stadiums capabilities statement 2011

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1. Firm Information

2. Project Services

3. Project Experience

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�Stadium Capabi l i t ie s Statement

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Brailsford & Dunlavey is a program management firm with comprehensive in-house facility planning services dedicated to serving major educational institutions, public agencies, and non-profit clients. Our “Value Management” approach to facility development seeks to respond to the basic problem facing any entity which seeks to develop new or renovate existing facilities: How can the project achieve its strategic objectives in the most economical manner possible? Our services are designed to minimize the four primary types of risk associated with facility development projects—revenue risk, financing risk, capital cost risk, and operating cost risk—while consistently maintaining a focus on our client’s mission as the overriding determinant of project priorities.

Our planning approach integrates market analyses, feasibility evaluations, financial analyses, architectural programming, site evaluation, and economic impact assessment into a comprehensive process in which users and client decision-makers are involved at every step. The end result is a consensus-driven project in which all vested stakeholders have participated in its creation and understand the logic of planning decisions.

Our program management services emphasize the facilitation of our clients’ decision-making processes and the relentless execution of their vision. Whether selecting and managing architects and builders, or maintaining control over the three critical variables of quality, cost, and schedule, our role is to ensure that our client’s performance criteria are met in every aspect.

Brailsford & Dunlavey is headquartered in the nation’s capital—with regional offices in Chicago, Charlotte, Columbus, Detroit, and Irvine—and features a client base in 49 of 50 states. The firm is a wholly independent, minority-owned business enterprise.

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The terms “facility planning” and “program management” have diverse meanings to different players in the building profession—architects, engineers, general contractors, construction managers, and financial underwriters—each of whom has a unique perspective on the planning and development process. As a result, each of these professionals tends to approach facility planning with an emphasis on their own area of expertise, frequently at the expense of the project’s other critical aspects, or even the client’s underlying strategic objectives.

We believe that, above this maelstrom, the ultimate sources of wisdom in any potential building project are the owner and the end-users of the space to be created. Only the owner is vested with the most intimate knowledge of its own values and strategic objectives and, thus, with the right to determine project priorities. Only the users, themselves, fully understand the performance needs of a facility and the characteristics essential to its success.

In our philosophy, the greatest benefit that a consultant can bring to a facility planning project is to make the owner as strong as possible throughout the feasibility process and to ensure that the user’s needs are translated into reality. These goals are achieved by providing the client with all of the requisite information and technical advice to make decisions efficiently and confidently by incorporating all of the related constituent groups into the decision-making process, and by executing the owner’s agenda with minimal demand on the client’s valuable time.

A firm can provide these services only if it is able to bring to bear the highest available expertise in market economics, supply and demand analyses, facility programming, operating projections, financial analyses, design, and construction. However, beyond that, the firm also must have the ability to work continuously with the user’s various decision-makers and power centers to forge consensus and maintain a clear vision of the project’s strategic objectives.

That firm is Brailsford & Dunlavey.

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Brailsford & Dunlavey � � � � ��

Corporation

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1140 Connecticut Avenue, NW Suite 400 Washington, DC 20036

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(202) 289-4455

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(202) 289-6461 ��

www.facilityplanners.com

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Ann Volz Vice President of Business Development and Marketing [email protected]

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80+

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1993

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Washington, DC Charlotte, NC Chicago, IL Irvine, CA Columbus, OH Detroit, MI

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Market AnalysisB&D conducts detailed analyses of both the demand for services and the conditions in the local community. B&D analyzes needs by conducting demographic analyses, focus groups, and written and online surveys. B&D projects the unique demand characteristics of the client, including the facility program elements most in demand and, where appropriate, the amount of revenue generated by additional programming. This analysis allows facilities to be developed in direct proportion to user demand, while the client is comfortable with the completed project since their input helped to identify the allocations of spaces and design character of the stadium.

ProgrammingB&D incorporates an understanding of each client’s strategic objectives and an extensive knowledge of building technology and trends with a proprietary process named “Demand-Based Programming,” which identifies the priority of space allocations most supportable by the market. This process provides each of our clients with a framework for evaluating the unique demand characteristics of their own constituency and arriving at a clear consensus on a facility program. In addition, B&D produces all of the information needed to define the client’s requirements for a design and construction team.

