PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA               Item No.      6c 
ACTION ITEM               Date of Meeting    June 23, 2015 
DATE:    June 8, 2015 
TO:      Ted Fick, Chief Executive Officer 
FROM:   Luis Navarro, Director Office of Social Responsibility 
Marie Kurose, Workforce Development Program Manager 
SUBJECT:  Airport Workforce Development Services 

Amount of This Request:    $5,550,000       Source of Funds:    TBD 
Est. Total Project Cost:      $5,550,000 

ACTION REQUESTED 
Authorize the CEO to advertise and execute a contract to perform workforce development
services in support of Sea-Tac Airport operations, including job training, pre-apprenticeship
training and educational programs associated with Airport tenants, customers and the Port's
economic development mission. Contract will be for one year with four one-year options and an
estimated cost of $950,000 in 2016, and a total contract amount of $5,550,000.
SYNOPSIS 
Approval of this request will allow Port staff to proceed with the necessary processes for the
contracting of third party services to implement Phase One of an expanded workforce development
strategy and investment plan. 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. Phase One of
the expanded workforce development strategy will include services in support of operations at Sea-
Tac International Airport which covers the management of an employment center, training and career
pathway navigation services. The proposed plan is for a one year professional services contract with
a non-profit service provider, including four one-year contract extensions. Staff from the Office of
Social Responsibility (OSR) will propose a Phase Two which will include the remaining elements of
a comprehensive workforce development strategy beyond the services at the Airport, and will cover
the Maritime, Construction, Aerospace and Manufacturing sectors or clusters. 
The timeline of implementation of the comprehensive workforce development strategy beyond 2016 
will be aligned with the Port's new General Delegation and development of Workforce Development
Policy Directives, and in accordance with the Port's legislative authority. . In late 2016 and early
2017, OSR, in partnership with Airport and Commission staff will convene employers to solicit
additional input on training and other workforce development needs for inclusion in the Airport
Sector Scope of Work for 2017  2020. 

Template revised May 30, 2013.


COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 2 of 10 

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 job training and placement programs, pre-apprenticeship training and educational
programs associated with Airport tenants, customers and Port construction projects and other
Port-related workforce development strategies 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 programs, 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, and it is half way through its second and final option year, scheduled to
expire on December 31, 2015. The contract includes services provided at Sea-Tac Airport in
support of airport operations through the office of Airport Jobs and Airport University. It also
includes pre-apprenticeship and support services, and other authorized workforce development
services performed by Port Jobs staff from their offices at Pier 66.
Services managed through its office at Pier 66  include: (1) job placement services;  (2)
educational, outreach and training programs; (3) Apprenticeship Opportunities Project (currently
through the non-profit agency "Apprenticeships and Non-Traditional Employment for Women" - 
ANEW); (4) policy and applied research; (5) development and maintenance of a public website 
(www.portjobs.org); (6) relevant data tracking and reports; and (7) participation in outreach
events and job fairs and specialized recruitment for target employers with unique staffing needs. 
These services were included in the Construction Sector recommendations and will not be
continued as part of the RFP subject of this authorization request. 
Services provided by the office of Airport Jobs/University located at Sea-Tac Airport include:
(1) outreach and direct employment services to match job seekers and airport employers at a
central location in the airport terminal; and (2) on-site training in airport functions, operations,
customer service, job-specific skills, and safety for incumbent workers, including English-as-a-
Second-Language employees, who are required to complete the airport badge training courses. 
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.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 3 of 10 

The Commission directed OSR to revise the workforce development recommendations, specifically,
the proposed services and funding levels included in the construction and maritime sector
recommendations. Additionally the Scope of Work for the Airport sector has been modified based
on Commissioners' recommendations related to the proposed metrics and expanded training and
career advancement services (currently offered through Airport University). The determination of
fund source and final budget approval will be made in August/September as part of the budget
process.

MULTI-PHASE APPROACH 
This authorization ensures the uninterrupted services at the Airport currently performed by the
non-profit organization Port Jobs, and it phase one (1) of a multi-phase workforce development
strategy under development that will include other Port related sectors. 
In this first phase, the Port will solicit qualified workforce development providers though an RFP, to
continue and expand job access, retention, and training services in support of Airport Operations 
(Airport Sector). The existing services are currently provided through our contract with Port Jobs for
Airport Jobs and Airport University. The activities and service levels for this RFP will build on,
enhance, and expand the current services, focused on increasing the skills, wages, job retention, and
career advancement of new and incumbent workers. Phase two and three may include the Maritime,
Construction and Manufacturing sectors.
For the Airport Sector, the contract term will be for a one-year period, beginning January 1, 2016,
with the option to extend for four one-year option years at the discretion of the Port, to align with a 
five-year overall workforce development strategy investment plan.. Additionally, for new service
providers, there will be a need to allow time for a transition from Port Jobs.
Subsequent phases  to expand the job access, retention, and training services in support of the Port
related construction and maritime sectors  will be revised as directed by Commissioners and the
CEO, for approval by September 2016 

SUPPORT OF AIRPORT OPERATIONS 
OSR staff proposed the Port increase its investment to expand the Airport-related job access and
training services currently offered through Port Jobs for Airport Jobs and Airport University.
This investment will support to Sea-Tac Airport operations and includes 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 Airport Sector RFP:
Contract Scope of Work: 
Partner with airport employers utilizing Airport Jobs as a primary resource for posting jobs, and
utilizing Airport University as the primary resource for building the skills of entry level workers
and reducing turnover in these jobs.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 4 of 10 

