PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      7d 
STAFF BRIEFING 
Date of Meeting    May 26, 2015 
DATE:    May 12, 2015 
TO:     Ted Fick, Chief Executive Officer 
FROM:    Luis Navarro, Director, Office of Social Responsibility 
Marie Kurose, Workforce Development Program Manager 
SUBJECT:  Workforce Development Strategy Update and Recommended Options 
SYNOPSIS 
This memo provides options and recommendations in response to the Commission and
CEO's desire to strengthen and expand the Port's workforce development strategy and
associated investments. Specifically, the recommendations respond to the direction
outlined in the Commission motion "Increasing Workforce Development and Career
Opportunities Activities as Amended" adopted on July 1, 2014, and the Commission's
Quality Jobs Initiative. The recommendations include a sector based approach and an
expansion of the Port's funding in regional workforce development in port sectors. A
strategic framework for 2016 is proposed as base year from which staff will recommend
next steps and timeline beyond 2016, aligned with the Port's new General Delegation and
development of Policy Directives, and legislative authority, which will inform a 5-year
plan. 
BACKGR`OUND 
The Port of Seattle has made significant commitments to expand its involvement in
workforce development, including: 
The Century Agenda, adopted in December 2012, which expresses the Port's vision
of adding 100,000 jobs over 25 years through economic growth it leads while creating
economic opportunity for all and promoting social responsibility and affirms its
commitment to workforce development as an integral part of achieving these goals; 
Resolution 3694, adopted in July 2014, which relates to safety and security at
Seattle-Tacoma International Airport and the necessary hiring standards, training
opportunities, and minimum compensation required to maintain a well-trained
workforce at the Airport, which establishes the need for additional training for
Airport workers and support for their career advancement; and 
Port Commission's motion on Increasing Workforce Development and Career
Opportunities Activities, adopted in July 2014, which articulates the Port's major
goals for workforce development and directs OSR to develop effective strategies to
achieve them. 

Template revised May 30, 2013.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 2 of 11 
Employment Services, the Port provides employment services under a service
contract with the non-profit organization Port Jobs. 
Apprenticeship Opportunities Program, the Port has supported apprenticeship and
pre-apprenticeship programs 
At the September 30, 2014 Commission meeting, OSR and the consultants from Insight
Center provided a comprehensive briefing of the consultants' analysis and
recommendations including; sector analysis, cost estimates (10 years), and proposed
scope of work for the various Requests for Proposal. Based on the CEO request for
additional information prior to moving forward with the recommendations, the
Commission agreed that OSR present a revised strategic investment plan for approval at
the end of April 2015. 
OSR has completed a workforce development strategic plan, identifying opportunities
that support the Port's mission and strategic goals, enhance or expand existing efforts,
strengthen regional partnerships, leverage outside resources, and those with potential for
greater impact. We conducted additional analysis, engaged stakeholders, developed new
partnerships, and other efforts to refine the workforce development recommendations and
maximize Port investments. 

RECOMMENDED STRATEGY 
The recommendations are designed to articulate the Port's role and expanded
commitment to workforce development, by enhancing and building on the Port's vision
of creating family wage jobs in the region by strengthening port-related industry sectors. 
Prioritize Investments 
Promote career pathways, equity in employment, and job quality for workers at the
Port and at port-related industries 
Strengthen employer participation and ongoing engagement 
Support greater alignment and strategic partnerships with regional stakeholders 
Move from planning to implementation and action 
Increase efficiency, effectiveness and impact 
Apply a Sector Approach: Recommended Framework 
The sector approach is aligned with the Port's economic development and community
impact goals by explicitly linking the goals of economic development and business
competitiveness with the workforce development and economic inclusion at the same
time. This approach also benefits workers by creating new pathways into the industry
and to good jobs and careers. Sector approaches are tailored to specific industry and seek
to increase responsiveness and efficiencies through coordinated planning, collaboration,
and shared measurement.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 3 of 11 
The proposed sector approach or industry-focused workforce development partnerships
support economic growth and industry competitiveness by cultivating and strengthening
the skills and education of the workforce, and leverage the Port's status as an "anchor
institution" for regional economic development, including its roles as workforce
developer, employer, purchaser of goods and services, property-owner and developer,
and champion in port-related industry sectors. 
Targeted Port Sectors 
We propose the Port focus its efforts on the sites and industry sectors in which it is most
directly involved: 
Airport Provides direct support to Sea-Tac Airport operations (passenger air, air
cargo,  and  connected  sub  sectors  such  as  logistics,  maintenance,
restaurant/hospitality, and retail) 
Maritime Support the growing maritime industry (fishing, marine cargo, logistics,
cruise, ferry, and tug) 
Construction Supports the pipeline of qualified workers (with emphasis on portrelated
construction sub-sectors and projects) 

