, how many.
Community Coordinator Bland stated the allocation pays for approximately six full
time employees in the Economic and Community Development division.
Committee Chair Rivera requested a report detailing what percentage of salary is
covered by the CDBG budget for each employee. He proposed delaying the
allocation for the MLK Park Lighting Improvement project and instead allocate
funding for the MCSC small business training project. He would also like to allocate
funding for the Mexican American Opportunity Foundation rehabilitation of Vida
Scott Center with the condition that staff contact the County and explore the option
to jointly fund the project.
Committee member Parlier expressed his gratitude and was pleased to see the
Castro Area curb, gutter, sidewalk and reconstruction on the list of projects being
funded.
Committee member Weir asked if a vote on the action plan was necessary and
whether the $100,000 proposed allocation for the MLK Park Lights Improvement
project could be left unallocated until a later date.
City Manager Tandy stated that there are posting notification requirements.
Community Development Director McIsaac added that the proposed spending plan
requires a 30-day posting notice prior to a hearing and an adopted Action Plan
needs to be submitted to HUD by mid-May. Community Development Coordinator
Bland stated funding can be allocated to a generic project and changed to a
specific project on the hearing date by the City Council. The public notice must
state all funds are fully allocated but changes to projects and allocations can take
place during the hearing.
Committee Chair Rivera made a motion to present the proposed Action Plan to the
full City Council with the following changes: adjust the total funding allocated for the
MLK Park Lighting Improvement – Phase 2 project to $75,000, allocate $25,000 to
MCSC. Staff is to contact the County to explore the possibility of jointly funding for
two projects: 1) the Mexican American Opportunity Foundation’s rehabilitation of
Vida Scott Center and 2) the MLK Park Lighting Improvements project, as the park is
in County boundaries and utilized by County residents.
The motion was unanimously approved.
5. COMMITTEE COMMENTS
None
6. ADJOURNMENT
The meeting adjourned at 12:55 p.m
HKCJBJUWFHWJ:GOFGP FW
CGGWJBEOKHWGVEExX9x89X7xj ’&5Pk5qEwE–IPLkGGT5k&WPEETUJ
W V )&5&(T:GkE–Tg&(ET5BE’IqgE’&W5LIG
RF CV fkGP&5EpJERAIq3DEFI5T5LkE,I(kLq&(
KHWGV xx9Xh9X7xj
THFKV E
USNIGMWV EmWBIqESkK&(qPEq&E:kESkNk((kBEq&EdWBykqET5BEFI5T5LkE’&AAIqqkkb
E
xJE ’&AK(k3k5PIUkEm55WTGEFI5T5LITGESkK&(qEr’mFSHEN&(Eq3kENIPLTGEgkT(
k5BkBE.W5kEh7DEX7xjJ
XJE my(kkBEvK&5E’&5BIqI&5PESkK&(qEN&(Eq3kENIPLTGEgkT(Ek5BkBE.W5kEh7D
X7xjJ
hJE mWBIq&(E’&AAW5ILTqI&5EuIq3Ea3&PkE’3T(ykBEuIq3El&Uk(5T5Lk
rRmRExx8Eckqqk(HEN&(ENIPLTGEgkT(Ek5BkBE.W5kEh7DEX7xjJ
8JE i5BkKk5Bk5qEmWBIq&(PESkK&(qEME’&AKGIT5LkE-Iq3E’&5q(TLqWTG
SktWI(kAk5qPE(kGTqIUkEq&Eq3kEdTek(PNIkGBERW:(kyI&5TGEuTPqk-Tqk(
–T5TykAk5qEsGT5EN&(Eq3kEgkT(Ek5BkBE.W5kEh7DEX7xjJ
nJE i5BkKk5Bk5qEmWBIq&(PESkK&(qE&5EmKK(&K(ITqI&5PEcIAIqEu&(eP3kkq
rlmffEcIAIqHE&NEq3kE’IqgE&NEdTek(PNIkGBEN&(Eq3kENIPLTGEgkT(Ek5BkB
.W5kEh7DEX7xjJ
jJE i5BkKk5Bk5qEmWBIq&(PESkK&(qEMEST:&:T5eEm(k5TDEa3kTqk(D
’&5Uk5qI&5E’k5qk(DEdTek(PNIkGBEiLkERK&(qPE’k5qk(EoEd(Iy3q3&WPk
fkq-&(ePEmAK3Iq3kTq(kEN&(Eq3kENIPLTGEgkT(Ek5BkBE.W5kEh7DEX7xjJ
UWHRROFGM CCGBKHWJ BV
RqTNNE(kL&AAk5BPE(kNk((TGEq&Eq3kEdWBykqET5BEFI5T5LkE’&AAIqqkkJ
NHMDEF SBKV
xJEEa3kE’IqgCPE’&AK(k3k5PIUkEm55WTGEFI5T5LITGESkK&(qEr’mFSHDEL&AA&5GgE(kNk((kBEq&ETP
q3kEm55WTGEmWBIqESkK&(qDEN&(Eq3kENIPLTGEgkT(Ek5BkBE.W5kEh7DEX7xjE-IGGE:kEK(&UIBkBEq&Eq3k
’IqgE’&W5LIGEK(I&(Eq&Eq3kEPqT(qE&NEq3IPEAkkqI5yJEEmEL&KgE&NEq3kE(kK&(qE-IGGETGP&E:kE&5ENIGkEI5Eq3k
’IqgE’Gk(eCPE&NNILkEN&(EKW:GILE(kUIk-JEEa3kE’mFSE(kK(kPk5qPEq3kE’IqgCPENI5T5LITGEPqTqkAk5qP
TPE&NE.W5kEh7DEX7xjDE-3IL3ET(kETWBIqkBE:gEq3kETLL&W5qI5yENI(AE&NEd(&-5Em(APq(&5y
mLL&W5qT5LgE’&(K&(TqI&5JEEa3kELW((k5qEgkT(ETWBIqE&KI5I&5EIPPWkBE:gEq3kE&WqPIBkETWBIq&(P
I5BILTqkPEq3TqEq3kE’IqgEL&AKGIkBDEI5ETGGEATqk(ITGE(kPKkLqPDE-Iq3ETLL&W5qI5yEK(I5LIKTGP
yk5k(TGGgETLLkKqkBEI5Eq3kEv5IqkBERqTqkPE&NEmAk(ILTJ
E
XJEEa3kEmy(kkBEvK&5E’&5BIqI&5PESkK&(qEIPEBkPIy5kBEq&EI5L(kTPkEkNNILIk5LgDEI5qk(5TG
L&5q(&GPET5B9&(ENI5T5LITGE(kK&(qI5yET5BEI5LGWBkPET5gE(kK&(qT:GkEL&5BIqI&5PE5&qkBEBW(I5yEq3k
mWBIqJEEmEL&KgE&NEq3IPE(kK&(qE-IGGE:kEK(&UIBkBEq&Eq3kE’IqgE’&W5LIGEK(I&(Eq&Eq3kEPqT(qE&NEq3IP
AkkqI5yJEEmEPWAAT(gE&NE(kK&(qkBEL&5BIqI&5PET(kEI5LGWBkBEI5Eq3kE(kK&(qJEEa3kE(kK&(qETGP&
TBB(kPPkPEL&5BIqI&5PEIBk5qINIkBEI5Eq3kEK(I&(EgkT(E-3IL3E3TUkETGGE:kk5E(kP&GUkBEq&Eq3k
TWBIq&(PCEPTqIPNTLqI&5J
E
hJEEa3kERmRExx8EGkqqk(EIPEq&EL&AAW5ILTqkEq&Eq3&PkEL3T(ykBE-Iq3Ey&Uk(5T5LkEI5Eq3kELIqgEq3k
PL&KkE&NETWBIqEK(&LkBW(kPEKk(N&(AkBDEPIy5INILT5qENI5BI5yPDET5BE&q3k(EI5N&(ATqI&5DEPWL3ETP
BIPTy(kkAk5qPE-Iq3EAT5TykAk5qDETWBIqETB6WPqAk5qPET5BEPIy5INILT5qEkPqIATqkPDEq3TqET(k5Cq
L&AAW5ILTqkBEI5Eq3kETWBIqkBENI5T5LITGEPqTqkAk5qPJEm5&q3k(EIAK&(qT5qEK&(qI&5E&NEq3kEGkqqk(EIP
q3kEK(kPk5qTqI&5E&NET5gEKTPPkBE6&W(5TGEk5q(IkPJEa3kPkET(kEk5q(IkPEq3TqE-k(kE5&qEK&PqkBEq&
q3kETWBIqkBENI5T5LITGPDE:kLTWPkDEI5Eq&qTGDEq3kgE3TUkE5&EATqk(ITGEkNNkLqE&5Eq3kENI5T5LITG
