FEDRAC PKT 12-14-2004
¡ City of Federaf Way
I City Council
Finance/Economit Developntcnt/Regional Affairs Committee
Tuesday, December 14,20041 City Hall
5:30p.m. Hylebos Conference Room
AGENDA
1. CALL TO ORDER
2. PUBLIC COMMENT
3. COMMITTEE BUSINESS
A: Approval of the November 9, 2004 Minutes
B. Selection of LifestylelE-etail Market Consultant Firm
C. Espresso Cart in City ijall
Action
Action
Action
4. OTHER
5. FUTURE AGENDA ITEMß
A. Discussion with King C,bunty/Sound Transit TOD on S. 320th Library
,
6. NEXT MEETING: ,
FEDRAC - Economic Development: January 11, 2005
FEDRAC: January 25, 2005 (December 28,2004 meeting cancelled/rescheduled)
Committee Members:
Eric Faison, ('hair
Jeanne Burbidge
Jim Ferrell
(,itv Staff
Iwen Wang, Management Services Director
Jason Suzaka, Management Analyst
(253) 835-2501
K\FINANCE\FINCOMMT\2004\/2/4\1214 Agenda. doc
alWay
ell
entlRegional Affairs Committee
City Hall
H lebos Conference Room
MINUTES
I
Committee Members in Attendanc~: Chair Eric Faison, Member Jeanne Burbidge, and Member Jim Ferrell.
City Council Members in Attenda*e: Deputy Mayor Linda Kochmar and Councilmember Michael Park.
Staff Members in Attendance: Iwep Wang, Management Services Director; David Moseley, City Manager;
Derek Matheson, Assistant City Mamger; Karen Kirkpatrick, Deputy City Attorney; Patrick Doherty, Director of
Economic Development; Jason Suza~a, Management Analyst.
Others in Attendance: Barbara Rei~
1.
CALL TO ORDER
Chair Eric Faison called th~ meeting to order at 5:33 p.m.
2.
PUBLIC COMMENT
None.
3.
I
COMMITTEE BUSINESS,
,
I
a)
,
Approval ofthe °4tober 12. 2004 meeting minutes
Motion to approv~ the October 12, 2004 meeting minutes. Motion seconded and carried.
,
b)
Discussion of Life~tvle/Retail Market Study Parameters and Possible Outcomes
The purpose of thd discussion is to talk about what the Council will do with the market study,
and what actions should take place after the study is released. Mr. Doherty mentioned that
Leland has been a~ked to narrow their scope of work down in their proposal, since their original
one was more com¡prehensive than the others, and the Council is not ready to decide which
consultant will do ~he market study.
I
There was some c<¡>ncern on the committee that if two consultants were picked (one to do the
market study, ano~her to perform the work based on that study) duplication might occur; meaning
that the consultant doing the planning work might need to do their due diligence and recheck the
numbers used by tþe market study consultant. If that is the case, would it be better for one
consultant to do all the work, including the study?
I
Discussion then c~ntered on what to do with the study once it has been presented to the Council.
While it is likely tþat the study will dictate future options (i.e, that there is/isn't a market in
Federal Way), it i$ also possible that after seeing the study, developers will tell the City what
A-I
needs to happen before any project takes place. While a developer's forum may help market the
study to local developers, help will be needed to market the study nationally. .
The committee ask~d staff to supply information on both Redmond Town Center and the project
in Tualatin, Oregon. What was the City's role, and how did they come to their decision?
c)
Code Amendment tp Allow More L T AC Members
Presented by patricf Doherty
Mr. Doherty reviewed the amendment with the committee. While the amendment would allow
the expansion of th~ number of L T AC members, it does not force the City to appointment the full
number of allowed members; for example, if there were an insufficient number of applications.
Motion to forward,option 1 to full Council for approval. Motion seconded and carried.
4.
OTHER
None.
5.
FUTURE AGENDA ITEM$
a.
b.
S. 320th Library Improvements - Discussion of possible relocation to downtown FW
Lifestyle/Retail CeJ!1ter - Selection of Consultant
6.
NEXT SCHEDULED MEE~ING
December 14,2004 at 5:30 þ,m. in the Hylebos Conference Room.
7.
ADJOURN ,
Chair Eric Faison adjournec . the meeting at 6:20pm.
Recorded by Jason Suzaka
I
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A-2
(j:ITY OF FEDERAL WAY
MEMORANDUM
Date:
To:
Via:
From:
Subject:
December 14, 20(j)4
Finance, Econom c Development and Regional Affairs Committee
David H. Mo el anager
Patrick Dohert irector, Community Development Services
Selection of Re ~ I lfestyle Center Market Study Consultant
POLICY QUESTION
Should the City Council approve engagement of retail/lifestyle center market study
consultant services and whiqh firm should be selected?
BACKGROUND
Pursuant to the City Councq-approved City Center Redevelopment Strategies work plan,
on September 14 and 20, 2004 four retail/lifestyle center market study consultant firms
made presentations to FEDAAC of their scope of services for conducting retail/lifestyle
center market studies for th¿ Federal Way City Center.
On October 11, 2004 FEDRAC met to consider these proposals and indicated its interest
in continuing to consider on~y H. Blount Hunter and Leland/RTKL. In addition,
Committee members indica1ed their desire to see a more pared-down LeiandIRTKL
scope of services, more in li¡ne with the retail/lifestyle market study services originally
contemplated, which would~ facilitate a closer comparative analysis between the Hunter
and Leland proposals. Committee members postponed action on this matter until after
substantial completion of t~ biennial budget process in December.
PROPOSAL
Option 1
H. Blount Hunter.
After the October 11, 2004 :FEDRAC meeting, staff contacted H. Blount Hunter with the
simple inquiry regarding what next steps he would envision after completion of the
market study, as he propos~d. His answer can succinctly be summarized as "marketing."
He said that the findings Ot the study could be marketed to property owners, developers,
retailers, etc. In addition, lie would share the study and his findings with his
approximately ten leading tetail-center developers. Attached you will find a copy of the
Hunter presentation that suþ1marizes his scope of services, timeline and costs. Estimated
costs would be $18,750. :
BI
Memo to FEDRAC, 12/14/04
"Lifestyle Center" Consultant Services
Page 2 of 4
Pros:
Cons:
Option 2
.
Hunter's services are succinct and concise and could yield the desired information
in a timely way.
If the market study results are positive, Mr. Hunter would share that information
with his network of r~tail-center developers, and the City could market that
information through its own channels.
Lowest-cost option
.
.
.
If the market study results are less positive, the City may not have any clear "next
steps" to pursue desired City Center redevelopment.
Similarly, if developers display interest, yet would like to pursue some level of
public-private partnership, additional study and work would be necessary to
position the City to respond appropriately.
Additional post-study work would incur additional costs that could contravene the
benefit of the initial low cost.
.
.
Leland/RTKL Revised Proposal (cost $38,500)
Leland was requested to offer a scope of services more focused on the retail/lifestyle
center market study than the original, broader scope that also had included some
preliminary planning and de;velopment services.
