FlyHealthy@SEA A plan for protecting the health of SEA passengers and employees and restoring confidence in air travel - Port of Seattle
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FlyHealthy@SEA
A plan for protecting the health of
SEA passengers and employees and
restoring confidence in air travel
Operated by the Port of Seattle
A note from SEA We’re working more closely than ever
with SEA partners to provide a consistent,
Managing Director healthy experience throughout our
Lance Lyttle airport. And, we talk daily with policy
makers, peer airports, aviation experts,
FlyHealthy@SEA Goals and airlines (p. 19).
FlyHealthy@SEA Action Plan
I often use the word resilient to describe Finally, we recognize the continued
• Maintain a safe and healthy the cyclical nature of the aviation uncertainties posed by COVID-19. The
airport environment business. This takes on a whole new list of “what ifs?” is long. We’re taking
meaning during the COVID-19 pandemic. reasoned steps to frame and address
For Seattle-Tacoma International them, adjusting this plan as new
• Restore customer Airport (SEA), weathering this storm and information emerges (p. 20). Resilience is
emerging stronger starts with clarity of the ability to bounce back from adversity.
confidence in air travel purpose and a plan. FlyHealthy@SEA embodies the work of
countless people deeply committed
We’re leaning hard on our promise to to serve our customers and emerge
• Ensure confidence for
prioritize customer well-being and to from this crisis as a stronger, smarter
airport-wide employees, deliver an elevated airport experience. organization. It also reflects the economic
Until there is a clear path to eradicating region served by SEA: in constant motion,
tenants, and contractors
COVID-19, FlyHealthy@SEA is our layered, pursuing innovation at the forefront
comprehensive action plan to help keep during this time of intense change to
• Renew enthusiasm for travel you safe. create a better customer experience.
This plan represents our commitment As always, I welcome your feedback!
Seattle-Tacoma International Airport (SEA) is the
largest transportation hub in our five-state region • Return passenger volumes to communicate with the public about In the meantime know that we are ready
and one of the region’s largest job sites. Home to the steps taken to create a safe travel for travelers whenever they are ready to
more than 200 businesses and a critical asset for and economic vitality experience, starting with the rapid
all of Washington’s key industries, SEA’s business
travel.
revenue tops $22.5 billion. SEA generates more than
transformation of our terminal (p. 12).
151,400 jobs (87,300 direct jobs), representing more • Position for future public We’re also looking ahead by planning
than $3.6 billion in direct earnings and more than for more touchless technology, Lance Lyttle,
$442 million in state and local taxes. health emergencies implementing new sanitation methods Managing Director,
and examining potential health Seattle-Tacoma International Airport (SEA)
protocols and information systems
(p. 17). Our capital facility planning
First edition August 2020. For more information contact incorporates new health considerations.
Julie Collins, Collins.J@portseattle.org.
FlySea.org | #FlyHealthySEA
1
“
At SEA, we promise
to create, through a
passionate service
Certainly 2020 has been
a monumental year
for SEA, though not in
culture, an elevated
travel experience that’s any way we imagined
inspired by the original when launching our new
nature of the Pacific
brand. What looked like
Northwest. 2020 is a
monumental year at SEA, a year of exceptional
ushering in a new era advancements for one
of customer-centered
of the nation’s fastest
travel with better
“
services, facilities, and
amenities.
growing airports, has
become instead a
sobering lesson in humility,
agility, and the power of
–Lance Lyttle good planning.
SEA brand launch,
January 22, 2020
2 2 3
While the COVID-19 Phased Plan
This is a phased effort, defined by
pandemic delivered immediate, medium, and long-term
strategies and interventions. Our first
severe economic fallout, phase is complete, accomplished in an
urgent context that lacked our typical
incremental elements — formal guiding
it has done nothing to principles, a budget, prioritized tasks
COVID-19 FlyHealthy@SEA informed by customer feedback.
change our focus on
Public health officials announced In collaboration with our As we work through future phases,
we’re doing our best to integrate cost
providing an elevated the nation’s first COVID-19 case in partners, we launched the
implications, customer feedback, and
Washington state on January 21. The FlyHealthy@SEA program
onset of a public health emergency in April as an overarching other insights in real time, recognizing
travel experience — in brought unprecedented changes to response to the pandemic to that the situation is unpredictable, and
air travel. specifically focus on restoring the moment calls for innovation.
