WASHINGTON STATE MAJOR LEAGUE BASEBALL STADIUM PUBLIC FACILITIES DISTRICT SAF ECO FI EL D LONG-TERM C A P I TA L N EEDS ASSESSMENT creating profitable sports and leisure venues in association with foodservice consulting SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT TABLE OF CONTENTS SECTIONS EXHIBITS 1.0 Preface A. Key Terms 2.0 Introduction B. Baseline Matrix Executive Summary C. Necessary Matrix Baseline Improvements Analysis D. Upgrade Concepts Facility Assessment E. Benchmarking Patron Survey F. Benefits Model 2 3.0 3 4.0 4 5.0 6.0 5 7.0 6 Necessary Improvements Analysis 8.0 Upgrade Improvements Analysis 9.0 Benefits Analysis B&D VENUES • POPULOUS SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS 1.0 Preface SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT PREFAC E 1.0 – PREFACE In 2015, B&D VENUES, a Brailsford & Dunlavey, Inc. (“B&D”) Practice Group, was engaged by the Washington State Major League Baseball Stadium Public Facilities District (“PFD”) and Seattle Mariners L.L.L.P. (“Mariners”) to investigate the extent, cost, and timing of potential capital improvements that could reasonably be anticipated for Safeco Field (“facility” or “ballpark”) through the Fiscal Year 2036 (the “Planning Assignment”). The primary objective of this assignment was to identify the cost of necessary capital improvements required to maintain Safeco Field in a first-class manner through this timeframe. B&D and Populous directed an interdisciplinary team of experts that included Thornton Tomasetti, Inc.; M-E Engineers, Inc.; Diversified Systems, Inc.; and The Bigelow Companies, Inc. (collectively the “Consulting Team”). Overviews of each Consulting Team member are provided below while an organizational chart depicting team structure is  provided to the right. POPULOUS is a global design practice specializing in creating environments that draw people and communities together for unforgettable experiences.  B&D VENUES is a practice group dedicated to serving major public agencies, educational institutions, professional sports  Thornton Tomasetti, Inc. provides engineering design, organizations, and non-profit clients. This specialized group’s investigation, and analysis services to clients worldwide on expertise encompasses ballparks, stadiums, arenas, convention projects of every size and level of complexity. centers, conference centers, performing arts centers, and other sports and assembly facilities.  Diversified Systems was formed in 1993 as a full service systems and media technology integration company addressing the technical needs of the Broadcast, Audio/Visual, IT and RF B&D VENUES • POPULOUS 1 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT PREFAC E market segments. Diversified Systems offers turnkey solutions, including engineering design, documentation, management, equipment procurement, custom project fabrication, system integration, commissioning, training, and after-installation support.  ME-Engineers, Inc. is a global mechanical and electrical engineering design firm, founded in 1981, whose portfolio includes some of the most recognized buildings in the world. ME’s services are primarily delivered through architects in the development of throughout. The Consulting Team has developed recommendations using both primary and secondary sources that are deemed reliable, but were not always fully quantifiable or are subject to additional verification. The facility assessment included inspections of primary building systems, but did not include detailed testing or inspections. The assessment was intended to determine the overall condition of the facility and provide a basis from which necessary improvement costs could reasonably be anticipated through 2036. Due to variations in national and global economic conditions, the PFD’s and Mariner’s actual expenditures and capital investment required may vary from projections, and those variations may be material. plans for new facilities, and by working directly for facility owners in the form of enhancements, renovations, and energy retrofits.  The THE BIGELOW COMPANIES, INC. is a consulting firm specializing in food and merchandise services at public assembly facilities, since 1988. The corporation has two major divisions; foodservice design and foodservice management consulting. While each division operates independently, both services complement one another. The Consulting Team completed a scope of work that included an on-site facility assessment of Safeco Field; development of a baseline improvements matrix; creation of an online survey; identification of potential necessary and upgrade improvements with anticipated capital improvement costs; and an economic benefits analysis that quantifies the economic and fiscal value of annual operations. The findings of this report constitute the professional opinions of the Consulting Team based on the assumptions and conditions detailed B&D VENUES • POPULOUS 2 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS 2.0 Introduction SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S ASSESSM ENT INT ROD UCT ION 2.0 – INTRODUCTION On July 15, 1999, Safeco Field opened for play, with the Seattle Mariners hosting the San Diego Padres. Christened by many as “The House that Griffey Built,” Safeco Field has been recognized by players and fans alike as one of the best major league ballparks in the country. Since its opening, the ballpark has been operated and maintained in a first class manner by the Seattle Mariners under a 20-year lease with the Washington State Major League Baseball Stadium Public Facilities District (“PFD”), the public entity that owns Safeco Field. The 47,000-seat facility is located approximately one mile to the south of downtown Seattle and is bordered by the streets of 1st Avenue South, Edgar Martinez Drive South, South Royal Brougham Way, and 3rd Avenue South. The site consists of approximately 20 acres and is located immediately south of the Pioneer Square neighborhood. Safeco Field is owned by the PFD, a municipal corporation created by the Washington State Legislature and King County Council. Safeco Field is operated by the Mariners with oversight from the PFD. The cost to build Safeco Field was $517 million. The Mariners contributed $145 million, including $100 million in cost overruns. The facility was financed through King County general obligation bonds issued in 1997 through the funding mechanisms listed below:  Half percent (.5%) sales tax on food and beverage in King County;  Five percent (5%) admissions tax on events at the ballpark;  Two percent (2%) sales tax on rental cars in King County; B&D VENUES • POPULOUS  A 0.017 percent (.017%) credit of existing state sales tax generated in King County; and  Proceeds from sales of baseball-themed lottery games and vehicle license plates. As of 2015, all tax streams imposed to fund the construction of the ballpark have been retired, except for the 5% admissions tax, which continues to be utilized to fund ballpark repair and capital improvements. In addition, a ten percent (10%) parking tax was imposed by the PFD beginning in October 2011 and is used for ballpark repair and capital improvements. The existing 20-year Lease between the PFD and Mariners is effective through December 31, 2018. The agreement contains a base rent payment of $700,000 per year, which is adjusted to account for inflation. For 2016, the base rent was just above $1 million. In addition, the Mariners are solely responsible for all operating expenses, routine and preventative maintenance, and capital repairs and replacement, with PFD participation in defined circumstances (see below). In return for these obligations, the Mariners retain all ballpark-related revenues. Under terms of the agreement, profit sharing with the PFD occurs if the Mariners’ cumulative net loss from 1996 to 1999 of $200 million is paid down through the team’s annual net operating income. As of October 31, 2015, the cumulative net loss had been reduced to $19 million. Under the Lease, the Mariners are responsible for ensuring the ballpark is “operated, maintained, equipped, and periodically renewed in a manner consistent with the Applicable Standard.” The Applicable Standard is defined as maintaining and operating the ballpark in a “first class manner, taking into account the age of the Ballpark and any special needs or 3 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S ASSESSM ENT INT ROD UCT ION limitations resulting from the Ballpark’s design and construction.” As such, is affixed or significant (i.e., more than isolated) replacement of the Mariners are generally responsible for all capital investment seat components and hardware that wear out; associated with achieving this standard over the term of the lease. The h. general re-application of protective materials in the Leased only exception is for repairs resulting from improper design or installation Premises (including finishes to public concourses, club/suite during construction, unanticipated events causing failure or improvements concourses, and the structure and exterior of the Leased not contemplated during construction and approved by the PFD. These Premises), such as paint or weatherproofing; investments are deemed “unanticipated capital costs” and the PFD is i. required to reimburse the Mariners for these capital expenditures to the changes or improvements required by television networks having contracts with the Club or the American League; extent that funds are available. The range of potential capital investments j. resodding of a significant portion of the playing field; for which the Mariners are responsible, unless falling within the k. replacement or major repair of plumbing, electrical, fixtures and “unanticipated” exception, is listed below and contained in the agreement trim (including, but not limited to, toilets, lavatories and drinking as part of Section 7.1: fountains); l. replacement or major repair of capitalized equipment (including, a. replacement or major repair of any Ballpark system or but not limited to, escalators and elevators, field maintenance components, including the HVAC, electrical, plumbing and equipment such as lawn mowers and fertilizing and seeding mechanical systems; machines, and food and beverage service equipment such as ice b. significant (i.e., more than isolated piecework or patching) replacement of carpeting that wears out as a result of ordinary c. m. changes or improvements required of a majority of American wear and tear with carpeting of similar quality; League open-air or retractable-roof baseball parks by the replacement or major repair of cracked or disintegrated concrete, American League or the Office of the Commissioner of Baseball; broken pipes or leaking roof or sections thereof; d. replacement or major repair of scoreboard, exterior message board and field lighting systems or components; e. replacement or major repair of security and emergency systems, broadcast media equipment, closed circuit television, telephone systems; and power distribution equipment; f. makers, grills and freezers); n. changes or improvements required or recommended by any insurance carrier to enable the Club to obtain insurance coverage at commercially reasonable rates, provided that in lieu of effectuating such change or improvements, the Club may agree, in its discretion, to pay the increased insurance premiums; or o. Changes or improvements required by any laws, ordinances, widespread (i.e., more than isolated) replacement of windows and orders, rules, regulations or requirements of any governmental other glass; authority. g. replacement of a seat standard or the concrete into which the seat B&D VENUES • POPULOUS 4 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S ASSESSM ENT INT ROD UCT ION Since the objective of this long-term capital needs assessment is to quantify the cost of necessary capital improvements over the next 20 years, the Consulting Team utilized these categories and descriptions to identify which necessary improvements constitutes “major maintenance and capital improvements” as opposed to routine operations and maintenance. B&D VENUES • POPULOUS 5 3.0 Executive Summary SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT EX EC UT IVE SUM M AR Y 3.0 – EXECUTIVE SUMMARY investments into one of 26 sub-categories, which were then aggregated B AC KG RO U ND received approximately $89 million in capital investment since its opening into the seven major categories as shown in Figure 3.1. Safeco Field has in 1999, equating to an average annual investment of $5.9 million. This The primary objective of this Planning Study is to identify the cost of capital figure includes over $24 million of capital investment from third parties, improvements necessary to maintain Safeco Field in a first-class manner which generally resulted from contractual obligations to the Mariners. through 2036. To accomplish this, the Consulting Team completed a When previous investments are adjusted for the time value of money, the systematic and thorough evaluation of Safeco Field by conducting four cumulative investment level rises to $103 million, or $6.4 million annually critical tasks: (2015 Dollars). Average levels of historical capital investment by the  Developing an improvements-to-date or “baseline” matrix that quantifies previous levels of capital investment through 2015;  seven major categories are examined below. -2014 # Major Category Average Average Composition Maximum $1,308,577 20% $4,814,708 Conducting a three-day facility assessment that included visual inspections of key building systems; 1 Architectural  Developing an online survey to examine patron attitudes; and 2 Retractable Roof $397,258 6% $2,050,000  Identifying over 400 capital investments necessary over the next 3 Garage $79,307 1% $294,419 20 years across 26 key building systems or areas. 4 Spectator Requirements $1,132,903 18% $3,534,907 $620,495 10% $2,234,644 6 Technology $1,467,831 23% $9,679,933 7 Infrastructure $1,435,418 22% $13,936,410 5 Building Systems Additionally, the Consulting Team sought to identify and examine potential “upgrade improvements” designed to enhance and maintain the spectator experience and ensure the economic life of the facility. They Consulting Team also quantified the economic and fiscal benefits of Safeco Field. A Annual Average (2015 Dollars) $6,441,789 summary of the Team’s key findings is outlined below. Various detailed FIGURE 3.1: Baseline Matrix Average Investment by Category analyses are included in the technical sections and exhibits that follow. As shown in Figure 3.1, nearly two-thirds of capital investment was B AS E L IN E IM PRO V E M ENT S AN AL Y S I S concentrated in three categories (architectural, technology, and infrastructure). The “maximum” column, which shows the greatest level The baseline improvements analysis examines historical levels of capital of investment by major category in any year, demonstrates how investment at Safeco Field. The Consulting Team classified over 600 technology and infrastructure investments can be costly. The greatest B&D VENUES • POPULOUS 6 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT EX EC UT IVE SUM M AR Y level of investment in these two categories is more than double that of the  greatest level in any of the other five categories. Retractable Roof: The retractable roof system is very complex and generally in good working order. system’s electrical and other non-structural components are F AC ILIT Y AS S E S SM E NT nearing the point where their long-term reliability may be compromised since manufacturers will likely cease supporting the The facility assessment was conducted to gain an understanding of components. The Consulting Team anticipates fewer, yet more existing conditions at Safeco Field. The conditions observed over a three- expensive, investments will be needed in items such as the logic day walk-through served as the primary basis for identifying the controller, motor drives, power cables, and the fixed membrane. investments reflected in the necessary improvements matrix. In the Consulting Team’s professional opinion, Safeco Field is generally  frequency and cost similar to investments made to date. Consulting Team found that the Mariners maintain the facility in a firstclass manner by employing a series of effective maintenance programs.  However, as a direct result of 16 years of use and hosting over 40 million Spectator Requirements: Spectator requirements include food service, premium spaces, and the seating bowl. patrons, a number of original spaces and systems will need replacement over the next seven years to maintain its current condition. Garage: The garage is in sound structural condition. Relatively minor investments are anticipated over the next 20 years with a in excellent condition when compared to ballparks of similar age. The showing signs of degradation, necessitating the future replacement of all seating hardware. Similarly, much of the food contained in Section 5.0, Facility Assessment. service equipment is original and well past its expected service life of 10 to 15 years. Architectural: Safeco Field has a significant amount of aesthetic The facility would also benefit from additional and better-distributed points of sale. Lastly, premium and architectural character that contributes to the overall experience and feel of the facility. Seats are in good to fair condition, but are supported by anchors that are General themes from the assessment are described below, with detailed findings  However, many of the spaces contain a significant amount of original furniture, fixtures, Further, the structure is and equipment (FF&E) and finishes. A comprehensive update will generally in excellent condition. However, food service interiors, eventually be necessary for these spaces to maintain their utility administrative offices, restrooms, and press areas are outdated and revenue generating capacity. and will need near-term investment. Other significant investments include the continuation of the existing painting program to maintain the integrity of the structural steel and a new signage and graphics package. B&D VENUES • POPULOUS  Building Systems: Major building systems include the playing field, vertical transportation, and mechanical, electrical, and plumbing (MEP) systems. Portions of the playing field and related 7 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT EX EC UT IVE SUM M AR Y subsurface components are original, placing them well past their Mariners through a third party, open for two weeks, and distributed via e- recommended service lives of six to ten years. MEP systems are mail to season-ticketholders and those who purchase single game tickets. generally in good working order, though replacement of items The survey was completed by nearly 4,000 individuals. such as cooling towers, the building automation system, and lighting controls at various points will be needed. Vertical Survey responses were overwhelmingly positive with regard to factors and transportation systems are also in good condition, but also will conditions inside the ballpark. Respondents clearly hold the food and eventually need modernization to maintain reliability. beverage operation in high regard, though additional points of sale would improve the experience. Similarly, respondent attitudes with regard to  Technology: The technology category includes systems that merchandising operations, toilet rooms, seat accessibility, and the overall provide or support sound reinforcement, video displays, security, family friendliness of the facility were all very positive. point of sale systems, and baseball operations. Due to the consistently evolving nature of technology, investments are rarely Respondent attitudes were not as positive regarding the experience utilized, or most importantly, supported by manufacturers for before and after games outside of Safeco Field. Only 50% of respondents longer than 10 years. As such, major technology investments will who drive indicated they were satisfied with parking availability. be needed multiple times over the 20-year plan. respondents who did not cite distance as the reason why they did not attend additional games, 77% cited traffic.  For In addition, one-third of Infrastructure: The infrastructure category includes equipment respondents consider the neighborhood adjacent to Safeco Field as necessary to support investment in the various systems and unsafe before and after games. equipment in the technology category. The broadcast cabling contributes to the reason why just half (52%) of respondents choose to infrastructure is original and needs a significant overhaul. The patronize establishments in any neighborhood near the facility before and distributed television systems, including both the televisions and after games. This perception almost certainly cable infrastructure, are dated and will eventually need to be replaced for implementation of emerging technologies. P AT RO N S UR V EY NE C E S S AR Y IM PRO V EM ENT S AN ALY S I S The necessary improvements analysis quantifies the estimated capital investment needed to maintain the ballpark in a first-class manner through The Consulting Team conducted an Internet-based survey to understand 2036. The necessary improvements matrix contains over 400 capital patron attitudes with regard to the physical configuration of Safeco Field investments to achieve this goal. These investments were identified as a and the surrounding neighborhood. The survey was administered by the result of the facility assessment, subject matter expert interviews, a select B&D VENUES • POPULOUS 8 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT EX EC UT IVE SUM M AR Y amount of information from previously completed analyses (annual and The composition of investments across major categories remains mostly every-three-years), and the Consulting Team’s professional expertise. All consistent over time, with two primary exceptions. First, the retractable improvements contained in the matrix include the estimated timeframe for roof contains many original components (non-structural) that will need possible replacement. Second, technology and infrastructure categories comprise implementation, estimated cost in 2015 dollars, and recommended service life. 45% of the average annual baseline investment and 39% of the necessary improvements investment. One $12.5 million distributed antenna system The Consulting Team estimates that Safeco Field will need approximately improvement made in 2013 heavily skewed previous infrastructure $190 million (in 2015 Dollars) in capital investment through the year 2036. investment. While the average investment needed in the next 20 years is Over the duration of the plan, the average annual capital investment greater, expenditures across major categories are consistent with needed is approximately $9.5 million. historical levels, lending credence to the integrity of the projections. This figure represents a 48% increase over the $6.4 million previously invested on an average annual basis, as shown in Figure 3.1. The composition of investments by major The Consulting Team applied an annual escalation factor of three percent category in the baseline and necessary improvements matrices is shown (3%) and a 15% contingency expense to needed capital investment. As in Figure 3.2 below. a result, the estimated overall capital investment needed to maintain # Major Category 1 Architectural -2014 Baseline Projected Average Average $1,308,577 $2,209,375 the facility in a first-class manner through 2036 is $297 million. The Before After Diff. table below provides a year-by-year accounting of the estimated investments. The total is comprised of $190 million in investment, 20% 23% 3% approximately $68 million in escalation, and $39 million in contingency for 2 Retractable Roof $397,258 $928,250 6% 10% 4% unforeseen conditions or unanticipated investments. Six of the 10 most 3 Garage $79,307 $41,000 1% 0% 1% expensive investment years are in the first half of the plan. Further, five 18% 18% 1% of the first seven investment needs would rank no lower than second in 10% 10% 0% the baseline matrix in terms of greatest annual investment, illustrating the sharp increase in necessary investment. 4 Spectator Requirements 5 Building Systems $1,132,903 $1,754,245 $620,495 $911,075 6 Technology $1,467,831 $2,820,675 23% 30% 7% 7 Infrastructure $1,435,418 22% 9% 13% $856,500 Annual Average (2015 Dollars) $6,441,789 $9,521,120 FIGURE 3.2: Baseline and Necessary Improvement Matrix Comparison B&D VENUES • POPULOUS 9 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT EX EC UT IVE SUM M AR Y FY FY 2017 Fy 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 FY 2036 [1] Totals Investment Escalation Contingency $4,126,290 $251,291 $7,628,985 $707,413 $22,912,398 $2,875,708 $16,071,167 $2,559,720 $11,742,457 $2,278,651 $12,776,061 $2,936,883 $11,003,258 $2,935,340 $7,670,920 $2,337,891 $7,660,052 $2,634,417 $14,962,466 $5,749,086 $10,963,446 $4,667,806 $6,467,621 $3,030,298 $20,332,504 $10,422,233 $8,026,093 $4,478,298 $4,078,016 $2,466,002 $7,899,115 $5,156,918 $1,685,649 $1,184,056 $6,487,681 $4,888,507 $3,254,815 $2,623,743 $4,673,400 $4,020,501 $656,637 $1,250,460 $3,868,216 $2,794,633 $2,103,166 $2,356,942 $2,090,790 $1,501,322 $1,544,170 $3,106,733 $2,344,688 $1,424,688 $4,613,210 $1,875,659 $981,603 $1,958,405 $430,456 $1,706,428 $881,784 $1,304,085 Total Rank $5,034,218 $9,586,858 $29,656,322 $21,425,521 $16,124,274 $18,069,885 $16,029,387 $11,510,132 $11,838,639 $23,818,285 $17,975,940 $10,922,607 $35,367,947 $14,380,050 $7,525,621 $15,014,438 $3,300,161 $13,082,617 $6,760,341 $9,997,985 19 16 2 4 7 5 8 13 12 3 6 14 1 10 17 9 20 11 18 15 $190,000,000 $68,000,000 $39,000,000 $297,000,000 1. Maintaining or improving upon the patron experience; 2. Expanding or maintaining revenue streams; 3. Attracting new demographic groups to the facility; and 4. Maintaining Safeco Field’s competitive position within the market. A more detailed explanation of seven potential upgrade improvements are detailed in Section 8.0, Upgrade Improvements. Design concepts are included as Exhibit D to this document. The capital cost of these Upgrade Improvements would be in addition to the cost of the Necessary Improvements. BE N EF IT S AN AL Y SI S The purpose of the benefits analysis is to understand and then quantify the economic and fiscal benefits generated by Safeco Field. The analysis answers the question: “What are the economic and tax revenue implications associated with Safeco Field?” [1] Totals are rounded to nearest million dollar figure FIGURE 3.3: Adjusted Investment Needed Through 2036 The Consulting Team conducted separate analyses to measure the economic benefits to King County and the State of Washington. Fiscal benefits were quantified for UP G R AD E IM PRO V E M ENT S the PFD, city and county, and state. In contrast to necessary improvements, which protect the building from physical obsolescence, upgrade improvements protect the facility from Impacts are measured in terms of economic output, employment, and market obsolescence. Although noteworthy additions such as the All-Star earnings, which are further divided into direct and indirect impacts. The Club, the “’Pen,” and Edgar’s have been made to enhance the spectator direct impacts represent the economic activity created by the Mariners and experience, upgrade ballpark operations. The indirect impacts represent the value of additional improvements as desirable to maintain Safeco Field’s competitive position economic demands for goods and services that the team and ballpark in the economic marketplace. Upgrade concepts were developed with place on supplying industries in the county and state economies. The sum input from the Mariners and PFD with one of four primary drivers in mind: of the direct and indirect impacts includes all transactions attributable to the Consulting Team considers additional the project and, as such, represents the total economic impact. B&D VENUES • POPULOUS 10 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT EX EC UT IVE SUM M AR Y jurisdictions. Total fiscal benefits are estimated at approximately $267 Based on assumptions detailed in Section 9.0, Economic and Fiscal million through 2036. Benefits Analysis, annual operations of Safeco Field generates $119 million in economic activity, supports $100 million in wages, and 2,200 Jurisdiction / Entity 2015 associated jobs in the county. At the state level, Safeco Field supports $180 million in economic activity, $128 million in wages, and 3,300 Washington State MLBS PFD Tax Revenue associated jobs. These annual totals are not additive; state totals are 20-Year Net Present Value $ 4,260,000 $ 7,190,000 $ 2,400,000 $ 13,850,000 $81,400,000 inclusive of county economic activity, wages, and employment State of Washington Tax Revenue Recurring Benefit King County State of Washington Annual Total Benefits Estimated Output Estimated Wages Estimated Employment $118,900,000 $99,800,000 2,200 $179,700,000 $128,100,000 3,300 20-Year Net Present Value $139,700,000 King County and City of Seattle Tax Revenue 20-Year Net Present Value $46,300,000 Annual Benefit FIGURE 3.4: Recurring Economic Benefits In addition to the annual economic benefits, Safeco Field generates [1] NPV calculations rely on 4% discount rate and 3% grow th FIGURE 3.5: Recurring Fiscal Benefits (Year 2015 Shown) significant tax revenues for the PFD, city, county, and state. The PFD is recipient of a 10% parking tax on cars parked in the garage and 5% admissions tax. The state collects two taxes and local jurisdictions collect five taxes applicable to the analysis. All taxes applicable to the analysis are listed in Section 9.0. Fiscal benefits to the PFD in 2015 measured an estimated $4.3 million. The state of Washington benefited from $7.2 million in estimated fiscal benefits, largely due to state sales tax. The county and city benefited from an estimated $2.4 million in tax revenues. Measured on a 20-year net present value basis, Safeco Field is projected to generate $81 million in tax revenues to the PFD, $140 million to the state, and $46 million to local B&D VENUES • POPULOUS 11 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS 4.0 Baseline Improvements Analysis ELLM a" SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S 4.0 - BASELINE IMPROVEMENTS ANALYSIS O BJ E CT IV E S Major Category The baseline improvements analysis examines historical levels of capital investment at Safeco Field. The analysis includes a review of capital investments from FY 2000 to 2015 through three lenses: (1) previous annual investment, (2) previous annual investment adjusted to 2015 dollars, and (3) cumulative investment by major building category. While I. Architectural of projections developed by the Consulting Team. II. III. Retractable Roof Garage M ET HO DO LO G Y IV. Spectator Requirements V. Major Building Systems VI. Technology the corresponding baseline matrix is a key part of the analysis, the Consulting Team does not utilize it as a forecasting tool. Instead, its primary purpose is to provide the context and supporting rationale for the team’s projections contained in Section 7.0, Necessary Improvements Analysis. The baseline matrix serves as a tool for confirming the veracity The PFD and Mariners provided the Consulting Team with records of capital improvements made at Safeco Field through FY 2015. The Consulting Team systematically classified over 600 investments into one of 26 sub-categories, which combine to form seven major categories that are explained briefly on the following page. This method allows for analyzing the underlying factors contributing to investment spikes and then normalizing investment levels to 2015 dollars. All investments were classified according to their assumed utility described in the capital Sub-Category 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 improvements log. For instance, 2001 investments in the Hit-It-Here Café VII. Infrastructure finishes are classified as architectural interiors since the investment’s FIGURE 4.1: List of Major and Sub-Categories Architectural Interiors Architectural Exteriors Painting Building Envelope Structural Signage and Graphics Team Facilities Operational Equipment FF&E Code and Regulatory Retractable Roof Garage Food Service Seating Bowl Premium Areas Mechanical Electrical Plumbing Playing Field Vertical Transportation Facility Sound Reinforcement Video Displays / Production Security Point of Sale Systems Baseball Operations Technology Infrastructure utility was aesthetic appeal. B&D VENUES • POPULOUS 12 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S  Architectural: The architectural category is the broadest major category (with ten subcategories).  