(1)dcclims1.dccouncil.us/images/00001/20131107145452.pdf · to require the executive to conduct a...

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Councilmember Anita Bonds 11 12 13 14

A BILL 16 17 18 19 IN THE COUNCIL OF THE DISTRICT OF COLUMBIA

21 22 23 Councilmember Vincent B. Orange, Sr. introduced the following bill, which was referred to the 24 Committee on

26 27 To require the Executive to conduct a feasibility study of the acquisition and development of the 28 Robert F. Kennedy ("RFKIf) Stadium, Stadium-Armory, and Langston Golf Course, to 29 determine the economic feasibility, economic impact, and costs of developing a 100,000

seat RFK Domed Stadium Complex, a Langston 18-hole PGA Championship Golf 31 Course, a Multimedia Soundstage, the Ellsworth J. Davis Film and Photography Center, 32 an Indoor Waterpark, and hotel accommodations, to require the Executive to study the 33 parking and transportation needs for the development, to require the Executive to provide 34 the results of the feasibility study to the Council on or before February 15, 2015, and to

require the Executive to produce 3D models of the District of Columbia Sports and 36 Entertainment Complex on or before February 15, 2016. 37 38 BE IT ENACTED BY COUNCIL OF THE DISTRICT OF COLUMBIA,

39 That this act may be cited as the "District of Columbia Sports and Entertainment Complex

Feasibility Study Act of2013".

41 Sec. 2. Findings.

42 The Council finds that:

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(1) The District of Columbia would be served well by the addition of a multi

2 purpose domed sport and recreation facility. A domed facility would serve as an economic

3 development engine for the District. A 100,000 seat domed multi-purpose sport and recreation

4 facility would provide retail, entertainment and the opportunity for the Washington football team

5 to return to the District. It would play host to Super Bowls, Final Fours, the Olympics,

6 Federation Internationale de Football Association ("FIFA") Soccer, All-Star games, Professional

7 Boxing and Mixed Martial Arts ("MMA") matches, live concerts, national political conventions,

8 large events, and much more.

9 (2) The city of Indianapolis, which built a domed stadium, hosted Super Bowl

10 XLVI in 2012 and gross expenditures reached $384 million. That figure is indicative of the

11 revenues that the District could generate with the development of a sports and entertainment

12 complex. A sports and entertainment complex that featured a domed stadium, hotels, retail and

13 shopping, a soundstage, a film center, a theme park, and a redesigned Langston Golf Course

14 would provide opportunities for new revenue streams for the District of Columbia.

15 (3) The Washington metropolitan area plays host to numerous visiting

16 professional and college teams. Hotel accommodations for this population provide the

17 opportunity for year-round revenue streams. A hotel zone that can house athletes and their

18 families, actors, entertainers, tourists and visitors will make the District a much more attractive

19 place to host special events.

20 (4) In fiscal year 2013, the Robert F. Kennedy C'RFK") site generated $4.1 million

21 in revenue for Events D.C. but ran expenses in excess of$5.3 million. The deteriorating

22 condition ofRFK Stadium and the impending move of the D.C. United soccer team would result

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in RFK losing its primary tenant and is a primary motivator to develop a facility that can meet

the needs and demands of Washington, D.C. in the future.

(5) The Washington Redskins' lease at FedEx Field in Prince George's County,

Maryland is set to expire in 2027. With a domed multi-purpose sport and recreation facility, the

District would be in the best position to usher the return of the Washington Redskins back to the

District of Columbia. The return of the Redskins, ranked as the third most valuable NFL team by

Forbes in 2013, would generate an economic boom for the city with new jobs for District

residents and monies generated from taxes.

(6) The construction of a new domed multi-purpose sport and recreation facility

will result in new jobs in the construction industry. These jobs will result in new levels of

spending by those who will be employed at the facility and provide real economic gains for the

District. Upon completion of the new facility, thousands of full and part-time jobs will be

supported by the economic activity generated by a new stadium.

(7) The District of Columbia is a thriving city with an increasing population. As

a world class city, the District deserves a world class golf course. Currently, avid golfers in the

District go to Maryland and Virginia to play golf, resulting in loss revenue (membership fees,

greens fees, food and beverage purchase, golf shop purchases) to the District.