PqTqkAk5qPDE:WqET(kEK(kPk5qkBEq&Eg&WEI5Eq3IPEGkqqk(EI5E&(Bk(Eq&E:(I5yEq&Eg&W(ETqqk5qI&5E&q3k(
e5&-5Ek((&(PEq3TqE-k(kEN&W5BEBW(I5yEq3kETWBIqJEf&EPWL3Ek5q(IkPE-k(kEK(&K&PkBEI5Eq3k
LW((k5qEgkT(JEEmEL&KgE&NEq3IPE(kK&(qE-IGGE:kEK(&UIBkBEq&Eq3kE’IqgE’&W5LIGEK(I&(Eq&Eq3kEPqT(qE&N
q3IPEAkkqI5yJ
E
8JE’&5q(TLqE(ktWI(kAk5qPEL&5qTI5kBEI5E’IqgE&NEdTek(PNIkGBEmy(kkAk5qE0jwxnhETPETAk5BkB
:gEmy(kkAk5qPE0jwxnhrnHDE0jwxnhr8HDE00w88DE4nwx/0ET5BE/Xwx7jETKKGgEq&E&Kk(TqI&5PE&N
q3kEdTek(PNIkGBERW:w(kyI&5TGEuTPqk-Tqk(EAT5TykAk5qEsGT5JEEa3kE’IqgCPEL&AKGIT5LkE-Iq3
L&5q(TLqE(ktWI(kAk5qPEIPETWBIqkBE&5ET5ET55WTGE:TPIPJEEa3kELW((k5qE’&AKGIT5LkESkK&(qD
IPPWkBE:gEq3kE&WqPIBkETWBIq&(PDE-IGGE:kEK(&UIBkBEq&Eq3kE’IqgE’&W5LIGEK(I&(Eq&Eq3kEPqT(qE&NEq3IP
AkkqI5yJEEa3k(kE-k(kE5&ETWBIqENI5BI5yPJ
E
nJEEa3kE’IqgCPEI5BkKk5Bk5qETWBIq&(PEd(&-5Em(APq(&5yEmLL&W5qT5LgE’&(K&(TqI&5E3TUk
L&AKGkqkBEq3kI(ET55WTGE(kUIk-E&NEq3kEmKK(&K(ITqI&5PEcIAIqEu&(eP3kkqEK(kKT(kBE:gEq3kE’Iqg
I5ETLL&(BT5LkE-Iq3ERkLqI&5ExJnE&NEm(qILGkE2iiidE&NEq3kE’TGIN&(5ITE’&5PqIqWqI&5ErlmffEcIAIqHJE
a3IPET55WTGE(kUIk-EIPEKk(N&(AkBE:gEq3kETWBIq&(PETPEKT(qE&NEq3kI(EL&5q(TLqEq&EK(&UIBkETWBIqI5y
Pk(UILkPEq&Eq3kE’IqgE&NEdTek(PNIkGBJEEa3kETy(kkBEWK&5E(kUIk-EK(&LkBW(kPET(kEPW:PqT5qITGGg
GkPPEI5EPL&KkEq3T5ET5ETWBIqET5BEq3k(kN&(kE5&ETWBIqE&KI5I&5EIPEk1K(kPPkBE(kyT(BI5yEq3k
LTGLWGTqI&5JEEmEL&KgE&NEq3kI(E(kUIk-EGkqqk(E-IGGE:kEK(&UIBkBEq&Eq3kE’IqgE’&W5LIGEK(I&(Eq&Eq3k
:kyI55I5yE&NEq3IPEAkkqI5yJ
E
jJEmqqTL3kBEIPEq3kEI5BkKk5Bk5qETWBIqE(kK&(qEN&(Eq3kEST:&:T5eEm(k5TDEa3kTqk(DE’&5Uk5qI&5
’k5qk(DEdTek(PNIkGBEiLkERK&(qPE’k5qk(EoEd(Iy3q3&WPkEfkq-&(ePEmAK3Iq3kTq(kDEN&(Eq3kENIPLTG
gkT(Ek5BkBE.W5kEh7DEX7xjJEEa3IPETWBIqE(kK&(qEK(kPk5qPEq3kENI5T5LITGEPqTqkAk5qPEN&(Eq3IP
&Kk(TqI&5TGEW5IqETPE&NE.W5kEh7DEX7xjJEEa3kEAT5TykAk5qEL&AKT5gErm lHEIPE(ktWI(kBEq&
PW:AIqET5EI5BkKk5Bk5qETWBIqE(kK&(qE&NEq3kI(E&Kk(TqI&5PEq&Eq3kE’IqgETNqk(Eq3kEk5BE&NEkTL3
NIPLTGEgkT(JEEa3IPETWBIqE(kK&(qE-TPEK(kKT(kBE:gEq3kETLL&W5qI5yENI(AE&NEdT(:IL3DEc&5yL(Ik(D
)&&Kk(EoEpI5yJ
E
RqTNNEIPE(kL&AAk5BI5yEq3kE’IqgE’&W5LIGE(kNk(ETGGE&NEq3kPkE(kK&(qPEq&Eq3kEdWBykqET5BEFI5T5Lk
’&AAIqqkkEN&(E(kUIk-ET5BEBIPLWPPI&5JEEvK&5EL&AKGkqI&5E&NEq3kE’&AAIqqkkE(kUIk-Eq3kE(kK&(qPE-IGG
(kqW(5Eq&Eq3kENWGGE’&W5LIGETqETENWqW(kE’&W5LIGEAkkqI5yEN&(ETLLkKqT5LkJ
HWWHMACGBWUV
,kPL(IKqI&5 agKk
nJEm lEm(k5TEmWBIqESkK&(q dTLeWKE–Tqk(ITG
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Consolidated Financial Statements
June 30, 2016
C O N T E N T S
Page(s)
Independent Auditors’ Report 1 - 2
Management’s Discussion and Analysis (Required Supplementary Information) 3 - 8
Consolidated Financial Statements
Consolidated statement of net position 9
Consolidated statement of revenues, expenses and change in net position 10
Consolidated statement of cash flows 11 - 12
Notes to consolidated financial statements 13 - 19
Supplementary Information
Consolidated schedule of operating expenses 20
Independent Auditors’ Report on Internal Control over Financial Reporting
and on Compliance and Other Matters Based on an Audit of Financial
Statements Performed in Accordance with Government Auditing Standards 21 - 22
Schedule of Findings 23 - 24
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Management’s Discussion and Analysis
- 3 -
JULY 2015 TO JUNE 2016
RABOBANK ARENA, THEATER, CONVENTION CENTER, SAN JOAQUIN COMMUNITY
HOSPITAL ICE CENTER OF BAKERSFIELD AND BRIGHT HOUSE NETWORKS
AMPHITHEATRE MANAGEMENT DISCUSSION AND ANALYSIS
This section of Rabobank Arena, Theater, Convention Center, San Joaquin Community Hospital Ice
Center of Bakersfield and Bright House Networks Amphitheatre’s (the Facilities) annual financial
report presents our discussion and analysis of the Facilities’ financial performance during the fiscal
year ended June 30, 2016. Please read it in conjunction with the Facilities’ consolidated financial
statements, which follow this section.
FINANCIAL HIGHLIGHTS
In FY 2015-2016 our top six events were as follows:
o Juan Gabriel, Monterrey Promotions., Net Income of $124K
o Ringling Brothers Circus, Feld Entertainment, Net Income of $118K
o Disney On Ice, Feld Entertainment, Net Income of $110K
o Kevin Hart, Live Nation, Net Income of $85K
o Florida Georgia Line, Live Nation, Net Income of $78K
o CIF State Wrestling Championship, CIF, Net Income of $76K
The Rabobank Theater was host to 18 concerts in FY 2015-2016. Those 18 concerts resulted in
an attendance of over 33,000 people and net income of over $184K.
The Broadway in Bakersfield Theater Series produced by Jam Theatricals from Chicago held
their 11th season of shows at Rabobank Theater with good results. There were three shows in
the series which resulted in a net income of $25K.
The US Falun Dafa Association brought the Chinese historical dance production of Shen Yun
back to Rabobank Theater in April 2016. The two shows were extremely well received, with a
net income of over $27K.
OVERVIEW OF THE FINANCIAL STATEMENTS
The annual report includes this management’s discussion and analysis report, the independent auditors'
report and the basic consolidated financial statements of the Facilities.
