Expression of Interest

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August 31, 2018
Mr. Derrick M. Hall City of Henderson

President and Chief Executive Officer Henderson City Hall
Arizona Diamondbacks 240 S. Water Street
401 East Jefferson Street Henderson, Nevada 89015
Phoenix, Arizona 85004
RE: Arizona Diamondbacks | Expression of Interest (Confidential)
Dear Mr. Hall:
I would like to thank you for considering the City of Henderson in your evaluation of potential, future homes maintaining the highest quality of life in the region for families and employees. We celebrate our local busi-
for the Arizona Diamondbacks. The enclosed submission provides the information requested to the best of nesses and encourage entrepreneurs and innovators to play a lead role in our community’s future. Henderson
our knowledge and ability. I hope, above all else, it reflects the pride that we take in our community and our leads surrounding cities in income per capita and educational attainment levels of its residents. The city is
ardent belief that a partnership with Major League Baseball is not only viable but provides great opportunities home to several master-planned communities, an award-winning trail system and the Henderson Executive
for our city and your organization. Airport, which is capable of servicing everything from private aircraft to team charters. Henderson is minutes
away from McCarran International Airport, Interstate 15, the 215 Beltway, the new Interstate 11 and the Las
The provided expression of interest guidelines rightly focus on the location, facilities and operation of the new
Vegas Strip. Moreover, the city is safe, financially stable and offers a culture of opportunity—a place where
baseball stadium and surrounding mixed-use stadium district. This will answer the question of “what” can be
individuals and businesses can pursue prosperity unfettered by corporate or personal income taxes or the
constructed; but, as you evaluate our response, I would encourage you to also consider “why” such a project
bureaucratic red tape that adds time and expense to projects that can afford neither. This is why businesses
is likely to be successful in southern Nevada.
like Levi Strauss & Co., Ocean Spray and Barclays call Henderson home, and why the Raiders recently chose
There is no doubt Nevada knows how to get deals done. High profile economic development initiatives such Henderson as the home of their new corporate headquarters and training facility.
as the $5.0-billion Tesla Gigafactory 1 and the $1.8-billion Raiders Stadium reflect both collaboration and cre-
Perhaps more important than where we are is where we are going. Henderson has room to grow, and we
ativity, but I think it is worth noting that those deals involve only two of the more than 9,000 new businesses
are planning for a future that integrates technology, promotes innovation, ensures sustainability and delivers
that have opened their doors in Nevada since 2011. The state’s robust economic growth is not as much
on our promise to be a community of choice. We have no intention of standing still and are excited about
about incentives provided to selected business as a long-standing commitment to creating and maintaining
opportunities to collaboratively build toward our best future. It is my hope that this is a shared goal, and that
a pro-business environment that fosters opportunities for the 80,000 employers now operating in Nevada.
this response is the first step in finding a mutually beneficial path forward for the Arizona Diamondbacks and
The City of Henderson is located in the Las Vegas metropolitan statistical area (MSA), the state’s largest the City of Henderson.
urban center. The Las Vegas MSA is currently home to 2.2 million residents and ranks among the nation’s
most prolific economies in terms of population growth, employment growth, capital investment, and income Respectfully yours,
and spending growth. With 150,000 hotel rooms and the nation’s second busiest origination and destination
airport (McCarran International Airport), the urban Las Vegas valley hosts 42 million business and leisure
travelers annually and is fast becoming the sports and entertainment capital of the U.S.
The City of Henderson itself represents the best of Nevada and the Las Vegas MSA. Our community, busi- Mayor Debra March
nesses and local government have a demonstrated ability to create a dynamic business ecosystem while City of Henderson
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Table of Contents
Detailed Ballpark Description 3 Funding for Ballpark Construction and/or Potential Sub-Contractor Disclosure 58
Mixed-Use Development 33
Minimum Programming Elements 3 Environmental and Corporate Responsibility 59
Location Maps 4 Potential Incentive Opportunities 44
Project Site Overview, JA Kennedy (Soro, LLC) Property 7 Other Considerations 48 Respondent Background Information 60
Competitive Advantage 11 Tax-Exempt Bonds 49 City of Henderson 60
Organizational Structure 61
Detailed Potential Mixed-Use Development Description 12 Partnership/Revenue Sharing for the Potential
Overview of Developers 62
Mixed-Use Development 50
Zoning and Mix of Uses 21 Respondent Contacts 63
Bicycle and Trails Plan 22 Cost Reduction Proposals 51
Qualifications 23
Conversion Allowance 52
Developer: Las Vegas Sands 24
Developer: Marnell Companies 25
Continuous Improvement 53
Education 27 Administration 55
Points of Interest 32 Implementation Methodology 56
Capacity 57

Detailed Ballpark Description
Minimum Programming Elements
The programming and development opportunities for the proposed ballpark and related facilities are endless. The
vision for the future project incorporates the minimum requirements outlined in the EOI and allows for expansion of the
plan for complementary and supporting uses.
Attribute Programming
Size 20 acre (minimum)
45 to 70 acre (preferred)
Seating Capacity 36,000 to 42,000
Roof Type Retractable
Climate Control HVAC System
Accessibility Sufficient accessibility via multiple transportation networks
MLB Ballpark Requirements Meet or exceed at all times
AZPB Will ■■ Have the right to contract with an architect to design the ballpark
■■ Have final approval rights over the design and construction plans and specifi-
cations for the ballpark
■■ Have the exclusive right to use, book, manage, operate and permit designated
third parties to use, book, manage and operate the ballpark and related parking,
and to retain all revenue therefrom
■■ Have the exclusive right to sell naming rights to the ballpark as a whole, and to
retain the revenue therefrom
■■ Pay the selected respondent annual rent, in an amount to be agreed upon by The City of Henderson is known for developing in a cohesive manner that matches the needs of its
residents with the needs of its business partners. Examples of thoughtful mixed-use development
the parties
in the city include The District at Green Valley Ranch that incorporates, residential, commercial
Capital Maintenance Fund Will be established for capital maintenance and repairs to the ballpark and related office, retail and restaurant offering. The walkable, integrated venue is also anchored by the Resort
parking; funding will cover the term of AZPB’s use of the ballpark in amounts to be at Green Valley Ranch, which maintains, hotel, gaming, dining, entertainment and movie theaters.
This is just one example of how the city is forward thinking.
agreed upon

ELKHORN RD
DECA
LAMB BLVD
CENTENNIAL PKWY
LOSEE RD
DURANGO DR
ANN RD
CRAIG RD
NELLIS BLVD
CHEYENNE AVE
Location Maps
The City of Henderson has identified four (4)
NORTH LAS VEGAS LAKE MEAD BLVD
MLK BLVD
specific sites for the potential development WASHINGTON BLVD SALT LAKE CITY
of a ballpark and supporting mixed-use SUMMERLIN PKWY
6 HRS 10 MIN
LAS VEGAS
programming. One of the sites is owned by
the City of Henderson (South LTA) and the CHARLESTON BLVD
others are privately controlled. As discussed I-515 & US-95

further in this submission, there are a num-
ber of development alternatives for these
DESERT INN RD
potential sites - individually and collectively.
A specific example of what the city envisions Las Vegas Strip FLAMINGO RD
BO
UL
is included for your consideration.
DE
RH
WY
TROPICANA AVE
The following pages provide different per- McCarran International Airport

RUSSELL RD
spectives of the sites and surrounding land
uses for your reference. SUNSET RD
RACETRACK RD
DR
EASTERN AVE
STEPHANIE ST
AD
DECATUR BLVD
ME
RAINBOW BLVD
DURANGO DR
KE
WARM SPRINGS RD
LAS VEGAS BLVD
LA
HENDERSON
WINDMILL LN
I-215 PHOENIX
BLUE DIAMOND RD
I-15 HORIZON RIDGE PKWY 4 HRS 30 MIN
GREEN VALLEY PKWY
COLLEGE DR
Y
KW
EP
ROS
ST
JA Kennedy Site
Henderson Executive Airport BOULDER CITY

LOS ANGELES
4 HRS 12 MIN

Resort Corridor
McCarran International Airport

I-215
Las Vegas Blvd.

I-15
Las Vegas Raiders Headquarters

St. Rose Parkway JA Kennedy Site
Henderson Executive Airport
M Resort Spa Casino

Immediate Project Location With
BERMUDA
Surrounding Developments Noted Q3 2018
American
West
FUTURE I-15 & STARR INTERCHANGE DEL Q3 2018
NV West
Cal
Atlantic
Voyager
Investment
USA
JA Kennedy Site 25.77 Acres
LAS VEGAS BLVD.

KENNEDY
Y Gragson
AYA
LAS VEGAS BLVD

WKW
11.5 Acres
USA ±116 Acres
RKR
PPAA
SSEE
RROO POTENTIAL
SSTT MIXED USE
EXECUTIVE AIRPORT DR
±72 Acres LaPOUR
103K SF
BRUNER AVE
Touch Stone
Living Apartments
Panattoni BOWES
SOUTH15 IND PARK
±160K SF
USA
USA
±116 Acres SHEARING NASSIRI
5.9 (A) 5 (A) ±19 Acres
south
SO STRIP ACQUISITION
25 (A)
VOLUNTEER BLVD. Clark

AMIGO10
Roberts 10 (A) TIBERTI
5 (A)
County
Apartments
Communication DR Horton USA
10 (A)
18.86 (A)
SILLS
15 (A)
Future Residential American West Homes USA

105 Acres ±15 Acres
LARSON LANE
Future Residential
155 Acres
.
LVD
USA
B
344 Acres
AS
JERRY DOTY
VEG
+1 702 836 3735

LAS
jerry.doty@colliers.com
±276 Acres
PROPOSED VIA NOBILA ACCESS ROAD

Project Site Overview
JA Kennedy (Soro, LLC) Property

JA Kennedy Property
Acreage ±24.3 growth acres
Assessor Parcel Numbers (APNs) 191-03-201-002 (a portion of)
Accessibility Direct access St. Rose Parkway (frontage) that leads to Interstate
15, direct access Bermuda Road on the west, direct access to
Bruner Avenue on the south.
Current Zoning The property is currently zoned General Industrial (GI); The IG dis-
trict is established to provide and protect existing industrial sites
and allow for continued operation of existing general industry,
manufacturing, extraction, salvage, and related activities, subject
to performance standards and buffering requirements to minimize
potential environmental impacts. Zoning is subject to change.
Adjacent Land Uses The majority of adjacent properties remain vacant at present; Levi
Strauss & Co. is located to the east and a Federal Express distribu-
tion facility is located to the southeast of the subject property.
Proximity to the Resort Corridor/ Less than 9 miles
Las Vegas Strip
Proximity to McCarran International Airport Less than 9 miles
Proximity to Henderson Executive Airport Less than 0.2 mile

AN AWARD WINNING PLACE TO CALL HOME.
50 Best Places to Live
in America
(MONEY Magazine)
Best Place to Live

in Every State
(US News & World Report)
Top 10 Most Appealing

Cities in the Nation
(Vocativ)
35 Best Cities for

People 35 and Under
(Vocativ)
Top 5 Safest Cities in America

(Movoto Real Estate Blog)
Best Cities for Pet Lovers

(WalletHub.com)
10 Best Cities to Raise Children

(MyLife.com)
Best Cities for Snowbirds

(Apartments.com)
Best Places to Start a Business

(WalletHub.com)
Best Cities for Singles

(WalletHub.com)

308K 69
NATIONALLY ACCREDITED
PARKS & RECREATION DEPARTMENT
42M
PRIME LOCATION
UNIQUE EXPOSURE AND ACCESS
RESIDENTS
Positive growth for 6 years

CITY PARKS
ANNUAL VISITORS
AWARD-WINNING
ROUS TRAILS AND OPEN SPACES
TRACTIONS
180
MILES OF TRAILS
93
BALL FIELDS
53
TENNIS COURTS
GROWTH FUELED BY
$64,277 102.7 11 6 2
BUSINESS FRIENDLY PART OF CANAMEX EASY ACCESS
TAX CLIMATE TRADE CORRIDOR TO PACIFIC PORTS
MEDIAN HOUSEHOLD INCOME COST OF LIVING INDEX GOLF COURSES RECREATION CULTURAL
CENTERS FACILITIES
10

Competitive Advantage
NO STATE INCOME TAX SHIP IT IN 8 HOURS 1MILLION IN 50 MINUTES

