4c plan document
ITEM NO. 4C_ATTACH 1 MEETING DATE: OCTOBER 24, 2017 PORT OF SEATTLE 2018-2022 LONG RANGE PLAN ACHIEVING THE CENTURY AGENDA DEAR COMMUNITY The mission of the Port of Seattle is to create economic opportunity and stronger communities by advancing trade and commerce, promoting manufacturing and maritime growth, and improving our environment for current and future generations. Our vision is to add 100,000 jobs through economic growth led by the Port, for a total of 300,000 port-related jobs in the region, while reducing our environmental footprint. We are committed to creating opportunity for all, partnering with surrounding communities, promoting social responsibility , conducting ourselves transparently, and holding ourselves accountable for improving the environment. The Port of Seattle uses a rolling 5-year Long Range Plan (LRP) to focus our efforts on job growth and strategic objectives established by the Commission in the Century Agenda (see page 5). Over the last two years, the LRP has helped the Port align programs to achieve the Port's Century Agenda. For each strategic objective, the LRP sets out the key actions and performance mea- TOM ALBRO STEPHANIE BOWMAN JOHN CREIGHTON sures to guide the work and monitor progress. All Port divisions participate in the LRP through cross-departmental teams formed around strategic objectives. The LRP shapes the annual budget Commission President Commissioner Commissioner and ensures that all Port divisions have specific, achievable actions to keep up with the dramatic growth in our industries and create economic opportunities for all in our community. The intention of the LRP is to bring all capabilities of the Port to bear in the work of achieving the economic and environmental goals that the Commission and public have identified as most pressing for our region. The LRP is to be updated and formally adopted by the Commission each year. We hope you will follow our progress in creating economic opportunity and we welcome your input. Sincerely, FRED FELLEMAN COURTNEY GREGOIRE DAVE SOIKE Commissioner Commissioner Interim Executive Director www.portseattle.org - 1 - - 2 - 2018-2022 Long Range Plan TABLE OF CONTENTS 4 Introduction to the Port of Seattle 5 Century Agenda Overview 6 Long Range Plan (LRP) Overview 7 LRP Scorecard 8 Port-Wide Strategic Planning Cycle 9-25 LRP Century Agenda Strategies and Objectives 26-38 LRP High Performance Organization Strategies and Objectives www.portseattle.org - 3 - THE PORT OF SEATTLE AN INTRODUCTION The Port of Seattle, referred to as the Port in this communities, promoting social responsibility, The Port is finalizing its Sustainable Airport jobs to the region. The NWSA is the first alliance document, is a leader in moving people and cargo conducting ourselves transparently, and holding Master Plan to manage anticipated growth. of its kind and now the fourth-largest maritime across the country and around the world. ourselves accountable for improving the Investing $5 billion in near-term projects and gateway in North America. environment. service improvements to facilities, Sea-Tac Airport Founded in 1911, the Port is a public agency is building a new International Arrivals Facility, Named the "Green Gateway" for trade, the Port providing airport operations and maritime services The Port's operations currently help create nearly renovating the North and South Satellite terminals, offers the lowest carbon footprint for cargo shipped for the Puget Sound region. Five publically-elected 200,000 jobs and $7 billion in wages throughout and putting in place a new high-efficiency, by sea from Asia to major markets in the Midwest commissioners who serve four-year terms establish the region. Over the next 25 years, our "Century centralized baggage system. and East Coast. And in 2014, Sea-Tac was the first Port policy and the Executive Director, in carrying Agenda" seeks to create 100,000 jobs through North American airport to receive certification in out these policies, leads over 1,800 employees. economic growth led by the Port, for a total of The Port also manages two cruise terminals that reducing carbon emissions by the Airport Council As one of the largest land holders in King County, 300,000 port-related jobs in the region, while make Seattle the preferred choice for Alaska and International (ACI) Carbon Accreditation Program. the Port owns Seattle-Tacoma International (Sea- reducing our environmental footprint. Pacific Northwest cruises. In 2017, Seattle expects Other award-winning environmental programs at Tac) Airport, piers for workboats and cruise ships, to host 218 cruise ships and more than 1 million the Port include pre-conditioned air for airplane marinas, conference facilities, parks and public Sea-Tac Airport is home to 29 airlines flying passengers. The Port also manages Fishermen's heating and cooling, requiring fuel-efficient and access areas, office space, warehouses and more. passengers and cargo non-stop to 88 domestic and Terminal - the home of the North Pacific Fishing alternative-fuel taxis and ground transportation 23 international destinations. The airport ranked 9th Fleet, as well as three recreational boating marinas. vehicles providing services at the airport, The Port's mission is to create economic among U. S. airports for passenger activity in 2016, purchasing 'green' energy, and industry-leading opportunity and stronger communities by and expects to welcome 48 million passengers in In 2015, the the ports of Seattle and Tacoma formed wildlife and stormwater management. advancing trade and commerce, promoting 2017. Over the last five years Sea-Tac has seen a the Northwest Seaport Alliance (NWSA), unifying manufacturing and maritime growth, and 46% increase in the number of passengers served management of the marine cargo facilities and For more information, visit portseattle.org. improving our environment now and for per year. Ranking 19th in the US for air cargo related businesses to strengthen the Puget Sound generations to come. We are committed to volume in 2015, Sea-Tac shipped 336,000 metric gateway and attract more marine cargo and creating opportunity, partnering with surrounding tons of cargo in 2016. - 4 - 2018-2022 Long Range Plan CENTURY AGENDA OVERVIEW In 2012, the Port celebrated 100 years of service to the Puget Two years prior to the centennial, the Commission launched OUR MISSION Sound region by creating a comprehensive, strategic initiative an extensive public engagement effort and formed a Century The Port of Seattle is a public agency that creates jobs to guide Port priorities for the next quarter century. That Agenda Committee to guide the Port's long-range vision. More by advancing trade and commerce, promoting industrial initiative is the Century Agenda. The Century Agenda aligns the than 1,000 people attended over 60 events and engagements growth, and stimulating economic development. Port's strategies and objectives to 21st century challenges and to help develop what are now known as Strategies and innovative solutions. Objectives, along with a proposed Mission and Commitment. Each year since, the Port staff has identified action plans that OUR VISION For more than 100 years the Port has generated jobs and are incorporated in the Port business plans and budget to Over the next 25 years we will add 100,000 jobs through growth for King County and the greater region by advancing advance progress towards achieving the Century Agenda Vision, economic growth led by the Port of Seattle, for a total of trade and commerce, promoting industrial growth, and Strategies (Pg. 6), and Objectives (Pg. 9). 300,000 port-related jobs in the region, while reducing our stimulating economic development. The Port leverages its real environmental footprint. estate, capital assets and financial capabilities to engage and In 2015, various cross-functional internal LRP development improve the City of Seattle as an anchor institution and it brings teams were created to ensure "One-Port" participation and OUR COMMITMENT those resources to bear in accomplishing the goals established ownership of the Century Agenda. These teams operationalize The Port of Seattle creates economic opportunity for all, by the Century Agenda. the Century Agenda and drive it from being aspirational to operational in a rolling five-year planning process. The teams stewards our environment responsibly, partners with include Aviation, Maritime, Small Business Development, surrounding communities, promotes social responsibility, Workforce Development, Environmental and High Performance conducts ourselves transparently, and holds ourselves Organization. accountable. We will leave succeeding generations a stronger Port. www.portseattle.org - 5 - LONG RANGE PLAN OVERVIEWLONG RANGE PLAN OVERVIEW The Long Range Plan (LRP) allows the Port to more e ectively and transparently improve the Port's ability to support the local economy by creating 100,000 new jobs for the Puget Sound region while addressing key environmental opportunities and social responsibility of all its stakeholders. Both Century Agenda and High Performance Organization Strategies and Objectives are important in the development of the LRP and to ultimately achieve the vision for supporting the local economy. CENTURY AGENDA HIGH PERFORMANCE ORGANIZATION Focused on external growth: moving people Focused on operations excellence, organizational and cargo, community engagement and alignment, and a people-centric organization environmental stewardship 4 STRATEGIES / 16 OBJECTIVES 5 STRATEGIES / 11 OBJECTIVES Strategy 1. Position the Puget Sound Region as a Premier Strategy 1. Increase Customer Satisfaction International Logistics Hub Strategy 2. Eliminate Workplace Injuries Strategy 2. Advance this Region as a Leading Tourism Destination and Business Gateway Strategy 3. Act as One Port Strategy 3. Use Our In uence as an Institution to Promote Strategy 4. Become a Model for Workplace Equity, Diversity Small Business Growth and Workforce Development Strategy 4. Be the Greenest, and Most Energy E cient Port and Inclusion in North America Strategy 5. Foster Employee Development and Leverage Talent - 6 - 2018-2022 Long Range Plan LONG RANGE PLAN SCORECARD CENTURY AGENDA HIGH PERFORMANCE ORGANIZATION STATUS Strategy 1: Logistics Hub STATUS Strategy 1: Customer Satisfaction Objective 1/Pg. 10 - Grow seaport annual container volume to more than six million Objective 1/Pg. 27 - Improve customer service and public engagement twenty-foot equivalent units (TEUs) Objective 2 /Pg. 28 - Improve process efficiencies & effectiveness Objective 2/Pg. 11 - Structure our relationship with Washington ports to optimize infrastructure investments and financial returns STATUS Strategy 2: Safety Objective 3/Pg. 12 - Triple air cargo volume to 750,000 metric tons Objective 3 /Pg. 29 - Reduce Port preventable injury rate and severity rate Objective 4/Pg.13 - Triple the value of our outbound cargo to over $50 billion Objective 4 /Pg. 30 - All managers lead safety performance Objective 5/Pg. 14- Double the economic value of the fishing and maritime cluster STATUS Strategy 2: Tourism & Business Gateway STATUS Strategy 3: One Port Objective 6/Pg. 15 - Make Seattle-Tacoma International Airport the West Coast "Gateway of Choice" for Objective 5/Pg. 31 - Strengthen the culture and act as an organization with a shared vision international travel Objective 6/Pg. 32 - Increase Port-wide common and