Item No.  7c
Meeting Date:  September 26, 2017 

2018  2022 Long Range Plan  Part Two, Narratives 
The contents of the document details the remaining Long Range Plan (LRP) objectives to
complete the 2018  2022 LRP Commission review as part of the annual authorization process.
The language aims to further illustrate the proposed actions to ultimately achieve the Century
Agenda and High Performance Organization strategies.
Century Agenda Strategy 1: Position the Puget Sound region as a premier international
logistics hub 
LRP Obj. 1 Grow seaport annual container volume to more than 6 million TEUs 
LRP Obj. 4 Triple the value of our outbound cargo to over $50 billion 
Century Agenda Strategy 3: Use our influence as an institution to promote small business
growth and workforce development 
LRP Obj. 10 Increase the proportion of funds spent by the Port w/ qualified small
business firms on construction, consulting, goods and services to 40 percent of the
eligible dollars spent 
Century Agenda Strategy 4: Be the greenest, and most energy efficient port in North America 
LRP Obj. 12 Meet all increased energy needs through conservation and renewable
sources 
LRP Obj. 14 Reduce air pollutants and carbon emissions 
High Performance Organization Strategy 1: Increase Customer Satisfaction 
LRP Obj. 1: Improve customer service and public engagement 
LRP Obj. 2 Improve process efficiencies and effectiveness 






-1- 
2018  2022 Long Range Plan  Part Two, Narrative


CENTURY AGENDA STRATEGY 1: POSITION THE PUGET SOUND REGION AS A
PREMIER INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 1 
GROW SEAPORT ANNUAL CONTAINER VOLUME TO MORE THAN 6 MILLION
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. 
Annual container volume (Twenty-Foot Equivalent Units (TEU)) is the key metrics measured for
this objective. 
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 outreach of 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. 
Key 2018 Milestones: 
Finalize street vacation to support development of T5 
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 T106
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. 





-2- 
2018  2022 Long Range Plan  Part Two, Narrative


CENTURY AGENDA STRATEGY 1: POSITION THE PUGET SOUND REGION AS A
PREMIER INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 4 
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 dependent on completion of marine cargo economic impact study. Assessment
needed to determine measurement value of this Century Agenda objective.
The Port of Seattle aviation long range plan details the air cargo priority actions to also achieve
this objective. Furthermore, the Port of Seattle is assessing to update 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. 









-3- 
2018  2022 Long Range Plan  Part Two, Narrative

CENTURY AGENDA STRATEGY 3: USE OUR INFLUENCE AS AN INSTITUTION TO
PROMOTE SMALL BUSINESS GROWTH AND WORKFORCE DEVELOPMENT 
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 

PRIORITY ACTION 1: EXPAND TRAINING AND ENGAGEMENT 
The forecasting of future procurements will enable us to increase training and workshop
offerings that provide essential connectivity to Port opportunities and increase the number of
small business bidding on Port work. Working collaboratively with other government agencies
and PRIME contractors will broaden the resources available to small businesses, improve their
ability to bid on projects, strengthen their competitiveness and increase the number of awards. 
The percentage of Port spend on small business and woman, minority, and disadvantaged
businesses is a key metrics reviewed to track progress towards this objective. 
2018 Milestones 
Strengthen PRIME to Sub-contractor engagement opportunities 
Develop framework for collaboration with public sector partners 
Conduct 10 PortGen training workshops 

PRIORITY ACTION 2: FUTHER BUILD A MORE VERSATILE AND ACTIVE SUPPLIER BASE 
Supplier diversity is critical to achieving small business and Woman, Minority and
Disadvantaged business utilization goals, increasing the visibility of firms to decision making
buyers and simplifying the process for small firms to become vendors, contractors and
suppliers. The database is designed to be a procurement tool that will allow the staff to have a
line of sight into firms that are ready, able, and willing to do business with 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. The number of
woman and minority owned businesses (WMBE) in the database and the number of WMBE we
conduct business with are key metrics to track the progress towards this objective. 
2018 Milestones 
Publish supplier list to internal buying audience 
Create data tracking process and conduct gap assessment 


