PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      6e 
ACTION ITEM 
Date of Meeting    November 24, 2015 
Revised November 23, 2015 
DATE:    November 23, 2015 
TO:      Ted Fick, Chief Executive Officer 
FROM:   James Schone, Director, Aviation Business Development 
SUBJECT:  Airport Dining and Retail (ADR) Lease Group Authorization 
REVISED ACTION REQUESTED 
Request Commission authorization for the Chief Executive Officer to conduct competitive
solicitations and execute lease and concession agreements with selected proposers for ten new
small business-oriented opportunities: (1) Single Unit #2  Food Service/Fast Casual; (2) Single
Unit #6  Food Service/Casual Dining; (3) Single Unit #8 - Food Service/Gourmet Coffee; (4)
Small Unit #16  Personal Services/Manicure (1 unit); (5) Small Package #6  Personal
Services/Massage (2 units); (6) Single Unit #12 - Small Specialty Retail; (7) Small Package #2  
Specialty Retail (2 units); (8) Small Package #3  Specialty Retail/Tech Products (2 units); (9)
Single Unit #15   Specialty Retail; (10)  Single Unit #14   Passenger Services - 
Baggage/Luggage Storage and Delivery. 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 fulfillment of the Port's Century Agenda by enhancing the Airport's profile as the
preferred gateway to the Pacific Northwest,  by promoting job growth,  by  creating new
opportunities for small and disadvantaged businesses and by meeting the expectations of the
travelling public for quality food service, retail products and personal services. 
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 ADRProgram's largest 
lessees, HMS Host and Hudson Group, in order to facilitate a strategic phasing of lease
expirations. These leases are referred to as Lease Group #1.  Since that time, a number of
agreements have transitioned into holdover (month-to-month) status as the overall solicitation
and leasing process begins in an orchestrated fashion. This request for authorization is the
second authorization of lease agreements (Lease Group #2) 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

Template revised May 30, 2013.

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Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 2 of 14 
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
the attached exhibits for each opportunity. 
The opportunities in this group have been adjusted since they were first presented to the
Commission. Based on feedback at the August 4, 2015 Commission meeting, staff removed two
large retail units and added five smaller units, with the goal of making the opportunities in this
group better suited for small business participation. In addition, an extensive outreach effort to
small businesses within the Puget Sound region was conducted in October as a means to increase
interest in these opportunities. Based on the two outreach events held earlier this year and the
outreach effort last month, there are now 390 companies who have registered on the Airport
Dining and Retail leasing website.
These opportunities are consistent with the guidance of the 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: 
Encourages broad business participation; 
Uses flexible competitive leasing processes to accommodate all types of business; 
Creates new opportunities for small, disadvantaged and local businesses; 
Maximizes employment continuity for qualified employees; 
Improves efficiency and affordability in the unit build out process; 
Establishes job quality expectations in competitive processes. 
Respondents to these opportunities will be evaluated on a number of criteria including their
commitment to specific job quality criteria as articulated in the November 11, 2015 memo from
CEO Fick to Commission co-presidents (Attachment A) 
BACKGROUND 
Leases for 90 percent of the Airport's restaurant, retail and personal services locations have
begun to expire as they approach expiration in 2015-2017. The large number of units with
nearly simultaneous expiration dates is a consequence of the shift in management model that
took place in 2005, specifically moving away from a master concessionaire model. 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. 
In order to plan and implement all the necessary steps to redevelop nearly 100 dining and retail
locations serving passengers that generate $44 million in annual revenues to the Port, staff

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 3 of 14 
procured the services of a team of consultants led by AirProjects, Inc. of Alexandria, Virginia, in
early 2012 through a competitive solicitation process.  AirProjects is a woman-owned small
business consulting firm specializing in airport concession programs.
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 beganin 
2004-2005 approach expiration, the master plan would guide the program redevelopment to
address increased passenger demand, best use of 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. 
In December 2014, the Commission authorized the first group (Lease Group #1) of lease 
agreements as part of the ADR master plan with HMS Host and Hudson Group. The purpose of
those authorizations 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 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/expiring 
leases, and vacant space in new packages. 
In preparation for starting the solicitation process, ADR staff conducted two outreach events in
the spring and summer of 2015.  The purpose of these events was to increase the awareness of
the upcoming ADR leasing opportunities within the small, local and disadvantaged business
community.  The first event was held at the Airport on April 29, 2015 with 112 registered
attendees.  The second event was held at the City of Tukwila Community Center on June 24,
2015 with 64 registered attendees.
Building on the early outreach efforts, AirProjects conducted additional outreach activities this
fall that targeted small, local, and disadvantaged businesses within the Puget Sound region
(King, Snohomish and Pierce counties). The objectives of the targeted outreach efforts were to
raise awareness, provide information, and create excitement within the business community
about the upcoming ADR leasing opportunities at the Airport.
AirProjects identified and contacted over 1,100 small, local, or disadvantaged food service and
retail businesses. All identified owners received an email describing the purpose of the outreach
efforts, instructions for registering to receive future notifications regarding the leasing