Financial Analysis & Strategy DevelopmentB&D develops highly sophisticated financial models incorporating projected revenues, capital costs, operating costs, and financing strategy to determine how to make a project financially self-supporting or profit-generating to the extent required by the client. Our staff has experience implementing a wide variety of financial strategies, including the use of tax-exempt


debt alternative financing and ownership structures, such as off-balance sheet financing with ownership by, and leaseback from, private developers. Our models test project performance under a variety of configurations and external market conditions.

Economic Impact AnalysisWhere appropriate, B&D extends its analysis beyond the benefits of a proposed development to its owner and evaluates its economic benefits to the surrounding community. B&D quantifies direct impacts on the local economy and projects multiplier effects, as well as implicit impact on public services and tax revenues.

Site Analysis & Conceptual DesignB&D evaluates site alternatives with regard to their market responsiveness, impact on the facility program, political acceptability, and cost implications in order to recommend the optimal project location and orientation. We develop conceptual designs for proposed facilities or renovations, identifying prototypical unit layouts and floor-by-floor unit configurations.

Architectural SelectionThrough an RFP or sole-source negotiation process, B&D can help the client select a design team with the necessary experience, design skill, and commitment to service to translate our client’s vision into working drawings. B&D writes project-specific RFPs, pre-qualifies candidate firms, assembles and trains selection committees composed of client decision-makers, evaluates and summarizes proposals, and negotiates contracts.

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Design ManagementB&D’s extensive experience planning stadiums equips us to act as the coordinator of design activities. In addition to administering the design contract and insuring adherence to budget and schedule, B&D acts as the critical “second set of eyes” to insure the high level of aesthetic quality, functionality, constructability, and serviceability desired by our clients. Our “Value Management” philosophy dictates that value engineering, rather than being an after-the-fact cost-saving device, is an ongoing process of monitoring estimates and evaluating the benefits derived from each investment so that costs never run far over budget before being corrected.

Management ConsultingB&D’s experience with stadium operations throughout the United States provides us with a national perspective on management structures, staffing strategies, and operational costs. B&D provides management plans and operating budgets for the efficient future operation of stadiums.

Construction ManagementWhether the owner’s interests are best served by a general contractor, construction manager, or design-build entity, B&D acts as a conduit for our client’s control of the construction process. B&D selects construction entities through competitive bids, RFPs, or sole-source negotiations, coordinates pre-construction planning, and oversees the on-site activities of the construction entity to insure adherence to the client’s standards for project quality, cost, and schedule.


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1. Allentown, PA Stadium Feasibility Study

2. Auburn University Stadium Premium Seating Market Study

3. Baltimore Ravens Stadium Program Management, Operations Management

4. Howard University Athletics and Recreation Facilities Master Plan

5. Jackson State University Stadium Preliminary Assessment

6. James Madison University Stadium Premium Seating Market Study

7. Maryland Soccer Foundation Stadium Feasibility Study and Architectural Programming

8. Maryland Stadium Authority Velodrome Feasibility Study

9. Ochoa Enterprises Soccer Stadium Feasibility Study

10. Ohio Cultural Facilities Commission Stadium (Cleveland Browns) Development Consulting and Program Management Stadium (Cincinnati Bengals) Development Consulting and Program Management

11. San Diego Super Bowl Host Committee Chargers Stadium Site Evaluation, Financing Plan

12. San Francisco, CA 49ers Stadium Market Analysis and Financial Feasibility Analysis

13. Savannah State University Stadium Program Management

14. U.S. Soccer Foundation Soccer Complex and Training Facility Feasibility Analysis

15. University of Arizona Athletic Facilities (Stadium) Market Analysis and Financial Analysis

16. University of Delaware Stadium Premium Seating Market Analysis

17. University of Minnesota Stadium Development Consulting

18. University of Missouri-Kansas City Soccer Stadium Design/Build Team Selection Support Services Athletic Facilities Master Development Advisor – Stadium Programming and Financial Analysis

19. University of New Mexico Stadium Premium Seating Market Analysis

20. University of Southern California Stadium Business Plan and Management Review

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Brailsford & Dunlavey was retained by the Baltimore Ravens of the National Football League to serve as program managers and represent the team’s interests throughout the design and construction of its 68,000-seat stadium, located adjacent to the renowned Oriole Park at Camden Yards. B&D’s program manager served as the primary liaison between the Ravens organization and the project team, which included the Maryland Stadium Authority as the facility owner, architects HOK Sport, and a joint venture between Whiting-Turner and Barton Malow as construction contractors.