REQUIRED FINANCIAL STATEMENTS
The financial statements of the Facilities report information using accounting methods similar to those
used by private sector companies. These statements offer short and long term financial information
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Management’s Discussion and Analysis
- 4 -
about its activities. The Statement of Net Position includes all of the Facilities’ assets and liabilities
and provides information about the nature and amounts of investments in resources (assets) and the
obligations to the Facilities’ creditors (liabilities). It also provides the basis for evaluating the
Facilities’ capital structure as well as assessing the liquidity and financial flexibility of the Facilities.
All of the current year’s revenues and expenses are accounted for in the Statement of Revenues,
Expenses and Change in Net Position. This statement measures the success of the Facilities’
operations over the past year and can be used to determine whether the Facilities has successfully
recovered all its costs through its user fees and other charges, profitability and credit worthiness.
The final required financial statement is the Statement of Cash Flows. This statement reports cash
receipts, cash payments, and net changes in cash resulting from operations, investing, and financing
activities and provides answers to such questions as where did cash come from, what was cash used
for, and what was the change in the cash balance during the reporting period.
FINANCIAL ANALYSIS OF THE FACILITIES
One of the most important questions asked about the Facilities’ finances is, “Are the Facilities as a
whole better off or worse off as a result of this year’s activities?” The Statement of Net Position, and
the Statement of Revenues, Expenses and Changes in Net Position report information about the
Facilities’ activities in a way that will help answer this question. These two statements report the net
position of the Facilities and the changes in net position. One can think of the Facilities’ net position -
the difference between assets and liabilities - as one way to measure financial health or financial
position. Over time, increases or decreases in the Facilities’ net position is one indicator of whether its
financial health is improving or deteriorating. However, one will need to consider other non-financial
factors such as changes in economic conditions, population growth, and new or changed government
legislation.
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Management’s Discussion and Analysis
- 5 -
Below is a summary of the Consolidated Statements of Net Position, Table A-1:
$%
20162015ChangeChange
Current assets2,835,524$ 2,686,640$ 148,884$ 6%
Noncurrent capital assets18,778 - 18,778 100%
2,854,302$ 2,686,640$ 167,662$ 6%
Current liabilities3,027,399$ 2,859,737$ 167,662$ 6%
Other liabilities250,000 250,000 - 0%
Total liabilities3,277,399 3,109,737 167,662 5%
Invested in capital assets 18,778 - 18,778 100%
Unrestricted (441,875) (423,097) (18,778) 4%
Total net position (423,097) (423,097) - 0%
2,854,302$ 2,686,640$ 167,662$ 6%
Table A-1
Condensed Consolidated Statements of Net Position
Asset and liability balances for both years are very consistent. The slight change in net position (6%)
is primarily due to an increase in cash and accounts payable balances.
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Management’s Discussion and Analysis
- 6 -
$%
20162015ChangeChange
Operating revenues7,420,662$ 6,924,306$ 496,356$ 7%
Less direct event expenses4,307,851 4,010,625 297,226 7%
Gross profit3,112,811 2,913,681 199,130 7%
Operating expenses3,991,689 4,087,507 (95,818) -2%
Operating loss(878,878) (1,173,826) 294,948 -25%
Nonoperating income463,160 758,108 (294,948) -39%
Change in net position(415,718) (415,718) - 0%
Net position, beginning of year(423,097) (423,097) - 0%
Contributions 415,718 415,718 - 0%
Net position, end of year(423,097)$ (423,097)$ -$ 0%
Table A-2
Condensed Consolidated Statements of Revenues, Expenses and Changes in Net Position
Results from operations were $295k better than the prior year. These improved results can be
attributed to a strong year for Rabobank Theater along with increased revenues for luxury suites,
signage and advertising, and concessions revenue. We also saw slight increases in merchandise,
parking and facility fee revenues.
Operating expenses decreased primarily due to the operations department and the San Joaquin
Community Hospital Ice Center of Bakersfield managing down their expenses.
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Management’s Discussion and Analysis
- 7 -
Over (Under)%
ActualBudgetBudgetof Budget
Operating revenues7,420,662$ 6,194,254$ 1,226,408$ 20%
Less direct event expenses4,307,851 2,556,291 1,751,560 69%
Gross profit 3,112,811 3,637,963 (525,152) -14%
Operating expenses 3,991,689 4,013,975 (22,286) -1%
Nonoperating income 463,160 - 463,160 100%
Change in net position(415,718)$ (376,012)$ (39,706)$ 11%
Year Ended June 30, 2016
Table A-3
Change in Net Position, Actual to Budget
Gross operating revenue for the year was higher than budget due to the additional events that were
held. Increases were found across rent, merchandise, parking and ticket rebates. Although revenues
were in excess of budget, direct event expenses were significantly over budget. The increase in actual
expense was due to increases in event labor and associated expenses that were necessary to put those
events on.
Operating expenses came in lower than budget overall.
$%
June 30, 2016June 30, 2015ChangeChange
Small Equipment18,896$ 10,099$ 8,797$ 87%
Contruction in progress10,819 - 10,819$ 100%
29,715 10,099 19,616 194%
Less accumulated depreciation10,93710,099838 8%
Net property and equipment18,778$ -$ 18,778$ 100%
Table A-4
Capital Assets
A remodel of the Bank Room is in progress and accounts for the Construction in Progress. Coin
lockers were purchased for the San Joaquin Community Hospital Ice Center and accounts for the
increase in small equipment.
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Management’s Discussion and Analysis
- 8 -
ECONOMIC FACTORS AND NEXT FISCAL YEAR
Several key factors are expected to affect next fiscal year:
The economic climate in Bakersfield and Kern County continues to play a large part in the
financial performance of the Facilities. The continued downturn in oil prices and the scaling
back of related production operations have had a negative impact on ticket sales for family
shows, sponsorship sales and suite leases; however we are exploring different markets to
combat the loss in the sponsorship revenues and suite lease agreements. We are continuing to
actively seek new and different ways to advertise events, package new items into sponsorship
entitlements, and are finding new ways to increase suite revenues. Additional growth in
sponsorship revenues is expected, as we continue to work closely with AEG Global
Partnerships on renewals with increased cash amounts and several opportunities that were
started in FY 2015-2016.
In FY 2016-2017, the Condors will be playing their second season as the AHL affiliate to the
Edmonton Oilers NHL hockey team. The higher caliber of play in the AHL is expected to
continue to bring in higher attendance, which will result in higher ancillary revenues across the
board. The team will be playing their first outdoor hockey game in team history. This game is
expected to create an additional buzz in the community and it is expected to be a great addition
to the season.
We continue to work closely with the Aramark management and staff to strive to maximize
food and beverage commission revenues at every opportunity. The contract was just renewed
and as part of the contract Aramark is going to be doing upgrades to the kitchen that will help
with the efficiency of the kitchen staff. Two new portable stands are being acquired that will
increase points of sale and give a much needed new variety of food choices for the patrons.
At the San Joaquin Community Hospital Ice Center, the youth hockey program that was in
place changed to a Junior Condor program which stimulated a renewed interest in the youth
hockey community. With the new benefit of the Condors association, a junior varsity team was
added that will practice twice a week and play eight home games that will result in higher
revenues for the ice center.
The event calendar for the first six months of the fiscal year is fairly full with a wide variety of
events. There are more concerts confirmed at this point in time for this fiscal year than the
prior year. In addition to those concerts, we have scheduled the usual family shows and
conventions that are staples to the event calendar. With a renewed philosophy as to booking
shows and creating attractive deals, the booking department is working hard with outside
promoters to secure additional events for the facilities.
CONTACTING RABOBANK ARENA
This financial report is designed to provide a general overview of the finances and accountability of
Rabobank Arena, Theater, Convention Center, San Joaquin Community Hospital Ice Center of
Bakersfield and Bright House Networks Amphitheatre. If you have questions about this report contact
Rabobank Arena, Theater, Convention Center, San Joaquin Community Hospital Ice Center of
Bakersfield and Bright House Networks Amphitheatre, 1001 Truxtun Avenue, Bakersfield, California
93301, Attention Director of Finance.
- 9 -
ASSETS
Current Assets
Cash 2,190,367$
Accounts receivable, trade, net of allowance
for doubtful accounts of $147,632465,777
Accounts receivable, other65,884
Prepaid expenses113,496
2,835,524
Capital Assets , at cost 29,715
Less accumulated depreciation10,937
18,778
2,854,302$
LIABILITIES AND NET POSITION
Current Liabilities
Accounts payable, trade421,584$
Accounts payable, related party383,778
Accrued expenses163,877
Deferred revenues2,014,813
Advance from City of Bakersfield43,347
3,027,399
Other Liabilities 250,000
Net Position
Invested in capital assets, net of related debt18,778
Unrestricted (441,875)
(423,097)
2,854,302$
See Notes to Consolidated Financial Statements.
