Port of Seattle                                                     ITEM NO: 9a Attachment
Economic Development                                    DATE OF MEETING: July 9, 2019 





Economic Development Division 
2020 Business Plan 
Create quality jobs in King County and across the state by advancing trade and
commerce, promoting manufacturing and maritime growth, 
and stimulating equitable economic development 



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Port of Seattle 
Economic Development 
VISION: 
The Port's Economic Development Division will help meet regional need for aviation and maritime
services, while increasing economic opportunities in all communities we serve. The Economic
Development Division will implement initiatives that drive regional economic vitality while advancing
equity, diversity and inclusion: 
Develop and promote Port business opportunities for WMBE, Veteran, LGBTQ, and other
disadvantaged businesses; 
Implement equity focused workforce development initiatives that support the Port's key
sectors (e.g. Aviation, Maritime and Construction); 
Increase international and domestic visitor traffic to the region through targeted tourism
promotion; 
Develop real estate projects that support the Port's key industries and create quality jobs; 
Manage port properties effectively (including the Port's Pier 69 Headquarters); and 
Build partnerships that advance innovation and economic development. 
2020 DIVISION GOALS: 
Diversity in Contracting 
Implement outreach and technical assistance programs to support Diversity in Contracting (DC)
and Airport Disadvantaged Business Enterprise programs; and 
Help divisions and departments establish 2020 Diversity in Contracting WMBE utilization goals. 
Workforce Development
Manage Port Jobs' airport employment center and employment continuity pool in partnership
with ADR; 
Implement aviation career pathway training initiative; 
Manage construction trades training and worker retention initiatives with Urban League,
Ironworkers JATC, and ANEW; and 
Implement and manage career connected learning initiatives in maritime and aviation. 
Tourism and Economic Development Partnerships 
Manage Economic Development and Tourism grant programs (including Spotlight airport
advertising); 
Implement cooperative marketing and promotional efforts in countries identified to have strong
Alaskan cruise demand, and "cruise -and-stay" potential (UK/Ireland, Mainland Europe, China,
Australia, New Zealand etc.); and 
Implement maritime innovation initiatives and identify permanent location for innovation
center 
Real Estate Development and Asset Management 
Complete modernization of Bell Harbor International Conference Center 
Maintain 94% occupancy in Economic Development and Maritime properties 
Finalize T106 ground lease and initiate ground lease RFPs for CEM and Des Moines Creek West 
Initiate design work for Terminal 91 Uplands development. Complete 30 percent design work
for the Fishermen's Terminal Gateway building and Maritime Innovation Center / Seattle Ship
Supply building 
Manage Pier 69 Headquarters facility and make needed investments to sustain this key asset 

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Port of Seattle 
Economic Development 
DIVISION DESCRIPTION: 
The division is comprised of the following six business and service groups: 
Real Estate Development and Planning 
The Port owns hundreds of acres of property that can be developed to advance the Century Agenda.
Thoughtful development of these properties can create quality jobs, support aviation and maritime
industries and generate tax revenues for local government partners. 
In a supportive role, the Real Estate Development team is a thoughtful steward and advocate for the
environmental, aviation and maritime divisions. We leverage our real estate land holdings to promote
job growth, community development and sustainability. 
With the exception of housing, the Port's Real Estate portfolio is made up of every major commercial
real estate product type. From raw land to light industrial to specialty retail, the Real Estate
Development and Planning team facilitates the development of properties to maximize their highest and
best use. The team also identifies and evaluates new property acquisition opportunities and provides
counsel to other divisions regarding real estate management and development. 
Portfolio and Asset Management 
The purpose of the Portfolio and Asset Management Department is to strategically position the
Economic Development and Maritime Divisions' diverse portfolios of commercial and industrial real
estate assets to achieve positive return on the public's investment through effective asset management
with a focus on Maritime and industrial uses. The team works to ensure compliance with all legal,
financial, and regulatory aspects of public entity ownership while respecting the environment and
aligning with the Port's Century Agenda. 
Portfolio and Asset Management manages leasing, marketing, and maintenance and planning for 4
million square feet of conference, office, retail, commercial, and industrial buildings and land and works
to enhance the value of the Division's assets through strategic asset planning and repositioning.
Portfolio and Asset Management is organized into four groups: 
Central Harbor Management Group 
Central Harbor Management Group is responsible for Division assets located from Terminal 91
to Pier 2/CEM in West Seattle. This responsibility includes various retail, office and industrial
properties, and the conference and event centers. 
Lease Administration and Utilities Group 
Lease Administration and Utilities Group processes and administers all agreements for both the
Economic Development and Maritime divisions. This responsibility includes monitoring for
compliance with all agreement terms including insurance, surety, lease provisions, and
amendments. The team also reads meters, processes payments, and bills customers for over
255 utility meters. 
Foreign Trade Zone 
Foreign Trade Zone manages and markets the use of the Port's Foreign Trade Zone for the
benefit of businesses that import/export goods from/to other countries. 
Maritime Real Estate Portfolio Asset Management 
Our team also manages the leasing, marketing, maintenance, and planning for Maritime Division
landside real estate assets located from Terminal 91 to Shilshole Bay Marina and also includes
Terminal 106. This management includes retail, office, industrial, warehouse, and land assets. 
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Port of Seattle 
Economic Development 
Diversity in Contracting 
The Diversity in Contracting (DC) department drives equitable economic development by supporting
Women Minority Business Enterprises (WMBE) and Disadvantaged Business Enterprises (DBE). The DC
staff conducts outreach and training to ensure that WMBE and DBE firms are aware and capable of
responding to Port contracting opportunities. DC staff also helps Port divisions/departments set annual
WMBE utilization goals and helps identify WMBE utilization opportunities and requirements for Port
consulting, architectural and engineering and construction projects.
Workforce Development 
The Port's workforce development initiatives help sustain the Port's key sectors by ensuring robust and
diverse talent pipelines. Our investments in PortJobs' airport employment office, construction trades
pre-apprenticeship programs, the maritime youth collaborative and airport career connected learning
efforts are helping to address critical industry workforce issues.
The Port's workforce development team operates with an equity lens; strategies, policies, programs and
partnerships are designed to ensure that women and people of color, including youth, have equitable
access to opportunities that come from the strong regional economy.
Tourism Development 
The Tourism department focuses on increasing the economic value of travel for King County and
Washington State by leveraging the Port of Seattle's visitor assets (cruise terminals and Sea-Tac
International Airport) as integral travel gateways. 
Tourism Development operates two unique programs that enable statewide organizations to share their
tourism destination marketing messages.  Awards (grants) from the Tourism Marketing Support
Program and the Sea-Tac Airport Spotlight Program afford DMOs, cities, and Chambers of Commerce
(non-profits), the opportunity to reach domestic and international non-resident travelers to promote
their unique destinations and events. 
The department also partners with Visit Seattle, the Washington Tourism Alliance (WTA), and fellow
destination marketing organizations (DMOs) to promote domestic and international leisure travel. With
the increase in Sea-Tac Airport nonstop international flights and the strong growth of the Alaska cruise
trade from Seattle, the Port's tourism team supports cruise tourism development in key identified
overseas markets (UK, Ireland, Mainland Europe, Australia, New Zealand, and China) to increase cruise
related travel expenditures in the Pacific Northwest. 
Pier 69 Facilities Management 
The purchase and redevelopment of the Pier 69 site in the late 1980s has proven to be a visionary move
that served as a catalyst for the major redevelopment which has since occurred along the central
waterfront. Pier 69 is a unique facility and a great example of adaptive reuse; it was constructed in 1931
by American Can Company and was originally used as a salmon cannery warehouse. The vision of the
project team transformed the neglected, massive concrete structure into the Class A office building that
has now served the Port and our working waterfront tenants for more than a quarter-century. 
Pier 69 Facilities Management ensures the functionality of the Pier 69 site by integrating people, place,
process, and technology. Our mission is to provide, operate, and maintain a safe, secure, comfortable,
effective, and efficient workplace. 

