PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      3c 
STAFF BRIEFING 
Date of Meeting     May 24, 2016 
DATE:    April 12, 2016 
TO:     Ted Fick, Chief Executive Officer 
FROM:    Wendy Reiter, Director Security and Emergency Preparedness 
SUBJECT:  Airport Security Screening Partnership Program 

SYNOPSIS 
Secure and efficient screening at Seattle-Tacoma International Airport (Sea-Tac Airport) is a
top priority for port management as passenger volume continues to increase year over year, and
especially during busy summer travel months. Airport staff continues to investigate a wide
range of operational efficiencies to improve line management and passenger handling prior to
the security screening conducted by Transportation Security Administration (TSA) personnel.
With increasing numbers of passengers, concerns remain regarding the Transportation Security
Administration's ability to adequately staff checkpoint lanes causing unreasonable delays for
Airport passengers. Port management considers this both a customer service issue as well as a
possible security vulnerability. 
At the Commission meeting on April 26, staff will discuss a range of options to improve
passenger screening at Sea-Tac Airport, including operational changes and efficiencies,
increased personnel and the Transportation Security Administration Screening Partnership
Program (SPP). External speakers will provide additional context to the Commission on SPP. 

OPERATIONAL EFFICIENCES 
Beginning in March, airport staff has implemented additional measures in response to increased
wait times leading up to screening checkpoints.
Arranging Pathfinders to arrive and begin working earlier, in advance of morning
schedule peaks. 
Arranging canine units to begin earlier, in response to morning schedule peaks. 
Instituting an operational staff team to balance flow across the five checkpoints staffed
each morning and move passengers where there is more capacity. 

INCREASED PERSONNEL 
Hiring additional Pathfinders, customer service positions who interface with passengers
and keep lines organized. 

Template revised May 30, 2013.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
April 12, 2016 
Page 2 of 5 
Adding more volunteers to the Airport Volunteer program and increasing use of Airport
volunteers throughout the day, especially during schedule peaks. 
Hiring contractor services to manage the lines at the screening checkpoint, freeing up
TSA agents to perform more screening work. 
Conducting a LEAN process to determine efficiencies in passenger divesting processes. 
Reviewing procedures at other airports for other program improvements and
efficiencies. 

SCREENING PARTNERSHIP PROGRAM 
TSA maintains a presence at all Federalized Airports regardless of whether the screening is
conducted by federal employees or the workforce of a qualified private screening vendor. 
Every airport is different and it is up to the airport operator to make a decision as to
whether to use federal screeners or contract with qualified vendor who provides the
screener workforce. 
The Federal Security Director (FSD), a TSA executive, remains responsible for overall
security at the airport and stakeholder engagement/management. 
The FSD/staff continue to conduct inherently governmental functions such as regulatory
compliance, TSA led canine teams, Transportation Security Explosives Specialists. 
Airports are not allowed partial opt-outs. Airports will have to choose both checkpoint
and baggage screening. 
Under the SPP program, TSA regulations cap the SPP cost at agency cost, so the contractor 
receives the same budget allocation that TSA receives. Approximately 85% of the cost is in
wages, which may limit a vendor from hiring more officers than is currently allocated (vendors
are required to compensate the screeners at a level equal or greater than Federal screeners). 
TSA solicits for screening services under Federal Acquisition Regulations, selects the
vendor, and awards the contract 
The airport authority does not participate in the source selection as it is an inherently
governmental function as defined by OMB for all Federal agencies 
The screening vendor works for TSA and not the airport authority 
On average it takes 18 month from receipt of application until private screeners are in
place. TSA has 120 days to approve an application, 12 months from receipt of application
to award a contract, and a 6 month transition period for an airport of Seattle-Tacoma's size. 
SPP vendors must comply with all TSA Standard Operating Procedures and Operational
Directives to include enhanced pat downs and Advanced Imaging Technology. 
SPP vendors must use TSA provided screening technologies and cannot use their own.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
April 12, 2016 
Page 3 of 5 

Private security screening companies are subject to the same security screener hiring
restrictions and challenges as the Federal government. 
Contract security screener candidates receive the same security background and
medical checks as prospective Federal security screeners 
Hiring and retention are affected by the airport's local economy 
Contract screeners must attend all TSA provided training to include training
administrated at FLETC 

