PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA              Item No.      7b 
STAFF BRIEFING            Date of Meeting  November 24, 2015

DATE:    November 16, 2015 
TO:      Ted Fick, Chief Executive Officer 
FROM:    George England, Program Leader, Aviation Project Management Group 
Michael Ehl, Director, Aviation Operations 
Dave Soike, Director, Aviation Facilities and Capital Programs 
SUBJECT:  Q3 NorthSTAR Program and North Satellite Project Briefing 
SYNOPSIS 
The NorthSTAR program is an outcome of Alaska Air Group's (AAG's) goal to concentrate and
consolidate the operations of Alaska Airlines and Horizon Airlines at the north end terminal facilities of
the Airport. The NorthSTAR program includes five renovation projects. The program, which is a
collaborative effort of the Port and AAG, was initially defined in a conceptual study prepared by AAG
and its consultant in 2011. Working with this conceptual study, the Port and AAG refined the scope to
meet the long-term goals of both the Port and AAG. In some cases, scope and budget from other parallel
capital projects have been incorporated into the NorthSTAR program to ensure compatibility of design
and efficiencies of construction. The revised scope meets the Airport and AAG goals for improved
traveler experience and customer service. 
The North Satellite Renovations and Expansion (NSAT) project 60% design and cost estimate was
submitted on June 30, 2015. 60% design review has been completed. The 60% cost estimate has been
reconciled with the designer and exceeds the budget by 19%. The contractor's 60% design estimate is
being validated by the Port against the Port's estimate. Value engineering is underway to reduce the cost
of the increase.  Port staff is working with AAG to achieve optimal phasing strategy and plan to
minimize temporary relocation of gates and aircraft positions and recommended revised project budget.
The 90% design for the Preliminary Work Package construction at the north end of the building in
preparation for the expansion is underway.
As for other NorthSTAR projects, the Main Terminal Improvement project facility planning preliminary
design is completed, concluding projected space requirements for the north security checkpoint and
passenger check-in facilities exceed available space. The project is on hold pending terminal expansion
recommendations from the Sustainability Airport Master Plan (SAMP). Both the Concourse C Vertical
Circulation and Refurbish Baggage System projects were substantially completed during this quarter and
this will be the last report for both projects. 
The program is currently scheduled for completion in 2020. This briefing addresses progress on the
program and each project through September 30, 2015. The briefing also includes an update on the

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
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North Satellite project budget and anticipated authorization for Preliminary Work Package construction 
and authorization to amend the contract with Hensel Phelps for additional preconstruction services. 
BACKGROUND 
The following is a summary of accomplishments, progress, issues, metrics and risks specific to the
NorthSTAR programmatic capital project and each of the five capital construction projects: 
1.  CIP C800544 NorthSTAR Program Management & Controls 
This umbrella project is comprised of cost estimating, cost controls, scheduling and overall
management support for the five capital renovation projects within the NorthSTAR program. 
Accomplishments 
Updated NorthSTAR webpage in conjunction with Port Public Affairs. 
Coordinated NorthSTAR Airside capacity impacts of airport-wide off-gate planning forecast 
Removed Concourse C/D Exterior Stairs project from the NorthSTAR program. 
AAG Program Leader changing; replacement began end of September; transition underway. 
Progress 
Continued update of overall program master schedule with changes to each project schedule in
design/construction 
Issues 
Budget implications of AAG's decisions are being refined as part of the ongoing 60% cost
estimate validation 
Metrics 
Financial performance is reflected in the program budget summary (Supplement A PowerPoint) 
and includes: 
o  Cumulative Spent against Budget  Actual $3.4M; Budget $18.8M 
o  Overall Schedule Progress  Actual 40%; Planned 48% 
o  Cash flow for this reporting period  Actual $168k; Planned $238k 
o  Contingency remaining - Forecast $5.2M; Budget $0.94M (inclusive of Management
Reserve) 
o  Small Contractor Supplier (SCS)  Participation (Program Mgmt.) Actual  18.4%;
Planned 27.0% 
Risks 
Communication and coordination between multiple teams, stakeholders and people 
Maintain baseline schedule agreed to by all stakeholders 
Further budget implications and schedule delays due to AAG decisions