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Port of Seattle 
Economic Development 
Facility management services include asset management, space management and planning, energy
management, reception services, event coordination, mailroom/shipping/receiving, and administration
of the site Commute Trip Reduction (CTR) program. 
Economic Development Administration 
The managing director, the economic development manager, and the assistant to the managing director
provide general support to the division. This team also implements the Economic Development
Partnership program and the Port's maritime innovation initiatives. 

Economic Development Partnership Program 
In 2016, the Port of Seattle established an economic development fund for King County cities to
advance regional economic growth and the Port's Century Agenda. The Port's goals with the
grant program are to facilitate growth in business, jobs and economic activity in participating
municipalities. At the same time, the partnerships this program establishes will help advance the
Port's strategic "Century Agenda" objectives by advancing business development, job creation,
and community revitalization region-wide. 
Maritime Innovation Initiative 
The division helps lead the Port's efforts to advance maritime innovation and establish a
maritime innovation center at Fishermen's Terminal.The economic development team
coordinates innovation center advisory committee meetings, fact finding trips, and works closely
with other government, education, and private partners to support and stimulate innovation
that helps sustain the region's maritime industry.
DIVISION SWOT Analysis Drives 2020 Goals, Metrics & Outcomes 
REAL ESTATE DEVELOPMENT AND PLANNING 
Market Analysis and Assessment: 
The vacancy rate in the industrial submarket in Seattle and surrounding areas is relatively low at 2.5%
and the real estate market maintained the momentum seen in 2018, so vacancy continues to be near
all-time historic lows. Despite a slight softening in vacancy and absorption, tenant activity is stable, and
the majority of the industrial markets demonstrated rent growth. (JLL, Trends and Insights, Research
industrial market statistics Q1 2019)This stability is a key driver for further industrial development.
Research also shows E-commerce contributes 40% of industrial absorption in 2018 (Shaw Lupton,
slupton@costar.com, Juan Arias, jarias@costar.com, March 29, 2018). 
The Puget Sound regional industrial market sector continues to see a high level of leasing activity, and
rents are seeing new peaks. Vacancy rates will continue to remain low. Construction activity is still
robust, with a very active pipeline of new projects with multi-story warehouse design being the latest
trend to capitalize on the last mile distribution market in SODO, Interbay and other close in areas.
Economic forecasts point to a healthy regional economy and a strong regional industrial real estate
market. For Port properties that fall within the various local clusters, rents are stable and industrial
vacancy rates within those clusters are closer to 5%. 
Strengths: 
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Port of Seattle 
Economic Development 
Market timing coupled with a continuum of stable industrial development demand. 
Strategically located properties along major waterways, near airport and industrial cargo
transportation channels. 
Pro-development Port commission determined to add jobs, with a focused mission to improve
our region by strategically leveraging our diverse real estate holdings. 
Weaknesses: 
Port properties are usually encumbered with wetlands, brownfields, and other development
limitations that require creative approaches towards redevelopment. 
Long development review timelines and related permitting complexities 
Opportunities: 
Acquiring property to protect industrial lands and to potentially support Duwamish
economic/equitable development initiatives
Developing aviation properties to create economic and workforce development opportunities
for residents in South King County
Redeveloping Terminal 106 into a significant new property that supports the region's
manufacturing and logistics industries 
Fishermen's Terminal redevelopment and the Terminal 91 Uplands development light industrial
development projects can support maritime manufacturers and suppliers within the Interbay
Manufacturing Industrial Center.
Longer term development of a Maritime innovation center development at Fishermen's
Terminal can help support and drive industry innovation.
Threats: 
Market factors, environmental regulations, and an unprecedented wave of commercial real
estate technology innovations that change the way traditional assets are operated 
Political polarization and global uncertainty 
The real estate cycle in Seattle has been particularly long and as a result it is harder to predict
when and if a slow down will impact the Port's industrial development projects
Goals, Metrics and Outcomes 
1.   Finalize ground lease with private partner to redevelop Terminal 106
Timing: Lease finalized Q2 2020 
Metrics: Jobs created, NOI generated, apprenticeship utilization 
2.   Initiate ground lease RFPs for CEM and Des Moines Creek West properties 
Timing: CEM lease finalized by Q4 2020  Des Moines Creek West lease finalized by Q3 2020 
Metrics:  Jobs created, NOI generated, apprenticeship utilization 
3.   Initiate design work for Terminal 91 Uplands development and Master Plan 
Timing: Design firm start (Q1 2020) - 30% design (Q4 2020) 
Metrics: Complete 30% design on proposed light industrial facilities in Port 5-year CIP 
4.   Determine location for Port Maritime Innovation Center 
Timing: 60% design on Ship Supply building & FT Gateway buildings (Q2 2020) 