(8) According to The Maryland GolfEconomy Summary Report, Maryland's golf

industry generated a total economic impact of$1.3 billion in 2010, supporting nearly 14,700 jobs

with wage income of $407.6 million.

(9) According to a study by SRI International, there were nearly 2 million jobs in

the golf industry in 2011, and employees received $55.6 billion in wages and benefits. Upon

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completion of the redesigned Langston, full and part-time jobs will be supported by the

2 economic activity generated by a PGA Championship course.

3 (10) By redesigning Langston Golf Course into an I8-hole PGA Championship

4 golf course, it will become the premier golf course for District residents, visitors, tourists, and

5 residents of surrounding areas.

6 (11) Golf brings visitors, spurs new construction and residential development,

7 generates retail sales, and creates demand for a number of goods and services through the

8 operation of golf facilities. According to SRI International, major golf tournaments run by

9 associations such as the Professional Golfers' Association of America ("PGA"), the United States

1 0 Golf Association ("USGA"), and the Ladies Professional Golf Association ("LPGA") generated

11 $1.2 billion in 2011. With a redesigned Langston, the District will also be able to attract major

12 golftournaments further generating additional revenue for the city.

13 (12) Washington, DC has become one of the most popular settings for film and

14 television shows. Hit shows such as Homeland, Veep, House a/Cards, and Scandal are set in DC

15 but shot elsewhere. The landmarks, monuments, and diverse neighborhoods make the District an

16 ideal location for motion picture and television development.

17 (13) A soundstage complex would make the District an attractive location for film

18 and television productions. It will help Washington capitalize on its distinct edge as the Nation's

19 capital and create revenue opportunities for Washington residents and businesses by attracting

20 the film and television industry.

21 (14) The direct impacts of television and film productions include the employment

22 of a local workforce, the need for materials and supplies, the creation of support businesses,

23 generation of room nights at area hotels, increased retail and restaurant revenues.

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(15) In 2012, Maryland projected an economic impact of approximately $237

2 million from film and television productions.

3 (16) In 2011, the film and television industry had a total economic impact of

4 $394.4 million in Virginia.

5 (17) A soundstage complex will support thousands ofjobs, create business

6 opportunities and generate significant economic activity for the District. Upon completion of a

7 soundstage complex, full and part-time jobs and businesses will be supported by the economic

8 activity generated by a soundstage complex. According to a 2013 study by Metropolitan

9 Research & Economics ("MR+E"), wages in the film and television industry are "generally

1 0 higher than wages for comparable work elsewhere in the economy."

11 (18) In 2012, the motion picture production industry created 986 jobs in the

12 District generating $82 million in wages. The average wage for an employee was over $82,000 a

13 year. Pursuant to the U.S. Bureau of Labor Statistics Occupational Employment Statistics, mean

14 hourly earnings for ten occupational titles in the film and production industry range from $23.90

15 per hour to $45.99 per hour with the average mean hourly earnings being $35.30 per hour.

16 (19) The MR +E study shows that film and television productions have the ability

17 to boost tourism, and that "the most notable indirect impact of film production is increased

18 tourism."

19 (20) In 2011, the District welcomed 17.9 million visitors and visitor spending

20 totaled $6 billion which represented more than $662 million in tax revenue. Increased film and

21 television productions would have the ability to increase these numbers for the District.

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1 (21) According to the MR+E study, Stadium-Armory is one of four viable sites

2 for establishing a development site for a soundstage. The area has the advantage of being

3 accessible by both public transportation and the regional highway network.

4 Sec. 3. Definitions.

6 For the purpose of this act, the term: 7 8 (1) "Complex" shall mean all facilities, land, and parking that encompass the

9 District of Columbia Sports and Entertainment Complex including the Robert F. Kennedy

Domed Stadium Complex, the Langston 18-hole PGA Championship Golf Course, the

11 Multimedia Soundstage, the Ellsworth 1. Davis Film and Photography Center, the Indoor

12 Waterpark, and Hotel accomodations.

13 (2) "Film center" shall mean the acquisition, development, construction,

14 installation and equipping, including financing, refinancing, or reimbursing of costs incurred for

the building of the Ellsworth 1. Davis Film and Photography Center, consisting of:

16 (A) Two state-of-the art theatres with first-rate film and video projection

17 capabilities;

18 (B) Private screening rooms capable of both 35mm and digital

19 projection;

(C) Multi-purpose media rooms;

21 (D) A gallery;

22 (E) A cafe; and

23 (F) A gift store.

