PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      4b 
ACTION ITEM 
Date of Meeting    October 13, 2015 
DATE:    October 6, 2015 
TO:      Ted Fick, Chief Executive Officer 
FROM:   Michael Ehl, Director, Airport Operations 
Wayne Grotheer, Director, Aviation Project Management Group 
SUBJECT:  Concourse B Ramp Level Holdroom (CIP #C800761) 
Amount of This Request:        $1,004,000   Source of      Airport Development
Funds:           Fund and Future
Est. Total Project Cost:          $4,186,000 
Bonds 
ACTION REQUESTED 
Request Commission authorization for the Chief Executive Officer to: (1) design and prepare
construction bid documents for the Concourse B Ramp Level Holdroom project, and (2) use Port
crews to construct and relocate airline ramp office and service spaces as the first element of this 
project at Seattle-Tacoma International Airport, for an amount not to exceed $1,004,000. The
total estimated cost of this project is $4,186,000. 
SYNOPSIS 
This project will convert approximately 3,400 square feet of ramp level offices and service space
into passenger holdroom space needed for off-gate/hardstand operations. The holdroom will be
designed to have a capacity to hold more than 200 people and process two flights with staggered 
departure times. The ability to add this additional amount of people in one concentrated space
for hardstand operations in the current holdroom areas is not feasible due to congestion in the
existing building footprint on concourse level, as well as the need to provide a pathway for
passengers between the concourse and ramp levels.
BACKGROUND 
With the projected continued growth in enplanements and operations, and the upcoming
construction activities that will be taking existing gates out of service during construction for at
least the next decade, the Airport will be experiencing a severe shortage of contact gates, i.e.,
gates with a passenger loading bridge connection between the aircraft and terminal building. By
next year we will be facing a situation where airplanes arrive and there will be no contact gate
available at which they can park to deplane passengers into the terminal. In 2016, passengers
will be deplaned at hardstands and bused to the terminal. The plane will then be towed to a gate
when one becomes available to enplane passengers for departure. By 2017, projected growth in
the number of operations will require both arrivals and departures at hardstands, meaning