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 4 of 14 
opportunities, and a link to view the Port's ADR leasing website.  In addition, each owner
received an invitation to meet with an AirProjects representative at their place of business during
the week of October 26, 2015.
AirProjects also contacted 26 regional organizations that represent a variety of business and
commercial interests.  These organizations  included chambers of commerce, economic
development agencies, the Washington Restaurant Association, the Washington Retail
Association, the Business Development Center as well as a variety of smaller minority, women,
and LBGT business affinity groups. Over one-half of these organizations, including the largest
regional chambers of commerce, agreed to distribute the outreach information to their members
either via email, their newsletters, or other electronic channels.
As a result of these efforts, AirProjects identified and visited over 170 businesses. In addition,
AirProjects staff met with approximately 30 food service and retail owners that requested an inperson
visit. Since the site visits occurred, 61 additional companies have registered to receive
updates on the leasing opportunities. Equally important is the enhanced awareness of the future
opportunities and the sense of appreciation within the local business community, as AirProjects
reported countless "thank you's" and a broad sense of excitement around these outreach efforts. 
One of the notes received after a meeting stated, "I am so inspired by the prospect of being in
Sea-Tac!" 
AirProjects' efforts also involved outreach beyond the Puget Sound region, including emails to a
national  audience  of  Federal  Aviation  Administration-approved  Airport  Concessions
Disadvantaged Business Enterprise (ACDBE) firms, prime operators who team with ACDBE
businesses, and industry tenant representatives. The results of these latter efforts have yet to be
quantified. 
In addition to the outreach efforts to prospective tenants, Port staff conducted a training session
on November 5, 2015 for architectural, engineering and construction firms who expressed
interest in learning more about the potential for work associated with the ADR leasing
opportunities. This training session was the direct result of an earlier ADR stakeholder outreach
process from which a recommendation was made that the Port do more to encourage interest
from and provide training to architectural, engineering and construction firms so that there would
be a larger pool of firms who understand how to do business at the Airport. There were a total of
46 individuals representing 36 different companies at the training session.  This program was
also videotaped with the intention to place it on the Port's website for other firms who weren't
able to attend the session on November 5.
OPPORTUNITY DESCRIPTION 
Single Unit #2  Food Service/Fast Casual 
This single-unit offering is a 2,580-square foot space derived by consolidating two adjacent
locations in the South Esplanade returned to the Port early by HMS Host. The  entrance to the

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 5 of 14 
unit will be changed to face the post-security area in order to meet increased airside demand. 
Infrastructure work to consolidate the two locations and provide utilities will take place in early
2016 and the unit will be available for occupancy in 2017. This unit will provide neededfood 
service capacity in the 2017 timeframe when other nearby food service will be closed for
transition. Lease terms and projected schedule are contained in Exhibit A. 
Single Unit 6  Food Service/Casual Dining 
This single-unit offering is a 1,818 square foot space at the entrance of Concourse A. This unit is
currently vacant and will be available for construction in 2016 with an opening in early 2017.
This unit is a key component of the new node of concessions being developed at the entrances to
Concourses A and B to supplement the existing Central Terminal ADR Program. Lease terms
and projected schedule are contained in Exhibit B. 
Single Unit #8  Food Service/Gourmet Coffee 
This single-unit offering is a 452-square foot kiosk location in the Central Terminal atrium. The 
concept will offer  gourmet coffee, pastries, to-go food items,  and appropriate branded
merchandise.  The lease for the existing operator in this location expired in May 2015 and the
tenant is in holdover status. Lease terms and projected schedule are contained in Exhibit C. 
Small Unit #16 -- Personal Services/Manicure 
This unit is located on Concourse C (827 square feet).  Manicure services and related retail
products first entered the Airport in 2006 as a trial small business kiosk. The business flourished
and moved into an inline 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 with the existing operator expired in June 
2014 and the tenant is in holdover status.  Lease terms and projected schedule are contained in
Exhibit D (revised). 
Small Package #6  Personal Services/Massage 
This package includes two units located in Concourses A and C (838 square feet and 908 square
feet, respectively).  Massage services have been offered at the Airport since 1993. At Sea-Tac,
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, well-being
and relaxation. The lease with the existing provider expired in July 2014 and the tenant is in
holdover status. Lease terms and projected schedule are contained in Exhibit E. 
Single Unit #12  Small Specialty Retail 
This 205-square foot unit is a new location that is being created at the entrance to Concourse C,
across from the small business kiosk area. The unit is being carved out of the existing 'Life is
Good' retail store, operated by Hudson, as part of the redevelopment of that retail store. The

