PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      6a 
ACTION ITEM 
Date of Meeting     August 4, 2015 
DATE:    July 1, 2015 
TO:      Ted Fick, Chief Executive Officer 
FROM:   James R. Schone, Director, Aviation Business Development 
Deanna Zachrisson, Business Leader, Airport Dining and Retail 
SUBJECT:  Airport Dining and Retail (ADR) Group Lease Authorization 
ACTION REQUESTED 
Request Commission authorization for the Chief Executive Officer to conduct competitive
solicitations and execute lease and concession agreements with selected proposers for the
following opportunities: 1) Single Unit #2  Food Service/Fast Casual; 2) Single Unit #8  Food
Service/Gourmet Coffee; 3) Small package #5  Personal Services/Manicure (2 units); 4) Small
Package #6  Personal Services/Massage (2 units); 5) Single Unit #12  Small Specialty Retail;
6) Small Package #2  Specialty Retail/Gifts (2 units); 7) Single unit #5  Anchor Specialty
Retail/Apparel or Technology; 8) Single Unit #7 Anchor Specialty Retail/Apparel. Unit and
package numbers reflect how each is denoted in the ADR master plan. 
SYNOPSIS 
The long-term vitality and growth of the Airport Dining and Retail program is a key contributor
to the fulfilment of the Port's Century Agenda by elevating the Airport's profile as the preferred
gateway to the Northwest, by promoting job growth, and creating new opportunities for small
and minority-owned businesses. 
This request for authorization marks the next step in the redevelopment of the Airport Dining
and Retail program. The Commission approved the first step of this redevelopment in December
2014 with the approval of new leases and lease modifications with the ADR program's largest 
lessees, HMSHost and Hudson Group,  in order to facilitate a strategic phasing of lease
expirations. Since that time, a number of agreements have transitioned into holdover (month-tomonth
) status as the overall solicitation and leasing process begins in an orchestrated fashion. 
This request for authorization is the second authorization of lease agreements to come before the
Commission.
In preparing for the start of extensive outreach and solicitation work, the Commission engaged
Port staff to develop an approach to consider solicitation and authorization requests in specific
groups, due to the significant number of concurrent solicitation processes beginning in 2015 and
continuing through 2018-2019. In accordance with this 'grouping' approach, staff seeks
authorization to complete solicitation processes and execute lease agreements for a group of new
single unit and small package opportunities within the perimeters defined in this memo and in

Template revised May 30, 2013.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 2 of 13 
the attached exhibits for each opportunity. With the exception of two single unit anchor retail
locations, the opportunities in this group authorization are all potential small and/or minority
business opportunities. 
These opportunities are consistent with the guidance of the Port Commission, articulated in a 
motion advanced by the Commission on February 14, 2012, and reaffirmed on November 25,
2014, with regard to the master plan and redevelopment of the Airport Dining and Retail
program: 
Balances opportunities for both large and small and /or minority owned business 
Creates flexible competitive leasing processes to accommodate all types of business 
Establishes job quality expectations in competitive processes 
Strengthens a local 'sense of place' 