fact, it has sharpened our customer confidence in air In the June issue of The Economist,
travel. Editor-in-Chief Zanny Minton Beddoes
commitment to customer By April 2020, SEA It is a layered approach that succinctly outlined the “winning
reflects the complexity in combination” needed to confront
safety and well-being. experienced its lowest addressing this long-term global catastrophes like the COVID-19
pandemic: “Practical plans, the kit
passenger volumes challenge of providing health
those plans require and the capacity
and safety assurances to
since 1967. Domestic customers, particularly in to enact them.”
the absence of a COVID-19
passenger traffic was vaccine.
We strive for that winning combination
in the FlyHealthy@SEA plan, which
down 93 percent and captures the work accomplished to
date, and establishes a framework for
international traffic the work ahead.
was down 97 percent.
4 5
Our approach
Cleanliness, health, and expert insight
incorporates multiple
Our efforts focus on cleanliness (enhanced The work is being implemented To date, we have
cleaning, hand sanitizer, touchless in three phases:
technology) and health (masks, physical initiated more than
perspectives to ensure distancing, plastic barriers, health Prepare (Spring 2020)
two dozen actions,
screening, travel tips, on-site medical Adjust (Summer/Fall 2020)
a comprehensive services). We act based on the expertise including physical
and insights of many, including Centers Beyond (2021 forward)
changes, new
response. for Disease Control and Prevention
Note that timeframes are fluid
(CDC), state and county public health
depending upon the status of
procedures, and
department guidelines, Port of Seattle
business forecasting, innovation, and the pandemic and impacts on efforts to influence
The SEA Recovery Committee is a customer feedback teams, as well as local passenger volumes.
and national customer surveys, tenant
passenger and
cross-airport team of six subcommittees:
input and industry partner networks. employee behavior.
1. Health
2. Public policy & advocacy
Traveling public communications
3. SEA business partners Examples of safety visuals
used throughout SEA.
Help stop the spread.
6 feet
4. Traveling public communications
2 meters
Wash your hands Practice physical Cover your cough or
5. Customer feedback
Avoid touching your Wear a mask or
often with soap and distancing 6 feet sneeze with a tissue,
eyes, nose, and mouth. face covering.
water for at least (2 meters). and throw it away.
20 seconds.
6. Terminal & landside customer experience #FlyHealthySEA
6 7
Challenges
Our only blueprint for airport recovery from a pandemic is the one you’re holding
in your hands. Thus, like the best pilots, we’re relying on our knowledge, instincts
and instruments — in this case a range of trusted experts — to point toward a safe
landing, while navigating a host of challenges along the way, including:
Changing landscape Port financial challenges
An emergent virus means constantly SEA generates the majority of the revenue (82%) for the Port
changing information about protocols and of Seattle. Fewer passengers mean dramatic reductions in
recommendations regarding numerous significant revenue sources such as parking, airport dining and
Top four locations travelers are issues, including: the nature of COVID-19 retail and landing fees. Also:
and its cycles; the economic ability of
concerned about coming into people and businesses to travel; the way • the Port must maintain ample debt coverage ratios;
contact with COVID-19: business travel might change due to • the FAA limits how airport funds can be spent (e.g. airports
remote-working success; Port and budget cannot spend airport-generated revenue on health
unknowns; whether Transportation Security screening programs);
1 On the Plane (54%) Administration (TSA) will take on aspects of
• the Port provided financial relief to numerous airport-
the work; supply chain reliability.
related businesses, an unanticipated expense.
2 Security Checkpoint (48%)
Lack of space for Port statutory authority limitations
3 Other Passengers (41%) physical distancing
We will need strong cross-agency partnerships to succeed. For
This is already an issue even with example, providing “health care services” is outside the Port’s
4 Restrooms (39%) passenger volumes at historic lows. We do statutory authority as a special-purpose government with an
not have enough room in key areas, such economic development mission.
as security queues, gate waiting areas, the
satellite train system, baggage claim and
public transit to meet physical distancing Tradeoffs regarding personal data
guidelines as traffic increases.
