Astrodome FINAL Report 5-23-12

1
1
C CO ON NF FI ID DE EN NT TI IA AL L D DR RA AF FT T
For Discussion Purposes Only
Subject to Change

RELIANTPARKMASTERPLAN
ANALYSIS
April9,2012
Mr.EdgarColon
HarrisCountySports&ConventionCorporation
OneReliantPark
Houston,TX77054
DearMr.Colon:
Conventions, Sports & Leisure International (CSL) in association with the consulting team comprised of Thinkwell
Development, Populous, Entertainment + Culture Advisors, Venue Solutions Group, Management Resources, Pollavision and
Manhattan Construction is pleased to present a summary report regarding the Reliant Park Master Plan Analysis. The
attachedreportsummarizesourresearchandanalyses,andisintendedtoassistCountyrepresentativeswiththeirdecisions
regardingtheReliantParkMasterPlanincludingthefutureuseoftheAstrodomesite.
Theinformationcontainedinthisreportisbasedonestimates,assumptions,andotherinformationdevelopedfromresearch
ofthemarket,knowledgeofthepublicassemblyindustry,andotherfactors,includingcertaininformationyouhaveprovided.
Allinformationprovidedtousbyotherswasnotauditedorverified,andwasassumedtobecorrect.Becausetheprocedures
were limited, we express no opinion or assurances of any kind on the achievability of any projected information contained
hereinandthisreportshouldnotberelieduponforthatpurpose.Furthermore,therewillbedifferencesbetweenprojected
andactualresults.Thisisbecauseeventsandcircumstancesfrequentlydonotoccurasexpected,andthosedifferencesmay
be material. We have no responsibility to update this report for events and circumstances occurring after the date of this
report. We sincerely appreciate the opportunity to assist you with this project, and would be pleased to be of further
assistanceintheinterpretationandapplicationofthestudysfindings.
Verytrulyyours,
CSLInternational
TableofContents
ExecutiveSummary...................................................................................................................................................................i
1. Introduction.......................................................................................................................................................................1
2. ConsultantTeam..............................................................................................................................................................8
3. ReliantParkAnalysis...................................................................................................................................................14
4. MarketAnalysis.............................................................................................................................................................55
5. ReliantParkMasterPlanAnalysis.......................................................................................................................100
6. AstrodomeSiteFutureUseAnalysis..................................................................................................................165
Appendices
ExecutiveSummary
Executive Summary
ii
1.0Introduction
ThehistoryofReliantParkbeganwiththeconstructionoftheHarrisCountyDomedStadium,whichopenedin1965.Withthe
AstrodomeasitsanchorandthelateradditionoftheAstroarenaandAstrohall,thecomplexwaslaterrenamedAstrodomain.
In 2002 the Astrohall was demolished and two new venues, Reliant Center and Reliant Stadium were added to what is now
ReliantPark.TheAstrodomeandAstroarenahavesurvivedasReliantAstrodomeandReliantArena.ReliantArenaisstillused
forevents,butfewimprovementshavebeenmadethatwouldmaintainitscompetitivenesswithamodernbuildingdesigned
forsimilaruse.Today,theAstrodomecannolongerbeusedforpublicevents.
In 2007, the Harris County Sports and Convention Corporation (HCSCC), a local government corporation formed to manage
and develop Reliant Park, commissioned a study to assess the then current and future needs of the on-property tenants (the
Houston Texans and the Houston Livestock Show and Rodeo), clients and potential clients of Reliant Park. The 2007 study
(Reliant Park Master Plan) addressed concerns regarding the aging Reliant Arena, parking and traffic issues, the need for
additional exhibit and meeting space for the Offshore Technology Conference (OTC) and program elements identified by the
HoustonLivestockShowandRodeo(HLSR)asbeingessentialtothecontinuedgrowthoftheirevent.
In 2010, the needs of the Reliant Park were again assessed in conjunction with discussions focusing on the possibility of
repurposing the Astrodome to create a Science, Technology, Engineering and Mathematics (STEM) venue. The Reliant Park
MasterPlanwasupdatedtoreflectthisnewneedsassessment.InJuly2011,theHCSCCcommissionedthisstudytoprovidean
independent assessment of the market, financial, economic impact and funding parameters of the proposed Reliant Park
MasterPlan,includingtheoptionsrelatedtothefutureuseoftheAstrodomesite.HarrisCounty,TheHoustonLivestockShow
and Rodeo, the Greater Houston Convention and Visitors Bureau, ARAMARK Sports & Entertainment, the Harris County-
HoustonSportsAuthority,andtheHoustonTexanscontributedtothefundingofthisstudy.
Theconsultantteamconductedanindependentanalysis,aswellas,acomprehensivereviewofthenumerousreports,studies
andplansrelatedtotheReliantParkMasterPlan.MeetingswereheldwiththeHarrisCountyJudgeandCommissioners,key
Harris County staff, Reliant Park tenants, operators and stakeholders to assess existing conditions, site attributes and
constraintsandtoestablishprojectgoalsforfutureuseoptions.Forthepurposesofthisstudy,theanalysiswasseparatedinto
two distinct elements: the Reliant Park Master Plan and the Future Use of the Astrodome Site. Further, the scope of work
proposed in the Reliant Park Master Plan was separated into two distinct projects: the Replacement Arena Project and a
possible on-site Hotel. The Replacement Arena Project includes the 8,000 to 10,000 seat performance arena, 250,000 square
feet of exhibition space, a 45,000 square foot ballroom and additional meeting space, a 2,500 to 3,000 car parking garage,
Executive Summary
iii
intermodaltransportationcenter,demolitionofthecurrentarenaandvarioussiterelatedprojects.TheAstrodomeevaluation
focused on four options for the future use of the Astrodome site: Maintain Status Quo, Reliant Park Plaza, Astrodome Multi-
PurposeFacilityandAstrodomeRenaissance.
The following are the consultant teams conclusions regarding the Reliant Park Master Plan including the future use of the
Astrodomesite:
ItisrecommendedthattheReplacementArenaProjectbedevelopedatanestimatedProjectCostof$385.4million,less
anyamountscontributedbytheHoustonLivestockShowandRodeo.
ItisalsorecommendedthatHarrisCountypursuetheMulti-PurposeFacilityoptionforthefutureuseoftheAstrodome
siteatanestimatedProjectCostof$270.3million(exclusiveoftheoutstandingdebtontheAstrodome),lessanycost
reductionsobtainedthroughavailabletaxcreditsorsourcesotherthanHarrisCountypropertytaxcollections.
In the event the Multi-Purpose Facility option is not chosen or available funds are not sufficient to support the Multi-
PurposeFacilityoption,thenHarrisCountyshouldchoosetheReliantParkPlazaoptionatanestimatedProjectCostof
$63.9million(exclusiveoftheoutstandingdebtontheAstrodome).
ItisthedesignteamsstrongrecommendationthatactionbetakenontheReplacementArenaProjectandAstrodome.
Theimprovementswillhaveasignificantpositiveeffectonthetenants,majorlongtermclientslikeOTCandcommitted
specialeventsincludingthe2016FinalFourandthe2017SuperBowlbid.Inordertoderivethesebenefitsthiswork
mustbeginassoonaspossible.
ThisExecutiveSummarycontainsthekeyfindingsandconclusionsrelatedtothefeasibilityandimpactsofthevariousoptions
contained in the Reliant Park Master Plan, including the future use of the Astrodome site. The Report should be read in its
entiretytoobtainthebackground,methodsandassumptionsunderlyingthesefindings.

Executive Summary
iv

Executive Summary
v
2.0ConsultantTeam
Theconsultantteamconsistedofthefollowingcompanies:
Conventions, Sports & Leisure International is a leading advisory and planning firm specializing in providing
consultingservicestotheconvention,sport,entertainmentandvisitorindustries.
Thinkwellisanindustryleaderintheconceptdevelopmentanddesignoflarge-scaledestinationresorts,themeparks,
museums/exhibits,liveshows,eventsandattractions.
Entertainment + Culture Advisors is an international advisory firm focused on economic and market analysis for
world-classdestinationentertainmentandculturaldevelopmentprojects.
ManagementResourcesisamanagementconsultingfirmspecializinginleisure-timeattractionsandevents,including
museums,aquariums,themeparks,destinationresorts,corporatebrandcenters,worldexpositionsandOlympiads.
Populousisaglobaldesignpracticespecializingincreatingenvironmentsthatdrawpeopleandcommunitiestogether
forunforgettableexperiences.
Venue Solutions Group is focused on management and operations of public assembly facilities with municipalities,
professionalsportsorganizations,andprivatesectorfirms.
Pollavision is a works cinema experience consultant supporting owners/operators, equipment suppliers and
architectsindesigningandintegratingallaspectsoffilm,videoanddigitalpresentation.
Manhattan Construction is known for building high profile, technically difficult mega projects. Manhattan is
recognized for building excellence in sports stadiums, healthcare, government, education, laboratory, aviation,
transportation,convention,casinoandhospitalityfacilities.

Executive Summary
vi
3.0ReliantParkAnalysis
The Reliant Park Complex includes four venues: Reliant Stadium, Reliant Center, Reliant Arena and Reliant Astrodome. The
Complex covers about 350 acres in the heart of the Harris County metropolitan area and provides parking for up to 26,000
automobiles. Reliant Park hosts a variety of public assembly events each year including sporting events, public consumer
shows, conventions, trade shows and other entertainment events. The tenants at the Complex are the Houston Texans
(Texans) and the Houston Livestock Show and Rodeo (HLSR). The Reliant Park Complex is also host to the annual Offshore
Technology Conference and many other consumer shows and trade shows each year. Other pertinent facts that impact the
analysisincludethefollowing:
ThethreeoperationalvenueswithinReliantPark(ReliantArena,ReliantCenterandReliantStadium)drawmorethan
fourmilliontotalvisitorsandhostacombinedtotalof320eventsannually.
Since moving into Reliant Center and Reliant Stadium in 2002, annual attendance at the Houston Livestock Show and
Rodeohasgrowntoover2.2millionguests.
The Offshore Technology Conference currently uses all of the available exhibit space in Reliant Arena and Reliant
Center. Show producers have had to limit the growth of current exhibitors and in recent years have used air-
conditioned tents in order to create additional exhibit space to meet the demand. The OTC has indicated that today,
basedoncurrentdemand,theireventcouldusealloftheexhibitspaceproposedintheReplacementArenaProjectand
most,ifnotall,oftheexhibitspaceproposedintheAstrodomeMulti-PurposeFacility.OTCandothereventproducers
haveexpressedseriousconcernsregardingtheconditionandamenitiesinReliantArena.ThelocationofReliantArena
in relationship to Reliant Center, as it relates to the need for additional outdoor exhibit space on concrete to
accommodatetheincreaseddemandforheavyoutdoorexhibits,isalsoanissue.
The lease agreement with the Texans limits event activity on their game days and restricts booking events at Reliant
Parktooneweekpermonthduringtheirseason.
TheHLSRleaseagreementallowsforexclusivecontrolofthepremisesduringtheirshow.
ReliantArenaandthesupportingexhibitionandmeetingspacesarewellbeyondtheendoftheirexpectedusefullife.
Initscurrentstate,theAstrodomecannolongerbeusedforpublicevents.
Executive Summary
vii
FinancialSummary(inmillions)ReliantParkOperations
HCSCC/SMGhasbeensuccessfulatoperatingthevariousvenuesinReliantPark,particularlygiventheschedulingconstraints
that are imposed because of the Texans and the HLSR scheduling needs. Essentially, HCSCC/SMG is able to schedule events
onlyoneweekeachmonth(theProtectedWeek)duringtheTexansseason,priortotheAprilprecedingthosemonths,when
theNFLscheduleisreleased.Becauseofthisrestriction,thenumberoflarge-scaleconventionsandtradeshowsthatcanbe
scheduledarelimitedbecausethesetypesofshowsbookvenuesseveralyearsinadvance.ReliantParkhostsveryprofitable
events.However,theoverheadandrelatedexpensesincurredannuallycauseoperatingincometobenegativeinsomeyears.
ThechartbelowsummarizesthehistoricalfinancialperformanceatReliantPark.
4.0MarketAnalysis
Local market conditions and competitive venues are important components of assessing the potential success of the Reliant
Park Master Plan and any proposed operations for the future use of the Astrodome site, including mixed-use development
within the Astrodome Renaissance. The ability of a market to attract events, patrons, and generate revenues is measured, to
some extent, by the size of the regional market area population and its income characteristics. Specific demographic and
socioeconomic information that can affect the ability of a market to support sports and entertainment venues include
Executive Summary
viii
population size, median age, age distribution, household income and corporate base. The following is a summary of the key
characteristicsoftheHarrisCountymarket:
HarrisCountyishometo23Fortune500companies,rankingonlybehindNewYorkandChicagointheUnitedStates.
Harris County was among the least impacted major metropolitan areas in the U.S. during the recent global recession
and is recovering faster than the general economy, adding 62,300 jobs from September 2010 to September 2011
highestintheUnitedStates.
Based on the 2010 census, the Harris County metropolitan area has a population of approximately 5.7 million in the
primary market (within an hour drive of the venue site) and approximately 6.9 million in the secondary market area
(withinatwohourdriveofthevenuesite).
InadditiontoHoustonbeingthefourthlargestcityintheUnitedStates,bothSanAntonio(7thlargestcityintheU.S.)
andDallas(9th)arewithin300milesofReliantPark,furtherincreasingthepotentialmarketwithinaneasydaysdrive
ofthevenues.
TotalbusinessandtouristtraveltoHarrisCountyin2010wasapproximately9.0millionvisitors.
Harris Countys convention business struggles at both Reliant Park and the George R. Brown Convention Center
becauseofalackoffull-servicehotelsincloseproximitytotheexhibithalls.
The Harris County metropolitan area offers its residents and visitors a significant variety of entertainment, four
professional sports franchises, several major universities and a vibrant museum and cultural district. As a result, any
new programming considered for the redevelopment of the Astrodome must include significant unique elements that
createadestinationfortheregion.
AmongfacilitieshostingliveentertainmentinthegreaterHarrisCountyarea,CynthiaWoodsMitchellPavilion,Toyota
Center, BBVA Compass Stadium, Merrell Center, Berry Center, Bayou Music Center, and House of Blues Houston
represent the highest level of potential competition to the proposedperformance Arena and/or the redevelopment of
theAstrodome.
WhiletherearecompetitivevenuesintheHarrisCountyarea,thereisnotamid-sizeindoorarenawithacapacityinthe
8,00010,000seatrange.
Executive Summary
ix
5.0ReliantParkMasterPlanAnalysis
Aspreviouslymentioned,theHCSCCcommissionedaseriesofstudiestodevelopaMasterPlanfortheReliantParkComplex.
These studies considered various options to address Reliant Arena deficiencies, the future use of the Astrodome site, the
possibilityofanon-sitehotelandotherconcernsregardingtheComplex.HLSRandtheTexanswereactiveparticipantsinthe
development of these studies and the conclusions reached. The Reliant Park Master Plan proposed construction of the
followingcomponents:
ReplacementArenaProject
TheReplacementArenaProjectincludesthefollowingcomponents:
PerformanceArenawith8,000to10,000fixedseats
250,000squarefeetofexhibitionspace
45,000squarefootballroomwithadditionalmeetingspace
2,500to3,000spaceparkinggarage
IntermodalTransportationCenter
FestivalPlaza
DemolitionofthecurrentReliantArenaandPlantII
Siteimprovementsandpaving
Hotel
To address the need for an on-site Hotel, the Master Plan proposes construction of a hotel tower above the new exhibition
space. An underground parking garage with a dedicated entrance off Fannin would support the hotel; therefore day-to-day
hoteloperationswouldnotnegativelyaffectstreetlevelactivitiesduringevents.HCSCChasstatedthatHarrisCountyproperty
tax would not be used to construct the hotel. NOTE:DetailedcostandoperatinginformationisprovidedinSection5.4On-Site
Hotel.
Astrodome
TheReliantParkMasterPlanproposedthreeoptionsforthefutureuseoftheAstrodomesite:ReliantParkPlaza,Astrodome
Multi-PurposeFacility,andAstrodomeRenaissance.Afourthoption,MaintainStatusQuo,wasaddedinthisstudy.NOTE:For
Executive Summary
x
the findings, conclusions and recommendations regarding the future use of the Astrodome site see Section 6 of the Executive
Summary.
Whencombinedwiththeexistingfacilities,theredevelopedReliantParkComplexisanticipatedtoyieldthefollowingresults:
SatisfythefutureneedsoftheHoustonLivestockShowandRodeo
Extendthelong-termrelationshipwiththeOffshoreTechnologyConference
Increaseparkingrevenuesfromtheadditionalspacesavailablefromtheparkinggarage
Attractlargerconventionsandtradeshows
Createnewbusinessopportunitiesandattractadditionaleventactivity
Increasemarketabilityandbookingsforconcertandentertainmentevents
Allowmoreeventstobebookedsimultaneously
Increaseincomefromarenaevents
Createnewincomefrompremiumseatingopportunities
Increaseincomefromadvertisingandsponsorshipsales
Increaseincomefromexistingevents
Executive Summary
xi

Reliant
Astrodome
Site
Reliant
Stadium
Reliant Center
Parking
Garage
Performance
Arena
Exhibition
Halls
Festival
Plaza
B
r
id
g
e
Transportation
Center
H
o
t
e
l Carruth
Plaza
Reliant Park Master Plan
Executive Summary
xii
ProjectCostsReliantParkMasterPlan

Executive Summary
xiii
PreliminaryProjectScheduleReliantParkMasterPlan

Executive Summary
xiv
FinancialSummary(inmillions)ReliantParkMasterPlan

Executive Summary
xv
ConclusionsandRecommendations
ThefollowingaretheconsultantteamsconclusionsregardingtheReliantParkMasterPlan.
ItisrecommendedthattheReplacementArenaProjectbedevelopedatanestimatedProjectCostof$385.4million,less
anyamountscontributedbytheHoustonLivestockShowandRodeo.
o Depending upon the option selected for the Astrodome, additional exhibition space in the Replacement Arena
Projectmayberequired.
o It is the design teams strong recommendation that action be taken on the Replacement Arena Project and
Astrodome.Theimprovementswillhaveasignificantpositiveeffectonthetenants,majorlongtermclientslike
OTC and committed special events including the 2016 Final Four and the 2017 Super Bowl bid. In order to
derivethesebenefitsthisworkmustbeginassoonaspossible..
ItisalsorecommendedthatHCSCCcontinueitseffortstosecureaprivatedeveloperfortheon-siteHotel.
o Theanalysisshowsthattheon-siteHotelwouldhaveapositiveimpactonReliantPark.
o TheHCSCChasstatedthatHarrisCountypropertytaxeswillnotbeusedtodevelopthehotel.
6.0AstrodomeSiteFutureUseAnalysis
Options
Aconsiderableamountoftimeand effort were devotedtoevaluatingvariousdevelopmentandoperationalscenariosforthe
futureuseoftheAstrodomesite.Eachofthedevelopmentoptionswasevaluatedbasedonthefinancialandmarketviability
of the possible option. The following options for the future use of the Astrodome site have been considered in detail in this
report:
MaintainStatusQuo
This option maintains the Astrodome in its current condition. The building will remain unusable and the cost of
maintenancewillcontinuetoriseasthebuildingagesandsystemsfurtherdeteriorate.
Executive Summary
xvi
ReliantParkPlaza
This option demolishes the Astrodome, fills the existing site to grade and constructs Reliant Park Plaza with perimeter
supportfacilitiesforoutdoorevents.
AstrodomeMulti-PurposeFacility
ThisoptionwouldrenovatetheAstrodomeintoamulti-useindooreventfacility.Aneweventfloorwouldbeconstructed
atgrade,existingseatingwouldberemoved,systemswouldbeupgradedorreplacedandimprovementswouldbemadeto
theroofandexteriorskin.
AstrodomeRenaissance
This option would overlay the Multi-Purpose Facility with Science, Technology, Engineering and Mathematics (STEM)
programs and/or privately funded concepts, including retail, dining and entertainment (RD+E) and attractions.
Approximately 400,000 square feet of new space would be created within the Astrodome to house the overlaid
components. A new operating entity would be established to develop, fund and manage the Astrodome Renaissance
improvementsandoperations.Fundingforthenewentitywouldbederivedfromtenantleases,philanthropicsourcesand
otherAstrodomeRenaissancerevenues.
While all options require public funding, the Astrodome Renaissance option as considered herein may only be pursued if
the Astrodome Multi-Purpose Facility option is selected. Further, this option would only be considered if private sector
and/or philanthropic funding can be found to support construction and operations. The Astrodome Renaissance option
could be executed concurrently with the construction of the Astrodome Multi-Purpose Facility or at a point in the future.
However,itshouldbenotedthatfutureconstructioncostswouldbehigher.
Summary
ThekeyfindingsrelatedtotheoptionsforthefutureuseoftheAstrodomesitearesummarizedbelow:
MaintainStatusQuo
Requiresincreasingmaintenanceandcapitalexpendituresasthebuildingages
ReducestheappealoftheComplexduetoongoingdeteriorationofthebuilding
Executive Summary
xvii
Obstructssitecirculationandeventoperations
Preservestheoptiontodetermineabestuseinthefuture
Providesnobenefitfromexpenditures
ReliantParkPlaza
IsthelowestpubliclyfundedProjectCostoption
Createsadditionalparking
Providesadditionaloutdooreventspace
ReducescurrentReliantParkmaintenancecosts
Improvessitecirculationandaccess
IsthehighestpubliclyfundedProjectCostoption
Expandsandsupportscorebusiness
HasagreateroperatinglossthantheproposedReliantParkPlaza
Preservestheopportunityforadditionalfutureuse
Improvessitecirculationandaccess
Providesinterior,column-free,highbayexhibitionspace
Createsahighlymarketable,functionalanduniquespace
Offersideallocationforfairs,festivalsandperformances
AllMulti-PurposeFacilityfindingsapply,includingopportunityforfutureuse
Executive Summary
xviii
Providesopportunityforthirdpartydevelopment
o Therearesignificantrestrictionsonthesitethatwouldimpactthirdpartydevelopment
Createsaregionaldestination
GeneralFindings
EachoptionhascapitalcoststoHarrisCounty.Additionally,alloptionshaveoperatingshortfalls.
TenantoperatingrestrictionswillmakeitchallengingforathirdpartyoperatortojustifyinvestmentintheAstrodome
Renaissance.
TheSTEMconceptissupportedbyseveralofthestakeholdersinReliantParkandcouldbeanimportantadditiontothe
Harris County area and the local education system. Our conversations with local colleges and universities have
indicatedawillingnesstoparticipateinaconsortiumforthedevelopmentoftheSTEMprogramintheAstrodome.
The costs associated with any STEM development and operation will require the financial involvement of the private
sector. This will also require the creation of management infrastructure to operate the program and maintain the
facility.
Executive Summary
xix
FinancialSummary(inmillions)AstrodomeFutureSiteUseAnalysis

Astrodome)Site)Option Status)Quo Reliant)Park)Plaza
Astrodome)Multi8
Purpose)Facility
Astrodome)
Renaissance)[3]
Harris)County)Funding
Project)Cost)[)1)] 8 $)))))))))))))))))))))) 63.9 $))))))))))))))))))) 270.3 $))))))))))))))))) 385.4 $)))))))))))))))))
[)8)])Other)Funding)(i.e.)Private,)Philanthropic,)Other)) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) (115.1) $))))))))))))))))
Total)Harris)County)Funding 8 $)))))))))))))))))))))) 63.9 $))))))))))))))))))) 270.3 $))))))))))))))))) 270.3 $)))))))))))))))))
Annual)Repair)and)Replacement 1.0 $))))))))))))))))))))) 0.7 $))))))))))))))))))))) 2.0 $))))))))))))))))))))) 2.0 $)))))))))))))))))))))
Operating)Results
Revenue 8 $)))))))))))))))))))))) 0.5 $))))))))))))))))))))) 1.7 $))))))))))))))))))))) 1.7 $)))))))))))))))))))))
Expenses 8 ))))))))))))))))))))))) (1.2) )))))))))))))))))))) (3.6) )))))))))))))))))))) (3.6) ))))))))))))))))))))
Net)Operating)Income 8 $)))))))))))))))))))))) (0.7) $))))))))))))))))))) ) (1.9) $))))))))))))))))))) ) (1.9) $))))))))))))))))))) )
Rent)from)Third)Party)Operations 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 12.5 $)))))))))))))))))))
Incremental)Expenses)Related)to)Third)Party)Revenues (4.6) $))))))))))))))))))) )
Incremental)Debt)Service)Related)to)Astrodome)Renaissance 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) (8.9) $))))))))))))))))))) )
Total)Income)(Loss) 8 $)))))))))))))))))))))) (0.7) $))))))))))))))))))) ) (1.9) $))))))))))))))))))) ) (2.9) $))))))))))))))))))) )
Economic)Impact
Tax)Revenue 8 $)))))))))))))))))))))) 0.1 $))))))))))))))))))))) 0.8 $))))))))))))))))))))) 8.1 $)))))))))))))))))))))
Direct)Spending 8 $)))))))))))))))))))))) 0.8 $))))))))))))))))))))) 6.8 $))))))))))))))))))))) 77.9 $)))))))))))))))))))
Total)Output 8 $)))))))))))))))))))))) 1.3 $))))))))))))))))))))) 10.8 $))))))))))))))))))) 125.5 $)))))))))))))))))
Personal)Earnings 8 $)))))))))))))))))))))) 0.5 $))))))))))))))))))))) 4.3 $))))))))))))))))))))) 52.6 $)))))))))))))))))))
Jobs 0 18 153 2,221
["1"]"Project"costs"do"not"include"outstanding"Astrodome"debt.
Executive Summary
xx
ConclusionsandRecommendations
ThefollowingaretheconsultantteamsconclusionsregardingthefutureuseoftheAstrodomesite:
It is recommended the Multi-Purpose Facility option be selected for the future use of the Astrodome site at an
estimatedcostof$270.3million*,lessanycostreductionsobtainedthroughavailabletaxcreditsorsourcesotherthan
HarrisCountypropertytaxcollections.
o This recommendation considers more than just the financial projections. It recognizes the magnitude of
potential opportunities offered by this one-of-a-kind structure. In the Multi-Purpose Facility option the event
floor would be over 300,000 square feet, column free and rising to a height of over 200 feet. The result is any
eventispossible,makingReliantParkatrulyuniquedestination.Thereissimplynospacelikethisintheworld
today.
o IntheeventthisoptionisnotchosenoravailablefundsarenotsufficienttosupporttheMulti-PurposeFacility
option,thenHarrisCountyshouldchoosetheReliantParkPlazaoptionatanestimatedcostof$63.9million*.
o It is the design teams strong recommendation that action be taken on the Replacement Arena Project and
Astrodome.Theimprovementswillhaveasignificantpositiveeffectonthetenants,majorlongtermclientslike
OTC and committed special events including the 2016 Final Four and the 2017 Super Bowl bid. In order to
derivethesebenefitsthisworkmustbeginassoonaspossible.
Analysis of the Astrodome Renaissance has been unable to identify a mix of uses that can be financed today through
traditional sources. However, if Harris County elects to pursue the Multi-Purpose Facility option, it preserves the
AstrodomeRenaissanceoptionifothersourcesoffundingbecomeavailable.
TheStatusQuooptionisnotrecommended.
*TheseamountsdonotincludetheoutstandingdebtontheAstrodome.
Executive Summary
xxi
AlternativeFundingSources
InadditiontofundsprovidedbytheCounty,therearethreeprimarysourcesoffundingfortheMasterPlancomponentsand
theAstrodomeMulti-PurposeFacility:
RehabilitationTaxCredits;
NewMarketTaxCredits;and
ImmigrantInvestorProgram(EB5)Funding.
Thetwotaxcreditsareessentiallygrantsthatgotooffsetthetotalcostoftheproject.TheEB5fundingisatypeofdebtthat
willneedtoberepaid.However,itcanpotentiallybesubordinatedtocountyfundsandotherdebtusedtofinancetheproject.
Additionally,thecostoftheEB5debtismostlikelyveryfavorableforaprojectofthistype.
Otherfinancingvehicles(e.g.TaxIncrementReinvestmentZonebonds,TexasEconomicDevelopmentFundloans)havebeen
identifiedaspotentialfinancingoptions,butnotquantified.
Asummaryofeachofthethreealternativefundingsourcesissetforthbelow:
RehabilitationTaxCredits
Generally,aprojectcanreceiveRehabilitationTaxCreditsequaltotwentypercent(20%)ofthetotalamountexpendedto
repair or improve an historic building. However, there are several issues that would have to be addressed in order to
receivethesefundsfortheAstrodome.
First, the Astrodome would have to receive formal designation as an historic building. This is a process that would
probablybesuccessfulinthiscase.Thisdesignationwouldimposespecificrestrictionsonthemaintenanceofthebuilding
andwouldlikelymakeitmoredifficulttomakematerialalterationstothestructureinthefuture.Second,thetaxcreditis
available to the owner of the property. Because the HCSCC is a tax-exempt entity, an arrangement with a company that
paystaxeswouldhavetobedevelopedthatwouldsatisfythisrequirement.Third,onlythoseexpensesbeyondthebasisof
the building are eligible in determining the amount of this tax credit. Thus, care must be taken with respect to
expenditurestoensurethattheyarenotincurredpriortothehistoricdesignation;assuch,expensescouldnotbeincluded
andthuswouldlowerthetotalamountofthepotentialtaxcredit.Fourth,ifthetaxcreditsaremonetized,thevaluewould
Executive Summary
xxii
be less than the total amount of the tax credit. Current market conditions indicate the monetized value would likely be
75%ofthetotalamountofthetaxcredit.
NewMarketTaxCredits
The New Market Tax Credit Program provides a credit against Federal income taxes for investors that make Qualified
EquityInvestments(QEI)intoCommunityDevelopmentEntities(CDE).Thus,theprojectmustmeetthedefinitionofa
CDEandtheinvestmentmustsatisfythedefinitionoftheQEI,whichshouldbeaccomplishedinthecaseofrehabilitating
theAstrodome.Oncetheserequirementsaresatisfiedandthecreditisearned,thecreditistakenoveraseven-yearperiod.
However,theinvestmentmustremainintheCDEthroughouttheentiresevenyearsandthetotalamountofthetaxcredit
takenoverthatperiodiscappedat39%oftheoriginalinvestment.WhiletherehabilitationcostsoftheAstrodomewould
exceed $50 million, because of current market conditions and the limited availability of allocations for New Market Tax
Credits, it would likely be the case that the investment eligible would be capped at $50 million or less. (Typical
investments for which New Market Tax Credit allocations are received are between $5 million and $25 million.)
Additionally, the monetized value of the allocation would likely be 65%, making the total amount of the New Market Tax
Creditsequalto$12.187millionforallscenarios.
ImmigrantInvestorProgram(EB5)Funding
The EB5 funding program is operated by U.S. Citizenship and Immigration Services (USCIS). USCIS requires that all
investmentsmadethroughthisprogrambeatrisk,withnoguaranteesprovidedtotheinvestors.Additionally,EB5funds
are debt, and must be repaid. However, the terms are usually significantly more favorable than other sources of private
debtandsimilartypesoffinancing.
Theamountoffundsthatcanbeprovidedtoaprojectaredeterminedbythenumberofjobs(directandindirect)thatare
createdorretainedthroughaprojectduringtheinitialtwoyearsoftheproject.Inadditiontoindirectjobs,construction
jobsareincludedinthiscalculation.Oncethetotaljobscreatedorretainedarecomputed,$1millionforeverytenjobscan
be loaned to the project. (This number can increase if the project is in a designated Targeted Employment Area (TEA),
which is an area with unemployment at or above 150% of the national average). The TEA can be tailored based on a
specificprojectbutmustbeapprovedbyUSCIS.

Executive Summary
xxiii
Thechartbelowsetsforththeamountsthatcouldbecontributedtowarddevelopmentcostsfromeachofthethreealternative
sources:
Note:AppendixVcontainsadditionalinformationonAlternateFundingSources.
1.0 Introduction
1.0Introduction
2
1.1Background
When the Harris County Domed Stadium opened in 1965, it did not
disappoint. The Dome was the worlds first multi-purpose, air-
conditioned,fullyenclosedsportsstadium.Butitwassomuchmorethana
stadium:itwasanengineeringmarvelnicknamedtheEighthWonderof
the World and the Can-Do Cathedral. The new state-of-the-art stadium
putHoustonandHarrisCountyonthemapandrevolutionizedthewaythe
worldplayedandwatchedsports.
Today, however, the first domed stadium finds itself sitting idly on the
sidelines,shutteredandinneedofmajorupgradesandimprovements.The
venueisnolongerusedforanysportingorpublicassemblyeventsdueto
the unusable condition. What remains is an opportunity for Harris County
to determine the highest and best use of the Astrodome site and address
otherneedswithintheReliantParkcomplex.
To handle this opportunity in a manner that is both responsive to the
needsofthecommunityandfiscallyresponsible,theHarrisCountySports
& Convention Corporation (HCSCC) developed the Reliant Park Master
Plan. For the purposes of this study, the analysis was separated into two
distinct elements, the Reliant Park Master Plan and the future use of the
Astrodomesite.

1.0Introduction
3
1.2ReliantParkMasterPlan
In 2007, the HCSCC commissioned a master plan for the Reliant Park Complex to serve as a roadmap for all future
development on the site.Theprojectteamfirst met with the tenants, the facility operator and other users of the Complex
to develop a program of spaces based on each groups respective needs. At that time, both the HLSR and the OTC
identified the need and their preference for additional exhibit and meeting space contiguous to Reliant Center, expressed
concerns regarding the isolated location of Reliant Arena and the overall condition of the almost 40-year-old facility. The
studies considered avariety ofoptions includingrenovation ofReliant Arena, butgiven the location and issues related to
theoverall design characteristics ofthefacility, renovation didnotaddress alloftheconcerns andwas seen viable only as
ashort-termsolution totheproblems.
Following the program development phase of the project, the project team worked with the tenants and users to finalize
the Reliant Park Master Plan. Possible locations for the new development included locations to either the west or south
of Reliant Center. The study also took into consideration possible future uses of the Astrodome site in establishing the
location for the replacement arena. The final plan established that the best location would be south of Reliant Center in
the L-shaped configuration as shown on the Reliant Park Master Plan drawings contained herein. The Reliant Park
Master Plan was then presented to the tenants and the OTC for review. After reaching a consensus by all parties, t he
HCSCCadopted the2007 Reliant Park Master Plan.
The Reliant Park Master Plan was updated in 2010 in conjunction with discussions focusing on the possibility of
creating a Science, Technology, Engineering andMathematics Institute in the Astrodome. At the time, concerns related to
the need for additional on-site parking, improved traffic flow and the possibility of incorporating an on-site hotel to
improve Reliant Centers marketability for conventions and major events were addressed. The final plan is shown on the
followingpage.

1.0Introduction
4
Reliant
Astrodome
Site
Reliant
Stadium
Reliant Center
Parking
Garage
Performance
Arena
Exhibition
Halls
Festival
Plaza
B
r
id
g
e
Transportation
Center
H
o
t
e
l
Carruth
Plaza
Reliant Park Master Plan
1.0Introduction
5
ThescopeofworkproposedintheReliantParkMasterPlanwasseparatedintotwodistinctprojectsforthepurposesofthis
analysisandcontainstheprojectelementsdescribedbelow.
TheReplacementArenaProjectincludesthefollowingcomponents:
PerformanceArenawith8,000to10,000fixedseats
250,000squarefeetofexhibitionspace
45,000squarefootballroomwithadditionalmeetingspace
FestivalPlaza
2,500to3,000spaceparkinggarage
IntermodalTransportationCenter
DemolitionofthecurrentReliantArenaandPlantII
SiteImprovementsandpaving
Hotel
Toaddresstheneedforanon-siteHotel,theMasterPlanproposesaprivatelyfundedhoteltowerconstructedabovethenew
exhibitionspace.AnundergroundparkinggaragewithadedicatedentranceoffFanninwouldsupportthehotel;thereforeday-
to-dayhoteloperationswouldnotnegativelyaffectstreetlevelactivitiesduringevents.

1.0Introduction
6
1.3FutureUseoftheAstrodomeSite
Theexpertsreviewednumerousreports,studiesandplansrelatedtotheAstrodome,theoverallReliantParkMasterPlan,and
Harris County. Meetings were held with key Harris County staff, Reliant Park operators, and Reliant Park stakeholders to
assess existing conditions, site attributes and constraints and establish project goals to address available options for the
Astrodome. To begin to establish a clear vision and sound organizational principal to ensure the Astrodomes future use
reachesitsfullpotential,theexpertsorganizedtheirresearchandfindingsintofourdistinctoptionsfortheHCSCCtoconsider
asitrelatedtothereuseoftheAstrodome:
MaintainStatusQuo
ReliantParkPlaza
theexteriorskin.

1.0Introduction
7
1.4ReliantParkMasterPlanAnalysisFramework
Too many large-scale projects are design-led which results
in ambitious plans and designs that are ultimately unable to
be executed. The framework for the project development
process is the Value Pyramid. The focus of the analysis in
the early stages is to better define the project economics,
program and operations---thereby establishing program,
budget and investment goals first to inform the creative
development process. Public investment and key
constituencies needs and constraints are also part of this
evaluation. The ultimate goal is to achieve the final stage of
the Value Pyramid, whereupon a project is executed
successfullytoachievethecreativedevelopment,operational
and economic objectives. An important component of the
consultingteamsprocessisrecognizingthemultipleexisting
constituencies in the community that needed to be involved
in the planning and development and potentially the
operations of the project. Engaging these groups in a
preliminary programming process will allow for quick
discardingofunworkableideas.
Development*
Execu/on*
Content*
Programming*
Design*
Planning*
Market*
Research*
Project*
Feasibility*
Preliminary*
Program*
Preliminary*
Valua/on*
Public*
Investment*/*
Private*
Investment*
Make*it*happen*
Create*it*and*dene*it*
What*should*this*be*and*why?*
Harris*County*
Sports*&*
Conven/on*
Corpora/on*
2.0 ConsultantTeam
2.0ConsultantTeam
9
Anoverviewofthequalificationsofeachoftheconsultantsfollowsbelow:
CSLInternational
Foundedin1988,Conventions,Sports&LeisureInternational(CSL)isaleadingadvisoryandplanning
firm specializing in providing consulting services to the convention, sport, entertainment and visitor
industries. CSL was established for the specific purpose of providing a source of focused research and
expertise in these industries. Services include new/expanded event facility feasibility studies,
organizational reviews/performance enhancement studies, destination master planning, industry
benchmarking, negotiation assistance and related services. With a staff of 15 professionals, CSL has
completed over 500 consulting engagements throughout North America and abroad, focusing on a
varietyofeventfacilityplanning,strategicadvisoryservicesandeconomicdevelopmentissues.
Thinkwell
For over a decade, Thinkwell has been an industry leader in the concept
development and design of large-scale destination resorts, theme parks,
museums/exhibits, live shows, events and attractions. Thinkwells creativity is
never done in a vacuum but rather in an environment that brings all of the business elements togetheroperations,
architectureandengineering,technicalplanning,brandingandmarketing,educationandevaluationinadditiontothedesign
experienceensuringtheprojectssuccess.Thinkwellsservicesaresoughtafterbysomeof
the most well-known and successful companies in the world, including Warner Bros.,
Universal Studios, Disney, Harrahs Entertainment, Sesame Workshop, Hilton, MGM,
TwentiethCenturyFox,CirqueduSoleil,andtheNFL,amongmanyothers.

2.0ConsultantTeam
10
Entertainment+CultureAdvisors
Entertainment + Culture Advisors (ECA) is an international advisory firm focused on economic and
market analysis for world-class destination entertainment and cultural development projects. ECA
principals, formerly with Economics Research Associates (ERA), bring a wealth of knowledge and
experiencetoeachproject.Theyhavecompletedmorethanonethousandentertainmentandcultural
projectsworkingwithleadinginternationaldestinationdevelopmentprofessionalsaroundtheworld.
While ECA provides the necessary quantitative analysis required for each project, the added value is the insight they bring
from years of international experience helping clients optimize business models with the right balance of visitation, revenue
potential,andcapitalinvestment.
ManagementResources
Management Resources is a management consulting firm specializing in leisure-time attractions and
events, including museums, aquariums, theme parks, destination resorts, corporate brand centers,
worldexpositionsandOlympiads.Foundedin1980,MRprovidesbusiness,operational,marketingand
ticket sales planning and advisory services to a diverse group of clients throughout the world. While
the companys first commitment is always to its clients, it is also dedicated to advancing the field -
through participation in associations such as IAAPA, as well as through the progressive nature of the
companys own work. Management Resources takes considerable pride in the fact that many of the companys projects have
been recognized for THEA and other awards. Management Resources take equal pride in knowing that past clients value the
companyanditsabilitiesandthatthoseclientsreturnagainandagainforhelp.ManagementResourceshasbeenaroundfor
thirtyyearsbutitcontinuestoretaintheentrepreneurialspiritofasmall,energeticcompany.Thatsduetothetirelessdrive
andenduringcreativityofthestrategistsatManagementResources.Thecompanycombinesthedeepindustryknowledgeof
250yearsofsharedexperiencewithadesiretoapplynewthinkingandfindinnovativeapproachestohelpitsclients.

2.0ConsultantTeam
11
Populous
Populous is a global design practice specializing in creating environments that
draw people and communities together for unforgettable experiences. With
clarity of vision and purpose that only amplifies the companys expertise, all of
the people, portfolio, capabilities and expertise formerly known as HOK Sport
VenueEventcontinueasPopulous.Populouscontinuestooffercomprehensivedesignservices,includingsportsarchitecture,
conference and exhibition center architecture, master planning, events planning and overlay, interior design, sustainable
design consulting, environmental graphics and way-finding, and facilities operations analysis. Populous enthusiastically
embraces the expertise they uniquely claimdrawing people together around teams, athletes, events, places, commerce,
industry and ideas they wholeheartedly embrace and adore. Whether its an event with more participants than youve ever
dreamed of, a city looking to transform an area into a more economically and sustainable asset, or a rapidly growing urban
center,Populousskillsuniquelyapply.
VenueSolutionsGroup
Three industry professionals bringing over 60 years of experience in the management
and operations of public assembly facilities launched venue Solutions Group (VSG).
Theirhistoryinvolvesdirectmanagementofavarietyoffacilitytypes,workingclosely
withmunicipalities,professionalsportsorganizations,andprivatefirms.Theexpertise
of these individualsincludes venue operations, security/safety, guest services,
sustainability, and administration. VSG can evaluate the overall operations and processes a venue utilize in order to fulfill
their obligations from event procurement through completion. The company will identify strengths and weaknesses,
identifying capital improvements (if necessary) that will allow a venue to broaden their appeal to event producers. VSG will
also assess current and potential marketing opportunities, review the organizational structure, compare the facilitys
specificationswithcompetitors,andreviewrentalstructure,includingancillaryfees,sothatthefacilityisinthebestpossible
positiontomeetitsgoals,whetherthosearebasedonfinances,events,oracombinationofthetwo.

2.0ConsultantTeam
12
Pollavision
Pollavision was formed to fill the void between the theater
owner/operator, equipment supplier and architect. With the
popularity of people bringing the cinema experience to their
home, the company has expanded into the home theater
marketplace. Pollavision can comfortably work with the owner of the theater, the architect that is defining the space for the
theater or the equipment supplier that is providing the equipment in the theater. Since Pollavision does not supply any
equipment, it can maintain a neutral position as far as equipment selection and room design. The companys mission is to
providethebestperformance,functionalityandexpertisetomeetthebudgetandrequirementsofitsclient.
The company stays up-to-date with all new products and draws on a wealth of experience in designing and integrating all
aspectsoffilm,videoordigitalpresentation.Pollavisionsvastcommercialcinemaandspecialtytheaterexperiencegivesthe
companyanadvantagethatisnotlocallyavailableinmanymarkets.Pollavisioncanprovideitsclientswiththefinestindesign
of sound systems, acoustics, digital or film projection as well as the ability to provide complete turnkey assistance for new
theatres or the renovation of existing theatres or home theaters. Pollavision can also provide all costs and operating
projections,aswellasengineeringdrawingsandarchitecturaldrawingsforallprojects.

2.0ConsultantTeam
13
ManhattanConstruction
As the first company to incorporate in the State of Oklahoma, Manhattan played an
importantpartinbuildingtheSouthwest.Amongdozensofschoolsandcourthouses,
ManhattanalsobuilttheOklahomaStateCapitolbuilding.Sinceitsfoundingin1896,
Manhattan has expanded to Texas, Washington, D.C., Georgia and Florida, and
internationally to Mexico and now performs work throughout the United States,
MexicoandtheCaribbean.
Manhattaniswidelyknownforbuildinghigh-profile,technicallydifficultmegaprojectslikeReliantStadiuminHouston,Texas,
withthefirstretractableroofstadiumintheNFL;theDallasCowboysStadiuminArlington,whichisrecognizedasthepremier
sportsvenueintheworld;andtheU.S.CapitolVisitorCenterinWashington,D.C.,whichseesnearlythreemillionvisitorsper
year. Manhattan has a diverse project portfolio and is recognized for building excellence in sports stadiums, healthcare,
government,education,laboratory,aviation,transportation,convention,casinoandhospitalityfacilities.
The company has grown into one of the largest privately-held construction firms in the western hemisphere and continually
ranks on Engineering News Records top lists including general building, sports, entertainment, education, government and
greenbuilding.
14
3.0 ReliantParkAnalysis
15
3.1ReliantParkVenues
The Reliant Park Complex includes four venues: Reliant Stadium, Reliant Center, Reliant Arena and the Astrodome. The
Complex covers about 350 acres in the heart of the Harris County metropolitan area and provides parking for up to 26,000
automobiles. The Complex hosts a variety of public assembly events each year including sporting events, public consumer
shows,conventions,tradeshowsandotherentertainmentevents.ThetenantsattheComplexincludetheHoustonTexansand
theHoustonLivestockShowandRodeo,bothofwhichparticipatedinthefinancingoftheStadium.TheReliantParkComplex
isalsohosttotheannualOffshoreTechnologyConferenceandmanyotherconsumershowsandtradeshowseachyear.

16
Astrodome
Opened in 1965, the Astrodome was the world's first multi-purpose,
domed sports stadium and was nicknamed the "Eighth Wonder of the
World. This facility was the home of the Houston Oilers until 1997 and
the Houston Astros until 1999. The facility has seating for 65,000
patronsandhas140,000contiguoussquarefeetofcolumnfreespacefor
exhibits,generalsessions,foodandbeverageeventsandconcerts.
AstheAstrodomeagedandthesportsandeventsindustryevolved,itno
longer met the standards for a modern events venue. The Astrodome
lacks the spectator amenities, event accommodations, operational
efficiencies and revenue producing elements that have become the
industry standard for stadiums. Today, the Astrodome is no longer in
use.
Conclusions
With the construction of Reliant Stadium, Minute Maid Park, BBVA Compass Stadium and the new stadium planned at the
University of Houston, restoration of the Astrodome to its original state is not warranted. Further, the inability to use the
Astrodome due to its dormant state causes a number of operational and logistical issues for major events on site. Event
producersandguestsareforcedtoworkaroundtheAstrodomeandsurroundingsite.

17
PhotoSupport

WestEntrance TVRoom

ChillerPiping FootballTurf
18

ChilledWaterPump Catwalk

GroundsPumpRoom ADAPlatform
19

EastSeating TelescopicSeating

SuiteLevelTelevision OfficeArea
20

MainElectricalDistribution MainElectricalDistribution

SecondaryElectricalDistribution CentralPlantElectricalDistribution
21

LowerBowlSeating LowRoof
22

WestElevation Escalator

23
ReliantStadium
InAugust2002,ReliantStadiumwascompletedatacostof$442million.Itisthe
home of the Houston Texans and the Houston Livestock Show and Rodeo. This
multi-purpose stadium has a seating capacity of 71,500, a total square footage of
1,900,000 square feet with 97,000square feet of natural grass playing surface.
Reliant Stadium is the only rodeo and NFL indoor/outdoor retractable roof,
naturalgrassstadiumthatcanbeconfiguredtoutilizea125,000squarefootspace
for general sessions, catered functions, exhibits, concerts, and much more. In
addition, Reliant Stadium offers four massive concourse levels for special events.
The design of the stadium roof provides a very flexible rigging configuration for
major audio and visual presentations. Two hundred suites and 8,187 club seats
complementReliantStadium.
TheStadiumhasalsohostedthe2004SuperBowl,the2008NCAAMensRegionalSemi-Finals,the2010NCAAMensRegional
Semi-Finalsandthe2011NCAAFinalFour.ThefacilityhasalsobeenthehomeofcollegefootballsTexasBowl,since2006.

24
The following charts summarize the number of events and attendance by event type at Reliant Stadium for the past several
years.
TotalNumberofReliantStadiumEventsbyEventType
(FYE2006FYE2011)

0"
25"
50"
75"
100"
125"
150"
175"
FYE"2006" FYE"2007" FYE"2008" FYE"2009" FYE"2010" FY"2011"
N
u
m
b
e
r
'
o
f
'
E
v
e
n
t
s
'
Amateur"&"Professional" Community"&"Religious" Entertainment"
Family"Shows" Food"&"Beverage" Meeting"&"Seminar"
Motor"Sports" NFL" Rodeo"
Other"Events"
137'
161'
152'
140'
131'
125'
25
ReliantStadiumAttendancebyEventType
(FYE2006FYE2011)

Notes: Event types are based on Reliant Stadium classifications.
Source: CSL International, facility management, 2011
0"
500,000"
1,000,000"
1,500,000"
2,000,000"
2,500,000"
3,000,000"
FYE"2006" FYE"2007" FYE"2008" FYE"2009" FYE"2010" FYE"2011"
A
t
t
e
n
d
a
n
c
e
(
Amateur"&"Professional" Community"&"Religious" Entertainment"
Family"Shows" Food"&"Beverage" Meeting"&"Seminar"
Motor"Sports" NFL" Rodeo"
Other"Events"
2,421,721(
2,141,189(
2,382,716(
2,253,922(
2,362,652(
2,713,949(
26

27
ReliantCenter
ReliantCenteroffersmorethan706,000squarefeetofcontiguoussingle-level
exhibit space divisible into 11 separate halls and boasts 61 meeting rooms
configurableintoover100variations,2majorconferencecenters,118loading
bays, over 150,000 square feet of registration space. The venue is used for a
wide variety of events ranging from major trade shows to ticketed consumer
events.

28
Overthepastseveralyears,ReliantCenterhashostedeventsranginginattendancefromafewhundredpeopletomorethan
25,000.Howeverthetypicaleventhasattendanceof3,0005,000pereventovermultipleeventdays.Thechartsbelowset
forththenumberofeventsandtheannualattendanceatReliantCenterforthepastseveralyearsofoperation.
TotalNumberofReliantCenterEventsbyEventType
(FYE2006FYE2011)

0"
25"
50"
75"
100"
125"
150"
175"
200"
225"
250"
275"
N
u
m
b
e
r
'
o
f
'
E
v
e
n
t
s
'
Community"&"Religious" Consumer"Show" Convention"
Entertainment" Food"&"Beverage" Meeting"&"Seminar"
Trade"Show" Other"Events"
124'
257'
141'
96'
118'
105'
Notes:''Event'types'are'based'on'Reliant'Center'classi6ications.'
Source:''CSL'International,'facility'management,'2011'
29
ReliantCenterAttendancebyEventType
(FYE2006FYE2011)

Notes:''Event'types'are'based'on'Reliant'Center'classi6ications.'
Source:''CSL'International,'facility'management,'2011'
0"
150,000"
300,000"
450,000"
600,000"
750,000"
A
t
t
e
n
d
a
n
c
e
(
625,718(
604,315(
678,850(
660,676(
609,918(
585,207(
30
ReliantArena
Reliant Arena opened in 1974 and includes the arena proper, four exhibit halls and the Pavilion. Features of Reliant Arena
includea fixedseatingcapacityinthemainArena for 5,800;275,000squarefeetofexhibitionspaceandover18,000square
feetofmeetingspace.
ReliantArenahasservedHarrisCountyverywellsince1974;however,itisnowwellbeyondtheendofitsexpectedusablelife
andshouldbereplacedwithanewarenafacilityandassociatedexhibitionspaceinordertocontributetothefuturesuccessof
Reliant Park and the greater Harris County community. It is only through an aggressive repair and maintenance program
conductedbyHarrisCountySportsandConventionCorporationsandSMGthatthefacilityanditsmajorsystemscontinueto
function. The facility does not possess the requisite technology and production support elements that are demanded by
todays event producers. The guest experience elements that are critical customer influencers in making discretionary
spendingdecisionsareabsentfromthefacility.
ReliantArenawasdesignedatatimewhenthefocuswasPublicAssembly.Guestswouldarrive,viewtheeventanddepart.
There was not any reasonable design effort in guest amenities. The food service areas including linear counter space, food
prep, presentation, point of sale transactions and cooking were not designed to support anything other than the most basic
itemsanddoesnotmeeteventodaysminimumstandards.
TheHoustonLivestockShowandRodeohasgrowninannualattendancefrom1.5millionin2002toover2millionattendeesin
2011.ShoworganizershaveexpressedconcernsregardingtheconditionofReliantArena,itslocationrelativetoReliantCenter
andtheArenasabilitytomeetthelongtermneedsoftheHLSR.Further,theHLSRhasstatedthatthereisinsufficientspacefor
warm-uparenas,practicearenasandstallspaceinReliantArena.
31
In the 10 years that have passed since the opening of Reliant Center, the OTC has outgrown the available exhibition and
meeting space in both Reliant Center and Reliant Arena. Over the years, event organizers have tried to satisfy the need for
additionalexhibitionspacebyusingtheReliantStadiumfloorandcreatingtemporaryexhibitspaceusingair-conditionedtents
in the parking lots. Resisting for years to use Reliant Arena due to its remote location on the site and the condition of the
facility.TheOTCfinallymovedintoReliantArenafollowingtorrentialrainsjustpriortotheeventin2009thatforcedtheOTC
toabandonover200,000squarefeetoftentsconstructedintheOrangeLot.Alloftheexhibitshousedinthetentsweremoved
totheArenajust daysbeforetheopeningoftheshow.Sincethattime,theOTChascontinuedto usetheArenaandcurrently
usesalltheavailablespaceinReliantCenterandReliantArena.Duetothedemandforadditionalexhibitionspace,theOTChas
addeda50,000squarefoottentintheparkinglotforthisyearsevent.ShoworganizersdidconsiderusingtheStadiumfloorin
S
E
A
T
I
N
G
S
T
O
R
A
G
E
SEATING
STORAGE
S
E
A
T
I
N
G
S
T
O
R
A
G
E
S
E
A
T
I
N
G
SEATING
S
E
A
T
I
N
G
2
0
'
x
1
2
'
1
4
'
x
1
2
'
13'10"x15'
8'x15'
22'x15'
8'x15'
11'x11'
2
5
'
x
1
1
'
2
5
'
x
1
1
'
1
5
'
1
1
"
x
1
3
'
9
"
6'9"x9'
6'9"x9'
2
2
'
x
1
6
'
7'x3'10"
11'x10'
2
0
'
x
1
3
'
1
0
"
1
0
'
w
3
'
1
0
"
1
1
'
w
3
'
1
0
"
8'x13'10"
8'x10'
EXIT
EXIT
EXIT
EXIT
E
X
I
T
E
X
I
T
EXIT
E
X
I
T
EXIT
EXIT
EXIT EXIT
EXIT
EXIT
EXIT
EXIT
EXIT
E
X
I
T
E
X
I
T
E
X
I
T
EXIT
EXITS EXITS EXIT EXIT
ELEV.
ELEV.
E
L
E
V
.
ELEV. ELEV.
MEN WOMEN
INFO
IN
F
O
EXIT
E
X
I
T
EXIT
EXIT
EXIT
EXIT
EXIT
EXIT EXIT EXIT EXIT EXIT
EXIT
EXIT
EXIT
W W W
W
W
E
L
E
C
T
R
I
C
A
L
S
W
I
T
C
H

B
O
X
DRIVE IN
FRONT DOOR
20'x 20'
FREIGHT DOCK
FRT. DOOR
12'x13'9"
DOCK FRT. DOOR
12'x13'9"
FRT. DOOR
12'x13'9"
F
R
T
.

