Attachment 7b attach for Regular Meeting held May 26, 2015 1:00PM at SEA

7b attach

Item No.: 7b Attach
Meeting Date: May 26, 2015

2016 AVIATION DIVISION BUSINESS PLAN
May 20, 2015
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/NEW INITIATIVES
Complete 16C/34C Phase 2 by Q3 2016
Complete Sustainable Airport Master Plan environmental review by Q4 2016
Complete construction of NorthSTAR program and International Arrivals Facility
Begin remote handstand aircraft loading/unloading by Q2 2016
Renegotiate and gain approval of a revised Port of Seattle / City of SeaTac Interlocal
Agreement (ILA) prior to expiration of current ILA
Fully implement Quality Jobs Initiative policies and programs
Implement Airport Dining and Retail (ADR) Master Plan, including infrastructure
upgrades, lease phasing strategy and new competitive solicitations and resulting leases.
Adjust security operations and invest in new facilities to remain in compliance with
evolving TSA requirements related to employee screenings
Prepare in 2016 and develop in 2017 the successor lease or resolution to the current
Signature Lease and Operating Agreement
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.

2016 Aviation Business Plan

V. DIVISION DESCRIPTION
The Port of Seattle owns and operates Seattle-Tacoma International Airport, the 13th largest
airport in the U.S. in 2014 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
The historical volatility of the earnings of the U.S. airline industry has stabilized. After losing
money in seven out of nine years from 2001 2009, the industry was profitable in 2014 for the
fifth year in a row. According to Airlines For America, airline profits have translated into the
highest level of capital spending in fourteen years. Airline domestic capacity in 2015, as
measured by available seats, is reaching its highest level in seven years, and international seats
are at an all-time high. Demand for air travel is driven by an expanding economy, employment
growth, rising personal income and higher consumer sentiment.
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, Hawaiian and Virgin America constitute the next largest group of
commercial carriers. Ultra-low-cost carriers such as Spirit, Frontier and Allegiant make up
another group, although these carriers have a very small presence at Sea-Tac airport.
At Sea-Tac Airport, in 2014, domestic enplaned passengers grew at 7.8% while international
grew at 6.8% for a total growth of 7.7%. For 2014, international enplaned passenger made up
10.2% of total passengers. For 2014, Alaska Air Group was the largest carrier at Sea-Tac,
accounting for 51.5% of enplaned passengers, followed by Delta with 15.6%, United with 8.2%
and Southwest with 8.0%. Looking at just international enplaned passengers, Delta was the
largest carrier with 28.2% of the total, followed very closely by Alaska Air Group with 27.9%,
British Airways with 6.5% and Emirates with 5.5%.

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VII. BUSINESS ASSESSMENT/DRIVERS

The 2016-2020 Seattle-Tacoma International Airport Business Plan responds in significant part
to four new challenges that were not nearly so apparent a year ago. While a substantial portion
of the business plan is comprised of longer-term objectives and action plans updated from the
previous year, there are also critical new elements addressing four key issues or trends, each
driving new or more urgent initiatives. These drivers are:
1. The dramatic growth in passengers and airfield operations;
2. The accelerating pace of passenger and airline reliance on, and expectations for, mobile
technology;
3. The emerging new facility requirements in the near-, medium-, and long-term to
respond to current airline activity and the long-lead-time facilities identified by the
Sustainable Airport Master Plan; and
4. Changes in federal security requirements, resulting from recent events at other airports,
which will require increased attention to employee screening and, over time, may lead
to 100% employee screening.
Traffic Growth
After experiencing enplaned passenger growth of 7.7% in 2014, Sea-Tac is conservatively
anticipating growth of approximately 10% in 2015. (The airport experienced 13.1% passenger
growth in the first quarter of 2015.) This would be the fastest rate of growth since 1994-1995
and is due to a combination of a strong local economy, population growth (in 2013, Seattle was
the fastest growing U.S. city among the 50 largest), and a strategic decision by Delta to make
Sea-Tac a gateway international hub. To date, in spite of the dramatic increase in operations and
passengers, we have not seen an appreciable decrease in load factors, which is an indicator that
sustained growth at the airport will continue.
The Sustainable Airport Master Plan (SAMP) activity forecast (completed in Q3 2014) indicates
that the region's economy will drive passenger growth of 3.8% for 2014 2018 and 3.2% for
2018 2023. Assuming that growth will revert to the mean, the business plan is based on an
expectation that 2024 enplanements equal those projected in the SAMP forecast (25.9 million).
However, the exceedingly high current growth rates suggest that that projection may be
conservative to a fault.
The current 2015 - 2019 capital program totals $1.7 billion and includes four major projects:
reconstruction of runway 16C/34C, the NorthSTAR program including the expansion of the
North Satellite, the baggage optimization project, and the International Arrivals Facility (IAF).
While both the IAF and the North Satellite expansion project (part of NorthSTAR) will add
important capacity when complete, both will require that gates be taken out of service for
extended periods of time. The unexpectedly fast growth rates and the loss of gate capacity
means that gate shortages at peak periods will drive the need for off-gate operations (remote

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loading and unloading of aircraft) much sooner than originally anticipated. This is now an
urgent challenge.
Technology Demands
Both our airline partners and our passenger customers are utilizing various technology devices at
an accelerating pace. For example, airlines are moving to (1) mobile devices for passenger
processing and (2) cameras in their ramp areas to monitor and manage aircraft movements,
loading and unloading. We anticipate that within a few years, airlines will make far greater use
of passenger self- bag tagging and centralized common use bag drop. All of these technological
solutions will help the airport get higher passenger throughput in the terminal and faster aircraft
processing on the ramp essentially increasing the capacity of the terminal complex more costeffectively
than adding more terminal facilities.
In addition, the density of passengers' laptops, tablets, and smart phones is putting increased
pressure on our communications infrastructure. We also anticipate the opportunity and the
customer service benefit of (1) dynamic (interactive) signage which will provide passengers far
better information, specific to their actual interest or query and (2) using dispersed technologies
(e.g., i-beacons) and/or an airport "app" that will meet the needs of the ever-growing passenger
expectation for smart phone-based information.
Meeting both the airlines' and passengers' technology needs and expectations will require
careful attention to, and investment in, technology infrastructure.
Sustainable Airport Master Plan and Current Growth: Confluence of Long-term and Immediate
Needs
The fast growth noted above (even as it slows over the next couple years) indicates that, even
after adding eight gates at the North Satellite, Sea-Tac will still be in need of additional gate
capacity. The evolving master plan has identified the likely location of those gates but it will
take close to a decade to build the permanent facilities. To meet the increased airline activity in
the meantime, the airport must provide off-gate aircraft parking positions at which airlines will
enplane and deplane passengers. Current estimates that in 2021 even after we have added eight
new gates at the North Satellite the airport may need as many as 13 remote aircraft parking
positions to handle peak hour operational needs. The preferable approach to this unfortunate
need would be to have a temporary remote "terminal" or hold rooms to which departing
passengers could be bused and from which they would proceed to their aircraft. There is more
space for this remote activity to the north of the North Satellite, and it appears that a former
cargo building (now under Port control) would be the best location for such a temporary remote
terminal.
A cross-functional team is now evaluating options and we anticipate briefings to and a request
for authorization of the Commission later in 2015. The first several years of the 2016-2020
business plan period will involve considerable work to provide these "bridging" facilities and to
reduce to the degree possible the negative customer service implications of keeping up with the
extraordinary current growth.

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The evolving Sustainable Airport Master Plan (SAMP) has identified the need for a new North
gate complex. Due to limited airfield accessible space, the cargo and commercial activities now
in the footprint of these future gates will need to be moved. This will potentially drive the need
to develop the South Airport Service Area (SASA). Staff is examining ways to put off the need
for SASA until it is necessary.
In addition, with the early 2016 identification of preferred alternative of SAMP, detailed
planning and definition of near-term projects will get underway in 2016, so that the projects can
proceed to design as early as possible.
In all likelihood the airport capital program will not ramp down after the completion of the
current project but, in fact, ramp up after 2020. While the bulk of the spending will be outside of
the time frame of this business plan, it will be critical to plan and design the initial elements very
soon. This, of course, will require substantial work on the financial plan for these investments.
Finally, as master planning team engages the community to ensure we understand their concerns
and appropriately plan for mitigation of impacts, it will be critical that, in collaboration with
these stakeholders, we identify economic development opportunities associated with the growth
of the airport. The near-in communities are closest to the impacts of a major facility that benefits
the entire region. It is incumbent on us to identify opportunities to promote economic benefit for
these communities.
Change in Security Threat at Federal Level Increased Threat
As a result of recent events that have highlighted the vulnerability that and individual with an
airport issued badge may introduce weapons or explosives onto an aircraft, the Transportation
Security Administration (TSA) has issued two security directives related to criminal history
background checks and ensuring that all airline employees go through security screening prior to
travel. In addition, the TSA has provided guidance on on-going random searches of airport
employees. More importantly, there are many voices suggesting that 100% employee screening
be mandatory.
The cost and operational changes associated with the recent new direction is relatively modest.
However, should 100% employee screening be mandated, the airport would need to make
significant new investments at doors between non-secure and secure parts of the terminal
building and at gates along the fence-line. In addition, increased employee screening and any
reduction in airfield or access points in the terminal (to reduce the capital and operating expenses
associated with 100% screening) would significantly affect employee productivity and
commerce.

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VIII. CHALLENGES AND OPPORTUNITIES
The four major drivers noted above create significant challenges and/or new capital or operating
expenses in 2016 and the remainder of this business plan period. Following are several of the
most significant challenges and opportunities for the upcoming five-year period:
1. Complete detailed planning and definition of the near-term projects identified in the Master
Plan as early as possible in order to prepare for timely construction of critical path projects.
2. Design and construct the "immediate," interim remote aircraft loading/unloading facilities as
well as procurement of additional buses and associated aircraft loading equipment to ensure
the best customer service possible prior to completion of adequate gate capacity.
3. Update and/or refurbish critical customer service facilities to adequately meet the accelerated
increase passenger throughput in the terminal (e.g., restrooms, communications
infrastructure, etc.).
4. Accelerate the schedule for the baggage optimization project and add interim facilities
development in light of the far greater baggage activity associated with high passenger
growth.
5. Provide additional staffing to keep up with these increased passenger loads (e.g., janitorial).
6. Provide required (by the Transportation Security Administration) employee screening
infrastructure and staffing in light of new and still-evolving federal directives.
7. Complete the Sustainable Airport Master Plan environmental review by Q4 2016.
8. Finalize and implement updated Port of Seattle / City of SeaTac Interlocal Agreement by
February 2016.
9. Complete construction of the International Arrivals Facility in 2019 and the reconstruction of
the North Satellite by 2020.
10. Complete Phase 2 of the South Satellite interior improvements in 2016 and begin design of
the full refurbishment (similar to North Satellite project) in 2017.
11. Prepare in 2016 and finalize in 2017 the successor resolution or lease to the Signature Lease
and Operation Agreement III.
12. Increase non-airline revenues to help fund capital program.

