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Appendices of Generic Pages
131 B. PUBLIC PRIVATE PARTNERSHIPS
132 1. A conference center and/or exhibition hall
133 2. TAXES: consider a tax break quid pro quo: offer the team an opening tax break in return for giving the tax collectors a percentage of the profits earned in perpetuity, and for providing moderate priced housing for workers of the complex. And don't forget: all ways in the 26 categories generate revenues for the tax collector (as well as provide tax write offs, providing benefits on both sides of the profit/not-for-profit table).
134 3. Private-public partnership: team gets final say on design and use of stadium, and of scheduling of events. To be negotiated: who or what groups do the same for any earlier facility that is not torn down?
135 4. Potential Tradeoffs to negotiate with the state and local jurisdictions
a. Team gets 75% of the profits generated by the new stadium for year round multiple use, with the jurisdictions splitting 25% of the profits generated by the new stadium EVEN AFTER IT IS PAID FOR (a policy which would be worth more than its weight in gold and PR), reducing the resentment factor, strengthening the fan base and brand building.
b. Team gets to manage the complex in order to coordinate shows and the like, in order to maximize profits. AND, if there is a predecessor stadium or arena that is not torn down, the team could coordinate or co-coordinate both venues in order to maximize the profitability of both. This was the deal cut by Paul Allen in Portland for the Trail Blazers Rose Garden Arena and their former venue on the same property, the Memorial Coliseum. This way, no conflicts, no competition in scheduling. Portland paid for the streets and sewers; Allen paid for the rest. This combination is raking in the money for him, providing additional revenues for the city, making all sides happy. Note: failure to manage the team according to the various parts of this model is causing the team to now take losses.
c. Note the BENEFITS to individuals and cities/counties/states. Continue the dialogue to have this plan provide revenue for the team. Add additional beneficiaries to the funding: these could include operating budgets of the schools in order to upgrade and update them, not only in terms of their physical plants but also their electronic hook ups for the Internet, etc. Offer school tours as a way teach kids about public-private partnerships and financing, etc. This, again, will help to greatly reduce resentments towards teams, resentment based solely on the money they generate.
136 5. Maintaining a community first, game second approach, with team third
a. With 32 teams and only one Super Bowl winner each year, position the team for fan enjoyment of the game itself, appreciate the NFL, enhance product by advertising key pro-bowl matchups with stars of other teams.
b. As discussed in the next section, strategically use and place players in community activities, especially those of youth and schools, as well as in business luncheons and similar affairs.