In response, Leland provided a modestly scaled-back scope of services, reducing the cost
from $42,500 to $38,500. 1;he following items were added and deleted from the original
proposal:
Leland added a new section: "Delivery System Capacity Analysis" at no additional cost.
Complete one-on-one meetings with key property and business owners and real estate
professionals, including representatives of the "development delivery" system such as
public officials, financiers, developers and others. The purpose of these interviews
will be to discuss opportunities and constraints ("barriers") to past and future
economic development efforts.
Under "Competitive Supply Analysis," Leland removed:
. Completion of an inventory of residential developments in the trade area
(limited);
. Completion of an inventory of "employment" uses (by product type) in the trade
area (limited);
They added the following to this task:
. Conduct interviews :with market-area planning and community development
officials regarding ~rea trends/issues, planned projects and developments
currently under con$truction.
-e,'L
Memo to FEDRAC, 12/14/04
"Lifestyle Center" Consultant Services
Page 3 of 4
Under "Development Programming," Leland removed:
Option 3
Work with the project teç¡m to formulate a development strategy which includes the
following components:
.
Development strategy, i.e. ownership/ management position, lease/sale
provisions, development process;
Organizational structure for implementing development of properties (acquisition,
assemblage, disposit~on);
Development partner roles and responsibilities;
Phasing program for: priority public and private investments;
Positioning strategy for targeting properties to intended audiences; and
Financing strategy including tools and incentives.
.
.
.
.
.
Leland/R TKL Original Proposal (cost $42,500)
It should be noted that the items added above would also be added to the Leland original
proposal. Their absence in the original proposal was characterized as an "oversight."
Staff discussions with Leland have led to the understanding that the final steps under
"Development Programming" (identified as "removed" above in the Revised Proposal)
may be an optional or expressly authorized set of tasks. In a sense, the development
programming tasks presuppose that the City would pursue a public-private partnership of
some sort with developers tQ achieve the desired redevelopment. Staff believes that prior
to that work, aggressive matketing of positive market-study information should occur,
leading perhaps to outright private redevelopment that may not need City participation.
However, the City and Leland would be poised to proceed to the final steps, if need be.
Attached you will find the new Leland proposal (dated 11/29/04) and their original
proposal (dated 9/27/2004) for comparison.
In addition, you will also find the comparative spreadsheet prepared for the 10/11/04
meeting attached as backgrrmnd information.
Pros:
.
Leland offers a "market strategy" that integrates the market study information
with the Federal Way City Center context to identify the best opportunities for
redevelopment here..
0 The original Leland proposal offers a set of clear "next steps" intended to
assist the City in making a project happen, be that through public-private
partnerships or aggressive marketing.
ß3
Memo to FEDRAC, 12/14/04
"Lifestyle Center" Consultant Services
Page 4 of 4
.
0 Revised Leland proposal would provide development programming and
marketing of study, but would hold back on formulation of redevelopment
"next steps."
Integrated approach could lead to cost savings in the long run, if redevelopment is
pursued in public-private partnership, etc.
Cons:
. Initially higher cost.
. Not clear how broad the network of developers the study would be marketed to
prior to engaging in proactive redevelopment project.
Option 4
No action.
Pros:
. No expense.
Cons:
.
The City would take no proactive steps to pursue City Center redevelopment, in
fulfillment of Comprehensive Plan goals.
Private-sector forces could focus on simpler, green-field sites in the more distant,
faster-growing suburbs without considering our market.
.
STAFF RECOMMENDATION
Select Option 3, with the condition that the final tasks related to "development
programming" be elective by the City and staged to allow for initial marketing of market-
study findings and private-sector response.
COMMITTEE ACTION
"I move to recommend that City Council authorize engagement of
for a retail/lifestyle center market study for the City Center, for an expenditure of
approximately "
0
COMMITTEE:
Chair
Committee Member
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SCOPE OF WORK
Leland Consulting Grdup's approach to a (re)development project such as this is to
develop an understanding of the demands of the marketplace, barriers to investment
(regulatory, financial, JPhysical and market), and valued assets of the area and
surrounding environs, while educating and building support. A critical distinction in
our approach is the fo~mulation of a market strategy vs. a market study. We feel
strongly that a market ¡strategy will provide you with a thorough understanding of: the
environment within which development exists; user group profiles for various product
types; factors necessary for success; and, a platform for action. Key components of the
market strategy will include:
.
Clearly defining tl)e vision, theme and quality of (re)development;
Providing a "reality check" for conceptual planning efforts;
Quantifying mark~t conditions and translating them into opportunities;
Identifying target ~arkets and quantifying their depth;
Working in an itel1ative environment with other members of the team;
Understanding th-r financial implications of (re)development; and
Defining public aI)d private sector roles.
.
.
.
.
.
.
Ultimately, the market strategy will provide you and your public and private sector
partners with an accurate, independent and market-driven" story" to tell potential
developer, lender and: investor audiences.
Based on the assignm~nt parameters and objectives discussed during our presentation, a
multi-task work scope for the market analysis portion of our approach has been prepared
and is presented as foUows. Future phases of work could be defined together with the
City and its stakeholders to ensure that our approach most accurately reflects your needs
and those of the projeÇt. Preliminary conclusions will be provided in the form of
working papers and D;temoranda which will enable you to evaluate our analysis as it
progresses.
TASK 1.0 MARKET Al'!oIAL YSIS ($42,500)1
1.1: Site and Market Reconnaissance
.
Identify surrounding conditions, and type and ownership of land uses;
Consid~r access and visibility of the area from major transportation
thorou$hfares;
Evaluate availability of existing and planned infrastructure, including
road networks and utility lines;
Evaluate effect(s) of the market area's overall development image and
politic~l climate;
.
.
.
1 Includes executive summan¡ report 15 to 25 pages.
I
. The Leland Tea/1~\('lopme/11 Strategists
Puge 1
~1t)
.
ResearcJ¡t impacts of select (re)development concerns, e.g., zoning, water
rights, public works capacity and other restrictions; and
Meet with other project consultants to discuss physical factors which will
affect marketability of the area.
.
1.2: Trade Area Identification
Determine the trade area(s) for proposed land uses considering impacts from:
.
Physical barriers, such as highways, major arterials, etc.;
Locatiom of possible competition, both within and outside the market;
Proximity to population and/ or employment concentrations; and
Market factors which will set values for development.
.
.
.
1.3: Historical and Projected Economic and Demographic Data
Analyze the jollawing market indicators:
.
Characteristics of new and existing residents;
Populatiion growth;
Household growth;
House~old income levels;
Consun:ter spending patterns;
Lifestyle characteristics (psychographies);
Emplo~ment growth; and
Other mdicators, as identified.
.
.
.
.
.
.
.
1.4: Competitive Supply Analysis
.