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Ted Fick, Chief Executive Officer 
November 16, 2015
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Current Capital Budget:       $18,764,150 * 
(*Includes program management reserve) 
Scheduled Project Completion:   August 2020 
2.  CIP C800556 NorthSTAR North Satellite (NSAT) Renovation & North Satellite Transit
System (NSTS) Lobbies 
This project is the largest within the overall program and includes the renovation of the North
Satellite (NSAT) and the satellite transit system (STS) north loop stations at the Main Terminal,
Concourse C, and the North Satellite. While the renovation of the STS station lobbies is relatively
minor in scope, the NSAT renovation is significant and includes expansion of the NSAT to improve
customer service and provide a balance of holdrooms, concessions, and circulation space to meet the
overall program vision.  The scope includes the removal of all regulated materials, seismic
reinforcement of the NSAT, replacement of all infrastructure systems within the NSAT, expansion
of the NSAT by nine structural bays to accommodate 5 additional gates, the addition of a rooftop
structure for Alaska Airlines' Board Room and a destination restaurant, the rebuilding of the NSAT
concourse level interior, and the renovation of non-public support spaces on the ramp and STS
levels. The NSAT scope will also incorporate sustainable building elements and the data and
communications infrastructure to accommodate the anticipated needs of the Port, AAG and the
travelling public. 
Accomplishments 
60% design review completed. The most significant comments concern scope additions,
construction phasing particularly regarding the number of available gates and dual taxilane
impacts during construction, holdroom seating capacity, and window wall system. 
The 60% cost estimate has been reconciled by the Port with the designer's estimate and the
contractor's 60% estimate is in the process of being reconciled. The project budget is 19% over
the current budget of $421.7M now estimated at $501 million. Value engineering is being
conducted to reduce the amount of the increase. 
90% design submittal for the Preliminary Work Package construction was received on October 1.
Preliminary Work includesmodifications to the north end of the building in preparation for the 
building expansion. 
Submitted 60% Baggage Handling System (BHS) Expansion design for stakeholder review 
AAG has concurred in the blended holdroom/concessions layout and holdroom seating capacity
design and analysis. 
AAG's NSAT Interim Boardroom construction complete. 
Completed removal of Regulated Materials Management (RMM) in preparation for Port/Hensel
Phelps construction offices on STS level of NSAT. 
In Progress 
Proceeding with completing 100% design submittal for the Preliminary Work construction
subcontract bid package, with  delivery  due in late 2015.  Planning to seek Commission
authorization at the December 8, 2015 meeting for Preliminary Work Package construction to

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
Page 4 of 12 
start preparatory work in early 2016. Authorization will also include approval to amend the
General Contractor/Construction Manager contract with Hensel Phelps for the preliminary work
construction and additional preconstruction services and to seek project specific construction
audit services. Project components include preparatory work to relocate a minimal number of
passenger loading bridges,  aircraft positions, fuel hydrant pits  and  site utilities, selective
demolition and construction of weatherproof building enclosures, construction of stairs and
walkways to ground board aircraft, and purchase of the structural steel, vertical circulation
components, major electrical and mechanical equipment, fuel hydrants and other long-lead items. 
Proceeding with 90% design for the 2-phased Base Building construction due in 1st Quarter
2016. 
The primary factors contributing to the increase in the estimate cost at 60% design are: 
1.  Thirteen additional scope items (13) were requested to be incorporated into the design 
as a result of the 30% design review. Staff has noted this in prior 2014 and 15
Commission quarterly updates, with potential cost impacts to be identified at the
conclusion of the 60% design phase. 
2.  Updated strong market conditions 
3.  Refinement of the design identified scope areas requiring modifications resulting in
cost increases. 
4.  Increased asbestos remediation effort mainly due to existing fireproofing overspray 
5.  Reconciliation of costs with the General Contractor/Construction Manager (GC/CM)
Hensel Phelps estimate reflects further unit cost adjustments and updated
subcontractor pricing 
6.  Currently forecasting a project budget range of $470-490 million 
An extensive Value Engineering (VE) effort is being conducted to identify cost savings that
could potentially reduce the increased costs by $20 million with minimal or up to $35 million
with manageable impact on schedule and overall Port standards. Over 50 scope items were
identified for review. Evaluation factors consider construction cost savings, maintenance/life
cycle cost impacts, passenger experience, operational impacts, additional design fee impacts, and
schedule impacts. Significant areas being evaluated are: 1) architectural/structural modifications
to  the  building  structure/appearance,  alternate  finishes,  architectural  features;  2)
mechanical/electrical systems modifications including lighting controls and alternative fixtures;
3) eliminate expansion of the NSAT STS station for 4-car train capacity since further expansion
of the NSAT is not planned; and 4) eliminate LEED certification requirements. The immediate
focus will be on scope items that maintain the base program objectives yet have minimal or no
impact on design fees or schedule followed by items that require more analysis due to
modifications to Port standards and/or program objectives. 
Continuing reconciliation efforts of the Port's 60% cost estimate with the GC/CM. The GC/CM
60% cost estimate reflects subcontracting bid uncertainty in the strong construction market,
unidentified risks, security and logistics concerns (new TSA checkpoint procedures). Extensive
analysis of the pricing and methodology of their estimate is continuing. 
Continuing collaborative efforts with AAG to achieve optimal phasing strategy with minimal
temporary relocations of gates, aircraft positions and fuel hydrants and a recommendation for a
revised project budget per the Port/AAG Memorandum of Understanding (MOU).  Phasing

