AVIATION DIVISION BUSINESS PLAN 
June 17, 2014 
I.      MISSION: Connecting our region to the world through flight.
II.    VISION: Sea-Tac is a welcoming front door, embodying the spirit of the Northwest  an
economic engine and a source of regional pride. 
III.    MAJOR AND NEW INITIATIVES 
Reconstruct Runway 16C/34C in 2015 to replace aging concrete and add new technologies. 
Complete the Sustainable Airport Master Plan (SAMP) in 2015 and complete the
environmental review in 2016. 
Finalize organizational adjustments and add resources required to ensure successful
implementation of major capital program. 
Provide Airport emergency-back-up electrical power. 
Attract and complete lease(s) with developers of air cargo and/or aeronautical related
property. 
Design and construct the new International Arrivals Facility. 
Design and construct the major elements of the NorthSTAR project, including construction
of Concourse C and baggage system improvements in 2015; renovation / expansion design of
North Satellite in 2016; completion of main terminal in 2018; and completion of the satellite
transit system (STS) and north satellite construction in 2020. 
Implement a new Airport Master Record As-built Drawing System to reduce costs associated
with change orders and design costs and to minimize operational disruptions. 
Renovate the South Satellite (SSAT) concourse level as interim effort in anticipation of
subsequent major renovation. 
Articulate new long-term environmental goals within the Sustainable Sea-Tac Strategy Plan 
(S3).
Implement Airport Dining and Retail (ADR) Master Plan, including infrastructure upgrades, 
lease expiration phasing strategy and new competitive solicitations and resulting leases. 
Implement improvements to the parking revenue control system to ensure full functionality. 
Complete RFP for taxi and limousine contracts. 
Grow Continuous Process Improvement across the Port. 
Implement new programs under the updated Part 150 noise mitigation plan. 
Renegotiate the Port of Seattle / City of SeaTac Interlocal Agreement (ILA) in 2015. 
Increase value of Airport contracts with small businesses. 



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IV.   STRATEGIES - SUMMARY 
1.  Operate a world-class international airport by: 
Ensuring safe and secure operations 
Anticipating and meeting the needs of tenants, passengers and the region's economy 
Managing Airport assets to minimize long-term total cost of ownership. 
2.  Become one of the top customer service airports in North America. 
3.  Lead the U.S. airport industry in environmental innovation and minimize the airport's
environmental impacts. 
4.  Keep airline costs as low as possible without compromising operational and capital needs. 
5.  Maximize non-aeronautical net operating income consistent with current contracts,
appropriate use of Airport properties and market demand. 
6.  Continually invest in a culture of employee development, organizational improvement and
business agility. 
7.  Maintain valued community partnerships based on mutual understanding and socially
responsible practices. 
V.    DIVISION DESCRIPTION 
The Port of Seattle owns and operates Seattle-Tacoma International Airport, the 14th largest
airport in the U.S. in 2013 based on passengers. The Airport is located approximately 12 miles
south of downtown Seattle. Currently the Airport has facilities for commercial passengers, air
cargo, general aviation and aircraft maintenance on a site of approximately 2,800 acres. Airport
facilities include the Main Terminal, the South and North Satellites, a parking garage, and a
consolidated rental car facility. The Airport has three runways that are 11,900 feet, 9,425 feet
and 8,500 feet in length. 
VI.   INDUSTRY ASSESSMENT 
Over the past five years, the U.S. airline industry has transformed its structure and its approach
to cost management to achieve substantial profitability, with prospects for continued profits
going forward. From 2001 to 2005, the industry lost money every year, with a combined net loss
of $58 Billion. The $26 Million in profits earned in 2006  2007 were eliminated by equivalent
losses in 2008  2009 driven by high and volatile fuel prices followed by a deep economic
recession. After multiple bankruptcies, industry consolidation, capacity reductions and a
disciplined approach to managing costs, the industry has achieved profits each year from 2010 to
2013.
Industry consolidation has left three major legacy carriers: American, United and Delta.
Together with Southwest, these four airlines dominate the U.S. market. Other smaller carriers,
such as Alaska, Jet Blue, Frontier and Virgin America, constitute the next largest group of
commercial airlines. Consolidation has allowed the industry to reduce excess capacity, achieve
higher load factors (passengers per aircraft) and realize sustained profitability.
However, not all airlines have been equally profitable. Alaska Airlines has the highest operating
profit margin among U.S. airlines. Of the major carriers, Delta has been the profit leader as
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measured by operating profit margins. United has struggled with the Continental merger, and the
combined American and U.S. Airways is just beginning to realize benefits from their merger.
Sea-Tac's two largest airlines, Alaska and Delta, are currently the two most profitable airlines in
the U.S. 
The U.S. economy, while slowed in Q1 2014 due in part to bad weather, continues to recover
from the "great recession." Job growth has picked up, resulting in lower unemployment.
Historically, the airline industry has performed well when the economy is growing, so prospects
are good for continued airline industry profitability. 
VII.   BUSINESS ASSESSMENT 
Since 2000, passenger growth at Sea-Tac has exceeded the average growth for U.S. airports and
other West Coast airports. During this time, the Alaska Air Group (Alaska and Horizon -- AAG)
has expanded its focus from principally operating West Coast routes to offering many
transcontinental flights from the West Coast, predominately from Sea-Tac, its primary hub.
Alaska's strong financial performance has allowed it to add aircraft and expand its routes and
frequencies. For the past two years, AAG has accounted for over 50% of Sea-Tac's passengers. 
For the past few years, Delta Airlines has added significant international service from Sea-Tac to
both Europe and Asia. For example, in 2014, Delta launched new service to London, Seoul, and
Hong Kong and has identified Sea-Tac as its primary Asian gateway. Sea-Tac offers Delta
geographic advantages over other U.S. airports due to its proximity to Asian destinations. In the
second half of 2013, Delta began announcing new domestic service growth from Sea-Tac. With
continuing announcements of new service in 2014, it is clear that Delta plans to greatly expand
its presence at Sea-Tac and to provide its own domestic feed to its international flights. Delta
and Alaska are now significant competitors as well as partners. By this summer, Delta will have
86 flights a day, and has indicated that it will, by 2017, approximately double that number.
Year-to-date growth in enplaned passengers through April 2014 is 4.2% and will likely exceed
the budgeted 2014 growth of 3%. International enplaned passenger growth is up 6.2%, while
domestic is up 3.9%. Load factors for airlines serving Sea-Tac are higher here than their national
averages, suggesting that Sea-Tac is underserved and that above average growth rates may be
realized. While recent events suggest that Sea-Tac could well experience near-term passenger
growth consequentially above the long-term (20 year) average, until the master plan provides an
updated forecast, the existing long-term forecasted growth rate of 2.2% will be maintained.
The passenger mix at Sea-Tac has been primarily origin and destination (O&D). The O&D
percentage has varied between 73% and 76% in recent years. Due to Delta's strategy to use Sea-
Tac as a hub, an increasing percentage of passengers at Sea-Tac will be connecting passengers  
especially between international and domestic flights. In relative terms, this will increase the
demand for gates and terminal facilities compared to landside facilities such as roadways. This
will also place increased importance on customer service; anticipating, and building, facilities to
meet airlines' needs; and on efforts to reduce the airport's minimum connect times (MCT). 

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VIII.  CHALLENGES AND OPPORTUNITIES 
The highlights of a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) are
presented below. The items below were key considerations in the development of the business
plan: 
High near-term passenger growth could require faster new facility development than is
anticipated in the current capital program. 
Sea-Tac is becoming a more significant international travel gateway that will benefit the
local economy and drive more domestic connections (routes and frequencies). 
The size and complexity of the anticipated capital program is growing. 
With limited aeronautically-generated net income  and the requirement in the new airline
agreement to share a portion of non-airline revenue with the airlines -- there is a need to
increase non-aero revenue and income from parking, concessions, off-airport development,
and ground transportation. 
Federal budget cuts will likely mean fewer federal grants. 
There likely will be an increase in climate change regulation, including direction regarding
adaptation. 
Washington state and the greater Seattle area enjoy a relatively strong economy; the Seattle
area is becoming increasingly visible internationally. 
Technology advances for both customers and airlines will grow in availability and
importance. 
There is an improved market and community climate for off-airport property development. 
The next realistic possibility for a higher PFC is 2016; an increase could lead to lower future
debt. 
The NorthSTAR program will establish standards or expectations in several areas  e.g.,
technology, common use / self-service tools, architectural finishes. 
Despite fifteen years of investment, the airport still has substantial older infrastructure which
will require replacement or reconstruction. 
While higher than ten years ago, aircraft fuel costs are stable and more likely to decrease
modestly than to increase. 
Business needs and the universality of technology will require more staff training on
technological tools and business intelligence. 
The Port will need to continually focus on process improvement to mitigate cost growth. 
An increase in capital spending will require additional resources and a need to focus on cost-
effective management. 
Airport systems will become more complex and dependent upon electricity over time;
ensuring uninterrupted electrical service will be even more important in the future.



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IX.   STRATEGIES AND OBJECTIVES 
The Aviation business plan is organized by strategy. Many of the Airport strategies directly
support the implementation of the Century Agenda and the Port-wide strategies. In the following
section, strategies and objectives that directly support the Century Agenda and the Port-wide
strategies are highlighted. To avoid unnecessary duplication, the related details for performance
measures, targets and actions for each are found immediately following within the Airport
Strategies.
Century Agenda Implementation 
Triple air cargo volume to 750,000 metric tons 
Strategy 1.2, Objective 7: Increase air cargo tonnage by 20% to a total of 364,000 metric
tons in 2019. 
Make Sea-Tac Airport the west coast "Gateway of Choice" for international travel 
Strategy 1.2, Objective 3: Commence operations from a new International Arrivals
Facility (IAF) by December 31, 2018 (to be confirmed). 
Strategy 1.2, Objective 4: Facilitate/accommodate growth in international operations until 
new IAF is completed. 
Double the number of international flights and destinations 
Strategy 1.2, Objective 8: Add four new international routes by 2019. 
Meet the region's air transportation needs at Sea-Tac Airport for the next 25 years 
Strategy 1.1, Objective 2: Reconstruct Runway 16C/34C by Q4 2015. 
Strategy 1.2, Objective 1: Complete the Sustainable Airport Master Plan to meet the
needs of our tenants, passengers and regional economy for the next 20 years. 
Strategy 1.2, Objective 5: Complete all NorthSTAR program improvements by Q2 2020. 
Strategy 1.2, Objective 6: Increase productivity of existing terminal facilities. 
Strategy 1.2, Objective 9: Renew aging landside infrastructure. 
Strategy 1.2, Objective 11: Provide an efficient and updated baggage system that
incorporates new technology and efficient conveyor systems necessary to improve system
performance and allow for future growth. 
Strategy 1.2, Objective 14: Identify and plan for all necessary refurbishments in the
South Satellite.
Increase the proportion of funds spent by the Port with qualified small business firms on
construction, goods and services to 25% of the eligible dollars spent 
Strategy 7.0, Objective 6: Foster new aviation division opportunities for local businesses. 
Increase workforce training, job and business opportunities for local communities in
maritime, trade, travel and logistics 
Strategy 7.0, Objective 5: Implement new aviation division programs that support Portwide
workforce development strategies and Commission Quality Jobs policies. 