Industry Engagement/Program Development: 
Ongoing labor market information and analysis, including regional and Airport
employment trends and equity analysis. 
Career pathways mapping. 
Convening employers to identify training and workforce needs, best practices, and to
evaluate programs and processes. 
Employer involvement in defining training and job specific needs. 
Job Access, Services 
Employer Services: Identify job openings, posting jobs, targeted recruitment, screen
applicants, job fairs, community outreach and collaboration. Assist employers with
new hires who need additional preparation in order to get secure 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 Advancement and Retention 
Career navigation counseling and services to assist Airport workers with information,
individualized planning and resources needed to support job retention and career
pathway building opportunities. 
Facilitate the advancement of incumbent workers to enter and progress towards
higher wage airport jobs. 
Create lean career pathway opportunities that incumbent workers can access at the
workplace, supporting workforce continuity, retention and advancement. 
Expanded Industry-Driven Training 
Facilitate/broker new training partnerships, customized training and curricula
development, program and resource collaboration and fund development. 
Develop/expand credit bearing college and non-credit courses for airport workers
onsite at the airport 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. 
o  Workplace approved certificates for airport workers, including Workplace
Safety and Homeland Security. 
Regional Partnership, Intermediary 
Partner development and collaboration 
Leverage resources and funds to support Airport workforce development priorities

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 5 of 10 

Lead, convene and participate in regional partnerships with employers, foundations,
educational institutions, and public sector to garner their sustained investments in
Port-related talent pipeline building needs. 
Follow-Up, Data, Tracking and Reporting 
Increase staffing resources and develop processes to track longer term outcomes
(retention, wage increases, career advancement). 
Develop data, tracking, and reporting systems to evaluate progress and individual
outcomes. 
The initial 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. 
Airport Sector Metrics    Current    2016     2017     2018     2019     2020 
Individuals Served
6,499      6,000      6156      6316      6480      6648 
(unduplicated) 
# of Job Placements        1,236     1,750      1795      1842      1890      1939 
# of Hiring Employers        75       120       123       126       129       132 
Placement Hourly Wage     $10.28    $10.50    $11.25    $11.50    $12.00    $12.00 
Employers Served          100      125      125      128      130      132 
Job Listings                925       1,500      1539      1579      1620      1662 
Training Enrollments        337      400      410      421      432      443 
Training Completions        327       350       359       368       378       387 
New Funds Secured        $1.9m     1 new     1 new    1 new    1 new    1 new
(4 yrs)      funder      funder      funder      funder      funder 
New Training Courses        4        2        1        1        1        1 
Demonstrated learning
gains 
Job/Career Upgrades 
Increased Wages                       T B D
Job Retention 6 month 
Job Retention 12 month

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 6 of 10 

NEW OUTPUTS - 2016 
Implementation of new work-based English and/or basic skills training 
New employer partnerships 
New training partnerships 
Leverage (program, funding, support) 
Development of a new participant data and tracking system to collect longer-term career
advancement and retention outcomes.
PROJECT JUSTIFICATION AND DETAILS 
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 the specific industry and seek to increase responsiveness and
efficiencies through coordinated planning, collaboration, and shared measurement. 
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. 
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 "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.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 7 of 10 

Schedule 
Award a contract 2015 quarter to allow for transition. Services begin January 1, 2016. 

Q1 2016: 
Airport employer convenings (OSR, Commission, and Airport staff) 
Present revised recommendations and forecast for 2017, 2018, 2019 and 2020 
FINANCIAL IMPLICATIONS 
Budget/Authorization Summary                     Total Project 
Current 2015 Budget (Airport Workforce Development)         $750,000 
Previous Authorizations                                   $0 
Request for 2016 Authorization (Airport Sector)               $950,000 
Request for 2017 OPTION Year authorization (Airport Sector)    $1,000,000 
Request for 2018 OPTION Year Authorization (Airport Sector)    $1,050,000 
Request for 2019 OPTION Year Authorization (Airport Sector)    $1,100,000 
Request for 2020 OPTION Year Authorization (Airport Sector)    $1,150,000 
Estimated Other Facilities Improvements or Relocation *         $300,000 
Total Authorizations, including this request (2016-2020)        $5,550,000 
Remaining budget to be authorized
Total Estimated Project Cost for 2016 (Airport Sector)       $5,550,000 
* Relocation and or tenant improvements may be required within the airport or offsite. 
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
off-airport space, associated with alternate use of the allocated space required by the Airport.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 8 of 10 

Financial Analysis and Summary 
CIP Category               N/A 
Project Type 
Risk adjusted discount rate 
Key risk factors 
Project cost for analysis 
Business Unit (BU) 
Effect on business performance 
IRR/NPV 
CPE Impact 

STRATEGIES AND OBJECTIVES 
This project supports the Port's Century Agenda 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." 
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 and improved pathways to good jobs and careers.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 9 of 10 

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
high-volume job center and career advancement, training, and navigation. 
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 Airport Sector for up
to 5 years. 
Pros: The contract provides continuity of services for airport workforce development services. The
Port will have the opportunity to select the most qualified service provider from the RFP response.
The RFP allows re-evaluate the workforce development strategy. 
Cons: The Port continues to incur cost of supporting an employment center and training
programs at the Airport.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
June 8, 2015 
Page 10 of 10 

This is the recommended alternative. 
ATTACHMENTS TO THIS REQUEST 
Computer slide presentation. 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
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