BACKGROUND 
Leases for 90 percent of the Airport's restaurant, retail and personal services locations have
begun to expire as they reach maturation in 2015-2017. The large number of units with nearly 
simultaneous expiration dates is a consequence of the shift that took place in 2005 in the
management model away from a master concessionaire. The former master concessionaire
operated nearly all of the Airport's food service, retail, and duty free units from 1963 through
2004. At that time, the Airport instituted a hybrid leasing structure of large prime operators of
multiple units and direct leases with independent operators. Because nearly all leases after the
master concessionaire were executed at the same time for similar lease term lengths, they are
now also expiring nearly simultaneously. 
The Port has assembled a team of experienced staff and consultant professionals to plan and
carry out a carefully orchestrated set of complex steps needed to redevelop nearly 100 locations
serving passengers that generate $44 million in annual revenues to the Port. The Port staff team
includes decades of combined aviation and shopping mall development experience, as well as
strength in marketing and outreach. The Port staff has been supported since early 2012 by
AirProjects Inc. of Alexandria, Virginia, a boutique consultant focused on airport concessions.
Over the past three years, Port staff and its consultant team have been working on the analysis
and planning portions of an Airport Dining and Retail master plan. As the leases that began in 
2004-2005 reached maturity, the master plan would guide the redevelopment program to address
increased passenger demand, maximize limited square footage,  and accommodate facility
changes driven by terminal expansion. The most significant elements of the master plan were
discussed in public briefings in 2014 (see Previous Commission Actions or Briefings below).
The master plan work has also taken into account the continued availability of food service and
retail goods during the redevelopment timeframe when transitions and/or construction activity is
underway.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 3 of 13 
In December 2014, the Commission authorized the first  group  of lease  agreements with
HMSHost and Hudson Group. The purpose of the authorization was to create a schedule of
phased expiration dates for the largest group of units with simultaneous expirations under these
lessees. Some units were included in new leases with new investment, while others are planned
to go into holdover status for some period of time. The authorization also included the early
return of units from each company for redevelopment. 
The planning phases of the master plan work culminated with a preliminary leasing and
packaging plan presented publicly in early 2015, which includes unit locations in larger and
smaller packages as well as single-unit opportunities for competitive solicitation. The units
included in this first release of opportunities correspond to locations in the leasing and packaging
plan. The group of units contains units returned early to the Port, units with expired leases, and 
vacant space in new packages. 
OPPORTUNITY DESCRIPTION 
Single Unit #2  Food Service/Quick Serve 
This single unit is a 2,845-square foot space in the South Esplanade pre-security area that will be 
a consolidation of two adjacent spaces returned to the Port early by HMSHost. The entrance to
the unit will be changed to face the post-security area in order to meet increased demand. 
Infrastructure work to consolidate the two locations and provide utilities will take place in late
2015 and the unit will be available for occupancy in 2016. This unit will provide needed food
service capacity in the 2016-2017 timeframe when other nearby food service will be closed for
transition. This is a potential small business opportunity. Lease terms and projected schedule are
contained in Exhibit A. 
Single Unit #8  Food Service/Gourmet Coffee 
This single unit is a 550-square foot kiosk location in the Central Terminal atrium. The concept
will operate as a  combination of gourmet coffee service, pastries, to-go food items and
appropriate branded gift merchandise. The lease for the current operator in this location expired
in May 2015 and is in holdover status. This is a potential small business opportunity. Lease terms
and projected schedule are contained in Exhibit B. 
Small Package #5 -- Personal Services/Manicure 
This package includes two units, located in Concourses A and C (853 and 918 square feet
respectively). Manicure service and related retail products first entered the Airport in 2006 as a
trial small business kiosk. The business flourished and later moved into an in-line space in
Concourse C in 2007 and later expanded to a kiosk location in the North Satellite. The new
opportunity will offer manicure/pedicure and other related services, as well as appropriate retail
merchandise. The lease for the current operator expired in June 2014 and is in holdover status.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 4 of 13 
This is a potential small business opportunity. Lease terms and projected schedule are contained
in Exhibit C. 
Small package #6  Personal Services/Massage 
This package includes two units, located in Concourses A and C (853 and 908 square feet
respectively). The Airport has offered massage services to passengers since 1993. At Sea-Tac,
airport massage has become a niche business with many long-time, loyal customers, particularly
among frequent flyers. The concept will also offer retail products consistent with wellness, wellbeing
and relaxation. The lease for the current provider expired in July 2014 and is in holdover
status. This is a potential small business opportunity. Lease terms and projected schedule are
contained in Exhibit D. 
Single unit #1 - Small Specialty Retail 
This 200-square foot single unit is a brand-new location that is being created at the entrance to
Concourse C, across from the small business kiosk area. The unit is being created by carving out
space from the current 'Life is Good'  retail store, operated by Hudson, as part of the
redevelopment of that retail store. The space will be provided to a new retailer as a clean shell
space available for build-out for a smaller investment. This is a  potential small business
opportunity. Lease terms and projected schedule are contained in Exhibit E. 
Small package #3 - Specialty Retail 
This package includes two units, located in the Central Terminal and Concourse D (2,817 and
807 square feet respectively). The intended concept for both locations is gift merchandise and
accessories. This type of concept performs well in the Central Terminal. The lease for the
occupied Central Terminal unit expired in May 2015 and is in holdover status. There is no
specialty retail in Concourse D and the proposed new location will be available for new build-out
in 2017. This is a potential small business opportunity. Lease terms and projected schedule are
contained in Exhibit F. 
Single unit #5  Anchor Specialty Retail 
This single unit is a 2,376-square foot space at the intersection of Concourses A and B on the
south flank of the Central Terminal. It currently operates as a food and beverage unit, but due to
its high traffic, high visibility location, it will be transitioned to one of the key retail locations in
the area. The location is intended to function as 'destination' retail. Destination retail is the type
of retail that travelers will seek out if they are aware of its existence at the Airport, and drive foot
traffic and sales opportunity for other adjacent businesses, including small businesses. This
location is best served by a well-known, brand-name retailer within the categories of apparel or
possibly electronics/technology. The caliber of retailers that would be ideal for this space are not
likely to respond to a public sector solicitation, rather in-house and leasing consultant staff must
proactively approach potential candidates for proposals. This unit will require a long-lead time to