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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 9: Increase Air Cargo tonnage by 20% to a total of 364,000
metric tons in 2020, in line with the Century Agenda.
Make Sea-Tac Airport the west coast "Gateway of Choice" for international travel
Strategy 1.2, Objective 5: Commence operations from new International Arrivals
Facility (IAF) by December 31, 2019.
Double the number of international flights and destinations
Strategy 1.2, Objective 10: Add four new international airline routes by 2019.
Meet the region's air transportation needs at Sea-Tac Airport for the next 25 years
Strategy 1.2, Objective 2: Complete the Sustainable Airport Master Plan (SAMP) to
meet the needs of our tenants, passengers and regional economy for the next 20 years.
Strategy 1.2, Objective 6: Complete all NorthSTAR program improvements by Q2 2020.
Strategy 1.2, Objective 7: Identify and plan for all necessary long-term refurbishments in
the South Satellite.
Strategy 1.2, Objective 8: Increase productivity of existing terminal facilities.
Strategy 1.2, Objective 11: Renew aging landside infrastructure.
Strategy 1.2, Objective 13: Provide an efficient and updated baggage system that
incorporates new technology and efficient conveyor systems necessary to improve system
performance and allow for future expandability to 66 MAP.
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, Objective 4: Implement, administer and monitor Aviation Division programs
that support Port-wide workforce development strategies and Commission Quality Jobs
policies.
Increase workforce training, job and business opportunities for local communities in
maritime, trade, travel and logistics
Strategy 7, Objective 5: Contribute to Port-wide small business goals by facilitating
access to Aviation Division opportunities for local businesses.

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Meet all increased energy needs through conservation and renewable sources
Strategy 4, Objective 4: Implement conservation practices that will reduce natural gas
usage and 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, Objective 6: Water Quality: Contribute to the restoration of Puget Sound and
local receiving waters by providing water quality treatment, flow control, and using green
stormwater infrastructure (where feasible) for airport industrial stormwater.
Reduce air pollutants and carbon emissions
Strategy 3, Objective 2: Air Quality and Climate Change: 1) Reduce airport owned and
controlled greenhouse gas emissions by 15% below 2005 levels by 2020 and 50% by
2035; 2) Reduce aircraft-related greenhouse gas emissions by 25% below 2005 levels by
2035; 3) Increase the percentage of passengers accessing the airport via environmentallypreferred
modes of transportation from 60% in 2014 to 70% in 2020; and 4) Reduce air
pollutant emissions by 50% from 2005 levels by 2037.
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 aligned with these values will be updated and refined based on the Port-wide
strategies that are under development.
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, 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 2020.
Strategy 4, Objective 6: Manage financial activity to achieve targeted metrics.
Strategy 5.0: Maximize non-aeronautical net operating income (NOI) consistent with
current contracts, appropriate use of airport properties and market demand.
Exceed Customer Expectations
Strategy 2.0: Become one of the top customer service airports in North America.
Strategy 2.0, Objective 2: Achieve Top 5 ranking among 25 selected North American
peers in 2020 ACI Airport Service Quality (ASQ) survey.

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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 an excellent international airport by ensuring safe and secure operations.

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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,
taxi-lane and apron area surface incidents and Part 139 discrepancies.
Performance Measure Performance Target Actions
Reduce Wildlife Strikes Increase raptor relocation activities from
to 20 per 100,000 aircraft 30 to 90 annually 2016-2020 utilizing
operations 2016-2019. existing operating expense budget
Upgrade radar sensors to extend
2012 baseline:25/100,000 avian radar coverage of the airfield
2013:22/100,000 by Q4 2017.
2014:18/100,000 o Tri-party funding from FAA,
Southern Illinois University and
SeaTac for $192,000 each. New
expense funds of $96,000
required for years 2016 and 2017.
Evaluate integration of Avian Radar
and Foreign Object Debris radar
systems to include surface detection
coverage by Q2 2016 utilizing
existing staff resources
Evaluate ability to negotiate
agreements with local jurisdictions
and cell-tower owners within 5-miles
of SEA to prevent nesting of ospreys
and eagles on such structures.
Existing operational budget.
Analyze historical avian radar data
for bird trend distributions by Q4
2017
o Operating expense budget
Reduce Non-movement Amend Rules and Regulations,
area surface incidents to Ground Service Provider Licensing
24 per 100,000 aircraft Agreements by Q1 2016 based on
operations in 2016. 2015 review of non-movement area
risk profile.
2012 baseline:25/100,000 Expanded drivers training at time of
2013: 33/100,000 badge renewal by Q1 2016.
2014: 26/100,000 Integrate Airfield Incident Reporting
System (AIRS) with Safety
Management System by Q4 2016.
Automate ramp insurance validation
at airfield access points utilizing new
ID Access badging software to ensure
only insured vehicle operators are
allowed access to Airport Operations

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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,
taxi-lane and apron area surface incidents and Part 139 discrepancies.
Performance Measure Performance Target Actions
Area by Q1 2016.
o CIP 800066
Install automated gate Complete Gates A5, D10, D11, for a
docking systems and gate cost of $3M by Q4 2017
operating system at o New capital funds
specific gates.
Incur zero FAA Airport Conduct monthly special inspections
Certification based on specific FAA areas of focus
discrepancies during beginning Q1 2016.
annual inspections. o existing staff resources
Remove all trees newly identified as
2012 baseline: 0 obstructions to navigation and safety
2013: 2 of flight beginning by Q2 2016
2014: 3 through 2018.
2015: 2 o New $1.6M operating expense
budget
Comply with all Implement all Safety Actions to be defined following
anticipated FAA Safety Management System anticipated issuance of FAA
Management System (SMS) regulatory SMS regulations in June 2015 with
(SMS) regulations requirements within implementation in 2016.
published FAA timeline
Foreign Object Debris Reduce FOD incidents. Install state of the art FOD camera
(FOD) Incidents system integral with 16C/34C.
Objective 2: Increase overall runway availability during snow events.
Background: 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 2: Increase overall runway availability during snow events.
Performance Measure Performance Target Actions
Runway availability Two of the three runways Procure 4 combination plow/ brooms
remain open during snow by Q4 2016
events representative of o $2.5M under new CIP
typical average
occurrence

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Objective 3: 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
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 3: Increase airline departure rate during snow events through centralized deicing
facilities.
Performance Measure Performance Target Actions
FAA Hourly Aircraft Increase departure rate Complete work plan and schedule for
Departure Rate during snow events from consolidation of deicing fluid and
2012 baseline of 14 per aircraft application by Q1 2016.
hour to 18 per hour while Establish location for centralized
providing an glycol storage and distribution facility
uninterrupted supply of following Master Plan siting decision
glycol to all Sea-Tac Q1 2016.
airlines. Negotiate agreement for development
and land lease for consolidated
2012 baseline: 14/hour facility with existing Sea-Tac Fuels
2013: 14/hour airline consortium by Q3 2016.
2014: 14/hour o existing staff and Master Plan
resources
Complete preliminary design of
centralized common use deicing pads
by Q3 2017.
o New CIP and Budget TBD
Objective 4: 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.

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Objective 4: 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.
Lower floating lids on fuel farm tanks
to increase on-hand inventory by 1.5
days' supply, by Q1 2016.
Add three truck offload positions by
Q4 2016.
Objective 5: Mitigate risk of security breaches and associated downtime.
Background Approach : Sea -Tac has maintained an essentially flawless record with TSA
compliance and addressing security anomalie s. Projected airport growth and rapid technology
advancements drive the need for c ontinuous analysis of how to utilize available technology to
maintain compliance.
Objective 5 : Mitigate risk of security breaches and associated downtime.
Performance Objective Performance Target Actions
Reliable, transparent, Standardized system of Identify all components related to
user-friendly security security technologies airport security system and set
system standards for new construction
(CCTV, alarms, sensors, locks, etc.)
Q4 2016
Exit lane controls All five main passenger Seek TSA/Congressional funding for
exits have exit technology automated Exit Lane Breach Control
that provide proven, technology
continuous monitoring, Modify prototype exit with third door
detection and control by Q4 2015
(2015-2018) through TSA
funding
TSA redeploy staff
stationed at exits to
screening functions

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Objective 6: 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.
Background: Any significant disruption to the Airport's routine functions can have a substantial
negative impact on the Port and region. The Port must be able to respond to and recover from
emergencies effectively and efficiently.
Objective 6: 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.
Performance Objective Performance Target Actions
Develop new Port-wide Analyze common Conduct assessment of common
COOP plan that infrastructure risks that infrastructure needs Q1 2016
addresses the most could affect COOPs (e.g. Work with key stakeholders to build
critical functions required ICT, Communications, common infrastructure COOP plan
across departments and Power) (e.g. ICT, Maintenance) Q2 2016
refine department level
plans
Assess all department Review all existing COOP plans Q3
COOP plans. 2016
Ensure plans address Provide guidance on needed
potential risks to their corrections Q4 2016
assumptions (assume
VPN works permitting
work from home)
Agency emergency plans Emergency Preparedness Assess each plan for currency of
accurately define Port and Response Plans are content, applicability and consistency
and staff actions and identified, cataloged and of information. Q4 2015
capabilities deconflicted Revise and adopt plans Q2 2016

Port staff are prepared to Port staff readiness is Schedule and manage personal
support emergencies as assessed and training and preparedness events
needed exercising activities are Deliver instruction that continually
provided builds ECC staff knowledge and
skills. Q4 2016
Execute tabletop exercises focused on
Implement IEMC
response, COOP, and recovery that
recommendations for
involve field, ECC and Policy
developing Policy Roomcomponents.
Starting Q2 2015
Level techniques for
leveraging POS
Executive's abilities

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Objective 6: 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.
Performance Objective Performance Target Actions
during an emergency
Port emergency radio Emergency radio system Monitor direction and progress of
system is fully functions for Port region wide radio upgrade program
operational emergency responders led by King County. 2016
and is interoperable for Determine what elements of Port
responders from adjacent radio system must be upgraded to
mutual aid jurisdictions maintain coverage and operability
across region to define Port project
scope and cost. Q3 2017
o Budget TBD
Request authorization to upgrade
Port radio system (anticipate handheld
radios and tower antennas). Q1
2018
o Budget TBD

Strategy 1.2: Operate a world -class international airport by anticipating and meeting needs of
tenants, passengers, and the region's economy.
Objective 1: Plan, design and construct interim facilities to accommodate exceptional growth.
Background: Sea- Tac was the fastest -growing large hub in the United States in 2014 with
passenger traffic increasing 7.7%. Through the first quarter of 2015, SEA continued to
experience exceptional growth as passenger enplanements measured 13% year over year.
International traffic grew at 16.2% and domestic traffic 12.7%. This growth equates to a million
additional passengers in the first quarter of 2015. Annual growth for 2015 is conservatively
anticipated to be approximately 10%. Indications are 2016 may also see high growth rates.
Given this rapid rate of expansion, Sea -Tac must expeditiously plan, design, and construct
interim facilities to accommodate customer needs until current capital projects and longer-term
Sustainable Master Plan development can be delivered.
Objective 1: Plan, design, and construct interim facilities to accommodate exceptional growth.
Performance Measure Performance Target Actions
Available aircraft gates Convert 2 wide body Aircraft configuration and design
in service aircraft parking positions completed Q1 2016. Construction
to alternately completed Q4 2017.
accommodate 3-5 o New CIP, $12.5M
narrow-body aircraft
positions during periods
of non-peak international

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Objective 1: Plan, design, and construct interim facilities to accommodate exceptional growth.
Performance Measure Performance Target Actions
activity at South Satellite
by 2017.
Wide-body departures Convert C15 to a wide-body gate by
from Concourse C. Q2 2017.
Complete ramp marking design and
aircraft fit test by Q4 2016.
Routine daily aircraft Provide associated ramp Concourse B hold-room design Q3
hardstand operations level hold-room space at 2016.
Concourse B by Q2 Construction complete Q2 2017
2017. o $4.5M. CIP 80076
Provide ramp level hold- Concourse C hold-room design 2016.
room space in Concourse o Budget and CIP TBD
C by 2018
Additional remote Implement short-midterm solutions as
terminal locations identified by RS&H study and
identified. SAMP.
Contract new IDIQ for gate planning
layout with new operating expense
funds.
Procure additional over the ramp
bussing and related equipment based
on analysis completed in 2015.
o New CIP, Budget TBD, Q4
2016.
Identify additional operational costs
associated with remote operations
facilities, busses, and other
equipment.
o New CIP, Budget TBD, Q4
2016.
Safe and efficient Wait times equal to or Procure additional busses by Q4 2016
passenger transportation, less than 5 minutes. based on 2015 analysis.
Rental Car Facility/Main
Terminal

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Objective 2: 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 2: 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
approved for construction March, 2016
Complete Environmental review and
FAA approval of the ALP by Q1,
2017
Prepare advanced planning
documents for detailed planning
needed to define and efficiently
implement SAMP: Terminal, Gates,
Landside, Airfield Capacity, Airline,
Airline Support, Cargo, and SASA
o Expense, Capital, Schedule TBD
Objective 3: Quantify scale and routing of all necessary major utilities and services to support
new interim facilities, SAMP permanent facilities and existing terminal as passenger
enplanements rapidly grow, and develop implementation plan
Background: The Airport SAMP will identify additional separate concourses that cannot
operate without major utilities and services such as electrical power, sewer, people mover
capacity, etc. Utilities, by their nature, must be planned and installed prior to the construction of
the added concourses and other necessary airport functional buildings, because they are often
installed underneath such facilities. Therefore, it is necessary advance a program to first identify
utilities and services, and second to develop the implementation plan to keep ahead of the rapid
expansion of concourses and other buildings.