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
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options that consider passenger experience, aircraft gate, and operational impacts continue to be
refined. 
Proceeding with the 90% design of the base building for early 2016 submittal. 
Evaluating various project delivery alternatives in consideration of increased budget, schedule
impacts, potential procurement issues, and AAG concurrence. Alternatives are: 
1.  Current  Schedule:   Undertake  collaborative  effort  to  proceed  with  current
expansion/design project scope and optimizing the phasing solution with AAG to
obtain concurrence. 
Pros:  Maintains Port's programmatic objectives including addition of necessary
gates, improved NSAT customer services and operations, increased non-airline
revenues, etc. Also achieves Port functional and design objectives. Savings will be
achieved by value engineering and potentially via optimizing construction phasing. 
Developing mutually advantageous solution with AAG allows concurrence with 
reduced risk of impacting airline/airport relationships. 
Cons: Project over current $421 million budget (19% which equates to $501 million).
Project budget is greater than 10% above the approved MII, requiring airline MII vote
or use of SLOA management reserve funds. Working on AAG concurrence but
proceeding without AAG could risk damage to airline/airport relationships. 
2.  Defer project budget and Preliminary Work Package authorization until January
2016. 
Pros: Provides additional time to further reconcile the full project and preliminary
work package budget cost estimates before seeking authorization, and provides time
for AAG concurrence if not already obtained. 
Con: Delays construction start 6-8 weeks at an estimated cost of $3 - $4 million. 
3.  Redesign NSAT project to existing budget. 
Pro: Maintain existing budget. 
Cons: Requires significant elimination or reduction of core project scope items. Will
not achieve project objectives/quality/passenger experience goals, all operational and
business goals, nor LEED Certification. Redesign delay estimated at 12 months and
$15 - $20 million. Total scope reduction may still not result in budget savings needed
to maintain budget. 
4.  Convert to Design/Bid/Build (DBB) procurement. 
Pros: Assumes the Port and the GC/CM cannot reach agreement on the cost of the
project. Will open bidding process to allow for more competitive pricing. Impact of
delay may be offset by favorable (lower) DBB bid result and potentially more local
involvement/interest. 
Cons: Schedule and cost (escalation and added construction management support)
impact estimate a 6  8 month delay for rebid and procurement process, adding $10 - 
$20 million in delay cost. Loss of opportunity to speed project by doing early work.
DBB process could result in higher bids due to contractor bidding risk and
unpredictable market conditions. Higher risk of change orders.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
Page 6 of 12 
Issues 
Resolution of the increased 60% cost estimate project budget. Aggressively pursuing value
engineering to reduce cost increase, obtain AAG concurrence per the Port/AAG MOU, and
provide appropriate justification for Commission consideration to increase budget. 
An airline Majority-In-Interest (MII) vote is required with a project budget increase greater than
10% of the approved $399 million, or the Port can consider use of the Signatory Lease and
Operating Agreement (SLOA) management reserve funds. 
Current forecasted construction completion date is Q3, 2020 based on the delay in completion
of the 60% design and addressing AAG concerns/decisions. Procurement strategy for long-lead
procurement items is being developed to minimize potential for additional delays. 
Final definition and agreement required of AAG "betterments" (cost sharing items), including
budget quantification. 
Metrics 
Financial performance is reflected in the program budget summary (attachment A) and includes: 
o  Cumulative Spent against Budget  Actual $19.1M; Budget $415.8M 
o  Overall Schedule Progress  Actual 4%; Planned 8% 
o  Cash flow for this reporting period  Actual $3.8M; Planned $5.1M 
o  Contingency remaining Forecast $35.6M; Budget $40.7M 
o  SCS Participation (Design) Actual 1.0%; Planned 3.3% 
o  Apprenticeship Utilization  Actual 0% * ; Goal 15% 
* No information available yet  too early to report 
Risks 
Resolution of new project budget in a manner that appropriately addresses increased costs,
value engineering cost reduction efforts, schedule impacts, and programmatic objectives. 
Resolution of a final construction phasing plan that minimizes impacts to AAG's level of
service and maintains consistency, balanced against viable operating gates, operating
effectiveness, schedule impacts and construction costs. 
Delayed AAG concurrence for construction phasing and project budget will impact the design
schedule and subsequent early construction packages. 
Final reconciliation of the 60% cost estimate with the GC/CM assuming the GC/CM costs
remain unreasonably high, and whether to pursue the alternative to switch to a design/bid/build
procurement process. 
Impact of the aggressive construction market on cost and availability of materials and work
force. 
Current Capital Budget:            $415,812,944 
Estimated Expense Budget:            $5,800,000 
Scheduled Project Completion:         August 2020