In addition to providing day-to-day coordination of information and tracking project budgets and schedules for the $220 million project, B&D was responsible for ensuring that design and construction adhered to the Ravens’ requirements; evaluating the cost-revenue relationships of a variety of facility features and amenities; identifying and developing concepts for market-responsive fan enhancements to maximize the stadium’s marketability, revenue-generating capacity, and positive economic impact on the surrounding community; and encouraging site design that would be responsive to the broader urban context.

The stadium opened in 1998 and is widely regarded as one of the premier facilities throughout the National Football League, while the 2001 Super Bowl champion Ravens have the distinction of being among the league’s top financial performers.

Baltimore Ravens

M&T Bank Stadium Program Management and Operations

Management

Baltimore, MD

#Stadium Capabi l i t ie s Statement

Brailsford & Dunlavey serves as the Sports Facility consultant to the Ohio Cultural Facilities Commission, the body through which the State of Ohio participates in funding sports facilities at the major league and minor league levels. In this role, B&D has provided comprehensive consulting on the market and financial feasibility, economic impact potential, design, and construction of almost every major league and minor league professional sports facility developed in the State since 1996, representing a total of more than $1 billion in total development costs. B&D’s function is to identify the sources of risk involved in each project, whether they relate to the project’s financing, construction budget and schedule, or operating revenues and costs, and develop strategies for the state to mitigate those risks. Ultimately, B&D is responsible for advising the state on the approval of project funding.

B&D completed a comprehensive analysis of the financial feasibility and constructability of Paul Brown Stadium, home to the National Football League’s Cincinnati Bengals, and assisted with monitoring the development process. While the project’s $270 million financing plan was relatively straightforward, relying on a powerful revenue stream from a local sales tax increase, B&D highlighted a number of capital cost risks at the outset and noted that these complicated not only the funding of Paul Brown Stadium but also that of the new stadium for the Cincinnati Reds, which was to be financed by the same sales tax revenue stream. The capital cost risks for the Bengals’ stadium included site assembly challenges and the potential for construction cost overruns resulting from the stadium’s innovative design and many atypical conditions, combined with a Guaranteed Maximum Price structure. B&D’s early warnings about these areas proved valid as the project experienced significant cost overruns; however, the client was protected from additional cost exposure, as B&D had recommended that the state’s contribution be tied to a fixed amount based on original budget projections, leaving the state unaffected by the increasing project costs.

B&D also provided comprehensive analysis of architectural and engineering design documents and specifications, construction budgets and schedules, contracts, and bid documents in order to assess the construction budget and schedule risk on the project. After successive rounds of exhaustive analysis, B&D recommended approval of state funding and subsequently assisted in monitoring the development process.

The $545 million project opened on August 16, 2000 for the Cincinnati Bengals’ first exhibition home game of the season.

Ohio Cultural Facilities Commission

Stadium (Cincinnati Bengals) Development Consulting and

Program Management

Cincinnati, OH

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In its role as the Sports Facility consultant to the Ohio Cultural Facilities Commission, Brailsford & Dunlavey was asked in 1999 to review all aspects of the new Cleveland Browns stadium including its unique financing plan, in which funding was being provided by a combination of the City of Cleveland, various instrumentalities thereof (such as utility and transportation authorities), Cuyahoga County (through an extension of the sales tax increase that had previously provided funding for Jacobs Field, home of Major League Baseball’s Cleveland Indians), the State of Ohio, the National Football League (as a settlement term resulting from lawsuits over the departure of the original Cleveland Browns franchise to become the Baltimore Ravens), and the new franchise ownership, whose identity at the time was undetermined.