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Objective 3: Quantify scale and routing of all necessary major utilities and services to support
new interim facilities, SAMP permanent facilities and existing terminal as passenger
enplanements rapidly grow; and develop implementation plan
Performance Measure Performance Target Actions
Corridors could house Corridors are identified Identify, validate, and size, as
baggage, passenger by Q1 2016. appropriate, corridors between main
pathways (moving walks, terminal and future interim and
APM, etc.) and various permanent concourses.
utilities - necessary
underground/aerial
corridors are identified in
conjunction with SAMP
and interim facilities.
Necessary utilities are Utility needs are Consider various utilities and services
identified, and validated in a report, for new facilities and existing terminal
implementation plan is procurement plan and buildings(*) such as:
complete studies are completed to Electrical power
kick off phased design Communication cabling
work by Q3 2016. Natural gas
Water systems
Hot water steam systems
Cold (chilled) water systems
Sanitary Sewer systems
Storm water systems
Baggage mainline delivery between
terminals
IWS systems
Jet Fuel systems
Utilidors
Emergency power
Grease System capacity for
Terminal* as part of sewer system
STS train capacity, consider APM
option for SAMP capacity*
Load Dock Capacity*
Garbage and recycle flow capacity*
Emergency Exiting flows*
Etc.
Generate report:
Prepare full listing and scenario
mapping to match permanent SAMP
facilities.
Prepare accelerated in-house write-

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Objective 3: Quantify scale and routing of all necessary major utilities and services to support
new interim facilities, SAMP permanent facilities and existing terminal as passenger
enplanements rapidly grow; and develop implementation plan
Performance Measure Performance Target Actions
up for each utility to serve interim
facilities. Schedule: Complete Q4
2015 for interim facilities; and Q2
2017 for permanent facilities
o Budget TBD
Hire outside services for the above:
Generate scope of work for
consultant contract to study and
prepare report that enables driving
forward a follow-up design.
Develop procurement plan - Q1,
2016
Procure Engineering/Architect
firm(s) select, negotiate, and
contract work Q2, 2016. Complete
engineering study Q2 2017
o Budget TBD
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 Fully implement Mobile Passport
improvements necessary reduce monthly passenger Control through pre-departure
to reduce processing time hold on board aircraft and promotion and procurement of
processing time as additional MPC scanners utilizing
compared year over year new expense funds. $TBD
through:
Expedite secondary Consolidate FIS Agriculture and
baggage inspection Secondary baggage inspection and
restructure exit control by Q2 2016
with
o New CIP. Budget TBD
Establish FIS processing Install iBeacon technology

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2016 Aviation Business Plan

Objective 4: Facilitate/accommodate growth in international operations until new IAF is
completed. (CA)
Performance Measure Performance Target Actions
time metrics throughout FIS to capture processing
time metrics from deplaning through
recheck and security screening, by
Q4 2016.
o Budget TBD
Maintain customer Increase 2016 operating budget for
service levels as traffic Centralized International Support
increases Services (CISS) contract.Q1 2016.
o Budget TBD
Increase capacity and Replace 45 year old cabinetry with
improve airline efficiency new casework, scales, dynamic
at international to displays while increasing
domestic connecting workstation positions from six to
passenger recheck eight.
counters.
Objective 5: Commence operations from new International Arrivals Facility (IAF) by
December 31, 2019. (CA)
Background: The Airport has seen unprecedented growth in its international services since
2007. Between 2007 and 2014, passenger volume on long-haul international routes grew 75.9%,
as compared to domestic routes, which grew 17.8%. By summer 2015, Sea-Tac will have had a
net gain of 11 long-haul international services 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 daily long-haul international flights in summer 2015.
Objective 5: Commence operations within a new International Arrivals Facility (IAF) by
December 31, 2019 (to be confirmed). (CA)
Performance Measure Performance Target Actions
IAF designed and Increase from 12 to Incorporate final performance metrics
constructed to meet 18 FIS- accessible as defined with airlines in 2015.
established program gates utilizing Complete selection of Design-Build
objectives existing Concourse team by Q3 2015
A aircraft parking NEPA/SEPA environmental review
positions. and permitting by Q1 2015
Hourly passenger Design/Build Construction begins
processing increased 2016
from 1200 to 1900. New facility opens 2019
2 additional claim
carousels
Elimination of

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Objective 5: Commence operations within a new International Arrivals Facility (IAF) by
December 31, 2019 (to be confirmed). (CA)
Performance Measure Performance Target Actions
passenger holds
Elimination of
aircraft holds
Elimination of
hardstand operations
Elimination of
double baggage
claim.
Minimum Connect
Time (MCT) reduced
from 90 to 75
minutes
Average passenger
wait time for
Immigrations
inspection reduced
from 20 to 10
minutes.
Maximum passenger
wait time for
processing time
reduced from 70 to
50 minutes.
ASQ scores
improved.
Objective 6: 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 60% design, incorporating current and evolving design
characteristics to meet passenger experience needs.
Objective 6: Complete all NorthSTAR program improvements by Q2 2020. (CA)
Performance Measure Performance Target Actions
Consolidation, Complete NorthSTAR Complete 100% design for
optimization and program by 2020, renovation of North STS Lobbies
expansion of AAG including all North Project by Q1 2016.
operations on Concourse Satellite improvements o CIP 800556 $0.3M
C and N with associated (eight additional jet Complete 100% design for
capital improvements to bridge-equipped gates, renovation of North Satellite by
meet program milestones additional concessions, 2016
adequate hold rooms,

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2016 Aviation Business Plan

Objective 6: Complete all NorthSTAR program improvements by Q2 2020. (CA)
Performance Measure Performance Target Actions
circulation, baggage o Budget $23.4M
system capability, and a Complete STS Lobby construction by
new Alaska Board Room) Q1 2020
to meet passenger o 1.2M
demand at a level of Complete North Satellite construction
service to exceed IATA by Q1 2020
level C o $310M + $5M RMM (Expense)
Zone 7 Ticketing Lobby IATA Level of Service C Integrate Sustainable Master Plan
and Checkpoint and related long-term considerations
efficiency. into Project Definition/Scope Q1
2016.
100% design Q1 2017
o CIP 800545 $2.6M
Construction complete Q3 2018
o $21M
Objective 7: Identify and plan for all necessary long -term refurbishments in the South Satellite.
(CA)
Background: The North and South Satellites are the same age, and the South needs significant
renovations similar to what the North is undergoing. 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, day lighted 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, structural/seismic strength, airconditioning
, 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.
Objective 7: 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 renovations
renovated begins in 2017 prepared by end of Q1 2016
Retain consultant to prepare floor
plans to enlarge satellite
concessions and hold rooms and plan
gating adjustments
o Budget ~$150K expense
o Budget ~$100K capital
Prepare project scoping document
cost estimate, schedule, etc. for
subsequent capital project(s) by Q3

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2016 Aviation Business Plan

Objective 7: Identify and plan for all necessary long-term refurbishments in the South Satellite.
(CA)
Performance Measure Performance Target Actions
2016
Submit for budgetary and
commission approval to request staff
initiate final design by Q1 2017
Create a capital project for Structural
Column and Beam Analysis and
Upgrade design in Q4 2015
o Budget TBD
Objective 8 : 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 8 : Increase productivity of existing terminal facilities. (CA)
Performance Measure Performance Target Actions
Accommodate 5-year Year on year increases in Finalize implementation plan for use
demand forecast of up to self-service passenger of new technology and processes for:
46 million passengers check-in and baggage Passenger check-in
within the existing drop. Baggage self-tag/drop.
terminal envelope
through additional gates,
passenger self-service,
technology and
checkpoint expansions
Efficient TSA approved 25 percent of passengers Analyze and implement pilot
self bag-tag and self bag- use by Q4 2020. program Q2 2016 using mobile hand
drop locations available scanning device with airline
in ticketing personnel or contracted labor.
o ICT Small Cap project $250K.
Pending TSA approval and
successful implementation of pilot,
install fixed Common self-bag drop
in ticketing lobby location Q3 2020.
o New CIP $2.5M
o CIP 800545
Install Common self-bag-drop in
Zone 7 or other strategic location by
Q4 2020.
Increase Baggage make- Create 2 additional SSAT Reverse direction of existing C25
up capacity to make-up carousels within baggage system for conveying local

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2016 Aviation Business Plan

Objective 8: Increase productivity of existing terminal facilities. (CA)
Performance Measure Performance Target Actions
accommodate increasing existing footprint. outbound baggage from the main
airline growth terminal.
o New CIP Estimated $1M by Q3
2016.
Checkpoints adequate for Checkpoint 5 expanded by Complete Checkpoint 5 Expansion as
growing passenger Q4 2017 part of main terminal improvements
demand of NorthSTAR program
o CIP 800545
Office spaces for airlines, Adequate supply of vacant Identify spaces within terminal to
tenants, and staff space with full utility accommodate growing tenants and
service is ready and initiate design in Q2 2016
available for airline or o Budget TBD
other tenant use To allow rapid build out, begin early
asbestos remediation in Q2 2016
o Budget TBD
Objective 9: Increase Air Cargo tonnage by 20% to a total of 364,000 metric tons in 2020, 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 2016-2020 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
Objective 9: Increase Air Cargo tonnage by 20% to a total of 395,000 metric tons in 2020, in
line with the Century Agenda. (CA)
Performance Measure Performance Target Actions
International cargo Increase international Dependent on airfield capacity:
airlines serving Sea-Tac dedicated freighter Attract one new international air
airlines from five to eight cargo freighter customer in 2016
by 2020 Attract 2 additional services by 2020
Availability of leasable Q4 2016 Identify and lease all available
Port-owned on-Airport airport-controlled airfield cargo
cargo warehousing warehouse facilities sufficient to meet
facilities demand consistent with Master Plan.
Q4 2020 Develop new airside cargo building
capacity sufficient to accommodate
market growth and the relocation

