Executive Director Accomplishments and Priorities
Executive Director Commission Retreat Stephen P. Metruck Executive Director Review and Look Forward • 2019 Recap of Goals and Major Accomplishments • 2020 Executive Director Goals and Priorities • Reflections going into 2020 • Commission/Staff Interactions and Working Relationships 2 2019 Goals/Accomplishments 3 2019 Port Wide Goals 1. Manage Growth and Assets and Deliver Capital Program – Airport – Seaport 2. Advance Regional and State Economic Vitality 3. Advance Environmental Sustainability including the protection of air and water quality 4. Increase Equity, Diversity and Inclusion and Workforce Development 5. Strengthen and Expand Community Engagement, including relationships with external stakeholders, and increase Increase public awareness and support for the Port 6. Sustain and Strengthen a High Performing Organization 4 2019 Accomplishments Goal 1 – Manage Growth and Assets and Deliver Capital Program: • Airport: – Advanced SAMP – Commenced SAMP Environmental Review – GT taxi management contract transitioned away from ESFH – Dining and Retail process LG5 Winners for NSAT identified – Worked closely with ERP – Made organizational change – moved capital to business units 5 2019 Accomplishments • Airport Programs/Projects: – IAF topped-off steel 1 year ago;good progress since •Agreements made with new CBP leaders re: 1 step processing • Agreements made with TSA leaders re: steel above CTX’s •Permanent electricity and terrazzo nearly complete – NSAT Opened New portion of building in summer •NSAT topped-off highest steel and began work in old portion •Alaska opened its large lounge to customer acclaim – Baggage Optimization Phase 1 nearing completion – Electrical modernization of 1949 building in design 6 2019 Accomplishments Seaport • Terminal 5 Improvements Under Construction – Piling being driven • Fourth Cruise Berth at T46 making headway – RFQ and RFP have respondents – Closed EIS scoping and initiating EIS Evaluation – Design for aging docks at FT and SBM underway 7 2019 Accomplishments Economic Development • T106 RFP yielded good proposals to support T5 • Developed processes to meet W/MBE goals • Renewing Bell Harbor Conference Center Construction underway • T91 Uplands in design • Pier 66 aging HVAC replacement underway • Business Partnership Travel - Eastern WA and elsewhere 8 2019 Accomplishments Goal 2 – Advance Regional/State Economic Vitality • Youth Maritime Collaborative Contract Awarded • Innovation – Maritime Blue Partnership with State – Innovation Center Undedesign – Virtual Incubator • South King County Improvement Fund plan 9 2019 Accomplishments Goal 3 – Advance Environmental Sustainability • Sustainable Aviation Fuels – Port and airlines draft action plans coming to Commission in December/January • Carbon Sequestration – Kelp and oysters planted • Stormwater – System improvements on track • Renewable Natural Gas – RFP results in legal, nearing contract • Sustainable Project Framework – E&S committee briefed, recommendations developed • Commute Trip Reduction – surveys led to summer waterfront bus during viaduct demolition 10 2019 Accomplishments Goal 4 – Increase Equity, Diversity, and Inclusion & Workforce Development • Hired Bookda Gheisar as Director in summer • Outreach internally and externally • Developing Equity Plan and • Transferred WFD functions from Economic Dev. to EDI • Commission adoption of priority hire and workforce activity 11 2019 Accomplishments Goal 5 – Strengthen Community Engagement, relationships, awareness, and support for port • Duwamish Valley – Positive pilot project, commission briefed in May and motion approved, continuing budget, nearby T107 shoreline project moving forward • Tribe Partners – G2G meeting with Suquamish Council in June and Muckleshoot fish committee • Port Budget Open Houses in October • StART – late night noise and glideslope progress (before city departures) • South King County Improvement Fund Community input considered • Executive Director Outreach meetings • OEDI Outreach 12 2019 Accomplishments Goal 6 – Sustain and Strengthen a High Performing Organization • Advanced the earlier strategic timing of the planning and budget process – presented ED 2020 goals at June retreat • Safety and Security – Expanded port’s behavior-based safety program and added second police sergeant to waterfront • Hired Cyber Security leader in summer – now assessing aviation industrial-control and other existing legacy systems • ELT Team: Spent intensive 3.5 days total with ELT team identifying cultural improvements. 