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 5 of 13 
select and design a concept for anticipated opening in early 2017. This is not anticipated to be a
small business opportunity. Lease terms and projected schedule are contained in Exhibit G. 
Single unit #7  Anchor Specialty Retail 
This single unit is a 5,800-square foot space at the intersection of Concourses C and D on the
north flank of the Central Terminal. It will be a consolidation of three spaces  a food and
beverage/bar operation, former duty free location and a former Transportation Security
Administration (TSA) storage room, and will become the largest retail space in the Airport. The
location is perfectly suited for a brand-name clothing retailer, which more than any other type of
retail should be allowed more square footage than is typical in an airport. This is due to the
breadth of assortment, particularly when offering both men's and women's apparel. The location
also is intended to function as 'destination' retail that travelers will seek out at the Airport and 
serve to drive foot traffic and sales opportunity for other adjacent businesses. This section of the
Central Terminal flank will be balanced between small business kiosks, small specialty retail and
well-known brands for overall appeal in the area. The caliber of retailers that would be ideal for
this space are not likely to respond to a public sector solicitation, rather in-house and leasing
consultant staff must proactively approach potential candidates for proposals. This unit will
require a long-lead time to select and design a concept for anticipated opening in early 2017.
This is not anticipated to be a small business opportunity due to the investment requirement. 
Lease terms and projected schedule are contained in Exhibit H. 
Port staff seeks Commission authorization in accordance with the parameters outlined for each
opportunity. If the competitive process does not result in feasible interest in an opportunity, or
yield an adequate financial offer, staff will return to the Commission for a revised authorization.
In addition, staff will provide an update on leasing activity and completed leases in conjunction
with each new briefing or authorization request. 
Authorization Approach 
In some airports' dining and retail programs, an elected or appointed board of commissioners (or
similar) is tasked with providing an affirmation or veto of the outcome of a competitive selection
process.  As a result, some proposers will place more focus on overturning an unfavorable
outcome using legal actions, public protests, media coverage or other political pressures.
Unfortunately, these kinds of efforts reduce the value of the competitive process, because even a
fair and reasonable process can be overturned. It also places a policy board in the awkward and
tenuous position of choosing one operator over another for potential reasons other than the
evaluated criteria of the competitive process. This can be understandable if the board does not
have complete confidence in the process or how the process is executed. 
For dining and retail opportunities at the Airport, the Port Commission typically has provided its
lease authorization during the solicitation process prior to the selection of a specific operator.
Examples of recent successful approvals following this approach include the duty free business
in 2012 and the foreign currency business in 2013. However, there have been some notable

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 6 of 13 
exceptions to this approach. As part of the program phasing plan, the Commission authorized
specific lease modifications with current tenants HMSHost and Hudson Group in December
2014. Other exceptions have occurred when the Port needed to replace a tenant in a vacated
space. For example, the Commission authorized new single unit leases with Hudson (in a unit
previously occupied by Borders Books), McDonald's (in a unit previously occupied by China
First) and Beecher's Cheese (in a unit previously occupied by Regus Business Center) in 2011-
2012. In nearly every instance where a specific successful proposer  is identified, the
authorization process has the potential to become contentious due to opposition by unsuccessful
proposers or other stakeholder interests. Based on these experiences and others in the aviation
industry, it appears that the key to successful and less contentious authorizations is a competitive
process that has the full confidence and support of policymakers and the public.
In order to increase public confidence in the competitive solicitation process, the Port
Commission worked with staff to review the processes and propose ways to increase
transparency. First, rather than seeking the approval of the Commission once a solicitation
process has commenced, Port staff would seek authorization prior to the start of the process.
The Commission would have the opportunity to fully understand the opportunity and convey the
expectations in advance of the solicitation process. This approach also serves to increase public 
awareness of the upcoming opportunities. Second, in the instances in which the Port's leasing
consultant, AirProjects Inc. performs proposal review and analysis leading to a recommended
selection, a team of Port representatives will confirm such recommendations as consistent with
the intent of the scoring criteria. The Port will provide all proposers with a selection summary
and scoring to explain the selection. 
Evaluation processes also will include a non-voting community participant whose responsibility
is to observe that the confirmation of a recommended successful proposer takes place in
accordance with the process. Community participants must have relevant business experience
and an understanding of public sector selection process practices. Participants also must certify
an absence of conflict of interest and agree to non-disclosure during the process. Selection of the
community participant will be  the responsibility of the Chief Executive Officer with
discretionary Commissioner input. 
Any competitive process will yield more unsuccessful than successful proposers. Despite best
efforts, the Port still can expect that the outcome of every competitive process may be subject to
criticism by unsuccessful proposers or other stakeholders that favor a different outcome.
However, with confidence in the process, the Port has a greater chance of safeguarding the
integrity of the process from outside pressures. 
Competitive Process Description 
All of the packages and single unit opportunities proposed in this request will be competed using
the Port's updated Competitive Evaluation Process (CEP). The steps in this process  from initial
Commission authorization through reporting outcomes back to the Commission  is outlined

