PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA                      Item No.    6a_memo_overview 
STAFF BRIEFING 
Date of Meeting         July 1, 2014 
DATE:     June 26, 2014 
TO:        Tay Yoshitani, Chief Executive Officer 
FROM:    Mark Reis, Managing Director, Aviation Division 
Michael Ehl, Director, Aviation Operations 
Wendy Reiter, Director, Aviation Security & Emergency Preparedness 
SUBJECT:  Minimum Requirements for Aeronautical Workers with Safety and Security
Responsibilities at Seattle-Tacoma International Airport 

OVERVIEW 
The Port of Seattle recognizes that the safe and secure operation of Seattle-Tacoma International
Airport (Sea-Tac) is one of our paramount responsibilities. For more than six months, the Port has
been reviewing the work environment and conditions for workers at Sea-Tac Airport. This
evaluation  included  surveying  employers  and  contractors  responsible  for  airport  security,
passenger handling, aircraft handling and ramp duties, and other duties on the Airport Operations 
Area (AOA). The review also included studying wages, benefits, and employee turnover rates;
collecting data on wage and benefit levels; analyzing data, findings, and programs of other airports
and benchmarking Sea-Tac against those airports; reviewing testimony from two Commission
hearings  that  gathered  the  perspectives  of  employers,  employees,  and  other  airports;  and
conducting in-person meetings with many businesses, labor organizations, and other stakeholders. 
Port staff concludes that higher wages and increased training opportunities will reduce turnover
and improve employee satisfaction in critical functions at the Airport, as has been demonstrated
at San Francisco International Airport. Port staff further concludes that reduced turnover and
increased employee satisfaction will result in an employee base with more experience that, when
substantially reinforced with training,  will  in turn  lead to safer and more secure Airport
operations. To address these issues, staff recommends the Port establish minimum compensation
and training standards through its authority to adopt necessary regulations for Airport operations.
BACKGROUND 
Seattle-Tacoma International Airport is a major south King County employment center and a
critical  part  of  economic  development  infrastructure  for  the  Seattle  region,  the  state  of
Washington, and the entire Pacific Northwest. It is the front door to this region and the gateway
for people and businesses to the world. The Pacific Northwest economy depends on its safe and
effective operations.

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Sea-Tac is in a period of exciting and challenging growth. It is the nation's fastest growing
gateway to Asia and is in the midst of a major capital program that will expand its capacity,
enhance its efficiency, and further improve its ability to provide excellent customer service. 
All of the above requires the highest standards of safe and secure operations. In addition, and just
as important to the economy of the region and the operations of the Airport, Airport personnel
must be prepared and capable to assist in emergency events to maintain and/or restore continuity
of Airport operations in response to minor problems or major incidents. 
MAINTENANCE OF SAFE AND SECURE AIRPORT OPERATIONS 
Aviation safety and security is a fundamental expectation of our airborne society. Due to the
inherent complexity of the airfield operating environment, the Port, airlines, contractors, security
agencies, and others must minimize the risks associated with the complicated and constant
movement of aircraft, personnel, and equipment on the airfield, as well as mitigate the risks of
security breaches/incidents that can suspend Airport operations. 
In addition to these risks, any significant disruption to the Airport's routine functions can have a
substantial negative impact on the entire region. The Airport must maintain routine operations
and remain prepared to respond and recover from emergencies effectively and efficiently. All of
this requires a skilled workforce capable of ensuring safe and secure continuity of business
operations at all times. 
The Port holds a proprietary interest in, and regulatory oversight over, the work at Seattle-
Tacoma International Airport. The safety and security of Airport operations relies significantly
on the ability of companies operating on or in proximity to the AOA to retain a skilled
workforce, since many of these employees have access to the airfield, aircraft, and other
equipment that supports critical Airport operations. Key functions associated with operating and
maintaining a safe, secure Airport include: 
Security: 
Passenger and facility security 
Passenger check-in activities 
Checkpoint screening 
Skycap and baggage check-in and handling services 
Airport Operations Area (AOA) perimeter control 
Access control to secure areas 
Wheelchair attendant services 
Baggage and cargo handling 
Ground support equipment maintenance