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
Page 7 of 12 
3.  CIP C800547 NorthSTAR Concourse C Vertical Circulation 
This project, which includes work being constructed and coordinated by Port and Alaska Airlines
contractors, provides new vertical circulation cores for improved vertical circulation between the
concourse and the ground levels for Alaska Airlines/Horizon Air customers at three locations on
Concourse C: Gates C2, C10, and C16. This work provides covered, non-temperature controlled
sloped walkways with elevator(s) between concourse and ground levels. The vertical circulation
cores consist of a light roof structure with glazed side panels to protect passengers from the weather
and new door openings from the concourse to the vertical circulation cores. This project has 
improved passenger circulation to the aircraft from concourse to ground level on Concourse C for
Horizon Air passengers. 
Accomplishments 
The remaining C2 and C10 elevators opened in July and August. Substantial completion for the
project was issued on August 13. 
Excellent construction management effort by Port and AAG teams. No flight delays and
minimal customer complaints during construction. 
The Port is adding overhangs above the concourse entry/exit doors to the walkways to provide
added protection from the weather for passengers.
Installation of thirty-eight (38) remaining electric GSE (eGSE) chargers, at Gates C10 through
C16, is complete and chargers are now in use. 
In Progress 
Construction project in closeout.
Design initiated for overhangs above doors.
Issues 
None 
Metrics 
Financial performance is reflected in the program budget summary (attachment A) 
Projected savings to be transferred to NorthSTAR program management reserve. 
Based on the final construction plans, the following metrics will reflect the performance during
construction: 
1.  Cumulative Spent against Budget  Actual $14.7M; Budget $16.7M 
2.  Overall Schedule Progress  Actual 100%; Planned 100% 
3.  Number of delayed outbound bags  Actual 0; Planned 0 
4.  Number of delayed outbound flights  Actual 0; Planned 0 
5.  Number of safety hazard report incidences  Actual 0; Planned 0 
6.  Number of customer complaints received  Actual 0/mo.; Planned <5/mo. 
7.  Construction Change Orders Processed  Actual 47; Planned 0 
8.  Contingency Remaining  Forecast $0.8M; Budget $2.0M 
9.  SCS Participation (Design) - Actual 29.6%; Planned 33.4%

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Ted Fick, Chief Executive Officer 
November 16, 2015
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10. SCS Participation (Construction) - Actual 20.8%; Planned 6.0% 
11. Apprenticeship Utilization  Actual 16.3% ; Goal 15% 

