Electronic Packet for Downloading
COMMISSION REGULAR MEETING AGENDA
July 27, 2021
To be held in virtually via MS Teams in accordance with Senate Concurrent
Resolution 8402 and in accordance with Governor Inslee's Proclamations 20-05 and
20-28 et seq. You may view the full meeting live at meetings.portseattle.org. To
listen live, call in at +1 (425) 660-9954 and Conference ID 108 001 913#
ORDER OF BUSINESS
10:30 a.m.
1. CALL TO ORDER
2. EXECUTIVE SESSION if necessary, pursuant to RCW 42.30.110 (executive sessions are not open to the
public)
12:00 noon PUBLIC SESSION
Reconvene or Call to Order and Pledge of Allegiance
3. APPROVAL OF THE AGENDA (at this time, commissioners may reorder, add, or remove items from the
agenda)
4. SPECIAL ORDERS OF THE DAY
5. EXECUTIVE DIRECTOR'S REPORT
6. COMMITTEE REPORTS
7. PUBLIC COMMENT procedures available online at https://www.portseattle.org/page/public-comment-port-
commission-meetings
DUE TO SENATE CONCURRENT RESOLUTION 8402 AND THE GOVERNOR'S
PROCLAMATION 20-28 there will be no physical location for this meeting and the
PORT WILL NOT ACCEPT in-person, verbal comments during the regular meeting of July 27, 2021.
Alternatively, during the regular order of business, those wishing to provide public comment will have the
opportunity to:
1) Deliver public comment via email: All written comments received by email to commission-public-
records@portseattle.org will be distributed to commissioners and attached to the approved minutes.
2) Deliver public comment via phone or Microsoft Teams conference: To take advantage of this option,
please email commission-public-records@portseattle.org with your name and the topic you wish to speak to by
9:00 a.m. PT on Tuesday, July 27, 2021. You will then be provided with instructions and a link to join the Teams
meeting.
This process will be in place until further notice. For additional information, contact commission-public-
records@portseattle.org.
8. CONSENT AGENDA (consent agenda items are adopted by one motion without discussion)
8a. Approval of the Minutes of the Regular Meeting of July 13, 2021. (no enclosure) (p.3)
Founded in 1911 by a vote of the people as a special purpose government, the Port of Seattle's mission is to promote economic opportunities
and quality of life in the region by advancing trade, travel, commerce, and job creation
in an equitable, accountable, and environmentally responsible manner.
PRELIMINARY AGENDA Port of Seattle Commission Regular Meeting of July 27, 2021 Page 2 of 2
8b. Authorization for the Executive Director to Complete Design on the Departures Drive Drainage Project at
Seattle-Tacoma International Airport (SEA) in the Amount of $500,000 for a Total Estimated Project Cost of
$1,880,000. (CIP #C801036) (memo and presentation enclosed) (p.13)
8c. Authorization for the Executive Director to (1) Prepare Design and Construction Bid Documents for the
Communication Enhancement Project and (2) Utilize Port of Seattle Crews and Small Works Contracts for
Pre-Construction Work. This Request is for $3,000,000 to Increase the Total Authorized Amount to
$3,200,000 with an Estimated Total Project Cost of $11,000,000. (CIP #C801161) (memo and presentation
enclosed) (p.23)
8d. Authorization for the Executive Director to (1) Proceed with the Smart Restrooms Plan to Procure Software
and Vendor Services to Implement a Comprehensive, Airport-specific Custodial and Analytics Platform; (2)
Execute Contract(s) for Software, Equipment, and Vendor Implementation Services in a Minimum of Four
Airport Public-facing Restrooms; (3) Prepare Design and Construction Bid Documents for the Related
Infrastructure Work Required; (4) Use Port Staff for Implementation, (5) Advertise and Execute Small and
Major Works Contracts and Utilize Port Crews to Perform the Construction Work; (6) Authorize Contracting
Authority for a Contract for up to Ten Years for Software License, Service, and/or Maintenance Fees
Estimated at $1,380,000. The Amount Requested for Project Implementation is $1,300,000. (CIP #C801184)
(memo enclosed) (p.37)
9. UNFINISHED BUSINESS
10. NEW BUSINESS
10a. Authorization for the Executive Director to Execute Contract Agreements and Implement the 2021 South
King County Fund Program in an Amount Not-to-Exceed $2 million. (memo and presentation enclosed)
(p.42)
10b. Authorization for the Executive Director to (1) Execute a Contract with Bombardier Transportation Holdings
USA for Goods and Services; (2) Advertise and Award a Major Works Construction Contract; (3) Advertise
and Award Contracts for Busing and Wayfinding Services, and (4) Use Port Crews and Small Works
Contracts, in Support of the STS Controls Renewal and Upgrade Project at the Seattle-Tacoma
International Airport (Airport). (CIP #801043) The Amount of this Request is $69,240,000 for a Total Project
Authorization of $78,240,000. (memo and presentation enclosed) (p.53)
10c. Adoption of Resolution No. 3789, Flight Kitchen Minimum Labor Standards, Enacting Minimum Wage and
Worker Retention Requirements Applicable to Certain Employers Located at Seattle-Tacoma International
Airport, Pursuant to the Authority Granted to the Port under RCW 14.08.120(2). (memo and resolution
enclosed) (p.69)
11. PRESENTATIONS AND STAFF REPORTS
11a. 2022 Budget Development Briefing. (memo and presentation enclosed) (p.75)
12. QUESTIONS on REFERRAL to COMMITTEE and CLOSING COMMENTS
13. ADJOURNMENT
Commissioners: Stephanie Bowman Ryan Calkins Sam Cho Fred Felleman Peter Steinbrueck Executive Director: Stephen P. Metruck
To contact commissioners: 206-787-3034 For meeting records and information: commission-public-records@portseattle.org 206-787-3210
www.portseattle.org
P.O. Box 1209
Seattle, Washington 98111
www.portseattle.org
206.787.3000
APPROVED MINUTES
COMMISSION REGULAR MEETING JULY 13, 2021
The Port of Seattle Commission met in a regular meeting Tuesday, July 13, 2021. The meeting was
held remotely in accordance with Senate Concurrent Resolution 8402 and in accordance with
Governor Inslee's Proclamation 20-28. Commissioners Bowman, Calkins, Cho, Felleman, and
Steinbrueck were present.
1. CALL to ORDER
The meeting was convened at 10:30 a.m. by Commission President Fred Felleman.
2. EXECUTIVE SESSION pursuant to RCW 42.30.110
The public meeting recessed into executive session to discuss three matters relating to
litigation/potential litigation/legal risk (RCW 42.30.110(1)(i)) for approximately 75 minutes, with the
intention of reconvening the public session at 12:00 p.m. The Executive Session exceeded
anticipated timeframe and the Clerk of the Commission announced a formal extension of the session
for an additional 10 minutes. Following the exec utivesession, the public meeting reconvened at
12:12 p.m. Commission President Felleman led the flag salute.
3. APPROVAL of the AGENDA
Without objection, the preliminary agenda was approved as presented.
4. SPECIAL ORDERS OF THE DAY None.
5. EXECUTIVE DIRECTOR'S REPORT
Executive Director Metruck previewed items on the day's agenda and made announcements. Staff
also provided a report to the Commission and public regarding summer travel.
6. COMMITTEE REPORTS
Mr. Aaron Pritchard, Deputy Commission Chief of Staff, provided a report regarding recently held
committee meetings and overviewed the schedule of upcoming committee meetings.
7. PUBLIC COMMENT
Public comment was received from the following individual(s):
The following person spoke regarding restarting the discussion of Port package updates:
JC Harris, City of Des Moines City Council Member.
Digital recordings of the meeting proceedings and meeting materials are available online www.portseattle.org.
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The following person spoke regarding climate impacts, global warming, and impacts of Port
policies on the same: Jordan Van Voast, resident.
The following people spoke in support of the return of cruise to the region: Karen Olson, Chief
Marketing Officer Space Needle/Chihuly Garden and Glass; Amber Martin, Senior Marketing
Manager, Museum of Pop Culture; and Brad Jones, Executive Director Visit Seattle.
The following person spoke in opposition to the T46 project and the restart of cruise operations
in the region: Iris Antman, resident.
The following people spoke in opposition to Agenda Item No. 10a regarding the use of
biometrics surveillance at Port facilities: Jennifer Lee, ACLU of Washington; Cynthia Spiess,
resident (corresponding written testimony submitted); and Edward Hasbrouck, non-resident.
In lieu of spoken comment, Melinda Mueller and Terri Cole, residents, submitted written
comments in opposition to expansion of the L06 parking lot and in support of leaving the open
space available as it is currently used.
In lieu of spoken comment, Jessie Turner, Director of the International Alliance to Combat
Ocean Acidification, submitted written comments in support of Agenda Item No. 11c, thanking
the Port for its Ocean Acidification Plan.
In lieu of spoken comment, Sarah Shifley and Laura Gibbons, residents, submitted written
comments regarding Agenda Item No. 11c, urging the Port to set concrete and measurable
steps for how it will meet the Scope 3 emission reduction targets outlined in the Port's Century
Agenda.
In lieu of spoken comment, Bernedine Lund, resident, submitted written comments asking the
Port to consider what growth of the airline industry really means, referencing a PSRC report
predicting flight increase numbers by 2050, and noting health effects caused by the airline
industry in an effort to decrease the demand f or flights.
In lieu of spoken comment, Anne Kroeker and Richard Leeds, residents, submitted written
comments providing an overview of recent findings completed by Dutch researchers regarding
the growth of one of their international airports, and asking the Port to consider Scope 3
emissions which bring about climate change effects.
In lieu of spoken comment, Farris Peale, submitted written comments in opposition to agenda
item 10a.
[Clerk's Note: All written comments are combined and attached here as Exhibit A.]
8. CONSENT AGENDA
[Clerk's Note: Items on the Consent Agenda are not individually discussed. Commissioners may
remove items for separate discussion and vote when approving the agenda.]
8a. Approval of the Minutes of the Special Meeting/Study Session of June 8 and the
Regular Meeting of June 22, 2021.
8b. Approval of the Claims and Obligations for the Period June 1, 2021, through June 30,
2021, Including Accounts Payable Check Nos. 939948 through 940233 in the Amount
of $5,043,370.29; Accounts Payable ACH Nos. 036048 through 036721 in the Amount
of $49,851,576.73; Accounts Payable Wire Transfer Nos. 015620 through 015643 in the
Amount of $10,698,463.83, Payroll Check Nos. 198817 through 199023 in the Amount
Minutes of October 27, 2020, submitted for review on November 5, 2020, and proposed for approval on November 10, 2020.
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of $56,512.91; and Payroll ACH Nos. 1028705 through 1032935 in the Amount of
$11,662,990.13 for a Fund Total of $77,312,913.89.
Request document(s) included an agenda memorandum.
8c. Authorization for the Executive Director to Execute a Contract for External Audit
Services for the Financial Periods 2022 to 2026 in an Estimated Amount Not-to-Exceed
$3,000,000 for the Full Contract Term. The Base Contract is Three Years with the
Option to Extend for Two Additional One-year Terms.
