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Maritime DivisionItem No. 7b_supp Meeting Date: May 17, 2016 Long Range Plan Commission Briefing May 17, 2016 Kenneth Lyles, Director, Fishing and Commercial Operations Marie Ellingson, Manager Cruise Services & Business Development Maritime Division Long Range Plan Jobs! What this is really about 2 Maritime Division Fishing and Maritime Cluster Strategy: Position the Puget Sound region as a premier international "Maritime" logistics hub. Objective: Double the value of the fishing and maritime cluster. Century Agenda Promoting living wage jobs and economic growth 3 Fishing and Maritime Past & Future Economic Impacts 2013 2020 % Increase Jobs 16,000 22,000 37.5 Wages $ 1.3 B $ 1.8 B 37.5 Business Revenue $ 0.95 B $ 1.3 B 37.5 Local Purchases $ 245 M $ 337 M 37.5 Taxes $ 120 M $ 166 M 37.5 Where we are and where we are going 4 Fishing and Maritime Actions Driving Results Fishing Vessel Recapitalization Fishermen's Terminal Long Term Strategic Plan Asset acquisition and management Diversifying the Maritime Cluster Leveraging Opportunities 5 Fishing and Maritime Fishing Vessel Recapitalization Needs Funding Mechanism Fishers' need for access to capital Port positioned to facilitate assistance Legislative remedies State and federal partnership = another route to capital Port an important part of support coalition Access to Funding Traditionally Difficult to Obtain 6 Fishing and Maritime Fishing Vessel Recapitalization Outcomes Increased Shipyard Activity Retention and expansion of existing businesses Retention and expansion of living wage jobs Workforce Development Driver of direct and indirect jobs growth 7 Fishing and Maritime F/V Northern Leader 184' Alaska Leader Fisheries - J.M. Martinac, Tacoma, WA - 2013 8 Fishing and Maritime Fishermen's Finest - Factory Trawler F/V America's Finest - 261' - Dakota Creek, Anacortes - 2016 9 Fishing and Maritime F/V Blue North 191' Blue North Fisheries - Dakota Creek Shipyard, Anacortes - 2016 10 Fishing and Maritime F/V Arctic Prowler' Alaska Longline Company 136' VigorKetchikan, AK -2013 11 Fishing and Maritime How is this happening Fishermen's Terminal Long Term Strategic Plan Redevelopment Asset Improvement Maritime Incubator Opportunities for Maritime-Related Economic Growth 12 Fishing and Maritime How is this happening: Asset acquisition and management Identify assets needed Identify development/redevelopment opportunities Identify strategic properties Maximizing the Public's investments 13 Fishing and Maritime How is this happening: Diversifying the Maritime Cluster Partnership development Recruitment and retention of other work boats More Diversity = Greater Opportunity 14 Fishing and Maritime M/V Nancy Peterkin- Nichols Brothers' Shipyard Kirby Offshore Marine Pacific, LLC - 150' Whidbey Island - 2015 15 Maritime Division Cruise Strategy: Advance this region as a leading tourism destination and business gateway Objective: Double the economic value of cruise traffic to Washington state. Century Agenda 1 out of 8 U.S. jobs depend on travel and tourism 16 Cruise Past & Future Economic Impacts 2013 2020 % Increase Jobs 4,004 4,553 13.7 Personal Income $ 185 M $ 233 M 13.7 Business Revenue $ 348 M $ 582 M 13.7 Local Purchases $ 32 M $ 55 M 13.7 $ 17 M $ 21 M 13.7 Taxes A Catalyst for Economic Growth 17 Cruise Actions Driving Results Increase market share while supporting regional job growth Increase cruise terminals efficiency and cost effectiveness Maximize economic impact from cruise passengers and ships Identify redevelopment opportunities for port cruise facilities Leveraging Opportunities 18 Cruise Maximize cruise economic impact Increase number of passengers extending local stays Grow Port of Call business Secure commitment for shorter itinerary cruises Increase the number of international guests How we'll get there 19 Cruise Actions in 2016 2017 Pier 66 renovations Pacific Northwest Cruise discussions Engagement with Tourism groups Creating Jobs Now 20 Maritime Division Fishing and Marine Industries Cluster & Cruise Questions?? 