Download - Coliseum City - Oakland Coliseum Case Study
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ThiscasewaspreparedbytheAirportAreaBusinessAssociation(AABA),JRDVArchitects,andPacificThomas
Capital.AABAexiststopromoteandsustaincommerceandindustryintheOaklandInternationalAirport/Coliseum
area.JRDVisaninternational,fullservicearchitecturefirmheadquarteredinOakland,CA.PacificThomasCapital
specializesinrealestateinvestmentanddevelopment,andhasofficesinCaliforniaandHawaii.Individual
contributorsare:ThuBanh(U.C.Berkeley,HaasSchoolofBusinessMBACandidate2013andAABAintern),Debbie
Hauser(AABA,ExecutiveDirector),EdMcFarlan(JRDVArchitects,PartnerandColiseumCityandOaklandAirport
BusinessPark,MasterDeveloper),andRandallWhitney(PacificThomasCapital,CEO&PresidentandAABA
EconomicDevelopmentGroupChair).
Oakland Coliseum
On January 10, 2012, Mark Davis, owner of the National Football Leagues (NFL)
Oakland Raiders, introduced the Raiders new General Manager, Reggie McKenzie, at a press
conference at Raiders headquarters in Oakland, CA. However, this announcement was
overshadowed by Davis comments about relocating the ball club. "Yeah, Los Angeles is a
possibility.Wherever's a possibility. We need a stadium." The Raiders are entertaining offers
to move to Los Angeles, which was their home base from 1982 to 1994. Also under
consideration is co-location with the San Francisco 49ers at the new Santa Clara stadium.
Nonetheless, the teams first preference is to build a new facility on the current Coliseum
site. McKenzies signing as general manager will free Davis to work more on getting the Raiders
into a more modern stadium. Newer stadiums generate more revenue for teams.1
The urgent call for a new, state-of-the-art football stadium, as well as the threat of
Oaklands three professional sports teams leaving, led City of Oakland and Alameda County
officials, business leaders, and developers to announce a bold plan on March 7, 2012 that would
transform the Coliseum area and create up to 32,000 jobs. The Coliseum Complex is currently
comprised of two City of Oakland and Alameda County jointly-owned professional sports
venues, O.co Coliseum and Oracle Arena. The Oakland Raiders and Oakland Athletics (Major
League Baseball team) play in the Coliseum, and the Oracle Arena is the home of the Golden
State Warriors National Basketball Association (NBA) team. Officials from each team have
explored relocating because their leases are nearing expiration the A's and Raiders in 2013 and
the Warriors in 2015.2
The City of Oakland has initiated a plan to redevelop the Coliseum area. They have
retained a consulting team to create new land use, zoning, and city policies that allow for new,
higher density development. This will create a new Specific Plan and Environmental Impact
Report (EIR) for this area that also allows for three new professional sports venues and other
1Tafur,Vittorio."MarkDavissaysL.A.apossibilityforRaiders."SanFranciscoChronicle.January11,2012.2Phillips,Ryan."Quan,cityofficialsrolloutambitiousColiseumplaninefforttokeepthreeproteamsinOakland".
SanFranciscoChronicle.March7,2012.
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mixed uses. These uses could include hotel, retail, office, and residential space. They have
branded this potential new development Coliseum City. This plan also envisions connecting
this Coliseum development area to an Oakland Airport Business Park just across the freeway on
the way to Oakland International Airport. The business park will be developed to attract science
and technology companies to Oakland. Both projects were allocated a total of $3.2 million in
planning and pre-development funds by Oakland City Council.3 (See Exhibit 1: Excerpts from
City of Oakland, A Request For Proposals for A Contract to Prepare Specific Plans and an
Environmental Impact Report for the Coliseum Area for more details on this monumental land
use planning effort.)