Complete a retail audit/inventory of stores and services in the trade area;
Complqte an inventory of residential developments in the trade area
(limited);
Compl¿te an inventory of "employment" uses (by product type) in the
trade aiea (limited);
Condu~t interviews with market area planning and community
develoFment officials regarding area trends/issues, planned projects and
develo¡i>ments currently under construction; and
Conduçt a comparative analysis of competitive projects based on location,
size, character and theme, pricing, product type/mix, absorption rate,
target m.arket, and sources of demand.
.
.
.
.
I
1.5: Market Demand Analysis
I
I
.
Consider impact of proposed and existing activity generators in the area;
I .
Analyz~ factors which will impact future demand for (re)development
opportj1nities among various land uses;
.
. The Leland Team, Redevelopment Strategists
Page 1
""ßI/
.
Assess tJ!te market's ability to accommodate niche opportunities (quantify
their potential by use and type);
Consider the area's competitive position and ability to capture market
share;
Identify opportunities for building on existing retail/ service strengths and
strong c?mmercial block clusters -- developing a traffic-generating anchor
district; ,
Translat~ these opportunities into demand for commercial and non-
commercial spaces; and
Forecast demand for proposed land uses in market area over 5 to 10 years
and quahtify potential market share for the project.
.
.
.
.
1.6: Developme:pt Programming
Work Products:
Work with th~ project team to analyze vacant and underutilized land in the study
area, awners~ip patterns, and the potential for assembly of significant parcels for new
development br redevelopment in catalyst locations. Prepare development program
recommendabions which address the follawing factors:
.
Mix of land uses;
Market niches with provide immediate development potential;
Sale pri~e and lease rate ranges;
Image $d theme;
Amenities; and
Other critical factors.
.
.
.
.
.
Work with the project team to formulate a development strategy which includes the
follawing cO1flponents:
.
Develoþment strategy, i.e. ownership I management position, leasel sale
provisi<J>ns, development process;
Organi~ational structure for implementing development of properties
(acquisition, assemblage, disposition);
Development partner roles and responsibilities;
Phasin~ program for priority public and private investments;
Positioming strategy for targeting properties to intended audiences; and
Financq"g strategy including tools and incentives.
.
.
.
.
.
Market Reconnaissan~e Report (Memorandum)
Competitive Supply Analysis
Retail Inventory and iT oid Analysis
Market Demand Ana~yses (Detailed Commercial, Limited Residential and Employment)
Market Positioning Sltrategy
Development Progra~ming for Key Catalyst Projects
. The Leland Team. Redevelopment Strategists
Page 1
~p-
a:
LÞl cuM ; ~T~ L fZ&vrseJ P ~f os V\ ( I
11/t1f1/0+
SCOPE OF WORK: CITY OF FEDERAL WAY, W A
I
Leland Consulting Grþup's approach to a development project such as this is to cultivate
an understanding of the demands of the marketplace, barriers to investment (regulatory,
financial, physical and. market), and valued assets of the property and surrounding
environs, while educaiting and building support. A critical distinction in our approach is
the formulation of a n).arket strategy vs. a market study. We feel strongly that a market
strategy will provide you with a thorough understanding of: the physical environment
within which development exists (through iterative dialogue with your designers and
engineers); user grouF profiles for various development types; factors necessary for
success; and, a platfor~ for action. Key components of the market strategy will include:
Clearly defining fue vision, theme and quality of development;
Providing a "reality check" for future efforts;
Quantifying markJet conditions and translating them into opportunities;
Identifying targetimarkets and quantifying their depth;
Working in an ite~ative environment with other members of the team;
Understanding the financial implications of the development; and
Defining a platforkn for action.
Ultimately, the marke~ strategy will provide you and your partners with an accurate,
independent and market-driven "story" to tell potential developer, lender and investor
audiences. '
.
.
.
.
.
.
.
,
Based on the assignment parameters and objectives outlined above, a multi-task work
scope and method of 4pproach has been prepared to complete an analysis of market
conditions (Phase I) far the City of Federal Way's City Center area. We anticipate
completing subsequent work in phases with authorization to proceed on each phase
contingent on the satisfactory completion of previous phases and tasks (and based on
I
market findings.) Welalso anticipate making refinements to this proposed scope in
consultation with the ~lient team.
PHASE 1.0 MARKET At'JAL YSIS ($38,500)1
1.1: Site and M..rket Reconnaissance
.
Identify: surrounding conditions, and type and ownership of land uses;
Consider access and visibility of properties within the study area from
major transportation thoroughfares;
Evaluat~ availability of existing and planned infrastructure, including
road networks and utility lines;
Evaluat~ effect(s) of the market area's overall development image and
political climate;
.
.
.
I
1 Includes executive summ¥ry report 15 to 25 pages.
I
I
. The Leland Team, Rede,velopment Strategists
Page 1
'Dr)
.
Researth impacts of select (re)development concerns, e.g., zoning, water
rights, public works capacity and other restrictions to development and
redeve!opment; and
I
Meet "'lith other project team members to discuss physical factors which
will aff~ct marketability of select properties.
.
1.2 "Delivery $ystem" Capacity Analysis
Complete qne-one-one meetings with key property and business owners and
real estate professionals, including representatives of the "development
delivery" system such as public officials, financiers, developers and others.
The purpo* of these interviews will be to discuss opportunities and
constraints ("barriers") to past and future economic development efforts.
1.3: Trade Area: Identification
,
Detennine the trade area(s) for proposed land uses considering impacts from:
.
Physic~l barriers, such as highways, major arterials, etc.;
Location of possible competition, both within and outside the market;
Proximity to population and/ or employment concentrations; and
I
Market:factors which will set values for development.
.
.
.
1.4: Historical and Projected Economic and Demographic Data
I
I
Analyze the follawing market indicators:
.
Charac~eristics of new and existing residents;
Popula~on growth;
Household growth;
Household income levels;
Consunjler spending patterns;
Lifestyle characteristics (psychographies);
Emplo)iment growth; and
Other mdicators, as identified.
.
.
.
.
.
.
.
1.5: Competitive Supply Analysis
.
I
Complete a retail audit/inventory of stores and services in the trade area;
Iden~ select mixed-use projects in the region with commercial
develoRment as its anchor;
Conduct interviews with market area planning and community
develoBment officials regarding area trends/issues, planned projects and
develo¡:1ments currently under construction; and
Conduct a comparative analysis of competitive projects (commercial-only
and mi~ed-use) based on location, size, character and theme, pricing,
produc~ type/mix, absorption rate, target market, and sources of demand.
,
.
.
.
. The Leland Team, Red~velopmellt Strategists
Page 1
73/1
,
,
Considet impact of proposed and existing activity generators in the area;
I
Analyze factors which will impact future demand for (re)development
opportu~lÌties among select product types (commercial-only, select stores,
and mix~d-use);
Assess tJile market's ability to accommodate niche opportunities (quantify
their potential by use and type);
Consider the area's and select catalyst properties' competitive position and
ability to capture market share;
Identify k,pportunities for building on existing retail/ service strengths and
strong c~mmercial block clusters -- developing a traffic-generating anchor
district;
Translat~ these opportunities into demand for commercial and mixed-use
spaces; and
Forecas~ demand for proposed uses in the market area over 5 to 10 years
and quantify potential market share for the area.