B&D completed a detailed cash flow analysis tracing all sources of funding to assess their reliability, and also provided comprehensive analysis of architectural and engineering design documents and specifications, construction budgets and schedules, contracts, and bid documents in order to assess the construction budget and schedule risk on the project. After successive rounds of exhaustive analysis, B&D recommended approval of state funding and subsequently assisted in monitoring the development process. The stadium is now considered one of the premier facilities in the NFL.

Ohio Cultural Facilities Commission

Stadium (Cleveland Browns) Development Consulting and

Program Management

Cleveland, OH

��Stadium Capabi l i t ie s Statement

In early 2002, Brailsford & Dunlavey was engaged by the San Diego Super Bowl Host Committee to evaluate a range of potential opportunities to develop a new $450 million NFL football stadium in San Diego County. While the market had traditionally supported the NFL Chargers and frequently hosted the Super Bowl, the aging and outdated Qualcomm Stadium was reaching the end of its useful life, causing the MLB Padres to relocate to a new downtown ballpark, compromising the Chargers’ future financial viability and impairing the region’s ability to attract future Super Bowls.

B&D was engaged in identifying and evaluating potential sites and creating a viable financing plan for a new NFL stadium, suitable as both the home field to the Chargers and as a future Super Bowl site. B&D evaluated a number of sites throughout San Diego County, identifying and analyzing ancillary development opportunities, establishing basic stadium architectural program requirements, and creating a comprehensive financial model to test project performance under a variety of financing scenarios. This planning defined the basic formula that was applied in subsequent negotiations and studies between the city and the Chargers organization.

San Diego Super Bowl Host Committee

San Diego Chargers Stadium Site Evaluation and

Financing Plan

San Diego, CA

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In 1996, Brailsford & Dunlavey was engaged by the City of San Francisco’s Office of the Mayor to assist the City with negotiations for a new stadium project with the NFL San Francisco 49ers. B&D provided market and financial feasibility assessments of the stadium project to the City and analyzed the private financing potential of the stadium. B&D’s analysis gave particular consideration to the NFL’s guarantee of hosting a Super Bowl and the linkage of the stadium project to a proposed major retail development by the Mills Corporation. Ultimately, the assignment was discontinued when the 49ers ownership went through a transition and the project was tabled.

City of San Francisco

San Francisco 49ers Stadium Market and Financial

Feasibility Study

San Francisco, CA


Brailsford & Dunlavey, in a joint venture with HNTB Architects and Parsons Brinkerhoff, authored the bid document for the Chesapeake Region 2012 Coalition in its efforts to secure the 2012 summer Olympics for the Washington-Baltimore region. In addition to overall bid coordination and assistance to the Coalition with strategic direction, B&D was responsible for the preparation of four of the Bid Document’s 17 Themes, or chapters. The following is a brief description of the work completed for each Theme:

� Theme 8 – Olympic Program – Included the development of the schedule for the 2012 Olympic Games, taking all logistical and operational ramifications into consideration.

� Theme 12 – Olympic Village – Included the selection of a suitable site for the Village that allowed for maximum accessibility for the athletes to competition venues, yet provided enough security to maintain a level of comfort for athletes to enjoy the Olympic experience.

� Theme 13 – Accommodation – Included a complete inventory of the hotel infrastructure of the Washington-Baltimore region, complete with a discussion of planned projects in the near future.

� Theme 17 – Finance – Includes a complete budget for the 2012 Olympic Games and cash flow forecast given the projected revenues and expenses available for the Games.

Throughout the preparation of the Bid Document, B&D personnel maintained close contact and coordination with numerous regional organizations and the staff of the Chesapeake Region 2012 Coalition. In the fall of 2001, Washington, DC was selected as a Candidate City finalist. B&D provided support to the Coalition in various capacities for the United States Olympic Committee, including presentations and plan refinement. In the end, New York City was selected by the USOC as the next U.S. Host City.