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2016 Aviation Business Plan

Objective 9: Increase Air Cargo tonnage by 20% to a total of 395,000 metric tons in 2020, in
line with the Century Agenda. (CA)
Performance Measure Performance Target Actions
needs of existing facilities, consistent
with master plan.
Availability of leasable Refer to Strategic Refer to Strategic Objective 5 -
off-Airport warehouse Objective 5, Maximize Maximize non-aeronautical net
and logistics support non-aeronautical net operating income.
facilities operating income.
Objective 10: 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
closest major U.S. city to Asia, has benefitted and will co ntinue 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 10: Add four n ew 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 to Work closely with Sea-Tac's largest
complement 20 routes international carrier, Delta, to
flown in 2015. support its route development
Target key connecting markets to
increase share of connecting traffic
Promote Small Community Air
Service Development Program
efforts in contributing to state-wide
economic and tourism expansion.
Objective 11: 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 11: Renew aging landside infrastructure. (CA)
Performance Measure Performance Target Actions
Availability of critical Extend existing facilities Complete South 160th Street Ground
ground transportation life cycle by 20 years Transportation Lot
infrastructure o CIP 102112, Budget TBD, by
TBD

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2016 Aviation Business Plan

Objective 11: Renew aging landside infrastructure. (CA)
Performance Measure Performance Target Actions
Achieve Federal Highway Complete Service Tunnel renewal
Administration Seismic and replacement project
Retrofitting Requirements o CIP 102112, $28M, Q3 2018
Objective 12: Make strategic Airport facility improvements to support efficient cruise
operations and ensure a positive customer experience.
Background: The Port's cruise ship business sector continues to expand, requiring associated
investment in new facilities at Sea-Tac to complement Seaport operations and facilities. At the
same time, existing airport facilities are increasingly capacity-constrained, minimizing the
opportunity for alternative use in support of the cruse sector. Relocating cruise-specific
operations to an off-site location has the opportunity to both improve the cruise passenger
experience and remove peak passenger and baggage processing demands on terminal facilities.
Objective 12: Ma ke strategic Airport facility improvements to support efficient cruise operations
and ensure a positive customer experience.
Performance Measure Performance Target Actions
Percent of passengers and 100% of eligible cruise Complete cruise business strategic
baggage processing passengers and baggage plan by Q1 2016.
facilitated independently facilitation conducted Complete evaluation of off-site
from main terminal independently from main locations in consideration of available
airport facilities. terminal airport facilities. resources and future needs identified
through the Sustainable Airport
Master Plan, passenger and cargo
forecasts by Q1 2016.
Seek cruise ship commitment and
business investment in on-ship
baggage-tagging for direct delivery to
airport and final destination
Objective 13: Provide an efficient and updated baggage system that incorporates new
technology and efficient conveyor systems necessary to improve system performance and allow
for future expandability to 66 MAP. (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 be expandable in the future to
support the eventual airport maximum passenger demand.
Objective 13: Provide an efficient and updated baggage system that incorporates new
technology and efficient conveyor systems necessary to improve system performance and allow

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2016 Aviation Business Plan

for future expandability to 66 MAP. (CA)
Performance Measure Performance Target Actions
Phased optimization Meet TSA security Design Complete Q1 2016
system reconstruction requirements (TSA Accelerate phased construction
design standards), airline completions from current 2021 to an
approvals of MII ballots, earlier completion if possible within
energy savings per lineal federal grant and design standard
foot conveyor, and constraints
system expandability via
future projects for
capacity of 66 million
annual passengers
Completed interim Interim projects support Determine necessary improvement
improvements growing airline needs projects annually with airline input.
with as minimal impact to Identify and implement interim
airline operations as additional operational and capital
possible capacity projects to accommodate
near-term projected baggage loads
o CIP and Budget TBD
Improve capacity of Install TSA CTX bag scanner in C60
aging TSA scanning system to increase capacity by Q1
systems to keep pace with 2016
traveler growth o CIP and Budget TBD
Objective 14: 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 screening/delivery systems, jet-bridge movements,
emergency lighting, etc.

Objective 14: Provide emergency-back-up electrical power.
Performance Measure Performance Target Actions
Continuous electrical Re-establishment of Receive Commission authorization
service availability for the Airport electrical service for full design by end of Q3 2015
Airport Terminal within 1 hour after Complete Generator facility project
disruption from the grid by Q3 2018
by Q3 2018 o CIP est. $40M
Complete SCADA controls project
by Q3 2017 and tie into generator
facility by Q3 2018
o CIP est. $10M, TBD
Upgrade North and South Main
Substation to provide greater security

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2016 Aviation Business Plan

Objective 14: Provide emergency-back-up electrical power.
Performance Measure Performance Target Actions
against intrusion or damage per
NERC recommendations by Q3 2017
o CIP estimate = $1M Rough order
of Magnitude (ROM)
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 develops its master plan, designs baggage optimization, and
initiates the IAF 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 Lower minimum connect Incorporate MCT study results
Official Airline Guide of time from current 90 completed in 2014 in design build
airline scheduled flights minutes to 75 minutes process beginning in 2016 to achieve
75 minute airport-wide goal upon
opening of IAF in 2019.
Incorporate MCT study results in
performance specifications of
Baggage Optimization Program.
Objective 15: Ensure the Airport's technological capacity and capability keeps pace with
technological evolution so the airport can be flexible in providing valuable services to both
business customers and travelers
Background: Passengers are increasingly (over 88%) using multiple internet capable devices
(phones, tablets, laptops) in the terminals. Airlines, concessionaires, and other tenants are using
internet devices (phone alerts, cameras, point of sale tablets) for business use. Our airport's own
use of technology is increasing (common use check in kiosks, flight information signs, baggage
tracking). For the Airport to provide good service to our customers, we must keep up with
growing technology use by investing in several areas:
Expand behind the scenes infrastructure:
o Provide gateway for internet providers, added fiber backbone, local area network and
core switches, and plug-in connectivity at each airline and concession location
o Expand Wi-Fi connectivity to enable travelers to easily connect through the behind the
scenes infrastructure to the internet, while also providing additional video camera
security to meet the needs of the TSA and the Airport

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o Install an iBeacon network of transponders as the base system to provide indoor smartphone
navigation and other value added services to travelers, businesses, and both
airport operations and security
iBeacon transponders utilize a unique numbered address that enables software
applications to publish messages to near-by smart phone users. The messages can
be very informative because of awareness of distance between each iBeacon and the
smart-phone.
Objective 15: Ensure the Airport's technological capacity and capability keeps pace with
technological evolution so the airport can be flexible in providing valuable services to both
business customers and travelers
Performance Measure Performance Target Actions
The airport can easily Tenant Procure, design, construct and
select from among telecommunication configure an Internet gateway
competitive internet carrier requests are facility with separate and secure
providers, and in turn fulfilled via a secure space, protection and control of
provide a tamper proof airport gateway facility power quality, environment controls
and reliable suite of by 2017 and monitoring, fire protection and
services to other safety measures. Q4 2017
concessionaires, airlines, o CIP TBD ~$1M
and other tenants
Increased capacity of the OPSLAN core switches Procure, design, install and
airport's operations local and ancillary components configure the latest network core
area network (OPSLAN) are upgraded by 2017 to switches and ancillary components.
better support future Q4 2017
tenant and port projects o CIP TBD ~$3M
and rapid passenger
growth toward 66 MAP
Data and communication Telecommunication Conduct a multi-year phased
connectivity for airport requirements are procurement, design, construction
tenants is standardized to standardized and 200 and installation of "tenant demarc"
allow quick 'plug-in' and spaces converted to packages. Q1 2019
portability when needed. approved "tenant o CIP TBD ~$3M
demarc" packages by
2019
Vacant airport spaces Conduct a multi-year phased
contain "tenant demarc" procurement, design, construction,
packages designed and and installation of "tenant demarc"
installed in 50 spaces with associated demolition and
prior to tenant occupancy removal of legacy cabling. Q3 2018
by 2018 o CIP TBD ~$2M
Demolition and removal
of legacy cable / wiring
from 150 spaces
completed by 2018

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2016 Aviation Business Plan

Objective 15: Ensure the Airport's technological capacity and capability keeps pace with
technological evolution so the airport can be flexible in providing valuable services to both
business customers and travelers
Performance Measure Performance Target Actions
Traveler and operational Travelers experience zero Complete Concourse C by Q1 2016
Wi-Fi infrastructure 'drops', and tenants and o CIP TBD ~$3M
capacity with operating entities can Complete remaining concourses and
expandability via future connect easily to new main terminal by Q4 2017
projects for 66 million cabling infrastructure by o CIP TBD
annual passengers (MAP) 2017 and provide ramp Complete ramp Wi-Fi and security
Wi-Fi & cameras by cameras by Q4 2018
2018 o CIP TBD
Smartphone-based, Complete planning, Apple indoor aerial mapping.
indoor navigation design, and installation o Q2 2016
infrastructure that meets airport-wide Google StreetView mapping.
passenger demand for infrastructure by Q2 2017 o Q2 2016
mobile, self-service Procurement and implementation of
airline travel Wi-Fi authentication site with
advertising and location specific
concessions information.
Procurement by Q1 2016 and
implementation by Q4 2016
o CIP TBD ~$0.5M
Design and implementation of
indoor navigation system based on
low energy Bluetooth Low Energy
iBeacons. Procurement byQ1 2016
and implementation by Q3 2016.
o CIP TBD ~$0.5M

Strategy 1.3: Operate a world-class international airport by managing airport assets to minimize
long-term total cost of ownership.
Objective 1: Create a new Airport Master Record As-built Drawing System.
Background: The Port's existing record drawing system is a 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 and
escalators, fire alarm systems, dispatch of emergency services, 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 and business systems (e.g. GIS) to save costs
in change orders, map utilities behind the walls to minimize utility and operational shutdowns,
and save costs during design.

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2016 Aviation Business Plan

Objective 1: Create a new Airport Master Record As-built Drawing System.
Performance Measure Performance Target Actions
Reliable As-built Two to five percent fewer Identify which areas or systems to
records/drawings building renovation as-built first based upon priority,
change orders, and one identify computer station needs, and
percent reduction in cost hire first technician
Create office cube, purchase
computer, and hire AutoCADD
technician by Q3 2016.
o Operating budget
Objective 2: Complete initial comprehensive inventory of the condition of all physical assets
across the Airport, continue periodic inspections to assess age and status/lifespan, and develop a
system to facilitate forecasting of capital renewal projects and improve on-going maintenance.
Background: A forward-looking list of necessary renovation 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 the condition of all physical assets
across the Airport, continue periodic inspections to assess age and status/lifespan, and develop a
system to facilitate forecasting of capital renewal projects and improve on-going maintenance.
Performance Measure Performance Target Actions
Comprehensive and Completed condition SSAT, Concourse A, Rental Car
reliable asset inventory inventories Facility, Bus Maintenance Facility,
listing, condition data Inventory Warehouse, and Garage
base, and forecast of
Completed asset Devote existing staff hours to
necessary `projects.
inventory by 2020. inspection efforts of campus wide
Contingent on workload, facilities
staffing level, and Complete Concourse B by Q1 2016
completions of new Complete Concourse C by Q2 2017
projects each year Complete Concourse D by Q1 2019
Complete Main Terminal by Q3 2020
Complete IAF and NorthSTAR in Q4
2020
Re-evaluate assets with Utilize in house staff, complete
finance department on a existence testing annually as directed
rotating 3 to 4 year basis. by finance, and update with condition
and remaining life estimates
Completed automation of Develop computerized tool and
forecast and integrated prepare project proposal by Q2 2017

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Objective 3: Create Storm Water Utility (SWM) administration manual, form airport Storm
Water Utilty, and update engineering standards manual
Performance Measure Performance Target Actions
Airport has an The manual allows Manual complete by Q4 2015
administrative manual to the airport to form a
guide utility activities utility
The Airport operates a Legal formation of Obtain Storm Water Utility
Storm Water Utility airport Storm Water Commission approval in 2015. Per
Utility Strategy 7, Objective 3, "Execute new
Storm Water Utility Port of Seattle/City of SeaTac ILA
operational Storm Water Utility implemented
coincident with finalized inter-local
agreement
The Airport has an Engineering Create IDIQ contract for consultant to
updated engineering Standards updated by assist staff in updating standards and
standards manual Q4 2016 (not in developing comprehensive plan
necessary for initial o In-house and consultant staff
utility formation) o $100K expense