I
1.6: Market Deoitand Analysis
!
.
.
.
.
.
.
.
1.7: Development Programming
I
,
Work with tlt'ß project team to analyze vacant and underntilized land in the study
area, ownersHip patterns, and the potential for assembly of significant parcels for new
development þr redevelopment in catalyst locations based on the findings of the market
analysis. Prepare development program recommendations which address the following
factors: '
.
Mix of l~nd uses;
Market ¡niches with provide immediate development potential;
Sale priçe and lease rate ranges;
Image ~nd theme;
Ameniijes; and
Other critical factors.
.
.
.
.
.
Work Products:
Market Reconnaissan~e Report (Memorandum)
"Delivery System" C~pacity Analysis (White Paper)
Economic and Demo$raphic Profile
Competitive Supply Analysis
Retail Inventory and yoid Analysis
Market Demand Ana~yses (Commercial and Mixed-Use)
Development Programming for Key Catalyst Projects
,
. The Leland Team. Redevelopment Strategists
I
13/5
Page 1
FIRM
Gibbs
LeiandfRTKL
~-
~
'\
Buxton
Hunter
Comparison of Retail Market Study Consultants
ANALYSIS COMPONENTS
Define Trade Area
10 customer base
Demographic data from census + buying patterns
10 other major retail centersfcompetition
Factor in traffic, newfproposed projects, etc.
Project immediateflong-term growth customer base can support
10 retail growth categories + detailed list of potential tenants
Use Status Quo, Max Growth models
Market Strategy vs. Market Study
Site and market reconnaissance
10 Trade area
Historical and projected economic/demo data (census, Claritas, ESRI-BIS)
Competitive supply analysis (incl comparative analysis of projects, stores + interviews)
Market demand analysis (incl niche opportunities, anchors + forecast for 5-10 yrs)
DevefopII,ellt fJ,uYlèlllllllilly{mixoflJSes,-rnarlœtníches, prícettease;-amenities} - - - -
Development strategy (potential sites, roles, phasing, financing, etc.) .
Phase 1- Retail Trade Area Determination
Product demand analysis (ave. annual household purchases against national ave.)
Analysis of households (psychographic profiles)
Product demand analysis (ave. annual household purchases against national ave.)
Phase /1- Retail Site Selection and Tenant Analvsis
Analyze potential retail center
Tenant selection and analysis
Analysis of similar retail centers
Lifestyte Center as first step in creating multiuse urban(e) center
10 functional trade area (drive time analysis, local area sales, competitive market assessment/mapping)
Define demographics and use locally generated info (PSRC), not just census, etc.
10 sales support for "lifestyle retailers" in FW trade area (focus on different retailers than mall product)
Analyze potential transfer of sales from existing "lifestyle" centers
Comparison with analogous projects
Nuances: Long-term perspective of regional retail market
Access to trade area perspectives from selected retailers
Experience with site selection criteria used by critical tenants
DELIVERABLES
Qualitative opinion on retail opportunities, incl amount of sq. ftge
Excessfdeficit of existing retail by category
List of retailfentertainment bsns as potential new tenants
Contact RE brokers, developers, tenants, ICSC Conf, ULI Conf, etc.
Includes professional peer review at his expense
Market Reconnaissance Report
Competitive Supply Analysis
Retail Inventory and Void Analysis
Market Demand Analyses (retail, some residtl, employ)
Market Positioning Strategy
Development Programming for Key Catalyst Projects
-------
- - - ---
--------
Map of drive-time trade areas
Household psychographic profiles
Product demand analysis for drive-time trade area (20 top retailers)
Trade area polygons overlaid on map
Household profiles compared to retailers' target area profiles
Dominant segment household densities
Marketing binder
Retailer-specific marketing packages (up to 20)
Projected sales volumes from FW trade area
Supportable retail rents from FW trade area
Merchandise programming
Key tenant strategies (key retailers)
Develop marketing piece for developer solicitation
Present to approx. 10 lifestyle center/retail developers
FIRM
Gibbs
Leland/RTKL
-~ ------
~
-J
Buxton
Hunter
FEE
$25,000 + travel/expenses
$42,500
$60,000 = up to $2,000 traveltexpenses
(after 11/1/04 - $70,000)
$15,750 +approx. $3,000 travel/expenses
Comparison of Retail Market Study Consultants
PROS
Retail and planning experience
Focus on neourbanist, town-center development
Identifies retailers our market could support
Would identify what City could do to enhance market forces
Would share FW report with "many" retail/developer contacts
Lower cost
"Whole package" of retail, planning and development experience
Detailed review of demographic data - not just census
Provide demand for retail, office, limited housing
Identifies retailers our mark~t could support
Would provide development strategy
Included timeline
-- ------------
Detailed demographic/psychographic analysis
Focused comparison to retailers' criteria
Provide market packages for up to 20 retailers
Included timeframe - not timeline
Retail and planning experience
Recognizes "big picture" for FW City Center
Detailed demographic analysis - with local info
Detailed retail demand/renUprogramming analysis
Would present FW case to 10 lifestyle center developers
Has Federal Way experience
Provided timeline with hourly break-down
Lowest cost
CONS
May rely excessively on census data
Does not provide "development" services
No time line provided
Inclusion of planning services may "fatten"/Iengthen scope
Higher cost
No planning or lifestyle center orientation
Does not provide "development" services
May be overly focused on Buxton client list
Highest cost
Does not provide "development" services
CITY OF FEDERAL WAY
CITY CCDUNCIL COMMITTEE STAFF REPORT
DATE:
TO:
December 14, 2004
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VIA:
FROM:
Finance, Economiq Developm~ ~d ~~9o.nal Affairs Committee
David Moseley, City Manager'D\J\A- \:""""
Derek Matheson, Assistant City Manager~
Jason Suzaka, Dep~ty City ClerkJManage~ent Analys@"')
SUBJECT: Espresso Cart Con~ract
Policy Question
Should the Council authorize thtr City Manager to enter into a contract for providing espresso
services at city hall?
Background
There has been interest amongst: both city staff and visitors to city hall to provide espresso
services at city hall during norm~l working hours and city council meetings. Currently these
services must be obtained outsidfe of city hall at businesses throughout the city.
Staff went out for a proposal, re\:eiving one response from The Java Store in Federal Way. The
attached draft contract is very similar to ones used for concessionaire services at Celebration
Park. It calls for a one-year deaL with an option for another year at the City's discretion. The
vendor has agreed to remit to tM city a percentage of gross revenues on a sliding scale as shown
in section 5 of the agreement. A list of products and prices is provided in Exhibit B. The vendor
also agrees to pay for the cost o~ installing a three-compartment sink, per King County Health
Department regulations.
At this time, the plan is for the ~endor to be open during normal working hours and during City
Council meetings; both the City ¡and The Java Store will continue to work together to determine
if services should be provided at other important meetings.
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Options
1. Authorize the City Manager tþ enter into a contract with The Java Store to provide espresso
services to the City and its visitors to city hall."