It includes three sub- Major Building Systems: Mechanical, electrical, and plumbing systems are included, as well as the playing field and vertical categories (operational equipment, FF&E, and code and transportation systems. regulatory) that do not justify a major category or fit elsewhere. An explanation of the code and regulatory and building envelope sub-  categories is provided below: Technology: The technology category includes systems and equipment for sound, video boards, security, and points of sale. The baseball operations sub-category includes systems and  Code and Regulatory: Investments in this sub-category equipment required for front office scouting and analysis. include those required by changes in code or regulation. These changes may affect any space in the building, but   Infrastructure: The infrastructure category supports items found most often entail reconfigurations of interiors, justifying under the technology heading and includes investments in placement under the architectural heading. cabling, power supplies, and data equipment. Building Envelope: Investments in this group includes Each sub-category was populated with previous investments on an annual expansion joints, waterproofing, and membrane roofs, all basis, as seen in the example entry in Figure 4.2. In 2001, advertising of which protect the building from the elements. signage received $75,000 in investment. These totals are included under the signage and graphics sub-category and subsequently accrue to the  Retractable Roof: The retractable roof heading includes all systems, components, and supporting infrastructure needed to major architectural category. All investments for each sub-category for the facility’s first 16 years were populated in the same manner.  Garage: The garage is the least complex of the major categories and has historically received the lowest frequency and level of Item # operate and maintain the retractable roof. Baseline Improvement Category / Item Actuals 2000 2001 2002 $0 $215,000 $20,000 investment.  Signage and Graphics Spectator Requirements: This category includes required 1 Advertising signage $75,000 Investments in premium spaces, food service equipment, and the 2 Wayfinding signage $125,000 seating bowl are included. 3 Advertising inventory / skybridge $15,000 systems and equipment that spectators “touch and feel.” B&D VENUES • POPULOUS FIGURE 4.2: Example Baseline Matrix Entry $20,000 13 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S AN N U AL IN V E ST M EN T Figure 4.3 below examines annual capital investment through 2015. Over the building’s first 16 years, $89 million was invested, equating to an average annual investment of $5.9 million. The greatest amount of annual capital investment was $20.6 million in 2011, while the lowest level was $2.2 million in 2006. Key factors that influence the investment levels include:  Expenditures in 2001 were comprised of investments in architectural exteriors and third-party contributions of high-definition cable and food service equipment. From 2002 to 2006, no year received more than $4 million in investment. This “valley” is typical of new facilities as original design issues are usually rectified within the first three years. Since systems and equipment were new, little capital investment was needed.  Fiscal years 2011 and 2013 received a combined $33 million in investment, $26 million of which was attributable to technology and infrastructure. Investments included a distributed antenna system, LED ribbon boards, and a large video display board. These periodic major investments and subsequent investment spikes in technology will continue due to such equipment’s lifecycles (7 to 10 years).  Third-party investments comprised nearly $25 million of the $89 million total. These investments included the distributed antenna system mentioned above ($12.5 million), Wi-Fi system ($5 million), miscellaneous technology investments ($2.5 million), and Centerplate food service equipment contributions ($4.8 million). Annual Investment (Including Third-Party Investments) FY $20,000,000 Investment FY Investment 2001 $ 7,911,750 2009 $ 3,440,639 $16,000,000 2002 $ 3,964,000 2010 $ 4,834,650 $12,000,000 2003 $ 3,488,100 2011 $ 20,608,573 2004 $ 2,244,400 2012 $ $8,000,000 2005 $ 3,478,200 2013 $ 12,687,000 $4,000,000 2006 $ 2,167,700 2014 $ 9,279,700 2007 $ 4,749,500 2015 $ 3,532,595 $ 3,519,100 2016* $ 5,332,227 $0 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FIGURE 4.3: Annual Investment from FY 2000 to 2015 B&D VENUES • POPULOUS FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2008 Investment to Date 2,858,300 $ 88,764,207 *Denotes Planned Investment; not included in total 14 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S CUM UL AT I V E IN V E ST M ENT Safeco Field has received $89 million in capital investment through FY 2015. This figure is in addition to the $85 million in repairs and maintenance costs incurred by the Mariners over the same timeframe. The comparative maintenance and capital investment graph is shown in Figure 4.4. Although repairs and maintenance costs are quite predictable, the capital investment bars are more variable between years due to the major investments described previously. Cumulative Investment (Including Third -Party Investments) $100,000,000 $88,764,207 $90,000,000 $80,000,000 $84,922,476 $70,000,000 $60,000,000 $50,000,000 Capital Investment $40,000,000 Repairs and Maintenance $30,000,000 $20,000,000 $10,000,000 $0 FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 FIGURE 4.4: Cumulative Investment and Maintenance Comparison B&D VENUES • POPULOUS 15 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S IN V E ST M ENT CO M PO SIT IO N Figure 4.5 shows the extent to which annual capital investments were concentrated in one of the 26 sub-categories. Cells with green shading indicate that the sub-category comprised a large percentage of that year’s total budget, while those without shading did not receive investment. For instance, a large steel painting project made up 52% ($1.5 million) of 2012’s total investment of $2.9 million. The analysis has a number of limitations, but is useful in identifying sub-categories that at the time required less funding historically, thus needing future investment in the necessary improvements matrix. Key findings from this analysis are provided on the following page. -8 1 2 3 4 5 6 7 2001 2002 2003 2004 2005 2006 2007 1 Interior 5% 41% 1% 2% 1% 4% 1% 2% 2 Exterior 31% N/A N/A 4% N/A 3% N/A N/A 3 Building Envelope 1% 1% 3% N/A 3% 1% N/A 1% 4 Painting N/A 0% 0% 2% 1% 5% 2% 5 Signage and Graphics 3% 1% N/A 1% N/A 2% 6% 6 Structural 0% N/A 9% 16% 22% 6% 7 Player Facilities N/A N/A N/A N/A 0% 8 Operational Equipment 1% 6% 0% N/A 9 FF&E 3% 2% 1% 10 Code and Regulatory N/A N/A 1% 11 Roof Specific 2% N/A 12 Garage 0% N/A 13 Food Service 23% 15% 14 Seating Bowl 5% 15 Premium Spaces Category 8 9 2009 -6 10 -5 11 2010 2011 6% 0% N/A N/A N/A N/A N/A 36% 1% 3% 1% -4 12 -3 13 -2 14 2012 2013 2014 N/A 1% N/A 0% N/A N/A N/A 0% 7% 31% N/A N/A N/A N/A N/A N/A 1% N/A 1% 1% 0% 3% 3% 4% 1% 8% 0% N/A 0% N/A 3% 7% N/A N/A N/A 7% 11% 18% 9% 1% 4% 13% 16 Mechanical N/A 17 Electrical -1 15 0 16 2015 2016 0% 5% 4% 0% 11% 1% N/A N/A N/A N/A 52% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 1% 0% 4% N/A 0% 2% 2% 5% 2% N/A N/A 3% 0% 5% 2% 3% 1% 0% 1% N/A 0% 1% 1% 2% N/A 0% 3% 1% N/A N/A N/A 2% 6% N/A 1% 2% 15% 11% 1% 1% N/A 10% 22% 27% 30% 1% 1% 2% 2% 1% 1% 7% 1% 1% 1% N/A 15% 18% 8% 11% 12% 9% 11% 0% 6% N/A 0% 5% 3% 1% 1% 1% N/A 10% 0% N/A N/A N/A 0% 4% 0% 3% 36% 22% 23% 2% 17% 2% 2% 0% 1% 0% 0% 5% 4% 1% 10% 0% 1% 1% 1% 5% N/A 19% 1% 1% 0% 2% N/A 5% 2% N/A 4% 0% 1% N/A N/A N/A N/A 13% 0% 11% N/A 1% N/A 1% 18 Plumbing N/A 5% 2% N/A 1% 1% 18% 2% 1% 6% N/A 2% 0% 2% 3% 3% 19 Playing Field 0% 1% 1% 5% 1% 0% 1% 6% N/A 2% 2% 2% 6% 1% 11% 0% 20 Vertical Transportation N/A 1% 0% 1% 2% N/A 0% 1% N/A N/A 0% 1% 1% 0% 9% 4% 21 Facility Sound Reinforcement 0% N/A N/A N/A 2% 2% N/A 7% N/A 6% N/A 0% N/A N/A N/A 1% 22 Video Displays / Production 1% 2% 50% 4% 14% 10% 10% 4% 10% 34% 15% 4% 71% N/A 1% 3% 23 Security N/A 1% N/A 1% 1% 2% 1% 4% 1% 1% 0% 1% 0% 0% 3% 3% 24 POS Systems N/A N/A N/A N/A N/A N/A N/A 1% 2% N/A 3% N/A 0% 1% 0% 18% 25 Baseball Operations N/A 0% N/A N/A N/A N/A N/A 0% N/A 0% 1% 1% 1% 10% 2% N/A 26 Infrastructure 19% 0% N/A N/A 0% 7% 6% 14% 2% 0% 61% 5% 0% 56% 4% 11% Investment Amount 2008 -7 ` $7,911,750 $3,964,000 $3,488,100 $2,244,400 $3,478,200 $2,167,700 $4,749,500 $3,519,100 $3,440,639 $4,834,650 $20,608,573 $2,858,300 $12,687,000 $9,279,700 $3,532,595 $5,332,227 FIGURE 4.5: Investment Composition by Sub-Category B&D VENUES • POPULOUS 16 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S  Limited capital investment in painting was made in recent years.  Signage and graphics have received little capital investment in the The Consulting Team anticipates that painting will comprise a past five years. As detailed in the facility assessment, systematic greater percentage of the budget in years ahead as the retractable replacement of all signage and graphics will eventually be needed roof and other spaces yet to be painted will eventually need it. As due to their deteriorating condition seen in some areas of the discussed in Section 5.0, Facility Assessment, the Mariners and ballpark. PFD have employed a strong proactive painting program to date to maintain aesthetic appeal and protect the steel from corrosion, but it is likely this program will need to be augmented as the facility ages.  The structural category has received limited investment in recent years. The Consulting Team expects this trend to continue as the facility assessment revealed that the building is in sound structural condition.  The retractable roof has received a greater percentage of annual investment in recent years. This is due to the phased bogie wheel replacement slated to continue through 2020.  The cells with the dark green shading are a result of investments in video displays and infrastructure. As mentioned above, these capital investment spikes will continue due to this technology’s service life of seven to ten years.  Premium spaces, which includes the Diamond Club, Terrace Club, and suites, have received limited investment since 2008. Modernization of these areas will likely be needed in the first half of the 20-year plan to maintain their appeal. B&D VENUES • POPULOUS 17 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BASEL IN E IM PRO VEMEN T S AN AL YSI S -2014 AD J U ST E D IN V E ST M ENT # Inflating historical capital investments to 2015 dollars allows the investments to be compared and contrasted by major category with the investments Major Category 1 Architectural Average Average Composition Maximum $1,308,577 20% $4,814,708 projected by the Consulting Team over the next 20 years. When the $89 2 Retractable Roof $397,258 6% $2,050,000 million in capital investments are adjusted to 2015 dollars, the cumulative 3 Garage $79,307 1% $294,419 capital investment received by Safeco Field since it opened is $103 million. 4 Spectator Requirements $1,132,903 18% $3,534,907 Once adjusted, the average annual investments increase from the 5 Building Systems $620,495 10% $2,234,644 unadjusted figure of $5.9 million to $6.4 million, as seen in Figure 4.6. The 6 Technology $1,467,831 23% $9,679,933 annual investments are comprised heavily of architectural, technology, and 7 Infrastructure $1,435,418 22% $13,936,410 infrastructure improvements. Annual Average (2015 Dollars) The “maximum” column, which shows the greatest level of investment by $6,441,789 FIGURE 4.6: Baseline Matrix Average Investment by Category major category in any year, demonstrates how technology and infrastructure investments can be very costly. The greatest level of investment in these two categories is more than double that of the greatest level in any of the other five categories. Adjusted Cumulative Investment (Including Third-Party Investments) $103,068,627 $100,000,000 $80,000,000 $73,616,984 $60,000,000 $31,439,018 $40,000,000 $20,000,000 $0 FY 2000FY 2001FY 2002FY 2003FY 2004FY 2005FY 2006FY 2007FY 2008FY 2009FY 2010FY 2011FY 2012FY 2013FY 2014FY 2015 FIGURE 4.7: Adjusted Cumulative Investment from FY 2000 to 2015 (2015 dollars) B&D VENUES • POPULOUS 18 5.0 Facility Assessment SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T 5.0 – FACILITY ASSESSMENT Assessment findings are conveyed in numerous observations and recommendations. Each observation and recommendation is classified into one of the 26 sub-categories according to a one-, two-, or three-letter O BJ E CT IV E S designation. For instance, architectural interiors are designated “AI”, while exteriors are “AE”. Each major category and its sub-category (ies) The facility assessment has two primary purposes: provide a global and designations are contained in Figure 5.1. understanding of existing conditions at Safeco Field and inform the development of the 20-year necessary improvements matrix. The assessment and is comprised of a series of observations Major Category recommendations with regard to various spaces or pieces of equipment throughout the ballpark. Key findings from the assessment are provided at the beginning of this section. I. Architectural II. III. Retractable Roof Garage IV. Spectator Requirements V. Major Building Systems VI. Technology M ET HO DO LO G Y The Consulting Team conducted the assessment over a three-day period in September 2015. The assessment began with building subject matte expert interviews that were focused on discussion of the functionality of various building systems. After the interviews, the Consulting Team conducted the facility assessment. The assessment examined improvements that have been made to date; the working conditions of the ballpark’s physical plant; how specific areas of the ballpark are functioning; and the potential short- and long-term needs. While visual inspections of primary building systems were conducted, the Team did not conduct detailed testing, building audits, or inspections. The assessment is intended to determine the overall condition of the facility and provide a basis upon which to identify necessary and upgrade improvements that could reasonably be anticipated through 2036. VII. Infrastructure Sub-Category 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Architectural Interiors Architectural Exteriors Painting Building Envelope Structural Signage and Graphics Team Facilities Operational Equipment FF&E Code and Regulatory Retractable Roof Garage Food Service Seating Bowl Premium Areas Mechanical Electrical Plumbing Playing Field Vertical Transportation Facility Sound Reinforcement Video Displays / Production Security Point of Sale Systems Baseball Operations Technology Infrastructure Designation AI AE PA BE S SG TF OE FFE CR RR G FS SB PR M E P PF V T T T T T IN FIGURE 5.1: Major and Sub-Category Designations B&D VENUES • POPULOUS 19 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T The consulting Team developed a mnemonic system for each observation series of maintenance programs, some areas of the ballpark and some and recommendation. This system allows the reader to correlate the equipment items have simply worn out from repeated used. A summary of observation and recommendation with the baseline and necessary the Consulting Team’s key findings from the walk-through are provided improvement matrices. For instance, the first AI entry with a necessary below, with supporting photo documentation on the following pages. All improvement recommendation is designated 1.0 and the next entry is timeframes assigned to improvements that are recommended are listed as AI 2.0. If an observation contains a designation other than zero approximated. to the right of the decimal point (1.1, 1.2 etc.), then the improvement should be completed in conjunction with the .0 entry. Architectural This assessment is not traditional in that it does not focus on reporting Key findings for the 10 sub-categories found under the architectural granular conditions. heading are listed below. In this particular assessment, observations are included only if the condition will eventually need major investment or if it  Many of the interior finishes and FF&E throughout the ballpark is useful in providing a global understanding of conditions. For each are original, contributing to a dated aesthetic image in some observation, the corresponding recommendation is deemed either a areas. “necessary” or an “upgrade” improvement. appear dated and will need to be modernized in the near future. Observations without an “action” are not included for the purpose of brevity. A necessary Administrative offices and press areas, in particular, Other spaces eventually needing investment include the team improvement is an investment needed to maintain the physical life of the store, toilet rooms, locker rooms, and food service interiors. facility in a first-class manner. An upgrade improvement is optional, and typically focused on improving the fan experience as fan expectations and  The exterior steel paint is generally in good condition and many competing venues change over time. These investments are further areas have been repainted as part of an ongoing painting discussed in Sections 7.0 and 8.0, Necessary Improvements Analysis and program. However, more areas will eventually need to be Upgrade Improvements Analysis. Where appropriate, detail is provided addressed due to minor fading and rusting. for rectifying or remediating the conditions. repainting of the steel should continue, and even augmented, to The ongoing ensure the unattended steel is protected from corrosion as the AS S E S SM ENT KEY F I ND ING S Since Safeco Field opened in 1999, the Mariners have drawn over 40 million spectators to the facility. During the assessment it became clear that although the Mariners have maintained the facility very well through a B&D VENUES • POPULOUS building ages accordingly.  The majority of expansion joints are original, though many were refurbished from 2006 to 2010. The life expectancy for these joints is the 20- to 25-year range, which places them near the end 20 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T of their service life. As such, a phased replacement will be needed Retractable Roof System in the first half of the 20-year plan. The retractable roof system is complex and will need a limited number  Membrane roofs throughout the facility are original. Typical membrane roofs have a 20- to 25-year life expectancy and will of large investments over the course of the 20-year plan. Key findings are provided below: need to be replaced during the first half of the plan.  Existing programs for repainting, patching, and repairing damaged joints have left the stadium structure in excellent condition. Most importantly, the steel members of the main structure appear to be in very good condition.  through 2020 as part of a plan that began in 2013.  plan.  The retractable roof membrane is original and will need replacement near the mid-point of the plan. Replacement of the Signage throughout the facility is mostly original and is in need of roof membrane is estimated at almost $8 million in 2015 cost. replacement. In some cases, letters and characters are faded and / or missing entirely. The Consulting Team recommends a phased Each will need investments in excess of $1 million over the course of the 20- year structure is sound, specific attention should be paid to deck edge  The programmable logic controller, motor drives, and power cables are all essential pieces of equipment. Although the corrosion, cracked concrete, and pre-cast stadia slabs. The phased replacement of the bogie wheels will continue Garage replacement and modernization program for all signage and graphics within the first five years of the plan. The Consulting Team’s inspection of the garage revealed no glaring deficiencies or cost liabilities.  Minor improvements, such as Some of the furniture and finishes in the team facilities are restriping and replacement of the wheel stops, will be needed on an original and will eventually need replacement due to age and loss ongoing basis. of functionality. The most significant cost expenditures will be allocated to the home clubhouse, followed by the visitors’ Spectator Requirements clubhouse. The spectator requirement category encompasses food service, seating bowl, and premium spaces. Key findings for these areas are listed below. B&D VENUES • POPULOUS 21 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  Fixed seats in the bowl are mostly original and have zinc-  Portions of the playing field system (including the turf, coated anchors. The existing anchors are presently viable, irrigation, sub-surface drainage, aeration, and heating but are showing signs of rust and deterioration. These components) are original as some field replacements have anchors and other hardware will eventually need to be occurred over the lease term. However, a replacement of replaced as the seats are approaching the end of their the entire system will most likely be needed within the first recommended service life of 20 years. five years of the 20-year plan. For frame of reference, the typical service life of a playing surface is six to ten years,  Much of the food service equipment is original and nearing, depending on the number of outside events. or exceeding, the end of its recommended service life. Some of the original equipment includes large walk-in refrigeration  Mechanical and plumbing systems are well maintained and units, stoves, ovens, fryers, icemakers, and the draft beer in good working order. However, replacement of the cooling system. A comprehensive modernization program will be towers, the building automation system, heat pumps, and needed to efficiently address these deficiencies, generating boilers will be needed within the next 10 years. large food service cost outlays in the first half of the plan.   The current lighting control system (Microlite) is becoming The three primary premium spaces and adjacent lounges in obsolete. Replacement of the current lighting control system the facility (Diamond Club, Terrace Club, and suite level) will be needed within the first five years of the 20-year plan. have original finishes and aesthetic appeal similar to many Implementation of LED technology should be considered interiors found elsewhere in the building. Without when the lighting system is updated. It is recommended that modernization, the economic return on these spaces will the new system be compatible with the existing building diminish. automation system for ease of use and maintenance.  Major Building Systems Vertical transportation systems are presently in good working order, but will need modernization near the mid- Major building systems include the playing field, vertical point of the plan to maintain reliability. A continuation of the transportation, and MEP sub-categories. Key findings for these escalator step replacement program is recommended, areas are listed below. though a full step replacement will eventually be needed as well. B&D VENUES • POPULOUS 22 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  Technology The distributed television systems, including both the televisions and cable infrastructure, are dated but operable The technology category includes sound reinforcement, video and sufficient for current intended uses. displays, security, point of sale systems, and baseball operations. evolutions in technology (4K broadcasting, interactive Key findings from these areas are listed below. wayfinding signage, advertising, food and However, beverage displays) will necessitate a change to data- based IP delivery  Sound reinforcement systems are well cared for but the and associated systems. technology is dated. Portions of the audio coverage in the main concourse is inconsistent regardless of programming.  The broadcast cabling infrastructure is original and will need Replacement of the entire system will be needed within the a major overhaul. Coaxial video cabling, in particular, is first five years of the plan. obsolete and its presence is obstructive to implementing new technologies. Coaxial video cabling will  The left field out-of-town display was installed in 2010 and need to be replaced with fiber optic cabling. Triaxial camera the LED fascia displays were installed in 2011. The main cabling should be reduced and supplemented with new video display was installed in 2013. Reasonable life SMPTE camera cabling to all broadcast enclosures. The expectancy for these technologies is 10 years; replacement Consulting Team recommends completion of this work in the of each is programmed accordingly in the necessary near term of the plan. improvements matrix.  Investment in security system technology will be needed. A phased replacement of existing security cameras is under way and will need to be continued during the term of the plan. Technology Infrastructure Technology infrastructure is needed to support existing technology equipment and future evolutions. Key findings are listed below. B&D VENUES • POPULOUS 23 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 1 .0: ADM I NI ST R AT IV E O FF IC E F IN I SH E S & INT E RIO R S Club-level administrative offices have primarily original finishes and interiors that are of basic quality. The carpet is worn in a number of areas and damage is evident on the wood doors and millwork, as seen in the photo to the right.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Modernize administrative office finishes and interiors with those of similar quality within the first five years of the plan.  AI 1 .1: ADM I NI ST R AT IV E O FF IC E FF & E Suite-level administrative offices appear to have primarily original FF&E. Upon inspection by the Consulting Team, it was evident that some of the furniture has been replaced, leading to different types and quality of furniture throughout the offices. This disparity is displayed in the photo to the right.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of FF&E in conjunction with the update of finishes throughout the administrative suite. B&D VENUES • POPULOUS 24 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 2 .0: PR E S S- L E V EL FI NI S H E S The press level appears to contain mostly original finishes similar to those found in the administrative offices. The carpet has been replaced in recent years, but is showing signs of wear and tear. The press box suite was observed to be in good condition, however.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a comprehensive modernization of the press area to provide a more suitable and comfortable working environment.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The Consulting Team recommends examining the feasibility of converting the area into an additional club. This space could potentially serve as a supplemental offering to the Diamond Club, which is currently constrained by a lack of event space.  AI 2 .1: B RO AD C AST AR E A F IN I SH E S The club-level broadcast area appears to have primarily original finishes and interiors that are similar to the press level and administrative office areas.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program an overall modernization of the broadcast area finishes with basic décor. If conversion of the space to a patron club is under consideration, delay the modernization and identify a suite relocation option for the working press. B&D VENUES • POPULOUS 25 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 3 .0: C O N C ES S IO N ST AN D W AL L S Walls in some concession stand locations exhibit peeling, including those located in the “Pen”, which opened in 2011. The walls are not smooth, making them difficult to clean properly.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT All preparation areas need smooth, cleanable surfaces. Fiberglass reinforced panels (FRP) should be installed throughout the foodservice locations.  AI 4 .0: T O IL ET RO O M S Toilet rooms throughout the general admission concourses are well kept but the basic finishes are fading and stained. Tile grout at the base of the walls is missing entirely in some spots. A number of fixtures have been replaced on an as-needed basis, but those that are original are showing signs of age.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a phased modernization of all toilet rooms approximately five years into the 20-year plan. B&D VENUES • POPULOUS 26 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 5 .0: C O N C ES S IO N AC O U ST IC T IL E S Many of the lay-in acoustic tiles in the foodservice areas are original and appear worn.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the ceiling tiles and grid where required. These ceilings should be addressed within the first five years of the plan.)  AI 6 .0: AU X I LI AR Y L O CK E R RO O M FIN I SH E S The field level auxiliary locker room is very basic with limited finishes. The flooring in the common areas and toilet rooms are noticeably worn.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of all finishes and furniture throughout the auxiliary locker rooms with similar basic quality items. B&D VENUES • POPULOUS 27 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 7 .0: UM P IR E LO C K ER R O O M S The umpire locker rooms are in good condition but are noticeably dated. The carpet is worn and doors are damaged because of repetitive use.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of all finishes and wood doors throughout the umpire locker rooms.  AI 8 .0: T E AM ST O R E FIN I SH E S AN D FF &E The team store contains mostly original finishes that have become worn, particularly the polished concrete flooring. There are areas where the stained concrete has cracked, though no spalling was observed. Furthermore, furnishings appear to be mostly original, as shown by the stainless steel cash wrap in the photo to the right.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of all finishes and furnishings for the team store within the first 10 years of the 20-year plan.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Consider expanding the team store by a modest amount of square footage to offer greater visibility from the left field entrance. B&D VENUES • POPULOUS 28 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 9 .0: H IT - IT - H ER E C AF É FI NI S H E S Hit-it-Here Café finishes are in slightly better condition than those found in similar spaces. This is likely due to the significant investment made in the space in 2001 and its limited utilization by patrons. However, the Consulting Team noticed damaged finishes on the backsplash, wood paneling, and flooring.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Implement a modernization of finishes with those of similar quality within the first 10 years of the 20-year plan.  AI 9 .1: H IT - IT - H ER E C AF É FF & E Hit-it-Here Café furnishings are basic and appear to be in good condition.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT In conjunction with AI 9.0, modernize the FF&E throughout the Hit-it-Here Café with items of similar quality. B&D VENUES • POPULOUS 29 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AI 1 0. 0: ELL IS P AV I LI O N The Ellis Pavilion is well maintained and reserved for meetings, conferences, and small gatherings. The space recently received incremental upgrades to its finishes and furniture.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Implement a programmed modernization of the club finishes and replace the limited amount of furnishings.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Consider re-purposing the space into a street-facing brewpub and restaurant. While the space is effective for meetings, it likely does not represent the highest and best us e of this valuable eventlevel space. B&D VENUES • POPULOUS 30 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AE 1 . 0: P E RIM ET E R SI D EW AL K S The slab-on-grade concrete has cracked and spalling is prevalent in many locations throughout the site perimeter. This condition, shown in the photo to the right, is also a magnet for collecting and pooling water.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The loose concrete should be removed and the cracking should be cleared of loose material and filled. Spalled areas should be replaced using a polymer concrete product.  AE 2 . 