Executive Director Commission Retreat
Stephen P. Metruck

      Executive Director Review and Look Forward

• 2019 Recap of Goals and Major Accomplishments
• 2020 Executive Director Goals and Priorities
• Reflections going into 2020
• Commission/Staff Interactions and Working Relationships


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           2019 Goals/Accomplishments


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                 2019 Port Wide Goals
1. Manage Growth and Assets and Deliver Capital Program
– Airport
– Seaport
2. Advance Regional and State Economic Vitality
3. Advance Environmental Sustainability including the protection of
air and water quality
4. Increase Equity, Diversity and Inclusion and Workforce
Development
5. Strengthen and Expand Community Engagement, including
relationships with external stakeholders, and increase Increase
public awareness and support for the Port
6. Sustain and Strengthen a High Performing Organization
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               2019 Accomplishments
Goal 1 – Manage Growth and Assets and Deliver Capital Program:
• Airport:
– Advanced SAMP
– Commenced SAMP Environmental Review
– GT taxi management contract transitioned away from ESFH
– Dining and Retail process LG5 Winners for NSAT identified
– Worked closely with ERP
– Made organizational change – moved capital to business units

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               2019 Accomplishments
• Airport Programs/Projects:
– IAF topped-off steel 1 year ago;good progress since
•Agreements made with new CBP leaders re: 1 step processing
• Agreements made with TSA leaders re: steel above CTX’s
•Permanent electricity and terrazzo nearly complete
– NSAT Opened New portion of building in summer
•NSAT topped-off highest steel and began work in old portion
•Alaska opened its large lounge to customer acclaim
– Baggage Optimization Phase 1 nearing completion
– Electrical modernization of 1949 building in design
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               2019 Accomplishments
Seaport
• Terminal 5 Improvements Under Construction
– Piling being driven
• Fourth Cruise Berth at T46 making headway
– RFQ and RFP have respondents
– Closed EIS scoping and initiating EIS Evaluation
– Design for aging docks at FT and SBM underway

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               2019 Accomplishments
Economic Development
• T106 RFP yielded good proposals to support T5
• Developed processes to meet W/MBE goals
• Renewing Bell Harbor Conference Center Construction
underway
• T91 Uplands in design
• Pier 66 aging HVAC replacement underway
• Business Partnership Travel - Eastern WA and elsewhere
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               2019 Accomplishments
Goal 2 – Advance Regional/State Economic Vitality
• Youth Maritime Collaborative Contract Awarded
• Innovation
– Maritime Blue Partnership with State
– Innovation Center Undedesign
– Virtual Incubator
• South King County Improvement Fund plan

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               2019 Accomplishments
Goal 3 – Advance Environmental Sustainability
• Sustainable Aviation Fuels – Port and airlines draft action plans
coming to Commission in December/January
• Carbon Sequestration – Kelp and oysters planted
• Stormwater – System improvements on track
• Renewable Natural Gas – RFP results in legal, nearing contract
• Sustainable Project Framework – E&S committee briefed,
recommendations developed
• Commute Trip Reduction – surveys led to summer waterfront bus
during viaduct demolition
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               2019 Accomplishments
Goal 4 – Increase Equity, Diversity, and Inclusion & Workforce
Development
• Hired Bookda Gheisar as Director in summer
• Outreach internally and externally
• Developing Equity Plan and
• Transferred WFD functions from Economic Dev. to EDI
• Commission adoption of priority hire and workforce activity

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               2019 Accomplishments
Goal 5 – Strengthen Community Engagement, relationships, awareness, and
support for port
• Duwamish Valley – Positive pilot project, commission briefed in May and
motion approved, continuing budget, nearby T107 shoreline project
moving forward
• Tribe Partners – G2G meeting with Suquamish Council in June and
Muckleshoot fish committee
• Port Budget Open Houses in October
• StART – late night noise and glideslope progress (before city departures)
• South King County Improvement Fund Community input considered
• Executive Director Outreach meetings
• OEDI Outreach