Rabobank Arena, Theater, Convention Center,
June 30, 2016
Consolidated Statement of Net Position
and Bright House Networks Amphitheatre
San Joaquin Community Hospital Ice Center of Bakersfield
- 10 -
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Consolidated Statement of Revenues, Expenses and Change in Net Position
For the Year Ended June 30, 2016
Net revenues:
Facilities rent2,825,470$
Suites 1,363,326
Signage and advertising869,098
Concession commissions704,899
Ice Sports Center, general admissions329,206
Ticketing fees451,684
Parking 204,427
Facility fees312,313
Ice Sports Center, other revenue279,508
Merchandise51,929
Other income28,802
7,420,662
Direct event expenses:
Event labor1,247,141
Other direct event expenses3,060,710
4,307,851
Gross profit3,112,811
Operating expenses 3,991,689
Operating loss(878,878)
Nonoperating income:
Management reimbursement of operating loss463,160
Change in net position(415,718)
Net position, beginning of year (423,097)
Contributions received from the City of Bakersfield415,718
Net position, end of year (423,097)$
See Notes to Consolidated Financial Statements.
- 11 -
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Consolidated Statement of Cash Flows
For the Year Ended June 30, 2016
Cash flows from operating activities:
Cash received from customers1,873,148$
Cash received from contracts for services5,821,968
Cash payments to suppliers for goods and services (5,349,294)
Cash payments to employees for services (2,366,534)
Net cash used in operating activities (20,712)
Cash flows from capital and related financing activities:
Acquisition of capital assets (19,616)
Cash flows from noncapital and related financing activities:
Reimbursement from AEG for current year operating loss 463,160
Net increase in cash and cash equivalents 422,832
Cash and cash equivalents, beginning of year 1,767,535
Cash and cash equivalents, end of year 2,190,367$
See Notes to Consolidated Financial Statements.
- 12 -
Reconciliation of operating loss to net cash used in
operating activities:
Operating loss (878,878)$
Adjustments to reconcile operating loss to net
cash used in operating activities:
Depreciation 838
Changes in operating assets and liabilities:
Accounts receivable 346,912
Prepaid expenses (72,964)
Accounts payable, trade 440,904
Accounts payable, related party 178,272
Accrued expenses (36,302)
Deferred revenues 506
Net cash used in operating activities (20,712)$
Noncash investing and financing activities:
Contribution to unrestricted net position of advances
from the City of Bakersfield 415,718$
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Sports Center of Bakersfield
and Bright House Networks Amphitheatre
Notes to Consolidated Financial Statements
- 13 -
Note 1. Nature of Business and Significant Accounting Policies
Nature of business:
The City of Bakersfield (the City) owns the Rabobank Arena, Theater and Convention
Center, San Joaquin Community Hospital Ice Center of Bakersfield and Bright House
Networks Amphitheatre (the Facilities). The Rabobank Arena was built by the City and
began operations in October 1998. It is the only building of its kind in the Bakersfield area.
In December 2003, the City opened the San Joaquin Community Hospital Ice Center of
Bakersfield (Ice Center). The Ice Center is used for public skating, hockey leagues, figure
skating, and other community events.
In February 2007, the City opened the Bright House Networks Amphitheatre (the
Amphitheatre), an outdoor theatre located in Bakersfield.
The activities of the Arena, Theater, Convention Center, Ice Center and Amphitheatre (the
Facilities) are recorded in a special revenue fund of the City’s accounting records. The City
owns all the assets of the Facilities, and accordingly, all amounts related to the operation of
the Facilities belong to the City. The management company operating the Facilities has a
fiduciary responsibility under the management agreement to maintain and operate the
Facilities in the best interests of the City and the community.
In an agreement dated March 20, 2013, the City contracted with AEG Management
Bakersfield, LLC and AEG Facilities, LLC (the Company or AEG) to begin overseeing the
operation and management of the Facilities for a term of ten years. The City, at its sole
discretion, may terminate this agreement effective June 30, 2018, if the City provides the
manager with notice of termination no later than six months before June 30, 2018. On
mutual agreement between both parties, the term may be extended one five-year period.
AEG was hired by the City for its expertise in the management, operation and marketing of
public assembly facilities.
Principles of consolidation:
The consolidated financial statements of the Facilities include the accounts of the Rabobank
Arena, Theater and Convention Center, San Joaquin Community Hospital Ice Center of
Bakersfield and Bright House Networks Amphitheatre after elimination of all significant
inter-company accounts and transactions.
Basis of accounting:
The Facilities’ basic financial statements are presented on the full accrual basis of
accounting and conform to accounting principles generally accepted in the United States of
America. The Facilities utilize accrual basis accounting in which revenues are recognized
when earned and expenses are recorded when a liability is incurred or economic assets are
used. Proprietary funds distinguish operating revenues and expenses from nonoperating
Notes to Consolidated Financial Statements
- 14 -
items. Operating revenues and expenses generally result from providing services and
producing and delivering goods in connection with a proprietary fund’s principal ongoing
operations. Revenues and expenses not meeting this definition are reported as
nonoperating.
Revenue recognition:
Suite contracts
Revenues from suites are recognized over the contract period per the contract terms.
Contracts are billed throughout the year. The suite payments are recorded as deferred
revenue until earned and are recognized over the contract period.
Naming rights, signage and advertising contracts
Revenues from naming rights, signage and advertising contracts are recognized over the
contract period per the contract terms. Contracts are billed according to the contract
terms. Payments are recorded as deferred revenue until earned and recognized over the
contract period.
Ticket sales
The Facilities, through its contract with Outbox AXS, LLC, sells tickets to events as an
agent of the event holder at the on-site box office location and through the telephone
and internet. All proceeds from the sale of tickets belong to the event holder. The
ticket sales are recorded as deferred revenue when sold. After the event has occurred,
settlement with the event holder takes place. The net of total ticket sales less event
expenses such as facility rent and reimbursement of direct event expenses is then paid to
or received from the event holder. The event ticket proceeds are removed from the
deferred revenue account in the month the event occurred.
The Facilities earn a ticketing fee on the sale of event tickets that take place through the
telephone and internet. Revenues from these fees are recorded as deferred revenue at
the time of sale and are recognized in the month the event occurred.
Event revenues
Revenues from the Facilities’ events such as facilities rent, direct event expense
reimbursements, concession commissions, parking and merchandise are recognized in
the month the event occurred.
Net position:
The Facilities utilize a net position presentation in accordance with GASB Statement 34,
Basic Financial Statements - and Management’s Discussion and Analysis - for State and
Local Governments, as amended by GASB 63, Financial Reporting of Deferred Outflows
or Resources, Deferred Inflows of Resources, and Net Position. Net position is categorized
as invested in capital assets, net of related debt, restricted components of net position and
unrestricted components of net position. These categories are defined as follows:
Notes to Consolidated Financial Statements
- 15 -
Invested in capital assets, net of related debt - This component of net position consists
of capital assets, including restricted capital assets, net of accumulated depreciation and
reduced by the outstanding balances of any bonds, mortgages, notes, or other
borrowings that are attributable to the acquisition, construction, or improvement of
those assets. If there are significant unspent related debt proceeds at year-end, the
portion of the debt attributable to the unspent proceeds are not included in the
calculation of invested in capital assets, net of related debt. Rather, that portion of the
debt is included in the same net position component as the unspent proceeds.
Restricted components of net position - This component of net position consists of
restricted assets reduced by liabilities and deferred inflows of resources related to those
assets. Generally, a liability relates to restricted assets if the asset results from a
resource flow that also results in the recognition of a liability or if the liability will be
liquidated with the restricted assets reported.
Unrestricted components of net position - This component of net position is the net
amount of assets, deferred outflows of resources, liabilities, and deferred inflows of
resources that are not included in the determination of net investment in capital assets or
the restricted component of net position.
Use of estimates:
The preparation of financial statements in conformity with accounting principles generally
accepted in the United States of America requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosures of
contingent assets and liabilities at the date of the financial statements and the reported
amounts of revenues and expenses during the reporting period. Actual results could differ
from those estimates.
Cash and cash equivalents:
For purposes of reporting cash flows, the Facilities considers highly liquid investments with
an original maturity of three months or less when purchased to be cash equivalents. Cash
and cash equivalents also include cash on hand and amounts deposited with banks.