Request document(s) included an agenda memorandum.
8d. Authorization for the Executive Director to Approve the King County Public Safety
Answering Point Interlocal Agreement 2021-2023. No additional funding is Associated
with this Request.
Request document(s) included an agenda memorandum and draft agreement.
8e. Authorization for the Executive Director to Advertise, Award, and Execute a
Construction Contract for the Construction of the Building 161G AV Facility Upgrade
Project at Seattle-Tacoma International Airport. The Amount of this Request is
$1,993,000 for a Total Estimated Project Cost Not-to-Exceed $2,972,000.
(CIP # C800924)
Request document(s) included an agenda memorandum and presentation slides.
The motion for approval of consent agenda items 8a, 8b, 8c, 8d and 8e carried by the following
vote: In favor: Bowman, Calkins, Cho, Felleman, Steinbrueck (5)
Opposed: (0)
9. UNFINISHED BUSINESS None.
10. NEW BUSINESS
10a. Order No. 2021-06: Directing the Executive Director to Develop and Implement
Executive Policies Banning Port and Private Sector Uses of Public-facing Biometrics
for Mass Surveillance, and for Law Enforcement and Security Functions; Developing
and Implementing Port Policies Within the Limitations of State and Federal Law
Related to Port, Federal and Private-sector Uses of Public-facing Biometrics at Port
Facilities for Traveler Functions; and Endorsing Federal Legislation Implementing a
Moratorium on Federal Uses of Biometrics not Explicitly Approved by the United
States Congress..
Request document(s) included a proposed order, letter 1, letter 2, and letter 3, and presentation
slides.
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TUESDAY, JULY 13, 2021
Presenter(s):
Eric Schinfeld, Senior Manager, Federal & International Government Relations
Commission Clerk Michelle Hart read Item 10a into the record.
Executive Director Metruck introduced the item and presenters.
The presentation addressed:
background of the discussion, work accomplished to-date, and resulting policy
recommendations;
Motion 2019-13, adopting seven guiding principles in the study of policy around the issue of
biometrics use, establishing a Port working group and external advisory group, creation of a
Commission special committee to study biometrics, and a moratorium on any new or
expanded use of biometrics at Port facilities until after Commission approval of policy
recommendations and adopted policies;
work conducted with a focus on transparency;
multiple use case recommendations;
observations;
Biometrics Special Committee recommendations;
Executive policies;
o Ban on mass surveillance
o Ban on law enforcement and security uses
o Biometrics for traveler functions by Port and non-airline tenants
o Biometrics by federal or airline partners
o Related policies
Public-facing biometrics guiding principles justified, voluntary, private, equitable,
transparent, lawful, and ethical;
Biometric air exit facial recognition technology to verify the identity of departing
international air passengers;
Biometric air exit communications plan and
Biometric air exit signage.
Order No. 2021-06:
The Port Commission hereby directs the Executive Director to develop and implement executive
policies to:
1) Extend the Port's existing ban on Port and private-sector use of public-facing biometrics for
mass surveillance1 at Port facilities, and by Port employees overall.
2) Extend the Port's existing ban on Port and private-sector use of public-facing biometrics to
perform real time or near-real time law enforcement and security functions at Port facilities,
and by Port employees overall.
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3) Ensure, to the greatest extent permissible under state and federal law, that all uses of publicfacing
biometrics at the Port's aviation and maritime facilities for traveler functions are in
alignment with the Port's biometric principles and policies.
In addition, the Executive Director shall include in the Port's Federal Legislative Agenda support for
legislation that institutes a moratorium on federal government use of public-facing biometrics except
for uses explicitly authorized by the United States Congress, and shall direct staff to advocate for
this policy to the Washington Congressional delegation and relevant members of the Biden-Harris
Administration.
Commissioner Cho spoke regarding Item No. 10a, thanking everyone participating in the process,
including Port Federal and International Government Relations Senior Manager Eric Schinfeld and
previous Commission Office Specialist, Veronica Valdez. He spoke to the need to regulate new
technologies where racial bias could be built into the systems and protect against the risk, as well as
to the Port of Seattle being the first port district to establish regulations in this regard. Commissioner
Cho noted the value in getting ahead of the technology and implementing protection for civil liberties
and protecting personal information.
Members of the Commission noted their support of the Order and spoke regarding:
conducting the first annual audit of the air exit system;
engagement with community partners on a continuing basis and having a consensus on the
values that guide the policies, even if consensus in the final recommendations was not
achieved;
the definition of mass surveillance; and
the opt-in participation process.
The motion, made by Commissioner Cho, carried by the following vote: In favor: Bowman,
Calkins, Cho, Felleman, Steinbrueck (5)
Opposed: (0)
10b. Authorization for the Executive Director to Acquire Indigenous Art of the Pacific
Northwest Region for Display in the International Arrivals Facility (IAF) at the Seattle-
Tacoma International Airport, in the Amount of $475,000.
Request document(s) included an agenda memorandum and presentation slides.
Presenter(s):
Tommy Gregory, Public Art Program Senior Manager and Curator, Aviation
Tonisha Simmons, Senior Administrative Assistant, AV Facilities & Infrastructure
Commission Clerk Michelle Hart read Item 10b into the record.
Executive Director Metruck introduced the item and presenters.
The presentation addressed:
the art program's vision;
the request for authorization before the Commission;
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the purpose of the request to create a visual representation of a land acknowledgement to
welcome international travelers to the region, supporting local and regional artists, and
meeting the 2019 strategic plan goal to build a portable permanent collection; and
potential locations.
Commissioner Steinbrueck spoke to the need and purpose for including art as facilities are rebuilt.
He advocated for culturally-relevant indigenous art at the International Arrivals Facility (IAF), noting
the support of the Portwide Arts and Culture Board.
Members of the Commission noted their support of the Order and spoke regarding:
Port interns bringing the idea forward of the first people's art sited at SEA;
Showing the region's history; and
Utilizing art funding to its fullest potential.
The motion, made by Commissioner Steinbrueck, carried by the following vote: In favor:
Bowman, Calkins, Cho, Felleman, Steinbrueck (5)
Opposed: (0)
10c. Order No. 2021-07: Supporting the Executive Director's Authority to Negotiate and
Execute a Lease Agreement for the Property Known as Tsubota with the City of
Seattle.
Request document(s) included a proposed order and map.
Presenter(s):
David Yeaworth, Commission Specialist, Commission Office
Commission Clerk Michelle Hart read Item 10c into the record.
Executive Director Metruck introduced the item and presenters.
The presentation addressed the leasing of a portion of Port property to the City of Seattle since
November 2017 at the Port's Tsubota site, located at 1601 15th Avenue West, for the purposes of
housing approximately 60 people in 43 units annually in a tiny house village on slightly more than
17,994 sf of land. The City and Port are considering a new lease to increase the size of the leased
lot for the purposes of adding up to 29 new units and a comfort station on a total of approximately
35,000 sf of land. The parties are also considering a three-year term with a subsequent one-year
option. The negotiation and execution of this lease is within the authority of the Executive Director
under the Port's Delegation of Authority.
Order No. 2021-07:
The Port Commission hereby supports the Executive Director's negotiation and execution of a lease
with the City of Seattle, for the property known as the Tsubota site at 1601 15th Avenue West, on
terms the Executive Director deems appropriate.
Members of the Commission noted their support of the Order and spoke regarding:
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the dire need for transitional housing;
poverty being the most common element to all homelessness;
maintaining a manageable size tiny home village;
receiving an annual report for operational and safety status of the village; and
providing stability with a three-year term.
The motion, made by Commissioner Bowman, carried by the following vote: In favor: Bowman,
Calkins, Cho, Felleman, Steinbrueck (5)
Opposed: (0)
11. PRESENTATIONS AND STAFF REPORTS
11a. Executive Director Performance Review
No presentation document(s) included.
Commission Clerk Michelle Hart read Item 11a into the record.
Commission President Felleman opened the discussion noting that the Commission previously met
in Executive Session to discuss the performance of the Port's Executive Director, Steve Metruck.
Commissioner Steinbrueck led the public review of the Executive Director, noting:
he has received a 'remarkable' performance rating;
the Executive has declined a pay increase for a second year in a row in concert with the
portwide merit increase freeze; and
the Executive has alternatively been offered ten days off as compensation and is
encouraged to take it.
Members of the Commission spoke regarding leadership shown during the pandemic,
implementation of the values the Commission have put forward; the integrity in which the Executive
Director serves the Port and the community; and his ability to create a sense of team in a very short
period of time.
11b. Maritime Blue Annual Report
Presentation document(s) included an agenda memorandum and presentation slides.
Presenter(s):
Dave McFadden, Managing Director, Economic Development Division
Joshua Berger, President/CEO, Maritime Blue
Josh Carter, Program Director, Blue Ventures / Innovation Accelerator, Maritime Blue
Veasna Hoy, Program Director, Youth Maritime Collaborative, Maritime Blue
Commission Clerk Michelle Hart read Item 11b into the record.
Executive Director Metruck introduced the item and presenters.
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The presentation addressed:
building a blue economy;
the mission of Washington Maritime Blue;
Washington State's strategy for the blue economy;
Industry members;
Maritime blue innovation programs;
Inaugural cohort wins, deals, and statistics;
o 115 startups applied 11 chosen
o $73M in private capital investments
o $12M in business sales
o several demonstration projects and customer acquisitions
o combined reports of over 500 percent increase in revenue
o at least 50 jobs created
second wave notable events and statistics;
o 100+ startups applied
o Silverback Marine landed large contract with the Port of Lopez with first wave
company, Pure Watercraft
o Allosense secured non-dilutive funding
o MM-Seas launched their platform during the program
o Puget Buoy won Alaska Airlines Innovation Challenge
o pending results of current funding rounds
program mentors;
next steps in the program;
o third wave of the Maritime Blue In novati on Accelerator Q1 of 2022
o rolling admission into Maritime Blue Innovation Incubator in partnership with the Port
of Tacoma
o launch of Bellingham, WA Clean Tech/Blue Tech program
o building Collaborative Programming with Alaska and Oregon in 2021/2022
Youth Maritime Collaborative;
strategic vision and Youth Maritime Collaborative partners;
internships;
expanded cohort model;
o increase opportunities for youth to experience on-the-water programming and
maritime/ocean learning activities, education and training with YMC program
partners
o expand partnerships with community-based organizations
o provide wrap-around support for both youth and employers
funding model structure;
joint innovation projects;
being part of a global enterprise for the blue economy;
organizational development and leadership;
2019 2020 sponsors and
funding facts and figures.
Members of the Commission and presenters spoke regarding:
being proud of the role the Port has played in Maritime Blue;
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establishing a sustainable center of excellence for innovation and areas of expertise;
creating a Port of the future with Maritime Blue and paired with the Youth Maritime
Collaborative;
creating equity and career pathways;
addressing global issues of sustainability and the environment;
Maritime Blue's sublease of space at Fisherman's Terminal to other members,
getting engagement from maritime employers with respect to the internship program; and
providing partners with more public exposure to highlight their efforts.