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               2019 Accomplishments
Goal 6 – Sustain and Strengthen a High Performing Organization
• Advanced the earlier strategic timing of the planning and
budget process – presented ED 2020 goals at June retreat
• Safety and Security – Expanded port’s behavior-based safety
program and added second police sergeant to waterfront
• Hired Cyber Security leader in summer – now assessing
aviation industrial-control and other existing legacy systems
• ELT Team: Spent intensive 3.5 days total with ELT team
identifying cultural improvements.
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                    2020 Priorities


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                2020: Looking Forward
• Strategic Priorities/Goals
– Tracker
– Major Themed Campaigns
1.  Aviation: Develop our Airport to Serve Current and Future Needs
Consistent with Regional Strategy for Economic Growth and
Environmental Management
2.  Maritime: Implement our Vision for a Globally Competitive and
Environmentally Sound Maritime Industry in Puget Sound

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                       2020 Priorities
1.   Operate Effective Maritime and Aviation Transportation Gateways and Execute Capital
Improvement Program
2.   Capably execute all Port programs within the Five-Year Capital Investment Plan
3.   Drive Regional and Statewide Economic Vitality
4.   Advance Environmental Sustainability of the Port and Region
5.   Enhance Workforce Development to Support Regional Port-Related Industries
6.   Expand Equity, Diversity, and Inclusion within the Port and across the Region to make
tangible differences and deliver benefits for all
7.   Operate as a Highly Effective and Equitable Public Agency
i.       Enhance Safety, Security and Resiliency efforts
ii.       Strengthen and Expand Community Engagement
iii.      Improve and Maintain Financial Viability and Stewardship
iv.    Develop, Support and Inspire our Internal Talent
v.     Improve Customer Service & Experience
vi.    Infuse equity principles and practices into all aspects of organizational structure, programs,
policies and processes
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                       2020 Priorities
Goal 1 – Operate Effective Maritime and Aviation Transportation Gateways and
Execute Capital Improvement Program:
• Airport:
– Open IAF for Airport Operations
– Complete SAMP NTP Draft NEPA EA
– Establish branding to identify the airport nationally and globally
– Continuing progress: North Satellite, Baggage, South Satellite Seimisic
Upgrade
– MTOP/Check Point 1 on Bag Claim

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                       2020 Priorities
Goal 1 – Operate Effective Maritime and Aviation Transportation Gateways and
Execute Capital Improvement Program:
• Airport (Cont):
– Operating agreement for TNCs
– Establish Transportation Management Association for Airport
Employers
– ADR Process Improvements
– Improve Aviation Capital Delivery Management

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                       2020 Priorities
Goal 1 – Operate Effective Maritime and Aviation Transportation Gateways and
Execute Capital Improvement Program:
• Maritime
–Advance design and business deal for new cruise terminal
–Advance design of T91 Berths 6 and 8, T91 uplands, Pier 66 Shore
Power
– Re-establishing planning function with Maritime
– Multiyear Port Valet Program

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                       2020 Priorities
Goal 2 – Capably execute all Port programs within the Five- Year
Capital Investment Plan
• Launch Capital Delivery Improvement Initiative



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                       2020 Priorities
Goal 3 – Drive Regional and Statewide Economic Vitality
• Finish Bell Harbor Conference renovation
• Finalize location for innovation center.
• Complete pilot maritime accelerator initiative.
• Execute leases for T106, Des Moines Creek West, and CEM
properties.

