-1 - DEAR COMMUNITY, Tom Albro Commission Vice President Stephanie Bowman Commissioner John Creighton Commission President Fred Felleman Commissioner Ted Fick Chief Executive Officer Courtney Gregoire Commissioner he mission of the Port of Seattle is to create good jobs here by advancing trade and commerce, promoting manufacturing and maritime growth, and stimulating economic development. 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, stewarding our environment responsibly, partnering with surrounding communities, promoting social responsibility, conducting ourselves transparently, and holding ourselves accountable. Beginning in 2017, the Port of Seattle is using a rolling 5-year Long Range Plan to focus our eorts to best accomplish this job growth and the other 25 year strategic objectives established by the Commission in the Century Agenda (see page 5). Over a hundred Port employees developed the Long Range Plan over the last year, representing divisions and departments from across the Port. These teams of subject matter experts connected their work to the goals of the Century Agenda and developed strategies, objectives, actions, and performance measures focused in ve areas: aviation, maritime, economic development, the environment, and high-performance organization. What follows is our rst Long Range Plan for the years 2017 through 2021. The Plan is organized around the strategic objectives identied in the Century Agenda and those pertaining to organizational excellence. It cuts 2017-2021 Long Range Plan -3 - TABLE OF CONTENTS Introduction to the Port of Seattle Century Agenda Long Range Plan (LRP) Overview LRP Scorecard Port-Wide Strategic Planning Cycle LRP Century Agenda Strategies & Objectives LRP High Performance Organization Strategies & Objectives 26-38 THE PORT OF SEATTLE AN INTRODUCTION he Port of Seattle plays a key role in bringing international trade and travel to the Pacific Northwest. The Port provides maritime and airport operations for the greater Seattle area. About 40 percent of the state of Washington’s economy is impacted in some way by the Port. The ports of Seattle and Tacoma created the historically innovative Northwest Seaport Alliance in 2015, unifying the management of the two ports’ marine cargo terminals and related functions to continue our leading role in international trade. The Port of Seattle manages two cruise terminals that make Seattle the preferred choice for Alaska or Pacific Northwest cruises. Nearly 960,000 visitors are expected during this year’s cruise season with 203 ship calls. The Port also manages Fisherman’s Terminal, the THE PORT OF SEATTLE AN INTRODUCTION he Port of Seattle plays a key role in bringing international trade and travel to the Pacific Northwest. The Port provides maritime and airport operations for the greater Seattle area. About 40 percent of the state of Washington’s economy is impacted in some way by the Port. The ports of Seattle and Tacoma created the historically innovative Northwest Seaport Alliance in 2015, unifying the management of the two ports’ marine cargo terminals and related functions to continue our leading role in international trade. The Port of Seattle manages two cruise terminals that make Seattle the preferred choice for Alaska or Pacific Northwest cruises. Nearly 960,000 visitors are expected during this year’s cruise season with 203 ship calls. The Port also manages Fisherman’s Terminal, the headquarters of the 2017-2021 Long Range Plan 2017-2021 Long Range Plan -5 - CENTURY AGENDA Over the next 25 years we will add 100,000 jobs through economic growth led by the port of Seattle, for a total of 300,000 port-related jobs in the region, while reducing our environmental footprint. OUR COMMITMENT The Port of Seattle creates economic opportunity for all, stewards our environment responsibly, partners with surrounding communities, promotes social responsibility, conducts ourselves transparently, and holds ourselves accountable. We will leave succeeding generations a stronger Port. The Port of Seattle is a public agency that creates jobs by advancing trade and commerce, promoting industrial growth, and stimulating economic development. or more than 100 years, the Port of Seattle has generated jobs and growth for King County and the greater region by advancing trade and commerce, promoting industrial growth, and stimulating economic development. In 2012, the Port of Seattle’s centennial anniversary, the Port Commission launched the Century Agenda—a comprehensive vision that focuses on the Port’s next quarter-century. The Century Agenda refreshes the Port’s strategies