11c. Ocean Acidification Action Plan and Case Study Briefing
(Commissioner Bowman exited the meeting at 3:15 p.m.)
Presentation document(s) included an agenda memorandum and presentation slides.
Presenter(s):
Kathleen Hurley, Senior Environmental Program Manager, Maritime Environment and
Sustainability
Commission Clerk Michelle Hart read Item 11c into the record.
Executive Director Metruck introduced the item and presenters.
T he presentation provided an overview of the Ocean Acidification Action Plan and case study; key
elements in the action plan; a summary of portwide efforts; recommendations; and next steps.
Discussion ensued regarding:
goals of the plan and associated port initiatives;
existing Port programs that support ocean acidification action plan goals; and
voluntary recommendations;
o expand public awareness of ocean acidification and Port actions
o integration of ocean acidification into relevant community engagement efforts
o continue implementation of existing efforts to combat ocean acidification
o continue exploring opportunities for additional studies on carbon sequestration and
associated ocean acidification benefits
o initiate an Elliott Bay kelp restoration limiting factors analysis
o incorporate ocean acidification metrics into future habitat restoration monitoring plan
the goal of being the greenest Port in the country;
reporting out regarding the status of the plan;
expanding public awareness, and the possible partnering with the Seattle Aquarium Ocean
Pavilion;
involvement of the tribal internship program; and
the seeding and planting of eel grass, kelp, and oysters.
12. QUESTIONS on REFERRAL to COMMITTEE and CLOSING COMMENTS
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No closing comments were noted and no referrals to committees were made.
13. ADJOURNMENT
There was no further business and the meeting adjourned at 3:47 p.m.
Prepared: Attest:
Michelle M. Hart, Commission Clerk Sam H. Cho, Commission Secretary
Minutes approved: July 27, 2021
RETURN TO AGENDA
Minutes of October 27, 2020, submitted for review on November 5, 2020, and proposed for approval on November 10, 2020.
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AGENDA MEMORANDUM Item No. 8b
ACTION ITEM Date of Meeting July 27, 2021
DATE: July 16, 2021
TO: Stephen P. Metruck, Executive Director
FROM: Eileen Francisco, Acting Director, AV Facilities & Capital Programs
Wayne Grotheer, Director, Aviation Project Management
SUBJECT: Departures Drive Drainage (C801036)
Amount of this request: $500,000
Total estimated project cost: $1,880,000
ACTION REQUESTED
Request Commission authorization for the Executive Director to complete design on the
Departures Drive Drainage project at Seattle-Tacoma International Airport (SEA). This
authorization is for $500,000 for a total estimated project cost of $1,880,000.
EXECUTIVE SUMMARY
This project rehabilitates a portion of the departures drive storm drainage system and existing
bridge expansion joints. The storm drainage system has failed along the south end of the
departures drive. An existing catch basin and associated drainage pipe is plugged and has been
paved over. Stormwater currently ponds at this location, leaks through the structure and
discharges onto rental car customers waiting on the arrivals curbside below. The project will
replace the existing storm drainage facilities and expansion joints, and complete minor paving.
JUSTIFICATION
This project will support the Century Agenda goal to advance this region as a leading tourism
destination and business gateway by meeting the region's air transportation needs through
improving vital facilities and infrastructure in a sustainable and cost-effective manner. This
project will improve customer service for rental car customers and reduce ongoing maintenance
due to stormwater leaking from the departures drive onto the arrivals curbside.
Diversity in Contracting
Design will be completed utilizing an existing Indefinite Delivery Indefinite Quantity (IDIQ)
contract that has a commitment for 10% WMBE participation. It is anticipated that Port
Construction Services (PCS) will complete all construction and will work with the Diversity in
Contracting department to identify potential contract opportunities during this phase.
Template revised January 10, 2019.
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Meeting Date: July 27, 2021
DETAILS
The project is located at the south end of the departures drive. However, construction will impact
both the arrivals and departures drives.
The new storm drainage facilities are planned to connect into the existing facilities along the
arrivals drive. However, there is risk that existing power and communication infrastructure may
prohibit that connection or require modification at significant additional cost in order to connect
into that system. Utility potholing during design will determine the extent and impact of these
constraints.
Scope of Work
This project will correct a failure of the existing storm drainage facilities at the south end of the
departures drive.
(1) Remove and replace an existing catch basin on the departures drive.
(2) Install new storm drainage piping under the departures drive, down an existing column
and across the arrivals drive to an existing catch basin.
(3) Replace three existing expansion joints on departures drive.
(4) Repave the existing departures drive shoulder and reseal the structure joint to direct
stormwater flow into the new catch basin.
Schedule
Design start 2021 Quarter 4
Commission construction authorization 2022 Quarter 3
Construction start 2023 Quarter 1
In-use date 2023 Quarter 2
Cost Breakdown This Request Total Project
Design $500,000 $500,000
Construction $0 $1,380,000
Total $500,000 $1,880,000
ALTERNATIVES AND IMPLICATIONS CONSIDERED
Alternative 1 - Do not complete improvements.
Cost Implications: $0
Pros:
(1) Least costly alternative.
Cons:
(1) Rental car customers will continue to experience poor customer service.
(2) Water intrusion will continue to deteriorate the departure drive structure.
Template revised June 27, 2019 (Diversity in Contracting).
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Meeting Date: July 27, 2021
This is not the recommended alternative.
Alternative 2 Remove and replace all concrete traffic barriers (spandrels) and reconstruct the
existing stormwater drainage system to replicate the existing system that is integral to the
structure. This option includes replacing three local expansion joints.
Cost Implications: $7,710,000
Pros:
(1) Provides long-term repair of inoperable stormwater drainage system.
(2) Improves customer safety and satisfaction.
Cons:
(1) Most costly alternative.
(2) New stormwater drainage system will continue to be integral to the drive structure
which is difficult to access and maintain.
(3) Construction will result in significant impacts to both departures and arrivals curbsides.
This is not the recommended alternative.
Alternative 3 Install new storm drainage infrastructure that is external to the departures drive,
replace existing expansion joints, and repave the departures drive shoulder and reseal the
structure joint.
Cost Implications: $1,880,000
Pros:
(1) Provides long-term repair of inoperable stormwater drainage system.
(2) Improves rental car customer safety and satisfaction.
Cons:
(1) The existing stormwater drainage system is integrated into the departures drive bridge
deck. However, the new stormwater drainage system will be external and attached
underneath the bridge deck.
(2) Connection point is also an unknown project risk to be evaluated during design.
This is the recommended alternative.
FINANCIAL IMPLICATIONS
Cost Estimate/Authorization Summary Capital Total
COST ESTIMATE
Original estimate $600,000 $600,000
Current change $1,280,000 $1,280,000
Revised Total $1,880,000 $1,880,000*
Template revised June 27, 2019 (Diversity in Contracting).
015
COMMISSION AGENDA Action Item No. _8b_ Page 4 of 4
Meeting Date: July 27, 2021
AUTHORIZATION
Previous authorizations $50,000 $50,000
Current request for authorization $500,000 $500,000
Total authorizations, including this request $550,000 $550,000
Remaining amount to be authorized $1,330,000 $1,330,000
*Project alternatives were analyzed during status I, however the estimates from those
alternatives inadvertently were mixed up. The effect was the correct alternative, but the wrong
budget was approved. This revision reflects the budget for the approved alternative.
Annual Budget Status and Source of Funds
This project, CIP C801036, was included in the 2021-2025 capital budget and plan of finance with
a budget of $600,000. A budget of $1,280,000 was transferred from the Aeronautical Reserve CIP
(C800753) resulting in zero net change to the Aviation capital budget. The funding source will be
2021 revenue bond and the Airport Development Fund (ADF).
Financial Analysis and Summary
Project cost for analysis $1,880,000
Business Unit (BU) Roadways
Effect on business performance NOI after depreciation will increase due to inclusion of
(NOI after depreciation) capital (and operating) costs in airline rate base
IRR/NPV (if relevant) N/A
CPE Impact less than $.01 in 2024
Future Revenues and Expenses (Total cost of ownership)
This project will not have a significant impact on Aviation Maintenance annual operating and
maintenance (O&M) costs. The storm drain will replace an existing system that is no longer
functioning.
ATTACHMENTS TO THIS REQUEST
(1) Presentation slides
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
None
Template revised June 27, 2019 (Diversity in Contracting).
016
Item No. 8b_supp
Date of Meeting July 27, 2021
Departures Drive Drainage
Design Authorization
017
Project Scope
Scope Items:
Remove and replace existing catch
basin
Install new external storm drainage
piping connecting to arrivals drive
drainage system
Replace existing expansion joints
Repave and reseal departures drive
018
2
Existing Conditions
Leak Mitigation Gutter Ponding Water
019
3
Project Budget and Schedule
Budget: Key Schedule Milestones:
Original Budget: $600,000 Design Complete: Q3 2022
Revised Budget: $1,880,000* Construction Start: Q1 2023
In-Use Date: Q2 2023
*Project alternatives were analyzed
during status I, however the estimates
from those alternatives were
inadvertently mixed up. The effect was
the correct alternative but the wrong
budget was approved. This revision
reflects the budget for the approved
alternative.
020
4
Cone of Certainty
We are here
021
5
Project Risks
RISK DESCRIPTION PROBLEM IMPACT MITIGATION PLAN
Arrivals drive Existing power and M H Pothole during design to
connection point communication determine feasibility; scope
may not be infrastructure may change would require
feasible prohibit gravity line additional budget
connection
Existing system Verify added storm M H Determine storm water flows
capacity is drain connection will during design
limited not put the receiving
system past capacity
RETURN TO AGENDA
022
6
COMMISSION
AGENDA MEMORANDUM Item No. 8c
ACTION ITEM Date of Meeting July 27, 2021
DATE: July 19, 2021
TO: Stephen P. Metruck, Executive Director
FROM: Eileen Francisco, Acting Director, Aviation Facilities and Capital Programs
Wayne Grotheer, Director Aviation Project Management
SUBJECT: Communication Enhancement Design Authorization C801161
Amount of this request: $3,000,000
Total estimated project cost: $11,000,000
ACTION REQUESTED
Request Commission authorization for the Executive Director to (1) prepare design and
construction bid documents for the Communication Enhancement Project, and (2) utilize Port of
Seattle crews and small works contracts for pre-construction work. This request is for $3,000,000
to increase the total authorized amount to $3,200,000 with an estimated total project cost of
$11,000,000.
EXECUTIVE SUMMARY
The Communication Enhancement (CE) project will install new fiber connections between the
Main Distribution Rooms (MDR) and the communications Equipment Rooms (ER). The fiber will
be installed using the existing Communications Infrastructure Backbone System that had
established the ER in the early 2000's. The ER connections were reviewed, and the rooms
identified as critical (100% full) and high priority ( 85% full) were selected for the new
connections.
JUSTIFICATION
The Airport is continuing to grow and upgrade the capabilities and services that are offered to
travelers, tenants, and employees. As projects are completed, there is a need for faster and more
data connections to support the expansion. The fiber connections that will be added by this
project will support the growing need and allow for smooth transitions as the Port continues to
optimize its layout and connection plans. Some of the systems that these connections will
support are WIFI access points, people counter sensors for check points, airline check in and gate
operations, security cameras, and ADR business transactions.