D
O
O
R
2
0
'
x
1
3
'
9
"
F
R
T
.

D
O
O
R
2
2
'
x
1
3
'
9
"
SLIDING DOOR
22'x13'
F
R
T
.

D
O
O
R

1
1
'
4
"
x
1
3
'
1
0
"
FRT. DOOR
20' X 20'
FRT. DOOR
20' X 20'
FRT. DOOR
20' X 20'
C
W
O
M
E
N
W
O
M
E
N
M
E
N
M
E
N
W
O
M
E
N
W
O
M
E
N
C
C
M
E
N
W
O
M
E
N
C
O
N
C
E
S
S
IO
N
M
E
N
W
O
M
E
N
TICKET TICKET
TICKET
FIRST
AID
P
H
O
N
E
S
P
H
O
N
E
S
P
H
O
N
E
S
P
H
O
N
E
S
P
H
O
N
E
S
INFO INFO
CORRAL
P
D
M
E
N
W
O
M
E
N
M
E
N
C
O
N
C
E
S
S
IO
N
M
E
N
INFO
ACCESS TO
LEVEL 2 ACCESS TO
LEVEL 2
H
A
N
D
I
C
A
P
L
I
F
T
L
O
C
K
E
R
R
O
O
M

A
L
O
C
K
E
R
R
O
O
M

B
30' CEILING
3
0
'

C
E
I
L
I
N
G
15' CEILING 12' CEILING
1
2
'
6
"

C
E
I
L
I
N
G
14' CEILING
47' CEILING
LIMIT TO LIGHTS
(67'MAX)
1
2
'

C
E
I
L
I
N
G
3
0
'

C
E
I
L
I
N
G

L
I
M
I
T
2
6
'

C
E
I
L
I
N
G

L
I
M
I
T
1
5
'

C
E
I
L
I
N
G
FREIGHT DOCK
RAMP
1
0
1
1
0
0
2
0
1
2
0
0
S
E
A
T
I
N
G
S
E
A
T
I
N
G
S
E
A
T
I
N
G
S
E
A
T
I
N
G
S
E
A
T
IN
G S
E
A
T
IN
G
1
0
3
1
0
2
1
0
1
2
0
3
2
0
2
2
0
1
1
0
7
1
0
6
1
0
5
2
0
7
2
0
6
2
0
5
1
0
7
1
0
8
1
0
9
2
0
7
2
0
8
2
0
9
110
111
112
210
211
212
1
0
5
1
0
4
1
0
3
2
0
5
2
0
4
2
0
3
RAMP
UP
RAMP
UP
RAMP
UP
RAMP
UP
RAMP
UP
DRIVE IN
RAMP
A
(high)
25,000'
Pavilion
25,000'
Lobby
25,000'
C
50,000'
D
100,000'
A
(low)
50,000'
B
50,000'
Arena
24,000'
Level 1
32
lieuoftentsforadditionalexhibitionspace,butfeltthatmanagingthetrafficflowbetweenallthreebuildingswouldbedifficult
forattendees.
ThefollowingareashavebeenidentifiedatReliantArenathatsupporttherecommendationforreplacement:
GeneralCondition
DuetotheageofReliantArena,theoverallfeelofthefacilityisutilitarianandgenerallyunappealing.Thesignageisfixed
and is not consistent with the look and feel that sponsors, advertisers and business partners expect. The finishes are
institutional, and there are virtually no premium fan amenities such as suites, clubs, or loge boxes. The general fan
amenities including quality comfortable seating, video boards, high quality public address sound system and fan
destinationsdonotexistinthefacilityasitexiststoday.
LoadingDock
ThereisnodedicatedLoadingDockspacetoservicethearenaproper.Thereisonlyoneloadingdockbay,whichcreatesan
increased cost for events, as they require additional labor to offload the numerous trucks that contain show technical
equipment. This is an inconvenience and a cost that events consider when determining show locations. The loading dock
issue is exacerbated by the fact that the production or stage end of the seating bowl actually opens into what would
normallybeconsideredthemainentry.Showsconducttheirtechnicalload-inthroughstandardpedestriandoors.
DressingRoomsandProductionSpaces
Thereareinsufficientsupportspacesincludingdressingandlockerroomstoservicetodayseventneeds,includingthelack
ofaGreenRoomandflexiblebandandproductionspaces.Theroomsthatareavailableareverysmallandnarrow.Theydo
not meet the expectations of todays show producers. There is no adequate location for crew catering and no area to
supporttravelingshowcateringoperations.
Seating
The arena bowl seating is not consistent with todays guest expectation including the tread depth and physical seats and
standards.Todaysarenafacilitiestypicallyutilizeretractableseatinginordertogainmoreflexibleflatfloorspacethatcan
accommodateawidervarietyofevents,increasingthefacilitysabilitytogeneraterevenue.
33
Therailingalongthefrontrowofthelowerbowlisdesignedinawaythatfanscaneasilyslipthroughandontothefloor
during events. The arena must use an ADA wheelchair lift to meet its obligations to the fans. This is not consistent with
howtodaysarenafacilitiesprovideservice.
The seating capacity of 5,800 fixed seats provides limited opportunity for events. A fixed seating capacity of 8,000 to
10,000withtheopportunityfor2,000additionalfloorseatswouldprovideacapacitywithanabilitytoaccommodate80%
ofallcurrentconcerttoursinNorthAmerica,aswellas,allofthecurrenttouringfamilyshowsandmostspecialevents.
Backstage
Inaratheruniquedesign,theareabehindthestagelocationisalargepubliclobby(anoperablewallseparatesthe stage
areafromthislobby).Theresultisthatthereisnotruebackstagearea,andonemustbecreatedinadjacentexhibithalls.
Securingthislobby,whenrequired,isextremelydifficult.
ShowTechnicalProduction
For shows that use sidewall video, this is a challenge in that theuse of sidewall video screens requires the capacity to be
reduced,asthevideoscreenshavetobeplacedoutovertheseatingarea.Also,thefloortogridheightisonly37,whichis
extremely low for todays events and severely limits shows ability to manage their technical production of sound, lights
andspecialeffects.Thereislimitedupstagepower.Duetotheglassaroundthefacility,achievingblackoutsituationsinthe
bowlhaveproventobedifficultduringdaytimeevents,whichwouldincludefamilyshowevents.Thecombinationofthese
multipleproductionchallengesisacriticaldeterrenttoeventsseekingtobookReliantArena.
Program
In Reliant Arena, the concourses are very narrow, offering limited space for concession and merchandise sales. The
concession lines frequently cross into the narrow concourse creating circulation obstructions. The restrooms are
inadequatebytodaysstandardsinbothnumberoflocationsandguest-to-restroomratio.
MeetingandExhibitionSpace
Reliant Arena includes 275,000 square feet of exhibition space, 18,000 square feet of meeting space and its Pavilion also
provides 1,700 fixed seats in a presentation format. There are significant issues with all of these spaces as they relate to
meeting the needs of users from small to large campus wide events. The condition of these spaces has long since gone
34
beyondtheirexpectedusablelifeandlackappeal.Theceilingheightsdonotmeettheneedsoftodaysusers,theelectrical
serviceandtechnologyaccessandinterfacearenotadequatetomeettodaysevent,conventionandexhibitionpresenters.
Thelocationofroofsupportcolumnspresentsasignificantobstacletoexhibitionusers.
Location
Withtheopeningof ReliantCenterin 2002andthe subsequentdemolition of theAstrohallthat sameyear,ReliantArena
wasleftisolatedfromthenewerfacilitiesmakingitdifficultforuserstotakefulladvantageofthecomplexformajorevents.
Usage is typically limited to smaller stand-alone events. For larger events, most users find the location of the arena too
distantfromReliantCenterand/orReliantStadiumandviewitasalastchoicewhenbookingtheReliantParkcomplexfor
anythingotherthansmallerarenaevents.TheseconcernsareaggravatedbyhavingtonavigatearoundtheAstrodome.
MaintenanceandCapitalRepairs
AlthoughReliantArenaisoperationaltoday,duringrecentyearstheHCSCCandHarrisCountyhavespentover$8million
dollars on capital repairs for Reliant Arena and Plant II, which provides chilled water for the Arenas air-conditioning
system to keep the facility in operation condition.Theserepairsinclude,butarenotlimitedto,structuralandfoundation
repairs to the northeast exterior wall, roof repairs, operable wall replacement for the mezzanine level meeting rooms,
cooling tower replacement, installation of a new fire alarm system, chiller replacement, arena floor lighting replacement
andinstallationofanewbuildingautomationsystem.GiventheageofthemechanicalandelectricalsystemsintheArena
most,ifnotall,areattheendoftheirusefullifeexpectancyandareenergyinefficient.
ElectricalService
The electricalservicefor ReliantArena,Plant II and largeareas of the parkinglots, feeds throughthe Astrodomeand the
Astrodome substation. Any plans regarding the future of the Astrodome must take into consideration how to maintain
electricalservicetotheseareasintheeventtheAstrodomeisrenovatedordemolished

35
Summary
ReliantArenadoesnotmeettheexpectationsofusersandguests,whichlimitsitsmarketabilityandrevenuegeneratingability.
ListedbelowisasummaryofconcernsexpressedbyusersandpotentialusersregardingReliantArena.
Theceilinginthearenaproperistoolowandlackstheriggingcapacityrequiredformajoreventproduction.
Theseatingcapacityistoolowtoattractthemajorityoftouringevents.
The exhibit space adjacent to the arena is divided into five separate halls of various sizes making show layout
inefficient.Accessandcirculationwithinthehallsisawkwardandconfusing.
Theexhibithallshavelowceilingheightswithpoorqualitylightingandinadequateeventpoweranddatacapabilities.
Concession facilities are limited and outdated and do not offer guests attending events the variety and/or quality of
productsexpected.
Thereisnosecurebackstageareawithloadingfacilitiesforevents.
Thereareonlytwo(2)smalllockerrooms,whichcanonlybeaccessedfromthepublicconcourse.
Thereareaninsufficientnumberofrestroomsandthecurrentrestroomfacilitiesandamenitiesareofpoorqualityand
outdated.
Conclusion
ItisimportanttorecognizeReliantArenaandthesupportingexhibitionandmeetingspacesroleinservingtheentireReliant
Center complex, the primary tenants and the citizens of Harris County; however, the facility no longer has the ability to
providethedesiredsupporttoeventsandguestsandshouldbereplaced.AnewarenawouldprovidetheReliantCenterwith
theabilitytocompeteforavarietyofeventsthatarenotcurrentlyaccommodatedattheexistingvenue.

36
PhotoSupport
Arenaseatingtreaddepthsandqualityoftheseats(i.e.plastic)nolongermeetstheneedsoftodaysguests.
Fixedarenawallandopenrailingsmakesiteasyforguestsinthefixedbowltogetontothefloor.

37
Lowceilingandriggingsteelheightisasignificantdisadvantagetoeventtechnicalproduction.
The lack of show or production flex space in the arena bowl results in temporary support space having to be constructed,
loweringtheoverallseatcountforevents.
38
Currenttechnologyisoutdated.
PublicAddresssoundsystemdoesnotmeettodaysstandards.

39
Eventproducersconducttechnicalload-inthroughthesepedestriandoors.
Photoofpublicconcourse;theconcoursesareinstitutionalanddonotmeettheneedsoftodayscustomersexpectations.

40
Clubareaislocatedbehindthestagewithoutdatedtechnologyandfinishes.
Areagenerallyconsideredthefrontdoorofthefacilityusedfortechnicalload-in,andeventbus/truckparking.
41
Concourseslackthewidthtosellmerchandiseorplacesponsor/advertiserdisplaysandmaintainareasonablepathoftravel
forguests.
TheareaaroundReliantArenaandtheexhibitspacesdoesnothavetheaccessandabilitytosupporteitherthefacilityorthe
eventusers.

42
Theceilingheights,riggingcapacityandtechnologyarenotuptotodaysuserstandards.
Access into the facilities is limited and inadaquate. In addition the positioning of facility retated equipment as in the air
handlershowninthephotobelowfurtherexacerbatetheproblems.

43
Thecolumnsshowninthephotobelowcreateasignificantobstacletopotentialusers.

44
Annually,ReliantArenahostsvariouseventsincludingconcerts,familyshows,tradeshows,exhibitions,andothersuchevents.
Thefollowingchartsprovidesummariesoftheeventsandattendancehostedatthefacilityinrecentyears.
TotalNumberofReliantArenaEventsbyEventType
(FYE2006FYE2011)
0"
20"
40"
60"
80"
100"
N
u
m
b
e
r
'
o
f
'
E
v
e
n
t
s
'
Amateur"&"Professional" Community"&"Religious" Consumer"Show"
Entertainment" Family"Shows" Food"&"Beverage"
Meeting"&"Seminar" Trade"Show" Other"Events"
35'
59' 59'
41'
79'
45'
Notes:''Event'types'are'based'on'Reliant'Arena'classi6ications.'
Source:''CSL'International,'facility'management,'2011.'
45
ReliantArenaAttendancebyEventType
(FYE2006FYE2011)

0"
50,000"
100,000"
150,000"
200,000"
250,000"
300,000"
350,000"
A
t
t
e
n
d
a
n
c
e
(
128,418(
209,397(
235,343(
303,952(
188,533( 189,423(
46
3.2ReliantParkTenantsandMajorUsers
TherearetwotenantslocatedwithinReliantPark;theHoustonLivestockShowandRodeoandtheHoustonTexans.Bothuse
Reliant Stadium as their home venue, although the HLSR, in particular, utilizes the entire Reliant Park Complex during its
event.Inaddition,theOTCandFeldEntertainment(Feld)aresignificantusersoftheComplex.TheOTCisheldthefirstweek
ofMayeachyearandistheregionslargestannualconventionwithover80,000attendees.Feldbooksmultiplefamilyshows
attheComplexeachyear,accountingformorethanfiftyperformancesannually.
HoustonLivestockShowandRodeo
TheHLSRoccupiesReliantParkforessentiallysixweeksinthespringeach
year and may occupy Reliant Park for 18 consecutive days between June
23
rd
and July 24
th
of any calendar year. While the events are taking place,
HLSR has exclusive rights to occupy the entire Reliant Park complex, other
thanofficesandspacesoccupiedbytheTexans,SMG,HCSCCandtheReliant
Park operations on a year-round basis. During the spring and summer HLSR periods, HCSCC may not hold events at Reliant
Park, including events at the Astrodome. This exclusivity will have to be addressed in any redevelopment plan for the
Astrodome.
TwodocumentswerereviewedrelatedtoHLSR:(i)HLSRStadiumLeaseagreementbyandbetweentheHCSCCandtheHLSR
and(ii)StadiumTri-PartyAgreementbyandamongtheHCSCC,theHLSRandtheTexans.Thebasicprovisionsofthesetwo
agreementsprovidethatHLSRhasa30-yeartermtooccupyReliantPark,commencingin2002andcontinuingthrough2031.
Duringtheterm,theHLSRhastheexclusiverighttohost(i)eventscontainingentertainmentandagriculturalexhibitionsand
competitions,(ii)rodeo-likeeventsand(iii)certainlivestockandequestrianevents.
47
HoustonTexans
The Houston Texans football team of the National Football League is the other major tenant within
ReliantPark.Theteamhastheexclusiverighttoexhibitprofessionalfootballatanyfacilityownedby
Harris County. The team holds ten home games each season from mid-August through early January.
Whentheteammakestheplayoffs,additionalhomegamescanoccur.Duringhomegamestheteamhas
exclusiverightstotheparkinglotswithinReliantPark,makingaccesstotheAstrodomedifficult.
Two documents were reviewed related to the team: (i) NFL Club Stadium Lease Agreement by and
betweenHCSCCandtheteamand(ii)StadiumTri-PartyAgreementbyandamongHCSCC,theteamandHLSR.Theteamhasa
30-yeartermtooccupyReliantPark,commencingin2002andcontinuingthrough2031.

48
OffshoreTechnologyConference
The Offshore Technology Conference was founded in 1969 by twelve engineering and scientific
organizations in response to the growing technological needs of the global ocean extraction and
environmentalprotectionindustries.Interdisciplinaryandcross-sectorcooperationwasbecomingacute
asbothindustriesmovedintomorehostileenvironmentsandunknownoperatingconditions.
The first conference was held in the Albert Thomas Convention Center, and as significance of the
conferencegrewovernight,largerfacilitiesattheAstrodomeComplexwerebookedannuallyforthenext
33 years. As the offshore industry continued to grow, so did the stature and size of the OTC, reaching a peak attendance in
1982 of 108,000 and an exhibition of more than 2,500 companies. Since the early 1980's, shifting business, political, and
economicparadigmshavealteredthecomplexionoftheOTC,butnotitsstatusastheone"must-attend"technicalconference
forengineersandscientistsworkingintheoffshoreindustry.In2003,theOTCmovedintoReliantCenter,andtodayoccupies
the Center, Reliant Stadium, a Pavilion built on-site, and an outdoor exhibit area, totaling an area equivalent to 10 football
fields.Throughoutits40-yearhistory,theOTChasmaintaineditsrelevancetotheoffshoreindustry,andhasinitiatedseveral
programstoexpandthescopeandprestigeofitscoverage.
The OTC is also significant for Harris County, having generated nearly $1.8 billion in economic impact for the area. It is the
largestconventionheldintheregioneachyear.TheOTCranksamongthelargest200tradeshowsheldannuallyintheUnited
States and is among the 10 largest meetings in terms of attendance. Each year the OTC attracts more than 60,000 attendees
and2,000exhibitingcompaniesrepresentingmorethan110countries.ThecurrentagreementfortheuseofReliantParkby
theOTCextendsthroughthe2012event.Thecurrentagreementhasafour-yearterm.Theeventhasbeenverysuccessfulat
thecurrentlocationandhasbeenbasedintheHarrisCountyareaforitsentire40-yearhistory.
Given the size of the OTC, the event would be able to use an indoor space with the height of the Astrodome to expand the
existing scope and size of the conference. This would lead to increased revenues to the HCSCC from the event, as rent, food
andbeverageandparkingrevenueswouldallincrease.However,theOTChasoutgrownavailablepermanentspaceatReliant
Center and Reliant Arena and temporary tents are used to provide approximately 50,000 square feet of additional exhibit
space.Thus,withouttheproposedReliantArenaReplacementand/ortheuseoftheAstrodometoaccommodatetheseneeds
going forward, these space constraints will need to be addressed in another manner or there is a risk that the OTC may
relocatetoalargervenue.
49
FeldEntertainment
FeldEntertainmentwasestablishedin1967andhaspresentedeventsinover65countriesand
six continents since that time, making Feld the largest provider of live family entertainment in
the world. Over 30 million people attend Feld Entertainment's productions every year. On any
given day, more than 30 live performances that bear the Feld Entertainment brand take place,
including Disney on Ice, Ringling Bros. and Barnum & Bailey, Disney Live, Arenacross, Monster
Jam, Nuclear Cowboys, Monster Energy Supercross. In 1967, Feld purchased Ringling Bros. and
Barnum & Bailey and subsequently created a second touring unit. Additional Feld innovations
included television specials, national advertising campaigns and creative public relations. With
these efforts and the many that followed, Feld catapulted Ringling Bros. back to its rightful place as America's premier
entertainmentexperienceandtheeventnowhastheprouddistinctionofbeingtheonlysourceoflivefamilyentertainmentto
haveperformednonstopinthreecenturies.
In 1980, Feld added two ice based shows to its business Ice Follies and Holiday on Ice. One year later, an agreement was
reached with Disney and Walt Disneys World on Ice was added and continues to be one of the most successful of Felds
productions to this day. Feld Motor Sports was created in 2007 and is the world leader in producing and promoting
specialized arena and stadium-based motor sports entertainment with more than 600 performances worldwide, attracting
overfivemillionfanseachyear.FeldEntertainmentalsoproducedSiegfried&RoyattheMirageHotelinLasVegasfornearly
25yearsandhascontributedtonumerousliveshowsbothonandoffBroadway.
Twenty-five to thirty-five Feld events are hosted at Reliant Park each year, including Ringling Bros. and Barnum & Bailey,
DisneyonIceandMonsterJam,withmostshowsbeingheldatReliantStadium.ItisanticipatedthatmanyFeldshowswould
movetotheReplacementArenauponitscompletion,whichwouldbeavenuemuchmoreconducivetohostingthesetypesof
events.OperatingcostswouldbereduceddramaticallyandtheArenawouldallowforabetteroverallfanexperience.Total
annualattendanceforFeldprogrammingoverthepastsixfiscalyearshasrangedfrom200,000tonearly400,000.

50
OperatingAgreements
NamingRightsAgreement
TheTexansandHLSRhavetheexclusiverighttojointlymarket,negotiateandenterintoagreementscoveringthelicensingof
allnamingrights,brandingrights,pouragerights,servicerights,signage,advertisingandsponsorsandothermarketingrights
to the entirety of Reliant Park (including the Astrodome); provided, however, that if the Astrodome is replaced, materially
renovatedorexpandedforthepurposeofeither(a)changingitsprimaryusetoauseotherthanasaspectatorfacilityor(b)
allowing a new primary tenant who will not use the Astrodome as a spectator facility, the Texans and HLSRdo not have any
suchaforementionedrightsastotheAstrodome.
FoodServiceAgreement
ARAMARK has the right, subject to the various exclusions, to provide food, beverage, and retail merchandise concessions
within Reliant Park, bounded, approximately, by Kirby on the West, Loop 610 on the South, Fannin on the East and the
propertylinefromKirbytoFanninontheNorthsideofReliantPark.Accordingly,solongastheAstrodomeisusedasapublic
assemblyvenuefacility,forthetermoftheARAMARKConcessionsAgreement(fromApril1,2002throughMarch31,2017),
ARAMARKhastheexclusiverighttoprovidefood,beverageandretailmerchandiseconcessionsintheAstrodome.However,if
the Astrodome is redeveloped as a hotel (even if the hotel includes public meeting space) or other venue that is not a public
assemblyvenuefacility,suchredevelopedfacilitywillbeexcludedfromtheARAMARKConcessionsAgreement.
3.0ReliantPark Analysis
51
3.3HistoricalOperatingPerformance
HCSCC and SMG have been successful at operating the various venues in Reliant Park, particularly given the scheduling
constraintsthatareimposedbecauseoftheTexansandtheHLSRschedulingneeds.Essentially,SMGisabletoscheduleevents
onlyoneweekeachmonth(theProtectedWeek)duringtheTexansseason,priortotheAprilprecedingthosemonths,when
theNFLscheduleisreleased.Becauseofthisrestriction,the numberoflarge-scaleconventionsandtradeshowsthatcanbe
scheduledarelimitedbecausethesetypesofshowsbookvenuesseveralyearsinadvance.
ThechartbelowsummarizesthehistoricalfinancialperformanceatReliantPark.

52
ThetablebelowbreaksdowntheeventoperatingperformanceofReliantParkoverthepastseveralyears.Asshown,Reliant
Park hosts very profitable events. However, the overhead and related expenses incurred in Reliant Park operations cause
operatingincometobenegativeinsomeyears,asshownabove.
Note: In 2011, the Houston Livestock Show and Rodeo started in February, whereas in previous years it has always started in
March.Wehavenotincludedthe2011HLSRinthenumbersabovethoughtheywouldbeincludedinSMGsfiguresforthe2010-
2011fiscalyearforaccountingpurposes.

53
TheEventIncome,brokendownbyReliantParkvenue,issetforthbelow.TheAstrodomeceasedbeingusedforpublicevents
duringthe2007-2008fiscalyearandthusthedataforthatvenueisonlyincludedforthefirstthreefiscalyearsofthisanalysis.
Reliant(Stadium
Rev Exp
Event(
Income
(Loss) Events Event(Days Attendance NOI/Event
2005$06 16,822,048 9,059,856 7,762,192 137 73 2,421,721 $56,658
2006$07 15,691,815 9,317,824 6,373,992 162 18 2,141,209 $39,346
2007$08 14,952,372 7,983,642 6,968,730 152 143 2,382,716 $45,847
2008$09 18,639,754 9,229,847 9,409,906 131 94 2,253,922 $71,831
2009$10 18,233,021 9,414,381 8,818,640 125 81 2,362,652 $70,549
2010$11 23,993,890 13,350,222 10,643,667 140 114 2,713,949 $76,026
Reliant(Center
Rev Exp
Event(
Income
2005$06 8,578,641 2,694,052 5,884,589 124 242 625,718 $47,456
2006$07 9,133,889 2,644,252 6,489,637 257 33 604,315 $25,252
2007$08 10,156,762 2,960,437 7,196,325 141 266 678,850 $51,038
2008$09 10,207,449 3,222,918 6,984,531 118 268 660,676 $59,191
2009$10 9,767,339 3,133,675 6,633,664 105 218 609,918 $63,178
2010$11 9,252,771 2,905,058 6,347,712 96 182 585,207 $66,122
Reliant(Arena
Rev Exp
Event(
Income
2005$06 1,606,599 784,629 821,970 35 35 128,418 $23,485
2006$07 3,371,391 2,117,728 1,253,663 59 12 209,397 $21,249
2007$08 3,658,999 2,077,922 1,581,077 59 63 235,343 $26,798
2008$09 4,980,967 2,873,734 2,107,233 79 95 303,952 $26,674
2009$10 3,027,460 1,920,166 1,107,295 45 40 188,533 $24,607
2010$11 2,883,599 1,698,554 1,185,045 41 41 189,423 $28,904
Parking Lots
Rev Exp
Event(
Income
2005$06 626,600 186,140 440,460 8 22 169,615 $55,058
2006$07 1,842,758 803,876 1,038,882 33 3 281,699 $31,481
2007$08 1,877,152 1,068,303 808,849 23 41 276,312 $35,167
2008$09 439,444 169,325 270,118 29 52 250,083 $9,314
2009$10 503,688 330,905 172,783 21 31 272,231 $8,228
2010$11 497,528 215,340 282,187 25 45 300,790 $11,287
Astrodome
Rev Exp
Event(
Income
2005$06 570,725 344,546 226,179 6 7 11,812 $37,697
2006$07 235,755 131,753 104,002 19 0 22,777 $5,474
2007$08 3,469 4,760 (1,292) 2 2 3,679 ($646)
54
3.4SummaryReliantParkAnalysis
Reliant Park is a unique public assembly complex that provides a wide variety of options for different uses. The complex is
home to major economic drivers to the Harris County community. Between the Texans, HLSR, and Offshore Technology
Conference, the Complex generates significant economic and fiscal impacts for the County. These events also generate
significantrevenueforthecomplex.
Thevenuesalsovaryinageandcondition,rangingfromthestateoftheartReliantStadiumandReliantCentertotheoutdated
ReliantArenaandunusableAstrodome.Thecomplexhastypicallyhostedanywherefrom300to500eventsperyearwiththe
totalattendanceeachyearexceeding3.0millionpeople.ReliantStadiumandReliantCenterprovideamenitiesconsistentwith
comparablevenuesaroundthecountrywhiletheamenitiesrelatedtotheReliantArenadirectlyinfluencethevenuesabilityto
attract new shows to the market. The Astrodomes condition also directly impact the ability of the Center to maximize the
usage of the space for a variety of shows that could utilize additional space. The inability of the complex of the book major
showsduetotherestrictionsofthetenantleaseagreementsalsodirectlyimpactsthefacilityusage.
55
4.0 MarketAnalysis
4.0MarketAnalysis
56
The demographic and socioeconomic profiles of the local market are important considerations when assessing the potential
success of any large mixed use real estate development. The strength of a market in terms of its ability to attract events,
attractpatronsandgeneraterevenuesismeasured,tosomeextent,bythesizeoftheregionalmarketareapopulationandits
income characteristics. Specific demographic and socioeconomic information can provide an indication of the ability of a
markettosupportasportsandentertainmentvenueincludespopulation,medianage,agedistribution,householdincomeand
corporatebase.
4.1HarrisCountyMarketOverview
HarrisCountyhadapopulationof4.1millionbasedonthe2010census,makingitthemostpopulouscountyinTexasandthe
thirdmostpopulouscountyintheU.S.,rankingonlybehindLosAngelesCountyandCookCounty(Chicago).Thecostofliving
inHarrisCountyisamongthelowestofallmarketsintheUnitedStates.The2010annualaveragecostoflivingindexshows
thatHarrisCountysoverallafter-taxeslivingcostsareninepercentbelowthenationalaverage,duetohousingcoststhatare
21percentbelowtheaverage.Twenty-threecompaniesonthe2010Fortune500listareheadquarteredintheHarrisCounty
area. Only two metropolitan statistical areas have more Fortune 500 headquarters: New York with 74 and Chicago with 27.
Major institutions of higher learning include Rice University, Texas Southern University, University of Houston (UH, UH-
DowntownandUH-ClearLake),UniversityofSt.Thomas,HoustonBaptistUniversity,theHoustonCommunityCollegeandSan
JacintoCollege.HarrisCountystwomedicalschoolsaretheUniversityofTexasMedicalSchoolandBaylorCollegeofMedicine.
CulturalattractionsintheHarrisCountyareaincludeathrivingtheaterdistrictandnumerousmuseums.Year-roundresident
companies in the major performing arts include the Houston Symphony Orchestra, the Houston Grand Opera, the Houston
Ballet, and the Alley Theater. Major museums include the Museum of Fine Arts, the Contemporary Arts Museum, the Menil
Collection, The Childrens Museum and the Museum of Natural Science. Harris County is also home to a number of
professional sports teams with state-of-the art facilities. The Astros, Houstons Major League Baseball team, plays its home
games at Minute Maid Park; the Texans of the National Football League make their home at Reliant Park; and the Rockets of
the National Basketball Association and the Aeros of the American Hockey League share the Toyota Center. The Houston
Dynamo soccer team plays its home games at the University of Houstons Robertson Stadium; however, a new $90 million
stadium will be completed during to the 2012 season. In addition, collegiate teams from the University of Houston, Rice
University,TexasSouthernUniversityandHoustonBaptistUniversitycompeteinmostmajorsports.
4.0MarketAnalysis
57
HarrisCountywasoneofthelastmajormetropolitanareasintheUnitedStatestoslipintotherecentglobalrecessionandit
wasoneofthefirsttobegintorecover.]HarrisCountyadded62,300jobsfromSeptember2010toSeptember2011.Mostof
the job growth occurred in health care and social assistance; durable goods manufacturing; leisure and hospitality; and food
servicesanddrinkingplaces.HarrisCountyseconomyislargelybasedonabroadspectrumofindustriesincluding:
Oilandgasexplorationandrefining
Medicalresearchandhealthcaredelivery
Hightechnologycomputers,aerospace,environmental,etc.
Government
Internationalimport&export
Commercialfishing
Agriculture
Education
Bankingandfinance
Manufacturinganddistribution
Relatedserviceindustries
Employmentgainsnowmatchthestateaverage,whichisthreetimesthenationalpace.Energyexplorationandmanufacturing
areleadingtheway,butmostotherindustries,exceptforfederalgovernment,areupyeartoyear.Theunemploymentratehas
edged down to 8.3%, even as the labor force has steadily risen on improving job opportunities. The housing market remains
weak, though it is beginning to improve, driven by the improving labor market. House prices are declining, but new permits
forbothsingle-familyandmultifamilyunitshaveriseninrecentmonths.
MedicaltourismisontheriseinHarrisCountyanditisexpectedtocontinuewiththeprominenceoftheMedicalCenterwhich
isincloseproximitytoReliantPark.HarrisCountyisthecapitalofmedicalexpertiseinTexas,asitishometoseveralofthe
leading health sciences research institutions in the state including the University of Texas Health Sciences Center, MD
Anderson Cancer Center, and Baylor College of Medicine. The proximity to Latin America and the trend growth in its
economies explain the increasing inflow of patients from that region. The major hospitals consistently rank among the
nationstopinstitutions.TheTexasMedicalCenterisattheforefrontofresearchandtreatmentofcancerandheartdisease.
4.0MarketAnalysis
58
4.2ReliantParkPrimary&SecondaryMarkets
The demographic and socioeconomic data presented in this report are based on the anticipated primary and secondary
markets of Reliant Park. The primarymarket is the geographic area in which it is anticipated that the majority of attendees
andvenueusersareexpectedtooriginate.Thesizeofthisprimarymarketcanbeinfluencedbysuchfactorsastransportation
systems, site accessibility, media coverage and competing entertainment venues in the surrounding region. For purposes of
thisanalysis,theprimarymarketisassumedtobetheareawithinaonehourdriveoftheAstrodomeandReliantPark
In addition to the assessment of the primary market area, the analysis presented herein also includes an assessment of the
combined primary and secondarymarkets for the proposed redevelopment, which is anticipated to include the area within a
twohourdrivefromthePark,asoutlinedonthefollowingpage.

4.0MarketAnalysis
59
DriveTimeMapofResidentMarketSegments

4.0MarketAnalysis
60
ResidentMarket
In 2010, the primary resident market (0-1 hour drive time) consisted of approximately 3.56 million persons in the 0-30
minutesegmentandapproximately2.12millionpersonsinthe30-60minutesegment.
Asawhole,theprimaryresidentmarketisforecastedtogrowatanaverageannualrateof2.0%,from5.68millionin
2010to6.28millionby2015.
The secondary resident market (1-2 hour drive time), which reaches outside of the Greater Harris County area, consisted of
nearly1.21millionpersonsin2010.
Itisanticipatedtogrowatanaverageannualrateof0.9%to1.26millionby2015.
By2015,thetotalavailableresidentmarketisforecastedto7.54millionpersons,anannualincreaseof1.8%from6.89million
in2010.
ResidentMarketDemographics
HouseholdIncome
Householdsinthedefinedresidentmarketareaaresimilartonationalstandards
In2010,medianhouseholdincomewithintheresidentmarketwas$55,869,comparedto$54,442nationwide
Although the full resident market is in line with national standards, the primary market (0-60 minutes) has a more
affluentmedianhouseholdincomeof$58,366
HouseholdExpenditures
Based on consumer spending data derived from Consumer Expenditure Surveys in 2005 and 2006 and projected to
2010 values, households in the total resident market spent a total of $8.1 billion on entertainment and recreation in
2010
The primary markets per capita spending totaled to $3,516 on entertainment and recreation in 2010, while the total
residentmarketwasslightlylowerwithapercapitaspendof$3,361
4.0MarketAnalysis
61
The higher average annual spend in the primary market is expected as the primary market encompasses the Greater
HarrisCountymetropolitanareaandiscomprisedofhigher-earninghouseholds
AgeProfile/ChildrensMarket
Thetotaldefinedresidentmarkethasamedianageof33.5,lowerthanthenationalmedianof37.0
Thechildrensmarket(0-14),consistsofapproximately1.56millionpersons,or22.6%ofthetotalresidentmarket
o Bycomparison,thechildrensmarketintheUnitedStatesasawholeis20%
o By2015,theagedistributionisforecastedtoexperiencelittlechange,withaslightproportionaldecrease(-2%)
ofresidentswithintheagerangeof35-54andaproportionalgain(2%)inresidentsage55andolder
Ethnic/RacialBreakdown
ThetotalresidentmarketpopulationispredominantlyCaucasianfollowedbyHispanicandAfricanAmerican.
FutureEconomicOutlook
TheHarrisCountyarea,muchliketherestoftheUnitedStates,hassufferedeconomicallyoverthepastseveralyears.While
the State of Texas did not suffer as much of a decline as the rest of the country, the Harris County area still saw a significant
increase in unemployment, and a decrease in household income. However, Harris Countys recovery has firmed in recent
months,withunemploymentdroppingto8.3%.EmploymentgainsnowmatchthoseinTexasasawhole,whichisthreetimes
thatoftherestofthenation.Allindustries,otherthangovernmentemployment,haveseengainsover2010.Housepricesin
theHarrisCountymarketcontinuetodecline,butnewconstructionpermitshaveriseninrecentmonths.
The strengthening energy industry will drive job gains over the coming year, raising demand for employees in drilling
technology,engineeringandgeologicalsciences,aswellasprofessionalservicessuchasfinanceandaccounting.Jobpostings
forprofessionalservicesrelatedtotheenergyindustryareup20%overthepreviousyear,andcompensationisup7%over
thesametimeperiod.Severalfactorswilldrivethegains.First,oilpricesarelikelytoremainelevatedforanextendedperiod,
keepingdrillingprofitable.Second,companiesareobtainingpermitsforadditionaldrillingintheGulfofMexico,followingthe
moratoriumaftertheBPspillinAprilof2010.Third,productsandservicesrelatedtotheenergysectorwillgrowaswellas
geologists,chemicalengineersanddrillingtechnicianswillbeinincreasingdemand.
4.0MarketAnalysis
62
HarrisCountysrecoverywillstabilizeoverthenext9-15months,ledbytheenergysector.Companiesthatprovideequipment
andservicestotheenergyindustrywillalsobenefit.However,gainsintheseareaswillbeoffsettosomedegreebythedecline
inNASAactivitiesintheHarrisCountyarea.Longerterm,above-averagepopulationgrowthintheStateandfurtherexpansion
inenergyandhealth-relatedindustrieswillhelptheHarrisCountyareasurpassthenationinmosteconomicmeasures.
Employment
Theoilandgasandhealthcareindustriesdominatetheemployment
landscape in Harris County, with many of the areas largest
employers involving those industries. The Texas Medical Center
(TMC), which is located on the light rail line less than three miles
from Reliant Park, employs more than 130,000 people. The
significantinvolvementoftheoilandgascorporationsandtheTMC
would be imperative for the successful development of a STEM
centerwithintheAstrodome,intheeventthatoptionisconsidered.

University*of*Texas 30,641
Wal8Mart*Stores,*Inc. 28,780
Administaff 20,816
United*Continental*Holdings 17,000
ExxonMobil*Corporation 14,835
Continental*Airlines,*Inc. 14,651
Shell*Oil 11,855
H.E.B. 9,405
Hewlett8Packard*Company 8,500
Memorial*Hermann*Healthcare*System 8,452
The*Methodist*Hospital 7,147
Chevron*Corporation 7,000
BP 6,500
JP*Morgan*Chase*and*Company 6,500
AT&T 6,047
Texas*Children's*Hospital 6,034
Baylor*College*of*Medicine 5,635
Baker*Hughes 5,369
HCA 5,298
KBR 5,089
TOP$EMPLOYERS
4.0MarketAnalysis
63
4.3VisitorAttractions
HarrisCountyisanattractivedestinationtovisitorsfromaroundtheworld.Theweatherandlocationinproximitytoresort
towns like Galveston, as well as the level of entertainment and cultural events in the area are some of the reasons for this
attractiveness.ThedatabelowsummarizesthecurrenttouristclimateintheHarrisCountymarket.
TotalvisitationtoHarrisCountyin2010wasapproximately9million.
The leisure visitor market to Harris County is much larger than the business tourist market and comprises a total of
71%ofthetotalvisitormarket,whiletheremaining(29%)arebusinesstouristsandothertourists.
Nationally,UStourismisrecoveringfromthelate2008-2009recession.AlthoughHarrisCountywasmoreresilientin
2009thantheUSasawhole,thereverseoccursin2010,whereHarrisCountylosesground(-8%)whiletheUS(+7%)
andTexas(+5%)postgains.
Houston'Market
Resident'Market 2010
Primary'Resident'Market'(0'to'1'hours)
0730'mins 3,561,000
30760'mins 2,123,000
Total'Primary'Market 5,684,000
Secondary'Resident'Market'(1'to'2'hours) 1,208,000
Total'Resident'Market 6,892,000
Visitor'Market
Total'Visitor'Market
Leisure'Tourist'Market 6,397,000
Business'Tourist/Other'Market 2,613,000
Total'Visitor'Market 9,010,000
Total'Available'Market 15,902,000
Source:'ESRI'Business'Analyst,'Greater'Houston'Convention'&'Visitors'Bureau,'ECA
4.0MarketAnalysis
64
The Greater Harris County area has a diverse offering of visitor attractions including a large arts district, museums, theme
parks, sports and live event venues, and science centers, among many others. Harris County is home to the fourth largest
museumdistrictinthecountrywith18museums.Generalcharacteristicsofthecompetitivemarketareasfollows:
Attendance ranges at selected attractions across the Greater Harris County area can range from 65,000 to over 4 million
personsannually.
Selected science centers, museums, zoos and aquariums in the Harris County area tend to have lower admission prices
thanthemeorwaterparksinTexas.Averagepricingatthevariousattractionsareasfollows:
o Sciencecenters,museums,zoosandaquariums
Adult:Free-$20
Child:Free-$16
o Waterparks
Adult:$17-$60
Child:$12-$50
AveragelengthofstayattheselectedattractionsintheGreaterHarrisCountyarearangefrom30minutestoafullday.

4.0MarketAnalysis
65
ThefollowingtablesprovidefurtherdetailonthevisitorattractionsintheHarrisCountymarket.
OverviewofHarrisCountyVisitorAttractions
Selected'Attractions Location Year'Opened

Facility'Size'
(SF/seats) Annual'Attendance
Attractions'and'Amusement'Parks
Moody%Gardens Galveston,%TX 1983 242%acres 2,000,000
Six%Flags%Astroworld%A%CLOSED Houston,%TX 1968 104%acres A
Amphitheaters
Cynthia%Woods%Pavilion The%Woodlands,%TX 1990 16,500%seats 1,237,500
Sports'and'Live'Event'Venues
Toyota%Center Houston,%TX 2003 19,000%seats 663,831
Minute%Maid%Park Houston,%TX 2000 43,836%seats 2,331,490
Reliant%Stadium Houston,%TX 2002 71,500%seats 2,682,442
Reliant%Arena Houston,%TX 1974 5,800%seats 173,849
BBVA%Compass%Stadium Houston,%TX 2012 30,000%seats n/a
Constellation%Field Sugar%Land,%TX 2012 7,500%seats n/a
Sugar%Land%Concert/Performing%Arts%Venue%(PROPOSED) Sugar%Land,%TX PROPOSED 6,500%seats n/a
Bayou%Music%Center Houston,%TX 1999 2,815%seats 140,000
Hofheinz%Pavilion Houston,%TX 1969 8,500%seats
Robertson%Stadium Houston,%TX 1941 32,000%seats 264,368
Berry%Center%Arena Cypress,%TX 2006 8,300%seats
Berry%Center%Stadium Cypress,%TX 2006 11,000%seats
Berry%Center%Theater Cypress,%TX 2006 450%seats
Leonard%E.%Merrell%Center Katy,%TX 2005 7,200%seats
House%of%Blues%Houston Houston,%TX 2008 1,528%seats
Sam%Houston%Race%Park Houston,%TX 1994 32,000%capacity n/a
Science'Centers
Houston%Museum%of%Natural%Science Houston,%TX 1969 115,000%SF 1,637,000
Space%Center%Houston Houston,%TX 1992 184,000%SF 750,000
Source:%Individual%attractions%and%venues,%ECA
4.0MarketAnalysis
66
OverviewofHarrisCountyVisitorAttractions(continued)

Selected'Attractions Location Year'Opened
Facility'Size'
(SF/seats) Annual'Attendance
Museums
The$Museum$of$Fine$Arts$Houston Houston,$TX 1924 300,000$SF 1,598,000
Art$Car$Museum Houston,$TX 1998 n/a 10,000$@$20,000
Childrens$Museum$of$Houston Houston,$TX 1984 90,000$SF 850,000
The$Health$Museum Houston,$TX 1996 28,000$SF 200,000
The$Menil$Collection Houston,$TX 1987 30,000$SF 130,000
Holocaust$Museum$Houston Houston,$TX 1996 27,000$SF n/a
Houston$Fire$Museum Houston,$TX 1980 6,360$SF 15,000
Contemporary$Arts$Museum Houston,$TX 1972 n/a n/a
San$Jacinto$Battleground$State$Historic$Site$&$Monument Houston,$TX 1939 1,200$acres 500,000
Zoos'and'Aquariums
Houston$Zoo Houston,$TX 1922 55$acres 1,600,000
Downtown$Aquarium Houston,$TX 2003 6$acres 357,954
Retail,'Dining'and'Entertainment
Bayou$Place Houston,$TX 1997 130,000$SF n/a
Kemah$Boardwalk Kemah,$TX 1999 40$acres 3,500,000$@$4,000,000
Other'Retail
The$Galleria Houston,$TX reopened$2003 2,400,000$SF 24,000,000
Traders$Village Houston,$TX 1989 100+$acres 2,250,000
City$Center$(Town$and$Country) Houston,$TX 2010 1,800,000$SF 3,500,000$@$4,500,000
Uptown$Center Houston,$TX 1999 169,110$SF n/a
Source:$Individual$attractions$and$venues,$ECA
4.0MarketAnalysis
67
HarrisCountyAttractionDetails

Average Estimated
Selected0Attractions Location Length0of0Stay Capital0Investment Adult Child
Attractions0and0Amusement0Parks
Moody%Gardens Galveston,%TX 1.556%hrs $25%million%renovation %$%%%%%49.95% %$%%%%%49.95%
Six%Flags%Astroworld%5%CLOSED Houston,%TX 5 5 %5% %5%
Amphitheaters
Cynthia%Woods%Pavilion The%Woodlands,%TX 354%hrs $9.5%million%renovation n/a n/a
Sports0and0Live0Event0Venues
Toyota%Center Houston,%TX 354%hrs $202%million $12+ $12+
Minute%Maid%Park Houston,%TX 354%hrs $250%million $7+ $1+
Reliant%Stadium Houston,%TX 456%hrs $352%million $28+ $28+
Reliant%Arena Houston,%TX 354%hrs n/a $50+ $50+
BBVA%Compass%Stadium Houston,%TX n/a $80%million $24%5%$100 $24%5%$100
Constellation%Field Sugar%Land,%TX 354%hrs $30%million $8%5%$12 Free+
Hofheinz%Pavilion Houston,%TX 354%hrs $40%million%expansion%(2013) $5%5%$11 $5%5%$11
Robertson%Stadium Houston,%TX 354%hrs $650,000 $20%5%$54 $20%5%$54
Berry%Center%Arena Cypress,%TX 254%hrs $72.9%million%
(1)
Free+ Free+
Berry%Center%Stadium Cypress,%TX 354%hrs $72.9%million%
(1)
$7 $4
Berry%Center%Theater Cypress,%TX 254%hrs $72.9%million%
(1)
Free+ Free+
Leonard%E.%Merrell%Center Katy,%TX 254%hrs $18.9%million Free+ Free+
House%of%Blues%Houston Houston,%TX 254%hrs $20%million $12%5%$45 $12%5%$45
Sam%Houston%Race%Park Houston,%TX n/a $90%million $6+ Free+
Science0Centers
Houston%Museum%of%Natural%Science Houston,%TX 458%hrs $85%million%expansion%(2012) 15.00 $%%%%% 10.00 $%%%%%
Space%Center%Houston Houston,%TX 456%hrs $29%million 20.00 $%%%%% 16.00 $%%%%%
Admission0Pricing
Source:%Individual%attractions%and%venues,%ECA
(1)%%Total%cost%of%Berry%complex%was%$72.9%million,%which%included%the%Center,%Stadium%and%Theater
4.0MarketAnalysis
68
HarrisCountyAttractionDetails(continued)
Average Estimated
Selected0Attractions Location Length0of0Stay Capital0Investment Adult Child
Admission0Pricing
Museums
The$Museum$of$Fine$Arts$Houston Houston,$TX 1.576$hrs $4.5$million$(garden) 7.00 $$$$$$$$ 3.50 $$$$$$$$
Art$Car$Museum Houston,$TX 171.5$hrs n/a Free Free
Childrens$Museum$of$Houston Houston,$TX 1.574$hrs $3.9$million 8.00 $$$$$$$$ 8.00 $$$$$$$$
The$Health$Museum Houston,$TX 173$hrs n/a 8.00 $$$$$$$$ 6.00 $$$$$$$$
The$Menil$Collection Houston,$TX 172$hrs $24$million Free Free
Holocaust$Museum$Houston Houston,$TX n/a n/a Free Free
Houston$Fire$Museum Houston,$TX 171.5$hrs n/a 5.00 $$$$$$$$ 3.00 $$$$$$$$
Contemporary$Arts$Museum Houston,$TX 172$hrs n/a Free Free
San$Jacinto$Battleground$State$Historic$Site$&$Monument Houston,$TX 3.5$hrs $1.5$million 10.00 $$$$$$ Free
Zoos0and0Aquariums
Houston$Zoo Houston,$TX 376$hrs $50,000 12.00 $$$$$$ 8.00 $$$$$$$$
Downtown$Aquarium Houston,$TX 174$hrs $38$million 9.25 $$$$$$$$ 6.25 $$$$$$$$
Retail,0Dining0and0Entertainment
Bayou$Place Houston,$TX 1.576$hrs $23$million Free Free
Kemah$Boardwalk Kemah,$TX 174$hrs n/a Free Free
Other0Retail
The$Galleria Houston,$TX 30$mins74$hrs n/a Free Free
Traders$Village Houston,$TX 30$mins72$hrs n/a Free Free
City$Center$(Town$and$Cuntry) Houston,$TX 174$hrs $500$million Free Free
Uptown$Center Houston,$TX 30$mins73$hrs n/a Free Free
Source:$Individual$attractions$and$venues,$ECA
4.0MarketAnalysis
69
4.4HarrisCountyAreaSportsandEntertainmentVenues
There is a limited supply of events, spectators and attendees within any marketplace and the number and type of local
facilitiesthatcouldcompeteforthosewillimpactthemarketpotentialfortheredevelopmentofReliantArena.Thefollowing
table presents a summary of other sports and entertainment venues located within Reliant Parks primary and secondary
marketareas
Venue Location
Berry%Center%Arena Cypress,%TX
Cynthia%Woods%Mitchell%Pavilion The%Woodlands,%TX
BBVA%Compass%Stadium Houston,%TX
Hofheinz%Pavilion Houston,%TX
House%of%Blues%Houston Houston,%TX
Leonard%E.%Merrell%Center Katy,%TX
Sugar%Land%Concert/Performing%Arts%Venue Sugar%Land,%TX
Toyota%Center Houston,%TX
Verizon%Wireless%Theater Houston,%TX
Alley%Theatre Houston,%TX
Berry%Center%Stadium Cypress,%TX
Berry%Center%Theater Cypress,%TX
Constellation%Field Sugar%Land,%TX
Hobby%Center%for%the%Performing%Arts Houston,%TX
Jesse%H.%Jones%Hall Houston,%TX
Minute%Maid%Park Houston,%TX
Stafford%Centre Stafford,%TX
Wortham%Center Houston,%TX
(1)%The%University%of%Houston%has%approved%a%renovation/expansion%of%Hofheinz%Pavilion%that%will%expand%seating%capacity%to%8,600.
(2)%%The%Alley%Theatre%consists%of%the%824Vseat%Hubbard%Stage%and%an%additional%300Vseat%stage.
(3)%%The%Hobby%Center%for%the%Performing%Arts%consists%of%the%2,650Vseat%%Sarofim%Hall%and%the%500Vseat%Zlikha%Hall.
(4)%%The%Wortham%Center%consists%of%the%2,423Vseat%Alice%&%George%Brown%Theater%and%the%1,100Vseat%Cullen%Theater.
Source:(Pollstar(and(CSL(International(Research
Primary/and/Secondary/Market/Area
Level/of/Competition/of/Local/Venues
Total Potential
Seating Degree/of
Capacity Competition
8,300 High
16,500 High
30,000 Medium
8,600
(1)
Medium
1,529 Medium
7,200 Medium
6,500 Medium
19,000 Medium
2,815 Medium
824
(2)
Low
11,000 Low
465 Low
9,500 Low
2,650
(3)
Low
2,911 Low
42,000 Low
1,115 Low
2,423
(4)
Low
(1)%The%University%of%Houston%has%approved%a%renovation/expansion%of%Hofheinz%Pavilion%that%will%expand%seating%capacity%to%8,600.
(2)%%The%Alley%Theatre%consists%of%the%824Vseat%Hubbard%Stage%and%an%additional%300Vseat%stage.
(3)%%The%Hobby%Center%for%the%Performing%Arts%consists%of%the%2,650Vseat%%Sarofim%Hall%and%the%500Vseat%Zlikha%Hall.
(4)%%The%Wortham%Center%consists%of%the%2,423Vseat%Alice%&%George%Brown%Theater%and%the%1,100Vseat%Cullen%Theater.
Primary/and/Secondary/Market/Area
Level/of/Competition/of/Local/Venues
4.0MarketAnalysis
70
As shown above, the venues representing the highest potential competition to the possible replacement of Reliant Arena are
theCynthiaWoodsMitchellPavilion,theHouseofBlues,theBayouMusicCenter,theToyotaCenter,andtheHofheinzPavilion.
It is important to note there is a gap in the marketplace with respect to a smaller sized arena (capacity between 8,000
10,000). The only indoor arena available for events currently is the 19,000 seat Toyota Center. That capacity is not an
efficientvenueformanyshows,concertsandotherevents,whichwouldbemuchbetterservedtoperforminasmallervenue.
The following case studies provide a summary of the events and attendance held at competitive area venues, as reported by
Pollstar.Itshouldbenotedthatsomesmallerconcertsandshows,aswellastradeshows,exhibitions,swapmeets,andother
sucheventsarenotreportedbyPollstarandareinadditiontotheeventsandattendancediscussedherein.
ToyotaCenter
ToyotaCenterisa19,000-seatmulti-purposearenathat
opened in 2003 in downtown Houston, and serves as
thehomeoftheNBARocketsandAHLAeros.The$308
million arena is owned by the Harris County-Houston
Sports Authority and is operated by Clutch City Sports
and Entertainment. Premium seating offered at the
arena includes 2,900 club seats that cost $8,000 per
year,105luxurysuitesthatleasefor$225,000peryear,
and567courtsideseatsthatcost$20,000annually.
In addition to tenant basketball and hockey games,
Toyota Center hosts a variety of concerts and
family/children shows, with Live Nation being the
preferredpromoterforthefacility.
AccordingtoPollstar,theToyotaCenterhosted48non-
tenant events in 2010, with an average attendance of approximately 7,131. Approximately 50 percent, or 24, of the events
heldattheToyotaCenterin2010couldpotentiallybeaccommodatedbytheanticipatedcapacityofthenewarenainReliant
Park. It is anticipated that the new Reliant Arena and the Toyota Center could directly compete to host mid-sized concerts,
4.0MarketAnalysis
71
familyshows,andothersuchevents.However,theproposedexpandedReliantArenacouldpotentiallyhaveanadvantagein
scheduling these events due to the large number of dates reserved by professional sports tenants of the Toyota Center.
Competitionwillalsoexistforthesponsorship/advertisingdollarsofareacompanies.
MinuteMaidPark
Opened in 2000, Minute Maid Park is the home of Major League Baseballs Houston
Astros.Thestadiumhasacapacityofapproximately43,800forAstrosgamesandis
owned and operated by the Harris County-Houston Sports Authority. While
primarilyabaseballvenue,thestadiumcanhostsoccerandrugbyeventsaswellas
large concerts and live entertainment. Its debut as a soccer venue happened during
the2006editionoftheCONCACAFChampionsCup.Thestadiumhostedthefirstleg
ofthequarterfinalbetweenPortmoreUnitedofJamaicaandClubAmricaofMexico.
The stadium also is the host of the Houston College Classic college baseball
tournament,partofthewinterfanfestivalheldinFebruaryandinNovemberofthis
year, and Taylor Swift performed before the stadiums largest crowd for a concert,
with just more than 42,000 in attendance. Because of Minute Maid Parks focus on
theAstrosandthefacttheteamoccupiesthestadiumalmostexclusivelyfromAprilthroughearlyOctober,thevenuedoesnot
providesignificantcompetitionforliveentertainmentattheReliantParkvenues,withtheexceptionofReliantStadiumduring
certaintimesoftheyear.