Metrics: Decision on Innovation Center location and State funding partnership formalized 
5.   Address access issues impacting Pier 2 redevelopment into maritime transportation hub 
Timing: eliminate "tail track" issue by Q4 2020 
Metrics: Finalization of ground lease with King County by Q4 2020 
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Port of Seattle 
Economic Development 
PORTFOLIO AND ASSET MANAGEMENT 
Local Market Analysis and Assessment: 
The occupancy level of our Commercial and Industrial Properties is currently at 94% compared to our
specific submarket benchmarks which have occupancy of 93-96%. We expect leasing activity to remain
stable with current economic conditions. There will be 64,000+ SF of space turning over in 2020 and we
expect to retain 90% of those tenants and backfill the rest to reach our occupancy goal. 
At the same time, individual properties on the Central Waterfront and Duwamish will continue to
wrestle with local challenges (e.g. transportation infrastructure projects) while increasing occupancy and
maintaining market rates. 
Strengths: 
Properties located in desireable areas for maritime and industrial users 
Experienced Management team familiar with assets, market and tenants 
Real Estate Managers have created a Leasing Task Team to work collaboratively across all
portfolios to address existing and anticipated vacancies. 
Weaknesses: 
Compliance with legal, financial, and regulatory aspects of public entity ownership of real
property can result in having a less competitive edge vis-a-vis the private sector in the
commercial real estate market. Contracting procedures, security deposit requirements, and
limited flexibility in negotiations are constraints. These constraints might be reflected in lease
rates toward the lower end of the market range and/or lengthier vacancies through missed
opportunities at some properties. 
Locations of several properties within the portfolio provide only limited amenities such as public
transportation, shopping, dining, etc. 
Improving operating efficiencies in properties with aging infrastructure and implementing
energy conservation improvements will require forward planning and capital investment. 
Opportunities: 
The current real estate market remains relatively stable and is expected to continue to provide
new opportunities for additional revenue. 
Threats: 
Potential economic downturn may affect growth of local businesses' need for space. 
There continues to be concern with local businesses that will be affected by the ongoing Viaduct
Removal and Alaskan Way Street Improvement Projects. The perception in the market is that
the disruption from the ongoing work construction currently underway on the waterfront will
continue to negatively affect businesses along the entire waterfront for the next several years. 
Goals, Metrics and Outcomes 
1.   Complete modernization of Bell Harbor International Conference Center 
Timing: Complete construction and resume operation 
Metrics: Construction completed by end May 2020 
2.   Maintain 94% occupancy for Economic Development and Maritime properties 
Timing: Reach targeted goal by end Q4 
Metrics: Track progress toward goal in quarterly reports 
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Port of Seattle 
Economic Development 
3. Complete initial design work on Fishermen's Terminal Gateway Building 
Timing: Complete 90% design work on FT Gateway Building by end Q4 
Metrics: Track progress on design 
4.   Represent Port in negotiations with Customs and Border Protection regarding new CBP facility
to be built by NWSA 
Timing: Final selection of site and construction/leasing approach selected by Q4 
Metrics:
Four alternatives developed Q3 2019 
Port terms developed for agreement between NWSA and Port Q3 
Agreement drafted and socialized by end Q4 
Final Selection by end Q4 
Conference and Event Centers 
Market Analysis and Assessment: 
Bell Harbor International Conference Center (BHICC) has been a major success over the past twenty-
three years. It has helped anchor Seattle's waterfront revitalization, generated significant international
interest in the region, contributed significant economic impacts to the region and become an asset that
contributes to the Port's bottom line. 
The regional conference marketplace is rapidly evolving and multiple new and compelling event spaces
are being introduced in Seattle, Bellevue and other nearby communities. Though our facility is iconic
and enjoys the distinct advantage of a showcase position on the central waterfront, it is showing its age
and the proposed refresh will help us maintain our high performance in the hospitality market. The
proposed modernization project should resolve this issue. 
Bell Harbor occupies a niche position in the local market as a mid-sized flexible event space. It is smaller
and more intimate than the Washington State Convention Center (WSSC) and Century Link Field Event
Center but larger than most large hotel conference venues. BHICC does not directly compete with the
Convention Center and, in fact, fulfills an otherwise missing component for mid-sized flexible event
space in the market. 
In the long run, the upcoming WS Convention Center will create new opportunities for increased, large
conventions that benefit Bell Harbor. In the short-term, the new hotel rooms created recently in
anticipation of the WS Convention Center expansion have arrived a little early and often are attached to
meeting space that can easily be offered as a loss leader for selling hotel rooms. 
Our niche is still strong and the ongoing transformation of the Waterfront will only increase the
distinction and desirability of our waterfront location and amenities.