24 (3) "Hotel zone" shall mean the acquisition, development, construction,

installation and equipping, including financing, refinancing, or reimbursing of costs incurred for

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the building of the District of Columbia Multimedia Sports Entertainment Hotel Zone, consisting

of:

(A) At least one luxury (five-star or five diamond) hotel establishment

with a minimum capacity of 400 rooms;

(B) At least one luxury (five-star or five diamond) boutique hotel

establishment with a minimum capacity of 150 rooms;

(C) At least one three star hotel establishment with a minimum capacity

of 500 rooms; and

(D) A spa, fitness, and well ness establishment which shall include:

(i) A luxury spa open 7 days a week, 24 hours a day offering

all the services of a full service spa; and

(ii) A fitness center open 7 days a week, 24 hours a day

offering all the services, programs, and equipment of a traditional gym that is capable of meeting

the needs of professional athletes;

(iii) An indoor aquatic center featuring one Olympic size

swimming pool, one leisure pool, one whirlpool, on children's pool, men's, women's, and family

locker rooms, a sauna, a viewing gallery; and

(iv) A tanning salon;

(v) A health conscience cafe open 7 days a week featuring a

juice and smoothies bar, organic foods, and healthy eating options; and

(vi) An apparel and sporting goods shop.

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(4) "Indoor waterpark" shall mean the acquisition, development, construction,

2 installation and equipping, including financing, refinancing, or reimbursing of costs incurred for

3 the building of an indoor waterpark resort, consisting of:

4 (A) An indoor waterpark of at least 50,000 square feet or more;

5 (B) A conference and meeting facilities of at least 15,000 square

6 feet or more;

7 (C) A two or three star hotel establishment with a minimum

8 capacity of 300 or more rooms; and

9 (D) Two restaurants, gift shop, game room & other amenities.

10 (5)"Langston" shall mean the acquisition, development, construction, installation

11 and equipping, including financing, refinancing, or reimbursing of costs incurred for the redesign

12 of Langston Golf Course.

13 (6) "Multimedia soundstage" shall mean the acquisition, development,

14 construction, installation and equipping, including financing, refinancing, subsidies, or

15 reimbursing of costs incurred for the building of the multimedia soundstage, consisting of:

16 (A) A state-of-the-art soundstage;

17 (B)An office building;

18 (C)A television recording studio;

19 (D)A recording studio;

20 (E)An animation studio;

21 (F) Production offices;

22 (G)Make up/ dressing rooms;

23 (H) Green rooms;

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(I)Rehearsal rooms;

2 (J)Private screening rooms capable of both 35mm and digital

3 projection;

4 (K)A workshop suitable for set construction and storage;

5 (L)A paint shop;

6 (M)A video postproduction laboratory, offering film processing

7 and printing, DVD manufacturing, copy developing and sound dubbing;

8 (N)A ballroom;

9 (O)A cafeteria; and

10 (P) Secured indoor and outdoor parking spaces.

11 (7) "Redesign" shall mean the redesign of the Langston Golf Course which

12 includes:

13 (A) All major renovations of all greens, fairways, and irrigation

14 systems.

15 (B) A new clubhouse including restaurants and restrooms;

16 (C) Creation and development of a Four Diamond AAA rated

17 restaurant with adjoining wine bar;

18 (D) A new pro shop;

19 (E) Creation and development of a golf museum to honor the rich

20 tradition of golf in the District of Columbia and the individuals who have shaped the game of

21 golf featuring interactive kiosks, multimedia quizzes, a hall of trophies and a video tribute to the

22 game of golf in the District of Columbia;

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(F) Development, improvements and expansion of parking spaces

2 and/or structures; and

3 (G) Other ancillary improvements.