Risks 
None 
Current Capital Budget:         $16,777,350 
Estimated Expense Budget:       $1,233,500 
Scheduled Project Completion:    August 2015 
4.  CIP C800545 NorthSTAR Main Terminal Improvements 
The Main Terminal scope begins at the departure drop-off curb and ends at the Main Terminal north
STS station. Although the least defined element of the NorthSTAR program, the project will
reconfigure the north end of the ticket lobby, the existing airline ticket office and ticket counters, and
the north checkpoint. This project will focus on the efficient movement and processing of AAG,
cruise, and other  customers through improvements to the building circulation, wayfinding,
technology infrastructure, checkpoint reconfiguration, and anticipated changes in the way AAG
processes arriving passengers. 
Accomplishments 
Analysis found future passenger projections result in insufficient space in the north terminal to
accommodate projected security checkpoint and ticket lobby passenger check-in/ circulation 
requirements, requiring terminal expansion. 
Final report issued in September. 
In Progress 
Project on hold pending terminal expansion recommendations from Sustainability Airport Master
Plan. 
Issues 
Coordination with upcoming Sustainable Airport Master Plan  terminal expansion
recommendations 
Metrics 
TBD 
Risks 
Developing final scope that minimizes investment anticipating the Sustainable Airport Master
Plan and AAG's changing ticketing operations

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
Page 9 of 12 
Current Capital Budget:        $29,200,000 
Scheduled Project Completion:    TBD 
5.  CIP C800555 NorthSTAR Refurbish Baggage System 
This project refurbished the existing baggage systems in support of AAG operations on the NSAT
and Concourse D. The work extends the service life of part of the C92 baggage systems, the C88
North Satellite systems, and the C88 tunnel systems. Some of the processing and transit times may
be decreased but capacity will not be increased. 
The project sped up the tunnel conveyors and replaced aging conveyor belts, motors, drives, and
controls of the existing tunnel and North Satellite systems as required improving reliability and full
functionality. 
Accomplishments 
C88 and C92 conveyor system contract work is complete, commissioned, and operating. 
Completed C92 Automated Bag Tag Reader (ATR) replacements and C92 doghouse. 
In Progress 
Follow up work to coordinate with other projects that occurred at end of this project include
demolish 2 ATR's on C92, conveyor access to be provided for C92 doghouse, and additional
power turn replacements on C92. This work will be completed by Port Construction Services. 
Issues 
None. 
Metrics 
Financial performance is reflected in the program budget summary (attachment A) 
Based on the final construction plans the following metrics will reflect the performance during
construction: 
1.  Cumulative Spent against Budget  Actual $17.1M; Budget $19.4M 
2.  Overall Schedule Progress  Actual 100%; Planned 100% 
3.  Number of system shutdowns  Actual 9; Planned 10 
4.  Number of operational impacts  Actual 5; Planned 0 
5.  Number of unplanned system downtime periods exceeding 15 minutes  Actual 0;
Planned 0 
6.  Number of construction change orders processed  Actual 57; Planned 0 
7.  Contingency remaining - Forecast $0M; Budget $1.3M 
8.  SCS Participation (Design) - Actual 12.7%; Planned 14.3% 
9.  SCS Participation (Construction) - Actual 5.2%; Planned 5.0% 
10. Apprenticeship Utilization  Actual 18.3%; Goal 15%

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
Page 10 of 12 
Risks 
Budget risk as project was notified by contractor of a potential claim. Evaluating the level of this
risk. 
Schedule has no float remaining; however performance to date has met each schedule interim
deadline. 
Current Capital Budget:       $19,362,500 
Estimated Expense Budget:       $640,000 
Scheduled Project Completion:     September 2015 

6.  CIP C800554 NorthSTAR Concourse C & D Exterior Stairs 
This project, to add exterior stairs to Concourse C and D gate lobbies to enable the aft loading and
unloading of aircraft at locations identified by AAG, has been deleted from the NorthSTAR program
per AAG's request. This was a prospective "status 1" project, and therefore was not included in the
capital budget and plan of finance 
Accomplishments 
Received signed decision worksheet from AAG deleting this project. The program budget has
been adjusted 
In Progress 
Project deleted 
Estimated Budget:        $21,400,000 
ATTACHMENTS TO THIS BRIEFING 
Attachment A - Quarterly Commission Update PowerPoint 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
North Sea-Tac Airport Renovations (NorthSTAR) (CIP #C800544) 
July 14, 2015  NorthSTAR Program status update 
April 28, 2015  NorthSTAR Program status update 
January 27, 2015  NorthSTAR Program status update 
October 28, 2014 - NorthSTAR Program status update. 
August 19, 2014 - NorthSTAR Program status update. 
May 27, 2014  NorthSTAR Program status update. 
January 14, 2014  NorthSTAR Program status update. 
September 24, 2013  NorthSTAR Program status update. 
June 25, 2013 NorthSTAR Program status update. 
April 9, 2013  The Commission authorized the Chief Executive Officer to enter into a project
labor agreement covering the NorthSTAR program's five major construction projects.