Strategy 2.0: Become one of the top customer service airports in North America. (PS)
Objective 1: Provide and maintain adequate customer service levels during period of exceptional
growth.
Background: In 2014 Sea-Tac rated 15th of our 25 North American ACI ASQ peers in overall
customer service satisfaction. SEA was rated in the bottom 40% of peer airports in 18 of 28
categories. 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

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since opening in 1973. Given this standing and the rapid rate of growth, the Airport must
expeditiously bolster operational oversight and management of terminal facilities until current
capital projects and longer-term Sustainable Master Plan development can be delivered.
Objective 1: Provide and maintain adequate customer service levels during period of exceptional
growth.
Performance Measure Performance Target Actions
Meet critical customer Improve Facility Increase janitorial staffing for 2016 to
service requirements. Cleanliness address higher passenger traffic.
(Rank 18 of 25 in 2014 o New expense funding TBD
ASQ) Expand scope of contract to include
new areas of coverage.
o New expense funding TBD
Create specific position of janitorial
contract manager.
o FTE expense funding TBD
Replace Concourse C carpeting at
request of Alaska Airlines by
Q42016.
o New CIP $1.1M
Replace Concourse B carpeting at
request of Delta Air Lines by
Q42016.
o New CIP $1.1M
Improve Restroom Increase janitorial supplies budget to
Cleanliness. address increased passenger volume.
(Rank 20 of 25 in 2014 Implement real-time customer
ASQ) feedback technology utilizing kiosks
at busiest restroom locations.
o Budget TBD
Complete design for 14 restrooms on
Concourses B, C, D. Q4 2016
o CIP 800697
Complete construction for by Q2
2019.
o $10.7M
Improve Gate Comfort Install additional gate seating 2016-
(Rank 21 of 25 in 2014 2019 at South Satellite
ASQ) o utilize annual Small Capital
budget allocation, $250K
Install additional seating at C15 by
Q4 2016
o Budget TBD
Complete Phase 2 South Satellite
Interior Renovations as requested by

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Objective 1: Provide and maintain adequate customer service levels during period of exceptional
growth.
Performance Measure Performance Target Actions
Delta and international airlines,
comprising wall panels, column
covers, door panels and casework.
o CIP 800549 ,$2.2M, $3.8M
RMM, $2.0M expense
Improve Courtesy and Expand Volunteer Program
Helpfulness of Airport Expand Pathfinder staff to increase
Staff daily hours of coverage, manage
(Rank 13 of 25 in 2014 queueing in coordination with TSA
ASQ) and airline tenants, provide real-time
customer service assistance.
o New expense funding $TBD.
Upgrade airport website to improve
user experience and to better inform
customers of most-requested airport
information, by TBD, $TBD.
Improve Checkpoint Wait Implement customer service
Times initiatives resulting from 2014
(Rank 17 of 25 in 2014 security checkpoint passenger
ASQ) experience survey. IncludesWiFi
coverage upgrade at each checkpoint,
and examine options to improve
ambiance and passenger experience.
Conduct follow-up survey of TSA
Pre-check customers.
Analyze installation of fixed
stanchions in security queues by Q4
2016.
Improve Airport Upgrade terminal-wide voice paging
Ambiance system to facilitate extension of
(Rank 15 of 25 in 2014 coverage to NorthSTAR and IAF.
ASQ) o New CIP for $1.5M
Incorporate northwest sense of place
recommendations DATAE
o capital and expense projects
Budget TBD
Improve waiting time in Continue implementation of fixed
check-in queue. stanchions in ticket lobby and other
(Rank 17 of 25 in 2014 queue areas. Q4 2016
ASQ) o Budget TBD

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Objective 2: Achieve Top 5 ranking among 25 selected North American peers in 2020 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.
Objective 2: Achieve Top 5 ranking among 25 selected North American peers in 2020 ACI
ASQ. (PS)
Performance Measure Performance Target Actions
Airports Council Improve Airport Way- Complete Airport-wide Signage
International finding Master Plan, by Q4 2016.
(ACI World) Airport (Rank 14 of 25 in 2014 Fund signage infrastructure resulting
Service Quality (ASQ) ASQ) from Signage Master Plan
Quarterly Survey recommendations.
Evaluate signage program
alternatives to ensure necessary
resources are in place, including
increased staffing, to meet customer
service objectives.
Install dynamic interactive
directories to improve way-finding
in coordination with Airport Dining
and Master Plan by Q4 2018
o Budget TBD through new CIP #
Improve ease of Achieve published Minimum
connections between Connect Times
flights Improve signage and apply other
(Rank 15 of 25 in 2014 changes at STS stations that improve
ASQ) the experience for international
transferring passengers by Q4 2018
o Budget TBD.
Begin signage wayfinding
improvements at STS stations that
result from Signage Master Plan
study, by Q4 2016,
o Budget TBD

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Objective 3: Ensure the Airport's technological capability keeps pace with technological
evolution so the airport can be flexible in providing valuable customer services to both business
customers and travelers.
Background: For the Airport to provide good customer service, it must keep up with technology
by investing in several areas to that allow the terminal's throughput to advance with growing
numbers of passenger:
Provide smart-phone based location-analytics to enable indoor way-finding and navigation
capability for both passengers and businesses within the airport, and provide data to allow
airport staff to optimize use of our dense airport footprint as traveler volumes continue to
build. This will be done while ensuring individual privacy for our travelers.
Use technology to provide a suite of services (including an airport software application,
parking and club reservation options, on-line pre-order and pick up, concessionaire
advertising, etc.) to provide excellent customer service and to refine airport business
processes.
Provide connectivity infrastructure so airlines, concessionaires, and other tenants can better
meet passenger needs, and their own evolving business technology requirements. (See also
strategy 1.2 objective 15)

Objective 3: Ensure the Airport's technological capability keeps pace with technological
evolution so the airport can be flexible in providing valuable customer services to both business
customers and travelers.
Performance Measure Performance Target Actions
Smartphone-based, Create smartphone Design, develop and publish an airport
indoor navigation application that provides passenger smartphone application (app)
infrastructure is available passengers with hand- with indoor navigation capability with
that meets passenger held way-finding that business driven feature updates:
demand for self-service uses their location (2 Create location maps for passenger
airline travel utilizing meter accuracy) within way-finding by Q2 2016
mobile devices the airport terminal Promote Port lounge business by Q2
2016
Create smartphone Updates to promote Airport dining
applications that enables and retail tenant offerings by Q4
terminal infrastructure to 2106
inform passengers that Updates to promote ground
the airport provides transportation business including
personalized way-finding garage service offerings by Q3 2017
mapping, along with o CIP TBD, ~$0.5M in 2016
advertising of various o CIP TBD for 2017
concessions (valet &
reserved parking, club
room access, food, gifts,

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Objective 3: Ensure the Airport's technological capability keeps pace with technological
evolution so the airport can be flexible in providing valuable customer services to both business
customers and travelers.
Performance Measure Performance Target Actions
etc.) are readily available
(Opt-in will be required
to avoid privacy
concerns)
Airport-wide Wi-Fi Wi-Fi analytics and Design and implement Wi-Fi
analytics and specialty camera software allow (airport-wide) and camera (selected
camera system enables real-time passenger flow areas). Wi-Fi design completed Q2
measurement of information and trending 2016 with phased implementation
passenger flows to data to be available by completed in Q2 2017
support multiple airport 2017. o CIP TBD, ~$1M
departments (operations, Procure, design, and install camera
planning, business flow measurement in selected areas
development, security), and integrate with airport
airlines, and tenants departments. Procurement plan Q2
2016 and implementation Q2 2017
o CIP TBD, ~$1M

Strategy 3: Lead the U.S. airport industry in environmental innovation and minimize the
airport's environmental impacts.
Background: We completed the new Strategy for Sustainable Sea-Tac (S3) in 2015 and include
our new S3 environmental objectives and proposed initiatives in the 2016-2020 business plan. As
we begin to identify and implement actions to achieve Century Agenda and S3 objectives, it has
become clear that meeting these objectives aligns with the actions necessary to meet Leadership
in Energy and Environmental Design (LEED) Silver and Salmon Safe certification requirements.
Objective 1: Integrate operational sustainability initiatives into the Strategy for a Sustainable
Sea-Tac (S3) Management Plan
Background: Continue to integrate sustainability throughout the Sustainable Airport Master
Plan (SAMP) by ensuring that S3 initiatives and actions are fully integrated into the S3
Management Plan. Complete environmental review of SAMP (see section 1.2).

Objective 1: Integrate sustainability into the S3 Management Plan
Performance Measure Performance Target Actions
S3 Management Plan. Finalize and implement Complete draft management plan and
plan, 2016-2020. gain Commission approval by Q2,
2016. Finalize plan by Q4, 2016.

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Objective 2: Air Quality and Climate Change: 1) Reduce airport owned and controlled
greenhouse gas emissions by 15% below 2005 levels by 2020 and 50% by 2035 2) Reduce
aircraft-related greenhouse gas emissions by 25% below 2005 levels by 2035, 3) Increase the
percentage of passengers accessing the airport via environmentally-preferred modes of
transportation from 60% in 2014 to 70% in 2020, and 4) Reduce air pollutant emissions by 50%
from 2005 levels by 2037 (CA)
Background: Renewable fuels continue to be one of our most promising strategies to meet our
climate protection objectives. We are pursuing opportunities to use renewable natural gas in both
the boilers and bus fleet, as well as working with our airline partners to use aviation biofuels. We
will also continue to build enough electric charging infrastructure so that both passengers and
airlines can use electricity rather than fossil fuels to charge ground support equipment and onroad
vehicles.
Objective 2: Air Quality and Climate Change: 1) Reduce airport owned and controlled
greenhouse gas emissions by 15% below 2005 levels by 2020 and 50% by 2037; 2) Reduce
aircraft-related greenhouse gas emissions by 25% below 2005 levels by 2037; 3) Increase the
percentage of passengers accessing the airport via environmentally-preferred modes of
transportation from 60% in 2014 to 70% in 2020; and 4) Reduce air pollutant emissions by 50%
from 2005 levels by 2037.
Performance Measure Performance Target Actions
Airport owned and Greenhouse gas Continue to evaluate RNG sources
controlled greenhouse gas emissions 15% below and, if appropriate, contract either
(GHG) and air emissions. 2005 levels by 2020. with third party or directly with
producer to fuel CNG buses and
Air emissions 50% below boilers with RNG.
2005 levels by 2037. Continue to implement green driver
training.
Continue to replace STIA fleet
vehicles with more fuel-efficient
models
o (~$50K for electric vehicle (EV)
infrastructure & electrical
upgrades.)
Develop a plan to meet WA mandate
that governments use 100%
alternative fuels for all vehicles by
2018, as practicable and determined
by WA Dept. of Commerce.
Make recommendations to senior
management Q1 2016 and, if
appropriate, request Commission
authorization.
File with WA State and Certify with
ACI-Airport Carbon Accreditation
(ACA).