BACKGROUND 
Congress, through the Aviation and Transportation Security Act (ATSA) which created the
Transportation Security Administration (TSA), mandated a Security Screening Pilot Program to
be conducted at 1 airport from each of the 5 risk categories (CAT X, I, II, III and IV). 
In accordance with ATSA, the pilot program, called Private Pilot Five (PP5), was designed to
evaluate the efficacy of screening of passengers and baggage performed by a private company
under contract to and in accordance with TSA standards. 
The five airports selected to participate in the pilot were: San Francisco International, CA
(SFO); Kansas City International, MO (MCI); Greater Rochester International, NY (ROC);
Jackson Hole, WY (JAC); and Tupelo Regional, MS (TUP). 
Of note, all of the PP5 airports elected to continue to have screening provided by a private
provider after the pilot rather than converting to a Federal screening workforce after the
pilot, which was an option in accordance with ATSA. 
ATSA also called for TSA to create a Security Screening Opt-Out Program, which became
the Screening Partnership Program (SPP). 
In accordance with the program, airport operators could apply with TSA to have
screening of passengers and baggage performed by a qualified private screening
company. 
The screening of passengers and property at an SPP airport is carried out by the
screening personnel of a qualified private screening company under a contract entered
into with the TSA (TSA pays the costs of screening). 
TSA provides a Federal Security Director to oversee screening at each airport
participating in the program. 
The qualified private screening company will provide compensation and other benefits
to such individuals that are not less than the level of compensation and other benefits
provided to Federal Government personnel. 
The TSA determines and certifies to Congress that the private screening company is
owned and controlled by a U.S. citizen.



COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
April 12, 2016 
Page 4 of 5 
The level of screening services and protection provided at an SPP airport must be equal
to or greater than the level that would be provided at the airport by Federal Government
personnel. 
The TSA may terminate any contract with a private screening company if the agency
finds that the company failed repeatedly to comply with any standard, regulation,
directive, order, law, or contract applicable to the hiring or training of personnel to
provide screening. 
As some airports raised concerns about liability, ACI-NA asked Congress to strengthen the
protections in law for SPP participants. Current Federal law stipulates that: 
Notwithstanding any other provision of law, an operator of an airport shall not be liable
for any claims for damages filed in State or Federal court (including a claim for
compensatory, punitive, contributory, or indemnity damages) relating to: 
o  (1) such airport operator's decision to submit an application to the Secretary of
Homeland Security under subsection (a) or section 44919 or such airport
operator's decision not to submit an application; and 
o  (2) any act of negligence, gross negligence, or intentional wrongdoing by 
(A) a qualified private screening company or any of its employees in any
case in which the qualified private screening company is acting under a
contract entered into with the Secretary of Homeland Security or the
Secretary's designee; or 
(B) employees of the Federal Government providing passenger and
property security screening services at the airport. 
o  (3) Nothing in this section shall relieve any airport operator from liability for its
own acts or omissions related to its security responsibilities, nor except as may
be provided by the Support Anti-Terrorism by Fostering Effective Technologies
Act of 2002 shall it relieve any qualified private screening company or its
employees from any liability related to its own acts of negligence, gross
negligence, or intentional wrongdoing. 
In accordance with the FAA Modernization and Reform Act of 2012, TSA has 120 days
after receipt of an application from an airport to approve or deny the application. 
o  TSA must approve an application from an airport if the agency determines that the
approval would not compromise security or affect the cost-efficiency or the
effectiveness of the screening of passengers or property at the airport (all
applications have been approved). 
o  If TSA denies an application, the agency must provide to the airport and Congress,
within 60 days after the date of the denial, a written report that details: the findings
that were the basis for the denial; the results of any cost or security analysis
conducted in considering the application; and recommendations on how the airport
can address the reasons for the denial. 
In late 2015, the Government Accountability Office (GAO) issued a report Screening
Partnership Program: Improved Cost Estimates Can Enhance Program Decision Making



COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
April 12, 2016 
Page 5 of 5 
indicating that SPP costs between two and nineteen percent less than TSA's estimated costs,
with an average savings of eleven percent. 
Currently, there are 22 airports participating in SPP 
o  https://www.tsa.gov/for-industry/screening-partnerships 
Airport operators considering whether to participate in the program met with their counterparts
at SPP airports to inquire about the program. 
Representatives at SPP airports report: better customer service, more involvement in
staffing-related decisions and ability to provide input. 
o  Page 3 of Mark VanLoh's testimony before the House Committee on Homeland
Security provides a detailed list of SPP program benefits. 
ATTACHMENTS TO THIS BRIEFING 
Presentation slides 
Mark VanLoh testimony 
2015 GAO report on Screening Partnership Program 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
April 12, 2016  The Commission received a presentation on the Transportation
Security Administration's plans for passenger screening for summer 2016.