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                       2020 Priorities
Goal 4 –Advance Environmental Sustainability of the Port and
Region
• Complete NW Ports Clean Air Strategy and Port Maritime GHG
Reduction Plan
• Complete T46 Cruise EIS
• Complete SAMP NTP Draft NEPA EA
• Define role of Port and Partners in ECHO like Orca Program
• Meet and exceed 2020 Century Agenda GHG Reduction Goals

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                       2020 Priorities
Goal 5 - Enhance Workforce Development to Support Regional
Port-Related Industries
• Deliver Workforce Development strategic plan in April of 2020
and implement the results and findings for the next phase of
WFD


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                       2020 Priorities
Priority 6 – Expand Equity, Diversity, and Inclusion within the
Port and across the Region to make tangible differences and
deliver benefits for all
• OEDI and HR to review key HR policies and processes
• Build an equity index and framework for King County
communities health and economic status
• Implement an equity strategy port-wide and influence
workplans, policies, processes of all teams at Port of Seattle.

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                       2020 Priorities
Priority 7 – Operate as a Highly Effective and Equitable Public
Agency:
• Enhance Safety, Security, and Resilience efforts
– Implement Reduce cyber security exposure and risk
– Conduct review of Port Resiliency Plans
• Strengthen and Expand Community Engagement
• Improve and Maintain Financial Viability and Stewardship
• Develop, Support, and Inspire our Internal Talent
– Review and update Workplace Responsibility
– Establish ICT as a Center of Expertise for Artificial Intelligence.

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                   Strategic Priorities 2020
Equity                      Capital
T-86
Framework             Development                 Sustainable            Fishing
Airport Master            Pier
Cruise                           EDI                                              Plan

Airport So.
Orca                                       King Co.                                         Century
Taskforce               Capital                    Fund                                                Agenda
Hemp-                                                        Delivery
fest
Improvement
Initiative
Maritime                                                    IAF Delivery
Innovation                                                                               Industrial
Lands
CPO

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           2020: Major Themed Campaigns
• Sea-Tac: Progress and Vision for the Future
–Outreach and Communications Plan
•Research Plan: Focus Groups and Quantitative Survey
•Outreach/Engagement Plan
•Enhanced earned, owned, paid media
–Projects underway: IAF deliver Q4, North Satellite, Central Terminal,
Baggage Modernization
–SAMP
•Environmental Review
–Timeline
–Commission Role/Timing
•Airline Input
•Advance Design Efforts

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           2020: Major Themed Campaigns
• Sea-Tac: Progress and Vision for the Future (Continued)
– Customer Service Focused Organization
•SEA Brand Launch and Employee Ambassador Program
•Main Terminal Optimization and Additional Capital Projects
– Environmental Issues
•Noise
–Noise Mitigation Acceleration Program
–Other Operational Measures
•Sustainable Aviation Fuels
–Low Carbon Fuel Standard
–Airline Efforts

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           2020: Major Themed Campaigns
• Sea-Tac: Progress and Vision for the Future (Continued)
– Community
•StART Meetings
•South King County Fund
•Airport Ecology Fund (ACE)
• New Cruise Terminal
– Outreach and Communications Plan
•Research Plan: Focus Groups and Quantitative Survey
•Outreach/Engagement Plan
•Enhanced earned, owned, paid media
– Decision on Industry Partner and advance design
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           2020: Major Themed Campaigns
• New Cruise Terminal (Continued)
– Complete Environment Review
– Shorepower at Pier 66
– Advance Permitting
– Commence Final Design
2020
2021-23
Q1                      Q2                      Q3                      Q4
Commission Action:
Draft EIS Comment             Final EIS                                                  Q2 2023
KEY PROJECT DATES                                   Period                                                                              • Start Cruise
30% Design                                                                             Operations
Commission Action                                        Commission Action:                                      Commission Action:
COMMISSION/          to move design                                    Final Design                                      Q1 2021
EXECUTIVE               forward                                               Authorization, and                                     • Construction
Partner Agreement                                          Authorization
Execution
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           Port Commission/Staff Interactions
• Reflections
– Improving Functionally
• Port Internal: Values/Behaviors
• Commission/Staff: Values/Behaviors
– Planning/Budgeting Process
• Vertical Alignment: Century Agenda
• Timing/Process
– Goal/Objective Prioritization Agreement
• Revised Process
• Century Agenda 2.0 proposal
– Big Picture
• Lack of discipline
• Too many points of entry into staff
• Impact of more Commission Staff
• Too much direction of staff
• Impact on Planned Work
• Lack of transparency among Commissioners

