PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA                   Item No.         5f 
ACTION ITEM                   Date of Meeting   December 11, 2012 

DATE:      December 3, 2012 
TO:       Tay Yoshitani, Chief Executive Officer 
FROM:     Michael Ehl, Director, Airport Operations 
Wayne Grotheer, Director, Aviation Project Management 
SUBJECT:   International Window Wall Ticket Counters for Seattle-Tacoma International
Airport (C800490) and Baggage System Renovation  Airline Realignment (AR)
(C800382). 
Amount of This Request: $5,246,000        Source of Funds: Airport Development Fund, 
existing revenue bonds, and future revenue bonds 
Est. State & Local Taxes: $ 759,000         Est. Jobs Created: 76 
Total Project Cost:      $11,656,000 
ACTION REQUESTED: 
Request Port Commission authorization for the Chief Executive Officer to: (1) increase scope
and budget for International Window Wall Ticket Counters (C899490) by $785,000 for changed
location of bag belt and to add self-service bag drop system; (2) increase scope and budget for
Baggage System Renovation   Airline Realignment  (C800382) by $2,011,000 to  add
connections to both the C60 and C61 baggage systems; (3) advertise and execute a construction
contract for the International Ticket Lobby Window Wall Ticket Counters and Bag Belt project
at Seattle-Tacoma International Airport; and (4) utilize Port crews.   The total amount of this
request is $5,246,000. The total projected cost for both projects is $11,656,000. 
SYNOPSIS: 
Growth in international passenger traffic and the ramifications of the Airline Realignment
initiative, wherein several airlines are relocating or revising their passenger processing activities,
has led to a relative shortage of ticketing facilities at the Airport. This project will increase the
long-term ability of the Airport to serve a growing number of passengers and airlines by adding 
14 ticket counter positions and a bag drop conveyor along the window wall opposite the
international ticket counters (Zone 1).  After examining different options for queuing and best
use of space, it was determined to expand the terminal footprint by locating the bag belt outside
the existing terminal wall. This adds much-needed queuing space for both new and existing
check-in counters. The window wall will be pushed out to accommodate installation of the new
baggage belt. The additional check-in capability allows greater capacity for both existing and
future international carriers without having to expand into check-in areas traditionally used by

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
December 3, 2012 
Page 2 of 6 
domestic carriers.  This project was approved by a majority-in-interest vote of the airlines in
March 2012. 
There were two additions to the original scope. One was to look at the addition of self-service
bag drop system and the other was to add a connection between the new International Window
Wall Ticket counters to both the C60 and C61 baggage systems. During design it was determined
that now was the best time to incorporate these additions into the project. 
In support of the Airport's strategic goals, the International Window Wall baggage take-away 
belt will be designed to enable the future installation of a  self-service bag drop system.
Completing this now will also add to the future flexibility of the lobby. No self-service bag drop
equipment will be installed at this time, but the new belt will be designed so that this equipment 
can be added without reconstruction when the Airport is ready to move forward with this service.
As conceived, the International Window Wall project conveys baggage to the C60 system. There
bags are loaded into containers or on carts before being transported to departing aircraft. With
the movement of United Airlines to Zone 2, which also conveys baggage to the C60 system, Port
staff determined that this would overload the system during peak times.  The existing 30 checkin
positions at the international ticket counters feed the C61 system, which is better suited than
C60 for accommodating containerized wide-body flights that operate most international routes.
In this project, we have added the modification that would provide a connection between the C60
and C61 systems. This will allow maximum flexibility in the use of the two baggage systems 
and avoid as long as possible the high cost of terminal building expansion as the number of 
international carriers increases. 
Both projects were included in the 2013  2017 capital budget and plan of finance.
BACKGROUND: 
The Airport continues to search for efficiencies in order to maximize utilization of existing
terminal facilities and avoid costly expansion programs.  With the proposed ticket counter
modifications in the south end of the main terminal, the Airport will gain efficiencies through
additional passenger processing areas by reallocating space and reconfiguring ticket counter
layouts and associated airline offices. A recent example elsewhere in the terminal was Alaska
Airlines' Two-Step check-in and baggage drop modifications, including flow-through ticket
counters.
New international flights and enplanement growth will lead to increased ticket lobby congestion
in the south end of the terminal. Queue lines encroach into the circulation space, making passage 
through the terminal difficult.  With the increased number of check-in positions, international
carriers can expedite the check-in process and reduce queues. 
PROJECT JUSTIFICATION: 
The work planned under this project represents a critical component in providing improved
operational efficiency throughout the Airport.