For example, touchless technology solutions like facial
recognition raise privacy concerns.
Source: Airports Council International, COVID-19
Recovery and Passenger Expectations, May 2020
8 9
Opportunities
With any great challenge comes
the prospect of doing better.
Healthier travel Increased resilience Delivering the promise
We are in the midst of These FlyHealthy@SEA This public health crisis gives
69% of travelers establishing new standards strategies, along with this us the chance to deliver on
and practices that will plan and its deliverables, our promise of an elevated
say they will make healthier travel the position SEA as a more travel experience in an urgent
new normal. The pandemic resilient employer, landlord, new way. Everything we learn
return within changes how we look at partner and host to the contributes to creating a
everything we do, including millions of passengers who better experience.
six months. new projects at SEA (e.g. pass through our gates We are showing what it
South Satellite renovations) each year. In fortifying means to keep customer
which will now include our ability to face another well-being at the heart of
reviews through a health public health emergency SEA operations and
and hygiene lens. or other catastrophe that decision-making.
Might there be a time in forces drastic reductions
the future when people no in air traffic and passenger
longer blame their latest volumes we strengthen
cold on their last flight? SEA’s ability to sustain its
role as one of the region’s
essential economic engines.
Source: KPI Aviation Marketing
Solutions, “What North American Air
Travelers expect from Airports in the
COVID-19 Era,” July 2020
10 11
Actions to keep the virus from taking off again > ADAPT FACILITIES Actions to keep the virus from taking off again > ADAPT FACILITIES
STRATEGY #1 1. Enhanced cleaning in terms of frequency and supplies 4. Plastic barriers to protect travelers and airport employees in close contact areas
DONE > • 5,720 hours spent cleaning and disinfecting the buses and terminal at SEA each week DONE > Installed 200+ barriers
Adapt facilities • Frequent disinfection with EPA-approved and medical-grade cleaning products
DOING > Additional barriers placed for airlines, customs, and Port of Seattle shared offices
• Emphasis on high-touch areas such as buttons, handrails, and counters
to reflect new
DOING > • Contract for additional checkpoint deep cleaning to be completed August 2020
customer health 5. Remove seating
• Pursuing Global Biorisk Advisory Council (GBAC), the worldwide cleaning industry association, have
expectations established a formal partnership to accredit airports that meet the highest levels of cleanliness
and safety at their facilities to minimize risk from coronavirus and other infectious agents DONE > Airport-owned food court style seating reduced at Central Terminal Expansion (CTE) by 40 chairs,
reduced by 60% at South Satellite, D Concourse
Safety and well- PLANNING > • Use new customer feedback tools to measure satisfaction and adjust cleaning protocols as needed
• Work with janitorial contractor tin ongoing assessments of emerging new projects and methods DOING > Place gate waiting area stickers
being come first at
SEA. Our response 6. Capacity limits in restaurants
2. Security Queues
to COVID-19 means
DONE > Blocked off lanes to provide side space; TSA provided ample staff DONE > Per Governor’s phases
a new focus on
certain actions. DOING > • Adjust, replace as needed; explore queue management technology; ensure TSA staffing is sufficient DOING > Re-opened limited in-restaurant dining (based on Governor’s phases)
• Promote increased enrollment in trusted traveler programs
Visitors at SEA will • Testing CASPR air purifiers at Checkpoint 2 PLANNING > Accelerated launch of food ordering App (1Q21)
see a number of • Adding TSA-purchased sneeze guards at checkpoints
changes, from • Tested electrostatic cleaners in partnership with Delta Airlines – (unsuccessful) 7. Capacity limits in trains
hand sanitizer PLANNING > • Develop/implement new queue management concepts
(e.g. reservations, touchless technologies, virtual queueing) DONE > • Installed signage limiting train ridership
dispensers and • Secure highly skilled contract staff for queue management • Tested closure of B and C STS stations to reduce ridership