4 (8) "RFK" shall mean the acquisition, development, construction, installation and

5 equipping, including financing, refinancing, subsidies, federal appropriations, or reimbursing of

6 costs incurred for the building of the Robert F. Kennedy Domed Stadium Complex, consisting

7 of:

8 (A)A 100,000 seat indoor multi-purpose domed sport and

9 recreation facility;

10 (B)A retail and dining sector which shall include:

11 (i) At least two nationally recognized department stores;

12 (ii) A district-themed sports store specializing m

13 merchandise and apparel featuring national and international sports teams;

14 (iii) An area designated for boutiques and pop-up stores;

15 (iv) A designated outdoor area, called "Marvin Gaye

16 Square," that features free live music;

17 (v) A designated stage, called "Chuck Brown Stage," for

18 artists and performers to perform;

19 (vi) At least two nationally recognized family restaurant

20 chains;

21 (vii) At least one nationally recognized chain bar and/or

22 nightclub;

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(viii) At least one nationally recognized high-end

2 restaurant;

3 (ix) At least one independently owned restaurant;

4 (x) A beer garden;

5 (xi) At least one nationally recognized movie theatre and

6 cinema chain; and

7 (xii) A designated area limited to food truck vendors only.

8 (C)A mixed-use, mixed-income housing development on

9 the RFK campus which shall include:

10 (i) Housing units available to low income residents;

11 (ii) Housing units available to students certified as full-time

12 status and enrolled in any college and/or university physically located in the District of

13 Columbia;

14 (iii) Housing units available at market rate;

15 (iv) A grocery store;

16 (v) A 24-hour diner; and

17 (vi) Ground floor retaiL

18 Sec. 4. Federal land transfer. 19 20 (a)The feasibility study shall assess the transfer of federal land and facilities that

21 encompasses the Complex to the District government.

22 (b)The study shall:

23 (1 )Determine the need for Congressional action to facilitate the transfer of

24 land;

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(2)Analyze the District's losses in tax revenue because of the federal

2 presence;

3 (3)Detennine the financial benefit to the District after the property is

4 transferred;

(4)Provide a timeline for completion of all land transfers between the

6 federal government and the District government.

7 Sec. 5. Financing. 8 9 (a) The feasibility study shall assess the financing of the Complex.

(b) The study shall:

11 (l) Detennine all potential funding sources for the Complex;

12 (2) Examine public sector participation i.e. equity investment, new or increased

13 taxes, lottery revenues, tax rebates, tax increment financing, conduit financing, credit

14 enhancement, federal appropriations, and existing funds;

(3) Examine private sector participation i.e. corporate guarantees, private

16 donations, private sector grants, PSLs, naming rights, seat licenses, vendor rights, advertising,

17 pouring rights, concessions, and sponsorships;

18 (4) Analyze the District's bonding capacity as a funding source;

19 (6) Examine public- private partnerships as a funding source; and

(7) Recommend other alternative funding sources.

21 Sec.6. Robert F. Kennedy Memorial Domed Stadium Complex. 22 23 (a) The feasibility study shall assess the acquisition of RFK and the economic feasibility,

24 economic impact, and costs of developing RFK.


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1 (1) Determine the financial burden of maintaining an outdated facility without a

2 tenant;

3 (2) Determine the benefits of building a 100,000 seat indoor multi-purpose domed

4 sport and recreation facility;

5 (3) Determine the use for an 100,000 seat indoor multi-purpose domed sport and

6 recreation facility;

7 (4) Determine the use of an all-weather turf field;

8 (5) Determine the benefits of retail and dining establishments;

9 (6) Determine the benefits of a mixed-use, mixed-income housing development;

10 (7) Analyze the employability and earning potential of workers at RFK;

11 (8) Analyze the full and part-time jobs that will be supported by the economic

12 activity generated by the development of RFK;

13 (9) Aggregate costs of the development of RFK; 14 15 (10) Analyze the potential economic growth of the surrounding areas of RFK and

16 the District as a whole;

17 (11) Analyze the long term viability of the development of RFK;

18 (12) Analyze the potential earnings from tax revenue that the District would

19 receive as a result of increased activity at RFK;

20 (13) Prepare case studies of recent stadium projects with seating capacity

21 exceeding one hundred thousand (100,000);

22 (14) Sports venues with domes and retractable roofs should be closely examined,

23 including but not limited to: AT&T Stadium (Dallas, TX), Reliant Stadium (Houston, TX),

24 University of Phoenix Stadium (Glendale, AZ), Mercedes-Benz Superdome (New Orleans, LA),

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Lucas Oil Stadium (Indianapolis, IN) Hubert H. Humphrey Metrodome (Minneapolis, NIN), and

2 Edward Jones Dome (St. Louis, MO).

3 (15) Determine the potential for the District to attract large-scale special events

4 such as NCAA events, the Super Bowl, FIFA Soccer, the World Cup and the Olympics after the

5 development of RFK;

6 (16) Determine the number of events that could be hosted after the development

7 ofRFK;

8 (17) Review and determine the most appropriate management option for a facility

9 development; and

10 (18) Provide a timeline for when the development of RFK could be completed.