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Fixed base operator activities 
International passenger assistance 
Safety: 
Aircraft handling functions (aircraft cleaning, fueling, and baggage/cargo handling, load
balancing, marshaling, dispatching, and aircraft maintenance) 
Operating catering vehicles on the AOA for the purpose of servicing aircraft 
Other employees issued an Airport badge with AOA access, regularly working in and
around the aircraft 
(The area where all of this work is performed is referred to as the Airport Operations Area, or
AOA, which is defined as the area exterior to the passenger terminal buildings and under
restricted access within the Airport perimeter fence.)
PORT EVALUATION OF EMPLOYMENT AND CONDITIONS AT SEATTLETACOMA
INTERNATIONAL AIRPORT 
There are currently 671 employers (including 178 tenants) operating at the Airport. Data from
2013 indicates that there were, on average, 14,500 badged workers at Sea-Tac. 
Category           Definition                  Occupations              # Badged 
(illustrative, not exhaustive)       (2013 Average) 
Aeronautical   Employees who require     Airline Employees (employees   6,200 
issuance of AOA access,       working directly for an airline,
and either work in and         such as: pilots, flight
around the AOA in the        attendants, ticket counter, gate
performance of their           and customer service agents,
duties; or are directly           administrative and
involved in passenger          maintenance staff) 
and facility security,         Passenger check-in activities,
including checkpoint          skycap and baggage check-in
screening, passenger           and handling activities 
check-in, skycap and
baggage check-in and       Wheelchair attendants 
handling services, AOA    AOA perimeter control 
perimeter control or         Aircraft ground handling
similar activities                 including aircraft catering,
cleaning, fueling, load
balancing, marshaling,
dispatching, maintenance, and
aircraft security

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June 26, 2014 
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Category           Definition                  Occupations              # Badged 
(illustrative, not exhaustive)       (2013 Average) 
Baggage/cargo handling 
Ground support equipment
maintenance 
Fixed Base Operator (FBO)
employees 
International passenger
services 
Concessions   Employees of companies    Dining and Retail               2,300 
conducting business on     Rental cars                      (not all
Airport property and                                           employees in
paying a concessions fee    Parking operators on Port        category have
to the Airport                   property                           badges (e.g.
Miscellaneous passenger        rental car
services                           facility) 
Flight kitchen employees 
Government   Employees of federal and   Transportation Security        1,750 
state government              Administration (TSA) 
agencies                       passenger security checkpoint
screeners, baggage screeners,
Customs and Border Protection
(CBP) immigrations, customs,
agricultural inspectors, Federal
Aviation Administration
(FAA) air traffic controllers,
facilities and equipment
technicians, USDA fish and
wildlife biologists, FBI, etc. 
Port of        Direct employees of the     Operations, Fire, Police,         1,100 
Seattle         Port of Seattle                 Maintenance, Planning, Project
Employees                              Management, Finance, etc. 
Port of        Employees who work at     Port operated passenger         1,450 
Seattle         the Airport for                 lounges 
Contractors   companies under direct     Janitorial 
contract with the Port of
Seattle                        Lost and Found 
Guard services 
On-site consultants 
Elevator/escalator maintenance 
Ramp Tower

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Category           Definition                  Occupations              # Badged 
(illustrative, not exhaustive)       (2013 Average) 
Pest control 
Rental Car Curbside Assistants 
Other         Miscellaneous employers    Airline operated passenger      1,700 
lounges                          (not all
Ground transportation          employees in
coordinators for taxis/limos       category have
badges (e.g., 
Door to door shuttle drivers      shuttle drivers) 
and coordinators 
For more than six months, the Port has been reviewing the work environment for all employees
at Sea-Tac. The table below illustrates the types of information and source or collection methods
used in this research.
Information                         Source or Collection Method 
Airport employer compensation, hiring, and      Interviews with Airport employers 
workforce development/training 
Job openings through Port Jobs (two years)       Port Jobs database 
Number of Airport badges by company         Review of Winbadge credential database 
Contract service provider wage and benefit       Phone calls, emails, web research 
information 
Airport service agreements                       Service agreements review and analysis 
Concession wage and benefit information        Tenant surveys conducted by 3rd party
consultant 
Wage levels for Port of Seattle employees        Port information 
Attrition / Turnover                               Interviews with Airport employers, review of
Winbadge database, job postings through Port
Jobs 
AERONAUTICAL WORKER FINDINGS 
The aeronautical worker category has two segments  airline employees and aeronautical service
providers. Airline employees work directly for an airline company. Airline service providers are
contractors that provide support services to the airlines  and utilize separate employment
agreements for their workers. Staff research has resulted in two main findings  one related to 
wages and benefits and the other related to turnover and retention.

