Orange County Great Park - Sport Park Economic Plan

  • Retained to generate Master Plan and financing solutions for 165 acre Sport Park within the larger Great Park property.
  • Within the Needs Assessment phase, the project included (a) inventories of all public sports resources in Orange County, (b) telephone survey of potential Great Park sports park users, (c) direct surveys of specific stakeholders, (d) analysis of five sports park development scenarios, and (e) selection and analysis of a Public-Private Partnership strategy option.
  • An analytic analysis of the gap in sports opportunity was conducted for baseball, softball, soccer, basketball, football, and water sports facilities, with models computed which addressed filling this gap with alternative sports park configurations.
  • Scenario models were formulated and examined, including alternatives which stressed: (a) focus on all levels of play for the widest possible, community of users, (b) focus on traditional active sports facilities, mixed to achieve cost-offset, (c) focus on emerging action sports with a balance of traditional sports facilities, (d) focus on the elite athlete with a balance of traditional sports facilities.
  • A consensus model was subsequently formulated based on refined mission statement and program rationale, best-in-class components, cost-neutral opportunity,
  • Within the Financial Analysis phase, the project included (a) estimate of costs for development and construction of the selected option, (b) estimate of maintenance costs and service requirements, (c) analysis of operational revenue and expense related to each sports component, (d) economic analysis of Action Sports and new-generation sports options, (e) evaluation of cost-neutral sport, commercial, retail, and entertainment development strategy mix, (f) financial analysis summary.
  • Prepared and, with the GP Corporation, distributed RFI’s to private party sports program and facility providers, for incorporation into the long term analysis of sport park options, including possible master management of the park as a private enterprise.
  • Special analyses were undertaken to consider the elite sport academy model, naming rights and sponsorship revenues, field-house rentals, special events and related concession opportunities, and parking revenue options.
  • Summary calculations of revenue and expense categories, including consideration for capital replacement reserves, showing a roadmap for cost-neutral development and operation of the sport park.