4c
PORT OF SEATTLE MEMORANDUM COMMISSION AGENDA Item No. 4c ACTION ITEM Date of Meeting July 12, 2016 DATE: July 5, 2016 TO: Ted Fick, Chief Executive Officer FROM: Dave Wilson, Chief Aviation Technologist Peter Garlock, Chief Information Officer SUBJECT: Passenger Flow Information System (CIP #C800709) Amount of This Request: $1,331,000 Source of Funds: Airport Development Fund Est. Total Project Cost: $1,331,000 Est. State and Local Taxes: $28,000 ACTION REQUESTED Request Commission authorization for the Chief Executive Officer to (1) proceed with the Passenger Flow Information System project; (2) procure required hardware, software, vendor services, and maintenance; and (3) use Port staff for implementation, for a total project cost not to exceed $1,331,000. SYNOPSIS As passenger enplanements continue to grow the collection and use of real time passenger movement data is critical for operations and effective customer communication. The Airport Passenger Flow Information project will utilize a variety of technologies to predict and record traffic flow at Security Checkpoints. This will allow us to efficiently adjust staffing levels, better inform TSA, and provide valuable information to passengers concerned about making their flight. This project will procure a passenger flow information system via a competitive procurement and install for Airport security checkpoints 2 through 5. Checkpoint 1 is currently used only for training and airline personnel. Information & Communication Technology (ICT), Aviation Maintenance, and Port Construction Services (PCS) resources will complete the project. BACKGROUND Data from the 2011 to 2015 Airport Service Quality (ASQ) survey indicates that waiting time at security checkpoints is consistently one of the most important service items among the 28 items measured. The ASQ also shows that Sea-Tac Airport is rated lower for this service item than most comparable domestic airports. In addition, service at security checkpoints consistently Template revised May 30, 2013. COMMISSION AGENDA Ted Fick, Chief Executive Officer July 5, 2016 Page 2 of 5 ranked in the top five complaints at Sea-Tac Airport from 2011 to 2015, as collected in the Port of Seattle Comment Tracking System. Through the security checkpoint task force, formed to improve wait times for Sea-Tac, an effort was launched to provide manually calculated wait times on existing flight information displays and the Airport Wi-Fi introductory page. The information is also available to external partners via a data feed. These wait time estimates have a 15 minute range, are only available during peak hours, and require dedicated staff to log the information. PROJECT JUSTIFICATION AND DETAILS Good customer service is an important Airport strategy and checkpoint wait times have one of the biggest impacts on our traveling public. With record increases in passengers expected in 2016, checkpoint processing has ballooned to over an hour during peak times. This increases the anxiety and frustration of all passengers. Project Objectives Provide accurate security checkpoint wait times to: Lessen the apprehension felt by many passengers when faced with long lines and uncertainty on whether they will make their flight. Allow travelers to self-select their preferred checkpoint to better balance queues. Provide real-time queue measurements and statistics to airport staff to enable them to better respond to wait times resulting in negative customer service impact; and trending data used to measure the benefits from performance improvement process changes. Scope of Work Procure and install an automated passenger flow system that will track the density and movement of passengers using a system of cameras and other sensors. Development of a new feature for the SeaTac Mobile Application, currently in development, that will provide users the current wait times for the 4 security checkpoints. Update the current wait time displays and data feed to reflect the automated content. Schedule Commission Approval July 2016 Procurement Complete January 2017 Project Complete March 2018 Revised March 28, 2016 pjw COMMISSION AGENDA Ted Fick, Chief Executive Officer July 5, 2016 Page 3 of 5 FINANCIAL IMPLICATIONS Budget/Authorization Summary Capital Expense Total Project Original Budget $1,000,000 $0 $1,331,000 Budget increase $215,000 $116,000 $331,000 Revised budget $1,215,000 $116,000 $1,331,000 