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 6 of 14 
space will be provided as a clean shell space available for build-out for a smaller investment.
Lease terms and projected schedule are contained in Exhibit F. 

Small Package #2 - Specialty Retail 
This package includes two units located in the Central Terminal and Concourse D (2,855 square
feet and 805 square feet, respectively). The intended concept for both locations is a gift shop. 
This type of concept currently performs well in the Central Terminal. The lease for the occupied
Central Terminal unit expired in May 2015 and the tenant is in holdover status. There is no
specialty retail in Concourse D and the proposed new location will be available for build-out in
2017. Lease terms and projected schedule are contained in Exhibit G. 
Small Package #3 - Specialty Retail 
This package includes two units located on Concourse A and Concourse D (853 square feet and
462 square feet, respectively). The intended concept for these locations is technology retail. The
lease for the occupied Concourse A location expires at the end of December 2016. The
Concourse D unit is currently leased to Hudson Group, but will be returned to the Port early to
create this additional retail opportunity. Lease terms and projected schedule are contained in
Exhibit H. 
Single Unit #15 - Specialty Retail 
This package includes one 938 square foot unit located on Concourse B. The intended concept
for this location is a children's store offering toys, games/activities, books and related items
and/or children's clothing and accessories that will be located adjacent to the new children's play
area. This unit is currently occupied and the lease expires at the end of December 2016. Lease
terms and projected schedule are contained in Exhibit I. 
Single Unit #14  Passenger Services 
This single unit of 1,005 square feet is located in the center of the baggage claim area. The
intended concept for this location is baggage storage and delivery services. This service is
currently offered at the Airport under a lease that expires in May 2016. As these services are a
necessity for the customers at the Airport, this is a newly-created location that can be constructed
while the existing location is still in operation. Lease terms and projected schedule are contained
in Exhibit J.
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.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 7 of 14 

Authorization Approach 
All of the packages and single unit opportunities presented in this request will be competed using
the Port's updatedCompetitive Evaluation Process (CEP). The steps in this process  from
initial Commission authorization through reporting outcomes back to the Commission  are
outlined below. Most significantly, the process begins with authorization and concludes with the
reporting of outcomes to the Commission. 









Evaluation Criteria 
The categories of evaluation criteria used to score proposals will be uniform for every
solicitation. There may be justification to slightly vary 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 the
criteria and their relative importance prior to preparing proposals. The total point allowance for
the CEP evaluation criteria is 150 points.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 8 of 14 
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 (their) 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. 
Unit Design, Materials and Capital Investment                       25 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 unit(s). 
Financial Projections and Rent Proposal                           25 points 
Financial projections and rent proposals will be evaluated as two components: 10 points for
reasonableness of the financial projections and 15 points for the proposed percentage rent fee.
The financial projections will be evaluated based on the extent to which the proposed sales,
rent, and expense projections are reasonable given the concept(s) proposed. The information
used for this evaluation will come directly from the respondent's pro  forma.   The
reasonableness test may be based on industry standards for the type of offering, historical sales
and revenue at the Airport, and other factors.
The rent proposal will be evaluated based on the percentage rent fee proposed. The highest
offer will be awarded the maximum number of points. All other offers will receive prorated
scores based upon the ratio of the lower financial offers to the highest financial offer. 
Operations and Maintenance:                                 15 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,
recycling 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.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 9 of 14 