Template revised January 10, 2019.
023
COMMISSION AGENDA Action Item No. __8c__ Page 2 of 4
Meeting Date: July 27, 2021
The last major telecommunication infrastructure upgrade was completed in the early 2000's with
the installation of the Communication Infrastructure Backbone System (CIBS), which established
the MDR and outlying communication ERs. The CIBS project also installed trays specifically for
communications cabling between the rooms. Since the completion of CIBS, the installed cabling
has been near fully allocated to port processes and tenant needs.
This project will install new fiber optic cabling within the existing CIBS cable trays to establish
new connections for use. During the design process, the team, with the assistance of Port
Construction Crews, will access the trays and inspect the current fill and determine if new trays
or conduits will be needed. The project will also install the equipment needed to terminate and
test the fiber connections for immediate use. These rooms were also identified to support
planned future projects to provide the data connections needed.
Diversity in Contracting
The design work will be completed using an existing IDIQ contract that was established in 2017
which has 100% Small Business Enterprise utilization. This contract was established prior to the
Diversity in Contracting Policy Directive in 2018 in setting WMBE aspirational goals.
DETAILS
Scope of Work
Communications Enhancement:
(1) Design services will evaluate the Port identified Comm ER needing additional
connections.
(2) Design services will provide communication and electrical drawings required for
installing new connections between MDR and selected ER.
(3) Construction services will install cabling innerducts and fiber cables within the existing
CIBS infrastructure.
(4) Construction services will install the fiber optic patch panels (FOPP) to accommodate
the new fiber strands. Each strand will be terminated and tested for connectivity.
Schedule
Design start 2021 Quarter 3
Commission construction authorization 2023 Quarter 2
Construction start 2023 Quarter 4
In-use date 2025 Quarter 3
Template revised June 27, 2019 (Diversity in Contracting).
024
COMMISSION AGENDA Action Item No. __8c__ Page 3 of 4
Meeting Date: July 27, 2021
Cost Breakdown This Request Total Project
Design $3,000,000 $3,417,500
Construction $0 $7,582,500
Total $3,000,000 $11,000,000
ALTERNATIVES AND IMPLICATIONS CONSIDERED
Alternative 1 Cancel or defer the project
Cost Implications: approximately $150,000 would need to be expensed
Pros:
(1) No capital investment currently
Cons:
(1) Deferred projects are subject to escalation costs
(2) Risk of failing infrastructure and data capacity limitations
(3) Other projects may require additional time to complete because they will need to install
additional connections
(4) Complicated connection pathways would be required to meet project needs and may
slow progress to establish those paths
This is not the recommended alternative.
Alternative 2 Critical rooms
Cost Implications: $7,000,000
Pros:
(1) Lower capital investment
(2) Project will provide connections to 23 rooms identified as critical (100% full)
(3) Addresses most critical comm rooms
Cons:
(1) Other projects may require additional time and cost to complete because they will need
additional connections
(2) A future project will be needed to address the 12 high priority rooms ( 85% full)
(3) A combined project that addresses all the proposed comms room can optimize the fiber
pulls to use the minimum space required to complete the project
This is not the recommended alternative.
Alternative 3 Status 2 Scope
Cost Implications: $11,000,000
Pros:
(1) Addresses the critical and high priority Comm ER rooms
Template revised June 27, 2019 (Diversity in Contracting).
025
COMMISSION AGENDA Action Item No. __8c__ Page 4 of 4
Meeting Date: July 27, 2021
(2) Maximizes the use of the CIBS tray space by pulling multiple bundles in each pull
(3) This work provides available connections for both current and future projects
Cons:
(1) Highest capital investment.
This is the recommended alternative.
FINANCIAL IMPLICATIONS
Cost Estimate/Authorization Summary Capital Expense Total
COST ESTIMATE
Original estimate $11,000,000 $0 $11,000,000
AUTHORIZATION
Previous authorizations $200,000 $0 $200,000
Current request for authorization $3,000,000 $0 $3,000,000
Total authorizations, including this request $3,200,000 $0 $3,200,000
Remaining amount to be authorized $7,800,000 $0 $7,800,000
Annual Budget Status and Source of Funds
This project, CIP C8011161, was included in the 2021-2025 capital budget and plan of finance
with a budget of $11,000,000. The funding source will be Airport Development Fund (ADF) and
2021 revenue bond.
Financial Analysis and Summary
Project cost for analysis $11,000,000
Business Unit (BU) Terminal Building
Effect on business performance NOI after depreciation will increase due to inclusion of
(NOI after depreciation) capital (and operating) costs in airline rate base
IRR/NPV (if relevant) N/A
CPE Impact $.03 in 2026
ATTACHMENTS TO THIS REQUEST
(1) Presentation slides
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
None
Template revised June 27, 2019 (Diversity in Contracting).
026
Item No. 8c
Meeting Date: July 27, 2021
Communication Enhancement
Tyler Salisbury AV-PMG
C801161
July 27, 2021
027
Project Overview
The Airport is expanding to support the returning travelers and
prepare for the continued growth.
New systems and services are being offered to improve the
experience of the travelers, tenants, and port employees. Many of
these systems require high speed and capacity data connections.
WIFI access points, People counter sensors for check points, airline check
in and gate operations, security cameras, ADR business transactions.
This project will add new connections to the airport to support the
continued growth and improve the customer experience.
028
2
Background
In early 2000's, the port established the
Communication Infrastructure Backbone
System (CIBS). This created the Main
Distribution Rooms (MDR) and the outlying
communications equipment rooms (ER).
Dedicated cable trays were also installed
between the MDR's and the ER that contain
the Airport current fiber connections.
This system established a data network that
connects service providers to users
throughout the airport.
029
3
Project Scope
Add connections to 35 comm rooms that are:
23 Out of connections (100% full)
12 Nearly full (85% or greater)
Use existing cable tray for new fiber connection
New fiber runs between the MDRs to equipment rooms
located in:
Main Terminal
South Satellite
Administration building (AOB)
Concourse B
030
4
Budget and Authorizations
Budget Project Budget
Design $3,200,000
Construction $7,800,000
Total $11,000,000
Authorizations Project Budget
Previous authorization $200,000
This request $3,000,000
Total authorized amount (Including this request) $3,200,000
Remaining to be authorized $7,800,000
031
5
Schedule
Commission Authorization for Design: 3Q 2021
Design Start: 3Q 2021
Commission Authorization for Construction: 2Q 2023
Issue Notice to Proceed: 4Q 2023
Construction Complete: 3Q 2025
032
6
Cost and Schedule Project Estimating Certainty
We are here
Degree of Uncertainty 3
DIVISION APPROVED 4
AUTHORIZED
Managing Director
Commission authorized design 5
approved
Refine cost and schedule estimates up to
Staff level authorization for cost 100% IN PROGRESS 6
and schedule estimates Commission Authorization
COMPLETE
Construction
Commu nication
Enhanc ement
0337
Risks and Operational Impacts
RISK DESCRITPITON PROBABILITY IMPACT MITIGATION PLAN
CIBS Tray Space Other projects have added fiber as needed Medium Medium During the design phase additional
and the spare tray space needs to be time is being allocated to conduct
evaluated. field surveys of the existing tray
space to verify fill percentages.
CIBS tray access Most of the trays are run in the ceiling High Medium The project team will identify the
space of the bag well and can be difficult to location where fiber installed from,
access. Challenges: Tug operation, floor to evaluate the impact to operations,
ceiling access, working hours, social and provide access plan
distancing requirements, and changing recommendations that can be
pathways. shared with the construction team
and operations.
Multiple project Project team will need to work closely with Medium Medium Critical reviewers are being
coordination other projects and evaluate changing identified from other surrounding
environments. Baggage optimization, Main projects to reduce the impact of the
Terminal projects, and Tenant projects projects overlap.
034
8
Opportunities
Multiple Fiber Pulls
Pull fiber strands in bundled cables (24-144 fibers per cable). Evaluate
pathways to maximize innerduct pathways.
Optimizing connections by room for known future needs.
035
9
Questions?
RETURN TO AGENDA
036
10
COMMISSION
AGENDA MEMORANDUM Item No. 8d
ACTION ITEM Date of Meeting July 27, 2021
DATE : July 12, 2021
TO: Stephen P. Metruck, Executive Director
FROM: Jinah Kim, Senior Manager, Aviation Maintenance
Matt Breed, Chief Information Officer, Information and Communication Technology
SUBJECT: Seattle-Tacoma International Airport Smart Restrooms (CIP #C801184)
Amount of this request: $2,630,000
Total estimated project cost: $1,300,000
Estimated 10-year contract fees: $1,380,000
ACTION REQUESTED
Request Commission authorization for the Executive Director to (1) proceed with the Smart
Restrooms plan to procure software and vendor services to implement a comprehensive, airport
specific custodial and analytics platform; (2) execute contract(s) for software, equipment, and
vendor implementation services in a minimum of four Airport public-facing restrooms;
(3)prepare design and construction bid documents for the related infrastructure work required
in the same number of restrooms; (4) use Port staff for implementation, (5) advertise and execute
small and major works contracts and utilize Port crews to perform the construction work; (6)
authorize contracting authority for a contract for up to ten years for software license, service,
and/or maintenance fees estimated at $1,380,000. The amount requested for project
implementation is $1,300,000. Funding for the service contract will be incorporated into the
Aviation Maintenance annual expense budget.
EXECUTIVE SUMMARY
This project will competitively procure, implement, and evaluate a technology platform that will
serve as the airport standard for future customer-facing restroom remodels across Seattle-
Tacoma International Airport (Airport) terminals and public spaces. Once in place, the system will
be evaluated for suitability and gauged for customer acceptance with the intent that this
technology standard will become available for broader implementation as the Airport's publicfacing
restrooms are remodeled in coming years. The new platform will be used by Aviation to
meet customers' ever-increasing expectations for consistent restroom cleanliness, availability,
and readiness. The Aviation Custodial Service team will rely on accurate and timely data produced
Template revised January 10, 2019.
037
COMMISSION AGENDA Action Item No. 8d Page 2 of 5
Meeting Date: July 27, 2021
by the system to anticipate and proactively manage restroom demand while minimizing the cost
and environmental waste associated with premature replacement of restroom supplies.
In recent years, small scale efforts to test partial technology solutions in the Airport's publicfacing
restrooms has given Custodial Services confidence that restroom users are looking for
increased visibility to latest cleaning times, clearly identified nearby restroom alternatives,
reduced likelihood of encountering empty dispensers, and a simpler way to identify an open stall
in busy restrooms.
Information and Communication Technology and Aviation Maintenance will complete this
project with a vendor selected through a request for proposal (RFP) process. The capital project
is included in the 2021-2025 capital budget and plan of finance for $1,300,000. Recurring costs
estimated at $138,000 per year for up to ten years ($1,380,000 total) will be budgeted in the
Aviation operating budget beginning in 2022. Authorization for expansion of the technology
standard will be included with future restroom renovation project requests.