4.0MarketAnalysis
72
BBVACompassStadium
BBVA Compass Stadium, currently being built for the Houston Dynamo of Major
League Soccer, will be a state-of-the-art, soccer specific, open-air stadium and is
plannedtobeopeninMayof2012.Whencompleted,BBVACompassStadiumwill
beacentralfeatureofHoustonsEastDowntownRedevelopmentPlan.Thestadium
will be part of a true stadium and entertainment district, which will also include
Toyota Center, Minute Maid Park, Discovery Green, The House of Blues and the
George R. Brown Convention Center. Aside from Major League Soccer and
international soccer matches, the new stadium will also host Texas Southern
University football, concerts, boxing matches, and much more. BBVA Compass
Stadium will have a capacity of 22,000 for Dynamo games but will be capable of expansion to 30,000 for certain events. A
concert stage and other components are included in the stadium project and AEG has been engaged as the promoter for the
venue,withastrongtrackrecordofattractingthirdpartyevents.
ConstellationField
In addition to the professional sports venues in the Harris County area, the
suburb of Sugar Land commenced construction on a minor league baseball
stadium that will be located approximately 25 miles from downtown Houston
and is expected to be completed for the 2012 baseball season. Constellation
Field will be a state-of-the-art multi-purpose Triple-A ballpark. In addition to
high level professional baseball, the park will also host other sports including
football, soccer, lacrosse, cheerleading and band competitions, etc., as well as
concerts, group outings, and scout sleepovers. Total ballpark capacity will be
approximately 7,500 for baseball (expandable to 10,000) and 9,500 in concert
configuration.LikeMinuteMaidParkandBBVACompassStadium,Constellation
Field would not be considered significant competition for live entertainment events. Constellation Field has a capacity that
wouldbecompetitiveformoreeventsthantheotherlargerstadiums;however,thevenueisexclusivelyanoutdoorvenuethat
willbeheavilyoccupiedbythebaseballteamfromAprilthroughSeptember,whichistheprimaryseasonforoutdoorshows.
4.0MarketAnalysis
73
BerryComplex
TheRichardE.BerryEducationalSupportCenter(BerryCenter)wasfundedbya
BondReferendumpassedbytheHoustonsuburbofCypressinDecember2001.
TheComplexconsistsoffourvenues:theArena,ConferenceCenter,Stadiumand
Theaterandcostmorethan$72milliontoconstruct.TheArena(BerryCenter)
has 8,300 permanent seats, with an additional 1,700 portable seats for a total
capacity of nearly 10,000.Berry Center hosts concerts, indoor sporting events,
meetings and conferences, graduation ceremonies; school performances and
competitions and catering and banquets for honors, awards, and celebrations.
And is the current home of the Texas Copperheads of the Southern Indoor
FootballLeague.TheConferenceCenterisamulti-useindoorspaceoffering17
possible room sizes and configurations totaling more than 150,000 square feet of floor space. The Stadium is an 11,000 seat
outdoor venue used primarily as a home for Cypress-Fairbanks ISD high school football teams, but which also hosts trade
shows, outdoor concerts and large banquets. Finally, the Theater has a capacity of 450 for banquets, performing arts events
andsmallconcertsandotherperformances.
MerrellCenter
TheLeonardE.MerrellCenteropenedintheHoustonsuburbofKatyin2005.
The 145,000 square foot facility has a seating capacity of 7,200 for concerts
and1,200forbanquetsandtheatershows.TheMerrellCenteralsohas3,000
square feet of meeting/conference space that can be divided into four smaller
rooms of various sizes. Funds for the $18.9 million construction costs of the
Merrell Center came from a Tax Increment Reinvestment Zone (TIRZ),
developed in partnership with the City of Katy and the Katy Development
Authority.Since2008,theMerrellCenterhashostedtheSouthlandConferenceMensandWomensBasketballChampionships
and is also the home venue of the Houston Stallions of the Lone Star Football League. Each year the venue also schedules
conferences,concertsandconventionsaswellaseventsfortheschoolswithintheKatyIndependentSchoolDistrict,including
basketballandothersports,graduationsandawardceremonies.
4.0MarketAnalysis
74
HofheinzPavilion
HofheinzPavilionopenedinDecember1969oftheUniversityofHoustoncampus
atacostof$4.2million($26.6millionin2012dollars)andservesasthehomefor
mens and womens basketball. The multipurpose facility is also used for
concerts, special events, convocations and student-sponsored activities. It has
also been the site for numerous University functions, such as commencement
exercisesandprofessionalseminarsandforums.
Hofheinz Pavilion has been renovated multiple times over the past 20 years. A
newceiling,lightingandsoundsystemwereinstalledin1991.In1992,themen's
andwomen'sbasketballlockerroomswereenlarged,andequippedwithpersonal
lockersforeachplayer.Priortothe1998-99season,luxurysuiteswereaddedat
thetopofthearena,bringingcapacityto8,479currently.Withtheadditionofluxurysuitesringingthetoprimofseatsforthe
1998-99season,capacityofHofheinzPavilionnowstandsat8,479.InJune2010,theUniversityapprovedanotherrenovation
projectthatwouldincludepracticefacilitiesforboththemensandwomensteamsandincreasecapacityslightlyto8,600,ata
costofapproximately$40million.

4.0MarketAnalysis
75
CynthiaWoodsMitchellPavilion
TheCynthiaWoodsMitchellPavilionopenedin1990inTheWoodlands,Texas,and
is owned and operated by The Center for the Performing Arts at The Woodlands, a
non-profit 501(c)()(3) organization. The pavilion has a total seating capacity of
16,500, including 6,500 fixed seats and lawn seating for approximately 10,000. In
2009, a $9.5 million expansion was completed in order to repair damage sustained
during Hurricane Ike. Renovations included construction of 2,000 new reserved
seats and building a new expanded canopy structure covering all 6,500 fixed seats.
Premiumseatingoptionsincludeseasonticketsandapproximately50luxuryboxes,whichincludeVIPparkingpasses,private
entrance, in-seat wait service, and access to the Woodforest Bank Club. The pavilion hosts a variety of outdoor events
includingconcerts,family/childrenshowsandotherevents,whicharepromotedandproducedbyLiveNation.
According to Pollstar, the pavilion hosted 45 events in 2010, with an average attendance of approximately 8,153.
Approximately 49 percent, or 22, of the events held at the pavilion in 2010 could potentially be accommodated by the
anticipatedcapacityofthenewReliantArenainReliantPark.Duetotheirsimilarfixedseatingcapacities,itisanticipatedthat
the new Reliant Arena could directly compete with the Cynthia Woods Mitchell Pavilion to host mid-sized concerts, family
shows,andothersucheventsduringtheamphitheaterseason,whichrunsfromlateApriltolateOctober.Competitioncould
alsoexistforoutdooreventsbetweenthepavilionandtheproposedReliantParkfestivalsite.
HouseofBluesHouston
Opened in 2008 in downtown Houston, the 1,528-seat House of Blues Houston is owned and
operated by Live Nation. The facility serves as an anchor for the Houston Pavilions outdoor
shopping and entertainment complex. Patrons can purchase membership to the Foundation
Room,whichprovidesloungeseating,finedining,andaprivateoutdoorbalconywithviewsof
downtown Houston. According to Pollstar, the facility hosted 63 events in 2010, with an
averageattendanceofapproximately920.Alloftheeventsheldatthefacilityin2010couldpotentiallybeaccommodatedby
theanticipatedcapacityofthenewReliantArenainReliantPark.ItisanticipatedthattheproposedvenueandtheHouseof
BluesHoustoncoulddirectlycompetetohostsmallconcerts,familyshows,andothersucheventsrequiringasmallercapacity.
Competitionwillalsoexistforthesponsorship/advertisingdollarsofareacompanies.
4.0MarketAnalysis
76
BayouMusicCenter(FormerlyVerizonWirelessTheater)
The 2,815-seat Bayou Music Center opened in 1999 in downtown Houstons theatre
district. The 130,000 square foot theater has a seating capacity that can be reduced in
ordertoaccommodateawidevarietyofevents,andprovidesmallereventsafullhouse
atmosphere. The theater, owned and operated by Live Nation, hosts a variety of events
includingconcerts,comedyshows,andspectaculars.
AccordingtoPollstar,thetheaterhosted21eventsin2010,withanaverageattendanceof
approximately 2,518. All of the events held at the theater in 2010 could potentially be
accommodated by the anticipated capacity of a new Reliant Arena in Reliant Park. It is
anticipated that the proposed new venue and the Bayou Music Center could directly
competetohostconcerts,familyshows,andothersucheventsrequiringasmallercapacity.Competitionwillalsoexistforthe
sponsorship/advertisingdollarsofareacompanies.

4.0MarketAnalysis
77
4.5Retail/Dining/EntertainmentDestinations
BayouPlace
Downtown dining and entertainment destination Bayou Place is experiencing a
renaissance. Two new bars opened in 2011 as part of the center's re-imagined
nightlife experience, Bayou Place Live! Western-themed PBR Houston brings
country dancing and a little bull-riding action while Lucie's Liquors offers an
upscale sports bar experience, Vegas-style. Retro beach concept Shark Bar and
whiskeybarChapelSpiritsdebutedinMay.TheBlueFish,aDallasoutpostserving
upsushi,openedinMarch2011.
Robert Redford's highly-anticipated Sundance Cinemas, opened November 2011,
features both general release and art films along with several drink-and-dine
options.TheVerizonWirelessTheaterstagesavarietyofliveconcerts,andHard
RockCafehaslongbeenaTheaterDistrictstaple.SambaGrilleoffersupadiverse
lunchmenuandBrazilian-stylerodizioserviceduringthedinnerhour.

4.0MarketAnalysis
78
UptownPark
Located ten miles west of downtown Houston, Uptown
Park has over 50 different stores, shops, restaurants and
clubs. The development is less than one mile from the
Houston Galleria on the west side of Loop 610. Uptown
Parkislinedwithshops,boutiquesandcafesthatcreatean
intimateatmospherewithanemphasisoncharmallonthe
ground level of the development. With lush fountains,
detailed architecture and lavish landscaping, the
surroundings are warm and inviting and attract people
fromtheHarrisCountyareaandfromaroundthecountry.
ThereareanumberofhotelsincloseproximitytoUptownPark,withalllevelsofservicefromluxurybrandsliketheSt.Regis
andHotelGranduca,tofamilyaccommodationsattheMarriottCourtyardandEmbassySuites.

4.0MarketAnalysis
79
TheGalleria
Owned and managed by the Simon Property Group, The Galleria is an upscale mixed-
use urban development located in the Uptown District of Houston, Texas. The
development consists of a retail complex, an ice rink, as well as the Galleria Office
Towers complex, two Westin hotels, and a private health club. The office towers and
hotels are separately owned and managed from the shopping center. The Galleria
openedin1970andexpandedtoitscurrentsizein2003.
Thedevelopmentincludesapproximately2.4millionsquarefeetingrossleasablearea
withover375tenantsmakingitthelargestmallinTexas.TheGalleria,whichreceivesa
reported 24 million annual visitors, is currently anchored by Saks Fifth Avenue,
Nordstrom,NeimanMarcusandtwoseparate,full-lineMacys.
MemorialCityMall
MemorialCityMallisasuper-regionalcenterandoffersmerchants1.7millionsquarefeetof
retail space, featuring anchors Macys, Dillards, JCPenney, Target and Sears, as well as 150
specialtystoresandrestaurants.MemorialCityMallisthefocalpointofMemorialCity,a200-
acre mixed-use destination which includes 1.3 million square feet of Class A office space, 2.1
million square feet of medical/office space, a 267-room Westin hotel and more than 600
residentialunits.
A $300 million renovation and remerchandising project was completed in 2003. Sales have
increased dramatically every year since the renovation, with many key retailers achieving
salesabove$1,000persquarefeet.CompstoresalesatMemorialCityMallrose13%in2010,
thelargestincreaseamongallenclosedregionalmallsinHarrisCounty.AmenitiesatthemallincludeanNHL-sizedicerink,a
ChildrensPlayCastle,adouble-deckerVenetian-stylecarouselandaCinemark16Theatre.

4.0MarketAnalysis
80
SugarLandTownSquare(CityWalk)
Sugar Land Town Square is a 32-acre, 1.3 million square-foot mixed-use
development located approximately 20 miles southwest of downtown Houston.
Sugar Land Town Square is a public/private partnership between the City of Sugar
Land, Fort Bend County, Fort Bend County Levee Improvement District Number 2
andPlannedCommunityDevelopers,Ltd.Throughoutthe2000s,variousphasesof
thedevelopmentwereopened.
ThedevelopmentisadjacenttotheFirstColonyMallandincludesa300-roomfull-
service Marriott hotel and conference center, an 82,000 square-foot Sugar Land
Town Square City Hall, 167 mid-rise residential condos, 566,000 square feet of
officespace,238,000squarefeetofMainStreetretailandrestaurantsanda1.4-acrepedestrianplaza.Otheramenitiesinclude
a24screenAMCTheater,LifetimeFitnessandsportscentersforlocalhighschools.
FirstColonyMall
The First Colony Mall is a regional mall with adjacent streetscape outdoor shopping
(Sugar Land Town Square) located in Sugar Land which is approximately 20 miles
southwest of downtown Houston, Texas. The mall is owned by General Growth
Propertiesandopenedin1996withrenovationsin2006.
It encompasses approximately 1.1 million square feet of gross leasable area with 150
tenants with its anchor tenants being Dillards, Macys and JCPenney. Other retailers
within the mall generally cater to upper-middle class. Amenities include a 24-screen
AMCtheatreadjacenttothepropertyintheSugarLandTownSquare.Themallbrings
inanestimated15millionvisitorsannually.

4.0MarketAnalysis
81
KemahBoardwalk
Located 20 miles from downtown Houston, the Kemah Boardwalk is open daily year-round. Located just 20 miles from
downtown, the Boardwalk is home to fabulous waterfront restaurants and the Kemah Boardwalk Inn, a 52-room boutique
hoteladjacenttotherestaurantsandamusementsandattractsmorethan3millionvisitorsannually.Themainattractionsof
the42-acrecomplex,whichopenedin2001,areitsmanyrestaurantsoverlookingGalvestonBay.Theareawasdevelopedby
Landry'sRestaurants,whichownsalloftherestaurantsontheboardwalk.Activitiesincludeshoppingandmidwaygames,as
well as a miniature train that traverses the entire area. Additional attractions include a 36-foot carousel, a 65-foot (20m)
Ferriswheel,andanewwoodenrollercoaster.TheBoardwalkisalsonowthenearestrecreationalandentertainmentparkin
the Harris County area. The South End Historic District of the Kemah Boardwalk features many local, family owned
businesses.Thebusinessesrangefrombedandbreakfaststoshopping.TheClipperHouseInnhasseveralcottagestochoose
from.
Source:Individualvenue/mallwebsites
4.0MarketAnalysis
82
4.6CulturalAttractionsandMuseums
TheHarrisCountymetropolitanareaishometonumerousculturalattractionsandpremiermuseums,whichcomplicatesthe
taskofredevelopingtheAstrodome,asmostanytypeofattractionsgearedtowardoneormoreconceptthathastraditionally
been the purview of a museum of cultural venue already exists in the marketplace. The following pages summarize many of
theattractions.
SpaceCenterHouston
Since 1992, this $75 million, 180,000 square foot, 'edutainment'
complex has entertained and informed over 11 million guests.
Space Center Houston is located approximately 25 miles south of
downtown Houston in the NASA/Clear Lake area and features a
multitudeofpermanentexhibits,attractions,theatresandexhibits.
In addition, the venue presents an amazing array of traveling
exhibits and astounding events created exclusively by SCH's own
creative exhibit team. In 2011, the Space Center added Summer
Sports Slam, a sports experience where visitors can step into the world of professional sports and hit a grand slam, score a
winningtouchdownorevenmakethewinninggoalwithuniquechallengessuchasBazookaOutfielding,HumanFoosballand
JumpShotBasketball.
4.0MarketAnalysis
83
HoustonMuseumofNaturalScience
Hundreds of thousands of people visit the Houston Museum of Natural Science (HMNS) each
year. The primary venue is located near Rice University. The HMNS also has a satellite
museuminSugarLandandalsooperatestheGeorgeObservatoryinNeedville,Texas,about40
milessouthwestofdowntown.TheMuseumhasanumberofpermanentexhibitsandseveral
that are temporary in nature, such as Ancient Ukraine and Texas!. There is also an IMAX
theaterandaPlanetarium,whichserveastwooftheprimaryattractionsattheHMNS.
HolocaustMuseumHouston
Charged with educating students and the public about the dangers of prejudice and hatred in
society, the Holocaust Museum Houston is dedicated to remembering the 6 million Jews and
other innocent victims of the Holocaust and honoring the legacy of the survivors. Using the
lessonsoftheHolocaustandothergenocides,theyteachthedangersofhatred,prejudiceand
apathy.ThepermanentexhibitattheMuseumisBearingWitness:ACommunityRemembers,
which focuses on the stories of Holocaust survivors living in the Harris County metropolitan
area.AtourbeginswithalookatlifebeforetheHolocaust.Visitorsthenseethebeginningsof
Nazism and Adolf Hitlers rise to power. The displays progress through the disruption of
normal life, to segregation, to imprisonment in concentration camps and, finally, to
extermination. The roles of collaborators, by-standers, rescuers, and liberators are portrayed
through artifacts, film reels, photographs, and text panels. The main exhibit ends with the moving short films, Voices and
VoicesII,whichalternatedailyinthe100-seattheater.Thesefilmsarecompilationsofverbaltestimonyfromareasurvivors.
The Museum's newest addition to the Permanent Exhibit is a 1942 World War II railcar of the type used to carry millions of
Jews to their deaths. The railcar was formally dedicated and opened to the public during 10th Anniversary ceremonies on
Sunday, March 5, 2006. The Museum also includes two changing galleries for art and photography exhibits, the Lack Family
MemorialRoom-aquietplaceforcontemplation,andtheEricAlexanderGardenofHope.
4.0MarketAnalysis
84
MuseumofFineArts
Foundedin1900,TheMuseumofFineArts,Houston's(MFAH)collectionnumbersmore
than56,000worksandembracestheartofantiquitytothepresent.Locatedintheheart
of Houstons Museum District, the MFAH is a dynamic cultural complex comprising two
gallery buildings, a sculpture garden, visitors center, library, movie theater, gift shop,
caf,twoartschools,andtwohousemuseums.
ChildrensMuseumofHouston
Americas No. 1 Best Childrens Museum by Parents magazine, winner ofNickelodeon
Parents Picks Best Museum in Houston 2009 & 2010, Click2Houstons Best Museum
2010, the Childrens Museum of Houston is a Citysearch.coms nationwide 5-star childrens
museum. Housed in a whimsical building designed by internationally acclaimed architect
Robert Venturi, the Childrens Museum of Houston offers a multitude of exhibits bursting
with action-packed fun that engage kids in the ultimate learning experience. The Museum
was founded in 1980 by a group of Houston parents who hoped to elevate early childhood
development to a community-wide priority. Since then, the Museum has grown to serve
more than 850,000 people annually, focusing on bilingual (Spanish/English) learning
programs for kids ages birth to 12 years and workshops in literacy, science, math, health, engineering, civic engagement,
culture and social studies. The Museum operates as a 501(c)(3) under the direction of a Board of Directors.
In2005,theMuseumlauncheditsTakeAnotherGiantStepCapitalCampaigntofundthedoublingoftheMuseumsexhibition
space,theexpansionoftheMuseumsoutreachprogramsandtheformallaunchoftheMuseumsInstituteforFamilyLearning.
On March 14, 2009, the Museum opened its doors to anew building addition featuringmore than 39,000 square feet of new
exhibition space, including seven new, permanent exhibits: Cyberchase The Chase Is On!, based on the award-winning PBS
KIDSGO!animatedseries;InventionConvention;PowerPlay,FlowWorks,Kidtropolis,U.S.A.andanewTotSpot.

4.0MarketAnalysis
85
DowntownAquarium
Located in downtown Houston, near City Hall, the 500,000-gallon under-water adventure
complexincludesaFerriswheel,anaquaticcarousel,SharkVoyage,awhitetigerexhibitand
a restaurant.Harris County'sfirstpublicaquarium,theDowntownAquariumwasdesigned
to entertain the masses. The world-class complex, perched on the redeveloped 400 block of
Bagby, boasts 500,000 gallons of visible underwater tanks with more than 200 species of
marinelife-andthat'sjustskimmingthesurface.
MenilCollection
TheMenilCollectionopenedtothepublicinJune1987astheprimaryrepositoryofJohnand
DominiquedeMenilsprivatecollection.Oneofthemostsignificantofthetwentiethcentury,
thecollectionconsistsofnearly15,000worksdatingfromthePaleolithiceratothepresent
day. Although historically vast, it uniquely resists the conventional museum model of the
encyclopedia. Instead, within the four areas that largely define the collectionAntiquity,
Byzantine and Medieval, Tribal, and Twentieth-Century Art (with a concentration in
Surrealism)one finds a selective approach to acquisition that yields depth with regard to
particularareasandartists.

4.0MarketAnalysis
86
HoustonSymphony
Founded in 1913, the Houston Symphony is one of America's oldest performing arts
organizations, with a distinguished musical history. Over the years, the orchestra has
grown and matured under the direction of distinguished leaders such as Ernst Hoffmann
(1936-47), Efrem Kurtz (1948-54), Ferenc Fricsay (1954), Leopold Stokowski (1955-61),
SirJohnBarbirolli(1961-67),AndrPrevin(1967-69),LawrenceFoster(1971-78),Sergiu
Comissiona(1979-88)andChristophEschenbach(1988-99).MaestroHansGraf,whotook
thepodiuminSeptember2001,istheHoustonSymphony'sfifteenthmusicdirector.
TheorchestramovedintoJonesHall,itscurrenthome,in1966,andin1971,theSymphony
signed its first 52-week contract with the musicians. Today, the Houston Symphony is widely acclaimed as one of the top
orchestras in the world. Each year the Houston Symphony performs approximately 170 concerts for more than 350,000
Houstonians. The season includes the Fidelity Investments Classical Series; the 6-concert classical Shell Favorite Masters
series, Great Performers and TOTAL Gold Classics series; the Cynthia Woods Mitchell Pops atJonesHall series; Weatherford
Family Concerts; the Chevron Fiesta Sinfnica Familiar and the Houston Chronicle Dollar Concert; a summer series at The
CynthiaWoodsMitchellPavilionandKPRCLocal2SummerSymphonyNightsatMillerOutdoorTheatrewheretheorchestra
hasperformedformorethan60years.TheseasonalsoincludessixSoundPlusVisionconcertsunderwrittenbytheAlbertand
MargaretAlkekFoundation,andtheJPMorganChaseSummerintheCityseries.

4.0MarketAnalysis
87
TheHealthMuseum
The John P. McGovern Museum of Health & Medical Science, also known as The Health
Museum, is Harris County's most interactive science learning center and a member
institutionoftheworld-renownedTexasMedicalCenter.Locatedintheheartofthecity's
Museum District, The Health Museum encourages growing interest and regard for
healthier lifestyles, fitness and good physical, mental and spiritual health. The Health
Museum currently serves more than 200,000 visitors annually, including more than
40,000 schoolchildren in organized field trips. Since the grand opening more than ten
years ago, the facility has seen more than 1.5 million visitors. The Health Museum is the
mostvisitedhealthmuseumofitskindinthecountryandoneofthetoppublicattractions
in the Harris County area. The Health Museum is committed to excellence in innovative and interactive health and science
educationalexperiencessuchas:
Ahands-onwalkthroughthehumanbody
Newandexcitingexhibits
Realorgandissections
Obesitypreventionandnutritionalawareness
Sciencemini-classesandmini-medschools
Healthfairsandcommunityoutreach
Familysciencelabs
Schoolfieldtripexperiences
Homeschoolclassesandprograms
Scoutprograms
Summercamps
4.0MarketAnalysis
88
Inadditiontothepermanentexhibits,theAmazingBodyPavilionandYou:TheExhibit,otherattractionsincludetheMcGovern
4DTheater,theSueTrammellWhitfieldGallery,seasonalexhibits,andlearningcenters.
AmericanCowboyMuseum
Dedicated to the preservation and understanding of western multicultural heritage, the
American Cowboy Museum, a 501(c)(3) organization, offers a unique setting, introducing
groups to the contributions of Blacks, Hispanics, Native Americans, and women to the
development and culture of the west. This learning experience expands the horizons and
enhances the academic studies of all children, especially inner-city youths who often never
leavetheirimmediateneighborhoods.LessthanfivemilesfromtheReliantParkComplex,in
sight of the Houston skyline, museum visitors may be greeted by "Peter" and "Paulette" the
peacocks, plus "Nibbles" and "Nefertiti" the goats. They all live on the historic Taylor-
StevensonRanch-workingranchwithsevengenerationsoffamilyprideandwesternheritage.
The1940AirTerminalMuseum
The1940AirTerminalMuseumistheonlyeducationalinstitutioninHarrisCountydedicated
to promoting the city's significant civil aviation history. The Houston Municipal Airport
Terminal is a beautiful and rare example of classic art deco airport architecture from the
golden age of flight. The Terminal served Harris County during the years when air travelers
dressedintheirfinestandembarkedforexoticdestinationsaboardroaringprop-linerslikethe
DouglasDC-3andtheLockheedConstellation.DesignedbynotedarchitectJosephFinger(who
also designed Houston's City Hall), the Terminal was built to meet Harris County's growing
roleasamajorcenterforaircommerceinthe1930s.TheTerminalwascompletedin1940and
servedastheprimarycommercialairterminalforHarrisCountyuntil1954.Whilemostmajorcitieshaverazedthebeautiful
artdecoairportterminalsofthe1930sand1940stomakewayformodernbuildings,jettrafficortheclosingofairports,the
HoustonMunicipalAirportTerminalstandsonWilliamP.HobbyAirportasaquietmonumenttotherichandvariedhistoryof
aviationintheregion.

4.0MarketAnalysis
89
BuffaloSoldiersNationalMuseum
TheBuffaloSoldiersNationalMuseumistheonlymuseumintheU.S.dedicatedprimarilyto
preserving the legacy and honor of the African-American soldier. It houses the largest
repository of African-American military history in the world. The 10th Cavalry, an all
African-AmericanArmyunit,wasnicknamedBuffaloSoldiersbyCheyennewarriorsin1867
outofrespectfortheirfiercefightingability.Overtime,thetermBuffaloSoldierwasapplied
to all African-American soldiers. The mission of the museum is to interpret, articulate,
collect, display and preserve historic artifacts, documents, videos, prints and other historic
memorabilia which detail the history of the brave men and women who overcame extreme
adversitywhilegallantlyfightingthegreatAmericanwars.
HoustonZoo
Set in a 55-acre lush tropical landscape, the Houston Zoo is home to more than 4,500 exotic
animals representing more than 900 species. The Houston Zoo was named one of the top 10
zoos in the U.S. by Parents magazine in 2009. The Zoo is located in close proximity to a
number of other cultural attractions, including the Houston Museum of Natural Science. In
2011, the Zoo opened its largest new habitat ever the African Forest, which recreates the
wildernesshabitatsofsomeofthecontinentsmostmajesticanimals.TheForestencompasses
6.5acresandcostmorethan$35milliontodevelop.

4.0MarketAnalysis
90
4.7ConventionCentersandMeetingSpace
The George R. Brown Convention Center was opened on the east side of downtown
Houston on September 26, 1987. The center was named for the late Houston
entrepreneur, civic leader and philanthropist George R. Brown. Browns Texas Eastern
Corp.donatedsixofthe11blocksrequiredtobuildHoustonssparklingnewPompeduei
inspiredconventioncenter.
The facility is owned by the City of Houston and managed by the Houston First
Corporation.ThebondsissuedtofinancetheCenterwererepaidbyhoteloccupancytax
revenues,withnolocaltaxesbeingusedtopaybackthedebt.Thefirstconventionheld
in the George R. Brown Convention Center was the American Society of Travel Agents
beginningonOctober11,1987.
On July 28, 2001, ground was
brokenonaprojecttoexpandthe
convention center and build an adjacent 1,200-room convention
headquarters hotel. At a cost of $165 million and requiring 27 months
of construction, the Brown grew from 1,150,000 square feet to
1,800,000 square feet of built space. Three exhibit halls were added to
increase exhibition space from 451,500 square feet to 853,500 square
feet. Fifty-seven meeting rooms were added bringing the total number
of meeting rooms to 100. Expansion was completed on December 3,
2003. A comparison of the top 16 convention markets in the United
States was conducted by CSL to determine where Houston ranks with
respect to convention space, exhibit space, meeting space and hotel
inventory.Outofthemarketssurveyed,Houstonrankednearthemid-
point in terms of sellable space, and in the lower half with respect to
hotelinventory.
Facility City, State

Anaheim Convention Center Anaheim, CA
Boston Convention & Exhibition Center Boston, MA
Colorado Convention Center Denver, CO
Dallas Convention Center Dallas, TX
George R. Brown Convention Center Houston, TX
Georgia World Congress Center Atlanta, GA
Henry B. Gonzalez Convention Center San Antonio, TX
Las Vegas Convention Center Las Vegas, NV
McCormick Place Chicago, IL
Moscone Center San Francisco, CA
New Orleans Morial Convention Center New Orleans, LA
Orange County Convention Center Orlando, FL
Phoenix Convention Center Phoenix, AZ
San Diego Convention Center San Diego, CA
Washington Convention Center Washington, DC
4.0MarketAnalysis
91
As this data clearly demonstrates, the Harris County market needs additional convention and meeting space, particularly
adjacenttoorwithinwalkingdistanceofhotelrooms.TheproposedReliantParkMasterPlanandtheredevelopmentofthe
Astrodomecouldaddresstheseneedstosomeextent.Asdiscussedelsewhere,thefactthatReliantParkismorethan10miles
from the George R. Brown Convention Center makes having large events that would utilize both venues virtually impossible.
However,theMasterPlanwouldsignificantlyincreasethetypesandnumberofeventsthatwouldbeabletobringconvention
andtradeshowstoReliantPark,particularlywithahotelincludedintheredevelopment.
These data are useful to consider when evaluating potential demand for additional space. In addition, data as to historical
occupancy levels for existing Reliant Park and Brown Convention Center space, national demand trends, competitive facility
development, event hotel needs and the opinions of target market event planners will be considered in evaluating potential
developmentoffutureReliantCenterconventionandtradeshowspace.

Exhibit Meeting Ballroom Total2Sellable Hotel2Rooms Headquarter
Space Space Space Space w/in21/22Mile Hotel2Rooms
Houston2Rank* 6 13 13 6 12 10
*"out"of"16"markets"surveyed
4.0MarketAnalysis
92
4.8Hotels
Theavailabilityofhotelroomstoservetherequirementsofeventattendeesisacriticalfactorinthesuccessofaconvention
and trade show center. Based on conversations with Convention and Visitors Bureau representatives in each market and
otherindustryresearch,wehavemeasuredtheinventoryofhotelroomswithinone-halfmileoftherespectiveeventfacilities
incompetitiveandcomparablemarkets.Thisisanimportantanalysisbecauseeventplannerstypicallyprefertoachievetheir
roomblockinhotelpropertieslocatedwithinarelativelyshortdistancefromtheeventfacility.
Currently there are approximately 803 hotel properties with room inventory totaling 74,199 in the Greater Harris
CountyareaaccordingtoSmithTravelResearch.
TotallengthofstayforovernightvisitorstoHarrisCountyaveraged3.4nightsin2010.
Averagelengthofstayforhotel/motelvisitorstoHarrisCountywas1.2nights.
Overnight leisure visitors shortened their time in Harris County, with an average stay that dropped by almost half a
nightin2010(3.3vs.3.7in2009);nowplacingneartheUSaverage(3.4).
Theproportionofleisureovernightvisitorsremainshigh(60%ofvisitorsspentthenightforleisurein2010versus61
%in2009muchhigherthanthe51%in2008)andverybeneficialforHarrisCounty.
HarrisCountyenjoysanaboveaverageproportionofbusinessvisitors(18%),whogenerallyspendmoreoneachtrip
(versus13%ofbusinesstravelersforUSdestinations).
In2010,averagetravelpartysizetotaled2.6persons.
Annualmarket-wideoccupancyin2010was55.8%,whichfellfrom56.1%in2009.
AverageDailyRate(ADR)was$92.09in2010,downfrom$96.09in2009.
National hotel occupancy increased to 57.6% in 2010, reflecting national hospitality trends and overall economic
conditions.

4.0MarketAnalysis
93
The number of events currently held at Reliant Park combined with the operating restrictions that exist due to the leases of
theHLSRandtheTexanswouldnotseemtosupportthedevelopmentofaconventionhotelatReliantParktoday.However,
the implementation of the Master Plan and the addition of a multi-use facility on the current Astrodome site may create
enoughdemandforroomsandrelatedamenitiestoconvinceaprivatedevelopertoconstructahotelinthefuture.
!$#!!!!
!$20!!
!$40!!
!$60!!
!$80!!
!$100!!
!$120!!
0!
10!
20!
30!
40!
50!
60!
70!
80!
90!
100!
2000! 2001! 2002! 2003! 2004! 2005! 2006! 2007! 2008! 2009! 2010!
$
/
d
a
y
&
A
v
e
r
a
g
e
&
O
c
c
u
p
a
n
c
y
&
R
a
t
e
&
(
%
)
&
Greater&Houston&Occupancy&Rate&&&ADR&(2000>2010)&
Occupancy!Rate! ADR!
4.0MarketAnalysis
94
4.9ConstituentInterviews
As a primary component of the research conducted throughout the redevelopment analysis, the team conducted extensive
interviews with Astrodome/Reliant Park constituents, stakeholders and other interested parties. These interviews are
summarizedbelow.Partiesinterviewedincludedbutwerenotlimitedtothefollowing:
EdEmmettHarrisCountyJudge
ElFrancoLeeHarrisCountyCommissioner
SteveRadackHarrisCountyCommissioner
JackMormanHarrisCountyCommissioner
R.JackCagleHarrisCountyCommissioner
DaveWaldenChiefofStaffforJackMormanHarrisCountyCommissionerPrecinctNo.2
JoanyeHendersonChiefofStaffforR.JackCagleHarrisCountyCommissionerPrecinctNo.4
MarkMillerGeneralManager,SMG-ReliantPark
DavidTurkelDirector,HarrisCountyCommunityServicesDepartment
NancyPowellEconomicDevelopmentDirector,HarrisCounty
AndyIckenChiefDevelopmentOfficer,CityofHouston
JanisSchmeesExecutiveDirector,HarrisCounty-HoustonSportsAuthority
SusanYoungDirector,SouthMainAlliance
Dr.RichardWainerdiPresident/CEO/COO,TexasMedicalCenter
SkipWagnerPresident,HoustonLivestockShowandRodeo
JameyRootesPresident,HoustonTexans
Dr.MarySpanglerChancellor,HoustonCommunityCollegeSystem
4.0MarketAnalysis
95
EmilPenaExecutiveDirectorEnergy&EnvironmentalSystemsInstitute,RiceUniversity
JohnMarshOperationsDirector,RiceUniversity
KareemAyoubStudent,RiceUniversity(EmpowerProgram)
Dr.JohnRudleyPresident,TexasSouthernUniversity
Dr.BillFloresPresident,UniversityofHoustonDowntown
Belowisasampleofcommentsfromthesediscussions:
Thereisarealizationthattheon-goingmaintenanceandothercarryingcostsrelativetothefinancialandeventbenefits
associated with the Astrodome may ultimately point to support for a demolition scenario. However, it is imperative
thateverypossibleoptionbeconsideredbeforereachingthatconclusion.
One possibility for redevelopment initiative involves renovating the Astrodome to a festival pavilion to host the citys
annualfestivals.Whilethismaynotcreatepositivenetcashflow,itwouldcomplementtheotherReliantParktenants
andallowforschedulingtomeetthosetenantsneeds.Furthermore,itwouldcreateacentrallocationforfestivalsand
easetheburdenonthedowntownareathatoccurswhenthoseeventsaretakingplace.
The proposed multi-faceted STEM Center that has been promoted previously in conjunction with several of the local
universities University of Houston, Rice, Texas Southern, and St. Thomas is supported by a large number of
stakeholders. The STEM concept would include research and show space for all of the schools, along with residential
dorm-typefacilitiestoaccommodatestudentsandresearchers.Aswithmostotherproposals,workingaroundthesix-
weeklongRodeoschedulewillhavetotakeplace.However,therearecertainlyopportunitiesforaSTEMconcepttobe
tailoredtouniqueReliantParkeventpatterns.
BecausetheinitialcostofrenovatingtheAstrodometoaconditioncapableofredevelopmentissignificant,demolition
oftheAstrodomeisviewedasapotentialsolutionforconsideration.
The Commissioners do not appear to have any preconceived notions of concepts that would or would not be looked
uponfavorably,solongastheymakeeconomicsense.
4.0MarketAnalysis
96
Houston City Council has approved a Tax Increment Reinvestment Zone (TIRZ) that includes the 350 acres of Reliant
Park;however,furtherstepshavenotbeentakentowardsimplementation.
TherearestrongfeelingsthatalargerscaleprojectthatincludedlandadjacenttoReliantParkandtheoldAstroworld
sitewasneededtomakeanyredevelopmentfinanciallyviable,giventheissuesrelatedtotheAstrodome.
A6or7-levelparkinggaragewithintheAstrodomecouldfreeupsomeofthelandusedforsurfacelotstocreategreen
space and allow developers much more financially viable options to create projects in the future. This would also
alleviatesomeoftheoperatingissuesrelatedtotheRodeosuseofReliantParkandtheimpactthoseoperationshave
onaccesstotheAstrodomeduringthemonththeRodeotakesplace.
TheTexasMedicalCentersubmittedaproposalforexpansionthatutilizedtheAstrodomein2004.Sincethattime,the
largestagencyofthenearly50thatcomprisetheMedicalCenter,MDAnderson,hasconstructedanewfacilityandthus
wouldlikelynotneedanyadditionalspace.
ThelargestissuetheGeorgeR.BrownConventionCenterhascurrentlyinattractingeventstoHarrisCountyisalackof
full service hotels within walking distance of the Center. This is also an issue with the Reliant Park site, though the
proposedMasterPlandoesincludeahotel.
IthasbeenreportedthatDisneyhasacquiredsignificantacreageineasternMontgomeryCountyforapotentialEPCOT
typeproject.AssumingDisneyhaspurchasedthisland,theirfinancingandfinalplansareunknown.
There are significant operational issues associated with the HLSR and the Texans with any redevelopment of the
Astrodome. One proposed solution is to construct a tunnel (similar to tunnel capabilities in San Antonio) to provide
access between major Reliant Park facilities during these events. It is estimated that the cost of the tunnel would be
approximately$20million,addingtothesitecostsrelatedtoanyredevelopment.
It is believed that when the proposed renovations of Reliant Arena and the other proposed site renovations are
completed,thecompletedfacilitieswouldpositionReliantParktofullycompeteforeventsinthevariedtargetmarket
segments.
TheentireareaaroundReliantPark,includingadjacentlandandtheoldAstroworldsite,shouldbecontemplatedwhen
evaluatingtheredevelopment.
4.0MarketAnalysis
97
TheLightRaillinerunsalongtheeasternedgeofReliantParkandprovidesadirectlinktotheMedicalCenteraswellas
downtown.Thisaccessallowsfortheinclusionofadjacentlandinalarge-scalepotentialdevelopment.
Given the costs associated with bringing the Astrodome to a point where something could be built within its interior
andtherestrictionsassociatedwithanyusegiventheoperatingrightsoftheRodeoandtheTexans,it isfeltbymany,
thatamuchlargerscopemustbeutilizedtoensurethesuccessfuladoptionofanyredevelopmentplan.
TheSTEMconceptwouldbeanimportantadditiontotheHarrisCountyareaandthenationaleducationsystemifdone
properly.CreatingaSTEMcenterashasbeencontemplatedwouldprovideforanenvironmentthatexcitespersonsof
allagestogetinvolvedandlearnabouttheSTEMsubjectsandalsoallowsmultipleuniversitiesandareacorporations
tosharethecostsandcreativeburdenofdevelopingandoperatingafacilityofthistypeandmagnitude.
The costs associated with the STEM center development and operation will require the financial involvement of
corporations in the Harris County area and will also require the creation of significant infrastructure to maintain the
facilityonanon-goingbasis.
All of the Universities and colleges that the team met with expressed strong interest in being involved in the STEM
center and expressed the need for additional classroom and laboratory space. In addition, the schools all felt that
having some edutainment/entertainment component was imperative to generate interest from children and adults
outsideoftheschoolsrespectivestudentbodies.
RiceUniversitysEmpowerprogramcanserveasapossiblemodelforthestructuringofthebasicSTEMprogramming
and perhaps provide the needed infrastructure to manage this component of the venue. The program is a service
ventureinwhichRicestudents,physicians,andscientistsprovideinformationandhands-onexperiencetostudentsin
elementary, middle and high schools, promoting and realistically portraying medical and scientific careers. Empower
alsofocuseseffortsonthegeneralpopulationtoincreasescientificliteracy.
4.0MarketAnalysis
98
4.10SummaryMarketAnalysis
Harris Countys demographics provide a very strong basis for additional Reliant Park development. The city is the fourth
largest in the United States and continues to grow. It is within300 miles of two of the other ten largest cities in the United
States San Antonio (7th) and Dallas (9th) and serves as an international hub for United Airlines, providing access for
millionsofadditionalpotentialvisitors.
TheStateofTexasasawhole,andtheHarrisCountymarketspecifically,haveweatheredtheeconomicdownturnbetterthan
most other parts of the United States. While the area has suffered, it has stabilized and is poised to rebound with strong
potentialgrowthinboththeshortandlong-term.
As seen through the analysis summarized above, the level of sports franchises, live entertainment venues and cultural
attractions within the Harris County metropolitan area offers its residents and visitors with a very significant base of
entertainment.Thatbeingsaid,withtheclosingofAstroworld,thearealacksamajorthemeparkandthisisoftenlookedat
asdetractingfromHarrisCountyasadestinationmarket.
ThereclearlyispotentialfortheadditionoffullservicehotelroomsincloseproximitytoReliantPark.FormanyReliantPark
events, there is a deficiency of area hotel rooms, and those that do exist are generally limited service properties that do not
fullymeettheneedsofconventionsandothersimilarevents.Providedhotelroomsareadded,thepotentialexiststosupport
additionalconventionandmeetingspace.However,itmustbereiteratedthattheconventionandmeetingspaceincludedin
theproposedReliantArenareplacementmerelyreplacestheexistingspacethatwouldbelostwiththedemolitionofReliant
Arenanonetadditionalspaceisbeingaddedunderthecurrentplans.
Furthermore,althoughthereareasignificantnumberofliveentertainmentvenuesintheHarrisCountymarket,theretrulyis
aneedforamid-sizeindoorvenuewithaseatingcapacityofbetween8,000to10,000permanentseats.TheexistingReliant
Arenahas5,800fixedseatsandlackstheamenitiesthatareattractivetomosttouringshows.Thecapacityalsopreventsthe
Arenafromhostingmanytypesofshows,includingfamilyshowslikeDisneyonIceandthecircus,whichpresentlyareheldat
Reliant Stadium. The Stadium is not an efficient venue for these types of shows because of the costs associated with
reconfiguring the seating areas (which are approximately $100,000 per event) and the lack of intimacy even after the
reconfiguring. By constructing a new venue, significantly more shows could be brought to Reliant Park, more dates at the
4.0MarketAnalysis
99
Stadium could be opened for larger events, and the shows that are moved from the Stadium to an arena would generate
betterfinancialperformance.
GiventheproximityoftheHoustonMuseumofNaturalScience(HMNS)toReliantPark,theadditionofasecondplanetarium
Harris County/Houston would also seem to be problematic. Furthermore, the existing planetarium has a number of
complimentaryvenuesandexhibitsattheHMNS,puttingitinastrongpositiontocompeteforvisitorswithasecondsimilar
venue.

100
5.0 ReliantParkMasterPlanAnalysis
101
102
ThepurposeofthissectionistoanalyzethemarketpotentialfortwoofthecomponentsoftheReliantParkMasterPlan:the
ReplacementArenaandtheon-siteHotel.Further,theanalysisfortheReplacementArenaisseparatedintomarketsegments
forthePerformanceArenaandtheExhibitionandMeetingSpace.Throughoutthissection,weoutlinekeyfindingsassociated
withtheanalysisofhistoricalReliantParkoperations,competitiveandcomparablemarketsandfacilities,andpotentialfuture
event demand specific to Reliant Park. Operational characteristics of the George R. Brown Convention Center (GRBCC) are
alsoconsidered.Thisresearchisusedtopresentfindingsastothemarketdemandimplicationsassociatedwiththeproposed
improvements.
5.1ReliantParkMasterPlanOverview
The Harris County Sports and Convention Corporation has spent a great deal of time and resources over the past decade on
variousdiscussionsandformalstudiesinanefforttodevelopaMasterPlanfortheReliantParkComplex.In2007,theHCSCC
commissionedastudytoassessthethencurrentandfutureneedsoftheon-propertytenants,clientsandpotentialclientsof
Reliant Park. The HCSCC, in particular, wanted to address concerns regarding the aging Reliant Arena, address the need for
additional exhibit and meeting space for the Offshore Technology Conference, incorporate in the Master Plan the program
elementsidentifiedbytheHLS&Rasbeingessentialtothecontinuedgrowthoftheirevent,addressparkingandtrafficissues
relatedtothesiteandtodevelopacomprehensiveplanforfuturedevelopmentatthecomplex.
In 2010, the needs of the complex were once again assessed in conjunction with discussions focusing on the possibility of
creating a Science, Technology, Engineering and Mathematics (STEM) Institute in the Astrodome. This effort stressed that
anyplanningeffortsregardingthefutureuseoftheAstrodomesitemustbecoordinatedwiththe2007MasterPlanStudyto
ensure the functionality of a modified complex. In developing the revised plan, HCSCC worked closely with the tenants to
ensure that the final outcome would be acceptable to all stakeholders. The results of the HCSCCs efforts were presented in
June of 2010 to the public in the Reliant Park Master Plan. The Reliant Park Master Plan proposes construction of the
followingcomponents:
TheReplacementArenaProjectincludesthefollowingcomponents:thePerformanceArena,250,000squarefeetofexhibition
space, a 45,000 square foot ballroom, additional meeting space, Festival Plaza, Parking Garage and the Intermodal
TransportationCenter.Belowisadescriptionofthemajorprogramelements.
103
ThePerformanceArenawouldfeatureaU-shapedseatingbowlandhaveacapacityof8,000-10,000seats.Thismulti-
purpose venue would be designed to allow multiple seating and presentation configurations. Other features of the
PerformanceArenawouldinclude:
o Multipleseatingandeventconfigurations.Seatingcapacitiesforeventswouldrangefromconcertconfiguration
withamaximumcapacityof12,000seatswithtemporaryseatingonthefloortoatheaterconfigurationwitha
seatingcapacityof1,500to2,500seats.
o The arena floor would have a maximum size of 300 x 125 for equestrian events which through the use of a
portable seating platform can be reduced to 200 x 85 for ice hockey and standard arena productions. A
permanenticefloorwillbeincorporatedintothearenafloorslab.
o Premiumseatingoptionswouldbeincluded.Thecurrentprogramhas10to12suiteswith14to16seatseach,
logeboxeswith6to8seatseachandaclublevel.Theseassumptionswillbeverifiedwithfutureprogramming
andmarketanalysis.
o Theceilingheightoverthemainarenafloorwouldbea minimum of 65. A rigginggrid withincreasedrigging
capacity,catwalkaccessandfallprotectionsystemwouldalsobedesignedintotheroofstructure.
To replace the exhibition space that would be lost with the demolition of the current arena, approximately 250,000
square feet of column free exhibit space divisible into three halls would be located between Reliant Center and the
Performance Arena. It is important to note that if an Astrodome option is selected that does not provide additional
exhibitspace,considerationshouldbegiventoanadditional85,000squarefeetofexhibitionspaceataminimum.The
proposed 250,000 square feet does not add any new exhibition space to the complex, it merely replaces the space
currentlyavailableinthearena.
Toenhanceopportunitiesforoutdoorevents,FestivalPlazawouldbecreatedintheareabetweentheAstrodomesite,
theReplacementArenaandtheParkingGarage.This320footwide,curb-lessplazawillfunctionasanindoor/outdoor
venue for festivals and entertainment events, an area for outdoor exhibit space, and support space for major sporting
events.Inaddition,thisareawillserveasthemainGrandStandandstart/finishlinefortheShellandPennzoilGrand
Prix of Houston, scheduled to return to Reliant Park in 2013. Festival Plaza would be lined with lush green planters
providingapark-likesettingwhilealsoprovidingpermanentseatingandshade.
104
A parking garage with 2,500 to 3,000 parking spaces would be located south of the Performance Arena. The ground
floor of the garage would be approximately two stories high. This design would allow flexible programming of the
space,allowingittoserveasmorethanjustaparkingarea;itwouldalsobeusedforcoveredoutdoorexhibitspaceand
support for arena events. For example, this area could also be transformed into horse stables during rodeo season or
animalholdingpenspacefortheRinglingBros.andBarnum&BaileyCircus.
AnIntermodalTransportationCenterwouldbelocatedatthesouthendoftheParkingGarage.Inadditiontoservingas
abusdepot,theIntermodalTransportationCenterwouldserveasanarrival/departurepointfortaxis,limousines,and
METRORailriders.
Various other improvements are also proposed in the Master Plan and include (i) pedestrian bridges connecting the
Astrodome to both Reliant Stadium and Reliant Center, if the Astrodome remains, (ii) demolition of the current arena
andPlantII,(iii)loweringtheWestridgedrivelaneattheKirbyentranceandtheconstructionofapedestrian/vehicle
bridge to improve traffic flow at the Westridge entry, (iii) reconfiguration of Reliant Parkway and its extension to the
610feeder,and(iv)siteimprovementsandpavingfollowingthedemolitionofthecurrentarena.
Hotel
ToaddresstheneedforanonsiteHotel,theMasterPlanproposestheconstructionofahoteltowerabovethenewexhibition
space.AnundergroundparkinggaragewithadedicatedentranceoffFanninwillsupportthehotel,thereforedaytodayhotel
operations will not negatively affect street level activities during events like the annual Houston Livestock Show and Rodeo
and the Houston Texans football games. Development of the Hotel will only take place if a private developer can be found to
fundtheconstructionandoperationoftheHotel.

105
ProjectCosts
A breakdown of the projected costs for the Replacement Arena and Hotel are set forth below. The Construction Cost
represents the hard costs associated with the construction of each of the project elements. Project costs include the
construction costs plus design fees, owners representative fee, furniture, fixtures and equipment, permits, legal fees and
testing.A5%escalationestimateisalsoincluded.

106
AnticipatedResults
Whencombinedwiththeexistingfacilities,theredevelopedcampusisanticipatedtoyieldthefollowingresults:
SatisfythefutureneedsoftheHoustonLivestockShowandRodeo.
Extendthelong-termrelationshipwiththeOffshoreTechnologyConference.
IncreaseparkingrevenuesfromtheHoustonLivestockShowandRodeoduetothecontinuedgrowthintheeventand
theadditionalspacesavailablefromtheparkinggarage.
Attract larger conventions and trade shows: as a result of the addition of the contiguous exhibit space included in the
Replacement Arena. Marketability for conventions and trade shows would be further enhanced if a private developer
canbesecuredfortheonsitehotel.
TheproposedReplacementArenawouldbettersuittheneedsofprofessionalsportsfranchisesgivenitshigherseating
capacityandenhancedamenities,whichshouldresultinincreasedeventactivity.Professionalsportsfranchisescould
bringanadditional35to38eventdaystothecomplexwithanaverageattendancebetween6,000and8,000guests.
Increase marketability and bookings for concert and entertainment events: primarily due to the increased seating
capacityinthearenaandimprovementsintheamenitiesofthearena.
Allow more events to be booked simultaneously: due to the addition of the new high-quality exhibition space.
SchedulingisalwaysanissueatReliantParkespeciallyduringtheNFLseason.Thenewexhibitspacewouldcreatethe
opportunityformoresimultaneousbookingsthroughouttheyearandmorespecificallyduringReliantParksprotected
weeksduringthefall.
Create new business opportunities: historically Reliant Park has not been a destination for food and beverage events.
With the addition of the Ballroom and additional meeting space, Reliant Park should see a significant increase in this
businesssegment.
Increase income from arena events: the enhanced amenities and concession facilities planned for the arena should
greatlyincreasethefoodandbeverageincomeforeventscurrentlyhostedinthearenaaswellastheneweventactivity
thatisanticipated.
107
Createnewincomefrompremiumseatingopportunities:throughtheadditionofsuites,logeboxesandclubseatingin
thearena.TheseamenitiesdonotexistintheReliantArenaandareconsideredessentialelementsinnewfacilities.In
addition to the usage fees associated with the purchase of premium seating, additional revenues are also anticipated
fromfoodandbeveragesalesandpremiumparkingofferings.
Increase income from advertising and sponsorship sales: due to the upgraded facilities and overall increase in event
activity and attendance. While the upgraded arena alone will create new advertising and sponsorship income, the
anticipated increase in event activity and attendance should add value to the existing facilities and add value for
advertisingandsponsorshipincomefortheentirecampus.
Increase income from existing events: by moving Circus and Disney on Ice from the Stadium to the arena, eliminating
thecosttoinstalltheblackoutcurtainandreducingstaffing,cleaningandutilitycosts.

108
5.2PerformanceArena
ReliantArenaOperatingHistory
ReliantArenahasafixedseatingcapacityof5,800andtotalcapacityof8,500,whichfillsanicheintheHarrisCountymarket
formid-sizeindoorarenasastherearenoothervenuesofthissizeinthearea.However,withthevenuebeingopenedin1974
and lacking premium seating and other modern amenities, Reliant Arena is not adequate to host many of the events that it
otherwisewouldbeabletogiventhelackofcomparablesizedvenuesintheHarrisCountyarea.Annually,ReliantArenahosts
variouseventsincludingconcerts,familyshows,tradeshows,exhibitions,andothersuchevents.Thefollowingchartsprovide
summariesoftheeventsandattendancehostedatthefacilityinrecentyears.
TotalNumberofReliantArenaEventsbyEventType
(FYE2006FYE2011)
0"
20"
40"
60"
80"
100"
N
u
m
b
e
r
'
o
f
'
E
v
e
n
t
s
'
35'
59' 59'
41'
79'
45'
109
ReliantArenaAttendancebyEventType
(FYE2006FYE2011)

0"
50,000"
100,000"
150,000"
200,000"
250,000"
300,000"
350,000"
A
t
t
e
n
d
a
n
c
e
(
128,418(
209,397(
235,343(
303,952(
188,533( 189,423(
110
ComparableandCompetitiveFacilities
ThefollowingsectionspresentanoverviewofselectedarenasthatarecomparabletothenewReliantArena.Anassessment
of the physical, operational and financial characteristics of comparable arenas provides a framework from which to
benchmarkthepotentialoperationsofthenewArena.Theanalysisisdividedintotwoparts.First,theprimarycomparable
facilitiesreviewedwereselectedbasedononeormoreofthefollowingcriteria,includingbutnotlimitedto:(a)locationina
majormetropolitanareaincompetitionwithalargersportsarena,(b)seatingcapacityofatleast7,500seats,and(c)opened
inthepast10years.
SearsCentre
Sears Centre is located in Hoffman Estates, Illinois (a suburb of Chicago) and opened in Fall 2006. The building seats 9,700
people for hockey and up to 11,800 for concerts. Sears Centre is owned by Ryan Companies US, Inc. and Sears Holding
Corporation (the publicly traded parent of Kmart and Sears Roebuck) and was developed in partnership with the Village of
HoffmanEstates.CCOEntertainmentmanagesthebuilding.