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Objective 2: Air Quality and Climate Change: 1) Reduce airport owned and controlled
greenhouse gas emissions by 15% below 2005 levels by 2020 and 50% by 2037; 2) Reduce
aircraft-related greenhouse gas emissions by 25% below 2005 levels by 2037; 3) Increase the
percentage of passengers accessing the airport via environmentally-preferred modes of
transportation from 60% in 2014 to 70% in 2020; and 4) Reduce air pollutant emissions by 50%
from 2005 levels by 2037.
Performance Measure Performance Target Actions
Aircraft
Aircraft-related GHGs. Aircraft-related GHG Continue to improve PC Air system
emissions 25% below to increase utilization by airlines.
2005 levels by 2037. Explore options for incentives or
penalties for airlines to use PC Air.
Air emissions 50% below Recommend port role in advancing
2005 levels by 2037. biofuel delivery.
Develop and implement plan to
facilitate the procurement and use of
biojet fuel at the airport, if feasible.
Seek commission policy guidance on
biofuel approach and
recommendations.
Aircraft-Related
Monitor eGSE charger use and
resolve issues.
Develop and implement plan to
ensure 90% of eligible GSE vehicles
use electricity including identifying
opportunities to help airlines and
baggage carriers replace petroleumfueled
GSE with eGSE.
Work with fuel consortium to
develop central renewable fueling for
GSE not compatible with electric
conversion.

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Objective 2: Air Quality and Climate Change: 1) Reduce airport owned and controlled
greenhouse gas emissions by 15% below 2005 levels by 2020 and 50% by 2037; 2) Reduce
aircraft-related greenhouse gas emissions by 25% below 2005 levels by 2037; 3) Increase the
percentage of passengers accessing the airport via environmentally-preferred modes of
transportation from 60% in 2014 to 70% in 2020; and 4) Reduce air pollutant emissions by 50%
from 2005 levels by 2037.
Performance Measure Performance Target Actions
Percent of passengers 70% of passengers use Develop plan for electric vehicles
using environmentally- environmentally- (EVs) at the Rental Car Facility.
preferred modes of travel preferred modes of travel Develop education program to help
to access the airport. to access the airport by passengers use public transit to and
2020. from the airport
o $20K
Partner with external stakeholders to
facilitate access to light rail and
metro buses.
Continue to implement
recommendations from bike plan,
including working with stakeholders
to facilitate bike access and provide
infrastructure for employees and
passengers traveling to and from the
airport
o $20K
Evaluate demand and provide Level
1 and 2 charging in parking garage
by 2018.
o $50K
Climate Resilient Airport. Finalize Climate Apply the information collected from
Adaptation & Resiliency the 2015 Vulnerability Assessment
Plan by 2016. to the development of the 2016
Adaptation & Resiliency Strategy
Plan
o $20K

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Objective 3: Materials Use & Recycling: Divert 50% of terminal and 15% of airfield solid
waste by 2020. Divert 85% of construction waste by 2020; 90% by 2025 and reach zero waste by
2035. Reduce the volume of hazardous waste generated from Port maintenance and operations to
meet requirements for Small Quantity Generator Status by 2020.
Background: Sea-Tac has increased our terminal waste diversion rate from 21% in 2009 to 34%
in 2014, but we are still 15% away from our goal of 50%. Key efforts to help increase terminal
diversion rates include 1) require tenants to use durable or compostable service ware, separate
compostables and recyclables from garbage, and provide collection bins in pre and postconsumer
areas of stores, and 2) if feasible and cost effective, implement a secondary-sorting
program operated by the janitorial service. Staff will also continue to implement our
Construction Waste Management master specification.
Objective 3: Materials Use & Recycling: Divert 50% of terminal and 15% of airfield solid waste
by 2020. Divert 85% of construction waste by 2020; 90% by 2025 and reach zero waste by 2035.
Reduce the volume of hazardous waste generated from Port maintenance and operations to meet
requirements for Small Quantity Generator Status by 2020.
Performance Measure Performance Target 2016-2020 Actions
Percent of terminal and 50% of terminal waste Evaluate solid waste management
airfield waste diverted. diverted. plan recommendations by Q1 2016.
Develop implementation plan by Q2
2016.
Begin implementing selected actions
by Q3 2016.
Divert an additional 5- Evaluate costs, benefits, and
15% of terminal waste. incentives to implement mandatory
recycling for tenants and employees
by Q1 2016.
Ensure program mandates are
referenced in tenant leases where
appropriate.
Divert an additional 2-5% Continue to implement pilot projects
of terminal waste. and initiatives including restroom
paper towel composting, checkpoint
liquid waste reduction, and bag-well
recycling
o $95K
Evaluate innovative waste reduction
proposals from janitorial service
provider.
Expand recycling into underserved
terminal areas
o $10K

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Objective 4: Energy and Conservation: Implement conservation projects and practices that will
enable us to meet all future electricity load growth through conservation measures and renewable
energy; reduce natural gas consumption per square foot of terminal (CA). See Strategy 4,
Objective 4.
Objective 5: Water Conservation: Reduce projected future potable water consumption by 4% in
2020 and 12% in 2030.
Background: Without new conservation measures, increased enplanements will result in an
estimated 30 percent increase in water use over the next fifteen years. Consumption would
increase from 206 million gallons (MG) in 2013 to approximately 244 MG in 2020 and 307 MG
in 2030. Measures needed to meet the water conservation objective include implementation of
environmental performance standards for restrooms, use of rainwater for non-potable needs,
irrigation management and other conservation efforts.
Water conservation measures will directly support attainment and maintenance of Salmon-Safe
Certification and LEED certification.

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Objective 5: Water Conservation: Reduce projected future potable water consumption by 4% in
2020 and 12% in 2030.
Performance Measure Performance Target 2016-2020 Actions
Water Use Reduction. Reduce water Finalize the Water Use Reduction plan
consumption by 7.0 by 2016 Q2 and identify reduction
million gallons per year targets for conservation measures (e.g.
by 2020 (4% reduction) restrooms, rainwater capture, and
and 18.7 million gallons tenants.)
per year by 2030 (12%
reduction.)
Reduce cooling tower Develop a business case for garage
potable water rainwater capture and reuse with
consumption. consideration of project costs, utility
impacts and land use impacts 2016 Q1.
Present business case to Port
management and if approved initiate a
project in 2017.
Reduce restroom potable Continue to evaluate low flow fixtures
water consumption with respect to O&M impacts and
minimize O&M. finalize environmental performance
standards for restroom.
Retrofit up to 10 restrooms to new
standards by 2020.
Reuse of IWTP water Negotiate permit conditions allowing
results in reduction in reuse of IWTP water by Q1 2016.
potable water use. Complete engineering report for one
allowed use (e.g. dust control) by Q4
2016.
Initiate at least one IWTP water reuse
project/program by Q4 2017
o $30K
Complete Airport Implementation Plan
by Q2, 2017.
Reduce potable water use Complete design for rooftop rainwater
through rainwater capture collection and reuse system as part of
by over 2.0 million the NorthSTAR project in Q1 2016
gallons per year by 2030 Complete NorthSTAR rainwater
capture and reuse system by 2019.
Complete design for rooftop rainwater
collection and reuse system as part of
the IAF project by 2018.

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Objective 6: Water Quality: Contribute to the restoration of Puget Sound and local receiving
waters by providing water quality treatment, flow control, and using green stormwater
infrastructure (where feasible) for airport industrial stormwater (CA)
Background: Stormwater Site Planning requirements will continue to be enforced on all new
and redevelopment projects. Detention and water quality treatment best management practices
will be implemented on all new and redeveloped surfaces as applicable. The Airport will develop
implementation standards and procedures for stormwater Low Impact Development (LID)
program that can be safely implemented in an airport environment.
Water Quality measures will directly support attainment and maintenance of Salmon-Safe
Certification and LEED certification.
Objective 6: Water Quality: Contribute to the restoration of Puget Sound and local receiving
waters by providing water quality treatment, flow control, and using green stormwater
infrastructure (where feasible) for airport industrial stormwater
Performance Measure Performance Target Actions
Water quality treatment Maintain 100% treatment Complete stormwater site plans for
and flow control. and flow control. all projects as required by Airport's
NPDES permit.
Identify new and modified facility
needs for SAMP projects by Q2
2017.
Construct flow control and water
quality facilities for SAMP projects.
Reduction of copper and Maintain specific copper Construct treatment using
zinc in stormwater and zinc stormwater bioretention media mix project for
concentrations below enhanced metals removal in SEPL
NPDES permit levels. redevelopment project in Q2 2016.
Evaluate media performance and
identify enhancements for future
application by Q3 2017.
Complete in-stream monitoring for
copper in Des Moines Creek
o $10K
Low Impact Development Use LID when Submit Airport regulatory-based
(LID) implementation appropriate. LID policy to Ecology for review by
Q2 2016 and approval by Q4 2016
o $30K
Develop Airport implementation
guidelines and procedures for LID
policy implementation by Q1 2017
Complete surface infiltration
feasibility and opportunity study by
Q1 2017
Complete vegetated roof guidelines

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Objective 7: Education & Integration: institute an environmental education campaign to
promote environmental stewardship and raise awareness of airport environmental and
sustainability initiatives.
Background: The Airport recognizes that our sustainability initiatives are central to our brand.
As such, we'll continue to develop "Sustainable In-Sights" to educate the public about our
environmental projects throughout the Terminal and on the airfield, and create relaxing and
sustainable experiences in the terminal and gate holding areas through our Experience
Sustainability Concept.
Objective 7: Education & Integration: institute an environmental education campaign to promote
environmental stewardship and raise awareness of airport environmental and sustainability
initiatives.
Performance Measure Performance Target 2016-2020 Actions
Number of outreach Complete installation of Continue implementing campaign
projects completed. Sustainable In-Sights revisions in terminal by Q1 2016
messaging in Terminal. o $30K
Develop messaging in the terminal
Complete installation of for other environmental initiatives,
at least one Experience including bicycle support, RNG, and
Sustainability project. energy conservation
o $20K
Evaluate costs and benefits of using
in flight magazines and broadcast
radio for our sustainability messaging
by Q4 2016
Install 5 iBeacons (mobile messaging
technology) to send Sustainable In-
Sights messages to passengers by Q4
2016
Integrate Experience Sustainability
concept into NSAT design by Q4
2016
Monitor future projects for
opportunities to integrate concept

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Objective 8: Seek LEED Certification for building projects based on Commission guidance and
consistent with Century Agenda goals.
Background: USGBC's Leadership in Energy and Environmental Design or LEED provides the
most recognized and comprehensive green building certification program in the US. Sea-Tac will
continue to use LEED certification as a benchmark to reduce environmental impacts for our
building projects.
Objective 8: Seek LEED Certification for building projects based on Commission guidance and
consistent with Century Agenda goals.
Performance Measure Performance Target 2016-2020 Actions
LEED Certification. Achieve LEED Master Obtain LEED Master Site
Site Designation, and Designation by Q1 2016
Certification for IAF and Obtain LEED Certification for NSAT
NSAT. by Q3 2020
Obtain LEED Certification for IAF
by Q4 2020
Continue to identify and develop
environmental performance/green
certification opportunities for tenants
and partners
o $50K
Objective 9: Fish and Wildlife Habitat: Protect, enhance and steward fish and wildlife habitat
while maintaining air transportation safety
Background: The Airport will continue to minimize the impacts of wildlife hazard management
actions and meet or exceed minimum requirements for monitoring and maintaining stream and
wetland mitigation site performance.
Fish and Wildlife Habitat measures will directly support attainment and maintenance of Salmon-
Safe Certification.
Best management practices for wildlife hazard management support this objective. Associated
performance measures, targets and actions are reported under Strategy 1.1, Objective 1.0.
Objective 9: Fish and Wildlife Habitat: Protect, enhance and steward fish and wildlife habitat
while maintaining air transportation safety
Performance Measure Performance Target 2016-2020 Actions
Meet or exceed Habitat management Complete habitat management plan
requirements for natural plan. establish objective goals and to
resource protection. prioritize actions by Q2 2016
o $25K
Implement Monitor and enhance the old Tyee
protection, Valley Golf Course upland planting
enhancement and and plant pollinator habitat to attract

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stewardship actions. native bees and other insects (Q3
2016.)
Participate in regional planning
initiatives that promote habitat
connectivity (ongoing).

