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Page 3 of 4 To help assess the viability of the proposal, staff convened a focus group of community members 71 which included six individuals: two Parks and Recreation Commissioners, two community members 72 who were involved with the Cedarholm Clubhouse Replacement Committee, two members of 73 Roseville Golf Leagues and several who have rented the facility and participated in other public 74 events at the facility. 75 On Tuesday, February 28, staff hosted a meeting between the proposer and the community focus 76 group. The meeting consisted of an overview of the proposal, scripted questions and follow-up or 77 spontaneous questions and conversation. Much of the conversation focused on the preliminary terms 78 of a potential agreement, and the proposers’ capability to handle the size and scope of the operation. 79 In addition to the tangibles, during the meeting the proposers emphasized their intention to build the 80 business over time through the provision of a strong product that draws in users who do not currently 81 use the space, ongoing marketing, developing connections to the community, and flexibility to pivot 82 as the habits and needs of the customers are learned. 83 Following the presentation, each focus group member completed a rubric to score the key elements 84 in the RFP (Attachment C). After submitting the scores as individuals, they gathered as a group to 85 discuss the pros and cons of the proposal. In summary, the focus group was supportive of moving 86 forward with the proposal and excited about the possibilities of the partnership. 87 If the Council supports moving forward, staff will work with the City Attorney and proposer to 88 finalize the agreement. From there, the vendor will need to begin to hire staff, apply for various 89 licenses, train staff (including mandatory alcohol training), acquire supplies and product, and 90 conduct other start-up machinations. 91 At this time, it is anticipated that the vendor would be operational by June 1. Until that time, the city 92 will continue to operate the kitchen/grill as was done last fall. 93 POLICY OBJECTIVE 94 The proposal is consistent with the city practice of providing the best possible service at the lowest 95 cost to citizens and contracting out services where these goals can be met. 96 BUDGET IMPLICATIONS 97 The adopted 2023 Cedarholm Community Building budget anticipates $15,000 in revenue from the 98 kitchen/grill. With the terms of this agreement, $9,000 would be received annually at minimum, plus 99 4% of sales. Although the total amount of sales cannot be known, a very conservative estimate based 100 on our own experience and previous vendor would be $60,000 per year, which would yield an 101 additional $2,400 to the city or a total of $11,400. If the kitchen/grill grows, it is reasonable to 102 anticipate revenue that would exceed this very conservative number. 103 104 RACIAL EQUITY IMPACT SUMMARY 105 The proposer, Burro Loco, is a minority and women owned business. 106 107 The proposed vendor has indicated their ability to prepare food for a broad cross-section of cultural 108 groups. 109