With the concept of an entertainment hub in mind, the city has been purchasing property
around the Coliseum over the years. One model the City favors is L.A. Live in downtown Los
Angeles. L.A. Live has retail, businesses, and other entertainment centers next to the Staples
Center, where the NBA's Los Angeles Lakers and Clippers play.4
Another example is Xfinity
Live! Philadelphia, an entertainment and dining district, opening in South Philadelphia in spring2012. Xfinity! Live Philadelphia is located in the Wells Fargo Complex, home of the National
Hockey League (NHL) team Philadelphia Flyers and NBA team Philadelphia 76ers. Attractions
include The Philly MarketPlace, PBR Bar and Grill, and the NBC Sports Arena.5
Instead of asking voters to approve a bond to help fund construction of the new sports
facilities, the project will finance itself via a public/private partnership."6 Nonetheless, financing
this plan will be challenging. A feasibility analysis for a new football-only stadium was
conducted by CS&L in 2010, and it showed a funding gap of approximately $400 million, which
the Raiders would have to fill.7
What business model can the Raiders and the Oakland-Alameda County Coliseum
Authority (OACCA)8
develop to increase revenue streams that cover expenses, support ongoing
operations, and maximize stakeholder return on investment, while offering the flexibility
3EdMcFarland,JRDVArchitects.4Phillips.5XfinityLive!Philadelphia6Phillips.7Feasibility
Analysis
for
New
Stadium
Oakland.
CS&L.
October
1,
2010.
8OaklandAlamedaCountyColiseumAuthority(alsoknownasJointPowersAuthority)isanonprofitpublicbenefit
corporationthatwasformedin1961forthepurposeofhelpingtofinanceandconstructamultipurposepublic
recreationcoliseumandstadium(Coliseum)intheCityofOakland.OACCAscurrentchargeistogovernand
ensureeffectivemanagementoftheOaklandColiseumandOracleArena.TheeightmemberBoardof
CommissionersincludestwomembersoftheOaklandCityCouncilandtwomembersoftheAlamedaCountyBoard
ofSupervisors.Thecityandcountyeachalsoappointtwononelectedcommissioners.(Descriptiontakenfrom
OACCAlegalfilingsandwebsite.)
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necessary to weather changing market conditions over time? What various innovative finance
strategies and marketing mechanisms might they employ to build the venue and sustain it?
Background on the Oakland Coliseum, the Raiders, and the Surrounding Community
The first crowd filled the O.co Coliseum on September 18, 1966
when the American Football Leagues Oakland Raiders played the Kansas
City Chiefs. The adjacent arena celebrated its grand opening on
November 9, 1966 when the Oakland Seals met the San Diego Gulls for an
NHL game.
[T]he Oakland Alameda County Arena and Coliseum Complex has
a spectrum of events in both the sporting and entertainment industries
concerts, circus, boxing, rodeos, religious speakers, and ice shows.
Audiences numbering nearly 100 million have made the OaklandColiseum and Oracle Arena the premier entertainment facilities in
Northern California.9
After an unsuccessful attempt prior to the 1980 season to secure improvements to the
stadium, specifically luxury boxes, then-Raiders owner Al Davis decided to relocate the team to
Los Angeles. The Raiders eventually moved into their new home, the Los Angeles Coliseum, for
the 1982 season.
Over a decade later, to lure back the Raiders and placate the other sporting team tenants,
the City of Oakland and Alameda County issued $220 million in bonds in 1995 to undertakerenovations at the Coliseum and Arena. O.co Coliseums $120 million renovation began in
October 1995 and included 22,000 new seats, 90 luxury suites, two private clubs, and two
state-of-the-art scoreboards.10
Moreover, the Oakland-Alameda County Coliseum Authority
paid the Raiders moving costs and built their training facility. The team paid a mere $525,000 in
annual rent, and they did have to cover maintenance or game-day operating costs.11
Currently,
the outstanding debt from the Coliseum renovations is approximately $150 million.12 In June
1996 Oracle Arena underwent a $100 million renovation. Maximum occupancy was increased to
19,200 with the addition of 4,000 seats along with 72 luxury suites and three exclusive clubs.13
9OaklandColiseumComplex.10
Ibid.11
OaklandRaiders.wikipedia.org.12
CS&L.13
OaklandColiseumComplex.
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The present day Oakland Coliseum and Oracle Arena sit on 132 acres with 10,000 on-site
parking spaces.14 The outdoor Coliseum stadium seats up to 63,000 patrons, and the indoor
Oracle Arena has seating capacity up to approximately 19,000 patrons.15
Demographics of City and Local Neighborhood
With a population of 390,724 in 2010, Oakland is the eighth largest city in California.