JUSTIFICATION
The Airport's restroom quality has been clearly identified as a leading customer satisfaction
indicator when passengers rate their airport experience, making significant improvements
required in order for the Airport to achieve its 5-Star Skytrax rating goals.
To improve service to a 5-Star level while remaining cost and labor-efficient, Aviation
Maintenance has expressed strong support for a Smart Restrooms technology solution that can
be rolled out across the Airport's public-facing restrooms. Key components of such a system
include:
(1) Sensors to monitor product usage (paper towels, soap, etc.)
(2) Visual indicators for easy identification of open stalls
(3) Automated and unobtrusive people-counting/occupancy monitoring
(4) Digital signage to clearly inform customers of the most recent cleaning time while
appropriately redirecting customers to nearby, available restrooms when the location
is at a high level of use or is currently out of service.
Diversity in Contracting
Project staff will work with the Diversity in Contracting Department to determine if a direct
women-and-minority-owned business enterprise (WMBE) aspirational goal should be assigned.
Typically, subcontracting opportunities under technology projects are limited.
DETAILS
Scope of Work
(1) Competitively procure and implement a new Smart Restrooms technology platform.
Template revised June 27, 2019 (Diversity in Contracting).
038
COMMISSION AGENDA Action Item No. 8d Page 3 of 5
Meeting Date: July 27, 2021
(2) Implement the required infrastructure improvements needed, in a limited number of
restrooms, to allow for successful installation and evaluation of the new technology
platform.
(3) Evaluate results for suitability and manageability with Aviation Custodial Services.
Evaluate customer response for overall satisfaction levels.
Schedule
Commission authorization 2021 Quarter 3
Procurement complete 2022 Quarter 1
In-use date 2023 Quarter 2
Cost Breakdown This Request Total Project
Software, Hardware and Vendor Services $120,000 $120,000
Construction $710,000 $760,000
Port Labor $420,000 $420,000
Total $1,250,000 $1,300,000
ALTERNATIVES AND IMPLICATIONS CONSIDERED
Alternative 1 Purchase a Smart Restrooms technology platform and install in 4-6 Airport
customer-facing restrooms. Leverage this new technology standard in future restrooms remodels
at the Airport.
Cost Implications: $1,300,000 Capital/$138,000 Annual support costs.
Pros:
(1) Meets Airport Custodial Services and AV Customer Service teams' business
requirements for a best practice technology toolkit for restrooms.
(2) Proactively directs customers to available stalls and alternative restrooms, better
spreading peak demand across the Airport.
(3) Improves the Airport customer experience in pursuit of an elevated Skytrax rating.
(4) Improves efficiency and effectiveness of Custodial staff who routinely leverage the
system's data to better tailor custodial services to each restroom's needs.
Cons:
(1) Capital funds are not available to other projects.
(2) Adds approximately $138,000 in annual support costs to the Aviation budget.
(3) Requires infrastructure investment and construction resources at each restroom to
support a Smart Restroom's additional electrical and data connectivity needs (wi-fi &
blue tooth).
This is the recommended alternative.
Template revised June 27, 2019 (Diversity in Contracting).
039
COMMISSION AGENDA Action Item No. 8d Page 4 of 5
Meeting Date: July 27, 2021
Alternative 2 Delay or eliminate plans for a Smart Restrooms procurement.
Cost Implications: $0
Pros:
(1) Capital funds are available for other projects.
(2) No maintenance/support cost increase to the Aviation annual operating budget.
Cons:
(1) Aviation Custodial Services staff will continue to rely on their current processes, leading
to continued product waste and a suboptimal schedule-based approach to timing
restroom service.
(2) Delays/eliminates opportunities for elevating the customer experience in the Airport's
customer-facing restrooms.
This is not the recommended alternative.
FINANCIAL IMPLICATIONS
Cost Estimate/Authorization Summary Capital Expense Total
COST ESTIMATE
Original estimate $1,300,000 $0 $1,300,000
AUTHORIZATION
Previous authorizations $50,000 0 $50,000
Current request for authorization $1,250,000 $0 $1,250,000
Total authorizations, including this request $1,300,000 $0 $1,300,000
Remaining amount to be authorized $0 $0 $0
Annual Budget Status and Source of Funds
This project was included in the 2021-2025 capital budget and plan of finance estimated at
$1,300,000. The project will be funded with the Airport Development Fund.
Financial Analysis and Summary
Project cost for analysis $1,300,000
Business Unit (BU) Terminal Building
Effect on business performance NOI after depreciation will increase due to inclusion of
(NOI after depreciation) capital (and operating) costs in airline rate base.
IRR/NPV (if relevant) NA
CPE Impact $.01 in 2023
Future Revenues and Expenses (Total cost of ownership)
Annual recurring service, license, or maintenance fees, estimated at $138,000 per year, will be
budgeted in annual operating budgets beginning in 2022. The estimated total over a ten-year
Template revised June 27, 2019 (Diversity in Contracting).
040
COMMISSION AGENDA Action Item No. 8d Page 5 of 5
Meeting Date: July 27, 2021
contract term is $1,380,000. Authorization for this funding will be received through the annual
Aviation Division expense budgeting process.
ATTACHMENTS TO THIS REQUEST
None
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
None
RETURN TO AGENDA
Template revised June 27, 2019 (Diversity in Contracting).
041
COMMISSION
AGENDA MEMORANDUM Item No. 10a
ACTION ITEM Date of Meeting July 27, 2021
DATE: Friday July 9, 2021
TO: Stephen P. Metruck, Executive Director
FROM: Bookda Gheisar , Senior Director, Office of Equity, Diversity, and Inclusion
Alison Beason, Senior Policy Data Analyst, Office of Equity, Diversity, and Inclusion
SUBJECT: 202 1 Program Authorization Request for the South King County Fund
Amount of this request: $2million
ACTION REQUESTED
Request Commission authorization for the Executive Director to execute contract agreements
and implement the 2021 South King County Fund program in an amount not-to-exceed $2 million.
EXECUTIVE SUMMARY
The South King County Fund (SKCF) program was created in November 2018 to provide $10
million in resources to near-airport communities. The statutory authority in which the fund was
rooted in (RCW 35.21.278) is the same one that dictates the parameters of the (sunsetting)
Airport Community Ecology (ACE) program, which was newly minted as the SKCF Environmental
Grants Program.
A successful first cycle of the SKCF was launched in the summer of 2020 awarding $250,000 in
support for Women and Minority Business Enterprise (WMBE) small business development;,
$981,881 for Economic Recovery Programs; and $250,000 for Environmental programs. It
resulted in awarding 29 contracts between all three programs.
For 2021 staff is requesting the Commission authorize funding not-to-exceed $2 million
to implement the SKCF program. This represents a $500,000 increase from the first cycle. The
second cycle will support $250,000 for WMBE small business development, $1.5 million for
Economic Recovery Program, and $250,000 for Environmental Grants.
According to the Statement of Support for Order No. 2019-10: Adopting principles to guide
outreach and development of the South King County Fund policy:
"...the Commission intends to retain review and approval authority for proposed projects and to
retain the authority to approve funding of projects recommended by Port staff, as well as projects
recommended through community input."
Template revised January 10, 2019.
042
COMMISSION AGENDA Action Item No. 10a Page 2 of 4
Meeting Date: July 27, 2021
For the first round of awards in 2020 the Commission met this intent when Commissioners
received a briefing in advance of the final awards in public session and voted to approve the final
set of projects. This authorization will continue to meet the spirit of Order No. 2019-10 through
a passive approval process. The Office of Equity, Diversity, and Inclusion (OEDI) and External
Relations staff will select the awardees for 2021 funding. Commissioners will receive an email 14
days before the final execution of contracts and can notify the team if the any Commissioner has
questions or concerns about the awardees. After contracts are finalized and programs are in
place, Commissioners will receive a lessons learned briefing and another request for 2022
funding, likely in July or August 2022.
2020 YEAR IN REVIEW: RECOVERY EFFORTS
In 2020, after conducting community engagement with several multicultural stakeholders in
South King County, it was clear that economic development was a priority for these communities.
Hearing this community feedback and in response to the COVID-19 pandemic and ensuing
economic crisis, in April 2020, the Commission added "Economic Development" as an approved
use of the fund.
South King County is one of the most diverse areas in King County, with over 95 languages spoken
by families in the Highline school district alone. These communities, however, are vulnerable
because of a myriad of existing structural and social inequities that disproportionately impact
many populations across this area: people of color, women, immigrants, and people with low
incomes. These community members have long dealt with issues that challenge their well-being,
from poorer health outcomes to lack of access to educational attainment and, consequently,
higher-paying jobs.
The global health and economic crisis that has risen from the spread of the coronavirus has hit
vulnerable communities like these the hardest. The Commission's decision to use the South King
County Fund to also address economic recovery is timely and critical.
For the last year staff have been working in a collaborative and interdisciplinary team, led by
External Relations and OEDI, which has included representatives from Legal, Central
Procurement Office, Finance and Budget, Commission Staff, as well as outside consultants hired
for their expertise in multicultural engagement and developing equity-based grant making
processes.
In 2020, the fund awarded over a $1 million within the following three programs:
$981,881 for the new Economic Recovery program with funds supporting non-profit
organizations conducting projects in the following four categories:
o Small Business Assistance
o Workforce Development
o Job Creation
Template revised June 27, 2019 (Diversity in Contracting).
043
COMMISSION AGENDA Action Item No. 10a Page 3 of 4
Meeting Date: July 27, 2021
o Ideation, Network building, Development of New, Innovative Economic Recovery
Strategies
$250,000 for a new Environmental Grants Program built from the ACE model which
services Burien, Des Moines, Federal Way, Normandy Park, SeaTac and Tukwila.
$250,000 for Port Gen (program of Diversity in Contracting). The Port expanded existing
contracts with organizations that support WMBE businesses in South King County as part
of the overall Economic Recovery Strategy.
PROGRAM AUTHORIZATION
There is much to celebrate after the first year of the SKCF. A new program was designed and
launched in a matter of months to support economic recovery efforts in a region economically
devastated by the Covid-19 pandemic. Port leadership, interdepartmental collaborations and
committed, hard-working staff all contributed to getting this new program off the ground.
In April 2021, the staff presented to the Commission several recommendations and insights into
the program. After multiple meetings with the inter-departmental team, it was recommended to
get authorization from the Commission to execute the contracts prior to advertising all requests
for proposals. Getting authorization will help to effectively fulfill the vision of being an equitydriven
, community-centered program for the community.
This authorization removes some of the time delays and barriers that occurred during the first
cycle of the SKCF. The co-managers will keep the Commission abreast on all contracts
recommended for funding but present to the Commission an update on the proposals after
awarded.
FINANCIAL IMPLICATIONS
Annual Budget Status and Source of Funds
The Port of Seattle South King County Fund program 2021 budget will be $2 million to support
the three departments, Economic Development, External Relations, and OEDI. The funding
source is tax levy.
Future Revenues and Expenses (Total cost of ownership)
The program is anticipated for five years for $10 million in resources for near-airport
communities. It will likely cost between $1 million to $2.5 million per year unless the Port of
Seattle Commission changes or eliminates the program.