Template revised May 30, 2013.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
October 6, 2015 
Page 2 of 7 
passengers will need to have a holdroom to wait in and where they can be processed for
departure. This project will be designed to provide the additional holdroom space to
accommodate the hardstand operation for two flights with staggered departure times. 
This project is the first step in consolidating space for remote hardstand operations at the Airport.
Port staff is considering, in light of traffic forecasts, what other spaces and locations need to be
created to provide adequate holdroom capacity for additional hardstand operations in the future. 
PROJECT JUSTIFICATION AND DETAILS 
The Aviation Division Business Plan calls for "increased productivity of existing terminal
facilities" (Strategy 1.2, Objective 6). Increased productivity is driven by the following:
(1) recent  and  forecasting  significant  growth  in  enplanements  and  operations;  and
(2) construction activities that will take several existing gates out of service during the 
International Arrivals Facility and North Satellite renovation and expansion projects. The Airport 
will face a severe shortage of contact gates for at least the next decade. 
Seattle-Tacoma International Airport has the highest gate utilization rate of any large hub airport
in the country. The current Signatory Lease and Operating Agreement (SLOA) outlines specific
protocols for gate utilization. These protocols include secondary user rights on leased gates,
defined periods of use on all gates, and a specific hierarchy for assignment of carriers to 
common-use gates. At this time there is very little or no opportunity to further leverage existing
protocols to increase gate utilization. Since every gate will be in use and every holdroom will be
occupied when hardstand operations are activated; the Airport needs to provide a waiting area 
and equipment to process passengers for these flights.
The Concourse B location offers convenient access to the ramp for busing and also convenient
access to the Airport's Satellite Transit System for passengers who need to access other areas of
the Airport. 
Project Objectives 
Provide a dedicated common-use holdroom and passenger processing space for use
during hardstand operations. 
Provide additional capacity within the existing building footprint as directed in the
Airport's business plan strategic goal 1.2, Objective 5, to increase productivity of
existing air terminal facilities. 
Scope of Work 
This project will convert approximately 3,400 square feet of ramp level office and service spaces 
into passenger holdroom space needed for off-gate/hardstand operations. The holdroom will be
designed to have a capacity for more than 200 people to be able to process two flights with
staggered departure times.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
October 6, 2015 
Page 3 of 7 
This project will install common-use casework and passenger processing equipment as well as
passenger amenities including new restrooms, seating, and Wi-Fi. Electrical, mechanical, fire
sprinkler, and communication systems will be reconfigured to meet the needs of the space. This
includes heating, ventilating, air conditioning (HVAC), and plumbing systems. Access from the
concourse level of the terminal building will be constructed with a doorway from the existing
escalator landing into the space. Exterior doors will also be installed with appropriate security.
Outside of the building, the project will delineate a bus lane and a bus drop-off/pickup area and
possibly provide a covered passenger walkway to the holdroom door.
While most of the identified ramp level terminal building space is currently vacant, this project
will relocate three airline ramp level office and service spaces to another area of the ramp level 
the first element of this project. Authorizing and completing this first element of the project now
will shorten the overall project schedule and ensure the project is complete for the summer traffic
season of 2017.
Schedule 
Commission design authorization:                          4th Quarter 2015 
Commission construction authorization:                       2nd Quarter 2016 
Issue Notice to Proceed                                  3rd Quarter 2016 
Construction Complete                                2nd Quarter 2017 
FINANCIAL IMPLICATIONS 
Budget/Authorization Summary              Capital     Expense   Total Project 
Original Budget                      $4,176,000      $10,000    $4,186,000 
Previous Authorizations                   $45,000          $0          $0 
Current request for authorization            $1,004,000       $10,000    $1,014,000 
Total Authorizations, including this request     $1,049,000       $10,000    $1,059,000 
Remaining budget to be authorized         $3,127,000          $0    $3,127,000 
Total Estimated Project Cost              $4,176,000      $10,000    $4,186,000 
Project Cost Breakdown                     This Request       Total Project 
Design Phase                              $831,000         $831,000 
Construction Phase                           $228,000         $3,133,000
Sales Tax                                                 $222,000 
Total                                      $1,059,000         $4,186,000 
Budget Status and Source of Funds 
This project (CIP #C800761) was not included in the 2015-2019 capital budget and plan of
finance. A budget transfer of $4,176,000 was transferred from the Aeronautical Allowance CIP
(C800404) resulting in no net change to the Airport's capital budget. The funding source for this
project will include the Airport Development Fund and future revenue bonds.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
October 6, 2015 
Page 4 of 7 
Financial Analysis and Summary 
CIP Category             Renewal/Enhancement 
Project Type              Infrastructure Upgrade 
Risk adjusted discount rate     N/A 
Key risk factors             N/A 
Project cost for analysis        $4,176,000 
Business Unit (BU)          Terminal Building.
Effect on business performance  NOI after depreciation will increase. Approximately 77%
of the capital costs will be incorporated into the terminal
rate base and recovered through terminal rents. 
IRR/NPV             N/A 
CPE Impact             $0.01 increase in 2018 
Much of the space for this hold room is currently vacant. Developing this space into rentable
space will increase the utilization of the terminal and increase airline rented space. 
Lifecycle Cost and Savings 
The major assets associated with this project result from the build-out of 3,400 square feet of
holdroom space to service our customers. The existing HVAC service will be disconnected from
an old inefficient system and connected to the existing central plant system, which is a newer, 
energy efficient system. Additional elements of this project that will add to lifecycle cost and
savings will be the new restroom facilities with updated materials for easier maintainability and
new energy efficient lighting and water closet fixtures, as well as the overall upgrade of the
electrical and lighting system. Aviation Maintenance anticipates there will be some incremental
costs associated with the mechanical and electrical utilities added for this facility. The impact
can be better estimated at the completion of the design phase of the project.
The number of years that this space will be utilized as a hold room to support off-gate operations
is dependent on the timing of future terminal space additions required by the master plan. The
need is likely at least seven to ten years. As improved terminal space that could be reconfigured
for alternative uses, it likely has a life of forty years. 
STRATEGIES AND OBJECTIVES 
This project supports the Port's Century Agenda objectives of making Seattle-Tacoma
International Airport the West Coast 'Gateway of Choice' for international and domestic travel
and of meeting the region's air transportation needs at the Airport for the next 25 years by
providing critically needed passenger holdroom with passenger processing equipment and a
busing area to facilitate hardstand/off-gate aircraft operations. 
This project represents an investment in our current facilities and supports the long-term vitality
of the airport, airlines and other airport tenants. This project also provides an opportunity to help
meet the region's air transportation needs at Seattle-Tacoma International Airport for the next 25