-4- 
2018  2022 Long Range Plan  Part Two, Narrative

PRIORITY ACTION 3: ASSESS AND IMPLEMENT BEST PRACTICE 
The Port recognizes the outstanding efforts by the City of Seattle and others to increase woman
and minority business utilization in contracting. Analysis and adoption of these practices
requires careful assessment of process and policy along with an alignment of practice within
the Port structure. New approaches and new strategies is a whole Port effort involving leaders,
managers and implementers, the data systems they use, and a commitment to change.
Establishing a process of accountability at the division level will enable success and allow for
continuity of purpose. 
2018 Milestones: 
Implement key elements of the City of Seattle model. 
Advance policy to achieve goals and process alignment. 
Establish division level goals and process for accountability. 
Address integration of internal systems. 
Challenges Ahead for CA Objective 10 
1.  Authorization of funds to support the Center for Public Sector Contracting 
2.  Improved procurement forecasting / coordination to focus education and engagement
opportunities 
3.  Prioritization of technology deployment projects and availability of data for supplier
database 
4.  Commission support needed for policy updates that advance priorities 
5.  Leadership commitment needed to ensure Port-wide application of small business LRP
objective and priority actions







-5- 
2018  2022 Long Range Plan  Part Two, Narrative

CENTURY AGENDA STRATEGY 4: BE THE GREENEST, AND MOST ENERGY
EFFICIENT PORT IN NORTH AMERICA 
OBJECTIVE 12 
MEET ALL INCREASED ENERGY NEEDS THROUGH CONSERVATION AND
RENEWABLE SOURCES 

PRIORITY ACTION 1: DEVELOP AN INTEGRATED ONE-PORT BASELINE OF ENERGY USE
The Port is largely on track to meet this objective. Both the airport and seaport are requesting
the resources needed, such as staff and metering, to fully evaluate energy use on a port-wide
basis. Challenges include lack of sufficient metering at multiple facilities but this is being
addressed through metering initiatives at both locations. Requests have been included in the
proposed 2018 budget. 

2018 Milestones 
Aviation will develop a metering plan for the installation and networking of new and
existing meters, common data storage locations, and software to access and analyze
data. 
Maritime will develop a plan to install nine smart meters at Fisherman's Terminal, as
recommended in the 2017 energy audit for both tenant and port-owned spaces.
Maritime and Aviation will work together to find common elements for the metering
plans while tailoring them for maritime and aviation facilities as appropriate. 
PRIORITY ACTION 2: PURSUE RENEWABLE NATURAL GAS (RNG) FROM A SOURCE IN
WASHINGTON STATE OR THE PNW REGION 
The Port has conducted extensive research into finding sources of RNG, and is currently holding
discussions with a landfill in Pierce County to purchase RNG from the facility. However, the
facility requires a 10 mile pipeline in order to connect the gas to the main natural gas pipeline,
and this could cause significant delays for the project. The Port is also undertaking additional
research to determine if other facilities could be available that would provide a source of RNG.
Preliminary findings indicate carbon reduction from RNG could range from 50 to 70% over 2005
levels at a cost of approximately $200 to $400 per ton of greenhouse gas (GHG) reduced.
2018 Milestones for 
Evaluate costs to install and operate scrubber technology, install pipelines, and total
project financing to source RNG.
Continue to negotiate with developer(s) as appropriate to bring forward a proposed
agreement to senior management and Commission. 

-6- 
2018  2022 Long Range Plan  Part Two, Narrative

PRIORITY ACTION 3: DEPLOY SOLAR ENERGY PANELS
The Port is on track to make recommendations to Commission regarding the use of solar panels
at both seaport and airport locations. The airport recently completed an analysis of solar panels
at locations on airport property as well as offsite locations in eastern Washington. The Port is
currently evaluating the efficacy of installing panels at these locations and comparing the costs
and benefits to other carbon reduction strategies. The Port is currently installing solar panels at
Fishermen's Terminal. Preliminary estimates suggest carbon reduction from photovoltaic (PV) 
at the airport could range from 50 to 936 tons per year, with costs ranging from $9,000 to
$13,000 per ton GHG reduced. 
2018 Milestones 
Aviation will execute solar projects in 2018 based on Commission response to 2017
proposals. 
Maritime will evaluate data and results from solar demonstration project and determine
the feasibility of future implementation. 
Department of Commerce Grant is pending for Pier 69 solar. 