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. 
All solicitations will make clear that the Port staff interpretation of the Commission's
expectations regarding quality jobs requires respondents communicate their commitment to the
following: 
For 2016, wages shall be paid at the rate of $15.24 per hour. The wage rate shall be
adjusted on January 1 of each year by the rate of inflation. The increase shall be
calculated to the nearest cent using the CPI (Consumer Price Index) for urban wage
earners and clerical workers, CPI-W, or a successor index, for 12 months prior to each
September 1 as calculated by the US Department of Labor. 
Payment of sick and safe time, which shall be accrued at the rate of one hour for every 40
hours worked. 
Provide health insurance to full-time employees, consistent with the Affordable Care Act. 
Small Business Participation:                                   5 points 
The company must indicate whether it is a small business consistent with the requirements of
the U.S. Small Business Administration. If yes, it will receive the full points for this criteria. If
it does not qualify as a small business, the company must provide detail regarding its
commitment to small business inclusion and development as part of its operation. The
commitment may be evidenced by things such as mentorship plans, a commitment to procure
goods and supplies from small, local or disadvantaged businesses, and product placement
opportunities for products produced by small, local or disadvantaged businesses. 

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 landlords  does not offer any tenant improvement
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: 
Lease Term Length 
Rent (both Guaranteed Minimum Rent and Percentage Rent) 
Capital Investment

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 10 of 14 

All three points are the subject of ongoing 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 and 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 to pay the greater of a minimum guaranteed rent or a percentagerent 
on an annual basis. For these new opportunities, the Port will establish the minimum guaranteed
rent for the first year of the agreement.  The purpose of this is to protect the Port's financial
interest as well as to eliminate the minimum guaranteed rent as a factor in the selection process. 
This is particularly important for businesses new to the airport that may not have any experience
in proposing minimum guaranteed rents. For the second and subsequent years, the tenant will be
required to pay either 85% of the previous year's actual rent payment, or percentage rent based
on gross sales achieved during the year, whichever is greater. 
The only variable that interested businesses will 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 the sales
projections, rent offer, costs to operate the business (including goods, labor, debt service, etc.) as
well as the 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 exhibit.  Upon
execution of a lease agreement, the design review and permitting process can be anticipated to
take up to six months  followed by three to four months  for construction before  the
commencement of business. 


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

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 11 of 14 

Projected Date           Action 
November 24, 2015        Request for Commission authorization of Lease Group  #2
opportunities 
November 30, 2015        Advertise opportunities (leasing website, various media, event
promotion) 
Mid-December and mid-     Tours and training sessions for interested businesses 
January 
Mid-December 2015 through  60 days for proposal preparation 
mid-February 2016 
February 15, 2016         Responses due to AirProjects 
March 30, 2016           AirProjects' analysis completed 
April 15, 2016            Port review/confirmation of AirProjects' recommendations 
Late April 2016           Notification to successful proposers 
Update Commission on Lease Group 2 results 
May 2016             Lease Negotiations and Executions 

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

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 12 of 14 
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 
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 by 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. The anticipated employment is noted in each specific exhibit.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 13 of 14 
ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1)  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 locations must be open for business.  Deferral of
bringing some  portions of a group to the marketplace would necessitate schedule
modifications and affect the level of service provided at the Airport. This alternative is
not recommended. 
Alternative 2)   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 alternative is recommended. 

ATTACHMENTS TO THIS REQUEST 
PowerPoint presentation 
Exhibit A: Food Service 
Exhibit B: Food Service 
Exhibit C: Food Service 
Revised Exhibit D: Personal Service 
Exhibit E: Personal Service 
Exhibit F: Specialty Retail 
Exhibit G: Specialty Retail

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 23, 2015 
Page 14 of 14 
Exhibit H: Specialty Retail 
Exhibit I: Specialty Retail 
Exhibit J: Passenger Services 
Attachment A:  November 11, 2015 Memo from CEO Fick to Commission copresidents
regarding Quality Job expectations 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
August 4, 2015 Request for Airport Dining and Retail Group Lease Authorization 
February 24, 2015  (Staff Briefing) Airport Dining and Retail Outreach and Leasing
Plans 
December 9, 2014  (Action) Authorization of Leases and Lease Modifications for HMS 
Host 
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