Henderson, Nevada is good for business with no state, Henderson offers you easy access to Southern Califor- Henderson gives you access to more than 1 million
corporate or personal income taxes. This means more nia within a one-day turnaround. No other Southern people in the region’s workforce. Commute times from
money for your company and your family. City property Nevada community can offer this shipping convenience. anywhere in the valley are less than 50 minutes.
taxes are the lowest in the region by almost 30%. Henderson is the only location in Southern Nevada that
boasts an 8 hour turnaround time for your shipping
needs. In addition, backhaul rates are very affordable
going back to Southern California.
PROFESSIONAL EXPOSURE EASY IN, EASY OUT BEST AND BRIGHTEST

With 42 million visitors and more than 6 million McCarran International Airport offers you and your Henderson boasts the highest high school graduation
professionals visiting the region each year, Henderson is clients some of the lowest airfares in and out of Southern rates in all of Clark County. The City’s commitment to
the perfect location for face-to-face interaction with your Nevada, so getting to Henderson is easy from anywhere education is unsurpassed in the region and has demon-
customers and vendors. Your facility becomes a show- around the world. Flying your own jet? Get here by way strated that with its more than 1.2 million dollar in grants
place for your company, and your team has easy access of Henderson Executive Airport, a general aviation airport given to K-12 Henderson schools this year alone.
to the show floor when conventions come to town. in the heart of our newest, most exciting employment
center in the valley, known as West Henderson.
11

Detailed Potential Mixed-Use Development Description
The information leading up to this section identified four (4) potential development sites that would be suitable for a
ballpark and supporting development. Given the size and configuration of the various properties, some uses may be
better positioned for selected elements of the project than others. Additionally, since they are all located adjacent to or
in close proximity to one another, the potential programming and designs remain flexible, providing maximum utility.
The renderings on the following pages provide one example of how the properties may fit together in a complementary
fashion to generate a critical mass at the ballpark site. Note, there are a number of alternatives that may be appropriate,
but this sample should help to envision the possibilities.
COMMUNITY RANKINGS FOR HENDERSON
TOP 10 TOP 5
Most Appealing Cities Safest Cities
35 BEST CITIES FOR PEOPLE BEST CITIES FOR BEST CITIES FOR
35 & Under Pet Lovers Snowbirds & Retirees
10 BEST CITIES TO BEST PLACES TO BEST CITIES FOR McCullogh Hills Trail is an 8.2 mile moderately rated trail that offers scenic views. The
trail connects East and West Henderson through the Sloan Canyon National Conserva-
Raise Children Start a Business Singles
tion area and it is dog and mountain bike friendly. Ensuring an active, outdoor lifestyle is
a source of enjoyment for Henderson residents and neighbors within southern Nevada.
12

The accompanying site plan depicts a potential development alterna-
tive for the ballpark and supporting mixed-use development. Within
this configuration, the ballpark and supporting parking facilities are
located on the JA Kennedy property, and the other mixed-use ele-
ments are identified on the Sauvage land holdings. The connected
programming provides a walkable environment with sufficient park-
ing and amenities for a quality game-day experience. The site also
provides convenient access to Interstate 15 (via St. Rose Parkway,
Bermuda Road and Executive Airport Drive), a major north-south
freeway that spans from California to Utah through the heart of the
Las Vegas valley.
Incorporating a dense, urban environment within the master-plan

for the ballpark is important to AZPB and the City of Henderson.
Increased densities tend to provide increased value and increased
opportunity. The mid- and high-rise nature of the proposed mixed-
use development should help generate a critical mass in a mutually
beneficial structure.
13

The proposed ballpark design in the foreground includes a parking garage connected to the stadium with elevated walkways to segregate pedestrian and vehicular traffic to enhance street level circulation.
14

A closer view of the proposed ballpark location indicates nearly 12,000 parking spaces within the entire
mixed-use project. Structured garages provide direct access to the ballpark, while other off-site lots are
located only a few minutes from gate access to the facility.
With 159 ball fields in 33 locations throughout the city, Henderson’s award-winning sports program hosted
more than 3,300 league games and 88 tournaments in 2017. The 56-acre Arroyo Grande Sports Complex,
which boasts nine lighted ball fields, was selected the 2017 Senior Softball-USA Complex of the Year. The
complex also features a concessions area, picnic shelters, lighted basketball courts, BMX track, playground,
dog park, and trail connectivity.
Henderson was presented with the 2015 Outstanding Park Award from the National Softball Association, in
recognition of both the Arroyo Grande Sports Complex and 27-acre Russell Road Recreation Complex. The
City of Henderson is also the proud recipient of the 2017 Excellence in Youth Sports Award from the National
Alliance for Youth Sports and Athletic Business magazine, an award presented to only five organizations
each year.
15

Ensuring a well-designed landscape plan and outdoor environment
is important to ensure an enjoyable outdoor game-day experience.
16

The proposed development alternative
remains in close proximity to critical freeway
infrastructure, nearby amenities such as M
Resort Spa Casino, another 150,000 hotel
rooms that line the Las Vegas Strip and the
balance of the market.
17

The project location is minutes from what
many visitors would consider the “heart
of the action” on the Las Vegas Strip and
McCarran International Airport. Convenience
and access remain hallmarks of the pro-
posed development sites and the presented
alternative.
18

The proposed ballpark is not only conve-
niently located near the resort corridor and
the nation’s 2nd busiest origination and
destination airport, but it is also steps away
from the Henderson Executive Airport. In
addition, the proposed location is adjacent
to the future home of the Raiders corporate
headquarters and practice facility, as well as
award-winning master-planned communi-
ties in Henderson.
19

PROPERTY LINE
Raiders Headquarters
EXECUTIVE AIRPORT DRIVE

LAS VEGAS
RAIDERS
RAIDERS
INDOOR FIELDS OFFICES
PERFORMANCE
CENTER PARKING
LAS VEGAS LAS VEGAS LAS VEGAS

PRACTICE BLEACHERS
PRACTICE BLEACHERS
OUTDOOR FIELDS
PARKING PARKING
RAIDERS RAIDERS RAIDERS
20

Zoning and Mix of Uses
S Nellis Blvd
E Desert Inn Rd
Spring Mountain Rd
The accompanying zoning map depicts the diverse mix of land uses within the City of o
Sh
Henderson. Development patterns have been thoughtfully considered and are designed E Flamingo Rd
ke
W Flamingo Rd
La
to maximize utility of not only residential uses, but commercially zoned land along major
B
S M aryland Pkwy
ou
95
ld
er
Par a
thoroughfares. The expectation for the ballpark and supporting development would be no E Tropicana Ave
B
H
ro
W Tropicana Ave
a
y
db
d
ise R
different. Maintaining a proactive approach to development, while remaining flexible to market
en
S Pecos Rd
515
t
B
lv
S Eastern Ave
d
conditions, has been a hallmark of the City.
d
N I 15
W Russell Rd E Russell Rd
k wy
dP
Me a
E Sunset Rd ke
W Sunse t Rd
UP
RR La
Hen E
N CC d Sp u
S C C 215 21 r
N Racetrack Rd
W Sunset Rd
N
5
B
S Jones Blvd
Paradise Rd
ou
l
DR [Downtown Residential] CA [Auto-Mall Commercial]
de
W Warm Springs Rd
W Warm Springs Rd
r
H
w
E Warm
y
Sp rin gs
DX [Downtown Mixed-Use] CC [Community Commercial]
N Pecos Rd
Bermuda Rd
Rd
N Gibson Rd
215
CLARK
e
COUNTY
DP [Downtown Public] CH [Highway Commercial]
S Decatur Blvd
Av
d Rd E Windmill Ln Wi n dm i ll Pkwy
m on
S Racetrack Rd
a
Di
jo r
ue
15 Pk w y
Bl Mead
Ma
RS-1 [Low-Density Single-Family Residential, CM [Mixed-Use Commercial] W i g wam
P kw
y W Lake
N
1 du / acre] E Pebble Rd
W I 21
5 E I 215
CN [Neighborhood Commercial]
S
N
B
RS-2 [Low-Density Single-Family Residential,
ou
U
wy
S
Dean Martin Dr
l
k
CO [Ofﬁce Commercial]
de
eP
95
2 du / acre] g
r
id
H
R
w
E Silverado Ranch Blvd on
y
RS-4 [Low-Density Single-Family Residential, CT [Tourist Commercial] Ho
ri z
Greenway Rd
W
4 du / acre]
S Las Vegas Blvd

MC [Community/Corridor Mixed-Use] E Cactus Ave
S US 95
W Cactus Ave
y
RS-6 [Low-Density Single-Family Residential, MN [Neighborhood Mixed-Use] kw
y
ts
Pk
w
P ig h
6 du / acre] os
e Sun rid ge H e
MR [Regional Mixed-Use] St
R
RS-8 [Low-Density Single-Family Residential,
S I 15
8 du / acre] IG [General Industrial]
RM-8 [Medium-Density Residential, 8 du / acre] IL [Limited Industrial]
0 1 2 4
RM-10 [Medium-Density Residential, IP [Industrial Park] Vol
Miles
u n t eer Blv d
10 du / acre]
PS [Public and Semi-public] N
RM-16 [Medium-Density Residential,
16 du / acre] DH [Development Holding]
95
W E
US
RH-24 [High-Density Multifamily Residential, No Zoning
S
UP RR
24 du / acre] 15% Slope

RH-36 [High-Density Multifamily Residential, Sensitive Ridge
36 du / acre] FOR OFFICIAL CURRENT ZONING INFORMATION:
Contact the Community Development Department of
RMH [Mobile Home Residential, 8 du / acre] the City of Henderson, (702) 267 - 1500
Zoning per Council: February 20, 2018
5
S US 9
PC [Planned Community]
21

BROADBENT BOULEVARD
US
WESTON RIDGE STREET

RUSSELL ROAD 95
RA
MP AD
LL RO
US SSE
95 RA RU
WIESNER WAY
MP
OLSEN STREET
PATRICK LANE
U.P.R
.R . D
A
O
R
N
SO
IB ATHENS AVENUE
IVE
G EAST GALLERIA DRIVE
U.P.R
.R
H DR
.
MARKS STREET
DRIV E
HIGH VIEW
NN
NC
T CO
EY RA
EASTGATE ROAD
PABCO ROAD
I 15
HIDDEN WELL SUNSET ROAD ESSEX AVENUE
OR
E I 215 I 215
WHITN
I215
AIRP
PUEBLO BOULEVARD
15
PI
RAM
RAMP I 15 N I215
WARM SPRINGS ROAD ITHACA AVENUE
WARM SPRINGS ROAD
I2
EASTGATE ROAD
15
HEND
ER SON
CENTER STR EET

RAIL
RO AD
ROBINDALE ROAD WARM SPRINGS ROAD
SANTIAGO AVENUE
BO
RACETRACK ROAD
RAM
U
PECOS ROAD
LD
TRAIL CANYO
N ROAD
ER
PW
STEPHANIE STREET
VALLE VERDE DRIVE
H
IG
IND
H
W
AY
WINDMILL PARKWAY WI ND
EASTERN AVENUE
AMERICAN PACIFIC DRIVE
I215
MILL
PA RK
PUEBLO BOULEVARD
WAY
AY
FOOTHILLS DRIVE
W
E
RKW
NU
VE
EY PA
RA
Y
PALO VERDE DRIVE

PARKWA KWAY BURKHOLDER BOULEVARD
GIBSON ROAD
D PAR
JO
WIG WAM
LAKE MEA
AT
LL
MA
E
N VA
R
ST
VA
R
NW
GREE
I - 215
MAGIC WAY
EE
AG
T
EN
EN NEWPORT DRIVE
PEBBLE ROAD ST
R EE
PASEO VERDE PARKWAY T
ST ROSE PARKWAY
PACIFIC AVENUE
HORIZON RIDGE PARKWAY
SERENE AVENUE
OAD
RAILR
US RI C
HIS TO
95 OSED
RA PROP
M
P
SPENCER STREET
HORIZON DRIVE EQUESTRIAN DRIVE
POLLOCK DRIVE
US
CARNEGIE STREET
95
APPALOOSA ROAD
RA
M
P
HEATHER DRIVE
E
COLLEGE DRIVE
RIV
GREENWAY ROAD
SD
HT
EIG
CORONAD O CENTER DRIVE