RECOMMENDED INVESTMENTS 
Investment Types: 
We recommend the Port invest in the following areas in the sectors: 
Industry Engagement/Program Development: Labor market analysis, including
employment equity analysis, career pathways mapping, program and fund
development. 
Job Access, Career Advancement and Retention Services: Job access services,
job-training services, high school internships, and career advancement services. 
Regional Partnerships/Intermediary:  Partner development and collaboration,
coordination across functions, troubleshooting, continuous improvement, connector
and coordination, focus on common data systems and track metrics, system building,
fund development and leverage. 
Evaluation: Develop and implement evaluation methodology to measure the
effectiveness and impact of the Port of Seattle's investments and actions related to the
Port's workforce development goals.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 4 of 11 
2016 INVESTMENT OPTIONS 
These recommendations are for 2016, Year One of the Five Year Investment Strategy. The
2017  2020 work plan and budget recommendations may be adjusted based on
stakeholder input, the upcoming Workforce Development Policy Directive, evaluation,
and program development. 

Option 1        Option 2 
Maintain       Expanded 
Current       Investment 
Investment 
CONTRACTS 
Industry Engagement/Development &      0            $50,000 
Implementation 
Airport                       $750,000        $950,000 
Construction                     $200,000        $850,000 
Maritime                     $107,000       $200,000 
Metrics to Drive Results Evaluation         0              $50,000 
TOTAL CONTRACTS  $1,057,000     $2,100,000 
HIGH SCHOOL INTERNSHIPS 
Challenge grants to increase internships with   0              $25,000 
Maritime employers 
Port Internal                       $9,000          $27,000 
$52,000 
TOTAL INVESTMENT  $1,066,000     $2,152,000 

CONTRACTS 
Airport Sector Recommendations 
Increase investment to expand the Airport-related job access and training services
currently offered through our contract with Port Jobs for Airport Jobs and Airport
University. Our recommendation is based on current and emerging needs. 
The Airport's rapid growth and planned expansion will increase the need to recruit, retain
and support the career advancement efforts of this segment of the labor force. The
recommended workforce development strategies will provide employers in airport-related
industry sectors with ready access to a pool of qualified applicants. They also take into
account key provisions contained in Resolution 3694, which identify the need for

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 5 of 11 
"improved levels of general training, education, and/or work experience, employee
qualifications for advancement, and corresponding compensation incentives in order to
attract and retain a high-quality workforce for the purposes of ensuring a safe and secure
Airport." 
They also state that "addressing these needs will aid in reducing workforce attrition,
increase Airport safety and security, and promote the public health, safety, and welfare of
the workforce and the general public at the Airport," and they set policy regarding related
standards in the areas of hiring, training, and English proficiency. This particular focus on
job quality at the Airport, which we recommend the Port expand, provides a basis for
increased investments in training, career advancement, and retention services for Airport
workers. 
SCOPE OF WORK: ACTIVITIES 
Current $750,000                Expanded $950,000 
($250,000 Increase 
Job Matching/Placement           Continuation of Current Plus: 
Career Navigation & Counseling,      Expanded Training (Airport Univ.) 
Job Readiness Training              Job-Related Basic Skills & English
Industry-Specific Skills Training         Language Training 
Employer Services                Career Advancement/Industry Specific 
Job Fairs                   New Training Partnerships 
Targeted Recruitment            Increased Career Navigation 
Customized Training             Retention, Support, & Tracking 
Fund Development/Leverage        Data and Evaluation 

Airport Sector Metrics           Current        Expanded 
Individuals Served (unduplicated)         6,499           7,000 
# of Job Placements                1,236           1,250 
# of Hiring Employers               75             100 
Placement Hourly Wage             $10.28         $10.50 
Employers Served                100           100 
Job Listings                     925            1,000 
Training Enrollments               337             400 
Training Completions               327             350 
New Funds Secured               $1.9m (3 yrs)    1 new funder 
New Training Courses Offered          4                2