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Pros:
1. Provides a convehient place for providing coffee and other refreshments to both
city employees aq,d visitors without having to travel outside of city hall.
2. Supports a local ~ederal Way business
3. Provides a small ~mount of revenue to the City.
4. Bid is consistent with other concession contracts.
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2. Go back out for a re-bid for eßpresso services.
Pros:
l. May receive a m~re favorable proposal from another vendor.
Cons:
1. May receive proposals that are not as favorable as first bid.
3. No espresso cart in city hall. I
Cons:
1. Staff and visitors:will need to continue traveling outside of city hall for
refreshments. '
2. Loss of potential :revenue to city.
Staff recommendation
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Staff recommends option l; to authorize the City Manager to enter into a contract with The Java
Store to provide espresso servic~s to the City and its visitors to city hall.
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Committee recommendation
Forward option to the full Oity Council for approval at the January 18th Council meeting.
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APPROV AL OF COMMIT1 EE REPORT:
Eric Faison
Committee Chair
Jeanne Burbidge
Committee Member
Jim Ferrell
Committee Member
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AGREEMENT
FOR
CIT)[ HALL CONCESSION SERVICES
This Professional Servi~es Agreement ("Agreement") is dated effective this day of
,20_. The parties ("Parties") to this Agreement are the City of Federal Way,
a Washington municipal corpOJration ("City"), and The Java Store, a Washington corporation,
("Concessionaire"). .
A. The City seeks the tetnporary professional services of a skilled independent contractor
capable of working without direct supervision, to provide food and beverage services to the general
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public at Federal Way City Hall main lobby; and
B. The Concessionaire bas the requisite skill and experience necessary to provide such
servIces.
NOW, THEREFORE, th~ Parties agree as follows:
1.
Services.
Concessionaire shall prqvide services as set forth in Exhibit "A" attached hereto and
incorporated by this reference, a~ concession stand ("Concession Stand") located at City Hall main
lobby ("Services"), in a manner ¡consistent with the accepted practices for other similar services,
performed to the City's satisfactiqn, within the time period prescribed by the City and pursuant to the
direction ofthe City Manager or;his or her designee.
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1.1 Customer: Service. Concessionaire and all of its employees, agents, or
representatives shall pro~ide the highest quality of customer service and shall treat all
customers with courtesy <j.nd respect. Concessionaire shall honor all reasonable requests for
refunds including reques~s from customers that are dissatisfied with any food, beverage or
other product sold by CoIicessionaire or from customers who have lost money in any vending
machine owned by Conc~ssionaire.
1.2 Employee~ Appearance. All of Concessionaire's employees, agents,
representatives or licens~es shall have a neat, clean and sanitary personal appearance and
those who come in direct þontact with the public shall wear clothing or identification, which
distinguishes them as employees of Concessionaire.
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1.3 Employee! Training. Concessionaire shall provide a training program for its
employees, agents, or rtWresentatives for the development of the skills and techniques
necessary to perform its: obligations under this Agreement including but not limited to
promoting customer serv~ce, produce and service presentation, cleanliness, positive attitude
and promoting the City's philosophy and policy.
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1.4 Staffing. 1!he Concession Stands shall be properly staffed in order to prevent
undue delay to the public. I Concessionaire shall plan its staffing in advance and anticipate to
the best of its ability an~ events, such as holidays or special events, which may require
additional staffing. In the event the City determines in its sole discretion that Concessionaire
is not adequately staffing ¡the Concession Stands, it may notify Concessionaire of that fact
and Concessionaire shàll immediately increase its staffing to meet the City's
recommendation.
1.5 Hours of cpperation. The Concession Stands shall remain open during the
hours of operation set foI11h in Exhibit "A", unless the City notifies the Concessionaire of
other hours of operation, and such hours of operation shall be posted in a conspicuous place
on the Concession Stands.
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1.6. Pricing. ~ll pricing of any food, beverage or other product as set forth in
Exhibit "B" attached hereto and incorporated by this reference, must be competitive and must
be approved in writing by! the City. Concessionaire may not change any pricing without the
City's prior written consent, which consent may be withheld for any reason.
1.7 Products. All food, beverage or other products offered for sale by
Concessionaire to the public shall be approved in writing by the City prior to distribution or
sale of any such products.: Concessionaire shall comply with any reasonable requests made
by the City to either add or eliminate certain types of food, beverage or other products.
2.
Concession Equipment.
2.1 Delivery. roncessionaire agrees to deliver and/or install, within (number of
weeks) from the executiqn of this Agreement, at its sole cost and expense, the concession
facilities, machines and dluipment described in Exhibit "C" attached hereto and incorporated
by this reference ("Conc~ssion Equipment").
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2.2 Alteratio~. Concessionaire shall not make any alterations, additions or
improvements to the CoI¥:ession Stands or to the Concession Equipment without the City's
prior written consent, wh~ch consent may be withheld for any reason. In the event the City
consents to the making Ç>f any alterations, additions or improvements to the Concession
Stands and/or Concessiot(1 Equipment, the same shall be made at Concessionaire's sole cost
and expense, and in the event such alterations, additions or improvements are made to a
structure, building or oth~r improvement attached to the real property, the same will become
a part of the real property and be surrendered to the City upon the termination of this
Agreement. The Cityha$ no obligation to alter, remodel, improve, repair, decorate or paint
the Concession Stands.
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2.3 Removal pfEquipment. In the event the City notifies Concessionaire that it
desires the removal of Hie Concession Equipment at any time, Concessionaire shall, at its
sole cost and expense, retnove the Concession Equipment and repair any damage to the real
property caused by such removal within the time period prescribed by the City.
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2.4 Maintena 'ceo Concessionaire shall, at its sole cost and expense, maintain the
Concession Stands and oncession Equipment and the surrounding real property in good
condition and repair, incliIding, but not limited to, maintaining the Concession Stands in a
neat, clean and sanitary cqndition and removing all garbage, trash or other debris on a regular
basis pursuant to' the City1s instructions.
2.5 Damage t<{ Concession Stands. Ifthe Concession Stands or any part thereof
are damaged by any cause! other than the sole negligence of the City, its employees or agents,
Concessionaire shall, at :its sole cost and expense, restore the Concession Stands to a
condition equivalent to OJ;- better than their condition immediately prior to such damage.
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2.6 City ReiJ11.bursement. In the event Concessionaire fails to remove the
Concession Equipment ~ursuant to paragraph 2.3, maintain the Concession Stands or
Equipment pursuant to paragraph 2.4, or repair the Concession Stands pursuant to paragraph
2.5, the City may, but in nþ event is the City obligated to, remove the Concession Equipment
or perform the mainteniance or repair and the Concessionaire shall, upon demand,
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immediately pay the City the costs and expenses of such removal, maintenance or repair. In
the event Concessionair~ fails to comply with the terms of this paragraph, the City may
confiscate the Concessio* Equipment or any part thereof and sell the same, the proceeds of
which sale will be creditejd against any costs or expenses incurred by the City. The sale of
the Concession Equipme~t shall not constitute an election of remedies by the City but will be
in addition to any remedies available to the City at law, in equity, by statute or under this
1\greement. '
2.7 Utilities, ífaxes and Expenses. Concessionaire shall pay all costs and
expenses associated with the operation of the Concession Stands other than utility expenses
for water and power, w~ich will be paid by the City. Concessionaire shall pay directly,
before delinquency, any and all taxes levied or assessed upon its leasehold improvements,
equipment, furniture, fixtjures and personal property located on the City's property.