Strengths: 
Iconic, niche facility in desirable locations 
Assertive yet prudent management team with deep experience in the market 
Cruise Terminal Expansion: The recent expansion of the Cruise related spaces at 66 creates a
renewed opportunity to (continue to) market the larger spaces to an ever-expanding audience. 
Continued Investment: The rebuilding of the Seattle Waterfront over the next few years
presents a distinct opportunity to leverage our historical financial success and iconic heritage.
Updating and refreshing Bell Harbor International Conference and Event Center and the World
Trade Center Seattle will prepare us for the renewed regional and international interest. 
Weaknesses: 
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Port of Seattle 
Economic Development 
Aging facilities: Updating and refurbishing aging infrastructure will require forward planning and
continued capital investment. 
Schedule conflicts: Cruise related activity, which should receive priority from an economic
impact perspective, often conflicts with selling and scheduling events. As cruise activity
increases there is a corresponding negative impact on event sales. 
Parking capacity at Pier 91, Smith Cove Conference and Event Center is very limited and
inconveniently located. Also, public transportation options to the site are limited. 
Opportunities: 
Hotel room supply: With the significant increase in guest room supply, average room rates have
dropped by approximately $7 year to date. This provides an opportunity to bring conference
and event business to the area which has been rate sensitive in the past. Leveraging
partnerships with close by hotel properties has proven successful in some market segments
which have previously skipped Seattle due to higher prices. 
Strong economy and growing appreciation of Seattle as a destination, hospitality businesses will
thrive 
Planned expansion of WS Convention Center will bring increased, larger conventions that feed
smaller venues like Bell Harbor. 
Threats: 
Hotel room supply: Seattle is an increasingly popular destination and limited hotel room supply
decreases the ability to leverage good rates for out of town conference business. This challenge
has been off-set in the near-term (2019-2022) with the significant increase in guest room supply
which has recently come on line in anticipation of the need for more inventory to support the
Washington State Convention Center expansion now under construction and slated to open
Summer of 2022 with the first signed contract in November of 2022. 
Competitive market: The expanding array of new supply now presents a different challenge;
there are approximately 23 number of new "event venues" in the city/region offering event
related space. To make matters worse, they will offer that event space at extreme discounts to
fill their guest room inventory until the supply/demand balance is back on track. 
Refurbished event spaces: Additionally, there are several regional event facilities offering more
space, flexibility, and modern amenities. A number of event space venues have recently opened
or been remodeled (the Motif, the (Marriott) Renaissance Hotel, the Westin Hotel, the Chihuly
Garden and Glass, the Conference Center at the Washington State Convention Center, and
Museum of History and Industry). 
Increasingly short lead times in the market: There is a continuing trend toward "just-in-time"
event planning and the shortening of lead time for events creates challenges in forecasting and
logistics. 
Goals, Metrics and Outcomes 
1.   Support construction project closure while sustaining operations in expansion spaces (cruise
terminal) and achieving our budget projections 
Timing: Meet first year budget projections by Q4 
Metrics: Track progress of new business monthly, report quarterly 
PIER 69 FACILITIES MANAGEMENT 
Market Analysis and Assessment: 

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Port of Seattle 
Economic Development 
Our Pier 69 headquarters has now been in operation for more than a quarter-century. The beautiful
location and facility have served the Port well, but the building is showing its age and will require
significant investment over its second 25 years of service life. 
A plan was developed in 2019 to guide the renewal, replacement, and modernization of major building
systems through 2042. The plan outlines $20-25 million of activity through 2027, $1.5 million of which is
stated below in goal #1. An additional $20-25 million of activity is programmed from 2028 through 2042.
This ongoing investment will be required to maintain the effectiveness, efficiency, and sustainability of
our Class A office. 
Strengths: 
The scenic waterfront location and elegant office space facilitate employee recruitment,
retention, wellness, and engagement. 
The site has been well maintained and does not have a significant backlog of deferred
maintenance. 
The site is energy efficient when benchmarked with similar building types. 
Weaknesses: 
The operation, maintenance, renewal and replacement of aging building systems will require
significant investment over the next two decades. 
Uncertainty regarding the service life of the concrete pier which is now 89 years old. 
Opportunities: 
A recent appraisal indicated a $100M value for the site. 
Creative thinking and partnerships to improve last-mile transit options. 
Threats: 
There are limited last-mile transit options for commuters. 
The site is located in a liquefaction zone and would likely suffer severe damage during a major
earthquake. 
Traffic congestion related to population growth may increase the difficulty of commuting and
make the site less attractive. 
Goals, Metrics and Outcomes 
1.   Replace under-dock utilities 
(Sanitary waste system, domestic water supply system, and combination wet pipe & standpipe
fire protection system.) 
Timing: Design complete by Q4 2020. Construction complete by Q3 2021. 
Metrics: Facility Condition Index (FCI) <= .05. 
(FCI measures the effectiveness of asset management, and is calculated by dividing the cost
of deferred maintenance by the current replacement value of the facility. The industry
benchmark for a well maintained facility is <=.05.) 
2.   Provide effective support for operations, functions, and events 
Timing: Ongoing  metrics are updated annually. 
Metrics: Operations & Maintenance (O&M) cost per square foot, Percentage of Solid Waste
Diverted from Landfill, Motor Pool Fleet Utilization, Motor Pool Fleet Expense per Mile,
Percentage of Employees Who Commute via Single Occupancy Vehicles (SOV). 
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Port of Seattle 
Economic Development 
3.   Maintain Site Energy Use Intensity (EUI) at less than 55 
Timing: Ongoing  metrics are updated annually. 
Metrics: Weather Normalized EUI is less than 55 
(EUI provides historical energy use trends and benchmarking of energy efficiency with
similar building types.) 
DIVERSITY IN CONTRACTING 
Market Analysis and Assessment: 
The Economic Development Division helped create the new Diversity in Contracting (DC) program last
year in an effort to expand equity, diversity, and inclusion within the Port and across the regional. More
specifically, address contracting disparities which includes low women- and minority-owned businesses
(WMBE) utilization results (e.g. .3% African American, .5% Hispanic, 1.1% Asian). While the Port is
making progress on WMBE utilization, it still falls below performance at other public agencies. The Port
will need to continue with robust outreach efforts combined with effective training for current and
potential WMBE contracting partners. 
Diversity in Contracting is a core program for advancing the 2020 Port-wide Goal of expanding equity,
diversity and inclusion across the region. DC also drives regional and statewide economic vitality and
inclusion by growing businesses owned by people from diverse backgrounds, increasing economic
activity to historically under-utilized firms, and providing opportunities to WMBE firms that in-turn
support communities through new hires and other benefitable economic activity. 
The Port is becoming a leader in advancing inclusive procurement policies that support all firms within
the Puget Sound Region.
Diversity in Contracting Strengths: 
New program with new community WMBE excitement for future Port opportunities
Changes within current Port contracting language which includes setting direct WMBE
aspirational goals and inclusion plans as part of the solicitation.
Deliberate and strategic outreach and marketing of opportunities in partnerships with WMBE
community organizations 
U.S.DOT's Federal Disadvantage Business Enterprise program (DBE) provisions are very specific
towards WMBE's utilization. 

