Coliseum City - Oakland Coliseum Case Study

7/27/2019 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



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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



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Exhibit 6

Proposed Santa Clara NFL Stadium



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Exhibit 7

Recommended Program for Raiders Premium Seating & Membership Eq

at a New NFL Stadium in Oakland



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Exhibit 8

Raiders Attendance at Coliseum


Tickets Sold per Regular Season Game



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Exhibit 8 (continued)

Average Ticket Price



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Exhibit 9

Total Potential Suite & Club Seat Revenue per Franchise



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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&

Documents

Coliseum City - Oakland Coliseum Case Study