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Meet all increased energy needs through conservation and renewable sources 
Strategy 4.0, Objective 3: Implement conservation practices that will enable Airport to
meet all future electricity load growth (2010 baseline) through conservation and
renewable energy. 
Meet or exceed agency requirement for storm water leaving Port owned or operated
facilities 
Strategy 3.0, Objective 5: Water Resources and Wildlife: Achieve and maintain Best
Management Practices for water quality treatment and flow control over 100% of Airport 
industrial areas. 
Reduce air pollutants and carbon emissions 
Strategy 3.0, Objective 2: Air Quality and Climate Change: 1) Sea-Tac will reduce
Airport-owned and controlled greenhouse gas emissions by 15% below 2005 levels by
2020, and 2) implement programs with business partners to reduce their emissions as
much as possible. 
Port-Wide Strategy Implementation 
Consistently Live by our Values 
The Port's values guide how we go about our daily work throughout the aviation division. The
Airport strategies below demonstrate our focus on employee development and succession
planning: 
Strategy 6, Objective 2: Complete a Work Continuity and Succession Planning
Departmental pilot program. 
Strategy 6, Objective 3: Complete a Post -Graduate Fellowship pilot and produce
recommendations for a follow on program.
Manage our Finances Responsibly 
Managing our finances responsibly is a necessary foundation for all of the Airport strategies and
the successful implementation of the Century Agenda. The Airport strategies that support this
include: 
Strategy 4.0, Objective 1: Maintain passenger airline cost per enplaned passenger (CPE)
and forecasted CPE within the middle third of peer airports (list of 22 airports focusing
on large hubs and Western U.S. airports) through 2019. 
Strategy 4.0, Objective 5: Manage financial activity to achieve targeted metrics.
Includes specific performance measures for: 
o  Financial results (net operating income or NOI) 
o  Competitive airport costs (CPE, see above) 
o  Cash flow (debt service coverage) 
o  Liquidity (minimum cash balance) 
o  Leverage (debt per enplaned passenger) 
Strategy 5.0: Maximize non-aeronautical net operating income (NOI) consistent with
current contracts, appropriate use of Airport properties and market demand. 
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Exceed Customer Expectations 
Customer service is a specific Airport Strategy: 
Strategy 2.0: Become one of the top customer service airports in North America. 
Strategy 2.0, Objective 1: Achieve Top 5 ranking among 25 selected North American
peer airports in 2018.

Airport Strategies and Objectives: 
Strategies and objectives that directly support the Century Agenda objectives are designated with
"CA" at the end. Those that directly support the Port-wide strategic objectives are designated
with "PS". 
Strategy 1.1: Operate a world-class international airport by ensuring safe and secure operations. 
Major and New Initiatives 
Reconstruct Runway 16C/34C in 2015 to replace aging concrete and add new
technologies. 
Objective 1: Improve overall safety of aircraft and vehicular movement measured by an increase
in a composite annual score of 100 possible points, ranking runway incursions, wildlife strikes,
taxilane and apron area surface incidents and Part 139 discrepancies. 
Background: Aviation safety is the preeminent expectation of our airborne society. Due to the
inherent nature and complexity of the airfield operating environment, it is appropriate to focus on
the minimization of risk where aircraft interface with the physical plant of the Airport, wildlife,
vehicles, and personnel.
In 2014, Sea-Tac joined Airport Excellence in Safety (APEX), the global airport safety 
cooperative of Airports Council International-World to glean the resources of other international
airports around the globe in sharing best management practices. In 2015, the FAA is expected to
adopt International Civil Aviation Organization (ICAO) guidelines for the holistic management
of airfield safety as Safety Management System (SMS) regulatory requirements. 
Objective 1: Improve overall safety of aircraft and vehicular movement measured by an increase
in a composite annual score of 100 possible points, ranking runway incursions, wildlife strikes,
taxilane and apron area surface incidents and Part 139 discrepancies. 
Performance Measure   Performance Target    Actions 
Annual improvement in   Reduce runway         Complete redesigned intersection at
individual components of  incursions from 2013      Runway 16L/34R and Taxiways H
the composite score      baseline of 2.25 to 1.3 per    and J by Q4 2016 during 16C/34C
100,000 operations in      reconstruction project 
2015                Install thermoplastic painted holding
position markings at 18
runway/taxiway intersections. 
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Objective 1: Improve overall safety of aircraft and vehicular movement measured by an increase
in a composite annual score of 100 possible points, ranking runway incursions, wildlife strikes,
taxilane and apron area surface incidents and Part 139 discrepancies. 
Performance Measure   Performance Target    Actions 
Reduce Wildlife Strikes    Convert Tyee Golf Course to "Shrub-
from 2012 baseline of 2.5    Scrub" vegetation, a natural deterrent
per 10,000 aircraft         to bird activity by Q2 2015 
operations to 2.1 in 2015    Increase raptor relocation activities
and 2.0 2016-2019        utilizing existing operating expense
budget 
Conduct cost benefit analysis to
consider new radar sensors to extend
avian radar coverage to the midfield 
of the airfield by Q4 2015 
Consolidate existing wildlife
databases to validate all baseline and
subsequent performance metrics by
Q4 2015 
Evaluate integration of Avian Radar
and Foreign Object Debris radar
systems to include surface detection
coverage by Q2 2016 utilizing
existing staff resources 
Analyze historical avian radar data
for bird trend distributions by Q4
2017 
Reduce Surface Incidents   Automate ramp insurance validation
from 2013 baseline of       at airfield access points utilizing new
2.30 to 1.65 per 100,000     ID Access badging software to ensure
operations in 2015         only insured vehicle operators are
allowed access to Airport Operations
Area by Q1 2015 
Incur zero FAA Airport    Implement new weekly special
Certification             inspections based on specific FAA
discrepancies during       areas of focus by Q1 2015 
annual inspections        Remove all trees newly identified as
obstructions to navigation and safety
of flight by Q3 2015 
Complete enhanced Qualified
Personnel training for Movement
Area (Runways/Taxiways) by Q2
2015. 


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Objective 1: Improve overall safety of aircraft and vehicular movement measured by an increase
in a composite annual score of 100 possible points, ranking runway incursions, wildlife strikes,
taxilane and apron area surface incidents and Part 139 discrepancies. 
Performance Measure   Performance Target    Actions 
Comply with all        Implement all regulatory   Actions to be defined following
anticipated FAA Safety   requirements within       anticipated issuance of FAA
Management System    published FAA timeline.    regulations in October 2014 
(SMS) regulations 
Objective 2: Reconstruct Runway 16C/34C by Q4 2015. (CA) 
Background: Originally opened in 1972, Sea-Tac's Runway 16C/34C will be completely
reconstructed in 2015. The 6-month project will replace aging concrete and incorporate leading
technologies including automated Foreign Object Debris (FOD) detection equipment and light
emitting diode (LED) airfield lighting, while reducing a primary source of runway incursions
through the redesign of taxiways H and J.
Objective 2: Reconstruct Runway 16C/34C by Q4 2015. (CA) 
Performance Measure   Performance Target    Actions 
Runway reconstructed    Project completed by Q4   CIP 800406 $103M 
2015 
Objective 3: Increase overall runway availability during snow events. 
Background: The previous snow removal plan closed Runway 16R/34L during snow events.
Creation of a dedicated removal team for 16R/34L and ongoing delivery of additional equipment
allows for increased runway availability. Under the new scenario, two separate snow removal
teams are deployed, operating an enlarged fleet of new technology equipment. Deployment of
two distinct teams, as requested by Alaska Airlines, requires additional equipment and the
incremental replacement of the original fleet purchased 25 years ago in 1989. 
Objective 3: Increase overall runway availability during snow events. 
Performance Measure   Performance Target    Actions 
Runway availability      Two of the Airport's      Procure 2 additional snow blowers by
three runways remain      Q4 2015 
open during snow events    Procure 4 combination plow/ brooms
representative of Seattle's    by Q4 2016 
typical average
occurrence 
Objective 4: Increase airline departure rate during snow events through centralized deicing
facilities. 
Background: Significant savings and efficiencies can be achieved through centralized
procurement and distribution of deicing glycol by the existing Sea-Tac Fuels consortium. Overall

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airfield efficiencies and increased flight completion factors can be achieved through the
development of centralized deicing pads. Requested by Alaska Airlines and Delta Air Lines. 

Objective 4: Increase airline departure rate during snow events through centralized deicing
facilities. 
Performance Measure   Performance Target    Actions 
FAA Hourly Aircraft    Increase departure rate    Negotiate agreement for development
Departure Rate         during snow events from    of consolidated glycol storage facility
2013 baseline of 12 per     with existing Sea-Tac Fuels airline
hour to 18 per hour while    consortium by Q4 2015 
providing an           Complete preliminary design of
uninterrupted supply of     centralized common use deicing pads 
glycol to all Sea-Tac       by Q2 2016 
airlines 
Objective 5: Ensure uninterrupted supply of jet fuel to Sea-Tac fuel farm from existing Olympic
Pipeline Renton terminal through creation of redundant feed source. 
Background: Sea-Tac is the largest commercial hub airport in the United States without a
redundant feed source for jet fuel. Sea-Tac facilitates the delivery of approximately 1.1 Million 
gallons of jet fuel per day to airline customers and maintains an average inventory of 9 days'
supply. Preliminary analysis indicates that a catastrophic failure, or interruption of the existing
system, could not be supplied through over-the-road tankering. 
Objective 5: Ensure uninterrupted supply of jet fuel to Sea-Tac fuel farm from existing Olympic
Pipeline Renton terminal through creation of redundant feed source. 
Performance Measure   Performance Target    Actions 
Jet Fuel Availability      100% redundancy in fuel   Conduct analysis during Master Plan
supply availability          to determine potential risks and
alternative delivery methods by Q1
2016 
Objective 6: Mitigate risk of security breaches and associated downtime. 
Background Approach: Sea-Tac has maintained an essentially flawless record with both TSA
compliance and in addressing security anomalies. The projected growth of the Airport and
improvements in technology drive the need for continuous analysis of available technology to
maintain compliance and ensure there are no holes in our security environment. 



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Objective 6: Mitigate risk of security breaches and associated downtime. 
Performance Objective    Performance Target             Actions 
Increase performance and  System upgrade in place   Install cameras, video analytics and
coverage of CCTV     using TSA grant funds     mapping by 2016. 
system              by (Q1 2016) 
Cameras included on
new construction in high
risk areas (ongoing) 
Increase access control    Installation of biometrics   North Satellite doors will be
and provide detailed     on all new access doors      included in new construction  
security data by user      including baggage          NorthSTAR program 
processing points in each
future project 
TSA redeploys staff     All five main passenger    Continue work to obtain 
stationed at exits to      exits will have exit         TSA/Congressional funding for
screening functions      technology that will        automated Exit Lane Breach Control
provide proven,          technology 
continuous monitoring,
detection and control
(2015-2018) through TSA
funding 
Objective 7: Constantly improve overall readiness of the Port to respond to and recover from an
emergency, disaster, and any event that would substantially disrupt business/operational
continuity at the Airport. 
Background: Any significant disruption to the Airport 's routine functions can have a substantial
negative impact on the Port and region. The Port and the Airport must be able to respond to and
recover from emergencies effectively and efficiently.
Objective 7: Const antly improve overall readiness of the Port to respond to and recover from an
emergency, disaster, and any event that would substantially disrupt business /operational
continuity at the Airport. 
Performance Measure   Performance Target    Actions 
Mitigate risks to effective  Update Port Threat and     Develop a summary of issues/
response and recovery    Hazard Identification and    interests based on the THIRA results
Risk Assessment         for the Policy and ECC functions. 
(THIRA)            Update THIRA in Q2 2015 
Recommend new initiatives based on
THIRA in Q3 2015 
Airport emergency plans  All Airport Plans are up-   Assess each plan against industry
accurately define Port    to-date and in use:         best practice Q2 2015 
and staff actions and      Airport Emergency     Review and update against internal
capabilities               Plan (AEP)             processes and capabilities Q3 2015 
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Objective 7: Constantly improve overall readiness of the Port to respond to and recover from an
emergency, disaster, and any event that would substantially disrupt business/operational
continuity at the Airport. 
Performance Measure   Performance Target    Actions 
Continuity Of       Distribute Q4 2015 
Operations Plan      Identify and report significant budget
(COOP)           items/ requests Q4 2015 
Airport Evacuation
(for all employees/ 
public/ passengers) 
Port staff are prepared to  Port staff readiness is      Schedule and manage personal
support emergencies as   assessed and training and    preparedness events (Q1 2015) 
needed              exercising activities are    Deliver an exercise to assess staff
provided               knowledge/skills (Q2 2015) 
Produce a report of staff
readiness/gaps (Q2 2015) 
Carry out annual exercises focused
on response, COOP, and recovery for
all Airport employees (starting Q2
2015) 
Strategy 1.2: Operate a world-class international airport by anticipating and meeting needs of
tenants, passengers, and the region's economy. 
Major and New Initiatives 
Complete the Sustainable Airport Master Plan (SAMP) in 2015 and complete the
environmental review by Q4 2016. 
Finalize organizational adjustments and add resources required to ensure successful
implementation of major capital program. 
Provide emergency-back-up electrical power. 
Attract and complete lease(s) with developers of air cargo and/or aeronautical-
related property 
Design and construct the new International Arrivals Facility. 
Design and construct the major elements of the NorthSTAR project, including
Concourse C and baggage system improvements completed in 2015; renovation /
expansion design of the North Satellite in 2016; completion of main terminal in
2018; and completion of the satellite transit system (STS) and north satellite
construction in 2020. 