13 2020 Priorities 14 2020: Looking Forward • Strategic Priorities/Goals – Tracker – Major Themed Campaigns 1. Aviation: Develop our Airport to Serve Current and Future Needs Consistent with Regional Strategy for Economic Growth and Environmental Management 2. Maritime: Implement our Vision for a Globally Competitive and Environmentally Sound Maritime Industry in Puget Sound 15 2020 Priorities 1. Operate Effective Maritime and Aviation Transportation Gateways and Execute Capital Improvement Program 2. Capably execute all Port programs within the Five-Year Capital Investment Plan 3. Drive Regional and Statewide Economic Vitality 4. Advance Environmental Sustainability of the Port and Region 5. Enhance Workforce Development to Support Regional Port-Related Industries 6. Expand Equity, Diversity, and Inclusion within the Port and across the Region to make tangible differences and deliver benefits for all 7. Operate as a Highly Effective and Equitable Public Agency i. Enhance Safety, Security and Resiliency efforts ii. Strengthen and Expand Community Engagement iii. Improve and Maintain Financial Viability and Stewardship iv. Develop, Support and Inspire our Internal Talent v. Improve Customer Service & Experience vi. Infuse equity principles and practices into all aspects of organizational structure, programs, policies and processes 16 2020 Priorities Goal 1 – Operate Effective Maritime and Aviation Transportation Gateways and Execute Capital Improvement Program: • Airport: – Open IAF for Airport Operations – Complete SAMP NTP Draft NEPA EA – Establish branding to identify the airport nationally and globally – Continuing progress: North Satellite, Baggage, South Satellite Seimisic Upgrade – MTOP/Check Point 1 on Bag Claim 17 2020 Priorities Goal 1 – Operate Effective Maritime and Aviation Transportation Gateways and Execute Capital Improvement Program: • Airport (Cont): – Operating agreement for TNCs – Establish Transportation Management Association for Airport Employers – ADR Process Improvements – Improve Aviation Capital Delivery Management 18 2020 Priorities Goal 1 – Operate Effective Maritime and Aviation Transportation Gateways and Execute Capital Improvement Program: • Maritime –Advance design and business deal for new cruise terminal –Advance design of T91 Berths 6 and 8, T91 uplands, Pier 66 Shore Power – Re-establishing planning function with Maritime – Multiyear Port Valet Program 19 2020 Priorities Goal 2 – Capably execute all Port programs within the Five- Year Capital Investment Plan • Launch Capital Delivery Improvement Initiative 20 2020 Priorities Goal 3 – Drive Regional and Statewide Economic Vitality • Finish Bell Harbor Conference renovation • Finalize location for innovation center. • Complete pilot maritime accelerator initiative. • Execute leases for T106, Des Moines Creek West, and CEM properties. 21 2020 Priorities Goal 4 –Advance Environmental Sustainability of the Port and Region • Complete NW Ports Clean Air Strategy and Port Maritime GHG Reduction Plan • Complete T46 Cruise EIS • Complete SAMP NTP Draft NEPA EA • Define role of Port and Partners in ECHO like Orca Program • Meet and exceed 2020 Century Agenda GHG Reduction Goals 22 2020 Priorities Goal 5 - Enhance Workforce Development to Support Regional Port-Related Industries • Deliver Workforce Development strategic plan in April of 2020 and implement the results and findings for the next phase of WFD 23 2020 Priorities Priority 6 – Expand Equity, Diversity, and Inclusion within the Port and across the Region to make tangible differences and deliver benefits for all • OEDI and HR to review key HR policies and processes • Build an equity index and framework for King County communities health and economic status • Implement an equity strategy port-wide and influence workplans, policies, processes of all teams at Port of Seattle. 24 2020 Priorities Priority 7 – Operate as a Highly Effective and Equitable Public Agency: • Enhance Safety, Security, and Resilience efforts – Implement Reduce cyber security exposure and risk – Conduct review of Port Resiliency Plans • Strengthen and Expand Community Engagement • Improve and Maintain Financial Viability and Stewardship • Develop, Support, and Inspire our Internal Talent – Review and update Workplace Responsibility – Establish ICT as a Center of Expertise for Artificial Intelligence. 25 Strategic Priorities 2020 Equity Capital T-86 Framework Development Sustainable Fishing Airport Master Pier Cruise EDI Plan Airport So. Orca King Co. Century Taskforce Capital Fund Agenda Hemp- Delivery fest Improvement Initiative Maritime IAF Delivery Innovation Industrial Lands CPO 26 2020: Major Themed Campaigns • Sea-Tac: Progress and Vision for the Future –Outreach and Communications Plan •Research Plan: Focus Groups and Quantitative Survey •Outreach/Engagement Plan •Enhanced earned, owned, paid media –Projects underway: IAF deliver Q4, North Satellite, Central Terminal, Baggage Modernization –SAMP •Environmental Review –Timeline –Commission Role/Timing •Airline Input •Advance Design Efforts 27 2020: Major Themed Campaigns • Sea-Tac: Progress and Vision for the Future (Continued) – Customer Service Focused Organization •SEA Brand Launch and Employee Ambassador Program •Main Terminal Optimization and Additional Capital Projects – Environmental Issues •Noise –Noise Mitigation Acceleration Program –Other Operational Measures •Sustainable Aviation Fuels –Low Carbon Fuel Standard –Airline Efforts 28 2020: Major Themed Campaigns • Sea-Tac: Progress and Vision for the Future (Continued) – Community •StART Meetings •South King County Fund •Airport Ecology Fund (ACE) • New Cruise Terminal – Outreach and Communications Plan •Research Plan: Focus Groups and Quantitative Survey •Outreach/Engagement Plan •Enhanced earned, owned, paid media – Decision on Industry Partner and advance design 29 2020: Major Themed Campaigns • New Cruise Terminal (Continued) – Complete Environment Review – Shorepower at Pier 66 – Advance Permitting – Commence Final Design 2020 2021-23 Q1 Q2 Q3 Q4 Commission Action: Draft EIS Comment Final EIS Q2 2023 KEY PROJECT DATES Period • Start Cruise 30% Design Operations Commission Action Commission Action: Commission Action: COMMISSION/ to move design Final Design Q1 2021 EXECUTIVE forward Authorization, and • Construction Partner Agreement Authorization Execution 30 Port Commission/Staff Interactions • Reflections – Improving Functionally • Port Internal: Values/Behaviors • Commission/Staff: Values/Behaviors – Planning/Budgeting Process • Vertical Alignment: Century Agenda • Timing/Process – Goal/Objective Prioritization Agreement • Revised Process • Century Agenda 2.0 proposal – Big Picture • Lack of discipline • Too many points of entry into staff • Impact of more Commission Staff • Too much direction of staff • Impact on Planned Work • Lack of transparency among Commissioners 31 Century Agenda Modification Timeline 12/9/19 Commission Retreat – CA realignment discussion, Commission direction 2020 E.D. Goals finalized Commission passes CA modification 2020 Dec Jan Feb Mar Apr May Jun Commission Retreat (tbd) Dec 10 - Jan 31 Comm Staff/SI decide on CA policy logist ics Apr 1 - Jun 15 Business planning period Jan 13 - Mar 13 E.D., SI & Commission finalze CA modifications Port Commission/Staff Interactions What does staff think that Commission thinks about staff? • Lacks urgency on requests • Lack of follow through or carrying out instructions • Often bureaucratic • Inter-staff Communications: Right hand not talking to left hand … lessons are too often relearned. • Some notifications are not timely. • Not supportive of non-operational initiatives • Doesn’t always see the areas of opportunity that exist • Confidence in management of complex capital projects • Staff focuses on explaining their position vs. listening to Commission’s viewpoint • Feel staff doesn’t care or understand public perception • Don’t understand what it means to be an elected official in the public eye • Why are staff estimates are off, necessitating coming back for more funding • Often not helpful with stakeholder interests • Staff’s failure to anticipate events/outcomes We hear you and are looking internally how we can do better … and hope to have conversations on doing this. 33 Port Commission/Staff Interactions • Revised Rules of the Road – Centralized Processes – Transparency/Tracking of Requests via Executive Office •Discipline •Role of Commission Office in tracking •Prioritization of new work – Tracking of staff time “Project Codes” • Planned Interactions with Commissioners: 2:2:1s 34 2020 Is going to be Awesome 3636 Appendix 37 Maritime and Economic Development Projects Project 2018 2019 2020 2021 2022 2023 Maritime/Economic Development Projects Project Sponsor Project Manager Complexity Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Terminal 5 Berth Modernization Tong Zhu Anne Porter 5 Fishermen's Terminal Docks 3, 4 & 5 Pier Improvements D. Whittaker Rod Jackson 1 Bell Harbor Conference Center Modernization Melinda Miller Fred Chou 3 Terminal 117 Restoration Kathy Bahnick Ticson Mach 3 Fishermen's Terminal Gateway Building Jeffrey Utterback Tim Leonard 2 Community Engagement* Fishermen's Terminal Maritime Innovation Center Jeffrey Utterback Tim Leonard 3 Commission Approval Salmon Bay Marina Docks D & E Replacement D. Whittaker Tim Leonard 4 Planning / Notebook Harbor Mooring Dolphins Kelli Goodwin Mark Longridge 3 Design Construction Pier 66 HVAC Systems Upgrade Melinda Miller Rod Jackson 2 Waterfront Electrification Mike McLaughlin TBD 5 New Cruise Facility (Assumes 50% Tenant Cost Share) Mike McLaughlin Fred Chou 5 Terminal 91 Uplands Development Jeffrey Utterback Tim Leonard 3 Terminal 91 Berth 6 & 8 Redevelopment Kelli Goodwin TBD 2 * Community engagement tasks will vary by project need
Limitations of Translatable Documents
PDF files are created with text and images are placed at an exact position on a page of a fixed size.
Web pages are fluid in nature, and the exact positioning of PDF text creates presentation problems.
PDFs that are full page graphics, or scanned pages are generally unable to be made accessible, In these cases, viewing whatever plain text could be extracted is the only alternative.