Compared to other U.S. cities, Oaklands population is larger than Cincinnati, Miami,
Minneapolis, Newark, Pittsburgh, and St. Louis. Oakland ranks as one of the two most diverse
cities in the United States, according to the USA Today Diversity Index. The citys diverse, well-
educated population is attractive to both businesses seeking skilled workers and retailers
searching for consumers with disposable income.16
A major West Coast port city, Oakland is
located on San Francisco Bay, eight miles east of San Francisco. Oakland is also the county seat
of Alameda County, and it is a hub city for the East Bay region of the San Francisco Bay Area.17
The Coliseum is situated in East Oakland, and it contains a number of land uses: regional
commercial/retail, general industrial, business mix (including Oakland Airport Business Park),
transportation (e.g., Coliseum BART station, Oakland International Airport, and Coliseum
Amtrak station.), residential, urban open space (e.g., Martin Luther King, Jr. Regional Shoreline
Park), and resource conservation area.18 While rich in use types, the area is woefully
underutilized. The local population resides in predominantly low-income neighborhoods with
high crime rates and poor educational and job opportunities. (See Exhibit 2: Selected
Demographic Characteristics for Coliseum Area and City.)
Economic Revitalization on the Horizon
In early 2012 the City of Oakland selected Oakland-based JRDV Urban International toprepare Specific Plans and an EIR and manage the development for two project areas, whichconsists of 750 acres surrounding the Oakland-Alameda County Coliseum Complex and theOakland Airport Business Park. JRDVs team includes HKS Sports and Entertainment, a stadiumdeveloper, and Forest City Real Estate Services to develop the office and retail space.19 (SeeExhibit 1 for more details on this promising land use planning process.)
14OaklandColiseumComplex.
15OaklandAlamedaCountyColiseumAuthority.
16Oaklanddemographics.CityofOakland.
17Oakland,CA.wikipedia.org.
18RedevelopmentPlanfortheColiseumRedevelopmentProject.CityofOaklandRedevelopmentAgency.March,
17,2009.Page54.19
Phillips.
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The Evolution of Sports Venues
Despite the improvements made over the years, the Coliseum is outperformed by most
other stadiums in several ways. It lacks the fan amenities and technical infrastructure of most
modern NFL stadiums. Moreover, the Raiders instadium revenue is among the lowest in the
NFL, and annual operating deficit for the Coliseum has reached as much as $15 million.20
Over the last decade, the design of professional sports venues has been dramatically
reengineered. The drive to increase revenue and create a richer fan experience has led to a new
generation of stadiums that are far more complex than the stadiums and arenas of previous eras.
They are no longer simple, standalone facilities that are simply designed to maximize the number
of seats.
Today, sports venues are designed with a full complement of premium seat opportunities
that will allow companies and affluent fans to purchase a range of box and suite seating types.Along with these seats come a range of enhanced services. Food and beverage services
throughout the venues provide a full range of dining and price point options. Retail locations and
point of sale opportunities are also much more strategically designed into the stadium
experience. Advertising and sponsorship opportunities abound throughout the venue. Each
element is designed to significantly enhance the revenue that the stadium can generate.
The sports complexs location itself is also being radically reconsidered. Urban locations
that allow mixed-use development are now preferred to standalone locations. The synergy of
hotels, restaurants, bars, and clubs as part of the pre- and post-game experience is now an
integral part of the location decision making. This places an emphasis on creating a total fanexperience that expands the time that a sports goer spends at the game. It also has the potential to
greatly increase the expenditures that fans make on game day. Teams that have new sports
venues have seen an impressive increase their total team revenue and franchise value.21 (See
Exhibit 3: Oakland Coliseum Site Analysis.)
Development Costs and Sources of Revenue for New Oakland Stadium
The estimated development costs (planning and construction) for a new Raiders stadium
are $863MM, which includes roughly $150 million in Coliseum debt. The outstanding debt will
negatively impact the viability of any stadium financing, so new revenue streams will have to
20CS&L.
21McFarlan.
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contribute to paying down the balance. (See Exhibit 4: New NFL Stadium in Oakland, Funding
Gap Analysis Raiders as only Tenant.)
On average since 1992, new NFL stadiums have been financed with 40% public
participation and 60% private dollars. (See Exhibit 5: New NFL Stadium Financing Funding
Comparison and Private Contributions to NFL Stadiums in Past 10 Years.) In Oaklands case,
little or no public money will be available for project financing. Potential public revenue sources
are listed on the following page.22
Public Financing Sources
Transient Occupancy Tax (TOT)
TOT, often called a hotel tax, is charged in California when occupying a room in a hotel,
inn, or other lodging for 30 days or less.23
Municipal/Tax Bonds
Mello-Roos, community facilities districts (CFD), and infrastructure facilities districts
(IFD) are financing mechanisms used to fund certain public infrastructure and services,
especially in developing and redeveloping areas. An assessment district is created by a
sponsoring local government agency. The district includes all properties that will benefit from
the improvements, and residents living within the boundaries must petition or vote to establish a
district. A CFD assesses existing property owners, while an IFD taxes future property owners.