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
December 3, 2012 
Page 3 of 6 
Project Objectives: 
Add 14 ticket counter positions and bag drop conveyor along the window wall opposite the
international ticket counters, allow provisions for future bag drop, and connect bag belt C60 to
C61.
Project objectives include: 
Making ticket counter positions common use. 
Increasing available ticket counter positions for growing number of international carriers. 
Increasing flexibility in bag belt systems for international carriers. 
PROJECT SCOPE OF WORK AND SCHEDULE: 
Scope of Work: 
The work consists of design and construction of new window wall ticket counters and baggage
conveyors at the international ticket lobby. 
Schedule: 
Begin Design                                 April 2012 
Commission Authorization               December 2012 
Advertise Construction Contract              January 2013 
Begin Construction                         February 2013 
Activate Ticket Counters                  September 2013 
Project Completion                        December 2013 
FINANCIAL IMPLICATIONS:
The total estimated cost for both projects is $11,571,000, and is divided between CIP nos. 
C800382 and C800490 as shown below: 
Baggage System Renovation  Airline Realignment: 
Budget/Authorization Summary C800382:       Capital       Expense     Total Project 
Original Budget                                   $5,250,000        $85,000      $5,335,000 
Budget savings                                    -$500,000                      -$500,000 
Budget (Decrease)/Increase                        $2,011,000             $0      $2,011,000 
Revised Budget                                  $6,761,000       $85,000      $6,846,000 
Previous Authorizations                            $5,250,000        $85,000      $5,335,000 
Authorization adjustment for budget savings         -$500,000                       -$500,000 
Current request for authorization                    $2,011,000              $0      $2,011,000 
Total Authorizations, including this request         $6,761,000        $85,000      $6,846,000 
Remaining budget to be authorized                         $0             $0              $0
Total Estimated Project Cost                       $6,761,000        $85,000      $6,846,000

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
December 3, 2012 
Page 4 of 6 
Project Cost Breakdown:                            This Request          Total Project 
Construction                                            $1,309,000            $4,407,000 
Construction Management                              $170,000            $170,000 
Design                                                   $262,000             $802,000 
Project Management                                   $136,000            $996,000 
Permitting                                                  $10,000               $10,000 
State & Local Taxes (estimated)                           $124,000             $461,000 
Total                                                      $2,011,000            $6,846,000 
Financial Analysis 
CIP Category 
Renewal/Enhancement 
Project Type                                Customer Service 
Risk adjusted Discount rate                  N/A 
Key risk factors                               N/A 
Project cost for analysis                        $6,761,000 
Business Unit (BU)                          Terminal 
Effect on business performance              NOI after depreciation will increase 
IRR/NPV                            N/A 
CPE Impact                             CPE will increase by $.03 in 2014.
However, no change to business plan
forecast as this project was included.
Budget Status and Source of Funds: 
This project, CIP #800382, is included in the 2013-2017 capital budget and plan of finance. The
source of funds for this project will be existing revenue bonds. 
International Window Wall Ticket Counters: 
Budget/Authorization Summary C800490:       Capital       Expense     Total Project 
Original Budget                                   $4,025,000             $0      $4,025,000 
Budget (Decrease)/Increase                          $785,000             $0        $785,000 
Revised Budget                                  $4,810,000            $0      $4,810,000 
Previous Authorizations                            $1,575,000             $0      $1,575,000 
Current request for authorization                    $3,235,000             $0       $3,235,000 
Total Authorizations, including this request         $4,810,000             $0       $4,810,000 
Remaining budget to be authorized                         $0             $0               $0
Total Estimated Project Cost                       $4,810,000             $0       $4,810,000