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 7 of 13 
below.  Most significantly, the process begins with authorization and concludes with the
reporting of outcomes to the Commission. 









Evaluation Criteria 
The nature of the evaluation criteria used to score proposals will be uniform for every
solicitation. There may be justification to vary slightly the point allotment for each category of
criteria for a specific solicitation depending on the unique type of operation; however, generally
the point allotment and scoring will be similar, and all proposers will know in advance exactly
the criteria and their relative importance prior to preparing proposals. The total point allowance
is 150 points. The description below is provided from the solicitation document: 
Company Profile, Experience and Financial Capability:                 20 points 
The company must demonstrate stability, experience and expertise in operating a similar business
as proposed, in a challenging environment. The proposer must demonstrate that the company has
the financial capacity to fulfill the commitments of an agreement with the Port. 
Concept Development                                    25 points 
The proposed concept (or concepts) will be evaluated based on its ability to meet or exceed the
expectations described for the unit or units. The airport is a competitive environment for the
customer's spending, therefore the ability to attract business hinges on developing a concept with
broad and lasting customer appeal.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 8 of 13 
Unit Design, Materials and Capital Investment:                       20 points 
The proposal will be evaluated based on the quality of unit design, efficient use of space,
selection of appealing and durable materials (including sustainable materials) and its reflection of 
the Pacific Northwest Sense of place, as well as the reasonableness of the proposed capital
investment in the units. 
Financial Projections and Rent Proposal:                           25 points 
Sales projections will be evaluated for reasonableness based on historical performance and/or the
company's demonstrated experience in other locations. Revenue will be evaluated based upon the
proposed percentage rent of projected gross sales and the total amount of revenue the Port could
expect to receive under the proposal for the term of the contract. The sales projections in the
proposal will be used in the evaluation of the total revenue to the Port, but the Port specifically 
reserves the right to make adjustments to projections. 
Operations and Maintenance:                                 25 points 
The company must demonstrate its commitment to reliable, safe, clean and well-merchandised
operations, as well as a proactive and consistent approach to preserving the units (including
equipment). The company should detail environmental sustainability measures that it currently or
will practice in the operation of the business, including (where applicable) separation of waste,
recycle and compost, and use of compostable materials. 
Management, Staffing and Workforce Training:                     20 points 
The company must demonstrate its ability to effectively manage all units and operations, which
also includes quality leadership, adequate levels of staffing, robust training for staff and
incentives for performance. The company must also demonstrate commitment to employer
philosophies and programs that support a positive work environment and the development of
employees. 
Job Quality, Employment and Service Continuity:                    15 points 
The company must provide detail regarding its commitment to employment continuity,
provision of quality jobs, sustainable wages, benefits and PTO. If the company anticipates
operating four or more units, it also will describe the company's efforts to have discussions
regarding service continuity with labor organizations. 
Lease Parameters 
Negotiation of a Port lease agreement with a new tenant following selection contains fewer
negotiable elements than is the case in a typical private sector leasing environment.  For
example, the Port  in contrast to other retail environments  does not offer any tenant
allowances for initial design and build-out.  The term length of the lease is generally not
negotiable. However, length of term is consequential when considered in relationship to the
percentage rent offer and likely initial investment. The most important terms in an airport lease
agreement are:

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 9 of 13 
Lease Term Length 
Guaranteed Minimum Rent 
Percentage Rent 
All three points are the subject of on-going study within the aviation industry. The Airports
Council International North America (ACI-NA) conducts an annual benchmarking study1 among
peer airports to document prevailing trends and best practices with regard to term, guaranteed
rent and percentage rent.
In 2014, the median lease term length was 10 years for food service and 5-7 years for specialty
retail/duty free. Lease term lengths determined by the Port for each opportunity will be based
upon sales and investment assumptions, and are presumed to allow a future tenant the ability to
amortize the investment over the life of the lease. The lease term lengths determined for this
group of opportunities also fall within industry standard ranges.
The same ACI-NA benchmarking study substantiated that 90% of U.S. airport dining and retail
programs require tenants pay the greater of a minimum guaranteed rent or percentage rent on a
monthly basis. For these new opportunities there is no minimum guaranteed rent for the first year
of the agreement in order for the tenant to establish a sales history.  For the second and
subsequent years, the tenant will pay a percentage of the previous year's total rent payment at the
start of each month, and percentage rent based on gross sales thereafter. 
The only variable that interested businesses must propose to the Port is percentage rent.
Proposers may propose percentage rent either as a flat rent or tiered rent. The average rent for
food service in airports is 13% and 15% for retail (blended for duty free, specialty retail and
convenience retail) according to the ACI benchmarking study. While these are industry averages,
actual proposed rent will vary based on local costs to operate. 
Each proposer must provide the Port with a pro forma analysis that can substantiate sales
projections, rent offer, costs to operate the business (including goods, labor, debt service, etc.) as
well as anticipated profit margin. There are industry benchmarks for reasonable ranges for all of
these projections as well. 
SCHEDULE 
The anticipated timeline for each solicitation and award is outlined in each respective exhibit.
Upon execution of a lease agreement, the design review process can be anticipated to take
approximately three months followed by three to five months for construction before the
commencement of business. A normal timeframe to open for business is 7 to 8 months,
sometimes longer for complex projects. 

1 Annual Concessions Benchmarking Survey, Airports Council International-North America, November 2014

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 10 of 13 

Projected Date       Action 
August 4           Commission review and authorization of group #2 opportunities 
Est. August 7         Issue opportunities (leasing website, advertising, event promotion) 
Week of August 24     Tours for interested businesses 
September-October     60 days for proposal preparation 
October 6           Responses due to AirProjects 
October-November    AirProjects' analysis completed 
December          Port review/confirmation of AirProjects' recommendations 
Late December       Notification to successful proposers 
January 2016         Lease Execution 

STRATEGIES AND OBJECTIVES 
The approval of the proposed group of leasing opportunities supports the overall 25-year vision
of the Port's Century Agenda to create 100,000 new jobs through economic growth led by the
Port. These opportunities also support a number of the strategies and objectives of the Port's
Century Agenda over the next quarter century: 
Advance this region as a leading tourism and business gateway 
Promote small business growth and workforce development 
Be the greenest and most energy efficient port in North America 
The Airport also has a number of shorter term strategic goals: 
Strategic Goal:             Achieved Via: 
Operate a world-class       Meet the needs of tenants, passengers and the region's
international airport          economy 
Become one of the top 10    Recruit quality operators that value staff training and
airports in customer service    development 
Lead environmental        Lead sustainability programs such as waste separation and
innovation, minimize impacts   environmentally friendly packaging and service wear 
Reduce airline costs         Provide 50% revenue-sharing with airlines above specific
debt service threshold 
Maximize non-aeronautical   Drive an increase in sales per enplanement to maximize
income                growth in revenue 
Develop valued community   Work in tandem with other Port resources, other partner
partnerships              agencies and community entities to foster partnerships