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Objective 1: Complete the Sustainable Airport Master Plan (SAMP) to meet the needs of our
tenants, passengers and regional economy for the next 20 years. (CA) 
Background: The last airport master plan was completed in the mid-1990's. In order to
appropriately plan future facility requirements and capital investments, the airport must update 
the aviation activity forecast, and articulate the 20-year master plan for the airport facilities. The
SAMP will integrate the planning for the region's needs at the Airport along with the
environmental and sustainability goals articulated by the Commission in the Century Agenda. 
Objective 1: Complete the Sustainable Airport Master Plan (SAMP) to meet the needs of our
tenants, passengers and regional economy for the next 20 years. (CA) 
Performance Measure   Performance Target    Actions 
Sustainable Airport      By 2016 future airport     Complete the Sustainable Airport
Master Plan          facilities to accommodate    Master Plan by 2015 
forecasted 20 year growth   Complete Draft Airport Layout Plan
are planned, and near       (ALP)/Airport Geographical
term (5 year) facilities are    Information Systems (AGIS) by 2015 
approved for construction    Complete Environmental review and
FAA approval of the ALP by 2016 
Objective 2: Adequately prepare for the growing capital program to ensure program success.
Background: The capital program has over 100 active projects, including four very large
programs measuring between $100 and $500 Million. The size and duration of the program
rivals the largest program that the Airport has ever undertaken. In addition, the program is
growing in size and complexity as a result of the recent surge in airline needs for facilities.
Effective delivery of the capital program requires four key factors to be accomplished:
(1) The capital program must be recalibrated to ensure it does not grow beyond the
capability of the Port to deliver the program 
(2) Aviation staffing (building inspectors, fire inspectors, utility shutdown coordinators, etc.)
to be added to complement and fully support the program. 
(3) Dedicated off-airport land for contractor materials staging, construction management
trailer offices, and employee parking will need to be developed. 
(4) Updated Airport facility standards (providing consistency of design across the Airport
campus and maintenance parts to ensure lower maintenance costs in future years) must be
completed and made available to designers of future facilities.
Objective 2: Adequately prepare for the growing capital program to ensure program success.
Performance Measure   Performance Target    Actions 
Effective delivery of the   A recalibrated capital      Develop improvement considerations
capital program         project plan and          and scenarios, analyze alternatives,
improved set of          and make recommendations; then
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Objective 2: Adequately prepare for the growing capital program to ensure program success.
Performance Measure   Performance Target    Actions 
procedures by Q4 2014      initiate certain initial recalibration
steps immediately 
Implement all recommendations and
perform follow up to test
effectiveness of recommendations 
Aviation adequately      Determine schedule for staff
staffed to ensure timely     additions 
and informed project-     Add staff as necessary 
support decision making 
Suitable land area and     Determine land and necessary
associated infrastructure     infrastructure requirements (See
is developed as soon as     Strategy 5, Objective 3) 
possible                Gain airline MII and Commission
authorizations to design and construct
logistical land area 
Complete updated       Create IDIQ contract for consultant to
architectural and          assist staff in updating all standard 
engineering standards by
Q3 2015 
Objective 3: Commence operations from new International Arrivals Facility (IAF) by
December 31, 2018 (to be confirmed). (CA) 
Background: The Airport has seen unprecedented growth in its international services since
2007. Between 2007 and 2013, passenger volume on intercontinental routes grew 62.8%; in
contrast, domestic passengers grew just 9.3%. By summer 2014, Sea-Tac will have had a net
gain of nine intercontinental flights since 2007 - seven since 2011. 
Delta Air Lines made Sea-Tac its primary pacific gateway and has rapidly expanded its hub in
Seattle. From just two intercontinental services on its legacy carrier Northwest Airlines in 2008,
Delta will have ten intercontinental flights in summer 2014. 
Objective 3: Commence operations from a new International Arrivals Facility (IAF) by
December 31, 2018 (to be confirmed). (CA) 
Performance Measure   Performance Target    Actions 
IAF designed and      New IAF facilitates      Complete selection of Design-Build
constructed to meet      expeditious passenger      team by Q3 2015 
established program     processing with         NEPA/SEPA environmental review
objectives             improvements in gate       and permitting by Q1 2015 
availability, CBP         Construction begins 2016 
processing, and bag claim   New facility opens Q4 2018 (to be
device availability.         confirmed) 
See Strategy 1.3 for
Airport-wide definition of
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Objective 3: Commence operations from a new International Arrivals Facility (IAF) by
December 31, 2018 (to be confirmed). (CA) 
Performance Measure   Performance Target    Actions 
analysis to determine
capability to lower
Minimum Connect Time 
(MCT) from 90 to 75
minutes or less. Increase
the number of
international contact gates 
Use of technology to
minimize required CBP
officers 
Objective 4: Facilitate/accommodate growth in international operations until new IAF is
completed. (CA) 
Background: Short-term improvements in the existing FIS and South Satellite (SSAT) are
necessary to meet passenger demands prior to the opening of the new IAF. Strong growth in
international flights has led to increasing numbers of arriving passengers held on-board aircraft
or held in the International Corridor. 
Objective 4: Facilitate/accommodate growth in international operations until new IAF is
completed. (CA) 
Performance Measure   Performance Target    Actions 
Facility and operational   By 2016, progressively     Upgrade existing APC kiosks to Visa
improvements necessary  reduce monthly passenger   Waiver and Permanent Resident
to reduce processing time  hold on board aircraft and    cardholders Q1 2015 
processing time as        Add APC kiosks to accommodate
compared year over year    additional eligible foreign national
through:                guests Q1 2015 
Construct 12th and 13th FIS gates in
APC kiosk additions for     SSAT Q2 2015 
50% reduction in primary   Commission Hardstand Arrivals
inspection time           Facilities Improvements Q2 2015 
Purchase 3 high capacity over the
Add wide body gates      ramp buses for remote aircraft
accessible to FIS           arrivals and departures. 
Augment current Automated Passport
Hardstand arrival facility    Control kiosk investment with the
completed and busings      mobile device application CBP is
operation in place.          anticipated to approve by Q3 2014, 


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Objective 5: Complete all NorthSTAR program improvements by Q2 2020. (CA) 
Background: In 2013, the Port completed the realignment of multiple airlines to allow Alaska
Airlines to centralize its operations on the North Satellite. The North Satellite element of the
NorthSTAR program is currently at 30% design, incorporating current and evolving design
characteristics to meet passenger experience needs. 
Objective 5: Complete all NorthSTAR program improvements by Q2 2020. (CA) 
Performance Measure   Performance Target    Actions 
Consolidation,         Complete NorthSTAR     Concourse C Vertical Circulation
optimization and       program by 2020,         Project construction completed by Q2 
expansion of AAG     including all North       2015 
operations on Concourse  Satellite improvements     Associated Concourse C Vertical
C and N with associated   (eight additional jet        Circulation AAG Tenant
capital improvements to   bridge-equipped gates,      Improvement Work and eGSE
meet program milestones   additional concessions,     relocations and reinstallations
adequate hold rooms,      construction completed by Q2 2015 
circulation, baggage       Baggage System construction
system capability, and a     completed by Q2 2015 
new Alaska Board Room   Complete 100% design for renovation
to meet passenger         of NorthSTAR North STS Lobbies
demand at a level of       Project by Q1 2016. 
service to exceed IATA    Complete 100% design for renovation
level C)                 of North Satellite by 2016 
Complete 100% design for
NorthSTAR Main Terminal
Improvements by Q1 2017 
Complete Main Terminal
construction by Q3 2018 
Complete STS Lobby construction by
Q1 2020 
Complete North Satellite construction
by Q1 2020 
Objective 6: Increase productivity of existing terminal facilities. (CA) 
Background: In 2009, the Airport launched the Terminal Development Strategy (TDS)
initiative to develop a unified airline/airport approach to align and streamline terminal facility
planning in anticipation of future needs with the goal of reducing costs through use of
technology and higher facility throughput.
Objective 6: Increase productivity of existing terminal facilities. (CA) 
Performance Measure   Performance Target    Actions 
Accommodate 5-year     By Q2 2015, define     Finalize implementation plan for use of
demand forecast of up to  projects needed to meet   new technology and processes for: 

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Objective 6: Increase productivity of existing terminal facilities. (CA) 
Performance Measure   Performance Target    Actions 
40 Million passengers    terminal capacity needs     Passenger check-in 
within the existing                           Curbside utilization 
terminal envelope                          Checkpoints 
through additional gates,                       Baggage acceptance 
passenger self-service,
technology and
checkpoint expansions 
Self-bag tagged and self-  25 percent of passengers    Assuming approval from TSA, install
drop                use by Q4 2015           Common self-bag drop in ticketing
Zone 2 
Install Common self-bag-   CIP 800545 
drop in Zone 7 by Q4
2017 
Available aircraft gates in  Maximize available gates   Reactivate aircraft parking at Gate C3 
service               in service by Q2 2015 
Checkpoints adequate for  Checkpoint 5 expanded    Complete Checkpoint 5 Expansion as
growing passenger      by Q4 2017            part of main terminal improvements
demand                               of NorthSTAR program 
Office spaces for airlines,  Adequate just-in-time      Analyze amount of space terminal-
tenants, and staff         supply of vacant space      wide to meet growing demand; 
ready and waiting with     determine necessary emergency
utilities supplies to space     exiting for mezzanine spaces 
Program utility needs for remaining
space between USO and Host on 2nd 
floor 
Construct Concourse A Bridge Level
space 
Program scope requirements for
additional off-site airport office space
following master plan analysis of
need 
Objective 7: Increase Air Cargo tonnage by 20% to a total of 364,000 metric tons in 2019, in
line with the Century Agenda. (CA) 
Background: Meeting the 2011 Port Commission Century Agenda 25-year goal for air cargo
tonnage growth requires an approximately 3.8% compound annual growth rate (CAGR) from
2012 to 2036. A three-part strategy will achieve the 2015-2019 portion of overall goal and
position the business to meet the 25-year Century Agenda goal: 
Additional air service growth to expand air cargo lift capacity 
Gain ownership control, modernize, and expand on-Airport facilities 
Develop off-Airport land for warehouse and logistics support facilities 