0: P E RIM ET E R G AT E H AR DW AR E Perimeter gate hardware is original and dated from an aesthetic standpoint. Hinges and cane bolts are showing signs of rust that are starting to inhibit functionality.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Remove the surface rust, verify the hardware’s functionality, and lubricate the hinges. Verify that the cane bolt receivers are present in the slab and that the bolt is operational. Replace any hardware items that no longer function properly. B&D VENUES • POPULOUS 31 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  AE 3 . 0: E XT E RI O R C O NC R ET E W AL L S Exterior concrete walls have surface cracking. These cracks appear to be aesthetic in nature. The photos to the right show cracks after recent rain and highlight the likelihood of water intrusion.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Monitor cracking and remove any loose material. Fill the cracks that are wider than 1/8” to protect from water intrusion.  AE 4 . 0: KI D S’ ZO N E The current kids’ zone is located in center field. The equipment is in fair condition due to incremental improvements made in 2008 and 2009.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the equipment in the first half of the plan in accordance with its recommended service life of 10 years.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Consider relocating the area to the 300-level of the ballpark. Redevelop the space with additional food and beverage options that could serve as an extension to the very popular “’Pen.” B&D VENUES • POPULOUS 32 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  P A 1 . 0 & 1. 1: P AI NT I NG P RO G R AM S The Mariners have implemented a preventative facility-wide painting program to ensure the steel is protected from corrosion and aesthetic appeal is maintained. Continuation and expansion of the existing plan will be needed to protect previously unaddressed areas. As part of future programs, the retractable roof will need to be addressed as well.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Continue and expand the phased painting program over the duration of the plan. Cost estimates for the painting program are provided based on the report completed by WJE in 2011, titled Safeco Field Limited Condition Assessment and Planning Study.  P A 2 . 0: P E RIM ET E R FE NC ING Perimeter security fencing is original and the finish paint is chipped in many areas. The remaining finish is faded and beginning to delaminate.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Develop and implement a phased program to repaint the fencing on an as-needed basis. The finish should be properly prepared and all rust and loose material removed. Fill any voids, prime and paint any raw steel with a finish coat to match the exterior. B&D VENUES • POPULOUS 33 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  BE 1. 0 & 1. 1: RO O F M EM BR AN E S The Consulting Team was unable to observe the condition of the fixed roof membranes. According to facilities staff, the original membranes are in good condition. However, the recommended service life for these membranes is in the range of 20 to 25 years and it is possible this duration is shorter in Seattle due to annual precipitation totals.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a phased replacement of the roof membranes within the first half of the plan based on best practices and their recommended service lives.  BE 2. 0 & 2. 1: T W O - ST AG E DR AI N Upper seating edge conditions exhibit signs of excessive seeping of water. This may be a result of drainage issues at the two-tier drains in the upper concourse.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Implement a program that methodically verifies that the drains are functioning properly. This would include the removal of concrete around the drains and repair or replacing clogged or malfunctioning drains. Once completed, replace the concrete. B&D VENUES • POPULOUS 34 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  BE 3. 0: BL AZ I NG B AG EL L E AK S The Blazing Bagel shop beneath the southeast pedestrian ramp is shown in the photo to the right. A metal gutter facsimile has been hung from the bottom of the steel beam to collect dripping water. Corrosion of the steel and white efflorescent staining is noted in the area.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT First, locate and fix the means of water ingress, and then grind or blast remove the rust and efflorescence. Once completed, clean the area, prime surface with rust inhibitive epoxy, and paint to match the existing scheme.  BE 4. 0: E X P AN S I O N JO I NT S Seating bowl expansion joint covers appear to be in good condition, even though the joints themselves were not visible. Some joint covers appear to be configured in a way that would allow water intrusion.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a phased replacement or refurbishment of all expansion joint assemblies. Correct any cover configurations That allow water seepage. B&D VENUES • POPULOUS 35 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  S 1 .0: B E NT ST E EL P L AT E At numerous locations in the ballpark, the Consulting Team observed corrosion of the steel plates that are welded to beams at the edge-of-slab. The flange of the support beam has also started to rust in many locations, similar to the picture to the right.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Remove the rust, clean the area, prime with rust-inhibitive epoxy primer, and paint to match the existing scheme.  S 2 .0: D E CK EDG E C O RRO S IO N A small gap between the concrete slab and the steel edge plate has formed, possibly due to initial shrinkage of concrete. In addition to collecting moisture and dirt, moss is growing in the gap and rust is present. The condition appeared to be a common occurrence at the slab-on-metal deck edges based on the original design. In some areas, the rusting was severe enough that the steel surface was delaminated.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The joint between the concrete and steel plate should be routed and cleaned. Remove the rust, clean the area, prime with rustinhibitive epoxy primer, and paint to match the existing scheme. The joint between the edge of concrete and steel plate should be sealed with caulking material. As a proactive measure, route and caulk all slab edges, even those not exhibiting rust. This will prevent water infiltration, which degrades the condition over time. B&D VENUES • POPULOUS 36 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  S 3 .0: C R AC K E D CO N CR ET E Water is penetrating into joints around the column bracing due to cracked concrete, which causes the steel to rust.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Remove all loose concrete and patch with proper repair mortar. Prior to patching the concrete, inspect the steel for rust damage. Remove the rust from the steel, clean the area, prime with rust inhibitive epoxy primer, and paint to match the existing scheme. Seal the joint between edge of concrete and steel with caulking material.  S 4 .0: O V ER H E AD CO NC RET E S P AL L S Previous overhead spall repairs were reported at the underside of the upper bowl precast seating units. Based upon limited visual observations from the concourses below, no new spalls or cracked concrete were noted at the underside of the precast seating or the cast-in-place roof runways. .  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Continuing regular inspections of the underside of the precast upper bowl and the roof runway slabs, and mitigate falling concrete hazards by removing and repairing loose/unsound concrete. B&D VENUES • POPULOUS 37 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  SG 1 .0 : W AY FI ND ING S IG N AG E AN D G R AP HI CS Wayfinding signage throughout the facility is original and dated. An example of this condition is provided in the photo to the right.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of all wayfinding signage throughout the facility within the first five years of the plan.  SG 2 .0 : I NT E RIO R BR AN D I NG AN D S IG N AG E Much of the interior branding and concession signage is original and, aside from providing a very dated aesthetic appeal, is approaching the end of its recommended service life of 15 to 20 years.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a modernization of the interior branding and signage shortly after the wayfinding signage and graphics. B&D VENUES • POPULOUS 38 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  SG 2 .1 : E XT E RIO R S I G N AG E Exterior signage is original and showing wear. As such, it will need to be updated to reflect a more contemporary feel and look.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a modernization of the exterior branding and signage in conjunction with an update to the interior and concession graphics i improvements. B&D VENUES • POPULOUS 39 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  T F 1. 0: B AT T ING C AG E & FI NI S H E S The field-level batting cage appears to contain mostly original finishes. The athletic flooring and synthetic turf, in particular, will need replacement due to degradation from frequent use.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of flooring, turf, and the backstop netting system approximately five years into the plan.  T F 2. 0: HY D RO T H ER AP Y EQ U I PM ENT The Mariners have been replacing hydrotherapy equipment on an as-needed basis, with the most recent upgrades occurring in 2015. The equipment is in fair condition for its age, but has a recommended service life of five years.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a recurring schedule of hydrotherapy equipment replacements every five years, starting in 2019. B&D VENUES • POPULOUS 40 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  T F 3. 0 & 3. 1: HO M E C LUB HO U S E M O DE RN I Z AT I O N Home clubhouse spaces are generally well maintained and in good repair. The lockers and furniture are in adequate condition. Finishes in support spaces (video coaching, laundry rooms, food service) generally exhibit the greatest signs of wear. Although the clubhouse is in adequate condition, the space should be consistently updated to provide a look and feel similar to home Clubhouses elsewhere in MLB.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a complete modernization of the furnishings and finishes in the home clubhouse areas between five and 10 years into the plan. B&D VENUES • POPULOUS 41 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  T F 4. 0 & 4. 1: VI S IT O RS’ C LU BHO U S E The visitors’ clubhouse lockers and much of the basic furniture appear to be original. The lockers, in particular, are dated and damaged because of use. The flooring and other finishes appear to be original. The carpet is worn as are other finishes.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a complete modernization of the furnishings and finishes in the visitors’ clubhouse areas after the home clubhouse is modernized. The Consulting Team recommends a replacement of the furniture with basic décor and finishes with similar to those applied originally. B&D VENUES • POPULOUS 42 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  RR 1 .0: R ET R ACT AB LE RO O F BO G IE W H E EL S The retractable roof bogies are wheeled carts that support the weight of the roof and carry the machinery to move the roof.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT A program is underway to rehabilitate the bogies and modernize axles and wheel bearings. Three phases of a planned eightphase project have been completed, with the final phase expected to conclude in 2020.  RR 2 .0: N O RT H R AI L CLI P S The panel 1 to 3 north rail clip was observed to be migrating to the west. The clips that affix the retractable roof-running rail to the concrete slab of the runways are rubber-nosed Cantrex clips where the rubber is drying out and underperforming.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Continue the replacement program started in 2016 for all remaining rail clips. B&D VENUES • POPULOUS 43 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  RR 3 .0: PR O G R AM M ABL E L O G I C CO NT RO LLE R  Cables that power the retractable roof roll up on cable reels that The programmable logic controller (“PLC) is the “brains” of the are on each roof panel, one on each end of panels 1 and 3, and retractable roof system. The system relies on primarily original two on each end of panel 2, for a total of eight cables. Over hardware and software that were installed in 1999. The current time, the insulation can break down, resulting in a short circuit. suppliers who support the equipment will likely cease doing so at Megger testing can detect when the insulation begins to break some point during the 20-year plan.  down. Once it is demonstrated that the insulation is degrading, the condition accelerates. Note that recent testing has not yet RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT shown any degradation in the insulation. Replace the controller with contemporary equipment between the fifth and 10th years of the plan. RR 4 .0: PO W ER C AB LE S  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The cables should be replaced at the time of the motor drive replacement to minimize downtime and labor. While the motor  RR 4 .0: M O T O R DR I V E S drives will need replacement, the quality of the cable insulation is The motor drives interpret commands from the PLC and control still quite high so it is possible to defer cable replacement. the flow of electricity to the motors. The drives contain hardware (breakers, relays, motor starters, etc.) that degrade over time. Like the controller, sourcing replacement parts becomes increasingly difficult as manufacturers gradually phase out support. The Mariners have stockpiled replacement parts for the system to the degree practical; however, a full replacement will be needed within the first half of the plan.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the motor drives within the first 10 years of the plan. B&D VENUES • POPULOUS 44 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  RR 5 .0: RO O F M EM BR AN E The retractable roof membrane is original. The membrane seals the roof and ensures water does not gather or settle in areas. The presence of the membrane ensures that leaks and subsequent maintenance issues are minimized.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a phased replacement of the roof membrane between years eight and ten of the plan. B&D VENUES • POPULOUS 45 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  G 1 . 0: P AR K I NG G AR AG E ST RI P ING  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The parking garage striping is beginning to fade in several areas Continue regular inspections of the grout pockets and, as and will need a re-striping in the first half of the plan. necessary, remove the unsound concrete that shows evidence of severe cracking or spalling.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Repair cable anchorages if necessary and patch grout pockets. Re-stripe the parking garage within five years, depending on funding availability.  G 2 . 0: P AR K I NG G AR AG E W H EE L ST O P S The parking garage wheel stops are beginning to crack in some areas and will need repair or replacement approximately halfway through the 20-year plan. RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Repair or replace the wheel stops, depending on their condition.  G 3 . 0: PO ST - T EN SI O NE D C AB L E G RO UT PO CK ET S Post-tensioned cable-end grout pockets occur at the end of beams and edge of the deck slab. The photo at the right is representative of a beam end condition. The Consulting Team observed several previously repaired grout pockets and others that showed evidence of spider web-like cracking. B&D VENUES • POPULOUS 46 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  G 4 . 0: P AR K I NG G AR AG E R EN EW AL & RE P L AC EM E NT The parking garage has historically needed approximately $75,000 annually in capital investments. These investments have included expansion joint repair, signage, and cameras. The garage will likely need similar investments moving forward, most of which are not identifiable at the time of this assessment.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Develop a renewal and replacement fund to ensure the garage is maintained consistent with the applicable standard. B&D VENUES • POPULOUS 47 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T FOODSERVICE Point of Sale Analysis Overview An examination of permanent concession points of sale (POS or points) Safeco Field opened in 1999 and much of the foodservice equipment is original. All the equipment is owned by the Mariners and operated by Safeco Field’s concessionaire, Centerplate. Overall, the team and operator provide an excellent level of service and wide variety of offerings. However, much of the equipment has outlived its recommended service life. Original equipment includes stoves, ovens, fryers, icemakers, refrigeration, draft beer systems, and menu boards. Two additional factors influencing the need for equipment replacement are shown below.  The federally mandated elimination of refrigerant (R-22), which per seat in each seating bowl provides an understanding of how offerings are serving patrons and capitalizing on revenue opportunities. The recommended point of sale ratio for modern ballparks is one permanent POS per 150 seats. Based on experience with similar projects, the Consulting Team utilizes benchmarks of 100 seats per permanent point in premium areas, 125 per permanent point in the 100 level, and 175 per permanent point in the 300 level. Based on these metrics, Safeco Field would benefit from an estimated 75 additional points of sale. As such, adding permanent points of sale with cooking capabilities should be reviewed to enhance additional revenue and better serve patrons. cannot be used for new foodservice equipment manufactured after 2017. Existing equipment will be allowed to remain in service, but costs will continue to rise.  New refrigeration equipment must be capable of holding product at 41 degrees F and older equipment can only hold at slightly warmer temperatures, which is not recommended by code. Recommendations and observations for equipment exchanges are not provided since the Consulting Team has programmed over 200 such changes for multiple pieces of equipment. Rather, observations outlined herein are focused on changes necessitated by operations and technology evolutions, among other. All necessary foodservice equipment changes are outlined in Exhibit C. B&D VENUES • POPULOUS 48 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T Safeco Field has a comparable number of PAS to peer ballparks. Only Target Field, the newest facility in Figure 5.3, has a permanent ratio that nearly achieves the recommended 1:150 ratio. Peer ballparks have an average of 333 total POS, 232 of which are permanent and the remainder are portable. In contrast, Safeco Field has 331 POS, 263 of which are permanent and 68 are portable. Vented hoods allow for cooking and preparation of fresh foods. Based on experience with similar projects, an estimated 50% of all permanent concession stands should be vented while new build standards are now approaching 75%. Safeco’s current percentage of vented cooking stands is only 37# in the permanent stands, indicating a need in future renovations of foodservice locations to add more cooking capabilities. B&D VENUES • POPULOUS 49 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  FS 1 . 0: CO N C E S SIO N W ALL S / F R P P AN E L S  Centerplate and the Mariners have been proactive in receiving, FS 3 . 0: PO RT AB L E R E PL AC EM ENT S There are 13 food portables and up to 30 beer portables, holding, preparing, and serving food in a safe and sanitary depending on need. The portables are four years old and are in manner. As part of the routine cleaning, floor sinks need to be generally good to excellent shape. thoroughly cleaned, though some are rusted and may need to be requesting upgrades to the portable hand sinks, which would be replaced. As previously mentioned, peeling surfaces were found accomplished as portables are replaced after their recommended on walls in the “’Pen,” which should not occur around foodservice service life of six years. The condiment carts are also portable, preparation areas. and although recently purchased they are starting to show some The health department is damage due to constant moving and dents from normal use.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Fiberglass reinforced panels (FRP) should be installed to provide smooth, cleanable surfaces. Refer to AI 3.0.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Integrate health department-approved hand sinks in all replacement portables.  FS 2 . 0: BL AS T CH ILL ER S King County does not allow raw food preparation at portable carts so Centerplate uses concession stand 105 to cook, chill, and hold foods that are then transported to the portables for serving. Centerplate has converted a standard walk-in cooler in the stand to a blast chiller (rapid cooling) to prevent bacteria growth in these prepared foods. Centerplate also has a smaller reach-in blast chiller in the main kitchen.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Add a blast chiller in the suite kitchen, as well as the new upper deck portable commissary that is being recommended. B&D VENUES • POPULOUS 50 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  FS 4 . 0: M EN U BO AR D S Nearly all menu boards are original and static. Consideration should be given to replacing these with industry-standard LED boards that are easier to read, offer opportunities to more easily add and subtract from the menu, and promote more sales through active pictures of the foods offered. The large photo to the right shows menu boards located in the “’Pen,” which demonstrates the contrast between the static and LED menu boards.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace static menu boards throughout the facility in accordance with an overhaul of the signage and graphic package. Refer to SG 2.0.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Consider implementation of LED menu boards throughout the facility within the first 10 years of the plan. B&D VENUES • POPULOUS 51 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  FS 5 . 0: KIT CH E N S P ACE AN D D I SHW AS H IN G corridor to be held in hot boxes. The holding room is in a former The facility has two primary kitchens. The first is the main kitchen, storeroom that has exposed ceilings and walls, no running water, which handles preparation for the Diamond Club, bulk processing, and wood shelving that is not conducive to proper preparation. and concessions. The suite kitchen serves the suites, All-Star Consider development of an event-level kitchen to better serve Club, and catering operations. A third kitchen is located in the Hit- Diamond Club patrons. it-Here Café and primarily serves those patronizing the space. Current dishwashing space and equipment in the two kitchens is insufficient and often inundates the kitchen with excessive heat and moisture when in operation. Due to the heat and steam build up in the kitchens and Hit-it-Here pantry, Centerplate has to prop doors open leading to the club and suite levels, which allows the customers to see into this back-of-house space.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Additional dishwashing space should be considered for kitchens. Air conditioning should be considered as well, refer to necessary improvement M 5.0.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT The Diamond Club is Safeco Field’s most exclusive club. Patrons are provided a pre-game buffet and in-seat service throughout the game. There is a small short-order kitchen for in- seat service, but the buffet is cooked in the main kitchen. The main kitchen is located in the opposite corner of the stadium, requiring that food be transported down a freight elevator and around the service B&D VENUES • POPULOUS 52 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  FS 6 . 0 C AB I NET RY The concession stands have millwork back counters that are deteriorating, which is typically due to extensive use and moisture.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the millwork cabinets with stainless steel cabinetry and tables that are more durable and cleanable.  FS 7 . 0: IN DU CT IO N W ARM ER S The suites may need additional power to convert from the present Stern chafing dishes to the electric induction warmers and heat lamps that are now standard in the industry and present a more professional appearance. Stern and other open flames are illegal in some jurisdictions based on local building codes.  RE CO M M END AT IO N : NE C E S S AR Y IM PRO V EM ENT Convert all chafers to induction industry-standard induction warmers. B&D VENUES • POPULOUS 53 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  FS 8 . 0: C ENT R AL CO 2 SY ST EM The facility does not have a central CO2 system. In its place are individual 20- and 50-pound CO2 canisters that have to be distributed to all sales locations, secured in place, and replaced after use. This system is very labor intensive, the product is more expensive, and, most importantly, the transport and storage of these pressurized tanks can be extremely dangerous due to the hazards of transporting pressurized tanks. While most tanks were secured by a loose hanging chain, some were observed some without any security chain.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Review the feasibility of installing six to eight permanent large CO2 tanks secured in a central location. Gas should be piped throughout the stadium to all sales locations to help mitigate this challenge.  FS 9 . 0: HIT - IT - H ER E C AF É The Hit-it-Here Cafe is not properly designed for flow of patrons and staff in a typical restaurant setting. It does not provide an ideal layout for food service as the location of the hot line interferes with the flow of patrons.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Extend the service pick-up counter by 6” on the restaurant side and create a slot for serving trays to be set inside. Install a halfheight partition wall to keep customers on one side and wait staff on the other. Refer to AI 9.0 and 9.1. B&D VENUES • POPULOUS 54 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  FS 1 0 .0: C AS H RO O M E Q U IPM E NT Foodservice offices, cash counting, and vault rooms are well appointed and sufficient in size.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The cash room equipment, specifically currency counters, needs to be replaced due to age and reoccurring repair costs.  FS 1 1 .0: CO O K ING H O O D S The ventilation hoods in all of the cooking locations utilize a Gaylord water wash system for cleaning the vapors and smoke from the exhaust. This technology is becoming obsolete, parts are not available and the water wash nozzles are no longer rated to be used in an exhaust hood.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Review the feasibility of replacing all ventilation hoods with new ultraviolet ray hoods to reduce smoke and odors. B&D VENUES • POPULOUS 55 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  SB 1. 0 & 1. 1: LO W E R BO W L F I XE D S E AT I NG Seating in the lower bowl is in good repair for its age, especially in consideration of its high usage. The recommended service life of these seats is 20 years, though this timeframe can be extended by an additional five years due to protection from the elements provided by the retractable roof.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace all seat backs and seat bottoms where needed. Implement a phased replacement of the zinc-coated steel anchors with stainless steel anchor bolts.  SB 2. 0 & 2. 1: CL U B - L E V EL FI X E D S E AT I N G Seating on the club level is also in good repair for its age, likely due to the 300-level awning located directly above and comparatively limited utilization by patrons. Similar to the lowerbowl seats, the service life for these seats can likely be extended for an additional five years.  RE CO M M END AT IO N: NE C E S S AR Y IM P RO V EM ENT Replace all seat backs and padded seat bottoms within the first half of the 20-year plan, but after addressing the lower seating bowl. Implement a phased replacement of the zinc-coated steel anchors with stainless steel anchor bolts. B&D VENUES • POPULOUS 56 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  SB 3. 0 & 3. 1: U P P E R BO W L FI X ED S E AT I N G Similar to the club level and lower bowl, seating in the upper bowl is in good repair for its age. However, the Consulting Team did observe that railing anchors are beginning to show signs of age and rusting is present on anchors and baseplates.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace all seat backs and plastic seat bottoms in the upper bowl. Implement a phased replacement of the zinc-coated steel anchors with stainless steel anchor bolts. Replacement of all upper bowl railing anchors and refurbishment of baseplates should occur at the same time.  SB 4. 0: CO NST R UCT I O N JO I NT S Formed construction joints on the club and upper levels are concave and appear to be holding water. Upper bowl expansion joint covers appear to be in good condition. The joints themselves were not visible. Some joint covers appear to be configured in a way that would allow water intrusion.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Continue a phased replacement of all club and upper bowl formed joints. Correct any cover configurations that allow water seepage. B&D VENUES • POPULOUS 57 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  SB 5. 0: S E AT I NG BO W L S P AL LI NG AN D CR AC K I NG The seating bowl is in good condition. Some spots are showing signs of cracking and some locations exhibit a modest spalling condition. However, there are no obvious structural concerns.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Continue established maintenance procedures and develop a plan for addressing spalling and cracking. B&D VENUES • POPULOUS 58 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  PR 1. 0 & 1. 1: D I AM O ND CL UB F IN IS H E S & FF& E The Diamond Club serves as Safeco Field’s most exclusive club. The club is located on the field level and is accessed by a private entrance located next to the Ellis Pavilion. The space is very well kept, but finishes are beginning to age and delaminate in some spots. The furniture inside the club is basic and should be upgraded to provide a feel commensurate with the associated Ticket price.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Implement a programmed modernization of Diamond Club finishes and outfit the space with upgraded furnishings within the first five years of the 20-year plan. The Consulting Team estimates that finishes and FF&E will last eight years, requiring refreshment twice during the 20-year plan. B&D VENUES • POPULOUS 59 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  PR 2. 0 & 2. 1: T ER R ACE C LU B F IN I SH E S & FF& E The Terrace Club contains over 4,600 seats on the 200 level. Each club seat holder is provided access to adjacent lounge areas on the first- and third-base sides of home plate. The adjacent lounge finishes, such as the flooring and woodwork, are very basic and have an industrial feel. Furniture is a mixture of high-top tables and other basic furniture.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Implement a programmed modernization of club finishes and FF&E within the first five years of the plan. The Consulting Team estimates that finishes and FF&E will last 10 years, requiring refreshment twice during the 20-year plan.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Consider expanding the third-base side floor plate over the left field entry to add additional, upgraded lounge space. Further detail is provided in Section 8.0, Upgrade Improvement Analysis. B&D VENUES • POPULOUS 60 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  PR 3. 0 & 3. 1: SU IT E L E V EL FI NI S H E S & FF &E The suite level contains over 55 leasable suites, eight group suites, and a limited number of suites reserved for team and ownership use. The suites examined have mostly original furnishings that are dated from an aesthetic standpoint. The Consulting Team also observed that upholstery and operable partitions are worn in many places, while wood is chipped and scratched.  