In most cases of facilities construction, initial financing is secured through the
issuance of tax-exempt municipal bonds. Each property within the district is encumberedwith a lien for the annual payment of the principal and interest. The special tax continuesuntil the bond is paid. The assessment is generally collected with property taxinstallments.24
Tax Increment Financing (TIF)
TIF is a funding approach in which the future tax benefits of real estate improvements are
captured to pay the present cost of those improvements. It is often used to finance improvements
(e.g., affordable housing, infrastructure, etc.) in distressed or underdeveloped areas. TIF uses the
increased sales or property tax that new development produces to finance costs related to the
development such as land acquisition, demolition, relocation, public infrastructure, debt service,and planning costs.
22CS&L.
23APrimeronCaliforniaCityFinance.LeagueofCaliforniaCitiesWesternCityMagazine.March2005.Page5.
24InformationonTaxAssessments.MuirBeachCommunityServicesDistrict.
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From the 1970s until present day, a reduction in federal funding
for redevelopment-related activities including spending cuts, restrictions
on tax-exempt bonds and an administrative transference of urban policy to
local, lower-level governments, has led many cities to consider tax
increment financing. State-imposed caps on municipal property tax
collections and limits on the amounts and types of city expenditures havealso induced local governments to adopt alternative funding strategies.
Tax increment financing has, in essence, provided local governments with
a funding mechanism that does not rely on federal funds, escapes state
limits on revenue and expenditures, and does not apply any new tax on
municipal tax payers.25
However, Governor Jerry Brown dissolved Californias redevelopment agencies,
effective February 1, 2012, to halt abuse by some agencies and to close the states budget gap.
Some monies will still flow to cities and counties, but the amount will be significantly lower than
during the redevelopment era.26
For the City of Oakland, this will result in the loss of $28 million
in redevelopment dollars for fiscal year (FY) 2011-12 and FY 2012-13.27 The Coliseum
Redevelopment Area was the largest redevelopment district in the City of Oakland.28
Other Sources
Other public financing streams worth considering are: In-Stadium sales tax, Stadium
ticket tax, and Stadium parking tax.
Private Financing Sources
The CS&L feasibility study found that a funding plan with 100 percent private sources isnot viable and would force the Raiders to strongly consider Santa Clara (See Exhibit 6: Proposed
Santa Clara NFL Stadium) or a site outside of the Bay Area. Nonetheless, the bulk of the
financing will come from private channels. One-time membership equity fees (also known as
personal seat licenses29
), League contributions, and Team Contributions are potentially available.
Major stadium revenues frompremium seating and corporate suite programs, naming rights,
concessions, merchandising, parking, and advertising will also comprise a large slice of the
funding pie.
25"CDFASpotlight:UnderstandingTaxIncrementFinancing".CouncilofDevelopmentFinanceAgencies.
26The201011Budget:ShouldCaliforniaEndRedevelopmentAgencies?.StateofCalifornia,Legislative
AccountingOffice.February8,2011.27
CommunityEconomicDevelopmentAgency(CEDA)Dissolved.CityofOakland.28
RedevelopmentAgencyoftheCityofOakland,California:AnnualFinancialInformationStatementContinuing
DisclosureFiling,AsofJune30,2007.CityofOakland.29
Kukura,Joe.Raiders:Areyourseatsworth$12,000?.NBCBayArea.July26,2010.
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Premium Seating
As a part of the premium seating scheme, a personal seat license (PSL) program could
raise $132.5 million to help fund the development of the football complex. 30 Season ticket
holders will be charged a license fee for the right to buy tickets/seats for the team's new stadium.
This fee has become a common means of helping sports team owners finance new stadiums. The
New York Giants chief executive John Mara noted that revenue from PSLs raised approximately
$371 million toward the cost of the new Meadowlands $1.6 billion stadium. In addition to the
benefit of prime seating, PSLs will allow season ticket holders to pass their tickets from one
generation to the next.31 (See Exhibit 7: Recommended Program for Raiders Premium Seating &
Membership Equity at a New NFL Stadium in Oakland and Exhibit 8 regarding game
attendance, tickets sales, and ticket prices.)