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 2020. (PS)
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 five years,
we currently plan to invest approximately $1.7 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 2020. (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 2020 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.

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Objective 2: Maintain Total baseline O&M costs (including Corporate, CDD and Police) at or
below $12.00 per enplanement through 2020.
Background: This allows up to a 3.9% compound annual growth rate (CAGR) based on 2015
baseline budget costs. Baseline budget excludes any agreed upon target exceptions (e.g.,
Regulated Materials, Airline Realignment, 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 (IAF).
Objective 2: Maintain total baseline O&M costs per enplanement (including Corporate, CDD
and Police) at or below $12.68 through 2020.
Performance Measure Performance Target Actions
Baseline operating and $12.68 per enplanement Set aggressive budget targets
maintenance costs (total through 2020 consistent with the target
airport, covering both Evaluate every open position (FTE)
aeronautical and non- for repurposing or elimination before
aeronautical businesses) filling
Use Continuous Process
Improvement (CPI) to mitigate cost
growth (See Strategy 6.0)
Use energy conservation projects (see
Objective 4 below) to reduce growth
in energy costs.
Objective 3: Develop a balanced overall funding plan for the International Arrivals Facility
(IAF) and other airport projects such that all airline rates and CPE are fair and are within the
market of peer/competitor airports, thereby creating a level playing field for all of our airline
partners.
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 (section 8.4.4), the Port also has the option to use non-airline revenues
to offset FIS costs and thereby reduce the FIS rate. With these two financing tools, and based on
the best available information about current and future airline rates and CPE, staff will strive to
achieve the objective of maintaining "market" rates and CPE.

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Objective 3: Develop a balanced overall funding plan for the International Arrivals Facility
(IAF) and other airport projects such that all airline rates and CPE are fair and are within the
market of peer/competitor airports, thereby creating a level playing field for all of our airline
partners.
Performance Measure Performance Target Actions
FIS rate FIS rate is within the Submit PFC application to gain FAA
range of competitor authorization to use PFCs on IAF,
Airports (such as: Los North Satellite expansion, and
Angles, San Francisco, Baggage Optimization projects in
Denver, Portland, 2016
Vancouver) Use up to $200 million of airport
cash to fund construction costs of
IAF, without charging the FIS rate
base and amortization cost.
Use up to $100 million of PFCs to
fund construction costs of IAF.
Annually, use PFCs as needed upon
opening of the IAF (2019) to reduce
the FIS rate to within the range of
competitor airports
Landing fee rate Landing fee rate no Annually, use PFCs to pay revenue
higher than middle third bond debt service of Third Runway
of 22 peer airports capital costs in order to maintain
Landing fee rate within target range.
Terminal Rents Average Terminal rental Annually use PFCs to pay revenue
rate is within the middle bond debt service of PFC eligible
third of 22 peer airports projects such as Concourse A and
Satellite Transit System
Include North Satellite expansion
project in PFC application in 2016.

Objective 4: Implement conservation practices that will reduce natural gas usage and 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

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systems with greatest opportunities for improvement, but all investments will target a positive
net present value (NPV).
Objective 4: Implement conservation practices that will reduce natural gas usage and enable
Airport to meet all future electricity load growth (2010 baseline) through conservation and
renewable energy (CA).
Performance Measure Performance Target Actions
Annual natural gas Complete natural gas Skybridge automatic doors on
consumption in therms conservation projects terminal side, installed in 2016
Ongoing HVAC balancing for
energy conservation
Complete mechanical conservation
stage 3 project by 2016. These
projects also conserve electricity
Annual electrical Keep airport base load at Assess ramp lighting improvements
consumption in average less than 17.539 aMW and renewal/replacement in 2016,
megawatts (aMW) and install in 2017
Complete 50% of the work for
garage lighting conservation project
by Q4 2016 and remainder
completed by Q3 2017
o CIP C800581, $6.2 M
o CIP C800658, $3.5 M
Energy efficient airport Energy Usage Index Complete design & installation of
facilities (EUI) identified for each Smart Facility Management System
airport facility to to integrate electrical and mechanical
facilitate energy use data by 2018
improvements o $100K in 2017
Develop electrical load growth
forecasting tool via Master Plan by
2017
o $50K in 2016
Objective 5: Reduce Potable Water Costs
Background: Sea-Tac airport currently pays retail water rates from Seattle Public Utilities
(SPU) with an estimated 2015 water expense of $2.1M. Sea-Tac airport has the potential of
saving $0.9M annually for the same amount of water by transferring service from SPU to
Highline Water District (HWD). SPU rates are $5.69 per CCF for winter 2015, and $7.23 CCF
for Summer 2015, whereas, HWD rates are $3.55 per CCF (37% less) for Winter 2015 and $4.20
per CCF (42% less) for Summer 2015. One CCF is equal to one hundred cubic feet of water.
Highline may require additional infrastructure in order to meet the Port's fire flow demand.

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2016 Aviation Business Plan

Objective 5: Reduce potable water costs
Performance Measure Performance Target Actions
Water Rates Future Commercial Water Procure consultant
Rates below current rates Retain consultant to assist staff in
completing a hydraulic modeling
analysis to determine feasibility of
intertie with adjacent water district.
Q1 2016
o Budget TBD
Objective 6: 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 6: 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 average balance Build funding plan in accordance
of unrestricted cash and with assumed minimum cash balance
investments 10 months Review cash balance monthly, adjust
of O&M costs 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

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2016 Aviation Business Plan

Strategy 5.0: Maximize non -aeronautical net operating income (NOI) consistent with current
contracts, appropriate use of airport properties and market demand. (PS)
Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014 SPE of
$11.79 to $13.61 by the end of 2020.
Background: The lease transitions of the Airport Dining and Retail program began in 2015
following completion of a master plan for the program's redevelopment. The analysis of
demand for ADR products and services continues, however, to be reviewed and updated, as
necessary, consistent with new enplanement growth forecasts and further work on the overall
Sustainable Airport Master Plan. Flexibility remains in the plan to adjust square footage
requirements and category offerings to meet the needs of airlines and the traveling public.
Infrastructure improvements to maximize square footage and tenant operations continue in 2016
with commencement of construction of elevator access to the mezzanine levels of the Central
Terminal for new dining development.
Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014 SPE of
$11.79 to $13.61 by the end of 2020.
Performance Measure Performance Target Actions
Sales per Enplanement $13.61 by the end of 2020 Program Redevelopment
(SPE) Conduct Request for Proposal RFP
processes for two large operator food
service packages by the end of Q2
2016.
Conduct Competitive Evaluation
Processes (CEP) for multiple small
packages and individual units.
Initiate tenant design and construction
processes for leases approved in late
2015 and 2016.
Open approximately 10 new or
redeveloped locations in 2016.
Open new Concourse A anchor
restaurant with integrated live music
performance capacity by end of 2016.
Finalize planning and design for
dining, retail and services locations as
a part of the NorthSTAR project
design by the end of 2016.
Execute transition of units in
accordance with ADR Master Plan
phasing plan each year 2016-2021.
Develop and lease North Satellite
units in conjunction with
NorthSTAR.
Complete re-demising of units in

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2016 Aviation Business Plan

Objective 1: Grow Airport Dining and Retail sales per enplanement (SPE) from a 2014 SPE of
$11.79 to $13.61 by the end of 2020.
Performance Measure Performance Target Actions
ADR Master Plan (phasing and
leasing plan elements) Phase I by end
of Q2 2016 in preparation for new
leasing in 2016-2017.
Develop new dining and retail
branding and marketing strategy that
also serves to elevate the brand
identity of the music program and the
airport as a whole, to coincide with
opening of new units in 2016.
Prepare new solicitation for airport
advertising contract for issuance at
end of Q1 2017 to include plans for
new inventory in future IAF and
NorthSTAR facilities as well as
provisions for WA tourism promotion
program.
Objective 2: Grow garage parking revenues from $59.9 million forecast in 2015 to $69.5
million by the end of 2020.
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.
This business plan is designed to improve the competitiveness of the airport's garage within this
highly competitive environment.
Objective 2: Grow garage parking revenues from $59.9 million forecast in 2015 to $69.5 million
by the end of 2020.
Performance Measure Performance Target Actions
Parking revenues $69.5 million by the end New Programs and Services
of 2020. Procure and install a new Parking
Revenue Control System (PRCS) to
enable full implementation of
revenue-generating programs and
services by the end of 2017.
If a pre-booking system unintegrated
with the PRCS is determined to be
feasible, implement it in Q1 2016.
Integrate pre-booking system with the
PRCS by end of 2017.
Determine long-term plan for
introducing remote parking products
by end of 2016.

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2016 Aviation Business Plan

Objective 2: Grow garage parking revenues from $59.9 million forecast in 2015 to $69.5 million
by the end of 2020.
Performance Measure Performance Target Actions
Expand use of the existing coupon
program by achieving 90,000
passengers enrolled in the program
and $1.93 million generated of net
new revenue by the end of Q4, 2016.
Customer Experience
Continue implementation of the
Garage Improvement Plan with
maintenance/appearance
improvements to Floor 3 by end of
2016. Elements to include deep
cleaning, striping removal and
replacement, and column and beam
painting.
Continue implementation of the
Garage Improvement Plan, deepcleaning
and restriping/painting one
floor per year: 2017 2020.
Expand the new parking ambassador
program to encompass additional
floors of the garage beyond floor 4.
Determine plan for parking guidance
system improvements by end of 2016.

Objective 3: Grow annual revenues from leasing Airport property to $3.7 Million per year by
the end of 2020.
Background: The Airport has 183 acres of property (note: this does not include property where
development has been put on hold until the completion of SAMP or the Des Moines Creek
Business Park 1 where development is already underway) 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
uses, supportive of the airport. 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".)

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2016 Aviation Business Plan

Objective 3: Grow annual revenues from leasing Airport property to $3.7 Million per year by the
end of 2020.
Performance Measure Performance Target Actions
Lease revenues $3.7 Million per year by Properties in Burien:
end of 2020.
Northeast Redevelopment Areas 2 and
3:
Complete design & infrastructure
planning 2016 2018, using FAA
pilot program funding.
Secure Commission approval of
ground lease.
Coordinate entitlement permitting
work with a developer.
Properties in Des Moines:
Des Moines Creek Business Park
(DMCBP) 1 87 acres:
Monitor completion of Phase 1
improvements by end of Q1 2016
consistent with the approved plans
and specifications.
Finalize and execute Phase 2 ground
lease by end of Q3 2016.
Monitor completion of Phase 2
improvements Q4 2016 2017
consistent with the approved plans
and specifications.
Finalize and execute Phase 3 ground
lease to support the FAA regional
office facility by the end of Q1 2016.
DMCBP 2 17 acres:
Collaborate with City of Des Moines
to prepare a plan for the site's
redevelopment by end of 2016.
Properties in SeaTac:
L Shape - 26.2 acres:
On-hold until SAMP is complete.
DMCBP 3 28.7 acres:
Initiate conceptual planning by end
of 2016.