COMMISSION AGENDA 
Ted Fick, Chief Executive Officer 
November 16, 2015
Page 11 of 12 
March 26, 2013 NorthSTAR Program status update. 
June 26, 2012  The Commission received a briefing on the status of the Airline Realignment
Program and budget restructuring in association with the NorthSTAR Program. 
April 4, 2012  Authorizations for the North Sea-Tac Airport Renovations program for: 1)
preliminary project funding; 2) execution of consulting contracts for design/construction support
services and project management services; and 3) use of Port crews and consultants to conduct
regulated materials management surveys and field support services for preliminary project
planning tasks. 
North Satellite Renovation & North Satellite Transit Station Lobbies (CIP #C800556) 
March 28, 2015  The Commission authorized three NSAT related items: 
o  Expand the baggage handling system increasing the project scope for $14,400,000 and
$1,954,000 to complete the design. 
o  Entering into a developer agreement with Puget Sound Energy and $200,000 in
reimbursement for the design and construction of underground gas infrastructure. 
o  $5,300,000 to 
Prepare four locations to accommodate temporary passenger loading bridges, to
construct temporary construction offices. 
To complete construction of a Satellite Transit System (STS) North loop Dynamic
Display system. 
$600,000 in expense funds for regulated materials management for AAG's tenant
improvement project. 
Approval to use Port crew labor and small works contractors to complete early
project work. 
August 5, 2014  The Commission authorized expansion of the NSAT, $191,323,143 budget
increase, $15,717,800 to complete the design, execute amendments to existing consulting
contracts; execute future consulting contracts and use of and to advertise for General
Contractor/Construction Manager (GC/CM) alternative public works contractor. 
July 22, 2014 - NSAT Expansion Briefing 
April 16, 2014  Seattle-Tacoma International Airport Capital Program - Briefing 
January 14, 2014 NSAT expansion briefing. 
May 28, 2013, Commission authorized the execution of separate service agreements for
Construction Management Services and Commissioning Services, of approximate values of $10
million and $1.5 million. 
December 11, 2012  The Commission was briefed on the Vertical Conveyance Modernization
Project Aero Phases 1 and 2 and the possibility of adding the specified elevators and escalators to
the NorthSTAR program. 
July 24, 2012 - Commission authorized $32,000,000 for the design of the NorthSTAR NSAT
Renovation and NSTS Lobbies project. 
April 10, 2012 - The Commission authorized the execution of consultant contracts for design and
construction support services; program management services; and the completion of site surveys
for regulated materials management, in the amount of $1,200,000.

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Ted Fick, Chief Executive Officer 
November 16, 2015
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NorthSTAR Concourse C Vertical Circulation Project (CIP #C800547) 
October 22, 2013  Commission authorized $16,145,000 for advertising for bids, executing a
major construction contract, executing a tenant reimbursement agreement with Alaska Air
Group, using Port crews to provide construction services for the Concourse C Vertical
Circulation. 
November 6, 2012  Commission authorized the design for the 1:20 sloped walkways and
elevator(s) at Gates C2, C10-12, and C14 on Concourse C. 
NorthSTAR North Main Terminal Improvements Project (CIP #C800545) 
December 3, 2013  Commission authorized $1,500,000 for preliminary engineering up to 30%
design. 
North Satellite Refurbish Baggage System Project (CIP#C800555) 
September 24, 2013  The Commission authorized staff to: (1) advertise, award, and execute a
major public works contract for the construction of the North Satellite Refurbish Baggage
System Project; and (2) authorize the use of Port crews. 
July12, 2013  The Commission was notified of 1 added scope item and 2 scope items moved
into the scope previously identified as suggested scope. 
November 6, 2012  The Commission authorized staff to prepare design documents and use Port
crews to support site investigation needed to develop the contract documents, in the amount of
$3,760,000.