physical distancing • Facility flow simulation/HVAC analysis
DOING > • Removed STS passenger limits; added staffing to assist in NSAT
reminders to new • Interested in piloting UV-C ASL Bin Cleaner
• Added significant signage for social distancing and masking on all trains
ways for people to 3. Restrooms • Added signage recommending people walk from A to B and from C to D Concourses
shop and dine. • Opening of new International Arrivals Facility bridge in 1Q21 will reduce STS traffic from SSAT to Main
DONE > Enhanced strength and frequency of cleaning
PLANNING >
Terminal traffic
DOING > • Installing 200+ touchless paper towel dispensers • Reopening of 3rd train car to NSAT
• Install touchless soap dispensers
• Optique monitoring and feedback system installed at 40 restrooms 8. Health Services
• Directional arrows added at restrooms entrances for one-way flow
• Introducing new cleaning technologies such as electromagnetic sprayers, and a UV-C system PLANNING > Consider terminal space for tenant wellness center
for sanitizing escalator handrails
PLANNING > Revised design requirements for future restrooms. Autoflush toilets are new requirement
12 13
Actions to keep the virus from taking off again > COMMUNICATE: CRISIS TO CONFIDENCE Actions to keep the virus from taking off again > COMMUNICATE: CRISIS TO CONFIDENCE
STRATEGY #2 9. Communication/Media 12. Digital messaging
DONE > • Frequent press releases, media briefings, interviews, and updates as needed DONE > • Common use monitor and kiosk messages
Communicate: • Web: COVID-19 info, FAQs, etc. • SEA app
Crisis to • Weekly newsletters: FlyHealthy@SEA (external), This Week@SEA (internal)
• Blog posts, videos, tours
• Travel alerts
• FIDs messages
Confidence • Customer responses: social, e-mail, phones, in-person • Clear Channel monitors
• Port common use monitors – ticketing and gate areas
health-related DOING > • Ongoing communication
• Roadway VMS signage on airport freeway
changes to provide • Launch SEA consumer newsletter
• Paid Advertising: international services DOING > Continued digital messages
reassurance Updated the SEA smartphone app to inform passengers of FlyHealthy@SEA initiatives and identify
PLANNING > • Ongoing communication resources on its interactive wayfinding map
As a key source of • Adjust newsletter frequency?
PLANNING > Determine whether digital messages continue
• Consider other paid advertising depending upon consumer sentiment
information for the
traveling public 13. Launch SEA Partners (tenant stakeholders) group
10. Signage, floor decals and stickers reminding people to honor
regarding COVID-19, physical distancing, face coverings etc.
DONE > • ADR required to develop detailed plans for safe operations
we are in constant • SEA Partners (airport stakeholders) every three weeks; as needed task forces
communication DONE > Installed 5,000+ signs/decals
• Business Intelligence forecasting
across all channels DOING > • Maintain/refine existing signage • Standing Groups (ISTAMA, Station Managers, AAAC)
regarding health- • Added 3,000 stickers to leave space between seats in the gate waiting areas
DOING > • ADR tenants are closely adhering to Governor’s directives (e.g. temps, masks)
• Used 360 stickers for physical distancing in the passenger loading bridges
related changes • Continue — every 3-4 weeks; as needed task forces
• Continue to provide forecast updates
and actions at SEA. PLANNING > Maintain/refine
• Continue meetings with Standing Groups
Our aim is to be
11. Audio announcements PLANNING > As pandemic threat subsides, retain the group meetings, evolve as needed as CX tool
highly responsive
to customer DONE > New announcements; multiple languages 14. Civic leaders
concerns and
DOING > • Continue announcements
DONE > Puget Sound Business Journal’s Straight Talk: Roadmap to Recovery virtual event where Port Commissioner
deliver transparent • Message may be modified over time; current focus is “Mask Up SEA” Peter Steinbrueck and SEA Managing Director Lance Lyttle spoke about plans to reopen the economy
and frequent PLANNING > Ongoing
DOING > • Tours (elected officials, business groups, civic leaders)
communication with • Add to FlyHealthy@SEA newsletter list
airport stakeholders
PLANNING > Ongoing
and employees.