ATTACHMENTS TO THIS REQUEST
(1) Presentation slides
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
April 28, 2020|Motion 2020-10
Template revised June 27, 2019 (Diversity in Contracting).
044
COMMISSION AGENDA Action Item No. 10a Page 4 of 4
Meeting Date: July 27, 2021
The Commission to add economic development to the permissible uses for the South King
County Fund, in support of local recovery from the COVID-19 pandemic.
June 25, 2019|Motion 2019-10
The Commission adopting principals to guide outreach and development of the South
King County policy.
November 27, 2018|Motion 2018-14
Template revised June 27, 2019 (Diversity in Contracting).
045
Item no. 10a_supp
Meeting date: July 27, 2021
South King County Fund
Authorization
July 27, 2021
Commission Meeting
Alison Beason, OEDI
046
Authorization
Execute contract agreements
Request and implement the 2021 South
King County Fund Program
Amount: $2.0 million
0472
South King County Fund
Partnership Between:
External Relations
Office of Equity, Diversity and
Inclusion
South King County communities
To Create:
Equity-based partnerships
Supporting historically
underserved near-airport
communities
0483
27
Proposals
Awarded
3 $1.4 M
Amount
Programs
Awarded
South King County Fund 2020
0494
South King County Fund
2021 Plan and Schedule
September December
Economic Development Environmental Grants Economic Recovery Program
Provides capacity building Expansion of Four focus areas:
support for WMBE businesses Airport Community Small business assistance
to partner with the Port Ecology Fund Workforce training programs
Public improvement Job creation
projects including New and innovative economic
parks, greenspaces and art recovery strategies
0505
Program
Authorization
Process
Process:
Economic Commission will
Development
Receive an email 14 days before final execution
$250k
Can notify the team about concerns and/or questions
Economic Receive a debrief and lessons learned on all
Recovery projects after second cycle
$1.5 M
Environmental
$250K 0516
Thank You
Questions?
Alison Beason, OEDI
0527
COMMISSION
AGENDA MEMORANDUM Item No. 10b
ACTION ITEM Date of Meeting July 27, 2021
DATE: July 16, 2021
TO: Stephen P. Metruck, Executive Director
FROM: Eileen Francisco, Interim Director, Aviation Facilities and Capital Programs
Wayne Grotheer, Director Aviation Project Management
Stuart Mathews, Director Aviation Maintenance
SUBJECT: Satellite Transit System (STS) Controls Renewal and Replacement Project
Procurement and Construction Authorization (CIP#801043)
Amount of this request: $69,240,000
Total estimated project cost: $78,240,000
ACTION REQUESTED
Request Commission authorization for the Executive Director to (1) execute a contract with
Bombardier Transportation Holdings USA for goods and services; (2) advertise and award a major
works construction contract; (3) advertise and award contracts for busing and wayfinding
services, and (4) use Port crews and small works contracts, in support of the STS Controls Renewal
and Upgrade project (CIP #801043) at the Seattle-Tacoma International Airport (Airport). The
amount of this request is $69,240,000 for a total project authorization of $78,240,000.
EXECUTIVE SUMMARY
The Satellite Transit System (STS) transports passengers to and from the Airport's North and
South Satellites. This project is a renewal and replacement of the STS's Automated Train Control
(ATC) system. The current ATC system is 20 years old and is at the end of its useful life. This
project installs STS network infrastructure, replaces end of life ATC systems equipment, and
updates the ATC with the most current version of the manufacturer's controls software while
maintaining passenger service to the Satellites. This authorization allows for: (1) the purchase
and installation of replacement controls equipment from the STS manufacturer Bombardier
Transportation Holdings USA (BTH USA) an Alstom Group Company, (2) procurement of busing
and wayfinding services, and (3) the selection and award of an enabling construction contract for
new STS controls fiber and electrical infrastructure. The STS Controls Renewal and Replacement
Project (CIP 801043) is included in the 2021-2025 capital budget and plan of finance. The project
was approved on the 2020 #2 Majority-In-Interest (MII) ballot.
While this project will extend the useful life of the existing STS, it is expected that a new STS or
an alternate means of travel to and from the North and South Satellites will be required no later
Template revised January 10, 2019.
053
COMMISSION AGENDA Action Item No. __10b__ Page 2 of 6
Meeting Date: July 27, 2021
than 2034. Outside of this project, Airport staff will begin a study in Q4 of 2021 to look at
alternatives and make a recommendation for future passenger conveyance to the North and
South Satellites.
JUSTIFICATION
This project provides important benefits for continued operations, security, and safety. The STS
is the primary conveyance method to move passengers efficiently between the Main Terminal
and the thirty-five gates in the North and South Satellites. In 2019, the STS carried approximately
28 million passengers. The last major STS upgrade was completed in 2003 under CIP #100783.
The current ATC subsystem was installed around 2001, and major components are now either
obsolete or at the end of their useful life. The ATC system is an integrated set of computerized
hardware, software and networks that safely operate the automatic movements of the train
system. The STS will cease to operate without a functioning ATC. Key suppliers and repair
facilities have indicated that remaining repair inventories are no longer being manufactured and
will be gone within a few years. Action is required now to ensure the STS remains operational
before more critical pieces of the ATC become obsolete or irreparable. A catastrophic failure or
even a prolonged failure of the STS would significantly impact operations at the Airport.
In addition to the obsolescence need for the project, a benefit of updating the controls system
software is the flexibility to run an additional set of train cars on each of the STS loops. Each loop
currently runs two sets of train cars that can carry a maximum of 3,300 passengers per hour. An
additional set, or three sets of train cars, can carry a maximum of 4,950 passages per loop per
hour. After the International Arrivals Facility Bridge is operational, it may be possible to reduce
the number of STS vehicles operating in the South loop, which would allow for additional vehicles
for the North loop. Purchase of additional or replacement STS vehicles is not part of the scope
of this project. The Airport will be going through a modeling effort to optimize STS vehicle
availability balanced against airline passenger demand.
At the forecasted rate of use, the STS will reach the end of its expected useful life around 2030;
with additional renovation, renewal, and replacement expenditures the STS subsystems life may
be extended several years beyond that. A new STS or an alternate means of travel to and from
the North and South Satellites is being programmed for replacement by 2034. Outside of this
project, Airport staff will begin a study in Q4 of 2021 to look at alternatives and make a
recommendation for future passenger conveyance to the North and South Satellites.
This project scope was informed by the December 2018 STS Audit and Alternatives Analysis study
and similar ATC system replacement projects in recent years at San Francisco International
Airport (SFO), Dallas Fort Worth International Airport (DFW), London's Heathrow Airport (LHR)
and the APM project at Los Angeles International Airport (LAX).
Template revised June 27, 2019 (Diversity in Contracting).
054
COMMISSION AGENDA Action Item No. __10b__ Page 3 of 6
Meeting Date: July 27, 2021
Diversity in Contracting
The project team with the Diversity in Contracting Department determined a Women and
Minority Business Enterprise (WMBE) participation aspirational goal of ten percent for the
enabling construction project. The previously selected design and automated people mover
consultant committed to a sixteen percent WMBE goal.
DETAILS
This project installs modern and redundant fiber optic and radio networks, replaces end of life
ATC systems hardware, and updates the ATC system with the most current version of the
manufacturer's controls software while maintaining passenger service to the North and South
Satellites. The project is divided into two distinct phases. The first phase, an enabling project, is
the design and construction of new STS network infrastructure; the second phase is the design,
installation, and testing of the ATC equipment.
Scope of Work
Phase 1 Design and construction of a new hardened STS controls fiber optic network including
conduit, fiber optic cable, server rooms, and supporting electrical infrastructure. Work will
primarily be performed within the 1.7 miles of STS tunnels and maintenance support spaces.
Phase 2 Design, installation, testing and certification of a new STS train controls system
including new ATC software and associated equipment (hardware, servers, computers, radios,
networking equipment), STS Vehicle ATC replacement, system testing, certification and
decommissioning of the old system.
Both phases will require over the ramp busing and passenger wayfinding support.
Impacts to Operations
The project will have major impacts to operations at the North and South Satellites. Installation,
testing and certification of the whole system is expected to take approximately 30 months and
will require parts of the STS to be out of service. The current plan is to limit STS service outages
to the North and South Satellites to a nightly 6-hour window for a 15 to 18- month period. Over
the ramp busing will be required during outages to maintain access to the North and South
Satellites. Impacts are expected to begin late 2022 and run through the end of 2024.
Acquisition Methodology
The project is predominantly equipment replacement with a supporting construction project to
provide new physical network infrastructure. Contracts include:
(1) Consulting services for the Automated People Mover and Design Consultant;
Template revised June 27, 2019 (Diversity in Contracting).
055
COMMISSION AGENDA Action Item No. __10b__ Page 4 of 6
Meeting Date: July 27, 2021
(2) Major Construction for the enabling STS fiber optic loop;
(3) Goods and Services Contract for the STS Controls Equipment;
(4) Services contracts for busing and wayfinding support.
Seventy-five percent of the overall contracting opportunity is for the purchase, installation,
testing and certification of ATC equipment which comes from an Automated People Mover (APM)
system manufacturer. The APM manufacturer is responsible for the design, installation,
integration, testing and certification for passenger use. ATC software equipment configuration
is proprietary to each APM manufacturer. Staff advertised Request for Information (RFI) 20-3 to
determine which suppliers could provide, install, and certify a replacement ATC for the STS. Only
the manufacture BTH USA responded. Pursuant to CPO-6 and RCW 39.04.280 staff plans to utilize
a CPO-5 waiver to directly negotiate with BTH USA for the equipment purchase.
Schedule
Activity
Phase 2 Design Start 2022 Quarter 1
Phase 1 Construction Start 2022 Quarter 4
Phase 1 Substantial Completion 2023 Quarter 2
Phase 2 Installation and Testing Start 2023 Quarter 3
Phase 2 Substantial Completion 2024 Quarter 4
Cost Breakdown This Request Total Project
Design $0 $9,000,000
Construction $7,740,000 $7,740,000
Equipment Procurement $58,500,000 $58,500,000
Support Services $3,000,000 $3,000,000
Total $69,240,000 $78,240,000
ALTERNATIVES AND IMPLICATIONS CONSIDERED
The minimum implementation timeline of the replacement ATC system is 36 months. The status
quo or delayed implementation options place the STS system replacement beyond 2024 which
would significantly increase the risk of system failure and therefore were not considered viable
options.
Alternative 1 Whole STS replacement. This would include replacing the entire automated
people mover system: remove all existing systems and replace with yet to be determined new
system that include new cars, new power rail, new power centers, new controls, and integration
into the existing facilities footprint.
Cost Implications: Cost range $600M to $800M
Pros:
(1) New 30-year APM System
Template revised June 27, 2019 (Diversity in Contracting).
056
COMMISSION AGENDA Action Item No. __10b__ Page 5 of 6
Meeting Date: July 27, 2021
(2) Competed requirement
Cons:
(1) High Cost
(2) Loss of 10 years of STS vehicle life
(3) STS Service shutdowns (will require months of extensive and continuous shutdown)
(4) Full time busing to Satellite Terminals or construction of new tunnel/bridge
(5) Increased risk of failure while planning and designing replacement project.