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3.
Term.
The term ofthis 1\greem~nt shall commence upon the effective date ofthis 1\greement and
shall continue until the completi~n ofthe Services, but in any event no later than one (1 ) year from
the effective date, plus a one (1) year option at the City'S discretion ("Term"). This 1\greement may
be extended for additional perio~s of time upon the mutual written agreement of the City and the
Concessionaire.
4.
Termination.
Prior to the expiration ofthe Term, the City may terminate this 1\greement immediately, with
or without cause.
5. Compensation.:
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5.1 Total Co$ensation. The Concessionaire agrees to pay the City an amount
equal to 10% of the Co,cessionaire's gross monthly revenue, excluding state sales tax
("Percentage Payment"), if gross monthly revenue is between $0.00 and $5,000.00;
Concessionaire ~grees to pay the City an amount equal to 15% of the
Concessionaire's gross mtmthly revenue, excluding state sales tax, if gross monthly revenue
is between $5,000.01 andi $7,500.00;
Concessionaire a~ee to pay the City an amount equal to 20% ofthe Concessionaire's
gross monthly revenue, excluding state sales tax, if gross monthly revenue is $7,500.01 or
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higher. :
The term "Gross: Monthly Revenue" shall mean the total amount charged by
Concessionaire, its emplqyees, agents, or licensees, for all goods and merchandise sold or
services performed, whetþer for cash or other consideration or on credit, and regardless of
collections, including but not limited to orders taken at the Concession Stand but filled
elsewhere and orders taken elsewhere but filled at the Concession Stands.
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5.2 Payment :Que Date. Concessionaire shall deliver the Percentage Payment to
the City on or before the +-- day of each month for Gross Monthly Revenue received during
the preceding month ("D,e Date").
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5.3 Access to ~ecords. Concessionaire shall provide a written statemént to the
City on the Due Date shqwing the total Gross Monthly Revenue for the preceding month
("Statement"). Concessiqnaire will provide the City or the City's agents or representatives
reasonable access to the ~ooks and records of Concessionaire for the purposes of auditing
and inspecting the same t~ verify the Statement. The records shall include documents from
which the original trans~tion entry was made, including sales slips, cash register tapes,
and/or purchase invoices.:
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5.4 Cash Regi~. All sales, other than sales from vending machines, shall be
recorded by cash registers, which display to the customer the amount of the sale and
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automatically issue receipts certifying the transaction amount. The cash registers shall be
equipped with devices wHich lock in sales totals, transaction records, produce duplicate audit
tape, contain counters which cannot be reset and which record the transaction numbers and
sales details on such tape.! Any errors shall be noted by Concessionaire on the audit tape with
an explanation. Cash register readings shall be recorded by Concessionaire at the beginning
and the end of each business day.
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5.5 Late Fee. !Concessionaire acknowledges that late payment to the City ofthe
Percentage Payment will pause the City to incur costs not contemplated by this Agreement,
the exact amount of whiþh will be difficult to ascertain. Accordingly, if the Percentage
Payment is not received ~ the City on the Due Date, Concessionaire agrees to pay a late fee
equal to Twenty-Five and Noll 00 Dollars ($25.00).
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5.6 Concessi 'naire Res onsible for Taxes. The Concessionaire shall be solely
responsible for the paym nt of any taxes imposed by any lawful jurisdiction as a result ofthe
performance and payment ofthis Agreement; including, but not limited to, Leasehold Excise
Tax, currently at a rate of 12.84 %.
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5.7 Installatio* of Plumbing. The Concessionaire is responsible for payment of
the installation and plan r~view of a three-compartment sink, to be located in Room 1082 of
Federal Way City Hall. IIistallation will be performed by the city, who will match the lowest
bid provided by Concessipnaire.
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6. Compliance with Law~.
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Concessionaire shall comþly with and perform the Services in accordance with all applicable
federal, state, and City laws incbflding, without limitation, all City codes, ordinances, resolutions,
standards and policies, as now existing or hereafter adopted or amended, including but not limited to
the following: '
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(i) Federal, state and local health, safety and licensing laws relating to the sale of
concession goods; and .
(ii) City code prov~sions requiring any person or entity doing business in the City to
obtain a business registra~ion.
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7.
Warranty.
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The Concessionaire warr~ts that it has the requisite training, skill and experience necessary
to provide the Services and is apþropriately accredited and licensed by all applicable agencies and
governmental entities, including: but not limited to being registered to do business in the City of
Federal Way by obtaining a City: of Federal Way business registration.
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8.
Independent Conttactor/Conflict of Interest.
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It is the intention and urderstanding of the Parties that the Concessionaire shall be an
independent contractor and that the City shall be neither liable nor obligated to pay Concessionaire
sick leave, vacation payor any other benefit of employment, nor to pay any social security or other
tax which may arise as an incid¿nt of employment. The Concessionaire shall pay all income and
other taxes as due. Industrial or any other insurance, which is purchased for the benefit ofthe City,
regardless of whether such may provide a secondary or incidental benefit to the Concessionaire, shall
not be deemed to convert this I Agreement to an employment contract. It is recognized that
Concessionaire mayor will be phforming professional services during the Term for other parties;
provided, however, that such pe¥ormance of other services shall not conflict with or interfere with
Concessionaire's ability to perfonn the Services. Concessionaire agrees to resolve any such conflicts
of interest in favor of the City. :
9.
Indemnification.
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9.1 Contractqr Indemnification. The Concessionaire agrees to indemnify, defend,
and hold the City, its eleqted officials, officers, employees, agents, and volunteers harmless
from any and all claimsJ demands, losses, actions and liabilities (including costs and all
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attorney fees) to or by apy and all persons or entities, including, without limitation, their
respective agents, licensþes, or representatives, arising from, resulting from, or connected
with this Agreement to (he extent caused by the negligent acts, errors or omissions of the
Concessionaire, its part*ers, shareholders, agents, employees, or by the Concessionaire's
breach of this Agreeme~t. Concessionaire waives any immunity that may be granted to it
under the Washington State Industrial Insurance Act, Title 51 RAW. Concessionaire's
indemnification shall no~ be limited in any way by any limitation on the amount of damages,
compensation or benefit~ payable to or by any third party under workers' compensation acts,
disability benefit acts or lany other benefits acts or programs.
