PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      6d 
ACTION ITEM               Date of Meeting    July 14, 2015 
DATE:    July 7, 2015 
TO:      Ted Fick, Chief Executive Officer 
FROM:   Luis Navarro, Director Office of Social Responsibility 
Marie Kurose, Workforce Development Program Manager 
SUBJECT:  2016 RFP and Contract Authorization Request for Airport Workforce
Development Services 

Amount of This Request:    $4,425,000       Source of Funds:    TBD 
Est. Total Project Cost:      $4,425,000 

ACTION REQUESTED 
Request Commission Authorization for the CEO to advertise a competitive bid, and execute a
contract to perform workforce development services in support of Sea-Tac International Airport 
operations, including job training and educational programs directly associated with Airport related
jobs. The contract term will be two years with three one-year options for an estimated cost of
$775,000 in 2016, $800,000 in 2017, and a total five year contract amount of $4,425,000.
SYNOPSIS 
The current contract term with the non-profit Port Jobs will expire on December 31, 2015, and there
are no remaining option years available to the parties. Approval of this request will allow Port staff to
proceed with the necessary processes for the contracting of third party services to ensure continuity 
of services related to job placement and training, employment assistance, and trainiign related to
attaining and maintining jobs within the airport. 
Services provided under this contract will include; (1) management of the employment center located
at Sea-Tac Airport (Airport Jobs), and outreach and direct employment services to match job seekers
and airport employers; (2) on-site training in airport functions, operations, customer service, jobspecific
skills, and safety for new and incumbent workers, including English-as-a-Second-Language
employees, who are required to complete the airport badge training courses and (3) brokering and
coordinating partnerships with other workforce development, human services, and training entities to
support the outreach, training and other support resource needs of the workers and employers. 


Template revised May 30, 2013.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 7, 2015 
Page 2 of 7 

In August or September 2015, Office of Social Responsibility (OSR) will propose the remaining
elements of a comprehensive workforce development strategy beyond the services included in this
request. The plan will include recommendations for the Maritime, Construction, Aerospace and
Manufacturing sectors or clusters. 
The implementation timeline for the comprehensive workforce development strategy beyond 2016, is
expected to be aligned with the CEO's Long Range Workforce Development Plan, the Port's new
General Delegation and development of Workforce Development Policy Directives, and in
accordance with the Port's legislative authority. 
BACKGROUND 
The Port Commission has viewed the workforce development and training programs as an important
investment that supports the Port's mission, in particular, the creation of family-wage industrial jobs
and workforce training in port-related sectors in King County, and as a Port sponsored program that
promotes economic development. The Port of Seattle (Port) has supported Port-related job training
and placement services since 1993. Those services have been implemented on behalf of the Port
primarily by Port Jobs, a 501(c)(3) nonprofit organization. 
In 2011, the Port entered into a new three-year contract with Port Jobs to support job training and
placement services, pre-apprenticeship training and educational programs associated with Airport
tenants, customers and Port construction projects and other Port-related workforce development
strategies. The contract allowed for two (2) one-year options, which have been exercised by the Port.
This is the final option year, scheduled to expire on December 31, 2015. 
On July 1, 2014, the Commission adopted a motion "Increasing Workforce Development and Career
Opportunities Activities as Amended". The Commission directed the CEO to; (1) complete a
strategic plan to improve upon and expand current Port funded and/or Port sponsored workforce
development efforts in port-related sectors including airport, maritime, and construction, (2)
complete policies necessary to implement the strategic plan, (3) develop new partnerships with
regional stakeholders, and (4) establish contracts with service providers as necessary to deliver on the
plan. The Office of Social Responsibility presented a proposed strategic investment plan at the May
26, 2015,  Commission meeting. Recommendations include a sector based approach,  and an
expansion of the Port's funding in regional workforce development in three key Port sectors:
Airport, Maritime, and Construction as recommended by the consulting team (hired by OSR to
develop a comprehensive framework) and presented to Commission in September, 2014.  The
Commission directed OSR to revise the workforce development recommendations for the Airport,
Maritime and Construction sectors and add recommendations to support the Manufacturing sector. 
In order to ensure continuity of current job placement and training services at the Airport, this
memorandum is requesting authority to move forward with the competitive procurement and
authorization for the CEO to execute the contract. 
CONTRACT TERM 
The contract term will be for a two-year period, beginning January 1, 2016, with the option to extend
for three one-year option years at the discretion of the Port, to align with a five-year overall

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 7, 2015 
Page 3 of 7 

workforce development strategy investment plan.. Additionally, for new service providers, there will
be a need to allow time for a transition from the current service provider, Port Jobs.
Subsequent phases  to expand the job access, retention, and training services in support of the Port
related construction, maritime, and manufacturing sectors  will be revised as directed by
Commissioners and the CEO, for approval by September 2016. 
SUPPORT OF AIRPORT OPERATIONS 
The contract will support the continuation of Airport-related job access and training services. This
investment will support Sea-Tac Airport operations and include passenger air, air cargo, and
connected sub sectors such as logistics, maintenance, restaurant/hospitality, and retail. The following
are the recommended activities to be included in the contract:
Contract Scope of Work: 
(The RFP will specify expected deliverables and reporting consistent with applicable RCW.) 
Partner with airport employers as a primary resource for posting jobs, perform training related to job
employment at the airport and coordinate with Airport University and other organizations to promote
training.. 
Industry Engagement/Program Development: 
Ongoing labor market information and analysis, including regional and Airport
employment trends and equity analysis. 
Convening employers to identify training and workforce needs, best practices, and to
evaluate programs and processes. 
Job Access, Services 
Employer Services: Identify job openings, post jobs, targeted recruitment, screen
applicants, host job fairs and community outreach and collaboration. Assist employers
with new hires who need additional preparation in order to get security badges at the
airport. 
Job Seeker Services: Airport related job information and requirements, job search 
counseling, resume assistance, interview preparation, referrals to employers, and
connections to needed social services. 
Career Navigation 
Career navigation counseling and services to assist Airport workers with information,
individualized planning and resources needed to support job retention and training
opportunities. 
Training 
Develop/expand courses for airport workers to increase workforce customer service,
safety, workforce quality and retention such as: 
o  Integrated and contextualized airport language instruction for multilingual
workers, which increases English proficiency specific to airport jobs.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 7, 2015 
Page 4 of 7 