Location: HoffmanEstates,IL(Chicago)
YearOpened: 2006
Capacity: 9,700(hockey),11,800(concert)
Size: 252,000sq.ft.
Cost: $62million
Funding: 100%private
Ownership: RyanCompanies&SearsHoldings
Management: CCOEntertainment
TotalEvents: 135
TotalAttendance: 630,500
111
SearsCentreishometothreeminorleaguesportstenants,theNLLChicagoShamrox(lacrosse),
MISL Chicago Storm (soccer) and CIFL Chicago Slaughter (football). The buildings hockey
tenant,theChicagoHoundsoftheUHL,foldedoperationsafterthe2007season.Asshown,the
Sears Centre hosted approximately 135 events in a stabilized year, 48 of which were tenant
events.
Thereare43suitesattheSearsCentrethatleaseforanaverageannualtotalof$35,000and24
logeboxesthatleaseforanaverageof$22,500annually.Suiteandlogeboxleasesincludetickets
to concerts, sporting events and family shows. The Sears Centre also has 1,000 club seats that
leaseforanaverageof$1,250peryear.AllpremiumseatingincludesVIPparkingandaccessto
private lounges and restrooms. There are 3,200 parking spaces available for arena patrons,
alongwithadditionaloff-siteparkinglotsavailabletothepublicincaseoftrafficoverflow.
Sears Centre cost $62 million to construct. The Village of Hoffman Estates provided a first
mortgagetotheprivatedevelopersofthearenabyissuing$50millioningeneralobligationbonds,whichareexpectedtobe
paid back through revenues generated by the ongoing operations of Sears Centre. Remaining project funding included a $6
millionlanddonationbySearsand$6millioninequitycontributionsbytheRyan-Searspartnership.
Competitive arenas include the United Center in downtown Chicago which is home to the NBA Bulls and NHL Blackhawks,
AllstateArenainRosemont,andseveralothercollegiatearenas.

112
SovereignBankArena
Opened in 1999, Sovereign Bank Arena is located in Trenton, New Jersey (approximately 30 miles from downtown
Philadelphia)andseats8,100forhockeyand10,500forconcerts.Thefacilityhas17,000squarefeetofspaceforfloorshows
onthearenafloor.ItisownedbyMercerCountyandoperatedbyGlobalSpectrum.
ThearenaishometotheNewJerseyDevilsECHLaffiliate,theTrentonTitans.Thetabletothe
right presents a summary of the historical event activity at Sovereign Bank Arena in a recent
year. The facility hosted 141 events and attracted 352,291 patrons. Event activity included 38
Titans hockey games, seven concerts, 36 family shows, 23 non-tenant sporting events and 37
otherevents,includingtradeshows,graduationsandreligiousevents.
There are 32 suites at the Sovereign Bank Arena and they lease at an average annual price of
$45,000 per year for three or five year terms. A multi-year contract includes tickets to every
event in the arena. Included in the suite prices are 18 tickets, VIP parking and a private
entrance.Suitepackagesincludeconciergeservice,cableTVandaninvitationtoallVIPevents.
Thereare1,100clubseatsintheSovereignBankArena,whichleasefor$900peryearwithtermsrangingfromthreetofive
years. The seats include season tickets to all Trenton Devils home hockey games, the first option to purchase tickets to all
arenaevents,VIPparkingandaccesstotwoClubLoungesandconciergeservices.
Location: Trenton,NJ(Philadelphia)
YearOpened: 1999
Capacity:
8,100(hockey),10,500(concert)
Size: 200,000sq.ft.
Cost: $53million
Funding: 100%public
Ownership: MercerCounty
Management: GlobalSpectrum
TotalEvents: 141
113
The$53millionSovereignBankArenawasfinancedbyMercerCountyviageneralobligationbondsguaranteedbytheCounty.
Therewasnoprivatemoneyusedintheconstructionofthefacility.SovereignBankArenacompeteswithseveralarenasin
the greater Philadelphia marketplace including the Wachovia Center, home to the NBA Philadelphia 76ers and the NHL
PhiladelphiaFlyers,theWachoviaSpectrumandtheLiacourasCenter.

114
GwinnettCenter
The Arena at Gwinnett Center opened in 2003 in Duluth, Georgia as an addition to an existing convention complex. The
366,049squarefootfacility,whichseats12,000forbasketballand13,000forconcerts,has17,000squarefeetofarenafloor
space for conventions and trade shows and 22 meeting rooms located in the convention center. The arena is owned by
GwinnettCountyandoperatedbytheGwinnettCountyConventionandVisitorsBureau.
The table to the right summarizes event activity at the Gwinnett Center in a recent year. The
arena hosted 110 events and drew 620,979 attendees. Events included ECHL Gwinnett
Gladiators games, AFL Georgia Force games, concerts, family shows and other sports and
religiousevents.
The facility has 36 suites that seat 12 to 14 people and lease for $50,000 to $70,000 per year.
Suiteleasetermsrangefromthreetosevenyears.Includedintheticketpriceare12or14suite
tickets to all arena events, two guest passes and three parking passes, plus the option to
purchaseuptofouradditionalsuitetickets.Accommodationsinthesuiteincludearefrigerator,
storage cabinets, wet bar, large screen television (50" to 60") with in-house feed and cable, a
telephonewithanin-houselineandlocalserviceandsignageontheexteriorofsuite.
Location: Duluth,GA(Atlanta)
YearOpened: 2003
Size: 380,000sq.ft.
Cost
:
$91million
Funding: 100%public
Ownership: GwinnettCounty
Management: GwinnettCountyCVB
TotalEvents: 110
115
TheGwinnettCenteralsohas1,390clubseatsthatleasefor$1,500to$1,700peryearwithone-yearterms.Includedinclub
seats are season tickets to all regular season Gwinnett Gladiators games and the first right of refusal for post-season tickets
and additional arena events. Amenities include access to a private club lounge, a private entrance and elevator to club level
andVIPparkingwithpurchaseoffourormoreseats.
The$91millionarenawas100percentpubliclyfundedthrough$65millioninrevenuebondsissuedbyGwinnettCountyand
backed by hotel/motel tax collections, another $25 million in revenue bonds that were issued by the Gwinnett Development
Authority and also backed by hotel/motel taxes, and a $1 million contribution from the Gwinnett Convention & Visitors
Bureau.
GwinnettCenterprimarilycompeteswithPhilipsArena,thehomeoftheNBAHawksindowntownAtlanta.

116
PaulTsongasArena
Paul Tsongas Arena is located in Lowell, Massachusetts (a suburb of Boston) adjacent to the University of Massachusetts-
Lowell (UMass-Lowell) campus. Tsongas Arena is a multi-purpose indoor facility that opened in January 1998 and has a
capacity of 6,500 for hockey and 7,800 for concerts. The arena also maintains a lawn with a capacity of 3,500 people for
outdoor concerts, festivals, and special events. The venue offers 30,000 square feet of exhibit space on the arena floor. The
venueisownedbytheCityofLowellanoperatedbyGlobalSpectrum.
Tsongas Arena is home to two hockey teams including the NHL New Jersey Devils AHL
affiliate, the Lowell Devils, and the NCAA Division I UMass-Lowell River Hawks. Arena
management indicated that the facility hosted approximately 92 event days in the most
recentfiscalyear,asillustratedtotheright.Arenaeventsincluded41AHLgames,17UMass-
Lowell sporting events, 10 concerts, five family shows, and various other sporting events,
tradeshows,conferencesandbanquets.
The arena does not have any private suites, but includes approximately 250 club seats that
leaseforanaverageannualfeeof$299perseat.Seatscanbeleasedonaoneyearorthree
year basis. Club seat prices include season tickets to all regular season home games for
UMass-Lowell River Hawks hockey and the first right to purchase tickets for all other arena
Location: Lowell,MA(Boston)
YearOpened: 1998
Size: 175,000sq.ft.
Cost: $28million
Funding: 86%public,14%private
Ownership: CityofLowell
TotalEvents: 92
117
events. Club seat amenities include center-ice location with optimum sightlines, padded seats with cup holders, one VIP
parkingpassforeverytwoseatspurchasedandaccesstotheTalonClubRoom.
The $28 million facility was funded through a $4 million City of Lowell municipal bond and $4 million from the University
fund.USSenatorPaulTsongas,whothearenaisnamedafter,wasalsoinstrumentalinacquiringstatefundingfortheproject.
The remaining $20 million was funded by state grants, including $3 million for a canal and river walkway around the arena
and$3.5millionforanaccessroadandrotaryconnectingthearenawithanexistingparkinggarage.
TsongasArenaislocated30milesnorthwestofBoston,drawingfromanaudienceof4.5millionresidents.However,afacility
representativeindicatedthatdespiteitsproximitytoBostonanditscompetingfacilities,TsongasArenahasbeensuccessfulin
drawingeventsduetoitseaseofaccessrelativetofacilitiesindowntownBoston,anditsintimatesizewhichprovidesbetter
sightlinesthanthelargerTDBanknorthGardeninBoston.OthercompetingarenasintheBostonareaincludetheDCUCenter
in Worcester, as well as collegiate arenas such as Conte Forum (Boston College), Agganis Arena (Boston University) and
MatthewsArena(NortheasternUniversity).

118
ComcastArenaatEverettEventsCenter
ComcastArenaatEverettEventsCenterwascompletedin2003andhasaseatingcapacityof10,000forconcertsand8,300for
hockey.TheEverettEventsCentercomplex,locatedinEverett,Washington(asuburbofSeattle),alsohasa57,000squarefoot
floor for trade shows and conventions. The facility is owned by the Everett Public Facilities District and operated by Global
Spectrum.NamingrightsweresoldtoComcastin2007for$3.4millionover10years.
With the arenas af2 indoor football team folding operations after the 2007 season, the sole
tenant in Comcast Arena is the Everett Silvertips of the Western Hockey League. The arena
alsohostsconcerts,circusesandotherfamilyshows,iceshows,motorsports,tradeshowsand
graduations.ThetableattherightpresentsabreakdownofeventshostedbyComcastArena
inarecentyear.
Thearenahas20suitesthatrangeinpricefrom$30,000to$40,000peryearandleaseforone,
three, five or seven year terms. Suite prices include 12 tickets to all events, a private VIP
entrance and a VIP club lounge. Additional suite features include a wet bar, a refrigerator, a
televisionwithhigh-speedInternetaccessandanameplateatthesuiteentrance.
Location: Everett,WA(Seattle)
YearOpened: 2003
Capacity: 8,300(hockey),10,000(concerts)
Size: 300,000sq.ft.
Cost
:
$54.5million
Funding: 100%public
Ownership: EverettPublicFacilitiesDistrict
TotalEvents: 148
TotalPaidAttendance:470,417
119
Thefacilityhas761clubseatsthatleaseforanaverageof$775peryearwithone-yearterms.Amenitiesforclubseatsinclude
the first right to purchase tickets for arena events, one parking pass for every two club seats purchased, access to a private
clubloungeandprioritybookingfortheclubloungeonnon-eventdays.
The $71.5 million construction project, $54.5 million of which was attributed to the arena, was funded with state sales tax
rebates and City contributions. The City of Everett contributed $15 million toward facility construction by issuing general
obligation bonds. While the bonds are not backed by a specific source, the City anticipates that it will recoup a significant
portion of its contribution through a five percent admissions tax as well as rent received from retail spaces in the complex.
The remaining $56.5 million was financed through bonds issued by the Everett Public Facilities District (EPFD).
Approximately $33.9 million of the EPFD bond issue is anticipated to be backed by Everett Events Center revenues, and the
remaining $22.6 million is backed by sales tax rebates received from the State as well as City and County hotel/motel tax
revenues.TheEPFDusesstatesalestaxrevenueforthe$2.8millionannualdebtpayment.
TheEverettEventsCentercompetesinthegreaterSeattlemarketplacewithKeyArena,hometotheNBASeattleSupersonics,
andtheTacomaDome,amongotherfacilities.

120
FamilyArena
LocatedinSt.Charles,Missouri(asuburbofSt.Louis),FamilyArenawascompletedin1999andseats11,522forconcertsand
9,643foriceevents.Additionally,thereisa30,000squarefootareaforflatshows.ThearenaisownedandoperatedbytheSt.
CharlesPublicArenaAuthority.
The Missouri River Otters of the United Hockey League folded operations following the 2007 season, leaving the River City
Rage of the United Indoor Football League as the sole tenant of Family Arena. The table below summarizes historical event
activityattheFamilyArenaduringarecentyear.FamilyArenahosted91events,includingtheRage,concerts,familyshows,
motorsports,tradeshowsandgraduations.
FamilyArenahas44suitesthatrangefrom$15,000to$30,000peryearandleasefromoneto
sevenyearterms.LeasefeesincludeVIPparking.Therearealso296clubseatsthatleasefor
twoyearsat$888peryear.
Family Arena was funded through $35 million in taxable leasehold revenue bonds secured by
leasepayments.ThebondswereissuedthroughtheSt.CharlesPublicArenaAuthority,which
isanot-for-profitarmofthegovernment,sovoterapprovalwasnotrequired.Theoriginal57-
acrelanddonationcamefromStationCasinoSt.CharlesinSt.CharlesCountyandwasvaluedat
approximately$6.2million.
Location: St.Charles,MO(St.Louis)
YearOpened: 1999
Capacity: 9,643(hockey),11,522(concerts)
Size: 192,855sq.ft.
Cost
:
$35million
Funding: 82%public,18%private
Ownership: St.CharlesPublicArenaAuthority
Management: St.CharlesPublicArenaAuthority
TotalEvents: 91
121
Originally,theFamilyArenaManagementEnterpriseLLC(FAME),aprivateentity,wasresponsibleforpaying$2.2millionof
the $2.8 million annual debt payment, two years of which they contributed up front, and the County was responsible for the
remaining $600,000. However, FAME turned over operations of the facility to the St. Charles Public Arena Authority a few
yearsafteropening,andFAMEsportionofannualdebtpaymentsisnowpaidbyacombinationofarenarevenuesandCounty
salestaxrevenue.
Family Arena primarily competes with the Scottrade Center, home of the NHL St. Louis Blues, and Chaifetz Arena, a 10,600-
seatvenueonthecampusofSt.LouisUniversitythatwascompletedinApril2008.
E-Center
Located in West Valley City, Utah (a suburb of Salt Lake City), the E-Center opened in 1999 and
gained international exposure as the host venue for the Ice Hockey Championships at the 2002
Olympic Winter Games. The arena seats 8,200 for hockey and up to 12,000 for concerts. With
20,910squarefeetofarenafloorspace,thefacilitycanalsoaccommodatefloorshows.Thecenter
ispubliclyownedbyWestValleyCityandprivatelymanagedbyCentennialManagementGroup.
ThetableattherightsummarizestheeventshostedbytheE-Centerinarecentyear.Thefacility
hosted a total of 83 events, including ECHL hockey games, concerts, family shows, other sporting
events,graduationsandreligiousevents.
Location: W.ValleyCity,UT(SaltLakeCity)
YearOpened: 1999
Size: 300,000sq.ft.
Cost
:
$49.3million
Funding: 100%public
Ownership: WestValleyCity
Management: CentennialManagement
TotalEvents: 83
122
TheE-Centerhas38suitesthatrangeinpricefrom$35,000to$50,000peryearwithleasetermsrangingfromthreetoseven
years. The suites can accommodate 16 to 20 people and include regular season and playoff tickets. Amenities include a
privatesuiteattendant/conciergeservice,BOSEWaveRadio,27cabletelevisionwithremotecontrol,double-sidedsinkand
refrigeratorandlocaltelephoneaccess.
The1,750clubseatsintheE-Centerleasefor$1,200to$1,500annually,withtermsrangingfromtwotofouryears.Thelease
termsincludeticketstoallUtahGrizzliesgamesandthefirstrightofrefusaltopurchaseticketsforotherevents.
Fundingforthe$49.3millionE-CentercamefromWestValleyCity.Theinitialroundoffinancingcameintheformofrevenue
bonds issued by the Building Authority. The E-Center competes in the greater Salt Lake City marketplace with
EnergySolutions Arena, home of the NBA Utah Jazz, as well as several collegiate venues, including Huntsman Center
(UniversityofUtah),DeeEventsCenter(WeberState),MarriottCenter(BYU),andMcKayEventsCenter(UtahValleyState).

123
DesotoCountyCivicCenter
Desoto County Civic Center is located in Southaven, Mississippi, about 15 minutes south of downtown Memphis, Tennessee.
The facility opened in 2000 and holds a maximum capacity of 10,000 people. Desoto County Civic Center also includes a
20,000 square foot convention and meeting space, a 35,000 sq. ft. arena floor, as well as a 400-person theater. The venue is
ownedandoperatedbyDesotoCounty.
Inarecentyear,thearenaatDesotoCountyCivicCenterhostedapproximately200events.Tenantsportingeventsfeatured
32 CHL Mississippi RiverKings games and nine games for the now defunct af2 Memphis Xplorers. The arena also hosted
graduations, high school sporting events and other community events, as well as concerts, family shows, and religious
gatherings. Desoto County Civic Center has two types of luxury suites, seating either 10 or 17 people. The arenas 12 suites
rangefrom$35,000to$45,000peryear,withleasetermsrangingfromthreetosevenyears.Suitepackagesincludeticketsto
allRiverKingshomegames,VIPparkingandtheoptiontopurchaseticketsforallotherpublicarenaevents.
Funding for the Desoto County Civic Center was generated via a special tourist promotion tax of two percent levied on the
gross proceeds of restaurants, hotels and motels in Desoto County. Competitive arenas in the market place include FedEx
Forum(homeoftheNBAMemphisGrizzliesandUniversityofMemphisbasketball)andPyramidArena.

Location: Southaven,MS(Memphis)
YearOpened: 1999
Size: 200,000sq.ft.
Cost
:
$27.5million
Funding: 100%public
Ownership: DesotoCounty
Management: DesotoCountyCVB
TotalEvents: 200
124
CitizensBusinessBankArena
CitizensBusinessBankArenaopenedonOctober24,2008,inOntario,California,whichislocatedapproximately35mileseast
of downtown Los Angeles. The arena was developed as the centerpiece of Piemonte at Ontario Center, a large-scale office,
retail, hotel, entertainment and urban-living complex. The arena is also adjacent to the San Manuel Indian Bingo & Casino.
The 225,000 square foot multi-purpose facility seats 9,736 for hockey and 11,089 for concerts, and features 3,500 on-site
parkingspacesforusebyarenapatrons.ThearenaisownedbytheCityofOntarioandmanagedbyAEG.
ThearenaishometotheNHLLosAngelesKingsECHLaffiliate,theOntarioReign.CitizensBusinessBankArenahosted125
events in a recent fiscal year, including 36 ECHL games, 20 concerts, 25 family shows, 19 other sporting events and 25
miscellaneousotherevents.
Thereare36suitesatCitizensBusinessBankArenathatleaseforanannualaverageof$63,000andincludeticketstoallarena
events,aswellasaccesstotheSkyBoxBar.Suitesaresoldonaminimumfive-yearlease.Thearenaalsohasone14-person
suiteavailablefornightlyrental,withcostsdependentuponeventandticketprice.CitizensBusinessBankArenaalsohas770
clubseats,whichleasefor$1,100peryearandincludeReignseasontickets,firstrightofrefusalforallotherarenaeventsand
accesstotheVIPClub,whichislocatedintheadjacentSanManuelIndianBingo&Casino.
Citizens Business Bank Arena cost $150 million to construct and has been paid for in full by the City of Ontario. The City
generated $62 million from the sale of several public properties to developers and received $12 million from the Citys
Location: Ontario,CA(LosAngeles)
YearOpened: 2008
Size: 225,000sq.ft.
Cost: $150million
Funding: 100%public
Ownership: CityofOntario
Management: AEG
TotalEvents: 125-projected
TotalAttendance: 577,500-projected
125
redevelopmentdepartmenttobuildtheparkinglotandfreewaysignsforthearena.Theremaining$76millioncamefroman
annualbudgetsurplusthattheCityofOntarioallocatedtoafacilitydevelopmentfund.
Citizens Business Bank Arena is the primary multi-purpose arena in the Inland Empire region, which comprises San
Bernardino and Riverside counties. However, there are two major professional arenas within 45 miles. Honda Center is
locatedinAnaheimandishomeoftheNHLAnaheimDucks.StaplesCenterislocatedinLosAngelesandishometotheNBA
Los Angeles Lakers, NBA Los Angeles Clippers, NHL Los Angeles Kings, NBA D-League Los Angeles D-Fenders, WNBA Los
AngelesSparksandAFLLosAngelesAvengers.

126
Keyfindingsregardingtheprimarycomparablevenuesincludedthefollowing:
The eight primary comparable facilities profiled have an average fixed seating capacity for hockey of approximately
8,900people.Averageconcertcapacityisaround10,800.
The average total development cost of the primary comparable facilities was approximately $79.8 million in 2012
dollars.Onaverage,theywerebuiltaround2002andpublicfundsaccountedfor94percentofprojectfunding.
Ownershipofcomparablevenuesisprimarilythroughamunicipalentity,withSearsCentreinthesuburbsofChicago
astheonlyexception.
The majority of comparable facilities are operated by private contract firms, such as Global Spectrum or SMG, which
specialize in management. Desoto County Civic Center and the Gwinnett Center are the only publicly-operated
comparablearenas.
Primary comparable arenas hosted an average of 125 events, ranging from a low of 83 events at E-Center in West
ValleyCity,Utahtoahighof200eventsatDesotoCountyCivicCenterinSouthaven,Mississippi.
Intermsofnon-tenantevents,comparablefacilitieshostedanaverageof85events,withalowof34atTsongasArena
in Lowell, Massachusetts, and a high of 159 at Desoto County Civic Center. Non-tenant events typically included
concerts,familyshows,highschoolsports,graduations,flatfloorshows,andothermiscellaneousevents.
Averagetotalattendanceforthefacilitieswasapproximately411,000,rangingfromalowof236,409atTsongasArena
toaprojectedhighof630,500atSearsCentre.
Sevenofeightprimarycomparablefacilitieshaveprivatesuites.Theaveragenumberofprivatesuiteswas33,ranging
fromalowof12atDesotoCountyCivicCentertoahighof44atFamilyArenaoutsideofSt.Louis.Theaverageannual
suitepricewasapproximately$42,375.
Sevenoftheprimarycomparablefacilitieshaveclubseats.Theaveragenumberofclubseatswas915,rangingfroma
lowof250atTsongasArenato1,750atE-Center.Theaverageannualclubseatpricewasapproximately$1,020.

127
MarketDemandAnalysisPerformanceArena
TheproposedplansforthePerformanceArenaincludeaU-shapedseatingbowlwithafixedseatingcapacityofbetween8,000
to10,000.Thismulti-purposevenuewillbedesignedtoallowmultipleseatingandpresentationconfigurations.Otherfeatures
includea125x250playingfloor,10-12suitesandlogeboxes.ThisfacilitywouldallowReliantParktohostmoreeventsthan
inthecurrentarena,anditwillalsoaddresstheneedformorespaceforsomelargerevents,suchastheOTCandtheHLSR.
Thenewarena,withincreasedcapacityandbetteramenities,willallowforthebookingofseveraladditionalshowseachyear
and also will allow for certain events currently held at Reliant Stadium, particularly family shows like Ringling Brothers
BarnumandBaileyCircusandDisneyonIce,tomovetothenewarena.Thiswillsaveoperatingexpensesofover$100,000for
each of these shows, which are the costs of reconfiguring and hosting the events in Reliant Stadium, and will also free up
additionaldatesattheStadium.
ItisanticipatedthatthenewPerformanceArena,withitsincreasedcapacityandmodernamenitiesshoulddoublethenumber
ofeventsheldannually.Asdiscussedabove,thefamilyshowscurrentlyheldattheStadium,whichtotalbetween25-35events
annually,willmovetothePerformanceArena.Inaddition,thelargercapacityandthelackofcompetitivevenuesintheHarris
County area will significantly expand the number of entertainment and sporting events that would consider booking at the
PerformanceArena.
The existing Arena generates an average of $25,000 of revenues after expenses from each of the events held at the facility.
Increasing the capacity of the venue by nearly double will allow for an increase in operating income from each event from
historicallevels.Itisanticipated,thatthetypesofeventsthenewvenuewillattractwillalsoensurethattheincomeincreases
on a per event basis, to approximately $40,000 for an average non-sporting event and $30,000 for each team game at the
arena.Usingtheassumptionssetforthabove,thenumberofannualeventscouldincreaseto151,including40minorleague
hockey games. The family shows currently being held at Reliant Stadium each year would relocate to the Arena as well,
accountingforapproximately23additionaleventseachyear.Theincreasedcapacitywouldalsoallowforadditionalconcerts
andsportingeventstobebookedthatcurrentlywillnotplayattheArena.
As a result of the increase in number of events as well as the profitability of each show, the total annual operating income
generated by events at the proposed Reliant Arena should be approximately $4.4 million, a dramatic increase from the $1.3
millioncurrentlygeneratedinanaveragefiscalyear.

128
5.3ExhibitionandMeetingSpace
HistoricalPerformanceHarrisCountyFacilities
The key operational elements of Reliant Center and the George R. Brown Convention Center (GRBCC) have been analyzed.
Understanding utilization levels, event mix and other such characteristics of the facility is important to provide a basis from
whichtoevaluatepotentialunmetdemandforeventspaceinthemarket.
Reliant Center hosts a wide variety of both local and non-local events. Based on classifications provided by Reliant Center
management,eventdataforthesixyearperiodspanningfiscalyearsending2006through2011havebeensegmentedintothe
followingsixeventtypes:CommunityandReligious,ConsumerShow,Convention,Entertainment,FoodandBeverage,Meeting
andSeminar,HoustonLivestockShowandRodeo,Tradeshow,andOtherEvents.Datapresentedhereinisinclusiveofevents
utilizingspaceinatleastsomeportionofHallsAthroughE.
TotalNumberofReliantCenterEventDaysbyEventType
(FYE2006FYE2011)
0"
50"
100"
150"
200"
250"
N
u
m
b
e
r
'
o
f
'
E
v
e
n
t
'
D
a
y
s
'
Rodeo" Trade"Show" Other"Events"
166'
199' 192'
156'
213'
178'
129
Overthepastsixfiscalyears,thenumberofeventdaysatReliantCenterexhibitspacerangedfrom156to213,withaspiketo
213in2009.Consumershowshavecomprisedthelargestsegmentofeventdays,increasingfrom81eventdaysinfiscalyear
ending2008to85eventdaysinfiscalyearending2011,including:
HoustonAutoShow
BridalSymposium
InternationalGemandJewelryShow
HoustonGunCollectorsandAntiquesShow
HomeandDesignShow
TexasHomeandGardenShow
InternationalBoatSport&TravelShow
HoustonRVShow
HoustonBalletsNutcrackerMarket
Trade shows also comprise a significant segment of events utilizing Reliant Center exhibit space. The number of total trade
show events held at Reliant Center has decreased from 17 in fiscal year ending 2007 to just eight in fiscal year ending 2011.
ThistrendfollowsapatternsimilartothatexperiencedinmanylargeeventpublicassemblyfacilitiesacrosstheUnitedStates
inlightoftherecenteconomicdownturnandrecoveryprocess.

130
In an effort to characterize the overall event mix and utilization of Reliant Center, the following exhibit presents the total
number of utilization days (including move-in, event and move-out days) by event type for fiscal years ending 2006 through
2011.
TotalNumberofReliantCenterUtilizationDaysbyEventType
(FYE2006FYE2011)

0"
50"
100"
150"
200"
250"
300"
350"
400"
450"
500"
N
u
m
b
e
r
'
o
f
'
U
t
i
l
i
z
a
t
i
o
n
'
D
a
y
s
'
Rodeo" Trade"Show" Other"Events"
352'
435'
424'
342'
451'
410'
131
Overthepastsixyears,thenumberofutilizationdayshasrangedfromapproximately342to451;thoughifweremovethe25
eventdaysduetoFEMAsusageofReliantParkaspartoftheirresponsetoHurricaneIkeinSeptember2008,FYE2007had
themostutilizationdayswith435.Consumershoweventdayscompriseanaverageof46percentoftotalannualeventdays
atReliantCenter,andhaveremainedrelativelyconsistentoverthepastsixfiscalyearsrangingfrom177eventdaysinfiscal
yearending2008to203eventdaysinfiscalyearending2009.ThelargenumberoftotaleventdaysreflectsReliantCenters
abilitytoaccommodatenumerouseventsconsistingofmultipleeventdaysandmultipleconcurrentevents.
The following exhibit outlines total attendance by event type for the same six year period among all events utilizing Reliant
Center.
ReliantCenterAttendancebyEventType
(FYE2006FYE2011)
0"
150,000"
300,000"
450,000"
600,000"
750,000"
A
t
t
e
n
d
a
n
c
e
(
625,718(
604,315(
678,850( 660,676(
609,918(
585,207(
132
As shown, attendance at Reliant Center events has steadily increased over the past six fiscal years from approximately 585
thousand in fiscal year ending 2011 to nearly 700 thousand in fiscal year ending 2008, driven largely by attendance at the
HoustonLivestockShowandRodeo.Consumershowattendancehasexperiencedanapproximatefivepercentdeclineduring
thepastsixyears,whichmaylargelybearesultofrecentoveralleconomicconditions.Combined,conventionandtradeshow
eventattendancerepresentsasmallshareofoverallcomplexattendance,andhasremainedlargelyconstantduringthistime
period, increasing from 86,100 attendees in fiscal year ending 2006 to nearly 115,300 in fiscal year ending 2007 before
settlingcloserto90,000attendeesineachofthepasttwofiscalyears.
ItisalsoimportanttomeasureReliantCenterexhibitspaceusefromtheperspectiveofsquarefootageoccupancy.Occupancy
levels (measured by dividing the total amount of sold event space by the total amount of sellable space within the facility
multipliedby365),canindicatethedegreetowhichusageofthefacilityhasreachedamaximumcapacity.Theoccupancyofa
facilityisdeterminedtobewithinapracticalmaximumcapacityrangewhentheactualoccupiedspaceinafacilityreachesa
level of 70 percent of total sellable capacity. Above 70 percent occupancy, a facility has exceeded practical maximum
capacityandmaybeturningawaysignificantbusiness.
These assumptions account for the reality that a portion of the facilitys total capacity is unsellable due to holidays,
maintenancedaysandinherentbookinginefficienciesthatresultwheneventscannotbescheduledimmediatelyback-to-back.
Occupancylevelsbelow50percentmayindicatethatacenterhasnotattractedsufficientmarketsharenecessarytosupport
space levels. However, it is important to assess the wide variety of factors impacting event demand before making a
determinationthatalackofeventdemandexists.AtReliantCenter,therearesignificantbookingrestrictionsduetotheHLSR
and the Texans being the primary tenants at Reliant Park. For all practical purposes, Reliant Center can only be booked one
weekamonth(TheProtectedWeek)duringthefootballseasonbecausetheTexansholdtheotherweeksuntilthereleaseof
the NFL schedule in April prior to the start of the applicable season. Because these holds remain in place until 5-8 months
prior to the actual date, it is not feasible to book most conventions and trade shows within such a short time frame. This
substantiallyreducesthenumberofeventdaysthatwouldbeconsideredavailableforReliantCenterscapacity.

133
In order to identify the types of activities that are generating the most facility use, the exhibit below presents a summary of
exhibitspaceoccupancybyeventtypeforeachoftheindividualhallsfromfiscalyears2006through2011.
ReliantCenterExhibitSpaceOccupancyPercentagesbyHall
(FYE2006FYE2011)
Overall Reliant
Center exhibit space occupancy rates have experienced a slight decline during the past two fiscal years after a six-year high
60.5 percent occupancy rate in FYE 2009. Reliant Center experienced a 48.3 percent occupancy rate in FYE 2010 and 44.1
percentoccupancyrateinFYE2011.ThesecomparetoGeorgeR.BrownConventionCenteroccupancyratesof48.5percent,
45.1percentand48.2percentexhibitspaceoccupancyrateinFYE2009,FYE2010andFYE2011,respectively.
Source:((CSL(International,(facility(management,(2011(
0%#
10%#
20%#
30%#
40%#
50%#
60%#
70%#
80%#
90%#
FYE#2006# FYE#2007# FYE#2008# FYE#2009# FYE#2010# FYE#2011#
O
c
c
u
p
a
n
c
y
(
Hall#A1# Hall#A2# Hall#A3# Hall#A4# Hall#B# Hall#C# Hall#D# Hall#E1# Hall#E2# Hall#E3# Hall#E4#
134
ItisimportanttonotethattheTexansandtheHLSRholddatesthatpreventbookingofotherevents.Forexample,therewere
137daysonwhichholdswereplacedforlastyearscalendar,significantlyimpactingtheabilitytobookevents.Ifthesedays
are removed from inventory, the resulting Reliant Center occupancy percentages increase significantly. Certainly not every
hold day would yield an actual event, and we would expect that scheduling adjustments could be made in some cases to the
holdsand/orapotentialevent,sothatthelostinventoryduetoholdswouldnotbesosevere.However,evenassumingaloss
of 50 percent of the hold dates, occupancy levels for Reliant Center space reach high levels, as presented in the following
exhibit.
ReliantCenterExhibitSpaceOccupancyPercentagesbyHall
AdjustingforHoldDates
(FYE2006FYE2011)

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
O
c
c
u
p
a
n
c
y
Hall A1 Hall A2 Hall A3 Hall A4 Hall B Hall C Hall D Hall E1 Hall E2 Hall E3 Hall E4
Source: CSL International, f acility management, 2011
135
As noted above, occupancy percentages adjusted for hold dates range between 60 and 80 percent. These data are more
indicativeofafullfacility,creatingpotentialpressureforadditionalspace.
As the economy continues to rebound in the coming years, it is reasonable to expect that Reliant Centers largely consumer
show based events will again allow the facility to generate occupancy rates above 50 percent. However, considering the
excess capacity available at the GRBCC, it may be difficult for Reliant Center to attract a significant number of incremental
nationally rotating conventions and trade show events that oftentimes prefer downtown convention facilities with greater
accesstohotelinventoryandentertainmentoptions.
The following exhibit summarizes the size distribution on a per-event basis for exhibit space events at Reliant Center from
fiscalyearending2006throughfiscalyearending2011.
ReliantCenterExhibitHallEventDistributionbySize
(FYE2006FYE2011)

Note:&&Figures&only&represent&those&events&utilizing&exhibit&space.&
Source:&&CSL&International,&facility&management,&2011&
0
150,000
300,000
450,000
600,000
750,000
1& 3& 5& 7& 9& 11&13&15&17&19&21&23&25&27&29&31&33&35&37&39&41&43&45&47&49&51&53&55&57&59&61&63&65&67&69&71&73&
S
q
u
a
r
e
'
F
e
e
t
'
o
f
'
E
x
h
i
b
i
t
'
S
p
a
c
e
'
FYE&2006& FYE&2007& FYE&2008& FYE&2009& FYE&2010& FYE&2011&
136
The number of events utilizing all 706,200 square feet of exhibit space at Reliant Center over the past six fiscal years has
rangedfromfiveinfiscalyearending2011tonineinbothfiscalyearending2007andfiscalyearending2009.Someofthese
events include the HLSR, OTC, the Boat Show, Nutcracker Market and the Reliant Park World Series of Dog Shows. In fiscal
year ending 2011 there were four events that utilized four of the five exhibit halls including the Houston Auto Show, Fiestas
PatriasandLosMagnificosCarShow,whicheachutilizedthefullallotmentofexhibitspaceinpreviousyears(aCincodeMayo
celebrationwasthefourtheventutilizingfourofthefivehalls).
Over the period analyzed, between 59 and 80 percent of overall Reliant Center event activity used no more than 300,000
square feet of exhibit space. However, the two largest annual events at Reliant Center, the HLSR and the OTC use all of the
available space within the facility, as well as additional space in Reliant Arena and the surrounding grounds, including
additionalspaceundertemporarytentsfortheOTC.
Another important metric to analyze is the seasonality of demand, which can assist in understanding demand potential for
multiple overlapping events. For example, heavy demand for a particular event type during historically busy periods at a
center can indicate a clustering of demand, and highlight the need for a facility to be able to accommodate multiple
overlappingevents.
137
ThefollowingexhibitdisplaysReliantCenterexhibithallaverageoccupancyonamonthlybasisforthepastsixfiscalyears.
ReliantCenterExhibitSpaceMonthlyOccupancy
(FYE2006FYE2011)
MonthlyoccupancyratesatReliantCentervarygreatly,rangingfromthehighoccupancyratesinJanuarythroughApriltothe
generally low occupancy months of July through December. Some of the large events that create the high occupancy rates
during the early part of the calendar year include the HLSR, the Houston Auto Show, and the Houston RV Show. The OTC
occupies Reliant Center exhibit space in April and May. It should be noted that these data do not reflect hold dates, which
wouldprovideforhighergeneraloccupancythroughouttheyear
ItisalsousefultoconsiderReliantCenteruseonadailybasis,aspresentedinthefollowingexhibitforfiscalyearending2011.

138
DailyReliantCenterExhibitHallUtilization
(March2010throughAugust2010)
Note:Multiplecolorsreflectmultipleeventsheldonthesameday.

139
Thefull706,200squarefeetofexhibitspaceatReliantCenterwasutilizedinapproximately30percentofthecalendarinfiscal
year2011.TherearesignificantgapsbetweeneventusewithintheexhibithallsinJune,JulyandOctoberandlargestretches
in August and September in which there is relatively low use of exhibit hall space. In some cases, these gaps correspond to
datesheldbytheTexansand/orHLSR.
AnalysisofCompetitiveandComparableFacilitiesandMarketsExhibitionandMeetingSpace
This section provides an analysis of various physical characteristics and resources of both competitive and comparable
facilities and communities. This data helps place the Reliant Center product within a competitive and comparable market
context with respect to facility space, hotel inventory and other related destination features. There are two types of exhibit
space offered at the facilities reviewed: prime space and gross space. Prime space refers to the dedicated exhibition area,
typically used by conventions and trade shows for exhibits that is column-free or with minimal columns, has high ceilings
(typically35feetinheight),utilityfloorgrids(supplyingelectricity,telecommunications,water,etc.),convenientaccessibility
to each hall for load-in/load-out and other such amenities. Gross space refers to the total area that can be used for exhibits
and often includes surrounding areas such as lobbies and substandard space in terms of columns, ceiling heights and other
characteristics. The following exhibit presents a comparison of exhibit space, highlighting the square footage of both
contiguous and total exhibit space offerings within a set of competitive facilities. The facilities included in this set are
primarilylocatedinthecentralstatesandcouldbeseenasprimarycompetitorsforlargeconvention/tradeevents.Intermsof
total exhibit space offerings, McCormick Place in Chicago offers the largest space of the facilities reviewed, with nearly 2.6
million square feet, while the New Orleans Morial Convention Center offers the largest contiguous space with nearly 1.2
million square feet of exhibit space. On average, the largest contiguous exhibit space available among the competitive and
comparable facilities reviewed is approximately 477,700 square feet, while the total available exhibit space averages
approximately690,400squarefeet.ReliantCenterrankssixthamongthe17facilitiesreviewedintermsoftotalexhibitspace,
and offers the fourth most contiguous exhibit space. In the Harris County market, the GRBCC competes effectively for
nationallyrotatingconventionsandtradeshowsrequiringupto700,000squarefeetofexhibitspace.Ifplansforaddedhotel
inventoryproximatetotheGRBCCmaterialize,thiswouldimproveitsabilitytoattractsuchevents
Thereareseverallargetradecentersthatoperateoutsidelargeurbanareas,andwhichcouldbeinstructivetopotentialfuture
developmentdecisionsforReliantCenter.CenterssuchastheKentuckyExpoCenter(KEC)inLouisville,locatedoutsidethe
downtown core and with limited adjacent hotel inventory, attract several very large non-local trade events annually,
particularly those with a need for some type of outdoor exhibit space and/or large general session space. In addition to the
KEC, there are several other large venues that cater to significant trade and consumer shows, and operate with a hotel
140
inventory similar to that provided proximate to Reliant Center. We have focused specifically on these venues, summarizing
availableexhibitspacebelow.

ComparisonofPrimeExhibitSpace
CompetitiveFacilities
191,000
205,800
246,100
253,200
350,000
388,800
426,600
475,000
566,600
579,000
584,500
706,200
719,600
726,600
813,600
862,000
1,068,500
0" 500,000" 1,000,000" 1,500,000" 2,000,000" 2,500,000" 3,000,000"
Louisville,"KY"
Birmingham,"AL"
Austin,"TX"
Fort"Worth,"TX"
Nashville,"TN"
Kansas"City,"MO"
San"Antonio,"TX"
Minneapolis,"MN"
Indianapolis,"IN"
Denver,"CO"
Phoenix,"AZ"
Reliant"Center"
Dallas,"TX"
GRBCC"
New"Orleans,"LA"
Atlanta,"GA"
Chicago,"IL"
Square"Feet"
Largest"Contiguous"Exhibit"Space" Other"Exhibit"Space"
Source:""facility"Uloorplans,"management,"and"industry"publications,"2011"
Total"Average"="690,400"
Total"Median"="579,000"
"
Contiguous"Average"="477,700"
Contiguous"Median"="388,800"
141
ComparisonofPrimeExhibitSpace
ComparableNon-UrbanTradeFacilities

706,000%
787,000%
905,500%
957,500%
0% 500,000% 1,000,000% 1,500,000% 2,000,000% 2,500,000% 3,000,000%
Reliant%Center%
Rosemont,%IL%
Cleveland,%OH%
Louisville,%KY%(KEC)%
Square%Feet%
Largest%Contiguous%Exhibit%Space% Other%Exhibit%Space%
Source: facility floorplans, management, and industry publications, 2011
Total Average = 838,900
Total Median = 846,000

Contiguous Average = 515,500
Contiguous Median = 552,900
142
Thesefacilitiesareinmarketsthatofferanotherprimaryconventionfacilitylocatedinthedowntowncore.TheI-XCenterin
ClevelandprimarilyhostslargeconsumershowssuchastheOhioRVSupershow,theClevelandAutoShowandtheGreatBig
Home and Garden Expo, several trade shows such as AmCon Design and Contract Manufacturing Expo and the Rubber Expo
andspecialeventssuchastheI-XIndoorAmusementParkevent.
The KEC hosts a number of large trade shows including the National RV Show, Mid-America Trucking Show, the Green
IndustryandEquipmentShowandtheNationalFarmMachineryShow;aswellasconsumershowssuchastheLouisvilleBoat,
RVandSportShow,andequineeventssuchastheWorldsChampionshipHorseShow.
TheinventoryoflargenationaltradeeventshostedonafixedbasisattheKECmayserveasamodelforfutureeventactivityat
Reliant Park. The large indoor exhibit space, significant outdoor exhibit space, ample parking and large fixed seating areas
effectively accommodate the event needs of large trade and consumer events. However, it is important to note that the
LouisvillemarketislocatedwithindrivingdistanceofaverysignificantshareofdomesticU.S.population.TheHarrisCounty
marketdoesnotofferdrivecapabilitytoaslargeofapopulation.Alsoofnote,theKECdoesnotoffersignificantadjacenthotel
inventory, however they are aggressively trying to attract a large headquarter hotel to help address concerns that they may
loseeventsduetolackofhotelinventory.
MarketDemandAnalysisExhibitionandMeetingSpace
Large convention centers typically host events that vary widely in space needs, attendance levels and hotel room
requirements. The size, type and flexibility of the space within many facilities can accommodate large exhibitions and
consumer shows, as well as large and mid-sized conventions and trade shows. To form a basis for the market demand
analysis,detailedsurveyswerecompletedwithplannersoflargeconventionsandtradeshowsthatmayrepresentapotential
eventmarketforReliantCenter.Ourresearchwasconductedtoevaluatefacilityandhotelrequirements,currentperceptions
ofReliantCenterasaneventfacilityandopinionsastothefutureoftheindustryoverall.
TelephoneandInternet-basedsurveyswerecompletedwithrepresentativesofthefollowingtypesoforganizations:
Current and past users of Reliant Center event space We have surveyed event planners with a history of hosting
events at Reliant Center. Given their familiarity with the facility, they provide valuable insight with regard to facility
conditionsandlimitations.
Largest 200 national conventions and trade shows National associations are membership-based organizations that
typically have annual conventions that rotate among various cities throughout the United States. Data was compiled
143
regardingthelargestconventionsandtradeshowsinthecountryintermsofnetsquarefeetofexhibitspacerequired.
These events generate significant levels of non-local attendees and have sizable requirements in terms of both event
space and hotel needs. Given the limited number of facilities capable of hosting their events, they provide valuable
insightwithregardtoakeymarketsegmentifReliantCenteristoexpand.
Following several introductory questions, current and past users were asked to indicate the likelihood of their organization
returningtoReliantCenterinthefuture,assumingthefacilityandcommunitycontinuestomeettheneedsoftheireventsin
termsofspaceavailability,hotelrequirements,etc.Respondentsweregivenvariousoptionsofindicatinginterestinholdinga
futureeventatReliantCenterfromdefinitelytodefinitelynotholdanevent.
All of the current and past users of Reliant Center surveyed indicated that they would definitely or likely consider
returning to the facility with their event, with 79 percent of respondents indicating that they would definitely return. The
overall interest among current and past users of Reliant Center indicates a high level of satisfaction with the Reliant Center
product.SomestrengthsofReliantCenter,ascitedbysurveyedcurrentandpastusersinclude:
Greatfacilities,amountofspace,locationandparking.
Greatstaff,fromsales,toeventcoordinating,andeventushers/security.
SMGpersonnelareextremelyknowledgeableandworktofacilitatetheneedsoftheclient.
Facilitysize,goodlocation,lotsofhotels,goodmixofspacebetweenconferenceandexhibitspace.
Parkingisgreat;goodaccesstohighways,staffisgreat.
A series of questions were posed in which event planners were asked to comment on various aspects of Reliant Center
including the current levels of exhibit space, limitations to registration, circulation and other Reliant Center areas, and
surroundinghotelinventory.
First, event planners were asked whether demand exists from their events for additional exhibit, meeting and/or
multipurpose space. Approximately 92 percent of respondents indicated that the existing Reliant Center space offering was
sufficienttoaccommodatetheireventsineithertheshort-termorforeseeablefuture.Asiswelldocumented,theeventsthat
haveindicatedaneedforaddedspaceareprimarilytheOTCandtheHLSR.Laterinthisanalysis,wediscusspotentialdemand
144
forexpandedspacefromothereventsnotcurrentlyhostedattheCenter.Inevaluatingfuturespaceadditions,itisimportant
todevelopademandoroccupancyframeworkthatcouldsustaintheuseofanysignificantadditiontosellablespace.
PlannerswereaskedabouttheconfigurationofReliantCentereventspace,towhichnearlyallrespondentsindicatedthatthe
existing configuration adequately accommodates their event. Planners were also asked whether their event requires
additional registration, circulation or other non-sellable event space. Approximately 88 percent of respondents again
indicatedthattheexistingspaceofferingatReliantCentercurrentlyaccommodatestheirevent.Theresultsofthesequestions
suggestthatalimitednumberofcurrentandpastReliantCenteruserswouldbenefitfromexpandedorimprovedfacilities.
FollowingthequestionsregardingexistingReliantCentereventspaceofferings,currentandpasteventplannerswereaskeda
series of questions regarding the supporting hotel inventory. Of those surveyed, approximately 13 percent of respondents
indicatedthattheireventrequireshotelrooms,suggestingamorelocalattendeeorientationformanyoftheexistingReliant
Centerevents.Atthesametime,theOTC,aswellasotherlargeconvention/tradeeventsthatcouldpotentiallybeattractedto
ReliantCenter,dorequireasignificantinventoryofhotelrooms,withalargeon-siteheadquarterhotelanidealcomponentof
thisinventory.
Finally, respondents were asked to comment on any improvements they would like to see made at Reliant Center to better
servetheirevent.Samplecommentscollectedinclude:
Movingwalkwaystogetfromonesideofthefacilitytotheother.
Parkingisalwaysanissue;locationofparkingrelatedtotheeventspacebeingused.
Anon-sitehotelwouldbenicetoavoidtheneedforshuttles.
WouldliketoseetheAstrodomeconvertedtoahotel,casino,orindooramusementpark.
The Astrodome could house at least two layers of parking, which would alleviate parking problems during the rodeo
andfootballgames.
Astrodomecouldbeconvertedtoexhibitspaceongroundlevelwithmeetingspaceonupperlevels;alsocouldconsider
(aportionof)itasabanquethall.
Astrodomecouldbedevelopedintoaplanetariumoracoveredpark.
145
On-siteelectricalhookupsandRVwastewaterdumpingstations.
Theavailabilityofwater,drainage(generalplumbing),gas,andelectricarenotasreadilyavailableasatotherfacilities.
Wewouldlikeabetterqualityhotelfacilitynearby.
Awiderselectionofon-sitefoodservicewouldbenice.
On-sitetransportationbetweenparkingandeventhallsandmovingsidewalks.
The lack of full service hotels in close proximity is a major problem. With the high cost of parking with no in/out
privileges,ourcustomersneedtobeabletowalktorestaurants,andothervenuesandreturntotheevent.
Anoutdoorparkareawithdiningoptionswouldbeagreataddition.
Would like more handicapped parking spaces and maybe more flexibility with certain events that attract an older
demographic.
In order to gain insight into events that could potentially utilize expanded or improved Reliant Center event space, data has
beencompiledregardingmanyofthelargestconventionsandtradeshowsinthecountryintermsofnetsquarefeetofexhibit
spaceused.ManyofthelargestconventionsandtradeshowsintheU.S.between2008and2010havebeenconsidered,and
218eventshavebeenanalyzedaspartofthiseffort.Oftheseevents,82rotateamongdestinationsand/orfacilities,whilethe
remainingeventsareheldinafixedlocationoronafixedrotationoflocations.
Thefollowingexhibitoutlinesthedestinationsthathavehostedlargerotatingconventionandtradeeventsbetween2008and
2010.Itisimportanttonotethatsomeoftheseeventswereheldineachofthethreeyearsreviewed,whilesomeeventswere
heldjustonceortwice.

146
RotatingEventsHostedbyDestination
TopUSConventionsandTradeShows2008-2010

Note%(A):% Five%markets%hosted%three%events,%including:%Cleveland,%OH;%Denver,%CO;%Houston,%TX;%Indianapolis,%IN;%and,%San Antonio,%TX.%
Note%(B):% Five%markets%hosted%two%events,%including:%Boston,%MA;%Essex%Junction,%VT;%Miami,%FL;%NewYork,%NY;%and,%Phoenix,%AZ.%
Note%(C):% Fourteen markets%hosted%one%event.%
Source:%Red7Media,%2011%
1%
2%
3%
4%
6%
6%
7%
10%
15%
15%
18%
29%
29%
30%
0% 5% 10% 15% 20% 25% 30% 35%
Note%(C)%
Note%(B)%
Note%(A)%
Reno,%NV%
Washington,%DC%
Dallas,%TX%
San%Francisco,%CA%
Anaheim,%CA%
San%Diego,%CA%
Atlanta,%GA%
New%Orleans,%LA%
Las%Vegas,%NV%
Chicago,%IL%
Orlando,%FL%
147
Ofthetop200tradeshowslargesttradeshows(intermsofnetexhibitspaceused)heldbetween2008and2010thatrotate
destinations, approximately 42 percent held their event in Orlando, Chicago or Las Vegas. The Harris County market hosted
threeofthetop200rotatingtradeshoweventsduringthisthreeyearperiod,includingthe2008WindpowerConferenceheld
attheGRBCC.
Of the 82 rotating events, 18 of them (or approximately 22 percent) are medical events, which typically require a significant
amount of first-class meeting space in order to accommodate the large number of educational and certification classes that
occur during these events. As a result, they generally look for event facilities that are surrounded by a significant supply of
private(hotel)meetingspaceatwhichtheycanhostbreakoutmeetingsandothersmallerfunctions.Oftentimestheseevents
aremoresuitedtodowntowneventfacilities.
Rotating national events typically have specific preferences and/or requirements with regard to the months in which their
event(s)occur.Thefollowingexhibitpresentstheseasonalitypatterns,bymonth,forthe82identifiedeventsthatrepresent
the primary event market demand for an expanded/improved Reliant Center. For purposes of comparison, we have also
presentedtheaverageoccupancyrateforReliantCenter,bymonth,from2008through2010.
LargestUSConventionsandTradeshows2008-2010RotatingEventsHostedbyMonthand
AverageReliantCenterExhibitHallOccupancyFYE2006-FYE2011
Source: Red7Media, CSL International, facility management, 2011.

9%
16%
9%
6%
14%
9%
4%
4%
4%
14%
9%
1%
96%
82%
86%
65%
50%
36%
38%
19%
26%
34%
41% 40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%
5%
10%
15%
20%
25%
148
Theseasonalityofdemandcanassistinunderstandingdemandpotentialformultipleoverlappingevents.Forexample,heavy
demand for a particular event type during historically busy periods can indicate a clustering of demand, and highlight the
needforacentertobeabletoaccommodatemultipleoverlappingevents.Aspresentedabove,seasonalpreferenceamongthe
top national trade shows that rotate destinations follow a pattern somewhat similar to industry standards, with stronger
demandinthespringandfallmonths.
National convention and trade show event demand peaks in February, May and October at approximately 16 percent, 14
percentand14percent,respectively,withDecember,generatingthelowestdemandatjustonepercentoftheevents.Reliant
Center occupancy rates correlate somewhat with demand among the rotating events analyzed, especially with respect to the
diminishingoccupancyratesfromJulythroughSeptemberandstrongoccupancynumbersinFebruary.Withtheexceptionof
May/JuneandOctober/November,thelowutilizationperiodsforReliantCentercorrespondwithperiodsoflowdemandfrom
largenationalconventionsandtradeshows.

