COMMISSION 
AGENDA MEMORANDUM                        Item No.   6e 
ACTION ITEM                            Date of Meeting        July 14, 2020 
DATE:     June 23, 2020 
TO:        Stephen P. Metruck, Executive Director 
FROM:    Laurel Dunphy, Director Airport Operations 
SUBJECT:  Airport Operations Consolidated Customer Support Services 
Estimated amount of this request:       $7,600,000 
ACTION REQUESTED 
Request Commission authorization for the Executive Director to execute a contract for Airport
Operations Consolidated Customer Support Services at the Seattle-Tacoma International Airport. 
The estimated amount is $7,600,000 for a two-year period. 
EXECUTIVE SUMMARY 
The purpose of this action is to consolidate two existing customer support service contracts
expiring in December 2020 into one Airport Operations Consolidated Customer Support Service
contract starting January 2021. This new contract assumes that the new International Arrivals
Facility (IAF) will be more passenger friendly and provide efficient way finding, requiring a lower
level of customer support than the current South Satellite (SSAT) facility. The proposed contract
should result in lower costs as it also assumes 30% lower passenger volumes in 2021 in both the
Terminal and Landside Operations. 
JUSTIFICATION 
Currently, in the airport terminal, the Port of Seattle (Port) supports contracted customer services
at the Security Checkpoints and in the existing Federal Inspection Services (FIS) facility. In the
airport Landside area, the Port of Seattle supports contract customer services in the parking
garage and North Employee Parking Lot (NEPL). The table below identifies the existing two
individual contracts, scope of work, total budget amount, and annual contract budget amount 
dedicated to serve the airport. 



Template revised January 10, 2019.

COMMISSION AGENDA  Action Item No. 6e                                   Page 2 of 6 
Meeting Date: July 14, 2020 
Existing Contract Company      Total Contract   Annual Contract       2019 Actual
Budget ($)         Budget ($)       Expenses Including
YE Accruals 
VIP Hospitality (CISS/VIP)              17,420,000          2,903,333             3,314,463 
Passenger Services (FIS-       (over 5 years) 
International customer
process assistance) 
Baggage Services (FIS-
Customs area) 
Flight Support Services (FSS)           5,000,000          1,370,000             2,185,766 
Security Checkpoints          (over 3 years) 
App-Based Ride Share 
North Employee Parking
Lot 
Airport Main Terminal
Service Tunnel 
TOTAL     22,420,000        4,273,333           5,500,229 
The proposed areas of work will remain the same, however, the intent of consolidating multiple
service contracts into one larger contract would be to gain flexibility with contract employee
staffing during peak seasonal periods, provide a higher caliber of technically proficient employees
for tasks such as security checkpoint queue management/TSA supplement staff assistance, as
well as the ability to shift contract employee resources to busy "hot spots" during peak hours of
the day. Airport "hot spots" are often found in the App-BasedRide Share staging area, the
security checkpoints and in the new IAF. The expectation is that with a single service provider 
more employee resources will be available to shift to busy "hot spots," the Port will be able to
better manage contractor costs, employee resource allocation, and be able to improve customer
service.  Additionally, in the competitive bid process, there is opportunity for women and
minority business enterprises (WMBE) to provide services under the larger contract.  This
contract will also contain strong customer service standards and the Aviation Customer Service
Department will work closely with primary contracted service leads to ensure quality assurance
alignment. This approach will enable a shift of Port Customer Service Representatives
(Pathfinders) out of the security checkpoints to areas of the terminal where their airport
knowledge can be more fully utilized,  and they can have greater mobility to provide
comprehensive service to customers. 
Given the reduced activity due to the COVID19 situation, staff was mindful to evaluate the service 
required and to analyze each contract developing a very lean cost estimate, in order to maintain 
a minimal level of service. Additionally, we are making planning assumptions as to how the new 
bags-first ("simplified arrival") process will work in the new IAF. The estimated cost is 30% lower
than 2019 YE actual cost for the two contracts and is consistent with the Port's forecast for near
future activity. To that end, should passenger activity increase greater than forecast or need to
be adjusted to accommodate the new processes in the IAF, staff may return to Commission to

Template revised June 27, 2019 (Diversity in Contracting).

COMMISSION AGENDA  Action Item No. 6e                                   Page 3 of 6 
Meeting Date: July 14, 2020 
request additional funds. The solicitation will include a provision that allows the Port to amend
the contract significantly to accommodate passenger growth and/or changes in services. The
intent of the contract is to attain 2 years' service and adjust the contract value to accommodate
those two years. 
Diversity in Contracting 
As mentioned in the previous paragraph, in the competitive bid process, there is opportunity
for women  and minority-owned business enterprises to provide services under the larger
contract. We are currently working with the in Diversity Contracting office to determine if subcontracting
opportunities are available. This contract will have a labor harmony provision. 
Schedule 

Commission authorization                      July 14, 2020 
Request for Proposal Advertisement             July 2020 
Contract Award                               Q4 2020 
Start of Service                                     January 1, 2021 
Cost Breakdown 
We estimate the contract will provide a minimal level of service for an estimated amount of
$7,600,000 over a two-year period. The Port of Seattle has the ability to work with the contractor
to increase or reduce staff levels as demand dictates, and better control costs. This represents a
30% reduction over the 2019 costs for these services. Should passenger volumes increase and/or
the Port determines it is appropriate to increase level of service, staff may return to Commission
seeing authority to amend the contract to cover the additional cost. 
ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1  Continue to administer separate contracts for terminal and landside services at 
the same level of customer service support. Bid contracts for a 2-year period. 
Cost Implications: Estimated cost of $11,000,000 over a 2-year period with a potential for a
higher cost to maintain two individual contracts. 
Pros: 
(1)   Allows for specific and focused services in terminal and landside areas 
(2)   Provides employee resources in high demand areas for better customer service 
Cons: 
(1)   Single management of resources is limited to specific areas 
(2)   Separate  contracts  may  yield  inconsistent  and  higher  wage  rates,  overhead  and
administrative fees overall 
(3)   Limits flexibility to shift resources to airport-wide "hot spots" during peak periods 

Template revised June 27, 2019 (Diversity in Contracting).