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9.2 City Inderl1lification. The City agrees to indemnify defend, and hold the
Concessionaire, its offict:1rs, directors, shareholders, partners, employees, and agents harmless
from any and all claims, ~emands, losses, actions and liabilities (including costs and attorney
fees) to or by any and al~ persons or entities, including without limitation, their respective
agents, licensees, or representatives, arising from, resulting from or connected with this
Agreement to the extent solely caused by the negligent acts, errors, or omissions of the City,
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its employees or agents. '
9.3 Survival. ¡ The provisions of this Section shall survive the expiration or
termination ofthis Agre~ment with respect to any event occurring prior to such expiration or
termination.
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Equal Opportunity Employer.
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In all Concessionaire's adtivities, including the performance ofthe Services and all hiring and
employment made possible by 0" resulting from this Agreement, there shall be no discrimination by
Concessionaire or by Concessioaaire's employees, agents, subcontractors or representatives against
any person because of sex, age (c:xcept minimum age and retirement provisions), race, color, creed,
national origin, marital status or the presence of any disability, including sensory, mental or physical
handicaps, unless based upon a Ibona fide occupational qualification in relationship to hiring and
employment. This requirement shall apply, but not be limited to the following: employment,
advertising, layoff or termination, rates of payor other forms of compensation, and selection for
training, including apprenticesh~p. Concessionaire shall not violate any of the terms of Chapter
49.60 RCW, Title VII of the Civ,l Rights Act of 1964, the Americans With Disabilities Act, Section
504 ofthe Rehabilitation Act of ~ 973 or any other applicable federal, state or local law or regulation
regarding non-discrimination. I Any material violation of this provision shall be grounds for
termination of this Agreement by the City and, in the case of the Concessionaire's breach, may result
in ineligibility for further City agreements.
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10.
Confidentiality. !
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All information regardi~g the City obtained by Concessionaire in performance of this
Agreement shall be considered ponfidential. Breach of confidentiality by Concessionaire will be
grounds for immediate terminat,on.
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11.
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The Concessionaire agree~ to carry as a minimum, the following insurance, in such forms and
with such carriers who have a rating, which is satisfactory to the City:
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12.1 Workers' pompensation and employer's liability Insurance in amounts
sufficient pursuant to the ~aws of the State of Washington;
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12.2 CommercÜl1 general liability insurance with combined single limits ofliability
not less than $1,000,0001 for bodily injury, including personal injury or death, products
liability and property damage.
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12.3 Automobqe liability insurance with combined single limits ofliability not less
than $1,000,000 for bodil~ injury, including personal injury or death and property damage.
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The City shall be name4 as additional insured on all such insurance policies, with the
exception of workers' compen~ation coverage. Concessionaire shall provide certificates of
insurance, concurrent with the exfcution ofthis Agreement, evidencing such coverage and, at City's
request, furnish the City with copies of all insurance policies and with evidence of payment of
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premiums or fees of such polici$s. All insurance policies shall contain a clause of endorsement
providing that they may not be te¡jminated or materially amended during the Term of this Agreement,
except after thirty (30) days prio~ written notice to the City. If Concessionaire's insurance policies
are "claims made" or "claims paid", Concessionaire shall be required to maintain tail coverage for a
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minimum period of three (3): years from the date this Agreement is actually terminated.
Concessionaire's failure to maint~in such insurance policies shall be grounds for the City's immediate
termination of this Agreement. :
12.
Insurance.
The provisions ofthis Se~tion shall survive the expiration or termination ofthis Agreement
with respect to any event occurring prior to such expiration or termination.
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13. Non-Exclusive Ri~ht. This Agreement does not grant Concessionaire an exclusive
right to distribute its products. T~e City reserves the right to grant to other persons or entities any of
the rights contained herein or otijerwise.
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14. ~. ConcessioI).aire shall be limited to placing a sign on the concession stand only.
Concessionaire shall not place 4ny sign, notice or advertising matter in or about the City's real
property, without the City's prior written consent, which consent may be withheld for any reason. If
required by City code, Concessioþaire shall obtain all necessary permits in connection with any such
SIgnS.
General Provision~.
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15.1 Entire A$feement. This Agreement contains all of the agreements of the
Parties with respect to aþy matter covered or mentioned in this Agreement and no prior
agreements shall be effeqtive for any purpose.
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15.
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15.2 Modific tion. No provision ofthis Agreement, including this provision, may
be amended or modi fie except by written agreement signed by the Parties.
15.3 Full For I e and Effect. Any provision of this Agreement, which is declared
invalid or illegal shall i no way, affect or invalidate any other provision hereof and such
other provisions shall remain in full force and effect.
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15.4 Assi~. Neither the Concessionaire nor the City shall have the right to
transfer or assign, in whole or in part, any or all of its obligations and rights hereunder
without the prior writte~ consent of the other Party.
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15.5 Success9rs in Interest. Subject to the foregoing Subsection, the rights and
obligations of the Partie~ shall inure to the benefit of and be binding upon their respective
successors in interest, heirs and assigns.
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15.6 AttorneviFees. In the event either ofthe Parties defaults on the performance
of any terms of this Agr~ement or either Party places the enforcement of this Agreement in
the hands of an attorney~ or files a lawsuit, each Party shall pay all its own attorneys' fees,
costs and expenses. Th~ venue for any dispute related to this Agreement shall be King
County, Washington.
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15.7 No Wai\!er. Failure or delay of the City to declare any breach or default
immediately upon occurtfence shall not waive such breach or default. Failure ofthe City to
declare one breach or default does not act as a waiver of the City's right to declare another
breach or default.
15.8 Governi~g Law. This Agreement shall be made in and shall be governed by
and interpreted in accordJance with the laws of the State of Washington.
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15.9 Authority. Each individual executing this Agreement on behalf of the City
and Concessionaire reprpsents and warrants that such individuals are duly authorized to
execute and deliver this Agreement on behalf ofthe Concessionaire or the City.
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15.10 Notices. Ànynotices required to be given by the Parties shall be delivered at
the addresses set forth bdlow. Any notices may be delivered personally to the addressee of
the notice or may be depqsited in the United States mail, postage prepaid, to the address set
forth below. Any notice ~o posted in the United States mail shall be deemed received three
(3) days after the date ofþ1ailing.
15.11 Captions. I The respective captions of the Sections of this Agreement are
inserted for convenience lof reference only and shall not be deemed to modify or otherwise
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affect any of the provisioþs of this Agreement.
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15.12 Performarlce. Time is ofthe essence of this Agreement and each and all of its
provisions in which perfqrmance is a factor. Adherence to completion dates set forth in the
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description of the Serviþes is essential to the Concessionaire's perfonnance of this
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Agreement.
15.13 Remedies Cumulative. Any remedies provided for under the tenns of this
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Agreement are not intendtrd to be exclusive, but shall be cumulative with all other remedies
available to the City at law, in equity or by statute.
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15.14 Counterpatt2' This Agreement may be executed in any number of
counterparts, which coun~erparts shall collectively constitute the entire Agreement.
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15.15 Compliance with Ethics Code. If a violation of the City's Ethics Resolution
No. 91-54, as amended, þccurs as a result of the fonnation and/or perfonnance of this
Agreement, this Agreeme~t may be rendered null and void, at the City's option.