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    Century Agenda Modification Timeline                            12/9/19

Commission Retreat –
CA realignment
discussion, Commission
direction                      2020 E.D.
Goals finalized                                                  Commission passes
CA modification
2020
Dec                Jan                  Feb                Mar                 Apr                 May                   Jun
Commission
Retreat (tbd)
Dec 10 - Jan 31
Comm Staff/SI decide on
CA policy logist ics                                                                 Apr 1 - Jun 15
Business planning period
Jan 13 - Mar 13
E.D., SI & Commission finalze CA modifications

           Port Commission/Staff Interactions
What does staff think that Commission thinks about staff?
• Lacks urgency on requests
• Lack of follow through or carrying out instructions
• Often bureaucratic
• Inter-staff Communications: Right hand not talking to left hand … lessons are too often relearned.
• Some notifications are not timely.
• Not supportive of non-operational initiatives
• Doesn’t always see the areas of opportunity that exist
• Confidence in management of complex capital projects
• Staff focuses on explaining their position vs. listening to Commission’s viewpoint
• Feel staff doesn’t care or understand public perception
• Don’t understand what it means to be an elected official in the public eye
• Why are staff estimates are off, necessitating coming back for more funding
• Often not helpful with stakeholder interests
• Staff’s failure to anticipate events/outcomes
We hear you and are looking internally how we can do better … and hope to have conversations on doing this.

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           Port Commission/Staff Interactions
• Revised Rules of the Road
– Centralized Processes
– Transparency/Tracking of Requests via Executive Office
•Discipline
•Role of Commission Office in tracking
•Prioritization of new work
– Tracking of staff time “Project Codes”
• Planned Interactions with Commissioners: 2:2:1s

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          2020 Is going to be Awesome

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                   Appendix


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                      Maritime and Economic Development Projects
Project           2018               2019               2020               2021               2022               2023
Maritime/Economic Development Projects        Project Sponsor    Project Manager
Complexity   Q1  Q2  Q3  Q4  Q1  Q2  Q3  Q4  Q1  Q2  Q3  Q4  Q1  Q2  Q3  Q4  Q1  Q2  Q3  Q4  Q1  Q2  Q3  Q4
Terminal 5 Berth Modernization                      Tong Zhu          Anne Porter               5

Fishermen's Terminal Docks 3, 4 & 5 Pier Improvements D. Whittaker      Rod Jackson               1

Bell Harbor Conference Center Modernization         Melinda Miller     Fred Chou                 3

Terminal 117 Restoration                             Kathy Bahnick     Ticson Mach              3

Fishermen's Terminal Gateway Building               Jeffrey Utterback  Tim Leonard              2
Community Engagement*
Fishermen's Terminal Maritime Innovation Center     Jeffrey Utterback  Tim Leonard              3
Commission Approval
Salmon Bay Marina Docks D & E Replacement         D. Whittaker      Tim Leonard              4
Planning / Notebook
Harbor Mooring Dolphins                           Kelli Goodwin     Mark Longridge           3                                                                                                  Design
Construction
Pier 66 HVAC Systems Upgrade                      Melinda Miller    Rod Jackson              2

Waterfront Electrification                            Mike McLaughlin  TBD                      5

New Cruise Facility (Assumes 50% Tenant Cost Share)   Mike McLaughlin  Fred Chou                 5

Terminal 91 Uplands Development                   Jeffrey Utterback  Tim Leonard              3

Terminal 91 Berth 6 & 8 Redevelopment               Kelli Goodwin     TBD                      2
* Community engagement tasks will vary by project need