Diversity in Contracting Weaknesses: 
Specific set-aside contacting for WMBE businesses only are still constrained by current state
contracting laws (I-200) which may impact maximizing Port WMBE results.
Diversity in Contracting Opportunities: 
Collecting, tracking, and reporting of ethnicity information as part of the DC reports 
Expanding training programs for WMBE and DBE businesses interested in contracting with the
Port 
Leveraging limited Small Works provisions (RCW) to improve upon WMBE participation 
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Port of Seattle 
Economic Development 
Expanded media, social networks, and promotion of DC program 
Support the expansion of WMBE businesses in fields lacking diversity

Diversity in Contracting Challenges: 
Accurate collection, tracking, and reporting of participation by ethnicity in Port business
opportunities 
How to determine transparent, fair, and most effective changes to procurement policy and
processes to create more opportunities for Minority, Woman, Disadvantage Business Enterprise,
and Small Business Enterprise firms 
Reduce internal perceived barriers towards WMBE businesses (i.e. "they can't perform", "they
are not big enough", "this is specialized work", "too risky", "cost more") 
Setting advanced WMBE goals for construction is difficult without historical utilization data. 

Goals, Metrics and Outcomes 
1.  Increase in ethnicity contracting utilization results, especially for African American and
Hispanic businesses
Timing: On-going
Metrics: 10% overall goal increase from 2019 WMBE results, with a 5% target for African
American and Hispanic business utilization. 10% increase in # of WMBE suppliers utilized 
2.   Internal marketing/communication program to orient Port employees about DC initiative and
how they can support WMBE utilization 
Timing: On-going program with quarterly deliverables 
Metrics: Number of employees participating in training sessions, and number of promotional
videos, blogs and events held to highlight benefits of Diversity in Contracting policy 
3.   Community engagement and partnerships to promote WMBE and DBE programs of Port
contracting opportunities 
Timing: Bimonthly engagement with ethnic community organizations and/or WMBE/DBE firms 
Metrics: # of attendees, $ spend on ethnic media, issues raised/resolved (summary report) 
4.   Provide PortGen workshops/trainings to interested WMBE and DBE businesses 
Timing: Monthly 
Metrics: Provide nine (9) workshops with three (3) advanced training sessions; with a total of
240+ attendees, 120 of the attendees are new WMBE registrants on the Port's supplier
database.
5.   Work with Public Sector partners to advance WMBE and DBE utilization 
Timing: Quarterly 
Metrics: 4 jointly sponsored events, 2 jointly funded projects, qualified support for public sector
contracting center (through Tabor 100) 
WORKFORCE DEVELOPMENT 
Market Analysis and Assessment: 
Since 2015 the Port has significantly expanded its role and influence and commitment to and focus of
workforce development. Our efforts encompass a portfolio of sector-based workforce development
strategies and investments designed to meet the skill and workforce needs of by creating opportunities
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Port of Seattle 
Economic Development 
to ensure that women and people of color, including youth, have equitable access to opportunities that
come from the strong regional economy.
While the workforce development teams have made significant progress, we have not been able to fully
scale planned work in each sector. A new Port Commission workforce policy can help focus the agency's
workforce development efforts and investments. With new state legislation supporting Port workforce
investments and many regional "funders" ready to work with the Port, the opportunity to scale
workforce development investments that help sustain our construction, maritime and aviation
industries are tangible and exciting.
The Commission and Port staff have done a particularly good job building partnerships. These alliance
have influenced regional workforce development partners to prioritize and invest in
construction/building trades, aviation/airport operations and maritime. The department's portfolio of
sector-based workforce development strategies and investments directly enhance the 2020 Port-wide
Goals of enhancing workforce development to support port-related industries and driving regional and
statewide economic vitality. 
These port-related sectors - maritime, aviation/airport and construction - are projected to generate
thousands of job openings in the years ahead (due to both growth and replacement needs). Many are a
good source of family wage jobs. Across all industries, the aging workforce and declining unemployment
are making it difficult to find available skilled workers. Future jobs will continue to require even higher
levels of skills  even for those traditionally entry level positions. Additionally, the baby boomer
retirement and growing diversity of the population are changing the nature of the workforce and will
require industry to address the lack of racial equity and inclusion in their hiring practices and within their
workplaces.
We have a unique opportunity to build on that success and leverage interests of current funders and
workforce development entities to support and strengthen workforce development efforts in our
priority industries. King County's regional workforce ecosystem is undergoing a sea change; King County
and City of Seattle are transforming the workforce system to connect more people to high-demand jobs.
The new model will address better align funding to help people who face barriers to employment and
help ensure that employers have the well-trained workforce they need to remain competitive. By
partnering with this regional system, the port can expand its impact and capacity to support port related
industry sectors.
Strengths: 
The Port Commission strongly supports workforce development investments. The Commission's
new policy can clarify and further direct the Port's workforce development efforts. 
The portfolio of sector-based workforce development strategies and investments creating
opportunities to ensure that women and people of color, including youth, have equitable access
to opportunities that come from the strong regional economy. 
Weaknesses: 
The Port's current contracting practices do not align well with community based organizations
and workforce development. 
Leveraging Port workforce funding through partnerships with multiple workforce agencies takes
time, trust and relationships. 
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Port of Seattle 
Economic Development 