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Objective 7: Increase Air Cargo tonnage by 20% to a total of 364,000 metric tons in 2019, in
line with the Century Agenda. (CA) 
Performance Measure   Performance Target    Actions 
International cargo      Increase international      Attract one new international air
airlines serving Sea-Tac   dedicated freighter         cargo freighter customer in 2015
aircraft from five to eight     utilizing a new cargo air service
by 2019               incentive program. 
Attract 2 additional services by 2019
Availability of leasable    Q4 2015               Replace former United Airlines cargo
Port-owned on-Airport                        HVAC systems (dependent upon a
cargo warehousing                         long-term lease and master plan 
facilities                                         results) 
Replace roofs of port-owned
commercial area Cargo 6 warehouse,
and former United Airlines cargo
building dependent upon design
scenario and master plan results. 
Q4 2018             Convert all remaining air cargo
leaseholds in Cargo 4 campus to port
ownership by Q4 2018. 
Convert Cargo 1 ground lease
(ProLogis) to Port-ownership 
Redevelop new airside cargo
building capacity at Cargo 4 campus
or flight kitchen sites consistent with
master plan. 
Availability of leasable    2019                  Burien  NERA 3  23.4 acres:
off-Airport warehouse                        Review potential transactions from
and logistics support                           the listing broker; pursue transactions
facilities                                         as warranted  with priority placed on
air cargo support facilities. 
SeaTac  L-Shape  26.2 acres: 
Review potential transactions from
the listing broker; pursue transactions
as warranted  with priority placed on
air cargo support or other
aeronautical-related facilities. 
Objective 8: Add four new international airline routes by 2019. (CA) 
Background: Despite the Puget Sound region's strong economic and population growth, Seattle
remains significantly underserved internationally as compared to other West Coast airports. With
economic growth in Asia far outpacing that of the mature economies of North America and
Europe, U.S. carriers are increasingly shifting their attention to transpacific routes. Seattle, as the
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closest major U.S. city to Asia, has benefitted and will continue to benefit from these growth
markets. While these services are of great importance to the local economy, they also signal a
shift in the role of Sea-Tac towards being a key international gateway for connecting passengers. 
Objective 8: Add four new international airline routes by 2019. (CA) 
Performance Measure   Performance Target    Actions 
International long-haul    Achieve net increase of    Cultivate strong relationships with
passenger routes.        four long-haul            strategically identified airlines 
international routes        Work closely with Sea-Tac's largest
international carrier, Delta, to support
its route development 
Target key connecting markets to
increase share of connecting traffic 
Objective 9: Renew aging landside infrastructure. (CA) 
Background: These projects are necessitated by aging infrastructure, an overall increase in
ground transportation activity and seismic requirements associated with the service tunnel. 
Objective 9: Renew aging landside infrastructure. (CA) 
Performance Measure   Performance Target    Actions 
Availability of critical     Extend existing facilities    Complete South 160th Ground
ground transportation    life cycle by 20 years       Transportation Lot 
infrastructure           Achieve Federal Highway   Complete Service Tunnel renewal
Administration Seismic     and replacement project 
Retrofitting Requirements 
Objective 10: Make economical Airport cruise ship facility improvements where possible to
support Seaport Division cruise business.
Background: The Port's cruise ship business sector continues to expand, potentially requiring
associated investment in new facilities at Sea-Tac to complement Seaport operations and
facilities. Segregating cruise passengers and their baggage would provide a significant
improvement in customer service and reduction in demand on Airport baggage processing
systems. 
Objective 10: Make economical Airport cruise ship facility improvements where possible to
support Seaport Division cruise business 
Performance Measure   Performance Target    Actions 
Percent of passengers    100 % of cruise passenger  Implement direct bag transfer from
carried aircraft-to-ship-to-  baggage delivered         aircraft to ship Q2 2015 
aircraft independent of    directly from aircraft to
their checked baggage     ship 
Increase ship-to-aircraft    Seek cruise ship commitment and
from 33% 2013 baseline    business investment in on-ship

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Objective 10: Make economical Airport cruise ship facility improvements where possible to
support Seaport Division cruise business 
Performance Measure   Performance Target    Actions 
to 66% by 2019          baggage-tagging for direct delivery to
airport and final destination 
Objective 11: Provide an efficient and updated baggage system that incorporates new
technology and efficient conveyor systems necessary to improve system performance and allow
for future growth. (CA) 
Background: The existing outbound baggage system is comprised of six separate systems that
will soon reach the end of their estimated life span. The Airport has partnered with the
Transportation Security Administration (TSA), which plans to replace their explosive detection
and bag search systems, to create a jointly optimized system. Building a single new system in
phases will enable the TSA to cost effectively replace their systems, and enable the Airport to
reconfigure the whole conveyance system as a single unit that will support the ultimate airport 
passenger demand.
Objective 11: Provide an efficient and updated baggage system that incorporates new
technology and efficient conveyor systems necessary to improve system performance and allow
for future growth. (CA) 
Performance Measure   Performance Target    Actions 
Phased system        Meet TSA security       Design Complete Q4 2015 
reconstruction          requirements (PGDS      Phased construction completions
design standards), airline    through 2021 
approvals of MII ballots,
energy savings, and
system capacity for 60
million annual passengers 


Objective 12: Provide emergency-back-up electrical power.
Background: Operations at the Airport are dependent upon continuous electrical service.
Without continuous electricity, many of the Airport vital systems will fail and stop operations
including power to gated aircraft, baggage delivery systems, jet-bridge movements, emergency
lighting, etc. 


20 | P a g e

Objective 12: Provide emergency-back-up electrical power. 
Performance Measure   Performance Target    Actions 
Continuous electrical     Re-establishment of       Present project to Commission,
service availability for the  Airport electrical service     AAAC, and achieve affirmative MII
Airport               within 1 hour after         ballot before end of Q1 2015
disruption from the grid     Receive Commission authorization
by Q3 2018            for full design by end of Q2 2015 
Complete Generator facility project
by Q3 2017 
Complete SCADA controls project
by Q3 2018 
Objective 13: Provide adequate Airport-wide Wi-Fi infrastructure capacity. 
Background: Wi-Fi demand by passengers and tenants has grown dramatically and exceeds the
capacity of our existing system. Airline and concession tenants are moving to hand-held device
solutions for their employees which require far more capacity.
Objective 13: Provide adequate Airport-wide Wi-Fi infrastructure capacity. 
Performance Measure   Performance Target    Actions 
Traveler and operational   Travelers experience zero   Complete Concourse C by Q4 2015 
Wi-Fi infrastructure      'drops', and tenants and    Complete remaining concourses and
capacity for 60 million    operating entities can       main terminal by 2016 
annual passengers (MAP)  connect easily to the      Complete ramp Wi-Fi and security
cabling infrastructure        cameras by Q2 2017 
Plan and implement further
improvements on "just-in-time"
schedule in future years 
Objective 14: Identify and plan for all necessary long-term refurbishments in the South
Satellite. (CA) 
Background: The South Satellite is a 45-year-old aging facility that is heavily used and will
continue to be used in the future as international and domestic service grows. The facility will
need renovations of aging infrastructure, and concourse improvements (hold-rooms, concessions,
restrooms, daylighted ceilings, etc.) to improve it to be on a par with other concourses. Analysis
is needed to determine the necessary improvements to interior concourse spaces, vertical
circulation, restrooms, seismic strength, air-conditioning, building size, etc. Note: nearer-term
aesthetic improvements such as carpeting, wall coverings, door panels, signage, furniture,
possibly window panels, etc. are included in Aviation's customer service strategy action list.


21 | P a g e

Objective 14: Identify and plan for all necessary long-term refurbishments in the South Satellite. 
(CA) 
Performance Measure   Performance Target    Actions 
South Satellite is        Final design of project     Analysis of SSAT refurbishments
refurbishment          can begin in 2017         prepared by end of Q4 2015 
Prepare project scoping document
(notebook), cost estimate, schedule,
etc. by Q2 2016 for subsequent
capital project(s) 
Objective 15: Prepare a benefit/cost analysis for improvements to Minimum Connect Time
(MCT).
Background: Competition with other airports includes many variables, one of which is the
Minimum Connect Time (MCT) which defines in industry publications and airline schedules the
time necessary for baggage transfer, passenger movement from the arriving gate to the
connecting departure gate as well as and immigration processing between international and
domestic flights. As the Airport prepares its master plan and baggage optimization program, the
time is right to set Airport and system-wide MCT targets.
Objective 15:  Prepare a benefit/cost analysis for improvements to Minimum Connect Time
(MCT). 
Performance Measure   Performance Target     Actions 
MCT as published by the  If possible and          Prepare report of Airport-wide
Official Airline Guide of  economical, lower         scenarios to determine capability to
airline scheduled flights   minimum connect time      lower MCT. Scenarios will consider
from current 90 minutes     baggage processing times; walking,
to 75 minutes             service cart, and wheel-chair times
between concourse gates; and
security processing times related to
services provided by CBP/TSA 
Strategy 1.3: Operate a world-class international airport by managing airport assets to minimize
long-term total cost of ownership. 
Major and New Initiatives 
Implement a new Airport Master Record As-built Drawing System to reduce costs
associated with change orders and design costs and to minimize operational
disruptions. 
Objective 1: Create a new Airport Master Record As-built Drawing System. 
Background: The Port's existing record drawing system is the most significant tool used to
prepare for both renovating aging buildings (or portions thereof), and in maintaining over $4
billion of existing facilities (campus buildings) and utilities (heating, air conditioning, elevators
22 | P a g e