Chesapeake Region 2012 Coalition

Olympic Bid Document Preparation

Washington, DC

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In February 2007, Brailsford & Dunlavey was selected by the University of Southern California to complete a management review and business plan for the L.A. Memorial Coliseum, and to consider its combined operation with the University’s Galen Center. The University initiated this planning effort primarily to define an alternative to the current paradigm for USC football games, for which USC leased the Coliseum as its home venue from the L.A. Memorial Coliseum Commission. B&D’s study established a set of recommendations for the governance and management of the Coliseum by USC, established proposals for facility improvements and maintenance, and considered some manner of inclusion of the Galen Center in this management structure.

B&D’s study concluded that the University, through tapping into potential new revenue streams, could fund major capital improvements to the Coliseum and bring it to the level of quality consistent with USC constituents’ expectations. Major revenue-generating elements, such as naming rights / sponsorship inventory and premium seating (suites, club, and loge seats) could support debt capacity far greater than the capital costs required to create them, and could support the funding of non-revenue-generating (albeit necessary) improvements in life safety, accessibility, deferred maintenance, and fan access and comfort.

B&D did not recommend a policy of aggressive event capture, making it possible for either in-house staff or an outside private manager to operate the facility equally well as the primary home for USC football. In either case, the management was structured such that the operator would report to a newly formed, USC-affiliated governing entity.

University of Southern California

Stadium Business Plan and Management Review

Los Angeles, CA


In November of 2002, the University of Minnesota contracted Brailsford & Dunlavey for support services in the pre-design planning phase of a joint-use football stadium. The proposed $450 million project was to build an on-campus football stadium that would serve as home to both the University football team and the NFL Minnesota Vikings football organization. Based on B&D’s experience with planning both collegiate and professional sports facilities, our services included the overall review of the design team’s conceptual planning effort, aiding the development of a Memorandum of Understanding between the University and the Vikings organization, and assisting the University planning department in defining the parameters of the project.

The design team investigated the environmental, traffic, architectural, and campus master planning considerations associated with the proposed site. B&D made recommendations to the University on the most appropriate manner in which to respond to the findings of the design team’s investigation in order to meet the University’s overall goals for the project. B&D assessed the architectural and programmatic elements needed to develop a facility that could foster the pageantry, history, and atmosphere of a collegiate “game-day” experience and help to enhance the campus environment that the University felt had suffered since the relocation of University stadium events to an off-campus facility. While making these assessments, B&D also aided the University in determining the most appropriate mixture of collegiate experience and the professional entertainment characteristics most commonly associated with an NFL football event. Ultimately, B&D’s advice was instrumental in helping the University to determine that a reconciliation between the University’s and the NFL’s needs were not achievable, and instead the two entities have proceeded with planning their own facilities independently.

University of Minnesota

Stadium Development Consulting

Minneapolis, MN

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In early 2002, Brailsford & Dunlavey was retained by Auburn University to perform a comprehensive premium-seating market analysis of Auburn’s Jordan-Hare Stadium. The study was commissioned in support of the University’s decision-making regarding a $30 million stadium expansion plan then in conceptual design.

The detailed market analysis targeted all potential clients for the proposed new club seating and suite capacity, including current season ticket holders, “Tiger Team” booster club members, other Auburn alumni, and businesses and corporations as far away as Birmingham and Atlanta. The study incorporated qualitative market research techniques, such as focus groups with potential clients and interviews with Athletic Department marketing staff, as well as statistically valid quantitative techniques such as telephone and written surveys sampling broad market segments. The objective of the study was not only to project the likely demand for premium seating, segmented by product type (end-zone club seating and suites versus sideline club seating and suites) and in terms of total demand at various price-points, but also to define the essential architectural features and amenities that were necessary to associate with each seating package.

B&D completed the study in 2002 and recommended a specific architectural program for adding club seats, suites, and related amenities, as well as a pricing and marketing strategy associated with each. All proposed design improvements and amenities were designed to cater directly to the individual by providing additional value within season-ticket and premium-seating packages. Statistically validated sampling demonstrated the accuracy of the research methodologies.

The Jordan-Hare Stadium expansion was completed in 2004.