RE CO M M EN D AT IO N: UP G R A DE I M P RO V EM ENT Program a phased modernization of the suite level, including the suite corridor and individual units. The Consulting Team estimates that finishes and FF&E will last eight years, requiring refreshment twice during the 20-year plan. B&D VENUES • POPULOUS 61 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T MECHANICAL  Replace the cooling towers within the first 10 years of the plan in Overview The mechanical systems in the ballpark have been well maintained and are in good working order. The facilities personnel employ a very good preventative maintenance plan and have been proactively addressing potential problems. RE CO M M EN D AT IO N: UP G R A DE I M P RO V EM ENT accordance with its recommended service life. A study of the plant operating capacity is recommended if future load is added to the system. Equipment and system obsolescence and end of service life concerns are the most pressing issues. Future ballpark improvements could potentially place a greater strain on the existing infrastructure, requiring a better understanding of existing capacity and distribution systems. Potential engineering upgrades or modifications to a limited number of systems (i.e., the existing tempered water distribution loop) are worth exploring to improve the patron experience.  M 1.0: CO ND E N S ER W AT ER SY ST EM S Three cooling towers produce condenser water for the water source heat pump loop. There are two 400-ton (nominal) and one 200-ton (nominal) towers. The towers have been upgraded recently and are in good operational condition. Most of the major equipment in the condenser water system is equipped with variable speed drives to optimize energy efficiency. Facilities personnel reported that the condenser water systems have adequate capacity. They have a standard operating procedure to help maintain system capacity during event days and are actively shedding and managing plant capacity. There are concerns that future facility upgrades may tax the existing cooling tower capacity. B&D VENUES • POPULOUS 62 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  M 2.0: W AT E R DI ST R I BUT IO N PUM P S The condenser water distribution systems consist of plate and frame heat exchangers between the condenser water loop and the open cooling tower loop, system pumps, and distribution piping. The pumping system is an N+1 design (redundant pumping system), and staff indicated that at times they have run all pumps simultaneously to maintain system pressure.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT As part of the study recommended in M1.0, the distribution system should be analyzed for future capacity. Replacement of the pumps will be needed within the next five years.  M 3.0: H E AT P UM PS Condenser water systems serve a combination of central station and distributed heat pumps. All heat pumps currently use R-22 as the refrigerant, which is being phased out, and facility personnel report concerns about refrigerant leaks. They also noted that the office areas can struggle to maintain temperature control. Generally, the heat pumps have performed well and are being replaced or re-built as they fail. However, distributed heat pumps are mostly original and have a recommended service life of 15 to 20 years.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a phased replacement of heat pumps over the first half of the 20-year plan. B&D VENUES • POPULOUS 63 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  M 4.0: B UIL DI NG AUT O M AT IO N SY ST EM as hydronic water piping, louver screening, fan systems, and The Building Automation System (BAS) is a Johnson Controls terminal units, among others. Metasys platform. Facilities personnel indicated that most systems are connected to the BAS; however, not all sub- systems are adequately metered for diagnostics or consumption.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Develop an annual replacement and renewal program to address component failure and equipment replacement based on historical  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT levels of investment. The system should continue to be upgraded and expanded over time to maximize efficiency. As sub-systems are replaced, rebuilt, or reconfigured, the control side of the device should be evaluated and BAS integration included.  M 5.0: K IT CH EN AI R CO N DIT IO NI NG Kitchens are inundated with excessive heat and moisture when in operation. Mechanical and ventilation systems should be reconfigured to mitigate the excessive heat and humidity loads generated from dishwashing.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Add air conditioning in the suite and Hit-it-Here Café kitchens to address excessive heat and humidity within the first three years of the plan. Air conditioning is being added to the main kitchen in 2016 capital improvement plans.  M 6.0: M ECH AN I C AL RE P L AC EM E NT & R E NEW AL Several mechanical components and sub-systems will need annual replacement and refurbishment. This includes items such B&D VENUES • POPULOUS 64 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T The main concourse level and parking garage lighting is low and ELECTRICAL LED fixtures should be implemented to increase the light levels. In areas of the suite corridor that are not open to the club below, Overview light levels are low, but can be improved by illuminated artwork. The ballpark electrical system is reliable due to two incoming utility services that are connected to an automatic throw-over switch that will Lighting control at the ballpark is performed with switchable energize the system should one of the incoming services feeders fail. In breakers and local switches that interface with the control system. addition, the ballpark has back-up generation for the life safety systems. The control system is independent of the building automation The area of concern on the power distribution is the limited power in the system and becoming obsolete. outfield and the long distance required to add major power to the first base (south) side of the facility due to the main electrical rooms existing on the east and west sides of the ballpark. An improvement to rectify this condition is contained in the upgrade improvements matrix.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Review upgrading the lighting on the main concourse and in the parking garage with LED fixtures. In conjunction, upgrade the building lighting control system (excluding the sports lights) so it The stadium’s general building lighting and sports lighting are in good condition. However, certain areas such as the main concourse, parts of is compatible with the BAS for more efficient consumption. the suite corridor, and garage were observed to be below recommended illumination levels. The lighting control system is in fair condition but with the manufacturer no longer in business and support of this system dwindling, replacement of this system will need to be considered.  E 1. 0 & 1. 1: LI G HT IN G AN D LIG HT ING C O N T RO LS The interior public area lighting, such as the concourses, concessions, and public restrooms, are mostly lit with metal halide and fluorescent fixtures. The club, suites, and adjacent lounge areas are illuminated with fluorescent fixtures, downlights, and adjustable LED fixtures. In all areas, the light fixtures appear to be working properly and are energy efficient. B&D VENUES • POPULOUS 65 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  E 2 .0 & 2 . 1: PO W E R DI ST RI BUT IO N future renovations. The seven 480V main services are monitored The existing ballpark has three major 480V services from Seattle by a Siemens 4700 power monitoring system. This system is City Light (SCL). The main services are the west vault, east vault, starting to fail and should be upgraded in the near future. and central plant. The central plant also has two incoming 27k volt feeders from the utility that feed the vaults and the central plant  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT transformer. The utility system dual source configuration provides Future modifications should consider providing additional show the means to automatically switch to alternate source and re- and distribution power in the outfield. In addition, the central plant energize the 480V vaults and transformers should a failure service will need to be upgraded in the future to handle the occur on the utility feeder. increased broadcast loads and potential new loads on the south side of the ballpark. The ballpark has seven 480V services. Six of these services are connected to the ballpark vaults on the east and west sides. The other service is connected to a pad-mounted transformer next to the central plant. The central plant transformer services a 2500 amp switchboard that feeds both the plant and parking garage loads. Each vault within the ballpark has three 480V services that it handles. The east vault feeds three 4000 amp services, the west vault feeds two 4000 amp services and a 1200 amp service for retail. Each 4000 amp service distributes 480/277volt power to lighting, mechanical equipment, and 208V step down transformers, which in turn serve receptacles and food service equipment. One of the east side 4000 amp services is dedicated to the scoreboard and roof motor loads. The total distribution transformation capacity on the 480V system is approximately 19,500k VA. Based on the current peak load readings, the system should have plenty of growth capacity for B&D VENUES • POPULOUS 66 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  E 3. 0: E LE CT RI C AL R EN EW AL AN D R E PL ACEM E NT Similar to mechanical systems, several electrical systems will need replacement and/or refurbishment. They include switchboards, panelboards, generators, and wiring, among others.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT Develop a replacement and renewal fund to address component failure and equipment replacement based on historical levels of investment reflected in the baseline improvements matrix.  P 1. 0: S AN IT AR Y SY S T EM S The ballpark is served by multiple sanitary services that exit below the field level. Three duplex sewage ejector pumps appear to  P 2. 0: W at e r He at ing S yst em pump a majority of the sanitary waste. Facility personnel did not The hydronic heating boiler plant consists of a primary-secondary indicate any concerns with the system as a whole. hot water system. Hot water is generated via five 2,000 MBH condensing Aerco Benchmark boilers. Remote concessions are provided with individual slab-recessed indicated that the boiler plant is under-utilized and has ample grease traps. Grease traps are beginning to fail throughout the spare capacity. ballpark. Additionally, many of the traps are not provided with configuration leads to a sub-optimal operation of the boiler plant. cleanouts. Some of the concession floor sinks are failing, due to discharge from the soda machines.  Facility personnel  They indicated that the current piping RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT An engineering review of the current boiler-piping scheme is RE CO M M END AT IO N: UP G R AD E IM PRO V E M ENT suggested in order to optimize the boiler operations. Boiler Replace the grease traps as they fail and re-pipe to include proper replacement will be needed approximately halfway through the cleanouts. Replace concession stand floor sinks as needed and 20-year plan. verify the integrity of the cast iron piping. B&D VENUES • POPULOUS 67 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  P 3. 0: DO M E ST IC W AT ER Centralized domestic hot water is produced via six 1,000 CFH domestic water heaters. Several of the heaters were replaced, while others are scheduled for future replacement. The domestic hot water loop is not continuous on the field level and does not extend throughout the upper levels of the park. Distributed water heaters on upper levels of the ballpark are failing and being replaced on an as-needed basis. Facilities personnel noted that wait times for hot water can be longer than desired and the recirculation loop does not perform as intended. A tempered water loop is also provided for public restrooms. At times, the tempered loop does not provide consistent water temperature. A dedicated seating area hydrant system is also provided to allow staff to operate pressure-washing equipment.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Continue to replace domestic water heaters in the central plant. Examine the feasibility of completing the domestic hot water loop on the field level, which may allow some of the remote areas of the ballpark to be connected to the central loop and discontinue the need for some distributed hot water heaters. Perform an engineering evaluation on the domestic water recirculation loop and the tempered water loop. Both loops should be rebalanced. Since complete winter drain-down is not possible in some restrooms, additional piping or some re-piping will need to be investigated. B&D VENUES • POPULOUS 68 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  P 4. 0: P LUM BING R E N EW AL AN D R E PL AC E M ENT Plumbing components and sub-systems will need replacement throughout the duration of the plan, including piping for water, gas, and circulation, and replacement of fixtures and fire protection equipment.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Develop a replacement and renewal plan to address component failure and equipment replacement based on historic levels of investment. B&D VENUES • POPULOUS 69 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T PLAYING FIELD Some portions of the playing field systems are original to the facility. Since many of the supporting systems cannot be observed, the Consulting Team relied on subject matter expert interviews regarding the system’s functionality and previous investments made in the baseline matrix to develop recommendations.  PF 1 . 0: PL AY I NG FI E LD SO D The playing field is primarily Kentucky bluegrass with some rye. The mixtures of turf need different maintenance and are difficult to maintain in a uniform fashion.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of the playing surface within the first five  PF 1 . 2: S UB AI R SY S T EM An existing “Sub Air” system is utilized to dry, drain, and aerate years of the plan with one type of surface. the field. Facilities personnel did not report any concern with the  PF 1 . 1: S URF AC E H E AT I NG SY ST EM system. The existing field heating system has not been able to be fully optimized due to varying lighting conditions that produce shadows RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Facilities personnel also indicated concerns with The system should be replaced and remodeled in conjunction with slow, limited leaking of this system that will need further PF 1.0 and 1.1 as it reaches the end of its recommended service investigation. life, estimated at 20 years. on the field.   RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace and rezone the system in conjunction with the replacement of the playing surface.  PF 1 . 3: IR RIG AT IO N SY ST EM Zoning of the irrigation system is not ideal for maintenance of the playing field and will need to be evaluated for replacement within the 20-year plan. B&D VENUES • POPULOUS 70 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the irrigation system in conjunction with improvements PF 1.0, 1.1, and 1.2.  PF 1 . 4: P ER IM ET ER DR AI N AG E Perimeter field drains do not properly drain and allows for the ponding of water along the outfield wall during large storms.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the perimeter field drains with a modern system in conjunction with PFs 1.0 through 1.3.  PF 2 . 0: W AL L P AD S Outfield wall pads are in good condition. The Mariners employ a contractor to make repairs and wrap the pads on an as-needed basis.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace the wall pads in accordance with their recommended service life of 10 years. B&D VENUES • POPULOUS 71 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T VERTICAL TRANSPORTATION SYSTEMS  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Program a replacement of the escalator steps approximately mid- Vertical transportation systems are presently maintained by the Mariners through a service contractor. way through the plan. The facility contains 12 elevators, 11 escalators, and six ADA lifts. All systems are in good repair and included  under the maintenance plan. The greatest area of recent investment has Although not designated for freight use, elevators seven and eight been in escalator step chains. In subject matter expert interviews, it was are utilized by operations personnel for transporting items to all revealed that manufacturer support for the various systems will be levels of the ballpark. The condition of these elevators is fair to available for approximately 10 more years. As such, the Consulting Team poor because of their high utilization. has identified a limited number of necessary improvements to prevent the systems from reaching a point of functional obsolescence. V 3 .0: EL E V AT O R S 7 AN D 8  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Consider repurposing these elevators for freight use only. Doors  V 1 .0 & 1 . 1: EL E V AT O R M O D ER NIZ AT IO N S should be reconfigured for freight usage to reduce wear and tear. Elevators are presently in good repair but will need modernization approximately half-way through the plan as manufacturers phase out support.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Modernize elevators with contemporary equipment to maintain reliability. Elevators 1, 10, G1, and G2 have previously received investment and will need a comparatively lower level of investment.  V 2 .0: E SC AL AT O R S T EP S Escalator steps are in fair condition and will need continued maintenance and replacement as they become chipped and damaged from use. B&D VENUES • POPULOUS 72 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  T 1. 0: SO UN D R EI NF O RC EM ENT SY ST EM S Sound reinforcement systems are well cared for, but dated. A need for new amplifiers will likely drive a replacement of digitalsignal processing. Outdoor speaker cabinets are reaching the end of their recommended service lives, thereby requiring replacement around 2020.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The in-bowl sound reinforcement systems will need to be completely replaced within the first five years of the plan.  T 2. 0, 2 .1 , & 2 .2: VI D EO D IS P L AY SY ST EM S The out-of-town video display was installed in 2010, while the LED fascia displays were installed in 2011. The main video display, seen to the right, was installed in 2013. The reasonable life expectancy for these technologies is 10 years from the date of purchase. New display technologies will inevitably require greater power distribution from the facility.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Replace each display system according to its estimated 10-year lifecycle. B&D VENUES • POPULOUS 73 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T   T 3. 0: P RO D UCT IO N SY ST EM In-game video production systems are 1080p T 5. 0: DIG IT AL AC C E S S HDTV Replacement of keyed entry points with digital access systems They can would improve staff functionality, facilitate better staff movement accommodate a very light complement of 4K acquisition and through the facility, and increase security and control. The last recording equipment, but current production system infrastructure facility “re-key” was performed 2005-06. compliant/capable and in excellent condition. will not enable a full turnover to 4K.   RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Doors are presently being retrofitted for better game day staff In-game video production systems and infrastructure should be movement through the facility and overall visibility on access replaced in their entirety at such time that demand (Root Sports within the building. Broadcasting or MLB), common equipment availability, and reasonable cost intersect. This should be considered in the first 5 years of the plan.  T 4. 0: S E CU RIT Y C AM ER AS Replacement of analog security cameras with digital systems is under way. Outfitting the main seating bowl camera replacement with fixed cameras (as opposed to pan-tilt-zoom style), covering all seating at all times, is ongoing.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT New security camera systems are budgeted in the 2016 capital improvement plan. Deployment of these systems relies upon the incremental upgrades being made to the facility’s data infrastructure in the form of adjustments to terminal equipment. B&D VENUES • POPULOUS 74 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T   Replace the point of sale system in 2021 in accordance with the RF mobile radio systems used for all facets of game day system’s estimated 5- to 10-year service life. operations are analog. The existing analog system presents potential failure points that can disable any one of seven key  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT T 6. 0: M O BIL E R AD I O SY ST EM S  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT points of game day communication. (Security, Events, and Guest Chip readers should be added to the current registers if deemed Services are key examples.) necessary. RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT  T 8. 0: V ID EO CO AC H I NG SY ST EM S Review the feasibility of replacing current equipment with a digital Video coaching analysis hardware and field cameras are high system with increased channel count within the first five years of definition capable, but limited to four capture angles (BATS the plan. System). Cameras are SDI signal-based and only one is IPbased.  T 7. 0 & 7. 1: P O I NT O F S AL E SY ST EM  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT The point of sale system is a five-year old Micros 9700 platform. Migration of field cameras and associated cabling and hardware This system is widely utilized throughout public venues. Micros to IP-based HD systems should be completed. STATS System is will support this software for another five years; however, current cloud-based and would provide the Mariners with better mobility. regulations require merchants to accept chip-embedded credit Systems and associated infrastructure will need to be upgraded and debit cards, which the current registers cannot. Failure to use to 4K equipment by 2020, at the latest. the chip readers, which may eventually add the personal identification number (PIN) requirement, transfers the burden of invalid card usage from the bank to the merchant. In addition to mandated issues such as the chip readers, point of sale systems should allow value-added tickets to be integrated with CRM software. The selected point of sale system should have the capabilities to handle the new software demands. B&D VENUES • POPULOUS 75 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  IN 1 .0 & 1. 1: UN INT E RR UPT I BL E PO W E R SU P P LY Uninterruptible power supply (“UPS”) systems for both data and sound reinforcement are well maintained, but this is originally installed equipment that will become unreliable over time.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT UPS systems and batteries should be replaced within the next five years as needed. These devices provide bridge power switchover to generator power for both the IP-based security camera system as well as the seating bowl sound system, which is required for emergency response.  IN 2 .0: D I ST RI BUT E D T ELE V I SIO N SY ST EM S The distributed television systems, both TVs and facility cable infrastructure, are dated but operable and sufficient for current intended use.  RE CO M M END AT IO N: N EC E S S AR Y IM PR O V EM ENT Expectations for viewing (4K broadcasting; flexibility for ad, menu, and wayfinding, etc.) will eventually drive a change to IP delivery and associated systems. B&D VENUES • POPULOUS 76 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  IN 3 .0 & 3. 1: BRO AD C AST C AB L E INF R AST RU CT UR E The broadcast cabling infrastructure is as originally installed and needs significant overhaul. Coax video cabling is obsolete and its presence in the facility will hinder the implementation of new technologies in the near future.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Coax video cabling will need to be replaced with fiber optic cabling. Triax camera cabling will need to be reduced and supplemented with new SMPTE camera cabling to all current broadcast enclosures. Root Sports has identified additional desired camera and announcer locations for modern broadcast coverage. Recommend completion of this improvement during the first five years of the plan.  IN 4 .0: C RU S H ED P AT HW AY Broadcast cabling pathways under the driveway of the truck dock are reportedly crushed. Cable infrastructure additions are being accommodated through use of large conduit mounted to walls of by the player access to the ballpark (from the parking garage).  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT This pathway to the ballpark should be excavated, investigated, and renovated in conjunction with any cabling infrastructure renovations. B&D VENUES • POPULOUS 77 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT F ACI LIT Y ASSESSM EN T  IN 5 .0 , 5 .1 , & 5. 2: F ACIL IT Y D AT A C AB L IN G AN D EQ UI PM ENT Facility data cabling infrastructure is original to the ballpark.  RE CO M M END AT IO N: NE C E S S AR Y IM PRO V EM ENT Fiber cabling will be needed from minimum point of entry (“MPOE”) from the data center to the data closets. Copper cabling between data closets and access points will need to be replaced within the next five years to accommodate new technologies. This improvement will need to include additional remote data enclosures to allow broader access distribution and data terminal equipment for the entire system.  IN 6 .0: E XT ER IO R P R O DU CT IO N Within 10 years, it is possible network broadcast production will no longer occur in trucks localized to the venue on day of game. Utilization of diverse path terrestrial fiber connectivity to remote, centralized network production facilities is likely to take place. This change may be as close as Root Sports Northwest in Bellevue or cross country.  RE CO M M END AT IO N: UP G R AD E IM PRO V E M EN T “First mile” connectivity out of the ballpark will eventually need to be negotiated with local network/phone providers. An analysis of bandwidth, speed, and quality of service requirements will need to be made in advance and existing vs. required fiber optic cabling quantities would be assessed at that time. B&D VENUES • POPULOUS 78 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS 6.0 Patron Survey SEATTLE MARINERS SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY 6.0 – SURVEY ANALYSIS The remaining respondents live in the city (18%) or elsewhere in the county (25%). O B J EC T I VE S City of Seattle (n = 730) 37.59% The Consulting Team conducted an Internet-based survey to understand 18.17% King County (outside of Seattle, n = 986) patron attitudes with regard to the physical configurations of Safeco Field and the surrounding neighborhood. The analysis is divided into three Outside Washington State (n = 791) categories: (1) the patron experience prior to the game (2) the experience once inside the ballpark; and (3) perceptions of the neighborhood surrounding Safeco Field. The survey does not examine pricing or FIGURE 6.1: Respondent Location both the necessary and upgrade improvement matrices. METHODOL OG Y The Consulting Team developed the survey instrument with review and approval by both the Mariners and PFD. The survey was administered by the Mariners through a third party, available for completion for two weeks, and distributed via e-mail to season ticketholders and those who 24.55% 19.69% marketing strategies. The findings from the survey are utilized to inform In the most recent year, approximately 75% of respondents purchased single game tickets, while remaining respondents purchased season tickets. Respondents who live in the city or county, the two most proximate jurisdictions to the ballpark, had the highest percentages of respondents who purchased season tickets in the most recent year (39% and 36%, respectively). purchased single game tickets. These groups were surveyed due to their familiarity with the ballpark. The survey was completed by nearly 4,000 individuals and has a margin of error of approximately two percent (2%) at a 95% confidence interval. Detailed results from the survey follow. Respondent Composition Washington State (n = 1,510) Season City of Seattle Ticketholder No Yes 438 282 61% 39% King County (outside of Seattle) 621 356 64% 36% Outside Washington State 765 21 97% 3% Washington State (outside King County) 1,211 290 81% 19% FIGURE 6.2: Season Ticket by Location Understanding the location from where patrons originate provides useful context. Over half of all respondents (57%) reside outside of King County. B&D VENUES • POPULOUS 79 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY 90% Prior to the Game Survey respondents were asked how they get to Safeco Field. Respondents were given the options of driving, utilizing public transportation, biking, or walking from work or home. Overall, nearly three-quarters (73%) of respondents reported they drive to the ballpark. Most of the remaining respondents (20%) use public transportation. 77% 80% 70% 60% 50% 40% 30% 20% 10% 0% 5% Lack of Amenities 9% 8% Neighobrhood is Undesirable Not enough to do before / after Traffic FIGURE 6.4: Reasons for Not Attending Additional Games Inside the Ballpark Respondents were asked to indicate which entrance to the ballpark they utilize. FIGURE 6.3: Method of Transportation Respondents were asked to indicate their level of satisfaction with parking The home plate gate (35%) was the most popular entrance, followed by left and right field gates at 19% and 13%, respectively. Entrance Utilized Count (n = 3,104) Percent they were satisfied or very satisfied. In comparison to satisfaction levels Center Field Gate 329 11% with other components of the ballpark experience (overwhelmingly Club Skybridge 215 7% positive), satisfaction with parking is clearly lagging. Home Plate Gate availability proximate to the ballpark. Only half of respondents indicated Respondents were asked to indicate why they do not attend additional Mariners’ home games. The vast majority of respondents (68%) indicated they live too far away. Those who did not cite distance, a problem that cannot be rectified, cited traffic (77%, n = 558) as the most common reason they do not attend additional home games. The other reasons why 1,073 35% Left Field Gate 604 19% Right Field Gate 400 13% Suite Skybridge 21 1% The 'Pen Gate 276 9% Third Base Entry 186 6% FIGURE 6.5: Entrance Utilized patrons do not attend additional games is shown in Figure 6.4. B&D VENUES • POPULOUS 80 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY Respondents were also asked to indicate their level of satisfaction with the  Over 30% of respondents who enter via left or right field gates convenience of reaching their seats. Nearly all respondents (91%) indicated additional food options would improve the experience of indicated they were satisfied or very satisfied. Levels of satisfaction were accessing their seats. also found to be consistent across all points of entry. When asked what amenities could improve the experience in accessing their seats, 32% of  Besides additional food options, interest in additional points of respondents indicated additional food options, 29% cited “other” various sale for beverages was low for all gates. Interest was highest amenities, and 19% indicated additional restrooms. (18%) among those who utilize the left field gate, presumably due to the high composition of young adults using the gate to patronize Additional food options the “’Pen.” 32% Other (please specify) 29% Additional restrooms 19% Additional beverage options 15% Additional merchandise kiosks 4% 0% 5%  Six percent (6%) of respondents who utilize the right field gates indicated that additional merchandise kiosks would improve their experience. The right field gate was the only one that had more than 5% of respondents indicating additional merchandise points 10% 15% 20% 25% 30% 35% of sale would improve the experience. FIGURE 6.6: Additional Amenities to Improve Convenience of Getting to/from Seat The Consulting Team also examined which amenities would improve the Over 70% of respondents indicated the existing team store and kiosks fan experience by entrance utilized. Key findings included: provide sufficient opportunity to purchase merchandise. Just nine percent (9%) indicated they do not offer sufficient opportunity.  