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 11 of 13 
TRIPLE BOTTOM LINE 
The Airport Dining and Retail program places a high value on the concurrent pursuit of positive
economic, community, customer service and environmental stewardship outcomes in the
selection of new operators. The business opportunities outlined in this leasing authorization 
cover the full spectrum of passenger offerings: food service, specialty retail and personal
services. Each brings a unique set of benefits to the Port, the traveling public, the environment 
and the community. 
Economic Development 
From the point of lease execution, the businesses will begin generating economic benefit for the
Port and the community. The new tenants will hire professionals to design and construct their
units. Supplier relationships will be established for the procurement of local goods and services
to support the operation of the business. The revenue generated to the Port will support needed
improvements in transportation infrastructure for the region.
Environmental Responsibility 
All dining and retail tenants are required as a condition of a lease agreement to follow
environmental practices established in the Airport's Rules and Regulations. The Airport
currently has numerous programs in place such as recycling, composting, food bank donations,
and cooking grease recycling.  New gains in reducing the environmental impact of dining and
retail businesses will be achieved by increased waste separation and increased use of durable use
materials (stainless silverware, porcelain table wear, etc.), or, where applicable, compostable
paper products and service wear.
Community Benefits 
The transition for occupied units in these packages is anticipated to take place after completed
design and construction/renovation. In anticipation of potential impacts to employment stability,
the Port is creating an Employment Continuity Pool for the benefit of current employees seeking
new employment. The dual benefit of the pool is that it will offer new lessees access to
experienced candidates for hire. The master plan projects an overall increase in employment as
the result of program growth. In the short term, the 2,483 square foot increase in this group of
units should result in a net increase in employment opportunities at the Airport. The anticipated
employment is noted in each specific exhibit. 
ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1)  The Commission provides authorization for each package/single unit
opportunity when a successful proposer is selected for award. 
Pros: The Port and Commission would know the identity of the successful proposer and the
specific terms of each lease agreement.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 12 of 13 
Cons:  The Commission would become the focus of complaints about the outcome of
competitive processes by unsuccessful proposers and other stakeholders who would seek to
overturn the process outcome. This is not the recommended alternative. 
Alternative 2)    Commission provides authorization for each package/single unit
opportunity in conjunction with each individual solicitation. 
Pros: The Commission would be able to devote the time to consider every lease opportunity
individually. 
Cons: The number of pending solicitations and lease authorizations would require Commission
action at most public meetings and could result in delays in the redevelopment of the program.
This is not the recommended alternative. 
Alternative 3)  The Commission selectively approves the solicitation and award of specific
opportunities among those presented in the authorization request. 
Pros: The Commission would have the opportunity to fully understand each opportunity and
convey their expectations in advance of the solicitation process, but would have the ability to
allow certain lease opportunities to move forward, but delay others where questions or concerns
may exist. 
Cons: Port staff and consultants will need to balance and manage a number of solicitation
processes simultaneously. The leasing opportunities are determined based on a workload plan
and the end dates when the business must be open for business. Deferral of bringing some 
portions of a group to the marketplace would necessitate schedule modifications. This is not the
recommended alternative. 
Alternative 4)    The Commission provides authorization for specific groups of
packages/single unit opportunities prior to the issuance of the solicitation. 
Pros: The Commission would have the opportunity to fully understand each opportunity and
convey their expectations in advance of the solicitation process. This approach also serves to
increase public awareness of the upcoming opportunities and preserves the focus by interested
businesses on being competitive in the proposal process rather than a protest process after the
outcome. This approach requires confidence by the Port Commission in the solicitation processes
and the ability of Port staff to execute them in accordance with Commission policy direction. 
Cons:  The Commission would not know the exact financial outcome at the time of approval.
However, there is only one variable that is proposed by the competitors  percentage rent. All
other terms and conditions are identified in the authorization request and exhibits. 
This is the recommended alternative.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 1, 2015 
Page 13 of 13 

ATTACHMENTS TO THIS REQUEST 
PowerPoint presentation 
Exhibit A: Food Service 
Exhibit B: Food Service 
Exhibit C: Personal Service 
Exhibit D: Personal Service 
Exhibit E: Small Specialty Retail 
Exhibit F: Specialty Retail 
Exhibit G: Anchor Specialty Retail 
Exhibit H: Anchor Specialty Retail 
Draft Competitive Evaluation Process document 
Draft Lease and Concession Agreement 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
February 24, 2015  (Staff Briefing) Airport Dining and Retail Outreach and Leasing
Plans 
December 9, 2014  (Action) Authorization of Leases and Lease Modifications for
HMSHost 
December 9, 2014 -- (Action) Authorization of Leases and Lease Modifications for
Hudson Group 
December 9, 2014  (Action) Amendment to Lease and Concession Agreement with
Anton Airfoods (dba Anthony's Restaurant) 
November 25, 2014  Commission Motion Regarding Job Quality 
September 30, 2014  (Staff Briefing) Drivers for Phasing Decisions 
May 27, 2014  (Staff Briefing) Airport Dining and Retail Master Plan 
September 11, 2012  (Briefing) Airport Concessions Master Plan Update 
February 14, 2012  Commission Motion Regarding Concessions Program Guidelines