Coliseum Authority officials are also keenly aware that they must augment their
corporate suites program. The Raiders have the third lowest total potential suite and club seat
revenue among all the NFL franchises (See Exhibit 9). Currently, the Coliseum has 90 luxurysuites. A proposed new Oakland stadium would have 96 suites and 60 mini-suites (See Exhibit
7). Since the Oakland/San Francisco/San Jose NFL market has the third largest number of
corporate headquarters, there is a huge pool of corporate clients to fill those luxury boxes (See
Exhibit 10: Oakland Demographic Summary and NFL Market Comparison).
Naming Rights
The current naming rights deal for the Oakland Coliseum is significantly undervalued, so
there is great potential to capture increased revenues from new sponsors. In 2011, Utah-based
Overstock.com, a company specializing in Internet sale of surplus goods from manufacturers and
companies going out of business, signed a six-year deal for naming rights to the Coliseum (nowcalled O.co Coliseum). They paid $1.2 million for the first year, and the cost increases by three
percent each year. The deal has several caveats, one being if either the Raiders or the As leave,
the payment will be reduced by 35 percent. The Coliseum Authority had been looking since 2008
for a stadium sponsor when McAfee, an antivirus software company, declined to renew.32
The record holder for largest naming rights deal is Staples, Inc., who is paying $100
million over 20 years for the building that houses the Los Angeles Lakers (NBA), Clippers
(NBA), Kings (NHL), and Avengers (Arena Football League). In the past, companies that
wanted to acquire naming rights usually had a direct consumer connection. However, in recent
years, companies such as Qualcomm and Cisco are getting into the game because they value the
30CS&L.
31"Giantsdetailpersonalseatlicenseplanfornew$1.6billionstadium".AP.November18,2008.
32Matier,PhillipandRoss,Andrew."NewnameinOaklandsports:Overstock.comColiseum". SanFrancisco
Chronicle.April27,2011.
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immediate boost they receive in brand recognition. Therefore, there is a wide range of businesses
that are now interested in naming rights, and Oakland should capitalize on these opportunities. 33
Advertising and Media
Due to several demographic and locational factors, the Oakland Coliseum has
tremendous promise in terms of advertising and media revenue generation. The Oakland/San
Francisco/San Jose market has the second highest median household income, the third highest
number of corporate headquarters, and the fifth most populous locale in the NFL market. (See
Exhibit 10: Oakland Demographic Summary and NFL Market Comparison.) The Coliseum is
also situated along the 880 corridor, and it has excellent visibility from the freeway. As many as
223,000 cars drive past the venue daily (See Exhibit 11: Coliseum Area Traffic Counts).
Oakland, San Francisco, and San Jose are heavily-populated urban centers, so there is a large
potential fan base for the local teams. This opens up the possibility of the creation of a sports
network that covers the Oakland Raiders, Oakland As, Golden State Warrior, and possibly the
San Francisco 49ers and San Jose Sharks. The YES Network is an example of such a regionalsports network for the New York Yankees and New Jersey Nets.34 The local teams would be able
to earn a greater share of media revenue if they own their own media outlet.
Non-Tenant Events
Non-tenant events will also play a larger role in impacting anticipated revenue. Of
course, the venue should maximize on hosting other sporting events, concerts, and other
amusement-themed programs. They will have to forge stronger relationship with booking groups
such as Live Nation and AEG. Thinking out of the box, why not consider creating a facility that
could be used for football play 10 days of the year and for meetings and conventions the other
355 days of the year.35 These types of arrangements would boost the utilization of the facility,thereby generating steady and larger revenue streams.
Revenue-Sharing Agreements
Additionally, revenue-sharing agreements between the stadium owners, managers, and
primary tenants may affect profitability. These arrangements should be negotiated such that each
party is maximizing their share. This will enable all entities involved to have enough cash flow
to run their operations, compensate their players and staff, and create a memorable and desirable
fan experience.
There are many traditional and creative methods of revenue generation, and the Raiders
and Oakland-Alameda County Coliseum Authority will have to consider them all carefully as
33Panel1:StadiumFinance,NamingRights&TeamRelocation.FordhamIntellectualProperty,Mediaand
EntertainmentLawJournal.Volume12,Issue2,Article1.2002.34
YESNetwork.35
IntellectualProperty,MediaandEntertainmentLawJournal.