Nearly half (43%) of respondents utilizing the club skybridge indicated the need for additional food options. These findings are consistent with the Consulting Team’s professional opinion that food options on the club level are very limited in comparison to other spaces in the building. Agree 51% Strongly agree 20% Neutral 21% Disagree  One-third of respondents who utilize the home plate gate indicated additional food options would improve the experience. Further, 22% of respondents indicated additional restrooms would improve the experience. B&D VENUES • POPULOUS 8% Strongly disagree 1% 0% 10% 20% 30% 40% 50% 60% FIGURE 6.7: Satisfaction with Opportunity to Purchase Merchandise 81 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY Respondents were asked about their satisfaction levels with regard to food assessment, the point of sale ratios at Safeco Field are below and beverage variety, quality, and wait times in comparison to regional recommended ratios to deliver the best patron experience. venues. Key findings included:  Similar Experience, 54% Nearly all patrons (95%) indicated that food and beverage variety is similar to or better than what is provided at other regional venues. These results confirm the Consulting Team’s professional opinion that Safeco Field offers a wider variety of offerings compared to many peer MLB parks. Similar Experience, 46% Better Experience, 41% FIGURE 6.9: Food and Beverage Quality Compared to Other Regional Venues Better Experience, 24% Better Experience, 49% Worse Experience, 4% FIGURE 6.8: Food and Beverage Variety Compared to Other Regional Venues  Ninety-five percent (95%) of respondents also indicated that food and beverage quality was similar to or better than other regional venues. Worse Experience, 6% Similar Experience, 66% Worse Experience, 10% FIGURE 6.10: Food and Beverage Wait Times Compared to Other Regional Venues In comparison to variety, however, the “better The Consulting team further examined attitudes with regard to food and experience” response dropped to 41%. beverage variety, quality, and wait times by ticket price. Only those who  Respondents thought food and beverage wait times were purchased season tickets were included since respondents who purchase similar to those found at venues elsewhere in the region. Only single game tickets frequently move up or down levels. No respondent 24% believe the wait times are better. indicated the All-Star Club experience was lagging behind other regional As shown in the venues. The Diamond Club, in comparison to other venues, logically B&D VENUES • POPULOUS 82 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY offers a superior experience. Season ticketholders in the 300 level had a comparatively lower level of satisfaction with regard to variety and quality in relation to other levels. Just seven percent (7%) of respondents indicated wait times were worse as the level is least frequently utilized by patrons All but 93 respondents (2.3%) indicated they considered the physical configuration of Safeco Field as “family friendly.” All-Star Club Terrace Club Diamond Club Left Field Bleachers 100-Level 300-Level Nearly 80% of respondents indicated they are either satisfied or very satisfied with the experience. Better 75% 49% 82% 53% 51% 43% Furthermore, Respondents and patrons clearly consider the existing configuration of Safeco Field to be very conducive to family visits. All-Star Club Terrace Club Diamond Club Left Field Bleachers 100-Level 300-Level Better 71% 44% 67% 43% 41% 36% Respondents who purchase season tickets were also asked to indicate satisfied. Level All-Star Club Club (200) Level Diamond Club Left Field Bleachers Main (100) Level View (300) Level Very Dissatisifed Dissatisfied 0% 0% 0% 0% 1% 0% 0% 0% 11% 12% 3% 1% Neutral Satisfied Very Satisfied 3% 4% 5% 12% 13% 11% 28% 40% 37% 58% 58% 48% 69% 57% 47% 19% 25% 40% FIGURE 6.12: Satisfaction with Restroom Availability Worse 0% 7% 6% 6% 5% 11% Similar 29% 47% 28% 51% 53% 51% Worse 0% 9% 6% 6% 6% 13% Wait Times (n = 929) their satisfaction with restroom availability on the level they most often purchase tickets. Respondents were overwhelmingly satisfied or very Similar 25% 44% 12% 41% 44% 46% Quality (n = 929) respondents who utilize the existing children’s area either frequently or occasionally indicated a high level of satisfaction. Variety (n = 929) Seat Location All-Star Club Terrace Club Diamond Club Left Field Bleachers 100-Level 300-Level Better 65% 31% 56% 18% 23% 25% Similar 35% 57% 22% 71% 66% 68% Worse 0% 12% 22% 12% 11% 7% FIGURE 6.11: Food and Beverage Satisfaction Metrics by Level Respondents were also asked to indicate their favorite physical characteristic of Safeco Field. The most popular responses were the retractable roof, views of downtown, the main videoboard, and food and beverage options. Although parking and traffic are not physical features, respondents most often cited these factors as their least favorite. Many B&D VENUES • POPULOUS 83 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY respondents left the free-form text box blank or indicated they did not have Respondents were asked where they typically patronize establishments a “least favorite” physical characteristic of Safeco Field. for pre- and post-game activities. Nearly half of all respondents (48%) indicated they do not visit establishments before and after games. Those respondents who do typically patronized Pioneer Square (56%), followed Outside Safeco Field by areas outside the city (16%), the Waterfront, Chinatown, and Retail Survey respondents were also asked questions regarding their core. experiences and perceptions of the neighborhood outside Safeco Field. Waterfront, 15% Over one-third of respondents consider the neighborhood unsafe before and after games. Nearly half (44%) indicated the neighborhood is Other, 16% generally undesirable, while 23% indicated the neighborhood is not well lit. Respondents were also given the option of selecting “other” and developing a free-form response. The two reoccurring themes observed by the Consulting Team were a lack of visible police presence and vagrancy. 50% Pioneer Square, 56% Chinatown/ International District, 7% Retail core, 5% FIGURE 6.14: Neighborhoods Patronized Before and After Games 44% 40% 30% Respondents were sorted by their home addresses to examine how 23% 21% residency influences the likelihood of patronizing establishments before or 20% 9% 10% 2% 0% after games. Not surprisingly, those coming from outside the state most frequently patronize establishments before and after games. One-third of patrons stay in the Pioneer Square neighborhood, while 15% visit the Other (specify) The The There is not Traffic before neighborhood as neighborhood is much to do in the and after games a whole is not not well lit and is neighborhood creates an desirable uninviting before and after unsafe games environment Waterfront area. Thirty-nine percent (39%) of respondents from the city also patronize establishments in the Pioneer Square neighborhood. FIGURE 6.13: Reasons for Considering the Neighborhood Unsafe B&D VENUES • POPULOUS 84 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT PATRON SURVEY Neighborhood Chinatown/International District First Hill I typically do not visit establishments Other (specify) Pioneer Square Retail core Waterfront West Edge City of Seattle King County Washington State Outside the state 6% 4% 3% 2% 0% 0% 0% 1% 40% 56% 52% 38% 9% 39% 2% 2% 1% 8% 25% 2% 4% 0% 7% 25% 2% 9% 1% 5% 33% 6% 15% 0% FIGURE 6.15: Neighborhood Patronization by Respondent Location Neighborhood 18-24 25-31 32-40 41-50 51-60 61-70 70 + 4% 4% 3% 3% 3% 4% 3% 0% 1% 1% 0% 0% 0% 0% 52% 33% 46% 47% 46% 53% 65% 3% 7% 7% 7% 9% 7% 6% Pioneer Square 27% 46% 33% 30% 28% 24% 18% Retail core 3% 2% 3% 3% 3% 2% 2% Waterfront 10% 6% 6% 8% 10% 8% 6% West Edge 0% 0% 1% 1% 1% 1% 0% Chinatown/International District First Hill I typically do not visit establishments Other (specify) FIGURE 6.16: Neighborhood Patronization by Respondent Age The Consulting Team also sorted respondents by age. Nearly half (46%) Respondents were also asked to indicate the amount spent on retail, food of young adults (25 – 31 years) patronize establishments in the Pioneer and beverage, and incidental purchases when attending games. Square neighborhood. This demographic is the only one in which a Respondents living in the city and county spent an average of $24 per particular neighborhood elicited a more popular response than “I typically game. This figure increased to $31 for those residing in state but outside do not visit establishments.” the county. Respondents attending from other states indicated spending an average of $50 per game. These figures are utilized in the economic and fiscal benefits analysis, which is presented later in this report. The patron spending is a significant economic driver for King County, in particular, given the large number of patrons originating from elsewhere. . B&D VENUES • POPULOUS 85 7.0 Necessary Improvements Analysis ELLM a" SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S 7.0 – NECESSARY IMPROVEMENTS ANALYSIS O BJ E CT IV E S The necessary improvements matrix quantifies the estimated capital investments needed to maintain the ballpark in a first-class condition through 2036. The matrix serves as a continuation of the baseline improvements matrix, which allows for comparing and contrasting historical investment levels with those projected for the future. When combined, the baseline and necessary improvement matrices provide a description of actual and projected investments from 2000 to 2036. The necessary improvements matrix serves as a planning tool and is not a maintenance plan. The Consulting Team’s experience at AT&T Park, Coors Field, Nationals Park, and PNC Park was utilized as a resource for developing the matrix. M ET HO DO LO G Y All improvements listed in the necessary improvements matrix are described briefly in this section and include the suggested period for implementation, estimated cost in 2015 dollars, and recommended service life. Figure 7.1 below provides an example of this methodology for replacement of televisions. The Consulting Team recommends that television replacement begin in 2019 and be phased over two years. The 2015 estimated cost is inflated to the appropriate year, as shown in the gray row. The Consulting Team also utilized the following assumptions for all matrix entries: Costs utilized in the matrix were estimated utilizing historical data, industry resources, relevant experience, and input from the Mariners;  Investment reoccurrence assumptions were established based on the Consulting Team’s prior experience;  All budget numbers include an annual 3% construction escalation; and  A 15% contingency was also applied to each year’s annual estimate. Item #  Item Technology 1 Replace televisions Frequency of Estimated Cost Repairs/Replacements (2015 $) Every 8 years, phased over 2 $1,500,000 5 3 2019 $844,132 $750,000 12 4 2020 Projected 11 12 2027 2028 13 20 19 2035 20 2036 $869,456 $1,069,321 $1,101,400 $1,354,583 $1,395,221 $750,000 $750,000 $750,000 $750,000 $750,000 FIGURE 7.1: Necessary Improvement Matrix Example B&D VENUES • POPULOUS 86 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S There are instances where the establishment of a “replacement and investment. Adjustments were typically one to three years in renewal” fund was recommended. either direction, depending on the investment needed. These funds account for smaller investments that could not be observed in the assessment, but are likely to occur based on the frequency of investment observed in the baseline 3. The improvement maintains aesthetic appeal and spectator Annual allowance funds are utilized for nine sub-categories, impressions. These improvements received lowest priority and including the garage, retractable roof, operational equipment, FF&E, the Consulting Team often deferred these investments to years mechanical, electrical, plumbing, vertical systems, and code and with lower investment levels. matrix. regulatory. NE C E S S AR Y IM PRO V EM ENT S PH AS I NG The key factors influencing phasing decisions included:  Identifying the original investment year is arguably the most critical step in should be replaced within the first five years of the plan to maintain quantifying the total investment needed since it establishes the basis for reoccurrence. Food service interiors, such as floors, walls, and ceiling tiles, all normal operating conditions. Administrative office interiors are However, since many of the building’s systems and dated and have been deferred until 2021 and 2022 despite equipment are original and exceeding their recommended service lives, a showing need of near term replacement. number of investments are recommended within the first seven years of the plan. As a result, there are many competing investment needs within  this timeframe. In an effort to develop achievable early-year investment Much of the interior and exterior signage and graphics are original and deteriorating. A replacement of all signage and graphics is levels within the overall 20-year investment period, the Consulting Team programmed from 2017 to 2020. utilized the following approach to program the first investment occurrence:  1. The improvement is necessary to maintain overall facility or equipment functionality. The current retractable roof bogie wheel replacement is slated to continue through 2020. Improvements responding to this The remaining non-structural major components are slated to be replaced in 2022 as manufacturers criterion remained in their originally programmed year, regardless will likely cease supporting the original components. of competing investment needs.  2. The improvement protects the Mariners’ ability to generate revenue from key spaces. Improvements in this category were often reallocated to years with fewer competing needs for B&D VENUES • POPULOUS The majority of food service equipment is original and many pieces are well beyond their recommended service lives. The Consulting Team has programmed a one-for-one exchange of equipment on a consistent basis throughout the 20-year plan. 87 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S  A replacement of all bowl seating and anchors is programmed produces muffled audio in some areas. The production system from 2021 through 2023. In 2021, the majority of seating will be should be replaced prior to 2020 in preparation for 4k television. 22 years old, putting it two years past its recommended service The facility’s primary video displays are scheduled to be replaced life of 20 years. Although seats could potentially be kept longer, once their 10-year service lives are reached, requiring investment their age and the condition of the anchors necessitate that all in 2019, 2020, and 2022. hardware should be replaced.   The broadcast and data-cabling infrastructure is original and The three primary premium spaces in the facility (Diamond Club, needs significant overhaul. Coaxial video cabling is obsolete and Terrace Club, and suites) are well kept, but noticeably dated. In its presence will inhibit the implementation of 4k technologies. the Consulting Team’s professional opinion, finishes in these These improvements should be implemented prior to 2020. spaces do not deliver an experience consistent with similar spaces in peer ballparks. As a result, the marketability of each The investments described above are the primary reason why significant space has the potential to be compromised, marginalizing the investments are needed from 2017 to 2023. The following page examines space’s ability to be monetized; therefore, the Consulting Team the needed annual investments. All figures are adjusted to 2015 dollars. programmed a comprehensive modernization within the first five years for all spaces.  The original playing field and its subcomponents will eventually need a complete modernization. The Consulting Team assumes the modernization will take place in 2020.  Vertical transportation systems are in good condition, but will need investment approximately mid-way through plan as manufacturer support is phased out. Accordingly, the Consulting Team has programmed a complete modernization of the vertical systems from years 2026 to 2031.  Several major investments in technology will be needed from 2017 to 2021. The facility’s sound reinforcement system is original and B&D VENUES • POPULOUS 88 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S AN N U AL IN V E ST M EN T NE E D ED Safeco Field will need an estimated $190 million (in 2015 dollars) in capital investment through 2036. This figure is prior to the application of any contingency or escalation, the impacts of which are discussed on the following pages. Over the duration of the plan, the average annual investment needed is approximately $9.5 million. This figure represents a 48% increase over the $6.4 million previously invested on an average annual basis. The year with the greatest investment is 2019 at $22.9 million while 2033, the fourth-to-last year, needs the least at $1.7 million. Projected Annual Investment (2015 Dollars) FY $25,000,000 $22,912,398 $20,332,504 $20,000,000 $15,000,000 $12,776,061 $6,467,621 $10,000,000 $3,254,815 $5,000,000 $0 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 FY 2036 Investment FY Investment 2017 $ 4,126,290 2027 $ 10,963,446 2018 $ 7,628,985 2028 $ 6,467,621 2019 $ 22,912,398 2029 $ 20,332,504 2020 $ 16,071,167 2030 $ 8,026,093 2021 $ 11,742,457 2031 $ 4,078,016 2022 $ 12,776,061 2032 $ 7,899,115 2023 $ 11,003,258 2033 $ 1,685,649 2024 $ 7,670,920 2034 $ 6,487,681 2025 $ 7,660,052 2035 $ 3,254,815 2026 $ 14,962,466 2036 Investment (2015 Dollars) $ 4,673,400 $ 190,422,394 FIGURE 7.2: Annual Investment Required Through 2036 (2015 Dollars) The downward trend line in necessary annual investments demonstrates the abundance of competing needs within the first seven years of the plan. Midway through the 20-year plan, investment reoccurrences drive a similar multi-year peaks from 2026 and 2027. In four of the last six years, investment falls below the historical investment average of $6.4 million. B&D VENUES • POPULOUS 89 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S E X P EN DIT UR E C O M PAR I S O N: B AS E L IN E V S. PR O J E CT ED The table below examines the variance between baseline and necessary improvements matrices. As previously noted, there is a 48% increase in necessary investment when costs are normalized to 2015 dollars. Investment composition among major categories stays mostly consistent, with two primary exceptions:  Major Category 1 Architectural $1,308,577 $2,209,375 Before After Diff. 20% 23% 3% 2 Retractable Roof $397,258 $928,250 6% 10% 4% 3 Garage $79,307 $41,000 1% 0% 1% 18% 18% 1% The retractable roof needs 10% of the overall new investment 4 Spectator Requirements compared to the historical 6%. This increase is due to the cost of 5 Building Systems 10% 10% 0% replacing expensive non-structural system components (e.g., 6 Technology $1,467,831 $2,820,675 23% 30% 7% membrane, power cables, logic controller), most of which are 7 Infrastructure $1,435,418 22% 9% 13% original.  # -2014 Baseline Projected Average Average Technology and infrastructure compose 45% of the average $1,132,903 $1,754,245 $620,495 $911,075 $856,500 Annual Average (2015 Dollars) $6,441,789 $9,521,120 FIGURE 7.3: Baseline and Necessary Improvement Matrix Comparison amount invested in the baseline matrix. This figure drops to 39% over the next 20 years. This comparison is skewed by the $12.5 million distributed antenna system investment ($780,000 of the $1.44 million annually) made in 2011. While the average investment needed in the next 20 years is considerably greater, expenditures across major categories are consistent with historical levels, lending credence to the integrity of the necessary improvements projections. B&D VENUES • POPULOUS 90 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S AD J U ST E D AN N U AL I NV E ST M ENT To improve the accuracy of projections and to estimate necessary investment through 2036, the Consulting Team applied an annual 3% escalation and a 15% contingency estimates to the necessary improvements costs. Consequently, the total investment needed is $297 million over the duration of the plan, or approximately $14.9 million annually. Six of the years with the greatest investment occur in the first half of the plan, despite being less affected by escalation. After much of the original equipment is replaced within the plan’s first six years, there is a brief investment valley prior to 2027 and 2028. Investment levels fall off sharply after 2029 since approximately half of the first investment reoccurs at some point after that time. Adjusted Annual Investment with Escalation and 15% Contingency (2017 to 2036) Adjusted Annual Investment with 15% Contingency (2017 to 2036) $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 Contingency (15%) $15,000,000 Escalation (Varies) $10,000,000 2015 Investment $5,000,000 $FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 2015 Investment Escalation (Varies) Contingency (15% ) $4,126,290 $251,291 $656,637 $7,628,985 $707,413 $1,250,460 $22,912,398 $16,071,167 $11,742,457 $12,776,061 $11,003,258 $2,875,708 $2,559,720 $2,278,651 $2,936,883 $2,935,340 $3,868,216 $2,794,633 $2,103,166 $2,356,942 $2,090,790 $7,670,920 $2,337,891 $1,501,322 $7,660,052 $2,634,417 $1,544,170 $14,962,466 $5,749,086 $3,106,733 Investment Required $5,034,218 $9,586,858 $29,656,322 $21,425,521 $16,124,274 $18,069,885 $16,029,387 $11,510,132 $11,838,639 $23,818,285 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 FY 2036 2015 Investment Escalation (Varies) Contingency (15% ) $10,963,446 $4,667,806 $2,344,688 $6,467,621 $3,030,298 $1,424,688 $20,332,504 $10,422,233 $4,613,210 $8,026,093 $4,478,298 $1,875,659 $4,078,016 $2,466,002 $981,603 $7,899,115 $5,156,918 $1,958,405 $1,685,649 $1,184,056 $430,456 $6,487,681 $4,888,507 $1,706,428 $3,254,815 $2,623,743 $881,784 $4,673,400 $4,020,501 $1,304,085 Investment Required $17,975,940 $10,922,607 $35,367,947 $14,380,050 $7,525,621 $15,014,438 $3,300,161 $13,082,617 $6,760,341 $9,997,985 FIGURE 7.4: Adjusted Investment Needed B&D VENUES • POPULOUS 91 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S AD J U ST E D AN N U AL I NV E ST M ENT BY G RO UP S The table below examines investment composition by major category in three-year groups. Cells are shaded progressively green as a greater percentage of investment is attributed to each major category. Key drivers behind major investments in each group are:  Technology and infrastructure investments makeup a large portion of Group 1. Investments in sound reinforcement and production systems drive the majority of the $17.4 million in technology spending. Investments in distributed television and broadcast cable drive the infrastructure category needs of slightly over $10 million.  Group 2 represents the second largest three-year investment group. Investment in spectator requirements are driven by a phased replacement of spectator seating, food service equipment, and the first major investment in premium spaces throughout the facility. Other notable investments include replacement of the playing field and the fascia and outfield video displays. Projected # Major Category Group 1 Group 2 Group 3 Years 1 to 3 Years 4 to 6 Years 7 to 9 1 Architectural $4,666,613 $9,459,050 $22,967,357 $15,749,616 $6,278,681 $6,638,008 $3,701,368 2 Retractable Roof $5,899,461 $5,388,020 $450,343 $14,343,137 $627,356 $342,615 $363,480 $106,476 $183,007 $202,162 $223,367 $151,809 $266,712 $233,146 4 Spectator Requirements $4,015,119 $18,924,664 $6,666,475 $7,333,013 $10,200,357 $3,922,127 $2,975,584 5 Building Systems $2,184,215 $5,517,976 $2,714,743 $9,088,002 $5,028,152 $1,085,730 $3,435,612 6 Technology $17,385,151 $15,230,012 $4,876,590 $5,139,627 $24,499,106 $17,007,990 $5,943,415 7 Infrastructure $10,020,365 $916,951 $1,500,489 $840,069 $10,488,157 $2,134,034 $105,721 $44,277,398 $55,619,680 $39,378,159 $52,716,832 $57,273,618 $31,397,215 $16,758,326 15% 19% 13% 18% 19% 11% 6% 3 Garage Total by Grouping Percent of Total Group 4 Group 5 Group 6 Group 7 Years 10 to 12 Years 13 to 15 Years 16 to 18 Years 19 & 20 FIGURE 7.5: Three-Year Investment Groups by Major Category B&D VENUES • POPULOUS 92 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT N EC ESSAR Y I M PR OVEM ENT S AN AL YSI S  Approximately 60% ($22.9 million) of Group 3 investment is concentrated in the architectural category. Painting of the retractable roof structure occurs twice during this period and accounts for over $13 million in investment. The final phase of seating replacement accounts for 60% of spectator requirement spending, which is estimated at $6.7 million.  Group 4 contains significant investments across five of the seven categories. The final phase of roof painting is included under the architectural category while the membrane is slated to be replaced in year 2026. Significant investments in mechanical, electrical, and plumbing systems are also included, each of which accrue to the building systems category.  Group 5 is the largest three-year group. Spectator requirements are driven by the first reoccurring investment in premium spaces. Similarly, a reoccurrence of investment is programmed for the production and video display systems (not including the main board). The impact of escalation magnifies the investment required in this group significantly.  Groups 6 and 7 are most impacted by escalation. Items included in these two groups include the first reoccurrence of the main video board, investments in security, and the second reoccurrence of television replacements. B&D VENUES • POPULOUS 93 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS 8.0 Upgrade Improvements Analysis ELLM a" SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT U PGR AD E I M PRO VEMENT S AN AL YSI S 8.0 – UPGRADE IMPROVEMENTS ANALYSIS 1. Expansion of the existing parking garage: Three expansion schemes have been developed to provide additional parking options. As discussed in Section 6.0, Patron Survey – parking availability is presently one of the least favorite aspects of the Safeco Field experience. The options include expansion of the INT RO D UCT IO N garage to the east, west, or adding levels on top of the structure. The Consulting Team developed a list of potential upgrade improvements The options offer up to a maximum of 900 additional spaces. and design concepts that could be considered for implementation. In contrast to necessary improvements, which prevent physical obsolescence, upgrade improvements address market or economic obsolescence. Although noteworthy upgrades such as the All-Star Club, the “’Pen”, and Edgar’s have been made in the past, the Consulting Team considers additional upgrade improvements as desirable for the purpose maintaining Safeco Field’s competitive position in the Seattle marketplace. Upgrade concepts were developed with input from the Mariners and PFD with one of four primary drivers in mind: 2. Perimeter / Façade Art Addition: Three potential schemes were developed to enhance Safeco Field’s pedestrian experience and exterior appearance. The first concept is focused on improving the aesthetics of the existing ramp structure proximate to 1 st Ave. The other concepts address the east and west façades through creative lighting schemes and artwork. Transparent lighting schemes suggested in the concepts also could be utilized for advertising depending on what is allowed by regulatory agencies. 3. Brewpub Addition: This concept would reconfigure the existing 1. Maintaining or improving upon the patron experience; 2. Expanding or maintaining revenue streams; 3. Attracting new demographic groups to the facility; and 4. Maintaining Safeco Field’s competitive position within the market. A brief description of potential upgrade improvements is provided below and corresponding design concepts are attached as Exhibit D. A listing of Ellis Pavilion space into a “brewpub” concept. The brewpub is envisioned as a 175-seat restaurant that would remain open year round. The addition would allow ticketed patrons access to the main concourse during events through a new staircase. The existing entrance for Diamond Club patrons would be improved and relocated to the first base side of the facility. upgrade improvements discussed in Section 5.0, Facility Assessment are 4. Home Plate Entrance Reconfiguration: The primary feature in also listed at the conclusion of this section. The cost of these upgrade this concept is development of a new hall of fame that would improvements would be in addition to the cost of the necessary expand and improve upon the existing Baseball Museum of the improvements described in Section 7. Pacific Northwest. The space would begin immediately to the left B&D VENUES • POPULOUS 94 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT U PGR AD E I M PRO VEMENT S AN AL YSI S of the main staircase and include the addition of a walkway that Landing. The area is envisioned as a “general admission club” would encircle the existing rotunda. Concessions behind home and would offer fantastic views of downtown and the playing field. plate on the third base side would also be reconfigured to offer a The concept embraces two trends in public assembly venue better experience and views outside the facility. design, including (1) the development of clubs that are available to all patrons and (2) enhancing the spectator experience on the 5. Club-Level Reconfiguration: This concept would extend the left upper levels. field 200-level floorplate over the existing left field entrance. The concept includes additional bar and lounge space, outdoor The Consulting team also identified seven other upgrade improvements seating, and development of kitchen space. The extension would discussed in Section 5.0. These improvements are considered “optional” offer fantastic views of downtown Seattle and is ideal for staging and are listed below: meetings, banquets, and special occasions. The second story of the extension would provide additional meeting and conferencing  Replacing static menu board signage with digital boards (FS 4.0); space. The extension would allow those renting suites on a single  A central CO2 system (FS 8.0); game basis an opportunity to hold meetings prior to the game and  Additional show power to the outfield (E 2.0 & 2.1); immediately access their suite. The reconfiguration would be  The expansion of central plant services for additional loads transformative for the entire club level. generated by implementation of new technologies (E 2.0 & 2.1);  6. Upper-Concourse Kids Zone: This concept includes a new kid’s area on the 300-level of the ballpark. The space would be located immediately behind home plate in an area presently populated The retrofit of doors and interior cab finishes of elevators seven and eight for service use (V 3.0); and  The establishment of connectivity to production entities located offsite (IN 6.0). with basic tables and chairs. The primary feature of the kid’s zone is a scaled-down infield covered by a new roof structure over the rotunda. Additional themed spaces for kids would be located on the side of the facility facing 1st Ave. The concept also includes a concession stand immediately to the north for parents. 