Opportunities: 
HB 1568 port district worker training legislation enables investments in workforce development. 
Opportunity to influence and leverage regional workforce development transformation 
There is growing regional alignment around career connected learning programs. 
There are significant opportunities to partner with workforce agencies on maritime and
construction trades training initiatives. 
Current construction trades workforce development initiatives are especially promising and
could be expanded. 
There is strong demand for aviation career pathway training in the areas of maintenance and
security. 
Threats: 
Designing workforce programs to address unique needs of distressed neighborhoods, women
and people of color 
Extended time frames needed to complete research, community engagement and related
program design 
Port-related industries have diffuse training needs (especially maritime) 
Developing comprehensive career connected learning initiatives that create effective career
awareness and development pipelines for K-12 students 
Complexity and differences in each sector 
Goals, Metrics and Outcomes 
1.   Train disadvantaged workers for jobs in the construction industry 
Action/Timing: Renew 2nd year of contracts with Ironworkers, ANEW, etc. 
Metrics: 150 pre-apprenticeship graduates, wages paid, # of women/minority graduates 
2.   Support workers and employers at SeaTac International airport by operating Airport
Employment Center and Career Support Center 
Timing: Extend contract with PortJobs Q2 2020 (year four of five year contract) 
Metrics: Place 2000+ job seekers into employment, also track wages, # of workshops/trainings, 
# of workers helped through Career Support Center 
3.   Implement aviation career pathway training initiative 
Timing: execute implementation contract Q1 2020 (two year contract) 
Metrics: # of workers trained, # of workers advancing to better jobs, $ leveraged from airport
employers, other funding leveraged 
4.   Advance Maritime Youth Collaborative (MYC) & Aviation career connected learning initiatives 
Timing: MYC contract extended (Q3). Aviation initiatives under contract by Q2 2020 
Metrics: 600+ students participating, also track # of teachers participating, # of employers
participating, # of nonprofit or community based organization participating, and funding
leveraged from partners 
5.   Increase impact and leverage through influence, regional collaboration and alignment 
Timing: Ongoing 
Metrics: Financial leverage/external investments in Port related sectors; aligned policies,
practices and strategies to support construction/building trades regional partnership; change in
practices (apprenticeship programs, contractors, labor, community partners) to support racial
equity; increased participation and retention rates for people of color and women 
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TOURISM DEVELOPMENT 
Market Analysis and Assessment: 
With the Port of Seattle's visitor assets (cruise terminals and Sea-Tac International Airport) providing 
integral gateways for continued expansion of travel in the Pacific Northwest, Tourism's efforts will focus
to increase the economic value of travel for King County and Washington state. 
Cruise Line International Association (CLIA) projects 30,000,000 cruise travelers globally for 2019. Over
the next eight years, an additional 124 new ship builds are on order. By 2027, CLIA estimates the global
cruise visitor number will increase by 25% reaching 40,000,000 cruisers. For 2020, Norwegian Cruise
Line group has announced plans to implement a fourth ship (NCL Sun) to the Seattle Alaska market. In
addition to the Port of Seattle's planned build-out of a fourth terminal at P46, communities in Alaska
(Ketchikan, Sitka, Skagway, and Icy Strait Point) are in the process of planning or building additional
docking infrastructure  all of which has the potential to support the growth of the Alaska cruise market. 
International air travel to Seattle and Washington will continue to increase and the international cruise
market is an important component of that growth. Seattle and King County visitor research indicates the
international traveler represents 16% of the total visitors spend; although, they are only 7.1% of the
actual total visitor volume to the area. 
International air traffic thru Seattle increased 5.8% in 2018. A dditional international
destinations and carriers are scheduled for startup in 2019 and the International Arrivals Facility
will open in 2020. 
Cruise traffic from Europe had the largest percentage of increase (17.1%) over any other
international markets. 
CLIA states that Australia leads the established cruise markets in penetration rates. 5.8% of the
population took an ocean cruise in 2018 (one in every 17 Australians). 
According to Bloomberg News, the estimated number of Chinese cruise travelers will reach 4.5
million by 2020. 
With the continued growth of the Alaska cruise trade and Sea-Tac Airport international gateways,
Tourism will focus our efforts to impact and educate the travel trade and travel media on the merits of
selling Alaska cruises and recommending extension of stays to explore the Pacific Northwest, to increase 
leisure air travel to Washington. We will continue to work with fellow destination marketing
organizations and attractions to market all of Washington as well as impact and address our strengths,
weaknesses, opportunities and threats. 
Strengths: 
The Port's capital improvements (International Arrivals Facility, North Satellite, a fourth cruise
terminal) create opportunities for increased tourism visitation. 
The Tourism department's effort on trade and media familiarization tours with Visit Seattle, the
Washington Tourism Alliance and statewide destination marketing organizations reinforces the
Port of Seattle's role as major air and sea gateway for Washington. 
Our Tourism Marketing Support and Advertising Spotlight programs have reinforced the Ports
perception as a positive team player and leader promoting all of Washington 
Like most of the USA, Washington State is generally perceived as a safe destination for
international travelers. 