standardized language, business processes, Objective 7/Pg. 16- Double the number of international flights and destinations technology tools, and measures Objective 8/Pg. 17 - Meet the region's air transportation needs at the Airport for the next 25 years and encourage the cost-effective expansion of domestic and international passengers and & cargo service STATUS Strategy 4: Equity, Diversity & Inclusion Objective 9/Pg. 18 - Double the economic value of cruise traffic to Washington state Objective 7/Pg. 33 - Increase management accountability for equity, diversity and inclusion STATUS Strategy 3: Small Business & Workforce Development Objective 8/Pg. 34 - Increase percentage of employees who agree that the Port is committed to Objective 10/Pg. 19 - Increase the proportion of funds spent by the Port with qualified small business firms on equity, diversity and inclusion construction, consulting, goods and services to 40 percent of the eligible dollars spent Objective 9/Pg. 35 - Increase awareness internally and actively share equity, diversity Objective 11/Pg. 20 - Increase workforce training, job and business opportunities for local and inclusion programs externally communities in maritime, trade, travel and logistics STATUS Strategy 4: Greenest, and Most Energy Efficient Port STATUS Strategy 5: Talent Development Objective 12/Pg. 21- Meet all increased energy needs through conservation and renewable sources Objective 10/Pg. 36 - Develop our employees' capabilities Objective 13/Pg. 22 - Meet or exceed agency requirements for stormwater leaving Objective 11/Pg. 37 - Foster awareness of Port-wide talent Status Key Port-owned or operated facilities Not Started Objective 14/Pg. 23 - Reduce air pollutants and carbon emissions Completed Objective 15/Pg. 24 - Anchor the Puget Sound urban industrial land use to prevent sprawl in On Track less developed areas Objective 16/Pg. 25 - Restore, create and enhance 40 additional acres of habitat in the Mitigation to be developed Green/Duwamish watershed and Elliott Bay In Progress www.portseattle.org - 7 - PORT-WIDE Y R A U N A J O T R E B M STRATEGIC PLANNING CYCLE E Port-Wide Annual V O N Goals Setting Planning for year ahead (i.e., goal setting in 2017 Long Range for 2018) 1 Planning (LRP) Monitor Review and update & Review 5-year strategic plan G COMMISSION SEMI-ANNUAL Recurring JA REVIEW OF LRP (MARCH) IN reviews with NU Commission and ON GO Executive 4 AR Leaedrship Team CENTURY Y T on Performance 2 to Plan AGENDA UG O A Division T US Business Planning Developing COMMISSION SEMI-ANNUAL 3 business plans for REVIEW OF LRP (NOVEMBER) the following Budgeting: Expense and Capital year, using the LRP as a R Planning for following year, using E B reference business plans and LRP as references M E V O N O T T S U G U A REQUEST FOR COMMISSION APPROVAL OF LRP (AUGUST) - 8 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA STRATEGIES AND OBJECTIVES STRATEGY 1 POSITION THE PUGET SOUND REGION AS A PREMIER STRATEGY 3 USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE SMALL INTERNATIONAL LOGISTICS HUB BUSINESS GROWTH AND WORKFORCE DEVELOPMENT Objective 1 Grow seaport annual container volume to more than 6 million Objective 10 Increase the proportion of funds spent by the Port with twenty-foot equivalent units (TEUs) qualified small business firms on construction, consulting, Objective 2 Structure our relationship with Washington Ports to optimize goods and services to 40 percent of the eligible dollars spent infrastructure investments and financial returns Objective 11 Increase workforce training, job and business opportunities Objective 3 Triple air cargo volume to 750,000 metric tons for local communities in maritime, trade, travel and logistics Objective 4 Triple the value of our outbound cargo to over $50 billion Objective 5 Double the economic value of the fishing and maritime cluster STRATEGY 2 ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION STRATEGY 4 BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN AND BUSINESS GATEWAY NORTH AMERICA Objective 6 Make Seattle-Tacoma International Airport the West Coast Objective 12 Meet all increased energy needs through conservation and "Gateway of Choice" for international travel renewable sources Objective 7 Double the number of international flights and destinations Objective 13 Meet or exceed agency requirements for stormwater leaving Objective 8 Meet the region's air transportation needs at Seattle-Tacoma Port-owned or operated facilities International Airport for the next 25 years and encourage the Objective 14 Reduce air pollutants and carbon emissions cost-effective expansion of domestic and international passenger and cargo service Objective 15 Anchor the Puget Sound urban industrial land use to prevent sprawl in less developed areas Objective 9 Double the economic value of cruise traffic to Washington state Objective 16 Restore, create and enhance 40 additional acres of habitat in the Green/Duwamish watershed and Elliott bay www.portseattle.org - 9 - LONG RANGE PLAN CENTURY AGENDA POSITION THE PUGET SOUND REGION AS A PREMIER STRATEGY 1 INTERNATIONAL LOGISTICS HUB OBJECTIVE 1 KEY METRICS Annual container volume (in million TEUs) GROW SEAPORT ANNUAL CONTAINER VOLUME TO MORE THAN SIX MILLION TWENTY-FOOT EQUIVALENT UNITS (TEUS) The ports of Seattle and Tacoma joined forces in August 2015, establishing the Northwest Seaport Alliance (NWSA), to unify management of our marine cargo facilities and business to strengthen the Puget Sound gateway and attract more marine cargo and jobs for the region. In order to achieve this objective, the Port of Seattle is committed to the implementation of the Safe and Swift Corridor program, deepening internal supply chain partnerships to grow container volume, developing Terminal 106 to maximize trans-load & supply chain benefits, and increasing public awareness of a comprehensive transportation system. The identified challenges to achieving the objective are resources and stakeholder focus needed for implementation and the rapid growth of Seattle, adding the element of competition with evolving supply chain industry needs. 2018 MILESTONES Finalize street vacation to support development of Terminal 5 Carry out interim fixes for the East Marginal Way improvement projects Advance the South Spokane Street Corridor planning, including approval of Federal Quiet Zones designations Release Request for Proposal for Terminal 106 Explore opportunities to expand utilization of Foreign Trade Zone #5 in partnership with NWSA and other public/private stakeholders For more details, the NWSA Strategic Plan can also be accessed from the NWSA website. For more information about the NWSA, visit: www.nwseaportalliance.com - 10 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA POSITION THE PUGET SOUND REGION AS A PREMIER STRATEGY 1 INTERNATIONAL LOGISTICS HUB OBJECTIVE 2 STRUCTURE OUR RELATIONSHIP WITH WASHINGTON PORTS TO OPTIMIZE INFRASTRUCTURE INVESTMENTS AND FINANCIAL RETURNS The ports of Seattle and Tacoma joined forces in August 2015, establishing the Northwest Seaport Alliance (NWSA), to unify management of our marine cargo facilities and business to strengthen the Puget Sound gateway and attract more marine cargo and jobs for the region. The NWSA strategic plan focuses on providing reliable and efficient regional and local infrastructure connections: enhance transportation infrastructure and improve the Seaport Alliance's infrastructure (NWSA Strategic Plan #2 A and B). Additionally, the NWSA aims to increase revenue through growth and diversification (NWSA Strategic Plan #3A). The NWSA Strategic Plan can also be accessed from the NWSA website. For more information about the NWSA, visit: www.nwseaportalliance.com. With the creation of the NWSA, the Port of Seattle has successfully completed this objective www.portseattle.org - 11 - LONG RANGE PLAN CENTURY AGENDA POSITION THE PUGET SOUND REGION AS A PREMIER STRATEGY 1 INTERNATIONAL LOGISTICS HUB OBJECTIVE 3 KEY METRICS Air Cargo Volume (metric tons) TRIPLE AIR CARGO VOLUME TO 750,000 METRIC TONS Cargo Handling Facility Area (square footage) Facility Space Utilization (ratio of the two metrics above) PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: INCREASE AIRLINE CARGO CAPACITY EXPAND ON- AND OFF-AIRFIELD CARGO FACILITIES BUILD STRATEGIC LOGISTICS PARTNERSHIPS Air cargo is carried aboard by both freighter and passenger aircraft at Seattle-Tacoma FOOTPRINT Sponsor the development of all available Port-owned land in the airport vicinity for International Airport, with freighters handling 63% of total cargo and the remaining Consistent with the airport's Sustainable Airport Master Plan, airfield air cargo use by air cargo related and other logistics, manufacturing, and other supportive 37% termed "belly cargo" as it travels in the bellies of passenger flights, along with facilities will be relocated, redeveloped, or built new, on or directly adjacent to the uses that contribute to growth in air cargo tonnage at Seattle-Tacoma International passenger baggage. Nearly two-thirds of all international freight is carried as belly airfield. Existing air cargo facilities not directly impacted by terminal expansion will Airport. Enhance global logistics presence at Seattle-Tacoma International Airport and cargo, emphasizing the significant synergy between international passenger service require redevelopment to increase their processing efficiency. Preferably, the total in the region. and air cargo. While Seattle-Tacoma International Airport actively markets airport inventory of air cargo warehouse facilities needed to support airline cargo capacity services to airline freighter operators, passenger airline routing decisions are made on will remain on the airfield; however, insufficient area exists in the near future, and the basis of passenger demand and reflect the Aviation business strategies. adjacent off-airfield land will be needed to bridge the gap, either on an interim basis, or permanently. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Add at least one freighter airline service Conclude lease negotiations for available on-airfield warehouse vacancy of Hold ribbon-cutting ceremony for Burien Northeast Redevelopment Area Provide belly capacity growth market intelligence to support air service approximately 35,000 square feet of airfield cargo handling space inventory cargo-related logistics development development Sponsor development of airfield-adjacent Port-owned land Reach ground breaking of Des Moines Creek North Development in the City of SeaTac - 12 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA POSITION THE PUGET SOUND REGION AS A PREMIER STRATEGY 1 INTERNATIONAL LOGISTICS HUB OBJECTIVE 4 KEY METRICS Value of outbound air and seaport cargo ($) TRIPLE THE VALUE OF OUR OUTBOUND CARGO TO OVER $50 BILLION The ports of Seattle and Tacoma joined forces in August 2015, establishing the Northwest Seaport Alliance (NWSA), to unify management of our marine cargo facilities and business to strengthen the Puget Sound gateway and attract more marine cargo and jobs for the region. The value of outbound air and seaport cargo are the key measures for this objective. Priority actions for this objective are dependent upon completion of the marine cargo economic impact study. An assessment needed to determine the measurement value of this Century Agenda item. The Port's Aviation division long range plan details the air cargo priority actions to also achieve this objective, see Century Agenda Objective 3. Furthermore, the Port is updating this objective to reflect only air cargo value in the future. For more details, the NWSA Strategic Plan can also be accessed from the NWSA website. For more information about the NWSA, visit: www.nwseaportalliance.com. www.portseattle.org - 13 - LONG RANGE PLAN CENTURY AGENDA POSITION THE PUGET SOUND REGION AS A PREMIER STRATEGY 1 INTERNATIONAL LOGISTICS HUB OBJECTIVE 5 KEY METRICS Jobs created DOUBLE THE ECONOMIC VALUE OF THE FISHING AND MARITIME CLUSTER Tax revenues generated Induced and indirect impacts PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: REDEVELOP AND MODERNIZE ACQUIRE MARITIME PROPERTIES THAT PROMOTE MARITIME INNOVATION ADVOCATE FOR MARITIME AND FISHING FISHERMEN'S TERMINAL CAN SUPPORT THE REGION'S MARITIME It is the Port's responsibility to be competitive in the pursuit INDUSTRY SUSTAINABILITY The Port embarked on a Long Term Strategic Plan for INDUSTRIES of new maritime technologies. The Port intends to develop In order to align with the goal of being a leader in the practice Fishermen's Terminal, which is a "use and needs" analysis of The Maritime and Economic Development divisions are connections with angel and venture funding groups and promotion of sustainable business, the Port will continue the maritime cluster in and around Fishermen's Terminal. dedicating efforts to explore and address the needs of our surrounding promising maritime technologies and to work to advocate for the maritime industry at the state and federal The plan allows the Port to bring more services and suppliers region's maritime industries in a strategic manner. We will with industry partners to commercialize them. Efforts are levels, specifically for zoning and development regulations onto Fishermen's Terminal property that would support and pursue the acquisition of maritime properties that can sustain also being focused on a business plan to operate a maritime that protect industrial lands. As the Maritime and Fishing complement the commercial fishing industry. We plan to and support longer term industry needs. We will also continue innovation center at Fishermen's Terminal. industry grows and thrives, the Port will champion state and consolidate net shed warehouse uses and provide support to develop and recommend strategies to protect industrial federal programs that can address fishing fleet recapitalization for workforce training. We will also provide wayfinding and lands via political/policy advocacy, property acquisition and needs and issues. interpretive exhibits that highlight our maritime heritage and other methods. work with tourism partners to promote Fishermen's Terminal as a "Living Landmark." 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Demolish Net Sheds N7 & N8 Develop or acquire at least one site or facility that supports Construct or renovate facility for Maritime Innovation Support legislation that provides tax incentives to the Secure permits and begin construction on two light the region's maritime industries Center maritime and/or fishing industry industrial facilities totaling 120,000 square feet Finalize management partnership for Maritime Innovation Support federal legislation and rules that provide capital Install new wayfinding signs and maritime interpretive Center operations for fishing fleet modernization features - 14 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA ADVANCE THIS REGION AS A LEADING TOURISM STRATEGY 2 DESTINATION AND BUSINESS GATEWAY OBJECTIVE 6 KEY METRICS JD Power overall customer satisfaction index as compared with West Coast MAKE SEATTLE-TACOMA INTERNATIONAL AIRPORT THE WEST competitive airports COAST "GATEWAY OF CHOICE" FOR INTERNATIONAL TRAVEL PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: COMPLETE THE INTERNATIONAL REDUCE MINIMUM CONNECT TIMES BY IMPROVE CUSTOMER SERVICE ENHANCE THE AIRPORT DINING & ARRIVALS FACILITY (IAF) PROJECT IMPROVING FACILITIES AND PROCESSES The Port is dedicating significant efforts to the passenger and RETAIL EXPERIENCE The IAF project will construct a new international arrivals The Baggage Optimization project will facilitate in-line customer experience across all business divisions. A team is Sea-Tac is in the midst of re-developing its dining and retail facility on the landside of Concourse A by Quarter 3 of 2019. baggage transfers that will permit the airport to achieve a in place that is focused on providing more quantitative and program as leases for the majority of its current tenants The project will increase the capacity of the Federal Inspection minimum connect time target of 75 minutes that is critical to multi-dimensional customer insights. expire. The redevelopment is focused on improving the overall Services area and increase the number of gates capable of passengers (PAX) connecting to and from international flights. customer experience through new investment in dining, retail handling International arriving aircrafts from 12 to 20. Additionally, there are a percentage of International arriving and passenger services with an emphasis on enhancing the passengers who miss connecting flights due to the amount of Pacific Northwest Sense of Place. time it takes to get through customs. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Complete Sterile Corridor Pod A (Gates A6 & A7) Create a baseline for current customer connect times Establish Aviation's department of Customer Service Announce firms selected for Lease Group 4 opportunities by end of Q1 Complete IAF Building Structural Steel Complete a continuous process improvement effort to Determine baseline percentage of bags requiring secondary screening Open the Central Terminal Temporary Food Cart Program by end of Q1 Complete Bridge Foundations/Abutments reduce rate of International Missed Connections at Transportation Security Administration (TSA) checkpoints Open 18 (75%) of the 24 units awarded in Lease Group 3 by the end of Q4 Complete IAF Building Shell and Enclosure Implement the U.S. Customs and Border Protection Reduce the time spent in divesting of bags at TSA checkpoints Open 3 additional Intermediate Kiosks (up from 3 at the end of Reimbursable Services Program Complete installation of Automated Screening Lanes at TSA 2017) by the end of Q4 checkpoints www.portseattle.org - 15 - LONG RANGE PLAN CENTURY AGENDA ADVANCE THIS REGION AS A LEADING TOURISM STRATEGY 2 DESTINATION AND BUSINESS GATEWAY OBJECTIVE 7 KEY METRICS International long-haul services DOUBLE THE NUMBER OF INTERNATIONAL FLIGHTS Annual long-haul international seats AND DESTINATIONS Nonstop international long-haul destinations PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: IMPLEMENT BEST PRACTICE AIRPORT MARKETING MANAGE AN EFFECTIVE AIR SERVICE INCENTIVE ELEVATE THE REGION'S STATURE IN THE GLOBAL To compete effectively with airports such as Vancouver, San Francisco and other PROGRAM MARKETPLACE similarly-situated airports, Port will develop and implement a comprehensive, holistic The Port will manage an effective and multifaceted incentive program, and will With a robust economic base and favorable geographic location, Seattle has the airport marketing plan that incorporates airport marketing best practices utilized by continuously evaluate the effectiveness of current program components, incorporating opportunity to have a strong, internationally recognized brand. It nevertheless remains other successful airports. feedback from existing and potential airline partners and assessing the effectiveness of significantly less well-known internationally than its West Coast peer cities. The Port competing airports' programs. will work with stakeholders in the Puget Sound region in order to increase Seattle's global presence and brand identity. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Complete a review of best practice airport marketing strategies based on air Seek Commission reauthorization of the Airport Incentive Program Develop partnerships with regional stakeholders to advance the interests and service development study completed in 2017 Attend six airport-airline forums to build strong relationships with airlines stature of the region with a unified voice and strategy Develop a strategic air service development marketing plan tailored to the unique Join one international economic development mission to target markets strengths of Seattle-Tacoma International Airport - 16 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA ADVANCE THIS REGION AS A LEADING TOURISM STRATEGY 2 DESTINATION AND BUSINESS GATEWAY OBJECTIVE 8 KEY METRICS MEET THE REGION'S AIR TRANSPORTATION NEEDS AT SEATTLE-TACOMA INTERNATIONAL AIRPORT Million annual passengers that can be accommodated (Primary) FOR THE NEXT 25 YEARS AND ENCOURAGE THE COST-EFFECTIVE EXPANSION OF DOMESTIC AND Passenger airline cost per enplaned passenger (CPE) INTERNATIONAL PASSENGER AND CARGO SERVICE Specific airline rates (e.g., landing fee, Federal Inspection Station (FIS) rate, etc.) PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: COMPLETE AND IMPLEMENT THE ACCOMMODATE INCREASED DEVELOP ASSET MANAGEMENT KEEP AIRLINE COSTS COMPETITIVE SUSTAINABLE AIRPORT MASTER PLAN UTILIZATION OF FACILITIES PROGRAM STRATEGY The primary measure of airline costs at an airport is the (SAMP) Reinvesting in existing assets is critical to maintaining and Asset Management is critical for managing the Port's passenger airline cost per enplaned passenger (CPE). Rigorous SAMP will identify the facility requirements to accommodate enhancing capacity. Facilities and infrastructure must be Infrastructure and managing Total Cost of Ownership of both budgeting and cost control are key to managing operating costs. the 20 year forecasted growth at Seattle-Tacoma International replaced and/or upgraded. Major projects underway include: existing and new facilities. The Port will perform all services Managing long-term capital costs requires a strategic trigger Airport (through 2034). Completing SAMP includes conducting the renovation and expansion of the North Satellite (NSAT). necessary to determine the most feasible option for creating an driven capital plan and a financing plan that maximizes the the environmental review, assessing financial feasibility and Planning is underway to renovate the South Satellite. asset management program that leverages the Port's Computer efficiency of Passenger Facility Charges (PFCs) through leverage obtaining Federal Aviation Administration (FAA) approval. Maintenance Management System, Geographic Information and one that seeks to maximize FAA grants. Growing non- Efforts will then take place involving additional planning and System technologies, and our facilities master record drawings aeronautical revenues reduces borrowing needs and increases the programming to develop projects for incorporation into the Port to create an Asset Management program where renewal ability to directly offset airline costs through revenue sharing. To Aviation division capital plan. and replacement of existing infrastructure and a long range keep airline rates competitive, the Port will continue to maintain maintenance program can be managed from a central platform. a balanced funding plan that allows PFCs to be deployed to cost The system will also be used to manage properties with respect centers where needed to reduce rate base costs. to leases. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Start public scoping of environmental review Complete NSAT Phase 1 expansion and improvements to Complete Asset Management Gap Assessment by Q3 Evaluate the potential for public private partnership in Complete the Ground Transportation Access Plan include footings, foundations, slab, structural steel, two Obtain Commission Authorization and funding to connection with implementation of SAMP projects Complete Main Terminal Optimization Plan escalators in Central Core vertical circulation, exterior skin & implement strategy in Q3 Achieve non-aeronautical net operating income Complete Concourse A Concept Development roof, and all site utilities Upon budget authorization, begin implementation from Meet 2018 CPE budget Begin NSAT interior finishes and reach entire project Gap Assessment Construction 30% complete Open Concourse D Hardstand Terminal www.portseattle.org - 17 - LONG RANGE PLAN CENTURY AGENDA ADVANCE THIS REGION AS A LEADING TOURISM STRATEGY 2 DESTINATION AND BUSINESS GATEWAY OBJECTIVE 9 KEY METRICS Economic Impact data (jobs, Number of passengers and annual DOUBLE THE ECONOMIC VALUE OF CRUISE TRAFFIC TO WASHINGTON STATE personal income, business revenue to the port revenue, local purchases, taxes, Passenger spending as a function of and per call impact) percentage of cruise passengers that arrive before or stay after their cruise PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: INCREASE MARKET SHARE WHILE INCREASE CRUISE TERMINALS IMPLEMENT REGIONAL TOURISM IDENTIFY REDEVELOPMENT SUPPORTING REGIONAL JOB GROWTH EFFICIENCY AND COST EFFECTIVENESS CAMPAIGNS TO PROMOTE ALASKA OPPORTUNITIES FOR PORT CRUISE In order to be a leading tourism destination and business The Port Aviation, Maritime and Tourism divisions are CRUISES FACILITIES gateway, the Port understands the importance of securing dedicated to the One-Port strategy, working together to improve The Port will work to raise awareness and interest about Alaska The Port is responsible for two port cruise facilities: Smith Cove commitment for new homeport cruise vessels and new cruise customer service and guest satisfaction from ship to plane and cruising from Seattle through direct contact, familiarization at Pier 91 and Bell Street Pier 66. Pier 66 anchors an 11-acre products. The Port will foster relationships with cruise industry plane to ship. A multi-stakeholder team, representing cruise tours, participation in travel trade shows, sales missions, complex along Seattle's downtown waterfront. This vibrant, stakeholders while developing connections with new partners industry related businesses and organizations working with multi-use property is home to Norwegian Cruise Line and crafting webinars and creating collateral material focusing Oceania Cruises, which offer weekly sailings to Alaska. The Port who have a shared interest in promoting tourism, economic the Port, has been formed to collaborate on areas that will on Cruise & Stay. The Port will also stay engaged with various is focused on the Pier 66 renovations to upgrade the terminal growth and enhancing cruise passenger experience. The Port improve the passenger experience. For example, the team travel organizations and take advantage of sales mission and to meet the demand of new larger vessels. Additionally, a will also continue to market Pacific Northwest Cruises with will address new services aimed at separating the cruise line trade show opportunities to promote air travel and Alaska market study will be conducted to determine growth potential partners in British Columbia. passenger from their luggage to increase efficiencies and allow cruising to/from Seattle. and market demand for additional homeport berth, as well as the guest to visit Seattle. an assessment to identify off-season utilization and revenue opportunities at Terminal 91 and Pier 66. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Secure one commitment for a new homeport or new cruise Fund and grow Port Valet luggage program Coordinate and conduct media and travel trade familiarization Complete Cruise Terminal Expansion Analysis product for 2019 season Revise traffic flow for Terminal 91 based on the 2017 traffic tours (minimum of 15 total) promoting air travel and cruising Participate in six or more conferences and track new study on optimal transportation circulation from Seattle Participate in at least four travel trade shows to promote Cruise & contacts Continue to test and adjust optimal passenger flow from Stay and Seattle international air service. Conduct a minimum of Conduct direct outreach to cruise companies not serving cruise ship to transportation inclusive luggage layout and six Cruise & Stay training seminars Seattle. Track minimum of 5 new contacts bus loading Obtain a minimum of $100,000 of in-kind contribution support demonstrating tourism promotion partnerships Obtain a minimum of $2,500,000 in earned media value as a result of the department's international or domestic media outreach - 18 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE STRATEGY 3 SMALL BUSINESS GROWTH AND WORKFORCE DEVELOPMENT OBJECTIVE 10 KEY METRICS INCREASE THE PROPORTION OF FUNDS SPENT BY THE PORT WITH QUALIFIED Number of Women and Minority owned businesses SMALL BUSINESS FIRMS ON CONSTRUCTION, CONSULTING, GOODS AND Percent of Port spend on Small Business SERVICES TO 40 PERCENT OF THE ELIGIBLE DOLLARS SPENT Percent of Port spend on Women and Minority owned business PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: EXPAND TRAINING AND ENGAGEMENT FURTHER BUILD A MORE VERSATILE AND ACTIVE ASSESS AND IMPLEMENT BEST PRACTICE The forecasting of future procurements will enable us to increase training and SUPPLIER BASE The Port recognizes the outstanding efforts by the City of Seattle, and others, to workshop offerings that provide essential connectivity to Port opportunities and The Port values supplier diversity. Women and Minority owned business (WMBE) increase use of WMBEs in contracting. Analysis and adoption of these practices increase the number of small business bidding on Port work. Working collaboratively and Disadvantaged business (DBE) utilization is a critical part of achieving our goals. requires careful assessment of process and policy along with an alignment of practice with other government agencies and PRIME contractors will broaden the resources The Port will take steps to increase the visibility of WMBE firms to decision making within the Port structure. New approaches and new strategies are a whole Port effort available to small businesses, improve their ability to bid on projects, strengthen their buyers and simplify the process for small firms to become vendors, contractors and involving leaders, managers and implementers, the data systems they use, and a competitiveness and increase the number of awards. suppliers. The database is designed to be a procurement tool that will allow the staff commitment to change. Establishing a process of accountability at the division level to have a line of sight into firms that are ready, able, and willing to do business with will enable success and allow for continuity of purpose. the Port. This will enable the Port to identify small businesses by skillset, develop forecast of SBE utilization, identify gaps and apply more targeted supplier outreach and development. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Strengthen PRIME to Sub-contractor engagement opportunities Publish supplier list to internal buying audience Implement key elements of the City of Seattle model Develop framework for collaboration with public sector partners Create data tracking process and conduct gap assessment Advance policy to achieve goals and process alignment Conduct 10 PortGen training workshops Establish division level goals and process for accountability Address integration of internal systems www.portseattle.org - 19 - LONG RANGE PLAN CENTURY AGENDA USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE STRATEGY 3 SMALL BUSINESS GROWTH AND WORKFORCE DEVELOPMENT OBJECTIVE 11 KEY METRICS INCREASE WORKFORCE TRAINING, JOB AND BUSINESS OPPORTUNITIES FOR LOCAL Job/Apprenticeship Placements Career Connected Learning Participation (Employers and COMMUNITIES IN MARITIME, TRADE, TRAVEL AND LOGISTICS Retention/Advancement Students) Priority Hire Utilization PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: EXPAND WORKFORCE TRAINING, JOBS AND CAREER USE PORT-OWNED FACILITIES, REAL ESTATE BUILD A TALENT PIPELINE FOCUSED ON YOUTH PATHWAYS IN PORT RELATED INDUSTRIES (MARITIME, DEVELOPMENT, AND OTHER EFFORTS TO SUPPORT CAREER DEVELOPMENT TRADE, CONSTRUCTION, TRAVEL AND LOGISTICS) FOR QUALITY JOBS AND SMALL BUSINESS OPPORTUNITIES Employers in port related sectors have an aging workforce and find difficulty LOCAL COMMUNITIES The Port is committed to creating quality jobs, small business opportunities and equity recruiting and retaining younger workers. Many youth and high school students The Port's recent workforce development investments significantly expand its role criteria for economic development projects that prioritize middle-wage industries and especially those from target populations and priority communitieslack exposure and influence in key port related sectors. Our efforts encompass a portfolio of sector- occupations. The Workforce Development and Small Business Long Range Plans actively to careers in Port related sectors and work based learning opportunities. The Port will based workforce development strategies and investments designed to meet the pursue partnerships in key sectors to promote small business and workforce growth, as well help build a talent pipeline to connect port related employers with high schools and skill and workforce needs of employers in port related sectors and, at the same time, as leverage the Port's status as an "anchor institution" for regional economic development. other education and training institutions, and youth and high school students to port create job and career pathway opportunities for workers and job seekers, including The plans leverage the Port's role as a workforce developer, employer, purchaser of goods related careers. those from target populations and priority communities. Current investments focus and services, property owner and developer, and champion of port related sectors. on airport, construction and maritime sectors and support the Port's vision of creating family wage jobs in the region by strengthening port related sectors. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Launch an airport career pathways project based on research and input from partners Recommend to the Commission a Priority Hire Requirement on major capital Expand current career awareness/exploration activities to middle schools to Implement Regional Trades Partnership strategies to support and grow a diverse projects focusing on apprenticeships, diversity and preferred entry highlight well-paying job and career opportunities in port related industries Create quality jobs/equity criteria for the Port's economic development projects, Target and award internship opportunities to local youth, including those from construction workforce with priority given to those targeting middle wage industries and occupations disadvantaged communities, through partnerships with regional youth serving Complete Maritime Career Pathways analysis and explore models for implementation Develop plan to increase the Port's utilization of internal apprentices consistent with the Port's external apprenticeship goals organizations Support the development of a Maritime Skills Center including pathways to post- Develop an implementation strategy and evaluate real estate options for Expand employer partnerships with career and technical education programs within secondary credentials maritime and food manufacturing incubators the schools to strengthen career connected learning in port related industries - 20 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT STRATEGY 4 IN NORTH AMERICA OBJECTIVE 12 KEY METRICS Annual energy use from natural gas, electricity, and liquid fuels (e.g., MEET ALL INCREASED ENERGY NEEDS THROUGH CONSERVATION AND gasoline) in Million British Thermal Units (MBTU) RENEWABLE SOURCES PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: DEVELOP AN INTEGRATED ONE-PORT PURSUE RENEWABLE NATURAL GAS DEPLOY SOLAR ENERGY PROJECTS IMPLEMENT ENERGY EFFICIENCY BASELINE OF ENERGY USE (RNG) FROM A SOURCE IN WASHINGTON The Port is on track to make recommendations to Commission PROJECTS The Port is largely on track to meet this objective. Both the STATE OR THE PNW REGION regarding the use of solar panels at both seaport and airport The Port analyzed costs/benefits and obtained funding to airport and seaport are requesting the resources needed, such The Port has conducted extensive research into finding sources of locations. The airport recently completed an analysis of complete the Stage 3 Mechanical Energy Conservation project as staff and metering, to fully evaluate energy use on a port- RNG, and is currently holding discussions with a landfill in Pierce solar panels at locations on airport property as well as at the airport. Similarly, the Port is installing light-emitting wide basis. Challenges include lack of sufficient metering at County to purchase RNG from the facility. However, the facility offsite locations in eastern Washington. The Port is currently diode (LED) lighting at facilities throughout seaport locations. multiple facilities but this is being addressed through metering requires a 10-mile pipeline in order to connect the gas to the main evaluating the efficacy of installing panels at these locations Preliminary carbon reduction estimates indicate Stage 3 initiatives at both locations. Requests have been included in the natural gas pipeline, and this could cause significant delays for and comparing the costs and benefits to other carbon reduction Mechanical carbon reduction of approximately $300 per ton. proposed 2018 budget. the project. The Port is also undertaking additional research to strategies. The Port is currently installing solar panels at No carbon reduction estimates are currently available for LED determine if other facilities could be available that would provide Fishermen's Terminal. Preliminary estimates suggest carbon lighting projects. The Port is on track to complete these energy a source of RNG. Preliminary findings indicate carbon reduction reduction from photovoltaic at the airport could range from 50 efficiency projects over the next two years. from RNG could range from 50 to 70% over 2005 levels at a cost of to 936 tons per year, with costs ranging from $9,000 to $13,000 approximately $200 to $400 per ton of GHG reduced. per ton of greenhouse gas (GHG) reduced. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Develop an Aviation division metering plan for the installation Evaluate costs to install and operate scrubber technology, Implement Commission direction pertaining to Aviation Implement Stage 3 Mechanical Initiative at the airport and networking of new and existing meters, common data install pipelines, and total project financing to source RNG Division solar projects Begin design on lighting projects for airport terminal storage locations, and software to access and analyze data Continue to negotiate with developer(s), as appropriate, to Evaluate data and results from Maritime division solar Implement Fishermen's Terminal smart metering plan Develop a Maritime division plan to install nine smart meters bring forward a proposed agreement to senior management demonstration project and determine the feasibility of Upgrade lighting at Bell Street Parking Garage at Fisherman's Terminal, as recommended in the 2017 energy and Commission future implementation audit, for both tenant and Port-owned spaces Department of Commerce Grant is pending for Identify Port-wide common elements for the metering plans Pier 69 solar while tailoring them for maritime and aviation facilities, as appropriate www.portseattle.org - 21 - LONG RANGE PLAN CENTURY AGENDA BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT STRATEGY 4 IN NORTH AMERICA OBJECTIVE 13 KEY METRICS Aviation: percentage of acres treated MEET OR EXCEED AGENCY REQUIREMENTS FOR STORMWATER Maritime: conveyance rehabilitation- percentage of linear feet completed LEAVING PORT-OWNED OR OPERATED FACILITIES PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: IMPLEMENT STORMWATER UTILITY DEVELOP GREEN STORMWATER INFRASTRUCTURE (GSI) COMPLETE INSPECTIONS AND MAINTENANCE OF The Stormwater Utility in the Maritime Division will collect funds from Port AND RAINWATER CAPTURE STORMWATER POLLUTION PREVENTION FACILITIES TO properties and tenants, and invest in stormwater system cleaning, assessment, repair, The Port will develop and implement guidance for GSI on Port properties. This ENSURE EFFECTIVENESS rehabilitation and other improvements. These activities will improve the function of guidance will be used to identify appropriate measures to comply with low impact The Port will proactively manage the stormwater programs to increase success of the stormwater system and water quality. development requirements, meet Salmon-Safe certification standards, and incorporate prevention practices across industrial, municipal, maritime and aviation facilities, sustainable stormwater practices in future development. and identify opportunities for improvement. Stormwater programs will be advanced through comprehensive illicit discharged inspections, best management practice inspections and maintenance, and Port and tenant facility inspections. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Complete assessment of 75% of Maritime stormwater infrastructure Construct rainwater harvesting system tanks as part of the ongoing the North Complete stormwater pollution prevention plan inspections for 20% of Complete rehabilitation of 18% of Maritime stormwater infrastructure Satellite Airport renovation; the system will be fully constructed in 2021 along Maritime properties and 30% of Airport tenant facilities with completion of the renovations Complete field screening of at least 20% of Maritime stormwater infrastructure Complete technical, regulatory and cost assessment of deep infiltration to to detect illicit discharges and connections implement GSI at the Airport Complete wet and dry weather illicit discharge inspection on all Airport outfalls Complete two Maritime stormwater improvement/green infrastructure Complete operation and maintenance inspections for 100% of Maritime and projects at parks or public access areas as part of the Salmon-Safe Airport stormwater facilities (e.g., catch-basin, detention pond, and bioswales) certification program Identify and evaluate feasibility of as least two more Maritime stormwater improvement/green stormwater improvement/green infrastructure projects - 22 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT STRATEGY 4 IN NORTH AMERICA OBJECTIVE 14 KEY METRICS Particulate Matter (PM) 2.5 Emissions (metric tons)/ (percentage reduced) REDUCE AIR POLLUTANTS AND CARBON EMISSIONS, SPECIFICALLY: Scope 1 and 2 emissions, which are direct greenhouse Scope 3 emissions, which are emissions the Port has Diesel PM Emissions (metric tons)/(percentage reduced) gas (GHG) emissions from Port owned or controlled influence over, not direct control, shall be 50 percent Port GHG Emissions (metric tons)/(percentage reduced) sources, shall be 15 percent below 2005 levels by 2020; below 2007 levels by 2030 and 80 percent below 2007 50 percent below 2005 levels by 2030; and carbon levels by 2050 neutral or carbon negative by 2050 PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: PROVIDE AVIATION BIOFUELS SOURCE RENEWABLE NATURAL GAS IMPLEMENT NORTHWEST PORTS CLEAN OPTIMIZE PORTFOLIO PARK AND (AIRPORT JET FUEL) In addition to sourcing renewable natural gas (described in AIR STRATEGY (NWPCAS) HABITAT RESTORATION SITES TO The Port is continuing to work collaboratively with airline Objective 12), the Port is evaluating carbon and particulate A key component of this strategy is to conduct a SEQUESTER GHGS partners to create market incentives aimed at reducing the price emission reductions through greening our fleet. More comprehensive emissions inventory of the carbon and As a function of the PORTfolio line of business, land assets may of aviation biofuels. In 2016, the Port finished its initial study specifically, the airport is evaluating the costs and benefits of particulate matter associated with marine vessels operating in be leveraged to capture GHG reduction benefits, benefits (i.e., on infrastructure needed to accommodate biofuels at Sea-Tac converting the airport's fleet of compressed natural gas buses the Puget Sound area. This work is currently underway. "carbon offsets") associated with carbon sequestered in soils, Airport, and in 2017 completed its initial study on potential to electric. Preliminary estimates suggest carbon reduction sediments, biota and vegetation. Riparian, emergent marsh, financial options that could be used to pay down the incremental costs of approximately $400 per ton. The Port is on track mudflat and shallow subtidal habitats are surprisingly effective cost of aviation biofuels. In 2018, the Port will continue to for this work and expects to present initial findings to the at removing carbon from the atmosphere. These benefits collaborate with airline partners to conduct a more in-depth Commission in Q4 2017 or Q1 2018. can be scaled and enhanced to help lower the Port's net GHG evaluation of those financial options. emissions over time. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Finalize financial analysis to determine options to reduce Evaluate costs to install and operate scrubber technology, Complete the Port Draft Fuel Efficiency Plan for Port Complete baseline analysis to determine GHGs sequestered the incremental cost of fuel install pipelines, and total project financing to source RNG operations in existing PORTfolio habitat sites and parks Work with business partners to develop a corporate Continue to negotiate with developer(s), as appropriate, to Meet with cruise terminal operators to discuss and Assess potential for future GHG offsets through habitat program, as appropriate bring forward a proposed agreement to senior management implement cargo handling equipment fuel efficiency plans restoration and strategic land management and Commission Incorporate clean construction practices identified in the NWPCAS into Port design review procedures that are being updated as part of the Energy and SustainabilityResolution; these include idle reduction and stringent (Tier 4) engine emission requirements www.portseattle.org - 23 - LONG RANGE PLAN CENTURY AGENDA BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT STRATEGY 4 IN NORTH AMERICA OBJECTIVE 15 KEY METRICS Remediation of contaminated sites ANCHOR THE PUGET SOUND URBAN INDUSTRIAL LAND USE TO PREVENT Industrial land (acres) SPRAWL IN LESS DEVELOPED AREAS PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: IMPLEMENT CLEAN-UP PROJECTS ACROSS THE PORT ADVOCATE FOR POLICIES AND PROJECTS THAT ENHANCE KEY PARTNERSHIPS The Port has, as part of its ongoing and future operations, bought properties with a long SUPPORT INDUSTRIAL USES Leveraging resources with key partners is important to support the Century Agenda history of heavy industrial use, most of which have some environmental contamination In order to meet this Century Agenda goal, the Port will work with the City of Seattle objective of anchoring Puget Sound urban industrial land use to prevent sprawl. from past use. The goal is to clean up these properties for current and future proposed to advocate for industrial land use regulations in the City's Comprehensive Plan Efforts are ongoing to build coalitions across the aviation and maritime industries to uses at the sites. Update and in City land use codes that support a growing maritime business and support urban industrial land uses. Most of these sites are being cleaned up under legal agreements with state of related industries. Washington's Department of Ecology or the US Environmental Protection Agency. The Port has completed several remediation projects and continues to make progress with remediation projects that clean up industrial land and keeps industrial businesses thriving. A number of the sites have moved into long-term monitoring following cleanup (Terminal 91 uplands, Terminal 5, Harbor Island and Terminal 117), some are still in the investigation phase (Terminal 115 North, Terminal 91 sediments, Lower Duwamish Waterway and East Waterway) and some are in active cleanup (Lora Lakes, Terminal 30). 2018 MILESTONE 2018 MILESTONES 2018 MILESTONE Complete at least two regulatory milestones (e.g., complete remedial Continue to advocate for Maritime and Maritime Industrial uses through the Continue to work with Washington Maritime Federation, Manufacturing investigations, obtain regulatory approval, etc.) per year for the Port's formal Mayor's Industrial Lands Advisory Panel and involvement in other City of Seattle Industrial Council, North Seattle Industrial Association and others to maintain cleanup sites land use and planning issues coalitions to support and advocate for industrial uses Advocate for the industrial base and freight mobility during the city's process to site a new arena - 24 - 2018-2022 Long Range Plan LONG RANGE PLAN CENTURY AGENDA BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT STRATEGY 4 IN NORTH AMERICA OBJECTIVE 16 KEY METRICS RESTORE, CREATE, AND ENHANCE 40 ADDITIONAL ACRES OF HABITAT IN THE Acres of habitat restored, created and enhanced GREEN/DUWAMISH WATERSHED AND ELLIOTT BAY PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: CONSTRUCT 13 ACRES OF HABITAT AT CONSTRUCT 7 ACRES OF HABITAT AT CONSTRUCT ADDITIONAL HABITAT CREATE COMMUNITY ENVIRONMENTAL TERMINAL 117 TERMINAL 25 SOUTH PROJECTS IN THE LOWER DUWAMISH STEWARDSHIP OPPORTUNITIES The Port has undertaken extensive public outreach associated The Terminal 25 South project is a valuable opportunity to The Port will develop an Umbrella Mitigation Banking The Port's environmental engagement strategy includes with the Terminal 117 project and has received enthusiastic establish critical habitat in the East Waterway, which is an Agreement under which other potential restoration actions can increasing and enhancing engagement practices to partner support from the community, resource agencies, and Tribes. important migratory corridor for salmon. Recently, Terminal occur and be credited appropriately. To that end, the Port has with surrounding communities to achieve Port sustainability At present, the design is 90% complete and local, state, and 25 project concepts were presented to agencies and Tribes and begun researching environmental and concept design work and environmental goals. The Port will use the Airport federal permits are pending. The project team is working were met very favorably. for several potential high-value restoration sites. These sites Community Ecology Fund to create stewardship opportunities towards breaking ground in 2018. are part of a growing portfolio of important fish and wildlife that benefit environmental and ecological attributes in nearrestoration projects being undertaken by the Port. Airport communities. Ongoing relationships with community partners and non-profits will be strengthened through Duwamish Valley cleanup and environmental projects. 2018 MILESTONE 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Begin construction of the Terminal 117 habitat Complete sediment sampling and analysis to support the Prioritize candidate sites for inclusion in a Draft Mitigation Distribute Airport Community Ecology Fund grants to community Comprehensive Environmental Response, Compensation, Banking Prospectus partners to enhance environmental stewardship in near-airport and Liability Act (CERCLA) coordination Submit Draft Prospectus to the US Army Corps of Engineers communities through projects, events, and activities Submit permit applications Continue to celebrate maritime habitat restoration work along the Duwamish River at the bi-annual "Duwamish Alive!" work parties, the Duwamish River Festival, and other community events www.portseattle.org - 25 - LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION STRATEGIES AND OBJECTIVES STRATEGY 1 STRATEGY 2 STRATEGY 3 STRATEGY 4 STRATEGY 5 INCREASE CUSTOMER ELIMINATE WORKPLACE ACT AS ONE PORT BECOME A MODEL FOR FOSTER EMPLOYEE SATISFACTION INJURIES WORKPLACE EQUITY, DEVELOPMENT AND DIVERSITY AND INCLUSION LEVERAGE TALENT Objectives Objectives Objectives Objectives Objectives 1. Improve customer 3. Reduce Port preventable 5. Strengthen the culture 7. Increase management 10. Develop our employees' service and public injury rate and and act as an accountability for equity, capabilities engagement severity rate organization with a diversity and inclusion shared vision 11. Foster awareness of 2. Improve process 4. All managers lead 8. Increase % of employees Port-wide talent e ciencies and safety performance 6. Increase Port-wide who agree that the Port e ectiveness is committed to equity, common and diversity and inclusion standardized language, business processes, 9. Increase awareness technology tools, internally and actively and measures share equity, diversity and inclusion programs externally - 26 - 2018-2022 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION INCREASE CUSTOMER SATISFACTION STRATEGY 1 OBJECTIVE 1 KEY METRICS Airport Service Quality (ASQ) scores Maritime Customer Satisfaction IMPROVE CUSTOMER SERVICE AND PUBLIC ENGAGEMENT J.D. Power Survey International Survey Scores Gateway Performance Scores Public Awareness Scores and Response Rate PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: EXECUTE THE AIRPORT'S MULTI-LAYERED CUSTOMER UTILIZE SYSTEM TO TRACK & IMPROVE EXTERNAL CONDUCT PUBLIC AWARENESS & SERVICE PLAN APPROACH CUSTOMER SATISFACTION FOR CORPORATE ENGAGEMENT SURVEY PROPERTIES AND MARITIME The airport is focused on several key priority areas to improve the To better understand public perception, the Port conducted a Airport Service Quality scores (ASQ) score as one of the key metrics In order to improve customer satisfaction, the Maritime and county-wide survey in spring 2016 that provided a baseline. In for this objective. These areas include: airport restroom cleanliness, Economic Development divisions are using a customer satisfaction addition, focus groups conducted in summer 2016 probed the security checkpoint queue wait times, airport signage and measurement program to conduct surveys annually for landside and survey results and additional focus group research was conducted wayfinding master plan, and terminal technology and connectivity. waterside customers. to inform the SAMP process. Results indicated an opportunity to In addition, the lower and upper drives customer service levels, improve knowledge of opportunities or activities at the Port among airport taxi wait times, and J.D. Power Survey international gateway audiences including those new to King County, women and adults performance scores will be measured for this objective. under age 50. 2018 MILESTONES 2018 MILESTONE 2018 MILESTONES Develop service standards for appearance, employee engagement, and staff Conduct 2018 maritime annual survey Conduct update of 2016 county-wide public perception survey knowledge Analyze 2018 maritime survey results and identify areas of improvement Analyze 2018 county-wide public perception survey and determine progress on Develop and adopt airport-wide customer service recognition program public awareness of the Port Implement airport-wide customer experience training www.portseattle.org - 27 - LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION INCREASE CUSTOMER SATISFACTION STRATEGY 1 OBJECTIVE 2 KEY METRICS Aviation Maintenance service Certified Lean Specialists IMPROVE PROCESS EFFICIENCIES & EFFECTIVENESS request on-time completion rate CPO on-time completion rate Marine Maintenance service request on-time completion rate PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: DEVELOP PROCEDURES, POLICIES, DEVELOP INFRASTRUCTURE TO SUPPORT CPI CONDUCTED AT KEY AREAS AT THE EXECUTE PROCUREMENT EXCELLENCE AND TOOLS TO MANAGE INTERNAL CONTINUOUS PROCESS IMPROVEMENT PORT OF SEATTLE PLANS CUSTOMER SATISFACTION (CPI) EFFORTS AND PROMOTE A PORT This action aims to develop and streamline the Port internal In 2016, CPO launched a Port-wide supported effort, with Internal customer is defined as a Port department providing CULTURE EMBRACING LEAN customer satisfaction measurement process through the consulting support, to identify opportunities to increase service to another Port department. It is critical to measure The Port has challenged the organization to respond to an initiatives of continuous process improvement, prioritizing efficiency and effectiveness of our existing procurement operational performance and quality across the Port through unprecedented rate of growth with new levels of efficiency the following key service groups and processes: Aviation processes, systems and capabilities. Over the next years, the metrics as well as develop standards to measure internal and effectiveness. By engaging employees in reengineering Maintenance, Airport Operations, Capital Development, Port is committed to implementing a set of four Procurement customer satisfaction that support the continuous process processes and reducing waste, the Port of Seattle can: (1) Marine Maintenance, Central Procurement Office (see below Principles: improvements. Key internal customer service groups include streamline work and gain capacity to support growth and (2) Priority Action), the Commission Review Process, and Cruise Principle 1: Procurement supports our values Aviation Maintenance (AVM), Maritime Maintenance use these efficiency gains to free up resources, which can be reinvested. To achieve operations excellence with a culture Operations. These initial areas will serve as a model to learn Principle 2: Procurement processes emphasize customer (MM), Human Resources & Development, Information & embracing lean, the Port is developing the infrastructure such from and in the future to apply to all departments at the Port. service Communications Technology, Project Management Groups, and that more lean training and education is available, more CPI Principle 3: Procurement is about planning ahead and Central Procurement Office (CPO). AVM and MM service request projects are planned and executed, and achieve a future state working collaboratively on-time completion rates as well as CPO on-time completion where CPI is linked to performance management. The number of Principle 4: Procurement should be grounded in rigorous and rates are key metrics measured for this objective. certified Lean specialists is a key metric for this objective. transparent decision-making. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Establish AVM service request on-time completion metric Create a formal Port of Seattle Lean Specialist certification Complete five Aviation baggage and passenger flow process Evaluate CPO service directive and service directive and target, compare actual versus target, and identify areas program improvement events modification processes and identify areas for for improvement Certify five Port employees as Lean Specialists Create visual systems in Aviation and Maritime Divisions to improvement Establish MM service request on-time completion metric prioritize and track improvements Pilot the Quality Jobs initiative in Q1 2018 that improves and target, compare actual versus target, and identify areas elements of the Purchasing process for improvement - 28 - 2018-2022 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION ELIMINATE WORKPLACE INJURIES STRATEGY 2 OBJECTIVE 3 KEY METRICS Occupational Injury Rate (OIR) Hazard and Near Miss reporting a REDUCE PORT PREVENTABLE INJURY RATE AND SEVERITY RATE injuries occurring at work that require leading indicator that underscores medical treatment prevention of workplace injuries Days Away Restricted or Transferred (DART) rate - injuries occurring at work that require days away from work PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: EXPAND SAFETY SOLUTION TEAMS THROUGHOUT THE MINIMIZE OCCUPATIONAL HAZARDS EARLY IN THE USE TECHNOLOGY TO LEVERAGE SAFETY PORT DESIGN PROCESS ENGAGEMENT Bolster employee engagement by providing meaningful training to ensure "Safety by Design" is a concepta way of thinkingthat is translated into a Mobile applications that combine social technology, gamification and data-driven compliance as well as motivate safety behaviors. Provide an opportunity for process that effectively addresses hazards and risk in the design process. There is insights can improve employees' understanding of and engagement with workplace employees to have a voice in safety improvement by utilizing the LEAN 8-step a correlation between quality management and safety through design principles. safety. Health and Safety has introduced several mobile apps for reporting injuries, problem model. This model has been successfully implemented in Aviation The same system design and continuous improvement processes that ensure that a near misses and tracking observations as well as creating online safety training Maintenance and Landside Operations. The team analyzes injury data, observes product meets quality, cost and completion time expectations will also ensure that requirements over the last few years. This work will expand in 2018. operations, determines point of cause, creates countermeasures, and evaluates safety expectations for maintaining facilities and systems are met. Health and Safety effectiveness of countermeasures and integration of new process or methods to will partner with design review teams and Project Management Team to ensure that reduce workplace injuries. We will expand this model to other organizations in 2018. safety specifications are adhere to, and hazards are eliminated during the design All new Safety Solution teams will participate in 8-step problem solving training. process, and work with functional maintenance staff that participate in the project scope of work and design review. 2018 MILESTONE 2018 MILESTONE 2018 MILESTONE Develop countermeasures to reduce workplace injuries Identify potential hazards on 50% of Capital Projects and provide a story/example Create a Safety Innovation team to explore safety technology enhancements on how this collaborative work leads to minimizing or eliminating hazards with and pilot one safety innovation concept the ongoing maintenance of a completed project/facility www.portseattle.org - 29 - LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION ELIMINATE WORKPLACE INJURIES STRATEGY 2 OBJECTIVE 4 KEY METRICS ALL MANAGERS LEAD SAFETY PERFORMANCE Yearly Safety Evaluation scores meet or exceed 95% PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: ANNUAL SAFETY EVALUATION PROCESS BEHAVIOR BASED SAFETY SAFETRACK SAFETY PERFORMANCE RECOGNITIONOBSERVATION PROGRAM SAFETY INNOVATION AWARD Operation workgroups/departments will participate in Annual Safety Evaluation. The evaluation measures how well organizations perform SafeTrack is a safety observation training program that teaches The key to fostering a strong safety culture is recognizing safety in several accident-prevention leading indicators, such as leadership, employees how to observe a co-worker performing job tasks and improvement in work locations. Consistent feedback and team hazard and near miss reporting, job hazard analysis, safety training deliver meaningful, positive reinforcement for working safely as recognitions at all levels will be communicated throughout the completion, safety committees, worksite inspections, providing well as recording and tracking observations. This is fundamental to organization. Recognizing employees for safety improvement is an transitional duty for injured workers, and leadership accountability. enhancing the safety culture at the Port. With training completed extremely powerful message to the recipient, their work team and Any deficiencies noted in the evaluation process will be included in 2017, observation data will provide an opportunity to further other employees through the grapevine and formal communication in the next year's Safety Action Plan. The Port will complete 2017 address at risk behaviors. Health and Safety will champion Port channels. This action builds a strong safety culture. Establish criteria Performance Evaluation and create a 2018 Safety Action Plan for all wide engagement with field observations, track observations and of Safety Innovation and Performance Improvement Award with operation organizations. documentation of hazard and near miss reports. input from Port leaders and Safety Solution teams. 2018 MILESTONE 2018 MILESTONE 2018 MILESTONE 75% of organizations completing the Safety Evaluation achieve a score of 95% 75 employees trained as SafeTrack Observers Select Innovation Award recipient and recognize them at the 2019 Annual Safety or higher Leaders Meeting - 30 - 2018-2022 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION ACT AS ONE PORT STRATEGY 3 OBJECTIVE 5 KEY METRICS STRENGTHEN THE CULTURE AND ACT AS AN ORGANIZATION WITH A Percentage of employees who agree that the Port of Seattle acts as an organization with a shared vision SHARED VISION Percentage increase toward ideal culture PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: PRIORITY ACTION 4: INCREASE PORT LEADERS' IMPROVE THE UTILIZATION OF ENGAGE ALL EMPLOYEES FOR "BE THE ADDRESS CENTERS OF EXPERTISE COMPETENCIES IN CREATING THE PERFORMANCELINK WHICH CHANGE" STRUCTURE TO MORE EFFECTIVELY DESIRED CULTURE AND MEASURE IF WE FACILITATES STRATEGIC ALIGNMENT OF With committed leadership, we are now working to take Be SUPPORT THE LINES OF BUSINESS ARE ACHIEVING IT ORGANIZATIONAL PRIORITIES THROUGH the Change, a Port-wide program to improve overall culture, The Port of Seattle has implemented a new organizational In 2015, we administered an organization culture inventory PERFORMANCE MANAGEMENT to the next level and further engage employees in making structure in 2016 that utilizes Centers of Expertise. Centers of assessment and introduced important culture change In 2016, the organization implemented a new performance improvements to Port culture. Expertise are teams that provide leadership, expertise, policy concepts to help the Port achieve its long term aspirations, management process which encourages all individual leader and and strategic direction for a given area of focus. Implementing and in particular, the Century Agenda. The Port is using the employee goals to be linked to business objectives directly or through Centers of Expertise include such actions as defining their results of that assessment to equip leaders with a variety of their manager's performance goals. This process facilitates the vision, mission, strategies and metrics, clarifying roles and initiatives that support positive culture change. The initiatives discussion about organizational priorities and alignment between responsibilities internally and with the operating divisions those priorities and the individual employee's performance goals. are intended to support innovation, celebrate achievements, and identifying process improvement opportunities. There is a The new performance management process also requires quarterly as well as identify opportunities for improvement and need for further refinement and Port-wide awareness of these check-ins which allow for further opportunities to align actions. collaboration. Centers of Expertise. Further refinement and training is necessary for employees and the organization to realize the full potential of this resource. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Administer Port-wide employee engagement survey every Upload Port-Wide Goals into ePerformance prior to annual Review "Lessons Learned" from the Incentive Pay Program Baseline all Centers of Expertise to ensure vision, mission, two years to assess effectiveness of efforts since baseline Performance review kick off (The timing is dependent on the and assess options of a Port-wide reward/ recognition strategies and metrics, clarifying roles and responsibilities survey administered, and adjust accordingly Commission to provide approval to the Port-wide Goals) program have all been fully defined and published. Some are more Administer Port-wide Pulse survey every 6 months to provide Assess the percentage of Port-Wide Goals mapped and Assess Lessons Learned of the Aviation Innovation mature than others visibility into progress and employee engagement efforts unmapped to employee Performance Objectives Develop tools and resources that encourage innovation and Implement tools and training to address gaps identified in Accelerator and scale for cross-Port innovation Address key findings in the 2017 Learning Needs new ideas at the Port mapping assessments Continue with annual Port-wide Innovation Awards Assessment and deliver 3 new programs/trainings to Train managers to translate and map Port goals from meet the needs identified by end of Q4 organizational to individual goals www.portseattle.org - 31 - LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION ACT AS ONE PORT STRATEGY 3 OBJECTIVE 6 KEY METRICS INCREASE PORT-WIDE COMMON AND STANDARDIZED LANGUAGE, Number of processes that are Percentage performance plans that standardized and implemented link goals to organizational goals BUSINESS PROCESSES, TECHNOLOGY TOOLS, AND MEASURES Percentage of departments that through e-Performance system have identified key processes for standardization PRIORITY ACTION 1: PRIORITY ACTION 2: PRIORITY ACTION 3: IMPLEMENT OPERATIONS EXCELLENCE THROUGH DEVELOP A COMMON PORT-WIDE CONTINUITY OF ONE-PORT EFFORT TO IMPROVE THE END-TO-END STANDARDIZED PROCESSES, TOOLS, AND SYSTEMS OPERATIONS PLAN (COOP) CRUISE PASSENGER EXPERIENCE USED PORT-WIDE Consolidate Port COOP plans into a single integrated "One-Port" Continuity of In order to achieve the Century Agenda, the Port aligned the internal strategy For the Port, operations excellence is defined as doing the right work with the least Operations Plan that will maximize the Port's ability to recover from emergencies of achieving a "one-port" cruise customer experience through the application of cost, delivered efficiently and with highest quality, safely and together. This means and sustain a stable business-continuity environment for its employees, tenants, and continuous process improvement. In partnership with the Cruise Stakeholders team building quality into the process, working collaboratively across divisions, and customers. (referenced in CA Objective 9, Page 18), this action aims to streamline the end-to-end recognizing and rewarding value added work. The Port will develop and implement a Cruise Operations process to enhance the cruise passenger experience and increase Port-Wide plan to assess number of key organizational processes to be standardized, customer satisfaction (Reference in HPO Objective 1, Page 27). Additionally this prioritize processes and set target for number to standardize and implement per year. priority action will improve process efficiencies (capacity, operations cost, lead time) Additionally, the Port will establish a best practices system for the organization to use and strengthen the collaborative support from external stakeholders and business as a reference for ideas to apply to teams, projects, and processes all across the Port. partners. 2018 MILESTONES 2018 MILESTONES 2018 MILESTONES Departments will define key processes that should be considered for evaluation Implement COOP document storage on Port mobile devices and clear hosting Renew Port Valet luggage program for 2018 complimentary airline check in as a Port-wide standard. Identify departments that would be key collaborators/ location on Compass/ SharePoint and luggage service for guests using Bags, Inc. Revise based on 2017 experience adopters Conduct departmental training on new COOP, implementation and use Revise traffic flow for Terminal 91, based on traffic study in the 2017 season - Study to Further develop and publish Port branded templates (i.e. policies, standard Validate training via exercises to affirm knowledge, skills and abilities determine optimal transportation circulation area inclusive of taxi, TNC and POV lanes operating procedures, etc.) Traffic patterns have also changed with implementation of the Port Valet program in 2017 ICT and AVM to collaborate and identify key system management processes that Continue to test and adjust optimal passenger flow from cruise to transportation can be standardized Initial testing will occur in 2017 season, and will include luggage layout Define Operational Excellence and assess options to promote operational and bus loading. Both luggage volume and use of buses has changed with excellence as a standard implementation of the Port Valet program in 2017 - 32 - 2018-2022 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION BECOME A MODEL FOR WORKPLACE EQUITY, DIVERSITY STRATEGY 4 AND INCLUSION OBJECTIVE 7 KEY METRICS Percentage of Divisions (Aviation, and inclusion efforts (Employee INCREASE MANAGEMENT ACCOUNTABILITY FOR EQUITY, DIVERSITY AND Economic Development, and Resource Groups, Diversity and INCLUSION Maritime) and Corporate Departments Development Council, and/or that include equity, diversity and Learning Opportunities) inclusion in their strategies or Percentage of 1. all employees, 2. by objectives. PRIORITY ACTION 1: race and 3. by gender who agree that Percentage of the ED's Direct Reports/ the Port of Seattle is committed to DEVELOP AND IMPLEMENT A PORT OF SEATTLE MODEL OF EQUITY, DIVERSITY AND INCLUSION members of the Executive Leadership equity, diversity and inclusion The Port of Seattle will join a number of public agencies and professional sectors in identifying a set of operating principles and practices addressing equity, Team that sponsor equity, diversity diversity and inclusion. After a review of models in use by other organizations, Port leadership will engage Port employees and community partners via an advisory group in developing and finalizing a model for implementation. 33 2018 MILESTONE Integrate results of community engagement survey into Port of Seattle budget process www.portseattle.org - 33 - LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION BECOME A MODEL FOR WORKPLACE EQUITY, DIVERSITY AND STRATEGY 4 INCLUSION OBJECTIVE 8 KEY METRICS INCREASE THE PERCENTAGE OF EMPLOYEES WHO AGREE THAT Percentage of 1. all employees, 2. by race and 3. by gender who agree that the Port is committed to equity, diversity and inclusion THE PORT IS COMMITTED TO EQUITY, DIVERSITY AND INCLUSION PRIORITY ACTION 1: ENGAGE EMPLOYEE RESOURCE GROUPS IN CONTRIBUTING TO PORT INTERNAL AND EXTERNAL EQUITY, DIVERSITY AND INCLUSION EFFORTS Employee Resource Groups are important representatives of segments of the Port workforce and the King County population. The Port will create forums for the voices of Employee Resource Groups to be heard and to hear directly from Port leaders. In doing so, Employee Resource Groups will contribute building an environment that encourages courageous dialogue, critical thinking, taking risks and inclusion of difference. The Port will work with Employee Resource Groups to build relationships with King County's diverse communities. These relationships will enable the Port to understand and navigate obstacles to equity, diversity and inclusion that may inhibit the Port from realizing its mission and goals. 2018 MILESTONE Document and execute practices for engaging Employee Resource Groups in contributing to the Port strategy, objectives, and goals Develop three new strategic relationships between targeted communities of color and the Port Complete four Employee Resource Group/Executive Leadership Team forums on equity, diversity and inclusion at the Port - 34 - 2018-2022 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION BECOME A MODEL FOR WORKPLACE EQUITY, DIVERSITY STRATEGY 4 AND INCLUSION OBJECTIVE 9 KEY METRICS INCREASE AWARENESS INTERNALLY, AND ACTIVELY SHARE EQUITY, 10% increase in articles posted in the Port 10% increase of free (e.g., news stories/ e-newsletter, "Connections," related to social media posts) and paid media DIVERSITY AND INCLUSION PROGRAMS EXTERNALLY equity, diversity and inclusion placements (e.g., advertisements) related to 10% increase of unique visits to website equity, diversity and inclusion pages related to equity, diversity and inclusion PRIORITY ACTION 1: TELL THE PORT'S EQUITY, DIVERSITY AND INCLUSION STORY Public Affairs and Human Resources will create robust equity, diversity and inclusion content for the Port's internally and externally facing websites and social media. Public Affairs will continue to promote the Port with no-cost media placement and explore paid placement. Public Affairs will continue to survey the community to gauge awareness of the Port's commitment to equity, diversity and inclusion and refine communications strategy as data becomes available. 2018 MILESTONES Conduct a survey to gauge awareness of the Port's commitment to equity, diversity and inclusion Establish capacity to produce Port publications in three languages other than English www.portseattle.org - 35 - LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION FOSTER EMPLOYEE DEVELOPMENT AND LEVERAGE TALENT STRATEGY 5 OBJECTIVE 10 KEY METRICS DEVELOP OUR EMPLOYEES' CAPABILITIES Percentage of executive team Percentage of employees who leaders that have documented agree that their manager supports succession plans for their their job/professional development leadership teams and key positions Percentage of employees who agree that they are confident they can achieve their job/long-term career objectives at the Port PRIORITY ACTION 1: PRIORITY ACTION 2: DEVELOP EMPLOYEES AT ALL LEVELS OF THE ORGANIZATION TO SUPPORT GROWTH, DEVELOP AND IMPLEMENT A LABOR RELATIONS STRATEGY TO INCREASE THE IMPROVE ENGAGEMENT AND JOB SATISFACTION AND ENSURE ORGANIZATIONAL NUMBER OF REPRESENTED EMPLOYEES WITH DEVELOPMENT PLANS AND SUSTAINABILITY PARTICIPATE IN DEVELOPMENT ACTIVITIES Career satisfaction and job development are key drivers of employee engagement and impact organizational performance Labor Relations with Human Resources will determine a method for recording and implementing development plans. They will and sustainability. The Port will take a strategic approach to development through an organizational assessment of learning work to remove barriers to participation in development activities. Such a strategy would include manager and foreman education and development needs across the organization and at all levels, provide the key development opportunities identified in the and employee outreach and education and an evaluation of results and methods. assessment, continue implementation of workforce and succession planning, and provide ongoing leader and management development. 2018 MILESTONES 2018 MILESTONES Address key findings in the 2017 Learning Needs Assessment and deliver 3 new programs/trainings to meet the needs Implement development plans to support three additional units by end of Q3 identified by end of Q4 Deliver development opportunities in two innovative ways by end of Q2 to reach employees who find it challenging to Develop succession plans with 3 additional executives for their leader teams as well as other key positions by end of Q4 attend our regularly scheduled development sessions such as location, schedule and timing - 36 - 2018-2022 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION FOSTER EMPLOYEE DEVELOPMENT AND LEVERAGE TALENT STRATEGY 5 OBJECTIVE 11 KEY METRICS FOSTER AWARENESS OF PORT-WIDE TALENT Percentage of non-represented Port employees contributing to skills bank Percentage of job families that have visible career paths PRIORITY ACTION 1: PRIORITY ACTION 2: CREATE A PORT-WIDE TALENT BANK CREATE MORE VISIBLE CAREER PATHS Leverage Human Resources information systems to make talent data more accessible. Design and implement a talent bank web- There are many paths to expand employee's career and job opportunities across and through the Port of Seattle. The Port will platform in which managers and employees can collaborate as well as share and exchange knowledge and skills. identify and communicate the essential functions of positions, as well as the knowledge, skills and abilities needed to be successful in those jobs. In addition, the Port will explore and make visible possible ways to prepare for them. 2018 MILESTONE 2018 MILESTONES Implement talent bank web-platform by end of Q3 Post, for all employee access, current job family matrices and those developed in 2018 as well as job postings by end of Q4 Deliver one Port-wide program for employees to learn, in real time, about other Port jobs, their accountabilities, requirements and career path, such as internal career fair, job shadow opportunities and "Ask Me About My Job" day by end of Q3 www.portseattle.org - 37 -
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