11 Sec. 6. Langston golf course. 12 13 (a) The feasibility study shall assess acquiring ownership of Langston Golf Course and

14 the economic feasibility, economic impact, and costs of redesigning Langston.

15 (b) The study shall:

16 (1) Determine the lost revenues in maintaining an outdated golf facility;

17 (2) Determine the benefit of an updated and redesigned PGA Championship golf

18 course;

19 (3) Determine the benefit of a redesigned Langston Golf Course to make it

20 eligible to host PGA Championship events;

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22 (4) Analyze the employability and earning potential of workers at a redesigned

23 Langston golf course;

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(5) Analyze the full and part-time jobs that will be supported by the economic

2 activity generated by a redesign of Langston;

3 (6) Determine the aggregate costs of a redesign of Langston;

4 (7) Analyze the economic growth of the surrounding areas of Langston and the

5 District as a whole;

6 (8) Determine the long term viability of a redesign of Langston;

7 (9) Determine the potential earnings from tax revenue that the District would

8 enjoy as a result of increased activity at Langston;

9 (10) Prepare case studies and detail recent 18-hole golf course projects deemed

10 PGA-championship worthy;

11 (11) Determine the potential for the District to attract a PGA championship after

12 the redesign of Langston;

13 (12) Determine the number of events that could be hosted after the redesign of

14 Langston;

15 (13) Determine the educational opportunities and youth-oriented programs that

16 could be developed, implemented and sustained after the redesign of Langston as well as the

17 demand for ajunior golf academy;

18 (14) Review and determine the most appropriate management option for the

19 redesign of Langston; and

20 (15) Provide a timeline for when a redesign of Langston could be completed.

21 Sec. 7. Multimedia soundstage.

22 (a) The feasibility study shall assess the economic feasibility, economic impact, and costs

23 of developing a multimedia soundstage.

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(1) Determine the benefit of a multimedia soundstage;

(2) Determine the use for local and national film studios;

(3) Analyze the employability and earning potential of workers at the multimedia

soundstage.


activity generated by a multimedia soundstage;

(5) Determine the aggregate costs ofdeveloping a multimedia soundstage;

(6) Analyze the economic growth of the surrounding areas of the multimedia

soundstage and the District as a whole;

(7) Determine the long-term viability of a multimedia soundstage;

(8) Determine the potential earnings from tax revenue that the District would

enjoy as a result of increased activity in the film and television industry;

(9) Prepare case studies and detail recent soundstage projects;

(10) Determine the potential for the District to attract film and television

opportunities after the development of a multimedia soundstage;

(11) Review and determine the most appropriate management option for the

development of a multimedia soundstage; and

(12) Provide a timeline for when the development ofa multimedia soundstage

could be completed.

Sec. 8. Ellsworth J. Davis film and photography center.

(a) The feasibility study shall assess the economic feasibility, economic impact, and costs

of developing the "Ellsworth J. Davis Film and Photography Center".

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2 (1) Determine the benefit of a film center in the District of Columbia

3 (2) Determine the number of events that could be hosted at a film center;

4 (3) Analyze the full and part-time jobs that will be supported by the economic

5 activity generated by a film center;

6 (4) Determine the aggregate costs of developing a film center;

7 (5) Analyze the economic growth of the surrounding areas of the film center and


9 (6) Determine the long-term viability of a film center;


11 enjoy as a result of increased activity from red carpet premieres, film screenings, corporate

12 meetings and conferences;

13 (8) Prepare case studies and detail recent film center projects;

14 (9) Determine the potential for the District to attract major film festivals after the

15 development of a film center;

16 (l0) Review and determine the most appropriate management option for the

17 development of a ti1m center; and

18 (11) Provide a timeline for when the development of a film center could be

19 completed.