149
In order to approximate exhibit space requirements of the national event market analyzed, the amount of gross square feet
usedbyeachrotatingconventionandtradeshowfrom2008through2010hasbeensummarizedintheexhibitbelow.
SummaryofExhibitSpaceUsed
LargestUSConventionsandTradeShows2008-2010

Source:( Red7Media,(2011(
0(
300,000(
600,000(
900,000(
1,200,000(
1,500,000(
1,800,000(
2,100,000(
2,400,000(
2,700,000(
5
%
(
1
0
%
(
1
5
%
(
2
0
%
(
2
5
%
(
3
0
%
(
3
5
%
(
4
0
%
(
4
5
%
(
5
0
%
(
5
5
%
(
6
0
%
(
6
5
%
(
7
0
%
(
7
5
%
(
8
0
%
(
8
5
%
(
9
0
%
(
9
5
%
(
1
0
0
%
(
Average(=(545,600(
Median(=(396,200(
Reliant(
Center(
150
As presented, the average amount of exhibit space needed among the largest national conventions and trade shows
approximates545,600grosssquarefeet.Withapproximately706,000squarefeetofcontiguousprimeexhibitspace,Reliant
Center currently satisfies approximately 80 to 85 percent of the potential market for national convention and trade show
events. The GRBCC, with 639,000 square feet of contiguous exhibit space can accommodate nearly 80 percent of the large
convention/tradeeventmarket,andisbetterpositionedtooffersignificantnearbyhotelinventory.
These data are important to consider when evaluating the potential for expansion of Reliant Center space to attract added
largeconvention/tradeeventactivity.Challengesinclude:
There is a very small segment of the market that requires more space than is currently available at Reliant Center
today.
The GRBCC can accommodate the large majority of large convention/trade events that require headquarter hotel
inventoryandaretypicallyhostedinanurbanenvironment.
LargetradeshowvenueslocatedoutsidethedowntowncoreinLouisville,ClevelandandChicagotendtoattractseveral
very large trade events held annually at the complex. The large population base within drive distance from these
destinationsisanimportantcomponentoftheirsuccess.
On average, large convention/trade events attract approximately 15,400 total delegates and 5,700 exhibitor attendees.
Approximately fifty percent of the market consists of events with 11,300 delegates and 4,800 exhibiting personnel or more.
Thelargesttradeshow,intermsoftotalattendanceattractsapproximately67,600delegatesand24,500exhibitingpersonnel.
Detailedtelephoneinterviewswerecompletedwitheventplannersrepresentingthelargestconventionsandtradeshows(in
termsofnetsquarefeet)throughoutthecountry.Thesurveyresultedin21completedinterviewsoutofapotential82events
that rotate among various destinations, or a 26 percent capture percentage. The primary objectives of the survey were to
ascertain the perceived interest in using expanded/improved Reliant Center facilities for one or more future events and to
betterunderstandtheoverallfacility/destinationrequirementsoflargetradeevents.
RespondentswereaskedtoindicatethelikelihoodoftheirorganizationusingReliantCenterfacilitiesinthefuture,assuming
thefacilityandcommunitymettheneedsoftheirevent(s)intermsofspaceavailability,hotelrequirements,etc.Thepositive
responsepercentage(definitelyuse,likelyuseandpossiblyuse)bynationalconventionsandtradeshowsapproximates
151
86percent;however,asignificantpercentageofthispositiveinterest(64percent)isconsideredtentativeinterest(i.e.those
thatindicatedpossiblyholdaneventatReliantCenter,ratherthanlikelyordefinitely).
SeveraleventsindicatingamodestinterestinReliantCentertendtofittheprofileofneedinglargeamountsofexhibitspace,
withlessemphasisonheadquarterhotelneeds.Theseinclude:
TheInternationalBuildersShowrequiringupto2milliongrosssquarefeetofexhibitspace.Theshowhasrecently
beenheldinLasVegasandOrlando,bothofwhichoffervenueswith2millionsquarefeetofexhibitspace.
InfoCommInternationalrequiringapproximately1millionsquarefeetofexhibitspace,andrecentlyheldonapattern
betweenOrlandoandLasVegas.Considerationisbeinggiventoexpandingthecitiesinwhichtheeventwillbeheld.
The Hearth, Patio and BBQ Show requiring up to 425,000 gross square feet of exhibit space and recently held in
Orlando,RenoandAtlanta.ReliantCentercanaccommodatethiseventcurrently,howevershowdatesconflictwiththe
HoustonLivestockShowandRodeo.
In addition, there were several events that indicated a likeliness to consider Reliant Center, most of which are large trade
orientedeventsthatcanbeaccommodatedinthespacecurrentlyprovidedbyReliantCenterortheGRBCC.Othersaremore
conventionoriented,including:
AmericanDentalAssociation
AmericanSocietyofClinicOncology
AmericanUrologicalSociety
NationalCableandTelevisionAssociation
AmericanPublicHealthAssociation
We note that these convention events (several in the medical field) tend to rotate to more urban locations with significant
nearby hotel inventory. Of all planners expressing some level of interest in using Reliant Center, approximately 47 percent
requireaheadquarterhotelattachedorwithinclosewalkingdistanceoftheeventfacility.
Onaverage,eventsexpressinganinterestinrotatingfutureeventstoanexpanded/improvedReliantCenterrequire5.1days
tomove-in,2.5daystomove-outand3.7totaleventdays.Thenumberofattendeesataneventinfluencesthenumberofguest
152
rooms occupied. The following exhibit presents a summary of peak night guest room demand associated with the potential
nationalconventionandtradeshowmarketforReliantCenter.
SummaryofPeakNightHotelGuestRoomDemand
TopUSConventionsandTradeshows2008-2010

0"
5,000"
10,000"
15,000"
20,000"
25,000"
30,000"
5
%
"
1
0
%
"
1
5
%
"
2
0
%
"
2
5
%
"
3
0
%
"
3
5
%
"
4
0
%
"
4
5
%
"
5
0
%
"
5
5
%
"
6
0
%
"
6
5
%
"
7
0
%
"
7
5
%
"
8
0
%
"
8
5
%
"
9
0
%
"
9
5
%
"
1
0
0
%
"
Average"="8,770"
Median"="4,000"
Note:"Of"those"respondents"with"a"positive"interest"in"Reliant"Park."
Source:""CSL"Top"US"Conventions"and"Tradeshows"Survey,"2011."
153
As shown above, the average national convention or trade show event with a potential interest in rotating future events to
ReliantCenterrequiresaroomblockof8,770peaknightguestrooms.Asnotedearlierinthisreport,thereisatotalcapacity
of2,030guestroomsproximatetoReliantPark.Assemblingagreaterroomblockrequiresshuttlingtoanumberofproperties
locatedfurtherfromReliantPark.Asdiscussedearlier,thelackofhotelinventoryproximatetoReliantParkwillcontinueto
negativelyimpactReliantCentersabilitytosuccessfullyattractandretaineventswithinthissegment.
Inanefforttocollectopen-endedfeedbackwithregardtocurrentperceptionsofReliantParkspositionintheconventionand
trade show industry, national event planners were asked to provide comments on how they see the needs of their event(s)
changingoverthenextseveralyears.Responsesincluded,butwerenotlimitedtothefollowing:
Seeingslightgrowthwiththeeconomycomingback,butnotenoughtochangetheneedsofourevent
Needmoremeetingspaceinventory
Lookformoreenvironmentallyawarefacilities
Increasingdemandforimprovedwirelesscoverage(signalandbandwidth)
Generalseatingcomponentwithflexibleseatingcapacity(1,000to5,000seats)
Additionally, we asked event planners to describe any creative facility and/or operational innovations they have seen at
conventioncentersaroundthecountry.Asampleofresponsesispresentedbelow:
FreeWi-Fi
Messagingand/orwayfindingondigitalvideoscreen
Rechargingstationsforcellphones,laptops,tablets,etc.
Finally, we asked respondents for their overall impressions of Reliant Park and the Harris County market as a potential host
sitefortheirevents.Responsesincluded,butwerenotlimitedtothosesummarizedbelow:
Since we have special requirements (i.e., fridge trailers for produce; ability to provide steam for laundering/dry
cleaning, etc.) for our event we go wherever we can that will accommodate our needs. If Harris County and Reliant
Parkcanaccommodateourneeds,wewouldconsiderbringingoureventthere.
154
We want a central location where guests can eat, shop and walk around. San Antonios Riverwalk is a really good
example.ReliantParkmaybetoofarfromentertainmentoptionstobeaviableconsideration.
Needmorehotelroomswithinwalkingdistance.
DontknowaboutHarrisCountyorReliantParkandhaveneverheardanyonesayanythingpositiveornegativeabout
it.Atthesametime,wedontwanttoruleoutanydestinationwithoutfirstlookingatthem.Ourfirstpriorityisfacility
sizeandnearbyhotels.Weliketouristylocations,butitisnotatoppriority.
HavelookedatReliantParkinthepastandthoughtthefacilityanddestinationpackagewasexcellent.Theonlyconflict
was that a large recurring event occurs within the same month our event is held and takes up a significant chunk of
dateavailability.Ifourdateswereavailable,wewoulddefinitelybringoureventtoReliantPark.
Summary
Basedontheresearchsummarizedhere,thereareseveralkeypointsthatimpactthepotentialmarketsupportforthefuture
needforexhibitionandmeetingspace.
ReliantCenterhashostedasignificantnumberofexhibitionhallutilizationdaysoverthepastfiveyears,rangingfrom
352daysto451days.ThisreflectstheCentersabilitytoaccommodatenumerouseventsconsistingofmultipleevent
daysandmultipleconcurrentevents.Consumershowscompriseanaverageof46percentoftotalannualeventdaysat
ReliantCenter.
Attendance at Reliant Center events has steadily increased over the past several fiscal years from approximately 1.4
million in fiscal year ending 2006 to over 1.7 million in fiscal year ending 2011, driven largely by attendance at the
HLSR. Convention and trade show event attendance represents a small share of overall complex attendance, and has
remainedlargelyconstantduringthistimeperiod.
ReliantCenterexhibithalloccupancyrateshaveexperiencedaslightdeclineduringthepasttwofiscalyearsafterasix-
yearhigh60.5percentexhibithalloccupancyrateinfiscalyearending2009.ReliantCenterexperienceda48.3percent
occupancyrateinfiscalyearending2010and44.1percentoccupancyrateinfiscalyearending2011.Thesecompareto
George R. Brown Convention Center occupancy rates of 48.5 percent, 45.1 percent and 48.2 percent exhibit space
occupancyrateinfiscalyear2009,fiscalyearending2010andfiscalyearending2011,respectively.Astheeconomy
155
continuestoreboundinthecomingyears,itisreasonabletoexpectthatReliantCenterslargelyconsumershowbased
eventswillallowthefacilitytogenerateoccupancyratesabove50percent.However,consideringtheexcesscapacity
availableattheGRBCC,itmaybedifficultforReliantCentertoattractasignificantnumberofincrementalconventions
and trade show events that oftentimes prefer downtown convention facilities with greater access to hotel inventory
andentertainmentoptions.
Over the period analyzed, between 59 and 80 percent of overall Reliant Center event activity used no more than
300,000 square feet of exhibit space. Monthly occupancy rates at Reliant Center vary greatly, ranging from the high
occupancy rates in January through April to the low occupancy months of July through December. Some of the large
events that create the high occupancy rates during the early part of the calendar year include the HLSR, the Houston
AutoShow,andtheHoustonRVShow.OTCoccupiesasignificantamountofReliantCenterexhibitspaceinApriland
May.FromJunethroughDecember,ReliantCentergenerallyhassignificantexcessexhibithallcapacity.
In terms of total exhibit space offerings McCormick Place in Chicago, Illinois offers the largest space of the facilities
reviewed, with nearly 2.6 million square feet, while the New Orleans Morial Convention Center offers the largest
contiguousspacewithnearly1.2millionsquarefeetofexhibitspace.Onaverage,thelargestcontiguousexhibitspace
available among the competitive and comparable facilities reviewed is approximately 477,700 square feet, while the
total available exhibit space averages approximately 690,400 square feet. Reliant Center ranks sixth among the 17
facilitiesreviewedintermsoftotalexhibitspace,andoffersthefourthmostcontiguousexhibitspace.

156
5.4On-SiteHotel
HarrisCountyMarketAnalysisConventionHotels
There are approximately 2,030 hotel rooms within one-half mile of Reliant Park, and the largest hotel property is the 630-
roomCrownePlazaHoustonReliantPark/MedicalCenter.OnlyKansasCity,Missouri(2,020rooms),LosAngeles,California
(1,685rooms)andChicago,Illinois(1,090rooms)offerfewerhotelroomswithinone-halfmile,andallofthesemarketsarein
theprocessofaddingadditionalhotelrooms.Aspreviouslymentioned,themajorityofhotelpropertieswithinone-halfmile
ofReliantParkarelimitedserviceproperties,orpropertiesthatdonotofferanon-siterestaurant,andmuchofthisinventory
isutilizedbyTexasMedicalCenterbusiness.Whilethesepropertiesaregenerallysufficient(andsometimespreferential)for
budget conscious attendees, a greater mix of full-service hotel properties with a significant committable inventory of rooms
forReliantParkmaybenecessarytoattractagreatershareofnon-localconventionandtradeshowevents.
By comparison, there are approximately 3,250 hotel rooms within one-half mile of the George R. Brown Convention Center,
includingthe1,230roomHiltonoftheAmericas.Onaverage,thereareapproximately5,000hotelroomswithinone-halfmile
ofeventfacilitieslocatedinthecompetitiveandcomparablemarketsanalyzed.Plansforaddedhotelinventoryproximateto
theGRBCCcouldimproveitsabilitytoattractsuchevents.Mostoftheothermarketsthatofferfewerhotelroomswithinone-
half mile are significantly smaller than Houston in terms of population, corporate base, convention center size and other
characteristics.

157

1,031
1,089
1,327
1,685
1,700
1,828
2,017
2,027
3,251
3,776
3,940
4,169
5,617
6,486
6,594
8,317
8,614
9,354
10,544
0" 2,000" 4,000" 6,000" 8,000" 10,000" 12,000"
Birmingham,"AL"
Chicago,"IL"
Fort"Worth,"TX"
Los"Angeles,"CA"
Phoenix,"AZ"
Louisville,"KY"(KEC)"
Kansas"City,"MO"
Reliant"Center"
GRBCC"
Dallas,"TX"
Louisville,"KY"(KICC)"
Minneapolis,"MN"
Austin,"TX"
Indianapolis,"IN"
Denver,"CO"
Atlanta,"GA"
New"Orleans,"LA"
San"Antonio,"TX"
Anaheim,"CA"
Number"of"Rooms"
Average"="5,000"
Median"="3,860"
Note:"(1)"Includes"new"1,003Zroom"Marriott"Marquis"(expected"to"break"ground"midZ2012"and"open"in"2015)"and"296Zroom"Hyatt"Place"(expected"to"open"early"2013)."
Source:"Industry"publications,"Hotel"and"Lodging"Association"of"Greater"Houston,"2011."
HotelRoomsWithinOne-HalfMile
CompetitiveandComparableFacilitiesandMarkets
158
MarketDemandAnalysis
In order to provide a broad perspective of overall lodging trends and their impact on potential Reliant Center headquarter
hotel development, we have analyzed Smith Travel Research (STR) trends for the overall United States lodging market, and
evaluated the performance of a set of specific properties in Houston market area with relevance to the proposed project.
SmithTravelResearchisanationallyrecognizedfirmthatcollects,analyzesanddistributesoccupancy,revenue,demand,and
supplystatisticsforthelodgingindustry.Inaddition,aspartofthisanalysisthefollowingtaskshavebeencompleted
ReviewedexistingReliantCenterfacilities,aswellasproposedimprovementsintermsofimpactonperformanceofa
headquarterhotel.
Consideredexistingperformancemetricsforlargeconvention-orientedhotelsintheHoustonmarket.
Consideredtheperformanceoflargeheadquarterhotelsgenerallyinlargemarketsthroughoutthecountry.
Consideredbroadnationalhospitalitydemandandfinancialperformancemeasures.
MetwithReliantCentermanagementtodiscusstheproject.
In terms of market-wide demand and supply considerations, we note that there are plans in place to develop a new
headquarterhoteladjacenttotheGeorgeR.BrownConventionCenter.Thiswouldpotentiallyhaveapositiveimpactonevent
demandfortheBrown,andwouldalsoservetoattractsmallerin-housemeetingsandconferencestothemarket.
We also note that the downtown provides a distinct event attendee experience as compared to Reliant Center, and planners
lookingforanurbanexperiencewouldnottypicallyincludetheReliantCenterareaasapotentialeventsite.
Otherimportantfactorsincorporatedintothisheadquarterhotelanalysisincludethefollowing:
Historical recent data for occupancy levels, average daily rate (ADR) and revenue per-available-room (RevPAR) for a
setoflargeHoustonmarketareahotels.Thisinformationisusefulinputtingparametersaroundthepotentialrateand
ADRperformancelevelsfortheproposedReliantCenterproperty.
Thetypicalroomnightgenerationprovidedbyanadjacentlargeconventionandtradevenue.Itisnotuncommonfora
headquarterhoteldoderiveapproximately20percentofitsoverallroomnightdemandfromtheadjacentorattached
center. In addition, as much as 50 percent of the demand can originate from in-house events not tied to the center.
159
Finally,theremainingdemandcanoriginatefromdemandsourcesinthegeneralarea,includingtheextensivemedical
industrypresence.
TheseasonalityofdemandintheHoustonmarket,aswellastheinfluenceofmajortenanteventssuchasOTCandthe
HoustonLivestockShow&Rodeo.Theserecurringevents,alongwiththepresenceoftheNFL,canprovidean
importantbaseofannualdemand.
ThepotentialinvestmentintheproposedimprovementstoReliantCenter,andtheimpactonpotentialdemandlevels.
EstimatesoffinancialperformancepresentedhereinarepredicatedonimprovementstakingplacetoReliantCenter.
It is expected that the hotel will have stabilized operations at 68% occupancy during the third year of operations (2019). A
convention center hotel located at Reliant Center offers an opportunity to expand revenue generating opportunities at the
convention center by attracting corporate group and association group business. Meeting planners representing large
corporategroupsandlargeassociationgroupsgenerallydonotutilizeconventioncenterswhichdonothavecloseproximity
tohotelsthatcanaccommodatetheirgroupsforovernightlodging.Ingeneral,meetingplannerswishtoaccommodatetheir
meetingattendeesintwohotelsorless.Thevastmajorityofmeetingplannerswishtohouseallmeetingattendeesinasingle
hotel.Asinglehoteleasesgrouptransportationissues,offersthemeetingplannertheopportunitytodealwithasinglehotel
salesandmanagementorganization,andminimizespotentialguestissueswhengroupmembersarelocatedindifferinghotels
which likely have differing room quality, food & beverage facilities, amenities and customer service models. It is therefore
possiblethatalargeconvention/conferencehotelcouldattractsignificantin-housegroupbusiness,aswellassupportinghotel
needs from large Reliant Park users. Significant restaurant capabilities would have to be provided within and nearby the
hotel.
DevelopmentConsiderations
It is imperative to attract a first tier hotel brand to the convention center hotel. Companies such as Hilton, Hyatt, Marriott
andStarwood(SheratonandWestin)havethenationalandinternationalnamerecognitiontoattractguestsfromallcustomer
segments. In addition, each of these hotel brands has substantial national sales office organizations, which manage existing
contract relationships with group and association customers around the country. The sales effort for a convention center
similartothatsuggestedforReliantCenterwouldlikelybegin24monthspriortothehotelactuallyopening.Giventhatmany
groups and associations book convention center hotels as far out as five years before an event, having access to the existing
160
book of business of the selected hotel brand will provide an opportunity to stabilize hotel operations sooner than may
otherwiseoccur.
ThereareliterallyhundredsofhotelmanagementcompaniesinthedomesticU.S.However,ahotelofthesizecontemplatedat
Reliant Center would likely be corporately managed. That is, the corporate entity that controls the hotel brand would also
manage the hotel. This is somewhat different than most hotels which are managed by a company which uses a hotel brand
namebyacquiringalicenseforafranchiseandpayingthecompanywhichcontrolsthebrandnameafranchisefee.Ingeneral,
thecorporationswhichcontrolhotelbrandsareonlyfranchisehotelswhicharesmallerthan500rooms.
Inouropinion,themostsignificantparticipantintheconventioncenterhoteldevelopmentisthehotelbrand/operator.The
success of the hotel operation, measured in financial terms such as debt service coverage ratios, is dependent on the hotel
operators ability to generate revenue and flow-through to Net Operating Income. No other transaction participant has
nearlyassignificantaroletoplay.Inaddition,regardlessofthetypeofcapitalstructureemployed,notonlywillthequality
ofthehotelunderwritingbeassessed,butsowillhotelbrand/operatorincentivesandtheoperatorsparticipationinsome
formofcreditsupport.
Every large scale, municipally sponsored transaction completed in the last several years included a sizeable contribution by
thehotelbrand/operator.Thesecontributionshavemostoftentakentheformofkeymoneyanddebtserviceguarantees.It
is interesting to note that transactions initiated by hotel brands/operators, or developers in concert with hotel brands,
typically have had the least amount of financial contribution. The transactions that have included the highest hotel
brand/operatorcontributionshavebeenmunicipallysponsoredandcontrolled.
Inordertomaximizethepotentialfinancialcontributionofthehotelbrand/operator,itisessentialtoisolatetheselectionof
the hotel brand/operator from the selection of any other participant in the development management process. There are
otherbenefitsaswell.Byseparatingthehotelbrandfromthedeveloper,forexample,hiddendeveloperfeesareeliminated
and, more importantly, brand specifications for the hotel itself can be integrated into master planning, site selection and
spatial programming activities far earlier in the planning process than may otherwise occur. In addition, an early
announcement of hotel brand/ operator to the market will serve as an accelerant for Convention and Visitor Bureau and
conventioncentersales&marketingactivities.Thiswouldbeamosteffectivewaytoletthemeetingsmarketplaceknowthat
HarrisCountyismovingforwardwithaconventioncenterhotelinasubstantiveway.
161
CertainentitieswithinthedevelopercommunitywillseektoencouragetheCountytocreateanrequestforproposalprocess
fortheconventioncenterhotelthatcouldcolloquiallybecalledtheteamapproach.Underthisapproach,adevelopercreates
a team that includes architects, the prime contractor, the hotel brand/operator and others among what would be the many
professional entities that would be a part of a hotel development. In general, the developer seeks to have the hotel
brand/operatorexecuteanexclusivityagreementsothatthehotelbrand/operatorcannotparticipateonanyotherteamin
responsetoateamapproachrequestforproposal.
Thismethodishighlyeffectivefordevelopersthatareabletosecureexclusiveagreementswithhotelbrand/operatorentities.
Thereasonisthatthisapproachdrasticallyreducesthepoolofqualifieddeveloperswhocancompete.Thisissobecausethe
only hotel brands that are available for the convention center hotel are those that are not currently represented in the
market.Alternatively,hotelbrandsthatmaybeavailablecouldalsoincludethosethatareinthemarketareabutareoutside
the geographic area defined in the radius restriction covenants contained in the management contracts of these branded
hotels. For example, the Hilton brand may be unavailable not just because it is represented in the market but because it is
precluded,throughitsmanagementcontract,fromhavinganotherHiltonhotelwithinacertaindefinedgeographicarea.
By separating the hotel brand/operator selection process from the developer/builder selection process, the County will not only
generate a higher financial contribution from the hotel brand/operator, but it will expand the universe of potential developers and large
scale builders that can participate in the developer/builder selection process.

162
5.5FinancialProjections
TheprojectednetoperatingincomefortheproposedReliantParkMasterPlanissetforthinthechartbelow
163
5.6ConclusionsandRecommendations
It is recommended that the Replacement Arena Project be developed at an estimated cost of $385.4 million. This would
includeconstructionofthefollowingcomponents:
PerformanceArenawith8,00010,000fixedseats;
250,000squarefeetofexhibitionspace;
45,000squarefootballroom,withadditionalmeetingspace;
2,5003,000spaceparkinggarage;
Intermodaltransportationcenter;and
FestivalPlaza.
DependingupontheoptionselectedfortheAstrodome,additionalexhibitionspaceintheReplacementArenaProjectmaybe
required. By utilizing the Astrodome site as either the Multi-Purpose Facility or Astrodome Renaissance, floor space that
exceeds 300,000 square feet of covered, column-free, high ceiling space is retained for use by the OTC and other users
occupying Reliant Park. If the Astrodome is demolished for use as Reliant Park Plaza, or if the Status Quo is maintained, the
additional exhibition space proposed in the Astrodome Multi-Purpose Facility or the Astrodome Renaissance options would
notbeavailable.Although250,000squarefeetofexhibitionhallspacewouldbecreatedwiththeReplacementArenaProject,
approximately the same amount of space would be eliminated due to the demolition of the current arena. As a result, the
Master Plan would simply retain the exhibit space square footage that currently exists within Reliant Park if the Astrodome
floorcouldnotbeused.
Hotel
It is also recommended that HCSCC continue its efforts to secure a private developer for the on-site hotel. A hotel located
within the Complex would have a positive impact on Reliant Park. Events that require hotel rooms within close proximity to
theeventsite,whichincludemostlargeconventions,wouldbemorelikelytoconsiderReliantParkifthisdevelopmentwere
tooccur.Ashasbeendiscussedabove,thelackofhotelroomswithinone-halfmileofconventioncenterspaceisasignificant
164
hindrancebothatReliantParkandtheGeorgeR.BrownConventionCenter.Whileonehotelwouldnotcompletelyeliminate
thisissueatReliantPark,itwouldhaveadramaticimpactonthetypesofeventsthatcanbebroughttotheComplex.
Notwithstanding the foregoing, the HCSCC has stated that the on-site hotel would only be developed with primarily private
funding.Thus,thiscomponentoftheMasterPlanwouldrequireathirdpartytoconductitsownanalysisanddecidetoinvest
thecapitalnecessarytoconstructthehotel.

165
6.0 AstrodomeSiteFutureUse
Analysis
166
Aconsiderableamountoftimewasdevotedtoevaluatingvariousdevelopmentandoperationalscenariosforthefutureuseof
theAstrodomesite.Eachofthedevelopmentoptionswasevaluatedbasedonthefinancialandmarketviabilityofthepossible
option.ThefollowingoptionsforthefutureuseoftheAstrodomesitehavebeenconsideredindetailinthisreport:
MaintainStatusQuo
ReliantParkPlaza
theexteriorskin.
While all options require public funding, the Astrodome Renaissance option as considered herein may only be pursued if
the Astrodome Multi-Purpose Facility option is selected. Further, this option would only be considered if private sector
and/or philanthropic funding can be found to support construction and operations. The Astrodome Renaissance option
could be executed concurrently with the construction of the Astrodome Multi-Purpose Facility or at a point in the future.
Futureconstructioncostswouldbehigher.
167
Each of these potential options will be analyzed in detail in this section, including the projected costs associated with each
option.
6.1MaintainStatusQuo
Since 2008, Reliant Astrodome has been unable to host public events due to the lack of an
OccupancyCertificate.HLSRlastusedtheDomein2008tohostTheHideoutbuthasnotheldthe
Rodeooranyconcertperformancesinthefacilitysince2002.FollowingtheAstrosmovetoMinute
Maid Park in 1999, no professional sports team has been a tenant of the Astrodome. The HCSCC
spends between two and three million dollars annually on regular maintenance of the venue
includingfirealarmsystems,firesuppressionsystems,water-proofingandroof.Thesecostsdonot
includeperiodiccapitalexpenditures,suchasthe$750,000thatwasrequiredduetoafirethattook
placewithintheinterioroftheAstrodomein2011.ItisimportanttonotethatutilitiesforportionsoftheReliantParkcomplex
runthroughtheAstrodome.
TheproposedReplacementArenaProjectwouldincluderelocationoftheutilitiesthatcurrentlyflowthroughtheAstrodome,
alleviatingoneofthesignificantissueswithmaintainingthestatusquoofthefacility.However,inspiteofthisfact,theannual
maintenanceandperiodiccapitalneedsarelikelytoincreaseovertime.MaintainingstatusquooftheAstrodomealsofailsto
addressitsnegativeimpactonoperationsforReliantPark.Thevenuealsoisaneyesoreandapotentialsafetyhazard,which
negativelyimpactsmarketabilityoftheComplexandtheexperienceofallguestsattendingeventsatReliantPark.
Under this option, Harris County would continue to maintain the Astrodome in its present condition. The Astrodome would
remainclosedtothepublic,withonlymaintenanceworkersandsecurityguardspermittedtoentertoperformbasic,essential
maintenanceandsecurityactivities.TheAstrodomewouldnotgenerateanyincomeforHarrisCounty.
168
6.2ReliantParkPlaza
The Reliant Park Plaza would provide expanded space for outdoor events that are currently hosted on site and for potential
neweventsandfestivals.ThePlazawouldbedesignedtorecognizethecontributionsoftheAstrodomeoveritslifetoHarris
County, the surrounding community and the State of Texas. The work to be undertaken involves removal of any remaining
hazardous material, which still exists within the Astrodome. The structure would be taken down. Site utilities currently
supplying and passing through the building would be rerouted or moved to another location on site as required. The hole
createdbyrazingthebuildingwouldbefilledandpaved.CarruthPlazawouldberetainedandincorporatedintothedesignof
theReliantParkPlazaandpermanentrestroomsandconcessionbuildingswouldbeaddedontheperimeterofthePlaza.
The Plaza would be an ideal venue for outdoor fairs, festivals, performances, receptions and
events. Surrounding the Plaza would be plenty of pathways for strolling and green space for
relaxingortossingaroundafootballwithfamilyandfriendsbeforegametime.Asignaturewater
featurecouldserveasafocalpointofthePlaza.Aprogrammedfountainshow,designedtoevoke
memories of the historic Astrodome, could provide a fitting tribute to the landmark that once
stood there and a do not miss photo opportunity for visitors. At night, this impressive water
feature could light up, creating an eye-catching centerpiece and filling visitors with a sense of
wonderandexcitement.Publicartinstallations,someevenconstructedfromremnantsfromthe
demolished Dome, could inspire and energize the Plaza. When needed, the Plaza would double as additional parking and
supportfacilitiesforReliantParkevents.
BecausetearingdowntheAstrodomewouldremovetheiconthat(alongwithNASA)helped
putHoustononthemap,itmaybeunpopularwithmanyHarrisCountyresidents.However,
tearingdowntheAstrodomeandreplacingitwithaplazaareawouldhavepositiveimpactto
ReliantPark.ThevisualblightandsafetyhazardthatcurrentlyexistsbecauseoftheDomes
condition would be eliminated, creating flexibility for the sites future development. The
plaza area would allow for the hosting of a limited number of events each year such as
festivals,outdoorconcertseriesandsimilarevents.

169
SchematicDrawingsReliantParkPlaza

170
6.3AstrodomeMulti-PurposeFacility
The concept of this option is to preserve the Astrodome while creating a truly multi-purpose
facilitythatprovidesspectatoramenitiesandalargeopenandair-conditionedinteriorspacefor
hosting a wide variety of special events. Throughout the year, the multi-purpose facility could
featureaconstantlychangingrosterofeventsrangingfromlargespectatorevents,(e.g.HLSRs
Summer Festival or a high school football championship game) to conventions, exhibits, press
conferences, private parties, and support service activities thereby infusing the Dome with
energy,activityandeventsonceagain.Themulti-purposefacilitywouldalsoofferHarrisCounty
aspacious,ideallocationforfairs,festivals,performancesandothereventsbutwithonekeydifference:thelocationwouldbe
air-conditioned,whilepreservingthehistoricAstrodomeexperience.
A new event floor constructed at grade will support a flexible seating system used to
accommodateeventsofallshapesandsizes.Byaddingatheeventflooratgrade,theAstrodome
multi-purposefacilitywouldprovidesignificantsupportandstoragespacebelowtheslab,which
would, among other uses, could provide space for chilled water and rain water storage. This
would save significant operating expenses annually. On-site concession, retail and restrooms
areaswouldalsoservicethefacility.
This option could also provide the base for future development incorporating the concepts
discussedundertheAstrodomeRenaissanceinthefollowingsectionandpreservetheiconicstructure.

171

172
DesignProgram-AstrodomeMulti-PurposeFacility
Floorareabylevelanduses:
Level1-394,000squarefeet
Verticalcirculation
Festival/Exhibitionexpansion
Supportspace
Centralplant&chilledwaterstorage
Eventstorage
Staging,loadingandmarshaling
Level3410,000squarefeet
Multi-purposefloor
Permanentrestrooms
Foodandbeverageservice
Entrancetoleasablefloorsabove

173
SchematicDrawingsAstrodomeMulti-PurposeFacility

174
SchematicDrawingsAstrodomeMulti-PurposeFacility(continued)

175
SchematicDrawingsAstrodomeMulti-PurposeFacility(continued)

176
EventSet-UpsAstrodomeMulti-PurposeFacility(continued)

177

178

179

180

181

182

183

184

185

186

187
SummaryAstrodomeMulti-PurposeFacility
IntheAstrodomeMulti-PurposeFacilityoptiontheeventfloorwouldbeover300,000squarefeet,columnfreeandrisingtoa
heightofover200feet.TheresultingspacewouldbetrulyuniqueandwouldcreateneweventopportunitiesforReliantPark
as well as growth opportunities for existing events. Retaining the Astrodome as a multi-purpose facility in conjunction with
the Replacement Arena Project increases the total available exhibition space by nearly 33 percent, further expanding the
numberandtypesofeventsthatcanbebroughttotheComplexeachyear.ThisadditionalspacewillalsoallowtheComplexto
satisfy the needs of the OTC and will greatly enhance the likelihood that the OTC, will continue to use Reliant Park for this
eventthatisvitaltotheHarrisCountyeconomy.Throughtheuseofportableseating,thecolumnfreespaceishighlyflexible
andcapablefromsupportingalmostanyeventconfiguration.
ThisoptioncouldalsoprovidethebaseforfuturedevelopmentbyincorporatingtheconceptsdiscussedundertheAstrodome
Renaissance in the following section. Furthermore, this option would eliminate the visual blight and address safety and
securityconcernsregardingthefacility.Itwouldalsopreservetheiconicstructure.
By adding a the event floor at grade, the Astrodome Multi-Purpose Facility would provide significant support and storage
space below the slab, which would, among other uses, could provide space for chilled water and rain water storage. This
wouldsavesignificantoperatingexpensesannually.

188
6.4AstrodomeRenaissance
ThevisionoftheAstrodomeRenaissanceoptionistobecometheleadingentertainmentdestinationinHarrisCounty.Itwould
offeradiverseanduniquepackageofhospitality,retail,entertainment,educationalandfoodandbeverageoptionsthatwould
beanenhancementoftheAstrodomeMulti-PurposeFacility.TheAstrodomeRenaissanceassumesthattheAstrodomeMulti-
Purpose Facility would be developed first with the additional components being added when interest from third parties
justifiestheseconcepts.
The Astrodome Renaissance would target a broad base of visitors appealing to business, tourists and family markets with a
high level of repeat visitation. There are also opportunities for year round or seasonal experiential attractions, exhibits and
retailopportunitiestoenhancethemenuofcustomerofferings.Thesecanbedesignedtobecomplimentarytotheprograms
currentlybeingofferedbyboththetenants,whichwouldallowforredevelopmentthatwouldgreatlybenefitHarrisCounty,its
residentsandtheHarrisCountyarea.
TakingadvantageoftheenormousvolumeofspacewithintheAstrodome,newfloorswouldbeaddedattheperimeterofthe
structureabovethemaineventfloortohousetheRenaissanceimprovements.ThedevelopmentplanassumesthattheHCSCC
or a new entity created to operate the new facilities would develop the core and shell of the Renaissance space with the
individual tenants responsible for the interior construction and operation, similar to a typical shopping mall. To eliminate
conflicts,asoleprovidershouldoperatethefoodandbeverageservices.
An in depth assessment of this option has been completed to provide a comprehensive analysis of the menu of alternatives
available as well as a realistic assessment of the economics corresponding to each component idea. In order to achieve the
goalsoftheRenaissance,theteamrecommendsathree-stepapproach,asfollows:
(1) TheHarrisCountySportsandConventionCorporationandSMGshouldleverageandcapitalizeonexistinganchorsand
infrastructure.ReliantParkalreadyhasabuilt-in,activemarketwith+/-350eventdaysannually.ReliantParkishome
to Reliant Stadium, which offers a diverse list of annual events including the Houston Livestock Show and Rodeo,
HoustonTexans(NFL),TexasBowl(NCAA),majorevents(SuperBowl,FinalFour,WrestleMania),concerts,andfamily
shows. Reliant Center hosts the OTC, and multiple other trade and consumer shows throughout the year. Finally,
ReliantArenahostsconcerts,sportingeventsandtheequestrianeventsassociatedwiththeHLSR.
189
(2) The HCSCC should develop complements to the existing anchors to extend visitor length of stay and increase on-site
spending. This can be done through two primary modes retail, dining and entertainment (RD+E) and hotels. Retail
couldcomeintheformofdestinationanchorstores,mediumformatandspecialtyorboutiqueshops.Diningcouldbe
developedwithdestinationrestaurants,localinterestoutlets,andquick-servicefoodofferings.Finally,thecreationof
entertainmentoptionswouldcomplementtheretailandfoodandbeverageoptions,furtherdrivingvisitorstothesite,
beyondwhatisalreadyprovidedbytheexistingon-siteanchors.Othercomplementscouldcomeintheformofamajor
cinema, attractions, clubs and bars, or other indoor entertainment. The hotels and on-site accommodations will serve
to extend visitor length of stay and provide overnight options for business and convention visitors as well as sports,
leisureandattractionguests.
(3) The creation of new attractions could help to fully develop and
complete the build out of the Astrodome Renaissance program.
Thiscanbedonebydesigningentertainmentoptionsthatfitand
further complement the anchors and proposed RD+E and Hotel
components.
A multitude of attractions and experiences will create critical mass for
the Astrodome Renaissance and Reliant Park Complex. The complete
entertainmentofferingwillcombinefixedanchorattractions,multi-use
event space and other soft program fill attractions. It should offer a
variety of entertainment options and price points and capitalize on
sponsorship opportunities by utilizing the environment, events and
entertainment. Finally, the Astrodome Renaissance will provide the
opportunity to appeal broadly to multiple users (local and regional
residents,businessandleisurevisitors)andagegroupsinordertofully
activatethesite.

Full$
Renova+on$
and$
Repurpose$
Alterna+ves$
Hotels'+'Retail,'
Dining'and'
Entertainment'
(RD&E)'
Culturally'Driven''
STEM'Orienta@on'
ABrac@on'Driven'
190
DestinationDrivenProgramming
The location of Reliant Park requires the development
program to be destination oriented in nature. In other words,
the site needs to attract visitors through the actual program
elements as opposed to having patrons visit the site in
conjunctionwithanexistinguse.
Some of this targeted programming already exists as
illustrated in the graphic on the right. In order to be
economically sustainable, and be a consistent driver of traffic
toReliantPark,theprojectneedstobeprogrammedasamulti-
purpose project, maximizing the number of days and the time
ofdaysthatthesiteisactive.

Reliant(
Park(
Spor/ng(events(
Live(music(
program(mul/ple(
size(venues(
Blue(Man(Group,(
Cirque(de(Soleil(
and(other(traveling(
produc/ons(
Restaurant(and(
retail(district(
Hospitality(
(Themed(hotel(/(
Great(Wolf(Lodge)(
NonIprot(
culturally(themes(
aKrac/ons(
Indoor(
entertainment(
complex,(
aKrac/ons([Water(
based,(ice/snow(
based,(condi/oned(
space](
Mee/ng(spaces,(
conven/on(
business([EXISTING(
AND(IMPROVED](
191
ThechartbelowoutlinesthefundingoptionsavailablefortheAstrodomeRenaissance.

Reliant(Park(Redevelopment(Authority(
Site(Development(and(Building(
Redevelopment(
U:li:es( Parking( Build(Astrodome(Core(and(Shell(
Develop(new(mee:ng,(exhibi:on(and(exible(space(
Private(
Investment(
Retail,(Dining,(
Entertainment(
and(Events(
Hotel((s)(
Regional(
AJrac:ons,(
(reference(the(
AJrac:on(
Matrix)(
NonNprot,(
Cultural(
AJrac:ons(
Texas(Sports(
Museum(
Permanent(
Rodeo(Exhibit(
STEM(based(
exhibit(
Single(Operator(for(Food(and(Beverage,((Concessions,(and(Parking(
192
ConceptListandMatrix-AstrodomeRenaissance
The team has compiled and reviewed a set of potential entertainment attraction formats for the Reliant Park-Astrodome
Renaissanceproject.Eachoptionwasevaluatedbasedonitsmeritforthesitewithconsiderationgiventoanumberoffactors
includingBusinessModel(commercial,non-profit,corporate),Compatibility(schedulingfit,parkingdemand,sizeandscale),
andMarketContext(drawingpowerandcompetitiveenvironment),asshowninthematrixbelow.
Category Use Business/Model

1
Compatibility
2
Drawing/Power
3
Competitive/
Environment
4
Entertainment
Large&Scale Outdoor-Theme-Park Comm 3 8 7
Outdoor-Water-Park Comm 5 6 6
Spectacle-Attraction Comm 5 8 9
Medium&Scale Indoor-Theme-Park Comm 6 6 6
Indoor-Water-Park Comm 6 5 6
Indoor-Attraction Comm 7 5 7
Small&Scale Family-Entertainment-Center Comm 7 5 7
Corporate-Attraction Corp 9 4 6
Cinema Comm 8 6 5
Arts/Cultural Cultural-District NP/Comm 2 6 3
Theatre NP/Comm 6 5 4
Amphitheater NP/Comm 5 5 4
Museum/Science-Center Children's-Museum NP 7 4 4
Natural-History-Museum NP 7 4 4
Science-Center NP 7 4 4
Houston-History-Museum NP 8 3 4
Sports Sports-Academy NP/Comm 4 3 5
Rec/Tournament-Field-Complex NP/Comm 2 5 5
Houston-Sports-Hall-of-Fame NP/Comm 9 3 7
Center-for-Sports-Medicine NP/Comm 9 3 5
Education/Training STEM-Center NP 8 3 6
Art-Institute NP 5 2 4
Culinary-Institute NP 5 2 4
Medical-Institute NP 6 3 4
Wildlife-Attraction Zoo NP 3 6 3
Aquarium NP/Comm 6 6 3
Oceanarium NP/Comm 3 6 4
Industry Movie-Studio Comm 3 2 7
Community Events-Plaza NP/Comm 8 4 7
Footnote:
*Arena,-Convention-and-Conference/Meeting-Space-assumed-to-be-covered-as-part-of-Step-1-and-2-programming.
1-Y-NP-=-NonYprofit;-Comm-=-Commercial;-Corp-=-Corporate
3-Y-Drawing-power-based-on-consideration-of-attractiveness-to-the-resident-and-tourist-market.-1-=-low-drawing-power.-10-=-high-drawing-power.
4-Y-Competitive-environment-based-on-level-of-competition-within-the-Houston-local-and-regional-market.-1-=-strong-competition.-10-=-weak-competition.
Source:-ECA
Market/Context
2-Y-Compatibility-rank-based-on-consideration-of-the-attraction-or-facility's-scheduling-fit,-parking-demand,-relative-size/scale-with-the-existing-and-proposed-program-at-Reliant-Park.-1-=-low-compatibility.-10-=-high-
compatibility.
193
Below are more detailed analyses of the primary components that have been proposed and considered to be included in the
completerenovationoftheAstrodome.Someoftheconceptsareworthconsideringinmoredetail,whileotherswouldnotbe
goodfitsgivencostand/oroperatingconstraints.
Science,Technology,EngineeringandMathematics[STEM]Programming
Transforming the Astrodome into a magnet of Science, Technology, Engineering and Mathematics (STEM) education and
transformative experience, the programming in this theme would promote Harris Countys role as a leader in both informal
andformalSTEMeducationandindustry.Interactiveattractions,programsandeventsfocusedonSTEMwouldofferhands-on
opportunities for locals and visitors to explore, discover, play and learn. The Astrodome itself would become a landmark of
applied technology and engineering in creating a responsible and sustainable environmentfrom solar panels on its roof to
pointofusewatertreatmentandheating.
Multiple opportunities exist within the Astrodome itself. A Science Center (similar to the Centerof
Science and Industry (COSI) in Columbus, Ohio) would offer edutainment exhibits, state-of-the-art,
flexible labs and classrooms to support a variety of programming, unique evening and holiday
eventssuchassleepoversandcamps,andaflexible,multi-usetheaterspace.AninteractiveEnergy
Exploratorium centered on fossil fuels as well as energies of the future could tell Harris Countys
story as the Energy Capital of America in a way that stimulates curiosity and STEM exploration
throughhighlyimmersiveandinteractiveexhibitsandprogramming.
In a nod to Harris Countys aeronautical heritage, a branded educational space experience like
SesameStreetPresents:ThePlanets or a NASA KidsSpacePlace would allow children to explore the
science of the universe at a very young age in a relatable, immersive environment. A Museum of
Technology and Innovation would inform, provoke thought and motivate people of all ages with
content and programs centered on the regions scientific and technological innovations and
contributions. A Technology and Innovation Hall of Fame would showcase the work of Harris
Countys many corporate and individual leaders in STEM fields, including Nobel Laureate Richard
SmalleywhodiscoveredBuckyballs.
194
State-of-the-artofficeandincubationspaceandacutting-edgeconferencecenterwouldmakethe
Astrodome a hub for STEM focused non-profit foundations, community education outreach, city
wide teacher training and professional development, corporations, start-ups and university
programs (from neighboring universities like Rice University and University of Houston). By
providingflexiblespacedesignednotjusttoaccommodatesuchdiversegroupsbutincubateand
encourage relationship building, the Astrodome could become the apex for STEM development
across disciplines and industries in Harris County. Special STEM events such as science fairs,
robotics competitions and STEM symposiums could provide an ever-changing mix of STEM activities, beckoning guests to
returnagainandagain.
TheoriginalMasterPlanpresentationproposedthataplanetariumserveasthefocalpointfortheSTEMactivities.However,
this analysis indicates that the planetarium concept is unsupportable, given the presence of the existing Burke Baker
Planetarium.
195
SummaryofScience,Technology,EngineeringandMathematics[STEM]ProgrammingOptions:

196
SummaryofScience,Technology,EngineeringandMathematics[STEM]ProgrammingOptions(continued):

197
TexasExperienceProgramming
ThisthemewouldbringtheheartofTexastotheheartofReliantPark.FlankedbyReliantStadium,homeoftheTexans,and
the worlds largest livestock show, the HLSR, the landmark Astrodome would be the perfect setting for the ultimate Texas
Experience. The Texas state tourism slogan is "Texas: It's like a whole other country." Here, guests would find themselves
delightfully immersed within the great, expansive country of Texas all under one roof. From history and culture to BBQ,
musicandsports,visitorswouldsee,feelandsavorwhatitmeanstobeTexan.
TheTexasExperiencecouldbeginwiththeMuseumofTexasCulture,whereinteractiveexhibits
and specialized programs tell a constantly evolving story of Texas culture and traditions.
Special cultural events including kicker dancing lessons, Folklorico performances and
Oktoberfest could be celebrated at the Museums Texas Cultural Center, a venue for music,
theatrical and literary performances as well as workshops, lectures and educational seminars.
AfterabsorbingTexasculture,guestscouldstepbackintimeinWildWestWorld,wheretheold
west would unfold before their eyes! Attractions and shows could bring to life the history,
legendsandloreofTexasandthewesternfrontier.
With highly interactive media, including high-definition holographic effects, and immersive technology, a
TexasSportsExperiencewouldcommemorateTexassportshistoryandlegends.Guestscouldcyclealongside
LanceArmstrong,boxwithGeorgeForemanandgetgolfingtipsfromLeeTrevino,amongotherTexasgreats.
Longacenterofmusicinnovationandatopfilmmakingstate,aTexasFilmandMusicHallofFamewouldpay
homage to the impressive contributions Texans have made to the music and film industries. Updatable
exhibitscouldexplorethehistory,legaciesandcontributionsTexashasmadetoallformsofmusicandfilm.A
state-of-the-art performance venue would host live music events and film screenings, including special
featuresofpastandpresentfilmssetinTexas.

198
Devotedexclusivelytothesportofrodeo,aHoustonLivestockShowandRodeoMuseumcouldofferyear-
round excitement and inspiration via hands-on exhibits and extensive collections of memorabilia. An
authenticHoustonLivestockShowandRodeoStorecouldextendthemuseumexperience,offeringaone-of-
a-kindcollectionofmerchandiseandsouvenirs.
Througheducationalprogramsandexhibits,aTexasMuseumofIndustrywouldpreserveandshowcasethe
industrial and technological heritage of Texas, including Texas powerful presence in the energy,
informationtechnology,oilandnaturalgas,aerospace,biomedicalresearch,fuelprocessing,electricpower,
agriculture,andmanufacturingindustries.
Guests would also be enticed by a collection of uniquely Texan shopping, dining and nightlife
offerings. A Texas Market could showcase culture, products and delicacies exported from regions
aroundTexas.AftersamplingJalapenoJellyandstockinguponwesternwear,guestscouldgettheir
BarbacoaorcowboystylefixatTheRound-up,aBBQrestaurantservingacornucopiaofSouth,East,
Central and West Texas fare and then head over to a Saloon to learn the Texas Two-Step or Austin:
Live,anintimatelivemusicvenue,togroovetoindierock.TheSamHoustonRevue,aTexanmusical
comedyrevueanddiningopportunity,couldtellthestoryoftheTexasRevolutionandtheresulting
short-livedRepublicofTexas.
A Texas Nighttime Spectacular, a stunning show under the Dome would feature digital projection,
sound and special effects guaranteed to thrill and leave lasting memories of a full day and night of
trueTexasentertainment.
199
SummaryofTexasExperienceProgrammingOptions:

200
SummaryofTexasExperienceProgrammingOptions(continued):
201
202
NOTE:AppendixIIIcontainsalistofadditionalmuseumattractionsconsideredinthisstudy.

203
AstrodomeHistoryProgramming
This theme would honor the Astrodomes rich sports, entertainment and architectural legacy. Guests
couldtravelbackintimeviaTheAstrodomeExperience,aticketed,free-flowattractionthatwouldallow
guests to explore more than 50 years of Dome history through a slate of immersive experiences. Here,
artifacts,interactiveexhibits,mediadisplays,andhands-ondemoswouldhighlightunforgettableathletes
andperformers.LargeLEDpanelswouldfeatureanendlessloopoftheAstrodomesgreatestsportsand
entertainmentperformancesfromtheBattleoftheSexestotheCougarsupsetofUCLAtoElvisinconcert.
OnJudgesTour,guestswouldgetanexclusiveall-access,behind-the-sceneslookattheAstrodomewhile
learning about the history of the Astrodome, and the man behind it (Judge Hofheinz). Highlights of the
tourcouldincludeavisittotheJudgesexclusiveapartmentaswellastheAstrodomeschapel,tiltroom,
bowling alley, barbershop, Polynesian room and the presidential suite. Additional tours offered could
includearchitecturalandsportshistorytours,amongothers.
A gift shop would sell unique Astrodome relics and keepsakes, including AstroTurf, souvenir programs,
booksandphotographs.TheAstrodomecouldalsohostafullyfunctioning,state-of-the-artBroadcastStudio.
Here, television hosts and radio DJs could interview Harris Countys sports legends of yesterday and today,
recap Texans games and report on the goings on at the HLSR. Visitors could catch a glimpse of the action
throughthestudioswindowsoraspartofalivestudioaudience.
In a tribute to its predecessors Astrodomain and Astroworld, an indoor world-class
retail,diningandentertainmentcomplexwouldofferanarrayofoptionsdayandnight.
It would be a great place to catch a film, mingle over cocktails or enjoy a relaxing meal under the
Astrodome with family and friends after a day of visiting. An indoor theme park could be home to the
worldslargestindoorFerriswheel(surpassingthe125foothighwheelattheI-XCenterinCleveland),a
rollercoasterandotheramusementparkridesandattractions.
204
SummaryofAstrodomeHistoryProgrammingOptions:

205
Entertainment/EdutainmentProgramming
Intendedforbothafternoontripsandalldayexcursions,theAstrodomesentertainmentofferingsin
this theme would create fun, excitement, and learning in an environment that encourages parents
andchildrentoexploreandplaytogether.
FamilyfunturnsaquaticattheWaterDome,anindoorwaterpark,filledwithentertainingchildrens
water-playareas,exhilaratingslides,poolsandalazyriver.TheSnowDome,abreathtakingindoor
world of outdoor wintry landscapes and awe-inspiring ice statuaries, would bring year-round
winterfuntoHarrisCounty.Asnowpark,slides,sledruns,skatingpondandicemazewouldbejust
some of the attractions featured in this icy wonderland. Adventurous families would find outdoor thrills indoors at the
AdventureDome, a unique experience that would combine high-adrenaline recreational activities and hands-on experiential
learning,includingrockclimbing,ziplining,aropescourseandaskydivingsimulator,allundertheDome
Kids and their parents could get hands-on with entertainment that enriches and inspires at
branded childrens experiences such as LEGOLANDDiscoveryCenter, the ultimate LEGO playland,
complete with LEGO models of local landmarks, interactive rides, and a 4-D cinema, and The
Crayola Factory, an immersive and colorful creative space full of interactive and imaginative art
projects. For the littler ones, attractions like a Sesame Place or Nickelodeon Fun Zone would
magicallybringcharacterstolifewithrides,showsandattractions.Familydiningestablishments
likeRainForestCafwouldserveupfamilyfriendlyfare.
Flexible, world-class performance spaces would attract live music entertainment, ranging from local performers and
musicians, as well as globally recognized blockbuster acts. A state-of-the-art cinema would be a perfect place for nighttime
activities
A sportsplex would offer a wide variety of traditional recreation activities: a state-of-the-art
fitness center, indoor turf fields, batting cages, driving ranges, a dance studio, and more, all
availableforlessons,leagueplay,tournamentsandfacilityrental.
AttractionDrivingProgrammingwillhavestrongmarketappealasitwillcreatepotentialappeal
from outside Harris County and bring visitors to the area from outside the region. It will also
206
provide a unique attraction for Harris County residents, all on a year-round basis. Because of the nature of the attractions
proposed, the lack of themed attractions in the region will be addressed. However, as discussed above, access limitations
during other Reliant Park events like Texans games, the HLSR and the OTC and other conventions will restrict the ability to
generaterevenuesaspatronswillmostlikelynotbeabletoattendtheattractionsona365-dayperyearbasis.
SummaryofEntertainment/EdutainmentProgrammingOptions:

207
SummaryofEntertainment/EdutainmentProgrammingOptions(continued):

208
Summary(CulturalandEducationDrivenProgramming)
The addition of cultural programming and components within the Astrodome creates the potential for additional similar
attractionsinthefutureandthusastrongcomplimenttotheexistingMuseumDistrictnearby.Thesetypesofattractionsalso
creategoodpublicrelationsopportunitiesandsupportpolicyandpoliticalagendasduetotheirphilanthropicnature.Because
Reliant Park does not have these types of attractions currently, the addition of these venues would bring a new type of
attendeetotheParkandexpandtheannualattendanceandallowforadditionaleventseachyearaswell.
There are concerns that exist with museum and cultural attractions in that they generally are expensive to build and are
commercially challenging as they usually operate at negative cash flow. They thus would require supplemental funding
throughfoundationsorsimilarorganizationsandalsowouldrequirethecreationofsupportstaffandrelatedinfrastructureto
operate on a daily basis. This too is difficult and would require the efforts of a wide range of companies, organizations and
individuals. The nearby Museum District, which could serve as a strong compliment to this programming would need to be
includedinthedevelopmentplansasitwouldbeimperativetoavoidcompetingattractions.
FlexibleSpaceandSeasonalOverlays
Flexible event space would create new opportunities for changing attractions and exhibits and support facilities for Reliant
Park events. Ongoing performing arts events, festivals and art installations would infuse the Dome with international energy
andspirit.ThelookandfeeloftheAstrodomewouldmorphandchangewithseasonaleventsandholidays.Lighting,audio,
faade,dressinganddigitalprojectionscouldenhanceandtransformpublicspaces,activatingandshapingtheenvironment.
SummaryofFlexibleSpaceandSeasonalOverlaysProgrammingOptions:

209
ConferenceCenterandHotel
100,000 square feet of high-end configurable meeting and event space with an eco-friendly
design, complete sound separation between rooms, and on-site complete food and beverage
service would address important facility selection criteria for most convention, conference,
meeting and trade show planners. Connected to the Conference Center, a hotel could offer a
balance of full-service resort/spa and meeting/convention hotel, including a pool, spa, fitness
centerandbusinesscenter.
The Conference Center/Hotel would also provide additional support facilities for Reliant Park events, including the OTC,
TexansgamesandHoustonLivestockShowandRodeoactivities.Asdiscussed,elsewhere,thereisalackofhotelroomswithin
close proximity to Reliant Park, and those that currently are available are limited service hotels that are not acceptable to
typical attendees at conventions and trade shows. In order to determine the size and brand of the hotel as well as the
conferencespacethatwouldbeaddedthroughtheredevelopmentprocess,muchfurtheranalysiswillbeneeded.
The Retail, Dining & Entertainment components would also enhance the existing businesses within Reliant Park. However,
selecting the right components that complement each other as well as the existing anchors is essential to the success of the
Astrodome Renaissance. Offering more food and beverage options for the game, rodeo and other event attendees would
enhance the overall guest experience. Additionally, the RD+E programming could foster future development as well, by
increasingtheannualattendanceatReliantParknewprojectsbothwithinandadjacenttotheParkwouldwanttocapitalize
onthenewfoundlifeintheAstrodome.
SummaryofConferenceCenterandHotelProgrammingOptions:
210
PhaseIProgram-AstrodomeRenaissance
BasedontheproposedstrategyforReliantParkandtheAstrodomeRenaissanceasoutlinedearlier,thepreliminaryoverview
of the Harris County market (resident and tourist and competitive) as well as the review of benchmark attractions and
subsequent concept ideas matrix, the project team has outlined a preliminary Phase I Program, with the projected costs
relatedtothedevelopmentofthisPhaseincludedaswell.Thesecosts,whicharesetforthinthetablebelow,assumethatthe
Astrodome Multi-Purpose Facility option was selected and the core and shell elements were constructed in order for the
developmentoftheindividualcomponentstotakeplace.