21 High Performance Organization Long Range Plan Commission Briefing May 17, 2016 Stuart Mathews & Kristal Roberts, LRP Co-Leaders for HPO Bea Rico, LRP Program Manager Operationalizing the Century Agenda Be greenest CENTURY AGENDA tourism ...Premier promote small and most destination business growth international energy & business & workforce logistics hub gateway development efficient Port LONG RANGE PLANS Aviation Maritime Small Business Dev. Workforce Dev. Environment EXTERNAL INTERNAL High Performance Organization (Operational Excellence and Organizational Alignment + People Centric) Making It Happen 23 High Performance Organization Strategies Become Foster Increase Eliminate Act as One model for employee Customer Workplace development Port workplace Satisfaction Injuries Diversity & & leverage Inclusion talent Operations Excellence Organizational Alignment + People Centric Each Strategy Includes Five Year Objectives & Detailed Actions 2 24 4 Strategy 1: Increase Customer Satisfaction 1 Improve External Customer Service 2 Improve Internal Customer Service 3 Improve Process Efficiencies & Effectiveness Our focus is on Cost, Quality and Delivery 25 2 5 Strategy 1 Objective 1: Improve External Customer Service at the Airport Key Metric: Airport Service Quality (ASQ) Score, 5-Year Target: Score Top 10 in Peer Panel Airports Overall Customer Satisfaction Rating Key Actions to Improve Score: Airport Restroom Cleanliness Curb to gate Speed Airport Signage and Wayfinding Master Plan Terminal Technology and Connectivity 4.27* 4.23* 4.18* 4.15* 4.13 4.07 *Forecasted intermediary targets. Work underway to confirm targets Example Roadmap to achieve ASQ 5-Year Target 26 Strategy 2: Eliminate Workplace Injuries 1 Reduce occupational injury rate and severity rate All managers will lead safety 2 performance Drive towards a zero injury workplace 27 Strategy 2 Objective 1: Reduce Occupational Injury and Severity Rate by 25% each year Key Metric: Target: Occupational Injury Rate (OIR) 25% reduction each year Key Actions Lost Workday Case Rate (LWCR) Annual Safety Evaluation 6 New safety training modules 5 Injury reporting OIR Hazard Recognition LWCR 4 Soft skills for safety reps SafeStart training 3 8-step problem solving teams 2 (Safety Solution Teams) Evaluate Behavior 1 0 2015.5 2016 2016.5 2017 2017.5 2018 2018.5 2019 2019.5 2020 2020.5 Drive towards a zero injury workplace 28 Strategy 3: Act as One Port 1 Strengthen the culture and act as a single organization with a shared vision Increase Port-wide common and 2 standardized language, business processes, technology tools, and measures Eliminate Internal "Silos" 29 Strategy 3 Objective 2: Facilitate application of continuous process improvement to the end-to-end Cruise Passenger process Key Metrics Target: Baggage Rate of Flow / Lead Time Baseline still to be determined by 2016, Customer Service Levels Estimating a ~50% Improvement by 2021 Charter Bus Throughput An exceptional and seamless cruise customer experience 30 Strategy 4: Become model for workplace diversity & inclusion 1 Increase management accountability of diversity & inclusion (D&I) 2 Increase % of employees who agree that the Port is committed to D&I Increase D&I awareness internally and actively 3 share D&I programs with the public Integrating and embracing unique perspectives & experiences 31 Strategy 4 Objective 1 Action: Increase management accountability for diversity & inclusion (D&I) Key Metrics % of employees who completed a D&I education (workshop, classes, etc.) at least every 3 years % of manager performance & development plans that include D&I goals % of managers who complete their D&I performance goals Target: 100% employees completed D&I education by 2020 and continue to monitor new cycle 100% of management performance and development plans include D&I goals by 2018 Charles Blood Champion of Diversity Recipients 100% of managers annually achieve their D&I performance goals by 2020 Working effectively with a diverse workforce 32 Strategy 5: Foster employee development & leverage talent across the organization 1 Develop a strong talent pipeline 2 Foster awareness of Port-wide talent Focus on talent development & rewarding performance 33 Strategy 5 Objective 1 Action: Fully implement Succession Planning Key Metric: % of managers with succession plans for key positions Target: 100% of managers have succession plans for key positions by 2021 100% 80% 60% 40% Managers 20% 0% 2016 2017 2018 2019 2020 2021 Focus on Developing the Port Team 34 High Performance Organization Strategies Become Foster Increase Eliminate Act as One model for employee Customer Workplace development Port workplace Satisfaction Injuries Diversity & & leverage Inclusion talent Operations Excellence Focused Organizational Alignment + People Centric Focused Each Strategy Includes Five Year Objectives & Detailed Actions 3 35 5 QUESTIONS??
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