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Weaknesses: 
The ability to process agreements for the Tourism Marketing Support Program in a timely
fashion has hampered implementation of projects. 
Communications between POS departments can continue improve, thereby enabling Tourism to
develop comprehensive marketing strategies. 
Opportunities: 
CLIA's 2018 Consumer Survey revealed nearly 80% of all cruisers prefer to book a cruise via a
travel consultant. Because of the complexity in consumer cruise travel decision making, Tourism
will target efforts to impact and educate the cruise related sales specialists, cruise tour
operators and travel media by building on the "cruise and stay program" and investing in
joint marketing promotions. These efforts are targeted to reach important travel
influencers. Targeted markets include UK, Ireland, Mainland Europe, Australia and New
Zealand. 
The Tourism Marketing Support Program and Airport Spotlight Program will continue to offer 
smaller destination marketing organizations and attractions throughout Washington the
opportunity to impact travelers utilizing the Port's visitor gateways (cruise terminals and Sea-Tac
International Airport). 
Like most of the USA, Washington State and the Pacific Northwest are generally perceived as a
safe destination for international travelers. 
Threats: 
Destinations along the west coast are intently keen upon obtaining home porting and port of
calls for their destinations. Specifically, Anchorage, Vancouver, Astoria, San Francisco, Los
Angeles and San Diego are going to be diligent in attempting to obtain a portion of the growing
Alaska trade. 
Hotel availability and pricing in Seattle is challenging despite the addition of new properties. 
Fluctuating international exchange rates and the health of United States and global economies
can negatively impact tourism and travel numbers. 
International travel restrictions such as lengthy visa application processes and countries
identifying the USA as an inappropriate or unsafe destination can severely impact visitation. 
The transient, homeless and addiction situation can pose a perceived safety issue by visitors
experiencing Seattle and select locations in King County. 
Washington State's national and international tourism marketing efforts are woefully
underfunded and well below neighboring states' funding levels. 
Washington's perceived brand and the brand marketing approach is lacking. 
Goals, Metrics and Outcomes 
1.   Utilize the Tourism Grant programs (Tourism Marketing Support Program and Airport
Spotlight Program) to increase the awareness of the unique visitor opportunities and
attractions throughout Washington and reinforce Sea-Tac International Airport as a gateway
for all the Pacific Northwest. 
Action/Timing: Tourism grant partner contracts by 4/15/20 - projects complete by year end.
Metrics: Award $200,000 to qualified tourism nonprofit organizations throughout the state of
Washington. At least 50% of these funds will support cultural, nature adventure and
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sustainable tourism projects. 
Metrics: Ensure all 48 advertising location opportunities in the Sea-Tac Airport Spotlight
Program are fully utilized by statewide DMOs and attractions in 2020. 
2.   Conduct Familiarization tours (FAMS) for the travel media and travel trade to generate
interest in Washington and increase actual tour product availability. 
Action/Timing: Organize 30 FAMS for the travel trade and travel media in 2020. Target
the key cruise markets of the UK, Ireland, Mainland Europe, Australia, and China. 
Metrics: Generate $200,000 of in-kind contributions from tourism partners, obtain $2,000,000
in earned travel media coverage for the Pacific Northwest, and generate an additional 25 cruise
and tour product offerings. 
3.  Establish strategic partnerships with Visit Seattle and the Washington Tourism Association to
strengthen the Port of Seattle's tourism gateways for air and sea (Sea-Tac Airport and cruise
terminals). 
Action/Timing: Attend six travel trade shows and three sales missions in 2020 
Metrics: Maintain the Visit Seattle International marketing agreement to increase leisure travel
for 2020, and identify $500,000 in matching dollar contributions in support with the Washington
Tourism Association annual match funding requirements. 
4.  Promote the economic value of Alaska cruise travelers by expansion of cruise and stay
experiences in Washington and the Pacific Northwest. 
Action/Timing: Ongoing and complete by November 30, 2020.
Metrics: For 2020 maintain in-market representation contracts in UK, Ireland, Mainland Europe,
New Zealand and Australia marketing Seattle as the primary cruise gateway to Alaska and
pre/post Pacific Northwest cruise and stay extensions. 
Metrics: Each market contractor will distribute quarterly newsletter touting cruise and stay
opportunities that reache x media and travel trade in select international destinations. 
Metrics: 25 Destination Marketing Organization/Tourism organizations attend Two Nation FAM
and Tourism workshop to share messages with international travel media and travel trade.
ECONOMIC DEVELOPMENT 
Economic Development Partnership Program 
Market Analysis and Assessment: 
The Port of Seattle Economic Development Partnership Program funding is distinctive in the region in
both its approach and mission, compared to other federal, state, and local grant programs. The program
provides seed funding to spur economic development projects that integrate each city's economic
development strategy and support the Port's Century Agenda goals and 2020 Port-wide Goals. 
In recent years, cities have undertaken multi-city, collaborative projects that address regional goals and
needs. For example, the cities of Kirkland, Bellevue, and Redmond formed a partnership called the
Innovation Triangle dedicated to promoting East King County as an international destination for
technology companies. 
The Economic Development Partnership Program remains a popular program with cities in King County,
allowing Port Commissioners to show Port of Seattle economic support in all corners of King County. A
program evaluation report published at the end of 2018 found that cities often use the funds provided
by the Port of Seattle as seed money for projects that would not have been possible otherwise. Some
cities found that the projects undertaken with Port of Seattle funds generated follow-up ideas, or the
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projects received enough traction to continue regardless of future Port grant funding. Many smaller
cities said that the increased economic development capacity was a huge benefit of the program. 
Connection to 2020 Port-Wide Goals 
The Port of Seattle Economic Development Partnership Program advances regional economic vitality
and builds positive partnerships with King County Cities. The program's funding often supports
innovative efforts that are outside the general economic development activities for cities and encourage
cities to invest resources into economic development through the program matching requirement. In
2018 alone, cities expended $657,000 in matching funds and resources to support regional economic
development  a roughly $100,000 increase over the minimum threshold that cities said they would
allocate to program projects. 
The program also positions the Port of Seattle as a key partner for King County cities by providing a
flexible funding source for cities to implement economic development activities. Typically, external grant
funding for local economic development projects is scarce and city economic development departments
have trouble securing local funding. 
Strengths: 
Grants help advance regional economic vitality. "The Port of Seattle grant program has been
invaluable to cities to invest in local and regional partnerships," according to a program
evaluation report completed in late 2018. 
Spurs productive regional partnerships. The program has allowed cities to connect with other
cities in the region and create partnerships that can be leveraged for future initiatives and
pooling of resources allowing cities to offer services they wouldn't be able to be funded alone. 
Provides niche funding for business assistance, retention, and recruitment projects that are
expected to:
o   Promote regional economic diversification, 
o   Promote entrepreneurship and small business growth, 
o   Attract foreign investment, 
o   Diversify local rural and urban economies, 
o   Recapture spending within the city, 
o   Support development of local supply chains; and 
o   Ultimately create jobs and increase economic activity. 
Weaknesses: 
The program funding formula does not allow the Port to provide additional funding support to
high-impact economic development projects or projects that could significantly support key Port
of Seattle priorities like the 2020 Port-wide Goals. 
Opportunities: 
Continue to streamline contracting and grant administration processes 
Work to better assess and highlight impacts from the Economic Development Partnership
Program. 