14 15
Actions to keep the virus from taking off again > INNOVATIVE PROJECTS & PROCEDURES
STRATEGY #3 15. Hand sanitizer dispensers
DONE > 250+ installed; locations on App
Deploy DOING > • Continue; consider additional signage to increase location visibility
innovative • Evaluating larger one-gallon hand sanitizers for food court areas
products and
procedures 16. Medical grade cleaning and disinfecting products
for a healthier travel
DONE > Always used disinfectant, increased frequency for high contact touchpoints
experience
DOING > Testing new cleaning products and technologies - see strategy 1, action #2
Passengers want SEA Airport continues PLANNING > Maintain sufficient supply levels
to innovate with
airports to follow options for seamless,
contact-free travel.
the same public We’re exploring new 17. Touchless technology
health guidelines technologies that
DONE > • Explored options for hygienic and contactless transactions:
facilitate a touchless
regardless airport experience,
Touchless and seamless arrival-to-boarding experience
Launched pre-booked parking so travelers can book parking prior to airport arrival
as a convenient, cashless way to pay
and state-of-the art
of local programs that keep DOING > • Virtual Queue RFI released on July 28
• Touchless Bag Tag capability (for common use kiosks) — working with vendor on
requirements. you safe behind the software update
scenes. • Securing additional ThruVision machines (eliminates patdowns for employees)
PLANNING > • Implementation
• Explore upgrade for access control system
• Implement one biometric air exit device for international customers in the SSAT by end of Q4
• Explore long-term installation of biometric technology for domestic customers
• Implement Airport Dining and GRAB app
Source: Airports Council International, COVID-19
Recovery and Passenger Expectations, May 2020
16 17Actions to keep the virus from taking off again > DRIVE POLICY DEVELOPMENTS Actions to keep the virus from taking off again > DRIVE POLICY DEVELOPMENTS
STRATEGY #4 18. Maintain operations for essential airport support services 22. Coordinate across Port departments — airport and portwide — regarding advocacy
DONE > • Airport Dining and Retail (ADR) rent and other financial relief DONE > Convened FlyHealthy@SEA’s Policy Guidance and Advocacy Subcommittee
Drive policy • ADR business resources DOING > Weekly meetings of Policy Guidance and Advocacy Subcommittee to ensure cross-department coordination
DOING > Assess business recovery; passenger volume growth
developments PLANNING > Assess business recovery; passenger volume growth 23. Seek partnership from federal and state policymakers on enduring changes at SEA
around industry DOING > • Tour with WA DOH on 30 July for Elevated Body Temperature Proof of Concept
best practices 19. Influence federal public policy development • Meeting with Public Health Seattle King County Aug 6/follow up with a tour
and protocol • Regular meetings with Governor Inslee’s policy team on direction of potential statewide airport standards
DONE > Secured CARES Act funding ($192 million) for SEA
consistency DOING > • Tours for elected officials (w/airlines)
PLANNING > Continued engagement with health agencies, county leadership, state leadership on potential statewide airport standards
• Ongoing updates 24. Keep WA congressional delegation, other policymakers briefed on SEA actions/changes
We’re leaning on • CARES Act 2 letter with other airports
• Pursue TSA grant funding for cleaning & sanitization DOING > Tours and info on changes
strong engagement
• Tour with WA DOH PLANNING > Monthly updates to state delegation regarding travel numbers and confidence in SEA
with the airport • Working with Governor Inslee on statewide approach to airport health
industry — trade PLANNING > Identify and articulate areas where national/international standards would be beneficial 25. Temperature screenings
associations and • In May 2020 the Port Commission directed its staff to develop a plan to facilitate temperature checks at SEA, which
DOING >
other airports — as made our airport the first large airport in the U.S. to begin work on a formal plan for temperature checks and health
20. Face coverings
• RFP issued for medical staffing contract
well as lawmakers DONE > Requirement to wear face coverings in SEA public areas began May 18 • Tested temp screening equipment in FIS (June)
and federal DOING > • Launched Mask Up Campaign in July; Continue through August PLANNING > • Establish role of federal government for long term elevated body temperature or COVID testing programs
agencies — and • Additional Mask Up signage being added in Concourses and Concessionaires in August
establishing clear • PPE vending machines placed in terminal 26. COVID-19 Testing
PLANNING > Potential for legislation implementing national safety standards at all airports, including
objectives to ensure possible mask requirements PLANNING > Monitor/plan for possibility of “test before you fly” or onsite testing
we’re leading with
best practices. 21. Make internal audience aware of advocacy w/policymakers 27. Public health emergency preparedness
DOING > Track strategies, Identify critical items etc.