Custodial credit risk:
The California Government Code and the Facilities’ investment policy do not contain legal
or policy requirements that would limit the exposure to custodial credit risk for deposits and
investments, other than the following provision for deposits: The California Government
Code requires that a financial institution secure deposits made by state or local
governmental units by pledging securities in an undivided collateral pool held by a
depository regulated under state law (unless so waived by the governmental unit). The
market value of the pledged securities in the collateral pool must equal at least 110% of the
total amount deposited by the public agencies. California law also allows financial
institutions to secure the Facilities’ deposits by pledging first trust deed mortgage notes
having a value of 150% of the secured public deposits.
Notes to Consolidated Financial Statements
- 16 -
Concentration of credit risk:
Credit is extended, in the form of accounts receivable, to customers located primarily in the
County of Kern, California.
Trade accounts receivable:
Trade accounts receivable are stated at the amount management expects to collect from
outstanding balances. Management provides for probable uncollectible amounts through a
charge to earnings and a credit to valuation allowance based on its assessments of the
current status of individual accounts. Balances that are still outstanding after management
has used reasonable collection efforts are written off through a charge to the valuation
allowance and a credit to trade accounts receivable. Based on management’s assessment of
the credit history with customers having outstanding balances and current relationships with
them, it has concluded that an allowance for doubtful accounts is necessary; therefore, an
allowance of $147,632 has been recorded as of June 30, 2016.
Capital assets:
The Facilities’ capital assets are recorded at cost. Depreciation is computed using the
straight line method over estimated useful lives of 3 - 10 years.
Maintenance and repairs of capital assets are charged to operations and major
improvements are capitalized. Upon retirement, sale or other disposition of capital assets,
the cost and accumulated depreciation are eliminated from the accounts and gain or loss is
included in the consolidated statement of revenues and expenses.
The following is a summary of changes in the Facilities’ capital assets for the year ended
June 30, 2016:
Balance Balance
6/30/15AcquisitionsRetirements6/30/16
Construction in progress -$ 10,819 10,819$
Small equipment 10,099 8,797 - 18,896
10,099$ 19,616$ -$ 29,715$
BalanceDepreciation Balance
6/30/15ExpenseRetirements6/30/16
Small equipment 10,099$ 838$ -$ 10,937$
Assets - At Cost
Accumulated Depreciation
Note 2. Advance from City of Bakersfield
During the normal course of business, the City pays expenses that are allocated to the
operation of the Facilities. These expenses include payroll and related expenses for the
City employees and equipment rent. The amount of the advance fluctuates throughout the
year depending on allocated monthly expenses and additional cash flow needs. The advance
Notes to Consolidated Financial Statements
- 17 -
is an intercompany account that is eliminated in the consolidation for the preparation of the
City's financial statements. The amount charged by the City to the Facilities was $454,596
for the year ended June 30, 2016 and the amount due to the City at June 30, 2016 was
$43,347.
Note 3. Deferred Revenue
Deferred revenue at June 30, 2016 consists of the following:
Suite contracts 589,508$
Ticket sales, future events 860,459
Naming rights 251,545
Sponsorship agreements 129,418
Ticket rebates 92,933
Event deposits 90,950
2,014,813$
Note 4. Administrative Services Agreements
AEG provides administrative services to the City for the Facilities. Compensation for these
services is a base fee of $400,000 for the first year, paid in equal monthly installments. The
base fee will be adjusted annually (up or down) by the Consumer Price Index, but in no
event will any increase or decrease exceed three percent. For the year ended June 30, 2016,
AEG received $413,724 in total management fees from the City for the three respective
facilities.
In addition to the base fee, AEG receives an incentive equal to a percentage of the
difference between the actual net operating profits or net operating losses for each facility
and a benchmark. AEG receives an incentive of: 1) 25% of the difference between the
actual net operating profit (loss) and a $332,575 loss realized by the Arena, Theater and
Convention Center; 2) 50% of the difference between the actual net operating profit (loss)
and a $20,785 loss realized by the Ice Center and 3) 50% of the difference between the
actual net operating profit (loss) and a $62,358 loss realized by the Amphitheater. The
incentive fee was $-0- for the year ended June 30, 2016.
The management agreement also includes a net loss guarantee where if the net operating
loss in any given fiscal year for all of the Facilities taken in the aggregate exceeds a base
amount of $415,718, AEG will reimburse the Facilities in the amount the net operating loss
exceeds $415,718. For the year ended June 30, 2016, AEG reimbursed $463,160 to the
Facilities for net operating losses that exceeded the base amount.
Per the management agreement, AEG was to make a one-time contribution of $250,000,
from its own monies, to an event development account and is to be utilized for future
events. In the event of early termination, AEG is authorized to withdraw any amounts
remaining in the event development account as of the date of the early termination. The
City is entitled to any balance in the account upon the expiration of the management
agreement. The contribution from AEG is included in other liabilities on the consolidated
statement of net position.
Notes to Consolidated Financial Statements
- 18 -
The following is a summary of the other liabilities transactions for the year ended June 30,
2016:
Payable Payable
6/30/15AdditionsDeletions6/30/16
Other liability 250,000$ -$ -$ 250,000$
ARAMARK
The Facilities is currently operating under a contract with ARAMARK to operate
concession and catering services for the Arena, Theater & Convention Center (the
Facilities), effective through June 30, 2018.
The Facilities is entitled to receive 35% of the first $600,000 in gross concession receipts
and 40% of receipts in excess of $600,000 but less than $2,000,000 and 45% of any amount
exceeding $2,000,000 annually. For the year ended June 30, 2016, the Facilities received
$704,899 in gross concession and catering receipts from ARAMARK.
Note 5. Commitments
The Facilities have entered into various long-term contracts and leases. At June 30, 2016,
outstanding commitments consist of the following:
Rabobank naming rights:
The City has entered into a license and naming rights agreement with Rabobank N.A
(Bank) for the exclusive naming rights of “Rabobank Arena, Theater, and Convention
Center”. The agreement calls for the City and AEG to use reasonable efforts to identify the
Arena as the “Rabobank Arena, Theater, and Convention Center” in all official documents,
press releases, advertising, announcements, answering of telephones, as well as all
promotion and print material produced or disseminated by or for the account of the City.
The Bank has agreed to pay $350,000 per year with the contract terminating January 31,
2025.
Ticket sales:
The Facilities have entered into a licensed user agreement with Outbox AXS, LLC (AXS)
to be the exclusive provider for ticket sales for any event presented at the Facilities. Under
the agreement, AXS has the authority to act as an agent for the Facilities for ticket sales to
the general public by any and all means including telephone and internet. AXS earns fees
from the ticket sales such as inside ticket charges, customer convenience charges, credit
card charges, handling charges and ticket sale royalties. AXS collects these fees as tickets
are sold and the net amount is remitted to the Facilities weekly. This agreement began in
July 2015 and is effective through the date which the AEG management agreement expires.
Hockey lease:
The City has entered into a lease agreement, which has been assigned to KG Oilers
Corporation, for exclusive use of the Facilities for East Coast Hockey League (ECHL)
Notes to Consolidated Financial Statements
- 19 -
games. KG Oilers Corporation has agreed to pay $3,500 for each Preseason home game
played, $6,525 for each Regular Season home game played and $1,525 for each Post
Season home game played. The fees will be subject to change at two-year intervals
beginning on February 1, 2016. The change in payment will be based on the changes in the
Consumer Price Index. No change in pricing was made during the current year.
The KG Oiler Corp. (Tenant) receives $5,370 per luxury suite leased by the Arena or
$145,000 if all twenty-seven suites are leased. In addition to the suite payment, on suite
leases sold or renewed after the effective date, an advertising and promotional inventory
package will be included that will be provided by the Tenant as part of each new sale or
renewal of a suite lease. The suite lease pricing will be adjusted to incorporate the fair
market value of the advertising and promotional inventory, which will be estimated to be
10% of the new suite lease price. Tenant will receive the entire amount of the portion of
the advertising and promotional inventory package for each new sale or renewal of the suite
lease after the effective date. In no case will Tenant receive a sum less than $6,500 when
combining the suite lease payment and suite advertising package payment for each suite
lease sold or renewed after the effective date. The $6,500 threshold will be subject to
change at two-year intervals beginning February 1, 2016. The change in payment is to be
based on the changes in the Consumer Price Index. No change in pricing was made in the
current year. For the year ended June 30, 2016, KG Oiler Corp. received $142,087 for the
twenty four suites leased.
Concession and catering services:
The Facility has entered into an agreement with ESC Enterprises (ESC) to provide
concession and catering services for the Ice Center. The City will receive 15% of gross
concession receipts throughout the term of the new contract. This agreement was renewed
in March 2016 and is effective through June 30, 2019. For the year ended June 30, 2016,
the City received $10,917 in concession commissions from ESC.