N AH
SIE I-515
SE
ENT CACTUS AVENUE MISSION DRIVE WAGONWHEEL DRIVE
VE
US
N
95
HIL
OL
AY
D
LS
BERMUDA ROAD
W
VE
RK
DR
Bicycle and Trails Plan
GA
PA
IV
AM
E
SE
S
ERIE AVENUE PARADISE HILLS DRIVE
IG
TR
O E
O
R IV
AIL
ST AY R
ST
W D
R
RK LS
EE
BO
IL
PA
T
H
UL
S E
HT IS
DE
STARR ROAD IG D
A
R
HE PA
R
HIG
GE
WAY
HW
N RID
AY
EASTERN AVENUE
SU
PARK
With over 180 miles of public and private trails, Henderson has been recognized as
LA ND
MARY
T
a leader for its bicycle and trail infrastructure. Additionally, Henderson is nationally
BRUNER AVENUE
GILESPIE STREE
ST
RE
ET
"N
"
SU
recognized for its outstanding parks and recreation system, having obtained national
N
BERMUDA ROAD
ANTH
CIT
VOLUNTEER BOULEVARD
YA
EM
NT
VIA
HE
PA RK
IN
accreditation and receiving recognition for Excellence in Parks and Recreation Admin-
M
LARSON LANE
SP
LARSON LANE
DR
IRA
WAY
IV
E
DA
VIA
Path - Paved Surface
CE
istration. Recognized by the Commission for Accreditation of Parks and Recreation
NT
RO
VIA N OBILA
Trail - Soft Surface

Agencies, the City of Henderson remains the only agency/city in Nevada to hold this
IAL PAR KWAY
BICENTENN
GILESPIE STREET
VIA D E VEGAS
prestigious designation. A designation maintained since 2001. Bike Land and/or Route
IS
EL
F ID
DEMOCRACY DRIVE
Street
D
VIA
AR
NAWGHAW POA
EV
UL
BO
CASA
In addition, the City is a two-time winner of the distinguished National Gold Medal
S
GA
DE L SO
VE
Railroad
S
LA
L DRIVE
Award for Excellence in Parks and Recreation from the National Recreation and Park
Park
Association, the highest recognition a parks and recreation program can receive.
City Limit
22

Qualifications
The development contemplated in this EOI considers the expertise of three possible development partners. All three have tremendous expe-
rience within the Southern Nevada market and mixed-use development, including professional sports facilities. The following provides an
overview of the developer partners that have expressed interest in related projects in an around the area.
Green Valley Ranch Resort, Spa and Casino is a premiere destination located in the affluent master-planned community of Green Valley Ranch.
The property boast nearly 500 hotel rooms, a 140,000 square foot casino floor, 65,000 square feet of convention and meeting space and nearly a
dozen restaurants and dining options.
23

Developer: Las Vegas Sands
Las Vegas Sands (LVS) is the pre-eminent developer and operator
of world-class Integrated Resorts that feature luxury hotels; best-in-
class gaming; retail; dining and entertainment; Meetings, Incentive,
Convention and Exhibition (MICE) facilities; and many other business
and leisure amenities. LVS pioneered the MICE-driven Integrated
Resort, a unique, industry-leading and extremely successful model
that serves both the business and leisure tourism markets.
Starting with a single property in 1990, the footprint and impact of

LVS now extends worldwide, from Las Vegas to Macao, and from
Bethlehem, Pennsylvania (USA) to Singapore. LVS has a track record
of successfully developing and operating some of the largest and
most complex business and leisure properties.
Las Vegas Sands is as passionate about where they build, as what

they build, and at the heart of the company are a set of unwavering
values that guide their activities daily. LVS is committed to listening to
their partners, customers and team members, to consider the environ-
mental impact of their decisions and to contribute to the well-being of
the communities in which they do business.
At the same time, we know that the values and words of LVS won’t be
worth much unless they are expressed through their actions. There-
fore, they are dedicated to being a good corporate citizen, anchored
by the core tenets of delivering a great working environment for more
than 51,000 team members worldwide, driving impact through Sands
Cares corporate giving program and leading innovation with the com-
pany’s award-winning Sands ECO360 Global Sustainability program.
Las Vegas Sands is responsible for the design, development and operations of some of the largest resort and entertainment facilities in the world.
In addition, Las Vegas Sands is currently in the process of developing The Sphere, a high-technology immersive entertainment venue along the Las
Vegas Strip.
24

Developer: Marnell Companies
Marnell Companies is a leading development firm with a number of spe- and deliver a profitable and marketable real estate portfolio. We pride
cializations. Marnell Companies’ success is the outcome of a talented ourselves on staying informed of current market conditions and emerg-
and diverse team that complements and coordinates their individual ing opportunities. Our expertise in acquiring, building, and managing
expertise into one idea. This vision is brought to fruition by its in-house property in the commercial marketplace is demonstrated with our grow-
consulting, master planning, architectural, design, construction and ing, award winning portfolio.
property management services. With this palate of ingenuity, every
project, regardless of its size or function, meets the determined budget, Construction and Construction Management
maintains the highest standard of quality control, and is made opera-
Before we lift a single stone, our goals are set. Our number one pri-
tional as quickly as possible.
ority is providing our clients with a product that fits their budgeting
needs and quality standards. We have 35 years of experience, unpar-
Architecture
alleled resources, and a renowned reputation in the industry. We
What is now built was once only imagined... Each concept is developed have constructed over $8 billion of work, with projects ranging from
by our experienced designers whose unmatched creativity continues to award winning office complexes to five star resorts. Our select team of
impress their peers and exceed their client’s expectations. With over 35 employees and subcontractors make each project innovative and func-
years of experience, complemented by planning and managerial exper- tional, and specialize in fast track building to get your project operational
tise, ideas are made reality, ensuring success for the life of every project. as quickly as possible.
With over three decades of extensive experience in the areas of planning,
Design Transportation designing, building, marketing and operating resort/casino properties,
Marnell has superior knowledge and understanding for how to effectively
Our designers work side by side with our architectural department to Marnell Transportation is built upon the Marnell Family of Companies’ execute business plans. From the first napkin sketch to the Grand
produce a seamless vision for each project and to provide customized core values and 35 years of experience in Planning, Designing, Con- Opening celebration, a project faces many stages of decision making.
solutions for clients seeking a progressive approach to design. The team struction, Developing and Operating commercial facilities. Our focus is We have continually been successful in linking and controlling the issues
of market and financial feasibility, design, construction, marketing, costs,
focuses on creating distinctive concepts that are initialized by develop- the development and expansion of high speed rail transportation sys- revenue and profitability. We follow these issues throughout the entire
ing a focused brand strategy in partnership with the property owners tems in the continental United States, initially concentrating on linking life cycle of a project, including expansions. M Resort is an example of
and operators. Our forward thinking approach to design enables us to Southwest and West Coast population centers. We have assembled a this commitment. Anthony Marnell III is the son of Tony Marnell, who has
create truly dynamic environments that surpass the expectations of the developed resorts such as Caesars Palace, Wynn Las Vegas, and the
team of experts and resources specializing in all aspects of high speed
Bellagio. Anthony Marnell III acquired the land for the resort for $240
client and their customers. rail development; including technology selection, station design, infra- million. MGM Mirage announced a $160 million investment in the resort
structure development, land acquisition, project financing, regulatory on April 26, 2006. The total cost of the completed project was $1 billion.
Properties approval processes, business modeling, environmental analysis, com- Marnell was responsible for development, master-planning, interior
design, construction/design/program management, FFE procurement,
We develop real estate that produces real profit. Through Marnell Prop- mercial development and overall project management. property management, as well as being the executive design architect,
erties experience we have attained the knowledge and skills to develop architect of record, and general contractor. The resort opened to the
public on March 1, 2009.
25

Master-Planned Communities
Henderson offers a wide range of master-planned communities,
from first-time homeowners to age-restricted neighborhoods such as
Sun City Anthem. Master-planned means residents are able to take
advantage of quality amenities, like-minded neighbors and a shared
sense of “home.” Golf courses are plentiful within Henderson and
provide an escape within the desert of the southwest United States.
Rio Secco Golf Club is a tremendous asset accessible to the public,
residents and out-of-town visitors.
26

Education
City of Henderson is forward-thinking
when it comes to education. City of Hen-
derson schools out-perform other schools
in southern Nevada and rank above aver-
age nationally for high school graduation
rates. Additionally, among 15 other states
with similar proficiency exams, Hender-
son schools far exceed the average reading
and math scores for elementary and middle
school students. Our culture of investing in
education is reflected in the performance
of our residents and the income profile
of our community. There are a number of
opportunities to integrate education into
the programming of the ballpark develop- The City of Henderson continues to invest in education facilities. College of Southern Nevada recently broke ground on expanded facilities at the Henderson campus to provide
ment. Southern Nevada is already home to an elevated experience for its students and faculty.
a number of institutions within the Nevada
System of Higher Education, and Henderson
has college campuses within its boundaries
that may be suitable for integration into the
facility. The opportunities include integration
with sports teams to sports-related research
and development to student integration and
hands-on learning opportunities.
27

ACTIVE MASTER-PLANNED COMMUNITIES
A Ascaya G Del Webb Anthem M Lake Las Vegas S Southfork
B Black Mountain Vistas H Del Webb Macdonald Ranch N Macdonald Highlands T Sunridge At Macdonald Ranch
C Black Mtn Industrial Center I Green Valley O Old Vegas U Tuscany
D Cadence J Green Valley Ranch P Palm Hills V Whitney Ranch
MARYLAND PKWY
E Canyons @ Macdonald Ranch K I-515 Annexation Q Seven Hills

PARAD
NELLIS BLVD
TO RENO FLAMINGO RD LAKE LAS VEGAS
& 93 F Cornerstone L Inspirada R South Valley Ranch
ISE
SALT LAKE
£
95
RD
EASTERN AVE
CITY M
TROPICANA AVE
15 515
BO
SCHOOLS-PUBLIC, PRIVATE AND CHARTER
UL
DE
McCARRAN
R
RUSSELL RD
HW
INTERNATIONAL 60 8
Y
AIRPORT 33 20 67 K WY
AD P
PECOS RD
66 21 U ME Elementray Schools (Public) Middle Schools (Public) High Schools (Public)

STEPHANIE ST
R E TO LAKE MEAD
SUNSET RD 39 NATIONAL
K
V
45
LA
42 46 RECREATION AREA 1 Bartlett Elementary K - 5TH 27 Brown Junior High 6TH - 8TH 34 Basic High 9TH - 12TH
7
GREEN VALLEY PKWY
WARM SPRINGS RD 11 2 Cox Elementary K - 5TH 28 Burkholder Middle 6TH - 8TH 35 Coronado High 9TH - 12TH
I 13 37 D
C 3 Dooley Elementary K - 5TH 29 Greenspun Junior High 6TH - 8TH
27 36 Foothill High 9TH - 12TH
2 C 49 16
GIBSON RD
6 9
RACETRACK RD
WIND MILL LN 15 57 UN IN CO RPORATED 62 50 4 Ellis, Robert & Sandy Elementary 30 Mannion Middle 6TH - 8TH 37 Green Valley High 9TH - 12TH
AVE
59 K CLARK COU NT Y
WA
LAS VEGAS BLVD
29 TER 19 5 Galloway Elementary K - 5TH 31 Miller Middle 6TH - 8TH 38 Liberty High 9TH - 12TH
JOR
WIGW AM PKWY
BERMUDA RD
F
215 I
47 56 34
MA
S
28 6 Gibson Elementary K - 5TH 32 Webb Middle 6TH - 8TH
T
PEBBLE RD 1 55 12
22 23 54 7 Hinman Elementary K - 5TH 33 White Middle 6TH - 8TH
51 PKWY B
J GE 14 61
SILVERADO RANCH BLVD
WY 31 44 8 Josh Stevens Elementary
D
PK
RI
SE
18 5 3
ON
H
RO S
41
HO
RI Z
36
9 Kesterson Elementary K - 5TH Private Schools Charter Schools
CACTUS AVE ST S 40
N
65
P 10 Lamping Elementary K - 5TH
35 24 93 O
39 American Heritage Academy K - 12TH 56 Academia Nevada K - 8TH
26 58 E 17 95 11 Mack Elementary K - 5TH 40 Calvary Chapel Green Valley Christian Academy K - 12TH 57 Coral Academy Eastgate Campus
38 T A 30
STARR RD EXECUTIVE 10 48 515 12 Mccaw Elementary K
AIRPORT DR 41 Chabad Of Green Valley 58 Coral Academy Sandy Ridge Campus 6TH - 12TH
53 32
o HENDERSON Q
EXECUTIVE
AIRPORT
13 Mcdoniel Elementary K - 5TH 42 David O. Mckay Academy K - 12TH 59 Coral Academy Windmill Campus 3RD - 5TH
14 Newton Elementary K - 5TH 43 Djs Community Christian Academy K - 8TH 60 Cowan Behavior Jr Sr High 6TH - 12TH
M
VOLUNTEE R
HE
BL V D TO BOULDER CITY, 15 Roberts Elementary K - 5TH