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
October 6, 2015 
Page 5 of 7 
years and encourage the cost-effective expansion of passenger traffic.  This holdroom will
provide needed dedicated passenger processing space for use during hardstand operations. 
The project will seek to reduce environmental impacts by installing a new HVAC system that
meets current mechanical and energy codes, and energy efficient lighting. It will also replace the
exterior single pane windows with double pane windows, insulate exterior walls, install dual
flush water closet fixtures in the restroom and low flow automatic faucets, and use paints,
adhesives, etc. that are low in Volatile Organic Compounds (VOCs). Materials, as applicable,
will include recycled content. 
ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1)  Maintain the status quo 
This option does not provide new facilities in the terminal for facilitating hardstand operations.
During times of gate shortage, airlines would be encouraged to wait on the ramp until a gate is
available or run hardstand operations without a dedicated facility for processing hardstand
passengers. 
Capital Cost: $0.00 
Pros: 
This alternative does not require a capital investment. 
Cons: 
This alternative would potentially delay aircraft arrivals and departures,
significantly degrading the quality of passenger experience at Sea-Tac. 
This alternative would require aircraft to idle engines while waiting for a gate
increasing emissions into the air and negatively impact the environment. 
This alternative would potentially lead to airlines having to process departing
hardstand passengers in severely congested holdrooms already being used for
other flights.
This alternative does not give airlines a dedicated space to provide customer
service and process passengers for hardstand departures. There is no space for an
additional 200 people as provided by the recommended alternative. 
This is not the recommended alternative. 
Alternative 2)  Add additional terminal capacity by increasing the building footprint, 
adding contact gates and holdroom space. 
Capital Cost: $20 million. (This rough order of magnitude estimate for this alternative is based
on the 60% design estimate for the expansion portion only of North Satellite Renovation and 
North Satellite Transit System Lobbies Project, which is part of the NorthSTAR Program that is
adding new terminal and gate capacity.)

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
October 6, 2015 
Page 6 of 7 

Pros: 
This alternative would provide the best passenger experience. It would not require
a level change or busing. 
This alternative would allow the addition of circulation space, passenger
amenities and concessions space in addition to holdroom space.
This alternative would create new terminal capacity to hold 200 people. 
This alternative would provide additional contact gates and the ability to connect
to PC Air significantly reduce aircraft emissions and energy savings. 
Cons: 
There is no space to add concourse level terminal contact gates without impact to
current taxi lanes and taxiways making this option not viable. 
This alternative, if it were viable, is significantly more expensive than adding
holdroom and passenger processing space within the current building footprint.
This alternative could not be completed in time to meet demand. 
This alternative is not viable and therefore not the recommended alternative. 
Alternative 3)    Convert approximately 3,400 square feet of ramp level space into
passenger holdroom space needed for off-gate/hardstand operations. 
Capital Cost: $4.2 million 
Pros: 
This alternative provides dedicated common-use holdroom and passenger
processing space for use during hardstand operations. 
This alternative provides additional capacity within the existing building footprint
as directed in the Airport's business plan Strategic Goal 1.2, Objective 5, to
increase productivity of existing air terminal facilities. 
This alternative aligns with the Century Agenda goal to meet the region's air
transportation needs at Seattle-Tacoma International Airport for the next 25 years
and encourage the cost-effective expansion of domestic and international
passenger and cargo service. 
Cons: 
This alternative provides holdroom space that might be perceived as less desirable
than what could be provided with a building expansion.
Passengers will need to depart the holdroom and go up to the concourse level in
order to reach amenities like dining or retail. 
This is the recommended alternative. 
ATTACHMENTS TO THIS REQUEST 
Map showing project location

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
October 6, 2015 
Page 7 of 7 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
May 26, 2015  Aviation Division Business Plan Overview 
April 28, 2015  Commission Briefing: Sustainable Airport Master Plan (SAMP)