SF Project*Cost Cost/SF [/]*Core*&*Shell [/]*Adjustment Buildout*Cost/SF
Revised*Project*
Cost
Retail
Anchor 50,000 8,750,000 $3333333333 3 175 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 75 3333333333333333333333 3,750,000 $3333333333 3
Medium 50,000 8,000,000 $3333333333 3 160 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 60 3333333333333333333333 3,000,000 $3333333333 3
Small 50,000 7,000,000 $3333333333 3 140 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 40 3333333333333333333333 2,000,000 $3333333333 3
Subtotal 150,000 23,750,000 $333333333 158 33333333333333333333 8,750,000 $3333333333 3
Food3&3Beverage
Destination 40,000 8,000,000 $3333333333 3 200 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 100 33333333333333333333 4,000,000 $3333333333 3
Local3Mid5Size 60,000 10,500,000 $333333333 175 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 75 3333333333333333333333 4,500,000 $3333333333 3
Small 25,000 3,750,000 $3333333333 3 150 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 50 3333333333333333333333 1,250,000 $3333333333 3
Subtotal 125,000 22,250,000 $333333333 178 33333333333333333333 9,750,000 $3333333333 3
Entertainment
STEM5Related3Museum/Attraction 40,000 35,000,000 $333333333 875 33333333333333333333 100 33333333333333333333 125 33333333333333333333 650 33333333333333333333 26,000,000 $333333333
Indoor3Attraction 40,000 20,000,000 $333333333 500 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 400 33333333333333333333 16,000,000 $333333333
Subtotal 80,000 55,000,000 $333333333 688 33333333333333333333 42,000,000 $333333333
Educational/Research
STEM3Center 70,000 30,000,000 $333333333 429 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 329 33333333333333333333 23,000,000 $333333333
Subtotal 70,000 30,000,000 $333333333 429 33333333333333333333 23,000,000 $333333333
Hotel/Conference3Center
Hotel3(1253Rooms) 92,000 25,000,000 $333333333 272 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 172 33333333333333333333 15,800,000 $333333333
Conference3Center 140,000 49,000,000 $333333333 350 33333333333333333333 100 33333333333333333333 5 3333333333333333333333333 250 33333333333333333333 35,000,000 $333333333
Subtotal 232,000 74,000,000 $333333333 319 33333333333333333333 50,800,000 $333333333
TOTAL 657,000 205,000,000 $***** 312 ******************** 204 ******************** 134,300,000 $*****
211
Asdiscussedearlier,thegoalisforeachofthecomponentstoworktogether,complementingnotonlyeachother,butalsothe
existing anchors on the site. The proposed program will help extend visitor length of stay and increase on-site spending
through the addition of Retail, Dining, and Entertainment (RD+E), hotels and various entertainment options that fit and
furthercomplementtheanchors.
BusinessModels-AstrodomeRenaissance
Thepotentialbusinessmodelsforthesuggestedentertainmentcomponentsareoutlinedinthisfollowingsection.Twosetsof
attraction business models are outlined Core-Phase I attractions, which could be part of the initial Astrodome Renaissance
MasterPlanandPhaseIIattractions,whichcouldbeincorporatedintoalongertermmasterplan.Duetocostsrelatedtothe
planetariumandtheconsensusamongtheconsultantteamthatanattractionofthattypewasnotideal,itwasnotincludedin
the Phase I components set forth below. The Museum of Natural Science currently has a planetarium, further strengthening
thebeliefthatasecondfacilityofthattypewouldnotbesuccessfulattheAstrodomesite.

212
EntertainmentBusinessModels(PhaseICoreAttractions)-AstrodomeRenaissance
Market'and'Economic'Characteristics
STEM4related'Attraction/'
Museum
Concept
Sizing&Range&(footprint) 30,000&4&50,000&sq.ft.
Pricing&Model&(gated/non4gated) pay4one4price
Average&Length&of&Stay&(range) 2&4&3&hours
Concept&Positioning Family&market.&Education4based&
potential
Attendance'Potential
Attendance/Visitation&Range 100,000&4&500,000
Financial
Business&Model non4profit
Headline&Price&(midpoint&of&range) $15.00
Admissions&Yield&Range 40%&4&60%
Per&Capita&Expenditure&Range $6.00&4&$12.00
(incl.&admissions,&food&&&beverage,&merchandise,&other)
Total&Revenue&Generation&(range) $600,000&4&$6&million
(based&on&medium&attendance/per&capita&range)
Operating&Margin&(%&NOI/EBITDA) (20%)&4&(50%)
(based&on&earned&income)
Investment
Preliminary&Investment&Level&(based&on&industry&standards) $20&4&$50&million
(cost&of&attraction&development&only,&no&additional&allocation&for&land&or&
infrastructure&development&costs)
Development'and'Operations
Developer/Operator
Joint&Venture&
(HCSCC/SMG/Operator)
Source:&ECA
Examples
California&Science&Center,&AMNH,&
Johnson&Space&Center
213
EntertainmentBusinessModels(PhaseICoreAttractions)-AstrodomeRenaissance(continued)
Market'and'Economic'Characteristics
Concept
Sizing&Range&(footprint)
Pricing&Model&(gated/non7gated)
Average&Length&of&Stay&(range)
Concept&Positioning
Attendance'Potential
Attendance/Visitation&Range
Financial
Business&Model
Headline&Price&(midpoint&of&range)
Admissions&Yield&Range
Per&Capita&Expenditure&Range
(incl.&admissions,&food&&&beverage,&merchandise,&other)
Total&Revenue&Generation&(range)
(based&on&medium&attendance/per&capita&range)
Operating&Margin&(%&NOI/EBITDA)
(based&on&earned&income)
Investment
Preliminary&Investment&Level&(based&on&industry&standards)
(cost&of&attraction&development&only,&no&additional&allocation&for&land&or&
infrastructure&development&costs)
Development'and'Operations
Developer/Operator
Source:&ECA
Examples
Indoor'Attraction
25,000&7&75,000&sq.ft.
pay7one7price
3&7&5&hours
Children's/family&market.&
Education7based&potential
250,000&7&750,000
commercial
$20.00
50%&7&60%
$15.00&7&$20.00
$4&7&$15&million
20%&7&35%
$15&7&$30&million
Joint&Venture&
KidZania,&WonderWorks,&LEGO&
Discovery,&Sesame&Workshop,&
SeaLife&Center
214
DesignProgram-AstrodomeRenaissance
Floorareabylevelanduses:
Level1394,000sf
Verticalcirculation
Festival/Exhibitionexpansion
Supportspace
Centralplant&chilledwaterstorage
Eventstorage
Staging,loadingandmarshaling
Level2170,000sf
Undevelopedspace
Verticalcirculationforeachbuildingquadrant
Level361,200sf
Eventsplaza&spectacleattractionspace
STEM-relatedattraction
Mediumretail
Localmid-sizefoodandbeverage
Entrancetofloorsabove
Level4127,000sf
Corridorsandplaza
Anchor,mediumandsmallretail
Localmid-sizeandsmallfoodandbeverage
215
Level5125,500sf
Education/researchplaza&attractionspace
Corridorsandplaza
ConferenceCenter
Anchor,mediumandsmallretail
Destinationandsmallfoodandbeverage
Level6124,500sf
Education/researchplaza&attractionspace
Corridorsandplaza
ConferenceCenter
Mediumandsmallretail
Localmid-sizeandsmallfoodandbeverage
Level7125,500sf
Hotel
Indoorattraction
Corridorsandplaza
Hotel
Mediumandsmallretail
Destination,localmid-sizeandsmallfoodandbeverage

216
SchematicDrawingsProposedAstrodomeRenaissanceProgram

217
SchematicDrawingsProposedAstrodomeRenaissanceProgram(continued)

218

219

220

221
FinancialProjections-AstrodomeRenaissance
As shown below, there is potential for the proposed Phase I programming to generate moderate profits for the third party
operations.Whethertheoperatingprofitstranslatepositivelytooveralleconomicperformancewillultimatelydependonthe
leases/operating agreements that are executed, as well as the type of financing and related costs to develop each of the
concepts.TheSTEMfacilityandrelatedattractionswillalmostcertainlyoperateatalossandwillrequireeithercorporateor
philanthropicsupporttosustainoperations.

SF
Retail
Anchor 50,000
Medium 50,000
Small 50,000
Subtotal 150,000
Food8&8Beverage
Destination 40,000
Local8MidASize 60,000
Small 25,000
Subtotal 125,000
Entertainment
STEMARelated8Museum/Attraction 40,000
Indoor8Attraction 40,000
Subtotal 80,000
STEM8Center 70,000
Subtotal 70,000
Hotel8(1258Rooms) 92,000
Conference8Center 140,000
Subtotal 232,000
TOTAL 657,000
Gross0Revenues Operating0Margin NOI
40,000,000 $888888888 5.0% 2,000,000 $8888888888 8
30,000,000 $888888888 5.0% 1,500,000 $8888888888 8
25,000,000 $888888888 5.0% 1,250,000 $8888888888 8
95,000,000 $888888888 4,750,000 $8888888888 8
10,000,000 $888888888 7.5% 750,000 $8888888888888
12,000,000 $888888888 7.5% 900,000 $8888888888888
6,250,000 $8888888888 8 7.5% 468,750 $8888888888888
28,250,000 $888888888 2,118,750 $8888888888 8
3,250,000 $8888888888 8 A35.0% (1,137,500) $888888888 8
8,000,000 $8888888888 8 25.0% 2,000,000 $8888888888 8
11,250,000 $888888888 862,500 $8888888888888
5,000,000 $8888888888 8 A50.0% (2,500,000) $888888888 8
5,000,000 $8888888888 8 (2,500,000) $888888888 8
5,560,547 $8888888888 8 31.5% 1,750,000 $8888888888 8
2,500,000 $8888888888 8 10.0% 250,000 $8888888888888
8,060,547 $8888888888 8 2,000,000 $8888888888 8
147,560,547 $000000 4.9% 7,231,250 $000000000
222
Summary-AstrodomeRenaissance
Theretailandfoodandbeveragecomponentswilldeterminetheultimatefinancialsuccessofthevenue.Forthepurposesof
these financial projections, it was assumed that the rent and occupancy costs for the retail and food and beverage
programming elements were roughly $37 per square foot and that third party operators would pay rent to the HCSCC. The
rent form the tenant leases would be used to fund the capital costs required to construct the core and shell spaces and
operatetheRenaissanceimprovementswithintheMulti-PurposeFacility.Theprojectedannualrentthatcouldbeanticipated
fromthethirdpartytenantsinPhaseIoftheRenaissanceProgramissetforthbelow.

Retail
Anchor
Medium
Small
Subtotal
Food4&4Beverage
Destination
Local4Mid<Size
Small
Subtotal
Entertainment
STEM<Related4Museum/Attraction
Indoor4Attraction
Subtotal
STEM4Center
Subtotal
Hotel4(1254Rooms)
Conference4Center
Subtotal
TOTAL
Astrodome,Rent,
($/SF)
Annual,Rent
35.00 $44444444444444444 1,750,000 $4444444444 4
42.00 $44444444444444444 2,100,000 $4444444444 4
42.00 $44444444444444444 2,100,000 $4444444444 4
5,950,000 $4444444444 4
35.00 $44444444444444444 1,400,000 $4444444444 4
35.00 $44444444444444444 2,100,000 $4444444444 4
35.00 $44444444444444444 875,000 $4444444444444
4,375,000 $4444444444 4
14.00 $44444444444444444 560,000 $4444444444444
14.00 $44444444444444444 560,000 $4444444444444
1,120,000 $4444444444 4
10.50 $44444444444444444 735,000 $4444444444444
735,000 $4444444444444
4.0% 222,242 $4444444444444
4.0% 100,000 $4444444444444
322,242 $4444444444444
12,502,242 $,,,,,,,,
223
6.5Summary
ThekeyfindingsrelatedtotheoptionsforthefutureuseoftheAstrodomesitearesummarizedbelow:
MaintainStatusQuo
Maintenanceandcapitalcostswillincreaseasthebuildingages.
DeteriorationofthebuildingdetractsfromtheappealoftheComplex.
Obstructssitecirculationandeventoperations.
Preservestheoptiontodetermineabestuseinthefuture.
Continuetocostmoneywhilereturningnobenefit.
ReliantParkPlaza
LowestpubliclyfundedProjectCost.
Providesadditionaloutdooreventspace.
Includeslimitedadditionalparking.
ReducescurrentReliantParkmaintenancecosts.
Improvessitecirculationandaccess.
HighestpubliclyfundedProjectCost.
Expandsandsupportscorebusiness.
Reducesoperatingincome.
Providesinterior,column-free,highbayexhibitionspace.
Createshighlymarketable,functionalanduniquespace.
224
Preservestheopportunityforadditionalfutureuse.
Improvessitecirculationandaccess.
Createsideallocationforfairs,festivalsandperformances.
AllMulti-PurposeFacilityfindingsapply,includingopportunityforfutureuse.
Providesopportunityforthirdpartydevelopment.
o Therearesignificantrestrictionsonthesitethatwouldimpactthirdpartydevelopment.
Createsaregionaldestination.
GeneralFindings
EachoptionhascapitalcoststoHarrisCounty.Additionally,someoptionshaveoperatingshortfalls.
Operatingrestrictionsonthesitemakeitchallengingforathirdpartyoperatortojustifyinvestmenttoredevelopthe
Astrodome.
TheSTEMconceptissupportedbyseveralofthestakeholdersinReliantParkandcouldbeanimportantadditiontothe
Harris County area and the local education system. Our conversations with local colleges and universities have
indicatedawillingnesstoparticipateinaconsortiumforthedevelopmentoftheSTEMprogramintheAstrodome.
The costs associated with any STEM development and operation will require the financial involvement of the private
sector. This will also require the creation of management infrastructure to operate the program and maintain the
facility.

225
6.6FinancialProjections
Astrodome)Site)Option Status)Quo Reliant)Park)Plaza

Astrodome)Multi8
Purpose)Facility
Astrodome)
Renaissance)[3]
Harris)County)Funding
Project)Cost)[)1)] 8 $)))))))))))))))))))))) 63.9 $))))))))))))))))))) 270.3 $))))))))))))))))) 385.4 $)))))))))))))))))
[)8)])Other)Funding)(i.e.)Private,)Philanthropic,)Other)) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) (115.1) $))))))))))))))))
Total)Harris)County)Funding 8 $)))))))))))))))))))))) 63.9 $))))))))))))))))))) 270.3 $))))))))))))))))) 270.3 $)))))))))))))))))
Annual)Repair)and)Replacement 1.0 $))))))))))))))))))))) 0.7 $))))))))))))))))))))) 2.0 $))))))))))))))))))))) 2.0 $)))))))))))))))))))))
Operating)Results
Revenue 8 $)))))))))))))))))))))) 0.5 $))))))))))))))))))))) 1.7 $))))))))))))))))))))) 1.7 $)))))))))))))))))))))
Expenses 8 ))))))))))))))))))))))) (1.2) )))))))))))))))))))) (3.6) )))))))))))))))))))) (3.6) ))))))))))))))))))))
Net)Operating)Income 8 $)))))))))))))))))))))) (0.7) $))))))))))))))))))) ) (1.9) $))))))))))))))))))) ) (1.9) $))))))))))))))))))) )
Rent)from)Third)Party)Operations 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 12.5 $)))))))))))))))))))
Incremental)Expenses)Related)to)Third)Party)Revenues (4.6) $))))))))))))))))))) )
Incremental)Debt)Service)Related)to)Astrodome)Renaissance 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) 8 $)))))))))))))))))))))) (8.9) $))))))))))))))))))) )
Total)Income)(Loss) 8 $)))))))))))))))))))))) (0.7) $))))))))))))))))))) ) (1.9) $))))))))))))))))))) ) (2.9) $))))))))))))))))))) )
Economic)Impact
Tax)Revenue 8 $)))))))))))))))))))))) 0.1 $))))))))))))))))))))) 0.8 $))))))))))))))))))))) 8.1 $)))))))))))))))))))))
Direct)Spending 8 $)))))))))))))))))))))) 0.8 $))))))))))))))))))))) 6.8 $))))))))))))))))))))) 77.9 $)))))))))))))))))))
Total)Output 8 $)))))))))))))))))))))) 1.3 $))))))))))))))))))))) 10.8 $))))))))))))))))))) 125.5 $)))))))))))))))))
Personal)Earnings 8 $)))))))))))))))))))))) 0.5 $))))))))))))))))))))) 4.3 $))))))))))))))))))))) 52.6 $)))))))))))))))))))
Jobs 0 18 153 2,221
["1"]"Project"costs"do"not"include"outstanding"Astrodome"debt.
226
6.7ConclusionsandRecommendations
ItisrecommendedtheMulti-PurposeFacilityoptionbeselectedforthefutureuseoftheAstrodomesiteatanestimatedcost
of$270.3million,notincludingthedebtcurrentlyoutstandingontheAstrodome.Thisrecommendationconsidersmorethan
justthefinancialprojectionsasitrecognizesthemagnitudeofpotentialopportunitiesofferedbythisone-of-a-kindstructure.
IntheAstrodomeMulti-PurposeFacilityoptiontheeventfloorwouldbeover300,000squarefeet,columnfreeandrisingtoa
heightofover200feet.Theresultisanyeventispossible,makingReliantParkatrulyuniquedestination.Thereissimplyno
spacelikethisintheworldtoday.
Retaining the Astrodome as a multi-purpose facility in conjunction with the Replacement Arena Project increases the total
availableexhibitionspacebynearly33percent,furtherexpandingthenumberandtypesofeventsthatcanbebroughttothe
Complexeachyear.ThisadditionalspacewillalsoallowtheComplextosatisfytheneedsoftheOTCandwillgreatlyenhance
thelikelihoodthattheOTC,willcontinuetouseReliantParkforthiseventthatisvitaltotheHarrisCountyeconomy.
IfHarrisCountyelectstopursuetheAstrodomeMulti-PurposeFacilityoption,itpreservestheAstrodomeRenaissanceoption
ifsourcesoffundingbecomeavailable.AnalysisoftheAstrodomeRenaissancehasbeenunabletoidentifyamixofusesthat
can be financed today through traditional sources but the Multi-Purpose Facility allows the Renaissance option to be
developedwhenfundingbecomesavailable.
IntheeventavailablefundsarenotsufficienttosupporttheMulti-PurposeFacilityoption,thenHarrisCountyshouldconsider
theReliantParkPlazaoptionatanestimatedProjectCostof$63.9million,againnotincludingthedebtcurrentlyoutstanding
on the Astrodome. The Reliant Park Plaza, as opposed to the Status Quo, would significantly enhance the overall guest
experience and site circulation and create new event opportunities something that is not possible with the Astrodome in its
currentcondition.
TheStatusQuooptionisnotrecommended.Asnotedabove,theAstrodomeinitscurrentconditionnegativelyimpactsevent
operationsandsitecirculation.Thefacilityalsocostsbetween$2millionand$3millionannuallytomaintain,anamountthat
will only increase as the venue deteriorates further. The Status Quo option does have the lowest initial cost and keeps all
developmentoptionsopeninthefuture.However,ashavebeennotedabove,keepingtheAstrodomeinitscurrentstateisnot
recommended.

227
Appendices

228
AppendixI:IllustrationofNearbyHotelSupportCompetitiveandComparableMarkets
TotalHotelRoomswithinMile=2,027
Mile Radius
Reliant Park
1
6
5
7
3
4
2
5 Hyatt Place Hotel (164)
6 Hilton Garden Inn (132)
7 Hampton Inn and Suites (120)

1 Crowne Plaza (630 rooms)
2 Holiday Inn (235)
3 Quality Inn (196)
4 Homestead Studio Suites (165)
6 In at the Ballpark (201)
7 Courtyard by Marriott (191)
8 Residence Inn by Marriott (171)
9 Holiday Inn Express (112)
1 Hilton Americans (1,230 rooms)
2 Four Seasons (404)
3 The Magnolia Hotel (314)
4 Club Quarters (274)
5 Embassy Suites Hotel (262)

Mile Radius
4
5
6
7
8
9
2
3
George R. Brown
Convention Center 1

229

1 Hyatt Regency McCormick Place (800 rooms)
461 additional rooms expected to be added mid-2013
2 Chicago South Loop Hotel (232)

6 Aloft Dallas Downtown (193)
7 Hotel Indigo (170)
8 The Joule, Dallas (129)
9 Hotel Lawrence Dallas (118)
1 Hyatt Regency Dallas (1,122 rooms)
2 Omni Dallas Conv. Cnt. Hotel (1,001)
3 Adolphus Hotel (422)
4 The Magnolia Hotel (330)
5 Crowne Plaza Dallas (292)
Mile Radius
2
1
McCormick Place 1
5
6
7
8
9
3
Mile Radius
4
2
Dallas
Convention Center

230
Total Hotel Rooms within Mile =

2,017
10 Comfort Inn Downtown (231)

13 Ritz-Carlton Denver (202)
14 Hotel Monaco (189)
15 Courtyard by Marriott (177)
16 Hampton Inn and Suites (148)
17 Hotel Teatro (110)

1 Sheraton Denver Hotel (1,225 rooms)
2 Hyatt Regency Denver at CCC (1,100)
3 Denver Marriott City Center (615)
4 Grand Hyatt Denver (512)
5 Westin Hotel Tabor Center (430)
6 Crowne Plaza (634)
7 The Curtis (336)
8 Magnolia Hotel (246)
9 Sheraton Denver Hotel (1,225)

1
3
5
2
4
6
7
8
9
10
11
12
13
14
15
16
Mile Radius
Colorado
Convention Center
17
Mile Radius
Kansas City
Convention Center
1
2
3
4
5

1 Marriot Kansas City Downtown (946 rooms)
2 Crowne Plaza Kansas City (385)
3 Hotel Phillips (217)
4 Hilton President Hotel (213)
5 Aladdin Holiday Inn (193)

231

Mile Radius
1
Kentucky
Expo Center
3
2
4
5
6
7
8
9
10
11
12
13
8 Comfort Inn and Suites (97)
9 Airport Expo Center Sleep Inn (75)
11 Super 8 Airport Expo (68)
12 Ramada Limited Airport (49)
13 Howard Johnson Express (44)

1 Crowne Plaza Airport (588 rooms)
3 Courtyard by Marriott Airport (150)
4 Hampton Inn Airport/Expo Center (130)
5 Country Inn and Suites Airport (121)
6 SpringHill Suites (120)
7 Holiday Inn Airport and Expo Center (106)

10 Days Inn Convention Center (219)
11 Comfort Suites (214)
12 Hamton Inn Convention Center (170)
13 Springhill Suites Convention Center (167)
14 Hawthorn Suites Orlando Conv. Ctr. (135)
15 Red Roof Inn (134)
16 Extended Stay America (119)
17 Extended Stay Deluxe Orlando (113)
1 Peabody Orlando (1,641 rooms)
2 Westgate Lakes Resort & Spa (1,596)
3 Hilton Orlando Convention Center (1,417)
4 Rosen Centre Hotel (1,334)
5 DoubleTree Resort Orlando (1,094)
6 Quality Inn Plaza (1,020)
7 Rosen Plaza (800)
8 Westin Imagine Orlando (315)
9 Clarion Inn and Suites (221)

Mile Radius
7
Orange County
Convention Center
1
2
4
5
11
8
9 10
12
13
14
15
17
16
3
6

232
AppendixII:ProgramBenchmarks
In order to analyze the potential program for the Astrodome Renaissance at Reliant Park, the team assessed a selection of
benchmarks throughout the United States based on program, performance and market. The following case studies outline
thosebenchmarks.Selectedbenchmarksinclude:
L.A.Live,LosAngeles,California
ChampionsSquare,NewOrleans,Louisiana
YerbaBuenaGardens,SanFrancisco,California
GeorgiaWorldCongressCenter,Atlanta,Georgia
PETCOPark&ConventionCenter,SanDiego,California
KansasCityPower&LightDistrict,KansasCity,Missouri
KentuckyExpoCenter,Louisville,Kentucky
PatriotPlace,Foxboro,Massachusetts
LambeauFieldTitletown,GreenBay,Wisconsin
ColumbusArenaDistrict,Columbus,Ohio

233
L.A.Live,LosAngeles,California
Overview: A mixed-use urban district positioned as tourist-oriented sports and entertainment hub located in
downtownLosAngeles,CA.
OpeningDate:2007
Size:27acresiteand350,000-400,000netsquarefeetofLALiveRD+E
TenantMix:Dining,entertainmentandhotels
AnchorTenants:NokiaTheater,ClubNokia,GrammyMuseum,ESPNWestCoastBroadcastHeadquarters
Retail:None(currently)
Dining:ESPNZone,FlemingsPrimeSteakhouse&WineBar,Katsuya,TraderVics,WolfgangPuckBar&Grill,YardHouse
Entertainment: Nokia Theater, Club Nokia, Grammy Museum, 14-screen Regal Cineplex, Lucky Strike Bowling, The Conga
Room
Hotel&Residences:Ritz-CarltonHotelandResidences,JWMarriottHotel

234
MajorAttractions:StaplesCenter,LosAngelesConventionCenter
VisitorVolumes:8-10million(75-80%resident,20-25%tourists)
DevelopmentCosts:$2.5billion(totalproject)
Parking/Access/Transportation:
Aparkingstructureon-sitewith5,300spaces
MTAstationon7thSt.andFlowerSt.

235
ChampionsSquare,NewOrleans,Louisiana
Overview: Champions Square is an outdoor festival venue used for
corporate events, festivals and concerts. It is located in the Central
BusinessDistrictofNewOrleans,Louisiana.
TenantMix:Restaurants,entertainment
Attractions:LaSalleStreet,ClubXLIV,LouisianaSuperdome
SurroundingUses:NewOrleansArena,hotels,office
Sizing:121,000squarefeet
OpeningDate:2010
Champions Garage is adjacent to the development
with2,000spaces
Multiple garages and lots are available around the
Superdome

236
YerbaBuenaGardens,SanFrancisco,California
Overview:Locatedon87acresindowntownSanFrancisco,California,anurban
redevelopmentthatincludesretailandresidentialspace,gardensandacultural
artsdistrict
Tenant Mix: Hotels, gardens, retail, attractions, convention center and
entertainment
Attractions: Sony Metreon, Moscone Convention Center, six acres of gardens,
Zeum (childrens museum) , Yerba Buena Center for the Arts (showcasing local
San Francisco arts), Historic Charles Looff Carousel, Yerba Buena Ice Skating
Center,YerbaBuenaBowlingCenter
Surrounding Uses: Residential including low and moderate income housing,
conventioncenter,entertainmentandrecreationfacilities,culturalfacilities
OpeningDate:1992
Phasing/Expansions:
Phase11992
Phase21993
Phase 3 1999, opened Metreon and added Childrens Garden and
therestoredcarousel
ServedbyBayAreaRailTransit(BART)andMUNI(bussystem)
Parkingavailableat3garageswith4,216totalspacesavailable

237
GeorgiaWorldCongressCenterAuthorityCampus,Atlanta,Georgia
Overview: The Georgia World Congress Authority Campus is located in the
convention corridor of downtown Atlanta and ranks among the top five
largestconventiondestinationsinthecountry.
TenantMix:Entertainment,conventioncenter
Attractions: The Georgia World Congress Center, the 71,250-seat Georgia
Domeand21-acreCentennialOlympicPark
SurroundingUses:Culturalattractions,retail,dining,entertainment,hotel
OpeningDate:Phase1-1976(conventioncenter)
Phasing/Expansions:
PhaseII1985(conventioncenterexpansion)
Phase III 1992 (convention center expansion and Georgia Dome
opening)
1996-CentennialOlympicParkopensforOlympicgames
PhaseIV2002(conventioncenterexpansion)
Owner:Stateownedandoperated
Visitation: More than a million guests attend functions at the convention center annually and an estimated 3 million people
visitCentennialOlympicParkannually

238
The Georgia World Congress Center Authority operates six surface lots and
twoparkingdecksoncampustotalingtoapproximately7,000parkingspaces
The campus is walking distance to the 13,000 hotel rooms in Downtown
Atlanta
The GWCC campus is served by two MARTA (Metropolitan Atlanta Rapid
TransitAuthority)stations

239
PETCOPark&ConventionCenter,SanDiego,California
Overview: PETCO Park and the San Diego Convention Center are adjacent to each
other and adjacent to the Gaslamp Quarter (an outdoor walk able urban retail and
diningdistrict)inDowntownSanDiego
Opening Date: PETCO Park opened in 2004 while the convention center opened in
1989withanexpansionin2001todoubleitssize
Owner/Manager: City of San Diego and the San Diego Padres are owners of the
stadium and the Padres manage the stadium; the convention center is managed by
SanDiegoConventionCenterCorporation
Sizing:Theconventioncenterisapproximately2.6milliongrosssquarefeet
Capacity:PETCOParkscapacityisapproximately42,500andtheconventioncenter
canholdupto125,000atonetime
Estimated Capital Investment: $450 million to construct PETCO Park; $164 million
toconstructtheSanDiegoConventionCenter

240
KansasCityPower&LightDistrict,KansasCity,Missouri
Overview:TheKansasCityPower&LightDistrictisamixed-usedistrictlocatedindowntownKansasCity.
Thedistrictholdsmorethan50restaurants,bars,shopsandentertainmentvenues.Thedistrictisanine-
blockneighborhoodthatlinkstheConventionCentertotheSprintArena.
TenantMix:Retail,dining,entertainment,hotel
Attractions:MidlandTheaterbyAMC,TheAMCMainstreetMovieTheater,ConventionCenter,Sprint
Arena,KCLive!EntertainmentDistrict
Surrounding Uses: Hotel, residential,
retail, dining, parks, convention, office,
parking
Sizing:500,000squarefeetRDE
OpeningDate:2007
The District is about 20
minutes south of the Kansas
CityInternationalAirportand
less than 8 minutes south of
theDowntownAirport

241
KentuckyExpoCenter,Louisville,Kentucky
Overview: The Kentucky Expo Center is a multi-use facility with other sporting venues and
outdoorfacilitieson-siteandhostsanumberofeventsincludingtheKentuckyStateFair,the
North American International Livestock Exposition and the National Farm Machinery Show.
The Kentucky Exposition Center is approximately 4 miles south of downtown Louisville
Kentucky.
TenantMix:Conventionandconference,entertainment,hotel
Attractions:FreedomHallColiseum,CardinalStadium,BroadbentArena
Surrounding Uses: Churchill Downs, Six Flags Kentucky Kingdom (closed), Kentucky
International Convention Center, Louisville International Airport, University of Louisville,
residential,golf,dining,retailandhotel
Sizing:1.3millionsquarefeetofflexibleexhibitspace,2,000roomswithinwalkingdistance
and300acresofoutdoorexhibitanddemonstrationspace

242
19,000parkingspots
FiveminutesfromLouisvilleInternationalAirport

243
PatriotPlace,Foxboro,Massachusetts
Overview: Patriot Place is a mixed use development located in Foxboro,
Massachusetts, approximately 30 miles south of downtown Boston which includes
GilletteStadiumastheanchor.
TenantMix:Retail,dining,entertainment,office,hotel,healthcareandtheatre
Attractions:GilletteStadium,CinemaDeLux,ShowcaseLive,TheCBSScene,Brigham
and Womens /Mass General Health Care Center, The Hall at Patriot Place and
RenaissanceHotel
Surrounding Uses: Patriot Place is located in a low density residential area with
parking surrounding the development which is used by stadium visitors. Adjacent
WynnCasinohasbeenproposed
Sizing:1.3millionsquarefeetofretail,diningandentertainment
OpeningDate:2007;GilletteStadiumopenedin2002

244
FreeparkingforretailcustomersisavailableatPatriotPlaceevenoneventandgamedays

245
SportsandEntertainmentDistrict,GreenBay,Wisconsin
Overview: A sports and entertainment district adjacent to Lambeau Field which is located about 5 minutes away from the
downtownareaofGreenBay.Thereisnodefineddistrictareaordistrictnamebutthereistalkoffutureplans.
TenantMix:Retail,hotel,restaurant
Attractions:LambeauField
Surrounding Uses: Industrial and residential neighborhoods, hotels, restaurants, Brown County Memorial Complex where
sporting events, shows and concerts are held and includes the Resch Center, Shopko Hall and the Brown County Memorial
Arena
Noparkingstructures
Parking lots at Lambeau Field and adjacent sports and
entertainmentdistrict
Residents open their personal homes for parking during games
atLambeauField
Closeaccesstofreeway

246
ColumbusArenaDistrict,Columbus,Ohio
Overview: The Arena District is a 75-acre mixed-use development located in
downtown Columbus, Ohio. This urban neighborhood features premier office
space, a variety of restaurants, entertainment venues and residential housing.
Acres of park and plaza areas provide open space. The district is home to the
NHLsColumbusBlueJackets(NationwideArena)andAAAbaseballsColumbus
Clippers(HuntingtonPark).
Tenant Mix: Office, residential, retail, dining, entertainment, and hotel and park
space
Attractions: Nationwide Arena, Huntington Park, Arena Grand Movie Theatre, Dispatch Ice Haus, Lifestyle Communities
Pavilion,ArenaDistrictAthleticClub
Surrounding Uses: Columbus Convention Center, arts
and entertainment area (The Short North), public
market(TheNorthMarket),residential,officeretail
Opening Date: The district began development in the
late1990s
Owner/Manager: Developed and managed by
NationwideRealtyInvestors(NRI)
Sizing: 1.5 million square feet of office and RD+E
space,685,000squarefeetNationwideArena,10,000-
seatHuntingtonPark,500residentialunits
Visitation: 2.5 million visitors annually to the
ColumbusConventionCenter

247
ProposedAstrodomeRenaissanceEntertainmentBusinessModels(PhaseIIAttractions)
Market and Economic Characteristics Indoor Entertainment Center

Concept
Sizing Range (footprint) 40,000 - 80,000 sq.ft.

Pricing Model (gated/non-gated) pay-as-you-go

Average Length of Stay (range) 1.5 - 2.5 hours

Concept Positioning Family market
Attendance Potential
Attendance/Visitation Range 300,000 - 600,000

Financial
Business Model commercial

Headline Price (midpoint of range) n/a

Admissions Yield Range 50% - 60%

Per Capita Expenditure Range $15.00 - $20.00
(incl. admissions, food & beverage, merchandise, other)

Total Revenue Generation (range) $4.5 - $12 million
(based on medium attendance/per capita range)

Operating Margin (% NOI/EBITDA) 25% - 35%
(based on earned income)

Investment
Preliminary Investment Level (based on industry standards) $20 - $30 million

(cost of attraction development only, no additional
allocation for land or infrastructure development costs)

Development and Operations
Developer/Operator
Joint Venture
Source: ECA
Examples
Dave & Buster's, Lucky
Strike!, Sega Republic

248

Market and Economic Characteristics Corporate Attraction
Concept

Pricing Model (gated/non-gated) pay-one-price

Average Length of Stay (range) 1 - 1.5 hours

Concept Positioning Family market (some
business market)

Financial
Business Model corporate

Headline Price (midpoint of range) $15.00



Total Revenue Generation (range) $2 - $8 million

Operating Margin (% NOI/EBITDA) (20%) - (35%)

Investment


Developer/Operator
Joint Venture
(HCSCC/SMG/Corporation)
Source: ECA
Examples
World of Coke, Ben & Jerry's,
Louisville Slugger, Corning
Museum of Glass, Crayola
Factory

249

Market and Economic Characteristics Texas Museum/Hall of Fame
Concept

Pricing Model (gated/non-gated) pay-one-price

Average Length of Stay (range) 2 - 3 hours

Concept Positioning Family market. Education-
based potential

Financial
Business Model non-profit

Headline Price (midpoint of range) $10.00



Total Revenue Generation (range) $600,000 - $6 million

Operating Margin (% NOI/EBITDA) (20%) - (50%)

Investment


Developer/Operator
Joint Venture
Source: ECA
Examples
Bob Bulluck Texas State
History Museum, National
Museum of American
History, Pro Football HOF,
Kentucky Derby Museum,
Country Music HOF

250
AppendixIII:AdditionalMuseumConceptsConsidered
Inadditiontotheideaslistedin6.0AstrodomeSiteFutureAnalysis,belowisalistofadditionalmuseumattractions
consideredforthisstudy:
Energy
Space
HarrisCountyHistory
AreaIconsandPersonalities
TexasMedicalCenterandhealthcareLeadership
Diversity/RacialTransformationandInternalization
HarrisCountyOvertheHorizonFuture
Planetarium
InternationalMuseumofHouston
NationalPetroleumHallofFame
MuseumofPlay
InteractiveLiveBroadcastingMuseum

251
AppendixIV:ConstructionCostEstimates
Included in this section are construction estimates for each of the Master Plan Components. These estimates are based, in
mostcases,onassumptionsderivedfromhistoricalconstructioncostsforworksimilarinscopetotheproposedMasterPlan
componentorsubcomponent.Notincludedintheseestimates,areothercostsrelatedtodesign,permitting,legalfees,project
management fees, escalation, furniture, fixtures and equipment, delivery of utilities to the component site, contingency or
othersoftcosts.AllowancesforthesecostsareincludedintheProjectCostestimatesusedwithinthereport.