NT
G HOOVER DAM 44 Foothills Montessori K - 8TH 61 Pinecrest Academy Boulder Campus K - 8TH
C I TY A
Existing Schools
& PHOENIX 16 Sewell Elementary K - 5TH
15 BILA 45 Green Valley Christian K - 5TH 62 Pinecrest Academy Cadence Campus K - 8TH
VIA NO 4
SU
Approved Future School Sites 17 Smalley Elementary K - 5TH 46 Green Valley Christian 6TH - 12TH 63 Pinecrest Academy Inspirada Campus K - 8TH
N
GILESPIE ST
DA L
18 Taylor Elementary K - 5TH 47 Green Valley Lutheran K 64 Pinecrest Academy Inspirada
IA INSPIR A
Future School Sites
V
63 64 25 19 Taylor Elementary 1ST - 5TH
DEMOCRACY D R Master Plan Communities
48 Henderson International School Upper Campus K - 8TH 65 Pinecrest Academy St Rose K - 8TH
TO SLOAN
INTERCHANGE Major Streets
£
¤
95 20 Thorpe Elementary
21 Treem Elementary
K - 5TH
K - 5TH
49 Lake Mead Christian Academy 7TH - 12TH 66 Silver Sands Montessori Charter School K - 8TH
& LOS ANGELES 50 Lake Mead Christian Academy K - 12TH 67 Slam Academy 6TH - 12TH
Proposed Streets 22 Twitchell Elementary K - 5TH 51 Mesivta Of Las Vegas 7TH - 12TH
23 Vanderburg Elementary K - 5TH 52 Midbar Kodesh Temple Early Childhood Center K
24 Walker Elementary K - 5TH 53 New Song Academy K - 1ST
25 Wallin Elementary K - 5TH 54 The Achievement Academy 1ST - 11TH
26 Wolff Elementary K - 5TH 55 Yeshiva Day School Of Las Vegas K - 8TH
28

MARYLAND PKWY
PARAD
NELLIS BLVD
TO RENO FLAMINGO RD LAKE LAS VEG AS
& ISE RD
93
SALT LAKE
£
95 UNIVERSITIES, COLLEGES AND TRADE SCHOOLS
EASTERN AVE
CITY 21 TROPICANA AVE
BO
515
U
15
LD
ER
McCARRAN
RUSSEL L RD
HW
INTERNATIONAL
1 American Locksmith Institute of Nevada
Y
Y
AIRPOR T 11 PK W
PECOS RD
AD
14 ME
STEPHANIE ST
E TO LAKE MEAD 2 Cactus Aviation LLC
SUNSET RD 18 17 NATIONAL
K
LA
RECREATION AREA 3 College of Southern Nevada (CSN)
1
GREEN VALLEY PKWY
VALLEY VERDE DR
WA RM SPRINGS RD 4 College of Southern Nevada Green Valley Center (CSN)
4 9
5 DeVry University & Keller Graduate School of Management
GIBSON RD
RACETRACK RD
WIND MIL L LN UN IN CO RPORAT ED
6 Euphoria Institute of Beauty Arts and Science
AVE
WA
CL ARK COU NT Y
20
LAS VEGAS BLVD
TER
7 Everest College
JOR
WIGW A M PKWY
BERMUDA RD
215 7
MA
ST
PEBBLE RD 16 8 FLS International Language Programs
19 10 9 G Skin & Beauty Institute
5 8 PK WY
SILVERADO RANCH BLVD 15 GE
Y 10 Henderson Dental Assistant School
W
D
PK
RI
E
ON
OS RI Z
3 11 National Technical Institute
R HO
CACTUS AVE ST 12
93 12 National University
22
6
95 13 Nevada State College
13
STARR RD EXECUTIVE 515 14 Pan Am International Flight Acadmy
AIRPORT DR
o HENDER SO N
EXECUT IVE
AIRPOR T
15 Paul Mitchell The School Las Vegas
2 16 Regis University
M
VOLUNTEE R
HE
BLVD TO BOULDER CITY,

17 Roseman University of Health Services
NT
HOOVER DAM
C I TY A
Higher Education Schools

& PHOENIX 18 Sierra Nevada College
15 BILA
VIA NO
SU
Major Streets 19 The Art Institute of Las Vegas
N
GILESPIE ST
INSPIR A D
A Streets 20 Touro University - Nevada
V IA
DEMOCRA CY D R 21 University of Nevada Las Vegas (UNLV)
Proposed Streets
TO SLOAN
INTERCHANGE £
¤
95 22 University of Nevada School of Medicine
& LOS ANGELES
29

In addition to the formal education programs the City envisions
opportunities to integrate training, rehabilitation and other health
related facilities into the ballpark development. Southern Nevada
has witnessed the benefits of this type of integration with the
world-class operation developed and maintained for the athletes
of the Ultimate Fighting Championship (UFC) at the UFC Perfor-
mance Institute.
UFC Performance Institute is a 30,000 square foot facility located in Las Vegas, Nevada that is designed to accelerate the evolution of mixed martial arts by delivering interdisciplinary services, science, innovation and technology, while
sharing best practices for performance optimization with athletes and coaches around the world.
30

RECREATION CENTERS AND PERFORMING ARTS VENUESS
62
Bro
a
Bo
db
u
en
A Black Mountain Recreation Center & Pool J Whitney Ranch Recreation Center & Pools
as
lde
t
E Heritage Park Aquatic Complex
Veg
rHig
as
hw
eL
ay
Lak
Russell
63
B BMI Pool F Heritage Park Senior Facility K Henderson Convention Center
59
51
36 B Downtown Recreation Center G Silver Springs Recreation Center & Pool L Henderson Events Plaza
ntain Vista
67 Patrick
E. Galleria
Olsen
68 J 50
Eastern
C Downtown Senior Center M Henderson Pavilion

a
66
ise
H Valley View Recreation Center

Pecos
Galle r i
Mou
9
Parad
itney Ranch
Sunset 69 Galleria
D Henderson Multigenerational Center & Pools

Sun
I Wells Pool
Moser
set
Wh
awk
h
30 I 65
Mo
Racetrack
Pabco
Warm Springs 23
d
26
Mea
PARKS AND TRAILS
25 Warm Springs
Lake
Eastgate
11
Valle Ve r d e
Robindale Silve 56 Warm S

Gibson
r p rings
Stephanie
n 53
r i ngs Canyo
Sp
Trail Warm Spr
r
G
Majo
5 61 Bu ngs
Center
i
Windmill e rk
nd ho
Pueblo
American Pacific ld er
a
Arroyo Gr
43
Wig w a m 16 H 1 Acacia Park & Demonstration Gardens 24 Galloway School Park 47 Reunion Trails Park
Wa
Van 8 15
te
Wag C
r
enen 35 27 F
Palo Verde
2 Allegro Park
Magic
12
Pebble
37 47
1 19
B KL
E 25 Green Valley Park 48 River Mountain Park
95
41 Newport
18 Horizon Ridge 54 49 3 Amador Vista Park 26 Hayley Hendricks Park 49 Roadrunner Park
M
P as 40 52 20
93
eo
93
Pacific
Spencer
Ve r d
4 Anthem Hills Park & Anthem East Trailhead
e
42
D
3
27 Heritage Park 50 Rodeo Park
17 A 21
Silverado Ranch 13 Amador Horizon
5 Arroyo Grande Sports Complex 28 Hidden Falls Park & Trailhead 51 Russell Road Recreation Complex
Green Valley
Equestrian
55 38
10
r
28
ente
Colt
Greenway
oC
Maryland
ad 24 48 6 Avellino Park 29 Horizon Crest Park 52 Saguaro Park

College
ron 29
Appaloosa
Co
Foothills
Cactus 33 7 Aventura Park 30 Lower Mesa Trail/Southwest Trailhead 53 Sewell School Park
ge
32 Wagon Wheel
Horizon Rid
Mission
se. 34
St.
Ro
Sunridge Heights P
kwy.
60 8 Basic High Ball Fields 31 Madeira Canyon Park 54 Shaded Canyon Trailhead
2 Paradise Hills
6
45 39 9 Bird Viewing Preserve 32 McCullough Hills Trailhead 55 Siena Heights Trailhead
64
4 10 Boulder Creek Park 33 McCullough Vista Park 56 Silver Springs Park
Eastern
ills
11 Brown Junior High School Park 34 Mission Hills Park 57 Solista Park
nH
Executive Aipor t
58
Seve
46
12 Burkholder Park
hem
35 Morrell Park 58 Sonata Park

A nt
13 Cactus Wren Park 36 Mountain Lake Park & Trailhead 59 Stephanie Lynn Craig Park
Volunteer
Ha
mp
ton 14 Capriola Park 37 Mountain View Park 60 Sunridge Park
Via Firenza
57 Facility
15 Cinnamon Ridge Park 38 O’Callaghan Park 61 Trail Canyon Park
em
City Anth
14
44 Park 16 Cornerstone Park 39 Paradise Pointe Park 62 Terrazza Park & Trailhead
Su n
17 Discovery Park 40 Paseo Verde Park 63 Tuscany Park
7 Trailhead
22 18 Dos Escuelas Park 41 Paseo Verde Trailhead 64 Vivaldi Park
Democracy
31
Trail - Paved 19 Downtown Park 42 Paseo Vista Park 65 Wells Park & Pool
20 Equestrian Park North 43 Pecos Legacy Park 66 White School Park
Trail - Soft Surface
21 Equestrian Park South & Trailhead 44 Potenza Park 67 Whitney Mesa Nature Preserve
22 Esselmont Park 45 Puccini Park 68 Whitney Mesa Recreation Area
23 Foxridge Park 46 Railroad Pass Trailhead
31

MARYLAND PKWY
PARAD
NELLIS BLVD
TO RENO FLAMINGO RD LAKE LAS VEG AS
& 93
ISE RD
SALT LAKE
£
95
EASTERN AVE
CITY 17
TROPICANA AVE
BO
POINTS OF INTEREST 515
U
15
LD
ER
McCARRAN
RUSSEL L RD
HW
INTERNATIONAL
Y
Y
AIRPOR T PK W
PECOS RD
AD
ME
STEPHANIE ST
5 E TO LAKE MEAD
1 Artisan Booze District SUNSET RD 2
NATIONAL
K
4
LA
2 Bird Viewing Preserve RECREATION AREA
GREEN VALLEY PKWY
VALLEY VERDE DR
3 City Hall / Veterans Memorial Wall WA RM SPRINGS RD 12
4 Cowabunga Bay 1
GIBSON RD
RACETRACK RD
5 Ethel M Chocolates/Cactus Garden WIND MIL L LN UN IN CO RPORAT ED
AVE
WA
CL ARK COU NT Y
LAS VEGAS BLVD
TER
JOR
WIGW A M PKWY
BERMUDA RD
6 Fed Ex 215 13
MA
ST
7 Levi Strauss PEBBLE RD
3
8 M Resort 15 PK WY
SILVERADO RANCH BLVD GE
Y
9 Raiders Headquarters W
D
PK
RI
SE
ON
10 St Rose Siena Campus Hospital O 10 RI Z
R HO
CACTUS AVE ST
11 St Rose Square - Costco 93
95
12 Sunset Station Casino
STARR RD 11 EXECUTIVE 515
13 The Fiesta Hotel and Casino 7 AIRPORT DR
14 The Lion Habitat Ranch

8 14 16
9
o HENDER SO N
EXECUT IVE
AIRPOR T
15 The Resort At Green Valley Ranch VOLUNTEE R 6
M
HE
B LVD TO BOULDER CITY,
NT
16 Turano Bakery HOOVER DAM
C I TY A
Points of Interest
& PHOENIX
17 University Of Nevada Las Vegas 15 BILA
VIA NO
Major Streets
SU
N
GILESPIE ST
DA
IA INSPIR A
Streets
V
DEMOCRA CY D R Proposed Streets
TO SLOAN
INTERCHANGE £
¤
95
& LOS ANGELES
32