Auburn University

Stadium Premium Seating Market Study

Auburn, AL


In 2005, Brailsford & Dunlavey was selected by Jackson State University to develop a case statement to examine options for improving the University’s football program while maximizing the positive impacts to the University and community. The case statement was designed to be a preliminary analysis that would serve as the basis for more detailed University and economic impact analyses. At the time, the school played its home football games and held its graduation ceremony at Veterans Memorial Stadium, a state-owned and -managed facility located five miles from the University’s campus. Football has a strong tradition at JSU, and the University is consistently ranked high among all Division I-AA programs with respect to attendance. However, the current facility agreement severely hampered the University’s ability to convert this enthusiasm into additional revenue.

To perform this analysis, B&D conducted the following tasks:

� Interviewed key JSU administrators to understand mission goals supported by football � Researched historical data from the NCAA on income generated from athletic programs � Examined the current facility to understand and identify programmatic limitations � Conducted a peer institution analysis of similar facilities � Researched initiatives being considered and implemented by the City of Jackson � Developed a preliminary financial analysis to determine project cost, operating expenses,

and revenue potential

B&D’s analysis included examining the economic impact of a stadium located between the University’s campus and downtown. Downtown Jackson was undergoing significant changes with recent legislation enacted aimed at spurring economic development. Construction of a new stadium would present a rare opportunity to position the facility within the community as an economic development driver. Building a new stadium would complement existing revitalization efforts and would serve as an anchor for any future development. B&D worked with Heery Architects to develop a rendering of a new stadium proximate to downtown Jackson.

As a result of B&D’s analysis, the University moved to present these findings to the State Legislature to secure support for moving forward with a more comprehensive analysis.

Jackson State University

Stadium Preliminary Assessment

Jackson, MS

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In 2007, Brailsford & Dunlavey was selected by James Madison University—in conjunction with Moseley Architects—to complete a market analysis and programming study for the potential renovation of the University’s football stadium. The current facility, Bridgeforth Stadium, was consistently sold to capacity and lacked the premium seating options typical to most football stadiums. B&D was tasked with identifying the optimal seating capacity and premium seating program based upon market demands.

To accurately measure market demands, B&D conducted a series of focus groups with alumni groups, booster clubs, and prominent supporters of the athletic department. Information from the focus groups was used to define seating options and price points that were tested with an online survey. Additionally, a review of comparable facilities was completed to provide a context for the program to be recommended.

B&D’s findings revealed significant market demands for luxury suites, outdoor club seats, and outdoor loge seats. The process also revealed a clear market appreciation for the social atmosphere at games, which was addressed in the program with a singular premium club to be shared by all seat holders. As a result, the University proceeded with the renovation and expansion of Bridgeforth Stadium.

James Madison University

Stadium Premium Seating Market Study

Harrisonburg, VA

�#Stadium Capabi l i t ie s Statement

In April 2008, the University of Arizona selected Brailsford & Dunlavey to conduct an athletic facilities market study and financial analysis as a component of its larger athletic master plan. B&D specifically was tasked with defining appropriate seating programs for Arizona Stadium and McKale Memorial Center by measuring the market potential for luxury suites and club seats.

B&D’s analysis included a comparable market, Pac-10 Conference school, and peer school analysis of premium seating programs, seating capacities, and pricing strategies. The exercise also included a premium market share analysis and a focus group consisting of University of Arizona athletics donors and supporters. The focus group discussions enabled B&D to test project concepts informed by the quantitative analysis and to examine potential user tastes and desires related to seating location, price points, and amenities.

Based upon its quantitative and qualitative market analysis, B&D identified a demand for between 20 and 25 new luxury suites and between 600 and 800 club seats.

University of Arizona

Stadium and Arena Market Analysis

Tucson, AZ

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In February 2005, the University of Delaware retained Brailsford & Dunlavey to conduct a market study for the potential development of premium seating options at Delaware Stadium, including the possible expansion of existing box seating and the possible provision of club or luxury “VIP” suites. The University enjoyed a successful football program and already was planning to construct improved press box facilities at its football stadium. It was within the context of this planned work that the University engaged B&D to explore the potential for success of premium seating options at the stadium.

B&D’s market analysis included an overview of the area market in which Delaware Stadium was situated, a demand analysis comprising qualitative focus group and telephone interview data, and a preliminary analysis of existing supply. The study culminated in a set of recommendations as well as additional considerations and next steps for the University to consider.