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 6 of 11 
Additional Metrics (Expanded Investment): 
Outputs: Implementation of new work-based English and/or basic skills training, new
employer partnerships, leverage (program, funding, support), and the development of a
new participant data and tracking system to collect longer-term career advancement and
retention outcomes.
Outcomes (of individuals completing training): Job/Career Upgrades (60%), Increased
Wages (70%), and Job Retention (6 month- 60%, 12 month-50%).
Construction Sector Recommendations 
A significant increase in investment to expand the Port's support for the construction
sector. The proposed investment will contribute to the development and implementation
of a Regional Construction Partnership, a coordinated approach of the key public
agencies. The Port's growing investments in infrastructure projects at the Airport and
other developments will rely on the availability of a skilled construction workforce.
Additionally, public and private construction activity has increased and is projected to
continue to grow over the next decade. Contractors on Port and other projects are
beginning to report worker shortages across all trades. These shortages will cause project
delays, and increase the overall cost to the Port as well as other public and private
developers.
The recommended approach will strategically align the Port's workforce development
investments with Port construction projects, as well as partner with other public agencies
to create a regional construction pipeline and system to coordinate planning, funding and
support functions. The  Port's investment will be pooled or co-invested to support
expanded outreach, pre-apprenticeship training, support services, and strategies to
increase apprentice retention and completion rates.  Additionally, it will support a
coordinating/intermediary  function  to  partner  with  local  stakeholders  (unions,
contractors, community agencies, training providers, and public agencies) to streamline
and strengthen the pipeline. This approach responds to the findings and recommendations
from the recent Construction Industry Labor Market Assessment report, which
documented the ongoing need to ensure strong pathways into the construction trades for
all people, including women, minorities, and low-income people, and to increase the
completion rate of all apprentices, and particularly those, such as women and minorities,
who experience higher-than-average attrition rates.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 7 of 11 

SCOPE OF WORK: ACTIVITIES 
Current $200,000                  Expanded $850,000 
(included in Port Jobs contract)                  ($650,000 increase) 
Subcontract with Apprenticeship for Non      NEW PROGRAM: Regional Partnership 
Traditional Employment for Women (ANEW)   Coordinated Planning and Funding 
Outreach and recruitment 
Orientation to the Trades 
Pre-apprenticeship training 
Career Navigation & Support Services      Apprenticeship placement 
Job/Apprenticeship Application          Participant support and retention 
Pre-Apprenticeship Training            Employer training & assistance 
Coordination and Support 
Centralized referral and reporting 
Contractor assistance 
Coordinated forecasting 
Stakeholder communications &
coordination 
Data, tracking, and evaluation 
Resource and fund development 
Construction Sector Metrics           Current        Expanded 
Individuals Served (unduplicated)                250             400 
Pre-apprenticeship Completion                 50             120 
Apprenticeship Placements                   100            200 
NEW OUTPUTS 
Centralized Referral System Developed --              Report 
Regional Advisory Board Established --              Report 
Contractor Training and Support --              Report 
New Funding/Resource Commitments --             Report 
NEW OUTCOMES 
Apprentice Retention (6, 12 months) --            85% - 6 month 
80% 12 month 
Apprentice Completion # and % --          Increase from baseline 
Increased # and % Minority and Women --       Increase from baseline 
Apprentice Completions 
Increase in projects that achieve apprentice --         Increase from baseline 
utilization goals (women and people of color)

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 8 of 11 
Maritime Sector Recommendations 
Establish a fund to support the early development and implementation of a new project
and to provide a matching fund to support high school intern slots with maritime
employers. The maritime sector has no established workforce development program.
However, the industry has prioritized workforce development and has increased employer
interest and representation. There are a number of potential projects that are still in
development or in need of support to complete. The Port's investment will be targeted to
opportunities that have near-term potential for implementation, committed industry
partners, and potential impact.
SCOPE OF WORK: ACTIVITIES 
$107,000 (2014)                   Expanded $200,000 
One Time Grants:                 NEW: Potential Activities: 
Career awareness activities 
Center for Wooden Boats' youth training
program                         Co-investment 
Tuition assistance & support 
Support for Maritime study 
Core Plus expansion to Maritime 
Increase employer engagement 
Develop   industry-driven   workforce
ready training pathways 
Apprenticeship expansion 
Business plan completion 
Fund development 

Maritime Metrics: Preliminary 
Outreach/Career Fairs - Report 
# of Employers Participating in Training/Hiring - 10 
Strategic Investment and Action Plan Completion 
Maritime Job Placements - 25 
Placement Hourly Wage  $15-$20 
Job Retention (6 month)  80% 
Training Enrollments - 20 
Training Completions  17 
New Funds/Resources Secured  Report 
New Training Programs Implemented