COMMISSION AGENDA  Action Item No. 6e                                   Page 4 of 6 
Meeting Date: July 14, 2020 
(4)   Does not provide continuity of service during seasonal peaks and/or flexibility with
employee utilization during peak hours of the day to cover "hot spots" 
(5)   Request for Proposal (RFP) procurement process required for two separate individual
contracts as they expire. 
This is not the recommended alternative. 
Alternative 2  Combine terminal service areas (i.e. International Arrivals Facility and Security
Checkpoints) and Landside service areas (i.e. parking services and NEPL) into one contract. 
Reduce level of service and cost by 15% overall. 
Cost Implications: Estimated $9,300,000 over a 2-year period 
Pros: 
(1)   Provides continuity of service in terminal and landside areas. 
(2)   One contract for Terminal and Landside services would yield consistent wage rates,
overhead and administrative fees overall. 
(3)   Supports airport stakeholders with operational effectiveness and efficiencies 
(4)   Allows for flexibility to shift resources to airport-wide "hot spots" in a timely manner 
(5)   Provides continuity of service during seasonal peaks and flexibility with employee
utilization during peak hours of the day to cover "hot spots" 
(6)   Improves situational awareness for better customer service 
(7)   May reduce costs due to better efficiency with employee resource allocation and
distribution 
(8)   Requires one RFP process to cover multiple areas 
(9)   Supports one Port/Contractor administration relationship for more effective/efficient
facilitation and administration 
(10)  Enables Pathfinders to shift away from security checkpoints and to better utilize their
airport knowledge to deliver comprehensive services to customers. 
(11)  Reduces Operating costs. 
Cons: 
(1)  Requires a high degree of situational awareness for allocating resources in multiple
areas during busy peak periods. 
(2)  Potential for cost escalation due to need to cover multiple areas and if activity returns
at a greater pace than forecasted. 
(3)  Requires relocating resources from other areas to support Cell Phone Lot. 
This is not the recommended alternative. 



Template revised June 27, 2019 (Diversity in Contracting).

COMMISSION AGENDA  Action Item No. 6e                                   Page 5 of 6 
Meeting Date: July 14, 2020 
Alternative 3  Combine terminal service areas (i.e. International Arrivals Facility and Security
Checkpoints) and Landside service areas (i.e. parking services) into one contract. Reduce level of
service and cost by 30% overall. 
Cost Implications: Estimated $7,600,000 over a 2-year period 
Pros: 
(1)   Provides continuity of service in terminal and landside areas 
(2)   One contract for Terminal and Landside services would yield consistent wage rates,
overhead and administrative fees overall. 
(3)   Supports airport stakeholders with operational effectiveness and efficiencies 
(4)   Allows for flexibility to shift resources to airport-wide "hot spots" in a timely manner 
(5)   Provides continuity of service during seasonal peaks and flexibility with employee
utilization during peak hours of the day to cover "hot spots" 
(6)   Improves situational awareness for better customer service 
(7)   May reduce costs due to better efficiency with employee resource allocation and
distribution 
(8)   Requires one RFP process to cover multiple areas 
(9)   Supports one Port/Contractor administration relationship for more effective/efficient
facilitation and administration 
(10)  Enables Pathfinders to shift away from security checkpoints and to better utilize their
airport knowledge to deliver comprehensive services to customers. 
(11)  Reduces Operating costs. 
Cons: 
(1)   Requires a high degree of situational awareness for allocating resources in multiple
areas during busy peak periods; 
(2)   Potential for cost escalation due to need to cover multiple areas and if activity returns
at a greater pace than forecasted. 
(3)    Requires relocating resources from other areas to support Cell Phone Lot 
This is the recommended alternative. 
FINANCIAL IMPLICATIONS 
These costs are very preliminary based on our current contracts and level of service. Staff expects
additional needs with the transition to and the opening of the new International Arrivals Facility,
as well as new requirements due to COVID19. Physical distancing in the security checkpoint
queues will require contract staff to help support, monitor and ensure passengers are adhering
to separation standards. This may have cost implications to maintain an identified level of
customer service for passenger safety. 


Template revised June 27, 2019 (Diversity in Contracting).

COMMISSION AGENDA  Action Item No. 6e                                   Page 6 of 6 
Meeting Date: July 14, 2020 
Annual Budget Status and Source of Funds 
The annual operating cost associated with this contract will be included in the annual operating
budget. 
ATTACHMENTS TO THIS REQUEST 
None 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
May 22, 2018  The Commission authorized advertising and execution of a contract for up to
three years, a one-year base contract with two one-year options of seasonal customer
service staffing at Seattle-Tacoma International Airport for an estimated contract value
of $2,740,000. 
September 30, 2014  The Commission authorized execution of a contract for Centralized
International Support Services in the Federal Inspection Services (FIS) Facility at Seattle-
Tacoma International Airport for up to five years (2015-2019) for an estimated amount of
$8,700,000. 











Template revised June 27, 2019 (Diversity in Contracting).