Funding for Ballpark Construction and/or Potential Mixed-Use Development
The City of Henderson retained Convention 2022 2023 2024 2025 2026
Sports and Leisure (“CSL”) to provide a gen-
eral evaluation of what an enclosed Major Revenues
League Baseball (“MLB”) stadium, with a Gate Receipts $84,994,000 $84,609,000 $84,255,000 $83,932,000 $83,641,000
retractable roof, would cost and what such Naming Rights/Major Partners, net fulfillment 11,205,000 11,485,000 11,772,000 12,067,000 12,369,000
a facility might be expected to generate in Team Sponsorship, net fulfillment 11,700,000 12,051,000 12,413,000 12,785,000 13,168,000
terms of revenue. Based on the last eight
Suites, net ticket allocation 4,133,000 4,257,000 4,384,000 4,516,000 4,652,000
facilities constructed, CSL estimated that the
Small Group Seating, net ticket allocation 2,451,000 2,525,000 2,601,000 2,679,000 2,759,000
proposed MLB stadium would cost approx-
Club Seats, net ticket allocation / F&B cost 14,308,000 14,737,000 15,179,000 15,635,000 16,104,000
imately $1 billion to construct. They further
estimated that the stadium project would Concessions, net Concessionaire/COGS 14,515,000 14,410,000 14,310,000 14,215,000 14,125,000
have a total revenue generating capac- Merchandise, net 1,548,000 1,535,000 1,522,000 1,509,000 1,497,000
ity of approximately $1.6 billion during the Parking, net 9,590,000 9,470,000 9,351,000 9,236,000 9,122,000
first five years of operation -- a number we Facility Fees 4,588,000 4,548,000 4,509,000 4,472,000 4,436,000
believe approaches $8 billion during the next Ticket Service Rebates 1,569,000 1,535,000 1,503,000 1,471,000 1,440,000
two decades. Respecting the need to oper- Local Broadcast 66,500,000 68,495,000 70,550,000 72,666,000 74,846,000
ate the stadium and the team occupying it,
MLB Revenue Sharing, net contribution 25,757,000 26,530,000 27,325,000 28,145,000 28,990,000
net income before debt service is estimated
MLB Central Fund 55,000,000 56,650,000 58,350,000 60,100,000 61,903,000
to total $166 million during the first five
Spring Training 1,400,000 1,442,000 1,485,000 1,530,000 1,576,000
years of operation and $680 million during
the next 20 years. Third-Party Event Revenue 1,136,000 1,170,000 1,205,000 1,241,000 1,278,000
Catered Events, Net 1,056,000 1,088,000 1,121,000 1,154,000 1,189,000
Total Revenue $311,450,000 $316,537,000 $321,835,000 $327,353,000 $333,095,000
Continued on next page »
Expenses
Notes: (1) Other team expenses include coach and front Stadium Operations $30,188,000 $30,916,000 $31,668,000 $32,445,000 $33,249,000
office salaries, team travel, spring training expenses,
scouting and player development, amateur player Player Compensation 138,337,000 142,487,000 146,761,000 151,164,000 155,699,000
acquisition, marketing, publicity, ticket operations,
general and administrative expenses, MLB Central
Other Team Expenses (1)
103,750,000 106,863,000 110,068,000 113,370,000 116,772,000
Office expenses, and other expenses. Total Expenses $272,275,000 $280,266,000 $288,497,000 $296,979,000 $305,720,000
Source: CSL
Net Income Before Debt Service $39,175,000 $36,271,000 $33,338,000 $30,374,000 $27,375,000
33

We believe these stadium-specific revenues provide a number of financing strategies, particularly when combined
with the potential use of tax increment areas and similar strategies used to facilitate comparable projects. Further, a
public-private partnership has the potential to lower the overall tax burden for the project, reducing project infrastruc-
ture costs and creating financial efficiencies through shared use.
Finally, in the previous sections we have identified public and private project sites that have the potential to develop
much more than just the stadium itself. This creates the potential for mixed-use synergies as well as significant tax
increment at the stadium as well as on and for properties surrounding the stadium.
Respecting the need to refine key assumptions and further define expectations for all parties, the combination of a
productive MLB stadium in a growing area that is ripe for development would appear to provide ample opportunity for
the development of both the proposed stadium and a supporting mixed-use stadium district.
Henderson residents pride themselves on being active in the community. In turn, the city takes pride in their residents. Finding
outdoor activities and saying hello to neighbors at the park or in a grocery store is an example of what contributes to the
success of Henderson.
34

Key Assumptions
The pages that follow include the key assumptions considered in the preparation of the financial analysis. ■■ There is a maximum 10,250 revenue generating parking spots during ballpark events;
In addition, details about other stadiums and markets in which they operate are provided as support for the
■■ There are no significant or material changes in the supply or quality of existing venues in
overall financial analysis. Key assumptions used to estimate the potential financial operations and impacts
the marketplace; and,
of a new ballpark include, but are not limited to the following:
■■ The revenues and expenses presented herein are inclusive of revenues generated by Dia-
■■ To create an intimate environment, the new ballpark will have a total capacity of approxi- mondbacks and third-party stadium events.
mately 36,000 (including 32,000 fixed seats and 4,000 standing room-only seats);
Additional physical development planning must be completed before more precise estimations of team
■■ For purposes of this analysis, it is assumed the new Henderson ballpark will contain
and stadium operating costs can be made. Also, upon completion of preliminary planning, revenue and
approximately 1,950 club seats, 65 tables/private boxes, 30 suites, and five party suites
expense assumptions should be updated to reflect changes to the assumptions made herein. These
(pending a market verification study and discussions with the AZPB);
changes could significantly affect the analysis of future operating results. The following pages summarize
■■ The ballpark will be developed as a quality, state-of-the-art venue and would accommo- the key assumptions used to estimate team and stadium financial operations. The assumptions reflect
date the needs of various types of users; considerations of local market conditions and comparable stadium benchmarks. The financial projections
are presented for the first five years of operations (year 2022 to 2026) and are reflective of the anticipated
■■ A relocated AZPB franchise will serve as the primary tenant for an initial term of 30 years;
initial operation through mature, stabilized operations.
■■ The ballpark will be managed by the MLB franchise and aggressively marketed;
Source: CSL
■■ The MLB schedule will continue to exist in its present format;
■■ The ballpark would be publicly-owned and exempt from property tax;

■■ The market will generate spending on tickets, concessions, merchandise, sponsorship/
advertising, and premium seating that is consistent with MLB franchises playing in similar
markets with modern facilities;
35

Diamondbacks Regular Season Games 81 Suites Merchandise
Diamondbacks Paid Attendance Inventory Price Per Capita Spending $2.50
Margin 30%
Per Game Annual Luxury Suites 30 $200,000
Year 1 27,806 2,252,306 Party Suites 5 $4,000 per game Parking
Year 2 26,759 2,167,502 Total 35 On-Site Spaces 10,250
Year 3 25,758 2,086,404 Small Group Seating Charge Per Car $20.00
Year 4 24,801 2,008,842 Margin 90%
Inventory Price
Year 5 23,885 1,934,655
Theater Boxes 25 $75,000 Naming Rights
Diamondbacks Turnstile Attendance Patio Tables 20 $65,000 Annual Gross Amount $6,250,000
Per Game Annual Ledge Tables 20 $55,000 Fulfillment Costs ($805,000)
Year 1 25,026 2,027,076 Total 65 Stadium Sponsorships
Year 2 24,083 1,950,752 Club Seats Annual Gross Amount $6,400,000
Year 3 23,182 1,877,764 Fulfillment Costs ($640,000)
Inventory Price
Year 4 22,320 1,807,958
Home Plate Club Seats 250 $25,000 Team Sponsorships
Year 5 21,496 1,741,190
Dugout Club Seats 500 $20,000 Annual Gross Amount $13,000,000
Diamondbacks Ticket Prices Mezzanine Level Club Seats 1,200 $12,000 Fulfillment Costs ($1,300,000)
Season Tickets $35.00 Total 1,950
Source: CSL
Group Sales $30.00
Diamondbacks Food & Beverage
SRO Sales $12.00
Single Game Sales $40.00 Per Capita Spending Margin
Club Seats $75.00 General Admission $15.00 45%
Small Group Seating $75.00 Suites $65.00 25%
Suites $75.00 Small Group Seating $65.00 25%
Weighted Average $37.05 Home Plate Club Seats Alcohol $15.00 35%
Dugout Club Seats Alcohol $15.00 35%
Mezzanine Level Club Seats $25.00 35%
Weighted Average $16.96 42% Continued on next page »
36

Lease Terms Ballpark Utilization (Year 1)
Year Open 2022 Average Paid Average Turn- Annual Paid
Lease Term 30 Ticketed Events Events Attendance stile Attendance Attendance Turnstile Attendance
Annual Rent $6,100,000 MLB Regular Season 81 27,806 25,026 2,252,306 2,027,076
Ballpark Operations Team MLB Exhibition Games 2 20,855 18,769 41,709 37,538
Facility Maintenance Team Concerts 1 30,692 29,157 30,692 29,157
Ballpark Ownership Public Community Events 5 4,000 3,600 20,000 18,000
Capital Reserve Team / Public Total 89 26,345 23,728 2,344,708 2,111,771
Real Estate Taxes Exempt Catered Events 250 n/a 250 n/a 62,500
Team/Ballpark Operating Expenses Facility Rent

Stadium Operations $30,188,031
Community
Player Compensation $138,337,000 Concerts Catered Events
Events
Major League Team Operations $21,400,000 Rent Per Event $250,000 $10,000 $4,000
Scouting & Player Development $15,000,000
Food & Beverage
Amateur Player Acquisition $15,000,000
Weighted Per Capita Spending $23.68 $6.00 $50.00
Marketing, Publicity & Ticket Operations $15,000,000
% Retained by Diamondbacks 44% 45% 25%
General & Administrative $25,000,000
MLB Central Office Expenses $12,350,000 Merchandise
Total $272,275,031 Per Capita Spending $10.00 n/a n/a
Annual Revenue Escalator 3% % Retained by Diamondbacks 10% n/a n/a
Annual Expense Escalator 3%
Parking
Source: CSL Per Car Charge $25.00 $15.00 n/a
% Retained by Diamondbacks 90% 90% n/a
37

It is important to understand the overall positioning of the Southern
Team Ballpark Name Location Year Opened Total Capacity Roof Type
Nevada market relative to other major league cities and facilities. The
Tampa Bay Rays New Rays Ballpark Downtown 2023 30,842 Enclosed
following provides background, along with additional clarity on the
Texas Rangers Globe Life Field Suburban 2021 42,000 Retractable
cost and funding for other facilities throughout the United States.
Atlanta Braves Suntrust Park Suburban 2017 41,993 Open-air
Following this overview, more detailed consideration is given to a
potential ballpark and supporting development in local market area. Miami Marlins Marlins Park Outer Downtown 2012 37,742 Retractable
Minnesota Twins Target Field Downtown 2010 42,000 Open-air
New York Mets Citi Field Outer Downtown 2009 45,000 Open-air
New York Yankees Yankee Stadium Outer Downtown 2009 52,325 Open-air
Washington Nationals Nationals Park Downtown 2008 43,341 Open-air
St. Louis Cardinals Busch Stadium Downtown 2006 45,529 Open-air
Philadelphia Phillies Citizens Bank Park Outer Downtown 2004 43,651 Open-air
San Diego Padres Petco Park Downtown 2004 40,209 Open-air
Cincinnati Reds Great American Ball Park Downtown 2003 48,114 Open-air
Milwaukee Brewers Miller Park Downtown 2001 36,742 Retractable
Overview of MLB Ballparks Pittsburgh Pirates PNC Park Downtown 2001 38,362 Open-air
Detroit Tigers Comerica Park Downtown 2000 41,299 Open-air
CAPACITY Houston Astros Minute Maid Park Downtown 2000 41,900 Retractable
San Francisco Giants AT&T Park Downtown 2000 41,915 Open-air
43.3K 43.7K
Seattle Mariners Safeco Field Downtown 1999 47,715 Retractable
Arizona Diamondbacks Chase Field Downtown 1998 48,686 Retractable
Los Angeles Angels Angel Stadium of Anaheim Suburban 1998 45,477 Open-air
Colorado Rockies Coors Field Downtown 1995 46,897 Open-air
AVERAGE AVERAGE IN NEWEST PARKS Cleveland Indians Progressive Field Downtown 1994 35,051 Open-air
Newer ballparks have Baltimore Orioles Oriole Park at Camden Yards Downtown 1992 45,971 Open-air
more standing room only Chicago White Sox Guaranteed Rate Field Outer Downtown 1991 42,319 Open-air
seating and fewer ﬁxed seats
Toronto Blue Jays Rogers Centre Downtown 1989 49,282 Retractable
Kansas City Royals Kauffman Stadium Suburban 1973 40,615 Open-air
Oakland Athletics Oakland-Alameda County Coliseum Suburban 1966 47,170 Open-air
Los Angeles Dodgers Dodger Stadium Outer Downtown 1962 56,000 Open-air
n Comparable markets Chicago Cubs Wrigley Field Outer Downtown 1914 41,649 Open-air
Source: CSL Boston Red Sox Fenway Park Outer Downtown 1912 37,755 Open-air
38