7. “Tree House” Addition: This primary feature of this concept is the development of an enclosed bar and lounge option on the northernmost portion of the 300-level in the area of Lookout B&D VENUES • POPULOUS 95 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS 9.0 Benefits Analysis 21km SEATTLE MARINERS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS 9.0 –BENEFITS ANALYSIS O BJ E CT IV E S The purpose of the benefits analysis is to understand then quantify the economic and fiscal benefits generated by operation of Safeco Field. The analysis answers the question: “What are the economic and tax revenue implications associated with Safeco Field?” The Consulting Team conducted separate analyses to measure the economic benefits to King County and the State of Washington. Fiscal benefits were quantified for both jurisdictions and the City of Seattle. An examination of escalation in the total land value of parcels located in the “stadium district” adjacent to Safeco Field was also completed. All Calculations rely on estimates of team- and ballpark-related spending in the year 2015. FIGURE 9.1: Economic Benefit Flow Chart M ET HO DO LO G Y The economic benefit analysis relies on Minnesota Implan Group (“MIG”), Inc.’s I-RIMS input-output multipliers to model the direct and Impacts are measured in terms of economic output, employment, and indirect quantitative impacts generated by the operation of the Mariners earnings, which are further divided into direct and indirect impacts. The and Safeco Field. These multipliers are developed based on information direct impacts represent the economic activity created by the Mariners published by the United States Bureau of Economic Analysis. This and ballpark operations. The indirect impacts represent the value of analysis relates industries and households within a specified region. additional economic demands for goods and services that the team and Team and ballpark expenditures create demand for goods and services ballpark place on supplying industries in the county and state economies. in the market and multipliers provide the basis for estimating what portion The sum of the direct and indirect impacts includes all transactions of the demand is satisfied locally and within the state. attributable to the project and, as such, represents the total economic impact. The linkage between direct and indirect spending is provided below in Figure 9.1 B&D VENUES • POPULOUS 96 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS Direct Impacts Approach All money spent on franchise and ballpark operations and by building Direct impacts in this analysis include operational expenditures, cost of patrons is considered a direct impact. To analyze the benefits specific sales for concessions and novelties, and off-site spending at hotels, retail to the county and state, the direct impacts are discounted to account for stores, restaurants, and on transportation items. Revenues, such as out-of-market leakage. For example, a direct impact would include ticket sales and in-stadium spending, are not considered direct impacts purchase of catering services for premium seating areas. The fee paid since much of this spending is displacement or “substitution” spending to the catering company represents a direct impact. Some purchases and would take place without the presence of Safeco Field and the may be provided by out-of-market companies and some supported jobs Mariners. may be filled by out-of-market residents. Consequently, all direct impacts projections, it is more reliable in terms of estimating net new spending to in the analysis are discounted to account for the leakage on a case-by- a market. While this approach often yields somewhat conservative case basis. Each leakage assumption is developed based on an understanding of geography and based on the expenditure type. For The SAM-type (Social Accounting Matrix) multipliers used in the analysis instance, scouting and player development expenditures are far less are specific to King County and the State of Washington. Multipliers are likely to impact the local market economy as opposed to marketing and classified as final demand and direct-effect multipliers. Final demand advertising, which are primarily local purchases. multipliers reflect the increase in demand for a particular product in a market (e.g., concessions supplies). Direct-effect multipliers are Direct impacts provide the basis for calculating indirect and induced considered a “jobs-to-jobs” multiplier, which relies on estimates of benefits. For example, the same catering company may need to changes in initial jobs and associated wages in a final demand industry. purchase beef in order to produce concessions items for a game. This For the purposes of this analysis, the Consulting Team utilized the state spending creates business for a food distributor, which, in turn, creates and local multipliers in Figure 9.2. new employment opportunities and additional earnings for the distributor. Further, induced economic activity, which measures new The Consulting Team conducted the analysis based on independent spending patterns generated because of operations, are quantified. estimates of the Mariners’ operating performance. The estimates were confirmed and developed with assistance from resources throughout MLB and publicly available documents. No estimate of overall team profit and loss was developed since the business and occupation tax is based on gross receipts, not net operating income. B&D VENUES • POPULOUS 97 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS Final Demand Direct-Effect Output Earnings Emp. Earnings Emp. Type SAM Multipliers (2013) King County Accommodation Admin & Support Services Apparel Manufacturing Food Manufacturing Food Services Ground Transportation Other Services Professional Services Spectator Sports 1.51 1.60 1.58 1.40 1.57 1.86 1.71 1.72 1.78 0.55 0.89 0.49 0.32 0.66 0.95 0.78 0.86 0.84 12.36 8.59 10.82 4.60 17.93 15.27 12.73 10.63 21.59 1.61 1.54 1.98 1.96 1.49 1.56 1.55 1.54 1.63 1.37 2.11 1.49 1.96 1.23 1.51 1.52 2.11 1.38 State of Washington Accommodation Admin & Support Services Apparel Manufacturing Food Manufacturing Food Services Ground Transportation Other Services Professional Services Spectator Sports 1.72 1.87 1.79 1.83 1.82 2.55 1.98 1.97 2.04 0.55 0.89 0.51 0.38 0.68 0.99 0.75 0.84 0.75 14.32 20.21 12.12 7.20 20.27 18.78 14.61 12.94 25.72 1.79 1.50 2.18 3.25 1.63 1.76 1.75 1.66 1.90 1.48 1.40 1.65 3.40 1.32 1.67 1.71 1.95 1.45 Source: MIG, Inc. FIGURE 9.2: Final Demand and Direct-Effect Multipliers B&D VENUES • POPULOUS 98 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS AN N U AL E CO N O M IC BE N EF IT S Visiting teams average an estimated 50 persons in a traveling party per MLB game. The figure includes players, coaches, staff, umpires, Annual economic and fiscal benefits are generated through operational administrative personnel, and local media. Visiting teams generate an expenditures, off-site visitor, and team spending. In total, the Consulting estimated 4,500 total days within the local market and approximately Team estimates there is approximately $308 million in 2015 gross 3,000 room nights annually. The Consulting Team estimates that each spending from operations. All economic benefit projections rely on the person spends an average of $310.00 on accommodations, food and assumptions of 81 home games and total attendance of 2,193,041. beverage, retail, and transportation, equating over $1 million in net direct Other events, such as music concerts, were not considered in this spending each year in the county and state after leakage. analysis due to their unpredictable schedules. However, hosting outside events would create incremental benefits over those reflected in this Operational Spending section as would attendance increases above the 2015 season. For reference, the average attendance of Safeco Field for the full 16 seasons Franchise (supplies, equipment, team transportation, etc.) and ballpark is 2,533,842. operations (maintenance, utilities, grounds keeping, etc.) generate approximately $41 million in annual purchases of goods and services Visitor Spending and other cost components in the county. An estimated $52 million in purchases of goods and services are procured in the state. Although The Consulting Team assumes that 40% of attendees come from within there is nearly $150 million in annual wages supported by operations, the local market, 55% come from outside the county, and 5% require the Consulting Team estimates only $35 million is retained in the county overnight stays. Based on the Consulting Team’s understanding of the and $44 million in the state. The vast majority of payroll is devoted to marketplace and information obtained in the survey, the Consulting player salary and the Consulting Team has assumed that players are in Team assumes that attendees not requiring an overnight visit spend market for limited parts of the year. between $10 and $18 per visit, depending on their origination. Those requiring an overnight stay spend an average of $195 per visit. In total, County Benefits gross visitor spending is estimated at $43 million. After applying leakage factors of 10% for the state and 30% for the county, visitor spending Annual direct economic benefits from operations to the county totals an drives an estimated $30 million in annual direct spending in the county estimated $71 million in economic activity, $35 million in wages, and and $39 million in the state. supports 700 jobs. With an average multiplier of 1.67, indirect and induced benefits total $48 million in economic activity, $65 million in wages, and 1,500 jobs. Collectively, Safeco Field and the Mariners B&D VENUES • POPULOUS 99 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS generates $119 million in annual economic activity, supports $100 million in wages ($45,000 per job), and 2,200 associated jobs in King County. Just over 35% of gross activity is retained by the county. State Benefits Direct benefits from operations to the State of Washington totals approximately $92 million in annual economic activity, $44 million in wages, and supports 1,000 jobs. With an average multiplier of 1.96, indirect and induced benefits total $88 million in annual economic Recurring Benefit King County State of Washington Annual Direct Benefit Estimated Output Estimated Wages Estimated Employment $71,400,000 $35,100,000 700 $91,900,000 $44,000,000 1,000 Annual Indirect & Induced Benefits Estimated Output Estimated Wages Estimated Employment $47,500,000 $64,700,000 1,500 $87,800,000 $84,100,000 2,300 Annual Total Benefits Estimated Output Estimated Wages Estimated Employment $118,900,000 $99,800,000 2,200 $179,700,000 $128,100,000 3,300 Estimated Output $2,089,000,000 $3,104,000,000 Estimated Wages $1,754,000,000 $2,213,000,000 activity, $84 million in wages, and 2,300 jobs. In total, the ballpark and team generates $180 million in annual economic activity, supports $128 million in wages ($39,000 per job), and 3,300 associated jobs in the state. These totals are not additive and include benefits within the county. The state retains 44% of gross activity due to its larger geographic footprint. When calculated on a 20-year net present value basis, Safeco Field is projected to generate $2.1 billion in economic output and support $1.8 20-Year Net Present Value FIGURE 9.3: Estimated Recurring and NPV of Economic Benefits billion in wages in King County. When measured at the state level, Safeco Field is projected to produce $3.1 billion in economic activity and support approximately $2.2 billion in wages through 2036. B&D VENUES • POPULOUS 100 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS FI SC AL B EN E FIT S across the five types. Measured on a 20-year net present value basis, In addition to the direct and indirect economic benefits, Safeco Field Safeco Field is projected to generate $81 million in tax revenues to the generates tax revenues for the PFD, state, city, and county. As shown in PFD, $140 million to the state, and $46 million to local jurisdictions. Total Figure 9.4, the PFD receives a 5% admissions and 10% parking tax, fiscal benefits are estimated at approximately $267 million through 2036. while the state collects a business and occupation tax and sales tax. Lastly, local jurisdictions receive five taxes applicable to the analysis, Jurisdiction / Entity 2015 including a business and occupation tax, commercial parking tax, sales Washington State MLBS PFD Tax Revenue tax, utility tax, and hotel tax. Jursidiction / Entity Washington State MLBS PFD [1] Parking Tax Admissions Tax State of Washington Business and Occupation Tax Sales Tax City of Seattle & King County Business and Occupation Tax Commercial Parking Tax Sales Tax Utility Tax (Light Tax) Hotel Tax (Convention and Trade) Rate 20-Year Net Present Value 20-Year Net Present Value 20-Year Net Present Value $ 7,190,000 $ 2,400,000 $ 13,850,000 $139,700,000 King County and City of Seattle Tax Revenue 0.471% & 1.5% 6.5% 4,260,000 $81,400,000 State of Washington Tax Revenue 10.0% 5.0% $ $46,300,000 Annual Benefit [1] NPV calculations rely on 4% discount rate and 3% grow th 0.215% & 0.415% 12.5% 1.0% 6.0% 6.1% FIGURE 9.5: Recurring Fiscal Benefits (Year 2015 Shown) [1] Parking tax is collected on cars parked in Safeco Field garage FIGURE 9.4: Applicable Tax Rates As seen in Figure 9.5, fiscal benefits to the PFD in 2015 measured an estimated $4.3 million. The state of Washington benefited from $7.2 million in estimated fiscal benefits, largely due to state sales tax. The county and city benefited from an estimated $2.4 million in tax revenues B&D VENUES • POPULOUS 101 S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT BEN EF IT S ANAL YS IS L AN D V AL U E G RO W T H The total land value of the 63 parcels located in the “Stadium District,” shown in yellow in Figure 9.6, has increased substantially since the Safeco Field site was selected in 1996. In 1996, the total land value of all properties in the district was just over $6.5 million. As of 2015, that figure stands at nearly $167 million, equating to compound annual growth of 18%. In comparison, King County’s total land value increased by 6% annually over this timeframe. However, the increase in land value cannot be solely attributed to Safeco Field. CenturyLink Field, home to the Seattle Seahawks, was developed in tandem with Safeco Field. The increase in total land value may also be fueled by speculative investment surrounding the proposed arena development. However, up to 2008 the compound annual growth rate still measured 13%. While not all growth is attributable to Safeco Field, its presence has had a meaningful impact on land values throughout the adjacent area. Total Land Value Growth (Stadium District) $180,000,000 FIGURE 9.6: Stadium District Boundaries (courtesy: AECOM) $166,698,648 $160,000,000 $127,738,900 $140,000,000 $120,000,000 $100,000,000 $73,393,100 $80,000,000 $60,000,000 $40,000,000 $6,534,300 $20,000,000 $1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 FIGURE 9.7: Total Land Value Growth (Stadium District) B&D VENUES • POPULOUS 102 Exhibit A Key Terms SAFECO S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT KEY T ERM S  APPLICABLE S TANDARD: The Mariners requirement for  DISTRIBUTED ANTENNA SYSTEM – “DAS”: A network of small maintaining and operating the ballpark in a “first class manner, antennas that provides data and voice capabilities to areas with taking into account the age of the Ballpark and any special poor coverage. needs or limitations resulting from the Ballpark’s design and  construction ESCALATION: An increase in costs or expenditures, typically due to inflation or scarcity.  B ASELINE IMPROVEMENT: Investments or improvements made  in Safeco Field through FY 2015 “4K” T ECHNOLOGY: An emerging resolution level on a display device of 4,000 pixels. It is anticipated this technology will be in  B ASELINE IMPROVEMENTS M ATRIX : The document which place between 2018 to 2020. reflects improvements that have been made from FY 2000 to FY 2015.  FURNITURE , FIXTURES , AND EQUIPMENT – “FF&E”: Movable pieces of furniture, fixtures, and equipment that are unassigned  BUILDING AUTOMATION SYSTEM – “BAS”: The system that to a space in the facility. provides a centralized control for critical building features such as air conditioning, lighting, or other systems.  FINISHES : The exposed surface of a particular area after the application of paint, varnish, lacquer, coating, glazing etc.  BUILDING ENVELOPE: Investments in this group includes expansion joints, waterproofing, and membrane roofs, all of  which protect the building from the elements. INFRASTRUCTURE : Cabling and systems required to support technology investments such as point of sale and video display systems.  CONTINGENCY: Money set aside for unfrozen conditions or unanticipated investments.  JOBS: The jobs supported in an economy because of an initial change in spending patterns or wages paid directly to  DIAMOND CLUB: Safeco Field’s most exclusive club that employees residing in an economy. contains seating for 387 immediately behind home plate. Access is provided via the service level.  W AGES : The wages supported in an economy because of an initial change in spending patterns or wages paid directly to employees residing in an economy. B&D VENUES • POPULOUS S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT KEY T ERM S  LEASE : Ballpark Operations and Lease Agreement between the the facility assessment. Funds amounts were established based Washington State Major League Baseball Stadium Public on historical levels of investment. Facilities District and the Baseball Club of Seattle, LLLP, dated December 23, 1996, and amendments thereto.  SPALLS : Cracking or splitting (often concrete) into smaller pieces  NECESSARY IMPROVEMENTS : Improvements required to maintain Safeco Field in a first-class manner in any year through  2036.   that contains Safeco Field’s inventory of luxury suites. NECESSARY IMPROVEMENTS M ATRIX : The document which  T ERRACE CLUB: Safeco Field’s traditional club seating that reflects improvements that are required to maintain Safeco Field encompasses the entire 200-level of the facility. in a first class manner (as defined in the lease) through FY 2036. contains over 4,600 seats. NET PRESENT VALUE : The difference between the current value  of cash flows and the present value of cash outflows.  SUITE LEVEL: The level immediately above the Terrace Club M ECHANICAL , ELECTRICAL , AND PLUMBING SYSTEMS – “MEP”: T HIRD-P ARTY INVESTMENT: The area Investments previously made in Safeco Field by entities other than the PFD or Mariners.  UPGRADE IMPROVEMENT: Improvements or investments Systems that provide mechanical, electrical, and plumbing designed to enhance the spectator experience, create additional services to a facility. revenue streams, or attract additional demographic groups to Safeco Field.  OUTPUT: The demand for goods and services in an economy because of an initial change in spending patterns.  VERTICAL TRANSPORTATION SYSTEMS : Escalators and escalators utilized for transferring patrons between levels.  RECOMMENDED SERVICE LIFE: A product or system’s recommended period of use, measured in years.  W AGES : The wages supported in an economy because of an initial change in spending patterns or wages paid directly to  REPLACEMENT AND RENEWAL : Funds established to account for expenditures that will likely arise but cannot be observed from B&D VENUES • POPULOUS employees residing in an economy. S AF ECO F I ELD LO N G -T ERM C APIT AL N EED S A SSESSM ENT KEY T ERM S  W ASHINGTON S TATE M AJOR LEAGUE B ASEBALL STADIUM PUBLIC F ACILITIES DISTRICT – “PFD”: The public entity created by the Washington State Legislature and King County that owns Safeco Field. B&D VENUES • POPULOUS Exhibit Baseline Matrix SAFECO Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Baseline Improvements Matrix Main Sheet Item # -8 Summary Line Item 1 Architectural Actuals -7 -6 -5 -4 -3 -2 -1 0 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Planned 18 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Sum (1999 to 2015) $16,848,469 $3,407,500 $2,045,000 $514,000 $572,000 $1,116,900 $684,500 $2,293,500 $411,200 $1,587,839 $209,200 $375,975 $1,847,800 $371,000 $363,980 $1,048,075 $589,760 Interior $365,000 $1,610,000 $49,000 $39,000 $38,100 $84,000 $48,500 $85,000 $210,000 $9,000 $0 $31,800 $0 $10,000 $173,000 $200,000 $2,752,400 Exterior $2,450,000 $0 $0 $90,000 $0 $75,000 $0 $0 $0 $0 $60,000 $0 $0 $35,000 $400,000 $60,000 $3,110,000 $45,000 $50,000 $90,000 $0 $115,000 $30,000 $0 $30,000 $0 $0 $42,000 $200,000 $0 $0 $0 $0 $602,000 $0 $15,000 $10,000 $50,000 $50,000 $98,000 $75,000 $0 $1,054,839 $0 $0 $1,500,000 $0 $0 $0 $0 $2,852,839 Signage and Graphics $215,000 $20,000 $0 $20,000 $0 $41,000 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $596,000 Structural $30,000 $0 $310,000 $350,000 $766,000 $120,000 $1,700,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $3,301,000 Building Envelope Painting $0 $0 $0 $0 $6,000 $12,000 $24,000 $20,000 $10,000 $33,000 $52,400 $116,000 $0 $17,980 $63,500 $107,210 $354,880 Operational Equipment $69,000 $255,000 $10,000 $0 $87,000 $57,500 $130,000 $146,200 $158,000 $117,000 $0 $0 $350,000 $37,000 $165,950 $132,150 $1,582,650 Furniture, Fixtures, and Equipment $233,500 $95,000 $25,000 $23,000 $51,500 $167,000 $16,000 $115,000 $20,000 $20,200 $221,575 $0 $21,000 $117,000 $20,625 $90,400 $1,146,400 $0 $0 $20,000 $0 $3,300 $0 $0 $15,000 $110,000 $30,000 $0 $0 $0 $147,000 $225,000 $0 $550,300 $175,000 $0 $87,800 $146,600 $0 $12,000 $90,000 $525,000 $377,000 $25,000 $250,000 $0 $1,250,000 $2,000,000 $945,000 $1,589,000 $5,883,400 Team Facilities Code and Regulatory 2 Roof Specific $30,000 $0 $0 $0 $230,000 $20,000 $52,000 $54,000 $85,000 $60,250 $141,000 $190,000 $150,000 $60,000 $33,500 $0 $1,105,750 4 Spectator Requirements $2,501,750 $1,472,000 $540,000 $1,276,200 $1,315,200 $938,000 $530,000 $989,700 $837,000 $570,600 $2,426,000 $25,000 $755,000 $36,500 $332,800 $525,767 $14,545,750 Food Service $1,818,500 $600,000 $400,000 $400,000 $521,500 $400,000 $400,000 $400,000 $400,000 $453,500 $2,356,000 $10,000 $750,000 $0 $9,800 $277,614 $8,919,300 Seating Bowl $375,250 $350,000 $40,000 $60,000 $35,000 $30,000 $30,000 $0 $360,000 $15,000 $0 $0 $0 $16,500 $155,000 $13,000 $1,466,750 Premium Spaces $308,000 $522,000 $100,000 $816,200 $758,700 $508,000 $100,000 $589,700 $77,000 $102,100 $70,000 $15,000 $5,000 $20,000 $168,000 $235,153 $4,159,700 $212,500 $320,000 $599,300 $149,600 $223,500 $60,000 $957,000 $482,000 $45,000 $1,975,100 $821,000 $479,500 $935,500 $542,500 $835,920 $655,200 $8,638,420 $0 $50,000 $338,000 $10,000 $35,000 $18,000 $40,000 $170,000 $0 $939,900 $231,000 $35,000 $35,000 $170,000 $0 $240,000 $2,071,900 Electrical $175,000 $0 $154,300 $10,000 $37,500 $0 $0 $0 $0 $646,850 $100,000 $310,000 $0 $93,000 $0 $59,300 $1,526,650 Plumbing $0 $200,000 $56,000 $0 $45,000 $32,000 $845,000 $57,000 $45,000 $303,350 $0 $59,500 $7,500 $172,500 $117,500 $150,500 $1,940,350 $37,500 $36,000 $41,000 $116,000 $51,000 $10,000 $62,000 $227,000 $0 $85,000 $460,000 $57,000 $770,000 $72,000 $385,420 $15,000 $2,409,920 $0 $34,000 $10,000 $13,600 $55,000 $0 $10,000 $28,000 $0 $0 $30,000 $18,000 $123,000 $35,000 $333,000 $190,400 $689,600 $85,000 $121,000 $1,747,000 $100,000 $576,600 $299,200 $547,300 $576,900 $423,000 $1,971,500 $3,968,898 $163,000 $9,213,500 $1,083,720 $185,000 $1,390,000 $21,061,618 3 Garage 5 Building Systems Mechanical Playing Field Vertical Transportation 6 Technology Facility Sound Reinforcement $30,000 $0 $0 $0 $57,000 $34,900 $0 $248,250 $0 $279,000 $0 $3,000 $0 $0 $0 $76,500 $652,150 Video Displays / Production $55,000 $70,000 $1,747,000 $80,000 $499,600 $224,300 $486,800 $138,050 $347,000 $1,633,500 $3,159,000 $122,000 $9,015,000 $0 $27,000 $165,000 $17,604,250 $646,600 Security $0 $48,000 $0 $20,000 $20,000 $40,000 $60,500 $147,600 $20,000 $53,000 $30,000 $18,000 $58,500 $41,000 $90,000 $178,500 POS Systems $0 $0 $0 $0 $0 $0 $0 $40,000 $56,000 $0 $600,000 $0 $5,000 $71,000 $15,000 $970,000 $787,000 Baseball Operations $0 $3,000 $0 $0 $0 $0 $0 $3,000 $0 $6,000 $179,898 $20,000 $135,000 $971,720 $53,000 $0 $1,371,618 $1,500,000 $6,000 $0 $0 $16,000 $154,000 $279,700 $480,300 $85,800 $23,000 $12,625,700 $153,000 $12,000 $5,193,000 $152,300 $582,500 $20,680,800 Total by Year (Unadjusted) $7,911,750 $3,964,000 $3,488,100 $2,244,400 $3,478,200 $2,167,700 $4,749,500 $3,519,100 $3,440,639 $4,834,650 $20,608,573 $2,858,300 $12,687,000 $9,279,700 $3,532,595 $5,332,227 $88,764,207 Cumulative Cost (Unadjusted) $7,911,750 $11,875,750 $15,363,850 $17,608,250 $21,086,450 $23,254,150 $28,003,650 $31,522,750 $34,963,389 $39,798,039 $60,406,612 $63,264,912 $75,951,912 $85,231,612 $88,764,207 $94,096,434 7 Infrastructure Page 1 of 2 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Baseline Improvements Matrix Main Sheet - Normalized Cost Item # -8 Summary Line Item 1 Architectural Actuals -7 -6 -5 -4 -3 -2 -1 0 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Planned 18 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Sum (1999 to 2015) $4,814,708 $2,819,055 $691,273 $750,514 $1,429,726 $854,847 $2,794,407 $488,788 $1,841,406 $236,691 $415,006 $1,989,878 $389,782 $373,080 $1,048,075 $575,376 $20,937,236 Interior $515,735 $2,219,403 $65,900 $51,171 $48,771 $104,904 $59,093 $101,038 $243,536 $10,183 $0 $34,245 $0 $10,250 $173,000 $195,122 $3,637,229 Exterior $3,461,786 $0 $0 $118,088 $0 $93,665 $0 $0 $0 $0 $66,229 $0 $0 $35,875 $400,000 $58,537 $4,175,642 $63,584 $68,926 $121,040 $0 $147,210 $37,466 $0 $35,661 $0 $0 $46,360 $215,378 $0 $0 $0 $0 $735,624 $0 $20,678 $13,449 $65,604 $64,004 $122,389 $91,380 $0 $1,223,290 $0 $0 $1,615,336 $0 $0 $0 $0 $3,216,130 Signage and Graphics $303,789 $27,570 $0 $26,242 $0 $51,203 $365,521 $0 $0 $0 $0 $0 $0 $0 $0 $0 $774,326 Structural $42,389 $0 $416,916 $459,230 $980,545 $149,864 $2,071,285 $0 $28,992 $0 $0 $0 $0 $0 $0 $0 $4,149,221 Building Envelope Painting Player Facilities $0 $0 $0 $0 $7,681 $14,986 $29,242 $23,774 $11,597 $37,336 $57,840 $124,919 $0 $18,430 $63,500 $104,595 $389,304 Operational Equipment $97,495 $351,520 $13,449 $0 $111,367 $71,810 $158,392 $173,786 $183,232 $132,375 $0 $0 $367,719 $37,925 $165,950 $128,927 $1,865,020 Furniture, Fixtures, and Equipment $329,929 $130,959 $33,622 $30,178 $65,924 $208,560 $19,494 $136,699 $23,194 $22,854 $244,577 $0 $22,063 $119,925 $20,625 $88,195 $1,408,605 $0 $0 $26,898 $0 $4,224 $0 $0 $17,830 $127,566 $33,942 $0 $0 $0 $150,675 $225,000 $0 $586,136 $247,270 $0 $118,081 $192,352 $0 $14,986 $109,656 $624,060 $437,204 $28,285 $275,953 $0 $1,313,281 $2,050,000 $945,000 $1,550,244 $6,356,130 Code and Regulatory 2 Roof Specific 3 Garage $42,389 $0 $0 $0 $294,419 $24,977 $63,357 $64,189 $98,574 $68,167 $155,638 $204,609 $157,594 $61,500 $33,500 $0 $1,268,914 4 Spectator Requirements $3,534,907 $2,029,168 $726,240 $1,674,485 $1,683,567 $1,171,433 $645,754 $1,176,442 $970,663 $645,582 $2,677,850 $26,922 $793,222 $37,413 $332,800 $512,943 $18,126,449 $10,975,426 Food Service $2,569,493 $827,107 $537,956 $524,835 $667,564 $499,545 $487,361 $475,474 $463,877 $513,094 $2,600,583 $10,769 $787,969 $0 $9,800 $270,843 Seating Bowl $530,218 $482,479 $53,796 $78,725 $44,803 $37,466 $36,552 $0 $417,490 $16,971 $0 $0 $0 $16,913 $155,000 $12,683 $1,870,412 Premium Spaces $435,196 $719,583 $134,489 $1,070,925 $971,200 $634,422 $121,840 $700,968 $89,296 $115,517 $77,267 $16,153 $5,253 $20,500 $168,000 $229,418 $5,280,610 $300,257 $441,124 $805,992 $196,288 $286,099 $74,932 $1,166,012 $572,947 $52,186 $2,234,644 $906,230 $516,369 $982,860 $556,063 $835,920 $639,220 $9,927,921 $0 $68,926 $454,572 $13,121 $44,803 $22,480 $48,736 $202,077 $0 $1,063,411 $254,981 $37,691 $36,772 $174,250 $0 $234,146 $2,421,818 5 Building Systems Mechanical Electrical $247,270 $0 $207,516 $13,121 $48,003 $0 $0 $0 $0 $731,851 $110,381 $333,836 $0 $95,325 $0 $57,854 $1,787,305 Plumbing $0 $275,702 $75,314 $0 $57,604 $39,964 $1,029,550 $67,755 $52,186 $343,213 $0 $64,075 $7,880 $176,813 $117,500 $146,829 $2,307,555 $52,987 $49,626 $55,140 $152,202 $65,284 $12,489 $75,541 $269,832 $0 $96,170 $507,754 $61,383 $808,981 $73,800 $385,420 $14,634 $2,666,609 $0 $46,869 $13,449 $17,844 $70,405 $0 $12,184 $33,283 $0 $0 $33,114 $19,384 $129,227 $35,875 $333,000 $185,756 $744,635 $120,103 $166,800 $2,349,521 $131,209 $738,097 $373,660 $666,832 $685,753 $490,550 $2,230,571 $4,380,921 $175,533 $9,679,933 $1,110,813 $185,000 $1,356,098 $23,485,295 Playing Field Vertical Transportation 6 Technology Facility Sound Reinforement $42,389 $0 $0 $0 $72,965 $43,585 $0 $295,091 $0 $315,663 $0 $3,231 $0 $0 $0 $74,634 $772,924 Video Displays / Production $77,714 $96,496 $2,349,521 $104,967 $639,530 $280,120 $593,119 $164,098 $402,414 $1,848,155 $3,486,945 $131,381 $9,471,384 $0 $27,000 $160,976 $19,672,843 Security $0 $66,169 $0 $26,242 $25,602 $49,955 $73,713 $175,450 $23,194 $59,965 $33,114 $19,384 $61,462 $42,025 $90,000 $174,146 $746,273 POS Systems $0 $0 $0 $0 $0 $0 $0 $47,547 $64,943 $0 $662,288 $0 $5,253 $72,775 $15,000 $946,341 $867,806 Baseball Operations $0 $4,136 $0 $0 $0 $0 $0 $3,566 $0 $6,788 $198,574 $21,538 $141,834 $996,013 $53,000 $0 $1,425,449 $2,119,461 $8,271 $0 $0 $20,481 $192,325 $340,787 $570,926 $99,502 $26,022 $13,936,410 $164,764 $12,608 $5,322,825 $152,300 $568,293 $22,966,682 $11,179,096 $5,464,418 $4,691,107 $2,944,847 $4,452,390 $2,707,160 $5,786,805 $4,183,104 $3,990,086 $5,469,963 $22,748,009 $3,078,076 $13,329,279 $9,511,693 $3,532,595 $5,202,173 $103,068,627 7 Infastructure Total by Year (Adjusted) Page 2 of 2 V1 SAFECO FIELD LONG-TERM 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B&D VENUES • POPULOUS Exhibit Necessary Matrix SAFECO Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Inflation Factor 3.00% Summary Page Item # 3 Summary Line Item 1 Architectural 10 11 12 Projected 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $1,367,317 $880,547 $1,010,772 $2,166,604 $2,721,396 $2,453,777 $3,050,087 $8,740,714 $2,381,211 $8,849,690 $3,280,634 $8,718,528 $1,696,156 $2,057,122 $1,316,482 $2,086,118 $2,644,556 $1,540,702 $1,586,923 $1,851,264 Interior $0 $54,636 $258,867 $211,568 $1,194,052 $1,174,530 $658,720 $743,721 $981,059 $1,072,781 $320,796 $66,084 $385,710 $280,434 $890,612 $909,066 $42,561 $131,513 $460,558 $83,713 Exterior $15,914 $38,245 $129,434 $92,742 $59,703 $86,091 $76,006 $45,667 $20,159 $83,054 $21,386 $51,399 $211,763 $54,529 $24,071 $99,171 $25,536 $61,373 $72,244 $65,110 Painting $530,450 $546,364 $562,754 $579,637 $656,729 $614,937 $6,967,235 $652,387 $7,391,540 $692,117 $7,841,685 $734,267 $756,295 $778,984 $882,589 $826,424 $851,217 $876,753 $903,056 $930,147 $5,305 $16,391 $28,138 $457,913 $29,851 $338,215 $31,669 $332,717 $6,720 $352,980 $7,129 $374,476 $7,563 $7,790 $8,024 $8,264 $8,512 $8,768 $9,031 $9,301 Signage and Graphics $159,135 $163,909 $844,132 $869,456 $0 $0 $0 $0 $0 $415,270 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Structural $63,654 $0 $0 $237,651 $173,138 $178,332 $259,688 $189,192 $194,868 $283,768 $206,735 $212,937 $310,081 $0 $0 $99,171 $0 $0 $108,367 $0 Building Envelope Team Facilities $0 $109,273 $84,413 $17,389 $0 $338,215 $582,714 $241,383 $120,952 $173,029 $142,576 $146,853 $37,815 $23,370 $0 $454,533 $400,072 $324,399 $117,397 $0 Operational Equipment $26,523 $0 $28,138 $168,095 $250,751 $227,527 $69,672 $39,143 $33,598 $103,818 $71,288 $0 $37,815 $54,529 $160,471 $123,964 $42,561 $0 $45,153 $139,522 Furniture, Fixtures, and Equipment $53,045 $54,636 $202,592 $57,964 $59,703 $61,494 $63,339 $104,382 $67,196 $69,212 $71,288 $73,427 $272,266 $77,898 $80,235 $82,642 $127,682 $140,280 $90,306 $93,015 Code and Regulatory $26,523 $27,318 $28,138 $28,982 $29,851 $30,747 $31,669 $32,619 $33,598 $34,606 $35,644 $36,713 $37,815 $38,949 $40,118 $41,321 $42,561 $43,838 $45,153 $46,507 $1,633,786 $1,639,091 $1,857,090 $1,738,911 $179,108 $2,767,216 $190,016 $0 $201,587 $10,797,024 $1,675,269 $0 $264,703 $0 $280,824 $0 $297,926 $0 $316,069 $0 $37,132 $27,318 $28,138 $98,538 $29,851 $30,747 $44,337 $97,858 $33,598 $48,448 $35,644 $110,140 $52,941 $38,949 $40,118 $57,850 $42,561 $131,513 $63,214 $139,522 2 Roof Specific 3 Garage 4 Spectator Requirements $298,421 $504,824 $2,688,164 $4,810,022 $9,043,104 $2,603,103 $4,435,922 $996,742 $364,271 $324,556 $1,417,842 $4,634,135 $5,855,241 $1,844,779 $1,169,856 $867,108 $692,293 $1,851,144 $1,911,434 $676,031 Food Service $279,855 $485,701 $2,218,264 $2,007,477 $2,216,110 $1,351,706 $613,443 $256,284 $340,752 $300,332 $1,392,891 $1,671,368 $2,198,555 $1,194,327 $1,141,774 $838,183 $662,500 $1,820,457 $1,879,827 $643,476 Seating Bowl $18,566 $19,123 $19,696 $20,287 $4,438,889 $1,251,397 $3,822,479 $740,459 $23,519 $24,224 $24,951 $25,699 $26,470 $27,264 $28,082 $28,925 $29,793 $30,686 $31,607 $32,555 $0 $0 $450,204 $2,782,258 $2,388,105 $0 $0 $0 $0 $0 $0 $2,937,067 $3,630,215 $623,187 $0 $0 $0 $0 $0 $0 $144,813 $1,581,176 $173,328 $3,848,210 $452,546 $497,484 $527,610 $987,713 $845,323 $4,454,465 $1,859,192 $1,588,953 $592,179 $3,228,108 $552,019 $362,800 $262,175 $319,138 $345,870 $2,641,618 Mechanical $43,497 $591,165 $46,146 $343,145 $317,618 $364,043 $336,961 $842,883 $357,482 $2,301,289 $58,456 $104,266 $62,016 $172,934 $65,793 $117,352 $69,800 $124,499 $74,051 $438,099 