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 9 of 11 
ADDITIONAL INVESTMENT RECOMMENDATIONS 
Industry Engagement/ Development & Implementation 
Support industry engagement in identifying skills, labor market needs, curriculum design,
training, and project development. By contracting for labor market analysis, employment
equity analysis, and analysis of occupations' compensation and skill requirements
necessary to produce career pathways maps, requiring a strong voice in those analyses of
employers in Port-related industries, as well as of job seekers and workers, and by
providing related information of high value to workforce development planners and
providers, the Port of Seattle will meet a need that is important to the Port, employers in
port-related industry sectors, and regional workforce development stakeholders. 
Labor market research often lacks the voice of employers, as well as job seekers and
workers. As a major stakeholder in each of the three target sectors (airport, maritime, and
construction), as well as an entity well-positioned to encourage port-related businesses to
participate, the Port has a unique leadership role to play in the process of directly
engaging port-related employers in workforce development planning, program
development and implementation. 
Evaluation 
Contract to evaluate the effectiveness and impact of the Port's investments and actions
related to its workforce development goals. Evaluation will generate lessons on which the
Port can base recommendations for the range of workforce development stakeholders in
Port-related industries, including employers, investors, and others as well as programs.
Further, the Port can use lessons from evaluation, its understanding of needs in portrelated
industries, and civic leadership it exerts as an anchor institution. By doing so, the
Port can be better prepared to increase the number of other investors in related workforce
development, identify the basis for efforts to apply for additional workforce development
funding from public, philanthropic, and corporate sources, and advocate for increases in
the capacity and efficiency of the regional workforce development system that increase
access to good jobs and development of career paths that lead to them, improve job
quality, and strengthen employment equity. In addition, it can be better prepared to
coordinate with other stakeholders and participate in, convene, or co-convene working
groups and coalitions to align strategies and uses of funding; promote changes in the
workforce development system, employers' human resource policies and practices, and
public policy. 
Internships 
Building a pipeline of workers to prepare the future workforce also requires connecting
employers with high schools and other secondary institutions and providing exposure for
youth to careers. Departments at the Port currently make internships available for college
and graduate students, but high school students do not necessarily add enough
productivity for departments to shoulder the costs of high school student interns
themselves. The Aviation Community Partnerships department currently sponsors seven

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
May 12, 2015 
Page 10 of 11 
high school internships at the Airport. OSR's budget currently supports two interns in
maritime-related jobs at the Port. We recommend an increased investment to support
additional internships to provide high school students exposure to a maritime-related
careers and industries. This includes an additional 4 internships (6 total) within the Port,
and establishing a challenge grant to encourage maritime employers to add 20 new high
school internships. 

Description       Current   Expanded         Activities/Scope of Work 
Industry Engagement/      0      $50,000      Employer involvement in identifying
Development &                        skills/labor market needs, curriculum
Implementation                           design, training, & hiring 
Career pathways mapping 
Program development/pilot 
Employment equity analysis in port-related
industries. 
Evaluation               0      $50,000      Development of evaluation models 
Evaluation of direct outcomes 
Create outcomes dashboard 
Internships             $9,000     $52,000       20 High School summer internships in
Maritime related jobs 
- 6 Port internal 
- 14 with Maritime employers 
2015 DELIVERABLES TIMELINE 
May 2015 
Commission 2:2:1 briefings 
Commission Briefing (May 26, 2015) 
June/July 2015 
Commission Action: Approval of recommendations and budget (June 9, 2015) 
Approval of OSR 2016 budget 
Release Airport Sector RFPs 
August/September 2015 
Stakeholder Outreach/Engagement (Sector Specific) 
Maritime & Construction RFPs) 
October/November 2015 
Evaluate RFP responses, CEO and Commission briefings on recommendation(s) 
December 2015

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Ted Fick, Chief Executive Officer 
May 12, 2015 
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Negotiate and Execute Airport Sector Contract for January 2016 start date 
Q1 2016 
Negotiate and Execute Construction and Maritime Sector Contracts 
Q2 2016 
Report on preliminary progress and outcomes 

ATTACHMENTS TO THIS BRIEFING 
Presentation slides 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
September 30, 2014  Workforce Development Expansion Strategy 
July 22, 2014  Commission adoption of Resolution 3694 as amended 
July 1, 2014  Commission adoption of Workforce Development Motion 
December 4, 2012  Commission adoption of the Century Agenda