NWSA
Overview -- NWSA Strategic Business Plan and 2017 Performance Goals & Expectation Looking back on 2016, the rst full year of The Northwest Seaport Alliance (NWSA), the success is clear. Despite a troubled industry filled with uncertainty, the NWSA held its ground - and looks to build on that success into the future. For decades we have heard Washington described as "the most trade -dependent" state - but we know it is not just dependency, it is opportunity. Our ability to look beyond our borders allows us to diversify our economy, weather economic crisis, enrich our culture with the infusion of international perspective and make a lasting impact on the world. This ability is inextricably linked to the success of the gateway. The foundations of the NWSA Ten-Year Strategic Business Plan Goais are anchored in the "Strategies for Enhancing the Puget Sound Container Trade Gateway" report commissioned by the managing members in 2014. The NWSA Strategic Business Plan four strategic goals are: - Enhance the competitive position of The Northwest Seaport Alliance - Provide reliable and efficient regional and local infrastructure connections - Improve the NWSA financial position - Advance environmental stewardship Many of the attached 2017 Performance Goals involve multiple business plan initiatives and reflect the interwoven benefit from each specific area of work. At its essence, the NWSA business plan seeks to deliver the following three outcomes: i. Gateway Growth and Optimization: The shipping industry is in a state offlux, with recent bankruptcies and mergers that is unlikely to end in 2017. Despite this volatility, the move to larger ships is clear. Those who don't prepare now for these fleets will be late to market with strategic terminals and miss out. We must continue to focus on key initiatives targeted at cargo diversification, developing rail infrastructure and major investments in terminal modernization at both T6 in the North Harbor and the General Central Peninsula in the South Harbor - with a focus on sustainability and environmental stewardship. II. Gateway Service Delivery Excellence: We are committed to providing bestin-class service delivery within the gateway and we will continue to focus on the ease of doing business for our customers. 8y deploying a proactive customer outreach program and using key performance metrics to tell us what works and what doesn't, we can make informed decisions about where to invest time and resources. We invest in comprehensive systems that maximize consistent, efficient cargo flows. Our initiatives include both innovative technologies and best practices from around the globe. lll. Gateway Business Environment: For the alliance to continue to succeed, we must pay attention outside ofour properties and support the health ofthe entire system. We are dependent on a well- functioning transportation system that can move people and goods. In our advocacy role we will continue to fight for comprehensive transportation investments. A regulatory system focused on preserving and protecting what we love about the Puget Sound, while providing predictability and consistency for those navigating it, is vital to the long term success ofthe gateway. We must build a culture of exporting and business awareness of how we can leverage our economic gateway, a vital ingredient to our state and regional prosperity. The sum of this work is a busy and audacious agenda for 2017, including other key activities with environmental stewardship, community engagement and the continued NWSA transition. By executing on the attached 2017 Performance Goals and Expectations, the NWSA will build upon its momentum, maximize organizational clarity and effectiveness. We put unrelenting focus on anticipating challenges and providing operational excellence and the best complete value to our customers worldwide. We know that our customers' success is also ours. Our focus on ease of doing business is what sets the alliance apart from our competitors. From our Managing Members to alliance staff, we are ready to meet these challenges and move toward our 2025 Key Metrics of: 6 million TEU cargo growth, 14,600 incremental jobs created and continued financial sustainability. 2017 NWSA Performance Goals and Expectations Sustain and Enhance Business Development (Scorecard: Cargo) (Key Priorities for 2017 and beyond) Performance Measure 1. T6 Modernization Project 0 Favorably position multi~year lease Modernization of T5 dock, berth and power commitment with customers infrastructure to meet future container industry Legal resolution of all permits; Position project requirements, increase throughput, and position The for MM decision on construction funding Northwest Seaport Alliance gateway strategically. / 0 Seek multi-year term lease commitment for T5 0 Advance T-S modernization project to construction (Wharf, power, berth dredging) General Central Peninsula Modernization Project Substantial completion of the initial 700 feet Modernization of T4 dock, berth, CY and gate of the pier in 102017 in time for delivery and complex to meet container customer requirements, commissioning of (4) cranes in 102018 increase throughput, and position the Northwest Develop design and permitting documents for Seaport Alliance gateway strategically. GCP Gate and backlancls 40.2017. - Seek term Lease w/tenant for OCT Secure Yang Ming business post the OCT