Team Ballpark Name Owner Operator
Ballpark Arizona Diamondbacks Chase Field Maricopa County Stadium District Arizona Diamondbacks
Owner / Atlanta Braves Suntrust Park Cobb-Marietta Coliseum and Exhibit Hall Authority Atlanta National League Baseball Club Inc.
Operator Baltimore Orioles Oriole Park at Camden Yards Maryland Stadium Authority & Baltimore Orioles Maryland Stadium Authority
Boston Red Sox Fenway Park Fenway Sports Group Fenway Sports Group
Ownership:
77% of Chicago Cubs Wrigley Field Chicago Cubs Chicago Cubs
current or Chicago White Sox Guaranteed Rate Field Illinois Sports Facilities Authority Chicago White Sox
planned Cincinnati Reds Great American Ball Park City of Cincinnati and Hamilton County Cincinnati Reds LLC
ballparks are
Cleveland Indians Progressive Field Cuyahoga County Gateway Economic Development Corporation
owned by
a public or Colorado Rockies Coors Field Denver Metropolitan Major League Baseball Stadium District Colorado Rockies
governmental Detroit Tigers Comerica Park Detroit-Wayne County Stadium Authority Ilitch Holdings
agency Houston Astros Minute Maid Park Harris County-Houston Sports Authority Harris County-Houston Sports Authority
Kansas City Royals Kauffman Stadium Jackson Sports Complex Authority Kansas City Royals
Operations:
Los Angeles Angels Angel Stadium of Anaheim City of Anaheim Los Angeles Angels
87% of
current or Los Angeles Dodgers Dodger Stadium Guggenheim Baseball Management Los Angeles Dodgers
planned Miami Marlins Marlins Park Miami-Dade County Miami Marlins
ballparks are Milwaukee Brewers Miller Park Southeast Wisconsin Professional Ballpark District & Milwaukee Brewers Milwaukee Brewers
operated by Minnesota Twins Target Field Minnesota Ballpark Authority Twins Ballpark LLC
the tenant
MLB team New York Mets Citi Field City of New York New York Mets
New York Yankees Yankee Stadium New York Yankees New York Yankees
Oakland Athletics Oakland-Alameda County Coliseum Oakland-Alameda County Coliseum Authority County/AEG
Philadelphia Phillies Citizens Bank Park Philadelphia Authority for Industrial Development Philadelphia Phillies-Spectra
Pittsburgh Pirates PNC Park Sports & Exhibition Authority of Pittsburgh and Allegheny County Pittsburgh Pirates
n Comparable
markets San Diego Padres Petco Park City of San Diego (70%) and San Diego Padres (30%) San Diego Padres
San Francisco Giants AT&T Park China Basin Ballpark Operating Co. San Francisco Giants
Note: Information for the Seattle Mariners Safeco Field Washington State Major League Baseball Stadium Public Affairs District Seattle Mariners
new Tampa Bay Rays
ballpark was unavailable St. Louis Cardinals Busch Stadium St. Louis Cardinals St. Louis Cardinals
at the time of this report. Tampa Bay Rays Tropicana Field City of St. Petersburg Tampa Bay Rays
Information in this table
reflects current ballpark Texas Rangers Globe Life Field City of Arlington Texas Rangers
operations.
Toronto Blue Jays Rogers Centre Toronto Blue Jays Toronto Blue Jays
Source: CSL Washington Nationals Nationals Park Washington Conventions and Sports Authority (Events DC) Washington Nationals
39

MLB Ballpark Construction Costs
TOTAL CAPACITY FIXED SEAT

Fixed Estimated Cost Estimated
Year Total Seating Project Cost Cost to Build in to Build in Cost to Build in
Ballpark Location Opened Capacity Capacity Stadium Type Project Costs Roof Cost Factor With Roof Las Vegas in 2022 Las Vegas Las Vegas
Yankee Stadium Bronx, NY 2009 52,325 47,309 Open-Air $1,648,200,000 $200,000,000 $1,848,200,000 $2,002,000,000 $38,2615 $42,318
Globe Life Field Arlington, TX 2020 42,000 42,000 Retractable Roof $1,100,000,000 n/a $1,100,000,000 $1,414,000,000 $33,667 $33,667
Nationals Park Washington, D.C. 2008 43,341 41,339 Open-Air $692,800,000 $200,000,000 $892,000,000 $1,341,000,000 $30,941 $32,439
New Rays Ballpark Tampa, FL 2023 30,842 28,216 Enclosed $892,000,000 n/a $892,000,000 $1,234,000,000 $40,010 $43,734
SunTrust Park Atlanta, GA 2017 41,993 40,993 Open-Air $672,000,000 $200,000,000 $822,000,000 $1,203,000,000 $28,648 $29,346
Citi Field New York, NY 2009 45,000 41,922 Open-Air $932,500,000 $200,000,000 $1,132,500,000 $1,188,000,000 $26,400 $28,338
Marlins Park Miami, FL 2012 37,742 36,742 Retractable Roof $515,000,000 $200,000,000 $715,000,000 $1,117,000,000 $29,596 $30,401
Target Field Minneapolis, MN 2010 42,000 38,649 Open-Air $559,400,000 $200,000,000 $759,400,000 $997,000,000 $23,738 $25,796
AVERAGE 41,905 39,646 $876,487,500 $200,000,000 $1,020,137,500 $1,312,250,000 $31,407 $33,255
MEDIAN 42,000 41,166 $792,400,000 $200,000,000 $892,000,000 $1,218,500,000 $30,268 $31,420
AVERAGE CONSTRUCTION COST
$876.5M $1.0B $30K-$33K

AVERAGE PROJECT COST AVERAGE PROJECT COST (WITH ROOF FACTOR) COST TO BUILD PER SEAT
Source: CSL
40

New MLB Ballpark Funding FUNDING
The chart to the right presents an overview Team Ballpark Year Opened Project Cost Public ($) Private ($) Public (%) Private (%)
of the funding of recently constructed or Texas Rangers Globe Life Park 2021 $1,100,000,000 $500,000,000 $600,000,000 45% 55%
planned ballparks. Public contributions were
Atlanta Braves SunTrust Park 2017 $672,000,000 $409,920,000 $262,080,000 61% 39%
utilized by all recently built or planned ball-
parks as part of the project funding to varying Miami Marlins Marlins Park 2012 $515,000,000 $355,350,000 $159,650,000 69% 31%
degrees. On average, public contributions Minnesota Twins Target Field 2010 $559,400,000 $391,580,000 $167,820,000 70% 30%
(i.e., hotel tax revenue, rental car tax reve-
New York Yankees Yankee Stadium 2009 $1,648,000,000 $313,120,000 $1,334,880,000 19% 81%
nue, infrastructure contributions and other
similar sources) account for approximately New York Mets Citi Field 2009 $932,500,000 $167,850,000 $764,650,000 18% 82%
42 percent of project costs while private Washington Nationals Nationals Park 2008 $692,800,000 $90,064,000 $602,736,000 13% 87%
contributions (i.e., team cash contributions,
AVERAGE $874,242,857 $318,269,143 $555,973,714 42% 58%
revenues generated by ballpark operations,
ticket fees, and other such sources) account MEDIAN $692,800,000 $355,350,000 $600,000,000 45% 55%
for approximately 58 percent of project costs.
Source: CSL
41

Lease Term Comparison
Team Texas Rangers Atlanta Braves Miami Marlins New York Yankees
Stadium Globe Life Field SunTrust Park Marlins Park Yankee Stadium
Total Capacity 42,000 41,993 37,742 52,325
Owner City of Arlington Cobb-Marietta Coliseum & Miami-Dade County City of New York
Exhibit Hall Authority
Operator Texas Rangers Atlanta Braves Miami Marlins New York Yankees
Original Stadium Opening Date 2021 2017 2012 2009
Lease Agreement Date 2021 2014 2012 2006
Current Term (Years) 33 30 35 40
Lease Extension Options 2 for 5 years 1 for 5 years 2 for 5 years 5 for 10 years
TEAM’S SHARE OF REVENUE
Ticket Sales 100% 100% 100% 100%
Concessions 100% 100% 100% 100%
Novelties/Programs 100% 100% 100% 100%
Parking 100% 100% 100% 100%
Premium Seating 100% 100% 100% 100%
Advertising 100% 100% 100% 100%
Naming Rights 100% 100% 100% 100%
Non-Baseball Event Revenue 100% 100% 100%³ 100%
Annual Lease Payments to City $2.0 M $6.1M¹ $2.3 M 4
$10.006
Stadium Maintenance and Operations Team Team Team Team
Game-Related Operating Expenses Team Team Team Team
Capital Expenditures Team/City Team/Authority² Team/County 5
Team
Insurance Team Team Team
Continued on next page »
42

Lease Term Comparison (Continued)
AVERAGE MEDIAN
Team New York Mets Washington Nationals Minnesota Twins -- --
Stadium Citi Field Nationals Park Target Field -- --
Total Capacity 45,000 43,341 42,000 43,486 42,671
Owner Queens Ballpark Company LLC Washington Conventions and Sports Minnesota Ballpark Authority -- --
Authority/Events DC
Operator New York Mets Washington Nationals Twins Ballpark LLC -- --
Original Stadium Opening Date 2009 2008 2008 2012 2011
Lease Agreement Date 2009 2005 2007 2011 2011
Current Term (Years) 37.5 30 30 34 34
Lease Extension Options Up to 61.5 years 5 for 2 years 2 for 10 years -- --
TEAM’S SHARE OF REVENUE
Ticket Sales 100% 100% 100% 100% 100%
Concessions 100% 100% 100% 100% 100%
Novelties/Programs 100% 100% 100% 100% 100%
Parking 100% 100% 100% 100% 100%
Premium Seating 100% 100% 100% 100% 100%
Advertising 100% 100% 100% 100% 100%
Naming Rights 100% 100% 100% 100% 100%
Non-Baseball Event Revenue 100% 100% 100% 9
100% 100%
Annual Lease Payments to City $1.0 M 7
$3.5 M 8
$900,000 10
$2.6 M $2.2 M
Stadium Maintenance and Operations Team Team Team -- --
Game-Related Operating Expenses Team Team Team -- --
Capital Expenditures Team Authority Team/Authority¹¹ -- --
Insurance Team Team Team -- --
Source: CSL
43

Potential Incentive Opportunities
The State of Nevada, Clark County and the City of Henderson have
a demonstrated ability to be creative and collaborative in getting
economic development deals done. The following are a number of
potential development incentive opportunities that currently exists
under Nevada law. Beyond these are strategies that can be used
locally to reduce the cost of infrastructure and land acquisition; the
ability for public-private partnerships for shared uses (e.g., parking
facilities) and state and local legislation that provide opportunities for
projects that are viewed as having a transformational economic ben-
efit. Some of these may be a good fit for the proposed MLB ballpark,
others may not. Additionally, we understand that public and private
stakeholders will need to work together to design and develop a
project that maximizes the opportunity from a market, economic and
financial perspective. We believe that there is public interest and an
opportunity here to do just that.
Henderson offers a wide range of master-planned communities, from

first-time homeowners to age-restricted neighborhoods such as
Sun City Anthem. Master-planned means residents are able to take
advantage of quality amenities, like-minded neighbors and a shared
sense of “home”. Golf courses are plentiful within Henderson and provide
an escape within the desert of the southwest United States. Rio Secco
Golf Club is a tremendous asset accessible to the public - residents and
out-of-town visitors.
44