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I.)      Wages and Benefits 
Information on wages, benefits, and turnover was collected through employer interviews and
surveys, as well as publicly posted job openings and job placement data from Port Jobs. The data
collected includes information on over half of all aeronautical service provider companies, which
employ approximately 75% of all aeronautical service workers: 
A. Wages: Most of the aeronautical service workers make less than $11/hour and many start
at the state minimum of $9.32/hour. 
Ramp Agents and Fuel Agents typically start at $9.32-10.88/hour, depending on
their employer and the airline they are hired to serve.  Because a company might
provide services to multiple airlines, an employee could earn a different wage rate
for the same job functions when serving various airlines.
Wheelchair Agents, Cabin Cleaners, and Caterers typically start at minimum
wage, which is currently $9.32/hour.  Wheelchair agents receive tips from some
passengers, estimated to range from $0-2/hour. 
Mechanics (e.g., maintaining Ground Service Equipment) is the one position in
this occupational cluster that starts at a notably higher rate of $16-17/hour. 
In each of the companies surveyed, more workers fell in the bottom 25% of their
wage range than any other quartile  although for some companies that meant
approximately 30% are in the bottom quartile and for others 90% are in the
bottom quartile. The wage ranges for job categories and/or employers vary 
significantly.  In some instances, there could be no opportunity for wage growth;
in others, the upper end of the range might be only a dollar more than the starting
wage; and some might have an upper wage rate double the starting wage. 
In April of this year, Alaska Airlines instructed its vendors to raise entry-level
pay, increasing starting pay for ramp agents, aircraft fuelers and cabin cleaners to
$12/hour.  Starting pay for curbside check-in and wheelchair attendants, who
receive tips from customers, increased from the minimum to $10/hour.  The pay
increases supplement the Vendor Code of Conduct that Alaska Airlines put in
place in the summer of 2013, requiring that all vendors meet defined standards of
safety, employee treatment, and legal compliance.  Multiple vendor partners are
covered by the wage increases and Alaska agreed to reimburse the vendors for
their additional labor costs.
B. Benefits: There is significant variation in benefits offered by employers in this cluster.
Some companies offer a full package, some offer no benefits of any kind, and some offer
only one type of benefit (e.g., only Paid Time Off ["PTO"]). 
Health insurance benefits   Some companies make no plan available to
employees; others make a plan available but pass the full cost through to
employees; and still others pass only a portion of the monthly premium cost to

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employees. Company policy also varied by location in some cases. F or example,
one company  reported providing benefits to employees in California per
requirements there, but not in Washington. 
Affordable Care Act (ACA)  There is no data available indicating that employers
in  this  cluster  have  changed  their  healthcare  benefit  policies  due  to
implementation  of  the  ACA;  however,  it  can  be  expected  that  ACA
implementation may cause benefit changes by some employers. As the country
transitions to the ACA over the next 8-10 years, the Port will continue to analyze
the effects of this policy within its base of tenants and operators. The Port is
supportive of ACA goals but recognizes its implementation will have intended
and unintended effects that will need to be reviewed in the context of overall Sea-
Tac operational requirements. 
Paid Time Off (PTO)  Paid sick leave, paid vacation, and/or combined PTO.
Some companies offer no PTO of any sort; at several companies, workers accrue
5-6 days PTO per year (though they may need to have been in their job for one
year before they can use them); and some companies provide 10-30 days of
accrued PTO annually depending on tenure. 
Retirement benefits  Some companies offer them and some do not. If they do,
they typically take the form of a 401(k) option to employees, with some providing
a match of 1-4%; others provide no match or employer contribution. 
II.)     Turnover and Retention 
Based on information gathered from employers in interviews and surveys, as well as from public
job postings and airport badge data, turnover for this cluster of aeronautical service worker
occupations is significant, but varies by employer from approximately 25% to above 80% per
year. Almost all of the turnover is occurring in entry-level positions.
Many of the employers report hiring few, if any, supervisory positions in the last year, with
average manager tenures over 10 years in many companies. Employers reported filling almost all
of their supervisor/manager positions via internal promotion, as those individuals had already
shown the ability to perform and persist in the airport environment. While some did have formal
training programs for newly-hired managers, very few had formal training designed to assist
entry-level staff seeking to move into a lead/supervisor/manager position.
A. Turnover and Retention  Causes 
Based  on  information  gathered  from  employer  interviews,  from  employers  and
employees in public hearings, and from participants in Port Jobs/Airport University
programs, the primary drivers of turnover fall into the two following categories:

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1.     Job quality: 
Wages and benefits were a significant factor in employee decisions to stay in their
position or seek other work. For example, one employer reported employees
leaving their jobs for similar positions at the Airport that paid $0.50 more per
hour. A worker reported keeping her job despite the relatively low wages because
of the low-cost/high coverage health benefits her family needed. M any students
in Airport University classes indicate they are participating in order to get a
higher paying job. 
Many of the jobs in this occupational cluster are physically demanding. Some
require  working  outdoors  in  inclement  weather,  and  some  put  workers  in
potentially dangerous environments on a regular basis. These physical challenges
were reported by multiple employers as a reason for employee turnover shortly
after hire, and were referenced by workers as a concern and/or something beyond
which they hoped to eventually advance. 
Work schedules at the Airport also pose a significant worker retention challenge,
as shifts may start at 3:30 a.m. or go beyond midnight, for example. At these
times, public transportation may not be readily available, childcare may be
difficult to find and/or more expensive, and other household obligations may be
more difficult to fulfill. As a result, some workers are unable to keep their jobs.
In addition, the workers often face uncertainty and inconsistency regarding the
hours worked each week and the shift(s) assigned. This makes budget and
schedule  planning  quite  difficult  and  causes  some  workers  to  seek  other
employment with more consistent hours. 
2.     Limited career advancement opportunities: 
Due to the high ratio of entry-level workers to supervisors/managers at most
companies  in  this  cluster,  and  the  low  rates  of  turnover  among
supervisors/managers, the number of opportunities for internal advancement
available to these entry-level workers is limited, which means that employees
wishing to advance (and increase their income) must seek positions elsewhere. 
Many of the workers that seek assistance from Port Jobs are motivated by a desire
to advance in their careers, or get onto a career path that offers the opportunity for
advancement. Some of those workers are able to take Airport University classes
and advance at the Airport, with their employer,  or by moving to another
company; others seek jobs outside of the Airport.  Training and advancement
support  both that offered by employers directly and that available through
Airport University  is currently limited. As a result, many employees are unable
to have their training needs and desires met.

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B. Turnover and Retention  Impacts 
1.   Because most turnover is occurring in entry-level positions, most new employees
do not have the level of experience or familiarity with the job-specific tasks/skills
needed to perform at a high level in their positions. All of the employers reported
at least some formal "onboarding" and new-hire training process, though the
extent varied significantly. They also reported that employees simply needed time
on the job to fully master the skills and tasks to perform at a high level. High
turnover means many employees are in training and lack mastery of their jobs,
which can affect safety, security, efficiency, and timeliness and customer service. 
2.   Because security is a top priority and a regulatory imperative, employee vigilance
is critical while performing duties at Sea-Tac Airport. It is the function of the onduty
Security Senior Access Controllers, Security Supervisor, or Manager to issue
citations to any employee that is not complying with the security regulations
defined in the Port's Rules and Regulations. Citations include, but are not limited
to, access points being unsecured and unattended, failure to follow the stop-andwait
procedures, and failure to display proper identification. 
Newer workers are almost twice as likely to be cited for security violations as
more experienced workers. From 2010 through the first quarter of 2014, there
were 12.7 security violations cited for every 1,000 new workers (hired the
calendar year in which the violation occurred or the calendar year prior),
compared to only 7.1 security citations per 1,000 experienced workers (who had
worked at least one full calendar year prior to the year the violation occurred). On
average, 14% of the people working with AOA badges in a given year were hired
that same year, but 24% of the security citations were issued to workers hired
during the calendar year of the violation. 
3.   Many  companies  reported  significant  staff  costs  for  recruiting,  screening,
onboarding, and training/supervision as a result of high turnover. One company,
for example, reported hiring 10-15 entry-level workers per week, every week,
primarily to replace workers who had been hired less than three months earlier. 
4. Multiple employers noted that reduced turnover in some California airports had
reduced their costs and increased their worker performance levels there. One
company indicated that higher minimum wages at some of the California airports
allowed them to compete on quality and performance compared to low cost alone,
which the company thought to be not only better for their company but also the
airlines and flying public. 
The results of this research illustrates that the Airport hosts a broad diversity of aeronautical
employers and employees, with varying corporate philosophies, wage structures, and benefit
models. However, while there is diversity in business models and wage/benefit structure, most