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15.16 E ual 0 ortunit to Draft. The parties have participated and had an equal
opportunity to participate n the drafting ofthis Agreement, and the Exhibits, if any, attached.
No ambiguity shall be cdnstrued against any party upon a claim that that party drafted the
ambiguous language. .
DATED the day and yearlset forth above.
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By:
Its:
CITY OF FEDERAL WAY
By:
David H. Moseley, City Manager
33325 8th Ave S
PO Box 9718
Federal Way, Washington 98063-9718
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ATTEST:
City Clerk, N. Christine Green, !CMC
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APPROVED AS TO FORM: :
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Patricia A. Richardson, City Attorney
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STATE OF WASHINGTON) i
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On this day personally appeare~ before me, , to me
known to be the individual des~ribed in and who executed the foregoing instrument, and on oath
swore that he/she/they executedlthe foregoing instrument as hislher/their free and voluntary act and
deed for the uses and purposes ~herein mentioned.
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COUNTY OF
GIVEN my hand and official seal this
day of
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(typed/printed name of notary)
Notary Public in and for the State of Washington.
My commission expires
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The Concessionaire agrees to pr1vide services during the days and hours listed below:
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EXHIBIT A
Federal Way City Hall
33325 8th Avenue South
Federal Way, W A 98003
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Monday through Friday, 8:00 a~ to 5:00 pm
In addition, concessionaire agree~ to provide services for City Council meetings on the first and third
Tuesdays of every month and fo~ other large gatherings as requested by the City.
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EXHIBIT B
"qoncessionaire Product Price List"
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Hot Drinks
The J~va Espress Menu
Serving Dillano's Coffee
120z ~60z 200% 24oz
1 shot ~ shot 1$ 3 shot s 4 shots
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320%
5 shots
Americano 1.35
Breve 3.05
Cappuccino 2.40
Caramel Macchiato 2.20
Latte (1 Flavor) 2.40
Mocha W/Choc 2.65
Chai Tea Latte 2.20
Cider caramel apple 2.00
Hot Chocolate 1.60
Herbal Tea 1. 10
1160
3130
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2165
2]50
2j65
2J90
2.150
2.150
2.110
1.'fI5
1.85
3.60
2.95
2.80
2.95
3.20
2.80
2.75
2.50
1.80
2.10
4.10
3.45
3.10
3.45
3.70
3.10
3.00
3.00
2.10
4.00 (Flavors .35 Extra)
5.50 (Flavors .35 Extra)
p.OO (Flavors .35 Extra)
5.00
5.00 (Flavors .35 Extra)
5.50 (Flavors .35 Extra)
5.25 (Several Flavors Avail)
4.00 (Several Flavors Avail)
4.00 (With Marshmallows)
3.75 (Several Flavors Avail)
Cold Drinks
12oz
1 shot
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16oz
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21shot 1$
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3.~0
2.60
2.~
2.V5
3.~
2.1(0
tr5
2.65
2.50
2.~0
20oz
3 shots
24oz
4 shots
32oz
5 shots
Big Train 3.00
Caramel Macchiato 2.20
Cider caramel apple2.00
Fruit Smoothie 2.50
Frappuccino MIS 3.00
Italian Soda 2.20
Iced Café Amer 1.50
Iced Café Latte 2.30
Iced Chai Tea 2.20
Energy Drinks 2.25
4.00
3.00
2.75
3.00
4.00
2.95
2.00
2.95
2.80
3.00
4.50
4.00
3.00
4.00
4.50
3.45
2.25
3.45
3.10
4.00
5.00 (Several Flavors Avail)
5.00
5.00
5.00 (Several Flavors Avail)
5.00 (MIS = Milkshake)
5.00 (Several Flavors Avail)
5.00 (Flavors .35 Extra)
5.00 (Flavors .35 Extra)
5.00 (Several Flavors Avail)
5.00 (Several Flavors Avail)
Specialty Drinks:
,
12oz :
1
1 shot 1
,
16oz
2 shot s
20oz
3 shot s
24oz
4 shots
32oz
5 shots
Atldns Drinks 3.00 3.75 4.25 4.75 5.50
Man" Sugar Free Flavors and Avaflable In Decaf (AtkIns Shake Substitute .75).
I
I
Weiflht Watchers Compatible - Brjng your calorie counter will count tor you.
Man" Sugar Free Flavor. and Avaflable In Decaf.
I
Extras:
So, .50
Extra Shot .50
Extra Flavor .50
Atkins Shake. 75
Extra Half/Half .50
ClS
I
THE JA VA ESP~SS BREAKFAST AND LUNCH MENU
Breakfast Menu
Sausage,egg and cheese ~n a bagel
I
1
Bacon,egg and cheese onll a bagel
I
1
I
I
$3.00
$3.00
Cinnamon Roll
$2.00
Blueberry Muffin
$1.50
Lunch Menu
,
I
1
I
\
Cinammon Raisin Bagel ~/eream cheese
I
1
Blueberry Bagel w/eream\ cheese
I
1
Plain Bagel w/cream cbee~e
\
1
I
,
I
,
,
,
,
,
$1.50
Banana nut Muffin
$1.50
$1.50
$1.50
Ham,Swiss,Lettuce on W'ite w/chips and cookies Lunch Box
,
$5.99
Turkey,Swiss,Lettuee on White w/ehips and cookies Lunch Box
1
$5.99
1
RoastBeef,Swiss,Lettuce o~ White w/chips and cookies Lunch Box$5.99
I
,
,
Reg Polish Dog on a Hoag;e
,
1
Spicy Polish Dog on a Hoa~ie
$2.50
$2.50
I
,
Reg or Spicy Polish Dog o~ a Hoagie Lunch special w/chips & pop $3.50
Brownies
$1.50
,
Choc or White Choc cookifs (possibly Otis Spunkmeyer)
1
,
1
,
I
All prices subject to Washington Sale$ Tax 9.3%
I .
$1.00
Cll,
EXHIBIT C
"Concession Equipment"
Cll
RFP - Espresso Cart"
The Java Espress
I
I
Kiosk (Espresso Cart) equipment, Espresso Macbine, all necessary
equipment ~o open an Espresso Cart.
I
1
1) Ijeiosk (Espresso Cart)
a. 6 feet long with two 18 inch wings on either
side.3 Y2 feet wide from side to side. One 23
inch cubic foot commercial refrigerator in the
cart. A one compartment hand washing sink on
the cart. Banner over top with name of business
(to be decided when cart is installed).
b. Two group semi automatic Espresso Machine.
2001 La San Marco model. Requires 220 amp
plug.
c. One Grinder 2 Yz pound capacity. No special
requirements.
d. Color to be decided will negotiate with City on
this issue.
e. Sneeze Guard located in the front part of the
cart for equipment protection.
2) Additional Equipment
I a. Ice chest
,
, b. Rolling Ice chests for pop and cold drinks.
c. Extra counter if space is available for additional
food products.
Cl~