lease 0 Complete construction of GCP Phase ll expiration June 2017 Secure customer commitment for the OCT footprint Increase Cargo Diversication for the gateway Increase customer base and non-container 0 Expand breakbulk, auto and industrial maritime cargo volumes activity at properties in North and South Harbor. Seek term leasels) at strategic properties in N & S Harbor, in coordination with container business strategy. Enhance Gateway Productivity, Efciency and Enhance service delivery KPIs and establish Operational Performance performance dashboards for internal and 0 Implement the Dray Q system in order to provide external use accurate and real-time tracking of drayage turn Increase Crane Productivity towards a times strategic target of 30+ moves per hour 0 Implement a year-round financially sustainable Reduce Drayage Turn Times towards a extended gate service program strategic target of 60 minutes or less 0 Launch a pilot program in order to improve the Reduce lntermodal Transit towards a strategic efficiency of the local drayage segment of the target of 144 hour average or less supply chain 0 Implement the initial phase ofa Port Community System that provides a single platform for the supply chain to exchange operational data 0 Coordinate with terminal operators and labor to seek implementation of continuous vessel operations, where applicable Sustain and Enhance Business Development (Scorecard: Cargo) -Contlnued (Key Priorities for 2017 and beyond) Performance Measure 7 5. lntermodal Rall Product Enhancements - Year-over-year increase in intermodal rail Develop and implement a comprehensive rail cargo volume strategy which may include an incentive program 0 Increase NWSA market share of transpacific with contributions from NWSA and other key discretionary cargo stakeholders. Develop an inland port and short-haul rail product for NW exporters between Central WA and the NWSA in partnership with other key stakeholders 6. Harbor Maintenance Tax Reform 0 Seek to obtain agreement within AAPA for Build support among the regional/national port comprehensive HMT reform community for revisions to the HMT that address - Seek to obtain full-use of the trust fund for its donor port equity and international intended purpose competitiveness 0 Seek to obtain 2106 funding becoming permanent and part of the trust fund 0 Pursue agreement on annual funding levels for donor ports 0 Seek to obtain the use of rebate funds are aligned with NWSA interests Deliver Superior Financial Performance (Scorecard: Financial Returns) (Key Priorities for 2017 and beyond) Performance Measure 1. Effectively manage the 2017 operating activities to 0 Meet or exceed the budgeted 2017 net deliver expected financial results operating income and distributed cash Quality Jobs Creation (Scorecard: Job Creation) (Key Priorities for 2017 and beyond) Performance Measure 1. Complete 2017 transition activities - Complete Total Rewards assessment and implementation of action items planned for 2017 0 Expand and implement comprehensive Diversity & inclusion Program 0 Provide NWSA Headquarter location recommendation 2. Community/industry Outreach Program 0 Our local communities better understand the Execute a proactive engagement strategy with value proposition of trade and ports to the stakeholders and the community to advance the State and support NWSA priorities; brand, value and support of the NWSA (Le. city benchmark and establish baseline metric of governments, chambers of commerce, rotary, NWSA-community understanding community groups, etc.) 0 Annual report on business and economic Build a more robust external business intelligence trends in the marketplace that assist in the capability development of new business Enhance Washington distribution center capabilities and shipper recruitment Demonstrate Environmental Stewardship (Scorecard: Environmental Stewardship} (Key Priorities for 2017 and beyond) Performance Measure 1. Identify and develop maritime industrial Maintain permit compliance for Alliance stormwater treatment best management practices stormwater permits Establish a NWSA Stormwater Work Group Facilitate quarterly meetings in Harbor South includes tenants, agencies and external and North to promote compliance of tenant stakeholders. stormwater permits Improve source control on a minimum of 50 acres by 40. 2017 Evaluate the utility of 3 Northwest Ports Water Quality Plan, with POS, POT and Port of Vancouver, BC by 40._2017 2. Continue to implement the Northwest Ports Clean Complete the 2016 Northwest Ports Emissions Air Strategy Inventory by Q4 2017 Reduce DPM emissions per metric ton of cargo by Scrap a minimum of 40, 2006 or older drayage 80% by 2020, relative to the 2005 baseline trucks by Q4 2017 for a total of 315 since 2009 Reduce GHG emissions per metric ton of cargo by Establish a NWSA Steering Committee to assist 15% by 2020, relative to the 2005 baseline with Clean Truck Program Unification and provide quarterly briefings to the Managing Members regarding status of Clean Truck Program Evaluate the 2011 Green Gateway carbon footprint study by Q4 2017 Pilot truck wait time reduction technologies and best practices by C11 2017 Increase number of container terminals with fuel efficiency plans by 25% by Q4 2017 Complete Green Marine self-assessment by C12 2017 Develop a NWSA terminal shore-power strategy u
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