Previous Authorizations $0 $0 $0 Current request for authorization $1,215,000 $116,000 $1,331,000 Total Authorizations, including this request $1,215,000 $0 $1,331,000 Remaining budget to be authorized $0 $0 $0 Total Estimated Project Cost $1,215,000 $116,000 $1,331,000 Project Cost Breakdown This Request Total Project Hardware $48,000 $48,000 Software license and vendor services $300,000 $300,000 Equipment installation $525,000 $525,000 Software configuration and testing $310,000 $310,000 Permitting $0 $0 State & local taxes (estimated) $32,000 $32,000 Total Capital $1,215,000 $1,215,000 RMM $106,000 $106,000 Training $10,000 $10,000 Total Expense $116,000 $116,000 Budget Status and Source of Funds Total project costs are estimated to be $1,331,000 which includes capital funds of $1,215,000 and $116,000 for regulated materials management (RMM) and training. $1,000,000 in funding for this project was included in the 2016-2020 capital budget and plan of finance. The remaining $215,000 for the capital funding will be transferred from the aeronautical allowance CIP (C800404) to the project (C800709) resulting in no net change to the Aviation Division capital budget. Revised March 28, 2016 pjw COMMISSION AGENDA Ted Fick, Chief Executive Officer July 5, 2016 Page 4 of 5 Financial Analysis and Summary CIP Category Renewal/Enhancement Project Type Technology Risk adjusted discount rate N/A Key risk factors N/A Project cost for analysis $1,331,000 Business Unit (BU) Terminal Building Effect on business performance N/A IRR/NPV N/A CPE Impact $. 01 Lifecycle Cost and Savings Maintenance and support for this system is estimated at $75,000 annually which includes $35,000 in Port Labor and $40,000 for the software license and parts. This will be budgeted in the ICT and Aviation Maintenance Operating Budgets. STRATEGIES AND OBJECTIVES This project will support the following Century Agenda and Aviation Strategic Goals. Advance this region as a leading tourism destination and business gateway Meet the region's air transportation needs at Sea-Tac Airport for the next 25 years Position the Puget Sound region as a premier international logistics hub As passenger numbers grow and congestion at security checkpoints increases, the traveler experience at Sea-Tac gets more frustrating. The dissemination of security checkpoint wait times is an important customer service initiative to alleviate anxiety and balance checkpoint queues. ALTERNATIVES AND IMPLICATIONS CONSIDERED Alternative 1 Continue to display wait times using manually collected data Cost Implications: $60,000 per year Pros: (1) Capital and expense funds of $1,331,000 can be allocated to other projects Cons: (1) Wait times will rely only on the estimates from airport staff and will not get more granular than 15 minute increments. (2) It is not realistic that staff are allocated 24 hours per day so wait times would only be available during peak periods. Since travelers will check wait times no matter their traveling hours, it will be important to have this information at all times. (3) The collection of manual data for wait time display is new and not yet fully validated in a production environment. Revised March 28, 2016 pjw COMMISSION AGENDA Ted Fick, Chief Executive Officer July 5, 2016 Page 5 of 5 This is not the recommended alternative. Alternative 2 Procure an automated passenger wait time information system Cost Implications: $1,331,000 Pros: (1) Information from an automated wait time calculation covering 24 hours will provide the best customer service experience for travelers moving through our security checkpoint areas. (2) Resources previously dedicated to manually collecting wait times can be allocated to positions with a greater impact on customer service. Cons: (1) Equipment for this technology is extensive and will require the installation of camera or other sensors in the areas that are already congested. While every effort will be made to minimize disruptions during deployments, there may be unavoidable impacts to operations. This is the recommended alternative. ATTACHMENTS TO THIS REQUEST None. PREVIOUS COMMISSION ACTIONS OR BRIEFINGS June 25, 2013 A request for authorization to move forward with a security checkpoint wait time project was postponed for further consideration. It was later deferred by Airport Management. Revised March 28, 2016 pjw
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