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2016 Aviation Business Plan

Objective 3: Grow annual revenues from leasing Airport property to $3.7 Million per year by the
end of 2020.
Performance Measure Performance Target Actions
Prepare plan for site's redevelopment
by end of 2017.
28th Avenue S. Development Area
35.7 acres:
On-hold until SAMP is complete.
North of Runway Parcel 13 Acres.
On hold until SAMP is complete.
Objective 4: Grow revenues from ground transportation service providers operating at the
Airport from $8.5 Million forecasted in 2015 to $9.3 Million by the end of 2020.
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, Sidecar, etc.), have entered the Puget
Sound market in recent years. The focus for this business plan is managing the ground
transportation program amidst both the rapid growth of the airport and the significant changes
taking place within the ground transportation industry.
Objective 4: Grow revenues from ground transportation service providers operating at the
Airport from $8.5 Million forecasted in 2015 to $9.3 Million by the end of 2020.
Performance Measure Performance Target Actions
Revenues from ground $9.3 Million by the end of Evaluate performance of TNCs under
transportation service 2020. new agreement established in 2015
providers operating at the and determine how to proceed
Airport. contractually in 2016.
Release RFP on Q2 2016 for on-
demand taxi contract and select
operator by end of Q3 2016.
Develop comprehensive ground
transportation strategy by end of Q2
2016.
Objective 5: Increase the revenues generated from the Airport's common -use lounge business
from $2.4 Million forecasted in 2015 to $3.2 Million by the end of 2020.
Background: The Airport has been operating two common-use lounges at Sea-Tac, one located
on the South Satellite and the other on Concourse A, through a management contract initiated in
2010. A new agreement with a new operator commenced in early 2015 for a term of three years
with two one-year options to extend. With the new lounge contract, there are opportunities for
growth through a broadening of the customer base to include non-airline affiliated customers,
and by extending hours of operation. In addition, with the forecasted growth of enplanements

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2016 Aviation Business Plan

and the increasing need of primarily international, but also domestic carriers for lounge space,
opportunities will be explored to expand the number of common-use lounges at Sea-Tac over the
next several years.
Objective 5: Increase the revenues generated from the Airport's common-use lounge business
from $2.4 Million forecasted in 2015 to $3.2 Million by the end of 2020.
Performance Measure Performance Target Actions
Revenues from common- Lounge revenues exceed Implement enhanced lounge service
use lounge services. $3 Million by the end of offerings by the end of Q1, 2016.
2020. In light of airlines changing their
offering of lounges at SEA, evaluate
demand for airport's common-use
lounges.

Strategy 6.0: Continually invest in a culture of employee development, organizational
improvement, and business agility.
Objective 1: 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 in new and novel ways that 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 1: 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 New governance Develop governance policy and
execution (including structure in place by procedures, data standards and
development of BI Q2 2016 analytics best practices. Assess best
governance; data and Data and analytics practices and identify necessary skills
analytic standards and standards to develop additional advanced
capabilities, and implementation by Q1 analytical and market research
information management 50% of existing ETL capabilities.
(storage/extraction) processes automated o $40K 2016 (consultant)
efficiencies by Q4 2016 Automate ETL processes for external
cloud data source access (CPI/Lean
project permanently eliminating
manual processes)
o $75K for on call consultant
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 by 2019 providing measurable benefit across

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2016 Aviation Business Plan

Objective 1: 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
(2014: 6%) various Airport departments.
Complete an additional 8, or more
projects per year through 2019.
o 2016 Budget: Resource
Airport staff analytical Participation of 50 staff in Develop on-line training curriculum
production and workshops for graphical literacy /analytical
consumption capabilities methods by Q4 2016;
o $52K om 2015 for consultant +
capacity above resource
Objective 2: Improve airport work process flows and business agility
Background: The airport staff and certain work flows have benefitted from Lean process
improvements. Continue that work at the airport to support corporate wide strategic innovations
and Lean direction. Contingent upon pending broader direction to be noted in corporate business
plans, the airport intends to improve processes in two areas.

Objective 2: Improve airport work process flows and business agility
Performance Measure Performance Target Actions
Work processes have Waste is measurably Improve airport drawing review
improved flow minimized within system flow
work flows Begin initial improvements within
several maintenance work groups

Note: additional objectives and actions will be developed in alignment with Port-wide strategies
that are still under development.

Strategy 7.0 Maintain valued community partnerships based on mutual understanding and
socially responsible practices.
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 approved by the FAA in 2014 updated the airport's Noise Exposure Map
(NEM) and Noise Compatibility Program (NCP). Studies to determine the feasibility of
implementing noise insulation programs for apartment buildings and places of worship are being
conducted during 2015. Results of those studies will be presented to Commission in early 2016,
and implementation of the measures documented in the NCP are scheduled to begin upon
Commission authorization to proceed.

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2016 Aviation Business Plan

Objective 1: Implement noise mitigation programs consistent with updated Part 150 and
Commission direction.
Performance Measure Performance Target Actions
New Part 150 programs Project priorities Brief Commission on project priority
identified and plan Q1 2016
approved Develop proposed program plan and
Obtain AIP funding new capital program for Investment
Implementation of Committee and Commission approval
prioritized mitigation by end of Q2 2016
programs Initiate procurement processes and
grant applications for new projects by
end of Q3 2016
Secure grant funding and commence
new programs 2016 2020
Budget for all new programs approx.
$42M (capital and expense)
Highline Schools sound Insulate school Insulate school buildings
insulation projects buildings (timing o Budget: $38.5M unspent (MOA)
TBD on availability
of district funding)
Ground Run Up Decisions made Determine location and appropriate
Enclosure about feasibility and timing of construction Q1 2016
siting Conduct environmental review (if
Obtain AIP funding necessary), noise evaluations, design
and permitting 2016 2017
Apply for AIP grant 2017
Construct 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
(NOMS) 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. NOMS 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 an annual average of
2,000 public inquiries about noise.
Objective 2: Collect accurate data to monitor compliance with noise abatement procedures and
investigate stakeholder inquiries about airport noise.
Performance Measure Performance Target Actions
Noise monitor and flight Monitor noise Review noise abatement procedure
tracking system is abatement procedures compliance with FAA monthly 2016
operational and provides Provide specialized 2020

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2016 Aviation Business Plan

Objective 2: Collect accurate data to monitor compliance with noise abatement procedures and
investigate stakeholder inquiries about airport noise.
Performance Measure Performance Target Actions
accurate data airport noise and Respond to community inquires 2016
flight tracking reports - 2020
Track historic and Fly Quiet Program 2016 - 2020
current noise trends Conduct noise contour review
required by prior litigation Q4 2017
and Q4 2020
o Budget TBD expense
(Staff/O&M)
Objective 3: Facilitate and maintain effective inter-jurisdictional partnerships, with the goal of
securing local support for Port priorities and redevelopment of Port-owned land in airport
communities.
Background: Collaboration with airport cities to redevelop Port-owned property under their
regulatory jurisdiction achieves the joint goal of returning these properties to productive use.
Effective community partnerships provide a structure for airport cities to engage with the Port on
airport operational and growth issues that impact airport communities. These actions advance
Century Agenda economic development goals and sustain mutually supportive relationships with
airport community residents, city leaders and policy-makers.
Objective 3: Facilitate and maintain effective inter-jurisdictional partnerships, with the goal of
securing local support for Port priorities and redevelopment of Port-owned land in airport
communities.
Performance Measure Performance Target Actions
Airport communities Airport issues Facilitate meetings with community
understand and are communication plans coalitions - Highline Forum and
engaged in decisions align with Port-wide Soundside Alliance 2016 - 2020
about development of communication plans Budget: $5K/yr Soundside
Port-owned property and strategies Alliance
under local Airport community Sponsor SW King County Chamber
government control participation in events 2016 - 2020
Airport communities SAMP public Budget: $12K/yr expense
understand and processes for Develop and distribute Airmail,
support Port planning identified projects Airport Check-In and other written
decisions required to Airport land use communications 2016 - 2020
accommodate airport compatibility issues Budget: (AirMail) $10K/yr
growth are resolved and local expense
Airport communities development interests Assess and respond to Aviation
support the Port's are aligned with Port Division needs for communicating
leadership on priorities with diverse audiences 2016 - 2020
economic Opportunities for joint Budget: $25K/yr expense
development pursuit of resources Manage SAMP airport community
initiatives are identified and

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2016 Aviation Business Plan

Objective 3: Facilitate and maintain effective inter-jurisdictional partnerships, with the goal of
securing local support for Port priorities and redevelopment of Port-owned land in airport
communities.
Performance Measure Performance Target Actions
initiated engagement and outreach strategy
Provide regular SAMP updates to
targeted airport communities, local,
state and federal legislative offices,
agency officials, and trade/travel
industries in proximity to public
commission briefings
Integrate SAMP updates and key
messages in educational outreach
and Port speaking engagements
Reinforce for regional and airport
audiences that Sea-Tac is a leading
economic development engine and
collaborates to identify community
economic benefit from Airport
activity growth.
Facilitate meetings between Port and
airport community leaders and
decision-makers 2016 2020. See
Strategy 5, Objective 3
Execute new Port of Seattle/City of
SeaTac ILA February 1, 2016
Administer new ILA 2016 2020

Objective 4: Implement, administer and monitor Aviation Division programs that support Portwide
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. This work
requires ongoing collaboration with a variety of partners to create strategies for increasing
workforce training and employment opportunities.
Objective 4: Implement new aviation division programs that support Port-wide workforce
development strategies and Commission Quality Jobs policies.
Performance Measure Performance Target Actions
Aviation Division Annual high school Facilitate high school internships and
education and workforce internships funded expand aviation career awareness
development programs and implemented programs by Q4 2016
supporting Quality Jobs Increased number of Coordinate career awareness
policies airport-based career (engineering, skilled trades) activities
awareness in collaboration with local school

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2016 Aviation Business Plan

opportunities for district(s) by Q4 2016
students o Budget: Interns $25,000 expense
Compliance with Increased employee Utilize custom-designed software
Resolution 3694 retention (airport tracking system to monitor
employers) compliance with Resolution 3694
Decreased number of (timeframe uncertain based on 3694
safety and security implementation)
violations (airport o Budget TBD
employers)
Employment Continuity Participation available Database operational for 2016
Pool to all eligible ADR affected employees Q1 2016
tenant employees Vendor procedures for engagement
with employers established Q1 2016
Vendor performance metrics
established Q1 2016
Vendor reporting schedule and
requirements established Q1 2016
Job fairs and other events as
necessary 2016 2017
Budget TBD, as outcome of 2015
procurement
Objective 5: Contribute to Port-wide small business goals by facilitating access to Aviation
Division opportunities for local businesses (CA). (This objective may be updated upon
completion of the Economic Development/OSR business plan.)
Background: The Port encourages small businesses from communities around the airport to
access airport/port business opportunities and includes in project plans methods to facilitate and
support small business participation.
Objective 5: Contribute to Port-wide small business goals by facilitating access to aviation
division opportunities for local businesses. (This objective may be updated upon completion of
the Economic Development/OSR business plan.)
Performance Measure Performance Target Actions
Percentage of gross sales Maintain Implement minimum of two targeted
generated by small approximately 35% of events and outreach to local small
businesses (ADR) gross sales during business restaurant and retail
leasing transition community in Q1 and Q3 2016
(35% is the current o $30K per outreach event
participation rate for
small businesses)
Maintain full tenancy
in small business
kiosk program
Increased competition for Database containing Launch online curriculum for

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2016 Aviation Business Plan

Objective 5: Contribute to Port-wide small business goals by facilitating access to aviation
division opportunities for local businesses. (This objective may be updated upon completion of
the Economic Development/OSR business plan.)
Performance Measure Performance Target Actions
tenant design and at least 50 local prospective local construction firms
construction projects vendors of Q1 2016
(ADR) architectural, Build database of firms completing
engineering and online curriculum Q3 2016
construction services o $25K database development and
to serve future tenant management
build-out projects

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