PRIORITY ACTION 4: IMPLEMENT ENERGY EFFICIENCY PROJECTS 
The Port analyzed costs/benefits and obtained funding to complete the Stage 3 Mechanical
Energy Conservation project at the airport. Similarly, the Port is installing light-emitting diode
(LED) lighting at facilities throughout seaport locations. Preliminary carbon reduction estimates
indicate Stage 3 Mechanical carbon reduction of approximately $300 per ton. No carbon
reduction estimates are currently available for LED lighting projects. The Port is on track to
complete these energy efficiency projects over the next two years. Annual energy use from
natural gas, electricity, and liquid fuels (e.g., gasoline) in MMBTU (Million British Thermal Units)
is a key metric for this objective. 
2018 Milestones 
Implement Stage 3 Mechanical Initiative at the airport 
Begin design on lighting projects for airport terminal. 
Complete design of the networked smart metering system at the airport 
Implement Fishermen's Terminal smart metering plan 
Upgrade lighting at Bell Street Parking Garage 
Evaluate results of Solar pilot project at Fishermens' Terminal. 
Challenges Ahead for CA Objective 12 
1.  Metering plans subject to budget approval 
2.  Uncertainty with RNG costs and project risks 
3.  Solar projects are high cost compared with other energy/carbon reduction projects 
4.  Increase in energy use expected with upcoming capital programs at airport 

-7- 
2018  2022 Long Range Plan  Part Two, Narrative

CENTURY AGENDA STRATEGY 4: BE THE GREENEST, AND MOST ENERGY
EFFICIENT PORT IN NORTH AMERICA 
OBJECTIVE 14 
REDUCE AIR POLLUTANTS AND CARBON EMISSIONS, SPECIFICALLY: 
Scope 1 and 2 emissions, which are direct greenhouse gas emissions from port owned
or controlled sources, shall be 15% below 2005 levels by 2020; 50% below 2005 levels
by 2030; and carbon neutral or carbon negative by 2050
Scope 3 emissions, which are emissions the port has influence over, not direct control,
shall be 50% below 2007 levels by 2030 and 80% below 2007 levels by 2050 
Diesel particulate emissions will be reduced by 80% by 2020. 

PRIORITY ACTION 1: PROVIDE AVIATION BIOFUELS (AIRPORT JET FUEL) 
The Port is continuing to work collaboratively with airline partners to create market incentives
aimed at reducing the price of aviation biofuels. In 2016, the Port finished its initial study on
infrastructure needed to accommodate biofuels here at Sea-Tac Airport, and in 2017 completed
its initial study on potential financial options that could be used to pay down the incremental
cost of aviation biofuels. In 2018, the Port will continue to collaborate with airline partners to
conduct a more in-depth evaluation of those financial options. 
2018 Milestones 
Finalize financial analysis to determine options to reduce the incremental cost of fuel. 
Work with business partners to develop a corporate program as appropriate. 
PRIORITY ACTION 2: SOURCE RENEWABLE NATURAL GAS 
In addition to sourcing renewable natural gas (described above), the Port is evaluating carbon
and particulate emission reductions through greening our fleet. More specifically, the airport is
evaluating the costs and benefits of converting the airport's fleet of compressed natural gas
(CNG) buses to electric. Preliminary estimates suggest carbon reduction costs of
approximately $400 per ton. The Port is on-track for this work and expects to present initial
findings to the Commission in Q4 2017 or Q1 2018.
2018 milestones (same as objective 12, priority action 2) 
Evaluate costs to install and operate scrubber technology, install pipelines, and total
project financing to source RNG. 
Continue to negotiate with developer(s) as appropriate to bring forward a proposed
agreement to senior management and Commission. 
PRIORITY ACTION 3: IMPLEMENT NORTHWEST PORT'S CLEAN AIR STRATEGY 
A key component of this strategy is to conduct a comprehensive emissions inventory of the
carbon and particulate matter associated with marine vessels operating in the Puget Sound
area. This work is currently underway.
-8- 
2018  2022 Long Range Plan  Part Two, Narrative

2018 Milestones 
Complete the Port of Seattle Draft Fuel Efficiency Plan for Port operations. 
Meet with cruise terminal operators to discuss and implement cargo handling
equipment fuel efficiency plans.
Incorporate clean construction practices identified in the NWPCAS into port design
review procedures that are being updated as part of the Energy and Sustainability
Resolution. These include idle reduction and stringent (Tier 4) engine emission
requirements.