Focus group interviews comprised conversations with about 50 members of the broader University community—the primary target market for premium seating options at Delaware football games. Telephone interviews broadened this sample of qualitative data and comprised conversations with a similar sample of individuals. These discussions allowed B&D to examine potential user attitudes, needs, and desires related to feasible features, amenities, and viable quantities of different premium seating products. The preliminary supply analysis allowed B&D to draft a recommendation set within the greater context of existing conditions for comparable sports entertainment facilities in the region.

B&D concluded that the University could feasibly increase the Stadium’s number of box seats slightly; build approximately 400-600 club seats at about $200-$360 per seat, per season; and build approximately 80-100 luxury suites at about $500-$600 per seat, per season. Furthermore, B&D advised the University to pursue an incremental approach to development in order to ensure that product supply would not be increased beyond the market’s existing absorption capacity, and to gauge user response to—and support for—the products delivered in order to guide future decisions on premium seating improvements.

University of Delaware

Stadium Premium Seating Market Analysis

Wilmington, DE


In November 2007, the University of Missouri-Kansas City retained Brailsford & Dunlavey and Jones Lang LaSalle to provide capital budgeting and real estate advisory services as the University’s master development advisor. The team performed in-depth analyses of UMKC’s desired $750 million capital projects and identified actionable strategies that enabled the University to bring its master plan goals to fruition. B&D analyzed the individual project feasibility and provided a portfolio-wide review of all capital projects to develop recommendations that the University could use to achieve its development goals. To maximize value to the University, the team explored project bundling, phasing and private development concepts to determine whether they could affect faster or more economic implementation of any of the capital projects.

Based upon the analysis, the consulting team identified several unique opportunities that would enable the University to complete some of its capital projects without negatively impacting its financial position or academic priorities. After performing project analyses, the team classified key projects based on their relative likelihood of being accepted by the marketplace, their relative development cost to the University and their compatibility/priority with the University’s mission.

In order to implement the prioritized projects, the team advised the University to undertake appropriate next steps including land acquisition, pre-qualify developers, non-traditional debt structuring, and sale/leaseback due diligence. Among the University’s completed projects was Durwood Soccer Stadium & Recreational Field, which opened in the fall of 2009. The 850-seat, $9 million complex includes a soccer field, four-lane track, locker rooms, meeting rooms, and coaches’ offices.

University of Missouri-Kansas City

Master Development Advisor -- Stadium Programming and

Financial Analysis

Kansas City, MO

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In September 2007, the University of New Mexico commissioned Brailsford & Dunlavey to conduct a market study for the potential development of premium seating programs at University Arena (“the Pit”) and University Stadium. The study specifically addressed the market potential for luxury suites and club seats, the definition of appropriate seating programs, and the debt capacity of the associated net new revenue streams.

B&D’s market analysis included a comparable market, conference school, and peer school analysis of premium seating programs and pricing strategies. The exercise also included a premium market share analysis and a focus group consisting of University of New Mexico athletics supporters and donors. The focus group discussions enabled B&D to test project concepts informed by the quantitative analysis and examine potential user tastes and desires related to seating location, and amenities. A financial analysis of the tested project concepts was completed with all operating revenues and costs modeled.

Based upon the quantitative and qualitative market analysis, B&D identified a demand for between 49 and 55 new luxury suites and between 1,300 and 1,700 club seats. The net new revenues generated by the additional premium seating were estimated to have the capacity to support between $31,000,000 and $43,000,000 in debt.

University of New Mexico

Stadium and Arena Premium Seating Market Analysis

Albuquerque, NM


In the summer of 2000, the U.S. Soccer Foundation selected Brailsford & Dunlavey to analyze a 50-acre site in the Virginia suburbs of Washington, DC that would serve as a 13-field community soccer complex and as the headquarters and training facilities of the Major League Soccer team DC United. The U.S. Soccer Foundation needed to determine if the site had the capacity for the program requirements, as well as calculate the approximate costs for developing the land. Additionally, the Foundation needed to determine the feasibility of making the improvements based on the acquisition criteria established by the owner of the land: Fairfax County, Virginia.