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aeronautical service employers have one thing in common: challenges with recruiting and 
retaining employees to work at the Airport. These employees have all been issued an Airport
badge, with AOA access. They work in and around the AOA, including maintaining aircraft,
operating ground service equipment, handling baggage, and operating passenger loading bridges,
all of which are critical activities that impact safety within the AOA.
BENCHMARKING WITH OTHER AIRPORT WAGE POLICIES 
Airports in general are increasingly focused on quality jobs to enhance continuity of employment,
better customer service and increased confidence in safe and secure airport operations. In addition
to researching the work environment for all employees at Sea-Tac, wage policy information was
collected from multiple airports  with wage ordinance case studies conducted for airports in
Oakland, Los Angeles, San Francisco and St. Louis. While this research focused on airports with
wage policies for comparison purposes, it is important to note that there are also many airports that
do not have wage policies beyond abiding by their state laws. 
The Los Angeles, Oakland, and St. Louis policies are termed Living Wage Ordinances (LWOs)
that apply to business done by the respective cities. LWOs are designed to help ensure those
doing work related to city contracts or facilities earn compensation sufficient to pay basic living
expenses. The wage rates range from $11 to $16 per hour depending on the city and provision of
benefits by the employer (all three have two wage tiers), and all are adjusted annually by the
Consumer Price Index (CPI). Los Angeles and Oakland both also require employers to provide
PTO, but St. Louis does not. 
The airports in these cities each fall under city authority, and in all three cases there are some
special applications, exemptions and/or wage and benefit level differences between the cities and
the airports.  In Los Angeles, the LWO covers all airport workers whose work impacted either
public perception of services or security at the airport, even if their employer was not a direct
contractor or tenant of the city. Oakland also expanded policy coverage at their airport and
seaport to businesses with 20+ employees, including tenants and concessionaires.  St. Louis, in
contrast,  specifically  limited  policy  coverage  at  the  airport,  exempting  airlines  and  their
subcontractors.
The San Francisco International Airport policy differs from the Los Angeles, Oakland, and St.
Louis policies in that it is not an LWO per se. Since high turnover of workers at San Francisco
International Airport (SFO) led to increased safety and security risks, the San Francisco Airport
Commission adopted the Quality Standards Program ("QSP" or "Program"). The Program was
originally implemented in April 2000, with updates taking place in August 2009.  It applies to
airlines and their service providers operating at SFO and employing personnel who perform
services that directly impact safety and/or security. The Program is part of the Airport's Rules
and Regulations.   The QSP elements at SFO include compensation, training, equipment
standards and hiring practices.  (The City of San Francisco also has a separate LWO for all
employers within its boundaries.)

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According to a 2001 study by the Institute for Labor and Employment at the University of
California at Berkeley, the positive impacts of the Program were felt throughout the airport.
Employers reported reduced absenteeism, and experienced fewer disciplinary problems and
higher morale.
Employee turnover at the airport fell significantly while, during the same period, turnover was
increasing in the broader San Francisco Bay Area workforce. 
The firms most affected by the QSP reported a 37% decrease in turnover rates, compared
to an 18% reduction reported by other firms that were not covered or less affected. 
In 1999, the FAA reported a 110% annual turnover rate among security screeners at SFO.
By 2001, the turnover rate in the three security firms that provided screening services at
SFO -- and which were covered by the QSP Program requirements -- had fallen to
approximately 25%. 
One security firm reported a 15% turnover rate at SFO, compared to 91% at a nearby
international airport, where the same company's screeners earned considerably lessper
hour. 
Another firm that provides baggage handling, cabin cleaning and related services to a
number of airlines reported a two-thirds drop in turnover rate. 
One-third of all SFO employers, together accounting for over half of all employees, reported 
improved overall job performance among workers covered by the QSP, while the rest reported
no deterioration. The results were more positive for the firms that were most affected by the
QSP. All employers with positions directly affected by the QSP reported the same or improved
numbers of applicants, and reported that these applicants were more skilled. 
Also, while the wages of those directly covered by the QSP rose faster than average, wages in all
positions have improved since the program  was instituted. These findings point towards
improved job performance across the entire airport. 
NEED FOR PORT ACTION 
The analysis and benchmarking articulated above demonstrates that minimum compensation and
training requirements will aid in attracting and retaining more highly capable employees in areas
of the airport most directly connected to the AOA. By ensuring that highly capable employees
are hired and remain employed at the airport, the Port will continue to enhance the safe and
secure operations of Sea-Tac.
The Port should also require companies providing services at the airport that potentially impact
safety and security to adhere to initial hiring qualifications, and to provide both initial and annual
recurring training for their employees that exceed the modest levels mandated by the FAA.
Companies should be required to document and report on the provision of this training and
successful completion of the training by their employees.  In addition to minimizing safety and