and escalators, fire alarm systems, etc. The inaccuracy of the current drawing system causes
construction change orders, extends operational downtime, prevents rapid repairs when system
failures occur, and requires designers to recreate background footprint drawings of the Airport 
project areas each time a new project begins. An improved record drawing system will enable
future projects to save costs in change orders, map utilities behind the walls to minimize utility
and operational shutdowns, and save costs during design.
Objective 1: Create a new Airport Master Record As-built Drawing System.
Performance Measure   Performance Target    Actions 
Reliable As-built       Five percent fewer        Develop business case for Master 
records/drawings        building renovation        Record Drawings by Q3 2014. 
change orders, and one     Present case to Aviation Director and
percent reduction in cost     brief Commission by Q4 2014. 
Pending approvals, initiate hiring
processes, office space development,
and system purchases to begin
creation of master record as-built
drawing system by Q3 2015. 
Objective 2: Complete initial comprehensive inventory of all physical assets across the Airport,
continue periodic inspections to assess age and condition, and develop a system to facilitate
forecasting of capital renewal projects and improve on-going maintenance.
Background: A forward-looking list of necessary renewal projects will enable staff to forecast
capital spending in future years. With recurring inspections and a good long-term forecast of
renewal projects, staff can better predict funding needs and level the amount of work for the
project management department. Without detailed asset information, an accurate future forecast
of renovation is not possible.
Objective 2: Complete initial comprehensive inventory of all physical assets across the Airport,
continue periodic inspections to assess age and condition, and develop a system to facilitate
forecasting of capital renewal projects and improve on-going maintenance.
Performance Measure   Performance Target    Actions 
Comprehensive and     Completed asset        Devote more staff hours to inspection
reliable asset inventory    inventory by 2018.         efforts until caught up with campus
listing, condition data                           wide inspections 
base, and forecast of
necessary `projects.
Initiate and complete      Utilize in house staff 
periodic inspections of
aging assets on a 3 year
basis. 
Completed automation of   Develop computerized tool 
forecast and integrated 
with PeopleSoft and
annual capital plan by Q2
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Objective 2: Complete initial comprehensive inventory of all physical assets across the Airport,
continue periodic inspections to assess age and condition, and develop a system to facilitate
forecasting of capital renewal projects and improve on-going maintenance.
Performance Measure   Performance Target    Actions 
2019
Strategy 2.0: Become one of the top customer service airports in North America. (PS) 
Major and New Initiatives 
Renovate the South Satellite concourse interior as interim effort in anticipation of
subsequent major renovation. 
Objective 1: Achieve Top 5 ranking among 25 selected North American peers in 2018 ACI
Airport Service Quality (ASQ) survey (PS) 
Background: Sea-Tac utilizes two key sources of information to drive customer service
improvements. To proactively glean guest feedback, Sea-Tac adopted the Airport Service
Quality (ASQ) index in 2011 as the industry benchmark for customer service as coordinated
globally by Airports Council International (ACI World). Additionally, Sea-Tac maintains a
robust real-time database of customer comments from website, social media, and traditional
communication feedback sources. While significant improvements to Sea-Tac's terminal
facilities have been made in the last 10 years, parts of the terminal are now over 40 years old,
and remain largely unchanged since opening in 1973. 
Objective 1: Achieve Top 5 ranking among 25 selected North American peers in 2018 ACI
ASQ. (PS) 
Performance Measure   Performance Target    Actions 
Airports Council       All security checkpoint-    Implement specific changes to
International            related ASQ rankings       address areas of needed improvement
(ACI World) Airport     improved to top 12 of      identified in baseline 2014 security
Service Quality (ASQ)   peer group of 25 by Q2     checkpoint passenger experience
Quarterly Survey        2015                 survey 
Current rankings: 
Wait times (20th) 
Feeling safe and
secure (17th) 
Thoroughness of
Inspection (12th) 
Courtesy of Staff
(13th) 
All security checkpoint-    Implement specific changes to
related ASQ rankings      address areas of needed improvement
improved to top 5 of peer    identified in annual baseline security
group of 25 by Q4 2018     checkpoint passenger experience
survey 
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Objective 1: Achieve Top 5 ranking among 25 selected North American peers in 2018 ACI
ASQ. (PS) 
Performance Measure   Performance Target    Actions 
Improve ranking to 12th     Install dynamic interactive directories
from current ranking of      to improve wayfinding in
15th in ASQ Wayfinding    coordination with Concessions
by Q42019            Master Plan 
Improve ranking to 12th     Provide additional gate seating in two
from current ranking of     selected gate lobbies 
19th. in ASQ Gate
Comfort by Q2 2015 
Improve ranking to 5th in   Install additional gate seating 2016-
ASQ Gate Comfort by Q3   2019 
2019. 
Improve ranking to 8th     Extend music in terminal to garage 
from current ranking of     elevators. 
12th in ASQ Airport       Extend music in terminal to 4th floor
Ambiance by Q4 20       plaza of parking garage 
Upgrade terminal-wide voice paging
system with 
Complete Phase 1 South Satellite
Interior Renovations comprised of
carpet, signage and paint. 
Improve ranking to 5th     Complete Phase 2 South Satellite
from current ranking of     Interior Renovations comprised of
12th by Q4 2017.          wall panels, column covers, door
panels and casework 
Improve ranking to 11th     Implement real-time customer
from current ranking of     feedback technology for restrooms in
17th in ASQ Restroom     terminal with new operating expense. 
Cleanliness by Q4 2015    Evaluate appropriate timing and, as
soon as practical complete design for
14 restrooms on Concourses B, C, D 
Improve ranking to 5th    Complete construction when can be
from current ranking of     included in capital program 
17th in ASQ Restroom
Cleanliness by Q4 2016 
Improve ranking to 14th     Replace carpeting on Skybridges 1
from current ranking of     and 6 
19thin ASQ Terminal
Cleanliness by Q4 2015 
Improve ranking to 12th     Implement real-time customer
from current ranking of     feedback technology throughout
19th in ASQ Terminal      remainder of Airport 
Cleanliness by Q4 2016. 
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Strategy 3: Lead the U.S. airport industry in environmental innovation and minimize the
airport's environmental impacts. 
Major and New Initiatives 
Articulate new long-term environmental goals within the Sustainable Sea-Tac 
Strategy Plan (S3).
While new objectives and actions will be identified in the S3 Plan by Q3 2015, we will
continue to make progress on existing strategic objectives through measures such as: 
o  Using Renewable Natural Gas 
o  Increasing the number of electric vehicle charging stations in the garage and RCF 
o  Evaluating the utility of fast chargers 
o  Aggressive measures such as mandatory recycling and use of compostable service
ware in future airport concessions contracts, and 
o  Low Impact Development (LID) Stormwater Program 
Objective 1: Complete the next Sustainable Sea -Tac Strategy (S3) Plan by Q3 2015. 
Background: Seattle's sustainability objectives will be benchmarked with other leading edge
airports to outline efforts necessary to keep Sea-Tac a leader in environmental innovation. Staff
will develop recommendations to Commission for our next strategic plan. 
Objective 1: Complete the next Sustainable Sea-Tac Strategy (S3) Plan by Q3 2015. 
Performance Measure   Performance Target    Actions 
Sustainable Sea-Tac     Finalize and implement    Complete Draft plan and gain
Strategy              plan, 2016-2019          Commission approval by Q3 2015. 
Establish detailed milestones by Q4
2015 
The remaining objectives focus on continued progress towards the 2009-2014 Environmental
Strategy Plan goals while we finalize and gain approval for the new sustainability goals in the S3 
These include actions to advance the Airport's progress towards unmet goals, as well as 
continued work towards goals where airport growth results in the need for additional action to
sustain our previous attainment of a goal. 
Objective 2: Air Quality and Climate Change: 1) Sea -Tac will reduce airport-owned and
controlled greenhouse gas emissions by 15% below 2005 levels by 2020, and 2) implement
programs with business partners to reduce their emissions as much as possible. (CA) 
Background: Actions to achieve these objectives focus on reducing emissions from the largest 
sources. These actions will reduce emissions from Port-owned vehicles, ground support
equipment on the airfield, aircraft parked at gate through use of pre-conditioned air,
transportation to and from the Airport, and aviation biofuels. With increasing indicators that
climate change is occurring, the Airport must also plan for climate change adaptation.

26 | P a g e

Objective 2: Air Quality and Climate Change: 1) Sea-Tac will reduce airport-owned and
controlled greenhouse gas emissions by 15% below 2005 levels by 2020, and 2) implement
programs with business partners to reduce their emissions as much as possible. (CA) 
Performance Measure   Performance Target    Actions 
Green Fleets and Fuels:   All Sea-Tac owned       Evaluate renewable natural gas and, if
Reduce emissions from   compressed natural gas     appropriate, contract with producer to
Airport fleet through     (CNG) buses run on        fuel CNG buses with new source of
reduced fuel consumption  renewable natural gas      RNG (would save ~4000 tons per
and alternative fuels      (RNG) generated in        year (TPY) of carbon emissions) 
Washington Q4 2015 
STIA fleet is green fleet    Evaluate fleet certification options 
certified by Q4 2015        and, if beneficial, seek certification. 
Alternative Fuels Plan     Develop a plan to meet Washington
completed and, if         State mandate that governments use
feasible, complete fleet      100% alternative fuels for all vehicles
acquisition by 2018        by 2018, as practicable and
determined by WA Dept. of
Commerce 
Make recommendations to senior
management Q4 2015 and brief
Commission and, if appropriate,
request Commission authorization 
Procure 100% alternative vehicle
fuels by Q4 2018 
Electric Ground Support  All phases of eGSE       Monitor eGSE charger use and
Equipment           stations installed and 90%   resolve issues 
of all GSE vehicles use     Develop and implement plan to
electricity by 2019         ensure 90% of GSE vehicles use
electricity 
Preconditioned Air       Achieve 100% pre-       Determine airline use of and barriers
conditioned air use by      to use by Q1 2015. 
2019                Develop plan for full use by Q4 2015. 
Fully implement plan and maintain
use by Q4 2019 
Transportation to and     Facilitate electric vehicle   Assess customer demand for EVs at
from the Airport         (EV) leasing at the        Rental Car Facility 
Consolidated Rental Car    Develop EV program at RCF Q4
Facility by 2017           2015 
Provide for Bicycle       Implement bike plan to facilitate bike
access to Airport by Q4     access and infrastructure for
2016                employees and passengers at Sea-Tac. 
Provide sufficient EV     Evaluate EV charger use in parking
charging capacity in       garage and complete Plan in 2015 
garage to ensure market    If beneficial, provide Level 2 and/or
demand is met           DC Fast Charging sites 
27 | P a g e

Objective 2: Air Quality and Climate Change: 1) Sea-Tac will reduce airport-owned and
controlled greenhouse gas emissions by 15% below 2005 levels by 2020, and 2) implement
programs with business partners to reduce their emissions as much as possible. (CA) 
Performance Measure   Performance Target    Actions 
Increase number of EV charging
stations in parking garage 
GHG reporting        File with Climate        Continue with both mandatory and
Registry and WA State     voluntary GHG reporting for Scope 1
annually               and 2 emissions 
Climate Adaptation     Begin implementation of   Develop climate adaptation plan in
planning             climate adaptation plan     the SAMP by Q4 2015 
by 2019              Develop prioritized project list for
consideration in CIP. 
Implement plan 
Aviation Biofuels        Facilitate airline use of     Recommend port role in advancing
aviation biofuel, if         biofuel delivery.
feasible.                 Assess infrastructure to identify
opportunities for biofuel supply line.
Develop and implement plan to
facilitate the procurement and use of
biojet fuel at Sea-Tac, if feasible. 
Objective 3: Materials Use & Recycling: Increase solid waste recycling rate to 50% by 2014.
Develop goal for airfield recycling program. 
Background: The Airport terminal recycling program has achieved 30% recycling rate and
increased efforts are needed to meet 50% objective. The targets and actions below will be
pursued pending the completion of updated goals in the new Plan. 
Objective 3: Materials Use & Recycling: Increase solid waste recycling rate to 50% by 2014.
Develop goal for airfield recycling program. 
Performance Measure   Performance Target     Actions 
Mandatory airport       Increase recycle rate by    Evaluate costs and benefits to
recycling program       10-20%.               implement mandatory Airport 
recycling for tenants and employees 
by Q2 2015 
Develop and implement plan for 5-
year waste reduction/recycling goal
and objectives by Q4 2019. 
Janitorial services       Increase recycle rate by     Evaluate innovative waste reduction
environmental        10%                 proposals including a secondary
requirements                              sorting pilot project, paper towel
composting, and others 
Mandatory compostable  Increase recycle rate by    Evaluate mandatory use of
serviceware           5%                   compostable service ware and
28 | P a g e

Objective 3: Materials Use & Recycling: Increase solid waste recycling rate to 50% by 2014.
Develop goal for airfield recycling program. 
Performance Measure   Performance Target     Actions 
implement policy by Q4 2015 
Solid waste management  Increase recycle rate by    Evaluate recommendations of 2014 
planning             10%                   solid waste management plan by Q2
2015 
Implement selected actions by Q4
2016 
Green Maintenance     Use new "less toxic"      Research and recommend less toxic
Products             products in maintenance     substitutes for products (e.g., paint
shops to small quantity      thinner, etc.) and other waste
generator levels (220       reduction opportunities for AV/M 
pounds/month) by 2017     Secure maintenance agreement for
use of these substitutes 
Change procurement 
Construction &        Minimize and reduce      Complete evaluation of historical
Demolition (C&D)     C&D debris.           project recycling rates by Q1 2015 
Debris                                   Set achievable C&D recycling targets
for future projects. 
Implement Construction Waste
Specification on all construction
projects and evaluate performance.
Green Products and     Increase use of         Obtain new green office
Printers               environmentally           products/paper and green printer
preferable office products,    contract by Q4 2016. 
paper, and printer         Identify and recommend new
services.                 environmentally preferable products
by Q2 2015 
Objective 4: Water Conservation: Reduce operational (non-construction) potable water
consumption rate 5% below 2008 levels by 2015.
Background: The previous conservation goal of reducing potable water consumption rate 5%
below 2008 levels was achieved in 2012 and 2013. To maintain the goal in the midst of Airport 
growth and increased water usage, additional water conservation actions need to be identified
and implemented. 
Objective 4: Water Conservation: Reduce operational (non-construction) potable water
consumption rate 5% below 2008 levels by 2015.
Performance Measure   Performance Target    Actions 
Water Use Reduction     Water use reduction      Finalize the Water Use Reduction
opportunities and projects    Plan by Q2 and implement feasible 
identified                projects 2016-2020 
Emergency Backup     Use Tyee Well to       Complete Temporary Donation of
29 | P a g e