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they attempt to fill the $400 million stadium development funding gap. (See Exhibit 12:
Projected Financial Operations for more information on private revenue sources.)
Oakland, Taking Control of Its Destiny
The Coliseum complex presents a unique opportunity to prepare a pioneering business
model that generates revenue for both public and private interests. A winning plan to finance,
build, and operate a new Oakland stadium will draw upon historical data and the successes of
other urban cities across the U.S. in developing projects that revitalized their surrounding
communities and invigorated local and regional economies.
The estimated community benefits amount to upwards of $1.3 billion in direct spending,
tax collection, employment, and wage earnings.36
Nonetheless, can the City of Oakland and
Alameda County really afford to go down this path again given that it is still repaying itsprevious Coliseum bond and loan debts of at least $145 million?37
Can Oakland overcome the challenges and obstacles it faces, and make the new stadium a
reality? Are the withdrawal of redevelopment monies, the negative perception of Oakland (and
especially Deep East Oakland) by investors, and the soft commercial real estate market
insurmountable? Can the City of Oakland and Alameda County garner the public support
required to approve the necessary public financing and inspire investor confidence?
36CS&L.
37AuditedFinancialStatements.OaklandAlamedaCountyColiseumAuthority.June30,2011.
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Exhibit 1
Excerpts from City of Oakland, A Request For Proposals for A Contract to Prepare
Specific Plans and an Environmental Impact Report for the Coliseum Area
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The purpose and intent of the Specific Plans is to provide policy guidance on how the two
project areas would develop and drive economic return for the benefit of the entire Oakland
community through job generation and employment, and balance land use goals with
environmental and economic interests, as well as providing the regulatory framework to
encourage and support development. The Specific Plans will build upon previous planning
efforts, including but not limited to the Coliseum Redevelopment Plan, and be coordinated with
other public and private development projects underway for properties in close proximity. This
will entail coordination of planning and development efforts with the Alameda County Joint
Powers Authority, professional sports franchises, BART, Port of Oakland, Capitol Corridor
Amtrak, and Union Pacific on the Coliseum City side (Area 1), and the Port of Oakland, Airport
Area Business Association, and other major stakeholders including operational businesses and
large property owners on the Business Park side (Area 2).
Area 1: Coliseum City
Coliseum City will offer the opportunity to provide a new, world-classsports/entertainment facility, destination retail, hotel, office, and residential uses that take benefit
from immediate transit opportunities (BART, AMTRAK Capitol Corridor, AC Transit, Airport
Connector) and excellent freeway access and visibility. Coliseum City will serve as a
transportation hub linking BART, Amtrak, and the Oakland Airport Connector to the Airport and
job centers in the East Bay, while attracting employees for the immediate area businesses who
can travel to work via transit. Overall, the concept is to create an economic and sustainable
development that would enhance the local area, residents, and business owners alike, while
serving major sports franchises, and act as a catalyst for the Oakland community. The Staples
Center and adjoining LA Live developments in downtown Los Angeles are an example of how
the City envisions a new Coliseum City, which includes hotel, higher density residential, andmajor retail surrounding an entertainment and sports complex.
Area 2: Oakland Airport Business Park
The Oakland Airport Business Park was developed in the 1980s as an office and
industrial business park, with the relatively recent introduction of big box retail and auto sales,
augmented by airport-serving retail and parking amenities on Hegenberger Road. Part of the new
vision for Area 2 focuses on constraints and opportunities for a more dense and contemporary
business development with medium to large floor plate buildings, to attract emerging technical,
scientific, and advanced manufacturing clusters, which also may benefit from proximity to the
redeveloped Coliseum City and the proximity of the Oakland International Airport. These
industries include biotechnology, life sciences, research and development, multimedia, green
tech, and other industries including artisan food production, that involve creative and
technology-oriented work taking place in large, open, flex office or light industrial spaces.
Several of these industries are experiencing robust growth with great potential for the future and
may be attracted to the Site due to its proximity to Oakland International Airport.
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The Specific Plans will also increase the attractiveness of the area by identifying
priorities for streetscape improvements, necessary parking, and pedestrian enhancements. The
EIR adopted to support the Specific Plans will streamline the environmental review of projects
that fall within its scope.