Tourism Improvement Districts and Sales Tax Anticipated Revenue Bonds – NRS 271A General Improvement District – NRS 318
A Tourism Improvement District (TID) can be created to help finance tourism and entertainment projects, A local government can form a General Improvement District (GID) to build infrastructure, as well as pro-
or Major League sports stadiums, including structures, buildings, equipment, parking and any other neces- vide services including emergency medical response and fire protection. GID’s have the ability to levy,
sary improvements, including all types of property as well as immediately adjacent facilities for retail sales, collect and bond against general (ad valorem) taxes on all taxable property within the district, acquire and
dining or entertainment. After meeting certain criteria, a local government can create a TID and pledge up sell property, set rates, charge tolls and generally charge for services rendered to property owners in the
to 75 percent of the state sales and use tax rate, and the basic and supplemental city/county relief tax rate, GID. Project Examples:
in order to issue Sales Tax Anticipated Revenue (STAR) bonds for the project. Project Examples:
■■ Incline Village General Improvement District – Lake Tahoe, NV
■■ The Outlets at Legends/Scheels – Sparks, NV
■■ Churchill County Mosquito & Weed Abatement District – Clark County, NV
■■ Cabela’s – Reno, NV
Special Assessment District – NRS 271
Tax Increment Areas – NRS 278C A local government can form a Special Assessment District (SAD) to construct, operate and maintain
A Tax Increment Area can be created by the local government to finance infrastructure projects necessary most any public infrastructure (e.g., water, energy or roads) or service (e.g. fire, public safety or emergency
for economic development. Using this authority, local governments can reimburse developers for the cost medical response). Under a SAD, annual assessments are collected on each parcel in the district to fund
of constructing certain infrastructure. As development occurs on vacant parcels in the area, the developers estimated expenditures and ongoing operations. Moreover, SAD assessments can be bonded against in
retain a share of their incremental property, sales and payroll taxes, up to the amount needed to reimburse order to finance activities or operations of the SAD. Project Examples:
the costs of constructing the infrastructure. Such projects may include drainage or flood control, over/under
■■ Summerlin Special Assessment Districts – Las Vegas, NV
pass, rail, sewer, street or water infrastructure. Project Examples:
■■ South Strip Maintenance District – Las Vegas, NV
■■ Cadence Eastside Redevelopment Area – Henderson, NV
■■ Downtown Reno Business Improvement District – Reno, NV
■■ Union Village/Henderson Hospital – Henderson, NV
■■ Symphony Park – Las Vegas, NV City of Henderson Concierge “Red Team” Service
The City of Henderson will provide AZPB with their Concierge “Red Team” Service in order to ensure that
permitting and other interactions with the City of Henderson remain on-time, efficient and equitable. With
this service, AZPB will have dedicated staff to help arrange pre-consultation meetings to avoid unneces-
sary delays, access to key decision-makers, expedited process of reviews and approvals, and more.
45

The state of Nevada has demonstrated its ability to move quickly and in significant ways. In a relatively short timeframe, the Las Vegas Stadium, future home of the Raiders, went from exploring financing options
to vertical construction. The state committed to fund $750 million of a $1.8 billion stadium project. The funding mechanism (room taxes) and structure was designed to protect the taxpayers while ensuring the
development partners had a sound development and financing structure.
46

City of Henderson Local Incentives ■■ Knowledge Fund partnerships provide multi-million-dollar grants to the University of
Nevada, Las Vegas, Desert Research Institute, or University of Nevada, Reno in order
The City of Henderson may be able to provide a number of local incentives, subject to certain qualifica- to partner with businesses like AZPB to develop intellectual property, commercialize
tions, including but not limited to: up to an 80 percent exemption for gas or electricity utility franchise fees; technology or invest in faculty/equipment at the research institution that aligns with
exemption of expedited plan review fees; abatement or exemptions for additional City inspection, plan business needs.
check, or other permit fees.
Enhanced State Incentives
State of Nevada Incentives Although not originally designed for a sports and multi-use project envisioned by AZPB, the State of
Nevada’s Governor’s Office provides a variety of incentives to help qualifying companies make the decision Nevada also provides enhanced abatements which may be available to AZPB, subject to additional legal
to do business in the state, including sales tax abatements on capital equipment purchases, sales and use review. Enhanced abatements include:
tax deferral on capital equipment purchases, abatements on personal and modified business taxes, real
■■ 100 percent abatement of sales and use taxes for up to fifteen years.
property tax abatements for recycling, real property tax abatements for Green/LEED certified buildings,
assistance with the cost of intellectual property development/research and development and employee ■■ 75 percent abatement of real property taxes for up to ten years.
training grants. Standard abatements that could apply – if the project meets certain qualifications – include:
■■ 75 percent abatement of personal property taxes for up ten years.
■■ Sales and use tax abatement on qualified capital equipment purchases, with reductions ■■ 75 percent abatement of modified business taxes for up to ten years.
in the rate to as low as 2 percent for a two-year period.
To consider this option, a number of criteria must be satisfied. Critically, the project would need to demon-
■■ Modified business tax abatement of 50 percent of the 1.475 percent rate on quarterly
strate that some or all of the partners in the project – sports, retail, office, residential – comprise a “common
wages exceeding $50,000 for a four-year period.
business purpose or industry.” If the project can meet this definition, then the total capital investment is
■■ Personal property tax abatement on personal property taxes not to exceed 50 percent likely to exceed the $1 billion threshold necessary to qualify and, importantly, all full-time jobs created by
over a maximum of 10 years. the project and its partners could then be counted towards the 500 full-time job creation requirements
established by Nevada law. If the project received an enhanced incentive project outlined here, it also could
■■ Real property tax abatement on real property taxes of up to 35 percent for ten years for
qualify to apply for a special infrastructure bond program. It is important to note that additional criteria exist
certain LEED/Green Globe-compliant buildings.
for this enhance incentive package, and again, there is no precedent in Nevada for using these incentives
Other programs of interest may include: for such a project.
■■ Silver State Works which provides employee hiring incentives of up to $2,000 for each
state-qualified employee hired.
47

Other Considerations Recent plans to revitalize the Water Street
corridor in downtown Henderson continue
There are a number of other financial considerations when evaluating to move forward. City of Henderson has
the financial requirements of the proposed ballpark and associated committed to the community to make financial
investments in its downtown to provide a
mixed-use development. The following highlights some other areas
more walkable, mixed-use environment for
for consideration. residents and businesses.
■■ Minor League Affiliate Cost of Exit – Our under-

standing is that since Southern Nevada is already
home to a Triple A affiliate, Las Vegas 51s, the
Pacific Coast League would need to work with Major
League Baseball and AZPB to negotiate the buy-out
and/or relocation of the Las Vegas 51s. The analy-
sis contained in this EOI does not contemplate the
cost of this transaction as there are a number of
unknowns.
■■ Private Funding and Contributions – Given the

mixed-use nature of a potential ballpark facility and
supporting development, there are opportunities to
leverage potential returns from development activity
not directly sourced to the ballpark itself.
48

Tax-Exempt Bonds
In the preceding subsection titled Potential Incentive Opportu-
nities, a number of tax-exempt bonding options are discussed;
options can range from Tourism Improvement Districts and Sales
Tax Anticipated Revenue Bonds to Special Assessment Districts.
The ultimate form and structure of the financing will dictate which
tax-exempt bond offerings are possibilities for the proposed ball-
park and supporting mixed-use development.
In addition to the Las Vegas Stadium project, another example of a forward-thinking community is the public financing (tax exempt bonds) generated to support the $1.4 billion renovation and expansion of the Las Vegas Convention Center.
The project will allow the destination to transition some of the longest-running convention events into the new facility as the legacy infrastructure is upgraded to provide added capacity and an elevated experience.
49

Partnership/Revenue Sharing
for the Potential Mixed-Use
Development
The City of Henderson understands AZPB’s desire to participate in
100 percent of the revenue from the ballpark operations and its sup-
porting parking facilities. While this is not an inherently unreasonable
expectation, any revenue sharing opportunity will need to con-
sider both the economics of the stadium development itself and the
underlying real estate opportunity. The financial analysis and details
ultimately dictate the feasibility of allocating one-time and recurring
funds to all parties involved. At its essence, there is expected to be a
certain amount of cash flow (revenues less expenses) generated from
the overall project, including, without limitation, the revenues gener-
ated by any lease arrangements. At the same time, there would be
a total amount of committed one-time capital required to fund the
development of the project. The initial investment is likely to include
private and public sources, and it will be necessary to ensure that
private-sector funds generate sufficient returns for investors while
public-sector funds support a sufficient economic return for the tax-
payers. Additionally, the analysis considers the need for recurring
capital maintenance and reserves.
The possibilities for future partnership and revenue sharing opportunities are endless. Finding the right opportunities that both AZPB and the community
can leverage will be important. [Photo depicts Wetlands Park in Henderson.]
50

Cost Reduction Proposals
Cost reduction efforts are expected to be incorporated into every
aspect of the project – from planning and design to baseball opera-
tions. Maintaining a mindset of efficiency will be important during the
process. To the extent there are project elements that can leverage
existing resources, capitalize on fixed fee arrangements or obtain dis-
counts for timely payments, every opportunity will be explored and
considered. Importantly, this mindset will not only result in cost sav-
ings for AZPB, but it will also provide greater financial returns for the
city and the development in this project. AZPB’s request aligns with
the project team’s objectives in this regard. Identifying specific exam-
ples today can be challenging. However, it is important to note that
the City of Henderson stands ready to minimize exposure for AZPB
where it is possible and practicable to do so.
Henderson City Council and the entire city team are focused on running a responsive and innovative government. Responding to changing market
conditions has always been the goal of the Mayor and City Council. Given the rapidly evolving technology sector, it is imperative that public servants
and the private development community remain nimble and responsive to the challenges of the day. Henderson looks forward to taking these
challenges head on to find creative solutions.
51

Conversion Allowance
Conversion allowances considers two component parts: (1) chang-
ing facilities for MLB games; and (2) relocating the offices of AZPB.
With regard to the field and facility transition between baseball
and non-baseball events at the ballpark, the overall costs would be
expected to be borne by the investment group and key stakeholders,
including the users requiring such transitions. These costs would be
required to be built into any final negotiated arrangement, but they
must also be considered in the financial pro formas for AZPB, private
investors and the public sector. These costs are common and tradi-
tionally contemplated in the financial analysis. The city is expected to
work with the team to address these costs.
With regard to the relocation of AZPB’s offices, Henderson has a

proven track record of finding creative solutions to lessen the burden
on organizations looking to headquarter their operations in the city.
This instance would be no different. That said, we anticipate that this
will be part of a broader economic package that works for the AZPB,
the City and any development partners.
In 2018, the City of Henderson reached an agreement with the Raiders

organization to relocate their corporate offices and football practice
facility to the City of Henderson. This transaction provided the Raiders
with low-cost land in a premier location within the City and in close
proximity to the Henderson Executive Airport. The Mayor and City
Council are forward-thinking and understand the ‘bigger picture’ when it
comes to making concessions and investing in future partners.
52

Continuous Improvement
AZPB has requested information on continuous improvement ini-
tiatives and/or cost reduction programs to identify and potentially
control costs on a go-forward basis. These are exactly the type of
ideals the City also shares. While it is difficult to identify all of the
potential options today, there are clear opportunities that should be
considered. A few worthy of additional discussion include, but are not
limited to, the following.
■■ Renewable Energy Initiatives – As part of the devel-

opment process, it will be important to identify and
quantify the impact of renewable energy design stan-
dards. While Leadership in Energy and Environmental
Design (LEED) certifications are not only a responsible
consideration for the environment and the commu-
nity, they can also result in predictable and reduced
energy impacts in the future. Taking a holistic approach
to the design process with environment impacts will
be important. The LEED Gold certified Heritage Park Aquatic Complex features two indoor pools and is open year round to serve people of all ages. The competitive/lap
pool has fourteen 25-yard lanes and a depth ranging from 3.5 feet to 13 feet. It meets U. S. Swimming and Nevada Interscholastic Athletics Association
■■ Revenue Sharing – As discussed previously, there may (NIAA) standards as well as diving, synchronized swimming and water polo standards. It is designed for competitive use at all levels and also serves Clark
be opportunities to participate in revenue from various County School District high school swim teams. A second warm water instructional pool includes four 25-yard lanes and ranges in depth up to 4 feet. It is
operating segments of the overall ballpark project as equipped with stair entries, seating/teaching shelf, and ramp entry, making it ideal for instructional and therapeutic needs.
well as contracts with on-site vendors. If agreements
can incorporate upside potential, there may be oppor-
HERITAGE HERITAGE NORTH
tunities to effectively reduce costs in the future.
PARK PARK COMMUNITY FIRE STATION
■■ Long-Term, Fixed-Fee Arrangements – It may be AQUATIC SENIOR POLICE 91–INSPIRADA
appropriate to consider long-term, fixed-fee arrange- COMPLEX FACILITY STATION
ments with project participants and vendors during the
operational phase of the project to create a predictable LEED GOLD LEED SILVER LEED GOLD (UNDER DEVELOPMENT)
operating environment. On track for minimum LEED
Silver, possibility for Gold
53