Challenges/ Threats: 
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It is challenging for cities to measure outcomes on a short-term basis. Many projects
undertaken with Port of Seattle grant funds have long-term objectives, which are hard to
measure in terms of immediate return on investment 
Cities often challenged to implement projects in less than a year. 
Goals 
1.   Implement 2020 grant program in partnership with King County Cities 
Timing: Participating cities under contract by Q2 2020 
Metrics: 30 Cities participate in program and $ match from participating cities 
2.   Change annual funding format to flexible 12-24 month contracting period based on City needs,
opportunities and potential for greater impacts 
Timing: Develop recommendations by Q1 2020 for immediate implementation 
Metrics: # of cities using longer contract periods and # of new cities participating 
3.   Organize periodic orientation meetings and training sessions to help cities learn more about
resources for economic development 
Timing: Host 3-4 workshops or meetings for City economic development staff in 2020 
Metrics: Local ED staff learns about and demonstrates use of new resources/partnerships. 

Maritime Innovation Initiatives and Center Development 
Market Analysis and Assessment: 
Washington's maritime industry supports over 75,000 jobs and the industry is essential to our region's
future. Maritime employers provide blue-collar employment opportunities in rural and urban
communities. Maritime operations help protect our working waterfronts and harbors. And
Washington's maritime cluster is well positioned to grow into the future. 
Often overshadowed by the Seattle region's tech economy, our maritime sector's potential is
overlooked. A growing Blue Economy is just beginning to gain recognition globally as regions start to
recognize the importance of the ocean for economic development, recreation, sustenance, and quality
of life purposes. Washington's new Maritime Blue plan embraces the Blue Economy opportunities and
is a bold new blueprint for advancing Washington's maritime industries.
The Port of Seattle is a key Maritime Blue partner. Advancing maritime innovation initiatives can
position our lines of business and maritime business partners for future growth and success. New
opportunities for the region include: alternative low carbon vessel propulsion systems, surface and
undersea robotics, arctic research, seafood product development and digitization.
To realize these innovation opportunities, the region's maritime cluster must collaborate more
effectively. The new Maritime Blue cluster organization can help the industry overcome fragmentation
that has so far stymied the industry's ability to advance new ideas and technologies. The Port of Seattle
can help guide this organization towards success and make additional investments to help anchor
regional maritime innovation.
Strengths 
Established Port lines of business provide partnership and expertise needed to support maritime
innovation 
Port real estate assets can support short and long term needs for maritime innovation 
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Port staff in constant touch with maritime industry = knows problems and opportunities 
Weaknesses 
Port support for Maritime Blue plan is informal  an MOU would help clarify
roles/responsibilities as well as annual partner commitments 
Innovation initiatives are new, so patience is needed to define/achieve outcomes 
Opportunities 
To bring world class technologies (Cloud, Cybersecurity, IoT) beneficially to the region's
maritime cluster 
To spur innovations that sustain the region's fishing industry and protect our maritime
environment 
Advancing partnerships with the University of Washington, NOAA, City of Seattle, Maritime
Blue, private industry and many other stakeholders 
To realize maritime innovations that can support regional economic vitality, cluster
competitiveness, and Port NOI 
Threats 
The region's maritime industry is not particularly collaborative 
Other ports and regions are hungry for talented maritime startups. Two local companies have
participated in the Port of Rotterdam's accelerator to advance their startups. 
Goals 
1.  Determine location of Maritime Innovation Center 
Timing: Q1 2020 
Metrics: Final location of facility determined  State capital funding formalized. 
2.   Operate Maritime innovation accelerator program to discover, promote and help advance
promising maritime ventures and startups 
Timing: Kick off in October  Operate contest in Q4  Final Demo Day in Q1 2021 
Metrics: Ten promising maritime ventures go through accelerator program and establish 
growth and funding benchmarks 
3.  Organize and administer quarterly maritime innovation center advisory council meetings to
ensure public and private partners can steer and provide counsel on maritime innovation
initiatives 
Timing: Quarterly 
Metrics: # of partners participating, funding leveraged, events cosponsored 
4.  Organize fact finding trips to other cities and ports that are working to advance maritime
innovation initiatives 
Timing: Organize two trips in 2020 
Metrics: Partnership agreements realized, B2B connections made, lessons learned that 
impact regional maritime innovation initiatives. 


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APPENDIX 



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2019 Budget Summary 









2019 FTE Summary 






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