7e supp
Item No. 7e supp Meeting Date: August 23, 2016 Janitorial contract redesign Stuart Mathews Director Aviation Maintenance Current state of Janitorial operation Janitorial cost increases > Meanwhile, room to improve on passenger growth quality 20 Passenger growth 42 +7% 45 Janitorial spend [$M] 37 40 Airport Service Quality scores 35 33 33 35 15 for cleanliness rank 22 out of 25 +9% 13 30 11 North American peers Million Passengers 10 9 9 10 25 20 15 Quality management is incident 5 10 Contract cost growth based, with limited data to help 5 0 0 2011 2012 2013 2014 2015 We see an opportunity to evolve the operating model 2 Vision for the future Objective Future state "Opening day fresh" cleanliness A rebranded contract that is a target "win-win" for Sea-Tac and partners Airport is as clean as possible at eager to do well 4am every day Maintain positive customer The onus of performance on experience throughout the day Contractors, via quality management (incentives, etc) Put in place the means to track and report on quality and control Full transparency and control of cost supplies and labor cost Aligns with our target to be at least #5 Airport on ASQ 3 Highlight of activities conducted Benchmarking to peer Airports to compare costs, best practices Set a cleanliness target that is enforceable and in line with peers o Creating a quality management system to drive accountability within the contract Exploration of "Unbundling" the scope to involve more partners "Zones" may be created to enable the above 4 Options considered Extend the current contract. In-sourcing the janitorial services. New RFP with one contract including SBE subcontractor(s) for the entire facility. New RFP with the Airport divided into multiple zones 3 Zone option. 4 Zone Option. Various Small Business options within the zone concept Goal is to create cost and quality competition 5 Alternative #4 1 Janitorial Prime Contractor Con. B 1 Zone CTE North Sat. Conc. C South Sat. Conc. D Con. A Incl. all STS levels Incl. all STS levels Ticketing Mezzanine level Bag Handling, Ramp areas Bag Claim 3rd Level 4th Level AOB SBE Subcontractors utilized to meet goals 6 1 Janitorial Prime Contractor Most common methodology at researched airports. Limits on-going competition (cost and quality) Easiest to manage. Prime provides mentorship and resource support for SBE subcontractors. This option is the easiest option to manage 7 Alternative #5 3 janitorial zones created Zone demarcations not final - minor adjustments possible before RFP Con. B Zone 1 Zone 2 CTE North Sat. Conc. C South Sat. Conc. D Con. A Incl. all STS levels Incl. all STS levels Zone 3 Mezzanine Ticketing Bag Handling, level Ramp areas 3rd Level Bag Claim 4th Level + additional outliers Southeast outliers (e.g. Bus maintenance facility) Southwest outliers (e.g. General aviation building) AOB Northeast outliers (e.g. Cargo, Fire station) West outliers (e.g. Port westside offices, TRACON) 3 Zones available. Creates ongoing competition 8 3 Zone Option Results in at least two prime contractors performing services. RFP will limit number of zones any one contractor can successfully win to two. Prime contractors will have a small business subcontracting requirement. With smaller zones, SBE's may choose to compete for a zone as a prime contractor. Provides ongoing competition for cost and quality 9 Alternative #6 4 janitorial zones created Zone demarcations not final - minor adjustments possible before RFP Con. B Zone 1 Zone 2 CTE North Sat. Conc. C South Sat. Conc. D Con. A Incl. all STS levels Incl. all STS levels Zone 3 Zone 4 Ticketing Mezzanine level Bag Handling, Ramp areas Bag Claim 3rd Level 4th Level + additional outliers Southeast outliers (e.g. Bus maintenance facility) Southwest outliers (e.g. General aviation building) AOB Northeast outliers (e.g. Cargo, Fire station) West outliers (e.g. Port westside offices, TRACON) Customer facing zones Utility zones (non-customer facing) Zone 3 or 4 could be set aside for SBE 10 4 Zone Option Similar opportunities to 3 zone option. At least two prime contractors will be performing services. Prime contractors will have small business requirements. Smaller zones may create more competition. One smaller zone (3 or 4) could be set aside for a SBE if desired. More zones results in more complex contract management. SBE Zone set-aside may impact labor harmony 11 Century Agenda objectives SBE will increase SBE requirement to 35% Set at 30% within current contract Possibility to set aside scope of work for SBE to create direct opportunities Environmental will require contractors to abide by Environmental Stewardship Program RFP will target CA, Quality and Financial goals 12 Questions? 13
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