In addition to the concepts discussed above, the City has implemented a number of energy savings performance con-
tracts. These types of initiatives are just a few examples what is possible at the ballpark project.
City-Wide Energy Performance Contract
Justice Facility Energy Performance Contract ■■ Began January 2008, completed April 2009
■■ Began October 2006, completed June 2007 ■■ 45 buildings, 26 parks, 800+ miles of street lights.
■■ 13 different Energy Conservation Measures (ECMs) including: lighting controls and improvements, ■■ Retrofit over 23,000 lamps and occular sensors
energy management control system, new boilers, VFD’s, water conservation measures (electronic toi- ■■ Upgraded energy management systems in 15 facilities
let flush controls in jail cells), vending misers, and upgrade of traffic signals at 62 intersections to LED
■■ 17 new high efficiency boilers and VFD’s
■■ Cost $2.8 million; funded by 10-year medium term bond issue and capital funds
■■ Turbocore chillers in 3 buildings
■■ Savings annually exceed $325,000 with guaranteed 10-year ROI (paid off in 8 years)
■■ 25+ RTU’s with high SEER and exhaust fans
Outdoor Lighting Energy Performance Contract ■■ Pools – ultraviolet water treatment and LED lighting
■■ Began July 2016, completed December 2017 ■■ 350 plumbing fixture replacements to Low-Flow
■■ Retrofit or replaced nearly all outdoor lighting at parks & court & plaza (63), trails (+125 miles), City- ■■ Vending misers
owned buildings exterior and all parking lots from HPS, HID, MH to LED with occular sensors (totaled
■■ Building recommissioning at City Hall and Emergency Services Facility
104 sites retrofitted)
■■ Computer power management program
■■ Replaced old chillers with 5 new Turbocore chillers at Justice Facility and City Hall
■■ Installed 2-30 kW PV arrays
■■ Cost $5.1 million, funded by capital funds
■■ Retrofit or replaced nearly 29,000 HPS street lights with induction
■■ Savings annually guaranteed $720,000
lights (10-year replacement warranty)
Other ■■ Cost $20 million (construction loan); funded by 15-year installment pur-
■■ Recycled all ballasts, motors, chillers, street light housing, mercury, etc. chase agreement and ARRA funds
■■ All projects benefitted from NV Energy Surebet rebates, totaling over $1.5 million ■■ Savings annually exceed $2 million with guaranteed 15 year ROI (paid
off in 9)
■■ Standardization of fixtures, motors, boilers, and chillers
■■ Received awards from AEE (2012) and APWA (2011) for Project of
the Year
54

Administration
We understand AZPB would like to be an active participant in the development activity,
mindful of development partners, design and construction professionals and public par-
ticipants in the process. We anticipate that AZPB will play a central role in performance
evaluations, the identification of problems and the development of appropriate plans to
resolve identified issues, minimizing cost to AZPB and all other development participants.
Stated otherwise, the City of Henderson is willing and able to comply with this expectation.
To meet the growing demand for aviation facilities and services in the greater Las Vegas area, the Clark County Department of Aviation invested more than $30 million in Henderson Executive Airport (HND) to create a premier business aviation
facility and an attractive, convenient and economical alternative to McCarran International Airport. The facilities at HND are tailored to the discriminating business aviation pilot and corporate clientele. The airport has the capacity and runway
length to meet the needs of virtually all general aviation aircraft, saving precious time and money for those choosing HND and the Las Vegas valley. The airport is located within minutes from the proposed development sites for the ballpark.
55

Implementation Public Participants
Methodology
If awarded an agreement, an implementation
plan would be required. Not unlike any of the
major projects undertaken by our team, there
would be key a number of components to the
project. The following provides a high-level
summary of the plan. A more formal and Private Participants
detailed strategy for implementation would
ultimately be required.
Land Owner(s) Developer(s) Lender(s) Equity Interest(s)
Project Phasing and Key Milestones
Planning and Legal Pre-Development Activities Development and Operations
Define Project Scope and Responsibilities Land Acquisition and Planning Development Process
Preliminary Term Sheet Conceptual Master Planning Naming Rights/Sponsorships
Negotiate Business/Deal Points Conceptual Designs Team Relocation
Evaluate Pacific Coast League Impact City Entitlement (Fast Track) Ticket/Suite Sales
Review City Design Review (Fast Track) Project Comption
Formal Agreement Permitting (Fast Track) Opening/Operations
56

Capacity
AZPB requested any capacity constraints associated with this response to the EOI. At present, there does not appear to be any capacity constraints.
Lake Las Vegas is an integrated resort lifestyle community located within the City of Henderson. The community boasts two
premiere golf courses, the Hilton Lake Las Vegas Resort & Spa, the Westin Lake Las Vegas Resort & Spa, countless dining
options, a retail and entertainment village, and a number of new and resale housing options. The Lake Las Vegas community
is a place that many call home.
57

Sub-Contractor Disclosure
We understand that AZPB has a strong preference not to subcon-
tract the ballpark project (or any portion thereof) without AZPB’s
permission. It is important to note the ultimate developer will be
subcontracting work, which is typical in the local market. It is
unknown at this time, which portion of the project will be sub-
contracted. That said, we expect AZPB to be involved with the
selection of the developer, general contractor and subcontractors
(to the extent practicable). The selection of these subcontractors
will also consider the profile of the community and its contractors
to ensure those used on the project are inclusive of minority- and
women-owned businesses.
Cashman Equipment, the Caterpillar equipment dealer throughout the state of Nevada, was founded in 1931 by James “Big Jim” Cashman to provide Caterpillar tractors to the crews building the Hoover Dam. The company’s current
Chairman and CEO, MaryKaye Cashman, represents the third generation of family members to run the company. “We are committed to providing the highest quality products and superior service through our employees’ strengths, expertise,
and integrity, stated Cashman. Cashman Equipment remains family-owned and operated, has multiple locations throughout the state of Nevada and eastern California, employs approximately 700+ dedicated professionals, is ranked as one
of the largest women-owned business employer in Las Vegas, and has become one of the top Caterpillar dealerships in North America. Cashman Equipment is headquartered in Henderson and is located along St. Rose Parkway.
58

Environmental and Corporate
Responsibility
Much like AZPB, the City of Henderson is committed to strong envi-
ronmental performance and responsible business practices in all of its
endeavors. The city applies this principle in its everyday business and
operations. We expect nothing different as it relates to the ballpark
project. Specifically, the city promotes and maintains a sustainability
program. The OurHenderson Sustainability Program encompasses a
variety of efforts to conserve energy and water, promote recycling,
enhance the built environment, reduce air pollution and increase
transportation options. In all of these efforts, the City of Henderson is
working together with our residents and businesses to ensure a high
quality of life in our community. Additional details can be access here:
http://www.cityofhenderson.com/sustainability/home.
59

Respondent Background
Information
City of Henderson
“Born in America’s defense”, the historical origins of the Henderson
community were rooted during World War II. The primary supplier
of magnesium, Henderson produced this miracle metal used in
the manufacturing of munitions and airplane parts to the U.S. War
Department and was vital to the Allied forces success.
Officially incorporated in 1953, the City of Henderson has developed

into a community with premier services, amenities and opportunities.
Chartered in 1965, the City is governed by the Mayor and four City
Council members representing residents within distinct wards and
elected at large. The City Manager is appointed by the City Council to
administer the overall city organization.
As the largest full-service city in the state of Nevada, Henderson is

nationally recognized for accredited departments – Building & Fire
Safety, Fire, Police, Public Works and Parks and Recreation – and
award-winning services including the Development Services Center.
In addition, the city has continued to be fiscal stewards by maintaining
one of the lowest tax rates and becoming the first to achieve the high-
est bond rating of any other Nevada municipality. The city employs
1,933 full-time team members to serve the community needs.
Henderson is known as “a place to call home”. Located in the master-planned community of Green Valley, just minutes from the Las Vegas Strip, the
Henderson Pavilion is the largest outdoor amphitheater in Nevada and the first of its kind in the state. The Pavilion is a state-of-the-art venue for visual and
performing arts that has a 2,444-fixed seat and 4,143 guest lawn area for a total capacity of 6,587. The stage can accommodate performances, concerts,
full-scale Broadway productions, and any large convention or event. The Pavilion is envisioned as a complementary use to the proposed ballpark.
60

Organizational Structure
Mayor and City Council
City Attorney City Manager/CEO City Clerk

NICHOLAS VASKOV RICHARD DERRICK SABRINA MERCADANTE
City Attorney City Manager
Chief Strategy Officer/ Chief Operating Officer/ Finance Government and Internal Audit Office of Performance
Assistant City Manager Deputy City Manager JIM MCINTOSH Public Affairs MELISSA WRIGHT & Innovation
STEPHANIE BRISTOL ELLINGTON Chief Financial Officer JAVIER TRUJILLO Director LAURA SHEARIN
GARCIA-VAUSE Director Manager
Community Development Chief Infrastructure Officer/ Fire Human Resources Police

and Services Assistant City Manager SHAWN WHITE JENNIFER FENNEMA LATESHA WATSON
MICHAEL TASSI ROBERT HERR Chief Director Chief
Director
Economic Development
Information Technology Parks and Recreation Public Works Utility Services
and Tourism
LAURA FUCCI SHARI FERGUSON ED MCGUIRE PRISCILLA HOWELL
BARBRA COFFEE
Chief Information Officer Director Director Director
Director
Redevelopment Agency
ANTHONY MOLLOY
Interim Manager
61

Overview of Developers
In the section titled Qualifications, a summary of each potential developers’ background
and experience was highlighted. Additional information is available for each
company directly or through their websites: Las Vegas Sands: www.sands.com and
Marnell Companies: marnellcompanies.com.
Green Valley is Henderson’s oldest master-planned community and

began the City’s growth West. It was the first in a series of award
winning master planned communities that have fueled the City’s growth
and is located in the heart of Henderson.
62

Respondent Contacts
The respondent contact for this EOI and the person who will be the
principal contact related to contractual dialogue and administration
of any agreement resulting from this EOI will be Mr. Richard Derrick.
Mr. Richard Derrick

City Manager/CEO
City of Henderson
Henderson City Hall
240 S. Water Street
Henderson, Nevada 89015
Telephone: (702) 267-2080

Facsimile: (702) 267-2081
Email: Richard.Derrick@cityofhenderson.com
For more information visit:

HendersonNow.com
cityofhenderson.com
63

Expression of Interest

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Mr. Derrick M. Hall City of Henderson

RE: Arizona Diamondbacks | Expression of Interest (Confidential)

Dear Mr. Hall:

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Points of Interest 32 Implementation Methodology 56

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others are privately controlled. As discussed I-515 & US-95

The following pages provide different per- McCarran International Airport

LAS VEGAS BLVD

GREEN VALLEY PKWY

Henderson Executive Airport BOULDER CITY

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McCarran International Airport

Las Vegas Blvd.

Las Vegas Raiders Headquarters

Henderson Executive Airport

M Resort Spa Casino

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JA Kennedy Site 25.77 Acres

LAS VEGAS BLVD.

LAS VEGAS BLVD

VOLUNTEER BLVD. Clark

Future Residential American West Homes USA

+1 702 836 3735

PROPOSED VIA NOBILA ACCESS ROAD

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Best Place to Live

Top 10 Most Appealing

35 Best Cities for

Top 5 Safest Cities in America

Best Cities for Pet Lovers

10 Best Cities to Raise Children

Best Cities for Snowbirds

Best Places to Start a Business

Best Cities for Singles

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Positive growth for 6 years

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NO STATE INCOME TAX SHIP IT IN 8 HOURS 1MILLION IN 50 MINUTES

PROFESSIONAL EXPOSURE EASY IN, EASY OUT BEST AND BRIGHTEST

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COMMUNITY RANKINGS FOR HENDERSON

Most Appealing Cities Safest Cities

35 & Under Pet Lovers Snowbirds & Retirees

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Incorporating a dense, urban environment within the master-plan

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EXECUTIVE AIRPORT DRIVE

LAS VEGAS LAS VEGAS LAS VEGAS

RAIDERS RAIDERS RAIDERS

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S Las Vegas Blvd