Note 6. Insurance
The Facility has insurance coverage for general liability, auto, crime and workers’
compensation. The general liability insurance has a $100,000 retention level per occurrence
for all claims with the maximum amount of coverage being $20,000,000. Workers
compensation insurance has a $250,000 retention level per occurrence with the combined
maximum amount of coverage being $1,000,000. The auto liability insurance has a $-0-
retention level per accident for all claims with the maximum amount of coverage being
$1,000,000. The crime insurance has a $250,000 retention level with the maximum amount
of coverage being $10,000,000. The Facility also has an umbrella policy which has a
$25,000 retention level, which covers all claims up to a maximum amount of coverage of
$25,000,000. All buildings are covered under the City’s insurance as the City owns all
structures within the Facilities.
- 20 -
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Consolidated Schedule of Operating Expenses
For the Year Ended June 30, 2016
Utilities1,203,229$
Salaries and wages865,676
Management fees413,724
Equipment rental186,037
Employee benefits191,071
General and administrative215,179
Supplies 110,636
Hockey premium142,087
Repairs and maintenance22,464
Payroll taxes62,646
Bank fees 70,664
Contract labor19,325
Travel 35,663
Computer expenses29,791
Dues and subscriptions32,564
Training 30,848
Professional fees33,925
Miscellaneous65,831
Security 14,240
Telephone15,569
Meals and entertainment6,511
Bad debt expense139,632
Office supplies 13,679
Marketing31,728
Insurance 14,221
Licenses and permits4,644
Postage 12,598
Uniforms 5,514
Depreciation 838
Other taxes and licenses1,155
3,991,689$
- 23 -
Rabobank Arena, Theater, Convention Center,
San Joaquin Community Hospital Ice Center of Bakersfield
and Bright House Networks Amphitheatre
Schedule of Findings
Year Ended June 30, 2016
Summary of Audit Results
1. The auditors’ report expresses an unqualified opinion on the consolidated financial statements
of Rabobank Arena, Theater, Convention Center, San Joaquin Community Hospital Ice Center
of Bakersfield and Bright House Networks Amphitheatre.
2. No instances of noncompliance material to the consolidated financial statements of Rabobank
Arena, Theater, Convention Center, San Joaquin Community Hospital Ice Center of
Bakersfield and Bright House Networks Amphitheatre were disclosed during the audit.
Findings – Financial Statement Audit
Significant Deficiencies
Current Year Finding 1
As part of the audit, we noted that during the current year, the accounting department stopped
receiving the reporting package for the daily entrance fees to the ice center. This report was used to
reconcile this reporting package to the deposits made.
Recommendation
We recommend the accounting department revert back to receiving the reporting packages from
the ice center and using the package to reconcile the deposits made by the ice center.
Response
Management agrees with the recommendation and has re-implemented receiving the reporting
package for the daily entrance fees to the ice center.
Current Year Finding 2
As part of the audit, we noted the following related to event contracts and settlements:
- All invoices issued in June as part of rental agreements were created outside of JD Edwards
and never entered into the general ledger until the invoice was paid by the lessee.
- One promoter rebate was not entered into the general ledger as of June 30, 2016 even
though the event occurred in October 2015.
- 24 -
Recommendation
We recommend the system over facility rentals/event settlements be revised whereby all
transactions are entered into the general ledger at the time of settlement to ensure that all invoices
are created and all liabilities are paid.
Response
Management agrees with the recommendation and is re-implementing that all invoices be created
in JD Edwards. Management is taking steps to ensure all settlements are properly paid out in
accordance with the terms of the event license agreement.
B A K E R S F I E L D
Community Development Department
Jacquelyn R. Kitchen, Community Development Director
1
MEMORANDUM February 22, 2017
TO: Alan Tandy, City Manager
FROM: Jacquelyn R. Kitchen, Community Development Director
SUBJECT: Non-Profit & For-Profit Applications for HUD FY 2017-18 Funding
Background. As an Entitlement City under the U. S. Department of Housing and Urban
Development (HUD), the City of Bakersfield receives annual entitlements in order to improve
low-income neighborhoods in our City. Funds are distributed pursuant to the following
programs: HUD Community Development Block Grant (CDBG), Home Investment
Partnership (HOME) and Emergency Solutions Grant (ESG), and Housing Opportunities for
Persons with AIDS (HOPWA).
Available Funds. Last year (FY 16-17), the total HUD entitlement was $5,006,930 with an
additional $7,000 in program income for CDBG and $30,000 for HOME. Thus, the total
proposed budget for CDBG, HOME, ESG and HOPWA for FY 16-17 was $5,043,930. As of the
preparation of this Memo, HUD has not yet released the entitlement amount for FY 17-18;
therefore, Staff is using last year’s entitlement as our current projection.
Applications Received. The deadline to submit CDBG, HOME, and ESG applications for
Fiscal Year 17-18 funding was October 31, 2016. This year, the Community Development
Department received 16 proposals for assistance from non-profit and for-profit organizations
totaling $3,657,384, and 15 proposals from City departments totaling $4,793,657. The
requested projects are intended to improve the quality of life and infrastructure for low-
income neighborhoods.
Recommendation. After reviewing the requests for funding, staff has prepared a proposed
budget for Fiscal Year 17-18. A summary of the proposed budget for consideration by the
Budget and Finance Committee and recommendation to the City Council, as well as
memoranda summarizing the funding requests from nonprofits and City departments is
attached.
Staff anticipates that the FY 17-18 HUD Action Plan will be considered by the City Council on
May 10, 2017. This is the third funding year of the Consolidated Plan 2015-2020.
Attachments
1. Proposed CDBG Budget (FY 17/18)
2. Proposed HOME/ESG/HOPWA Budget (FY 17/18)
3. Memo – Overview of Applications Received
S:\EDCD_Shared\ACTION PLANS\Action Plan 2017-18\2 2017-18 Funding Request Non Profit Memo.Docx
Description FY 17/18
Requested
FY 17/18
Recommended
FY 16/17
Budget
CDBG Entitlement (Projected for FY 17/18)3,253,214 3,253,214 3,253,214
Program Income (Projected for FY 17/18)7,000 7,000 7,000
Total Available Resources 3,260,214 3,260,214 3,260,214
Administration (not to exceed 20% or $652,042)652,042 652,042 652,042
Section 108 Loan Payment on $4.1M 273,864 273,864 273,864
Section 108 Loan Payment on $800K 50,636 50,636 50,636
Total Admin and Debt Payment 976,542 976,542 976,542
Total Resources minus Admin and Debt Payments 2,283,672 2,283,672 2,283,672
Fair Housing Program Services 100,000 100,000 100,000
Bakersfield Senior Center 85,000 85,000 85,000
Bakersfield Police Department 311,000 302,982 0
Mission Services Job Creation 25,000 0 25,000
CASA Expansion services 40,000 0 0
Alliance Against Family Violence 0 0 50,000
Total Public Service Projects 561,000 487,982 260,000
Home Access Rehabilitation 40,000 40,000 30,000
Union-Brundage Area Street Improvements - Ph. 4 678,251 612,251 520,580
Baker/Old Town Kern Reconstruct Curb/Gutter/Sidewalk 300,000 300,000 0
La France/El Toro Area Reconstruct 500,000 272,229 500,000
Oleander Area Reconstruct Curb/Gutter/Sidewalk 500,000 300,000 300,000
Wilson/Planz Rd Curb/Gutter/Sidewalk 300,000 0 0
E. California/Brundage Curb/Gutter/Sidewalk 500,000 0 0
East Terrace/Brundage Curb/Gutter/Sidewalk 300,000 0 0
