Item No. 7e supp 
Meeting Date: August 23, 2016 
Janitorial contract redesign 

Stuart Mathews 
Director Aviation Maintenance

Current state of Janitorial operation 
Janitorial cost increases >        Meanwhile, room to improve on
passenger growth                  quality 
20    Passenger growth                   42 
+7%                45 
Janitorial spend [$M]                                37             40                 Airport Service Quality scores
35 
33       33                              35 
15                                                          for cleanliness rank 22 out of 25
+9%             13 
30 
11                                  North American peers                                                    Million Passengers                                                  10      9        9        10                      25 
20 
15                  Quality management is incident
5                                            10 
Contract cost growth                                based, with limited data to help 
5 
0                                               0 
2011     2012     2013     2014     2015 
We see an opportunity to evolve the operating model 
2

Vision for the future 
Objective                 Future state 
"Opening day fresh" cleanliness        A rebranded contract that is a
target                              "win-win" for Sea-Tac and partners
Airport is as clean as possible at          eager to do well 
4am every day 
Maintain positive customer            The onus of performance on
experience throughout the day           Contractors, via quality
management (incentives, etc) 
Put in place the means to track
and report on quality and control        Full transparency and control of
cost                             supplies and labor cost 
Aligns with our target to be at least #5 Airport on ASQ 
3

Highlight of activities conducted 
Benchmarking to peer Airports to compare costs, best practices 
Set a cleanliness target that is enforceable and in line with peers 
o 
Creating a quality management system to drive accountability within
the contract 
Exploration of "Unbundling" the scope to involve more partners 

"Zones" may be created to enable the above 
4

Options considered 
Extend the current contract. 
In-sourcing the janitorial services. 
New RFP with one contract including SBE
subcontractor(s) for the entire facility. 
New RFP with the Airport divided into multiple zones 
3 Zone option. 
4 Zone Option. 
Various Small Business options within the zone concept 

Goal is to create cost and quality competition 
5

Alternative #4 
1 Janitorial Prime Contractor 
Con. B     1 Zone 
CTE                       North Sat. 
Conc. C 
South Sat. 
Conc. D 
Con. A 
Incl. all STS levels                                                  Incl. all STS levels 


Ticketing 
Mezzanine
level 

Bag Handling, 
Ramp areas                                                 Bag Claim 
3rd Level 
4th Level 

AOB 

SBE Subcontractors utilized to meet goals 
6

1 Janitorial Prime Contractor 
Most common methodology at researched
airports. 
Limits on-going competition (cost and quality) 
Easiest to manage. 
Prime provides mentorship and resource
support for SBE subcontractors. 
This option is the easiest option to manage 
7

Alternative #5 
3 janitorial zones created 
Zone demarcations not final - minor adjustments possible before RFP 
Con. B 
Zone 1                            Zone 2 
CTE                       North Sat. 
Conc. C 
South Sat. 
Conc. D 
Con. A 
Incl. all STS levels                                                  Incl. all STS levels 
Zone 3 

Mezzanine               Ticketing 
Bag Handling,                                      level 
Ramp areas 
3rd Level 
Bag Claim 
4th Level                                                                  + additional outliers 
Southeast outliers (e.g. Bus maintenance facility) 
Southwest outliers (e.g. General aviation building) 
AOB 
Northeast outliers (e.g. Cargo, Fire station) 
West outliers (e.g. Port westside offices, TRACON) 

3 Zones available. Creates ongoing competition 
8

3 Zone Option 
Results in at least two prime contractors performing
services. 
RFP will limit number of zones any one contractor can
successfully win to two. 
Prime contractors will have a small business
subcontracting requirement. 
With smaller zones, SBE's may choose to compete for a
zone as a prime contractor. 
Provides ongoing competition for cost and quality 
9

Alternative #6 
4 janitorial zones created 
Zone demarcations not final - minor adjustments possible before RFP 
Con. B 
Zone 1                            Zone 2 
CTE                       North Sat. 
Conc. C 
South Sat. 
Conc. D 
Con. A 
Incl. all STS levels                                                  Incl. all STS levels 
Zone 3                            Zone 4 
Ticketing 
Mezzanine
level 

Bag Handling, 
Ramp areas                                                 Bag Claim 
3rd Level 
4th Level                                                                    + additional outliers 
Southeast outliers (e.g. Bus maintenance facility) 
Southwest outliers (e.g. General aviation building) 
AOB 
Northeast outliers (e.g. Cargo, Fire station) 
West outliers (e.g. Port westside offices, TRACON) 
Customer facing zones             Utility zones (non-customer facing) 
Zone 3 or 4 could be set aside for SBE 
10

4 Zone Option 
Similar opportunities to 3 zone option. 
At least two prime contractors will be performing services. 
Prime contractors will have small business requirements. 
Smaller zones may create more competition. 
One smaller zone (3 or 4) could be set aside for a SBE if
desired. 
More zones results in more complex contract
management. 

SBE Zone set-aside may impact labor harmony 
11

Century Agenda objectives 
SBE  will increase SBE requirement to 35% 
Set at 30% within current contract 
Possibility to set aside scope of work for SBE to
create direct opportunities 
Environmental  will require contractors to abide by
Environmental Stewardship Program 
RFP will target CA, Quality and Financial goals 
12

Questions? 

13