This is not the recommended alternative.
Alternative 2 Renewal and replacement of the ATC system to reduce risk of failure. The project
justification and description above speak to this alternative. This option provides the lead time
required to evaluate new technologies and develop a better understanding of a future SEA facility
layout that the new transportation system will integrate into. In this option, the equipment
manufacturer is given a 6-hour working window each night.
Cost Implications: Estimated cost $78,240,000
Pros:
(1) Maximizes flexibility of STS vehicle fleet
(2) Required for additional passenger throughput
(3) Decreases the risk of major disruption to Satellite Services due to failure
(4) Ten-year minimum additional useful life of the STS system
Cons:
(1) Single source negotiations with the STS manufacturer
(2) Nighttime STS shutdowns
(3) May have limited useful life (10 years), given future airport growth projections
This is the recommended alternative.
FINANCIAL IMPLICATIONS
Cost Estimate/Authorization Summary Capital Expense Total
COST ESTIMATE
Original estimate $57,000,000 $0 $57,000,000
Previous changes net $19,000,000 $3,000,000 $22,000,000
Art (Transfer to Art CIP) ($760,000) $0 ($760,000)
Current estimate $75,240,000 $3,000,000 $78,240,000
AUTHORIZATION
Previous authorizations $9,000,000 $0 $9,000,000
Current request for authorization $66,240,000 $3,000,000 $69,240,000
Total authorizations, including this request $75,240,000 $3,000,000 $78,240,000
Remaining amount to be authorized $0 $0 $0
Template revised June 27, 2019 (Diversity in Contracting).
057
COMMISSION AGENDA Action Item No. __10b__ Page 6 of 6
Meeting Date: July 27, 2021
Annual Budget Status and Source of Funds
This project, CIP C801043, was included in the 2021-2025 capital budget and plan of finance with
a budget of $57,000,000. A budget increase of $19,000,000 was transferred from the
Aeronautical Reserve CIP (C800753) resulting in zero net change to the Aviation capital budget.
The funding source will be revenue bonds. This project was approved as a Majority-in-Interest by
the airlines on May 26, 2020.
Financial Analysis and Summary
Project cost for analysis $78,240,000
Business Unit (BU) Terminal Building
Effect on business performance NOI after depreciation will increase due to inclusion of
(NOI after depreciation) capital (and operating) costs in airline rate base.
IRR/NPV (if relevant) N/A
CPE Impact $.30 in 2025
Future Revenues and Expenses (Total cost of ownership)
Additional Aviation Maintenance personnel will be required to support the installation of the ATC
system and expanded operation of two to three trains in a loop. Staff anticipate an additional
two maintenance personnel for the installation of the ATC. Staff will evaluate further staffing
increases for the expanded loop capacity at the end of the project.
ADDITIONAL BACKGROUND
The STS was the first inter-terminal Automated People Mover (APM) system in the world and the
second operational APM at an Airport. Construction of the STS started in 1969 with passenger
service beginning in 1973. The 2003 upgrade of the STS installed twenty-one (21) new vehicles,
a more modern ATC system, electrical distribution components, and a new guiderail in the
existing STS tunnel complex and was expected to last 30 years. The original power rail and travel
path are still in service.
ATTACHMENTS TO THIS REQUEST
(1) Presentation slides
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
July 14, 2020 The Commission authorized the award of a consultant contract, design,
preparation of construction and purchasing documents, and use of Port crews. At that
time, the estimated project cost range was $65,000,000 to $95,000,000.
March 26, 2020 The Commission's Aviation Committee was briefed on the need for the
project.
Template revised June 27, 2019 (Diversity in Contracting).
058
Item No. 10b_supp
Meeting Date: July 27, 2021
Satellite Transit System (STS) Controls Renewal
and Replacement Procurement and
Construction Authorization
Seattle-Tacoma
International Airport
059
The STS Moves Public to Airport's N & S Satellites
Design and construction: 1969 - 1972
Last major upgrade: 1999 - 2003
2nd Airport APM in the World
6 Stations with 1.7 Miles of track
Carried 28 Million Passengers in 2019
Replacement System needed by 2034
060
Project Purpose
Renewal and replacement project for the STS's
Automatic Train Control (ATC) sub-system and
associated software, hardware & networks
Reduces risk by replacing critical 20-year-old
end of life & obsolete components
Optimizes STS system capacity by allowing
increased passenger throughput
System recovery time improved
061
STS Controls Project Scope
Construction Goods & Services
Phase I Phase 2
ATC System
- Software
- Hardware
- Network
- Radios
- Certification
Fiber/ Electrical Infrastructure VATC X 21 Cars
062
Customer Experience
Planning for STS shutdowns from
11PM to 5 AM
Dedicated Wayfinding Staff
Contracted Bus Support
063
5
Risks and Operational Impacts
RISK DESCRIPTION PROBABILITY IMPACT MITIGATION PLAN
Safety Safety is the utmost priority. An exposed Low High Both vendors and contractors will be
600V power rail, limited working area and required to adhere to stringent safety
driverless moving train cars pose significate protocol for access and working within
dangers to workers within the STS tunnels. the STS tunnels.
Extended STS outages Major impacts to Satellite operations with Medium High Busing will be provided for STS outage
extended STS outages periods. The current controls system
will remain in place until the new
system is completely tested and
certified for passenger service.
Procurement method The Controls System is proprietary to the Medium Medium The Port is utilizing a Specialist
(single supplier STS Manufacture. Staff issued a sources Automated People Mover Consultant to
negotiations) sought RFI to determine that only develop scope and pricing documents
Bombardier Transportation could provide to evaluate pricing. Staff is analyzing
the replacement controls. recent Controls Upgrades from other
Public Owners.
064
6
Project Timeline
2020 2021 2022 2023 2024
Long
APM Develop ATC D
ATC Design Lead ATC Installation & Testing
Consultant Bid Package Items C
Phase 1
Phase Design
Const.
Phase 2
12 to 15 months
Commission Authorizations Satellite Tunnel Impacts
Phase 1 Nightly Busing Operation
1 to 2 months
APM Consultant / Design July 2020 Satellite Tunnel Impacts
Goods & Services/ Construction July 2021 Nightly Busing Operation
065
Cost Breakdown This Request Total Project
Authorization Design $0 $9,000,000
Construction $7,740,000 $7,740,000
Equipment Procurement $58,500,000 $58,500,000
Support Services $3,000,000 $3,000,000
Tota l $69,240,000 $78,240,000
Cost Range: $67M - $95M
066
STS Asset Management - Long Term
Renewal or Replacement to the Satellite Transit System will be required in the next
10 to 15 years.
Requires study to evaluate alternatives and implementation (Q4 2021 Start)
$600M - $800M for a new APM system
Evaluate alternate technologies
Autonomous vehicles
High-speed moving walkways
Alternate passenger movement to Satellites
Busing
Tunnel / bridge
067
Questions?
RETURN TO AGENDA
068
10
COMMISSION
AGENDA MEMORANDUM Item No. 10c
ACTION ITEM Date of Meeting July 27, 2021
DATE: July 27, 2021
TO: Members of the Commission
FROM: Aaron Pritchard, Deputy Commission Chief of Staff
Pete Ramels, General Counsel
SUBJECT: Resolution No. 3789 - Enacting Minimum Labor Standards Applicable to Certain
Employers Located at Seattle-Tacoma International Airport
Amount of this request: N/A
Total estimated project cost: N/A
ACTION REQUESTED
Adoption of Resolution No. 3789, Flight Kitchen Minimum Labor Standards, enacting minimum
wage and worker retention requirements applicable to certain employers located at Seattle-
Tacoma International Airport, pursuant to the authority granted to the Port under
RCW 14.08.120(2).
SUMMARY
Resolution No. 3789 authorizes the Port of Seattle to implement minimum labor standards at
Sea-Tac International Airport (SEA).
On April 16th, 2021, Governor Inslee signed into law Senate Bill 5385. This bill authorizes a
municipality, including the Port of Seattle, that controls or operates an airport -- having had more
than twenty million annual commercial air service passenger enplanements on average over the
most recent seven full calendar years; that is located within the boundaries of a city; that has
passed a local law or ordinance setting a minimum labor standard that applies to certain
employers operating or providing goods and services at the airport -- to enact a minimum labor
standard that applies to employees working at the airport, so long as the minimum labor standard
at least meets the minimum labor standard in the city's law or ordinance.
SEA has had more than twenty million annual commercial air service passenger enplanements
on average over the most recent seven full calendar years (2014-2020).
In 2013, voters in the City of SeaTac enacted Proposition 1 ('Prop 1'), which established a number
of separate minimum labor standards for certain categories of employers located in the City of
SeaTac; and the Airport is located within the boundaries of SeaTac. Minimum labor standards
Template revised April 12, 2018.
069
COMMISSION AGENDA Action Item No. 10c Page 2 of 2
Meeting Date: July 27, 2021
included in Prop 1 is the establishment of a minimum wage for certain categories of employers
operating in the City of SeaTac and worker retention requirements.
Prop 1 set the initial minimum wage to be imposed on covered employers at $15.00 per hour.
The current Prop 1 minimum wage for 2021 is $16.57 per hour.
The minimum wage required to be paid under this Resolution shall be adjusted for inflation on
the same schedule that the minimum wage set forth in Prop 1 is adjusted, so that the minimum
wage required to be paid by an employer under this Resolution continuously at least meets the
minimum wage amount required by Prop 1.
Prop 1 also established a worker retention minimum labor standard for certain categories of
employers operating in the City of SeaTac, in certain circumstances (SMC 7.45.060). Employers
that provide goods or services at the Airport and are engaged in the preparation of food or
beverage to be served in-flight by an airline from facilities that are located on property owned by
the Port of Seattle within the City of SeaTac shall comply with a worker retention requirement
that at least meets the worker retention requirement established by Prop 1.
Employers subject to this Resolution shall be required to begin paying the minimum wage and
adhere to worker retention standards set forth herein no later than August 2, 2021.
The Resolution also authorizes and directs the Managing Director of the Aviation Division of the
Port of Seattle to promulgate and administer Rules and Regulations to carry out the provisions
of this Resolution and to provide a draft of any Rules and Regulations to the Port Commission,
airline signatories, affected employers and their employees, and the general public, at least 60
days before the implementation date. The Rules and Regulations must be consistent with state
and federal law and this Resolution.
Template revised September 22, 2016; format updates October 19, 2016.
070
Item Number: 10c_reso
1 Meeting Date: July 27, 2021
2 PORT OF SEATTLE
3 RESOLUTION NO. 3789
4
5 A RESOLUTION of the Port Commission of the Port of Seattle to enact
6 minimum wage and worker retention requirements
7 applicable to certain employers located at Seattle-Tacoma
8 International Airport, pursuant to the authority granted to
9 the Port under RCW 14.08.120(2).