o  Workplace approved certificates for airport workers, including Workplace Safety
and Homeland Security. 
Metrics 
The year over year growth in outcomes and outputs is based on airport's forecasted growth per the
Airport's Master Plan of 2.6 percent annual growth. The Port will work with the consultant to
establish appropriate reports and metrics to measure the consultant's performance. We anticipate
metrics such as: 
Airport Sector Metrics 
2014     2016    2017    2018    2019    2020 
Baseline 
# of Job Placements        1,236     1,500     1,539     1,579     1,620     1,662 
# of Hiring Employers        75       110       113       116       119       122 
Placement Hourly Wage     $10.28    $10.50    $11.25    $11.50    $12.00    $12.00 
Training Enrollments        337      400      410      421      432      443 
Training Completions        327       350       359       368       378       387 
New Funds Leveraged/
$817,750 
Secured 
PROJECT JUSTIFICATION AND DETAILS 
This request will ensure continuation of Airport-related job access and training services. This 
investment will support Sea-Tac Airport operations and include passenger air, air cargo, and
connected sub sectors such as logistics, maintenance, restaurant/hospitality, and retail. 
The Airport's rapid growth and planned expansion will increase the need torecruit, retain and
support the career advancement efforts of this segment of the labor force. The recommended
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 "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. 
Schedule 
Q3 2015 
Award a contract to allow for transition. Services begin January 1, 2016.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
July 7, 2015 
Page 5 of 7 

FINANCIAL IMPLICATIONS 
Description       Airport Rent      Training and           Total 
Employment Services 
2015 (Current)       $300,000        $450,000          $750,000 
2016-2020 Funding Summary 
2016         $325,000       $450,000         $775,000 
2017         $350,000       $450,000         $800,000 
2018         $375,000       $450,000         $825,000 
2019         $400,000       $450,000         $850,000 
2020         $425,000       $450,000         $875,000 
Potential Relocation/
$300,000 
Facilities Est. 
TOTAL Estimated Project
$1,875,000      $2,250,000         $4,425,000 
Cost 2016-2020 
* Relocation and or tenant improvements may be required within the airport or offsite. 
** Airport Rental costs are estimates. Actual costs will be determined by Airport. 
Budget Status and Source of Funds 
The 2016 Port budget process will inform the appropriate sources of funding for the workforce
development investment strategy. Considerations will include the use of airport revenues in
accordance with the FAA guidelines and the use of tax levy. 
The final cost may be adjusted depending on facilities upgrades or relocation costs required for offairport
space, associated with alternate use of the allocated space required by the Airport. 
STRATEGIES AND OBJECTIVES 
This project supports the Port's CenturyAgenda objective of expanding workforce development.
The recommended 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 "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."

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

TRIPLE BOTTOM LINE 
Economic Development 
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.
Environmental Responsibility 
N/A 
Community Benefits 
The services will increase economic opportunities for the community through expanded access to
new job opportunities. 
ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1) Extend Port Jobs contract for one year to allow time for additional employer input
and development of expanded strategy and approach. 
Pros: Provides continuity of services at the Airport and allows additional time for development of a
workforce development strategy expansion. 
Cons: The current contract expires on December 31, 2015. Commission would need to take action
and waive competition in accordance with RCW 53.19.020 (4). 
This is not the recommended alternative.
Alternative 2) Allow the contract to expire and do not authorize a new contract until workforce
development recommendations are finalized and approved. 
Pros: Allowing sufficient time for Commission Policy Directives to be completed will provide
sufficient information for a strategy development, and allows staff time to expand stakeholder
involvement.
Cons: Because the current contract expires at the end of 2015, a delay will result in a gap of services.
We believe the continuity of services is important given the high volume and increasing employer
needs. 
This is not the recommended alternative.
Alternative 3)  Issue separate contracts for Airport Jobs Center and Airport University. 
Pros: Separating the functions into two contracts could enable a larger pool of applicants in each of
the areas because they may not have the combined expertise and track record in operating a highvolume
job center and career advancement, training, and navigation.

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

Cons: Separating the two functions would silo workforce development services at the Airport. It
would make it more difficult to navigate workforce services for customers (job seekers and
employers). They would have to develop relationships with two different entities and staff, and
would likely require duplicate enrollment applications. It could also make it more difficult to recruit
incumbent workers into training programs.
This is the not recommended alternative. 
Alternative 4)  Authorize the CEO to advertise and execute a contract for third party services to
ensure continuity of services related to job placement and training, employment assistance, and
training related to attaining and maintining jobs within the Airport for up to 5 years.
Pros: The contract provides continuity of services for airport workforce development services. It
also provides time to enable additional input and analysis. 
Cons: The Port continues to incur cost of supporting an employment center and training programs at
the Airport. 
This is the recommended alternative. 
ATTACHMENTS TO THIS REQUEST 
Computer slide presentation 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
June 23, 2015  Airport Workforce Development Services 
May 26, 2015  Workforce Development Briefing and Recommendations 
November 11, 2014  Workforce Development Briefing 
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