Water Supply Using Tyee increase stream flows in    water right into State Trust Water
Well               summer months and       Right Program by Q2 2015 
provide emergency       Complete Change of Use Application
source of water for        by Q4 2015 
Airport by 2016          Department of Ecology issues
Certificate by Q4 2017. 
Complete Emergency Water Supply
design by 2018 and construction by
2019. 
Rainwater Capture from   If feasible, capture       Conduct feasibility and cost benefit
Parking Garage         rainwater from garage      analysis for garage rainwater capture 
roof for use in the cooling   Make recommendations by Q3 2015 
tower. 
Restroom Standards      Reduce restrooms' use of  Complete environmental performance
power, paper and water.    standards for restrooms by Q4 2015.
Implement standards in future
bathroom projects.
Industrial Waste        Reuse of IWTP water      Evaluate feasibility of reuse of IWTP-
Treatment Plant (IWTP)   results in reduction in      treated water 
Water Reuse Plan       potable water use.        Secure regulatory approval to reuse
IWTP water by Q4 2015 
Objective 5: Water Resources and Wildlife: Achieve and maintain Best Management Practices
for water quality treatment and flow control over 100% of Airport industrial areas. (CA) 
Background: The existing objective for 100% water quality treatment and flow control for
existing facilities has been achieved. While all Airport water is captured and treated, additional
progress can be made in discharging cleaner and less water through potential vegetated roofs,
and development of a custom media to remove metals. In addition, to keep pace with emerging
regulations, development of an Airport Low Impact Development (LID) program is necessary.
Objective 5: Water Resources and Wildlife: Achieve and maintain Best Management Practices for
water quality treatment and flow control over 100% of Airport industrial areas. (CA) 
Performance Measure   Performance Target    Actions 
Water quality and flow   Maintain 100% treatment   Construct water quality treatment and
control best management  and flow control.         flow control requirements on all future
practices                                     projects.
Green Roofs          Define parameters for     Complete vegetated roof guidelines by
safe application of         Q4 2015 
vegetative roof on        Incorporate into new projects if and
Airport.                 when appropriate 
Copper and zinc       Remove more metals      Develop and pilot test a custom Airport-
reductions             from Airport stormwater     specific media mix pilot project for
as required or cost-         enhanced metals removal. 
effective                Construct treatment using media in

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Objective 5: Water Resources and Wildlife: Achieve and maintain Best Management Practices for
water quality treatment and flow control over 100% of Airport industrial areas. (CA) 
Performance Measure   Performance Target    Actions 
SEPL project. 
Low Impact Development  Use LID when         Develop Airport specific LID policy
appropriate              and implementation guide by Q4 2015 
Objective 6: Education & Integration: Institute an environmental education campaign to
promote environmental stewardship and raise awareness of Airport environmental and
sustainability initiatives. Integrate environmental and sustainability considerations into core
business operations. 
Background: While progress has been made on our sustainability education program,
expansion of the program will advance our objective. Green building and LEED will be pursued
for NSAT and IAF and a LEED master site designation will be pursued. 
Objective 6: Education and Integration: Institute an environmental education campaign to
promote environmental stewardship and raise awareness of Airport environmental and
sustainability initiatives. Integrate environmental and sustainability considerations into core
business operations. 
Performance Measure   Performance Target    Actions 
"Sustainable In-Sights"    Provide passengers       Develop new window clings and
Passenger Educational    educational opportunities    explore other environmental
Program            to learn about Airport      education programs in the terminal. 
environmental programs. 
Green Buildings/LEED    New Airport buildings     Complete LEED strategy for NSAT
achieve high levels of      by 2015, certification 2020. 
environmental          Complete IAF LEED
performance in energy,     recommendation by Q4 2015. 
building materials, water    Integrate LEED into NSAT project
conservation and indoor     and begin certification process 
environmental quality.      Evaluate IAF opportunities to pursue
LEED.
Achieve LEED        Pursue LEED Master Site
certification for IAF and     Designation
NSAT. 
Obtain LEED Master Site
Designation by Q4 2015 
Strategy 4.0: Keep airline costs (CPE) as low as possible without compromising operational
and capital needs. 
Objective 1: Maintain passenger airline cost per enplaned passenger (CPE) and forecasted CPE
within the middle third of peer airports (list of 22 airports focusing on large hubs and Western
U.S. airports) through 2019. (PS) 
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Background: CPE includes both operating and capital costs attributable to the passenger airline
rate base. Under SLOA III, CPE is also impacted by revenue sharing. Over the next ten years,
we currently plan to invest approximately $2.5 Billion in capital improvements. With these
investments, there will be continued growth in airline rates and charges, causing CPE to grow.
Maintaining a CPE in the middle third of our peer airports indicates that costs will be reasonable
and that the investments are affordable.
Objective 1: Maintain passenger airline cost per enplaned passenger (CPE) and forecasted CPE
within the middle third of peer airports (list of 22 airports focusing on large hubs and Western
U.S. airports) through 2019. (PS) 
Performance Measure   Performance Target    Actions 
Passenger airline cost per  CPE within the middle     Compile peer airport CPE annually
enplanement (CPE)      third of 22 peer airports     for most recent year for which
through 2019            comparative information is available
(one or more year lag). 
Compile/update annually most recent
forecasts of peer airport CPE by July
1 so that target range is understood
prior to launching annual budget
process. 
Consistently measure budget
proposals and capital budget plans
against these metrics.
Annually, set capital budget limit so
that total five-year capital spending
does not cause forecasted CPE to
exceed forecasted CPE of middle
third of 22 peer airports. 
Set capital budget priorities and
adjust timing of project spending as
needed to stay within limit 
Objective 2: Maintain Airport baseline O&M costs (excluding Corporate, CDD and Police) at
or below $181.7 Million through 2019.
Background: This represents a 2.8% compound annual growth rate (CAGR) based on 2013
baseline budget costs (original basis when target was set in 2013). Airport baseline budget
excludes any agreed upon target exceptions (e.g., Regulated Materials, Airline Realignment,
Master Plan, etc.). These target exceptions are non-recurring or are driven by capital projects.
This target does not include the O&M costs associated with major new facilities such as the
proposed International Arrivals Facility.


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Objective 2: Maintain Airport baseline O&M costs (excluding Corporate, CDD and Police) at or
below $181.7 Million through 2019.
Performance Measure   Performance Target    Actions 
Baseline operating and    $181.7 Million through   Set aggressive budget targets
maintenance costs       2019                  consistent with the target 
Evaluate every open position (FTE)
for repurposing or elimination before
filling 
Use Continuous Process
Improvement (CPI) to mitigate cost
growth (See Strategy 6.0) 
Use energy conservation projects (see
Objective 3 below) to reduce growth
in energy costs. 
Objective 3: Implement conservation practices that will enable Airport to meet all future
electricity load growth (2010 baseline) through conservation and renewable energy (CA). 
Background: The baseline electrical consumption for 2010 was 17.539 average megawatts
(aMW). This represents the maximum amount of electricity the Port can acquire from the
Bonneville Power Administration at the low Tier I rate. For consumption above this level, the
Airport pays the higher Tier II rate (currently 31% higher). To avoid paying this higher rate, the
Airport will seek to reduce electrical consumption through conservation and upgrading to energy
efficient lighting and mechanical systems. Capital improvements will focus on facilities and
systems with greatest opportunities for improvement, but all investments will target a positive
net present value (NPV).
Objective 3: Implement conservation practices that will enable Airport to meet all future
electricity load growth (2010 baseline) through conservation and renewable energy (CA). 
Performance Measure   Performance Target    Actions 
Annual electrical        <17.539 aMW           Complete garage lighting
consumption in average                      conservation project: floors 1 and 4
megawatts (aMW)                        by 2016, floors 2-3 by 2017, floors 5-
6 by 2018, and floors 7-8 by 2019 
Complete central mechanical plant
mechanical conservation stage 3
project by 2016 
Complete design & installation of
Smart Facility Management System
by 2016 
Develop electrical load growth
forecasting tool via Master Plan by
2017 
Continue to optimize Pre-
Conditioned Air (PCA) system to
deliver PCA at lowest possible
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Objective 3: Implement conservation practices that will enable Airport to meet all future
electricity load growth (2010 baseline) through conservation and renewable energy (CA). 
Performance Measure   Performance Target    Actions 
energy use 
Continue to optimize central
mechanical plant systems to deliver
HVAC at lowest possible energy use 
Objective 4: Optimize use of Passenger Facility Charges (PFCs) to minimize CPE and to ensure
that specific rates (e.g., FIS, terminal rents, and landing fees) do not become a disincentive for
airlines to operate at Sea-Tac Airport. 
Background: Capital costs paid with PFCs are not included in the airline rate base. Under the
current airline agreement (SLOA III), airline rates are determined by cost and volume metrics for
each major cost center. PFCs can be used to directly pay capital costs during construction or to
pay revenue bond debt service in order to manage the capital costs to be recovered in a cost
center.
Under SLOA III, the Federal Inspections Services (FIS) cost center (international arrivals) was
separated from the terminal as a separate cost center. With the planned construction of a new
International Arrivals Facility and the accompanying capital costs, maintaining a "market" FIS
rate will require the use of PFCs to manage the capital costs to be recovered in the FIS cost
center.
Objective 4: Optimize use of Passenger Facility Charges (PFCs) to minimize CPE and to ensure
that specific rates (e.g., FIS, terminal rents, and landing fees) do not become a disincentive for
airlines to operate at Sea-Tac Airport. 
Performance Measure   Performance Target    Actions 
FIS rate               FIS rate is within the       Submit PFC application to gain FAA
range of five peer         authorization to use PFCs on
Airports (Los Angles, San   International Arrivals Facility (IAF),
Francisco, Denver,        NorthSTAR, and Baggage
Portland, Vancouver)       Optimization projects in 2015 
Develop annually the plan of finance
so that upon completion of the IAF,
~90% of PFCs are used to pay
eligible revenue bond debt service 
Use PFCs in funding plan for
International Arrivals Facility to
maintain competitive cost structure
within FIS cost center through
combination of PFCs used to directly
pay capital costs and PFCs used to
pay revenue bond debt service 
Landing fee rate         Landing fee rate no       Use PFCs in funding plan to maintain
higher than middle third     competitive cost structure within
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Objective 4: Optimize use of Passenger Facility Charges (PFCs) to minimize CPE and to ensure
that specific rates (e.g., FIS, terminal rents, and landing fees) do not become a disincentive for
airlines to operate at Sea-Tac Airport. 
Performance Measure   Performance Target    Actions 
of 22 peer airports          Airfield Movement Area cost center
through use of PFCs to pay eligible
revenue bond debt service 
Objective 5: Manage financial activity to achieve targeted metrics. (PS) 
Background: Achieving CPE objectives requires a comprehensive approach to managing
financial performance taking into account a number of measures.
Objective 5: Manage financial activity to achieve targeted metrics. (PS) 
Performance Measure   Performance Target    Actions 
Financial results         Achieve budgeted Net     Review financial results and update
Operating Income each     forecast at quarterly, adjust spending
year                    as needed 
Competitive airport costs   Passenger airline cost per   Annually review peer airports' CPE
enplaned passenger       and publicly available projected CPE 
(CPE) within middle third  Review capital spending plan and
of 22 peer airports          financial forecast of CPE against this
metric. Adjust spending as needed. 
Cash flow            Achieve debt service      Maintain 10-year cash flow forecast,
coverage > 1.25x each      adjust capital spending and expenses
year                   as needed
Liquidity             Maintain unrestricted      Build funding plan in accordance
cash and investments      with assumed minimum cash balance 
10 months of O&M costs   Review cash balance monthly, adjust
funding plan or spending as needed 
Leverage            Maintain debt/enplaned    Annually review peer airports' debt
passenger within middle    per enplaned passenger and publicly
third of 22 peer airports      available projections of debt 
Review capital spending plan and
financial forecast of CPE against this
metric. Adjust spending as needed 
Strategy 5.0: Maximize non -aeronautical net operating income (NOI) consistent with current
contracts, appropriate use of airport properties and market demand. (PS) 
Major and New Initiatives 
Implement Airport Dining and Retail (ADR) Master Plan, including infrastructure
upgrades, lease expiration phasing strategy and new competitive solicitations and
resulting leases. 
35 | P a g e