DONE > Briefed Port of Seattle Commission on CARES Act implementation and advocacy related to
a next federal package PLANNING > Create Port comprehensive pandemic strategy plan
DOING > Periodic updates to Commission, Executive and Airport Managing Director on status of
CARES 2 along with advocacy at state level 28. Anticipate new health processes
PLANNING > Briefing for Commission following potential enactment of CARES 2
• Track developments around concepts such as IATA’s “One ID” or immunity passports
PLANNING >
• Track contract tracing developments for airlines
18 19Actions to keep the virus from taking off again > ACTIVELY EMBRACE THE UNKNOWN Actions to keep the virus from taking off again > ACTIVELY EMBRACE THE UNKNOWN
STRATEGY #5
29. Use a disciplined structure to frame and regularly revisit at least 30. Position SEA as an industry leader in COVID recovery through visibility,
10 key unknowns, such as: partnerships and information sharing.
Actively embrace • “What health-related services will customers expect to see at
an airport?”
the unknown DONE > • Participated in initial ACI activities (e.g. daily ACI calls with large hub airport directors, initial ACI
• “Which touchless technology investments will create the highest
Recovery Committee, multiple topic committees)
SEA is intentional about level of customer confidence?”
• Provided FlyHealthy@SEA briefings to numerous stakeholders
seeking information • “How will common standards be developed for “immunity • Managing Director participated in numerous panel discussions (ACRP, PSBJ) and media events
passports”, or other health certifications, and what will be the
and developing best role for airports?”
• Shared signage concepts and communication strategies with other airports
practices to address
DOING > • Participating in panels, forums and tours with travel industry leaders (e.g. corporate travel
the challenges of managers, airlines, TravelConnect Virtual Series, etc.)
DONE > Identified ten forward-looking key questions
COVID-19. We’ve formed • Broadly sharing Mask Up campaign information with other airports
• Partnering with the Pacific Northwest Economic Region (PNWER) to pursue federal grant to
tighter partnerships DOING > • Reframing the questions based on evolving COVID-19 information
explore a “pre-clearance” concept with health screenings
with industry • Securing and analyzing customer feedback around key questions
• Building a COVID-19 intelligence network
partners and airport • Researching new technologies and health screenings
• Leveraging unique aspects of SEA (physical constraints, tech-savvy passengers) to build
• Pursuing best practice ACI Health Accreditation to glean new insights industry leadership around virtual queue processes
stakeholders. We’re
• Leveraging partnerships to gather new information • Participating in ongoing ACI activities
exploring new ways to
PLANNING > • Pursue specific actions, such as Requests For Information, to gain understanding
keep travelers safe and about potential strategies PLANNING > • Leverage accreditations to position SEA as an industry leader
making adjustments • Pursue ongoing customer feedback through surveys and Port communication tools • Leverage unique aspects of SEA (physical constraints, tech-savvy passengers) to build industry
leadership around virtual queue processes
as medical knowledge • Develop pilots to explore new technology and processes
evolves. We’re
constantly examining
the “what if’s” to keep
our focus honed on a
safe travel experience
now and in the future.
20 21Looking
ahead
Our airport experienced sudden,
severe, and extended losses due to
the pandemic-related reduction in
trade and travel. At the same time,
the Port of Seattle is well-positioned
to lead the recovery.
Our approach is simple: stay
operational and keep people We are committed
employed. Provide targeted
to customer health
financial relief to ensure sustained
airport services. Focus investment and well-being
on the hardest-hit industries and recognize
and communities. Aggressively
that each person’s
implement safety measures to bring
the public back to our gateways as comfort level about
soon as possible. travel is different.
While aspects of our work have FlyHealthy@SEA
changed, our vision hasn’t. We are will evolve as new
a globally competitive region with health Information
innovative industries, a cultural
commitment to equity and inclusion, emerges and as
and a recognition that we must lead travelers return to
in sustainability. This continues to be the skies.
our path to the future.
22 23For updates sign up for our FlyHealthy newsletter: www.portseattle.org/subscribe www.FlySEA.org
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