Adjacent Uses & Other Existing Conditions
Several developments are planned for areas within or immediately adjacent to the Site,and therefore should be considered during the Specific Plan/EIR process. They include, but arenot limited to:
Oakland Airport Connector: BART recently awarded a $500 million contract to design,build, and maintain the 3.2 mile automated guideway system that will connect BART and
AC Transit passengers to the Oakland International Airport. The automated guideway
system will consist of a lightweight overhead aerial structure that will run alongHegenberger Road with a maintenance yard scheduled at Airport Access Road with the
terminus at the Oakland International Airport.
Coliseum Transit Village: The Oakland Economic Development Corporation inpartnership with Urban Core is planning the first phase development of the Coliseum
Transit Village at the Coliseum BART Station parking lot. The project envisions 100
units of workforce housing on a 1.3 acre portion of the existing BART parking lot.
Lion Creek Crossing: The Oakland Housing Authority in partnership with East BayAsian Local Development Corporation (EBALDC) and The Related Companies are
working on completing Lion Creek Crossing IV, which will consist of 72 units of
affordable housing on the corner of Snell Street and 69th Avenue. When the entire master
planned development is complete, over 400 units will have been created around a newly
designed park and restored creek.
Foods Co. Shopping Center: The Agency currently owns a 6.3 acre parcel on the cornerof 66th Avenue and San Leandro Street and is currently negotiating with Kroger/Ralphs
to bring in a new retail shopping center development featuring a new 72,000 sf
supermarket with corresponding fueling station.
Source: City of Oakland, A Request For Proposals for A Contract to Prepare Specific Plans and an Environmental
Impact Report for the Coliseum Area, October 2011.
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Exhibit 2
Selected Demographic Characteristics for Coliseum Area and City
Characteristic 1 Mile 3 Miles 5 Miles Citywide
Population 5,933 169,297 376,939 416,480
Median
household
income
$37,319 $51,567 $55,083 $49,359
# of households 1,637 54,632 126,970 145,506
Average
household size
3.6 3.1 2.9 2.67
Median owner-
occupied
property value
$179,200 $167,900 $222,180 $230,500
# of employees 13,061 69,059 119,129 177,365Median age 34.3 35.5 37.1 36.7
College
attendance (%
of population)
40.6% 49.3% 52.8% 57.4%
White collar
jobs (% of
population)
42.3% 56.5% 60.6% 64.3%
Sources: 1) DemographicsNow, 2008 Projections, 2) Conley Consulting Group, Claritas, Associations of Bay Area
Governments, MetaFacts, May 2007, and 3) DataQuick Information Services
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Exhibit 3
New Oakland Stadium Site Analysis and Ancillary Development
Source: Feasibility Analysis for New Stadium Oakland, 10/1/10, CS&L
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Exhibit 4
New NFL Stadium in Oakland, Funding Gap Analysis Raiders as only Te
Source: Feasibility Analysis for New Stadium Oakland, 10/1/10, CS&L
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Exhibit 5
New NFL Stadium Financing Funding Comparison (since 1992)
Source: National Football League
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Exhibit 5 (continued)
Private Contributions to NFL Stadiums in Past 10 Years
Source: National Football League
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Exhibit 6
Proposed Santa Clara NFL Stadium
Source: Feasibility Analysis for New Stadium Oakland, 10/1/10, CS&L
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Exhibit 7
Recommended Program for Raiders Premium Seating & Membership Eq
at a New NFL Stadium in Oakland
Source: Feasibility Analysis for New Stadium Oakland, 10/1/10, CS&L
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Exhibit 8
Raiders Attendance at Coliseum
Source: National Football League
Tickets Sold per Regular Season Game
Source: National Football League
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Exhibit 8 (continued)
Average Ticket Price
Source: National Football League
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Exhibit 9
Total Potential Suite & Club Seat Revenue per Franchise
Source: National Football League
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Exhibit 10
Oakland Demographic Summary and NFL Market Comparison
Exhibit 11
Coliseum Area Traffic Counts
Corridor/Location Ahead/Back Per Day
I-880 @ 66th
Avenue 222,000/223,000
I-880 @ Hegenberger Road 209,000/222,000
I-880 @ 98th
Avenue 222,000/209,000
Sources: 1) Traffic and Vehicle Data Systems Unit, Department of Transportation, State of California, 2006 and
2) DemographicsNow 2002-2006
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Exhibit 12
New Oakland Stadium Project Financial Operations
Source: Feasibility Analysis for New Stadium Oakland, 10/1/10, CS&