Implement improvements to the parking revenue control system to ensure full
functionality. 
Complete RFP for taxi and limousine contracts. 
Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014-
budgeted SPE of $11.52 to $12.60 by the end of 2018. 
Background: Within the next two years, leases for approximately 90% of the dining and retail
units will be terminating The Airport Dining and Retail Master Plan was initiated to prepare for
this significant change. Elements of the master plan completed in 2014 include passenger
demand forecasts, facility block planning of needed offerings, unit planning and sales forecasts
along with a forecast of potential employment growth. Implementation of a phasing plan for the
expirations of current leases will, pending Commission approval in 2014, begin in earnest in
2015 with expiration of the Phase 1 leases, all located in the Central Terminal. 
Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014-budgeted 
SPE of $11.52 to $12.60 by the end of 2018. 
Performance Measure   Performance Target    Actions 
Sales per Enplanement    $12.60 by end of 2018     Dining & Retail Program Transition 
(SPE)                                Conduct one outreach activity for
prospective tenants by end of Q2 and
one by end of Q4 2015 
Conduct competitive evaluation
processes with leasing agent for
direct leasing and issue RFPs in
accordance with ADR Master Plan
(phasing and leasing plan elements)
for all units in Phase 1 by end of Q3 
2015 
Open new full-service South Satellite
restaurant by end of Q3 2015 
Finalize long-term plan for small
business kiosk program by end of Q3 
2015. 
Develop staffing plan for Airport
Dining and Retail team as well as
associated departments in order to
accommodate program growth by end
of Q2 2015 
Open new Concourse A anchor
restaurant with integrated live music
performance capacity by end of 2016 
Execute transition of units in
accordance with ADR Master Plan
phasing plan each year 2016-2021 
36 | P a g e

Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014-budgeted 
SPE of $11.52 to $12.60 by the end of 2018. 
Performance Measure   Performance Target    Actions 
Develop and lease North and South
Satellite units in conjunction with
major capital projects (e.g.,
NorthSTAR) 
Evaluate potential new retail/duty
free in conjunction with the
International Arrivals Facility 
Terminal Space & Infrastructure
Improvements 
Initiate first construction contract for
infrastructure work identified in
Terminal Utility Upgrade Project
(Phase 1) by end of Q3 2015 
Convert 6000 sq. ft. of underutilized
and/or vacant terminal space and
bring into revenue-generating service
in accordance with the terminal block
plan in the ADR Master Plan with
improvements initiated by end of Q3 
2015 
Complete re-demising of units in
ADR Master Plan (phasing and
leasing plan elements) Phase I by end
of Q4 2015 in preparation for new
leasing in 2016-2017 
Relocate and expand terminal support
space for food service and retail in
conjunction with Baggage
Optimization Project 
Initiate first construction contract for
infrastructure work identified in 
Terminal Utility Upgrade Project 
(Phase 2) by end of Q1 2017 
Finalize planning and design for
infrastructure to support new dining
and retail in North Satellite by end of
2016 
Develop an integrated restaurant and
sustainability experience concept at
the North Satellite by end of 2017 

37 | P a g e

Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014-budgeted 
SPE of $11.52 to $12.60 by the end of 2018. 
Performance Measure   Performance Target    Actions 
Marketing 
Implement new dining and retail
marketing strategy to coincide with
opening of new units 
Utilize solicitation process to
encourage increased offerings of
healthy food choices by ADR tenants
and implement a new marketing
program to promote these healthy
food choices with a particular
emphasis on children by end of 2015 
Objective 2: Grow parking revenues from $52.1 Million budgeted in 2014 to $64 Million by the
end of 2018.
Background: The airport parking market at Sea-Tac is one of the most competitive in the nation
with approximately 32 different operators competing for the 1+ day airport parking transactions.
The economic environment since 2008, as well as the introduction of additional private sector
parking capacity, has negatively impacted the Airport's parking business.
Objective 2: Grow parking revenues from $52.1 Million budgeted in 2014 to $64 Million by the
end of 2018.
Performance Measure   Performance Target    Actions 
Parking revenues        $64 Million by the end of  New Programs and Services 
2018.                 Improve the parking revenue control
system to enable full implementation
of revenue-generating programs and
services by the end of 2015. 
Implement parking pre-booking
system by end of 2015. 
Introduce differentiated parking
products at lower price points (e.g. 8th 
floor) by end of 2015.
Integrate pre-booking system with
revenue control system by end of
2016 
Customer Experience 
Continue implementation of the
Garage Improvement Plan with
maintenance/ appearance
improvements to Floor 3 by end of
2015. Elements to include deep
38 | P a g e

Objective 2: Grow parking revenues from $52.1 Million budgeted in 2014 to $64 Million by the
end of 2018.
Performance Measure   Performance Target    Actions 
cleaning, striping removal and
replacement, and column and beam
painting 
Complete garage emergency phone
system replacement project to
improve reliability and reduce
maintenance costs by end of 2015. 
Improve accuracy and user-
friendliness of existing floor count
system by end of 2015. 
Continue implementation of the
Garage Improvement Plan, deepcleaning
and restriping/painting one
floor per year: 2016  2019 
Objective 3: Grow annual revenues from leasing Airport property to $2.8 Million per year by
the end of 2018. 
Background: The Airport has 353 acres of property that have been identified for development.
The vast majority of these properties were acquired using funds provided by the FAA through
their mandated Noise Mitigation Program. Within the FAA grant assurances associated with
these funds, there is a requirement to put these properties back into productive, airportcompatible
use. The primary focus is to prepare these properties for offerings to private sector
developers as ground leases to generate non-airline revenue for the Airport as well as create jobs
and opportunities in the community. (The Real Estate Division manages these real estate
initiatives; Aviation Business Development is the Airport "Client".) 

Objective 3: Grow annual revenues from leasing Airport property to $2.8 Million per year by the
end of 2018. 
Performance Measure   Performance Target    Actions 
Lease revenues         $2.8 Million per year by   Properties in Burien: 
end of 2018. 
Northeast Redevelopment Area
(NERA) / NERA 3  23.4 acres / 
NERA 2 -14.9 acres: See Strategy
7.0, Objective 3 regarding FAA pilot
program 
NERA 3  23.4 acres: See Strategy
1.2, Objective 6 regarding property
development for air cargo 
Lora Lake  13.3 acres: Monitor
City's construction of off-ramp and
39 | P a g e

Objective 3: Grow annual revenues from leasing Airport property to $2.8 Million per year by the
end of 2018. 
Performance Measure   Performance Target    Actions 
relocation of the existing storm water
pipe traversing the site. Initiate
preparation of disposition plan for
site's redevelopment by end of 2015. 
Properties in Des Moines: 
Des Moines Creek Business Park
(DMCBP) 1  87 acres: Monitor
construction of Phase 1
improvements during 2015. Monitor
construction of Phase 2
improvements in 2016. Coordinating
with the Real Estate Division. 
DMCBP 2  17 acres: Prepare plan
for site's redevelopment by end of
2016. 
Properties in SeaTac: 
L Shape - 26.2 acres: See Strategy
1.2, Objective 6 regarding property
development for air cargo. 
DMCBP 3  28.7 acres: Initiate
conceptual planning by end of 2015.
Prepare plan for site's redevelopment
by end of 2016. 
28th Avenue S. Development Area  
35.7 acres: Develop recommendation
regarding future accommodation of
alternative fuel facility at the Airport 
by end of 2015. See Strategy 1.2,
Objective 14 regarding use of
property to support capital program. 
Objective 4: Grow revenues from ground transportation service providers operating at the
Airport from $7.9 Million budgeted in 2014 to $9.4 Million by the end of 2018. 
Background: Ground transportation services at Sea-Tac consist of ten different operating
classes ranging from taxis to courtesy shuttles. New types of services, referred to as
transportation network companies (TNC's  Uber, Lyft, etc.), have entered the Seattle-area
market in recent years. It is not yet clear how the City of Seattle or King County will regulate
40 | P a g e

these new services. With the Airport's taxi contract expiring in late 2015 and its limousine
contract in early 2016, it is important to develop a strategy regarding if and how best to
incorporate these new services into planning for the taxi and limousine contract RFP processes. 
Objective 4: Grow revenues from ground transportation service providers operating at the
Airport from $7.9 Million budgeted in 2014 to $9.4 Million by the end of 2018. 
Performance Measure   Performance Target    Actions 
Revenues from ground   $9.4 Million by the end of  Evaluate and recommend to
transportation service     2018.                  Commission if and how to
providers operating at the                       accommodate transportation network
Airport.                                      companies (TNC's) at the Airport. 
Conduct RFP for Airport taxi service
in time for expiration of current taxi
contract on 11/1/2015. 
Initiate RFP for Airport limousine
service in time for expiration of
current limousine contract that 
expires in Q1 2016. 
Objective 5: Increase the revenues generated from the Airport's common-use lounge business
from $1.2 Million budgeted in 2014 to $2 Million by the end of 2018. 
Background: The Airport has been operating the remodeled Club International on the South
Satellite and a more recently remodeled Club Cascade on Concourse A through a management
contract. Seven airlines now use these facilities. There is an opportunity to increase the number
of common-use lounges at the Airport as well as increase the revenues generated by these
lounges, specifically through increased utilization of the available capacity.
Objective 5: Increase the revenues generated from the Airport's common-use lounge business
from $1.2 Million budgeted in 2014 to $2 Million by the end of 2018. 
Performance Measure   Performance Target    Actions 
Revenues from common-  Lounge revenues reach    Complete RFP selection process for
use lounge services.      $2 Million by the end of     lounge management services with
2018.                 contractor in place by 3/1/2015.
Develop a business plan for a loyalty
program based on usage of the lounge
and/or parking services. 
Develop long-term Airport-wide
shared club capacity analysis and
plan, looking at both international and
domestic demand/capacity by the end
of Q2 2015. 
Develop additional lounge capacity,
either common-use or proprietary, on
Concourse B by the end of Q4 2015. 

41 | P a g e

Strategy 6.0: Continually invest in a culture of employee development, organizational
improvement, and business agility. 
Major and New Initiatives 
Grow Continuous Process Improvement across the Port. 
Objective 1: Grow Continuous Process Improvement (CPI/Lean) across the Port.
Background: In the first two years of CPI efforts, the Port has made business transaction 
process improvements in areas such as Aviation Maintenance, Aviation Security Badging, Paid-
Time-Off planning, an element of Central Procurement, employee pay process, etc. The Port is
poised to spread CPI fully throughout the various Port departments and increase the number of
improvements. 
Objective 1: Grow Continuous Process Improvement (CPI/Lean) across the Port.
Performance Measure   Performance Target    Actions 
CPI/Lean culture and    Grow the number of      Train 1/3 of Senior Executives in
capability              process improvement       CPI/Lean during 2015 and assign
workshops (multi-        them to sponsor and lead a workshop
department, single-        once per year in one of their
departmental, team, or      departments. Train the remaining
individual) by 20% per     Executives over 2016 and 2017.
year to save $1.2 mil in     Utilize consultant services to train
employee capacity by      executives.
2018.               Assign a full time Lean resource to
accomplish four improvements with
the Aviation Maintenance
Department. 
Celebrate and advertise each
successful CPI/Lean improvement in
one Commission briefing per year, on
the Port Compass page, with
managers, and hold celebrations for
teams who completed improvement. 
Objective 2: Complete a work continuity and succession planning departmental pilot program. 
(PS) 
Background: The expertise of our staff is critical to keep the complex systems of the airport 
operating 24/7/365 and to meet demanding airline and tenant needs. However, many staff
experts are long-tenured and/or nearing retirement eligibility. In order not to lose this
institutional knowledge lost due to attrition, retirements, or transfer/promotions, the Airport has
undertaken a Work Continuity and Succession Planning Departmental Pilot Program, the
learnings of which will be shared with all managers across the Airport and the Port.