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
December 3, 2012 
Page 5 of 6 
Project Cost Breakdown:                            This Request          Total Project 
Construction                                            $2,387,000            $3,132,000 
Construction Management                              $406,000             $406,000 
Design                                                   $102,000              $626,000 
Project Management                                     $17,000             $323,000 
Permitting                                                  $25,000               $25,000 
State & Local Taxes (estimated)                           $298,000              $298,000 
Total                                                      $3,235,000            $4,810,000 
Financial Analysis 
CIP Category 
Renewal/Enhancement 
Project Type                                Customer Service 
Risk adjusted Discount rate                  N/A 
Key risk factors                               N/A 
Project cost for analysis                        $4,810,000 
Business Unit (BU)                          Terminal 
Effect on business performance              NOI after depreciation will increase 
IRR/NPV                            N/A 
CPE Impact                             CPE will increase by $.02 in 2014.
However, no change to business plan
forecast as this project was included.
Budget Status and Source of Funds: 
This project, CIP #800490, is included in the 2013-2017 capital budget and plan of finance. The
source of funds for this project will be the Airport Development Fund and future bond proceeds. 
As presented in the plan of finance, the Airport plans to issue revenue bonds in 2013 or 2014 to
fund a number of projects in the 2013  2017 capital budget. 
STRATEGIC OBJECTIVES: 
This project promotes the Port's Century Agenda objective of meeting the region's air
transportation needs at Sea-Tac Airport for the next 25 years by adding capacity and flexibility
within the existing terminal space. 
ENVIRONMENTAL SUSTAINABILITY: 
This project demonstrates environmental sustainability by improving existing Port assets and
better utilizing existing resources.  This project will facilitate greater utilization of the Main
Terminal ticket lobby.   This reduces the potential environmental impact of major new
construction.
BUSINESS PLAN OBJECTIVES: 
The anticipated growth in international enplanements will require additional capacity in
passenger processing.  These new ticket counter positions, adding the potential of bag drop

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
December 3, 2012 
Page 6 of 6 
locations and the connection of C60 to C61 bag belt, located in the international ticket counter
zone, supports the Aviation Division's strategic goal of anticipating and meeting the needs of our
tenants, passengers, and the region's economy. 
TRIPLE BOTTOM LINE SUMMARY: 
This project will increase the long-term ability of the Airport to serve a growing number of both
passengers and airlines. This project will reduce future potential costs by eliminating the need to
provide new terminal space by improving the efficient use of space in the ticket lobby and will
improve the passenger experience by reducing queuing and speeding up the check-in process.
Long-term vitality of the Airport benefits the regional economy, the local environment, and
nearby communities. 
ALTERNATIVES CONSIDERED/RECOMMENDED ACTION: 
Alternative 1: Construct 14 ticket counter positions and a bag drop conveyor along the window
wall opposite the international ticket counters within the existing lobby and not push out the
wall. It was evident through passenger flow modeling that this would reduce queuing and add to
congestion within the check-in lobby.  This is not the recommended alternative. 
Alternative 2: Do nothing and wait until the new flights arrive and build new counters and the
bag drop conveyor at that time. This would mean that the need for additional ticket counters
and bag drop could not be met for approximately 15 months due to design and construction. This
is not the recommended alternative. 
Alternative 3: Construct 14 ticket counter positions and a bag drop conveyor along the window
wall opposite the international ticket counters.  This will involve the pushing out the exterior
window wall to run the bag belt and allow for more queuing space and the connection of bag belt
C60 to C61. This would meet the anticipated needs for passenger queuing and bag service for
additional international flights.  This is the recommended alternative. 
OTHER DOCUMENTS ASSOCIATED WITH THIS REQUEST: 
Diagram of project area. 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS: 
On April 10, 2012, the Port Commission authorized the design for the International Ticket Lobby
Window Wall in the amount of $1,575,000. 
On December 6, 2011, the Port Commission authorized construction of the Baggage Handling
System (BHS) improvements - C22 BHS Connection to C1 / C1-MK1 Replacement (CIP #
C800382) in the amount of $3,604,000. 
On September 27, 2011, the Port Commission authorized execution of an IDIQ contract for
Airline Realignment Tenant Improvements and Ticket Counter Design services totaling
$10,000,000.
On March 1, 2011, the Port Commission authorized design and some construction of the
Baggage Handling System (BHS) Improvements - C22 BHS connection to C1/C1-MK1
Replacement /TC3 Replacement (C800382) in the amount of $1,731,000.