Electrical $84,872 $973,073 $47,834 $177,369 $50,747 $46,735 $101,342 $52,843 $393,096 $813,237 $417,035 $59,476 $121,007 $63,098 $68,200 $128,922 $72,353 $71,017 $144,489 $1,841,692 Plumbing $11,139 $11,474 $73,721 $75,932 $78,210 $80,557 $82,973 $85,463 $88,027 $640,900 $93,387 $96,189 $99,075 $335,742 $345,814 $108,262 $111,509 $114,855 $118,300 $352,526 $0 $0 $0 $3,245,967 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,336,951 $0 $0 $0 $0 $0 $0 $5,305 $5,464 $5,628 $5,796 $5,970 $6,149 $6,334 $6,524 $6,720 $699,038 $1,290,314 $1,329,023 $310,081 $319,383 $72,212 $8,264 $8,512 $8,768 $9,031 $9,301 $3,813,604 Premium Spaces 5 Building Systems Playing Field Vertical Transportation 6 Technology $703,907 $1,639,091 $12,774,525 $4,926,915 $1,552,268 $6,764,306 $0 $4,240,513 $0 $1,799,504 $1,568,337 $1,101,400 $13,764,566 $5,452,886 $2,086,118 $9,090,662 $0 $5,698,895 $1,354,583 Facility Sound Reinforement $0 $1,639,091 $1,688,263 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Video Displays / Production $0 $0 $9,848,202 $4,926,915 $0 $6,764,306 $0 $0 $0 $0 $1,069,321 $1,101,400 $12,100,718 $5,452,886 $0 $9,090,662 $0 $0 $1,354,583 $1,395,221 Security $530,450 $0 $0 $0 $0 $0 $0 $2,413,830 $0 $0 $499,016 $0 $0 $0 $0 $0 $0 $3,243,986 $0 $0 POS Systems $173,457 $0 $112,551 $0 $1,552,268 $0 $0 $130,477 $0 $1,799,504 $0 $0 $151,259 $0 $2,086,118 $0 $0 $175,351 $0 $2,418,383 Baseball Operations $0 $0 $1,125,509 $0 $0 $0 $0 $1,696,205 $0 $0 $0 $0 $1,512,590 $0 $0 $0 $0 $2,279,558 $0 $0 $678,976 $1,934,127 $6,100,258 $486,895 $310,454 $0 $0 $1,304,773 $0 $6,921 $356,440 $367,133 $8,167,985 $623,187 $328,965 $33,057 $34,049 $1,788,576 $36,122 $55,809 $4,377,581 $8,336,398 $25,788,106 $18,630,888 $14,021,108 $15,712,944 $13,938,598 $10,008,811 $10,294,469 $20,711,552 $15,631,252 $9,497,919 $30,754,736 $12,504,392 $6,544,018 $13,056,033 $2,869,705 $11,376,189 $5,878,557 $8,693,900 $656,637 $1,250,460 $3,868,216 $2,794,633 $2,103,166 $2,356,942 $2,090,790 $1,501,322 $1,544,170 $3,106,733 $2,344,688 $1,424,688 $4,613,210 $1,875,659 $981,603 $1,958,405 $430,456 $1,706,428 $881,784 $1,304,085 Yearly Cost with Escalation & Contingency $5,034,218 $9,586,858 $29,656,322 $21,425,521 $16,124,274 $18,069,885 $16,029,387 $11,510,132 $11,838,639 $23,818,285 $17,975,940 $10,922,607 $35,367,947 $14,380,050 $7,525,621 $15,014,438 $3,300,161 $13,082,617 $6,760,341 $9,997,985 Cumulative Cost $5,034,218 $14,621,076 $44,277,398 $65,702,919 $81,827,193 $99,897,079 $115,926,466 $127,436,598 $139,275,237 $163,093,522 $181,069,463 $191,992,069 $227,360,016 $241,740,066 $249,265,687 $264,280,125 $267,580,286 $280,662,903 $287,423,243 $297,421,229 7 Technology Infrastructure Total by Year Contingency @ 15% Page 1 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Necessary Improvements Matrix - 2015 Costs Item # 3 Summary Line Item 1 Architectural 10 11 12 Projected 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $830,000 $925,000 $1,925,000 $2,347,500 $2,055,000 $2,480,000 $6,900,000 $1,825,000 $6,585,000 $2,370,000 $6,115,000 $1,155,000 $1,360,000 $845,000 $1,300,000 $1,600,000 $905,000 $905,000 $1,025,000 $735,000 Interior $0 $50,000 $230,000 $182,500 $1,000,000 $955,000 $520,000 $570,000 $730,000 $775,000 $225,000 $45,000 $255,000 $180,000 $555,000 $550,000 $25,000 $75,000 $255,000 $45,000 Exterior $15,000 $35,000 $115,000 $80,000 $50,000 $70,000 $60,000 $35,000 $15,000 $60,000 $15,000 $35,000 $140,000 $35,000 $15,000 $60,000 $15,000 $35,000 $40,000 $35,000 Painting $500,000 $500,000 $500,000 $500,000 $550,000 $500,000 $5,500,000 $500,000 $5,500,000 $500,000 $5,500,000 $500,000 $500,000 $500,000 $550,000 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000 $15,000 $25,000 $395,000 $25,000 $275,000 $25,000 $255,000 $5,000 $255,000 $5,000 $255,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 Signage and Graphics $150,000 $150,000 $750,000 $750,000 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Structural $60,000 $0 $0 $205,000 $145,000 $145,000 $205,000 $145,000 $145,000 $205,000 $145,000 $145,000 $205,000 $0 $0 $60,000 $0 $0 $60,000 $0 $0 $100,000 $75,000 $15,000 $0 $275,000 $460,000 $185,000 $90,000 $125,000 $100,000 $100,000 $25,000 $15,000 $0 $275,000 $235,000 $185,000 $65,000 $0 Operational Equipment $25,000 $0 $25,000 $145,000 $210,000 $185,000 $55,000 $30,000 $25,000 $75,000 $50,000 $0 $25,000 $35,000 $100,000 $75,000 $25,000 $0 $25,000 $75,000 Furniture, Fixtures, and Equipment $50,000 $50,000 $180,000 $50,000 $50,000 $50,000 $50,000 $80,000 $50,000 $50,000 $50,000 $50,000 $180,000 $50,000 $50,000 $50,000 $75,000 $80,000 $50,000 $50,000 Code and Regulatory $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $1,540,000 $1,500,000 $1,650,000 $1,500,000 $150,000 $2,250,000 $150,000 $0 $150,000 $7,800,000 $1,175,000 $0 $175,000 $0 $175,000 $0 $175,000 $0 $175,000 $0 Building Envelope Baseball Facilities 2 Roof Specific 3 Garage $35,000 $25,000 $25,000 $85,000 $25,000 $25,000 $35,000 $75,000 $25,000 $35,000 $25,000 $75,000 $35,000 $25,000 $25,000 $35,000 $25,000 $75,000 $35,000 $75,000 4 Spectator Amenities $281,290 $461,985 $2,388,398 $4,149,167 $7,573,457 $2,116,561 $3,501,758 $763,920 $271,052 $234,466 $994,446 $3,155,621 $3,871,004 $1,184,093 $729,016 $524,615 $406,649 $1,055,681 $1,058,315 $363,400 Food Service $263,790 $444,485 $1,970,898 $1,731,667 $1,855,957 $1,099,061 $484,258 $196,420 $253,552 $216,966 $976,946 $1,138,121 $1,453,504 $766,593 $711,516 $507,115 $389,149 $1,038,181 $1,040,815 $345,900 Seating Bowl $17,500 $17,500 $17,500 $17,500 $3,717,500 $1,017,500 $3,017,500 $567,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $0 $0 $400,000 $2,400,000 $2,000,000 $0 $0 $0 $0 $0 $0 $2,000,000 $2,400,000 $400,000 $0 $0 $0 $0 $0 $0 $136,500 $1,447,000 $154,000 $3,319,500 $379,000 $404,500 $416,500 $757,000 $629,000 $3,218,000 $1,304,000 $1,082,000 $391,500 $2,072,000 $344,000 $219,500 $154,000 $182,000 $191,500 $1,420,000 Mechanical $41,000 $541,000 $41,000 $296,000 $266,000 $296,000 $266,000 $646,000 $266,000 $1,662,500 $41,000 $71,000 $41,000 $111,000 $41,000 $71,000 $41,000 $71,000 $41,000 $235,500 Electrical $80,000 $890,500 $42,500 $153,000 $42,500 $38,000 $80,000 $40,500 $292,500 $587,500 $292,500 $40,500 $80,000 $40,500 $42,500 $78,000 $42,500 $40,500 $80,000 $990,000 Plumbing $10,500 $10,500 $65,500 $65,500 $65,500 $65,500 $65,500 $65,500 $65,500 $463,000 $65,500 $65,500 $65,500 $215,500 $215,500 $65,500 $65,500 $65,500 $65,500 $189,500 Premium Spaces 5 Building Systems Playing Field $0 $0 $0 $2,800,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $505,000 $905,000 $905,000 $205,000 $205,000 $45,000 $5,000 $5,000 $5,000 $5,000 $5,000 $663,500 $1,500,000 $11,350,000 $4,250,000 $1,300,000 $5,500,000 $0 $3,250,000 $0 $1,300,000 $1,100,000 $750,000 $9,100,000 $3,500,000 $1,300,000 $5,500,000 $0 $3,250,000 $750,000 $2,050,000 Facility Sound Reinforement $0 $1,500,000 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Video Displays / Production $0 $0 $8,750,000 $4,250,000 $0 $5,500,000 $0 $0 $0 $0 $750,000 $750,000 $8,000,000 $3,500,000 $0 $5,500,000 $0 $0 $750,000 $750,000 Security $500,000 $0 $0 $0 $0 $0 $0 $1,850,000 $0 $0 $350,000 $0 $0 $0 $0 $0 $0 $1,850,000 $0 $0 POS Systems $163,500 $0 $100,000 $0 $1,300,000 $0 $0 $100,000 $0 $1,300,000 $0 $0 $100,000 $0 $1,300,000 $0 $0 $100,000 $0 $1,300,000 $0 $0 $1,000,000 $0 $0 $0 $0 $1,300,000 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $1,300,000 $0 $0 $640,000 $1,770,000 $5,420,000 $420,000 $260,000 $0 $0 $1,000,000 $0 $5,000 $250,000 $250,000 $5,400,000 $400,000 $205,000 $20,000 $20,000 $1,020,000 $20,000 $30,000 $4,126,290 $7,628,985 $22,912,398 $16,071,167 $11,742,457 $12,776,061 $11,003,258 $7,670,920 $7,660,052 $14,962,466 $10,963,446 $6,467,621 $20,332,504 $8,026,093 $4,078,016 $7,899,115 $1,685,649 $6,487,681 $3,254,815 $4,673,400 Vertical Transportation 6 Technology Baseball Operations 7 Infrastructure Total by Year Page 2 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix 3 Estimated Cost (2015 $) Frequency of Repairs/Replace ments Designation Necessary Improvement Category / Item Category Item # Architectural - Interiors, Exteriors Architectural - Interiors, Exteriors AI - Architectural Interiors 1 Modernize administrative offices AI 1.0 Every 10 years, phased over 2 years Varies 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $15,914 $92,882 $388,301 $304,309 $1,253,755 $1,260,621 $734,727 $789,388 $1,001,218 $1,155,835 $342,183 $117,483 $597,473 $334,963 $914,683 $1,008,237 $68,097 $192,886 $532,803 $148,824 $0 $54,636 $258,867 $211,568 $1,194,052 $1,174,530 $658,720 $743,721 $981,059 $1,072,781 $320,796 $66,084 $385,710 $280,434 $890,612 $909,066 $42,561 $131,513 $460,558 $83,713 $760,000 $760,000 $510,000 $510,000 $110,000 $110,000 $20,000 $20,000 2 Modernize broadcast press areas AI 2.0 Every 8 years, phased over 2 years $220,000 3 Replace all FRP wall panels in food service areas AI 3.0 Every 9 years, phased over 3 years $60,000 $20,000 4 Replace kitchen and comissary floors AI - Every 10 years $50,000 $50,000 5 Refinish kitchen and comissary walls AI - Every 10 years $50,000 $50,000 6 Replace all floors in food service areas AI - Allowance $10,000 $30,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 7 Wood door repair or replacement globally including hardware and frames AI - Allowance $5,000 $15,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 8 Replace or refurbish metal doors, hardware, and frames AI - Allowance $5,000 $15,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 9 Replace all food service area ACT ceiling with vinyl coated ACT AI - Allowance $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 10 Add acoustical separation in production area at edit booths AI - One time $20,000 11 Replace or refurbish toilet room finishes in all the concourse toilet room by level AI 4.0 Once, phased over 5 years $2,500,000 $500,000 $200,000 12 Replace ceiling tiles in food service AI 5.0 Once, phased over 5 years $250,000 13 Refinish walls in five concession locations AI - One time $8,500 $42,500 14 Modernize auxiliary locker room finishes AI 6.0 Every 10 years $25,000 $25,000 15 Modernize umpire locker room finishes AI 7.0 Every 10 years $25,000 $25,000 16 Modernize green room and mascot area AI - Every 10 years $10,000 $10,000 17 Modernize interview room AI - Every 10 years $10,000 $10,000 18 Modernize security offices AI - Every 10 years $15,000 19 Modernize team store AI 8.0 Once $250,000 20 Modernize Hit-It Here finishes AI 9.0 Every 10 years $110,000 $110,000 21 Modernize Hit-It Here furniture and fixtures AI 9.1 Every 10 years $100,000 $100,000 22 Modernize Ellis Pavilion AI 10.0 Every 10 years $50,000 AE 1.0 Every three years $10,000 2 Replace gate hardware AE 2.0 Every three years $5,000 3 Program annual brick and masonry refurbishment AE - Allowance Varies 4 Phased annual metal panel and exterior wall surface refurbishment AE 3.0 Annual for 4, then every three years Varies 5 Kids Zone Reconfiguration AE 4.0 Every 10 years $100,000 AE - Architectural Exterior 1 Address perimeter sidewalk settlement / spalls $20,000 $20,000 $20,000 $110,000 $110,000 $20,000 $20,000 $50,000 $50,000 $20,000 $500,000 $50,000 $50,000 $50,000 $50,000 $500,000 $500,000 $50,000 $25,000 $10,000 $10,000 $15,000 $15,000 $250,000 $110,000 $100,000 $50,000 $15,914 $38,245 $129,434 $92,742 $59,703 $86,091 $10,000 $15,000 $35,000 $15,000 $76,006 $45,667 $50,000 $20,159 $10,000 $5,000 $5,000 $5,000 $5,000 $35,000 $15,000 $35,000 $15,000 $30,000 $30,000 $30,000 $30,000 $100,000 $83,054 $21,386 $51,399 $10,000 $15,000 $35,000 $10,000 $54,529 $24,071 $10,000 $5,000 $35,000 $211,763 $35,000 $15,000 $10,000 $25,536 $61,373 $10,000 $5,000 $15,000 $99,171 $15,000 $35,000 $10,000 $65,110 $10,000 $5,000 $35,000 $72,244 $5,000 $15,000 $35,000 $15,000 $35,000 $10,000 $100,000 Page 3 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Painting Estimated Cost (2015 $) Frequency of Repairs/Replac ements Designation Necessary Improvement Category / Item Category Item # 3 Painting 1 Continue painting program throughout building PA 1.0 Annually $500,000 2 Painting of roof structure PA 1.1 Once, phased over 5 years $15,000,000 3 Painting of security fence and gates PA 2.0 Once every 10 years $50,000 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $530,450 $546,364 $562,754 $579,637 $656,729 $614,937 $6,967,235 $652,387 $7,391,540 $692,117 $7,841,685 $734,267 $756,295 $778,984 $882,589 $826,424 $851,217 $876,753 $903,056 $930,147 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000,000 $50,000 $5,000,000 $5,000,000 $50,000 Page 4 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Designation Frequency of Repairs/Replace ments Estimated Cost (2015 $) Necessary Improvement Category / Item 3 Category Item # Building Envelope BE 1.0 Biennial, over 10 years $750,000 Building Envelope 1 Replace non-retractable roof membranes 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $5,305 $16,391 $28,138 $457,913 $29,851 $338,215 $31,669 $332,717 $6,720 $352,980 $7,129 $374,476 $7,563 $7,790 $8,024 $8,264 $8,512 $8,768 $9,031 $9,301 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $150,000 $150,000 $150,000 2 Remediate clogged 2-staged drain in upper concourse BE 2.0 Phased over 5 years $50,000 $10,000 $10,000 $10,000 $10,000 $10,000 3 Remediate clogged 2-stage drain in main concourse BE 2.1 Phased over 5 years $50,000 $10,000 $10,000 $10,000 $10,000 $10,000 4 Remediate leaks at Diamond Club vomitory and Blazing B agels BE 3.0 Once $100,000 5 Remediate cracks in main concourse BE - Allowance $5,000 $5,000 $5,000 $5,000 6 Remediate leak above the owner's suite at the upper concourse BE - Once $10,000 7 Refurbish all expansion joint assemblies BE 4.0 Biennial, over for 10 years $100,000 $150,000 $150,000 $120,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $10,000 $100,000 $100,000 Page 5 of 24 $100,000 $100,000 $100,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Structural Designation Frequency of Repairs/Replac ements Estimated Cost (2015 $) Necessary Improvement Category / Item Category Item # 3 S 1.0 Annually for 10 years $25,000 Structural 1 Repair bent plate at edge of slab 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $63,654 $0 $0 $0 $0 $99,171 $0 $0 $108,367 $0 $237,651 $173,138 $178,332 $259,688 $189,192 $194,868 $283,768 $206,735 $212,937 $310,081 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 2 Repairs & caulk deck edge corrosion S 2.0 Annually for 10 years $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 3 Remediate cracked concrete repairs around columns S 3.0 Annually for 10 years $200,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 4 Repair pre-cast stadia slabs (spalls, connections) S 4.0 Every 3 years $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 5 Page 6 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Signage and Graphics Designation Frequency of Repairs/Replace ments Estimated Cost (2015 $) 1 Replace wayfinding graphics and signage SG 1.0 Phased over 2 years $300,000 2 Replace interior branding graphics and concession/retail signage SG 2.0 Once $750,000 3 Replace exterior branding graphics and signage SG - Once $750,000 4 Refresh of wayfinding graphics / branding SG - Once $450,000 Item # Category 3 Necessary Improvement Category / Item Signage and Graphics 10 11 12 Projected 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $159,135 $163,909 $844,132 $869,456 $0 $0 $0 $0 $0 $415,270 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $150,000 $750,000 $750,000 $300,000 Page 7 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Operational Equipment Designation Frequency of Repairs/Replac ements Estimated Cost (2015 $) Necessary Improvement Category / Item Category Item # 3 OE 1.0 Biennial Allowance $25,000 Operational Equipment 1 Replace cleaning and housekeeping equipment 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $26,523 $0 $28,138 $168,095 $250,751 $227,527 $69,672 $39,143 $33,598 $103,818 $71,288 $0 $37,815 $54,529 $160,471 $123,964 $42,561 $0 $45,153 $139,522 $25,000 $25,000 $25,000 $25,000 2 Replace operations carts OE 1.0 Every 10 years $50,000 3 Replace material lifting and handling equipment OE 1.0 Every 5 years $75,000 4 Replace grounds crew equipment OE 1.0 Every 5 years $25,000 5 Replace trash compactor OE 1.0 Every 10 years $35,000 $35,000 6 Program refurbishment of interior overhead doors and hardware OE 1.0 Once, phased over 3 years $90,000 $30,000 $30,000 $30,000 7 Phased refurbishment of all rolling shutter hardware at concession fronts OE 1.0 Once, phased over 5 years $150,000 $30,000 $30,000 $30,000 8 Program refurbishment of exterior overhead doors and hardware OE 1.0 Once, phased over 3 years $150,000 $50,000 $50,000 $50,000 $25,000 $25,000 $25,000 $25,000 $50,000 $25,000 $25,000 $50,000 $75,000 $75,000 $25,000 $75,000 $25,000 $75,000 $25,000 $35,000 Page 8 of 24 $30,000 $30,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix FF&E Estimated Cost (2015 $) Frequency of Repairs/Replac ements Designation Necessary Improvement Category / Item Category Item # 3 FF&E 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $53,045 $54,636 $202,592 $57,964 $59,703 $61,494 $63,339 $104,382 $67,196 $69,212 $71,288 $73,427 $272,266 $77,898 $80,235 $82,642 $127,682 $140,280 $90,306 $93,015 $50,000 $50,000 1 Replace event specific furniture (drapes, stackable chairs, etc.) FFE 1.0 Every 5 years $30,000 $30,000 2 Replace waste containers and receptacles FFE 1.0 Every 10 years $100,000 $100,000 3 Replace flags and flagpoles FFE 1.0 Every 20 years $25,000 4 Renewal and replacement FFE 2.0 Allowance $50,000 $30,000 $30,000 $30,000 $100,000 $25,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 Page 9 of 24 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix 3 Estimated Cost (2015 $) Frequency of Repairs/Replace ments Designation Necessary Improvement Category / Item Category Item # Code and Regulatory Code and Regulatory 1 Miscellaenous CR 1.0 Allowance $25,000 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $26,523 $27,318 $28,138 $28,982 $29,851 $30,747 $31,669 $32,619 $33,598 $34,606 $35,644 $36,713 $37,815 $38,949 $40,118 $41,321 $42,561 $43,838 $45,153 $46,507 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 2 3 4 5 Page 10 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Retractable Roof $1,639,091 $1,857,090 $1,738,911 $6,000,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 Once $40,000 $40,000 Once $1,250,000 $1,250,000 4.0 Once $1,000,000 $1,000,000 RR 4.1 Once $1,000,000 6 Replace retractable roof membrane RR 5.0 Once $7,800,000 7 Renewal and replacement RR 6.0 Biennual, for 5 years $150,000 1 Continue phased replacement of bogie wheels RR 1.0 2 Replace remaining rail clips RR 2.0 3 Replace programmable logic controller RR 3.0 4 Replace motor drives RR 5 Replace power cables Item # Designation $1,633,786 Once, phased over 4 years Category Estimated Cost (2015 $) 10 Frequency of Repairs/Replac ements 3 Necessary Improvement Category / Item Retractable Roof 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $179,108 $2,767,216 $190,016 $0 $201,587 $10,797,024 $1,675,269 $0 $264,703 $0 $280,824 $0 $297,926 $0 $316,069 $0 $1,000,000 $7,800,000 $150,000 $150,000 $150,000 Page 11 of 24 $150,000 $175,000 $175,000 $175,000 $175,000 $175,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Garage Designation Frequency of Repairs/Replac ements Estimated Cost (2015 $) 1 Program restripe parking garage G 1.0 Every 8 years $50,000 2 Program replace and repair wheel stops in garage G 2.0 Every 10 years $50,000 3 Repair post-tensioning grout pockets G - Every 3 years $10,000 $10,000 4 Renewal and replacement G 3.0 Allowance $25,000 $25,000 Item # Category 3 Necessary Improvement Category / Item Garage 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $37,132 $27,318 $28,138 $98,538 $29,851 $30,747 $44,337 $97,858 $33,598 $48,448 $35,644 $110,140 $52,941 $38,949 $40,118 $57,850 $42,561 $131,513 $63,214 $139,522 $50,000 $50,000 $50,000 $50,000 $10,000 $25,000 $25,000 $25,000 $50,000 $10,000 $25,000 $25,000 $25,000 5 Page 12 of 24 $10,000 $25,000 $25,000 $25,000 $10,000 $25,000 $25,000 $25,000 $10,000 $25,000 $25,000 $25,000 $10,000 $25,000 $25,000 $25,000 $25,000 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Food Service Estimated Cost (2015 $) - - Pieces of Equipment 1461 Designation 1976 Necessary Improvement Category / Item Category Food Service Necessary Equipment Item # Frequency of Repairs/Replac ements 3 $ 10 11 12 Projected 13 14 15 16 17 18 20 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $279,855 $485,701 $1,351,706 $613,443 $256,284 $340,752 $300,332 $1,392,891 $1,671,368 $1,194,327 $1,141,774 $838,183 $662,500 $1,820,457 $1,879,827 $643,476 260,651 $ 485,701 $2,218,264 $ 1,872,172 $2,007,477 $ 1,308,813 $2,216,110 $ 1,280,546 $ 1,147,878 $ 376,288 $ 165,748 $ 163,221 $ 273,201 $ 456,616 $ $2,198,555 $ 2,041,810 $ 1,176,080 $ 858,025 $ 663,391 $ 346,578 $ 707,000 $ 1 Alto Shaam Oven FS 1 8 $5,876 2 Alto Shaam Combitherm Oven FS 3 8 $22,035 3 Alto Shaam Warmer FS 5 7 $6,230 $12,460 $12,460 $6,230 $12,460 $12,460 $6,230 $12,460 $12,460 $6,230 4 Alto Shaam Warmer FS 6 7 $2,968 $5,935 $5,935 $5,935 $5,935 $5,935 $5,935 $5,935 $5,935 $5,935 5 Amana Microwave FS 1 6 $434 6 Ao Smith Hot Water Heater FS 51 15 $1,800 7 Apw/Wyott Holding Drawer FS 13 7 $2,164 8 Apw/Wyott Holding Drawer FS 6 7 $1,267 9 Apw/Wyott Holding Drawer FS 2 7 $2,125 10 Apw/Wyott Holding Drawer FS 5 7 $2,186 11 Apw/Wyott Hot Food Well FS 3 10 $362 $1,087 $1,087 12 Apw/Wyott Hot Food Well FS 4 10 $2,311 $9,245 $9,245 13 Apw/Wyott Hot Food Well FS 2 10 $1,138 $2,276 14 Apw/Wyott Hot Food Well FS 22 10 $471 $10,362 15 Apw/Wyott Round Soup Well FS 12 10 $313 $3,751 16 Bartender Stations FS 19 15 $5,000 17 Beer Tower, 2 Tap FS 91 10 $3,500 $318,500 $318,500 18 Beer Tower, 4 Tap FS 26 10 $6,500 $169,000 $169,000 19 Beer Tower, 5 Tap FS 3 10 $7,500 $22,500 $22,500 20 Beer Tower, 8 Tap FS 1 10 $12,000 $12,000 $12,000 21 Beer Tower, 10 Tap FS 1 10 $13,000 $13,000 22 Bevair Prep Table FS 5 10 $10,260 $20,520 23 Bevair Undercounter Refrigerator FS 3 10 $2,247 24 Bevair U/C Refrigerator, 3 Door FS 3 10 $4,308 25 Bevair U/C Refrigerator, 4 Door FS 1 10 $8,265 26 Bevair Undercounter Refrigerator FS 2 10 $2,730 27 Beverage Air Freezer, 1 Door FS 1 10 $6,720 28 Beverage Air Refrigerator FS 4 10 $1,930 $77,208 $77,208 29 Beverage Air Refrigerator FS 1 10 $4,032 $4,032 $4,032 30 Beverage Air Slide Top Bottle Cooler FS 1 10 $2,497 $2,497 31 Beverage Air Refrigerator, Glass FS 4 10 $4,548 32 Blodgett Oven FS 2 15 $5,652 33 Blodgett Roll-In Rack Convection Oven FS 3 15 $18,834 34 Bottle Beer Ice Display FS 1 15 $446 35 Bunn Hot Chocolate Dispenser FS 4 7 $964 36 Carter-Hoffman Cooling Cabinet FS 10 10 $7,470 $37,350 $7,464 37 Carter-Hoffman Crisp And Hold FS 2 10 $3,732 38 Carter-Hoffman Warming Cabinet FS 3 10 $4,874 39 Charbroiler, 3' FS 2 15 $3,581 40 Charbroiler, 4' FS 1 15 $4,577 41 Chef's Table, Ss FS 2 20 $1,800 42 Cleveland Convection Steam Cooker FS 1 7 $19,860 43 Cleveland Gas Kettle FS 1 15 $21,534 44 Cleveland Gas Kettle FS 1 15 $20,088 45 Cold Line, 3 Well FS 1 15 $5,498 $5,876 847,910 $22,035 $5,876 $22,035 $22,035 $22,035 $434 $10,821 $22,035 $22,035 $46,800 $45,000 $6,493 $10,821 $10,821 $7,603 $6,493 $10,821 $10,932 $4,249 $10,932 $10,932 $2,276 $10,362 $3,751 $50,000 $45,000 $13,000 $20,520 $10,260 $20,520 $6,741 $20,520 $12,924 $12,924 $8,265 $8,265 $5,460 $5,460 $6,720 $6,720 $2,497 $18,192 $18,192 $11,304 $11,304 $18,834 $18,834 $18,834 $18,834 $3,857 $3,857 $37,350 $3,857 $37,350 $37,350 $7,464 $14,623 $14,623 $7,162 $4,577 $4,577 $3,600 $19,860 $19,860 $19,860 $21,534 $21,534 $20,088 $20,088 $5,498 10 $12,517 10 $7,636 48 Continental Freezer FS 1 10 $8,992 49 Continental Refrigerator FS 1 10 $4,839 50 Continental Refrigerator Roll-In FS 2 10 $9,257 $9,257 $9,257 $9,257 $9,257 51 Continental Refrigerator FS 2 10 $6,305 $6,305 $6,305 $6,305 $6,305 52 Continental Refrigerator FS 1 10 $8,338 $8,338 53 Continental Refrigerator FS 3 10 $4,658 $4,658 $4,658 54 Continental Refrigerator, 1 Door FS 2 10 $4,961 $4,961 $4,961 10 $6,535 10 $13,197 57 Crescor Hot Box FS 3 10 $2,926 58 Cretor'S Popcorn Plant (4) FS 1 10 $30,549 59 Curtis Coffee Brewer FS 1 10 $1,370 $12,517 $5,498 2 1 $18,834 $456 1 2 $10,260 $6,741 FS FS $6,493 $7,603 $4,249 FS FS $10,821 $7,603 $4,249 46 Continental 2 Door Refrigerator 56 Cookshack Smoker $22,035 $434 47 Continental Refrig Equip Base 55 Continental 4 Drawer Ref U/C 605,189 $5,876 $434 $45,000 $10,821 678,158 $ $12,517 $12,517 $7,636 $12,517 $7,636 $8,992 $8,992 $4,839 $4,839 $8,338 $4,658 $4,658 $4,658 $4,961 $4,961 $6,535 $4,658 $6,535 $13,197 $8,777 $13,197 $13,197 $13,197 $8,777 $30,549 $1,370 $30,549 $1,370 Page 13 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Food Service 60 Delfield 6 Drawer Refrigerator FS 1 10 $8,082 61 Delfield Compact Refrigerator FS 6 10 $4,108 $24,646 $3,882 $8,082 $8,082 $24,646 62 Delfield U/C Refrigerator, 2 Door FS 6 10 $3,882 63 Delfield Refrigerated Display FS 2 10 $18,360 $19,410 $3,882 64 Delfield Refrigerated Work Table FS 5 10 $5,385 65 Delfield Refrigerated Work Table FS 2 10 $4,386 $8,772 66 Delfield Refrigerated Work Table FS 4 10 $4,058 $8,116 67 Delfield Refrigerator FS 2 10 $3,882 $7,764 68 Delfield Refrigerator, U/C 1 Door FS 4 10 $2,479 $9,914 $9,914 69 Delfield Refrigerator, U/C 2 Door FS 3 10 $3,774 $11,322 $11,322 70 Digital Menu Boards (Pen Only) FS 16 7 $5,000 71 Dishwasher, Residential FS 1 7 $359 72 Duke Oven FS 4 15 $4,295 73 Fetco Coffee Brewer FS 5 10 $2,188 $10,938 $10,938 $18,360 $16,155 $19,410 $18,360 $18,360 $10,770 $16,155 $18,360 $10,770 $8,772 $8,116 $8,116 $8,116 $7,764 $80,000 $80,000 $359 $80,000 $359 $8,590 $359 $8,590 $8,590 $8,590 74 Fetco Coffee Brewer FS 1 10 $10,064 $10,064 $10,064 75 Fetco Coffee Brewer FS 2 10 $3,197 $6,394 $6,394 76 Fire Protection System FS 20 20 $10,258 77 Frymaster Fryer FS 7 12 $7,380 78 Fwe Warming Cabinet FS 22 10 $4,241 79 Garland Electric Convection Oven FS 3 15 $5,295 80 Glass Washer FS 3 10 $4,821 81 Glastender Back Bar Cooler FS 3 10 $4,071 $12,213 82 Glas Tender Slide Top Cooler FS 8 10 $1,688 $13,502 83 Glasstender Back Bar Cooler FS 4 10 $2,886 84 Glastender Refrigerated Back Bar FS 2 10 $4,313 85 Glastender Refrigerated Back Bar FS 1 10 $3,988 $3,988 86 Glo-Ray Heated Display FS 2 7 $2,498 $4,997 87 Griddle, 3' FS 1 15 $2,849 $2,849 88 Griddle, 4' FS 1 15 $3,392 $3,392 89 Hatco Warmer FS 10 10 $2,765 $27,654 90 Hatco Glo-Ray Hot Food Shelf FS 3 7 $637 $1,910 $1,910 $1,910 91 Hatco Glo-Ray Hot Food Shelf FS 15 7 $3,455 $51,822 $51,822 $51,822 $102,580 $29,519 $46,649 $102,580 $22,139 $29,519 $46,649 $46,649 $22,139 $46,649 $15,885 $15,885 $14,463 $14,463 $12,213 $13,502 $11,544 $11,544 $8,627 92 Hatco Glo-Ray Hot Food Shelf FS 1 7 $545 93 Hatco Hot/Cold Shelf W/Lamps FS 3 7 $4,218 94 Hatco Hot Food Merchandiser FS 1 10 $2,447 95 Hatco Hot Food Merchandiser FS 3 10 $3,081 96 Hatco Hot Food Plate FS 7 10 $758 $5,309 97 Hatco Hot Food Shelf FS 1 10 $710 $710 98 Hatco Hot Wells FS 4 10 $344 $1,378 99 Hatco Hot Food Shelf FS 1 10 $806 $806 100 Hatco Warmer FS 6 10 $2,102 $8,627 $3,988 $4,997 $4,997 $2,849 $3,392 $27,654 $545 $545 $12,654 $545 $12,654 $12,654 $2,447 $2,447 $9,243 $9,243 $5,309 $710 $1,378 $806 $12,611 $12,611 Page 14 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Food Service 101 Hatco Heat Lamps FS 16 7 $656 $10,502 $10,502 102 Hatco Heat Strip 5' FS 1 7 $253 $253 $253 103 Hobart Dishwasher, Single Tank FS 5.0 2 5 $30,227 104 Hobart Dishwasher, Conv, 3 Tank FS 5.0 1 10 $38,657 105 Hobart Dishwasher, Flight FS 5.0 2 10 $55,000 2 10 $5,111 11.0 40 20 $9,800 106 Hobart Slicer FS 107 Hood With Ansul Fire Suppression FS $60,454 $30,227 $30,227 $10,502 $253 $60,454 $30,227 $38,657 $38,657 $110,000 $110,000 $10,223 $98,000 $98,000 $98,000 $10,223 $98,000 108 Hot Line, 2 Well FS 1 10 $6,031 $6,031 109 Ice Cream Freezer FS 4 7 $3,902 $15,607 110 Ice-O-Matic FS 1 10 $2,924 111 Ice-O-Matic Ice Machine FS 16 10 $6,317 $50,534 $50,534 $50,534 $50,534 112 Ice-O-Matic Ice Maker FS 4 10 $6,396 $12,792 $12,792 $12,792 $12,792 113 Ice-O-Matic Ice Maker FS 7 10 $3,915 $27,405 114 Imi Cornelius Fountain Dispenser FS 95 Purveyor $0 115 Imperial Chinese Gas Range FS 1 15 $5,260 116 Imi Soda Gun FS 4 Purveyor $0 117 Imberg Glass Front Cooler FS 118 Irinox Blast Chiller FS 1 10 $2,435 2 Existing / 1 new 10 $27,173 119 Kitchenaid Mixmaster FS 1 10 $582 120 Kloppenberg Ice Bin FS 20 10 $3,263 121 Kloppenberg Ice Bin FS 8 10 $3,652 122 Lincoln Impinger Conveyor Oven FS 12 10 $17,748 123 Marshall Fry Dump Station FS 7 10 $1,131 124 Marshall Fry Dump Station FS 1 10 $1,548 125 Meiko Dishwasher FS 2 10 $4,890 2.0 126 Nemco Roll-A-Grill FS 4 6 $892 127 Nemco Hot Food Display Case FS 2 10 $1,049 $30,227 $6,031 $15,607 $2,924 $15,607 $2,924 $27,405 $5,260 $5,260 $2,435 $27,173 $2,435 $27,173 $27,173 $27,173 $27,173 $582 $32,628 $582 $32,628 $14,609 $32,628 $14,609 $53,244 $32,628 $14,609 $53,244 $53,244 $53,244 $53,244 $14,609 $53,244 $7,917 $53,244 $7,917 $1,548 $4,890 $53,244 $1,548 $4,890 $4,890 $1,783 $1,783 $1,783 $4,890 $1,783 $1,783 $2,098 $1,783 $2,098 128 Panasonic Microwave FS 1 6 $368 $368 $368 $368 $368 129 Panini Press FS 2 6 $883 $1,765 $1,765 $1,765 $1,765 130 Peanut Warmer FS 3 7 $240 131 Perlick Draft Beer Cooler, 1 Keg FS 2 10 $1,896 132 Perlick Draft Beer Cooler, 2 Keg FS 2 10 $3,019 133 Perlick Draft Beer Cooler, 4 Keg FS 4 10 $3,276 134 Wine Cooler & Dispenser FS 5 10 $3,135 135 Pitco Fry Warmer FS 6 10 $3,019 136 Pitco Dump Station FS 5 10 $733 137 Pitco Fryer FS 6 10 $4,259 $12,776 $12,776 138 Pitco Fryer FS 59 10 $4,926 $98,520 $98,520 139 Prince Castle Toaster FS 1 10 $1,656 140 Queen Mary FS 5 20 $1,885 141 Randell Refrigerated Counter 5' FS 1 10 $7,619 142 Rational Self-Cooking Center FS 5 10 $33,258 143 Refrigerated Bakery Display FS 2 10 $11,017 144 Robot Coupe Food Processor FS 2 6 $2,245 $720 $720 $720 $3,792 $3,792 $6,037 $6,037 $13,104 $13,104 $15,675 $9,056 $9,056 $9,056 $9,056 $12,776 $12,776 $98,520 $98,520 $3,666 $3,666 $93,594 $93,594 $1,656 $1,656 $9,426 $7,619 $66,516 $66,516 $7,619 $33,258 $66,516 $11,017 $2,245 $2,245 $66,516 $33,258 $11,017 $11,017 $2,245 $2,245 $2,245 145 Salad Cart W/Sneeze Guard FS 1 15 $3,708 146 Salvajor Disposal FS 1 10 $2,381 $2,381 $2,381 147 Salvajor Waste Collector FS 2 10 $7,300 $14,599 $14,599 148 Schaerer Espresso Machine FS 4 6 $8,640 149 Security Cage FS 6 20 $2,101 150 Serverwell Steam Table FS 3 15 $3,000 151 Sink, 1 Cpt FS 9 20 $604 $11,017 $2,245 $3,708 $34,560 $34,560 $34,560 $12,607 $3,000 $3,000 $3,000 $3,000 $3,000 $4,031 $4,031 $5,438 152 Sink, 2 Cpt FS 5 20 $913 $4,566 153 Sink, 3 Cpt FS 48 20 $1,263 $60,624 154 Sink, 3 Cpt Bar FS 1 20 $1,088 $1,088 155 Sink, Hand FS 84 20 $764 $64,210 156 Shelving Unit FS 46 20 $421 157 Southbend Convection Oven FS 3 15 $4,031 158 Southbend Stove Top, 2 Burner FS 1 15 $1,034 $9,674 $4,031 $4,031 $4,031 $9,674 $4,031 $1,034 Page 15 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Food Service 159 Southbend Grill FS 1 15 $10,177 160 Southbend Steamer FS 2 10 $5,879 161 Southbend Range/Griddle FS 1 15 $9,502 $9,502 162 Southbend 6 Burner Range FS 1 15 $8,056 $8,056 163 Stainless Steel Beverage Table, Sink FS 1 20 $3,370 $3,370 164 Stainless Steel Work Table FS 38 20 $919 $17,453 165 Ss Work Table, 8' W/Refrig Bin FS 2 20 $1,011 $2,022 166 Ss Work Table, 10' W/Sink FS 4 20 $1,843 167 Ss Work Table, 20' W/2 Hot Wells FS 1 20 $2,218 168 Star Galaxy Popcorn Popper FS 7 7 $2,328 169 Star Galaxy Popcorn Warmer FS 10 10 $1,737 170 Star Mfg Butter Dispenser FS 4 7 $522 171 Star Griddle 24" FS 1 15 $2,414 172 Star Mfg Grill FS 5 15 $4,300 $10,177 $10,177 $11,758 $11,758 $9,502 $8,056 $17,453 $7,373 $2,218 $16,296 $8,685 $16,296 $8,685 $16,296 $8,685 $2,088 $8,685 $2,088 $2,088 $2,414 $4,300 $8,599 $2,414 $8,599 173 Star Mfg Hot Food Warmer FS 1 7 $500 $500 174 Star Mfg Ultra Max Griddle FS 3 15 $3,232 $3,232 175 Steamer/Convection FS 2 10 $5,040 $4,300 $500 $3,232 $3,232 $5,040 $5,040 176 Subzero Refrigerator FS 5 10 $4,900 177 Sushi Display FS 1 10 $2,906 178 Taylor Soft Serve Ice Cream FS 18 10 $12,366 179 Taylor Milkshake Machine FS 1 10 $12,366 180 Traulsen Freezer, 2 Door FS 7 10 $7,328 181 Traulsen Freezer, 1 Door FS 14 10 $5,495 182 Traulsen Freezer FS 1 10 $12,035 183 Traulsen Freezer FS 2 10 $9,098 $9,098 184 Traulsen Freezer FS 1 10 $12,320 $12,320 185 Traulsen Freezer, 2 Door FS 3 10 $6,848 186 Traulsen Refrigerator, 1 Door FS 11 10 $4,861 187 Traulsen Refrigerator, 2 Dr Display FS 6 10 $7,036 188 Traulsen Refrigerator, 2 Door FS 24 10 $5,962 189 Traulsen Refrigerator, 3 Door FS 2 10 $12,529 190 Traulsen Refrigerator, 2 Dr Display FS 2 10 $10,955 191 Traulsen Refrigerator FS 3 10 $4,861 $4,861 192 Traulsen Refrigerator FS 1 10 $5,962 $5,962 193 Traulsen Refrigerator FS 1 10 $8,057 194 Traulsen Refrig, 1 Door, Roll-In FS 1 10 $8,260 195 Traulsen Refrig, 2 Door, Roll-In FS 1 10 $12,178 196 True Bottle Cooler FS 1 10 $3,629 197 True Refrigerator, 3 Door U/C FS 1 10 $5,935 198 True Cool Drawer FS 2 10 $6,467 199 True Display Cooler FS 5 10 $4,952 200 True Pepsi Cooler FS 20 Purveyor $0 201 True Refrigerator FS 6 10 202 True Refrigerator FS 2 10 $8,599 $8,599 $500 $3,232 $5,040 $3,232 $24,500 $24,500 $2,906 $111,294 $2,906 $11,294 $11,294 $11,294 $29,314 $21,985 $27,477 $27,477 $21,982 $9,098 $9,098 $12,366 $27,477 $29,314 $21,985 $27,477 $21,982 $12,366 $12,035 $6,848 $5,962 $4,861 $3,232 $5,040 $12,035 $6,848 $9,098 $12,320 $6,848 $6,848 $24,306 $29,167 $14,071 $14,071 $14,071 $35,770 $35,770 $35,770 $12,529 $12,529 $10,955 $10,955 $29,808 $4,861 $5,962 $4,861 $4,861 $6,848 $6,848 $24,306 $29,167 $14,071 $14,071 $14,071 $35,770 $35,770 $35,770 $12,529 $12,529 $10,955 $10,955 $29,808 $4,861 $5,962 $8,057 $8,057 $8,260 $8,260 $12,178 $12,178 $3,629 $3,629 $5,935 $5,935 $6,467 $6,467 $4,952 $4,952 $4,952 $3,389 $6,778 $6,778 $6,778 $3,782 $3,782 $3,782 $8,998 $4,952 203 True Ref Pizza Prep Table FS 2 10 $8,998 204 Turbo Chef Pizza Oven FS 4 10 $8,115 205 Us Range Broiler FS 4 15 $8,072 $8,072 206 Us Range Broiler FS 1 15 $4,120 $4,120 207 Us Range Charbroiler 2' FS 2 15 $3,469 208 Us Range 4 Burner FS 1 15 $1,798 $1,798 209 Us Range Counter Griddle 4' FS 4 15 $3,211 $6,421 210 Victory Refrigerator, 2 Dr Roll-In FS 1 10 $13,800 211 Vollrath Mixer FS 1 10 $10,174 212 Volrath Serve Well (3) FS 2 10 $1,462 $4,952 $4,952 $8,998 $6,467 $6,467 $4,952 $4,952 $4,952 $6,778 $6,778 $6,778 $3,782 $3,782 $8,998 $16,230 $16,230 $8,072 $8,072 $4,952 $8,998 $16,230 $16,230 $8,072 $8,072 $8,072 $4,120 $6,938 $6,938 $1,798 $6,421 $6,421 $13,800 $10,174 $2,924 $6,421 $13,800 $10,174 $2,924 Page 16 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Food Service 213 Vulcan Holding Cabinet FS 2 10 $5,310 $5,310 $5,310 214 Vulcan Oven FS 2 15 $6,726 $6,726 $6,726 215 Vulcan Warmer Cabinet FS 10 10 $2,886 $14,430 $14,430 216 Vulcan-Hart Steamer FS 1 10 $6,406 217 Walk-In Cooler (Refrigeration Only) FS 40 15 $6,900 $92,000 $92,000 $92,000 218 Wellbit Mixer FS 2 10 $3,013 $3,013 $3,013 219 Wells 5 Hot Food Well FS 1 10 $3,201 220 Wells Triple Well FS 3 10 $1,389 221 Wells Fryer (Ventless) FS 6 10 $19,500 222 Wells Fryer (Ventless) FS 1 10 $20,460 223 Wells Holding Drawer FS 2 10 $2,208 224 Wells Holding Drawer FS 2 10 $1,383 225 Wells Holding Drawer FS 1 10 $2,250 226 Wells Hot Food Well FS 4 10 $504 227 Wood Stone Pizza Oven FS 1 20 $40,000 Miscellaneous Equipment 1 Induction Warmers 336 FS 7.0 200 2 Replace concession back counters with stainless steel tables and cabinets FS 6.0 - 3 Central CO2 System FS 8.0 - $5,310 $14,430 $14,430 $6,406 $6,726 $6,726 $92,000 $92,000 $39,000 $39,000 $6,406 $3,013 $3,201 $3,201 $4,167 $39,000 $39,000 $39,000 $39,000 $20,460 $20,460 $4,416 $4,416 $2,766 $2,766 $2,250 $2,250 $2,016 $2,016 $40,000 13,261 $ - $ 337,653 $ $2,000 $202,500 678,175 $ 800,015 $ $200,000 $200,000 $25,000 $25,000 79,450 $ 136,558 $ - $ 151,191 $ - $ 916,051 $ $200,000 822,379 $ 152,393 $ - $ 112,329 $ - $ 191,524 $ $200,000 $25,000 981,963 $ 1,164,942 $ $200,000 $200,000 $360,000 $360,000 $15,750 4 Portable Carts, Food FS 3.0 12 7 $60,000 Portable Carts, Beverage FS 3.0 40 7 $10,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 6 Portable Carts, Condiments FS 3.0 25 7 $15,000 $45,000 $30,000 $30,000 $60,000 $30,000 $30,000 $30,000 $60,000 $30,000 7 Currency Counters FS 10.0 16 8 $2,500 $12,500 $15,000 $12,500 $12,500 $15,000 $12,500 $15,000 8 Replace Menu Boards FS 4.0 9 Hot Water Heaters FS 43 15 FS 61 10 $2,078 2 Undercounter Refrigerator FS 61 10 $2,200 3 Sub Zero Refrigerator FS 8 10 $4,900 49 American Range Oven FS 2 15 $5,602 2 Apw/Wyott Hot Food Well FS 1 10 $3,826 3 Beverage Air Refrigerated Sandwich Make-Up Table, 2' FS 1 10 $2,604 4 Beverage Air Refrigerated Sandwich Make-Up Table, 6' FS 1 10 $4,800 5 Carter Hoffman Hot Box FS 1 10 $4,874 6 Delfield Refrigerated Display FS 1 10 $1,778 7 Delfield Refrigerated Sandwich Make-Up Table 4' FS 1 10 $4,386 Fetco Coffee Brewer FS FS 5.0 - 1 10 $2,188 2 10 $4,942 $ - $ - $ - $ 81,420 $ 81,157 $ $360,000 $37,800 81,618 $ $64,430 $68,188 81,355 $ 26,341 $ 5,943 $ $5,602 - $ 8,439 $ 20,489 $ 27,131 $ - $ - $ - $ - $ 43,222 $ $68,188 18,979 $ 109,068 $ 9,180 $ - $ $19,600 - $ 20,224 $ 1,079 $ 4,352 $ 18,247 $ 61,998 $ $5,602 65,724 $ $3,826 $1,778 $4,386 $4,386 $2,188 $4,942 $4,942 $4,942 $4,942 1 10 $6,524 $6,524 12 Ice-O-Matic Ice Maker FS 2 10 $2,924 $2,924 $2,924 $2,924 $2,924 13 Ice-O-Matic Ice Maker U/C FS 2 10 $2,078 $2,078 $2,078 $2,078 $2,078 14 Kloppenberg Ice Bin FS 2 10 $3,263 $3,263 $3,263 $3,263 $3,263 15 11 Qt Soup Warmer FS 1 10 $313 16 Panasonic Microwave Oven FS 2 7 $368 17 Perlick, 1 Keg FS 2 10 $1,896 18 Popcorn Popper, Small FS 1 10 $396 19 Sink, 3 Cpt FS 2 20 $1,263 $2,526 20 Sink, 1 Cpt FS 2 20 $604 $1,208 21 Sink, Hand FS 1 20 $764 $764 22 Ss Work Table W/Sink FS 1 20 $1,843 $1,843 10 $5,879 $4,800 1,825 $5,602 $4,874 $1,778 FS 10 $19,600 1,327 $ $4,800 $4,874 11 Hot Food Table, 6 Well 1 22,159 $ $3,826 $5,111 2 36,462 $2,604 10 FS 14,711 $ $5,602 1 FS 35,400 $ $65,988 FS 23 Steamer 109,335 $ $62,352 $19,600 10 Hobart Slicer 24 Taylor Freezemaster Ice Cream Machine 109,688 $ $64,430 $65,988 54,129 $ 109,422 $ $62,352 $19,600 $ 1 Hobart Dishwasher $360,000 $39,600 $ Ice Makers 8 $12,500 $360,000 $1,800 1 9 $360,000 Reference upgrade improvement matrix 130 Clubhouse Equipment - Reference upgrade improvement matrix 5 Suites $92,000 $3,013 $4,167 $ 7 $5,310 $5,111 $5,111 $6,524 $313 $313 $735 $1,896 $735 $1,896 $735 $1,896 $396 $1,896 $396 $5,879 $4,800 $5,879 $4,800 $4,800 $4,800 25 Toaster, 4 Slice FS 1 7 $501 $501 $501 $501 26 Toaster Oven FS 1 7 $480 $480 $480 $480 27 Traulsen Freezer FS 1 10 $5,495 28 Traulsen Refrigerator FS 1 10 $7,036 29 Traulsen Refrigerator 2 Door FS 2 10 $5,962 30 Traulsen Refrigerator 2 Door Display FS 2 10 $7,036 31 Wells, Fryer, Counter Top FS 2 10 $1,293 32 Work Table, Stainless Steel FS 5 20 $919 $5,495 $5,495 $7,036 $5,962 $7,036 $5,962 $7,036 $1,293 $7,036 $7,036 $1,293 $1,293 $7,036 $1,293 $4,593 Page 17 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Seating Bowl Estimated Cost (2015 $) Frequency of Repairs/Replac ements Designation Necessary Improvement Category / Item Category Item # 3 Seating Bowl 10 11 Projected 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $18,566 $19,123 $19,696 $20,287 $4,438,889 $1,251,397 $3,822,479 $740,459 $23,519 $24,224 $24,951 $25,699 $26,470 $27,264 $28,082 $28,925 $29,793 $30,686 $31,607 $32,555 1 Replace lower bowl rusted seat anchors SB 1.0 Once $1,100,000 $1,100,000 2 Replace all seat backs and padded seat bottoms in lower bowl SB 1.1 Once $2,600,000 $2,600,000 3 Replace rusted fixed seat anchors club level SB 2.0 Once $700,000 $700,000 4 Replace all seat backs and padded seat bottoms in club level SB 2.1 Once $300,000 $300,000 5 Replace rust fixed seat anchors upper level SB 3.0 Once $900,000 $900,000 6 Replace all seat backs and plastic seat bottoms in upper level SB 3.1 Once $2,100,000 $2,100,000 7 Replace all bench seat backs and bottoms in the outfield SB - Once $550,000 8 Reseal all joints throughout the bowl SB 4.0 Allowance $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 9 Remediate cracks / patch and refurbish patches in seating bowl SB 5.0 Allowance $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $550,000 Page 18 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Premium Areas Estimated Cost (2015 $) Frequency of Repairs/Replace ments Designation 3 10 11 Projected 12 13 14 15 16 17 18 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 Premium Areas $0 $0 $450,204 $2,782,258 $2,388,105 $0 $0 $0 $0 $0 $0 $2,937,067 $3,630,215 $623,187 $0 $0 $0 $0 $0 $0 Diamond Club $0 $0 $0 $579,637 $597,026 $0 $0 $0 $0 $0 $0 $734,267 $756,295 $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000 $250,000 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Category 2 Item # 1 Necessary Improvement Category / Item 1 Modernize Diamond Club finishes PR 1.0 Every 6 years, phased over 2 years $500,000 2 Modernize Diamond Club FF&E PR 1.1 Every 6 years, phased over 2 years $500,000 Club Level $0 1 Modernize Terrace Club finishes PR 2.0 Every 10 years, phased over 2 years $400,000 2 Modernize Terrace Club FF&E PR 2.1 Every 10 years, phased over 2 years $400,000 Suite Level $0 $0 $0 $250,000 $250,000 $450,204 $463,710 $0 $200,000 $200,000 $200,000 $200,000 $0 $1,738,911 $1,791,078 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $605,036 $623,187 $200,000 $200,000 $200,000 $200,000 $2,202,801 $2,268,885 $0 1 Modernize suite level finishes PR 3.0 Every 8 years, phased over 2 years $1,500,000 $750,000 $750,000 $750,000 $750,000 2 Modernize suite level FF&E PR 3.1 Every 8 years, phased over 2 years $1,500,000 $750,000 $750,000 $750,000 $750,000 Page 19 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Mechanical/Electrical/Plumbing Estimated Cost (2015 $) Frequency of Repairs/Replac ements Designation Necessary Improvement Category / Item Category Item # 3 Mechanical/Electrical/Plumbing Mechanical 1 Replace cooling towers M 1.0 Every 10 years Varies 2 Replace water distribution pumps M 3 Replace distributed heat pumps M 2.0 Every 12 years $40,000 3.0 Once, phased over 7 years Varies 4 Modernize building automation systems (BAS) 5 Air conditioning for suite and HHC kitchens) M 4.0 Biennial $30,000 M 5.0 Once 6 Replacement and renewal 10 11 12 Projected 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $139,508 $1,575,712 $167,701 $596,447 $446,576 $491,335 $521,276 $981,189 $838,604 $3,755,426 $568,879 $259,930 $282,098 $571,774 $479,807 $354,536 $253,663 $310,371 $336,840 $2,632,317 $43,497 $591,165 $46,146 $343,145 $317,618 $364,043 $336,961 $842,883 $357,482 $2,301,289 $58,456 $104,266 $62,016 $172,934 $65,793 $117,352 $69,800 $124,499 $74,051 $438,099 $225,000 $150,000 $350,000 $40,000 $40,000 $225,000 $30,000 $225,000 $30,000 $225,000 $225,000 $30,000 $225,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $430,000 M 6.0 Below HVAC - Hydronic Water Piping M 6.0 Annually Varies $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $250,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 Louver screening M 6.0 Annually $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 Fan Systems M 6.0 Annually Varies $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $120,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $120,000 Terminal Units M 6.0 Annually Varies $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $35,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $35,000 AHUs M 6.0 Annually Varies $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $750,000 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 Packaged units M 6.0 Annually Varies $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $200,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 Cooling Coils M 6.0 Once $59,476 $121,007 $63,098 $68,200 $128,922 $72,353 $71,017 $144,489 $1,841,692 $40,000 $125,000 Electrical $84,872 $973,073 $47,834 $177,369 $50,747 $46,735 $101,342 $52,843 $393,096 $813,237 $417,035 $250,000 $250,000 $250,000 1 Modernize main concourse lighting and parking garage to LED E 1.0 Once, phased over 3 years $750,000 2 Select new lighting control compatible with BAS systems E 1.1 Once $850,000 3 4K broadcast power increase E - Once $75,000 4 Additional show / distribution power to outfield E 2.0 5 Expand central plant services for additional loads E 2.1 7 Replacement and renewal E 3.0 Below Main Service Switchboards E 3.0 Biennual Varies $15,000 $15,000 $12,500 $15,000 $50,000 $15,000 $15,000 $15,000 $15,000 Distribution Switchboards E 3.0 Biennual Varies $18,000 $18,000 $18,000 $18,000 $100,000 $18,000 $18,000 $18,000 $18,000 Panelboards E 3.0 Biennual Varies $20,000 $20,000 $20,000 $20,000 $20,000 Dry-Type Transformer E 3.0 Biennual $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 Generator E 3.0 Every 10 years Varies Raceway & Wire E 3.0 Annually Varies $850,000 $75,000 Reference upgrade improvement matrix Reference upgrade improvement matrix Fire Alarm System -Control Panels E 3.0 Every 10 years Varies Fire Alarm System - Devices E 3.0 Annually Varies Plumbing $125,000 $125,000 $20,000 $20,000 $20,000 $20,000 $20,000 $250,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $7,500 $100,000 $50,000 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $50,000 $75,000 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $50,000 $37,500 $11,139 $37,500 $11,474 $37,500 $300,000 $37,500 $37,500 $37,500 $37,500 $73,721 $75,932 $78,210 $80,557 $82,973 $85,463 $88,027 $640,900 $93,387 $96,189 $99,075 $335,742 $345,814 $108,262 $111,509 $114,855 $118,300 $352,526 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $150,000 $150,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $25,000 1 Replace grease interceptors / sanitary systems P 1.0 Annually $25,000 2 Replace main boilers P 2.0 Once $300,000 3 Continue replacement of domestic water heaters P 3.0 Once, phased over 2 years $300,000 4 Replacement and renewal P 4.0 Below Piping - Drainage & Vent P 4.0 Once $50,000 Piping - Water P 4.0 Annually Varies Piping - Gas P 4.0 Once $15,000 Piping - Circulation Pumps P 4.0 Once $7,500 Drainage - Lift Stations P 4.0 Annually Varies $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 Valve replacement P 4.0 Annually $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 Plumbing Fixtures P 4.0 Annually $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 Fire Protection - Equipment P 4.0 Annually $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $100,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $300,000 $50,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $15,000 $7,500 Page 20 of 24 $40,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Playing Field 10 11 14 15 1 Remove existing playing field sod and replace PF 1.0 Every 10 years $1,000,000 $1,000,000 2 Remove, replace, and rezone existing playing heating system PF 1.1 Once $1,000,000 $1,000,000 3 Refurbish existing sub air system below the playing field PF 1.2 Once $300,000 $300,000 4 Remove and replace existing irrigation system PF 1.3 Every 10 years $250,000 $250,000 $250,000 5 Refurbish playing field drainage system PF - Every 10 years $50,000 $50,000 $50,000 6 Replace or refurbish perimeter drainage system PF 1.4 Every 10 years $50,000 $50,000 $50,000 7 Outfield wall pads PF 2.0 Every 10 years $150,000 $150,000 $150,000 Item # Estimated Cost (2015 $) 13 Frequency of Repairs/Replac ements 12 Designation Projected Category 3 Necessary Improvement Category / Item Playing Field 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $0 $0 $0 $3,245,967 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,336,951 $0 $0 $0 $0 $0 $0 $1,000,000 Page 21 of 24 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Vertical 10 11 Frequency of Repairs/Replacem ents Estimated Cost (2015 $) 1 Modification of elevators 1, 10, G1, G2 V 1.0 Once $500,000 2 Modification of remaining eight elevators V 1.1 Once, phased over 2 years $1,800,000 3 Replace escalator steps V 2.0 Once, phased over 3 years $440,000 4 Replacement and renewal V Allowance $5,000 5 Retrofit doors at elevators 7 and 8 for service use V 3.0 Reference upgrade improvement matrix 6 Retrofit interior cab finishes 7 and 8 for service use V 3.0 Reference upgrade improvement matrix Item # Designation Projected Category 3 Necessary Improvement Category / Item Vertical 12 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $5,305 $5,464 $5,628 $5,796 $5,970 $6,149 $6,334 $6,524 $6,720 $699,038 $1,290,314 $1,329,023 $310,081 $319,383 $72,212 $8,264 $8,512 $8,768 $9,031 $9,301 $900,000 $900,000 $200,000 $200,000 $40,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $500,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 Page 22 of 24 $5,000 $5,000 $5,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix 3 Estimated Cost (2015 $) Frequency of Repairs/Replacem ents Designation Necessary Improvement Category / Item Category Item # Technology Technology Facility Sound Reinforcement 1 Replace facility sound reinforcement system T 1.0 Once, phased over 2 years $3,000,000 T T T T T 2.0 2.1 2.2 3.0 Every 10 years Every 10 years Every 10 years Every 8 years, phased over 2 years Every 10 years $5,500,000 $1,500,000 $3,500,000 $1,500,000 $6,500,000 T T T T T 4.0 5.0 6.0 Every 10 years Every 10 years Every 10 years Every 10 years Every 10 years Varies $1,200,000 $50,000 $100,000 $350,000 Video Displays / Production 1 2 3 4 5 Replace outfield video display Replace out-of-town score display Replace fascia displays Replace televisions Replace production system 1 2 3 4 5 Replace security camera Replace digital access Replace security management system Re-key facility Replace mobile radio system 1 Replace POS hardware/software 2 POS chip replacement 3 Upgrade ticketing hardware/software 7.0 7.1 - Every 5 years Once Every 5 years $1,300,000 $500 $100,000 Baseball Ops 1 Replace cameras 2 Replace coaching video analysis system 8.0 8.0 Every 10 years Every 5 years $300,000 $1,000,000 14 15 16 17 18 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $703,907 $1,639,091 $12,774,525 $4,926,915 $1,552,268 $6,764,306 $0 $4,240,513 $0 $1,799,504 $1,568,337 $1,101,400 $13,764,566 $5,452,886 $2,086,118 $9,090,662 $0 $5,698,895 $1,354,583 $3,813,604 $0 $1,639,091 $1,688,263 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $1,500,000 $0 $9,848,202 $4,926,915 $0 $6,764,306 $0 $0 $0 $0 $1,069,321 $1,101,400 $12,100,718 $5,452,886 $0 $9,090,662 $0 $0 $1,354,583 $1,395,221 $750,000 $750,000 $0 $0 $0 $2,418,383 $5,500,000 $5,500,000 $1,500,000 $750,000 $6,500,000 $0 $0 $1,500,000 $3,500,000 $750,000 $3,500,000 $750,000 $750,000 $6,500,000 $0 $0 $0 $0 $150,000 $2,413,830 $0 $0 $499,016 $0 $0 $0 $0 $0 $0 $500,000 $1,200,000 $50,000 $100,000 $3,243,986 $500,000 $1,200,000 $50,000 $100,000 $350,000 $350,000 $0 $112,551 $0 $1,552,268 $0 $0 $130,477 $0 $1,300,000 $1,799,504 $0 $0 $151,259 $0 $1,300,000 $2,086,118 $0 $0 $175,351 $1,300,000 $1,300,000 $163,500 $100,000 $0 T T 13 3 $173,457 T T T 12 2 $530,450 Point of Sale Systems 11 Projected 1 $0 Security 10 $0 $1,125,509 $100,000 $0 $0 $0 $0 $1,696,205 $300,000 $1,000,000 $1,000,000 Page 23 of 24 $100,000 $0 $0 $0 $0 $1,512,590 $1,000,000 $100,000 $0 $0 $0 $0 $2,279,558 $0 $0 $300,000 $1,000,000 V1 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Necessary Improvements Matrix Estimated Cost (2015 $) 3 Frequency of Repairs/Replacem ents Designation Necessary Improvement Category / Item Category Item # Infrastructure Every 15 years Every 5 years Every 10 years Once Every 10 years Once Every 10 years, phased over 5 Once Every 10 years Once $15,000 $5,000 $2,500,000 $1,500,000 $2,500,000 $200,000 $1,500,000 $50,000 $1,000,000 $120,000 Infrastructure 1 2 3 4 5 6 7 8 9 10 Replace uninterruptible power supply (audio and data) Replace uninterruptible power supply battery Replace distributed television system Broadcast cable infrastructure incremental upgrade Replace broadcast cable infrastructure Repair crushed pathway Replace facility data cable Upgrade existing facility data equipment incremental Replace facility data equipment Redundant telecom pathway 11 Connection to exterior production entities IN IN IN IN IN IN IN IN IN IN 1.0, 1.1 IN 6.0 2.0 3.0 3.1 4.0 5.0 5.1 5.2 10 11 12 Projected 13 14 15 16 17 18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $678,976 $1,934,127 $6,100,258 $486,895 $310,454 $0 $0 $1,304,773 $0 $6,921 $356,440 $367,133 $8,167,985 $623,187 $328,965 $33,057 $34,049 $1,788,576 $36,122 $55,809 $20,000 $20,000 $20,000 $20,000 $25,000 $35,000 $20,000 $20,000 $20,000 $20,000 $25,000 $5,000 $5,000 $5,000 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $1,500,000 $200,000 $250,000 $50,000 $250,000 $400,000 $400,000 $200,000 $250,000 $1,000,000 $250,000 $400,000 $400,000 $200,000 $1,000,000 $120,000 Reference upgrade improvement matrix Page 24 of 24 V1 SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS Exhibit Upgrade Concepts SAFECO ,'Ilul_l h!.I 1.. Em Itll'l I (InInl LPIIFF . .IHH tinnumi .I .?nghi . .. .. . .beum??il . .I n. 'l . ?rngi:N?n FIELD LEVEL MAIN CONCOURSE LEVEL VARIOUS 33 SIDE CLUB LEVEL PROPOSALS CLUB LEVEL mm w__Um OFCW Fm20m 0F00>_um .2 _u>0>_um . _u>0>_um >mw _u_m0m . .a .. 3:52_u>0>_Um MZIPZON Gnu?I0.? mm MID 0m qu USE OF LIGHT AS COMMISSION LOCAL OR NATIONAL ARTISTS ACTIVATE FACADES WITH LIGHT LIGHTING CAN BE LED FOR FLEXIBILITY WITH COLOR AND TONE TRANSPARENT LIGHT SCREENS CAN BE USED FOR IMAGESI ADVERTISING DESIGN ELEMENTS THAT CAN BE ACCENTED BY NEW LIGHTS INCLUDE: ROTU DA ENTRIES GLAZING PILASTE RS ROOF LIGHTING CONCEPTS UPPER CONCOURSE LEVEL MEETING SPACE 1 63' ?.25 1 3d. m?mn him. NEW PREMIUM ENTRY ?a I'm '1 II I 4/ ADVANCE TICK SALES I Illa. ROOM CUSTOMER SERVICE 100 S.F. I ACCQIVIMODATION . 200 S.F. LL FAME AREA A: FIRST .I I OPEN COU RTYAR AID 175 S.F. - 1 NEW HALL OF FAME NEW CONCESSION 1,100 S.F. V. HEM Huh] I I OPEN AREA \?h---.- . .- 631pkg; .- I .uu?.r'vix? I 7. . - H. l? 5533': . I 'It33543- wk?: 8' ?0 llt.beu?L I 2,599{'34 M15A - - u?i? ?7 . ?1.ub? l?d- Fint?- .q 1 - A. fjlr?v .5 ?u ,4 I: by90:333..-. +412.4? - - vac-u.? .- fl?) _l_l - . I E- I I I I?ll I II ?Il'LEL CLUB 5 CE 0 S.F. - F: 5511CLUB I- 11,000 S.F. C193 SEATING AREA :61 Inl; :3 . I'm I IL. kill]; I II I ,l I. JII -..- II ?Hug I II I. - I 1: I'll 3' I'I? EW CIRCU LATION I TOWER Erma -.- I'm: up rrurr I1: Ala 1 mu m, ?sh HI: Willi: I v. I. 1-.- Ag'l :Ir-Inr. i 3G FF .?NE'ufilIN SLE 4.1" l'IJ?ulI. Irl?l? A5E FELIECI V) . Iii"? 'l 1141': A, c. ark-gum: ?23}5 POTENTIAL LEVEL FLOOR TO BE us FOR MEETING AREAS. FUNCTION -- ETC. ?27.590 3 .-: A It?; lu Itr m2:- f-a..nr m: I 1.. Mai". a Vii??5 . Aw. crux wru I. 1.. *7 wan. I - - I SJTIBE tiq'd- .. ?r?k i '13! r11? ugh5.1m. tar'41; EUF. - - 1- - -. 05.ch .mu ll 3 PM PAIR HE. I UPPER CONCOURSE LEVEL 5,000 S.F. NEW DECK GROUP KITCHEN 800 S.F. 2 NEW PRESS ,500 S.F. . .03 II ital UB. NEW BAR AREA PORTABLES AN BASEBALL TH EMED EQUIPMENT KIDS AREA FIELD ZONE lull -.. . .. . Ibulimmiwml . Mi. 3 ,t1?71? 1, 'o o? . lt-?Jam. . . 7' . ,7 1441?}. . - 43"? UPPER CONCOURSE LEVEL OVER BUILT PLATFORM OUT TO EDGE WITH NEW HANDRAIL AND DRINK RAIL 6Q Q. .vcnl? I Jill Fx . - . .JIL Oi .I . . sit? Lis't. (Elias). I: Eunfl . Lug. - kifrt?! Lit: til?: I. . Irwin?s-H . . Its .36.. It fl" it full- lb! . .ov. In! I .1 {til ,Il?lti?.? . I. II: E-.s . titan, . I. .. I?llSAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS Exhibit Benchmarking SAFECO Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Market Overview Median Retail Sales Household Median Age (Billions) Income 2015 Market (MSA) Total Population (2015) Projected Population (2020) Population Change Baltimore, MD 2,828,917 2,957,232 4.5% $ 68,658 37.4 32.3 Boston, MA 4,741,124 4,985,460 5.2% $ 72,429 38.0 58.1 Denver, CO 2,779,982 3,055,704 9.9% $ 63,652 35.8 30.5 Detroit, MI 4,314,737 4,360,190 1.1% $ 51,666 39.0 44.1 Minneapolis, MN 3,473,932 3,631,914 4.5% $ 68,096 36.1 39.7 Phoenix, AZ San Diego, CA St. Louis, MO 4,470,538 3,262,698 2,808,619 4,801,609 3,441,156 2,843,206 7.4% 5.5% 1.2% $ $ $ 52,294 61,787 54,164 35.1 34.5 37.9 42.4 32.5 29.7 Average 3,594,901 3,778,313 5.1% $ 62,222 36.7 39.1 Seattle, WA 3,673,559 3,928,344 6.9% $ 67,256 36.5 42.6 4th / 9 4th / 9 3rd / 9 5th / 9 3rd / 9 Comparable Rank Source: www.sitesusa.com 4th / 9 Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Age Distribution and Target Market Market (MSA) Total 0 - 19 Population 20 - 34 35 - 44 45 - 54 55 - 64 65+ Baltimore, MD 2,828,917 24.9% 20.9% 12.6% 14.3% 13.0% 14.4% Boston, MA 4,741,124 23.7% 21.3% 12.8% 14.5% 13.0% 14.8% Denver, CO 2,779,982 26.5% 21.2% 14.6% 13.6% 12.1% 12.3% Detroit, MI 4,314,737 25.2% 18.8% 12.5% 14.6% 13.8% 15.1% Minneapolis, MN 3,473,932 26.6% 20.6% 13.1% 14.1% 12.6% 12.8% Phoenix, AZ 4,470,538 27.7% 20.8% 13.1% 12.7% 11.1% 14.4% San Diego, CA St. Louis, MO 3,262,698 2,808,619 25.4% 25.4% 23.8% 19.8% 13.3% 12.4% 12.9% 13.9% 11.5% 13.5% 13.0% 15.2% Average 3,594,901 25.5% 21.0% 13.2% 13.9% 12.6% 13.9% Seattle, WA 3,673,559 24.5% 21.9% 14.3% 14.1% 12.6% 12.8% 8th / 9 2nd / 9 2nd / 9 4th / 9 5th / 9 7th / 9 Comparable Rank Source: www.sitesusa.com 4th / 9 Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Corporate Market Establishments by Number of Employees Total Establishments <50 50 - 99 100 - 249 250 - 499 500 - 999 1,000+ Baltimore, MD 65,680 61,647 2,318 1,276 291 86 62 Boston, MA 124,704 116,948 4,094 2,576 663 267 156 Denver, CO 76,185 72,131 2,266 1,316 296 112 64 Market (MSA) Detroit, MI 97,343 91,814 2,987 1,833 455 151 103 Minneapolis, MN 92,724 86,695 3,278 1,908 523 196 124 Phoenix, AZ 89,356 83,867 2,994 1,760 474 174 87 San Diego, CA 78,379 74,280 2,363 1,249 320 94 73 St. Louis, MO 71,358 67,280 2,292 1,281 328 99 78 Average 86,966 81,833 2,824 1,650 419 147 93 Seattle, WA 97,968 93,017 2,818 1,523 395 133 82 Comparable Rank 2nd / 9 2nd / 9 5th / 9 5th / 9 5th / 9 5th / 9 5th / 9 NOTES: Data from 2013 MSA Business Patterns (NAICS) by Metropolitan or Micropolitan Statistical Areas Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Premium Seating Value Market Suite Inventory Suite Value Baltimore, MD 287 $ Boston, MA 376 Denver, CO 33,520,000 Loge Seats Loge Value 0 $ $ 69,255,000 709 $ 453 $ 58,475,000 280 Detroit, MI 438 $ 55,437,500 Minneapolis, MN 371 $ Phoenix, AZ Club Value Premium Value 12,283 $ 2,415,000 10,852 $ 44,621,000 $ 1,800,000 25,470 $ 452 $ 2,164,000 23,188 $ 48,598,950 62,998,500 600 $ 2,710,200 24,548 $ 404 $ 41,230,000 144 $ 1,664,000 26,158 $ 34,083,800 San Diego, CA 163 $ 14,110,000 0 $ 15,396 $ St. Louis, MO 345 $ 36,191,000 64 $ 576,000 18,656 $ 36,454,000 Seattle, WA 320 $ 31,680,000 150 $ 375,000 20,620 $ 35,175,000 $ 67,230,000 Average 355 $ 46,402,125 281 $ 1,888,200 19,569 $ 41,157,097 $ 89,447,422 Variance -10.8% -17.0% -33.0% -46.5% -87.4% - Club Seats - -403.5% 5.1% 42,114,000 $ 75,634,000 $ 116,291,000 53,873,728 $ 114,148,728 $ 106,200,450 51,801,700 $ 117,510,400 $ 76,977,800 17,709,600 $ 31,819,600 $ 73,221,000 Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Share Analysis Market Quantity Luxury Suites Businesses w/ 500+ Employees Share Ratio Quantity Club Seats HH Income of $150,000+ / Year Share Ratio Baltimore, MD 287 148 0.52 12,283 165,799 13.50 Boston, MA 376 423 1.13 10,852 333,184 30.70 Denver, CO 453 176 0.39 25,470 137,865 5.41 Detroit, MI 438 254 0.58 23,188 153,544 6.62 Minneapolis, MN 371 320 0.86 24,548 174,023 7.09 Phoenix, AZ 404 261 0.65 26,158 145,698 5.57 San Diego, CA 163 167 1.02 15,396 154,658 10.05 St. Louis, MO 345 177 0.51 18,656 104,739 5.61 [1] Adj Average 335 221 0.66 20,038 149,743 7.47 Seattle, WA 320 215 0.67 20,620 208,200 10.10 Market Capacity 325 27,861 Surplus / (Shortage) (5) (7,241) [1] Adjusted average does not include low and high share ratios Source: B&D Database, Interviews, Internet research Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Traditional Club Seat Count Team Atlanta Braves Miami Marlins *New York Mets Philadelphia Phillies Washington Nationals Baltimore Orioles Houston Astros Texas Rangers Chicago White Sox Cleveland Indians Minnesota Twins Cincinnati Reds Milwaukee Brewers Pittsburgh Pirates St. Louis Cardinals Arizona Diamondbacks Colorado Rockies San Diego Padres San Francisco Giants Venue "Traditional" Club Seats Field / All-Inclusive Club Seats Rank SunTrust Park Marlins Park CitiField Citizens Bank Ballpark Nationals Park Oriole Park at Camden Yards Minute Maid Park Globe Life Stadium US Cellular Field Progressive Field Target Field Great American Ballpark Miller Park PNC Park Busch Stadium Chase Field Coors Field Petco Park AT&T Park 2,040 2,325 1,585 2,400 2,500 3,757 4,798 5,704 1,810 2,064 2,893 1,819 3,500 2,900 3,040 4,400 4,526 4,983 5,200 1,960 675 2,200 1,164 1,800 0 464 228 512 1,274 400 322 0 452 660 240 252 1,702 1,548 18 16 21 15 14 8 4 1 20 17 13 19 9 12 11 7 6 3 2 3,276 834 10 Safeco Field 4,792 555 5 Average Seattle Mariners Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Comparable Market Analysis Suites Count Team Texas Rangers Chicago White Sox Cleveland Indians Baltimore Orioles Philadelphia Phillies Milwaukee Brewers Arizona Diamondbacks Seattle Mariners San Francisco Giants Average Washington Nationals Pittsburgh Pirates Houston Astros St. Louis Cardinals Cincinnati Reds New York Mets Minnesota Twins Colorado Rockies Miami Marlins San Diego Padres New York Yankees Atlanta Braves Venue Luxury Suites Rank Globe Life Stadium US Cellular Field Progressive Field Oriole Park at Camden Yards Citizens Bank Ballpark Miller Park Chase Field Safeco Field AT&T Park 120 102 85 75 71 70 70 69 67 66 66 65 62 61 57 54 54 52 50 50 47 40 1 2 3 4 5 6 6 8 9 10 10 12 13 14 15 16 16 18 19 19 21 22 Nationals Park PNC Park Minute Maid Park Busch Stadium Great American Ballpark CitiField Target Field Coors Field Marlins Park Petco Park Yankee Stadium SunTrust Park Washington State MLBS PFD Safeco Field Long-Term Capital Needs Assessment Concession point of sale comparison 100-Level [2] 200-level 300-Level Safeco Field POS [1] Permanent Portable 135 39 77 53 2 13 188 41 90 24,330 4,578 14,813 Permanent Ratio 180 112 165 Recommended Ratio 125 100 175 [1] Suggested Permanent POS 195 46 85 [1] Surplus / Shortage (Permanents) (60) (7) (8) Total Point of Sale Seat Count Source: Centerplate [1] Surplus or shortage is calculated as permanent POS less suggested permanent POS coun [2] Point of sale calculations do not include in-seat service or premium POS Seat Count Points of Sale Permanent Portable Permanent Ratio (per seat) Busch Stadium 46,861 317 242 75 193.6 Yankee Stadium 52,325 444 272 172 192.4 Comerica Park 41,782 334 - - - Petco Park 42,445 298 228 70 186.2 Target Field 39,504 370 260 110 151.9 PNC Park 38,496 279 204 75 188.7 Kauffman Stadium 37,903 281 - - - Nationals Park 41,888 - 190 - 220.5 AT&T Park 41,503 337 225 112 184.5 Venue Average 42,523 333 232 102 183.6 [1] Safeco Field 47,400 331 263 68 180.2 Source: Internet research, primary research, venue websites [1] Point of sale calculations do not include in-seat service SAFECO FIELD LONG-TERM CAPITAL NEEDS ASSESSMENT This page is intentionally blank. B&D VENUES • POPULOUS Exhibit Benefits Model SAFECO Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Economic & Fiscal Benefits Model Fiscal Benefits Jurisdiction / Entity 2015 Washington State MLBS PFD Tax Revenue 20-Year Net Present Value Annual Benefit [1] NPV calculations rely on 4% discount rate and 3% growth 2018 2019 2020 2021 2022 2023 2024 2025 2026 $ 4,260,000 $ 4,370,000 $ 4,510,000 $ 4,650,000 $ 4,790,000 $ 4,930,000 $ 5,070,000 $ 5,230,000 $ 5,390,000 $ 5,540,000 $ 5,710,000 $ 5,880,000 $ 7,190,000 $ 7,420,000 $ 7,640,000 $ 7,870,000 $ 8,120,000 $ 8,370,000 $ 8,640,000 $ 8,930,000 $ 9,240,000 $ 9,580,000 $ 9,870,000 $ 10,170,000 $ 2,400,000 $ 2,470,000 $ 2,560,000 $ 2,610,000 $ 2,700,000 $ 2,780,000 $ 2,870,000 $ 2,970,000 $ 3,050,000 $ 3,170,000 $ 3,270,000 $ 3,370,000 $ 13,850,000 $ 14,260,000 $ 14,710,000 $ 15,130,000 $ 15,610,000 $ 16,080,000 $ 16,580,000 $ 17,130,000 $ 17,680,000 $ 18,290,000 $ 18,850,000 $ 19,420,000 $139,700,000 King County and City of Seattle Tax Revenue 20-Year Net Present Value 2017 $81,400,000 State of Washington Tax Revenue 20-Year Net Present Value 2016 $46,300,000 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Economic & Fiscal Benefits Model Economic Impact Summary - State of Washington Recurring Benefit Gross Actvity Gross Wages Total $165,400,000 $142,100,000 $307,500,000 Direct Benefit Estimated Output Estimated Wages Estimated Employment $91,900,000 $44,000,000 988 Indirect & Induced Benefits Estimated Output Estimated Wages Estimated Employment $87,800,000 $84,100,000 2,294 Total Benefits Estimated Output Estimated Wages Estimated Employment $179,700,000 $128,100,000 3,282 Washington State MLBS PFD Safeco Field Long-Term CIP Assessment Economic & Fiscal Benefits Model Economic Impact Summary - King County Recurring Benefit Gross Actvity Gross Wages Total $165,400,000 $142,100,000 $307,500,000 Direct Benefit Estimated Output Estimated Wages Estimated Employment $71,400,000 $35,100,000 711 Indirect & Induced Benefits Estimated Output Estimated Wages Estimated Employment $47,500,000 $64,700,000 1,452 Total Benefits Estimated Output Estimated Wages Estimated Employment $118,900,000 $99,800,000 2,163