1 of 1 3/18/12
ke||ant ark Master |an 1]30]12
MANnA11AN CCNS1kUC1ICN CCMAN kLVISLD 4]06]12, 4]13]12, 4]24]12
C1ICN DLSCkI1ICN: Dome Cpt|ons GSI 1ota| 8udget Cos 5 ] GSI NC1LS
ke||ant ark |aza
uemollLlon
AS18CuCML - uCML A8A1LMLn1,
uLMCLl1lCn & lMC81 llLL
1,300,000 23,024,448 19.23
laza ConsLrucLlon 8LLlAn1 A8k LAZA 1,300,000 23,648,063 19.73
1ota| ke||ant ark |aza 30,672,311 38.98
Mu|t|-urpose Iac|||ty MuL1l-u8CSL lAClLl1? 1,382,000 210,013,196 131.96
Astrodome kena|ssance AS18CuCML 8LnAlSSAnCL 1,867,000 292,934,146 136.91
kep|acement Arena ro[ect
erformance Arena
A8LnA ($273/CSl allowance
lncludlng markups/conLlngency)
230,000 68,730,000 273.00 no deLalled budgeL aL Lhls Llme
LxhlblLlon & MeeLlng Space CLn1L8 LxAnSlCn 670,333 138,721,489 236.77 8udgeL has noL been updaLed
lesLlval laza 9,724,617
8rldge (8ellanL CenLer Lo AsLrodome) uCML CCnnLC1C8 24,000 12,626,030 326.08 8udgeL has noL been updaLed
arklng Carage A8LnA CA8ACL 1,030,000 33,682,392 33.98 8udgeL has noL been updaLed
SlLe avlng lncludes WesLrldge 1unnel 6,891,337
uemolLlon (Arena & lanL ll) 3,431,244 no deLalled budgeL aL Lhls Llme
1ota| kep|acement Arena ro[ect 297,847,128
note|
PoLel (1,000 keys) 684,000 272,333,807 398.13 8udgeL has noL been updaLed
PoLel Carage 41,930,211
1ota| note| 314,286,019
8udget est|mate |s based off of opu|ous Study. ema|| dated 12-21-2011 and
meet|ng]conference ca|| 01-09-2012. 1h|s budget ref|ects current day pr|c|ng and
does not |nc|ude esca|at|on.
!"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
396!8?8,=(C(?8,=(3D36=,=46E(?=,8F;6;84(G(;,)8!6(H;FF
.E011E111 (((( I9H
(?"-J*$K'$L&( M'N :, :&$'(7L-' 6L'%#(7L-'
?$O$-$L&(2(9$'"PL*+
ACM Abatement (SC) Including Helix Ramps 1 LS %*&++*+++,++ %*&++*+++
Haz / Mat Abatement: W/ Above
Demo Structure & Remove from Site (Implosion) !*-++*+++ """"" ./0 1,+) 2*()+*%++
(This assumes that the salvage value belongs to the
demolition subcontractor. This does not include removal of
the foundations.)
Demo & Remove from Site Existing Concrete Paving,
Sidewalks and Curbs !+%*)++ """""""" /0 !,&+ !&1*-++
Temp Protection @ Adjacent Buildings / Clean Glass ! """""""""""""""""""" 34456 )++*+++,++ )++*+++
Fill at Plaza Area w/ Rough Surface Grading to Drain &11*)27 """""""" 89 !+,++ &*11)*2((
(No Select Fill and Assume 90% Compaction)
Remove Berms - Assume 20' tall berms, 85% around the
Dome plus 1.4 Swell Factor (Truck Yards) 19,613 89 (,++ !&1*7+%
(Includes laod & removal form the site.)
Temporary Sub-Surface Dewatering for Fill Operations 1 34456 )&+*+++,++ )&+*+++
Equipment Rental / Diesel / Maintenance 6 :5 !)*+++,++ 2)*+++
(Assume 6 Months)
Site Utilities
Storm Drainage System 18 38;</ /=
Sanitary Sewer System 18 38;</ /=
Domestic Water at Support Buildings 18 38;</ /=
Chilled Water - connected @ Carruth plaza (Not Required:
Packaged units at Support Buildings) - 40 /=
Grease Traps for Concessions 20,000 /0 /=
4" PVC Site Grease Waste Piping 400 40 /=
Site Gas Piping to Out Buildings 18 38;</ /=
Event Water Distribution @ Plaza Areas 1 ALLOW /=
Saw Cut / Repair Existing Concrete & Asphalt Paving for
Utility Tie-ins and Haul Traffic Damages (Allowance) 15,000 /0 /=
Patch / Plug Existing Utilities 1 34456 /=
)"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
396!8?8,=(C(?8,=(3D36=,=46E(?=,8F;6;84(G(;,)8!6(H;FF
.E011E111 (((( I9H
(?"-J*$K'$L&( M'N :, :&$'(7L-' 6L'%#(7L-'
Site Paving
6" VIP Parking Area at South West Quad (Includes Sub-
Grade Grading) !%7*27+ """""""" /0 /=
6" Site Paving Outside Plaza (Includes Sub Grade Grading) )7&*-&2 """""""" /0 /=
6" Site Paving at Previous Dome Location (Includes Sub-
Grade Grading) -7-*27+ """""""" /0 /=
Assumed Paving Upgrades @ 6" Site Paving (50%) -%%*&2% """""""" /0 /=
Curb and Gutter Tie-in 1*)(+ """""""""""" 40 /=
Misc Paving: Assume 12' wide circumference around Dome
"island" 2&*-1+ """""""""" /0 /=
Assumed Paving Lime Stabilization: 100% of the VIP Parking
& Site Paving Areas !+!*&(7 """""""" /9 /=
Water Feature ! """""""""""""""""""" 34456 /=
Landscaping / Irrigation (18 acres minus paving area) 7%*7-- """""""""" /0 /=
Temporary Painted Wood Construction Fence w/ Gates: Up &
Down 1*)(+ """""""""""" 40 )+,++ !)&*1++
Division 2 Subtotal .QER@0ERR2
Division 9 Finishes
Toilet/Concessions/Support at grade level (8EA - 5,000 SF
each). Includes CMU walls, roof, finishes and MEP. Food
Service equipment OFOI. &+*+++ """""""""" /0 /=
Awnings at Support Buildings (2000 LF x 10' wide, both sides) %+*+++ """""""""" /0 /=
Division 9 Subtotal 1
?$O$-$L&(.1(9K"J$%#'$"-
6>?$@AB@AC".D>EF@GH"'"/@CA>CI"'"/JD@E@AC ! """""""""""""""""""" 34456 /=
-"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
396!8?8,=(C(?8,=(3D36=,=46E(?=,8F;6;84(G(;,)8!6(H;FF
.E011E111 (((( I9H
(?"-J*$K'$L&( M'N :, :&$'(7L-' 6L'%#(7L-'
KID@LIJID"8D#MB"8#AJD#N"O>DD@IDH ! """""""""""""""""""" 34456 /=
(?$O$-$L&(.1(9K"J$%#'$"-(6L'%#( 1
?$O$-$L&(.A(=F=76!;73F
Demo Existing Sub-Station D<(8S4=! +
New Underground Primary Electric Service (Fannin to Arena) 1,050 LF 2&+,++ 2(2*&++
New Electrical Service from Arena Plaza and Plant 2 500 LF 2&+,++ -2&*+++
New Switchgear for Arena - (2) 4000 Amp Panels (primary
duct bank included above) 1 ALLOW )++*+++,++ )++*+++
New Switchgear for Plaza - $50k per Support Building 1 ALLOW /=
Site Lighting 784,080 GSF /=
Decorative Light Pole Upgrades 1 ALLOW /=
Low Voltage: Conduit/Cabling/Site Landscape Lighting 400 EA /=
Event Cabling Raceways / Pits 1 ALLOW /=
Event Electrical Distribution Raceways 4 EA /=
Event Show Power, per Quad 4 EA /=
1,362,500
Temporary Electrical Service / Electrical Consumption
Charges 20 MO /=
Low Voltage: Surveillance System
POS Surveillance Cameras 16 EA /=
Plaza Pole Mounted Surveillance Cameras 30 EA /=
3" PVC Raceway w/ Inner-duct and Cabling to Stadium 800 LF /=
Site Conduit Raceways w/ Cabling 3,000 LF /=
Recording Equipment Revisions/Racks 1 ALLOW /=
Conduit and Connections to Existing Building 1 ALLOW /=
0
Division 16 Subtotal .E0A2ET11
6863F(7896(8H(S8!U 21E01AE@R2
9:D6863F(7896(8H(S8!U )+*-+1*%7) !&,1)
.IAID>N"8#AB@J@#AH"P1QR !*)!(*-7+ +,7%
/STG#AJD>GJ#D"O#AB"PG#HJ"#$"M#DU"V"!,)&QR )&-*(-! +,)+
%"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
396!8?8,=(C(?8,=(3D36=,=46E(?=,8F;6;84(G(;,)8!6(H;FF
.E011E111 (((( I9H
(?"-J*$K'$L&( M'N :, :&$'(7L-' 6L'%#(7L-'
OS@NB@AC"KIDL@J"PG#HJ"#$"M#DU"V,)+%QR %!*%)& +,+-
OS@NBIDH";@HU"PG#HJ"#$"M#DU"V",-12QR 2%*&)& +,+1
.IAID>N"4@>T@N@J?"=AHSD>AGI"PG#HJ"#$"M#DU"V",2+(QR !%-*22+ +,!!
)*LV"J'(9WX'L'%# ))*+-(*%-- !1,7&
8:W;"0II"W"-,&Q 22!*-%& +,&7
.8"O#AB"P/STJ#J>N"V",(-&QR !(%*+)! +,!%
)*LV"J'(6L'%# ))*77-*277 !2,17
8#AJ@ACIAG?"W"!+Q"X"G#HJ"#$"M#DU )*+-+*1%7 !,&1
)*LV"J'(I*%&Y(6L'%# )&*+)%*%%( !7,)&
!"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
!=C;346()3!D()C3E3
.F011F111 (((( G9H
(?"-I*$J'$K&( L'M :, :&$'(7K-' 6K'%#(7K-'
?$N$-$K&(2(9$'"OK*+
ACM Abatement (SC) Including Helix Ramps 1 LS *+
Haz / Mat Abatement: W/ Above
Demo Structure & Remove from Site (Implosion) !,-..,... """"" /*0 *+
Demo & Remove from Site Existing Concrete Paving,
Sidewalks and Curbs !.%,).. """""""" *0 *+
Temp Protection @ Adjacent Buildings / Clean Glass ! """""""""""""""""""" 12234 *+
Plaza Area Final Grading: Top Dress Existing Subgrade (9")
& Fine Grade for Hardscaping (No Select Fill: 90%
Compaction) !!,!55 """""""""" 67 !89.. !5(,()&
Remove Berms - Assume 20' tall berms, 85% around the
Dome plus 1.4 Swell Factor (Truck Yards) 19,613 67 *+
Temporary Sub-Surface Dewatering for Fill Operations 1 12234 *+
Equipment Rental / Diesel / Maintenance 6 :3 *+
(Assume 6 Months)
Site Utilities
Storm Drainage System 18 16;<* )&,...9.. %&.,...
Sanitary Sewer System 18 16;<* (,...9.. !%%,...
Domestic Water at Support Buildings 18 16;<* 8,...9.. !.(,...
Chilled Water - connected @ Carruth plaza (Not Required:
Packaged units at Support Buildings) - 20 !,&..9.. .
Grease Traps for Concessions 20,000 *0 )9.. %.,...
4" PVC Site Grease Waste Piping 400 20 !(9.. 5,)..
Site Gas Piping to Out Buildings 18 16;<* 8,...9.. !.(,...
Event Water Distribution @ Plaza Areas 1 ALLOW )&.,...9.. )&.,...
Saw Cut / Repair Existing Concrete & Asphalt Paving for
Utility Tie-ins and Haul Traffic Damages (Allowance) 15,000 *0 59&. !!),&..
Patch / Plug Existing Utilities 1 12234 &.,...9.. &.,...
Site Paving
6" VIP Parking Area at South West Quad (Includes Sub-
Grade Grading) !%=,5=. """""""" *0 89.. (=(,5%.
)"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
!=C;346()3!D()C3E3
.F011F111 (((( G9H
(?"-I*$J'$K&( L'M :, :&$'(7K-' 6K'%#(7K-'
6" Site Paving Outside Plaza (Includes Sub Grade Grading) )=&,-&5 """""""" *0 89.. !,55),!%)
6" Site Paving at Previous Dome Location (Includes Sub-
Grade Grading) -=-,5=. """""""" *0 89.. ),-8),5%.
Assumed Paving Upgrades @ 6" Site Paving (50%) -%%,&5% """""""" *0 89.. ),.85,%%!
Curb and Gutter Tie-in 8,)(. """""""""""" 20 !%9.. (5,=).
Misc Paving: Assume 12' wide circumference around Dome
"island" 5&,-8. """""""""" *0 (9.. 8.),((.
Assumed Paving Lime Stabilization: 100% of the VIP Parking
& Site Paving Areas !.!,&(= """""""" *7 &9.. &.5,=%-
Water Feature ! """""""""""""""""""" 12234 ),...,...9.. ),...,...
Landscaping / Irrigation (18 acres minus paving area) =%,=-- """""""""" *0 &9.. %5%,88&
Temporary painted Wood Constr. Fence w/ Gates: Up/Dn 8,)(. """""""""""" 20 *+
Division 2 Subtotal .2F222FPPA
Division 9 Finishes
Toilet/Concessions/Support at grade level (8EA - 5,000 SF
each). Includes CMU walls, roof, finishes and MEP. Food
Service equipment OFOI. &.,... """""""""" *0 =.9.. %,&..,...
Awnings at Support Buildings (2000 LF x 10' wide, both sides) %.,... """""""""" *0 )&9.. !,...,...
Division 9 Subtotal QFQ11F111
?$N$-$K&(.1(9J"I$%#'$"-
4>?$@AB@AC"/D>EF@GH"'"*@CA>CI"'"*JD@E@AC ! """""""""""""""""""" 12234 !5&,...9.. !5&,...
KID@LIJID"6D#MB"6#AJD#N"O>DD@IDH ! """""""""""""""""""" 12234 !&.,...9.. !&.,...
(?$N$-$K&(.1(9J"I$%#'$"-(6K'%#( 02QF111
-"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
!=C;346()3!D()C3E3
.F011F111 (((( G9H
(?"-I*$J'$K&( L'M :, :&$'(7K-' 6K'%#(7K-'
?$N$-$K&(.A(=C=76!;73C
Demo Existing Sub-Station R<(8S4=! .
New Underground Primary Electric Service (Fannin to Arena) 1,050 LF *+
New Electrical Service from Arena Plaza and Plant 2 500 LF *+
New Switchgear for Arena - (2) 4000 Amp Panels (primary
duct bank included above) 1 ALLOW *+
New Switchgear for Plaza - $50k per Support Building 1 ALLOW %..,...9.. %..,...
Site Lighting 784,080 GSF .95& &((,.8.
Decorative Light Pole Upgrades 1 ALLOW &.,...9.. &.,...
Low Voltage: Conduit/Cabling/Site Landscape Lighting 400 EA -&.9.. !%.,...
Event Cabling Raceways / Pits 1 ALLOW %..,...9.. %..,...
Event Electrical Distribution Raceways 4 EA &.,...9.. )..,...
Event Show Power, per Quad 4 EA &.,...9.. )..,...
1,978,060
Temporary Electrical Service / Electrical Consumption
Charges 20 MO &,...9.. !..,...
Low Voltage: Surveillance System
POS Surveillance Cameras 16 EA %,)..9.. 85,)..
Plaza Pole Mounted Surveillance Cameras 30 EA %,)..9.. !)8,...
3" PVC Raceway w/ Inner-duct and Cabling to Stadium 800 LF )&.9.. )..,...
Site Conduit Raceways w/ Cabling 3,000 LF -.9.. =.,...
Recording Equipment Revisions/Racks 1 ALLOW !5&,...9.. !5&,...
Conduit and Connections to Existing Building 1 ALLOW &.,...9.. &.,...
708,200
Division 16 Subtotal 2F1TUF1A1
6863C(7896(8H(S8!D 21F@U1F.QA
9:R6863C(7896(8H(S8!D ).,%(.,!&8 !&95&
/IAID>N"6#AB@J@#AH"P8QR !,))(,(.= .9=&
*STG#AJD>GJ#D"O#AB"PG#HJ"#$"M#DU"V"!9)&QR )&8,..) .9).
OS@NB@AC"KIDL@J"PG#HJ"#$"M#DU"V9).%QR %!,5(. .9.-
OS@NBIDH";@HU"PG#HJ"#$"M#DU"V"9-85QR 5&,!8) .9.8
/IAID>N"2@>T@N@J?"+AHSD>AGI"PG#HJ"#$"M#DU"V"95.(QR !%&,... .9!!
)*KV"I'(9WX'K'%# )),))8,=.( !59!.
6:W;"0II"W"-9&Q 555,=%) .98.
%"#$"% &'!('!)
!"#$%&'()%*+(,%-'"*()#%& ./01/.2
,34536634(78496!:76;84(78,)34< !=>;9=?(@/1A/.2B(@/.0/.2B(@/2@/.2
!=C;346()3!D()C3E3
.F011F111 (((( G9H
(?"-I*$J'$K&( L'M :, :&$'(7K-' 6K'%#(7K-'
/6"O#AB"P*STJ#J>N"V"9(-&QR !(&,&=& .9!%
)*KV"I'(6K'%# )-,!=.,%%& !59(%
6#AJ@ACIAG?"W"!)Q"X"G#HJ"#$"M#DU ),%&5,8!= !9(=
)*KV"I'(G*%&Y(6K'%# )&,8%(,.8- !=95-
1 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!.!GH#$IJ!K*&L#M 0N@O111 #P%-(%'Q!(I!*#R&%'
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
!?%F%-%I'!2!9%(#!\I*+!/!?#RI!
ACM AbaLemenL 1 LS 4,300,000.00 4,300,000
SelecLlve uemollLlon aL Level 1 (73 of gross area), lncludes
compleLe removal of all exlsLlng lnLerlor bulldouL and ML.
Lxcludes Sl aL playlng fleld. 293,300 CSl 13.00 4,432,300
SelecLlve uemollLlon aL Level 2, lncludes compleLe removal of
all exlsLlng lnLerlor bulldouL and ML 170,000 CSl 13.00 2,330,000
SelecLlve uemollLlon aL Level 3 0 CSl 7.00 0
SelecLlve uemollLlon aL Level 4, lncludes removal of all
resLroom flxLures and concesslon equlp 106,000 CSl 7.00 742,000
uemo Pellx 4 LA 30,000.00 200,000
8emove exlsLlng precasL seaLlng rlsers aL 8owl Area (lncludes
moveable seaLs and seaLs aL wesL end of bowl) 68,920 Sl 12.00 827,040
8emove exlsLlng precasL seaLlng rlsers and rakers above Level
2 277,827 Sl 12.00 3,333,926
uemo reLalnlng wall for new enLry doors, lncludes saw
cuLLlng and removal 896 Sl 13.00 13,440
uemo exlsLlng concreLe slab aL wesL end plaLform 8,400 Sl 10.00 84,000
uemo playlng level floor for foundaLlons 33,962 Sl 12.00 407,347
.NO0.AO@V0 9UT(I(&$
uemo pavlng ouLslde bldg llne lncluded ln pavlng below 0 0 0.00 0
uemo seaLlng & floors Lo "u" llne (lncluded above) 0 0 0.00 0
0
1emp shorlng - sLrucLural demo 394,000 Sl 0.73 293,300
0
LarLhwork (lncluded ln pavlng numbers below) 0
0
"#RIF#!H#*R- 0
8emove 8erms - Assume 20' Lall berms, 83 around Lhe
uome plus 1.4 Swell lacLor (1ruck ?ards) 19,613 C? 8.00 136,904
0
9%(#!:(%$%(%#- 0
SlLe LlghLlng: ln elecLrlcal 0
2 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
SLorm dralnage, assume new slLe laLerals 1 ALLCW 100,000.00 100,000
SanlLary sewer, assume new slLe laLerals 1 ALLCW 100,000.00 100,000
uomesLlc waLer, assume new slLe laLerals 1 ALLCW 100,000.00 100,000
011O111 9UT(I(&$
Chllled waLer - connecLed [ CarruLh plaza 1,300 Ll 1,300.00 2,230,000
0
1unnel from arklng Lo 610 (SeparaLe LsLlmaLe) 0 LS n/a 0
0
9%(#!;RY*IF#R#'(-!]!5&*L-X&Y# 0
6" Scored concreLe pavlng (bulldlng Lo curb llne) lncludes sub
grade prep. 73 pavlng / 23 green area 333,860 Sl 6.00 2,003,162
6" Colored / sLamped concreLe (upgrade 30) 166,930 Sl 6.00 1,001,381
Curb and CuLLer 1le-ln 6,280 Ll 14.00 87,920
Mlsc avlng 73,360 Sl 8.00 602,880
0OANVOV@2 9UT(I(&$
uemo exlsLlng ramps and loadlng docks 83,000 Sl 1.30 127,300
uemo exlsLlng sldewalks 33,000 Sl 1.30 32,300
0
lenclng & CaLes [ Loadlng uock Area Cnly 628 Ll 30.00 31,400
0
C&'L-X&Y#!]!;**%Q&(%I' 0 0 0.00 0
grade prep. 73 pavlng / 23 green area 111,287 Sl 3.00 333,860
0
Pydro mulch / soddlng 1 ALLCW 100,000.00 100,000
0
SLablllzed consLrucLlon enLrance 2 LA 6,300.00 13,000
0
SLorm WaLer 8unoff revenLlon 3,312 Ll 3.30 19,316
0
lnleL roLecLlon 40 LA 100.00 4,000
?%F%-%I'!2!6I(&$ 2AOANVONSV
3 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
?%F%-%I'!0!7I'X*#(# 0
EIU'L&(%I'-!]!H#$IJ!K*&L# 0
Auger CasL lles for Level 3 Slab (assume 30' x 30' grld , 90'
long). Assume 3 auger casL plles per cap. Area ls assumed Lo
be lnslde Lhe 3 exlsLlng columns aL perlmeLer 132,830 Ll 19.00 2,903,770
0
lle Caps 340 LA 10,000.00 3,396,222
0
ConcreLe slab on grade (exlsLlng playlng fleld Lo remaln) 0 Sl 6.00 0
0
new LlevaLed Slab aL Level 3, lncludes columns from playlng
fleld level 394,000 Sl 38.00 14,972,000
ConcreLe encasemenL aL all exposed sLeel cols - noL
appllcable, assumed flre proofed (see ulv 7) 217 LA 0.00 0
Modlfy exlsLlng (elevaLed from playlng level) sLrucLure aL
perlmeLer (assume 2223'x30') 66,730 Sl 12.00 801,000
Modlfy slab where moveable deck was removed 63,320 Sl 12.00 762,240
lnflll / pour slab aL old dugouL locaLlons (assume 2 ea,
10'x73'x3' deep) 167 C? 137.00 26,167
lnflll / pour slab aL old Lurf plL locaLlons (assume 280'x30'x12'
deep) 3,733 C? 137.00 386,133
lnflll aL LxlsLlng Moveable ueck 1racks 148 C? 137.00 23,239
lnflll aL LxlsLlng 1rench uraln 8 C? 137.00 1,236
Mlsc lnflll aL depressed areas 1 ALLCW 73,000.00 73,000
Add new LscalaLor lLs (assume 2 escalaLors per plL) nC1
8LCul8Lu LA 23,000.00 0
new LlevaLor lLs for assenger LlevaLors - nC1 8LCul8Lu LA 13,000.00 0
new Lapered concreLe beam (lnflll) aL Lxe LlevaLor 1ower 30 l1 430.00 13,300
.SO2@SO1VA 9UT(I(&$
4 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
new 1ruck Access 8amps for LvenL SeLup (2 each aL 300' x 16'
wlde followlng Lhe perlmeLer of Lhe dome, lncludes demo
and earLhwork) 9,600 Sl 60.00 376,000
0
=P(#*%I*!)*#X&-(!"#Y$&X#R#'( 0.00 0
333,730 sf of skln (60 precasL 40 glazlng), powerwash and
seal 200,230 Sl n/a 0
lnflll recasL aL Lxe LlevaLor 1ower 1,092 Sl 33.00 38,220
0
?%F%-%I'!0!6I(&$ 2@O.S@OSAW
?%F%-%I'!@!,&-I'*[ 0
unlL Masonry (qLy as allowance) 0
lnflll LxlsLlng uoor Areas 1,792 Sl 13.00 26,880
LlevaLor ShafL for new Servlce LlevaLors 6,240 Sl 13.00 93,600
CMu ShafL Walls for assenger LlevaLors (4 each, 10'x10'x40'
Lall Level 1-3) 6,400 Sl 13.00 96,000
20 ' CMu walls aL all levels where seaLs have been removed
Lo block vlew of concourse area 123,320 Sl 13.00 1,879,800
lnflll brlck / CMu aL Lxe Llev 1ower 323 Sl 23.00 13,123
Level 1 8ulldouL 394,000 Sl 2.00 788,000
Level 2 - none 0 Sl 16.00 0
0
?%F%-%I'!@!6I(&$ 2OWNSO@1V
?%F%-%I'!V!,#(&$-
SLrucLural SLeel (12#/sf) nCnL 0 1n 3,600.00 0
0
upgrade uome SLrucLure lramlng nC1 8LCul8Lu 0 1n 3,600.00 0
0
lloor/8oof uecklng - none 0 0 0.00 0
0
Mlsc. MeLal labrlcaLlons (.73#/Sl) 339 1n 4,300.00 1,616,623
0
owerwash exlsLlng corrugaLed meLal panels wlLh composlLe
meLal panels 37,102 Sl 3.00 183,309
3 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
new SLeel SLalrs & 8alls 426 8lSL8S 630.00 276,842
Assume 8 SLalrs, 3 floors each (33' Lall) 0
new Pandralls aL all levels where seaLs have been removed -
nC PAnu8AlLS, CMu WALLS 6,266 Ll 0.00 0
0
Lxpanslon ConLrol 1 ALLCW 300,000.00 300,000
0
8eplace exlsLlng L! [ new SLrucLure nC1 8LCul8Lu 0 Ll 113.00 0
0
?%F%-%I'!V!6I(&$ 2O0SWONSA
?%F%-%I'!A!7&*Y#'(*[
8ough CarpenLry 483,000 CSl 0.23 120,730
lnLerlor 8locklng 483,000 CSl 0.33 169,030
LxLerlor 8locklng 0 n/A 0.00 0
0
?%F%-%I'!A!6I(&$ 2WNOW11
?%F%-%I'!S!\&(#*Y*II^%'Q!/!"II^%'Q 0
\&(#*Y*II^%'Q!]!?&RY*II^%'Q 0
erlmeLer Wall (wlLh ulv 9) 0 Sl 0.73 0
8emove exlsLlng W aL reLalnlng wall behlnd earLh berms 33,373 Sl 4.00 133,300
0
Sound lnsulaLlon aL mechanlcal rooms (noL requlred) 0 ALLCW 0.00 0
"II^%'Q!]!E$&-_%'Q
8emove and replace flaL roof 80,000 Sl 23.00 1,840,000
0
SkyllghLs / 1ranslucenL labrlc 1 ALLCW 2,400,000.00 2,400,000
lnLermlLLenL repalr or replacemenL?? 0
0
Spray-on llreprooflng - assume Level 3 and ouLer rlng Sl
only (40' wlde rlng aL all 7 levels up Lo boLLom of roof) 623,000 CSl 2.23 1,401,730
0
llresLopplng 1 LS 100,000.00 100,000
0
6 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
Caulklng & Seallng aL LxLerlor Skln (lncludes removal and
replacemenL of exlsLlng caulklng) 333,730 Sl 3.30 1,168,123
?%F%-%I'!S!6I(&$ SO1@0O0SV
?%F%-%I'!W!?II*-!&'L!\%'LIJ-
Pollow MeLal uoors/lrames/Pardware (1per 1,000sf) 483 LA 1,300.00 724,300
0
9Y#X%&$!?II*- 0 0 0.00 0
Colllng uoors aL LxLerlor for "open concepL" and loadlng
docks (2 doors per 8ay, 4 8ays per Cuad) 32 LA 13,000.00 480,000
0
SecurlLy grllls aL concesslons (wlLh Concesslon bulldouL prlce) 0.00 0
0
7U*(&%'J&$$ 0
333,730 sf of skln (60 precasL 40 glazlng) 133,300 Sl n/a 0
Allowance Lo replace broken glass 1 ALLCW 230,000.00 230,000
8emove LxlsLlng Lxe LlevaLor 1ower CurLalnwall SysLem
(21'x12'x108' Lall) 7,128 Sl 13.00 106,920
lnflll glass aL Lxe LlevaLor 1ower (Lop of dome) 304 Sl 83.00 42,840
0
new LnLry uoors aL Crade 32 LA 3,300.00 112,000
0
?II*!5&*LJ&*# 0
lncluded ln doors/frames above 0 0 0.00 0
?%F%-%I'!W!6I(&$ .OS.AO2A1
?%F%-%I'!N!E%'%-_#-
lasLer aL uoor lnflll Area 1,792 Sl 13.00 26,880
lasLer aL reLalnlng wall behlnd earLh berms 33,373 Sl 13.00 300,623
urywall, exLerlor sheaLhlng, lnsulaLlon (level 1 and level 3
areas only) 788,000 CSl 2.30 1,970,000
0
7 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
1olleL/Concesslons aL new grade level (8LA - 3,000 Sl each).
lncludes CMu walls, flnlshes, colllng grllles, roof and ML. 40,000 Sl 100.00 4,000,000
lnLerlor 8ulldouL of Level 1 394,000 Sl 13.00 3,910,000
0
Mlsc-use bulldouL area 13,000 Sl 30.00 730,000
0
lloor llnlshes, assume sand/seallng concreLe 339,000 CSl 0.73 234,230
0
Celllng llnlshes CSl 3.00 0
0
Mlsc undeflned lnLerlor llnlshes 1 ALLCW 730,000.00 730,000
0
alnLlng 339,000 CSl 2.00 678,000
alnLlng SLeel 8oof SLrucLure 1 ALLCW 3,000,000.00 3,000,000
l8 [ klLchens 0 Sl 7.00 0
0
owerwash / Seal aL recasL 268,323 Sl 3.30 939,838
?%F%-%I'!N!6I(&$ 20,779,393
?%F%-%I'!.1!9Y#X%&$(%#-
0
Louvers 1 ALLCW 200,000.00 200,000
0
vldeo 8oards (noL lncluded) 0 0 0.00 0
0
CenLrally locaLed soda dlspensers (noL lncluded) 0 0 0.00 0
Wayflndlng Craphlcs / Slgnage 1,382,000 CSl 0.33 483,700
?%F%-%I'!.1!6I(&$ AW0OS11
8 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
?%F%-%I'!..!=`U%YR#'( 0
lood Servlce LqulpmenL - by owner nlC by owner 0
0
Appllances - by owner nlC by owner 0
0
uock levelers/bumpers 6 LA 13,000.00 90,000
?%F%-%I'!..!6I(&$ N1O111
?%F%-%I'!.2!EU*'%-_%'Q- 0 0 0.00
0
AcousLlcal LreaLmenLs, mlsc. lLems for plaLform -nC1
lnCLuuLu 0 nlC 0.00 0
0
1heme lounLaln - nC1 lnCLuuLu 0 nlC 0.00 0
8lgglng Crld 1 ALLCW 4,000,000.00 4,000,000
0
?%F%-%I'!.2!6I(&$ @O111O111
?%F%-%I'!.@!>#*(%X&$!6*&'-YI*(&(%I' 0
)&--#'Q#*!=$#F&(I*- 0
4 assenger elevaLors, 3-SLop, nC1 8LCul8Lu S1CS 0.00 0
0
9#*F%X#!=$#F&(I*- 0
2 lrelghL elevaLors - 3 sLop 6 S1CS 30,000.00 300,000
0
LscalaLors from grade level Lo playlng fleld level (assume 4
each, 30' helghL) nC1 8LCul8Lu LA 0.00 0
0
?%F%-%I'!.@!6I(&$ 011O111
9 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
?%F%-%I'!.V!,#X_&'%X&$ 0
Mechanlcal 0
Mechanlcal venLllaLlon and LxhausL SysLem (Combo Smoke
Lvac/LxhausL) 23,000 people, 10 ClM per person, 4
exchanges per hour. lncludes louvers. (CondlLloned alr aL all
floors, 400 ClM/Sl) lncludes cenLral planL upgrades 6,000 1CnS 2,300.00 13,000,000
uucLwork and ulsLrlbuLlon aL 8ulldlng 6,000 1CnS 2,300.00 13,000,000
0
8AS Lo maLch exlsLlng, Level 3 only 394,000 CSl 1.30 391,000
0
Smoke evacuaLlon sysLem - assume 4 exchanges per hour for
gross Sl area 4,000,000 ClM 1.73 7,000,000
Louvers for smoke evacuaLlon sysLem 10,000 Sl 30.00 300,000
CuL / rep Louver Cpenlngs 10,000 Sl 23.00 230,000
0
lumblng, remove and replace roof draln sysLem 1,382,000 CSl 2.00 2,764,000
LvenL 30x30 grld (WaLer and uraln) 438 LA 3,230.00 1,422,778
urchase boxes for evenL power 438 LA 1,300.00 636,667
0
E%*#!)*I(#X(%I'!9[-(#R 0
8emove and replace aL Level 1 89,000 Sl 3.23 289,230
Add new flre proLecLlon aL Level 3 89,000 Sl 3.23 289,230
Mlsc 8epalrs aL balance of bulldlng 1 ALLCW 100,000.00 100,000
?%F%-%I'!.V!6I(&$ @0OWA2ON@@
?%F%-%I'!.A!=$#X(*%X&$
uemo exlsLlng Sub-SLaLlon - by owner by owner 0
new underground prlmary elecLrlc servlce (lannln Lo Arena) 1,030 Ll 730.00 787,300
new elecLrlcal servlce from Arena laza and lanL 2 300 Ll 730.00 373,000
new SwlLchgear for Arena - (2) 4000 Amp anels (prlmary
ducL bank lncluded above) 1 ALLCW 200,000.00 200,000
10 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
new SwlLchgear for laza - $30k per SupporL 8ulldlng 1 ALLCW 400,000.00 400,000
new SwlLchgear for uome - 1 ALLCW 1,000,000.00 1,000,000
0
LlecLrlcal aL Cccupled Areas (Levels 1-3) 938,000 CSl 18.00 17,244,000
LlecLrlcal above Level 3 (llghLlng and code compllance) 424,000 CSl 3.00 1,272,000
8emove and replace exlsLlng sporLs llghLlng 1 ALLCW 300,000.00 300,000
LvenL ower 30x30 grld (assume 30 amp per box) 438 LA 13,000.00 6,366,667
0
9%(#!=$#X(*%X&$ 0
SlLe llghL poles 1 ALLCW 230,000.00 230,000
8ulldlng laade LlghLlng - assume noL requlred 0 nlC 0.00 0
0
SecurlLy & CC1v SysLems 1,382,000 CSl 0.63 898,300
0
CommunlcaLlon SysLem 1,382,000 CSl 0.30 691,000
LvenL lloor uaLa ulsLrlbuLlon 30x30 grld 438 LA 3,000.00 1,313,333
0
llre alarm 1,382,000 CSl 1.23 1,727,300
0
A/v aL Level 3 only 394,000 CSl 3.23 1,280,300
0
1emporary LlecLrlcal 24 MC 30,000.00 1,200,000
!?%F%-%I'!.A!6I(&$! 0VOV1VOW11
6863C!7896!8E!\8"a .S1O@.WOVNA
11 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
,:C6;D):")89=!E37;C;6<
C#F#$!2!GH#$IJ!K*&L#M .S1O111
C#F#$!0!G&(!K*&L#M 0N@O111 '#J!-$&T
C#F#$!@ .1AO111 'I'DU-#&T$#
C#F#$!V .1AO111 'I'DU-#&T$#
C#F#$!A .1AO111 'I'DU-#&T$#
C#F#$!S .1AO111 'I'DU-#&T$#
.O0W2O111 K9E
!?#-X*%Y(%I'! Z([ :, :'%(!7I-( 6I(&$!7I-(
9:H6863C!7896!8E!\8"a 170,418,396 123.31
Ceneral CondlLlons (6) 10,223,116 7.40
SubconLracLor 8ond (cosL of work * 1.23) 2,130,232 1.34
8ulldlng ermlL (cosL of work *.204) 347,634 0.23
8ullders 8lsk (cosL of work * .367) 623,436 0.43
Ceneral LlablllLy lnsurance (cosL of work * .708) 1,206,364 0.87
)*Ib#X(!9UT(I(&$ 184,933,398 133.83
CM[8 lee [ 3.3 6,473,376 4.68
CC 8ond (SubLoLal * .833) 1,344,363 1.12
)*Ib#X(!6I(&$ 192,971,337 139.63
ConLlngency [ 10 x cosL of work 17,041,860 12.33
)*Ib#X(!K*&'L!6I(&$ 210,013,196 131.96
1 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
4C(#D!"#E!(#F(!%'E%G&(#-!E%HH#*#'(/'#I!E&(&!H*CJ!,K$(%!)K*LC-#!8L(%C'
M#N#$!.!OP#$CI!Q*&E#R 0S@T111 #F%-(%'U!(C!*#J&%'
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
!?%N%-%C'!2!9%(#!\C*+!/!?#JC!
ACM AbaLemenL 1 LS 4,300,000.00 4,300,000
SelecLlve uemollLlon aL Level 1 (73 of gross area), lncludes
compleLe removal of all exlsLlng lnLerlor bulldouL and ML.
Lxcludes Sl aL playlng fleld. 293,300 CSl 13.00 4,432,300
SelecLlve uemollLlon aL Level 2, lncludes compleLe removal of
all exlsLlng lnLerlor bulldouL and ML 170,000 CSl 13.00 2,330,000
SelecLlve uemollLlon aL Level 3 0 CSl 7.00 0
uemo Pellx 4 LA 30,000.00 200,000
8emove exlsLlng precasL seaLlng rlsers aL 8owl Area (lncludes
moveable seaLs and seaLs aL wesL end of bowl) 68,920 Sl 12.00 827,040
8emove exlsLlng precasL seaLlng rlsers and rakers above Level
2 277,827 Sl 12.00 3,333,926
uemo reLalnlng wall for new enLry doors, lncludes saw
cuLLlng and removal 896 Sl 13.00 13,440
uemo exlsLlng concreLe slab aL wesL end plaLform 8,400 Sl 10.00 84,000
uemo playlng level floor for foundaLlons 33,962 Sl 12.00 407,347
.ST0.AT@W0 9K](C(&$
uemo pavlng ouLslde bldg llne lncluded ln pavlng below 0 0 0.00 0
uemo seaLlng & floors Lo "u" llne (lncluded above) 0 0 0.00 0
0
1emp shorlng - sLrucLural demo 394,000 Sl 0.73 293,300
0
LarLhwork (lncluded ln pavlng numbers below) 0
0
"#JCN#!P#*J- 0
8emove 8erms - Assume 20' Lall berms, 83 around Lhe
uome plus 1.4 Swell lacLor (1ruck ?ards) 19,613 C? 8.00 136,904
0
9%(#!:(%$%(%#- 0
SlLe LlghLlng: ln elecLrlcal 0
SLorm dralnage, assume new slLe laLerals 1 ALLCW 100,000.00 100,000
2 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
SanlLary sewer, assume new slLe laLerals 1 ALLCW 100,000.00 100,000
uomesLlc waLer, assume new slLe laLerals 1 ALLCW 100,000.00 100,000
011T111 9K](C(&$
Chllled waLer - connecLed [ CarruLh plaza 1,300 Ll 1,300.00 2,230,000
0
1unnel from arklng Lo 610 (SeparaLe LsLlmaLe) 0 LS n/a 0
0
9%(#!;JL*CN#J#'(-!^!5&*E-G&L# 0
grade prep. 73 pavlng / 23 green area 333,860 Sl 6.00 2,003,162
6" Colored / sLamped concreLe (upgrade 30) 166,930 Sl 6.00 1,001,381
Curb and CuLLer 1le-ln 6,280 Ll 14.00 87,920
Mlsc avlng 73,360 Sl 8.00 602,880
0TASWTW@2 9K](C(&$
uemo exlsLlng ramps and loadlng docks 83,000 Sl 1.30 127,300
uemo exlsLlng sldewalks 33,000 Sl 1.30 32,300
0
lenclng & CaLes [ Loadlng uock Area Cnly 628 Ll 30.00 31,400
0
M&'E-G&L#!^!;**%U&(%C' 0 0 0.00 0
grade prep. 73 pavlng / 23 green area 111,287 Sl 3.00 333,860
0
Pydro mulch / soddlng 1 ALLCW 100,000.00 100,000
0
SLablllzed consLrucLlon enLrance 2 LA 6,300.00 13,000
0
SLorm WaLer 8unoff revenLlon 3,312 Ll 3.30 19,316
0
lnleL roLecLlon 40 LA 100.00 4,000
?%N%-%C'!2!6C(&$ .@_01 `/9Y 2ATASWTSVW
3 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
?%N%-%C'!0!7C'G*#(# 0
YCK'E&(%C'-!^!P#$CI!Q*&E# 0
Auger CasL lles for Level 3 Slab (assume 30' x 30' grld , 90'
long). Assume 3 auger casL plles per cap. Area ls assumed Lo
be lnslde Lhe 3 exlsLlng columns aL perlmeLer 132,830 Ll 19.00 2,903,770
0
lle Caps 340 LA 10,000.00 3,396,222
0
ConcreLe slab on grade (exlsLlng playlng fleld Lo remaln) 0 Sl 6.00 0
0
new LlevaLed Slab aL Level 3, lncludes columns from playlng
fleld level 394,000 Sl 38.00 14,972,000
ConcreLe encasemenL aL all exposed sLeel cols - noL
appllcable, assumed flre proofed (see ulv 7) 217 LA 0.00 0
Modlfy exlsLlng (elevaLed from playlng level) sLrucLure aL
perlmeLer (assume 2223'x30') 66,730 Sl 12.00 801,000
Modlfy slab where moveable deck was removed 63,320 Sl 12.00 762,240
lnflll / pour slab aL old dugouL locaLlons (assume 2 ea,
10'x73'x3' deep) 167 C? 137.00 26,167
lnflll / pour slab aL old Lurf plL locaLlons (assume 280'x30'x12'
deep) 3,733 C? 137.00 386,133
lnflll aL LxlsLlng Moveable ueck 1racks 148 C? 137.00 23,239
lnflll aL LxlsLlng 1rench uraln 8 C? 137.00 1,236
Mlsc lnflll aL depressed areas 1 ALLCW 73,000.00 73,000
Add new LscalaLor lLs (assume 2 escalaLors per plL) nC1
8LCul8Lu LA 23,000.00 0
new LlevaLor lLs for assenger LlevaLors 8 LA 13,000.00 120,000
new Lapered concreLe beam (lnflll) aL Lxe LlevaLor 1ower 30 l1 430.00 13,300
Slab on MeLal ueck aL new 8ulldouL 483,000 Sl 6.00 2,910,000
4 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
Slab on MeLal ueck aL Lop floor "SLrucLure Cap" 100,000 Sl 6.00 600,000
21TXS1TWWA 9K](C(&$
new 1ruck Access 8amps for LvenL SeLup (2 each aL 300' x 16'
wlde followlng Lhe perlmeLer of Lhe dome, lncludes demo
and earLhwork) 9,600 Sl 60.00 376,000
0
=F(#*%C*!)*#G&-(!"#L$&G#J#'( 0
8eplace 333,730 sf of skln (60 precasL 40 glazlng),
8emove, assume 12'x14' panels 1,192 LA 3,040.00 6,007,300
lnflll recasL aL Lxe LlevaLor 1ower 1,092 Sl 33.00 38,220
0
?%N%-%C'!0!6C(&$ .X_.. `/9Y 00TX.2T2AX
?%N%-%C'!@!,&-C'*[ 0
unlL Masonry (qLy as allowance) 0
lnflll LxlsLlng uoor Areas 1,792 Sl 13.00 26,880
LlevaLor ShafL for new Servlce LlevaLors (4 each,
12'x14'x170' Levels 1-7 33,360 Sl 13.00 330,400
CMu ShafL Walls for assenger LlevaLors (8 each,
10'x10'x130' Lall Level 3-7) 48,000 Sl 13.00 720,000
20 ' CMu walls aL all levels where seaLs have been removed
Lo block vlew of concourse area (Wl1P ln1L8lC8 CLASS
8LLCW) Sl 13.00 0
lnflll brlck / CMu aL Lxe Llev 1ower 323 Sl 23.00 13,123
Level 1 - none 394,000 Sl 2.00 788,000
Level 2 - none 0 Sl 16.00 0
0
?%N%-%C'!@!6C(&$ ._.. `/9Y 2T1VXT@1W
?%N%-%C'!W!,#(&$-
3 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
SLrucLural SLeel (12#/sf), 483,000 new Sl area SLrucLure 2,910 1n 3,600.00 10,476,000
0
upgrade uome SLrucLure lramlng nC1 8LCul8Lu 0 1n 3,600.00 0
0
lloor/8oof uecklng - none 0 0 0.00 0
0
Mlsc. MeLal labrlcaLlons (.73#/Sl) 700 1n 4,300.00 3,130,363
0
8eplace exlsLlng corrugaLed meLal panels wlLh composlLe
meLal panels 37,102 Sl 30.00 1,833,094
new SLeel SLalrs & 8alls 1,799 8lSL8S 630.00 1,169,379
Assume 8 SLalrs, 3 floors each (130' Lall) 0
new Pandralls aL all levels where seaLs have been removed -
ASSuMLu CMu WALL
0
Lxpanslon ConLrol 1 ALLCW 300,000.00 300,000
0
8eplace exlsLlng L! [ new SLrucLure nC1 8LCul8Lu 0 Ll 113.00 0
0
?%N%-%C'!W!6C(&$ S_1X `/9Y .ATSW.T10W
?%N%-%C'!A!7&*L#'(*[
8ough CarpenLry 1,867,000 CSl 0.23 466,730
lnLerlor 8locklng 1,867,000 CSl 0.33 633,430
LxLerlor 8locklng 0 n/A 0.00 0
0
?%N%-%C'!A!6C(&$ 1_A1 `/9Y .T.21T211
?%N%-%C'!V!\&(#*L*CCH%'U!/!"CCH%'U 0
\&(#*L*CCH%'U!^!?&JL*CCH%'U 0
erlmeLer Wall (wlLh ulv 9) 0 Sl 0.73 0
8emove exlsLlng W aL reLalnlng wall behlnd earLh berms 33,373 Sl 4.00 133,300
0
Sound lnsulaLlon aL mechanlcal rooms (noL requlred) 0 ALLCW 0.00 0
"CCH%'U!^!Y$&-a%'U
6 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
8emove and replace flaL roof 80,000 Sl 23.00 1,840,000
0
SkyllghLs / 1ranslucenL labrlc 1 ALLCW 2,400,000.00 2,400,000
lnLermlLLenL repalr or replacemenL?? 0
0
Spray-on llreprooflng - assume Level 3 and ouLer rlng Sl
only (40' wlde rlng aL all 7 levels up Lo boLLom of roof) 1,302,000 CSl 2.23 3,379,300
0
llresLopplng 1 LS 100,000.00 100,000
0
Caulklng & Seallng aL LxLerlor Skln (lncludes removal and
replacemenL of exlsLlng caulklng) 333,730 Sl 3.30 1,168,123
?%N%-%C'!V!6C(&$ @_X0 `/9Y ST12.T.2W
?%N%-%C'!X!?CC*-!&'E!\%'ECI-
Pollow MeLal uoors/lrames/Pardware (wlLh "uevelopmenL
CosLs" below LA 1,300.00 0
0
9L#G%&$!?CC*- 0
Colllng uoors aL LxLerlor for "open concepL" and loadlng
docks (2 doors per 8ay, 4 8ays per Cuad) 32 LA 13,000.00 480,000
0
SecurlLy grllls aL concesslons (wlLh Concesslon bulldouL prlce) 0.00 0
0
7K*(&%'I&$$ 0
8eplace 333,730 sf of skln (60 precasL 40 glazlng) 133,300 Sl 83.00 11,347,300
8emove LxlsLlng Lxe LlevaLor 1ower CurLalnwall SysLem
(21'x12'x108' Lall) 7,128 Sl 13.00 106,920
lnflll glass aL Lxe LlevaLor 1ower (Lop of dome) 304 Sl 83.00 42,840
0
lnLerlor Class walls aL all levels where seaLs have been
removed Lo block vlew of concourse area (no buLL glazlng) 123,320 Sl 43.00 3,639,400
new LnLry uoors aL Crade 32 LA 3,300.00 112,000
0
?CC*!5&*EI&*# 0
lncluded ln doors/frames above 0 0 0.00 0
7 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
?%N%-%C'!X!6C(&$ S_W1 `/9Y .VTV2XTAA1
?%N%-%C'!S!Y%'%-a#-
uevelopmenL cosLs for hase l program as per CS&L summary
reporL daLed 12-12-2011 (nC1 lnCLuuLu) 483,000 Sl n/A 0
8enovaLe and refurblsh new hase l area. new Slab and
"whlLe box" bulld ouL. new 1enanL Space 388,000 Sl 13.00 3,820,000
8enovaLe and refurblsh new hase l area. need addlLlonal
lnformaLlon for areas per floor. new Slab and "whlLe box"
bulld ouL. ubllc ClrculaLlon 97,000 Sl 30.00 4,830,000
lasLer aL uoor lnflll Area 1,792 Sl 13.00 26,880
lasLer aL reLalnlng wall behlnd earLh berms 33,373 Sl 13.00 300,623
urywall, exLerlor sheaLhlng, lnsulaLlon CSl all levels 788,000 CSl 2.30 1,970,000
0
1olleL/Concesslons aL new grade level (8LA - 3,000 Sl each).
lncludes CMu walls, flnlshes, colllng grllles, roof and ML. 40,000 Sl 100.00 4,000,000
0
lnLerlor 8ulldouL of Level 1 394,000 Sl 13.00 3,910,000
Mlsc-use bulldouL area 13,000 Sl 30.00 730,000
0
lloor llnlshes, assume sand/seallng concreLe aL Level 3 339,000 CSl 0.73 234,230
0
Celllng llnlshes CSl 3.00 0
0
Mlsc undeflned lnLerlor llnlshes 1 ALLCW 730,000.00 730,000
0
alnLlng 339,000 CSl 2.00 678,000
alnLlng SLeel 8oof SLrucLure - nC1 ALlCA8LL 1 ALLCW 3,000,000.00 3,000,000
l8 [ klLchens 0 Sl 7.00 0
0
owerwash / Seal aL recasL - nC1 ALlCA8LL, replace
precasL Sl 3.30 0
8 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
?%N%-%C'!S!6C(&$ .A_0@ `/9Y 30,309,733
?%N%-%C'!.1!9L#G%&$(%#-
0
Louvers 1 ALLCW 200,000.00 200,000
0
vldeo 8oards (noL lncluded) 0 0 0.00 0
0
CenLrally locaLed soda dlspensers (noL lncluded) 0 0 0.00 0
?%N%-%C'!.1!6C(&$ 1_@A `/9Y XW0T@W1
?%N%-%C'!..!=bK%LJ#'( 0
lood Servlce LqulpmenL - by owner nlC by owner 0
0
Appllances - by owner nlC by owner 0
0
uock levelers/bumpers 6 LA 13,000.00 90,000
?%N%-%C'!..!6C(&$ 1_1W `/9Y S1T111
?%N%-%C'!.2!YK*'%-a%'U- 0 0 0.00
0
AcousLlcal LreaLmenLs, mlsc. lLems for plaLform -nC1
lnCLuuLu 0 nlC 0.00 0
0
1heme lounLaln - nC1 lnCLuuLu 0 nlC 0.00 0
8lgglng Crld 1 ALLCW 4,000,000.00 4,000,000
0
?%N%-%C'!.2!6C(&$ 2_.@ `/9Y @T111T111
?%N%-%C'!.@!>#*(%G&$!6*&'-LC*(&(%C' 0
)&--#'U#*!=$#N&(C*- 0
8 assenger elevaLors, assume 7 sLops each 36 S1CS 0.00 0
0
9#*N%G#!=$#N&(C*- 0
9 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
4 lrelghL LlevaLors, 9 sLops each 36 S1CS 30,000.00 1,800,000
0
LscalaLors from grade level Lo playlng fleld level (assume 6
each, 30' helghL) Level 3, 4, 3 6 LA 0.00 0
0
?%N%-%C'!.@!6C(&$ 1_SA `/9Y .TX11T111
?%N%-%C'!.W!,#Ga&'%G&$ 0
Mechanlcal 0
Mechanlcal venLllaLlon and LxhausL SysLem (Combo Smoke
Lvac/LxhausL) 23,000 people, 10 ClM per person, 10
exchanges per hour. lncludes louvers 6,000 1CnS 2,300.00 13,000,000
uucLwork and ulsLrlbuLlon aL 8ulldlng 6,000 1CnS 2,300.00 13,000,000
0
Mechanlcal for 1enanL 8ulldouL Area 388,000 CSl 7.00 2,716,000
Mechanlcal for 1enanL 8ulldouL Area (ubllc ClrculaLlon) 97,000 CSl 11.00 1,067,000
0
8AS Lo maLch exlsLlng 1,867,000 CSl 1.30 2,800,300
0
Smoke evacuaLlon sysLem - assume 4 exchanges per hour for
gross Sl area 4,000,000 ClM 1.73 7,000,000
Louvers for smoke evacuaLlon sysLem 10,000 Sl 30.00 300,000
CuL / rep Louver Cpenlngs 10,000 Sl 23.00 230,000
0
lumblng, compleLe renovaLlon 1,382,000 CSl 2.00 2,764,000
lumblng for 1enanL 8ulldouL Area 388,000 CSl 2.00 776,000
lumblng for 1enanL 8ulldouL Area (ubllc ClrculaLlon) 97,000 CSl 8.30 824,300
LvenL 30x30 grld (WaLer and uraln) 438 LA 3,230.00 1,422,778
urchase boxes for evenL power 438 LA 1,300.00 636,667
0
Y%*#!)*C(#G(%C'!9[-(#J 0
8emove and replace aL Level 1 89,000 Sl 3.23 289,230
10 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
Add new flre proLecLlon aL Level 3 89,000 Sl 3.23 289,230
Mlsc 8epalrs aL balance of bulldlng 394,000 Sl 3.23 1,930,300
llre roLecLlon SysLem for 1enanL 8ulldouL Area 388,000 CSl 1.30 382,000
llre roLecLlon SysLem for 1enanL 8ulldouL Area ubllc Area 97,000 CSl 2.00 194,000
?%N%-%C'!.W!6C(&$ 2X_SA `/9Y 1_11 W@T1A2T@@@
?%N%-%C'!.A!=$#G(*%G&$
uemo exlsLlng Sub-SLaLlon - by owner by owner 0
new underground prlmary elecLrlc servlce (lannln Lo Arena) 1,030 Ll 730.00 787,300
new elecLrlcal servlce from Arena laza and lanL 2 300 Ll 730.00 373,000
new SwlLchgear for Arena - (2) 4000 Amp anels (prlmary
ducL bank lncluded above) 1 ALLCW 200,000.00 200,000
new SwlLchgear for laza - $30k per SupporL 8ulldlng 1 ALLCW 400,000.00 400,000
new SwlLchgear for uome - 1 ALLCW 1,000,000.00 1,000,000
Lmergency CeneraLor (Llfe SafeLy only) 1 LA 230,000.00 230,000
0
LlecLrlcal aL Cccupled Areas (Levels 1-3) 938,000 CSl 18.00 17,244,000
LlecLrlcal above Level 3 (llghLlng and code compllance) 424,000 CSl 3.00 1,272,000
LlecLrlcal aL 1enanL 8ulldouL Area 388,000 CSl 4.00 1,332,000
LlecLrlcal aL 1enanL 8ulldouL Area ubllc Area 97,000 CSl 3.00 483,000
LvenL ower 30x30 grld (assume 30 amp per box) 438 LA 13,000.00 6,366,667
8emove and replace exlsLlng sporLs llghLlng 1 ALLCW 300,000.00 300,000
0
9%(#!=$#G(*%G&$ 0
SlLe llghL poles 1 ALLCW 230,000.00 230,000
11 of 11 3/18/12
!"#$%&'(!)&*+!,&-(#*!)$&'! ./01/.2
!,34536634!78496":76;84!78,)34<! "=>;9=?!@/1A/.2B!@/.0/.2B!@/2@/.2
396"8?8,=!"=43;99347=
M#N#$!2!OP#$CI!Q*&E#R .V1T111
M#N#$!0!O&(!Q*&E#R 0S@T111 '##E!L*CU*&J!&*#&
M#N#$!@ .1AT111 '##E!L*CU*&J!&*#&
M#N#$!W .1AT111 '##E!L*CU*&J!&*#&
M#N#$!A .1AT111 '##E!L*CU*&J!&*#&
M#N#$!V .1AT111 '##E!L*CU*&J!&*#&
6#'&'(!PK%$ECK(!3*#& @XWT111
.TXAVT111 Q9Y
!?#-G*%L(%C'! Z([ :, :'%(!7C-( 6C(&$!7C-(
8ulldlng laade LlghLlng - assume noL requlred 0
0
SecurlLy & CC1v SysLems 1,382,000 CSl 0.63 898,300
0
CommunlcaLlon SysLem 1,382,000 CSl 0.30 691,000
LvenL lloor uaLa ulsLrlbuLlon 30x30 grld 438 LA 3,000.00 1,313,333
0
llre alarm 1,867,000 CSl 1.23 2,333,730
0
A/v aL Level 3 only 394,000 CSl 3.23 1,280,300
0
1emporary LlecLrlcal 36 MC 30,000.00 1,800,000
!?%N%-%C'!.A!6C(&$! 21_XS `/9Y 0XTSSST1W1
6863M!7896!8Y!\8"c 20VTV22T0AX
9:P6863M!7896!8Y!\8"c 237,722,368 127.33
)*Cd#G(!9K](C(&$ 237,997,709 138.19
CM[8 lee [ 3.3 9,029,920 4.84
CC 8ond (SubLoLal * .833) 2,134,281 1.13
)*Cd#G(!6C(&$ 269,181,909 144.18
)*Cd#G(!Q*&'E!6C(&$ 292,934,146 136.91
1 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
./0$1$'$2&(3(,""'$&4(56%7" 89:;98<
!.=>5.?(@9;A98<B(@98:98<B(@9<@98<
CenLer Lxpanslon
CenLer Lxpanslon Level 1 233,308 Sl
CenLer Lxpanslon LxhlblL Palls 230,000 Sl
CenLer Lxpanslon Mezzanlne Level 187,043 Sl
CSl 670,333 Sl
?"-7*$6'$2& C'D E2, E&$'(F2-' G2'%#(F2-'
?$H$-$2&(<(5$'"I2*+(
uemo LxlsLlng AsphalL avlng 273,000 Sl 0.30 137,300
uemo LxlsLlng recasL Walls / Class 33,300 Sl 7.30 416,230
uemo LxlsLlng ConcreLe laza 241,000 Sl 0.73 180,730
J:@KL;; ((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
uewaLerlng (wlLh hoLel) 0
0
SlLe uLlllLles 1 ALLCW 1,730,000.00 1,730,000
SLorm/SanlLary/WaLer 1 ALLCW 1,300,000.00 1,300,000
0
Landscaplng / lrrlgaLlon 1 ALLCW 300,000.00 300,000
8elocaLe Lrees (40 Lrees [ $3,000) 1 ALLCW 120,000.00 120,000
0
new SlLe ConcreLe avlng Loadlng uock 104,900 Sl 3.73 603,173
?$H$-$2&(<(5$'"I2*+(G2'%# LK<;JKAJL
?$H$-$2&(:(F2&7*"'"
loundaLlons 483,308 Sl 10.30 3,074,734
LxcavaLlon for foundaLlons (wlLh above) 0
LlevaLor lLs 7 LA 3,000.00 33,000
0
SCC 8" Slab 483,308 Sl 6.00 2,899,848
Slab on MeLal ueck aL Mezzanlne 187,043 Sl 3.30 634,638
upgrade Slabs aL LxhlblL Palls 230,000 Sl 3.00 1,230,000
(2 Levels undergound arklng wlLh PoLel)
0
new ConcreLe 8amps aL Loadlng uock 20,268 Sl 30.00 608,040
recasL LxLerlor aL LasL LlevaLlon (Lo 10') 7,660 Sl 28.00 214,480
recasL LxLerlor aL WesL LlevaLlon Level 1 (10 up Lo 20') 1,338 Sl 28.00 43,624
(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((<LMK8;@( 0
?$H$-$2&(:(F2&7*"'"(G2'%# 8;KJM;K:M@
?$H$-$2&(@(,%-2&*D
2 of 6 3/18/12
./0$1$'$2&(3(,""'$&4(56%7" 89:;98<
!.=>5.?(@9;A98<B(@98:98<B(@9<@98<
CenLer Lxpanslon
CSl 670,333 Sl
?"-7*$6'$2& C'D E2, E&$'(F2-' G2'%#(F2-'
CMu aL LlevaLor ShafLs (2 passenger/ 3 lrelghL) 20,400 Sl 12.00 244,800
CMu aL SouLh LxL Wall (Arena Common Wall) 26,400 Sl 12.00 316,800
LA8KA;; ((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
?$H$-$2&(@(,%-2&*D(G2'%# LA8KA;;
?$H$-$2&(L(,"'%#-
Lxpanslon ConLrol aL LxlsLlng CenLer 923 Ll 113.00 106,373
Lxpanslon ConLrol aL Mld Span 300 Ll 113.00 37,300
Lxpanslon ConLrol aL new Arena 440 Ll 113.00 30,600
<8@K@JL ((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
SLrucLural SLeel aL LxhlblL Space (28#/Sl) 3,300 1CnS 2,600.00 9,100,000
SLrucLural SLeel aL Level 1 (12#/Sl) 1,400 1CnS 2,600.00 3,639,603
SLrucLural SLeel aL 8oof (8#/Sl) 1,681 1CnS 2,600.00 4,371,671
8JK888K<JA (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
MeLal ueck aL Mezzanlne 187,043 Sl 3.00 361,133
MeLal ueck aL 8oof 483,308 Sl 3.00 1,449,924
<K;88K;LN (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
0
Mlsc MeLals (.3 lbs/Sl) 168 1CnS 2,600.00 433,729
Mlsc SupporLs aL CMu Walls 1 LSuM 30,000.00 30,000
LlevaLor ulvlder 8eams 16 LA 2,300.00 40,000
LlevaLor Culde 8all SupporLs 1,320 Ll 30.00 66,000
LN8KJ<N (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((
CrnamenLal SLalr 69 8lSL8S 2,300.00 172,300
refabrlcaLed MeLal SLalrs (3 seLs) 343 8lSL8S 600.00 207,000
<;JK;;; ((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
?$H$-$2&(L(,"'%#-(G2'%# <;K:;MK;:N
?$H$-$2&(A(,$##I2*+
8ough carpenLry (noL lncludlng exhlblL halls) 420,333 CSl 0.30 210,177
Mlsc Mlllwork (noL lncludlng exhlblL halls) 420,333 CSl 6.30 2,732,293
3 of 6 3/18/12
./0$1$'$2&(3(,""'$&4(56%7" 89:;98<
!.=>5.?(@9;A98<B(@98:98<B(@9<@98<
CenLer Lxpanslon
CSl 670,333 Sl
?"-7*$6'$2& C'D E2, E&$'(F2-' G2'%#(F2-'
0
?$H$-$2&(A(,$##I2*+(G2'%# <KN@<K@J8
?$H$-$2&(J(G0"*O%#()*2'"7'$2&
WaLerprooflng aL LlevaLor lLs 7 LA 2,000.00 14,000
uampprooflng aL MeLal anels 63,300 Sl 2.00 131,000
Caulklng aL LxLerlor MeLal anels / recasL 74,718 Sl 1.00 74,718
0
ComposlLe MeLal anels aL LasL LlevaLlon (above precasL Lo
60') 42,130 Sl 34.00 1,432,420
ComposlLe MeLal anels aL WesL LlevaLlon Level 1 (10) 1,338 Sl 34.00 32,972
ComposlLe MeLal anels aL WesL LlevaLlon Level 2 (70 up Lo
60') 21,812 Sl 34.00 741,608
<K<<JK;;; (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
Modlfled 8lLumen 8ooflng 483,308 Sl 18.00 8,699,344
MKANNKL@@
0
?$H$-$2&(J(G0"*O%#()*2'"7'$2&(G2'%# 88K8@AK<A<
?$H$-$2&(M(?22*-(%&P(Q$&P2I-
uoors / lrame / Pardware (1 u8 / 200 Sl, noL lncludlng
exhlblL hall space) 2,417 LvS 1,200.00 2,899,848
0
8oll up uoors aL Loadlng uock (20' Lall) 20 LA 33,000.00 700,000
Mlsc colllng doors 1 ALLCW 40,000.00 40,000
0
Class aL WesL LlevaLlon Level 1 (80) 12,464 Sl 73.00 934,800
Class aL WesL LlevaLlon Level 2 (30 up Lo 60') 9,348 Sl 73.00 701,100
0
lnLerlor Class and Clazlng (no sLorefronL) 1 ALLCW 30,000.00 30,000
0
?$H$-$2&(M(?22*-(%&P(Q$&P2I-(G2'%# LK:<LKJ@M
ulvlslon 9 llnlshes
urywall - Level 1 233,308 CSl 8.00 1,866,464
urywall - LxhlblL Palls 230,000 CSl 7.30 1,873,000
urywall -Mezzanlne 187,043 CSl 9.30 1,776,928
4 of 6 3/18/12
./0$1$'$2&(3(,""'$&4(56%7" 89:;98<
!.=>5.?(@9;A98<B(@98:98<B(@9<@98<
CenLer Lxpanslon
CSl 670,333 Sl
?"-7*$6'$2& C'D E2, E&$'(F2-' G2'%#(F2-'
3,318,392 0
lasLer SofflL aL LnLry 17,300 Sl 13.00 262,300
<A<KL;; 0
lnLerlor llnlshes aL Level 1 233,308 CSl 32.00 7,463,836
lnLerlor llnlshes aL LxhlblL Palls 230,000 CSl 2.00 300,000
lnLerlor llnlshes aL Mezzanlne 187,043 CSl 13.00 2,803,673
8;KJJ8KL:8 (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
alnL aL Level 1 233,308 CSl 2.00 466,616
alnL aL LxhlblL Palls 230,000 CSl 3.00 730,000
alnL aL Mezzanlne 187,043 CSl 2.00 374,090
8KLN;KJ;A (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 0
?$H$-$2&(N(R$&$-0"-(G2'%# 8MK8@:K8<N
?$H$-$2&(8;(56"7$%#'$"-
1olleL Accessorles (23 resLrooms, 8 sLalls ea) 23 LA 4,000.00 100,000
1olleL arLlLlons (23 resLrooms, 8 sLalls ea) 200 S1ALLS 1,000.00 200,000
0
loldlng arLlLlons aL LxhlblL Palls (23' Lall) 40,623 Sl 63.00 2,640,623
loldlng arLlLlons aL 8allrooms 3,864 Sl 63.00 231,160
0
llre LxLlngulshers 1 ALLCW 30,000.00 30,000
0
Wayflndlng Craphlcs / Slgnage 670,333 CSl 0.33 234,624
0
(?$H$-$2&(8;(56"7$%#'$"-(G2'%#( :K@JAK@;N
?$H$-2&(88(.ST$6O"&'
lood Servlce LqulpmenL (8? CWnL8) 0
0
Loadlng uock LqulpmenL 3 LA 11,300.00 34,300
Loadlng uock Levelers 20 LA 830.00 17,000
0
?$H$-2&(88(.ST$6O"&'(G2'%# L8KL;;
3 of 6 3/18/12
./0$1$'$2&(3(,""'$&4(56%7" 89:;98<
!.=>5.?(@9;A98<B(@98:98<B(@9<@98<
CenLer Lxpanslon
CSl 670,333 Sl
?"-7*$6'$2& C'D E2, E&$'(F2-' G2'%#(F2-'
?$H$-$2&(8<(RT*&$'T*"
none 0
?$H$-$2&(8<(RT*&$'T*"(G2'%# ;
?$H$-$2&(8:(56"7$%#(F2&-'*T7'$2&
none 0
?$H$-$2&(8:(56"7$%#(F2&-'*T7'$2&(G2'%# ;
?$H$-$2&(8@(F2&H"D$&4(5D-'"O-
LscalaLor 4 LA 133,000.00 340,000
assenger LlevaLors (2 sLops each) 6 LA 120,000.00 720,000
lnLerlor LlevaLor Cab llnlshes 6 LA 8,000.00 48,000
lrelghL LlevaLor 3 LA 130,000.00 730,000
0
?$H$-$2&(8@(F2&H"D$&4(5D-'"O-(G2'%# <K;LMK;;;
(?$H$-$2&(8L(,"70%&$7%#(
PvAC 670,333 CSl 26.00 17,429,178
lumblng 670,333 CSl 7.00 4,692,471
llre roLecLlon 670,333 CSl 3.00 2,011,039
0
(?$H$-$2&(8L(,"70%&$7%#(G2'%#( <@K8:<KJ;M
?$H$-$2&(8A(.#"7'*$7%#
LlecLrlcal 670,333 CSl 24.00 16,088,472
llre Alarm 670,333 CSl 3.00 2,011,039
Low volLage: uaLa/CommunlcaLlons 670,333 CSl 2.23 1,308,294
Low volLage: Surv / SecurlLy 670,333 CSl 3.23 2,178,647
Low volLage: A/v 670,333 CSl 2.23 1,308,294
(?$H$-$2&(8A(.#"7'*$7%#(G2'%#( <:K<N@KJAJ
GUGVW(FU5G(UR(QU!X 8<JK@<MKAN8
5EYGUGVW(FU5G(UR(QU!X 127,428,691 190.09
6 of 6 3/18/12
./0$1$'$2&(3(,""'$&4(56%7" 89:;98<
!.=>5.?(@9;A98<B(@98:98<B(@9<@98<
CenLer Lxpanslon
CSl 670,333 Sl
?"-7*$6'$2& C'D E2, E&$'(F2-' G2'%#(F2-'
Subguard (cosL of work * 1.23) 1,392,839 2.38
Ceneral LlablllLy lnsurance (cosL of work * .708) 902,193 1.33
)*2Z"7'(5T1'2'%# 138,297,084 206.30
MCC lee [ 3.3 4,840,398 7.22
CC 8ond (SubLoLal * .833) 1,134,781 1.72
)*2Z"7'(G2'%# 144,292,262 213.23
MCC ConLlngency [ 10 x cosL of work 14,429,226 21.32
)*2Z"7'([*%&P(G2'%# 138,721,489 236.77
1 of 1 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
."-'$/%#()#%0%
3/8/12 369,213 CSl
uescrlpLlon CLy uoM unlL CosL 1oLal CosL
40' x 20' lslands (38 lslands, 120 Ll curb/lsland) 4360 Ll 3.00 $ 13,680 $
1heme lounLaln 1 ALLCW 1,300,000.00 $ 1,300,000
Landscaplng aL lslands 38 LA 233.00 $ 9,690 $
laza avlng (8" SLablllzed Sand / 8" ConcreLe) 369,213 Sl 3.73 $ 3,272,986 $
Landscaplng (8elocaLe 30 Lrees from Arena) 30 LA 3,000.00 $ 130,000 $
lumblng (sLub aL each lsland) 38 LA 3,000.00 $ 114,000 $
LlecLrlcal (120/208 3 aL each lsland) 38 LA 6,300.00 $ 247,000 $
- $
vldeo 8oard 1 ALLCW 2,300,000.00 $ 2,300,000 $
- $
CCS1 Cl WC8k 7,807,336 $
12345467(8514(5.(95!: 7,807,336 $ 13.72 $
Ceneral CondlLlons (6) 468,441 $ 0.82 $
Subguard (cosL of work * 1.23) 97,392 $ 0.17 $
8ulldlng ermlL (cosL of work *.204) 13,927 $ 0.03 $
8ullders 8lsk (cosL of work * .367) 28,633 $ 0.03 $
Ceneral LlablllLy lnsurance (cosL of work * .708) 33,276 $ 0.10 $
)*;<"='(1>?';'%# 8,473,246 $ 14.89 $
MCC lee [ 3.3 296,364 $ 0.32 $
CC 8ond (SubLoLal * .833) 70,732 $ 0.12 $
)*;<"='(4;'%# 8,840,361 $ 13.33 $
MCC ConLlngency [ 10 x cosL of work 884,036 $ 1.33 $
)*;<"='(@*%&A(4;'%# 9,724,617 $ 17.08 $
1 of 3 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
.*$/0"(1(!"#$%&'(2"&'"*('3(4-'*3/35" 678976:
:;<999 ((((((((( =>? !@AB>@C(;79D76:E(;76876:E(;7:;76:
C"-F*$G'$3& H'I J3, J&$'(23-' K3'%#(23-'
C$L$-$3&(:(>$'"M3*+(
uemo / 1le lnLo LxlsLlng 8ulldlngs 1 LSuM 230,000.00 230,000
C$L$-$3&(:(>$'"M3*+(K3'%# :N9<999
C$L$-$3&(8(23&F*"'"
loundaLlons 24,000 CSl 20.00 480,000
C$L$-$3&(8(23&F*"'"(K3'%# ;O9<999
C$L$-$3&(;(,%-3&*I
nCnL 0
C$L$-$3&(;(,%-3&*I(K3'%# 9
C$L$-$3&(N(,"'%#-
Slab on MeLal ueck 24,000 CSl 4.00 96,000
SLrucLural SLeel lramlng (30#/Sl) 600 1CnS 3,600.00 2,160,000
SLrucLural SLeel lramlng aL 8oof(20#/Sl) 240 1CnS 3,600.00 864,000
Mlsc MeLals (.3#/Sl) 6 1CnS 4,300.00 27,000
MeLal ueck aL LlevaLed SLrucLure 24,000 CSl 3.00 72,000
MeLal ueck aL 8oof 24,000 CSl 3.00 72,000
C$L$-$3&(N(,"'%#-(K3'%# 8<:P6<999
C$L$-$3&(D(,$##M3*+
8ough carpenLry 24,000 CSl 0.30 12,000
Mlsc Mlllwork 24,000 CSl 6.30 136,000
0
C$L$-$3&(D(,$##M3*+(K3'%# 6DO<999
C$L$-$3&(Q(KR"*5%#()*3'"F'$3&
Lxpanslon !olnLs aL uome / CenLer Lxpanslon 836 Ll 113.00 98,440
WaLerprooflng 24,000 CSl 2.30 60,000
uamprooflng/Caulklng aL MeLal anels 36,900 Sl 3.00 110,700
llreprooflng 24,000 CSl 3.30 84,000
llreprooflng aL roof sLrucLure 24,000 CSl 2.30 60,000
MeLal anels (27' Lall sLrucLure mlnus glass) 12,900 Sl 34.00 438,600
2 of 3 3/18/12
.*$/0"(1(!"#$%&'(2"&'"*('3(4-'*3/35" 678976:
:;<999 ((((((((( =>? !@AB>@C(;79D76:E(;76876:E(;7:;76:
C"-F*$G'$3& H'I J3, J&$'(23-' K3'%#(23-'
MeLal anels aL SofflL 24,000 Sl 34.00 816,000
8ooflng 24,000 Sl 18.00 432,000
C$L$-$3&(Q(KR"*5%#()*3'"F'$3&(K3'%# :<9PP<Q;9
C$L$-$3&(O(C33*-(%&/(S$&/3M-
uoors / lrames / Pardware (1 u8 / 3,000 Sl) 8 LA 1,300.00 12,000
Class and Clazlng (10' Lall, boLh sldes) 6,000 Sl 83.00 310,000
C$L$-$3&(O(C33*-(%&/(S$&/3M-(K3'%# N::<999
C$L$-$3&(P(?$&$-R"-
llnlshes / LxLerlor lramlng 24,000 CSl 33.00 1,272,000
C$L$-$3&(P(?$&$-R"-(K3'%# 6<:Q:<999
C$L$-$3&(69(>G"F$%#'$"-
0
llre LxLlngulshers 1 ALLCW 7,000.00 7,000
0
Wayflndlng Craphlcs 1 ALLCW 23,000.00 23,000
0
(C$L$-$3&(69(>G"F$%#'$"-(K3'%#( 8:<999
C$L$-3&(66(@TU$G5"&'
none 0
0
C$L$-3&(66(@TU$G5"&'(K3'%# 9
C$L$-$3&(6:(?U*&$'U*"
none 0
C$L$-$3&(6:(?U*&$'U*"(K3'%# 9
C$L$-$3&(68(>G"F$%#(23&-'*UF'$3&
none 0
C$L$-$3&(68(>G"F$%#(23&-'*UF'$3&(K3'%# 9
C$L$-$3&(6;(23&L"I$&0(>I-'"5-
nCnL 0
0
C$L$-$3&(6;(23&L"I$&0(>I-'"5-(K3'%# 9
(C$L$-$3&(6N(,"FR%&$F%#(
PvAC 24,000 CSl 18.30 444,000
lumblng 24,000 CSl 6.00 144,000
llre roLecLlon 24,000 CSl 3.73 90,000
3 of 3 3/18/12
.*$/0"(1(!"#$%&'(2"&'"*('3(4-'*3/35" 678976:
:;<999 ((((((((( =>? !@AB>@C(;79D76:E(;76876:E(;7:;76:
C"-F*$G'$3& H'I J3, J&$'(23-' K3'%#(23-'
(C$L$-$3&(6N(,"FR%&$F%#(K3'%#( DQO<999
C$L$-$3&(6D(@#"F'*$F%#
LlecLrlcal / llre Alarm 24,000 CSl 24.00 376,000
(C$L$-$3&(6D(@#"F'*$F%#(K3'%#( 6<8;;<999
KVK4W(2V>K(V?(SV!X 69<68D<Q;9
>J.KVK4W(2V>K(V?(SV!X 10,136,740 422.36
Ceneral CondlLlons (6) 608,204 23.34
SubconLraLcor 8ond (cosL of work * 1.23) 126,709 3.28
)*3Y"F'(>UZ'3'%# 11,001,303 438.39
MCC lee [ 3.3 383,046 16.04
CC 8ond (SubLoLal * .833) 91,861 3.83
)*3Y"F'(K3'%# 11,478,209 478.26
)*3Y"F'(=*%&/(K3'%# 12,626,030 326.08
1 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
)%*+$&.(/%*%."(012344('5(62444(7%*-8( 49:64:91
!;<=>;?(@:4A:91B(@:96:91B(@:1@:91
/*5C&D(E"F"# 1942444 ((((((((((((( >G
E"F"#(1 1942444 ((((((((((((( >G
E"F"#(6 1942444 ((((((((((((( >G
E"F"#(@ 1942444 ((((((((((((( >G
E"F"#(3 1942444 ((((((((((((( >G
924342444 (((((((((( />G
?"-7*$H'$5& I'J K5, K&$'(L5-' M5'%#(L5-'
?$F$-$5&(1(>$'"N5*+(
uLlllLles 1 ALLCW 73,000.00 73,000
uemo LxlsLlng AsphalL 220,300 Sl 0.30 110,230
LxcavaLe 3' 24,300 C? 16.00 392,000
llll 3' 24,300 C? 16.00 392,000
?$F$-$5&(1(>$'"N5*+(M5'%# 969,230
?$F$-$5&(6(L5&7*"'"
loundaLlons 210,000 Sl 3.00 1,030,000
LxcavaLlon for foundaLlons (wlLh above) 0
LlevaLor lLs 6 LA 3,000.00 30,000
0
SCC (8" Slab) 210,000 Sl 6.00 1,260,000
L5&7*"'"(G:!:):G(0=&7#CD"-(O5$-'$&.(%&D()*"P$CP(Q5*(A4R(75#(
-H%7$&.8 0
CasL ln lace Level 2 210,000 Sl 19.00 3,990,000
13,960,000 0
recasL anels aL Level 2 LxLerlor (3 sldes) 4,760 Sl 30.00 142,800
371,200 0
0
ConcreLe 1reads 332 LA 13.30 3,436
?$F$-$5&(6(L5&7*"'"(M5'%# 18,876,636
2 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
)%*+$&.(/%*%."(012344('5(62444(7%*-8( 49:64:91
!;<=>;?(@:4A:91B(@:96:91B(@:1@:91
/*5C&D(E"F"# 1942444 ((((((((((((( >G
E"F"#(1 1942444 ((((((((((((( >G
E"F"#(6 1942444 ((((((((((((( >G
E"F"#(@ 1942444 ((((((((((((( >G
E"F"#(3 1942444 ((((((((((((( >G
924342444 (((((((((( />G
?"-7*$H'$5& I'J K5, K&$'(L5-' M5'%#(L5-'
?$F$-$5&(@(,%-5&*J
LlevaLor ShafLs 7,200 Sl 16.00 113,200
SLalr Lnclosures (4 each) 3,760 Sl 16.00 92,160
CMu aL Level 1 1ransporLaLlon CenLer 6,600 Sf 16.00 103,600
?$F$-$5&(@(,%-5&*J(M5'%# 312,960
?$F$-$5&(3(,"'%#-
SLalrs (4 seLs) 332 8lSL8S 630.00 228,800
8arrler Cables aL recasL anels (11 cables ea floor) nC1
8LCul8Lu 74,800 Ll 0
8arrler Cables aL 8amps 1,200 Ll 1.23 1,300
refab MeLal Canopy aL Level 3 LlevaLor 1 LA 33,000.00 33,000
8ollards aL Level 1 1ransporLaLlon CenLer 32 LA 430.00 14,400
Mlsc meLals (.10#/CSl) 33 1CnS 4,300.00 236,230
?$F$-$5&(3(,"'%#-(M5'%# 313,930
?$F$-$5&(A(,$##N5*+
none 0
0
?$F$-$5&(A(,$##N5*+(M5'%# 0
?$F$-$5&(S(MT"*P%#()*5'"7'$5&
1rafflc CoaLlng Level 2 (proLecLlon for llvesLock) 210,000 Sl 4.30 943,000
WaLerprooflng aL LlevaLor lLs 6 LA 2,300.00 13,000
Sandwlch Slab aL Level 3 (nCnL) 210,000 Sl 0
Lxpanslon !olnL (1 each way) 4,600 Ll 130.00 690,000
?$F$-$5&(S(MT"*P%#()*5'"7'$5&(M5'%# 1,630,000
?$F$-$5&(U(?55*-(%&D(V$&D5N-
uoors / lrame / Pardware (8 per floor) 40 LvS 1,200.00 48,000
?$F$-$5&(U(?55*-(%&D(V$&D5N-(M5'%# 48,000
3 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
)%*+$&.(/%*%."(012344('5(62444(7%*-8( 49:64:91
!;<=>;?(@:4A:91B(@:96:91B(@:1@:91
/*5C&D(E"F"# 1942444 ((((((((((((( >G
E"F"#(1 1942444 ((((((((((((( >G
E"F"#(6 1942444 ((((((((((((( >G
E"F"#(@ 1942444 ((((((((((((( >G
E"F"#(3 1942444 ((((((((((((( >G
924342444 (((((((((( />G
?"-7*$H'$5& I'J K5, K&$'(L5-' M5'%#(L5-'
?$F$-$5&(W(G$&$-T"-
Walkway aL Level 2 Lo Arena 3,280 Sl 33.00 290,400
alnL celllng all levels 840,000 Sl 0.80 672,000
alnL exLerlor columns 116 LA 130.00 17,400
0
?$F$-$5&(W(G$&$-T"-(M5'%# 979,800
4 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
)%*+$&.(/%*%."(012344('5(62444(7%*-8( 49:64:91
!;<=>;?(@:4A:91B(@:96:91B(@:1@:91
/*5C&D(E"F"# 1942444 ((((((((((((( >G
E"F"#(1 1942444 ((((((((((((( >G
E"F"#(6 1942444 ((((((((((((( >G
E"F"#(@ 1942444 ((((((((((((( >G
E"F"#(3 1942444 ((((((((((((( >G
924342444 (((((((((( />G
?"-7*$H'$5& I'J K5, K&$'(L5-' M5'%#(L5-'
?$F$-$5&(94(>H"7$%#'$"-
llre LxLlngulshers (4 per floor) 20 LA 130.00 3,000
(?$F$-$5&(94(>H"7$%#'$"-(M5'%#( 370,300
?$F$-5&(99(;XC$HP"&'
arklng LqulpmenL 1 ALLCW 73,000.00 73,000
0
?$F$-5&(99(;XC$HP"&'(M5'%# 73,000
?$F$-$5&(91(GC*&$'C*"
none 0
?$F$-$5&(91(GC*&$'C*"(M5'%# 0
?$F$-$5&(96(>H"7$%#(L5&-'*C7'$5&
none 0
0
?$F$-$5&(96(>H"7$%#(L5&-'*C7'$5&(M5'%# 0
?$F$-$5&(9@(L5&F"J$&.(>J-'"P-
assenger LlevaLors - 6 ea, 3 sLops 30 S1CS 33,000.00 1,030,000
LscalaLors - 4 each 4 LA 323,000.00 1,300,000
0
?$F$-$5&(9@(L5&F"J$&.(>J-'"P-(M5'%# 2,330,000
(?$F$-$5&(93(,"7T%&$7%#(
PvAC 1,030,000 CSl 0.03 32,300
PvAC upgrade aL Level 1 for LlvesLock (nCnL) 210,000 Sl 0
PvAC upgrade aL Walkway 3,280 Sl 10.00 32,800
lumblng 1,030,000 CSl 0.33 367,300
lumblng upgrade aL Level 1 for LlvesLock 210,000 Sl 0.40 84,000
SLand lpe 1,030,000 CSl 0.23 262,300
Sprlnkler SysLem aL Level 1 210,000 Sl 0.23 32,300
0
(?$F$-$5&(93(,"7T%&$7%#(M5'%#( 871,800
3 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
)%*+$&.(/%*%."(012344('5(62444(7%*-8( 49:64:91
!;<=>;?(@:4A:91B(@:96:91B(@:1@:91
/*5C&D(E"F"# 1942444 ((((((((((((( >G
E"F"#(1 1942444 ((((((((((((( >G
E"F"#(6 1942444 ((((((((((((( >G
E"F"#(@ 1942444 ((((((((((((( >G
E"F"#(3 1942444 ((((((((((((( >G
924342444 (((((((((( />G
?"-7*$H'$5& I'J K5, K&$'(L5-' M5'%#(L5-'
?$F$-$5&(9A(;#"7'*$7%#
LlecLrlcal 1,030,000 CSl 1.20 1,260,000
upgrade LlghLlng aL Cround Level 210,000 Sl 0.30 103,000
SecurlLy 1,030,000 CSl 0.23 262,300
(?$F$-$5&(9A(;#"7'*$7%#(M5'%#( 1,627,300
MYMZE(LY>M(YG(VY![ 1U2A@S2@9A
6 of 6 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
)%*+$&.(/%*%."(012344('5(62444(7%*-8( 49:64:91
!;<=>;?(@:4A:91B(@:96:91B(@:1@:91
/*5C&D(E"F"# 1942444 ((((((((((((( >G
E"F"#(1 1942444 ((((((((((((( >G
E"F"#(6 1942444 ((((((((((((( >G
E"F"#(@ 1942444 ((((((((((((( >G
E"F"#(3 1942444 ((((((((((((( >G
924342444 (((((((((( />G
?"-7*$H'$5& I'J K5, K&$'(L5-' M5'%#(L5-'
>K\MYMZE(LY>M(YG(VY![ 28,647,416 27.28
Subguard (cosL of work * 1.23) 338,093 0.34
)*5]"7'(>C^'5'%# 31,090,734 29.61
MCC lee [ 3.3 1,088,176 1.04
CC 8ond (SubLoLal * .833) 239,608 0.23
)*5]"7'(M5'%# 32,438,338 30.89
MCC ConLlngency [ 10 x cosL of work 3,243,834 3.09
)*5]"7'(/*%&D(M5'%# 33,682,392 33.98
1 of 1 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
.$'"()%/$&0
3/8/12 238,166 Sl
uescrlpLlon CLy uoM unlL CosL 1oLal CosL
uLlllLles 1 LS 123,000.00 $ 123,000 $
uemo exlsLlng uome urlve 238,166 Sl 0.23 $ 64,342 $
uemo exlsLlng uome/SLadlum urlve 38,700 Sl 0.23 $ 14,673 $
uemo exlsLlng concreLe aL corner of
610/lannln for 1urf larm 223,000 Sl 0.23 $ 36,230 $
- $
avlng aL uome urlve 8" SLab/8" ConcreLe 238,166 Sl 7.00 $ 1,807,162 $
avlng aL uome/SLadlum urlve 8" SLab/8"
ConcreLe 38,700 Sl 7.00 $ 410,900 $
avlng aL corner of 610/lannln for 1urf larm 223,000 Sl 7.00 $ 1,373,000 $
- $
8ework WesLrldge LnLrance (separaLe lLem) 1 ALLCW 1,300,000.00 $ 1,300,000 $
- $
8olllng Curbs aL uome urlve 6,784 Ll 13.00 $ 101,760 $
8olllng Curbs aL uome/SLadlum urlve 2,400 Ll 1.00 $ 2,400 $
- $
LlecLrlcal - relocaLe exlsLlng llghL poles 1 ALLCW 73,000.00 $ 73,000 $
CCS1 Cl WC8k 3,332,689 $
.1234356(74.3(48(94!: 3,332,689 $ 21.43 $
Ceneral CondlLlons (6) 331,961 $ 1.29 $
)*;<"='(.>?';'%# 6,004,372 $ 23.26 $
MCC lee [ 3.3 210,160 $ 0.81 $
CC 8ond (SubLoLal * .833) 30,138 $ 0.19 $
)*;<"='(3;'%# 6,264,870 $ 24.27 $
MCC ConLlngency [ 10 x cosL of work 626,487 $ 2.43 $
)*;<"='(@*%&A(3;'%# 6,891,337 $ 26.69 $
1 of 1 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
./012 3456437
!189:1;(<46=437>(<435437>(<47<437
2"?"#(3@3A(BC--DE"(5=F666(:G(HII'J*$&'K =L<F666 (((((((( :G
=L<F666 (((((((( M:G
!IIH 5=F666 (((((((((( :G
0NJ$O%#(MD"-'*IIE-(B=6(P"N-(4(G#II*K A66 (((((((((((((((( 1C
:D$'"- 366 (((((((((((((((( 1C
;"-O*$J'$I& Q'N RI, R&$'(SI-' 0I'%#(SI-'
;$?$-$I&(7(:$'"TI*+(
WlLh PoLel Carage 0
0
;$?$-$I&(5(SI&O*"'"
loundaLlons for PoLel (LnhancemenL from CenLer Lxpanslon) 36,000 Sl 3.00 180,000
LxcavaLlon (LnhancemenL from CenLer Lxpanslon - 10') 13,333 C? 16.00 213,333
0
CosL per key (lncludes all cosL excepL foundaLlons) 1,000 kL?S 173,000.00 173,000,000
ool Allowance (aL CenLer Lxpanslon 8oof) 1 ALLCW 730,000.00 730,000
ll&L 1,000 kL?S 40,000.00 40,000,000
lood Servlce LqulpmenL 1 ALLCW 2,000,000.00 2,000,000
Laundry LqulpmenL 1 ALLCW 300,000.00 300,000
0/0C2(S/:0(/G(U/!P 73LF=<5F555
:RV0/0C2(S/:0(/G(U/!P 218,643,333 319.63
)*IW"O'(:DX'I'%# 237,291,423 346.92
lee [ 3.3 8,303,200 12.14
CC 8ond (SubLoLal * .833) 1,981,383 2.90
)*IW"O'(0I'%# 247,378,006 361.96
ConsLrucLlon ConLlngency [ 10 x cosL of work 24,737,801 36.20
)*IW"O'(M*%&Y(0I'%# 272,333,807 398.13
1 of 2 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
./'"#(0%*%1"
3/8/12
underground arklng (2 levels) 391,144 Sl 1819 spaces (323 sf)
Lower Level PoLel Lobby (2 Levels) 38,296 Sl
Lower Level Servlce Area (2 Levels) 30,360 Sl
700,000 CSl
2"-3*$4'$/& 5'6 7/, 7&$'(8/-' 9/'%#(8/-'
2$:$-$/&(;(<$'"=/*+(
uewaLerlng (1emporary for 1-year) 2,409 Ll 230.00 $ 602,230 $
Shorlng 32,998 Sl 17.00 $ 900,966 $
- $
Mass LxcavaLlon for underground arklng (23' deep) 624,741 C? 14.00 $ 8,746,370 $
SlLe uLlllLles (wlLh CenLer Lxpanslon) - $
SLorm/SanlLary/WaLer (wlLh CenLer Lxpanslon) - $
- $
Landscaplng / lrrlgaLlon 1 ALLCW - $
8elocaLe Lrees - - $
- $
new SlLe ConcreLe avlng (wlLh CenLer Lxpanslon) - $
2$:$-$/&(>(8/&3*"'"
loundaLlons (wlLh cenLer expanslon)
SLrucLural ConcreLe ueck (lnLermedlaLe Level) 330,000 Sl 20.00 $ 7,000,000 $
SLrucLural ConcreLe ueck (PoLel Level 1) 330,000 Sl 20.00 $ 7,000,000 $
LlevaLor lLs 6 LA 3,300.00 $ 33,000 $
22,779,370 - $
2$:$-$/&(?(,"'%#- - $
SLalrs / 8alls (4 seLs) 1,718 8lSL8S 730.00 $ 1,288,788 $
Mlsc MeLals (.3#/Sl) 173 1CnS 4,300.00 $ 787,300 $
- $
2$:$-$/&(@(A%'"*4*//B$&1 - $
WaLerprooflng aL LlevaLor lLs 6 LA 1,300.00 $ 9,000 $
- $
2$:$-$/&(C(D$&$-E"- - $
alnL Carage 391,144 CSl 0.30 $ 177,343 $
8ulldouL PoLel LlevaLor Lobbles 38,296 CSl 33.00 $ 2,040,360 $
8ulldouL PoLel Servlce Lobbles 30,360 CSl 13.00 $ 738,400 $
- $
2$:$-$/&(FG(H#":%'/*- - $
assenger LlevaLors (6 each, 2 sLops) 12 S1CS 36,000.00 $ 432,000 $
(2$:$-$/&(F?(,"3E%&$3%#(
PvAC (exhausL Carage only) 391,144 CSl 0.30 $ 293,372 $
PvAC aL Lobbles 108,836 CSl 4.00 $ 433,424 $
lumblng 391,144 CSl 0.80 $ 472,913 $
SLand lpe aL Carage 391,144 CSl 0.33 $ 206,900 $
Sprlnkler SysLem aL Lobbles 108,836 Sl 1.23 $ 136,070 $
- $
2 of 2 3/18/12
!"#$%&'()%*+(,%-'"*()#%&
./'"#(0%*%1"
3/8/12
underground arklng (2 levels) 391,144 Sl 1819 spaces (323 sf)
Lower Level PoLel Lobby (2 Levels) 38,296 Sl
Lower Level Servlce Area (2 Levels) 30,360 Sl
700,000 CSl
2"-3*$4'$/& 5'6 7/, 7&$'(8/-' 9/'%#(8/-'
2$:$-$/&(FI(H#"3'*$3%#
LlecLrlcal / llre Alarm / Low volLage aL Carage 391,144 CSl 2.30 $ 1,477,860 $
LlecLrlcal / llre Alarm / Low volLage aL Lobbles 108,836 CSl 3.00 $ 326,368 $
SecurlLy aL Carage 391,144 CSl 0.73 $ 443,338 $
SecurlLy aL Lobbles 108,836 CSl 1.00 $ 108,836 $
CCS1 Cl WC8k 33,679,301 $
<7J9K9LM(8K<9(KD(AK!N 33,679,301 $ 48.11 $
Ceneral CondlLlons (6) 2,020,770 $ 2.89 $
)*/O"3'(<PQ'/'%# 36,332,026 $ 32.22 $
MCC lee [ 3.3 1,279,321 $ 1.83 $
CC 8ond (SubLoLal * .833) 303,209 $ 0.44 $
)*/O"3'(9/'%# 38,136,336 $ 34.48 $
MCC ConLlngency [ 10 x cosL of work 3,813,636 $ 3.43 $
)*/O"3'(0*%&R(9/'%# 41,930,211 $ 39.93 $