B&D analyzed the schematic diagrams that had been produced, toured the site, and determined both the site’s maximum capacity for construction and fields and the site’s required infrastructure improvements. Accompanying this analysis was the preparation of a detailed program of requirements with an outline of projected construction costs for all items.

B&D’s analysis equipped the Foundation with the requisite knowledge of whether the proposed land costs were reasonable, and to apply this knowledge in its negotiations with Fairfax County. With B&D’s insight, the Foundation understood that the best approach was not to purchase the land from Fairfax County, and instead to continue searching for a more ideal site.

U.S. Soccer Foundation

Soccer Complex and Training Facility Feasibility Analysis

Fairfax, VA

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The Maryland Soccer Foundation retained Brailsford & Dunlavey to evaluate Montgomery County’s demand for an indoor multipurpose sports facility, develop building concepts that corresponded with these needs, and develop a preliminary financial & strategic plan to address the Maryland Soccer Foundation’s development and operation of these facilities. B&D also was responsible for conducting a market analysis, demographic analysis, and architectural programming. This analysis was coordinated with the Maryland Soccer Foundation’s development of a detailed business plan for the proposed outdoor facilities, which would include nearly two-dozen soccer fields and a 3,200-seat stadium.

The detailed business plan was approved by the County Planning Board, and the County Council voted to approve the construction of the project. And in October 2000, the Maryland SoccerPlex opened. The facilities are used by amateur and professional groups throughout the region, including occasional usage by Major League Soccer’s D.C. United team.

Maryland Soccer Foundation

Soccer Fields and Stadium Feasibility Study and

Architectural Programming

Germantown, MD


The Maryland Stadium Authority, developer and owner of the renowned Oriole Park at Camden Yards and M&T Bank Stadium, engaged Brailsford & Dunlavey in 2000 as part of a joint venture with the architecture and planning firms Cho, Wilks, Benn and Arquitectonica, to determine the feasibility of developing a velodrome in Baltimore. B&D’s responsibilities included market research, analysis of comparable facilities in other markets, and operating financial projections for the facility.

B&D’s analysis identified a strong demand for competitive bicycling facilities such as the proposed velodrome in Baltimore and, additionally, identified a potential need for the velodrome created by the Washington-Baltimore region’s bid effort to secure the 2012 Olympics. Though the Olympic Bid was not awarded to the region, the velodrome remains a possibility for future development.

Maryland Stadium Authority

Velodrome Feasibility Analysis

Baltimore, MD

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The City of Allentown, Pennsylvania was interested in developing a minor league soccer stadium. Considering whether to convert an existing high school field into a dual-use facility that would include a minor league component, the City hired Brailsford & Dunlavey to conduct a detailed market analysis to test the feasibility of the proposed project.

B&D’s market analysis included research into whether the City could attract a minor league team to the area, thus cementing the need for a sufficient soccer stadium to play in. B&D researched methods for adequately funding such a venture, spoke extensively with promoters, and analyzed the feasibility of augmenting stadium activity with secondary competitions, such as for lacrosse. When requested by the City, B&D also tested support for attending high school band competitions.

City of Allentown

Stadium Feasibility Study

Allentown, PA


We were all exceedingly impressed with your ability to effectively coordinate the activities of the Maryland Stadium Authority, the architects, and the contractor while ensuring that the design and construction was responsive to our organization’s needs.

Working with Brailsford & Dunlavey and their team in this incredibly rewarding process has been a delight, and I would strongly recommend them to others.

As the State of Ohio has become involved in funding for professional sports facilities, we must ensure that the public’s investment is protected. Brailsford & Dunlavey have provided us with the necessary analysis of the feasibility, design, and construction of these projects so that we can understand and manage risks at each step.

—Mr. Arthur ModellOwner and Chief Executive Officer // Baltimore Ravens

—Mr. Dan KniseFormer President and CEO // Chesapeake Region 2012 Coalition

—Ms. Kathy FoxExecutive Director // Ohio Arts & Sports Facilities Commission

stadiums capabilities statement 2011

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