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security risks, training beyond what is required by the FAA can protect the health and welfare of
employees, the traveling public, and first responders.  Training will also open the door to
advancement opportunities, furthering the Port's retention goals.
The attached Resolution sets out recommended compensation and safety and security training
standards. Pursuant to the direction of the Resolution, the Managing Director of the Airport will
develop and promulgate regulations that every airport employer is responsible for ensuring that
its airport employees receive the following applicable training or credentials: 
"Security Identification Area" (SIDA) orientation 
Employment verification specialist training (employees who approve or ensure
compliance with employee badging requirements) 
Escort training 
Safety training consistent with International Air Transport Association (IATA) Airport
Handling Manual "Airside Personnel: Responsibilities, Training and Qualifications" 
o  Air Operations Area safety training 
o  Air Operations Area driver training 
o  Ground Support Equipment training 
o  Aircraft handling training 
o  Human factors training 
Bloodborne pathogen and biohazards training as appropriate for job responsibilities 
In  addition  to  the  training  and  credential  requirements  stated  above,  Federal  Aviation
Administration (FAA) Advisory Circular 150/5210-20 states "Any person expected to operate on
the Airside (AOA) should demonstrate a functional knowledge of the English language."
Therefore, Airport employers should make available to employees opportunities to access
programs designed to increase English language proficiency.
"COVERED" EMPLOYEES 
Among those employers with employees having job responsibilities associated with the safe and
secure operation of Seattle-Tacoma International Airport are, of course, the Port of Seattle and
various federal agencies (e.g., Customs and Border Protection, Federal Aviation Administration). 
The Port of Seattle will insist that its employees and those of federal agencies execute their
responsibilities with the same focus on safe and secure Airport operations as the employees
covered by the proposed Resolution; however, the Resolution does not cover Port and federal
employees for three reasons. 
First, the key driver of the concerns of the Port  employee turnover and, thus, inadequate
experience and sustained training  are not an issue with Port or federal employees. This is in

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significant part driven by the higher compensation and extensive training provided by these
employers. 
Second, it is proposed that the Port Commission direct the Managing Director of the Airport to
amend Airport rules and regulations to effect the intent of the Resolution. The Airport rules and
regulations are designed to regulate the activities of tenants, licensees, and others operating at the
Airport as well as their employees. The Port Commission sets forth its policies related to
compensation for its employees in either the Salary and Benefit Resolution (for non-represented
employees) or in labor agreements (for represented employees). In addition, the Commission has
delegated responsibility to the CEO to ensure adequate training, etc. for Port employees. 
Third, the Port of Seattle, as a municipal corporation of the State of Washington, has no authority
to regulate the compensation or training requirements of federal agencies.
LEGAL ASSESSMENT 
RCW 14.08.120(2) authorizes the Port to "adopt and amend all needed rules, regulations, and
ordinances for the management, government, and use of any properties under its control." 
RCW 14.08.120(10) authorizes Airport operators like the Port to "exercise all powers necessarily
incidental to the exercise of the general and special powers granted in this section." 
RCW 14.08.120(6), in turn, authorizes the Port to "determine the charges or rental for the use of
any properties under its control and the charges for any services or accommodations, and the
terms and conditions under which such properties may be used." (Emphasis added). 
RCW 14.08.330 provides, in part, that: "Every airport and other air navigation facility controlled
and operated by any municipality shall, subject to federal and state laws, rules, and
regulations, be under the exclusive jurisdiction and control of the municipality or municipalities
controlling and operating it." (Emphasis added).
ATTACHMENTS TO THIS MEMORANDUM 
1.   Federal Aviation Administration Advisory Circular 150/5210-20, March 31, 2008 
2.   International Air Transport Association Airport Handling Manual, January 2013 
3.   San Francisco International Airport Quality Standards Program, January 1, 2014