42 | P a g e

Objective 2: Complete a work continuity and succession planning departmental pilot program. 
(PS) 
Performance Measure   Performance Target    Actions 
Work continuity and     Complete report for use    Complete first work and succession
succession planning      by others by Q3 2014,      plan in Q3 2014. 
and initiate similar work    Select next aviation departments
in next departments in      using same focus and complete their
2015.                 plan in 2015. Complete necessary
departments in Aviation in 2016.
Objective 3: Complete a Post -Graduate Fellowship Pilot Program and produce
recommendations for a follow-on program. (PS)
Background: This pilot supports both business agility and future employee development in the
Aviation Division. The approach will be to hire a recent graduate (baccalaureate or graduate
degree) for two years and to rotate that individual through three or more departments while
performing significant work in a non-supervisory capacity. Research has been completed with
universities to design an effective fellowship.
Objective 3: Complete a Post-Graduate Fellowship Pilot Program and produce recommendations
for a follow-on program. (PS)
Performance Measure   Performance Target    Actions 
Create added opportunity  Define and fill position in   Hire in Q3 2014, rotate departments
to support business needs  2014, complete and        in approximate 8-month intervals,
and create opportunity for  assess results in 2016       and complete assessment and action
future staff aspiration and                        plan via in-house staff for future
development                            program by Q3 2016. 
Objective 4: Grow a mature Business Intelligence (BI) and performance management capability,
which will achieve broad data-driven decision making by 2019. 
Background: "Business intelligence" describes a set of resources, processes, and tools that
allows the analysis of data or information already at hand in new and novel ways which can 
produce better business decisions in a shorter period. The Airport's BI program enables
employees to answer business questions with agility, improves employee efficiency, and
supports data-driven and informed planning and decision-making.
Objective 4: Grow a mature Business Intelligence (BI) and performance management capability,
which will achieve broad data-driven decision making by 2019. 
Performance Measure   Performance Target    Actions 
BI Strategy Plan        Implement first set of     Develop governance policy and
execution progress      2014 BI Strategy Plan      procedures, data standards and
(including BI resourcing   recommendations and      analytics best practices 
and governance; data and  track against related      Assess best practices and identify
analytic standards and    performance targets by      necessary skills to develop predictive
capabilities)            end of 2015               analytics capability 
43 | P a g e

Objective 4: Grow a mature Business Intelligence (BI) and performance management capability,
which will achieve broad data-driven decision making by 2019. 
Performance Measure   Performance Target    Actions 
Complete 3 predictive analytics
projects by Q3 2015 
Increase staff use of BI    BI content is actively      Complete eight new BI projects in
content.               used by 50% of Aviation     2015 driven by business needs and
Division staff 2019         providing measurable benefit across
various Airport departments. 
Complete an additional 8, or more
projects per year through 2019.
Airport staff analytical    Participation of 100-120    Conduct second round of graphical
production and        staff in workshops         literacy training workshops by Q4
consumption capabilities                       2015. 
Expand Port-wide BI    All Port divisions are     Continue internal internships
Capabilities            actively using BI on 5       exposing non-aviation personnel to
projects by 2017.          BI capabilities 
Continue to mentor and consult with
other Port divisions 
Establish strategy for Port-wide
expansion by Q4 2015. 
Strategy 7.0  Maintain valued community partnerships based on mutual understanding and
socially responsible practices.
Major and New Initiatives 
Implement new programs under the updated Part 150 noise mitigation program. 
Renegotiate the Port of Seattle/City of SeaTac Interlocal Agreement (ILA) in 2015. 
Increase value of Airport contracts with small businesses. 
Objective 1: Implement noise mitigation programs consistent with updated Part 150 and
Commission direction.
Background: The Federal Aviation Regulation (FAR) Part 150 Noise and Land Use
Compatibility Study has been updated and was approved by the FAA in June 2014. The Airport 
has received the FAA Record of Approval and staff will develop plans and budget requests to
implement recommended programs. Certain new programs (i.e., insulation of churches and
apartment buildings and purchase of avigation easements for mobile home parcels) will require
feasibility studies to determine cost and approach. Once the feasibility studies are complete, new
capital projects will be defined and brought forward for Commission consideration. 

44 | P a g e

Objective 1: Implement noise mitigation programs consistent with updated Part 150 and
Commission direction.
Performance Measure   Performance Target    Actions 
Pre-2014 Part 150 single  Complete pre-2014 Part    Insulate 33 remaining single family
family homes          150 single family noise     homes in 1985 noise remedy
remedy program by end    boundary by end of Q4 2015 
of 2015 
School projects         Insulate school buildings   Insulate school buildings (timing
(timing TBD)           determined by Highline Public
Schools financing availability) 
New Part 150 programs   Implement new Part 150   Complete two feasibility studies
programs by 2016         (TBD) by end of Q4 2015 
Develop proposed program plan and
new capital program for Commission
approval by end of Q1 2016 
Initiate procurement processes and
grant applications for new projects by
end of Q2 2016
Secure grant funding and commence
new programs 2016 - 2019 
Ground Run Up       Ground Run Up        Identify location of GRE during
Enclosure            Enclosure (GRE) sited,     master planning process by end of Q4 
designed and constructed    2015 
by end of 2019          Conduct GRE environmental review,
design and permitting 2016 - 2017 
Construct GRE 2018  2019 
Objective 2: Collect accurate data to monitor compliance with noise abatement procedures and
investigate stakeholder inquiries about Airport noise.
Background: The Noise Programs Office operates a noise and operations monitoring system
(ANOMS) to ensure airline compliance with noise abatement procedures, analyze data and
investigate inquiries about noise. The system consists of noise monitors, a software system and
public website. ANOMS data is used to manage the Port's annual Fly Quiet Program and is
critical to producing information required by the FAA and responding to more than 2,000 noise
inquiries annually. 
Objective 2: Collect accurate data to monitor compliance with noise abatement procedures and
investigate stakeholder inquiries about Airport noise.
Performance Measure   Performance Target    Actions 
Data collection and      New system deployed by   Complete upgrade by end of Q3 2015 
processing            end of Q3 2015          Draft new Flight Quiet Program
criteria for FAA review by end of Q4 
2015 

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Objective 2: Collect accurate data to monitor compliance with noise abatement procedures and
investigate stakeholder inquiries about Airport noise.
Performance Measure   Performance Target    Actions 
Implement new Fly Quiet Program
criteria 2016 - 2019 
Conduct required noise contour
review related to prior litigation by
end of Q4 2017 
Objective 3: Maintain productive relationships with surrounding jurisdictions in order to
facilitate support for redevelopment of Port-owned land in Airport communities.
Background: Collaborating with Airport cities to redevelop Port-owned property under their
regulatory jurisdiction aligns and leverages resources, with the common goal of returning these
properties to productive use. These actions advance Century Agenda economic development
goals and help sustain mutually supportive relationships with Airport community residents, city
leaders and policy-makers.
Objective 3: Maintain productive relationships with surrounding jurisdictions in order to
facilitate support for redevelopment of Port-owned land in Airport communities.
Performance Measure   Performance Target    Actions 
Community engagement  Airport community      Conduct a community open house to
and outreach           awareness of Port         share information about noise and
priorities and             community relations efforts by end of
Commission goals 2015     Q4 2015 
2019                Facilitate meetings with community
coalitions - Highline Forum and
Soundside Alliance 2015 - 2019 
Provide financial support to and
participate as a board member of the
SW King County Chamber 2015 - 
2019 
Develop and distribute Airmail,
Airport Check-In and other written
communications 2015 - 2019 
Assess and respond to aviation
division needs for communicating
with diverse audiences 2015 - 2019 
Collaboration on       Airport jurisdictions      Facilitate meetings between Port and
redevelopment projects   approve Port projects       Airport community leaders and
2015 - 2019             decision-makers 2015  2019 to
resolve Airport land use compatibility
issues, assure alignment of interests 
and identify and act on opportunities
for resource development 

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Objective 3: Maintain productive relationships with surrounding jurisdictions in order to
facilitate support for redevelopment of Port-owned land in Airport communities.
Performance Measure   Performance Target    Actions 
Seek, receive and administer FAA
Pilot Program grant for infrastructure
planning associated with Burien's
Northeast Redevelopment Area
(NERA) by end of Q3 2015 
Administer existing Port of
Seattle/City of SeaTac ILA 2015  
Feb 2016 
Objective 4: Renegotiate the Port of Seattle/City of SeaTac Interlocal Agreement (ILA). 
Background: The current ILA expires in February 2016. The ILA establishes a system for
interagency cooperation and exercise of jurisdictional authorities related to land use and zoning,
surface water management (SWM), critical areas, transportation, SEPA, and public safety. The
ILA will be renegotiated in 2015, per Commission direction provided to staff by the end of2014.
One key issue related to the ILA is the legacy of SWM payments to the City, despite the Port
managing all surface water within the Airport fence line.

Objective 4: Renegotiate the Port of Seattle/City of SeaTac Interlocal Agreement (ILA). 
Performance Measure   Performance Target    Actions 
ILA              Commission approves    Establish process benchmarks and
negotiated amendments to   schedule (using Commission
ILA by end of Q4 2015     priorities identified in 2014) by end
of Q1 2015 
Secure necessary FAA approvals and
authorizations by end of Q3 2015 
Obtain legal review of draft
documents by end of Q3 2015 
Obtain SeaTac City Council approval
by end of Q4 2015 
Administer new ILA 2016 through
2019 
Objective 5: Implement new aviation division programs that support Port -wide workforce
development strategies and Commission Quality Jobs policies. (CA) 
Background: The Port is committed to developing sustainable programs and services that
provide opportunities for individuals to access training and career advancement. Commission
will set policy in 2014 to guide implementation of Port-wide quality jobs initiatives. This work
will require ongoing collaboration with a variety of partners to create strategies for increasing
workforce training and employment opportunities.

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Objective 5: Implement new aviation division programs that support Port-wide workforce
development strategies and Commission Quality Jobs policies. (CA) 
Performance Measure   Performance Target    Actions 
Aviation division Quality  New programs          Respond to additional Airport space
Jobs programs         successfully deployed by    needs by end of Q1 2015 
end of Q1 2015          Implement new programs, as defined
by service provider contract(s) by end
of Q1 2015 
Manage high school internships and
expand aviation career awareness
programs by Q4 2015 
Objective 6: Foster new aviation division opportunities for local businesses. (CA)
Background: The Port encourages and supports small businesses from communities around the
Airport seeking access to Airport/Port business opportunities. Results of the 2014 Disparity
Study will serve as the basis of Aviation goals for 2015 small business participation.
Objective 6:  Foster new aviation division opportunities for local businesses. (CA) 
Performance Measure   Performance Target    Actions 
Small business contracts   Increase number and/or    Create a reliable mechanism to
value of small business     capture aviation small business
contracts by percentage to    participation by end of Q1 2015 
be determined by Q3      Implement strategies to increase
2014                small business participation by end of
Q2 2015 








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