Public Affairs Transformation  Status Update

(CONFIDENTIAL draft  as of 2/22/16)

VISION: The Port of Seattle's public affairs staff is comprised of experts in the fields of: government relations, communications,
community engagement and social responsibility. The PA staff works as a closely integrated team, leveraging knowledge, information
and relationships, to support the Port Commission and the Ports CEO and Executive Leadership Team in advancing and achieving the
Port's Century Agenda.

The collective work efforts of the Public Affairs team will better connect the public to the Port's mission, positively influence the public's
perception of the Port of Seattle and enhance the political reputation and capabilities of the organization.

KEY CHALLENGES:
o   ORGANIZATIONAL ALIGNMENT: Resolve historical philosophical alignment challenges that exist among commissioners and the
philosophical/operational alignment differences between the CEO and commissioners.  Confirm shared vision for alignment of
priorities and processes between Public Affairs, Port Commissioners and the CEO.
0   TALENT GAPS: Ensure PA team members possess the necessary skills in key strategic functions, and with sufficient bandwidth, to
meet the needs of the POS CEO, POS Port Commission, POS business divisions and the NWSA.
o   SILOS: Remove historically deep silos between PA functions at airport and seaport and within government relations. Address
emerging silo concerns between POS and NWSA.
o   TOOLS: Modernize the Ports communication tools/capabilities.  Execute media relations with relentless emphasis on proactive
actions and urgency.

RECOMMENDED NEXT STEPS:
o   Acknowledge the lack of shared "organizational alignment and priorities" as a root cause of dissatisfaction.

- Conrm need to work together and develop an Alignment Blueprint for Change.

0   Secure a six-month consulting contract with Kate Snider to facilitate planning sessions among commissioners, between
commissioners and CEO, and with Public Affairs to develop shared priorities and expectations. Consider external best practices,
structural and governance alternatives in this process.
.   Complete work by end of Q 3 to ensure potential changes can be incorporated in 2017 budget.


.   Continue PA foundational transformation work already underway to address talent gaps, remove silos, modernize communication
tools and enhance communications capabilities.

CONFIRM TOP ISSUE PRIORITIES: Opposition to Occidental street vacation, comprehensive SAMP outreach process and advancing
aviation capital projects, secure Middle-Class Jobs consultant and build campaign, waterfront vision/T-46 alignment, effective T-5 DEIS
process with NWSA, lay groundwork for 2017 state legislative session, revitalized environmental emphasis, City of SeaTac ILA strategy
and strong relationships, expand Port's economic influence beyond Seattle.

BACKGROUND/CONTEXT:

STARTING POINT  May-Aug. 2015:  CURRENT STATUS:

MAJOR ISSUES:                  Needs Assessments & Related HiringIDepartment Restructuring:

NWSA: Major PA role in launch of       GOVRELATIONS NEEDS:
NWSA. Signicant follow-up work (still    - Legislative Strategy Development & Execution: Identify desired outcomes and
undenNay) to navigate role clarity and     audiences, how decision will be reached, and how to best influence the outcome including
political collaboration.                        the strategic engagement of port commissioners.
- Legislative Agenda: dene development process with Commission and CEO for use of
T-5: Historic low-point in formal            a legislative agenda, ongoing tracking and advancement of issues.
relations with the City of Seattle.           - One Pagers: Develop electronic 1-pagers for every key issue/major capital projects
Disagreement whether Port's T-5 permit  - Elected to Elected: routine brieng practices/relationship-building activities (e.g. joint
allows berthing for Shell Oil Rig.           study sessions, pre-session outreach) for commissioners and elected ofcials.
Firestorm of negative publicity and        - Remove Silos: coordinate the ways maritime and airport issues are managed at the
public reaction.  Opposing views among   highest levels to improve information sharing, ability to anticipate political pitfalls, provide
commissioners.                        earlier visibility/issue involvement for commissioners and better leverage political
relationships.
AVIATION: High profile opposition by
Alaska Airlines to lAF project. Vocal       COMMUNITYENGAGEMENT NEEDS:
engagement by drivers, companies and   - Expand POS engagement in King Co.: Broaden direct/ongoing staff engagement
lobbyists in ground transportation          beyond maritime and airport fence-line communities and related community groups.
contracting. CEO request to             - Broaden stakeholder partnerships beyond econ. dev. and maritime industries. -Better
independently survey rental car           leverage: sponsorships, memberships, and relationships between seaport and aviation.
transportation models at other airports.    - Continued clarification/coordination with NWSA.
Inappropriate ADR employee e-mails.
Adverse Prop. 1 court ruling.              COMMUNICATIONS NEEDS:
- Better utilization of modern social media tools.



- Electronic "print on demand" one-pagers for projects and issues.
STAFF:                           - Web site overhaul/update.
March, focus groups  April) to set baseline for public
- Public opinion research (survey
PA: Several years of rocky and then     perception.
interim department leadership resulting    - Consistently employ both responsive and proactive/urgent media relations and nurture
in fear and low morale among staff.       reporter relationships
Local and State Gov. Rel. managers      - Library with top-notch presentation slides and graphics options
announce plans to take other roles at     - Strategically placed and politically nuanced "thought pieces", in a variety of mediums) to
,

the Port  pending vacancies.  Long-      inuence policy development and build the Port's positive reputation
time state lobbyist announces            - Messaging: compelling, memorable, strategic
retirement. Fed. Gov. Rel. Manager on
maternity leave.  Strategic
Communications Manager position is     STAFF HIRINGS & NEW DEPT. STRUCTURE (see org chart):
lled just prior to my arrival after a          - Regional Gov. Rel. (Wolpa) started 10/15
lengthy vacancy. Admin. support in       - Olympia Consultant (Trent House) started 12/15
disarray.                                    - State Gov. Rel. (ftch) started 1/16
- Airport media back-up (DeRoy) started 2/16
Executive: CEO in early days of job -    ~ Social Media Mgr. (offer pending)
support several rsts (numerous          - Visual (Graphics) Mgr. (1St round interviews undenNay)
introductory speeches, Seattle Times     - Communications Director (HR assessing job description)
Editorial Board, E. WA trip, International   - Gov. Rel. Director (HR assessing job description)
Trade Mission).  Maritime division        - Community Engagement Mgr. (backfill position with new environmental emphasis) (HR
leader announces intent to leave the      assessing job description.)
Port. Aviation Director announces         - Federal Gov. Rel. Mgr. vacancy will be filled following hiring of Gov. Rel. Director.
retirement. Three executive positions     - Broader King County outreach responsibilities for Community Engagement staff.
are filled.
PHASE II REORG:
- Finalizing revised OSR Director position description with Luis and HR.




- Assessing how ongoing/strategic PA support is provided to Aviation Director; Assimilating
aviation community partnerships staff into public affairs and framing expectations for
engagement style with airport cities and beyond.