20 Sec. 8. Indoor waterpark. 21 22 (a) The feasibility study shall assess the economic feasibility, economic impact, and costs

23 of developing an indoor waterpark.


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(1) Determine the benefit of an indoor waterpark in the District of Columbia;


activity generated by the development of an indoor waterpark;

(3) Determine the aggregate costs of developing an indoor waterpark;

(4) Analyze the economic growth of the surrounding areas of the indoor

waterpark and the District as a whole;

(5) Determine the long term viability of an indoor waterpark;

(6) Determine the potential earnings from tax revenue that the District would

generate from an indoor waterpark;

(7) Prepare case studies and detail recent indoor waterpark;

(8) Review and determine the most appropriate management option for the

development of an indoor waterpark; and

(9) Provide a time line for when the development of an indoor waterpark could be

completed.

Sec. 9. Hotel zone.

(a) The feasibility study shall assess he economic feasibility, economic impact, and costs

of developing a hotel zone.


(1) Determine the benefit of a hotel zone on the Complex;


activity generated by the hotel zone;

(3) Determine the aggregate costs ofdeveloping the hotel zone;

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(4) Analyze the economic growth of the surrounding areas of the hotel zone and


3 (5) Determine the long term viability of the hotel zone;


5 generate from the hotel zone;

6 (7) Determine the benefit of a hotel designed for visiting professional and college

7 teams, entertainers utilizing the complex, and their friends and families, generating year-round

8 streams of revenue;

9 (7) Prepare case studies and detail recent hotel projects in the District;

10 (8) Review and determine the most appropriate management option for the

11 development of the hotel zone; and

12 (9) Provide a time line for when the development of the hotel zone could be

13 completed.

14 Sec. 10. Parking and transportation.

15 (a) The feasibility study shall assess the parking and transportation needs of the Complex.


17 (1) Determine the parking and transportation needs of the Complex;

18 (2) Determine the need for renovations of existing parking spaces and

19 structures;

20 (3) Determine the need for additional parking spaces and structures;

21 (4) Determine the need for the installation of bike racks;

22 (5) Examine the development of a DC Circulator Bus route exclusive to the

23 Complex;

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(6) Determine the need for renovations of the Stadium-Armory metro

2 station;

3 (7) Determine all streets, sidewalks, and signage repairs;

4 (8) Determine the facilities needed to accommodate tour buses and

5 equipment trucks of the professional teams, college tearns, and entertainers;

6 (9) Determine how to make the entrances and exits to the Complex as

7 efficient and effective as possible;

8 (10) Determine the aggregate costs for all renovations, installations, and

9 repairs; and

10 (11) Determine the potential earning from tax revenues that the District

11 would generate from parking and transportation relating to the Complex.

12 Sec. 11. District of Columbia sports and entertainment complex models. 13 14 The feasibility study shall be accompanied by models of the development of the District

15 of Columbia Sports and Entertainment Complex Models to include, but not limited to, a mobile

16 interactive model, a 3D model, an architectural scale model, and digital renderings.

17 Sec. 12. Submission of feasibility study and models. 18 19 (a) The Mayor shall submit to Council on or before February 15, 2015, the results of a

20 feasibility study of the development of a District of Columbia Sports and Entertainment

21 Complex.

22 (b) The Mayor shall submit to Council on or before February 15,2016, the 3D models of

23 the deVelopment of a District of Columbia Sports and Entertainment Complex.

24 Sec. 13. Fiscal Impact Statement.

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The Council adopts the fiscal impact statement in the committee report as the fiscal

2 impact statement required by section 602(c)(3) of the District of Columbia Home Rule Act,

3 approved December 24,1973 (87 Stat. 813;D.C. Official Code § 1-206.02(c)(3)).

4 Sec. 14. Effective Date.

5 This act shall take effect upon its approval by the Mayor (or in the event of veto by the

6 Mayor, action by the Council to override the veto), a 30-day period of Congressional review as

7 provided in section 602(c)(1) of the District of Columbia Home Rule Act, approved December

8 24,1973 (87 Stat. 813 D.C. Code § 1-233(c)(1)), and publication in the District of Columbia

9 Register.

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