Madison/Cottonwood Curb/Gutter/Sidewalk 300,000 0 0
Castro Area Curb/Gutter/Sidewalk (FY 16/17)0 0 300,000
P Street Area Curb/Gutter/Sidewalk (FY 16/17)0 0 142,010
Stiern Park Playground ADA Improvements/Shade 189,210 139,210 52,042
Beale Park Playground ADA Restroom Bldg/Shade 416,500 0 0
Wilson Park Shade Structure & ADA 0 0 52,020
Lowell Park ADA Improvements/Shade Structure 132,000 132,000 0
Beale Park Shade Structure 118,000 0 52,020
McMurtrey Shade Structure 77,990 0 0
Jastro Park Shade Structure & ADA 170,706 0 0
MLK Park Lighting Improvements Ph-2 0 0 75,000
Bakersfield Senior Center Gates 15,100 0 0
Habitat For Humanity Front Porch Program 25,000 RDA 0
Saguaro Investors - 9,214 sq ft Commercial/1301 1,000,000 0 0
Mexican American Opportunity Foundation - Vida Scott 218,284 0 0
Community Action Partnership-Security Gates/Cameras 61,500 0 0
Total Public Facilities 5,842,541 1,795,690 2,023,672
Total Requests for Public Services + Projects 6,403,541 2,283,672 2,283,672
Total Available Resources Remaining -$4,119,869 $0 $0
Note: RDA (Redevelopment Agency Successor) Funds are not part of the HUD Entitlement
PROPOSED CDBG BUDGET FY 2017-18
RESOURCES
ADMINISTRATION AND DEBT SERVICE
PUBLIC SERVICES (MAX. 15% or $487,982)
PROJECTS
PROPOSED HOME BUDGET FY 2017-18
HOME Entitlement (Projected for FY 17/18)1,087,081$ 1,087,081$ 1,081,282$
Program Income (Projected for FY 17/18)30,000$ 30,000$ 30,000$
Total Available Resources 1,117,081$ 1,117,081$ 1,111,282$
Administration (not to exceed 10%)111,708$ 111,708$ 111,128$
Total Resources minus Admin 1,005,373$ 1,005,373$ 1,000,154$
CHDO Set Aside (15%)-$ 167,562$ 166,692$
New Construction/Rehabilitation/Homebuyer Assistance -$ 837,811$ 833,462$
Habitat for Humanity - New Home Build Project 55,000$ RDA -$
A. Phillip Randolph Corp. - Affordable Housing Project 275,000$ -$ -$
Tegeler Hotel SRO Associates, LP - Rehab of Tegeler SFR 1,500,000$ -$ -$ Total (All Requests)1,830,000$ 1,005,373$ 1,000,154$
Total Available Resources Remaining (824,627)$ -$ -$
PROPOSED ESG BUDGET FY 2017-18
ESG Entitlement (Projected for FY 17/18)287,896$ 287,896$ 287,896$
Administration (not to exceed 7.5%)21,592$ 21,592$ 21,592$
Total Resources minus Admin 266,304$ 266,304$ 266,304$
Flood Ministries - Street Outreach 22,500$ 25,000$ 22,456$
Bakersfield Homeless Center - Shelter 120,000$ 61,334$ 63,912$ Bakersfield Homeless Center - Rapid Rehousing 95,000$ 93,568$ 93,568$
The Mission at Kern County - Shelter 88,000$ 61,402$ 63,912$ Alliance Against Family Violence - Shelter 32,000$ 25,000$ 22,456$
Total (All Requests)357,500$ 266,304$ 266,304$
Total Available Resources Remaining (91,196)$ -$ -$
PROPOSED HOPWA BUDGET FY 2017-18
HOPWA Entitlement (Projected for FY 17/18)384,538$ 384,538$ 384,538$
Administration (not to exceed 3%)11,536$ 11,536$ 11,536$
Total Resources minus Admin 373,002$ 373,002$ 373,002$
Kern County Public Health 373,002$ 373,002$ 373,002$
Total (All Requests)373,002$ 373,002$ 373,002$
Total Available Resources Remaining -$ -$ -$
PROJECTS
Description FY 17/18
Requested
FY 17/18
Recommended
FY 16/17
Budget
RESOURCES
ADMINISTRATION AND DEBT SERVICE
Description FY 17/18
Requested
FY 17/18
Recommended
FY 16/17
Budget
RESOURCES
Note: RDA (Redevelopment Agency Successor) Funds are not part of the HUD Entitlement
Updated: 02/22/2017
RESOURCES
ADMINISTRATION AND DEBT SERVICE
HOPWA SPONSOR/PROVIDER
ADMINISTRATION
PROJECTS
Description FY 17/18
Requested
FY 17/18
Recommended
FY 16/17
Budget
1 | Page
C:\Users\Jkitchen\Appdata\Local\Microsoft\Windows\Inetcache\Content.O
utlook\Z9WG2PF8\CDBG_HOME_ESG_2017-18 Funding Request (002).Docx
Community Development Department
M E M O R A N D U M
February 22, 2017
TO: Jacquelyn R. Kitchen, Community Development Director
FROM: Hayward Cox, Community Development Coordinator
SUBJECT: Non-Profit & For-Profit Applications for HUD FY 2017-18 Funding
The deadline for the submission of CDBG, HOME, and ESG applications for FY 2017-18 funding was
October 31, 2016. This year 16 applications were submitted from non-profit and private entities
totaling $3,657, 284, and 15 applications from Public Works and Recreation and Parks totaling
$4,793,657. Below are summaries and staff’s comments of the applications received from applicants
requesting assistance from the various HUD programs for FY 2017-18.
1 of 4
HUD Category Applicant Ward Proposal Total Cost FY 17/18
Request
HUD
Eligbile
Staff
Rating CD Recommendation & Notes Proposed
Budget?
HOME
Rehabilitation
Construction
Tegeler Hotel SRO
Associates, LLP
2 Rehabilitation of Tegeler Hotel
(11 of the 50 Units)
$4,050,000 $1,500,000 Yes 24/30 Requires multiple years of HOME funds
& low income tax credits; which are
contingent on HOME funding. No
recent funding.
Potential
Future
HOME
Affordable
Housing
Habitat for
Humanity
1 Acquire residential property &
construct 1 single family residence
at 221 Rodman St
$130,000 $55,000 Yes 28/30 Not Recommended.
Located within R/ECAP
Asking HUD for exception to enable
funding.
RDA Funds
HOME/CHDO
Affordable
Housing
A. Phillip Randolf
Com. Dev. Corp
1 Aquire rsideitnail property and
construct new single family
housing
$275,000 $275,000 Yes N/A Incomplete applciation and project is
located within R/ECAP; Applicant
does not qualify as CHDO.
N
$1,830,000
ESG -
Operations
Bethany Services,
BHC
City-
Wide
Operational Costs Homeless
Center at 1600 E. Truxtun Ave.
$2.6 mil $120,000 Yes 28/30 Recommended for funding. Received
FY 16/17 funding $61,334.
Y
Partial
ESG - Program
Services
Bethany Services,
BHC
City-
Wide
Rapid Re-Housing of individuals
and families recently being
displaced from housing
$2.6 mil $95,000 Yes 30/30 Recommended for funding.
Received FY 16/17 funding of $93,568.
Y
Partial
ESG -
Operations
Alliance Against
Family Violence
City-
Wide
Operating cost at Women's
Shelter: utilities, insurance,
maintenance and wages for
counselor 1921 19th St
$293,326 $32,000 Yes 28/30 Recommended for funding.
Received FY 16/17 funding $25,000.
Y
Partial
ESG -
Operations
The Mission at Kern
County
City-
Wide
Operational costs Bakersfield
Rescue Mission: maintenance,
utilities, personnel 816, 810/812,
800 & 724 E. 21st St
$2.1 mil $88,000 Yes 28/30 Recommended for Funding.
Received FY 16/17 funding of $61,402.
Y
Partial
ESG - Street
Outreach
Flood Bakersfield
Ministries
City-
Wide
Expansion of street
outreach/engagement program
$425,836 $22,500 Yes 28/30 Recommended for funding. Received
FY 16/17 funding of $25,000.
Y
CDBG Kern County Public
Health
City-
Wide
Assistance and services to prevent
homelessness and provide
housing stability to low and
moderae income persons living
with HIV/AIDS
$373,002 $373,002 Yes Recommended for funding. City/Kern
Public Health Dept Agreement for
$373,002 approved by City Council for
FY 2016/17.
Y
| (HOME FY 16/17: $1,111,282)Total HOME Request:
Total ESG Request: $357,500 | (ESG FY 16/17: $287,896)
Anticipated FY 17/18 HOPWA funding: $384,000
FY 2017/18 - HOME Applications
Emergency Solutions Grant Applications - FY 2017-18
HOPWA Grant - FY 2016-19
2 of 4
HUD Category Applicant Ward Proposal Total Cost FY 17/18
Request
HUD
Eligbile
Staff
Rating CD Recommendation & Notes Proposed
Budget?
CDBG - PUBLIC
SERVICES
Bakersfield Senior
Center
1 On-going Operations and
maintenance for the Center
$85,000 $85,000 Yes 26/30 Received FY 16/17 funding of $85,000
for operations and maintenance in
support of low income senior citizens.
Y
CDBG - PUBLIC
SERVICES
Mission Community
Services
City-
Wide
Small Business Training Courses $82,000 $25,000 Yes 26/30 Received FY 16/17 funding of $25,000 N
CDBG - PUBLIC
SERVICES
Bakersfield Police
Department
1 & 2 Fund 3 FTE Police Offficer Positions
for low income areas
$311,000 $311,000 Yes 26/30 Stringent HUD guidelines on reporting
officers' hours in the project area.