and objectives in a way that builds upon the accomplishments of the Port’s first century and provides a visionary look at the emerging challenges and opportunities of the 21st century. The Port of Seattle will use its real estate, capital 2017-2021 Long Range Plan CENTURY AGENDA Over the next 25 years we will add 100,000 jobs through economic growth led by the port of Seattle, for a total of 300,000 port-related jobs in the region, while reducing our environmental footprint. OUR COMMITMENT The Port of Seattle creates economic opportunity for all, stewards our environment responsibly, partners with surrounding communities, promotes social responsibility, conducts ourselves transparently, and holds ourselves accountable. We will leave succeeding generations a stronger Port. The Port of Seattle is a public agency that creates jobs by advancing trade and commerce, promoting industrial growth, and stimulating economic development. or more than 100 years, the Port of Seattle has generated jobs and growth for King County and the greater region by advancing trade and commerce, promoting industrial growth, and stimulating economic development. In 2012, the Port of Seattle’s centennial anniversary, the Port Commission launched the Century Agenda—a comprehensive vision that focuses on the Port’s next quarter-century. The Century Agenda refreshes the Port’s strategies and objectives in a way that builds upon the accomplishments of the Port’s first century and provides a visionary look at the emerging challenges and opportunities of the 21st century. The Port of Seattle will use its real estate, 2017-2021 Long Range Plan LONG RANGE PLAN OVERVIEW CENTURY AGENDA HIGH PERFORMANCE ORGANIZATION Focused on external growth: moving cargo, traveling public, community engagement & environment stewardship Focused on operations excellence, organizational alignment, and a people centric organization STRATEGIES / OBJECTIVES STRATEGIES / OBJECTIVES The Long Range Plan (LRP) allows the Port to more eectively and transparently improve the Port’s ability to support the local Objective 1/Pg. 10 - Grow seaport annual container volume to more than 3.5 million TEUs Objective 2/Pg. 11 Optimize infrastructure investments & financial returns w/ Washington Ports Objective 3/Pg. 12 - Triple air cargo volume to 750,000 metric tons Objective 4/Pg. 13 - Triple the value of our outbound cargo to over $50 billion Objective 5/Pg. 14 - Double the economic value of the fishing and maritime cluster Objective 1/Pg. 27 - Improve External Customer Service Objective 2/Pg. 28 - Improve Customer STATUS Strategy 1: Logistics Hub STATUS Strategy 2: Tourism & Business Gateway STATUS Strategy 3: Small Business & Workforce Development STATUS Strategy 4: Greenest & Most Efficient Port STATUS Strategy 1: Customer Satisfaction STATUS Strategy 3: One Port STATUS Strategy 4: Diversity & Inclusion STATUS Strategy 5: Talent Development CENTURY AGENDA HIGH PERFORMANCE ORGANIZATION Port-Wide Annual PORT WIDE STRATEGIC PLANNING CYCLE CENTURY AGENDA Planning for year ahead Commission Semi-Annual Review of LRP (MARCH) Commission Semi-Annual Review of LRP (NOVEMBER) LONG RANGE PLAN CENTURY AGENDA STRATEGIES Objective 1. Grow seaport annual container volume to more than 3.5 million TEUs Objective 2. Structure our relationship with Washington ports to Objective 6. Make Sea-Tac Airport the West Coast “Gateway of Choice” for international travel Objective 7. Double the number of international ights and destinations Objective 10. Increase the proportion of funds spent by the port with qualied small business rms on construction, consulting, goods and services to 40 percent of the eligible dollars spent Objective 11. Increase workforce training, job and business opportunities for local communities in maritime, trade, travel and logistics LONG RANGE PLAN STRATEGY 1 LONG RANGE PLAN STRATEGY 1 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 LONG RANGE PLAN STRATEGY 1 OBJECTIVE 3 LONG RANGE PLAN STRATEGY 1 OBJECTIVE 4 TRIPLE THE VALUE OF OUR OUTBOUND CARGO TO OVER $50 BILLION LONG RANGE PLAN STRATEGY 1 OBJECTIVE 5 DOUBLE THE VALUE OF THE FISHING AND MARITIME CLUSTER 2017-2021 Long Range Plan LONG RANGE PLAN STRATEGY 2 OBJECTIVE 6 MAKE SEA-TAC AIRPORT THE WEST COAST “GATEWAY OF CHOICE” FOR INTERNATIONAL TRAVEL ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION AND BUSINESS GATEWAY 2017-2021 Long Range Plan LONG RANGE PLAN STRATEGY 2 OBJECTIVE 7 DOUBLE THE NUMBER OF INTERNATIONAL FLIGHTS AND DESTINATIONS ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION AND BUSINESS GATEWAY LONG RANGE PLAN STRATEGY 2 OBJECTIVE 8 ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION AND BUSINESS GATEWAY Efforts will then take place involving additional planning and programming to develop projects for incorporation into the Port of Seattle Aviation division capital plan. RENOVATE EXISTING FACILITIES TO MAINTAIN CAPACITY LONG RANGE PLAN STRATEGY 2 OBJECTIVE 9 DOUBLE THE ECONOMIC VALUE OF CRUISE TRAFFIC TO WASHINGTON STATE ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION AND BUSINESS GATEWAY LONG RANGE PLAN STRATEGY 3 OBJECTIVE 10 INCREASE THE PROPORTION OF FUNDS SPENT BY THE PORT WITH QUALIFIED SMALL BUSINESS FIRMS ON CONSTRUCTION, CONSULTING, GOODS AND SERVICES TO 40 PERCENT OF THE ELIGIBLE DOLLARS SPENT USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE SMALL BUSINESS GROWTH AND WORKFORCE DEVELOPMENT USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE SMALL BUSINESS GROWTH AND WORKFORCE DEVELOPMENT LONG RANGE PLAN STRATEGY 3 OBJECTIVE 11 INCREASE WORKFORCE TRAINING, JOB AND BUSINESS 0OPPORTUNITIES FOR LOCAL COMMUNITIES IN MARITIME, TRADE, TRAVEL AND LOGISTICS LONG RANGE PLAN STRATEGY 4 OBJECTIVE 12 BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN NORTH AMERICA 2017-2021 Long Range Plan BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN NORTH AMERICA LONG RANGE PLAN STRATEGY 4 OBJECTIVE 13 2017-2021 Long Range Plan BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN NORTH AMERICA LONG RANGE PLAN STRATEGY 4 OBJECTIVE 14 REDUCE AIR POLLUTANTS AND CARBON EMISSIONS REDUCE AIR POLLUTANT EMISSIONS BY PERCENT FROM - REDUCE CARBON EMISSIONS FROM ALL PORT OPERATIONS BY PERCENT FROM LEVELS AND REDUCE AIRCRAFT-RELATED CARBON EMISSIONS AT SEATTLE-TACOMA INTERNATIONAL AIRPORT BY PERCENT 2017-2021 Long Range Plan BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN NORTH AMERICA LONG RANGE PLAN STRATEGY 4 OBJECTIVE 15 2017-2021 Long Range Plan BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN NORTH AMERICA LONG RANGE PLAN STRATEGY 4 OBJECTIVE 16 RESTORE, CREATE, & ENHANCE HABITAT IN THE GREEN/DUWAMISH WATERSHED AND ELLIOTT BAY 2017-2021 Long Range Plan LONG RANGE PLAN HIGH PERFORMANCE ORGANIZATION STRATEGIES Objectives 6. Strengthen the culture and act as a single organization with a shared vision 7. Increase Port-wide common and standardized language, business processes, technology tools, and measures STRATEGY 4 INCLUSION(D&I) Objectives 8. Increase management accountability of D&I 9. Increase % of employees who agree that the Port is committed to D&I 10. Increase awareness internally and actively share D&I programs externally Objectives 4. Reduce occupational injury rate and severity rate 5. All managers will lead STRATEGY 3 ONE PORT STRATEGY 2 STRATEGY 5 TALENT DEVELOPMENT Objectives 11. Develop a strong talent 12. Foster awareness of Port-wide talent 2017-2021 Long Range Plan INCREASE CUSTOMER SATISFACTION LONG RANGE PLAN STRATEGY 1 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 1 IMPROVE CUSTOMER SERVICE INCREASE CUSTOMER SATISFACTION LONG RANGE PLAN STRATEGY 1 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 2 INCREASE CUSTOMER SATISFACTION LONG RANGE PLAN STRATEGY 1 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 3 IMPROVE PROCESS EFFICIENCIES & EFFECTIVENESS LONG RANGE PLAN STRATEGY 2 OBJECTIVE 4 REDUCE OCCUPATIONAL INJURY RATE AND SEVERITY RATE ELIMINATE WORKFORCE INJURIES LONG RANGE PLAN STRATEGY 2 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 5 ACT AS ONE PORT LONG RANGE PLAN STRATEGY 3 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 6 STRENGTHEN THE CULTURE & ACT AS A SINGLE ORGANIZATION ACT AS ONE PORT LONG RANGE PLAN STRATEGY 3 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 7 INCREASE PORT-WIDE COMMON AND STANDARDIZED LANGUAGE, BUSINESS PROCESSES, TECHNOLOGY TOOLS, AND MEASURES LONG RANGE PLAN STRATEGY 4 OBJECTIVE 8 INCREASE MANAGEMENT ACCOUNTABILITY OF DIVERSITY & INCLUSION BECOME MODEL FOR WORKPLACE DIVERSITY & INCLUSION LONG RANGE PLAN STRATEGY 4 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 9 INCREASE THE PERCENTAGE OF EMPLOYEES THAT AGREE THAT THE PORT OF SEATTLE IS COMMITTED TO DIVERSITY & INCLUSION LONG RANGE PLAN STRATEGY 4 HIGH PERFORMANCE ORGANIZATION OBJECTIVE 10 INCREASE AWARENESS INTERNALLY AND ACTIVELY SHARE D&I PROGRAMS EXTERNALLY LONG RANGE PLAN STRATEGY 5 FOSTER EMPLOYEE DEVELOPMENT & LEVERAGE TALENT HIGH PERFORMANCE ORGANIZATION OBJECTIVE 11 DEVELOP A STRONG TALENT PIPELINE LONG RANGE PLAN STRATEGY 5 FOSTER EMPLOYEE DEVELOPMENT & LEVERAGE TALENT OBJECTIVE 12 FOSTER AWARENESS OF PORT-WIDE TALENT Seattle, WA 98111 USA 2017-2021 Long Range Plan 2017-2021 Long Range Plan