AppendixV:Preliminary Analysis of Potential Capital Structures for Astrodome

Redevelopment
Contacts:
Michael Bartolotta Trey Cash Phillip Martin Michael Bartolotta Trey Cash Phillip Martin
Vice Chairman Senior Vice President Vice President
700 Milam Street, Suite 500 700 Milam Street, Suite 500 700 Milam Street, Suite 500
Houston, TX 77002 Houston, TX 77002 Houston, TX 77002
Phone: 713.654.8641 Phone: 713.654.8651 Phone: 713.654.8620
Fax: 713.651.9361 Fax: 713.651.9361 Fax: 713.651.9361
E il i h l b t l tt @fi t E il t h@fi t E il hilli ti @fi t Email: michael.bartolotta@firstsw.com Email: trey.cash@firstsw.com Email: phillip.martin@firstsw.com
Harris County Sports & Convention Corporation
Preliminary Analysis of Potential Capital Structures for Astrodome Redevelopment
Table of Contents
Preliminary For Discussion Purposes Only
H
A
Tab A: Estimated Capital Structure
R
R
I
S
C
O
U
N
T
Tab B: Pro-Forma Cash Flows
Tab C: Rehabilitation Ta Credits
Y
S
P
O
R
T
S
&
Tab C: Rehabilitation Tax Credits
Tab D: New Market Tax Credit Program
&

C
O
N
V
E
N
T
I
O
Tab E: EB-5 Program
O
N
C
O
R
P
O
R
A
Tab F: Tax Increment Financing
Member FINRA & SIPC
2012 First Southwest Company
T
I
O
N
1
May 23, 2012
H
A
Estimated Capital Structure
R
R
I
S
C
O
U
N
T
Tab A
Y
S
P
O
R
T
S
&&

C
O
N
V
E
N
T
I
OO
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
H A R R I S C O U N T Y S P O R T S & C O N V E N T I O N C O R P O R A T I O N
May 23, 2012
Estimated Capital Structure Multipurpose with Expansion (000s)
H
A
Multi
Purpose
Estimated Project Cost
(1)
385,358 270,331 655,689
Expansion Total
R
R
I
S
C
O
U
N
T
Projected Rehabilitation (Historic) Tax Credit
(2)
- 40,550 40,550
Projected New Market Tax Credit
(3)
7,315 4,872 12,187
Projected EB5
(4)
65,000 15,000 80,000
Subtotal 72 315 60 422 132 737
Y
S
P
O
R
T
S
&
Subtotal 72,315 60,422 132,737
Required other financing
(5)
313,043 209,909 522,952
(6)
Notes:
Th i li i d d k d dili fi dif ( ) h i k il bl d(b) k
&

C
O
N
V
E
N
T
I
O
These estimates are very preliminary and need market due diligence to find if (a) there is a market available and (b) market
costs are similar to projected.
(1)
Source: Harris County Sports & Convention Corporation.
(2)
Rehabilitation (Historic) Tax Credit, assuming full 20.00% with 75% realization of tax credits (multipurpose project only).
(3)
New Market Tax Credit assuming allocation can be found, with credit equal to 39% of allocation secured ($50 million) with market value at 62.5% of O
N
C
O
R
P
O
R
A
g , q ( )
effective credit. Due to the limited availability of allocations, the maximum amount available has been capped at $50 million.
(4)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon 800 jobs
(650 for expansion & 150 for multipurpose), and every 10 jobs creates $1 million in loan capacity.
(5)
Other financing vehicles ( e.g. Tax Increment Reinvestment Zone bonds, Texas Economic Development Fund loans) have been identified as potential
financing options but not quantified
Member FINRA & SIPC
T
I
O
N
3
financing options, but not quantified.
(6)
The cost of raising funds and necessary carrying costs have not been factored in at this time, because time horizon for revenue has not been finalized.
Estimated Capital Structure Multipurpose with Expansion (000s)
Multi
Expansion Total
H
A
Equity: Purpose
Projected Rehabilitation (Historic)
Tax Credit
(1)
n/a 40,550 40,550 Funding Breakdown ('000's):
(2)
7,315 4,872 12,187 Equity (Tax Credits) 52,737
Equity Subtotal: 7,315 45,422 52,737 [A] Debt 602,952
Expansion Total
R
R
I
S
C
O
U
N
T
q y , , , [ ] ,
Debt: Total 655,689
Projected EB5 Loan
(3)
65,000 15,000 80,000 [B]
Total Tax Credits/Loans:
(4)
72,315 60,422 132,737 [C] = [A]+[B]
Y
S
P
O
R
T
S
&
Required other financing (Debt)
(5)
313,043 209,909 522,952 [D] = [F]-[C]
Total Sources of Funds: 385,358 270,331 655,689 [E] = [C]+[D]
Estimated Project Cost:
(6)
385,358 270,331 655,689 [F] &

C
O
N
V
E
N
T
I
O
Notes:
(1)
(2)
NewMarket TaxCredit assuming allocation can be found with credit equal to 39%of allocation secured ($50 million) with market value at 62 5%of
O
N
C
O
R
P
O
R
A
New Market Tax Credit assuming allocation can be found, with credit equal to 39% of allocation secured ($50 million) with market value at 62.5% of
(3)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon 800 jobs
(650 for expansion & 150 for multipurpose), and every 10 jobs creates $1 million in loan capacity.
(4)
financing options but not quantified
Member FINRA & SIPC
T
I
O
N
4
(5)
(6)
Estimated Capital Structure Expansion Only (000s)
H
A
Expansion
(1)
385,358
R
R
I
S
C
O
U
N
T
(2)
12,187
Projected EB5
(3)
78,000
Subtotal 90,187
Y
S
P
O
R
T
S
&
(4)
295,171
(5)
Notes:
&

C
O
N
V
E
N
T
I
O
(1)
(2)
O
N
C
O
R
P
O
R
A
(3)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon 780 jobs, and
every 10 jobs creates $1 million in loan capacity.
(4)
Member FINRA & SIPC
T
I
O
N
5
(5)
Estimated Capital Structure Expansion Only (000s)
H
A
Equity: Expansion Funding Breakdown ('000's):
(1)
12,187 [A] Equity (Tax Credits) 12,187
Debt: Debt/Loans 373,171
P j t d EB5 L
(2)
R
R
I
S
C
O
U
N
T
Projected EB5 Loans
(2)
78,000 [B] Total 385,358
(3)
90,187 [C] = [A]+[B]
(4)
295,171 [D] = [F]-[C]
Y
S
P
O
R
T
S
&
Total Sources of Funds: 385,358 [E] = [C]+[D]
(5)
385,358 [F]
&

C
O
N
V
E
N
T
I
O
Notes:
(1)
effective credit. Due to the limited availability of allocations, the maximum amount available has been capped at $50 million. O
N
C
O
R
P
O
R
A
(2)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon 780 jobs, and
every 10 jobs creates $1 million in loan capacity.
(3)
Other financing vehicles have been identified as potential financing options, but not quantified. Examples include Tax Increment Reinvestment
Zone bonds and Texas Economic Development Fund loans.
(4)
The cost of raising funds and necessary carrying costs have not been factored in at this time because time horizon for revenue has not been finalized
Member FINRA & SIPC
T
I
O
N
6
(5)
Estimated Capital Structure Multipurpose Only (000s)
H
A
Multipurpose
(1)
270,331
(2)
40 550
R
R
I
S
C
O
U
N
T
Projected Rehabilitation (Historic) Tax Credit 40,550
(3)
12,187
Projected EB5
(4)
15,000
Subtotal 67,737
( ) ( )
Y
S
P
O
R
T
S
&
(5)
202,594
(6)
Notes:
&

C
O
N
V
E
N
T
I
O
(1)
(2)

(3)
New Market Tax Credit assuming allocation can be found, with credit equal to 39% of allocation secured ($50 million) with market value
O
N
C
O
R
P
O
R
A
at 62.5% of effective credit. Due to the limited availability of allocations, the maximum amount available has been capped at $50 million.
(4)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon 150 jobs,
and every 10 jobs creates $1 million in loan capacity.
(5)
Member FINRA & SIPC
T
I
O
N
7
(6)
The cost of raising funds and necessary carrying costs have not been factored in at this time, because time horizon for revenue has not
been finalized.
Estimated Capital Structure Multipurpose Only (000s)
Equity: Multipurpose
H
A
(1)
40,550 Funding Breakdown ('000's):
(2)
12,187 Equity (Tax Credits) 52,737
Equity Subtotal: 52,737 [A] Debt 217,594
Debt: Total 270,331
R
R
I
S
C
O
U
N
T
Debt: Total 270,331
Projected EB5 Loan
(3)
15,000 [B]
(4)
67,737 [C] = [A]+[B]
(5)
202 594 [D] [F] [C]
Y
S
P
O
R
T
S
&
( )
202,594 [D] = [F]-[C]
Total Sources of Funds: 270,331 [E] = [C]+[D]
(6)
270,331 [F]
&

C
O
N
V
E
N
T
I
O
Notes:
(1)
(2)
NewMarket TaxCredit assuming allocation can be found, with credit equal to 39% of allocation secured ($50 million) with market value at 62.5% of
O
N
C
O
R
P
O
R
A
(3)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon 150 jobs,
and every 10 jobs creates $1 million in loan capacity.
(4)
Z b d d T E i D l t F d l
Member FINRA & SIPC
T
I
O
N
8
(5)
(6)
H
A
Pro-Forma Cash Flows
R
R
I
S
C
O
U
N
T
Tab B
Y
S
P
O
R
T
S
&&

C
O
N
V
E
N
T
I
OO
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
May 23, 2012
Pro-Forma Cash Flows - Multipurpose with Expansion (000s)
Assumes 3% Annual Growth
(1)
Multi-Purpose with Expansion
2013 2014 2015 2016 2017 2018 2022 2023 2027 2028 2032 2033 2037 2038 2042
H
A
2013 2014 2015 2016 2017 2018 - 2022 2023 - 2027 2028-2032 2033-2037 2038-2042
Revenues
(1)
Event Revenues 45,106 46,459 47,853 49,288 50,767 277,614 321,831 373,091 432,514 501,402
Non-Event Revenues 3,127 3,221 3,318 3,417 3,520 19,246 22,312 25,866 29,985 34,761
Additional Required Revenues (1.50x) - 9,868 56,447 56,281 56,105 288,161 298,621 292,552 285,525 277,360
Total Revenues 48,233 59,548 107,617 108,986 110,391 585,022 642,764 691,508 748,024 813,523
Expenses
(1)
Salaries 10 043 10 344 10 654 10 974 11 303 61 809 71 654 83 066 96 296 111 634 R
R
I
S
C
O
U
N
T
Salaries 10,043 10,344 10,654 10,974 11,303 61,809 71,654 83,066 96,296 111,634
Utilities (Incremental) 1,545 1,591 1,639 1,688 1,739 9,509 11,024 12,779 14,815 17,174
G&A 279 288 296 305 314 1,718 1,992 2,309 2,677 3,103
Event expenses 18,241 18,789 19,352 19,933 20,531 112,271 130,152 150,882 174,914 202,773
Non-Event expenses 12,787 13,170 13,565 13,972 14,392 78,699 91,233 105,764 122,610 142,139
Total Expenses 42,895 44,181 45,507 46,872 48,278 264,005 306,055 354,801 411,312 476,823
Projected NOI (with Additional Revenues) 5,338 15,366 62,111 62,114 62,113 321,016 336,710 336,707 336,712 336,700
Y
S
P
O
R
T
S
&
Projected NOI (without Additional Revenues) 5,338 5,498 5,663 5,833 6,008 32,855 38,088 44,155 51,188 59,341
Projected D/S Requirements:
(7)
EB5 Loan
(2)
(3% Int Only): - 2,400 2,400 2,400 2,400 7,200 - - - -
EB5 Fix-out
(2)
(6%, 30yr): - - - - - 11,770 29,432 29,430 29,432 29,435
Required Other Financing
(5)
(6%, 30yr): - 7,844 39,007 39,009 39,009 195,041 195,041 195,042 195,043 195,032
Total Projected Debt Service: - 10,244 41,407 41,409 41,409 214,011 224,473 224,472 224,475 224,467 &

C
O
N
V
E
N
T
I
O
Revenues in Excess of 1.00x Coverage
(8)
5,338 5,122 20,704 20,705 20,704 107,005 112,237 112,236 112,237 112,233
Coverage (with Additional Revenues)
(3)
n/a 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x
Coverage (w/o Additional Revenues)
(3)
n/a 0.54x 0.14x 0.14x 0.15x 0.15x 0.17x 0.20x 0.23x 0.26x
Notes:
(1)
ProjectedSources of Funds (000's)
(7)
Sources MP w/Exp
(2) EB5 is a loan programthat is related to the number of jobs created by the facility. The amount is an estimate based upon the creation of 780 jobs, and every 10 jobs creates $1 million in loan capacity.
O
N
C
O
R
P
O
R
A
Sources MP w/Exp
Historic TaxCredit
(9)
[Equity] 40,550
(3)
Coverage based on 3% growth. Rating agencies may require coverage without growth in revenues.
New Market TaxCredit
(4)
[Equity] 12,187
EB5 Loans
(2)
[Debt] 80,000
Subtotal 132,737
(6)
522,952
(6)
(5)
Estimated debt service on additional required funds needed to finance the project, after accounting for the EB5 loan funds, NMTC and Historic TaxCredits. Assumes a 30 year level debt service
financing at the fixed rate of 6.0% with principal amortized from2015 through 2041.
Other financing vehicles have been identified as potential financing options, but not quantified. Examples include TaxIncrement Reinvestment Zone bonds
( ) p g j y y p j , y j p y
The EB5 loan assumes a seven year interest only period and upon expiration is refinanced by the issuance of 30 year level debt (the "EB5 Fix-out"), at a rate of 6.0% and principal amortized from
2021 through 2049.
(4) New Market TaxCredit assuming allocation can be found, with credit equal to 39% of allocation secured with market value at 62.5% of effective credit. Due to their limited availability, assumes
allocation capped at $50 million.
Member FINRA & SIPC
T
I
O
N
10
Total Project Funding
(1)
655,689
(7)
Last year of additional revs: 2043
(8)
Excess Revenues may be used for additional project funding, M&O, early repayment of outstanding debt, etc.
Yr of final debt payment: 2049
(9)
Rehabilitation (Historic) TaxCredit, assuming full 20.00% with 75% realization of taxcredits (multipurpose project only).
g p g p q p
and Texas Economic Development Fund loans.
Pro-Forma Cash Flows Expansion Only (000s)
(1)
Expansion Only
2013 2014 2015 2016 2017 2018 2022 2023 2027 2028 2032 2033 2037 2038 2042
H
A
2013 2014 2015 2016 2017 2018 - 2022 2023 - 2027 2028-2032 2033-2037 2038-2042
Revenues
(1)
Event Revenues 43,930 45,247 46,605 48,003 49,443 270,375 313,439 363,361 421,235 488,327
Additional Required Revenues (1.50x) - 9,604 29,641 29,408 29,167 152,185 160,306 151,995 142,357 131,199
Total Revenues 46,542 57,542 79,017 80,265 81,550 438,637 492,381 536,962 588,640 648,563
Expenses
(1)
S l i 10 043 10 344 10 654 10 974 11 303 61 809 71 654 83 066 96 296 111 634
R
R
I
S
C
O
U
N
T
Salaries 10,043 10,344 10,654 10,974 11,303 61,809 71,654 83,066 96,296 111,634
Utilities (Incremental) 515 530 546 563 580 3,170 3,675 4,260 4,938 5,725
G&A 232 239 246 253 261 1,426 1,654 1,917 2,222 2,576
Event expenses 17,922 18,460 19,013 19,584 20,171 110,305 127,874 148,241 171,852 199,224
Total Expenses 39,222 40,399 41,611 42,859 44,145 241,404 279,853 324,427 376,099 436,002
Projected NOI (with Additional Revenues) 7,319 17,143 37,406 37,406 37,404 197,233 212,528 212,535 212,540 212,561
Y
S
P
O
R
T
S
&
Projected NOI (without Additional Revenues) 7,319 7,539 7,765 7,998 8,238 45,048 52,223 60,540 70,183 81,361
(7)
EB5 Loan
(2)
(3% Int Only): - 2,340 2,340 2,340 2,340 7,020 - - - -
EB5 Fix-out
(2)
(6%, 30yr): - - - - - 11,476 28,696 28,694 28,696 28,699
(5)
(6%, 30yr): - 9,089 22,598 22,597 22,596 112,993 112,989 112,996 112,997 113,008
Total Projected Debt Service: - 11,429 24,938 24,937 24,936 131,489 141,686 141,690 141,694 141,707
&

C
O
N
V
E
N
T
I
O
j , , , , , , , , ,
(8)
7,319 5,714 12,469 12,469 12,468 65,744 70,843 70,845 70,847 70,854
(3)
n/a 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x
(3)
n/a 0.66x 0.31x 0.32x 0.33x 0.34x 0.37x 0.43x 0.50x 0.57x
Notes:
(1)
P j t dS f F d (000' )
(7)
O
N
C
O
R
P
O
R
A
(7)
Sources Expansion
(3)
(4)
[Equity] 12,187
EB5 Loans
(2)
[Debt] 78,000
Subtotal 90,187
(6)
295,171
financing at the fixed rate of 6.0% with principal amortized from2015 through 2041.
(5)
EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon the creation of 780 jobs, and every 10 jobs creates $1 million in loan capacity.
2021 through 2049.
(2)
New Market TaxCredit assuming allocation can be found, with credit equal to 39% of allocation secured with market value at 62.5% of effective credit. Due to their limited availability, assumes
(4)
Member FINRA & SIPC
T
I
O
N
11
(6)
(1)
385,358
(7)
Last year of additional revs: 2043
(8)
Pro-Forma Cash Flows Multipurpose Only (000s)
(1)
Multi-Purpose Only
2013 2014 2015 2016 2017 2018 2022 2023 2027 2028 2032 2033 2037 2038 2042
H
A
2013 2014 2015 2016 2017 2018 - 2022 2023 - 2027 2028-2032 2033-2037 2038-2042
Revenues
(1)
Event Revenues 32,926 33,914 34,931 35,979 37,059 202,651 234,928 272,346 315,724 366,011
Additional Required Revenues (1.50x) 2,287 12,147 25,767 25,844 25,914 132,746 137,933 140,533 143,550 147,051
Total Revenues 37,309 48,220 62,922 64,114 65,332 348,299 387,819 430,219 479,375 536,364
Expenses
(1)
Salaries 9 830 10 125 10 429 10 742 11 064 60 503 70 140 81 311 94 262 109 275 R
R
I
S
C
O
U
N
T
Salaries 9,830 10,125 10,429 10,742 11,064 60,503 70,140 81,311 94,262 109,275
Utilities (Incremental) 1,030 1,061 1,093 1,126 1,159 6,339 7,349 8,520 9,877 11,450
G&A 258 265 273 281 290 1,585 1,837 2,130 2,469 2,862
Event expenses 14,696 15,137 15,591 16,059 16,541 90,452 104,859 121,560 140,921 163,366
Total Expenses 37,309 38,428 39,581 40,768 41,992 229,627 266,200 308,599 357,751 414,732
Projected NOI (with Additional Revenues) - 9,792 23,341 23,345 23,340 118,672 121,618 121,620 121,624 121,632
Y
S
P
O
R
T
S
&
Projected NOI (without Additional Revenues) (2,287) (2,355) (2,426) (2,499) (2,574) (14,073) (16,315) (18,914) (21,926) (25,418)
(7)
EB5 Loan
(2)
(3% Int Only): - 450 450 450 450 1,350 - - - -
EB5 Fix-out
(2)
(6%, 30yr): - - - - - 2,207 5,518 5,518 5,519 5,519
(5)
(6%, 30yr): - 6,078 15,111 15,113 15,110 75,558 75,561 75,562 75,564 75,569
Total Projected Debt Service: - 6,528 15,561 15,563 15,560 79,115 81,079 81,080 81,083 81,088 &

C
O
N
V
E
N
T
I
O
(8)
- 3,264 7,780 7,782 7,780 39,557 40,539 40,540 40,541 40,544
(3)
n/a 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x 1.50x
(3)
n/a -0.36x -0.16x -0.16x -0.17x -0.18x -0.20x -0.23x -0.27x -0.31x
Notes:
(1)
(7)
Sources Multipurpose
(2) EB5 is a loan program that is related to the number of jobs created by the facility. The amount is an estimate based upon the creation of 150 jobs, and every 10 jobs creates $1 million in loan capacity. O
N
C
O
R
P
O
R
A
p p
Historic TaxCredit
(9)
[Equity] 40,550
(3)
(4)
[Equity] 12,187
EB5 Loans
(2)
[Debt] 15,000
Subtotal 67,737
(6)
202,594
(6)
(5)
financing at the fixed rate of 6.0% with principal amortized from 2015 through 2041.
2021 through 2049.
(4) New Market TaxCredit assuming allocation can be found, with credit equal to 39% of allocation secured with market value at 62.5% of effective credit. Due to their limited availability, assumes
Member FINRA & SIPC
T
I
O
N
12
(1)
270,331
(7)
Last year of additional revs: *N/A*
(8)
(9)
Rehabilitation (Historic) TaxCredit, assuming full 20.00% with 75% realization of taxcredits (multipurpose project only).
H
A
Rehabilitation Tax Credits
R
R
I
S
C
O
U
N
T
Tab C
Y
S
P
O
R
T
S
&&

C
O
N
V
E
N
T
I
OO
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
May 23, 2012
Summary of Key Points for Rehabilitation Tax Credits
T dit i il bl t th ( ) d/ th tit h h ld titl t th t
H
A
Tax credit is available to the person(s) and/or the entity who holds title to the property
In general, project can receive a tax credit equal to 20% of total costs directly related to the
repair or improvement of structural and architectural features of the historic building
R
R
I
S
C
O
U
N
T
Construction period interest and taxes, architect fees, engineering fees, construction
management costs, reasonable developer fees, and any other fees paid that would normally
be charged to a capital account may also be used towards the tax credit basis Y
S
P
O
R
T
S
&
be charged to a capital account may also be used towards the tax credit basis
Expenditures must exceed adjusted basis of building
&

C
O
N
V
E
N
T
I
O
Must be careful on expenditures occurring before the rehabilitation period, potentially
increasing the basis
The entity may then sell these tax credits in exchange for cash to be used towards these
O
N
C
O
R
P
O
R
A
The entity may then sell these tax credits in exchange for cash to be used towards these
qualified costs
If trying to monetize rehabilitation credit, value will be less than value of tax credit
Member FINRA & SIPC
T
I
O
N
14
Summary of Key Points for Rehabilitation Tax Credits
Rehabilitation credit is available in the year the building is placed in service
H
A
Rehabilitation credit is available in the year the building is placed in service
Rehabilitation tax credit for taxpayers using straight line depreciation, non residential up to 39
years
R
R
I
S
C
O
U
N
T
This may imply that the owner of the building is a taxpayer
Rehabilitation must be done according to the Standards for Rehabilitation as defined by
Y
S
P
O
R
T
S
&
Rehabilitation must be done according to the Standards for Rehabilitation as defined by
Secretary of Interior
Final work must be certified by the Secretary of Interior
&

C
O
N
V
E
N
T
I
O
Will want to consult with Project Developer/Contractor with respect to program, their
experience with program and restrictions of program, which may impede building completion
timelines
O
N
C
O
R
P
O
R
A
timelines
Consider seeking RFPs from qualified responders to work with Corporation with respect to
Historic Tax Credit project funding
Member FINRA & SIPC
T
I
O
N
15
H
A
New Market Tax Credits
R
R
I
S
C
O
U
N
T
Tab D
Y
S
P
O
R
T
S
&&

C
O
N
V
E
N
T
I
OO
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
May 23, 2012
Summary of Key Points for New Market Tax Credit Program
P id dit i t f d l i t f i t th t k Q lifi d E it
H
A
Provides a credit against federal income taxes for investors that make Qualified Equity
Investments into Community Development Entities (CDEs)
CDEs in turn use the proceeds of these investments to make Qualified Low-Income
R
R
I
S
C
O
U
N
T
Community Investments
The credit is taken over a 7 year period
Y
S
P
O
R
T
S
&
The credit rate is:
In each of the first three years, 5% of the original investment amount
In each of the final four years, 6% of the original investment amount
&

C
O
N
V
E
N
T
I
O
y , g
Above equals 39% of amount of original investment
New Market Tax Credits are offered to investors for Qualified Equity Investments (QEIs) in
h C
O
N
C
O
R
P
O
R
A
the CDE
QEIs must remain invested in the CDE during the 7 year tax credit period
Member FINRA & SIPC
T
I
O
N
17
Key Provisions of the New Market Tax Credit Program
General Items of Consideration:
H
A
General Items of Consideration:
If the investment in the project is structured with required repayment (as opposed to donation)
the term of repayment is generally equal to the 7 year tax credit period
Qualified Active Low-Income Community Businesses may be required to be a tax paying entity
i Q lifi d L I C i I
R
R
I
S
C
O
U
N
T
to receive Qualified Low-Income Community Investments
Transaction size generally ranges from $5 to $25 Million
For project sizes larger than this, a separate component of the total project might be
broken out as a possibility
Y
S
P
O
R
T
S
&
broken out as a possibility
The transaction size for this contemplated project is much larger than ordinary, which may
make the total amount of eligible allocation more difficult to obtain, because of this we
have capped the amount of allocation available at $50 million.
&

C
O
N
V
E
N
T
I
O
Large banks with a separate New Market Tax Credit Group are potential investors and NMTC
purchasers for qualified projects
In the event the project qualifies, we anticipate ample supply of credits from entities who have
been funded with New Market Tax Credits
O
N
C
O
R
P
O
R
A
been funded with New Market Tax Credits
Consider issuing a RFP to qualified entities and consultants to respond with NMTC equity
proposals
Member FINRA & SIPC
T
I
O
N
Fees and costs tend to be extremely high on the percentage of equity received and structure will
result in added level of complexity and creation of various legal entities required for program
18
H
A
EB-5 Program
R
R
I
S
C
O
U
N
T
Tab E
Y
S
P
O
R
T
S
&&

C
O
N
V
E
N
T
I
OO
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
May 23, 2012
Key Provisions of the EB-5 Program
EB5 i l h i l d h b f j b d b h f ili
H
A
EB5 is a loan program that is related to the number of jobs created by the facility
Assumes a maximum of 800 of the 934* jobs created will be on a full-time basis
EB5 loans have 7 year term Analysis assumes interest only until expiration Loan amount is
R
R
I
S
C
O
U
N
T
EB5 loans have 7 year term. Analysis assumes interest only until expiration. Loan amount is
refinance over 30 years upon expiration.
Assumes project location is not designated in a Targeted Employment Area. Non-TEA designation
requires minimum of $1,000,000 per investor
Y
S
P
O
R
T
S
&
A Regional Center (RC) is usually the conduit through which the investments are made
Investors may be required to participate in the operational management; in practice, this can be
satisfied by:
&

C
O
N
V
E
N
T
I
O
satisfied by:
taking a managing position,
participating in the decision-making process, or
being a limited partner in a LLP
In some cases, the participation requirement may be waived
O
N
C
O
R
P
O
R
A
USCIS requires confirmation that all such investments are classified as being "at risk" with no
specific guarantees being made by the project developers to the EB-5 investor
Member FINRA & SIPC
T
I
O
N
_____________
*Source: Harris County Sports & Convention Corporation
20
H
A
Tax Increment Financing
R
R
I
S
C
O
U
N
T
Tab F
Y
S
P
O
R
T
S
&&

C
O
N
V
E
N
T
I
OO
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
May 23, 2012
Tax Increment Financing
H
A
Tax Increment Financing is a financing that is financed through an entity that captures the
growth in ad valorem tax base, resulting in capturing of tax dollars for a specific purpose
R
R
I
S
C
O
U
N
T
Captured value is on real property, not personal property
To be effective, multiple governmental entities opt in to create a more robust revenue stream.
Y
S
P
O
R
T
S
&
School districts can not participate in Tax increment financings
The growth in tax base is critical to financing a project predicated on increasing the assessed
value in an area
&

C
O
N
V
E
N
T
I
O
value in an area
Usually requires a separate entity to finance and/or administer financing over the life of the
increment period
O
N
C
O
R
P
O
R
A
Member FINRA & SIPC
T
I
O
N
Tax Increment Financing Characteristics
T i t i ll 20 b t t t t d b d i d f t i t
H
A
Term is typically 20 years, but must not extend beyond period of tax increment
Significant analysis of taxpayers within tax increment district:
Concentration/Diversification of captured appraised value
R
R
I
S
C
O
U
N
T
Concentration/Diversification of captured appraised value
Due diligence on top taxpayers
Ability of major taxpayers to protest tax rolls
Historical tax collections
Y
S
P
O
R
T
S
&
Risk of devaluation of assets in increment
Most likely, credit agencies will not allow significant growth, if any, in analyzing ability to
repay debt for an investment grade rating
&

C
O
N
V
E
N
T
I
O
repay debt for an investment grade rating
Debt usually has limitation on issuance of additional debt
O
N
C
O
R
P
O
R
A
If during ramp up period of assessed valuation related to project, capitalized interest may be
used, but reduces net proceeds available for project
Most likely will require a debt service reserve fund further reducing net proceeds
Member FINRA & SIPC
T
I
O
N
Most likely will require a debt service reserve fund, further reducing net proceeds
Disclaimer
First Southwest Company (FirstSouthwest) has received certain documents, reports, financial statements and other items
H
A
p y ( ) , p ,
of information (such information and data referred to in this paragraph as the Information) for the purpose of preparing
this preliminary analysis. With respect to the Information provided to us by the Harris County Sports & Convention
Corporation (the Corporation) for the purpose of this discussion, with the Corporations permission, (i) we have assumed
the accuracy and completeness of such information for purposes of this discussion, (ii) we have made no effort to
independently verify or confirm the accuracy or completeness of such Information and (iii) we make no representation or
R
R
I
S
C
O
U
N
T
depe de t y ve y o co t e accu acy o co p ete ess o suc o at o a d ( ) we a e o ep ese tat o o
warranty with respect thereto, including but not limited to the work product of any of the Corporations other consultants.
All opinions and estimates are given as of the date hereof and are subject to change. Any preliminary financial analysis is
subject to uncertainties. Inevitably, some assumptions used will not be realized and unanticipated events and circumstances
A l h b t ti t t thi ti ith th i f ti il bl Th id d f
Y
S
P
O
R
T
S
&
may occur. Any values shown are our best estimate at this time with the information available. They are provided for
information purposes only and are not guaranteed for accuracy or as realizable values.
This preliminary analysis is provided as an overview for the Corporations information and benefit only and may not be
relied upon in any manner whatsoever by any other person, and shall not be not be disclosed, redistributed, provided to or
&

C
O
N
V
E
N
T
I
O
p y y y p , , , p
utilized by others without the prior written consent of FirstSouthwest.
Neither FirstSouthwest nor any of its affiliates shall have any liability, contingent or otherwise, for any use of the
information set out or referred to herein. FirstSouthwest assumes no liability and shall not be responsible for any results
from the use of this analysis or any subsequent modification whatsoever to the analysis provided to the Corporation from
O
N
C
O
R
P
O
R
A
from the use of this analysis or any subsequent modification whatsoever to the analysis provided to the Corporation from
FirstSouthwest, and the Corporation waives any claims against FirstSouthwest that may be connected thereto.
FirstSouthwest, its representatives and affiliates make no representation and have given the Corporation no advice
concerning the appropriate accounting treatment or possible tax consequences of the information contained herein. The
Member FINRA & SIPC
T
I
O
N
g pp p g p q
Corporation should consult with its own accounting and tax advisors, as applicable, to the extent it deems appropriate to
ensure that the risks are fully understood
24

Astrodome FINAL Report 5-23-12

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Astrodome FINAL Report 5-23-12

Uploaded by

Copyright:

Available Formats

1

Selected'Attractions Location Year'Opened

Facility City, State

Source: Red7Media, CSL International, facility management, 2011.

Category Use Business/Model

Astrodome)Site)Option Status)Quo Reliant)Park)Plaza

Total Hotel Rooms within Mile =

10 Comfort Inn Downtown (231)

Market and Economic Characteristics Indoor Entertainment Center

AppendixV:Preliminary Analysis of Potential Capital Structures for Astrodome

You might also like