PRIORITY ACTION 4: OPTIMIZE PORTFOLIO PARK AND HABITAT RESTORATION SITES TO
SEQUESTER GREENHOUSE GASES 
As a function of the PORTfolio line of business, land assets may be leveraged to capture GHG
reduction benefits, i.e. "carbon offsets," associated with carbon sequestered in soils,
sediments, biota and vegetation. Riparian, emergent marsh, mudflat and shallow subtidal
habitats are surprisingly effective at removing carbon from the atmosphere. These benefits can
be scaled and enhanced to help lower the Port's net greenhouse gas emissions over time. 
2018 Milestones 
Complete baseline analysis to determine greenhouse gases sequestered in existing
PORTfolio habitat sites and parks. 
Assess potential for future greenhouse gas offsets through habitat restoration and
strategic land management. 
Challenges Ahead for CA Objective 14 
1.  Achieving significant biofuel use will take time and stakeholder support 
2.  Uncertainty with RNG costs, timing, and project risks 
3.  NWPCAS provides significant air quality benefits, but less carbon benefits 
4.  Carbon sequestration methodology and results highly uncertain 





-9- 
2018  2022 Long Range Plan  Part Two, Narrative

HIGH PEFORMANCE ORG STRATEGY 1: INCREASE CUSTOMER SATISFACTION 
OBJECTIVE 1 
IMPROVE CUSTOMER SERVICE & PUBLIC ENGAGEMENT 
PRIORITY ACTION 1: EXECUTE THE AIRPORT'S MULTI-LAYERED CUSTOMER SERVICE PLAN
APPROACH 
The airport is focused on several key priority areas to improve the Airport Service Quality scores
(ASQ) score as one of the key metrics for this objective. These areas include: airport restroom
cleanliness, security checkpoint queue wait times, airport signage and wayfinding master plan,
and terminal technology and connectivity. In addition, the lower and upper drives customer
service levels, airport taxi wait times, and the scores from J.D.Power will be measured for this
objective. 
2018 Milestones 
Develop service standards for appearance, employee engagement, and staff knowledge 
Develop and adopt airport-wide customer service recognition program. 
Implement airport-wide customer experience training. 
PRIORITY ACTION 2: UTILIZE SYSTEM TO TRACK & IMPROVE EXTERNAL CUSTOMER
SATISFACTION FOR CORPORATE PROPERTIES AND MARITIME 
A customer satisfaction measurement program has been implemented for the Maritime and
Economic Development divisions. Maritime and Economic Development Division personnel will
utilize the program and conduct surveys annually for landside and waterside customers.
2018 Milestone
Conduct 2018 annual survey, analyze results, and identify areas of improvement 
PRIORITY ACTION 3: PUBLIC AWARENESS & ENGAGEMENT SURVEY 
In order to better understand public perception, the Port conducted a county-wide survey in
spring 2016 that provided a baseline. Focus groups conducted in summer 2016 will probe into
the survey results. Additional focus group research is underway to inform the Sustainable
Airport Master Plan (SAMP). 
2018 Milestone 
Conduct update of 2016 county-wide public perception survey to measure progress on public
awareness of the Port 
Challenges Ahead for HPO Objective 1 
1.  Adequate investment to support Aviation customer service plan 
2.  Aviation's external stakeholder capacity and schedule to commit to long range customer
service efforts 
-10- 
2018  2022 Long Range Plan  Part Two, Narrative

3.  Public Affairs reaching new audiences through social media 
HIGH PEFORMANCE ORG STRATEGY 1: INCREASE CUSTOMER SATISFACTION 
OBJECTIVE 2 
IMPROVE PROCESS EFFICIENCIES & EFFECTIVENESS 