Y
Partial
CDBG - PUBLIC
SERVICES
CASA City-
Wide
Court appointed Special
Advocates - hire additional staff to
increase program.
$101,800 $40,000 Yes 12/12 This request expands an already
existing program by adding one
additional FTE staff to service needs of
children in court system.
N
CDBG Habitat for
Humanity Repair,
Rehabilitation,
Beautification
1 Housing rehabilitation using
homeowner and volunteer sweat-
equity to improve, rehabilitate,
and beautify substandard homes
along Rodman St.
$75,000 $25,000 Yes 28/30 Part of the plan to revitalize a
community in the PAL Center vicinity,
block by block. Part 2 involves a grant
of HOME funds to purchase a vacant
lot and construct affordable housing.
No CDBG:
use RDA
funds.
CDBG - Public
Facilities
Rehabilitation
Bakersfield Senior
Center
1 Installation of New Automated
Gate for Center at 534 4th Street
$15,100 $25,000 Yes 26/30 Received FY 16/17 funding of $85,000
to install new freezer.
No, unless
additional
CDBG funds
available.
CDBG Saguaro Investors
Economic
Development
1 Build a 9,214-sf Community
Commercial & Services Center at
1301 California Ave
$ 1,500,000 $1,000,000 Yes Not
Rated
Not recommended for funding.
Incomplete application (no Business
Plan); no clear national objective;
*Applicant proposes to provide
$500,000 of project costs.
N
CDBG - Public
Facilities
Rehabilitation
CAPK 1 Rehabilitate landscape and install
security gates, lighting and
cameras.
$61,500 $61,500 Yes 27/30 Received FY 15/16 funding of $132,000
for rooftop solar installation.
N
CDBG - Public
Facilities
Rehabilitation
Mexican American
Opportunity
Foundation
1 Rehabilitation of Vida Scott Center
(1101 E Belle Terrace) for provision
of services
$218,284 $218,284 Yes Not
Rated
Not recommended for funding.
Incomplete application
N
FY 2017-18 CDBG Applications (NON-PROFITS + BPD)
Total Eligible Non-Profit CDBG Request $1,790,784 | (Total FY 16/17 Allocation: $373,002 - Public Services)
3 of 4
HUD Category Applicant Ward Proposal Total Cost FY 17/18
Request
HUD
Eligbile
Staff
Rating CD Recommendation & Notes Proposed
Budget?
CDBG -
Curb/Gutter
Street
Improvements
La France Area: S. H
Street to El Toro,
btwn Belle Terrace
and Ming Ave.
1 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to
resurfacing/reconstruction.
$500,000 N/A No Not
Rated
Project area (49% low/mod) does not
meet the 51% min. low/mod area
benefit requirement.
N
CDBG -
Curb/Gutter
Street
Improvements
Old Town Kern
Area:
2 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to resurfacing/
reconstruction.
$300,000 N/A Yes 25/30 Late submission.y
CDBG -
Curb/Gutter
Street
Improvements
Union Ave &
Brundage Area:
Phases 1B & 5
1 Install sidewalks, curb & gutter,
hadicap ramps, and cross gutters
at locations identified in master
plan
$678,251 N/A Yes 25/30 Continuation from FY 16/17 funded
phases 6 & 7 of master project at
$520,580. Staff recommends #1
rating.
Y
CDBG -
Curb/Gutter
Street
Improvements
Oleander Area:
Calif Ave to Verde
St. btwn Chester
Ave & A Street
2 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to resurfacing/
reconstruction.
$500,000 N/A Yes 23/30 Staff recommends #3 rating Y
Partial
CDBG -
Curb/Gutter
Street
Improvements
Wilson Area: S. H
Street to S. Chester
Ave btwn Wilson &
Planz Roads
1 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to resurfacing/
reconstruction.
$300,000 N/A Yes 23/30 Staff Recommends #4 rating.N
CDBG -
Curb/Gutter
Street
Improvements
E. Calif Area: E.
Calif to Brundage
from Union Ave to
Collins.
1 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to resurfacing/
reconstruction.
$500,000 N/A Yes 25/30 Staff recommends #2 rating.N
CDBG -
Curb/Gutter
Street
Improvements
East Terrace Way
Area: Union Ave to
Madison btwn
Brundage & Terrace
Way
1 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to resurfacing/
reconstruction.
$300,000 N/A Yes 23/30 Staff recommends #5 rating.N
CDBG -
Curb/Gutter
Street
Improvements
Madison Area:
Madison St to
Cottonwood btwn
Casa Loma & Brook
1 Install sidewalk, curb/gutter,
handicap ramps and cross gutters
where needed to improve
drainage prior to resurfacing/
reconstruction.
$300,000 N/A Yes 23/30 Staff recommends #6 rating N
CDBG Applications - FY 2017-18 (PUBLIC WORKS DEPARTMENT)
Total Eligible CDBG PW CIP Request $3,378,251 | (FY16/17 CDBG Allocation $1,462,590)
4 of 4
HUD Category Applicant Ward Proposal Total Cost FY 17/18
Request
HUD
Eligbile
Staff
Rating CD Recommendation & Notes Proposed
Budget?
CDBG Stiern Park
Playground Safety
Surfacing and ADA
Improvements
7 Add safety surfacing to
playground; make ADA
improvements throughout the
park.
$189,210 n/a Yes 23/27 Received FY 16/17 funding of $52,042
for playground shade structures.
Y
CDBG -
Restroom
Rehab
Beale Park
Restroom Rehab
500 Oleander Stret
2 Replace restroom building with a
facility that meets current
guidelines including ADA, of newly
renovated within the City.
$416,500 N/A Yes 23/27 Received FY 16/17 funding of $52,020
for playground shade structures.
N. Use of
other
funding
source
suggested.
CDBG - Rehab
and
improvements
Lowell Park Picnic
Area Rehab and
ADA improvements
1 Install of a new concrete pad,
new picnic benches and new
shad structure over the picnic
area. Also includes making
appropriate ADA improvements.
$132,000 N/A Yes 25/278 Y
CDBG - Shade
Structure
Beale Park Shade
Structures 500
Oleander Street
2 Provision and install of the shade
structures over the existing picnic
area
$118,000 N/A Yes 23/27 Received FY 16/17 funding of $52,020
for playground shade structures.
N
CDBG - Shade
Structure
Rehab
McMurtrey Aquatic
Center Pool Area
Shade Structures
Rehab 1325 Q
Street
2 Install of three new shade
structures and replacement of
existing shade structure fabrics.
$77,990 N/A Yes 23/27 Replacement of damaged shade
structure fabric is eligible CDBG cost.
N
CDBG - Shade
Structure and
improvements
Jastro Park Picnic
Shade Structure
and ADA
improvements 2900
Truxtun Ave.
2 Provision and install of the shade
structures over the existing picnic
area and make ADA
improvements.
$170,706 N/A No Not
Rated
Area 49.74% low/mod. Not elibible for
funding under area benefit.
N
Total Eligible CDBG R/P Request $934,500 | (FY 16/17 CDBG R/P Allocation: $231,082)
CDBG Applications FY 2017/18 - Recreation & Parks
All meetings will be held at City Hall North, First Floor, Conference Room A
Adopted: DRAFT
Budget & Finance City Council Meetings Committee Meetings 3:30 Closed Session, 5:15 p.m. Public Session
12:00 p.m.Budget Hearing 06/07, Budget Adoption 06/28
Budget Departmental WorkshopsHolidays - City Hall Closed
12:00 p.m.
SMTWTHFSSMTWTHFSSMTWTHFS
1234567 1234 1234
891011121314567891011567891011
151617181920211213141516171812131415161718
222324252627281920212223242519202122232425
293031 262728 262728293031
SMTWTHFSSMTWTHFSSMTWTHFS1123456123
23456787891011121345678910
91011121314151415161718192011121314151617161718192021222122232425262718192021222324
2324252627282928293031 252627282930
30
SMTWTHFSSMTWTHFSSMTWTHFS
1 12345 12
234567867891011123456789
91011121314151314151617181910111213141516
161718192021222021222324252617181920212223
232425262728292728293031 24252627282930
3031
SMTWTHFSSMTWTHFSSMTWTHFS
1234567 1234 12
8910111213145678910113456789
151617181920211213141516171810111213141516
222324252627281920212223242517181920212223
293031 2627282930 24252627282930
31
League of California Cities Annual Conference - September 13 - 15, 2017
League of California Cities Mayors and Council Members Executive Forum - June 28 - 30, 2017
JULY AUGUST SEPTEMBER
OCTOBER NOVEMBER DECEMBER
APRIL MAY JUNE
Budget & Finance Committee Calendar
January 2017 Through December 2017
JANUARY FEBRUARY MARCH