10
11 WHEREAS, the voters of King County authorized and approved the formation of a port
12 district coextensive with King County to be known as the Port of Seattle in a special election on
13 September 5, 1911; and
14
15 WHEREAS, the Port of Seattle was established upon election as a port district and has
16 been since then, and is now, a duly authorized and acting port district of the state of Washington;
17 and
18
19 WHEREAS, the Port Commission is the legally-constituted governing body of the Port of
20 Seattle; and
21
22 WHEREAS, in accordance with RCW 14.08.030, the Port of Seattle owns and operates
23 Seattle-Tacoma International Airport (the "Airport"); and
24
25 WHEREAS, RCW 14.08.120(1)(b) authorizes the Port of Seattle to adopt and amend all
26 needed rules and regulations for the management, government, and use of airports and air
27 navigation facilities under its control, including the Airport; and
28
29 WHEREAS, RCW 14.08.120(2)(a) provides that a municipality that controls or operates
30 an airport having had more than twenty million annual commercial air service passenger
31 enplanements on average over the most recent seven full calendar years that is located within the
32 boundaries of a city that has passed a local law or ordinance setting a minimum labor standard that
33 applies to certain employers operating or providing goods and services at the airport is authorized
34 to enact a minimum labor standard that applies to employees working at the airport, so long as the
35 minimum labor standard at least meets the minimum labor standard in the city's law or ordinance;
36 and
37
38 WHEREAS, RCW 14.08.120(2)(b) provides that a municipality's authority to establish a
39 minimum labor standard pursuant to (a) of this subsection may be imposed only on employers that
40 are excluded from the minimum labor standard established by such city because the type of good
41 or service provided by the employer is expressly excluded in the text of the city's law or ordinance;
42 and
43
44 WHEREAS, the Airport has had more than twenty million annual commercial air service
45 passenger enplanements on average over the most recent seven full calendar years (2014-2020);
46 and
Resolution 3789, Minimum Labor Standards for Certain Employers at Airport Page 1 of 4
071
47
48
49 WHEREAS, in 2013, voters in the City of SeaTac enacted Proposition 1 ("Prop 1")
50 (Ch. 7.45 SMC), which established a number of separate minimum labor standards for certain
51 categories of employers located in the City of SeaTac; and
52
53 WHEREAS, the Airport is located within the boundaries of the City of SeaTac; and
54
55 WHEREAS, one minimum labor standard included by Prop 1 is the establishment of a
56 minimum wage for certain categories of employers operating in the City of SeaTac; and
57
58 WHEREAS, Prop 1 set the initial minimum wage to be imposed on covered employers at
59 $15.00 per hour beginning on January 1, 2015, subject to adjustment on January 1 of every
60 subsequent year to keep pace with the rate of inflation (SMC 7.45.050); and
61
62 WHEREAS, the Prop 1 minimum wage for 2021 is $16.57 per hour; and
63
64 WHEREAS, Prop 1 also established a worker retention minimum labor standard for
65 certain categories of employers operating in the City of SeaTac, in certain circumstances
66 (SMC 7.45.060); and
67
68 WHEREAS, in Filo Foods, LLC v. City of SeaTac, 183 Wn.2d 770, 357 P.3d 1040 (2015),
69 the Washington Supreme Court held that Prop 1 applies to employer categories covered by Prop 1
70 located at the Airport; and
71
72 WHEREAS, employers within the scope of Prop 1 who operate at the Airport currently
73 are required to pay Prop 1-level wages and comply with Prop 1's worker retention requirement;
74 and
75
76 WHEREAS, Prop 1 expressly excludes certain types of employers from its scope based
77 on the type of goods or services they provide, including employers that prepare food or beverage
78 to be served in-flight by an airline (SMC 7.45.010(G)); and
79
80 WHEREAS, pursuant to the authority specifically granted to the Port under
81 RCW 14.08.120(2)(b), the Port seeks to enact minimum wage and worker retention requirements
82 to apply to those employers that are expressly excluded from Prop 1's scope in the text of the
83 ordinance because they engage in the preparation of food or beverage to be served in-flight by an
84 airline; and
85
86 WHEREAS, pursuant to RCW 14.08.120(2)(d), any such minimum wage and worker
87 retention requirements imposed by the Port of Seattle will apply only to covered employers that
88 provide goods or services at the Airport from facilities that are located on property owned by the
89 Port of Seattle within the boundaries of the City of SeaTac; and
90
91 WHEREAS, imposing minimum wage and worker retention requirements on employers
92 who were expressly excluded in the text of Prop 1 because of the type of good or service the
Resolution 3789, Minimum Labor Standards for Certain Employers at Airport Page 2 of 4
072
93 employer provides is necessary and convenient, and in the best interests and for the benefit of the
94 Port of Seattle, the affected employees, and the public; and
95
96 WHEREAS, consistent with RCW 14.08.120(2)(c), any minimum wage and worker
97 retention requirement enacted by the Port of Seattle will not apply to employers at the Airport who
98 were excluded from Prop 1 because they are a certificated air carrier performing services for itself
99 or based on the employer's size or number of employees; and
100
101 WHEREAS, it is the Commission's intent that the minimum wage and worker retention
102 requirements enacted by this Resolution will at least meet the minimum wage and worker retention
103 requirements set forth in Prop 1 for employers covered by the ordinance.
104
105 NOW, THEREFORE, BE IT RESOLVED by the Port Commission of the Port of Seattle
106 that the following minimum labor standards are hereby enacted:
107
108 1. Employers that provide goods or services at the Airport and are engaged in the preparation
109 of food or beverage to be served in-flight by an airline from facilities that are located on
110 property owned by the Port of Seattle within the City of SeaTac shall pay their employees
111 a wage that at least meets the hourly minimum wage established by Prop 1.
112
113 2. The minimum wage required to be paid under this Resolution shall be adjusted for inflation
114 on the same schedule that the minimum wage set forth in Prop 1 is adjusted, so that the
115 minimum wage required to be paid by an employer under this Resolution continuously at
116 least meets the minimum wage amount required by Prop 1.
117
118 3. Employers subject to this Resolution shall be required to begin paying the minimum wage
119 set forth herein no later than August 2, 2021 (the "Implementation Date").
120
121 4. Employers that provide goods or services at the Airport and are engaged in the preparation
122 of food or beverage to be served in-flight by an airline from facilities that are located on
123 property owned by the Port of Seattle within the City of SeaTac shall comply with a worker
124 retention requirement that at least meets the worker retention requirement established by
125 Prop 1.
126
127 5. This worker retention requirement shall become effective on the Implementation Date.
128
129 6. The Managing Director of the Aviation Division of the Port of Seattle is authorized and
130 directed to promulgate and administer Rules and Regulations to carry out the provisions of
131 this Resolution. The Rules and Regulations must be consistent with state and federal law
132 and this Resolution.
133
134
135
136
137
138
Resolution 3789, Minimum Labor Standards for Certain Employers at Airport Page 3 of 4
073
139 ADOPTED by the Port Commission of the Port of Seattle, at a duly noticed meeting held this
140 d ay of ______________, 2021, and duly authenticated in open session by the signatures
141 of the Commissioners voting in favor thereof and the seal of the commission.
142
143
144
145
146
147
148
149
150
151
152
153 Port of Seattle Commission
RETURN TO AGENDA
Resolution 3789, Minimum Labor Standards for Certain Employers at Airport Page 4 of 4
074
COMMISSION
AGENDA MEMORANDUM Item No. 11a
BRIEFING ITEM Date of Meeting July 27, 2021
DATE: July 9, 2021
TO: Stephen P. Metruck, Executive Director
FROM: Dan Thomas, Chief Financial Officer
Michael Tong, Director, Corporate Budget
SUBJECT: 2022 Budget Development Briefing
EXECUTIVE SUMMARY
The purpose of this briefing is to provide the Commission a preview of the 2022 budget
development process. Staff would also like to seek the Commission's feedback on the guidance
on preparation of the 2022 budget.
This is one of a series of budget briefings to the Commission starting from early June prior to the
formal Commission reviews and approvals of the 2022 budget from September to November.
ATTACHMENTS TO THIS BRIEFING
(1) Presentation slides
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
June 3, 2021 Commission Budget Retreat
Template revised April 12, 2018.
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Item No. 11a_supp
Meeting Date: July 27, 2021
Port of Seattle
2022 Budget Development Briefing
July 27, 2021
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Agenda
2022 Budget Guiding Principles
2022 Budget Strategies
2022 Budget Process Overview
2022 Key Budget Dates
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2022 Budget Guiding Principles
Continue to focus on the health and safety of employees,
customers and the public with increased utilization of Port facilities
Ensure the efficient operation of Port business gateways as
business volumes recover
Support regional equitable economic recovery through advancing
the Port's capital improvement plan and continued investment in
community programs
Assess the longer-term effects of COVID-19 on Port operations and
facility needs
Invest in employee development, retention, and recruitment
Need to be adaptable and flexible to the changing business
environment
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2022 Budget Strategies
Maintain expense growth in line with projected revenue
growth
Reassess staffing needs considering projected increases in
business activity
Restore merit pay increases for non-represented staff and
increase expenditures for training and development
Begin to incorporate an equity lens in developing and
reviewing budgets and operational plans
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2022 Budget Process Overview
Environmental Assessment
Assess business environment and needs
Update operating and capital forecasts
Conduct SWOT analysis
Budget Preparation
Develop budget assumptions and drivers
Identify key financial metrics and budget targets
Issue budget calendar and departmental guidelines
Prepare operating and capital budgets in accordance with principles and guidelines
Budget Reviews and Approvals
Conduct internal department and division budget reviews
Publish the preliminary budget document to the public
Commission review and approval of budgets/capital plans
Final Steps
File the Statutory Budget with King county
Publish the final budget document to the public
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2022 Budget Key Dates
(Commission Items in Blue)
5/21 2022 Budget Planning Discussion with ELT
6/03 Commission Budget Retreat
7/13 2022 Budget Process and Schedule Commission Briefing
7/14 2022 Budget Guidelines available
7/29 Commission Budget Retreat
8/06 Central Services Department new budget requests due to F&B
8/18 08/25: Executive review of Central Services Department Budgets/New Requests
9/01 Executive review of combined Central Services Budget
9/13 Executive review of Maritime and EDD Operating & Capital Budgets
9/14 2022 North Harbor Budget to the NWSA
9/15 Executive review of Aviation Operating & Capital Budgets
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2022 Budget Key Dates
(Commission Items in Blue)
09/28 Central Services Budget and Port wide Budget Overview Commission briefing
10/12 Operating Divisions Commission Budget Study Session
10/15 POS/NWSA ILA Service Directives due to the NWSA
10/19 2022 Preliminary Budget Document available to Commission
10/21 2022 Preliminary Budget Document available to the public
10/26 Tax Levy & Draft Plan of Finance Commission briefing
10/28 NWSA Budget study session with Managing Members
11/09 NWSA Budget adoption by Managing Members
11/09 Introduction of preliminary 2022 Budget and public hearing
11/16 Adoption of 2022 Budget
12/01 File the 2022 Statutory Budget with King county
12/15 Publish the 2022 Final Budget to the public
RETURN TO AGENDA
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