PRIORITY ACTION 1: DEVELOP PROCEDURES, POLICIES, AND TOOLS TO MANAGE INTERNAL
CUSTOMER SATISFACTION 
Internal customer is defined as a Port of Seattle department providing service to another Port
of Seattle department. As the Port of Seattle strives for operations excellence, it is imperative
for the organization to transform into a data driven enterprise in order to meet the demands of
customers quickly. It is critical to measure operational performance and quality across the Port
through metrics. Develop standards to measure internal customer satisfaction as well as act on
results, supporting the continuous process improvements identified as key areas in Priority
Action 3, below. Key internal customer service groups include Aviation Maintenance (AVM),
Marine Maintenance (MM), Human Resources & Development, Information & Communications
Technology, Project Management Groups, and Central Procurement Office (CPO). AVM and
MM service request on-time completion rates as well as CPO on-time completion rates are key
metrics measured for this objective. 
2018 Milestone 
Establish service request on-time completion metrics and targets for AVM and MM
departments, compare actual versus target, and identify areas for improvement.

PRIORITY ACTION 2: DEVELOP INFRASTRUCTURE TO SUPPORT CONTINUOUS PROCESS
IMPROVEMENT (CPI) EFFORTS AND PROMOTE A PORT CULTURE EMBRACING LEAN 
Port of Seattle has challenged the organization to respond to an unprecedented rate of growth
with new levels of efficiency and effectiveness. By engaging employees in reengineering
processes and reducing waste, the Port of Seattle can: (1) streamline work and gain capacity to
support growth and (2) use these efficiency gains to free up resources, which can be reinvested.
To achieve operations excellence with a culture embracing lean, the Port of Seattle is
developing the infrastructure such that more lean training and education is available, more CPI
projects are planned and executed, and achieve a future state where CPI is linked to
performance management. The number of certified Lean specialists is a key metric for this
objective. 
2018 Milestones
Create a formal Port of Seattle Lean Specialist certification program 
Certify five Port employees as Lean Specialists 

-11- 
2018  2022 Long Range Plan  Part Two, Narrative

PRIORITY ACTION 3: CPI CONDUCTED AT KEY AREAS AT THE PORT OF SEATTLE 
This action aims to develop and streamline the Port of Seattle internal customer satisfaction
measurement process through the initiatives of continuous process improvement, prioritizing
the following key service groups and processes: Aviation Maintenance, Airport Operations,
Capital Development, Marine Maintenance, Central Procurement Office (see below action), the
Commission Review Process, and Cruise Operations (see page 25). These initial areas will serve
as a model to learn from and in the future to apply to all departments at the Port of Seattle. 
2018 Milestones 
Complete five aviation baggage and passenger flow process improvement events.
Create visual systems in Aviation and Maritime Divisions to prioritize and track
improvements.
PRIORITY ACTION 4: PROCUREMENT EXCELLENCE 
Central Procurement Office (CPO) is strategically and operationally critical to delivering key
Century Agenda goals, as well as to be a driver of financial stewardship and project excellence.
In 2016, CPO launched a Port-wide supported effort, with consulting support, to identify
opportunities to increase efficiency and effectiveness of our existing procurement processes,
systems and capabilities. Over the next years, the Port of Seattle is committed to implementing
a set of four Procurement Principles: 
Principle 1: Procurement supports our values 
Principle 2: Procurement processes emphasize customer service 
Principle 3: Procurement is about planning ahead and working collaboratively 
Principle 4: Procurement should be grounded in rigorous and transparent decision-making. 
2018 Milestone 
Evaluate CPO service directive and service directive modification processes, identify areas for
improvement, and initiate improvement events as needed. 
Challenges Ahead for HPO Objective 2 
1.  The ability of Port staff to monitor key metrics and take action when targets are missed 
2.  Getting Port staff and partners at all levels to embrace the culture of process
improvement 
3.  CPO staff balancing day-to-day requirements and demanding workload with
Procurement Excellence efforts 



-12- 
2018  2022 Long Range Plan  Part Two, Narrative